ooka ;’l/
NEXOS LOCALES PROJECT
QUARTERLY REPORT #16 April – June 2018 CONTRACT No. AID-520-C-14-00002
July 20, 2018 This publication was produced for review by the United States Agency for International Development.Page 1 It of was 103 prepared by DAI Global, LLC. NEXOS LOCALES PROJECT
QUARTERLY REPORT #16 April - June 2018
Project Title: Nexos Locales Project
Sponsoring USAID office: USAID/Guatemala
Contract Number: AID-520-C-14-00002
COR: Claudia Agreda
Contractor: DAI Global, LLC.
Date of Publication: July 20, 2018
The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government.
TABLE OF CONTENTS
TABLE OF CONTENTS ______1
SUMMARY OF TABLES, FIGURES AND PHOTOGRAPHS ______2
ACRONYMS ______4
EXECUTIVE SUMMARY ______6
INTRODUCTION ______8
I. HIGH LEVEL RESULTS______10
II. SUMMARY OF KEY ACHIEVEMENTS ______11
III. OBSTACLES FACED AND LESSONS LEARNED ______13
IV. QUARTERLY PROGRESS RESULTS ______14
RESULT 1: ______14
RESULT 2: ______23
RESULT 3: ______28
RESULT 4: ______32
RESULT 5: ______36
RESULT 6: ______39
OUTSIDE OF WORK PLAN ACTIVITIES ______43
ALLIANCE FOR PROSPERITY REPORTING______43
V. TRAINING EVENTS ______46
VI. GRANTS ADMINISTRATION ______47
VII. PROJECT MANAGEMENT______49
VIII. FINANCIAL INFORMATION ______55
IX. ANNEXES ______57
Page 1 of 101 SUMMARY OF TABLES, FIGURES, AND PHOTOGRAPHS Table 1: Year 4 Training Events, Participants, and Costs ______46 Table 2: Grants Awarded in Q16 ______47 Table 3: New Project Hires in Q16 ______51 Table 4: Short-Term Technical Assistance Contracted in Q16 ______52 Table 5: Contract budget and expenditures as of June 30, 2018 ______55
Figure 1: Map of Nexos Locales Coverage (Q16) ______8 Figure 2: Water Payment Delinquency in San Rafael Pie de la Cuesta ______10 Figure 3: Nexos Locales Q16 Organizational Chart ______51 Figure 4: Q16 Social Media Update ______54 Figure 5: Facebook Growth over Life of Project ______54
Photo 1: First GIS TA session in La Libertad, Huehuetenango ______15 Photo 2: Presentation of PFM Diagnostic in San Sebastian Coatan, Huehuetenango ______16 Photo 3:Presentation of PFM Diagnostic in Comitancillo, San Marcos ______16 Photo 4: DAFIM Director receives TA in Concepcion Tutuapa, San Marcos ______17 Photo 5: In Todos Santos Cuchumatan, Huehuetenango, the budget director recieves TA ______17 Photo 6: PFM Radio Spot workshop in San Antonio Huista, Huehuetenango ______18 Photo 7: TA on the Access to Public Information Law in Cunén, Quiche ______18 Photo 8: COMUDE meeting in San Pablo, San Marcos ______19 Photo 9: In La Democracia, Huehuetenango, the second-level COCODEs received TA ______20 Photo 10: TA Session with the Social Audit Commission in Chiantla, Huehuetenango ______21 Photo 11: Leadership TA Session for municipal council members in Nebaj, Quiche ______22 Photo 12: Chuwi Association in Santa Lucia la Reforma, Totonicapán ______24 Photo 13: Female Leaders met in Concepcion Chiquirichapa, Quetzaltenango ______25 Photo 14: Citizen Charter development in Concepcion Chiquirichapa, Quetzaltenango ______26 Photo 15: Conference for RJGC youth leaders at Barbara Ford Center for Peace ______27 Photo 16: Initial Data Collection in San Marcos, San Marcos ______29 Photo 17: Chlorination system in Todos Santos Cuchumatanes, Huehuetenango. ______30 Photo 18: Reforestation of land surrounding a natural spring in Sacapulas, Quiche ______30 Photo 19: The Sb'aq Choj' watershed management inter-municipal commission ______31 Photo 20: TA with DMM in San Miguel Acatán, Huehuetenango ______32 Photo 21: Sharing Good Practices for the Advancement and Wellness of Women" Forum ______33 Photo 22: Working session with SESAN ______34 Photo 23: Development of COFETARN in San Juan Atitan, Huehuetenango ______35 Photo 24: COFETARN in San Juan Ostuncalco, Quetzaltenango ______37 Photo 25: ANAM Best Practices workshop in Santa Cruz del Quiche, Quiche ______40 Photo 26: Conformation of CAI in San Juan Atitán, Huehuetenango ______42 Photo 27: Group sessions in the collaborative LED meeting held in Quetzaltenango ______43
Page 2 of 101 Photo 28: Nexos Locales' water specialist presents at collaborative meeting in Quiche ______43 Photo 29: GIS map in San Rafael Pie de la Cuesta, San Marcos displayed in the municipal building____ 49 Photo 30: Project Drivers pose following their training on June 23, 2018______53
Page 3 of 101 ACRONYMS AAC Area Advisory Committee ACODIHUE The Association for the Cooperative and Integral Development of Huehuetenango ADIMAM The Association for the Integral Development of the ‘Marquense’ Highlands (La Asociación de Desarrollo Integral de Municipalidades del Altiplano Marquense) AGAAI Guatemalan Association of Indigenous Mayors and Authorities ANAM National Association of Municipalities ASOCUCH Association of Organizations in the Cuchumatanes A4P Alliance for Prosperity BFCP Barbara Ford Center for Peace CC Climate change CAI Indigenous Authority Councils COCODE Community Development Council CODEFEM Guatemalan Women’s Rights Collective COFETARN Commission for Economic Development, Tourism, Environment and Natural Resources COMUDE Municipal Development Council COMUSAN Municipal Commission for Food Security and Nutrition CONGUAROR Guatemalan Norms Commission CSO Civil Society Organization DAFIM Municipal Administrative Financial Directorate DAI DAI Global, LLC DMM Municipal Women’s Directorate ECO Civil Association Western Cooperation Studies ELSA Food Security and Local Economy FAO Food and Agriculture Organization FGER The Guatemalan Radio school Federation FtF Feed the Future GIS Geographic Information Systems GoG Government of Guatemala GPS Global Positioning System ICFM Municipal Consolidated Financial Index ICT Information and Communications Technology INAP National Institute for Public Administration IUSI Impuesto Unico Sobre Inmuebles LED Local Economic Development LOP Life of Project LTTA Long-term technical assistance MINFIN Finance Ministry OMAS Municipal Water and Sanitation Office OMJ Municipal Youth Office OMM Municipal Women’s Office OMRRHH Municipal Human Resources Office PDM-POT Proceso de Actualizacion y Alineamiento de Planes Municipales de Desarrollo a Plan de Ordenamiento Territorial PEO Equality of Opportunities Plan PFM Public Financial Management PNPDIM National Policy on the Integral Promotion and Development of Women PMP Performance Management Plan POA Annual Operative Plan
Page 4 of 101 PPP Public-Private Partnerships QR16 Quarterly Report 16 Q14 Quarter 14 Q15 Quarter 15 Q16 Quarter 16 Q17 Quarter 17 Q18 Quarter 18 RJGC Youth Managers for Change Network SAN Food Security and Nutrition SEGEPLAN Planning and Programming Presidential Secretariat SEPREM Presidential Secretariat of Women SESAN Secretariat of Food Security and Nutrition (Secretaría de Seguridad Alimentaria y Nutricional) SNIP National Public Investment System STTA Short-term technical assistance TA Technical Assistance TEC Total Estimated Cost UNDP United Nations Development Programme USAID United States Agency for International Development USG United States Government
Page 5 of 101 EXECUTIVE SUMMARY
Quarter sixteen (Q16) marked the full-momentum implementation of the USAID Nexos Locales programming for Year 4 in all six results, across 44 municipalities in the Western Highlands. Earlier this year, a total estimated increase (TEC) that expanded project coverage by 50% required an intensive ramp-up. This quarter concluded the ramp-up initiative with the hiring of 17 new long-term staff to address the needs of the 15 new municipalities. The activities completed in Q16 demonstrate the intensive acceleration in both technical and administrative areas, which abated significant deviations from the programming timeline presented in the Year 4 work plan.
In addition to project implementation, Nexos Locales hosted high-level, noteworthy visits from key U.S. delegations, to highlight Nexos Locales’ integral work strengthening municipalities so they foster more responsive, inclusive, and effective socio-economic development while reducing local vulnerabilities such as food insecurity and natural disasters.
Overall, Nexos Locales made great strides during the quarter in all six contract results and is pleased to report the following activity accomplishments in this reporting period:
Result 1, Sound Public Financial Systems- completed registering all water users in the geographic information system (GIS) database in San Rafael Pie de la Cuesta while also providing 43 municipalities with an innovative digital tool called the Annual Municipal Planner to support compliance with the Government of Guatemala (GoG) reporting, thus increasing transparency. The project also developed and disseminated radio spots in eleven languages encouraging citizens to pay for municipal service provision.
Result 2, Citizen Participation- rapid assessments of youth organizations in the 15 new municipalities completed to inform Year 5 youth programming, and, three regional grants were awarded to provide technical assistance to 183 civil society organizations in 43 municipalities. Four municipalities expressed interest in developing citizen charters in addition to the completion of community scorecards of the two charters launched in Year 3.
Result 3, Increased Quality of Potable Water- near completion of data collection for the water diagnostics and strategic investment plans in the 15 new municipalities, while also continuing technical support in the 28 original municipalities on water chlorination, water quality monitoring plans and municipal regulations on water service provision.
Result 4, Local Economic Development- six long-term staff hired to support the development of plans in 15 municipalities and the implementation of existing plans in 28 municipalities. A Nexos Locales grantee conducted four regional workshops for municipal women directorate coordinators to develop food security and nutrition projects.
Result 5, Climate Change Adaptation- two municipalities took actions implement their climate change adaptation plans and the newly hired six long-term staff met with commissions for economic development, tourism, and natural resources (COFETARN) to establish actions to increase local economic development while also taking into consideration climate change adaptation.
Page 6 of 101 Result 6, ANAM & AGAAI- completed three regional Best Practices workshops showcasing six exemplary solutions to local challenges while ANAM also pledged the institutionalization of the workshops annually. AGAAI provided technical assistance to Indigenous Authority Councils (CAIs) which resulted in the formal creation of eleven CAIs.
This report captures the breadth of activities performed during the sixteenth quarter (Q16) of the Nexos Locales Project (Contract No. AID-520-C-14-00002) during the period of April 1 to June 30, 2018. This report delineates key achievements in each of the six result areas, obstacles faced during the reporting period, project administration updates, and financial reporting against the six funding sources of the Nexos Locales contract.
Page 7 of 101 INTRODUCTION USAID’s Nexos Locales Project (Contract No. AID-520-C-14-00002), formerly known as the Local Governance Project, is an eight-year program that began in June 2014. Implemented by DAI Global, LLC (DAI), the project is based in Quetzaltenango, Guatemala with a regional office located in Huehuetenango. The primary goal of USAID’s Nexos Locales Project (hereinafter Nexos Locales) is to strengthen municipalities in the Western Highlands of the country so they foster more responsive, inclusive, and effective socio-economic development while reducing local vulnerabilities such as food insecurity and natural disasters. In order to achieve this goal and the objectives of both USAID and other development partners, local governments must be able to better manage public resources and deliver services in an efficient and transparent manner. Strong and inclusive municipal governments are necessary for local development and are crucial to the sustainability of interventions supported by the United States Government (USG) in Guatemala.
USAID strategically programs resources in the Western Highlands to achieve improved results as part of an integrated development model in Guatemala’s region of greatest need. The five departments of focus under the Nexos Locales project are: Huehuetenango, Quetzaltenango, Quiché, San Marcos and Totonicapán. Since June 2014, Nexos Locales has been working in 29 municipalities in these five departments. Beginning in November 2017, Nexos Locales added 15 other municipalities selected from the Alliance for Prosperity Plan (A4P) municipalities in the five departments, for a total of 44 intervention municipalities.
Figure 1: Map of Nexos Locales Coverage (Q16)
Page 8 of 101
Pursuant to the terms of the contract, each quarterly report will present progress against the project’s six results:
Result #01 – Sound public financial systems in place in order to promote transparency and permit participation by citizens in decision-making. Result #02 – Strengthen civil society participation in social accountability processes. Result #03 – Increased quality of potable water in 44 municipalities. Result #04 – Local Development Plans established and implemented in order to improve food security and economic development. Result #05 – Municipal Plans established to reduce climate change vulnerability and technical assistance (TA) provided for implementation of plans. 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.
This Quarterly Report 16 (QR16) presents key information covering the sixteenth project quarter (Q16) period from April 1 to June 30, 2018. QR16 outlines Nexos Locales’ key achievements in each of its six results, delineates significant operations and project milestones, advises on key challenges with project implementation, and provides an update on financial information per funding source.
QR16 is divided into the following sections: Section 1 – High Level Results Section II –Summary of Key Achievements Section III – Obstacles Faced in the Quarter Section IV – Quarterly Progress Results Section V – Training Events Section VI – Grants Administration Section VII – Project Management Section VIII – Financial Information Section IV – Annexes Annex 1: Performance Management Plan (PMP) Annex II: Work Plan Activity Tracker Annex III: Municipality Trackers Annex IV: Success Story
Page 9 of 101 I. HIGH-LEVEL RESULTS Nexos Locales’ mandate is to encourage and incentivize responsible municipal management. To achieve this mandate, the project has created tools, developed methodologies and initiatives, and created best practices that demonstrate expertise in the six project result areas. Nexos Locales is a local governance project that invests in local results. Due to the success of this work, Nexos Locales has had an impact far beyond our areas of intervention. The above-mentioned tools, initiatives and experiences were, and will continue to be, disseminated by Nexos Locales at a national level—through the National Association of Indigenous Mayors and Authorities (ANAM) and on the project website—to improve municipal governance outside of the 44 municipalities under project coverage.
GIS Use- This quarter the project reached a significant milestone training 131 municipal water and sanitation offices (OMAS) on the use of Geographic Information Systems (GIS) as a tool to monitor public water service provision and payment delinquency. In San Rafael Pie de la Cuesta, San Marcos, the OMAS completed registration for all 1,221 water service users in their GIS database; the first of the 13 municipalities to reach this step in GIS usage. The municipality went to each house, registered GPS coordinates, and cataloged payment delinquency where it existed. With this data, the OMAS is able to color-code the varying levels of user debt, allowing municipal officials to enforce collection efforts that ultimately lead to increased municipal revenue and delinquency payment reduction.
Figure 2: Water Payment Delinquency in San Rafael Pie de la Cuesta
Red points represent users with more than one year of debt (more than US $16) Blue points represent users with less than US$16 (one year of consumption) of debt
1 Quiché: 1) San Juan Cotzal; 2) Santa María Nebaj; 3) Uspantán; 4) Sacapulas; 5) Santo Tomas Chichicastenango; Huehuetenango: 6) Chiantla; 7) Cuilco; 8) La Libertad; Quetzaltenango: 9) San Juan Ostuncalco; 10) Concepción Chiquirichapa San Marcos: 11) San Pablo; 12) San Rafael Pie de la Cuesta, and 13) Nuevo Progreso.
Page 10 of 101 II. SUMMARY OF KEY ACHIEVEMENTS
Technical Activities Performed in Quarter 16:
In San Rafael Pie de la Cuesta, San Marcos, the municipal water and sanitation office (OMAS) completed the registration of all water users in its’ Geographic Information System (GIS) database (Sub-Activity Y4 1.1.1.). The project-developed innovative digital tool, the Annual Municipal Planner, was installed in the municipal administrative financial directorates (DAFIM) in 43 municipalities to support compliance with governmental financial reporting (Sub-Activity Y4 1.2.2.). Nexos Locales produced radio spots on citizen responsibility to pay municipal fees in eleven languages, which are being broadcast throughout the Western Highlands and locally through municipal publicity plans (Sub-Activity Y4 1.2.3.). Project cluster staff completed the rapid assessments of the youth organizations in the 15 new municipalities (Sub-activity Y4 2.6.3.). Three 19-month regional grants began civil society organization (CSO) advocacy support by calling for expressions of interest from CSOs in 43 municipalities (Sub-Activity Y4 2.3.1.). With project support, two youth commissions were accredited in the municipal development council (COMUDE) in the municipalities of Nuevo Progreso and San Pablo, San Marcos (Sub- activity Y4 2.6.2.). 22 municipalities2 developed radio spot publicity plans which include no-cost methods of disseminating project-produced water messages explaining the importance of chlorinated water and payment of water service fees (Sub-Activity Y4 3.2.3). 26 municipalities received technical assistance on chlorination application, OMAS function manuals, water quality monitoring plans, and municipal regulation on water service provision to strengthen municipal water and sanitation offices (Sub-Activity Y4 3.2.1). Grantee, Guatemalan Women’s Rights Collective (CODEFEM), conducted four regional, 1.5-day workshops and a final leadership forum for municipal women’s directorate (DMM) directors and representatives from the municipal women’s commissions in 43 municipalities (Sub-activityY4 4.1.3). Project technical staff collaborated with the Secretariat of Food Security and Nutrition (SESAN) through four working sessions to develop the national guide for food security situation rooms (Activity Y4 4.2). Barillas, Huehuetenango and Santa Maria Nebaj, Quiché took actions to implement their climate change adaptation plans by executing environmental awareness campaigns for youth (Sub-activity Y4 5.3.1). ANAM completed three regional Best Practices Workshops, which showcased six replicable solutions to local challenges to 123 municipal authorities from 30 municipalities across the Western Highlands (in and outside of project coverage). ANAM also pledged the
2 Huehuetenango: 1) Cuilco; 2) Todos Santos Cuchumatán; 3) San Miguel Acatan; 4) San Sebastián Coatan; 5) Barillas; 6) San Juan Atitán; 7) San Miguel Ixtahuacán; 8) La Libertad; 9) Jacaltenango; 10) San Antonio Huista; 11) San Pedro Necta; Quiché: 12) Santo Tomas Chichicastenango; 13) Zacualpa; 14) San Andrés Sajcabajá; 15) San Bartolomé Jocotenango; 16) Santa Cruz del Quiche; 17) Nebaj; 18) Cunen; 19) San Juan Cotzal; 20) Sacapulas; 21) Chajul; and 22) Uspantán.
Page 11 of 101 institutionalization of the workshops by allocating ANAM funds to facilitate the workshops annually (Sub-activity Y4 6.1.3). ANAM commenced assessments of Municipal Human Resource Offices (OMRRHH) in the 15 new municipalities and provided technical assistance to 22 municipalities (of the 29 original project municipalities) to strengthen and/or create OMRRHHs (Sub-activities Y4 6.1.5 and 6.1.6). Through AGAAI’s individualized technical assistance, 11 CAIs3 were officially created, of which seven were in project municipalities (Sub-activity Y4 6.1.7). Consultants completed updates to the National Institute for Public Administration’s (INAP) informatics platform, developed two online courses, and four certification courses for the professional development of municipal authorities on topics such as transparency and municipal management (Activity that Contributes to all Six Results).
3 Huehuetenango: 1) San Juan Atitán; 2) San Juan Ixcoy; 3) Santa Bárbara; Quiche: 4) San Juan Cotzal; 5) San Andrés Sajcabajá; 6) Santa Cruz del Quiche; 7) San Pedro Jocopilas; San Marcos: 8) Tacaná; 9) San Miguel Ixtahuacán; Quetzaltenango: 10) Concepción Chiquirichapa; and 11) Olintepeque.
Page 12 of 101 III. OBSTACLES FACED AND LESSONS LEARNED
OSTACLES FACED AND LESSONS LEARNED IN QUARTER SIXTEEN Security Incident in Tajumulco, San Marcos- On June 21, 2018 at 6:00 a.m., members from the community of Tojuto, Tajumulco, detained the mayor, two council members and two syndicates. The reason for this detention was due to the community's anger over poor road conditions from Tajumulco to the Pacific Coast. Road improvement was part of an agreement in resolving the conflict with the municipality of Ixchiguan. The mayor, council members and syndicates were later released unharmed. This incident led to the cancellation of Nexos Locales’ activities scheduled for that day: providing technical assistance to second-level COCODEs. Nexos Locales project employees returned to Quetzaltenango to avoid any risks. The following day all project activities returned to normal. The project will continue to monitor the security situation in Tajumulco, San Marcos and keep USAID apprised of any impacts to project implementation.
