usaid: el salvador crime and violence prevention project
TRANSCRIPT
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
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LIST OF ACRONYMS
ADESCO Community Development Association
AJR Alianza Joven Regional
CBO Community Based Organization
CISALVA Instituto de Investigación y Desarrollo en Prevención de la Violencia y
Promoción de la Convivencia Social
CPO Crime Prevention Observatory
CVPP Crime and Violence Prevention Project
ENPV National Strategy for Violence Prevention
FBO Faith Based Organization
FUNDAMUNI Fundación de Apoyos a Municipios de El Salvador
GIZ German International Aid Agency
GNGP National Office for Violence Prevention
GOES Government of El Salvador
IADB Inter-American Development Bank
MC Municipal Council
MDS Municipal Crime and Violence Diagnostics
MEP Monitoring and Evaluation Plan
MJSP Ministry of Justice and Public Security
MPC Municipal Prevention Committee
MPP Municipal Prevention Plan
NGO Non-governmental Organization
PPP Public Private Partnership
PRE-PAZ Council of Violence Prevention and Promotion of a Culture of Peace
RFA Request for Applications
SISMONPREV Sistema de Monitoreo y Prevención
TTP Technical Training Proposal
USAID United States Agency for International Development
USG United States Government
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
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CONTENTS
List of Acronyms .......................................................................................................... 2
Executive Summary ..................................................................................................... 5
Resumen Ejecutivo ..................................................................................................... 10
1. ACTIVITY IMPLEMENTATION PROGRESS ................................................... 15
COMPONENT 1: INCREASE GOES CAPACITY TO PREVENT VIOLENCE
AND CRIME ON A NATIONAL SCALE ............................................................... 15
Sub-Activity 1.1 Improve GOES ability to implement the National Strategy for Violence
Prevention (ENPV) and the National Policy for Justice, Public Security and Social
Coexistence……………………………………………………………………………….15
Sub-Activity 1.2 Improve the national policy framework for crime and violence prevention
by supporting emerging laws and policies ........................................................................ 25
Sub-Activity 1.3 Support Municipal Crime Prevention Observatories ............................ 28
COMPONENT 2: MUNICIPAL-LED, COMMUNITY-BASED CRIME AND
VIOLENCEPREVENTION ...................................................................................... 37
Sub-Activity 2.1: Selection of municipalities and establishment fo 13 new Municipal
Crime and Violence Preventuon Committees……………………………………………37
Sub-Activity 2.2: Development of Municipal leaders´ and community members´
Capacity for prevention, planning, implementation and analysis ..................................... 38
Sub-Activity 2.3: Development of Youth Values and Identity ......................................... 46
Sub-Activity 2.4: Development of For My Neighborhood Outreach Centers .................. 48
Sub-Activity 2.5: Strengthening of Vocational Skills and Employment Opportunities ... 52
Sub-Activity 2.6: Development of Infrastructure for Prevention Situational Awareness 55
Sub-Activity 2.7: Strengthening Communications and Use of Media ............................. 55
Sub-Activity 2.8: Establishment of Public-Private Alliances in selected municipalities 56
Sub-Activity 2.9: Identification, systematization, publication and dissemination of
Innovative municipal-led, community-based crime and violence prevention best
practices ............................................................................................................................ 58
COMPONENT 3: INNOVATIVE IDEAS.................................................................... 58
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
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2. Other Project Offices .............................................................................................. 59
3. Implementation Challenges ..................................................................................... 65
4. Other Activities ....................................................................................................... 66
5. Planned Activities for Next Quarter Including Upcoming Events ......................... 68
6. USAID Special Reports .......................................................................................... 69
ANNEX ............................................................................................................................ 85
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
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EXECUTIVE SUMMARY
The Crime and Violence Prevention Project (CVPP), AID-519-C-13-00002, is a five-year
project (March 2013- March 2018) which objective is to help increase citizen safety in El Salvador,
specifically in 55 at-risk municipalities.
The activities undertaken by the project are designed to build ownership of national government,
local government and citizens in their long-term efforts to address crime and violence prevention
at the community level. To ensure the achievement of these objectives, the project will work
through the following components:
Component 1: Increase Government of El Salvador’s (GOES) capacity to prevent violence and
crime on a national scale.
Component 2: Municipal-led, community-based crime and violence prevention.
Component 3: Innovative crime and violence prevention opportunities.
The project is proud to present this Fiscal Year (FY) 2014 Annual Report, highlighting its major
achievements and challenges while working to implement six crime and violence prevention
strategies at the municipal and community levels, and while working in close collaboration with
the Ministry of Justice and Public Security (acronym in Spanish MJSP) to carry out municipal
diagnostics, design new policies and train personnel in crime and violence prevention. Moreover,
the report denotes hurdles and success as it created and strengthened Municipal Crime
Observatories in nine municipalities.
This report also includes financial, monitoring and evaluation, and press/media accounts covering
the period under review.
The country underwent a peaceful transfer of power during the reporting period, managing a
seamless transition of power within the executive branch. As the Sánchez Cerén administration
closed its first 100 days, analysts measured the new government´s commitment to security,
economic and social issues, all based on then-candidate Ceren´s campaign platform.
Reviews were mixed, with polls showing that 46.8% of the general population disapproved
“somewhat” or “a lot” of the president´s overall performance during his first 100 days in office.
Forty percent approved “somewhat” or “a lot” of the president´s job.1 According to Diario Latino,
ex-presidents Eias “Tony” Saca and (2004-2009) and Mauricio Funes (2009-2014) received 74%
and 71% approval ratings during their first 100 days in office, respectively.2 The poll conducted
by LPG Datos says the marks received are a result of people´s feelings regarding security and the
economy – 65.1% of those people feel the president is not helping to resolve the country´s various
security issues; and 64.3% feel the president is not helping to resolve the country´s various
economic issues.3
1 El 46.8% de salvadoreños desaprueba gestión de Sánchez Cerén, según sondeo. Diario latino.net. Sept 2, 2014. 2 Ibid. 3 Ibid.
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
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Poll results are no surprise. According to the National Civilian Police (acronym in Spanish PNC),
homicides rose from 2013 to 2014, and President Sánchez Cerén inherited a country where 13
homicides were being committed every day. June 16, 22 and 30 were especially bloody with 20
homicides per day.4 And while homicides have dropped from 13 to 11 per day from June to
September, people nonetheless feel the security situation has not improved altogether, especially
as 8 of the year´s 30 massacres occurred during the new administration.5
Furthermore, a report by the United Nations Children´s Fund (UNICEF) found that El Salvador
has the highest homicide levels for boys, girls and adolescents 0-19 years of age.6 The UNICEF
report highlights sexual, physical and emotional abuse children suffer, raising yet another red flag
for government officials, not-for profit organizations and the international aid agencies assisting
the country with an already complicated security situation. The report serves as a point of
reflection for the project, as it seeks to assist women and young females through municipal and
community programming that aims to prevent acts of violence against these special groups.
In response to media accounts, Benito Lara, minister for the MJSP, spoke of the administration´s
effort to implement a robust Community Police program, and mount a National Citizen Security
Council (as of the writing of this report, both initiatives were launched); as well as the
administration´ work with the United Nations Development Program (UNDP), the Organization
of American States and (OAS) and European Union (EU) to establish a trust fund to finance
security and prevention activities.7 The fund will be financed, in part, by a new .25% tax on cash
or credit transfers above $1,000.
On the economic front, President Ceren highlighted a number of initial steps taken to transform
the economy. These steps include the naming of Vice President Oscar Ortiz as the Salvadorian
equivalent of an “Investment Czar” to oversee efforts to increase foreign investment. Other efforts
include improving roads and modernizing the international airport.8
During the reporting period, USG and GOES also signed the FOMILENIO II compact, which
provides $277 million through the Millennium Challenge Corporation (MCC) to improve
infrastructure, human capital and investment climate through different parts of the country.
El Salvador will provide an additional $88.2 million for the venture.9 With projects set to start in
2015, the administration is hopeful FOMILENIO II will kick-start the economy by providing
4 11 homicidios diarios en primeros 100 días de gobierno. La Prensa Gráfica. Sept. 10, 2014.
http://www.laprensagrafica.com/2014/09/10/11-homicidios-diarios-en-primeros-100-dias-del-gobierno. 5 Ibid. 6 Ocultos a Plena Luz. UNICEF. Sept. 5, 2014. http://www.unicef.es/actualidad-
documentacion/publicaciones/ocultos-plena-luz-un-analisis-estadistico-de-la-violencia 7 Ibid/Gobierno lanzara Consejo Nacional de Seguridad Ciudadana. Sept. 9, 2014.
http://verdaddigital.com/index.php/nacionales/12633-gobierno-lanzara-consejo-nacional-de-seguridad-ciudadana-
para-contrarrestar-violencia. 8 INFORME DE LOS 100 DIAS DE GOBIERNO. Presidencia de la Republica. http://www.presidencia.gob.sv/wp-
content/uploads/2014/09/Discurso_presidente_100_dias_web.pdf. 9 EUA y El Salvador Firman Finalmente FOMILENIO II. La Prensa Gráfica. Sept. 30, 2014.
http://www.laprensagrafica.com/2014/09/30/eua-y-el-salvador-firman-finalmente-FOMILENIO-II.
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construction sector jobs in the short term, and stable job opportunities as tourists and foreign
investment trickle into the country once projects are complete.
Polls and opinions aside, the project and its main institutional partner, PRE-PAZ, achieved
multiple objectives during FY 2014. Most palpable is change at the municipal and community
level, where leaders have a better grasp of crime and violence prevention programming though the
different prevention tools presented by the project. Attitudes have also changed within a small
group of PRE-PAZ Departmental Directors and Technical Promoters who have taken leadership
roles throughout the Municipal Crime and Violence Diagnostics processes (MDS). Moreover, the
project was successful in linking the private and public sectors through Public Private Partnerships
(PPPs), in which the supply and demand sides of the equation coalesced to provide financial,
training, vocational, technological resources, and talent to promote youth and communities´ well-
being.
Most important, the Crime and Violence Prevention Project has brought a high degree of hope to
the 33 municipalities where it works, and especially to the 54 high-risk communities in nine
municipalities that now have Outreach Centers (OCs). These Centers are providing a new mindset
for vulnerable youth, teaching them basic values; and retraining many to realize that poverty and
gangs cannot condemn any of them to life of crime.
The project’s most notable achievements during this annual reporting period follow:
The project rolled out its Estamos con Vos (We are With You) initiative, designed to
promote Public-Private Partnerships (PPPs) between CVPP and the private sector; and
signed three (3) Public-Private Partnerships with Microsoft Corporation’s YouthSpark
Initiative, Claro Corporation and ALMAPAC. Microsoft and Claro will provide free
Internet, educational and management software for 114 Outreach Centers10, and
technology-based training for Outreach Center Coordinators under Component 2 of the
project. ALMAPAC will provide computer, furnishings and volunteers for two OCs in the
municipality of Acajutla.
Component 2 launched 54 Outreach Centers in nine (9) municipalities. These OCs boast
more than 5,149 beneficiaries.
Component 1, with assistance from PRE-PAZ, completed 240 institutional interviews and
120 focus groups in 2011 municipalities, and concluded 10 municipal diagnostics.
Component 2 carried out a total of 120 focus groups and 85 institutional interviews to
complete a total of 13 Municipal Diagnostics and Municipal Prevention Plans.
Subsequently, Component 2 presented Municipal Diagnostic findings to municipal
officials and members of the Municipal Prevention Council (MPC) in all 13 municipalities.
The Project, in conjunction with CISALVA, established strong institutional relationships
with the Attorney General´s Office, the National Civilian Police, and the National
10 Microsoft will support 114 Outreach centers, while CLARO will provide support for 77. 11 Component 1, which provides technical and training assistance to 20 municipalities, replaced three municipalities
(please see section 1.1.3 of this report for details). The municipalities of Chapeltique, San Pedro Perulapan, and
Jucuaran were brought up to speed to complete municipal diagnostic processes.
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
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Forensics Institute to create and strengthen 4 and 5 Municipal Crime Observatories,
respectively.
Component 1 implemented its Technical Training Plan with PRE-PAZ, carrying out a total
of 40 training hours through 15 regional workshops for 63 PRE-PAZ Departmental
Directors and Technical Promoters, and 30 members of Municipal Prevention Committees.
Component 1 staff provided technical assistance to the Ministry of Justice and Public
Security with the final draft of the National Strategy for Violence Prevention (acronym in
Spanish ENPV). The ENPV was approved by the Minister of the MJSP on December 21,
2013, and launched publicly on February 11, 2014. CVPP has distributed over 1,200
copies of this document to mayors, Municipal Councils, Municipal Prevention
Committees, PRE-PAZ Departmental Directors and Technical Promoters.
Other important achievements include:
Component 1 submitted a draft of the PRE-PAZ Organic Law to the Legal Office of the
Ministry of Justice and Public Security.
Component 1 staff assisted the Secretariat of the National Prevention Cabinet with the
drafting of an annual work plan.
Component 2 held a successful best practices study tour using the municipalities of
Chalchuapa and Santa Ana as models. Component 2 mayors, members of Municipal
Councils and PRE-PAZ Technical Promoters attended the two-day study tour.
Component 2 staff, along with a number of selected Outreach Center Coordinators from ,
attended a week-long Creative Pathways (Caminos Creativos in Spanish) training to
transfer this Creative Associates-funded methodology to new Outreach Centers in order to
contribute to project’s success under this Component’s Strategy # 2: Promotion of Youth
Values and Identity.
Component 2 held 13 Letter of Intent signing ceremonies with mayors paving the way for
$5.8 million in donations for crime and violence prevention activities for the next two
years. These letters secured municipal commitments of equal amount in leverage.
The project completed and presented a Baseline Study of 72 communities under 13
municipalities selected under Component 2.
The project completed an institutional diagnostic of PRE-PAZ.
Creative and CISALVA held a Study Tour with 14 mayors to the cities of Medellin, Cali
and Bogota to visit observatories and share successful prevention models in some of
Colombia’s most diverse cities.
Creative developed, submitted and received approval of innovative ideas to be
implemented under Component 3.
An institutional assessment of legacy organization FUNDAMUNI was carried out and an
Improvement Plan implemented to further develop FUNDAMUNI institutional capacity.
The project hosted a number of Congressional Delegations and USAID senior leadership
to focus groups with youth and visits to Outreach Centers to discuss the unaccompanied
minors’ issue.
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
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FUNDAMUNI staff imbedded in Components 1 and 2 provided support to the project’s
technical team at the municipal level helping the project achieve many of the bullet points
noted here.
The achievements noted above highlight important steps being taken to make a significant
difference, change attitudes and improve GOES, municipal and community stakeholder capacity
to prevent youth from joining vicious circles of crime and violence throughout the country.
Creative´s dedicated team will continue to promote its innovative ideas and tailor local strategies
to ensure best practices are institutionalized at all levels, making and leaving vulnerable
communities and youth resilient and protected.
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
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RESUMEN EJECUTIVO
El Proyecto de USAID para la Prevención del Crimen y la Violencia (CVPP por sus siglas en
inglés), AID-519-C-13-00002, es un proyecto de cinco años (marzo de 2013 - marzo de 2018)
cuyo objetivo es incrementar la seguridad pública en El Salvador, específicamente en 55
municipios de alto riesgo.
Las actividades del proyecto están diseñadas para fomentar la responsabilidad de los gobiernos
locales y nacional así como de la ciudadanía en sus esfuerzos a largo plazo en el combate del
crimen y la prevención de la violencia a nivel comunitario. Para garantizar que dichos objetivos se
cumplan, el proyecto trabajará a través de los siguientes tres componentes:
Componente 1: Incrementar la capacidad del Gobierno de El Salvador (GOES) para prevenir
el crimen y la violencia a nivel nacional.
Componente 2: Prevención del crimen y la violencia comunitaria con liderazgo municipal.
Componente 3: Oportunidades innovadoras en prevención del crimen y la violencia.
CVPP se enorgullece en presentar su reporte anual del año fiscal 2014. El reporte resalta los
principales logros y retos de la implementación de seis estrategias de prevención de crimen y
violencia, y de la colaboración cercana con el Ministerio de Justicia y Seguridad Pública (MJSP)
en la realización de diagnósticos municipales, el diseño de nuevas políticas y la capacitación de
recursos humanos en temas de prevención del crimen y la violencia. El reporte también hace
mención de los obstáculos y éxitos derivados de la creación y fortalecimiento de los Observatorios
Municipales de Crimen y Violencia.
Asimismo incluye reportes financieros y de evaluación y monitoreo, e informa sobre la cobertura
mediática del proyecto durante el periodo de referencia.
El Salvador observó una transferencia pacífica del poder ejecutivo durante el periodo de trabajo.
Durante los primeros cien días de la administración del Presidente Salvador Sánchez Cerén,
analistas realizaron una evaluación de los compromisos del nuevo gobierno en temas de seguridad,
económicos y sociales, con base en la plataforma de campaña del entonces candidato Sánchez
Cerén.
Los resultados de las encuestas son mixtos. Algunas indican que 46.8% de la población desaprueba
“algo” o “mucho” el trabajo del presidente durante sus primeros cien días. Un 40% de la población
aprueba “algo” o “mucho” el trabajo presidencial. 12 De acuerdo a la publicación Diario Latino,
los exmandatarios Elías “Tony” Saca (2004-2009) y Mauricio Funes (2009-2014) presentaron
niveles de aprobación del 74% y 71% respectivamente durante sus primeros 100 días de mandato.
13 La encuesta realizada por LPG Datos indica que los resultados son resultados de la percepción
ciudadana en torno a la seguridad y la economía – 61.5% de los encuestados indican que el
12 El 46.8% de salvadoreños desaprueba gestión de Sánchez Cerén, según sondeo. Diario latino.net. Sept 2, 2014. 13 Ibid.
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
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presidente no está contribuyendo a resolver los problemas de seguridad del país; y 64.3% piensan
que el presidente no contribuye a solucionar los problemas de la economía nacional. 14
Estos resultados no son ninguna sorpresa. De acuerdo a la Policía Nacional Civil (PNC), los
homicidios se incrementaron en el periodo 2013-2014. Sánchez Cerén heredó un país en el que 13
homicidios ocurrían cada día. Los días 16, 22 y 30 de junio del año en curso fueron particularmente
sangrientos con 20 homicidios por día. 15 A pesar de que de junio a septiembre el número de
homicidios diarios se redujo de 13 a 11, la población percibe que la situación de seguridad no ha
mejorado, ya que 8 de las 30 masacres del año han ocurrido bajo la nueva administración. 16
De acuerdo a un reporte del Fondo de las Naciones Unidas para la Infancia (UNICEF por sus siglas
en inglés), El Salvador tiene el nivel más alto de homicidios de niños, niñas y adolescentes de 0 a
19 años de edad.17 El reporte subraya el abuso sexual, físico y emocional padecido por los niños.
Esto representa una llamada de atención más para representantes gubernamentales, organizaciones
sin fines de lucro y agencias de asistencia humanitaria internacional que apoyan una situación de
seguridad de por sí complicada. El reporte sirve como punto de reflexión para CVPP a medida que
éste asiste a mujeres adultas y adolescentes a través de programas comunitarios y municipales que
buscan prevenir la violencia contra estos grupos especiales.
En respuesta a reportajes en los medios de comunicación, el ministro del MJSP, Benito Lara, habló
de los esfuerzos de la administración para implementar un programa de Policía Comunitaria, e
instalar un Consejo Nacional de Seguridad Ciudadana (al momento de la escritura de este reporte,
ambas iniciativas habían sido hechas públicas). Benito Lara también informó sobre el trabajo de
la administración en colaboración con el Programa de las Naciones Unidas para el Desarrollo
(PNUD), la Organización de los Estados Americanos (OEA) y la Unión Europea para el
establecimiento de un fondo de financiamiento para actividades de seguridad y prevención. 18 El
fondo será financiado parcialmente a través de un nuevo impuesto del .25% aplicado a
transacciones de crédito o en efectivo que superen los $1000 dólares.
En el frente económico, el presidente Cerén ha puesto en marcha una serie de medidas iniciales
para transformar la economía. Estas incluyen el nombramiento del vicepresidente Oscar Ortiz
como el equivalente de un “Zar de la Inversión” que supervise los esfuerzos para incrementar la
inversión extranjera. La mejora de la red carretera y la modernización del aeropuerto internacional
también están contemplados en este sentido. 19
14 Ibid. 15 11 homicidios diarios en primeros 100 días de gobierno. La Prensa Gráfica. Sept. 10, 2014.
http://www.laprensagrafica.com/2014/09/10/11-homicidios-diarios-en-primeros-100-dias-del-gobierno. 16 Ibid. 17 Ocultos a Plena Luz. UNICEF. Sept. 5, 2014. http://www.unicef.es/actualidad-
documentacion/publicaciones/ocultos-plena-luz-un-analisis-estadistico-de-la-violencia 18 Ibid/Gobierno Lanzara Consejo Nacional de Seguridad Ciudadana. Sept. 9, 2014.
http://verdaddigital.com/index.php/nacionales/12633-gobierno-lanzara-consejo-nacional-de-seguridad-ciudadana-
para-contrarrestar-violencia. 19 INFORME DE LOS 100 DIAS DE GOBIERNO. Presidencia de la Republica.
http://www.presidencia.gob.sv/wp-content/uploads/2014/09/Discurso_presidente_100_dias_web.pdf.
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
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Durante el periodo sobre el que se reporta, el gobierno estadounidense y el salvadoreño firmaron
el pacto FOMILENIO II que suministra $277 millones de dólares a través de la Corporación del
Reto del Milenio (MCC por sus siglas en inglés) para mejorar la infraestructura, el capital humano
y el clima de inversión en distintas partes del país. El Salvador contribuirá $88.2 millones de
dólares adicionales a la iniciativa. 20 Los proyectos comenzarán en el 2015. Con ellos, la
administración espera que FOMILENIO II impulse la economía al crear oportunidades laborales
en el sector de la construcción en el corto plazo, y trabajos estables a medida que el turismo y la
inversión extranjera fluyan al país una vez que los proyectos sean concluidos.
Dejando de lado las encuestas y los análisis, CVPP y su principal socio institucional, PRE-PAZ,
han conseguido varios objetivos durante el año fiscal 2014. El cambio más palpable ocurre a nivel
municipal y comunitario: los líderes tienen una mejor comprensión de los programas de prevención
de la violencia y el crimen gracias a las herramientas de prevención suministradas por el proyecto.
Un grupo de Directores Departamentales y Técnicos Promotores de PRE-PAZ han asumido roles
de liderazgo en el proceso de formulación de diagnósticos municipales. Más aún, el proyecto ha
sido exitoso al vincular a los sectores público y privado a través de alianzas donde los dos lados
de la ecuación de oferta y demanda se fusionan para suministrar recursos financieros, vocacionales,
tecnológicos, de capacitación y talento para promover el bienestar de la juventud y las
comunidades.
Principalmente, CVPP ha nutrido de un alto grado de esperanza a los 33 municipios donde trabaja
y en particular a las 54 comunidades de alto riesgo en esos 33 municipios que ahora cuentan con
Centros de Alcance. Estos centros les suministran a los jóvenes vulnerables una nueva perspectiva
de vida inculcándoles valores básicos, además de volver a entrenarlos de tal modo que sean
conscientes de que ni la pobreza ni las pandillas los pueden condenar a una vida de crimen.
Los logros más notables del proyecto durante el periodo que cubre este reporte anual son los
siguientes:
CVPP lanzó la iniciativa Estamos con Vos, diseñada para promover Alianzas Público-
Privadas (PPP por sus siglas en inglés) entre CVPP y el sector privado. El proyecto también
firmó tres alianzas con la Corporación CLARO, ALMAPAC y la iniciativa YouthSpark de
Microsoft. Adicionalmente, Microsoft y CLARO proveerán gratuitamente Internet y
software educacional y de gestión a 114 Centros de Alcance21, además de suministrar
entrenamiento con base tecnológica a los Coordinadores de Alcance de los Centros del
Componente 2 del Proyecto. ALMAPAC suministrará computadoras, mobiliario y
voluntarios para 2 Centros de Alcance en el municipio de Acajutla.
El Componente 2 del proyecto lanzó 54 Centros de Alcance en 9 municipios. Estos Centros
cuentan con 5,149 beneficiarios.
20 EUA y El Salvador Firman Finalmente FOMILENIO II. La Prensa Gráfica. Sept. 30, 2014.
http://www.laprensagrafica.com/2014/09/30/eua-y-el-salvador-firman-finalmente-FOMILENIO-II. 21 Microsoft apoyara a 114 Centros de Alcance y CLARO apoyara a 77.
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
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Bajo el Componente 1 y con la asistencia de PRE-PAZ se completaron 240 entrevistas
institucionales y 120 grupos focales en 20 municipios, 22 además de concluir 10
diagnósticos municipales.
Bajo el Componente 2, se realizaron 120 grupos focales y 85 entrevistas institucionales
para completar 13 Diagnósticos Municipales y 13 Planes Municipales de Prevención. Los
resultados de los Diagnósticos Municipales fueron subsecuentemente presentados a
oficiales municipales y miembros de los Comités Municipales de Prevención (CMPV) de
los 13 municipios.
En colaboración con CISALVA, el Proyecto estableció fuertes lazos institucionales con la
Fiscalía General de la Republica (FGR), la PNC y el Instituto Nacional de Medicina Legal
para crear 4 Observatorios Municipales de Crimen y la Violencia y fortalecer 5 más.
