GUATEMALA LOCAL GOVERNANCE/ NEXOS LOCALES PROJECT
YEAR 6 WORK PLAN CONTRACT No. AID-520-C-14-00002
September 4, 2019
This document was produced for review by the United States Agency for International Development. It was preparedThe by author’s DAI Global, views LLC expressed. in this publication do not necessarily reflect the opinions of the United States Agency for International Development or the United States Government.
LOCAL GOVERNANCE/ NEXOS LOCALES PROJECT
YEAR 6 WORK PLAN
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: Original Submission August 9, 2019 Revised Submission September 4, 2019 (approved)
Nexos Locales Project 12 Avenida, 1-48, Zona 3 Casa de Piedra Quetzaltenango, Guatemala
Chief of Party, Vince Broady Tel: +502 4798-2766 [email protected]
The author’s views expressed in this publication do not necessarily reflect the opinions of the United States Agency for International Development or the United States Government.
CONTRACT NO. AID-520-C-14-00002 Y6WP TABLE OF CONTENTS
SUMMARY OF TABLES AND FIGURES ...... 2 ACRONYMS ...... 3 1. INTRODUCTION ...... 5 2. DEMIN ...... 6 3. MUNICIPAL REDUCTION ...... 8 4. ELECTORAL TRANSITION ...... 11 4.1 TRANSITIONAL PERIOD ...... 11 5. METHODOLOGY ...... 12 5.1 RESULTS FRAMEWORK, OBJECTIVES AND OUTCOMES ...... 13 6. CROSS-CUTTING THEMES ...... 15 6.1 GENDER EQUALITY & SOCIAL INCLUSION ...... 15 6.2 INDIGENOUS PERSPECTIVE ...... 16 6.3 YOUTH ...... 16 6.4 FEED THE FUTURE PRINCIPLES ...... 17 7. ACTIVITIES ...... 18 RESULT #01: SOUND PUBLIC FINANCIAL SYSTEMS IN PLACE IN ORDER TO PROMOTE TRANSPARENCY AND PERMIT PARTICIPATION BY CITIZENS IN DECISION-MAKING ... 18 RESULT #03: INCREASED QUALITY OF POTABLE WATER IN 15 ...... 25 MUNICIPALITIES ...... 25 RESULT #04: LOCAL DEVELOPMENT PLANS ESTABLISHED ...... 28 AND IMPLEMENTED IN ORDER TO IMPROVE FOOD SECURITY ...... 28 AND ECONOMIC DEVELOPMENT ...... 28 RESULT #06: INCREASE CAPACITY OF THE NATIONAL ...... 32 ASSOCIATION OF MUNICIPALITIES (ANAM) AND/OR THE ...... 32 ASSOCIATION OF GUATEMALAN INDIGENOUS MAYORS AND ...... 32 AUTHORITIES (AGAAI) TO SUPPORT DEVELOPMENT OF THE ...... 32 MUNICIPAL PLAN AND TO REPLICATE SUCCESSFUL MODELS ...... 32 THROUGHOUT THE COUNTRY, INCLUDING MUNICIPAL ...... 32 CRIME PREVENTION PLANS ...... 32 8. PROJECT MANAGEMENT ...... 35 8.1 PERSONNEL ...... 35 8.2 OPERATIONS MANAGEMENT ...... 35 8.3 CULTURAL PERTINENCE TRAINING...... 36 8.4 REGIONAL COORDINATION ...... 37 8.5 ORGANIZATIONAL CHART ...... 38 8.6 USE M&E DATA TO INFORM PROGRAMMING DECISIONS...... 39 8.7 MAINTAINING AREA ADVISORY COMMITTEES WITHIN EACH CLUSTER TO ENCOURAGE COLLABORATION ...... 39 9. ACTIVITY BUDGET ...... 40 10. YEAR SIX PROJECTIONS ...... 42 11. ANNEXES ...... 43
1 CONTRACT NO. AID-520-C-14-00002 Y6WP SUMMARY OF TABLES GRAPHICS AND FIGURES
TABLES TABLE 1- SELECTION OF 15 MUNICIPALITIES (YEARS 6-8) ...... 9 TABLE 2 – DISTRIBUTION OF 22 MUNICIPALITIES (YEARS 6-8) ...... 10 TABLE 3- DEMIN DASHBOARD FOR THE MUNICIPAL ADMINISTRATIVE FINANCIAL DIRECTORATE (DAFIM) ...... 20 TABLE 4 - DEMIN DASHBOARD FOR THE MUNICIPAL UNIT OF ACCESS TO PUBLIC INFORMATION (UAIP) ...... 21 TABLE 5 - DEMIN DASHBOARD FOR THE MUNICIPAL DEVELOPMENT COUNCIL (COMUDE) ...... 23 TABLE 6 - DEMIN DASHBOARD FOR THE MUNICIPAL OFFICE OF WATER AND SANITATION (OMAS) ...... 26 TABLE 7 - DEMIN DASHBOARD FOR THE MUNICIPAL WOMEN’S DIRECTORATE (DMM) ...... 29 TABLE 8 - DEMIN DASHBOARD FOR COMMISSION FOR ECONOMIC DEVELOPMENT, TOURISM, ENVIRONMENT AND NATURAL RESOURCES (COFETARN) ...... 30 TABLE 9 – DEMIN DASHBOARD FOR THE MUNICIPAL OFFICE OF LOCAL ECONOMIC DEVELOPMENT (OMDEL) ...... 31 TABLE 10 - DEMIN DASHBOARD FOR THE MUNICIPAL OFFICE OF HUMAN RESOURCES (OMRRHH) ...... 33
GRAPHICS GRAPHIC 1- PERFORMANCE DASHBOARD FROM RED TO GREEN ...... 6 GRAPHIC 2 - VENN DIAGRAM OF NEW FIELD IMPLEMENTATION ...... 36
FIGURES FIGURE 1 - USAID NEXOS LOCALES RESULT FRAMEWORK UNDER THE CONTINGENCY STRATEGY ...... 14
2 CONTRACT NO. AID-520-C-14-00002 Y6WP ACRONYMS
ACC Area Advisory Committee ACH Acción Contra el Hambre ADIMAM Asociacion Desarollo Integral de Municipalidades del Altiplano Marquense AGAAI Guatemalan Association of Indigenous Mayors and Authorities ANAM National Association of Municipalities APS Advanced Planning and Scheduling A4P Alliance for Prosperity CAI Indigenous Authority Councils CATIE Tropical Agricultural Research and Higher Education Center CIAT International Center for Tropical Agriculture CLD Communities Leading Development CO Contract Officer COCODE Community Development Council CODEDE Departmental Development Council COFETARN Commission for Economic Development, Tourism, Environment and Natural Resources COMUDE Municipal Development Council COMUSAN Municipal Commission for Food Security and Nutrition CoP Chief of Party CSO Civil Society Organization CVA International Center for Tropical Agriculture DAFIM Municipal Administrative Financial Directorate DAI DAI Global, LLC DCOP Deputy Chief of Party DEMIN Integrated Municipal Evaluation DEMAS Department of Water & Sanitation DIMAS Municipal Management of Water and Sanitation DMM Municipal Women’s Directorate DO Development Objective FtF Feed the Future FY 2017 Fiscal Year 2017 FY 2018 Fiscal Year 2018 GIS Geographic Information Systems GoG Government of Guatemala IOM International Organization for Migration IUSI Impuesto Único Sobre Inmuebles LED Local Economic Development LGBTI Lesbian, Gay, Bisexual, Transsexual and Intersex LOP Life of Project MANCOSEQ Mancomudidad de Municipios del Corredor Seco de Quiché MANCUERNA Mancomunidad de Municipios de la Cuenca del Rio Naranjo M&E Monitoring and Evaluation MOU Memorandum of Understanding OMAS Municipal Water and Sanitation Office OMDEL Municipal Local Economic Development Office OMJ Municipal Youth Office OMM Municipal Women’s Office OMRRHH Municipal Human Resources Office OSPM Municipal Office of Public Services OSR Own Source Revenue PDH Procuraduría de los Derechos Humanos PDM-POT Proceso de Actualización y Alineamiento de Planes Municipales de Desarrollo a Plan de Ordenamiento Territorial POA Annual Operative Plan PRONACOM National Competitivity Program SAN Nutrition and Food Security
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SCEP Presidential Executive Coordination Secretariat SEGEPLAN Planning and Programming Presidential Secretariat SEPREM Presidential Secretariat of Women SESAN Secretariat of Food Security and Nutrition SNIP National Public Investment System TA Technical Assistance TEC Total Estimated Cost USAID United States Agency for International Development USG United States Government Y5WP Year 5 Work Plan Y6WP Year 5 Work Plan Y1 Year 1 Y2 Year 2 Y3 Year 3 Y4 Year 4 Y5 Year 5 Y6 Year 6 Y7 Year 7 Y8 Year 8
4 CONTRACT NO. AID-520-C-14-00002 Y6WP 1. INTRODUCTION
This deliverable presents the Year 6 Work Plan (Y6WP) for USAID Guatemala’s Local Governance / Nexos Locales Project (Contract No. AID-520-C-14-00002). This work plan supports the project’s contingency strategy submitted to USAID Guatemala on June 21, 2019, and later updated on July 18, 2019, which is pursuant to the guidance provided in the Contracting Officer’s letter, dated July 3, 2019, whereby it instructs implementing partners to initiate project planning that reflects no additional FY 2017 or any FY 2018 funding for awards. That same letter asks implementing partners to prioritize only those activities with a focus on maximizing impact on stopping illicit out migration.
Activities described in this work plan support the project’s scaled down approach to Results 1, 3, and 4 of the contingency strategy, which reinvigorates the project’s focus on eradicating the push factors—or drivers— of migration to the United States by addressing the pillars of: i) Improved Governance / Institutions Strengthening; and, ii) Promoting Prosperity / Creating Economic Opportunity Both of these pillars are outlined in the bipartisan U.S. Strategy for Engagement in Central America (CEN Strategy) and the Alliance for Prosperity Plan, a regional strategy signed by the Northern Triangle Countries1.
Further, the project, under Result 6, will continue to provide technical assistance to the National Association of Municipalities (ANAM) and to the Guatemalan Association of Indigenous Mayors and Authorities (AGAAI), to continue the gains made in strengthened municipal management and improved indigenous representation in the municipal development agenda. This work plan strongly considers Nexos Locales’ presence in municipalities that support the Government of Guatemala’s efforts in implementing the ―Ruta a la Prosperidad‖ (Road to Prosperity), as defined by the Programa Nacional de Competitividad de Guatemala—or PRONACOM, and assisted by the U.S. Government.
Finally, this Work Plan reflects the reduction from 44 to 22 municipalities, which have been categorized into three different groups: Complete Technical Assistance Packages: Fifteen (15) municipalities will receive complete technical assistance (TA) packages as approved in work plans. Follow-Up: Five (5) high performing municipalities will receive specialized, ad-hoc TA in support of specific inputs / outputs. Transparency App: Two (2) additional municipalities will continue to receive support in operating the smartphone transparency application. The selection process of these 22 municipalities is described in Section 32. In total, Nexos Locales will work in 22 municipalities beginning October 1, 2019 through project closedown.
Complementing the narrative of this Y6WP are the Timeline Activity Table (Annex I) and the Work Plan Training Table (Annex II).
1 The Northern Triangle Countries are comprised of Guatemala, El Salvador and Honduras. 2 Nexos Locales developed a comprehensive report describing the selection of the 15 municipalities, as well as additional background on the 7 other incorporated municipalities that will receive limited technical assistance throughout the life-of-project (see Work Plan Action Memo #206).
