GUATEMALA LOCAL GOVERNANCE / NEXOS LOCALES PROJECT
QUARTERLY REPORT #26 CONTRACT No. AID-520-C-14-00002
January 20, 2021
This publication was produced for review by the United States Agency for InternationalPage Development. 1 of 113 It was pr epared by DAI Global, LLC. LOCAL GOVERNANCE / NEXOS LOCALES PROJECT
QUARTERLY REPORT (QR26) October 2020 – December 2020
Project Title: USAID Nexos Locales Project
Sponsoring USAID office: USAID / Guatemala
Contract Number: AID-520-C-14-00002
COR: Claudia Agreda
Contractor: DAI Global, LLC
Date of Publication: January 20, 2021
The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government.
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TABLE OF CONTENTS TABLE OF CONTENTS ______3 SUMMARY OF FIGURES AND PHOTOGRAPHS ______4 ACRONYMS ______5 EXECUTIVE SUMMARY ______7 INTRODUCTION ______10 I. STEMMING ILLEGAL IMMIGRATION ______12 II. HIGH-LEVEL RESULTS ______14 III. SUMMARY OF KEY ACHIEVEMENTS ______16 IV. OBSTACLES FACED BEST PRACTICES AND LESSONS LEARNED ______18 V. QUARTERLY PROGRESS RESULTS ______20 VI. TRAINING EVENTS ______50 VII. GRANTS ADMINISTRATION ______51 VIII. PROJECT MANAGEMENT ______52 ANNEX I: GLOSSARY OF KEY TERMS ______59 ANNEX II: WORK PLAN ACTIVITY TRACKER ______64 ANNEX III: MUNICIPALITY TRACKER ______71 ANNEX IV: PERFORMANCE MANAGEMENT PLAN ______76
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SUMMARY OF FIGURES AND PHOTOGRAPHS
FIGURES
Figure 1- Nexos Locales coverage area Y7-Y9 ...... 10
PHOTOGRAPHS Photo 1: OMAS personnel in Sacapulas receiving online TA on GIS use through Nexos Locales’ training platform 21 Photo 2: Nexos Locales, UMG, and SEGEPLAN staff facilitating the budget management training ...... 22 Photo 3: Nexos Locales technicians presenting the 2018 Municipal Ranking Dashboards to municipal officials in San Marcos ...... 24 Photo 4: Cover of the Safe Water Against COVID-19 summary ...... 27 Photo 5: Members of Women’s Networks in Huehuetenango, San Marcos, and Quiché, participate in the CODEMUJER regional meetings ...... 31 Photo 6: OMAS staff in Nebaj rehabilitating water service lines ...... 36 Photo 7: Scene from Nebaj’s DMM video to commemorate the International Day for the Elimination of Violence Against Women ...... 40 Photo 8: Nexos Locales staff coordinates the humanitarian assistance delivery coordinated by the municipality of Chajul ...... 52 Photo 9: Nexos Locales staff participating in USAID’s Indigenous Engagement meeting with Implementing Partners ...... 53
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ACRONYMS AAC Area Advisory Committee AGAAI Guatemalan Association of Indigenous Mayors and Authorities ANAM National Association of Municipalities A4P Alliance for Prosperity BHA USAID’s Bureau for Humanitarian Assistance CAI Indigenous Authority Councils CEO Creating Economic Opportunities CLA Collaboration, Learning, Adapting CLD Communities Leading Development COCODE Community Development Council COE Emergency Operations Commissions COFETARN Commission for Economic Growth, Tourism, Environment and Natural Resources COMUDE Municipal Development Council COMUSAN Municipal Commission for Food Security and Nutrition COR Contracting Officer’s Representative CSO Civil Society Organization DAFIM Municipal Administrative Financial Directorate DAI DAI Global, LLC DART Disaster Assistance Response Team DEMIN Integrated Municipal Evaluation DEC Development Experience Clearinghouse DMM Municipal Women’s Directorate FAO Food and Agriculture Organization of the United Nations FtF Feed the Future GIS Geographic Information Systems GoG Government of Guatemala GUC Grants Under Contract ICTA The Institute of Science and Agricultural Technologies IOM International Organization for Migration LAIP Public Access to Information Law LED Local Economic Development LOP Life of Project MEL Monitoring, Evaluation, Learning MINFIN Ministry of Finance MoU Memorandum of Understanding OMAS Municipal Water and Sanitation Office OMDEL Municipal Office for Economic Development OMJ Municipal Youth Office OMM Municipal Women’s Office OMRRHH Municipal Human Resources Office PDM-POT Proceso de Actualización y Alineamiento de Planes Municipales de Desarrollo a Plan de Ordenamiento Territorial PDH Guatemalan Human Rights Ombudsman Office PFM Public Financial Management PMP Performance Management Plan POA Annual Operative Plan Q26 Quarter 26 Q27 Quarter 27 Q28 Quarter 28 Q29 Quarter 29 SAN Food Security and Nutrition SCEP Presidential Executive Coordination Secretariat
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SEGEPLAN Planning and Programming Presidential Secretariat SESAN Secretariat of Food Security and Nutrition (Secretaría de Seguridad Alimentaria y Nutricional) SNIP National Public Investment System SEPREM Presidential Secretariat for Women’s Affairs STTA Short-term Technical Assistance TA Technical Assistance UIP Public Information Unit USAID United States Agency for International Development USG United States Government WHO World Health Organization Y4 Year Four Y5 Year Five Y6 Year Six Y7 Year Seven
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EXECUTIVE SUMMARY
This quarterly report captures the breadth of activities performed during the twenty-sixth quarter (Q26), which ranges from October 1st, 2020 to December 31st, 2020. The report delineates high-level results, key achievements in each of the six technical result areas under the Nexos Locales contract, obstacles faced, lessons learned during the reporting period, project management updates, and financial reporting against the project’s six funding sources.
In August 2020, Nexos Locales was awarded a second TEC increase which permitted the incorporation of specific activities for Results 2 and 5. With the TEC increase, the project’s period of performance will be extended through June 2023. Quarter 26 marked the start of the implementation of activities under the project’s Year 7 Work Plan. As elaborated in the Work Plan, the project’s coverage area remains comprised of 22 municipalities which will receive full program inputs through project close down. Nexos Locales’ assistance framework will continue to focus on municipal self-reliance for reduced illegal immigration. The project also continues to support the Safe Water Against COVID-19 initiative, ensuring the provision of safe water to fight the spread of the COVID-19 pandemic. Through assistance to the Municipal Offices for Economic Development, Nexos Locales supports municipalities in the implementation of economic recovery measures.
During the reporting period, municipalities kicked off their programming cycle for the fiscal year. Due to the turnover in key positions in municipal administrations, the preparation of annual operations plans (POA) and budgets was an entirely new process for the majority of municipal officials. Nexos Locales’ assistance and the project-developed POA-Presupuesto tool, which develops an automated outline for POAs, and permits their alignment with national development policies, were instrumental in guiding municipal personnel as they completed this task. The project’s proactive engagement with target offices to conduct the annual programming process was especially relevant as municipalities managed updates in the National Investment System criteria issued by the presidential administration.
When Hurricanes Eta and Iota hit Guatemala in November 2020, local authorities had to face yet another unprecedented crisis, adding to the challenges and difficulties posed by the COVID-19 pandemic. The heavy rains and flooding within the departments of Quiché and Huehuetenango caused severe damage to key roads and bridges, leaving hundreds of communities isolated for several weeks. The humanitarian crisis that resulted from these natural disasters, further limited the availability of municipal personnel to receive assistance as key staffers diverted their agendas to help in the crisis response. In spite of these factors, the project’s longstanding partnership with government agencies such as the Ministry of Finance (MINFIN) and the Presidential Programming Secretariat (SEGEPLAN) played a critical role in organizing capacity-building activities, designed to increase municipal efficiency during the programming period.
To ensure the programming process advanced steadily, Nexos Locales rolled out the Guide to Develop Municipal Project Initiatives to complement the POA-Presupuesto tool and give municipalities step-by-step instructions to develop project profiles for their POAs. The project’s concerted efforts enabled municipal personnel to complete their plans and initiatives and resulted in continuous municipal investments to sustain the operations of target offices such as the Women’s Directorates and Public Information Units. Completion of these municipal plans for investments will serve to increase economic opportunities for vulnerable groups including women, youth and indigenous peoples.
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Advances in all six result areas of the contract are summarized below:
Result 1, Sound Public Financial Systems — This quarter, Nexos Locales provided technical assistance to the Municipal Financial Directorates (DAFIMs) in 22 municipalities, indicating the importance of implementing alternative, context-driven revenue streams to increase municipal own- source revenue generation during the pandemic. In coordination with personnel from the Minisitry of Finance, the project organized virtual trainings on tax collection management. The DAFIMs also worked on developing their Annual Contracting and Purchasing Plan (PACC) which is a key tool to promote transparency in public expeditures and expanded opportunities for local vendors. The municipal Public Information Units (UIPs) received assistance to improve their response to public information request processes, and compliance with government stipulations. Lastly, the project facilitated a six-hour online workshop on state acquisition records for personnel from the Municipal Human Resources Offices (OMRRHHs), in which officials learned the with best practices to manage their acquisition records.
Result 2, Strengthen Civil Society Participation — The Municipal Youth Offices (OMJs) and Women and Youth Networks in municipalities under coverage received technical inputs from the project to advance against their DEMIN indicators. Nexos assisted the OMJs with the preparation of their annual operations plans and budgets. These offices also developed youth-centered project initiatives to address various subjects, including vocational training for young people to boost employment opportunities, and cultural and artistic training to prevent violence. Nexos Locales will provide follow-up assitance as OMJs enter negotiations with municipal authorities to secure funding for their projects. Additionally, Nexos Locales coordinated with the Presidential Secretariat for Women’s Affairs (SEPREM) to help representatives from women’s networks in the departments of Huehuetenango and Quiché subscribe to the CODEMUJER, a regional, female-led platform to advocate for expanded opportunities for women.
Result 3, Increase Access to Potable Water — Nexos Locales worked with the Municipal Water and Sanitation Offices (OMAS) in key areas to increase water service delivery, including quality monitoring, and annual programming and budgeting. As part of the implementation of Water Investment Plans, the municipality of Nebaj completed a rehabilitation campaign in a major water distribution tank. The municipality invested a total of Q14,994 (USD 1,973) in these repairs, benefitting an estimated 2,811 registered water service users in the urban center. Access to safe water is essential in the fight against COVID-19. As such, under the Safe Water Against COVID-19 initiative, the OMAS continued messaging around the health benefits of water chlorination using the project-developed water radio messages. In the municipality of Sacapulas, the OMAS coordinated with the garbage collection services to stream the radio spots as collection vehicles complete their routes across commercial and residential areas.
Results 4 & 5, Local Economic Development and Adaptation to Climate — The project provided technical assistance to the Municipal Commissions for Economic Growth, Tourism, Environment, and Natural Resources (COFETARN), the Municipal Offices for Local Economic Development (OMDEL), and the Municipal Women’s Directorates (DMM) to develop annual operations plas and project profiles to increase economic opportunities for women, youth, and indigenous peoples. OMDELs and DMMs made concerted efforts to obtain approval for their initiatives to enhance agricultural production with the implementation of macro-tunnels and rainwater harvesting systems, which resulted in 13 municipalities1 allocating an estimated budget of Q 488,520 (USD 64,278). These investments will impact the lives of approximately 2,700 people. Nexos Locales also began working with
1 San Marcos: 1) San Miguel Ixtahuacán; 2) Tacaná; 3) San Marcos; 4) Comitancillo; Huehuetenango: 5) Chiantla; 6) Malacatancito; 7) Todos Santos; 8) San Pedro Necta; 9) Todos Santos Cuchumatan; 10) Chiantla; 11) Malacatancito; Quiché: 12) San Andres Sajcabaja; and 13) Sacapulas.
Page 8 of 113 the Municipal Forestry Offices (OFMs) to promote climate resilience at the municipal level. Four2 OFMs completed their annual operations plans and budgets using the project-developed POA-Presupuesto tool.
Result 6, ANAM & AGAAI — The project continued support to ANAM and AGAAI to strengthen the capacity these organizations. In particular, Nexos prepared to issue a grant to AGAAI to advocate for the establishment and acceditation of Indigenous Advisory Councils in the COMUDEs. The project is also supporting efforts under the La Ruta para Prosperidad initiative to promote the inclusion of indigenous voices in decision-making spaces. An 11-month STTA contracted by Nexos Locales began its activities with an induction process and a revision of the project’s Cultural Pertinence Strategy. Nexos Locales strategy will be updated to incorporate objetives from La Ruta and futher the project’s efforts to support this initiative. In addition, ANAM kickstarted the process of advocating for the passing of the Municipal Career Service Bill. ANAM will begin socializing the bill with congressional representatives and mayors in the upcoming months.
2 San Marcos: 1) Tacaná; 2) Comitancillo; 3) Concepción Tutuapa; and Totonicapán: 4) Totonicapán.
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INTRODUCTION USAID’s Nexos Locales Project (Contract No. AID-520-C-14-00002), formerly known as the Local Governance Project, is a nine-year program that began in June 2014. Implemented by DAI Global, LLC (DAI), the project is based in Quetzaltenango, Guatemala with a regional office located in Huehuetenango. The primary goal of USAID’s Nexos Locales Project is to strengthen municipalities in the Western Highlands of the country, so they foster more responsive, inclusive, and effective socio- economic development while reducing local vulnerabilities such as food insecurity and natural disasters. Nexos Locales’ technical assistance framework emphasizes actions to strengthen financial accountability mechanisms capable of increasing municipal own-source revenue so that municipal resources can be prioritized where they are needed most. This includes improved quality service delivery, expanded local economic opportunities, and strengthened food security and nutrition. In doing so, municipal governments are better able to better address their development needs and the underlying causes of illicit immigration, thereby leading to increased self-reliance.
With the second TEC increase awarded in August 2020, Nexos Locales will provide full technical assistance inputs in the 22 municipalities under coverage. The project’s coverage area is represented in the subsequent map.
Figure 1- Nexos Locales coverage area Y7-Y9
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Pursuant to Section F.6 (2) of the contract, this Quarterly Report presents progress against the project’s six result areas. This report also informs on key achievements, significant operations and project milestones, key challenges with project implementation, and financial information per funding source. The Quarterly Report #26 covers the quarterly reporting period between October and December 2020.
The six technical result areas the project implements include the following: • Result 1 – Sound public financial systems in place in order to promote transparency and permit participation by citizens in decision-making. • Result 2 – Strengthen civil society participation in social accountability processes. • Result 3 – Increased quality of potable water in prioritized municipalities. • Result 4 – Local Development Plans established and implemented in order to improve food security and economic development. • Result 5 – Municipal Plans established to reduce climate change vulnerability and technical assistance provided for implementation of plans. • Result 6 – Capacity increased for the National Association of Municipalities (ANAM) and/or the Guatemalan Association of Indigenous Mayors and Authorities (AGAAI) to support municipal development and replicate successful models nationwide, including municipal crime prevention plans.
The following cross-cutting themes are woven into all Nexos Locales sub-activities:
• Gender Equity & Social Inclusion • Youth • Indigenous Perspectives • Feed-the-Future (FtF) Principles
The Quarterly Report #26 (QR26) is divided into the following sections:
Section 1– Stemming Illegal Immigration Section II – High Level Results Section III – Summary of Key Achievements Section IV – Obstacles Faced, Best Practices and Lessons Learned Section V – Quarterly Progress Results Section VI –Training Events Section VII – Grants Administration Section VIII – Project Management Section IX – Financial Information Annex 1: Glossary of Key Terms Annex II: Work Plan Activity Tracker Annex III: Municipality Tracker Annex IV: Performance Management Plan (PMP) Annex V: Success Story I
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1. STEMMING ILLEGAL IMMIGRATION
In Quarter 19, Nexos Locales introduced this new section to showcase how its work contributes to stemming the flow of illegal migration to the United States by linking project activities to the commitments made by the Government of Guatemala in its Alliance for Prosperity Plan (A4P) and the U.S. Government’s Strategy for Central America. More specifically, Nexos Locales supports the primordial goal of eradicating the push factors—or drivers— of migration to the United States by working to support the pillars of i) Improved Governance / Institutions Strengthening and ii) Promoting Prosperity / Creating Economic Opportunity.
Nexos Locales’ integral technical assistance framework focuses program activities on building more transparent and effective local governments and enabling their journey to municipal self-reliance through the implementation of strengthened public financial accountability mechanisms capable of increasing own source revenue generation for the improved allocation of resources in support of quality public service delivery, expanded local economic opportunity, and improved food security and nutrition, of which benefit historically marginalized groups, resulting in enhanced quality of life conditions and reduced illegal immigration. The project’s foundational technical approach supports municipal governments to identify and finance their own needs, to make improvements in public service delivery, stimulate the local economic environment, and increase food security and nutrition, thereby addressing key development challenges that underpin illegal immigration.
The specific examples below from Quarter 26 demonstrate how Nexos Locales is contributing to increased municipal transparency and effectiveness addressing these pillars:
IMPROVED GOVERNANCE / INSTITUTIONS STRENGTHENING • Nexos Locales provided technical assistance to the Municipal Administrative Financial Directorates (DAFIMs) to improve the management and implementation of their financial systems so that municipalities are able to expand their own-source revenue generation. The 22 DAFIMs received online training on property tax management (IUSI) as an alternative revenue stream that can increase municipal revenue. DAFIMs also worked to prepare their Annual Contracting and Purchasing Plan (PACC) which lays the foundation for more transparent and competitive public expeditures, expanding opportunities for local vendors.
• Nexos Locales supports the Municipal Water and Sanitation Offices (OMAS) to increase municipal capacity for the effective delivery of water services. This quarter, the OMAS received project assistance to prepare their 2021 annual operations plans and budgets, a critical step to receive budget allocations for office operations and water-related investments. Using Geographic Iinformation Systems (GIS) technology, municipalities were also able to increase water service collection efficiencies by mapping their taxpayer databases and developing
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comprehensive strategies to manage delinquency levels3. These actions are part of the project’s overall strategy to increase municipalities’ own-source revenue generation.
• The 22 Municipal Human Resources Offices (OMRRHH) participated in an online workshop facilitated by the Director of the Ministry of Finance’s General Registry of State Acquisitions, the highlighted critical subjects such as the management of municipal acquisitions records, key deadlines under the State Contracts Law, and best practices to keep their registry records up to date to avoid administrative and legal sanctions.
• To increase transparency in municipal governments, Nexos Locales provided technical support to the Public Information Units (UIP), emphasizing their compliance with reporting requirements and public information request procedures. The UIPs also received training on the development of a schedule of fees to cover the cost of printing and copies, which can become a source of revenue to sustain the units’ operations, as well as demographics and linguistic studies to better assist the public information requests filed by indigenous populations.
PROMOTING PROSPERITY / CREATING ECONOMIC OPPORTUNITIES
• Nexos Locales assisted Municipal Commissions for Economic Growth, Tourism, Environment, and Natural Resources (COFETARN), the Municipal Women’s Directorates (DMM), and the Municipal Offices for Local Economic Development (OMDEL) to prepare their annual operations plans and develop project proposals to enhance economic growth opportunities. These documents are crucial for the approval of municipal funds to implement project initiatives. In the municipality of Todos Santos Cuchumantán, the COFETARN secured a budget of Q110,000 (USD 14,473) to implement local economic development initiatives that focus on enhanced agricultural production. The DMM in the municipality of Comitancillo received an allocation of Q 80,000 (USD 10,526) for office operations and women-centered projects.
3 While currently there is no specific quantifiable measure for this, the use of GIS software enables municipalities to increase their water service collection efficiency by developing delinquency maps for their service users. With that information, municipalities can prepare strategies to manage delinquency levels. These activities are part of the project’s overall actions to increase own-source revenue generation.
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II. HIGH-LEVEL RESULTS
Nexos Locales is a local governance project that invests in local results. Due to the success of this work, Nexos Locales often has impact far beyond its areas of intervention. The tools developed under the project, along with experiences shared by municipalities in leveraging the project’s technical assistance, are and will continue to be disseminated by Nexos Locales at a national level through the National Association of Municipalities (ANAM) and on the website’s of ANAM and Nexos Locales. This sharing and dissemination, when appropriate, benefits municipal governance beyond the 22 municipalities under project coverage, reaching all 340 municipalities in the Republic of Guatemala. In addition, the project has collaborated with other USAID-funded programs to expand the use of project-developed digital tools.
During the 26th quarter, the following high-level results were achieved:
• Municipal Investment in Local Economic Development: The project’s technical support to local governments strengthens their capacity to tackle their development needs. Nexos Locales works with the DMMs, COFERTARNs and OMDELs to advocate in favor of increased investment in economic opportunities, particulary for women, youth, and indigenous peoples. As a result of Nexos Locales’ collaboration with the DMMs and OMDELs in 13 municipalities4, local authorities allocated an estimated Q 488,520 (USD 64,278) for municipal initiatives that will support agricultural enhancement through the implementation of macro-tunnels and rainwater catchment systems.
