NEXOS LOCALES PROJECT QUARTERLY REPORT #20

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April – June 2019 CONTRACT No. AID-520-C-14-00002

NEXOS LOCALES PROJECT

QUARTERLY REPORT #20

July 22, 2019

This publication was produced for review by the United States Agency for International Development.

It was prepared by DAI Global, LLC.

NEXOS LOCALES PROJECT

QUARTERLY REPORT #20

April - June 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: July 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.

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TABLE OF CONTENTS

TABLE OF CONTENTS _____________________________________________________ 3

SUMMARY OF TABLES AND FIGURES _________________________________________ 4

EXECUTIVE SUMMARY _____________________________________________________ 8

INTRODUCTION ________________________________________________________ 11

I. STEMMING ILLEGAL MIGRATION ________________________________________ 14

II. HIGH-LEVEL RESULTS _________________________________________________ 16

III. SUMMARY OF KEY ACHIEVEMENTS ______________________________________ 18

IV. OBSTACLES FACED AND LESSONS LEARNED ______________________________ 20

V. QUARTERLY PROGRESS RESULTS ________________________________________ 22

SPECIAL ACTIVITY: ELECTORAL STRATEGY _______________________________ 22

RESULT 1: __________________________________________________________ 23

RESULT 2: __________________________________________________________ 32

RESULT 3: __________________________________________________________ 47

RESULT 4: __________________________________________________________ 53

RESULT 5: __________________________________________________________ 60

RESULT 6: __________________________________________________________ 63

ADDITIONAL ACTIVITIES _____________________________________________ 66

ALLIANCE FOR PROSPERITY REPORTING _________________________________ 66

VI. TRAINING EVENTS __________________________________________________ 70

VII. GRANTS ADMINISTRATION ___________________________________________ 71

VIII. PROJECT MANAGEMENT _____________________________________________ 72

IX. FINANCIAL INFORMATION __________________________________________ 77

ANNEX I: GLOSSARY OF KEY TERMS _________________________________________ 79

ANNEX II: WORK PLAN ACTIVITY TRACKER __________________________________ 83

ANNEX III: MUNICIPALITY TRACKER_________________________________________ 88

ANNEX IV: PERFORMANCE MANAGEMENT PLAN ______________________________ 93

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SUMMARY OF TABLES,

FIGURES AND

PHOTOGRAPHS TABLES TABLE 1: NEXOS LOCALES PROJECT MUNICIPALITIES __________________________________ 12

TABLE 2: ADVOCACY CAMPAIGNS IN SAN MARCOS, QUETZALTENANGO, TOTONICAPÁN ___ 33

TABLE 3: ADVOCACY CAMPAIGNS IN HUEHUETENANGO ______________________________ 37

TABLE 4: ADVOCACY CAMPAIGNS IN QUICHE _______________________________________ 40

TABLE 5: CSO GRANT TIMELINE ADJUSTMENTS _______________________________________ 42

TABLE 7: INFRASTRUCTURE INVESTMENT IN WATER SYSTEMS Q20 _______________________ 51

TABLE 8: SNIP CODES APPROVED IN Q20 ____________________________________________ 54

TABLE 9: YEAR 5 TRAINING EVENTS ________________________________________________ 70

TABLE 10: SHORT-TERM TECHNICAL ASSISTANCE CONTRACTED IN Q20 __________________ 74

TABLE 11: CONTRACT BUDGET AND EXPENDITURES AS OF JUNE 30, 2019 _________________ 77

FIGURES FIGURE 1: USAID NEXOS LOCALES PROJECT COVERAGE (YEAR 5) ________________________ 11

FIGURE 2: Q20 SOCIAL MEDIA UPDATE ______________________________________________ 76

PHOTOGRAPHS PHOTO 1: NEXOS LOCALES' QUICHE CLUSTER MANAGER PRESENTS ON THE PRE-ELECTORAL

ANALYSIS AT USAID/GUATEMALA. ............................................................................................................................... 22

PHOTO 2: NEXOS LOCALES WORKSHOP TO DEVELOP A WATER SERVICE PAYMENT

DELINQUENCY MAP USING GEOGRAPHIC INFORMATION SYSTEMS ........................................................... 24

PHOTO 3: DISPOSAL OF EQUIPMENT TO THE MUNICIPALITY OF SANTA CRUZ DEL QUICHE,

QUICHE, TO FACILITATE THE USE OF THE WATER METER READING APP. ............................................... 25

PHOTO 4: TECHNICAL ASSISTANCE TO THE DAFIM IN USPANTAN, QUICHE, TO IMPLEMENT

THEIR RADIO SPOT PUBLICITY PLAN. ......................................................................................................................... 27

PHOTO 5: TECHNICAL ASSISTANCE TO THE UAIP IN SAN MIGUEL IXTAHUACAN, SAN MARCOS.

...................................................................................................................................................................................................... 28

PHOTO 6: THE COMUDE IN TAJUMULCO, SAN MARCOS, VOTES TO PASS THE COMUDE

COMMISSION FUNCTION MANUALS. ......................................................................................................................... 30

PHOTO 7: YOUTH IN TODOS SANTOS CUCHUMATAN, HUEHUETENANGO, PARTICIPATE A

YOUTH EXCHANGE, HOSTED BY ASOCUCH. ......................................................................................................... 32

PHOTO 8: THE WOMEN'S NETWORK IN SAN JUAN COTZAL, QUICHE, RECEIVES TA. ....................... 43

PHOTO 9: OMJ IN CUNÉN, QUICHE, RECEIVES TA. ............................................................................................... 44

PHOTO 10: YOUTH-LED FORUM IN LA LIBERTAD, HUEHUETENANGO. ..................................................... 45

PHOTO 11: YOUTH LEADERS IN CHAJUL, QUICHE, WHO ORGANIZED THE MUNICIPAL MAYOR

FORUM. ..................................................................................................................................................................................... 45

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PHOTO 12: : IN MALACATANCITO, HUEHUETENANGO, THE OMAS CONDUCTS A REVIEW OF

THE WATER TANK. .............................................................................................................................................................. 50

PHOTO 13: USE OF THE DMM PRO IN COMITANCILLO, SAN MARCOS. ..................................................... 56

PHOTO 14: SAN WORKSHOP IN SAN MIGUEL IXTAHUCAN, SAN MARCOS. ............................................ 57

PHOTO 15: FARMERS IN TACANA, SAN MARCOS, RECIEVE TA ON TOMATO PRODUCTION. ........ 57

PHOTO 16: THE COFFEE FESTIVAL IN CONCEPCION HUISTA, HUEHUETENANGO. ............................. 57

PHOTO 16: THE COFFEE FESTIVAL IN CONCEPCION HUISTA, HUEHUETENANGO. ............................. 58

PHOTO 17: STUDENTS PARTICIPATE IN REFORESTATION EFFORTS IN CHICHICASTENANGO,

QUICHE. .................................................................................................................................................................................... 61

PHOTO 18: NATIONAL POLICE OFFICERS PARTICIPATE IN REFORESTATION EFFORTS IN THE

WESTERN HIGHLANDS OF GUATEMALA. .................................................................................................................. 62

PHOTO 19: THE MUNICIPAL HUMAN RESOURCES OFFICE IN SAN LORENZO, SAN MARCOS,

RECIEVED EQUIPMENT AND TECHNICAL ASSISTENCE TO DEVELOP ITS OMRRHH. ............................. 65

PHOTO 20: USAID/GUATEMALA COMMUNICATIONS VISIT TO SAN BARTOLOME JOCOTENANGO,

QUICHÉ. .................................................................................................................................................................................... 72

PHOTO 21: MR. WILSON DE LEON, PARTICIPATING AT A USAID/GUATEMALA YOUTH

ROUNDTABLE IN GUATEMALA CITY. ......................................................................................................................... 73
















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ACRONYMS AAC Area Advisory Committee

AGAAI Guatemalan Association of Indigenous Mayors and

Authorities

ANAM National Association of Municipalities

ASOCUCH Association of Organizations in the Cuchumatanes

ASOREMI Asociacion de Organizaciones de Mujeres Ixhiles

A4P Alliance for Prosperity

CCA Climate change adaptation

CAI Indigenous Authority Councils

CAM Municipal Affairs Commission

COCODE Community Development Council

CODEDE Departmental Development Council

COFETARN Commission for Economic Development, Tourism,

Environment and Natural Resources

COMUDE Municipal Development Council

COMUSAN Municipal Commission for Food Security and Nutrition

COP Chief of Party

COPEP Municipal Programming and Budget Execution and Finance

Committee

CSO Civil Society Organization

DAAFIM Municipal Administrative Assistance Financial Directorate

DAFIM Municipal Administrative Financial Directorate

DAI DAI Global, LLC

DCOP Deputy Chief of Party

DEMIN Integrated Municipal Evaluation

DMM Municipal Women‘s Directorate

DMP Municipal Planning Directorate

ECO Civil Association Western Cooperation Studies

FONAGRO National Fund for the Revival and Modernization of Agro-

poultry Activities

FtF Feed the Future

GIS Geographic Information Systems

GoG Government of Guatemala

GPS Global Positioning System

LED Local Economic Development

LOP Life of Project

MINFIN Finance Ministry

MOU Memorandum of Understanding

OMAS Municipal Water and Sanitation Office

OMDEL Municipal Local Economic Development Office

OMJ Municipal Youth Office

OMM Municipal Women‘s Office

OMRRHH Municipal Human Resources Office

PDM-POT Proceso de Actualización y Alineamiento de Planes

Municipales de Desarrollo a Plan de Ordenamiento

Territorial

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PDH Procurador de Derechos Humanos

PFM Public Financial Management

PMP Performance Management Plan

POA Annual Operative Plan

PPP Public-Private Partnerships

PROCAGICA Central American Integral Management of Coffee Program

PRONACOM Guatemalan National Competitivity Program

QR19 Quarterly Report 19

Q17 Quarter 17 (July-September 2018)

Q18 Quarter 18 (October-December 2018)

Q19 Quarter 19 (January-March 2019)

Q20 Quarter 20 (April-June 2019)

Q21 Quarter 21 (July-September 2019)

Q22 Quarter 22 (October-December 2019)

SAN Food Security and Nutrition

SEGEPLAN Planning and Programming Presidential Secretariat

SEPREM Presidential Secretariat of Women

SESAN Secretariat of Food Security and Nutrition (Secretaría de

Seguridad Alimentaria y Nutricional)

SNIP National Public Investment System

STTA Short-term technical assistance

TA Technical Assistance

UAIP Access to Public Information Unit

USAID United States Agency for International Development

USG United States Government

Y4 Year Four

Y5 Year Five

Y6 Year Six

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EXECUTIVE SUMMARY

This Quarterly Report captures the breadth of activities performed during the twentieth quarter

(Q20), which ranges from April 1, 2019 to June 30, 2019. It 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.

In Quarter 20, Nexos Locales submitted its Contingency Plan in response to the continued funding

uncertainty surrounding USAID programs in the Northern Triangle countries of Guatemala,

Honduras, and El Salvador. The project‘s contingency plan focuses on a reinvigorated strategy to

address the root causes of migration through the pillars of good governance / institutions

strengthening and promoting prosperity / creating economic opportunity.

On June 16, 2019, Guatemala held its general elections—including presidential, congressional and

local government races. In the lead up to the elections, Nexos Locales ramped up its support to

civil society by developing and disseminating advocacy campagins and funding youth-organized

forums to engage candidates on their policy platforms. These actions led to increased

participation in local decision-making spaces. Results show that 44 of the municipalities under

project coverage will experience an 86% turnover in mayors by January 2020.

Advances during the quarter in all six result areas of the contract are summarized

below:

Result 1, Sound Public Financial Systems—six municipalities1 are now using smartphones

and mobile printers to more efficiently bill water service users, reducing municipal administrative

costs from 44 business days for billing to merely nine. Additionally, the Guatemalan Human Rights

Ombudsman (Procurador de Derechos Humanos, PDH) provided their favorable endorsement of the

Municipal Access to Public Information Unit (UAIP) digital calendar. Lastly, Chiantla‘s social audit

commission successfully convinced the municipality to perform a review of the quality control

issues on a water project prior to completing payment to the construction contractor. Examples

of quality issues include poor material construction and improper use of the material. The

municipality assessed the demands made by the commission in a dialogue session with the

contractor in which both parties agreed to an August 31 deadline for the contractor to comply

with the requirements. Representatives of the municipality and the social audit commission will

monitor the advances during the established timeframe.

Result 2, Citizen Participation— This quarter, derived from the ongoing technical assistance

provided to youth networks, Nexos Locales completed ten youth-organized forums for mayoral

candidates where over 1585 people attended and 183 youth drove the planning process. For

many youth, this was the first time they experienced mayoral candidates discussing and prioritizing

youth issues in their campaigns, which is a reflection of the youth‘s leadership and application of

advocacy skills gained through Nexos Locales‘ technical assistance with youth networks. Eighty-

two mayoral candidates (of whom ten were women) and 41 municipal administration candidates

1 Huehuetenango: 1) Chiantla; 2) La Libertad;

Quiché: 3) Chichicastenango; 4) Sacapulas; 5) Santa Cruz del Quiché;

San Marcos: 6) San Rafael Pie de la Cuesta.

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signed a letter of interest committing their administrations to prioritizing youth issues. In addition,

43 advocacy campaigns began implementation with 422 completing mayoral candidate forums to

probe future leaders about their policies and plans related to issues of particular interest to civil

society.

Result 3, Increase the Quality of Potable Water— In Q20, the Municipal Water and

Sanitation Office (OMAS) in Tacaná, located in the department of San Marcos, was legally

institutionalized. Additionally four municipalities3 invested in improving the infrastructure of their

urban water system, improving water service provision for a total of 87,012 people. Sixteen new

OMAS-related plans were developed this quarter, which include: 1) six4 Water Communications

plans; 2) four5 Natural Spring Protection plans; 3) four6 plans to monitor the quality of water; and

4) two7 water meter updated plans. At a first instance, these documents will serve as the basis to

develop the OMAS Annual Operative Plan (POA), and once approved by the city council

(COMUDE) the OMAS can begin their implementation. Lastly, eight municipalities8 updated or

developed new chlorination systems that will benefit an estimated total of 91,945 people.

Result 4 and 5, Local Economic Development and Climate Change Adaptation— This

quarter, USD 843,977.35 in Guatemalan government own funds for women-centered projects

were approved in 13 municipalities9 through 20 National Public Investment System (SNIP) codes.

On May 13, 2019, Nexos Locales signed an agreement with Helvetas, Swiss Intercooperation

through the Prodert Ixoquib‘ project. Eleven municipalities10 in five departments receive support

from both projects and the agreement aligns actions to increase impact in local economic

development. Additionally, four municipalities implemented actions from the Local Economic

Development (LED) plans that resulted in 1,305 producers participating in local economic

development efforts that benefitted around 7,830 people. These actions included planting tomato

and flower crops in municipal greenhouses, the ‗Huist Kapeh‖ coffee festival, and developing

marketing plans for increased commercialization of the Hibiscus flower and soy bean in the region.

2 Excluding San Andres Sajcabajá, Quiche.

3 Quiche: 1) San Juan Cotzal; 2) Nebaj;

San Marcos: 3) Tajumulco; and 4) San Marcos. 4 Huehuetenango: 1) Chiantla; 2) San Sebastián Huehuetenango;

Quiche: 3) San Bartolomé Jocotenango; 4) Zacualpa; 5) Sacapulas; and

San Marcos: 6) Sibinal. 5 Huehuetenango: 1) Chiantla; 2) San Sebastián Huehuetenango;

Quiche: 3) Sacapulas; and

San Marcos: 4) Concepción Tutuapa. 6 Huehuetenango: 1) San Sebastián Huehuetenango;

Quiche: 2) San Bartolomé Jocotenango; 3) Zacualpa; and 4) Sacapulas. 7 Quiche: 1) Chichicastenango and 2) Sacapulas.

8 Huehuetenango: 1) La Libertad; 2) San Sebastián Coatan; 3) San Miguel Acatan; 4) Jacaltenango;

San Marcos: 5) Comitancillo; and 6)Concepción Tutuapa; 7) Comitancillo and

Totonicapán: 8) Totonicapán. 9 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;

San Marcos: 12) San Marcos; and 13) Sibinal. 10

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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Lastly, 19 municipalities11 completed reforestation actions from their Municipal Climate Change

Adaptation Plans12, planting 230,840 trees on 169.2 hectares to reduce the adverse impacts of

climate change; an area nearly three times as large as the National Mall in Washington, DC.

Result 6, ANAM & AGAAI— In Q20, ANAM updated its online municipal toolbox to include

23 Nexos Locales-developed tools that are publically accessible to all 340 municipalities.

11

Huehuetenango: 1) Chiantla; 2) Concepción Huista; 3) San Sebastián Coatan; 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 Bartolome Jocotenango; 14) San Andres Sajcabaja; 15)

Zacualpa;

San Marcos: 16) Tacana; 17) Sibinal; 18) San Marcos; and 19) Comitancillo. 12

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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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.

By enabling citizen participation for Guatemalans to play a more informed and active role in local

decision-making processes and strengthening municipal leadership in responding to citizen

demands, Nexos Locales is delivering an integral framework of good governance that delivers

effective socio-economic development in the region.

Geographic Focus: USAID strategically programs resources in the Western Highlands to

achieve improved results as part of an integrated development model in Guatemala‘s region of

greatest need. The five departments of focus under the Nexos Locales project are:

Huehuetenango, Quetzaltenango, Quiché, San Marcos and Totonicapán.

Figure 1: USAID Nexos Locales Project Coverage (Q20)

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From June 2014 through January 2018, Nexos Locales worked in 29 municipalities in these five

departments. In January 2018, Nexos Locales signed memorandums of understanding (MOU) with

15 additional municipalities selected from the Alliance for Prosperity Plan (A4P) in the five

departments, for a total of 44 intervention municipalities. In alignment with the project‘s

implementation cycle, this quarter marked the beginning of a gradual phase out of 14 municipalities

that will no longer form part of the project‘s geographic coverage beginning in July 2019 (Q21).

These 14 municipalities13 are not included in the Alliance for Prosperity (A4P) Plan but were part

of the original 29 municipalities that have received technical assistance since June 2014. To ensure

a smooth phase out of these 14 municipalities, Nexos Locales has developed an exit strategy

which involves the creation of an exit committee in each municipality to ensure sustained follow-

up in specific areas by the municipality to continue gains made by Nexos Locales. The

municipalities highlighted in red below are the 14 municipalities that will be removed from Nexos

Locales geographic coverage starting July 2019. Only the municipalities of Sacapulas and San Rafael

Pie De La Cuesta will continue to receive targeted technical assistance specific to their use of a

smartphone transparency application.

