GUATEMALA LOCAL GOVERNANCE / NEXOS LOCALES PROJECT
ANNUAL REPORT FY2019 CONTRACT No. AID-520-C-14-00002
October 22, 2019 Page 1 of 138
ThisOctober publication 22, 2019 was produced for review by the United States Agency for International Development. This publication was produced for review by the United States Agency for International Development. It was prepared by DAI Global, LLC. It was prepared by DAI Global, LLC.
January 20, 2018 LOCAL GOVERNANCE / NEXOS LOCALES PROJECT
ANNUAL REPORT FY2019 October 2018 - September 2019
Project Title: Nexos Locales Project
Sponsoring USAID office: USAID/Guatemala
Contract Number: AID-520-C-14-00002
COR: Claudia Agreda
Contractor: DAI Global, LLC.
Date of Publication: October 22, 2019
The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government.
TABLE OF CONTENTS
SUMMARY OF TABLES AND FIGURES ______4 ACRONYMS ______5 EXECUTIVE SUMMARY ______7 INTRODUCTION ______13 1. STEMMING ILLEGAL MIGRATION ______15 II. HIGH-LEVEL RESULTS ______17 III. SUMMARY OF KEY ACHIEVEMENTS ______20 IV. OBSTACLES FACED BEST PRACTICES AND LESSONS LEARNED ______25 V. QUARTERLY PROGRESS RESULTS ______29 VI. DEMIN RESULTS ______78 VII. CROSS-CUTTING THEMES ______81 KEY ANNUAL ACHIEVEMENTS ______81 ACTIVITIES/WORK PROGRESS ______81 GENDER EQUITY AND SOCIAL INCLUSION ______81 INDIGENOUS PERSPECTIVES ______83 YOUTH ______84 VIII. TRAINING EVENTS ______85 IX. MONITORING AND EVALUATION ______86 X. GRANTS ADMINISTRATION ______88 XI. PROJECT MANAGEMENT ______90 XII. FINANCIAL INFORMATION ______97 ANNEX I: GLOSSARY OF KEY TERMS ______99 ANNEX II: WORK PLAN ACTIVITY TRACKER ______103 ANNEX III: MUNICIPALITY TRACKER ______108 ANNEX IV: PERFORMANCE MANAGEMENT PLAN ______113
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SUMMARY OF TABLES, FIGURES AND PHOTOS
TABLES Table 1- Advocacy Campigns in Huehuetenango ...... 41 Table 2- Advocacy Campaigns in Quiché ...... 45 Table 3- Advocacy Campaigns in San Marcos, Quetzaltenango and Totonicapán ...... 48 Table 4- Infrastructure Investment in Q21 ...... 59 Table 5- Training events in Year 5...... 85 Table 6- Short Term Technical Assistance Contracted in Y5 ...... 93 Table 7- Contract budget and expenditures as of September 30th, 2019 ...... 97
FIGURES Figure 1- Overall DEMIN results ...... 79
PHOTOGRAPHS Photo 1: USAID Nexos Locales technician provides technical assistance on the ServiciosGL database to DAFIM director in Concepción Tutuapa, San Marcos ...... 33 Photo 2: Director of the UIP in Chichicastenango, Quiché demonstrating the use of the project-developed UIP planner and format for public information requests...... 34 Photo 3: Scene from the SANRAFAINFO transparency app promotional video...... 35 Photo 4: Scene from the Mi Sacapulas transparency app promotional video...... 35 Photo 5: COMUDE commissions in the municipality of Totonicapán developing their Annual Operative Plan...... 36 Photo 6: Members of the Women’s commission in Zacualpa, Quiché, discussing project initiatives for 2020...... 51 Photo 7: Youth representatives in the municipality of San Rafael Pie de la Cuesta, San Marcos, developing their follow-up strategy for the commitment letter signed by political candidates...... 53 Photo 8: OMAS technician in Totonicapán, Totonicapán works with USAID Nexos Locales’ staff to draft the Water Public Policy...... 57 Photo 9: OMAS staff in La Libertad, Huehuetenango, performs a water monitoring test in a distribution system. .. 58 Photo 10: OMAS staff in La Libertad, Huehuetenango, installing and elaborating water chlorinators...... 58 Photo 11: DMM Director in Todos Santos, Huehuetenango receiving technical assistance to develop joint women- centered projects with the Municipal Women’s Network ...... 63 Photo 12: DMM and Women’s Network in Zacualpa, Quiché, developing project proposals for 2020...... 63 Photo 13: Coffee producers in Sibinal, San Marcos, learning about coffee plantation best practices...... 64 Photo 14: Poultry-keeping coop in Nebaj, Quiché...... 64 Photo 15: Members of the COFETARN in Barillas, Huehuetenango, touring around El Jordan River...... 65 Photo 16: City council members in San Juan Atitán, Huehuetenango, attend the presentation of the Environmental Public Policy...... 68 Photo 17: COFETARN and City council members in Santa Cruz del Quiché, Quiché, attending the solid waste management regulation presentation...... 69 Photo 18: Footage of the informative capsule developed by ANAM titled: The Municipality which explains all municipal responsibilities...... 72 Photo 19: Footage of the instructional video for the Municipal Women’s Directorate developed by ANAM...... 72 Photo 20: Members of the CAM signing the Career Municipal Service Bill ...... 73 Photo 21: Members of the CAM at the press conference presenting the Career Municipal Service Bill...... 73 Photo 22: USAID Nexos Locales’ Self-reliance formula mathematically represented...... 90 Photo 23: USAID Nexos Locales staff in the Y6WP workshop ...... 95 Photo 24: USAID Nexos Locales staff in the Y6WP workshop ...... 95
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ACRONYMS AAC Area Advisory Committee ACH Acción Contra el Hambre AGAAI Guatemalan Association of Indigenous Mayors and Authorities ANAM National Association of Municipalities ASOCUCH Association of Organizations in the Cuchumatanes A4P Alliance for Prosperity AR4 Annual Report Four AR5 Year 5 Annual Report CCA Climate Change Adaptation CAI Indigenous Authority Councils CAM Municipal Affairs Commission CAP Permanent Health Assistance Center CATIE Tropical Agricultural Research and Higher Education Center CIAT International Center for Tropical Agriculture CLA Collaboration, Learning, Adapting COCODE Community Development Council COFETARN Commission for Economic Growth, Tourism, Environment and Natural Resources COMUDE Municipal Development Council COMUSAN Municipal Commission for Food Security and Nutrition COPEP Committee of Municipal Programming of Budget Execution and Finance COR Contracting Officer’s Representative CSO Civil Society Organization DAAFIM Municipal Administrative Assistance Financial Directorate DAFIM Municipal Administrative Financial Directorate DAI DAI Global, LLC DEMIN Integrated Municipal Evaluation DMM Municipal Women’s Directorate ECO Civil Association Western Cooperation Studies FtF Feed the Future FY 2017 Fiscal Year 2017 FY 2018 Fiscal Year 2018 GIS Geographic Information Systems GoG Government of Guatemala GUC Grants Under Contract INFOM Institute for Municipal Strengthening iSTTA International Short-term Technical Assistance IUSI Impuesto Único Sobre Inmuebles (Property Tax) LAIP Public Access to Information Law LED Local Economic Development LGBTI Lesbian, Gay, Bisexual, Trans-sexual, Intersex LOP Life of Project LTTA Long-term technical assistance MEL Monitoring, Evaluation, Learning MIDES Social Development Ministry 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
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OMRRHH Municipal Human Resources Office OSPM Municipal Public Services 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 PNC National Police POA Annual Operative Plan PRODERT Rural Economic Development Project PRONACOM National Competitivity Program of Guatemala Q16 Quarter 16 Q17 Quarter 17 Q18 Quarter 18 Q19 Quarter 19 Q20 Quarter 20 Q21 Quarter 21 RFA Request for Application RFP Request for Proposal RFQ Request for Quotation SAN Food Security and Nutrition SECAI National Secretariat of Public Access to Information SCEP Presidential Executive Coordination Secretariat SEGEPLAN Planning and Programming Presidential Secretariat SEPREM Presidential Secretariat of Women SESAN Secretariat of Food Security and Nutrition (Secretaría de Seguridad Alimentaria y Nutricional) SNIP National Public Investment System STTA Short-term Technical Assistance TA Technical Assistance UIP Public Information Unit UMG Urban Municipal Governance Project USAID United States Agency for International Development USG United States Government WPAM Work Plan Action Memo Y5WP Year 5 Work Plan Y6WP Year 6 Work Plan Y4 Year Four Y5 Year Five Y6 Year Six
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EXECUTIVE SUMMARY
This Annual / Quarterly Report captures the breadth of activities performed during the twenty-first quarter (Q21), as well as the overall Year 5 work plan year, which ranges from October 1, 2018 to September 30, 2019. This report delineates high-level results, key achievements in each of the six result areas, obstacles faced during the reporting period, project management updates, and financial reporting against the six funding sources of the Nexos Locales contract.
Two major events occurred in Year 5 that significantly impacted the project’s implementation against its originally approved Year Five Work Plan (Y5WP). The first of these events was the electoral period, covering three fourths of the work plan year (January to September 2019). The second was the unexpected funding crisis that ensued following a spike in outward migration from the Northern Triangle countries of Guatemala, El Salvador, and Honduras to the southern border of the United States. Following consecutive months of increased migration flows, approximately 100,000 Central Americans reached the southern border in March 2019 alone, prompting the United States Government to cite a ―breaking point‖ in the ability of Customs and Border Protection to respond to the migration surge1. Following this announcement, USAID funding for the Northern Triangle countries was frozen or re-directed.
On July 3, 2019, the USAID Guatemala Mission instructed implementing partners to initiate contingency plans under the working knowledge that FY2017 and FY2018 funds would no longer be available, and to program activities through September 2020 using current funding obligation levels. As a result, Nexos Locales accelerated its already developed Y5 municipal and staff reduction plan; the plan called for concluding full technical assistance packages in 29 municipalities by September 30, 2019, and phasing out 31 full-time project staff, including the project’s expat Strategic Communications Manager, by August 25, 2019. On August 8, 2019, Nexos Locales received USAID approval to modify its Y5WP, eliminating two sub-activities.
Pursuant to the instructions provided in the July letter, Nexos Locales initiated a contingency strategy that refined its technical approach to more effectively address the root causes of illicit out migration to the United States. Through the pillars of good governance and promoting prosperity, the project’s contingency strategy places a stronger emphasis on municipal self-reliance through strengthened transparency and public financial accountability mechanisms that result in improved allocation of municipal resources in support of quality public service delivery, expanded local economic opportunity, and improved food security and nutrition for reduced migration. Although the contingency strategy wasn’t officially approved until the submission of the Year 6Work Plan, the project elected to accelerate its municipal and staff reduction plan to end by September 30, 2019, 6-months ahead of the originally scheduled date of March 2020, enabling it to successfully execute the transition.
Although the 2019 electoral period was planned for in advance, two significant changes from 2015 played an influential role in the project’s ability to work with municipal authorities: i) a shortened campaign period between March and June 2019 marked by intensified political campaigning, as well as ii) a prolonged transition period of June 2019 to January 20202.These political realities effectively meant lame-duck administrations would need added motivation to perform job functions and require Nexos Locales to creatively sustain and transfer project investments to the new administrations, all within the
1 https://www.npr.org/2019/03/27/707297404/immigration-system-at-the-breaking-point-homeland-security-official-warns 2 The 2015 transition period was 3 months
Page 7 of 138 limitations of USAID’s guidance during the pre- and post-electoral period. Ultimately, the elections in June 2019 resulted in an 86% turnover of mayors in 44 project municipalities.
Despite these implementation challenges, Nexos Locales is pleased to report it met or exceeded 90% (17) of its performance monitoring indicator targets within USAID accepted standards. The project successfully completed 100% of the Year 5 work plan with the caveat that its three large advocacy grants were reduced by 12.33% of the total awarded amount ceiling as a cost savings measure in response to the funding crisis. This reduction in grant funding meant follow-on actions from the advocacy campaigns were eliminated from the three grants, supporting the project’s reduced focus on Results 1, 3, 4, and 6 for its year six work plan strategy. Given the funding crisis, the atypical electoral process that took place in Year 5, and the 86% turnover of mayors that resulted from the June elections, this high rate of compliance with work plan activities demonstrates the project’s ability to cope with adverse context scenarios while still delivering quality technical assistance for meeting the objectives of the contract.
Noteworthy General Updates:
1) Improved Municipal Performance against DEMIN Indicators: Nexos Locales developed the Integrated Municipal Performance Dashboard (DEMIN) as a tool to establish performance criteria pertaining to institutional strengthening in municipal entities. Through the DEMIN, the project is able to track cost-effective knowledge transfer to each of its municipal target beneficiaries. Since Year 4, the project has been using the DEMIN tool to strengthen legal, administrative, and technical capacities in project municipalities. Year 5 results show an overall 74% rate of performance of municipalities against DEMIN indicators. This rate represents an increase of 17% over Y4’s performance indicators. The DEMIN tool and the technical logs have been instrumental in delivering high-quality, high-value achievements under the Nexos Locales contract. In this quarter alone, 19 municipal entities3 reached a 100% performance rating against their DEMIN indicators in various technical areas.
2) Municipal Reduction: In support of the project’s contingency strategy, Nexos Locales accelerated its municipal reduction plan from 44 to 22 municipalities, completing the process on September 30, 20194. Of the 22 municipalities selected for year six work planning, fifteen will receive complete technical assistance packages, five will receive follow-up technical assistance in specialized areas, and two will continue to receive support in the implementation of their smartphone transparency applications. Nexos Locales included in its selection criteria a review of a municipality’s potential for implementing actions from the project-developed local economic development (LED) plans and DMM (Municipal Women’s Directorate) strategies, as well as a review of municipal own source revenue generation and migration indicators.
3) Pre and Post Electoral Analysis: The project developed two ―white paper5‖ studies to evaluate the socio-political climate prior to, and after, the local elections in 44 municipalities across the Western Highlands. The pre-electoral analysis assessed citizen participation, risk for conflict and the role of women and youth in the electoral process, including a review of candidate’s perceptions on key priority areas of USAID’s objectives in the region. The post- electoral analysis highlights future collaboration by elected mayors on their prospects for
3 Three UIPs from La Libertad, Cunén and Nebaj; Three OMAS from San Miguel Ixtahuacán, Tacaná, and Zacualpa; The COFETARN in Tacaná; Twelve OMRRHHs from San Miguel Ixtahuacán, San Marcos, Comitancillo, Concepción Tutuapa, Tacaná, Cunén, Cotzal, Nebaj, San Andrés Sajcabajá, San Bartolomé Jocotenango, Santa Cruz del Quiché, and Totonicapán. 4 As originally approved in the Y5WP, Nexos Locales would have implemented a phased reduction from 44 to 15 municipalities by March 2020. The contingency strategy accelerated this reduction by 6 months. 5 No project branding was used to protect against USAID affiliation with the reporting findings.
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supporting the objectives of implementing partners working in the region; particularly, for addressing migration reduction, corruption, civil society, food security and crime prevention. The general findings of the post-electoral analysis will be presented to USAID and its implementing partners next quarter.
4) Cultural Pertinence Strategy: Nexos Locales developed a life-of-project Cultural Pertinence Strategy to expand on the citizen participation gains made by the project since 2014. The strategy recognizes the vital role that indigenous communities and authorities play to ensuring proportionate and equitable development in the Western Highlands. The strategy celebrates Guatemala’s cultural diversity as a rich resource that should be managed as an asset, and through strengthening indigenous people’s active and meaningful participation in key municipal decision-making spaces.
Advances across all six result areas of the contract are described below:
1) Public Financial Management: Technical assistance provided to the Municipal Financial Administration Directorates (DAFIMs) focused on increasing municipal capacity to leverage the use of GIS software to develop revenue collection strategies, update municipal taxpayer databases, and sensitize citizen responsibilities to pay municipal service fees for improved public services provision. This resulted in 27 municipalities (63% of project municipalities)6 showing an increase in own source revenue generation over Year 4 by an average of 16%. Additionally, by collaborating with the Municipal Administrative Assistance Financial Directorate (DAAFIM), six project municipalities are capitalizing on the use of 21st century communications technology to streamline the delivery of public services by using a smartphone application that enables on-the- spot readings of water meters, and through the use of a mobile printer, leaving physical copies of user bills on household doorsteps. In one particular municipality7, the use of this mobile technology resulted in the collection of three months’ worth of water service fees equal to what it normally collects in a 12-month period.
2) Citizen Participation: Nexos Locales has strengthened and expanded citizen participation in 43 municipalities through the implementation of advocacy campaigns by local civil society organizations (CSOs). Overall, 173 CSOs participated in planning, executing, and monitoring advocacy actions according to the WOLA methodology8, which resulted in the completion of 429 mayoral candidate forums to probe future leaders about their policies and plans related to issues of particular interest to civil society and CSOs in 25 municipalities10 developing and
6 Huehuetenango: 1) Barillas; 2) Chiantla; 3) Concepción Huista; 4) Cuilco; 5)La Democracia; 6) La Libertad; 7) San Antonio Huista; 8) San Sebastián Huehuetenango; 9)Todos Santos Cuchumatán; 10) Malacatancito; 11) San Pedro Necta; 12) San Miguel Acatán; 13) San Sebastián Coatán; Quiché: 14)Chichicastenango; 15) Chajul; 16) Nebaj; 17) Sacapulas; 18) San Andrés Sajcabajá; 19) Santa Cruz del Quiché; 20) San Bartolomé Jocotenango; Quetzaltenango: 21) Concepción Chiquirichapa; San Marcos: 22) San José el Rodeo; 23) San Pablo; 24) San Rafael Pie de La Cuesta; 25) Sibinal; 26) San Marcos; and 27) Tacaná. 7 San Rafael Pie de la Cuesta, San Marcos. 8 The WOLA methodology includes seven key steps: 1) Identification and analysis of a problem; 2) Proposal formulation; 3) Analysis of the decision-making spaces; 4) Analysis of the channels of influence; 5) Analysis of the strengths, opportunities, weaknesses and threats (FODA or SWOT); 6) Formulation of influence strategies; and 7) Advocacy plan development. 9 Excluding San Andres Sajcabajá, Quiche 10 Huehuetenango: 1) San Ildefonso Ixtahuacán; 2) Jacaltenango; 3) San Pedro Necta; 4) Chiantla; 5) Barillas; 6) La Libertad; 7) San Juan Atitán; Quiché: 8) Chichicastenango; 9) San Juan Cotzal; 10) Cunén; 11) Sacapulas; 12) San Andrés Sajcabajá; 13) San Bartolomé Jocotenango; 14) Zacualpa; San Marcos: 15) Concepción Tutuapa; 16) San Marcos; 17) San Lorenzo; 18) San José el Rodeo; 19) San Rafael pie de la Cuesta; 20) Sibinal; 21) San Pablo; 22) Tacaná; 23) Tajumulco; 24) San Miguel Ixtahuacán; and Quetzaltenango; 25) San Juan Ostuncalco.
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presenting project proposals, centered in environmental management actions, local economic development and citizen participation to the City Councils and COMUDEs. Additionally, the project strengthened coordination between Municipal Youth Offices (OMJs) and youth networks to address the needs of youth more effectively. These efforts resulted in 10 youth- organized forums for candidates to discuss their campaign initiatives in addressing youth needs. At the forums, candidates signed letters of commitment so that youth could follow-up with elected officials following the June 2019 elections. Lastly, in Y5, seven11 youth networks12 were formed and three13 of these networks have been accredited in the Municipal Development Council (COMUDE) with full voting participation.
3) Improved Delivery of Water Service: The project works to strengthen municipal capacity to increase access to potable water by addressing key service delivery factors, such as ensuring standardized water monitoring and chlorination testing, developing clear systems and procedures for water resource management, establishing and strengthening the Municipal Water and Sanitation Offices (OMAS), and training OMAS employees on key functions for the effective delivery of quality water service provision. Year 5’s annual water quality monitoring tests in project municipalities demonstrated steady advances in compliance with national water quality standards. Specifically, in Q21, the second round of annual monitoring tests performed in 41 municipalities14 of which 31 municipalities15 showed positive results in safety standards for water quality and use of chlorination. Over the course of Year 5, guided by the Nexos Locales- developed Water Investment Plans, eight municipal governments16 have allocated a total of Q 1,971,397.60 (USD 259,394.42) to develop and update water systems in the urban centers. These actions have benefited an estimated 247,448 people.
4) Local Economic Development: the lack of economic opportunity is a key driver of illicit out migration in the Western Highlands of Guatemala. In response to this, over the course of Year 5, Nexos Locales municipalities continued developing actions derived from their Local Economic Development (LED) Plans and DMM strategies. In total, in Year 5, Q6,659,227.86 (US$876,214.00) of municipal funding was approved through 24 National Public Investment
11 Huehuetenango: 1) San Pedro Necta; 2) Malacatancito; 3) San Sebastián Coatán; 4) San Miguel Acatán; Quiché: 5) San Bartolomé Jocotenango; San Marcos: 6) Concepción Tutuapa; and 7) Tacaná. 12 Youth networks are established to create effective social platforms for young people to engage in policy making and address the most pressing needs of youth, including: dignified employment opportunities; access to education; and sexual and reproductive health. Youth networks are constituted as participatory spaces in which young people work to positively impact complex sociopolitical challenges through advocacy efforts and refine their leadership skills to inspire others to take action. These civic engagement entities are crucial to promote youth’s active and meaningful participation in relevant decision-making spaces at the municipal, regional and national level. 13 Huehuetenango: 1) San Pedro Necta; 2) San Miguel Acatán; and San Marcos: 3) Concepción Tutuapa. 14 Excluding the municipality of Malacatancito, Huehuetenango of the group of 42 municipalities receiving project technical support in water quality and service provision. Malacatancito is excluded from the quality monitoring tests performed twice a year by the project due to high levels of fluoride contamination in their water supply. Nexos Locales provides specialized assistance for Malacatancito regarding water quality monitoring. See further details under Sub-activity 3.2.1. 15 Huehuetenango: 1) Cuilco; 2) San Ildefonso Ixtahuacán; 3) San Sebastián Huehuetenango; 4) Huehuetenango; 5) La Democracia; 6) La Libertad; 7) San Pedro Necta; 8) San Antonio Huista; 9) Jacaltenango; 10) Concepción Huista; 11) San Miguel Acatán; 12) Chiantla; 13) Barillas; 14) San Sebastián Coatán; Totonicapán: 15) Totonicapán; Quetzaltenango: 16) Concepción Chiquirichapa; San Marcos: 17) San Rafael Pie de la Cuesta; 18) San Pablo; 19) Tacaná; 20) Concepción Tutuapa; 21) San Miguel Ixtahuacán; 22) San Marcos; Quiché: 23) Santa Cruz del Quiché; 24) Chichicastenango; 25) Zacualpa; 26) San Andrés Sajcabajá; 27) Sacapulas; 28) Santa María Nebaj; 29) Cunén; 30) San Juan Cotzal; and 31) San Bartolomé Jocotenango. 16 Huehuetenango: 1) Malacatancito; 2) La Libertad; Quiché: 3) Nebaj; 4) Chajul; 5) Cotzal; San Marcos: 6) Tajumulco; 7) San Marcos; and Totonicapán: 8) Totonicapán.
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System (SNIP) codes that support women-centered projects, food security and nutrition, and income- or employment-generating activities. In Q21, three municipalities17 successfully implemented actions from their Local Economic Development plan, with a total municipal funding of Q204,975.00 (US$26,970.40). Overall, these investments are intended to reach 184,426 people.
5) Climate Change: Nexos Locales provided technical assistance to the Commissions for Economic Development, Tourism, Environment and Natural Resources (COFETARNs) to advance in the implementation of the Climate Change Adaptation (CCA) Plans. This year, project investments resulted in three municipalities18 that developed and approved environmental policies to standardize the implementation of project-developed plans and interventions to promote climate change resiliency at the municipal level. Separately, 19 municipalities19 completed reforestation actions, planting 230,840 trees on 169.2 hectares to reduce vulnerability against the adverse impacts of climate change.
6) ANAM & AGAAI: In Year 5, ANAM completed the production of 50 online training videos for municipal management, which serve to modernize capacity strengthening in municipalities by making available, at an employee’s convenience, training material for improved job functions and expanded technical knowledge. In addition, during the twenty-first quarter, the Municipal Affairs Commission of the Guatemalan National Congress (CAM) signed a favorable decision (Dictámen favorable) on the Career Municipal Service Bill (#5478). This action signals support for the bill to enter its first debate session in the general assembly of the Guatemalan Congress. Through ANAM, the project has also established 29 Municipal Human Resources Offices (OMRRHH). The establishment of these offices is a key step in sustaining the municipal strengthening strategy to improve the administrative capacities and technical knowledge base of municipal staff. Y5 inputs were also directed to promote indigenous participation and representation in key decision making spaces in the COMUDE. To accomplish this, project grantee AGAAI worked to strengthen 17 Indigenous Advisory Councils20 (known as CAI in Spanish), four21 of which attained formal COMUDE accreditation.
Nexos Locales’ six result areas are supported by cross-cutting priority perspectives that ensure historical patterns of social exclusion in Guatemala are considered, and broken down so that traditionally marginalized groups, including women, young people, and indigenous communities, have safe and ample spaces to positively influence local economic and political decision-making.
17 Huehuetenango: 1) Barillas; Quiché: 2) Santa María Nebaj; and San Marcos: 3) Sibinal. 18 Huehuetenango: 1) San Juan Atitán; San Marcos: 2) Sibinal; and 3) Tacaná. 19 Huehuetenango: 1) Chiantla; 2) Concepción Huista; 3) San Sebastián Coatán; 4) La Libertad; 5) Huehuetenango; 6) Cuilco; 7) San Sebastián Huehuetenango; 8) Jacaltenango; 9) San Pedro Necta; 10) Todos Santos Cuchumatán; Quiche: 11) Santa Cruz del Quiche; 12) Chichicastenango; 13) San Bartolomé Jocotenango; 14) San Andrés Sajcabajá; 15) Zacualpa; San Marcos: 16) Tacana; 17) Sibinal; 18) San Marcos; and 19) Comitancillo. 20 Huehuetenango: 1) Concepción Huista; 2) San Sebastián Huehuetenango; 3) San Juan Atitán; 4) Santa Bárbara; 5) San Juan Ixcoy; Quiché: 6) Sacapulas; 7) Zacualpa; 8) Santa María Nebaj; 9) San Juan Cotzal; 10) San Andrés Sajcabajá; 11) Chajul; 12) San Pedro Jocopilas; Totonicapán: 13) Santa Lucía la Reforma; Quetzaltenango: 14) Concepción Chiquirichapa; 15) Olintepeque; San Marcos: 16) San Miguel Ixtahuacán; and 17) Tacaná. 21 Huehuetenango: 1) Concepción Huista; Quiche: 2) San Gaspar Chajul; 3) Sacapulas; and 4) San Pedro Jocopilas.
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Gender Equity & Social Inclusion – As described in detail in the USAID-approved Gender Equity & Social Inclusion Plan, the promotion of gender equality and social inclusion are priorities for the Nexos Locales project. In accordance with this commitment, all Nexos Locales annual work plans fully integrate USAID’s agency-level gender equality and female empowerment framework, which include Lesbian, Gay, Bisexual, Trans-sexual, Intersex (LGBTI) and disability integration. This is applied to all project activities, communications strategies, and monitoring and evaluation practices. Key considerations to reduce barriers to participation include: 1) Childcare in trainings; 2) Scheduling flexible hours in trainings; and 3) Transportation reimbursement.
Youth – Nexos Locales understands the very critical role that youth play in the project’s success. In Year 5, the project continued to implement its youth strategy through approved sub-activities under the citizen participation result (Result 2). By prioritizing youth-related activities, Nexos Locales recognizes that including young people as not just observers, but participants in decision-making spaces at the local level, has a transformative effect on municipalities by strengthening their voice in conveying the needs of a social group that is often sidelined in policy making.
Indigenous Perspectives – Nexos Locales considers indigenous perspectives in all project areas: program design, implementation, project management, and monitoring and evaluation tools. The project looks to bridge the gap between non-indigenous and indigenous authorities, while minimizing the constraints that have hindered indigenous participation in the past, such as language, cultural pertinence, resource constraints, and knowledge-transfer gaps. From a staffing and project management perspective, Nexos Locales is committed to diversity and representation in project activities. This year, the project continued efforts to strengthen and integrate indigenous perspectives by developing a cultural pertinence strategy, whose actions are led and monitored by an internal cultural pertinence committee. This committee is tasked with ensuring that program and administration activities are culturally relevant, delineating 4 main objectives: i) Promote the participation of the Mayan people in socio-political decision-making spaces; ii) Strengthen inclusive natural resources (springs and forest lands) management models; iii) Promote inter-generational dialogue to foster social cohesion and active participation of women and youth; and, iv) mainstream project internal policies and procedures to encourage cultural sensitivity and cultural pertinence. Nexos Locales applied this cultural pertinence criterion in the production of project developed audio-visual material, which included 50 online videos for municipal management training and promotional and instructional videos for the three smartphone transparency applications.
Feed-the-Future (FtF) Principles – Throughout Year 5, Nexos Locales programmed the following principles into its technical implementation approach, with particular attention placed on Result 4: i) linking value chain activities with improved nutrition and dietary diversity; ii) maximizing the likelihood of sustainability by working with municipal and community leaders; and, iii) coordinating with the private sector on technical, managerial, and financial support for integration of nutrition-related activities into USAID-funded programming.
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INTRODUCTION
USAID’s Nexos Locales Project (Contract No. AID-520-C-14-00002), formerly known as the Local Governance Project, is an eight-year program that began in June 2014. Implemented by DAI Global, LLC (DAI), the project is based in Quetzaltenango, Guatemala with a regional office located in Huehuetenango. The primary goal of USAID’s Nexos Locales Project (hereinafter Nexos Locales) is to strengthen municipalities in the Western Highlands of the country so they foster more responsive, inclusive, and effective socio-economic development while reducing local vulnerabilities such as food insecurity and natural disasters. In order to achieve this goal and the objectives of both USAID and other development partners, local governments must be able to better manage public resources and deliver services in an efficient and transparent manner. Strong and inclusive municipal governments are necessary for local development and are crucial to the sustainability of interventions supported by the United States Government (USG) in Guatemala.
Year five represents the last year of project implementation in 44 total municipalities in the Western Highlands of Guatemala. This level of municipal coverage is attributed to the Total-Estimated-Cost Increase received in September 2017, adding 15 other municipalities to the original 29 municipalities under project coverage since June 2014. At the conclusion of Year 5, Nexos Locales reduced to 22 municipalities in support of its revised technical approach for achieving greater municipal self-reliance for reduced migration.
Pursuant to Section F.6(2) of the contract, this Quarterly/Annual Report presents progress against the project’s six result areas in the 44 municipalities. This report also informs on: cross-cutting themes, key achievements, significant operations and project milestones, key challenges with project implementation, and financial information per funding source. The Year 5 Annual Report (AR5) covers the quarterly reporting period between July and September 2019 and the annual reporting period between October 2018 and September 2019.
The six technical result areas include: 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 44 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 (TA) 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
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The Year 5 Annual Report (AR5) is divided into the following sections:
Section 1– Stemming Illegal Migration Section II – High Level Results Section III –Summary of Key Achievements Section IV – Obstacles Faced Section V – Quarterly Progress Results Section VI – DEMIN Results Section VII – Cross-Cutting Themes Section VIII – Training Events Section IX– Monitoring and Evaluation Section X– Grants Administration Section XI– Project Management Section XII– Financial Information Annex 1: Glossary of Key Terms Annex II: Work Plan Activity Tracker Annex III: Municipality Tracker Annex IV: Performance Management Plan (PMP) Annex V: Success Story I Annex VI: Success Story II
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1. STEMMING ILLEGAL MIGRATION
In Quarter 19, Nexos Locales introduced this new section to showcase how its work contributes to stemming the flow of illegal migration to the United States by linking project activities to the 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.