• Strategies to Address Migration: ANAM coordinated with two mancomunidades, MANCOSEQ and MANCUERNA, to develop two mancomunidad strategies to address migration. Guided by these strategy documents, local governments will employ context-driven approaches to address the drivers of illegal immigration and promote adequate socioeconomic conditions for the reintegration of migrant returnees. The mancomunidad strategies also include key actions to increase the effectiveness of messaging around the dangers of illegal migration, particularly for unaccompanied minors. The 13 municipalities5 that are included in MANCUERNA and MANCOSEQ will receive follow-up project support to implement actions from their strategies.
• Digital Development Tools: Nexos Locales is actively pursuing ways to modernize municipal tools to help increase municipal efficiency both in technical and administrative processes. As municipalities continue to operate under a virtual modality due to the COVID-19 pandemic, the project has worked with municipalities to ensure municipal staffers conduct their day-to-day
4 San Marcos: 1) San Miguel Ixtahuacán; 2) Tacaná; 3) San Marcos; 4) Comitancillo; Huehuetenango: 5) Chiantla; 6) Malacatancito; 7) Todos Santos; 8) San Pedro Necta; 9) Todos Santos Cuchumatan; 10) Chiantla; 11) Malacatancito; Quiché: 12) San Andres Sajcabaja; and 13) Sacapulas. 5 MANCUERNA- San Marcos: 1) San Antonio Sacatepéquez; 2) San Pedro Sacatepéquez; 3) San Marcos; 4) Esquipulas Palo Gordo; 5) San Cristóbal Cucho; 6) El Quetzal; 7) La Reforma; Quetzaltenango: 8) San Juan Ostuncalco; 9) San Martín Sacatepéquez; and 10) Palestina de los Altos. MANCOSEQ- Quiché: 1) San Andrés Sajcabajá; 2) Sacapulas; and 3) Joyabaj.
Page 14 of 113 tasks with ease and maintain reporting compliance to government agencies. The Recuérdame DAFIM and Recuérdame UIP tools, provide an online calendar that highlights key reporting deadlines in government-provided platforms facilitating access from mobile devices, which is especially handy as some municipal personnel have limited access to municipal buildings and equipment. These tools were launched in the 22 municipalities under coverage, and will be available to all 340 municipalities in the country through ANAM’s website.
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III. SUMMARY OF KEY ACHIEVEMENTS
This section provides a summary of the key achievements made in Quarter 26. A full description of the achievements can be found in their respective sections of this report by locating the sub-activity number in Section V: Quarterly Progress Results.
KEY ACHIEVEMENTS OF QUARTER 26:
• In coordination with ANAM and mancomunidades, MANCUERNA and MACONSEQ, the project developed two mancomunidad strategies to address illegal migration. These documents serve as a key tool to municipal governments in the Western Highlands to effectively address the development challenges which underpin illegal migration and offer social and economic reintegration alternatives for migrant retrunees.
• Nexos Locales launched two digital tools to help the DAFIMs and UIPs comply with reporting requirements from government agencies. The tools, Recuérdame DAFIM and Recuérdame UIP, are designed to send reporting reminders through a calendar application that can be accessed through mobile devices both online and offline. These tools will facilitate reporting compliance especially as municipal officials conduct their activities remotely due to the pandemic.
• Representatives from women’s networks in 14 municipalities6 subscribed to the Departamental Women’s Commissions Board -or CODEMUJER- during departmental meetings in Huehuetenango, San Marcos, and Quiché. Nexos Locales coodinated with SEPREM to include these participants in the CODEMUJER meeting, in order to introduce them to a regional platform to advocate for women’s development agenda.
• Nexos Locales coodinated with the USAID-funded Creating Economic Opportunities project to enhance employment opportunties for youth in municipalities under project coverage. An estimated 100 youth from municipalities under Nexos Locales coverage will be enlisted in CEO’s online employability program, which seeks to equip participants with technical and social skills to enter and succed in local and regional labor markets. The project worked with OMJs in ten municipalities7 under coverage to enlist young people in the program, and on an as-needed basis, will finance internet access for participants.
• As part of the implementation of its 2020 Water Investment Plan, the municipality of Nebaj completed a rehabilitation campaing in its water distribution system. Nexos Locales advised OMAS staff to conduct repairs in their service lines. The municipality invested Q14,994 (USD 1,973) in this action, which will benefit an estimated 2,811 water service users.
6 Huehuetenango: 1) Todos Santos; 2) San Pedro Necta; 3) Malacatancito; 4) La Libertad; San Marcos: 5) San Marcos; 6) Comitancillo; 7) San Miguel Ixtahuacán; 8) Concepción Tutuapa; Quiché: 9) Chajul; 10) Cotzal; 11) Nebaj; 12) Santa Cruz del Quiché; 13) San Andrés Sajcabajá; and Totonicapán: 14) Totonicapán. 7 Huehuetenango: 1) Barillas: 2) Todos Santos; 3) Chiantla; 4) La Libertad; 5) San Pedro Necta; 6) Malacatancito; Quiché: 7) Cunén; 8) Chajul; 9) Nebaj; and 10) Cotzal.
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• As a result of project assistance, five municipalities8 secured funding for the implementation of project initiatives to enhance agricultural production using macro-tunnels by targeted women’s groups. The funding will be used in matching grants that the project will issue to local partners. Additionally, eight municipalities9 will invest in rainwater harvesting projects that seek to stimulate the local economic environment and access to safe water in the driest geographic areas in municipalities under coverage. Combined, these municipalities will invest an estimated Q 488,520 (USD 64,278) for the implementation of macro-tunnels and rainwater harvesting systems, which will benefit an estimated 5,000 people including family members and direct beneficiaries.
• In Q26, OFMs in four municipalities10 began receiving project inputs to strengthen their technical and administrative capacities. Through the Nexos Locales-developed POA-Presupuesto tool, the OFMs finalized their 2021 programming process. These municipal offices will play a heightened role in fostering resilience to climate vulnerability at the municipal level.
• To increase municipal capacity in programming and budgeting, Nexos Locales launched a Guide to Develop Municipal Project Initiatives. This document provides a step-by-step description of how to prepare municipal project initiatives, starting with the prioritizing criteria through the timeline and budget. The guide served as a key tool in municipalities as they developed their POAs and project initiatives for 2021 funding.
8 San Marcos: 1) San Miguel Ixtahuacán; Huehuetenango: 2) Chiantla; 3) Malacatancito; 4) Todos Santos; and 5) San Pedro Necta. 9 Huehuetenango: 1) Todos Santos Cuchumatan; 2) Chiantla; 3) Malacatancito; San Marcos: 4) Tacaná; 5) San Marcos; 6) Comitancillo; Quiché: 7) San Andres Sajcabaja; and 8) Sacapulas. 10 San Marcos: 1) Tacaná; 2) Comitancillo; 3) Concepción Tutuapa; and Totonicapán: 4) Totonicapán.
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IV. OBSTACLES FACED BEST PRACTICES AND LESSONS LEARNED
UPDATES FROM OBSTACLES FACED IN Q25
Nexos Locales is pleased to report that all of the obstacles reported in the previous quarter have been addressed. OBSTACLES FACED IN Q26
Updates in the Public Investment System: In 2020, the presidential administration rolled out a set of updates to the Public Investment System (SNIP) criteria. Some of these changes completely modified the parameters under which some project initiatives may receive public funding. Up until September 2020, these modifications were widely unknown to municipalities in the country, given Congress representatives placed legal challenges to the new criteria. The discussion over the feasibility of some of these updates reached an impasse in October 2020, raising uncertainty in municipalities as the annual programming process kicked off. Nexos Locales acted swiftly to provide guidance to municipalities, organizing in coordination with SEGEPLAN a workshop for DMPs and DAFIMs so they could familiarize with the updated SNIP criteria and develop their annual plans and project initatives accordingly. In light of these changes, Nexos Locales also updated its POA-Presupuesto tool to make sure the automated layout and resources available in the tool reflected these changes. Further, the project also rolled out its Guide to Develop Municipal Project Initiatives, which included a section about the updates in the SNIP criteria. These efforts minimized negative impacts to the planning procedures in project municipalities.
Natural Dissasters and Humanitarian Crises: In November 2020, Hurricanes Eta and Iota hit Central America unleashing heavy rains, severe flooding, and landslides, in what was described as the most active hurricane season in decades. In Guatemala, the northern departments of Izabal, Petén, Quiché, and Huehuetenango were among the most affected. Municipalities that were already experiencing difficulties due to the COVID-19 pandemic, faced even more hardships after Hurricanes Eta and Iota left entire communities under water and collapsed important highways and roads. Once more, local governments found the need to shift their priorities to focus on responding to the humanitarian crisis. As a result, the Emergency Operations Commissions (COEs) scaled up their activities further limiting the availability of key municipal employees to receive technical assistance. This situation was particularly challenging as municipalities completed their annual operative plans and budgets. Nexos Locales employed the project-developed POA-Presupuesto and the Guide to Develop Municipal Project Initiatives to ensure the programming process followed a positive trajectory. The use of these tools along with specific TA schedules via online platforms permited the completion of the POAs and budgets in target municipal entities.
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BEST PRACTICES AND LESSONS LEARNED
In alignment with the Collaboration, Learning and Adapting (CLA) methodology, the project continuously seeks to learn from feedback loops to adequately inform, reduce gaps, and improve activity implementation for achieving desired program results. Below is a brief description of identified best practices and lessons learned in the twenty-sixth quarter:
Best Practices The project’s Monitoring, Evaluation and Learning (MEL) Unit defines a best practice as an intervention—tool, manual, use of technology, methodology, etc.—that can be replicated with reliability, leading to a desired result, thereby strengthening innovation and sustainability in strengthening municipal management or increased citizen participation.
• Guide to Develop Municipal Project Initiatives: In anticipation of the 2021 programming cycle in the munciipalities, Nexos Locales developed a Guide to Develop Municipal Project Initiatives. The document provides a step-by-step description of the process municipalities must undergo to develop a project initiative, starting with the prioritizing criteria through the timeline and budget. In earlier years, Nexos Locales identified that the vast majority of municipal offices often missed some required steps to develop the initiatives and consequentially, their proposals were dismissed. Since the launch of Nexos Locales’ POA-Presupuesto tool in Y6, municipal offices have had a better understanding of the programming process, and with this guide, officials enhanced their capacity to develop project profiles. The guide also included real-life examples from project profiles in municipalities under coverage, and a section describing the updates on the 2021 SNIP criteria, which was introduced by the current government administration.
Lessons Learned The project MEL unit defines lessons-learned as knowledge or understanding gained through experience, analysis and self-reflection of any given activity, process, or a combined set of them. Lessons learned have the following characteristics: 1) Identified through a comprehensive analysis; 2) Can be positive or negative; 3) Constitute the first step to identify best practices; and 4) Can be measured for their utility.
• Integrated Planning Processes: During the preparation of their 2021 POAs, target municipal offices such as the OMAS and OMDELs also included prioritized actions outlined in their Water Investment Plans and LED plans, both developed with project assistance. Municipal personnel conducted a review of these plans while simultaneously developing their POAs, which permitted a higher integration of these key tools into the OMAS and OMDEL annual programming. The Water Investment and LED plans laid the foundation to develop project profiles and budgets. Given both plans already include estimated budgets for strategic activities, municipal personnel were able to work from those estimated amounts to develop their budgets as well. The use of these plans as part of the POAs was particularly handy in offices were all personnel was replaced with the incoming municipal administration.
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V. QUARTERLY PROGRESS RESULTS
RESULT 1: SOUND PUBLIC FINANCIAL SYSTEMS IN PLACE IN ORDER TO PROMOTE TRANSPARENCY AND PERMIT PARTICIPATION BY CITIZENS IN DECISION MAKING
Background: Result 1calls for activities that strengthen municipal capacity in public financial management (PFM), governance and transparency, and that improve the mancomunidades’ ability to implement regional strategies on behalf of their member municipalities. Activities at the municipal level are coordinated with national level counterparts, such as the Ministry of Finance (MINFIN), the General Planning Secretariat (SEGEPLAN), the Presidential Coordination Secretariat (SCEP), and the Guatemalan Human Rights Ombudsman Office (Procuraduría de los Derechos Humanos [PDH]). To build sustainability, Nexos Locales encourages collaboration between municipalities to share best practices and lessons- learned, and builds citizen awareness of national transparency and budget laws to access information on municipal finances and public accountability.
In Year 1, the project completed assessments—also referred to as diagnostics—of PFM and Municipal Development Council (COMUDE) functionalities to develop technical assistance plans that met the individual needs of each project municipality. Using the findings from the diagnostics, Nexos Locales, in Year 2, developed customized approaches for delivering technical assistance (TA) to project municipalities. Year 3 saw a continuation of training that deepened municipalities’ fundamental understanding of public financial management and the sound functioning of the COMUDE, while also responding to the specific needs of each municipality through individualized TA.
In Year 4, the project refined the integrated municipal evaluation (DEMIN) tool and is using it to monitor project interventions in the Municipal Administrative Financial Directorate (DAFIM), the Municipal Development Council (COMUDE), and Public Access to Information Offices (UIP). In Year 5, the compiled DEMIN results directed project investments to strengthen legal, administrative and technical capacities in the DAFIMs and UIPs against DEMIN performance indicators. This DEMIN- focused approach strengthened the financial directorates’ abilities to manage municipal resources to increase own source revenue generation. Public Information Units have increased their capacity to implement the Public Access to Information Law (LAIP) and respond to information requests from the general public in a timely manner.
In Year 6, with the implementation of the project’s revised technical approach to increase municipal self- reliance under the approved Contingency Strategy, inputs focused on strengthening financial accountability mechanisms and municipalities’ own-source revenue generation for the improved allocation of public resources in support of quality public service delivery and local economic growth. The DEMIN tool will continue to guide project interventions providing a framework for cost-effective, personalized technical assistance in municipalities. In response to the COVID-19 outbreak, the project’s revised implementation approach was strengthened to place a special focus on helping municipal
Page 20 of 113 governments confront this nationwide public health crisis by developing preparedness plans to better manage financial readjustments and ensure transparency in procurement processes.
In Year 7 and onward, guided by the DEMIN and technical logs, Nexos Locales continues to provide technical assistance to strengthen local governments’ financial management capacity, encompassing the systems and mechanisms through which municipalities mobilize revenues and subsequently plan, budget, execute, and monitor the expenditures of those revenues.
KEY ACHIEVEMENTS IN THE 26TH QUARTER
• In coordination with ANAM and mancomunidades MANCUERNA and MACONSEQ, the project developed two mancomunidad strategies to address illegal migration. These documents serve as a key tool to municipal governments in the Western Highlands to effectively address the development challenges which underpin illegal migration, and offer social and economic reintegration alternatives for migrant returnees.
• Nexos Locales launched two digital tools to help the DAFIMs and UIPs comply with reporting requirements from government agencies. The tools, Recuérdame DAFIM and Recuérdame UIP, are designed to send reporting reminders through an online calendar that can be accessed through mobile devices. These tools will facilitate reporting compliance especially as municipal officials conduct their activities remotely due to the pandemic.
ACTIVITIES/WORK PROGRESS Below are brief descriptions of specific activities implemented during the twenty-sixth quarter for Result 1.
Activity 1.1—Assess capacity of target municipalities, particularly in the areas of revenue generation, purchasing and procurement, administration and planning, and compliance with the Public Access to Information Law.
All required assessments under this Activity were completed in Year 4. No additional assessments are planned during the remainder of the life of project (LOP).
Sub-Activity Y7 1.1.1. GIS Support to 10 Municipalities: In Q26, Nexos Locales provided virtual GIS support in ten municipalities11 to continue developing payment delinquency maps using the Quantum GIS software (the open-source version of GIS) to inform revenue collection strategies. An additional group of six municipalities12 began updating service users’ databases in the government-provided Photo 1: OMAS personnel in Sacapulas receiving online TA on GIS use through Nexos Locales’ training platform
11 Huehuetenango: 1) Chiantla; 2) Todos Santos Cuchumatanes; 3) Malacatancito; Quiché: 4) Santo Tomas Chichicastenango; 5) Santa María Nebaj; 6) San Gaspar Chajul; 7) Santa María Cunén; 8) San Andrés Sajcabajá; San Marcos: 9) Comitancillo; and 10) Concepción Tutuapa. 12 Quiché: 1) Santa Cruz del Quiché; 2) Sacapulas; Huehuetenango: 3) San Pedro Necta; 4) Barillas; San Marcos: 5) San Marcos; and Totonicapán: 7) Totonicapán.
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platform ServiciosGL13, which is an essential pre-requisite to geo-referencing payment data. The project will continue assisting these municipalities as they complete this process in upcoming quarters. In the municipality of Chiantla, the OMAS personnel used Quantum GIS to increase water service collection efficiency across the urban center by refining the reading routes that permit the implementation of the Water Meter Readings App, launched in Q21. GIS support was instrumental to establish more efficient daily and weekly reading routes and help the municipality scale up the implementation of the App. The combination of these technologies also proved effective in the municipality of Sacapulas, where OMAS staff followed a similar procedure to update their water service reading routes and geo-reference taxpayer information using Quantum GIS and GPS devices. In the municipality of Chichicastenango, the App presented software malfunctioning which interrupted its implementation in certain areas of the urban center where user information databases were not available. With project support, OMAS staff reached out to MINFIN authorities to report this issue and follow up to ensure the necessary adjustments were performed. By the end of December 2020, software corrections were at an advanced stage and the municipality is confident that in the first months of 2021 the App will be fully functional and implemented again.
Activity 1.2—Deliver technical assistance that meets the specific needs of the target municipalities.
Sub-Activity Y7 1.2.1. TA to Advance Overall DAFIM Performance against the DEMIN: This quarter, technical assistance provided by the project’s PFM technicians to the 22 Municipal Directorates of Finance Administration (DAFIMs) highlighted these areas:
1. The Public Investment System: Nexos Locales works to increase programming efficiency, particularly in key municipal offices such as the DAFIMs and DMPs. These offices are instrumental in execution of the planning and budgeting processes conducted by the municipalities at the end of each year. In Q26, the project coordinated with the Presidential Programming Secretariat (SEGEPLAN) and the USAID-funded Urban Municipal Governance project to facilitate a two-day training on municipal planning and budget management for the DAFIMs and DMPs. The training highlighted the updated public investment system criteria, which was rolled out in 2020 by the incoming government administration, and is key to obtaining funding for the implementation of municipal development projects. Twelve municipalities under the coverage of the USAID-funded UMG project also participated in the training, making it a total of 34 municipalities. Photo 2: Nexos Locales, UMG, and SEGEPLAN staff facilitating the budget management training 2. Water Meter Readings App: Following the repeal of the service payment deferral decree issued by the Guatemalan Government during the peak of the COVID-19 pandemic, Nexos Locales supported municipalities in scaling up the
13 ServiciosGL is the official Government of Guatemala online platform to register taxpayer information for all public service users in municipalities across the country.
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implementation of the Water Meter Readings App in six municipalities14 to streamline water service payment collection. PFM technicians held online TA sessions with OMAS personnel to update their reading routes and ramp up efforts to implement the App. The project advised municipal staffers on the adequate health and sanitation measures to conduct their readings across the most populated areas.
Sub-activity Y7 1.2.1.a TA to Increase Own-Source Revenue: Throughout the course of the pandemic, municipal governments have faced great uncertainty around own-source revenue collection due to the economic relief measures the Guatemalan Government has enacted. In Q24 Nexos Locales developed its Municipal Strategy for Own-Source Revenue Collection document, which delineates specific actions municipalities can undertake to identify and implement alternative and context-driven revenue streams such as property tax collection (IUSI), cable and advertising fees, and management of excise taxes. During this quarter, the project continued implementing this strategy document by conducting skill- building activities for DAFIM personnel. An online workshop comprised of four sessions was facilitated by project PFM technicians and personnel from the Real Estate Valuation Directorate (DICABI) to strengthen the capacity for IUSI collection in all 22 municipalities under project coverage.
As identified by the assessment conducted in Q25, 60% of municipalities have delegated authority from MINFIN to collect IUSI. However, the IUSI management remains a difficult subject in some municipalities due to its social implications15. The workshop addressed the legal framework for IUSI collection, as well as strategies to increase management efficiencies and raise awareness in the general population to avoid social unrest.
Sub-Activity Y7 1.2.1.b TA for Improved Transparency: During the reporting period, the project provided technical support to the DAFIMs in all 22 municipalities to increase transparency in municipal procurement and contracting. Nexos Locales held online TA sessions with procurement officers of the DAFIMs to reinforce their knowledge about the State Contracting Law (LCE) and its regulations. Additionally, PFM technicians facilitated a training to instruct them on the preparation and use of the Annual Municipal Procurement and Contracting Plan (PACC) aided by USAID’s Fiscal Policy and Reform Project contracting tool. Nexos Locales also provided TA to prepare the closing of 2020 accounts and formulate the 2021 budget.
Sub-activity Y7 1.2.1.c TA to Improve Control and Monitoring Systems: In Q25, the project reported a two- day training in which key personnel from target municipal offices including the DAFIM, OMDEL, DMM, UIP, OMJ, and DMP, learned how to use project-developed tools POA-Presupuesto and ASISTEMunis. Designed by the project in Y6, the tools permit budget formulation linked to all territorial planning instruments and relevant government policies, as well as monitoring of their implementation. The virtual training signaled the start of the 2021 programming cycle in all these offices. This quarter, Nexos Locales continued providing support to municipalities, as office coordinators finalized the preparation of their operations plans, project proposals, and annual budgets. On an as-needed basis, the project will provide technical support in the use of other project-developed tools such as the manual on inventory control, and the Puestos y Funciones manual. Complementary to these efforts, in the upcoming months Nexos Locales will contract a local STTA to develop a module for the SICOINGL platform that will permit municipalities to track their inventory from purchase through all stages of inventory management.