Page 13 of 101 IV. QUARTERLY PROGRESS RESULTS
RESULT 1: SOUND PUBLIC FINANCIAL SYSTEMS IN PLACE IN ORDER TO PROMOTE TRANSPARENCY AND PERMIT PARTICIPATION BY CITIZENS IN DECISION MAKING
Result 1 calls for activities that strengthen municipal capacity in public financial management (PFM), governance and transparency, and that improve the mancomunidades’ ability to implement regional strategies on behalf of their member municipalities. Activities are coordinated with ruling bodies of the corresponding themes, such as Ministry of Public Finances (MINFIN) and General Planning Secretariat (SEGEPLAN). The Nexos Locales approach includes collaboration among municipalities to share best practices and lessons-learned, the use of local staff from partner institutions, and the encouragement of citizens to use national transparency and budget laws to access information on municipal budgets, expenditures, and conduct.
In Year 1, the project completed assessments of PFM and Municipal Development Council (COMUDE) functioning in order to draw detailed pictures of technical assistance needs in each municipality. Using the data and information collected in Year 1 diagnostics, Nexos Locales customized approaches for delivering technical assistance (TA) to project municipalities in Year 2. Year 3 saw a continuation of training that deepened municipalities’ fundamental understanding of public financial management and the sound functioning of the COMUDE, while also responding to the specific needs of each municipality through individualized TA.
KEY ACTIVITIES IMPLEMENTED IN THE 16TH QUARTER In San Rafael Pie de la Cuesta, San Marcos the municipal water and sanitation office (OMAS) completed the registration of all water users in its’ Geographic Information System (GIS) database (Sub-Activity Y4 1.1.1.). The project-developed innovative digital tool, the Annual Municipal Planner, was installed in the municipal administrative financial directorates (DAFIM) in 43 municipalities to support compliance with governmental financial reporting (Sub-Activity Y4 1.2.2.). Nexos Locales produced radio spots on citizen responsibility to pay municipal fees in 11 languages, which are being broadcast throughout the Western Highlands and locally through municipal publicity plans (Sub-Activity Y4 1.2.3.).
ACTIVITIES/WORK PROGRESS Below are brief descriptions of specific activities implemented during the sixteenth quarter for Result 1.
Activity 1.1—Assess capacity of target municipalities, particularly in the areas of revenue generation, purchasing and procurement, administration and planning, and compliance with the Public Access to Information Law.
Page 14 of 101 Sub-Activity Y4 1.1.1. GIS Support: In Q16, GIS technical support continued in the eight4 original municipalities from Year 3 and the five5 new municipalities selected earlier in Year 4. The project collaborated with the municipal water and sanitation offices (OMAS) to increase the number of water users registered in the database used for providing information on payment delinquency. In San Rafael Pie de la Cuesta, San Marcos, the OMAS registered all water users in Q16; a major feat and the first of the 13 municipalities to reach this step in GIS usage. San Rafael Pie de la Cuesta is now registering all existing water pipelines in a second layer of data, which will be used to monitor water distribution and support the municipality in cases of OMAS staff turnover.
In Q16, Nexos Locales completed the installation of new GIS equipment in Chiantla, Cuilco, and La Libertad, Huehuetenango, which included a laptop, GPS reader, external hard drive and ArcGIS licensed software. This equipment was distributed based on a loaner agreement to guarantee the title of the equipment remains under Nexos Locales, but with custodial responsibilities of the municipality, until after the results of next year's elections.
Photo 1: First GIS TA session in La Libertad, Huehuetenango with newly installed equipment.
In Santa Maria Nebaj, Quiché, the municipality worked with the project GIS specialist to map solid waste collection users to increase the efficiency of the existing solid waste collection routes by color-coding users based on their pick-up day. Technical assistance will continue in Q17.
Sub-Activity Y4 1.1.2. MOU signings with new municipalities: This sub-activity was completed in Q15.
4 Quiché: 1) San Juan Cotzal; 2) Santa María Nebaj; 3) Uspantán; 4) Sacapulas; 5) Santo Tomas Chichicastenango; Quetzaltenango: 6) San Juan Ostuncalco; San Marcos: 7) San Pablo; 8) San Rafael Pie de la Cuesta.
5 Huehuetenango: 1) Chiantla; 2) Cuilco; 3) La Libertad; Quetzaltenango: 4) Concepción Chiquirichapa; San Marcos: 5) Nuevo Progreso
Page 15 of 101 Sub-Activity Y4 1.1.3. Assessments and TA Plan Development: In Q16, technical staff presented printed copies of the public finance management diagnostics in each of the 15 new municipalities. These presentations provided project staff with the opportunity to inform mayors, municipal councils and municipal staff on the strengths and weaknesses found in the diagnostics. After participating in this presentation, the mayor of San Marcos, San Marcos, requested that the results of the diagnostic be presented in the municipal development council (COMUDE) meeting while the mayor of San Pedro Necta, Photo 3: Presentation of PFM Diagnostic in Comitancillo, San Marcos. Huehuetenango used the opportunity to encourage his administration to improve the status of municipal financial management by continuing to work closely with the Nexos Locales project. The diagnostics continue to be available to the public on the project website (link: https://nexoslocales.com/diagnosticos/).
Activity 1.2—Deliver technical assistance that meets the specific needs of the target municipalities.
Sub-Activity Y4 1.2.1. TA in Own-Source Revenue Generation: In Q16, public financial management (PFM) technical staff provided TA to the DAFIM on own-source revenue generation in 43 municipalities. TA topics included: Photo 2: Presentation of PFM Diagnostic in San Sebastian Coatan, Huehuetenango. a) Use of ServiciosGL: With support from Nexos Locales, 18 municipalities6 have registered 75% of water users in ServiciosGL. b) Boleto de Ornato (form of income tax): In Q16, PFM technicians improved the existing excel template and it is now being used in all 43 municipalities. This tool helps municipalities to avoid sanctions by having a clear registry of the citizens that have paid income tax every year. c) Debt Collection Enforcement: PFM technicians provided TA to 28 municipal judges7 on the importance of sending notices in April for outstanding payments of Impuesto Unico Sobre
6 Huehuetenango: 1) Chiantla; 2) Todos Santos Cuchumatán; 3) Barillas; 4) La Democracia; 5) Jacaltenango; 6) Cuilco; 7) La Libertad; 8) San Antonio Huista; 9) Concepción Huista; Quiche: 10) Chichicastenango; 11) Nebaj; 12) Sacapulas; 13) San Juan Cotzal; Quetzaltenango: 14) Concepción Chiquirichapa; San Marcos: 15) San Miguel Ixtahuacán; 16) San Rafael Pie de la Cuesta;17) San Pablo; 18) Nuevo Progreso; 7 Huehuetenango: 1) Cuilco; 2) Chiantla; 3) Concepción Huista; 4) Jacaltenango; 5) San Antonio Huista; 6) La Democracia; 7) Barillas; 8) Huehuetenango; Quiché: 9) Uspantán; 10) Sacapulas; 11) Santa María Nebaj; 12) San Juan Cotzal; 13) Santo Tomas Chichicastenango; 14) Zacualpa; 15) Santa Cruz del Quiché; Quetzaltenango: 16) San Juan Ostuncalco; 17) Concepción Chiquirichapa; Totonicapán: 18) Totonicapán; San Marcos: 19) Tajumulco; 20) Tacana; 21) San Lorenzo; 22) San José el Rodeo; 23) San Miguel Ixtahuacán; 24) San Rafael Pie de la Cuesta; 25) San Pablo; 26) Comitancillo; 27) Concepción Tutuapa; 28) San Marcos.
Page 16 of 101 Inmuebles (IUSI, a local property tax). In the presentations of the PFM diagnostics in the 15 new municipalities, project staff highlighted the important role of municipal judges in reducing payment delinquency and expanding coordination with the local justice system. d) Quarterly DAFIM Reports: When conducting TA on the development of quarterly DAFIM reports, PFM technicians noted that the municipal office budgets are not generally segmented by quarter, making the task of developing quarterly reports laborious. The project decided to retrospectively analyze 2017’s quarterly municipal office spending on public service provision in each municipality and to provide TA in Q17 to the DAFIMs to create quarterly- Photo 4: DAFIM Director receives TA on Own Source Revenue based budgets in 2019, thus facilitating Generation in Concepcion Tutuapa, San Marcos. these reports in Year 5 of the project.
Sub-Activity Y4 1.2.2. TA in Financial Management Practices: In Q16, PFM technical staff developed an innovative digital tool called the Annual Municipal Planner, which is run off Microsoft Excel. This digital calendar operates without internet connection and once included on the municipal computer, provides DAFIM staff with notifications of the 143 financial reports due to various governmental entities throughout the year. Forty-three municipalities now have this tool to help avoid sanctions for submitting late reports. The Annual Municipal Planner notifies the user of an upcoming report, provides the legal basis for that report, and gives details on where to submit the report. DAFIM directors have been very receptive to this tool as a user-friendly way to manage the many reporting requirements under their responsibility. In Q17, the project will update the digital tool to include the exact forms needed for each report as well as guides for filling out the reports correctly. PFM staff also conducted TA on fiscal risk in the 43 municipalities by reviewing the Municipal Consolidated Financial Index (ICFM) with the DAFIM directors. Next quarter, TA for improving financial management practices will continue in 43 municipalities.
In collaboration with INAP, the project financed the participation of 15 DAFIM directors from the new project municipalities to participate in a virtual course called “Government and Municipal Management” that began in Q15. The course is an introduction to the functions and structure of municipal government according to its legal framework, administrative best- practices and responding to citizen demands. Governance models are presented on transparency, Photo 5: In Todos Santos Cuchumatán, Huehuetenango, the citizen participation and service provision quality. The budget director receives TA on using the Annual Municipal Planner. course finished in Q16 and four of the 15 participants passed. The project found that participants who were more active proved successful in the course. Nexos Locales will continue to seek opportunities to encourage the use of INAP’s online courses.
Page 17 of 101
Sub-Activity Y4 1.2.3. Radio Spots on Citizen Responsibilities to Pay Municipal Fees: In Q16, the project produced a one-minute radio spot and a 30-second capsule in ten indigenous languages and in Spanish on citizen responsibilities to pay municipal fees. The Guatemalan Federation of Radio Schools (FGER) was contracted to present three proposals, of which project staff selected one. FGER began broadcasting the spots and capsules in June and will continue through Q17 (the project will report on impact of the radio spots upon the completion FGER’s contract in Q17). The radio spots are available on the project website (link: https://nexoslocales.com/spots-radiales-de-tasas-y-arbitrios-en-espanol-e- idiomas-mayas/).
After the production of the radio spots, the PFM technicians conducted five regional workshops for municipal communications specialists. The workshops introduced the radio spots, the importance of own-source revenue generation for municipal development and incorporated a segment on the water radio spots produced by the project in Year 3. During the workshops, the participants developed a municipal publicity plan, which outlines no-to-low cost methods to maximize use of the radio spots in each municipality. In total, 65 participants from 31 municipalities attended the workshops and the remaining 12 received TA in their offices to complete their publicity plans. Photo 6: PFM Radio Spot workshop in San Antonio Huista, Huehuetenango. Sub-Activity Y4 1.2.4. Workshop and TA on IUSI (local property taxes): In Q16, PFM technicians completed the rapid assessment of IUSI implementation in 43 municipalities. These assessments identified existence of three key components to implementing IUSI payment: 1) a municipal policy on IUSI; 2) a person delegated with the responsibility of overseeing IUSI; and 3) if the Servicios GL database includes IUSI. The project then conducted individualized TA in 43 municipalities to address the needs reflected in the rapid assessments. TA will continue in Q17.
Compliance with the Access to Public Information Law Over the LOP, project municipalities participated in workshops and received individual TA on the application of the Access to Public Information Law. The project also implemented the best practice of proactive public disclosure through advising on the development of municipal informational materials, web portals, the Chiantla Transparency App and Citizen Charters. In Q16, the project made significant advances with the replications of the transparency app, citizen charter technical assistance and provided individualized TA to improve record keeping systems Photo 7: Reviewing the legal aspects of compliance with the to facilitate the public’s access to information. Access to Public Information Law in Cunén, Quiche.
Page 18 of 101 Sub-Activity Y4 1.2.5. TA in Implementation of the Public Access to Information Law: In Q16, PFM technicians provided TA in 43 municipalities to support creating digitized records to facilitate more efficient responses to information requests. TA will continue in Q17.
Sub-Activity Y4 1.2.6. Replication of the Transparency App: In Q16, the project completed the procurement for Explico, the software developer that created the #SomosChiantla smartphone app to expand the app to two new municipalities8, selected through a competitive process in the fourteenth quarter (Q14). Since contract signature, DAI’s Home Office Information and Communications Technology (ICT) Specialist has been working with the developer to draft a work plan, determine what level and type of community interaction will be necessary, collect key information and content from the municipalities, and review options for the re-designed budget module, which now allows users to view data from previous years, download data, and share findings via social media (among other updates). All of these additions respond to direct requests from citizens and municipal officials during the focus group sessions conducted by a consultant in the fifteenth quarter (Q15). Additionally, the two municipalities created a plan for how they will promote and share the app, and are forming testing groups who will review the new apps in Q17 prior to launch in the eighteenth quarter (Q18).
This quarter each municipality hired outreach specialists to form a Municipal Innovation Committee with DAI’s Home Office ICT Specialist, connected via WhatsApp. The committee convenes via Skype every two weeks to discuss advances in development, gather information from the municipalities, and plan for the launch of the tool. The project is also working to establish a sustainability mechanism for #SomosChiantla, that will centralize invoicing and payments for the server and domain that support the app.
Sub-Activity Y4 1.2.7. Rapid Assessment of the Access to Information Offices: In Q17, PFM technicians completed the rapid assessment of the access to information offices in the 15 new municipalities as a component of the public finance management diagnostics.
Citizens’ Guide to the Budget: This tool was developed in Year 3 under Sub-Activity Y3 2.2.3. Citizens’ Guide to Municipal Budgets.
Activity 1.3—Strengthen the role of COMUDEs to engage citizens in government decision-making.
Sub-Activity Y4 1.3.1. Consolidation of COMUDE Strengthening: In Q16, outreach staff continued TA in 43 municipalities to improve administration and organization of the COMUDEs. The two main themes addressed in these TA sessions were: 1) Review and institutionalization of the accreditation of COMUDE members; and 2) Review of the Photo 8: Outreach specialist discusses the importance of accreditation of members in a existing COMUDE municipal COMUDE meeting in San Pablo, San Marcos
8 Selected municipalities are: 1) Sacapulas, Quiché; and 2) San Rafael Pie de la Cuesta, San Marcos.
Page 19 of 101 regulation. To date, 22 municipalities9 have officially approved the COMUDE municipal regulation. The remaining 21 municipalities are in the process of developing and approving their COMUDE municipal regulations. These regulations are essential to increasing citizen participation in the COMUDE, as directed by law. Outreach staff also provided technical support to form commissions as a component of the COMUDE. This quarter 43 municipalities formed health, citizen participation and women commissions in the COMUDE (an institutional process repeated annually).
In May, the COMUDEs in 37 municipalities10 completed the first social accountability reporting (rendición de cuentas) of the fiscal year. Project staff provided TA in all 43 municipalities to strengthen the functioning of the COMUDEs by regulating accreditation processes and establishing the official municipal regulation of the COMUDE. In Q17, Nexos Locales will continue to provide TA to strengthen the COMUDEs.
Photo 9: In La Democracia, Huehuetenango, the second-level COCODEs received TA on project prioritization.
This quarter the project began TA sessions with second-level community development councils (COCODEs) in 15 municipalities11. Each COCODE will receive three. To-date, 29 of the 45 sessions have been completed with the remainder to be finished in Q17. Second-level COCODEs represent
9 Huehuetenango: 1) Concepción Huista; 2) San Antonio Huista; 3) La Democracia; 4) La Libertad; 5) Cuilco; 6) San Sebastián Huehuetenango; 7) San Pedro Necta; 8) Barillas; 9) San Miguel Acatan; Quiché: 10) Santa María Nebaj; 11) San Juan Cotzal; 12) Chajul; 13) Sacapulas; 14) Uspantán; 15) San Andrés Sajcabajá; San Marcos: 16) Tajumulco; 17) San Pablo; 18) San Rafael Pie de la Cuesta; 19) Tacana; 20) Concepción Tutuapa; 21) Comitancillo; and Quetzaltenango: 22) Concepción Chiquirichapa. 10 Excluding Huehuetenango: 1) Huehuetenango (not completed due to the mayor’s health); 2) San Pedro Necta (never completed); Quiche: 3) San Bartolomé Jocotenango (never completed); San Marcos: 4) San José el Rodeo (completed in June); 5) San Rafael Pie de la Cuesta (completed in June); and 6) Nuevo Progreso (not completed due to a restructuring of the COMUDE). 11 Huehuetenango: 1) Chiantla; 2) Cuilco; 3) Todos Santos Cuchumatán; 4) La Democracia; 5) La Libertad; 6) Barillas; Quiché: 7) Cunen; 8) Sacapulas; 9) Uspantán; 10) Santa María Nebaj; San Marcos: 11) San José el Rodeo; 12) Nuevo Progreso; 13) San Pablo; 14) Sibinal; 15) Tajumulco;
Page 20 of 101 micro-regions, grouped together in municipalities with over 20 first-level COCODEs to enhance the COMUDEs’ ability to function smoothly while maintaining proper citizen representation. In Year 3, the project supported the creation of second-level COCODEs in these 15 municipalities. This quarter, the TA provided in the first session covered the second-level COCODE functions and the prioritization of projects. The second session addressed identifying and creating periodization criteria for projects. Transferring knowledge on project design to second-level COCODEs will lead to increased capacity as they develop and propose projects from their micro-regions to the COMUDE.
Technical and Administrative Guide to the Project Cycle: In Q16, a consultant developed the Technical and Administrative Guide to the Project Cycle. This guide will be reproduced and published on the website in Q17.
Social Audit Commissions: In Q16, project technical staff made significant progress forming the social audit commissions. In Chiantla, Huehuetenango, the commission was established and chose to audit a potable water project in the community of San Antonio Los Nubes. In Q17, the commission will develop a plan for the social audit and begin implementing the plan. In Cuilco, Huehuetenango, working sessions were conducted; however, as ordinarily happens during the lead up to elections, political alliances either begin to splinter or the opposition solidifies, presenting sizable resistance against good-faith efforts by these working commissions. Photo 10: TA Session with the Social Audit Commission in Chiantla, Additionally, four municipalities12 Huehuetenango. expressed interest in establishing social audit commissions after receiving initial TA on the process. The project will continue TA in all six municipalities in Q17.
Nexos Locales technical staff completed an internal guide for the creation of social audit commissions. The Social Audit Commission Guide draws from other guides in existence and was used this quarter in an internal workshop to increase understanding of the process of developing social audit commissions.
12 San Marcos: 1) San Rafael Pie de la Cuesta; Huehuetenango: 2) Concepción Huista; Quiché: 3) Santa María Nebaj; and 4) Cunen.
Page 21 of 101 Sub-Activity Y4 1.3.2. Strengthening Municipal Council support to the COMUDEs: In Q16, cluster staff in Huehuetenango, San Marcos, Totonicapán, Quetzaltenango, and Quiché13 nearly completed phase one of this sub-activity by providing two sessions of technical assistance on municipal council roles and leadership. Additionally, the second phase of this sub- activity began with four 6-hour regional leadership sessions to provide council members with key information on their roles and responsibilities in improving municipal management and to foster a more productive and participatory Municipal Development
Photo 11: Scene from the Leadership TA Session for municipal council Council (COMUDE). In total, 13 members in Nebaj, Quiche municipalities14 participated and in Q17, the final three regional leadership sessions will be held. Also in Q17, cluster staff will conduct one-day working sessions with the municipal councils to exchange experiences and best practices regarding good governance, transparency, and citizen participation.
Activity 1.4—Build the capacity of the mancomunidades to develop and implement regional strategies.
Sub-Activity Y4 1.4.1. Solid Waste Treatment Planning: In Q16, the Guatemalan firm, EPICSA, began a multi-disciplinary analysis to support municipal solid waste treatment in the mancomunidades of The Association for the Integral Development of the ‘Marquense’ Highlands (ADIMAM) and Metropolis de los Altos. The firm completed field research, which included data collection through 800 interviews (400 in each mancomunidad) on citizens’ perception of the legal, social, environmental, technical and economic impact of solid waste treatment collaboration. In Q17, the firm will begin to process this data and develop the two analyses (one for each mancomunidad).
Additionally, a consultant completed revising the statues of the mancomunidad ADIMAM to expand the strategic development areas where it may operate. Originally, these statutes only allowed ADIMAM to work on road construction infrastructure projects, thus limiting its reach. The new statues will permit ADIMAM to develop solid waste treatment initiatives in the future. The revised statues must be approved by an extraordinary general assembly meeting, which is foreseen to occur in Q17.
NEXT STEPS During the next quarter Nexos Locales’ principal activities for this Result will include:
Continued technical assistance in GIS, own-source revenue generation, financial management, IUSI, public access to information, and COMUDE functions. Three regional leadership sessions to municipal councils and follow-on, one-day working sessions with the municipal councils to exchange experience and best practices regarding good governance, transparency, and citizen participation.