Table 1: Nexos Locales Project Municipalities14

Huehuetenango Quiché San Marcos Totonicapán Quetzaltenango

San Miguel Acatán San Andres Sajcabajá Comitancillo Totonicapán Concepcion

Chiquirichapa

San Sebastian

Coatan

San Bartolome

Jocotenango

Concepcion

Tutuapa

Santa Lucia la

Reforma

San Juan

Ostuncalco

San Ildefonso

Ixtahuacán

Santa Cruz del

Quiché

San Marcos

San Juan Atitán Chajul Tacaná

San Pedro Necta Chichicastenango San Miguel

Ixtahuacán

Malacatancito Cunén Sibinal

Huehuetenango San Juan Cotzal Tajumulco

Chiantla Nebaj San Jose El

Rodeo

La Libertad Zacualpa Nuevo Progreso

Malacatancito Uspantán San Lorenzo

San Sebastian

Huehuetenango

Sacapulas San Pablo

Todos Santos

Cuchumatán

San Rafael Pie de

la Cuesta

Barillas

Concepcion Huista

San Antonio Huista

Cuilco

Jacaltenango

La Democracia

13

Quetzaltenango: 1) San Juan Ostuncalco; 2) Concepción Chiquirichapa;

San Marcos: 3) San Rafael Pie de la Cuesta; 4) El Rodeo; 5) Nuevo Progreso; 6) San Pablo; 7) San Lorenzo;

Huehuetenango: 8) La Democracia; 9) Cuilco; 10) San Antonio Huista; 11) Concepción Huista; 12) Jacaltenango;

Quiché: 13) Uspantán; and 14) Sacapulas. 14

Blue Highlight= 15 new municipalities in Year 4

Red Highlight= Municipalities that will exit project coverage in Q21

Green Highlight=Municipalities that will exit project coverage but continue transparency app TA

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Pursuant to Section F.6(2) of the contract, this Quarterly Report presents progress against the

project‘s six result areas. The Quarterly Report #20 (QR20) covers the quarterly reporting

period between April and June 2019.

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 crosscutting themes are woven into all Nexos Locales Sub-Activities:

Gender Equity & Social Inclusion

Youth

Indigenous Perspectives

Feed-the-Future (FtF) Principles

The QR20 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 – Training Events

Section VII– Grants Administration

Section VIII– Project Management

Section IV – 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

Annex VII: Success Story II

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I. STEMMING

ILLEGAL

MIGRATION In Quarter 19, Nexos Locales introduced this new section to showcase how Nexos Locales‘ 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 Central America

Strategy. More specifically, Nexos Locales supports the primordial goal of eradicating the push

factors—or drivers— of migration to the United States by addressing the pillars of i) Improved

Governance / Institutions Strengthening and ii) Promoting Prosperity / Creating Economic

Opportunity.

The project‘s underlying, guiding premise is that better governed municipalities in the Western

Highlands increase the prospects for successful USAID investments in health, education, economic

growth, peace building and violence prevention, thus leading to improved sectoral achievements

collectively to reduce illegal migration to the United States. By offering citizens a stronger stake in

their future, Nexos Locales is strengthening the social contract through more transparent and

responsive municipal government that is better able to plan and invest revenue for expanded

economic opportunities and improved public services, giving would-be migrants a reason to stay.

Below are specific examples updated from Quarter 20 of how Nexos Locales directly contributes

to the pillars of Promoting Prosperity / Creating Economic Opportunities and Improving

Governance / Institutions Strengthening.

PROMOTING PROSPERITY / CREATING ECONOMIC OPPORTUNITIES

This quarter, 20 national public investment system (SNIP) codes were approved for a total

of USD 843,977.35 investment of local government‘s own funds that focus on women-

centered projects in 13 municipalities15. This municipality-approved funding has been

allocated toward improving the economic situation of women and creating sustainable

livelihoods in the local economy. This has been accomplished through the project-

financed local economic development plans (LED) and strategy documents for the

municipal women‘s directorate (DMM) offices in 43 municipalities. These plans and

strategy documents place emphasis on climate change adaptability, increased agricultural

production, skills development for women, and improved food security and nutrition.

Strengthening of the Commission for Economic Development, Tourism, Environment and

Natural Resources (COFETARN) in 43 municipalities and the establishment of Municipal

15 Quiche: 1) San Juan Cotzal; 2) Cunen; 3) Chajul; 4) Nebaj; 5) San Bartolomé Jocotenango; 6) Zacualpa; 7) Sacapulas; 8)



San Marcos: 12) San Marcos; and 13) Sibinal.

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Local Economic Development Offices (OMDELs) in 19 municipalities to be able to carry

out and monitor the LED plans. The commissions create Annual Operative Plans (POAs)

that break down the overarching goals of the LED plans into systematic activities to

ensure steady advances throughout the year. The OMDELs coordinate with the

COFETARNs to pursue financing activities through the local government and the private

sector. In eight months, 25% of the COFETARNs and 36% of OMDELs increased their

performance against the DEMINs.

IMPROVED GOVERNANCE / INSTITUTIONS STRENGTHENING

This quarter, technical assistance provided by the project‘s public financial management

(PFM) specialists to the Municipal Directorates of Finance Administration (DAFIM)

focused on five key topics to strengthen the DAFIMs‘ ability to manage municipal finances.

The five topics include: 1) Smartphone App for Water Meter Reading; 2) COPEP

Strengthening; 3) New PFM Tools; 4) ServiciosGL Cleaning; and 5) Billing Systems. By

supportring the DAFIMs in 43 municipalities, the project improves governance via actions

that result in increased own-source revenue. This allows municipalities to reduce

dependence on central government funds and increases their autonomy to allocate budget

resources for addressing citizen demands, improving self-reliance in local government.

So far, Nexos Locales has created and established 23 Municipal Offices of Water and

Sanitation (OMAS) and institutionalized ten where they already exist or where the

municipality had a similarly functioning office. To sensitize the public on the importance of

water chlorination and citizen responsibilities toward paying municipal service fees, Nexos

Locales continued to disseminate throughout the entire Western Highlands listening area,

radio messages in Spanish and eight mayan languages. Nexos Locales increases municipal

capacity to generate revenue in water service collection, supported by innovative uses in

geographic information systems (GIS), to invest in upgraded water tanks and distribution

systems, as well as chlorination testers, to improve the maintenance and sustainable

delivery of safe water services to citizens.

Youth participation increased in local decision-making processes through the

development, establishment, and accreditation of municipal youth offices or youth

commissions in city council meetings. Nexos Locales develops leadership skills amongst

youth to address their most urgent needs, which have been identified as a greater demand

for non-agricultural jobs and opportunities as a means for not migrating. Nexos Locales

has created youth networks that are able to influence political and economic policies

affecting youth. To-date, Nexos Locales has strengthened municipal youth offices in 24

municipalities and established 24 youth networks, whose principal function is to advocate

for and develop projects that address youth needs. Additionally this quarter, Nexos

Locales completed ten youth-organized forums for mayoral candidates to engage young

voters with information about their platforms. Over 1585 people attended the ten forums

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, confirming their commitment to carryout actions to improve the conditions of

young people should they be elected mayor.

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II. HIGH-LEVEL

RESULTS

Nexos Locales‘ mandate is to encourage and incentivize responsible and transparent municipal

management. To achieve this mandate, the project has created tools, developed methodologies

and initiatives, and showcased best practices that demonstrate expertise in the six project result

areas. Nexos Locales is a local governance project that invests in local results. Due to the success

of this work, Nexos Locales often has impact far beyond its areas of intervention. The tools

developed under the project, initiatives and experiences were, and will continue to be,

disseminated by Nexos Locales at a national level—through the National Association of

Municipalities (ANAM) and on the project website—to improve municipal governance beyond the

44 municipalities under project coverage, reaching all 340 municipalities in the Republic of

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

1) Investment in Women-Centered Projects: In Year 4, the project facilitated a training

for DMMs on social and food security proposals. This quarter, 20 projects have been

assigned a National Public Investment System (SNIP) code (see Sub-Activity Y5 4.1.1.),

which appropriates financing in 2019. Of these 20 projects, 13 are women-centered

projects totaling USD 843,977.3516. Since July 2018, a total of Q9,789,881.16

(USD1,288,142.26) of municipal funds have been invested in Municipal Women‘s

Directorates (DMM) projects designed with support from Nexos Locales. By supporting

DMM to develop project proposals for municipal funding opportunities, the project is

better positioning the DMMs to advocate for the needs of women in 43 municipalities.

2) Annual Municipal Planner Update: In Year 4, the project developed an innovative

digital tool called the Annual Municipal Planner to provide the staff of the Municipal

Administrative Financial Directorate (DAFIM) with notifications of the 143 financial

reports due to various governmental entities throughout the year. The project requested

the National Association of Municipalities‘ (ANAM) support in installing the tool in DAFIM

offices in municipalities outside of project coverage to provide support to DAFIMs if they

wanted the tool. To date, the Annual Municipal Planner has been installed in 160

municipalities, in 14 departments17 across Guatemala (117 municipalities outside of project

coverage). This result demonstrates how Nexos Locales‘ strategic partnership with

ANAM has a multiplier effect on USAID investment.

3) INAP’s Online Courses: In 2018, USAID Nexos Locales supported the National Public

Administration Institute (INAP) with an investment of USD 29,457.05 to make substantial

improvements to its e-learning platform https://teleinap.inap.gob.gt/. One of those

improvements expanded the capacity of its e-learning platform by more than triple,





1) Retalhuleu; 2) Sololá; 3) Suchitepéquez; 4) Quetzaltenango; 5) Totonicapán; 6) Alta Verapaz; 7) Baja Verapaz; 8)

Chiquimula; 9) El Progreso; 10) Izabal; 11) Zacapa; 12) Guatemala; 13) Huehuetenango; and 14) San Marcos.

https://teleinap.inap.gob.gt/

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increasing its bandwidth from 3,000 users in 2017 to 10,000 in 2019. This expansion

means that since 2018, 13,088 public servants have participated in INAP‘s online

certification course to improve public service responsiveness to citizens. By supporting

INAP to reach a broader audience, particularly municipal employees outside of the capital,

Nexos Locales increased the knowledge base of a more diverse section of the public

sector outside of the project‘s geographic coverage.

4) Municipal Human Resources Offices: To date, the project has established 29

Municipal Human Resources Offices (OMRRHH) through a grant to ANAM (twelve

OMRRHH were established prior to project intervention, leaving two municipalities18 of

the 43 that have yet to establish OMRRHH). This result is the fruit of tedious labor—

meeting with local authorities to convince them of the importance and benefits of

establishing an OMRRHH and then working to develop manuals and procedures to guide

OMRRHH‘s interventions.

5) Investment in Water Infrastructure: This quarter, four municipalities19 invested USD

128,427.32 (Q976,047.60) to improve their water infrastructure, benefiting an estimated

67,172 people. These investments are aligned with the Strategic Water Investment Plans,

developed by Nexos Locales to support municipalities by guiding their long-term

investment strategies to ensure safer water for more citizens. By working with the

Municipal Water and Sanitation Offices (OMAS) to develop these plans and to advocate

for continued investment in safe water, the project is supporting local governments on

their journey to self-reliance in quality service provision.

18

1) Totonicapán, Totonicapán; and 2) Chajul, Quiche.

19

Quiché: 1) Cotzal; 2) Nebaj;

San Marcos: 3) San Marcos; 4) Tajumulco.

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III. SUMMARY OF KEY

ACHIEVEMENTS

This section provides a summary of the key achievements made in Quarter 20. 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 20:

Six municipalities20 are now using smartphones and mobile printers to more efficiently bill

water service users, reducing the municipalities‘ investment from 44 business days for

billing to merely nine (Sub-Activity Y5 1.2.1.).

The Guatemalan Human Rights Ombudsman (Procurador de Derechos Humanos, PDH)

provided their favorable endorsement of the Municipal Access to Public Information Unit

(UAIP) digital calendar (Sub-Activity Y5 1.2.3.).

Chiantla‘s social audit commission successfully convinced the municipality to investigate

quality issues on a water project prior to completing payment to the construction

contractor (Sub-Activity Y5 1.3.1.).

Nexos Locales completed ten youth-organized forums for mayoral candidates to engage

young voters with information about their platforms where over 1585 people attended



interest committing their administrations to prioritizing youth. After the June elections,

the project analyzed the letters of interest and found that five candidates21 were elected

who signed the letters. The project will work with the youth to follow up with the

mayors-elect on their campaign promises regarding youth issues (Sub-Activity Y5 2.6.3.).

43 advocacy campaigns began implementation with 4222 completing mayoral candidate

forums to probe future leaders about their policies and plans related to issues of particular

interest to civil society (Sub-Activity Y5 2.3.1.).

The institutionalization of the OMAS in Tacaná, located in the department of San Marcos

(Sub-Activity Y5 3.2.1.).

Four municipalities23 have invested in improving the infrastructure of their urban water

system, improving water service provision for a total of 67,172 people (Sub-Activity Y5

3.2.2.).

Sixteen new OMAS-related plans were developed this quarter. Six municipalities24 created

a Water Communications plan, four municipalities25 developed a Natural Spring Protection

20

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. 21

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. 22

Excluding San Andres Sajcabajá, Quiche 23

Quiche: 1) San Juan Cotzal; 2) Nebaj;

San Marcos: 3) Tajumulco; and 4) San Marcos.

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plan, four municipalities26 created plans to monitor the quality of water, and two

municipalities27 developed a water meter update plan (Sub-Activity Y5 3.2.2.).

Eight municipalities28 updated or developed new chlorination systems that will benefit an

estimated total of 91,945 people (Sub-Activity Y5 3.2.2.).

USD 843,977.35 of women-centered projects were approved this quarter in 13

municipalities29 through 20 SNIP codes (Sub-Activity Y5 4.1.1.).

On May 13, 2019, Nexos Locales signed an agreement with Helvetas, Swiss

Intercooperation through the Prodert Ixoquib‘ project. Eleven municipalities30 in five

departments receive support from both projects and the agreement aligns actions to

increase impact in local economic development (Sub-Activity Y5 4.3.1).

In Q20, four municipalities31 implemented actions from the Local Economic Development

(LED) plans that resulted in 1,305 producers participating in local economic development

efforts (Sub-Activity Y5 4.3.1.).

In Q20, 19 municipalities32 completed reforestation actions from their Municipal Climate

Change Adaptation Plans33, planting 230,840 trees on 169.2 hectares to reduce the

adverse impacts of climate change (Sub-Activity Y5 5.3.1.).

Update of the ANAM online municipal toolbox which contains 23 Nexos Locales-

developed tools that are publically accessible to all 340 municipalities (Sub-Activity Y5

6.1.3).

This quarter, the internal cultural pertinence committee developed and submitted the

Cultural Pertinence Strategy to USAID for its review and approval (Sub-Activity Y5 6.1.6.).

24

Huehuetenango: 1) Chiantla; 2) San Sebastián Huehuetenango; Quiche: 3) San Bartolomé Jocotenango; 4) Zacualpa; 5) Sacapulas; and

San Marcos: 6) Sibinal. 25

Huehuetenango: 1) Chiantla; 2) San Sebastián Huehuetenango;



Quiche: 2) San Bartolomé Jocotenango; 3) Zacualpa; and 4) Sacapulas. 27

Quiche: 1) Chichicastenango and 2) Sacapulas. 28 Huehuetenango: 1) La Libertad; 2) San Sebastián Coatan; 3) San Miguel Acatan; 4) Jacaltenango;


Totonicapán: 8) Totonicapán. 29 Quiche: 1) San Juan Cotzal; 2) Cunen; 3) Chajul; 4) Nebaj; 5) San Bartolomé Jocotenango; 6) Zacualpa; 7) Sacapulas; 8)





Quiche: 4) Cunen; 5) Sacapulas; 6) Uspantan; Totonicapan: 7) Totonicapan;


Quetzaltenango: 11) Concepcion Chiquirichapa. 31

Huehuetenango: 1) Concepción Huista; 2) Jacaltenango; 3) Cuilco; and

San Marcos: 4) Tacaná. 32




Zacualpa;




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IV. OBSTACLES FACED

AND LESSONS

LEARNED

OBSTACLES FACED AND LESSONS LEARNED IN QUARTER TWENTY

USAID Northern Triangle Financial Crisis-

This quarter the project responded to changing funding tides in Washington, D.C. and proactively

developed scenarios for pivoting project implementation to meet the increased attention on

eradicating illegal migration to the United States. This funding challenge and uncertainty was met

with calm and precise decision-making to begin to plan for a varied financial climate in Year Six.

General Elections-

On June 16, 2019, Guatemala conducted presidential, congressional and local elections. In the

previous quarter, the project reported how the campaigning period created political divisions that

limited the ability to build consensus within the 44 municipalities under project coverage. These

tensions continued during April to mid-June. Following the elections, Guatemala entered a brief

crisis where after a week of rising conflict in a number of municipalities, the Supreme Electoral

Tribunal (TSE) conducted a recount. Overall, 86% of the municipalities under project coverage (of

44) will have a new mayor starting January 2020.

San Pablo, San Marcos-

During the reporting period, the electrical company, ENERGUATE, cut off electricity to the entire

municipality of San Pablo, San Marcos. The reason given by ENERGUATE for this electrical cut is

due to widespread lack of payment by users of ENERGUATE 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. The municipality and ENERGUATE made an agreement

that if service users do not pay their electric bills, ENERGUATE will suspend electricity service

provision again.

Todos Santos Cuchumatán, Huehuetenango - Mayor Andrés Mendoza Calmo

In December 2016, the Social Audit Network (referred to in Spanish as the Red de Auditoria

Social) submitted a request for information to the municipality's Public Access to Information

office, asking for information surrounding the construction of municipal market #2. At the time of

the request, the Mayor, Andrés Mendoza Calmo, and his municipal council refused to disclose the

information being requested by the Social Audit Network, which resulted in the Social Audit

Network filing a legal complaint against the municipality, which has resulted in a legal hearing

against Mayor Andrés Mendoza Calmo and his entire municipal administrative council. The Mayor

is being accused of non-compliance with the access to public information law. The local

authorities close the entire municipal government when the mayor and his council have a legal

audience, which complicates the project‘s technical assistance schedules.

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Watershed Plan Implementation Setbacks- In Q20, the inter-municipal commission could not

convince local landowners to participate in the forest incentives projects due to fears about being

sought for back-taxes and a general distrust of the government. The project found that many of

the local landowners did not have any paperwork to prove ownership of the land which created

barriers to completing the forest incentives (as well as general doubts about actual ownership).

San Juan Ostuncalco and Concepcion Chiquirichapa will no longer receive project assistance in

Q21 so the inter-municipal watershed management commission will continue to independently

advance with the implementation of the plan.

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V. QUARTERLY

PROGRESS

RESULTS

SPECIAL ACTIVITY: ELECTORAL STRATEGY

As a result of the funding crisis affecting USAID programs in the Northern Triangle, Nexos Locales

accelerated its staff and municipal reduction plan previously guided by the year five work plan

electoral strategy. This meant a push for completing the selection of the 15 municipalities that will

receive complete technical assistance packages, identifying the five highest performing

municipalities to receive limited, but specialized technical inputs to advance in key areas of local

governance, and ensuring continued support to the three municipalities (Chiantla, San Rafael Pie

de la Cuesta, and Sacapulas) operating a smartphone transparency application . In Quarter 21,

Nexos Locales will submit for USAID approval the 22 municipalities that will remain on the

project through closedown, beginning October 1, 2019.

On Tuesday, May 14, 2019, USAID Nexos Locales presented a Pre-Electoral Analysis of the 43

municipalities under project coverage to nearly fifty USG staff. The analysis was the result of

diligent data collection by project technicians in each of the 43 municipalities to better understand

the socio-political climate surrounding the local elections in the Western Highlands, a population

representing over 28% of the national vote.