5 CONTRACT NO. AID-520-C-14-00002 Y6WP 2. DEMIN
For the past five years, Nexos Locales has provided technical assistance to nine different municipal entities (also referred to as institutions) across 44 municipalities. In each of these municipalities, the knowledge base and technical know-how of municipal employees has varied greatly, ranging from rudimentary bookkeeping skills to university-educated, mid-level professionals. This pedagogical challenge has required Nexos Locales to meet the panoply of needs of 396 individual municipal offices (44 municipalities x 9 entities). In response to the challenges posed by a complex and comprehensive knowledge transfer project, Nexos Locales developed two tools to permit and track cost effective knowledge transfer to each of its municipal target beneficiaries: 1) DEMIN and 2) Log Frames. The first tool, which establishes performance criteria pertaining to institutional strengthening for each of the nine municipal entities, is called the ―Integrated Municipal Evaluation Dashboard‖ or DEMIN in Spanish. Nine different DEMINs have been developed for each of the municipal target entities. They include: 1) Municipal Unit of Access to Public Information (UAIP); 2) Ministry of Finance’s Municipal Administration Office (DAFIM); 3) Municipal City Council (COMUDE); 4) Municipal Office of Youth (OMJ); 5) Municipal Office of Water and Sanitation (OMAS); 6) Municipal Directorate of Women’s Affairs (DMM); 7) Municipal Office of Local Economic Development (OMDEL); 8) Commission for Economic Development, Tourism, Environment and Natural Resources (COFETARN); and, 9) Municipal Office of Human Resources (OMRRHH)
Each DEMIN for these nine municipal institutions tracks three performance categories that monitor advancements in essential institutional strengthening areas. These advancements track movement along a performance spectrum from Critical to High. The three performance categories include: Legal, Administration, and Technical; only the OMAS has a fourth sub-category labeled Planning to track progress against the project developed Strategic Water Investment Plans. Each of the separate performance categories are tracked using a second tool called the ―Log Frame‖. Internally, the project has labeled these log frames as ―WAZE‖, because similar to the smartphone navigational application, it directs actions on increasing municipal performance scores for reaching a level of ―green‖, or high performance. Scoring for each of the performance sub-categories is color-coded from red to green. Therefore, the primary objective of each DEMIN— guided by the different log frames (or WAZE)—is to move the municipality along a performance spectrum from red to green. This red-to-green scoring is what constitutes the DEMIN dashboard and the WAZE tells the project how to get from red to green in each DEMIN. Graphic 1- Performance Dashboard from Red to Green
High Critical Low Medium (76- (0) (1-50) (51-75) 100)
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Twice a year, the DEMIN scores are tabulated and consolidated across the nine municipal target institutions in each of the project’s municipalities. The technical team submits their WAZE logs through DAI’s TAMIS system, and the M&E team updates the DEMIN. The first DEMIN results are reported in June to inform work planning and the second DEMIN results are reported in September to inform the annual report. DEMIN scores are used to inform required levels of effort for providing individualized technical assistance to each of the nine municipal institutions. The color-coded dashboard makes it easy to visualize where and what TA is required to move municipal institutions from red to green. By directing technical assistance to the specific areas where it is needed most, the project is able to provide cost-effective, measurable, and highly efficient individualized TA to its target beneficiaries. The DEMIN tool and WAZE logs have been instrumental in delivering high-quality, high-value achievements under the Nexos Locales contract.
For the purposes of this Year 6 work plan, only the DEMIN results for the 15 selected municipalities that will receive full TA packages will be used.
7 CONTRACT NO. AID-520-C-14-00002 Y6WP 3. MUNICIPAL REDUCTION
In the originally approved Year 5 Work Plan, Nexos Locales outlined a detailed electoral strategy which covered the period January 2019 to March 2020. Of particular importance in this original strategy was the 7-month transition between outgoing and incoming municipal administrations, between June 2019 and January 2020, and the selection strategy for the 15 municipalities that would receive complete technical assistance packages beginning in Year 6. The results of the general elections in June 2019 would play an influential, but not consequential, role in the selection of the 15 municipalities that would receive complete technical assistance packages, as approved in annual work plans, through project closedown. The two principally defining eligibility criteria for the selection of the 15 municipalities included:
i) That eligible municipalities be constituted under the Alliance for Prosperity Plan. This meant that of the 44 project municipalities under coverage in Year 5, thirty would be eligible for review and 14 would be automatically transitioned off the project on or before September 30, 2019.
ii) That eligible municipalities be reviewed for their potential to markedly improve their governance during the remainder of the life of project (LOP), by evaluating key performance criteria on the basis of a bell curve. Meaning, municipalities whose governance performance at time of selection is too weak to markedly improve during the remaining LOP will be disqualified. At the other end of the governance performance scale, municipalities that are performing at the highest levels will be considered strong enough to continue improving their governance capacity without a complete package of continued project investments. Therefore, the 15 municipalities to be selected will be those in the middle of the bell curve. These municipalities will be selected regardless of whether they were part of the original 29 or the 15 municipalities incorporated into the project in September 2017. To plot the scores of municipal governance performance, Nexos Locales developed five performance categories. The table below describes each of these categories.
Performance Category Criteria Political will of municipal authorities to apply project 1. Political will of local authorities and inputs openness of employees to receive Willingness of municipal authorities to invest and apply project inputs municipal resources and provide the environment necessary to apply project inputs Openness of municipal employees to receive and apply project inputs Staff turnover levels after the elections Ability of municipal authorities to manage conflict 2. Level of social, political, and Level of conflict over natural resources environmental conflict Level of conflict over mining and hydroelectric activities Level of conflict over organized crime Level of political conflict Level of conflict around basic services
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Presence of youth, women, indigenous and other 3. Capacity of civil society to advocate CSOs capable of advocating with the municipality with the municipality Number of CSOs that advocate before the COMUDE Advances in areas of key project indicators such as 4. High-Level Results those for water quality and own-source revenues Municipal performance levels within the Integral Municipal Evaluation (DEMIN). SEGEPLAN municipal ranking position Whether or not the mayor is re-elected in the 2019 5. Permanence of municipal authorities elections
In alignment with the project’s contingency strategy, Nexos Locales included in its selection criteria a review of a municipality’s potential for implementing actions from the project developed local economic development (LED) plans and DMM (Municipal Women’s Directorate) strategies. Although this category was not contemplated in the original scoring, it served as a key factor in ensuring that project interventions in Result 4 under the contingency strategy would yield the greatest potential for leveraging municipal co-financing in generating improved local economic conditions.
Nexos Locales also strongly considered a municipality’s potential for own source revenue (OSR) generation and transparent management of public finances for resource allocation to funding activities as defined by the project-developed local economic development plans, DMM strategies, and quality delivery of public services.
Using the combined, collated scores from the five original categories, including the added considerations of LED and OSR potential, Nexos Locales then compared the global scores (or rankings) to indicators published by the International Organization of Migration (IOM) on municipalities with the highest rates of migrant returnees.
Based on this comprehensive evaluation, in August 2019, Nexos Locales received USAID approval for the selected 15 municipalities to receive complete technical assistance packages through closedown. They are:
Table 1- Selection of 15 Municipalities (Years 6-8) Huehuetenango (4) San Marcos (5) Quiché (6)
1. Chiantla 5. San Miguel Ixtahuacán 10. Cunen 2. La Libertad 6. Sibinal 11. Cotzal 3. Todos Santos Cuchumatán 7. Comitancillo 12. Chichicastenango 4. Malacatancito 8. Concepción Tutuapa 13. Nebaj 9. Tacana 14. Chajul 15. San Andrés Sajcabajá
Like in previous selection processes (2014 and 2017), project technical staff will hold meetings with elected municipal authorities of these 15 municipalities to present the benefits of Nexos Locales technical assistance packages. Memorandums of Understanding (MOUs) will be signed with these municipalities upon approval of the Y6WP and when the new administrations take office in January 2020. Should any of these 15 municipalities decline to collaborate Nexos Locales will consider one of the higher performing3 municipalities to serve as their replacement.
3 Barillas and, San Pedro Necta.
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AD HOC INPUTS – HIGH PERFORMING Nexos Locales will also work in an additional five municipalities to receive targeted, highly specialized ad hoc inputs to continue improving high performing municipalities in their governance capacity. Among the municipalities to receive this highly specialized, ad hoc assistance include:
1. Totonicapán to receive support in the continued strengthening of the Municipal Development Council (COMUDE), public financial accountability, transparency and citizen participation; 2. San Marcos to receive follow-up technical assistance on the implementation of their recently launched Citizen Charter in water service provision; 3. Santa Cruz del Quiché to receive TA specific to the implementation of the Water Meter Reading Smartphone Application; 4. Barillas to receive TA in the implementation of their Local Economic Development Plan and potential for Citizen Charter; and, 5. San Pedro Necta to receive TA in the implementation of their Local Economic Development Plan.
Both in Totonicapán and Santa Cruz del Quiché, the project will also provide technical assistance to strengthen the participation and representation of the Consejos Asesores Indígenas (CAI), as a means to supporting the Government of Guatemala’s efforts in the A4P’s Road to Prosperity initiative.
Apart from these five high performing municipalities, Nexos Locales will continue to provide technical assistance specific to the smartphone transparency applications in the municipalities of Sacapulas and San Rafael Pie De La Cuesta4. Chiantla will also receive TA in this area. Nexos Locales will sign MoUs with these 7 additional municipalities to outline the more limited areas of collaboration through project closedown. As such, the project will manage project activities in a total of 22 municipalities (as shown below). The 22 total municipalities will be distributed as follows:
Table 2 – Distribution of 22 municipalities (Years 6-8)
Municipalities Managed from the Municipalities Managed from the Quetzaltenango Office (11) Huehuetenango Office (11)
1. San Miguel Ixtahuacán 12. Malacatancito 2. Sibinal 13. Todos Santos Cuchumatán 3. Tacaná 14. Chiantla 4. Chichicastenango 15. La Libertad 5. San Andres Sajcabajá 16. Cunén 6. Totonicapán 17. Chajul 7. San Marcos 18. Cotzal 8. Santa Cruz Del Quiche 19. Nebaj 9. San Rafael Pie de la Cuesta 20. Barillas 10. Comitancillo 21. San Pedro Necta 11. Concepción Tutuapa 22. Sacapulas
4 The three municipalities implementing a Smartphone application are Chiantla, San Rafael Pie De La Cuesta, and Sacapulas.
10 CONTRACT NO. AID-520-C-14-00002 Y6WP 4. ELECTORAL TRANSITION
The June 2019 general elections resulted in an 86% turnover of mayors in the 44 municipalities under project coverage (from Year 5). Only the mayors of Totonicapán, San Lorenzo, Cuilco, Jacaltenango, San Pedro Necta, Santa Cruz del Quiché, and Zacualpa won their reelection bids. The remaining 37 mayors lost reelection.
In Year 6, of the 15 municipalities to receive complete TA packages all will be governed by new mayors beginning in January 2020. Of the 5 municipalities that will receive ad-hoc technical assistance, three will have reelected mayors (Totonicapán, San Pedro Necta, and Santa Cruz del Quiché). The two other municipalities operating a smart phone application—San Rafael Pie de la Cuesta and Sacapulas—will also have new mayors in January 2020.
4.1 TRANSITIONAL PERIOD The first four months (Oct – Jan) of Year 6 will constitute a transitional period between outgoing and newly elected mayors. Given that 19 of the 22 municipalities in Year 6 will experience a change in mayor, the project expects a slowed programming cycle during the first four months of Y6 implementation. This slowdown is primarily attributed to low morale from reelection loss, uncertainty amongst municipal administrators regarding job security, and the potential for high staff turnover in the municipality. To manage this transition, Nexos Locales will undertake four concrete actions:
1) October 2019, upon written clearance from USAID, the DCOP and regional team leaders will meet with the newly and reelected mayors from the 22 total municipalities to sustain investments made by the project and encourage the retention of key personnel.
2) November 2019, the Program Officer will begin drafting Memorandums of Understanding to be signed with the 22 municipalities, reorienting the MOUs toward the contingency strategy, placing a stronger emphasis on greater youth and women’s inclusion in income and employment generating activities, as well as greater transparency and citizen participation in public financial systems, to address the root causes of migration.
3) January 2020, the technical teams will socialize the MoUs with newly or reelected mayors and obtain their signatures to the MOUs by the end of January 2020.
4) October 2019 to January 2020, led by the DCOP, the technical teams will ensure that ANAM’s ―Caja de Herramientas‖ is fully updated and matched against the Nexos Locales website in downloading its ―Compendium of Municipal Management Tools‖. A desktop review of these tools against the online videos being developed by ANAM will be matched to ease the convenience of municipal administrators in searching and locating the tools they need for job functions.
11 CONTRACT NO. AID-520-C-14-00002 Y6WP 5. METHODOLOGY
For the last two years, Nexos Locales has been providing technical assistance in a total of 44 municipalities in the Western Highlands region of Guatemala. Eight5 of these are border municipalities with Mexico (estimated population 574,702), 30 form part of the Alliance for Prosperity Plan, and 186 are from the top 40 municipalities in the entire country representing the highest migrant returnee populations7. Given this, project investments in these 44 municipalities have served some of the most historically marginalized populations in Guatemala, resembling strategically important municipalities in addressing the principal drivers of illegal migration to the United States.