El Componente 1 de CVPP implementó un plan de entrenamiento técnico a través del cual
PRE-PAZ llevó a cabo 15 talleres regionales con una duración total de 40 horas en los que
67 Directores Departamentales y Técnicos Promotores, así como 61 miembros de los
Comités Municipales de Prevención fueron capacitados.
El personal que trabaja bajo el Componente 1 suministró asistencia técnica al Ministerio
de Justicia y Seguridad Pública (MJSP) en la elaboración del borrador final de la Estrategia
Nacional de Prevención de la Violencia (ENVP). La ENVP fue aprobada por el Ministro
Justicia y Seguridad Pública el 21 de diciembre de 2013 mientras que su lanzamiento
público ocurrió el 11 de febrero del año en curso. CVPP ha distribuido más de 1,200 copias
de dicho documento a alcaldes, consejos municipales, Comités de Prevención Municipales,
y a los Directores Departamentales y Técnicos Promotores de PRE-PAZ.
Otros logros importantes:
El Componente 1 de CVPP entregó un borrador de la Ley Orgánica de PRE-PAZ a la
Dirección Jurídica del MSJP.
El personal del Componente 1 suministró asistencia a la secretaría del Gabinete Nacional
de Prevención de la Violencia (GNPV) en la elaboración de su plan anual de trabajo.
El Componente 2 del Proyecto realizó con éxito un tour de estudio sobre mejores prácticas
utilizando los municipios de Chalchuapa y Santa Ana como modelos. Los alcaldes,
miembros de Consejos Municipales y Técnicos Promotores de PRE-PAZ del Componente
2 participaron en el tour de dos días.
El personal del Componente 2 y un número determinado de Coordinadores de Centros de
Alcance de Santa Ana y Chalchuapa participaron en un entrenamiento sobre la metodología
desarrollada por Creative Associates, “Caminos Creativos”. Con duración de una semana,
el entrenamiento transfirió ideas y conocimientos a los nuevos Centros de Alcance con el
fin de contribuir al éxito del proyecto bajo la estrategia número 2 del Componente:
“Promoción de Valores e Identidad Juvenil”.
22 El Componente 1 que suministra entrenamiento y asistencia técnica en 20 municipios sustituyó 3 de ellos. (ver
sección 1.1.3 de este reporte para los detalles). Los municipios de Chapeltique, San Pedro Perulapan, y Jucuaran
fueron puestos al día para concluir el proceso de los diagnósticos municipales.
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Se realizaron 13 ceremonias en las que un mismo número de cartas de intención fueron
firmadas por alcaldes a fin de suministrar $5.8 millones de dólares en donaciones para
actividades de prevención de violencia y crimen durante los próximos dos años. Las cartas,
firmadas bajo el Componente 2, garantizan montos municipales de apalancamiento por la
misma cantidad (5.8 millones).
CVPP completó un estudio de 72 comunidades en 13 municipios del Componente 2.
El Proyecto concluyó un diagnóstico institucional de PRE-PAZ.
Creative Associates y CISALVA realizaron un tour de estudio con 14 alcaldes en las
ciudades de Medellín, Cali y Bogotá en Colombia con el fin de visitar observatorios y
compartir información sobre modelos de prevención exitosos en algunas de las ciudades
de con mayor diversidad.
Creative Associates desarrolló, envió y recibió aprobación para la implementación de ideas
innovadoras bajo el Componente 3 del proyecto.
Se realizó una evaluación institucional de la organización FUNDAMUNI y un plan de
mejora implementado para desarrollar la capacidad institucional de la organización.
El personal de FUNDAMUNI integrado a los Componentes 1 y 2 suministró apoyo al
equipo técnico del proyecto a nivel municipal. Su asistencia ayudo al Proyecto a alcanzar
muchas de los logros aquí enumerados.
CVPP fue anfitrión de varias delegaciones del Congreso de Estados Unidos y directores de
USAID durante la realización de grupos de enfoque con jóvenes, y durante visitas a Centros
de Alance donde el tema de los menores migrantes fue analizado.
Los logros mencionados muestran los importantes pasos que se llevan a cabo para realizar un
cambio significativo, modificar actitudes y mejorar la capacidad del GOES y socios municipales
y comunitarios para prevenir, a nivel nacional, que la juventud participe en los círculos viciosos
del crimen y la violencia. El equipo de Creative Associates continuará promoviendo ideas
innovadoras y adaptando estrategias locales de tal modo que las mejores prácticas se
institucionalicen en todos los niveles, y así suministrar resistencia y protección a la juventud y
comunidades vulnerables.
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
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1. ACTIVITY IMPLEMENTATION PROGRESS
COMPONENT 1: INCREASE GOES CAPACITY TO PREVENT VIOLENCE AND
CRIME ON A NATIONAL SCALE
Under Component 1, Creative has achieved several results in partnership with local level and
central government counterparts. Below are a number of key events and activities that took place
during FY 2014.
SUB-ACTIVITY 1.1 IMPROVE GOES ABILITY TO IMPLEMENT THE NATIONAL
VIOLENCE PREVENTION STRATEGY (ENPV) IN SUPPORT OF MUNICIPALITIES
AND THE NATIONAL POLICY FOR JUSTICE, PUBLIC SECURITY AND SOCIAL
COEXISTENCE
1.1.1 Launch, implement and promote the ENPV at the municipal level
1. Approval and Publication of ENPV
One of the strongest project accomplishments to date has been supporting the Government of El
Salvador (GOES) in the run up to the approval of the National Strategy for Violence Prevention
(acronym in Spanish ENPV). The final version of the document was approved by the Minister of
Justice and Public Security on December 18 2013, and launched by president Mauricio Funes on
February 11, 2014 in the municipality of Ilobasco.
The ENPV has been at the center of all the work carried out by project staff in all 33 municipalities,
and will continue to guide our work with mayors, Municipal Councils and Municipal Prevention
Committees (MPCs) as the project expands its work into additional municipalities.
Throughout the reporting period, Component staff met regularly with PRE-PAZ leadership, most
notably PRE-PAZ Director Lorena Montano, PRE-PAZ Deputy Director Luisa Morataya and
PRE-PAZ senior advisor Nory Morales, to develop a presentations and prepare PRE-PAZ
leadership for formal meetings with the Technical Prevention Cabinet to review and get their
concurrence with the ENPV. These meetings were crucial before meetings with Prevention
Cabinet23 officers, who would ultimately recommend approval of the ENPV.
The CVPP Semi-Annual Report points to the number of meetings held and details of some of these
sessions in which project staff both prepared PRE-PAZ leadership for meetings with the
Prevention Cabinet, and the work involved in making edits and adjustment to the document itself.
These changes included expanding the conceptual framework of the Strategy, as well as
articulating coordination schemes between GOES bodies, and including additional areas of focus
23 The Prevention Cabinet, composed of 16 ministry/agency heads includes Vice Ministers, Directors and Presidents
of autonomous GOES institutions, ultimately decides if the proposed ENPV should be approved by the Vice
Minister and Minister of the Ministry of Justice and Public Security.
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for the ENPV, which include: human rights, social inclusion, social cohesion, citizen participation,
and municipal responsibilities for municipalities under the ENPV.
Project staff assisted PRE-PAZ leadership in creating an ENPV Work Plan for the Prevention
Cabinet, which detailed necessary actions for the full implementation of the ENPV. The plan
included individual ministry responsibilities and timelines for training ministry and government
agency staff as well as mayors, municipal councils and Municipal Prevention Committees on the
new ENPV. The proposed plan included several milestones, which were due to be completed by
June 2014. Moreover, the project discussed with the MJSP how PRE-PAZ and CVPP should move
forward to involve and encourage institutions represented in MPCs to promote the ENPV; and the
issue of creating a Monitoring and Evaluation system for a National Prevention System (item
which was raised during the beginning of this project) was also brought to conversation.
Unfortunately, and as mentioned in the Semi-Annual Report, the Work Plan was never launched
or disseminated among the Prevention Cabinet; and the National Prevention System was never
launched. Political matters within the MJSP and the approaching presidential campaign prevented
either item´s implementation. More information on these two initiatives will be provided under
1.2.
Notwithstanding, CVPP did its part to promote and educate GOES officials and
municipal/community stakeholders on the ENPV. The project printed and distributed over 1,200
copies of the ENPV to mayors, Municipal Councils and Municipal Prevention Committees in
CVPP municipalities; and created a number of didactic instruments (described in further under
1.1.3) to assist PRE-PAZ in promoting the ENPV.
During this next reporting period, CVPP will seek to insert the spirit and guiding principles of the
Work Plan into the National Quinquennial Prevention Plan, which the MJSP requested assistance
with in September of this year.
1.1.2 Institutional strengthening of PRE-PAZ and its personnel
1. Workshops with PRE-PAZ Departmental Directors, Technical Promoters and Planning Teams
from Municipal Prevention Committees
During the second half of the program year, Creative developed, finalized and presented a
Technical Training Plan (TTP) 24 that sought to strengthen PRE-PAZ field staff capacity. The
TTP, which was reviewed and approved by PRE-PAZ´s Director on November 15, 2013, trained
a total 63 PRE-PAZ staff, which included the organization´s Departmental Directors and Technical
Promoters, and includes 3025 select members from the Planning Teams from Municipal Prevention
Committees (MPCs), which fall under Component 1.
The TTP originally laid out a total of seven workshops to be carried out in eight-hour increments
for a total of 56 training hours. After careful consideration, an additional eight-hour workshop
24 FUNDAMUNI staff under Component 1 assisted project staff with the overall plan and had a special role in
designing the budget for all planned activities. 25 In the Semi-Annual Report, it was reported that the Technical Training Plan would train a total of 40 Planning
Teams members. Final tally numbers show that a total of 30 received training.
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was added in December to focus on writing and creating a final municipal diagnostic document.
As of the writing of this annual report, only 5 workshops were held, for a grand total of 40 training
hours; and the remaining three will be carried out in the next reporting period. One overarching
reason for not holding the remaining workshops was due to the intensity of collecting, verifying,
uploading information, and writing municipal diagnostics documents. The process was lengthy
and project staff had minimal support from its counterpart in the drafting of the document. In all,
five staff members (to include two technical staff from FUNDAMUNI and one FUNDAMUNI
Coordinator) will have written all 20 municipal diagnostic documents for the Component when
the process is complete.
As mentioned in previous reports, workshops were given using the “learning by doing” approach,
in which project staff use team used exercises and collaborative learning methodologies to walk
participants through major project concepts to improve PRE-PAZ’s overall institutional capacity,
and provide additional technical assistance so the participants develop the Municipal Crime and
Violence Diagnostics and Municipal Prevention Plans. These workshops were supported by well
over 200 visits to all 20 municipalities under Component 1 to ensure the ENPV is properly
implemented and Municipal Diagnostics and Municipal Prevention Plans are accurately crafted,
vetted and approved by municipal stakeholders and officials.
A detailed narrative of each workshop can be found in the Semi-Annual Report.
It is also important to note that the project has had to push back delivery of municipal diagnostics.
As mentioned in the beginning of this section, the number of municipalities and limited number
of project staff dedicated to Component 1 municipalities prevented delivery of municipal
diagnostic documents by August. Limitations by PRE-PAZ staff has also been noted in previous
reports, and verbally to PRE-PAZ leadership. These limitations include:
Limited to no ability to operate computer equipment.
Only a handful of staff assigned to the project own personal computers.
Little computer availability at Departmental offices and no Internet access at most
Departmental offices.
An overwhelming majority of field staff travel to project municipalities by bus, diminishing
the time they have available for project tasks.
An updated table denoting potential dates (in bold) for holding remaining workshops is included
below.
Component 1 Workshops: Contents and Dates
Workshop Content Dates
1
National Strategy for Violence Prevention
(ENPV): Background, MPCs and MPC
Diagnostic
November 19, 20 and 22, 2013
2 Municipal Diagnostic: Methodology, Data
Collection Instruments December 3, 4 and 5, 2013
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3
Municipal Diagnostic: Use of Database to
Download Information Derived from Data
Collection Instruments
January 8, 9 y 10, 2014
4 Municipal Diagnostic: Institutional Interviews January 14, 16 y 17, 2014
5 Municipal Diagnostic: Focus Groups February 11, 13 y 14, 2014
6 Municipal Diagnostic: Data Analysis January 2015
7* Municipal Diagnostic: How to Create a
Municipal Diagnostic Document January 2015
8 Municipal Prevention Plan: Develop Municipal
Prevention Plan February 2015
*Workshop #7 was added after the project team determined this workshop will help all beneficiaries in the drafting
of future municipal diagnostic documents.
It should be noted that the project team has held several intense sessions with the Planning Teams
of MPCs from the new municipalities of Chapeltique, Jucuaran and San Pedro Perulapan to train
these individuals and initiate the municipal diagnostic process. These municipalities replaced
previously selected Component municipalities during the year due to differing reasons, which were
not under the control of the project.26
Regional Workshops by Location and Audience
Region Participating Departments Location Participants
West
Santa Ana
Sonsonate
Ahuachapán
City of Sonzacate 12 PRE-PAZ
8 MPCs
Central
San Salvador
La Libertad
Cabañas
La Paz
Cuscatlán
San Vicente
Chalatenango
City of San Salvador 38 PRE-PAZ
18 MPCs
East
San Miguel
Usulután
La Unión
Morazán
City of San Miguel 17 PRE-PAZ
14 MPCs
As part of this annual report, and for the record, a summarized review of the workshops held is
provided below.
26 Please refer to the Semi-Annual Report. The author of this report does not want to be overly redundant.
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Workshop Tally for October-March 2014
Total
Men
Total
Women
Municipal
Representatives
PRE-PAZ
Staff
Workshop 1 57 33 31 59
Workshop 2 53 31 27 57
Workshop 3 50 34 25 59
Workshop 4 50 36 23 63
Workshop 5 56 37 30 63 Numbers have been revised reflecting a slight reduction due to PRE-PAZ drivers signing attendance workshop lists.
2. Development of Guides to Assist PRE-PAZ in the Implementation of ENPV
In order to enrich workshop content and assist PRE-PAZ Departmental Directors, Technical
Promoters and Municipal Prevention Committees in the implementation of the ENPV, project staff
completed drafts the following three educational guides:
The first guide entitled “How to Create and Strengthen a Municipal Prevention
Committee” aims to educate and instruct PRE-PAZ staff and members of MPCs on how
to create and strengthen the most important municipal organ of the ENPV.
The second guide, “An ENPV Guide for Public Officials” outlines the main aspects of
the ENPV and the municipality’s main role and responsibilities under the new Strategy.
This is a synthesized version of the ENPV which is easier to read and understand.
The third, and final guide, is a “popular” ENPV guide designed to educate the “demand
side” of the prevention equation: citizens. The guide will challenge citizens to demand
more from their municipal leaders vis-a-vis the ENPV and encourage their participation
in municipal prevention efforts.
The guides under the first two bullet points have been approved internally and are in line for
reproduction. These guides were due to be ready in the July-September timeframe, but all project
efforts, and especially those of the Communications Coordinator and his staff, were solely devoted
to launching much-awaited Outreach Centers. The last guide is still under review as the project
continues to look for talent that can add to our ideas and vision.
3. Carry Out Institutional Assessment of PRE-PAZ
The institutional assessment of PRE-PAZ was well-received by the Vice Minister of Justice and
Public Security and Director of PRE-PAZ who have served under the previous and current GOES
administrations. Project staff made several attempts before the presidential election to encourage
the MJSP to enact some of the 8 recommendations made by the assessment to improve overall
institutional capacity, but to date none have been made.
While detailed results of this assessment (in which 110 PRE-PAZ employees took part) can be
found in the Annex section of the Semi-Annual Report, it is worth mentioning that the results fully
align with the experiences had by project staff while carrying out municipal diagnostics:
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Overall, Departmental Directors, Technical Promoters, Technical Coordinators and
administrative staff received a rating of “Insufficient” in the areas of organizational
capacity, research, and results-oriented focus. Organizational capacity received the most
“Critically Insufficient” ratings of all nine categories, making this one of the weakest areas
for PRE-PAZ at the local level where key operations take place.
PRE-PAZ leadership at the headquarters level received mostly “Insufficient” ratings in all
nine categories. Executive leadership, technical and administrative staff at the
headquarters level received “Critically Insufficient” ratings in the category of citizen-focus,
which measures PRE-PAZ headquarters capacity to answer, solve and respond to citizen
issues and concerns. Likewise, headquarters administrative staff received a rating of
“Critically Insufficient” in organizational capacity, which measures ability to organize,
manage and distribute work, and ability to coordinate and integrate work teams.
Project staff has not left this important item behind and does remind the PRE-PAZ Director of the
recommendations made. CVPP is still hopeful the administration will take steps to improve overall
capacity and promote the many prevention policies being implemented by the president and the
Ministry of Justice and Public Security.
4. Implement the National Policy for Justice, Public Security and Social Coexistence
One final objective of this Activity was to assist GOES in implementing the National Policy for
Justice, Public Security and Social Coexistence, which was created and approved in 2010. During
the months of June and July, the project began to assist the MJSP in reviewing this important
policy as the new Minister of the MJSP wished to use it as a basis for all future prevention policies
and activities to be undertaken by the GOES.
CVPP´s Public Policy Coordinator and the PRE-PAZ senior advisor Nory Morales began a
thorough review of each one of the six strategies of the policy and added two more, which centered
on the creation of a National Violence Prevention System, and situational public spaces,
respectively.
The combined effort resulted in a seven-page proposal outlining key items to be added to each one
of the strategies to ensure impact country-wide.
Some of the highlights under each of the strategies include:
Strategy 1: Creation of a National Prevention System.
Strategy 2: Territoriality. Ensure ample central government-municipal government
collaboration and communication.
Strategy 3: Promote community participation in local intervention processes, and in
national policymaking.
Strategy 4: Reduce risk factors, with special focus on illegal arms possession, and
consumption of drugs and alcohol.
Strategy 5: Design strategies to prevent violence among boys, girls and adolescents
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Strategy 6: Design and institutionalize strategies that prevent domestic and gender-based
violence.
Strategy 7: Promote positive values that support a culture of peace, and sustain respect and
tolerance among the population.
Strategy 8: Support situational prevention through technology in public spaces.
As of the writing of this annual report, the Ministry of Justice and Public Security had taken all of
these recommendations into account, but had momentarily paused the review of this policy as the
GOES had decided to focus all attention on the National Quinquennial Plan. Nory Morales did
confirm that the work undertaken by the CVPP in support of the review of the National Policy for
Justice, Public Security and Social Coexistence will be used in the first section of the National
Quinquennial Plan, which focuses on prevention. The work will also be used to further polish the
National Policy for Justice, Public Security and Social Coexistence to publish an updated version,
which will be releases in the first or second quarter of 2015.
1.1.3 Creating and/or Strengthening Municipal Prevention Committees, carry out Municipal
Crime and Violence Diagnostics (MDS) and Municipal Crime and Violence Prevention Plans
at the municipal level based on the National Strategy for Social Violence Prevention in
Support of Municipalities
Over the course of the past reporting year, CVPP staff under Component
1 spent many days, and expanded other project and personal resources,
to establish trust and good working relationships with mayors, Municipal
Councils and other key municipal actors. The Component´s Municipal
Visit Report Log showcases the numerous meetings and actions
undertaken in all 20 Component municipalities, and the work undertaken
with Municipal Prevention Committees and Planning Teams to find
information and structure municipal diagnostics.
These visits were in addition to the workshops carried out to implement
the Technical Training Plan and initial Component meetings conducted
with mayors, Municipal Councils and Municipal Prevention Committees
(MPCs) to explain the project and it objectives.
Overall, CVPP has had success in all of its 20 selected municipalities.
As mentioned in previous reports, three municipalities were replaced for
reasons beyond the control of the project. And while mayors and
municipal staff move at their own pace, all have been supportive and
appreciative of the efforts taken by project staff to train municipal staff,
conduct interviews and focus groups, arrange and lead planning
meetings, and be present for any number of other related activities for
which CVPP should be present to provide more information or
knowledge that would be helpful for creating municipal diagnostics.
It is important to note, however, that one municipality with challenges
is the municipality of Apastepque, where poor coordination by
“Let me tell you that
for me it has been
very important to be
able to accompany
you throughout this
process…I have
learned many
things…that I am now
putting into practice in
other places. I am
happy to know we
have finally
completed the
diagnostic, and expect
from me the same
dedication while
creating the Municipal
Prevention Plan.”
- Thelma Prudencio
PRE-PAZ Technical
Promoter
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PRE-PAZ´s Departmental Director slowed the implementation process. The Project took steps
to resolve the impasses and after several conversations with the mayor programming was begun.
As a result of this, CVPP is taking the lead in the municipality and currently working to finalize
data collection and complete its diagnostic.
1. Creating and Strengthening Municipal Prevention Committees
In previous reports, CVPP discussed it Municipal Prevention Committee diagnostic tool27, which
was used to measure strengths and weaknesses within MPCs. This same tool was used to evaluate
MPCs during municipal diagnostics. During the second and third quarters of the project,
Component 1 staff used this tool to provide municipal officials and PE-PAZ Technical Promoters
information on how to restructure or (in few instances) create an MPC.
With this information in hand, the project and PRE-PAZ created two new Municipal Prevention
Committees (MPCs) in the municipalities of Concepcion Batres and Puerto el Triunfo. These
notable achievements come as result of work and collaboration between the project and PRE-PAZ
Departmental Directors and Technical Promoters who in the months of October and November
2013 consulted and met with community leaders to ask for their support in creating these new
MPCs.
Concepcion Batres and Puerto el Triunfo launched their new Municipal Prevention Committees
on November 8 and 26, 2013, respectively. Details of the launch and memberships of the newly
formed MPCs is included in the Semi-Annual Report.
Both of these MPCs have become strong advocates of prevention, taking instruction from the
ENPV and working with the mayors´ offices and other stakeholders to discuss preventive postures
and activities. Both MPCs also assisted in the drafting and completion of municipal diagnostics,
and as of the writing of this report, were preparing to begin the next phase of CVPP programming,
which includes the creation of a Municipal Prevention Plan.
CVPP staff´s last visit to each municipality confirmed that GOES institutions remain very active
in MPCs. Of special mention in Puerto el Triunfo is the Salvadoran Navy´s leadership,
involvement with the community, and support within the MPC to develop the municipal
diagnostic. Additionally, the National Civilian Police has been supportive in both municipalities,
as has been the Concepción Batres Women’s Association, youth and community leaders.
The project has also had success in two municipalities, El Paisnal and Rosario de Mora, where no
traditional MPCs have been created because of existing “Intersectoriales” where a mix of issue-
specific committees meet to discuss all items of municipal/community interest. Within each
Intersectorial, individuals were named to assist with the municipal diagnostic document and their
assistance has been of great support. Moreover, the project held discussions with each
municipality´s mayor to discuss the ENPV and the importance of creating an MPC to channel all
prevention-related issues and discussion, but both mayors remained content with their current
municipal model and decided, for the moment, to keep their Intersectoriales.
27 This diagnostic tool was developed by the Creative team and can be found in the Municipal Crime Diagnostics
Methodology Manual stored in the CVPP office.
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2. Carry out Municipal Crime and Violence Diagnostics (MDS) and Municipal Crime and
Violence Prevention Plans at the municipal level based on the National Strategy for Social
Violence Prevention in Support of Municipalities
Municipal Crime and Violence Diagnostics findings and challenges being presented to the mayor, Municipal
Council and Municipal Prevention Committee of Sensuntepeque
During the reporting period, PRE-PAZ Departmental Directors and Technical Promoters, as well
as members of MPCs, assisted project staff in carrying out municipal diagnostics. As of the
writing of this report, a total of 10 municipal diagnostics were complete and in the process of
being formally delivered to mayors, Municipal Councils and Municipal Prevention Committees.
The remaining 10 will be complete by November 31 of this year. Below is a table that notes
progress on this front.
Component 1
Municipal Diagnostics Status
Municipality Status
1 Concepcion
Batres Complete
2 El Paisnal Complete
4 Jocoro Complete
3 Nahulingo Complete
5 Puerto el
Triunfo Complete
7 San Sebastian Complete
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6 Santa Cruz
Michapa Complete
8 Santiago
Texacuangos Complete
9 Sensuntepeque Complete
10 Suchitoto Complete
11 San Pedro
Perulapan First Draft
Complete
12 Apastepeque Drafting
13 Chapeltique Drafting
14 El Carmen Drafting
15 Nahulingo Drafting
16 Pasaquina Drafting
17 Rosario de
Mora
Drafting
18 San Francisco
Gotera
Drafting
19 Santa Catarina
Masahuat
Drafting
20 Sonzacate Drafting
Some of the main findings from the municipal diagnostics include the following:
Illiteracy remains an issue in some municipalities, making youth ineligible to participate in
GOES or municipal programs, find jobs and participate in other productive activities.
Parents are sometimes outside the home for extended periods during the day, or week, to
tend to work responsibilities, leaving their children without proper supervision. This lack
of supervision leads youth to make wrong personal choices, which can end in: teen
pregnancy, alcohol and illegal substance abuse, gang membership and other criminal
conducts.
Drop-out rates between elementary and high school are high (50-60% range). This is
mainly due to the inexistence of high schools in several municipalities, or long travel
distances to high schools.
Adolescents and youth receiving remittances are less likely to look for employment or
continue studying.
Several municipalities had never commissioned or completed a municipal crime or
violence diagnostic, or have municipal prevention plans.
On average, municipalities spend between 1.3-6% of their annual budgets on prevention
activities.