USAID Nexos Locales works with local

officials to increase transparency and citizen

participation in local government, therefore a

large component of the diagnostic analyzed the

role of women, youth and civil society. Lastly,

the analysis found that 67% of the 43

municipalities are at risk for conflict

surrounding the elections to occur in June

2019. Following the elections in June, Nexos

Locales will develop a post-electoral analysis in

43 municipalities, describing election results of

mayors and their potential for collaboration in

areas of interest to USAID programming. This

post-electoral analysis is scheduled to be

completed in August 2019.

Photo 1: Nexos Locales' Quiche Cluster Manager presents

on the Pre-Electoral Analysis at USAID/Guatemala.

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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 are coordinated

with ruling bodies of the corresponding themes, such as Ministry of Finance (MINFIN), the General

Planning Secretariat (SEGEPLAN) and the Guatemalan Human Rights Ombudsman (Procurador de

Derechos Humanos, PDH). The Nexos Locales approach includes collaboration among municipalities

to share best practices and lessons-learned, the use of local staff from partner institutions, and the

encouragement of citizens to use national transparency and budget laws to access information on

municipal budgets, expenditures, and conduct.

In Year 1, the project completed assessments of PFM and Municipal Development Council

(COMUDE) functioning in order to draw detailed pictures of technical assistance needs in each

municipality. Using the data and information collected in Year 1 diagnostics, Nexos Locales

developed customized approaches for delivering technical assistance (TA) to project municipalities

in Year 2. Year 3 saw a continuation of training that deepened municipalities‘ fundamental

understanding of public financial management and the sound functioning of the COMUDE, while

also responding to the specific needs of each municipality through individualized TA. 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).

KEY ACHIEVEMENTS IN THE 20TH QUARTER

Six municipalities34 are now using smartphones and mobile printers to more efficiently bill

water service users, reducing the municipalities‘ investment from 44 business days for

billing to merely nine (Sub-Activity Y5 1.2.1.).

The Guatemalan Human Rights Ombudsman (Procurador de Derechos Humanos, PDH)

provided their favorable endorsement of the Municipal Access to Public Information Unit

(UAIP) digital calendar (Sub-Activity Y5 1.2.3.).

Chiantla‘s social audit commission successfully convinced the municipality to investigate

quality issues on a water project prior to completing payment to the construction

contractor (Sub-Activity Y5 1.3.1.).

ACTIVITIES/WORK PROGRESS

Below are brief descriptions of specific activities implemented during the twentieth quarter for

Result 1.

34

Huehuetenango: 1) Chiantla; 2) La Libertad;

Quiche: 3) Sacapulas; 4) Chichicastenango; 5) Santa Cruz del Quiche; and


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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).

Photo 2: Nexos Locales workshop to develop a water service payment delinquency map using geographic information systems

Sub-Activity Y5 1.1.1. GIS Support: In Q20, the project developed a manual to provide step-by-step

instructions and guidance on how to transfer the water user payment database to Quantum GIS

(the open-source version of the GIS software). Nexos Locales then organized a workshop for 13

municipal employees35 from 12 municipalities36 on how to develop a water service payment

delinquency map using geographic information systems (GIS) to depict levels of user debt. Project

water technicians and regional cluster managers also received the training. The 18-hour workshop

emphasized hands-on practice using the project-developed manual (available at:

https://nexoslocales.com/manual-para-la-elaboracion-de-mapas-de-morosidad-del-servicio-de-

agua/). All 13 participants met the performance management plan (PMP) requirements to be

considered trainees. The Municipal Water and Sanitation Offices (OMAS) of these municipalities

35

Two delegates from the municipality of Sacapulas were invited following a request from the mayor given both

municipal employees were appointed to implement the water service mapping, the remaining 11 municipalities had only

one attendee.

36

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.

https://nexoslocales.com/manual-para-la-elaboracion-de-mapas-de-morosidad-del-servicio-de-agua/

https://nexoslocales.com/manual-para-la-elaboracion-de-mapas-de-morosidad-del-servicio-de-agua/

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now have the technical knowledge to translate the financial data on user debt into a map that local

authorities can use to direct clearer billing actions in certain sectors of each municipality. This will

result in own-source revenue increases, subsidy reductions and an improved positioning of the

municipalities to be able to reinvest funds to improve water systems and service provision. Nexos

Locales will provide ongoing technical support to OMAS coordinators in Q21 as they elaborate

their water service payment delinquency maps.

Simultaneously, PFM technicians continued working with the DAFIM to guarantee that 90% of the

municipal database of water service users is updated in ServiciosGL, a necessary pre-requisite to

being able to map water users and their payment statuses (delinquent versus current). This action

requires ongoing check-ins to make sure that the DAFIM is addressing new users and updated

user information.

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 specialists to the Municipal Directorates of

Finance Administration (DAFIM) focused on five key topics for improving the DAFIM‘s

performance against the DEMIN. The five topics include: 1) Smartphone App for Water Meter

Reading; 2) COPEP Strengthening; 3) New PFM Tools; 4) ServiciosGL Cleaning; and 5) Billing

Systems.

1) Smartphone App for

Water Meter Reading:

During the reporting period,

the project disposed of in-kind

equipment to six

municipalities37 to facilitate the

use of the Direccion de Asistencia

a la Administracion Financiera

Municipal (DAAFIM) digital

application that serves to track

water usage and associated

fees. Each municipality received

two smartphones with cases,

two mobile printers with cases,

and six rolls of receipt paper.

First, the OMAS workers (or

their relevant municipal water

office) scan each water meter in the municipality using the smartphone. The app then

directly links the readings with the service users on ServiciosGL. Second, OMAS

workers print a bill on the spot to leave at the users‘ residence. The app and donated

equipment reduce the billing process from 44 days to 9 days (on average). These

components increase efficiency and user friendliness, allow the municipality to reduce

administrative costs for billing while simultaneously improving customer service and

37




Photo 3: Disposal of equipment to the municipality of Santa Cruz del

Quiche, Quiche, to facilitate the use of the water meter reading app.

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increasing own-source revenue. The DAAFIM performed an assessment to estimate

the amount of administrative costs reduced with the implementation of the app (based

on the experience of the municipality of Samalá in the department of Baja Verapaz38)

considering expenses such as receipt printing, salaries and equipment. In general,

municipalities can save up to Q 30, 000.00 (USD 3,947.36) a year with the use of this

technology.

Following the disposal of the equipment, PFM technicians accompanied MINFIN officials as

they configured the equipment to ensure the app would sync with the ServiciosGL data.

The MINFIN officials then provided the OMAS staff with a training on how to use the app

and print the bills. Sacapulas, located in the department of Quiche, was the first

municipality to complete a full round of water meter readings using the new app. The

entire process used to take a month (20 business days) and now takes one week (five

business days). In Q21, the project will provide ongoing support to ensure the successful

implementation of the app in each of the six municipalities that received equipment.

2) Strengthening the Municipal Programming of Budget Execution and Finance

Committee (COPEP): This committee analyzes, reviews and controls the flow of

revenue and payments that each municipal government makes. It serves as a monitor of

cost efficiency and responsible use of municipal resources through budget authorizations

to each municipal office as they implement actions outlined in approved budgets. Although

mandated by law (Acuerdo Ministerial No. 86-2015, Finance Ministry, Municipal Integrated

Financial Administration Manual), most municipalities have an established but non-

functional COPEP. Of the 43 project municipalities, 15 have a COPEP (measured by the

existence of an official act to establish its existence). There are 28 municipalities that do

not have a COPEP. Therefore, this quarter PFM technicians continued to advocate for the

establishment of this essential committee. They also developed a checklist of actions

needed in each of the 15 existing COPEPs to increase their functionality and relevance in

the municipality.

In the municipality of Zacualpa, located in the department of Quiche, the COPEP had been

legally established but was not functional before Nexos Locales‘ interventions. Through

technical assistance, the COPEP met and reviewed the first trimester (January-March

2019) of the fiscal year. This revision resulted in the COPEP noting an 30% increase of

revenue over estimates, and now the municipality can take actions to expand its spending

to use that increased revenue.

3) New PFM Tools: In Q20, PFM technicians developed two tools to support DAFIMs

to formalize their systems. The first tool is the Generic Positions and Functions

Manual for DAFIMs. This 37 page generic manual outlines each key position within

the DAFIM and details the scope of work for each position. The second tool is the

Generic Inventory Procedure Manual, a 47 page document which provides a detailed

outline of how to manage the municipal inventory. Both of these documents will be

presented to DAFIM staff and adapted to fit each unique municipal context in Q21.

See the tools here: https://nexoslocales.com/manual-generico-de-gestion-del-

inventario-municipal/ and https://nexoslocales.com/manual-generico-de-funciones-de-

la-direccion-de-administracion-financiera-integrada-municipal/

38 Samalá was the first municipality to implement the application to take water meter readings in the country.

https://nexoslocales.com/manual-generico-de-gestion-del-inventario-municipal/

https://nexoslocales.com/manual-generico-de-gestion-del-inventario-municipal/

https://nexoslocales.com/manual-generico-de-funciones-de-la-direccion-de-administracion-financiera-integrada-municipal/

https://nexoslocales.com/manual-generico-de-funciones-de-la-direccion-de-administracion-financiera-integrada-municipal/

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4) ServiciosGL Updating: To increase own-source revenue, it is essential for each

municipality to have updated personal information about service users. Keeping the

databases updated reduces billing time and service lines in the municipality when

service users come to pay. This quarter the project invested time in supporting 42

municipalities as they reviewed their ServiciosGL service user database to flag

duplicate entries and to update addresses.

5) Billing Systems: This quarter the project noted a significant drop in availability by

local authorities to bill for citizen services. This drop is attributed to the electoral

campaigning period where billing is viewed by most mayors as unfavorable. Despite

this general tendency, PFM technicians worked diligently with the DAFIM, mayors and

administrative councils to advocate for continued billing so that mayors can present

projects using the funds and demonstrate their dedication to improving conditions.

This approach to working with the municipalities during the electoral period is a prime

example of the project‘s versatility and the importance of laying groundwork to

increase own source revenue generation.

6) Annual Municipal Planner Update: In Year 4, the project developed an

innovative digital tool called the Annual Municipal Planner to provide the staff of the

DAFIM with notifications of the 143 financial reports due to various governmental

entities throughout the year. The project requested ANAM‘s support in installing the

tool in DAFIM offices in municipalities outside of project coverage to provide support

to DAFIMs who expressed interest in receiving the tool. To date, the Annual

Municipal Planner has been installed in 160 municipalities, in 14 departments39 across

Guatemala (117 municipalities outside of project coverage).

Sub-Activity Y5 1.2.2. Further

Dissemination of Radio Spots on

Citizen Responsibilities to Pay

Municipal Fees: Due to the

electoral campaign period, the

project found that local

authorities were resistant to

disseminating radio spots on

citizen responsibilities to pay

municipal fees due to the

negative impact such publicity

could have towards mayoral

candidates‘ reelection odds.

However, four municipalities40

completed the implementation of the diffusion plans. One key achievement in publicity was that in

41 municipalities, the radio spots were played before the COMUDE meetings as a means to

increase awareness among key local actors to decrease fee payment delinquency. In Q21, the

39

1) Retalhuleu; 2) Sololá; 3) Suchitepéquez; 4) Quetzaltenango; 5) Totonicapán; 6) Alta Verapaz; 7) Baja Verapaz; 8)

Chiquimula; 9) El Progreso; 10) Izabal; 11) Zacapa; 12) Guatemala; 13) Huehuetenango; and 14) San Marcos. 40

Quiche: 1) Chichicastenango;

San Marcos: 2) Sibinal; 3) Tacana; and

Quetzaltenango: 4) San Juan Ostuncalco.

Photo 4: Technical assistance to the DAFIM in Uspantan, Quiche, to implement

their radio spot publicity plan.

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In 2017, I was assigned the Access to Public

Information Unit in Chichicastenango. I had no

previous experience in this area. Nexos Locales was

the first institution that provided me with the

knowledge to do my job and do it well. Now, the

UAIP here is ranked number one in compliance with

the law in all of Quiche and top 20 nationally. I’m

very thankful to Nexos Locales for their technical

support and for developing handy tools that help me

do my job better.

-Edyn Marroquin, UAIP Coordinator

project expects increased interest in ramping up

radio spot dissemination during the post-election

period.

Compliance with the Access to Public Information

Law

In Years 3 and 4, all project municipalities

participated in workshops and received individual

TA on the implementation of the Public Access to

Information Law. This included the provision of

standardized forms developed by the project for

citizens to request information, municipal

responses to the requests, and logging relevant

actions. The project also implemented the best

practice of proactive public disclosure through

advising on the development of municipal informational materials, web portals, and replication of

the Chiantla Transparency Smartphone Application and Citizen Charters. Nexos Locales will

continue these practices in Year 5 (see Sub-Activity Y5 1.2.3.).

Sub-Activity Y5 1.2.3. TA in Implementation of the Public Access to Information Law: In Q20, Nexos

Locales‘ municipal public financial specialist met with key leaders in the Guatemalan Human Rights

Ombudsman (Procurador de Derechos Humanos, PDH) to present the project-developed Municipal

Access to Public Information Unit (UAIP) digital calendar. The UAIP calendar runs off Microsoft

Excel and operates without internet connection. Once installed on a municipal computer, the tool

sends over 75 notifications to UAIP staff with reminders of key reporting deadlines from now

through 2022. Beyond simply notifying the user of dates, the tool contains detailed guides on how

to correctly complete reporting requirements as defined by Decree 57-2008, Article 19 and 20,

while also providing easy-to-use links for downloading official reporting templates. Nexos Locales‘

meeting with PDH officials demonstrates a dedication to weaving project-developed tools into the

national tapestry, ensuring long-term sustainability. PDH officials were enthusiastic about the tool

and congratulated the project for using the official formats and guides. ANAM uploaded the tool

to their website (http://anam.org.gt/cajadeherramientas/) so that municipalities across the country

can have access. By expanding the reach of this tool, the project is supporting the functionality of

UAIPs to provide public information to citizens, thus increasing transparency. The UAIP Digital

Photo 5: Technical Assistance to the UAIP in San Miguel

Ixtahuacan, San Marcos.

http://anam.org.gt/cajadeherramientas/

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Calendar can be downloaded here: https://nexoslocales.com/planificador-para-la-unidad-de-acceso-

a-la-informacion-publica/

Following this meeting, the PDH notified all municipalities of a change in its timeline for the

submission of compliance reports with the Public Access to Information Law. This change in

report deadlines reflects the change in local authorities in January 2020. Therefore, the project

updated the tool with the new deadlines. In Q21, the project will continue to provide support to

the municipalities on the implementation of the Public Access to Information Law.

Sub-Activity Y5 1.2.4. Replication of the Transparency App: The project provided follow-on technical

assistance for the continued use of the three transparency apps41. PFM technicians coordinated

with UAIPs to promote the app on each municipality‘s website. Project outreach staff provided

TA to develop publicity plans for continued promotion of the app in each municipality. The Social

Audit Commissions in San Rafael Pie de la Cuesta and in Chiantla were trained on how to use the

apps as a tool in completing social audits. Additionally, the results of the number of reports

submitted and resolved via the app by the municipality was presented in the COMUDE in Chiantla

and San Rafael Pie de la Cuesta in the month of June. Project grantee, ASOCUCH, trained CSOs

on the use of the app in Chiantla as a component of Sub-Activity Y5 2.3.1. In Q21, the project will

launch three promotional videos for municipalities to use in continuing to promote the apps, as

well as three instructional videos to guide municipal staff in managing the apps with tips and key

information.

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: This quarter, technical assistance to

the Municipal Development Councils (COMUDE) emphasized the following key topics to improve

the COMUDE‘s performance against the DEMIN:

Commission Strengthening: In Q20, technical outreach 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], COMUSAN). Emphasis was placed on the implementation of each commission‘s

2019 Annual Operative Plan (POA). Examples of 2019 POA implementation during the quarter

include:

1) COMUSAN: All 43 municipalities are implementing the SAN situation rooms (see Activity Y5

4.2). In the municipality of San Miguel Acatán, located in the department of Huehuetenango,

the members of the COMUSAN are making home visits to chronically malnourished children.

This helps the municipality take a vested interest in the lives of malnourished children and

makes taking action more relevant.

2) Citizen Participation Commission: In Malacatancito, located in the department of

Huehuetenango, the commission solicited municipal funds to organize a course for women

41

Huehuetenango: 1) Chiantla;



https://nexoslocales.com/planificador-para-la-unidad-de-acceso-a-la-informacion-publica/

https://nexoslocales.com/planificador-para-la-unidad-de-acceso-a-la-informacion-publica/

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with the goal of motivating participants to become more involved in local development

initiatives through the municipal government. This course will begin in Q21.

3) Women and Youth Commission: In Santa Cruz del Quiche, located in the department of

Quiche, the commission trained local female leaders on the eradication of violence and

advocacy in decision-making spaces.

Technical Assistance: In Q20, technical outreach staff completed an evaluation of the internal

regulation of the COMUDEs. The evaluation found that 34 municipalities42 follow the regulation

when implementing the COMUDE. In the upcoming quarter, technical outreach staff will use the

results of the evaluation to guide technical assistance to increase compliance with each

COMUDEs‘ internal regulation.

Photo 6: The COMUDE in Tajumulco, San Marcos, votes to pass the COMUDE Commission Function Manuals.

Public Financial Accountability Reports (referred to as 'rendiciones de cuentas' in Spanish): Due to

electoral campaigns, the project noted a decrease in the number of municipalities to complete

public financial accountability reporting of the first trimester despite the project‘s best efforts to

motivate fiscal transparency.

Social Audit Commissions: In Q20, the project is able to report on three occurring or completed

social audit commissions. They are:

Chiantla, Huehuetenango: This quarter the social audit commission presented an update on

the advances of its second social audit to the COMUDE. So far, in their audit of a municipal water

42

The following municipalities were found to not apply their COMUDE regulation:

Quetzaltenango: 1) San Juan Ostuncalco;

San Marcos: 2) Tajumulco;

Huehuetenango: 3) Todos Santos Cuchumatán; 4) Huehuetenango; 5) San Ildefonso Ixtahuacán;

Quiche: 6) Chajul; 7) Cunen; 8) San Bartolomé Jocotenango; and 9) Zacualpa.

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project, they identified serious quality issues with the contractor‘s work. Following their

presentation, the mayor commented on the timeliness of their update given that the municipality

was scheduled to complete a payment to the contractor two days later. Given this, the

municipality withheld payment and are completing a separate review before submitting a formal

complaint to the construction company. The municipality filed a formal complaint following the

first social audit report in November 2018 and that process is currently being handled by the

Public Ministry. The social audit commission in Chiantla has been so successful, that three new

people have requested to form a part of the commission. In Q21, the commission will complete

its second social audit report and present it to the COMUDE.

Concepcion Huista, Huehuetenango: This quarter the commission did not advance with the

social audit. Project efforts in this municipality end at the beginning of Q21.

San Rafael Pie de la Cuesta, San Marcos: In Q20, the commission completed data analysis

and the project anticipates they will present the final report to the COMUDE next quarter.

Project efforts in this municipality end at the beginning of Q21.

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: There were no significant advances this

quarter as the Mancomunidad Metropoli de los Altos continues to pursue funding options.