In its Y5WP, Nexos Locales underscored the project’s underlying, guiding premise as, ―better governed municipalities in the Western Highlands increase the prospects for successful USAID investments in health, education, economic growth, peace building and violence prevention, thus leading to improved sectoral achievements collectively to reduce illegal migration to the United States‖. This underlying premise was further developed in response to the funding crisis affecting USAID programs in the Northern Triangle. In its contingency strategy, Nexos Locales describes a technical approach that focuses on municipal self-reliance for reduced migration. This journey to self-reliance is supported by the implementation of strengthened transparency and public financial accountability mechanisms capable of increasing own source revenue generation for the improved allocation of resources in support of quality public service delivery, expanded local economic opportunity, improved food security and nutrition, of which benefit historically marginalized groups, resulting in enhanced quality of life conditions and reduced migration. This new strategy reflects a pivot in Nexos Locales’ approach—within the confines of its contract—that enhances technical assistance delivery to better meet the Agency’s priorities in the region, specifically, in the Western Highlands of Guatemala, and that are now more strongly aligned with the two aforementioned pillars.
Below are specific examples updated from Quarter 21 of how Nexos Locales directly contributes to the pillars of Improving Governance / Institutions Strengthening and Promoting Prosperity / Creating Economic Opportunities and
IMPROVED GOVERNANCE / INSTITUTIONS STRENGTHENING
Nexos Locales provided technical assistance support to the Municipal Administrative Financial Directorates (DAFIM) to improve the management and implementation of their financial systems, which include: 1) Use of a Smartphone Application for Water Meter Readings; 2) Strengthening the technical capacity of the Committee of Municipal Programming of Budget Execution and Finance (COPEP); 3) Updating Servicios GL databases which will be used to develop GIS mapping for revenue collection strategies; and 4) Developing Administrative Manuals to improve internal controls. By strengthening the DAFIMs’ capacity to generate and manage own source revenue, municipalities are better suited to make improved budget allocations in support of quality services provision and expanded economic opportunities.
Nexos Locales works to increase municipal capacity for the effective delivery of water services. This quarter, the OMAS in 43 project municipalities received technical assistance to develop
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administrative tools that improve their performance against the DEMIN 22indicators. These tools instruct employees on key functions on how to manage service provision. As a result, seven municipalities23 developed a total of 16 new administrative tools that improve OMAS performance against DEMIN indicators. These include a Water Communications Plan, Spring Protection Plan, Water Quality Monitoring, and Water Meter Update Plan.
PROMOTING PROSPERITY / CREATING ECONOMIC OPPORTUNITIES
Nexos Locales contributes to improving local economic conditions through the implementation of project-developed Local Economic Development (LED) municipal plans. The LED plans identify potential activities to stimulate local economic opportunities in all 43 project municipalities. In Q21, as a part of the implementation of the LED plans, three municipalities24 allocated a total of Q204, 975.00 (US$26,970.40) in municipal funds to implement agricultural production activities targeting small-scale producers.
During the reporting period, Nexos Locales worked with the Municipal Youth Offices to develop their Annual Operative Plans (POAs) and project proposals for the next fiscal year25. Nexos Locales strengthened the coordination between the OMJ and youth networks to address the needs of youth more effectively. As a result, both entities (OMJs and youth networks) have developed joint project proposals focusing on youth-prioritized activities. A key example occurred in the municipality of Concepción Tutuapa, located in San Marcos, where the municipal government allocated Q 25,000. 00 (US$3,289.47.00) to finance a youth-centered project. Through the OMJ, the municipality will donate 1,072 broiler chickens to a total of 134 youth from five different communities. This municipal project aims to support poultry keeping as a means of increasing employment and income generation for youth.
22 The DEMIN is a municipal performance dashboard that stands for, in English, ―Integrated Municipal Evaluation Dashboard‖. The DEMIN is a project-developed tool that tracks performance categories in key institutions strengthening areas, of which enable Nexos Locales to provide cos-effective, personalized technical assistance delivery to nine different municipal offices in all 43 project municipalities. 23Huehuetenango: 1) San Sebastián Coatán; 2) San Miguel Acatán; 3) San Sebastián Huehuetenango; Quiché: 4) Zacualpa; San Marcos: 5) San Pablo; 6) San Miguel Ixtahuacán; 7) San José el Rodeo.
24 Huehuetenango: 1) Barillas; Quiché: 2) Santa María Nebaj; and San Marcos: 3) Sibinal.
25 Fiscal year for the Government of Guatemala. This runs from January to December.
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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 44 municipalities under project coverage, reaching all 340 municipalities in the Republic of Guatemala. In addition, the project has collaborated with the USAID-funded Urban Municipal Governance Project (UMG) to assess the possibility to replicate the project-developed Municipal Transparency Smartphone Application in at least two municipalities under UMG’s coverage.
During the quarter, the following high-level results were achieved:
1) Own Source Revenue Generation: In Year 5, 27 municipalities (63% of project municipalities)26 increased their own source revenue generation over Year 4 by an average of 16%. Overall, all 43 municipalities raised a total of Q 4, 323,232.41 (USD 568,846.36) over Y4’s performance. This improvement has been a result of vigorous technical assistance provided by the project in increasing municipal capacity to leverage the use of GIS software to develop revenue collection strategies, updating municipal taxpayer databases, strengthening the institutional capacity of the Municipal Financial Administration Directorates, and sensitizing citizen responsibilities to pay municipal service fees for improved public services provision.
2) Increasing Access to Public Information: In its 2019 mid-year report on municipal compliance with the Public Access to Information Law, the National Secretariat of Public Access to Information (SECAI) ranked the municipalities of Chiantla and Chichicastenango #1 in public access to information compliance at the departmental level in Huehuetenango and Quiché, respectively. The report also showed 13 other project municipalities27 ranked in the top ten at the departmental level. These positive results showcase how public information units are leveraging project inputs to increase public accountability and transparency from local governments. The experience of the municipality of Chichicastenango has made them into a role model for neighboring municipalities, sharing the technical assistance they’ve received from the project, which multiply USAID’s investments.
26 Huehuetenango: 1) Barillas; 2) Chiantla; 3) Concepción Huista; 4) Cuilco; 5)La Democracia; 6) La Libertad; 7) San Antonio Huista; 8) San Sebastián Huehuetenango; 9)Todos Santos Cuchumatán; 10) Malacatancito; 11) San Pedro Necta; 12) San Miguel Acatán; 13) San Sebastián Coatán; Quiché: 14)Chichicastenango; 15) Chajul; 16) Nebaj; 17) Sacapulas; 18) San Andrés Sajcabajá; 19) Santa Cruz del Quiché; 20) San Bartolomé Jocotenango; Quetzaltenango: 21) Concepción Chiquirichapa; San Marcos: 22) San José el Rodeo; 23) San Pablo; 24) San Rafael Pie de La Cuesta; 25) Sibinal; 26) San Marcos; and 27) Tacaná. 27 Huehuetenango: 1) Cuilco; 2) Huehuetenango; 3) Jacaltenango; 4) La Libertad; 5) San Antonio Huista; 6) San Ildefonso Ixtahuacán; 7) San Juan Atitán; Quiche: 8) Cunen; 9) Sacapulas; San Marcos: 10) Nuevo Progreso; 11) San José el Rodeo; 12) Sibinal; and 13) Tacana.
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3) Water Infrastructure Investments: Nexos Locales works to strengthen municipal capacity to increase access to potable water by addressing key factors such as ensuring standardized water monitoring and chlorination testing, developing clear systems and procedures for water resource management, establishing and strengthening the Municipal Water and Sanitation Offices (OMAS), and training OMAS employees on key functions for the effective delivery of quality water service provision. As a result, in Q21, four municipalities28 invested a total of Q 995,350.00 (US$130,967.10)—guided by the project developed Strategic Water Investment Plans—to upgrade or develop water systems in the municipal urban center; these actions will benefit an estimated 180,276 people. Overall in Y5, eight municipal governments29 allocated a total of Q 1,971,397.60 (USD 259,394.42) to develop and update water systems in the urban centers. These actions have benefited an estimated 247,448 people.
4) Improved Water Quality: During this quarter, Nexos Locales completed its second round of annual water quality monitoring tests in 41 municipalities30. These tests are completed twice annually to inform the DEMIN performance dashboards; in addition, the water quality tests demonstrate whether municipalities are meeting Ministry of Health safety standards for water quality and use of chlorination. The results are as follows:
o 31 municipalities31 (which represent 75% the tested municipalities) passed the tests, complying with safe water quality standards.
These results demonstrate the project inputs more than tripled, over baseline, the number of municipalities (from 7 municipalities to 31) providing safe drinking water to citizens.
5) Local Economic Development Investments: The project is supporting the implementation of key local economic development actions in prioritized municipalities to improve conditions that lead to increased income- or employment-generating activities. This quarter, three municipalities32 successfully implemented actions from their Local Economic Development plan; municipal governments allocated a total of Q 204,975.00 (US$26,970.40). These LED activities included designating 9.5 hectares of land to small-scale coffee producers, the provision of broiler chickens and fruit trees to families in fourteen communities as a means of increasing household income, and promoting touristic destinations.
6) Career Municipal Service Bill: During the quarter, the Municipal Affairs Commission of the Guatemalan National Congress signed a favorable decision—known in Spanish as the Dictámen
29 Huehuetenango: 1) Malacatancito; 2) La Libertad; Quiché: 3) Nebaj; 4) Chajul; 5) Cotzal; San Marcos: 6) Tajumulco; 7) San Marcos; and Totonicapán: 8) Totonicapán. 30 Excluding: Malacatancito, Huehuetenango from the group of 42 municipalities receiving project technical support in water quality and service provision. Malacatancito is excluded from the quality monitoring tests performed twice a year by the project due to high levels of fluoride contamination in their water supply. Nexos Locales provides specialized assistance in Malacatancito regarding water quality monitoring. See further details under Sub-activity 3.2.1. 31 Huehuetenango: 1) Cuilco; 2) San Ildefonso Ixtahuacán; 3) San Sebastián Huehuetenango; 4) Huehuetenango; 5) La Democracia; 6) La Libertad; 7) San Pedro Necta; 8) San Antonio Huista; 9) Jacaltenango; 10) Concepción Huista; 11) San Miguel Acatán; 12) Chiantla; 13) Barillas; 14) San Sebastián Coatán; Totonicapán: 15) Totonicapán; Quetzaltenango: 16) Concepción Chiquirichapa; San Marcos: 17) San Rafael Pie de la Cuesta; 18) San Pablo; 19) Tacaná; 20) Concepción Tutuapa; 21) San Miguel Ixtahuacán; 22) San Marcos; Quiché: 23) Santa Cruz del Quiché; 24) Chichicastenango; 25) Zacualpa; 26) San Andrés Sajcabajá; 27) Sacapulas; 28) Santa María Nebaj; 29) Cunén; 30) San Juan Cotzal; and 31) San Bartolomé Jocotenango. 32 Huehuetenango: 1) Barillas; Quiché: 2) Santa María Nebaj; and San Marcos: 3) Sibinal.
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Favorable—of the Career Municipal Service Bill (#5478). This action signals support for the bill to enter its first debate in the general assembly of the Guatemalan Congress. The bill was drafted by the National Association of Municipalities (ANAM), which establishes new and enforceable procedures in municipal human resource management and protections against political patronage, a practice that often leads to low public accountability hindering the capacities of municipal administrations to deliver effective, efficient, and transparent public services. Upon its passage, the Career Municipal Service Law will be enacted in 340 municipalities, directly benefiting an estimated 12,240 municipal employees.
7) Strengthened Municipal Management: ANAM completed the production of 50 online training videos for municipal management. This online training material will serve as a mechanism to modernize capacity building in municipalities by making available, at an employee’s convenience, training material in prioritized municipal management areas for improved job functions and technical knowledge. The online video catalog will be available via ANAM’s YouTube channel with links provided from their website and social media pages. The videos are scheduled to be officially launched next quarter and available for public download via ANAM’s YouTube page.
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III. SUMMARY OF KEY ACHIEVEMENTS
This section provides a summary of the key achievements made in Quarter 21. 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 21:
Nine municipalities33 began using the QuantumGIS software to generate payment arrears maps for water service users. The GIS technology enables municipalities to identify and visually map user delinquency accounts so that municipalities can develop an efficient debt collection strategy that results in increased municipal revenue generation. (Sub-Activity Y5 1.1.1). Twenty-seven (63%) of project municipalities34 show an increase in own source revenue generation over Year 4 by an average of 16%; overall all 43 municipalities raised a total of Q4,323,232.41 (US$568, 846.36) over Y4’s performance. (Sub-Activity Y5 1.2.1). In two municipalities35 the Public Information Units developed and approved a Regulation of Fees to establish transparent pricing schedules for photocopies and printed materials requested by the public. This regulation also serves as a strategy for revenue generation. (Sub-Activity Y5 1.2.3.). The municipal government in Concepción Tutuapa, San Marcos allocated Q25,000.00 (US$3,289.47.00) to finance a poultry keeping project that will benefit 134 youth. This project is a result of the strategic collaboration between the Municipal Youth office and the youth network to advocate for increased municipal investment in youth-prioritized projects (Sub-activity Y5 2.6.1). Three women’s networks36 and two youth networks37 were accredited in the COMUDE with full voting participation (Sub-activity Y5 2.3.2 and Sub-activity Y5 2.6.2). Through 43 advocacy campaigns the project strengthened 173 civil society organizations in planning, executing and monitoring advocacy actions according to the WOLA methodology (Sub-activity Y5 2.3.1). Four municipalities38invested a total of Q995, 350.00 (US$130,967.10) of municipal funds to improve the infrastructure of their urban water system to improve water service provision to a
33 Huehuetenango: 1) Huehuetenango; 2) Cuilco Quiche: 3) Chichicastenango; 4) Nebaj; 5) Sacapulas; 6) Uspantán; Quetzaltenango: 7) Concepción Chiquirichapa; San Marcos: 8) San Rafael Pie de la Cuesta; and 9) Nuevo Progreso. 34 Huehuetenango: 1) Barillas; 2) Chiantla; 3) Concepción Huista; 4) Cuilco; 5)La Democracia; 6) La Libertad; 7) San Antonio Huista; 8) San Sebastián Huehuetenango; 9)Todos Santos Cuchumatán; 10) Malacatancito; 11) San Pedro Necta; 12) San Miguel Acatán; 13) San Sebastián Coatán; Quiché: 14)Chichicastenango; 15) Chajul; 16) Nebaj; 17) Sacapulas; 18) San Andrés Sajcabajá; 19) Santa Cruz del Quiché; 20) San Bartolomé Jocotenango; Quetzaltenango: 21) Concepción Chiquirichapa; San Marcos: 22) San José el Rodeo; 23) San Pablo; 24) San Rafael Pie de La Cuesta; 25) Sibinal; 26) San Marcos; and 27) Tacaná. 35 Quiche: 1)Chichicastenango; San Marcos: 2) San Miguel Ixtahuacán 36 Quiché: 1) San Andrés Sajcabajá; 2) San Bartolomé Jocotenango; and Totonicapán: 3) Totonicapán. 37 Huehuetenango: 1) San Pedro Necta; and 2) San Miguel Acatán.
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total of 180,276 people. Through improved water system infrastructure municipalities are increasing the access to quality water supply for citizens which minimizes the risk of waterborne diseases and enhances physiological processes for the effective absorption of nutrients, thus helping reduce malnutrition rates (Sub-activity Y5 3.2.2). The municipality of Totonicapán, located in the department of Totonicapán, developed a water public policy as a means of institutionalizing strategic actions from the project-developed Water Strategic Investment Plan and OMAS-related plans (Sub-activity Y5 3.2.1). Seven municipalities39 developed 16 new tools to improve OMAS performance against DEMIN indicators. These include: Water Communications Plan, Spring Protection Plan, Water Quality Monitoring Plan, and Water Meter Update Plans. Municipalities are integrating these programming tools into the OMAS’ Annual Operative Plans to ensure the continued implementation of delineated actions in these plans (Sub-activity Y5 3.2.2). The municipality of Concepción Tutuapa established the Municipal Office for Economic Development (OMDEL). The OMDEL will coordinate with the COFETARN to implement key LED actions from the project-developed local economic development plan (Sub-activity Y5 4.3.1). Three municipalities40 successfully implemented actions from their Local Economic Development plan, funding a total of Q204,975.00 (US$26,970.40) in activities focused on income- or employment-generating activities (Sub-activity Y5 4.3.1). Three municipalities41 developed and approved their environmental policies as a result of the implementation of their Climate Change Adaptation Plans. These policies permit the sustainability of strategic actions from the CCA Plans and project interventions to promote climate change resiliency at the municipal level (Sub-activity Y5 5.3.1). Two municipalities42 worked to improve their municipal solid waste management service allocating a budget of Q73,601.00 (US$9,684.34) (Sub-activity Y5 5.3.1). ANAM completed the elaboration of 50 online training videos for municipal management, which serve to modernize capacity strengthening in municipalities by making available, at an employee’s convenience, training material for improved job functions and expanded technical knowledge (Sub-activity Y5 6.1.1). The Municipal Affairs Commission of the Guatemalan National Congress signed a favorable decision (Dictámen favorable) of the Career Municipal Service Bill. Upon its passage, the Career Municipal Service Law will be enacted in 340 municipalities, directly benefiting an estimated 12,240 municipal employees (Sub-activity Y5 6.1.4). Nexos Locales submitted the English version of its Cultural Pertinence Strategy to USAID. This strategy document strengthens internal processes so that program and administration project activities are more culturally sensitive, pertinent, accessible, and inclusive to indigenous peoples in Guatemala. During the quarter, the committee reviewed and approved the character designs in the ANAM online training videos as well as recommended the translation of the transparency
38 Huehuetenango: 1)Malacatancito; 2) La Libertad; Quiché: 3) Chajul; Totonicapán: 4) Totonicapán. 39 Huehuetenango: 1) San Sebastián Coatán; 2) San Miguel Acatán; 3) San Sebastián Huehuetenango; Quiché: 4) Zacualpa; San Marcos: 5) San Pablo; 6) San Miguel Ixtahuacán; 7) San José el Rodeo. 40 Huehuetenango: 1) Barillas; Quiché: 2) Santa María Nebaj; and San Marcos: 3) Sibinal. 41 Huehuetenango: 1) San Juan Atitán; San Marcos: 2) Sibinal; and 3) Tacaná. 42 Huehuetenango: 1) Barillas; and Quiché: 2) Santa Cruz del Quiché.
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app video for Sacapulas into the locally spoken Maya languages of Sacapulteko and K’iche’. This translation will be completed next quarter using youth actors from Sacapulas.
SUMMARY OF EARLIER Y5 ACHIEVEMENTS
Six municipalities43 are utilizing 21st century communications technology to bill for water services. Through the use of a smartphone application, municipal water administrators are able digitally enter water meter usage, and, through a mobile printer, invoice households on-the- spot, resulting in more efficient water service billing and increased citizen confidence in service delivery (Sub-Activity Y5 1.2.1). The project developed and installed a digital calendar tool for use by the Municipal Public Information Units (UIPs) in all 43 municipalities under project coverage. The digital calendar systematizes the UIPs functions providing over 75 notifications with reminders of key reporting deadlines from 2019 through 2022. The tool contains detailed guides on how to correctly complete reporting requirements, while also providing easy-to-use links for downloading official reporting templates. The Human Rights Ombudsman Office (PDH) gave its favorable endorsement to the UIP calendar while ANAM uploaded the calendar into their municipal toolbox so that all 340 municipalities across the country can easily install the tool on their computers. (Sub-Activity Y5 1.2.3.). In San Marcos, San Marcos, a working group comprised of civil society, private sector representatives, local authorities and the Municipal Water and Sanitation Company, developed and soft launched a Citizen Charter on water service provision. The charter is a social accountability tool establishing written agreements between citizens and the municipality, as the service provider, on quality standards and the joint responsibilities of each party in municipal service provision. (Sub-Activity Y5 2.4.1.) Nexos Locales financed the participation of 14 municipal authorities from six municipalities44 in the Second National Congress of OMAS. The conference provided OMAS coordinators the opportunity to share best practices on water quality standards, infrastructure, and municipal water management. The mayor of San Miguel Ixtahuacán, San Marcos was a keynote speaker who highlighted how improving municipal water management improves service provision for citizens (Sub-Activity Y5 3.2.1.). Five45 Municipal Water and Sanitation Offices (OMAS) were established and five46 OMAS- equivalent offices were institutionalized. In total 41 project municipalities47 have established OMAS (or equivalent offices) (Sub-activity Y5 3.2.1). Four municipalities48 invested in improving the infrastructure of their urban water system, improving water service provision to a total of 67,172 people. Municipal investments in water system infrastructure improve the access to safe drinking water to families which in turn
43 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiche: 3) Sacapulas; 4) Chichicastenango; 5) Santa Cruz del Quiche; and San Marcos: 6) San Rafael Pie de la Cuesta. 44 Huehuetenango: 1) San Miguel Acatan; 2) Todos Santos Cuchumatán; 3) La Libertad; San Marcos: 4) Concepción Tutuapa; Quiche: 5) San Juan Cotzal; and Totonicapán: 6) Totonicapán. 45 Huehuetenango: 1) San Miguel Acatan; 2) San Sebastián Huehuetenango; 3) Todos Santos Cuchumatán; 4) San Pedro Necta; and 5) San Sebastián Coatán. 46 Huehuetenango: 1) Huehuetenango; 2) Chiantla. San Marcos: 3) Concepción Tutuapa; 4) Comitancillo; and 5) Tacaná. 47 The municipalities of San Juan Atitán and San Ildefonso Ixtahuacán, both located in the department of Huehuetenango have yet to establish OMAS. 48 Quiche: 1) San Juan Cotzal; 2) Nebaj; San Marcos: 3) Tajumulco; and 4) San Marcos.
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reduces the risk of waterborne diseases and positively affects the assimilation of nutrients, leading to improved food security and nutrition. (Sub-activity Y5 3.2.1). Guided by the DMM strategies, women-centered projects (with a value of US$876,314.00) were approved this quarter in 17 municipalities49 through 24 SNIP codes (National Public Investment System), which ensures projects will receive municipal funding in 2019 (Sub-Activity Y5 4.1.1.). On May 13, 2019, Nexos Locales signed a memorandum of understanding with Helvetas, Swiss Intercooperation through the Prodert Ixoquib’ project. Currently, eleven municipalities50 in five departments receive support from both projects. The agreement aligns actions to increase impact in local economic development. The Prodert Ixoquib’ project will, based on identified economic development activities in the Nexos Locales-developed LED plans, finance project initiatives for small-scale producers. With municipal governments and communities acting as counterparts within Helvetas’ financial investment approach (Sub-activity Y5 4.3.2). In Q19, the project developed and installed a DMM calendar (named as DMM Pro) in 43 municipalities to increase programming efficiency and guide DMM directors to break down larger POA actions into smaller, more detailed steps. (Sub-Activity Y5 4.1.1.) All 15 Local Economic Development/Climate Change Adaptation diagnostics and plans (as a segment of SEGEPLAN’s PDM-POT plans) were completed. These plans outline specific actions and investments required by the municipality to increase economic opportunities and climate change resiliency. These documents were developed as part of the PDM-POT process in support of SEGEPLAN’s strategy to align municipal planning with the country’s National Development Plan and the Sustainable Development Goals for 2030 as a means of delineating strategic development priorities which can be translated into cost-effective local interventions. (Sub-Activity Y5 4.3.1.) The SAN Situation Room tool, which is a cost-effective method designed to direct the implementation of municipal food security rooms to increase food security and nutrition monitoring at the municipal level, was completed with support from Nexos Locales. SESAN developed a complementary guide outlining four key phases for implementation. SESAN is using the tool and guide in all 340 municipalities in Guatemala. (Sub-Activity Y5 4.2.1.) Throughout the year, the 43 project municipalities’ COFETARNs received technical support in the organization of reforestation actions from their Municipal Climate Change Adaptation Plans51. In Q20, 19 municipalities52 successfully completed reforestation actions planting 230,840 trees on 169.2 hectares (an area three times as large as the National Mall in Washington, DC) to reduce the adverse impacts of climate change (Sub-Activity Y5 5.3.1.).
49 Quiche: 1) San Juan Cotzal; 2) Cunen; 3) Chajul; 4) Nebaj; 5) San Bartolomé Jocotenango; 6) Zacualpa; 7) Sacapulas; 8) San Andrés Sajcabajá; 9) Santa Cruz del Quiche; Huehuetenango: 10) Barillas; 11) Todos Santos Cuchumatán; 12) Concepción Huista. San Marcos: 13) San Marcos; 14) Sibinal; 15) Comitancillo; 16) San Lorenzo; and Quetzaltenango: 17) Concepción Chiquirichapa. 50 Huehuetenango: 1) San Miguel Acatan; 2) Todos Santos Cuchumatán; 3) Chiantla; Quiche: 4) Cunen; 5) Sacapulas; 6) Uspantán; Totonicapán: 7) Totonicapán; San Marcos: 8) San Miguel Ixtahuacán; 9) Tacana; 10) Concepción Tutuapa; and Quetzaltenango: 11) Concepción Chiquirichapa. 51 The Municipal Climate Change Adaptation Plans are the same mentioned in Q18. All municipalities are working to complete actions and the project will report actions as they are completed.
52 Huehuetenango: 1) Chiantla; 2) Concepción Huista; 3) San Sebastián Coatán; 4) La Libertad; 5) Huehuetenango; 6) Cuilco; 7) San Sebastián Huehuetenango; 8) Jacaltenango; 9) San Pedro Necta; 10) Todos Santos Cuchumatán; Quiche: 11) Santa Cruz del Quiche; 12) Chichicastenango; 13) San Bartolomé Jocotenango; 14) San Andrés Sajcabajá; 15) Zacualpa; San Marcos: 16) Tacana; 17) Sibinal; 18) San Marcos; and 19) Comitancillo.
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In Y5, project grantee AGAAI, worked to strengthen 17 Indigenous Advisory Councils53, of these four Indigenous Advisory Councils (CAIs)54 have been accredited with voice and vote in the COMUDE (Sub-Activity Y5 6.1.6.). Nexos Locales established 29 Municipal Human Resources Offices (OMRRHH) and strengthened 12 already existing OMRRHHs, for a total of 41 OMRRHHs55 that received project technical assistance. The establishment and strengthening of these offices is complementary to the project’s strategy for strengthened municipal management and administrative capacities. A fully functioning OMRRHH is essential to the successful implementation of the Career Service Law (once passed) and in promoting the utilization of the online training material developed by ANAM as a key tool for public servants’ capacity building (Sub-Activity Y5 6.1.5.). Updates were completed to the ANAM online municipal toolbox which contains 24 Nexos Locales-developed tools. These tools are publicly accessible to all 340 municipalities in Guatemala (Sub-Activity Y5 6.1.3).
53 Huehuetenango: 1) Concepción Huista; 2) San Sebastián Huehuetenango; 3) San Juan Atitán; 4) Santa Bárbara; 5) San Juan Ixcoy; Quiché: 6) Sacapulas; 7) Zacualpa; 8) Santa María Nebaj; 9) San Juan Cotzal; 10) San Andrés Sajcabajá; 11) Chajul; 12) San Pedro Jocopilas; Totonicapán: 13) Santa Lucía la Reforma; Quetzaltenango: 14) Concepción Chiquirichapa; 15) Olintepeque; San Marcos: 16) San Miguel Ixtahuacán; and 17) Tacaná. 54 Huehuetenango: 1) Concepción Huista; Quiche: 2) San Gaspar Chajul; 3) Sacapulas; and 4) San Pedro Jocopilas. 55 The municipalities of Sibinal, San Marcos and Chajul, Quiché have yet to establish their OMRRHH. In the municipality of Sibinal, the office has been legally constituted through a municipal agreement; however, municipal authorities have not designated a physical space and staff to begin operations. In the municipality of Chajul, the negotiations for the creation of the office were halted due to the electoral process. The project expects to provide a positive update about these two OMRRHHs in the upcoming months.
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IV. OBSTACLES FACED BEST PRACTICES AND LESSONS LEARNED
UPDATES FROM OBSTACLES FACED IN YEAR 4
Nexos Locales is pleased to report that all of the obstacles reported in Year 4 have been overcome. UPDATES FROM OBSTACLES FACED IN PREVIOUS QUARTERS OF YEAR 5
USAID Northern Triangle Financial Crisis- Derived from a surge in illegal migration from the Northern Triangle countries of Guatemala, Honduras and El Salvador, on July 3, 2019, USAID-funded programs in Guatemala were advised that FY2017 and FY2018 funds would not be made available. This scenario created uncertainty around project programming for the FY2020 fiscal year. Nexos Locales was requested to submit a contingency plan by June 21, 2019 reflecting possible scenarios on how the project would manage program activities with limited funding.
Outcome: The project responded to this request by developing scenarios for pivoting project implementation to address the root causes of illegal migration to the United States through the pillars of i) Improved Governance/Institutions Strengthening and ii) Promoting Prosperity/ Creating Economic Opportunity. The contingency strategy was officially approved on September 4, 2019 under the Year 6 Work Plan. Incremental funding was later received via Modifications #16 & #17 to the Nexos Locales contract.
General Elections- On June 16, 2019, Guatemala held its general elections. In the project’s 44 municipalities there was an 86% turnover of mayors. This presented unique challenges for managing the 6-month transitional period between June 2019 and January 2020, when new mayors are scheduled to be sworn-in.
Outcome: In an effort to ensure sustainability of project investments during the transitional period, Nexos Locales has created an online library of project developed tools and manuals which can be accessed through the project website or via ANAM’s municipal toolbox (Caja de Herramientas para la Gestión Municipal). The launch of 50 online training videos by ANAM in October 2019 will provide a cost-effective means for managing the municipal transition, allowing new administrators to receive on- the-job training and expand their technical knowledge in prioritized municipal management areas.
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San Pablo, San Marcos- In Q20, Nexos Locales reported an obstacle faced derived from a conflict between the electrical company, ENERGUATE, and the municipality of San Pablo, San Marcos. ENERGUATE cut off electricity to the entire municipality due to widespread lack of payment by users of ENERGUATE and a rise in illegal connections in the municipality. The municipality experienced two weeks without electricity, leading to tensions in the area and a project concern that social conflict would be imminent.
Outcome: ENERGUATE key personnel and municipal officials convened a negotiation session in which both parties signed an agreement. The municipality committed to implement actions to restrain illegal connections and make all pending payments to ENERGUATE, while the electricity company agreed to restore the service to the municipal building. Although this energy cut presented complications to Nexos Locales staff in delivering technical assistance to the municipality, project technicians adjusted their TA schedules and methodology during the two-week outage until the service was restored.
Water-Related Social Conflicts – Throughout Q19, the project reported on four56 water-related conflicts in the municipalities which on several occasions resulted in the blocking of main roadways and closure of the municipal buildings. The majority of these social conflicts were associated with citizen demands about landownership rights to water sources, and protests over vested interests in municipal water infrastructure projects.
Outcome: Nexos Locales monitored closely these social conflicts, as they had the potential to negatively impact the implementation of project activities. By the beginning of Q21, three of these conflicts were resolved through negotiation between the municipality and communities. Nexos Locales will continue to monitor closely the conflict in Chiantla and its possible implications on project activities. OBSTACLES FACED IN THE 21st QUARTER
Election Results Limit Productivity – Following the June elections, the project experienced a lull in municipal employee productivity. The greatest challenges were felt in conducting COMUDE meetings and disseminating the radio messages to encourage citizens to pay for municipal fees. In general, municipal employees displayed low morale in the face of potential job loss resulting from the elections. To mitigate this, project staff continued emphasizing the importance of the DEMINs, particularly in the performance areas of legal registration and administrative capacity, as these two areas are crucial for sustaining project investments.
Engaging with Elected Administrations – Following the election results, USAID instructed implementing partners to refrain from engaging in the transition process with newly elected officials, until further guidance was provided. In compliance with this request, Nexos Locales instructed all project staff to abstain from participating in meetings with elected officials and paused approved activities planned under the transition strategy, as outlined in the Y5WP. As of the publication date of this report, Nexos Locales has received verbal instructions by USAID to engage with newly elected municipal officials.