Findings are well received at the municipal level with mayors and Municipal Prevention
Committees anxious to develop Municipal Prevention Plans to tackle the issues identified in
municipal diagnostics. Overall, the CVPP is energized by the assistance and response it has
received from municipal stakeholders, and will be working to develop strong municipal Prevention
Plans in the months to come.
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Sub-Activity 1.2 Improve the national policy framework for crime and violence prevention
by supporting emerging laws and policies
For the past year, the Crime and Violence Prevention Project has been working closely with two
different Vice Ministers of Justice and Public Security, and two different PRE-PAZ Directors, to
provide technical assistance and advice on different laws and policies to the MJSP. The efforts
made by the project have not always led to final products approved by the MJSP. Nonetheless,
the project has always been at the ready and worked to review and develop appropriate policy
proposals to improve the country´s prevention framework.
From the October 2013 timeframe, project staff worked to complete a comprehensive review of
the nation’s leading prevention laws and policies, and worked to create and submit a PRE-PAZ
Organic Law. Both products were shared with pertinent audiences and the Organic PRE-PAZ Law
was approved by Legal Advisor within the Ministry of Justice and Public Security. The review of
the nation´s leading prevention laws and policies is complete, with a final review by CVPP staff
still taking place.
It is important to note that under the previous GOES administration, Creative reached agreement
with PRE-PAZ on areas where technical assistance would be accepted under this sub-activity and
these two items received the highest of priorities within the project. Under the current
administration, these two items have received less attention as the MJSP now requests technical
assistance in developing the National Quinquennial Prevention Plan.
Lasty, the work on drafting a law for the National Prevention System was also halted during the
end of the previous GOES administration due to insufficient time being available to present and
promote this law in the National Assembly before the June 1 presidential election. It is highly
likely CVPP will work with the MJSP in the first or second quarter of 2015 to draft this important
law as part of the effort to update and improve the National Policy for Justice, Public Security and
Social Coexistence.
1. Comprehensive Review of the Nation’s Prevention Laws and Policies
Creative continued a thorough review of the nation’s foremost prevention laws and policies to
design a comprehensive Prevention Laws Comparison Matrix, which will aid the project and its
beneficiaries in understanding the various prevention laws available to them and citizens as a
whole. Laws and policies that received technical review can be broken down into six major
groups:
First group: Secondary Laws.
o Penal Code, Family Code, Penitentiary Law, Organic Law of the National
Civil Police, and Law on Intrafamily Violence.
Second group: Municipal Laws.
o Municipal Code of El Salvador, Law on Social Coexistence and
Administrative Contraventions, Organic Law of the Institute for Municipal
Development (acronym in Spanish ISDEM), Law on the Municipal
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Corporation of El Salvador (acronym in Spanish COMURES)28, and
municipal ordinances.
Third group: Laws designed to protect children and youth.
o Law on the Integral Protection of Youth and Adolescents (acronym in
Spanish LEPINA), and the National Youth Law.
Fourth group: Laws designed to protect women.
o Law for the Salvadorian Institute for the development of Women (acronym
for the organization in Spanish ISDEMU), Special Integral Law for a Life
Free from Violence for Women, Law of Parity, and Law of Equality and
Eradication of Discrimination Against Women.
Fifth group: Administrative Laws.
o Internal Executive Organ Regulations, Presidential Decree 157, and Law on
Access to Public Information.
Sixth group: Complementary draft laws and policies.
o Law on Public Security and Coexistence, and draft law on a National
Prevention System.
Working meetings to discuss the draft of the Prevention Laws Comparison Matrix were called by
PRE-PAZ who serves as the Secretariat of the Prevention Cabinet. For these meetings, it was
decided to first consult with members of the Technical Cabinet who, in turn, meet with the heads
of their ministries or agencies who sit on the Prevention Cabinet.
On October 29 and November 4, the project presented its findings to 6 six of the 16 members of
this group. Participants included representatives of the Ministry of Public Works (acronym in
Spanish MOP), the Ministry of Education, the Ministry of Health, the Ministry of Agriculture, the
National Council on Youth and Adolescents (acronym in Spanish CONNA), and the Ministry of
Justice and public Security.
Participant comments on the documented presented ranged from the need to reformat the document
presented, to performing additional analysis on other laws (including the Law on Senior Citizens
and laws pertaining to people with disabilities), to considering teachers under the matrix due to
their daily role in preventing crime and violence in school settings. An additional comment came
from the CONNA’s representative who said that a similar matrix already exists, but failed to
provide this matrix in subsequent days.
Project staff used these comments to improve the document, but no other meetings haven taken
place since November to further review the matrix as PRE-PAZ had other priorities to manage.
CVPP has reworked the final product, which is currently undergoing a final review by CVPP staff
before the matrix is printed and distributed among the Technical Cabinet, the Prevention Cabinet,
PRE-PAZ staff, mayors, Municipal Councils and Municipal Prevention Committees.
28 While COMURES is not a GOES institution, it is the premier not-for-profit organization that serves as a voice for
all El Salvador mayors. The law that establishes this unique organization was also studied to have a holistic view of
all actors involved in prevention activities.
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2. Drafting of the PRE-PAZ Organic Law
Over the reporting period, Creative was tasked with creating and submitting a draft of the PRE-
PAZ Organic Law. The law is designed to establish PRE-PAZ as a bona fide GOES entity
recognized by the National Assembly. PRE-PAZ was established by Presidential Decree in 2011,
and passage of the law would not be subject PRE-PAZ to political force or impulse every time
new governments are elected.
The draft, which was approved by the Counsel’s Office of the Ministry of Justice and Public
Security, has the following seven Titles:
Title I: Objectives, Competencies, Principles, Definitions and General Functions
Title II: Organizational Structure
Title III: Administrative System, Rights and Personnel Obligations
Title IV: Citizen Participation
Title V: Financial Resources, Income Streams and Budget
Title VI: Transparency
Title VII: General Dispositions
The draft law provides for an autonomous organization which serves as the primary institution of
government responsible for creating, advocating and coordinating prevention programs and
activities across the nation. In addition, the draft law charges PRE-PAZ with being the technical
secretariat of the National Prevention Cabinet, maintaining a national prevention information
system, carrying out municipal diagnostics across municipalities, and promoting Municipal
Prevention Committees, as well as serve as GOES coordinator for the international community for
prevention projects and programs.
The draft law is also careful in establishing clear guidelines for the naming of a national PRE-PAZ
Director, Deputy Director and Director for Communications, as well as establishing guidelines for
naming departmental heads.
The Director of Communications will, for instance, be responsible for promoting prevention
campaigns across the country; and creating open spaces at the national, departmental and
municipal levels to allow for the discussion of prevention between citizens and government. This
position will be key in a new and restructured PRE-PAZ as the organization sets to mark its
presence and priorities across GOES.
Lasty, the draft law provides guidance on a permanent PRE-PAZ prevention school (in Spanish
Escuela de Capacitación Permanente de Prevención Social de Violencia y Cultura de la Paz),
which will provide training in 14 different areas and serve as a training ground for PRE-PAZ
personnel, government officials, not-for-profit organizations, the private sector, and civil society.
Some of these training areas considered will include:
Risk Factors
Carrying out Municipal Crime and Violence Diagnostics and Municipal Prevention
Plans
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Legal framework regarding prevention
Prevention best practices and models
Alternate Conflict Resolution
Methodologies and best practices for prevention training
Accessing funding for prevention projects
Using the national prevention information system
PRE-PAZ originally asked CVPP to wait for results of its institutional assessment before the
Minister of the MJSP asks the National Assembly to consider this law. According to PRE-PAZ,
the institutional assessment would strengthen the argument that PRE-PAZ is indeed in need of
restructuring and rebranding, an action that can only be completed by passage of the PRE-PAZ
Organic Law. In the first quarter of 2014, CVPP held an official presentation of the institutional
diagnostic with the Vice Minister of Justice and Public Security, but no effort was undertaken to
push the law during the final months of the previous GOES administration, and no effort has been
expanded thus far to take
3. Development of a National Quinquennial Prevention Plan
In September 2014, CVPP´s Chief of Party prompted a meeting with the Vice Minster of Justice
and Public Security to discuss GOES´s new goals and objectives under prevention, and to develop
a more focused approach to developing and delivering technical assistance through the CVPP.
It was during this meeting that the Vice Minister requested specific, medium-term assistance with
the development of a National Quinquennial Prevention Plan that uses the new GOES
Quinquennial Plan, the National Strategy for Violence Prevention (ENPV), and the National
Policy National Policy for Justice, Public Security and Social Coexistence, to develop a national
prevention plan that articulates strategies and actions across all government ministries and
agencies. Creative agreed, and soon after crafted Terms of Reference that called for a methodology
that would also include interviews and focus groups with GOES leaders from the MJSP, the newly
created National Citizen Security Council, Departmental Cabinets, Governors, Municipal
Prevention Committees, mayors and international development agencies.
As of the writing of this report, the project had publicized and received responses to Terms of
Reference from experienced companies and consultants who had an interest in carrying out the
work. CVPP, in consultation with the MJSP, will award the contract in the following reporting
period, and expects to have a final product for the MJSP by March 2015.
Sub-Activity 1.3 Support Municipal Crime Prevention Observatories
This reporting year, Colombia-based Institute for the Study and Development of Violence
Prevention and the Promotion of Social Coexistence (Instituto de Investigación y Desarrollo en
Prevención de la Violencia y Promoción de la Convivencia Social - acronym in Spanish
CISALVA) carried out six visits (labeled Missions) to El Salvador to generate buy-in from GOES
institutions and mayors, and hold technical meetings to create and strengthen Municipal Crime
Prevention Observatories. Several detailed Mission Reports, in English, have been filed with the
USAID COR providing readers more information on steps taken to create and strengthen
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observatories throughout the country. A small number of Mission Reports are currently being
translated from Spanish to English, and these can be found in the CVPP office.
During this reporting period, the project created 4 and strengthen 5 observatories. The majority of
the observatories created are now becoming regional in scope as initially planned, serving as data
centers for several municipalities at a time. At the moment, four observatories have been created
in the municipalities of: Cojutepeque, La Union, San Vicente and Usulután. And strengthened
observatories include the municipalities of: San Salvador, Santa Ana, Sonsonate, Soyapango, and
the Metropolitan Observatory. Ciudad Delgado was added to the list of observatories to be
strengthened, but it has yet to use the prescribed methodology to manage its data collection and
reporting activities.
1.3.1 Develop methodology for establishing and strengthening Municipal Crime Prevention
Observatories through CISALVA with USG support
1. Creating Pre-conditions for Success and Garnering Support from GOES Institutions and
Municipalities
The months between November 2013 and January 2014 were spent creating the necessary pre-
conditions to ensure observatories could be created and strengthened. This required not only the
political will of GOES institutions and mayors, but also the involvement of technically proficient
institutional representatives who would be able to collaborate in an intra-institutional setting to
share data and propose policy ideas to improve prevention postures.
The first year of the work Plan included a number of initial meetings with GOES ministry and
agency representatives, and project mayors, to get GOES and municipal buy-in for Municipal
Crime Prevention Observatories.
Initial meetings with GOES institutions included:
The Vice Minister of Justice and Public Security; the Deputy Director of the National
Civil Police (acronym in Spanish PNC) and Projects and Cooperation Advisor for the
PNC; and Legal Counsel to the Vice Minister of MJSP
The Attorney General (acronym in Spanish FGR)
The Vice Minister of the Ministry of Health (acronym in Spanish MINSAL)
The Vice Minister of the Ministry of Education (acronym in Spanish MINED)
The Director of the Institute of Legal Medicine, also known as the Forensics Institute
(acronym in Spanish IML)
The Director of Research for the Salvadoran Institute for the Integral Development of
Youth and Adolescents (acronym in Spanish ISNA)
The Technical Manager of the Salvadoran Institute for the Development of Women
(ISDEMU)
The purpose of meetings with GOES institutions in San Salvador was three-fold. First, to present
and explain the project’s observatory component. Second, to request the institution provide a
representative for all observatory meetings in the field. And third, to request the institution head’s
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assistance in providing valuable information related to the number, and circumstances
surrounding, homicides, extortion, robbery, injuries, and domestic violence in targeted
municipalities.
Likewise, initial meetings with project mayors included a video presentation of the benefits of
having a municipal observatory, and an explanation of the logistics, time demands and individuals
involved in the successful management of an observatory. Mayors and municipal representatives
present, which included mayors from Cojutepeuqe, La Union, San Vicente and Usulután, a
Councilman from Soyapango, and Observatory Coordinators from San Salvador and the
Metropolitan Observatory.
GOES leaders, mayors, and existing Observatory Coordinators (with the exception of ISDEMU,
please see issues under #3 below) readily approved of the methodology presented by CISALVA,
and moved to plan next steps to begin to create or strengthen their respective observatory.
Over the next three months, CVPP staff and CISALVA moved to establish the human resource
infrastructure necessary to manage Municipal Crime Observatories. This included:
Providing mayors with an “Observatory Coordinator” profile to ensure an Observatory
Coordinator was appointed. Subsequently, Creative staff met with newly appointed
Observatory Coordinators to explain the intricacies of the project, the role of the
Coordinator, and our expectations of the Coordinator and observatory.
Providing mayors with a technical capacity profile outlining observatory needs (computer,
desk, and access to Internet). The technical profile included verbiage in which CIALVA
agrees to provide free observatory software to each municipality for use in tracking and
providing geographical locations for crime incidents.
Providing Observatory Coordinators with sample summons letters so each could, in a
timely manner, invite all GOES representatives mentioned in the previous page.
Providing Observatory Coordinators with an Operations Committee Protocol of
Understanding. The Operations Committee is made up by all GOES institutions
mentioned in the previous page, and is charged with reviewing and discussing every
incident of crime in the municipality before it is recorded on a data collection sheet. In
sum, this Committee validates all data received from different GOES institutions. The
Protocol outlines institutional responsibility to appear at every Committee validation
meeting, provide data on relevant incident of crime, and to assist Committee members in
validating data.
After Observatory Coordinators and Alternates were designated by mayors, CISALVA and CVPP
staff assisted each municipal observatory in developing data collections sheets, which would later
be used by Operations Committee to track individual crimes that include: homicide, robbery, theft,
injuries, extortion and domestic violence. More on the work carried out to train Observatory
Coordinators can be found under section 1.3.2.
As of the wiring of this report, all necessary pre-conditions were set and observatories began
operating as initially intended, albeit with some kinks in the way, which will be discussed under
items #2 below.
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2. Current State of Observatories and Methodology
Over the course of several months, observatories began to hold Operations Committee meetings
to validate incidents of homicides, robbery, theft, injuries, extortion, and domestic violence. Initial
meetings were always unclear due to the fact that a new process was being implemented, but over
time, members of Operations Committees in each observatory came to understand and master the
process. During this timeframe other issues also arose, which at times had to be managed with
precision and diplomatically. Some of the highlights include:
The Attorney General requested from CISALVA and the project a new methodology to
manage the time it took to complete Operations Committees, and also raised concerns over
the number of data points being shared by the Attorney General´s Office with the
Observatories. The Attorney General stated that there would have to be a limit of
information shared, as this may place ongoing investigations and victims at risk; and stated
that Operations Committees were taking too long for regional staff who had other
important matters to resolve.
In June, during a long and edgy meeting between the Attorney General, his senior staff,
and CVPP and CIALVA staff, CISALVA finally conceded that a new methodology would
be developed, shortening time periods for Operations Committees, and also accepted that
information like victims´ personal ID numbers and home addresses were not necessary for
data collection sheets. The FGR would not participate in validating misdemeanors
(because of their high number) and the FGR would provide information on all other crimes.
Attorney General Martinez (in joined the Operations Committee in Usulután
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On July 23, the Attorney General made a personal visit to an Operations Committee session
in the municipality of Usulután to witness the new model at work. There, he gave eh
project green light for the FGR to continue working alongside the project on this
observatory initiative.
GOES institutions were sometimes absent from Operations Committee sessions. This
included the IML, FGR, and MINSAL. From May to September 30, 2014, CVPP´s
Deputy Chef of Party, and CISALVA´s Director visited each one of these institutions to
revive institutional interest in the project´s observatory initiative. All institutions, except
MOINSAL have been responsive. CVPP is currently trying to establish a link with the
new MINSAL minister to explain the observatory initiative and gain ministerial support.
ISDEMU originally rejected the project´s offer to participate in Operation and Analysis
Committees on grounds that ISDEMU does not have sufficient staff to participate fully in
the sessions, and that it is not allowed to share data on victims or incidents reported. The
project has since, however, met with Dr. Vanda Pignato, ISDEMU´s President. And after
several follow-up meetings, the door is opening to ISDEMU´s participation.
Metropolitan and San Salvador Observatories29. Both of these observatories participated
in key meetings and began to implement the methodology shared, but due to the sheer size
of their coverage areas, entering data on the CISALVA database on homicides, robbery,
injuries, extortion and other crimes, became an overwhelming and time consuming task.
As of the writing of this report, CISALVA was still developing a plan to have both
observatories hold Operations and Analysis Committees, and upload data onto the
CISALVA web-based system, taking into account the number of individual incidents
reported monthly.
Santa Ana Observatory. This observatory, created under the SICA-AJR initiative, was
initially keen and very efficient, but has become slow and unresponsive. The project is
currently awaiting a meeting with the mayor to determine whether to continue
strengthening this observatory.
In regards to the methodology, CVPP took experiences gathered throughout the last program year
to fine-tune the methodology it will use country-wide to create and strengthen observatories.
CVPP has received an initial draft of the proposed methodology from CISALVA, but this
document, while near completion, is still under internal review before a final version is released
and published.
3. New Observatories to be Created
During the final leg of the reporting period, CVPP and CISALVA staff decided to choose a new
set of municipalities in which to create observatories. All of the municipalities chosen have a
strong nexus to the Crime and Violence Prevention Project. Some were selected because their
mayors participated in the March 2014 Study Tour to Colombia, as is the case with Acajutla,
Conchagua, Panchimalco, San Antonio del Monte and Suchitoto. The remaining five
municipalities were chosen because of their levels of violence (San Pedro Perulapan is the most
29 The Metropolitan observatory encompass the municipalities of Soyapango and Ciudad Delgado.
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violent municipality under Component 1 and one of the most violent in the nation), or due to their
membership in the Greater Sonsonate Network. The CVPP has been working to strengthen the
Sonsonate observatory since the inception of this initiative and is now ready to bring observatory
methodology to their partner municipalities.
Keeping with the spirit of the methodology, Sonsonate will serve as the regional observatory for
Acajutla, Nahulingo, San Antonio del Monte and Sonzacate. Cojutepeque will serve as the
regional observatory for San Pedro Perulapan and Suchitoto. And the municipality of La Union
will serve as a regional observatory for Conchagua.
This means that Operations Committees will meet in Sonsonate, Cojutepeque and La Union to
validate incidents of crime. Individual Analysis Committees will also take place at the regional
level with subsequent tuning at the municipal level with Municipal Prevention Committees to
develop local solutions to problems regarding crime and violence and referenced by the
observatory.
The municipalities selected for creating new Municipal Crime Observatories include:
Observatories to be Created in FY 2015
Municipality Component 1 Component 2
Greater
Sonsonate
Network
1 Conchagua X
2 San Pedro
Perulapan
X
3 Suchitoto X
4 Sensuntepeque X
5 Panchimalco X
-- Sonsonate X
6 Acajutla X X
7 Nahulingo X X
8 San Antonio
del Monte
X X
9 Sonzacate X X The Sonsonate Observatory has been strengthened and is home to the Greater
Sonsonate Network. It is not counted in this table.
CVPP staff visited each of the mayors to ensure their political will and interest remained strong,
and provided mayors with an Observatory Coordinator profile to ensure only qualified individuals
took on the job. On September 25, CVPP and CISALVA staff met with new Coordinators and
Alternates form all of these municipalities to begin an induction process. The project expects these
new observatories to be running by the third quarter of FY 2015.
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1.3.2 Develop national and local staff capacity for the management of Municipal Crime
Prevention Observatories
1. Study Tour to Colombia
In March 2014, 16 mayors (14 from Components 1 and 2 of the CVPP, and 2 from sister USAID
project SolucionES) traveled to the cities of Cali, Medellin, and Bogota to get a firsthand view of
the inner workings of Municipal Crime observatories, and to visit programs, public spaces and
facilities used to prevent crime and to promote trust among youth and communities.
Mayors were accompanied by Mauricio Herrera (CVPP COR) and Margarita de Lobo (SolucionES
COR, Harold Sibaja (CVPP COP), Juan José Hernández (CVPP Prevention Coordinator),
Armando Jiménez (CVPP Public Policy Coordinator), and Iván Flores (CVPP Communications
Coordinator).
Main findings from the Tour include the following:
Municipalities have a leading role in crime and violence prevention since they have better
knowledge of local crime and violence issues.
The need to work on a collaborative basis with the central government to identify and ensure
issues at the local level are properly attended.
The use of reliable and timely information is essential for the proper design and evaluation of
preventive policies. For this to be achieved in El Salvador, there is the need of collaboration
from primary sources of data and information (Attorney General’s Office, Coroner’s Office,
Ministry of Health, National Police, etc.).
Close collaboration between municipalities and the police is required to develop proper
responses and control crime and violence incidents.
In order to deal effectively with crime and violence, interventions need to have an integrated
approach combining social prevention and “control” activities. Community policing also has
an important role in preventive social interventions.
In relation to at-risk youth, the proper approach is to have concentrated actions to interrupt a
career in crime, accompanied by education and training opportunities of interest to youth.
The Study Tour has allowed all CVPP mayors to embrace Municipal Crime Prevention
Observatories and was also key in bringing CVPP mayors together, building rapport across
political party lines where needed.
After the Study Tour participating mayors also came together to craft and deliver the Declaration
of the Year of Prevention, which was signed at a public event on May 8, and is highlighted under
Component 2, Sub-Activity 2.2. This Declaration was important as it signaled by all 16 mayors
and made the incoming GOES administration consider the need to promote even stronger ties
between GOES-municipalities to prevent crime and violence, and the need to create a National
Violence Prevention Fund to assist municipalities in their work to implement crime and violence
prevention activities.
It is important to note that during the first 100 days of the Sánchez Cerén administration, GOES,
in conjunction with the United Nations Development Program (UNDP), the Organization of
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American States and (OAS) and European Union (EU), announced the creation of a trust fund to
finance security and prevention activities.30 GOES officials have stated that the fund will be
financed, in part, by a new .25% tax on cash or credit transfers above $1,000. The project is
hopeful this new trust fund is the GOES answer to the National Violence Prevention Fund
requested by the Declaration.
2. Working to Implement Operations and Analysis Committees
CVPP and CISALVA staff spent countless hours providing on-sight training to Observatory
Coordinators on how to use data collection sheets and conduct Operation Committees. These
Operations Committee meetings took place on numerous occasions from April-September 2014.
In July 2014 alone, Operations Committees met an average of six times across all newly created
observatories (a total of 23 meetings between all newly created observatories) to validate data and
upload information onto the CISALVA web system, paving the way for each observatories´
Analysis Committee. It should be noted that Operations Committees meet, on average, only once
per month. Additional meetings were required in July to upload missing data onto the CISALVSA
web system that corresponded to crime incidents between January and June 2014.
In August 2014, the project and CIALVA continued its on-sight training as it held its first four
Analysis Committees in the municipalities of Cojutepeque, La Union, San Vicente, and Usulután.
On September 23, an Analysis Committee took place in Sonsonate, presided by the mayor of
Sonsonate and with the participation of GOES institutions and all five municipalities of the Greater
Sonsonate area, which include: Acajutla, Nahulingo, Sonzacate, and San Antonio del Monte.
GOES institutions were also present in these initial Analysis Committees, and included the: FGR,
PNC, IML, municipal health unit directors, representatives from the Ombudsman’s office, and
members of Municipal Councils and in the case of the Analysis Committee held in Sonsonate,
representatives from local universities.
Overall, Analysis Committees were a success. Observatory Coordinators held sessions and did a
good job of presenting the state of affairs from the January to June 2014 time period. The
observatories’ work to geo-reference incidents and provide data on the age and sex of victims, and
times tables of incidents, helped mayors and GOES representatives identify crimes of highest
priority. Each Analysis Committee developed a list of recommendations that mayors and
Municipal Councils would take into account to improve conditions. Some of these included:
An arms sales ban in Usulután
Increased prevention education in Usulután schools
Placing of “neighborhood watch” signs in specific communities in San Vicente and
Usulután, and begin publicity campaigns making people aware robberies take place in
specific zones
Alcohol sales ban after certain hours in specific areas in Usulután
30 Gobierno lanzara Consejo Nacional de Seguridad Ciudadana. Sept. 9, 2014.
http://verdaddigital.com/index.php/nacionales/12633-gobierno-lanzara-consejo-nacional-de-seguridad-ciudadana-
para-contrarrestar-violencia.
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Strengthen the municipal Mediation Unit to avoid injuries in Cojutepeque
Place more police in Barrio el Centro in Cojutepeque due to high number of robberies
A record of the Analysis Committee proceedings from the municipality of San Vicente can be
found in the annex section of this report.
A second round of Analysis Committees have been held in the municipalities of Cojutepque, La
Union, San Vicente and Usulután. CVPP expects municipal leadership to begin implementing
select recommendations in the coming reporting quarter.