NEXT STEPS

During the next quarter, Nexos Locales‘ principal activities for this Result will include:

Ongoing technical assistance to support the establishment and reactivation of COPEPs

(Sub-Activity Y5 1.2.1.).

Technical assistance to the UAIPs as they prepare submission of the mid-year PDH report

on public information requests received and resolved (Sub-Activity Y5 1.2.3.).

Support to modify the Generic Positions and Functions Manual and the Generic Inventory

Procedure Manual to fit the unique needs of each DAFIM (Sub-Activity Y5 1.2.1.).

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RESULT 2: STRENGTHENED CIVIL SOCIETY

PARTICIPATION IN SOCIAL ACCOUNTABILITY

PROCESSES

Background: Nexos Locales works with civil society organizations (CSOs), community

organizations (including, but not limited to, Community Development Councils –COCODEs-), and

citizens to strengthen their capability to engage actively and independently in municipal social

accountability and citizen participation mechanisms. The project includes a specific focus on

facilitating the effective participation of vulnerable and underrepresented groups (women, youth,

those living in extreme poverty, and people with disabilities), who face unique obstacles limiting

their involvement in participatory processes. Nexos Locales stresses civil society participation in

the Municipal Development Council (COMUDE), but also promotes other innovative social

accountability mechanisms (including the Public Access to Information Law), and leveraging

technology, where possible, to strengthen citizen confidence in public financial accountability. In

Year 4, the project refined the DEMIN tool and is using it to monitor project interventions in the

Municipal Youth Offices (OMJs).

KEY ACHIEVEMENTS IN THE 20th QUARTER

Nexos Locales completed ten youth-organized forums for mayoral candidates to engage

young voters with information about their platforms where over 1585 people attended



interest committing their administrations to prioritizing youth (Sub-Activity Y5 2.6.3.).

43 advocacy campaigns began implementation with 4243 completing mayoral candidate

forums to probe future leaders about their policies and plans related to issues of particular

interest to civil society (Sub-Activity Y5 2.3.1.).

ACTIVITIES/WORK

PROGRESS

Below are brief descriptions of

specific activities implemented

during the twentieth 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.

43

Excluding San Andres Sajcabajá, Quiche

Photo 7: Youth in Todos Santos Cuchumatan, Huehuetenango, participate a

Youth exchange, hosted by ASOCUCH.

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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 Q20, the three sub-grants (to the Civil Association

of Western Cooperation Studies [ECO] and the Association of Organizations in the

Cuchumatánes [ASOCUCH]) provided technical assistance to a total of 154 civil society

organizations (CSOs) to expand their understanding of advocacy. Forty-three advocacy plans

began implementation during the reporting period.

Below are brief descriptions of each advocacy campaign and their advances to date:

Table 2: Advocacy Campaigns in San Marcos, Quetzaltenango and Totonicapán

San Marcos, Quetzaltenango and Totonicapán

Grantee: Asociación Estudios de Cooperación de Occidente (ECO)

Municipality Number

of CSOs Title of the Campaign Key Achievements in Q20

1. Concepción

Tutuapa 3

Advocacy Plan to Reduce

Environmental Pollution

caused by Garbage

-The proposed plan to reduce solid waste and manage

its adequate disposal was developed.

-The CSOs created a video about the topic that is

being streamed mainly on local cable stations and

social media pages. The target audience was the

general public.

-Completion of a municipal mayoral candidate forum.

(70% completion)

2. San Marcos 3

Advocacy Plan for the

Municipal Government of

San Marcos to improve the

resiliency to Earthquakes

-Creation of a video to instruct on what citizens

should do in the case of an earthquake.The video is

being broadcast on local cable stations and social

media pages.

-The CSOs developed a proposal for increased

investment in disaster prevention to be presented

before the Municipal Administrative Council.


(70% completion)

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Municipality Number


3. Nuevo

Progreso 3

Advocacy Plan to Increase

Municipal Investment in

Women‘s Development

Projects

-The CSOs developed a video on women participation

in municipal decision-making spaces targeting women

of all ages, it is being broadcast mainly on local cable

stations and social media pages.

See a publication here: https://www.facebook.com

/noticiasnuevoprogreso/videos/626204444543782/

-Creation of draft investment proposal on women-

centered projects.


(40% completion)

4. San Lorenzo 4

Advocacy Plan to Create a

Public Policy on Food

Security

-The CSOs produced a video to explain the problem

and need for a public policy on food security.The

video targeted the general public and it is being

streamed primarily through local cable stations and

social media pages.


(40% completion)

5. San José El

Rodeo 3


Municipality Actions to

Reduce Environmental

Pollution Caused by

Garbage

-The CSOs produced a video on pollution and it‘s

being broadcast on local cable stations.


/1451726331752182/videos/674221679705255/


(60% completion)

6. San Rafael

Pie de la

Cuesta

5

Advocacy Plan to Reduce

the Excessive Use of Plastic

Bags

-The CSOs produced a video explaining pollution

targeting the general public. The video is being

streamed on social media pages and local cable

stations.

- Creation of a draft proposal to reduce pollution to

be presented to the Municipal Administrative Council.

- Completion of a municipal mayoral candidate forum.

(70% completion)

7. Totonicapán 5


Municipal Government

(Present and Future) to

Meet the Needs of the

Population and Avoid

Voter Manipulation

-The CSOs produced a video about municipal

government transparency with the primordial goal of

sensitizing citizens. The video is being broadcast mainly

on local cable stations and social media pages.


/334726194009126/videos/1600816603396567/


(100% completion)

8. Comitancillo 2

Advocacy Plan to Create a

Public Policy on Food

Security

-The Municipal Nutritional and Food Security Office

was established. This office has a municipal creation

agreement, physical space assigned, and an employee

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Municipality Number


serving as technician.


(70% completion)

9. Sibinal 3

Advocacy Plan to Minimize


caused by Inadequate

Waste Management

-The CSOs are developing a municipal regulation on

waste management to be presented to the Municipal

Administrative Council as the proposal to minimize

environmental pollution.


(70% completion)

10. San Juan

Ostuncalco 3



caused by Inadequate

Waste Management

-The CSOs are developing a municipal regulation on

waste management as the proposal to minimize

environmental pollution to be later presented to the

Municipal Administrative Council.

- Creation of a video to explain to the general public

the need for increased regulation on environmental

pollution. This video is being broadcast primarily on

social media pages and local cable stations.


(70% completion)

11. San Pablo 4


the Excessive Use of Plastic

Bags and Disposable

Containers

- The CSOs produced a video to explain the need to

minimize the use of plastic bags targeting the general

public, it is being streamed on local cable stations and

social media pages.


(70% completion)

12. Tacaná 3



cause by Inadequate Waste

Management

-The CSOs developed a proposal for a municipal

regulation to reduce trash pollution and they

produced a video to explain the problem to the

general public that is being streamed mainly on social

media pages and local cable stations.


(70% completion)

13. Tajumulco 4


Municipal Government to

Implement Actions to

Diminish the Excessive Use

of Plastic Material

-The CSOs developed a proposal for a municipal

regulation to reduce trash pollution and they

produced a video to explain the problem. This video is

being broadcast on local cable stations and social

media pages, the target audience was the general

public.


(70% completion)

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Municipality Number


14. San Miguel

Ixtahuacán 5

Advocacy Plan to Promote

Environmental Protection

Actions via the

Reactivation of the

Treatment Plant, and

Regulations on the

Management of Solid

Waste


-CSOs met with the OMAS to encourage the

reactivation of the solid waste treatment plant.

(80% completion)

15. San Rafael

Pie de la

Cuesta

5 Establishment of the OMJ

-The Municipal Administrative Council approved the

establishment of the OMJ.


(35% completion)

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Table 3: Advocacy Campaigns in Huehuetenango

Huehuetenango

Grantee: Asociación de Organizaciones de los Cuchumatanes (ASOCUCH)

Municipality Number

of CSOs

Title of the

Campaign

Key Achievements in Q20

1.

Huehuetenango 3

Advocacy Plan to

Increase the Budget

Assigned to the

Municipal Women´s

Directorate (DMM)

to Benefit Female

Entrepreneurs

-Process halted due to low CSO motivation in the

current political climate.


(50% completion)

2. San Ildefonso

Ixtahuacán 3

Advocacy Plan to

Prohibit Plastic Bags

and Disposable

Containers

-The CSOs presented the plastic bag ban to the municipal

administrative council and is awaiting a formal response.

-They also completed a municipal mayoral candidate

forum.

(90% completion)

3. Jacaltenango 4

Advocacy Plan to

Prohibit Plastic

Bags, Disposable

Containers, and

Plastic Straws

-The CSOs presented the plastic bag ban to the

Municipal Administrative Council and is awaiting for a

formal reponse.

- They also completed a municipal mayoral candidate

forum.

(90% completion)

4. San Antonio

Huista 4

Advocacy Plan for

the Creation and

Integration of a

Social Audit

Commission in the

Municipal

Development

Council

(COMUDE)

-Two CSOs are now accredited in the COMUDE.

-The mayor approved the creation of the Social Audit

Commission (pending COMUDE approval).

- Completion of a municipal mayoral candidate forum

(90% completion)

5. San Pedro

Necta 4

Advocacy Plan for

the Allocation of

Budget for the

Municipal Youth

Office (OMJ)

-Using the Public Access to Information Unit, the CSOs

requested information about the municipal budget being

used to address the needs of youth pending a response

from the unit.

-Creation of a technical proposal for investment in youth

yet to be presented to the Municipal Administrative

Council.

-Completed a municipal mayoral candidate forum.

(90% completion)

6. San Sebastian

Huehuetenango 4

Advocacy for the

Prohibition of

Plastics and

Disposable

-CSOs developed an agreement to prohibit the use of

single-use plastics however; the municipal administrative

council has not demonstrated interest in passing the

agreement.

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Huehuetenango


Municipality Number

of CSOs

Title of the

Campaign


Containers via a

Municipal

Agreement


(90% completion)

7. San Miguel

Acatán 3

Advocacy Plan to

Create a Proposal

to Improve the

Solid Waste

Collection Service

-The municipal government allocated a budget of

Q800,000.00 (USD 105,263.16) to improve the solid

waste collection service through a treatment plant.


(95% completion)

8. Chiantla 6

Advocacy Plant to

Prohibit Plastic

Bags, Straws, and

other Disposable

Containers

-The COFETARN presented the initiative to prohibit

single-use plastic to the municipal administrative council

but has not received a favorable response.

-The CSOs and COFETARN members attended a study

tour at San Pedro la Laguna, Sololá, to learn from that

municipality‘s experience in prohibiting plastics. This

activity was financed by ASOCUCH.


(90% completion)

9. Barillas 4

Advocacy Plan for

Municipal

Investment in

Productive Projects

that Foster

Economic

Development

-Development of a technical proposal for the municipality

to invest in local economic development projects.

-The CSOs have grown in their peacebuilding capabilities

to create social cohesion when advocating for more

effective municipal investments that foster economic

development.


(90% completion)

10. Concepción

Huista 5

Advocacy Plan to

Improve the Solid

Waste Disposal

Service

-One new CSO has been accredited in the COMUDE.

- The Public Access to Information Unit provided

information to the CSOs about the municipal budget

being used for the solid waste disposal service. Findings

revealed the municipality is subsidizing the totality of the

service and did not possess an adequate operation

system.

-The Municipal Administrative Council received a

proposal developed by the CSOs of ways to improve

service provision including a standardized collection

schedule.


(90% completion)

11. Cuilco 4

Advocacy Plan to

Establish the

Municipal Youth

Office (OMJ)

-The CSOs organized and implemented a youth

roundtable where the Chiantla Youth Commission

participated to share youth group achievements with its

members. Nexos Locales covered food and

transportation expenses for the participants.

-Addition of new youth in the youth commission and its

inclusion in the COMUDE.

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Huehuetenango


Municipality Number

of CSOs

Title of the

Campaign



(95% completion)

12. La

Democracia 4

Advocacy Plan for

the Regulation of

Plastic and

Disposable Material

via a Municipal

Agreement

-The CSOs presented the Municipal Administrative

Council a proposal for a regulation to control the use of

plastic bags.


(85% completion)

13. La Libertad 3

Advocacy Plan to

Increase the

Municipal Women´s

Directorate (DMM)

Budget for Project

Implementation

-The CSOs developed and presented the Municipal

Administrative Council a proposal for increased

municipal investment in projects for women.


(95% completion)

14.

Malacatancito 2

Advocacy Plan to

Reactivate the

Municipal Youth

Office (OMJ)

-The OMJ office is now active due to the advocacy plan,

using internal recruitment procedures the municipality

has now contracted a person to serve as a technician for

the OMJ.


(90% completion)

15. San

Sebastián

Coatán

5

Advocacy Plan for

Adequate Solid

Waste Management

- The CSOs developed a proposal including schedules,

routes, regulation of functions and a reorganization of

staff to manage the service provision presented to the

Municipal Administrative Council, following the

presentation, the mayor signed a written commitment to

improve solid waste management in the municipality.


(95% completion)

16. Todos

Santos

Cuchumatán

4

Advocacy Plan to

Increase Municipal

Investment for

Youth through the

Office of Children,

Adolescents, and

Youth

-The Public Access to Information Unit provided

information to the CSOs about the municipal budget

being used to address the needs of youth. Findings

disclosed the municipal budget did not include any

funding to address the needs of youth.

-The CSOs organized and implemented one youth

roundtable where participants crafted a work plan for the

Office of Children, Adolescents and Youth. The plan will

later be presented to the office staff and administrative

council for consideration.

-Two new CSOs were accredited in the COMUDE.


(90% completion)

17. San Juan

Atitán 3

Advocacy Plan to

Improve of Urban

Traffic Management


(30% completion)

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Table 4: Advocacy Campaigns in Quiche

Quiché


Municipality Number

of CSOs Title of the Campaign


1. San Gaspar

Chajul 3

Advocacy Plan to

Increase the Municipal

Forestry Office Budget


(50% completion)

2.

Chichicastenan

go

5

Advocacy Plan to


Investment for

Productive Projects and

Alternative Markets for

Agriculturalists, Artisans,

and the Tourism Sector

-The CSOs developed a proposal to increase the funds

for economic development projects to be presented to

the Municipal Administrative Council.


(70% completion)

3. San Juan

Cotzal 4

Advocacy Plan to

Increase and Strengthen

the Municipal Forestry

Office Budget

-The CSOs developed a proposal for the increased

budget of the forestry office. The proposal will be

presented to the Municipal Administrative Council.


(50% completion)

4. Santa María

Cunén 4

Advocacy Plan to


Office of Water and

Sanitation (OMAS)

Budget to Reduce

Clandestine Garbage

Dumps

-The CSOs developed a radio spot on the danger of

clandestine garbage dumps, the target audience was the

general public and it is being streamed on local radio

stations and during the administrative council and

COMUDE meetings.

- The CSOs also created an investment proposal to

reduce clandestine dumps to be presented to the

Muncipal Administrative Council for consideration.


(50% completion)

5. Santa María

Nebaj 4

Advocacy Plan to Form

the Commission for

Attention to Victims of

the Armed Conflict in

the Municipal

Development Committee

(COMUDE)


(40% completion)

6. Sacapulas 2 Advocacy Plan to

Increase Coverage of the

-The CSOs decided to pause advocacy plan

implementation during the elections and will commence

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Quiché


Municipality Number

of CSOs Title of the Campaign


Municipal Waste

Management Service and

to Diminish


caused by Garbage

again in Q21.

(30% completion)

7. San Andrés

Sajcabajá 2

Advocacy Plan to

Improve Urban Traffic

Management

-The CSOs decided to pause advocacy plan

implementation during the elections and will commence

again in Q21.

(30% completion)

8. San

Bartolomé

Jocotenango

2

Advocacy Plan to


Investment for Youth and

Women-focused

projects44


(30% completion)

9. Santa Cruz

del Quiché 4

Advocacy Plan to Form

and Strengthen the

Citizen Participation

Commission in order to

Improve its Proposal

Capacity and Decision

Making in the Municipal

Development Committee

(COMUDE)

-The CSOs have worked directly with the municipal

mayor to discuss the matter of budgeting to Citizen

Participation Commission but has strategically chosen

to pause actions until after the elections.


(50% completion)

10. San Miguel

Uspantán 4

Advocacy Plan to

Increase Investment to

Improve the Urban

Water System

-The CSOs coordinated with the Health Ministry to

increase the frequency of monitoring of water quality

measuring. Prior to this coordination, the Health

Ministry was not complying with its legal mandate to

perform water quality measurements periodically. As a

result of the coordination with CSOs, Health Ministry

delegates have now agreed to conduct measurements

at least once a month.


(40% completion)

11. Zacualpa 3

Advocacy Plan to

Increase Municipal

Investment to Reduce

Child Malnutrition

-The CSOs have coordinated closely with SESAN to

strengthen the COMUSAN. To date the commission

has been reorganized and has started drafting its work

plan.


(40% completion)

In an effort to reduce costs, the project worked closely with each grantee to develop and

implement contingency plans for ending early the implementation of all three grants under this

sub-activity. The Result 2 technical specialist met with key leaders of each grantee and the

44 The CSOs in San Bartolome Jocotenango, Quiche, redesigned their advocacy plan after facing a general disinterest in

the forest fires topic. The project views this shift as a positive learning experience for the CSOs.

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project‘s grants manager to eliminate any possible negative impact associated with a shorter

implementation period. This adjustment will represent a significant cost savings to the project

without damaging the technical integrity of the advocacy plans and CSO strengthening.

Additionally, the project sought to minimize the financial damage that such a change might have on

the grantees and their reputations in the region as they continue their work in many of these

municipalities in the future with other funding.

Table 5: CSO Grant Timeline Adjustments

Grantee Location Original End Date New End Date

Civil Association of

Western Cooperation

Studies [ECO]

San Marcos,

Quetzaltenango and

Totonicapán

November 2019 September 2019

Civil Association of

Western Cooperation

Studies [ECO]

Quiché December 2019 September 2019

Association of

Organizations in the

Cuchumatánes

[ASOCUCH]

Huehuetenango January 2020 September 2019

Sub-Activity Y5 2.3.2. Establishment and Strengthening of Municipal Women’s Commissions and

Networks: This quarter, five45 new women‘s networks were established. Of these five, three46

were accredited to the COMUDE with full voting participation. Overall, women‘s networks have

been established in 12 of the 1547 new municipalities, eight48 of which have been accreditated to

the COMUDE with full voting participation.

In Q20, technical outreach staff provided technical assistance to the networks to learn about

project proposals. To do this, the project adapted a guide to each municipal context that clearly

explains using simple language for developing projects. The project ensured that the DMM and

women‘s networks coordinate project proposals to increase the opportunities for funding. Every

network is developing a project profile and will complete its Annual Operative Plan for 2020 in

Q21.

45

Huehuetenango: 1) Malacatancito; 2) San Ildefonso;

Quiche: 3) San Bartolomé Jocotenango;

San Marcos: 4) Concepción Tutuapa; and 5) Tacana. 46

Huehuetenango: 1) Malacatancito; 2) San Ildefonso; and

San Marcos: 3) Tacana. 47 Excluding the municipalities of: 1) Huehuetenango, Huehuetenango; 2) San Sebastian Coatan, Huehuetenango; and 3)

San Pedro Necta, Huehuetenango. 48

Huehuetenango: 1) Malacatancito; 2) San Ildefonso Ixtahuacán; 3) San Juan Atitán; 4) San Miguel Acatán; Quiché: 5) Santa Cruz del Quiché;

San Marcos: 6) Comitancillo; 7) San Marcos; 8) Tacaná.