13 In Quiché, the second TA session will be completed in Q17 in Uspantán and Zacualpa and in Huehuetenango in Jacaltenango. 14 Huehuetenango: 1) Jacaltenango; 2) La Democracia; 3) San Antonio Huista; 4) La Libertad; San Marcos: 5) Tacana; 6) Sibinal; 7) Concepción Tutuapa; 8) San Marcos; Quiché: 9) Chichicastenango; 10) Sacapulas: 11) Santa Cruz del Quiche; 12) San Bartolomé Jocotenango; and 13) San Andrés Sajcabajá.
Page 22 of 101 Completion of two analyses in the mancomunidades of ADIMAM and Metropoli de los Altos on solid waste treatment planning.
RESULT 2: STRENGTHENED CIVIL SOCIETY PARTICIPATION IN SOCIAL ACCOUNTABILITY PROCESSES
Background: Nexos Locales works with civil society organizations (CSOs), community organizations (including, but not limited to, Community Development Councils –COCODEs-), and citizens to strengthen their capability to engage actively and independently in municipal social accountability and citizen participation mechanisms. The project includes a specific focus on facilitating the effective participation of vulnerable and underrepresented groups (women, youth, those living in extreme poverty, and people with disabilities), who face unique obstacles limiting their involvement in participatory processes. Nexos Locales stresses civil society participation in the Municipal Development Council (COMUDE), but also promotes other innovative social accountability mechanisms (including the Public Access to Information Law).
KEY ACTIVITIES IMPLEMENTED IN THE 16th QUARTER Project cluster staff completed the rapid assessments of the youth organizations in the 15 new municipalities (Sub-activity Y4 2.6.3.). Three 19-month regional grants began civil society organization (CSO) advocacy support by calling for expressions of interest from CSOs in 43 municipalities (Sub-Activity Y4 2.3.1.). With project support, two youth commissions were accredited in the COMUDE in the municipalities of Nuevo Progreso and San Pablo, San Marcos (Sub-activity Y4 2.6.2.).
ACTIVITIES/WORK PROGRESS Below are brief descriptions of specific activities implemented during the sixteenth quarter for Result 2.
Activity 2.1— Conduct an entry point map. This activity was completed in Q15.
Activity 2.2—Train citizens so they can analyze local authority budgets and public spending. In Q16, technical staff developed the technical assistance plan for Year 5 where participants in the municipal development councils (COMUDEs) in 43 municipalities will receive TA on the Procurement Law and the Municipal Tax law. The Value Added Tax Law and Integrity Law will be addressed in TA sessions by the Result 1 technical staff to the municipal administrative financial directorates (DAFIMs), also in Year 5.
Sub-Activity Y4 2.3.1. CSO Advocacy Support: In Q16, three 19-month regional grants were awarded to provide advocacy support to civil society organizations (CSOs). In the department of Huehuetenango, the Association of Organizations in the Cuchumatanes (ASOCUCH) is working in 17 municipalities. In San Marcos, Totonicapán and Quetzaltenango, the Civil Association Western Cooperation Studies (ECO) is working in 15 municipalities. And lastly, in Quiché, ECO is working in 11 municipalities.
These grants are divided into two main phases: design and implementation. Before initiating actions in the field, project cluster staff transferred knowledge to grantees on existing CSOs in each municipality and their institutional capacities. The grantees then circulated ‘expressions of interest’ requests where
Page 23 of 101 local CSOs formally state their desire to participate and receive technical assistance to implement advocacy plans and campaigns. Grantees disseminated information about participation by visiting existing CSOs and publicizing via radio announcements in four languages15 calling for expressions of interest.
Upon receiving the expressions of interest, the grantees held informative meetings for the CSOs to better explain the purpose and goals of the program. In total, 333 CSOs attended these informative meetings and the grantees chose 183 CSOs to continue the process (an average of four CSOs per municipality to account for possible attrition). In Q17, grantees will provide TA to assess needs and develop advocacy campaign plans.
Nexos Locales staff held TA sessions with three CSOs in Santa Lucia la Reforma, Totonicapán, to support their efforts in obtaining the mayor’s compliance with the legal requirement of providing rediciones de cuentas (quarterly financial reports) to the COMUDEs. The CSOs completed their stakeholder mapping this quarter and plan a session in July to bring additional stakeholders in behind their advocacy efforts.
Sub-Activity Y4 2.3.2. Establishment and Strengthening of Municipal Photo 12: Maria Pu Castro, vice president of the Chuwi Association in Santa Lucia la Reforma, Totonicapán, reviews documentation before submitting paperwork to the Women’s Commissions and municipality to be formally accredited in the COMUDE. Networks: In Q16, two seven- month grants were awarded to two organizations to establish municipal women’s commissions and networks in 12 municipalities16. In the department of Huehuetenango, the Association for the Cooperative and Integral Development of Huehuetenango (ACODIHUE) is working in five municipalities17. In the department of Quiché, the Barbara Ford Center for Peace (BFCP) is working in seven municipalities18. This quarter both grantees began mapping women’s organizations in each municipality, provided TA to the municipal women’s directorates (DMMs), and conducted an informal assembly of women to determine strategies for establishing the municipal women’s commissions and networks. In Q17, grantees will continue TA to establish municipal women’s commissions and networks in these 12 municipalities.
Concurrently, project cluster staff worked to provide TA in 16 municipalities19 to strengthen women’s commissions and networks where they already exist. Topics covered in technical assistance sessions
15 1) Ixil; 2) Mam; 3) K’iche’; and 4) Spanish. 16 Huehuetenango: 1) San Sebastián Huehuetenango; 2) Cuilco; 3) La Democracia; 4) Jacaltenango; 5) La Libertad; Quiche: 6) Sacapulas; 7) Cunen; 8) Uspantán; 9) San Juan Cotzal; 10) San Gaspar Chajul; 11) Zacualpa; and 12) Chichicastenango. 17 1) San Sebastián Huehuetenango; 2) Cuilco; 3) La Democracia; 4) Jacaltenango; and 5) La Libertad. 18 1) Sacapulas; 2) Cunen; 3) Uspantán; 4) San Juan Cotzal; 5) Chajul; 6) Santo Tomas Chichicastenango; and 7) Zacualpa. 19 Huehuetenango: 1) Chiantla; 2) Todos Santos Cuchumatán; 3) San Antonio Huista; 4) Concepción Huista; 5) Barillas; Quiche: 6) Santa María Nebaj; Quetzaltenango: 7) Concepción Chiquirichapa; 8) San Juan Ostuncalco;
Page 24 of 101 included: 1) Municipal development council (COMUDE) accreditation; 2) Reorganization of commissions; and 3) Mapping additional women’s groups to form part of the commission. TA will continue in Q17.
Photo 13: Female Leaders met in Concepcion Chiquirichapa, Quetzaltenango to choose a new Women's Commission Director's Board.
Two municipalities new under project coverage this year, Santa Cruz del Quiché and San Andres Sajcabajá, both located in the department of Quiché, requested support through the DMM to strengthen the municipal women’s commissions. Cluster staff provided TA in both municipalities to develop a constitution and reorganize the commission. TA to these municipalities will continue in Q17 in an ad- hoc manner.
Sub-Activity Y4 2.3.3.- Assessment of CSOs in the New Municipalities: In Q16, three sub-grants were awarded (as a component of Sub-Activity Y4 2.3.1.) to develop the assessments of CSOs in the 15 new municipalities. This quarter grantees began data collection and will complete these assessments in Q17.
Activity 2.4—Support CSOs to implement social accountability mechanisms
Sub-Activity Y4 2.4.1. TA for Social Accountability Tools (Citizen Charter): In Q16, project technical staff presented the citizen charter in four municipalities. In Barillas, Huehuetenango, the mayor and his council demonstrated interest in pursuing a citizen charter on water service provision and the charter development process will begin in Q17. In Malacatancito, Huehuetenango, the development of a citizen charter on water service provision began by forming a committee comprised of CSO representatives, the mayor and his council, and the coordinators of the public services offices. In Q17, this committee will conduct an analysis of water users’ perception of the service. In San Marcos, San Marcos, a citizen
Totonicapán: 9) Santa Lucia la Reforma; San Marcos: 10) San José el Rodeo; 11) San Rafael Pie de la Cuesta; 12) San Pablo; 13) Sibinal; 14) San Miguel Ixtahuacán; 15) San Lorenzo; and 16) Tajumulco.
Page 25 of 101 charter on water service provision is also in the development stages and in Q17 an initial internal evaluation of the administration and efficiency of the service provision will be conducted. Lastly, in Concepcion Chiquirichapa, Quetzaltenango, the mayor and his council are enthusiastic about developing a citizen charter but have yet to finalize which service provision will pilot the process.
In Q15, the project reported on advances with the citizen charter on the organization of a community marketplace in Ilom, Chajul, Quiché. This quarter, several working meetings were conducted Photo 14: Municipal Authorities express interest in developing a Citizen Charter but no significant advances were made after several working meetings in Concepcion Chiquirichapa, Quetzaltenango. towards finalizing the charter due to political alliance fracturing and opposition pressures as the mayoral elections near. In Q17 the project will determine the viability of continuing technical support to this process.
Community Scorecards – This quarter a community scorecard evaluation of the citizen charter in San Miguel Ixtahuacán, San Marcos was completed by the municipal water and sanitation office (OMAS) and the mayor. Due to increasing social conflict around the topic of water, civil society did not participate in the community scorecard. The evaluation found that the municipality continues to uphold its’ responsibilities in chlorinating and improving water service provision however the charter is due for updates to reflect the social conflict connected to water meters.
Activity 2.5—Provide technical assistance to the COCODEs through grants to CSOs.
Sub-activity Y4 2.5.1. Needs Assessment of COCODEs in the New Municipalities: In Q16, project technical staff developed the plan for technical assistance to COCODEs for Year 5, with topics to be covered including: 1) COCODE accreditation to the COMUDE; 2) Conformation of second-level COCODEs; 3) Municipal Budgets; 4) Municipal Tax Law; and 5) Electronic Transparency tools and public expenditure presentations.
Activity 2.6. Implement a strategy to strengthen youth participation in municipal decision- making.
Although Youth is a cross-cutting theme rather than an individual program result, Nexos Locales is implementing specific activities related to the USAID-approved Youth Strategy, developed by the Iris Group, Inc. The project develops youth leadership to address the most urgent needs of youth (target group ages 15-29 years) in the Western Highlands through the following three objectives:
Objective 1: To increase the participation of youth (ages 15-29 years) in municipal level decision making within project municipalities Objective 2: To increase social and economic development projects led by and benefitting youth within the 44 target municipalities
Page 26 of 101 Objective 3: To create a cohesive youth network in the Western Highlands that is able to influence national level political and economic policies affecting youth
Sub-activity Y4 2.6.1- Strengthening and establishing municipal youth offices: In Q16 an eight-month grant was awarded to Barbara Ford Center for Peace (BFCP) to strengthen and establish municipal youth offices (OMJs) in 20 municipalities20. In the 17 municipalities with existing OMJs, BFCP assessed if the offices have function manuals and strategic plans. The grantee began TA in 14 municipalities21 to support the OMJs, based on the findings of the initial assessments. In the three municipalities that do not yet have an established OMJ, BFCP presented formal proposals to the mayors and their councils with support from the Youth Managers of Change Network (RJGC, Red de Jóvenes Gestores de Cambio). In preparation for the presentation of those proposals, BFCP conducted a two-day conference for 18 youth leaders of the RJGC on the process of establishing OMJs. Benefits were two-fold: supporting the professional development and growth of the RJGC leaders and presenting the proposals for OMJs with young people as key actors. In Q17, the grantee will continue advocating for the establishment of these three OMJs.
Photo 15: Conference for RJGC youth leaders at Barbara Ford Center for Peace.
Sub-activity Y4 2.6.2. – Formation of youth commissions or networks under the COMUDEs: In Q16, project cluster staff conducted an informal evaluation of existing youth organizations in 28 municipalities. The evaluations found that there are few existing youth organizations in these municipalities, however in the cases of Chiantla, Huehuetenango and Concepcion Chiquirichapa, Quetzaltenango, there are several highly active youth organizations. In Nuevo Progreso and San Pablo, San Marcos, the youth commissions were accredited in the COMUDE with project support. In Q17, cluster staff will continue technical assistance to the identified youth organizations.
20 Municipalities that will receive TA for OMJ strengthening are: Huehuetenango: 1) La Democracia; 2) Concepción Huista; 3) Barillas; Quiche: 4) Sacapulas; 5) Uspantán; 6) Santa María Nebaj; 7) Cunen; 8) San Juan Cotzal; 9) San Gaspar Chajul; 10) Zacualpa; Quetzaltenango: 11) San Juan Ostuncalco; San Marcos: 12) San Lorenzo; 13) Nuevo Progreso; 14) San Pablo; 15) Sibinal; 16) Tajumulco; 17) San José el Rodeo. Municipalities that will receive TA for OMJ establishment are: Huehuetenango: 18) La Libertad; 19) San Antonio Huista; and 20) Jacaltenango. 21 Huehuetenango: 1) La Democracia; 2) Concepción Huista; 3) Barillas; 4) Jacaltenango; 5) La Libertad; 6) San Antonio Huista; Quiche: 7) Sacapulas; 8) Nebaj; 9) Uspantán; 10) Chajul; San Marcos: 11) San Lorenzo; 12) San Pablo; 13) Sibinal; and 14) San José del Rodeo.
Page 27 of 101 Sub-activity Y4 2.6.3. – Rapid Assessment of Youth Organizations in the 15 New Municipalities: In Q16, project cluster staff completed the rapid assessments of the youth organizations in the 15 new municipalities. Data collection included gathering perspectives through three key interviews. One interview was conducted with an authority in the municipality to gain a perspective on the interest level of decision-makers and to better understand past investments in youth-related initiatives. The second interview was conducted with youth groups and other organizations that work with youth in the municipality. Lastly, collective interviews with focus groups of youth identified their opinions on what young people perceive as prioritized needs and how the municipality has addressed those needs in the past. These rapid assessments will be used to guide project interventions with youth in the 15 new municipalities in Year 5.
NEXT STEPS During the next quarter Nexos Locales’ principal activities for this Result will include:
Ongoing TA in the four municipalities initiating citizen charters. TA to CSOs to develop advocacy campaign plans. Completion of the assessments of CSOs in the 15 new municipalities.
RESULT 3: INCREASED QUALITY OF POTABLE WATER IN 44 MUNICIPALITIES.
Background: The health, economic, and social consequences of water deficits in both quantity and quality for all users and for the environment are enormous. As a result, U.S. foreign assistance prioritizes assisting communities in tangible and substantive ways related to water. Nexos Locales, in line with Feed the Future and global health initiatives, supports municipalities to increase the quality of potable water in 44 prioritized municipalities. Through these actions, Nexos Locales is contributing to the improvement of nutrition and health indicators in the Western Highlands. Additionally, the close relationship between water resource management and good governance practices provides a space for Nexos Locales to strengthen the capacity of water authorities and related institutions not only in delivering potable water, but doing so in a transparent fashion.
Nexos Locales’ approach to achieving this result focuses on increasing access to safe water, particularly for the most disadvantaged populations, by strengthening service providers’ capacity. Activities under this result are helping municipalities to assess risks, devise plans, and take actions that improve service coverage and reduce hydrological risks. By improving municipal provision of water services, citizens’ confidence in their municipal authorities will increase, as will citizens’ socioeconomic well-being.
KEY ACTIVITIES IMPLEMENTED IN THE 16th QUARTER 22 municipalities22 developed radio spot publicity plans which include no-cost methods of disseminating project-produced water messages explaining the importance of chlorinated water and payment of water service fees (Sub-Activity Y4 3.2.3). 26 municipalities23 received technical assistance on chlorination application, OMAS function manuals, water quality monitoring plans, and municipal regulation on water service provision to strengthen municipal water and sanitation offices (Sub-Activity Y4 3.2.1).
22 Huehuetenango: 1) Cuilco; 2) Todos Santos Cuchumatán; 3) San Miguel Acatan; 4) San Sebastián Coatan; 5) Barillas; 6) San Juan Atitán; 7) San Miguel Ixtahuacán; 8) La Libertad; 9) Jacaltenango; 10) San Antonio Huista; 11) San Pedro Necta; Quiché: 12) Santo Tomas Chichicastenango; 13) Zacualpa; 14) San Andrés Sajcabajá; 15) San Bartolomé Jocotenango; 16) Santa Cruz del Quiche; 17) Nebaj; 18) Cunen; 19) San Juan Cotzal; 20) Sacapulas; 21) Chajul; and 22) Uspantán.
Page 28 of 101 ACTIVITIES/WORK PROGRESS Below are brief descriptions of specific activities implemented during the sixteenth quarter under Result 3.
Activity 3.1—Map water sector stakeholders.
Sub-Activity Y4 3.1.1. Mapping of Water Sector Stakeholders in the 15 New Municipalities: In Q16, Nexos Locales completed data collection for water mapping and diagnostics in 1024 of the 15 new municipalities. In April, the project contracted six long-term technical assistance (LTTA) regional water technicians to implement Result 3 activities, each responsible for six to seven municipalities. These technicians collected data, building off the initial research gathered by outreach staff in Q15. The diagnostics will contain a detailed analysis of the institutional situation, water system and service provision of the urban municipal water systems in each municipality. In Q17, the diagnostics will be completed and available to the public on the project website.
Photo 16: Initial Data Collection for water diagnostics in San Marcos, San Marcos.
The development of the water diagnostics presented the project with two challenges. First, department capitals, such as San Marcos, Huehuetenango and Totonicapán, require a greater time investment due to greater population sizes and larger water provision systems, therefore the data collection and
23 Huehuetenango: 1) Barillas; 2) La Libertad; 3) Cuilco; 4) La Democracia; 5) Jacaltenango; 6) San Antonio Huista; 7) 8) Concepción Huista; 9) San Sebastián Huehuetenango; 10) Todos Santos Cuchumatán; Quiche: 11) Uspantán; 12) Sacapulas; 13) Cunen; 14) San Juan Cotzal; 15) Chajul; Nebaj; 16) San Bartolomé Jocotenango; 17) Chichicastenango; 18) Zacualpa; San Marcos: 19) Nuevo Progreso; 20) San Rafael Pie de la Cuesta; 21) San Pablo; 22) San José el Rodeo; 23) San Lorenzo; 24) San Miguel Ixtahuacán; 25) Sibinal; and Quetzaltenango: 26) Concepción Chiquirichapa. 24 Excluding San Juan Atitán, Huehuetenango and San Bartolomé Jocotenango, Quiché.
Page 29 of 101 diagnostics in those municipalities are to be completed in Q17. Second, initial data collection found that the project will need to work adjust its approach in two of the new municipalities. In the case of San Juan Atitán, municipal water service provision is managed strictly by a community water committee and the municipality is all but prohibited from being involved in the service. Towards the goal of possibly convincing decision- makers in this municipality of the value of an OMAS, Nexos Locales will offer participation of municipal and water committee staff and members to participate in the Year 5 sensitization workshop and study tour. In San Bartolome Jocotenango, an OMAS has been established, but all water service provision is managed by 30 separate water committees independent from the municipality. Since the municipality’s role is only one of technical assistance to these committees, the staff of this OMAS will receive only the TA it requests from the project.
Activity 3.2—Provide technical assistance to municipalities to improve water service delivery.
Sub-Activity Y4 3.2.1 Establishment and Strengthening of OMAs: In Q16, six LTTA regional water technicians provided TA to 26 25 municipalities to strengthen Photo 17: Nexos Locales water technician existing OMAS and to advocate for monitors chlorination system with a 'fontanero' the establishment of OMAS. While from Todos Santos Cuchumatanes, TA was individualized based on Huehuetenango. needs, common topics included: 1) Parameters of proper chlorination for compliance with the Guatemalan Norms Commission (CONGUANOR) on water; 2) Developing an OMAS functions manual; 3) Developing a water quality monitoring plan; and 4) Developing a municipal regulation on water service provision. TA will continue in Q17.
Sub-Activity Y4 3.2.2. Implementation of Strategic Investment Plans: In Q16, six LTTA regional water technicians collaborated with municipal officials from 28 municipalities to identify and prioritize strategic approaches needed to implement actions in their investment plans this year. In Sacapulas, Quiché, project staff supported the OMAS as they reforested the area around one of the principal natural springs that provides water to citizens. The municipal nursery provided the 100 mahogany trees used and the effort stemmed from the Municipal Strategic Investment in Water Plan, Photo 18: Reforestation of land surrounding a natural spring in developed with project inputs in Year 3. TA across the 28 municipalities Sacapulas, Quiche. will continue in Q17.
