2 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

LIST OF ACRONYMS

AJCVES Asociación Jóvenes Contra La Violencia El Salvador ADESCO Community Development Association AJR Alianza Joven Regional ARCDA Asociación Red Centros de Alcance “Por Mi Barrio” CBO Community Based Organization CISALVA Instituto de Investigación y Desarrollo en Prevención de la Violencia y Promoción de la Convivencia Social COS National Civilian Police Services and Operations Center 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 INSAFORP Instituto Salvadoreño de Formación Empresarial 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 NCSC National Citizen Security Council NGO Non-governmental Organization NQPP National Quinquennial Prevention Plan PPP Public Private Partnership PRE-PAZ Council of Violence Prevention and Promotion of a Culture of Peace RFA Request for Applications

3 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

SISMONPREV Sistema de Monitoreo y Prevención TTP Technical Training Proposal USAID United States Agency for International Development USG United States Government

4 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

Contents LIST OF ACRONYMS ...... 2 2. EXECUTIVE SUMMARY ...... 6 3. RESUMEN EJECUTIVO ...... 13 3.1 BENEFICIARY TABLE...... 19 COMPONENT 1: INCREASE GOES CAPACITY TO PREVENT VIOLENCE AND ...... CRIME ON A NATIONAL SCALE ...... 18 1.1.1 Launch, implement and promote the National Strategy for Violence Prevention at the municipal level ...... 22 1.1.2 Institutional strengthening of PRE-PAZ and its personnel ...... 23 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 ...... 23 Sub-Activity 1.2 Improve the national policy framework for crime and violence prevention by supporting emerging laws and policies ...... 34 3.2 Sub-Activity 1.3 Support Municipal Crime Prevention Observatories...... 36 1.3.1 Develop methodology for establishing and strengthening Municipal Crime Prevention Observatories through CISALVA...... 37 1.3.2 Develop national and local staff capacity for the management of Municipal Crime Prevention Observatories ...... 38 1.3.3 Interconnect Municipal Crime Prevention Observatories with a National System Complete with Standardized Indicators ...... 56 COMPONENT 2: MUNICIPAL-LED, COMMUNITY-BASED CRIME AND VIOLENCE PREVENTION ...... 59 Sub-Activity 2.1: Selection of 13 municipalities and establishment of 13 new Municipal Crime and Violence Prevention Committees ...... 60 Sub-Activity 2.2: Development of Municipal leaders´ and community members´ capacity for prevention, planning, implementation and analysis ...... 62 Sub-Activity 2.3: Development of Youth Values and Identity ...... 83 Sub-Activity 2.4: Development of For My Neighborhood Outreach Centers ...... 83 Sub-Activity 2.5: Strengthening of Vocational Skills and Employment Opportunities ...... 103 Sub-Activity 2.6: Development of Infrastructure for Prevention Situational Awareness ...... 107 Sub-Activity 2.8: Establishment of Public-Private Alliances in selected municipalities ...... 112 4. COMPONENT 3: INNOVATIVE IDEAS ...... 116

5 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

5. OTHER PROJECT OFFICES ...... 122 5.1 Monitoring and Evaluation...... 122 5.2 Administration and Finance ...... 125 5.3. Communications...... 125 5.3 FUNDAMUNI ...... 125 6. IMPLEMENTATION CHALLENGES...... 126 7. PLANNED ACTIVITIES FOR NEXT QUARTER INCLUDING UPCOMING EVENTS ...... 127 USAID SPECIAL REPORTS ...... 128 Annex 1 – CVPP Press Mentions ...... 143 Annex 2 – Quarterly Monitoring and Evaluation Report ...... 169 Annex 3 – Grants Activity Report ...... 175 6 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

2. EXECUTIVE SUMMARY

The USAID Crime and Violence Prevention Project (CVPP), AID-519-C-00002, is a five-year project (March 2013-March 2018) that seeks to increase citizen safety in El Salvador by working with the Ministry of Justice and Public Security, mayors and community representatives across 55 high and medium-risk municipalities. The activities undertaken by the project are designed to build ownership of national government, local government and citizens to address crime and violence prevention at the community level. To ensure the achievement of these objectives, the project works across three components:  Component 1: Increase Government of El Salvador’s 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. Accordingly, the USAID Crime and Violence Prevention Project (CVPP) is proud to present its third Annual Report, covering the 2016 Fiscal year (FY), October 1, 2015-September 30, 2016. This report highlights programmatic activity and achievements across 49 municipalities. Twenty nine (29) of these municipalities were, and are currently being served under Component 11 of the CVPP, and an additional 20 municipalities are receiving support through Component 2.

During the reporting period, the project continued intensive programming throughout medium and high risk municipalities, targeting pockets of vulnerable youth in high risk communities; and carried out important initiatives designed to strengthen institutional capacity at the central government, municipal and community levels by working with public officials, mayors, Municipal Councils, Municipal Prevention Committees and Community Development Organizations (ADESCOs) to build new technical capacities for work in crime and violence prevention. Last, the project continued to implement secondary prevention pilot programming across two Component 2 municipalities. These pilots will soon become regular programming tools, adding to the more than 40 crime and violence prevention tools already in use by the CVPP across all its intervention municipalities. CVPP’s work has touched the lives of more than 74,000 beneficiaries since its inception (48,202 in FY 2016). These project beneficiaries are becoming the silent backbone of communities as they form part of initiatives designed to strengthen self-esteem, leadership and personal competencies; aimed to provide beneficiaries with the competences to become responsible, resilient youth able to navigate the most difficult of situations.

1 In March 2016, Component 1 ended technical assistance throughout 20 municipalities. In April Component 1 began to provide technical assistance to nine (9) municipalities. As of the writing of this report, and additional 6 municipalities had been pre-selected for technical support under Component 1 through March 2018.

7 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

While a super majority of beneficiaries are vulnerable youth, this number also includes volunteers, mentors, community leaders, municipal Unit Coordinators (that coordinate Alternate Conflict Resolution Units, Women/Gender Units, Youth and Adolescents Units, Sports Units, etc.), and others who support CVPP programming across 49 municipalities and 122 communities.2 Some of these individuals include Misael Gonzalez (23 years of age) who serves as Outreach Center Coordinator (OC) in the community of La Esperanza in the municipality of San Vicente. Misael is known for going “the extra mile”, keeping the OC full with activities, and taking time to counsel youth on family and personal matters. Misael is also known for sitting youth beneath the tree shade to discuss positive values before soccer matches. He does this, and more, notwithstanding the fact that he was abandoned by his parents and suffers from chronic medical issues.

Other men and women making a difference include Veronica Ruiz (22 years of age) and Kenia Martinez (20 years of age). Veronica administers the Conchagua Philharmonic, cleaning and preparing spaces for rehearsal, and ensuring every member of the philharmonic has a serviceable instrument. For her part, Kenia is a volunteer for the San Romero OC in the municipality of Tecoluca. She trained 100 young boys and girls on Creative’s Creative Paths methodology, giving participants tools to improve self-esteem and interpersonal skills. Municipalities also count on the support of people like Susana Piche (29 year of age) from San Vicente who manages CVPP’s Municipal Employment Unit. To date, Susana has provided job placement orientation sessions to more than 300 youth, placed more than 100 in the CVPP Municipal Vocational Training Center, and secured full-time employment positions for close to 100 vulnerable youth. These individuals, and many more, take pride in creating conditions to improve lives, change attitudes and institutionalize new practices. They receive threats, confront danger and defend youths’ interests before municipal authorities. All in all, the project is pleased to have developed the capacities of courageous individuals like the ones mentioned in the last paragraphs. During this third year of programming, the CVPP cemented a holistic approach to tackle crime and violence prevention at the municipal and community levels by placing 17 Municipal Violence Prevention Centers at the heart of all municipal prevention programming. The Centers were also supported by Municipal Crime and Violence Prevention Ordinances, which allow municipalities to institutionalize the methodologies and best practices brought forward and implemented under this project by CVPP’s technical team. These tools were further strengthened by an official Observation Trip to Colombia for six (6) Component 2 Option Period mayors to learn models, methodologies and proven solutions to combatting crime and violence in vulnerable communities.

2 Component 1 works at the municipal level. Component 2 implements programming at the community level. Community breakdown for Component 2 is: 77 for the Base Period and 45 for the Option Period. Contractually, the CVPP is only responsible for 115 communities. This number was increased by CVPP to 122, highlighting Creative’s interest in improving more communities and beneficiary lives with funds provided through USAID.

8 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

Additionally, Municipal Crime and Violence Observatories took force, allowing 20 municipalities to fine- tune the art of developing and tracking crime and violence statistics in conjunction with state institutions, including the National Civilian Police, the Attorney General’s Office and the Institute of Legal Medicine. Data collected enables mayors, Municipal Councils and Municipal Prevention Committees to contemplate actions and policies to abate crime and violence within the country’s most violent municipalities. Overall, the project is very proud of its accomplishments and ability to positively affect the manner in which municipal and community actors manage crime and violence prevention programming. The program year was not without surprises, however. On the national front, the country underwent a number of political and social changes that have given credit to Sanchez Cerén administration claims it is doing everything in its power to combat gang violence. In the second quarter of the Fiscal Year, the central government declared a state of emergency in the nation’s jails. This state of emergency instituted a number of measures in the prison system, to include: solitary confinement for 23 hours per day, no family or conjugal visits, no electricity in jail cells (to prevent general or extortion calls), and no radio or Television benefits.3 These new emergency guidelines had a positive, downward effect, on the number of homicides committed throughout the country beginning in April 2016. As of the writing of this report, final homicide statistics were available through June, indicating a continuous downward trend with 352, 351 and 331 homicides reported for April, May and June, respectively.4 National Civilian Police Director Howard Cotto reports a total of 344 homicides for September, 341 less than the number reported for September 2015.5 The population is hopeful homicides will continue to decline as the year comes to a close.

The program year also saw the arrest of former Attorney General (AG) Luis Martinez for alleged procedural fraud and omission during an important investigation involving one of the nation’s most powerful and influential business leaders, Enrique Rais.6 Days after, Martinez was set free on procedural grounds, but is awaiting a new court appearance date. This arrest highlighted the beginning of an anticorruption campaign by the new Attorney General, Douglas Melendez. Melendez placed Martinez, and other former elected leaders on notice, most notably former president Mauricio Funes (2009-2014) who was granted political asylum by the Nicaraguan government as the Salvadoran justice system granted search warrants for Fune’s residences, and homes and office spaces of a business associate.7 According to the AG’s Anticorruption Unit, search warrants were issued to substantiate several charges being leveled against the former president, to include: embezzlement, unjust enrichment, and influence peddling.8

3 Decretan estado de emergencia en 7 cárceles de El salvador. Pan Am Post. March 30, 2016. 4 Fundemospaz. http://www.fundemospaz.org.sv/homicidios-por-mes.html. 5 Prensa latina. October 3, 2016. 6 La Prensa Gráfica. Capturan a Ex Fiscal General. August 23, 2016. 7 Investigan Corrupción en Gestión de M. Funes. La Prensa Gráfica. August 13, 2016. 8 Ibid.

9 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

Overall, AG Douglas Melendez, who entered office in January in 2016, has proven effective and has brought a new degree of confidence to one of the state’s most important institutions. His leadership on numerous high profile investigations, including ex-president Funes and Operacion Jaque 9 , are reassuring national and international actors of the country’s reestablished interest in combatting institutional and political corruption. This project, unfortunately, was no stranger to arrests during the reporting period beginning with the arrest of the mayor (and 96 others) from partner municipality Apopa under charges of “aggravated homicide, illegal association, terrorist association and threats”.10 Another similar event took place when the AG cordoned off the Zacatecoluca municipal building. Investigators arrested members of the Municipal Agents Unit (acronym in Spanish CAM) who were charged with providing uniforms, transport and munitions for gang members who collected extortion moneys from small businesses at the municipal market.11 Fortunately, the project continued working successfully in both municipalities. An Interim Mayor took charge of Apopa and the Municipal Council pledged full support for the CVPP and its Municipal Prevention Plan. As of the writing of this report, a Municipal Violence Prevention Center had been launched in Apopa (in October 2016), and six (6) Outreach Centers will soon be inaugurated as well. In Zacatecoluca, the mayor continued his outstanding work with the community and the project. As of the writing of this report, a Municipal Violence Prevention Center and six (6) Outreach Centers had been launched in Zacatecoluca. Overall, the CVPP had an exceptionally strong fiscal year in which, as noted above, youth and many others have benefited greatly from USAID’s assistance. A summary of most notable achievements are highlighted below:

 The CVPP has a total population of 74,322 cumulative beneficiaries benefitting from all strategies and programs. For FY 2016, the total number of cumulative beneficiaries is 48,202. Some 24,230 (50.3%) are young women and 23,972 (49.7%) young men.  The CVPP carried out an Observation Trip with a total of six (6) Option Period mayors to the cities of Bogota and Medellin in Colombia to witness firsthand successful prevention policies, programs and projects implemented in some of the most hostile neighborhoods.  The CVPP signed an additional five (5) Public-Private Partnerships (PPP), bringing the total to 19 worth just over $4 million in in-kind contributions and technical assistance from the private sector.  Through Component 1, the CVPP closed out technical assistance in 20 municipalities for the Base Period. Assistance included forming and training 82 members of Municipal Prevention

9 Operation directed by the Attorney General to investigate financial dealings of the MS-13 gang. The operation has resulted in 77 arrests and provided information on various private companies owned by the MS-13. This investigation also revealed a plan led by the “Piwa” of the MS-13 to train and arm an elite group of 500 gang members to assassinate elected officials and business leaders. 10 Fiscalía: alcalde de Apopa negocio votos con pandillas. La Prensa Gráfica. June 9, 2016. 11 Elementos del CAM de Zacatecoluca Colaboraban con Pandilleros para Cobrar la Extorsión. Elperiodista.com.sv. June 21, 2016.

10 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

Committees through five (5) intense workshops totaling 45 teaching hours; creating Municipal Diagnostics, and developing and implementing Municipal Prevention Plans.  Through Component 1, the CVPP selected an additional nine (9) municipalities for technical assistance. Municipal Diagnostics are nearly complete having collected statistical data, and having held six (6) focus groups and 12 institutional interviews with key groups, actors and leaders in each of these municipalities.  Through Component 1, the CVPP completed and presented a National Quinquennial Prevention Plan (NQPP) to the Ministry of Justice and Public Security (MJPS). The Plan included the advice from 19 GOES ministries and agencies, and promoted a comprehensive, coordinated, five-year approach to combat crime and violence.  Through Component 1, the CVPP continued to actively provide technical assistance to 20 Municipal Crime and Violence Observatories. Of this total, 13 have been created and six (6) are being strengthened. A total of 42 Operations Committees and 35 Analysis Committees were held during the reporting period.  Through Component 1, the CVPP carried out a violence perception and victimization survey across six (6) Municipal Crime and Violence Observatory intervention municipalities to provide additional insight for observatory operators on peoples’ thought processes and opinions regarding crime and violence  Through Component 1, the CVPP and consultant FUSALMO developed sports Diagnostics and Plans for 20 municipalities. A total of 163 municipal sports agents received training from FUSALMO on Values Through Sports.  Through Component 2, Strategy 1, the CVPP launched the 17 Municipal Prevention Centers since 2015 in the municipalities of: Quezaltepeque, Ilobasco, Acajutla, Cojutepeque, San Vicente, Usulután, Panchimalco, Nejapa, La Unión, Conchagua, Soyapango, Ciudad Delgado, Santa Cruz Michapa, Olocuilta, Ahuachapán, Zacatecoluca, and Mejicanos. These Centers count with more than 95 units (offices), which are managed by a capable cadre of more than 100 municipal staff.  Through Component 2, Strategy 1, a total of 11 Municipal Prevention Policies were approved by Municipal Councils in the municipalities of: Conchagua, La Union, Usulután, Tecoluca, San Vicente, Ilobasco, Cojutepeque, Panchimalco, Quezaltepeque, Nejapa, and Acajutla.  Through Component 2, Strategy 1, a total of 1,410 Municipal Prevention Committee and ADESCO members from 12 municipalities participated in workshops begun in FY 2015 on the National Strategy for Violence Prevention and crime and violence prevention tools. During the current, Option Period, a total of 1,069 members of Municipal Prevention Committees have participated in similar workshops across eight (8) municipalities.  Through Component 2, Strategy 1, a total of 1,371 individuals have used Conflict Resolution Unit services.  Through Component 2, Strategy 1 and grantees CESAL and Asociación Bambú, a total of 20 Women, Youth, Adolescent and Children Unit Coordinators have been strengthened.

11 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

 Through Component 2, Strategy 1 and grantee FUNDAMUNI, a total of 73 ADESCOs throughout 12 municipalities underwent institutional strengthening workshops. Of this number, 55 completed the entire training process.  Through Component 2, Strategy 1, a literacy initiative is being implemented across 12 municipalities in conjunction with the National Literacy Program within the Ministry of Education. To date, a total of 1,894 people are benefitting from this initiative.  Through Component 2, Strategy 2 and grantee FUNPRES, a total of 485 youth from 12 municipalities were trained to implement the Challenge of Dreaming My Life initiative, which aims to promote medium to long-term life planning. At the close of the initiative, a total of 8,700 youth had developed Life Plans.  Through Component 2, Strategy 2, CVPP created 68 Youth Clubs that have organized a total of 872 youth across 12 municipalities to promote art, music, dance clubs and outdoor activities for youth.  Through Component 2, Strategy 2, 11 Municipal Philharmonics were established and continue to hold practice lessons with 946 active youth that hail from 149 communities.  Through Component 2, Strategy 2, 4,838 vulnerable youth from 11 municipalities have improved their communications and interpersonal skills through the Creative Paths initiative.  Through Component 2, Strategy 2 and grantee Asociación Bambú, women were trained to prevent domestic violence through the creation of 77 self-help groups that are providing assistance to 902 women.  Through Component 2, Strategy 2 and grantee 2 FUNDASALVA, youth, parents and teachers were trained to prevent the use and dependence of illegal drugs by vulnerable youth. In total, 11,134 students participanted in workshops.  Through Component 2, Strategy 3, the CVPP launched 30 additional Outreach Centers in the municipalities of Ciudad Delgado, Santa Cruz Michapa, Olocuilta, Ahuachapán, Mejicanos, and Zacatecoluca. This brings the total to 106 Outreach Centers in 19 high-risk municipalities. CVPP’s Outreach Centers boast 23,430 beneficiaries and 926 volunteers. This number includes 2,560 and 209 Outreach Center Network beneficiaries and volunteers, respectively.  Through Component 2, Strategy 4, the CVPP provided employment opportunities for a total of 901 vulnerable youth through its Municipal Vocational Training Centers and Municipal Employment Units since the beginning of the CVPP. During FY 2016, a total of 565 youth received employment opportunities.  Through Component 2, Strategy 4 and Municipal Employment Facilitators, the CVPP carried out employment orientation sessions with a total youth population of 4,664. During FY 2016, 2,751 youth received employment orientation sessions.  Through Component 2, Strategy 4, a total and 1,218 have graduated through Municipal Vocational Training Centers since their inception in August 2015.  Through Component 2, Strategy 4, a total of 996 have received Microsoft Academy certifications.

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 Through Component 2, Strategy 5, the CVPP launched five (5) community public space recovery projects in the municipality of San Vicente. An additional 24 projects were underway as of September 2016.  Through Component 3 and the family-centered Youth Services Eligibility Tool (Y-SET), 95 of 105 youth (90%) decreased the number of risk factors associated with everyday behavior.  Through Component 3 and the Cure Violence model, a total of 177 interventions have assisted different community members from the municipalities of Nejapa and Quezaltepeque. Additionally, more than 1,000 individuals have participated in 50 events designed to bring communities together.

These achievements mark the end of another successful Fiscal Year for Creative Associates International, Inc. while implementing the El Salvador Crime and Violence Prevention Project (CVPP). The team is proud of its many accomplishments and will continue to continue to assist more vulnerable populations during the Option Period.

13 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

3. 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 riesgo.

Las actividades del proyecto están diseñadas para fomentar la responsabilidad de los gobiernos local 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 trabaja 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.

EL Proyecto USAID: Prevención del Crimen y la violencia (CVPP por sus siglas en inglés) se enorgullece en presentar su Informe Anual que cubre el periodo de octubre 1 de 2015 al 30 de septiembre de 2016. Este informe contiene actividad programática y logros obtenidos en 49 municipios. Veintinueve (29) de estos municipios estuvieron, y en la actualidad están siendo intervenidos bajo el Componente 1 del CVPP; y 20 municipios más están intervenidos a través del Componente 2.

Durante el período del informe, el proyecto continuó su programación intensiva a lo largo de municipios de medio y alto riesgo, que contienen altos números de jóvenes vulnerables; y llevó a cabo importantes iniciativas diseñadas para fortalecer la capacidad institucional del gobierno central y gobiernos municipales y asociaciones comunitarias. Esta labor se llevó a cabo trabajando de la mano con funcionarios públicos, alcaldes, Concejos Municipales, Comités Municipales de Prevención de la Violencia, y organizaciones de desarrollo comunitario (ADESCO) para construir nuevas capacidades técnicas para la reducción de niveles de crimen y violencia Por último, el proyecto continuó poniendo en práctica programas piloto de prevención secundaria a en dos municipios. Estos pilotos pronto se convertirán en herramientas de programación regular, sumándose a las más de 40 herramientas de prevención del crimen y violencia que están siendo utilizadas por el CVPP en todos sus municipios de intervención. El trabajo de CVPP tocó las vidas de más de 74,000 beneficiarios en el marco del Periodo Base y 48,202 en el año fiscal. Estos beneficiarios se están convirtiendo en la columna vertebral de las comunidades ya que forman parte de las iniciativas destinadas a reforzar resiliencia, la autoestima y las capacidades personales. En sí, estos jóvenes han recibido herramientas que les permiten optar por convertirse en jóvenes responsables más capaces para enfrentar situaciones difíciles. Mientras que la gran mayoría de los beneficiarios son los jóvenes más vulnerables, este número también incluye a voluntarios, mentores, líderes comunitarios, coordinadores de las unidades municipales (que

14 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. coordinan Unidades de Resolución Alternativa de Conflicto, Unidades de Género, Unidades de Jóvenes y Adolescentes, y Unidades de Deportes, etc.), y otros que apoyan la programación CVPP en 49 municipios y 106 comunidades. Algunos de estos individuos incluyen Misael González (23 años de edad) que sirve como Coordinador de Centro de Alcance (CdA) en la comunidad de La Esperanza, en el municipio de San Vicente. Misael es conocido por mantener el CdA lleno con actividades, y por tomar tiempo para dar consejos sobre asuntos familiares y personales. Misael también es conocido por los jóvenes ya que los sienta bajo la sombra del árbol en la cancha de futbol para hablar sobre valores positivos antes de los partidos de fútbol. Él hace esto, y más, a pesar del hecho de que fue abandonado por sus padres y sufre de problemas de salud crónicos.

Otros jóvenes que hacen una diferencia incluyen a Veronica Ruiz (22 años de edad) y Kenia Martínez (20 años de edad). Verónica administra la Filarmónica de Conchagua. Ella limpia y prepara espacios de ensayo, y garantiza que todos los jóvenes de la filarmónica tengan un instrumento que funcione. Por su parte, Kenia es una voluntaria para el CdA de San Romero en el municipio de Tecoluca. Ella capacitó a 100 niños y niñas en la metodología Caminos Creativos que proporciona herramientas a los participantes para mejorar la autoestima y las habilidades interpersonales. Los municipios también cuentan con el apoyo de personas como Susana Piche (29 años de edad) de San Vicente que lidera la Unidad de Empleo Municipal. Hasta la fecha, Susana ha proporcionado sesiones de orientación laboral a más de 300 jóvenes, también ha colocado a más de 100 jóvenes en el Centro Municipal de Formación Vocacional FORMATE del CVPP, y ha asegurado puestos de trabajo a tiempo completo para cerca de 100 jóvenes vulnerables. Esto jóvenes, y muchos más, se orgullecen de crear condiciones para mejorar vidas, cambiar actitudes e institucionalizar nuevas prácticas. Ellos reciben amenazas, enfrentan peligros y defienden los intereses de jóvenes ante diferentes intereses. El proyecto no habría tenido el nivel de éxito con el que cuenta, sino fuera por personas valientes como las mencionadas en los párrafos anteriores. Durante este tercer año de programación, el CVPP consolidó un enfoque integral para luchar contra el crimen y la violencia a nivel municipal y comunitario mediante la colocación de 17 Centros Municipales de Prevención de la Violencia. Los municipios también contaron con el respaldo de Políticas Municipal de Prevención, que permiten a los municipios institucionalizar las metodologías e iniciativas aplicadas por el equipo técnico de CVPP.

Igualmente, seis (6) alcaldes fueron parte de un viaje de observación oficial a Colombia por seis (6) alcaldes del Componente 2. Los alcaldes visitaron las ciudades de Medellín y Bogotá para ver modelos, metodologías y soluciones para la lucha contra el crimen y la violencia en comunidades vulnerables. Además, los Observatorios del Crimen y la Violencia tomaron fuerza, permitiendo que 20 municipios afinaran técnicas de elaboración y seguimiento de estadísticas de delincuencia y violencia en conjunto con instituciones estatales que incluye a la Policía Nacional Civil, la Fiscalía General de la Republica y el Instituto de Medicina Legal. Los datos colectados permiten a los alcaldes, los Consejos Municipales y

15 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

Comités Municipales de Prevención de la Violencia contemplar acciones y políticas para disminuir el crimen y la violencia dentro de los municipios más violentos del país. A pesar de esto, el año de programación no pasó sin sorpresas. A nivel nacional, el país sufrió una serie de cambios políticos y sociales que han dado crédito a la administración del Presidente Salvador Sánchez Cerén quien afirma que está haciendo todo lo posible para combatir la violencia incitada por grupos delictivos. En el segundo trimestre del año fiscal, el gobierno central declaró un estado de emergencia en las cárceles de la nación. Este estado de emergencia instituyó una serie de medidas en el sistema penitenciario, que incluyen: régimen de aislamiento durante 23 horas al día; no visitas familiares o visitas conyugales; no electricidad en celdas (para prevenir llamadas de extorsión); y no uso de radio o televisión. Estas nuevas directrices de emergencia tuvieron un efecto positivo en el número de homicidios cometidos en todo el país a partir de abril de 2016. A partir de la redacción de este informe, las estadísticas de homicidios finales estaban disponibles solo hasta junio, lo que indica una tendencia a la baja con 352, 351 y 331 homicidios reportados en abril, mayo y junio, respectivamente. El Director General de la Policía Nacional Civil, Howard Cotto, reporta un total de 344 homicidios para Septiembre, 341 menos que el número reportado de septiembre de 2015. Todos mantienen la expectativa que homicidios continuarán disminuyendo hasta que el año finalice. Este año también se llegó a ver la detención del ex Fiscal General de la República, Luis Martínez, por presunto fraude procesal y omisión durante una investigación importante que involucra a uno de los empresarios más poderosos e influyentes de la nación, Enrique Rais. Martínez fue puesto en libertad por motivos técnicos, pero está a la espera de una audiencia en un juzgado de paz. Esta detención pone en alto una campaña contra la corrupción por el nuevo Fiscal General de la República, Douglas Meléndez. Melendez ha puesto al ex Fiscal Martínez, y a otros líderes políticos, sobre todo al ex presidente Mauricio Funes (2009-2014), a quien se le concedió asilo político en Nicaragua mientras las justicia salvadoreña aprobaba órdenes de allanamiento para residencias de Funes, y los hogares y oficinas de un socio de negocios. De acuerdo con la Unidad Anticorrupción de la Fiscalía General de la República, se emitieron órdenes de allanamiento para fundamentar varios cargos contra el ex presidente, que incluyen: malversación, enriquecimiento ilícito, y tráfico de influencias.

En general, El Fiscal Douglas Meléndez, quien asumió el cargo en enero de 2016, ha demostrado su eficacia y ha traído un nuevo grado de confianza a una de las instituciones más importantes del país. Su liderazgo en numerosas investigaciones de alto perfil, entre ellos la del ex presidente Funes y Operación Jaque, ha demostrado a actores nacionales e internacionales el interés que tiene el país en derrotar corrupción institucional y política. Desafortunadamente, este proyecto tampoco fue ajeno a detenciones o investigaciones ya que el alcalde de Apopa fue detenido con otros 96 colaboradores bajo los cargos de "homicidio agravado, asociación ilícita, asociación terrorista y amenazas". Otro caso similar se produjo cuando la Fiscalía General de la

16 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

Republica allanó la alcaldía de Zacatecoluca. Investigadores arrestaron a miembros de la Unidad de Agentes Municipales (CAM) que se encargaban de proporcionar uniformes, transporte y municiones a miembros de la grupos ilícitos que extorsionaban a pequeñas empresas en el mercado municipal. Afortunadamente, el proyecto continuó trabajando con éxito en ambos municipios. Un Alcalde interino se hizo cargo de Apopa y el Consejo Municipal se comprometió, de nuevo, a apoyar al CVPP y su Plan Municipal de Prevención. Posteriormente, un Centro Municipal de Prevención había sido lanzado en Apopa, y seis (6) Centros de Alcance pronto también serán inaugurados. En Zacatecoluca, el alcalde continuó su trabajo excepcional con la comunidad y el proyecto. Posterior al allanamiento, un Centro Municipal de Prevención y seis (6) Centros de Alcance habían sido inaugurados en Zacatecoluca. En general, el CVPP ha tenido otro año excepcionalmente fuerte, en el que, como se señaló anteriormente, jóvenes han sido beneficiados en por la asistencia de la USAID. A continuación, se enumeran los resultados más destacados de este periodo:

 CVPP ha beneficiado a un total de 74,322 personas, a través de sus estrategias y programas desde 2013. Para el año fiscal actual, el proyecto ha beneficiado a un total de 48,202 personas. De este número, 24,230 (50.3%) son mujeres y 23,972 (49.7%) hombres.  CVPP desarrolló un viaje de observación a las ciudades de Medellín y Bogotá en Colombia para compartir experiencias exitosas en el área de prevención del crimen y la violencia.  CVPP firmó cinco (5) Alianzas Público-Privadas (APP) más durante este periodo, logrando un total de 19, valoradas en más de $4 millones en contribuciones en especie y asistencia técnica del sector privado.  Bajo Componente 1, CVPP terminó su asistencia técnica en 20 municipios del Periodo Base. La asistencia técnica incluyo la capacitación de 82 miembros de Comités Municipales de Prevención de la Violencia a través de cinco (5) intensos talleres de 40 horas; el desarrollo de Diagnósticos Municipales, y el desarrollo e implementación de Planes Municipales de Prevención.  Bajo Componente 1, el CVPP selecciono a nueve (9) municipios adicionales para apoyo técnico bajo el Periodo Opcional. Al final del período, se estaban finalizando Diagnósticos Municipales, los cuales fueron formados a través de seis (6) grupos focales y 12 entrevistas institucionales con líderes municipales y comunitarios, y grupos clave.  Bajo Componente 1, el CVPP se entregó el Plan Quinquennal de Prevención al Ministerio de Justicia y Seguridad Publica. El Plan incluye el apoyo de 19 ministerios y agencias del GOES, y promueve and la articulación y coordinación entre estos importantes entes para combatir el crimen y la violencia.  Bajo Componente1, el CVPP siguió apoyando a un total de 20 Observatorios del Crimen y la Violencia. De este número, 13 han sido creados y seis (6) fortalecidos. Un total de 42 Comités Operativos y 35 Comités de Análisis se llevaron a cabo durante el año fiscal.  Bajo Componente 1, el CVPP llevo a cabo una encuesta de victimización y percepción de violencia en seis (6) municipios de intervención de Observatorios del Crimen y la Violencia para obtener más información cualitativa y cuantitativa sobre percepciones de inseguridad.

17 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

 Bajo Componente 1, el CVPP y ONG Fusalmo desarrollaron programación de Valores a Través del Deporte en 20 municipios. Un total de 163 agentes municipales recibieron capacitación por parte de FUSALMO en este importante tema.  Bajo Componente 2 y Estrategia 1, el CVPP lanzó 17 Centros Municipales de Prevención desde 2015 en los municipios de: Quezaltepeque, Ilobasco, Acajutla, Cojutepeque, San Vicente, Usulután, Panchimalco, Nejapa, La Unión, Conchagua, Soyapango, Ciudad Delgado, Santa Cruz Michapa, Olocuilta, Ahuachapán, Zacatecoluca y Mejicanos. Estos Centros cuentan con el apoyo de más de 95 unidades que son lideradas por más de 100 técnicos.  Bajo Componente 2 y Estrategia 1, un total de 11 Políticas Municipales de Prevención fueron aprobadas por Consejos Municipales en los municipios de: Conchagua, La Unión, Usulután, Tecoluca, San Vicente, Ilobasco, Cojutepeque, Panchimalco, Quezaltepeque, Nejapa, y Acajutla.  Bajo Componente 2 y Estrategia 1, un total de 1,410 miembros de Comités Municipales de Prevención de la Violencia y ADESCOS de 12 municipios participaron en capacitación desde FY 2015 para fortalecer capacidades en el área de prevención del crimen y la violencia. Desde marzo 2016, un total de 1,069 miembros de Comités Municipales de Prevención de la Violencia han participado en talleres similares en 8 municipios del Periodo Opcional.  Bajo Componente 2 y Estrategia 1, un total de 1,371personas ha utilizado Unidades de resolución Alternativa al Conflicto.  Bajo Componente 2, Estrategia 1 y ONGs CESAL y Asociación Bambú, un total de 20 Coordinadores de Unidades de la Mujer, Jóvenes, Adolescentes y Niños han sido fortalecidos.  Bajo Componente 2, Estrategia 1 y FUNDAMUNI, un total de 73 ADESCOs en 12 municipios recibieron talleres de capacitación institucional. De este total, 55 ADESCOs finalizaron el proceso de capacitación.  Bajo Componente 2, Estrategia 1 y el Ministerio de Educación, una iniciativa de alfabetización de está llevando a cabo en 12 municipios. A la fecha, un total de 1,894 personas se están beneficiando de esta iniciativa.  Bajo Componente 2, Estrategia 2 y FUNPRES un total de 485 jóvenes de 12 municipios recibieron capacitación sobre el Desafío de Soñar Mi Vida, que promueve la planificación de la vida. A la fecha, un total de 8,700 jóvenes han desarrollado Planes de Vida.  Bajo Componente 2 y Estrategia 2, 68 Joven Clubs han organizado a un total de 872 jóvenes en 12 municipios, promoviendo actividades de arte, danza, y música  Bajo Componente 2 y Estrategia 2, 11 filarmónicas siguen apoyando el aprendizaje instrumental de 946 jóvenes que pertenecen a 149 comunidades.  Bajo Componente 2, Estrategia 2 un total de 4,838 jóvenes vulnerables de 11 municipalidades han mejorado sus habilidades interpersonales y de comunicación a través de la iniciativa de Caminos Creativos.  Bajo Componente 2, Estrategia 2 y Asociación Bambú, 902 mujeres se han organizado bajo 77 grupos de auto-ayuda para prevenir la violencia intrafamiliar.

18 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

 Bajo Componente 2, Estrategia 2 y FUNDASALVA, estudiantes, padres, y miembros de Comités Municipales de Prevención fueron capacitados para prevenir la dependencia y abuso de drogas ilícitas. Un total de 11,134 estudiantes participaron en talleres de FUNDASALVA. .  Bajo Componente 2, Estrategia 3 CVPP ha lanzado 25 nuevos Centros de Alcance en los municipios de: Ciudad Delgado, Santa Cruz Michapa, Olocuilta, Ahuachapán y Zacatecoluca. Esto lleva a un total de 106 Centros de Alcance en 19 municipios inaugurados por el CVPP. Actualmente, los Centros de Alcance tienen un total de 23,430 beneficiarios y 926 voluntarios. Este número incluye a 2,560 y 209 beneficiarios y voluntarios de la Red de Centros de Alcance, respectivamente.  Bajo Componente 2, Estrategia 4, 901 jóvenes vulnerables han encontrado trabajos formales a través de las Unidades de Empleo instaladas por el proyecto. Durante el año fiscal, 565 jóvenes encontraron trabajos a través de las Unidades de Empleo instaladas por el proyecto  Bajo Componente 2, Estrategia 4 y Facilitadores de Empleo Municipales, un total de 4,664 jóvenes recibieron sesiones de orientación laboral. Durante el año fiscal, un total of 2,751 jóvenes recibieron orientación laboral.  Bajo Componente 2, Estrategia 4, un total de 1,218 jóvenes se han graduado de Centros Municipales de Formación Vocacional desde agosto 2015.  Bajo Componente 2, Estrategia 4, un total de 996 jóvenes han recibido certificaciones de Academias Imagine de Microsoft.  Bajo Componente 2 y Estrategia 5, CVPP recupero cinco (5) espacios públicos en el municipio de San Vicente. Un total de 24 proyectos están bajo marcha.  Bajo Componente 3 y la herramienta Y-SET, 95 de 105 jóvenes (90%) disminuyeron el número de factores de riesgo asociados con compartimientos pandilleriles.  Bajo Componente 3, y el modelo de Cure Violence, un total de 177 intervenciones se han llevado a cabo en comunidades de los municipios de Nejapa y Quezaltepeque. Adicionalmente, más de mil personas han participado en eventos de cohesión comunitaria.