Since 2014, Nexos Locales’ focus has been to strengthen project municipalities so they foster more responsive, inclusive, and effective socio-economic development while reducing local vulnerabilities such as food insecurity and natural disasters. This has been accomplished through project interventions in six technical result areas with an overall, underlying premise that better governed municipalities in the Western Highlands increase the prospects for successful USAID investments in health, education, economic growth, peace-building and violence prevention in this geographic area, thus leading to improved sectorial investments collectively to reduce migration to the United States.
In support of the July 3, 2019 letter from USAID Guatemala, this work plan sets forth activities that have the most optimal impact on eliminating ―illicit outward migration‖. As such, this work plan will concentrate project activities in Results 1, 3 and 4 of the Nexos Locales contract, with continued technical assistance to ANAM and AGAAI through Result 6 in support of strengthening municipal management and increased, meaningful indigenous representation in setting the municipal development agenda. This revised technical approach is being labeled the project’s contingency strategy, which places a reinvigorated emphasis on addressing the key drivers of migration in the Western Highlands of Guatemala.
The foundational technical approach guiding the contingency strategy in Year 6 is as follows:
The journey to self-reliance of Nexos Locales municipalities in the Western Highlands will be supported 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, improved food security and nutrition, of which benefit historically marginalized groups, resulting in enhanced quality of life conditions and reduced migration.
Mathematically, the contingency strategy resembles this formula:
(A4P + OSR + LED) x SAN = Self-Reliance Reduced Migration
This contingency 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 pull factors.
5 Barillas, La Libertad, Sibinal, Tacana, Tajumulco, Cuilco, La Democracia, and Jacaltenango. 6 Tacana, Concepción Tutuapa, Tajumulco, Cuilco, Huehuetenango, Totonicapán, Nebaj, Barillas, Chiantla, La Democracia, Comitancillo, San Juan Ostuncalco, San Pedro Necta, Chichicastenango, San Miguel Ixtahuacán, San Miguel Uspantán, San Marcos, and San Gaspar Chajul. 7 are categorized by the International Organization of Migration (IOM) as.
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The Nexos Locales contingency strategy works toward achieving outcomes that are strongly linked to eradicating illegal migration against the two pillars of Improved Governance/Strengthened Institutions and Promoting Prosperity / Creating Economic Opportunities, as defined in the USG’s Central America Strategy and the region’s Alliance for Prosperity Plan. The project’s continued assistance to ANAM and AGAAI ensure that project achievements extend beyond the Nexos Locales coverage area. By reorienting the project’s emphasis in these two pillars, Nexos Locales will better position USAID’s investments in the region and indirectly contribute to the Government of Guatemala’s efforts in implementing the Ruta a la Prosperidad, overseen by PRONACOM, and supported by the United States Government. Thanks to years of relations building with key project partners—both at the national and local levels—Nexos Locales will continue to play a critical coordinative role across a multitude of sectors to leverage USAID’s impact in the region.
5.1 RESULTS FRAMEWORK, OBJECTIVES AND OUTCOMES The Nexos Locales Monitoring, Evaluation and Learning (MEL) Plan is tied to the specific activities listed in this work plan. The results framework has been adapted to the project’s contingency strategy, which has prioritized program activities with the greatest potential to stopping illicit out migration, namely through:
Result #01 – Sound public financial systems in place in order to promote transparency and permit participation by citizens in decision-making. Result #03 – Increased quality of potable water in 15 municipalities Result #04 – Local Development Plans established and implemented in order to improve food security and economic development. Result #06 - Increased capacity of ANAM and AGAAI to support municipal development and replicate successful models nationwide.
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Figure 1 - USAID Nexos Locales Results Framework under the Contingency Strategy
14 CONTRACT NO. AID-520-C-14-00002 Y6WP 6. CROSS-CUTTING THEMES
The Nexos Locales Contract stipulates four cross-cutting themes, of which two have been developed into life-of-project strategies (see bold): (1) Gender Equality & Social Inclusion; (2) Indigenous Perspective; (3) Youth; and, (4) Feed-the-Future Initiatives. In this Year 6 work plan, Nexos Locales will continue to integrate these four considerations across program activities.
6.1 GENDER EQUALITY & SOCIAL INCLUSION
Gender equality and social inclusion is a cross-cutting theme for Nexos Locales and is linked to USAID Guatemala’s Development Objective 2 (DO2). It is clear that addressing the barriers faced by vulnerable populations in the Western Highlands - including the Lesbian, Gay, Bisexual, Transsexual and Intersex (LGBTI) community, the disabled, and indigenous people - is essential for making sustainable advancements in the responsiveness, inclusiveness, and effectiveness of local government institutions.
For its Year 6 work plan, Nexos Locales anticipates shifting social dynamics in project municipalities, influenced by the stronger enforcement of migration policies in Mexico and along the United States border, resulting in higher rates of migrant deportations. Migrant returnees face a number of obstacles upon reintegrating into their communities, with stigma and trauma being some of the major psychological effects. USAID Guatemala’s Conflict Vulnerability Assessment (CVA) reports that migrant returnees often experience nervousness, anxiety, sadness or depression upon returning, with family members also reporting similar symptoms while family members are away. A majority of migrant returnees will have new skills learned abroad and limited opportunity to put those skills to work in their community outside of the informal sector. Further, as reported in the CVA, violence toward women and children may also result from insecurities by men about their wives’ possible disloyalty while they were away and feelings of disempowerment due to too little work or income (CVA, 9). Further, women’s increased economic opportunity in Nexos Locales municipalities may pose challenges to male migrant returnee’s perceptions of gender roles in Guatemala, as there is a ―continuing belief that men have more rights than women and that male violence toward women is justifiable‖, especially as they feel threated by women’s so-called abandonment of their gender roles (CVA, 9). These considerations of gender roles—or the disruptions of them—will be strongly considered into activity implementation for Year 6.
The project will continuously identify potential gender-based and social barriers that hinder or accelerate project success, and examine possible differential impacts of program activities on women, men, boys, and girls; in addition to vulnerable and marginalized groups such as persons with disabilities, indigenous populations, and members of the LGBTI community. As has been the case in previous years, Nexos Locales will continue to include clear guidance on the procedures for gender equality and social inclusion analyses and integration in activity design, procurement procedures, grants administration, activity implementation, and monitoring and evaluation
To ensure gender and social inclusion considerations are taken into account at every level of project implementation, Nexos Locales will continue to self-assess its integration of these themes into internal operations, design, and implementation of project activities. As an additional step, during the orientation processes for local consultants and partner organizations, Nexos Locales will present
15 CONTRACT NO. AID-520-C-14-00002 Y6WP a brief (15-30 minute) training course on its gender and social equality plan. The training will introduce consultants and partners to the entry barriers faced by vulnerable groups in the Western Highlands. Finally, through the project’s annual reports, Nexos Locales will reflect on its own organizational culture regarding gender equality and social inclusion by examining project management practices, reviewing its field operations manual, and strengthening staff competencies to ensure that gender and social inclusion are mainstreamed.
6.2 INDIGENOUS PERSPECTIVE In June 2019, Nexos Locales developed a life-of-project cultural pertinence strategy that describes project actions to expand gains made in the Western Highlands by strengthening internal processes for increased collaboration with and by indigenous peoples so that program and administration activities are culturally pertinent, inclusive and sustainable. This strategy recognizes the vital role that indigenous communities and authorities play to ensuring proportionate and equitable development is achieved in the Western Highlands. This strategy does not seek to shift the power dynamics between indigenous or non-indigenous, but rather recognizes that social exclusion remains a real obstacle in in terms of access to public information, participation in formal decision-making spaces, and differences between traditional and state governance systems. It is important that indigenous authorities be treated as assets in their communities and be given the chance to interact with municipal authorities for addressing grievances and resolving basic needs and demands. In Year 6, Nexos Locales will commemorate the international day of indigenous peoples, women, and youth to raise awareness of these groups and their rights.
Nexos Locales understands that development in the region cannot be achieved without the active, substantive, and meaningful participation of indigenous leaders and their populations so that benefits are enjoyed by all. The project’s cultural pertinence strategy therefore defines ways for continuous engagement with indigenous men, women, youth, elders, leaders and civil society by respecting their organization and communication mechanisms. Doing this achieves equitable development in Nexos Locales municipalities and reduces the hopelessness that many indigenous peoples report feeling from a lack of economic opportunity and representation on decisions that affect their future.
6.3 YOUTH
Nexos Locales has developed a strategy for incorporating important youth considerations into the contract’s results. Within this strategy is a detailed life-of-project (LOP) action plan that proposes means of integrating youth interests and harnessing youth dynamism into project technical activities. Specific actions from this youth strategy were included into the contract under Modification #12 and written into Result 2. Because the contingency strategy does not include Result #2, only specific action in support of the youth forums held in year five will be given in Year 6.
However, Nexos Locales will continue to capitalize on its successes in having built an organized, core group of youth who were trained in identifying the challenges faced by youth in the Western Highlands and developing and refining advocacy approaches to address them. In Year 5, Nexos Locales supported youth efforts in hosting forums in 10 municipalities to advocate for youth issues. All 10 of these municipalities will remain on the project in Year 6 (six as part of the fifteen selected, three as part of the high performing municipalities, and one as part of the smartphone application)8. Nexos Locales will provide follow-up technical assistance to youth in all ten municipalities to ensure that mayors comply with the commitment letters they signed in Year 5. Youth participation in local decision-making processes is important to the project’s contingency strategy’s success.
8 Barillas, San Marcos, Santa Cruz del Quiché, Chiantla, Chajul, Chichicastenango, Nebaj, Tacaná, La Libertad and San Rafael Pie de la Cuesta. 16 CONTRACT NO. AID-520-C-14-00002 Y6WP
As a means of applying a conflict mitigation lens to the remainder of the program, Nexos Locales will incorporate wherever feasible opportunities to promote inter-generational dialogue within formal and informal deliberative spaces under project activities. This is particularly important in the areas of livelihood options, child rearing in households where migrant fathers or mothers have been absent, and lack of interest by youth in supporting indigenous practices—or traditional governance roles— that are important to community identity, social cohesion, and natural resource management. As mentioned in the Conflict Vulnerability Assessment, ―A dramatic intergenerational gap increasingly challenges social cohesion between young people and adults in several target communities and is a potential trigger for community violence via mobilization of local efforts to control errant youth whom parents or caregivers are unable to discipline effectively….conflict centers around tensions between parents and elders who still abide by earlier social norms, on the one hand, and youth, whose life experiences are increasingly determined by the cultural effects of migration (including new norms for dressing and behaving toward elders), gangs, globalized values accessible on digital media, and an abiding frustration about the lack of livelihood options at home.‖ To address this, Nexos Locales will implement action 3.2 of the Cultural Pertinence Strategy and hold a ―conversatorio‖ between Youth and Women’s networks and indigenous authorities to discuss the importance of social cohesion and respect for traditional governance as part of the Western Highlands heritage.
6.4 FEED THE FUTURE PRINCIPLES
Nexos Locales will consider the following principles while implementing Feed-the-Future (FtF) technical approaches:
Linking value chain activities with improved nutrition and dietary diversity. Changing food consumption behavior to encourage dietary diversity and improvement in childhood nutrition among target beneficiaries. Maximizing the likelihood of sustainability by working with municipal and community leaders. Recognizing the importance of the application of the Thousand Days Approach in addressing maternal and child health and chronic malnutrition. Coordinating with the private sector on technical, managerial, and financial support for integration of nutrition-related activities into USAID-funded programming and investing in agriculture-related activities such as small infrastructure or packing plants as an opportunity for employment and income generation in the focus area.
17 CONTRACT NO. AID-520-C-14-00002 Y6WP 7. ACTIVITIES
The majority of project activities in this Year 6 work plan are guided by the DEMIN results, which were updated in May 2019. This plan also contemplates the advances made in the last 5 years of activity implementation, including the successful application of municipal management tools developed under the project. Through strengthened institutional capacity, increased public resource allocation, improved service delivery, and actions taken in the local economic development plans that result in employment- or income-generating activities, Nexos Locales is supporting the United States Government’s efforts in addressing the root causes of illegal migration through strengthened municipal governance.