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Photo 8: The Women's Network in San Juan Cotzal, Quiche, receives TA.

Activity 2.4—Support CSOs to implement social accountability mechanisms

Sub-Activity Y5 2.4.1. TA for Social Accountability Tools (Citizen Charter): This quarter all three Citizen

Charter processes were put on hold due to the risk of the Charters being politicized during the

electoral process. It is worth noting that the mayors of La Libertad, Barillas, and San Marcos were

not reelected. The project will continue technical assistance in Q21 to analyze the feasibility of

launching the Charters.

Community Scorecards – the Result 2 technical specialist met with the working group in Sacapulas to

complete the community scorecard evaluation of the Citizen Charter on solid waste management,

launched in 2017. This evaluation was completed with the municipality to review the norms

outlined in the Charter and highlight areas of success and areas of opportunity. Sacapulas is

currently in the process of reorganizing its COCODEs and this will affect which COCODES

subsequently participate in the COMUDE environment commission (which participates in the

Charter working group). These COCODE members will be the primary representatives of the

CSOs for implementation of the Charter in the future. The community scorecard found that

active participation of civil society is needed. The municipality has assigned the OMAS coordinator

to oversee the Charter‘s implementation.

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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:

Objective 1: To increase the participation of youth in municipal level decision

making within the 44 project municipalities

Objective 2: To increase social and economic development projects led by and benefitting youth

within the 44 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: This quarter, technical

assistance to existing OMJs emphasized developing a database of projects. The municipality of

Malacatancito, located in the department of Huehuetenango, formally established an operational

budget to initiate office functions. The municipality of San Rafael Pie de la Cuesta legally

established an OMJ and will assign a coordinator and develop a budget in Q21 to initiate office

functions. In Q21, the project will work with the OMJs to develop their 2020 POAs.

Photo 9: OMJ in Cunén, Quiche, receives TA.

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Sub-activity Y5 2.6.2-

Strengthening and establishing

youth commissions: In Q20,

five49 new youth networks

were established with project

support. These networks

began processing their formal

integration as accredited

members of the COMUDE

and will continue

administrative processes in

Q21. Technical assistance

emphasized how to develop

project proposals and how to

prioritize which projects are

the most important to meet

the needs of young people.

Next quarter this technical support will continue.

Sub-activity Y5 2.6.3. Support to Youth Advocacy Efforts Pre- and Post- Elections: During the reporting

period, Nexos Locales completed ten youth-organized forums for mayoral candidates to engage

young voters with information about their platforms. Over 1585 people attended the ten forums

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, confirming

their commitment to carryout actions to improve the conditions of young people should they be

elected mayor. The mayoral candidates represented 22 different political parties and four civic

committees. These

events served to

provide youth

commissions with

an opportunity to

plan, and

implement a large-

scale event (with

local press

coverage) to

provide voters

with a clearer

picture of each

candidate,

emphasizing the

issues most

important to

young people, as

identified in the

planning process:

49

Huehuetenango: 1) San Pedro Necta; 2) San Miguel Acatan; 3) San Sebastián Coatan;

San Marcos: 4) Tacana; and

Quiche: 5) San Bartolomé Jocotenango.

Photo 10: Youth-led forum in La Libertad, Huehuetenango.

Photo 11: Youth leaders in Chajul, Quiche, who organized the municipal mayor forum.

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1) Dignified employment opportunities; 2) Support for municipal youth offices; 3) Education; 4)

Sexual health; and the 5) Environment.

After the June elections, the project analyzed the letters of interest and found that five

candidates50 were elected who signed the letters. Next quarter the project will work with the

youth to follow up with the mayors-elect on their campaign promises regarding youth issues. In

general, Nexos Locales will continue to provide ongoing technical support to youth networks in

the project municipalities (including the ten where forums were held) to encourage the

participation of young people in municipal decision-making spaces. See a summary video of the

activities here (this video was produced for internal purposes only, not released to the public):

https://youtu.be/OaVS4KhQ1ZE

NEXT STEPS


CSOs across project coverage will complete the implementation of the advocacy

campaigns (Sub-Activity Y5 2.3.1.). Technical assistance to OMJs, youth networks and women‘s networks to develop 2020

POAs (Sub-Activities Y5 2.3.2., 2.6.1., and 2.6.2.).

50

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.

https://youtu.be/OaVS4KhQ1ZE

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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).


The institutionalization of the OMAS in Tacaná, located in the department of San Marcos

(Y5 Sub-Activity 3.2.1.).

Four municipalities51 have invested in improving the infrastructure of their urban water

system, improving water service provision for a total of 67,172 people (Sub-Activity Y5

3.2.2.).

Sixteen new OMAS-related plans were developed this quarter. Six municipalities52 created

a Water Communications plan, four municipalities53 developed a Natural Spring Protection

plan, four municipalities54 created plans to monitor the quality of water, and two

municipalities55 developed a water meter update plan (Sub-Activity Y5 3.2.2.).

Eight municipalities56 updated or developed new chlorination systems that will benefit an

estimated total of 91,945 people (Sub-Activity Y5 3.2.2.).

51


San Marcos: 3) Tajumulco; and 4) San Marcos. 52








Quiche: 1) Chichicastenango and 2) Sacapulas. 56 Huehuetenango: 1) La Libertad; 2) San Sebastián Coatan; 3) San Miguel Acatan; 4) Jacaltenango;


Totonicapán: 8) Totonicapán.

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Below are brief descriptions of specific activities implemented during the twentieth 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: This quarter, technical assistance to

the OMAS emphasized three areas to improve OMAS‘ performance against the DEMIN:

Governance: Nine municipalities57 updated their Municipal Regulation for Water Service

Provision and are at varied points in the approval process. The regulation for water service

provision serves as a vital tool to sustain a good relationship between the municipality as the

public service provider and the water users. Updating the regulation should occur every two years

at a minimum to ensure that new contexts and conditions are included (especially related to tariff

increases aligned to inflation). The project worked with the OMAS coordinators to adapt a

generic regulation template to fit the context of each municipality and subsequently present it to

the Municipal Administrative Council. This technical assistance increased the knowledge base of

the OMAS coordinators to later replicate this process when a new update is needed.

Institutional Strengthening: This quarter, thirteen municipalities58 made advances to

strengthen their OMAS as the official entity to handle water service provision. This includes the

development of maps of the urban water systems, approval of the Sustainability Plan

implementation through a municipal agreement, internal OMAS agreements that delineate the

roles and responsibilities of the OMAS, and updating the water user database. In the municipality

of Tacaná, located in the department of San Marcos, Nexos Locales assisted with completing the

legal documents to register the already existing OMAS-equivalent office. While this entity was

already functioning, it lacked the legal foundation and justification for its existence. Proper

recordkeeping and filing is essential. If a local government office is found noncompliant, it can face

sanctions and even lead to closure. By supporting municipalities to develop and properly file

essential documents, the project is helping ensure the sustainability of these offices.

57

Huehuetenango: 1) La Democracia; 2) Todos Santos Cuchumatán; 3) Cuilco;

Quiche: 4) Chajul; 5) Sacapulas;

San Marcos: 6) Tajumulco; 7) Nuevo Progreso;

Quetzaltenango: 8) Concepción Chiquirichapa; and

Totonicapán: 9) Totonicapán. 58

Huehuetenango: 1) San Sebastián Huehuetenango; 2) Chiantla;

Quiche: 3) Sacapulas; 4) Zacualpa; 5) Chichicastenango; 6) San Bartolomé Jocotenango;

San Marcos: 7) San Miguel Ixtahuacán; 8) San Lorenzo; 9) Nuevos Progreso; 10) San Rafael Pie de la Cuesta; 11) San

Marcos; 12) Concepción Tutuapa; and 13) Sibinal.

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Planning: With project support, sixteen new OMAS-related plans were developed this quarter.

Six municipalities59 created a Water Communications Plan to promote the responsible use of

water resources and the importance of timely fee payment for the public. These plans include use

of the project-developed water messages (see Sub-Activity 3.2.3.). Four municipalities60 developed

a Natural Spring Protection plan to organize actions; mainly systematizing cleaning and

reforestation of the areas surrounding natural springs. Four municipalities61 created plans to

monitor water quality, an effort to regulate how and when water quality testing occurs with the

goal of increasing the number of citizens with constant access to safe water. The municipalities of

Chichicastenango and Sacapulas, both located in the department of Quiché, created plans that

outline the process for updating the water meters in the urban center. Municipalities are

integrating these plans into the OMAS‘ Annual Operative Plan to ensure the sustainability of the

delineated actions; specifically in municipalities where Nexos Locales will conclude its intervention,

project technical staff will develop a follow-on plan outlining strategies for the continued

implementation of all OMAS-related plans.

Ad-Hoc Assistance: The project has provided additional technical assistance in three main areas.

First, the technical team has continued to reach out to the municipality of San Juan Atitán to

reiterate the support that Nexos Locales offers. Unfortunately, the municipality continues to

resist technical assistance on water-related topics. Second, the project water technicians

coordinated closely with Result 1 supporting OMAS in twelve municipalities62 as they develop

water user payment delinquency maps using GIS. Lastly, in six municipalities‘63 water technicians

worked with the Result 1 team and the OMAS coordinators to support the implementation of the

smartphone app for water meter reading.

Sub-Activity Y5 3.2.2. Implementation of Strategic Investment Plans: In Q20, Nexos Locales supported

municipalities as they implemented their strategic water investment plans (developed in Years 2

through 4 of the project). Progress was made in the following areas of the 40 Strategic Investment

Plans64:

Water Quality Improvements: This quarter, eight municipalities65 updated or developed new

chlorination systems that will benefit an estimated total of 91,945 people. In Totonicapán and

Barillas, the OMAS conducted water quality testing this quarter.

59




Huehuetenango: 1) Chiantla; 2) San Sebastián Huehuetenango; Quiche: 3) Sacapulas; and



Quiché: 1) San Juan Cotzal; 2) Santa María Nebaj; 3) Uspantán; 4) Sacapulas; 5) Santo Tomas Chichicastenango;

Quetzaltenango: 6) Concepción Chiquirichapa;


Huehuetenango: 10) Chiantla; 11) Cuilco; and 12) La Libertad. 63

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

San Marcos: 6) San Rafael Pie de la Cuesta. 64 Excluding: 1) Santa Lucia la Reforma, Totonicapán; 2) San Juan Atitán, Huehuetenango; 3) Malacatancito; San Marcos;

and 4) San Bartolomé Jocotenango (as referenced in the approved Y5 work plan). 65 Huehuetenango: 1) La Libertad; 2) San Sebastián Coatan; 3) San Miguel Acatan; 4) Jacaltenango;



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Last quarter, the municipality of

Totonicapán did not pass safe

water standards in the project‘s

water quality monitoring. This was

significant because it was the only

new municipality under project

coverage that did not improve its

water quality. With technical

assistance, the municipality decided

to conduct its own water quality

tests from ten distinct points in the

urban center. These results

corroborated the project‘s results

and confirmed the current water

chlorination system was not

effectively chlorinating the urban

water system. The OMAS of

Totonicapán then worked with

Nexos Locales to evaluate its

options for improving the

chlorination system and converted

the main tank from liquid chlorine

to gas chlorine. The project will

continue to support Totonicapán to

determine what other adjustments

may be necessary to guarantee

continued safe water for citizens.

The municipality of Barillas,

Huehuetenango did not pass safe water standards per the results of the most recent water quality

testing, conducted by Nexos Locales. As a result, the OMAS worked with Nexos Locales to

identify next-steps in addressing the levels of contamination in the municipal urban water system,

starting with a general cleansing of the distribution tanks and pipe systems using a solution of

granulated chlorine (procured by the municipality). The OMAS also agreed to conduct water

quality monitoring every six months and perform, if the problem persisted, additional maintenance

to the tanks and pipe systems. The project will continue to provide technical assistance to the

municipality of Barillas to ensure the proper management of municipal water infrastructure and

the provision of potable water to users in the urban center.

Infrastructure: Over the past quarter, four municipalities66 have invested in improving the

infrastructure of their urban water system.

66


San Marcos: 3) Tajumulco; and 4) San Marcos.

Photo 12: : In Malacatancito, Huehuetenango, the OMAS conducts a review

of the water tank.

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Table 6: Infrastructure Investment in Water Systems Q20

Municipality Project Investment Number of

Beneficiaries

San Juan Cotzal,

Quiché

Construction of new

distribution tank Q878,547.60 840 people

Nebaj, Quiche Fencing installed around

three water tanks Q25,000 23,562 people

Tajumulco, San

Marcos

Reconstruction of natural

water spring protection box Q12,500.00 1,500 people

San Marcos, San

Marcos

77.86 km of water piping

updated Q60,000.00 41,270 people

TOTAL Q976,047.60 67,172 people

Environmental Management: This quarter, four municipalities67 implemented reforestation

actions outlined in their Water Investment Plans given the favorable climatic conditions. These

efforts are often coordinated with project technicians from Result 5 with their local counterparts

and actions in the adaptation to climate change plans. When planting trees to conserve natural

water springs, emphasis is placed on a small area directly surrounding the spring as a means to

ensure shade and root systems that protect the soil from erosion.

An example of the integral approach of the project occurred on June 5, 2019, when the Municipal

Water and Sanitation Office (OMAS) and Forestry Office in Chiantla (located in the department of

Huehuetenango) coordinated the donation of 2,200 tree saplings for reforestation. The OMAS and

the Commission for Economic Development, Tourism, Environment and Natural Resources

(COFETARN), supported by Nexos Locales through technical assistance, reduce the negative

impacts of climate change. By donating trees from the municipal nursery in the small community of

San Pablo Sibila, the local government involved citizens in efforts to mitigate soil erosion and

protect the watershed located there. Nexos Locales‘ Strategic Water Investment plan, Climate

Change Adaptation Plan and technical assistance to the OMAS and COFETARN in Chiantla

positioned the municipality to take clear actions to protect the water supply. This innovative

integral approach motivates local authorities to look for coordination opportunities when

implementing development actions.

Planning: In Q20, five municipalities68 completed plans and maps which will better position them

for future investment in water infrastructure and improved service provision. Four of these

municipalities mapped their watershed regions to have a clear visual of where the water springs

are located, which will inform decision-making on water distribution. In Barillas, the OMAS and

Nexos Locales worked jointly to update the amount of water supply available for the urban

center. In Q21, these municipalities will begin to develop modifications to municipal regulations to

better manage the water distribution system and service provision based on the general

information collected in these maps and plans. The modifications will be presented to the

administrative council to push for approval; should there be a negative response from the council,

67

Huehuetenango: 1) Concepción Huista; 2) Chiantla;

Quiche: 3) Santa Cruz del Quiche; and

San Marcos: 4) San Miguel Ixtahuacán. 68

Huehuetenango: 1) La Libertad; 2) La Democracia; 3) Barillas;

San Marcos: 4) San Pablo; and 5) San José el Rodeo.

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the proposed modifications will be revised and updated to present to the elected authorities when

they take office in January 2020 and efforts will focus on obtaining approval.

Sub-Activity Y5 3.2.3. Further Disseminate Water Messages: This quarter, seven municipalities69

successfully transmitted the water radio spots to encourage citizens to pay their water user fees.

Examples from each of these seven municipalities is provided below.

In Concepcion Huista, located in the department of Huehuetenango, the new OMAS

coordinator was trained by Nexos Locales and the water messages are being broadcast on

a local radio station and on the municipality‘s publicity van, which drives around the town

center and plays the spots using loud speakers.

In San Pedro Necta, located in the department of Huehuetenango, the municipality is

broadcasting the water spots using speakers on market days.

In Cuilco, located in Huehuetenango, the spots are broadcast six days a week on ‗Radio la

Bonita 102.9 FM‘ after the OMAS met with the radio station to solicit support.

In Barillas, Huehuetenango, the local Catholic radio station broadcasts the spots every

Monday between 1:00-2:00 pm when the OMAS coordinator has an informational talk

show about water-related issues.

In Nebaj, located in the department of Quiche, the municipality plays the radio spots

before COMUDE meetings and in the municipal waiting room.

In Cotzal, located in the department of Quiche, the municipality broadcasts the spots on

the garbage collection trucks‘ loudspeaker when passing to collect trash.

In San Marcos, San Marcos, the radio spots are transmitted from 9:00-10:00 am every

Monday on the National Radio.

The range of broadcasting methods demonstrates the project‘s ability to work creatively with the

municipality to find low-cost, highly effective solutions for the dissemination of the radio spots.

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


Ongoing technical assistance to the OMAS to improve their performance against the

DEMIN (Sub-Activity Y5 3.2.1.).

Ongoing technical assistance as municipalities implement their Strategic Water Investment

Plans (Sub-Activity Y5 3.2.2.).

69

Huehuetenango: 1) Concepción Huista; 2) San Pedro Necta; 3) Cuilco; 4) Barillas;

Quiche: 5) Nebaj; 6) San Juan Cotzal; and

San Marcos: 7) San Marcos.

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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.

Additionally. 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).

KEY ACHIEVEMENTS OF THE 20TH QUARTER

USD 843,977.35 of women-centered projects were approved this quarter in 13

municipalities70 through 20 SNIP codes (Sub-Activity Y5 4.1.1.).

On May 13, 2019, Nexos Locales signed an agreement with Helvetas, Swiss

Intercooperation through the Prodert Ixoquib‘ project. Eleven municipalities71 in five

departments receive support from both projects and the agreement aligns actions to

increase impact in local economic development.










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In Q20, four municipalities implemented actions from the LED plans that resulted in 1,305

producers participating in local economic development efforts (Sub-Activity Y5 4.3.1.).



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 three areas to improve DMMs‘ performance against the DEMIN:

1) Investment in Women-Centered Projects: In Year 4, the project facilitated a training

for DMMs on social and food security proposals. During this quarter 20 projects have

been assigned a National Public Investment System (SNIP) code (see Table 7), thus

ensuring their formal financing in 2019. Overall, USD 843,977.35 of women-centered

projects were approved this quarter in 13 municipalities72.

Table 7: SNIP Codes approved in Q20

N. Municipality

Department

Project

Name Amount

No. of

Beneficiaries

SNIP

No.

Financing

Year

1 Cotzal Quiché

Donation of

Improved

Stoves

Q489,550.00 351 people 231190 2019

2 Cotzal Quiché

Construction

of ‗Pilas‘ and

Sinks

Q64,350.00 3 communities 231188 2019

3 Cotzal Quiché

Donation of

Coffee and

Vegetable

Seedlings

Q100,000.00 All of the

municipality 231222 2019

4 Cunén Quiché

Technical

Assistance on

Agricultural

Strategies



5 Chajul Quiché

Construction

of Improved

Wood

Burning

Stoves

Q673,269.00 1 community 232834 2019





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N. Municipality

Department

Project

Name Amount

No. of

Beneficiaries

SNIP

No.

