guatemala local governance/ nexos locales project annual report

GUATEMALA LOCAL GOVERNANCE/
NEXOS LOCALES PROJECT
ANNUAL REPORT FY2015
CONTRACT No. AID-520-C-14-00002
October 2015
This publication was produced for review by the United States Agency for International Development. It was prepared by
Development Alternatives, Inc.
LOCAL GOVERNANCE/
NEXOS LOCALES PROJECT
ANNUAL REPORT FY2015
October 2014 – September 2015
Project Title:
Local Governance/Nexos Locales Project
Sponsoring USAID office:
USAID/Guatemala
Contract Number:
AID-520-C-14-00002
COR:
Claudia Agreda
Contractor:
DAI
Date of Publication:
October 2015
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.
Page 2 of 89
TABLE OF CONTENTS
EXECUTIVE SUMMARY……………………………………………………………………………………...7
INTRODUCTION……………………………………………………………………………………………9
I.
SUMMARY OF KEY ACHIEVEMENTS…………………………………………………………… 12
II.
ACHIEVEMENTS BY RESULT AND ACTIVITY………………………………………………... 15
III.
CROSS CUTTING THEMES…………………………......................................................................... ...40
IV.
OBSTACLES FACED AND LESSONS LEARNED…………………………………………….…..42
V.
TRAINING EVENTS……………………………………………………………………………….47
VI.
MONITORING & EVALUATION……………………………………………………………… 49
VII.
GRANTS AND RAPID RESPONSE FUNDS……………………………………………………... 50
VIII.
PROJECT MANAGEMENT……………………………………………………………………….. 53
IX.
FINANCIAL INFORMATION……………………………………………………………………..58
X.
ANNUAL INVENTORY REPORT………………………………………………………………...60
XI.
ANNEX I: PMP REPORT…………………………………………………………………….…….61
XII.
ANNEX II: WORKPLAN ACTIVITY CHART……………………………………………….…....88
Page 3 of 89
SUMMARY OF TABLES
AND FIGURES
Table 1:
Table 2:
Table 3:
Table 4:
Table 5:
Table 6:
Table 7:
Table 8:
Table 9:
Table 10:
Regional Cluster Integration…………………………………………...…..9
Summary Ranking of Result #01 PFM Diagnostics…………………….....17
Results of Rapid Assessment of COMUDE Performance…………….…18
Summarized TA Plans for each COMUDE……………………………....19
Summary findings of diagnostic for Results #03 & #05………………….27
Average LED/SAN Indices from 29 Nexos Locales Municipalities……....33
Training Events participants and dates…………………………………...48
Key project operational milestones……………………………………...57
Submission of Key Contract Deliverables……………………………….57
Financial Report………………………………………………………….58
Map1:
Map 2:
Map 3:
Nexos Locales Geographic Coverage…………………………………...10
Data points from Water Diagnostics in Cuilco, Huehuetenango………28
Soil usage of major value chain crops in the Western Highlands………34
Photo 1:
Photo 2:
Photo 3:
Photo 4:
Photo 5:
Photo 6:
Photo 7:
Photo 8:
Photo 9:
Photo 10:
Photo 11:
Photo 12:
Photo 13:
Photo 14:
Photo 15:
Huehuetenango MOU Signing Event……………………………………16
PFM SOP Training……………………………………………………… 17
MOU signing with Mancomunidad Metropoli de los Altos……………..21
Advocacy Training in Chiantla, Huehuetenango………………………...22
CEIPA Round Table event in Chichicastenango, Quiché……………….23
CEIPA Youth presentation during workshop…………………………...24
Compendium of Laws presentation, Momostenango, Totonicapán……24
Water diagnostic survey………………………………………………...26
Food Security Situation Room Training, El Quiché……………………..32
LED Diagnostic meeting, Todos Santos Cuchumatan…………………..32
MOU signing with AGAAI………………………………………………37
ANAM Director speaks to the press…………………………………...38
Project Launch Event……………………………………………………53
Journalists Interview at Launch Event……………………………....…...54
Nexos Locales staff at Year 2 Work Plan Session .…………………….56
Page 4 of 89
ACRONYMS
AAC
ADIMAM
ADS
AGAAI
ANAM
AR
ASDECOHUE
ASOCUCH
CCN
CDCS
CEIPA
CNCG
COCODE
COMUDE
COMUSAN
COP
CRS/SEGEMIL
CSO
DAFIM
DCOP
DPM/OMP
DRR
ECO
ELSA
FAS
FLACSO
FMM
FtF
FUNDAECO
GIS
GUC
HC3
INAP
INFOM
IT
LED
LGBTI
LOP
LTTA
MAGA
MAMOSHUE
MARN
MINFIN
MOU
NGO
OMA
OMM
PAISANO
Area Advisory Committee
Municipios Asociación de Desarrollo Integral de Municipalidades del
Altiplano Marquense
Automated Directive System
Guatemalan Association of Indigenous Mayors and Authorities
National Association of Municipalities
Annual Report
Agencia de Servicios y Desarrollo Económico y Social de
Huehuetenango
Asociación de Organizaciones de los Cuchumatanes
Cooperating County Nationals
Country Development Cooperation Strategy
Centro Ecuménico de Integración Pastoral
Climate, Nature, and Communities in Guatemala
Community Development Council
Municipal Development Council
Comisión Municipal de Seguridad Alimentaria y Nutricional
Chief of Party
Seguridad Alimentaria Enfocada en los Primeros 1,000 Días
Civil Society Organizations
Comprehensive Municipal Administrative Financial Directorate
Deputy Chief of Party
Municipal Planning Office
Disaster Risk Reduction
Estudios de Cooperación de Occidente
Economía Local y Seguridad Alimentaria
Field Accounting System
University of Latin American of Social Sciences
Myrna Mack Foundation
Feed the Future
Fundación para el Eco-desarrollo y la Conservación Organización
Geographic Information Systems
Grants Under Contract
Health Communication Capacity Collaborative
Instituto Nacional de Administración Pública
Instituto de Fomento Municipal
Information Technology
Local Economic Development
Lesbian, Gay, Bisexual, Transsexual, Intersex
Life of Project
Long-Term Technical Assistance
Ministerio de Agricultura, Ganadería y Alimentación
Mancomunidad de Municipios del Sur Occidente del Departamento de
Huehuetenango
Ministerio de Ambiente y Recursos Naturales
Ministerio de Finanzas Públicas
Memorandum/Memoranda of Understanding
Non-Governmental Organization
Oficina Municipal de Agua (Municipal Water Office)
Municipal Women‘s Office
Programa de Acciones Integradas de Seguridad Alimentaria y
Nutricional del Occidente
Page 5 of 89
PFM
PMP
SBCC
SEGEPLAN
SESAN
SMS
SOW
RFA
RFP
RFQ
RNGG
RRF
RRFP
SEPREM
SOP
STTA
TA
TAMIS
TNC
USAID
USG
USN
Y1WP
Y2WP
Public Financial Management
Performance Management Plan
Social and Behavior Change Communication
Planning and Programming Presidential Secretariat
Secretaría de Seguridad Alimentaria y Nutricional
Short Message Service (text message)
Scope of Work
Request for Applications
Request for Proposals
Request for Quotations
Red Nacional de Grupos Gestores
Rapid Response Fund
Rapid Response Fund Plan
Secretaría Presidencial de la Mujer
Standard Operating Procedures
Short-Term Technical Assistance
Technical Assistance
Total Ammunition Management Information System
The Nature Conservancy
United States Agency for International Development
United States Government
United States National
Year 1 Work Plan
Year 2 Work Plan
Page 6 of 89
EXECUTIVE SUMMARY
The first year of Nexos Locales has been both challenging and successful. On the operational level, the
project has dealt successfully with the broad range of issues that are inherent to the start-up phase of
any program – recruitment and hiring; meeting legal requirements for in-country operation; establishing
administrative, financial, and operational platforms; opening offices; and drafting, submitting and receiving
USAID approval of all core and contractually required program documents. On the implementation side,
the project has focused on defining and rolling-out municipal outreach activities, establishing productive
working relationships with all relevant stakeholders, collaborating with USAID WHIP partners, and
assessing the capacity and functioning of project municipalities in a variety of technical areas in order to
define project activities and technical assistance. Importantly, on the project management side, during
Year 1 the project faced management challenges related to the prior leadership of the program that
caused delays in technical implementation. As discussed in further detail below, these challenges were
formidable, increasingly apparent, and rapidly addressed by DAI in close collaboration with USAID. The
second-half of Year 1 (March – September 2015) was largely spent consolidating the technical leadership
of the program - including onboarding a new Chief of Party and hiring a core technical team – and reorienting project resources. DAI also worked closely with USAID to assess and revamp the Year 1
Work Plan, including presenting a revised- and approved - Year 1 Work Plan that moved eleven (11)
Year 1 sub-activities to Year 2. These corrective actions have been extremely effective - despite initial
delays in technical implementation, as of the date of this submission the project has delivered 100% of its
approved Year 1 work plan. Overall, and as noted by USAID, the project is well positioned for success
moving forward. Lessons learned and solutions to issues encountered during the year have been
incorporated into the project‘s Year Two work plan. The COP, DCOP and COR continue to work in
concert to push implementation, and keep performance and quality levels high. Activity levels across the
board continue to pick up speed, and Nexos Locales is becoming increasingly visible as a key aspect of
USG and USAID commitment to the GOG.
While a comprehensive presentation of key Year One accomplishments is provided in Section 1.
Summary of Key Achievements, the following is a snapshot of the project‘s most significant
achievements.
 MOUs Signed with 28 of 30 municipalities and 3 mancomunidades, as well as ANAM,
AGAAI, WHIP Partners, INAP, SEGEPLAN, SESAN, INFOM: Through the signing of
Memoranda of Understanding (MOU) with twenty-eight (28) municipalities, Nexos Locales
garnered critical support from and established formal relationships with Mayors,
mancomunidades, GOG stakeholders, WHIP partners, and key regional actors.
 Completed comprehensive municipal baseline assessments to define and prioritize
the project’s technical assistance: Key accomplishments include:
o Conducting rapid assessments on the technical assistance needs of the COMUDEs,
Food Security Situation Rooms, Municipal Women‘s Offices and the mancomunidades in
the project coverage area;
o Completing rapid assessments in COMUDE functioning, identification of OMM needs,
mapping exercises of sector stakeholders;
o Completing diagnostic studies under Results 1, 3, 4 and 5 in public finance management,
water quality, economic development for increased food security, and knowledge on
climate adaptation measures, respectively. The studies mapped key data points,
developed extensive baseline data, and provided analysis that will inform the technical
assistance plans for each municipality for the life of project base period
 Launched critical technical assistance to municipal officials: The project was able to
deliver critical TA to municipal partners, including:
Page 7 of 89
Funding participation of water officials from ten municipalities in the INFOM/ANAM
Diplomado Course for Water System Management;
o Conducting budget analysis training for COCODEs and CSOs from ten (10)
municipalities
o Completing seven regional PFM workshops in Standard Operating Procedures (SOP)
with seventy-seven (77) participants from twenty-four (24) municipalities;
o Training CSOs in ten (10) municipalities in basic advocacy techniques of evidence-based
advocacy
o Training COCODEs in ten (10) municipalities in basic functions of a COCODE and to
formulate project proposals for presentations to COMUDEs
o Implementing a two-day workshop for municipal officials and mancomunidades examined
in theory and practical application of watershed management through a joint effort with
TNC/CNGC
Initiated technical support to ANAM and AGAAI: This included conducting an
institutional assessment of ANAM and AGAAI, which recommended key areas for technical
assistance. The project also supported ANAM in developing a transition workshop for all newly
elected mayors and their councils.
o

Page 8 of 89
INTRODUCTION
USAID‘s Nexos Locales Project (Contract No. AID-520-C-14-00002), formally known as the Local
Governance Project, is a three year program with two option years that began in June 2014.
Implemented by DAI, the project is based in Quetzaltenango, Guatemala with a regional office located in
Huehuetenango. USAID‘s Nexos Locales Project (hereinafter Nexos Locales) has as its primary goal to
strengthen municipalities in the Western Highlands of the country so they foster more responsive,
inclusive, and effective socio-economic development while addressing 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
crucial for local development and are crucial to the sustainability of interventions supported by the
United States Government (USG) in Guatemala.
Nexos Locales focuses its resources and technical assistance to the geographic region of the Western
Highlands, which is considered Guatemala‘s region of greatest need. Specifically, Nexos Locales is
working collaboratively in the departments of Huehuetenango, San Marcos, Quetzaltenango,
Totonicapán and Quiché, and will concentrate activities in the five departments around the needs of
agriculture, health, and education programming. Citizen security and environment programming will be
focused in municipalities and regions where there is greatest need. The table below delineates the areas
of intervention of the Nexos Locales Project, followed by a geographic map on the next page.
RC 1
Huehuetenango
1.
2.
3.
Chiantla
Jacaltenango
San Sebastián
Huehuetenango
4. Todos Santos
Cuchumatan
5. Cuilco
6. Concepción Huista
7. San Antonio Huista
8. La Libertad
9. La Democracia
10. Santa Cruz Barillas
Table 1: Regional Cluster Integration
RC 2
Quetzaltenango,
Totonicapán
Southern Quiché
1. San Juan Ostuncalco
2. Concepción
Chiquirichapa
3. Momostenango
4. Santa Lucia La
Reforma
5. Santo Tomás
Chichicastenango
6. Zacualpa
RC 3
San Marcos
1.
2.
3.
4.
5.
6.
7.
8.
Nuevo
Progreso
San José El
Rodeo
San Lorenzo
San Miguel
Ixtahuacán
San Pablo
San Rafael Pie
de la Cuesta
Sibinal
Tajumulco
Sub/RC1 North
of Quiché
1.
2.
3.
4.
5.
6.
Santa María Nebaj
Cunén
San Juan Cotzal
Sacapulas
Chajul
Uspantán
Page 9 of 89
Map1: Nexos Locales Geographic Coverage
Pursuant to Section F.6(2) of the contract this quarterly/annual report presents progress against the
project‘s six result areas and cross-cutting themes, covering the quarterly reporting period between
June and September 2015 and the annual reporting period between October 2014 and September 2015.
The six result areas include:






Result #01 – Sound public financial systems in place in order to promote transparency and
permit participation by citizens in decision-making.
Result #02 – Strengthen civil society participation in social accountability processes.
Result #03 – Increased quality of potable water in thirty (30) Feed-the-Future (FtF)
municipalities.
Result #04 – Local Development Plans established and implemented in order to improve food
security and economic development.
Result#05 – Municipal Plans established to reduce climate change vulnerability and technical
assistance provided for implementation of plans.
Result #06 – Capacity increased for the National Association of Municipalities (ANAM) and/or
the Guatemalan Association of Indigenous Mayors and Authorities (AGAAI) to support
municipal development and replicate successful models nationwide, including municipal crime
prevention plans.
Page 10 of 89
The following cross-cutting themes are woven into all Nexos Locales‘ Sub-Activities:




Gender Equity & Social Inclusion - Gender equity is a priority of the United States
Government, and USAID continues to play a leading role in that effort. The project developed
a Gender and Social Inclusion plan, which applies a gender lens to project activity design and
implementation. Each activity design considered issues that disproportionately constrain
women‘s participation in governance processes related to all six project results. For example,
Nexos Locales required grantees providing trainings to rural women to offer on-site child care
to facilitate women‘s participation in the courses. When considering equity, or other vulnerable
populations, such as the Lesbian, Gay, Bi-sexual, Transsexual and Inter-sexual (LGBTI), similar
constraints were taken into account.
Youth – Nexos Locales understands the very critical role that youth will play in this project‘s
success. Activity by activity considerations were included in each of the year one workplan
activities. During year one, the project strengthened youth participation and integrated youth
considerations into programming, including developing a gender and youth integration plan and
youth strategy, and focusing the participation of youth into advocacy and awareness campaigns
in the lead up to the 2015 national and municipal elections.
Indigenous Perspectives - The project‘s geographic focus on the Western Highlands
necessitates a culturally relevant and sensitive implementing approach to the communities in
which Nexos Locales works. The project is committed to seeking ways to bridge the enormous
socio-economic gap between the Ladino group and indigenous communities, and to implement
activities in ways that consider traditional indigenous values. Throughout year one, Nexos
Locales programmed the perspectives of the indigenous communities, such as language, culture,
and the cosmovisión, into regional trainings and workshops.
Feed-the-Future (FtF) Principles - Throughout year one, Nexos Locales programmed the
following principles into its technical implementation approach: linking value chain activities with
improved nutrition and dietary diversity; changing food consumption behavior to encourage
dietary diversity and improvement in childhood nutrition among target beneficiaries; maximizing
the likelihood of sustainability by working with municipal and community leaders; recognizing the
importance of the application of the Thousand Days Approach in addressing maternal and child
health and chronic malnutrition; coordinating with the private sector on technical, managerial,
and financial support for integration of nutrition related activities into USAID-funded
programming and investing in agriculture-related activities, such as small infrastructure, or
packing plants as an opportunity for job and income generation in the focus area. These
principles played a key role in Result 4 Sub-Activities.
This Quarterly/Annual Report is divided into the following sections:











Section 1 – Summary of Key Achievements
Section II – Achievements by Result and Activity
Section III – Cross Cutting Themes
Section IV – Obstacles Faced & Lessons Learned
Section V – Training Events
Section VI – Monitoring & Evaluation
Section VII – Grants & Rapid Response Funds
Section VIII – Project Management
Section IX – Financial Information
Section X – Annual Inventory Report
Section XI – Annexes
Page 11 of 89
I.
SUMMARY OF KEY
ACHIEVEMENTS
HIGHLIGHTS FOR THE FIFTH QUARTER
Highlights for the Fifth Quarter (July – September 2015) are listed below:
Technical Activities Performed in the Fifth Quarter
 Completed diagnostic studies under Results 1, 3, 4 and 5 in public finance management, water
quality, economic development for increased food security, and knowledge on climate
adaptation measures, respectively. The studies mapped key data points, developed extensive
baseline data, and provided analysis that will inform the technical assistance plans for each
municipality for the life of project base period
 Conducted budget analysis training for COCODEs and CSOs from ten (10) municipalities
 Trained CSOs in ten (10) municipalities in basic advocacy techniques of evidence-based advocacy
 Conducted trainings for COCODEs in ten (10) municipalities in basic functions of a COCODE
and to formulate project proposals for presentations to COMUDEs
 Provided immediate responses to OMMs technical assistance (TA) and equipment needs
 Completed first drafts of strategic business and investment plans for improving water service
delivery in ten (10) municipalities
 Convened stakeholders for workshops on importance of the SAN Situation Rooms
 Implemented a two-day workshop for municipal officials and mancomunidades examined in
theory and practical application of watershed management through a joint effort with
TNC/CNGC
 Conducted a study of adverse agricultural policies in the altiplano
 Coordinated extensively with national, state and municipal actors to address the political factors
that impede the effective functioning of the Food Security Situation Rooms;
 Initiated the first phases on a long-term, SBCC campaign on climate change adaptation measures
jointly with TNC/CNGC
 Conducted institutional assessment of ANAM and AGAAI, which recommended key areas for
technical assistance
 Supported ANAM in developing a transition workshop for all newly elected mayors and their
councils
 Supported CEIPA in the promotion of youth advocacy agendas in lead-up to municipal elections
 At the request of USAID, undertook a rapid response funded Health Decentralization study to
design and propose a model for consideration by USAID in formulating decentralized delivery of
health services via health districts and municipalities
 Approved under the rapid response mechanism, awarded an in-kind grant to Grupos Gestores
in the coordination and implementation of Guatemala‘s first annual Competitiveness Working
Table.
Fifth Quarter Results
 Completed 100% of all activities approved in the revised Year 1 work plan as of September 30th,
2015 (see Annex II) in spite of some initial and unforeseen technical startup delays
Page 12 of 89