3. Observatory Bulletins
Lasty, it should be noted that Observatory Coordinators have begun working on Observatory
Bulletins, which will be distributed among MPCs, Municipal Councils, uploaded onto municipal
websites and placed in public announcement boards to showcase the important work being carried
out by observatories, and educate the general population on their right to denounce criminal acts.
A copy of an Observatory Bulletin will be include in the next report.
1.3.3 Interconnect Municipal Crime Prevention Observatories with a National System
Complete with Standardized Indicators
Creative’s Monitoring and Evaluation team, in conjunction with subcontractor CISALVA, will
begin work to develop observatory indicators and begin the actual work of connecting CVPP
Observatories to a national and departmental information system. This portion of the project has
yet to take place and will begin when CVPP´s GOES counterpart is ready to develop a National
System.
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COMPONENT 2: MUNICIPAL-LED, COMMUNITY-BASED CRIME AND VIOLENCE
PREVENTION
Component 2 has had a very rewarding year establishing operations in 77 communities and
launching Outreach Centers in 54 of those communities. The Component also hosted a number of
high-level visitors from the US Congress, State Department, and USAID, including two
Congressional Delegations, and State Department Counselor Thomas Shannon Jr. In addition, the
US Ambassador attended a handful of Outreach Center launches and Public-Private Partnership
signings. Last, the Component regularly hosted the Vice Minister of Justice and Public Security,
and Vice President Oscar Ortiz.
Other Component accomplishments have included internal and external training session designed
to improve project personnel capacity and mayors´/municipal understanding of Creative´s
prevention model. Some highlights include:
Two-day Study Tour with mayors and PRE-PAZ personnel to the municipalities of
Chalchuapa and Santa Ana
120 focus groups and 85 institutional interviews to complete 13 Municipal Diagnostics and
13 Municipal Prevention Plans
Presenting key Findings from Municipal Diagnostics to all 13 municipal stakeholders
Signing 13 Letters of Intent to secure grants for municipal and community activities
Begin to implement 13 Municipal Prevention Plans
Launch of 54 Outreach Centers, benefitting 5,149 individuals
Two months after the launch of the first Outreach Centers on Cojutepeque, the project has strong
standing in its treatment municipalities as result of the bond formed with Municipal Prevention
Committee leaders, ADESCOs, and faith-based organizations over the past year. The project will
continue building on these relationships as CVPP staff implements its six strategies across all 13
Component municipalities.
Sub-Activity 2.1: Selection of 13 municipalities and establishment of 13 new Municipal
Crime and Violence Prevention Committees
The selection of 13 municipalities was completed early in the reporting period using a number of
criteria that included population size, number of homicides committed, proximity to other high-
risk municipalities and political will of the mayor and Municipal Council to carry out project
objectives.
Likewise, project staff have been working with a total of 13 Municipal Prevention Committees to
restructure and strengthen their local capacity. Below, under Strategy 1: Creating Conditions for
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Sustainability – We are Able to Protect Ourselves, a narrative is included that showcases upcoming
efforts that will continue to strengthen these 13 Municipal Prevention Committees.
Sub-Activity 2.2: Development of Municipal leaders´ and community members´ capacity for
prevention, planning, implementation and analysis
During the reporting period, project personnel, including four FUNDAMUNI staff31 imbedded in
Component 2, worked tirelessly to address each of the activities described below. Please note that
activities under the Strategy 1 received most focus this year. This took place in an effort to educate,
empower and promote prevention among PRE-PAZ staff, mayors, Municipal Prevention
Committees, ADESCOs and other municipal officials and community stakeholders.
1. Two-Day Study Tour to the Municipalities of Chalchuapa and Santa Ana
To prepare the project´s municipal partners for Strategy 1, CVPP held a two-day tour between
October 3rd and 4th to the Municipalities of Chalchuapa and Santa Ana where Creative had
successfully implemented prevention programming under the USAID-SICA Regional Youth
Alliance (in Spanish Alianza Joven Regional – AJR). The tour included a total of 46 municipal
representatives: 8 mayors, 13 Council Members, 13 members of Municipal Prevention
Committees, and 12 PRE-PAZ Technical Promoters from Component 2 municipalities.
Participants visited Community Outreach Centers, The Chalchuapa Children’s Philharmonic and
the Santa Ana Municipal Crime Observatory, among others.
Specific achievements made during the tour include:
Relationship-building between municipal actors from the current project and municipal
actors from the previous project who have used the Creative model to advance crime and
violence prevention. The project is hopeful these new relationships between mayors,
Council Members, Municipal Prevention Committees, municipal prevention staff and other
municipal officials from the previous and current project will help improve programming
in the project’s current municipalities.
Mayor Peñate (FMLN) of Santa Ana was invited by the Mayor Rosa Guadalupe Serrano
de Martinez (ARENA), Mayor of Cojutepeque, to meet with her Municipal Council to
assure them of the project’s positive impact and the ability to raise leverage. The meeting
is noteworthy as both mayors come from politically opposed parties. The meeting took
place on November 7th and was successful.
The tour allowed all Component 2 mayors and Council Members to view firsthand the
effectiveness of the tools employed by Creative and their impact in helping municipalities
and communities curve crime and violence.
The tour showcased the Community Outreach Center model as an effective, low-cost,
community initiative to prevent crime and violence.
PRE-PAZ Technical Promoters were able to witness, first hand, the project’s unique and
effective way of combatting crime and violence at the municipal and community level.
31 This includes 3 municipal staff and the FUNDAMUNI Coordinator.
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The experience helped to provide new ideas to these municipal officials who will ultimately
be responsible for developing crime prevention initiatives in their various municipalities.
Participants’ received a concert by the Chalchuapa Children’s Philharmonic, which
provided another “outside the box” approach for reducing crime and violence levels across
municipalities. The concert proves that children from all walks of life, if given a tool, an
opportunity, coaching and mentors, can quickly take the more positive and constructive
road in life. In this case, children from poor and at risk communities received instruction
on the use of instruments some had never seen, and today these children are more likely to
stay in school and resist calls to join gangs or carry out illegal acts.
The tour received applause from Component mayors, Council Members and PRE-PAZ staff. In
the final tour debrief, participants mentioned their gratitude to USAID and the project for hosting
the trip and providing a future look into how their municipality may look and feel in a year to two
through the implementation of the project’s tools and processes.
2. Strategy 1: Creating Conditions for Sustainability - We are Able to Protect Ourselves
The project worked hard towards the end of the reporting period to identify the actions necessary
to strengthen Municipal Prevention Committees, ADESCOs, mayors and municipal officials.
Accordingly, a total of 11 tools were designed to accomplish this. Over the course of the next
reporting period, six of the tools mentioned below will have been awarded to NGOs, CSOs, FBOs
and a small number of consultants that, through a public bidding process, show capacity and
experience in managing the different tasks required by the CVPP described in Terms of Reference.
Tools developed to ensure Strategy 1 is carried out include:
Strengthen MPCs and municipal staff
Strengthen ADESCOs
Municipal Crime Observatories
Develop municipal prevention policies
Develop Municipal Prevention Centers
Develop municipal volunteerism
Develop community Mentoring
Develop Conflict Resolution Units
Strengthen Women, Youth and Adolescents Offices
Develop a Literacy Unit
Strengthen Municipal Scholarship Unit
As of the writing of this report, two NGOs have been selected to create and strengthen Conflict
Resolution Units. Other public bids were outstanding or in the process of being published. It is
also important to note that staff working on Strategy 1 have develop an elaborate plan that will
take eight months to carry out in which MPCs and ADESCOs become strengthened through a
series of 10 workshops per municipality. These workshops are designed to train these bodies on
the inner workings and relationship between the ENPV, Municipal Diagnostics and Municipal
Prevention Plans.
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National strategy for Violence Prevention (ENPV) Trainings
To further strengthen Strategy 1, Component staff and PRE-PAZ Technical Promoters carried out
trainings to ensure members of Municipal Prevention Committees and other municipal officials
understood the inner workings of the ENPV. Additionally, more than 300 copies of the ENPV
were distributed in all Component municipalities. As reported in the April-June 2014 Quarterly
Report, a total of 362 individuals participated in these ENPV trainings. Participants included
Members of Municipal Councils, mayors, members of municipal social promotion offices and
Women´s Units, PNC personnel, Youth and Adolescents Unit Directors, local representatives from
MINED and MINSAL, as well as religious representatives and members of the private sector.
Municipal Prevention Committee (MPC) Assessments
Additionally, Component staff embarked on assessments to ensure MPCs were working in tandem
with new ENPV guidelines. Up to September
30, Component 2 staff visited nine
municipalities, and will be carrying out
assessments in the municipalities of:
Conchagua, La Union, Tecoluca and San
Vicente to assess their strengths and
weaknesses using Creative methodology
mentioned under activity 1.1.3.
Initially, two MPCs were restructured in the
municipalities of Cojutepque and Ilobasco. In
the case of Cojuteque, a total of eight (8)
committees were created to track different
activities being overseen by the MPC. These
committees include: Sports, Culture and
Recreation; Health and Education for
Prevention; Employment and Employability;
Situational Prevention; Communications;
Gender; and Citizen Security. The effort was originally recognized though a Municipal Agreement
by the Municipal Council where the MPC and its committees and accompanying responsibilities
were officially recognized.
Some of the most common deficiencies found in MPCs during assessments include:
Lack of commitment by MPC participants, including GOES institutions
MPC Coordinators lack interest in promoting and leading MPCs
No funding or physical spaces for MPCs to meet
In Ilobasco, the restructuring included the creation of five (5) committees to give the MPC amore
focus. These committees include: Sports, Culture and Recreation; Health and Education for
Prevention; Employment and Employability; Situational Prevention; and Communications.
RESULTS
Restructured Municipal Prevention
Committees
INCREASE IN PARTICIPATION
FROM GOES INSTITUTIONS
INCREASED LEADERSHIP BY MPC
COORDINATORS
SPECIFIC COMMITTEES CREATED
TO TRACK ISSUES
MPCS BEGINNING TO PROMOTE
ACTIVITIES VIA YOUTUBE CHANNEL
AND MUNICIPAL WEBSITE
COMMUNICATIONS BETWEEN
MPC AND COMMUNITY LEADERS
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The project believes the steps taken over the latter six-month period of the reporting period to
implement the ENPV will help in promoting the project´s Municipal Prevention Plans, and in
institutionalizing the important work Municipal Prevention Committees are designed to carry out
through the ENPV.
Other activities undertaken during the reporting period to ensure municipal and community
stakeholders developed capacity for prevention, planning, implementation and analysis are
included in the following numerals.
MPC Awareness Sessions
During the past six months, the Component also worked to socialize the project’s Municipal Crime
and Violence Diagnostics and Municipal Prevention Plans in each of the Component
municipalities. These session were carried out more than once in several municipalities due
requests from MPC members who were absent during initial presentations. Having socialized
these documents, MPCs, ADESCOs and other municipal officials will have a better grasp and take
ownership of the different actions that will take place through prevention grants being provided to
municipalities.
3. Completion of Municipal Crime and Violence Diagnostics (MDS) and Municipal Prevention
Plans (MPPs)
As mentioned in the previous reports, Component staff held 120 interviews and 85 focus groups
across 13 municipalities to complete 13 Municipal Diagnostics, and subsequently, 13 Municipal
Prevention Plans. GOES institutions and individuals invited to interviews and focus groups32 have
been detailed in previous reports, as have the obstacles encountered by CVPP staff in carrying
these out.
The table below highlights the total number of institutional interviews and focus groups conducted,
by municipality, since the project began conducting each in the previous quarter.
Final Tally of Institutional Interviews and Focus Groups
For Component 2 Municipalities
Municipality
Number of
Interviews
(total of 12)
Number of
Focus Groups
(total of 7)
Acajutla 10 7
Cojutepeque 10 7
Conchagua 10 7
32 Component 2 was the first in the CVPP to conduct focus groups. As such, they carried out a total of seven focus
groups in municipalities to develop MCDs. During internal CVPP methodology validation sessions, the project
decided to reduce the number of focus groups to six, which is the number of focus groups carried out during
Component 1 MDS sessions.
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Ilobasco 6 7
La Union 10 7
Nejapa 9 2*
Panchimalco 5 7
Quezaltepeque 9 7
San Antonio del
Monte
10 7
San Vicente 12 7
Soyapango 7 6
Tecoluca 12 7
Usulután 10 7
TOTAL 120 85 * Nejapa presented several logistical challenges during focus groups.
Two, multi-sector focus groups were carried out to
generate sufficient information on a range of issues to
complete the municipal diagnostic.
From October to December 2013, project staff traveled to all 13 municipalities to present official
municipal diagnostic findings and Municipal Crime and Violence Prevention Diagnostic
documents, which provide municipal stakeholders and project staff an organized and well thought-
out description of the problems and issues discovered during the diagnostic process. Previous
reports have highlighted the information presented in these session, and the positive feedback
received by CVPP staff. To date, all 13 municipal diagnostics have been shared with the Vice
Minister of Justice and Public Security, the PRE-PAZ Director, and municipal stakeholders.
CVPP´s Monitoring and Evaluation Coordinator has the official final copy of each municipal
diagnostic on file.
Municipal Prevention Plans were also presented to Mayors, select members of Municipal Councils
and Municipal Prevention Committee leaders. Sessions were opened with brand presentations
from the project’s Communication’s Coordinator who had worked with municipal stakeholders to
discuss the traits and characteristics that define each municipality. Brands included colors, main
municipal building, culture, and other natural aspects. A play on words was also included in
municipalities like Tecoluca (brand name Teco Tuya. Spanish meaning Tecoluca is yours!); and
Cojutepeque (brand name Coju Te Quiero. Spanish meaning I love you Cojutepeque!).
Below is a presentation of all 13 municipal brands (presented in the Semi-Annual Report) which
are being used to promote CVPP´s Municipal Prevention Plans for the following two years in Base
Period municipalities.
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The cover page above was originally designed for this Semi-Annual Report, which highlights each of the municipal
brands developed to promote Municipal Prevention Plans. 4. Colombia Study Tour and the Declaration of the Year of Prevention
As mentioned in section 1.3.2, from March 23-30, a total 14 CVPP mayors traveled to Colombia
for a Study Tour to interact with observatories and witness successful prevention models at work.
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Upon return, participating mayors prioritized the need to sign a Declaration of the Year of
Prevention, which among other things: cited the mayors´ commitment to promote prevention
activities and programs throughout their municipalities, to empower MPCs using the ENPV, and
to make a special effort to include youth, FBOs and community groups in decision making.
The Vice President-Elect shares his comments during the Declaration of the Year of Prevention
The signing of the Declaration took place on May 8 in San Salvador with the presence of the then
Vice President-Elect Oscar Ortiz. During the event, mayors petitioned GOES and others to:
Create a permanent National Violence Prevention Fund to assist municipalities with
crime and violence prevention strategies and activities.
Create a permanent prevention dialogue committee to opine on national and local
prevention strategies.
Encourages the PNC, IML, FGR and MINSAL to share data with Municipal crime
Observatories.
Encouraged the private sector to do its part in assisting municipalities with prevention
activities.
The event received premium media coverage and signatories will meet in the following reporting
period to share information and discuss further steps now that the new GOES administration has
crossed the 100-day mark.
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5. Community Baseline
During the reporting period, a company was contracted to carry out a baseline assessment for all
74 communities in all 13 municipalities under Component 2. The baseline had three specific
objectives:
Ascertain people´s perceptions of crime and violence, and their knowledge of the
ENPV
Provide specific information on the dynamics of crime and violence within CVPP
treatment communities vis-a-vis the project´s 13 risk factors
Detail the specific institutional and community-based responses to violence
Analyze local community members´, municipal officials´ and GOES knowledge and
capacity to carry out prevention programming
The sub-contractor´s final product, delivered in August 2014, provided a number of interesting
results, which were taken into account by the project before decided what tools to use under each
of the Strategies referred to in this activity section. Some of these include:
All 13 municipalities have Municipal Prevention Committees, but many of them do not
function as required by the National strategy for Violence Prevention (ENPV).
Furthermore, MPCs need more training, more coordination with GOES and local
institutions and organizations, and need to be more inclusive. In specific relation to the
ENPV, the study finds that not all members of the MPC are aware of, or know how to
utilize, the strategy, nor are community members.
60% of those polled say they feel “insecure” in their communities with females ages 30-
59 as the main group afflicted. Youth feel most secure at home, and their relationship
with the PNC is a “love hate” relationship due to police officers´ constant searching and
registering youth.
Only 28.6% of the population file formal complaints with authorities. A majority fear
reprisals and lack confidence in GOES institutions responsible for investigating
complaints.
Families are dysfunctional, in part, because parents do not apply rules properly, and
because many live outside the home, or immigrate to another country.
The public education system in rural areas is poor and job opportunities for youth is
limited. You are left in terrible predicament: some join gangs, other immigrate and others
do nothing.
Alcohol abuse is labeled as one of the chief reasons (above gang presence) for feelings of
insecurity among women, girls and adolescents.
The final version of the baseline study was presented in all 13 Component municipalities
throughout August and September. Total of 328 attended the presentation sessions given by the
project´s Monitoring and Evaluations Team. Sixty (60) of the participants were mayors,
members of Municipal Councils and other municipal employees; 165 were community
representatives, and 103 GOES and NGO/CSO representatives.
The full report I son its way to USAID and has also been filed in the CVPP office.
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Sub-Activity 2.3: Development of Youth Values and Identity
1. Strategy 2: Promotion of Youth values and Identity – I Love and Respect Myself
The project also worked during the reporting period to identify the actions necessary to strengthen
this particular Strategy. Accordingly, a total of 10 tools were designed to accomplish this. Over
the course of the next reporting period, six of the tools mentioned below will have been awarded
to NGOs, CSOs, FBOs and a small number of consultants that, through a public bidding process,
show capacity and experience in managing the different tasks required by the CVPP described in
Terms of Reference.
Tools developed to ensure Strategy 2 is carried out include:
Roll-out the Challenge of “Dreaming My Life”
Roll-out Challenge of “Dreaming My Family”
Roll-out Caminos Creativos (Creative Paths)
Roll-out Youth Clubs
Roll-out Youth values through sports activities
Develop Youth Against Violence Chapters
Develop youth philharmonics
Develop a domestic violence prevention program
Develop a drug prevention program
Develop an youth alcohol abuse program
The April-June Quarterly Report highlighted the thrust of this Strategy. The leader in charge of
this Strategy spent most his time developing Terms of Reference (TOR) for the different tools
presented in the bullet points above, this included RFAs for: Challenge of Dreaming My Life,
Domestic Violence Prevention;; and Values through Sports activities.
Moreover, a visit by the Secretary of Culture to visit the Chalchuapa Philarmonic in July has paved
the way to the CVPP creating an Agreement with the Secretariat of Culture to assist, which is due
to be signed in December 2014. The Agreement will create a total of eight (8) philharmonics and
four (4) chorus groups across Component 2 municipalities. Philharmonics will be created in the
municipalities of: Conchagua, La Union, Usulután, Cojutepeque, Soyapango, Panchimalco,
Quezaltepeque and Acajutla. Choral groups will function in the municipalities of: Ilobasco, San
Vicente, Tecoluca, and Nejapa. The Culture Secretariat will provide all didactic and training
materials for both groups, while CVPP will provide instruments, and municipalities a secure place
to store instruments and materials, as well as professors for choral lessons and to train youth in the
use of instruments.
The project is hopeful the venture with the Culture Secretariat will motivate families, communities,
and encourage at-risk youth to gain a greater appreciation for life through music, as has been the
case in other municipalities like Santa Ana and Chalchuapa.
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2. Caminos Creativos Training
From October 4-7, 2013, 14 CVPP received an intense immersion into Creative’s new model for
expanding the Component’s Strategy #2: Promotion of Youth Values and Identity, which is
practiced throughout the project’s Outreach Centers (OCs). Participants included five Component
2 staff (including one staff member from FUNDAMUNI), seven Outreach Center Coordinators
from Santa Ana and Chalchuapa, and the Coordinator for the Outreach Center Network (in Spanish
Red de Centros de Alcance) which this project supports.
Participants were given instruction by three international experts from Creative Associates on how
to coach both Outreach Center Coordinators and Outreach Center volunteers to be leaders within
the project’s Outreach Centers and their communities. Self-esteem, life planning, self-awareness
and experience sharing were some of the 20 tools participants were taught to train. These tools
will be used across project Outreach Centers throughout the life of the project.
Specifically, participants were given detailed training in a group environment that covered all
logistical aspects of managing an OC: How to treat people, to encourage others, to ensure
bathrooms are readily available, etc. In addition, participants underwent a number of exercises in
groups of two, and in classroom groups, to teach OC Coordinators how to present activities. Under
this exercise, participants were given direction on every detail surrounding presentations, from
how to organize events and workshops, to how to hold a microphone, how to engage participant,
how to answer questions, and how to develop a code of conduct for events and workshops. The
training also included a special segment titled “how to close a workshop” where participants were
taught to make diplomas, how to call on participants to receive their diplomas, and how to
recognize special accomplishments.
A special component of the training modules involved “exploring the world of youth today”, which
asked participants to draw, then describe how today youth dress, look, act, and what trends they
follow in music and other areas. This special module forced participants to have a holistic view
of the youth OCs assist every day. This perspective will no doubt reinforce the idea that OC project
staff and OC Coordinators have to train, teach and develop activities which align with the interests
of today’s youth.
Lastly, participants were evaluated by their peers on presentations skills. Here, participants were
given tailor made tips to perfect their presentation skills. These tips ranged from how to keep an
audience engaged, to how to answer questions, the use of didactic materials, and tips for keeping
your personal demeanor intact throughout a presentation.
Participants were provided with a binder that included a number of reading materials and
homework assignments. The Annex of this binder included two sections. One strictly for
materials containing instruction on how to train OC Coordinators; and the other for
materials on how to train OC volunteers.
This was the second training provided by Creative on Camino’s Creativos since 2012.
Feedback from participants during the evaluation portion of the training included the
following words and phrase: “creative”, “participative”, “encouraging”, and quality
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training”. The experience will support the project in improving the assistance it provides
to clients in Outreach Centers across the country.
3. Youth Against Violence Movement (YAVM)
As mentioned in previous reports, the Youth Against Violence Movement (YAVM) began to craft
a proposal to strengthen youth organization at the municipal and community levels. To date, a
final proposal has been reviewed \and the project´s Chief of Party expects to approve it during the
next quarter. The proposal has YAVM establishing eight local chapters of the movement in eight
municipalities, encouraging youth leadership in preventing crime and violence, influencing local
policies and establishing municipal crime prevention initiatives.
In December 2013, the Coordinator of Youth Against Violence El Salvador, joined other
Coordinators from each country in Central America in Washington. DC where she presented the
Movement’s achievements at a panel discussion at the World Bank. This activity was funded
directly by Creative as a way of raising awareness of the Movement among other donors and
provide training on various topics including crowd funding, engaging the private sector, and
developing successful proposals. The week-long trip also included meetings with the Inter-
American Development Bank (IDB), U.S. Congress, the National Endowment for Democracy, and
the World Bank, among others. The Central America Youth Against Violence Movement applied
and was approved for a grant from the National Endowment for Democracy to expand their work
regionally.
Lastly, the project also welcomed to its headquarters new members of the organization, which will
serve as leaders for the 2014-2015 time period. These new members were briefed by the project
on all Strategy 2 tools, and will be leading actions under the approved proposal.
Sub-Activity 2.4: Development of For My Neighborhood Outreach Centers
1. Strategy 3 – Development of For My neighborhood Outreach Centers – My Second Home
By far, the project´s, and Component´s, biggest success story this reporting period is the launching
of 54 Outreach Centers in nine municipalities, which took place between July and September 2014.
A number of GOES officials, US Embassy, State Department and USAID leaderships took part in
these launches, to include: Vice President Oscar Ortiz, the Vice Minister of Justice and Public
Security, US Ambassador Mari Carmen Aponte, US State Department Counselor Thomas
Shannon Jr., USAID Director Kirk Dahlgren, , USAID Director for the Office of Democracy and
Governance Adam Schmidt, and CVPP´s Contracting Officer Representative Mauricio Herrera.
The Strategy´s main tool, Outreach Centers, is accompanied by two other tools: developing
technological capacity/abilities, and the strengthening of the Outreach center Network.
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Numerous press mentions were made after the opening of the Outreach Centers, which are, at the
moment, benefitting 5,149 individuals33. These centers are being managed by a total of 54
Outreach Centers Coordinators who have 454 local volunteers assisting each OC in a number of
activities, which include: after school tutoring, English classes, computer courses, sports activities
(soccer and ping-pong), values workshops, music classes (guitar, piano and bass), graphic design
courses, drawing and art, crafts, break dancing, aerobics and gardening, among others.34
The launch of the Outreach Centers required a large logistical undertaking, which included all
Component 2 staff, CVPP´s Grants and Communications Offices, as well as the support of
USAID´s COR, Communications Office and Office of Strategic Initiatives. The work began
weeks prior to the launches with the scouting and cementing the locations for Outreach Centers.
Subsequently, contracts had to be negotiated between CVPP, ADESCO and FBOs and the mayor´s
office, who had to sign off on rent prices and all other associated remodeling costs.
Youth perform before the launch of an Outreach Center in the municipality of Tecoluca
While the location of Outreach Centers were being defined, the Strategy leader visited
municipalities to hold a series of sessions with potential Outreach Center Coordinators. Potential
Coordinators were proposed by mayors, ADESCO and FBO leaders. The Strategy leader used a
point-based system to determine which of the candidates had the best qualities to be Outreach
Center Coordinators, informing mayors and MPC Coordinators of the project´s recommendation.