Financing

Year

6 Chajul Quiché

Construction

of ‗Pilas‘ and

Sinks

Q591,960.00 987 212331 2018

7 Nebaj Quiché

Strengthening

of Ixil

Women‘s

Projects

Q.250,000.00 2,395 233962 2019

8

San

Bartolomé

Jocotenango

Quiché

Construction

of Improved

Wood

Burning

Stoves

Q.200,000.00 100 237704 2019

9 Zacualpa Quiché

Prevention,

Development

and Integral

Assistance for

the Women

of Zacualpa

Q.30,000.00 All of the


10 Sacapulas Quiché

Construction

of improved

Wood

Burning

Stoves

Q.900,000.00 600 families 244893 2019

11 Sacapulas Quiché

Donation of

Water

Deposit

Tanks

Q.145,000.00 2 communities 245280 2019

12 San Andrés

Sajcabajá Quiche

Subsidy to

Strengthen

Women‘s

Abilities



13 Santa Cruz

del Quiche Quiche

Construction

of Improved

Wood

Burning

Stoves

Q431,000.00 Various

Communities 241423 2019

14 Santa Cruz

del Quiche Quiche

Construction

of improved

Wood

Burning

Stoves

Q477,000.00 Various

communities 241431 2019

15 Santa Cruz

del Quiche Quiche

Construction

of improved

Wood

Burning

Stoves

Q486,000.00 Various

communities 241422 2019

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N. Municipality

Department

Project

Name Amount

No. of

Beneficiaries

SNIP

No.

Financing

Year

16 Barillas Huehuetenango

Conservation

of the

Environment

and Natural

Resources

Q150,000.00 174,038 218130 2019

17 Todos Santos Huehuetenango

Donation of

Products to

Produce

Coffee

Q.422,213.00 50 families 215563 2019

18 Todos Santos Huehuetenango

Donation of

Metal Stove

Tops

Q.175,000.00 500 236120 2019

19 San Marcos San Marcos

Strengthening

of the

Management

of Women

and Gender

Issues

Q.458,075.62 2,000 236454 2019

20 Sibinal San Marcos

Donation of

Materials for

Hen Raising

Q.20,810.00 19 families 234065 2019

TOTAL INVESTMENT: Q6,414,227.86 (USD 843,977.35)

2) Women Projects Database: In Q20, the Result 4 technical specialist developed a tool

in Excel that supports DMM directors in project design to create a database of projects.

During this quarter the tool was installed in all 43 municipalities‘ DMMs and technical

assistance to leverage the tool began. The tool has a section titled ‗reference projects‘

where the DMM directors list reference projects by theme. Themes include: 1)

Productive projects; 2) Social and Citizen Participation projects; 3) Sexual and

Reproductive Health; 4) Nutritional Health projects; 5) Infrastructure; and 6) Services for

Women projects. Next quarter, project outreach staff will provide technical assistance on

project formulation, and a list of

completed projects. The tool

also contains contact

information for different

financing institutions to increase

DMM directors‘ exposure to

various funders.

3) DMM Pro: In Q19, the project

reported the creation and

installation of DMM Pro, an

Excel calendar that supports

DMMs in implementing their

POA. This quarter the DMM Photo 13: Use of the DMM Pro in Comitancillo, San

Marcos.

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Pro technical assistance continued and the tool and guide were uploaded onto the project

website: https://nexoslocales.com/guia-para-el-uso-del-programador-de-tareas-de-la-

direccion-municipal-de-la-mujer-dmm-pro/ and https://nexoslocales.com/programador-de-

tareas-de-la-direccion-municipal-de-la-mujer-dmm-pro/. The tool was also shared on

ANAM‘s municipal toolbox website: http://anam.org.gt/cajadeherramientas/.

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 Q20 the

working group met to discuss

advances and challenges with the

implementation of the SAN Situation

Rooms. The working group,

developed in Year 4, includes

representatives from Nexos Locales,

SESAN, Biodiversity, Acción Contra el

Hambre (ACH), the Tropical

Agricultural Research and Higher

Education Center (CATIE) and

AGROCLIMA-International Center

for Tropical Agriculture (CIAT). To address coordination challenges, the working group decided

to conduct departmental meetings with key SESAN leaders, SESAN technicians and Nexos Locales

technical staff. In Q21, the project will attend the meetings in Huehuetenango, Quiche and San

Marcos to improve coordination and refine implementation responsibilities.

In addition, this quarter, the project funded the third part of a SAN workshop in San Miguel

Ixtahuacán, located in the department of San Marcos. This workshop sought to train key

municipal actors on central concepts related to food security as a means to increase the

knowledge base of the COMUSAN.

Activity 4.3—Help municipalities develop

LED plans.

Sub-Activity Y5 4.3.1. Implementation of LED Plans and

Policies: This quarter, Nexos Locales technical

assistance to the Municipal Local Economic Offices

(OMDELs) and the Commissions for Economic

Development (COFETARN) emphasized methods to

improve performance against the DEMIN.

LED Plan Actions completed this quarter include the

following:

Tacaná, San Marcos: In Q19, the project

reported on the municipal tomato and flower production project that provided 190 producers

with in-kind materials to build greenhouses. This quarter, 90 of the greenhouses‘ farmers have

planted their first crop and 150 of the greenhouses are built. Technical assistance continues

Photo 14: SAN Workshop in San Miguel Ixtahucan, San Marcos.

Photo 16: The Coffee Festival in Concepcion Huista, Huehuetenango.

Photo 15: Farmers in Tacana, San Marcos, recieve TA on

tomato production.

https://nexoslocales.com/guia-para-el-uso-del-programador-de-tareas-de-la-direccion-municipal-de-la-mujer-dmm-pro/

https://nexoslocales.com/guia-para-el-uso-del-programador-de-tareas-de-la-direccion-municipal-de-la-mujer-dmm-pro/

https://nexoslocales.com/programador-de-tareas-de-la-direccion-municipal-de-la-mujer-dmm-pro/

https://nexoslocales.com/programador-de-tareas-de-la-direccion-municipal-de-la-mujer-dmm-pro/


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through the OMDEL and COFETARN as the farmers care for the crop prior to harvesting their

yields.

Concepcion Huista,

Huehuetenango: On April 10-11th,

2019, Nexos Locales supported the

Commission for Economic

Development, Tourism, Environment

and Natural Resources (COFETARN)

in Concepcion Huista, located in the

department of Huehuetenango, to

host the first ‗Huist Kapeh‘ coffee

festival. In the Local Economic

Development Plan, created with

support from Nexos Locales, a key

strategy objective is strengthening the

coffee production value chain to

stimulate economic opportunities.

The Festival Huist Kapeh brought

together over 415 local coffee

farmers from the Huista region to

advocate for an official branding of

‗Huista Region‘ coffee. A key activity

included a coffee quality competition

where judges recognized three farms

for their exceptional crop after taste

testing. On the second day, baristas

demonstrated pour-over techniques

and incentivized local youth

participants from the Huista region

to become more involved in the

modernization of the coffee industry.

Participants learned about the grades

of coffee in a taste-testing lab where

farmers explained coffee quality

indicators. Other participating

organizations included: the National

Fund for the Revival and

Modernization of Agro-poultry

Activities (FONAGRO), Popoyan, the

Central American Integral

Management of Coffee Program (PROCAGICA), ANACAFE, Hanns R. Neumann Foundation,

VICAFE, ASTORIA, and Asiast R.L..

Jacaltenango, Huehuetenango: In Q20, the LED technician completed a Hibiscus Marketing

Plan to increase the commercialization of the flower that is commonly used for preparing a natural

juice and tea. This plan also included registering the current hibiscus farmers as a means to

increase cooperation between vendors. These actions benefit 300 farmers who produce hibiscus

in Jacaltenango.

Photo 17: The Coffee Festival in Concepcion Huista, Huehuetenango.

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Cuilco, Huehuetenango: In Q20, the Municipal LED Office began to function with a

coordinator and a budget. This office will implement actions from the project-developed LED plan

as a means to strengthen the local economy by supporting 400 producers in the municipality.

Additionally, the LED technician worked with local producers to develop a Soy Marketing plan to

increase its commercialization in the region, this action will directly benefit 200 of the above

mentioned producers.

Sub-Activity Y5 4.3.2. STTA in Public-Private Partnerships: On May 13, 2019, Nexos Locales signed an

agreement with Helvetas, Swiss Intercooperation through the Prodert Ixoquib‘ project. Eleven

municipalities73 in five departments receive support from both projects and the agreement aligns

actions to increase impact in local economic development. Although the agreement does not

formally establish financial contributions, the objective is to support local governments as they

implement the Local Economic Development (LED) plans created with support from Nexos

Locales. This involves working with the Municipal LED offices, Municipal Women‘s Directorates,

the Commissions for Economic Development, Tourism, Environment and Natural Resources.

In May 2019, Nexos Locales met with key advisors of the National Competitivity Program of

Guatemala (PRONACOM) to discuss areas of opportunity for future collaboration as strategic

partners in financing LED actions. The project will continue to report on these advances in the

future.

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


Provide ongoing TA to OMDELs and COFETARNs as they implement the Local Economic

Development Plans (Sub-Activity Y5 4.3.1.).

Continued TA to increase DMMs‘ institutional strength and develop 2020 POAs (Sub-

Activity Y5 4.1.1.).

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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,

all Result 5 activities will now be implemented under Result 4 contracting mechanisms and

supervision. 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 Q20, 19 municipalities74 completed reforestation actions from their Municipal Climate

Change Adaptation Plans75, planting 230,840 trees on 169.2 hectares to reduce the

adverse impacts of climate change (Sub-Activity Y5 5.3.1.).



Result 5.

Activity 5.1—Improve municipalities’ awareness of climate stressors and of

adaptation measures.

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Zacualpa;




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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.

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:

This quarter, project-provided technical assistance to

the Commissions for Economic Development

(COFETARN) emphasized not only methods to

improve performance against the DEMIN but also to

advance in the implementation of the Climate Change

Adaptation (CCA) Plans in the 43 project

municipalities.

Reforestation: Nineteen municipalities76 completed

reforestation actions from their Municipal Climate

Change Adaptation Plans77, planting 230,840 trees on

169.2 hectares. May and June are ideal months to

reforest in the Western Highlands due to the start of

the rainy season. Reforestation is an essential action

in making the Western Highlands more resilient to a

changing climate, which reduce yields of essential

horticultural products that sustain the majority of the

population. Nexos Locales motivates municipalities to

plant trees as a means to increase their sustainability

and long-term security against the adverse impacts of a

changing climate.

Tree Nursery: In the municipality of Chiantla, located in the department of Huehuetenango, the

COFETARN worked with project technicians to develop six tree nurseries, one for the

COFETARN and five in different communities. These nurseries allow the municipality to produce

trees needed for extensive reforestation efforts and employ local citizens to care for the

nurseries.

76




Zacualpa;




Photo 18: Students participate in reforestation efforts in

Chichicastenango, Quiche.

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Forest Incentives Program: The project provided technical assistance to the Municipal

Forestry Office in Todos Santos Cuchumatán, located in the department of Huehuetenango, to

complete geo-referencing of a municipal watershed that will be included in a Government of

Guatemala (GoG) forestry incentives program with an estimated revenue of Q1,300,000 (USD

171,052.63).

Sub-Activity Y5 5.3.2 Implementation of Watershed Management Plans: In Q20, the inter-municipal

commission could not convince local landowners to participate in the forest incentives projects

due to fears of being sought for back-taxes and a general distrust of the government. The project

found that many of the local landowners did not have any paperwork to prove ownership of the

land which created barriers to completing the forest incentives (as well as general doubts about

actual ownership). San Juan Ostuncalco and Concepcion Chiquirichapa will no longer receive

project assistance in Q21 so the inter-municipal watershed management commission will continue

to independently advance with the implementation of the plan.

Photo 19: National Police Officers participate in reforestation efforts in the Western Highlands of Guatemala.

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

During the next quarter, Nexos Locales‘ principal activities for the Result will include:

Continued TA to the COFETARNS as they implement their CCA Plans (Sub-Activity Y5

5.3.1.).

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RESULT 6: CAPACITY INCREASED FOR THE

NATIONAL ASSOCIATION OF MUNICIPALITIES

(ANAM) AND/OR THE GUATEMALAN

ASSOCIATION OF INDIGENOUS MAYORS AND

AUTHORITIES (AGAAI) TO SUPPORT

MUNICIPAL DEVELOPMENT AND REPLICATE

SUCCESSFUL MODELS NATIONWIDE,

INCLUDING MUNICIPAL CRIME PREVENTION

PLANS.

Background: Providing technical assistance to ANAM and/or AGAAI is critical to ensuring

sustainability of municipal interventions and to build upon earlier USAID investments. A strong

municipal association will be well positioned to continue supporting targeted municipalities and

replicate successful models beyond the life of the project. The Nexos Locales approach to Result

6 involves 1) implementing interventions that address each association‘s unique needs and

development status, and 2) building upon the technical and financial assistance that the associations

have received to date from a range of international donors, including USAID under the prior Local

Governance Project. 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 will

focus on the sustainability of these two associations and the services provided to their

constituents.

KEY ACHIEVEMENTS IN THE 20TH QUARTER

Update of the ANAM online municipal toolbox which contains 23 Nexos Locales-

developed tools that are publically accessible to all 340 municipalities (Sub-Activity Y5

6.1.3).

This quarter, the internal cultural pertinence committee developed and submitted the

Cultural Pertinence Strategy to USAID for its review and approval (Sub-Activity Y5 6.1.6.).



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 Q20, the

first round of 25 videos was completed, including 24 capsules and one tutorial. Next quarter,

ANAM will launch all 50 videos online and host a small presentation to key official from various

institutions.

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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 and Nexos Locales is currently developing activities to be

proposed under the Y6WP. The project will renew its Memorandum of Understanding (MOU)

with AGAAI in Year 6.

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

23 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 process of passing along these documents and tools for upload onto the ANAM

toolbox.

Sub-Activity Y5 6.1.4. Advocacy for Career Municipal Service: In Q20, the Career Municipal Service bill

made the following advances:

1) The legal working group met three times to discuss the recommendations from the

municipality of Guatemala City.

2) The legal working group presented the final version of the law to the Municipal Affairs

Commission (CAM).

3) Following this presentation, the discussion veered towards how the government would

fund the law‘s implementation. The CAM invited the Finance Ministry and the National

Office of Civil Service (ONSEC) to review options for funding. The financial obligation of

the law‘s implementation is the obligation to train municipal staff. These discussions

resulted in the decision that 0.03% of each municipal budget should be used for the

implementation of the law.

4) On June 24, 2019, the financial obligation paragraph was presented to the legal working

group who will add it to the proposed initiative and present the final version of the bill to

the CAM for their favorable decision next quarter.

Due to the campaigning period and the general elections in June 2019, the bill did not receive the

full attention of the CAM during the reporting period. The project anticipates increased interest

now that the congressional elections are complete. Of the 11 CAM members, only one was

reelected. Nexos Locales will continue to provide technical assistance via ANAM for the passing

of the Career Municipal Service bill.

Sub-Activity Y5 6.1.5. TA for Establishment and Strengthening of Municipal Human Resource Offices: To

date, the project has established 29 OMRRHH through a grant to ANAM (twelve OMRRHH were

established prior to project intervention, and two municipalities have yet to establish OMRRHH).

The following advances were made with OMRRHH document development in Q20:


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1) Seven OMRRHH management guides

(with a focus on social and gender

inclusion)

2) Six OMRRHH procedural manuals

3) Seven OMRRHH organization and

function manuals

4) Eight performance evaluation manuals

5) Seven internal regulations on

OMRRHH

Twenty-nine OMRRHH have a contracted

coordinator, 30 have a physical office space in

the municipality and 18 have an operational

budget.

Additionally this quarter, the project disposed

equipment to 14 municipalities78 to

operationalize their OMRRHH. The

equipment included a computer with virus

protection, office desk and chair, printer with

ink, visitor chairs and filing cabinets.

Following the disposal of the equipment, PFM

technicians coordinated with municipal

inventory managers to ensure the timely

entry of the equipment into the municipal

inventory. Next quarter, the project will

dispose of equipment to the 29 remaining

municipalities, once their municipal human resource offices have been established.

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: In June 2019, the project submitted a Cultural Pertinence

Strategy to USAID for review and approval. The strategy was developed by the Internal Cultural

Pertinence Committee and contains detailed descriptions of the indigenous context, a legal

framework for indigenous rights, and guiding principles for working with multicultural and

multilingual communities. Developing this document allowed the committee to delineate clear

actions the project will take to increase its relevance in the region. Implementation of the strategy

will commence in Q21.

NEXT STEPS


78

San Marcos: 1) San José el Rodeo; 2) Nuevo Progreso; 3) San Rafael Pie de la Cuesta; 4) San Pablo; 5) San Lorenzo;

Huehuetenango: 6) La Democracia; 7) San Antonio Huista; 8) Jacaltenango; 9) Cuilco; 10) Concepción Huista;

Quiche: 11) Sacapulas; 12) Uspantán;

Quetzaltenango: 13) San Juan Ostuncalco; and 14) Concepción Chiquirichapa.

Photo 20: The Municipal Human Resources Office in San Lorenzo, San Marcos, recieved equipment and technical

assistence to develop its OMRRHH.

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ANAM will provide ongoing TA to municipalities to establish OMRRHH and to complete

the necessary administrative processes to establish a well-organized municipal entity (Sub-

Activity Y5 6.1.5.).

ANAM will launch all 50 videos for municipal management (capsules and tutorials) in a

public event (Sub-activity Y5 6.1.1.).

ADDITIONAL ACTIVITIES

No additional activities occurred this quarter.

ALLIANCE FOR PROSPERITY REPORTING

USAID asks that Nexos Locales provide regular reporting on key elements of the Alliance for

Prosperity (A4P). Relevant progress is described below in direct response to areas of interest as

indicated by USAID.

i) Target municipalities' efforts to promote and support capacity building to better manage

and implement public financial systems

Throughout Q20, Nexos Locales supported municipal authorities to improve the management and

implementation of the public financial systems. Some of the key ways Nexos Locales has assisted

are:

During the reporting period, the project disposed of in-kind equipment to six

municipalities79 to facilitate the use of the Direccion de Asistencia a la Administracion

Financiera Municipal (DAAFIM) digital application that serves to track water usage and

associated fees. Following the disposal of the equipment, PFM technicians accompanied

MINFIN officials as they configured the equipment to ensure that the app would sync with

the ServiciosGL data. The MINFIN officials then provided the OMAS staff with a training

on how to use the app and print the bills. Sacapulas, located in the department of Quiche,

was the first municipality to complete a full round of water meter readings using the new

app. The entire process used to take a month (20 business days) and now it takes one

week (five business days). The DAAFIM performed an assessment to estimate the amount

of administrative costs reduced with the implementation of the app considering expenses

such as receipt printing, salaries and equipment. In general, municipalities can save up to Q

30, 000.00 (USD 3,947.36) a year with the use of this technology.

Technical assistance to the Municipal Programming of Budget Execution and Finance

Committee (COPEP) to analyze, review and control the flow of revenue and payments

that each municipal government makes. The COPEP serves as a monitor of cost efficiency

and responsible use of municipal resources through budget authorizations to each

municipal office as they implement actions outlined in approved budgets. In Q20, PFM technicians developed the Generic Positions and Functions Manual for

DAFIMs, a 37-page generic manual outlines each key position within the DAFIM and

details the scope of work for each position. Another tool developed with project inputs

was the Generic Inventory Procedure Manual, a 47-page document which provides a

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detailed outline of how to manage the municipal inventory. Next quarter these tools will

be adapted by each DAFIM and will improve the internal management of the DAFIM.