Received USAID approval for the Nexos Locales Gender Equity and Social Inclusion Plan
Completed and received USAID approval of the project‘s Youth Strategy
Provided in-kind grant to ANAM in the distribution and disposition of computer equipment and
office furniture as a result of the OMM rapid assessments
Submitted the Nexos Locales Year 2 Work Plan (Y2WP)
Received final approval of Performance Monitoring Plan September 24, 2015
Received USAID approval for the Nexos Locales Fourth Quarterly Technical & Financial Report
Received USAID approval for the Nexos Locales Rapid Response Plan
Fifth Quarter Project Management
 Recruited and selected project long-term technical and administrative staff, including: Youth,
Social Inclusion, and Result 2 Team Leader, Elva Cutz, GIS Specialist, Hector Solis, Municipal
Outreach Specialist Huehuetenango, Irma Mireya Florian Rios, Program Assistant, Cinthya
Alvarado, Grants Assistant, Luis Molina, Human Resource Accountant, Jose Monterroso, Senior
Driver and Motor Pool Manager, Henry McKnight, and Technical Writer, Lucille Nicholls (USN).
A Local Government Specialist, Deyna Caal, was recruited and will begin work as Result 6 Team
Leader in October 2015.
 Through a Memorandum of Understanding with the United States Guatemala Peace Corps
Office, Response Volunteer, Daniel Fleming, a specialist in water, was assigned to assist Nexos
Locales in Results 3 & 5. Mr. Fleming receives administrative support from Nexos Locales.
Held an all-staff year two work planning workshop in Antigua, Guatemala whereby youth from
the altiplano were invited to participate and contribute ideas in program activity design.
HIGHLIGHTS FOR YEAR ONE
Technical Highlights for Year 1 (October 1, 2014 – September 30, 2015) are listed below:
Technical Activities Performed Earlier in Year 1
 Signed Memoranda of Understanding with twenty-eight (28) municipalities
 Signed Memoranda of Understanding with ANAM, AGAAI, WHIP Partners, INAP, SEGEPLAN,
SESAN, and INFOM
 Mapped and selected fifty-five (55) COCODEs for budget analysis training
 Established an Area Advisory Committee in each cluster
 Mapped, selected, and signed MOU with three (3) target mancomunidades
 Developed Entry Point Maps in each cluster that record key municipal, donor, and CSO actors
and programs in each municipality, with an emphasis on WHIP partners
 Conducted on-going meetings with indigenous authorities to ensure incorporation of their
concerns into the project
 Conducted rapid assessments on the technical assistance needs of the COMUDEs, Food
Security Situation Rooms, Municipal Women‘s Offices and the mancomunidades in the project
coverage area
 Funded participation of water officials from ten (10) municipalities in the INFOM/ANAM
Diplomado Course for Water System Management
 Completed seven (7) regional PFM workshops in Standard Operating Procedures (SOP) with
seventy-seven (77) participants from twenty-four (24) municipalities
 Successful project launches in Quetzaltenango and a regional ―soft‖ launch in Huehuetenango.
Combined, the two events drew over 400 participants from the Western Highlands, national
institutions, and the USAID Guatemala Mission Director
Page 13 of 89
Earlier Year 1 Results
 Received USAID approval of the project grants manual
 Received USAID approval of the Rapid Response Fund manual
 Provided direct financial assistance to ANAM to facilitate the participation of mayors that fall
within the Nexos Locales coverage area to attend ANAM‘s annual conference of Mayors
 Provided direct in-kind support to the municipality of Momostenango by re-printing 175
―compendio de leyes‖ for a municipality led training
Earlier Year 1 Project Management
 Conducted entrance (post-award) conference meetings with USAID in July 2014 and June 2015
(with new Chief of Party and Deputy Chief of Party)
 Established fully functioning project offices in Quetzaltenango and Huehuetenango
 Completed project staffing, onboarding and training in technical and administrative
responsibilities
 Completed project IT equipment, furniture, vehicle, and service procurement
 Completed and received DAI Guatemala country registration
 Customized project TAMIS and other IT systems for Nexos Locales
 Received USAID approval for the procurement of two new project vehicles (4x4)
 Completed two high-visible, successful project launches in Quetzaltenango and Huehuetenango
 Received USAID approval for the project Branding & Marking Plan
 Received USAID approval for the launch of the Nexos Locales project website
(www.nexoslocales.com)
 Established social media pages on Facebook and Twitter
Page 14 of 89
II. ACHIEVEMENTS BY
RESULT & ACTIVITY
RESULT 1: SOUND PUBLIC FINANCIAL SYSTEMS
IN PLACE IN ORDER TO PROMOTE
TRANSPARENCY AND PERMIT PARTICIPATION
BY CITIZENS IN DECISION MAKING
Result 1 calls for activities that strengthen municipal capacity in public financial management (PFM), in
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 the Ministry of Public Finances (MINFIN) and the General Planning
Secretariat (SEGEPLAN). The Nexos Locales approach includes collaboration among municipalities to
share best practices and lessons-learned, the use of local staff from partner institutions, and encouraging
citizens to use federal transparency and budget laws to access information on municipal budgets,
expenditures, and conduct.
The project completed 100% of Result 1 activities in the approved Year 1 work plan. Assessments of
public finance management and COMUDE functioning drew detailed pictures of technical assistance
needs in each municipality. Through trainings in standard operating procedures, municipal finance
officials were able to promote the sustainability of existing systems and procedures through the
electoral transitional period. Mapping and selection of mancomunidades laid the groundwork for
subsequent collaboration with these bodies.
KEY ACCOMPLISHMENTS/HIGHLIGHTS FOR THE 5TH QUARTER/YEAR
Fifth Quarter Accomplishments:
 Completed implementation and analysis of PFM assessments by subcontractor FLACSO in
twenty-nine (29) municipalities
Earlier Year 1 Accomplishments:
 Signed Memoranda of Understanding (MOU) with twenty-eight (28) of the thirty (30)
municipalities
 Conducted seven (7) regional PFM standard operating procedures workshops for seventy-seven
(77) participants from twenty-four (24) municipalities
 Completed a Rapid Assessment of COMUDE functioning and subsequent technical assistance
plans that classify TA needs into four (4) categories
 Mapped, selected, and signed MOU with three (3) mancomunidades
Page 15 of 89
ACTIVITIES/WORK IN PROGRESS
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.
Sub-Activity 1.1.1 Development of MOU with
municipalities: Nexos Locales signed MOU
with twenty-eight (28) municipalities which
define the parameters of cooperation under
the project. Because of extensive social
conflict in Santa Cruz Barillas, Huehuetenango
and political conflict in Zacualpa, El Quiché,
the signing of MOU in these two
municipalities had to be delayed until after the
elections in September 2015. In the case of
Barillas, the conflict was between the mayor
and civil society, which made it impossible for
the project to work jointly with both parties.
In the case of Zacualpa, because the mayor
faced strong opposition by much of the
citizenry, he did not feel authorized to
commit the municipality to an MOU with
Nexos Locales.
Photo 1: Huehuetenango MOU Signing Event. From Left to Right: Mayor
of La Libertad, Mayor of Todos Santos Cuchumatan, Mayor of San
Sebastian Huehuetenango, former Nexos Locales Regional Cluster
Manager, Former Nexos Locales Chief of Party, Mayor of Jacaltenango,
Mayor of San Antonio Huista, Mayor of La Libertad, and Nexos Locales
Deputy Chief of Party.
MOU signings with the twenty-eight (28)
municipalities achieved an important milestone that facilitates joint efforts and cooperation between
Nexos Locales and the municipalities in fulfilling shared development outcomes that meet the needs of
the region. By signing an MOU with Nexos Locales, Mayors sent a strong message to their communities
that they are committed to improving the lives of their constituents and creating positive change in the
region. This message was reinforced in Huehuetenango where nine (9) mayors, including civil society
and government institutions, were gathered in the same room, a site rarely seen in the department.
Sub-Activity 1.1.2 Development, presentation, and validation of PFM assessments: The University of Latin
American Social Sciences (or FLACSO in its Spanish acronym) conducted an in depth assessment and
analysis of the financial situation and level of citizen participation in twenty-nine (29) of the thirty (30)
project municipalities. The assessment used a proven PFM diagnostic tool developed by DAI, with
twenty-eight (28) indicators that evaluated key aspects of municipal finances, citizen participation,
transparency, and accountability.
Key findings from the assessments included low performance in own-source revenue generation and
weaknesses in the income collection process. Overall, 50% of municipalities have acceptable
performance levels regarding public financial management and citizen involvement in budgetary
processes. Presentation and validation of the assessments will be included in discussions on the technical
assistance plans developed for each municipality in Year 2. This assessment will serve as an excellent
baseline for measuring results of future program investments.
Page 16 of 89
Table 2. Summary Ranking of Result #01 Public Financial Management Diagnostics
Percentage of the 29 Municipalities in Each Scoring Classification, by Key Criteria
Studied in the PFM Assessment
No
1
2
3
4
5
6
7
Citizen Participation
Budgeting
Auditing
Accounting
Treasury
Procurement
Transparency
Green
(High Capacity)
Yellow
(Average Capacity)
Red
(Low Capacity)
26%
31%
43%
26%
46%
50%
13%
69%
13%
21%
45%
0%
12%
10%
56%
53%
9%
50%
75%
21%
31%
Sub-Activity 1.1.3 Development of PFM Technical Assistance Plans: As agreed with USAID, this Sub-Activity
was moved to Year 2.
Sub-Activity 1.1.4 GIS data tracking of PFM assessment results: As agreed with USAID, this Sub-Activity was
moved to Year 2.
Activity 1.2—Deliver technical assistance that
meets the specific needs of the target
municipalities.
Sub-Activity 1.2.1 Refine MOU to specify technical assistance
requirements: As agreed with USAID, this Sub-Activity
was moved to Year 2.
Sub-Activity 1.2.2 Identify the most common areas of
technical assistance needs across the municipalities: As
agreed with USAID, this Sub-Activity was moved to
Year 2.
Photo 2 – PFM SOP Training - Nexos Locales Public Financial
Management expert, Karla Milian, conducts a regional training
workshop on PFM Standard Operating Procedure in
Jacaltenango, Huehuetenango.
Sub-Activity 1.2.3 Eight (8) sub-regional training workshops on PFM Standard Operating Procedures: Nexos
Locales conducted seven (7) regional, one-day workshops in conjunction with DAFIM on PFM
conceptual frameworks for budgeting and accounting, and the management of revenue and expenditures
in accordance with Standard Operating Procedures set forth by DAFIM. Seven (7), rather than the
planned eight (8) workshops, were conducted to include all participating municipalities within a shorter
timeframe. The project‘s long-term PFM specialist conducted the trainings which increased the capacity
of seventy-seven (77) participants from twenty-four (24) project municipalities to promote transparency,
manage public finances, and implement standard operating procedures throughout the transitional
period after elections. This re-enforcement of DAFIM employees‘ knowledge of SOP will greatly sustain
exiting PFM systems and procedures through the electoral transition.
Page 17 of 89
Activity 1.3—Strengthen the role of COMUDEs to engage citizens in government
decision making.
Sub-Activity 1.3.1 Rapid assessments of COMUDE functioning and capacity to carry out their mandates:
Conducted by cluster managers, the rapid assessments examined how the COMUDEs function against
their legal mandates and how work is currently being executed with regard to public participation.
Information was collected through interviews with members of each COMUDE, officials from the OMM
and OMP, and various WHIP associates. The criteria for evaluation included: frequency of meetings;
integration of COCODEs; participation of women, youth, and indigenous peoples; participatory planning
processes; transparency of finances; and trainings received.
The findings were compiled in a report entitled ―Rapid Assessment of COMUDE Functioning and
Capacity‖, and COMUDEs were assigned a grade of A (high-functioning), B, C, or D (very lowfunctioning or no existing COMUDE). The assessment found that 60% of the COMUDEs under Nexos
Locales are performing at less than 60% of their required functions. Additionally, only four (4)
COMUDEs (Uspantán, Concepción Chiquirichapa, Sibinal, and Todos Santos Cuchumatan) scored above
80%. Going forward into Year 2, each COMUDE will attend workshops according to their performance
grade as determined by the assessment, with Category A receiving advanced TA in topics like
participatory budgeting and planning, through to Category D trainings which will focus on establishing an
effective COMUDE. This assessment laid the groundwork for TA planning during the remainder of the
project.
COMUDE
Functioning (%)
Integration of
Commissions (%)
Participation of
COCODEs (%)
Participation of
Other Institutions
(%)
Accountability (%)
Performance Index
(%)
Table 3. Results of Rapid Assessment of COMUDE Performance
Category
100.00
100.00
100.00
67.00
100.00
93.40
A
Concepción Chiquirichapa
60.00
100.00
100.00
67.00
100.00
85.40
A
3
Sibinal
60.00
100.00
100.00
50.00
100.00
82.00
A
4
Todos Santos Cuchumatan
100.00
100.00
100.00
50.00
50.00
80.00
A
5
San Juan Ostuncalco
60.00
100.00
100.00
33.00
100.00
78.60
B
6
Santa Lucia la Reforma
60.00
0.00
100.00
50.00
100.00
78.00
B
7
Momostenango
60.00
80.00
100.00
50.00
100.00
78.00
B
8
Chichicastenango
60.00
80.00
100.00
50.00
0.00
78.00
B
9
Chiantla
100.00
100.00
100.00
33.00
50.00
76.60
B
10
San Sebastián Huehuetenango
100.00
80.00
100.00
17.00
50.00
69.40
B
11
San Lorenzo
60.00
100.00
100.00
33.00
50.00
68.60
B
12
Cuilco
40.00
80.00
100.00
33.00
50.00
60.60
B
13
Concepción Huista
24.00
80.00
100.00
33.00
50.00
57.40
C
14
San Antonio Huista
24.00
80.00
100.00
33.00
50.00
57.40
C
15
Jacaltenango
40.00
80.00
100.00
17.00
50.00
57.40
C
#
Municipality
1
Uspantán
2
Page 18 of 89
16
Sacapulas
80.00
100.00
0.00
0.00
100.00
56.00
C
17
La Democracia
24.00
80.00
100.00
17.00
50.00
54.20
C
18
La Libertad
24.00
80.00
100.00
17.00
50.00
54.20
C
19
Nebaj
60.00
100.00
100.00
0.00
0.00
52.00
C
20
Cunén
44.00
80.00
0.00
0.00
100.00
44.80
C
21
Nuevo Progreso
20.00
20.00
100.00
17.00
0.00
31.40
D
22
Zacualpa
20.00
60.00
100.00
0.00
0.00
36.00
D
23
Tajumulco
24.00
20.00
100.00
0.00
0.00
28.80
D
24
Barillas
20.00
60.00
0.00
0.00
0.00
16.00
D
25
Cotzal
20.00
0.00
0.00
0.00
50.00
14.00
D
26
Chajul
4.00
0.00
0.00
0.00
0.00
0.80
D
27
San Pablo
0.00
0.00
0.00
0.00
0.00
0.00
D
28
San Jose el Rodeo
0.00
0.00
0.00
0.00
0.00
0.00
D
29
San Rafael Pie de la Cuesta
0.00
0.00
0.00
0.00
0.00
0.00
D
30
San Miguel Ixtahuacan
0.00
0.00
0.00
0.00
0.00
0.00
D
Means
43%
62%
70%
22%
45%
50%
C
Sub-Activity 1.3.2 Develop technical assistance plans for each COMUDE: The cluster staff developed these
plans in collaboration with each COMUDE in their cluster. The TA plans are summarized in table 5:
Table 4. Summarized TA Plans for each COMUDE
COMUDE
Performance
Category
Number of
COMUDEs
A and B
12
C
8
Workshop Content
Improving citizen participation and
participatory planning,
participatory budget processes,
and accountability. Generally,
these workshops will focus on
sensitizing COMUDEs and other
municipal governments to the
importance of including women,
youth, and indigenous peoples in
the decision-making processes.
The legal framework for municipal
management, the importance of
including women, youth, and
indigenous peoples in decisionmaking processes, and training on
the structure and organization of
COMUDEs. These will be
achieved primarily by increasing
the amount of monthly COMUDE
meetings, increasing the amount of
participants from the targeted
minority groups, and organizing
work commissions.
Number of
Workshops
Months Planned
4
February, April,
June, August
6
1/mo. February - July
Page 19 of 89
D
10
The same topics as for Group C,
but with two (2) additional
workshop sessions because of the
lower-level knowledge base of
these COMUDEs.
8
1/mo. February August
Sub-Activity 1.3.3 Initial meetings on the COMUDE technical assistance plans will be implemented: Cluster staff
held these meetings in August and September 2015, to discuss the TA plans for each COMUDE along
with the most helpful timing and means of providing the assistance. The meetings included mayors,
COMUDE officials, and municipal planning officials and set forth a path for future project engagement
with the COMUDEs.
Activity 1.4—Build the capacity of the mancomunidades to develop and implement
regional strategies.
Sub-Activity 1.4.1 Select mancomunidades: Sub-Activities 1.4.1 and 1.4.2 were conducted in reverse of the
order planned. That is, rather than map only the selected mancomunidades, cluster staff first mapped all
seven (7) mancomunidades in the project coverage area and then based the final selection on mapping
results. As such, both Sub-Activities are reported here.
Cluster staff mapped seven (7) mancomunidades against the following criteria:
1.
2.
3.
4.
5.
Interest in the project;
Size of the geographic coverage area;
Connections to WHIP programing;
Propensity towards gender considerations;
Willingness to share lessons learned with other mancomunidades and other evidence the
mancomunidades’ potential for producing a magnifier effect through replication of best practices
to more distant mancomunidades within each cluster.
The process resulted in the selection of three (3) mancomunidades for participation in Nexos Locales
activities:



Mancomunidad de Municipios MAMSOHUE
Mancomunidad de Municipios Metrópoli de los Altos
Mancomunidad de Municipios Asociación de Desarrollo Integral de Municipalidades del Altiplano
Marquense ADIMAM
In addition to scoring well against the stated criteria, these mancomunidades excel in the areas of
economic growth, management of natural resources, and civic participation. As organizations that cross
political and geographic divides, high-functioning mancomunidades have great potential for producing a
magnifying effect through replication of best practices to the more distant municipalities within each
cluster, and are essential to enhancing the efforts of Nexos Locales. Working through mancomunidades
enables Nexos Locales to deliver sustainable development outcomes that provide benefits beyond the
expanse of project municipalities, especially in addressing an originating source of poor water quality
outside of Nexos Locales specific municipalities.
Page 20 of 89
Sub-Activity 1.4.2 Mapping of selected mancomunidades: See Sub-Activity 1.4.1 above.
Sub-Activity 1.4.3 Develop and sign MOU with selected mancomunidades: The MOU define intervention
strategies to promote regional dynamics regarding economic development, providing basic and
productive infrastructure, and the strengthening of and participation by different sectors. All three (3)
MOU were signed in May and June 2015. The signing ceremonies generated in-depth discussions with
mancomunidades regarding their expectations of the project and brought to light three (3) major areas of
interest: projects to include water quality and quantity; support to municipalities in sewage treatment
and disposal of solid waste; and technical assistance in improving agricultural production.
RESULT 2: STRENGTHEN CIVIL SOCIETY
PARTICIPATION IN SOCIAL ACCOUNTABILITY
PROCESSES
To achieve this Result, Nexos Locales works with 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 focuses on civil society participation in the COMUDE level, but also promotes
other innovative social accountability mechanisms (including the Public Access to Information Law). A
special focus on the marginalized populations mentioned in Cross-Cutting Considerations (youth,
women, indigenous, LGBTI and disabled) will allow the project to reach groups who otherwise often
have very limited involvement in participatory processes.
The Project completed 100% of Result 2 activities in the Year 1 work plan, setting the stage for dynamic
citizen participation under the project. After assessing COCODE technical assistance needs and
selecting a first group of COCODEs to receive budget analysis training, the project conducted these
trainings for 103 members of COCODEs and CSOs from
11 municipalities. One hundred and forty-nine (149)
members of the same COCODEs gained a full
understanding of the basic functions of COCODEs and
how to formulate project proposals for submission to
COMUDEs. Additionally, 120 CSO members received
training in basic advocacy techniques.
KEY ACCOMPLISHMENTS/HIGHLIGHTS
FOR THE 5TH QUARTER/YEAR
Photo 3: Managing Director of the Mancomunidad
Metropoli de los Altos, Mr. Luis Ochoa, and Nexos
Locales Chief of Party, Ms. Connie Paraskeva, sign an
MOU in a show of commitment to the department of
Quetzaltenango.
Fifth Quarter Accomplishments:
 Eight (8) regional workshops to train COCODEs
and CSOs in budget analysis
 Eight (8) regional workshops to train CSOs in basic advocacy techniques
 Eleven (11) workshop series in COCODE basic functions and project formulation
 Recruited and hired Youth and Social Inclusion Coordinator (Result 2 Technical Specialist), Elva
Cutz Yax
Page 21 of 89
Earlier Year 1 Accomplishments:
 Completed in-depth analysis and
selection of CSOs for Budget
Analysis training
 Completed a desktop survey of
existing COCODE technical
assistance needs
 Provided in-kind assistance to
Momostenango through the
printing and delivery of
―Compendium of Laws‖ for
municipal training (Unplanned work
plan activity; implemented in close
collaboration with COR prior to
receiving USAID approval for the
Rapid Response Plan)
Photo 4: Municipal Outreach Specialist, Mireya Florian (pictured top left) poses
with participants from Chiantla, Huehuetenango, as they proudly hold up
certifications provided by Myrna Mack Foundation for completing the advocacy
training.
ACTIVITIES/WORK IN PROGRESS
Activity 2.1—Conduct an entry point map.
Sub-Activity 2.1.1 Develop entry points for all 30 municipalities: This process began early in Year 1 to help
cluster staff familiarize themselves with key actors within the municipalities under their responsibility.
The mapping was completed in February 2015, with one (1) map per cluster. This mapping includes
levels of women‘s participation in decision-making processes and men‘s attitudes toward their
participation.
Activity 2.2—Train citizens so they can analyze local authority budgets and public
spending.
Sub-Activity 2.2.1 Select municipalities and COCODEs for Budget Analysis Training: Cluster managers selected
ten (10) municipalities and an average of five (5) COCODEs per municipality to participate in Budget
Analysis training. Selection criteria included the level of functioning of each COMUDE, connection to
WHIP programming, interest in the Nexos Locales project, lessons learned (previous cases of citizen
participation in municipal matters), previous actions promoting participation of women, and ability to
produce a ‗magnifier effect‘ amongst other municipalities. Findings were compiled in a document
entitled ―Criterios de Selección de Municipios y COCODEs para Capacitación de Análisis de
Presupuesto.‖ As a result, fifty-five (55) COCODEs from eleven (11) municipalities were selected for
invitation to participate in the four (4) regional Budget Analysis workshops implemented in August and
September.
Sub-Activity 2.2.2 Eight (8) regional workshops to train CSOs and COCODEs in budget analysis: A total of 103
participants from COCODEs and CSOs learned how to access and demystify municipal budgets for
planning and advocacy purposes. Under a grant to the Myrna Mack Foundation, the trainings were
conducted through eight (8) regional workshops (in 4 departments, 2, two-day sessions each) in August
and September. In spite of the fact that the first two (2) regional workshops took place in the week of
elections and were severely affected by roadblocks and participants‘ previous commitments, a total of
forty-eight (48) participants (22 of whom were women) completed a minimum of sixteen (16) hours of
training. A further fifty-five (55) participants attended the workshop, but are not counted in the
Page 22 of 89
Performance Monitoring plan because either their
attendance was incomplete or they missed taking a
pre- or post-test.
Activity 2.3—Build the capacity of CSOs to
engage municipalities through COMUDEs.
Sub-Activity 2.3.1 Eight (8) regional workshops to train
CSOs in basic advocacy techniques: Also implemented
by the Myrna Mack Foundation, these eight (8)
regional workshops (in four (4) departments, two (2)
sessions of two (2) days each) reached 120
participants in the topics of prioritizing advocacy
Photo 5: Nexos Locales Grantee, CEIPA, organizes a Youth-led
issues, mapping stakeholders, and formulating action
roundtable with Mayoral Candidates from Chichicastenango,
plans to implement advocacy strategies. The
Quiche.
concurrence of national elections affected
attendance, but also reinforced the importance of needs-based development, and holding government
officials accountable in a non-confrontational manner. The workshops emphasized the importance of
advocacy positions based on solid evidence, articulating advocacy issues effectively and to the most
relevant audiences. In total, sixty-four (64) participants (42 of whom were women) representing various
community service organizations completed a minimum of sixteen (16) hours of training, as well as pre
and post-tests for learning measurement. These training courses were also constrained by election
campaign events and roadblocks resulting nationwide anti-corruption marches. As such, a further fiftysix (56) participants attended the workshop, but due to incomplete attendance and/or lack of pre and
post-tests, they are not counted towards PMP target numbers. Furthermore, the Myrna Mack
Foundation compiled a list of eleven (11) CSOs that are prepared to apply for funding (up to $500 each)
towards advocacy activities in Year 2. The list details the CSO, community, issue, and goals for each
applicant. As a result, course participants now have the skills to identify community needs, develop and
implement advocacy strategies, and develop and disseminate the advocacy message to other community
members.
Activity 2.4—Support CSOs to implement social accountability mechanisms.
Sub-Activity 2.4.1 Developing election transition plans: Initial research into this concept found that CSOs
generally do not find transition plans useful because newly elected officials largely disregard the plans.
Through a grant to CEIPA, however, Nexos Locales supported a total of 250 youth in promoting youth
advocacy agendas with electoral candidates. The same grant will permit these youth to pursue these
agendas with the newly elected mayors through CY 2015. As such, this activity served the spirit of
electoral transition plan development. One-hundred and fifty of these youth are counted towards
targets in the PMP. The remaining youth were not counted because of only partial attendance records.
The CEIPA grant funded a course called ―Youth Leader Development‖, which culminated in the
development of a set of Youth Policy Agendas to promote youth advocacy issues in the lead-up to
municipal elections. Youth from five (5) municipalities (Chichicastenango, Santa Lucia la Reforma,
Concepción Chiquirichapa, San Juan Ostuncalco and Momostenango) received training in the topics of
civic participation, functions of political systems in Guatemala, and opening relevant dialogues with
educational establishments and political representatives. The Youth Policy Agendas were developed
through community mapping and interviews with key actors and research of municipal documents and
statistics. The agendas included support for the basic rights of children and youth, the Municipal Youth
Offices, and the participation of youth in municipal and community decision-making spaces.
Page 23 of 89
After completing the course, youth participants presented
their policy agendas in two (2) forums convened with
mayoral candidates in San Juan Ostuncalco and
Concepción Chiquirichapa, one (1) round table discussion
in Chichicastenango, and three (3) larger dialogue sessions
in Momostenango, Concepción Chiquirichapa, and San
Juan Ostuncalco. After the elections the Policy Agendas
were presented to the mayors-elect in each of the
municipalities. Participating youth will continue to press
the issues raised in the agendas through the duration of
the grant (through December 2015).
Activity 2.5—Provide technical assistance to
the COCODEs through grants to CSOs.
Photo 6: Youth present what they learned from CEIPA during a
workshop on how to conduct a youth diagnostic.
Sub-Activity 2.5.1 Desktop survey of existing COCODE
technical assistance needs: Within the departments of Quiché, Huehuetenango, San Marcos, and
Quetzaltenango, eleven (11) municipalities and their associated COCODEs were selected to participate
in a desktop study of COCODE technical assistance needs. The findings are compiled in a report titled
―Necesidades de Asistencia Técnica a COCODEs‖, and were supported by the document previously
created for Sub-Activity 2.2.1, titled ―Criterios de Selección de Municipios y COCODEs para
Capacitación de Análisis de Presupuesto.‖ Findings were established by way of brainstorming sessions
with community coordinators in which strengths and weaknesses were identified, as well as through the
completion of detailed questionnaires regarding participatory budgets, advocacy, administrations, and
attendance at previous workshops. Overall, the survey found the need for institutional strengthening in
the following categories: Organization (role of leaders, general functions of the COCODE); Management
and Advocacy (identifying needs, knowledge of municipal codes and laws, citizen participation); and
finally, Administration (work plans, account books, financial reports). This information was used to
design the regional workshops described in the following Sub-Activity.
Photo 7: The City Manager of Momostenango presents the “Compendium of
Laws” to public administrators of the municipality.
Sub-Activity 2.5.2 Formulation of CSO projects
(including basic functions of the COCODEs):
Under a grant to the local NGO, ECO, Nexos
Locales trained COCODEs from eleven (11)
municipalities in their basic functions, with an
emphasis on formulation of projects for
proposal to COMUDEs. In four (4), one-day
sessions, the training included COCODE
mandates, diagnosis of community needs, and
the importance of women‘s and youth‘s
participation in community decision-making
processes. Members of COCODE Women‘s
Commissions were required to participate in
the trainings. Although turnout was
diminished by election activities and
roadblocks, there was strong representation
from each municipality. A total of 417
COCODE members attended the training. Of
these, 149 are counted towards PMP targets. Of
Page 24 of 89
these 149, sixty-three (63) were women. The remaining attendees were not counted because of either
incomplete attendance records or their failure to take a pre- or post-test.
Course participants expressed strong enthusiasm for their plans to apply the skills learned in the course
towards more effective performance of their COCODEs.
ADDITIONAL ACTIVITIES:
Compilation of ‘Compendium of Laws’ and subsequent training: In response to a request from the
municipality of Momostenango, Nexos Locales provided direct in-kind assistance through the printing
and delivery of a ‗Compendium of Laws‘. The Compendiums were used by the municipality to conduct
a local training on April 9th for fifty-eight (58) mayors and secretaries, which include community mayors
and secretaries. The document included laws such as the Constitution of the Republic of Guatemala,
General Decentralization Law, the Urban Councils Act and Rural Development, Municipal Code, Law on
Access to Information and a guide of how to interpret the Law against Corruption.
RESULT 3: INCREASED QUALITY OF POTABLE
WATER IN 30 FEED THE FUTURE (FTF)
MUNICIPALITIES
Throughout the life of project, Nexos Locales‘ approach to achieving this result focuses on increasing
access to clean water, particularly for the most disadvantaged populations, and thinking also in terms of
increasing productive capacities, by strengthening service providers‘ capacity. By improving municipal
provision of water services, citizens‘ confidence in their municipalities will increase, as will citizens‘
socioeconomic well-being. As such, the Project promotes the availability of clean water through support
to water system management as well as preservation of the watersheds that serve project municipalities.
Because of the close connection between water resources and climate change, activities under this
result are conducted in close collaboration with those of Result 5. In Year 1, a complete map of water
sector stakeholders was created through a thorough diagnostic study that also mapped climate change
vulnerabilities, awareness, and potential adaptation methods (see Table 6 for summary findings of the
diagnostic). Additionally, a two-day workshop permitted municipal officials and members of
mancomunidades to exchange ideas on the management of a high-elevation watershed that feeds the
Samalá River, as well as the Eschaquichoj micro-watershed. The project also developed first drafts of
strategic business and investment plans to sustain water systems in ten (10) municipalities.
KEY ACCOMPLISHMENTS/HIGHLIGHTS FOR THE 5TH QUARTER/YEAR
Fifth Quarter Accomplishments:
 Completed extensive diagnostics of water sector stakeholders in twenty-nine (29) municipalities
 Completed first drafts of strategic business and investment plans for improving water service
delivery in ten (10) municipalities
 Through a joint effort with TNC/CNGC to increase impact within the WHIP region, authorities
from ten (10) municipalities and members of five (5) mancomunidades examined both theory and
practical application of watershed management techniques in the Rio Samalá and Eschaquichoj
watersheds
Page 25 of 89
Earlier Year 1 Accomplishments
 All accomplishments from Result 3 occurred in
the Fifth Quarter
ACTIVITIES/WORK IN PROGRESS
Activity 3.1—Map water sector stakeholders.
Sub-Activity 3.1.1 Map water sector stakeholders: Nexos
Locales conducted a mapping exercise in twenty-nine
Photo 8: Nexos Locales water consultant, Ruth Reyes,
(29) municipalities to determine who within each
implements the water diagnostic tool in the department of
municipality (or watershed) is involved in the delivery of
Huehuetenango.
water services and the management of water resources,
as well as the mechanisms being used to diagnose water quality. Project consultants mapped data points
from each municipality, including information on the quality of water, demand for potable water versus
supply, existence of subsidies and fees, types of water management systems, and citizen opinions on the
matter by way of household surveys. All data points were subsequently incorporated into a spatial data
map.
Key findings of the mapping exercise include:






Municipalities do not use standardized water treatment plans, methodologies, or quality
indicators to manage water systems
All but two (2) of the municipalities studied chlorinate their water systems while over half of
them do not chlorinate correctly
All municipalities covered under the study subsidize the costs of water services
Water fees among municipalities ranged from 1Q to 15Q per month, and prove difficult to
collect
25% of citizens surveyed do not believe potable water should have any cost at all, and 66% think
that monthly fees should not exceed 20Q
90% of citizens surveyed see no link between water quality and costs to their health
Assessment findings provided baseline data across water quality issues in the twenty-nine (29)
municipalities. Table 5 below shows a summary of key findings by municipality, and is followed by Map
3, a sample of a spatial data map, which shows data points for project municipality Cuilco,
Huehuetenango.
Page 26 of 89
Table 5. Summary findings of diagnostic for Results #03 & #05
WATER SUPPLY
Department
Municipality
1
Quetzaltenango
San Juan Ostuncalco
2
Quetzaltenango
3
Quiché
4
5
Quiché
Quiché
6
7
1
2
3
4
5
6
WATER DEMAND
7
8
CLIMATE CHANGE
9
10. Boiled
12
13
14
Yes
50%
40%
10%
0%
70% No
Yes
No
Yes
90%
10%
0%
0%
50% No
Yes
No
Yes
Yes
20%
80%
0%
0%
40% No
Yes
No
20%
60%
60%
40%
10%
0%
10%
0%
50% No
60% No
No
No
No
No
No
Bottled Chlorinated
Filtered
11
Yes 9301
1 1
3,4
2
Concepción Chiquirichapa
No
1948
1 2
2,5
5
Q 11.20 Yes
Q 6.00 Yes
Zacualpa
No
1115
1 1
6
2
Q 10.00
Chichicastenango
Uspantán
No
No
9301
1678
1 1
3 2,3
0
5
5
3
Quiché
Cunén
No
1080
4 2
2,5
6
No
Q 15.00 Yes
Q 10.00 No
Q 7.00 Yes
60%
40%
0%
0%
30% No
No
Quiché
Sacapulas
No
1100
4 2
6
5
Q
1.00 No
Yes
80%
20%
0%
0%
40% No
No
Sí
8
9
Quiché
Santa Maria Nebaj
No
5767
1 3
2
0
Q
1.00 No
Yes
40%
50%
10%
0%
No
No
Quiché
San Juan Cotzal
Yes 1451
10
11
Quiché
Huehuetenango
Chajul
San Sebastián Huehuetenango
No
No
12
Huehuetenango
Concepción Huista
13
Huehuetenango
La Democracia
14
Huehuetenango
15
Yes
Yes
2 2
2
6
Q
2.00 No
Yes
60%
30%
0%
10%
40% No
70% No
No
No
4739
500
0 0
1 2
6
3,4,5
4
2
Q
Q
2.00 No
5.00 Yes
90%
90%
10%
10%
0%
0%
0%
0%
40% Yes
30% No
No
No
No
No
No
600
1 2
2,4,5
4
Q
5.00 No
Yes
Yes
Yes
90%
0%
10%
0%
20% No
Yes
No
No
1200
2 4
2,3,4,5
5
Q
4.80 No
Yes
30%
70%
0%
0%
20% No
No
No
San Antonio Huista
No
1461
6 4
2,3,6
6
Q
4.00 No
Yes
60%
0%
0%
40%
0% No
No
No
Huehuetenango
Jacaltenango
No
2261
1 3
2,5
2
Q
Yes
70%
10%
0%
30%
40% No
Yes
No
16
Huehuetenango
La Libertad
No
780
1 1
3,4
5.00 No
5.00 Yes
Yes
40%
10%
0%
50%
30% No
No
No
17
Huehuetenango
Chiantla
Yes 3500
2 1,2
3,5
3,4,5
Q 10.00 Yes
Yes
60%
20%
0%
20%
30% No
Yes
No
18
Huehuetenango
Todos Santos Cuchumatan
No
775
1 2
3,5
4,6
Q
3.75 No
Yes
70%
20%
10%
0%
30% No
Yes
No
19
Huehuetenango
Cuilco
No
532
1 2
3
5
Q
No
10%
30%
20%
40%
40% No
Yes
No
20
Totonicapán
Santa Lucia la Reforma
1 2
4,5
4
No
100%
0%
0%
0%
50% Yes
No
Yes
21
Totonicapán
Momostenango
1 2
1
5
Q 10.00 Yes
Yes
80%
10%
10%
0%
20% No
Yes
No
22
San Marcos
San Miguel Ixtahuacan
Yes 260
Yes 2580
Yes 400
5.00 Yes
Q 15.00 Yes
3 2
5
2,3,4
Q 11.20
50%
30%
10%
10%
40% No
Yes
No
23
24
San Marcos
San Marcos
Sibinal
Tajumulco
Yes
4 3
2 3
3,4,5
1
1
2
Q
Q
70%
40%
0%
30%
20%
30%
10%
0%
60% Yes
40% Yes
25
San Marcos
San Lorenzo
Yes
Yes
375
280
Yes
Yes
380
2 2
1,4
6
Q
Yes
Yes
Yes
Yes
Yes
Yes
26
San Marcos
Nuevo Progreso
No
1864
0 0
5
5
Q
27
San Marcos
San Rafael Pie de La Cuesta
2 2
6
2,6
28
San Marcos
San Pablo
2 3
3
2,3,4
29
San Marcos
San José El Rodeo
Average [Yes]
No 966
Yes 1589
Yes 815
Minimum [No]
QUESTIONS
Maximum
1,3,4,5 Q
No
2.25 No
4.00 No
8.00 Yes
Yes
Yes
60%
30%
0%
10%
30% No
Yes
Yes
70%
10%
0%
20%
70% No
Q
2.00 No
6.00 Yes
40%
10%
50%
0%
10% No
No
Yes
No
Yes
Q
4.00 No
No
30%
20%
50%
0%
30% No
Yes
Yes
40%
58%
0%
24%
60%
10%
0%
9%
10% No
38% 14%
Yes
Yes
38% 2021
2
4 2
4
Q 6.00 Yes No
2
Graphics Below Q
1 45% 86%
55%
28%
62%
260
0
Q
86%
45%
72%
9301
6
Q
15 55% 10%
6
20%
0%
0%
0%
100%
80%
60%
50%
1.) Does a municipal water office exist?
2.) Do homes have piped water?
3.) How many chlorination systems are installed in the municipality?
4.) Type if chlorination system [1. chlorine gas 2. tablets 3. granulated chlorine 4. liquid]
5.) What are the priorities to improve water purification in the municipal water system? [1: Construction or repair of chlorine dispensing
unit. 2: Provision of chlorine. 3: Safety gear for workers. 4: Basic tools. 5: Training. 6: Other.]
6.) What types of water issues cause social conflict in the municipality? [1: Usage rights. 2: Fees. 3: Right of way issues. 4: Decreases in
water supply. 5: Rationing. 6: Others.]
7.) Fee charged for potable water, in Quetzales/month
8.) Does the water system use water meters?
9.) Do you believe that your water system is subsidized?
10.) What type of water do you drink?
11.) Do you believe that chlorine used to purify water is a danger to your health? [% Yes]
12.) Does the municipality have a strategic plan for climate change adaptation or for management of climate change risk?
13.) Have you received trainings or briefings on climate change?
14.) Has the municipality conducted evaluations of its climate change risks?
Page 27 of 89
Map 2. Data points from Water Diagnostics in Cuilco, Huehuetenango.
Activity 3.2—Provide technical assistance to municipalities to improve water
service delivery.
Sub-Activity 3.2.1 Initial meetings to outline the strategic business and investment plans in all 30 municipalities:
This Sub-Activity called for beginning the process of developing strategic business and investment plans
to fund water systems in ten (10) municipalities. First drafts of these ten (10) plans were developed
through consultant interviews and meetings with officials from the municipal water and planning offices,
fontaneros (water system plumbers), and personnel from two (2) mancomunidades. The consultants
gathered information on the operating, administrative, financial, and hydrological conditions in each of
the target municipalities, and rated each water management system based on sanitary conditions.
The draft plans note key constraints to be addressed for long-term sustainability, such as large arrears in
water fee collection, poor water conservation practices, and lack of planning for maintenance of
systems. They lay the groundwork for Year 2 finalization of the plans and propose investment models
for plan development in additional municipalities.
Activity 3.3—Assist municipalities with the development of watershed
management and protection plans and train them on plan implementation.
Sub-Activity 3.3.1 Watershed diagnostic: This Sub-Activity called for the Project to convene
representatives from twenty-nine (29) municipalities and mancomunidades within a particular watershed
to discuss how they might work together to better manage shared resources. Since the activity was to
Page 28 of 89
focus on a single watershed, Nexos Locales narrowed the participation to the ten (10) most relevant
municipalities, but deepened the discussions to a full-day session along with a one-day field trip to the
Eschaquichoj watershed, which is a lower section of the Rio Samalá watershed.
This watershed management event was conducted jointly with TNC/CNGC and included the
participation of creating awareness of the full picture of soil conservation and natural resource
management factors involved in watershed management. This event prepared participants for the
watershed management plans they will develop in Year 2.
RESULT 4: LOCAL DEVELOPMENT PLANS
ESTABLISHED AND IMPLEMENTED IN ORDER TO
IMPROVE FOOD SECURITY AND ECONOMIC
DEVELOPMENT
Result 4 addresses Feed-the-Future (FtF) objectives by building municipal capacity to improve food
security and local economic development. The Project collaborates closely with SEPREM at the national
and departmental level, as well as with the OMMs, SESAN (at all levels), and the Ministry of Health to
advance municipal policies and programs that address food security. The local economic development
councils are primary partners toward economic development. Integration of both areas occurs through
collaboration with Mayors, their municipal councils, and WHIP partners.
In Year 1 Nexos Locales conducted rapid assessments on the OMMs and SAN Situation Rooms and
undertook an in-depth assessment of local economic development and food security needs across
twenty-nine (29) municipalities. The project provided an initial response to TA and equipment needs of
the OMMs and worked closely with all local stakeholders of the SAN Situation Rooms to increase
understanding of the importance of the Rooms. The project also evaluated public policies adverse to
agricultural production in the Altiplano.
KEY ACCOMPLISHMENTS/HIGHLIGHTS FOR THE 5TH QUARTER/YEAR
Fifth Quarter Accomplishments:
 Conducted major assessment in LED and food security in twenty-nine (29) municipalities
 Convened stakeholders for workshops on importance of the SAN Situation Rooms
 Undertook a study of adverse public policies in agricultural in the altiplano
 Coordinated extensively with national, state and municipal actors to address the political factors
that impede the effective functioning of the Food Security Situation Rooms
 Provided Immediate responses to OMMs TA and equipment needs
Earlier Year 1 Accomplishments:
 Completed Rapid Assessments of the OMMs and SAN Situation Rooms
Page 29 of 89
ACTIVITIES/WORK IN PROGRESS
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 4.1.1 Rapid assessment of previous donor assistance to the 30 OMMs: In coordination with
activities under 4.2.1, below, cluster staff met with previous donors and OMMs in their municipalities to
rapidly identify remaining needs to help the OMMs play their essential role in food security and
economic development. Assessment criteria included: number of technical activities performed, number
of proposals successfully implemented, number of women‘s organizations that the OMM has encouraged
to participate in the local COCODE/COMUDE, SAN activities realized, and linkages to other women‘s
groups.
The assessment ranked the OMMs with performance grades A-D. Three (3) OMMs received the
highest grades of ‗A‘, with over half receiving grades C or below. The full report, ―4.1.1 Rapid
Assessment of OMM Report‖, details findings and analysis for each OMM. Key findings and
recommendations, however, involved the need for leadership training of the OMM coordinators, TA in
the development of procedures and guidelines for effective functioning of the OMMs, and equipment
needs in basic office furniture and information technology (IT) hardware and software.
Sub-Activity 4.1.2 Immediate responses to needs identified in rapid assessments: Throughout the fourth and
fifth quarters, cluster staff provided on-going, individual TA sessions with each of the OMMs on the
development and use of procedures and guidelines for their effective functioning. Much of this TA built
on forms and procedures used by the higher-performing OMMs.
Additionally, the project responded to an urgent need expressed by departmental offices of SEPREM –
that of ensuring that existing programs, accomplishments, and practices of the OMMs be sustained
through the electoral transition. As such, Nexos Locales directly funded logistical support and provided
in-house TA for one (1), one-day session per cluster on the development of transition plans for the
OMMs in sixty-seven (67) municipalities. The project included municipalities beyond its own thirty (30)
in exchange for SEPREM convening and leading the one-day workshops.
The workshops served its primary objective, that of assisting each OMM coordinator to develop a
document that prescribes means of continuing the programs and initiatives undertaken during their
term. An unplanned outcome, however, was the motivation that the workshop provided each OMM
coordinator to continue to give their best effort through the duration of their term in the interest of
ensuring sustainable results for their efforts. This was important because, with twenty-six (26) of the
thirty (30) municipalities undergoing a transition to new leadership, many of the OMMs coordinators
knew they would soon lose their positions and felt disinclined to continue their work.
The project also procured basic office and IT equipment for each OMM and issued an in-kind grant to
ANAM to distribute the equipment in Year 1. When the municipal elections resulted in an 87%
turnover of municipal administration, however, Nexos Locales decided to avoid the risk of equipment
disappearing between existing and newly elected administrations by delaying the equipment disposition
until the new mayors are sworn in.
Sub-Activity 4.1.3 Training Workshops specified in the SEPREM-Helvetas Plan: As agreed with USAID, this
Sub-Activity was moved to Year 2.
Page 30 of 89
Sub-Activity 4.1.4 Follow-on TA to OMM functioning: As agreed with USAID, this Sub-Activity was moved to
Year 2.
Activity 4.2—Coordinate with municipalities to establish and operate food security
situation rooms.
Sub-Activity 4.2.1 Rapid assessments of the SAN Situation Rooms: This assessment evaluated the
performance level of each municipality‘s Food Security Situational Room (Sala Situacional or SAN). The
report, ―Evaluación Rápida de Salas Situacionales de Seguridad Alimentaria y Nutricional‘ details the full
set of findings for each municipality. Cluster staff ranked the thirty (30) SAN Situation Rooms, with
grades A-C using criteria such as: structure of the situation room (entities who contribute, who
coordinates it), planning and execution (action plans designed and implemented by the SAN), and quality
of information (up-to-date information and publication rate). A total of seven (7) Situation Rooms
received a grade of ‗A‘, while twelve (12) received ‗B‘ and eleven (11) ‗C‘.
Major weaknesses in the lowest-scoring Situation Rooms included the lack of documentation, analysis
and presentation of data (if collected) regarding food insecurity and malnutrition; weakness in the
planning and execution of SAN activities; and lack of materials and support from government authorities.
This information will be used to tailor technical assistance and training for SAN operations in Year 2.
Sub-Activity 4.2.2 Coordination with SESAN and other USAID FtF initiatives: Nexos Locales coordinated
actions with SESAN at national and departmental levels to implement SAN Situation Rooms at the
municipal level. Earlier in Year 1, project staff met with municipal officials to gauge their understanding
of the significance of food security rooms and their level of preparation to establish and/or maintain
them. Throughout Year 1, Nexos Locales staff collaborated closely with Nutri-Salud and other WHIP
partners to build on their experience with supporting the Situation Rooms and to maintain an on-going
base of knowledge and recommendations for the improved functioning of each individual SAN.
Sub-Activity 4.2.3 TA in the functioning of existing situation rooms and in the establishment of new ones: This
Sub-Activity was adjusted in the revised Year 1 work plan to develop a TA strategy to be implemented
in Year 2. Project staff developed the document, ―Estrategia para la prestación de Asistencia Técnica a
Salas Situacionales de Seguridad Alimentaria y Nutricional‖ which identifies and prioritizes technical
assistance needs for the Situation Rooms and sets forth a chronology for implementation of TA.
Formulated using the information gathered in the Rapid Assessments of the SAN Situation Rooms (SubActivity 4.2.1), the strategy will be an ongoing process in each project municipality, and will primarily
relate to improving the functioning of each SAN and its relationship with COMUSAN and municipal
officials. Other objectives include identifying sources of SAN information, advising SAN personnel how
to use this information, and overseeing the establishment of the Situation Rooms in those municipalities
where they do not exist.
Page 31 of 89
Sub-Activity 4.2.4 Four (4) regional training workshops on the importance of the Situation Rooms: These oneday sessions imparted up-to-date information on the objectives, functions, methodology, structure, and
implementation of the SAN Situation Rooms. The rapid assessment completed for Sub-Activity 4.2.1
was used to program the content of these
sessions, which included establishing a
Situation Room, what information should
be gathered in the rooms, and why they
are an important source of information for
local families. Participants included 137
representatives from the OMM, SAN
committee, municipal planning office,
technicians from MAGA and SAN, and the
mayor‘s office. The four (4) regional
sessions emphasized the need to
consolidate and sustain through the
electoral transition phase advances made
Photo 9: Nexos Locales Food Security consultant Melida Chaguaceda conducts
in developing political will and an
training session on Food Security Situation Rooms in the Nebaj, El Quiche.
understanding of the Rooms‘ importance.
Activity 4.3—Help municipalities develop LED plans.
Sub-Activity 4.3.1 Assessment of municipal LED needs: The Nexos Locales long-term LED Specialist led a
team of consultants to conduct this assessment in twenty-nine (29) municipalities. The study built on
existing studies and data and developed an extensive, user-friendly data base nicknamed ELSA (Economía
Local y Seguridad Alimentaria), which displays all data collected in charts and tables for each
municipality. The database provides extensive economic and food security data by municipality, and
narrative sections of the study analyze comparative economic advantages in each municipality. The
study will be copied to CD Roms and distributed to the twenty-nine (29) municipalities and WHIP
partners. It will also be available for download from the Nexos Locales website.
Assessment data was collected through interviews with key informants such as municipal officials,
Ministry of Agriculture technicians,
Ministry of Health officials, small
business owners, cooperative
members, NGO workers, SAN and
DEL focus groups, and review of
municipal documents and statistics.
WHIP partner staff from AGEXPORT,
ANACAFE, PAISANO, and SEGEMIL
also contributed to the assessment.
Key findings across all municipalities
stress the lack of markets for products
as a significant deterrent to production
and innovation for producers/small
Photo 10: Nexos Locales LED Consultant Pedro Diaz reviews data with
businesses. The study will be used to
participants taken during a workshop in Todos Santos Cuchumatan for the LED
Diagnostics.
develop custom LED plans for each
municipality in Year 2. See Table 6 for
an overview of assessment data by municipality.
Page 32 of 89
Table 6. Average LED/SAN Indices from 29 Municipalities Under Nexos Locales Coverage,
September 2015.
Index
#
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Indices
Category
B
Full Geographic Extension Index
Population Index
C
Production Index
B
Employment Index
C
Income Index
C
Economic Chain Index
B
Combined LED Services Index
B
Combined SAN Services
C
Combined Organizational Index
C
Entrepreneurship Index
B
Development Infrastructure Index
B
Migration Index
B
Remittances Index
B
Combined SAN Index
C
Potentialities Index
C
Cumulative DEL/SAN Index
C
Description of Indices:
1. Full Geographic Extension: Characteristics of the municipality; its access, distance, isolation, and
vulnerability
2. Population: the diversity of the population; its gender composition, indigenous/non-indigenous population,
levels of literacy, education, and poverty.
3. Production: Types, types, volumes, and diversity of production.
4. Employment: types, quantities, and economic sectors of employment.
5. Income: income volume, per capita income, average annual income, poverty, and basic food basket.
6. Economic chains: Existence of economic chains and their functions.
7. Combined LED services: Existing public and private capacities for Local Economic Development
8. Combined SAN services: Existing public and private capacities for Food Security and Nutritional services.
9. Combined Organizational Index: Social capital. Existence of local civil and economic organizations.
10. Entrepreneurship: Local capacity to undertake economic activities, types of businesses and markets.
11. Development Infrastructure: physical infrastructure needed for development (roads, electricity, water,
etc.)
12. Migration: level of national or international migration, types of migrants (men, women, youth).
13. Remittances: volume, frequency, dependency aspect, usage.
14. Food Security: local availability and access to nutritional and culturally preferred food.
15. Potentiality: Identification of potential economic sources that could create positive SAN effects.
Sub-Activity 4.3.2 Development of LED Plans: As agreed with USAID, this Sub-Activity was moved to Year
2.
Sub-Activity 4.3.3 Initial Phase of implementing LED TA plans public-private partnership: As agreed with
USAID, this Sub-Activity was moved to Year 2.
Page 33 of 89
Activity 4.4—Coordinate with other USAID implementing partners to support
access to basic municipal services for small-scale producers and their associations.
Sub-Activity 4.4.1 Identification of public policies adverse to agricultural production: Building off coordination
meetings undertaken during the first and second quarters, Nexos Locales contracted an Agricultural
Public Policy expert to identify and examine existing public policies that are adverse to agricultural
production in the WHIP region. The consultant collected primary data through interviews with WHIP
partners working in agricultural development in the Western Highlands, and with farmers working in the
supply chains for select essential crops, such as coffee, potatoes, onions, and cardamom. Secondary
sources included review of public policies and external factors that may affect production, such as
climate change.
The overarching finding of the study was that there are very few policies adverse to agricultural
production. Rather, the greatest constraint found was the simple lack of implementation of existing
policies designed to advance agricultural production. For example, excellent policies promote
improved irrigation practices and development of public infrastructure to move produce to market but
implementation of the policies is weak. The study identified the full range of constraints to policy
implementation which includes institutional weaknesses, lack of financial resources, and simple lack of
political will.
The most significant policy that is adverse to agricultural production was identified as personal and
business income tax codes, since they do not provide incentives such as lower taxation rates or
exemptions for income derived from agriculture. As a result of this study, the project will address
policy implementation more than reform under project Years 2 and 3. Map 3 below identifies the major
crops evaluated in the diagnostic, and shows their geographic coverage and frequency.
Map 3. Soil usage by major value chain crops in the Western Highlands
Page 34 of 89
Sub-Activity 4.4.2 Facilitation of sessions with small-scale producers: This Sub-Activity was combined with
Sub-Activity 4.3.2 above. The study‘s consultant convened interview sessions with WHIP partners, and
with associations of small-scale producers of horticulture and coffee to prioritize municipal services they
need in order to increase productivity. Key priorities identified were infrastructure to increase water
availability for crops, increase in farm-to-market roads, and support for production facilities, such as for
produce sorting/storage/distribution.
RESULT 5: MUNICIPAL PLANS ESTABLISHED TO
REDUCE CLIMATE CHANGE VULNERABILITY AND
TECHNICAL ASSISTANCE PROVIDED FOR
IMPLEMENTATION OF PLANS.
Under this Result, Nexos Locales will 1) build municipalities‘ knowledge of climate stressors and of
adaptation measures (awareness); 2) improve municipalities‘ ability to select and prioritize adaptation
measures, mobilize to implement adaptation measures, and manage disaster risk (capacity); and 3) help
municipalities develop and implement adaptation plans.
Under Year 1, the project completed the climate change adaptation assessment, in conjunction with the
assessment conducted under Result 3, and began work with TNC/CNGC on an SBCC campaign to build
public awareness of climate change adaptation measures.
KEY ACCOMPLISHMENTS/HIGHLIGHTS FOR THE 5TH QUARTER/YEAR
Fifth Quarter Accomplishments:
 Conducted an evaluation of knowledge levels of climate stressors and adaptation measures in
twenty-nine (29) municipalities
Earlier Year 1 Accomplishments:
 Initiated the first phases on a long-term, SBCC campaign on climate change adaptation measures
in partnership with TNC/CNGC
ACTIVITIES/WORK IN PROGRESS
Activity 5.1—Improve municipalities’ awareness of climate stressors and of
adaptation measures.
Sub-Activity 5.1.1 Evaluation of knowledge levels of climate stressors and adaptation measures: As part of the
single study conducted under Results 3 and 5, Nexos Locales examined municipalities‘ level of awareness
of climate stressors and adaptation measures. See Table 5 in Result 3 for a summary of key study
findings.
Overall, the assessment found that while few municipal officials were able to define exactly what climate
change is, they were familiar with its effects and associated risks. Results from the surveys show that
drought, landslides, crop pests and diseases, and water supply issues are the most-feared effects of
climate change, and that officials believe that environmental education and sensitivity trainings are the
most effective measures to mitigate its effects. Of the officials surveyed, about half had trainings or
Page 35 of 89
educational sessions regarding climate change, but only 15% of municipalities had a risk management or
adaptation plan for climate change.
The study will inform trainings and technical assistance to be delivered to municipal officials and civil
society organization who will formulate municipal climate change adaptation plans.
Sub-Activity 5.1.2 Development of informational material on climate stressors: As agreed with USAID, this
Sub-Activity was moved to Year 2.
Activity 5.2—Build the capacity of municipalities to assess vulnerabilities to climate
change, prioritize climate adaptation measures, mobilize resources, and respond to
emergencies.
Sub-Activity 5.2.1 Develop training modules on adaptation measures for local government officials: As agreed
with USAID, this Sub-Activity was moved to Year 2.
Activity 5.3— Assist municipalities with developing adaptation plans and
implementing joint watershed management plans aimed at reducing vulnerability
to hydro-meteorological events.
Sub-Activity 5.3.1 Facilitate prioritization sessions with municipal councils: As agreed with USAID, this SubActivity was moved to Year 2.
Activity 5.4— Build citizen knowledge of climate stressors so they are better able
to participate in the municipal planning.
Sub-Activity 5.4.1 Climate Change Public Awareness Campaign: Nexos Locales began in quarter four (Q4) a
phased, long-term, integrated, participatory, and iterative awareness strategy that will inform the public
on the relation of climate change to the Western Highlands, and specific mechanisms in which the public
can engage their local officials in adaptation measures. The campaign will utilize various forms of
communication including interpersonal media (community and regional workshops, youth ambassadors),
mid-media (community theatres, forums), and mass and social media (radio announcements, video, print
media, telecommunications and SMS text, internet, and the engagement of the press).
The SBCC approach involves careful analysis of target audiences‘ knowledge bases and research to
design messages. Under Year 1, Nexos Locales began a partnership TNC‘s CNGC project to share
resources to reach a broader audience on critical climate change messages. With technical assistance
from HC3, the project advanced significantly in the first phase of the SBCC methodology, that of
analyzing the target audience.
Page 36 of 89
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
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. Institutional strengthening of both associations has
become a central priority under this Result. Specific objectives include improving the financial resources
for both ANAM and AGAAI, and integrating technology into their management functions.
Under Year 1, an institutional development expert
conducted an in-depth institutional analysis of each
association. The project also supported a number of
technical assistance consultancies for both organizations and
issued a milestone grant to ANAM to prepare for transition
workshops for newly elected mayors.
KEY ACCOMPLISHMENTS/HIGHLIGHTS
FOR THE 5TH QUARTER/YEAR
Fifth Quarter Accomplishments:
 Conducted institutional assessment of ANAM and
Photo 11: Nexos Locales and AGAAI sign an MOU in
AGAAI, which recommended key areas for
September 2014.
technical assistance
 Supported ANAM in developing a transition workshop for all newly elected mayors and their
councils
 Provided TA for ANAM and AGAAI in advocacy techniques and approaches
 Supported AGAAI in undertaking a study of the legal framework related climate change issues,
in developing a strategic plan, and with the procurement of a financial management software
program
 Recruited Local Government Specialist Deyna Caal to begin work in the following quarter
Earlier Year 1 Accomplishments:
 Signed MOU with AGAAI and ANAM
Page 37 of 89
ACTIVITIES/WORK IN
PROGRESS
Sub-Activity 6.1.1 Develop MOU between
Nexos Locales and ANAM and AGAAI: These
were developed and signed during the
second and third project quarters, and
prioritized interventions that improve the
associations‘ ability to 1) serve as member
organizations, offering and delivering
services that meet constituent needs; and 2)
that advocate on behalf of member
municipalities at the national level.
Photo 12: Managing Director of ANAM, Gerson Lopez, speaks to the
press during the inauguration of the Newly Elected Mayor Transition
workshop.
Sub-Activity 6.1.2 Develop technical assistance plans with ANAM and AGAAI: The bases of these plans were
developed through institutional analyses conducted on each organization in the Fifth Quarter. The
report on the institutional analysis detailed organizational strengths and weakness across a full range of
functions and concluded with TA recommendations for each organization. For both organizations,
primary areas for institutional strengthening included development and implementation of strategic
planning, financial and human resource management, and improved collection of member fees toward
more predictable budgeting. The recommendations will be reviewed by each organization‘s board early
in Year 2 as a means of prioritizing areas in which the project should provide TA in Year 2.
Sub-Activity 6.1.3 Technical assistance in improved service provision to members: This Sub-Activity was
designed to provide specific technical assistance according to each organization‘s requests. For AGAAI,
the project funded an analysis of Guatemala laws aimed at improving climate change adaptation and at
reducing greenhouse gas emissions. This was done specifically for AGAAI board members who wanted
to better understand the legal framework that underpins the climate change issues they address.
Also for AGAAI, the project procured accounting software to improve their financial management.
This procurement includes technical instruction and troubleshooting assistance. The accounting
software will be delivered to AGAAI via an in-kind grant. Thirdly, through a sub-grant to AGAAI, a
strategy consultant assisted the organization in developing strategic plans to guide their efforts over the
next thirteen (13) years (a time period significant to the Mayan calendar). The plan was developed over
a month-long series of participatory sessions with AGAAI staff.
ANAM received a grant to prepare for its contribution to government‘s effort to introduce newly
elected mayors to the legal framework of municipal management. This workshop, referred to as a
―transition‖ workshop, was issued in Q5 but will take place in early October 2015.
Also for ANAM, Nexos Locales provided direct assistance to fund a diploma program entitled
―Governance of Water and Sanitation Services for Local Development and its Contribution to Health
and Food Safety‖. The course was designed and implemented by ANAM and INFOM, and, in eight (8),
one-day modules covered theoretic and practical elements of municipal water system management for
municipal officials. The project provided in-kind support equivalent to the participation of ten (10)
water system managers from Nexos Locales municipalities.
Sub-Activity 6.1.4 Technical assistance in advocacy techniques in specific areas: These critical areas include
crime prevention; food security; health; disaster prevention; reduction of climate change vulnerability;
and education. Through a two-day technical assistance session, ANAM and AGAAI staff examined
Page 38 of 89
definitions and use of advocacy for public policy reform and evaluated each organization‘s advocacy
needs in terms of climate change, SAN, and LED topics for the coming year. In total, ten (10) members
of ANAM and six (6) from AGAAI participated in the TA sessions. These sessions laid the groundwork
for both organizations‘ process of prioritizing their Year 2 advocacy efforts and for approaching national
and departmental governments in their advocacy work.
Page 39 of 89
III. CROSS-CUTTING
THEMES
USAID Nexos Locales seeks to transform local governance in thirty (30) municipalities in the
Guatemalan Western Highlands by engaging municipal governments, civil society organizations, and the
private sector in strategic activities designed to improve social conditions. Critical to these efforts is a
process to ensure that patterns of social exclusion do not undermine the project, but rather that
traditionally excluded groups, including women, young people, and indigenous communities, find ample
space to influence and benefit from local economic and political decisions.
KEY ANNUAL ACCOMPLISHMENTS/HIGHLIGHTS