33 The last set of Outreach Centers were launched on September 30 in the municipality of Panchimalco. No data
was available as of the writing of this report to reflect the number of beneficiaries and volunteers for all six OCs
launched on this date. 34 Data presented was provided by CVPP´s Office of Monitoring and Evaluation, which concluded visits to every
Outreach Center to verify and data and other information.
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All Outreach Centers were furnished with appropriate equipment, minus computers, which were
delivered in piecemeal increments. All OCs count with desks, ping-pong tables, announcement
boards, games, TV and a Nintendo Wii system, instruments (guitars, drum sets and electronic
piano), and other tools designed to make this “Second Home” a place that attracts youth and
promotes learning and friendship.
To date, Component staff have seen and heard a number of success stories related to Outreach
Centers. As the reporting quarter progresses, the project will be sure to document special cases
that warrant the attention of USAID and other GOES partners. Suffice it to say, OCs are playing
a positive role throughout communities and their intended positive consequences are boosting
youth through difficult times.
Outreach Center Launches Municipality Number of OCs Launch Date
1 Cojutepeque 7 July 22
2 Tecoluca 6 July 24
3 Usulután 7 August 5
4 San Vicente 6 August 20
5 Ilobasco 7 August 22
6 Conchagua 7 August 28
7 Quezaltepeque 5 September 18
8 Nejapa 4 September 25
9 Panchimalco 6 September 30
TOTAL 54
2. Presenting Outreach Centers to Municipal Officials and Stakeholders
Before the launch of the Outreach Centers, two project staff members traveled to all 13
municipalities to present CVPP’s Outreach Centers. These presentations were tailored-made for
Mayors, Members of the Municipal Council, Municipal Prevention Committees, church leaders,
community associations (ADESCOS), civil society and other community stakeholders;
emphasizing that these are spaces within communities which seek to motivate and encourage youth
to resist violence through activities, planning, and training.
Led by the project’s Strategy 3 coordinator, participants were given an overview of the six main
components that make OCs successful for youth between the ages of 9 and 29.
Creative use of free time
o Using art, sports and other “fun” activities to occupy youth´s time.
Skills training
o Training youth in specific technical areas ti improve chances of employment,
After School tutoring and school equivalency exam preparation
o Assisting youth with homework assignments and other subjects; and prepping
students who wish to return to school or take equivalency exams.
Access to education and employment opportunities
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o Working with already existing or new initiatives to provide education and
employment opportunities.
Volunteer opportunities
o Encouraging community youth to volunteer for OC and other related activities.
OC Philosophy
o Train and encourage youth through a series of workshops on life planning, decision
making and peaceful conflict resolution; and inculcate leadership, creativity, moral
and spiritual values.
Outreach Center implementation process shared with meeting participants
Each community present was handed a formal OC application in which they detail of all the
problems and issues facing the community, areas focus for the OC taking into account the six
components highlighted above, goals and target population. Forms also request information from
the community-based organization taking responsibility for the OC, along with their track record,
and plans for sustainability of the OC.
As of the writing of this report, a total of 72 Outreach Center applications were submitted by
Creative and approved by USAID. Additionally, a total of 13 communications-related grants were
approved by USAID providing for banners and graphic pieces for placement in OCs and MPC
offices. These items are part of the project´s Communications strategy to promote both Outreach
Centers and municipalities´ efforts to promote prevention. These Communications-related grants
also included radio spots and other public relations pieces, which are forthcoming in every
municipality.
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3. Outreach Center Network (ARCDA)
The project continued its work to strengthen the Outreach Center Network (Red Centros de
Alcance - ARCDA), which are a part of, and were present for, present for all of the Public-Private
Partnerships signed by the project until the end of the reporting period.
Additionally, ARCDA registered itself with the Treasury Ministry, Salvadoran Social Security
Institute and all other pertinent national authorities. The organization also settled into their new
office, apportioning roles and responsibilities; and began having initial contact with the 38
Outreach Centers created under the previous USAID-SICA AJP project, and will soon begin to
train, in conjunction with this project, all new Outreach Centers that have been created.
Lastly, ARCDA held their annual General Assembly on September 20 in the municipality of
Chalchuapa. With a quorum present, the officers read aloud a transcript of their activities in 2013.
In addition, an external auditor was named; an expense report and reoccurring expenses report
were presented; approval of an allowable expenses/reconciliation manual; and rules on the use of
petty cash. The Assembly also discussed the welcoming of new members and members’ dues.
The issue of reelection of the current Board of Directors was not brought up, but will be the main
point of discussion/action in February 2015.
4. Outreach Centers and Unaccompanied Minors
Between June and August 2014, CVPP hosted a number of focus groups and Outreach Center
visits that centered on showcasing these successful centers and discussing the unaccompanied
minors´ issue that became the central focus of USAID as this humanitarian crisis unfolded in the
United States.
Two different congressional delegations visited a previously establish Outreach Center in
Soyapango. One in particular, was led Congressman Darrell Issa, Chairman of the House
Oversight and Government Reform Committee. Another by Beth Hogan, USAID Acting Assistant
Administrator for the Bureau of Latin America and the Caribbean (LAC), also held a separate
focus group with several Outreach Center Coordinators and beneficiaries to discuss their
experiences with Outreach Centers and specifically how OCs have helped the avoid gang
recruitment. Last, CVPP was invited to a conversation with Mark Lopes, USAID Deputy Assistant
Administrator for the Bureau for Latin America and Caribbean.
On all fronts, visits were a success, and Creative was pleased and proud to be included in these
distinguished chiefs´ agendas.
Sub-Activity 2.5: Strengthening of Vocational Skills and Employment Opportunities
There´s a Dignified Job for Me
During the reporting period, the Strategy’s leader worked to give shape to the nine tools that
encompass this Strategy. Terms of Reference for the first four tools of this Strategy were
completed and are currently ongoing a public bidding process. The remainder of the tools are still
being deigned and discussed with municipal leaders.
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Creating and strengthening municipal job banks
Employment eligibility
Basic skills-set training
Access to income through employment
Vocational training
Create and strengthen municipal vocational centers
Seed funding for small business
Back to school sessions
Manning remittances
1. Strategy 4 – Strengthening of Vocational Skills and Employment Opportunities – There´s a
Dignified Job for Me
One of this Strategy´s biggest accomplishments this reporting period, apart from initiating two
Public-Private Partnerships, was being able to select and train 13 Municipal Employment
Managers in Component 2 municipalities. These Managers will ensure the long-term success of
this strategy by serving as municipal go-betweens among the private sector and youth to promote
employment opportunities.
Managers will also be responsible for creating and maintain job pools, providing employment
orientation workshops, prepare youth for job interviews and promote youth employment within
the municipality. Accordingly, the first line of action in each municipality was to carry out a
Vocational Needs Assessment to determine what local companies require and what abilities local
youth have to offer. These assessments were carried out by INSAFORP, which will sign a
Memorandum of Understanding with CVPP in December. Rather than waiting for the signing,
INSAFORP agreed to carry out the needs assessment, with which they have plenty of experience.
The assessments were broken down into two sections. In the first, local companies were visited
to solicit their opinion on technical abilities desired for job applicants. And in the second, focus
groups with youth were held with local actors to determine what vocational needs they deem
important for youth in their communities.
Vocational Needs Assessments focus groups took place in the following dates shown by the table
below.
Vocational Needs Assessments
Municipality
Focus Group
Date
Number of
Participants
1 Cojutepeque Sept. 9 20
2 Tecoluca Sept. 11 20
3 San Vicente Sept. 17 20
4 Ilobasco Sept. 19 20
5 Conchagua Sept. 23 20
6 La Union Sept. 24 20
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7 San Antonio del
Monte
Sept. 30 20
8 Usulutan Oct. 2 20
9 Quezaltepeque Oct. 7 20
10 Soyapango Oct. 9 20
11 Nejapa Oct. 14 20
12 Acajutla Oct. 16 20
13 Panchimalco Oct.21 20
TOTAL 260
Main takeaways of the assessment will be presented to the project during a public event in
November. As of the writing of this report, INSAFORP was reviewing and finalizing these
Vocational Needs Assessments.
2. Claro
CVPP began to roll-out specific agreement points established in the CVPP-CLARO Public-Private
Partnership (PPP) in which CLARO agreed to provide 200 formal external sales jobs for at-risk
youth from nine municipalities.
During the reporting period, INSAFORP, which under the PPP agreed to train youth for external
sales jobs, was at the ready line. Internal issues with the bidding process and budget assigned,
unfortunately, delayed the recruitment of individuals across 10 municipalities to be trained. During
the next reporting quarter, the Strategy’s leader will work to successfully complete the bidding
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initiate the training process, thereby providing 200 youth with external sales jobs with CLARO
Corporation.
Sub-Activity 2.6: Development of Infrastructure for Prevention Situational Awareness
which will house all prevention activities developed within the municipality, to include providing
a meeting place for Municipal Prevention Committees.
Across all municipalities, mayors, members of the Municipal Council and Municipal Prevention
Committee Coordinators have been identifying structures to house Municipal Prevention Centers.
In the municipalities of: Acajutla, Cojutepeque, Conchagua, Ilobasco, Quezaltepeque, process and
1. Strategy 5 - Situational Prevention – I Enjoy My Community
During the reporting period, the staff leader of this Strategy moved forward with the Strategy 1
goal of creating Municipal Crime Prevention Centers across all Component 2 municipalities,
La Union, Nejapa, Panchimalco, San Antonio del Monte, San Vicente, Tecoluca, and Usulután,
municipal staff are close to cementing locations for these important centers.
The staffer in charge of this Strategy is assisting Strategy 1 with the task due to the nature if
Strategy’s infrastructure improvement theme. Other tools under Strategy 5 that are being
strengthened by the Strategy leader include:
Exploratory Marches
Challenge of Dreaming My Community
Rehabilitation of public and recreational spaces
Reduce community risk
Community visual and physical improvement
To date, the staff lead on this Strategy has worked in conjunction with each municipality´s Office
of Projects and Urban Development to gain knowledge of the different infrastructure projects they
have in their pipeline for CVPP treatment communities. This information, plus Exploratory
Marches, will assist the project, communities and municipalities determine which infrastructure
projects are important to implement under the three last tools highlighted under this Strategy.
Additionally, the Strategy leader visited all 13 Municipal Prevention Committees to explain both
CVPP´s Strategy 5 and the nature of Exploratory Marches. The project will begin Exploratory
Marches in the upcoming reporting period, and hopes to finalize all 77 Exploratory Marches in
January 2015.
Sub-Activity 2.7: Strengthening Communications and Use of Media
The Crime and Violence Prevention Project´s Communication Coordinator has been directly
involved in a number of activities under Components 1 and 2, and has been responsible for all of
CVPP´s public events. All of the municipal prevention brands mentioned under Sub-Activity 2.2
were developed by the Communications Coordinator in conjunction with MPCs, receiving final
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approval by the mayor; and currently, the Coordinator is engaging Component 1 MPCs to begin
crafting Component 1 municipal brands.
Additionally, this Strategy was responsible for directing and choreographing all of the 54 Outreach
Center launches in every community. In coordination with the USAID´s Communications Office,
the Strategy’s leader worked to manage media and press involvement, and also resolved logistical
and other related issues before/during the arrival of the Very Important People (VIPs) mentioned
at the beginning of this Component’s narrative.
Lastly, the Communication´s Coordinator, who engineered CVPP´s Estamos Con Vos initiative,
has begun brainstorming to ensure the initiative has more impact and is transmitted to local
businesses at the municipal level where CVPP operates. The Coordinator is also working with a
private web developer to finalize a number of documents required for the project to create and go
public with the CVPP website.
Sub-Activity 2.8: Establishment of Public-Private Alliances in selected municipalities
1. Signing of Public-Private Partnerships
Over the reporting period, the project’s Public-Private Partnerships (PPP) Coordinator worked to
implement the plan designed to attract Public-Private Partnerships. In the four months of the
reporting period a total three PPPs were signed between the CVPP and Microsoft Corporation,
CLARO Corporation and ALMAPAC. Below is an account of each.
Gracia Rossi, Microsoft´s General Manager speaks during the CVPP-Microsoft
PPP signing ceremony in Soyapango
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The first of CVPP´s Public-Private Partnerships with Microsoft Corporation´s YouthSpark
Initiative, worth a total of $2.9 million, provides assistance for the project in four important ways:
Provide 114 Outreach Centers (OCs) with software for computers. Software includes
Microsoft Learning Suites and Office 365.
Provide Information Technology (IT) training for Outreach Center Coordinators so they
may better serve the project´s expected 12,000 OC
beneficiaries by 2015.
Provide Train-the-trainer courses at the Microsoft
Academy for 13 individuals who will create Microsoft
Academies in all 13 under Component 2 municipalities.
Establish a Monitoring and Evaluation scheme to track
progress and impact on OC beneficiaries as a result of
Microsoft involvement and assistance.
The second MOU, signed with CLARO Corporation, worth a total
of $154,435 provides the following for the project
CLARO provides FREE 5 Mega Internet access to all 77
Outreach Centers (OCs) scheduled for inauguration by
August 2014. OC beneficiaries include an estimated
23,000 youth between the ages of 9-29 (330 per OC) for
one year. Estimated in-kind contribution amount is
$44,000.
Through CVPP´s Strategy IV: There´s a Dignified Job
For Me, CLARO offers employment training for 250
youth across 9 project municipalities. This portion of the
initiative costs $105,435, a cost that will be shared by
Claro, CVPP and INSAFORP, and includes:
Competitive Technology Educational Awards of $5,000 for Outreach Centers (OCs).
CLARO will hold competitions in each of the 13 project municipalities to promote the use
of CLARO-based education technologies. Competition details are yet to be determined,
but will soon be provided.
The third Public Private Partnership signed by CVPP was with Almacenadora del Pacifico
(ALMAPAC), which pledged to assist two Outreach Centers in the municipality of Acajutla. This
in-kind contribution has a total value of $19,876.62, and is broken down in the following way:
In-kind contribution for the two OCs under this MOU totaling $6,000 to purchase
administrative items, didactic materials, and to provide for overall garden and facility
maintenance.
Provide volunteers to train OC participants a minimum of 125 hours per calendar year in
areas of mechanical engineering, electrical circuits, and basic architecture, among others.
This is a contribution total of $750.00 (cost of $7.00 per hour).
Text message delivered by CLARO
to all El Salvador-based clients to
inform them of the PPP signed
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In-kind contribution to support ongoing sport activities in both OCs totaling $1,500
($750.00 per OC), and Christmas events totaling $2,000.00 ($1,000.00 per OC) benefiting
400 youth.
The Public-Private Partnerships (PPP) Coordinator continues to work to develop more PPPs
between CVPP and the private sector. On the April-June 2014, a number of companies of interest
were named. CVPP is continuing to establish rapport with these companies and is certain an
additional two to three alliances will be signed by the end of the next reporting period.
2. Launch of Estamos Con Vos (We Are With You) Initiative
During the signing of the project´s Public-Private (PPP) partnership with Microsoft Corporation,
CVPP launched the Estamos Con Vos initiative, which aims to encourage the private sector to join
the CVPP in preventing crime and violence throughout the country by signing PPP´s that commit
and promote vocational training, volunteering, in-kind contributions and technology resources to
any of the ongoing efforts being undertaken by the project to assist vulnerable communities and
youth.
At the moment, Estamos Con Vos remains in its first phase of implementation. In the following
reporting period, the initiative will move to its second phase where projects staff takes an active
role in showcasing eth initiative to private sector audiences. In the third and final phase of the
initiate, a website and online application will be created (with USAID approval) to inform PPP
signatories and the general public of the advances made under this initiative.
Sub-Activity 2.9: Identification, systematization, publication and dissemination of innovative
municipal-led, community based crime and violence prevention best practices
Creative will document successful crime and violence prevention practices as it begins work in 13
municipalities under this Component. These practices will be catalogued and reviewed to make a
complete publication for dissemination among all participating municipalities under Components
1 and 2.
COMPONENT 3: INNOVATIVE IDEAS
Under Component 3, Creative proposed, and received approval of three main interventions, which
include Violence Interruption, Family Centered YSET Model, and Alcohol and Drug Intervention.
As of the writing of this report, a Component 3 Coordinator is being selected, and the project will
begin implementing Component 3 methodology in preapproved municipalities.
The fully approved Component 3 proposal has been filed with USAID and in the CVPP office.
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2. OTHER PROJECT OFFICES
2.1 Monitoring and Evaluation
Throughout the reporting period, the Monitoring and Evaluation Team (M&E) played an important
role in ensuring all program-related indicators and deliverables received the tracking and follow-
up attention required by project staff. In addition, other tasks were completed, which improved
internal reporting and facilitated access to project information. Major achievements follow:
Assisted USAID in carrying out 2 Data Quality Assessments.
Completed a baseline study of 72 Component 2 communities.
Developed an Indicator Tracking Table.
Trained Outreach Center Coordinators on the use of web-based system to track OC
beneficiaries, workshops and courses.
Carried out office-wide training on IT policies and procedures to ensure the safe use of
office equipment and the safe storage of information.
Created and managed share drive for office-wide use.
Developed Terms of Reference to collect bids for an institutional assessment. The
institutional assessment will measure FUNDAMUNI’s strengths and weaknesses in
administration, finance, grant making and several programmatic areas.
Managed database for Salvadoran organizations to register with CVPP to be considered for
bids on various project needs across Component 2 municipalities.
The IT specialist under the M&E team provided office-wide assistance related to IT
equipment set-up, to include software installation, the wiring of a server and coordination
of routine IT checks.
Assisted and reengineered Component 1 and 2 project staff with SISMONPREV database
system while downloading Municipal Crime and Violence Diagnostic information.
Provided tabulated data to Components 1 and 2 on different activities carried out during
each quarter. This included tabulated information on base line questionnaires provided to
PRE-PAZ staff to determine their understanding and knowledge of the ENPV.
2.2 Grants
Throughout the reporting period, the project’s Grants office assisted in a number of important
technical areas, and prepared the office for grant making in the run up to the launch of Outreach
Centers.
1. Training of Creative’s Integrated Database Management System (IDMS)
From October 14-17, Grants staff received training from Creative’s Senior Grants Manager and
Data Base Integration Associate, Svafa Asgeirsdottir and Ramia Badri, respectively. The database
is new to Creative and is designed to allow Creative headquarters and local staff track all grants-
related data. The system incorporates procurement and program management aspects giving all
involved a complete and accurate picture of grants approved and their actual implementation
status.
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Key staff from the Crime and Violence Prevention Project (CVPP) received training (including
staff from Component 2, Grants, and Finance and Administration staff). As of the writing of this
report, all pertinent grants information was being uploaded onto this system to ensure full
compliance with internal procedures.
2. Visits to Component 2 Municipalities
Grants staff were also present during diagnostic findings presentations in the municipalities of
Usulután and Cojutepeque; and to Outreach Center launches. Their participation in these events
was necessary and important so that all Grants staff begins to have an understanding and
appreciation of the issues facing communities. The information shared with municipal
stakeholders, and their responses to that information, will help Grants staff review proposals, place
grants activities in context and better manage the overall grants application and execution process.
3. Development of an Interested Not-For-Profit/Civil Society Database
To streamline grant application and awards processes, the Grants office, with the help of the M&E
Team, developed and unveiled a database for Salvadoran organizations who may be interested in
submitting Requests for Applications (RFAs) throughout the life of the project. Public invitations
were issued via announcements in two local newspapers directing interested parties to register on:
http://Banodatosorganizaciones.sismonprev.net. A total of 94 organizations registered in the
database, and NGOs were classified by type of activity and experience.
Once identified, lists were prepared in order to invite organizations to present applications for
various initiatives, per approved Municipal Action Plans.
Based on the above, the first two RFAs were sent to various organizations for the Alternate
Conflict Resolution activity which will be carried out in two separate groups of municipalities.
Following an internal evaluation process, two organizations were chosen to provide technical
assistance and training to the 13 municipalities for the creation and strengthening of its Municipal
Conflict Resolution Units.
Fundación Pro-Educación de El Salvador (FUNPRES) was chosen to carry out the project in six
of the 13 municipalities for a total cost of $78,146.49, in the following municipalities:
Zone 1:
1. Acajutla
2. San Antonio del Monte
3. Soyapngo
4. Nejapa
5. Panchimalco
6. Quezaltepeque
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Transformando Conflicto (Partners-El Salvador) was chosen to carry out the project in seven of
the thirteen municipalities, for a total cost of $90,707.38, in the following municipalities:
Zone 2:
1. San Vicente
2. Tecoluca
3. Cojutepeque
4. Ilobasco
5. Usulután
6. La Unión
7. Conchagua
The requests for approval for these two initiatives and organizations will be sent to USAID in
order to begin the projects during the month of December 2014 or January 2015.
An RFA was also issued for Strengthening Community Mentoring Capability in 77 communities
of the 13 project municipalities, which was declared void due to receipt of proposals which did not
satisfy RFA requirements. The RFA will be re-issued in November 2014, requesting an RFA for
each Zone. Receipt of proposals is expected in December 2014.
Last, an RFA was issued for the Strengthening and Development of Municipal Units for Children,
Youth, and Women. Two organizations presented proposals, which will be evaluated internally.
RFAs will also be issued in the near future for the following activities:
Mentoring
Development of Volunteering Strategy
Strengthening ADESCOs
Values through Sports
Challenge of “Dream my Life”
Other presently being prepared
All RFAs will be divided in either two or three zones, each RFA will be treated independently. If
one organization has the best proposal for all zones, negotiations will be carried out in order for
the organization to carry out all the activities under one grant agreement.
Below is a table of the RFAs issued to date by the project.
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STATUS OF RFAs
RF
A
NO
.
AC
TIV
ITY
NA
ME
ST
RA
TE
GY
ST
RA
TE
GY
NA
ME
ZO
NE
EX
PE
CT
ED
PR
OJE
CT
DU
RA
TIO
N
DA
TE
RF
A
ISS
UE
D
RF
A
CL
OS
ING
DA
TE
ST
AT
US
AM
OU
NT
BU
DG
ET
ED
OR
GA
NIZ
A
TIO
N
CH
OS
EN
AC
TU
AL
PR
OJE
CT
CO
ST
CO
NT
RIB
U
TIO
N/L
EV
E
RA
GE
CVPP-RFA
-001
Development of Municipal
Capability for
Alternate Conflict
Resolution
1
We are
capable of
Protecting our Youth
ZONE
1 12 months 04/07/2014 22/07/2014
Eval
Complete $ 78,000.00
Fundación Pro-
Educación de
El Salvador (FUNPRES)
$ 78,146.49 $ 16,134.69
CVPP-RFA
-002
Development of Municipal
Capability for
Alternate Conflict
Resolution
1
We are
capable of
Protecting our Youth
ZONE
2 12 months 04/07/2014 22/07/2014
Eval
Complet $ 91,000.00
Transformando
Conflicto
(Partners-El Salvador)
$ 90,707.38 $ 82,072.52
CVPP
-RFA -003
Strengthening Community
Mentoring
Capability
1
We are capable of
Protecting
our Youth
ZONE
1 and 2
15 months 03/09/2014 18/09/2014 Process
Void
CVPP-RFA
-004
Strengthening and
Develoment of Municipal
Children,
Youth and Women Units
1
We are
capable of
Protecting our Youth
ZONE1 and
2
12 months 19/09/2014 07/10/2014 Eval
Ongoing $ 65,000.00
4. Grants Manual
The project received approval of its Grants Manual on November 6. Accordingly, the Manual was
translated into Spanish to facilitate its use and understanding within the local office.
5. Sub-Contract Management
The Grants office continued to manage San Salvador-based FUNDAMUNI35.
FUNDAMUNI has submitted vouchers for expenses incurred during every month of their contract
to date. These vouchers have been reviewed and approved by all pertinent authorities.
Accordingly, reimbursements have been made.
6. Procurement
Grants staff completed vehicle procurement process for the purchase of two four-wheel drive
SUVs. USAID approved the purchase on October 9. The purchase order was issued to General de
Vehículos, S.A. de C.V. and vehicles were being delivered to the project office in January 2014.
35 Colombia-based CISALVA is being managed from Creative´s Washington, DC office.
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In addition, Grants staff requested a Request for Quote (RFQ) from companies to install an electric
energy sub-station to supply the office with the energy it needs to carry out its functions. Upon
review, quotes exceeded costs budgeted by the office. A discussion with the office property owner
resulted in the issuance of a third RFQ. This RFQ is a necessary precondition for the property
owner to share in the costs of the venture. No decision had been made as of the writing of this
report on which company would install the sub-station.
The Grants Office has also performed marvelously under stress in procuring all items needed to
make Outreach Centers operational. These items varied from announcements boards and chairs,
to desks, writing and coloring utensils, white boards, and musical instruments – all for a total of
77 Outreach Centers.
The Grants office has sent several RFAs to pertinent organizations who have expressed interest in
implementing the different tools mentioned under Component 2. The Grants team is currently in
the process of receiving and reviewing proposals to roll-out the tools mentioned previously.
2.3 Administration and Finance
The Administration and Finance Office continued its overall management of project funds,
ensuring accrual and financial reports, payroll and other routine payments related to office and
project operations continued without disruptions. Moreover, the Office created and provided
contracts for different kinds of undertakings in the office, from hiring new personnel, to drafting
contracts and leading technical review committees before awarding contracts.