14 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiché: 3) Sacapulas; 4) Chichicastenango; 5) Santa Cruz del Quiche; and San Marcos: 6) San Rafael Pie de la Cuesta. 15 The management of the IUSI by municipalities has caused protests and demonstrations across the country. The social conflict sparks from the perceptions on land tenancy which are tied to cultural factors particularly in indigenous communities. Additionally, the populations’ general distrust of their authorities and corruption allegations have made a difficult subject to address.
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Sub-activity Y7 1.2.1.d TA to Improve Performance in the Municipal Ranking: This quarter, Nexos Locales coordinated with SEGEPLAN personnel to deliver the Municipal Ranking dashboard to 132 municipalities in the country. The dashboards present a summary of the 2018 ranking indices and data for each municipality. In the 22 municipalities under coverage, project staff distributed the dashboards during a brief meeting with municipal authorities in which they highlighted areas of improvement under each index. In addition, the project launched a digital tool named Recuérdame DAFIM, which builds off the DAFIM Annual Planner, another tool developed by the project in Y4. The Recuérdame DAFIM tool’s primary function is to send daily, weekly, and quarterly reminders of key reports and supporting documentation to be uploaded to government websites. The Recuérdame DAFIM tool links directly to an email account and online Google calendar facilitating access to DAFIM employees and is especially useful as many work remotely or have rotating shifts. Increased compliance with government-mandated deadlines and documentation requirements is essential to ensure positive scores in the finance management index in the Municipal Ranking.
Photo 3: Nexos Locales technicians presenting the 2018 Municipal Ranking Dashboards to municipal officials in San Marcos
Sub-activity Y7 1.2.1.e Strengthening of Human Resources Offices: Nexos Locales worked with the seven16 OMRRHH to increase their performance level against DEMIN indicators. PFM technicians provided TA sessions to address several variables, including the preparation of the OMRRHH manual of procedures and the OMRRHH internal regulation. To complete this task, personnel from the OMRRHHs used the standardized guides and manuals developed under a grant by ANAM to accelerate the process and develop their documents in accordance to legal requirements. The project will continue providing TA to OMRRHHs as they advance in their DEMIN dashboards to attain a high performing level.
Sub-activity Y7 1.2.1.f Training and TA on the Registry Systems for HR Administration: In Q26, the project organized a six-hour virtual workshop in the use of MINFIN’s General Registry of State Acquisitions for OMRRHH coordinators in the 22 municipalities under project coverage. The Director of the Registry of State Acquisitions, Mr. Julio Quixtán, facilitated the session addressing key topics such as the management of the registry records, key deadlines under the State Contracts Law, and best practices to keep their records up to date to avoid legal findings.
16 Huehuetenango: 1) Chiantla; 2) La Libertad; 3) Malacatancito; 4) Todos Santos; Quiché: 5) Chajul; 6) Chichicastenango; and San Marcos: 7) Sibinal.
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Sub-activity Y7 1.2.2. Increased Dissemination of Public Service Radio Messages: This quarter, PFM staff developed a Radio Spots Dissemination Guide for municipalities so they can further broadcast the project-produced radio messages in eight Maya languages and Spanish. The radio spots focus on the importance and responsibility of citizens to pay their required fees and taxes, including water fees, and to increase public knowledge of the health benefits of water chlorination. The guide outlines various low-cost publicity activities municipalities can undertake to increase the dissemination of these messages using different platforms, including traditional media channels and online sites. Aided by this guide, municipalities resumed efforts to sensitize the general public regarding their responsibilities to pay for public services. The dissemination guide was made available to the 340 municipalities in the country via the Nexos Locales and ANAM websites. The radio messages on water chlorination continued to be streamed as part of the Safe Water Against COVID-19 initiative, further description is provided under Sub-activity Y7 3.2.2.
Sub-activity Y7 1.2.3. TA to Improve the General Performance of the UIP against the DEMIN: The project provided ongoing technical assistance to the UIPs in seven municipalities17 to increase their performance against DEMIN indicators. TA focused on the use of the PDH platform to upload documentation from the public information requests that were received during the fiscal year18. In addition, UIP coordinators participated in a virtual training that emphasized compliance with Article 10 of the Access to Public Information Law. Under section 28 of this article, UIPs are encouraged to prepare a report on the demographics and linguistic characteristics of public information requestors. From this data, UIP personnel can tailor their processes and better facilitate information to indigenous populations. Participants learned in-depth about this requirement and with project assistance, UIPs drafted an outline to complete this report.
Sub-activity Y7 1.2.3.a TA to Strengthen UIP Compliance Functions: In Q26, Nexos Locales held virtual TA sessions with UIP coordinators in all 22 municipalities under coverage regarding key topics to increase compliance with the LAIP and strengthen their functionality. In October 2020, the project’s PFM team discussed with UIPs the content and implementation of Article 18 of the LAIP. The article permits the establishment of a schedule of fees for costs incurred in preparing document copies and printing, translating into a source of revenue generation for the UIPs and the municipality. The implementation of a schedule of fees can help increase own-source revenue in municipalities and ensure increased budget allocations for UIPs operations. Nexos Locales also launched the Recuérdame UIP tool, which uses online electronic platforms like Google Calendar and email accounts to facilitate compliance with reporting requirements from the PDH and other government agencies.
Sub-Activity Y7 1.2.4. Follow-up and Replication of the Transparency App: In November 2020, the Transparency Apps in three project municipalities (Chiantla, Sacapulas, and San Rafael Pie de la Cuesta) resumed their implementation after a delay due to the change of financial data administration offices within MINFIN. Nexos Locales worked in close consultation with MINFIN and the application’s developer to update the Apps’ finance module so it could continue showing real-time finance updates registered in MINFIN’s websites. Once the updates were completed, PFM technicians worked with the municipalities to ramp up efforts to promote the Apps. In Sacapulas, App managers scheduled monthly publications in the municipality’s social media profiles. In Chiantla and San Rafael Pie de la Cuesta, managers planned to introduce the Apps to COMUDE members and key municipal offices including the OMJ and DMM during their monthly meetings. Advancements in the replication efforts conducted in the
17 Huehuetenango: 1) Malacatancito; 2) Todos Santos; Quiché: 3) Nebaj; San Marcos: 4) San Miguel Ixtahuacán; 5) Comitancillo; 6) Concepción Tutuapa; and 7) Sibinal. 18 The Guatemalan fiscal year runs from January to December.
Page 25 of 113 municipalities of San Marcos and San Lucas Sacatepéquez were minimal during the last months of 2020. In the upcoming quarter, Nexos Locales will provide vigorous technical assistance to regain traction with both municipalities and will report accordingly.
Activity 1.3—Strengthen the role of COMUDEs to engage citizens in government decision- making.
Sub-activity Y7 1.3.1. Consolidation of COMUDE against the DEMIN: This quarter, technical assistance to the 22 Municipal Development Councils (COMUDE) emphasized key topics to improve the councils’ performance against the DEMIN, including the approval of their internal regulations, and the preparation of procedure manuals of the prioritized commissions (Citizen Participation, Women and Youth, COFETARN, COMUSAN, and Health Commission). Project personnel held online sessions with COMUDE members to advance on these topics. In an effort to strengthen the functionality of COMUDEs from the 22 municipalities under project coverage, Nexos Locales coordinated with the National Institute for Public Administration (INAP) to enroll COMUDE representatives in an online certificate course facilitated by Public Administration Institute (INAP). The eight-week virtual course will address key subjects including citizen participation, budget analysis, and social audit mechanisms, concluding in January 2021. Project technicians will follow-up with the 22 participants to ensure they comply with attendance requirements and complete the course.
The COVID-19 pandemic has limited the convening of in-person meetings in municipalities under high virus transmission alerts, which continues to be a challenge for many COMUDEs given their large membership capacity. With Nexos Locales assistance, the COMUDE in the municipality of Totonicapán worked to develop a health and security protocol to conduct in-person monthly COMUDE meetings in a safe environment. The project’s Citizen Participation Specialist provided virtual TA sessions and advised the DMP and COMUDE members on the general outline of the health and security protocol. The protocol proposal was presented to municipal authorities, outlining seating capacity, cleaning and disinfection measures, temperature checks and mask requirements, as well as the location and duration of COMUDE meetings. COMUDE members are confident this protocol will receive the approval of municipal authorities in the upcoming months.
Sub-activity Y7 1.3. 1.a. TA in Accountability of Funds and Budget Planning: Under a blended modality of both in-person and virtual meetings, COMUDEs in 11 municipalities19 conducted their monthly meetings during October and November 2020. Nexos Locales provided TA sessions on the use of the project- developed Redición de Cuentas tool. The tool allows COMUDE members to prepare and transmit their accountability of funds reports, as they begin to prepare for their quarterly reports which will take place in January 2021.
Sub-activity Y7 1.3.1.b Technical Assistance in Social Auditing: In Y7, the project will provide TA to three municipalities to form Social Auditing Commissions and guide them through the process of conducting a social audit exercise using the Social Audit Guide previously developed by the project. This quarter, project technicians began working on instruments for a rapid assessment in municipalities under coverage in the departments of San Marcos, Huehuetenango, and Quiché, to analyze which municipalities present feasible conditions to establish a Social Audit Commission. The assessment will evaluate the functionality of COMUDEs, political will, and level of citizen engagement, among others. Where conditions are most favorable, the project will provide technical assistance to establish Social Audit commissions and subsequently conduct social audit exercises. In Y6, Nexos Locales reported on
19 Quiché: 1) Nebaj; 2) Cotzal; 3) Chajul; 4) Cunén; 5) Chichicastenango; 6) San Andrés Sajcabajá; San Marcos: 7) Sibinal; 8) Tacaná; 9) Comitancillo; 10) Concepción Tutuapa; and 11) San Marcos.
Page 26 of 113 the assistance provided to the Social Audit Commission in the municipality of Chiantla. The commission developed their third social audit exercise and prepared a report with key findings to present in the COMUDE. However, given the COMUDE in Chiantla is operating under a limited capacity due to the COVID-19 pandemic, the presentation has been postponed until further notice by COMUDE authorities.
Sub-activity Y7 1.3.1.c Commissions Strengthening: Nexos Locales provided TA to the prioritized COMUDE commissions emphasizing the organization of their membership and the preparation of their POAs and budgets for the upcoming year. The utilization of project-developed tools such as the POA-Presupuesto and manuals have guided commissions through these processes. Members of the Women and Youth Commission of the COMUDE in Chichicastenango, also received technical support to begin drafting a youth and women municipal policy proposal. This commission is known to be among the most active in the municipality, aims to help the local government address the most pressing needs of women and youth through this policy. The commission expects to present their proposal to City Council authorities in 2021. The project will provide follow-up support as the process moves forward.
Sub-activity Y7 1.3.1d TA for Registration of COMUDEs in the SCEP Platform and Implementation of Internal Regulations: In 2020, Nexos Locales successfully registered 15 COMUDEs on the SCEP platform, an essential step in the process of uploading information on COMUDE meetings to this government agency, and helping municipalities improve their scores in the citizen participation index in the Municipal Ranking. In Q26, project staff held virtual meetings with key officials from SCEP to begin coordinating the 2021 registration process for COMUDEs in the 22 municipalities under project coverage. SCEP officials provided an overview of all the information required to complete this process in the and shared information on some updates that were included in the platform. Follow-up coordination with SCEP regional technicians was set to coordinate data collection mechanisms and help COMUDEs finalize their 2021 registration.
Sub-Activity Y7 1.3.4. Translation and Distribution of the Safe Water against COVID-19 Guide: Last quarter, the Safe Water against COVID-19 Guide was uploaded both to Nexos Locales and ANAM’s websites. In Q26, the project initiated the administrative process to translate the guide into eight Maya languages. These efforts will help to inform COCODEs and ancestral authorities on essential practices for managing water service provision throughout the COVID-19 pandemic. Complementary to these efforts, Nexos Locales developed a summary version of the guide, highlighting key concepts paired with a more graphic layout to make it friendly to municipal audiences. This version of the guide will also be uploaded to ANAM’s website in Q27.
Sub-Activity Y7 1.3.5. Electronic Informatics Development: In Y7, the project will procure digital expertise services from a local provider to develop visualization tools, such as maps, for all 22 COMUDEs. These will aid citizen comprehension in participatory processes and decision-making. During the Photo 4: Cover of the Safe Water Against COVID-19 reporting period, Nexos Locales completed an evaluation of summary the short-listed companies proposed to implement this sub- activity, and is on track to complete the administrative requirements for the procurement in the
Page 27 of 113 forthcoming quarter. These tools will facilitate broader accessibility and comprehension to enhance citizen participation within the COMUDEs.
Activity 1.4—Build the capacity of the mancomunidades to develop and implement regional strategies.
Sub-Activity Y7 1.4.1. Development of the Sacaj River Micro-watershed Management Plan: In Y6, Nexos Locales collaborated with authorities from the MANCOSEQ mancomunidad, and the municipality of San Andrés Sajcabajá to develop a diagnostic of the Sacaj micro-watershed. The study presented key themes for improved watershed management, such as the nature conservancy, ecosystems sustainability, and livelihoods in the neighboring communities. This diagnostic will be finalized on January 2021 and will be presented to MANCOSEQ and the municipality’s authorities. With inputs from this document, MANCOSEQ will seek to develop a micro-watershed management plan assisted by a planning expert that will be contracted by the project. In Q26, Nexos Locales began the recruitment process for the consultant that will develop the micro-watershed management plan, which will incorporate objectives from the project’s cultural pertinence plan.
Sub-Activity Y7 1.4.1. a. Development of Watershed Management Plans: This quarter, the project initiated the process of identifying the mancomunidades that can implement this sub-activity. Nexos Locales will issue grants to at least two mancomunidades to develop and implement watershed management plans for municipalities under project coverage. The project will build off the longstanding relations with mancomunidades that operate in the Western Highlands region such as MANCUERNA, MANCOSEQ, ADIMAM, and MANSOHUE. Nexos Locales expects to finalize the mandatory requirements to issue the grants in the upcoming quarter.
Sub-Activity Y7 1.4.2. Mancomunidad Strategy on Migrant Returnees: During the reporting period, the mancomunidad strategies on migrant returnees were finalized and launched. These strategy documents were developed through ANAM in consultation with authorities from the MANCOSEQ and MANCUERNA mancomunidades. The strategies include information on returnees’ reintegration, messaging on the dangers of illegal migration, and means of creating economic opportunities for returnees and at-risk groups such as women, youth, and indigenous peoples. These strategies will enhance local governments’ capacity to employ strategic approaches to one of the core drivers of illegal migration, namely the lack of economic opportunities. An official presentation to key officials from ANAM, MANCUERNA, and MANCOSEQ was scheduled for January 2021. The project will follow-up on the implementation of these strategies in the upcoming months.
NEXT STEPS
Nexos Locales’ planned activities for Result 1 during the next quarter include:
• Provide ongoing technical assistance to the 22 municipalities in own-source revenue generation and finance management. (Sub-Activity Y7 1.2.1). • Ongoing technical assistance to the UIPs to increase transparency and ensure efficiency in public information procedures. (Sub-Activity Y7 1.2.3). • Ongoing technical support to the COMUDE’s as they work to develop their quarterly accountability of funds reports. (Sub-Activity Y7 1.3.1).
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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), and leveraging technology, where possible, to strengthen citizen confidence in public financial accountability.
In Year 4, the project refined the DEMIN tool and is using it to monitor project interventions in the Municipal Youth Offices (OMJs). In Year 5, the compiled DEMIN results directed project investments to strengthen legal, administrative and technical capacities in the youth offices against DEMIN performance indicators. This DEMIN-led approach consolidated the OMJs institutional competencies and the coordination link between the youth offices and the youth networks, enhancing youth capacities to better advocate for youth participation in key decision-making spaces at the municipal level.
In Year 6, under the contingency strategy, activities under this result were limited. In Year 7 and onward, the project resumes activities to work with civil society organizations to promote their effective engagement in accountability and transparency processes, which are essential elements to improve local governance. The DEMIN and technical logs will remain as guiding tools to strengthen the capacity of women and youth networks.
KEY ACHIEVEMENTS IN THE 26TH QUARTER
• Representatives from women’s networks in 14 municipalities20 subscribed to the Departmental Women’s Commissions Board -or CODEMUJER- during departmental meetings in Huehuetenango, Quiché, and San Marcos. Nexos Locales coordinated with SEPREM to include these participants in the CODEMUJER meeting, in order to introduce them to a regional platform to advocate for women’s development agenda.
• Nexos Locales coordinated with the USAID-funded Creating Economic Opportunities project to enhance employment opportunities for youth in municipalities under project coverage. An estimated 100 youth will be enlisted in CEO’s online employability program, which seeks to equip participants with technical and social skills to enter and succeed in local and regional labor markets. The project worked with OMJs in ten municipalities21 under coverage to enlist young people in the program, and on an as-needed basis will finance internet access for participants.
20 Huehuetenango: 1) Todos Santos; 2) San Pedro Necta; 3) Malacatancito; 4) La Libertad; San Marcos: 5) San Marcos; 6) Comitancillo; 7) San Miguel Ixtahuacán; 8) Concepción Tutuapa; Quiché: 9) Chajul; 10) Cotzal; 11) Nebaj; 12) Santa Cruz del Quiché; 13) San Andrés Sajcabajá; and Totonicapán: 14) Totonicapán. 21 Huehuetenango: 1) Barillas: 2) Todos Santos; 3) Chiantla; 4) La Libertad; 5) San Pedro Necta; 6) Malacatancito; Quiché: 7) Cunén; 8) Chajul; 9) Nebaj; and 10) Cotzal.
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ACTIVITIES/WORK PROGRESS
Below are brief descriptions of specific activities implemented during the twenty-sixth quarter for Result 2. Activity 2.1— Conduct an entry point map.
Entry point maps that inform on key public and private actors were developed in each of the 29 original municipalities under Year 1 and for the 15 new municipalities in Year 4. No additional, discrete activities are planned under this Activity.
Activity 2.2 – Train citizens so they can analyze local authority budgets and public spending.
Sub-activity Y7 2.2.1. Updates to the Citizens’ Guide to Municipal Budgets: In Q26, Nexos Locales staff completed a revision of the latest version of the guide to identify content updates and other additions necessary to reflect the changes in budgetary provisions issued by the government. Considering the recent transition of some finance management areas to government-provided websites, the additions suggested by project personnel include an overview of the key features and navigation of the websites, such as PortalGL, SNIPGT, and Guatecompras22. In addition, the internal Cultural Pertinence Committee will make a thorough review of language use, graphics, and sketches included in the guide to ensure the document is friendly to community audiences and that the images avoid stereotypical depictions of indigenous peoples. Once the recruitment and selection processes are finalized, these considerations will be shared with the consultant that will develop the updated version of the Citizen’s Guide to Municipal Budget.
Activity 2.3 – Build the capacity of CSOs to engage municipalities through COMUDEs.
Sub-Activity Y7 2.3.1. CSO Advocacy Training: Nexos Locales will issue grants to local partners to resume advocacy training for CSOs. This sub-activity was halted during the course of Y6 due to financial shortfalls. In the reporting period, the project prepared concept notes for three regional grants that will focus on intensive training to CSOs on participatory planning and budgeting, and transparency. Upon approval, an average of three CSOs per each municipality will participate in the advocacy trainings.
Sub-Activity Y7 2.3.2. Establishment and Strengthening of Municipal Women’s Commissions and Networks: Women’s networks in six municipalities23 received technical support to advance against their DEMIN indicators. The virtual TA sessions emphasized budget and project profiles preparation. Due to the COVID-19 pandemic, the majority of networks are still operating under a limited scope, which has hindered their capacity to move forward in the development of project profiles and budgets. Nexos Locales will make concerted efforts to ensure these networks remain functional and improve their performance.
22 These are government-provided online platforms used for procurements and acquisitions; public investment registry, and budget management in municipalities. 23 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiché: 3) Chajul; 4) Cunén; 5) Chichicastenango; and San Marcos: 6) Sibinal.
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The project is actively seeking ways to promote the inclusion and equitable participation of female leaders in important decision-making spaces. In Q26, the Presidential Secretariat of Women (SEPREM) held departmental meetings in Huehuetenango, Quiché, and San Marcos with representatives of women’s networks and associations from various municipalities. The meeting was convened with the goal of integrating the CODEMUJER, a departmental commission that advocates for women’s rights and needs. The project coordinated with SEPREM to encourage the participation of women’s network members in municipalities under project coverage. Representatives from 14 municipalities24 from attended the meeting and subscribed to this initiative. By working in CODEMUJER, female leaders are gaining traction to better situate women’s needs in the municipal development agenda.