Recruited Youth and Social Inclusion Coordinator, Elva Cutz Yax
Finalized and received USAID approval for the project‘s Gender Equity and Social Inclusion
Plan, Gender and Youth Assessment and Integration Plan, and Youth Strategy
Funded TA sessions for OMM representatives from sixty-seven (67) municipalities to
develop election transition plans
Implemented a Youth Leader Development course with CEIPA, with 250 youth attending
and Youth Political Agendas created in all five (5) participating municipalities
ACTIVITIES/WORK PROGRESS


On June 3rd, regional staff met with indigenous authorities in Chichicastenango to resume
communication and to determine their priorities under the project. The importance of
maintaining a relationship with indigenous groups was emphasized.
During the implementation of each workshop and training, Nexos Locales carefully considered
the language and communication needs of participants, and planned accordingly. For example,
the eight (8) regional Budget Analysis and Citizen Advocacy workshops used local translators of
four (4) indigenous languages to engage participants, and ensure understanding of the topics
covered. Supplementary printed materials in indigenous languages were also created and
distributed to attendees, who showed great interest in the materials and thanked the
implementing CSO for their consideration. The COCODE strengthening workshops, which
took place at the local municipal level, also used translators to help facilitate the trainings and aid
in knowledge transfer.
GENDER EQUITY & SOCIAL INCLUSION
DAI subcontracted Iris Group, Inc., a gender and social inclusion consulting firm, to conduct a rapid
assessment in February 2015, in order to discern the challenges and opportunities couched in the
dynamics of gender, age, and – where possible – variations by ethnicity that are critical to reaching
desired results in the Western Highlands. Further, Iris Group assisted the project in finalizing and
receiving approval for the Gender Equity & Social Inclusion Plan (a contract deliverable). The Iris Group
also conducted an on-the-ground rapid assessment of gender issues and other vulnerable groups, such as
LGBTI, and developed key strategy documents that would guide Nexos Locales program
implementation in gender and social inclusion for the life of project.
Page 40 of 89
The project also hired a long-term gender and social inclusion expert who continuously applies a gender
lens to project activity design and implementation. Each activity design takes into consideration issues
that disproportionately constrain women‘s participation in governance processes related to all six
project results. For example, Nexos Locales required grantees providing trainings to rural women to
offer on-site child care to facilitate women‘s participation in the courses. When considering equity, or
other vulnerable populations, such as the Lesbian, Gay, Bi-sexual, Transsexual and Inter-sexual (LGBTI),
similar constraints are taken into account.
INDIGENOUS COMMUNITIES
Nexos Locales‘ geographic focus on the Western Highlands necessitates a culturally relevant and
sensitive implementing approach to the communities in which the project works. By this very nature,
Nexos Locales ensures that indigenous considerations are weaved into program design, implementation
and monitoring and evaluation tools. During the official project launch, Nexos Locales invited Mayan
Indigenous Princess, Fernanda Gomez Ramirez, to deliver a discourse on the role the indigenous
Cosmovisión plays in development in the Western Highlands.
In September 2014, Nexos Locales held a 1-day workshop at its Quetzaltenango office, bringing
together five (5) indigenous authorities from the areas of Totonicapán, Quiché and Escuintla. The
objective of the workshop was to identify a hierarchy of priorities, needs, issues and areas where USAID
Nexos Locales could provide support. The workshop came at a result of indigenous authorities
stressing the need to work with youth, protection of forests, responsible use of natural resources, food
and nutrition security, greater access to basic services and specialized education and care for children.
One of the most important elements resulting from the workshop was the need to recognize the work
done by indigenous authorities in local governance and the need to strengthen the organization of
indigenous authorities.
YOUTH
Under the same subcontract with the Iris Group, Nexos Locales developed an extensive strategy for
harnessing the creativity and energy of youth to contribute to all six (6) results under the project. The
strategy, available on the Nexos Locales website, lays out activities that will prepare youth to participate
in the municipal decision-making processes through a series of mini-congresses and proposal
competitions which culminate in two (2) annual congresses for youth of the Altiplano. Implementation of
the strategy will begin in Year 2.
Throughout Year 1 activities, Nexos Locales sought to strengthen youth participation and integrate
youth considerations into programming. Understanding the important role that youth play in achieving
sustainable development outcomes for the Western Highlands, Nexos Locales, through its partnership
with Iris Group, Inc., developed and began implementing its life-of-project Youth Strategy. The first step
in this strategy was to invite two (2) youth—one from Quetzaltenango and the other from
Totonicapán—to participate and provide perspective on the Nexos Locales Year 2 Work plan
Workshop (Y2WP), which was held in Antigua, Guatemala in July 2015. The Nexos Locales Youth
Strategy lays the framework for integrating youth into project activities throughout the remaining Life of
Project (LOP). The strategy proposes an action plan with timelines. This action plan, though illustrative
at the beginning stages, will put Guatemalan youth in the driver‘s seat to steer the agenda of activities
designed for their benefit.
Page 41 of 89
IV. OBSTACLES FACED
AND LESSONS
LEARNED
OBSTACLES
Project Complexity
The Nexos Locales Project is a highly complex, integrated and cross-funded initiative that is considered
the lynchpin of USAID‘s Western Highlands Integrated Program (WHIP). Nexos Locales is an
innovative and ambitious knowledge-transfer program that encompasses:







Six (6) technical result areas
Three (3) important cross-cutting themes weaved into each result area
Five (5) departments that span a total geographical area of 22,586 kilometers squared
Thirty (30) municipalities with o Varying technical capacity in each of the six (6) result areas
o Distinct language barriers
o Unique socio-political dynamics
o Few local options in the procurement of quality goods and/or services
At least twelve (12) major target audience categories in each municipality
o Mayors and their concejos
o DAFIM
o DPM
o Local Economic Development staff
o OMMs
o OMAs
o COMUDEs
o COCODEs
o COMUSANs
o CSOs
o Producers‘ associations
o Mancomunidades
Four (4) national government counterpart agencies
o SESAN
o Ministry of Finance
o SEGEPLAN
o Ministry of Health
Coordination with twenty (20) WHIP partners, through five (5) department-level committees
and one (1) at the national level
Against this backdrop, during the first year of implementation Nexos Locales confronted and overcame
a number of obstacles, namely:
Page 42 of 89






Technical Start-up/Management Challenges
Travel & Transportation Realities
Original Project Design‘s Plan for Delivering Technical Assistance
Nationwide Protests
Conflicts in Santa Cruz Barillas & Zacualpa
Institutional Strengthening of ANAM and AGAAI
Technical Start-up/Management Challenges
The first three (3) months of implementation (June 23 – September 30, 2014) were covered under the
Start-Up Work Plan. In coordination with USAID, and at USAID‘s instructions, the official Year 1 Work
Plan period covered October 1, 2014 through September 30, 2015.
In consultation with USAID, the project presented an ambitious Year 1 Work Plan (Y1WP) to USAID in
October 2014. In November 2014, internal management challenges began to cause delays in technical
implementation. These challenges were formidable, increasingly apparent, and rapidly addressed by DAI.
Notably, USAID and Nexos Locales worked collaboratively over the period of two (2) months (January
and February 2015) to address management concerns related to the prior Chief of Party‘s technical
leadership of the program, including implementation and follow-through on planned work plan activities.
This included fielding senior technical advisors in early February 2015 to attempt to put the work plan
back on track and to address performance issues with the prior Chief of Party. When it was determined
the management/performance issues could not be addressed, DAI moved quickly to replace the prior
Chief of Party, only five (5) months into Y1WP implementation. On the same day, DAI submitted a Key
Personnel Approval request identifying the replacement Chief of Party, Ms. Connie Paraskeva, who
formally fielded in early April 2015. During the transition months (March-April 2015), DAI ensured
coverage of the Chief of Party position by sending the DAI Home Office Project Director to serve as
Acting COP, and subsequently designating the Deputy Chief of Party to serve in this role until Ms.
Paraskeva arrived to post. Simultaneously, DAI took swift action to send technical consultants to
ensure that technical progress would not be further delayed and the project would be ready to begin
implementing grants as soon as the Grants Manual and Rapid Response Plan was approved.
The technical start-up management challenges and the resultant delays in implementing the approved
Year 1Work Plan are realities that have been continually discussed with and reported to USAID. In a
continued effort to maintaining the strong working relationship with USAID, immediately upon the
mobilization and arrival of the new Chief of Party, on April 30, 2015, and as suggested by USAID, Nexos
Locales submitted a revised Y1WP, which was approved by the COR on June 24, 2015. This revised
work plan postponed eleven (11) Sub-Activities to Year 2, leaving thirty-four (34) planned Sub-Activities
for Year 1. With the project‘s new leadership in place, Nexos Locales ended the first year of program
implementation with a 100% completion rate of its approved work plan.
Travel and Transportation Realities
Basing the project in Quetzaltenango has posed advantages, but challenges in distances among
municipalities remain. The advantage of being physically located in Quetzaltenango, with a regional office
in Huehuetenango, is quick and easy access to certain municipalities, such as Chiantla, San Marcos, San
Juan Ostuncalco. Travel times originating from the Quetzaltenango or Huehuetenango regional office to
the closer municipalities can range from thirty (30) minutes to one (1) hour, versus four to five (4-5)
hours from the capital city. However, the more remote municipalities, such as Tajumulco, Sibinal,
Todos Santos Cuchumatan, Chajul or Santa Cruz Barillas, can take up to four to eight (4-8) hours. This
adds an additional layer of logistics coordination, cost, and economies of scale in terms of site-visit
frequency and participation at multiple event locations. These distances and travel times also cut more
Page 43 of 89
into employee productivity than had been anticipated. Although project staff attempt to work as much
as possible while traveling to project sites, spotty cell phone and internet connectivity reduce
productivity during travel time.
As noted by USAID, basing the project in Quetzaltenango has also posed challenges in terms of staff
recruitment. Additionally, the heavy travel schedule of the Chief of Party between the regional
municipalities and Guatemala City has created undeniable management challenges. While many of these
have been addressed with additional technical staff, the current travel schedule and the additional tasks
of WHIP coordination and implementation have taken a toll on senior leadership of the program.
Original Project Design’s Plan for Delivering Technical Assistance
The project design of providing all technical assistance through short-term advisors proved insufficient.
With USAID‘s support and participation, in March 2015 Nexos Locales brought in long-term advisors in
each of the six (6) result areas as well as a Technical Director to ensure work plan delivery. Since the
hiring of these full-time staff and the assumption of project leadership by the new Chief of Party in April
2015, significant work plan activities began to move on target.
Nationwide Protests
Although the project anticipated the impact that the municipal election campaigns would have on the
availability of municipal employees for project activities, it could not have planned for the nationwide,
anti-corruption protest marches that distracted many civil society organizations in late summer.
Resulting prolonged highway blockages—sometimes lasting a week—and competing demands for civil
society training participants impeded full attendance in training courses conducted for COCODEs and
Civil Society Organizations (CSOs) in August and early September 2015.
Conflicts in Santa Cruz Barillas and Zacualpa
As discussed closely with USAID, because of extensive social conflict in Santa Cruz Barillas,
Huehuetenango and political conflict in Zacualpa, Quiché, the signing of MOU in these two (2)
municipalities had to be delayed until after the elections in September 2015. In the case of Barillas, the
conflict was between the mayor and civil society, which made it impossible for the project to work
jointly with both parties. In the case of Zacualpa, because the mayor faced strong opposition by much
of the citizenry, he did not feel authorized to commit the municipality to an MOU with Nexos Locales.
Institutional Strengthening of ANAM and AGAAI
USAID‘s previous local governance project, which also had a component to support ANAM and AGAAI,
focused more heavily on supporting the organizations‘ service provision through direct or in-kind
assistance rather than through institutional strengthening technical assistance. The in-kind grant
mechanism places a greater implementation burden on the project that requires less management
capacity by ANAM and AGAAI. Transitioning under Nexos Locales to activities that focus more on
institutional strengthening through milestone achievements requires a recognition on ANAM and
AGAAI‘s part of the long-term benefits of their developing critical management skills that demonstrate
internal controls, financial management, institutional strategy design, and advocacy and service delivery
on behalf of their constituency. As with all processes of change, this shift in project focus has been
challenging to both organizations.
Page 44 of 89
LESSONS LEARNED AND MITIGATION STEPS
Project Complexity
Year 1 implementation made apparent the labor and management intensity of coordinating the delivery
of project inputs through the many government and USAID entities listed in the Project Complexity
section above. Many of these entities are at times recipients of project inputs and at other times
coordinators or approvers of activities. The single, most pronounced impact of this complexity has
manifested itself in terms of the many meetings and other forms of communication required to define
the needs of myriad actors involved in the implementation of each activity, and to build consensus
around adequate means of addressing the needs.
To mitigate against this in subsequent years, at the end of Year 1 the project hired a technical leader for
Result 6 and activities under the Rapid Response Fund (RRF) mechanism. The responsibilities of this
position had previously been carried by the project‘s Technical Director (for Result 6) and the Deputy
Chief of Party (for RRF). The new position leaves the Technical Director and DCOP available full-time
to manage the complexity of activity implementation and operations management. Likewise, the
project‘s hiring of long-term advisors in each of the six (6) result areas as well as a Technical Director, a
decision coordinated extensively with USAID, has allowed the team to ensure 100% work plan delivery
in Year 1 despite the complexities of the project.
Technical Start-up/Management Challenges
Perhaps the principle lesson learned was the importance of USAID project management experience in a
Chief of Party. While there is always tremendous value in the local knowledge and experience that a
Chief of Party may have, this must be coupled with experience in managing a complex USAID-funded
project. As cited above, the project applied this lesson learned when it replaced its COP in April 2015.
Travel and Transportation Realities
The lesson learned, which the upcoming Community Led Development Project would do well to
consider, is the tremendous strain that the distances and road conditions within the Western Highlands
place on transportation resources, notwithstanding the risks posed by weather-induced disasters or
delays. Project management is developing options for cost-effective solutions to high vehicle demands
and has already implemented measures such as short-term vehicle services and maintaining a pool of
reliable drivers for urgent travel needs.
Original Project Design’s Plan for Delivering Technical Assistance
The March 2015 agreement with USAID to hire long-term technical staff adequately addressed this
challenge.
Nationwide Protests
The lesson learned during the nationwide protests is the incredible utility that social media plays during
periods of uncertainty and massive flows of information. Thanks to smart phone applications such as
WhatsApp, and the positive working relations with project municipalities, Nexos Locales staff and
consultants were able to communicate before or in real-time, when road blocks or demonstrations
were to take place. The Deputy Chief of Party, also the Nexos Locales security focal point, used the
information to make swift decisions, or recommendations to the Chief of Party, on security. Thanks to
this positive experience, the DCOP revisited the DAI Security Plan developed in January 2015 to update
key measures and processes for vehicle and staff mobilization.
Page 45 of 89
Conflicts in Santa Cruz Barillas and Zacualpa
The lesson learned was that since governance activities must involve collaboration between citizens and
government officials, relations between the two must be adequately harmonious. Where there is strong
polarity between the two, projects must first address the nature of the conflicts that underpin the
polarity. To mitigate these, the project will undertake conflict resolution actions in the municipalities
that that suffer from social and/or political conflicts. Nexos Locales will also apply a conflict lens to
project activities most prone to cause, or be affected by, conflict.
Instructional Strengthening of ANAM and AGAAI
The lesson learned is to avoid under-estimating the effort involved in changing the nature of project
support to a given organization. The late Year 1 arrival of a technical leader for Result 6 will permit
Nexos Locales to provide ongoing institutional development TA to both organizations. By switching to
use of milestone grants, the project has introduced a learn-by-doing approach to both organizations‘
project management skills. Nexos Locales will continue to work closely with ANAM and AGAAI in
strengthening their institutional capacity by monitoring and measuring implementation steps according to
milestone grants.
Page 46 of 89
V. TRAINING EVENTS
1. Course Name:
Public Financial Management Standard Operating Procedures Sessions
Sub-Activity:
1.2.3
Field of Study:
Public Financial Management
Training Objective: To increase the capacity of participants to promote transparency,
manage public finances, and implement standard operating procedures.
Start/End Dates:
May-June 2015
2. Course Name:
Sub-Activity:
Field of Study:
Training Objective:
Start/End Dates:
3. Course Name:
Sub-Activity:
Field of Study:
Training Objective:
Start/End Dates:
4. Course Name:
Sub-Activity:
Field of Study:
Training Objective:
Start/End Dates:
Budget Analysis Workshop
2.2.2
Citizen Engagement
To build the capacity of participants to use the Access to Information
Law to access relevant budgets, demystify the budget for others, and
train fellow community members to do the same.
August-September 2015
Citizen Political Advocacy Workshops
2.3.1
Citizen Engagement
To build the capacity of participants to identify community needs,
prioritize advocacy issues, and formulate action plans to implement the
projects chosen as a result.
August-September 2015
COCODE Strengthening Workshops
2.5.2
Citizen Engagement
To enable COCODE participants to improve COCODE functioning
against their mandates, address community needs, and encourage the
participation of women and youth in civic processes.
August-September 2015
Table 7 below shows the participant demographic, attendance numbers, and cost breakdown of each
training.
Page 47 of 89
Table 7: Nexos Locales Year 1 Training Events, Participants, and Costs
Gender
Cost 1**
Age*
No.
No. of
Participants
Male
Female
< 29 years
> 29 years
Instruction 2
Travel 3
Participants 4
1
77
51
26
23*
39*
In-House
N/A
$1,057.38
2
48
26
22
21
27
$363.94
$4,652.29
$26,837.91
3
64
22
42
22
42
$35,254.77
$6,116.34
$21,414.38
4
149
86
63
47
102
$13,316.50
$6,039.22
$42,717.12
Totals
338
185
153
113
210
$48,935
$16,808
$92,027
1
Includes the total cost (for all participants) broken down according to the following items:
2
Instruction (consultant fees, implementation costs)
3
Travel (participants' travel costs)
4
Participants (food and lodging)
*
Some participants did not provide their ages, so these numbers do not equal the total sum of participants
In USD; 1USD=Q7.65 according to standard project conversion procedure
**
Page 48 of 89
VI. MONITORING &
EVALUATION
Using specialized monitoring tools and data collection protocols developed by the Nexos Locales M&E
Specialist, accurate data collection and verification processes were completed throughout Year 1. The
use of both quantitative and qualitative research methods for data collection enabled the project to
gather lessons learned, providing a feedback loop for improving project programming. Nexos Locales
pursued this strategy using the following approach:





Develop and implement monitoring-database modules for quantitative data on all relevant indicators
Design and field test data collection tools for beneficiary groups
Implement quality control procedures for data collection and data integrity
Develop project activity evaluation forms to be completed following activities such as training
sessions, workshops, etc.
Develop qualitative research and analysis tools to give life and nuance to the statistics generated by
the quantitative monitoring database modules on a quarterly basis
The Performance Monitoring and Evaluation Report is attached in Annex 1 of this report.
Page 49 of 89
VII. GRANTS & RAPID
RESPONSE FUNDS
GRANTS
As authorized in section H.23 of the prime contract, Nexos Locales will implement a Grants Under
Contract (GUC) program to allow flexibility to the project in order to engage with CSOs, NGOs, and
other non-profit organizations. The GUC mechanism will support local organizations in their efforts to
support municipal governments and the sustainability of USAID‘s efforts in the Western Highlands of
Guatemala.
The GUC program will be administered in accordance with the conditions established in ADS 302.3.4.8
and award up to a maximum of $2.4 million during the three (3) year base period and $1.4 million
during the two (2) year option period, for a total of up to $3.8 million during the five-year period.
These grants will be directly linked to and complement project objectives while building the institutional
capacity of local organizations, although grantees do not have to be exclusively local. The grants will
serve to respond to windows of opportunity and changing needs at the municipal level that are within
the scope of work of this contract.
The Nexos Locales Grants Manual was approved by USAID in May 2015. Since then, Nexos Locales has
administered ten (10) grants totaling over $355,530.091. Below is a summary of grants administered
during Year 1.
1
1. Grant #:
Grantee:
Grant Amount USD:
Funding Source:
Grant Objective:
Workplan Activity:
GR-Quetzaltenango-DG-001
AGAAI
$5,000
Democracy & Governance
Update AGAAI Strategy Plan
Y1 6.1.4
2. Grant #:
Grantee:
Grant Amount USD:
Funding Source:
Grant Objective:
Workplan Activity:
GR-Quetzaltenango-DG-002
Centro Ecuménico de Integración Pastoral (CEIPA)
$32,703.00
Democracy & Governance
Municipal Youth Policy Agenda
Cross Cutting; Result #02
3. Grant #:
Grantee:
Grant Amount USD:
Funding Source:
GR-Quetzaltenango-DG-003
AGAAI
$4,240.00
Democracy & Governance
Includes grant award to Grupos Gestores approved by USAID under the Rapid Response mechanism
Page 50 of 89
Grant Objective:
Workplan Activity:
Strengthened Capacity in the National Climate Change
Council
Y1 6.1
4. Grant #:
Grantee:
Grant Amount USD:
Funding Source:
Grant Objective:
Workplan #:
GR-Quetzaltenango-DG-004
Red Nacional de Grupos Gestores (RNGG)
$3,921.57
Rapid Response Fund
1st Annual Competitiveness Conference
Rapid Response
5. Grant #:
Grantee:
Grant Amount USD:
Funding Source:
Grant Objective:
Workplan Sub-Activity #:
GR-Quetzaltenango-DG-005
Fundación Myrna Mack (FMM)
$67,230.00
Democracy & Governance
Advocacy Training to CSOs
Y1 2.3.1
6. Grant #:
Grantee:
Grant Amount USD:
Funding Source:
Grant Objective:
Workplan Sub-Activity #:
GR-Quetzaltenango-DG-006
Fundación Myrna Mack (FMM)
$50,332.00
Democracy & Governance
CSOs and COCODEs trained in Budget Analysis
Y2 2.2.2
7. Grant #:
Grantee:
GR-Quetzaltenango-DG-007
Asociación Estudios de Cooperación de Occidente
(ECO)
$59,833.42
Democracy & Governance
Formulation of CSO Projects
Y2 4.1.2
Grant Amount USD:
Funding Source:
Grant Objective:
Workplan Sub-Activity #:
8. Grant #:
Grantee:
Grant Amount USD:
Funding Source:
Grant Objective:
Workplan Sub-Activity #:
GR-Quetzaltenango-DG-08
ANAM
$61,222.48
Democracy & Governance
Assistance to OMM Rapid Needs Assessment
Y1 4.1.2
9. Grant #:
Grantee:
Grant Amount USD:
Funding Source:
Grant Objective:
Workplan Sub-Activity #:
GR-Quetzaltenango-DG-09
ANAM
$68,655.00
Democracy & Governance
Election Transition Assistance to New Mayors
Y1 2.4.1
10. Grant #:
Grantee:
Grant Amount USD:
GR-Quetzaltenango-DG-010
AGAAI
$2,392.62
Page 51 of 89
Funding Source:
Grant Objective:
Workplan Sub-Activity #:
Democracy & Governance
Strengthen Accounting Administration
Y1 6.1.2
RAPID RESPONSE FUND
During the second quarter Nexos Locales developed, and informally submitted to USAID, a Rapid
Response Fund Plan (RRFP), with the aim of enabling a swift mechanism to: a) quickly and efficiently
respond to local governance issues not identified in the work plan; b) address unforeseen events, such
as natural and/or man-made disasters; c) move on windows of opportunity that advance objectives of
the Nexos Locales contract; and, d) support requests made at the direction of USAID Guatemala that
align with the current contract scope of work. DAI implements the Rapid Response mechanism in close
collaboration with USAID‘s Contracting Officer‘s Representative (COR).
The RRFP was approved by USAID on August 18, 2015. During Year 1 implementation, Nexos Locales
implemented three (3) activities approved under the rapid response mechanism, totaling $64,543.68.
Activities funded under Rapid Response include:

RRF#01: Nexos Locales fielded a team of health decentralization experts to conduct an
assessment of decentralizing public health services to the municipal level. The rational
underpinnings examined the legal framework for health decentralization, analyzed the
perceptions of stakeholders in such an effort, and proposed several options for
decentralization. This was presented in draft form under Year 1 and will be finalized in
October 2015. It will be used as a point of departure for USAID discussions with the
Ministry of Health when its new leadership takes power in January 2016.
Total RRF#01 expenditure: $59,693.64

RRF#02: Nexos Locales released a call for expressions of interest in national and regional
newspapers with the aim of pre-qualifying supplier-vendors under the RRF mechanism,
particularly in the areas of transportation, heavy equipment, and disaster response.
Total RRF#02 expenditure: $928.47

RRF#03: The Project funded the participation of twenty (20) representatives of Grupos
Gestores ―Mesas de Competitividad‖ (a non-profit economic development board), which
was the organization‘s first national Competitiveness Forum. The event was held in in
August 2015. Grupos Gestores, which advances competitiveness through local, nonprofit
competiveness boards, invited representatives of 150 of its Mesas Competitivas to meet each
other and share their practices in organizational functions, identifying economic potential,
and coordinating opportunities for growth. The project-funded participants, or mesas, that
represented the Western Highlands. These mesas will be key actors in the drafting of the
municipal economic development plans under Years 2 and 3 of the Nexos Locales project.
Total RRF#03 expenditure: $3,921.57
Page 52 of 89
VIII. PROJECT
MANAGEMENT
MAINTAINING AREA ADVISORY COMMITEES WITHIN EACH
CLUSTER TO ENCOURAGE COLLABORATION
Area Advisory Committees (AAC) were established and are composed of representatives from CSOs
(COCODEs, community organizations, private sector, universities, and church organizations, which are
especially strong in San Marcos and Huehuetenango) and government (municipal corporations,
committees, COMUDEs, and municipal associations). They provide the Nexos Locales team with
guidance during the design of project activities and assist in activity implementation, helping to ensure
that Nexos Locales‘ activities are inclusive, relevant to the context within each cluster, and have
community and government buy-in. As Nexos Locales progresses, the team will foster linkages between
and among Area Advisory Committees to encourage the sharing of ideas and collaboration on efforts of
mutual interest. Special attention will be given to ensure that Area Advisory Committees do not
interfere in the legal mandates of the development councils' organization. They will mainly be a support
to the current institutions that function in the area of intervention.
PROJECT LAUNCH EVENT
On November 20, 2014, Nexos Locales was officially
launched at its principal office in Quetzaltenango.
Over 280 attendees from various local, national, and
international institutions were in attendance, including
key USAID officials and implementing partners.
Speakers at the event included:





Mayan Indigenous Princess, Fernanda Gomez
Ramirez, who explained how the project would
benefit indigenous communities
Mayor of Quetzaltenango, Dr. Jorge Rolando
Barrientos Pellecer, who spoke about the
Photo 13: “This is a very special day for me … we are
inaugurating a program to push our resources more directly
importance of government decentralization,
toward the municipalities of the Western Highlands” - Mr.
innovative initiatives for local governance, and
William Brands, USAID Guatemala Mission Director
ways in which USAID Nexos Locales and the
municipality can work together
USAID Mission Director, William Brands, who explained the important role Nexos Locales plays in
the Western Highlands in achieving the Mission‘s development objectives in Guatemala
Former Chief of Party, Edgar Balsells, who highlighted the project‘s six (6) components and cross
cutting themes of youth, gender, indigenous communities, and Feed-the-Future initiatives
Professor Francisco Martín Carrillo representing civil society, who spoke about the importance of
holistic and integrated development strategies
The launch event served to draw high visible attention to the project and USAID in the region, and to
jumpstart dialogue and relationship building amongst project partners and local stakeholders in support
Page 53 of 89
of USAID‘s WHIP strategy. Photos and videos from the successful project launch can be found on our
project website (www.nexoslocales .com).
REGIONAL SOFT LAUNCH
At the request of USAID, and drawing upon the success of the project launch in Quetzaltenango, Nexos
Locales held a regional soft launch in Huehuetenango to officially announce to the public that its doors
were opened. The regional soft launch drew over ninety-two participants (92), twenty-nine (29) of
whom were women. Statistics of the event are
provided below.
 Total No. of Mancomunidades Represented:
two (2)
o MAMSOHUE Mancomunidad
HUISTA (Huehuetenango)
o ASDECOHUE (Huehuetenango)
 Total No. of Municipalities Represented:
nine (9)
o Concepción Huista
o Unión Cantinil
o Todos Santos Cuchumatan
o Santa Ana Huista
o Jacaltenango
o Cuilco
o Chiantla
o San Sebastián Huehuetenango
o La Libertad
14: Journalists interview speakers at the regional launch. Pictured from left to right:
 Total No. of Mayors in attendance: nine (9) Photo
Professor Carillo of Huehuetenango, Mayor of Huehuetenango, former COP of Nexos
Locales Edgar Balsells, former USAID COR Andrew Lucas, and Executive Secretary of
 Other groups worth mentioning in
attendance: Representante del Gobernador ANAM Gerson Lopez.
de Huehuetenango, Nutri-Salud, Grupo
Élite, FUNDAECO, ASOCUCH, ANAM, MINFIN, SESAN, Asociación Maya AMOYEB,
TNC/GNCG, ACODIHUE, Red de Apoyo a la CAS, Oficina Municipal de la Mujer de
Huehuetenango, ADESJU (Asociación de jóvenes), USAID, Comisión de Auditoria Social, SEPREM,
CEDFOG, MSPAS – Área de Salud H., Calmecac, ASDECOHUE, Coordinadora del Comité WHIP
Huehuetenango, Ministerio de Ambiente y Recursos Naturales (MARN), Asociación Hoifer
Guatemala, Comisión de Auditoria Social CAS.
 Press in attendance: Cristal Stereo, Comunicación Social Municipalidad de Huehuetenango, Astro
Satelite. Canal 4, Mi Región Huehuetenango y el Quezalteco, Canal 5. CUC Galaxia, Al Día –
Telediario, T13 Noticias y Súper 99.3, Nuestro Diario, Sonora – Canal Antigua.
NEXOS LOCALES STAFFING
From a staffing and project management perspective, Nexos Locales is committed to diversity and
representation in project activities. Nexos Locales has hired staff representative of the various
indigenous groups in the Western Highlands as well as the Ladino group to ensure that the project is
perceived by all community members as unbiased and as representing the interests of the Western
Highlands as a whole. Nexos Locales staff is currently about 15% indigenous, represented primarily in
the cluster outreach staff.
Page 54 of 89
Photo 15: The entire USAID Nexos Locales Staff participate at the Y2WP Workshop in Antigua, Guatemala
BOOT CAMP TRAINING
The project organized an intensive four (4) day ―Boot Camp Training‖ for its field staff between the
dates November 11-14, 2014. The objective of the boot camp training was to orient field staff with
USAID and DAI policies, procedures and practices. Staff from both the Quetzaltenango and
Huehuetenango offices participated in sessions covering a range of topics relevant to project
implementation, including:













Contracts
Procurement
Grants Administration
Compliance
Human Resources
Inventory Management
Operations & Travel
Environmental Compliance
Work plan &Technical Reporting
Ethics and Code of Conduct
Branding & Marking
Communications and Professional Etiquette
TAMIS and DAI‘s Corporate and Field Operations Manuals
The former Chief of Party offered a comprehensive review of the Year 1 Work Plan, leading staff from
result to result and providing a coherent, strategic review of upcoming tasks and activities.
Deputy Chief of Party, Merritt Vincent Broady, organized and facilitated the boot camp, in addition to
presenting on procurement policy, DAI‘s Field Operations Manual, contracts, and financial management
procedures. DAI fielded Home Office Project Associate, Adam Fivenson, to assist with Boot Camp
preparations and to present on DAI‘s project management software, TAMIS, inventory controls,
branding and marking, and conducted the staff‘s ethics training.
Page 55 of 89
In addition to normalizing company procedures and sensitizing staff to USAID rules and regulations, the
Boot Camp also served as a team building exercise. Through ice breakers and team building exercises
staff were able to familiarize with each other on a personal level and build trust amongst teams.
INTERNAL TRAINING AND CAPACITY BUILDING
Throughout the year, DAI Project Management, including STTA from the DAI Bethesda Office, held a
number of relevant and required trainings to staff. This included:






Finance & Administration training on the use of DAI‘s FAS system and financial reporting
requirements
TAMIS training led by DAI TAMIS Specialist, Neil Enet
Information Technology and DAI systems training, led by Colter Bell
All staff training on Ethics and Trafficking in Persons (TIP), led by DCOP, Vince Broady, and DAI
Project Manager, Adrian Carroll.
All staff Gender Equity & Social Inclusion Workshop, facilitated and completed by subcontractor
Iris Group, Inc.
Technical and regional cluster staff training on program implementation requirements and
contracting mechanisms, led by DCOP, Vince Broady.
SOCIAL MEDIA