The remaining paragraphs in this section will describe the specific activities in support of the Nexos Locales contingency strategy.
RESULT #01: SOUND PUBLIC FINANCIAL SYSTEMS IN PLACE IN ORDER TO PROMOTE TRANSPARENCY AND PERMIT PARTICIPATION BY CITIZENS IN DECISION-MAKING
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.
During the first five years of project implementation, Nexos Locales has provided technical assistance to the DAFIM, UAIP and COMUDE. This TA has concentrated on strengthening institutional capacity in own source revenue generation, compliance with the Access to Public Information Law, and increased citizen-participation in decision-making spaces for setting and implementing the municipal development agenda via the COMUDES. Beginning in year four, Nexos Locales began tracking municipal performance in key areas through the implementation of its DEMIN tool. All required assessments under this Result were completed in Years 2 and 4. No additional assessments are planned during the remainder of the life of project (LOP).
In Year 6, the project will continue using the DEMIN tool, focusing heavily on increasing municipal own source revenue streams, strengthening transparency and accountability mechanisms, improving allocation of resources for quality public service delivery and public expenditures, and prioritizing the funding of income- and employment generating activities in the municipality’s local economic development plans.
Sub-Activity Y6 1.1.1. GIS Support to 15 Municipalities (5 follow-up; 10 new): In Year 5, the project provided technical assistance and developed a GIS manual describing the step-by-step process for generating payment arrears maps using GIS software to 13 municipalities9. The use of GIS maps enables the municipalities—through the OMAS—to develop a strategy for revenue collection in water services.
9 Quiche: 1) San Juan Cotzal, 2) Santa Maria Neba’j, 3) Usapntan, 4) Sacapulas, 5) Santo Tomas Chichicastenango; Quetzaltenango: 6) Concepcion Chiquirichapa, 7) San Juan Ostuncalco (later removed due to absence of use of ServiciosGL); San Marcos: 8 San Pablo, 9) San Rafael Pie de la Cuesta, 10) Nuevo Progreso; Huehuetenango: 11) Chiantla, 12) Cuilco, and 13) La Libertad. 18 CONTRACT NO. AID-520-C-14-00002 Y6WP
In Year 6, five of the 13 municipalities mentioned above will continue receiving GIS support from the project. They include: 1) Chiantla, 2) La Libertad, 3) Chichicastenango, 4) Nebaj and 5) Cotzal. Nexos Locales will continue to provide technical assistance to these municipalities in maintaining their user payment maps for revenue collection, which will be updated quarterly.
In the 10 other municipalities10 that have not received any previous year technical assistance in the use of GIS software, Nexos Locales will print and distribute the GIS manual developed in Year 5 to the OMAS of these 10 municipalities. Because GIS forms part of the project’s overall strategy for own source revenue collection, Nexos Locales will explore the possibilities of downloading the free, open source GIS software, Quantum GIS, onto project donated computers with the OMAS in these 10 municipalities; and where possible, generate water user maps for revenue collection. This sub- activity will be implemented through direct, in-house technical assistance. The GIS manuals will be printed by a project approved local vendor.
Timeframe: October 2019 – September 2020
Sub-Activity Y6 1.1.2 Sign Memorandums of Understanding with 22 Municipalities: Election results in the 22 municipalities show an 86% turnover of mayors. Only three mayors won reelection: Totonicapán, San Pedro Necta and Santa Cruz del Quiché. Nexos Locales will renew Memorandums of Understanding (MoUs) with these three mayors and sign 19 new MoUs with newly elected mayors. The MoUs will define the parameters of cooperation under the project and emphasize the importance of addressing the root causes of migration in support of the projects contingency strategy. This sub-activity will implemented through direct, in-house technical assistance.
Timeframe: January 2020
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: During the life of project, Nexos Locales has provided technical assistance to the DAFIM in the form of individualized TA and the development of municipal financial management tools. In Year 6, Nexos Locales will focus TA on strengthening the technical capacity of the DAFIM office in 15 municipalities to advance their DEMIN scores (from red to green). Particular focus of project TA will be paid to ensuring tax collection in IUSI and excise taxes, updating water user databases for arrears payment collection, and undertaking a cost-benefit analysis of prioritized public services for improved cost- efficiency and quality delivery in those services. Nexos Locales will ensure that all project developed tools and manuals are being used by the new mayoral administrations.
Nexos Locales technical staff will provide TA on: a) the establishment and functioning of the Committee for Municipal Programming and Budget Execution (COPEP), which is responsible for overseeing efficient budgetary and municipal financial management; b) Municipal Inventory Management and c) in the use of GUATECOMPRAS. These actions will strengthen transparency and accountability mechanisms through the submission of timely and accurate reports to the Ministry of Finance and the SAT, as well as building the capacity of municipal staff to use GUATECOMPRAS in preparing Annual Purchasing Plans that support the municipal budget and foster free and fair competition in local procurement.
10 Quiche: 1) Cunen, 2) Chajul, 3) San Andres Sajcabaja; San Marcos: 4) San Miguel Ixtahuacan, 5) Sibinal, 6) Comitancillo, 7) Concepcion Tutuapa, 8) Tacana; Huehuetenango: 9) Todos Santos Cuchumatan, and 10) Malacatancito
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Below are the DEMIN scores for DAFIM as of May 2019. As evidenced below, the focus areas of the project in Year 6 are concentrated in variables 8-14. This sub-activity will be implemented through direct, in-house technical assistance.
Table 3- DEMIN dashboard for the Municipal Administrative Financial Directorate (DAFIM)
Municipality Legal Administrative Technical
V1 V2 V3 V4 V5 V6 V7 V9 V10 V11 V12 V13 V14 V15 1 Chiantla 3 3 3 1 3 3 2 2 2 2 3 3 2 3 2 La Libertad 3 3 3 3 3 3 1 2 2 2 3 3 2 3 3 Malacatancito 3 3 3 2 3 3 2 3 3 2 3 3 1 3 4 Todos Santos Cuchumatán 3 0 3 3 3 3 3 2 2 0 3 3 2 3 5 San Miguel Ixtahuacán 3 0 3 3 3 3 3 2 2 0 1 2 3 3 6 Chajul 3 3 3 3 3 3 1 1 2 1 1 2 2 3 7 Chichicastenango 3 3 3 0 3 3 3 2 2 2 2 2 2 3 8 Cunén 3 3 3 3 3 3 3 1 1 1 1 0 0 3 9 San Juan Cotzal 3 3 3 0 3 3 3 1 1 1 3 2 0 3 10 Nebaj 0 3 3 3 3 3 3 1 1 1 3 2 1 3 11 San Andrés Sajcabajá 3 3 3 3 3 2 2 1 1 1 3 2 0 3 12 Comitancillo 3 0 2 0 2 1 1 0 0 0 0 1 0 3 13 Concepción Tutuapa 3 0 2 2 3 2 2 2 2 0 0 2 0 3 14 Tacaná 3 3 2 0 2 2 1 0 2 0 2 2 1 3
15 Sibinal 3 0 3 3 2 3 3 1 1 0 1 2 3 3
VARIABLES Legal: V1 Constancy of Account before CGC; V2 Delegation agreement of IUSI; Administrative: V3 DAFIM with equipment; V4 Manual of posts of personnel of DAFIM; V5 Personnel hired with profile according to job description; Technical: V6 Taxpayer lists of services of Water; V7 Taxpayers taxpayer lists; V8 IUSI service taxpayers' registers; V9 Recovery of delinquency in excise taxes; V10 Recovery of delinquent payments in the water service; V11 Recovery of delinquent payments in the IUSI; V12 Collection of own revenues; V13 Transparency and Accountability; V14 Analysis of Cost Centers and Subsidies of municipal public services; V15 Annual planner.
Timeframe: October 2019 – September 2020
Sub-Activity Y6 1.2.2. Further Dissemination of Radio Spots on Citizens Responsibilities to Pay Municipal Fees: In Year 4, Nexos Locales developed radio spots in eight Maya languages and in Spanish on the importance of citizens complying with their responsibility to pay municipal fees if they expect quality municipal service. These spots were developed to address one of the main challenges in generating municipal revenue, which is overcoming a general lack of understanding and willingness by citizens in paying for public service delivery. In year four, Nexos Locales financed the broadcasting of these radio spots throughout the entire Western Highlands listening area. Following their expiration, the project worked with each municipality in Year 5 to develop a communications strategy using the radio spots.
In Year 6, the project will work with the new municipal authorities to continue implementing municipal communications plans for broadcasting the radio spots. In addition, Nexos Locales will coordinate with ANAM to develop a plan for broadcasting these messages throughout the 340 municipalities in the country, as well as provide best-practices on low-cost, highly effective alternative mediums. This sub-activity will be implemented through direct, in-house technical assistance.
Timeframe: October 2019 – September 2020
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Sub-Activity Y6 1.2.3. TA to Advance Overall UAIP Performance Against the DEMIN in 15 Municipalities: Access to information is essential for citizens and civil society to advocate for increased transparency in municipal management. In Year 6, Nexos Locales technical staff will continue to provide TA to the UAIP in advancing their DEMIN scores.
The 15 selected municipalities all operate an Office of Access to Public Information. As evidenced in the table below, these offices have shown positive progress in their DEMINs. In Year 6, Nexos Locales will continue to strengthen the municipal units responsible for complying with the Access to Public Information Law, particularly, in ensuring the allocation of resources for the function of this office, compliance with the project-developed functions manual, and meeting the full reporting requirements under Article 10 of the Access to Public Information Law.
Table 4 - DEMIN dashboard for the Municipal Unit of Access to Public Information (UAIP) Legal Administrative Technical Municipality V1 V2 V3 V4 V5 V6 V7 V8 V9 V10 1 Chiantla 3 2 3 3 2 3 3 3 3 3 2 La Libertad 3 3 3 3 3 3 3 3 3 3 3 Malacatancito 3 3 3 3 2 3 2 3 3 3 4 Todos Santos Cuchumatán 3 3 3 3 3 3 1 3 2 3 5 San Miguel Ixtahuacán 3 2 3 3 2 3 1 2 2 3 6 Chajul 3 0 3 3 2 3 3 3 3 3 7 Chichicastenango 3 0 3 3 2 3 3 3 3 3 8 Cunén 3 3 3 3 3 3 2 3 3 3 9 San Juan Cotzal 3 0 3 3 2 3 3 3 3 3 10 Nebaj 3 3 3 3 1 3 3 3 3 3 11 San Andrés Sajcabajá 3 0 3 3 0 3 3 3 3 3 12 Comitancillo 3 3 3 2 3 3 2 3 3 3 13 Concepción Tutuapa 3 3 3 2 0 3 2 2 2 3 14 Tacaná 3 2 3 3 2 3 2 3 3 3 15 Sibinal 0 0 3 2 0 3 1 2 3 3
VARIABLES Legal: V1 Municipal Agreement; Administrative: V2 UAIP with budget allocation; V3 UAIP with adequate physical space; V4 UAIP with equipment; V5 UAIP Personnel Manual; V6 Personnel hired with profile according to job description; Technical: V7 Job Information (Article 10 of LAIP) Digital file; V8 Electronic portal (Website); V9 "Municipal file management" (Number 26 of Article 10 LAIP); V10 Municipal mandatory report to PDH.
UAIP Municipal Planner: In Year 5, Nexos Locales developed an innovative digital tool called the Annual Municipal Planner that provides up to 75 notifications to UAIP 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. In Year 6, Nexos Locales will work with the new administrators to ensure the UAIP Municipal Planner continues to be used as a best- practice management tool. This sub-activity will be implemented through direct, in-house technical assistance.
Timeframe: October 2019 – September 2020
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Sub-Activity Y6 1.2.4. Follow-up on the Transparency Applications in 3 Municipalities: Three municipalities11 under project coverage currently implement a smart phone transparency application that permits citizens to view real-time information on municipal budgets, public expenditures, as well as submit requests via the application to municipal authorities on service provision matters. The transparency applications serve as a form of proactive public disclosure on municipal spending to increase transparency and facilitate citizen participation on budget matters.