56 In the municipalities of Cunén, Uspantán and San Bartolomé Jocotenango, Quiché; and Chiantla in Huehuetenango.
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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 are brief descriptions of identified best practices and lessons learned in Year 5.
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.
Digital Calendars and Annual Planners: In Year 5, Nexos Locales developed and disseminated innovative digital calendars for the municipal financial directorates (DAFIMs) and the public information units (UIPs). These innovative tools provide the DAFIM and UIP staff with formats and notifications of required reports that are due to various government institutions throughout the Government of Guatemala’s fiscal year (Jan-Dec). Through ANAM’s continued support, the DAFIM calendar has been installed in 160 (47%) of municipalities across the country. This tool is vital to streamline the work of the DAFIM while ensuring compliance with national law requirements. The UIP’s digital calendar has been made available to all 340 municipalities across the country through the project’s website, and ANAM’s municipal toolbox.
For the DMMs, the project developed an annual planning tool for DMMs to align their daily, weekly, and monthly activities with their Annual Operative Plans (POA). This tool was installed in all 43 DMMs under project coverage and serves to guide DMM directors to break down larger POA actions into smaller, more detailed steps. This tool was also uploaded to the project’s website and the municipal toolbox.
Transparency App Replication: Early in Q18, Nexos Locales reported on the replication and official launch of two transparency applications in the municipalities of Sacapulas, Quiché and San Rafael Pie de la Cuesta, San Marcos. With the use of this 21st century communications technology, municipalities are demonstrating a commitment to proactive public disclosure of its municipal finances, thereby increasing transparency measures, and enabling citizen participation through the submission of service provision requests using the application, as well as learning how to use the digital tool for social auditing. This quarter, the project coordinated with the USAID-funded UMG project to assess the possibility to replicate the transparency application after UMG expressed interest in pursuing the replication of this application in two UMG municipalities57. Nexos Locales will follow-up on the app replication, mentoring UMG through every step of the process if the replication is consolidated.
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.
57 Chimaltenango and Puerto Barrios
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Electoral Year Implementation: In its Year 5 programming, Nexos Locales anticipated a period of significant difficulty in project implementation as a result of the electoral process, especially during peak periods of the political campaigns and following the election results. What the project couldn’t and didn’t foresee were the legal complications resulting from an opaque process of candidate inscriptions. This created uncertainty for mayoral candidates, adding to the complexity of their campaigns and reducing their availability for project cooperation. To circumvent this, Nexos Locales focused the heavier part of program implementation between October 2018 and March 2019, knowing that the campaigns and election results would slow down technical implementation. To increase the project’s chances for a successful transition with new mayors, Nexos Locales invested heavily in advancing municipal entities toward their DEMIN performance indicators, with particular emphasis placed on legally registering municipal entities so new mayors would continue to fund their actions in support of key objectives of the Nexos Locales contract.
Regional and National Level Coordination: Through close collaboration with regional and national level partners like the Presidential Secretariat of Women (SEPREM), the Municipal Administrative Assistance Financial Directorate (DAAFIM), the Presidential Planning Secretariat (SEGEPLAN) and other relevant Guatemalan government institutions, project activities are able to achieve greater impact and sustainability by closely aligning activities with Government of Guatemala ordinances, regulations and processes of municipal and national level management.
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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 1 calls for activities that strengthen municipal capacity in public financial management (PFM), governance and transparency, and that improve the mancomunidades’ ability to implement regional strategies on behalf of their member municipalities. Activities at the municipal level are coordinated with national level counterparts, such as the Ministry of Finance (MINFIN), the General Planning Secretariat (SEGEPLAN) and the Guatemalan Human Rights Ombudsman Office (Procuraduría de los Derechos Humanos, PDH). To build sustainability, Nexos Locales encourages collaboration between municipalities to share best practices and lessons-learned, and builds citizen awareness of national transparency and budget laws to access information on municipal finances and public accountability.
In Year 1, the project completed assessments—also referred to as diagnostics—of PFM and Municipal Development Council (COMUDE) functioning to develop technical assistance plans that meet 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 (UAIP). 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-led approach strengthened the financial directorates’ abilities to manage municipal resources to increase own source revenue generation. Public access to information units, have expanded their capacity to implement the Public Access to Information Law (LAIP) and respond to information requests from the general public in a timely manner.
KEY ACHIEVEMENTS IN THE 21st QUARTER Nine municipalities58 began using the QuantumGIS software to generate payment arrears maps for water service users. The GIS technology enables municipalities to identify and visually map user delinquency accounts so that municipalities can develop an efficient debt collection strategy that results in increased municipal revenue generation. (Sub-Activity Y5 1.1.1).
58 Huehuetenango: 1) Huehuetenango; 2) Cuilco Quiche: 3) Chichicastenango; 4) Nebaj; 5) Sacapulas; 6) Uspantán; Quetzaltenango: 7) Concepción Chiquirichapa; San Marcos: 8) San Rafael Pie de la Cuesta; and 9) Nuevo Progreso.
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Twenty-seven (63%) project municipalities59 showed an increase in own source revenue generation over Year 4 by an average of 16%; overall all 43 municipalities raised a total of Q 4,323,232.41 (USD 568, 846.36) over Y4’s performance. (Sub-Activity Y5 1.2.1). In two municipalities60 the Public Information Units developed and approved a Regulation of Fees to establish a transparent pricing schedule for photocopies and printed materials requested by the public. This regulation also serves as a strategy for revenue generation. (Sub-Activity Y5 1.2.3.).
EARLIER YEAR 5 ACHIEVEMENTS Six municipalities61 are utilizing 21st century communications technology to bill for water services. Through the use of a smartphone application municipal water administrators are able to digitally enter water meter usage, and by using a mobile printer, leave printed invoices on the steps of each household, resulting in more efficient water service billing and increased citizen confidence in service delivery (Sub-Activity Y5 1.2.1). The project developed and installed a digital calendar tool for use by the Municipal Public Information Units (UIPs) in all 43 municipalities under project coverage. The digital calendar systematizes the UIPs functions providing over 75 notifications with reminders of key reporting deadlines from 2019 through 2022. The tool contains detailed guides on how to correctly complete reporting requirements, while also providing easy-to-use links for downloading official reporting templates. The Human Rights Ombudsman Office (PDH) gave its favorable endorsement to the UIP calendar, enabling ANAM to upload the calendar into their municipal toolbox so that all 340 municipalities across the country can easily download and install the tool on their computers. (Sub-Activity Y5 1.2.3.).
ACTIVITIES/WORK PROGRESS Below are brief descriptions of specific activities implemented during the twenty-first 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 Y5 1.1.1. GIS Support: Since 2017, Nexos Locales has provided GIS support to 13 target municipalities as a mechanism to increase quality service delivery and own-source revenue generation. These municipalities were selected from the 43 under project coverage based on their competency to manage government-provided financial systems, and users’ databases. Early in 2019, the project started
59 Huehuetenango: 1) Barillas; 2) Chiantla; 3) Concepción Huista; 4) Cuilco; 5)La Democracia; 6) La Libertad; 7) San Antonio Huista; 8) San Sebastián Huehuetenango; 9)Todos Santos Cuchumatán; 10) Malacatancito; 11) San Pedro Necta; 12) San Miguel Acatán; 13) San Sebastián Coatán; Quiché: 14)Chichicastenango; 15) Chajul; 16) Nebaj; 17) Sacapulas; 18) San Andrés Sajcabajá; 19) Santa Cruz del Quiché; 20) San Bartolomé Jocotenango; Quetzaltenango: 21) Concepción Chiquirichapa; San Marcos: 22) San José el Rodeo; 23) San Pablo; 24) San Rafael Pie de La Cuesta; 25) Sibinal; 26) San Marcos; and 27) Tacaná. 60 Quiche: 1)Chichicastenango; San Marcos: 2) San Miguel Ixtahuacán 61 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiche: 3) Sacapulas; 4) Chichicastenango; 5) Santa Cruz del Quiche; and San Marcos: 6) San Rafael Pie de la Cuesta.
Page 30 of 138 instructing GIS municipalities in the generation of payment arrear maps to color-code delinquency levels from water service users. As a key pre-requisite to start generating payment arrear maps, 90% of the municipal databases of water service users had to be updated in ServiciosGL, to map water users and their payment statuses. Given the municipality of San Juan Ostuncalco, Quetzaltenango was presenting considerable limitations to manage their database of water service users in the ServiciosGL system, the project made the decision to work only in 12 municipalities. The subsequent table provides a breakdown of municipalities receiving GIS support.
Table 1- Municipalities receiving GIS support
8 5 12 municipalities63 municipalities64 receiving assistance previously selected selected by Nexos to generate 13 by the Local Locales payment arrears municipalities62 Governance Project (2017) maps. selected to (2014) receive GIS Nexos Locales procured and lent (due to anticipated San Juan Ostuncalco, The LGP project procured support uncertainty conditions Quetzaltenango, is not and granted GIS software derived from the general included due to limitations and equipment for these elections in Y5) GIS software with their data base in municipalities and equipment for these ServiciosGL municipalities
In Q21, Nexos Locales provided follow-up technical assistance to OMAS coordinators in 12 municipalities65 to generate payment arrears maps for water service users utilizing QuantumGIS (the open source of GIS software) and the project-developed GIS Manual, results are as follows:
o Three municipalities66 mapped the totality of their registered users identifying 43% of outstanding fees from a total of 2,854 registered users. o Six municipalities67 partially developed the mapping process focusing on key sectors in the municipality, identifying an estimated 39% of delinquent accounts from a total of 13,742 registered water service users.
These results were presented to members of the Municipal Administrative Councils, which in turn, were used to instruct local authorities to develop and implement debt collection strategies, especially in those
62 Quiché: 1) San Juan Cotzal; 2) Santa María Nebaj; 3) Uspantán; 4) Sacapulas; 5) Chichicastenango; Quetzaltenango: 6) Concepción Chiquirichapa; 7) San Juan Ostuncalco; San Marcos: 8) San Pablo; 9) San Rafael Pie de la Cuesta; 10) Nuevo Progreso; Huehuetenango: 11) Chiantla; 12) Cuilco; and 13) La Libertad. 63 Quiché: 1) San Juan Cotzal; 2) Santa María Nebaj; 3) Uspantán; 4) Sacapulas; 5) Chichicastenango; Quetzaltenango: 6) San Juan Ostuncalco; San Marcos: 7) San Pablo; and 8) San Rafael Pie de la Cuesta. 64 Huehuetenango: 1) Chiantla; 2) Cuilco; 3) La Libertad. Quetzaltenango: 4) Concepción Chiquirichapa; and San Marcos: 5) Nuevo Progreso. 65 Quiché: 1) San Juan Cotzal; 2) Santa María Nebaj; 3) Uspantán; 4) Sacapulas; 5) Chichicastenango; Quetzaltenango: 6) Concepción Chiquirichapa; San Marcos: 7) San Pablo; 8) San Rafael Pie de la Cuesta; 9) Nuevo Progreso; Huehuetenango: 10) Chiantla; 11) Cuilco; and 12) La Libertad. 66 Huehuetenango: 1) Cuilco; Quiché: 2) Sacapulas; San Marcos: and 3) San Rafael Pie de la Cuesta. 67 Huehuetenango: 1) Chiantla; Quiché: 2) Chichicastenango; 3) Nebaj; 4) Uspantán; Quetzaltenango: 5) Concepción Chiquirichapa; and San Marcos: 6) Nuevo Progreso.
Page 31 of 138 areas with elevated delinquency accounts. The maps give municipalities a clear visualization of how increased municipal revenue can lead to reinvestments in water service provision and infrastructure maintenance.
Activity 1.2—Deliver technical assistance that meets the specific needs of the target municipalities.
Sub-Activity Y5 1.2.1. TA to Advance Overall DAFIM Performance against the DEMIN: This quarter, technical assistance provided by the project’s PFM technicians to 43 Municipal Directorates of Finance Administration (DAFIMs) focused on four key areas to advance the DAFIMs performance against the DEMIN. These areas include: 1) Smartphone Application for Water Meter Readings; 2) Strengthening the Municipal Programming of Budget Execution and Finance Committee (COPEP); 3) Updating ServiciosGL databases; and 4) Developing Administrative Manuals.
1) Smartphone App for Water Meter Readings: In Q21, the project worked with OMAS technicians in six municipalities68 to provide follow-up assistance in the implementation of the Water Meter Readings App, particularly in developing effective routes for meter reading. In addition, Nexos Locales developed an excel-based tool to generate monthly reports of revenue generation for water service. These reports were designed to capture the percentage of increased revenue generation derived from the use of the Water Meter Readings App in the six pilot municipalities. The September report shows the following positive results69:
o The municipality of La Libertad, Huehuetenango raised Q59,840.00 (US$7,873.73) surpassing by 10% in only 9 months the water revenue collection the municipality had projected for the entire fiscal year (Jan-Dec, 2019). o In Sacapulas, Quiché, the use of the Water Meter Readings App increased more than 6 times the average monthly revenue collection for water services from Q2,200.00 (US$289.47) a month to Q13,600.00 (US$1,789.47). o In the municipality of San Rafael Pie de la Cuesta, located in San Marcos, the OMAS raised its monthly revenue collection by more than 200% a month, from Q15,200.00 (US$2,00.00) to Q 33,300.00 (US$4,381.58).
Nexos Locales will provide technical support as municipalities strive to improve public service delivery through the use of innovative 21st century technology.
2) Strengthening the Municipal Programming of Budget Execution and Finance Committees (COPEP): This quarter, as a result of project interventions, three municipalities70 established a COPEP. The existence and functionality of these committees ensures cost efficiency and increases transparency with public expenditures. COPEPs serve as a platform to monitor the use of municipal resources and prioritize budget allocations. The establishment and strengthening of these committees is crucial to advocate for the use of municipal funds in economic development and women-centered projects. To date, 18
68 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiche: 3) Sacapulas; 4) Chichicastenango; 5) Santa Cruz del Quiche; and San Marcos: 6) San Rafael Pie de la Cuesta. 69 Although the municipalities of Chiantla, Chichicastenango and Santa Cruz del Quiché demonstrate a minimal increase in revenue collection for water services, the project is providing diligent technical support to these municipalities in developing and refining routes for meter reading that result in a higher revenue generation rate. 70 Huehuetenango: 1) La Democracia; 2) Barillas; and Quiche: 3) Cotzal.
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municipalities71 have functional Budget Execution and Finance Committees. In Y6, selected municipalities to serve as permanent members of the project’s coverage area will continue to receive project technical assistance to establish and/or strengthen their COPEPs as a transparency and resource allocation mechanism in support of Nexos Locales’ revised technical approach.
3) Updating ServiciosGL Databases: Through Nexos Locales technical assistance, this quarter 14 municipalities72 updated, between 75% and 100%, of their municipal water service users and property (IUSI) taxpayer databases in ServiciosGL. Maintaining updated municipal databases is an essential step for municipalities to develop strategies in collecting municipal revenues for providing and improving upon municipal service provision. Next quarter, the project will continue to work in selected municipalities to maintain updated information about service users Photo 1: USAID Nexos Locales technician provides technical which will serve as a means of improving service assistance on the ServiciosGL database to DAFIM director in provision and increasing municipal revenue collection. Concepción Tutuapa, San Marcos
4) Developing Administrative Manuals: Last quarter, Nexos Locales developed two generic manuals for municipal management that can be adapted to each municipal context. These include: i) positions and functions manual and ii) inventory management manual. In Q21, the project socialized these manuals in all 43 municipalities, and worked with DAFIM personnel to adapt the manuals to meet their specific municipal context. The development and use of the inventory management manual during the electoral transition process will play a key role in minimizing potential inventory loss through the proper tracking and documentation of municipal inventory. Next quarter, project technicians will provide ongoing assistance as municipalities continue developing their manuals.
Own Source Revenue Generation in Y5: The project is pleased to report that 27 municipalities (63% of project municipalities)73 show an increase in own source revenue generation over Year 4 by an average of 16%. Overall, all 43 municipalities raised a total of Q4,323,232.41 (US$568, 846.36) over Y4’s performance. This improvement has been a result of vigorous technical assistance provided by project technical staff in increasing municipal capacity to leverage the use of GIS software to develop revenue collection strategies, updating municipal taxpayer databases, strengthening institutional capacity of the Municipal Financial Administration Directorates, and
71 Huehuetenango: 1) La Democracia; 2) Concepción Huista; 3) Cuilco; 4) La Libertad; 5) San Antonio Huista; 6) Barillas; 7) Huehuetenango; 8) San Juan Atitán; 9) San Pedro Necta; 10) San Miguel Acatan; 11) Malacatancito; 12) San Sebastián Huehuetenango; Quetzaltenango: 13) Concepción Chiquirichapa; Quiche: 14) Zacualpa; 15) Cotzal; San Marcos: 16) San Miguel Ixtahuacán; 17) San Pablo; 18) Sibinal. 72 Huehuetenango: 1) Cuilco; 2) La Libertad; 3) Malacatancito; 4) San Miguel Acatan; Quetzaltenango: 5) Concepción Chiquirichapa; Quiche: 6) Zacualpa; 7) Sacapulas; 8) Uspantán; 9) San Andrés Sajcabajá; 10) Santa Cruz del Quiche; San Marcos: 11) San Lorenzo; 12) Nuevo Progreso; 13) San Pablo; and 14) San Rafael Pie de la Cuesta. 73 Huehuetenango: 1) Barillas; 2) Chiantla; 3) Concepción Huista; 4) Cuilco; 5)La Democracia; 6) La Libertad; 7) San Antonio Huista; 8) San Sebastián Huehuetenango; 9)Todos Santos Cuchumatán; 10) Malacatancito; 11) San Pedro Necta; 12) San Miguel Acatán; 13) San Sebastián Coatán; Quiché: 14)Chichicastenango; 15) Chajul; 16) Nebaj; 17) Sacapulas; 18) San Andrés Sajcabajá; 19) Santa Cruz del Quiché; 20) San Bartolomé Jocotenango; Quetzaltenango: 21) Concepción Chiquirichapa; San Marcos: 22) San José el Rodeo; 23) San Pablo; 24) San Rafael Pie de La Cuesta; 25) Sibinal; 26) San Marcos; and 27) Tacaná.
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sensitizing citizen responsibilities to pay municipal service fees for improved public services provision.
Sub-Activity Y5 1.2.2. Further Dissemination of Radio Spots on Citizen Responsibilities to Pay Municipal Fees: Following the elections in June 2019, which resulted in an 86% turnover of mayors, municipalities displayed reduced interest in implementing their diffusion plans on citizen responsibilities to pay municipal feels. Despite this, over the course of Year 5, 19 municipalities74 completed the majority of their publicity campaigns outlined in the diffusion plans. A specific case occurred in the municipality of Totonicapán, located in the department of Totonicapán, where the municipal diffusor coordinated with mobile vendors to play the radio spots at specific times of the day when foot and vehicular traffic are at its highest.
Sub-Activity Y5 1.2.3. TA in Implementation of the Public Access to Information Law: In Q21, PFM technicians developed a Generic Positions and Functions Manual to strengthen institutional capacity in the Public Information Units (UIPs). The Manual is a 27-page document which provides a detailed outline of key procedures within the UIP, as well as a scope of work for the unit’s coordinator. This generic manual also describes the step-by-step process for public records disclosure. See the manual template here: https://nexoslocales.com/manual-generico-de-funciones-de-la-unidad-de-informacion-publica/
In the municipalities of Chichicastenango, located in the department of Quiché, and San Miguel Ixtahuacán, located in the department of San Marcos, Nexos Locales provided technical assistance to develop a Regulation of Fees in accordance to Article 18 of the Public Access to Information Law that establishes transparent pricing schedules for photocopies and printed materials requested by the public. The regulation serves as another legal mechanism for revenue generation. Both regulations have been presented and approved by the Municipal Photo 2: Director of the UIP in Chichicastenango, Quiché Administrative Councils. demonstrating the use of the project-developed UIP planner and format for public information requests.
According to the National Secretariat of Public Access to Information (SECAI) 2019 mid-year report of Public Access to Information Law compliance, the municipalities of Chiantla and Chichicastenango were ranked #1 in public access to information compliance at the departmental level in Huehuetenango and Quiché respectively, while 13 other project municipalities75 were ranked top ten at the departmental level. In the national ranking, Chichicastenango is top 20. These positive results showcase how public information units are leveraging project inputs to improve their implementation of the Public Access to Information Law, thus leading to increased public accountability from local governments. In Q22, the project will continue to provide support to the municipalities on the implementation of the Public Access to Information Law as they prepare annual reports and publications.
74 Huehuetenango: 1) Chiantla; 2) Cuilco; 3) San Juan Atitán; 4) Malacatancito; 5) Barillas Quiche: 6) Chichicastenango; 7) San Bartolomé Jocotenango; 8) Sacapulas; 9) Cotzal; 10) San Andrés Sajcabajá; Quetzaltenango:11) San Juan Ostuncalco; 12) Concepción Chiquirichapa San Marcos: 13) Sibinal; 14 ) Tacana; 15) San Pablo; 16) San José el Rodeo; 17) San Rafael Pie de la Cuesta; 18) Nuevo Progreso; and Totonicapán: 19) Totonicapán. 75 Huehuetenango: 1) Cuilco; 2) Huehuetenango; 3) Jacaltenango; 4) La Libertad; 5) San Antonio Huista; 6) San Ildefonso Ixtahuacán; 7) San Juan Atitán; Quiche: 8) Cunen; 9) Sacapulas; San Marcos: 10) Nuevo Progreso; 11) San José el Rodeo; 12) Sibinal; and 13) Tacana.
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Sub-Activity Y5 1.2.4. Replication of the Transparency App: This quarter, project outreach staff provided follow-up assistance in the implementation of the applications’ publicity plans (developed in Q20). Nexos Locales staff worked with the UIPs and public relations coordinators to publicize the transparency apps in the municipality’s social media profiles by creating posts on a regular basis. In addition, the project developed three promotional videos for the #SomosChiantla, Mi Sacapulas and SANRAFAINFO smartphone applications as a tool for the three municipalities (Chiantla, Huehuetenango; Sacapulas, Quiché; and San Rafael Pie de la Cuesta, San Marcos) to continue promoting the apps. Pursuant to the project-developed Cultural Pertinence Strategy, these videos will also be recorded in two Mayan languages (K’iche’, and Sacapulteko) to significantly expand the app’s awareness with key population groups in the municipality of Sacapulas. Additionally, the project developed three instructional videos to guide municipal staff in managing the apps back-end administration module; the instructional videos will serve as key sustainability tools to ensure the continued implementation of the transparency applications. See the videos here: https://drive.google.com/open?id=12eZ9qRSE2NTRMYgoQroeQaR1b2r17zFo
Photo 3: Scene from SANRAFAINFO transparency app promotional Photo 4: Scene from Mi Sacapulas transparency app promotional video. video.
Citizens’ Guide to the Budget: This tool was developed in Year 3 under Sub-Activity Y3 2.2.3. Citizens’ Guide to Municipal Budgets.
Activity 1.3—Strengthen the role of COMUDEs to engage citizens in government decision- making.
Sub-Activity Y5 1.3.1. Consolidation of COMUDE Strengthening: During the reporting period, technical assistance to the Municipal Development Councils (COMUDEs) emphasized the following key topics to improve the COMUDEs’ performance against the DEMIN:
Commission Strengthening: In Q21, project technical staff continued working with the prioritized COMUDE commissions in all 43 municipalities (Citizen Participation, Women and Youth, Municipal Commission for Economic Growth, Tourism, Environment, and Natural Resources [COFETARN], and COMUSAN) as they implemented their POA 2019 actions. TA sessions also placed an emphasis on the elaboration of each commission’s Annual Operative Plan (POA) and budget to guide development actions in 2020. Nexos Locales worked with these commissions to develop project proposals centered on economic growth and to address the needs of women and youth. Examples of project proposals in the 2020 POAs include:
o Citizen Participation: In San Sebastián Coatán, Huehuetenango, the commission developed a project proposal to train community leaders and COCODE members on conflict resolution and peace-building. The workshops will instruct participants on the importance of conflict
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management skills. The citizen participation commission prioritized this proposal in an effort to respond to recent minor disputes within the COCODEs.
o Women and Youth: In the municipality of La Libertad, Huehuetenango, the women’s commission developed a proposal to organize training courses about bakery, embroidery and other technical skills to motivate women entrepreneurship. In San Miguel Acatán, Huehuetenango, the commission included in its 2020 POA a project proposal for women to fabricate beauty and cleaning products from natural plants and components.
Additionally, the project continued to provide technical support to all 43 COMUSANs for the implementation of the Food Security Situation Rooms. Nexos Locales procured and donated food security monitoring vinyl charts to 17 COMUSANs76 in the department of Huehuetenango. The charts illustrate food security alert levels as established by SESAN, allowing COMUSANs to keep a record of the food security situation in the municipality and to update reports in real- time, systematizing the commission’s Photo 5: COMUDE commissions in the municipality of Totonicapán developing their monitoring tasks. Annual Operative Plan.
Technical Assistance: Based on the results of a comprehensive evaluation performed in Q20 to measure the implementation of the COMUDE internal regulations, this quarter, project staff provided ongoing TA to ensure COMUDEs developed and/or updated their internal regulations.
Social Audit Commissions: This quarter, the project is able to report on three occurring or completed social audit commissions. They are:
Chiantla, Huehuetenango: In the previous quarterly report, Nexos Locales reported that the municipal contractor involved in the social audit of a municipal infrastructure water project, was given eight weeks to respond to findings made by the social audit commission regarding poor quality and improper use of construction materials. The social audit commission requested to the municipality of Chiantla to designate a municipal construction expert to perform a monitoring visit to the construction site to ensure the adjustments made by the contractor met the technical requirements and specifications outlined in the contract.
The municipality agreed to conduct the visit accompanied by social audit commission members, and found the company complied with the majority of adjustments required by the municipality after the commission’s report. However, three problems persisted: 1) pipe foundations were constructed inadequately; 2) pipelines were not installed as the contract specified; and 3) there were no power connections to activate the water pump. The Social Audit Commission included these key findings in their second social audit report and presented it in the COMUDE. The commission concluded that the municipal construction department needed to engage more actively in supervising municipal infrastructure projects to guarantee the quality and proper use of construction materials. The report
76 Huehuetenango: 1) Chiantla; 2) Concepción Huista; 3) Cuilco; 4) Huehuetenango; 5) Jacaltenango; 6) La Democracia; 7) La Libertad; 8) Malacatancito; 9) San Antonio Huista; 10) San Ildefonso Ixtahuacán; 11) San Juan Atitán; 12) San Miguel Acatán; 13) San Pedro Necta; 14) San Sebastián Huehuetenango; 15) Todos Santos Cuchumatán; 16) Barillas; and 17) San Sebastián Coatán.
Page 36 of 138 also provided next steps in their second social audit exercise including requesting a detailed report about the advances of previous formal complaints filed in the COMUDE.
San Rafael Pie de la Cuesta, San Marcos: Following the June elections, the Social Audit Commission in San Rafael Pie de la Cuesta resumed their activities to organize the presentation of their social audit report in the COMUDE; however, the commission was not able to concert the presentation meeting with the COMUDE since most of the council members were focused on the municipal transition process. The Social Audit Commission made the decision to retake the presentation once elected authorities take office in January 2020.
Nexos Locales concluded project interventions in this municipality; in year six, the project will only focus on continuing to support the implementation of the transparency application. Prior to concluding interventions, project technical staff developed a follow-on technical assistance plan for the municipality of San Rafael Pie de la Cuesta outlining key strategies and steps for the continued implementation of social audit reviews. In addition, Nexos Locales provided the municipality with a compilation of all project-developed materials including the Social Audit Guide.
Concepcion Huista, Huehuetenango: At the beginning of Q21, Nexos Locales finalized its interventions in this municipality. Prior to concluding project inputs, technical staff developed a follow- on TA plan outlining key strategies and steps for the continued implementation of social audits. Additionally, Nexos Locales provided the municipality with a compilation of all project-developed tools including the Social Audit Guide.
In Year 6, the project will continue providing assistance to the social audit commission in Chiantla, and seek to form Social Audit Commissions in at least two other municipalities of the 15 selected municipalities to receive full TA packages to carry out their first social audit exercise.
Activity 1.4—Build the capacity of the mancomunidades to develop and implement regional strategies.
Sub-Activity Y5 1.4.1. Solid Waste Treatment Planning: In accordance to the Contracting Officer’s Representative (COR) technical concurrence to Work Plan Action Memo (WPAM) request #208, this sub-activity was eliminated from the Year 5 work plan. Should there be an opportunity for Nexos Locales to provide technical assistance support in Year 6, Nexos Locales will inform USAID of this TA via a Work Plan Action Memo.
NEXT STEPS
In Year 6, the project will continue using the DEMIN tool to advance the financial directorates, COMUDEs, and public information units against performance indicators. Result 1 activities in Year 6 will focus heavily on increasing municipal own source revenue streams, and strengthening transparency and accountability mechanisms for the improved allocation of resources for quality public service delivery and expanded local economic opportunity.
During the next quarter, Nexos Locales’ principal activities for Result 1 will include:
Upon USAID approval, Nexos Locales will begin to meet with the administrations of the 22 selected municipalities as part of the transition plan and to lobby support for the signing of Memorandums of Understanding (MoUs) by January 2020 (Sub-activity Y6 1.1.2).
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Ongoing technical support for 15 municipalities receiving full technical assistance packages to generate payment arrears maps and develop debt collection strategies using GIS. (Sub-Activity Y6 1.1.1). Ongoing technical assistance to the 15 municipalities receiving full technical assistance packages on the adaptation of positions and functions and inventory management manuals, establishment and reactivation of COPEPs, and budget preparation (Sub-Activity Y6 1.2.1). Technical assistance to the UIPs in the 15 selected municipalities with full TA packages as approved by the Y6WP, as they prepare the annual report to the PDH (Sub-Activity Y6 1.2.3).
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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.
KEY ACHIEVEMENTS IN THE 21ST QUARTER
The municipal government in Concepción Tutuapa, San Marcos allocated Q25,000.00 (US$3,289.47.00) to finance a poultry keeping project that will benefit 134 youth. This project is a result of the strategic collaboration between the Municipal Youth office and the youth network to advocate for increased municipal investment in youth-prioritized projects (Sub-activity Y5 2.6.1). Three women’s networks77 and two youth networks78 were accredited in the COMUDE with full voting participation (Sub-activity Y5 2.3.2 and Sub-activity Y5 2.6.2). Through 43 advocacy campaigns the project strengthened 173 Civil Society Organizations in planning, executing and monitoring advocacy actions according to the WOLA methodology (Sub-activity Y5 2.3.1).
EARLIER YEAR 5 ACHIEVEMENTS
In San Marcos, San Marcos, a working group comprised of civil society, private sector representatives, local authorities and the Municipal Water and Sanitation Company, developed and soft launched a Citizen Charter on water service provision. The charter is a social accountability tool establishing written agreements between citizens and the municipality, as the service provider, on quality standards and the joint responsibilities of each party in municipal service provision. (Sub-Activity Y5 2.4.1.)
77 Quiché: 1) San Andrés Sajcabajá; 2) San Bartolomé Jocotenango; and Totonicapán: 3) Totonicapán. 78 Huehuetenango: 1) San Pedro Necta; and 2) San Miguel Acatán.
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ACTIVITIES/WORK PROGRESS
Below are brief descriptions of specific activities implemented during the twenty-first 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.
This activity is combined with Sub-activity Y5 2.5.1. Provision of the COCODE Basic Functions Manual and Citizen’s Guide to the Budget to the 15 New Municipalities. It was completed in Q19.
Activity 2.3—Build the capacity of CSOs to engage municipalities through COMUDEs.
Sub-Activity Y5 2.3.1. CSO Advocacy Support: In Q21, according to the adjusted implementation calendar79 the three sub-grants (to the Civil Association of Western Cooperation Studies [ECO] and the Association of Organizations in the Cuchumatanes [ASOCUCH]) finalized the 42 remaining advocacy campaigns80 that began implementation in the previous quarter. In total, this quarter, the sub-grants provided technical assistance to 162 civil society organizations (CSOs). Although some organizations experienced setbacks due to the electoral process, overall, the participation of CSOs in the advocacy campaigns was very consistent. In total, 173 CSOs participated in the advocacy campaigns.