To increase own-source revenue, it is essential for each municipality to have updated

personal information about service users. Keeping the databases ‗clean‘ or rather,

updated, reduces billing time and lines in the municipality when service users come to pay.

This quarter the project invested time in supporting all 43 municipalities as they review

their ServiciosGL service user database to flag duplicate entries and to update addresses.

ii) Development and implementation of municipal action plans to address weaknesses of

financial management systems

In response to our mandate to diagnose the weaknesses of target municipalities‘ financial systems,

Nexos Locales develops technical assistance plans by way of institiutional strategic tracking

systems. To that end, Nexos Locales provided TA in 43 municipalities to address the weaknesses

of financial management systems—specifically strengthening to improve the DAFIM‘s performance

against the DEMIN.

iii) Municipalities' efforts to promote and facilitate citizen participation, particularly in the

decentralization process and in municipal projects

The following successes in Q20 exemplify the positive role citizen participation plays in creating

inclusive municipal processes:

COMUDE: In Q20, technical outreach 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], COMUSAN). Emphasis was placed on the implementation of

each commission‘s 2019 Annual Operative Plan (POA). Additionally, technical outreach

staff completed an evaluation of the internal regulation of the COMUDEs. The evaluation

found that 34 municipalities80 follow the regulation when implementing the COMUDE. In

the upcoming quarter, technical outreach staff will use the results of the evaluation to

guide technical assistance to increase compliance with each COMUDEs‘ internal

regulation.

Accreditation: In Q20 three women‘s networks81 and two CSOs were newly accredited

through the project‘s efforts to increase citizen participation.

DMM and Women‘s Networks Linkages: Nexos Locales has made a consorted effort to

connect the DMM and Women‘s Networks as a means of increasing the DMM‘s exposure

to the realities of women‘s needs. When women‘s networks coordinate with the DMM, it

is easier for them to lobby for municipal funds to implement their project proposals

channeled through the DMM.

Support the Access to Public Information Units (UAIP): This quarter, the project

provided both demand and supply-side support for access to public information efforts.

80

The following municipalities were found to not apply their COMUDE regulation:

Quetzaltenango: 1) San Juan Ostuncalco;

San Marcos: 2) Tajumulco;

Huehuetenango: 3) Todos Santos Cuchumatán; 4) Huehuetenango; 5) San Ildefonso Ixtahuacán;

Quiche: 6) Chajul; 7) Cunen; 8) San Bartolomé Jocotenango; and 9) Zacualpa. 81

Huehuetenango: 1) Malacatancito; 2) San Ildefonso; and San Marcos: 3) Tacana.

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Technical assistance to the UAIPs consists of facilitating formats, reviewing the law and

pursuing procedural systems to increase coordination within different municipal offices.

On the demand side, the project supported CSOs to use the UAIP as a resource for

accessing information needed to implement advocacy campaigns.

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 municipalities82. 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).

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 implement advocacy campaigns. These

advocacy campaigns kick-started in Q19 concurrently with the 2019 electoral cycle, when

incumbent mayors and candidates running for office are more likely to consider the advocacy

campaigns. This quarter 41 municipalities completed a municipal mayoral candidate forum where

the population could listen to prospective mayor‘s development plans and their policy platforms.

vi) Municipalities’ efforts to develop and implement migration prevention plans, as well as

to engage the private and productive sectors to increase social and economic

opportunities.

While Nexos Locales does not directly assist municipalities to develop and implement migration

prevention plans, several program activity areas support specific demographics that are at a high

risk for migrating while also increasing economic opportunities.

The project‘s Result 4 contributes to strengthening the local economic development in 43

municipalities. Most notably, USD 843,977.35 of women-centered projects were

approved this quarter in 13 municipalities83 through 20 SNIP codes. Such efforts to

increase municipal spending on women‘s projects contribute to improving the conditions

of a segment of the population that is highly vulnerable and marginalized.

82 A concrete example is that over LOP a total of 674 COCODEs received capacity strengthening through budget

analysis workshops and development of a COCODEs Basic Functions Manual to strengthen community development

council capabilities for engaging actively and independently in municipal social accountability and citizen participation

mechanisms. The project will report more concrete COMUDE accreditation achievements in Q21. 83 Quiche: 1) San Juan Cotzal; 2) Cunen; 3) Chajul; 4) Nebaj; 5) San Bartolomé Jocotenango; 6) Zacualpa; 7) Sacapulas; 8)




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In Q20, the project completed 1084 municipal mayoral candidate forums on youth-related

issues. By training youth about how to engage mayoral candidates on issues relevant to

youth, the project is doubling its investment in youth. Many candidates addressed the

participants on migration and the project is responsible for opening the space for that

community engagement.

84 Huehuetenango: 1) Chiantla; 2) La Libertad; 3) Barillas;

Quiche: 4) Nebaj; 5) Chichicastenango; 6) San Gaspar Chajul; 7) Santa Cruz del Quiche;

San Marcos: 8) San Marcos; 9) Tacana; and 10) San Rafael Pie de la Cuesta.

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VI. TRAINING EVENTS

Table 8 below shows the participant demographic, attendance numbers, and cost breakdown of

each training.

Table 8: Year 5 Training Events

No. No. of

Participants

Gender Age Ethnic Group Cost85

Male Female < 29

years

> 29

years

Indigenous

Non-

indigenous

Instruction Travel Participants

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

85 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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VII. GRANTS

ADMINISTRATION

During the twentieth quarter, the Grants and Technical teams did not administer any new grant

awards. There were, however, changes to the period of performance of the three grants

implementing Sub-Activity Y5 2.3.1. (See the Quarterly Progress Results on Sub-Activity Y5 2.3.1.

for more details)

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VIII. PROJECT

MANAGEMENT

TECHNICAL QUALITY:

Pre-Electoral Analysis and Presentations

On Tuesday, May 14, 2019, Nexos Locales presented a Pre-Electoral Analysis of the 43

municipalities under project coverage to nearly fifty USG staff. The analysis was the result of

diligent data collection by project technicians in each of the 43 municipalities to better understand

the socio-political climate surrounding the local elections in the Western Highlands, a population

representing over 28% of the national vote. Nexos Locales works with local officials to increase

transparency and citizen participation in local government, therefore a large component of the

diagnostic analyzed the role of women, youth and civil society. Lastly, the analysis found that 67%

of the 43 municipalities are at risk for conflict surrounding the elections to occur in June 2019.

USAID/Guatemala

Communications Visit

On May 30, 2019, Nexos Locales

hosted the visit of Mr. Benjamin Ilka,

of USAID/Guatemala, to San

Bartolome Jocotenango, located in

the department of Quiche. The

project coordinated meetings with

the Municipal Water and Sanitation

Office, in conjunction with local

water committees and

representatives from the local

health center. The envoy then

visited a water tank where Mr. Ilka

taped interviews and action footage

for later use in USAID/Guatemala

promotional materials.

International Visiting Leaders Program

On May 21, 2019, the project received a request to nominate a candidate for the IVLP ‗NGOs and

Minority Participation in the Democratic Process‘. One day later, Nexos Locales submitted the

application of Ms. Juana Baca, a women‘s rights leader from Nebaj, Quiche, who is the director of

the Asociación de Organizaciones de Mujeres Ixhiles (ASOREMI). She also manages the

‗Defensoría de la Mujer I‘x de Nebaj‘, a support center for women. The center provides women

who have survived violence, legal and psychological services. Since the center‘s inauguration in

2010, it has processed more than 3,500 cases. On June 11, 2019, Ms. Baca was notified that she

was selected to participate in the three-week long exchange program in Washington D.C.,

departing Guatemala on August 12, 2019. The project is assisting Ms. Baca with travel logistics to

the United States.

Photo 21: USAID/Guatemala Communications Visit to San Bartolome Jocotenango,

Quiché.

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Youth Roundtable

On May 1, 2019, USAID/Guatemala

requested the project‘s support in

nominating a youth beneficiary to

participate in a roundtable discussion in

Guatemala City with key USG officials

from Washington. Nexos Locales

coordinated the participation of Wilson

De Leon, the Municipal Public Service

Office manager from La Libertad, located

in the department of Huehuetenango. Mr.

De Leon‘s participation required

significant logistical considerations—

including over eight hours of travel each

way, but he found the activity very

motivational and provided his insights as a

young municipal employee from a

municipality, which borders Mexico and

has high levels of irregular migration.

St. Andrews Prize for the

Environment

In June 2019, Nexos Locales coordinated with the forestry office in San Juan Atitán, located in the

department of Huehuetenango, to design a project proposal for the St. Andrews Prize for the

Environment. The proposal involves using forest incentive funds to provide potable water to over

9,000 beneficiaries. Such actions demonstrate Nexos Locales‘ responsiveness to USAID requests

and a general interest in providing support to the municipalities under project coverage.

Cultural Pertinence Strategy

In June 2019, the project submitted the Cultural Pertinence Strategy to USAID for its review and

approval. The strategy was developed by the Internal Cultural Pertinence Committee as a

response to the need to work more fluidly to address the unique needs of the indigenous

population in the Western Highlands. The strategy contains detailed descriptions of the

indigenous context, a legal justification, and principles of multicultural and multilingual

communities. Developing this document allowed the committee to delineate clear actions that the

project will take to increase its relevance in the region. .

SCHEDULE:

The project submitted all contract reporting deliverables ahead or on schedule during the

reporting period. Which includes weekly project highlights, accruals reports and the project

quarterly report. Most notably, on June 21, 2019 the project responded to an urgent request by

USAID to submit contingency plans in response to the funding crisis.

COST CONTROL:

The project‘s quarterly accruals report showed a difference of $264, or 0.02%, between accrued

and actual invoiced costs for June 2019. Accurate accruals reporting to USAID enables Nexos

Locales to carefully manage project burn rates and projected costs in upcoming months.

Photo 22: Mr. Wilson De Leon, participating at a USAID/Guatemala Youth

Roundtable in Guatemala City.

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MANAGEMENT:

Coordination with Peace Corps

In January 2019, the project welcomed Peace Corps Volunteer, Galen Hunt, as he began a six-

month alliance with Nexos Locales to support youth-related activities with the Result 2 technical

specialist. In June 2019, Mr. Hunt completed his service (an extension of his two-year term with

the Peace Corps in the department of Quetzaltenango). Mr. Hunt provided key coordination

support to Sub-Activity Y5 2.6.3., meeting with youth to plan the municipal mayoral candidate

forums implemented in ten municipalities. Nexos Locales values inter-agency coordination with

the Peace Corps as a means to expose future international development professionals to field

work as well as a means for the project to increase internal cross-cultural understanding. Mr.

Hunt‘s experience in the field as a PCV provided a valuable perspective as the project

implemented the youth forums. Nexos Locales will continue to pursue future coordination with

the Peace Corps.

REGULATORY COMPLIANCE

Contract Management

During the reporting period, no contract modifications were signed.

SHORT-TERM TECHNICAL ASSISTANCE

The table below represents a summary of short-term technical assistance (STTA) contracted

during the twentieth quarter.

Table 9: Short-Term Technical Assistance Contracted in Q20

STTA No. Activity Title Objective Consultant Name

LGP-STTA-217 IT Systems Specialist

Assemble server hardware

Update and upgrade servers

Migrate data

Configure network equipment

Upgrade client computers

Update documentation of network

configuration and application licenses

Train local IT support

Giovanni Cojulun

Also noteworthy, Chief of Party, Vince Broady, worked from DAI Global, LLC. headquarters in

Bethesda, Maryland for three weeks to develop a strategy for addressing the funding crisis.

CONTRACT DELIVERABLE APPROVALS

In this reporting period, the project received USAID approval for QR19, which was submitted on

April 22, 2019.

INTERNAL TRAINING AND CAPACITY BUILDING

No internal training and capacity building took place this quarter.

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AREA ADVISORY COMMITTEES (AACs)

During the reporting period, no AAC meetings were held.

SECURITY

Elections

During the reporting period, the decision was made to suspend all technical activities in the field

following the June 16th General Elections, from June 17th through June 21st. Additionally, the

project informed USAID of all municipality closures that occurred in that period.

SOCIAL MEDIA

See update on Q20 Social Media growth below:

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Figure 2: Q20 Social Media Update

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IX. FINANCIAL

INFORMATION

Table 10: Contract budget and expenditures as of June 30, 2019

Financial Report

BUDGET EXPENSES CHART (APRIL - JUNE 2019)

DAI GLOBAL LLC. - NEXOS LOCALES

AID-520-C-14-00002

LINE ITEMS AUTHORIZED

EXPENDITURES

INVOICED

TO DATE

THRU 3-

JUN-19

BALANCE

PROGRAM IMPLEMENTATION $22,242,561 $16,466,335 $5,776,226

FIXED FEE $1,192,284 $920,073 $271,211

GRANTS $2,861,274 $2,604,319 256,955

TOTAL COST $26,296119 $19,990,727 $6,304,392

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OBLIGATIONS AND FUNDING SOURCES

Total Obligation as of June 30, 2019: $21,994,713

Democracy & Governance

1. Total Amount Obligated: $14,242,767

2. Total Amount Invoiced: $12,808,394

3. Remaining Unexpended Funds: $1,434,373

Feed the Future



3. Remaining Unexpended Funds: $199,501

Climate Change




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: $736,058


Nutrition




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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.

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CITIZEN CHARTER- The Charter is a tool that records agreements between citizens and the

municipal government on quality standards and the joint responsibilities in municipal service provision

that both sides agree to uphold. The Charter helps improve the quality of government service provision

by addressing many pre-conditions for quality services. For example, to permit monitoring of the

service standards set forth in the Charter, Nexos Locales staff often assist in the establishment of

municipal record-keeping practices and the development of systems to track service provision

information. Continuous monitoring of municipal achievement of quality standards provides a

continuous feedback loop on the quality of municipal services. Additionally, the process of negotiating

service quality standards between municipal service providers and end-users of the service lends greatly

to conflict mitigation and prevention as end-users increase their understanding of municipal constraints

in meeting citizen demands for services.

COCODE (Consejo de Desarrollo Comunitario)- The Community Development Council is the

community-level forum for designing project proposals as a component of the broader system of

development councils (Ley de Consejos de Desarrollo Urbano y Rural Decreto 11-2002, Articulo 14).

Each community with a population of over 250 people is eligible to form a COCODE, which is

comprised of all community members. The COCODE chooses an órgano de coordination serving as a

board of directors and more commonly referred to as the COCODE. The COCODE (or organo de

coordinacion del COCODE) is made up of five to seven people who serve for two years as COCODE

representatives. The election of the COCODE is an informal voting process (hand raising). The

COCODEs manage all questions relating to the development of their community and on occasion, they

handle inter-personal conflict resolution. Two members of the organo de coordinacion del COCODE

participate in the municipal development council (COMUDE) to represent the particular needs of their

community.

SECOND-LEVEL COCODES- Guatemalan law limits COCODE participation in the COMUDE to

20 communities. However, many municipalities have over 20 communities in their jurisdiction.

Therefore, communities can create micro-regions, where several communities unite to form a micro-

region and where the COCODEs represent the micro-region in the COMUDE meetings. This

facilitates the COMUDE‘s ability to function smoothly while maintaining proper citizen representation

(Ley de Consejos de Desarrollo Urbano y Rural, Decreto 11-2002).

COMUDE (Consejo de 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)

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c) Departmental level = the Departmental Development Councils (CODEDE)

d) Municipal level = the Municipal Development Councils (COMUDE)

e) Community level = the Community Development Councils (COCODE)

COFETARN (Comisión de Fomento Económico, Turismo, y Recursos Naturales)- The

commission of economic development, tourism, and natural resources (COFETARN) is a municipal

commission coordinated by the Municipal Local Economic Development (LED) office or the forestry

office that functions as a policy making body. The COFETARN participates in the COMUDE and

develops plans to stimulate sustainable economic development via municipal regulations and policies.

DAFIM (Dirección Administrativa Financiera Municipal)- The Municipal Administrative Financial

Directorate (DAFIM) is an entity within the municipality that manages all financial processes (Decreto

Numero 12-2002, Title VI, Capitulo I, Article 99). This includes managing the budget, daily control of

the municipal accounts, and the receptoria or customer attendance for bill payment. The DAFIM

director coordinates frequently with the mayor to communicate the financial standing of the

municipality. Nexos Locales provides TA to the DAFIM teams to make systems more efficient and to

investigate methods to increase own-source revenue generation.

DMM (Dirección Municipal de la Mujer)- is a municipal entity whose mandate specifically focuses

on developing projects and programs to improve the situation for women at the municipal level. In

2017, a national law promoted the municipal women‘s offices (OMMs, established in 2010 through

Decreto 12-2002 Articulo 96, later modified) to directorates, which elevated their importance and role

within the municipality. Nexos Locales has worked diligently to train the coordinators of the DMM on

project design, strategic planning and budgeting as well as technical topics related to food security and

nutrition.

GIS (Geographic Information System)- GIS is a computer software system that allows users to

input geographic data and convert it into marked maps using GPS technology. The program permits

users to develop overlays of data to represent various sets of information. For example, Nexos Locales

works with the municipal water and sanitation offices to visit each house in the municipality and note

the GPS coordinates. Then, the coordinator of the OMAS enters each set of GPS coordinates into the

program to generate a pin on the map for that one water user. Once all the water users‘ locations are

mapped, the OMAS adds a new layer of data: solvency in water service payment. A color coding system

is developed where users are assigned a color pin that corresponds to the amount of money owed to

the municipality to pay for water service. The OMAS can also develop maps of water service

infrastructure in the municipality to increase maintenance and repair efficiency by using the maps to

reduce response times.

MANCOMUNIDADES- an association of neighboring municipalities where they coordinate

predetermined activities for the mutual benefit of all members. Municipalities have the right to

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.

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OMDEL (Oficina Municipal de Desarrollo Económico Local)- The Municipal Local Economic

Development Offices (OMDEL) are a municipal entity that designs actions with the COFETARN to

stimulate the local economy. This entity is not required by law, however, it is a valuable resource for

municipalities to centralize efforts and projects for economic growth. OMDELs investigate and advance

possible public private partnerships (PPP), agricultural cooperatives, and new opportunities for

investment and employment.

OMJ (Oficina Municipal de la Juventud)- The Municipal Youth Offices (OMJs) serve as a municipal

entity, which advocate for the needs of young people. According to the National Youth Policy 2012-

2020, OMJs enable spaces for advocacy of youth issues in municipal development. OMJs coordinate the

design, and implementation of local youth plan.

PUBLIC FINANCIAL ACCOUNTABILITY REPORTS- (referred to as 'rendiciones de cuentas'

in Spanish) a form of public financial reporting where municipal governments present revenue and

spending data to citizens, governmental entities and the Municipal Council four times annually (three

quarters and one quarter/annual combined, as mandated in Decreto 22-2010, Articulo 135). Rendiciones

de cuentas takes various forms depending on the context: some local governments simply project a

straightforward excel spreadsheet outlining revenue and spending in the COMUDE meetings while

other municipalities present the data accompanied by photographs/video of infrastructure project

advances.

PUBLIC PRIVATE PARTNERSHIP (PPP) – a written agreement between a public entity (or

entities) and the private sector for collaboration leading to a specific public benefit, in which both parties

bear similar risk and management responsibility.