In Year 6, project technical staff will meet with municipal authorities from the three municipalities implementing a smartphone transparency application to convey the importance of the app’s usage as a means of increased citizen participation on budget matters and proactive public disclosure of financial transparency, which complements the public access to information law. Nexos Locales will provide follow-up technical assistance to the three municipalities in: 1) disseminating the project- produced videos to increase citizen awareness of the app’s functions and back-end management of the app, 2) encouraging the incorporation and use of the application in the COMUDE, and 3) institutionalizing the application’s use by providing technical assistance to the DMM, OMJs, and Youth and Women’s Networks as a means of monitoring municipal performance. Furthermore, Nexos Locales will encourage the three municipalities to assign a municipal employee from the Unit of Access to Public Information to manage the back-end of the application, such as responding to citizen requests submitted through the application. This sub-activity will be implemented through direct, in-house technical assistance.
Leveraging USAID’s investment: Nexos Locales will coordinate with the USAID Urban Municipal Government Project to gauge interest and financing to replicate the transparency application in additional municipalities outside of Nexos Locales’ geographic coverage.
Timeframe: October 2019 – September 2020
Activity 1.3—Strengthen the role of COMUDEs to engage citizens in government decision-making.
The COMUDE (municipal city council) plays an important role in setting and implementing actions that advance the municipal development agenda. Nexos Locales has prioritized the COMUDE commissions of Citizen Participation, Women, Youth, COFETARNs, and COMUSANS. In order to have voice and vote, these commissions must be accredited. In Year 5, Nexos Locales strengthened COMUDE functioning to ensure that civil society demands to newly elected mayors retain the gains made under Nexos Locales in Years 1 through 5. Project outreach staff worked extensively during Year 5 to ensure that civil society members of the COMUDEs and their commissions demand that existing and newly elected mayors conduct routine COMUDE meetings, retain COMUDE commissions and regulations, and comply with legal requirements for the rendiciones de cuentas. In Year 6, Nexos Locales will continue strengthening the gains made by the project through technical assistance that support the needs identified in the DEMINs for the 15 municipalities selected.
Sub-Activity Y6 1.3.1. Consolidation of COMUDE Strengthening to Advance Overall DEMIN Scores: During Year 5, project cluster staff provided TA to municipal staff responsible for organizing, overseeing, and implementing the Municipal Development Councils (COMUDE). Year 5 TA addressed issues related to internal regulations, preparing accountability of funds reporting (rendiciones de cuenta), and accreditation of COMUDE commissions.
In Year 6, project technical staff will meet with the elected municipal councils to explain the advances made by Nexos Locales in the COMUDE, and explain that technical assistance will be
11 1) Chiantla (SomosChiantla), 2) Sacapulas (MiSacapulas), and 3) San Rafael Pie de la Cuesta (SANRAFAINFO).
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guided by the DEMIN scores in each of the 15 selected municipalities. Nexos Locales will also ensure that the COMUDE Planner, developed in Year 5, continues to be used by the municipalities in Year 6. Furthermore, Nexos Locales will present this tool to the SCEP and SEGEPLAN as a means of institutionalizing and replicating this tool in other municipalities throughout Guatemala. Nexos Locales will also work with the ANAM to promulgate the tool’s use in all 340 municipalities in Guatemala.
Table 5 - DEMIN dashboard for the Municipal Development Council (COMUDE)
Legal Administrative Technical Municipality V1 V2 V3 V4 V5 V6 V7 V8 V9 V10 V11 V12 V13 V14 V15 V16 V17 1 Chiantla 3 3 2 3 3 3 3 3 3 2 3 3 3 2 3 3 3 2 La Libertad 3 3 3 3 3 3 2 3 2 2 2 2 2 2 0 0 0 3 Malacatancito 3 3 3 3 3 3 3 3 2 2 3 2 2 2 0 0 0 4 Todos Santos Cuchumatán 3 3 3 3 3 3 3 3 0 0 1 3 2 1 0 1 0 5 San Miguel Ixtahuacán 3 3 3 3 3 3 2 2 2 2 3 2 2 2 0 0 0 6 Chajul 3 3 3 3 3 3 2 2 3 3 3 2 3 3 0 0 0 7 Chichicastenango 3 3 3 3 3 3 2 2 3 3 3 3 3 3 0 0 0 8 Cunén 3 3 3 3 3 3 2 0 1 0 3 3 2 1 0 0 0 9 San Juan Cotzal 3 3 3 3 3 3 3 2 3 3 3 2 3 3 0 0 0 10 Nebaj 3 3 3 3 3 3 2 2 3 3 3 3 3 3 0 0 0 11 San Andrés Sajcabajá 3 3 3 3 3 3 2 2 0 0 3 3 3 3 0 0 0 12 Comitancillo 3 3 3 3 1 2 3 1 3 2 3 2 3 2 3 1 0 13 Concepción Tutuapa 3 3 3 3 3 3 3 2 1 1 3 1 1 1 0 0 0 14 Tacaná 3 2 3 3 3 3 2 2 1 0 2 2 0 0 0 0 0 15 Sibinal 3 3 3 3 1 3 2 2 3 3 3 2 2 2 3 2 1
VARIABLES Legal: V1 COMUDE integration; V2 Committees integrated in the COMUDE; V3 COMUDE Internal Rules; Administrative: V4 Annual calendar of COMUDE meetings; V5 Call for monthly COMUDE meetings; Technical: V6 Agenda for COMUDE meetings; V7 Monthly COMUDE meetings; V8 Accountability in the COMUDE; V9 Annual Operative Plan of the Citizen Participation Commission; V10 Functions Manual of the Citizen Participation Commission; V11 Annual Operating Plan of the Social Audit Commission; V12 Function Manual of the Health Commission; V13 Annual Work Plan of the Women and Youth Commission; V14 Function Manual of the Women and Youth Commission; V15 Annual Operating Plan of the Social Audit Commission; V16 Function Manual of the Social Audit Commission; V17 Commission conducts an audit Social.
Accountability of Funds (known as Rendición de Cuentas in Spanish): In Year 6, Nexos Locales will continue to provide technical assistance to the 15 selected municipalities in carrying out the legally required accountability of funds reporting in the COMUDEs, which are due in May, September and January (annual report) of each calendar year. A key improvement to Nexos Locales’ TA in Year 6 will be the implementation of the project’s Cultural Pertinence Strategy in relation to the COMUDE.
As guided by actions 1.3 and 3.1 in the Cultural Pertinence Strategy, Nexos Locales will ensure that information presented in the accountability of funds reports support the knowledge levels of the Consejos de Asesores Indígenas (CAI) and youth representatives, while making certain these accountability of funds reporting comply with the standards of SEGEPLAN and SCEP (Secretaría de Coordinación Ejecutiva de la Presidencia).
Timeframe: January, May & September 2020
Technical Assistance in Social Auditing: Nexos Locales will provide technical assistance to the social audit commission in Chiantla as they pursue a third social audit review. In Year 6, Nexos Locales will emphasize the use of the SomosChiantla transparency application as a means of creating sustainability in the applications use for conducting social audits.
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Project technical staff will also seek to form Social Audit Commissions in at least 2 other municipalities in the 15 selected to carry out their first social audit exercise. These exercises will be carried out using the project developed Social Audit Guide.
Timeframe: October 2019 - September 2020
Commissions Strengthening: COMUDE commissions play an important role in the decision making process for municipal development. In Year 5, Nexos Locales identified four commissions critical to the success of the project: 1) Citizen Participation, 2) Women and Youth, 3) COFETARN, and 4) COMUSAN. In these four prioritized commissions Nexos Locales developed 2020 Annual Operational Plans (POAs). In the COMUSAN, Nexos Locales supported the development and implementation of SESAN’s Food Security Situational Rooms. In Year 6, Nexos Locales will provide TA in the implementation of the POAs for each of the 4 commissions, as well as ensuring functions manuals developed by the project are being used.
Timeframe: October 2019 - September 2020
All actions under Sub-Activity Y6 1.3.1 will be implemented through direct, in-house technical assistance.
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: In year six, no activities are planned to support recommendations from the feasibility study completed in year four on solid waste treatment planning for the Mancomunidad Metrópoli de Los Altos or ADIMAM (Asociacion Desarollo Integral de Municipalidades del Altiplano Marquense). Should there be an opportunity for Nexos Locales to provide technical assistance support in Year 6 to either of these Mancomunidades, Nexos Locales will inform USAID of this TA via a Work Plan Action Memo (WPAM) request.
Timeframe: To-be-determined (TBD)
Sub-Activity Y6 1.4.2. Mancomunidad Strategy on Migrant Returnees: Nexos Locales works in 8 of the top 40 municipalities throughout Guatemala with the highest migrant returnee populations. Migrant returnees often experience stigma and difficulty reintegrating into their communities for a number of reasons, including but not limited to: depression, anxiety, and a sense of failure. Migrants often return with newly acquired skills obtained in the United States or Mexico but with no opportunity to apply those skills in their hometowns. This can make the reinsertion difficult and drive some youth, especially those disaffected by the lack of non-agricultural jobs, to violence or conflict. As such, Nexos Locales will work with the Mancomunidades of MANCUERNA and MANCOSEQ to develop regional strategies that help prepare returnees for reintegration into their communities, address the dangers of unaccompanied children for parents thinking of sending family members on the dangerous trek, and violence prevention against deported migrants. Nexos Locales will coordinate with key organizations such as the IOM, other USAID implementing partners or other Mancomunidades, such as the Mancomunidad Metropoli de los Altos, to ensure the development of an effective strategy. This sub-activity will be implemented through direct, in-house technical assistance.
Timeframe: October 2019 – June 2020
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RESULT #03: INCREASED QUALITY OF POTABLE WATER IN 15 MUNICIPALITIES The sustainability of water resources depends on good governance. Interventions that strengthen the capacity of water authorities and related institutions have positive repercussions, including building the specific capacity of local governments to deliver potable water. Because water is a primary source of conflict in the Western Highlands, water access, water systems management and delivery of safe water is a Nexos Locales priority. USAID Nexos Locales assists municipalities in improving water quality by strengthening the institutional capacity of the municipal offices of water and sanitation (OMAS), or their same or similar respective municipal entity, through training of municipal water technicians and administrators. Nexos Locales assists municipalities in assessing risk to existing water resources and infrastructure, developing strategies for watershed management, developing strategic water investment plans, identifying strategies for increased revenue generation and the allocation of resources for improved service delivery in providing safe water. The generation of water user maps using GIS software is an essential component of the project’s fundamental strategy for increasing own source revenue generation. As such, activities in Result 3 have been prioritized under the project’s contingency strategy as a means of OSR and improved public service delivery. By improving the delivery of water services in 15 municipalities Nexos Locales will increase citizen confidence in paying for these services, contributing to improved local economic conditions, nutrition and health outcomes. Water deficits in both quantity and quality have huge consequences on the perceptions of citizens on their municipal government, playing a key role in addressing the drivers of migration through the pillars of strengthened institutions and promoting prosperity. 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 TEC increase municipalities.
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: In the 15 selected municipalities, Nexos Locales established 11 Municipal Offices of Water and Sanitation (OMAS). In the other four municipalities, water provision is managed by one of the following offices: Municipal Management of Water and Sanitation (DIMAS), the Department of Water & Sanitation (DEMAS) or the Municipal Office of Public Services ( OSPM). To monitor municipal performance in water service provision in each of these offices, Nexos Locales implements the DEMIN dashboard.