Although for Year 6, there will be no sub-activities planned under Result 2, Nexos Locales will evaluate the advocacy campaigns launched in the 15 municipalities selected to remain under project coverage to determine follow-up activities with the CSOs. The project will focus mainly on advocacy campaigns that support the implementation of the revised technical approach of the contingency strategy which emphasizes municipal self-reliance for reduced migration. Therefore, campaigns centered on women, youth and local economic development will be strongly considered to receive technical support for their completion through the DMMs, OMJ and OMDELs.
The remaining advocacy campaigns in the municipalities where project interventions ended this quarter will be evaluated by ECO, ASOCUCH, and other regional USAID implementing partners such as the Health Policy Project (HEPP+) to receive follow up assistance depending on whether or not its actions fall under the scope of work of said entities.
Below are brief descriptions of each advocacy campaign and their advances during the reporting period:
79 Last quarter, in an effort to reduce costs, the project met with ECO and ASOCUCH to modify the period of performance of the three sub- grants, scheduling September 30th, 2019 to conclude. 80Excluding the advocacy campaign from the municipality of Totonicapán which was completed in Q20.
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Table 2- Advocacy Campaigns in Huehuetenango
Grantee: Asociación de Organizaciones de los Cuchumatanes (ASOCUCH) Huehuetenango Number Title of the Municipality Advances and key achievements in Q21 of CSOs Campaign - Following the June elections, CSOs resumed the Advocacy Plan advocacy campaign motivated by the election of to Increase the one of its female leaders to be part of the Budget Assigned Municipal Administrative Council in 2020. The to the Municipal CSOs met with the now elected candidate to 1. Huehuetenango 3 Women´s advocate for financial support to benefit female Directorate entrepreneurs, to which she committed (verbally) (DMM) to once she takes office in January. The CSOs have Benefit Female already scheduled follow-up sessions. Entrepreneurs (50% completion)
- The CSOs met with the Municipal Administrative Council to discuss the plastic bag ban (presented in Q20) and are still awaiting a formal response. - The CSOs developed radio spots and produced a video (in Mam and Spanish) to sensitize citizens Advocacy Plan about the environmental implications of the to Prohibit excessive use plastic bags and disposables. Local 2. San Ildefonso 3 Plastic Bags and radio and cable stations agreed to broadcast the Ixtahuacán Disposable material at no cost as a contribution to the Containers campaign. - Organization of a march to promote awareness on the use of plastic and disposables with the participation of local schools. (90% completion)
- The CSOs started working with the COFETARN as means of expanding their advocacy efforts. -The Municipal Administrative Council was more receptive to discuss the plastic ban proposal (drafter in Q20) and funded a study tour to the Advocacy Plan municipality of San Pedro La Laguna, Sololá to Prohibit members of the CSOs and the COFETARN Plastic Bags, 4 accompanied the trip to learn from San Pedro la 3. Jacaltenango Disposable Laguna’s experience in implementing plastic bag Containers, and ban. Plastic Straws -The CSOs developed a radio spot in Popti’ targeting the general public about plastic use reduction, the message is being broadcast in local radio stations. (90% completion) Advocacy Plan -Following a negative response from the COMUDE 4. San Antonio 4 for the Creation to establish a Social Audit Commission, the CSOs, Huista and Integration developed a generic document functions manual
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Number Title of the Municipality Advances and key achievements in Q21 of CSOs Campaign of a Social Audit for the social audit commission and presented it to Commission in the COMUDE in case future political conditions the Municipal permit the establishment of said commission. Development (90% completion) Council (COMUDE) -Using the Public Access to Information Unit (UIP) the CSOs requested the municipal budget and found there were no assigned funds to address the Advocacy Plan needs of youth. for the -In collaboration with the OMJ coordinator, the 5. San Pedro Allocation of 4 CSOs presented the technical investment proposal Necta Budget for the developed in Q20 to the Municipal Administrative Municipal Youth Council. Given there was a negative response, the Office (OMJ) OMJ coordinator decided to include some projects from the proposal in the OMJ’s POA for 2020. (90% completion) Advocacy Plan -The CSOs convened meetings with members of to Create a the Municipal Administrative Council to follow-up Proposal to on the implementation of the solid waste 6. San Miguel 3 Improve the treatment plant. Acatán Solid Waste (95% completion) Collection Service -The COFETARN developed a radio spot to create awareness about plastic use reduction targeting the general public. The radio message is Advocacy Plant being broadcast through local radio stations. to Prohibit -The COFETARN worked with religious groups Plastic Bags, and COCODEs to collect 3,000 signatures in their 7. Chiantla 6 Straws, and plastic bag ban petition. other -Given there was a negative response from the Disposable Municipal Administrative Council to the plastic Containers prohibition initiative (developed in Q20). The COFETARN developed a follow-on plan to present the initiative to the new administration for approval in January. (90% completion) 8. Barillas 4 Advocacy Plan -The CSOs presented their technical proposal for for Municipal municipal investment in local economic Investment in development projects to the OMDEL for Productive consideration in the office’s 2020 Annual Projects that Operative Plan. Foster -ASOCUCH organized and funded a workshop for Economic the CSOs to learn more in-depth about LED Development planning and public-private partnerships.
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Number Title of the Municipality Advances and key achievements in Q21 of CSOs Campaign Representatives from SEGEPLAN, the Agricultural Ministry, Helvetas, and the local agriculture producers’ association (ASOBAGRI) participated as speakers. (90% completion)
-The CSOs met with the Municipal Public Services Office (OSPM) to develop strategic actions to improve the solid waste disposal service. -In coordination with municipality officials and local schools, the CSOs organized a garbage collection and cleanup campaign in the urban center. Advocacy Plan -Production of a 10 minute documentary video, 9. Concepción to Improve the 5 targeting the general public, about the Huista Solid Waste environmental effects of inadequate waste Disposal Service treatment. The documentary is being streamed in social media pages. -The COMUDE requested the CSOs to integrate the COMUSAN to continue implementing their remaining advocacy campaign actions. (95% completion) -On the International Youth Day (August, 12th) the Advocacy Plan youth commission and the Youth Office began to Establish the collaborating by organizing recreational activities 10. Cuilco 4 Municipal Youth and events for youth. Office (OMJ) -Addition of new youth in the youth commission. (95% completion) Advocacy Plan -The COMUDE approved the regulation proposal for the to control the use of plastic bags. Regulation of -In collaboration with the Municipal Natural Plastic and Resources Office, the CSOs organized a garbage 11. La Democracia 4 Disposable collection and cleanup campaign in the urban center Material via a with the participation of local schools. Municipal (90% completion) Agreement Advocacy Plan -Given there was a negative response from the to Increase the Municipal Administrative Council to the proposal Municipal for increased municipal investment in projects for Women´s women, the CSOS met with the DMM to analyze 12. La Libertad 3 Directorate the proposal. As a result, the DMM coordinator (DMM) Budget decided to include some projects from the proposal for Project in the office’s 2020 POA. Implementation (95% completion)
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Number Title of the Municipality Advances and key achievements in Q21 of CSOs Campaign Advocacy Plan -The municipal youth network was accredited in the to Reactivate municipality. -The CSOs worked with the OMJ technician to 13. Malacatancito 2 the Municipal develop a work plan to delineate future OMJ Youth Office actions. (OMJ) (90% completion) -The CSOs organized a march in collaboration with Advocacy Plan four local schools and the municipality to sensitize 14. San Sebastian for Adequate 5 citizen responsibilities for adequate solid waste Coatán Solid Waste management. Management (95% completion) -Following the June elections, the CSOs met with the Municipal Administrative Council to present their proposal for urban traffic management. The administrative council signed a written commitment Advocacy Plan letter to implement the proposal. As a follow-up to Improve of 15. San Juan Atitán 3 action, the CSOs held coordination meetings with Urban Traffic relevant local actors such as the National Police Management delegation (PNC), the Permanent Health Assistance Center (CAP) for the implementation of the proposal. (35% completion)
In Q21, the civil society organizations in the municipalities of San Sebastian Huehuetenango and Todos Santos Cuchumatán, were not able to advance with their advocacy campaigns due to lack of political will from local authorities to meet with the CSOs. Both plans reached 90% completion.
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Table 3- Advocacy Campaigns in Quiché
Grantee: Asociación Estudios de Cooperación de Occidente (ECO) Quiché Number Title of the Advances and key achievements in Q21 Municipality of CSOs Campaign -CSOs developed and presented a technical proposal to increase the Municipal Forestry Office budget; however, the Municipal Administrative Council has not demonstrated interest in the Advocacy Plan to proposal. 1. San Gaspar Increase the -To create awareness about forest land 3 Chajul Municipal Forestry conservation, the CSOs developed a radio message Office Budget that was transmitted in local radio stations. -In collaboration with local institutions, the CSOs implemented reforestation actions in various communities. (35% completion) -CSOs presented to the Municipal Administrative Advocacy Plan to Council a local economic development plan to Increase the increase municipal investment for productive Municipal projects named ―SOMOS CHUWILA‖ (developed in Investment for Q20) pending a formal response from the council. 2. Productive Projects 5 Chichicastenango and Alternative -The CSOs developed a radio spot in K’iche’ Markets for directed to COCODE members on the Agriculturalists, importance of prioritizing LED-centered projects. Artisans, and the The spot is being broadcast in local radio stations. Tourism Sector (70% completion)
-CSOs presented the technical proposal to increase the Municipal Forestry Office budget to Advocacy Plan to the Municipal Administrative Council; however, it Increase and did not receive a positive response. 3. San Juan 4 Strengthen the -The CSOs developed a radio message that was Cotzal Municipal Forestry transmitted in local radio stations with the purpose Office Budget of creating awareness about the importance of forest land conservation. (50% completion) -The Municipal Administrative Council did not Advocacy Plan to provide a positive response to the investment Increase the proposal to reduce clandestine garbage dumps and Municipal Office of increase the OMAS budget presented by the 4. Santa María Water and 4 CSOs. Cunén Sanitation (OMAS) -In coordination with local schools, the CSOs Budget to Reduce organized a garbage collection and cleanup Clandestine campaign in the urban center. Garbage Dumps (50% completion) Advocacy Plan to -The CSOs developed a radio spot in K’iche’ and 5. Sacapulas 2 Increase Coverage Spanish to sensitize the general public on the
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Number Title of the Advances and key achievements in Q21 Municipality of CSOs Campaign of the Municipal implications of environmental pollution, and it is Waste Management being broadcast in local radio stations. Service and to Diminish -The CSOs organized a garbage collection and Environmental cleanup campaign at the Río Blanco community. Pollution caused by -The CSOs developed and presented a plan to Garbage increase the municipal waste collection service to the Río Blanco community. To date, they have not received a formal response from the municipality. (30% completion) -The CSOs recommenced their activities developing a radio spot in K’iche’ and Spanish to explain the importance of urban traffic management to the general public. The radio Advocacy Plan to 6. San Andrés message is being streamed in local radio stations. 2 Improve Urban Sajcabajá -The CSOs developed and presented a technical Traffic Management proposal to improve urban traffic in the municipality. The Municipal Administrative Council has not provided a response. (30% completion) -The CSOs developed and presented for 2020 funding consideration two project proposals Advocacy Plan to focusing on increasing technical capacities of youth Increase the and women to the Municipal Administrative 7. San Bartolomé Municipal 2 Council. Members of the council committed Jocotenango Investment for (verbally) to include such projects in the Youth and Women- municipality’s general budget for next year. focused projects (30% completion)
Advocacy Plan to - CSOs developed two radio messages, in K’iche’ Form and and Spanish, to emphasize the importance of Strengthen the citizen participation and adequate COMUDE Citizen functioning. These were streamed mainly in local Participation radio stations targeting the general public. Commission in -CSOs began to create a plan to establish the 8. Santa Cruz del order to Improve citizen participation commission in the COMUDE 4 Quiché its Proposal next year. Capacity and (50% completion) Decision Making in the Municipal Development Council (COMUDE) Advocacy Plan to -The CSOs developed two radio messages, in 9. San Miguel Increase Investment K’iche’ and Spanish, to create awareness about 4 Uspantán to Improve the waterborne diseases This messages were Urban Water broadcast in local radio stations.
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Number Title of the Advances and key achievements in Q21 Municipality of CSOs Campaign System -CSOs developed a proposal aimed at improving the quality of water service through the OMAS; although it was received by the municipal mayor, there has not been a formal response. (40% completion) -To increase families’ knowledge base about child malnutrition prevention, CSOs developed a radio message and a video, in K’iche’ and Spanish, that are being streamed in local radio and cable Advocacy Plan to stations. Increase Municipal -The CSOs collaborated with SESAN, the Health 10. Zacualpa 3 Investment to Ministry and the COMUSAN to develop proposal Reduce Child to increase municipal investment in child Malnutrition malnutrition reduction. The investment proposal was presented to the mayor; however, it did not receive a favorable response. (40% completion)
In Q21, the implementation of the advocacy plan to form the commission for attention to victims of the armed conflict in the Municipal Development Council (COMUDE) from the municipality of Santa María Nebaj, did not make significant advances due to lack of political will from local authorities to meet with CSO members. The plan reached a 40% completion level.
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Table 4- Advocacy Campaigns in San Marcos, Quetzaltenango and Totonicapán
Grantee: Asociación Estudios de Cooperación de Occidente (ECO) San Marcos, Quetzaltenango and Totonicapán
Logros relevantes / dificultades Number Title of the Municipality 02 de octubre 2019 of CSOs Campaign -The Municipal Administrative Council Advocacy Plan to discussed and analyzed the proposal for 1. Concepción Reduce Environmental adequate solid waste disposal presented by 3 Tutuapa Pollution caused by the CSOs, the council will inform about their Garbage decision in the upcoming months. (70% completion) -Three members of the Municipal Advocacy Plan for the Administrative Council discussed the disaster Municipal Government prevention investment proposal with the 3 2. San Marcos of San Marcos to CSOs and committed (verbally) to
improve the resiliency implement follow-up actions in the coming to Earthquakes months. (70% completion) -The CSOs finalized and presented to the Municipal Administrative Council an investment proposal to increase the DMM’s budget for women’s development projects. Advocacy Plan to -Two project proposals that will benefit 3. Nuevo Increase Municipal approximately 62 families were presented to 3 Progreso Investment in Women’s the council for consideration, members Development Projects voted to further discuss the proposals prior to including them in the municipal budget for 2020. (40% completion)
- Due to lack of political expressed by the administrative council members, CSOs diverted the advocacy plan focus to support a food security project for 200 families in Advocacy Plan to rural communities of San Lorenzo. The 4. San Lorenzo 4 Create a Public Policy proposal was presented directly to the on Food Security municipal mayor, who committed (verbally) to provide follow-up to the project for possible municipal funding. (40% completion)
Advocacy Plan for the -CSOs drafted and presented to the Municipality Actions to COMUDE a technical proposal to prohibit 5. San José El 3 Reduce Environmental the use of plastic disposables. The COMUDE Rodeo Pollution Caused by approved the proposal and began to draft a Garbage municipal regulation for plastic use.
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Logros relevantes / dificultades Number Title of the Municipality 02 de octubre 2019 of CSOs Campaign (60% completion)
-The CSOs presented in the COMUDE a proposal to reduce pollution that was drafted in Q20 for consideration and are awaiting a formal response. Advocacy Plan to 6. San Rafael Pie -In collaboration with municipal officials, and 5 Reduce the Excessive de la Cuesta the municipal market administrator, the Use of Plastic Bags CSOs launched an awareness campaign to reduce the use of plastic bags in the local market. (70% completion) -The Municipal Nutritional and Food Security Office was institutionalized through a municipal agreement Advocacy Plan to -The Municipal Administrative Council 7. Comitancillo 2 Create a Public Policy approved the creation of a public policy on on Food Security food security. The food security public policy draft is currently under SEGEPLAN’s revision. (70% completion) -CSOs produced a video explaining the need to minimize the use of plastic bags and disposables. The target audience was the Advocacy Plan to general public; the video is being streamed in Minimize Environmental local cable stations and social media pages, 8. Sibinal 3 Pollution caused by and presented a technical and budget Inadequate Waste proposal to minimize environmental Management pollution caused by inadequate waste management to the COMUDE, the proposal is being revised by COMUDE members. (70% completion) -CSOs presented in the COMUDE the Advocacy Plan to regulation to reduce pollution (drafted in Minimize Environmental Q20) and a technical proposal for adequate 9. San Juan 3 Pollution caused by waste management. The municipal mayor Ostuncalco Inadequate Waste committed (verbally) to include the proposal Management in the municipal budget for 2020 funding. (70% completion) -A municipal regulation agreement proposal to minimize the use of plastic bags and Advocacy Plan to disposables was developed and presented to Minimize the Excessive 10. San Pablo 4 the administrative council for consideration, Use of Plastic Bags and pending a formal response from local Disposable Containers authorities (70% completion)
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Logros relevantes / dificultades Number Title of the Municipality 02 de octubre 2019 of CSOs Campaign -The CSOs drafted a municipal regulation Advocacy Plan to agreement proposal to minimize the use of Minimize Environmental plastic and presented the proposal to the 11. Tacaná 3 Pollution cause by administrative council for consideration. The Inadequate Waste proposal is currently being revised by the Management administrative council members. (70% completion) -The CSOs presented a municipal regulation Advocacy Plan for the proposal to prohibit the use of plastic bags Municipal Government and disposables to the Municipal to Implement Actions Administrative Council for consideration. In 12. Tajumulco 4 to Diminish the general, the proposal received positive Excessive Use of Plastic comments and it is being analyzed by council Material members. (70% completion) -The municipal solid waste treatment plant Advocacy Plan to was reactivated. Promote Environmental -The solid waste management regulation Protection Actions via proposal was developed and socialized with 13. San Miguel the Reactivation of the 5 local authorities. Ixtahuacán Treatment Plant, and -CSOs created a video and radio message to Regulations on the sensitize the general population on adequate Management of Solid solid waste management. Waste (80% completion)
-The Municipal Youth Office was institutionalized through a municipal agreement. -The CSOs drafted an Annual Operative Plan Advocacy Plan to 14. San Rafael proposal for 2020 with a budget of Q 5 establish a Municipal Pie de la Cuesta 498,210.00 (USD 65,553.94) for the OMJ’s Youth Office. operational costs. Municipal officials will revise the proposed POA for its inclusion in the municipality’s general budget for 2020. (100% completion)
In Q21, the municipality of Totonicapán did not report any advances, since its advocacy campaign was completed last quarter.
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Sub-Activity Y5 2.3.2. Establishment and Strengthening of Municipal Women’s Commissions and Networks: This quarter, project technical staff provided follow-up assistance to the Women’s networks to complete the elaboration of their project proposals and Annual Operative Plans (POAs). Nexos Locales assisted the process to ensure Women’s networks coordinated closely with the Municipal Women’s Directorates (DMMs) for expanded funding opportunities. Over the course of Year 5, the project’s efforts emphasized the integration of
Photo 6: Members of the Women’s commission in Zacualpa, Quiché, discussing both entities (Women’s networks and DMM) project initiatives for 2020. to achieve greater impact when advocating for projects that focus on addressing the needs of women; similarly, Nexos Locales provided technical support to strengthen the institutional capacities of the Women’s Networks through the development of functions manuals and internal regulations.
During the regional meeting of Women’s networks organized by the Presidential Secretariat of Women (SEPREM) in the department of Huehuetenango, Nexos Locales presented a compilation of the project’s work to establish and strengthen Women’s networks, including best practices, such as developing functions manuals and internal regulations. Several networks outside project coverage expressed their interest in replicating this practice using the project-developed documents as a generic guide. SEPREM agreed to provide follow-on assistance to these networks as they adapt the manuals and regulations to their own context. This action exemplifies how regional level coordination with GoG entities can expand the impact of project efforts outside the project coverage area.
Finally, in Q21, three women’s networks81 were accredited in the COMUDE with full voting participation. In accordance to the DEMIN results, in Year 5, women’s networks have been established in 12 of the 15 new municipalities,82eleven83 of which are accredited in the COMUDE.
Activity 2.4—Support CSOs to implement social accountability mechanisms
Sub-Activity Y5 2.4.1. TA for Social Accountability Tools (Citizen Charter): Following the June 2019 elections, in Q21, the Citizen Charters’ working groups in La Libertad and San Marcos convened post-electoral organization meetings to develop strategies for launching the citizen charters under the newly elected administrations. Below is a brief description of the status of the Citizen Charters in the municipalities of La Libertad, Barillas and San Marcos.
La Libertad, Huehuetenango: Nexos Locales provided technical support to the CSOs participating in the working group of the Citizen Charter on solid waste management. The working group is drafting
81 Quiché: 1) San Andrés Sajcabajá; 2) San Bartolomé Jocotenango; and Totonicapán: 3) Totonicapán. 82 Excluding the municipalities of: 1) Huehuetenango, Huehuetenango; 2) San Sebastián Coatán, Huehuetenango; and 3) San Pedro Necta, Huehuetenango. 83 Excluding the municipality of: San Sebastián Coatán, Huehuetenango.
Page 51 of 138 a regulation to outline how the services will be administered and at what cost. During the next quarter the CSOs will present the draft to the City Council for approval84.
Barillas, Huehuetenango: Prior to the June elections, the Citizen Charter working group developed and presented to the City Council a proposal regulation for water service provision. After the elections, given the vast majority of members from the working group were engaged in political parties, they displayed little interest in organizing meetings to resume the launch process. Nexos Locales did not provide technical assistance to the working group following USAID guidelines during the electoral process. Next quarter, the project will develop an action plan defining specific actions to resume the launching process with the new administration.
San Marcos, San Marcos: In February 2019, the municipality and civil society members of San Marcos soft launched a Citizen Charter on water service provision. Nexos Locales supported the working group as they developed the Charter, a tool to record written agreements between citizens and the municipality on quality standards and the joint responsibilities of each party in municipal service provision. Following the launch, the working group continued to meet to initiate steps to implement the Charter in a limited capacity to avoid the polarization of the Charter as a political tool during the electoral period. After the June elections, Nexos Locales met with the working group in San Marcos, details are provided in the subsequent section.
Community Scorecards – The project’s Result 2 Technical Specialist met with the Citizen Charter working group in San Marcos to schedule the community scorecard assessment for the water service provision charter that was launched in February 2019. The working group; comprised of CSOs and City Council members, revised the regulation for water service provision that was drafted prior to the elections in June 2019. The regulation will reflect an updated schedule of fees according to the different ranges of water consumption per user. The diverse set of actors involved in the Citizen Charter in San Marcos— including CSOs, municipal government, and the private sector—has attracted the attention of the Institute for Municipal Strengthening (INFOM), which has joined the group to advise on municipal strengthening issues. This is the first time a national level government entity has participated in a citizen charter working group.
Members of the working group also developed a follow-up strategy to ensure the continued implementation of the citizen charter under the new municipal administration through a municipal agreement. In the upcoming months, the group will focus efforts on drafting and passing the municipal agreement.
Activity 2.5—Provide technical assistance to the COCODEs through grants to CSOs.
Sub-activity Y5 2.5.1. Provision of the COCODE Basic Functions Manual and Citizen’s Guide to the Budget to the 15 New Municipalities: See Y5 Activity 2.2
Activity 2.6. Implement a strategy to strengthen youth participation in municipal decision- making.
Although Youth is a crosscutting theme rather than an individual program result, Nexos Locales is implementing specific activities to implement its USAID-approved Youth Strategy, developed by the Iris Group, Inc. The project develops youth leadership to address the most urgent needs of youth (target group ages 15-29 years) in the Western Highlands through the following three objectives:
84 Should there be a negative response from the City Council, the Citizen Charter working group in La Libertad agreed to pause the process until the elected administration takes office in January 2020.
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Objective 1: To increase the participation of youth (ages 15-29 years) in municipal level decision making within the target project municipalities Objective 2: To increase social and economic development projects led by and benefitting youth within the target municipalities Objective 3: To create a cohesive youth network in the Western Highlands that is able to influence national level political and economic policies affecting youth
Sub-activity Y5 2.6.1- Strengthening and establishing municipal youth offices: During the reporting period, Nexos Locales worked with the Municipal Youth Offices as they developed their POAs and project proposals for 2020 funding. The project emphasized coordination between OMJ and Youth networks to address the needs of youth more effectively. In the municipality of Concepción Tutuapa, located in San Marcos, the municipal government allocated Q25,000.00 (US$3,289.47.00) to finance a youth-centered project. Through the OMJ, the municipality will donate 1,072 broiler chickens to a total of 134 youth from five different communities. The municipal project aims to support poultry-keeping as a means of increasing household income and food security.
Sub-activity Y5 2.6.2- Strengthening and establishing youth commissions: In Q21, twenty-three youth networks85 (1886 established with project support and five87 already existing youth networks) received technical assistance on how to develop project proposals and how to prioritize projects to address the needs of young people. The youth networks in San Pedro Necta and San Miguel Acatán, both located in the department of Huehuetenango were accredited in the COMUDE with full voting participation. Overall, seven youth networks88 have been established in the 15 new municipalities; of these seven, three youth networks89 have been accredited to the COMUDE.
Sub-activity Y5 2.6.3. Support to Youth Advocacy Efforts Pre- and Post- Elections: Last quarter, youth in ten municipalities led forums for candidates to discuss their campaign initiatives in addressing the needs of youth, as identified in the planning process: 1) Photo 7: Youth representatives in the municipality of San Rafael Pie de la Dignified employment opportunities; 2) Support for Cuesta, San Marcos, developing their follow-up strategy for the commitment letter signed by elected political candidates. municipal youth offices; 3) Education; 4) Sexual
85 San Marcos: 1) San Lorenzo; 2) San Pablo; 3) Nuevo Progreso; 4) San José el Rodeo; 5) Tacaná; 6) Sibinal; Quetzaltenango: 7) San Juan Ostuncalco; 8) Concepción Chiquirichapa; Huehuetenango: 9) Chiantla; 10) Concepción Huista; 11) Cuilco; 12) San Pedro Necta; 13) Malacatancito; 14) Barillas; 15) San Miguel Acatán; 16) San Sebastián Coatán; Quiché: 17) Chichicastenango; 18) San Bartolomé Jocotenango; 19) Nebaj; 20) Uspantán; 21) Chajul; 22) Cotzal; and 23) Cunén. 86 San Marcos: 1) San Lorenzo; 2) San Pablo; 3) Nuevo Progreso; 4) San José el Rodeo; 5) Tacaná; 6) Sibinal; Huehuetenango: 7) Concepción Huista; 8) Cuilco; 9) San Pedro Necta; 10) Malacatancito; 11) Barillas; 12) San Miguel Acatán; 13) San Sebastián Coatán; Quiché: 14) Chichicastenango; 15) San Bartolomé Jocotenango; 16) Nebaj; 17) Uspantán; and 18) Chajul. 87 Huehuetenango: 1) Chiantla; Quetzaltenango: 2) San Juan Ostuncalco; 3) Concepción Chiquirichapa; Quiché: 4) Cotzal; and 5) Cunén. 88 Huehuetenango: 1) San Pedro Necta; 2) Malacatancito; 3) San Sebastián Coatán; 4) San Miguel Acatán; Quiché: 5) San Bartolomé Jocotenango; San Marcos: 6) Concepción Tutuapa; and 7) Tacaná. 89 Huehuetenango: 1) San Pedro Necta; 2) San Miguel Acatán; and San Marcos: 3) Concepción Tutuapa.
Page 53 of 138 health; and the 5) Environment. At the forums, candidates signed letters of commitment so that youth could follow-up with elected officials after the June 2019 elections. Following the June elections, the project analyzed the letters of interest and found five signing candidates90 were elected. This quarter, youth organizers met to develop advocacy strategies aimed at ensuring elected candidates comply with the commitments stated in the letters of interest. In the municipalities of San Marcos and Tacaná, both located in the department of San Marcos, youth networks formed a commission, comprised of around five representatives, to meet with elected mayors and their officials with the primary goal of developing a municipal youth strategy based on the commitments described in the interest letters.
NEXT STEPS
In support of the project’s contingency strategy, there will be no specific activities planned under Result 2; however, Nexos Locales will continue to provide follow-up technical assistance in support of the youth forums held in in May 2019, as well as continue to place a strong emphasis on municipal resource allocation for women and youth-centered projects. Nexos Locales will continue to work with women and youth networks through the Municipal Women’s Directorates (DMMs) and through the implementation of LED actions.
90 Huehuetenango: 1) La Libertad; Quiche: 2) Santa Cruz del Quiche; San Marcos: 3) San Marcos; 4) San Rafael Pie de la Cuesta; and 5) Tacana.
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RESULT 3: INCREASED QUALITY OF POTABLE WATER IN 44 MUNICIPALITIES
Background: The health, economic, and social consequences of water deficits in both quantity and quality for all users and for the environment are enormous. As a result, U.S. foreign assistance prioritizes assisting communities in tangible and substantive ways related to water. Nexos Locales, in line with Feed the Future and global health initiatives, supports municipalities to increase the quality of potable water in 44 prioritized municipalities. Through these actions, Nexos Locales is contributing to the improvement of nutrition and health indicators in the Western Highlands. Additionally, the close relationship between water resource management and good governance practices provides a space for Nexos Locales to strengthen the capacity of water authorities and related institutions not only in delivering potable water, but doing so in a transparent fashion.
Nexos Locales’ approach to achieving this result focuses on increasing access to safe water, particularly for the most disadvantaged populations, by strengthening service providers’ capacity. Activities under this result are helping municipalities to assess risks, devise plans, and take actions that improve service coverage and reduce hydrological risks. By improving municipal provision of water services, citizens’ confidence in their municipal authorities will increase, as will citizens’ socioeconomic well-being. 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. The subsequent table provides further information about project interventions in Y5 under this result in target municipalities.
Table 5- Result 3 interventions in project municipalities
41 42 41 Municipal Water and municipalities out of 41 municipalities Sanitation Offices (or 44 under project Water Plans have participate from the equivalent office) have coverage receive been developed with water quality been established water-related project investments monitoring tests. and/or strengthened technical support with project support Excluding: Excluding: Excluding the municipalities Excluding the municipalities 1) San Juan Atitán, 1) San Ildefonso Ixtahuacán, of 1) San Juan Atitán, of: Huehuetenango, where water Huehuetenango; Huehuetenango where 1) San Juan Atitán, resources are managed by 2) San Juan Atitán, water resources are Huehuetenango; communitarian authorities; Huehuetenango; and managed by communitarian 2) Santa Lucía la Reforma, 2) Malacatancito, 3) Santa Lucía la Reforma, authorities; and Totonicapán; and Huehuetenango, where Totonicapán 2) Santa Lucía la Reforma, 3) San Bartolomé specialized assistance is Totonicapán, where the Jocotenango, Quiché, where provided due to high fluoride project only provides water resources are managed contamination levels in water demand-side inputs. by communitarian authorities supply; and who declined to collaborate 3) Santa Lucía la Reforma, with the project to develop Totonicapán, where the the plan. project only provides demand- side inputs.
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KEY ACHIEVEMENTS IN THE 21ST QUARTER
Four municipalities91 invested a total of Q995,350.00 (US$130,967.10) of municipal funds to improve the infrastructure of their urban water system to improve water service provision for a total of 180,276 people (Sub-activity Y5 3.2.2). The municipality of Totonicapán, located in the department of Totonicapán, developed a water public policy as a means of institutionalizing strategic actions from the project-developed Water Strategic Investment Plan and OMAS-related plans (Sub-activity Y5 3.2.1). Seven municipalities92 developed 16 new tools to improve OMAS performance against DEMIN indicators. These include: Water Communications Plan, Spring Protection Plan, Water Quality Monitoring Plan, and Water Meter Update Plans. Municipalities are integrating these programming tools into the OMAS’ Annual Operative Plans to ensure the continued implementation of delineated actions in these plans (Sub-activity Y5 3.2.2).