25 Huehuetenango: 1) Barillas; 2) La Libertad; 3) Cuilco; 4) La Democracia; 5) Jacaltenango; 6) San Antonio Huista; 7) 8) Concepción Huista; 9) San Sebastián Huehuetenango; 10) Todos Santos Cuchumatán; Quiche: 11) Uspantán; 12) Sacapulas; 13) Cunen; 14) San Juan Cotzal; 15) Chajul; Nebaj; 16) San Bartolomé Jocotenango; 17) Chichicastenango; 18) Zacualpa; San Marcos: 19) Nuevo Progreso; 20) San Rafael Pie de la Cuesta; 21) San Pablo; 22) San José el Rodeo; 23) San Lorenzo; 24) San Miguel Ixtahuacán; 25) Sibinal; and Quetzaltenango: 26) Concepción Chiquirichapa.
Page 30 of 101
Sub-Activity Y4 3.2.3. Further Disseminate Water Messages: This quarter, the project capitalized on its investment in radio messaging by fusing actions in Sub-Activity Y4 1.2.3. with water messages. Regional water technicians presented the water messages developed in Year 2 at four workshops to an audience of municipal communications specialists. As mentioned in Result 1, the municipal communications specialists developed zero-to-low-cost publicity plans to maximize listenership of project-produced radio messages promoting water chlorination and citizen solvency of water service fees. Overall, communications specialists from 22 municipalities26 participated in the water messaging component of the workshops and included water messages in their municipal publicity plans. TA will continue in 43 municipalities in Q17 and the project will report on advances of municipal publicity plan implementation.
Sub-Activity Y4 3.2.4. Development of strategic investment plans for the 15 new municipalities: Per the Year 4 Work Plan, this activity was scheduled to begin in Q16 in the 15 new municipalities, however, due to the canceled procurement on water explained in Q15, this sub-activity is delayed and will begin in Q17.
Activity 3.3—Assist municipalities with the development of watershed management and protection plans and train them on plan implementation.
Sub-Activity 3.3.1. Implementation of Watershed Management Plan: In Q16, the Sb’aq Choj’ watershed management inter- municipal commission convened for six working sessions and developed its annual operation plan (POA) with support from Nexos Locales. The POA contains actions from the watershed management plan that will be completed in the duration of 2018 to maximize protection efforts in the Photo 19: The Sb'aq Choj' watershed management inter-municipal watershed. commission finalized actions to be completed in 2018.
NEXT STEPS During the next quarter Nexos Locales’ principal activities for this Result will include:
Completion and publication of 13 municipal water diagnostics. Technical assistance to strengthen and establish OMAS, disseminate water messages, and implement strategic water investment plans. Development of the strategic water investment plans in the 15 new municipalities.
26 Huehuetenango: 1) Cuilco; 2) Todos Santos Cuchumatán; 3) San Miguel Acatan; 4) San Sebastián Coatan; 5) Barillas; 6) San Juan Atitán; 7) San Miguel Ixtahuacán; 8) La Libertad; 9) Jacaltenango; 10) San Antonio Huista; 11) San Pedro Necta; Quiché: 12) Santo Tomas Chichicastenango; 13) Zacualpa; 14) San Andrés Sajcabajá; 15) San Bartolomé Jocotenango; 16) Santa Cruz del Quiche; 17) Nebaj; 18) Cunen; 19) San Juan Cotzal; 20) Sacapulas; 21) Chajul; and 22) Uspantán.
Page 31 of 101 RESULT 4: 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 SEPREM at the national and departmental level, as well as with the DMMs (formally municipal women’s offices –OMMs-), SESAN (at all levels), and the Ministry of Health to advance municipal policies and programs that address food security. The local economic development councils are primary partners toward economic development. Integration of both areas occurs through collaboration with mayors, their municipal councils, and USAID partners.
In Year 1, Nexos Locales conducted rapid assessments on the OMMs and food security and nutrition (SAN) Situation Rooms and undertook an in-depth assessment of local economic development and food security needs across all project municipalities, resulting in a comprehensive report on local economic development and food security for each of the original 29 municipalities. In Year 2, Local Economic Development (LED) plans were developed for all municipalities, and a comprehensive series of training and technical assistance was provided to all OMM coordinators. Year 3 saw the implementation of the LED plans in 15 municipalities and the establishment and strengthening of the municipal Commissions for Economic Development, Tourism, Environment and Natural Resources (COFETARNs) in all 29 original municipalities. Additionally, in Year 3 the project supported the transition of OMMs to Municipal Women Directorates (DMMs) in all 29 municipalities.
KEY ACTIVITIES IMPLEMENTED IN THE 16TH QUARTER Grantee, Guatemalan Women’s Rights Collective (CODEFEM), conducted four regional, 1.5-day workshops and a final leadership forum for DMM directors and representatives from the municipal women’s commissions in 43 municipalities (Sub-activityY4 4.1.3). Project technical staff collaborated with SESAN through four working sessions to elaborate the national guide for food security situation rooms (Activity Y4 4.2).
ACTIVITIES/WORK PROGRESS Below are brief descriptions of specific activities implemented during the sixteenth quarter for Result 4.
Activity 4.1—Build the capacity of the Municipal Women’s Office to support the design and implementation of municipal plans to address food security and nutrition.
Sub-Activity Y4 4.1.1. Training for DMMs in Formulation of Social and Food Security Proposals: This sub-activity was completed in Q15.
Sub-Activity Y4 4.1.2. Follow-on TA for DMMs: In Q16, cluster staff and LED/CC (Local Economic Development/Climate Change) technicians Photo 20: TA with the coordinator of the DMM in San Miguel continued TA to DMMs in 43 municipalities. Topics Acatán, Huehuetenango to develop a food security project proposal. Page 32 of 101 covered included: support reviewing DMM diagnostic plans, and advocacy assistance for city council approval of the DMM manual. TA also included follow-on support for developing social and food security project proposals with subsequent approval and submission to the National Public Investment System (SNIP). Fifteen municipalities27 have identified their project and are now in the process of formulating proposals. In Tacaná, San Marcos the DMM completed project formulation and is now applying for a National Public Investment System (SNIP) code. The remaining 27 municipalities will identify possible projects to formulate in Q17. Project ideas include egg-laying hens, small gardens, improved wood burning stoves, yarn for weaving, and in Q17 the project will provide a clear list of SNIP codes and projects officially proposed.
Sub-Activity Y4 4.1.3. Strengthen DMM Leadership Capacity: In Q16, the project awarded a 2-month grant to the Guatemalan Women’s Rights Collective (CODEFEM) to conduct four regional, 1.5-day workshops and a final leadership forum for DMM directors and representatives from the municipal women’s commissions in 43 municipalities. The first day of the workshops focused on general aspects that impact female leaders, such as: collective female identity, women’s rights, leadership under the Mayan Cosmovision, and analyses of both indigenous and gender inequality. On the second day, participants reviewed the National Policy on the Integral Promotion and Development of Women (PNPDIM) and the Equality of Opportunities Plan (PEO) linking key components to the Budgetary Classifier with a Gender Focus to see how the municipal budgets reflect an investment in the development of women. The last component of the workshops challenged participants to advocate for increased municipal investment in favor of women in their own municipalities. Seventy women participated in the workshops.
Photo 21: Participants in the Sharing Good Practices for the Advancement and Wellness of Women" Forum in Huehuetenango, Huehuetenango.
On June 27, 2018, CODEFEM conducted a Forum in Huehuetenango titled ‘Sharing Good Practices for the Advancement and Wellness of Women’. The keynote panel was titled ‘Participation, Organization, Advocacy and Leadership of Women: Advances and challenges ". Speakers at the forum included:
1. Onelia Pérez, Leader of the Women's Committee, Caserío Sacchumbá, Tectitán, Huehuetenango;
27 Huehuetenango: 1) San Ildefonso Ixtahuacán; 2) Cuilco; 3) Todos Santos Cuchumatán; 4) Barillas; San Marcos: 5) San Miguel Ixtahuacán; Quiché: 6) Santa María Nebaj; 7) San Juan Cotzal; 8) Chajul; 9) Cunen; 10) Uspantán; 11) Sacapulas; 12) San Bartolomé Jocotenango; 13) San Andrés Sajcabajá; 14) Zacualpa; and 15) Chichicastenango.
Page 33 of 101 2. María Guadalupe García, Leader of the Mama Maquin Organization, Cobán, Alta Verapáz; 3. Zandra Castillo, Mayor of La Libertad, Huehuetenango; and 4. Dora Maria Coc, Director of Public Policies of SEPREM.
In total, 39 women attended the forum.
Sub-Activity Y4 4.1.4. Rapid Assessment of the DMMs in new municipalities: This sub-activity was completed in Q15.
Activity 4.2—Coordinate with municipalities to establish and operate food security situation rooms
Nexos Locales collaborated with the National Secretariat of Food Security and Nutrition (SESAN) under this activity in Years 1 and 2 by training Municipal Commission for Food Security and Nutrition (COMUSAN) members in operation of the situation rooms. After a year-long abeyance in implementation, the project is pleased to report its renewed collaboration with SESAN. In Q16, project technical staff collaborated with SESAN through four working sessions to elaborate the national guide for food security situation rooms representing a significant advancement following a year of suspension. This guide included technical contributions from Nexos Locales, SESAN, Biodiversity28 and the Food and Agriculture Organization (FAO) on how to use the situation rooms to analyze food security at the municipal- level. In Q17, the guide will be approved by the four contributing entities and then Nexos Locales will define its responsibilities to develop food security situation rooms in the municipalities Photo 22: Working session with SESAN, Nexos Locales and other under project coverage. key institutions to develop the guide for food security situation rooms. Activity 4.3—Help municipalities develop LED plans.
In Q15, the Planning and Programming Presidential Secretariat (SEGEPLAN) requested Nexos Locales to integrate its development and implementation of local economic development (LED) plans into its current processes of Municipal Land Use Planning, which is called PDM-POT (Proceso de Actualizacion y Alineamiento de Planes Municipales de Desarollo a Plan de Ordenamiento Territorial). As such, during the quarter Nexos Locales altered its approach to this activity, along with the Result 5, Activity 5.2 and Sub- activity 5.3.129. This revised approach will involve working closely with SEGEPLAN, the United Nations Development Program’s (UNDP), Conjunto program, and relevant municipalities to develop LED and climate change adaptation plans in 11 project municipalities30 (in four of which SEGEPLAN is currently updating the PDM-POT plans). These plans no longer take the form of individual reports but rather are
28 Biodiversity is a project based out of Costa Rica. 29 See Nexos Locales Work Plan Action Memo #192 for more detail. 30 Huehuetenango: 1) San Idelfonso Ixtahuacán; 2) Jacaltenango Quiche: 3) Nebaj; 4) Cotzal; 5) Chajul; 6) Sacapulas; 7) Santa Cruz del Quiche; Totonicapán: 8) Totonicapán; Quetzaltenango: 9) San Juan Ostuncalco; San Marcos: 10) Comitancillo; and 11) San Lorenzo.
Page 34 of 101 integrated into the relevant sections of the PDM-POT plans produced by SEGEPLAN. The project will be developing the LED and climate change adaptation segments in the 11 remaining new municipalities31. SEGEPLAN has targeted November of 2018 for completion of the new plans.
Sub-Activity Y4 4.3.1. Implementation of LED Plans and Policies: In Q16, the project contracted six LTTA LED/CC technicians who work in coordination with the three LED/CC LTTA regional technical experts in each of the projects’ three regional clusters. New technicians were brought up to speed on municipal progress of the implementation of the 29 plans developed in Years 2 and 3. LED/CC technicians conducted working meetings with the Commissions for Economic Development, Tourism, Environment, and Natural Resources (COFETARNs) in 28 municipalities (the original project municipalities, excluding Santa Lucia la Reforma) to plan for the implementation of the LED plans. In seven municipalities,32 the LED plans will be restructured to align with the structure of SEGEPLAN’s PDM-POT segment on local economic development. TA will continue in Q17.
Sub-Activity Y4 4.3.2. STTA in Public-Private Partnerships: In Q16, a local consultant continued advancing on public-private partnerships (PPPs) in: 1) Sacapulas, Quiché; 2) Uspantán, Quiché; and 3) Jacaltenango, Huehuetenango. "Advancing" refers to continued progress in evaluating PPP prospects, discussing PPP potential with municipal and private sector actors, and finalizing details in the PPP agreement under development. The PPP process was initiated in Chichicastenango, Quiché during this reporting period. Notable advances in PPP development occurred in Uspantán, where the official agreement on potato production was finalized and is soon to be signed in Q17. In Chichicastenango, the consultant began evaluation of the potential for developing a PPP on tourism in the Ixil region. In the next quarter the consultant will continue pursuing PPP development in Sacapulas, Jacaltenango and Chichicastenango.
Sub-Activity Y4 4.3.3. Assessment of municipal LED needs and development of LED Plans in new municipalities: This quarter, project staff began setting conditions for the establishment of COFETARNs in the 15 new municipalities. This required LED/CC technicians to map potential COFETARN actors in each municipality and present to local leaders the benefits of the COFETARN in fostering sustainable local economic development. In Q17, the project will provide TA for commission formation, accreditation in the COMUDE and the development of the commissions’ function manual. The project will then complete the elaboration of Photo 23: Key institutional actors meet in San Juan Atitan, the LED needs diagnostics using the ELSA (Food Huehuetenango to discuss the development of a COFETARN Security and Local Economy) database. Rather than and LED diagnostic. produce final diagnostic reports, the diagnostic
31 Huehuetenango: 1) Huehuetenango; 2) San Pedro Necta; 3) San Juan Atitán; 4) Malacatancito; 5) San Sebastián Coatan; 6) San Miguel Acatan; Quiché: 7) San Andrés Sajcabajá; 8) San Bartolomé Jocotenango; San Marcos: 9) San Marcos; 10) Tacana; and 11) Concepción Tutuapa. 32 Huehuetenango: 1) Jacaltenango; Quiché: 2) Nebaj; 3) San Juan Cotzal; 4) San Gaspar Chajul; 5) Sacapulas; Quetzaltenango: 6) San Juan Ostuncalco; and San Marcos: 7) San Lorenzo.
Page 35 of 101 results will appear in the sections of each municipality’s segmented PDM-POT LED/CC plan (or solely as segments in the case of 11 municipalities33).
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, efforts under this Activity will be fully integrated under Activity 4.3. in TA for implementation of LED plans throughout the remainder of the LOP.
NEXT STEPS During the next quarter Nexos Locales’ principal activities for this Result will include:
The development of the LED diagnostic results, to appear in the LED/CC segments of the PDM- POT in the 15 new municipalities. TA to implement the steps in the LED plans in 21 municipalities. Ongoing TA to DMMs for the formulation of food security project proposals.
RESULT 5: MUNICIPAL PLANS ESTABLISHED TO REDUCE CLIMATE CHANGE VULNERABILITY AND TECHNICAL ASSISTANCE PROVIDED FOR IMPLEMENTATION OF PLANS.
Background: Nexos Locales is employing an awareness-capacity-action framework to reduce climate change vulnerability. At the municipal level, Nexos Locales: 1) builds municipalities’ knowledge of climate stressors and of adaptation measures (awareness); 2) improves municipalities’ ability to select and prioritize adaptation measures, mobilize resources—own-source revenues, donor, national, or otherwise—to implement adaptation measures, and manage disaster risk (capacity); and 3) helps municipalities develop and implement adaptation plans—whether standalone or integrated into municipal development plans (action). At the community level, Nexos Locales: 1) improves citizen knowledge of climate stressors (awareness); and 2) increases community groups’ ability to contribute in a collaborative fashion to municipal planning processes on the topic of climate change (capacity). Because there is a direct and significant link between this result and Result 4, Result 5 activities support, either directly or indirectly, the achievement of Result 4.
New to the Year 4 work plan is the integration of Result 5 activities into those of Result 4. Given that close inter-dependency between climate change adaptation and economic development, all Result 5 activities will now be implemented under Result 4 contracting mechanisms and supervision.
KEY ACTIVITIES IMPLEMENTED IN THE 16th QUARTER Barillas, Huehuetenango and Santa Maria Nebaj, Quiché took actions to implement their climate change adaptation plans by executing environmental awareness campaigns for youth (Sub-activity Y4 5.3.1).
33 Huehuetenango: 1) Huehuetenango; 2) San Pedro Necta; 3) San Juan Atitán; 4) Malacatancito; 5) San Sebastián Coatan; 6) San Miguel Acatan; Quiché: 7) San Andrés Sajcabajá; 8) San Bartolomé Jocotenango; San Marcos: 9) San Marcos; 10) Tacana; and 11) Concepción Tutuapa.
Page 36 of 101 COFETARNs established in the 15 new municipalities under project coverage (Sub-activity Y4 4.3.3. and Y4 5.2).
ACTIVITIES/WORK PROGRESS
Below are brief descriptions of specific activities implemented during the sixteenth quarter for Result 5.
Activity 5.1—Improve municipalities’ awareness of climate stressors and of adaptation measures.
This activity was completed in Years 2 and 3, through the development of the instructive booklet entitled: “Afrontando el Cambio Climatico en el Altiplano occidental de Guatemala”. This booklet will continue to be used throughout the existing life of project (LOP) for new trainings in the 15 new municipalities as well as for re-enforcement as necessary with the original 29 municipalities.
Activity 5.2—Build the capacity of municipalities to assess vulnerabilities to climate change, prioritize climate change adaptation measures, mobilize resources, and respond to emergencies.
This activity was completed in Years 2 and 3 for the 29 original municipalities, as a separate activity. For the 15 new municipalities, this activity has been integrated into Sub-activity Y4 4.3.3 Assessment of municipal LED needs and development of LED Plans in new municipalities. That is, part of developing the Plans for Adaptation to Climate Change (a section now integrated into the LED plans) involves instruction on Climate Change Threats and prioritizing these threats for each municipality. As mentioned under Y4 4.3., this activity contributes to the development of PDM-POTs in the new municipalities and will be completed in Y5.
In Q16, six LTTA LED/CC technicians supported the process for establishing COFETARNs in all 15 new municipalities. The COFETARNs are an essential component to developing the adaptation to climate change plan segments. In Q17, project staff will conduct TA on climate change threats and prioritizing these threats to integrate into the segments in Y5.
Activity 5.3—Assist municipalities with developing and implementing adaptation plans and joint watershed management plans aimed at reducing vulnerability to hydro-meteorological events.
Sub-Activity Y4 5.3.1. Implementation of Adaptation Plans: In Q16, the project hired six LTTA LED/CC technicians to support municipalities in Result 4 and 5. New technicians were brought up to speed on municipal progress of the implementation of the 28 climate change Photo 24: In San Juan Ostuncalco, Quetzaltenango, the COFETARN identified high-risk zones in a TA session on climate change vulnerability.
Page 37 of 101 adaptation plans developed in Years 2 and 3. Ten municipalities34 reviewed their climate change adaptation plans and determined what actions will be implemented in Q17. Two municipalities35 completed one action in their climate change adaptation plans. Firstly, in Barillas, Huehuetenango, 200 high school students from four establishments attended a fair where five governmental and nongovernmental entities presented on environmental pollution. The COFETARN coordinated this event to increase awareness in the municipality on climate change while also providing a valuable learning experience for the commission on plan implementation better positioning the commission for future high-level activities. Secondly, in Santa Maria Nebaj, Quiché the first phase of an environmental awareness campaign in the climate change adaptation plan ‘The Earth, our Planet; Nebaj my Home’ targeting middle school and high school students, included a fair with participation from four schools. Additionally two other municipalities took actions to improve their ability to adapt to climate change. In San Juan Ostuncalco, Quetzaltenango, the COFETARN identified high-risk zones that are vulnerable to natural disasters related to climate change. Secondly, the COFETARN in Santa Cruz del Quiché, Quiché, planted Napier Grass around the Pachitac municipal swimming pool as a means of soil conservation. Thirteen other COFETARNs received technical assistance to strengthen their ability to address the unique economic and environmental needs in their municipalities. Nexos Locales will continue to empower local authorities to reduce local vulnerabilities such as natural disasters. In Q17, all 28 municipalities will continue to implement their adaptation to climate change plans.
Activity 5.4—Build citizen knowledge of climate stressors so they are better able to participate in municipal planning.
Sub-Activity Y4 5.4.1. Evaluation of knowledge levels of climate change stressors and adaptation measures in new municipalities: This sub-activity was completed in Q15.
NEXT STEPS During the next quarter Nexos Locales’ principal activities for the Result will include:
The development of the climate change adaptation segments in the 15 municipalities. TA to implement actions in 28 municipalities to adapt to climate change.
34 Huehuetenango: 1) Jacaltenango; 2) Cuilco; 3) La Democracia; Quiché: 4) Uspantán; 5) Zacualpa; 6) Chajul; Quetzaltenango: 7) San Juan Ostuncalco; San Marcos: 8) Sibinal; 9) Tajumulco; and 10) San Lorenzo. 35 Huehuetenango: 1) Barillas; and Quiché: 2) Santa María Nebaj.