Estos logros demuestran otro año lleno de éxito para Creative durante la implementación del Proyecto USAID: Prevención del Crimen y la Violencia. En el próximo trimestre, el proyecto continuará sus actividades para mejorar el entorno local para jóvenes y comunidades.

19 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

3.1 BENEFICIARY TABLE

Total CVPP Beneficiary Table Table FY 2014 Table FY 2015 Table FY 2016 Acumula te

Wom Wom Men Women Description Men Total Men Total Total en en Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 MPC Beneficiaries Strengthened 0 0 0 30 15 45 64 0 0 0 44 0 0 0 108 153 MPC Beneficiaries with technical 0 0 0 0 0 0 0 165 0 0 0 120 0 0 285 285 assistance

Observatory Coordinators and Alternates 0 0 15 4 19 1 0 2 0 6 0 1 0 10 29 PRE-PAZ Staff, Mayor Trained 0 0 0 96 49 145 0 0 0 0 0 0 0 0 0 145

Municipal Officials Trained on Observatory 0 0 0 88 20 108 0 0 11 0 0 0 7 0 18 126 Methodology

Componente 1 Componente GOES and Municipal Participants Observatory Operations and Analysis 0 0 0 43 20 63 0 0 4 0 0 0 3 0 7 70 Committees SUBTOTAL 0 0 0 272 108 380 65 165 17 0 50 120 11 0 428 808 TOTAL COMPONENTE 1 STRATEGY 1 MPC Beneficiaries Strengthened 0 0 0 592 435 1,027 43 0 0 112 43 0 0 137 335 1,362 ADESCO Strengthened in strategies and 0 0 0 0 0 0 0 131 0 0 0 147 0 0 278 278 prevention tools ADESCO Beneficiaries Strengthened 0 0 0 93 93 186 34 26 0 15 7 0 0 82 268 Beneficiaries through Volunteerism 0 0 0 13 9 22 41 42 0 0 27 42 0 0 152 174 program Protected through Mentoring program 0 0 0 34 63 97 227 0 0 0 168 0 0 0 395 492 Beneficiaries through Mentoring program 0 0 0 185 148 333 0 0 0 0 0 0 0 0 0 333 Conflict Resolution Unit Beneficiaries 0 0 0 408 301 709 77 13 0 0 55 7 0 0 152 861 Conflict Resolution Unit users 0 0 0 0 0 0 747 0 0 0 624 0 0 0 1,371 1,371

Children, Adolescent’s, Women, and Youth

0 0 0 0 5 5 3 0 0 0 12 0 0 0 15 20 Unit Beneficiaries

Literacy Unit Beneficiaries 0 0 0 0 0 0 0 0 0 787 0 0 0 1,107 1,894 1,894

Municipal Prevention Policy Beneficiaries 0 0 0 0 0 0 0 218 0 0 0 138 0 0 356 356

Component 2 Component SUBTOTAL 0 0 0 1,325 1,054 2,379 1,172 430 0 899 944 341 0 1,244 5,030 7,409 STRATEGY 2 Values Through Sports Beneficiaries 0 0 0 118 47 165 27 26 0 0 7 1 0 0 61 226 Challenge of Dreaming My Life 2,49 2,46 0 0 0 80 64 144 168 520 129 1,027 695 8,556 8,700 Beneficiaries 1,057 5 5 Challenge of Dreaming My Life facilitators 0 0 0 0 0 0 164 0 71 17 178 0 55 0 485 485 1,44 1,77 Creative Paths Beneficiaries 0 0 0 0 0 0 0 0 829 0 0 790 4,838 4,838 9 0 Creative Paths facilitators 0 0 0 0 0 0 0 226 0 0 0 131 0 0 357 357

Youth Club Members 0 0 0 0 0 0 585 0 0 0 287 0 0 0 872 872 Youth Against Violence Chapter Members 0 0 0 112 75 187 44 0 0 0 26 0 0 0 70 257 Youth Philharmonic Directors and Trainers 0 0 0 0 0 0 9 0 0 32 0 0 0 3 44 44

Youth Philharmonic Beneficiaries 0 0 0 0 0 0 236 51 192 60 141 69 163 34 946 946

20 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

Total CVPP Beneficiary Table Table FY 2014 Table FY 2015 Table FY 2016 Acumula te Domestic Violence Prevention Program 0 0 0 0 0 0 0 0 0 0 0 1,013 159 0 1,172 1,172 Beneficiaries Domestic Violence Prevention Program 0 0 0 0 0 0 0 0 0 0 100 0 127 0 227 227 facilitators 5,04 Drug Prevention Program Beneficiaries 0 0 0 0 0 0 155 0 124 5,810 0 0 11,134 11,134 5 0 Alcohol Abuse Program Beneficiaries 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,38 6,40 4,20 1,45 4,73 28,76 0 0 0 310 186 496 992 8,051 1,522 29,258 SUBTOTAL 8 5 7 8 9 2 STRATEGY 3 CVPP Outreach Center Coordinators 0 0 0 54 39 93 0 1 0 20 0 2 1 9 33 126 CVPP Outreach Center Beneficiaries 3,101 2,048 5,149 5,652 3,679 9,331 668 629 577 1,575 571 590 546 1,234 6,390 20,870 CVPP Outreach Center Volunteers 0 0 0 313 173 486 28 0 13 107 17 0 11 55 231 717 ARCDA Outreach Center Coordinators 0 0 0 25 5 30 3 0 0 0 1 0 0 0 4 34 ARCDA Outreach Center Beneficiaries 0 0 0 1,645 915 2,560 0 0 0 0 0 0 0 0 0 2,560 ARCDA Outreach Center Volunteers 0 0 0 138 71 209 0 0 0 0 0 0 0 0 0 209 Grupo Unicomer 0 0 0 66 43 109 0 0 0 0 0 0 0 0 0 109 1,29 3,101 2,048 5,149 7,893 4,925 12,818 589 592 558 6,658 24,625 SUBTOTAL 699 630 590 1,702 8 STRATEGY 4 Municipal Employment Facilitators 0 0 0 2 14 16 0 0 0 0 0 0 2 0 2 18 Youth Undergoing Employment 0 0 0 1,052 861 1,913 361 313 418 413 296 325 211 414 2,751 4,664 Orientation Youth Received Basic External Sales 0 0 0 90 63 153 0 0 0 0 0 0 0 0 0 153 Course Youth Employed by CLARO 0 0 0 90 63 153 0 0 0 0 0 0 0 0 0 153 Youth Employed Through Municipal 0 0 0 112 71 183 82 127 48 91 68 87 18 44 565 748 Employment Centers Municipal Vocational Center Beneficiaries 0 0 0 70 40 110 338 0 317 324 284 0 210 238 1,711 1,821 Microsoft Imagine Academy Beneficiaries 0 0 0 12 18 30 133 181 128 42 130 146 157 99 1,016 1,046

SUBTOTAL 0 0 0 1,428 1,130 2,558 914 621 911 870 778 558 598 795 6,045 8,603 STRATEGY 5 Exploratory Marches 0 0 0 896 821 1,717 0 0 0 0 0 0 0 0 0 1,717

SUBTOTAL 0 0 0 896 821 1,717 0 0 0 0 0 0 0 0 0 1,717 TOTAL COMPONENTE 2 Y-SET Trainned Participants 0 0 0 12 16 28 0 0 0 0 0 0 0 0 0 28 Youth that participated in the Y-SET 0 0 0 574 466 1,040 0 0 0 0 0 0 0 0 0 1,040

Y-SET Beneficiaries 0 0 0 0 0 0 72 0 0 0 44 0 0 0 116 116 Cure Violence Interrupters trained 0 0 0 0 0 0 0 7 0 0 0 2 0 0 9 9 Cure Violence Beneficiaries 0 0 0 0 0 0 0 750 0 0 0 404 0 0 1,154 1,154

Component 3 Component Innovated idea 3 beneficiaries 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

SUBTOTAL 0 0 0 586 482 1,068 72 757 0 0 44 406 0 0 1,279 2,347 TOTAL COMPONENTE 3 0 4,31 9,00 5,72 4,92 3,39 10,06 5,90 4,85 48,20 74,767 TOTAL BENEFICIARIES 3,101 2,048 5,149 12,710 8,706 21,416 0 8 5 9 7 8 6 9 2

21 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

1. ACTIVITY IMPLEMENTATION PROGRESS COMPONENT 1: INCREASE GOES CAPACITY TO PREVENT CRIME AND VIOLENCE ON A NATIONAL SCALE

During the third year of the USAID Crime and Violence Prevention project, Component 1 continued to stimulate learning and institutionalization before the close of the Base Period throughout 20 medium-risk municipalities spread out across El Salvador. These efforts included working closely with Municipal Prevention Committees, mayors and Municipal Councils to implement Municipal Prevention Plans; and providing additional technical assistance to municipalities through a Values Through Sports consultancy led by NGO FUSALMO across 19 municipalities. Moreover, the CVPP provided technical training to 82 members of Municipal Prevention Committees through a 40 hour training plan designed to teach participants the importance of the National Strategy for Violence Prevention and role of Municipal Prevention Committees; coordinating efforts; Monitoring and Evaluation; volunteering; and Annual Operations Plans. CVPP also continued working with the Ministry of Justice and Public Security to promote the National Quinquennial Prevention Plan, which sought to provide a comprehensive, national, ministry-wide approach to carry out crime and violence prevention. The plan was developed with the assistance of 19 Government of El Salvador (GOES) ministries and agencies. The Plan is currently with the Vice Minister of Social Prevention. In April, Component 1 staff began work in nine (9) Option Period municipalities to complete Municipal Crime and Violence Diagnostics. The CVPP will continue working with PRE-PAZ in the 2016-2018 time period to provide technical assistance and carry out and complete Municipal Crime and Violence Diagnostics and Municipal Prevention Plans in the 1612 municipalities chosen for this Component in the final years of the project.

12 The remaining six (6) municipalities for work under the Option Period for Component 1 were pre-selected in September 2016.

22 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

SUB-ACTIVITY 1.1 IMPROVE GOES ABILITY TO IMPLEMENT THE NATIONAL STRATEGY FOR VIOLENCE PREVENTION (ENPV) IN SUPPORT OF MUNICIPALITIES AND THE NATIONAL POLICY FOR JUSTICE, PUBLIC SECURITY AND SOCIAL COEXISTENCE

1.1.1 Launch, implement and promote the National Strategy for Violence Prevention at the municipal level

The project has remained loyal to the National Strategy for Violence Prevention (acronym in Spanish ENPV), which it has been implementing since CVPP’s inception in 2013. Throughout the reporting period, Component staff continued working with PRE-PAZ staff and Municipal Prevention Committees to implement 20 Municipal Prevention Plans. These Plans were financed and implemented solely by Plural Municipal Councils, having positive effects on youth and the local population as will be highlighted under Sub-Activity 1.1.3.

Implementation of the National Strategy for Violence Prevention (ENPV) was also brought forward in April when Component 1 began creating Municipal Prevention Committees (MPCs) across nine (9) Option Period intervention municipalities. Committees were formed according to the ENPV, and soon after the project began to develop Crime and Violence Prevention Diagnostics. To date, a total of 2,434 members of Municipal Prevention Committees across nine (9) municipalities have participated in different aspects of the diagnostic building process. This process includes collecting statistical data; carrying out 12 institutional interviews and six (6) focus groups; and identifying other important datasets related to risk factors affecting youth.

Last, the project team held a total of five (5) workshops designed to teach the intricacies of the National Strategy for Violence Prevention to members of the 20 Municipal Prevention Committees under the Base Period. The same effort will be carried for members of the 16 Municipal Prevention Committees currently under view by the Component for the Option Period.

It should be noted that while the project team has carried out the bulk of actions designed to implement the ENPV at the municipal level, the CVPP has also labored to bring PRE-PAZ staff up to speed on the subject matter. In the 2014-2015 timeframe, the CVPP provided numerous workshops on the ENPV for PRE-PAZ Departmental Directors and Technical Promoters. Additionally, the project team worked in tandem with PRE-PAZ staff to develop all 20 Municipal Diagnostics and Municipal Prevention Plans during the Base Period. While the CVPP team believes these trainings and efforts (over a two-year period) strengthened GOES technical capacity, on-the-ground experience illustrates PRE-PAZ staff have several institutional and human resource limitations, which ultimately prevent this institutions from carrying out the many tasks required by the CVPP.

23 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

1.1.2 Institutional strengthening of PRE-PAZ and its personnel

As mentioned in the previous section, the project team invested heavily in strengthening PRE-PAZ Departmental Directors and Technical Promoters through a seven (7) workshop training plan designed to improve technical capacity on the National Strategy for Violence Prevention. These workshops were augmented by field visits in which CVPP technical staff assisted PRE-PAZ staff in collecting statistical data; trained and assisted PRE-PAZ staff during focus groups and institutional interviews; assisted in the drafting of diagnostics and developing findings; and develop Municipal Prevention Plans. Since April, the project has continued to work with PRE-PAZ staff assigned to each one of the nine (9) municipalities currently under intervention by the CVPP. The team will increase the number of PRE-PAZ staff receiving technical assistance when an additional six (6) municipalities are selected during the next quarter. Technical assistance will, once again, include creating Municipal Crime and Violence Diagnostics and Municipal Prevention Plans. Last, the CVPP included five (5) of PRE-PAZ’s highest-rated staff in the project’s workshops for Municipal Prevention Committees. PRE-PAZ staff assisted in the development of didactic materials for workshops, and also led different portions of all workshops. The project believes this effort provided additional capacity building and institutional strengthening for the most promising of PRE-PAZ staff. Currently, there is no plan to hold additional institutional strengthening workshops for PRE-PAZ during the Option Period.

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 Violence Prevention

During the Fiscal Year, project staff held final meetings with mayors and Municipal Prevention Committees to inform them of the project’s conclusion of its technical assistance. These meetings ended close to three years of technical assistance across 20 municipalities. In the process, Municipal Prevention Committees were created and strengthened, municipal staff capacity enhanced, and overall municipal capacity to manage crime and violence prevention programming improved. In January, the Deputy Chief of Party, along with the Vice Minister of Social Prevention, pre-selected a total of 19 municipalities for inclusion under the Option Period of Component 1. The 19 pre-selected municipalities (which include Plan El Salvador Seguro municipalities) were chosen using a number of variables, which included:

 The 100 most violent municipalities, using PNC rankings from January-October 2015  Municipalities under treatment by the CVPP during the Base Period were excluded  Municipalities selected by CVPP Component 2 for the Option Period were excluded

24 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

 Municipalities treated under previous USAID CVPP programming were excluded  Municipalities under treatment by USAID project SolucionES were excluded  Municipalities being treated by the United Nations Development Program (UNDP) and German Agency for International Cooperation (GIZ)

The final pre-selection list follows:

Municipalities Pre-Selected for Component 1 Option Period

Homicide No. Municipality Department Ranking 1 37 San Luis Talpa La Paz 2 53 Coatepeque Santa Ana 3 44 Ayutuxtepeque San Salvador 4 52 Santo Tomas San Salvador 5 32 San Jose Villanueva La Libertad 6 41 San Julian Sonsonate 7 45 El Carmen Cuscatlán 8 54 Aguilares San Salvador 9 58 Huizucar La Libertad 10 60 San Alejo La Unión 11 65 San Pablo Tacachico La Libertad 12 71 Jujutla Ahuachapán 13 74 Ozatlan Usulután 14 73 Juayua Sonsonate 15 77 Tejutla Chalatenango 16 79 Nueva Concepción Chalatenango 17 88 San Rafael Cedros Cuscatlán 18 81 Sacacoyo La Libertad 19 85 Monte San Juan Cuscatlán Municipalities with a shade of gray denote those municipalities selected for technical assistance under Component 1 for the 2016-2018 time period.

In February, the CVPP convened all 19 pre-selected mayors in order to present the CVPP and showcase the technical assistance offered by Component 1. Mayors also received an application, which had to be submitted in mid-March for final consideration for the Option Period. In the end, 15 municipalities attended the presentation, and 11 presented their applications on time. A 12th municipality, Jujutla, presented a very poor application that was, consequently, late by seven (7) days. This application was rejected.

25 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

After an internal selection process, in which Component staff reviewed all application materials and visited mayors from all municipalities to ask additional questions related to crime and violence, a total of 10 municipalities were selected for inclusion under the Option Period. These municipalitas included: San Luis Talpa13, Sacacoyo, Ozatlán, Huizucar, San Julián, San Rafael Cedros, Santo Tomas, El Carmen, Monte San Juan and Tejutla. After the selection process, Santo Tomas and San Luis Talpa, which form part of Plan El Salvador Seguro, were the only ones selected for technical assistance under this Component. It is important to note, as the footnote 5 describes, that Component 1 was initially left with a total of nine (9) municipalities to carry out Municipal Crime and Violence Diagnostics and Municipal Prevention Plans. As of the close of the reporting period, an additional seven (7) municipalities were pre-selected (in conjunction with the Vice Minister of Social Prevention) for inclusion into Component 1. The indicators used to pre-select these final municipalities were slightly different than those used previously as the project wanted to ensure it had ample ability to select municipalities within the 52-100 homicide ranking mark that would otherwise have been excluded had prior indicators been employed. Accordingly, the following indicators were utilized to pre-select municipalities:

 Municipalities with homicide rankings in 52-100 range from January-June 2016, per the PNC  Municipalities with a homicide rate above the 2015 national average of 102.5 per 100,000 inhabitants  Municipalities with a population of more than 9,400 inhabitants  Municipalities that received support from international aid agencies, except for those that have been assisted in the area of crime and violence prevention

The municipalities which met all indicators are included in the table below.

Final List Municipalities Pre-Selected for Inclusion Under Component 1 Option Period Homicide No. Municipality Department Ranking 1 24 Jucuapa Usulutan 2 25 Chirilagua San Miguel 3 33 Guazapa San Salvador 4 34 Guatajiagua Morazán 5 37 Mercedes Umaña Usulutan 6 39 Jayaque La Unión 7 40 Comasagua La Libertad

13 During a meeting with the mayor of San Luis Talpa to present CVPP’s official acceptance letter, the mayor and Deputy Chief of Party of the CVPP came to the conclusion that San Luis Talpa had a good Municipal Diagnostic and Municipal Prevention Plan ready for implementation. Unfortunately, CVPP’s work in this municipality would duplicate efforts already in motion.

26 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

8 41 Alegria Usulután 9 41 Caluco Sonsonate 10 42 Talnique La Libertad 11 42 Turin Ahuachapán 12 42 Victoria Cabañas 13 44 San Cristobal Cuscatlán

Municipalities highlighted in gray were pre-selected for inclusion under Component 1 by the Vice Minister of Social Prevention. Mayors and members of Municipal Councils from these municipalities have been invited to attend a CVPP presentation scheduled for November 8. During this session, participants will receive a presentation on the project, followed by an explanation on how fill out and present CVPP’s Component 1 application. The CVPP expects to review applications and select six (6) municipalities by the end of November, and initiate programming in these municipalities during the second quarter of 2017. 1. Public Presentation of Municipal Prevention Plans During the first quarter of 2016, the project convened the U.S. Ambassador, Vice Minister of Justice and Public Security, mayors from all 20 Component municipalities, members of municipal councils and Municipal Prevention Committees, and PRE-PAZ staff, to publicly present the Component’s 20 Municipal Prevention Plans. The event, entitled 20+, served as a public “graduation” ceremony for municipalities that have been receiving technical assistance under Component 1 of the USAID Crime and Violence Prevention Project (CVPP) since October 2013. The name, 20+, signaled 20 prevention plans, and 20 municipalities committed to prevention, opportunities and development. The event included speeches from the U.S. Ambassador and Vice Minister for Justice and Public Security, and featured remarks from three special mayors: Mrs. Alba Yesenia Eguizabal (Partido Democrata Cristiano de El Salvador - PDC) from the municipality of Santa Catarina Masahuat, who recalled the processes undertaken to construct Municipal Crime and Violence Diagnostics and Municipal Prevention Plans; Mrs. Josefina Trinidad Rivas (Alianza Republicana Nacionalista - ARENA) from the municipality of San Sebastián, who discussed the six strategies contained in, and progress made thus far, under Municipal Prevention Plans; and Mr. Jose Hector Lara (Frente Farabundo Martí para la Liberación Nacional - FMLN) who encouraged the GOES, and other international aid agencies, to assist the 20 municipalities with Municipal Prevention Plans. The event, which hosted 300 guests from the GOES, municipalities, and NGOs, showcased all 20 municipal prevention brands and Municipal Diagnostic findings through two separate videos. The event received notable newspaper and television coverage, and concluded with the physical presentation of 20 Plans to the Vice Minister of Justice and Ambassador.

27 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

2. Meeting between the Vice Minister of Justice and Public Security and 20 Mayors from Component 1 During the public presentation of Component 1 Municipal Prevention Plans, a number of mayors approached the Vice Minister of Justice to request a general meeting to discuss crime and violence related issues. The Vice Minister accepted. The CVPP prepared the format and locale for the exchange between the Vice Minister and 20 mayors, which generated a number of ideas and left the Vice Minister a number of tasks to complete. A full report of this meeting can be found in the CVPP office. Next steps planned included a second meeting in January 2016 between all participants. The CVPP would have coordinated this second meeting, but the Vice Minister was removed from his post and the new Vice Minister of Justice and Public Security was not accessible at the time. Unfortunately, this activity lost its way due to political changes within the MJSP and the project finalizing interventions in Base Period municipalities. 2. Provide follow-up for 20 Base Period Municipal Prevention Plans Component staff spent the months of October 2015 to March 2016 providing follow-up to Municipal Prevention Plans across 20 municipalities. These Plans provide coverage for a total population of 360,000 Salvadorans across the aforementioned municipalities. As mentioned in the previous Quarterly Report, Municipal Prevention Committees continued implementing action items noted in Plans. The support of the institutions like the PNC, MINSAL, MINED, and ISDEMU were important in ensuring youth and communities received assistance planted as result of findings from Municipal Crime and Violence Diagnostics. Several success stories highlight the impact these Municipal Prevention Plans have had on local populations. In Nahulingo, the Ministry of Education approved the building of a high school to support the needs of the local population. The municipality has donated the plot of land for the building and as of the writing of this report, the building was being constructed. The municipality is identifying donors for items like desks, chairs, and blackboards. This undertaking would not have been possible but for deficits identified during the development of the Municipal Crime and Violence Diagnostic. The municipality and its teachers are grateful to the CVPP for its work on the Plan and its efforts with the Ministry of Education and other coordinating institutions to arrange meetings and assist with this endeavor, which will help generations of Nahulingo’s youth. Other success items include the municipalities of:

 San Sebastián, which have been carrying out family festivals in all five high-risk communities identified by the Municipal Prevention Plan.  Sonzacate has been closing central plaza streets on weekends for use by aerobics instructors, runners, and bikers. Family festivals have also been coordinated.

28 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

 Santa Catarina Masahuat is close to receiving permission from the Ministry of Justice to open a Culture Home, which will host a number of activities for youth and families.  El Carmen continues to hold art festivals, which include poem and signing contests, as well as painting classes.  In Concepción Batres, a kite festival arranged by the Culture Home has also been very successful. The municipality is also working with INSAFORP to provide occasional vocational workshops for youth.  In Concepción Batres, San Francisco Gotera, and El Carmen, values workshops have been carried out at public schools through programming promoted by PRE-PAZ, INJUVE and Evangelical Churches.  In Suchitoto, several workshops regarding women’s rights have been taken to rural communities where domestic violence incidents are more likely to take place.  In the municipalities of Jocoro, Jucuaran, Puerto el Triunfo and Rosario de Rora workshops on self-esteem have been provided by PRE-PAZ.

The strongest of all tools still being implemented across all 20 municipalities is the Values Through Sport tool, which was implemented with the support of NGO Fusalmo in 19 municipalities. More information on this tool is provided below. It is important to note that PRE-PAZ has been left with the responsibility of following-up with municipalities to ensure Municipal Prevention Committees meet on a monthly basis and continue to execute Municipal Prevention Plans. The project understands most of the work has to come from Municipal Prevention Committees themselves, but this added responsibility for PRE-PAZ is the manner in which the National Strategy for Violence Prevention envisioned coordination and support between the central and municipal governments. As such, PRE-PAZ is tasked with this responsibility. 3. Creating and Strengthening Municipal Prevention Committees

During the reporting period, the technical team embarked on a five workshop training plan totaling 40 hours. The Plan to Strengthen Municipal Prevention Committees, which took place from September 2015-January 2016, was designed with the intent to enhance technical capacity among members of Municipal Prevention Committees. As such, 100 members of Municipal Prevention Committees were invited to attend the following workshops, which were led by Component 1 staff and five (5), handpicked, PRE-PAZ staff.

Municipal Prevention Committee Member Strengthening Workshops Workshop Date Region Place Workshop 1: Sep. 29 West AGAPE, Sonsonate Role of the Municipal Prevention Sep. 30 Central FEPADE, San Salvador Committee within the National Strategy Oct. 02 East Trópico Inn, San Miguel for Violence Prevention

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Workshop 2: Oct. 27 West AGAPE, Sonsonate Coordination and articulating actors and Oct. 28 Central FEPADE, San Salvador volunteers Oct. 30 East Trópico Inn, San Miguel Nov. 24 West AGAPE, Sonsonate Workshop 3: Nov. 25 Central FEPADE, San Salvador Monitoring and Evaluation Nov. 27 East Trópico Inn, San Miguel Dic. 8 West AGAPE, Sonsonate Workshop 4: Dic. 9 Central FEPADE, San Salvador Volunteering Dic. 10 East Trópico Inn, San Miguel Jan. 26 West AGAPE, Sonsonate Workshop 5: Jan. 27 Central FEPADE, San Salvador Annual Operation Plans Jan. 29 East Trópico Inn, San Miguel

It is important to mention that most workshop participants had little to no previous knowledge of the National Strategy for Violence Prevention. Moreover, education levels among participants was basic with many having completed high school. Project staff took these factors into account and developed a training plan complete with learning games and interactive activities to ensure participants at all levels understood the subject matter being offered.

Workshops were offered in three different regions to control the number of participants per classroom. Close to 100 individuals participated in different sessions, but only 82 participated in three of the five workshops. In March 2016, the project held two different graduation sessions where 82 participants received a diploma for their assistance. Other participants received an additional diploma for having completed all five workshops. And all five PRE-PAZ staff that assisted in the workshops also received a participation diploma.

The project is confident this training plan improved Municipal Prevention Committee capacity to manage its affairs, increase citizen participation in prevention programming, and assist authorities improve overall security at the municipal level.

4. 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 Violence Prevention

During the reporting period, Component staff carried out the same sequence of actions that took place during the Base Period with new intervention municipalities. After notifying mayors of the project’s selection of the municipality for technical assistance, Component staff convened Municipal Councils and Municipal Prevention Committees for formal presentations on the CVPP, its objectives and overall technical assistance plan for the municipality. The goal behind these presentations was to raise awareness of the project, obtain stakeholder buy-in and begin assembling Planning Teams,

30 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. which have assisted the CVPP team collect data to develop Municipal Diagnostics and Municipal Prevention Plans across nine (9) municipalities. On average, each Component lead held between 15 and 26 meetings at each one of the nine (9) municipalities under intervention between April and September to convene the Planning Team and develop a work plan for developing diagnostics. A total of 2,434 individuals representing GOES, the municipality, youth groups, and community groups attended these meetings. This is quite a large undertaking to ensure Municipal Crime and Violence Diagnostics are participative and inclusive. The work included gathering statistical data to determine population size and make-up, geographic location and geographical boundaries within the municipality; number and rates of teen pregnancies; migration patterns; school desertion rates; number of households and number of homes with a female head of households; domestic violence levels; crime statistics; informal urban/rural settlements; unfulfilled needs indexes; and human development index.

After collecting data, Planning Teams, under the direction of the CVPP team, held six (6) focus groups and (12) institutional interviews. Focus groups were held with: teachers, women, institutional corruption; youth; and municipal and community leaders. Institutional interviews provided additional information for focus groups as individual municipal, GOES, and community leaders were interviewed to identify problems and receive their interpretation of issues and problems at the municipal and community levels. Information received through these channels enriches diagnostics and later allows the Planning Team to fine-tune diagnostic findings. Additional sessions were held at the municipal level to analyze data and qualitative information to later develop official diagnostic findings. As of the writing of this report, findings were being reviewed. The technical team expects to finalize Municipal Crime and Violence Diagnostics in October. Soon after, the team will also begin developing Municipal Prevention Plans. 5. Implement Values Through Sport Methodology

In an effort to provide additional tools for Municipalities and Municipal Prevention Committees, the project carried out a Values Through Sports consultancy, which was announced publicly and won by NGO FUSALMO. The consultancy was carried out in Component 1 municipalities from December 2015 to June 2016, and sought to instill within municipal ranks the values through sports methodology, which promotes clean play, honesty, teamwork, dignity, and sportsmanship. The consultancy had four specific deliverables, which have helped retrain and shape sports curricula for youth across recipient municipalities. These deliverables included:

 Carry out 20 Municipal Sports Diagnostics  Train two (2) staff members per municipality on Values Through Sports methodology  Develop 20 Municipal Sports Plans  Develop Values Though Sports Manual for use at the municipal level

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In December 2015, Fusalmo staff visited all 20 municipalities under the Component to introduce themselves and set dates for carrying out sports diagnostics, and two separate Values Through Sports workshops for Municipal Sports Unit staff. The original goal was to train two (2) sports unit staff per municipality, but demand was high, and at the end of the consultancy, a total of 163 sports unit personnel, and elementary and high school teachers, took two separate workshops totaling 16 hours. Below is a table with participants per municipality.

Values Through Sport Training Tally

Nº Municipality Women Men Total

1 Santa Catarina Masahuat 0 6 6

2 Nahulingo 4 3 7

3 Sonzacate 0 5 5

4 Rosario de Mora 1 4 5

5 Santiago Texacuangos 2 6 8

6 El Paisnal 10 7 17

7 El Paisnal14 6 6 12

8 Suchitoto 0 3 3

9 San Pedro Perulapán 10 3 13

10 Santa Cruz Michapa 5 2 7

11 Sensuntepeque 3 1 4

12 San Sebastián 3 3 6

13 Apastepeque 6 7 13

14 Puerto el Triunfo 9 1 10

15 Concepción Batres 0 4 4

16 Jucuarán 0 6 6

17 Jocoro 0 9 9

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Nº Municipality Women Men Total

18 San Francisco Gotera 0 7 7

19 Chapeltique 3 11 14

20 El Carmen (La Unión) 5 2 7

Total 67 96 163

In the end, Fusalmo completed 19 of 2015 sports diagnostics, which were reviewed and accepted by the Component 1 team. These diagnostics included a revision of the state of affairs vis-à-vis sports programming in each municipality. These important diagnostics led to the development of 19 Annual Municipal Sports Plans, which were also completed and accepted by Component 1. Finally, Fusalmo also created a Sports Manual for municipalities. The manual was designed to provide general guidance on how to conduct values through sports activities. The manual was later presented to the 163 individuals who took the Values Through Sports workshops, along with copies of the diagnostics and the work plan. To date, all municipalities continue to implement Value Through Sports programming. This additional tool has proven popular among municipal practitioners because it is low cost, easy to maintain, and easy to implement. Moreover, Municipal Sports Diagnostics are currently helping municipalities determine the level of funding needed in 2017 to provide for upkeep and rehabilitation of soccer fields, gyms, basketball courts, and purchase of equipment necessary to main sports facilities operational for communities. Last, Sports Manuals are helping individuals that took the Values Through Sports workshops replicate knowledge and best practices, ensuring new groups of individuals at the municipal and community levels implement the methodology.

Component 1 team was very satisfied with Fualmo’s performance and dedication to his consultancy. Both the CVPP and Fusalmo are looking forward to having an opportunity in future to work together again on spreading this important methodology.

15 The municipality of Pasaquina showed little interest in the trainings. Accordingly, these training sessions were provided to municipal staff in El Paisnal.

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Sub-Activity 1.1 Indicator and Target Update

R.1. 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.

IND 1.1 Target: 20 municipalities with Municipal Crime and Violence Prevention Committees strengthened

RESULTS TO DATE = 20 MPCs have improved capacity to identify risk factors at their municipalities and diagnose the violence situation in their municipalities and planning to prevention.

IND 1.2 Target: 50 PRE-PAZ officials trained in crime and violence prevention according the ENPV

RESULT TO DATE= 71 PRE-PAZ officials have been trained (exceeding the target) through the different workshops held in San Salvador, San Miguel and Sonsonate during 2014 and 2015. Trainings were provided to PRE-PAZ officials on the National Strategy for Violence Prevention (ENPV); the use of methodology to develop municipal violence diagnostics; risk factors associated with violence; the use of the online municipal diagnostic database; and how to conduct institutional interviews and focus groups and how to analyze information.

R.2. 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.

IND 2 target: 50% of municipal government officials that understand the goals and objectives of the ENPV

RESULT TO DATE= 15.7% of municipal government officials understand the goals and objectives of the ENPV. For FY 2015, the total the objective is 40%. Under Components 1 and 2, a strengthening plan was implemented during the FY 2016 to raise this percentage.

R.3. At least 30-40% of population in targeted communities/municipalities are aware of the goals and objectives of the ENPV.

IND 3 Target: 30-40% of population in targeted communities/municipalities are aware of the goals and objectives of the ENPV

RESULT = the percentage to be achieved for the Base Period is 4.9% as 25.10% of those polled in the baseline had knowledge of the ENPV. This indicator will be measured during the Base Period evaluation, which is expected to take place in Deecmber 2016 or January 2017.

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Sub-Activity 1.2 Improve the national policy framework for crime and violence prevention by supporting emerging laws and policies

Since the beginning of this project, Component staff and consultants have worked hand-in-hand with the Ministry of Justice and Public Security and PRE-PAZ leadership to discuss new law and policy ideas in the realm of crime and violence prevention.

The project has assisted GOES with the development of the PRE-PAZ Organic Law, and a review of the National Policy for Justice, Public Security and Social Coexistence. Well over one year ago (in January 2015), the project also began to provide technical assistance to the MJSP with the development of the National Quinquennial Prevention Plan (NQPP). This Plan was completed in May 2015 and has been awaiting approval by the National Subcommittee on Prevention. The Plan’s framework and main lines of action have been shared in previous reports from June 2015 to June 2016.

No other actions have been taken during the reporting period under this Sub-Activity.

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Sub-Activity 1.2 Indicator and Target Update

R.4.The Government of El Salvador (GOES) is supported as it forms and/or implements at least two prevention strategies and/or laws.

IND 4 Target: Two (2) prevention strategies and/or laws are drafted or implemented with USG assistance.

RESULT = 1 strategy, the ENPV, is being implemented. The National Quinquennial Prevention Plan was drafted and accepted by GOES, and is currently awaiting approval.

36 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

Sub-Activity 1.3 Support Municipal Crime and Violence Prevention Observatories

The project’s Municipal Crime and Observatory team continued to solidify the observatory methodology across a total of 20 observatories. Of this number, 13 observatories have been created and seven (7) have been strengthened. Of special note during this reporting period are the numerous policy and programming proposals made by Observatory Analysis Committees, which have become accustomed to analyzing statistics to identify hot spots and enhance conditions at the municipal level with the help of the National Civilian Police, the Attorney General’s Office, the Salvadoran Institute for the Development of Women (acronym in Spanish ISDEMU), Ministry of Health, and other institutions and agency stakeholders at the municipal level. During the reporting period, the observatory team also signed a grant agreement with Universidad Francisco Gavidia (UFG), which, through two staff persons, is ensuing observatory methodology is being applied properly at the municipal level. The two staff persons assigned to the grant by the UFG have made significant advances in assisting the CVPP institutionalize methodology by training Observatory Coordinators and Alternates, sit on Operations Committee meetings, review Committee Analysis presentations, and assist Observatory Coordinators as they upload data onto the new, online observatory platform and preside over Operations and Evaluations Committees. Moreover, the CVPP hired a new Information Technology (IT) technician who worked with IT company ARMONICO to fine-tune a new, online observatory database. This new technician is responsible for the online database, which stores crime and violence incident variables, allows for incident georeferencing, develops ad-hoc reports and shares data among observatories. As of the end of the fourth quarter of the Fiscal Year, municipal observatories were finalizing an uplink of monthly statistical data onto the online observatory database. Once finalized, the project will hold a public event (scheduled for January 2017) to unveil the online system in the presence of mayors, Observatory Coordinators and members of Municipal Prevention Committees from intervention municipalities. GOES representatives on Operations and Analysis Committees will also be invited, as well as members of the media, university research teams, and other interested parties. The central idea behind this event is to make publicly available a new tool to track criminal trends and related statistics. The project is hopeful this new tool will be utilized by members of the media, researchers and GOES officials to analyze trends, identify problematic geographic areas, and study the root causes of crime and violence throughout the country. Last, the observatory team, in conjunction with the UFG, carried out a violence perception and victimization survey throughout six (6) intervention municipalities. This poll, and its results, seek to provide additional insight for observatory operators on peoples’ thought processes and opinions regarding crime and violence. The results will enhance the work of observatories and provide decision makers with insight into people’s fears and opinions. A total of 1,470 individuals over 18 years of age participated in the poll in the municipalities of La Unión, Usulután, Zacatecoluca, Ciudad Delgado, Cojutepeque y Santa Ana. The poll has a 90 percent confidence interval. This same survey will be carried out in an additional six (6) observatory intervention

37 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. municipalities during the next quarter to obtain a larger sample size across the country. Municipalities with longest serving observatories were selected for this survey. Overall, Municipal Crime and Violence Observatories have made strong gains this year. Project staff assigned to this important initiative are confident observatories are improving scientific and standardized data collection techniques, and supporting a cooperative, inter-institutional approach to preventing crime and violence. Below is a table denoting the number of observatories assisted by the project, along with tallies for Operations and Analysis Committees.