EARLIER YEAR 5 ACHIEVEMENTS
Project inputs more than tripled over baseline, the number of municipalities (from 7 to 3093 municipalities) providing safe water to citizens, thus representing 75% of those municipalities tested as providing safe water (Sub-Activity Y5 3.2.2.). Nexos Locales financed the participation of 14 municipal authorities from six municipalities94 in the Second National Congress of OMAS. The conference provided OMAS coordinators the opportunity to share best practices on water quality standards, infrastructure, and municipal water management. The mayor of San Miguel Ixtahuacán, San Marcos was a keynote speaker who highlighted how improving municipal water management improves the service provision for citizens (Sub-Activity Y5 3.2.1.). Five95 Municipal Water and Sanitation Offices (OMAS) were established and five96 OMAS- equivalent offices were institutionalized (Sub-activity Y5 3.2.1). Four municipalities97 invested in improving the infrastructure of their urban water system, improving water service provision for a total of 67,172 people (Sub-activity Y5 3.2.1).
91 Huehuetenango: 1)Malacatancito; 2) La Libertad; Quiché: 3) Chajul; Totonicapán: 4) Totonicapán. 92 Huehuetenango: 1) San Sebastián Coatán; 2) San Miguel Acatán; 3) San Sebastián Huehuetenango; Quiché: 4) Zacualpa; San Marcos: 5) San Pablo; 6) San Miguel Ixtahuacán; 7) San José el Rodeo. 93 The baseline of seven is a compilation of the 2015 baseline of the original 30 municipalities (4) and the 2018 baseline of the new 15 municipalities (3). 94 Huehuetenango: 1) San Miguel Acatan; 2) Todos Santos Cuchumatán; 3) La Libertad; San Marcos: 4) Concepción Tutuapa; Quiche: 5) San Juan Cotzal; and Totonicapán: 6) Totonicapán. 95 Huehuetenango: 1) San Miguel Acatan; 2) San Sebastián Huehuetenango; 3) Todos Santos Cuchumatán; 4) San Pedro Necta; and 5) San Sebastián Coatán. 96 Huehuetenango: 1) Huehuetenango; 2) Chiantla. San Marcos: 3) Concepción Tutuapa; 4) Comitancillo; and 5) Tacaná. 97 Quiche: 1) San Juan Cotzal; 2) Nebaj; San Marcos: 3) Tajumulco; and 4) San Marcos.
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ACTIVITIES/WORK PROGRESS
Below are brief descriptions of specific activities implemented during the twenty-first 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 new municipalities.
Activity 3.2—Provide technical assistance to municipalities to improve water service delivery.
Sub-Activity Y5 3.2.1 Establishment and Strengthening of OMAs: In Q21, Nexos Locales-provided technical assistance to 42 target municipalities focused on two key areas to improve the Municipal Water and Sanitation Offices’ performance against the DEMIN: 1) Institutional Strengthening and 2) Planning. Relevant advances in these areas are described below.
Institutional Strengthening: During the reporting period, project municipalities developed essential documents in municipal water resource management, including:
o Three municipalities98 updated their Municipal Regulation for Water Service Provision, which establishes basic principles for quality water service provision and describes the rights and responsibilities of water service users and the municipality. These regulations will be presented to the Municipal Administrative Council for approval99. o The OMAS of three municipalities100 updated their municipal database of water service users for informing next steps of revenue collection using GIS mapping. o In three municipalities101 the OMAS developed their positions and functions manuals and internal regulations, these administrative documents help OMAS improve their internal functioning.
Planning: This quarter, Nexos Locales assisted seven municipalities102 in developing 16 new tools to improve OMAS performance against DEMIN indicators. These include: Water Communications Plan, Spring Protection Plan, Water Quality Monitoring Plan, and Water Meter Update Plans. The plans also serve as supporting documents for OMAS Annual Operative Plans (POAs).
In the municipality of Totonicapán, located in the department of Totonicapán, the project provided Photo 8: OMAS technician in Totonicapán, Totonicapán works with USAID Nexos Locales’ staff to draft the Water Public Policy.
98 Huehuetenango: 1) Chiantla; 2) La Libertad; San Marcos: 3) San Miguel Ixtahuacán. 99 The Municipal Regulation for Water Service Provision in San Miguel Ixtahuacán is not tied to the Citizen Charter process; this action is part of the activities carried to advance the OMAS against DEMIN indicators. 100 Huehuetenango: 1) La Libertad; Quiche: 2) Chichicastenango; San Marcos: 3) San Pablo. 101 Huehuetenango: 1) Chiantla; 2) Malacatancito; Quiché: 3) San Bartolomé Jocotenango. 102 Huehuetenango: 1) San Sebastián Coatán; 2) San Miguel Acatán; 3) San Sebastián Huehuetenango; Quiché: 4) Zacualpa; San Marcos: 5) San Pablo; 6) San Miguel Ixtahuacán; 7) San José el Rodeo.
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technical support to develop a Water Public Policy. Being one of the largest departmental capitals in the Western Highlands, the OMAS in Totonicapán provides water service provision to approximately 24,175 registered users in the municipal urban center. Guided by the project-developed Water Sustainability Plan, local authorities identified the need to establish a formal policy to integrate strategic investment actions outlined in the sustainability plan to ensure quality water service provision. By developing a water public policy the municipality is standardizing how it implements actions from project-developed plans and practices related to water quality monitoring and service provision.
Sub-Activity Y5 3.2.2. Implementation of Strategic Investment Plans: In Q21, Nexos Locales supported the implementation of Strategic Water Investment Plans (developed in Years 2 through 4) in 41 project municipalities103 in the following areas:
Water Quality Monitoring: During the reporting period, Nexos Locales completed its second round of annual water quality monitoring tests in 41 municipalities104. These tests are completed twice annually to inform the DEMIN performance dashboards. The water quality tests demonstrate whether municipalities are meeting Ministry of Healthy safety standards for water quality and use of chlorination. The project is pleased to report 31 municipalities105 passed the tests, complying with safe water quality standards. To date, project inputs have more than tripled, over baseline, the number of Photo 9: OMAS staff in La Libertad, Huehuetenango, performs a water monitoring test in a distribution system. municipalities providing safe water to their citizens.
Infrastructure: In Q21, guided by the project- developed Strategic Water Investment Plans, four municipalities106invested a total of Q 995,350.00 (US$130,967.10) to upgrade or develop their water systems in the municipal urban center. These actions will benefit an estimated total of 180,276 people.
Photo 10: OMAS staff in La Libertad, Huehuetenango, installing and elaborating water chlorinators.
103 Excluding: 1) Santa Lucia la Reforma, Totonicapán; 2) San Juan Atitán, Huehuetenango; and 3) San Bartolomé Jocotenango. 104Excluding: 1) San Juan Atitán, Huehuetenango; and 2) Malacatancito; Huehuetenango and 3) Santa Lucia la Reforma, Totonicapán. 105 Huehuetenango: 1) Cuilco; 2) San Ildefonso Ixtahuacán; 3) San Sebastián Huehuetenango; 4) Huehuetenango; 5) La Democracia; 6) La Libertad; 7) San Pedro Necta; 8) San Antonio Huista; 9) Jacaltenango; 10) Concepción Huista; 11) San Miguel Acatán; 12) Chiantla; 13) Barillas; 14) San Sebastián Coatán; Totonicapán: 15) Totonicapán; Quetzaltenango: 16) Concepción Chiquirichapa; San Marcos: 17) San Rafael Pie de la Cuesta; 18) San Pablo; 19) Tacaná; 20) Concepción Tutuapa; 21) San Miguel Ixtahuacán; 22) San Marcos; Quiché: 23) Santa Cruz del Quiché; 24) Chichicastenango; 25) Zacualpa; 26) San Andrés Sajcabajá; 27) Sacapulas; 28) Santa María Nebaj; 29) Cunén; 30) San Juan Cotzal; and 31) San Bartolomé Jocotenango. 106 Huehuetenango: 1)Malacatancito; 2) La Libertad; Quiché: 3) Chajul; Totonicapán: 4) Totonicapán.
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Table 6- Water Infrastructure Investment in Q21
Municipality Project Municipal Municipal Number of Investment Investment (USD) Beneficiaries Construction of Malacatancito, new distribution Q 538,000.00 $ 70,789.47 20,000 people Huehuetenango tank La Libertad, Installation of 10 Q 4,000.00 $ 526.31 10,000 people Huehuetenango chlorinators Construction of Chajul, Quiché Q 25,000.00 $ 3,289.47 5,226 people sand filter Reconstruction of Totonicapán, 11 spring water Q 428,350.00 $ 56,361.84 145,050 people Totonicapán collection boxes Totals Q 995,350.00 $ 130,967.10 180,276 people
Nexos Locales provided ad-hoc assistance in the municipality of Malacatancito due to a persistent fluoride water contamination issue. The project’s technicians worked diligently with water officials to perform constant maintenance to the municipal urban water system and found that a water well, connected to more than 50% of the distribution system, was the root cause of the high fluoride contamination levels in the water system. Almost immediately, the municipality agreed to invest in the construction of a new distribution tank to eradicate fluoride contamination levels in water supply.
o Environmental Management: The municipalities of San Bartolomé Jocotenango, Quiché and San Miguel Ixtahuacán, San Marcos implemented actions derived from their Water Investment Plans directed at protecting natural springs, specifically to eliminate clandestine and illegal garbage dumps located near water springs. These efforts were coordinated with the COFETARNs as a means of integrating project interventions, particularly to showcase how environmental management, nutrition, and economic development are impacted—positively or negatively—by water quality and will benefit an estimated total of 7,730 people.
In four municipalities107 project water technicians coordinated with the Municipal Forestry Offices to complete twenty water system maps for the urban center, including hydrological capture basins. These maps provide municipalities with a clear visualization of water system components to perform effective municipal investments and identify areas where reforestation actions have greater impact.
Sub-Activity Y5 3.2.3. Further Disseminate Water Messages: During the reporting period, 24 municipalities108 continued disseminating the Nexos Locales-developed radio spots to promote the health benefits of water chlorination and to sensitize citizens on the importance of paying municipal water service fees. Over the course of Year 5, municipalities have developed innovative, low-cost methods of broadcasting the spots, ranging from local radio stations to COMUSAN workshops to COMUDE meetings.
107 Huehuetenango: 1) La Democracia; 2) La Libertad; 3) Barillas; San Marcos: 4) San José el Rodeo. 108 Huehuetenango: 1) Concepción Huista; 2) Jacaltenango; 3) San Pedro Necta; 4) San Ildefonso Ixtahuacán, 5) Cuilco; 6) Barillas; 7) San Sebastián Coatán; Quiché: 8) Chichicastenango; 9) Zacualpa; 10) Santa María Nebaj; 11) San Juan Cotzal; 12) San Miguel Uspantán; 13) San Andrés Sajcabajá; 14) Santa Cruz del Quiché; San Marcos: 15) San José el Rodeo; 16) San Rafael Pie de la Cuesta; 17) Nuevo Progreso; 18) San Marcos; 19) Concepción Tutuapa; 20) San Lorenzo; 21) Comitancillo; 22) Sibinal; 23) Tacaná; and 24) Tajumulco.
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Activity 3.3—Assist municipalities with the development of watershed management and protection plans and train them on plan implementation.
See sub-activity Y5 5.4.1 for more details.
NEXT STEPS Nexos Locales strengthens municipal capacity in managing and administering safe water to its citizens. This requires planning development and allocation of municipal resources to improve infrastructure, develop strategies for watershed management, implement actions from the strategic water investment plans, and identify strategies for increased revenue generation for improved service delivery in providing safe water. As such in Year 6, activities in Result 3 have been prioritized under the project’s contingency strategy as part of its approach to increasing own source revenue generation through the use of GIS technology and mobile technology (water meter app). By improving water quality and enhancing service delivery to its citizens, Result 3 will contribute to improved local economic conditions, health and nutrition, while strengthening citizen confidence in municipal service provision.
During the next quarter, Nexos Locales’ principal activities in the 15 selected municipalities to receive full technical assistance packages for this Result will include:
Ongoing technical assistance to strengthen OMAS’ performance against the DEMIN (Sub-activity Y6 3.2.1). Ongoing technical support as municipalities continue to implement their Strategic Water Investment Plans (Sub-Activity Y6 3.2.2). Continuous project technical assistance for the re-broadcasting of water messages through low- cost means in project municipalities (Sub-Activity Y6 3.2.3). Nexos Locales will provide technical assistance to implement the developed watershed plan for the micro-watershed shared between Sibinal and Tacaná in the department of San Marcos (Sub- Activity Y6 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 expand advocacy efforts towards inclusive development conditions. Correspondingly, the OMDELs and COFETARNs have increased their competencies to support the implementation of LED actions that result in greater economic opportunities.
KEY ACHIEVEMENTS OF THE 21ST QUARTER
The municipality of Concepción Tutuapa established the Municipal Office for Economic Development (OMDEL). The OMDEL will coordinate with the COFETARN to implement key LED actions from the project-developed local economic development plan (Sub-activity 4.3.1). Three municipalities109 successfully implemented actions from their Local Economic Development plan, funding a total of Q 204,975.00 (USD 26,970.40) in activities focused on income- or employment-generating activities (Sub-activity 4.3.1).
109 Huehuetenango: 1) Barillas; Quiché: 2) Santa María Nebaj; and San Marcos: 3) Sibinal.
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EARLIER YEAR 5 ACHIEVEMENTS Guided by the DMM strategies, USD 876,214.00 of women-centered projects were approved this quarter in 17 municipalities110 through 24 SNIP codes. The registration of the projects in the National Public Investment System (SNIP) ensures projects will receive municipal funding in 2019 (Sub-Activity Y5 4.1.1.). On May 13, 2019, Nexos Locales signed an agreement with Helvetas, Swiss Intercooperation through the Prodert Ixoquib’ project. The agreement aligns actions to increase impact in local economic development. The Prodert Ixoquib’ project will, based on identified economic development activities in the Nexos Locales-developed LED plans, finance project initiatives for small-scale producers. With municipal governments and communities acting as counterparts within Helvetas’ financial investment approach. Currently, eleven municipalities111 in five departments receive support from both projects and the agreement aligns actions to increase impact in local economic development (Sub-activity Y5 4.3.2). In Q19, the project developed and installed a DMM calendar (known as DMM Pro) in 43 municipalities to increase programming efficiency and guide DMM directors to break down larger POA actions into smaller, more detailed steps (Sub-Activity Y5 4.1.1.). All 15 Local Economic Development/Climate Change Adaptation diagnostics and plans (as a segment of SEGEPLAN’s PDM-POT plans) were completed. These plans outline specific actions and investments required by the municipality to increase economic opportunities and climate change resiliency (Sub-Activity Y5 4.3.1.). The SAN Situation Room tool was completed, which is a cost-effective method designed to direct the implementation of municipal food security rooms to increase food security and nutrition monitoring at the municipal level. With support from Nexos Locales, SESAN developed a complementary guide which outlines four key phases for implementation. SESAN is using the tool and guide in all 340 municipalities. (Sub-Activity Y5 4.2.1.).
ACTIVITIES/WORK PROGRESS
Below are brief descriptions of specific activities implemented during the twenty-first 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 Y5 4.1.1. Follow-on TA for DMMs: This quarter, technical assistance to the DMMs emphasized the elaboration of Annual Operative Plans (POAs) and the development of project proposals for 2020 funding. The project stressed the importance of coordinating with women’s networks to expand advocacy efforts for addressing women’s needs at the municipal level. The following examples highlight the strategic joint collaboration between Municipal Women’s Directorates and women’s networks:
110 Quiche: 1) San Juan Cotzal; 2) Cunen; 3) Chajul; 4) Nebaj; 5) San Bartolomé Jocotenango; 6) Zacualpa; 7) Sacapulas; 8) San Andrés Sajcabajá; 9) Santa Cruz del Quiche; Huehuetenango: 10) Barillas; 11) Todos Santos Cuchumatán; 12) Concepción Huista. San Marcos: 13) San Marcos; 14) Sibinal; 15) Comitancillo; 16) San Lorenzo; and Quetzaltenango: 17) Concepción Chiquirichapa. 111 Huehuetenango: 1) San Miguel Acatan; 2) Todos Santos Cuchumatan; 3) Chiantla; Quiche: 4) Cunen; 5) Sacapulas; 6) Uspantan; Totonicapan: 7) Totonicapan; San Marcos: 8) San Miguel Ixtahuacan; 9) Tacana; 10) Concepcion Tutuapa; and Quetzaltenango: 11) Concepcion Chiquirichapa.
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Todos Santos, Huehuetenango: During the reporting period, the Municipal Women’s Network coordinated with the DMM to present their prioritized project to local authorities seeking Q 21,000.00 (USD 2,763.16) in municipal funding. The joint project includes workshops to women on how to increase the market value of their indigenous textiles by transforming them into other products, such as bags, pillow covers and various decorative accessories. The Municipal Administrative Council committed verbally to evaluate the proposal for its inclusion in the municipality’s general budget for the 2020 fiscal year.
Photo 11: DMM Director in Todos Santos, Huehuetenango receiving technical Zacualpa, Quiché: The DMM collaborated assistance to develop joint women-centered projects with the Municipal Women’s Network with the women’s network to present a fruit tree project proposal to local authorities, which seeks Q100,200.00 (USD13,184.21) to distribute fruit trees to approximately 200 women from 7 different communities in Zacualpa. With Nexos Locales support, the DMM worked to incorporate food security and nutrition objectives to the project proposal. Municipal officials received the proposal and will assess the presented initiative to include in the 2020 budget.
Activity 4.2—Coordinate with municipalities to establish and operate food security situation rooms
Sub-Activity Y5 4.2.1. TA for Establishment and Implementation of the SAN Situation Rooms: In Q21, the SESAN working group, comprised of representatives Photo 12: DMM and Women’s Network in Zacualpa, Quiché, from Nexos Locales, SESAN, Biodiversity, Acción developing project proposals for 2020. Contra el Hambre (ACH), the Tropical Agricultural Research and Higher Education Center (CATIE) and AGROCLIMA-International Center for Tropical Agriculture (CIAT), held departmental meetings to discuss progress in the implementation of the municipal food security situation rooms (Salas SAN). During the meetings, participants drafted strategies to address the implementation of the Situation Rooms at a departmental level. The working group identified some areas of opportunity in established data collection processes and ranges of food security (phase 2 of the implementation); to address this issue the group has begun to coordinate with the Ministry of Health to inform food security data in the situation rooms’ online platform112. In the upcoming quarter, Nexos Locales technical staff will attend departmental meetings to provide follow-on assistance in situation rooms’ implementation process.
112 Early in 2019, SESAN launched the online Situation Rooms platform and the guide for the implementation of Food Security Situation Rooms. Through the online platform, COMUSANs can monitor and address the ranges of food security in the municipality.
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Activity 4.3—Help municipalities develop LED plans.
Sub-Activity Y5 4.3.1. Implementation of LED Plans and Policies: This quarter, Nexos Locales provided technical assistance to the Municipal Local Economic Development Offices (OMDELs) and the Commissions for Economic Development (COFETARN) emphasizing methods to improve performance against the DEMIN.
LED Plan Actions completed this quarter include the following:
Sibinal, San Marcos: In Q21, as part of the implementation of the project- developed LED plan, the municipality of Sibinal invested Q 89,900.00 (USD11,828.95) through the donation of 9.5 hectares of land for coffee production to small-scale producers. Nexos Locales provided technical support on good agricultural practices for coffee production to around 40 producers that benefitted from the donation. ANACAFE supported this action with an in-kind donation of their own ANACAFE14 coffee beans. Technical assistance will continue through the COFETARN as producers care for their crops and develop commercialization strategies in anticipation of their first harvest.
Nebaj, Quiché: This quarter, the Photo 13: Coffee producers in Sibinal, San Marcos, learning about coffee plantation best municipality of Nebaj successfully practices. implemented two actions from its Local Economic Development plan. The LED plan, developed with Nexos Locales’ support, identified agricultural production and poultry farming as potential activities to stimulate the local economy. The Municipal Office for Economic Development and Environment (OMDELMA) coordinated the donation of 820 broiler chickens to approximately 31 families in the communities of Tzicorral, La Laguna, Las Violetas, Cocop, Río Azul and Xecoxo. In total, the municipality allocated Q 25,000.00 (USD 3,289.47) funds while the project provided poultry-keeping technical assistance to beneficiary families.
The OMDELMA also coordinated the donation of 1,515 fruit trees to 71 families in the communities of La Pista, Salquil Grande, Xepium, Pulay, Chuché, Las Flores Turansa and Tzijulchee, for a total of Q27,500.00 (USD 3,618.42) in municipal funding. Nexos Locales provided Photo 14: Poultry-keeping coop in Nebaj, Quiché. assistance to the beneficiary families during the
Page 64 of 138 tree plantation process implementing an agro-forestry planting approach to ensure fruit trees also contribute to forest cover. Overall, 510 people are benefiting from these actions.
Barillas, Huehuetenango: In Q21, the municipality allocated Q62, 575.00 (USD 8,891.45) to promote Río El Jordan113 (El Jordan River) as a main touristic destination. The funds will be used to improve access to the area, build small cabins for tourist accommodation, and create promotional materials. Nexos Locales worked with members of the COFETARN to develop this project proposal guided by the LED plan, technical support will be provided as the COFETARN works to elaborate publicity strategies for the touristic destination. Photo 15: Members of the COFETARN in Barillas, Huehuetenango, touring Concepción Tutuapa, San Marcos: This around El Jordan River. quarter, the municipality of Concepción Tutuapa established the Municipal Office for Economic Development (OMDEL). The OMDEL has a coordinator and an assigned budget to begin operations, and will begin to coordinate with the COFETARN to implement key LED actions from the project- developed local economic development plan.
Additionally, Nexos Locales collaborated with key national level entities including the Social Development Ministry (MIDES) and the National Competitivity Program of Guatemala (PRONACOM) to organize training sessions for small-scale producers in four municipalities114, focusing on product transformation, good agricultural practices and expanded market opportunities. By improving their technical capacities, local producers are better situated to increase their products’ market value and capture municipal investments directed towards enhancing economic opportunities. When municipal governments invest in their own needs, they can successfully tackle their own development challenges and reduce the population’s need to migrate elsewhere, thus leading the way to become more self- reliant.
Sub-Activity Y5 4.3.2. STTA in Public-Private Partnerships: Following the signature of the cooperation agreement between Nexos Locales and the Helvetas’ Rural Economic Development Project (PRODERT Ixoqib’) in Q20, the Result 4 Technical Specialist developed a training session for Helvetas technicians. The training session sought to share with PRODERT an in-depth overview of the project-developed LED plans and policies to direct PRODERT’s financial investments towards identified potential economic activities in the 11 municipalities115 that receive investments from both projects. In the upcoming quarter, the project and Helvetas will seek to leverage resources to increase impact in local economic development in prioritized municipalities.
113 Located within a short ride from Barillas’ urban center at El Jordan village, El Jordan (Boquerón del Rio El Jordan) is an exotic turquoise water river surrounded by astonishing natural landscapes. 114 Huehuetenango: 1) San Sebastián Huehuetenango; Quiché: 2) Zacualpa; 3) San Bartolomé Jocotenango; and San Marcos: 3) Comitancillo. 115 Huehuetenango: 1) San Miguel Acatan; 2) Todos Santos Cuchumatán; 3) Chiantla; Quiche: 4) Cunen; 5) Sacapulas; 6) Uspantán; Totonicapán: 7) Totonicapán; San Marcos: 8) San Miguel Ixtahuacán; 9) Tacana; 10) Concepción Tutuapa; and Quetzaltenango: 11) Concepción Chiquirichapa.
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Activity 4.4—Coordinate with other USAID implementing partners to support access to basic municipal services for small-scale producers and their associations.
See Activity 4.3
NEXT STEPS In Year 6, local economic development and the implementation of DMM strategies will play a heightened role under the contingency strategy in addressing lack of economic opportunity. By increasing own source revenue through Result 1 activities, municipalities will be better positioned to fund actions that lead to income- or employment-generating activities in their municipalities. Food security and nutrition initiatives will be strong considerations in these actions, with youth, women, and indigenous being primary beneficiary groups.
During the next quarter, Nexos Locales’ principal activities for this Result will include:
Ongoing TA to increase DMMs’ institutional capacities, develop 2020 POAs and securing municipal funding for project proposals through the National Public Investment System (SNIP) (Sub-Activity Y6 4.1.1.). Nexos Locales will continue to provide follow-up technical assistance in the implementation of the food security situational rooms (Sub-activity Y6 4.2.1) The project will provide continued TA to OMDELs and COFETARNs as they implement the Local Economic Development Plans (Sub-Activity Y6 4.3.1.).
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RESULT 5: MUNICIPAL PLANS ESTABLISHED TO REDUCE CLIMATE CHANGE VULNERABILITY AND TECHNICAL ASSISTANCE PROVIDED FOR IMPLEMENTATION OF PLANS.
Background: Nexos Locales is employing an awareness-capacity-action framework to reduce climate change vulnerability. At the municipal level, Nexos Locales: 1) builds municipalities’ knowledge of climate stressors and of adaptation measures (awareness); 2) improves municipalities’ ability to select and prioritize adaptation measures, mobilize resources—own-source revenues, donor, national, or otherwise—to implement adaptation measures, and manage disaster risk (capacity); and 3) helps municipalities develop and implement adaptation plans—whether standalone or integrated into municipal development plans (action). At the community level, Nexos Locales: 1) improves citizen knowledge of climate stressors (awareness); and 2) increases community groups’ ability to contribute in a collaborative fashion to municipal planning processes on the topic of climate change (capacity). Because there is a direct and significant link between this result and Result 4, Result 5 activities support, either directly or indirectly, the achievement of Result 4.
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.
KEY ACHIEVEMENTS IN THE 21ST QUARTER
Three municipalities116 developed and approved their environmental policies as a result of the implementation of their Climate Change Adaptation Plans. These policies permit the sustainability of strategic actions from the CCA Plans and project interventions to promote climate change resiliency at the municipal level (Sub-activity Y5 5.3.1). Two municipalities117 worked to improve their municipal solid waste management service allocating a budget of Q73,601.00 (USD 9,684.34) (Sub-activity Y5 5.3.1).
EARLIER YEAR 5 ACHIEVEMENTS
In Q20, 19 municipalities118 completed reforestation actions from their Municipal Climate Change Adaptation Plans119, planting 230,840 trees on 169.2 hectares to reduce the adverse impacts of climate change (Sub-Activity Y5 5.3.1.).
116 Huehuetenango: 1) San Juan Atitán; San Marcos: 2) Sibinal; and 3) Tacaná. 117 Huehuetenango: 1) Barillas; and Quiché: 2) Santa Cruz del Quiché. 118 Huehuetenango: 1) Chiantla; 2) Concepción Huista; 3) San Sebastián Coatán; 4) La Libertad; 5) Huehuetenango; 6) Cuilco; 7) San Sebastián Huehuetenango; 8) Jacaltenango; 9) San Pedro Necta; 10) Todos Santos Cuchumatán; Quiche: 11) Santa Cruz del Quiche; 12) Chichicastenango; 13) San Bartolomé Jocotenango; 14) San Andrés Sajcabajá; 15) Zacualpa; San Marcos: 16) Tacana; 17) Sibinal; 18) San Marcos; and 19) Comitancillo.
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All 15 Local Economic Development/Climate Change Adaptation diagnostics and plans (as a segment of SEGEPLAN’s PDM-POT plans) were completed. These plans outline specific actions and investments required by the municipality to increase economic opportunities and climate change resiliency. (Sub-Activity Y5 5.3.1.).
ACTIVITIES/WORK PROGRESS
Below are brief descriptions of specific activities implemented during the twenty-first quarter for Result 5.
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.
Activity 5.2—Build the capacity of municipalities to assess vulnerabilities to climate change, prioritize climate change adaptation measures, mobilize resources, and respond to emergencies.
As mentioned under Sub-Activity Y5 4.3.1., this activity contributes to the development of PDM-POT plans developed in the new municipalities. The Local Economic Development/Climate Change Adaptation (LED-CCA) plans were developed as part of the PDM-POT process in support of SEGEPLAN’s national development strategy to align municipal planning with the country’s National Development Plan and the Sustainable Development Goals for 2030 as a means of delineating strategic development priorities which can be translated into cost-effective local interventions. Through the elaboration and integration of the LED-ACC plans into the PDM-POT alignment process, SEGEPLAN is able to visualize specific actions and investments required by municipal governments to increase economic opportunities and climate change resiliency.
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 Y5 5.3.1. Implementation of Adaptation Plans: Nexos Locales provided technical assistance to the Commissions for Economic Development (COFETARN) to advance in the implementation of the Climate Change Adaptation (CCA) Plans in the 43 project municipalities and also improve performance against the DEMIN indicators.
Photo 16: City council members in San Juan Atitán, Huehuetenango, during the CCA Plan Actions completed this quarter presentation of the Environmental Public Policy. include the following:
119 The Municipal Climate Change Adaptation Plans are the same mentioned in Q18, the seven are of the total 43. All municipalities are working to complete actions and the project will report actions as they are completed.
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Environmental Public Policies: During the reporting period, three municipalities120 developed and approved their environmental policies as a result of the implementation of their Climate Change Adaptation Plans. The policies emphasize strategic working areas such as: forest land management, springs conservation, and pollution reduction to improve environmental conditions in the municipalities.
Improved Solid Waste Management Service: In Q21, two municipalities worked to improve their municipal solid waste management service. In the municipality of Santa Cruz del Quiché, located in the department of Quiché, the COFETARN received project technical assistance to update the municipal regulation for solid waste management and present it to the COMUDE for approval. Local authorities in the municipality of Barillas, located in the department of Huehuetenango, allocated a budget of Q73,601.00 (US$9,684.34) to conduct a feasibility study to determine the most effective approach for solid waste management in the urban center.
Photo 17: COFETARN and City council members in Santa Cruz del Quiché, Quiché, attending the solid waste management regulation presentation.
Reforestation Efforts: Three municipalities121 implemented reforestation actions from their CCA plans. Through the COFETARNs, municipal governments provided a total of 2,675 tree samplings from different species including: pine and cypress trees. The COFETARNs coordinated with different volunteer organizations and local schools to plant the tree samplings in strategic areas to increment forest cover and protect springs. Overall, approximately 350 people participated from the reforestation actions.
Sub-Activity Y5 5.3.2 Implementation of Watershed Management Plans: In accordance to the Contracting Officer’s Representative (COR) technical concurrence to Work Plan Action Memo (WPAM) request #208, this sub-activity was eliminated from Year 5 work plan.
120 Huehuetenango: 1) San Juan Atitán; San Marcos: 2) Sibinal; and 3) Tacaná. 121 Huehuetenango: 1) San Pedro Necta; Quiché: 2) Chichicastenango; 3) San Andrés Sajcabajá.
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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.
NEXT STEPS
Pursuant to the project’s contingency strategy, there will be no specific activities planned under Result 5; however, Nexos Locales will continue to integrate environmental actions and climate change adaptation measures into the implementation of project-developed LED plans as a means of creating sustainable development conditions.
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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.
KEY ACHIEVEMENTS IN THE 21ST QUARTER
The Municipal Affairs Commission of the Guatemalan National Congress signed a favorable decision (Dictámen favorable) of the Career Municipal Service Bill. Upon its passage, the Career Municipal Service Law will be enacted in 340 municipalities, directly benefiting an estimated 12,240 municipal employees. ANAM completed the production of 50 online training videos for municipal management, which serve to modernize capacity strengthening in municipalities by making available, at an employee’s convenience, training material for improved job functions and expanded technical knowledge.
EARLIER YEAR 5 ACHIEVEMENTS
Four Indigenous Advisory Councils (CAIs)122 have been accredited with voice and vote in the COMUDE (Sub-Activity Y5 6.1.6.). Nexos Locales established 29 Municipal Human Resources Offices (OMRRHH) and strengthened 12 already existing OMRRHHs. The establishment and strengthening of these offices is complementary to the project’s strategy for strengthened municipal management and administrative capacities. A fully functioning OMRRHH is essential to the successful implementation of the Career Service Law, once passed, and the utilization of the online training material as a key tool for public servants’ capacity building (Sub-Activity Y5 6.1.5.). Update of the ANAM online municipal toolbox which contains Nexos Locales-developed tools that are publically accessible to all 340 municipalities (Sub-Activity Y5 6.1.3).