Page 38 of 101 RESULT 6: CAPACITY INCREASED FOR THE NATIONAL ASSOCIATION OF MUNICIPALITIES (ANAM) AND/OR THE GUATEMALAN ASSOCIATION OF INDIGENOUS MAYORS AND AUTHORITIES (AGAAI) TO SUPPORT MUNICIPAL DEVELOPMENT AND REPLICATE SUCCESSFUL MODELS NATIONWIDE, INCLUDING MUNICIPAL CRIME PREVENTION PLANS.
Background: Providing technical assistance to ANAM and/or AGAAI is critical to ensuring sustainability of municipal interventions and to build upon earlier USAID investments. A strong municipal association will be well positioned to continue supporting targeted municipalities and replicate successful models beyond the life of the project. The Nexos Locales approach to Result 6 involves 1) implementing interventions that address each association’s unique needs and development status, and 2) building upon the technical and financial assistance that the associations have received to date from a range of international donors, including USAID under the prior Local Governance Project.
KEY ACTIVITIES IMPLEMENTED IN THE 16TH QUARTER ANAM completed three regional Best Practices Workshops, which showcased six replicable solutions to local challenges to 123 municipal authorities across the Western Highlands. ANAM also pledged the institutionalization of best practices workshops by allocating ANAM funds to facilitate workshops annually (Sub-activity Y4 6.1.3). Through a project grant, ANAM commenced assessments of Municipal Human Resources Offices (OMRRHH) in the new municipalities and provided technical assistance to 22 municipalities to strengthen and/or create OMRRHHs (Sub-activities 6.1.5 and 6.1.6). Through AGAAI’s individualized technical assistance, 11 CAIs36 were officially created, of which seven are project municipalities (Sub-activity Y4 6.1.7). Consultants completed updates to INAP’s informatics platform, developed two online courses, and four certification courses (Activity that Contributes to all Six Results).
ACTIVITIES/WORK PROGRESS Below are brief descriptions of specific activities implemented during the sixteenth quarter for Result 6.
Activity 6.1—Deliver technical assistance and training to ANAM and AGAAI to improve their service provision and ability to advocate on the topics of crime prevention, food security, health, disaster risk reduction (DRR), and climate change vulnerability reduction.
Sub-Activity Y4 6.1.1. Implementation of the ANAM TA Plans: In Q16, two consultants developed the Resource Mobilization Strategy and the Internal and External Communications plans for ANAM. These plans were produced in close coordination with ANAM staff and serve to strengthen ANAM’s ability to
36 Huehuetenango: 1) San Juan Atitán; 2) San Juan Ixcoy; 3) Santa Bárbara; Quiche: 4) San Juan Cotzal; 5) San Andrés Sajcabajá; 6) Santa Cruz del Quiche; 7) San Pedro Jocopilas; San Marcos: 8) Tacaná; 9) San Miguel Ixtahuacán; Quetzaltenango: 10) Concepción Chiquirichapa; and 11) Olintepeque.
Page 39 of 101 operate as an effective institution. In Q17, a third consultant will complete the Accountability procedures with ANAM.
Sub-Activity Y4 6.1.2. Implementation of the AGAAI TA Plans: In Q16, three consultants completed three internal tools in conjunction with AGAAI: 1) Updated organizational statues; 2) Internal rules for the statutes; and, 3) a Manual for Monitoring and Evaluation of Programs. AGAAI is currently organizing plans for an extraordinary General Assembly meeting in Q17 where the statues and internal rules for the statues will be presented and voted on. The Monitoring and Evaluation Plan does not require a vote by the General Assembly but rather highlights gaps in AGAAI’s current monitoring methodology and offers clear indicators that demonstrate AGAAI’s results.
Sub-Activity Y4 6.1.3. Best Practices Workshops: In Q16, ANAM organized and facilitated three regional Best Practices Workshops showcasing six replicable best practices to municipal authorities across the Western Highlands. Workshops were conducted in: 1) Santa Cruz del Quiché, Quiché on June 11th with 39 participants; 2) Huehuetenango, Huehuetenango on June 12th with 44 participants; and, 3) San Marcos, San Marcos on June 13th with 40 participants.
The six best practices presented at the workshops were: 1) Increasing Own-Source Revenue Generation, San Rafael Pie de la Cuesta, San Marcos 2) Efficient Functioning of the Public Access to Information Unit, San Ildefonso Ixtahuacán, Huehuetenango 3) Strengthening the Technical and Financial Capacity of Artisan Women to Increase Revenue, San Andres Sajcabajá, Huehuetenango 4) Construction of a Nutritional Center, Chajul, Quiché 5) Municipal Public Policy to Prevent Violence and Delinquency, Villa Nueva, Guatemala 6) Virtual Library, Cotzal, Quiché
Nexos Locales recommended three best practices while ANAM contributed the final three. It is crucial to note that five of the six best practices correspond with municipalities under project coverage. The workshops were six hours each and municipal authorities presented each best practice, sharing their personal journey leading to the creation and implementation of the best practice. These peer-to-peer presentations foster a secure environment where participants can share the challenges they face in implementing new practices, while offering creative solutions to overcome those obstacles.
Photo 25: Scene from the ANAM Best Practices workshop in Santa Cruz del Quiche, Quiche.
With Nexos Locales technical support, ANAM will upload factsheets on each of the best practices on its website. The factsheets encourage municipalities to reach out to the best practice creators for
Page 40 of 101 assistance if said municipality is interested in replicating the practice. By creating these linkages, ANAM will extend the reach of Nexos Locales inputs by providing resources to municipalities at the national level at no additional cost to the project. In Q17, the project will coordinate with ANAM to follow-up with any municipalities interested in replicating a best practice.
Lastly, ANAM announced the institutionalization of this activity by allocating ANAM funds to facilitate the workshops annually. This institutionalization of the workshops will contribute significantly to the long-term sustainability of technical advisory services provided by Nexos Locales.
Sub-Activity Y4 6.1.4. Advocacy for Career Municipal Service: In Q16, the Municipal Career Service bill was newly revised by ANAM, incorporating feedback presented by Congressman Alvaro Arzú and Congresswoman Patricia Sandoval. Arzú and Sandoval accepted the modified bill but due to the congressional floor scheduling, presentation of the bill was delayed until Q17. ANAM is developing a Socialization and Public Engagement plan for the Municipal Career Service bill, which will be implemented at the department-level mayoral assemblies starting in Q17.
Sub-Activity Y4 6.1.5. TA for Establishment and Strengthening of Municipal Human Resources Offices: In Q16, the project awarded ANAM a grant for 16-months to establish and strengthen Municipal Human Resources Offices (OMRRHH). In Year 3, ANAM conducted a diagnostic of the OMRRHH in the municipalities under project coverage and found that eight37 out of the 29 municipalities had an established OMRRHH. ANAM has assigned six consultants to work specifically on this sub-activity, and in Q16, they visited 22 municipalities38 (of the 29 original project municipalities) to begin technical assistance, advocating for the strengthening of the eight offices already established and the creation of OMRRHH in the remaining municipalities.
Additionally, ANAM is developing the following ten resources as a component of this grant. These documents will be completed in Q17 to support technical assistance sessions and institutional strengthening of the OMRRHH in the 43 municipalities. The documents are:
1. Generic agreement for the creation of OMRRHH 2. OMRRHH Procedures Manual 3. Management Guide of Municipal Human Resources with a Focus on Gender and Social Inclusion 4. Guide for the Elaboration of the Annual Operative Plan and Budget of the OMRRHH 5. Generic Municipal Organization and Functions Manual 6. Generic Internal Regulation of Municipal Personnel 7. General Manual for the Description of Municipal Posts 8. Generic Manual for the Recruitment, Selection, Hiring and Orientation of Municipal Personnel, with a Gender Focus 9. General Manual for Classification of Positions and Salaries of Municipal Personnel 10. Generic Performance Evaluation Manual
Sub-Activity Y4 6.1.6. Assessment of Human Resource Office capacity in the new municipalities: In Q16, the project awarded ANAM a grant for 16-months (with Sub-Activity 6.1.5) to complete an assessment of the municipal human resource offices (OMRRHH) in the 15 new municipalities. ANAM’s two consultants
37 Huehuetenango: 1) Chiantla; 2) Cuilco; 3) La Libertad; 4) La Democracia; Quiché: 5) Cunen; 6) Chichicastenango; Quetzaltenango: 7) Concepción Chiquirichapa; 8) San Juan Ostuncalco. 38 The following six municipalities will be visited early in Q17: 1) Jacaltenango, Huehuetenango; 2) Sacapulas, Quiché; 3) Cunen, Quiché; 4) Chajul, Quiché; 5) Chichicastenango, Quiché; and 6) Zacualpa, Quiché.
Page 41 of 101 visited 1339 of the 15 municipalities to present themselves and begin to collect data for the assessments. In Q17, ANAM will complete the assessments of OMRRHH in the new municipalities.
Sub-Activity Y4 6.1.7. Strengthening Indigenous Authorities: In Q16, a ten- month grant was awarded to AGAAI to implement actions to form and strengthen Indigenous Councils (CAI, for its acronym in Spanish) in 20 municipalities40. In Year 3, the project supported the conformation of five CAIs41. This quarter, AGAAI began developing an individualized technical assistance plan for each municipality, outlining CAI organization and accreditation as participants of the Photo 26: Conformation of CAI in San Juan Atitán, Huehuetenango. municipal development councils (COMUDE). After this TA, 11 CAIs42 were officially created. Currently, none of the twenty CAIs are formally accredited to participate and vote in the COMUDE; an area where AGAAI will focus much of its technical assistance for the duration of the grant’s lifespan. AGAAI completed the first TA session in each of the 20 municipalities and will continue in Q17 with three more TA sessions.
Support to Online Training Course Development through INAP: In Q14, the project provided four consultants to expand existing informatics platforms and develop training programs that can be conducted online. In Q15, two consultants completed improvements to the platform that allow for increased document storage and videoconferencing. Additionally, two online courses debuted on Municipal Government Management and Public Services through Municipal Governments.
In this quarter, the remaining two consultants completed and launched four certifications on 1) Municipal Government and Transparency; 2) Integrated Municipal Financial Management; 3) Municipal Public Services; and 4) Municipal Project Investment Management. The project will continue to monitor enrollment and seek opportunities to support INAP’s growing virtual presence as a leading resource for municipal government officials.
NEXT STEPS During the next quarter Nexos Locales’ principal activities for this Result will include:
39 The municipalities of San Bartolome Jocotenango and San Andres Sajcabajá, Quiché will be visited early in Q17. 40 Municipalities under project coverage: Huehuetenango: 1) Concepción Huista; 2) San Sebastián Huehuetenango; 3) San Juan Atitán; Quiché: 4) Chajul; 5) Sacapulas; 6) Zacualpa; 7) Nebaj; 8) Cotzal; 9) San Andrés Sajcabajá; 10) Santa Cruz del Quiché; Totonicapán: 11) Santa Lucia la Reforma; 12) Totonicapán; Quetzaltenango: 13) Concepción Chiquirichapa; San Marcos: 14) San Miguel Ixtahuacán; and 15) Tacana. Municipalities outside of project coverage: 1) Santa Bárbara; 2) San Juan Ixcoy; 3) San Pedro Jocopilas; 4) Olintepeque; 5) Cajola. 41 1) Santa Lucia la Reforma, Totonicapán; 2) Concepción Huista, Huehuetenango; 3) San Sebastián Huehuetenango, Huehuetenango; 4) San Gaspar Chajul, Quiche; 5) Sacapulas, Quiche. 42 Huehuetenango: 1) San Juan Atitán; 2) San Juan Ixcoy; 3) Santa Bárbara; Quiche: 4) San Juan Cotzal; 5) San Andrés Sajcabajá; 6) Santa Cruz del Quiche; 7) San Pedro Jocopilas; San Marcos: 8) Tacaná; 9) San Miguel Ixtahuacán; Quetzaltenango: 10) Concepción Chiquirichapa; and 11) Olintepeque.
Page 42 of 101
Congressman Alvaro Arzú and Congresswoman Patricia Sandoval will present the Municipal Career Service before the Congress. All six institutional tools for ANAM and AGAAI will be completed. ANAM will complete the assessments of OMRRHH capacity in the 15 new municipalities.
OUTSIDE OF THE WORKPLAN ACTIVITIES
LED Coordination- Nexos Locales’ Local Economic Development (LED) specialist attended the ‘Meeting of International Cooperating Entities that Execute or Support Programs and Projects in the Field of Rural Economic Development’ in Quetzaltenango. The SEGEPLAN- organized event provided a platform where USAID-funded projects43 and other development actors operating in the Western Highlands discussed programming and possible collaboration to stimulate local economic development in Photo 27: Group sessions in the collaborative LED the region. As a result of the meeting, the projects meeting held in Quetzaltenango. established a temporary commission to maintain open lines of communication and to advance cooperation in the future.
Project Management of OMAS Advancement- Nexos Locales’ Result 3 technical specialist presented at a capacity- building workshop for municipal water and sanitation office (OMAS) officials and representatives from ANAM, RASKICHE and Water For People on a project-developed, internal management tool to monitor progress in OMAS. Nexos Locales generated this instrument to standardize actions and contribute to the improvement of municipal water management while maximizing the impact of technical assistance to address the individualized needs of each OMAS. The presentation sought to strengthen collaboration between local officials, Nexos Locales and regional partners. Photo 28: Nexos Locales' water specialist presents at collaborative meeting in Quiche.
ALLIANCE FOR PROSPERITY REPORTING
USAID asks that Nexos Locales provide regular reporting on key elements of the Alliance for Prosperity (A4P). Relevant progress is described below in direct response to areas of interest as indicated by USAID. i) Target municipalities' efforts to promote and support capacity building to better manage and implement public financial systems
43 USAID-funded projects that participated included: 1) Community Roots; 2) Puentes; 3) Cadenas de Valor (FEDECOCAGUA); 4) CEO; 5) Comunidades liderando su desarrollo; and 6) PROINNOVA.
Page 43 of 101 Throughout Q16, Nexos Locales supported municipal authorities to improve the management and implementation of their public financial systems. Some of the key ways Nexos Locales has assisted are:
The project presented diagnostics of public financial management in each of the 15 new municipalities under project coverage. These diagnostics include individualized TA plans outlining topics in financial management where Nexos Locales will be intervening throughout the duration of the project to build capacity to better manage public financial systems. Nexos Locales developed an innovative digital tool called the Annual Municipal Planner to support compliance with governmental financial reporting in 43 municipalities. By providing a tool that helps to organize reporting requirements, the project is promoting improved management of public financial systems and increased transparency. The project produced radio spots on citizen responsibilities to pay municipal fees in eleven languages and began to broadcast the spots across the Western Highlands. Municipal communications specialists then developed publicity plans to maximize the impact of the spots, leading to increased own-source revenue generation. ii) Development and implementation of municipal action plans to address weaknesses of financial management systems
Nexos Locales develops technical assistance plans by way of institutional strategic tracking systems; there is an area within the scope of our mandate that relates to diagnosing the weaknesses of target municipalities’ financial systems. As mentioned above, in Q16 the project presented diagnostics in public financial management in 15 new municipalities to identify weaknesses and outline TA to reduce those weaknesses. Nexos Locales also provided TA in 43 municipalities to address the weakness of financial management systems- specifically strengthening each municipality’s capacity to increase own-source revenue generation. The project’s TA centered on increasing the use of the Government of Guatemala’s (GOG) financial management software system, ServiciosGL, to register service users and formalize the payment of the Boleto de Ornato (a form of income tax). iii) Municipalities' efforts to promote and facilitate citizen participation, particularly in the decentralization process and in municipal projects
The following successes in Q16 exemplify the positive role citizen participation plays in creating inclusive municipal processes:
The project provided TA to improve the administration and organization of the COMUDEs in 43 municipalities. The COMUDE serves as a public space for discussion and debate on key municipal spending decisions. The project-provided TA contributes to creating a more open COMUDE with participation from more actors, especially civil society organizations (CSOs) and women’s organizations. Nexos Locales awarded three regional grants to provide TA to civil society organizations (CSOs) in 43 municipalities to implement advocacy campaigns in the future. iv) Efforts of COMUDEs and COCODEs, in target municipalities to address their constituents' needs
Over the life of the project, Nexos Locales has strengthened and enriched citizen participation in COMUDEs and COCODEs in its target municipalities. This investment builds COMUDEs and COCODE knowledge on the legal proceedings and requirements to formalize the integration of the COMUDE (including meeting notices, agenda formulation, act creation and accreditation of members).
Page 44 of 101 In Q16, the project began TA sessions with second-level COCODEs in 15 municipalities. Transferring knowledge on project design to second-level COCODEs will lead to increased capacity as they develop and propose projects from the micro-regions to the COMUDE. Additionally, 43 municipalities formed health, citizen participation and women commissions in the COMUDE with project support. v) Efforts of local civil society organizations to prepare, present, and/or advocate for the implementation of municipal development plans in target municipalities
As a key component to the project, Nexos Locales strengthens CSO capacity to advocate for their interests in the development and implementation of municipal development plans. The arenas for this advocacy are within both the COMUDE specifically, and the municipality in general. As previously mentioned, Nexos Locales awarded three regional grants to provide TA to 129 civil society organizations (CSOs) in 43 municipalities to implement advocacy campaigns in the future. TA under these grants will strengthen CSO capacity to develop and present municipal development proposals as part of their advocacy campaigns. vi) Municipalities’ efforts to develop and implement migration prevention plans, as well as to engage the private and productive sectors to increase social and economic opportunities.
While Nexos Locales does not directly assist municipalities to develop and implement migration prevention plans, several program activity areas support specific demographics that are at a high risk for migrating. For example: Nexos Locales began the process of institutionalizing local economic development plans into the Planning Ministry’s Land Use Planning process to ensure the sustainability of the development and implementation of the local economic development plans. As an institution, DMMs are uniquely situated to empower women to improve living conditions in their municipality. In Q16, project grantee, Guatemalan Women’s Rights Collective (CODEFEM), conducted four regional, 1.5-day workshops and a final leadership forum for DMM directors and representatives from the municipal women’s commissions in 43 municipalities. By supporting increased leadership abilities of DMM directors, Nexos Locales invests in improving the situation for women across with Western Highlands. Youth are an often a disenfranchised segment of the population who are at-risk for migrating. In Q16, project staff completed rapid assessments of youth organizations in the 15 new municipalities. The assessments included youth’s perspective on internal and external migration. The project will use these assessments to design future interventions targeted at engaging youth in the decision-making process at the local level. Additionally, the project awarded a grant to the Barbara Ford Center for Peace (BFCP) to strengthen and establish municipal youth offices (OMJs) in 20 municipalities. BFCP conducted a two-day conference for the Youth Managers of Change Network (RJGC, Red de Jovenes Gestores de Cambio) on the process of establishing OMJs.
Page 45 of 101 V. TRAINING EVENTS
1. Course Name: Workshop on the Formulation of Social Proposals and Food Security and Nutrition Sub-Activity: Y4 4.1.1 Field of Study: Public Training Objective: To strengthen the technical capacities of the DMM staff and other participants, in the identification, prioritization, formulation and management of financing for social and SAN project proposals Start Date: February 2018
Table 2 below shows the participant demographic, attendance numbers, and cost breakdown of each training. Table 1: Year 4 Training Events, Participants, and Costs
1 No. of Gender Age Cost * No. Participants Male Female < 29 years > 29 years Instruction 2 Travel 3 Participants 4
1 48 0 48 25 23 93.23 570.27 7146.65
Totals 48 0 48 25 23 93.23 570.27 7146.65
1 Includes the total cost (for all participants) broken down according to the following items: 2 Instruction (consultant fees, implementation costs) 3 Travel (participants' travel costs) 4 Participants (food and lodging)
* In USD; 1USD=Q7.40 according to standard project conversion procedure as of August 2017.