1.3.1 Develop methodology for establishing and strengthening Municipal Crime Prevention Observatories with USG support

During the reporting period, the team leading the Municipal Crime and Violence Prevention Observatory initiative continued to institutionalize observatory methodology across all intervention municipalities. Now in its second year, the methodology has been “tropicalized” and is being utilized without reserve by all observatory participants. The methodology, which utilizes Operations Committees to collect data has GOES institutions meet on a monthly basis to come to agreement on the number of homicides, robberies, thefts, domestic violence, injuries and sexual crimes perpetrated monthly across municipalities. These conversations, which sometimes become highly technical, help determine the accurate number of incidents for municipal and GOES authorities. The information gathered in Operations Committees is transferred to Analysis Committees where three- month datasets are arranged statistically and placed before discussion among a group led by mayors. These Analysis Committees have proposed numerous policy ideas, strategies, workshops and operations to lift crime and violence from communities. This year, the project began to work with a number of Plan El Salvador Seguro municipalities, most notably Ciudad Delgado and Zacatecoluca, to develop observatory methodology through Operations and Analysis Committees. As will be mentioned later in this report, Ciudad Delgado has had a superb record with both Committees, and has become one of the leading observatories for the project. In the coming quarter, the project will continue to collaborate with the Zacatecoluca observatory to improve its overall direction and management; and also work to create a new observatory in a third Plan El Salvador Seguro municipality: Olocuilta. Last, it is important to note that project staff have requested mayors to enact Misdemeanor Ordinances to allow Municipal Agents Units and PNC officers to keep order, peace and tranquility among the population. With the support of the CVPP, a total of 11 Municipal Prevention Policies were passed in municipalities with active observatories, paving the way for Municipal Councils to create an enact Misdemeanor Ordinances. Municipal observatories will track these ordinances, which, once enacted, will improve

38 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. overall quality of life for the population at large. Municipalities with Municipal Prevention Policies include: Nejapa, La Unión, Conchagua, Panchimalco, Usulutan, Quezaltepeque, Tecoluca, San Vicente, Acajutla, Ilobasco and Cojutepeque.

1.3.2 Develop national and local staff capacity for the management of Municipal Crime Prevention Observatories

During the Fiscal Year, the project continued to strengthen municipal capacity to manage observatories. In addition to training Observatory Coordinators and Alternates, the project team also paid special attention to GOES institutions that provide observatories data. These GOES institutions include: The PNC, FGR, IML, MINSAL, MINED, ISDEMU and family courts.

Throughout the year, project staff held numerous meetings with national and municipal delegates from the aforementioned institutions to ensure they continued providing accurate and complete datasets to observatories being attended by the CVPP. These meetings always serve as a reminder on the importance of their constant participation in the observatory imitative. Furthermore, these meetings allowed the project and observatories to improve datasets on “teenage pregnancies” and “dropouts”, which was being provided by MINSAL and MINED, respectively. All throughout the reporting period, the project team, including Universidad Francisco Gavidia staff, worked in tandem with Observatory Coordinator and Alternates to provide additional training on the Observatory Methodology. The team’s IT Specialist also held three different training sessions for Observatory Coordinators and Alternates on the use of the new, online, observatory database system. These sessions were very important as the system utilizes a georeferencing tool and reporting software that makes the online system more convenient for end users. 1. Training Observatory Staff on Online Database System for Municipal Crime and Violence Observatories The CVPP, through ARMONICO, developed an interactive, online database that maps crimes, tracks trends and provides statistical reports for municipalities. ARMONICO’s product was originally shared with Observatory Coordinators and Alternates during training sessions on December 1st, 2nd and 14th. During these sessions, participants were walked through a number of exercises that provided instruction on how to initiate sessions, register users, enter data, migrate data from current excel sheets, eliminate/edit data, analyze data, and create reports. Since December, a number of Observatory Coordinators have changed, forcing the project to hold additional training sessions for new coordinators. Accordingly, the Component’s new IT technician held three separate training sessions for Coordinators and Alternates on June 1, 3 and 7. The IT technician was assisted by UFG staff, and covered a number of important items, to include:

 Filling out data collection sheets for separate incidents  Uploading data and information onto the system

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 Georeferencing  Finding and editing exiting information and data  Creating reports

In all, a total of 17 Observatory Coordinators attended these half-day sessions. Municipalities included: Sonsonate, Nahulingo, Santa Ana, La Libertad, Cojutepeque, San Vicente, Sensuntepeque, Panchimalco, Ilobasco, Ciudad Delgado, San Pedro Perulapan, La Unión, Conchagua, Usulután, Concepción Batres, Zacatecoluca, and San Vicente. The Coordinator from the Metropolitan Observatory was not required to attend his assigned session as this observatory has different procedures for uploading data and information. The San Salvador Observatory Coordinator and Alternate received one-on-one training. Last, the Observatory Coordinator form the municipality of Sonzacatae was not able to attend, but the project’s UFG consultant carried out the session in person with this coordinator. ARMONICO also created a User’s Manual for all involved in this initiative. As mentioned previously, the project is planning a public launch of the online database to showcase the system and its benefits for decision makers across GOES institutions, municipalities and public policy experts. The event, being planned for the first quarter of FY 2017 will include a cadre of individuals that participate in Municipal Crime and Violence Observatories, as well as academics and other interested parties. 2. Update on Observatories Created and Strengthened As the Fiscal Year came to a close, the number of observatories being assisted by the project stabilized. Below is a table containing the number of observatories assisted during the reporting period, and the number of Operations and Analysis Committees held by each observatory.

Tally of Crime and Violence Observatories Assisted by the CVPP And Operations/Analysis Committee Tally for FY 2016 Created16/ Online Operations Análisis N° Municipality Strengthened System Committee Committee 1 San Vicente Created Yes 6 3 2 Usulután Created Yes 1 3 3 Cojutepeque Created Yes 0 2 4 La Unión Created Yes 1 3 5 Sonsonate Strengthened Yes 1 1 6 Nahulingo Strengthened Yes 0 2 7 San Antonio del Created No 0 1 Monte 8 Sonzacate Strengthened Yes 4 2

16 The designation “created” is substantiated when an Observatory Coordinator and Alternate have been assigned, and when the observatory has carried out its first Operations Committee with participating GOES institutions.

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Created16/ Online Operations Análisis N° Municipality Strengthened System Committee Committee 9 Panchimalco Created Yes 4 3 10 San Pedro Created Yes 1 1 Perulapán 11 Sensuntepeque Created Yes 8 3 12 Ilobasco Created No 2 0 13 Concepción Batres Created Yes 1 1 14 La Libertad Strengthened Yes 5 2 15 Conchagua Created Yes 0 2 16 Ciudad Delgado Created Yes 3 2 17 Zacatecoluca Created Yes 1 2 18 Santa Ana Strengthened Yes 4 2 19 San Salvador Strengthened No 0 0 20 Metropolitan Strenghened Yes 0 0 TOTAL 42 35

The following pages include individual narratives of the work being carried out across Municipal Crime and Violence Observatories. San Vicente

This Municipal Crime and Violence Observatory continues to be very active. The Coordinator provides technical guidance for the observatory and also participates in other CVPP and GOES initiatives in which observatory presence is needed. For instance, the Observatory Coordinator participated in the launch of Municipal Vocational Training Center workshops, IML’s launch of a Victims Attention Unit, as well as an ISDEMU Women’s Prevention Plan presentation. On October 2015, an Operations Committee was carried out to validate incident data for September 2015. No Operations Committees were held in November to validate October 2015 data as GOES institutions has scheduling conflicts; but an Analysis Committee was held in December to review all incident datasets from August to October 2015. An average of six (6) participants attend Operations Committees, while an average of 15 participants attend Analysis Committees. Additionally, the Observatory Coordinator held a meeting with the Women’s Attention Unit within the Public Defender’s Office to request additional data on domestic violence. New datasets began to be utilized by the observatory in January 2016 to provide additional information and insight into this phenomenon within San Vicente.

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As mentioned previously, an Analysis Committee was held in December to review August to October datasets. An additional Analysis Committee was held in February 2016 to analyze January to December 2015 datasets. As a result of recommendations made during these two sessions, follow-up meetings were carried out to train physicians from rural health units to utilize the sexual assault reporting protocols set forth by the PNC and IML. The PNC and IML provided training to physicians on these protocols to enable these legal entities to conduct pertinent investigations on behalf of victims. Moreover, the PNC requested, and members approved, the Observatory including in its datasets 911 calls pertaining to sexual assault. These moves were designed to assist Observatory members assist with this growing problem in San Vicente. Operations Committees continued during early 2016, and an Analysis Committee was held in May 2016 to review datasets January to March 2016. Accordingly, the following recommendations were made:

 To avoid re-victimizing pregnant teens, PNC and ISDEMU offered workshops and chats at the Santa Gertrudis National Hospital to raise awareness on the issue of teen pregnancy, and to explain criminal liability for those who have sexual relations with underage female teens.  To avoid the victimization of women who work at the municipal market, the Municipal Prevention Committee’s Gender Unit should conduct awareness training for members of the Municipal Agents Unit (acronym in Spanish CAM) to avoid victimization during the reallocation of the market.

Both recommendations were carried out with physicians trained on protocols; and CAM members trained on the Ley Especial Integral para una Vida Libre de Violencia para las Mujeres (LEIV) and Ley de Igualdad, Equidad y Erradicación de la Discriminación en Contra de las Mujeres (LIE).

In meeting with the Mayor, in April 2016 it was mentioned that progress is needed on the issue of the implementation of the misdemeanor ordinance, which due to lack of technical capabilities of agents CAM has not been able to do, also it was informed that the Francisco Gavidia University will conduct a survey of victimization and perception of insecurity in their municipality, for this the support of the municipality on access to the territory is required.

In August 2016, another Analysis Committee took place, which reviewed datasets from April to June 2016. This Analysis Committee had the following recommendations:

 Institutions should be working together, to avoid being attack victims. Institutions responsible for safety/security must accompany other institutions that work throughout the municipality.  The communities of El Calvario and San Francisco deserve more attention. In the following Analysis Committee, more precision should be given to the location of injuries within these communities to target PNC and CAM response.  Improve the quality of information delivered to the Observatory to improve analysis.  Provide awareness workshops for women in communities identified by the observatory as having high domestic violence incidents.

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 Continue to encourage judges to participate in the observatory to gather more information on cases of domestic violence.  Propose to the FISDL where to place additional surveillance cameras within the municipality.

As of the writing of this report, additional meetings were carried out by the Observatory Coordinator to coordinate the execution of these recommendations. It is important to note that during the latter part of FY 2016, the municipality of San Vicente faced an increase in crime. The mayor, and project, believe this is due to criminal elements fleeing neighboring municipalities where Plan El Salvador Seguro is being implemented. In the coming months, the observatory will continue to track trends and assist GOES and municipal authorities identify solutions to issues identified. Usulután Usulután is one of the project’s first observatories, and one in which new municipal leadership installed in May 2015 had a slow start in understanding observatory methodology and in implementing its recommendations. In October 2015, the project team, Observatory Coordinator and Municipal Prevention Committee Coordinator held a meeting to discuss advances with the observatory methodology and Analysis Committee recommendations. As always, the municipality was interested in the methodology and looked forward to implementing recommendations. From October to December 2015, no Operations or Analysis Committees took place due to the municipal calendar being full with events. During these months, however, the very able Observatory Coordinator gathered data and set the stage for an Analysis Committee in January 2016 in which data from January to December 2015 was presented. It is important to note that all GOES institutions participated in this Committee, as well as a full showing of the Usulután Municipal Prevention Committee (MPC). This Analysis Committee produced one major, overarching recommendation:

 The MPC and MINED needs to promote public campaigns at public schools to prevent school children from being the victims of sexual assault.

In April 2016, an additional Analysis Committee was held with the MPC, in which January to March 2016 datasets were presented, and from which the following recommendations were produced:

 The Municipal Council should re-zone the city to facilitate efforts to reduce crime and violence.  Inter-institutional meetings led through the MPC should be retaken to discuss sexual assault. Campaigns on this issue need to be carried out in public schools (as agreed to in the previous Analysis Committee) and in private sector businesses.  Institutions need to continue working is areas most affected by crime and violence, as identified the observatory.

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 The Municipal Council needs to request assistance from the National Citizen Security Council of Citizen on items related to crime and violence prevention.

In June 2016, a meeting was held with the Observatory Coordinator, MPC Coordinator and Gender Unit Coordinator to provide follow-up to the sexual assault issues being highlighted by the observatory. The Gender Unit Coordinator stated she worked on a plan, and carried out, anti-sexual assault chats/workshops at public schools and in private business throughout Usulután. In August 2016, a final Analysis Committee was held, which showcased January to June 2016 datasets. The Vice Minister of Social Prevention attended this session, which provided the following recommendations:

 Request assistance from the Bureau of International Narcotics and Law Enforcement Affairs (INL) to provide additional surveillance cameras for vulnerable areas.  Conduct more thorough analysis of observatory data to identify locations, victims and offenders, to design measures to increase awareness and education through media to inform women of their right against domestic violence.  MPC should request local media disseminate audiovisual campaigns to raise awareness and educate the population on reporting sexual offenses and domestic violence.  The Vice Minister of Social Prevention stressed the importance of the Observatory as a scientific instrument for decision-making, providing GOES institutions more precise information for plans, and in the end can be more effective in their efforts.

Cojutepeque From October to December 2015, the Observatory Coordinator gathered all pertinent data, but no Operations Committees were held. In February 2016, an Analysis Committee was held to review January to December 2015 datasets. This committee session produced the following recommendations:

 Meeting between IML, PNC, and Public Defender’s office should take place to address care for victims of domestic violence and sexual crimes.  The municipality and PNC should enact a weapons ban in certain parts of the municipality. This ban should be taken to the Municipal Council for consideration.  Business Permits for El Economico and Los Compadres (bars) should be reviewed to determine whether they are abiding by all pertinent rules and regulations.

During the reporting period, the project was notified that measures were being taken to eliminate business permits from the bars noted in the last point above. Because this municipality has been selected by GOES as a recipient of Plan El Salvador Seguro, the Observatory Coordinator was asked in April 2016 to present the observatory initiative to the Municipal Prevention Committee once again to allow for better coordination between with Plan El Salvador Seguro.

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During the beginning of 2016, the project team and Observatory Coordinator decided Operation Committees were unsustainable due to different internal dynamics of the municipality. Accordingly, the Observatory Coordinator continued collecting all pertinent datasets from GOES institutions and in July held an Analysis Committee, which showcased datasets for the months of January to June 2016. This committee provided the following recommendations:

 Increase patrols by PNC in the months of January and February. These months have been identified as having the highest incidents of injuries).  PNC and the military should carry out patrols together, as the population’s perception of safety increased while these two institutions patrolled together.  GOES institutions within the MPC should raise awareness within the ranks on domestic violence and sexual assault.  It is conducting an auto care also is given legal and psychological counseling, this proposal has been made taking into account the information generated by the Observatory.  Continue with the development of a Municipal Misdemeanor Ordinance.

La Union On October, the municipality carried out a promotional event to highlight the municipality’s crime and violence prevention tools. This action was taken as it was a recommendation made during a previous Analysis Committee. There were no Operations Committees held during the first quarter of FY 2016 due to lack of time by GOES institutions. The Observatory Coordinator, however, continued to collect data for these months and in February held an Analysis Committee in which January to December datasets were presented. Recommendations from this committee include:

 Implement awareness chats in public schools in junior high and high school on the physical, legal and social consequences of being involved in a teen pregnancy.  Create a commission made up of ISDEMU, MINSAL, PNC and Attorney General to improve coordination and create strategies to help prevent teen pregnancies.

No Operations Committees were held from January to March 2016, but the Observatory Coordinator collected all pertinent data and held an Analysis Committee in May 2016, in which data from January to March 2016 was presented. Recommendations from this committee include:

 Study data further to determine which areas of the municipality need coordinated efforts to prevent violence.  PNC should investigate the occupation of injury victims to determine these were students  Improve coordination between the municipality and PNC to carry out prevention programming in schools.

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In June, a follow-up meeting was held to discuss these, and other recommendations made by Analysis Committees. The PNC had carried out an investigation into injury victims, and the municipality had been coordinating activities to carry out prevention programs in public schools.

In August 2016, a final Analysis Committee was held where data for the April to June 2016 timeframe was presented. The following recommendations were made:

 Public campaigns should be organized to raise awareness on the issue of domestic violence, and to provide reporting information.  GOES institutions should improve collaborative efforts to provide better services for victims of sexual offences and Domestic Violence.  The municipality and GOES institutions should work closely with ADESCOs and community leaders in areas identified by the observatory.  The Municipal Mayor issued the respective note to managers of restaurants and supermarkets increased incidence of thefts recorded, noting the importance of increased vigilance and attention in parking lots of these establishments.  The PNC and FGR provide what are the mechanisms or procedures to be followed in case of extortion.  PNC and Attorney General’s Office should provide protocols for reporting extortion to the Analysis Committee and MPC.

Sonsonate During the first quarter of FY 2016, the project arrived at the conclusion that the Greater Sonsonate safer Cities Network, comprised of Sonsonate, Nahulingo, Sonzacate, San Antonio del Monte, Acajutla, no longer worked due to poor leadership and coordination based in the Sonsonate observatory. Accordingly, a decision was made to assist each of these observatories separately. Furthermore, the Observatory Coordinator for the municipality of Sonsonate reported little support from the Municipal Prevention Committee Coordinator. Due to this, data collection was weak and no Operations Committees were held.

In support of the observatory, the CVPP observatory team met with representatives of MINSAL, PNC, and FGR, which showed most interest in providing data, and reiterated the importance of their presence in Operations and Analysis Committees. This effort led to an Analysis Committee in February 2016, which highlighted datasets for January to December 2015. Results from this committee were poor. The project team continued working with this observatory to collect monthly data with the three institutions noted in the previous paragraph. This led to a successful Analysis Committee in August, which highlighted datasets for the months of January to June 2016. Recommendations from this committee include:

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 The observatory needs more datasets for domestic violence, sexual offenses, school dropouts, teen pregnancies. This information will assist observatory members in identifying proper steps to prevent these incidents.  The Observatory Coordinator should request additional information form the Catastro office to better identify municipal geographical limits.  Identify which strategies have been successful to prevent femicides in the municipality.  The Observatory Coordinator should coordinate with CONNA to study the cause of injuries in minors.  The Observatory Coordinator should work with the MPC and mayor to request the Vice Minister of Social Prevention encourage the presence of more GOES institutions in observatory sessions.

Nahulingo In October 2015, the observatory team met with the mayor Municipal Secretary and Observatory Coordinator to hold an Analysis Committee with the Municipal Council. This committee took place in November 2015, showcasing data from June to August 2015. The following recommendation were made:

 The municipality and GOES institutions need to increase territorial control of the municipality.  Limiting underage teen access to cell phones would be beneficial and undercut criminal planning activity.  PNC should intervene by speaking with parents who receive calls from public schools regarding poor student behavior.  The municipality should obtain additional funds to combat crime.  All GOES institutions should collaborate to seek solutions for the problems being identified by the observatory.  The law should be tougher.  PRE-PAZ should train community members on crime and violence prevention to mitigate problems.  Train community leaders in new trends so that they can influence their communities, this issue should work in coordination with PREPAZ.  The municipality should review the Municipal Prevention Plan and implement its activities.  The Municipal Council should request additional equipment for PNC officers stationed in this municipality.  Improve prevention planning for different sectors of the municipality.  The Municipal Council should formally request to remove the PNC prison currently in the municipality.

After this Analysis Committee, the mayor provided a formal request to the Vice Minister of Social Prevention an additional vehicle for PNC officers stationed in Nahulingo.

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In February 2016, the observatory held another Analysis Committee with the Municipal Council. Datasets from January to December 2015 were presented. The following recommendations were made:

 The municipality will request public school director provide the observatory with student dropout statistics.  Conduct a workshop with school teachers to explain how to report student dropout data to the observatory.

In response to the two items above, the CVPP observatory team held a meeting in June with municipal psychologists to request their assistance in obtaining student dropout information. The project team provided and explained how to fill out the school dropout data collection sheet. As of the writing of this report, the Observatory Coordinator was working with physiologists to obtain thee datasets. Sonzacate The project’s observatory team presented the observatory methodology to the Municipal Council in January 2016, and held its first Analysis Committee in February 2016, showcasing datasets for January to December 2015. Results for this committee were not reported as this was the first time the municipality and Municipal Council participated in this type of initiative. In the following month, the Observatory Coordinator help Operations Committees, which were assisted by a number of GOES institutions. In August, an Analysis Committee was held. Recommendations form this committee include:

 Additional support from GOES institutions in necessary to complement data obtained by the observatory.  ISDEMU proposes awareness campaigns for women in high crime areas identified by the observatory.  Provide minute-by-minute information via radio on thefts reported to raise awareness among the population.  Increase the number of PNC patrols to reduce the transfer and possession of illegal drugs throughout the municipality.  Request additional information from Catastro office to ascertain municipal and community boundaries.  Include the Municipal Women's Unit in the observatory to receive complimentary data on sexual offenses.  ISDEMU should support information gathering for the observatory, specifically with municipal court information.  The observatory should develop a data collection sheet for drug possession.

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Panchimalco In October 2015, an Analysis Committee was held to review datasets for the July to September 2015 timeframe. Recommendations from this committee include:

 The need for all GOES institutions to become part of a single force to combat violence across the municipality.  Develop a work plan and municipal policy geared towards infants.  Run awareness campaigns to denounce cases of sexual assault and domestic violence.  Create programs which include children, youth and adults under one roof.  The National Civilian Police suggested increasing the number of elements in the municipality. This will allow more control in communities identified as having higher numbers of criminal incidents.  MINED should take the lead in proposing and carrying out prevention programs for children and adolescents.  Institute a weapons ban across the whole of the municipality, and implement random check points during different times and days to prevent robberies and homicides.

During the reporting period, Operations Committees continued. An additional Analysis Committee was carried out in February covering the January to December 2015 datasets. Only two recommendations were issued during this committee, in which participants recommended including other GOES institutions in the observatory effort to increase datasets and allow for better decision making.

In May 2016, another Analysis Committee was held to present January to March 2016 datasets. Recommendations from this committee include:

 Encourage the reporting of domestic violence and sexual assault to provide victims with the services available through GOES institutions.  Carry out campaigns in coordination with GOES institutions to raise public awareness on the importance of reporting crimes.  Develop synergy among GOES institutions to seek effective solutions to problems involving youth.  The MINED should become more involved in solving the various problems identified by youth within the school system.  INJUVE promised to give political support of the Governor for projects that would be implemented with young people.

In July, an Analysis Committee was held covering datasets for April to June. Recommendations from this committee include:

 Petition to the mayor be made to enact an arms ban as most murders and injuries in the municipality have been committed with a firearm.

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 Improved communication between PNC Panchimalco and San Marcos to coordinate efforts.  The Observatory Coordinator should meet with the PNC statistics team to determine the reasons behind the high number of homicides affecting the municipality.  MINED recommended more awareness campaigns crimes were needed to encourage the population to denounce thefts, extortion, injuries, sexual assault, domestic violence and teen pregnancies.

During the final quarter of the reporting period, the observatory team held meetings with municipal authorities and the Observatory Coordinator to ensure all Analysis Committee recommendations were being taken into account and implemented. The Observatory Coordinator has continued to work on these recommendations. San Pedro Perulapan The project continued assisting this municipality throughout the reporting period, but progress has been slow as result of Internet issues and a less than capable Observatory Coordinator. No Operations Committees were held during the reporting period, but the Observatory Coordinator did collect data and held an Analysis Committee in September 2016, which highlighted datasets from January to June 2016. Participation in this Analysis Committee was weak, and its recommendations technical and weak. The observatory team is considering ending its technical assistance in this observatory is no longer under general assistance under Components 1 or 2 of the CVPP, and the municipality lacks overall capacity to manage the assistance being provided under the observatory initiative. Sensuntepeque The Sensuntepeque observatory has become one of the projects’ most committed observatories. During the reporting period, the observatory held several Operations and Analysis Committees. Moreover, the mayor and members of the municipal team showed interest in the observatory and have been working to implement its recommendations.

The observatory had its first Analysis Committee in February 2016, in which datasets for July to Septembers were presented. Recommendations form this committee include:

 PNC and CAM need to articulate and coordinate efforts to make patrols more effective, especially in zones affected by crime and violence.  The municipality should request assistance from the Public Defender’s Office, which counts with psychologists that can support domestic violence victims.  The municipality should carry pout public awareness campaigns to prevent theft.  The municipality and GOES institutions should carry out sexual education campaigns for boys and girls to prevent teen pregnancies.

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In May, another Analysis Committee took place, showcasing datasets for the January to April timeframe. Recommendations from this committee include:

 PNC should improve datasets provided to the observatory.  MINED should provide data on student dropout rates to further study this problem.  PNC proposed assisting with summer schools and carrying out other prevention programs, as requested by the observatory.

In July, an Analysis Committee was held, covering datasets for April to June. Recommendations from this committee include:  PNC requested MIND provide additional information of student dropout causes to determine nexus to teen pregnancies.  Study further injury victim profiles to determine what actions can be taken to prevent these from taking place.  Stimulate among the population culture of reporting crimes.  Include threats against life as one of the incidents monitored by the observatory.

Ilobasco The project team began to assist this observatory in October 2015. While some Operations Committees did take place, the Observatory Coordinator, unfortunately, has been slow to coordinate efforts with GOES institutions; showed no interest during a workshop held by the CVPP IT specialist to train observatory members on how to upload information onto the online database; and has shown even less interest moving forward with the observatory methodology after CVPP interventions. The project team is currently trying to determine whether to continue providing assistance to this observatory. Concepcion Batres This observatory held several Operations Committees and overcame several data collection obstacles during the reporting period. Additionally, the observatory Coordinator suffered an accident, which prevented him from exercising his duties. In July, an Analysis Committee took place, showcasing datasets for the months of January to June 2016. The following recommendations were made:

 Request FGR provide data for all incidents being tracked by the observatory.  Request municipal courts provide additional datasets to enrich observatory data collection.  Hold a formal meeting, led by the mayor, to request high school principal provide the observatory data related to student dropout rates and causes.  Identify and discuss issues in surrounding municipalities, and determine whether solutions have been crafted to manage these problems.

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 Develop a gang map to determine where these criminal elements operate.  PNC and MINED should take ownership of gangs trying to recruit youth at public schools.

San Salvador The San Salvador Observatory lay dormant after the election of the new mayor and until May 2016 when, after several informal meetings, staff from the municipality’s Public Space Recuperation and Coexistence Office held a meeting with the CVPP observatory team to formalize technical assistance for the capital city’s observatory. After a presentation from the CVPP team, which included efforts undertaken by the project under the previous mayor, and the route going forward. The municipality assigned an Observatory Coordinator and an assistant. Several other meetings took place to review a work plan designed by the observatory Coordinator with input from the observatory Team. By the end of June, the work plan had been approved as well as data collection sheets for six (6) crime incidents, and four misdemeanors. The CAM Director as well as Municipal Misdemeanors Delegate and Observatory Coordinator participated in a number of meetings to allow the project and capital city to work together. Towards the end of the quarter, the Observatory Coordinator and assistant began receiving training on the observatory methodology. Last, the observatory team presented CVPP’s observatory initiative to leaders of the Municipal Prevention Committee. These members embraced the initiative and agreed to hold Analysis Committees on a quarterly basis. Metropolitan Observatory The reporting period was largely spent working on technical issues related to the development on the online database for observatories under the CVPP. The Metropolitan Observatory Coordinator worked with the Armonico team to address a number of technical items which would make it more feasible and easy to transfer current datasets from the Metropolitan Observatory’s vast incident database (covering 14 municipalities) to the new database.

Having successfully surpassed this phase, the project’s observatory team began working with the Metropolitan observatory Coordinator on a protocol to analyze data on a quarterly basis to support decision making among the many mayors and municipal staff that rely on the San Salvador Mayors Council (acronym in Spanish COAMSS) information system. La Libertad This observatory has received technical assistance from the CVPP at the request of the SolucionES project. To date, there have been changes in leadership within the observatory and only two Analysis Committees were held during the reporting period. The first Analysis Committee took place in June 2016, covering datasets for the months of January to march 2016. Recommendations from this committee include:

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 Promote the reporting of teen pregnancies among parents.  Reinforce parent’s understanding that youth and adolescents have responsibilities and duties.  Communicate with ISDEMU and the municipality’s Gender Unit to obtain additional information on sexual assault incidents.  Promote among ADESCOs the reporting of crime to pertinent authorities.

An additional Analysis Committee was carried out in August to showcase datasets for the months of April to June. Recommendations from this committee include:

 Observatory Coordinator meet with GOES institutions to improve data being reported to the observatory.  Develop a proposal for a public surveillance camera system.  Hold workshops with ADESCOs so they understand the laws that govern sexual assault.  GOES institutions should visit communities with highest incidents of domestic violence.

Conchagua During the first quarter of the Fiscal year, the observatory team held a meeting with the mayor of Conchagua to request he assign an observatory Coordinator and Alternate for the new Conchagua observatory. This assignment took several months and at which point the project team assisted the new Coordinator arrange meetings with GOES institutions to provide data for the observatory. The observatory Coordinator collected data and held the first Analysis Committee in May 2016, covering datasets for the months of January to March. Recommendations from this committee include:

 GOES institutions agreed to develop public campaigns to guide the public in reporting domestic violence.  Hold events in high-crime communities with all GOS institutions to provide help and assistance to those in need.  Use public events held by the municipality to educate the population on different laws.  Request the Municipal Prevention Committee continue to hold activities and event to occupy youths’ free time.  Encourage the development of Local Committees to assist in preventing crime and violence at the community level.

In August, another Analysis Committee was held covering the months of April to June 2016. Recommendations from this committee include:

 The Municipal Prevention Committee and ISDEMU should carry out activities to educate the public on the prevention of domestic violence.  Coordinate GOES efforts in the communities of Torola, Las Tunas and El Tamarindo, where injury incidents are high.

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 The mayor should request Catastro provide municipal and community boundaries to aid in observatory mapping efforts.  Encourage the FGR and IML to participate in Analysis Committee sessions to improve coordination efforts.  GOES institutions visit communities most affected by crime to offer assistance.  Municipal Prevention Committee Coordinator and Observatory Coordinator should meet on regular basis to compare information and other pertinent data.

Ciudad Delgado CVVP’s technical support for Ciudad Delgado began in November 2015, but a proper Observatory Coordinator was not named until February 2016. In March, the observatory team held a presentation to review the observatory initiative and present data collection sheets. This meeting was presided by the mayor and Municipal Prevention Committee Coordinator and others. No Operations Committees took place, but the Observatory Coordinator did collect data, and the first Analysis Committee took place in May 2016, covering datasets for January to March. The following recommendations were made:

 The mayor should request Catastro provide municipal and community boundaries to aid in observatory mapping efforts.  The observatory work more closely with the FGR to ascertain the reason for crimes being committed.  Determine where crimes are taking place in comparison to where Plan El Salvador Seguro is operating.  Promote the reporting of sexual assault to authorities.  CAM and CONNA should work together to assist youth and adolescents.

In August, another Analysis Committee was held, covering April to June datasets. Recommendations for this committee include:  Verify the projected population size of all communities in the municipality.  PNC and CAM should develop a plan to assist with the high numbers of misdemeanors being carried out across the municipality.  CAM and the Municipal Prevention Committee should develop a plan to re-educate the general population and enlist their assistance on solving the municipality’s problems.

Zacatecoluca The municipality of Zacatecoluca has been receiving technical assistance from the CVPP for some time per the request of the previous Vice Minister of Justice and Public Security. After several technical difficulties and a change in Observatory Coordinator, the project’s observatory team was able to present the observatory initiative to the Municipal Prevention Committee and GOES institutions.

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Operations Committees took place starting in January 2016, and the first Analysis Committee took place in June, covering the months of January to March. Recommendations from this committee include:

 More and better GOES coordination is needed to collect data for the observatory.  Public campaigns can be aired through municipal radio to remind listeners not to leave valuables in their vehicles, and to raise awareness among domestic violence victims.  The municipality should work on a campaign to combat theft, and present the campaign to private sector entities.  The municipality should conduct and complete a private study on extortion within the public market, and take steps to eradicate this crime.

In August, an Analysis Committee took place covering datasets for April to June. Recommendations for this committee include:

 Invite the municipal judge and Public Defender’s Office to join the observatory initiative.  The Municipal Prevention Committee should obtain the number of youth between the ages of 14 to 24 that neither work nor study, broken down geographically by communities.  Organize efforts to conduct a municipal-wide census to obtain the correct number of individuals, families, youth, etc. that live in the municipality.

Towards the end of the fourth quarter, a census was completed by the municipality. An Operations Committee meeting was used to validate this information, and to determine true community boundaries and population distribution. Other meetings were being planned to ensure vulnerable communities were mapped using new census data. Additionally, a meeting was being planned between the municipal observatory team and members of Plan El Salvador Seguro to make sure observatory data is shared. Santa Ana The project began providing technical assistance to this observatory in 2014. Assistance was suspended, however, as result of indifference by the former mayor. Finally in November of 2015, the municipality regained interest in receiving technical assistance from the CVPP to strengthen this municipality. After several meetings during the second quarter of FY 2016, the observatory held its first Operations Committee in March.

The first Analysis Committee took place in May, which covered datasets for the months of January to March 2016. Recommendations from this committee include:

 Identify, with georeferencing coordinates, locations of incidents across the municipality to feed the online observatory database.  Identify items stolen on data collection sheets, and also note (where applicable) which private companies were involved in theft incidents.

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In August, another Analysis Committee took place, in which datasets for April to June were shared. Recommendations for this committee include:  Interest youth in productive activities.  Search for programs which provide employment opportunities for youth.  Invite CONNA and INNUVE to the observatory.  Include in data collections sheets whether homicide victims were gang members.  Conduct deeper analysis during following Analysis Committee.  Identify areas with high rates of theft to install video surveillance cameras.  ISDEMU and Municipal Women’s Unit should carry our awareness campaigns in the general public, and also train CAM members.  The observatory should provide the Chamber of Commerce with data derived from the observatory and request assistance.  The observatory should request a municipal-wide arms ban.  The Public Defender’s Office recommends raising awareness among civil servants to improve service delivery.  The PNC would like to utilize information derived from the observatory during press conferences/to answer media inquiries.

3. Violence perception and victimization survey

The observatory team, in conjunction with the UFG, carried out a violence perception and victimization survey throughout six (6) intervention municipalities between July 20 and August 25, 2016. This poll, and its results, seek to provide additional insight for observatory operators on peoples’ thought processes and opinions regarding crime and violence. The results will enhance the work of observatories and provide decision makers with insight into people’s fears and opinions.

A total of 1,470 individuals over 18 years of age participated in the poll in the municipalities of La Unión, Usulután, Zacatecoluca, Ciudad Delgado, Cojutepeque and Santa Ana. The poll has a 90 percent confidence interval. This same survey will be carried out in an additional six (6) observatory intervention municipalities during the next quarter to obtain a larger sample size across the country. Upwards of 86 percent of respondents lived in the municipality for more than five years, have not completed high school and are housed in urban areas. A great majority of respondents also have ties to family members that live outside the country. Perceptions of insecurity. Those surveyed believe the security situation in their municipality has worsened or remained the same, and cite gangs, homicides and extortions as their biggest concerns. Many of them have limited their time in public (for shopping, sports activity, seeing friends, etc.) to avoid being the objects of criminality. Generally speaking, people feel the need to leave the country due to the security situation, especially in Ciudad Delgado, Usulutan and Cojutepeque.

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General victimization. Fear from gangs is also preventing community members from organizing themselves. People feel more vulnerable when they board the public transport system. They also feel insecure in parks, and streets. In general, people feel safest while in their homes. Streets, parks, soccer fields, bus stations and municipal markets were identified as places rife with conflict. General Coexistence and public norms. Respondents felt problems are more likely in public streets, parks and city squares (plazas). Municipal markets also present conflict, especially in the municipalities of Usulutan, Santa Ana and Cojutepeque. Soccer fields and bus stations are also areas of conflict. Cemeteries and recreational centers, however, are places of relative peace. When asked what kind of issues cause conflict in public, respondents felt street vendors blocking the walkway; cars, bicycles, and motorcycles blocking streets and walkways; and garbage, waste, and construction materials on walkways create obstacles. Respondents also felt aggressive behavior between individuals, loud music, and socially unconscious drivers affect the manner in which communities interact. Community organization. Overall, there is no interest by respondents to join a community organization. This is especially true in Zacatecoluca and Ciudad Delgado. Sports committees are not attractive to respondents; and few youth, women clubs/groups exist at the community level. Notwithstanding, Churches and religious groups have by far the largest organizational capacity at the community level. Respondents also said sports matches are places more likely to convene community members. Additionally, peaceful conflict resolution activities do not take place. Zacatecoluca, however, was reported as the municipality where more community organization meetings take place, and where most municipality-community coordination meetings take place. Overall, respondents graded crime and violence prevention programs being implemented by municipalities “good” and “useful”. Institutions and reporting crime. Overall, respondents felt, municipalities, MJSP/PRE-PAZ, PNC, MINSAL CAM, CONNA/ISNA, MINED, ISDEMU, and military forces do a good job.