122 Huehuetenango: 1) Concepción Huista; Quiche: 2) San Gaspar Chajul; 3) Sacapulas; and 4) San Pedro Jocopilas.
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ACTIVITIES/WORK PROGRESS
Below are brief descriptions of specific activities implemented during the twenty-first quarter for Result 6.
Activity 6.1—Deliver technical assistance and training to ANAM and AGAAI to improve their service provision and ability to advocate on the topics of crime prevention, food security, health, DRR, and climate change vulnerability reduction.
Sub-Activity Y5 6.1.1. Development of Online Training Materials for Municipal Management: In Q21, ANAM completed the second round of 25 videos, including 21informative capsules and 4 tutorials. On August, 1st, 2019, ANAM hosted a pre-launch event of the online material for incumbent and elected municipal administrations. During the pre-launch, participants had the opportunity to familiarize with the online training material for municipal management. In October 2019, ANAM will officially launch the 50 online training videos in a public event that will be attended by personnel from the National Institute for Municipal Strengthening (INFOM), the Presidential Executive Coordination Secretariat (SCEP), municipal officials and other relevant Guatemalan government institutions. In the public launch event123, attendees will have access to the online catalog of all 50 videos via ANAM’s YouTube channel. The online training videos modernize municipal capacity strengthening by making available, at an employee’s convenience, training material for improved job functions and technical knowledge in prioritized municipal management areas; the training material will also serve as a key element during the electoral transition period as new administrations begin to have grasp on their day-to-day responsibilities.
Photo 19: Footage of the instructional video for the Municipal Photo 18: Footage of the informative capsule developed by ANAM titled: Women’s Directorate developed by ANAM. The Municipality, which explains all municipal responsibilities.
Sub-Activity Y5 6.1.2. Implementation of the AGAAI TA Plans: AGAAI has not expressed any current need for institutional strengthening from the Nexos Locales developed technical assistance plan. TA under the Y5WP has concluded. In Year 6, the project will hold meetings with the new authorities and key personnel in AGAAI to present project achievements and approved work plan activities with the goal of establishing collaboration terms and seek the renewal of its Memorandum of Understanding (MoU) with AGAAI focusing on promoting meaningful indigenous representation in the COMUDEs.
Sub-Activity Y5 6.1.3. Best Practices Workshops: This sub-activity is being implemented through Sub-Activity Y5 6.1.1. In Year 4, Nexos Locales began to coordinate with ANAM to develop an online municipal toolbox, available at http://anam.org.gt/cajadeherramientas/. The toolbox now contains 24 Nexos Locales-developed tools that are publically accessible to local governments, CSOs and the general population. The project also created a clear line of communication with ANAM to streamline the
123 Per USAID’s response to a marking exception request (#LGP-81) Nexos Locales will not develop promotional material for the public launch event ANAM will host in October, 2019.
Page 72 of 138 process of passing along these documents and tools for upload onto the ANAM toolbox. In Q21, other USAID-funded projects requested to coordinate with Nexos Locales, to upload municipal management-related materials to ANAM’s online municipal toolbox as a means of further disseminating tools, guides, and manuals developed with USAID investments. The project began to process this request with ANAM and will inform on advances next quarter.
Sub-Activity Y5 6.1.4. Advocacy for Career Municipal Service: On August 28th, 2019 the Municipal Affairs Commission of the Guatemalan National Congress (CAM) signed a favorable decision (Dictámen favorable) of the Career Municipal Service Bill (#5478). This action signals support for the bill to enter its first debate session in the general assembly of the Guatemalan Congress. Following the favorable decision from the CAM, ANAM started to work with party leaders to schedule the bill’s first debate session in which the general assembly will learn about its content, intended purpose and
Photo 20: Members of the CAM signing the Career Municipal Service Bill legal framework (ordinary or constitutional). Next quarter, ANAM will continue to provide support and focus efforts in the bill’s passage as the debate session(s) take place.
Photo 21: Congressmen at a press conference presenting the Career Municipal Service Bill.
Sub-Activity Y5 6.1.5. TA for Establishment and Strengthening of municipal Human Resource Offices: During the reporting period, the OMRRHH developed the following manuals and guides to strengthen municipal human resources management competencies:
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o Eight OMRRHH management guides (with a focus on social and gender inclusion); o Ten OMRRHH procedural manuals; o Ten internal regulations on OMRRHH; o Ten OMRRHH organization and functions manuals; o Six performance evaluation manuals; o Four municipal employee training programs; and o Three municipal salary guides.
Further, in Q21, Nexos Locales disposed office equipment to 27 municipalities124 to operationalize their human resources office. The equipment included a computer with virus protection, office desk and chair, printer with ink, visitor chairs and filing cabinets. The project’s PFM technicians began to work with municipal inventory managers to ensure the timely entry of the equipment in the municipal inventory system.
Sub-Activity Y5 6.1.6. Strengthening Indigenous Authorities: This grant finalized its administrative processes in early Q19. The project does not have any additional actions with indigenous authorities planned for Year 5.
Internal Cultural Pertinence Committee: This quarter, Nexos Locales submitted the English version of its Cultural Pertinence Strategy to USAID for approval. This strategy document strengthens internal processes so that program and administration project activities are more culturally sensitive, accessible, and inclusive to indigenous peoples in Guatemala. Cultural pertinence is important for identifying those factors that have the ability to influence or determine—positively or negatively—the successes and failures of project actions. As such, in Q21, the internal cultural pertinence committee has actively engaged in the revision of project-developed materials and activities including the transparency apps promotional and instructional videos125, and the online training material for municipal management126 to assess the use of language, images and context. In the upcoming quarter, Nexos Locales will facilitate a cultural pertinence training for all project staff to instruct them on relevant laws pertaining to indigenous rights in municipal governance and the project’s overall strategy for cultural pertinence.
NEXT STEPS Nexos Locales has developed an 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. Year 6 actions to the ANAM will be guided by this integrated strategy. Additionally, Nexos Locales will continue to support the AGAAI in their efforts to strengthening the function of the Indigenous Advisory Councils (CAI), particularly in their accredited
124 Huehuetenango: 1)Huehuetenango; 2) Chiantla; 3) Malacatancito; 4) San Pedro Necta; 5) San Ildefonso Ixtahuacán; 6) La Libertad; 7) San Miguel Acatan; 8) Todos Santos; 9) San Juan Atitán; 10) San Sebastián Huehuetenango; 11) San Sebastián Coatán; 12) Barillas; Quiche: 13) Zacualpa; 14) Chichicastenango; 16) Cunen; 17) San Juan Cotzal; 18) Santa María Nebaj; 19) San Bartolomé Jocotenango; 20) San Andrés Sajcabajá; 21) Santa Cruz del Quiché San Marcos: 21)San Marcos; 22) Comitancillo; 23) San Miguel Ixtahuacán; 24) Concepción Tutuapa; 25) Tacana; 26) Tajumulco; and Totonicapán: 27) Totonicapán. 125 Per the internal committee’s revision, the promotional video of the transparency application MiSacapulas will be re-recorded in two Mayan languages (K’iche’ and Sacapulteko). 126 In accordance to the internal cultural pertinence committee’s recommendations, the 50 videos for online training have 27 different characters that represent the four indigenous groups in Guatemala: the Maya, the Garífuna, the Xinca, and the Ladino.
Page 74 of 138 participation in the COMUDEs, and to establish CAIs where none exist in prioritized municipalities within the scope of work of the project.
During the next quarter, Nexos Locales’ principal activities for this Result will include:
Nexos Locales will meet with the new administrations of ANAM and AGAAI to renew the Memorandums of Understanding (MoUs) with both associations. (Sub-activity Y6 6.1.1) ANAM will provide ongoing TA for OMRRHHs to advance their performance against the DEMIN. (Sub-activity Y6 6.1.5) ANAM will conduct a public launch event for all 50 videos (capsules and tutorials) on municipal management. (Sub-activity Y6 6.1.2)
ADDITIONAL ACTIVITIES
No additional activities occurred in Q21.
ALLIANCE FOR PROSPERITY REPORTING
USAID asks that Nexos Locales provide regular reporting on key elements of the Alliance for Prosperity (A4P). Relevant progress is described below in direct response to the areas of interest as indicated by USAID. i) Target municipalities' efforts to promote and support capacity building to better manage and implement public financial systems Over the course of Q21, Nexos Locales provided technical assistance support to municipal authorities to improve the management and implementation of their financial systems, key areas where the project assisted are:
Nexos Locales provided technical assistance to improve the management of financial systems associated with billing of water services in 12 municipalities127 using QuantumGIS (GIS open source software) to map water users and identify payment arrear levels. The payment arrears maps direct municipal efforts to develop and implement debt collection strategies in areas with elevated delinquency accounts. This gives municipalities a clear visualization of how increased municipal revenue can lead to reinvestments in water service provision and infrastructure maintenance. In Q21, the project worked with OMAS technicians in six municipalities128providing follow-up assistance in the implementation of the Water Meter Readings Smartphone Application. These municipalities are utilizing 21st century communications technology to bill for water services. Through the use of a smartphone application municipal water administrators are able digitally enter water meter usage, and, through a mobile printer, invoice households on-the-spot,
127 Quiché: 1) San Juan Cotzal; 2) Santa María Nebaj; 3) Uspantán; 4) Sacapulas; 5) Santo Tomas Chichicastenango; Quetzaltenango: 6) Concepción Chiquirichapa; San Marcos: 7) San Pablo; 8) San Rafael Pie de la Cuesta; 9) Nuevo Progreso; Huehuetenango: 10) Chiantla; 11) Cuilco; and 12) La Libertad.
128 Huehuetenango: 1) Chiantla; 2) La Libertad; Quiche: 3) Sacapulas; 4) Chichicastenango; 5) Santa Cruz del Quiche; and San Marcos: 6) San Rafael Pie de la Cuesta.
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resulting in more efficient water service billing and increased citizen confidence in service delivery. Technical assistance to strengthen the functionality of the Committee on Municipal Programming of Budget Execution and Finance (COPEP) to manage and monitor the use of municipal resources, and improve the process of budget authorizations for each municipal office. Nexos Locales provided technical support to develop and adapt the project-developed generic positions and inventory procedure manuals to fit each municipal context, thus improving the internal management of the DAFIMs in all 43 project municipalities. Additionally, the project assisted the financial directorates’ staff to update municipal taxpayer databases for water services, municipal fees and property tax (IUSI) in ServiciosGL. This quarter, 14 municipalities129 updated between 75% and 100% of their municipal water, service fees and property tax (IUSI) taxpayer databases in ServiciosGL. Keeping updated municipal databases is an essential step for municipalities to develop strategies in collecting municipal revenue for providing and improving upon municipal service provision. 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 43 municipalities to address the weaknesses of financial management systems—specifically strengthening legal, technical and administrative capacities- to improve the DAFIM’s performance against the DEMIN indicators. iii) Municipalities' efforts to promote and facilitate citizen participation, particularly in the decentralization process and in municipal projects
The following successes in Q21 exemplify the positive role citizen participation plays in creating inclusive municipal processes:
COMUDE: In Q21, project technical staff continued working with the prioritized COMUDE commissions in all 43 municipalities (Citizen Participation, Women and Youth, Municipal Commission for Economic Growth, Tourism, Environment, and Natural Resources [COFETARN], and COMUSAN). Technical assistance focused on the development of each of these commission’s Annual Operative Plan (POA) and project proposals to guide development actions in 2020. Accreditations: Through project assistance, this quarter, three women’s networks130 and two youth networks131 were accredited in the COMUDE with full voting participation. Coordination between OMJs and Youth Networks: Nexos Locales placed a strong emphasis in strengthening joint collaboration between municipal youth offices and youth networks as a means of enhancing youth capacities to better advocate for youth-centered project proposals and expand their participation in key decision-making spaces.
129 Huehuetenango: 1) Cuilco; 2) La Libertad; 3) Malacatancito; 4) San Miguel Acatan; Quetzaltenango: 5) Concepción Chiquirichapa; Quiche: 6) Zacualpa; 7) Sacapulas; 8) Uspantán; 9) San Andrés Sajcabajá; 10) Santa Cruz del Quiche; San Marcos: 11) San Lorenzo; 12) Nuevo Progreso; 13) San Pablo; and 14) San Rafael Pie de la Cuesta. 130 Quiché: 1) San Andrés Sajcabajá; 2) San Bartolomé Jocotenango; and Totonicapán: 3) Totonicapán. 131 Huehuetenango: 1) San Pedro Necta; and 2) San Miguel Acatán.
Page 76 of 138 iv) Efforts of COMUDEs and COCODEs, in target municipalities to address their constituents' needs
Over the life of the project, Nexos Locales has strengthened and expanded citizen participation in COMUDEs and COCODEs in its target municipalities. This investment builds COMUDEs and COCODE knowledge on the legal proceedings and requirements to formalize the integration of the COMUDE (including meeting notices, agenda formulation, act creation and accreditation of members). In Q21, as a result of the internal regulation assessment performed by project staff,132 Nexos Locales assisted municipalities in updating and refining their COMUDE internal regulations. By ensuring compliance with each COMUDE’s internal functioning, the COMUDEs will be better situated to respond to the needs of their constituents. v) Efforts of local civil society organizations to prepare, present, and/or advocate for the implementation of municipal development plans in target municipalities
As a key component to the project, Nexos Locales strengthens CSO capacity to advocate for their interests in the development and implementation of municipal development plans. The arenas for this advocacy are within both the COMUDE, specifically, and the municipality in general. As previously reported, Nexos Locales awarded three regional grants to provide TA to civil society organizations (CSOs) in 42 municipalities to develop and implement advocacy campaigns. The advocacy campaigns kick-started in Q19, concurrently with the 2019 electoral cycle. This quarter, 25 municipalities133 developed and presented project proposals in the City Councils and COMUDEs for consideration. These project proposals were centered in environmental management actions, local economic development and citizen participation. vi) Municipalities’ efforts to develop and implement migration prevention plans, as well as to engage the private and productive sectors to increase social and economic opportunities.
While to-this-date Nexos Locales has not directly assisted municipalities in developing and implementing migration prevention plans134, several program activity areas support specific demographics that are at a high risk for migrating by addressing local economic opportunities. Some examples are:
The project stressed the importance of coordinating DMMs and women’s networks efforts to address more efficiently the needs of women at the municipal level. Both the DMMs and women’s networks worked together to elaborate women-centered project proposals for 2020 funding. Nexos Locales’ Result 4 contributes to strengthening the local economic development in 43 municipalities through the implementation of the project-developed Local Economic Development (LED) municipal plans. The LED plans identify potential activities to stimulate economic opportunities. In Q21, as a part of the implementation of the LED plans, three municipalities135 allocated a total of a total of Q204,975.00 (US$26,970.40) to implement income -or employment- generating activities targeting small-scale producers.
132 In Q20, project technical staff completed an evaluation of the internal regulation of the COMUDEs. The evaluation found that 34 municipalities follow the regulation when implementing the COMUDE. 133 Huehuetenango: 1) San Ildefonso Ixtahuacán; 2) Jacaltenango; 3) San Pedro Necta; 4) Chiantla; 5) Barillas; 6) La Libertad; 7) San Juan Atitán; Quiché: 8) Chichicastenango; 9) San Juan Cotzal; 10) Cunén; 11) Sacapulas; 12) San Andrés Sajcabajá; 13) San Bartolomé Jocotenango; 14) Zacualpa; San Marcos: 15) Concepción Tutuapa; 16) San Marcos; 17) San Lorenzo; 18) San José el Rodeo; 19) San Rafael pie de la Cuesta; 20) Sibinal; 21) San Pablo; 22) Tacaná; 23) Tajumulco; 24) San Miguel Ixtahuacán; and Quetzaltenango; 25) San Juan Ostuncalco. 134 In Year 6, Nexos Locales will work with Mancomunidades and the ANAM to develop migration prevention strategies. 135 Huehuetenango: 1) Barillas;
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VI. DEMIN RESULTS
Nexos Locales developed the Integrated Municipal Performance Dashboard (DEMIN) as a tool to establish performance criteria pertaining to institutional strengthening in nine municipal entities. Through the DEMIN, the project is able to track cost-effective knowledge transfer to each of its municipal target beneficiaries. Beyond monitoring advances in municipal entities, the DEMIN outlines essential areas for institutional strengthening, including: Legal, Administrative and Technical. Specifically, for the OMAS, the DEMIN includes a fourth category to track Planning, which is designed to measure advances in the implementation of the Water Investment Plans. Each DEMIN tracks three performance categories to monitor advancements along a performance spectrum ranging from critical to high. In Year 4, Nexos Locales refined the DEMIN tool as the guiding mechanism to conduct project investments towards achieving a high level of performance in each institutional strengthening area. Aided by the technical log frames, the DEMINs direct project inputs to increase municipal capacities across nine target municipal entities.136
The DEMIN tool and the technical logs have been instrumental in delivering high-quality, high-value achievements under the Nexos Locales contract. In Year 5, the project is able to report the following positive results of institutional strengthening in 29 A4P municipalities137 under project coverage:
Overall Performance: The overall DEMIN scores from Year 4 (2018) showed an overall performance rate of 57% against the DEMIN performance indicators, with 22 municipalities138categorized as medium performers and 7 municipalities139 as low performers. In Year 5 (2019) the DEMIN scores showed a substantial growth over last year’s results, with an overall performance of 71%, with 13 municipalities140 categorized as high performers and 16141in the medium performance category. These results demonstrate a 17% performance increase in one year.
Quiché: 2) Santa María Nebaj; and San Marcos: 3) Sibinal.
136 1) Municipal Unit of Access to Public Information (UAIP); 2)Ministry of Finance’s Municipal Administration Office (DAFIM); 3) Municipal City Council (COMUDE); 4) Municipal Office of Youth (OMJ); 5) Municipal Office of Water and Sanitation (OMAS); 6) Municipal Directorate of Women’s Affairs (DMM); 7) Municipal Office of Local Economic Development (OMDEL); 8) Commission for Economic Development, Tourism, Environment and Natural Resources (COFETARN); and, 9)Municipal Office of Human Resources (OMRRHH) 137 Excluding Santa Lucía la Reforma, Totonicapán. 138 Huehuetenango: 1) Chiantla; 2) Barillas; 3) La Libertad; 4) Todos Santos; 5) San Sebastián Huehuetenango; 6) San Ildefonso Ixtahuacán; 7) San Sebastián Coatán; 8) San Miguel Acatán; Quiché: 9) Chichicastenango; 10) Nebaj; 11) Cotzal; 12) Cunén; 13) Chajul; 14) Zacualpa; 15) Santa Cruz del Quiché; 16) San Andrés Sajcabajá; San Marcos: 17) Tajumulco; 18) San Marcos; 19) Tacaná; 20) San Miguel Ixtahuacán, 21) Sibinal; and Totonicapán: 22) Totonicapán. 139 Huehuetenango: 1) Malacatancito; 2) San Juan Atitán; 3) San Pedro Necta; 4) Huehuetenango; Quiché: 5) San Bartolomé Jocotenango; San Marcos: 6) Comitancillo; and 7) Concepción Tutuapa. 140 Huehuetenango: 1) Chiantla; 2) Barillas; 3) San Sebastián Huehuetenango; 4) Todos Santos; 5) La Libertad; Quiché: 6) Chichicastenango; 7) Nebaj; 8) Cotzal; 9) Zacualpa; 10) San Andrés Sajcabajá; 11) Cunén; San Marcos: 12) San Miguel Ixtahuacán; and 13) Sibinal. 141 Huehuetenango: 1) San Juan Atitán; 2) San Sebastián Coatán; 3) San Ildefonso Ixtahuacán; 4) Malacatancito; 5) San Miguel Acatán; 6) San Pedro Necta; 7) Huehuetenango; Quiché: 8) San Bartolomé Jocotenango; 9) Chajul; 10) Santa Cruz del Quiché, San Marcos: 11) Concepción Tutuapa; 12) Tajumulco; 13) San Marcos; 14) Comitancillo; 15) Tacaná; and Totonicapán: 16) Totonicapán.
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Figure 1- Overall DEMIN results
Institutional Strengthening Areas: The DEMIN tool establishes performance indicators in three key areas (Legal, Administrative, and Technical) to ensure municipal entities comply with their mandate. To date, DEMIN scores show a rate of progress of 81% under the Legal category. Guaranteeing compliance with legal requirements is crucial to establish a solid foundation to technical and administrative capacity building in municipalities.
Individual Performance in Municipal Entities: Using the DEMIN tool, Nexos Locales provides individualized technical assistance to municipal entities according to their level of performance. In 2018, 44 out of 396 total municipal offices in the 44 project municipalities were ranked as high performing; while 71 municipal offices were categorized as low performing. The DEMIN scores for September 2019 show project inputs more than tripled the amount of municipal entities with a high level of performance (from 44 to 153).
The Year 5 DEMIN results also demonstrated that Nexos Locales’ targeted assistance was able to reduce 8 times the number of municipalities with a low performance against DEMIN indicators, going from 71 to only eight. Moreover, in a short span of four months (between May 2019 and September 2019) the following municipal entities reached a high-performance level against DEMIN indicators:
12 Public Information Units (UIP); 9 Municipal Financial Administration Directorates (DAFIM); 6 Municipal Development Councils (COMUDE); 10 Municipal Youth Offices (OMJ); 20 Municipal Water and Sanitation Offices (OMAS, or equivalent office); 10 Municipal Women’s Directorates (DMM);
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5 Municipal Offices of Local Economic Development (OMDEL); 6 Municipal Commissions for Economic Growth, Tourism, Environment and Natural Resources (COFETARN); and 17 Municipal Offices of Human Resources (OMRRHH).
Additionally, the municipal entities listed below reached a 100% performance rating against their DEMIN indicators during the quarter:
The UIPs from La Libertad, Huehuetenango; Cunén and Nebaj, Quiché. The OMAS in San Miguel Ixtahuacán and Tacaná, in San Marcos; and Zacualpa, Quiché The COFETARN in Tacaná. The OMRRHHs in San Miguel Ixtahuacán, San Marcos, Comitancillo, Concepción Tutuapa, and Tacaná in the department of San Marcos; Cunén Cotzal, Nebaj, San Andrés Sajcabajá, San Bartolomé Jocotenango, Santa Cruz del Quiché, in Quiché; and Totonicapán.
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VII. CROSS-CUTTING THEMES
Nexos Locales’ six result areas are supported by cross-cutting priority perspectives that ensure historical patterns of social exclusion in Guatemala do not undermine project activities, but rather, that traditionally marginalized groups, including women, young people, and indigenous communities, are provided safe and ample spaces to positively influence local economic and political decision-making. KEY ANNUAL ACHIEVEMENTS Nexos Locales developed a life-of-project cultural pertinence strategy that describes project actions to expand gains made in the Western Highlands by strengthening internal processes for increased collaboration with and by indigenous peoples so that program and administration activities are culturally pertinent, inclusive and sustainable. Support for the continued dissemination of water messages and radio spots on citizen responsibility to pay municipal fees in multiple Mayan languages and in Spanish to communicate the importance of paying municipal fees and the health benefits of chlorinating water for consumption. Messages were disseminated in all 43 municipalities following the municipal diffusion plan that outlined innovative, low-cost strategies for transmitting these messages. Implementation of gender-sensitive approaches in the delivery of technical assistance and workshops through the provision of on-site childcare services and transportation reimbursement to facilitate participation at Nexos Locales-funded events and activities held in urban centers. Flexibility when scheduling technical assistance sessions to accommodate the daily demands faced by women and youth (in some contexts, providing TA on the weekends).
ACTIVITIES/WORK PROGRESS
GENDER EQUITY AND SOCIAL INCLUSION The project reflects the cross-cutting nature of gender equality and its intersections with other areas of social inclusion—particularly youth and indigenous peoples—through the application of a social inclusion lens. This lens also includes other vulnerable and marginalized populations such as members of the LGBTI and disabled communities. The project considers how different roles and responsibilities of females and males might affect the project’s work, as well as take into account how males and females benefit differently from project activities.
To ensure that cultural sensitivities and gender roles do not result in conflict at the municipal level, especially considering the socio-political dynamics of the region, in Year 2, Nexos Locales contracted an international conflict mitigation expert to design and develop a conflict vulnerability matrix, which builds off the USAID Guatemala Conflict Vulnerability Assessment completed by Democracy International. This assessment was, and continues to be used, to inform program activities with an important conflict dimensional lens. The matrix recommends life-of-project activity considerations and captures cross- cutting considerations in youth, indigenous communities, and gender to anticipate and prevent possible tensions arising from change catalyst activities. The conflict matrix was used to inform the project’s
Page 81 of 138 contingency and cultural pertinence strategy, particular for activities surrounding inter-generational and intra-familial conflict and dialogue.
Childcare in Training/Workshops: Throughout the year, project grantees worked closely to establish the conditions required for maximum participation of women at Nexos Locales workshops and trainings. The absence of childcare is one of the biggest impediments to women participation at events held outside of their duty station or household. In response to this, Nexos Locales required in all of its grant applications and scopes of work, activity funding to be set aside for childcare services to guarantee the full participation of women. This strategy requirement was met with great enthusiasm and success by women participants and grantees.
Transportation reimbursement for civil society groups: Municipal governments, institutions, and CSOs have limited resources to invest in participant transportation costs for attending Nexos Locales hosted or funded events. Participants often pay out of pocket to attend trainings, workshops, seminars, etc. due to municipal mayors either choosing not to fund transportation or because of a lack of funds to do so. Alternatively, local CSOs, at times, only have enough funds to stay in operation, limiting their ability to invest in staff by sending them to trainings or workshops. These local constraints limit the attendance rate of participants targeted by Nexos Locales, thereby negatively reducing the impact of TA provided by the project in the six result areas of the contract.
To guarantee the participation of target beneficiaries from civil society at Nexos Locales hosted or funded activities, Nexos Locales reimbursed in full their transportation costs whenever distant travel was required. The staff and directors of the DMMs were also reimbursed for required travel, as the DMM is one of the least funded and resource-constrained local governance institutions in all of Guatemala. The participation of both DMMs and civil society groups in local governance is essential to equitable development in the region. Nexos Locales views the participation of these resource- constrained groups as vital in the achievement of civil society participation objectives laid out in the Nexos Locales contract.
Project Management: The Nexos Locales project places emphasis on gender equity and equal pay for equal work. The project strives to seek salary equity amongst its employees and consultants through the implementation of its local compensation plan, which establishes pay grades and pay ranges for each of the position categories of the project. Although salary history is a key factor in determining salary and rate negotiations, Nexos Locales recognizes the disadvantages many women or indigenous groups face in the country in terms of employment opportunities and fair compensation. Young professionals can also face barriers of entry to the workforce due the misperception that inexperience means poor performance. Further, due to the nature of the project’s work, and the incredible cultural diversity that exists in the Western Highlands, Nexos Locales has placed unprecedented emphasis on harnessing or building the talent of local consultants, including the project’s own long-term staff. Nexos Locales’ physical presence in the region has been able to effectively identify a range of consultants new to the USAID world, but deeply familiar with the local context.
The project’s emphasis on gender and social inclusion is incorporated into new staff/consultant orientations and procurement rules. Any and all new staff/consultants undergo an introduction to the project’s cross-cutting themes of gender equity & social inclusion, indigenous communities, and youth. These cross-cutting areas also form part of the interview process for all technical positions and are requirements in the submission of consultant work plans, including subcontractor and grantee work plans. Gender and social inclusion is a requirement in the development of all scopes of work produced by the project and published into solicitations of RFPs, RFQs, and RFAs. Lastly, as part of each project
Page 82 of 138 employee’s annual performance review, Nexos Locales staff are evaluated on their ability to effectively manage employee and partner relations, considering factors such as cultural diversity and gender.
INDIGENOUS PERSPECTIVES
Nexos Locales understands that development in the region cannot be achieved without the active, substantive, and meaningful participation of indigenous leaders and their populations so that benefits are enjoyed by all. For this reason, Nexos Locales ensures that indigenous considerations are woven into program design, implementation and monitoring and evaluation tools. Nexos Locales looks to bridge the gap between non-indigenous and indigenous authorities, while minimizing the constraints that have hindered indigenous participation in the past, such as language, transportation, and knowledge-transfer gaps.
Internal Cultural Pertinence Committee: Nexos Locales officially formed an internal cultural pertinence committee (Comité de Pertinencia Cultural) whose objective is to ensure the full integration and adaptation of cultural pertinence into program activity design and implementation. The committee is tasked with developing and recommending actions that can be taken to ensure indigenous perspective is incorporated into the development of technical manuals, reports, social messaging, and internal functions and trainings to project staff.
Cultural Pertinence Strategy: The project’s internal cultural pertinence committee developed a life-of- project cultural pertinence strategy that defines ways for continuous engagement with indigenous men, women, youth, elders, leaders and civil society by respecting their traditional and ancestral organization and communication mechanisms. The strategy recognizes the vital role that indigenous communities and authorities play to ensuring proportionate and equitable development in the Western Highlands. The project understands that Guatemala’s cultural diversity is a rich resource, which should be managed as an asset, and that by strengthening indigenous people’s active and meaningful participation in key municipal decision-making spaces, proportional development can be achieved while reducing the hopelessness that many indigenous peoples report feeling from a lack of economic opportunity and representation on key issues that affect their way of life.
Translation of Project Promotional Material: In Year 4, Nexos Locales produced a one-minute radio spot and a 30-second capsule in ten indigenous languages142 and in Spanish on citizen responsibilities to pay municipal fees. This followed the water messages produced in Year 2, in eight indigenous languages143. The increase in languages included in the radio spot production corresponds to the project municipality expansion (15 additional municipalities, totaling 44 under project coverage). In Year 5, the project developed three promotional videos for the Transparency Apps for the municipalities of Chiantla, Sacapulas and San Rafael Pie de la Cuesta. The promotional video for the app in Sacapulas (Mi Sacapulas) will be recorded in two Mayan languages144. By recognizing the unique linguistic makeup of each municipality, the project is ensuring proper and culturally sensitive messaging to achieve wider impact.
Indigenous Considerations in RFPs and RFAs: Nexos Locales includes in all of its requests for proposals (RFP) and requests for applications (RFA), requirements that proposed activities be aligned with Nexos Locales indigenous inclusion objectives. Where applicable, technical approaches for indigenous inclusion
142 1) Akateco; 2) Chuj; 3) Ixil; 4) K’iche’; 5) Mam; 6) Popti; 7) Q’anjobal; 8) Q’echi; 9) Sacapulteco; and 10) Uspanteco. 143 1) Ixil; 2) K’iche’; 3) Mam; 4) Popti; 5) Qanjob’al; 6) Queqchi; 7) Sacapulteco; and 8) Uspanteco. 144 K’iche’ and Sacapulteko
Page 83 of 138 are identified as appropriately weighted technical evaluation criterion addressing the inclusion considerations specified in the scope of work or program statement.
Staff Recruitment: The historic exclusion of indigenous communities from decision-making power over economic and social initiatives in the Western Highlands created a situation of significant distrust that can only be resolved through meaningful participation of indigenous groups in the development of the project. Where possible, Nexos Locales prioritizes the recruitment and selection of project staff who are from the areas where the technical requirement is needed. This is to ensure that languages barriers are broken down and sustainability through the work of local change agents is achieved.
YOUTH
Young people in Guatemala’s Western Highlands face an extremely challenging path to adulthood. Poor possibilities for vocational and higher education and a lack of entry-level employment contribute to crime, early childbearing, and migration, exacerbating cycles of poverty and family disintegration. Local political systems are largely closed to their inputs, excluding youth from decision-making roles in their communities. With half of Guatemala’s population under 19, such systematic barriers to the successful transition to adulthood pose a formidable challenge to the country’s economic and political development.
In Year 1, Nexos Locales developed a life-of-project Youth Strategy that lays out specific activities and considerations for integrating youth into project activities. At the center of this strategy is a strong focus on the fact that youth themselves will be the drivers of the agenda of activities designed for their benefit. This strategy was later incorporated into the contract under Result 2.