Project Website—Nexos Locales received USAID approval for the project website (www.nexos
locales.com) on June 28, 2015. The project website will be used to inform key stakeholders, the
public, and USAID on advancements made in each of the six (6) result areas. The website will also
serves as a practical and cost-effective tool for sharing technical reports, manuals, and summary
findings of the diagnostics for use by WHIP partners. Additionally, the website will be enabled as a
knowledge-transfer medium for end-users at the municipality level. On the administrative side, the
website will facilitate announcements for calls for expressions of interests, recruitment
announcements for short-term technical assistance, and to publish requests for quotations (RFQs),
proposals (RFPs), and/or applications (RFAs). To-date, the project has over 100 subscribers will
receive news and real-time updates on project activities and notifications for solicitations.
Facebook & Twitter—as part of its communications strategy, Nexos Locales maintains active
Facebook and Twitter accounts with real-time information on project activities, such as trainings,
workshops, events, conferences, and milestone achievements made by grantees. To-date, Nexos
Locales has received over 2,100 likes on its Facebook page.
IT EQUIPMENT INSTALLATION
With the final delivery of IT equipment occurring in November 2014 DAI fielded home office IT
Specialist, Colter Bell, in December 2014 for a two-week STTA. Mr. Bell was mobilized to install IT
equipment, including the project‘s main server in Quetzaltenango, and to train staff on company IT
systems and network use. Mr. Bell worked alongside Rodrigo Motta Molina (LTTA-CCN) as a means of
knowledge transfer and capacity building of the project‘s long-term IT Specialist. Mr. Bell returned to
Guatemala in March 2015 to complete the installation of the Huehuetenango office, which required
significant pre work installation done by the field, including electrical and IT cabling upgrades.
Page 56 of 89
PROJECT REGISTRATION AND OPERATIONS
DAI became officially registered in Guatemala on December 9, 2014. This enabled DAI to enter into
legally binding contracts with goods and service providers, including issuing grants and subcontracts.
Key project operational dates are summarized in Table 8.
Table 8. Key project operational milestones
Item
Date
DAI Registration in Country
December 9, 2014
DAI Bank Account Registration
December 15, 2014
Quetzaltenango Office Lease Start
August 1, 2014
Huehuetenango Office Lease Start
September 22, 2014
MI063BBS
August 19, 2014
Vehicle Disposition from ARD/Tetra Tech
MI071BBR
August 19, 2014
MIO72BBR
September 17, 2014
USAID Approval for Restricted Good Procurement of
October 23, 2014
Two (2) New Project Vehicles
MI067BBV April 7, 2015
Delivery of New Project Vehicles
MI072BBV April 30, 2015
PREPARATION AND SUBMISSION OF KEY CONTRACT
DELIVERABLES
Nexos Locales developed and submitted to USAID sixteen (16) deliverables in the first year.
Table 9: Submission of Key Contract Deliverables
No.
1
Deliverable
Start-Up Workplan
Submitted
September 19, 2014
Approved
September 25, 2014
August 15, 2014
April 22, 2015
September 29, 2014
November 6, 2014
April 22, 2015
August 18, 2015
2
Grants Manual
3
Branding and Marking Plan
4
Rapid Response Plan
5
Annual Workplan: Year 1
October 22, 2014
November 3, 2014
6
Annual Workplan: Year 2
August 14, 2015
Pending
7
Monitoring & Evaluation Plan
October 29, 2014
Pending
8
Gender Equity & Social Inclusion Plan
October 24, 2014
September 24, 2015
10
First Quarterly Technical & Financial Report
October 15, 2014
December 15, 2015
11
Second Quarterly Technical & Financial Report
January 15, 2015
April 16, 2015
12
Third Quarterly Technical & Financial Report
April 15, 2015
May 4, 2015
13
Fourth Quarterly Technical & Financial Report
July 15, 2015
August 5, 2015
Page 57 of 89
X. ANNUAL INVENTORY
REPORT
In accordance with FAR 52.245-1 and AIDAR 752-245-70, and also based on ADS 629.3.3 and CIB 9225, the DAI hereby includes as a separate attachment of the project‘s first annual report, the Annual
Non Expendable Property Report, including any Government-Furnished property or property acquired
by DAI contractor under the contract. A copy has also been sent to the USAID/Guatemala Financial
Management Office.
Page 60 of 89
XI. ANNEXES
1. Performance Monitoring Plan
2. Workplan Activity Accomplishment Table
ANNEX I – PERFORMANCE MONITORING PLAN
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
d
ve
Q46
3
4
5
USAID CDCS Goal: A more secure Guatemala that fosters greater socio-economic development in
the Western Highlands and sustainably manages its natural resources.
Project Level Result: Strengthened municipalities foster more responsive, inclusive, and effective
socio-economic development while reducing local vulnerabilities such as food insecurity and natural
disasters.
1.Cross-cutting Refers to coordination Quarterl
0
0 0 0
2
2
20
2
(Individual
Indicator
with WHIP partners in y
targets
Number of
the targeted 30
per year)
activities and
municipalities of the
projects
Western Highlands.
developed and/or Coordinating actions
implemented
are defined as specific
mutually or in
technical activities done
coordination
in collaboration,
with other USG including but not limited
and USAID
to: co-hosting
Guatemala
conferences and
partners in the
trainings, partnering on
Western
diagnostics and
Highlands
information sharing to
Integrated
increase evidence-based
Program (WHIP) decisions making and
(C)
project planning,
referral of project
participants between
projects, development
of joint work plans in
order to leverage
results and strengthen
results of more than
one project,
development of
municipal plans and
strengthening of
provision of municipal
2
LOP = Life of Project
Q1 = Quarterly 1
Q2 = Quarterly 2
5
Q3 = Quarterly 3
6
Q4 = Quarterly 4
3
4
Page 61 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
services that have a
direct impact improving
or leveraging results of
another project.
Linkage to long term
outcome or impact:
contributes to
achievement of
USAID/Guatemala‘s
DO 2 of improving
levels of economic
growth and social
development in the
Western Highlands.
2. Number of
Activities include
USG-supported trainings in advocacy,
activities
participatory budgeting,
designed to
watchdog/accountability
promote or
practices that
strengthen the
incentivize women to
civic participation participate in local
of women (F)
governance.
(Disaggregated
Activities counted will
by municipality
be those above that
and LGTBI
either are exclusively
people)
for women, or contain
a discreet module that
promotes women‘s
participation.
3. Number of
Refers to ―youth
youth who have development activities
participated in a support, protect,
USG-supported prepare, empower and
activity who
engage youth, aged 10assume
29 years, (including
leadership roles adolescents and young
within their
adults) for participation
communities. (C) in civil society, work,
and family life; and
(Disaggregated
enable them to
by municipality, participate in addressing
gender and
the development
ethnicity)
challenges of their
communities and
nations‖. Youth
development activities
can be programs,
partnerships, policy
reform, institutional
strengthening, grant
making, and research
Quarterl
y
0
Quarterl
y
0
0
100
N/ N/ N/ N/A
A A A
N/A
0
150
0
0
150
35
(Individual
targets
per year)
600
(Individual
targets
per year)
Page 62 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
and evaluation that
actively and
constructively involve
and support young
people. These activities
help develop the
knowledge and skills,
attitudes, networks,
resilience, systems,
assets and resources
youth need for
successful transition to
adulthood. They may be
in any sector, including
health, education,
economic opportunity,
democracy and
governance, peace and
security, food security
and climate change.‖
Participants are counted
only once per LOP.
Leadership roles are
defined as those that
involve ―an action‖
taken to advance the
interests of youth.
Examples include, but
are not limited to are
participation in: youth
diagnostics and
mapping exercises,
social accountability
exercises (including
advocacy campaigns),
participation in youth
congresses, and playing
an active role in the
development of youth
networks.
Disaggregated by Male
gender Female
Disaggregated by Maya
ethnic group Garifuna
Ladino
Xinca
Otro
Disaggregated by Older than 29 years
age group
(youth = 29 year or 29 year or youngest
60%
40%
N/A
N/A
N/A
N/A
N/A
N/A
N/A
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
47%
53%
83%
0%
17%
0%
0%
0%
100
%
47%
53%
83%
0%
17%
0%
0%
0%
100%
60%
40%
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Page 63 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
youngest)
DO1: Greater Security and Justice for Citizens.
Result 1: Sound public financial systems in place in order to promote transparency and permit
participation by citizens in decision-making
4. Number of
Refers to ―Rendicion de Annually
N/A N/ N/ N/ N/A
N/A
130
23
accountability
Cuentas‖ required by
A A A
presentations
the Municipal Code,
made by the
Article 135…‖ the city
municipalities to council will share every
the COMUDEs four months with the
each year (C)
COMUDE information
on the status of income
(Disaggregated
and expeditors in the
by municipality) municipal budget.
5. Number of
USG-assisted training
0 0 77 261
338
Quarterl
0
200
800
individuals who refers to all training or y
(40%
(40%W
received USGeducation events
W
/60%M)
assisted training, whether short-term
/60%M
(Individu
including
(fewer than 16 hours)
)
al
management
or long-term more than
targets
skills and fiscal
16 hours), in country,
per
management, to or abroad that
year)
strengthen local contribute to increase
government
sound public financial
and/or
systems to promote
decentralization. transparency and
(F)
permit participation by
citizens in decision(Disaggregated
making, to strengthen
by gender, youth, civil society
ethnicity, and
participation in social
municipality)
accountability process,
and to strengthen local
NB: The
development plans to
project is
improve food security,
responsible for quantity and quality of
the overall
water, economic
numbers in
development and
targets, but not reduction of climate
for the gender
change vulnerability.
disaggregation
targets.
Linkage to long term
outcome or impact:
contributes to
achievement of
USAID/Guatemala‘s
DO 2 of improving
levels of economic
growth and social
development in the
Western Highlands.
Page 64 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
Disaggregated by Male
gender
Female
60%
Disaggregated by
Maya
ethnic group
Garifuna
N/A
40%
N/A
N/A
Ladino
Xinca
Otro
N/A
N/A
N/A
Disaggregated by
Older than 29 years
age group
(youth = 29 year or
youngest)
6. Number of
projects
presented and/or
prioritized by
municipalities in
coordination
with
communities/civil
society. (C)
7. Number of
municipalities
that practice
participatory
planning and
budgeting. (C)
N/A
29 year or youngest
Refers to projects
Annually
requested of the
municipalities by CSOs,
and/or COCODEs to
the COMUDE.
Participatory planning
Annually
refers to the inclusion
of CSOs and/or
COCODEs in the
presentation and
prioritization of
projects in the
(Disaggregated
COMUDEs meetings
by type of plans (such as LED plans,
and municipality) municipal investment
plans, strategic
development plans).
Participatory budgeting
refers to the process of
developing the list of
priority projects with
corresponding budget
allocations.
8. Percentage of Own-source revenues Annually
monthly average are those collected
increase in
through taxes and fees,
municipal own- including IUSI. These
source revenues. revenues do NOT
0
0
66
%
0 0 34
%
0 0 39
%
0 0 1%
0 0 59
%
0 0 0%
0 0 1%
0 0 37
%
0 0 63
%
N/ N/ N/
A A A
55%
49%
45%
75%
0%
67%
0%
25%
0%
0%
32%
0%
0%
66%
60%
34%
N/A
40%
N/A
625
25
11
N/A
N/ N/ N/ N/A
A A A
N/A
NA
N/ N/ N/ N/A
A A A
N/A
(No
project
inputs
will
N/A
N/A
N/A
N/A
N/A
N/A
N/A
6%
40%
N/A
478 *
7
60%
51%
5%
increase
over
baseline
*
The baseline is high because of a disproportionately high figure for Momostenango. The COMUDE for this municipality accepts proposals on an on-going basis, outside of formal COMUDE
meetings. Rather than anticipate similarly high numbers of proposals for Momostenango in Years 2 and 3, targets were set at a level more similar to that of other high-performing municipalities
under this indicator. This is because the practice of accepting proposals on an on-going basis is likely to change with the recent election of a new mayor. If this practice is continued, we will
revise targets accordingly.
7
Page 65 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
(C)
include commissions
have
(known locally as
been
(Disaggregated
―regalias‖) from mining
provide
by municipality
or hydro-electric
d)
and revenue
companies) because: a)
source)
The project can claim
little attribution to
these revenue sources,
and, b) When these are
reduced or increased
(again through no
influence of the
project), their amounts
are so high that they
greatly skew overall
averages.
Result 2: Strengthened civil society participation in social accountability
9. Number of
Social accountability
N/ N/
Quarterl
0
0
social
actions include: budget y
A A
accountability
analysis; participatory
actions
budgeting and
conducted under development planning;
the project. (C) expenditure tracking;
community monitoring
of goods and service
provision (example is
use of citizen
scorecards);
development and
monitoring of codes of
conduct, citizen
charters, and integrity
pacts; and any element
of an advocacy
campaign.
10. Percentage of Youth are persons from Quarterl NA
25% 0% 0%
youth and
17 to 29 years of age;
y
women among
social accountability
participants in
actions include: budget
project-funded
analysis; participatory
social
budgeting and
accountability
development planning;
actions. (C)
expenditure tracking;
community monitoring
of goods and service
provision (example is
use of citizen
scorecards);
development and
monitoring of codes of
conduct, citizen
processes
N/ 1
A
1
50
0% 71%
71%
50%
Page 66 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
charters, and integrity
pacts; and any element
of an advocacy
campaign. A single
percentage will be
calculated, which adds
youth and women
participants, and divides
them by the total
number of participants.
Result 6: Increased capacity of ANAM and AGAAI to support municipal development and replicate
successful models nationwide.
11. Number of
Performance
0 0 0
2
2
8
Annually
0
1
performance
management refers to
management
actions, systems, and
tools developed decisions necessary to
by ANAM and
ensure that the
AGAAI
organization carries out
supported by the its mandate or mission.
project. (C)
The tools are: manuals,
guides, procedures,
flowcharts, data bases,
software,
methodologies,
technologies, and
approaches developed
to strengthen the
organization in the key
areas of: Planning,
Financial and
administrative
management, technical
capacity, and advocacy
capacity.
12. Number of Advocacy initiatives are Semi0 0 0
1
1
12
0
1
project-funded
counted only once per annually
advocacy
topic. Trainings are
initiatives and
short-term and
trainings
conducted for municipal
conducted by
staff and staff of other
ANAM and
government agencies
AGAAI. (C)
tasked with supporting
municipal functions, as
well as for municipal
representative bodies.
Trainings are counted
only once per topic.
DO2: Improved Levels of Economic Growth and Social Development in the Western Highlands
Result 3: Increased quality of potable water in 30 FtF municipalities
13. Percentage of Municipal refers to the SemiN/A N/ N/ N/ N/A
N/A
40%
13%
municipal water area considered to be annually
A A A
Page 67 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
systems that
provide potable
water (C)
the casco urbano. Water
system refers to the set
of water catchment,
treatment,
(Disaggregated
management,
by municipality) regulation, distribution,
and supply which are
required for local
domestic connections.
Potable water is defined
as water that meets at
least two basic quality
standards specified in
COGUANOR
NGO29.001.98 potable
water:
1) Chlorine
concentration 0.5 to 1
mg/liter free of residual
chlorine
2) Bacteriological
analysis that shows a
maximum of one colony
of coliform and absence
of E-coli in a 100 ml
water sample.
14. Number of Sustainability strategy: Annually
municipalities
refers to the
that develop a
preparation of a
sustainability
document with actions
strategy for
that ensure the
Municipal Potable continued operation of
Water Systems. Municipal Potable
(C )
Water Systems in a
minimum period of 10
(Disaggregated
years.
by municipality)
15. Number of
―Steps‖ will be those
Annually
municipalities
clearly listed in the
that have taken sustainable plans.
at least two
significant steps
towards
implementation
of their
sustainable plan.
(C )
(Disaggregated
by municipality)
16. Percentage
Community water
Semi-
0
0
N/ N/ N/ N/A
A A A
N/A
27
0
0
N/ N/ N/ N/A
A A A
N/A
8
TBD
N/A
N/ N/ N/ N/A
N/A
TBD
Page 68 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
Decembe
systems are the 1500
A A A
annually Decemb
er
30,
r
30, 2015
systems at aldea and
2015
caserio levels that
currently have a piped
system of water
distribution.
Chlorinated water is
that which has a
chlorine concentration
0.5 to 1 mg/liter free of
residual chlorine.
17. Number of
Watershed
N/ N/ N/ N/A
N/A
3
Annually
0
0
watershed
management plan refers
A A A
management
to: One plan developed
plans developed. by the municipalities
(C).
that share a specific
watershed.
Result 4: Local Development Plans established and implemented in order to improve food security
and economic development.
18 Number of
Number of
N/ N/ N/ N/A
N/A
Quarterl
0
0
158
institutions
institutions/organization y
A A A
/organizations
s undertaking capacity /
undertaking
competency
capacity/compete strengthening in one or
ncy strengthening more of the six areas of
as a result of
institutional/organizatio
USG assistance nal competency:
(F)
governance (e.g., board,
[USG FACT: mission/goal/
EG 4.5.1]
constituency,
leadership, legal status);
(Disaggregated
management practices
by municipality) (e.g., organizational
structure, information
management,
administration
procedures, personnel,
planning, program
development, program
reporting); human
resources (e.g., human
resources development,
staff roles, work
organization, diversity
issues, supervisory
practices, salary and
benefits); financial
resources (e.g.,
accounting, budgeting,
financial/inventory
controls, financial
of community
water systems in
the WHIP area
that have
chlorinated
water. (C )
Page 69 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
reporting); service
delivery (e.g., sectoral
expertise, constituency,
impact assessment);
external relations (e.g.,
constituency relations,
collaboration, public
relations, local
resources, media).
19. Proportion of Productive economic
Quarterl
female
resources include:
y
participants in
assets - land, housing,
USG-assisted
businesses, livestock or
programs
financial assets such as
designed to
savings; credit; wage or
increase access self-employment; and
to productive
income.
economic
Programs include
resources
micro, small, and
(assets, credit,
medium enterprise
income or
programs; workforce
employment) (F) development programs
[USG FACT: that have job placement
GNDR-2]
activities; programs that
build assets (such as
land redistribution or
titling; housing titling;
agricultural programs
that provide assets such
as livestock; programs
designed to help
adolescent females and
young women set up
savings accounts).
This indicator does
NOT track access to
services – such as
business development
services or stand-alone
employment training
(e.g., that does not also
include job placement
following the training).
Indicator narratives
should specify type of
assets.
The unit of measure will
be a proportion,
expressed in the format
of X/Y, where X is the
number of females from
N/A
NA N/ N/ N/ N/A
(There A A A
will be
no
project
inputs
in Year
1)
N/A
0.4W
0.6M
Page 70 of 89
Performance
Indicator
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/publ
ic 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
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
program participants
and Y is the total
number of male and
female participants in
the programs illustrated
above (e.g., micro,
small, and medium
enterprise programs;
workforce development
programs that have job
placement activities;
programs that build
assets (land
redistribution or titling;
housing titling;
agricultural programs
that provide assets such
as livestock).
Number of agriculture Quarterl
and nutrition enabling
y
environment policies in
the areas of institutional
architecture, enabling
environment for private
sector investment,
trade, inputs, lands and
natural resource
management and
nutrition:
1. Underwent analysis
(review of existing
policy and/or
proposal of new
policy).
2. Underwent public
debate and/or
consultation with
stakeholders on the
proposed new or
revised policy.
This could also
include proposed
repeal of an
existing policy.
3. Were newly
drafted or revised
4. Received official
approval (legislation
/ decree) of the
new, revised, or
repealed policy by
0
0
N/ N/ N/ N/A
A A A
N/A
10
Page 71 of 89
Performance
Indicator
consensusbuilding that
must occur at
each stage of
policy
development and
approval.
Multiple bodies
at municipal and
state levels must
be consulted as
well as other
stakeholder
groups. The
level of targets
projected
accords with the
experience of
project staff who
have undertaken
similar policy
work under
other
development
projects.
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
the relevant
authority
(legislative or
executive body).
5. Were fully and
effectively
implemented by the
relevant authority
(this includes USG
support to
implementing the
effective repeal of a
policy).
Policies can include
laws, legal frameworks,
regulations,
administrative
procedures, or
institutional
arrangements.
Note that the indicator
has been revised to
acknowledge that these
processes are not
always linear: Newly
drafted laws can be
defeated by a legislative
body and require