2.4 Communications
The Communications office provided technical support for a number of activities held throughout
the quarter. Some additional highlights beyond those mentioned under Sub-Activity 2.7 include:
The design of several project presentations for events with USAID partners, PRE-PAZ,
Mayors, Municipal Councils and Municipal Prevention Committees.
Provided news analysis for USAID and project staff.
Provided Components 1 and 2 concepts for communicating messages strategies clearly
with GOES, municipal and community audiences.
Designed cover pages and other presentation materials for CVPP reports.
Maintained project communication files, pictures and videos.
Assisted Components 1 and 2 during diagnostic finding presentations across 23
municipalities.
Supported logistic efforts for all workshops and events - including focus groups and
Outreach Center launches - held by Component 1 and 2 during the reporting period.
Continued to design a webpage for the project and monitored the project’s Facebook page.
Provided ideas and concepts, and arranged all public materials used during the Second
Annual Partnership for Growth Fair.
Prepared all public materials for the National Coordinators of Youth Against Violence-
Central America (YAV-CA) trip to Washington, DC.
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2.5 FUNDAMUNI
FUNDAMUNI staff has truly become integrated with the Creative team, providing support under
all activities carried under Components 1 and 2 of the project. Some of the organization’s major
achievements this quarter include:
Project-related activities and accomplishments:
FUNDAMUNI’s Coordinator and staff working under Component 1 assisted with the
drafting of the PRE-PAZ Training Plan, and developed a Component 2 Strategy 1 training
outline for MPCs and ADESCOs.
Drafter all Component 1 training plans for workshops #1 through #7. In addition,
FUNDAMUNI staff under Component 1 provided all guidance on how to instruct
workshop participants, how to manage participants and how to provide for an interesting
and creative learning environment.
FUNDAMUNI staff working under Component 1 assisted with preparing didactic
materials for workshops #1 through #7, and served as the main instructors of each of the
workshops thus far carried out (workshops 1-5).
Carried out meetings with Mayors, Municipal Councils and Municipal Prevention
Committees in all municipalities under FUNDAMUNI staff control: Jocoro, Rosario de
Mora, Puerto El Triunfo, Santiago de Maria, Suchitoto, El Carmen, Concepcion Batres,
San Francisco Gotera, Pasaquina and El Paisnal.
FUNDAMUNI staff under Component 2 completed collecting hard data, and finalized
institutional interviews and focus groups for Municipal Diagnostics for the municiplaities
of: Cojutepeque, Ilobasco, Nejapa, Quezaltepeque and Soyapango.
FUNDAMUNI staff under Component 2 presented diagnostic findings and Municipal
Prevention Plans before municipal officials in their assigned municipalities.
FUDAMUNI staff assisted Creative staff carry out assignments on other project
municipalities.
Participated in the Project’s weekly coordination and planning meetings under
Components 1 and 2.
FUNDAMUNI’s Coordinator has developed a preliminary approach to systematize project
processes for future review and application.
In addition, FUNDAMUNI senior staff participated in an auto-reflexive Organizational Capacity
Assessment (OCA) created by USAID and carried out by FEPADE. The exercise took place
during two interview sessions and one final validation session (February 18th, March 3rd and March
17).
The assessment graded FUNDAMUNI in seven core areas that included: Governance,
Organizational Policies and Procedures, Administration, Human Resources, Finance
Administration, Program Management and Project Management. Each of these areas received a
grade between 1 and 4 (1, low capacity; 2 basic capacity; 3, moderate capacity; and 4, strong
capacity).
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FUNDAMUNI received a total grade of 44.7% in all areas measured. The organization´s weakest
areas included Organizational Policies and Procedures, Administration, and Human Resources.
The assessment provided for an Improvement Plan which makes 54 detailed recommendations for
bringing FUNDAMUNI´s overall score to 75% by 2015. Project staff will monitor progress.
The full assessment can be found in the Creative Office. As of the writing of this report,
FUNDAMUNI was taking corrective actions, implementing an Improvement Plan.
Administrative accomplishment
FUNDAMUNI administrative staff participated in coordination and planning meetings.
Monthly expense reports have been delivered to Creative.
FUNDAMUNI’s Coordinator attended trainings led by Creative’s Senior Grants Manager.
FUNDAMUNI has ensured compliance with local labor laws and responsibilities.
It should be noted that FUNDAMUNI’s complete Quarterly Report for this period is also under
file in the Creative Office.
3. IMPLEMENTATION CHALLENGES
Throughout the reporting period, each of the project Components experienced the following
implementation challenges:
Component 1:
The new GOES administration has not yet had time to assess the PRE-PAZ Institutional
Assessment or the PRE-PAZ Organic Law, items which CVPP completed in late 2013.
These items could help reinvigorate PRE-PAZ as a national organization.
More PRE-PAZ leadership and presence in project workshops would benefit PRE-PAZ
field staff esprit de corps.
Implementation of Municipal Crime Observatory methodology is tricky in already existing
observatories.
Component 2:
Municipal Prevention Committees across the Component need strengthening assistance.
The municipality of Soyapango is slow in responding to requests. Political issues within
the Municipal Council have caused a split between the Council and the Mayor. In addition,
there have now been a total of three Municipal Prevention Committee Coordinators. Both
of these issues have affected implementation capacity.
The Mayor and other municipal officials in the municipality of Nejapa and San Antonio
del Monte continue to show mixed interest in the project’s processes and goals and
objectives.
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4. OTHER ACTIVITIES
1. Partnership for Growth Second Anniversary Fair
Participants, incuding senior Embassy and USAID staff, GOES ministry officials,
a US Congressman an general public at the Crime and Violence Prevntion booth during the
Partenrhisp for Growth Second Anniversary Fair
On December 6, “Prevenland” was the name of the game at the project’s booth during the
Partenrship for Growth Second Anniversary Fair where the general public was invited to roll the
wheel and play prevention lottery. Project staff provided a circus-like atmosphere with large
colorful wigs, clown glases and other items to make the booth both inviting and fun.
The Prevention Wheel featured Creative’s 13 risk factors. The public rolled the wheel and had
as staff member explain the risk factor and what could be done to prevent it. Some members of
the public opted to play prevention lottery. The loterry included staff members providing clues
to each of the project´s 13 riks factors. After each clue, participnats were encourgaed to guess
the answer based on the factors listed on the lottery boar. Winners who completed a board
received the lottery board and candy as prozes.
The 200 lottery boards that were purchased for this activity were insufficient to feed demand for
all the people who participated in the game.
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2. National Coordinators of Youth Against Violence- Central America (YAV-CA) Visit ti
Washington, DC
Members of the Youth Against Violence during event at the World Bank. Youth members are pictured with
USAID, Creative and World Bank staff
On December 9-14, 2013, seven members and National Coordinators of Youth Against Violence-
Central America (YAV-CA), traveled to Washington DC to present their achievements in the last
few years at the World Bank. YAV-CA received technical assistance from Creative Associates
around NGO capacity building, grant writing, working with the private sector, and crowd sourcing.
Their presentation at the World Bank was attended by various Bank, USAID and other USG
officials. Panelists included Ede Ijjasz-Vasquez, Sustainable Development Director LAC, World
Bank, Elizabeth Hogan Senior Deputy Administrator, USAID, and Pablo Maldonado, Chief
Operating Officer, Creative Associates International. YAV-CA spent the remaining days in DC
meeting with the Interamerican Development Bank (IDB), USAID, Department of State, Pan
American Health Organization, National Endowment for Democracy, and various World Bank
officials. These meetings led to several national YAV chapters to submit grant proposals to the
National Endowment for Democracy and work to form part of international youth platforms.
3. CARSI/INL USAID Team Visit to Outreach Center and Observatory
On November 19, project leadership guided a CARSI/INL USAID Team visit to the Santa Ana
Observatory and Nazareno Outreach Center, which serves as successful models for assisting youth
and municipal leaders in developing programs, activities and policies, which seek to reduce risk
factors and improve overall security at the municipal and community levels.
4. VIP Visits
Two different congressional delegations visited a previously establish Outreach Center in
Soyapango. One in particular, was led Congressman Darrell Issa, Chairman of the House
Oversight and Government Reform Committee. Another by Beth Hogan, USAID Acting Assistant
Administrator for the Bureau of Latin America and the Caribbean (LAC), also held a separate
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focus group with several Outreach Center Coordinators and beneficiaries to discuss their
experiences with Outreach Centers and specifically how OCs have helped the avoid gang
recruitment. Last, CVPP was invited to a conversation with Mark Lopes, USAID Deputy Assistant
Administrator for the Bureau for Latin America and Caribbean.
On all fronts, visits were a success, and the project was happy and proud to be included in these
distinguished chiefs´ agendas.
PLANNED ACTIVITIES FOR NEXT QUARTER INCLUDING UPCOMING EVENTS
Component 1
Creative will Complete 10 Municipal Crime and Violence Diagnostics and present key
findings and challenges to respective mayors, Municipal Councils and MPCs.
Creative will begin crafting Municipal Prevention Plans across all 20 Component
municipalities.
Creative will begin to strengthen Municipal Prevention Committees in 20 municipalities.
Creative and CISALVA will begin to establish an additional 9 observatories in selected
municipalities.
Creative will begin to develop the National Quinquennial Prevention Plan.
Component 2
Creative will launch 23 Outreach Centers in 4 remaining municipalities.
Creative will begin implementation of other crime prevention initiatives related to CVPP’s
6 Strategies in 13 selected municipalities
Component 3
Begin implementing three pilot programs in selected municipalities.
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USAID SPECIAL REPORTS
PfG Scorecard
May 1, 2014 to November 30, 2014
Achievements:
USG completed a baseline crime and violence perception study in 72 communities, and presented
its findings 341 officials and community members, to include: mayors, members of Municipal
Councils and members of Municipal Prevention Committees in 13 municipalities. USG also began
implementation of 13 Municipal Prevention Plans, which provide $5.8 million in prevention grants
across these municipalities. Municipalities will provide an equal amount through leverage,
totaling $11.6 million in prevention programs and activities until March 2016. USG opened a total
of 77 Outreach Centers in an equal number of high-risk communities across 13 municipalities,
boasting more than 15,500 beneficiaries.
With the assistance of PRE-PAZ, USG carried out 240 institutional interviews and 120 focus
groups to complete municipal diagnostics in an additional 20 municipalities. USG also created
and strengthened 4 and 5 Municipal Crime Observatories, respectively; and began operations to
create an additional 9. In addition, USG promoted the signing of the Declaration of the Year of
Prevention by 14 mayors. The signing was witnessed by the Vice President of El Salvador, Oscar
Ortiz.
Finally, the USG also signed Memorandums of Understanding (MOU) with Microsoft
Cooperation and Claro Corporation, which provide free software, technical support and training,
and Internet service for 114 Outreach Centers and employment for 200 vulnerable youth.
ALMAPAC also signed an MOU with the USG, which provides computer equipment and furniture
for two Outreach Centers in the municipality of Acajutla; Plaza Mundo provided computer
equipment for one Outreach Center, and didactic materials for a total 6 Outreach Centers in the
municipality of Soyapango; and INSAFORP will create 13 Vocational Centers, provide 2,340
youth with vocational courses, and give 250 youth in nine municipalities an external sales basic
skills course. Citibank also made an in-kind donation, which provides additional furnishings for
Outreach Centers. All MOUs are worth more than $3.4 million.
Milestones
December 1, 2014 to May 31, 2015
Milestones:
Scorecard Milestone #1
o Complete and implement 20 Municipal Prevention Plans.
Scorecard Milestone #2
o Complete implementation of Technical Training Plan for PRE-PAZ resulting from
institutional diagnostic.
Scorecard Milestone #3
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o Provide the MJPS technical assistance in presenting the PRE-PAZ Organic Law.
Scorecard Milestone #4
o Strengthen 33 MPCs according to the ENPV.
Scorecard Milestone #5
o Create an additional 9 Municipal Crime Observatories.
Scorecard Milestone #6
o Provided MJSP and PRE-PAZ technical assistance in developing a National Quinquenial
Prevention Plan.
Scorecard Milestone #7
o Award 15 grants to Civil Society Organizations to establish:
o 13 Municipal Conflict Resolution Units in 13 municipalities.
o 13 strengthened Municipal Gender and Youth Units in 13 municipalities
o 13 Municipal Volunteerism Units in 13 municipalities
o 13 Municipal Sports Units trained and equipped to teach Values through Sports in
13 municipalities
o Youth being trained in values through sports in 77 communities
o 400 leaders of 77 communities identified to be trained as Youth Mentors.
o Board members of 77 community based organizations (ADESCOS) strengthened
to better prevent crime in their communities
o 500 youth developing Life Plans after attending the Dream My Life program.
o 9 Municipal Chapters of Youth Against Violence.
o Prevention of violence against women initiatives in 13 municipalities.
Scorecard Milestone #8
o Implementation of other crime prevention initiatives related to CVPP’s 6 Strategies in 13
selected municipalities and 77 communities being assisted by Component 2. This includes:
o Establishment of 13 Municipal Crime Prevention Centers.
o 13 Municipal Crime Prevention Committees strengthened to prevent crime.
o 77 Exploratory Marches to identify community risks and improvement of public
areas.
o 200 youth receive skills training open employment opportunities.
o 77 youth clubs.
o 13 public prevention campaigns implemented.
Scorecard Milestone #9
o Begin to implement prevention best practices under Component 3.
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Annual Portfolio Review Report
July 1, 2014 to December 31, 2014
STRATEGIC OBJECTIVE:
Citizen Security and Rule of Law in Targeted Areas Improved
I. ACTIVITY BACKGROUND INFORMATION (Completed by USAID)
Activity Title: Citizen Safety for El Salvador: Crime and Violence
Prevention Activity (CVPP)
Activity Start and Completion
Dates: 03/14/2013 03/13/2018
Activity COR/AOR: Mauricio Herrera
Type of Mechanism: Contract
Implementer: Creative Associates International Inc. (Creative)
Other Implementing Partners:
Fundación de Apoyo a Municipios de El Salvador-
FUNDAMUNI (local)
Centro de Investigación de Salud y Violencia-CISALVA
(Colombia-based)
Other Major Partners: Dirección General de Prevención Social de Violencia y
Cultura de Paz (PRE-PAZ) and Municipalities (55)
Other Donors:
German Technical Cooperation Agency (GIZ), United
Nations Development Program (UNDP) , Spanish Agency
of International Cooperation for Development (AECID),
and the European Union (EU)
II. RELATIONSHIP TO 2013-2017 CDCS AND PFG (Completed by USAID)
Development Objective: DO1: Citizen Security and Rule of Law in Targeted Areas
Improved
Intermediate Result: IR 1.2: Crime and Violence in Targeted Municipalities
Reduced
Sub-Intermediate Result: Sub IR 1.2.1: Broad-Based Engagement in Crime
Prevention Efforts at the Local Level Increased
Relationship to PfG
(Constraint): Security
Goal(s): 11: Prevent crime and violence in key municipalities of El
Salvador and support reforms
III. SUMMARY OF ACTIVITY FINANCIAL INFORMATION (Completed by USAID)
Total Estimated Cost: $24,841,411 % LOA Time Elapsed:
Obligated Amount: % LOA Funds Expended:
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Accrued Expenditures: % Obligated Funds Expended:
Pipeline: Mortgage:
Cost Sharing (as of September 30, 2013)
Total Planned: $ 0
Total Actual: $ 0
Planned this Year: $ 0
Actual this Year: $ 0
Leverage (as of September 30, 2013)
Total Planned: $0
Total Actual: $0.0
Planned this Year: $0.0
Actual this Year: $0.0
IV. PURPOSE/BRIEF DESCRIPTION OF THE ACTIVITY/PROJECT (Completed by
USAID)
The purpose of this Activity is to help increase safety for citizens of El Salvador by supporting
the Government of El Salvador’s National Strategy on Violence Prevention and by expanding
the municipal-led, community-based crime and violence prevention efforts. It consists of
three components:
Increase GOES capacity to prevent violence and crime on a national scale by helping
implement the National Strategy on Violence Prevention, strengthening the unit of
Dirección General de Prevención Social de la Violencia y Cultura de Paz (PRE-
PAZ), establishing and strengthening 55 Municipal Prevention Councils in selected
municipalities, supporting emerging laws and policies, and supporting municipal
crime prevention observatories;
Expand Municipal-led, community-based crime and violence prevention to 20 new
high-risk municipalities in at least 114 communities within these municipalities and
financing community prevention actions; and
Innovative ideas for crime and violence prevention which will be selected based on a
methodology to be established. Creative Associates will implement the Crime and
Violence Prevention Activity in partnership with FUNDAMUNI, a local partner with
vast experience in local development, and a regional partner, Colombia-based
Universidad del Valle’s CISALVA, a premier crime and violence prevention
observatory institution.
V. MAJOR ACHIEVEMENTS FOR THE REPORTING PERIOD (October 1, 2013 –
September 30, 2014) (max. 1.5 pages)
Component 1 collected hard data and carried out a total of 240 institutional interviews and
120 focus groups in 20 municipalities to complete municipal diagnostics. The Component
also completed 10 Municipal Prevention Plans, which will reduce risk factors in all
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participating municipalities. These municipalities are in the 52-100 national homicide
ranking for 2012.
In terms of capacity building, USAID completed its Technical Training Plan, providing a
total of 67 PRE-PAZ staff and 61 Members of MPCs with seven (7) intense workshops on
how to develop Municipal Crime and Violence Diagnostics and Municipal Prevention
Plans. Last, legacy organization FUNDAMUNI continued implementing its improvement
plan, which includes a new internal human resources policy handbook, which will assist the
organization in improving overall standards and human talent capacity.
Component 2 began implementing 13 Prevention Plans, and launched 77 Outreach Centers
in 13 municipalities, which boasts 15,400 beneficiaries.
USAID also signed Memorandums of Understanding (MOU) with Microsoft Cooperation
and Claro Corporation, which provide free software, technical support and training, and
Internet service for 114 Outreach Centers and employment for 200 vulnerable youth.
ALMAPAC also signed an MOU with the USG, which provides computer equipment and
furniture for two Outreach Centers in the municipality of Acajutla; Plaza Mundo provided
computer equipment for one Outreach Center, and didactic materials for a total 6 Outreach
Centers in the municipality of Soyapango; and INSAFORP will create 13 Vocational
Centers, provide 2,340 youth with vocational courses, and give 250 youth in nine
municipalities an external sales basic skills course. Citibank also made an in-kind donation,
which provides additional furnishings for Outreach Centers. All MOUs are worth more
than $3.4 million.
USAID created 13 and strengthened 5 observatories through the country to include the
metropolitan observatory which monitors a total population of population of 1.8 million.
The process includes collaboration from GOES institutions (including the Attorney General,
the National Forensics Institute, the National Civilian Police, and the ministries of
Education, Health and Justice and Public Security) to track homicides, domestic violence,
injuries, extortion and robbery.
For Component 3, “Innovative Ideas for Crime and Violence Prevention”, three (3)
initiatives were approved, which center on Violence Interruption, the Family Centered YSET
Model, and Alcohol and Drug Intervention. These initiates will be piloted in a minimum of
three municipalities.
VI. CHALLENGES, RISKS, AND ISSUES (Management and Context Issues) Related to
progress towards achieving the objective
CVPP encountered several challenges with its institutional partner PRE-PAZ during the year:
PRE-PAZ personnel, specifically Technical Promoters and Departmental Directors,
have very limited capacity to operate computer equipment. In addition, few PRE-PAZ
departmental offices have Internet access, and computer equipment at the departmental
level (when available) is obsolete.
Transportation for PRE-PAZ field staff continues to present issues when carrying out
meetings, activities and events in Component 1and 2 municipalities. PRE-PAZ staff are
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sometime late to meetings, or simply fail to arrive because they have to travel by bus or
arrange for some type of non-official transportation.
Morale continues to be an issue for a small number of PRE-PAZ field personnel. Lack
of interest in CVPP programming affects both project timelines and MPC perception of
PRE-PAZ.
New GOES administration does not yet have clarity on the future role of PRE-PAZ as
an organization.
Proposed actions:
Continue monthly coordination meetings with PRE-PAZ leadership and supervisors to
highlight areas of opportunity and ensure the completion of 20 Municipal Crime and
Violence Diagnostics under Component 2, and guarantee the success of prevention
programs in all 13 municipalities under Component 1.
Continue to encourage and support PRE-PAZ field staff to ensure success in all project
areas.
CVPP encountered the following challenges with the new GOES administration within the
MJSP:
CVPP worked and completed on a PRE-PAZ Organic law and a PRE-PAZ institutional
diagnostic, but sees limited ability for this administration to promote and secure passage
of the law in the National Legislature. Additionally, no steps have been take remedy or
promote recommendations made on the PRE-PAZ institutional diagnostic.
Proposed action:
Continue to encourage the MJPS to forward the PRE-PAZ Organic Law for
consideration in the National Legislature, and to review and apply the PRE.PAZ
institutional diagnostic.
VII. ADJUSTMENTS to interventions and programs that have been made to address
lessons learned or other changes
No adjustments for the moment.
KEY ISSUES:
KEY ISSUE: Conflict Management/Mitigation/Prevention/Transformation (CMM)
CVPP-CARSI Funds – Component 1 and 2
Overview:
Crime prevention continues to be part of the Government of El Salvador (GOES) strategy to
reduce crime and violence in El Salvador. In February 2014, the GOES approved the new
National Strategy for Violence Prevention (ENPV), which outlines key actions to help reduce
the risk factors associated with crime and violence with the participation of the central
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government, municipal governments, and the citizenry. According to the ENPV, these actions
begin, and are coordinated, through Municipal Prevention Committees.
As part of the municipal-led, community-based crime prevention approach, the USG and GOES
selected 13 high-risk and 20 medium-risk municipalities and has worked with their respective
Municipal Prevention Committees (MPCs). MPCs bring together national and local authorities,
community leaders, youth, non-governmental organizations (NGOs), the Church and the private
sector, to design and implement prevention initiatives to improve citizen safety in at-risk
communities.
In 13 high-risk municipalities, Municipal Prevention Plans are being implemented, which
provide $5.8 million grants aimed at reducing risk factors across 77 communities. In an
additional 20 medium-risk municipalities, the project, in coordination with PRE-PAZ, has
completed 20 Municipal Crime and Violence Diagnostics, and is creating and strengthening
MPCs to ensure the full implementation of the ENPV and the development of 20 Municipal
Prevention Plans.
Results:
CVPP is creating and strengthening MPCs across all 33 project municipalities with support
from PRE-PAZ. CVPP completed 33 Municipal Crime and Violence Diagnostics and is
implementing 13 Municipal Prevention Plans.
Cross Cutting Implications:
None.
Additional Considerations:
In the case of CVPP´s 20 medium-risk municipalities, all 20 Municipal Crime and Violence
Diagnostics have been completed. Municipal Prevention Plans will be developed, along with
PRE-PAZ and MPC assistance, during the next reporting quarter.
KEY ISSUE: Conflict Management/Mitigation/Prevention/Transformation (CMM)
CVPP-DA Funds – Component 3
Overview:
Crime prevention continues to be part of the Government of El Salvador (GOES) strategy to
reduce crime and violence in El Salvador. In February 2014, the GOES approved the new
National Strategy for Violence Prevention which outlines key and articulated actions to help
reduce the risk factors associated with crime and violence with the participation of the central
government, municipal governments, and the citizenry.
DA funds are planned to be used only for Component 3 “Innovative ideas for crime and violence
prevention” of the Activity. CVPP will begin to implement pilot prevention programming in
three municipalities, which center on Violence Interruption, the Family Centered YSET Model,
and Alcohol and Drug Intervention.
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Results:
None.
Cross Cutting Implications:
None.
Additional Considerations:
NONE.
KEY ISSUE: Gender Equality/Women’s Empowerment-Secondary (GE/WE-Secondary)
CVPP-CARSI Funds – Component 1 and 2
Overview:
In El Salvador and in the Central America region, violence is a phenomenon that involves young
men as both victims and perpetrators. Working with young men is thus key to crime and
violence reduction. Nevertheless, gender equality is fundamental for understanding and
addressing violence as young girls and women are also victims of violence in numbers out of
proportion to their percentage of the general population. For them, violence begins at home and
spills into the streets, and is the result of entrenched attitudes of machismo. Therefore, changing
patterns of violence will require attitudinal and other changes that involve both men and women
in the home and community.
CVPP has launched 77 Outreach Centers in 13 municipalities, and will soon roll-out nine (9)
municipal and community interventions centering on prevention. These Centers and
interventions will address these issues by ensuring that both young men and women have equal
access to training and educational opportunities offered by the project through all its venues.
Both young men and women will be trained through grants in the areas of child and women’s
rights, and preventing Gender Based Violence (GBV). Further, in order to address intrafamilial
and GBV and in an effort to change gender norms that are drivers of violence in the streets
behavior, CVPP will strengthen Municipal Gender Units and establish grants to address
intrafamilial violence develop Alternate Dispute Resolution (ADR) programs. These activities
will be designed to empower individuals and communities through actions that raise awareness
and share information about alternate and gender equal social norms and constructive ways to
handle conflict.
At the municipal level, the CVPP will promote among MPCs, in Municipal Prevention Plans
and during municipal staff trainings, the dissemination on the Special Integral Law for a Life
Free of Violence Against Women. CVPP will ensure that municipalities understand the law
and are able to implement it through the Municipal Prevention Plans.
Results:
Seventy-seven (77) Outreach Centers have opened, and to date 40% of beneficiaries are women.
Cross Cutting Implications:
None.
