Joint Programme Factsheet
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Overview 

Wielding an innovative approach, stakeholders of the Joint Programme Living Better in Guatemala have prioritized food and nutrition, as well as community resilience and climate change adaptation, in the dry corridor of the country. By providing support to local governance on issues of gender equality, cultural sensitivity, and climate variability Joint Programme Stakeholders attempt to improve food and nutrition security and raise the resilience of local households.

Fund scope

Aligned with the National Development Plan K'atun, Our Guatemala 2032 and general government policy for 2020-2024, the Joint Programme Living Better in Guatemala targets 59 communities in seven municipalities of the Dry Corridor to improve food and nutrition insecurity—reaching more than 7,043 families, especially the most vulnerable. Communities in the Dry Corridor have buckled under multi-dimensional poverty, insufficient daily income, lack of access to public services, water, and sanitation. Upwards of 70% have less than a primary school education with illiteracy rates as high as 32.2% in Chiquimula and 25.2% in Jalapa. Citizen participation is relegated to religious organizations (50%) with dismal representation in public areas like health committees (2.1%) or local water and sanitation boards (1.4%). And regarding socioeconomic station: 19.1% of the population is involved in day labor, 13% is self-employed (agriculture), and 14.8% are unpaid agricultural workers. As long as 45.6% of families in the Dry Corridor remain reliant on agriculture, livestock and forestry for their well-being and livelihoods it is imperative they become more resistant to natural disasters and socio-economic stressors that lead to harvest losses or low crop yield.

To respond to this complex reality, Joint Programme stakeholders developed an innovative and comprehensive model to improve governance and gender equality indicators in a sustainable and culturally relevant manner. Water security has been prioritized to help households adapt to climate events that impede access to water or affect food production systems. In addressing food production, use of food, and making improvements to housing, partners strive to strengthen food and nutrition security, as well as the resilience of community households. The main areas of action under the Joint Programme are:

  • Developing food systems adapted to drought and increasing food availability and access.
  • Strengthening knowledge, attitudes and practices of families around nutrition and health.
  • Establish a sustainable model of water governance and security by coordinating municipal and community efforts with a micro-basin that combines municipal development plans with land use planning.
  • Augmenting the capacities of central and local governments to prioritize food and nutrition security, resilience, and adaptation to climate change by strengthening democratic, participatory, and gender equality governance models.

Also built into the Joint Programme are financing opportunities for small-scale coffee producers to consolidate and/or expand their projects under a project focused on specialty coffee and the coffee value chain.

Theory of Change

Stakeholders expect to fulfil the primary aims of the programme, which include ensuring that families—mainly women and children under five—are able to improve their food and nutrition security status by raising their resilience and ability to adapt to climate change. To do so, Joint Programme action falls along three distinct tracks:

  • Assisting families in improving food and nutrition security and resilience by adapting food systems to drought and strengthening knowledge on agricultural issues, attitudes, practices (all the while promoting gender equality).
  • Families and community organizations develop skills to implement and manage the basin approach, land use plans, and risk management to strengthen food and nutrition security, resilience, and adaptation to climate change.
  • Central and local government officials, members of development councils, and commissions and coordinators for disaster reduction have strengthened capacities to carry out legal responsibilities, adopt measures, and formulate policies and proposals with resilience and gender equality components embedded in them.

This triad of tracks comprises the comprehensive approach for the Joint Programme where governance for water, food and nutrition security is at the centre, helping partners provide responses that build sustainable positive impact for families—women and children under five years of age especially.

Governance Structure

National Steering Committee 

Members ensure Joint Programme relevance, effectiveness and replicability by providing strategic guidance to partners and aligning programme principles with government policies and frameworks. The National Steering Committee is responsible for budgetary, approval, advocacy, and liaison tasks and effectively coordination action at all levels to improve the relevance and effectiveness of outcomes in San Marcos.

Programme Management Committee

To maintain a dynamic and fluid relationship with local governance partners, members of the Programme Management Committee work to facilitate cross-sector and inter-municipal coordination for the Joint Programme. The Committee monitors policies and strategic guidelines; coordinates complementarity action; reviews work plans, budgets and annual and final reports; identifies good practices, and ensures local development plans and policies are gender sensitive, locally oriented, and risk sensitive.

Operational and Management Coordination Unit

A unit comprised of the Programme Manager and Thematic Coordinators, its function is to smoothly implement the Annual Operational Plan, liaise with Management Committee as necessary, propose a robust intervention strategy, review operational issues, ensure compliance of report quality to donors, and monitor financial flows for Joint Programme initiatives.

Operations Unit

Members of the Operations Unit are responsible for articulating Annual Operational Plan, planning and implementing actions to achieve programmatic and operational coherence, achieve greater administrative and budgetary efficiency, enhance cooperation between partners, document lessons learned, track the incorporation of gender equality, and play a role in advocating for, raising the profile, of joint actions, results, and products.

Administrative-Financial Unit

This Unit report to the Lead Agency and support Programme Officers in providing systematized information so pertinent decisions promote successful joint programme outcomes.

Gender Officer

Ensures the gender approach is integrated across all activities and tasks, and that gender equality is effectively practiced within public and social institutions that are part of the Joint Programme.

Interagency Committee

This Committee reports programmatic limitations to Programme Officers and Thematic Coordinators and provide instructions on different measures or avenues of recourse.

 Administrative Agent

Recipient Organizations receive funds through the Administrative Agent, the MPTF Office. The Administrative Agent is responsible for the receipt, administration and management of contributions from donors, disbursement of funds to Recipient Organizations, and consolidation and dissemination of progress reports to donors.  

Participating UN Organizations

Programme implementation is the responsibility of each Participating UN Organization. Each organization is programmatically and financially responsible for resources received.

Recent Documents

This tab shows only recent documents relevant at the Fund level. To see more documents at both the fund and project level go to the Document Center.

Key Figures
Funding Status
Participating Organizations are required to submit final year-end expenditures by April 30 in the following year; Interim expenditure figures are submitted on a voluntary basis and therefore current year figures are not final until the year-end expenditures have been submitted.
Total as of
Values in US$
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Funds with Administrative Agent
Contributions from Donors 1,872,669  
Interest and Investment Income (from Fund) 494  
Interest (from Participating Organizations) 0  
Total source of funds   1,873,164
Transferred to Participating Organizations 1,853,934  
Refunds from Participating Organizations 0  
Administrative Agent Fee 18,727  
Direct Cost 0  
Bank Charges 9  
Total use of funds   1,872,670
Balance with Administrative Agent   494
As a percentage of deposits   0.0%
Funds with Participating Organizations
Transfers to Participation Organizations 1,853,934  
Total resources   1,853,934
Participating Organizations' Expenditure 0  
Refunds from Participating Organizations 0  
Total expenses     0
Balance with Participating Organizations   1,853,934
As a percentage of transfers   100.0%
Total Balance of Funds   1,854,428
As a percentage of deposits   99.0%
Delivery Analysis
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Contacts

Administrative Agent Issues in Guatemala

  • Ms. Peride K. Blind, Head of Office, Resident Coordinator’s Office, Guatemala, Email: blind@un.org 
  • Mr. Maynor Estrada, Representante Asistente (Programas), FAO, Guatemala, Email: maynor.estrada@fao.org

 

Administrative Agent Issues in New York

Multi-Partner Trust Fund Office (MPTF Office), Bureau for Management Services, United Nations Development Programme; Fax: +1 212 906 6990;  

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