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Table 6 - DEMIN dashboard for the Municipal Office of Water and Sanitation (OMAS) Legal Administrative Technical Planning Municipality
V1 V2 V3 V4 V5 V6 V7 V8 V9 V10 V11 V12 V13 V14 V15 V16 V17 V18 V19 V20 1 Chiantla 3 1 3 3 1 3 3 2 2 3 3 1 2 3 3 3 1 2 2 2 2 La Libertad 3 2 3 2 3 3 2 1 1 3 3 3 3 3 2 2 1 3 2 3 3 Malacatancito 3 3 2 1 3 3 3 2 1 3 3 3 1 2 2 1 2 3 1 3 4 Todos Santos Cuchumatán 3 2 3 2 3 3 1 1 1 3 3 2 2 2 2 0 2 2 2 2 5 San Miguel Ixtahuacán 3 3 3 3 3 3 3 3 3 3 3 3 2 3 3 2 2 2 2 2 6 Chajul 3 2 3 3 3 3 3 2 2 2 3 2 2 2 1 0 1 3 2 3 7 Chichicastenango 3 2 3 2 2 3 3 3 3 3 3 3 2 3 3 3 3 3 3 3 8 Cunén 3 3 3 3 3 3 3 3 3 3 3 2 2 2 2 0 1 3 2 3 9 San Juan Cotzal 3 3 3 3 3 3 3 3 2 2 3 2 2 3 3 0 1 3 2 3 10 Nebaj 3 2 3 3 3 3 3 3 3 3 2 1 2 0 3 0 1 3 1 3 11 San Andrés Sajcabajá 3 3 3 3 3 3 3 1 1 3 3 3 2 3 3 0 1 3 3 3 12 Comitancillo 3 3 3 3 3 3 2 2 2 3 3 3 3 3 2 0 2 3 3 3 13 Concepción Tutuapa 3 2 3 3 3 3 3 2 2 3 3 2 3 3 3 2 2 3 2 3 14 Tacaná 3 3 3 3 3 3 3 2 2 3 3 3 3 3 3 3 3 3 3 3 15 Sibinal 3 3 3 3 3 2 3 2 2 2 3 3 3 3 2 3 3 3 3 3
VARIABLES Legal: V1 Municipal Agreement; V2 Water service provision municipal regulations; V3 COGUANOR regulatory compliance; Administrative: V4 OMAS Annual Operative Plan developed; V5 OMAS with budget allocation; V6 OMAS with adequate physical space; V7 OMAS with equipment; V8 OMAS Organizational and Functions Manual; V9 OMAS internal regulations; V10 Personnel hired with profile according to job description; V11 Water service users database; Technical: V12 Water service provision systems; V13 Natural Springs Protection Plan; V14 Urban and rural chlorination systems registry; V15 Urban chlorination system; V16 Water meters utilization; Planning: V17 Water quality Monitoring Plan; V18 Strategic Water Investment Plan; V19 Water Communications Plan (to sensitize about the responsible use of water resources and the importance of timely fee payment and chlorination); V20 Economic Sustainability Plan.
In Year 6, Nexos Locales will continue to strengthen the OMAS or its similar Municipal Water Office against their DEMIN scores. This sub-activity will be implemented through direct, in-house technical assistance.
Timeframe: October 2019 - September 2020
Sub-Activity Y6 3.2.2. Implementation of Strategic Investment Plans: The generation of water user maps is part of the project’s foundational approach to own source revenue generation. These maps are used to identify payment arrears by users that feed into municipal-led strategy development for fee collection. This approach is critical to continuing the advances made in own source revenue collection and the allocation of resources by the municipality for implementing its Water Strategic Investment Plans. These plans contain actions such as mapping water resource availability, water treatment, planning and implementation of water systems management, information campaigns regarding water quality and fee payment, and protection and sustainable management of a municipal’s water resources.
In Year 6, Nexos Locales will continue to provide technical assistance to the 15 selected municipalities in implementing, on average, at least two additional actions12 from each municipal Water Strategic Investment Plan. The project will also implement Action 2.1 from the Cultural Pertinence Strategy to strengthen water resource management by discussing ways in which traditional governance mechanisms can be incorporated into the strategic investment plans,
12 In Year 5, on average, at least two actions from each municipality’s strategic investment plan were implemented. In Year 6, due to the electoral transition, Nexos Locales established an M&E target of 7 municipalities that will implement at least two additional actions from their water investment plans. This is due to expected low municipal productivity from October to January and staff turnover in 2020.
26 CONTRACT NO. AID-520-C-14-00002 Y6WP particularly in representing indigenous initiatives or resource management practices that seek a nature- or community-based solution for water resource protection, management, and sustainability. This sub-activity will be implemented through direct, in-house technical assistance.
Water Quality Testing: Twice each year, Nexos Locales contracts local consultants to undertake water quality testing in all project municipalities. This testing occurs in March and September and the results are shared with each municipality’s mayor to inform follow-up actions. In Year 6, three local STTA will be contracted for up to 15 days each, per round of testing, to undertake water quality testing in the 15 selected municipalities under project coverage. This activity under sub-activity Y6 3.2.2 will be implemented through local STTA.
Timeframe: October 2019 - September 2020
Sub-Activity Y6 3.2.3. Further Disseminate Water Messages: During Year 2, Nexos Locales developed 30-second and one-minute radio spots in Spanish and eight Mayan languages on the health benefits of water chlorination and the importance of paying municipal water fees. The messages were distributed on USB sticks to all 44 municipalities for their continued re-broadcast. Long-term project staff will continue to encourage municipal re-broadcast of these messages through low-cost means in the 15 selected municipalities that will remain on the project through closedown. The broadcasting of these messages is complementary to the project’s overall strategy of own source revenue generation to implement actions against the municipal Water Strategic Investment Plans. This sub- activity will be implemented through direct, in-house technical assistance.
Timeframe: October 2019 - September 2020
Activity 3.3—Assist municipalities with the development of watershed management and protection plans and train them on plan implementation.
Y6 3.3.1 – Implementation of Watershed Management Plan in Two Municipalities: In Year 6, the municipalities of Concepcion Chiquirichapa and San Juan Ostuncalco, who form part of the Sb’aq Choj watershed, will no longer form part of the project’s geographical coverage and therefore follow-up to the Sb’aq Choj watershed will end. In Year 6, Nexos Locales will work with the micro- watershed shared between Sibinal and Tacaná from San Marcos to implement actions from their already developed plan. . This sub-activity will be implemented through direct, in-house technical assistance.
Timeframe: October 2019 - September 2020
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RESULT #04: LOCAL DEVELOPMENT PLANS ESTABLISHED AND IMPLEMENTED IN ORDER TO IMPROVE FOOD SECURITY AND ECONOMIC DEVELOPMENT
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 (COFETARNs) are primary partners for economic development. Integration of both areas occurs through collaboration with mayors, their municipal councils, and USAID partners. Local economic development and the implementation of DMM strategies will play a heightened role under the contingency strategy in addressing lack of economic opportunity. By increasing own source revenue through Result 1 activities, municipalities will be better positioned to fund actions that lead to income- or employment-generating activities in their municipalities. Food security and nutrition initiatives will be strong considerations in these actions, with youth, women, and indigenous being primary beneficiary groups. Implementation of the DEL plans will also include climate change adaptation measures. The SAN situational rooms, cultural pertinence and youth strategies, will be influential factors in Result 4 activities.
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.
The Municipal Women’s Office (OMM) was officially changed to the Municipal Women’s Directorate (DMM) in 2016. In Year 5, the DMM received technical assistance in the development of Annual Operating Plans (POAs), Operational Budgets, the implementation of a project management tool called DMM Pro, and its incorporation into the COMUSAN and COFETARN as part of increased coordination efforts for linking economic opportunity with improved food security. In Year 6, Nexos Locales will work with the newly elected mayors in all 15 selected municipalities to ensure continued advances are made against the DEMINs in the DMMs.
Sub-Activity Y6 4.1.1. Strengthening of DMMs in 15 Municipalities to Advance Overall DEMIN Scores: Throughout the life-of-project, Nexos Locales has strengthened the DMM’s capacity in developing proposals that prioritize food security and nutrition initiatives, as well as developing their leadership role in influencing the allocation of resources toward DMM prioritized projects. In Year 6, the project will continue to support the DMMs in strengthening their institutional capacity in developing project proposals and securing municipal funding through the SNIP. Nexos Locales technical assistance will be guided by the DEMIN scores, emphasizing increased coordination with key municipal and national entities, such as the DMP, DAFIM, SEPREM, SEGEPLAN, ANAM and AGAAI. TA will also support Action 3.5 in the Cultural Pertinence Strategy by elevating women’s issues on the departmental development agenda (CODEDE). Linking the DMMs with these offices help create sustainability and enable the DMM to more effectively implement their 2020 POA. As part of Nexos Locales’ contingency strategy, a more reinvigorated focus will be given to DMM prioritized projects that have the greatest potential for employment or income generating activities. This sub-activity will be implemented through direct, in-house technical assistance.
Nexos Locales technical assistance in Year 6 will be guided by the DEMIN (see Table 7).
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Table 7 - DEMIN dashboard for the Municipal Women’s Directorate (DMM)
Legal Administrative Technical Municipality V1 V2 V3 V4 V5 V6 V7 V8 V9 V10 V11 V12 1 Chiantla 3 3 2 2 3 3 2 2 3 3 3 2 2 La Libertad 3 3 3 3 3 2 3 3 3 3 2 2 3 Malacatancito 3 2 3 2 3 2 3 1 3 2 2 2 4 Todos Santos Cuchumatán 3 2 3 3 3 2 2 2 3 3 2 3 5 San Miguel Ixtahuacán 3 2 3 3 3 2 3 2 3 2 2 2 6 Chajul 3 2 3 3 3 2 2 3 3 1 3 1 7 Chichicastenango 3 2 2 3 3 3 3 3 2 1 2 1 8 Cunén 3 2 3 3 3 3 3 3 3 1 3 1 9 San Juan Cotzal 3 3 3 3 3 2 3 3 3 1 3 1 10 Nebaj 3 3 3 3 3 3 2 2 3 2 3 2 11 San Andrés Sajcabajá 3 1 3 1 3 3 3 3 3 2 3 2 12 Comitancillo 3 2 2 3 3 2 3 2 2 3 3 1 13 Concepción Tutuapa 3 2 3 3 3 2 2 2 2 2 2 1 14 Tacaná 3 2 3 1 2 2 2 2 3 2 2 2 15 Sibinal 3 3 3 3 2 2 3 2 3 3 3 2
VARIABLES Legal: V1 Municipal transition agreements from OMM to DMM; Administrative: V2 Budget allocation; V3 Physical Space, V4 Equipment; V5 Personnel assigned; V6 Technical staff profile; V7 Stability of Director in office; Technical: V8 Participation in Commissions (COMUSAN, COFETARN others); V9 Positions and Functions manual; V10 Function fulfillment; V11 POA of the DMM; V12 Project bank.
Timeframe: October 2019 - September 2020
Activity 4.2—Coordinate with municipalities to establish and operate food security situation rooms
In Year 5, the Secretariat of Food Security and Nutrition (SESAN) launched the institutional guide for the implementation of the Food Security Situational Rooms. Nexos Locales supported the SESAN in developing this guide and is part of a working group comprised of SESAN, Biodiversity, Acción Contra el Hambre (ACH), Tropical Agricultural Research and Higher Education Center (CATIE), and AGROCLIMA-International Center for Tropical Agriculture (CIAT). The working group coordinates and monitors implementation of the Food Security Situational Rooms. In Year 6, Nexos Locales will seek the integration of USAID’s PROINNOVA Project and Fedecocagua into the working group.
Sub-Activity Y6 4.2.1. TA for Implementation of the SAN Situation Rooms: In 2019, SESAN launched the guide for the implementation of Food Security Situation Rooms. This guide is comprised of four phases: 1) Creation of community-based situational platforms; 2) Data collection; 3) Data Analysis; and 4) Monitoring and Evaluation. To date, Nexos Locales has advanced in two of the four phases established in all 15 municipalities selected. In Year 6, project technical staff will participate in meetings with the COMUSAN and will continue to provide follow-up technical assistance in the implementation of the guide in 15 SAN situational rooms. Further, Nexos Locales will develop an informational video on the significance of operating food security rooms that can be used to inform municipalities on the importance of the situation rooms. To take advantage of economies of scale, Nexos Locales will negotiate with the local vendor producing the 50 online video materials for ANAM to produce the video on situational rooms. Lastly, Nexos Locales will work with the COFETARNs, DMMs, and COMUSANs to ensure food security and nutrition initiatives are strongly represented in the implementation of the municipal LED plans and DMM strategies.
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This sub-activity will be implemented through direct, in-house technical assistance and procurement of video production services.
Timeframe: October 2019 - September 2020
Activity 4.3—Help municipalities develop LED plans.
A main focus under the project’s contingency strategy is the implementation of municipal local economic development plans. These plans, developed in Years 3 and 4 of the project, identify the economic advantages present in each municipality and the investments needed by the municipality to capitalize on those advantages. In Year 6, Nexos Locales will continue to strengthen the COFETARNs and OMDELs so that municipal authorities can prioritize and allocate resources that support key strategies and actions of the LED plans, particularly those that lead to income or employment generating activities. These plans are managed and overseen by the COFETARNs and OMDELS. In Year 6, Nexos Locales will employ a reinvigorated strategy that focuses municipal resources on investing in LED activities that improve the local economy and reduce migration. Sub-Activity Y6 4.3.1. Implementation of LED Plans and Policies: In Year 6 the project will continue strengthening the COFETARN in the 15 selected municipalities, guided by the results of the DEMIN (see Table 8).