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Additional Considerations:
Meetings have been held with the President and Executive Director of the Salvadoran Institute
for the Development of Women (ISDEMU) to discuss their involvement in the CVPP. Thus
far, ISDEMU has provided an in-depth tour of Ciudad Mujer (San Martin) and provided guiding
materials to ensure CVPP is working with and assisting women within prevention parameters.
In addition, CVPP will soon roll-out nine (9) municipal and community intervention tools
centering on prevention that will further assist women.
KEY ISSUE: Gender Equality/Women’s Empowerment-Secondary (GE/WE-Secondary)
CVPP-DA Funds – Component 3
Overview:
In El Salvador and in the Central America region, violence is a phenomenon that involves young
men as both victims and perpetrators. Working with young men is thus key to crime and
violence reduction. Nevertheless, gender equality is fundamental for understanding and
addressing violence as young girls and women are also victims of violence in numbers out of
proportion to their percentage of the general population. For them, violence begins at home and
spills into the streets, and is the result of entrenched attitudes of machismo. Therefore, changing
patterns of violence will require attitudinal and other changes that involve both men and women
in the home and community.
For Component 3, CVPP has been approved three separate prevention program pilots, which
include: Violence Interruption, the Family Centered YSET Model, and the Alcohol and Drug
Intervention model. These interventions will address issues under this section by ensuring
that both young men and women have equal access to these pilot programs. Additionally, and
just as under Component 2, both young men and women will be trained through grants in the
areas of child and women’s rights, and preventing Gender Based Violence (GBV). Further, in
order to address intrafamilial and GBV and in an effort to change gender norms that are
drivers of violence in the streets behavior, CVPP will develop Alternate Dispute Resolution
(ADR) programs. These activities will be designed to empower individuals and communities
through actions that raise awareness and share information about alternate and gender equal
social norms and constructive ways to handle conflict.
At the municipal level, the CVPP will promote among MPCs, in Municipal Prevention Plans
and during municipal staff trainings, the dissemination on the Special Integral Law for a Life
Free of Violence Against Women. CVPP will ensure that municipalities understand the law
and are able to implement it through the Municipal Prevention Plans.
Results:
Seventy-seven (77) Outreach Centers have opened, and to date 40% of beneficiaries are women.
Cross Cutting Implications:
None.
Additional Considerations:
Meetings have been held with the President and Executive Director of the Salvadoran Institute
for the Development of Women (ISDEMU) to discuss their involvement in the CVPP. Thus
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far, ISDEMU has provided an in-depth tour of Ciudad Mujer (San Martin) and provided guiding
materials to ensure CVPP is working with and assisting women within prevention parameters.
In addition, CVPP will soon roll-out nine (9) municipal and community intervention tools
centering on prevention that will further assist women.
KEY ISSUE: Youth Development CVPP-CARSI Funds – Component 1
and 2
Overview:
El Salvador continues to have one of the highest rate of crime in the hemisphere (an average of
6.8 homicides per day in 2013), having young males as the most affected as victims and also as
perpetrators of crimes. USAID has selected 13 high-risk municipalities and 77 communities
within these municipalities to carry out interventions whose main focus is to prevent youth to
join gangs, provide them with as stronger voice in the municipal decision-making process by
participating in the Municipal Prevention Councils (MPCs) and community groups, creating
and supporting networks among youth, and by creating service learning and volunteerism
projects that build leadership, citizenship, and life skill, among others.
CVPP has launched 77 Outreach Centers in 13 municipalities, boasting 15,400 beneficiaries.
These Centers are implementing programs and activities to empower and develop youth.
Results:
Youth in all CVPP municipalities and communities have come in contact with the project, are
using 77 Outreach Centers, and can feel their voice is important to this project as we tailor
interventions around their needs.
Cross Cutting Implications:
None.
Additional Considerations:
CVPP will soon roll-out nine (9) municipal and community interventions centering on
prevention, which will further develop and empower youth.
KEY ISSUE: Youth Development CVPP-DA Funds – Component 3
Overview:
El Salvador continues to have one of the highest rate of crime in the hemisphere (an average of
6.8 homicides per day in 2013), having young males as the most affected as victims and also as
perpetrators of crimes. USAID has selected 13 high-risk municipalities and 77 communities
within these municipalities to carry out interventions whose main focus is to prevent youth to
join gangs, provide them with as stronger voice in the municipal decision-making process by
participating in the Municipal Prevention Councils (MPCs) and community groups, creating
and supporting networks among youth, and by creating service learning and volunteerism
projects that build leadership, citizenship, and life skill, among others.
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Three (3) innovative interventions have been chosen, which center on Violence Interruption,
the Family Centered YSET Model, and Alcohol and Drug Intervention. These interventions
will be implemented in a minimum of three municipalities.
Results:
None.
Cross Cutting Implications:
None.
Additional Considerations:
None.
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FY 2013 PERFORMANCE PLAN AND
REPORT FOR
USAID/EL SALVADOR
CITIZEN SECURITY AND RULE OF LAW IN TARGETED AREAS IMPROVED
RULE OF LAW, TRANSPARENCY AND GOVERNANCE, AND CITIZEN SECURITY
Indicators
Indicator Type: Click here to enter text. Baseline 2014
Results
2015
Target
2016
Target
2017
Target
Number of Municipalities with Crime
Prevention Committees (CARSI and PFG
indicator)
Component
1: 4
2: 13
Component
1: 10
2:13
Component
1: 10
2: 0
Component
1: 0
2: 0
Component
1: 15
2: 7
Number of vulnerable people benefiting from
USG-supported social services (CARSI)
0 5,149 12,500 15,000 10,000
Number of CSOs receiving USG assistance
engaged in advocacy interventions (CARSI)
0 1 1 0 1
Number of USG-assisted organizations and/or
service delivery systems strengthened who
serve vulnerable populations (CARSI)
0 54 26 33 29
Incidence of selected violent crimes reported
in key municipalities. (PFG)
3,155 TBD TBD TBD TBD
Local Organizational Capacity Assessment
Score (USAID)
44.77% 44.77% 59.1% TBD TBD
Governance 56.2% 56.2% 75% TBD TBD
Organizational Management 43.7% 43.7% 65.62% TBD TBD
Administration 32.5% 32.5% 60% TBD TBD
Human Resources Management 40% 40% 45% TBD TBD
Financial Management 58.3% 58.3% 62.50% TBD TBD
Program Management 54.2% 54.2% 62.50% TBD TBD
Project Performance Management 43.7% 43.7% 56.27% TBD TBD
Number of Government Officials undergoing
USG assisted security sector governance
training.
0 Target: 119
Result: 145
30 42 24
PREPAZ Officials 0 71
Municipal Government Officials 0 74
Agency Designation: USAID
Washington-Designated Cross-cutting? N/A
OU-Designated Cross-Cutting? N/A
Date of Last DQA (MM/YYYY): 10/2014
Explanations
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Out-year Target Rationale and Other Explanations: Targets consider the number of new municipalities that activities will be supporting each year. Support will be provided during more than one Fiscal Year in each municipality. Municipalities will be counted on the year in which committees have been established.
Deviation: In FY2012 PPR, no targets were set on FY2013 since new activities were awarded recently this year..
Dropping: N/A
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Operational Plan
KEY ISSUE: Conflict Management/Mitigation/Prevention/Transformation (CMM) CVPP-CARSI
Funds – Component 1 and 2
In FY 2014, under Component 1, the Crime and Violence Prevention Project will finalize
Municipal Crime Diagnostics and Municipal Prevention Plans for 20 municipalities. In
addition, The project will create and strengthen a total of 13 and 5 Municipal Crime
Observatories. Last, Component 1 will develop, in coordination with the MJSP, a National
Quinquennial Prevention Plan.
Under Component 2, the project will implement 13 Municipal Prevention Plans (which
include a total of 6 Strategies containing 43 prevention tools) in a total of 77 high-risk
communities.
Amount Allocated:
An estimated total of $257,415.10 will be spent to carry out activities under Component 1.
This includes staff salaries.
An estimated total of $6,019,747.50 will spent to carry out activities under Component 2.
This includes staff salaries and $5.8 million in grants.
KEY ISSUE: Conflict Management/Mitigation/Prevention/Transformation (CMM) CVPP-DA Funds –
Component 3
The Crime and Violence Prevention Project will carry out interventions in the municipalities
of: Cojutepeque, Conchagua, La Union, and Panchimalco, which include implementation of
Violence Interruption, the Family Centered YSET Model, and Alcohol and Drug Intervention.
YSET will take place in Cojutepeque. Violence interruption in Conchagua, La Union, Usulután,
and Panchimalco. And alcohol and drug intervention in Conchagua and La Union.
Amount Allocated:
Implementing Mechanism Narrative:
FY2014 funds will finance USAID's El Salvador Crime and Violence Prevention Project, whose
activities build local and national capacity to identify crime patterns, plan and implement crime
and violence prevention projects and replicate best practices. The activity supports the
Government of El Salvador's (GOES) National Strategy for Violence Prevention (ENPV) and
builds on the government municipal crime prevention plans. USAID will also finance the
development of Municipal Crime and Violence Diagnostics, Municipal Prevention Plans, the
development of Municipal Crime Diagnostics, as well as a number of municipal and community-
based prevention tools.
Activities will also be expanded with the active participation of the private sector through Public-
Private Partnerships to complement crime prevention initiatives.
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A total of $600,000 has been allocated for this effort. This includes staff and consultant/NGO
salaries.
KEY ISSUE: Gender Equality/Women’s Empowerment-Secondary (GE/WE-Secondary) CVPP-CARSI
Funds – Component 1 and 2
The Crime and Violence Prevention Project will continue to build the Government of El
Salvador’s capacity to implement municipal violence prevention strategies, and inform
municipal governments and populations about those strategies with the strong inclusion of
gender considerations. Municipal Crime Prevention Observatories will be established to
gather sex-disaggregated information on crime victimization, including domestic and sexual
violence. Furthermore, the creation of Municipal Prevention Committees will be expanded,
and will include strategies for addressing the separate needs of men/women or boys/girls to
help ensure the full gender participation in all activities when appropriate.
Amount Allocated:
An estimated total of $257,415.10 will be spent to carry out activities under Component 1.
This includes staff salaries.
An estimated total of $6,019,747.50 will spent to carry out activities under Component 2.
This includes staff salaries and $5.8 million in grants.
KEY ISSUE: Gender Equality/Women’s Empowerment-Secondary (GE/WE-Secondary) CVPP-DA
Funds – Component 3
The Crime and Violence Prevention Project will continue to build the Government of El
Salvador’s capacity to implement municipal violence prevention strategies, and inform
municipal governments and populations about those strategies with the strong inclusion of
gender considerations. Municipal Crime Prevention Observatories will be established to
gather sex-disaggregated information on crime victimization, including domestic and sexual
violence. Furthermore, the creation of Municipal Prevention Councils will be expanded, and
will include strategies for addressing the separate needs of men/women or boys/girls to help
ensure the full gender participation in all activities when appropriate.
Amount Allocated:
A total of $600,000 has been allocated for this effort. This includes staff and consultant/NGO
salaries.
KEY ISSUE: Youth Development CVPP-CARSI Funds – Component 1 and 2
The Crime and Violence Prevention Project will support youth development with activities
directed at preventing children and adolescents from joining gangs via youth leadership
programs, after school clubs, and the establishment of youth Outreach Centers where skills
will be taught to provide viable alternatives to gang involvement.
Amount Allocated:
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An estimated total of $6,019,747.50 will spent to carry out activities under Component 2.
This includes $5.8 million in grants and staff salaries.
Component 1 will not be directly implementing actions under this section, but will encourage
municipal governments, through Municipal Prevention Plans, to budget for youth
development initiatives and activities.
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Annex Annex 1 – CVPP Press Mentions (July-September 2014)
Annex 2 – Quarterly Monitoring and Evaluation Report
Annex 3 – Grants Activity Report
Annex 4 – Component 1 Draft: Work to Update National Policy for Justice, Public
Security and Social Coexistence
Annex 5 – CVPP-ALMAPAC Memorandum of Understanding
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Annex 1 – CVPP Press Mentions
(July-September 2014)
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USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
89
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
90
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
91
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
92
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
93
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
94
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
95
Annex 2 – Quarterly Monitoring and
Evaluation Report
N° Indicator Base
Line
Total
Project
Target
Target
Base
Period
FY
2014
Target
Previous
Year
Acumulated
Q1 Q2 Q3 Q4
Total
Acumulated
FY
Total
Acumulated
Base Period
Total to
Achieve
Base
Period
% to
Achieve
Base
Period
Total to
Achieve
Project
Target
% to
Achieve
Project
Target
The GOES is able to establish and
strengthen Municipal Crime and
Violence Prevention Committees (MPCs) in at least twenty
municipalities as outlined in the
ENPV
1
Number of municipalities with
Municipal Crime and Violence
Prevention Committees strengthened
0 35 20 10 0 0 0 0 0 0 0 20 100% 35 100%
1
Number of PRE-PAZ officials
trained in crime and violence prevention according the ENPV
0 50 50 30 0 66 71 0 0 71 71 0 0% 0 0%
At least 50% to 60% of selected
officials tied to the project in
targeted Salvadoran municipal governments understand the goals
and objectives of the ENPV
2
% of municipal governments
officials that understand the
goals and objectives of the ENPV
15.7% 75.0% 50.0% 0.0% 0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 34.3% 34.3% 59.3% 59.3%
At least 30% to 40% of population in
targeted communities/municipalities
is aware of the goals and objectives of the ENPV by the end of the period.
3
% of population in targeted communities/municipalities who
are aware of the goals and
objectives of the ENPV
25.1% 45.0% 30.0% 0.0% 0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.9% 4.9% 19.9% 19.9%
The government of El Salvador
(GOES) is supported as it forms
and/or implements at least two prevention strategies and/or laws
4
Number of prevention strategies and/or laws drafted or
implemented with USG
assistance
0 3 2 1 0 1 0 0 0 1 1 1 50% 2 67%
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
97
N° Indicator Base
Line
Total
Project
Target
Target
Base
Period
FY
2014
Target
Previous
Year
Acumulated
Q1 Q2 Q3 Q4
Total
Acumulated
FY
Total
Acumulated
Base Period
Total to
Achieve
Base
Period
% to
Achieve
Base
Period
Total to
Achieve
Project
Target
% to
Achieve
Project
Target
Methodology for establishing and
managing Municipal Crime and
Violence Prevention Observatories is developed and published in
conjunction with GOES
5
Percent development of a methodology to establish and
manage Municipal Crime and
Violence Prevention Observatories (MCVPOs)
0% 100% 100% 100% 0 15% 0% 45% 25% 85% 85% 15% 15% 15% 15%
5
Number of Municipal Crime
and Violence Prevention
Observatories (MCVPOs) using established methodology
0 15 10 0 0 0 0 0 9 9 9 1 10% 6 40%
A minimum of 10 new Municipal
Crime and Violence Prevention Observatories (MCVPOs) are
established with contractor
assistance
6
Number of USG-supported
municipalities with established
observatories
0 15 10 0 0 0 0 0 4 4 4 6 60% 11 73%
In at least seven selected
municipalities, Crime and Violence
Prevention Observatories (MCVPOs) provide relevant data to Municipal
Crime and Violence Prevention
Committees( MPCs) to inform policy making
7
Number of USG-supported
municipalities making decisions based on information generated
by Observatories
0 14 7 0 0 0 0 0 0 0 0 7 100% 14 100%
A minimum of 7 existing Municipal
Crime and Violence Prevention Observatories (MCVPOs) are
strengthened with contractor
assistance
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
98
N° Indicator Base
Line
Total
Project
Target
Target
Base
Period
FY
2014
Target
Previous
Year
Acumulated
Q1 Q2 Q3 Q4
Total
Acumulated
FY
Total
Acumulated
Base Period
Total to
Achieve
Base
Period
% to
Achieve
Base
Period
Total to
Achieve
Project
Target
% to
Achieve
Project
Target
8
Number of existing Municipal
Crime and Violence Prevention
Observatories strengthened with USG assistance
0 10 7 0 0 0 0 0 5 5 5 2 29% 5 50%
Beneficiaries’ perception of safety
increased by a minimum of 10% in target communities of selected
municipalities
9 Beneficiaries perception of
safety in target communities 38.3% 53.3% 48.3% 0.0% 0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 48.3% 48.3% 53.3% 53.3%
A reduction of crime by a minimum
of 5% in target communities of a selected municipalities during of the
project period
10 Percentage reduction of crime in
targeted communities 659 5% 5% 0% 0 0% 0% 0% 0% 0% 0% 5% 5% 5% 5%
12 new Municipal Crime and
Violence Prevention Committees
(MPCs) established and operational by the end of the Project
11
Number of MPCs established
and working according the
ENPV
0 20 13 13 0 0 0 0 0 0 0 13 100% 20 100%
At least 70 communities working
towards the reduction of crime
through a partnership with local and national governments
12
Number of Communities implementing plans in alliance
with municipal and national
government
0 115 78 24 0 0 0 0 0 0 0 78 100% 115 100%
In at least 12 municipalities, municipal leaders´ and community
members´ capacity for prevention
planning, implementation and analysis increased
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
99
N° Indicator Base
Line
Total
Project
Target
Target
Base
Period
FY
2014
Target
Previous
Year
Acumulated
Q1 Q2 Q3 Q4
Total
Acumulated
FY
Total
Acumulated
Base Period
Total to
Achieve
Base
Period
% to
Achieve
Base
Period
Total to
Achieve
Project
Target
% to
Achieve
Project
Target
13
Number of municipalities that
have strengthened the capacities
of municipal leaders and community’s members to plan,
implement and monitor MPPs.
0 20 13 13 0 0 0 0 0 0 0 13 100% 20 100%
At least two Public-Private Alliances
are established in a minimum of 12
selected municipalities
14
Number of municipalities with
at least two of Public-Private
Alliances established and operating
0 20 13 0 0 0 0 13 0 13 13 0 0% 7 35%
Innovative municipal-led, community-based crime and violence
prevention best practices are identified, systematized, published
and disseminated in least in seven
selected municipalities
15
Number of Municipalities in
which best practices have been disseminated
0 12 7 0 0 0 0 0 0 0 0 7 100% 12 100%
Methodology for Innovative Ideas is
finalized within the first 90 days of
the contract
16
Percent development of
methodology for Innovative
Ideas
0% 100% 100% 100% 40% 0% 0% 60% 0% 60% 100% 0% 0% 0% 0%
At least two sub-component
Innovative Ideas are developed and implemented
17 Number of Innovative ideas developed and implemented
0 3 2 0 0 0 0 0 0 0 0 2 100% 3 100%
Standard Indicators
CARSI Indicators
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
100
N° Indicator Base
Line
Total
Project
Target
Target
Base
Period
FY
2014
Target
Previous
Year
Acumulated
Q1 Q2 Q3 Q4
Total
Acumulated
FY
Total
Acumulated
Base Period
Total to
Achieve
Base
Period
% to
Achieve
Base
Period
Total to
Achieve
Project
Target
% to
Achieve
Project
Target
Number of municipalities with Municipal Crime Prevention
Committees (MPCs)**
0 55 33 23 0 0 13 0 10 23 23 10 30% 32 58%
Number of Civil Society
Organizations (CSOs) receiving USG assistance engaged in
advocacy interventions
0 1 1 0 0 0 0 1 0 1 1 0 0% 0 0%
Number of vulnerable people
benefitting from USG-supported
social services
0 50,000 37,500 10,000 0 0 0 0 5,149 5,149 5,149 32,351 86% 44,851 90%
Number of USG-assisted
organizations and/or service
delivery systems strengthened
who serve vulnerable
populations.
0 175 146 87 0 0 0 0 54 54 54 92 63% 121 69%
PFG Indicators
Incidence of Selected Violent
Crimes Reported in Key
Municipalities
3,155 TBD TBD TBD 0 0 0 0 0 0 0
USAID Indicators
Local Organizational Capacity
Assessment Score 44.7% 75% 75% TBD 0 0% 0% 0% 0% 0% 0% 30.3% 30.3% 30.3% 30.3%
Number of Goverment Officials
undergoing USG assisted
security sector governance training.