Page 46 of 101 VI. GRANTS ADMINISTRATION
During the sixteenth quarter, the Grants and Technical teams administered ten grant awards, shown in Table 2. Table 2: Grants Awarded in Q16
Sub-award Amount Type (i.e., Purpose or main focus of No. Name of Sub- of sub- Period of sub- activity (e.g. advocacy, Geographic location Sub-award Grantee/Contractor award Performance contract or strategic litigation, etc.) (US$) sub-grant) GR- National Association Five departments and forty- April to “Y4 6.1.3. Best Practices Quetzaltenango- of Municipalities FAA 6,097.00 three Nexos Locales target August 2018 Workshops” 068 (ANAM) municipalities. “Capacities Strengthening of GR- National Association April 2018 to the Human Resource Forty-three Nexos Locales Quetzaltenango- of Municipalities Standard 146,276.62 August 2019 Management in the 43 Nexos target municipalities. 069 (ANAM) Locales target Municipalities” Guatemalan A4 6.1.7. “Fortalecimiento de Fifteen of the Nexos Locales GR- Association of April 2018 to la Representación y target municipalities, and five Quetzaltenango- FAA 58,624.86 Indigenous Mayors and February 2019 Funcionamiento de municipalities from AGAAI's 070 Authorities (AGAAI) Autoridades Indígenas” target municipalities. “Capacity Strengthening and Civil Society Organization (CSOs) Advocacy Support in Fifteen Nexos Locales target GR- Western Association April 2018 to San Marcos, Quetzaltenango municipalities that make up Quetzaltenango- of Civil Cooperation FAA 142,165.00 November and Totonicapán” (Y4. 2.3.1. Cluster 3: San Marcos, 071 Studies (ECO) 2019 CSO Advocacy Support and Quetzaltenango and Y4. 2.3.3. Assessment of Totonicapán CSOs in the New Municipalities)
Page 47 of 101 “Capacity Strengthening and Civil Society Organization Association of (CSOs) Advocacy Support in GR- Seventeen Nexos Locales Organizations from April 2018 to Huehuetenango” (Y4. 2.3.1. Quetzaltenango- FAA 149,473.00 target municipalities that make the Cuchumantanes January 2020 CSO Advocacy Support and 072 up Cluster 1: Huehuetenango (ASOCUCH) Y4. 2.3.3. Assessment of CSOs in the New Municipalities) “Capacity Strengthening and Civil Society Organization GR- Western Association April 2018 to (CSOs) Advocacy Support in Eleven Nexos Locales target Quetzaltenango- of Civil Cooperation FAA 114,867.78 December Quiché” (Y4. 2.3.1. CSO municipalities that make up 073 Studies (ECO) 2019 Advocacy Support and Y4. Cluster 2: Quiché 2.3.3. Assessment of CSOs in the New Municipalities) GR- April to “Y4 2.6.1 Strengthening and Barbara Ford Center Twenty Nexos Locales target Quetzaltenango- Standard 67,540.54 December Establishing Municipal Youth for Peace (BFCP) municipalities 074 2018 Offices” “Y4 2.3.2. Establishment and GR- April to Seven of the Nexos Locales Barbara Ford Center Strengthening of Municipal Quetzaltenango- FAA 40,662.16 November target municipalities from for Peace (BFCP) Women´s Commissions and 075 2018 Quiché Networks - Quiché” Association of Integral “Y4 2.3.2. Establishment and GR- Development May to Five of the Nexos Locales Strengthening of Municipal Quetzaltenango- Cooperation of FAA 25,702.87 November target municipalities from Women´s Commissions and 076 Huehuetenango 2018 Huehuetenango Networks - Huehuetenango” (ACODIHUE) Defense Collective for GR- the Women’s Rights in May to July “Y4 4.1.3 Strengthen DMM Forty three Nexos Locales Quetzaltenango- FAA 16,503.50 Guatemala 2018 Leadership Capacity” target municipalities 077 (CODEFEM)
Page 48 of 101 VII. PROJECT
MANAGEMENT The project has decided to reorganize reporting in the project management section by adding the following key areas: 1) Technical quality; 2) Schedule; 3) Management; and 4) Regulatory compliance.
TECHNICAL QUALITY:
GIS Mapping – The USAID contract requires Nexos Locales to capture and track data on municipal performance using geographic information systems, including but not limited to: identifying the extent to which water services are provided, the lines of accountability, and customer opinion regarding service accessibility and quality. As described in the activities section under Result #01, during the reporting period, technical Photo 29: GIS map in San Rafael Pie de la Cuesta, San Marcos assistance provided by the project resulted in displayed in the municipal building. one particular municipality—San Rafael Pie de la Cuesta—completing registration of all water users in its municipality. This represented a significant milestone in this municipality’s administration of water services because it highlighted a substantial area of opportunity for revenue generation. The GIS mapping identified different levels of delinquency payments per user, thereby providing a graphical representation for where the municipality should focus efforts on debt collection. The municipal administration has leveraged this opportunity to promote citizen responsibility for paying municipal feels through the promulgation of this map in the municipal building. The map is made visible at the treasury counter to motivate citizens to pay their bills on time. This extra initiative by San Rafael Pie de La Cuesta may serve as a best-practice model to other municipality efforts in revenue generation, leading to improved prioritization and planning around water provision in the Western Highlands.
Institutionalization of ANAM Best Practices Workshops – In Q16, ANAM committed its full intention to institutionalize the best practices workshops originally designed and financed by the Nexos Locales project, which began in year three. Nexos Locales recognized that a strong municipal association well- positioned to continue supporting targeted municipalities in replicating successful models beyond the life of the project was a key sustainable element for ANAM’s successful intervention. Since the initiation of the best practices workshops, ANAM has proven to be a reliable partner to all 340 municipalities in the coordination, facilitation and sharing of these best practices. In turn, the municipalities have benefitted and experienced the value of peer-to-peer learning. This scenario has set the stage for ANAM to commit funds in future years to host annual best-practice workshops. This is a true example of sound investments made by Nexos Locales and previous USAID-funded projects to ensure capacity increased for the ANAM leads to positive, sustainable interventions in municipal governance throughout the country.
Page 49 of 101 SCHEDULE:
The project submitted all project contract reporting deliverables ahead or on schedule during the reporting period, which includes weekly project highlights and the project’s annual Foreign Taxes Report. Because of multiple high level visits planned during the reporting period, Nexos Locales received COR approval to extend the deadline for the submission of Quarterly Progress Report #15 to April 30. This report was ultimately submitted to USAID for approval on April 27.
MANAGEMENT:
The 44 municipalities in which Nexos Locales works are spread across five departments in the Western Highlands equal to the geographic size of the state of New Hampshire. The project implements six key results that touch on 17 different technical areas with up to 14 different target audiences. This landscape of program implementation makes Nexos Locales an ideal project for visits by high level U.S. Government Officials. The varying development challenges that exist in project municipalities, and how Nexos Locales responds to them, enable USAID to showcase how USG investments are leading to increased transparency, citizen participation, and resiliency toward environmental vulnerability.
Nexos Locales supports USAID with event management, logistics, and coordination with our local partners for high-level visits. During the reporting period a STAFFDEL visit from the office of Bob Menendez, the Ranking Member (most senior Democrat) of the Senate Foreign Relations Committee, was made to Sacapulas in April 2018. This visit in particular demonstrated how project investments in Sacapulas have improved water service provision, increased own source revenue generation, and led to environmentally sustainable waste management practices. Nexos Locales recognizes the importance these visits play for informing U.S. lawmakers on the discourse of USAID’s role in Guatemala, and the project stands ready to assist USAID Guatemala with similar and future visits to project municipalities.
CONTRACT MANAGEMENT-
During the reporting period there were no modifications to the contract.
New Staff- please see the section below on Long-Term Technical Assistance (LTTA) for staff new hires this quarter. Nexos Locales staff is currently 22% indigenous (28% of the technical team identifies as indigenous) and women make up 42% of employees. Additionally, 22% of the project staff are considered youth (29 years old or younger). This demonstrates Nexos Locales’ commitment to partnering with professionals who are continuously implementing the project in accordance with the cross-cutting themes of indigenous perspectives, gender equality and youth.
New Vehicles- This quarter the project received its three new vehicles to address the increased logistical needs presented by the TEC increase. Approved by USAID on November 15, 2017, the procurement of the 4x4, higher clearance vehicles required a waiver under geographic code 935. The vehicles facilitate mobilization in municipalities where road conditions were less than ideal for the project’s existing vehicles. The higher clearance vehicles enable the safe transportation of staff to project activities under expanded operations into the 15 new municipalities.
LONG-TERM TECHNICAL ASSISTANCE
The table below provides a summary of project new hires during the quarter. Many of these staff were contracted to fill specific technical needs for a defined period of 12-24 months, in support of the TEC increase expansion. On the following page a revised organizational chart can be found.
Page 50 of 101
Table 3: New Project Hires in Q16 Name Position Status Dunia Navarro Water Specialist New Hire Everson Sandoval Water Specialist New Hire Jose Carlos Sanchez Water Specialist New Hire Angel Quiroa Water Specialist New Hire Esteban Emetrio Tono Water Specialist New Hire Leonardo Mejia Water Specialist New Hire Jorge Gordillo LED/CC Specialist New Hire Ilsy Perez LED/CC Specialist New Hire Wilder Cardona LED/CC Specialist New Hire Liliana Lopez Rodriguez LED/CC Specialist New Hire Ervin Carillo LED/CC Specialist New Hire Kenny Juarez Santiago LED/CC Specialist New Hire Jorge Argueta Driver New Hire Bernardo Pinula Driver New Hire Avelino Quixtan Driver New Hire Jose Fernando Rodríguez Driver New Hire Rosalio Martínez Driver New Hire
Figure 3: Nexos Locales Q16 Organizational Chart
Page 51 of 101 SHORT-TERM TECHNICAL ASSISTANCE
The table below represents a summary of short-term technical assistance (STTA) contracted during the sixteenth quarter.
Table 4: Short-Term Technical Assistance Contracted in Q16 STTA No. Activity Title Objective Consultant Name Implementation of ANAM TA Plan LGP-STTA-183 Y4 6.1.1 Social Accountability Reporting Eduardo Merida Guide Implementation of ANAM TA Plan LGP-STTA-184 Y4 6.1.1 Internal and External Claudio Velasquez Communications Plan LGP-STTA-201 Y4 1.3.1 COMUDE Strengthening Juan Saloj Municipal Outreach- LGP-STTA-203 NA Ana Gabriela Herrera44 Cluster Huehuetenango Leadership Sessions to Municipal LGP-STTA-204 Y4 1.3.2 Uri Vail45 Councils to strengthen COMUDE
CONTRACT DELIVERABLE APPROVALS
No contract deliverables were approved by USAID in Q16.
INTERNAL TRAINING AND CAPACITY BUILDING-
TAMIS Customization and Training- On April 16, 2018 the DAI Business Systems Analyst for TAMIS arrived to Guatemala to customize the project’s information management system (known as TAMIS). TAMIS is a project management tool that allows the Nexos Locales team to track activities and results, store deliverables, manage internal approvals, track inventory, issue grants and procurements, and house policies and procedures. The main accomplishment of Neil’s STTA was the strengthening of Nexos Locales field systems for responding to the program and logistical demands presented by the TEC increase. This was accomplished by integrating what used to be separate technical and administrative modules into a singular, cohesive module for managing domestic travel and reporting against work plan activities in the field. By integrating these two systems in TAMIS, Nexos Locales was able to greatly enhance project efficiency in assigning vehicles to support field travel. Staff are now able to request approval for logistics, M&E, communications, programming, and finance into one user-friendly platform.
At the end of the customization process, Mr. Enet conducted a two-hour training for staff on April 25, 2018 where he demonstrated how to create a field priority and showed the subsequent actions. Following the training, the technical program assistants provided one-on-one support to staff who had questions as they used the upgraded system for the first time. The system went live on May 10, 2018, and has dramatically streamlined the coordination between the technical and the administrative teams.
44 This STTA replaced Ronald Racancoj, an LTTA municipal outreach who resigned this quarter. 45 This consultant resigned before completing the STTA but did submit the first deliverable, which was used by a facilitator (services procured through a purchase order) to execute the leadership sessions.
Page 52 of 101
Driver Training- The project logistics coordinator and operations manager, organized a four-hour training session on June 23, 2018 for the twelve LTTA drivers. Given the increased demand for mobilization following the TEC increase, the number of project drivers has grown and the operations manager saw this growth as an opportunity to provide a refresher course on the project’s vehicle policy. Drivers were also coached on the features of the new 4x4 vehicles and were reminded of the important role they play in reporting timely information surrounding security and natural disaster risks to project operations. Photo 30: Project Drivers pose following their training on June 23, 2018.
DAI Home Office Visit- at DAI’s expense, on June 14, 2018, Nexos Locales welcomed the visit of Sani Daher and Jay Gutzwiller in Quetzaltenango, Guatemala. Mr. Daher, the Regional Managing Director for Global/LAC and Mr. Gutzwiller, Project Delivery Team Director, met with the entire 91- person team of the Nexos Locales project. Jay and Sani were already in Guatemala attending a development conference in Antigua, so the visit was made to take advantage of their presence in the country. Due to the TEC increase awarded in September 2017, the project has more than doubled the number of full-time employees to meet the expanded implementation needs; meaning that DAI’s executive visit not only served the purpose of introducing staff to DAI, but it also provided an opportunity for newer staff to meet their project colleagues for the first time.
Zero Tolerance for Sexual Harassment Training- On May 2, 2018, the DCOP/Administration conducted a training for all administrative staff on the project’s zero tolerance policy for sexual harassment. This training replicated themes from the April 12, 2018 Implementing Partners meeting, where the topic of inappropriate sexual behavior was a main agenda point. Staff received clear instructions on proper conduct and internal procedures for reporting cases of sexual assault.
AREA ADVISORY COMMITTEES (AACs) – No meetings were held this quarter.
SECURITY – As mentioned in the Obstacles Faced section, on June 21, 2018, at 6:00 a.m., members from the community of Tojuto, Tajumulco, detained the mayor, two council members and two syndicates. The reason for this detention was due to the community's anger over poor road conditions from Tajumulco to the Pacific Coast. Road improvement was part of an agreement in resolving the conflict with the municipality of Ixchiguan. The mayor and his entourage were later released unharmed. This incident led to the cancellation of Nexos Locales’ activities scheduled for that day, which was to be providing technical assistance to second-level COCODEs. Nexos Locales project employees returned to Quetzaltenango to avoid any risks. The project resumed normal activities the next day.
Page 53 of 101 SOCIAL MEDIA—
See update on Q16 Social Media growth below:
Figure 4: Q16 Social Media Update
Figure 5: Facebook Growth over Life of Project
Page 54 of 101 VIII. FINANCIAL INFORMATION
Table 5: Contract budget and expenditures as of June 30, 2018
Financial Report
BUDGET EXPENSES CHART (APRIL - JUNE 2018) DAI GLOBAL LLC. - NEXOS LOCALES AID-520-C-14-00002
INVOICED AUTHORIZED TO DATE LINE ITEMS BALANCE EXPENDITURES THRU 30- JUN-18
PROGRAM IMPLEMENTATION
FIXED FEE
GRANTS
TOTAL COST
Page 55 of 101 OBLIGATIONS AND FUNDING SOURCES
Total Obligation as of June 30, 2018:
Democracy & Governance
1. Total Amount Obligated: 2. Total Amount Invoiced: 3. Remaining Unexpended Funds:
Feed the Future
1. Total Amount Obligated: 2. Total Amount Invoiced: 3. Remaining Unexpended Funds:
Climate Change
1. Total Amount Obligated: 2. Total Amount Invoiced: 3. Remaining Unexpended Funds:
Maternal and Child Health
1. Total Amount Obligated: 2. Total Amount Invoiced: 3. Remaining Unexpended Funds:
Water Sanitation and Hygiene
1. Total Amount Obligated: 2. Total Amount Invoiced: 3. Remaining Unexpended Funds:
Nutrition
1. Total Amount Obligated: 2. Total Amount Invoiced: 3. Remaining Unexpended Funds:
Page 56 of 101 ANNEX I: PMP
Nexos Locales PMP Report Quarterly 3 Year 4
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total USAID CDCS Goal: A more secure Guatemala that fosters greater socio-economic development in the Western Highlands and sustainably manages its natural resources. Project Level Result: Strengthened municipalities foster more responsive, inclusive, and effective socio-economic development while reducing local vulnerabilities such as food insecurity and natural disasters. 1.Cross-cutting Refers to coordination Quarterly 0 2 12 10 6 3 0 2 5 29 26 Indicator with partners in the (Individual Number of activities targeted 43 municipalities targets and projects developed of the Western Highlands. per year) and/or implemented Coordinating actions are mutually or in defined as specific coordination with other technical activities done in USG and USAID collaboration, including Guatemala partners in but not limited to: co- the Western Highlands. hosting conferences and (C ) trainings, partnering on diagnostics and NB The title of this information sharing to indicator was modified increase evidence-based by removing mention of decisions making and
46 LOP = Life of Project 47 Q1 = Quarterly 1
48 Q2 = Quarterly 2
49 Q3 = Quarterly 3
Page 57 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total the Western Highlands project planning, referral Integrated Program of project participants (WHIP) as per changes between projects, to USAID programming. development of joint work plans in order to leverage results and strengthen results of more than one project, development of municipal plans and strengthening of provision of municipal services that have a direct impact improving or leveraging results of another project. Linkage to long term outcome or impact: contributes to achievement of USAID/Guatemala’s DO 2 of improving levels of economic growth and social development in the Western Highlands. 2. Number of USG- Activities include trainings in Quarterly 0 N/A 17 14 8 0 1 4 5 36 38 supported activities advocacy, participatory designed to promote or budgeting, (Individual strengthen the civic watchdog/accountability targets practices that incentivize participation of women per year) women to participate in local (F) governance. (Disaggregated by Activities counted will be municipality) those above that either are
Page 58 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total exclusively for women, or contain a discreet module that promotes women’s participation.
3. Number of youth Refers to “youth Quarterly 0 150 215 406 400 0 0 210 210 981 1000 who have participated in development activities (Individual a USG-supported support, protect, prepare, targets activity who assume empower and engage youth, per year) aged 10- 29 years, (including leadership roles within adolescents and young their communities. (C) adults) for participation in civil society, work, and family (Disaggregated by life; and enable them to municipality, gender participate in addressing the [Female, male and development challenges of others (includes sexual their communities and diversity)] and ethnicity) nations”. Youth development activities can be programs, partnerships, policy reform, institutional strengthening, grant making, and research and evaluation that actively and constructively involve and support young people. These activities help develop the knowledge and skills, attitudes, networks, resilience, systems, assets and resources youth need for successful transition to adulthood. They may be in any sector, including health, education, economic opportunity, democracy and governance, peace and
Page 59 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total security, food security and climate change.” Participants are counted only once per LOP. Leadership roles are defined as those that involve “an action” taken to advance the interests of youth. Examples include, but are not limited to are participation in: youth diagnostics and mapping exercises, social accountability exercises (including advocacy campaigns), participation in youth congresses, and playing an active role in the development of youth networks. Disaggregated by Male N/A 47% 49% 53% 60% 0% 0% 47% 47% 50% 60% gender Female N/A 53% 51% 47% 40% 0% 0% 53% 53% 50% 40% Disaggregated by ethnic Maya N/A 83% 75% 61% N/A 0% 0% 56% 56% 59% N/A group Garifuna N/A 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A Ladino N/A 17% 25% 38% N/A 0% 0% 43% 43% 40% N/A Xinca N/A 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A Otro N/A 0% 1% 1% N/A 0% 0% 0% 0% 1% N/A Disaggregated by age Older than 29 years N/A 0% 1% 0% N/A 0% 0% 0% 0% 0% N/A group 29 year or youngest (youth) N/A 100% 99% 100% N/A 0% 0% 100% 100% 100% N/A Result 1: Sound public financial systems in place in order to promote transparency and permit participation by citizens in decision-making 4. Number of Refers to “Rendicion de Annually 23 N/A 37 64 70 N/A N/A N/A N/A 101 170 accountability Cuentas” required by the presentations made by Municipal Code, Article the municipalities to the 135…” the city council will share every four months COMUDEs each year with the COMUDE
Page 60 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total (C) information on the status of income and expeditors in the (Disaggregated by municipal budget. municipality)
5. Number of individuals USG-assisted training refers Quarterly 0 338 1835 1430 2000 109 753 1147 2009 5612 5100 who received USG- to all training or education (40%F (40%F assisted training, events whether short-term /60%M) /60%M) including management (fewer than 16 hours) or (Individual long-term more than 16 skills and fiscal targets hours), in country, or abroad management, to that contribute to increase per year) strengthen local sound public financial government and/or systems to promote decentralization. (F) transparency and permit participation by citizens in (Disaggregated by decision-making, to gender, youth, ethnicity, strengthen civil society and municipality) participation in social accountability process, and
to strengthen local NB: The project is development plans to responsible for the improve food security, overall numbers in quantity and quality of water, targets, but not for the economic development and gender disaggregation reduction of climate change targets. vulnerability. Linkage to long term outcome or impact: contributes to achievement of USAID/Guatemala’s DO 2 of improving levels of economic growth and social development in the Western Highlands.
Page 61 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total Disaggregated by Male N/A 55% 73% 76% 60% 42% 68% 62% 57% 57% 60% gender Female N/A 45% 27% 24% 40% 58% 32% 38% 43% 43% 40% Disaggregated by ethnic Maya N/A 67% 49% 57% N/A 75% 58% 62% 65% 66% N/A group Garifuna N/A 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A Ladino N/A 33% 48% 42% N/A 25% 41% 36% 34% 33% N/A Xinca N/A 0% 1% 0% N/A 0% 0% 0% 0% 0% N/A Otro N/A 0% 2% 1% N/A 0% 1% 2% 1% 1% N/A Disaggregated by age 29 year or youngest (youth) N/A 40% 24% 26% N/A 34% 29% 32% 32% 31% N/A group Older than 29 years N/A 60% 76% 74% N/A 66% 71% 68% 68% 69% N/A 6. Number of projects Refers to projects requested Annually 47850* N/A 423 437 475 N/A N/A N/A N/A 860 1100 presented and/or of the municipalities by prioritized by CSOs, and/or COCODEs to municipalities in the COMUDE. coordination with communities/civil society (C)
50 *The baseline is high because of a disproportionately high figure for Momostenango. The COMUDE for this municipality accepts proposals on an on-going basis, outside of formal COMUDE meetings. Rather than anticipate similarly high numbers of proposals for Momostenango in Years 2 and 3, targets were set at a level more similar to that of other high-performing municipalities under this indicator. This is because the practice of accepting proposals on an on-going basis is likely to change with the recent election of a new mayor. If this practice is continued, we will revise targets accordingly.