SOCIAL AUDIT- a public accountability mechanism through which civil society organizations, ideally

in conjunction with relevant government officials, audit public expenditure of service delivery or public

works (The ability to request information for social audits is protected under Decreto Numero 12-

2002, Title V1I, Capitulo I, Article 139).

SOCIAL ACCOUNTABILITY- an approach toward building accountability from public officials that

relies on civic engagement. This occurs when ordinary citizens and/or civil society organizations

participate directly or indirectly in exacting accountability from government service providers. Social

accountability is based on a 4-part premise of 1) access to information, 2) citizen organization, 3) citizen

action and 4) government's response to that action. Social accountability mechanisms can include:

budget analysis; participatory budgeting and development planning; public expenditure tracking;

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

Activity & Sub-Activity

Scheduled

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 is ongoing.

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


1.2.2 Further Dissemination of Radio Spots on Citizen Responsibilities

to Pay Municipal Fees Q21


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1.2.3 TA in Implementation of the Public Access to Information Law Q21


1.2.4 Replication of the Transparency App Q21



1.3.1 Consolidation of COMUDE Strengthening Q21


1.4 Build the capacity of the mancomunidades to develop and implement regional strategies.

1.4.1 Solid Waste Treatment Planning Q20


RESULT 2: STRENGTHENED CIVIL SOCIETY PARTICIPATION IN SOCIAL ACCOUNTABILITY PROCESSES


Scheduled


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 is onoing.

2.3.2 Establishment and Strengthening of Municipal Women‘s

Commissions and Networks Q21


2.4 Support CSOs to implement social accountability mechanisms.

2.4.1 TA for Social Accountability Tools (Citizen Charter) Q21


2.5 Provide technical assistance to the COCODEs through grants to CSOs

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2.5.1

Provision of the COCODE Basic Functions Manual and Citizen‘s

Guide to the Budget to the 15 New Municipalities Q18

This sub-activity began in Q18 and completed in Q19.

2.6 Implement a strategy to stengthen youth participation in municipal decision-making

2.6.1 Strengthening and Establishing Municipal Youth Offices Q21


2.6.2 Strengthening and Establishing Youth Commissions Q21


2.6.3 Support to Youth Advocacy Efforts Pre- and Post- Elections Q21


RESULT 3: INCREASED QUALITY OF POTABLE WATER IN 44 MUNICIPALITIES


Scheduled


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 is ongoing.

3.2.2 Implementation of Strategic Investment Plans Q20


3.2.3 Further Disseminate Water Messages Q21 This sub-activity began in Q18 and is ongoing.

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


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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


4.2 Coordinate with municipalities to establish and operate food security situation rooms.

4.2.1 TA for Establishment and Implementation of the SAN Situation

Rooms Q19

This activity began in Q18 and completed in Q19.

4.3 Help municipalities develop LED plans.

4.3.1

Implementation of LED Plans and Policies

Q21


4.3.2 STTA in Public-Private Partnerships 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


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


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


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5.3.1 Implementation of Adaptation Plans Q21


5.3.2 Implementation of Watershed Management Plans Q20


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

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


6.1.1 Development of Online Training Materials for Municipal

Management Q21


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 Q20


6.1.4 Advocacy for a Municipal Career Civil Service Law Q21


6.1.5 TA for Establishment and Strengthening of Municipal Human

Resource Offices Q21


6.1.6 Strengthening Indigenous Authorities 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.

1.1.1 GIS Support

Quiché: 1) San Juan Cotzal; 2) Santa María Nebaj; 3) Uspantán; 4) Sacapulas; 5) Santo

Tomas Chichicastenango;

Quetzaltenango: 6) Concepción Chiquirichapa;


Huehuetenango: 10) Chiantla; 11) Cuilco; and 12) La Libertad.


1.2.1 TA to Advance Overall DAFIM Performance Against the DEMIN All 43 municipalities

1.2.2 Further Dissemination of Radio Spots on Citizen Responsibilities

to Pay Municipal Fees All 43 municipalities

1.2.3 TA in Implementation of the Public Access to Information Law All 43 municipalities

1.2.4 Replication of the Transparency App

Huehuetenango: 1) Chiantla;

San Marcos: 2) San Rafael Pie de la Cuesta; and

Quiche: 3) Sacapulas.


1.3.1 Consolidation of COMUDE Strengthening All 43 municipalities

1.4 Build the capacity of the mancomunidades to develop and implement regional strategies.

1.4.1 Solid Waste Treatment Planning

San Marcos: 1) San Lorenzo; 2) Tajumulco; 3) Sibinal; 4) Tacana; 5) Concepcion Tutuapa;

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


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)

2.3.2 Establishment and Strengthening of Municipal Women‘s

Commissions and Networks All 43 municipalities

2.4 Support CSOs to implement social accountability mechanisms.

2.4.1 TA for Social Accountability Tools (Citizen Charter) Huehuetenango: 1) Barillas; 2) La Libertad; and

San Marcos: 3) San Marcos.

2.5 Provide technical assistance to the COCODEs through grants to CSOs

2.5.1

Provision of the COCODE Basic Functions Manual and Citizen‘s

Guide to the Budget to the 15 New Municipalities

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;

Quiche: 8) San Andrés Sajcabajá; 9) San Bartolomé Jocotenango; 10) Santa Cruz del

Quiche;

San Marcos: 11) San Marcos; 12) Comitancillo; 13) Concepción Tutuapa; 14) Tacana; and


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

2.6.3

Support to Youth Advocacy Efforts Pre- and Post- Elections

Huehuetenango: 1) Chiantla; 2) La Libertad; 3) Barillas;

Quiche: 4) Nebaj; 5) Chichicastenango; 6) San Gaspar Chajul; 7) Santa Cruz del Quiche;

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


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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


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.

4.2.1 TA for Establishment and Implementation of the SAN Situation

Rooms All 43 municipalities

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


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


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


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


6.1.1 Development of Online Training Materials for Municipal

Management .All 43 municipalities

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

of 106

6.1.5 TA for Establishment and Strengthening of Municipal Human

Resource Offices All 43 municipalities

6.1.6 Strengthening Indigenous Authorities Institutional Strengthening

of 106

ANNEX IV: PERFORMANCE

MANAGEMENT PLAN Nexos Locales PMP Report Quarterly 3 Year 5

Performance Indicator Frequency

Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total

USAID CDCS Goal: A more secure Guatemala that fosters greater socio-economic development in the Western Highlands and sustainably manages its natural resources.

Project Level Result: Strengthened municipalities foster more responsive, inclusive, and effective socio-economic development while reducing local vulnerabilities such as

food insecurity and natural disasters.

1.Cross-cutting Indicator

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 )

NB The title of this indicator was

modified by removing mention of the

Western Highlands Integrated Program

(WHIP) as per changes to USAID

programming.

Quarterly 0 N/A N/A 2 12 10 7 3 3 3 0 6 37

35

(Individual

targets per

year)

86 LOP = Life of Project 87 Q1 = Quarterly 1

88 Q2 = Quarterly 2

89 Q3 = Quarterly 3

of 106


Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total

2. Number of USG-supported activities

designed to promote or strengthen the

civic participation of women (F)

(Disaggregated by municipality)

Quarterly 0 N/A N/A N/A 17 14 9 5 2 1 1 4 44 52

(Individual

targets per

year)

3. Number of youth who have

participated in a USG-supported

activity who assume leadership roles

within their communities. (C)

(Disaggregated by municipality, gender

[Female, male and others (includes

sexual diversity)] and ethnicity)

Quarterly 0 N/A N/A 150 215 406 437 100 0 79 23 102 1310 1210

(Individual

targets per

year)

Disaggregated by gender Male N/A N/A N/A 47% 49% 53% 46% 60% 0% 41% 39% 40% 42% 60%

Female N/A N/A N/A 53% 51% 47% 54% 40% 0% 59% 61% 60% 58% 40%

Disaggregated by ethnic group Maya N/A N/A N/A 83% 75% 61% 65% N/A 0% 71% 87% 79% 72% N/A

Garifuna N/A N/A N/A 0% 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A

Ladino N/A N/A N/A 17% 25% 38% 35% N/A 0% 28% 13% 20% 27% N/A

Xinca N/A N/A N/A 0% 0% 0% 0% N/A 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% N/A

Disaggregated by age group Older

than 29

years

N/A N/A N/A 0%

1%

0% 0% N/A 0% 0% 0% 0% 0% N/A

29 year or

youngest

N/A N/A N/A 100% 99% 100% 100% N/A 0% 100% 100% 100% 100% N/A

of 106


Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total

(youth)

4. Number of public 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 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.

Annually N/A N/A 75 N/A 37 64 94 90

N/A N/A N/A N/A 195 345

of 106


Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total

5. Number of individuals who received

USG-assisted training, including

management skills 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.

Quarterly 0 N/A N/A 338 1835 1430 2665 1200

(40%F

/60%M)

647 1213 241 2101 8369 7300

(40%F

/60%M)

(Individual

targets per

year)

Disaggregated by gender Male N/A N/A N/A 55% 73% 76% 55% 60% 50% 54% 26% 43% 48% 60%

Female N/A N/A N/A 45% 27% 24% 45% 40% 50% 46% 74% 57% 52% 40%

Disaggregated by ethnic group Maya N/A N/A N/A 67% 49% 57% 67% N/A 59% 62% 74% 65% 63% N/A

Garifuna N/A N/A N/A 0% 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A

Ladino N/A N/A N/A 33% 48% 42% 32% N/A 41% 36% 25% 34% 36% N/A

Xinca N/A N/A N/A 0% 1% 0% 0% N/A 0% 0% 0% 0% 0% N/A

Otro N/A N/A N/A 0% 2% 1% 1% N/A 0% 2% 1% 1% 1% N/A

Disaggregated by age group 29 year or

youngest

(youth)

N/A N/A N/A 40% 24% 26% 37% N/A 23% 35% 30% 30% 29% N/A

Older

than 29

years

N/A N/A N/A 60% 76% 74% 63% N/A 77% 65% 70% 70% 71% N/A

6. Number of community or CSO-

proposed initiatives receiving USG

support that are implemented. (C)

Annually N/A N/A 610 N/A 423 437 621 600 N/A N/A N/A N/A 1481 2160

of 106


Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total


Number of projects presented and/or

prioritized by municipalities in

coordination with communities/civil

society (C)

NB Y5 This indicator was modified in

March of 2018 as part of a USAID/G

effort to standardize indicators across

DG projects. The indicator used to

count all projects proposed by CSOs in

the COMUDEs. It now counts only

those deemed to be in at least the first

stage of implementation, which consists

of the projects‘ having been assigned a

SNIP (Sistema Nacional de Inversión

Pública) number.

7. Percentage of municipalities that

practice participatory planning. (C)


Percentage of municipalities that

practice participatory planning and

budgeting (C)

Annually 38% 93% N/A N/A 72% 86% 93% 93% N/A N/A N/A N/A 93%

93%

8. Percentage of municipalities that

achieve an increase in municipal own-

Annually 55%

80% N/A N/A 68% 76% 86% 50% N/A N/A N/A N/A 86%

86%

(cumulative

of 106


Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total

source-revenues in relation to the

prior period (C)

(Disaggregated by municipality and

revenue source)

NB: This indicator was changed to

reflect the percentage of project

municipalities that achieve an increase

in own-source-revenues in place of

percentage increase in those revenues

for greater accuracy in measuring

impact of project support. The baseline

and targets for prior years were also

revised to reflect this change.

)

Result 2: Strengthened civil society participation in social accountability processes

9. Number of social accountability

actions conducted under the project.

(C)

Quarterly 0 N/A N/A 1 25 32 18 32 1 1 17 19 95 120

10. Percentage of youth and women

among participants in project-funded

social accountability actions. (C)

Quarterly

N/A N/A N/A 71% 19% 43% 50% 40% 40% 38% 57% 45% 45% 50%

of 106


Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total

29. Number of civil society

organizations (CSOs) receiving USG

assistance engaged in advocacy

interventions. (F)

Annually N/A N/A 0 N/A N/A N/A N/A 20 N/A N/A N/A N/A 0 44

Result 6: Increased capacity of ANAM and AGAAI to support municipal development and replicate successful models nationwide.

11. Number of performance

management tools developed by

ANAM and AGAAI supported by the

project. (C)

Annually 0 N/A N/A 2 6 6 6 5 N/A N/A N/A N/A 20 22

12. Number of project-funded

advocacy initiatives and trainings

conducted by ANAM and AGAAI. (C)

Semi-

annually

0 N/A N/A 1 5 6 4 0

N/A N/A N/A N/A 16 17

DO2: Improved Levels of Economic Growth and Social Development in the Western Highlands

Result 3: Increased quality of potable water in 43 FtF municipalities

13. Percentage of municipal water

systems that provide potable water (C)


Semi-

annually

13% 20% N/A N/A 25% 28% 50% 50% N/A 75% N/A 75% 75% 60%

14. Number of municipalities that

develop a sustainability strategy for

Municipal Potable Water Systems. (C)

Annually 0

N/A N/A N/A 15 13 13 0 N/A N/A N/A N/A 41 41

of 106


Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total


15. Number of municipalities that have

taken at least two significant steps

towards implementation of their

sustainable plan. (C ) Disaggregated by

municipality

Annually 0

N/A N/A N/A 0 9 16 20 N/A N/A N/A N/A 25 62

16. 90* Percentage of community water

systems in the WHIP area that have

chlorinated water.(C)

Semi-

annually

22% N/A N/A N/A 32% N/A N/A -- -- -- -- -- 32% N/A

17. Number of watershed management

plans developed and/or implemented.

(C)

Annually 0

N/A N/A N/A

1 1 N/A 0 N/A N/A N/A N/A 2 4

Result 4: Local Development Plans established and implemented in order to improve food security and economic development.

18. Number of institutions

/organizations undertaking

capacity/competency strengthening as a

result of USG assistance (F) [USG FACT: EG 4.5.1]

Quarterly 0

N/A N/A N/A 466 278 320 125 43 173 0 216 1280 1135

90 *This indicator is eliminated from the PMP.

of 106


Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total


19. 91Proportion of female participants

in USG-assisted programs designed to

increase access to productive economic

resources (assets, credit, income or

employment) (F)

[USG FACT: GNDR-2]

Quarterly N/A N/A N/A N/A 0.9

(26F)

0.1(4M)

0.4

(33F)

0.6 (48

M)

-- --

-- --

-- -- 0.65(59 F)

0.35 (52 M)

0.4F

0.6M

20. Number of 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 required for the

extensive consensus-building that must

occur at each stage of policy

Quarterly 0 N/A N/A N/A 29 29 29 10 0 0 0 0 87 86

91 *This indicator is eliminated from the PMP.

of 106


Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total

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

development at the close of the

reporting period.

21. Number of individuals who have

received USG supported short-term

agricultural sector productivity or food

security training.(F) [USG FACT: 4.5.2-7]

(Disaggregated by municipality, gender,

ethnicity, and youth).



the gender disaggregation targets

Quarterly 0 N/A N/A N/A 867 828 788 175

(40% F

60% M)

146 259 73 478 2961 2455

(40%F/

60%M)

of 106


Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total

Disaggregated by gender Male N/A N/A N/A N/A 85% 71% 50% 60% 68% 64% 40% 57% 59% 60%

Female N/A N/A N/A N/A 15% 29% 50% 40% 32% 36% 60% 43% 41% 40%

Disaggregated by ethnic group Maya N/A N/A N/A N/A 49% 52% 57% N/A 57% 56% 73% 62% 59% N/A

Garifuna N/A N/A N/A N/A 0% 0% 0% N/A 0% 0% 0% 0% 0% N/A

Ladino N/A N/A N/A N/A 48% 46% 41% N/A 43% 42% 27% 38% 40% N/A

Xinca N/A N/A N/A N/A 1% 0% 0% N/A 0% 0% 0% 0% 0% N/A

Otro N/A N/A N/A N/A 2% 2% 2% N/A 0% 2% 0% 1% 1% N/A

Disaggregated by age group

(youth = 29 year or youngest)

29 year or

youngest

N/A N/A N/A N/A 21% 27% 31% N/A 22% 25% 37% 28% 27% N/A

Older

than 29

years

N/A N/A N/A N/A 79% 73% 69% N/A 78% 75% 63% 72% 73% N/A

22. Number of food security private

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

and municipality)

NB: Targets will be set only for ―new‖

organizations, though continuing

organizations will be recorded and

Quarterly 0 N/A N/A N/A 35 33 15 0 N/A N/A N/A N/A 83 55

(new)

of 106


Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total

reported as a footnote.

23. Number of public-private

Partnerships formed as a result of FtF

assistance. (F) [USG FACT: 4.5.2-12]

(Disaggregated by partnership focus)

Quarterly 0 N/A N/A N/A 0 0 1 0 N/A N/A N/A N/A 1 4

24. Number of people trained in child

health and nutrition through USG-

supported programs. (F) [USG FACT: 3.1.9-1]

(Disaggregated by gender, youth,

ethnicity, and municipality)



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 be recorded

and reported as a footnote to PMP

reports.

Annually 0 N/A N/A N/A 378 82 94 0

N/A N/A N/A N/A 554 550

(40%F/

60%M)

Disaggregated by gender Male N/A N/A N/A N/A 79% 12% 0% 60% 0% 0% 0% 0% 23% 60%

of 106


Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total

Female N/A N/A N/A N/A 21% 88% 100% 40% 0% 0% 0% 0% 77% 40%

Disaggregated by ethnic group Maya N/A N/A N/A N/A 49% 63% 69% N/A 0% 0% 0% 0% 63% N/A

Garifuna N/A N/A N/A N/A 0 0% 0% N/A 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% 36% N/A

Xinca N/A N/A N/A N/A 1% 0% 0% N/A 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% 1% N/A

Disaggregated by age group

Older

than 29

years

N/A N/A N/A N/A 19% 59% 63% N/A 0% 0% 0% 0% 66% N/A

29 year or

youngest

(youth)

N/A N/A N/A N/A 81% 41% 37% N/A 0% 0% 0% 0% 34% N/A

DO3: Improved Management of Natural Resources to Mitigate Impacts of Global Climate Change.

Result 5: Municipal Plans established to reduce climate change vulnerability and TA provided for implementation of plans.

25. Number of institutions with

improved capacity to address climate

change issues as a result of USG

assistance (F) [USG FACT: 4.8.2-14]

(Disaggregated by municipality and type

of institution, adaptation capacity)

Annually 0 0 N/A N/A 18 8 12 0 N/A N/A N/A N/A 38 39

26. Number of 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]

Annually N/A N/A N/A N/A 301 123 298 0 N/A N/A N/A N/A 722 585

of 106


Baseline

Year

1

Year

2

Year

3

Year

4

Year 5

Cumulative

LOP86

Planned

Original

Municip

alities

New

Muni

cipali

ties

All

Munici

palities

(Applie

s to

Indicat

ors

#4,6,29

)

Planned

Achievement

Q187

Q288

Q389

Total

27. Number of 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

and methodologies)

Annually 0 N/A N/A N/A 21 14 19 3 N/A N/A N/A N/A 54 54

28. Number of laws, 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

Annually 0 N/A N/A N/A 20 17 17 5 N/A N/A N/A N/A 54 62

NEXOS LOCALES PROJECT QUARTERLY REPORT #20

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