On the other hand, respondents answered they generally do not report a crime. When asked why they do not report crimes, responses included: fear of being identified by criminals, and institutional inefficiency (corruption). When crimes are reported, however, people turn to the PNC and FGR.

This poll will assist Municipal Crime and Violence Observatories improve datasets and identify reasons for social behaviors and causes of conflict. Overall, results confirmed much of what the project team expected responses to be.

1.3.3 Interconnect Municipal Crime Prevention Observatories with a National System Complete with Standardized Indicators

The project is moving closer to achieving this important objective. Once the online database is launched publicly in the next quarter, project leadership is expecting to meet with the Vice Minister of Social

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Prevention to discuss the creation of a National System within the Ministry of Justice and Public Security able to receive and analyze municipal observatory datasets for greater use by the National Civilian Police, the Ministry of Justice and Public Security, the Salvadoran Institute for the Development of Women, the National Citizen Security Council, the Subcommittee on Prevention, the Plan El Salvador Seguro team within the Salvadoran presidency, and other state actors who carry out crime and violence prevention activities throughout the country.

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Sub-Activity 1.3 Indicator and Target Update

R. 5. Methodology for establishing and managing Municipal Crime and Violence Prevention Observatories is developed and published in conjunction with GOES.

IND 5.1 Target: 100% development of a methodology to establish and manage Municipal Crime and Violence Prevention Observatories (MCVPOs)

Result to date = 100% the methodology has been completed

IND 5.2 Target: 10 Municipal Crime and Violence Prevention Observatories (MCVPOs) using established methodology

Result to date = 20 municipalities are using the methodology: 13 observatories created, and 7 being strengthened.

R.6. A minimum of 10 new Municipal Crime and Violence Prevention Observatories (MCVPOs) are established with contractor assistance.

IND 6 Target: 10 USG-supported municipalities have established observatories

Result to date = 13 municipalities established observatories (Cojutepeque, La Unión, San Vicente, Usulután, Conchagua, San Pedro Perulapan, Suchitoto, Nahulingo, San Antonio del Monte, Acajutla, Concepción Batres, Sensuntepeque and Nejapa).

R.7. 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.

IND 7: 9 USG-supported municipalities are making decisions based on information generated by Observatories

Result to date = 9 municipalities making decisions (San Vicente, La Union, Cojutepeque, Concepcion Batres, Conchagua, Zacatecoluca, Panchimalco, Sensuntepeque, and Usulutan).

R.8. A minimum of 7 existing Municipal Crime and Violence Prevention Observatories (MCVPOs) are strengthened with contractor assistance.

IND 8 Target: 7 existing Municipal Crime and Violence Prevention Observatories strengthened with USG assistance.

Result to date = 7 MCVPOs are being strengthened: Metropolitan, San Salvador, Ciudad Delgado, Santa Ana, Sonsonate, La Libertad, and Zacatecoluca.

59 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

COMPONENT 2: MUNICIPAL-LED, COMMUNITY-BASED CRIME AND VIOLENCE PREVENTION

Component 2 of the USAID Crime and Violence Prevention project had another very intense and rewarding Fiscal Year. The Component continues to work with 12 Base Period municipalities, and during the latter half of the reporting period, began interventions in an additional eight (8) municipalities for the Option Period. These interventions included a baseline survey to ascertain populations’ perceptions on crime and violence, and other relevant issues; and an Observation Trip to Colombia from May 11-18 for six (6) Option Period mayors to the cities of Bogota and Medellin. The trip included two mayors from the Base Period and the Vice Minister of Social Prevention. During the reporting period, Component staff continued to implement a number of prevention tools, which are proving successful, positive and life changing for its beneficiaries at the municipal and community level. Some of these tools include Outreach Centers, of which there are now 106 across the nation in 19 municipalities (the project inaugurated 30 Outreach Centers in the last six months alone); 19 Municipal Violence Prevention Centers; 10 Municipal Vocational Training Centers; nine (9) Microsoft Image Academies; and five (5) public space recovery projects. Furthermore, the Component received Municipal Council passage of a total of 11 Municipal Prevention Policies in the municipalities of: Conchagua, La Union, Usulután, Tecoluca, San Vicente, Ilobasco, Cojutepeque, Panchimalco, Quezaltepeque, Nejapa, and Acajutla. These policies provide the framework for coordinating crime and violence prevention programming and activities between the municipality and GOES institutions, as well as encourages all local and national actors to place technical and financial resources in zones being affected by crime and violence in these high-risk municipalities. In this same manner, Component 2 staff continued to institutionalize crime and violence prevention methodologies by training a total of 1,640 members of Municipal Prevention Committees and ADESCOs on the National Strategy for Violence Prevention and other prevention tools across 20 municipalities since the inception of the training program in 2015. These trainings, along with the establishment of Municipal Prevention Policies highlight some of the work being carried out by the CVPP to ensure its methodologies and initiatives are institutionalized and remain active well after the project ends its interventions in March 2018. Last, the project´s civil society partners continued, and is some cases finalized, implementation of crime prevention initiatives tied to the Component´s 12 Municipal Crime Prevention Plans. These partners and actions include:

 Fundación Iris strengthened Municipal Conflict Resolution Units and community capabilities;  CESAL and Fundación Innovaciones Educativas Centroamericanas (FIECA) developed and strengthened community mentor programs to help vulnerable youth;  The Universidad Dr. José Matías Delgado established and strengthened municipal volunteer units;

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 Asociación Jóvenes Contra la Violencia El Salvador (AJCVES) established chapters in select municipalities;  Asociación Bambú worked with women actors to prevent domestic violence;  FUNDASALVA implemented a vulnerable youth resilience program to combat the abuse and dependence on illegal drugs; and  Las Dignas carried out domestic violence prevention programs in remaining municipalities not covered by Asociación Bambú.

Narratives on the work conducted by these NGOs and foundations are noted in the following pages. Despite many political, local and internal hurdles, Component 2 continued to innovate and produce quality programming that has changed the face of communities and youth. Members of this special team are proud of their accomplishments and are currently fine-tuning tools under six (6) strategies to bring the same level of success to Option Period municipalities.

The following sections will highlight work under each of the strategies for the current period under review.

Sub-Activity 2.1: Selection of 20 municipalities and establishment of 20 new Municipal Crime and Violence Prevention Committees

The selection of 13 municipalities for the Base Period (2013-2016) was completed in June 2014 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. Project staff continued to work in a total of 12 Municipal Prevention Committees (not including San Antonio del Monte) during the Fiscal Year to restructure and strengthen local capacity. Many of the accomplishments and tools implemented have been noted in the Executive Summary and in the beginning paragraphs of this Component. The project will end its intervention in these 12 municipalities in December 2016. For the Option Period (2016-2018), the Government El Salvador requested initially that USAID assist with the Plan El Salvador Seguro in the municipality of Ciudad Delgado. Accordingly, Component 2 begun to implement its initiatives in Ciudad Delgado in November 2015. A Municipal Violence Prevention Center was launched in December 2015, followed by the launch of five (5) Outreach Centers in June 2016. In the first quarter of FY 2016, Component 2 was asked to pre-select (through an application process) an additional eight (8) new municipalities, which would become part of Component 2 under the Option Period. Chosen municipalities were vetted through USAID and the Vice Minister for Social Prevention, and included: Ahuachapán, Apopa, Ciudad Delgado, Santa Cruz Michapa, Cuscatancingo, Mejicanos, Olocuilta, and Zacatecoluca. These municipalities met the same criteria established under the Base Period, to include being top of the list in national homicide rankings (per the PNC), and being in the first phase

61 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. of Plan El Salvador Seguro. The 100 most violent municipalities, using PNC rankings from January-October 2015 During the second quarter of FY 2016, Component 2 finalized its selection process, and began working with mayors, members of Municipal Councils, and communities to begin the “heavy lifting” of implementing close to 40 crime and violence prevention tools at the municipal and community levels. It is important to note that municipalities selected under Component 2 for the Option Period include: Ahuachapán, Apopa, Ciudad Delgado, Santa Cruz Michapa, Colon, Mejicanos, Olocuilta, and Zacatecoluca. The municipality of Cuscatancingo was replaced as result of an impasse with the mayor and his team of advisors. Please note that in addition to working full time in 12 municipalities, Component 2 also held introductory presentations with mayors, Municipal Councils and Municipal Prevention Committees to explain the project and its strategies; worked to create Municipal Diagnostics and Municipal Prevention Plans, negotiated Municipal Prevention Plan budgets and leverage; and ventured into communities to work with ADESCO leaders to identify locales for Outreach Centers. The following pages will detail this Component’s many areas of work during the Fiscal year to achieve impressive results for youth and communities across 20 municipalities. The below table highlights Municipal Prevention Plan budgets approved during the reporting period for Option Period municipalities.

Approved Municipal Prevention Plan Budgets

NGOs/Churches/ Total CVPP Grant Municiapality Municipality MPC/Communities/ Municipality Private Amount Cash In-Kind Others Sector/Others Ahuachapan $445,358.40 $202,900 $78,160 $158,500 $114,000 $998,918.40 Apopa $604,645.44 $275,300 $74,660 $204,500 $142,000 $1,301,105 Mejicanos $477,230.08 $224,300 $72,760 $171,500 $113,500 $1,059,290.08 Olocuilta $433,528.40 $201,300 $70,910 $156,500 $113,500 $975,738.40 Santa Cruz $362,486.72 $177,700 $57,260 $132,500 $103,000 $832,946.72 Michapa Ciudad $500,000 $233,000 $49,000 $177,000 $74,500 $1,033,500 Delgado $924,918.40 Zacatecoluca $455,358.40 $202,900 $74,160 $109,500 $83,000

Colon $80,496 $30,000 $33,860 $38,500 $4,000 $179,856 Totals $3,359,103.44 $1547,400 $510,770 $1,148,500 $747,500 $ 3,912,377.92

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Sub-Activity 2.2: Development of Municipal leaders´ and community members´ capacity for prevention, planning, implementation and analysis

Strategy 1: Creating Conditions for Sustainability - We are Able to Protect Ourselves The following section denotes the work being carried out by Component staff, in-house consultants, and NGOs to support municipalities through a number of tools and programs that aim to strengthen Municipal Prevention Committees and ADESCO’s; develop and strengthen municipal units that aim to empower youth, women and adolescents; and promote Municipal Prevention Centers, and literacy programs for vulnerable youth. A total of 11 tools under this Strategy have been implemented across 12 municipalities. The below table highlights which of the tools under this Strategy are being implemented by the CVPP team or NGO partners. Important note: In the following pages, a brief narrative describes the work undertaken by above mentioned actors. Complete quarterly reports and final reports for all NGOs under grant and consultant(s) can be found in the CVPP Grants Office. Narratives contained in this section are summaries of the actions undertaken to promote initiatives.

Strategy 1 Prevention Tools Phase 1

Length of NGO Grantee Performance Period Strategy Tool Grant Status (if applicable)

Base Period Complete Approved and under MPCs and Municipal staff Option Period 1 implementation by N/A Strengthening Ongoing CVPP Component 2

Under implementation by CVPP 2 Municipal Observatories N/A Ongoing Component 1

ADESCO Strengthening Implementated by 12 months 3 Awarded and completed FUNDAMUNI (completed)

6 months 4 Municipal Prevention Policies Awarded and under CODEIN

implementation

Approved and under 5 Municipal Prevention Centers N/A Completed implementation

12 months Development of Municipal Implementated by 6 Awarded and completed (Completed) Volunteerism Univ. José Matías Delgado

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Length of NGO Grantee Performance Period Strategy Tool Grant Status (if applicable)

Implementated in Zone 1 by CESAL and in Zone 2 by Development of Community 15 months 7 Awarded and Completed FIECA Mentoring (Completed)

Implementated in Zone 1 by FUNPRES and in Development of Conflict Resolution Awarded and in the process of Zone 2 by 18 months 8 Units cllosing Fundación Iris (Completed)

Strengthening Children, Implementated in Zone 1 by Adolescents, Youth and 12 months 9 Awarded and compleed CESAL and in zone 2 by (completed) Women’s Units Bambú

Development of Literacy 10 Approved and under Ministry of Education 8 months Units implementation

Revision of Municipal Scholarships 11 N/A N/A 9 months Policies

Some approved others in the Municipal Prevention Committee 12 process of submitting proposals CMPVs Ongoing Strengthening to USAID

Strengthening of Municipal Prevention Committees, key municipal Staff and ADESCOs

During the beginning months of the CVPP, and well into late 2014, project staff worked to develop a training program to strengthen the back bone of what would eventually become the clearing house for all actions to be undertaken by the project at the municipal and community levels. Reference for this effort was the National Strategy for Violence Prevention (acronym in Spanish ENPV), which was drafted and launched in 2010 with USAID support.17 The strategy is at the center of this contract and implemented through Components 1 and 2.

To support in the implementation of the ENPV, the CVPP decided to support the centerpiece of the strategy by supporting the creation and strengthening of Municipal Prevention Committees (acronym in Spanish CMPV). The training plan designed for this purpose included a total of 12 workshops for members of Municipal Prevention Committees and ADESCOs. The plan seeks to first, enhance

17 The ENPV was updated and re-launched in February 2014. This new version was also adapted with the technical assistance of the CVPP.

64 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. knowledge and understanding of the ENPV; second, promote the use of crime and violence prevention tools; and third, provide participants with tools to coordinate and articulate efforts within municipal and community settings.

Additionally, the project sought to highlight the importance of MPCs and Municipal Violence Prevention Centers, and their role in integrating the work of GOES institutions and agencies at the municipal level to provide services and assistance to vulnerable community members and youth.

Training topics for Municipal Prevention Committees and ADESCOs include:

 SWOT Analysis  National Strategy for Violence Prevention  Risk Factors  Prevention Strategies and tools  Gender Equality  Municipal Crime and Violence Diagnostic  Municipal Prevention Plan  Monitoring and Evaluation  Organizational Structure and Functioning of the Municipal Prevention Committee  Annual Operation Plan – Part I  Annual Operation Plan – Part II  Volunteering

It is also important to note that Plan El Salvador Seguro has been worked into the curriculum so all members of Municipal Prevention Committees and ADESCOs from Option Period municipalities understand the breath and importance of this plan currently being carried out by the Government of El Salvador.

The project initiated all interventions with a SWOT analysis of Municipal Prevention Committees. These analysis helped identify strengths and weaknesses that would enable to project team to plan for additional interventions to assist members of Municipal Prevention Committees overcome hurdles.

A number of individuals and institutions participated in MPC strengthening workshops, to include: ADESCO leaders, MPC and OC coordinators, members of the municipality’s Women’s/Gender, youth, sports and employment units; members of the Armed and Naval Forces, and representatives of: INJUVE, ISDEMU, MINED, PRE-PAZ, CAM, PNC and MINTRAB.

As of the end of the reporting period, a total of 1,410 Municipal Prevention Committee and ADESCO members from 12 municipalities participated in workshops begun in FY 2015 on the National Strategy for Violence Prevention and crime and violence prevention tools. During the current, Option Period, a

65 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. total of 1,069 members of Municipal Prevention Committees have participated in similar workshops across eight (8) municipalities.

The project finalized its training plan for Base Period municipalities in December 2015. The below table highlights municipalities, total number of participants, and participants with 16 or more training hours. Please note the numbers shown below cover the current period under review. Tallies for FY 2015 have been provided in previous reports.

Municipal Prevention Committee Participation Tally Total Number of Participants with 16 Hrs. Municipality Participants or more of training Acajutla 85 29 Cojutepeque 123 37 Conchagua 97 24 Ilobasco 106 22 La Union 73 17 Nejapa 69 14 Panchimalco 86 24 Quezaltepeque 87 17 San Vicente 92 21 Soyapango 116 25 Tecoluca 78 19 Usulutan 103 19 TOTAL 1,115 268

Trainings for Municipal Prevention Committees were always started with a Strengths, Weaknesses, Opportunity and Threats (SWOT) analysis to allow the CVPP team to better understand the state of individual MPCs. During these analyses, the project team found weak organization, lack of meeting spaces, no assigned personnel from the municipality, and no work plans or vision. These findings allowed team members to include some of these issues in regular workshops, and also develop extraordinary meetings to address remedies for problems identified.

The initial task for the project at hand was to organize Municipal Prevention Committees. For this purpose, project staff held meetings with members of the MPC to structure the organization and develop an organizational chart. The MPC Coordinator (delegated by the mayor) led the organizational chart and was accompanied by a secretary and coordinating team (group). In many of the MPCs, a number of committees were also created, to include: the committee on institutional organization; the committee on lobbying; the committee on transformation; and the committee on communications. Once established, this leadership team developed an Annual Operational Plan that was used to guide the MPCs actions, and to coordinate prevention activities among all participating institutions.

As workshops got underway, the CVPP implemented a number of prevention tools and programs. MPC member capacity grew substantially, and committees initiated their efforts to strengthen MPCs. During the process, all participants were given exams, which enabled the project to gauge progress. And while

66 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. results were positive, participants acknowledged that workshops on crafting Municipal Prevention Plans and Monitoring and evaluation were “complicated”. Overall, however, participants thought workshops on prevention tools and strategies and risk factors motivated them, and encouraged them to do more for their municipalities and communities.

In most all municipalities similar issues were identified, which may hamper long-term efforts to sustain commanding MPCs. These issues include: lack of MPC financing by GOES or municipal governments; intermittent interest in MPCs from GOES institutions; lack of/changing leadership within MPCs; and low interest by the general population to assist MPCs. At the end of workshops, the project team left members of Municipal Prevention Committees with a list of areas which need additional work. Some of these include:

 Strengthen relationship between the MPC and the municipality  Ensure MPC includes GOES institutions and other local organizations  Strengthen relationship between MPC Coordinating Group and other members of the MPC  Strengthen relationship among members of the MPC

All in all, the project’s work to strengthen Municipal Prevention Committees proved powerful and effective. Mayors and Municipal Councils will have to increase their support of these unique entities to ensure their long-term successes and effectiveness.

On the other hand, the project’s training plan for ADESCOs ended in April 2016. The below table highlights municipalities, total number of participants, and participants with eight (8) or more training hours. Please note the numbers shown below cover the current period under review. Tallies for FY 2015 have been provided in previous reports.

ADESCO Participation Tally Total Number of Participants with 8 Hrs. or Municipality Participants more of training Acajutla 39 23 Cojutepeque 41 16 Conchagua 19 11 Ilobasco 27 8 La Union 24 7 Nejapa 19 10 Panchimalco 10 9 Quezaltepeque 37 19 San Vicente 23 12 Soyapango 16 0 Tecoluca 27 15 Usulutan 13 5 TOTAL 295 135

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Training for ADESCOs differed greatly than trainings for Municipal Prevention Committees. Due to a number of factors not under the control of the project, ADESCOs received only three to five of the 12 workshops. Reasons for this include: limited availability of members of ADESCOs as a majority have full time jobs, poor organization, and lack of interest. Workshops for ADESCOs included: The National strategy for Violence Prevention, Risk Factors, Prevention Strategies and Tools, Gender Equality, and volunteering.

While workshops were stronger for Municipal Prevention Committees than for ADESCOs, a visible, palpable, concrete result of these trainings is the current strength and involvement of members of Municipal Prevention Committees across all 12 trained municipalities. These capacity strengthening sessions have helped shape an important municipal organization, making it capable of managing and coordinating crime and violence prevention programs. Other results include:

 Participants increased their knowledge base on crime and violence prevention strategies and tools  Committees were created within MPCs to address specific issues/concerns  Annual Operations Plans were developed and executed  MPCs coordinated programs and activities from different GOES and local organizations

For the current Option Period, participants in a total of eight (8) municipalities have received four (4) workshops. These workshops included: SWOT Analysis, the National Strategy for Violence Prevention and Plan El Salvador Seguro, Risk Factors, and Prevention Strategies and Tools. Participation has been strong with a total of 1,069 participants across these eight (8) municipalities.

While these interventions are relatively new, members of Municipal Prevention Committees show interest and are adapting to project methodologies and tools. To date, all eight (8) municipalities have been equipped with Municipal Violence Prevention Centers. Accompanying these Centers are a total of 35 Outreach Centers that have been launched in recent months. The project team expects success with its training plan and hopes to leave a respectable number of participants with enhanced capacity and knowledge.

Municipal Violence Prevention Centers

During the reporting period, the project continued to have success with its Municipal Violence Prevention centers. These Centers provide municipal leadership, GOES institutions, community leadership, local organizations and citizens at large, a clearinghouse for problems, concerns, coordination, and planning. Today, Municipal Violence Prevention Centers have become the center of operations for the Municipal Prevention System, which is comprised of Municipal Prevention Centers and the various units that attend beneficiaries.

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As of the writing of this report, the project team had inaugurated a total of 17 Municipal Violence Prevention Centers.

The Centers can be found in all 12 18 Base Period Municipalities and all eight (6) Option Period municipalities. All Centers hold office space for the Municipal Prevention Committee Coordinator and meeting space for the Municipal Prevention Committee; and also contain some or all of the following units, most of which have been developed and/or strengthened by the project:

 Municipal Crime and Violence Observatories works with the Attorney General’s Office, the National Civilian Police, Institute of Legal Medicine and others to collect and develop statistical datasets for homicides, robbery, theft, domestic violence, sexual assault and injuries committed at the municipal level.

 Women, Youth and Adolescents Unit works to assist thee vulnerable populations. Central to the work of this unit are efforts to reduce inequality, reduce homicides and crimes committed against these groups, and promoting their participation in initiatives and programs.

 Conflict Resolution Unit works to solve conflict between individuals in creative ways. The Unit also works to develop community coexistence protocols to help reduce crime and violence at the municipal level.

 Municipal Employment Unit works to prepare and guide youth for job interviews and job placement opportunities. The Unit also pairs qualified youth with local employment opportunities, and references youth to Municipal Vocational Training Centers.

 Sports Unit works to provide youth identity through values through sports programming. Additionally, the unit trains values through sports facilitators.

 Volunteer Unit works to carry out the Municipal Volunteer Strategy, which maps municipal needs and recruits individuals to staff these needs.

In an effort to continue strengthening Municipal Violence Prevention Centers in 11 Base Period municipalities, the project held several conference-type meetings with Municipal Prevention Committee Coordinators and mayors to ensure the sustainability of the model and its units. Other issues of importance to mayors have also been discussed, to include:

 Lack of total awareness of crime and violence prevention programming among members of the Municipal Council

18 This includes all Base Period municipalities except Soyapango where the mayor lost interest in the project halfway through the reporting period.

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 Lack of clarity among some on the proper use of different spaces among Municipal Council Members?  2 ½ years spent by the project to provide technical assistance on the model is insufficient  Maintaining salaries for all members of units

In response to these concerns, the project is developing a Municipal Violence Prevention Center Functions Manual and held numerous meetings, in-situ, to address concerns, questions and other issues that may arise. It is also important to mention that during the last quarter of the reporting period, the CVPP began a systematization of Municipal Violence Prevention Centers to enable both the project and municipalities to have a document that details the roadmap, positive outcomes and lessons learned as result of the implementation of this prevention tool.

Community Mentoring

The project’s mentoring initiative sought to build mentoring networks at the community level. These networks were built by NGOS CESAL and FIECA from February 2015 to May 2016. The work consisted of training leaders at the community level to provide structured relationships of trust and confidence with youth to deliver orientation and advice on personal matters, personal development; and to build individual skills, and help youth make right decisions to reduce vulnerability.

In all, the initiative sought to build relationships among different generations of community members to rekindle hope of new and peaceful communities, possible only when neighbors come together to protect their youth.

CESAL

CESAL carried out their intervention in the municipalities of Soyapango, Panchimalco, Nejapa, Quezaltepeque and Acajutla. Initially, CESAL pledged to train five (5) mentors per community, and ended with a total of 167 (seven more than the agreement stipulated). These mentors included Outreach Center Coordinators and volunteers and ADESCO members. Each mentor pledged responsibility to mentoring five (5) youth.

Additionally, CESAL’s mentoring methodology was shown to members of the Municipal Prevention Committee and municipal staff for a total of 51 individuals. As the imitative progressed CESAL continued to innovate with events and hand craft classes to strengthen mentor-protectee relationships. By the end of the initiative, CESAL was able to grow the number of youth protected by mentors to 527.

Throughout the recruiting, training and follow-up process, CESAL distributed to mentors and protectees: Mentoring Manuals for mentors to keep track of progress; 450 tee shirts and book bags for protectees; and didactic materials for mentors. The project also received a systematization document highlighting the

70 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. process undertaken, a mentoring plan, and a master list of mentors and protecees across all communities being served.

CESAL completed a total of eight (8) workshops to train all mentors. Training modules received by these new volunteers include: Being a Mentor (1 workshops); What a Mentor should Know (5 workshops); and Learning How to Become a Mentor (2 workshops).

As the final evaluation of the initiative took place, CESAL noted changes among mentors. Comparing the baseline study with the follow-up/end of initiative study, CESAL reported:  A female mentor recounted how she never wanted to work with youth “because they are complicated”, but added that CESAL’s training programming helped her see youth as a whole - the good and the bad – and understand that at times youths’ screams or rebelliousness are really a cry for help.  Mentors reported, and were working to, to strengthen protectees’ life abilities as many of them, for various reasons, were not able to attend public schools, or liked schools.  Mentors reported learning the meaning of the word “mentor” which means giving and not expecting everything in return. Overall, mentors see themselves as sources of hope within very difficult communities.

CESAL also recounts a handful of success stories. One included a mentor who is married with children. Notwithstanding her difficult financial situation, she asks her protectees to join her while she washes family clothes at the river; or asks them to join her in making pupupas. During these session, this mother, wife and mentor shares experiences and helps her protectees with problems.

Overall, CESAL provided a positive tool for the many youth currently being protected by this initiative. Having mentors to repeat numerous times: “yes you can”, is important in environments replete with “you’re worthless, you can’t do anything”.

FIECA

FIECA concentrated its mentoring strategy in the municipalities of: Cojutepeque, Ilobasco, San Vicente, Tecoluca, Usulután, Conchagua and La Unión. FIECA’s approach included the identification, training and providing follow-up to all mentors trained.

During the identification phase, FIECA worked hard to honor strict selection criteria for mentors. These criteria included: experience, positive attitude, capable of being an example for youth, open-minded, creative, and a leader.

Once identified, mentors received five (5) workshops to develop mentoring skills. Two workshops were also provided for Municipal Prevention Committees to raise awareness on the issue of mentoring. These

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MPC sessions helped integrate mentoring into MPCs work plan, and to promote mentoring as an effective prevention tool for youth.

By the end of the reporting period, FIECA’s had 259 mentors working and total of 991 protectees registered across seven (7) municipalities. In addition, FIECA had developed, printed and distributed 300 mentor manuals, 300 mentor notebooks, 300 backpacks for mentors, 300 mentor t-shirts, and 300 mentor toolboxes.

FIECA had success in implementing this important tool. In their final report, the NGO reported, however, that work was at times difficult with overwhelming presence of gangs in communities; some adults did not join the initiative fearing gang backlash; and holding group sessions in homes was not always possible due to gang presence.

Strengthening Conflict Resolution Capabilities

Through the implementation of this tool by two NGOs, the project sought to contribute to the peaceful settlement of disputes at the municipal and community level by establishing the Alternate Conflict Resolution Unit in each Municipal Prevention Centers, training municipal officials and community leaders on the wide number of methods used to settle conflict between individuals.

Fundación IRIS provided follow-up to municipalities until September 2016; and FUNPRES ended all interventions in their respective municipalities in February 2016. As of the end of the reporting period, both FUNPRES and Fundación IRIS reported a total of 1,371 Municipal Conflict Resolution users.

Fundación Iris

Fundación Iris had a very successful Fiscal Year implementing its Citizenry United to Transform Conflicts (Ciudadanía Unida para la Transformación de sus Conflictos in Spanish) in the municipalities of: Cojutepeque, Ilobasco, San Vicente, Toluca, Usulután, Conchagua and La Unión. Initially, Fundación Iris had been commissioned to carry out its work from December 2014 to December 2015. The project was very pleased with results and provided an additional grant to conduct follow-up activities from March 2016 to September 2016.

The NGOs work in the December 2015 to December 2016 has been noted in previous reports. Fundación Iris staff assigned to this CVPP effort held numerous workshops to ensure municipalities had technically and tactically proficient conflict resolution agents (also known as Peace Agents under Fundación Iris methodology). Workshops to identify and train these agents included:

 Raising awareness son the peaceful resolution of conflict  Training Peace Agents

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 Training of facilitators for mediation and peaceful transformation of conflict  Initial training for the development of consensus among political parties (provided for Municipal Councils)  Articulating peaceful transfer of conflict  Attentiveness during peaceful transfer of conflict

Fundación Iris reported 639 participants for these training across all seven municipalities being served during initial efforts that ended in December 2015. Sixty-nine (69) of these participants were members of Municipal Councils.

Additionally the foundation requested, and subsequently received, support from the Public Defender’s Office. This important institution, which prides itself on its mediation skills country wide, provided personnel to accompany foundation work during last phase workshops, ensuring mediators managed cases correctly and provided the support needed by opposing parties. Furthermore, the Public Defender’s Office credited a total of 82 participants. These new Community Mediators underwent special training and are now effective mediator across seven (7) municipalities.

Last, Fundación Iris became very creative in the manner in which it promoted publicly Municipal Conflict Resolution Units. These awareness campaigns reached thousands of potential users throughout municipalities and communities. The efforts included:

 1, 2, 3 Por El Sombrero. This campaign traveled to communities with acrobats and jugglers to draw attention. These artists highlighted a common story of conflict between two people, and showed how resolving conflict peacefully helped both individuals. This act was carried out 21 times (three at each municipality) bringing together approximately 4,000 participants19.

 Fotonovela. This video campaign was developed with the help of several universities (Universidad Andres Bello San Miguel, and Universidad Panamericana regional San Vicente) showcasing a conflict between two people who were later assisted by a Municipal Conflict Resolution Unit, which helped end the dispute. The video campaign was placed on social media, and printed for use at universities during conferences and other events.

 Printed materials. A number of printed leaflets were created and handed out by musicians who joined bus routes. Musicians sang positive songs and encouraged individuals in buses to make use of Municipal Conflict Resolution Units.

19 This figure is not substantiated by registration lists, but the CVPP believes it may be authentic gauging from pictures of events.

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 Music video: Hablando se entiende la gente. A music video was recorded with the help of university students and the Ministerio de Alabanzas Santiago Apostol from the municipality of Conchagua. The video highlighted the types of conflicts attended by Municipal Conflict Resolution Units. This video ran on social media, Television and radio.20

The following achievements were reported as result of the trainings carried out until December 2015:

 Peace Agents are responsive to conflict at the community level, making themselves available to mediate disputes  Municipal Conflict Resolution Units signed MOUs with the National Civilian Police and Municipal Judges to assist with Alternate Conflict Resolution  Peace Agents have visited radio and Television stations to promote Municipal Conflict Resolution Units  Peace Agents arranged ,and participated in, other Municipal Conflict Resolution Unit promotion events  Peace Agents assisted municipalities in creating, and passing, Alternate Conflict Resolution ordinances in the municipalities of San Vicente, Ilobasco and La Union  Peace Agents have carried out surveys to determine the types of cases being managed by GOES institutions to determine if Municipal Conflict Resolution Units can assist  Peace Agents have arranged, and carried out, Alternate Conflict Resolution conferences and chats at public schools for parents, religious movements and other local organizations

During the follow-up phase (March 2016 to September 2016), Fundación Iris continued to assist Municipal Conflict Resolution Unit efforts. These efforts included sitting in mediation and providing face-to-face counseling to Peace Agents. At the close of the foundation’s intervention, several success stories came to eth forefront, and so sis positive comments about the prevention tool implemented by Fundación Iris. These comments include:

 Maria Luisa Urbina, Councilmember from Tecoluca: “Workshops are very important because we learn how to face all kinds of problems. Fundación Iris plays an important role for us...I would like to continue learning.”  Miguel Echegoyen, Councilmember from Cojutepeque: “Participation in the workshop on building consensus is very important during this new phase of politics because it allows to raise awareness among members of political parties. The tools and methodology developed by members of the foundation makes it practical to work in a team. Additionally, the methodology allows us to meet other members of the Council and this and develops fellowship.”

20 Clearly only the song ran on radio.

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 Jose Maris Dimas, Mayor of Ilobasco. I have been mayor for 16 years. Due to my schedule I didn’t think it would be possible to stay in these workshops, but I am trapped! I congratulate and thank you for the work being carried out in our municipality.”

One major success story include two families that had grown antagonistic as result of still murky water between both properties. The water had affected the health of infants and adults; and the tension between both parties lead to the abuse of each other’s domestic pets and farm animals. As result of the intervention, both parties agreed to place a long plastic tube to help dirty water deposit elsewhere; respect each other’s animals; maintain mutual respect for one another; and reinforce wired fences.

This is but one of multiple examples of effective alternate conflict resolution playing a key role in maintaining healthy and peaceful coexistence between individuals and neighbors.

Other major achievement by Fundación Iris during the Fiscal Year include:

 Holding awareness workshops for 279 individuals  A total of 137 Peace Agents trained  A total of 84 conflict mediators trained and accredited by the Public Defender’s Office  A total of 69 Councilmembers trained on building consensus

FUNPRES

FUNPRES implemented a number of activities to develop and strengthen Municipal Conflict Resolution Units in the municipalities of: Acajutla, Nejapa, Panchimalco, Quezaltepeque, and Soyapango. The NGO’s work plan included workshops for key sectors of the municipality, and to provide support and follow-up to Conflict Resolution Units once inaugurated.

All Municipal Conflict Resolution Units entrusted to FUNPRES are fully operational, except for the unit in Soyapango, which as of the end of the reporting period had separated itself from the project.

To make these Units operational, Municipal Councils passed Municipal Agreements to institutionalize Municipal Conflict Resolution Units. Additionally, all Municipal Councils reviewed and approved Municipal Conflict Resolution Units’ Procedures Manuals.

Other actions taken by FUNPRES during their intervention, included working with Unit staff to promote Municipal Conflict Resolution Units. Actions under this rubric include: posting flyers throughout municipalities, meeting with Municipal Prevention Committee Coordinators to strategize on ways to promote these units, and visiting different municipal offices and those of GOES representatives to promote units (military representatives, Casas de la Cultura, health units, PNC delegations, etc.).

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FUNPRES also provided follow-up to ensure the arbitration of cases followed their natural path, reviewed Unit folders and cases, and continued to make sure the Public Defender’s Office became involved in unique cases.

Of special note during the Fiscal Year were cases recommended by the municipal judge to the Quezaltepeque Conflict Resolution Unit; the Public Defender’s Office holding a legal fair on mediation in conjunction with the Acajutla Municipal Conflict Resolution Unit; and a second round of mediation trainings for municipal employees, volunteer mediators, two police officers, and one representative of the Social Security office in the municipality of Acajutla.

FUNPRES main achievements during the Fiscal Year include:

 Trained a total of 106 municipal staff to serves as conflict mediators  Trained a total of 128 municipal staff to serves as conflict mediators  Inaugurated five (5) Alternate Conflict Resolution Units  Develop five (5) municipal Alternate Conflict Resolution ordinances  Implemented municipal awareness campaigns to promote Alternate Conflict Resolution Units  Coordinated efforts with Municipal Prevention Committees and other GOES institutions connected to the justice sector  Systematization document

Strengthening of the Municipal Women and Youth, Adolescents and Children Units

This prevention tool sought to strengthen Municipal Women, Youth, Adolescents, and Children Units across all 12 Base Period municipalities. The work was conducted through NGOs Cesal and Asociación Bambú. CESAL carried out its interventions from February 2015 to February 2016; and Asociación Bambú from May 2015 to November 2015.

CESAL

CESAL finalized its plan to strengthen municipal Women and Youth, Adolescents and Children Units in February 2016 in the municipalities of: Acajutla, Nejapa, Panchimalco, Quezaltepeque, and Soyapango. Panchimalco is the only municipality from this group that in addition to a Women´s Unit, also has a Youth, Adolescents, and Children Unit. CESAL worked with Women’s Units to strengthen and expand these Units’ scope, bringing them closer to Municipal Prevention Committees and ensuring community members availed themselves of the services they offer.

Most of the Units under CESAL treatment had only been recently created - the oldest was created in 2009, and the newest of the Units (in Quezaltepeque and Nejapa) were created in November 2014 and January

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2015, respectively. An additional, high hurdle for CESAL’s work was the fact that Womens’ Units receive very little funding

Diagnostics carried out by the association concluded that Womens’ Units do not have a service booth within the municipal building; most units have Annual Work Plans, but no three-year plans; all Units lack the proper number of personnel to sustain and promote these important Units; some Units receive limited support from municipal authorities; and all count with a very limited budget.

CESAL followed its programming schedule after completing all Unit diagnostics and worked to improve Units’ work plans. This work was carried out with eight (8) municipal representatives (7 women and 1 man) and included the development of unit work plans, unit staff manuals, communications plans and risk maps.