Photo 5: Members of Women’s Networks in Huehuetenango, San Marcos, and Quiché, participate in the CODEMUJER regional meetings
Activity 2.4 – Support CSOs to implement social accountability mechanisms
Sub-activity Y7 2.4.1. TA in Citizen Charters: This quarter, Nexos Locales continued providing technical assistance to advance in the preparation of the Citizen Charter on water service in the municipality of Barillas. With support from project technicians, the municipality updated its water service regulation, which establishes basic principles for quality water service provision and describes the rights and responsibilities of end-users and the municipality as the service provider. Next steps include a review from the municipality’s legal team, and the presentation to City Council authorities. Project staff will provide ongoing support as the process moves forward.
The project scheduled TA sessions with personnel from La Libertad to work on the Citizen Charter on garbage collection. The evaluation of the Citizen Charters in Sacapulas and San Marcos, launched earlier in the project will commence in the upcoming quarter.
Activity 2.5 – Provide technical assistance to the COCODEs through grants to CSOs.
Sub-activity Y7 2.5.1. COCODE Training for Participation in the COMUDEs: This sub-activity is linked to Sub- activity 2.3.1, the regional grants that will be issued to local partners will train leaders of 310 COCODEs of both first and second level in the basics of participatory planning, budgeting, and social accountability mechanisms. The concept notes for these grants are currently under technical revision.
24 Huehuetenango: 1) Todos Santos; 2) San Pedro Necta; 3) Malacatancito; 4) La Libertad; San Marcos: 5) San Marcos; 6) Comitancillo; 7) San Miguel Ixtahuacán; 8) Concepción Tutuapa; Quiché: 9) Chajul; 10) Cotzal; 11) Nebaj; 12) Santa Cruz del Quiché; 13) San Andrés Sajcabajá; and Totonicapán: 14) Totonicapán.
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Activity 2.6 – Implement a strategy to strengthen youth participation in municipal decision-making. The project prepares and encourages youth (15-29 years old) to engage in public decision-making processes, both through the COMUDES and by amplifying their voices through youth networks. Sub-activity Y7 2.6.1. Strengthening Municipal Youth Offices (OMJs): In Q26, Nexos Locales provided technical support to the OMJs in all the 22 municipalities under coverage. The TA emphasized the preparation of POAs and project initiatives, which is an essential step to securing municipal funding for operations. Thirteen25 out of the 22 OMJs receiving assistance completed their POAs during Q26. Subsequently, five OMJs26out of the group 13 OMJs that completed their POA went a step further and prepared youth-centered project profiles to address various subjects including vocational training for young people to boost employment opportunities, and cultural and artistic training to prevent violence. Nexos Locales staff will provide follow-up TA to the OMJs as they enter negotiations with local authorities to obtain approval for these projects.
Nexos Locales works with the OMJs to enhance leadership skills amongst youth, and help to address their most urgent needs, which include the demand for non-agricultural jobs and opportunities to avoid migration. In the reporting period, the project partnered with the USAID-funded Creating Economic Opportunities (CEO) project to enlist youth from the municipalities under coverage for an employability program ran by CEO. The initiative trains groups of up to 100 youth, ages 18 to 24, who are based in ten municipalities27 under Nexos Locales coverage in the departments of Quiche and Huehuetenango. On an as-needed basis, the project also intends to finance access to internet for qualified participants.
Sub-activity Y7 2.6.2. Establishing and Strengthening Youth Commissions: As specified in the Y7 Work Plan, youth networks in five municipalities28 received online technical support to advance against their DEMIN indicators. TA focused on strengthening their organizational structure, an important step to obtain a municipal accreditation that will legitimize their proposals and activities, as well as strengthen networks’ internal capacities. In the reporting period, Nexos Locales assisted an additional five youth networks29 that were inactive during Y6. In one case, the youth network in the municipality of Sibinal renewed its membership and appointed a new board of directors. Nexos worked with the incoming board to develop job requirements for each member, and to make a brief presentation to the OMJ staff.
Sub-activity Y7 2.6.3. Virtual Municipal Management Course for Youth: This online course is scheduled for March 2021. Project staff set a coordination meeting with members of the Integral Network for Youth Development (RIDER) to further discuss the preparations needed for the course. Nexos Locales will also work with OMJs in all 22 municipalities under coverage to enlist young leaders to take the course.
25 San Marcos: 1) Concecion Tutuapa; 2) Sibinal; 3) San Rafael Pie de la Cuesta; 4) San MIguel Ixtahuacan; Quiché: 5) Chichicastenango; 6) Chajul; 7) Cotzal; 8) Santa Cruz Quiché; 9) Sacapulas; Huehuetenango: 10) San Pedro Necta; 11) Malacatancito; 12) Chiantla; and Totonicapán: 13) Totonicapan. 26 San Marcos: 1) Concepción Tutuapa; 2) Sibinal; Huehuetenango: 3) Chiantla; Quiché: 4) Nebaj; and 5) Sacapulas. 27 Huehuetenango: 1) Barillas: 2) Todos Santos; 3) Chiantla; 4) La Libertad; 5) San Pedro Necta; 6) Malacatancito; Quiché: 7) Cunén; 8) Chajul; 9) Nebaj; and 10) Cotzal. 28 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiché: 3) Nebaj; San Marcos: 4) Concepción Tutuapa; and 5) Tacaná. 29 Huehuetenango: 1) Malacatancito; San Marcos: 2) San Miguel Ixtahuacán; 3) Sibinal; Quiché: 4) Chajul; and 5) Chichicastenango.
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NEXT STEPS
Nexos Locales’ planned activities for Result 2 during the next quarter include:
• Issue grants to local partners to provide training to CSOs and COCODEs on transparency, accountability and budget analysis. (Sub-Activity Y7 2.3.1). • Ongoing technical assistance to the women’s networks to increase their functionality and technical capacity (Sub-Activity Y7 2.3.2). • Work with youth networks to improve their performance against DEMIN indicators, and launch the virtual municipal management course for youth in partnership with RIDER (Sub-Activities Y7 2.6.2 and Y7 2.6.3)
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RESULT 3: INCREASED QUALITY OF POTABLE WATER IN 22 MUNICIPALITIES
Background: The health, economic, and social consequences of water deficits in both quantity and quality for all users and for the environment cannot be understated. As a result, U.S. foreign assistance prioritizes assisting communities in tangible and substantive ways related to water. Nexos Locales, in line with Feed the Future and global health initiatives, supports municipalities to increase the quality of potable water in 15 prioritized municipalities. Through these actions, Nexos Locales is contributing to the improvement of nutrition and health indicators in the Western Highlands. Additionally, the close relationship between water resource management and good governance practices provides a space for Nexos Locales to strengthen the capacity of water authorities and related institutions not only in delivering potable water, but doing so in a transparent fashion.
Nexos Locales’ approach to achieving this result focuses on increasing access to safe water, particularly for the most disadvantaged populations, by strengthening service providers’ capacity. Activities under this result are helping municipalities to assess risks, devise plans, and take actions that improve service coverage and reduce hydrological risks. By improving municipal provision of water services, citizens’ confidence in their municipal authorities will increase, as will citizens’ socioeconomic well-being. In Year 4, the project refined the DEMIN tool and is using it to monitor project interventions in the Municipal Water and Sanitation Offices (OMAS). In Year 5, the DEMIN-compiled results directed project investments to strengthen legal, administrative, technical and planning capacities in the water and sanitation offices against DEMIN performance indicators. This DEMIN-led approach resulted in improved municipal capacity for the effective delivery of quality water service provision. In Year 6, under the implementation of the project’s revised technical approach to improve municipal self-reliance, Nexos Locales’ interventions placed a reinvigorated focus on strengthening municipal capacity to manage and administer safe water to its citizens. The provision of safe drinking water is at the very core of all preventive health measures to fight the spread of the COVID-19 outbreak. As such, Nexos Locales placed an emphasis on delivering technical assistance so that municipal governments can implement actions that guarantee the provision of safe water to its citizens. In Year 7 and onward, the project will provide ongoing technical assistance to local governments for the improved delivery of water service. Guided by the DEMIN and technical logs, municipalities will address water quality monitoring, water service access, and natural resources management models, specifically for watersheds, to improve service provision. These efforts will also contribute to increase health and nutrition indicators in the region. The project will continue active support to the provision of safe water to tackle the COVID-19 pandemic under the Safe Water Against COVID initiative.
KEY ACHIEVEMENTS IN THE 26TH QUARTER
• As part of the implementation of its 2020 Water Investment Plan, the municipality of Nebaj completed a rehabilitation campaign in its water distribution system. Nexos Locales advised OMAS staff to conduct repairs in their service lines. The municipality invested Q14,994 (USD 1,973) in this action, which will benefit an estimated 2,811 water service users.
ACTIVITIES/WORK PROGRESS
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Below are brief descriptions of specific activities implemented during the twenty-sixth quarter under Result 3. Activity 3.1—Map water sector stakeholders.
This activity was completed in Year 1 for the original 29 municipalities and in Year 4 for the 15 municipalities under the TEC increase.
Activity 3.2—Provide technical assistance to municipalities to improve water service delivery.
Sub-Activity Y7 3.2.1 Strengthening of OMAs or its Similar Municipal Water Office: In Q26, technical assistance to the Municipal Water and Sanitation Office (OMAS) emphasized the following key areas:
1) Planning and Budgeting: Preparing solid POAs is a key step to increase funding prospects for water-related projects and OMAS operations. Nexos Locales personnel assisted municipalities with their planning and programming efforts for the upcoming year. Project technicians held virtual TA sessions to guide OMAS personnel throughout the process. Using the project- developed POA-Presupuesto tool, the 22 OMAS receiving assistance completed their POAs and annual budgets. The tailor-made plans proposed various activities for improved water quality and service provision.
2) Water Quality: The project continued providing vigorous technical support regarding water quality monitoring to the OMAS personnel in municipalities under coverage. In Q25, Nexos performed the semi-annual monitoring tests to evaluate the compliance with safe water quality standards and chlorination. In Q26, during online meetings, Nexos Locales personnel presented the quality monitoring results to each of the 14 municipalities30 that were included in the study. The tests revealed that 43% (six31) of these municipalities were complying with water quality standards. Although the remaining municipalities did not pass the test due to moderate contamination levels present in the water samples, which can be attributed to the increased floods that have occurred during this rainy season, they are complying with chlorination measures. These sessions helped municipalities conduct an in-depth review of their results and assist authorities to make informed decisions on their water management processes and methods to improve or maintain their scores.
3) Safe Water Against COVID Initiative: Under this initiative, the project continued active assistance to help local authorities prioritize municipal actions to guarantee the provision of safe water as a line of defense against the spread of COVID-19. TA stressed the importance of ongoing monitoring in both urban and community distribution systems, and cost-effective methods to increase water quality. In the municipality of Chiantla, the OMAS conducted a rapid assessment of water systems to identify the need for upgrades, from this information officials prepared a detailed POA and budget for 2021 prioritizing the installation of artisanal chlorinators in several distribution tanks. Complementary to the TA, Nexos Locales encouraged continuous social messaging to publicize the health benefits of chlorination using the radio messages in Spanish and Maya languages developed earlier under the project (see Sub-Activity Y7 3.2.3).
30 Excluding the municipality of Malacatancito, Huehuetenango, where specialized assistance is provided due to high fluoride contamination levels in water supply. 31
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Sub-Activity Y7 3.2.2. Implementation of Strategic Investment / Water Sustainability Plans: This quarter, Nexos Locales supported the implementation of Strategic Water Investment Plans (developed in Years 2 through 4) in project municipalities. Project staff worked with OMAS coordinators to identify strategic actions included in the Water Investment / Sustainability Plans to develop during 2021. This review exercise laid the foundation for OMAS staff to develop their POAs and annual budgets. Given the Water Plans include key water management areas such as infrastructure investments, environmental conservation, and quality monitoring, OMAS officials listed various activities that they expect to complete ranging from the installation of chlorination systems, maintenance and infrastructure upgrades, and environmental campaigns.
Municipalities also received TA to finalize the implementation of their 2020 prioritized actions. In the municipality of Nebaj, the OMAS completed a rehabilitation campaign for a water distribution system located in the urban center. Photo 6: OMAS staff in Nebaj rehabilitating water service lines As part of the campaign, OMAS staffers replaced service lines connected to the Sibanjo distribution tank. The municipality invested Q14,994 (USD 1,973) in these repairs, which will benefit an estimated 2,811 water service users.
Sub-activity Y7 3.2.2 a. TA in the Use of Handbooks on COVID-19 Response: Following the roll-out of the Municipal Preparedness Handbook and the Safe Water Against COVID Guide, Nexos Locales scheduled TA sessions with OMAS officials in project municipalities to introduce municipalities to these materials and initiate their implementation. In 2021, Nexos Locales will pursue the organization of a training that will include key officials from the DAFIMs, DMPs, and DMMs to share the handbooks. Upon the completion of the summary version of the Safe Water Against COVID Guide and its translation to Maya languages under Sub-activity Y7 1.3.4, the project will also include members of the COMUDEs and COCODEs in these trainings.
Sub-activity Y7 3.2.3. Public Awareness Campaigns on COVID-19: This quarter, municipalities resumed activities to broadcast the radio messages in Spanish and Maya languages that were developed earlier in the project to sensitize the public on water chlorination benefits and their responsibilities to pay service fees. Nexos Locales encouraged OMAS and Public Services Office personnel to identify low-cost means to stream the water messages. The 22 municipalities under project coverage have coordinated with local radio stations and cable channels and used their social media platforms by adapting short image clips to the spots. The municipality of Sacapulas has also broadcast the water messages through the garbage collection service. Garbage collection vehicles play the spots in Spanish, K’iche’, and Sakapulteko as they pass through residential and commercial avenues.
Using the project-developed dissemination guide (see Sub-activity Y7 1.2.3.), Nexos Locales will provide ongoing technical support for the continued broadcast of these public awareness radio messages. For
Page 36 of 113 the COVID-19 and nutrition awareness messages, the project has initiated the process of contracting an STTA to develop these materials. Once the messages are finalized and approved, dissemination efforts will kick-off.
Activity 3.3—Assist municipalities with the development of watershed management and protection plans and train them on plan implementation.
Sub-activity Y7 3.3.1. Implementation of Watershed Management Plan in Two Municipalities: In Q26, project staff provided follow-up TA to the municipalities of Chiantla and Sibinal to implement at least one additional action of their watershed management plan. In Year 6, both municipalities implemented reforestation campaigns in their micro-watersheds, combined both reforested 3.4 hectares of land with 4,500 tree seedlings. Project staff worked with municipal officials to prioritize activities from their plans for implementation in 2021. Some of these include the installation of biobardas, which are barriers to filter out waste in rivers, the establishment of municipal tree nurseries, and other reforestation efforts. Municipal authorities in both Chiantla and Sibinal are currently analyzing and exploring the feasibility of prioritized activities. Nexos Locales will continue supporting municipal authorities and personnel as they implement the prioritized actions.
Sub-activity Y7 3.3.2. Community Fontanero Training and Equipment Provision: In the reporting period, the project developed the concept notes for the grants for community fontanero tranings. Currently, these documents are under technical revision and upon approval, Nexos Locales will begin a selection process to award these grants to local partners. Under this grant the project expects to train fontaneros from an estimated 440 communities (an average of 20 communities per municipality). Project staff began working with OMAS to identify which communities will be included in the fontanero trainings.
NEXT STEPS In the next quarter, activities under Result 3 will include:
• Continuous project technical assistance to strengthen the administrative and technical capacities of the OMAS against their DEMIN indicators (Sub-Activity Y7 3.2.1). • Ongoing technical support as municipalities continue to implement their Strategic Water Investment Plans (Sub-Activity Y7 3.2.2). • Follow-up on the watershed management plans in the departments of San Marcos and Huehuetenango (Sub-Activity Y7 3.3.1).
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RESULT 4: LOCAL DEVELOPMENT PLANS ESTABLISHED AND IMPLEMENTED IN ORDER TO IMPROVE FOOD SECURITY AND ECONOMIC DEVELOPMENT
Background: Result 4 addresses Feed-the-Future (FtF) objectives by building municipal capacity to improve food security and local economic development. The project collaborates closely with the Presidential Secretariat of Women (SEPREM) at the national and departmental level, as well as with the DMMs (formally municipal women’s offices –OMMs-), SESAN (at all levels), and the Ministry of Health to advance municipal policies and programs that address food security. The local economic development councils are primary partners toward economic development. Integration of both areas occurs through collaboration with mayors, their municipal councils, and USAID partners.
In Year 1, Nexos Locales conducted rapid assessments on the OMMs and food security and nutrition (SAN) Situation Rooms and undertook an in-depth assessment of local economic development and food security needs across all project municipalities, resulting in a comprehensive report on local economic development and food security for each of the original 29 municipalities. In Year 2, Local Economic Development (LED) plans were developed for the 29 original municipalities, and a comprehensive series of training and technical assistance was provided to all Municipal Women’s Office (OMM) coordinators. Year 3 saw the implementation of the LED plans in 15 municipalities and the establishment and strengthening of the municipal Commissions for Economic Development, Tourism, Environment and Natural Resources (COFETARNs) in all 29 original municipalities. Additionally, in Year 3 the project supported the transition of OMMs to Municipal Women Directorates (DMMs) in all 29 municipalities. In Year 4, the project refined the DEMIN tool and is using it to monitor project interventions in the Municipal Women’s Directorates (DMMs), Commissions for Economic Development, Tourism, Environment, and Natural Resources (COFETARN), and the Municipal Local Economic Development Offices (OMDEL).
In Year 5, the compiled DEMIN results directed project investments to strengthen legal, administrative and technical capacities of the DMMs, COFETARNs and OMDELs against DEMIN performance indicators. This DEMIN-led approach consolidated the coordination linkages between the women’s networks and the DMMs to better address the needs of women and enhance advocacy efforts towards inclusive development conditions. Correspondingly, the OMDELs and COFETARNs have increased their competencies to support the implementation of LED actions that result in greater economic opportunities. In Year 6, under the implementation of the project’s revised technical approach to improve municipal self-reliance, inputs focused on the implementation of DMM strategies and LED actions outlined in the LED plans to seek the allocation of municipal funds to promote income or employment generating activities targeting historically marginalized groups including women, youth and indigenous people. The project also emphasized guiding municipalities so they can better address the economic recovery from the health crisis caused by the COVID-19 outbreak.
In Year 7 and onward, Nexos Locales will continue supporting target municipalities in their efforts to respond to their constituents’ food security and economic development needs. The project will promote municipal leadership in facilitating investments in economic development initiatives for interest groups, thus the DMMs and OMDELs will assume a crucial role in coordinating these efforts. The DEMINs and technical logs remain as guiding tools for project inputs.
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KEY ACHIEVEMENTS OF THE 26TH QUARTER
• As a result of project assistance, five municipalities32 secured funding for the implementation of project initiatives to enhance agricultural production using macro-tunnels by targeted women’s groups. The funding will be used in matching grants that the project will issue to local partners. Additionally, eight municipalities33 will invest in rainwater harvesting projects that seek to stimulate the local economic environment and access to safe water in the driest geographic areas in municipalities under coverage. Combined, these municipalities will invest an estimated Q 488,520 (USD 64,278) for the implementation of macro-tunnels and rainwater harvesting systems.
ACTIVITIES/WORK PROGRESS
Below are brief descriptions of specific activities implemented during the twenty-sixth 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 Y7 4.1.1. Strengthening of DMMs to Advance Overall DEMIN Scores: Nexos Locales works to strengthen the capacity of DMMs to advance municipal priorities and programs that address women’s most pressing needs. As advocates for the allocation of municipal funds to foster economic opportunities for women, it is essential that DMMs develop solid POAs as a first step to secure funding for project initiatives and operations. In the reporting period, Nexos Locales staff held virtual TA sessions to guide the DMMs throughout the process using the project-developed POA-presupuesto tool. As a result of the TA, 20 DMMs34 completed the preparation of their plans. Additionally, 1135 of these DMMs also developed project profiles on various subjects including the establishment of poultry-keeping farms, family orchards, and vocational skill-building campaigns. The project will provide follow-up TA in the upcoming quarter as DMMs enter negotiations to secure funding for their initiatives.
In the municipality of Comitancillo, the DMM Director presented the office’s POA and budget to municipal authorities and key officials. As a result of a successful presentation, the DMM secured a budget allocation of Q 80,000 (USD 10,526) for office operations in fiscal year 2021 (which runs from January to December). These funds will be essential to support the office’s operations, administrative activities, and women-centered project initiatives in Comitancillo. The DMMs are also key advocates in the defense of women’s rights. DMMs organized various awareness activities in commemoration of the International Day for the Elimination of Violence Against Women. The project assisted the DMM staff in the municipality of Nebaj as they prepared an awareness campaign against gender-based violence, which comprised a series of informative videos in K’iche’ that presented an open dialogue depicting of all forms of violence against women and included the information of state
32 San Marcos: 1) San Miguel Ixtahuacán; Huehuetenango: 2) Chiantla; 3) Malacatancito; 4) Todos Santos; and 5) San Pedro Necta. 33 Huehuetenango: 1) Todos Santos Cuchumatan; 2) Chiantla; 3) Malacatancito; San Marcos: 4) Tacaná; 5) San Marcos; 6) Comitancillo; Quiché: 7) San Andres Sajcabaja; and 8) Sacapulas. 34 Excluding: Chiantla and San Rafael Pie de la Cuesta. 35 San Marcos: 1) Comitancillo; 2) Concepcion Tutuapa; 3) Sibinal; 4) San Marcos; Quiché: 5) Chichicastenango; 6) Nebaj; 7) Chajul; 8) Cotzal; 9) Cunén; Huehuetenango: 10) San Pedro Necta; and 11) La Libertad.