Table 8 - DEMIN dashboard for Commission for Economic Development, Tourism, Environment and Natural Resources (COFETARN) Legal Administrative Technical Municipality V1 V2 V3 V4 V5 V6 V7 V8 V9 1 Chiantla 3 3 2 3 3 2 3 2 3 2 La Libertad 3 3 3 2 1 2 2 2 2 3 Malacatancito 3 3 1 2 1 2 2 2 1 4 Todos Santos Cuchumatán 3 3 1 2 2 2 3 1 3 5 San Miguel Ixtahuacán 3 3 3 2 3 2 2 2 3 6 Chajul 3 3 2 3 2 3 3 2 3 7 Chichicastenango 3 3 3 2 2 3 3 3 3 8 Cunén 3 2 1 2 2 2 2 2 2 9 San Juan Cotzal 3 3 1 3 2 3 3 2 3 10 Nebaj 3 3 1 3 3 3 3 2 3 11 San Andrés Sajcabajá 3 3 2 2 2 2 2 2 1 12 Comitancillo 3 3 0 1 0 2 2 2 0 13 Concepción Tutuapa 3 3 2 2 2 3 3 3 3 14 Tacaná 3 3 3 3 3 3 3 3 3 15 Sibinal 3 3 2 2 3 2 3 3 3
VARIABLES Legal: V1 Compliance with numeral 4 Article 36 of the municipal code (Decree 12-2002); V2 Organization and accreditation of Commission on Environmental and Economic matters of COMUDE; Administrative: V3 Manual of functions of the COFETARN; V4 POA of the COFETARN; V5 Budget allocation of COFETARN; Technical: V6 Organization and operation of COFETARN; V7 Approval of the Municipal Economic Development Plan DEL; V8 Approval of the Municipal Plan for Adaptation to Climate Change; V9 Approval of the Municipal Policy of Local Economic Development.
Similarly, technical assistance to seven OMDELs will continue as guided by their DEMIN results (see Table 9). In the eight other municipalities that do not have an established OMDEL, the project will work with municipal authorities to establish an OMDEL or its equivalent office.
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Table 9 – DEMIN dashboard for the Municipal Office of Local Economic Development (OMDEL)
Municipality Legal Administrative Technical
V1 V2 V3 V4 V5 V6 V7 V8 V9 V10 V11 1 Chiantla 3 3 3 3 1 3 3 2 3 3 1
2 Malacatancito 3 2 1 1 1 3 2 2 2 1 1
3 San Miguel Ixtahuacán 3 3 3 3 1 3 2 2 2 3 2
4 Chichicastenango 3 2 3 3 2 3 2 3 3 3 1
5 Nebaj 3 3 3 3 2 3 3 2 3 3 2
6 Tacaná 3 3 3 1 2 3 3 3 3 3 2
7 Sibinal 3 3 3 3 2 3 2 3 3 3 2
VARIABLES Legal: V1 Municipal agreement for the creation of the Office; Administrative: V2 Budget allocation; V3 Adequate physical space; V4 Equipment; V5 Function Manual; V6 Personnel hired with profile according to the job description; Technical: V7 Annual Operating Plan; V8 CCA Plan; V9 LED Plan; V10 LED municipal policy; V11 Bank of projects.
In Year 5, Nexos Locales signed an agreement with Helvetas Swiss Intercooperation through the Prodert Ixoquib’ project. Eleven municipalities13 in five departments receive support from both projects and the agreement aligns actions to increase impact in local economic development. In Year 6 Nexos Locales and Helvetas will seek to leverage resources where mutually beneficial goals are obtainable in implementing the LED plans, and to encourage the development of Public-Private- Partnerships, where feasible. In addition, the project will assist the municipalities to implement at least 15 LED initiatives from their project developed LED plans. This sub-activity will be implemented through direct, in-house technical assistance.
Timeframe: October 2019 - September 2020
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 under Years 1 and 2. As was the case in Year 3 and 4, efforts under this Activity will be fully integrated under Activity 4.3. in TA for implementation of LED and PDM-POTs plans throughout the remainder of the LOP.
13 Huehuetenango: 1) San Miguel Acatan; 2) Todos Santos Cuchumatán; 3) Chiantla; Quiche: 4) Cunen; 5) Sacapulas; 6) Uspantán; Totonicapán: 7) Totonicapán; San Marcos: 8) San Miguel Ixtahuacán; 9) Tacana; 10) Concepción Tutuapa; and Quetzaltenango: 11) Concepción Chiquirichapa. 31 CONTRACT NO. AID-520-C-14-00002 Y6WP
RESULT #06: INCREASE CAPACITY OF THE NATIONAL ASSOCIATION OF MUNICIPALITIES (ANAM) AND/OR THE ASSOCIATION OF GUATEMALAN INDIGENOUS MAYORS AND AUTHORITIES (AGAAI) TO SUPPORT DEVELOPMENT OF THE MUNICIPAL PLAN AND TO REPLICATE SUCCESSFUL MODELS THROUGHOUT THE COUNTRY, INCLUDING MUNICIPAL CRIME PREVENTION PLANS Nexos Locales has developed an integrated strategy for strengthened municipal management and administrative capacity by leveraging project investments made to ANAM, which have resulted in the association’s increased institutional capacity for providing professional counsel and leadership support to all 340 municipalities in Guatemala. 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. Year 6 actions to the ANAM will be guided by this integrated strategy.
In Year 6, Nexos Locales will continue to support the AGAAI in their efforts to strengthening the function of the Consejos Asesorias Indigenas (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.
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: Both associations will experience a change in leadership in January 2020. Nexos Locales will meet with the new presidents of each association to describe our support and renew Memorandums of Understanding (MoU) with ANAM and AGAAI to continue the project’s collaboration in strengthening municipal management and meaningful indigenous representation in the COMUDEs. This sub-activity will be implemented through direct, in- house technical assistance.
Timeframe: January 2020
Sub-Activity Y6 6.1.2. Follow-up Technical Assistance to the Online Training Material: During Year 5, through a grant to ANAM, the project developed 50 online training videos for municipal management. In Year 6, Nexos Locales, in coordination with ANAM, will promote the use of this material for the training of new and existing authorities that will take office in January 2020. This sub- activity will be implemented through direct, in-house technical assistance and a grant to ANAM.
Timeframe: October 2019 - September 2020
Sub-Activity Y6 6.1.3. Advocacy for the Municipal Civil Service Law: The approval process for the Municipal Service Law in Year 5 was slowed due to the general elections. As of the writing of this work plan, the proposed bill #5478 received approval from the Municipal Affairs Commission (CAM). The next step is for the bill to enter into the first plenary debate in the general assembly of the Congress of Guatemala. In Year 6, Nexos Locales and ANAM will continue to provide follow- up technical assistance to the passage of the municipal service law. This sub-activity will be implemented through a grant to ANAM.
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Sub-Activity Y6 6.1.4 ANAM Municipal Strategy on Irregular Migration: In August 2019, ANAM and the International Organization on Migration signed an Agreement of Cooperation that works to strengthen municipal government capacity to deal with irregular migration. Part of this Agreement includes aligned strategies on public messaging to communicate the risks vulnerable groups face with irregular migration, development of municipal policies and best practices for discouraging irregular migration, and reintegration strategies for migrant returnees that address economic opportunity and social reinsertion into their communities. In Year 6, Nexos Locales will build off this strategic Alliance with the IOM by working with the ANAM to coalesce efforts around strengthening municipal capacity on addressing key issues of irregular migration. The project’s technical assistance to the Mancomunidades (see sub-activity Y6 1.4.2) will complement the project’s support to ANAM. Nexos Locales will seek to develop a strategy with ANAM so that municipalities can i) address better planning, use and administration of remittances for improved economic conditions at the municipal level, ii) strengthen the effectiveness of messaging around the dangers of unaccompanied minors and children, and violence prevention against migrant returnees, and iii) provide spaces for inter-generational dialogue as a means of irregular migration prevention. This sub-activity will be implemented through direct, in-house technical assistance and a grant to ANAM.
Timeframe: October 2019 - March 2020
Sub-Activity Y6 6.1.5. Strengthening of Human Resource Offices in 15 Municipalities to Advance Overall DEMIN Scores: During Year 5, the project continued to prepare municipalities in anticipation of the Municipal Service Law’s passage through the establishment of municipal human resources offices and the development of organizational manuals. For Year 6, the project will continue to strengthen the Human Resources offices of the 15 selected municipalities by providing TA in accordance with DEMIN (see Table 10). This sub-activity will be implemented through direct, in-house technical assistance and a grant to ANAM.
Timeframe: October 2019 - September 2020
Table 10 - DEMIN dashboard for the Municipal Office of Human Resources (OMRRHH) Legal Administrative Technical Municipality V1 V2 V3 V4 V5 V6 V7 V8 V9 V10 V11 V12 V13 V14 V15 V16 V17 V18 V19
1 Chiantla 3 0 0 3 3 2 3 0 2 2 2 2 2 1 3 2 1 0 2
2 La Libertad 3 0 1 3 2 3 3 2 3 2 3 2 3 2 2 0 3 0 3
3 Malacatancito 3 1 0 1 1 1 0 1 3 1 3 3 0 2 3 1 0 0 3
4 Todos Santos Cuchumatán 3 1 1 0 0 3 1 2 2 1 3 1 1 1 1 1 3 1 3
5 San Miguel Ixtahuacán 3 2 2 3 3 3 3 2 3 3 3 3 2 3 3 3 0 0 0
6 Chajul 3 0 0 0 0 0 1 0 3 0 2 2 0 2 3 0 0 0 0
7 Chichicastenango 3 1 2 2 0 2 2 0 2 2 2 2 2 2 2 2 0 2 2
8 Cunén 3 3 3 3 3 3 3 2 3 2 3 3 3 2 2 3 3 1 3
9 San Juan Cotzal 3 1 2 2 2 2 3 0 3 1 3 3 2 2 3 3 2 3 2
10 Nebaj 3 1 2 2 2 2 3 0 3 1 3 2 1 3 3 2 2 2 2
11 San Andrés Sajcabajá 3 3 3 3 3 3 3 2 3 2 3 0 0 0 3 0 0 0 2
12 Comitancillo 3 3 3 3 3 3 3 2 3 2 3 2 1 0 1 0 2 2 2
13 Concepción Tutuapa 3 3 2 3 3 2 3 2 3 2 3 2 0 0 2 0 2 2 1
14 Tacaná 3 2 2 2 2 2 3 2 3 2 3 3 0 0 3 0 1 0 1
15 Sibinal 2 0 0 0 0 0 0 0 0 0 3 3 1 1 2 1 0 0 2
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VARIABLES Legal: V1 Municipal Agreement for the creation of the Municipal Office of Human Resources; V2 Regulations for the management of Municipal HR with a focus on gender and social inclusion; V3 Manual of Procedures of the Office of Human Resources; Administrative: V4 Annual Operational Plan of the Human Resources Office; V5 Municipal Human Resources Offices with budget allocation; V6 OMRRHH Organization and Functions Manual; V7 OMRRHH personnel hired according to the organization chart and defined job profiles; V8 OMRRHH Regulations; V9 Municipal Offices of Human Resources with adequate physical space; V10 Municipal Human Resources Offices with furniture and equipment; Technical: V11 Municipal Organization and Functions Manual; V12 Municipal Job Description Manual; V13 Recruitment, Selection, Hiring and Induction Manual for Municipal Personnel; V14 Municipal staff hired according to the organizational chart and job description; V15 Registro y arc information on municipal personnel; V16 Classification of Posts and Salaries of Municipal Personnel; V18 Training Plan for municipal personnel; V19 Internal Organic Regulation of Municipal Personnel that includes the administrative career.
Sub-Activity Y6 6.1.6. Strengthening Indigenous Authorities : Nexos Locales will continue to provide technical assistance to AGAAI in strengthening the participation and representation of indigenous authorities in the COMUDE, particularly through the establishment and accreditation of CAIs in A4P municipalities. his sub-activity will be implemented through a grant to AGAAI.