An organizational, functionality and procedures manual was also developed for all Units taking into account three key aspects. First, the Constitution of the Republic of El Salvador, which makes municipalities autonomous in all respects – economically, technically and administratively. Second, the Municipal Administrative Career Law, which provides a framework for the hiring of municipal employees, placement of municipal units and other related items. And third, other applicable laws, to include the Law for the protection of Youth and Adolescents and the Special law for a Life Free of Violence for Women. All these elements were taken into account to create this important manual.

Final manuals included a general objective, specific objectives, vision and mission, lines of authority, and advice on its implementation and promoting across municipalities.

In addition, risk maps were created for each municipality under this NGOs charge. To develop these, risk and protection factors were taken into account. Questionnaires were developed and posed questions regarding: dark spaces, dance clubs, saloons, bars, gambling games, abandoned homes, gang presence, areas with high rates of sexual abuse/assault, etc. Likewise, questionnaires asked about the number and location of: NGOs/foundations, schools, parks, soccer fields, green spaces, health centers, etc. With these data points, CESAL was able to create risk maps that covered both urban and rural centers. Both Organizational, functionality and procedures manuals and Risk Maps can be found on file in each of the municipal Women and Youth, Adolescents and Children Units under CESAL’s charge.

Before finalizing their intervention, CESAL carried out a number of promotional events to raise awareness of the existence of these Units at the municipal level. These included:

 Fifteen (15) public events during International Women’s Day, Boys and Girls Day, and International Eliminate Violence Against Women Day  One (1) Conference on human trafficking; one (1) peaceful coexistence day in Quezaltepeque; and two (2) women fellowship walks in Nejapa and Soyapango

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 A total of 5,000 pamphlets, roll-ups, and posters distributed in all intervention municipalities to promote Womens’ Units and Panchimalco’s Youth, Adolescents, and Children Unit

Asociación Bambú

Asociación Bambú ended its intervention in November 2015. The association strengthened Municipal Women and Youth, Adolescents and Children Units in the municipalities of: Ilobasco, Cojutepeque, Tecoluca, San Vicente, Usulután, La Unión and Conchagua. During the last months of 2015, Asociación Bambú held a number of workshops to validate diagnostic finding; socialize risk maps; developed and validated work plans; develop unit manuals; developed communication plans; and held meetings with Municipal Councils to validate all the items mentioned in this paragraph. Last, the Association systematized its work in all intervention municipalities, leaving the project a document that highlights the programming sequences, and best practices.

All the above-mentioned products can be found in the CVPP office.

Strengthening ADESCOs

FUNDAMUNI

From April 2015 to February 2016, FUNDAMUNI implemented a grant to strengthen 76 ADESCOs throughout 12 Component 2 Base Period. The central tenet of the proposal was, first, to strengthen capacities and abilities of ADESCO members to ensure the proper functioning of ADESCOs; and second, to guarantee efficient activity management at the community level. To accomplish this, FUNDAMUNI developed a work plan with four phases.

Phases 1 and 2 were described in the FY 2015 Annual Report. During the remaining months of this initiative in FY 2016, FUNDAMUNI carried out Phase 3 and, finalizing their work at the municipal level. During this phase, ADESCOs participated in five (5) important workshops, which included: legalizing ADESCOs, organizational structure and functioning of ADESCOs, administrative tools, project management, and communicating with the media.

The below table highlights the number of workshops and attendance.

Workshops Received by ADESCOs Date Workshop Participants Total Completed Organizational Structure and Male Female 1 10/4/2015 Functioning of ADESCOs 93 93 186 2 Legalizing ADESCOs 10/17/2015 82 77 159 3 Administrative tools 10/30/2015 64 40 104

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Date Workshop Participants Total Completed 4 Project Management 12/4/2015 112 82 194

5 Communicating with the Media 12/16/2015 24 100 124

Total 214 213 427

By the end of the second quarter of FY 2016, FUNDAMUNI had developed and distributed a Tools Manual which contained legal, administrative, operational and communications instruments to assist ADESCOs.

FUNDAMUNI reports that a large segment of the ADESCO population being assisted had little knowledge of their legal obligations. Not until ADESCO members were trained on the Municipal Code they recognize their rights and obligations as community organizations.

As the FUNDAMUNI work plan drew to a close, Phase 4 came into effect, which included focus groups to determine the effectiveness of the program. Focus groups were held in all 12 municipalities with a total of 224 (124 men and 100 women) participants.

All in all, FUNDAMUNI was able to establish and leave fully operational a total of 55 ADESCOs. The goal set by the project was 73 - allowing FUNDAMUNI to achieve 75.34% of this indicator. All other 10 indicators set in the work plan for FUNDAMUNI were achieved 100%. In sum, 55 ADESCOs are now legally registered and count with accounting books, project profiles and annual work plans. Last, it is important to highlight that due to legalization processes, Municipal Promotion Units and Citizen Participation Units have developed closer working relationships with ADESCOs supported through this initiative.

Overall, FUNDAMUNI reports 55 organized ADESCOs now legally able to represent their communities before municipal leaders, GOES institutions and international aid agencies. As FUNDAMUNI ended its intervention, 24 ADESCOs had developed proposals for initiatives, which would later be presented to different GOES institutions for possible financing.

Municipal Crime and Violence Prevention Policies

The CVPP, through consultant group Consultores para el Desarrollo Integral (CODEIN), began the work of assisting municipalities develop Municipal Prevention Policies, which provide a framework for standardizing the way in which municipalities approach crime and violence prevention programming.

The effort, which began in December 2015, ended in May of the same year. This initiative is being reported under the current period however, due the fact that 11 Municipal Councils passed Municipal Prevention Policies during the last nine (9) months of programming in FY 2016.

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At the outset, CODEIN held informative meetings with Municipal Councils and Municipal Prevention Committees to share CODEIN’s methodology and work plan. Subsequently, focus groups and working meetings were held with members of Municipal Councils, Municipal Prevention Committees and ADESCO and community leadership to discover issues and define core areas of work, strategies, lines of action, and monitoring and evaluation methods. A total of 162 (85 women and 77 men) attended focus groups, and 335 (127 women and 208 men) attended working meetings.

Each policy runs roughly 34 pages, and has as central tenets working in the cultural, situational, instrumental and social arenas of municipal life. The cultural aspect includes organizing and mobilizing society to build values that protect all of society and especially women, youth and adolescents. The situational aspect includes zoning, general planning, taking back public spaces, and providing quality services to residents, enabling cohesion and pride in the municipality. The instrumental aspect covers the development of planning tools and ordinances to better organize municipality functions, rules and regulations. And the social aspect seeks to work in areas of education, health, sports, and jobs creation.

A general outline of each of these policies is included in the bullet points below:

 Strategy 1: Citizen participation and coordination  Strategy 2: Constructing a Culture of Peace  Strategy 3: Modernization and institutional strengthening  Strategy 4: Sustainable and transparent lobbying  Strategy 5: Strengthening development of youth and adolescents  Strategy 6: Holistic strengthening of women

Policies also include sections that discuss: scope, how to apply the policy, key actors, defining themes and legal parameters. CODEIN also took part in the educating and promoting these policies within Municipal Councils and Municipal Prevention Committees to ensure policies’ passage. Copies of these policies can be found in the CVPP office.

The project is very satisfied with the work, especially that all policies (except for Soyapango) were adopted by the Municipal Councils through municipal accords. The policies show a commitment from mayors and councils to continue with the work initiates by CVPP and many of the tools implemented such as Outreach Centers, Vocational Centers and others have been included in the adopted policies. It is now certain that municipalities will institutionalize many of the tools and best practices learned through the CVPP by making them part of the municipal policy framework.

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Strengthening Volunteer Units

This tool has as a goal the development of Municipal Volunteer Units to encourage volunteerism and the participation of the general population in crime and violence prevention activities. This process stimulates individual and group development, and includes a cross-section of the population in municipal activities. Universidad Dr. Jose Matias Delgado The Universidad Dr. Jose Matias Delgado carried out this initiative between June 2015 and September 2016 across all 12 Base Period Component 2 municipalities. To achieve this goal, the University, and the project, selected two municipal officials from each municipality to attend a week-long training seminar entitled Angel Volunteers. These individuals were responsible for promoting the initiative at the municipal and community levels. The course packet designed by the University divided the Angel Volunteers training into five workshops that sought to achieve two main objectives. The first, to provide participants with participatory and strategic approaches (taking into account municipal regulations and codes) to promote volunteerism. And the second, to develop and strengthen the capacities of participants to manage volunteer units. The five workshops placed heavy focus on the following issues: ● Concepts and scope of volunteering ● Principles and values ● Duties and rights ● Code of ethics for volunteers ● Volunteering and NGO'S: humanitarian and international assistance programs ● successful experiences in El Salvador: Volunteer Angels ● El Salvador Volunteer Act ● Human Resources ● Creating volunteer units at the municipal level ● Organization, participation and development ● Citizen Participation ● Coordination ● Gender equality and volunteering ● Community diagnostics to guide the work of volunteers ● Management skills for volunteering: Leadership, Assertive Communication, Teamwork, conflict resolution ● Key elements of the logical framework in the planning and operation of projects ● Monitoring and evaluation ● Project Proposal Graduates of this seminar had to work in teams and submit final products before graduation, which included: proposal to create a Volunteer Unit in participants’ municipalities; analysis of municipal capacities and conditions that favor Volunteer Units; and a community diagnostic. A total of 22 individuals (10 men and 12 women)21 left highly motivated, and received graduation diplomas end of September 2015. Since their graduation, diploma recipients have been working to implement volunteer strategies within their municipalities. Results have not been encouraging, however, as no Municipal Council has taken up Municipal Volunteer Unit agreements for consideration. As a result, the Strategy 1 lead reorganized timeliness and held meetings with different municipal leaders to promote the plans developed by diploma holders. Reasons for lack of engagement with Municipal Councils vary. Some of the workshop participants were moved to other areas of the municipality; municipalities were also without financial resources; and others

21 Only one representative from the municipalities of Pachimalco and Usulután participated.

81 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. were simply on administrative limbo awaiting word on whether they would be kept as municipal employees. An additional reason reported by municipalities for lack of progress son this initiative is their “saturation” with other CVPP initiatives, and lack the funding to see this initiative until its conclusion. In select municipalities, to include: Panchimalco, Usulután, La Union and Conchagua, diploma holders have held a series of volunteer workshops with municipal and community leaders to encourage a formal volunteerism unit at the municipal level. The workshops imparted have focused on the following themes:

 Keys to having a successful volunteer group  Volunteer rules and regulations  Importance of monitoring and evaluation  Teamwork

Through the reporting period, the project continued to engage Volunteer Angels to advance municipal volunteerism units. These efforts, however, have had limited impact in developing a Volunteeers Unit within each municipality.

Literacy Unit

This initiative was launched during the third quarter of the Fiscal Year and is expected to last until December 2016. Its objective is to assist the illiterate population above 15 years of age through workshops that help participants learn to read, write and conduct basic mathematical calculations. The CVPP is carrying out this initiative in conjunction with the Ministry of Education National Literacy Plan across 11 Base Period municipalities.

During the reporting period, the initiative trained and is covering the salaries of a total of 12 Literacy Promoters. These individuals will provide oversight of the program at the municipal level. Literacy Promoters will in turn have 338 community Facilitators who will administer an equal number of Literacy Circles. Literacy Circles are where beneficiary populations meet to learn to read, write and basic math.

As of the close of the reporting period, a total of 1,894 beneficiaries had joined Literacy Circles. This number represents an advance on a pre-established goal to assist a total number of 2,100 beneficiaries. Problems with meeting the pre-established goal include lack of interest, and embarrassment.

National Crime and Violence Prevention Trip

From March 15-17, mayors, members of Municipal Prevention Committees and members of Municipal Councils participated on a three-day national Crime and Violence Prevention Tour that took participants to the municipalities of La Union and Conchagua to witness firsthand CVPP’s prevention tools at work. These two municipalities were selected as they have been able to fine-tune their prevention tools over the past three years under the project’s tutelage.

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During the tour, participants were given a firsthand look at a Municipal Violence Prevention Center, Municipal Vocational Training Center, Municipal Crime and Violence Observatory, Outreach Centers and Municipal Employment Unit. Additionally, participants were able meet with members of the La Union Municipal Prevention Committee and members of the Municipal Council to discuss how the project works, how municipalities provide and report leverage, and many other issues related to the development of volunteer units, and various other initiatives the project has to offer.

Overall, the tour received great marks from participants, and allowed mayors to meet one another and begin developing a type of rapport that will serve their municipalities and communities well for the duration of the Option Period.

Colombia Observation Trip

From May 11-18, six (6) mayors from the municipalities of: Zacatecoluca, Apopa, Santa Cruz Michapa, Olocuilta, Mejicanos, and Ciudad Delgado traveled to the cities of Medellin and Bogota for an observation trip designed to showcase successful programs, initiatives and models for combatting crime and violence in adverse communities.

Joining these Option Period mayors for the observation trip, were Base Period mayors from the municipalities of La Union and Conchagua. These two mayors joined the group to highlight the importance of working across party lines and they both covered their own expenses. They were also present to provide feedback and additional information on crime and violence programming at the municipal level.

The Medellin portion of the trip was arranged by Proyecto SolucionES through la Corporación de Inversion de Medellin y el Area Metropolitana, which briefed the mayors on the manner in which Medellin was transformed from one of the most violent cities in all of Colombia and the world. Briefings included: General planning, the city’s Public Security Policy, and the Security and Coexistence Information System, which is a high-end version of the observatories created in El Salvador. Moreover, trips to Cerro Moravia, public libraries, daycare center, the city’s electric stairs, as well to the city center, showcased projects that integrate physical and social conditions during the planning process to improve communities with defined crime and violence problems.

The Bogota section was organized by CVPP. In Bogota the International Relations Office of the City of Bogota provided briefings on the capital city’s Strategy for Territorial Security, its 100 day plan, and Security and Public Development Plan. Trips to a Culture House, parks, and rehabilitated public spaces helped mayors’ experience positive outcomes that can be reached when communities, municipalities and the central government come together to plan and finance infrastructure projects that are supported by well thought-out programs and initiatives coalesce communities and make territories safer.

At the end of the reporting period, an evaluation meeting was held in the CVPP office to determine the success of the trip. All mayors rated the trip a success and were thankful to USAID for hosting the trip.

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Moving forward, the project will continue to encourage these mayors to implement new ideas, projects and policies, as seen in Colombia, to help combat the crime and violence faced in their communities.

It is important to note that present on this trip was the mayor of Sonsonate, which is assisted by partner USAID project SolucionES. The Vice Minister for Social Prevention was also present along with two USAID/El Salvador representatives, and three (3) CVPP and SolucionES staffers.

Sub-Activity 2.3: Development of Youth Values and Identity

Strategy 2: Promotion of Youth values and Identity - I Love and Respect Myself

Throughout the reporting period, this tool continued to work alongside municipal stakeholders, the Culture Secretariat, and NGOs under this Strategy to coordinate meetings, trainings and other significant events during the year.

Moreover, NGOs continued programming on. The Youth Alcohol Abuse Program was awarded to FUNDASALVA but they decided not to implement due to lack of financial capacity to carry two programs. Moreover, other important tools, like the Creative Paths, Youth Clubs and Youth Philharmonics continued to function during the reporting period. Several programs ended during the quarter, to include the Challenge of Dreaming My Life, the domestic violence prevention program, and the drug abuse prevention program.

The below table highlights the tools under this Strategy implemented by the CVPP team or awarded for NGO implementation.

Strategy 2 Prevention Tools

Length of NGO Grantee Strategy Tool Grant Status Performance (if applicable) Period Zones 1, 2 and 3: Awarded and 12 months Youth Values Through Sports COES completed (Completed)

Zone 1, 2, 3: Awarded and 11 months Challenge of Dreaming My Life FUNPRES completed (Completed)

Awarded. USAID approved Creative Paths-Basic Skills proposed consultants. Currently N/A 11 months under implementation

Youth Clubs Awarded under Implementation N/A 11 months

Youth Against Violence 18 months Youth Against Violence Chapters Awarded and completed Movement (Completed) El Salvador (YAVM/ES)

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Length of NGO Grantee Strategy Tool Grant Status Performance (if applicable) Period

Awarded and under Municipalities Youth Philharmonics Ongoing implementation. Municipalities implementing tool Zone 2: Asociación 10 months Awarded and under Bambú Domestic Violence Prevention Program (extension implementation pending) Zone 1: Las Dignas Drug Prevention Program Awarded and completed FUNDASALVA 11 months (Completed) Youth Alcohol Abuse Program Awarded. Not implemented N/A N/A

Important note: In the following pages, a brief narrative describes the work undertaken by these actors. Quarterly reports and final reports for all NGOs under grant and consultant(s) can be found in the CVPP Grants Office. Narratives contained in this section are summaries of the actions undertaken to promote initiatives.

Establishment of Youth Movement Against Violence Municipal Chapters

Jóvenes Contra La Violencia El Salvador – JCV/ES (Youth Against Violence Movement El Salvador – YAVM/ES)

The Youth Against Violence Movement (YAVM/ES) held a grant from the CVPP which began in February 2015 and ended in June 2016. This movement created a total of eight (8) municipal movement chapters, encouraging youth leadership to prevent crime and violence, and sought to influence local decision makers to establish municipal crime prevention initiatives. Municipalities under this tool included: Quezaltepeque, San Vicente, Ilobasco, Soyapango, Cojutepeque, Tecoluca, Usulután and Santa Ana.

During the reporting period, YAVM/ES continued implementing its Me Activo, Los Buenos Somos Mas program, which allowed youth from different sectors - universities, public schools, Churches, Outreach Centers, and NGOs - to come together, forge relationships and develop proposals to combat violence within their communities.

YAVM held numerous workshops for all its chapter members. These workshops ranged in topics and included: Using Social Networks, Lobbying, and Alliances and Membership. Together these workshops brought together 131 network members from Soyapango, Quezaltepeque, Usulután, Ilobasco, la Union, San Vicente, and Tecoluca.

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Additionally, YAVM held planning meetings for its municipal chapters from the municipalities of Tecoluca, Ilobasco and La Union. These meetings were of great help in ensuring chapter leadership had the tools necessary to build strong organizations. These planning meeting were accompanies by follow-up meetings to ensure the processes were being followed, and by a national, two-day National YAVM Forum which was attended by 76 youth between February 20 and 21.

Last, it should be noted that YAVM has had tremendous success with its Unete, Previeve, Acciona (UPA) campaign (unite, prevent, act), which has seen the presence of 1,451 youth from the municipalities of La Union, Usulután, San Vicente, Ilobasco Soyapango, Quezaltepeque, and Tecoluca.

During the last quarter of programming, YAVM/ES continued to have internal management issues. These issues plagued the movement for the entire latter half of the program, making programming difficult and results tough to achieve. Programming, in the end, did not end as expected with this movement, and as of the writing of this report, the CVPP Grants Office was assisting the movement in closing out its grant.

Building Values through Sports

Comité Olímpico de El Salvador (COES)

The Comité Olímpico de El Salvador (COES) finalized its planned activities in the month of February 2016. Currently, the CVPP is awaiting for a final report from the organization. Products presented by COES included Municipal Sports Diagnostics, a Values Through Sports Manual and training for municipal sports teachers.

Several observations were made to COES’s work product, however, throughout the implementation process. This led to the USAID Director requesting a letter to cite issues with COES. The memo was delivered in August 2016.

Opportunities for Positive Association and Identity

JovenClubs (Youth Clubs)

Youth Clubs, or JovenClubs in Spanish, were designed by the CVP during the Base Period to create identity, provide alternative use of free time, strengthen leadership, and show youths’ commitment to communities.

During the current reporting period, youth continued to identify their interests and organize at the community levels to promote teamwork and companionship among youth. During the second quarter of the reporting period, youth under this initiative participated in a workshop entitled “Compass”, which was designed to develop mission, vision, values, objectives, rules, logos, and sustainability practices across all community Youth Clubs. This step was taken as some of the Youth Clubs have experienced a change in

86 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. membership as result of crime and gangs; change in domiciles; and in some, smaller cases, desertion due to migration to the U.S.

As result of the “Compass” workshop, youth identified the need for, among other things, new equipment. Accordingly, the CVPP began to purchase and deliver new equipment in June. New equipment includes: musical instruments for bands and batucadas; bicycles with accompanying protective equipment; skateboards with accompanying protective equipment; dance costumes; traditional/folk clothing for presentations; items for breakdance; paint and tents. The equipment is being presented to Youth Clubs with the precondition that they must improve overall recruitment and exercise positive leadership within their communities.

As of the writing of this report youth were increasing their organized involvement in communities through cleaning drives, volunteering at Outreach Centers, and supporting the municipality during cultural events.

Many success stories can be found through this prevention tool. One recent story includes Nelson from the community of Fatima in the municipality of Cojutepeque. Nelson’s mother was associated several years ago, and his father entered jail as result of his membership in gangs. Nelson’s loneliness led to depression and carrying on with negative peers who cause trouble throughout the community. After insistence from the Outreach Center Coordinator, nelson agreed to join the Youth Club. Nelson is not only an active participant in batucada session, nut also asked other friends to join him. According to Nelson, the Youth Club helps him forget the sadness and lack of love he feels.

Below, you can find a tally table with the number of youth that are actively participating in the development of Youth Clubs’ in all 12 municipalities.22

Participant Tally for Youth Clubs Municipality Participants Men Women 1 Acajutla 40 14 2 Nejapa 31 16 3 Quezaltepeque 52 11 5 Panchimalco 49 41 6 San Vicente 62 18 7 Tecoluca 56 22 8 Usulután 61 22 9 La Unión 76 12 10 Conchagua 65 39 11 Cojutepeque 61 51 12 Ilobasco 32 41

22 All Component 2 municipalities, except San Antonio del Monte.

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Sub Total 585 287 Total: 872

Below you will find a table with the types of Youth Clubs found in each of the communities.

Municipality Community Club

Acajutla Acaxual Batucada Acajutla Las Atarrayas Bicycle Acajutla San Julián Bicycle Acajutla Metalío Balastrera Typical Dance Cojutepeque Reparto Las Alamedas Batucada Cojutepeque Cantón Cujuapa Batucada Cojutepeque Colonia San Antonio Batucada and Dance Cojutepeque Cantón El Jiñuco Modern Dance Cojutepeque Colonia Cerro de Las Pavas Modern Dance Cojutepeque Colonia Vista al lago Modern Dance Cojutepeque Colonia Fátima Music and Song Cojutepeque Colonia Vista al lago Painting Conchagua El Pilón Band Conchagua Conchagua Centro Break Dance Conchagua Las Tunas Modern Dance Conchagua El Farito Modern Dance Conchagua Huisquil Belén Modern Dance Conchagua La Metaza Skate Board Conchagua Huisquil Theater Ilobasco Cantón Azacualpa Modern Dance Ilobasco Colonia Miranda Modern Dance Ilobasco Cantón Las Huertas Modern Dance Ilobasco Cantón Los Llanitos Modern Dance Ilobasco Caserío Agua zarca Modern Dance Ilobasco Colonia El Milán Modern Dance Ilobasco Colonia El Alcaine Music and Dance La Unión Barrio El Centro Batucada La Unión La Esperanza Batucada La Unión Agua Escondida Bicycle La Unión Barrio las Flores Bicycle La Unión Barrio San Carlos Bicycle La Unión Condadillo Bicycle

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Municipality Community Club

La Unión El Coyolito Modern Dance Nejapa El Jabalí Batucada Nejapa Las Mercedes Bicycle Nejapa Calle Vieja Modern Dance Nejapa Mapilapa Painting Panchimalco Azacualpa Bicycle Panchimalco El Barrial Bicycle Panchimalco San José Break Dance Panchimalco Monteliz Batucada Panchimalco El Guayabo Batucada Panchimalco El Centro Swimming Quezaltepeque Quezaltepeque Centro Band Quezaltepeque Santa Rosa Batucada Quezaltepeque Primavera Batucada Quezaltepeque Los Torres Camping Quezaltepeque Santa Lucía Bicycle Quezaltepeque Estanzuelas Bicycle San Vicente Brisas del Jiboa Batucada San Vicente Jiboa Batucada San Vicente Cañaverales Batucada San Vicente Santa Elena Batucada San Vicente San Antonio Caminos Batucada San Vicente Achichilco Modern Dance San Vicente Navarra Creative Videos Tecoluca San Romero Muralismo Tecoluca El Milagro Banda Musical Tecoluca San Nicolás Lempa Batucada Tecoluca Nueva Tehuacán Batucada Tecoluca San Cristóbal Batucada Tecoluca La Esperanza Modern Dance Usulután Puerto Parada Band Usulután Altamira Batucada Usulután La Poza Bicycle Usulután La Presa Bicycle Usulután Córdova Camping Usulután San Juan Bosco Batucada

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Municipality Community Club

Usulután El Calvario Modern Dance

Youth Clubs continue to provide a positive space for youth, and the project is hopeful current efforts to replenish materials at these clubs, in addition to adding more formal structure, will make sure the model survives well after the CVPP ends its intervention in December 2016.

Collective Practice of Music

Municipal Youth Philharmonics, Chord Ensembles and Choral Groups

This prevention tool sought to 10 youth philharmonics, and two (2) chord ensembles and choral groups. The end goal of the methodology was to provide youth with an alternative way of engaging life and society through the practice of music. The project continues to implement this tool with the technical assistance of the Culture Secretariat of the Presidency of El Salvador.

More than one year into its implementation, the tool has prompted municipalities to comply with their end of the grant agreement, which contemplated municipalities identifying physical spaces to house philharmonics and chord ensembles. This process was followed by audition music teachers for philharmonics. In the end, 43 directors and music instructors were hired by all municipalities.

With instruments delivered and spaces furnished, youth were encouraged to join philharmonics and chord ensembles. The municipality of La Union was the first to hold classes in August 2015, and recently held a concert in San Salvador to showcase this group’s musical and singing skills. The mayor of Cojutepeque is very proud of her Philharmonic Orchestra “the philharmonic is my presentation card at events.” The Mayor of Acajutla publicly launched the Philharmonic and presented the achivements of the project so far. After the presentation, Alejandro Recinos, a member of the Acajutla Philharmonic from the community of Acaxual told the CVPP COP “I tell my mom that now I don’t need to be on the streets anymore…now I go to the Philharmonic House.”

As of the writing of this report a total of 901 beneficiaries were reported for municipal philharmonics and chord ensembles. Of this number, 43% of participants are girls and 57% boys. The below table provides a breakdown of participation by municipality.

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Municipal Youth Philharmonic Participants

Municipality Participants Men Women 1 Acajutla 42 18 2 Ilobasco 49 35 3 San Vicente 74 96 4 Tecoluca 19 15 5 La Unión 47 42 6 Usulután 85 33 7 Conchagua 20 15 8 Soyapango 25 14 9 Quezaltepeque 50 43 10 Nejapa 24 28 11 Panchimalco 46 25 12 Cojutepeque 58 43 Sub Total 539 407 Total: 946

Classes for youth on a weekly basis vary by municipality. In Nejapa and Tecoluca where only one class per week is held as only chord ensembles are held. In other municipalities with full philharmonics, anywhere from two rehearsals/classes are held in Usulutan, to five in Panchimalco, and ten in San Vicente.

Overall, a total of 149 communities have a presence in these musical groups as result of their children’s involvement with philharmonics and chord ensembles. Parents, family members and friends showed great pride as initial concerts took place in different municipalities. Youth also were proud of their new abilities and achievement.

These concerts are not only a testament to powerfulness of the tool, but also the importance of innovation in the prevention field. Going forward, the CVPP is confident these youth will continue to grow in the safe company of their musical peers, and as result of their new abilities seek shelter in music, school and other worthy activities.

Domestic Violence Prevention Program

This program was begun in September 2015 and is being implemented by Asociación Bambú and Las Dignas y la Colectiva Feminista. The program seeks to create community self-help groups for women to reduce domestic violence across 12 municipalities.

From September 2015 to July 2016, Asociación Bambú oversaw this effort in the municipalities of: Ilobasco, San Vicente, Tecoluca, Usulután, La Unión, and Conchagua. Las Dignas, on the other hand, directed this effort from November 2015 until August 2016 in the municipalities of: Acajutla,

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Cojutepeque, Quezaltepeque, Nejapa, Soyapango, and Panchimalco. Las Dignas requested a three-month extension to finalize programming.

Asociación Bambú

Asociación Bambú finalized their interventions by forming 49 self-help groups capable of assisting woman across intervention communities. These self-held groups were aided by 166 community facilitators that received training to manage self-help groups, motivate and assist women, and encourage new women to join. By the end of the intervention, a total of 569 women had joined self- help groups.

Community facilitators underwent a series of special training sessions before being granted the opportunity to lead self-help groups. These training sessions included the following topics:

 What are self-help community groups and how do they function  Womens’ holistic health  Development of sex and gender  Women’s triple role in society  Domestic violence  Violence in a relationship  Developing Municipal Support Committees and follow-up with municipal leaders and groups  Awareness campaigns during International Women’s Day

In addition, Asociación Bambú, worked with several municipalities to develop Municipal Support Committees for women who form self-help groups. This committee includes representatives from the PNC, ISDEMU, PRE-PAZ and the Municipal Prevention Committee and seeks to provide services and counsel to women who form self-help groups, and to women referred by self-held groups. To date, six (6) Municipal Support Committees have been created, and are meeting monthly.

Moreover a total of 12 awareness campaigns were carried out – two per municipality – to let other women know of the existence of self-help groups and the dangers of domestic violence. Last, the Association crafted and provided a Self-Help Group Manual, which contains the desired profile for future self-help group facilitators; didactic materials for the workshops noted at the beginning of this section; and the methodology for organizing and developing self-help groups.

It is important to note that self-help groups have also been created outside CVPP intervention communities. This phenomenon has taken place as a result of the success had by Asociación Bambú in implementing this initiative. State institutions like ISDEMU and PGR also continue to play supporting roles throughout the municipalities, which Asociación Bambu managed.

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In the Association’s final report, a few success stories were noted. Two of these included the testimony of a self-help group participant, and a second from a self-help group facilitator who said:

“[w]hen one starts as a couple, and because you don’t really know them well enough, you allow yourself to be dominated. But now, no. If he says something I don’t like, that offends, I tell him. I no longer feel that fear. In this respect, the meetings have helped me a great deal.”

“I didn’t accept my son when he touched me, I wasn’t accustomed, but now I can feel him, get close to tell them that I love them, even with my partner….try to understand them because they told us that it’s not about us being more than your partners because we are equal and should share responsibilities. So many of them have…improved and [self-help groups] have helped them…and their family life.”

Las Dignas

Las Dignas y Colectiva Feminista carried out its grant to prevent domestic violence from November 2015 to September 2016. The methodology employed by Las Dignas sought to promote three objectives. First, to carry out awareness campaigns on women’s legal rights on the issue of domestic violence. Second, to develop a methodology to create self-held groups. And third, to strengthen the capacity of women at the municipal and community levels to form and support self-help groups.

Throughout the reporting period, Las Digans did a decent job of creating the necessary pre-conditions to ensure the success of this initiative. This phase included various meetings with municipal and community leaders to discuss the initiative, and request assistance in identifying women to become facilitators for self-help groups.

With facilitators identified, Las Dignas proceeded with a number of workshops designed to educate and ready facilitators for their new role. Workshops for this purpose included:

 Social gender construction  Sexual division of labor  Gender-based violence  Sexual and reproductive rights  Female leadership  Empowerment and autonomy

During this “empowerment phase”, Las Dignas also began to develop a Basic Leadership Manual for Women Leaders. This manual has yet to be completed, and is one of the reason why Las Dignas requested a no-cost extension for their grant (more on this item below).

A total of 62 self-held group facilitators were trained across all implementation municipalities. Within weeks, these new facilitators created 28 self-help groups and reproduced the workshops mentioned

93 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. above 116 times. As of the end of the reporting period, Las Dignas reported a total of 333 women in self-help groups with an average of 67 women per self-help group.

Worthy of mention throughout this process is the help provided by Municipal Gender Units to this effort. These Units served as conduits for identifying facilitators, meeting women leaders at the community level and for creating a working relationship with Municipal Prevention Committees. This initiative, in a very direct way, has strengthened Municipal Gender Units, allowing them to have one additional prevention and assistance tool at their disposal.

As the end of the program period approached, Las Dignas requested a no-cost extension to their grant. Las Digans reported an 80% advance rate and cited numerous difficulties sin the beginning phase pf the project, as well as adverse conditions in the field related to security, and lack of physical spaces that provide privacy for self-help groups.

In sum, Las Dignas has requested additional time to meet the objectives set forth under their grant. Products to complete include: developing and consolidating five (5) Self-help Group Support Committees (one per municipality); carry out five (5) awareness campaigns to promote self-help groups; and finalize the Basic Leadership Manual for Women Leaders. As of the writing of this report, the CVPP was pondering its next step.

Drug Prevention

This initiative was awarded to FUNDASALVA in October 2015 and ended in September 2016. The main goals of this initiative were to improve local actor capacity to build resiliency among young in the area of drug use; develop municipal-wide plans including municipal, GOES and local actors to prevent the use and abuse of drugs; and roll-out awareness campaigns to inform the youth population on the ganders of drug use.

Municipalities under implementation included: Acajutla, Panchimalco, Cojutepeque, Tecoluca, Usulután, Conchagua and La Unión.

During the reporting period, FUNDASALVA continued with resiliency workshops, aimed at making sure youth have the courage to decline drug use in different situations. Workshops were broken down into two sessions. The first on self-esteem and assertive communication and the second on resiliency. A total of 10,907 (5,252 boys and 5,755 girls) youth across 46 public schools too the first session; and 9,220 (4,383 boys and 4,837 girls) participated in the second session.

Additionally, a third workshop was carried out, titled Drugs: consequences, myths, and realities, which was taken by a total of 8,962 (4,132 boys and 4,830 girls) youth from same elementary and junior high schools as the previous course mentioned.

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An impressive 28,723 individuals have attended workshops by FUNDASALVA since January 2016. This is one of the project’s largest show of beneficiaries to date. The CVPP is hopeful these workshops help young people, and others in communities, stray away from drug use.

FUNDASALVSA also continued their workshops to assist parents in helping their children prevent drug use. At the close of the initiative, a total of 3,507 parents participated in these workshops throughout seven municipalities.

The abovementioned workshops were supported by another set of workshops designed for public school teachers that were also carried out in all seven (7) intervention municipalities. A total of 350 teachers participated in these workshops. Here, teachers received training on how to do prevention in public schools. Basic concepts were reviewed:

 What are drugs  Types of and classification of drugs  Primary, secondary and tertiary prevention  Risk factors and protection factors  biopsychosocial addiction model  Initial signs of drug use  Biological , social and psychological consequences of consequences of drug use  The role of teachers on the issue of prevention of drug use  What to do when students use drugs in public schools

To raise awareness on the issue at hand across municipalities, the implementer and the CVPP brought Echale Un Ojo – Keen an Eye on Them marches to all municipalities under this initiative. An estimated total of 4,818 youth, parents and school teachers participated in these marches, which culminated with speeches on the subject by mayors, FUNDASALVA and project staff, as well as local personalities, to include El Cipitio. The end goal of these marches was to raise awareness and highlight the need to work together to reduce drug use.

During the final phase of programming, FUNDASALVA implemented a mural and poster contest across all 46 public schools being assisted by this initiative. A total of 3,160 (1,519 boys and 1,641 girls) youth participated in these contests. First place poster winners received a laptop. Second place winners received a Play Station, and third place winners received a Smartphone.

The project is very pleased with FUNDASALVA’s work under this initiative and is looking forward to replicating this methodology in Option Period municipalities.

Caminos Creativos

Creative Paths, or Caminos Creativos in Spanish, was created by Creative Associates HQs as a tool designed to develop a number of life abilities for participating youth. For this endeavor, the project

95 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. retained the services of two full time consultants who are responsible for implementing this tool in 11 Base Period municipalities. Municipalities inlcude: Conchagua, La Union, Usulutan, Nejapa, Cojutepeque, Quezaltepeque, Acajutla, Panchimalco, Ilobasco, San Vicente and Tecoluca.

Implementation of the tool began in January 2016 with a five day workshop training 25 individuals from all participating municipalities on the use of the methodology they would replicate at the municipal level. CVPP consultant also trained an additional 358 facilitators at the community level to replicate the methodology. By the end of the reporting period, Caminos Creativos had provided this prevention tool to 4,838 (2,059 boys and 2,292 girls) youth across 69 communities.

The methodology allows participants to discuss a number of issues that affect their personal and public lives, to include: responsibility, respect for authority, employability, being a good employee, integrating into family life, and friendships.

Respect for authority and friendships are popular topics. Youth do not realize they too can become authority figures; and have a difficult time understanding how friendships work, and how to maintain positive and long-lasting friendships.

One important factor that has led to the acceptance of this tool is the simple language used to convey difficult subjects during workshops. This has allowed adult facilitators to ease youth beneficiaries through issues that are considered challenging and personal. Moises Palucha, a facilitator from the municipality of Acajutla, says the Caminos Creativos methodology “allows interaction…on a specific issue which is being lived by [the beneficiaries’] families…friends…making it a significant learning experience.”