Page 39 of 113 entities where violence victims can file complaints. The videos were launched on the municipality’s social media platforms, reaching over 4,000 views in Facebook. (See an example publication here)
Photo 7: Scene from Nebaj’s DMM video to commemorate the International Day for the Elimination of Violence Against Women
Activity 4.2—Coordinate with municipalities to establish and operate food security situation rooms
Sub-activity Y7 4.2.1. TA for Implementation of the SAN Situation Rooms (Sala San): In the reporting period, the project began coordination efforts with COMUSAN authorities to initiate the organization of a training on the Food Security and Nutrition (SAN ) strategy and SESAN’s guide for the implementation of Food Security Situation Rooms. The one-day workshop, organized for members of COMUSANs in municipalities under project coverage, will be implemented in 2021. Building off from the successful implementation of family orchards with contributions from Agrequima36 in nine municipalities37 last quarter, COMUSAN members started contacting other stakeholders in the region for a possible replication of this initiative in additional project municipalities. The Institute of Science and Agricultural Technologies (ICTA) showed interest in the family orchards initiative and further coordination meetings have been scheduled. Nexos Locales will advise municipalities as collaborative relations advance. Follow up assistance to the beneficiaries estimated 1,625 beneficiaries from the implementation of family orchards with Agrequima is being provided by regional technicians from the Ministry of Agriculture, municipal personnel, and members of the COMUSAN.
36AGREQUIMA is an institution that works with the Government of Guatemala in agriculture affairs. 37 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiché: 3) Nebaj; 4) Cunén; 5) Chajul; 6) Chichicastenango; 7) San Andrés Sajcabajá; San Marcos: 8) Concepción Tutuapa; and 9) San Miguel Ixtahuacán.
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Activity 4.3—Help municipalities develop LED plans
Sub-Activity Y7 4.3.1. Implementation of LED Plans and Policies: In Q26, Nexos Locales provided technical assistance to the Municipal Local Economic Development Offices (OMDELs) and the Commissions for Economic Development (COFETARN) emphasizing the preparation of their 2021 POAs and project initiatives to stimulate the local economic environment. Project technicians worked with OMDELs and COFETARNs to complete a review of their LED Plans and Policies with the goal of prioritizing actions that were subsequently included in their POAs and project profiles using the POA-Presupuesto tool. Nexos Locales also assisted personnel and members of these two entities in scheduling presentations of their POAs to municipal authorities. A successful presentation from the COFETARN in Todos Santos Cuchumatán secured a budget of Q110,000 (USD 14,473) to implement LED activities including community orchards and cattle production.
Sub-activity Y7 4.3.1.a. TA for the Formulation and Approval of LED Policies: San Pedro Necta and Comitancillo are among the most recent municipalities to be added to the project’s coverage area. As such, the project will provide specialized TA on their LED policy formulation processes. In the reporting period, project staff held virtual meetings with key officials from these municipalities to guide them on the policy formulation process. Follow-up TA sessions were scheduled to work on the general outline of these policies and contents, which will be linked to local economic drivers in each municipality as identified by their LED diagnostic and plan, developed in 2017. Upon completion, Nexos Locales will also assist these municipalities in the process of introducing the policies to municipal authorities and garner their approval and support for implementation.
Additionally, Nexos Locales developed a Guide to Develop Municipal Project Initiatives. The document provides a step-by-step description of the process municipalities must undergo to develop a project initiative, starting with the prioritizing criteria through the timeline and budget. The guide was complementary to the POA-Presupuesto tool developed earlier in the project. This document also included real-life examples and a section on the updated SNIP criteria.
Sub-Activity Y7 4.3.1. b. Formulation of Socio-Economic Strategies: The COVID-19 pandemic has impacted the livelihoods of thousands of families across the Western Highlands region, exacerbating the already difficult economic scenario that women, youth, and indigenous peoples face. Local governments are placed at the forefront of implementing economic recovery strategies to help these vulnerable groups. In Q26, the project’s LED technicians worked with municipalities to develop a draft outline for LED plans, specifically regarding a strategy to address socio-economic means of pandemic recovery. The proposed outline frames short and medium-term actions to incentivize the production of local goods. In the coming months, the project will continue assisting municipalities as the addendum undergoes technical revisions.
Sub-activity Y7 4.3.1.c. Matching grant for Economic Development: Through a grant to ANAM, the project will donate materials to each of the project’s 22 municipalities for construction of macro-tunnels, commonly used by both men and women in the Western Highlands to increase agricultural production. In the reporting period, the project prepared the concept note to award this grant which will include funding for Sub-activities Y7 1.4.2. and Y7 6.1.1.
Nexos Locales made concerted efforts to garner the support of local governments to obtain approval for their matching donation to implement the macro-tunnels. In consultation with personnel from the DMMs and OMDELs, the project convened meetings with key municipal authorities and prepared the project profiles, which are necessary to ensure the municipal funding for this initiative is included in the annual budget. The use of the project-developed POA-Presupuesto tool was instrumental to complete this
Page 41 of 113 task. As result, five municipalities38 secured the matching funds for this sub-activity and for Sub-activity Y7 4.3.1.a .The total amount that will be invested by these municipalities is Q 488,520 (USD 64,278), benefiting an estimated 5,000 people including family members and direct beneficiaries.
Sub-activity Y7 4.3.1.d. Rainwater Catchment: Under this sub-activity, municipalities located in the driest geographic areas under project coverage will implement systems for rainwater harvesting, which is crucial to increase access to safe water and serves as an element to stimulate local economies. This quarter, project staff worked with DMMs and OMDELs to secure the matching municipal funds for the grant activity by developing project profiles to include the funding in each municipality’s annual budget. These efforts resulted in the allocation of municipal funds to match this grant in eight municipalities39.
Activity 4.4—Coordinate with other USAID implementing partners to support access to basic municipal services for small-scale producers and their associations.
This activity received concerted attention during Years 1 and 2 of the project. As was the case in Year 3 and 4, efforts under this Activity will be fully integrated under Activity 4.3. in technical assistance for implementation of LED and PDM-POTs plans throughout the remainder of the LOP.
Activity 4.5– Strengthen the Health Commissions of the COMUDE to address food insecurity in the targeted area and increase municipal resilience to COVID-19
Sub-activity Y7 4.5.1. Strengthening COMUDE Health Commissions: The health commissions in the COMUDEs have assumed a critical role in the municipal response to the COVID-19 pandemic. The project provided TA to health commission members in municipalities under project coverage to strengthen their programming capacity, introducing the use of the POA-Presupuesto tool to prepare their annual operations plan and budget. Activities included in their POAs will be developed in accordance to the health and sanitary measures recommended by the health authorities. The project will ramp up TA to these commissions in Q27.
NEXT STEPS Additional activities under Result 4 include: • Ongoing TA to increase DMMs’ institutional capacities and the implementation of their annual operations plans. (Sub-Activity Y7 4.1.1.) • The project will provide continued TA to OMDELs and COFETARNs as they continue implementing the Local Economic Development Plans. (Sub-Activity Y7 4.3.1.) • Nexos Locales will continue supporting OMDELs and DMMs as they secure funding for the matching grants that will be issued to increase local economic opportunities.
38 San Marcos: 1) San Miguel Ixtahuacán; Huehuetenango: 2) Chiantla; 3) Malacatancito; 4) Todos Santos; and 5) San Pedro Necta. 39 Huehuetenango: 1) Todos Santos Cuchumatan; 2) Chiantla; 3) Malacatancito; San Marcos: 4) Tacaná; 5) San Marcos; 6) Comitancillo; Quiché: 7) San Andres Sajcabaja; and 8) Sacapulas.
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RESULT #05: 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.
Given the close inter-dependency between climate change adaptation and economic development, beginning in Year 4, all Result 5 activities were implemented under Result 4. In Year 4, the project refined the DEMIN tool and is using it to monitor project interventions in the Commissions for Economic Development, Tourism, Environment, and Natural Resources (COFETARN). In Year 5, the compiled DEMIN results directed project investments to strengthen legal, administrative and technical capacities of the COFETARNs against DEMIN performance indicators. This DEMIN-led approach has increased the COFETARNs’ competencies to support the implementation of key LED actions that result in greater economic opportunities.
In Year 6, in support of the project’s contingency strategy, there were no specific activities planned under Result 5. However, Nexos Locales integrated environmental actions and climate change adaptation models into the local economic initiatives and plans as a means of promoting sustainable development conditions. In Year 7 and onward, the project will resume specific activities under this result focusing on building municipalities’ resilience to climate change vulnerability. As activities under Result 5 will contribute directly or indirectly to those in Result 4, the DEMIN and technical logs for COFETARNs will serve as the foundation for project inputs. Nexos Locales will also work closely with Municipal Forestry Offices (OFMs) to channel initiatives with climate adaptation objectives, particularly under the government’s reforestation incentives program.
KEY ACHIEVEMENTS OF THE 26TH QUARTER
• In Q26, OFMs in four municipalities40 began receiving project inputs to strengthen their technical and administrative capacities. Through the Nexos Locales-developed POA-Presupuesto tool, the OFMs finalized their 2021 programming process. These municipal offices will play a heightened role in fostering resilience to climate vulnerability at the municipal level.
ACTIVITIES/WORK PROGRESS
Below are brief descriptions of specific activities implemented during the twenty-sixth quarter for Result 5.
40 San Marcos: 1) Tacaná; 2) Comitancillo; 3) Concepción Tutuapa; and Totonicapán: 4) Totonicapán.
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Activity 5.1 – Improve municipalities’ awareness of climate stressors and of adaptation measures.
No additional efforts under this Activity are planned from Year 5 through the remainder of the LOP. This activity was completed in Years 2 and 3 for the original 29 municipalities with the development of the booklet entitled, “Confronting Climate Change in the Western Highlands”. The booklet was used to inform participants who helped develop the climate change adaptation sections of the PDM-POTs under sub-activity 4.3.1. in Year 4.
Activity 5.2 – Build the capacity of municipalities to assess vulnerabilities to climate change, prioritize climate adaptation measures, mobilize resources, and respond to emergencies.
No further efforts are planned under this activity for the remainder of the LOP. As part of the training required for COFETARNs to develop that DEL-ACC plans, this activity was completed for all project municipalities in Y5 when Activity 5.1 was completed.
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 Y7 5.3.1. Implementation of Adaptation Plans: The implementation of this sub-activity is linked to Sub-Activity 4.3.1 Implementation of LED Plans and Policies. As described above, this quarter municipalities under project coverage engaged in the preparation of their 2021 annual operations plans and budgets. Nexos Locales assisted COFETARN members with this process using the POA-presupuesto tool. COFETARNs also conducted a review of their Adaptation to Climate Change Plans (ACC) to include prioritized activities in their POAs. In Q27, municipalities will commence with the implementation of their POAs and ACC prioritized activities.
Sub-Activity Y7 5.3.2 Implementation of Watershed Management Plans: Advancements under this sub-activity are described under Sub-Activity Y7 3.3.1 of this report.
Sub-Activity Y7 5.3.3. Support to Municipal Forestry Offices: These offices play a heightened role in building climate change resilience at the municipal level. During the reporting period, Nexos Locales provided virtual training sessions to OFM coordinators and staffers in four municipalities41 to complete their POA and annual budget. As these offices were not familiar with the preparation of these plans, the project introduced the use of the POA-Presupuesto tool, assisting OFM coordinators in the preparation of their annual plans in accordance to the national policies and the national investment system criteria.
Activity 5.4 – Build citizen knowledge of climate stressors so they are better able to participate in municipal planning.
This activity was completed under Years 1 through 3 with the Social Behavior Change and Communication (SBCC) campaign conducted jointly with Climates, Nature, and Communities of Guatemala (CNCG), and with community-level trainings to engage local government on climate change vulnerability in 29 municipalities in Years 2 and 3.
41 San Marcos: 1) Tacaná; 2) Comitancillo; 3) Concepción Tutuapa; and Totonicapán: 4) Totonicapán.
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NEXT STEPS Additional activities under Result 5 include: • Ongoing TA to the COFETARNs as they implement prioritized actions from their ACC plans. (Sub-Activity Y7 5.3.1.) • Continuous technical support to the OFMs to finalize their POAs and annual budgets using project-developed digital tools. (Sub-Activity Y7 5.3.3.)
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RESULT 6: CAPACITY INCREASED FOR THE NATIONAL ASSOCIATION OF MUNICIPALITIES (ANAM) AND/OR THE GUATEMALAN ASSOCIATION OF INDIGENOUS MAYORS AND AUTHORITIES (AGAAI) TO SUPPORT MUNICIPAL DEVELOPMENT AND REPLICATE SUCCESSFUL MODELS NATIONWIDE, INCLUDING MUNICIPAL CRIME PREVENTION PLANS.
Background: Providing technical assistance to ANAM and/or AGAAI is critical to ensuring sustainability of municipal interventions, and to build upon earlier USAID investments made prior to Nexos Locales. A strong municipal association will be well positioned to continue supporting municipalities and replicate successful models beyond the life of the project. The Nexos Locales approach to Result 6 involves i) implementing interventions that address each association’s unique needs and development status, and ii) building upon the technical and financial assistance that the associations have received to date from a range of international donors, including USAID under the prior Local Governance Project. In Year 4, the project refined the DEMIN tool and is using it to monitor project interventions in the Municipal Human Resources Offices (OMRRHH). Year 5 activities focused on the sustainability of these two associations and the services provided to their constituents. In Year 6, under the implementation of the project’s revised technical approach to improve municipal self-reliance, both ANAM and AGAAI continued to play a strategic role as multiplier agents of project investments. Technical support to ANAM is guided by Nexos Locales’ integrated strategy for strengthened municipal management and administrative capacity by leveraging project investments made to ANAM. The integrated strategy is comprised of three pillars: (i) passage of the municipal service law, (ii) creation and/or strengthening of municipal human resource offices, and (iii) development of online training material via video capsules and tutorials. Together, these three initiatives will ensure sustainability of USAID investments and improved public service delivery to millions of Guatemalans. Additionally, Nexos Locales continued to support the AGAAI in their efforts to strengthening the function of the Indigenous Advisory Councils (CAI), particularly in their accredited participation in the COMUDEs, and to establish CAIs where none exist in prioritized municipalities within the scope of work of the project. In Year 7 and onward, Nexos Locales will continue implementing its integrated strategy for strengthened municipal management capacity to provide technical assistance to ANAM. To ensure the increased and equitable representation of indigenous peoples’ perspectives in setting the municipal development agenda, the project will continue supporting AGAAI and the CAIs. In furtherance of the project’s efforts to contribute to indigenous representation in decision-making spaces. Nexos Locales will contribute to La Ruta – Reunión Entre Pueblos, an initiative led by the Government of Guatemala to foster dialogue between Government entities and indigenous communities in the Western Highlands.
ACTIVITIES/WORK PROGRESS
Below are brief descriptions of specific activities implemented during the twenty-sixth quarter for Result 6.
Activity 6.1—Deliver technical assistance and training to ANAM and AGAAI to improve their service provision and ability to advocate on the topics of crime prevention, food security, health, DRR, and climate change vulnerability reduction.
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Sub-activity Y7 6.1.1. ANAM Digital Course on Municipal Management: As part of the dissemination efforts of the municipal management video catalog developed by ANAM in Y5, ANAM will organize a six-week online course for its regional personnel and for staff from mancomunidades MANCUERNA and MANCOSEQ using the 50 online informative and tutorial videos from the catalog. The course will increase participants’ general understanding of key municipal management areas such as public finances, water service provision, transparency, and accountability, which is particularly relevant considering the majority of ANAM regional personnel was replaced in 2020. This quarter, ANAM started the recruitment process for a consultant that will carry out this training. The course will take place between March and June 2020.
Activity 6.2 — Support ANAM’s efforts to strengthen the legal framework for the Municipal Civil Service Sub-Activity Y7 6.2.1. Advocacy for the Municipal Civil Service Law: Under the existing grant for this sub- activity, ANAM continued working towards the passing of the Municipal Career Service Bill. ANAM contracted a consultant that will lead efforts to schedule the bill for its first plenary reading in the Guatemalan Congress. Additionally, the consultant will also conduct a series of workshops to socialize the bill contents and updates to ANAM employees, mayors, and congressional representatives. Given most key congressional representatives were on leave during the last months of 2020, ANAM discussed with Nexos Locales the possibility of initiating activities in January 2021. As such, in Q27 the consultant will begin activities to socialize the bill updates, and schedule its inclusion in the party leaders’ agendas to move forward towards its first plenary reading.
Activity 6.3 – Partner with Ancestral Indigenous Authorities Structures
Sub-activity Y7 6.3.1. Strengthening of Indigenous Authorities: During the reporting period, Nexos Locales developed the concept note for the grant that will be issued to AGAAI to strengthen the participation and representation of indigenous authorities in the COMUDE. The grant will focus on the establishment and accreditation of the Indigenous Advisory Councils and mechanisms to partner indigenous people and structures within Nexos Locales geographic area with efforts under the La Ruta initiative.
Sub-activity Y7 6.3.2. Support to La Ruta Para la Prosperidad: In Q26, a 11-month STTA was contracted to conduct two major tasks: 1) assist La Ruta’s Advisory Committee in establishing itself, along with its by- laws and first-year work plan, and 2) provide coordination and monitoring support to the Safe Water against COVID-19 initiative. In December 2020, the consultant underwent an induction process facilitated by the project to learn about the core objectives of the STTA and receive an in-depth overview of the project’s Cultural Pertinence Strategy. The Result 6 Specialist, along with members of Nexos Locales’ internal cultural pertinence committee will complete a review of the Cultural Pertinence Strategy document to incorporate objectives from La Ruta. This will permit a higher level of engagement from the project in this initiative.
NEXT STEPS Additional activities under Result 6 will include:
• Continued assistance to ANAM for the advocacy of the Municipal Career Service Bill (Sub- activity Y7 6.2.1) • Ongoing technical support to AGAAI and La Ruta initiative for increased indigenous engagement in decision-making spaces (Sub-activity Y7 6.1.3)
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ADDITIONAL ACTIVITIES
No additional activities occurred in Q26.
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 USAID stated areas of interest. i) Target municipalities' efforts to promote and support capacity building to better manage and implement public financial systems
• Nexos Locales assisted 22 Finance Directorates in municipalities under project coverage in the management of their financial systems. Project support focused in the development of key tools to strengthen their capacity and increase their compliance with government agencies. The DAFIMs received support to prepare their annual contracting and purchasing plan, which aims to develop transparent and competitive municipal contracting and purchasing processes. • During a virtual workshop comprised of four sessions, DAFIM personnel learned about the management of tax property (IUSI). The sessions were facilitated by authorities from the Ministry of Finance’s Real Estate Valuation Directorate. Improved management of IUSI is part of the strategy to increase own-source revenue under the pandemic scenario. • Six municipalities42 received GIS support to streamline their public service collection processes. Using this technology software municipalities developed more efficient water service billing routes and updated their taxpayer databases. ii) Development and implementation of municipal action plans to address weaknesses of financial management systems
In response to this mandate, Nexos Locales developed technical assistance plans to strengthen institutional capacities in target municipal entities. To that end, Nexos Locales provided TA in 22 municipalities to address the weaknesses of financial management systems—specifically strengthening legal, technical and administrative capacities- to improve the DAFIM’s performance against the DEMIN indicators. iii) Municipalities' efforts to promote and facilitate citizen participation, particularly in the decentralization process and in municipal projects
• Representatives from women’s networks in 14 municipalities43 from the departments of Quiché, Huehuetenango and San Marcos subscribed to CODEMUJER, a departmental platform to
42 Quiché: 1) Santa Cruz del Quiché; 2) Sacapulas; Huehuetenango: 3) San Pedro Necta; 4) Barillas; San Marcos: 5) San Marcos; and Totonicapán: 6) Totonicapán. 43 Huehuetenango: 1) Todos Santos; 2) San Pedro Necta; 3) Malacatancito; 4) La Libertad; San Marcos: 5) San Marcos; 6) Comitancillo; 7) San Miguel Ixtahuacán; 8) Concepción Tutuapa; Quiché: 9) Chajul; 10) Cotzal; 11) Nebaj; 12) Santa Cruz del Quiché; 13) San Andrés Sajcabajá; and Totonicapán: 14) Totonicapán.