Youth-organized Mayoral Forums - In Year 5, Nexos Locales completed ten youth-organized forums for mayoral candidates to engage young voters with information about their platforms where over 1585 people attended and 183 youth participated in the planning process. Eighty-two mayoral candidates (of whom ten were women) and 41 municipal administration candidates signed a letter of interest committing their administrations to prioritizing youth. The project will provide follow-up technical assistance to youth in all ten municipalities in year 6 to ensure that mayors comply with the commitment letters they signed at the forums. Details of other specific Year 5 actions have been narrated under Result 2 Quarterly Progress Report of this report.
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VIII. TRAINING EVENTS 1. Course name: Workshop on Geographic Information System (GIS) Sub-Activity: Y5 1.1.1 Field of Study: Public Financial Management Training Objective: To strengthen technical capacities in OMAS employees in the generation of payment arrears maps for water service using Quantum GIS (the open source version of GIS software). Start Date: May, 2019
The subsequent table shows the participant demographic, attendance numbers, and cost breakdown of the listed training.
Table 7- Training events in Year 5
Ethnic Group 145 No. of Gender Age Cost
No. Participants < 29 > 29 Male Female Indigenous Non- Instruction Travel Participants years years indigenous 1 13 11 2 8 5 7 6 $ 1,540.57 $ 786.84 $ 1,455.24 Totals 13 11 2 8 5 7 6 $ 1,540.57 $ 786.84 $ 1,455.24
145 Includes the total cost (for all participants) broken down according to the following items: Instruction (consultant fees, implementation costs), travel (participants' travel costs), participants (food and lodging), in USD; 1USD=Q7.60 according to standard project conversion procedure as of December 2018.
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IX. MONITORING AND EVALUATION
In Year 5, the project met or exceeded within USAID standards 90% (17) of the project’s 19 performance monitoring indicator targets for Year 5. Accomplishments under one indicator fell well within the accepted 10% range of their targets. Only two of the project’s indicator targets reached less than the standard margin of the target; while four indicators’ targets were exceeded by more than 10%.
Overperforming indicators are explained as follows: Indicator 1: Number of activities and projects developed and/or implemented mutually or in coordination with other USG and USAID Guatemala partners in the Western Highlands. (C) In Year 5, the Project surpassed its target by 100% (target: 3- result:6) due to added coordination efforts in anticipation of, and during, the electoral period. These added efforts included but were not limited to: encouraging participation by Nexos youth in certification courses facilitated by other USAID projects; coordination with other projects in the implementation of work plan activities, such as the launch of the Transparency App in San Rafael Pie de la Cuesta; and, information sharing regarding the project’s youth activities.
Indicator 2: Number of USG-supported activities designed to promote or strengthen the civic participation of women (F) During the youth-led forums in ten municipalities, the Project encouraged the participation of women so they could be informed on candidate initiatives in support of women. This resulted in the Project exceeding its year five targets in this indicator. (Target: 5- result: 6)
Indicator 5: Number of individuals who received USG-assisted training, including management skills and fiscal management, to strengthen local government and/or decentralization. (F) The project experienced higher than expected turnout in the advocacy campaigns in 43 municipalities as well as in the implementation of the Local Economic Development Plans, particularly in the areas of reforestation and improved agricultural production. (Target: 1,200- result: 2,101)
Indicator 9: Number of social accountability actions conducted under the project. (C) Nexos Locales exceeded its targets for Indicator 9 thanks to enthusiasm by youth in organizing the candidate forums in ten municipalities as well as the higher participation in the advocacy campaigns led by grantees, ECO and ASOCUCH. (Target: 32- result: 42)
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Underperforming indicators are explained as follows:
Indicator 6: Number of community or CSO-proposed initiatives receiving USG support that are implemented. (C) The Year 5 target for this indicator was 600 CSO-proposed initiatives in the COMUDEs that have been assigned a SNIP number. The Year 5 achievement is 400 (75% of the target). The underperformance of this indicator can be attributed mainly to the downturn in municipal management experienced during and after the electoral period. Given the atypical political climate that surrounded this year’s electoral cycle, which included ongoing legal battles for candidate inscriptions, the municipal councils experienced political divisions and tense competition between council members who were running separate political campaigns. This scenario limited the COMUDEs’ ability to build consensus around presenting and approving project initiatives. In Year 6, Nexos Locales will leverage the project’s investments made through the DEMIN to build support from new administrations for implementing CSO-proposed initiatives.
Indicator 15. Number of municipalities that have taken at least two significant steps towards implementation of their sustainable plan. (C ) The target for this indicator in Year 5 was 20 municipalities that have taken at least two significant steps (clearly listed) in their sustainable plan. The outcome was 14 municipalities. This shortfall can be attributed to the project’s unexpected acceleration of its municipal and staff reduction plan, in response to the funding crisis. Those staff who were let go under the reduction were given 30-days to complete technical and administrative separation processes. This means that as the project continues reviewing supporting documentation, this indicator could result in a higher achievement. As a corrective measure, the project developed an action plan scheduling field visits to municipalities with the primordial goal of collecting supporting documents from developed actions. In the upcoming weeks, Nexos Locales expects to provide a positive update about the targets for this indicator.
In Year 6, Nexos Locales will champion adaptive management as a pillar to project implementation, building in opportunities for constant checks of activity implementation, reflections on the project’s level of learning, and flexibility to evolve interventions as a result of changes on the ground. All this will be accomplished through the incorporation of the Collaborating, Learning and Adapting (CLA) approach into the project’s implementation culture.
The full Performance Monitoring Report Table is located in Annex III of this report.
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X. 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 Year 5, Nexos Locales administered 6 grants totaling USD 609,402.62. The table below provides a summary of all Y5 administered grants.
Sub-award Purpose or main focus Type (i.e., Amount of No. Name of Sub- Period of of activity (e.g. sub- sub-award Geographic location Sub-award Grantee/Contractor Performance advocacy, strategic contract or (US$) litigation, etc.) sub-grant) Capacity Strengthening and Civil Society Organization (CSOs) Advocacy Support in San Fifteen Nexos Locales target Marcos, GR- Western Association of April 2018 to municipalities that make up $134,999.88 Quetzaltenango and Quetzaltenango- Civil Cooperation FAA November Cluster 3: San Marcos, Totonicapán‖ (Y4. 2.3.1. 071 Studies (ECO) 2019 Quetzaltenango and CSO Totonicapán Advocacy Support and Y4. 2.3.3. Assessment of CSOs in the New Municipalities) Capacity Strengthening and Civil Association of Seventeen Nexos Locales GR- Society Organization Organizations from the $114,003.06 April 2018 to target Quetzaltenango- FAA (CSOs) Cuchumatanes January 2020 municipalities that make up 072 Advocacy Support in (ASOCUCH) Cluster 1: Huehuetenango Huehuetenango‖ (Y4. 2.3.1. CSO
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Advocacy Support and Y4. 2.3.3. Assessment of CSOs in the New Municipalities) Capacity Strengthening and Civil Society Organization (CSOs) GR- Western Association of April 2018 to Advocacy Support in Eleven Nexos Locales target $107,389.89 Quetzaltenango- Civil Cooperation FAA December Quiche‖ (Y4. 2.3.1. CSO municipalities that make up
073 Studies (ECO) 2019 Advocacy Support and Y4. Cluster 2: Quiché 2.3.3. Assessment of CSOs in the New Municipalities) Capacity Strengthening of GR- April 2018 - Human Resource Five departments and forty- National Association of Quetzaltenango- Standard $175,425.27 September Management in the 43 three Nexos Locales target Municipalities (ANAM) 069 2019 Nexos Locales target municipalities Municipalities December GR- Y5 6.1.1. ―Development of Five departments and forty- National Association of 2018 to Quetzaltenango- FAA $51,270.96 Online Training Materials three Nexos Locales target Municipalities (ANAM) November 081 for Municipal Management‖ municipalities. 2019 Asociación Nacional de All the municipalities from GR- Sub-Activity Y5 6.1.4. Municipalidades de la January – the Republic of Guatemala, Quetzaltenango- Standard $26,313.56 Advocacy for Career República de Guatemala August 2019 including the Nexos Locales 082 Municipal Service (ANAM) target municipalities
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XI. PROJECT MANAGEMENT
TECHNICAL QUALITY
Municipal Reduction: the project’s approved Y5WP electoral strategy was adapted to support the development and implementation of its contingency strategy, resulting from the funding crisis. This adaptation required an accelerated reduction from 44 to 22 municipalities by September 30, 2019. On August 5, 2019, USAID approved the selection of the 22 municipalities that would constitute the project’s geographic coverage during the remaining 3 years of project implementation. Nexos Locales implemented an exit strategy for those municipalities being phased off the project, which included the following key actions: 1) Establishing a committee composed of project regional cluster teams and key municipal personnel; 2) Developing a technical report for each municipality describing major gains and achievements made under the project as well as a follow-up plan to help identify strategic actions, relevant actors, and diverse funding sources that will ensure sustainability of gains made under the project; 3) Presenting an overview of the technical report to municipal authorities; 4) Delivering a compilation of all project-developed tools and materials to the municipalities and; 5) Developing a knowledge transfer session to instruct target municipal entities about the use of technical logs and the DEMINs.
Contingency Strategy: Pursuant to the July 3rd contracting officer letter, Nexos Locales submitted its updated contingency strategy146. The project’s contingency strategy focuses on a reinvigorated approach to address the root causes of migration through the pillars of good governance / institutions strengthening and promoting prosperity / creating economic opportunity. The strategy places an emphasis on municipal self-reliance for reduced migration through the implementation of strengthened transparency and public financial Photo 22: USAID Nexos Locales’ Self-reliance formula mathematically represented. accountability mechanisms capable of increasing municipal 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. This timely response to USAID’s request permitted the project’s early and active engagement to prioritize program activities that show a greater impact in stemming illicit out migration.
Post-Electoral Analysis: On August 29th, 2109, Nexos Locales finalized a post-electoral analysis conducted by the project’s technical staff in 43 municipalities across the Western Highlands. The post-
146 The project’s contingency strategy was first submitted on June, 21st, 2019 in response to USAID’s urgent request for contingency plans to address the continued funding uncertainty surrounding USAID programs in the Northern Triangle countries of Guatemala, Honduras, and El Salvador.
Page 90 of 138 electoral analysis provides future perspectives on the socio-political context in target municipalities and assesses the level of citizen participation in the June 2019 elections. The analysis found 63% of elected administrations demonstrate a high potential to collaborate with USAID’s implementing partners and 76% of new administrations possess a municipal government plan. In the upcoming quarter, Nexos Locales will present the post-electoral analysis’ results to USAID and its implementing partners.
Cultural Pertinence Strategy: In September 2019, Nexos Locales finalized and submitted its Cultural Pertinence Strategy to USAID. The project, through the development of this strategy, seeks to take actions a step further by addressing local governance in the Western Highlands through an indigenous perspective. The project’s cultural pertinence strategy contains specific objectives to strengthen internal processes so that program and administration activities are more culturally sensitive, outlining clear actions to promote the participation of indigenous peoples in decision-making spaces and refine project procedures to encourage cultural pertinence. Nexos Locales began applying cultural pertinence criteria in the revision of newly project-developed audio-visual material, assessing the use of language, images and illustrations, and context in the production of the promotional and instructional videos for the transparency apps and the 50 online training videos for municipal management.
International Visitor Leadership Program (IVLP): Upon her arrival from the United States, on September, 11th, 2019 project staff met with IVLP’s alumna Ms. Juana Bacá. Juana, who was Nexos Locales’ nominee to participate in the exchange program, shared some insights about the experience she gained during her exchange and reflected on the benefits of expanding her network at an international level to establish future collaborations with American organizations. Lastly, Ms. Bacá commented she and other alumni from Central America intend to create a joint initiative to address the most pressing needs of women and youth in the region. Nexos Locales staff shared an overview about the project’s experience working with women and youth networks at the municipal level. The project will follow-up with Ms. Baca’s working group as they seek broader connections with women and youth leaders from the networks established with project support.
SCHEDULE
The project submitted all contract reporting deliverables ahead or on schedule during the reporting period. This includes weekly project highlights, accruals reports and the project quarterly report. Nexos Locales also complied with ad-hoc information requests from USAID, such as high level achievements and challenges faced during Q21, and proposing individuals from the Nexos Locales coverage area who can be highlighted in USAID activities.
COST CONTROL
Nexos Locales implemented the following cost savings measures in support of the contingency strategy implementation.
Staff Reduction Plan: In support of the contingency strategy, the project accelerated personnel cuts that were originally projected to end in March 2020 under the Y5 electoral strategy. In total, 31 LTTA staff were separated from the project as of August, 25th, 2019. Nexos Locales redesigned its organizational chart to support the integrated technical approach developed under the contingency strategy. The revised program structure of the field implementation teams will enable the project to better manage work plan activities for meeting M&E indicators, work plan output deliverables, and quality program delivery.
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Adjusted Implementation Period of Grants: Nexos Locales worked closely with project grantees, ECO and ASOCUCH, to develop and implement contingency plans for ending early the implementation of the three grants awarded to strengthen civil society organizations advocacy support under Sub- activity Y5 2.3.1. All three grants were scheduled to finalize on September 30th, 2019. Nexos Locales sought to minimize any possible negative effects to the technical integrity of the advocacy plans and CSO strengthening derived from a shorter implementation period by meeting with ECO and ASOCUCH’s key personnel to develop the contingency plans. This adjustment represented USD 50,112.95 (Q 380,858.42) in cost savings to the project.
Headquarter Office and Project Vehicles: In alignment with the staff reduction, in September 2019, the project downsized its headquarter office in Quetzaltenango forfeiting the first floor space and terminated 4 long-term vehicle leases early by 1-month. Nexos Locales will maintain five of its current project-owned vehicles until closedown, and during the next quarter, begin the process for disposing of its three 2010-model year Jeep vehicles. These actions constituted important reductions in the project’s monthly operational costs.
MANAGEMENT
COP Transition: Year 5 marked a Chief of Party transition between outgoing CoP, Connie Paraskeva, who led the project from April 2015 to January 31, 2019, and current COP , Vince Broady, who served as DCOP since project start-up. In Quarter 19, the project completed the COP transition plan; which also included Mr. Carlos Aquino, former DCOP/Technical, to take over as key personnel DCOP. Mr. Broady has an exceptional managerial record on Nexos Locales, demonstrating a deep understanding of the administrative and technical needs of the project. Paired with Mr. Aquino’s technical experience, this updated management model has been able to meet the ever-changing needs of project implementation while maintaining high quality technical delivery at a reduced cost.
Cross-Coordination with USAID Implementing Partners: Pursuant to year six work planning activities, in Quarter 21, Nexos Locales began coordinating with USAID implementing partners working in the Western Highlands region to identify the potential for technical collaboration and the multiplication of USAID investments in shared municipalities. In particular, Nexos Locales met with the following projects / regional partners:
i. Communities Building Peace Together (Tejiendo Paz): Nexos Locales and Tejiendo Paz coincide in four municipalities147; however, there is limited opportunity to leverage resources due to different technical approaches. Tejiendo Paz agreed to share with Nexos Locales a diagnostic they will conduct on intra-familial violence. This diagnostic will help deepen the project’s working knowledge for implementing its Cultural Pertinence Strategy and for informing the migration strategy documents being planned for Year 6 with MANCUERNA and ANAM. ii. Accion Transformadora: Nexos Locales and Accion Transformadora will join efforts to work with youth. The project will propose 15-25 youth from up to five different municipalities for Acción Transformadora to consider in their leadership courses –known in Spanish as diplomados. The project expects to collaborate with Accion Transformadora to promote the Nexos Locales- developed transparency apps as a tool for youth to stay engaged with their municipal governments. iii. Community Roots: On September 29th, 2019, Nexos Locales convened a meeting with Community Roots in which both projects shared information about their work with the DMMs
147 Huehuetenango: 1)Chiantla; 2) San Pedro Necta; San Marcos: 3) Comitancillo; and Totonicapán: Totonicapán.
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and youth networks in four coinciding municipalities148. The projects discussed their strategies to address illegal migration, and in the upcoming quarter, both projects will meet to develop complementary intervention strategies in overlapping municipalities. Nexos Locales will seek to sign a cooperation agreement with the Community Roots project to strengthen its collaboration efforts. iv. Urban Municipal Governance Project (UMG): In September 2019, Nexos Locales presented on its development and use of the smartphone transparency applications in Chiantla, San Rafael Pie De La Cuesta, and Sacapulas. UMG expressed interest in pursuing the replication of this application in two UMG municipalities149. The UMG project also expressed interest in the Nexos Locales- developed DMM project proposal guides and DMM calendar (DMM Pro), which is a tool designed to improve programming efficiency and guide DMM directors to break down larger POA actions into smaller, more detailed steps. In the upcoming quarter, Nexos Locales will arrange meetings with UMG to follow-up on the app replication process and DMM tools. v. MANCUERNA: On September 29th, 2019, the project held a meeting with Mancomunidad MANCUERNA150. In this meeting, Nexos Locales provided an overview about its implementation approach for Year 6 focusing on program activities designed to develop regional strategies with mancomunidades. Next quarter, the project will schedule a follow-up meeting with MANCUERNA to establish concrete areas of collaboration and seek the signing of a Memorandum of Understanding (MoU).
REGULATORY COMPLIANCE
Contract Management: During the reporting period, the following contract modifications were issued and fully executed:
Modification #16 – incremental funding signed on August 6, 2019 Modification #17 – incremental funding signed on September 27, 2019
SHORT-TERM TECHNICAL ASSISTANCE (STTA): The table below provides a summary of short- term technical assistance contracted during Year 5.
Table 8- Short Term Technical Assistance Contracted in Y5
STTA No. Activity Title Objective Consultant Name Project Management Technical Y5 6.1.1 Support to ANAM’s grants in Online LGP-STTA-209 Luz Lainfiesta Y5 6.1.4 Training Material and Advocacy for Career Municipal Service Law LGP-STTA-210 (Paid for by DAI; not Project Management Installation of IT Firewall Abdul Wahab billed to the project) LGP-STTA-211 ANAM Financial The accountant will support the following Rene Garcia Chavez Assistant for USAID sub-activities executed by ANAM through Nexos Locales grants administered by USAID Nexos
148 Huehuetenango: 1) La Libertad; 2) Chiantla; San Marcos: 3) San Marcos; and 4) Tacaná. 149 Chimaltenango and Puerto Barrios 150 MANCUERNA is a mancomunidad that promotes integrated water resource management, through inter-municipal institutional strengthening and environmental management. MANCUERNA is comprised of 12 municipalities that include: San Martín Sacatepéquez; San Juan Ostuncalco; and Palestina de Los Altos in the department of Quetzaltenango, and San Antonio Sacatepéquez; San Pedro Sacatepéquez; San Marcos; Esquipulas Palo Gordo; San Cristóbal Cucho; San Lorenzo; San José El Rodeo; El Quetzal; and La Reforma located in the department of San Marcos.
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Grants Locales:
A4. 6.1.5. "Technical Assistance (TA) for the establishment and Strengthening of the Municipal Offices of Human Resources". A4. 6.1.6 "Evaluation of capacities of Human Resources offices of the New Municipalities". TO 5. 6.1.1. "Development of Online Training Modules for Municipal Management". TO 5. 6.1.4. "Incidence for a Municipal Service Law LGP-STTA-212 Consultant # 3 for Indicator 13: Percentage of municipal water Carlos Signor measurement of systems that provide drinking water. water quality in 12 municipalities of the area of coverage of the project LGP-STTA-213 Consultant # 2 for Indicator 13: Percentage of municipal water Mario Orozco measurement of systems that provide drinking water. water quality in 15 municipalities of the area of coverage of the project LGP-STTA-214 Consultant # 1 for Indicator 13: Percentage of municipal water Carlos Cordova measurement of systems that provide drinking water. water quality in 13 municipalities of the area of coverage of the project LGP-STTA-215 Municipal Outreach Municipal Outreach Specialist Consultant Liliana López Specialist to provide Technical Assistance to 3 municipalities of the Huehuetenango Cluster LGP-STTA-216 Municipal Outreach Municipal Outreach Specialist Consultant Ilsy Pérez Specialist to provide Technical Assistance to 3 municipalities of the Quiche Cluster LGP-STTA-217 Project Management Installation of IT Firewall (Paid for by DAI; not Giovanni Cojulun billed to the project) LGP-STTA-218 Operations Support Administrative support to the Chief of Brittney Warrick (international) Specialist Party LGP-STTA-219 Consultant # 1 for Indicator 13: Percentage of municipal water Carlos Cordova measurement of systems that provide drinking water. water quality in 13 municipalities of the area of coverage of the project LGP-STTA-220 Consultant # 2 for Indicator 13: Percentage of municipal water Mario Orozco measurement of systems that provide drinking water. water quality in 15 municipalities of the area of coverage of the project
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LGP-STTA-221 Consultant # 3 for Indicator 13: Percentage of municipal water Carlos Signor measurement of systems that provide drinking water. water quality in 12 municipalities of the area of coverage of the project
CONTRACT DELIVERABLE APPROVALS: In Q21, Nexos Locales received approval for the quarterly report #20 (QR20) which was submitted on July 19th, 2019. Additionally, On September, 3rd, 2019, the project received approval for the Year Six Work Plan (Y6WP) and the Monitoring, Evaluation and Learning (MEL) plan. Both of these deliverables were submitted ahead of schedule thanks to the project’s early and proactive engagement in developing the contingency strategy to respond to the changing development priorities in the region.
INTERNAL TRAINING AND CAPACITY BUILDING: This quarter, the following internal trainings took place.
Annual Ethics and CV & Professional Network Skills Training: On July, 29th, 2019, the project held its annual all-staff ethics and code of conduct training. Additionally, the session addressed best practices for how to develop and strengthen a CV, and tips on effective job-hunting, professional networking, and successful job interviewing techniques. This specific subject was developed as part of the staff reduction plan to prepare departing staff for their next career advancements. The workshop was facilitated by the project’s Chief of Party and the Operations Support Specialist (iSTTA), Brittney Warrick.
Orientation on the Contingency Strategy: On September 23rd, 2019, Nexos Locales hosted a 1-day orientation workshop for all 38 remaining project staff. During the orientation, participants learned about the revised technical implementation approach developed under the contingency strategy and its accompanying geographic coverage area, the restructured organizational chart, and the MEL Plan. The objective of the workshop was to ensure a smooth transition for Y6WP implementation and to maintain a high level of team spirit and cohesion amongst project staff.
Photo 24: USAID Nexos Locales staff in the Y6WP workshop Photo 23: USAID Nexos Locales staff in the Y6WP workshop
AREA ADVISORY COMMITTEES (ACCs): This quarter no ACC meetings were held.
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SECURITY
Regional Security Meeting: On September 26th, 2019, project staff participated in a regional security meeting for implementing partners in the Western Highlands. The meeting was facilitated by Ms. Diana Amézquita, USAID’s security advisor for implementing partners. The meeting focused on security measures and procedures for field implementation.
Security Plan Update: During the quarter, the project updated its security plan to reflect the municipal reduction into 22 municipalities, as well as updates to its security protocols and policies according to the new organizational structure.
State of Siege: On September 4th, 2019, the Guatemalan government declared a state of siege in municipalities located in six northeastern departments151 in an effort to regain control after three soldiers were murdered by suspected crime organizations. The project advised its personnel to take added safety precautions if traveling near the area and provided updates on the government declaration.
USAID’s Security Group: This quarter, Nexos Locales joined USAID’s security group in Whatsapp. Through the group, the project receives real-time security updates and can more effectively forward information to its personnel about reported security incidents.
SOCIAL MEDIA
See an update on Q21 Social Media growth.
151 Izabal, Alta Verapaz, Zacapa, El Progreso, Baja Verapaz, and Petén.
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XII. FINANCIAL INFORMATION
Table 9- Contract budget and expenditures as of September 30th, 2019
Financial Report
BUDGET EXPENSES CHART (JULY – SEPTEMBER 2019) DAI GLOBAL LLC. - NEXOS LOCALES AID-520-C-14-00002
AUTHORIZED INVOICED TO LINE ITEMS BALANCE EXPENDITURES DATE
PROGRAM $22,242,561 $17,439,605 $4,802,956 IMPLEMENTATION
FIXED FEE $1,192,284 $972,048 $220,236
GRANTS $2,861,274 $2,638,525 $222,749
TOTAL COST $26,296,119 $21,050,178 $5,245,941
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OBLIGATIONS AND FUNDING SOURCES
Total Obligation as of September 30, 2019: $23,357,875
Democracy & Governance
1. Total Amount Obligated: $15,242,767 2. Total Amount Invoiced: $13,680,327 3. Remaining Unexpended Funds: $1,562,439
Feed the Future
1. Total Amount Obligated: $2,760,562 2. Total Amount Invoiced: $2,626,950 3. Remaining Unexpended Funds: $133,612
Climate Change
1. Total Amount Obligated: $1,991,385 2. Total Amount Invoiced: $1,979,792 3. Remaining Unexpended Funds: $11,593
Maternal and Child Health
1. Total Amount Obligated: $800,000 2. Total Amount Invoiced: $800,000 3. Remaining Unexpended Funds: $0
Water Sanitation and Hygiene
1. Total Amount Obligated: $800,000 2. Total Amount Invoiced: $756,948 3. Remaining Unexpended Funds: $43,052
Nutrition
1. Total Amount Obligated: $1,399,999 2. Total Amount Invoiced: $1,206,159 3. Remaining Unexpended Funds: $193,840
CARSI
1. Total Amount Obligated: $363,162 2. Total Amount Invoiced: $0 3. Remaining Unexpected Funds: $0
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ANNEX I: GLOSSARY OF KEY TERMS
ANAM (Asociación Nacional de Municipalidades)- The National Association of Municipalities of the Republic of Guatemala (ANAM) is a private, autonomous, non-profit, non-partisan, non-religious and eminently democratic entity. ANAM represents the interest of all 340 municipalities and their local leaders. ANAM advocates for the implementation of the decentralization law and is uniquely positioned to link municipal government issues with the country’s regional and national development strategies. According to the Guatemalan Municipal Code (Decreto Numero 12-2002, Titlulo 1, Articulo 10) all municipalities have the right to organize themselves with the function of guaranteeing the central government’s compliance with the constitution. ANAM has three principle strategic lines: 1) Creation and modification of the inclusive municipal legal platform; 2) Implementation of the national municipal agenda; and 3) Strengthening of ANAM. The general assembly of ANAM meets annually (normally in January) where all 340 mayors discuss pivotal issues and where every two years, they vote on the board of directors.
AGAAI (Asociación de Guatemala de Alcaldes y Autoridades Indígenas)- The Association of Indigenous Mayors and Authorities of the Republic of Guatemala (AGAAI) was founded in 1996 to establish a space for discussion, exchange, and support between mayors and indigenous authorities (legally based in the Guatemalan Peace Accords, the Municipal Code, the Decentralization Law and the Ley de Consejos de Desarrollo Urbano y Rural). Indigenous authorities make up a separate power/political structure from the formally recognized elected authorities (i.e. the 340 municipal mayors). AGAAI works directly with these indigenous leaders as an intermediary between the formalized political structure and the ancestral system. This mainly results in looking for space where both structures overlap to provide insight on the development of their municipality. This often results in the creation of Indigenous Authority Councils (CAIs) which represent indigenous leaders in the Municipal Development Council (COMUDE).
ALCALDIAS INDIGENAS- (Referred to as alcaldias municipales, alcaldias comunitarias, consejo principales, consejo de lideres) are ancestral organizations, with varied structures depending on the historical context of each municipality (recognized in Decreto Numero 12-2002, Titulo 1I, Capitulo IV, Article 55). Most indigenous councils consist of a mayor-like figure, elders, and advisors who meet to discuss crucial issues or are consulted when conflicts arise in the municipality. The leaders are chosen based predominantly on questions of morality and standing as a reputable member of the community. Primary functions of the alcaldias indigenas may include inter-family and neighbor conflict resolution, natural resource management, and monitoring and management of the community’s land. The alcaldia indigena is a voluntary role and operates as a service to the community. The ancestral system is revered and esteemed for its lack of self-interest. Depending on the context, the alcaldia indigena can possess more decision-making authority in the municipality than the elected mayor does.
CAIs - (Indigenous Authority Councils) ancestral leaders who self-organize with the intention of participating in the municipal system. CAIs functions vary by municipality but generally, they serve as advisors to the mayor while advocating for recognition by and accreditation in the COMUDE.
CITIZEN CHARTER- The Charter is a tool that records agreements between citizens and the municipal government on quality standards and the joint responsibilities in municipal service provision
Page 99 of 138 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 Dearrollo Comunitario)- The Municipal Development Council (COMUDE) is the municipal-level forum for presenting and voting on relevant municipal issues as a component of the broader system of development councils (established in the Ley de Consejos de Desarrollo Urbano y Rural Decreto 11-2002, Articulo 11). The municipal mayor, secretary and Municipal Planning Directorate (DMP) coordinate the monthly meeting. Participants include council members, COCODE representatives (up to 20 total), representatives of public institutions (national police, magistrate’s court, the ministry of health, among others), and representatives from civil society (religious leaders, cooperatives, women’s and youth groups). The frequency of the COMUDE meetings depends on the municipality, but they are required to occur at least 12 times a year (according to Decreto 11-2002, Articulo 16).
DEVELOPMENT COUNCILS- The Law of Urban and Rural Councils (Ley de Consejos de Desarrollo Urbano y Rural Decreto 11-2002) establishes a system of development councils that serve as the main means of participation for the Maya, Xinca, Garífuna and non-indigenous population in public management responsible for the democratic planning process of development. a) National level = the National Council of Urban and Rural Development (CONADUR) b) Regional level = the Regional Councils of Urban and Rural Development (COREDE) c) Departmental level = the Departmental Development Councils (CODEDE) d) Municipal level = the Municipal Development Councils (COMUDE)
Page 100 of 138 e) Community level = the Community Development Councils (COCODE)
COFETARN (Comisión de Fomento Económico, Turismo, y Recursos Naturales)- The commission of economic development, tourism, and natural resources (COFETARN) is a municipal commission coordinated by the Municipal Local Economic Development (LED) office or the forestry office that functions as a policy making body. The COFETARN participates in the COMUDE and develops plans to stimulate sustainable economic development via municipal regulations and policies.
DAFIM (Dirección Administrativa Financiera Municipal)- The Municipal Administrative Financial Directorate (DAFIM) is an entity within the municipality that manages all financial processes (Decreto Numero 12-2002, Title VI, Capitulo I, Article 99). This includes managing the budget, daily control of the municipal accounts, and the receptoria or customer attendance for bill payment. The DAFIM director coordinates frequently with the mayor to communicate the financial standing of the municipality. Nexos Locales provides TA to the DAFIM teams to make systems more efficient and to investigate methods to increase own-source revenue generation.
DMM (Dirección Municipal de la Mujer)- is a municipal entity whose mandate specifically focuses on developing projects and programs to improve the situation for women at the municipal level. In 2017, a national law promoted the municipal women’s offices (OMMs, established in 2010 through Decreto 12-2002 Articulo 96, later modified) to directorates, which elevated their importance and role within the municipality. Nexos Locales has worked diligently to train the coordinators of the DMM on project design, strategic planning and budgeting as well as technical topics related to food security and nutrition.
GIS (Geographic Information System)- GIS is a computer software system that allows users to input geographic data and convert it into marked maps using GPS technology. The program permits users to develop overlays of data to represent various sets of information. For example, Nexos Locales works with the municipal water and sanitation offices to visit each house in the municipality and note the GPS coordinates. Then, the coordinator of the OMAS enters each set of GPS coordinates into the program to generate a pin on the map for that one water user. Once all the water users’ locations are mapped, the OMAS adds a new layer of data: solvency in water service payment. A color coding system is developed where users are assigned a color pin that corresponds to the amount of money owed to the municipality to pay for water service. The OMAS can also develop maps of water service infrastructure in the municipality to increase maintenance and repair efficiency by using the maps to reduce response times.
MANCOMUNIDADES- an association of neighboring municipalities where they coordinate predetermined activities for the mutual benefit of all members. Municipalities have the right to collaborate and create associations whereby they can create statutes and work in a cooperative manner (Decreto Numero 12-2002, Title 1I, Capitulo II, Articulo 49).