Timeframe: October 2019 - September 2020
34 CONTRACT NO. AID-520-C-14-00002 Y6WP 8. PROJECT MANAGEMENT
8.1 PERSONNEL
In January 2019, Nexos Locales initiated a staff reduction plan to coincide with its approved Y5WP electoral strategy and a gradual phase down of municipalities. Originally, this phase down was to be completed by March 2020; however, the reduction was accelerated in July 2019 by the need to initiate contingency planning. Pursuant to this, the project redesigned its organizational chart to support the revised technical approach as described in section five of this work plan.
The revised program structure of the field implementation teams is now led by a Team Leader responsible for supervising Activity Managers specialized in the areas of water, local economic development, or local governance (to include COMUDEs and DMMs). These teams have been restructured to achieve a more integrated approach to field activities. By eliminating the different silos of Cluster versus Technical Specialist, Team Leaders will be able to more wholly manage work plan activities for meeting M&E indicators, work plan output deliverables, and quality programming.
Each of the field teams will be principally supervised by the Deputy Chief of Party, who will receive overall project supervision by the Chief of Party. The Chief of Party will continue to directly supervise the Administrative Line Managers and M&E Specialist.
A new position, called Program Officer, has been created to replace the expat Strategic Communications Manager. The Program Officer will report directly to the Chief of Party and will be responsible for all project report writing, branding and marking, and social media management.
To support this newly redesigned technical structure, the administration team has also been reconfigured to meet the program operational needs of field implementation. First, the Operations Team has been streamlined for efficiency and cost savings. Nexos Locales has eliminated the Subcontracts and Grants Manager position. The Grants Assistant will convert into a Grants & Procurement Officer and will manage remaining grants due to a reduced need in grants administration. Secondly, the Finance and Administration team has been reduced to four professional positions (notwithstanding the Grants & Procurement Officer) in Quetzaltenango with the Regional Administrative Accountant remaining in Huehuetenango. DAI’s new organizational chart in support of this new approach is provided on the next page.
8.2 OPERATIONS MANAGEMENT Offices: Nexos Locales will maintain its regional office in Huehuetenango through closedown and downsize its headquarter office in Quetzaltenango. The project will forfeit the first floor space in Quetzaltenango by September 30, 2019 and will maintain all eight of its project-owned vehicles until closedown.
Equipment Disposition: with the reduction from 44 to 22 municipalities, and the significant downsizing of project personnel, Nexos Locales will have an excess of project property that will be developed into a property disposition plan for USAID approval by November 2019. This plan will
35 CONTRACT NO. AID-520-C-14-00002 Y6WP outline the disposition strategy for donating excess property in support of key allies and beneficiaries of the Nexos Locales contract.
Orientation on Contingency Strategy: On August 25, 2019, thirty-two long-term project staff were separated off the project in support of the contingency strategy. This required a careful management approach for implementing a transition strategy whereby one group was transitioning off and another was transitioning into a new structure for implementing Year 6 work plan activities. As such, Nexos Locales will host a 1-day orientation workshop by October 2019 with those staff remaining on the project to present, in detail, the project’s contingency strategy and its new organizational chart. Because Nexos Locales will no longer have two separate technical teams (Cluster versus Specialist), new roles and responsibilities will need to be clarified and carefully explained to ensure continued and elevated success in Year 6. The idea behind this more integrated field implementation team is to eliminate the silos that previously existed between Cluster and Result Specialist and to view these teams more as a Venn diagram.
Graphic 2 - Venn Diagram of new Field Implementation
Activity Activity Managers Managers
Team Leaders
Activity Managers
8.3 CULTURAL PERTINENCE TRAINING In June 2019, Nexos Locales developed a life-of-project Cultural Pertinence Strategy. This document was created to expand the gains made by the Nexos Locales project by strengthening internal processes for increased collaboration with and by indigenous peoples so that program and administration activities are more culturally sensitive, inclusive and sustainable. Cultural pertinence is important for identifying those factors that have the ability to influence or determine—positively or negatively—the successes and failures of project actions.
In support of this, Nexos Locales will facilitate an all-staff cultural pertinence training in December 2019. Typically, this month is slow due to municipalities beginning to close down for the holiday festivities and New Year, which presents a good opportunity for members of the Cultural Pertinence Committee to conduct this full day training. In this training, Nexos Locales will present its findings on the mapping of indigenous authorities and relevant laws pertaining to indigenous rights in municipal governance and the project’s overall strategy for cultural pertinence. To complete the mapping of indigenous authorities, Nexos Locales will build off the information already available the USAID Conflict Vulnerability Assessment Report.
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8.4 REGIONAL COORDINATION For many, if not all, USAID projects in Guatemala, contingency planning will require scaled down approaches in achieving ambitious targets and development outcomes that have optimal impact on reduced outward migration. The limitation of resources affecting other USAID projects will mean that increased coordination between USAID programs is essential for leveraging and multiplying our shared goals of addressing the key drivers of migration. In pursuit of this, Nexos Locales will coordinate closely with other USAID projects operating in the Western Highlands, particularly Tejiendo Paz, PROINNOVA, Creating Economic Opportunities, and Communities Leading Development. These four projects, with physical offices in Quetzaltenango, will play a valuable role in expanding and informing Nexos Locales activity implementation. Each of their roles is described below. Tejiendo Paz – the development of Nexos Locales strategies on migrant returnees will involve elements of conflict mitigation by addressing the trauma and stigma migrant returnees confront in reintegrating back into Guatemalan society. Nexos Locales will coordinate closely with Tejiendo Paz to identify areas of collaboration in the strategies.
PROINNOVA – Nexos Locales will seek the inclusion of Popoyan into the SESAN working group for the Food Security Situation Rooms. Nexos Locales will also work closely with Popoyan in implementing actions from the Nexos Locales developed LED plans and DMM strategies.
Creating Economic Opportunities – Nexos Locales views the CEO project as a critical player in expanding Result 4 achievements in the 15 selected municipalities, as well as strengthening municipal planning to improve local economic conditions. Nexos Locales will work closely with CEO in identifying activities where overlap presents opportunities for multiplying USAID investments and gains in creating enabling local economic conditions for sustainable livelihoods.
Communities Leading Development – Although CLD works more at the community level, Nexos Locales will seek synergies in linking LED activities that build upon CLD investments.
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8.5 ORGANIZATIONAL CHART
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8.6 USE M&E DATA TO INFORM PROGRAMMING DECISIONS
Nexos Locales has developed its Year 6 Monitoring, Evaluation and Learning Plan with Collaborating, Learning and Adapting (CLA) as its central pillar. The Year 6 MEL Plan will be used to build a strong evidence base for ongoing project planning and implementation. By identifying and addressing gaps in the evidence base through collaborative analysis of available information, project leadership and management will adapt to changing circumstances or new implementation factors. The Year 6 Work Plan, supported by the Year 6 MEL Plan, will:
Develop and implement monitoring-database modules for quantitative data on all relevant indicators; Design and field-test data collection tools for beneficiary groups; this includes disaggregation for ethnic group, age, and gender as relevant. Implement quality control procedures for data collection and data integrity; and, Develop qualitative research and analysis tools to give life and nuance to the statistics generated by the quantitative monitoring database modules.
8.7 MAINTAINING AREA ADVISORY COMMITTEES WITHIN EACH CLUSTER TO ENCOURAGE COLLABORATION
Due to limited resources under the contingency strategy, Nexos Locales will suspend its area advisory committees until conditions return to normal.
39 CONTRACT NO. AID-520-C-14-00002 Y6WP
9. ACTIVITY BUDGET
In support of Year 6 work plan activities, Nexos Locales has budgeted a total of $108,500 in STTA, Procurement/Subcontracts, and Grants.
Mechanism: Total Activity Budget in Year 6 STTA $6,500 Procurement/Subk $2,000 Grants $100,000 Total $108,500
The project will provide direct implementation of technical assistance through its regional teams. This direct implementation is titled as an ―In-House‖ activity in the work plan budget. All costs associated with In-House activities will be paid for out of the Program Implementation budget line item, involving staff salaries, travel and transportation, and other direct costs directly related with each In-House activity.
Subactivity Description Imp Mech Start Date End Date Itemized Activity Budget
Result #01 – Sound public financial systems in place in order to promote transparency and permit participation by citizens in decision-making.
Y6.1.1.1 GIS Support to 15 Municipalities In-House / Procurement Oct-19 Sept-2020 $1,000
Y6 1.1.2 Sign Memorandums of Understanding with 22 Municipalities In-House Jan-2020 Jan-2020 Paid for through Program Implementation
Y6 1.2.1 TA to Advance Overall DAFIM Performance In-House Oct-19 Sept-2020 Paid for through Program Implementation
Y6 1.2.2 Further Dissemination of Radio Spots In-House Oct-19 Sept-2020 Paid for through Program Implementation
Y6 1.2.3 TA to advance overall UAIP Performance In-House Oct-19 Sept-2020 Paid for through Program Implementation
Y6 1.2.4 Follow-up in the Transparency Applications In-House Oct-19 Sept-2020 Paid for through Program Implementation
Y6 1.3.1 Consolidation of COMUDE Strengthening In-House Oct-19 Sept-2020 Paid for through Program Implementation
Y6 1.4.1 Solid Waste Treatment Planning In-House TBD TBD Paid for through Program Implementation
Y6 1.4.2 Mancomunidad Strategy on Migrant Returnees In-House Oct-19 June-2020 Paid for through Program Implementation
Result #03 – Increased quality of potable water in 15 municipalities.
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Subactivity Description Imp Mech Start Date End Date Itemized Activity Budget
Y6 3.2.1 Strengthening of OMAS In-House Oct-19 Sept-2020 Paid for through Program Implementation
Y6 3.2.2 Implementation of Strategic Investment Plans / H20 Testing In-House / STTA Oct-19 Sept-2020 $6,500
Y6 3.2.3 Further Disseminate Water Messages In-House Oct-19 Sept-2020 Paid for through Program Implementation
Y6 3.3.1 Implementation of Watershed Management Plans in Two Municipalities In-House Oct-19 Sept-2020 Paid for through Program Implementation
Result #04 – Local Development Plans established and implemented in order to improve food security and economic development.
Y6 4.1.1 Follow-On TA for DMMS In-House Oct-19 Sept-2020 Paid for through Program Implementation
Y6 4.2.1 TA for Establishment and Implementation of the SANs In-House / Procurement Oct-19 Sept-2020 $1,000
Y6 4.3.1 Implementation of LED Plans and Policies In-House Oct-19 Sept-2020 Paid for through Program Implementation
Result #06 – 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.
Y6 6.1.1 Renew MoUs with ANAM & AGAAI In-House Jan-2020 Jan-2020 Paid for through Program Implementation
Y6 6.1.2 Follow-up TA to Online Training Material Grants Oct-19 Sept-2020 $15,000
Y6 6.1.3 Advocacy for Municipal Service Law Grants Oct-19 Sept-2020 $20,000
Y6 6.1.4 ANAM Municipal Strategy on Irregular Migration Grants Oct-19 March-2020 $20,000
Y6 6.1.5 Strengthening of Municipal Human Resource Offices Grants Oct-19 Sept-2020 $20,000
Y6 6.1.6 Strengthening of Indigenous Authorities Grants Oct-19 Sept-2020 $25,000
Direct Billed Project Activities Budget for Year 6 $108,500
41 CONTRACT NO. AID-520-C-14-00002 Y6WP 10. YEAR SIX PROJECTIONS
October November December January February March September Budget Items April May June July August Y6WP 2019 2019 2019 2020 2020 2020 2020 2020 2020 2020 2020 2020
Program $134,734 $129,426 $175,196 $138,197 $138,218 $145,328 $137,168 $136,650 $183,107 $115,364 $115,364 $191,650 $1,740,402 Implementation
Fixed Fee $7,100 $6,821 $9,758 $7,156 $7,157 $7,532 $7,102 $7,075 $10,172 $6,607 $6,607 $10,627 $93,714
Subgrants $0 $0 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $100,000
Total Cost + $141,834 $136,247 $194,954 $155,353 $155,375 $162,860 $154,270 $153,725 $203,279 $131,971 $131,971 $212,277 $1,934,116 Fixed Fee
42 CONTRACT NO. AID-520-C-14-00002 Y6WP 11. ANNEXES
All annexes are attached as separate documents. They include: 1. Year 6 Training Plan 2. Year 6 Work Plan Timeline Chart 3. Year 6 Monitoring, Evaluation and Learning (MEL) Plan
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