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connect female leaders and advocate for women’s rights and needs. Through this regional level decision making platform, women’s networks will be better positioned to present project initiatives. • COMUDE meetings serve to engage citizens in decision-making processes, report on public expenditures, and prioritize municipal development plans. Nexos Locales worked with members of the COMUDE in Totonicapán to develop a health and sanitation protocol to conduct monthly COMUDE meetings under a safe environment, this protocol will be implemented upon approval from municipal authorities. iv) Efforts of COMUDEs and COCODEs, in target municipalities to address their constituents' needs
• With project support, the Women and Youth Commission in the municipality of Chichicastenango began drafting a municipal public policy on women and youth. This commission is among the most active in Chichicastenango’s COMUDE, the draft policy aims to address women and youth’s most pressing needs including health and education access, and vocational training to increase their productivity. • Nexos Locales coordinated with the National Public Administration Institute (INAP) to include representatives from the 22 COMUDEs in an eight-week virtual certificate course that will touch on key citizen participation themes and enhance COMUDEs technical and administrative capacities. v) Efforts of local civil society organizations to prepare, present, and/or advocate for the implementation of municipal development plans in target municipalities
• Members of civil society groups and the OMAS in the municipality of Barillas received support to update the water service provision regulation as part of their Citizen Charter development process. The draft document will undergo technical and legal revisions before it can be presented to City Council authorities for approval. As a written understanding between public service end-users and municipal service providers, the Charter aims to improve water service delivery for an estimated 13,776 registered users. vi) Municipalities’ efforts to develop and implement migration prevention plans, as well as to engage the private and productive sectors to increase social and economic opportunities.
• In consultation with ANAM, and mancomunidades MANCOSEQ and MANCUERNA, the project finalized the preparation of the mancomunidad strategies for migrant returnees, these documents will provide municipalities a framework to address the key drivers of illegal immigration to the United States, and delineate strategic actions for the socioeconomic reintegration of migrant returnees.
In addition, several program areas support specific demographics that are at a high risk for migrating by addressing local economic opportunities, some examples are:
• The DMM in the municipality of Comitancillo secured a budget of Q 80,000 (USD 10,526) for office operations and the implementation of women-centered project initiatives. Additionally, the COFETARN in the municipality of Todos Santos allocated Q110,000 (14,473) for the implementation of local economic development initiatives that target small-scale producers and at-risk groups such as women and youth.
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VI. TRAINING EVENTS
Due to the mobility restrictions in place during the COVID-19 pandemic, Nexos Locales organized and facilitated virtual training events. On a monthly basis, Nexos Locales submits to USAID a separate report with details about the online trainings and TA sessions organized.
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VII. GRANTS ADMINISTRATION
As authorized in section H.23 of the prime contract, Nexos Locales implements a Grants Under Contract (GUC) program to allow flexibility to the project in order to engage with CSOs, NGOs, and other non-profit organizations. The GUC mechanism supports local organizations in their efforts to support municipal governments and the sustainability of USAID’s efforts in the Western Highlands of Guatemala.
In Q26, Nexos Locales did not administer any new grants.
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VIII. PROJECT MANAGEMENT
TECHNICAL QUALITY
Facilitating Humanitarian Assistance Delivery: The impact of Hurricanes Eta and Iota during the months of October and November caused the collapse of important roads and infrastructure, leaving hundreds of communities isolated across the departments of Quiché, Izabal, Alta Verapaz, and Huehuetenango. In response, USAID’s Bureau for Humanitarian Assistance (BHA) deployed an elite Disaster Assistance Response Team (DART) to provide life-saving assistance to affected communities. In the municipality of Chajul, located in the northern area of Quiché, around 40 communities remained isolated in the days after the storms after critical bridges were destroyed. Municipal authorities reached out to Nexos Locales personnel to coordinate the delivery of relief supplies to these communities. Nexos Locales liaised with authorities from the BHA and members of the DART to provide air transport and logistics support to shuttle 29,600 pounds of relief commodities to eight communities in Chajul. The delivery took place from November 24 to 27, supported by the US Southern Command and military personnel from the Joint Task Force-Bravo. Members of the special armed forces of the Guatemalan army also aided the logistics of these missions. Mr. Pedro Caba, Municipal Mayor of Chajul expressed its gratitude to all USAID staff involved and commended Nexos Locales’ coordinating role in facilitating the delivery of humanitarian assistance to his constituents.
Photo 8: Nexos Locales staff coordinates the humanitarian assistance delivery coordinated by the municipality of Chajul
Cross-sectoral Efforts: Nexos Locales’ engagement with local governments facilitates effective cross-sectoral interventions from other USAID-funded programs. An example of this occurred in the municipality of Nebaj, where the project worked with personnel from the USAID-funded Puentes project to obtain municipal approval for an initiative to promote opportunities for young people. Lack of concensus among City Council authorities had stalled the implementation of this initiativie for a few months, until staff from Puentes reached out to Nexos Locales for support. Led by the project’s Technical Coordinator, project personnel held several meetings with City Council members to garner their support. As a result of Nexos
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Locales’ lobbying, City Council authorities provided their approval in a short span of three days. The project went a step further, incorporating migration-reduction objectives within the initiative by encouraging the involvement of Nebaj’s Municipal Migration Office. The initiative kicked off on November 26, 2020, with an online training session facilitated by Nexos Locales’ Youth Specialist to address key topics such as youth advocacy, and a youth context analysis. An estimated 80 youth participants were in attendance.
Presenting Water Management Gains: The Presidential Commission on Municipal Affairs (COPRESAM) organized a national virtual conference for OMAS. The event featured high profile speakers and government authorities including ANAM’s President. The OMAS Coordinator from the municipality of Tacaná was selected as a speaker to share OMAS management best practices with fellow coordinators across the country. During his presentation, he highlighted the office’s experience receiving Nexos Locales assistance, particularly with water quality monitoring, improved programming processes and the implementation of the Water Investment Plan, which was developed with project support. Indigenous Peoples’ Engagement: In December 2020, the project participated in a follow-up indigenous peoples engagement meeting with regional implementing partners and USAID/Guatemala officials. The session featured discussion panels on strategies to increase indigenous engagement in programming and design. Nexos Locales shared with other IPs a success story that highlighted the project’s work with 48 cantones and the COMUDE in Totonicapán through the collaborative online platform, Padlet. USAID’s Senior Advisor for Indigenous Peoples was also in attendance and commented on the country’s Indigenous Peoples Photo 9: Nexos Locales staff participating in USAID’s Indigenous Engagement Engagement Strategy and other best practices for meeting with Implementing Partners IPs.
SCHEDULE During the reporting period, the project submitted all contract reporting deliverables ahead or on schedule. This includes weekly project highlights, accruals reports, and the project quarterly report. Nexos Locales also complied with ad-hoc information requests from USAID, such as a the monthly COVID-19 municipal context analysis report, a virtual TA and trainings report, and project information to share with interest groups and USAID officials.
MANAGEMENT Cross-Coordination with USAID Implementing Partners/Regional Partners: In Q26, Nexos Locales continued coordinating with USAID implementing partners and other regional partners working in the Western Highlands to identify the potential for technical collaboration and the multiplication of USAID investments in shared municipalities.
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On November 5th, 2020, Nexos Locales held a virtual meeting with implementing partners from eight44 USAID-funded projects in the region and officials from mancomunidad MANCUERNA to present its Year 7 Work Plan. The project’s Chief of Party explained key sub-activities included in the plan focusing on potential coordination opportunities to work with target beneficiaries such as youth and women. The presentation sparked interest across Implementing Partners who not only familiarized themselves with Nexos Locales’ work but were also able to identify areas of collaboration with other IPs. This activity is an indicative of the project’s leading coordination role in the region among USAID-funded programs.
In addition, the project conducted the following coordination meetings:
• Creating Economic Opportunities: In this quarter, technicians from the CEO project coordinated with Nexos Locales personnel to implement a youth-centered initiative. As a result of these efforts, Nexos Locales worked with CEO to enlist youth in municipalities under the coverage to participate in their employability program, which is designed to equip young people to succeed in the labor market. The initiative will train groups of up to 100 youth, ages 18 to 24, who are based in the departments of Quiche and Huehuetenango.
• International Organization for Migration (IOM): In October 2020, project staff met with personnel from ANAM and IOM’s regional office to further collaborations regarding project activities to address illegal migration. During the meeting, IOM’s staff presented the Western Hemisphere Program, an IOM-led initiative which advocates for the rights of migrants. Nexos Locales presented the development process of the mancomunidad strategy on migrant returnees. Nexos Locales will make an official presentation of the strategies to IOM staff and explore potential coordination to implement these strategies.
• Urban Municipal Governance Project (UMG): Nexos Locales coordinated with SEGEPLAN to conduct an online workshop on the updated SNIP criteria and the preparation of municipal project profiles for DMP and DAFIM coordinators. This training helped municipalities manage the changes in funding criteria and complete their POAs and budgets in accordance with the new norms. The DMPS and DAFIMs from the 22 municipalities under project coverage participated, additionally 12 municipalities under UMG’s coverage were in attendance.
REGULATORY COMPLIANCE
Contract Management: During the reporting period, the following contract modification was issued and fully executed:
• Modification #20 – Obligation increase for Nexos Locales signed on December 4, 2020.
44 CEO, Cadenas de Valor de Café, Communities Leading Development, Acción Transformadora, PROINNOVA, Community Roots, Puentes, and Tejiendo Paz.
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SHORT-TERM TECHNICAL ASSISTANCE (STTA): The table below provides a summary of short- term technical assistance contracted during Q26:
STTA No. Activity Number Objective Consultant Name Sub-Activity Y7 11-month STTA to support La Ruta Ingrid Azucena LGP-STTA-233 6.3.2. initiative Zelaya Editing and design of the summary version Sub-Activity Y7 LGP-STTA-234 of the Safe Water Against COVID-19 that Cynthia Alvarado
1.3.4. will be distributed to municipal audiences
CONTRACT DELIVERABLE APPROVALS: In Q26, Nexos Locales received approval for the quarterly report #25 / Annual Report 6 (QR25/AR6) which was submitted on October 20, 2020. The project received approval on December 10, 2020. This contract deliverable was submitted on schedule.
INTERNAL TRAINING AND CAPACITY BUILDING: This quarter, the following internal trainings took place.
Annual IT Security Training: Nexos Locales organized an all-staff IT training through the iLearn training platform. The training was further facilitated by the project’s IT Specialist, touching on best practices for cybersecurity, including how to identify spear phishing and ransomware. As the project personnel continues under a work from home modality, enhancing their knowledge on cybersecurity is essential to assist their day-to-day work.
AREA ADVISORY COMMITTEES (ACCs): This quarter no ACC meetings were held.
SECURITY USAID’s CIPHER: During this quarter, project area managers and security focal points participated in the introductory program of USAID’s Cybersecurity Integration for Partners and Hacking Emergency Response Program (CIPHER). The program was developed to ensure protection against increasing cyber attacks and hacking sparked by the leap to virtual modalities sparked by the pandemic. Office Space Distribution: In Year 7, Nexos Locales will see a growth in its LTTA personnel, which is an important factor to consider for the reopening of project’s offices in both Quetzaltenango and Huehuetenango. The operations team developed an office space distribution plan to ensure health and sanitation measures are enacted when the offices officially open.
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SOCIAL MEDIA
See an update on Q26 Social Media growth
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IX. FINANCIAL INFORMATION
Contract budget and expenditures as of November 30th, 2020
Financial Report
BUDGET EXPENSES CHART (OCTOBER – NOVEMBER 2020) DAI GLOBAL LLC. - NEXOS LOCALES AID-520-C-14-00002
AUTHORIZED INVOICED TO LINE ITEMS BALANCE EXPENDITURES DATE
PROGRAM $26,062,921 $19,347,676.11 $6,715,244.89 IMPLEMENTATION
FIXED FEE $1,444,440 $1,073,100.20 $371,339.80
GRANTS $3,787,508 $2,677,538.36 $1,109,969.64
TOTAL COST $31,294,869 $23,098,314.67 $8,196,554.33
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OBLIGATIONS AND FUNDING SOURCES
Total Obligation as of November 30, 2020: $25,924,520
Democracy & Governance
1. Total Amount Obligated: $15,365,319.63 2. Total Amount Invoiced: $15,475,004.97 3. Remaining Unexpended Funds: $4,871,362.36
Feed the Future
1. Total Amount Obligated: $2,850,954.69 2. Total Amount Invoiced: $2,728,760.98 3. Remaining Unexpended Funds: $122,193.71
Climate Change
1. Total Amount Obligated: $1,991,385.04 2. Total Amount Invoiced: $1,991,239.69 3. Remaining Unexpended Funds: $145.35
Maternal and Child Health
1. Total Amount Obligated: $800,000.00 2. Total Amount Invoiced: $800,000.00 3. Remaining Unexpended Funds: $0
Water Sanitation and Hygiene
1. Total Amount Obligated: $800,000.00 2. Total Amount Invoiced: $782,428.09 3. Remaining Unexpended Funds: $17,571.91
Nutrition
1. Total Amount Obligated: $1,399,999.00 2. Total Amount Invoiced: $1,320,880.94 3. Remaining Unexpended Funds: $79,118.06
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ANNEX 1: GLOSSARY OF KEY TERMS
ANAM (Asociación Nacional de Municipalidades)- The National Association of Municipalities of the Republic of Guatemala (ANAM) is a private, autonomous, non-profit, non-partisan, non-religious and eminently democratic entity. ANAM represents the interest of all 340 municipalities and their local leaders. ANAM advocates for the implementation of the decentralization law and is uniquely positioned to link municipal government issues with the country’s regional and national development strategies. According to the Guatemalan Municipal Code (Decreto Numero 12-2002, Titlulo 1, Articulo 10) all municipalities have the right to organize themselves with the function of guaranteeing the central government’s compliance with the constitution. ANAM has three principle strategic lines: 1) Creation and modification of the inclusive municipal legal platform; 2) Implementation of the national municipal agenda; and 3) Strengthening of ANAM. The general assembly of ANAM meets annually (normally in January) where all 340 mayors discuss pivotal issues and where every two years, they vote on the board of directors.
AGAAI (Asociación de Guatemala de Alcaldes y Autoridades Indígenas)- The Association of Indigenous Mayors and Authorities of the Republic of Guatemala (AGAAI) was founded in 1996 to establish a space for discussion, exchange, and support between mayors and indigenous authorities (legally based in the Guatemalan Peace Accords, the Municipal Code, the Decentralization Law and the Ley de Consejos de Desarrollo Urbano y Rural). Indigenous authorities make up a separate power/political structure from the formally recognized elected authorities (i.e. the 340 municipal mayors). AGAAI works directly with these indigenous leaders as an intermediary between the formalized political structure and the ancestral system. This mainly results in looking for space where both structures overlap to provide insight on the development of their municipality. This often results in the creation of Indigenous Authority Councils (CAIs) which represent indigenous leaders in the Municipal Development Council (COMUDE).
ALCALDIAS INDIGENAS- (Referred to as alcaldias municipales, alcaldias comunitarias, consejo principales, consejo de lideres) are ancestral organizations, with varied structures depending on the historical context of each municipality (recognized in Decreto Numero 12-2002, Titulo 1I, Capitulo IV, Article 55). Most indigenous councils consist of a mayor-like figure, elders, and advisors who meet to discuss crucial issues or are consulted when conflicts arise in the municipality. The leaders are chosen based predominantly on questions of morality and standing as a reputable member of the community. Primary functions of the alcaldias indigenas may include inter-family and neighbor conflict resolution, natural resource management, and monitoring and management of the community’s land. The alcaldia indigena is a voluntary role and operates as a service to the community. The ancestral system is revered and esteemed for its lack of self-interest. Depending on the context, the alcaldia indigena can possess more decision-making authority in the municipality than the elected mayor does.
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CAIs - (Indigenous Authority Councils) ancestral leaders who self-organize with the intention of participating in the municipal system. CAIs functions vary by municipality but generally, they serve as advisors to the mayor while advocating for recognition by and accreditation in the COMUDE.
CITIZEN CHARTER- The Charter is a tool that records agreements between citizens and the municipal government on quality standards and the joint responsibilities in municipal service provision that both sides agree to uphold. The Charter helps improve the quality of government service provision by addressing many pre-conditions for quality services. For example, to permit monitoring of the service standards set forth in the Charter, Nexos Locales staff often assist in the establishment of municipal record-keeping practices and the development of systems to track service provision information. Continuous monitoring of municipal achievement of quality standards provides a continuous feedback loop on the quality of municipal services. Additionally, the process of negotiating service quality standards between municipal service providers and end-users of the service lends greatly to conflict mitigation and prevention as end-users increase their understanding of municipal constraints in meeting citizen demands for services.
COCODE (Consejo de Desarrollo Comunitario)- The Community Development Council is the community-level forum for designing project proposals as a component of the broader system of development councils (Ley de Consejos de Desarrollo Urbano y Rural Decreto 11-2002, Articulo 14). Each community with a population of over 250 people is eligible to form a COCODE, which is comprised of all community members. The COCODE chooses an órgano de coordination serving as a board of directors and more commonly referred to as the COCODE. The COCODE (or organo de coordinacion del COCODE) is made up of five to seven people who serve for two years as COCODE representatives. The election of the COCODE is an informal voting process (hand raising). The COCODEs manage all questions relating to the development of their community and on occasion, they handle inter-personal conflict resolution. Two members of the organo de coordinacion del COCODE participate in the municipal development council (COMUDE) to represent the particular needs of their community.
SECOND-LEVEL COCODES- Guatemalan law limits COCODE participation in the COMUDE to 20 communities. However, many municipalities have over 20 communities in their jurisdiction. Therefore, communities can create micro-regions, where several communities unite to form a micro- region and where the COCODEs represent the micro-region in the COMUDE meetings. This facilitates the COMUDE’s ability to function smoothly while maintaining proper citizen representation (Ley de Consejos de Desarrollo Urbano y Rural, Decreto 11-2002).
COMUDE (Consejo de Desarrollo Comunitario)- The Municipal Development Council (COMUDE) is the municipal-level forum for presenting and voting on relevant municipal issues as a component of the broader system of development councils (established in the Ley de Consejos de Desarrollo Urbano y Rural Decreto 11-2002, Articulo 11). The municipal mayor, secretary and Municipal Planning Directorate (DMP) coordinate the monthly meeting. Participants include council members, COCODE representatives (up to 20 total), representatives of public institutions (national police, magistrate’s court, the ministry of health, among others), and representatives from civil society (religious leaders, cooperatives, women’s and youth groups). The frequency of the COMUDE meetings depends on the municipality, but they are required to occur at least 12 times a year (according to Decreto 11-2002, Articulo 16).
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DEVELOPMENT COUNCILS- The Law of Urban and Rural Councils (Ley de Consejos de Desarrollo Urbano y Rural Decreto 11-2002) establishes a system of development councils that serve as the main means of participation for the Maya, Xinca, Garífuna and non-indigenous population in public management responsible for the democratic planning process of development. a) National level = the National Council of Urban and Rural Development (CONADUR) b) Regional level = the Regional Councils of Urban and Rural Development (COREDE) c) Departmental level = the Departmental Development Councils (CODEDE) d) Municipal level = the Municipal Development Councils (COMUDE) e) Community level = the Community Development Councils (COCODE)
COFETARN (Comisión de Fomento Económico, Turismo, y Recursos Naturales)- The commission of economic development, tourism, and natural resources (COFETARN) is a municipal commission coordinated by the Municipal Local Economic Development (LED) office or the forestry office that functions as a policy making body. The COFETARN participates in the COMUDE and develops plans to stimulate sustainable economic development via municipal regulations and policies.
DAFIM (Dirección Administrativa Financiera Municipal)- The Municipal Administrative Financial Directorate (DAFIM) is an entity within the municipality that manages all financial processes (Decreto Numero 12-2002, Title VI, Capitulo I, Article 99). This includes managing the budget, daily control of the municipal accounts, and the receptoria or customer attendance for bill payment. The DAFIM director coordinates frequently with the mayor to communicate the financial standing of the municipality. Nexos Locales provides TA to the DAFIM teams to make systems more efficient and to investigate methods to increase own-source revenue generation.
DMM (Dirección Municipal de la Mujer)- is a municipal entity whose mandate specifically focuses on developing projects and programs to improve the situation for women at the municipal level. In 2017, a national law promoted the municipal women’s offices (OMMs, established in 2010 through Decreto 12-2002 Articulo 96, later modified) to directorates, which elevated their importance and role within the municipality. Nexos Locales has worked diligently to train the coordinators of the DMM on project design, strategic planning and budgeting as well as technical topics related to food security and nutrition.
GIS (Geographic Information System)- GIS is a computer software system that allows users to input geographic data and convert it into marked maps using GPS technology. The program permits users to develop overlays of data to represent various sets of information. For example, Nexos Locales works with the municipal water and sanitation offices to visit each house in the municipality and note the GPS coordinates. Then, the coordinator of the OMAS enters each set of GPS coordinates into the program to generate a pin on the map for that one water user. Once all the water users’ locations are mapped, the OMAS adds a new layer of data: solvency in water service payment. A color-coding system is developed where users are assigned a color pin that corresponds to the amount of money owed to the municipality to pay for water service. The OMAS can also develop maps of water service infrastructure in the municipality to increase maintenance and repair efficiency by using the maps to reduce response times.
MANCOMUNIDADES- an association of neighboring municipalities where they coordinate predetermined activities for the mutual benefit of all members. Municipalities have the right to
Page 61 of 113 collaborate and create associations whereby they can create statutes and work in a cooperative manner (Decreto Numero 12-2002, Title 1I, Capitulo II, Articulo 49).