0 215 191 119 0 110 145 0 0 145 145 46 24% 70 33%
CRIME AND VIOLENCE PREVENTION PROGRAM (CVPP)
GRANTS ACTIVITY REPORT
09/30/2014
GRANT
NUMBER
PROPOSAL
DESCRIPTION MUNICIPALITY DEPARTMENT
DATE
SENT
TO
USAID
STATUS
DATE
APPROVED
BY USAID
PROPOSAL
AMOUNT
AMOUNT
APPROVED TO
DATE
CVPP-0001 Red de Centros de
Alcance Nacional Nacional
21-Mar-
14 APPROVED BY
USAID 7-Apr-14 $ 99,973.30 $ 99,973.30
CVPP-0002 CDA San Romero Tecoluca San Vicente 14-Apr-
14 APPROVED BY
USAID 2-May-14 $ 24,000.00 $ 24,000.00
CVPP-0003 CDA Comunidad
Nueva Tehuacán Tecoluca San Vicente
13-
May-14 APPROVED BY
USAID 27-May-14 $ 24,000.00 $ 24,000.00
CVPP-0004 CDA Cantón La
Esperanza Tecoluca San Vicente
13-
May-14 APPROVED BY
USAID 21-May-14 $ 24,000.00 $ 24,000.00
CVPP-0005 CDA Cantón San
Nicolás Lempa Tecoluca San Vicente
13-
May-14 APPROVED BY
USAID 21-May-14 $ 24,000.00 $ 24,000.00
CVPP-0006 CDA Colonia Fátima Cojutepeque Cuscatlán 13-
May-14 APPROVED BY
USAID 21-May-14 $ 24,000.00 $ 24,000.00
CVPP-0007 CDA Cantón Cujuapa Cojutepeque Cuscatlán 14-
May-14 APPROVED BY
USAID 12-Jun-14 $ 24,000.00 $ 24,000.00
CVPP-0008 CDA Cantón Jiñuco Cojutepeque Cuscatlán 16-
May-14 APPROVED BY
USAID 21-May-14 $ 24,000.00 $ 24,000.00
CVPP-0009 CDA Reparto Las
Alamedas Cojutepeque Cuscatlán
16-
May-14 APPROVED BY
USAID 22-May-14 $ 24,000.00 $ 24,000.00
CVPP-0010 CDA Las Pavas Cojutepeque Cuscatlán 16-
May-14 APPROVED BY
USAID 22-May-14 $ 24,000.00 $ 24,000.00
CVPP-0011 CDA San Antonio II Cojutepeque Cuscatlán 23-
May-14 APPROVED BY
USAID 2-Jun-14 $ 24,000.00 $ 24,000.00
CVPP-0012 CDA Vista Al Lago Cojutepeque Cuscatlán 23-
May-14 APPROVED BY
USAID 2-Jun-14 $ 24,000.00 $ 24,000.00
CVPP-0013 CDA Com. El Milagro Tecoluca San Vicente 23-
May-14 APPROVED BY
USAID 2-Jun-14 $ 24,000.00 $ 24,000.00
CVPP-0014 CDA Com. San
Cristóbal Tecoluca San Vicente
23-
May-14 APPROVED BY
USAID 2-Jun-14 $ 24,000.00 $ 24,000.00
CVPP-0015 CDA Com. Brisas del
Cañaveral San Vicente San Vicente
30-Jun-
14 APPROVED BY
USAID 10-Jul-14 $ 24,000.00 $ 24,000.00
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
103
CVPP-0016 CDA Jiboa San Vicente San Vicente 30-Jun-
14 APPROVED BY
USAID 10-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0017 CDA Santa Elena San Vicente San Vicente 30-Jun-
14 APPROVED BY
USAID 10-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0018 CDA Achichilco San Vicente San Vicente 30-Jun-
14 APPROVED BY
USAID 10-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0019 CDA Navarra San Vicente San Vicente 30-Jun-
14 APPROVED BY
USAID 10-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0020 CDA San Antonio
Caminos San Vicente San Vicente
30-Jun-
14 APPROVED BY
USAID 11-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0021 CDA Brisas del Jiboa San Vicente San Vicente 30-Jun-
14 APPROVED BY
USAID 11-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0022 CDA Los Llanitos Ilobasco Cabañas 11-Jul-
14 APPROVED BY
USAID 29-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0023 CDA Azacualpa Ilobasco Cabañas 11-Jul-
14 APPROVED BY
USAID 29-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0024 CDA Milan Ilobasco Cabañas 11-Jul-
14 APPROVED BY
USAID 29-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0025 CDA Miranda Ilobasco Cabañas 11-Jul-
14 APPROVED BY
USAID 29-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0026 CDA Las Huertas Ilobasco Cabañas 11-Jul-
14 APPROVED BY
USAID 29-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0027 CDA Agua Zarca Ilobasco Cabañas 11-Jul-
14 APPROVED BY
USAID 29-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0028 CDA Alcaine Ilobasco Cabañas 11-Jul-
14 APPROVED BY
USAID 29-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0029 CDA Conchagua
Centro Conchagua La Unión
11-Jul-
14 APPROVED BY
USAID 31-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0030 CDA Las Tunas Conchagua La Unión 11-Jul-
14 APPROVED BY
USAID 31-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0031 CDA Huisquil Conchagua La Unión 11-Jul-
14 APPROVED BY
USAID 31-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0032 CDA La Metaza Conchagua La Unión 11-Jul-
14 APPROVED BY
USAID 31-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0033 CDA El Farito Conchagua La Unión 11-Jul-
14 APPROVED BY
USAID 31-Jul-14
$ 24,000.00 $ 24,000.00
CVPP-0034 CDA El Pilón Conchagua La Unión 11-Jul-
14 APPROVED BY
USAID 1-Aug-14
$ 24,000.00 $ 24,000.00
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
104
CVPP-0035
Estrategia de
Comunicación de la
Marca de Identidad
Municipal de
Prevención de la
Violencia
Acajutla Sonsonate 15-Jul-
14 APPROVED BY
USAID 14-Aug-14 $ 3,500.00 $ 3,500.00
CVPP-0036
Estrategia de
Comunicación de la
Marca de Identidad
Municipal de
Prevención de la
Violencia
San Antonio del
Monte Sonsonate
15-Jul-
14 APPROVED BY
USAID 14-Aug-14
$ 3,500.00
$ 3,500.00
CVPP-0037
Estrategia de
Comunicación de la
Marca de Identidad
Municipal de
Prevención de la
Violencia
Quezaltepeque La Libertad 15-Jul-
14 APPROVED BY
USAID 14-Aug-14 $ 3,500.00 $ 3,500.00
CVPP-0038
Estrategia de
Comunicación de la
Marca de Identidad
Municipal de
Prevención de la
Violencia
Nejapa San Salvador 15-Jul-
14 APPROVED BY
USAID 14-Aug-14 $ 3,500.00 $ 3,500.00
CVPP-0039
Estrategia de
Comunicación de la
Marca de Identidad
Municipal de
Prevención de la
Violencia
Panchimalco San Salvador 15-Jul-
14 APPROVED BY
USAID 14-Aug-14 $ 3,500.00 $ 3,500.00
CVPP-0040
Estrategia de
Comunicación de la
Marca de Identidad
Municipal de
Prevención de la
Violencia
Soyapango San Salvador 15-Jul-
14 APPROVED BY
USAID 14-Aug-14 $ 3,500.00 $ 3,500.00
CVPP-0041
Estrategia de
Comunicación de la
Marca de Identidad
Municipal de
Cojutepeque Cuscatlán 15-Jul-
14 APPROVED BY
USAID 14-Aug-14 $ 3,500.00 $ 3,500.00
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
105
Prevención de la
Violencia
CVPP-0042
Estrategia de
Comunicación de la
Marca de Identidad
Municipal de
Prevención de la
Violencia
Ilobasco Cabañas 15-Jul-
14 APPROVED BY
USAID 14-Aug-14 $ 3,500.00 $ 3,500.00
CVPP-0043
Estrategia de
Comunicación de la
Marca de Identidad
Municipal de
Prevención de la
Violencia
San Vicente San Vicente 15-Jul-
14 APPROVED BY
USAID 14-Aug-14 $ 3,500.00 $ 3,500.00
CVPP-0044
Estrategia de
Comunicación de la
Marca de Identidad
Municipal de
Prevención de la
Violencia
Tecoluca San Vicente 15-Jul-
14 APPROVED BY
USAID 14-Aug-14 $ 3,500.00 $ 3,500.00
CVPP-0045
Estrategia de
Comunicación de la
Marca de Identidad
Municipal de
Prevención de la
Violencia
Usulután Usulután 15-Jul-
14 APPROVED BY
USAID 14-Aug-14 $ 3,500.00 $ 3,500.00
CVPP-0046
Estrategia de
Comunicación de la
Marca de Identidad
Municipal de
Prevención de la
Violencia
Conchagua La Unión 15-Jul-
14 APPROVED BY
USAID 14-Aug-14 $ 3,500.00 $ 3,500.00
CVPP-0047
Estrategia de
Comunicación de la
Marca de Identidad
Municipal de
Prevención de la
Violencia
La Unión La Unión 15-Jul-
14 APPROVED BY
USAID 14-Aug-14 $ 3,500.00 $ 3,500.00
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
106
CVPP-0048 CDA Altamira Usulután Usulután 25-Jul-
14 APPROVED BY
USAID 1-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0049 CDA La Poza Usulután Usulután 25-Jul-
14 APPROVED BY
USAID 1-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0050 CDA La Presa Usulután Usulután 25-Jul-
14 APPROVED BY
USAID 1-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0051 CDA El Calvario Usulután Usulután 25-Jul-
14 APPROVED BY
USAID 1-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0052 CDA Córdova Usulután Usulután 25-Jul-
14 APPROVED BY
USAID 1-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0053 CDA San Juan Bosco, Usulután Usulután 25-Jul-
14 APPROVED BY
USAID 1-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0054 CDA Puerto Parada Usulután Usulután 25-Jul-
14 APPROVED BY
USAID 1-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0055 CDA Jardines de La
Nueva Acajutla Sonsonate
30-Jul-
14 APPROVED BY
USAID 31-Jul-14 $ 24,000.00 $ 24,000.00
CVPP-0056 CDA Acaxual Acajutla Sonsonate 30-Jul-
14 APPROVED BY
USAID 1-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0057 CDA Balastrera Acajutla Sonsonate 30-Jul-
14 APPROVED BY
USAID 1-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0058 CDA San Julian Acajutla Sonsonate 30-Jul-
14 APPROVED BY
USAID 1-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0059 CDA Las Atarrayas Acajutla Sonsonate 30-Jul-
14 APPROVED BY
USAID 1-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0060 CDA Jardines del
Mirador
San Antonio del
Monte Sonsonate
1-Aug-
14 APPROVED BY
USAID 20-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0061 CDA Santa Lucía Quezaltepeque La Libertad 12-Aug-
14 APPROVED BY
USAID 20-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0062 CDA Estanzuelas Quezaltepeque La Libertad 12-Aug-
14 APPROVED BY
USAID 20-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0063 CDA Santa Rosa Quezaltepeque La Libertad 12-Aug-
14 APPROVED BY
USAID 20-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0064 CDA Primavera Quezaltepeque La Libertad 12-Aug-
14 APPROVED BY
USAID 20-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0065 CDA Torres Quezaltepeque La Libertad 12-Aug-
14 APPROVED BY
USAID 20-Aug-14 $ 24,000.00 $ 24,000.00
CVPP-0066 CDA Las Flores La Unión La Unión 29-Aug-
14 APPROVED BY
USAID 9-Sep-14 $ 24,000.00 $ 24,000.00
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
107
CVPP-0067 CDA Condadillo La Unión La Unión 29-Aug-
14 APPROVED BY
USAID 9-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0068 CDA El Coyolito La Unión La Unión 29-Aug-
14 APPROVED BY
USAID 9-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0069 CDA La Unión Centro La Unión La Unión 29-Aug-
14 APPROVED BY
USAID 9-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0070 CDA San Carlos La Unión La Unión 29-Aug-
14 APPROVED BY
USAID 9-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0071 CDA La Esperanza La Unión La Unión 29-Aug-
14 APPROVED BY
USAID 9-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0072 CDA Agua Escondida La Unión La Unión 29-Aug-
14 APPROVED BY
USAID 9-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0073 CDA Altos de Monte
Carmelo Soyapango San Salvador
2-Sep-
14 APPROVED BY
USAID 9-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0074 CDA Bosques Del Río Soyapango San Salvador 2-Sep-
14 APPROVED BY
USAID 9-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0075 CDA Guadalupe Soyapango San Salvador 2-Sep-
14 APPROVED BY
USAID 9-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0076 CDA Las Margaritas Soyapango San Salvador 2-Sep-
14 APPROVED BY
USAID 9-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0077 CDA Río Las Cañas Soyapango San Salvador 2-Sep-
14 APPROVED BY
USAID 9-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0078 CDA Jabalí Nejapa San Salvador 4-Sep-
14 APPROVED BY
USAID 11-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0079 CDA Las Mercedes Nejapa San Salvador 4-Sep-
14 APPROVED BY
USAID 11-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0080 CDA Calle Vieja Nejapa San Salvador 4-Sep-
14 APPROVED BY
USAID 11-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0081 CDA Mapilapa Nejapa San Salvador 4-Sep-
14 APPROVED BY
USAID 11-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0082 CDA Quezaltepeque
Centro Quezaltepeque La Libertad
4-Sep-
14 APPROVED BY
USAID 11-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0083 CDA El Barrial Panchimalco San Salvador 19-Sep-
14 APPROVED BY
USAID 23-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0084 CDA Monteliz Panchimalco San Salvador 19-Sep-
14 APPROVED BY
USAID 23-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0085 CDA San José Panchimalco San Salvador 19-Sep-
14 APPROVED BY
USAID 23-Sep-14 $ 24,000.00 $ 24,000.00
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
108
CVPP-0086 CDA Azacualpa Panchimalco San Salvador 19-Sep-
14 APPROVED BY
USAID 23-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0087 CDA Panchimalco
Centro Panchimalco San Salvador
19-Sep-
14 APPROVED BY
USAID 23-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0088 CDA El Guayabo Panchimalco San Salvador 19-Sep-
14 APPROVED BY
USAID 23-Sep-14 $ 24,000.00 $ 24,000.00
CVPP-0089
Capacit. y Desarr. de
Capacid. p/la Prev. de
Violencia en CMPVs,
ADESCOS y Operad.
Municp.
Acajutla Sonsonate 18-Sep-
14 PENDING PENDING $ 5,018.00 PENDING
CVPP-0090
Capacit. y Desarr. de
Capacid. p/la Prev. de
Violencia en CMPVs,
ADESCOS y Operad.
Municp.
Cojutepeque Cuscatlán 18-Sep-
14 PENDING PENDING $ 5,018.00 PENDING
CVPP-0091
Capacit. y Desarr. de
Capacid. p/la Prev. de
Violencia en CMPVs,
ADESCOS y Operad.
Municp.
Conchagua La Unión 18-Sep-
14 PENDING PENDING $ 5,018.00 PENDING
CVPP-0092
Capacit. y Desarr. de
Capacid. p/la Prev. de
Violencia en CMPVs,
ADESCOS y Operad.
Municp.
Ilobasco Cabañas 18-Sep-
14 PENDING PENDING $ 5,018.00 PENDING
CVPP-0093
Capacit. y Desarr. de
Capacid. p/la Prev. de
Violencia en CMPVs,
ADESCOS y Operad.
Municp.
La Unión La Unión 18-Sep-
14 PENDING PENDING $ 5,018.00 PENDING
CVPP-0094
Capacit. y Desarr. de
Capacid. p/la Prev. de
Violencia en CMPVs,
ADESCOS y Operad.
Municp.
Nejapa San Salvador 18-Sep-
14 PENDING PENDING $ 5,018.00 PENDING
CVPP-0095
Capacit. y Desarr. de
Capacid. p/la Prev. de
Violencia en CMPVs,
Panchimalco San Salvador 18-Sep-
14 PENDING PENDING $ 5,018.00 PENDING
USAID: El Salvador Crime and Violence Prevention Project (CVPP)
Creative Associates, International, Inc.
109
ADESCOS y Operad.
Municp.
CVPP-0096
Capacit. y Desarr. de
Capacid. p/la Prev. de
Violencia en CMPVs,
ADESCOS y Operad.
Municp.
Quezaltepeque La Libertad 18-Sep-
14 PENDING PENDING $ 5,018.00 PENDING
CVPP-0097
Capacit. y Desarr. de
Capacid. p/la Prev. de
Violencia en CMPVs,
ADESCOS y Operad.
Municp.
San Antonio del
Monte Sonsonate
18-Sep-
14 PENDING PENDING $ 5,018.00 PENDING
CVPP-0098
Capacit. y Desarr. de
Capacid. p/la Prev. de
Violencia en CMPVs,
ADESCOS y Operad.
Municp.
San Vicente San Vicente 18-Sep-
14 PENDING PENDING $ 5,018.00 PENDING
CVPP-0099
Capacit. y Desarr. de
Capacid. p/la Prev. de
Violencia en CMPVs,
ADESCOS y Operad.
Municp.
Soyapango San Salvador 18-Sep-
14 PENDING PENDING $ 5,018.00 PENDING
CVPP-0100
Capacit. y Desarr. de
Capacid. p/la Prev. de
Violencia en CMPVs,
ADESCOS y Operad.
Municp.
Tecoluca San Vicente 18-Sep-
14 PENDING PENDING $ 5,018.00 PENDING
CVPP-0101
Capacit. y Desarr. de
Capacid. p/la Prev. de
Violencia en CMPVs,
ADESCOS y Operad.
Municp.
Usulután Usulután 18-Sep-
14 PENDING PENDING $ 5,018.00 PENDING
CVPP-0102 CDA Huisquil - Belén Conchagua La Unión 26-Sep-
14 PENDING PENDING $ 24,000.00 PENDING
TOTAL $ 2.010,707.30 $ 1.921,473.30
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POLÍTICA DE JUSTICIA, SEGURIDAD PÚBLICA Y CONVIVENCIA ESTRATEGIAS DEL EJE DE PREVENCIÓN DE LA VIOLENCIA Y LA DELINCUENCIA
(BORRADOR) El objetivo de este documento es ofrecer un listado de acciones de prevención de la violencia recomendadas por diferentes entidades y que recogen la experiencia y los conocimientos de diversos sectores del país y de la región. Este listado de acciones puede ser un insumo importante para la formulación de un PLAN NACIONAL DE PREVENCIÓN DE LA VIOLENCIA y puede contribuir también a la formulación del SISTEMA NACIONAL DE SEGURIDAD CIUDADANA. Para su elaboración, se identificaron fuentes bibliográficas claves que aparecen referidas al final y se tomaron como hilo conductor las estrategias propuestas en la actualización de la Política de Justicia, Seguridad Pública y Convivencia, que el GOES se proyecta utilizar como instrumento de trabajo en materia de seguridad ciudadana y prevención de violencia para los próximos cinco años de gobierno.
ACTIVIDADES PROPUESTAS DENTRO DE LAS ESTRATEGIAS DE PREVENCIÓN DE LA VIOLENCIA PARA FORMAR PARTE DEL PLAN NACIONAL DE PREVENCIÓN DE LA VIOLENCIA.
Estrategia 1: Creación del Sistema Nacional de Prevención de la Violencia y Delincuencia. Estrategia 2: Territorialidad de la gestión de la prevención de manera integral y articulada. Coordinación central-local para el funcionamiento de los Comités Municipales de Prevención de la Violencia, liderados por los alcaldes y alcaldesas. Estrategia 3: Promover participación de la comunidad en los procesos de intervención local y nacional en las políticas de prevención de la violencia y delincuencia. Estrategia 4: Reducir factores de riesgo, en especial, la tenencia y la portación de armas de fuego y el consumo abusivo de alcohol y otras drogas. Estrategia 5: Diseñar, en coordinación con las autoridades competentes, las estrategias de prevención de la violencia y delincuencia para niños, niñas, adolescentes y jóvenes. Estrategia 6: Diseñar e institucionalizar estrategias de prevención de violencia de género y de la violencia intrafamiliar. Estrategia 7: Promover valores positivos y una cultura de paz que contribuya a disminuir la violencia social, las condiciones y prácticas que las sustentan incrementando progresivamente el respeto, la convivencia y la tolerancia entre la población.
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ESTRATEGIA 1: Creación del Sistema Nacional de Prevención de la Violencia y la Delincuencia.
1.1. Contribuir a la creación del Sistema Nacional de Seguridad Ciudadana, mediante la propuesta de un (Sub) Sistema Nacional de Prevención de la Violencia, que forme parte de aquél y que articule los esfuerzos específicos que se realicen en materia de prevención, especialmente en los niveles primario y secundario. 1.2. Incluir en el Proyecto Presupuestario 2014-2015 la asignación de mayores recursos para la prevención de la violencia. Elaborar una Propuesta de Incremento y Refuerzo presupuestario. 1.3. Crear un Sistema de Información sobre Prevención de la Violencia unificado, moderno e independiente, que genere informes objetivos, oportunos y confiables, y asegurar que la ciudadanía tenga acceso oportuno a dicha información. Como parte de este Sistema, impulsar una red de Observatorios de Prevención de la Violencia en los 50 municipios más violentos del país; y generar información especializada a través de un Observatorio Nacional de la Violencia de Género. 1.4. Establecer el procedimiento mediante el cual se pondrán a disposición de la ciudadanía Informes de Resultados de Prevención de la Violencia (mecanismo de Rendición de Cuentas). 1.5. Crear capacidades para la gestión de la prevención a fin de fortalecer la capacidad del Estado en este campo; se debe promover el liderazgo gubernamental para la coordinación de una Mesa de Cooperantes interesados en la prevención de la violencia. 1.6. Realizar estudios para cuantificar el impacto sobre las tasas de criminalidad a nivel nacional y para medir el coso-efectividad de los programas de prevención de la violencia. 1.7. Desarrollar las capacidades institucionales a través de estrategias de sensibilización, educativas y de capacitación, mediante un plan maestro de formación y actualización profesional en prevención de la violencia, para fortalecer las capacidades en esta materia, dirigido de forma especial a los servidores públicos, a nivel local y nacional. 1.8. Establecer alianzas con el sector académico y de investigación social, a fin de desarrollar instrumentos para medir los factores de riesgo según poblaciones meta, así como para introducir en los pensum el tema de la violencia y la prevención de ésta. 1.9. Poner en marcha una Estrategia de Comunicación que promueva la prevención de la violencia en y desde las entidades estatales, a través de redes que permitan la difusión, interacción y vinculación interinstitucional.
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ESTRATEGIA 2: Territorialidad del a Gestión de la Prevención: Alcaldías y Comités Municipales de Prevención de la Violencia.
2.1. Generales Dotar a las municipalidades de mayor autonomía y recursos para abordar con eficacia y eficiencia la prevención de la violencia al nivel local. Incorporar la variable territorial en la planificación y en la asignación de recursos humanos y materiales de todas las instituciones del Sistema, haciendo uso de estudios estadísticos de incidencia criminal y por consiguiente de la carga de trabajo de los diferentes municipios. Garantizar una efectiva coordinación entre la PNC y los Gobiernos Locales en el trabajo preventivo. 2.2. Nivel primario Elaborar y difundir instrumentos conceptuales, programáticos y formativos que orienten la construcción de políticas, planes, programas y proyectos a nivel nacional y local. Construir y recuperar espacios públicos a nivel municipal y con visión territorial, como medio para promover la convivencia pacífica. 2.3. Nivel secundario Crear y poner en funcionamiento redes municipales y comunitarias preventivas para la atención y el cuido de niños, niñas y adolescentes para impedir que integren pandillas o inicien alguna actividad delictiva. Facilitar el acceso a los servicios de medidas alternas a los jóvenes en conflicto con la ley a nivel de municipios. 2.4. Nivel terciario Promover la organización comunitaria en los municipios para la prevención de la violencia de nivel terciario. Elaborar y desarrollar planes locales para la prevención de la violencia de nivel terciario, en comunidades y territorios con altos índices de criminalidad y violencia. Desarrollar modelos para la inserción social de jóvenes en conflicto con la ley a nivel local. Crear y fortalecer modelos de acompañamiento post-penitenciario para jóvenes que hayan estado en conflicto con la ley.
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ESTRATEGIA 3: Participación de la comunidad
3.1. Fortalecer la participación ciudadana en las estrategias de prevención de la violencia en la perspectiva de creación de ciudadanía y cohesión social, considerando las particularidades de género. 3.2. Crear, rescatar y dignificar los espacios públicos que fomenten la cohesión social comunitaria y la participación a nivel local.
ESTRATEIGA 4: Reducir Factores de Riesgo en especial relativos a Armas y Drogas
4.1. Nivel Primario Activar campañas de información y concientización sobre los riesgos y repercusiones de la tenencia, la portación y el uso de armas blancas y de fuego, así como sobre la eliminación y el control de juguetes bélicos, juegos interactivos y otros que promueven la violencia. Fortalecer la normativa y la regulación de la comercialización y portación de armas de fuego, municiones y explosivos. Fomentar la creación y recuperación de espacios públicos que promuevan el desarrollo de capacidades físicas, culturales y de recreación, como alternativas para la prevención del consumo de drogas. 4.2. Nivel Secundario Impulsar modelos de denuncia sobre el tráfico y la transferencia ilícita de armas de fuego en zonas previamente identificadas como de alta circulación o tráfico de armas. Desarrollar programas para la reinserción social y laboral, así como para emprendedurismo, dirigido a personas que han estado afectadas por problemas de adicciones, a través de estrategias público-privadas. 4.3. Nivel Terciario Promover iniciativas intersectoriales para la incautación y destrucción total de armas de fuego vinculadas a la comisión de delitos. Desarrollar modelos de atención para víctimas de violencia con armas de fuego. (Atención a víctimas). Fortalecer y crear centros de rehabilitación integral para las personas con problemas de adicciones, incluyendo la capacitación de su personal para su profesionalización. Desarrollar modelos integrales de atención a familiares de las personas con problemas de adicciones; y brindar capacitación especializada a personal de distintas entidades que intervienen y atienden a personas con problemas de adicciones.
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ESTRATEGIA 5: Diseñar Estrategias de prevención de violencia para Niños, Niñas, Adolescentes y Jóvenes
5.1. Generales Promover el empoderamiento juvenil: participación y asociatividad, fomentar imagen no discriminatoria. Diseñar estrategias de prevención de la participación de adolescentes en la criminalidad, que tomen en cuenta los principales factores de riesgo en la familia, la escuela y la comunidad. Elaborar la Estrategia Nacional de Rehabilitación y Reinserción, para jóvenes en situación de alto riesgo, en cumplimiento de penas y para jóvenes que abandonen las pandillas de manera voluntaria. 5.2. Nivel primario Promover espacios de interacción y de convivencia que refuercen las relaciones inter-generacionales en los diferentes ambientes en que se desarrollan. Fortalecer medidas específicas para la protección de los derechos de los niños/as que nacen en sistemas penitenciarios y que quedan en situación de desprotección por muerte o ausencia de sus progenitores. Desarrollar programas integrales para la prevención de embarazos tempranos en niñas y adolescentes y medidas de protección contra enfermedades de transmisión sexual. 5.3. Nivel secundario Promover alternativas que eviten el involucramiento de niños, niñas, adolescentes y jóvenes en situación de riesgo en agrupaciones y organizaciones que promueven acciones violentas o delictivas. 5.4. Nivel terciario Crear y fortalecer mecanismos para la interrupción y abandono de la violencia entre adolescentes y jóvenes asociados, de manera directa o indirecta, a maras y pandillas. Impulsar las medidas alternativas a la cárcel para jóvenes en cumplimiento de penas. Contribuir a la generación de insumos para la revisión de la normativa penal en cuanto a la imposición de penas, plazos procesales y uso de medidas alternativas a la prisión. Desarrollar campañas educativas dirigidas a las familias de víctimas y victimarios para concientizar acerca del beneficio de las medidas alternativas (justicia restaurativa). Facilitar la asesoría jurídica especializada para víctimas. Desarrollar programas integrales para apoyar a las familias de los privados de libertad.
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Promover alianzas público-privadas para apoyar programas laborales y de reinserción laboral, incluyendo emprendedurismo para jóvenes privados o ex privados de libertad.
ESTRATEGIA 6: Estrategias de prevención de violencia de género y de violencia intrafamiliar
6.1. Generales Incorporar la violencia de género y en especial la VIF dentro de los planes, proyectos y programas de seguridad ciudadana Acompañar a las familias y los hogares para el rescate de los valores, mejora de la comunicación, resolución pacífica de conflictos, convivencia familiar y comunitaria. 6.2. Nivel primario Desarrollar experiencias e iniciativas de prevención integral de la violencia contra las mujeres, la trata y el feminicidio. Promoción de una cultura promotora de relaciones intrafamiliares y domésticas libres de violencia de género, incluyendo la construcción de nuevas masculinidades. 6.3. Nivel secundario: Mejorar los mecanismos y servicios de atención y protección para las mujeres en situación de riesgo o víctimas de la violencia, la trata y el feminicidio, considerando el ciclo de vida y las características culturales, así como condiciones de la criminalidad. Acompañar y apoyar de manera integral a las familias en riesgo para la prevención de la violencia intrafamiliar y doméstica, fortaleciendo el rescate de valores, la comunicación, la equidad y la igualdad. 6.4. Nivel Terciario: Desarrollar programas integrales para mujeres privadas de libertad y en conflicto con la ley, así como sus hijos y dependientes. Desarrollar capacidades institucionales para atender a las personas víctimas de violencia de género, intrafamiliar y doméstica, en el marco de las dinámicas de las maras y pandillas.
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ESTRATEGIA 7: Promoción de valores para la convivencia
7.1. Promover mecanismos de resolución alterna de conflictos para aquellos casos que no llegan a ser delitos ni faltas penales. 7.2. Desarrollar una cultura de paz y convivencia pacífica que impulse la resolución pacífica de los conflictos, el respeto por las normas de convivencia, la eliminación de la permisividad de la violencia.
FUENTES CONSULTADAS
Política de Justicia, Seguridad Pública y Convivencia (2010 y Líneas de Prevención actualizadas 2014, GOES).
Marco Estratégico para la Prevención de la Violencia (SICA, 2014).
Seguridad y paz: un reto de país (Comisión Nacional para la Seguridad Ciudadana y Paz Social, 2007).
El Salvador: Estudio Institucional y sobre el Gasto Público en Seguridad y Justicia (Banco Mundial, 2012).
AUTOR
VICEMINISTERIO DE JUSTICIA Y SEGURIDAD PÚBLICA a través de PRE-PAZ, con la asistencia técnica del Proyecto de USAID: Prevención del Crimen y la Violencia y el PNUD. San Salvador, Julio de 2014.
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Annex 5 – CVPP-ALMAPAC Memorandum
of Understanding
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