According to youth beneficiaries, Caminos Creativos has helped view current and future issues under different light. Future issues include “unemployment” and “financial issues”, which are difficult to discuss.

The project is confident this tool will help beneficiaries lead a life with a different outlook. Monitoring will continue through the end of the Base Period, and continue implementation in new Option Period municipalities beginning in the second quarter of FY 2017.

Challenge of Dreaming My Life

The Challenge of Dreaming My Life was designed to assist youth in developing life plans, and to train municipal officials, Faith-Based Organizations and ADESCOs to accompany and help youth in achieving set goals in all 12 Component 2 municipalities. NGO FUNPRES implemented this initiative from April 2015 to June 2016.

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By the end of the reporting period, more than 500 individuals had expressed interest in this tool throughout the nine municipalities. Of that number, 485 (252 men and 233 women) received facilitator training. These four-hour trainings focused on self-esteem and knowledge of self, resilience, leadership, and a final comprehensive session on The Challenge of Dreaming My Life. Also during the first quarter of FY 2016, Challenge of Dreaming My Life manuals were created, edited, approved and turned into Prensa Gráfica, which has since printed 10,000 copies of this manual for use by program participants.

By the end of the reporting period, 8,700 youth (4,220 men and 4,380 women) were assisted by the project’s 485 facilitators. The assistance provided included sessions on construction of a Life Project (all 8,700 participants developed Life Plans), emphasizing the importance the short, medium and long term goals, the importance of projecting life, and finding alternatives to violence. Another of the topics covered included recognizing strengths, weaknesses, opportunities and threats, and finding tools to overcome obstacles in life.

Additionally, facilitators met throughout the quarter during 149 sessions to exchange experiences and discuss how to best interact and improve youths’ lives. These sessions took place in inter-learning spaces created by the initiative. Moreover, an additional nine (9) community leaders form the municipality of La Union requested to become Challenge of Dreaming My Life facilitators.

Through the end, this initiative continued to deliver strong results, allowing numerous youth to re-orient their thoughts, lives and futures.

Sub-Activity 2.4: Development of For My Neighborhood Outreach Centers

Strategy 3: Development of For My neighborhood Outreach Centers - My Second Home

During the reporting Period, the CVPP inaugurated an additional 30 Outreach Centers across six (6) Option Period municipalities, bringing the total to 106 Outreach Centers (OCs) launched during FY 2016.

Prior to awarding the Outreach Centers’ grants, the project team first met with municipal and ADESCO leaders to present the Outreach Center model, and to present an application for the project to determine if the community met basic criteria to hold and maintain and OC. These initial meetings were followed by the development of a budget for implementation of each OC. Following this step, communities were scouted to identify an appropriate place to house OCs. Once locals had been selected, the project team recruited potential OC Coordinators who were interviewed both by the Strategy Team lean and ADESCO leaders.

With these initial processes complete, CVPP prepared and sent USAID OC proposals for approval. Following USAID approval, materials were purchased and locals furnished. Finally, OCs were inaugurated.

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This process has been followed a total of 106 times since the inception of the CVPP in 2013.

During the reporting period, the project held a two-day induction and training session for new Outreach Center Coordinators. During this session, 34 (25 men and 9 women) newly-minted OC Coordinators reviewed everything from What is an Outreach Center?, the OC brand, equipment, support committee structure and responsibilities, to registering and assisting beneficiaries, programming, the role of volunteers, after school study hall, values workshop, and reporting. OC Coordinators came away overwhelmed by the two-day session, but understood these were only the basics, and that real training would take place within their own OCs with beneficiaries.

Outreach Centers continue to provide youth spaces for learning, fellowship and positive reinforcement. Centers are equipped with a computer classroom, board games, a Ping-Pong table, a separate classroom for teaching English and other after school subjects; and a number of daily and weekly activities and clubs that include: religious retreats, sports clubs, Youth Clubs, arts and crafts classes, values and morals workshops, Challenge of Dreaming My Life workshops, and Creative Paths workshops.

The updated table below highlights the total number of Outreach Centers launched, and their inauguration dates. Please note OCs were launched in the municipality of Colon in October, but these launches are being under the current reporting period.

Outreach Center Launches and Totals

Municipality Number of OCs Launch Dates 1 Cojutepeque 7 July 22, 2014 2 Tecoluca 6 July 24, 2014 3 Usulután 8 August 5, 2014/April 2015 4 San Vicente 7 August 20, 2014/March 1, 2014 5 Ilobasco 7 August 22, 2014 6 Conchagua August 28, 2014/October15, 8 2014/December 2015 7 Quezaltepeque 6 September 18, 2014/November 12, 2014 8 Nejapa 4 September 25, 2014 9 Panchimalco 6 September 30, 2014 10 Acajutla 5 October 2, 2014 11 San Antonio del 1 October 2, 2014 Monte 12 La Unión 7 October 16, 2014 13 Soyapango 5 November 18, 2014/December 10, 2014 14 Ciudad Delgado 5 June 7, 2016 15 Olocuilta 5 August 30, 2016 16 Zacatecoluca 4 September 8, 2016

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Municipality Number of OCs Launch Dates 17 Santa Cruz 4 September 16, 2016 Michapa 18 Mejicanos 6 September 29, 2016 19 Ahuachapán 5 Pending 20 Colon 6 Pending TOTAL 106

During the reporting period, the project team held periodic, on-site, visits with Outreach Center Coordinator, volunteers and community partners to analyze results and discuss any issues or items of importance. These sessions also allowed the project team to share best practices, and to make recommendations for improving services and beneficiary experience.

The work of monitoring individual OCs was also assisted by the project’s Monitoring and Evaluation team, which also visited OCs to review attendance lists and provide feedback on data collection mechanisms.

During the reporting period, several Public-Private Partnerships assisted Outreach centers. These included:

 Microsoft Office 365

The project continued to work with Microsoft under the current Public-Private Partnership (PPP) to register 271 OC beneficiaries onto the cloud system. This portion of the PPP has been slow as result of technical difficulties on the CVVP end.

 ALMAPAC

Through the project’s PPP with Almacenadora del Pacífico (ALMAPAC), two Christmas celebrations took place in the Outreach Centers of Acaxual and San Julián in the municipality of Acajutla. These celebrations took place on December 5 and included OC beneficiaries, volunteers and parents. A total of 180 individuals attended these celebrations. ALMAPAC purchased snacks, piñatas, clowns, toys and volunteers for these events.

 FUNDATAMARINDO

With the goal of contributing to crime and violence prevention, FUNDATAMARINDO agreed to inaugurate one (1) Outreach Center in the community of El Jagüey in the municipality of Conchagua. The NGO donated more than $30,000 to equip and inaugurate this OC, which was launched in December 2015.

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 CETEC

Through Centro de Estudios Técnicos en Computación (CETEC), 77 Outreach Center beneficiaries and 96 Outreach Center volunteers received a certification in Microsoft Office. Municipalities include: San Antonio del Monte, Acajutla, Quezaltepeque, Nejapa, Soyapango, Panchimalco, Cojutepeque, Ilobasco, San Vicente, Tecoluca, Conchagua, La Unión and Usulután. Each participant will undergo a total of 32 sessions, each lasting four hours.

 DELSUR

In March 2016, electric company DelSur purchased and provided 24 computers for use by Outreach Centers in the municipalities of Quezaltepeque, Panchimalco, San Vicente and Tecoluca.

 Outreach Center Network

During the program year, the project continued to work with the Outreach Center Network to assist Outreach Centers created under the Alianza Joven Regional initiative. While the project provided office and equipment and resources for the Network to function, lack of vision on the part of its president and executive committee to look for funding sources beyond CVPP made it difficult to continue supporting this initiative. Currently, the CVPP is reviewing this situation to determine next steps.

Outreach Centers have reached a total of 23,430 beneficiaries and boast 926 volunteers. These numbers include Outreach Center beneficiaries and volunteers reported through the Outreach Center Network (acronym ARCDA in Spanish). Currently, 42% of Outreach Center beneficiaries are girls, and 58% boys. During the reporting period, beneficiaries and volunteers spent time on a full buffet of activities and classes that include: computer courses; English classes; music (instruction on singing as playing instruments, including the flute, guitar, bass and flute); activities that center on values and morals; after school tutoring; art/painting, and ceramics; dance, Zumba; and cosmetology. Additionally, and through other Component 2 Strategies, beneficiaries are being included and are joining Basic External Sales Courses for employment with Claro, employment orientation sessions, Youth Clubs, Microsoft Academies, Challenge of Dreaming My Life workshops, philharmonics, and also have access to mentors.

Update on Outreach Centers, by Municipality

This section highlights advances made and issues/problems in individual Outreach Centers. In previous reports, an exhaustive list was provided to the reader on each of the OCs receiving assistance through the CVPP. In this report, however, a brief mention will only be made of OCs if they merit special mention as result of an extraordinary achievement or special problem.

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A summary will also be included at the end of this section in the state of Outreach Centers inaugurated in Option Period municipalities. These include OCs in: Mejicanos, Zacatecoluca, Ciudad Delgado, Santa Cruz Michapa, Olocuilta, Ahuachapán, and Colon.

A complete and detailed report of activities for Outreach Centers can be found in the CVPP office and is available upon request.

Base Period Outreach Centers

Acajutla

Of special mention during this reporting period are three facilitators being paid by the municipality to assist Acajutla Outreach Centers. These facilitators provide training on sports, IT and music. Facilitators begun their work in March 2016, and youth in Outreach Centers of Balastera and San Julian have taken advantage of these additional opportunities being offered by Outreach Centers.

Quezaltepeque

In the month of March, difficulties were reported in the Outreach Center of Santa Lucia due to a visit by USAID’s Inspector General (IG). The visit, which was supposed to be routine, turned into a problem when the individual representing the Inspector General arrived with a police escort. Both members of the PNC and the IG’s office took pictures of graffiti and made derogatory comments about CVPP’s work with observatories.

Subsequently, the Outreach Center Coordinator and ADESCO president were threatened by the local gang for having been, (erroneously so) responsible for the visit.

The CVPP filed a strong complaint with USAID on this issue, and the situation has been calm for several months.

Soyapango

In the latter part of the reporting period, the mayor of Soyapango decided to end support for Outreach Centers. This placed beneficiaries, ADESCOs, Outreach Center Coordinators and volunteers in a very precarious situation. The mayor’s decision placed OCs on notice that local rent and OC Coordinator salaries would not be paid.

This situation led to a number of decisions by USAID, which included retrieving OC equipment from the Guadalupe Outreach Center, and paying rent for three other OCs until financial support from the private

101 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. sector arrives. Additionally, the Outreach Center in the community of Las Margaritas was looted at night by unknown individuals.

Soyapango has five (5) Outreach Centers, and include: Altos de Monte Carmelo, Las Margaritas, Bosques del Río, Río Las Cañas and Guadalupe.

Ilobasco

Outreach Centers in this municipality have reported a high number of beneficiaries leaving the country. The Outreach Center of Miranda, for instance, registered 43 (30 men and 13 women) beneficiaries migrating out of the country.

Additionally, some 37 (21 men and 13 women) have left to live in other communities or municipalities. These numbers were presented to the project by the Outreach Center Coordinator to highlight why assistance was low in this OC. While not official numbers, they do provide insight for the project into movement by youth to other communities, municipalities or countries as result of crime, violence, and lack of opportunity.

Usulutan

In the municipality of Usulutan, the CVPP had two incidents which merit mention. The first involved rocks being thrown by gangs belonging to youth at a project vehicle in the community of Cocal. The second, more serious incident involved a weapon being pointed at the project’s Field Officer in the community of Altamira.

Unfortunately, the security situation has gotten worse since January. As a result of these incidents, CVPP staff have been prohibited from returning to these Outreach Centers. All issues are managed via email and phone with these Centers.

Consequently, violence (as mentioned earlier) diminishes the number of beneficiaries that make use of Outreach Centers.

Option Period Outreach Centers

Zacatecoluca

The municipality launched its four (4) Outreach Centers in September 2016. Communities identified for intervention under Component 2 include: Liévano, Espino Arriba, Espino Abajo and Esperanzas. While few in number, Outreach Centers are being enjoyed by beneficiaries and youth.

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Of special note for this municipality is the mayor’s keen interest and involvement not only in Outreach Centers but also in the MPC and other tools being implemented throughout the municipality.

Olocuilta

Five (5) Outreach Centers were launched in this municipality in August. To date, Outreach Centers have shown a good start with acceptable inscription.

Ciudad Delgado

Ciudad Delgado was the first of the Option Period municipalities to receive Outreach Centers. These centers were launched in June, and have had a special place in the Place-Based Strategy being promoted by USAID and GOES through Plan El Salvador Seguro.

During the reporting period, Ciudad Delgado Outreach Centers also hosted a number of visits from State Department and USAID staff. This municipality has been attractive for visitors as it is the first Plan El Salvador Seguro municipality. Visitors came away with very positive feelings on the Outreach Center model and praised the OC model for

Ahuachapán

Five Outreach Centers were launched in the municipality of Ahuachapán. Communities included in this effort are: La IVU, Las Vines, La Labor, Los Girasoles and El Carmen. Outreach Centers are operating magnificently in this municipality.

Mejicanos

A total of six (6) Outreach Centers were recently launched in this municipalities. Currently, the communities of Bethel, Conacastes, Escalante, Santa Rosa, Buenos Aires and Argentina have OCs, which report good number of beneficiaries enrolling.

One issue did come about at the Outreach Center in the community of Buenos Aires where an ex -gang member was shot close to the Outreach Center. The OC was closed for a day while the Deputy Chief of Party, Strategy 3 lead and ADESCO leaders met to discuss the incident. Outreach Center beneficiaries were not, and are not in any danger. The incident involved gangs.

Santa Cruz Michapa

Four (4) Outreach Centers were inaugurated in September. This is the smallest municipality for Component 2, but one that has the most beneficiaries of any of the new Option Period municipalities.

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Outreach Centers were launched in the communities of: Las Delicias, Rosales, Buena Vista and Santa Clara.

As of the writing of this report, the mayor showed interest in opening more OCs.

Colón

This municipality was the last to launch Outreach Centers (which occurred during the writing of this report, but after the reporting period), bringing the total of OCs to 112 for the CVPP. In October, OCs were launched in the communities of: Nuevo Lourdes, Villa Lourdes, Campos Verdes, Villa Madrid, Las Moras and Lourdes Centro-Sur. To date, all OCs are operating normally and OC Coordinators are working to increase OC beneficiary registration.

A full and detailed report on the state and success of Outreach Centers can be found in the CVPP Office.

Sub-Activity 2.5: Strengthening of Vocational Skills and Employment Opportunities - There´s a Dignified Job for Me

Strategy 4: Strengthening of Vocational Skills and Employment Opportunities - There´s a Dignified Job for Me

During the reporting period, Strategy 4 continued to play an important role at the municipal level through the many tools it employs: Municipal Employment Units, Municipal Vocational; Training centers and Microsoft Imagine Academies.

At the close of FY 2016, Strategy 4 assisted vulnerable youth in obtaining a total (cumulative) of 901 formal employment opportunities. CLARO Corporation provided a total of 153 employment opportunities, while CVPP’s 10 Municipal Employment Units provided a total of 748. Additionally, since January 2015, a total of 4,664 youth have received job orientation session from CVPP and Municipal Employment Facilitators.

The tools under this Strategy are being implemented by a combination of actors: INSAFORP, Municipal Employment Facilitators, Microsoft and municipal actors. Tools under this strategy included below.

 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

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1. Municipal Vocational Training Centers

During the reporting period, the project continued to provide assistance and follow-up to the 10 Municipal Vocational Centers (dubbed Centros Municipales de Formación Vocacional FORMATE in Spanish) in the municipalities of: Acajutla, Panchimalco, Usulután, Ilobasco, San Vicente, Conchagua, La Unión, Cojutepeque, Nejapa, and Tecoluca.

Municipal Vocational Centers are Centers which assist vulnerable youth by providing vocational training opportunities. The various training options offered at each Center are unique to each setting and based on Municipal Labor Demand Diagnostics carried out by CVPP partner INSAFORP in November 2014.

Through these Centers, the CVPP, INSAFORP and the municipality tackle three specific Risk Factors identified by the project: limited access to formal and informal education, lack of quality education, and lack of employment opportunities. Vocational trainings ensure vetted youth are properly trained and prepared for future employment opportunities.

During the last two quarters of the reporting period, Municipal Vocational Training Centers provided a total of 68 vocational courses. In this same time period, a total of 1,152 youth registered for courses in these Centers - an average of 17 per course - and 1,089 graduated. Courses ranged from international cooking to cellular phone repair, air condition unit repair, household electric wiring, tourist guide, and outboard boat motor repair. Since their inception in 2015, Municipal Vocational Training centers have benefitted a total of 1,821 youth. Centers have an average of 94% graduation rate.

1,821 youth have participated. INSAFORP has invested approximately $231,000 in trainers and training materials for these vocational courses.

2. Continuing Relationship with INSAFOPR

During the reporting period, INSAFORP carried out an audit of each of the project’s 10 Municipal Vocational Training Centers. The audit, which is routine and necessary for internal compliance purposes, found some technical equipment missing from these Centers. To ensure beneficiaries continue to receive the best vocational training possible, CVPP responded by replacing all missing equipment. Equipment was replaced on September 12. INSAFORP was supplied with a list and photographic memory of items delivered.

Furthermore, the project assisted INSAFORP staff carry out 10 focus groups with Municipal Vocational Training Center FORMATE. These focus groups were carried out to measure the level of satisfaction and success achieved by these Centers. Focus groups took place between September 5 and 9 with a total of

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278 youth. While official results are to be expected from INSAFORP in October, the project is certain results will be positive.

During the same timeframe, project leadership also carried out meetings with INSAFORP to enlist their assistance in providing technical assistance for the eight (8) Municipal Vocational Training Centers the project expects to inaugurate during the Option Period (2016-2018). As a result, INSAFORP staff carried out Municipal Labor Demand Diagnostics in the eight (8) Option Period municipalities. These diagnostics included meeting with local business owners, and holding focus groups with youth and other sectors to better understand labor demands and supply. These diagnostics took place between September 12 and 26. INSAFORP is expected to present its finding and work proposal to the CVPP in November.

2. Microsoft IT Academies

During the reporting period, the project continued to monitor progress in the nine (9) Microsoft Imagine Academies that have been inaugurated through Public-Private Partnerships between the CVPP and Microsoft’s YouthSpark Initiative in 2014.

The municipalities of: Ilobasco, San Vicente, Tecoluca, Nejapa, Cojutepeque, La Unión, Usulután, Acajutla, Panchimalco have these academies.

Microsoft Imagine Academies are designed to provide students with certifications on fundamental technology skills, which will pave the way for new employment opportunities in different IT sectors in El Salvador and elsewhere. Microsoft trainers are using the Microsoft Official Academic Course (MOAC) and Microsoft Official Courseware (MOC) during instructor-led trainings intended for IT professionals and developers who build, support, and implement solutions by using Microsoft technologies. Academies are delivering a complete learning and teaching framework developed specifically for use in an academic setting.

In all, 2,000 beneficiaries (between July 2015 and July 2017) will receive basic computer training; 1,000 will receive certification as Microsoft Office Specialists (MOS) and 500 as Microsoft Technology Associates (MTA).

 Microsoft Office Specialist (MOS) certification validates mastery of Microsoft Office skills that are valuable demonstrating productivity in a wide range of jobs and other life pursuits. Earning MOS certification proves the ability to use Office applications for on the job needs and provides valuable distinction to help students enter higher education or the workforce. Earning an MTA certification is recommended but not required to pursue higher technology certifications. The project expects to certify 1,000 youth as MOS during this two-year period.

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 Microsoft Technology Associate (MTA) certification validates understanding of basic technology concepts in software development and information technology. Earning MTA certification proves a foundation of knowledge about technology along with the capability and commitment to do entry-level IT jobs. Becoming a Microsoft Technology Associate can give you a strong base to support further learning in computer science or IT infrastructure. The Project expects to certify 500 youth as MTA during this two-year period.

To date, 1,161 youth have attended Microsoft Imagine Academies. Of this total, 773 received certifications in Microsoft Excel and Fundamentals of HTML.

Last, the CVPP commissioned technical assistance for Microsoft Imagine Academies by NGO Fusalmo to ensure all continue to meet Microsoft’s international standards. This technical assistance took place between March 1 and May 31, 2016, and included an evaluation and “refresher” training session. Evaluations were carried out in six areas:

 Application and use of Imagine Academy  Application and use of courses within the Imagine Academy  Application of Certiport Platform  Use and Promotion of Imagine Academy  Administrative management by Academy Director  Live teaching evaluation for Academy Directors  Academy Director special functions assessment  Review and assess course plans

The table below highlights improvement results for all Microsoft Imagine Academies after evaluation:

Microsoft Imagine Academy Evaluations Municipality Initial Evaluation Level Final Evaluation Level Acajutla 41.28% Deficient 88.09% Advanced Nejapa 50.69% Basic 81.86% Advanced Cojutepeque 69.19% Intermediary 98.94% Advanced Panchimalco 49.67% Deficient 78.52% Intermediary Ilobasco 73.16% Intermediary 99.44% Advanced Tecoluca 63.61% Intermediary 96.93% Advanced San Vicente 51.31% Basic 86.06% Advanced Usulutan 38.48% Deficient 95.77% Advanced La Union 51.24% Basic 95.40% Advanced

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After the initial evaluation, a two-day training workshop took place taking into account the needs identified by FUSALMO. The workshop sought to improve Microsoft Imagine Academy Director capacities in all the areas evaluated. Microsoft Academy Directors underwent an intensive session that discussed everything from work plans/lessons plans, and international standards for Microsoft Imagine Academies, to administrative, technical and learning process, evaluations, and physical breakout of Imagine Academies.

As result of the evaluation carried out at the end of the workshop, one (1) Academy Director was suspended, and later replaced as he did not receive an “advanced” rating. The full report on evaluations and training for Microsoft Imagine Academy Directors can be found in the CVPP office.

3. Municipal Employment Units

During the quarter, Municipal Employment Units continued to provide support and assistance for youth throughout 10 municipalities (Quezaltepeque and Soyapango do not have these units). Municipal Employment Facilitators have since January 2015 provided employment orientation sessions for 4,664 youth, assisted youth in developing over 1,500 personal employment records, and assisted youth in obtaining 901 jobs. These units continue to provide support and hope for many youth who wish to advance themselves and their families through employment.

Last, CVPP’s Monitoring and Evaluation Team met with Municipal employment Facilitators to track progress and develop work plans. These session were designed to sharpen both CVPP’s and Municipal Employment Units’ capacity to track and monitor progress. Starting in January, Municipal Employment Unit Coordinators began to utilize a new annual plan designed to usher in more efficient processes that are designed to provide better services for the youth that visit these centers.

Sub-Activity 2.6: Development of Infrastructure for Prevention Situational Awareness

Strategy 5: Situational Prevention - I Enjoy My Community

During the reporting period, the staff leader in charge of this Strategy continued to move forward with the rehabilitation of public spaces within communities. No table is included under this Strategy as all of these actions will be undertaken with the support of the project, municipal/community actors and a Public- Private Partnership.

 Challenge of Dreaming My Community  Rehabilitation of public and recreational spaces  Reduce community risk  Community visual and physical improvement

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The staff lead on this Strategy resigned towards the end of the reporting period. Before doing so, however, the staffer made sure to submit, and receive approval from USAID, for a total of 71 public space recovery projects from all 12 Base Period municipalities. These municipalities include: Ilobasco, Cojutepeque, San Vicente, Nejapa, Soyapango, Tecoluca, La Unión, Conchagua, Panchimalco, Quezaltepeque, Acajutla, and Usulután.

Of all municipalities noted in the paragraph above, 11 Municipal Councils (except the Soyapango Municipal Council) approved municipal financing (leverage) for infrastructure projects. To date, a total of 18 space recovery projects have been completed; and an additional 24 underway. The following quarter will see an uptick of projects underway as the new Strategy lead for this initiative joins the CVPP.

A complete listing of the status pf projects currently underway can be found in the CVPP office.

During the reporting period, the second inauguration of recovered public spaces took place in the municipality of San Vicente where five (5) communities received swing sets, fresh ground, benches, tables and garden areas where youth and community members can gather to play, meet, talk and bond. All five infrastructure projects had a value of $82,823 - $58,100 of this sum was provided through grants from the CVPP, and the remaining $24,723 was provided by the municipality through leverage.

The launches in San Vicente took place after a similar project was launched in the community of Alcaine in the municipality of Ilobasco. In Alcaine, community members and municipality agreed to create a community space, which provides an opportunity for community members, the ADESCO and Municipal Prevention Committee to hold meetings, cultural and recreational activities. In addition, the center provides youth with a space to meet and play games, includes a garden, and plenty of natural light optimizing the number of hours this center can be used.

Total investment for this center came to close to $12,000 ($7,874.15 from USAID and $3,905.77 from the municipality). The municipality of Ilobasco will provide $64,500 for key community improvement projects being contemplated by the CVPP.

In all, the CVPP will spend, on average, $8,000 on each community project; and Grupo del Faro, $25,000. Grupo del Faro, through Public-Private Partnership with the CVPP, will develop graphic and architectural design plans for public spaces located in each one of the municipalities. These plans will lay out designs to improve public areas in a 500-100 square meter space. Each of these graphic and architectural designs will be presented in digital format through Lightbox technology, and via physical format to all 13 mayors.

The project is hopeful that through this Strategy, communities improve public spaces, allowing for more community activities and get-togethers; improve perceptions of security; and dignify communities, making residents proud to live in, and be part of their community.

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Next quarter infrastructure projects in (x number) of communities will be ready for inauguration.

Sub-Activity 2.7: Strengthening Communications and Use of Media

Strategy 6: Communicating Transforms My People

Throughout the reporting period, the project´s Communications Coordinator worked alongside Component 2 staff to launch a Municipal Violence Prevention Centers and Outreach Centers. All of these activities fall under Component 2 of the project and form part of the job description for the Communications Director.

In addition, the project’s Communication Coordinator developed, submitted to USAID and received green light on three proposals, which will assist all 12 municipalities under this Component. These initiatives have a central goal raising awareness, positioning and informing citizens of the work being carried out by the project, Municipal Prevention Committees and its allies in preventing crime and violence at the municipal and community.

The initiatives mentioned include:

REDPREV (Prevention Network in English) looks to create local alliances with radio and Television stations to allow community youth to inform listeners, on a weekly basis, on the most recent actions or initiatives taken to promote prevention. RedPrev also seeks to develop Radio Alcance, an online radio station for Outreach Centers. All of the project’s Outreach Centers will contribute and be a part of every program.

During the reporting period, a total of nine (9) radio stations and six (6) television stations agreed to form part of REDPREV. These stations include:

 Canal 9: la Unión y Conchagua  Radio Fonseca: La Unión y Conchagua  Radio Digital y Cariñosa: Usulután  Radio Tehuacán: Tecoluca  Canal 31: San Vicente  Radio Mercado: San Vicente  Canal 9: Ilobasco  Canal 15: Quezaltepeque  Radio Juventud: Nejapa  Radio Acaxual: Acajutla  Canal 9: Acajutla

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Radio Alcance was also promoted during the reporting period. The radio platform was developed, and a total of 11 radio cabins were placed in spaces provided by mayors in each one of the participating municipalities. Each cabin includes audio consoles, computers, and editing and transmission equipment. Some 30 volunteers were trained during the reporting period to manage these booths. These volunteers created weekly, one-hour, radio programs on prevention. Additionally, these programs welcome public opinion on prevention issues, and host municipal leaders and members of Municipal Prevention Committees for discussion. The first radio show titled De Jovenes para Jovenes took place in the municipality of Usulutan on May 9.

Also during the quarter, Radio Alcance went live, and is played all day throughout all CVPP Outreach Centers on speakers provided by the project for this purpose.

WEB 2.0 is a second initiative proposed to position municipalities, and their respective Municipal Prevention Committees, through websites (one per municipality) to share and interact, exchange ideas, programming and successes on crime and violence prevention. The websites were finalized during the final quarter of FY 2016. Websites include social media (Instagram, twitter, Facebook, YouTube, etc.) feeds, and have as a goal not only sharing information publicly and within MPC members, abut also extending MPC capacity by showcasing the tools being used under this project, and the new ones created locally by individual actors. As of the writing of this report, websites were being fed data by Municipal Prevention Committees.

PREVENCIOPOLY Prevenciopoly to educate communities, ADESCOs, municipal officials, project beneficiaries, Municipal Prevention Committees and others on the project’s 13 risk factors, and the use of prevention tools to combat these. This board game, which mimics Monopoly, aims to improve people’s understanding of risk and ways to improve conditions at the community level.

Throughout the year, the Communications Team also designed six (6) campaigns to help position the different tools and issues the CVPP promotes. Some of these campaigns have being implemented, and others are currently being developed by a group of consultants who won licitation processes.

+PUERTAS (More Doors) The objective of this campaign is to position Outreach Centers as successful community models to prevent violence. It seeks to promote volunteers and assistance from the private and public sectors, and to increase Outreach Center beneficiaries.

During the reporting period, this campaign ran in 11 Base Period municipalities. The campaign was led by popular local band Friguey. An average of 350 youth attended each of the concerts where the mayor

111 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. and band encouraged participates to join Outreach Center as beneficiaries or volunteers. Dates and municipalities visited by the band are included below:

 Conchagua – August 18  La Unión – August 19  Quezaltepeque – August 25  Acajutla – September 8  Panchimalco – September 10  Tecoluca – September 17  Cojutepeque – September 22  Ilobasco – September 23  Nejapa – September 26  San Vicente – September 29  Usulutan – September 30

EStamos Con Vos The objective of this campaign is to mobilize and involve the private sector (especially Salvadoran businesses) in the CVPP through Public-Private Partnerships. This will be accomplished through a day- long forum with the private sector, NGOs and Public-Private Partnership beneficiaries. The forum was being brainstormed as of the writing of this report. This campaign may be postponed to January 2017

Échale Un Ojo - Keep an Eye on Them The objective of this campaign is to raise public awareness (and especially that of parents, and municipal and national authorities) on the dangers of the use of alcohol and illegal drugs; and to mobilize the population so they may act against the abuse of alcohol and illegal drugs.

A total of 11 public marches took place during the reporting period. Please refer to FUNDASALVA’s work on the issue of drug abuse under Component 2.

Final products contemplated by this tool are a book with 1,000 recommendations developed by youth from communities, Outreach Centers and public schools urging their peers to not use alcohol and illegal drugs. This final product will be pursued in the following quarter.

RUNNERS The objective of this campaign is to raise awareness of the dangers of accepting a culture of violence, and its effects on communities. The end goal is to mobilize communities and civil society to take action at a national level against violence. This campaign will be inaugurated in the following quarter.

Achievements

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The objective of this campaign is to position the various actions and tools through informative messages being implemented in the municipalities where the CVPP implements programming. These informative messages will include the National Strategy for Violence Prevention and assist the CVPP in positioning the many positive and innovative actions it has taken during the Base Period.

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 continued to work to implement the plan designed to attract Public-Private Partnerships. A total of five (5) Public-Private Partnerships were signed during the reporting period, making a total of 19 PPPs for the CVPP since its inception worth over $4 million in in-kind contributions and donations for CVPP communities and municipalities.

On October 27th 2015, the project signed a Public-Private Partnership with CORINCA S.A. de C.V. The PPP strengthens the Challenge of Dreaming My Life initiative in the municipality of Quezaltepeque by providing 1,200 t-shirts and backpacks for participating youth; and provides in-kind construction materials to rehabilitate public spaces in the communities being assisted by the CVPP in Quezaltepeque. These communities include: Santa Lucia, Las Torres, Santa Rosa, Estanzuela II, and Primavera. This PPP totals $8,700.

On December 2nd, 2014 the project signed a Public-Private Partnership with Banco de America Central. The PPP held two (2) five-hour train-the trainer financial education workshops for 154 Outreach Center Coordinators and Volunteers from 77 Outreach Centers located from the municipalities of: Cojutepeque, La Unión, Conchagua, Ilobasco, Panchimalco, Quezaltepeque, San Vicente, Soyapango, Tecoluca, Usulután, Acajutla, San Antonio del Monte, and Nejapa. Participants are expected to replicate their knowledge with Outreach Center beneficiaries. Banco de America Central provided all financial support to ensure participants travel to/from workshop sites and were given meals and coffee breaks; and provided didactic writing and note taking materials for all participants. Workshops were held in the municipalities of: Acajutla, San Vicente, Usulután, and Nejapa. Participants will be paired with a training site closest to their municipality. This PPP totals $17,500.

On February 2nd 2016 the project signed its 17th Public-Private Partnership with Delsur. The PPP calls first for four (4) technical studies in the municipalities of Quezaltepeque, Panchimalco, San Vicente and Tecoluca, to determine electrical infrastructure needs in the communities where the CVPP works. Second, the PPP provides and pays the labor hours required to install electrical infrastructure projects identified under the first bullet point above. Third, the PP provides 50% of the electrical equipment necessary to erect the electrical infrastructure projects called for by the study. And last, the PPP provides 24 computers, with their respective Microsoft Office licenses, to 24 Outreach Centers located in the municipalities under the PPP. This PPP totals $35,987.53.

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On June 14th 2016 the CVPP signed 2 Public-Private Partnerships, one with Re-tire and a second one with Be Fit. The combined dollar amount for both PPPs $19,750 ($8,500 through Re-tire and $11,250 through Be Fit). Public-Private Partnership pledges include:

 Re-tire will offer workshops to create decorative pieces, furnishings, playgrounds and games utilizing used tires (please see pictures in annex section of items to be created in workshops) for 28 CVPP community partners from the municipalities of Cojutepeque and San Vicente. Workshops will consist of 32 training hours divided into four (4) sessions, and will include all pertinent materials (tires, industrial glue, etc.). The central goal of the workshops is to train community partners to create and duplicate these objects in their public spaces. This in-kind donation has a value of $8,100.00.  Re-tire will also carry out two (2) technical visits to each one of the municipalities mentioned in the previous paragraph to assist with the implementation of Re-tire’s methodology at the community level. These visits have an in-kind value of $400.00.  Be Fit will contribute to the prevention of crime and violence by strengthening the capacities of 90 Outreach Center Coordinators and volunteers (77 volunteers and 13 coordinators) from 77 outreach centers located in: Acajutla, Soyapango, Cojutepeque, Conchagua, La Union, Ilobasco, Panchimalco, Quezaltepeque, San Vicente, Tecoluca, Nejapa and Usulutan. Participants will undergo five (5) theoretical and practical workshops (of seven hour each) on physical training. Be Fit expects trained youth to impart their knowledge in all 77 Outreach Center gyms. Training manuals and illustrative exercise cards for use in Outreach Center gyms will also be provided by Be Fit. This in-kind donation has a value of $11,250.

Sub-Activity 2.9: Identification, systematization, publication and dissemination of innovative municipal-led, community based crime and violence prevention best practices During the reporting period, the project developed Terms of Reference for a team of consultants to systematize crime and violence prevention practices as work in municipalities under Components 1 and 2 continues. Tools which will be systematized include: Municipal Crime and Violence Observatories under Component 1; Outreach Centers under Component 2; Municipal Vocational Training Centers under Component 2; and Municipal Violence Prevention Centers under Component 2.

As of the writing of this Annual Report, consultants were selected and awarded consulting agreements. Systematizations are currently being carried out and the project expects them to be complete by the end of the first quarter of FY 2017.

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Component 2 Indicator and Target Update

R.9. Beneficiaries’ perception of safety increased by a minimum of 10% in target communities of selected municipalities.

IND 9 Target: 10% of increased perception of safety among beneficiaries’ in target communities Result to Date = in process. This indicator will be measured during the evaluation at the end of the Based Period

R.10. A reduction of crime by a minimum of 5% in target communities of selected municipalities during of the project period

IND 10 Target: 5% reduction of crime in targeted communities.

Results = in process. This indicator will be measured during the evaluation at the end of the Based Period expected in December 2016/January 2017.

R.11. 12 New Municipal Crime and Violence Prevention Committees (MPCs) established and operational by the end of the Project

IND 11 Target: 13 MPCs established and working according the ENPV.

Result to Date = 20 MPCs has been established and working according the ENPV. These have municipal diagnostics and a prevention plan completed and working to implement it. An MPC strengthening plan is being implemented.

R.12. At least 70 communities working towards the reduction of crime through a partnership with local and national governments

IND 12 Target: 115 Communities implementing plans in alliance with municipal and national government

Results to date = During this period the project worked in 77 Base Period communities with different strategies to prevent violence: Outreach Centers, There´s a Dignified Job for Me, Values Through Sports, Municipal Conflict Resolution Units, CMPV strengthening, community mentor program, Asociación Jóvenes Contra la Violencia (AJCV), Municipal Gender Unit Strengthening and Exploratory Marches.

During the reporting period, the project also began to work in 30 Option period municipalities.

R.13. In at least 20 municipalities, municipal leaders´ and community members´ capacity for prevention planning, implementation and analysis increased

IND 13 Target: 2 0municipalities have strengthened the capacities of municipal leaders and community members to plan, implement and monitor MPPs.

Result to Date = 20 municipalities are implementing a strengthening plan during this year in order to increase the capacities of municipal leaders and community´s members. Strengthened was provided to on the National Strategy for Violence Prevention (ENPV); the use of methodology to develop municipal violence diagnostics; planning, risk factors associated with violence; violence prevention tools, monitoring and evaluation and Annual Planning Community leaders are been trained and assisted with a strengthening plan for Asociaciones de Desarrollo Comunal (ADESCO).