OMAS (Oficina Municipal de Agua y Sanitation)- The Municipal Office for Water and Sanitation is the municipal entity responsible for overseeing water provision, water quality, and sanitation matters (often solid waste management and municipal slaughterhouses). OMAS are based in law, in that municipalities are legally responsible for public service provision. Of the 340 municipalities, 120 have OMAS. OMAS are typically comprised of a coordinator and fontaneros (plumbers), who handle maintenance and connection issues.
OMDEL (Oficina Municipal de Desarrollo Económico Local)- The Municipal Local Economic Development Offices (OMDEL) are a municipal entity that designs actions with the COFETARN to stimulate the local economy. This entity is not required by law; however, it is a valuable resource for municipalities to centralize efforts and projects for economic growth. OMDELs investigate and advance possible public private partnerships (PPP), agricultural cooperatives, and new opportunities for investment and employment.
OMJ (Oficina Municipal de la Juventud)- The Municipal Youth Offices (OMJs) serve as a municipal entity, which advocate for the needs of young people. According to the National Youth Policy 2012- 2020, OMJs enable spaces for advocacy of youth issues in municipal development. OMJs coordinate the design, and implementation of local youth plan.
PUBLIC FINANCIAL ACCOUNTABILITY REPORTS- (referred to as 'rendiciones de cuentas' in Spanish) a form of public financial reporting where municipal governments present revenue and spending data to citizens, governmental entities and the Municipal Council four times annually (three quarters and one quarter/annual combined, as mandated in Decreto 22-2010, Articulo 135). Rendiciones de cuentas takes various forms depending on the context: some local governments simply project a straightforward excel spreadsheet outlining revenue and spending in the COMUDE meetings while other municipalities present the data accompanied by photographs/video of infrastructure project advances.
PUBLIC PRIVATE PARTNERSHIP (PPP) – a written agreement between a public entity (or entities) and the private sector for collaboration leading to a specific public benefit, in which both parties bear similar risk and management responsibility.
SOCIAL AUDIT- a public accountability mechanism through which civil society organizations, ideally in conjunction with relevant government officials, audit public expenditure of service delivery or public works (The ability to request information for social audits is protected under Decreto Numero 12- 2002, Title V1I, Capitulo I, Article 139).
SOCIAL ACCOUNTABILITY- an approach toward building accountability from public officials that relies on civic engagement. This occurs when ordinary citizens and/or civil society organizations participate directly or indirectly in exacting accountability from government service providers. Social accountability is based on a 4-part premise of 1) access to information, 2) citizen organization, 3) citizen action and 4) government's response to that action. Social accountability mechanisms can include: budget analysis; participatory budgeting and development planning; public expenditure tracking;
Page 62 of 113 community monitoring of goods and service provision (example is use of citizen scorecards); development and monitoring of codes of conduct, citizen charters, and integrity pacts.
UAIP (Unidad de Acceso a Información Publica)- The Public Access to Information Unit (UAIP) is a municipal entity required by law (Decreto 57-2008, Articulo 19) for responding to citizens requests for public information. The UAIP provides citizens with a form, which initiates the process to obtain the relevant public information. Then the UAIP acquires the information and completes the request, keeping clear records of what information was solicited and how long it took the municipality to field the necessary information. The UAIP registers all requests online with the Procurador de Derechos Humanos (PDH, who are responsible for municipalities’ compliance with the Public Access to Information Law) and any failures in compliance result in the PDH filing an official complaint against the mayor.
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ANNEX II: WORK PLAN ACTIVITY TRACKER
NEXOS LOCALES YEAR 7 WORK PLAN CHART BY ACTIVITY
Symbol Significance
Completed / Ongoing and On Schedule
Delayed start date but on-schedule for completion in Y6 Q26 October, November, December 2020
Q27 January, February, March 2021
Q28 April, May, June 2021
Q29 July, August, September 2021
RESULT 1 - SOUND PUBLIC FINANCIAL MANAGEMENT Scheduled Activity & Sub-Activity Completion Status Comments
1.1 Assess capacity of target municipalities, particularly in the areas of revenue generation, purchasing and procurement, administration and planning, and compliance with the Public Access to Information Law.
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1.1.1 GIS Support Q29 This sub-activity began in Q26
1.2 Deliver technical assistance that meets the specific needs of the target municipalities.
TA to Improve the Overall DAFIM Performance against 1.2.1 Q29 This sub-activity began in Q26 the DEMIN
1.2.1. a TA to Increase Own-Source Revenue Q28 This sub-activity began in Q26
1.2.1. b TA for Improved Transparency Q26 This sub-activity began in Q26
1.2.1. c TA to Improve Control and Monitoring Systems Q27 This sub-activity began in Q26
1.2.1. d TA to Improve Performance in the Municipal Ranking Q28 This sub-activity began in Q26
1.2.1. e Strengthening of Human Resources Offices Q29 This sub-activity began in Q26
Training and TA on the Registry Systems for HR 1.2.1. f Q27 This sub-activity began in Q26 Administration
1.2.2 Increased Dissemination of Public Service Radio Messages Q29 This sub-activity began in Q26
TA to Improve the General Performance of the UIP 1.2.3 Q29 This sub-activity began in Q26 against the DEMIN
1.2.3. a TA to Strengthen UIP Compliance Functions Q29 This sub-activity began in Q26
1.2.4 Follow-up and Replication of the Transparency App Q25 This sub-activity began in Q26
1.3 Deliver technical assistance that meets the specific needs of the target municipalities.
1.3.1 Consolidation of COMUDE against the DEMIN Q29 This sub-activity began in Q26
1.3.1. a TA in Accountability of Funds and Budget Planning Q29 This sub-activity began in Q26
1.3.1. b Technical Assistance in Social Auditing Q29 This sub-activity began in Q26
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1.3.1.c Commissions Strengthening Q29 This sub-activity began in Q26
TA for Registration of COMUDEs in the SCEP Platform 1.3.1. d Q27 This sub-activity began in Q26 and Implementation of Internal Regulations
Translation and Distribution of the Safe Water against 1.3.4 Q29 This sub-activity began in Q26 COVID-19 Guide
1.3.5 Electronic Informatics Development Q29 This sub-activity began in Q26
1.4 Build the capacity of the mancomunidades to develop and implement regional strategies.
Development of the Sacaj River Micro-watershed 1.4.1 Q29 This sub-activity began in Q26 Management Plan
1.4.1. a Development of Watershed Management Plans Q29 This sub-activity began in Q26
1.4.2 Mancomunidad Strategy on Migrant Returnees Q27 This sub-activity began in Q26
RESULT 2: STRENGTHEN CITIZEN PARTICIPATION IN ACCOUNTABILITY PROCESSES
Scheduled Activity & Sub-Activity Completion Status Comments
Activity 2.1 – Conduct an entry point map. This activity completed in Year 1 and 4.
Activity 2.2- Train citizens so they can analyze local authority budgets and public spending.
2.2.1 Updates to the Citizens’ Guide to Municipal Budgets Q26 This sub-activity began in Q26
Activity 2.3 – Build the capacity of CSOs to engage municipalities through COMUDEs
2.3.1 CSO Advocacy Training Q29 This sub-activity began in Q26
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Establishment and Strengthening of Municipal Women’s 2.3.2 Q28 This sub-activity began in Q26 Commissions and Networks
Activity 2.4 – Support CSOs to implement social accountability mechanisms 2.4.1 TA in Citizen Charters Q25 This sub-activity began in Q26
Activity 2.5 – Provide technical assistance to the COCODEs through grants to CSOs.
2.5.1 COCODE Training for Participation in the COMUDEs Q29 This sub-activity began in Q26
Activity 2.6 – Implement a strategy to strengthen youth participation in municipal decision-making.
2.6.1 Strengthening Municipal Youth Offices (OMJs) Q29 This sub-activity began in Q26
2.6.2 Establishing and Strengthening Youth Commissions Q29 This sub-activity began in Q26
2.6.3 Virtual Municipal Management Course for Youth Q27 This sub-activity began in Q26
RESULT 3: INCREASED QUALITY OF POTABLE WATER IN 22 MUNICIPALITIES
Scheduled Activity & Sub-Activity Completion Status Comments
Activity 3.1—Map water sector stakeholders.
This activity was completed under Years 1 through 3
Activity 3.2—Provide technical assistance to 22 municipalities to improve water service delivery
3.2.1 Strengthening of OMAs or its Similar Municipal Water Office Q29 This sub-activity began in Q26
Implementation of Strategic Investment / Water Sustainability 3.2.2 Q29 This sub-activity began in Q26 Plans
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3.2.2. a TA in the Use of Handbooks on COVID-19 Response Q27 This sub-activity began in Q26
3.2.3 Public Awareness Campaigns on COVID-19 Q29 This sub-activity began in Q26
Activity 3.3 – Assist municipalities with the development of watershed management and protection plans and train them on plan implementation. Implementation of Watershed Management Plan in Two 3.3.1 Q28 This sub-activity began in Q26 Municipalities
3.3.2 Community Fontanero Training and Equipment Provision Q29 This sub-activity began in Q26
RESULT 4: LOCAL DEVELOPMENT PLANS ESTABLISHED AND IMPLEMENTED IN ORDER TO IMPROVE FOOD SECURITY AND ECONOMIC DEVELOPMENT Scheduled Activity & Sub-Activity Completion Status Comments
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. 4.1.1 Strengthening of DMMs to Advance Overall DEMIN Scores Q29 This sub-activity began in Q26
Activity 4.2 – Coordinate with municipalities to establish and operate food security situation rooms 4.2.1 TA for Implementation of the SAN Situation Rooms (Sala San) Q28 This sub-activity began in Q26
Activity 4.3 – Help municipalities develop LED plans. 4.3.1 Implementation of LED Plans and Policies Q29 This sub-activity began in Q26
Sub-activity Y7 4.3.1.a. TA for the Formulation and Approval of 4.3.1. a Q28 This sub-activity began in Q26 LED Policies
4.3.1. b Formulation of Socio-Economic Strategies Q28 This sub-activity began in Q26
4.3.1.c Matching grant for Economic Development Q29 This sub-activity began in Q26
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4.3.1. d Rainwater Catchment Q29 This sub-activity began in Q26
4.4 Coordinate with other USAID implementing partners to support access to basic municipal services for small-scale producers and their associations.
No Sub-activity Completed in Years 1-4.
Activity 4.5 – Strengthen the Health Commissions of the COMUDE to address food insecurity in the targeted area and increase municipal resilience to COVID-19 4.5.1 Strengthening COMUDE Health Commissions Q29 This sub-activity began in Q26
RESULT #05: MUNICIPAL PLANS ESTABLISHED TO REDUCE CLIMATE CHANGE VULNERABILITY AND TECHNICAL ASSISTANCE PROVIDED FOR IMPLEMENTATION OF PLANS
Activity 5.1 – Improve municipalities’ awareness of climate stressors and of adaptation measures. This activity was completed under Years 1 through 3
Activity 5.2 – Build the capacity of municipalities to assess vulnerabilities to climate change, prioritize climate adaptation measures, mobilize resources, and respond to emergencies. This activity was completed under Years 1 through 3
Activity 5.3 – Assist municipalities with developing and implementing adaptation plans and joint watershed management plans aimed at reducing vulnerability to hydro-meteorological events.
5.3.1 Implementation of Adaptation Plans Q29 This sub-activity began in Q26
5.3.2 Implementation of Watershed Management Plans Q28 This sub-activity began in Q26
5.3.3 Support to Municipal Forestry Offices Q29 This sub-activity began in Q26
Activity 5.4 – Build citizen knowledge of climate stressors so they are better able to participate in municipal planning. This activity was completed under Years 1 through 3
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RESULT 6: INCREASED CAPACITY OF ANAM AND AGAAI TO SUPPORT MUNICIPAL DEVELOPMENT AND REPLICATE SUCCESSFUL MODELS NATIONWIDE
Scheduled Activity & Sub-Activity Completion Status Comments
6.1 Deliver technical assistance and training to ANAM and AGAAI to improve their service provision and ability to advocate on the topics of crime prevention, food security, health, DRR, and climate change vulnerability reduction.
6.1.1 ANAM Digital Course on Municipal Management Q28 This sub-activity began in Q26
Activity 6.2 — Support ANAM’s efforts to strengthen the legal framework for the Municipal Civil Service
6.2.1 Advocacy for the Municipal Civil Service Law Q29 This sub-activity began in Q26
Activity 6.3 – Partner with Ancestral Indigenous Authorities Structures
6.3.1 Strengthening of Indigenous Authorities Q29 This sub-activity began in Q26
6.3.2 Support to La Ruta Para la Prosperidad Q29 This sub-activity began in Q26
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ANNEX III: MUNICIPALITY TRACKER
RESULT 1: SOUND PUBLIC FINANCIAL MANAGEMENT Activity & Sub-Activity Municipalities
1.1 Assess capacity of target municipalities, particularly in the areas of revenue generation, purchasing and procurement, administration and planning, and compliance with the Public Access to Information Law.
Huehuetenango: 1) Chiantla, 2) Todos Santos Cuchumatanes, 3) Malacatancito, 4) San Pedro Necta; 5) Barillas Quiché: 6) Santo Tomas Chichicastenango, 7) Santa María Nebaj, 8) San Gaspar Chajul, 9) Santa María Cunén, 1.1.1 GIS Support 10) San Andrés Sajcabajá, 11) Santa Cruz del Quiché; 12) Sacapulas; San Marcos: 13) Comitancillo, 14) Concepción Tutuapa, 15) San Marcos; Totonicapán: 16) Totonicapán. 1.2 Deliver technical assistance that meets the specific needs of the target municipalities.
1.2.1 TA to Advance Overall DAFIM Performance Against the DEMIN All 22 municipalities
1.2.1. a TA to Increase Own-Source Revenue All 22 municipalities
1.2.1. b TA for Improved Transparency All 22 municipalities
1.2.1.c TA to Improve Control and Monitoring Systems All 22 municipalities
1.2.1. d TA to Improve Performance in the Municipal Ranking All 22 municipalities
Huehuetenango: Chiantla, La Libertad, Malacatancito, Todos Santos Cuchumatán, 1.2.1. e Strengthening of Human Resources Offices Quiché: Chajul, Chichicastenango, San Marcos: Sibinal
1.2.1. f Training and TA on the Registry Systems for HR Administration All 22 municipalities
Further Dissemination of Radio Spots on Citizen Responsibilities 1.2.2 All 22 municipalities to Pay Municipal Fees
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Huehuetenango: Malacatancito, Todos Santos Cuchumatán, 1.2.3 TA in Implementation of the Public Access to Information Law San Marcos: San Miguel Ixtahuacán, Chajul, Comitancillo, Concepción Tutuapa, Sibinal
1.2.3. a TA to Strengthen UIP Compliance Functions All 22 municipalities
Huehuetenango: 1) Chiantla;
1.2.4 Replication of the Transparency App San Marcos: 2) San Rafael Pie de la Cuesta; and
Quiche: 3) Sacapulas.
1.3 Deliver technical assistance that meets the specific needs of the target municipalities.
1.3.1 Consolidation of COMUDE Strengthening All 22 municipalities
1.3.1. a TA in Accountability of Funds and Budget Planning All 22 municipalities
1.3.1. b Technical Assistance in Social Auditing All 22 municipalities
1.3.1.c Commissions Strengthening All 22 municipalities
TA for Registration of COMUDEs in the SCEP Platform and 1.3.1. d All 22 municipalities Implementation of Internal Regulations
Translation and Distribution of the Safe Water against COVID- 1.3.4 All 22 municipalities 19 Guide
1.3.5 Electronic Informatics Development All 22 municipalities
1.4 Build the capacity of the mancomunidades to develop and implement regional strategies.
Development of the Sacaj River Micro-watershed Management San Andrés Sajcabajá 1.4.1 Plan
1.4.1. a Development of Watershed Management Plans Mancomunidades
1.4.2 Mancomunidad Strategy on Migrant Returnees Mancomunidades
RESULT 2: STRENGTHEN CITIZEN PARTICIPATION ON TRANSPARENCY PROCESSES
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Activity & Sub-Activity Municipalities
2.2- Train citizens so they can analyze local authority budgets and public spending.
2.2.1 Updates to the Citizens’ Guide to Municipal Budgets All 22 municipalities
2.3 – Build the capacity of CSOs to engage municipalities through COMUDEs.
2.3.1 CSO Advocacy Training All 22 municipalities
Establishment and Strengthening of Municipal Women’s 2.3.2 All 22 municipalities Commissions and Networks
2.4– Support CSOs to implement social accountability mechanisms 2.4.1 TA in Citizen Charters La Libertad, San Marcos, Barillas, Sacapulas
2.5 – Provide technical assistance to the COCODEs through grants to CSOs. 2.5.1 COCODE Training for Participation in the COMUDEs All 22 municipalities
2.6 – Implement a strategy to strengthen youth participation in municipal decision-making. 2.6.1 Strengthening Municipal Youth Offices (OMJs) All 22 municipalities
2.6.2 Establishing and Strengthening Youth Commissions All 22 municipalities
2.6.3 Virtual Municipal Management Course for Youth All 22 municipalities RESULT 3: INCREASED QUALITY OF POTABLE WATER IN 22 MUNICIPALITIES 3.2 Provide technical assistance to municipalities to improve water service delivery.
3.2.1 Strengthening of OMAs or its Similar Municipal Water Office All 22 municipalities
Implementation of Strategic Investment / Water Sustainability 3.2.2 All 22 municipalities Plans
3.2.2. a TA in the Use of Handbooks on COVID-19 Response All 22 municipalities
3.2.3 Public Awareness Campaigns on COVID-19 All 22 municipalities
3.3 Assist municipalities with the development of watershed management and protection plans and train them on plan implementation.
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Implementation of Watershed Management Plan in Two San Marcos: 1) Tacaná; and 2) Sibinal. 3.3.1 Municipalities
Community Fontanero Training and Equipment Provision All 22 municipalities 3.3.2 RESULT 4: LOCAL DEVELOPMENT PLANS ESTABLISHED AND IMPLEMENTED IN ORDER TO IMPROVE FOOD SECURITY AND ECONOMIC DEVELOPMENT
Activity & Sub-Activity Municipalities
4.1 Build the capacity of the Municipal Women's Office to support the design and implementation of municipal plans to address food security and nutrition.
4.1.1 Follow-on TA for DMMs All 22 municipalities
4.2 Coordinate with municipalities to establish and operate food security situation rooms.
4.2.1 TA for Implementation of the SAN Situation Rooms (Sala San) All 22 municipalities
4.3 Help municipalities develop LED plans.
4.3.1 All 22 municipalities Implementation of LED Plans and Policies
4.3.1. a TA for the Formulation and Approval of LED Policies San Pedro Necta and Comitancillo
4.3.1. b Formulation of Socio-Economic Strategies All 22 municipalities
4.3.1.c Matching grant for Economic Development All 22 municipalities
4.3.1. d Rainwater Catchment All 22 municipalities
4.5 Strengthen the Health Commissions of the COMUDE to address food insecurity in the targeted area and increase municipal resilience to COVID-19
4.5.1 Strengthening COMUDE Health Commissions All 22 municipalities
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RESULT 5: MUNICIPAL PLANS ESTABLISHED TO REDUCE CLIMATE CHANGE VULNERABILITY AND TECHNICAL ASSISTANCE PROVIDED FOR IMPLEMENTATION OF PLANS Activity 5.3 – Assist municipalities with developing and implementing adaptation plans and joint watershed management plans aimed at reducing vulnerability to hydro-meteorological events. 5.3.1 Implementation of Adaptation Plans All 22 municipalities
5.3.2 Implementation of Watershed Management Plans All 22 municipalities
5.3.3 Support to Municipal Forestry Offices All 22 municipalities
RESULT 6: INCREASED CAPACITY OF ANAM AND AGAAI TO SUPPORT MUNICIPAL DEVELOPMENT AND REPLICATE SUCCESSFUL MODELS NATIONWIDE
Activity & Sub-Activity Municipalities
6.1 Deliver technical assistance and training to ANAM and AGAAI to improve their service provision and ability to advocate on the topics of crime prevention, food security, health, DRR, and climate change vulnerability reduction.
6.1.1 ANAM Digital Course on Municipal Management Institutional Strengthening
6.2 — Support ANAM’s efforts to strengthen the legal framework for the Municipal Civil Service
6.2.1 Advocacy for the Municipal Civil Service Law Institutional Strengthening
6.3 — Partner with Ancestral Indigenous Authorities Structures
6.3.1 Strengthening of Indigenous Authorities Municipalities included in grant
6.3.2 Support to La Ruta Para la Prosperidad Institutional Strengthening
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ANNEX IV: PERFORMANCE MANAGEMENT PLAN
Nexos Locales PMP Report Quarterly 1 Year 7
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
USAID CDCS Goal: A more secure Guatemala that fosters greater socio-economic development in the Western Highlands and sustainably manages its natural resources.
Project Level Result: Strengthened municipalities foster more responsive, inclusive, and effective socio-economic development while reducing local vulnerabilities such as food insecurity and natural disasters.
1.Cross-cutting Quarterly 0 N/A N/A 2 12 10 7 6 7 ------44 31 Indicator (Individual Number of activities targets per and projects year)
45 LOP = Life of Project 46 Q1 = Quarterly 1 47 Q2 = Quarterly 2 48 Q3 = Quarterly 3
49 Q3 = Quarterly 3
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es developed and/or implemented mutually or in coordination with other USG and USAID Guatemala partners in the Western Highlands. (C) This indicator was eliminated from the PMP as of Y7.