OMAS (Oficina Municipal de Agua y Sanitation)- The Municipal Office for Water and Sanitation is the municipal entity responsible for overseeing water provision, water quality, and sanitation matters (often solid waste management and municipal slaughterhouses). OMAS are based in law, in that municipalities are legally responsible for public service provision. Of the 340 municipalities, 120 have OMAS. OMAS are typically comprised of a coordinator and fontaneros (plumbers), who handle maintenance and connection issues.
OMDEL (Oficina Municipal de Desarrollo Económico Local)- The Municipal Local Economic Development Offices (OMDEL) are a municipal entity that designs actions with the COFETARN to
Page 101 of 138 stimulate the local economy. This entity is not required by law, however, it is a valuable resource for municipalities to centralize efforts and projects for economic growth. OMDELs investigate and advance possible public private partnerships (PPP), agricultural cooperatives, and new opportunities for investment and employment.
OMJ (Oficina Municipal de la Juventud)- The Municipal Youth Offices (OMJs) serve as a municipal entity, which advocate for the needs of young people. According to the National Youth Policy 2012- 2020, OMJs enable spaces for advocacy of youth issues in municipal development. OMJs coordinate the design, and implementation of local youth plan.
PUBLIC FINANCIAL ACCOUNTABILITY REPORTS- (referred to as 'rendiciones de cuentas' in Spanish) a form of public financial reporting where municipal governments present revenue and spending data to citizens, governmental entities and the Municipal Council four times annually (three quarters and one quarter/annual combined, as mandated in Decreto 22-2010, Articulo 135). Rendiciones de cuentas takes various forms depending on the context: some local governments simply project a straightforward excel spreadsheet outlining revenue and spending in the COMUDE meetings while other municipalities present the data accompanied by photographs/video of infrastructure project advances.
PUBLIC PRIVATE PARTNERSHIP (PPP) – a written agreement between a public entity (or entities) and the private sector for collaboration leading to a specific public benefit, in which both parties bear similar risk and management responsibility.
SOCIAL AUDIT- a public accountability mechanism through which civil society organizations, ideally in conjunction with relevant government officials, audit public expenditure of service delivery or public works (The ability to request information for social audits is protected under Decreto Numero 12- 2002, Title V1I, Capitulo I, Article 139).
SOCIAL ACCOUNTABILITY- an approach toward building accountability from public officials that relies on civic engagement. This occurs when ordinary citizens and/or civil society organizations participate directly or indirectly in exacting accountability from government service providers. Social accountability is based on a 4-part premise of 1) access to information, 2) citizen organization, 3) citizen action and 4) government's response to that action. Social accountability mechanisms can include: budget analysis; participatory budgeting and development planning; public expenditure tracking; community monitoring of goods and service provision (example is use of citizen scorecards); development and monitoring of codes of conduct, citizen charters, and integrity pacts.
UAIP (Unidad de Acceso a Información Publica)- The Public Access to Information Unit (UAIP) is a municipal entity required by law (Decreto 57-2008, Articulo 19) for responding to citizens requests for public information. The UAIP provides citizens with a form, which initiates the process to obtain the relevant public information. Then the UAIP acquires the information and completes the request, keeping clear records of what information was solicited and how long it took the municipality to field the necessary information. The UAIP registers all requests online with the Procurador de Derechos Humanos (PDH, who are responsible for municipalities’ compliance with the Public Access to Information Law) and any failures in compliance result in the PDH filing an official complaint against the mayor.
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ANNEX II: WORK PLAN ACTIVITY TRACKER NEXOS LOCALES YEAR 5 WORK PLAN CHART BY ACTIVITY
Symbol Significance
Completed / Ongoing and On Schedule Delayed start date but on-schedule for completion in Y5 Q18 October, November, December 2018 Q19 January, February, March 2019 Q20 April, May, June 2019 Q21 July, August, September 2019
RESULT 1 - SOUND PUBLIC FINANCIAL MANAGEMENT Scheduled Activity & Sub-Activity Completion Status Comments
1.1 Assess capacity of target municipalities, particularly in the areas of revenue generation, purchasing and procurement, administration and planning, and compliance with the Public Access to Information Law. 1.1.1 GIS Support Q21 This sub-activity began in Q18 and completed in Q21
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 Q21 This sub-activity began in Q18 and completed in Q21
Further Dissemination of Radio Spots on Citizen Responsibilities 1.2.2 Q21 This sub-activity began in Q18 and completed in Q21 to Pay Municipal Fees
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1.2.3 TA in Implementation of the Public Access to Information Law Q21 This sub-activity began in Q18 and completed in Q21
1.2.4 Replication of the Transparency App Q21 This sub-activity began in Q18 and completed in Q21
1.3 Deliver technical assistance that meets the specific needs of the target municipalities.
1.3.1 Consolidation of COMUDE Strengthening Q21 This sub-activity began in Q18 and completed in Q21
1.4 Build the capacity of the mancomunidades to develop and implement regional strategies. This sub-activity was removed from Y5WP in accordance to 1.4.1 Solid Waste Treatment Planning Q20 WPAC #208
RESULT 2: STRENGTHENED CIVIL SOCIETY PARTICIPATION IN SOCIAL ACCOUNTABILITY PROCESSES Scheduled Activity & Sub-Activity Completion Status Comments 2.1 Conduct an entry point map No Sub-Activity Completed in Y1-4
2.2 Train Citizens so they can analyze local authority budgets and public spending
2.2 No Sub-Activity Q21 This activity is ongoing in Y5. 2.3 Build the capacity of CSOs to engage municipalities through COMUDEs.
2.3.1 CSO Advocacy Support Q21 This sub-activity began in Q18 and completed in Q21
Establishment and Strengthening of Municipal Women’s 2.3.2 Q21 This sub-activity began in Q18 and completed in Q21 Commissions and Networks 2.4 Support CSOs to implement social accountability mechanisms.
2.4.1 TA for Social Accountability Tools (Citizen Charter) Q21 This sub-activity began in Q18 and completed in Q21
2.5 Provide technical assistance to the COCODEs through grants to CSOs
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Provision of the COCODE Basic Functions Manual and Citizen’s Q18 This sub-activity began in Q18 and completed in Q19. Guide to the Budget to the 15 New Municipalities 2.5.1 2.6 Implement a strategy to stengthen youth participation in municipal decision-making
Strengthening and Establishing Municipal Youth Offices Q21 This sub-activity began in Q18 and completed in Q21. 2.6.1
Strengthening and Establishing Youth Commissions Q21 This sub-activity began in Q18 and completed in Q21 2.6.2
Support to Youth Advocacy Efforts Pre- and Post- Elections Q21 This sub-activity began in Q18 and completed in Q21 2.6.3 RESULT 3: INCREASED QUALITY OF POTABLE WATER IN 44 MUNICIPALITIES Scheduled Activity & Sub-Activity Completion Status Comments 3.1 Map water sector stakeholders. This activity completed in Year 1 and 4. 3.2 Provide technical assistance to municipalities to improve water service delivery. 3.2.1 Establishment and Strengthening of OMAs Q20 This sub-activity began in Q18 and completed in Q21
3.2.2 Implementation of Strategic Investment Plans Q20 This sub-activity began in Q18 and completed in Q21.
3.2.3 Further Disseminate Water Messages Q21 This sub-activity began in Q18 and completed in Q21
3.3 Assist municipalities with the development of watershed management and protection plans and train them on plan implementation.
See Y5 5.3.2
RESULT 4: LOCAL DEVELOPMENT PLANS ESTABLISHED AND IMPLEMENTED IN ORDER TO IMPROVE FOOD SECURITY AND ECONOMIC DEVELOPMENT Scheduled Activity & Sub-Activity Completion Status Comments
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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 Q21 This sub-activity began in Q18 and completed in Q21
4.2 Coordinate with municipalities to establish and operate food security situation rooms. TA for Establishment and Implementation of the SAN Situation 4.2.1 Q19 This activity began in Q18 and completed in Q21 Rooms 4.3 Help municipalities develop LED plans.
4.3.1 Implementation of LED Plans and Policies Q21 This sub-activity began in Q18 and completed in Q21
4.3.2 STTA in Public-Private Partnerships Q21 This sub-activity began in Q18 and completed in Q21
4.4 Coordinate with other USAID implementing partners to support access to basic municipal services for small-scale producers and their associations.
No Sub-activity Completed in Years 1-4.
RESULT 5: MUNICIPAL PLANS ESTABLISHED TO REDUCE CLIMATE CHANGE VULNERABILITY AND TECHNICAL ASSISTANCE PROVIDED FOR IMPLEMENTATION OF PLANS Scheduled Activity & Sub-Activity Completion Status Comments 5.1 Improve municipalities' awareness of climate stressors and of adaptation measures.
5.1 No sub-activity Completed in Years 1-4 of the project.
5.2 Build the capacity of municipalities to assess vulnerabilities to climate change, prioritize climate adaptation measures, mobilize resources, and respond to emergencies. 5.2 No sub-activity (integrated into Sub-activity Y4 4.3.3) Completed in Years 1-4 of the project.
5.3 Assist municipalities with developing adaptation plans and implementing joint watershed management plans aimed at reducing vulnerability to hydro-meteorological events.
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5.3.1 Implementation of Adaptation Plans Q21 This sub-activity began in Q18 and completed in Q21
5.3.2 Implementation of Watershed Management Plans Q20 This sub-activity began in Q18 and completed in Q21
5.4 Build citizen knowledge of climate stressors so they are better able to participate in the municipal planning. No activity planned for Y5. 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. Development of Online Training Materials for Municipal 6.1.1 Q21 This sub-activity began in Q18 and is ongoing. Management No further institutional strengthening TA is planned for 6.1.2 Implementation of the AGAAI TA plans AGAAI in Y5.
6.1.3 Best Practices Workshops Q20 This sub-activity began in Q19 and completed in Q21
6.1.4 Advocacy for a Municipal Career Civil Service Law Q21 This sub-activity began in Q18 and is ongoing.
TA for Establishment and Strengthening of Municipal Human 6.1.5 Q21 This sub-activity began in Q18 and completed in Q21 Resource Offices
6.1.6 Strengthening Indigenous Authorities Q21 This sub-activity began in Q18 and completed in Q21
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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. Quiché: 1) San Juan Cotzal; 2) Santa María Nebaj; 3) Uspantán; 4) Sacapulas; 5) Santo Tomas Chichicastenango; 1.1.1 GIS Support Quetzaltenango: 6) Concepción Chiquirichapa; San Marcos: 7) San Pablo; 8) San Rafael Pie de la Cuesta; 9) Nuevo Progreso; Huehuetenango: 10) Chiantla; 11) Cuilco; and 12) La Libertad. 1.2 Deliver technical assistance that meets the specific needs of the target municipalities. 1.2.1 TA to Advance Overall DAFIM Performance Against the DEMIN All 43 municipalities Further Dissemination of Radio Spots on Citizen Responsibilities 1.2.2 All 43 municipalities to Pay Municipal Fees 1.2.3 TA in Implementation of the Public Access to Information Law All 43 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 43 municipalities
1.4 Build the capacity of the mancomunidades to develop and implement regional strategies. San Marcos: 1) San Lorenzo; 2) Tajumulco; 3) Sibinal; 4) Tacana; 5) Concepcion Tutuapa; 1.4.1 Solid Waste Treatment Planning 6) Comitancillo; 7) San Marcos; 8) San Miguel Ixtahuacan; and Quetzaltenango: 9) San Juan Ostuncalco.
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RESULT 2: STRENGTHENED CIVIL SOCIETY PARTICIPATION IN SOCIAL ACCOUNTABILITY PROCESSES Activity & Sub-Activity Municipalities 2.1 Conduct an entry point map No Sub-Activity Completed in all 44 municipalities
2.2 Train Citizens so they can analyze local authority budgets and public spending
2.2 No Sub-Activity All 43 municipalities
2.3 Build the capacity of CSOs to engage municipalities through COMUDEs. 2.3.1 CSO Advocacy Support 42 municipalities (excludimg Santa Lucia la Reforma and Concepcion Chiquirichapa) Establishment and Strengthening of Municipal Women’s 2.3.2 All 43 municipalities Commissions and Networks 2.4 Support CSOs to implement social accountability mechanisms. Huehuetenango: 1) Barillas; 2) La Libertad; and 2.4.1 TA for Social Accountability Tools (Citizen Charter) San Marcos: 3) San Marcos. 2.5 Provide technical assistance to the COCODEs through grants to CSOs Huehuetenango: 1) San Miguel Acatan; 2) San Sebastián Coatan; 3) San Ildefonso Ixtahuacán; 4) San Juan Atitán; 5) San Pedro Necta; 6) Malacatancito; 7) Huehuetenango; Provision of the COCODE Basic Functions Manual and Citizen’s Quiche: 8) San Andrés Sajcabajá; 9) San Bartolomé Jocotenango; 10) Santa Cruz del Guide to the Budget to the 15 New Municipalities Quiche; San Marcos: 11) San Marcos; 12) Comitancillo; 13) Concepción Tutuapa; 14) Tacana; and 2.5.1 Totonicapán: 15) Totonicapán. 2.6 Implement a strategy to stengthen youth participation in municipal decision-making 2.6.1 Strengthening and Establishing Municipal Youth Offices All 43 municipalities 2.6.2 Strengthening and Establishing Youth Commissions All 43 municipalities Huehuetenango: 1) Chiantla; 2) La Libertad; 3) Barillas; Support to Youth Advocacy Efforts Pre- and Post- Elections Quiche: 4) Nebaj; 5) Chichicastenango; 6) San Gaspar Chajul; 7) Santa Cruz del Quiche; 2.6.3 San Marcos: 8) San Marcos; 9) San Rafael Pie de la Cuesta; and 10) Tacana. RESULT 3: INCREASED QUALITY OF POTABLE WATER IN 44 MUNICIPALITIES
Activity & Sub-Activity Municipalities
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3.1 Map water sector stakeholders. Completed in all 44 municipalities 3.2 Provide technical assistance to municipalities to improve water service delivery. 3.2.1 Establishment and Strengthening of OMAs 42 municipalities (exception San Juan Atitan)
3.2.2 Implementation of Strategic Investment Plans 40 (exception San Juan Atitan and San Bartolome Jocotenango)
3.2.3 Further Disseminate Water Messages 42 municipalities (exception San Juan Atitan)
3.3 Assist municipalities with the development of watershed management and protection plans and train them on plan implementation.
See Y5 5.3.2 Quetzaltenango: 1) San Juan Ostuncalco; and 2) Concepcion Chiquirichapa.
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 43 municipalities 4.2 Coordinate with municipalities to establish and operate food security situation rooms. TA for Establishment and Implementation of the SAN Situation 4.2.1 All 43 municipalities Rooms 4.3 Help municipalities develop LED plans.
4.3.1 Implementation of LED Plans and Policies All 43 municipalities
4.3.2 STTA in Public-Private Partnerships Pursuing new opportunities in all 43 municipalities
4.4 Coordinate with other USAID implementing partners to support access to basic municipal services for small-scale producers and their associations.
No Sub-activity Completed in all 44 municipalities
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RESULT 5: MUNICIPAL PLANS ESTABLISHED TO REDUCE CLIMATE CHANGE VULNERABILITY AND TECHNICAL ASSISTANCE PROVIDED FOR IMPLEMENTATION OF PLANS
Activity & Sub-Activity Municipalities 5.1 Improve municipalities' awareness of climate stressors and of adaptation measures.
5.1 No sub-activity Completed in all 44 municipalities
5.2 Build the capacity of municipalities to assess vulnerabilities to climate change, prioritize climate adaptation measures, mobilize resources, and respond to emergencies. 5.2 No sub-activity (integrated into Sub-activity Y4 4.3.3) Completed in all 44 municipalities
5.3 Assist municipalities with developing adaptation plans and implementing joint watershed management plans aimed at reducing vulnerability to hydro-meteorological events.
5.3.1 Implementation of Adaptation Plans All 43 municipalities
5.3.2 Implementation of Watershed Management Plans Quetzaltenango: 1) San Juan Ostuncalco; and 2) Concepcion Chiquirichapa.
5.4 Build citizen knowledge of climate stressors so they are better able to participate in the municipal planning. No activity planned for Y5. 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. Development of Online Training Materials for Municipal 6.1.1 .All 43 municipalities Management 6.1.2 Implementation of the AGAAI TA plans No further institutional strengthening TA is planned for AGAAI in Y5. 6.1.3 Best Practices Workshops All 43 municipalities 6.1.4 Advocacy for a Municipal Career Civil Service Law All 43 municipalities
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TA for Establishment and Strengthening of Municipal Human 6.1.5 All 43 municipalities Resource Offices 6.1.6 Strengthening Indigenous Authorities Institutional Strengthening
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ANNEX IV: PERFORMANCE MANAGEMENT PLAN
Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29)
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 3 3 3 0 0 6 37 35 Indicator (Individual Number of activities targets per and projects year) developed and/or implemented mutually or in coordination with
152 LOP = Life of Project 153 Q1 = Quarterly 1 154 Q2 = Quarterly 2 155 Q3 = Quarterly 3 156 Q4 = Quarterly 4
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) other USG and USAID Guatemala partners in the Western Highlands. (C )
NB The title of this indicator was modified by removing mention of the Western Highlands Integrated Program (WHIP) as per changes to USAID programming.
2. Number of USG- Quarterly 0 N/A N/A N/A 17 14 9 5 2 1 1 2 6 46 52 supported activities (Individual designed to targets per promote or year) strengthen the civic participation of women (F) (Disaggregated by
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) municipality)
3. Number of youth Quarterly 0 N/A N/A 150 215 406 437 100 0 79 23 170 272 1480 1210 who have (Individual participated in a targets per USG-supported year) activity who assume leadership roles within their communities. (C)
(Disaggregated by municipality, gender [Female, male and others (includes sexual diversity)] and ethnicity) Disaggregated by Male N/A N/A N/A 47% 49% 53% 46% 60% 0% 41% 39% 37% 39% 41% 60% gender Female N/A N/A N/A 53% 51% 47% 54% 40% 0% 59% 61% 63% 61% 59% 40% Disaggregated by Maya N/A N/A N/A 83% 75% 61% 65% N/A 0% 71% 87% 71% 74% 73% N/A ethnic group Garifuna N/A N/A N/A 0% 0% 0% 0% N/A 0% 0% 0% 0% 0% 0% N/A Ladino N/A N/A N/A 17% 25% 38% 35% N/A 0% 28% 13% 28% 25% 26% N/A Xinca N/A N/A N/A 0% 0% 0% 0% N/A 0% 0% 0% 0% 0% 0% N/A Otro N/A N/A N/A 0% 1% 1% 0% N/A 0% 1% 0% 1% 1% 1% N/A Disaggregated by Older N/A N/A N/A 0% 0% 0% N/A 0% 0% 0% 0% 0% 0% N/A age group than 29 years 1% 29 year or N/A N/A N/A 100% 99% 100% 100% N/A 0% 100% 100% 100% 100% 100% N/A
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) youngest (youth) 4. Number of public Annually N/A N/A 75 N/A 37 64 94 90 N/A N/A N/A 96 96 291 345 accountability or transparency mechanisms implemented with USG support. (C)
Y5 This indicator was modified from: Number of accountability presentations made by the municipalities to the COMUDEs each year (C)
(Disaggregated (where appropriate) by: Government level: Region, Department, Municipality, Community, National)
NB Y5 This
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) indicator was modified in March of 2018 as part of a USAID/G effort to standardize indicators across DG projects. The indicator used to count only the rendiciones de cuenta presented to the COMUDEs. Under the new indicator, these rendiciones de cuenta are still counted, but additional 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 1200 647 1213 241 0 2101 8369 7300 individuals who (40%F (40%F received USG- /60%M) /60%M)
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) assisted training, (Individual including targets per management skills year) and fiscal management, to strengthen local government and/or decentralization. (F)
(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% 60% 50% 54% 26% 0% 43% 48% 60% gender Female N/A N/A N/A 45% 27% 24% 45% 40% 50% 46% 74% 0% 57% 52% 40% Disaggregated by Maya N/A N/A N/A 67% 49% 57% 67% N/A 59% 62% 74% 0% 65% 63% N/A ethnic group Garifuna N/A N/A N/A 0% 0% 0% 0% N/A 0% 0% 0% 0% 0% 0% N/A Ladino N/A N/A N/A 33% 48% 42% 32% N/A 41% 36% 25% 0% 34% 36% N/A Xinca N/A N/A N/A 0% 1% 0% 0% N/A 0% 0% 0% 0% 0% 0% N/A Otro N/A N/A N/A 0% 2% 1% 1% N/A 0% 2% 1% 0% 1% 1% N/A
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) Disaggregated by 29 year or N/A N/A N/A 40% 24% 26% 37% N/A 23% 35% 30% 0% 30% 29% N/A age group youngest (youth) Older N/A N/A N/A 60% 76% 74% 63% N/A 77% 65% 70% 0% 70% 71% N/A than 29 years 6. Number of Annually N/A N/A 610 N/A 423 437 621 600 N/A N/A N/A 450 450 1931 2160 community or CSO- proposed initiatives receiving USG support that are implemented. (C)
Y5 This indicator was modified from: Number of projects presented and/or prioritized by municipalities in coordination with communities/civil society (C)
NB Y5 This indicator was modified in March of 2018 as part of a USAID/G effort to
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) standardize indicators across DG projects. The indicator used to count all projects proposed by CSOs in the COMUDEs. It now counts only those deemed to be in at least the first stage of implementation, which consists of the projects’ having been assigned a SNIP (Sistema Nacional de Inversión Pública) number.
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) 7. Percentage of Annually 38% 93% N/A N/A 72% 86% 93% 93% N/A N/A N/A 93% 93% 93% 93% municipalities that practice participatory planning. (C)
Y5 This indicator was modified from: Percentage of municipalities that practice participatory planning and budgeting (C) 8. Percentage of Annually 55% 80% N/A N/A 68% 76% 86% 50% N/A N/A N/A 63% 63% 86% 86% municipalities that (cumulative) achieve an increase in municipal own- source-revenues in relation to the prior period (C)
(Disaggregated by municipality and revenue source) NB: This indicator was changed to reflect the
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) percentage of project municipalities that achieve an increase in own-source- revenues in place of percentage increase in those revenues for greater accuracy in measuring impact of project support. The baseline and targets for prior years were also revised to reflect this change.
Result 2: Strengthened civil society participation in social accountability processes
9. Number of social Quarterly 0 N/A N/A 1 25 32 18 32 1 1 17 23 42 118 120 accountability actions conducted under the project. (C)
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) 10. Percentage of Quarterly N/A N/A N/A 71% 19% 43% 50% 40% 40% 38% 57% 79% 54% 52% 50% youth and women among participants in project-funded social accountability actions. (C) 29. Number of civil Annually N/A N/A 0 N/A N/A N/A N/A 20 N/A N/A N/A 42 42 42 44 society organizations (CSOs) receiving USG assistance engaged in advocacy interventions. (F)
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 N/A N/A N/A 5 5 25 22 performance management tools developed by ANAM and AGAAI supported by the project. (C)
12. Number of Semi- 0 N/A N/A 1 5 6 4 0 N/A N/A N/A N/A N/A 16 17 project-funded annually advocacy initiatives and trainings
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) conducted by ANAM and AGAAI. (C) Y5: No target was set for this indicator in Year 5 given there were no planned initiatives or trainings to be conducted by ANAM and AGAAI. DO2: Improved Levels of Economic Growth and Social Development in the Western Highlands
Result 3: Increased quality of potable water in 43 FtF municipalities 13. Percentage of Semi- 13% 20% N/A N/A 25% 28% 50% 50% N/A 75% N/A 76% 76% 76% 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 0 N/A N/A N/A N/A N/A 41 41 municipalities that develop a sustainability
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) strategy for Municipal Potable Water Systems. (C)
(Disaggregated by municipality)
Y5: This indicator had no established goal for Year 5 because municipal Water Sustainability Plans were developed in Y4. 15. Number of Annually 0 N/A N/A N/A 0 9 16 20 N/A N/A N/A 14 14 39 62 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 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) 16. 157* 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) 17. Number of Annually 0 N/A N/A N/A 1 1 N/A 0 N/A N/A N/A N/A N/A 2 4 watershed management plans developed and/or implemented. (C) Y5: This indicator did not have a goal for Year 5 given there were not planned activities to develop or implement watershed management plans.
Result 4: Local Development Plans established and implemented in order to improve food security and economic development.
157 *This indicator is eliminated from the PMP.
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) 18. Number of Quarterly 0 N/A N/A N/A 466 278 320 125 43 173 0 0 216 1280 1135 institutions /organizations undertaking capacity/competency strengthening as a result of USG assistance (F) [USG FACT: EG 4.5.1]
(Disaggregated by municipality)
19. 158* Proportion Quarterly N/A N/A N/A N/A 0.9 0.4 ------0.65(59 0.4F of female (26F) (33F) F) 0.6M participants in USG- 0.1(4M) 0.6 0.35 assisted programs (48 (52 M) designed to increase M) access to productive economic resources (assets, credit, income or employment) (F) [USG FACT: GNDR-
158 *This indicator is eliminated from the PMP.
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) 2]
20. Number of Quarterly 0 N/A N/A N/A 29 29 29 10 0 0 0 19 19 106 86 agricultural and nutritional enabling environment policies completing the following processes/steps of development as a result of USG assistance in each case: 1. Analysis; 2. Stakeholder consultation/public debate; 3. Drafting or revision; 4. Approval (legislative or regulatory); 5. Full and effective implementation (F) [USG FACT: 4.5.1(24)]
NB: The targets are accurate given the amount of time
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) required for the extensive consensus-building that must occur at each stage of policy development and approval. Multiple bodies at municipal and state levels must be consulted as well as other stakeholder groups. The level of targets projected accords with the experience of project staff who have undertaken similar policy work under other development projects. NB: As per agreement with USAID, each policy will be reported annually in accordance with the processes/steps of
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) development at the close of the reporting period. 21. Number of Quarterly 0 N/A N/A N/A 867 828 788 175 146 259 73 0 478 2961 2455 individuals who have (40% F (40%F/ received USG 60% M) 60%M) supported short- term agricultural sector productivity or food security training.(F) [USG FACT: 4.5.2-7]
(Disaggregated by municipality, gender, ethnicity, and youth).
NB: The project is responsible for the overall numbers in targets, but not for the gender disaggregation targets
Disaggregated by Male N/A N/A N/A N/A 85% 71% 50% 60% 68% 64% 40% 0% 57% 59% 60% gender
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) Female N/A N/A N/A N/A 15% 29% 50% 40% 32% 36% 60% 0% 43% 41% 40% Disaggregated by Maya N/A N/A N/A N/A 49% 52% 57% N/A 57% 56% 73% 0% 62% 59% N/A ethnic group Garífuna N/A N/A N/A N/A 0% 0% 0% N/A 0% 0% 0% 0% 0% 0% N/A Ladino N/A N/A N/A N/A 48% 46% 41% N/A 43% 42% 27% 0% 38% 40% N/A Xinca N/A N/A N/A N/A 1% 0% 0% N/A 0% 0% 0% 0% 0% 0% N/A Otro N/A N/A N/A N/A 2% 2% 2% N/A 0% 2% 0% 0% 1% 1% N/A Disaggregated by 29 year or N/A N/A N/A N/A 21% 27% 31% N/A 22% 25% 37% 0% 28% 27% N/A age group youngest (youth = 29 year or Older N/A N/A N/A N/A 79% 73% 69% N/A 78% 75% 63% 0% 72% 73% N/A youngest) than 29 years 22. Number of food Quarterly 0 N/A N/A N/A 35 33 15 0 N/A N/A N/A N/A N/A 83 55 security private (new) enterprises (for profit), producers organizations, water users associations, women's groups, trade and business associations, and community-based Organizations (CBOs) receiving USG assistance. (F) [USG FACT: 4.5.2-11]
(Disaggregated by organization type
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) and municipality)
NB: Targets will be set only for ―new‖ organizations, though continuing organizations will be recorded and reported as a footnote.
Y5: This indicator had no established goal for Year 5 given work with the DMMs to develop Municipal Food Security plans concluded in 2018. 23. Number of Quarterly 0 N/A N/A N/A 0 0 1 0 N/A N/A N/A N/A N/A 1 4 public-private Partnerships formed as a result of FtF assistance. (F)
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) [USG FACT: 4.5.2-12]
(Disaggregated by partnership focus)
Y5: This indicator did not have a goal for Year 5 given there were not planned activities to form a public- private partnership. 24. Number of Annually 0 N/A N/A N/A 378 82 94 0 N/A N/A N/A N/A N/A 554 550 people trained in (40%F/ child health and 60%M) nutrition through USG-supported programs. (F)
[USG FACT: 3.1.9-1]
(Disaggregated by gender, youth, ethnicity, and
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) municipality)
NB: The project is responsible for the overall numbers in targets, but not for the gender disaggregation targets. Although this indicator permits participants to be counted more than once, the project targets will reflect only first-time participants as a more meaningful measure. Total numbers of participants trained will recorded and reported as a footnote to PMP reports. Y5: No target was set for this indicator in Year
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) 5 given there were no planned trainings under this subject. Disaggregated by Male N/A N/A N/A N/A 79% 12% 0% 60% 0% 0% 0% 0% 0% 23% 60% gender Female N/A N/A N/A N/A 21% 88% 100% 40% 0% 0% 0% 0% 0% 77% 40% Disaggregated by Maya N/A N/A N/A N/A 49% 63% 69% N/A 0% 0% 0% 0% 0% 63% N/A ethnic group Garifuna N/A N/A N/A N/A 0 0% 0% N/A 0% 0% 0% 0% 0% 0% N/A Ladino N/A N/A N/A N/A 48% 37% 30% N/A 0% 0% 0% 0% 0% 36% N/A Xinca N/A N/A N/A N/A 1% 0% 0% N/A 0% 0% 0% 0% 0% 0% N/A Otro N/A N/A N/A N/A 2% 0% 1% N/A 0% 0% 0% 0% 0% 1% N/A Disaggregated by Older N/A N/A N/A N/A 19% 59% 63% N/A 0% 0% 0% 0% 0% 66% N/A age group than 29 years 29 year or N/A N/A N/A N/A 81% 41% 37% N/A 0% 0% 0% 0% 0% 34% N/A youngest (youth)
DO3: Improved Management of Natural Resources to Mitigate Impacts of Global Climate Change.
Result 5: Municipal Plans established to reduce climate change vulnerability and TA provided for implementation of plans.
25. Number of Annually 0 0 N/A N/A 18 8 12 0 N/A N/A N/A N/A N/A 38 39 institutions with improved capacity to address climate change issues as a
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) result of USG assistance (F) [USG FACT: 4.8.2-14]
(Disaggregated by municipality and type of institution, adaptation capacity)
Y5: This indicator did not have a target established for Year 5 because the elaboration of the Climate Change Adaptations concluded in 2018. 26. Number of Annually N/A N/A N/A N/A 301 123 298 0 N/A N/A N/A N/A N/A 722 585 stakeholders with increased capacity to adapt to the impacts of climate change as a result of USG assistance (F) [USG FACT: 4.8.2-26]
Y5: No goal was
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) set for this indicator for Year 5 given trainings in adaptation to climate change for stakeholders were concluded in 2018 alongside the elaboration of the climate change adaptation municipal plans. 27. Number of Annually 0 N/A N/A N/A 21 14 19 3 N/A N/A N/A 7 7 61 54 climate adaptation tools, technologies and methodologies developed, tested and/or adopted as a result of USG assistance (F) [USG FACT: 4.8.2-8]
(Disaggregated by tools, technologies
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Baseline Year 5
Performance All Year Planned Achievement Frequency LOP152 Indicator Original Municipalities 1 Year Year Total Planned Municipalities (Applies to Year 3 4 Cumulative 153 154 155 156 New Indicators 2 Q1 Q2 Q3 Q4 Municipalities #4,6,29) and methodologies)
28. Number of laws, Annually 0 N/A N/A N/A 20 17 17 5 N/A N/A N/A 9 9 63 62 policies, strategies, 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 regulations and by stage of passage
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