R.14. At least two Public-Private Alliances are established in a minimum of 12 selected municipalities

IND 14 Target: 13 municipalities with at least two of Public-Private Alliances established and operating

Result to Date = Reached 100% - 13 municipalities have at least two Public-Private Alliances.

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R.15. Innovative municipal-led, community-based crime and violence prevention best practices are identified, systematized, published and disseminated in least in seven selected municipalities

IND 15 with Target: 7 Municipalities in which best practices have been disseminated.

Result to Date = In process. A systematization process has begun to asses major CVPP initiatives.

CARSI Indicators:

1.1 Indicator Target: 55 municipalities with Municipal Crime Prevention Committees (MPCs) Result to Date = 49 municipalities have MPCs.

1.2 One Civil Society Organizations (CSOs) receiving USG assistance engaged in advocacy interventions Result to Date = Reached 100%. Red CDA received USG assistance. A second organization: Asociación Jóvenes Contra la Violencia (AJCV) also received CVPP assistance.

1.3 55,500 vulnerable people benefitting from USG-supported social services Result to Date = 72,767 people benefitting from USG-supported services.

1.4 146 USG-assisted organizations and/or service delivery systems strengthened who serve vulnerable populations. Result to Date = 150 (106 Outreach Centers and 12 DPO: Iris Foundation, FUNPRES, CESAL, FIECA COES, FUNDAMUNI, Bambu Association, José Matías Delgado University, FUNDASALVA, Las Dignas, Francisco Gavidia University, and Ministerio Shalom) USG-assisted organizations and/or service delivery systems strengthened.

USAID Indicators:

1.1 Local Organizational Capacity Assessment (OCA) Score Target for the base period is 75%. Result to Date = 55.77%. FUNDAMUNI has a strengthening plan, which is being implemented.

1.2 Number of Government Officials undergoing USG assisted security sector governance training. Targets for the base period are 191 Government officials. Results = 253 Government officials are being trained. The strengthened program for municipalities under component 1 has 41 municipal officials in process of training.

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4. COMPONENT 3: INNOVATIVE IDEAS

During the reporting period, Component 3 continued to implement its Youth-Services Eligibility Tool (Y-SET) initiative and Cure Violence. Below is a brief summary of the actions taken under each. Y- SET is being carried out by NGO FUNPRES, while Cure Violence is being carried out by Ministrerio Restaurador Shalom, an Evangelical Church with deep ties in the municipalities of Nejapa and Quezaltepeque. As of the end of the reporting period, FUNPRES continued to assist the CVPP in implementing the Y-SET model. The grant for Cure Violence, however, ended, but the initiative continued at the community level through a local implementer. Full programmatic reports can be found in the CVPP office. 1. Family-Centered Youth Services Eligibility Tool (Y-SET) Starting in June 2015, the project signed a grant agreement with FUNPRES and Universidad Don Bosco to carry out the family-centered Youth Services Eligibility Tool (Y-SET) model. The exercise began with the training of 24 FUNPRES, and six Universidad Don Bosco staff23, for an entire week by Creative expert Guillermo Cespedes. The topics addressed included:

 Process Management for the Y-SET  Reviewing and updating the Y-SET questionnaire  Intervention model  The genogram  The functioning of the strategic team  Conducting the Pilot Test The workshop included two field visits to the municipality of Cojutepeque, where this pilot is taking place, for familiarization with Y-SET instruments and the pilot itself. It was during these visits that FUNPRES met with the mayor, municipal officials, representatives of the Ministry of Education, public school directors and teachers, and Church leaders from different denominations. The goal of these visits, apart from staff familiarization with instruments, was to explain the initiative and seek assistance in implementing it. At all times, project and FUNPRES staff labeled this a family-centered program that provides assistance to vulnerable families, and no mention was made to name given to this model in the U.S. (Y-SET). A total of 14 schools (9 public and 5 private) were visited, as well as 15 Churches. In total 42 institutions were visited. Each of the visits often had more than one participant, bringing a total of

23 Universidad Don Bosco is working in tandem with an expert from Universidad Nacional de Honduras to assist in entering and verifying questionnaire data, and to produce reports. The Universidad National de Honduras has previous experience implementing this model.

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150 individuals visited by the Y-SET team to discuss the initiative. In the end, a total of 22 institutions (mostly public and private schools) agreed to support this pilot project. Y-SET pilot interviews were carried out in two schools (one private, one public) in Cojutepeque 24 with a total of 64 interviewees participating. The statistical analysis performed by University Don Bosco concluded that three (3) youths were eligible for the Y-SET program; awhile another two (2) of the 64 students interviewed should be placed under a tertiary prevention program. During this time, Dr. Moncada of the Universidad Nacional de Honduras also carried out a three-day visit to El Salvador to train six (6) Universidad de Don Bosco staff on how to enter data and reports onto the Y-SET database. As mentioned previously, Dr. Moncada validated the database being used here in El Salvador to ensure it met technical and scientific standards. It is important to note that the database being used for this pilot was originally designed by the University of Southern California (USC), and tropicalized in Honduras. The database underwent a local review, which induced changes in wording and phrases. This process was completed before the database was transferred to the Universidad Don Bosco. Last, the FUNPRESS team had assistance from three Creative Associates technical experts from Honduras that have experience implementing the Y-SET model. These experts discussed the challenges of the initiative, and shared tips on engaging youth, school directors and other local authorities. In addition, they shared information on monitoring and evaluation, and answered a host of questions regarding implementation of the model. During the first phase of the initiative, FUNPRES completed a total of 1,040 interviews which were conducted among 574 young men and 466 young women. Of this number, a total of 142 youth were recommended for the Y-SET program. Young men between the ages of 13 and 14 accounted for the highest number of youth recommended for the family-centered model. Interviews also show 26.29% of eligible youth that eventually received treatment through this pilot had “critical life events”, and 31.76% “neutralized fault”. During the last nine (12) months, FUNPRES worked with 10525 youth that remain in the program. The work included the following interventions: two family meetings, one meeting with youth, and a group activity per month. In the end, these interventions sought to strengthen family bonds, increase effective communication between all family members, and modify behaviors that constitute risk for participating youth. More than 800 visits were carried out with you and their families during the reporting period. To date, FUNPRES has been on time and delivered results expected for this type of activity. Additionally, results from the second assessment of this pilot (titled Y-SET-R) shows drastic positive

24 Colonia Fatima Catholic School and San Sebastian. 25 Originally, 116 youth received assitancce thorugh the Y-SET. Seeveral youth and families left the initiative due to various reasons (crime, gangs not allowing the FUNPRES team to conduct their work, etc.).

118 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. shifts for 95 of the youth under the program, noting their movement away from traditional risk factors that push these youth into gangs and criminal activity. The subsequent survey taken in April 2016, six months after initial interventions, showed a decrease in the number of risk factors in 95 of the 105 youth in this program. In sum, 90% of youth under the Y-SET no longer presented four or more risk factors. Risk factors which showed greatest decline include: critical life events (62% to 19%); crime in daily environment (60% to 21%); and tendency to take risks based on impulse (56% to 16%). Please see chart in the final page for a full view of the drop in risk factors during the six month period. One of the success stories under the Y-SET is that of Maria de Los Angeles. Maria is one of the 95 youth that experienced a decrease in the number of risk factors identified by the subsequent study conducted in April. Before the Y-SET intervention, Maria was rebellious, “disorganized”, “undisciplined and, according to her mother, never heeded anyone’s advice. Her teacher cringed after learning Maria would be one of her 7th grade pupils because she knew “Maria would be a challenge”. Maria was known to visit the principal’s office frequently as result of problems she had with other school girls. After six months in the program, Maria showed exemplary results. Maria has learned to coexist with her peers, now completes homework, is learning to play the flute, and has told her best friend that she wants to change and become a better person. Maria’s mother says the program [Y-SET] brought about a change in her daughter, shifted her “negative tendencies” and allowed mother and daughter to become “closer”. Today, Maria de Los Angeles is a new girl, more optimistic about life, and enjoys improved relationships with her friends and family. Maria’s story is very similar to that of the other 94 peers in the program that witnessed life changes under the Y-SET program.

The graph below highlights decrease the results derived from the second survey conducted in April 2016. The graph in in Spanish.

Risk Factor Decrease for Y-SET Beneficiaries

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FUNPRES just finished administrating the third evaluation (Y-SET R2) to xxx beneficiaries. The results of this evaluation are currently being processed by Universidad Don Bosco. The results will be available in First Quarter of FY 2017. 2. Cure Violence During FY 2015, Cure Violence was also awarded a grant to carry out the Violence Interrupter model in key communities from two municipalities. To understand local realities, three members from the Cure Violence team visited El Salvador. During their two week visit, Cure Violence staff met with the Ministry of Justice and Public Security, the Deputy Director of the PNC, a representative from the Ministry of Health, the country’s prison system director, as well as with mayors, municipal and community leaders and local NGOs from the municipalities of Ilobasco, Quezaltepeque, Cojutepeque, and Usulután. The team’s three main priorities during the visits were to view local working conditions; present the initiative and involve local leaders; and identify potential partners. The Cure Violence team came away with plenty information from all actors interviewed. Based on the findings Quezaltepeque and Cojutepeque seem to be the municipalities offering the best conditions to implement the pilot. Cure Violence will return to El Salvador in January 2016 to begin working with a local NGO that will be implement this project at the local level. It is important to note that in during the last quarter of FY 2015, NGOs were invited to develop a proposal to implement the Cure Violence model. The Salvadoran Red Cross was a potential candidate, but after a series of meetings, the Red Cross decided not to participate, forcing the project to reissue an RFA for this initiative. Finally, the CVPP reviewed a proposal received from a Quezaltepeque-based Evangelical Church in response to an RFA to implement the Cure Violence model. The proposal was well-written and the Church meets CVPP’s requirements for managing grants and to implement the model. In February 2016, Ministerio Restaurador Shalom began to implement this initiative in communities within the municipalities of Quezaltepeque and Nejapa. Shalom’s staff working under this initiative received additional workshops from Cure Violence leadership. A tour to different communities in Nejapa and Quezaltepeque led to the identification of six (6) communities where this initiative will be implemented. The project goal is 10 by the end of the year.

At the outset, Shalom staff began to hold meetings with community leaders and public school personnel. Both of these groups provided this initiative with community buy-ins and have allowed initiative leaders a level of confidence and trust with all members of society, including gang elements, as the initiative entered subsequent phases. During the reporting period, Ministerio Restaurador Shalom held 50 community events that brought people together to build cohesion and fellowship among community members. These events included

120 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. movie nights, sports activities and fumigation/street cleaning campaigns. More than 1,000 individuals from all six (6) communities attended by the imitative took part in these events. As Ministerio Restaurador Shalom made headway among communities, its interventions began. By the end of the quarter, a total of 177 interventions had taken place in program communities, helping reduce tensions and conflict. These interventions ranged from calming arguing couples, to dealing with alcoholics, and mitigating fights between neighbors and settling differences. A full report with details of the interventions has been provided to the CVPP. 3. Alcohol and Drug Abuse Prevention This last model is currently on hold. The project will continue to update USAID as decisions are made.

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Component 3 Indicator and Target Update

R.16. Methodology for Innovative Ideas is finalized within the first 90 days of the contract.

IND 16: 100% development of methodology for Innovative Ideas finalized

Result with Target = Reached 100%. The methodology for innovative ideas was finalized within the first 90 days of the contract.

R.17. At least two sub-component Innovative Ideas are developed and implemented

IND 17: At least 2 Innovative ideas developed and implemented.

Result to Date = Three (3) innovative ideas have been selected and proposals have been requested to start implementation. During the reporting period, two innovative ideas were implemented - YSET and Cure Violence.

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5. OTHER PROJECT OFFICES

5.1 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:

 Worked with Outreach Center Coordinators to track OC beneficiaries, workshops and courses. Also visited Outreach Centers to verify beneficiary and volunteer data.  Developed databases, and tracked data presented, for each of the NGOs execution initiatives under Component 2.  Worked with company ARMONICO to develop a project-wide M&E database.  Worked with Universidad Tecnológica de El Salvador to finalize baseline for Component 2 Option period municipalities.  Provided follow-up to NGOs under grant on how to report on program indicators.  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.  Provided tabulated data to Components 1 and 2 on different activities carried out during each quarter. This included tabulated information on the base line questionnaire provided to members of Municipal Prevention Committees to determine their understanding and knowledge of the ENPV. The full list of updated project indicators can be found in the Annex section of this report.

5.2 Grants

Status of Grant Proposals

During the period July-September 2016, thirty-five project proposals were sent to USAID for approval. Twenty-eight (28) proposals were approved for a total $807,364. It is expected that additional approvals will be received in next quarter. As of September 30, a total of $7,550,726.04 had been approved by USAID and $4,642,741.85 spent.

Amendment Requests

In order to carry out and continue activities in Component 2 Base Period municipalities, requests for no- cost extensions were sent to USAID to extend Base Period programming through December 31, 2016. This is approximately 103 grants.

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This will enable the CVPP to continue carrying out pending activities for Outreach Centers, MPCs, and other related activities.

Cancelled Grants

Grant projects in Soyapango have been cancelled. Attached is a list of cancelled grants and status to date with regard to expenses by grant for this municipality.

Request for Applications

Two RFAs were issued during this period, as follows: CVPP-RFA– 027 Issue Date: July 29, 2016 Name of RFA: “Capacity-building for ADESCOs in the municipalities of: Ahuachapán, Apopa, Colón, Ciudad Delgado, Mejicanos, Olocuilta, Santa Cruz Michapa, and Zacatecoluca Grant awarded to NGO: Asociación Salvadoreña de Educación Alternativa, Bambú Grant agreement was approved on September 28th, 2016: grant agreement will be signed in October.

CVPP-RFA– 028 Issue Date: August 12, 2016 Name of RFA: “Development of Municipal Capacity in Alternative Conflict Resolution in the municipalities of: Apopa, Ahuachapán, Ciudad Delgado, Colón, Mejicanos, Olocuilta, Santa Cruz Michapa and Zacatecoluca

Grant proposals were reviewed by the Evaluating Committee in September. After completing the evaluation process, the grant was awarded to the NGO: “Fundación Iris de Centroamerica”. Grant approval request will be sent in October 2016 to USAID. The grant is expected to begin in November 2016.

Procurement for In-Kind Grants

Requisitions - During the current quarter (full FY 2016 data is available in the CVPP office), a total of 222 procurement requests were received for procurement of goods and services for the implementation of approved projects through grant funding. All requests were processed through the Grants office, except those for professional services, hotel and meals for training events, which are carried out by the Administration and Finance Office.

Purchase orders - 173 purchase orders equivalent to $732,951 were issued this period.

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Requests for quotes - 141 requests for quotes were issued by the Grants component, including small ones of up to $3,000; larger ones from $3,000 to $25,000; and over $25,000 which were advertised in a local newspaper.

The Procurement Unit at Creative home offices provided support in order to carry out the procurement evaluation processes for 40 outreach centers. Craig Grunwald from Creative–DC visited El Salvador in July and August in order to coordinate the evaluation processes of approximately 30 RFQs. His assistance was helpful to the local procurement unit staff since he was able to coordinate most tasks and continued providing assistance upon his return to Creative-DC.

Additional requirements were requested by the Creative-DC Procurement Unit with the purpose of improving documentation of procurement processes. This added to the large amount of work which is needed to carry out procurements for Grants under Contract.

In view of the large amount of procurement processes which have been, and continue to be, required through the end of the year 2016, it was necessary to hire additional temporary personnel during this time. Nevertheless, the Procurement Officer resigned in early July and the task of interviewing candidates for the position, as well as incorporating and assisting two new employees to become familiar and carry out procurement processes has made this task quite difficult.

Invoices - All grant-related invoices were received and processed by the Grants component financial team in order to ensure proper documentation of the expense and consequent request for payment to the CVPP Accounting team. Approximately 299 invoices for a total of $628,612 were reviewed and approved for payment.

NGO Expense Reports

In order to review and approve NGO expense reports, the Grants Financial Officer has met and discussed through correspondence and e-mails, as needed, to ensure that the expense reports and related documentation meet our requirements for reimbursement and/or liquidation of advances.

During the life of the project, 19 grant agreements with NGOs have been approved for a total of $1,511,635.15. Of these amounts, the NGOs have presented a total of $1,012,988.25 in monthly expense reports for review and approval. Through September 30th, monthly reports received from NGOS have been reviewed and $999,167.39 has been approved for reimbursement and/or liquidation of advances.

Total Grant Expenses to Date

A total of $4,462,741.85 from grant funds has been spent as of September 30, 2016. This amount includes all procurement elements of the in-kind grant agreements, FOG payments, as well as NGO liquidated

125 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. expenses, professional services, and, in general, all expenses related to approved grants. Please refer to the Annex section for a complete listing of grants.

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. Activities related to Strategy 6 of Municipal Prevention Plans were mentioned under Sub- Activity 2.7. In addition, the Communications office has implemented the following:

 The design of several project presentations for events with Mayors, Municipal Councils and Municipal Prevention Committees.  Provided news analysis for USAID and project staff.  Designed cover pages and other presentation materials for CVPP guides and reports.  Maintained project communication files, pictures and videos.  Assisted Component 1 with the public presentation of 20 Municipal Prevention Plans, to include creating two videos.  Supported logistic efforts for all workshops and events - including Public Private Partnerships, Outreach Center, and Municipal Violence Prevention Center - held by Component 2 during the reporting period.  Continued to design a webpage for the project and monitored the project’s Facebook page.  Developed four Strategy 6 proposals, which were approved by USAID.

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:

 Provided follow-up for Municipal Prevention Plans in 5 municipalities under Component 1.  Carrying out Component 2 Strategies 1, 2 and 3. Additionally, FUNDAMUNI has been the architect of a well-rounded technical plan to strengthen Municipal Prevention Committees

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according to the National Strategy for Violence Prevention. This plan began implementation in January.  FUNDAMUNI´s Coordinator continues a CVPP Systematization initiative, which will highlight program do´s and don’ts across Components 1 and 2 of the CVPP to offer an objective look at the unfolding of the project´s technical processes. This individual has been hard at work ensuring systematizations are carried out meticulously and correctly.

Additionally, FUNDAMUNI continued working on its institutional strengthening plan by completing a number of manuals, which will help improve its internal processes and procedures. FUNDAMUNI had new institutional manuals devoted to Administrative Procedures, Inventory, Labor Regulations (in Accordance with the Ministry of Labor), Human Resources, and Employee evaluations.

It should be noted that FUNDAMUNI’s complete Quarterly Report for this period is under file in the Creative Office.

6. IMPLEMENTATION CHALLENGES

Throughout the reporting period, each of the project Components experienced the following implementation challenges: Component 1:  The GOES administration still has not taken into full account 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.  Increased PRE-PAZ leadership and presence in project meetings with beneficiaries in municipalities would benefit both PRE-PAZ and the project in meeting deadlines. Component 2:  Municipal staff, Municipal Prevention Committee members and community members are sometimes not able to attend the full buffet of activities proposed by the CVPP due conflicting schedules.  Outreach Center Coordinators are experiencing increased harassment by gang members.  Gangs are more being more vigilant of the project’s daily activities and are more controlling of their assigned territory. This affects project staff and implementing partners’ ability to carry out activities.  Municipalities and their leaders are under the eye of the Attorney General’s Office, which may cause a slowdown in programming.  The municipality of Soyapango severed all tied with the project, causing serious issues at the five (5) Outreach Centers inaugurated by the CVPP during the Base Period.

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7. PLANNED ACTIVITIES FOR NEXT QUARTER INCLUDING UPCOMING EVENTS

Component 1

• Creative will finalize municipal diagnostics in 9 Option Period municipalities with the assistance of mayors, Municipal Councils and Municipal Prevention Committees. Subsequently, Creative will begin to develop Municipal Prevention Plans in these same municipalities. • Creative will identify an additional six (6) municipalities for the Option Period. • Creative will work to create and establish additional observatories. Component 2 • Creative will continue implementation of crime prevention initiatives related to CVPP’s six (6) Strategies in 12 selected municipalities for the Base Period, and in an additional 8 Option Period municipalities. • Creative will continue to launch community infrastructure projects across 12 Base Period municipalities. • Creative will hold its 2nd Outreach Center Coordinator Congress. • Creative will hold regional gatherings for community implementers of the Creative Paths initiative. Component 3 • Creative will continue to implement two pilot programs in selected municipalities.

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USAID SPECIAL REPORTS

PfG Scorecard October 1, 2015 to September 30, 2016 Achievements USG initiated Municipal Crime and Violence Diagnostics in nine (9) medium-risk municipalities, finalized Values Through Sports programming in 20 municipalities; and continued to provide technical assistance to 20 municipal observatories across the country. Last, USG also brought six (6) high-risk municipality mayors to the cities of Medellin and Bogota in Colombia for an Observation Trip. USG began implementing eight (8) new Municipal Prevention Plans in Plan El Salvador Seguro municipalities, bringing the total sum of Municipal Prevention Plans being implemented to 20. In addition USG trained 485 youth to assist 8,700 Challenge of Dreaming My Life initiative beneficiaries; registered 1,371 Conflict Resolution Unit users, and 861 youth protected though the mentoring initiative; and assisted youth obtain full employment through Municipal Employment Centers, bringing the total to 901. USG also provided job orientation sessions to vulnerable youth, bringing the total tally to 4,664. Moreover, USG launched 30 more Outreach Centers (OC) in the municipality across six (6) Option period municipalities. To date, OCs boast 23,430 beneficiaries and 926 volunteers (this includes 2,560 and 209 Outreach Center Network beneficiaries and volunteers, respectively). USG also launched additional Municipal Violence Prevention Centers bringing the total to 19 across an equal number of high-risk municipalities; and trained youth through Microsoft Academies, bringing the total to 773 certified. USG also continued implementation of a secondary prevention model: the Youth Services Eligibility Tool (Y-SET), and began the implementation of Cure Violence. Y-Set is providing 105 vulnerable youth, and their families, in the municipality of Cojutepeque to improve familial relationships and everyday interactions with their social circles. And Cure Violence held events in six (6) communities throughout Nejapa and Quezaltepeque with 1,154 individuals to promote this model. Finally, the USG signed an additional five (5) Public-Private Partnerships with Nejapa Power, Corinca, Banco de America Central, Delsur, Retire and Be-Fit. In the beginning of this report, you will find a Beneficiary Table tally for the Crime and Violence Prevention Project.

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Annual Portfolio Review Report October 1, 2015 to September 30, 2016 STRATEGIC OBJECTIVE: Citizen Security and Rule of Law in Targeted Areas Improved I. ACTIVITY BACKGROUND INFORMATION (Completed by USAID) Citizen Safety for El Salvador: Crime and Violence Prevention Activity Title: Activity (CVPP) Activity Start and Completion Dates: 03/14/2013 03/13/2018 Activity COR/AOR: To be named Type of Mechanism: Contract Implementer: Creative Associates International Inc. (Creative) Fundación de Apoyo a Municipios de El Salvador- FUNDAMUNI (local) Other Implementing Partners:

Dirección General de Prevención Social de Violencia y Cultura de Other Major Partners: Paz (PRE-PAZ) and Municipalities (55) German Technical Cooperation Agency (GIZ), United Nations Development Program (UNDP), Spanish Agency of International Other Donors: Cooperation for Development (AECID), and the European Unión (EU)

II. RELATIONSHIP TO 2013-2017 CDCS AND PFG (Completed by USAID) DO1: Citizen Security and Rule of Law in Targeted Areas Development Objective: Improved IR 1.2: Crime and Violence in Targeted Municipalities Reduced Intermediate Result: Sub IR 1.2.1: Broad-Based Engagement in Crime Sub-Intermediate Result: Prevention Efforts at the Local Level Increased Relationship to PfG (Constraint): Security 11: Prevent crime and violence in key municipalities of El Goal(s): Salvador and support reforms

USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. III. SUMMARY OF ACTIVITY FINANCIAL INFORMATION (Completed by USAID) Total Estimated Cost: $24,841,411 % LOA Time Elapsed: Obligated Amount: % LOA Funds Expended:

Accrued Expenditures: % Obligated Funds Expended: Pipeline: Mortgage:

Cost Sharing (as of September 30, 2013) Total Planned: $ 0 Total Actual: Planned this Year: $ 0 Actual $ 0 this Year: $ 0

Leverage (as of September 30, 2013) Total Planned: $0 Total Actual: Planned this Year: $0.0 Actual $0.0 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 for 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 for 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 Committees 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 is implementing the Crime and Violence Prevention Project in partnership with FUNDAMUNI, a local partner with vast experience in local development. The project is also managing municipal Crime and Violence Observatories.

V. MAJOR ACHIEVEMENTS FOR THE REPORTING PERIOD (October 1, 2015 – September 30, 2016) (max. 1.5 pages)

USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

 The CVPP has a total population of 74,767 cumulative beneficiaries benefitting from all strategies and programs.  The CVPP carried out an Observation Trip with a total of six (6) Option Period mayors to the cities of Bogota and Medellin in Colombia to witness firsthand successful prevention policies, programs and projects implemented in some of the most hostile neighborhoods.  The CVPP signed an additional five (5) Public-Private Partnerships (PPP), bringing the total to 19 worth just over $4 million in in-kind contributions and technical assistance from the private sector.  Through Component 1, the CVPP closed out technical assistance in 20 municipalities for the Base Period. Assistance included forming and training 82 members of Municipal Prevention Committees through five (5) intense workshops totaling 45 teaching hours; creating Municipal Diagnostics, and developing and implementing Municipal Prevention Plans.  Through Component 1, the CVPP selected an additional nine (9) municipalities for technical assistance. Municipal Diagnostics are nearly complete having collected statistical data, and having held six (6) focus groups and 12 institutional interviews with key groups, actors and leaders in each of these municipalities.  Through Component 1, the CVPP completed and presented a National Quinquennial Prevention Plan (NQPP) to the Ministry of Justice and Public Security (MJPS). The Plan included the advice from 19 GOES ministries and agencies, and promoted a comprehensive, coordinated, five-year approach to combat crime and violence.  Through Component 1, the CVPP continued to actively provide technical assistance to 20 Municipal Crime and Violence Observatories. Of this total, 13 have been created and seven (7) are being strengthened. A total of 42 Operations Committees and 35 Analysis Committees were held during the reporting period.  Through Component 1, the CVPP carried out a violence perception and victimization survey across six (6) Municipal Crime and Violence Observatory intervention municipalities to provide additional insight for observatory operators on peoples’ thought processes and opinions regarding crime and violence  Through Component 1, the CVPP and consultant FUSALMO developed sports Diagnostics and Plans for 20 municipalities. A total of 163 municipal sports agents received training from FUSALMO on Values Through Sports.  Through Component 2, Strategy 1, the CVPP launched the 17 Municipal Prevention Centers in the municipalities of: Quezaltepeque, Ilobasco, Acajutla, Cojutepeque, San Vicente, Usulután, Panchimalco, Nejapa, La Unión, Conchagua, Soyapango, Ciudad Delgado, Santa Cruz Michapa, Olocuilta, Ahuachapán, Zacatecoluca, and Mejicanos. These Centers count with more than 95 units (offices), which are managed by a capable cadre of more than 100 municipal staff.  Through Component 2, Strategy 1, a total of 11 Municipal Prevention Policies were approved by Municipal Councils in the municipalities of: Conchagua, La Union, Usulután, Tecoluca, San Vicente, Ilobasco, Cojutepeque, Panchimalco, Quezaltepeque, Nejapa, and Acajutla.  Through Component 2, Strategy 1, a total of 1,410 Municipal Prevention Committee and ADESCO members from 12 municipalities participated in workshops begun in FY 2015 on the National Strategy for Violence Prevention and crime and violence prevention tools. During the current, Option Period, a total of 1,069 members of Municipal Prevention Committees have participated in similar workshops across eight (8) municipalities.  Through Component 2, Strategy 1, a total of 1,371 individuals have used Conflict Resolution Unit services.

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 Through Component 2, Strategy 1 and grantees CESAL and Asociación Bambú, a total of 20 Women, Youth, Adolescent and Children Unit Coordinators have been strengthened.  Through Component 2, Strategy 1 and grantee FUNDAMUNI, a total of 73 ADESCOs throughout 12 municipalities underwent institutional strengthening workshops. Of this number, 55 completed the entire training process.  Through Component 2, Strategy 1, a literacy initiative is being implemented across 12 municipalities in conjunction with the National Literacy Program within the Ministry of Education. To date, a total of 1,894 people are benefitting from this initiative.  Through Component 2, Strategy 2 and grantee FUNPRES, a total of 485 youth from 12 municipalities were trained to implement the Challenge of Dreaming My Life initiative, which aims to promote medium to long-term life planning. At the close of the initiative, a total of 8,700 youth had developed Life Projects.  Through Component 2, Strategy 2, Youth Clubs have organized a total of 872 youth across 12 municipalities to promote art, music, dance clubs and outdoor activities for youth.  Through Component 2, Strategy 2, 11 Municipal Philharmonics continue to hold practice lessons with 946 active youth that hail from 149 communities.  Through Component 2, Strategy 2, 4,838 vulnerable youth from 11 municipalities have improved their communications and interpersonal skills through the Creative Paths initiative.  Through Component 2, Strategy 2 and grantees Asociación Bambú and FUNDASALVA, women, students, parents and Municipal Prevention Committees are being trained to prevent domestic violence and to prevent the use and dependence on illegal drugs by vulnerable youth. To date, the former has a 902 women assisting populations throughout 77 self-help groups; and the latter has a base of 8,962 student participants in workshops.  Through Component 2, Strategy 3, the CVPP launched 30 additional Outreach Centers in the municipality of Ciudad Delgado, Santa Cruz Michapa, Olocuilta, Ahuachapán, Zacatecoluca, and Mejicanos. This brings the total to bringing the total to 106 Outreach Centers in 19 high-risk municipalities. CVPP’s Outreach Centers boast 23,430 beneficiaries and 926 volunteers. This number includes 2,560 and 209 Outreach Center Network beneficiaries and volunteers, respectively.  Through Component 2, Strategy 4, the CVPP provided employment opportunities for a total of 901 vulnerable youth through its Municipal Vocational Training Centers and Municipal Employment Units since the beginning of the CVPP.  Through Component 2, Strategy 4 and Municipal Employment Facilitators, the CVPP carried out employment orientation sessions with a total youth population of 4,664.  Through Component 2, Strategy 4, a total and 1,218 have graduated through Municipal Vocational Training Centers since their inception in August 2015.  Through Component 2, Strategy 4, a total of 773 have received Microsoft Academy certifications.  Through Component 2, Strategy 5, the CVPP launched five (5) community public space recovery projects in the municipality of San Vicente.  Through Component 3 and the family-centered Youth Services Eligibility Tool (Y-SET), 95 of 105 youth (90%) decreased the number of risk factors associated with everyday behavior.  Through Component 3 and the Cure Violence model, a total of 177 interventions have assisted different community members from the municipalities of Nejapa and Quezaltepeque. Additionally, some 3,000 individuals have participated in 50 events designed to bring communities together.

USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

VI. CHALLENGES, RISKS, AND ISSUES (Management and Context Issues) Related to progress towards achieving the objective  CVPP is encountering stronger resistance from gang elements in all Component 2 municipalities, and especially in the municipalities of Acajutla and Usulután. Gangs are more vigilant of CVPP’s work and have harassed project staff and Outreach Center Coordinators.  Internal bureaucratic processes for the purchase of equipment for various prevention tools, and review of NGO vouchers for reimbursement, occupy considerable time causing a CVPP pipeline back-up.  The mayor’s office in the municipality of Soyapango has refused to continue supporting the five (5) Outreach Centers launched by the CVPP. This has caused USAID to retrieve OC equipment from one OC.

VII. ADJUSTMENTS to interventions and programs that have been made to address lessons learned or other changes The CVPP has requested (and received) USAID for an extension of its Base Period from March 2016 to December 2016. This will allow the CVPP (specifically through Component 2) to complete implementing prevention tools and strategies under grant within prescribed times.

134 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 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 (acronym in Spanish ENPV), which outlines key actions to help reduce the risk factors associated with crime and violence with the participation of the central government, municipal governments, and the citizens. 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 20 high-risk and 29 medium-risk municipalities and has worked with, and strengthened, 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 20 high-risk municipalities, Municipal Prevention Plans are being implemented, which provide $9.0 million in grants from (2013-2018) aimed at reducing risk factors across 118 communities. In an additional 29 medium-risk municipalities, the project, in coordination with PRE-PAZ, has completed 20 Municipal Crime and Violence Diagnostics and 20 Municipal Prevention Plans.

It is important to note that the CVPP is also assisting GOES with Ciudad Delgado and Zacatecoluca which form part of Plan El Salvador Seguro. These municipalities are being assisted by the CVPP under Component 2. Results: CVPP is creating and strengthening MPCs and ADESCOs across all 49 project municipalities with some level of support from PRE-PAZ. CVPP has completed 40 Municipal Crime and Violence Diagnostics and is implementing 40 Municipal Prevention Plans (20 through Component 1 and 20 through Component 2). It is important to note that ALL Municipal Prevention Plans under Component 1 are financed 100% by municipalities. Municipal Prevention Plans under Component 2 receive grants from the CVPP.

Municipal Prevention Plans include a number of tools, to include Alternate Conflict Resolution Units, which help mitigate conflict at the community and municipal levels. Additionally, 11 Municipal Councils have passed Municipal Prevention laws. Last, tools like the Challenge of Dreaming My Life, Creative Paths, and volunteering are all helping mitigate conflict and transform individuals and communities. Cross Cutting Implications: N/A

Additional Considerations: During the second quarter of FY 2016, new Option Period municipalities were pre-selected for Component 2 of the CVPP. These municipalities include: Apopa, Ciudad Delgado, Cuscatancingo, Mejicanos, Olocuilta, Zacatecoluca, Cuscatancingo and San Miguel. The last two municipalities mentioned were not selected for /technical/security reasons and were replaced by Ahuachapán and Santa Cruz Michapa.

USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

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, (acronym in Spanish ENPV) 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 begun implementing the family-centeretd Y-SET model in pilot prevention programming in the municipality of Cojutepeque; and the Cure Violence model in the municipalities of Quezaltepeque and Nejapa.

Results: The family-centered Y-SET model continued implementation in the municipality of Cojutepeque. Initially 1,040 individual Y-SET questionnaires were given in public school to identify 122 youth and families for intervention. The questionnaires, and subsequent technical assistance, has been provided through local NGO FUNPRES, with further assistance from the Universidad Nacional Autonoma de Honduras. Currently, this pilot program is in its third phase, which includes working with 105 vulnerable youth and their families. This is the number of youth that have remained in the program. A follow-up evaluation in April 2016, shows that 95 percent of youth in the program significantly reduced risk factors associated with youth that join gangs or turn to criminal behavior.

The cure Violence Model was also implemented. Evangelical Church Restauracion Shalom is implementing this pilot program in the municipalities of Nejapa and Quezaltepeque. The initiative has 1,154 beneficiaries and has produced 177 interventions at the community level.

The third prevention model has yet to be identified. Cross Cutting Implications: None.

Additional Considerations: None.

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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 112 Outreach Centers in 19 municipalities, is implementing 6 prevention strategies, and two additional pilot prevention programs under Component 3. Outreach Centers and interventions are addressing 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 domestic and GBV, and in an effort to change gender norms that are drivers of violence in street behavior, CVPP is currently strengthening Municipal Women Units by providing grants to address domestic violence prevention, and strengthening Alternate Conflict Resolution Units at the municipal level. These activities are 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 is also promoting 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: 112 Outreach Centers have been inaugurated. To date (estimated figures) 42% of beneficiaries are girls. Additionally, 12 Women’s Units were strengthened; job orientation sessions were held for 2,107 women in 12 municipalities; and 11 women are Municipal Employment Facilitators. Last, 363 women have used CVPP’s Conflict Resolution Units. Cross Cutting Implications: None.

Additional Considerations: N/A.

USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

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, the CVPP has implemented the Family Centered Y-SET Model and the Cure Violence. These interventions address issues under this section by ensuring that girl and women have equal access to these pilot programs.

At the municipal level, the CVPP is promoting 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: The family-centered Y-Set pilot is currently under implementation. Thirty-five (35) percent of all 142 vulnerable youth that will receive treatment from this pilot are women. The total number of youth that eventually received treatment was derived from a mathematical formula that contemplates a total of nine (9) risk factors. Those with highest risk were either recommended for this pilot, or for tertiary prevention programs (the CVPP does not implement tertiary prevention programs). Cross Cutting Implications: None.

Additional Considerations: N/A

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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 world, and the highest in Central America. In 2015, the rate of homicides was102.5 per 100,000 inhabitants, a rise of more than 60% from 2014. Young males are both victims and perpetrators of crimes. USAID has selected 20 high-risk municipalities and 118 communities within these municipalities to carry out interventions whose main focus is to prevent youth from joining gangs, to provide youth with stronger voice in the municipal decision- making process through inclusion in Municipal Prevention Councils (MPCs) and community groups, by creating and supporting networks among youth, and by creating vocational training and volunteerism opportunities that build leadership, positive peer-to-peer relationships, and life skills.