NB The title of this indicator was modified by removing mention of the Western Highlands Integrated Program (WHIP) as per changes to USAID programming.
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
2. Number of USG- Quarterly 0 N/A N/A N/A 17 14 9 6 2 5 0 N/A N/A N/ 0 48 53 supported activities A (Individual designed to targets per promote or year) strengthen the civic participation of women (C) (Municipality and LGTBI people)
3. Number of youth Quarterly 0 N/A N/A 150 215 406 437 272 N/A 30 0 N/A N/A N/ 0 1480 1160 who have A (Individual participated in a targets per USG-supported year) activity who assume leadership roles within their communities. (C)
(Disaggregated by municipality, gender [Female, male and others (includes sexual diversity)] and ethnicity)
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
Disaggregated by Male N/A N/A N/A 47% 49% 53% 46% 39% 0% 60% 0% N/A N/A N/ 0% 41% 60% gender A Female N/A N/A N/A 53% 51% 47% 54% 61% 0% 40% 0% N/A N/A N/ 0% 59% 40% A Disaggregated by Maya N/A N/A N/A 83% 75% 61% 65% 74% 0% N/A 0% N/A N/A N/ 0% 73% N/A ethnic group A Garifuna N/A N/A N/A 0% 0% 0% 0% 0% 0% N/A 0% N/A N/A N/ 0% 0% N/A A Ladino N/A N/A N/A 17% 38% 35% 25% 0% N/A 0% N/A N/A N/ 0% 26% N/A 25% A Xinca N/A N/A N/A 0% 0% 0% 0% 0% N/A 0% N/A N/A N/ 0% 0% N/A 0% A Otro N/A N/A N/A 0% 1% 0% 1% 0% N/A 0% N/A N/A N/ 0% 1% N/A 1% A Disaggregated by Older N/A N/A N/A 0% 0% 0% 0% 0% N/A 0% N/A N/A N/ 0% 0% N/A age group than 29 A years 1% 29 year N/A N/A N/A 100 99% 100 100 100 0% N/A 0% N/A N/A N/ 0% 100% N/A or % % % % A youngest (youth) 35. Number of Annually N/A N/A N/A ------1500 N/A N/A N/A N/ N/A 0 1500 people reached A with handwashing/hygie ne messaging. (F)
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
Disaggregated by: Sex: Female, male
Disaggregated by Male N/A N/A N/A ------60% N/A N/A N/A N/ N/A 0% 60% gender A Female N/A N/A N/A ------40% N/A N/A N/A N/ N/A 0% 40% A DO1: Greater Security and Justice for Citizens
Result 1: Sound public financial systems in place in order to promote transparency and permit participation by citizens in decision-making
4. Number of public Annually N/A N/A 75 N/A 37 64 94 96 28 40 N/A N/A N/A N/ N/A 319 345 accountability or A transparency mechanisms implemented with USG support. (C)
Y5 This indicator was modified from: Number of accountability presentations made by the municipalities to the
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
COMUDEs each year (C)
(Disaggregated (where appropriate) by: Government level: Region, Department, Municipality, Community, National)
NB Y5 This indicator was modified in March of 2018 as part of a USAID/G effort to standardize indicators across DG projects. The indicator used to count only the rendiciones de cuenta presented to the COMUDEs. Under the new
Page 81 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es indicator, these rendiciones de cuenta are still counted, but additional accountability mechanisms are added, such as the establishment of functioning municipal offices of access to information.
5. Number of Quarterly 0 N/A N/A 338 1835 1430 2665 2101 374 1500 195 N/A N/A N/ 195 8938 8200 individuals who (40%F A (40%F received USG- /60%M) /60%M) assisted training, (Individual including targets per management skills year) and fiscal management, to . strengthen local government and/or decentralization. (F)
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
(Disaggregated by gender, youth, ethnicity, and municipality)
NB: The project is responsible for the overall numbers in targets, but not for the gender disaggregation targets. Disaggregated by Male N/A N/A N/A 55% 73% 76% 55% 43% 72% 60% 71% N/A N/A N/ 71% 70% 60% gender A Female N/A N/A N/A 45% 27% 24% 45% 57% 28% 40% 29% N/A N/A N/ 29% 30% 40% A Disaggregated by Maya N/A N/A N/A 67% 49% 57% 67% 65% 65% N/A 66% N/A N/A N/ 66% 66% N/A ethnic group A Garifuna N/A N/A N/A 0% 0% 0% 0% 0% 0% N/A 0% N/A N/A N/ 0% 0% N/A A Ladino N/A N/A N/A 33% 48% 42% 32% 34% 34% N/A 34% N/A N/A N/ 34% 33% N/A A Xinca N/A N/A N/A 0% 1% 0% 0% 0% 0% N/A 0% N/A N/A N/ 0% 0% N/A A Otro N/A N/A N/A 0% 2% 1% 1% 1% 1% N/A 0% N/A N/A N/ 0% 0% N/A A
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
Disaggregated by 29 year N/A N/A N/A 40% 24% 26% 37% 30% 38% N/A 39% N/A N/A N/ 39% 38% N/A age group or A youngest (youth) Older N/A N/A N/A 60% 76% 74% 63% 70% 62% N/A 61% N/A N/A N/ 61% 62% N/A than 29 A years 6. Number of Annually N/A N/A 610 N/A 423 437 621 450 110 120 N/A N/A N/A N/ N/A 2041 2020 community or CSO- A proposed initiatives receiving USG support that are implemented. (C)
Y5 This indicator was modified from: Number of projects presented and/or prioritized by municipalities in coordination with communities/civil society (C)
NB Y5 This indicator was modified in
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
March of 2018 as part of a USAID/G effort to standardize indicators across DG projects. The indicator used to count all projects proposed by CSOs in the COMUDEs. It now counts only those deemed to be in at least the first stage of implementation, which consists of the projects’ having been assigned a SNIP (Sistema Nacional de Inversión Pública) number.
Disaggregated (where appropriate) by:
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
Geographic Area: National, Municipality and Communities. Type of civil society organization Duration: New or continuing initiative Type of initiative Youth-led: Yes, No 7. Percentage of Annually 38% 93% N/A N/A 72% 86% 93% 93% 88% 93% N/A N/A N/A N/ N/A 93% 93% municipalities that A practice participatory planning. (C)
Y5 This indicator was modified from: Percentage of municipalities that practice participatory planning and budgeting (C)
Page 86 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
Disaggregated (where appropriate) by: None
8. Percentage of Annually 55% 80% N/A N/A 68% 76% 86% 63% 53% 50% N/A N/A N/A N/ N/A 86% 86% municipalities that A (cumulativ achieve an increase e) in municipal own- source-revenues in relation to the prior period (C)
(Disaggregated by municipality and revenue source)
NB: This indicator was changed to reflect the percentage of
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es project municipalities that achieve an increase in own-source- revenues in place of percentage increase in those revenues for greater accuracy in measuring impact of project support. The baseline and targets for prior years were also revised to reflect this change.
Result 2: Strengthened civil society participation in social accountability processes.
9. Number of social Quarterly 0 N/A N/A 1 25 32 18 42 N/A 6 0 N/A N/A N/ 0 118 113 accountability A actions conducted under the project. (C)
Disaggregated by: Municipality
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
10. Percentage of Quarterly N/A N/A N/A 71% 19% 43% 50% 54% N/A 40% 0 N/A N/A N/ 0 52% 50% youth and women A (cumulativ among participants e) in project-funded social accountability actions. (C)
Disaggregated by: Gender, youth, ethnicity, and municipality.
29. Number of civil Annually N/A N/A 0 N/A N/A N/A N/A 42 N/A 60 N/A N/A N/A N/ N/A 42 60* society A organizations (CSOs) receiving USG assistance engaged in advocacy interventions. (F)
Disaggregated (where appropriate) by: Issues: LGBTI,
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es women’s rights, indigenous people’s rights, disability rights, or others as determined by the implementing partners and USAID. Duration: New, Continuing.
Result 6: Increased capacity of ANAM and AGAAI to support municipal development and replicate successful models nationwide.
11. Number of Annually 0 N/A N/A 2 6 6 6 5 0 1 N/A N/A N/A N/A N/A 25 23 performance management tools developed by ANAM and AGAAI supported by the project. (C)
Disaggregated by: Institution
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
12. Number of Semi- 0 N/A N/A 1 5 6 4 N/A 1 2 N/A N/A N/A N/A N/A 17 19 project-funded annually advocacy initiatives and trainings conducted by ANAM and AGAAI. (C)
Disaggregated by: Institution conducted
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
DO2: Improved Levels of Economic Growth and Social Development in the Western Highlands
Result 3: Increased quality of potable water in 22 FtF municipalities 13. Percentage of Semi- 13% 20% N/A N/A 25% 28% 50% 76% 43 60% N/A N/A N/A N/A N/A 86% 60% municipal water annually % systems that provide potable water (C)
(Disaggregated by municipality)
14. Number of Annually 0 N/A N/A N/A 15 13 13 N/A N/ ------41 41 municipalities that A develop a sustainability
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es strategy for Municipal Potable Water Systems. (C)
Disaggregated by: municipality
Y7 Because no more plans will be developed after Y7, this indicator has been completed.
15. Number of Annually 0 N/A N/A N/A 0 9 16 14 10 15 N/A N/A N/A N/A N/A 49 72 municipalities that have taken at least two significant steps towards implementation of their sustainable plan. (C)
Disaggregated by municipality
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
16. 50* Percentage Semi- 22% N/A N/A N/A 32% N/A N/A ------32% N/A of community water annually systems in the WHIP area that have chlorinated water. (C) This indicator was eliminated from the PMP in Y3 and not replaced with any other indicator. 17. Number of Annually 0 N/A N/A N/A 1 1 N/A N/A 1 3 N/A N/A N/A N/A N/A 3 7 watershed management plans developed and/or implemented. (C)
Disaggregated by: municipality 33. Number of Annually N/A N/A N/A ------19 N/A N/A N/A N/A N/A 0 19 water and sanitation sector institutions strengthened to
50 *This indicator is eliminated from the PMP.
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es manage water resources or improve water supply and sanitation services as a result of USG assistance. (F)
Disaggregated by: Institution Scale: national, regional, local
This indicator is new, and it will be measured starting Year 7. 34. Value of new Annually N/A N/A N/A ------4,000,00 N/A N/A N/A N/A N/A 0 4,000,000 funding mobilized 0 to the water and sanitation sectors as a result of USG assistance. (F)
Disaggregated by:
Page 95 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
Funding Source: Domestic, International Funding Type: Public, Donor, Private Sector: Water, Sanitation, Water Resources Management
This indicator is new, and it will be measured starting Year 7.
Result 4: Local Development Plans established and implemented in order to improve food security and economic development.
18. Number of Quarterly 0 N/A N/A N/A 466 278 320 216 15 ------1295 1000 institutions /organizations undertaking capacity/competenc y strengthening as a result of USG assistance (F) [USG FACT: EG 4.5.1]
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
(Disaggregated by municipality)
Discontinued by USAID as of Y7 It was replaced with Indicator 32.
19. 51Proportion of Quarterly N/A N/A N/A N/A 0.9 0.4 ------0.65(59 0.4F female participants (26F) (33F) F) 0.6M in USG-assisted 0.1(4M 0.6 0.35 (52 programs designed ) (48 M) to increase access M) to productive economic resources (assets, credit, income or employment) (F) [USG FACT: GNDR-2]
Y4 This indicator was eliminated
51 *This indicator is eliminated from the PMP.
Page 97 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es from the PMP in Y4 upon USAID instruction because the Section C of the Contract does not call for inputs that would contribute to results under the indicator.
20. Number of Quarterly 0 N/A N/A N/A 29 29 29 19 5 8 0 N/A N/A N/A 0 111 86 agricultural and nutritional enabling environment policies completing the following processes/steps of development as a result of USG assistance in each case: 1. Analysis; 2. Stakeholder consultation/public debate; 3. Drafting or revision; 4.
Page 98 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
Approval (legislative or regulatory); 5. Full and effective implementation (F) [USG FACT: 4.5.1(24)]
Disaggregated by: Municipalities
NB: The targets are accurate given the amount of time required for the extensive consensus-building that must occur at each stage of policy development and approval. Multiple bodies at municipal and state levels must be consulted as well as other stakeholder groups. The level of targets projected accords with the experience
Page 99 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es of project staff who have undertaken similar policy work under other development projects. NB: As per agreement with USAID, each policy will be reported annually in accordance with the processes/steps of development at the close of the reporting period.
21. Number of Quarterly 0 N/A N/A N/A 867 828 788 478 15 ------2976 2335 individuals who (40%F/ have received USG 60%M) supported short- term agricultural sector productivity
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es or food security training. (F) [USG FACT: 4.5.2-7]
(Disaggregated by municipality, gender, ethnicity, and youth).
NB: The project is responsible for the overall numbers in targets, but not for the gender disaggregation targets
Discontinued by USAID as of Y7. It was replaced with Indicator 31. Disaggregated by Male N/A N/A N/A N/A 85% 71% 50% 57% 80 N/A N/A N/A N/A N/A N/A 70% 60% gender % Female N/A N/A N/A N/A 15% 29% 50% 43% 20 N/A N/A N/A N/A N/A N/A 30% 40% %
Page 101 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
Disaggregated by Maya N/A N/A N/A N/A 49% 52% 57% 62% 93 N/A N/A N/A N/A N/A N/A 76% N/A ethnic group % Garifuna N/A N/A N/A N/A 0% 0% 0% 0% 0% N/A N/A N/A N/A N/A N/A 0% N/A Ladino N/A N/A N/A N/A 48% 46% 41% 38% 7% N/A N/A N/A N/A N/A N/A 23% N/A Xinca N/A N/A N/A N/A 1% 0% 0% 0% 0% N/A N/A N/A N/A N/A N/A 0% N/A Otro N/A N/A N/A N/A 2% 2% 2% 1% 0% N/A N/A N/A N/A N/A N/A 0% N/A Disaggregated by 29 year N/A N/A N/A N/A 21% 27% 31% 28% 40 N/A N/A N/A N/A N/A N/A 33% N/A age group or % (youth = 29 year or youngest youngest) Older N/A N/A N/A N/A 79% 73% 69% 72% 60 N/A N/A N/A N/A N/A N/A 67% N/A than 29 % years 22. Number of food Quarterly 0 N/A N/A N/A 35 33 15 N/A N/ 22 0 N/A N/A N/A N/A 83 77 security private A (new) enterprises (for profit), producers’ organizations, water users’ associations, women's groups, trade, and business associations, and community-based Organizations (CBOs) receiving USG assistance. (F) [USG FACT: 4.5.2-11]
Page 102 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
(Disaggregated by organization type and municipality)
NB: Targets will be set only for “new” organizations, though continuing organizations will be recorded and reported as a footnote.
23. Number of Quarterly 0 N/A N/A N/A 0 0 1 N/A N/ ------1 3 public-private A Partnerships formed as a result of FtF assistance. (F) [USG FACT: 4.5.2-12]
(Disaggregated by partnership focus).
Page 103 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
Y7 This indicator was eliminated from the PMP. 24. Number of Annually 0 N/A N/A N/A 378 82 94 N/A N/ ------554 545 people trained in A (40%F/ child health and 60%M) nutrition through USG-supported programs. (F) [USG FACT: 3.1.9-1]
(Disaggregated by gender, youth, ethnicity, and municipality) Discontinued by USAID as of Y7. It was replaced with Indicator 31.
NB: The project is responsible for the overall numbers in targets, but not for the gender disaggregation targets.
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
Although this indicator permits participants to be counted more than once, the project targets will reflect only first-time participants as a more meaningful measure. Total numbers of participants trained will recorded and reported as a footnote to PMP reports.
Disaggregated by Male N/A N/A N/A N/A 79% 12% 0% 0% 0% ------23% 60% gender Female N/A N/A N/A N/A 21% 88% 100 0% 0% ------77% 40% % Disaggregated by Maya N/A N/A N/A N/A 49% 63% 69% 0% 0% ------63% N/A ethnic group Garifuna N/A N/A N/A N/A 0 0% 0% 0% 0% ------0% N/A
Ladino N/A N/A N/A N/A 48% 37% 30% 0% 0% ------36% N/A
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
Xinca N/A N/A N/A N/A 1% 0% 0% 0% 0% ------0% N/A
Otro N/A N/A N/A N/A 2% 0% 1% 0% 0% ------1% N/A
Disaggregated by Older N/A N/A N/A N/A 19% 59% 63% 0% 0% ------66% N/A age group than 29 years 29 year N/A N/A N/A N/A 81% 41% 37% 0% 0% ------34% N/A or youngest (youth) 30. Percentage of Annually N/A N/A 0 ------35 50% N/A N/A N/A N/A N/A 35% 50% municipalities % where at least one income or employment generating projects are being implemented as a result of Nexos Locales support. (C)
Disaggregated by: Not applicable.
Page 106 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
31. Number of Annually N/A N/A 0 ------27 200 N/A N/A N/A N/A N/A 27 200 individuals receiving nutrition-related professional training through USG- supported programs. (F)
Disaggregated by: Sex: Male, Female Training type: - Non-degree seeking trainees - Degree seeking trainees: New - Degree seeking trainees: Continuing Nexos Locales will disaggregate only by sex and training recipients will be non-degree seeking.
Y7 This indicator now substitutes for
Page 107 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
Indicators 21 and 24. Disaggregated by Male N/A N/A N/A N/A N/A N/A N/A N/A 59 60% N/A N/A N/A N/A N/A 59% 60% gender % Female N/A N/A N/A N/A N/A N/A N/A N/A 41 40% N/A N/A N/A N/A N/A 41% 40% % Disaggregated by Maya N/A N/A N/A N/A N/A N/A N/A N/A 78 N/A N/A N/A N/A N/A 78% N/A ethnic group % Garifuna N/A N/A N/A N/A N/A N/A N/A N/A 0% N/A N/A N/A N/A N/A 0% N/A Ladino N/A N/A N/A N/A N/A N/A N/A N/A 22 N/A N/A N/A N/A N/A 22% N/A % Xinca N/A N/A N/A N/A N/A N/A N/A N/A 0% N/A N/A N/A N/A N/A 0% N/A Otro N/A N/A N/A N/A N/A N/A N/A N/A 0% N/A N/A N/A N/A N/A 0% N/A Disaggregated by Older N/A N/A N/A N/A N/A N/A N/A N/A 59 N/A N/A N/A N/A N/A 59% N/A age group than 29 % years 29 year N/A N/A N/A N/A N/A N/A N/A N/A 41 N/A N/A N/A N/A N/A 41% N/A or % youngest (youth) 32. Percent of USG- Annually N/A N/A 62% ------90% N/A N/A N/A N/A N/A 0 90% assisted (51/82) (74/82) (74/82) organizations with improved performance (F).
Page 108 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es
Disaggregate by: Numerator = number of organizations with improved performance and Denominator = number of USG- assisted organizations receiving organizational capacity development support
This indicator substitutes for Indicator 18. Result 5: Municipal Plans established to reduce climate change vulnerability and TA provided for implementation of plans.
25. Number of Annually 0 0 N/A N/A 18 8 12 N/A N/ ------38 39 institutions with A improved capacity to address climate change issues as a
Page 109 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es result of USG assistance. (F) [USG FACT: 4.8.2- 14]
(Disaggregated by municipality and type of institution, adaptation capacity)
Y7 This indicator has not had a target since Y5, nor will for the remainder of the LOP, this activity contributing to this indicator was completed in the years for which targets are cited. 26. Number of Annually N/A N/A N/A N/A 301 123 298 N/A N/ ------722 585 stakeholders with A increased capacity to adapt to the impacts of climate
Page 110 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es change as a result of USG assistance. (F) [USG FACT: 4.8.2- 26]
Disaggregated by: municipalities.
Y7 This indicator has not had a target since Y5, nor will for the remainder of the LOP, this activity contributing to this indicator was completed in the years for which targets are cited.
27. Number of Annually 0 N/A N/A N/A 21 14 19 7 N/ 6 N/A N/A N/A N/A N/A 61 57 climate adaptation A tools, technologies and methodologies developed, tested and/or adopted as a
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Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es result of USG assistance. (F) [USG FACT: 4.8.2-8]
Disaggregated by tools, technologies, and methodologies. 28. Number of laws, Annually 0 N/A N/A N/A 20 17 17 9 N/ 12 N/A N/A N/A N/A N/A 63 71 policies, strategies, A plans, or regulations addressing climate change (adaptation) and/or biodiversity conservation officially proposed, adopted, or implemented as a result of USG assistance. (F) [USG FACT: 4.8.2- 28]
Disaggregated by: Laws, policies, strategies, plans or
Page 112 of 113
Baseline Year 7
All Planned Achievement
Municipaliti Year Year Year Year Year Year Performance Indicator Frequency Original LOP45 es (Applies 1 2 3 4 5 6 Cumulativ Municipaliti New to Indicators Q1 Q2 Q3 Q4 Tota e Planned es Municipaliti #4,6) 46 47 48 49 l es regulations and by stage of passage.
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