Page 62 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total 7. Percentage of Participatory planning refers Annually 38% N/A 72% 86% 93% N/A N/A N/A N/A 86%51* 93% municipalities that to the inclusion of CSOs practice participatory and/or COCODEs in the planning and budgeting presentation and prioritization of projects in (C) the COMUDEs meetings (such as LED plans, municipal (Disaggregated by type investment plans, strategic of plans and development plans). municipality) Participatory budgeting refers to the process of NB: This indicator was developing the list of priority changed to reflect the projects with corresponding percentage of project budget allocations. municipalities in place of number for greater clarity in permitting municipalities to be counted each year that they practice participatory planning and budgeting.
8. Percentage of Own-source revenues are Annually 55% N/A 68% 76% 86% N/A N/A N/A N/A 76%52** 86% municipalities that those collected through (cumulativ
51 * As a clerical error only, this figure in the Q14 report was 25, when it should have been 86%.
52 ** As a clerical error only, this figure in the Q14 report was 16%, when it should have been 76%.
Page 63 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total achieve an increase in taxes and fees, including IUSI. e) municipal own-source- These revenues do NOT revenues in relation to include commissions (known the prior period (C) locally as “regalias”) from Formely mining or hydro-electric 4% companies) because: a) The (Disaggregated by project can claim little over municipality and attribution to these revenue baseline revenue source) sources, and, b) When these NB: This indicator was are reduced or increased changed to reflect the (again through no influence percentage of project of the project), their municipalities that amounts are so high that achieve an increase in they greatly skew overall averages. own-source-revenues in place of percentage increase in those revenues for greater accuracy in measuring impact of project support. The baseline and targets for prior years were also revised to reflect this change. Result 2: Strengthened civil society participation in social accountability processes 9. Number of social Social accountability actions Quarterly 0 1 25 32 20 0 1 1 2 60 70 accountability actions include: budget analysis; conducted under the participatory development project. (C) planning; expenditure tracking; community monitoring of goods and service provision (example is use of citizen scorecards); development and monitoring
Page 64 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total of codes of conduct, citizen charters, and integrity pacts; and any element of an advocacy campaign. 10. Percentage of youth Youth are persons from 17 Quarterly NA 71% 19% 43% 40% 0% 26% 76% 51% 47% 50% and women among to 29 years of age; social participants in project- accountability actions funded social include: budget analysis; participatory budgeting and accountability actions. development planning; (C) expenditure tracking; community monitoring of goods and service provision (example is use of citizen scorecards); development and monitoring of codes of conduct, citizen charters, and integrity pacts; and any element of an advocacy campaign. A single percentage will be calculated, which adds youth and women participants, and divides them by the total number of participants. Result 6: Increased capacity of ANAM and AGAAI to support municipal development and replicate successful models nationwide. 11. Number of Performance management Annually 0 2 6 6 5 N/A N/A N/A N/A 14 16 performance refers to actions, systems, management tools and decisions necessary to developed by ANAM ensure that the organization carries out its mandate or and AGAAI supported mission. The tools are: by the project. (C) manuals, guides, procedures, flowcharts, data bases, software, methodologies, technologies, and approaches
Page 65 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total developed to strengthen the organization in the key areas of: Planning, Financial and administrative management, technical capacity, and advocacy capacity. 12. Number of project- Advocacy initiatives are Semi- 0 1 5 6 4 0 0 N/A N/A 12 16 funded advocacy counted only once per topic. annually initiatives and trainings Trainings are short-term and conducted by ANAM conducted for municipal staff and staff of other and AGAAI. (C) government agencies tasked with supporting municipal functions, as well as for municipal representative bodies. Trainings are counted only once per topic.
DO2: Improved Levels of Economic Growth and Social Development in the Western Highlands Result 3: Increased quality of potable water in 43 FtF municipalities 13. Percentage of Municipal refers to the area Semi- 13% N/A 25% 28% 50% N/A 46% N/A 46% 46% 50% municipal water systems considered to be the casco annually that provide potable urbano. Water system refers water (C) to the set of water catchment, treatment,
management, regulation, (Disaggregated by distribution, and supply municipality) which are required for local domestic connections. Potable water is defined as water that meets at least two basic quality standards specified in COGUANOR
Page 66 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total NGO29.001.98 potable water: 1) Chlorine concentration 0.5 to 1 mg/liter free of residual chlorine 2) Bacteriological analysis that shows a maximum of one colony of coliform and absence of E-coli in a 100 ml water sample. 14. Number of Sustainability strategy: refers Annually 0 N/A 15 13 14 N/A N/A N/A N/A 28 41 municipalities that to the preparation of a develop a sustainability document with actions that strategy for Municipal ensure the continued operation of Municipal Potable Water Systems. Potable Water Systems in a (C ) minimum period of 10 years.
(Disaggregated by municipality) 15. Number of “Steps” will be those clearly Annually 0 N/A 0 9 14 N/A N/A N/A N/A 9 22 municipalities that have listed in the sustainable plans. taken at least two significant steps towards implementation of their sustainable plan. (C ) Disaggregated by municipality 16. 53* Percentage of Community water systems Semi- 22% N/A 32% N/A ------32% N/A community water are the 1500 systems at aldea annually systems in the WHIP and caserio levels that
53 *This indicator is eliminated from the PMP.
Page 67 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total area that have currently have a piped chlorinated water.(C) system of water distribution. Chlorinated water is that which has a chlorine concentration 0.5 to 1 mg/liter free of residual chlorine. 17. Number of Watershed management Annually 0 N/A 1 1 0 N/A N/A N/A N/A 2 2 watershed management plan refers to: A plan plans developed and/or developed and/or implemented. (C). implemented by the municipalities that share a specific watershed. A plan may be counted once for its development and a second time for its implementation.
Result 4: Local Development Plans established and implemented in order to improve food security and economic development. 18 Number of Number of Quarterly 0 N/A 466 278 300 24 70 62 156 900 860 institutions institutions/organizations /organizations undertaking capacity / undertaking competency strengthening in one or more of the six areas capacity/competency of institutional/organizational strengthening as a result competency: governance of USG assistance (F) (e.g., board, mission/goal/ [USG FACT: EG 4.5.1] constituency, leadership, legal
Page 68 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total (Disaggregated by status); management municipality) practices (e.g., organizational structure, information management, administration procedures, personnel, planning, program development, program reporting); human resources (e.g., human resources development, staff roles, work organization, diversity issues, supervisory practices, salary and benefits); financial resources (e.g., accounting, budgeting, financial/inventory controls, financial reporting); service delivery (e.g., sectoral expertise, constituency, impact assessment); external relations (e.g., constituency relations, collaboration, public relations, local resources, media).
19. 54Proportion of Productive economic Quarterly N/A N/A 0.9 0.4 ------0.65(59 F) 0.4F female participants in resources include: assets - (26F) (33F) 0.35 (4M) 0.6M USG-assisted programs land, housing, businesses, 0.1(4 0.6 (48 livestock or financial assets designed to increase such as savings; credit; wage M) M) access to productive or self-employment; and economic resources income.
54 *This indicator is eliminated from the PMP.
Page 69 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total (assets, credit, income Programs include micro, or employment) (F) small, and medium enterprise [USG FACT: GNDR-2] programs; workforce development programs that have job placement activities; programs that build assets (such as land redistribution or titling; housing titling; agricultural programs that provide assets such as livestock; programs designed to help adolescent females and young women set up savings accounts). This indicator does NOT track access to services – such as business development services or stand-alone employment training (e.g., that does not also include job placement following the training). Indicator narratives should specify type of assets. The unit of measure will be a proportion, expressed in the format of X/Y, where X is the number of females from program participants and Y is the total number of male and female participants in the programs illustrated above (e.g., micro, small, and medium enterprise programs; workforce development programs that have job placement activities; programs that build assets
Page 70 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total (land redistribution or titling; housing titling; agricultural programs that provide assets such as livestock). 20. Number of Number of agriculture and Quarterly 0 N/A 29 29 29 0 0 0 0 58 59 agricultural and nutrition enabling nutritional enabling environment policies in the environment policies areas of institutional architecture, enabling completing the environment for private following sector investment, trade, processes/steps of inputs, lands and natural development as a result resource management and of USG assistance in nutrition: each case: 1. Underwent analysis 1. Analysis; 2. (review of existing Stakeholder policy and/or proposal of new policy). consultation/public 2. Underwent public debate; 3. Drafting or debate and/or revision; 4. Approval consultation with (legislative or stakeholders on the regulatory); 5. Full and proposed new or revised policy. This effective implementation could also include (F) proposed repeal of an [USG FACT: 4.5.1(24)] existing policy. 3. Were newly drafted or NB: The targets are revised accurate given the 4. Received official approval (legislation / amount of time decree) of the new, required for the revised, or repealed extensive consensus- policy by the relevant building that must occur authority (legislative or at each stage of policy executive body). 5. Were fully and development and
Page 71 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total approval. Multiple effectively implemented bodies at municipal and by the relevant state levels must be authority (this includes USG support to consulted as well as implementing the other stakeholder effective repeal of a groups. The level of policy). targets projected Policies can include laws, accords with the legal frameworks, regulations, administrative experience of project procedures, or institutional staff who have arrangements. undertaken similar Note that the indicator has policy work under been revised to acknowledge other development that these processes are not projects. always linear: Newly drafted NB: As per agreement laws can be defeated by a with USAID, each policy legislative body and require will be reported redrafting or new analysis; approved regulations can annually in accordance prove difficult to implement with the and may need to be revised. processes/steps of Because of this non-linear development at the approach, double counting close of the reporting no longer a concern and is in period. fact appropriate: Operating units should indicate if multiple processes/steps were completed in a given year, as this more accurately represents work under a given activity. The disaggregate “Total policies passing through one more processes/steps of policy change” will count the total
Page 72 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total number of polices that completed any processes/steps, regardless of the number of processes/steps each policy completed during the reporting year. Full and effective implementation must meet the following criteria: (1) The policy must be in force in all intended geographic regions/locations and at all intended administrative levels with all intended regulation/rules in place (“full”); (2) Any ongoing activities or tasks required by the policy (e.g. various kinds of inspection, enforcement, collection of documents/information/fees) are being executed with minimal disruptions (”effective”). For example, a new business registration procedure that has been rolled out to just four of six intended provinces would not meet these criteria (not full), nor would a new customs law that is on the books but is not being regularly enforced at the border (not effective).
Page 73 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total 21. Number of The number of individuals to Quarterly 0 N/A 867 828 700 0 94 210 304 1999 2100 individuals who have whom significant knowledge 40% F (40%F/ received USG or skills have been imparted 60% M 60%M) supported short-term through interactions that are intentional, structured, and agricultural sector purposed for imparting productivity or food knowledge or skills should be security training.(F) counted. The indicator [USG FACT: 4.5.2-7] includes farmers, ranchers, fishers, and other primary (Disaggregated by sector producers who municipality, gender, receive training in a variety ethnicity, and youth). of best practices in productivity, post-harvest NB: The project is management, linking to responsible for the markets, etc. It also includes rural entrepreneurs, overall numbers in processors, managers and targets, but not for the traders receiving training in gender disaggregation application of new targets technologies, business management, linking to markets, etc, and training to extension specialists, researchers, policymakers and others who are engaged in the food, feed and fiber system and natural resources and water management. There is no pre-defined minimum or maximum length of time for the training; what is key is that the training reflects a planned, structured curriculum designed to strengthen capacities, and
Page 74 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total there is a reasonable expectation that the training recipient will acquire new knowledge or skills that s/he could translate into action. Count an individual only once, regardless of the number of trainings received during the reporting year and whether the trainings covered different topics. Do not count sensitization meetings or one-off informational trainings. In-country and off-shore training are included. Training should include food security, water resources management/IWRM, sustainable agriculture, and climate change risk analysis, adaptation, and vulnerability assessments as they relate to agriculture resilience, but should not include nutrition- related trainings, which should be reported under indicator #3.1.9-1 instead. Delivery mechanisms can include a variety of extension methods as well as technical assistance activities.
Disaggregated by Male N/A N/A 85% 71% 60% 0% 0% 85% 43% 39% 60%
Page 75 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total gender Female N/A N/A 15% 29% 40% 0% 100% 15% 57% 61% 40% Disaggregated by ethnic Maya N/A N/A 49% 52% N/A 0% 69% 52% 61% 60% N/A group Garifuna N/A N/A 0% 0% N/A 0% 0% 0% 0% 0% N/A Ladino N/A N/A 48% 46% N/A 0% 30% 45% 37% 38% N/A Xinca N/A N/A 1% 0% N/A 0% 0% 0% 0% 0% N/A Otro N/A N/A 2% 2% N/A 0% 1% 3% 2% 2% N/A Disaggregated by age 29 year or youngest N/A N/A 21% 27% N/A 0% 37% 30% 33% 33% N/A group N/A N/A 79% 73% N/A 0% 63% 70% 67% 67% N/A (youth = 29 year or Older than 29 years youngest) 22. Number of food Total number of private Quarterly 0 N/A 35 33 0 0 0 0 0 68 58 security private enterprises, producers´ (new) enterprises (for profit), associations, cooperatives, producers producers organizations, fishing associations, water organizations, water users associations, users associations, women´s groups, trade women's groups, trade and business associations and business and community-based associations, and organizations, including those community-based focused on natural resource Organizations (CBOs) management, that received receiving USG USG assistance related to assistance. (F) food security during the [USG FACT: 4.5.2-11] reporting year. This assistance includes support that aims at organization (Disaggregated by functions, such as member organization type and services, storage, processing municipality) and other downstream techniques, and management, NB: Targets will be set marketing and accounting. only for “new” “Organizations assisted” organizations, though should only include those
Page 76 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total continuing organizations organizations for which will be recorded and implementing partners have reported as a footnote. made a targeted effort to build their capacity or enhance their organizational functions. In the case of training or assistance to farmer’s association or cooperatives, individual farmers are not counted separately, but as one entity. Nexos Locales will monitor and evaluate water users associations, women’s organizations, Municipal Women´s Offices (design and implement municipal plans on food security and nutrition), and business associations. 23. Number of public- Number of public-private Quarterly 0 N/A 0 0 0 0 0 1 1 1 3 private partnerships in agriculture or Partnerships formed as nutrition formed during the a result of FtF reporting year due to Feed the Future intervention (i.e. assistance. (F) agricultural or nutrition [USG FACT: 4.5.2-12] activity, as described below).
Private partnerships can be (Disaggregated by long or short in duration partnership focus) (length is not a criteria for measurement). Partnerships with multiple partners should only be counted once. A public-private alliance (partnership) is considered
Page 77 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total formed when there is a clear agreement, usually written, to work together to achieve a common objective. Please count both Global Development Alliance (GDA) partnerships and non- GDA partnerships for this indicator. There must be either a cash or in-kind significant contribution to the effort by both the public and the private entity. USAID must be one of the public partners. USAID is almost always represented in the partnership by its implementing partner. For- profit enterprises and NGOs are considered private. A public entity can be national or sub-national government as well as a donor-funded implementing partner. It could include state enterprises which are non- profit. A private entity can be a private company, a community group, or a state- owned enterprise which seeks to make a profit (even if unsuccessfully). A mission or an activity may form more than one partnership with the same entity, but this is likely to be
Page 78 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total rare. In counting partnerships we are not counting transactions with a partner entity; we are counting the number of partnerships formed during the reporting year. Public-private partnerships counted should be only those formed during the current reporting year. Any partnership that was formed in a previous year should not be included. An agricultural activity is any activity related to the supply of agricultural inputs, production methods, agricultural processing or transportation. A nutritional activity includes any activity focused on attempting to improve the nutritional content of agricultural products as provided to consumers, develop improved nutritional products, increase support for nutrition service delivery, etc.. NOTE: Each partnership’s formation should only be reported once in order to add the total number of partnerships across years.
24. Number of people Number of people (health Annually 0 N/A 378 82 50 N/A N/A N/A N/A 460 530
Page 79 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total trained in child health professionals, primary health 40% F (40%F/ and nutrition through care workers, community 60% M 60%M) USG-supported health workers, volunteers, programs. (F) non-health personnel) [USG FACT: 3.1.9-1] trained in child health care and child nutrition through USG-supported programs (Disaggregated by during the reporting year. gender, youth, ethnicity, USG-assisted training refers and municipality) to all training or education events whether short-term NB: The project is (fewer than 16 hours) or responsible for the long-term (more than 16 overall numbers in hours), in country, or targets, but not for the abroad. gender disaggregation For this indicator, count the training attendance numbers targets. without distinguishing Although this indicator whether the same person permits participants to received multiple trainings. be counted more than Counting individuals multiple once, the project times is acceptable for this targets will reflect only indicator. first-time participants as Values reported should a more meaningful reflect country-wide results measure. Total in Feed the Future focus countries; results should not numbers of participants be restricted to only those trained will recorded achieved in the Feed the and reported as a Future Zone of Influence. footnote to PMP reports.
Page 80 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total
Disaggregated by Male N/A N/A 79% 12% 60% 0% 0% 0% 0% 46% 60% gender Female N/A N/A 21% 88% 40% 0% 0% 0% 0% 54% 40% Disaggregated by ethnic Maya N/A N/A 49% 63% N/A 0% 0% 0% 0% 56% N/A group Garifuna N/A N/A 0 0% N/A 0% 0% 0% 0% 0 N/A Ladino N/A N/A 48% 37% N/A 0% 0% 0% 0% 42% N/A Xinca N/A N/A 1% 0% N/A 0% 0% 0% 0% 0% N/A Otro N/A N/A 2% 0% N/A 0% 0% 0% 0% 1% N/A Disaggregated by age Older than 29 years N/A N/A 19% 59% N/A 0% 0% 0% 0% 70% N/A group 29 year or youngest (youth) N/A N/A 81% 41% N/A 0% 0% 0% 0% 30% N/A
DO3: Improved Management of Natural Resources to Mitigate Impacts of Global Climate Change. Result 5: Municipal Plans established to reduce climate change vulnerability and TA provided for implementation of plans. 25. Number of Institutions with improved Annually 0 N/A 18 8 12 N/A N/A N/A N/A 26 39 institutions with capacity to address climate improved capacity to change issues have new or address climate change increased ability to use new or different approaches, issues as a result of processes, strategies, or USG assistance (F) methodologies to adapt to [USG FACT: 4.8.2-14] climate change. Measuring improved institutional (Disaggregated by capacity to address climate municipality and type of change requires an initial institution, adaptation baseline assessment of the capacity) targeted capacity (ies) and a post-intervention assessment. Relevant institutions include
Page 81 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total partner government or regional government institutions (such as ministries, departments, or commissions), private sector entities, local civil society organizations (such as women´s groups, farmers´ or fishing cooperatives), and trade unions, among others. Indications of increased institutional capacity to engage with climate change adaptation, clean energy, or sustainable landscapes include, but are not limited to: x Generating or using trend data related to climate change projections, x Using climate-change information or vulnerability assessments to inform decisions and actions, x Hiring technically qualified staff with responsibility and authority to manage climate change related issues, x Having access to equipment or other inputs necessary for planning, assessment and management of climate change topics, x Engaging local-level stakeholders to ensure that policies, plans,
Page 82 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total budgets, and investments address on-the-ground needs related to climate change, x Developing a plan of action to respond to and build resilience to climate change impacts, x Increasing institution funding levels for addressing climate change issues, x Improving coordination with other key institutions, such as government ministries in non-environment sectors, to address climate change through an economy-wide approach, x Building networks with other organizations in the country or region to increase opportunities for clean energy trade or investment, x Building in-house expertise for assessing greenhouse gas sources and trends, and/or analyzing greenhouse gas adaptation options, and x Developing systems to measure and store data on carbon stocks of forests and other landscapes using improved tools and methodologies.
