From Tradition to Tomorrow
Since 1999, this work has evolved from a small group of midwives organizing after conflict to a fully Indigenous-led health system.
Pre-1999 – Post-Conflict Context
Following Guatemala’s internal armed conflict, Maya midwives in the Mam region begin organizing informally to support one another, preserve traditional medicine, and strengthen their practice amid systemic marginalization, lack of resources, and institutional discrimination.
1999 – Foundational Meeting in Concepción Chiquirichapa
After 17 years of exile, the Ixcot family returns to their community accompanied by North American midwife Judy Luce.
They meet with Maya midwives who share their realities, marking the beginning of collaboration, resource support, and cultural exchange.
2000 – Formation of Association of Midwives from the Mam Area (ACAM)
Maya midwives formally establish their own organization rooted in Mam culture and Indigenous governance, achieving legal recognition on July 26, 2000 and initiating coordination with regional health authorities. It was later determined that the legal structure did not meet nonprofit association requirements, enabling misuse of funds, lack of transparency, and the concentration of control—contributing to the need for full organizational restructuring.
2001–2004 – Infrastructure and Institutional Foundation
2001: Land acquired for a maternity center with support from international donors
2003: Construction of the ACAM Center begins with support from international donors
2004: Inauguration of Casa Maternal de Nacimiento y la Comienza de Esperanza
The first birth center owned and operated by Maya midwives is established, integrating clinical care, education, and community space.
2014 – Establishment of Maya Midwifery International (MMI)
MMI is founded as a U.S.-based 501(c)(3) to support fundraising, administration, and international partnerships, helping sustain resources while protecting the mission.
2016 – Program Expansion
Mobile clinic and community training operations begin, extending maternal health services and midwifery education to four additional communities.
2020 – COVID-19 Response and Adaptation
Despite postponing mobile operations, service delivery adapts to meet increased demand during the pandemic, nearly doubling reach and reinforcing the central role of midwives in community health.
2021 – Strengthening Local Operations
On-the-ground administrative staff are hired, increasing operational capacity and coordination within Guatemala.
2023 – Launch of Independent Immersion Program
An independently operated immersion program is established to support financial sustainability and reduce long-term reliance on external funding.
2023–2024 – Organizational Restructuring and Governance Transition
Through governance review and training processes, structural weaknesses in the prior Guatemalan entity were identified, including lack of formal nonprofit status, limited transparency, and concentration of control. These challenges resulted in asset loss and operational risk.
In response, and in coordination with the majority of midwives and Indigenous legal leadership from the Mam region, a full organizational restructuring was undertaken.
Clear governance and bylaws were established
Financial management, reporting systems, and internal controls were implemented
Role separation between clinical and administrative leadership was formalized
Accountability mechanisms, including whistleblower protections, were introduced
This transition reinforced a core principle: accountability strengthens Indigenous self-determination.
2024 – Legal Formation of Asociación Naye Xjaw
On October 26, Asociación Naye Xjaw is formally registered as a nonprofit civil association in Guatemala, establishing a legally compliant, Indigenous-led institutional structure.
2025 – Full Operational Transition to Naye Xjaw
In May, operations fully transitioned under Naye Xjaw leadership.
12 staff members employed, including 7 midwives
All staff receive fair wages and full legal benefits
Dual governance structure established (Guatemala and U.S.)
Financial reporting, internal controls, and partner coordination formalized
Despite asset losses during the transition, clinical services remained uninterrupted, community trust strengthened, and midwife participation continued to grow. The organization operates with diversified funding and is positioned for long-term sustainability and accountable expansion.