redrafting or new
analysis; approved
regulations can prove
difficult to implement
and may need to be
revised. Because of this
non-linear approach,
double counting no
longer a concern and is
in fact appropriate:
Operating units should
indicate if multiple
processes/steps were
completed in a given
year, as this more
accurately represents
work under a given
activity. The
disaggregate ―Total
policies passing through
one more
processes/steps of
policy change‖ will
Page 72 of 89
Performance
Indicator
21. Number of
individuals who
have received
USG supported
short-term
agricultural
sector
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
count the total number
of polices that
completed any
processes/steps,
regardless of the
number of
processes/steps each
policy completed during
the reporting year.
Full and effective
implementation must
meet the following
criteria: (1) The policy
must be in force in all
intended geographic
regions/locations and at
all intended
administrative levels
with all intended
regulation/rules in place
(―full‖); (2) Any ongoing
activities or tasks
required by the policy
(e.g. various kinds of
inspection,
enforcement, collection
of
documents/information/
fees) are being
executed with minimal
disruptions (‖effective‖).
For example, a new
business registration
procedure that has
been rolled out to just
four of six intended
provinces would not
meet these criteria (not
full), nor would a new
customs law that is on
the books but is not
being regularly enforced
at the border (not
effective).
The number of
Quarterl
individuals to whom
y
significant knowledge or
skills have been
imparted through
interactions that are
intentional, structured,
0
0
N/ N/ N/ N/A
A A A
N/A
1200
(40%W/
60%M)
Page 73 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
productivity or
food security
training.(F)
[USG FACT:
4.5.2-7]
and purposed for
imparting knowledge or
skills should be
counted. The indicator
includes farmers,
ranchers, fishers, and
(Disaggregated
other primary sector
by municipality, producers who receive
gender, ethnicity, training in a variety of
and youth).
best practices in
productivity, postNB: The
harvest management,
project is
linking to markets, etc.
responsible for It also includes rural
the overall
entrepreneurs,
numbers in
processors, managers
targets, but not and traders receiving
for the gender
training in application of
disaggregation
new technologies,
targets
business management,
linking to markets, etc,
and training to
extension specialists,
researchers,
policymakers and
others who are engaged
in the food, feed and
fiber system and natural
resources and water
management. There is
no pre-defined
minimum or maximum
length of time for the
training; what is key is
that the training reflects
a planned, structured
curriculum designed to
strengthen capacities,
and there is a
reasonable expectation
that the training
recipient will acquire
new knowledge or skills
that s/he could translate
into action. Count an
individual only once,
regardless of the
number of trainings
received during the
reporting year and
whether the trainings
Page 74 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
covered different
topics. Do not count
sensitization meetings
or one-off informational
trainings.
In-country and offshore training are
included. Training
should include food
security, water
resources
management/IWRM,
sustainable agriculture,
and climate change risk
analysis, adaptation, and
vulnerability
assessments as they
relate to agriculture
resilience, but should
not include nutritionrelated trainings, which
should be reported
under indicator #3.1.91 instead. Delivery
mechanisms can include
a variety of extension
methods as well as
technical assistance
activities.
22. Number of
Total number of private Quarterl
food security
enterprises, producers´ y
private
associations,
enterprises (for cooperatives, producers
profit),
organizations, fishing
producers
associations, water
organizations,
users associations,
water users
women´s groups,
associations,
trade and business
women's groups, associations and
trade and
community-based
business
organizations, including
associations, and those focused on
communitynatural resource
based
management, that
Organizations
received USG
(CBOs) receiving assistance related to
USG assistance. food security during the
(F)
reporting year. This
[USG FACT: assistance includes
4.5.2-11]
support that aims at
organization functions,
0
0
N/ N/ N/ N/A
A A A
N/A
30
(new)
Page 75 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
(Disaggregated
by organization
type and
municipality)
such as member
services, storage,
processing and other
downstream
techniques, and
NB: Targets will management, marketing
be set only for
and accounting.
―new‖
―Organizations
organizations,
assisted‖ should only
though
include those
continuing
organizations for which
organization will implementing partners
be recorded and have made a targeted
reported as a
effort to build their
footnote.
capacity or enhance
their organizational
functions.
In the case of training
or assistance to
farmer‘s association or
cooperatives, individual
farmers are not
counted separately, but
as one entity.
Nexos Locales will
monitor and evaluate
water users
associations, women‘s
organizations, Municipal
Women´s Offices
(design and
implement
municipal plans on
food security and
nutrition), and
business associations.
23. Number of
public-private
Partnerships
formed as a
result of FtF
assistance. (F)
[USG FACT:
4.5.2-12]
(Disaggregated
by partnership
focus)
Number of publicQuarterl
private partnerships in y
agriculture or nutrition
formed during the
reporting year due to
Feed the Future
intervention (i.e.
agricultural or nutrition
activity, as described
below). Private
partnerships can be
long or short in
duration (length is not a
criteria for
0
0
N/ N/ N/ N/A
A A A
N/A
3
Page 76 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
measurement).
Partnerships with
multiple partners
should only be counted
once. A public-private
alliance (partnership) is
considered formed
when there is a clear
agreement, usually
written, to work
together to achieve a
common objective.
Please count both
Global Development
Alliance (GDA)
partnerships and nonGDA partnerships for
this indicator. There
must be either a cash
or in-kind significant
contribution to the
effort by both the
public and the private
entity. USAID must be
one of the public
partners. USAID is
almost always
represented in the
partnership by its
implementing partner.
For-profit enterprises
and NGOs are
considered private. A
public entity can be
national or sub-national
government as well as a
donor-funded
implementing partner. It
could include state
enterprises which are
non-profit. A private
entity can be a private
company, a community
group, or a state-owned
enterprise which seeks
to make a profit (even if
unsuccessfully).
A mission or an activity
may form more than
one partnership with
the same entity, but this
Page 77 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
is likely to be rare. In
counting partnerships
we are not counting
transactions with a
partner entity; we are
counting the number of
partnerships formed
during the reporting
year. Public-private
partnerships counted
should be only those
formed during the
current reporting year.
Any partnership that
was formed in a
previous year should
not be included.
An agricultural activity
is any activity related to
the supply of
agricultural inputs,
production methods,
agricultural processing
or transportation.
A nutritional activity
includes any activity
focused on attempting
to improve the
nutritional content of
agricultural products as
provided to consumers,
develop improved
nutritional products,
increase support for
nutrition service
delivery, etc..
NOTE: Each
partnership‘s formation
should only be reported
once in order to add
the total number of
partnerships across
years.
24. Number of
Number of people
Annually
people trained in (health professionals,
child health and primary health care
nutrition through workers, community
USG-supported health workers,
programs. (F)
volunteers, non-health
[USG FACT: personnel) trained in
3.1.9-1]
child health care and
0
0
N/ N/ N/ N/A
A A A
N/A
130
(40%W/
60%M)
Page 78 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
child nutrition through
USG-supported
programs during the
reporting year.
USG-assisted training
refers to all training or
NB: The
education events
project is
whether short-term
responsible for (fewer than 16 hours)
the overall
or long-term (more
numbers in
than 16 hours), in
targets, but not country, or abroad.
for the gender
For this indicator, count
disaggregation
the training attendance
targets.
numbers without
distinguishing whether
Although this
the same person
indicator permits received multiple
participants to be trainings. Counting
counted more
individuals multiple
than once, the
times is acceptable for
project targets
this indicator.
will reflect only Values reported should
first-time
reflect country-wide
participants as a results in Feed the
more meaningful Future focus countries;
measure. Total results should not be
numbers of
restricted to only those
participants
achieved in the Feed
trained will
the Future Zone of
recorded and
Influence.
reported as a
footnote to PMP
reports.
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
N/A
27
Annually
0
NA N/ N/ N/ N/A
institutions with improved capacity to
A A A
improved
address climate change
capacity to
issues have new or
address climate increased ability to use
change issues as new or different
a result of USG approaches, processes,
assistance (F)
strategies, or
[USG FACT: methodologies to adapt
4.8.2-14]
to climate change.
Measuring improved
(Disaggregated
institutional capacity to
by municipality
address climate change
and type of
an initial baseline
(Disaggregated
by gender, youth,
ethnicity, and
municipality)
Page 79 of 89
Performance
Indicator
institution,
adaptation
capacity)
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
assessment of the
targeted capacity (ies)
and a post-intervention
assessment.
Relevant institutions
include partner
government or regional
government institutions
(such as ministries,
departments, or
commissions), private
sector entities, local
civil society
organizations (such as
women´s groups,
farmers´ or fishing
cooperatives), and
trade unions, among
others.
Indications of increased
institutional capacity to
engage with climate
change adaptation, clean
energy, or sustainable
landscapes include, but
are not limited to:
� Generating or using
trend data related to
climate change
projections,
� Using climate-change
information or
vulnerability
assessments to inform
decisions and actions,
� Hiring technically
qualified staff with
responsibility and
authority to manage
climate change related
issues,
� Having access to
equipment or other
inputs necessary for
planning, assessment
and management of
climate change topics,
� Engaging local-level
stakeholders to ensure
that policies, plans,
budgets, and
Page 80 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
investments address onthe-ground needs
related to
climate change,
� Developing a plan of
action to respond to
and build resilience to
climate change impacts,
� Increasing institution
funding levels for
addressing climate
change issues,
� Improving
coordination with other
key institutions, such as
government ministries
in non-environment
sectors, to address
climate change through
an economy-wide
approach,
� Building networks
with other
organizations in the
country or region to
increase opportunities
for clean energy trade
or investment,
� Building in-house
expertise for assessing
greenhouse gas sources
and trends, and/or
analyzing greenhouse
gas adaptation options,
and
� Developing systems
to measure and store
data on carbon stocks
of forests and other
landscapes using
improved tools and
methodologies.
The narrative
accompanying this
indicator should identify
the institutions with
increased capacity and,
if possible, the extent to
which capacity has been
built.
An institution can be
Page 81 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
reported as having its
capacity improved in
multiple years if it
achieves meaningful
improvement in more
than one year.
26. Number of
―Capacity to adapt‖ is Annually
stakeholders
the ability to adjust to
with increased
climate change by either
capacity to adapt coping with negative
to the impacts of effects or taking
climate change as advantage of positive
a result of USG climate change
assistance (F)
opportunities.
[USG FACT: Counting leading
4.8.2-26]
decision-makers with
―increased capacity to
adapt‖ requires a
baseline measure of
initial capacity to adapt,
then a measure of the
change relative to that
baseline that is plausibly
attributable to the USG
intervention. USG
support aims to
increase medium and
long-term adaptive
capacity. An increase in
capacity can be shown
with the use of surveys
or assessments of
capacities. Actions
taken or behaviors
changed can be easily
identifiable and a
reliable marker to
count, however
increased capacity need
not be limited to
actions or behaviors.
Stakeholders with
improved adaptive
capacity may include,
but not limited to:
Implementing riskreducing
practices/actions to
improve resilience to
climate change; using
climate information in
0
0
N/ N/ N/ N/A
A A A
N/A
175
Page 82 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
decision making; with
increased knowledge of
climate change impacts
and response options.
The narrative
accompanying this
indicator should briefly
describe adaptive
capacity in the project
context and indicate the
stakeholders involved.
In particular, indicate
the climate change
vulnerability being
addressed by the
intervention and the
capacity or behavior
change that addresses
the vulnerability.
Note: Attending
training does not
automatically count
towards increased
capacity to adapt to
climate change.
Measuring increased
knowledge that may
have been attained at
training requires an
initial baseline
assessment of the
targeted individual(s)
and a post-intervention
assessment.
NB: Stakeholders are
individuals.
27. Number of
Technologies and
Annually
climate
methodologies for
adaptation tools, adaptation can include
technologies and ways to measure and
methodologies
calculate carbon
developed,
emissions, perform
tested and/or
GHG inventories,
adopted as a
measure and monitor
result of USG
pollution reductions or
assistance (F)
manufacturing efficiency
[USG FACT: gains and support
4.8.2-8]
planning and project
design. Other examples
(Disaggregated
are GIS/GPS data
by tools,
collection and
0
0
N/ N/ N/ N/A
A A A
N/A
32
Page 83 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
technologies and dissemination platforms
methodologies) and methodologies, and
improved field
technologies like soils
management methods
or a new solar electric
application. Tools and
methods to enhance
climate resilience
integrate climate
considerations into
planning and
management processes,
including planning and
project design. They
may include methods
for vulnerability
assessment, guidance to
different sectors and/or
regions, or information
platforms that provide
information and data to
inform planning and
decision making based
on scenarios and
projections. Tools,
technologies, and
methods may include
software, manuals,
training materials,
information platforms,
devise, improved crop
varieties, etc.
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:
Laws, policies,
Annually
strategies, plans,
agreements or
regulations include
those measures
developed to address
climate change and/or
biodiversity
conservation issues.
However, if a measure
is not yet adopted, it
must at least be
formally proposed
within an official
government process to
be reported. ―Officially
proposed‖ means that a
0
0
N/ N/ N/ N/A
A A A
N/A
37
Page 84 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
4.8.2-28]
relevant government
official or agency with
Disaggregated by: decision-making
Laws, policies,
authority has proposed
strategies, plans the measure publicly.
or regulations
Each piece of legislation
and by stage of
can be counted once as
passage
―proposed‖ and once as
―adopted‖, if applicable.
The indicator narrative
should include an
explanation of when
each measure is
counted. ―Adopted‖
means officially codified
or enacted by the
legislation government
entity with decision
making authority in
their national legal,
regulatory, or policy
system. Legal,
regulatory and policy
reform can incentivize
investment in clean
energy or energy.
Laws, policies,
strategies, plans and
regulations that address
climate change and/or
biodiversity
conservation may be
integrated in scope, or
may address sectors,
such as water, marine
resources, forests, land
use and agriculture,
energy, trade, education
and urban development.
It is essential that the
indicator narrative
explain the connection
between the measure
and climate change or
biodiversity. The
narrative should be
specific about what the
reported number
represents, particularly:
What is the title of the
measure? At what stage
Page 85 of 89
Performance
Indicator
Year 1
LOP2
Frequen Baseli
Achievement
Indicator Definition
Planne
Cumulati
cy
ne
Planned
Q1 Q2 Q3
6
d
ve
Q4
3
4
5
is it? (Officially
proposed or adopted);
What is/are the
institution(s) that will
be implementing and/or
enforcing the measure?
How does the measure
contribute to climate
change adaptation or
biodiversity
conservation?
Page 86 of 89
ANNEX II - WORK PLAN ACTIVITY ACCOMPLISHMENT TABLE
YEAR 1 WORK PLAN CHART BY ACTIVITY
RESULT#01 - SOUND PUBLIC FINANCIAL MANAGEMENT
Activity & Sub-Activity
Completion Quarter
Status
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
Development of MOU with municipalities
Q4
1.1.2
Development, presentation, and validation of PFM assessments
Q5
1.2.3
1.2 Deliver technical assistance that meets the specific needs of the target municipalities.
Eight (8) sub-regional training workshops on PFM Standard Operating
Q4
Procedures
1.3 Deliver technical assistance that meets the specific needs of the target municipalities.
1.3.1
Rapid assessments of COMUDE functioning and capacity
Q4
1.3.2
Develop TA plans for each COMUDE
Q5
1.3.3
Initial Meetings on how the COMUDE TA plans will be implemented
Q5
1.4.1
1.4 Build the capacity of the mancomunidades to develop and implement regional strategies.
Select mancomunidades
Q4
1.4.2
1.4.3
Mapping of select mancomunidades
Develop and sign MOU with selected mancomunidades
Q4
Q4
RESULT#02: STRENGTHENED CIVIL SOCIETY PARTICIPATION IN SOCIAL
ACCOUNTABILITY PROCESSES
Activity & Sub-Activity
Completion Quarter
Status
2.1 Conduct an Entry Point Map
2.1.1
Develop entry points for all 30 municipalities
Q3
2.2 Train citizens so they can analyze local authority budgets and public spending.
2.2.1
Select municipalities and COCODEs for Budget Analysis trainings
Q4
2.2.2
Eight (8) regional workshops to train CSOs and COCODEs in budget analysis
Q5
2.3 Build the capacity of CSOs to engage municipalities through COMUDEs.
2.3.1
Eight (8) regional workshops to train CSOs in basic advocacy techniques
Q5
2.4 Support CSOs to implement social accountability mechanisms.
2.4.1
Developing election transition plans
Q5
2.5 Provide technical assistance to the COCODEs through grants to CSOs
2.5.1
Desktop survey of existing COCODE TA needs
Q4
Page 87 of 89
2.5.2
Formulation of CSO projects
Q5
RESULT#03: INCREASED QUALITY OF POTABLE WATER IN 30 FEED THE FUTURE
MUNICIPALITIES
Activity & Sub-Activity
Completion Quarter
Status
3.1 Map water sector stakeholders.
3.1.1
Map water sector stakeholders
Q5
3.2.1
3.2 Provide technical assistance to municipalities to improve water service delivery.
Initial meetings to outline the strategic business and investment plans in all 30
municipalities
Q5
3.3 Assist municipalities with the development of watershed management and protection plans and train
them on plan implementation.
3.3.1
Watershed Diagnostic
Q5
RESULT#04: LOCAL DEVELOPMENT PLANS ESTABLISHED AND IMPLEMENTED IN
ORDER TO IMPROVE FOOD SECURITY AND ECONOMIC DEVELOPMENT
Activity & Sub-Activity
Completion Quarter
Status
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
Rapid assessment of previous donor assistance to the 30 OMMs
Q4
4.1.2
Immediate responses to the needs identified in the rapid assessments
Q5
4.2 Coordinate with municipalities to establish and operate food security situation rooms.
4.2.1
4.2.2
4.2.4
Rapid assessments of the SAN Situation Rooms
Coordination with SESAN and other USAID FtF initiatives
TA in the functioning of existing situation rooms and in the establishment of
new ones
Four (4) regional training workshops on the importance of the Situation
Rooms
4.3.1
4.3 Help municipalities develop LED plans.
Assessment of municipal LED needs
4.2.3
Q4
Q5
Q5
Q5
Q5
4.4 Coordinate with other USAID implementing partners to support access to basic municipal services for
small-scale producers and their associations.
4.4.1
4.4.2
Identification of public policies adverse to agricultural production
Facilitation of sessions with small-scale farmers
Q5
Q5
RESULT#05: MUNICIPAL PLANS ESTABLISHED TO REDUCE CLIMATE
CHANGE VULNERABILITY AND TECHNICAL ASSISTANCE PROVIDED FOR
IMPLEMENTATION OF PLANS
Page 88 of 89
Activity & Sub-Activity
Completion Quarter
Status
5.1 Improve municipalities' awareness of climate stressors and of adaptation measures.
5.1.1
Evaluation of knowledge levels of climate stressors and adaptation measures
Q5
5.4 Build citizen knowledge of climate stressors so they are better able to participate in the municipal
planning.
5.4.1
Climate Change Public Awareness Campaign
Began Year 1, ongoing
RESULT#06: INCREASED CAPACITY OF ANAM AND AGAAI TO SUPPORT
MUNICIPAL DEVELOPMENT AND REPLICATE SUCCESSFUL MODELS
NATIONWIDE
Activity & Sub-Activity
Completion Quarter
Status
6.1 Deliver technical assistance and training to ANAM and AGAAI to improve their service provision and
ability to advocate on the topics of crime prevention, food security, health, DRR, and climate change
vulnerability reduction.
6.1.1 Develop MOU with ANAM and AGAAI
Q3
6.1.2 Develop TA plans with ANAM and AGAAI
Q5
6.1.3 TA in improved service provision to members
Q5
6.1.4 TA in advocacy techniques in specific areas
Q5
Page 89 of 89