Page 83 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total The narrative accompanying this indicator should identify the institutions with increased capacity and, if possible, the extent to which capacity has been built. An institution can be reported as having its capacity improved in multiple years if it achieves meaningful improvement in more than one year. 26. Number of “Capacity to adapt” is the Annually 0 N/A 301 123 300 N/A N/A N/A N/A 424 585 stakeholders with ability to adjust to climate increased capacity to change by either coping with adapt to the impacts of negative effects or taking advantage of positive climate climate change as a change opportunities. result of USG assistance Counting leading decision- (F) makers with “increased [USG FACT: 4.8.2-26] capacity to adapt” requires a baseline measure of initial capacity to adapt, then a measure of the change relative to that baseline that is plausibly attributable to the USG intervention. USG support aims to increase medium and long-term adaptive capacity. An increase in capacity can be shown with the use of surveys or assessments of capacities. Actions taken or behaviors changed can be easily identifiable and a
Page 84 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total reliable marker to count, however increased capacity need not be limited to actions or behaviors. Stakeholders with improved adaptive capacity may include, but not limited to: Implementing risk-reducing practices/actions to improve resilience to climate change; using climate information in decision making; with increased knowledge of climate change impacts and response options. The narrative accompanying this indicator should briefly describe adaptive capacity in the project context and indicate the stakeholders involved. In particular, indicate the climate change vulnerability being addressed by the intervention and the capacity or behavior change that addresses the vulnerability. Note: Attending training does not automatically count towards increased capacity to adapt to climate change. Measuring increased knowledge that may have been attained at training requires an initial baseline assessment of the targeted
Page 85 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total individual(s) and a post- intervention assessment. NB: Stakeholders are individuals. 27. Number of climate Technologies and Annually 0 N/A 21 14 16 N/A N/A N/A N/A 35 48 adaptation tools, methodologies for adaptation technologies and can include ways to measure methodologies and calculate carbon emissions, perform GHG developed, tested inventories, measure and and/or adopted as a monitor pollution reductions result of USG assistance or manufacturing efficiency (F) gains and support planning [USG FACT: 4.8.2-8] and project design. Other examples are GIS/GPS data (Disaggregated by tools, collection and dissemination technologies and platforms and methodologies) methodologies, and improved field technologies like soils management methods or a new solar electric application. Tools and methods to enhance climate resilience integrate climate considerations into planning and management processes, including planning and project design. They may include methods for vulnerability assessment, guidance to different sectors and/or regions, or information platforms that provide information and data to inform planning and decision making based on
Page 86 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total scenarios and projections. Tools, technologies, and methods may include software, manuals, training materials, information platforms, devise, improved crop varieties, etc. 28. Number of laws, Laws, policies, strategies, Annually 0 N/A 20 17 17 N/A N/A N/A N/A 37 54 policies, strategies, plans, agreements or plans, or regulations regulations include those addressing climate measures developed to address climate change change (adaptation) and/or biodiversity and/or biodiversity conservation issues. conservation officially However, if a measure is not proposed, adopted, or yet adopted, it must at least implemented as a result be formally proposed within of USG assistance (F) an official government [USG FACT: 4.8.2-28] process to be reported. “Officially proposed” means Disaggregated by: Laws, that a relevant government policies, strategies, plans official or agency with or regulations and by decision-making authority has proposed the measure stage of passage publicly. Each piece of legislation can be counted once as “proposed” and once as “adopted”, if applicable. The indicator narrative should include an explanation of when each measure is counted. “Adopted” means officially codified or enacted by the legislation government entity with decision making
Page 87 of 101
Year 4 LOP46 Year Performance Indicator Indicator Definition Frequency Baseline Year Year Planned Achievement Cumulative 1 2 3 Planned Q147 Q248 Q349 Total authority in their national legal, regulatory, or policy system. Legal, regulatory and policy reform can incentivize investment in clean energy or energy. Laws, policies, strategies, plans and regulations that address climate change and/or biodiversity conservation may be integrated in scope, or may address sectors, such as water, marine resources, forests, land use and agriculture, energy, trade, education and urban development. It is essential that the indicator narrative explain the connection between the measure and climate change or biodiversity. The narrative should be specific about what the reported number represents, particularly: What is the title of the measure? At what stage is it? (Officially proposed or adopted); What is/are the institution(s) that will be implementing and/or enforcing the measure? How does the measure contribute to climate change adaptation or biodiversity conservation?
Page 88 of 101
ANNEX II: WORK PLAN ACTIVITY TRACKER NEXOS LOCALES YEAR 4 WORK PLAN CHART BY ACTIVITY
Symbol Significance
Completed / Ongoing and On Schedule Delayed start date but on-schedule for completion in Y4 Q14 October, November, December 2017 Q15 January, February, March 2018 Q16 April, May, June 2018 Q17 July, August, September 2018
RESULT#01 - SOUND PUBLIC FINANCIAL MANAGEMENT Scheduled Activity & Sub-Activity Completion Status Comments
1.1 Assess capacity of target municipalities, particularly in the areas of revenue generation, purchasing and procurement, administration and planning, and compliance with the Public Access to Information Law.
1.1.1 GIS Support Q17 This sub-activity began in Q14 and is ongoing.
1.1.2 MOU Signings with New Municipalities Q15 This sub-activity began and completed in Q15.
1.1.3 Assessments and TA Plan Development Q17 This sub-activity began in Q15 and completed in Q16.
1.2 Deliver technical assistance that meets the specific needs of the target municipalities.
Page 89 of 101 1.2.1 TA in Own-Source Revenue Generation Q17 This sub-activity began in Q15 and is ongoing.
1.2.2 TA in Financial Management Practices Q16 This sub-activity began in Q14 and is ongoing.
1.2.3 Radio Spots on Citizen Responsibilities to Pay Municipal Fees Q16 This sub-activity began in Q15 and is ongoing.
1.2.4 Workshop and TA on IUSI (local property taxes) Q17 This sub-activity began in Q14 and is ongoing.
1.2.5 TA in Implementation for the Public Access to Information Law Q17 This sub-activity began in Q15 and is ongoing.
1.2.6 Replication of the Transparency App Q17 This sub-activity began in Q14 and is ongoing.
1.2.7 Rapid Assessment of the Access to Information Offices Q16 This sub-activity began and completed in Q16.
1.3 Deliver technical assistance that meets the specific needs of the target municipalities.
1.3.1 Consolidation of COMUDE Strengthening Q17 This sub-activity began in Q14 and is ongoing.
1.3.2 Strengthening Municipal Council Support to the COMUDEs Q17 This sub-activity began in Q15 and is ongoing.
1.4 Build the capacity of the mancomunidades to develop and implement regional strategies.
1.4.1 Solid Waste Treatment Planning Q17 This sub-activity began in Q15 and is ongoing.
RESULT#02: STRENGTHENED CIVIL SOCIETY PARTICIPATION IN SOCIAL ACCOUNTABILITY PROCESSES Scheduled Activity & Sub-Activity Completion Status Comments 2.1 Conduct an entry point map
Page 90 of 101 2.1 No Sub-Activity Q15 This sub-activity began and completed in Q15. 2.2 Train Citizens so they can analyze local authority budgets and public spending
2.2 No Sub-Activity Q17 This sub-activity began and completed in Q16. 2.3 Build the capacity of CSOs to engage municipalities through COMUDEs.
2.3.1 CSO Advocacy Support Q17 This sub-activity began in Q15 and is ongoing.
Establishment and Strengthening of Municipal Women’s 2.3.2 Q17 This sub-activity began in Q15 and is ongoing. Commissions and Networks
2.3.3 Assessment of CSOs in the New Municipalities Q15 This sub-activity began in Q16 and is ongoing.
2.4 Support CSOs to implement social accountability mechanisms.
2.4.1 TA for Social Accountability Tools (Citizen Charter) Q17 This sub-activity began in Q14 and is ongoing.
2.5 Provide technical assistance to the COCODEs through grants to CSOs
Needs Assessment of COCODEs in the New Municipalities Q15 This sub-activity began and completed in Q16. 2.5.1 2.6 Implement a strategy to stengthen youth participation in municipal decision-making
Strengthening and Establishing Municipal Youth Offices Q17 This sub-activity began in Q15 and is ongoing. 2.6.1 Formation of Youth Commissions or Networks under the Q17 This sub-activity began in Q15 and is ongoing. 2.6.2 COMUDEs Rapid Assessment of Youth Organizations in the 15 New Q15 This sub-activity began in Q15 and completed in Q16. Municipalities 2.6.3 RESULT#03: INCREASED QUALITY OF POTABLE WATER IN 44 MUNICIPALITIES Scheduled Activity & Sub-Activity Completion Status Comments
Page 91 of 101 3.1 Map water sector stakeholders. Mapping of Water Sector Stakeholders in the 15 New 3.1.1 Q16 This sub-activity began and completed in Q15. Municipalities
3.2 Provide technical assistance to municipalities to improve water service delivery. 3.2.1 Establishment and Strengthening of OMAs Q17 This sub-activity began in Q15 and is ongoing.
3.2.2 Implementation of Strategic Investment Plans Q17 This sub-activity began in Q16 and is ongoing.
3.2.3 Further Disseminate Water Messages Q17 This sub-activity began in Q14 and is ongoing. Development of Strategic Investment Plans for the 15 New 3.2.4 Q17 Delayed in the planning stages and due to begin in Q17. Municipalities
3.3 Assist municipalities with the development of watershed management and protection plans and train them on plan implementation.
Implementation of Watershed Management Plan Q17 This sub-activity began in Q16 and is ongoing. 3.3.1 RESULT#04: LOCAL DEVELOPMENT PLANS ESTABLISHED AND IMPLEMENTED IN ORDER TO IMPROVE FOOD SECURITY AND ECONOMIC DEVELOPMENT Scheduled Activity & Sub-Activity Completion Status Comments 4.1 Build the capacity of the Municipal Women's Office to support the design and implementation of municipal plans to address food security and nutrition.
Training for DMMs in Formulation of Social and Food Security 4.1.1 Q15 This sub-activity began and completed in Q15. Proposals This sub-activity began ahead of schedule in Q14 and is 4.1.2 Follow-on TA for DMMs Q17 ongoing.
4.1.3 Strengthening DMM Leadership Capacity Q16 This sub-activity began and completed in Q16.
4.1.4 Rapid Assessment of the DMMs in New Municipalities Q15 This sub-activity began and completed in Q15.
Page 92 of 101 4.2 Coordinate with municipalities to establish and operate food security situation rooms.
4.2 No sub-activity This activity began in Q16 and is ongoing.
4.3 Help municipalities develop LED plans. Implementation of LED Plans and Policies 4.3.1 Q17 This sub-activity began in Q16 and is ongoing.
4.3.2 STTA in Public-Private Partnerships Q15 This sub-activity began in Q15 and is ongoing.
Assessment of Municipal LED Needs and Development of DEL 4.3.3 Q17 This sub-activity began in Q16 and is ongoing. Plans in New Municipalities
RESULT#05: MUNICIPAL PLANS ESTABLISHED TO REDUCE CLIMATE CHANGE VULNERABILITY AND TECHNICAL ASSISTANCE PROVIDED FOR IMPLEMENTATION OF PLANS Scheduled Activity & Sub-Activity Completion Status Comments 5.1 Improve municipalities' awareness of climate stressors and of adaptation measures.
5.1 No sub-activity Q17 Delayed in the planning stages and due to begin in Q17.
5.2 Build the capacity of municipalities to assess vulnerabilities to climate change, prioritize climate adaptation measures, mobilize resources, and respond to emergencies.
5.2 No sub-activity (integrated into Sub-activity Y4 4.3.3) Q17 This sub-activity began in Q16 and is ongoing.
5.3 Assist municipalities with developing adaptation plans and implementing joint watershed management plans aimed at reducing vulnerability to hydro-meteorological events.
5.3.1 Implementation of Adaptation Plans Q16 This sub-activity began in Q16 and is ongoing.
5.4 Build citizen knowledge of climate stressors so they are better able to participate in the municipal planning.
Page 93 of 101 Evaluation of Knowledge Levels of Climate Stressors and 5.4.1 Q16 This sub-activity began and completed in Q15. Adaptation Measures RESULT#06: INCREASED CAPACITY OF ANAM AND AGAAI TO SUPPORT MUNICIPAL DEVELOPMENT AND REPLICATE SUCCESSFUL MODELS NATIONWIDE Scheduled Activity & Sub-Activity Completion Status Comments 6.1 Deliver technical assistance and training to ANAM and AGAAI to improve their service provision and ability to advocate on the topics of crime prevention, food security, health, DRR, and climate change vulnerability reduction.
6.1.1 Implementation of the ANAM TA plans Q16 This sub-activity began in Q15 and is ongoing.
6.1.2 Implementation of the AGAAI TA plans Q16 This sub-activity began in Q15 and is ongoing.
6.1.3 Best Practices Workshops Q17 This sub-activity began and completed in Q16.
6.1.4 Advocacy for a Municipal Career Civil Service Law Q17 This sub-activity began in Q14 and is ongoing.
TA for Establishment and Strengthening of Municipal Human 6.1.5 Q17 This sub-activity began in Q16 and is ongoing. Resource Offices
Assessment of Human Resource Office Capacity in the New 6.1.6 Q17 This sub-activity began in Q16 and is ongoing. Municipalities
6.1.7 Strengthening Indigenous Authorities Q17 This sub-activity began in Q16 and is ongoing.
Activity that Contributes to all Six Results
Support to Online Training Course Development through INAP Q16 This sub-activity began in Q14 and completed in Q16.
Page 94 of 101 ANNEX III: MUNICIPALITY TRACKERS
Q15 Municipality Tracker
Original 29 Project Municipalities
Chichicastenango
Nebaj Cunén
Chajul
n Chiquirichapan
Cotzal
ilco
Chiantla Jacaltenango San Sebastián Huehuetenango Todos Santos Cuchumatán Cu Concepción Huista AntonioSan Huista La Libertad Barillas La Democracia Santa María GasparSan JuanSan Sacapulas Santa María Uspantán Santo Tomás Zacualpa Santa Lucia La Reforma JuanSan Ostuncalco Concepció San Miguel Ixtahuacán San Pablo Sibinal Tajumulco San Rafael laPie de Cuesta Nuevo Progreso José ElSan Rodeo San Lorenzo RESULT 1
Y4 1.1.1 GIS Support X X X X X X X X X X X X X
TA in Own-Source Revenue Y4 1.2.1 X X X X X X X X X X X X X X X X X X X X X X X X X X X X Generation TA in Financial Management Y4 1.2.2 X X X X X X X X X X X X X X X X X X X X X X X X X X X X Practices
Page 95 of 101 Radio Spots on Citizen Y4 1.2.3 Responsibilities to Pay Municipal X X X X X X X X X X X X X X X X X X X X X X X X X X X X Fees
Workshop and TA on IUSI (local X Y4 1.2.4 X X X X X X X X X X X X X X X X X X X X X X X X X X X property taxes)
TA in Implementation of the Public Y4 1.2.5 X X X X X X X X X X X X X X X X X X X X X X X X X X X X Access to Information Law Replication of the Transparency Y4 1.2.6 X X X App Consolidation of COMUDE Y4 1.3.1 X X X X X X X X X X X X X X X X X X X X X X X X X X X X Strengthening Strengthening Municipal Council Y4 1.3.2. X X X X X X X X X X X X X X X X X X X X X X X X X X X X support to the COMUDEs
Y4 1.4.1 Solid Waste Treatment Planning X X X X X
RESULT 2
(Pending) Additional training in laws n/a Produced in Q16 as per contract modification
Y4 2.3.1 CSO Advocacy Support X X X X X X X X X X X X X X X X X X X X X X X X X X X X X
Establishment and Strengthening of Y4 2.3.2 Municipal Women's Commissions X X X X X X X X X X X X X X X X X X X X X X X X X X X X and Networks
Y4 2.4.1 TA for Social Accountability Tools X X X X
Needs Assessment of COCODEs Y4 2.5.1 Plan Developed in Q16 for Y5 in the New Municipalities
Page 96 of 101 Strengthening and Establishing Y4 2.6.1 X X X X X X X X X X X X X X X X X X X X Municipal Youth Offices Formation of Youth Commissions Y4 2.6.2 X X X X X X X X X X X X X X X X X X X X X X X X X X X X or Networks under the COMUDEs RESULT 3
Establishment and Strengthening of Y4 3.2.1 X X X X X X X X X X X X X X X X X X X X X X X X X X X X OMAs Implementation of Strategic X Y4 3.2.2 X X X X X X X X X X X X X X X X X X X X X X X X X X X Investment Plans
Further Disseminate Water Y4 3.2.3 X X X X X X X X X X X X X X X X X X X X X X X X X X X X Messages
Implementation of Watershed Y4 3.3.1 X X Management Plan RESULT 4
Y4 4.1.2 Follow-on TA for DMMs X X X X X X X X X X X X X X X X X X X X X X X X X X X X
Strengthening DMM Leadership Y4 4.1.3 X X X X X X X X X X X X X X X X X X X X X X X X X X X X Capacity
TA for establishment and n/a In process implementation of the SANs
Implementation of LED Plans and Y4 4.3.1 X X X X X X X X X X X X X X X X X X X X X X X X X X X X Policies
Y4 4.3.2 STTA in Public-Private Partnerships X X X X
RESULT 5
Improve Municipalities Awareness Y4 5.1 of climate stressors and of Ongoing adaptation measures.
Page 97 of 101
Implementation of Adaptation X Y4 5.3.1 X X X X X X X X X X X X X X X X X X X X X X X X X X X Plans
RESULT 6
Implementation of the ANAM TA Y4 6.1.1 Not related to any specific municipalities plans
Implementation of the AGAAI TA Y4 6.1.2 Not related to any specific municipalities plans
Y4 6.1.3 Best Practices Workshops X X X X X X X X X X X X X X X X X X X X X X X X X X X X
Advocacy for Career Municipal Y4 6.1.4 Related to all 340 municipalities Services
TA for Establishment and X Y4 6.1.5 Strengthening of Municipal Human X X X X X X X X X X X X X X X X X X X X X X X X X X X
Resource Offices
Strengthening Indigenous Y4 6.1.7 X X X X X X X X X X Authorities
Page 98 of 101
Reference Sheet of Target Municipalities by Sub-
Activity
an Andrésan Sajcabajá
Huehuetenango Malacatancito IldefonsoSan Ixtahuacán JuanSan Atitán San Miguel Acatán San Pedro Nécta San Sebastián Coatán S San Bartolomé Jocotenango Santa Cruz del Quiché Totonicapán San Marcos Comitancillo Concepción Tutuapa Tacaná
RESULT 1
Y4 1.1.3 Assessments and TA Plan Development X X X X X X X X X X X X X X X
Y4 1.2.1. TA in Own-Source Revenue Generation X X X X X X X X X X X X X X X
Y4 1.2.2. TA in Financial Management Practices X X X X X X X X X X X X X X X
Radio Spots on Citizen Responsibilities to Pay Y4 1.2.3 X X X X X X X X X X X X X X X Municipal Fees
Workshop and TA on IUSI (local property Y4 1.2.4 X X X X X X X X X X X X X X X taxes)
TA in Implementation of the Public Access to Y4 1.2.5 X X X X X X X X X X X X X X X Information Law
Page 99 of 101 Rapid Assessment of the Access to Y4 1.2.7 X X X X X X X X X X X X X X X Information Offices
Y4 1.3.1 Consolidation of COMUDE Strengthening X X X X X X X X X X X X X X X
Strengthening Municipal Council support to Y4 1.3.2. X X X X X X X X X X X X X X X the COMUDEs
Y4 1.4.1 Solid Waste Treatment Planning X X X X
RESULT 2
Establishment and Strengthening of Municipal Y4 2.3.2 X X Women's Commissions and Networks
Assessment of CSOs in the New Y4 2.3.3 X X X X X X X X X X X X X X X Municipalities
Y4 2.4.1 TA for Social Accountability Tools X X
Y4 2.6.3 Rapid Assessment of Youth Organizations X X X X X X X X X X X X X X X
RESULT 3
Mapping of Water Sector Stakeholders in the Y4 3.1.1 X X X X X X X X X X X X X X X 15 New Municipalities
Y4 3.2.1 Establishment and Strengthening of OMAs X X X X X X X X X X X X X X X
Y4 3.2.3 Further Disseminate Water Messages X X X X X X X X X X X X X X X
Page 100 of 101 Development of Strategic Investment Plans for Y4 3.2.4 To begin later in Year 4 the 15 New Municipalities
RESULT 4 Y4 4.1.2 Follow-on TA for DMMs X X X X X X X X X X X X X X X
Y4 4.1.3 Strengthening DMM Leadership Capacity X X X X X X X X X X X X X X X
Assessment of Municipal LED Needs and Y4 4.3.2 Development of LED Plans in the New X X X X X X X X X X X X X X X Municipalities RESULT 5 Build the capacity of municipalities to assess vulnerabilities to climate Change, prioritize Activity 5.2 X X X X X X X X X X X X X X X climate change adaptation measures, mobilized resources, and respond to emergencies. RESULT 6 Y4 6.1.3 Best Practices Workshops X X X X X X X X X X X X X X X
Y4 6.1.4 Advocacy for Career Municipal Services Ongoing
TA for Establishment and Strengthening of Y4 6.1.5 X X X X X X X X X X X X X X X Municipal Human Resource Offices
Assessment of Human Resource Office Y4 6.1.6 X X X X X X X X X X X X X Capacity in the New Municipalities
Y4 6.1.7 Strengthening Indigenous Authorities X X X X X
Page 101 of 101