CVPP’s six strategies, which include 41 prevention tools, are engaging youth by providing a number of sports, learning, educational, vocational, volunteer, and employment opportunities. Results: Youth in all CVPP municipalities and communities have come in contact with the project, are using 112 Outreach Centers, and feel their voice is important to this project as we tailor interventions around their needs. To date, CVPP’s Outreach Centers boast 23,430 beneficiaries and 926 volunteers (this number includes Outreach Center Network beneficiaries and volunteers). Additionally, a total of 901 vulnerable youth gained employment through the CVPP; 8,700 are receiving the Challenge of Dreaming My Life program; and 12 graduated as Angel Volunteers, allowing them to create and inaugurate 12 Municipal Volunteer Units.

Last, the CVPP has launched 19 Municipal Prevention Centers, 10 Municipal Vocational Training Centers, and nine (9) Microsoft Imagine Academies, all providing programs and training opportunities for vulnerable youth in the various municipalities where these important Centers and Academies are housed. Together the CVPP has more than 74,767 youth beneficiaries utilizing different prevention tools, programs and services. Cross Cutting Implications: None.

Additional Considerations: None.

USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 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 (close to 102.5 homicides per 100,000 inhabitants in 2015), having young males, mostly, as victims and perpetrators of crimes. USAID has selected 20 high-risk municipalities and 118 communities within these municipalities to carry out interventions whose main focus is to prevent youth from joining gangs, to provide youth with stronger voice in the municipal decision-making process through inclusion in Municipal Prevention Councils (MPCs) and community groups, by creating and supporting networks among youth, and by creating vocational training and volunteerism opportunities that build leadership, positive peer-to-peer relationships, and life skills.

CVPP’s Component 3 contemplates one secondary prevention pilot that contemplates youth development. At the moment, the Youth Service Eligibility Tool (Y-SET) is being implemented in the municipality of Cojutepeque and supports 105 youth and their families.

Results: To date, 105 vulnerable youth in the municipality of Cojutepeque are being treated through the family-centered Y-SET model. These vulnerable youth, and their families, receive assistance from case workers and psychologists. During a follow-up survey, 95 percent of the 105 youth enrolled showed significant improvement and marked a tendency against risk factors associates with gang behaviors. Cross Cutting Implications: None.

Additional Considerations: None.

FY 2013 PERFORMANCE PLAN AND REPORT FOR

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USAID/EL SALVADOR

CITIZEN SECURITY AND RULE OF LAW IN TARGETED AREAS 2014 2016 2017 Indicator Type: PFG, CARSI and USAID Baseline 2015 Results Results Results Target Component 1: Component 1: Component 1: Component 1: Number of Municipalities with Crime Component 1: 0 4 10 20 15 Prevention Committees (CARSI and Component 2: Component 2: Component 2: Component 2: 0 Component 2: 7 PFG indicator) 13 13 13 Number of vulnerable people benefiting from USG-supported social 0 5,149 21,565 74,767 10,000 services (CARSI) Number of CSOs receiving USG assistance engaged in advocacy 0 1 2 0 1 interventions (CARSI) Number of USG-assisted organizations and/or service delivery systems 0 52 33 34 86 strengthened who serve vulnerable populations (CARSI) Incidence of selected violent crimes 3,155 3,309 2,941 2,180 TBD reported in key municipalities. (PFG) Local Organizational Capacity 44.77% 44.77% 55.77% TBD TBD Assessment Score (USAID) Governance 56.2% 56.2% 68.75% TBD TBD Organizational Management 43.7% 43.7% 68.75% TBD TBD Administration 32.5% 32.5% 52.50% TBD TBD Human Resources Management 40% 40% 47.50% TBD TBD Financial Management 58.03% 58.03% 58.33% TBD TBD Program Management 54.2% 54.2% 68.75% TBD TBD Project Performance Management 43.7% 43.7% 56.25% TBD TBD Number of Government Officials Target: 119 Target: 30 Target: 42 0 24 undergoing USG assisted security Result: 145 Result: 108 Result: 0 sector governance training. PREPAZ Officials 0 71 71 0 0 Municipal Government Officials 0 74 182 0 0 Agency Designation: USAID

Washington-Designated Cross-cutting? N/A

OU-Designated Cross-Cutting? N/A Date of Last DQA: 04/2016 Explanations IMPROVED

USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

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: N/A Dropping: N/A RULE OF LAW, TRANSPARENCY AND GOVERNANCE, AND CITIZEN SECURITY

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Annex

Annex 1 – CVPP Press Mentions

Annex 2 – Monitoring and Evaluation Report Annex 3 – Financial Report Annex 4 – Leverage Report Annex 5 – Grants Activity Report

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Annex 1 – CVPP Press Mentions

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Annex 2 – Quarterly Monitoring and Evaluation Report

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Previous Total to Total Total Total Total to % to Target FY 2016 Year Achieve % to Achieve N° Indicator Base Line Project Q1 Q2 Q3 Q4 Acumulated Acumulated Achieve Achieve Base Period Target Acumulated Project Project Target Target FY 2016 Base Period Base Period Base Period (2015) 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

Number of municipalities with 1.1 Municipal Crime and 0 35 20 20 20 0 0 0 0 0 20 0 0% 15 42.85% Violence Prevention Committees strengthened Number of PRE-PAZ officials trained in crime 1.2 0 50 50 0 71 0 0 0 0 0 71 0 0% 0 0% and violence prevention according the ENPV

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

% of municipal governments officials that 2 15.70% 75.00% 50.00% 40.00% 0 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 34.30% 34.30% 59.30% 59.30% understand the goals and objectives of the ENPV

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.

% of population in targeted communities/municipalities 3 25.10% 45.00% 30.00% 0.00% 0 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 4.90% 4.90% 19.90% 19.90% who are aware of the goals and objectives of the ENPV

The government of El Salvador (GOES) is supported as it forms and/or implements at least two prevention strategies and/or laws

Number of prevention strategies and/or laws 4 0 3 2 1 0 0 0 0 0 0 1 1 50% 2 67% drafted or implemented with USG assistance

Methodology for establishing and managing Municipal Crime and Violence Prevention Observatories is developed and published in conjunction with GOES

Percent development of a methodology to establish and manage 5.1 0% 100% 100% 0% 100% 0% 0% 0% 0% 0% 100% 0% 0% 100% 0% Municipal Crime and Violence Prevention Observatories (MCVPOs)

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Previous Total to Total Total Total Total to % to Target FY 2016 Year Achieve % to Achieve N° Indicator Base Line Project Q1 Q2 Q3 Q4 Acumulated Acumulated Achieve Achieve Base Period Target Acumulated Project Project Target Target FY 2016 Base Period Base Period Base Period (2015) Target

Number of Municipal Crime and Violence 5.2 Prevention Observatories 0 15 10 5 18 1 0 0 0 1 19 0 0% 0 0% (MCVPOs) using established methodology

A minimum of 10 new Municipal Crime and Violence Prevention Observatories (MCVPOs) are established with contractor assistance

Number of USG- supported municipalities 6 0 15 10 0 13 1 0 0 0 1 14 0 0% 1 6.66% with established observatories

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

Number of USG- supported municipalities 7 making decisions based on 0 14 7 2 4 0 0 0 5 5 9 0 0.00% 5 35.71% information generated by Observatories

A minimum of 7 existing Municipal Crime and Violence Prevention Observatories (MCVPOs) are strengthened with contractor assistance

Number of existing Municipal Crime and 8 Violence Prevention 0 10 7 3 5 0 0 0 0 0 5 2 29% 5 50% Observatories strengthened with USG assistance

Beneficiaries’ perception of safety increased by a minimum of 10% in target communities of selected municipalities

Beneficiaries 9 perception of safety in 38.30% 53.30% 48.30% 0.00% 0 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 48.30% 48.30% 53.30% 53.30% target communities

A reduction of crime by a minimum of 5% in target communities of a selected municipalities during of the project period

Percentage reduction 10 of crime in targeted 659 5.00% 5.00% 0.00% 0 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 5.00% 5.00% 5.00% 5.00% communities

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Previous Total to Total Total Total Total to % to Target FY 2016 Year Achieve % to Achieve N° Indicator Base Line Project Q1 Q2 Q3 Q4 Acumulated Acumulated Achieve Achieve Base Period Target Acumulated Project Project Target Target FY 2016 Base Period Base Period Base Period (2015) Target

12 new Municipal Crime and Violence Prevention Committees (MPCs) established and operational by the end of the Project

Number of MPCs 11 established and working 0 20 13 0 12 0 0 0 0 0 12 0 0% 8 40% according the ENPV

At least 70 communities working towards the reduction of crime through a partnership with local and national governments

Number of Communities 12 implementing plans in 0 115 78 54 0 0 0 0 77 77 77 1 1% 38 33% alliance with municipal and national government

In at least 12 municipalities, municipal leaders´ and community members´ capacity for prevention planning, implementation and analysis increased

Number of municipalities that have strengthened the capacities 13 of municipal leaders and 0 20 13 0 12 0 0 0 0 0 12 0 0% 8 40% community’s members to plan, implement and monitor MPPs.

At least two Public-Private Alliances are established in a minimum of 12 selected municipalities

Number of municipalities with at least 14 two of Public-Private 0 20 13 0 12 0 0 0 0 0 12 1 8% 8 40.00% Alliances established and operating

Innovative municipal-led, community-based crime and violence prevention best practices are identified, systematized, published and disseminated in least in seven selected municipalities

Number of Municipalities in which 15 0 12 7 5 0 0 0 0 0 0 0 7 100% 12 100% best practices have been disseminated

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Previous Total to Total Total Total Total to % to Target FY 2016 Year Achieve % to Achieve N° Indicator Base Line Project Q1 Q2 Q3 Q4 Acumulated Acumulated Achieve Achieve Base Period Target Acumulated Project Project Target Target FY 2016 Base Period Base Period Base Period (2015) Target

Methodology for Innovative Ideas is finalized within the first 90 days of the contract

Percent development 16 of methodology for 0% 100% 100% 0 0% 0% 0% 0% 0% 0% 100% 0% 0% 0% 0% Innovative Ideas At least two sub-component Innovative Ideas are developed and implemented

Number of Innovative 17 ideas developed and 0 3 2 1 2 0 0 0 0 0 2 0 0% 1 33.30% implemented Standard Indicators

CARSI Indicators Number of municipalities with Municipal Crime 0 55 33 10 33 0 7 0 0 7 40 0 0% 15 27.27% Prevention Committees (MPCs)** Number of Civil Society Organizations (CSOs) receiving USG 0 1 1 1 2 0 0 0 0 0 2 0 0% 0 0% assistance engaged in advocacy interventions Number of vulnerable people benefitting from 0 50,000 37,500 12,500 26,565 7,707 19,076 11,631 9,788 48,202 74,767 0 0% 0 0% USG-supported social services Number of USG- assisted organizations and/or service delivery 0 175 146 26 85 2 2 0 30 34 119 27 18.5% 56 32.0% systems strengthened who serve vulnerable populations. PFG Indicators

Incidence of Selected Violent Crimes Reported in 3,155 TBD TBD TBD 2,941 0 0 0 2,180 2,180 2,180 0 0 0 0 Key Municipalities

USAID Indicators

Local Organizational 44.7% 75.0% 75.0% 59.1% 55.8% 0.0% 0.0% 0.0% 0.0% 0.0% 55.8% 19.2% 19.2% 19.2% 19.2% Capacity Assessment Score Number of Goverment Officials undergoing USG 0 215 191 30 253 0 0 0 0 0 253 0 0% 0 0% assisted security sector governance training. USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

Annex 3 – Grants Activity Report USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 175

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

07-abr- $ $ $ $ $ CVPP-0001 OC Network OC Network 3 National 94% 14 99,973.30 41,750.00 42,247.00 93,992.37 5,980.93 02-may- $ $ $ $ $ CVPP-0002 CDA San Romero X 3 Tecoluca 89% 14 24,000.00 41,791.00 42,628.00 21,440.30 2,559.70 CDA Comunidad Nueva 27-may- $ $ $ $ $ CVPP-0003 X 3 Tecoluca 91% Tehuacán 14 24,000.00 41,791.00 42,628.00 21,785.55 2,214.45 21-may- $ $ $ $ $ CVPP-0004 CDA Cantón La Esperanza X 3 Tecoluca 91% 14 24,000.00 41,791.00 42,628.00 21,794.53 2,205.47 CDA Cantón San Nicolás 21-may- $ $ $ $ $ CVPP-0005 X 3 Tecoluca 91% Lempa 14 24,000.00 41,791.00 42,628.00 21,726.55 2,273.45 21-may- $ $ $ $ $ CVPP-0006 CDA Colonia Fátima X 3 Cojutepeque 90% 14 24,000.00 41,791.00 42,628.00 21,683.23 2,316.77 12-jun- $ $ $ $ $ CVPP-0007 CDA Cantón Cujuapa X 3 Cojutepeque 89% 14 24,000.00 41,791.00 42,628.00 21,459.65 2,540.35 21-may- $ $ $ $ $ CVPP-0008 CDA Cantón Jiñuco X 3 Cojutepeque 81% 14 24,000.00 41,791.00 42,628.00 19,391.73 4,608.27 22-may- $ $ $ $ $ CVPP-0009 CDA Reparto Las Alamedas X 3 Cojutepeque 90% 14 24,000.00 41,791.00 42,628.00 21,683.29 2,316.71 22-may- $ $ $ $ $ CVPP-0010 CDA Las Pavas X 3 Cojutepeque 91% 14 24,000.00 41,791.00 42,628.00 21,741.00 2,259.00 02-jun- $ $ $ $ $ CVPP-0011 CDA San Antonio II X 3 Cojutepeque 91% 14 24,000.00 41,791.00 42,628.00 21,746.98 2,253.02 02-jun- $ $ $ $ $ CVPP-0012 CDA Vista Al Lago X 3 Cojutepeque 90% 14 24,000.00 41,791.00 42,628.00 21,538.88 2,461.12 02-jun- $ $ $ $ $ CVPP-0013 CDA Com. El Milagro X 3 Tecoluca 91% 14 24,000.00 41,791.00 42,628.00 21,721.91 2,278.09 02-jun- $ $ $ $ $ CVPP-0014 CDA Com. San Cristóbal X 3 Tecoluca 91% 14 24,000.00 41,791.00 42,628.00 21,851.83 2,148.17 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 176

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

CDA Com. Brisas del $ $ $ $ $ CVPP-0015 X 3 San Vicente 10-jul-14 90% Cañaveral 24,000.00 41,841.00 42,628.00 21,664.17 2,335.83 $ $ $ $ $ CVPP-0016 CDA Jiboa X 3 San Vicente 10-jul-14 93% 24,000.00 41,841.00 42,628.00 22,213.65 1,786.35 $ $ $ $ $ CVPP-0017 CDA Santa Elena X 3 San Vicente 10-jul-14 92% 24,000.00 41,841.00 42,628.00 22,052.30 1,947.70 $ $ $ $ $ CVPP-0018 CDA Achichilco X 3 San Vicente 10-jul-14 90% 24,000.00 41,841.00 42,628.00 21,623.22 2,376.78 $ $ $ $ $ CVPP-0019 CDA Navarra X 3 San Vicente 10-jul-14 92% 24,000.00 41,841.00 42,628.00 21,978.44 2,021.56 $ $ $ $ $ CVPP-0020 CDA San Antonio Caminos X 3 San Vicente 11-jul-14 90% 24,000.00 41,841.00 42,628.00 21,593.61 2,406.39 $ $ $ $ $ CVPP-0021 CDA Brisas del Jiboa X 3 San Vicente 11-jul-14 79% 24,000.00 41,841.00 42,628.00 18,971.00 5,029.00 $ $ $ $ $ CVPP-0022 CDA Los Llanitos X 3 Ilobasco 29-jul-14 89% 24,000.00 41,849.00 42,628.00 21,473.69 2,526.31 $ $ $ $ $ CVPP-0023 CDA Azacualpa X 3 Ilobasco 29-jul-14 90% 24,000.00 41,849.00 42,628.00 21,586.77 2,413.23 $ $ $ $ $ CVPP-0024 CDA Milan X 3 Ilobasco 29-jul-14 90% 24,000.00 41,849.00 42,628.00 21,704.66 2,295.34 $ $ $ $ $ CVPP-0025 CDA Miranda X 3 Ilobasco 29-jul-14 90% 24,000.00 41,849.00 42,628.00 21,483.54 2,516.46 $ $ $ $ $ CVPP-0026 CDA Las Huertas X 3 Ilobasco 29-jul-14 90% 24,000.00 41,849.00 42,628.00 21,618.31 2,381.69 $ $ $ $ $ CVPP-0027 CDA Agua Zarca X 3 Ilobasco 29-jul-14 89% 24,000.00 41,849.00 42,628.00 21,352.65 2,647.35 $ $ $ $ $ CVPP-0028 CDA Alcaine X 3 Ilobasco 29-jul-14 90% 24,000.00 41,849.00 42,628.00 21,644.13 2,355.87 $ $ $ $ $ CVPP-0029 CDA Conchagua Centro X 3 Conchagua 31-jul-14 87% 24,000.00 41,852.00 42,628.00 20,980.39 3,019.61 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 177

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

$ $ $ $ $ CVPP-0030 CDA Las Tunas X 3 Conchagua 31-jul-14 91% 24,000.00 41,852.00 42,628.00 21,931.63 2,068.37 $ $ $ $ $ CVPP-0031 CDA Huisquil X 3 Conchagua 31-jul-14 89% 24,000.00 41,852.00 42,628.00 21,468.01 2,531.99 $ $ $ $ $ CVPP-0032 CDA La Metaza X 3 Conchagua 31-jul-14 90% 24,000.00 41,852.00 42,628.00 21,630.90 2,369.10 $ $ $ $ $ CVPP-0033 CDA El Farito X 3 Conchagua 31-jul-14 90% 24,000.00 41,852.00 42,628.00 21,661.94 2,338.06 01-ago- $ $ $ $ $ CVPP-0034 CDA El Pilón X 3 Conchagua 91% 14 24,000.00 41,852.00 42,628.00 21,871.01 2,128.99 14-ago- $ $ $ $ $ CVPP-0035 Communications Strategy X 6 Acajutla 45% 14 4,660.45 41,865.00 42,735.00 2,090.45 2,570.00 14-ago- $ $ $ $ $ CVPP-0036 Communications Strategy X 6 San Antonio del Monte 13% 14 3,500.00 41,865.00 42,368.00 461.13 3,038.87 14-ago- $ $ $ $ $ CVPP-0037 Communications Strategy X 6 Quezaltepeque 57% 14 5,112.66 41,865.00 42,735.00 2,922.34 2,190.32 14-ago- $ $ $ $ $ CVPP-0038 Communications Strategy X 6 Nejapa 41% 14 4,370.77 41,865.00 42,735.00 1,800.77 2,570.00 14-ago- $ $ $ $ $ CVPP-0039 Communications Strategy X 6 Panchimalco 41% 14 4,369.54 41,865.00 42,735.00 1,799.54 2,570.00 14-ago- $ $ $ $ $ CVPP-0040 Communications Strategy X 6 Soyapango 44% 14 4,261.68 41,865.00 42,735.00 1,864.76 2,396.92 14-ago- $ $ $ $ $ CVPP-0041 Communications Strategy X 6 Cojutepeque 44% 14 4,610.02 41,865.00 42,735.00 2,040.02 2,570.00 14-ago- $ $ $ $ $ CVPP-0042 Communications Strategy X 6 Ilobasco 49% 14 4,667.30 41,865.00 42,735.00 2,286.80 2,380.50 14-ago- $ $ $ $ $ CVPP-0043 Communications Strategy X 6 San Vicente 69% 14 4,463.65 41,865.00 42,735.00 3,075.25 1,388.40 14-ago- $ $ $ $ $ CVPP-0044 Communications Strategy X 6 Tecoluca 42% 14 4,410.23 41,865.00 42,735.00 1,840.23 2,570.00 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 178

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

14-ago- $ $ $ $ $ CVPP-0045 Communications Strategy X 6 Usulután 63% 14 6,501.61 41,865.00 42,735.00 4,067.21 2,434.40 14-ago- $ $ $ $ $ CVPP-0046 Communications Strategy X 6 Conchagua 61% 14 4,951.00 41,865.00 42,735.00 3,021.50 1,929.50 14-ago- $ $ $ $ $ CVPP-0047 Communications Strategy X 6 La Unión 66% 14 5,660.59 41,865.00 42,735.00 3,731.09 1,929.50 01-ago- $ $ $ $ $ CVPP-0048 CDA Altamira X 3 Usulután 89% 14 24,000.00 41,852.00 42,628.00 21,293.75 2,706.25 01-ago- $ $ $ $ $ CVPP-0049 CDA La Poza X 3 Usulután 91% 14 24,000.00 41,852.00 42,628.00 21,855.04 2,144.96 01-ago- $ $ $ $ $ CVPP-0050 CDA La Presa X 3 Usulután 91% 14 24,000.00 41,852.00 42,628.00 21,904.30 2,095.70 01-ago- $ $ $ $ $ CVPP-0051 CDA El Calvario X 3 Usulután 90% 14 24,000.00 41,852.00 42,628.00 21,708.62 2,291.38 01-ago- $ $ $ $ $ CVPP-0052 CDA Córdova X 3 Usulután 91% 14 24,000.00 41,852.00 42,628.00 21,812.90 2,187.10 01-ago- $ $ $ $ $ CVPP-0053 CDA San Juan Bosco, X 3 Usulután 90% 14 24,000.00 41,852.00 42,628.00 21,519.11 2,480.89 01-ago- $ $ $ $ $ CVPP-0054 CDA Puerto Parada X 3 Usulután 90% 14 24,000.00 41,852.00 42,628.00 21,638.49 2,361.51 $ $ $ $ $ CVPP-0055 CDA Jardines de La Nueva X 3 Acajutla 31-jul-14 89% 24,000.00 41,852.00 42,628.00 21,282.69 2,717.31 01-ago- $ $ $ $ $ CVPP-0056 CDA Acaxual X 3 Acajutla 83% 14 15,437.13 41,852.00 42,628.00 12,850.36 2,586.77 01-ago- $ $ $ $ $ CVPP-0057 CDA Balastrera X 3 Acajutla 86% 14 24,000.00 41,852.00 42,628.00 20,740.61 3,259.39 01-ago- $ $ $ $ $ CVPP-0058 CDA San Julian X 3 Acajutla 80% 14 15,437.12 41,852.00 42,628.00 12,397.42 3,039.70 01-ago- $ $ $ $ $ CVPP-0059 CDA Las Atarrayas X 3 Acajutla 88% 14 24,000.00 41,852.00 42,628.00 21,015.47 2,984.53 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 179

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

20-ago- $ $ $ $ $ CVPP-0060 CDA Jardines del Mirador X 3 San Antonio del Monte 92% 14 24,000.00 41,871.00 42,628.00 22,155.55 1,844.45 20-ago- $ $ $ $ $ CVPP-0061 CDA Santa Lucía X 3 Quezaltepeque 90% 14 24,000.00 41,871.00 42,628.00 21,671.01 2,328.99 20-ago- $ $ $ $ $ CVPP-0062 CDA Estanzuelas X 3 Quezaltepeque 90% 14 24,000.00 41,871.00 42,628.00 21,634.73 2,365.27 20-ago- $ $ $ $ $ CVPP-0063 CDA Santa Rosa X 3 Quezaltepeque 90% 14 24,000.00 41,871.00 42,628.00 21,555.22 2,444.78 20-ago- $ $ $ $ $ CVPP-0064 CDA Primavera X 3 Quezaltepeque 89% 14 24,000.00 41,871.00 42,628.00 21,458.95 2,541.05 20-ago- $ $ $ $ $ CVPP-0065 CDA Torres X 3 Quezaltepeque 89% 14 24,000.00 41,871.00 42,628.00 21,436.45 2,563.55 09-sep- $ $ $ $ $ CVPP-0066 CDA Las Flores X 3 La Unión 92% 14 24,000.00 41,891.00 42,628.00 21,961.49 2,038.51 09-sep- $ $ $ $ $ CVPP-0067 CDA Condadillo X 3 La Unión 90% 14 24,000.00 41,891.00 42,628.00 21,628.82 2,371.18 09-sep- $ $ $ $ $ CVPP-0068 CDA El Coyolito X 3 La Unión 89% 14 24,000.00 41,891.00 42,628.00 21,451.54 2,548.46 09-sep- $ $ $ $ $ CVPP-0069 CDA La Unión Centro X 3 La Unión 90% 14 24,000.00 41,891.00 42,628.00 21,634.02 2,365.98 09-sep- $ $ $ $ $ CVPP-0070 CDA San Carlos X 3 La Unión 89% 14 24,000.00 41,891.00 42,628.00 21,459.72 2,540.28 09-sep- $ $ $ $ $ CVPP-0071 CDA La Esperanza X 3 La Unión 92% 14 24,000.00 41,891.00 42,628.00 21,997.69 2,002.31 09-sep- $ $ $ $ $ CVPP-0072 CDA Agua Escondida X 3 La Unión 90% 14 24,000.00 41,891.00 42,628.00 21,702.92 2,297.08 CDA Altos de Monte 09-sep- $ $ $ $ $ CVPP-0073 X 3 Soyapango 89% Carmelo 14 24,000.00 41,913.00 42,628.00 21,257.93 2,742.07 09-sep- $ $ $ $ $ CVPP-0074 CDA Bosques Del Río X 3 Soyapango 80% 14 24,000.00 41,913.00 42,628.00 19,100.44 4,899.56 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 180

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

09-sep- $ $ $ $ $ CVPP-0075 CDA Guadalupe X 3 Soyapango 80% 14 24,000.00 41,913.00 42,628.00 19,101.88 4,898.12 09-sep- $ $ $ $ $ CVPP-0076 CDA Las Margaritas X 3 Soyapango 84% 14 24,000.00 41,891.00 42,628.00 20,042.91 3,957.09 09-sep- $ $ $ $ $ CVPP-0077 CDA Río Las Cañas X 3 Soyapango 84% 14 16,515.00 41,913.00 42,628.00 13,906.87 2,608.13 11-sep- $ $ $ $ $ CVPP-0078 CDA Jabalí X 3 Nejapa 90% 14 24,000.00 41,893.00 42,628.00 21,630.00 2,370.00 11-sep- $ $ $ $ $ CVPP-0079 CDA Las Mercedes X 3 Nejapa 90% 14 24,000.00 41,893.00 42,628.00 21,567.91 2,432.09 11-sep- $ $ $ $ $ CVPP-0080 CDA Calle Vieja X 3 Nejapa 90% 14 24,000.00 41,893.00 42,628.00 21,524.59 2,475.41 11-sep- $ $ $ $ $ CVPP-0081 CDA Mapilapa X 3 Nejapa 91% 14 24,000.00 41,893.00 42,628.00 21,890.66 2,109.34 11-sep- $ $ $ $ $ CVPP-0082 CDA Quezaltepeque Centro X 3 Quezaltepeque 92% 14 24,000.00 41,893.00 42,628.00 22,058.47 1,941.53 23-sep- $ $ $ $ $ CVPP-0083 CDA El Barrial X 3 Panchimalco 81% 14 24,000.00 41,905.00 42,628.00 19,543.89 4,456.11 23-sep- $ $ $ $ $ CVPP-0084 CDA Monteliz X 3 Panchimalco 91% 14 24,000.00 41,905.00 42,628.00 21,827.21 2,172.79 23-sep- $ $ $ $ $ CVPP-0085 CDA San José X 3 Panchimalco 91% 14 24,000.00 41,905.00 42,628.00 21,746.40 2,253.60 23-sep- $ $ $ $ $ CVPP-0086 CDA Azacualpa X 3 Panchimalco 79% 14 24,000.00 41,905.00 42,628.00 18,908.03 5,091.97 23-sep- $ $ $ $ $ CVPP-0087 CDA Panchimalco Centro X 3 Panchimalco 91% 14 24,000.00 41,905.00 42,628.00 21,756.26 2,243.74 23-sep- $ $ $ $ $ CVPP-0088 CDA El Guayabo X 3 Panchimalco 81% 14 24,000.00 41,905.00 42,628.00 19,437.26 4,562.74 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 181

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Tng and Capacity Building for Violence Prevention for 09-oct- $ $ $ $ $ CVPP-0089 X 1 Acajutla 61% CMPVs, ADESCOs, and 14 4,992.00 41,974.00 42,735.00 3,068.18 1,923.82 Municipal Operators Tng and Capacity Building for Violence Prevention for 09-oct- $ $ $ $ $ CVPP-0090 X 1 Cojutepeque 58% CMPVs, ADESCOs, and 14 4,992.00 41,974.00 42,735.00 2,881.79 2,110.21 Municipal Operators Tng and Capacity Building for Violence Prevention for 09-oct- $ $ $ $ $ CVPP-0091 X 1 Conchagua 43% CMPVs, ADESCOs, and 14 4,992.00 41,974.00 42,735.00 2,164.31 2,827.69 Municipal Operators Tng and Capacity Building for Violence Prevention for 09-oct- $ $ $ $ $ CVPP-0092 X 1 Ilobasco 50% CMPVs, ADESCOs, and 14 4,992.00 41,974.00 42,735.00 2,483.05 2,508.95 Municipal Operators Tng and Capacity Building for Violence Prevention for 09-oct- $ $ $ $ $ CVPP-0093 X 1 La Unión 38% CMPVs, ADESCOs, and 14 4,992.00 41,974.00 42,735.00 1,906.97 3,085.03 Municipal Operators Tng and Capacity Building for Violence Prevention for 09-oct- $ $ $ $ $ CVPP-0094 X 1 Nejapa 39% CMPVs, ADESCOs, and 14 4,992.00 41,974.00 42,735.00 1,946.28 3,045.72 Municipal Operators Tng and Capacity Building for Violence Prevention for 09-oct- $ $ $ $ $ CVPP-0095 X 1 Panchimalco 57% CMPVs, ADESCOs, and 14 4,992.00 41,974.00 42,735.00 2,864.78 2,127.22 Municipal Operators USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 182

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Tng and Capacity Building for Violence Prevention for 09-oct- $ $ $ $ $ CVPP-0096 X 1 Quezaltepeque 56% CMPVs, ADESCOs, and 14 4,992.00 41,974.00 42,735.00 2,771.87 2,220.13 Municipal Operators Tng and Capacity Building for Violence Prevention for 09-oct- $ $ $ $ $ CVPP-0097 X 1 San Antonio del Monte 0% CMPVs, ADESCOs, and 14 4,992.00 41,974.00 42,428.00 - 4,992.00 Municipal Operators Tng and Capacity Building for Violence Prevention for 09-oct- $ $ $ $ $ CVPP-0098 X 1 San Vicente 57% CMPVs, ADESCOs, and 14 4,992.00 41,974.00 42,735.00 2,864.16 2,127.84 Municipal Operators Tng and Capacity Building for Violence Prevention for 09-oct- $ $ $ $ $ CVPP-0099 X 1 Soyapango 50% CMPVs, ADESCOs, and 14 4,992.00 41,974.00 42,735.00 2,520.56 2,471.44 Municipal Operators Tng and Capacity Building for Violence Prevention for 09-oct- $ $ $ $ $ CVPP-0100 X 1 Tecoluca 44% CMPVs, ADESCOs, and 14 4,992.00 41,974.00 42,735.00 2,205.84 2,786.16 Municipal Operators Tng and Capacity Building for Violence Prevention for 09-oct- $ $ $ $ $ CVPP-0101 X 1 Usulután 51% CMPVs, ADESCOs, and 14 4,992.00 41,974.00 42,735.00 2,565.82 2,426.18 Municipal Operators 06-oct- $ $ $ $ $ CVPP-0102 CDA Huisquil - Belén X 3 Conchagua 91% 14 24,000.00 41,918.00 42,628.00 21,791.89 2,208.11 Skill-building and Job 24-oct- $ $ $ $ $ CVPP-0103 X 4 Acajutla 95% Opportunities 14 8,002.90 41,936.00 42,460.00 7,632.69 370.21 Skill-building and Job 24-oct- $ $ $ $ $ CVPP-0104 X 4 Cojutepeque 97% Opportunities 14 13,324.65 41,936.00 42,460.00 12,900.03 424.62 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 183

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Skill-building and Job 24-oct- $ $ $ $ $ CVPP-0105 X 4 Conchagua 76% Opportunities 14 6,624.15 41,936.00 42,460.00 5,013.45 1,610.70 Skill-building and Job 24-oct- $ $ $ $ $ CVPP-0106 X 4 Ilobasco 83% Opportunities 14 10,390.90 41,936.00 42,460.00 8,608.87 1,782.03 Skill-building and Job 24-oct- $ $ $ $ $ CVPP-0107 X 4 La Unión 58% Opportunities 14 9,992.90 41,936.00 42,460.00 5,793.87 4,199.03 Skill-building and Job 24-oct- $ $ $ $ $ CVPP-0108 X 4 Nejapa 98% Opportunities 14 7,400.68 41,936.00 42,460.00 7,229.80 170.88 Skill-building and Job 24-oct- $ $ $ $ $ CVPP-0109 X 4 Panchimalco 94% Opportunities 14 7,764.02 41,936.00 42,460.00 7,311.33 452.69

Skill-building and Job 24-oct- $ $ $ $ $ CVPP-0110 X 4 Quezaltepeque 66% Opportunities 14 5,794.10 41,936.00 42,460.00 3,819.81 1,974.29

Skill-building and Job 24-oct- $ $ $ $ $ CVPP-0111 X 4 San Antonio del Monte 43% Opportunities 14 3,255.40 41,936.00 42,460.00 1,404.07 1,851.33 Skill-building and Job 24-oct- $ $ $ $ $ CVPP-0112 X 4 San Vicente 95% Opportunities 14 8,002.90 41,936.00 42,460.00 7,606.46 396.44 Skill-building and Job 24-oct- $ $ $ $ $ CVPP-0113 X 4 Soyapango 82% Opportunities 14 9,162.85 41,936.00 42,460.00 7,471.91 1,690.94 Skill-building and Job 24-oct- $ $ $ $ $ CVPP-0114 X 4 Tecoluca 46% Opportunities 14 6,624.15 41,936.00 42,460.00 3,028.25 3,595.90 Skill-building and Job 24-oct- $ $ $ $ $ CVPP-0115 X 4 Usulután 62% Opportunities 14 13,759.65 41,936.00 42,460.00 8,504.78 5,254.87

Alternate Conflict Zona 1 26-nov- $ $ $ $ $ CVPP-0116 FUNPRES 1 100% Resolution - Zone 1 1/ 14 75,136.49 42,009.00 42,459.00 75,136.48 0.01 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 184

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

FUNDACIÓN IRIS- Alternate Conflict 27-nov- $ $ $ $ $ CVPP-0117 TRANSFORMAN 1 Zona 2 2/ 93% Resolution - Zone 2 14 90,707.38 41,988.00 42,352.00 83,987.79 6,719.59 DO CONFLICTOS Municipal Prevention 11-dic- $ $ $ $ $ CVPP-0118 Centers Equipment - X 1 Acajutla 96% 14 11,009.00 42,009.00 42,460.00 10,517.96 491.04 Acajutla Municipal Prevention 11-dic- $ $ $ $ $ CVPP-0119 Centers Equipment - X 1 Cojutepeque 99% 14 9,111.00 42,009.00 42,277.00 9,024.68 86.32 Cojutepeque Municipal Prevention 11-dic- $ $ $ $ $ CVPP-0120 Centers Equipment - X 1 Conchagua 95% 14 9,180.00 42,009.00 42,159.00 8,726.03 453.97 Conchagua Municipal Prevention 11-dic- $ $ $ $ $ CVPP-0121 Centers Equipment - X 1 Ilobasco 99% 14 8,888.00 42,009.00 42,159.00 8,840.79 47.21 Ilobasco Municipal Prevention 11-dic- $ $ $ $ $ CVPP-0122 Centers Equipment - La X 1 La Unión 99% 14 13,060.00 42,009.00 42,277.00 12,930.34 129.66 Unión Municipal Prevention 11-dic- $ $ $ $ $ CVPP-0123 X 1 Nejapa 93% Centers Equipment -Nejapa 14 8,798.00 42,009.00 42,159.00 8,141.52 656.48 Municipal Prevention 11-dic- $ $ $ $ $ CVPP-0124 Centers Equipment - X 1 Panchimalco 90% 14 10,230.00 42,009.00 42,159.00 9,184.07 1,045.93 Panchimalco Municipal Prevention 11-dic- $ $ $ $ $ CVPP-0125 Centers Equipment - X 1 Quezaltepeque 87% 14 10,077.00 42,009.00 42,159.00 8,736.57 1,340.43 Quezaltepeque USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 185

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Municipal Prevention 11-dic- $ $ $ $ $ CVPP-0126 Centers Equipment - San X 1 San Antonio del Monte 0% 14 8,142.00 42,009.00 42,159.00 (0.00) 8,142.00 Antonio del Monte Municipal Prevention 11-dic- $ $ $ $ $ CVPP-0127 Centers Equipment - San X 1 San Vicente 91% 14 10,579.00 42,009.00 42,277.00 9,677.07 901.93 Vicente Municipal Prevention 11-dic- $ $ $ $ $ CVPP-0128 Centers Equipment - X 1 Soyapango 95% 14 10,147.00 42,009.00 42,159.00 9,629.30 517.70 Soyapango Municipal Prevention 11-dic- $ $ $ $ $ CVPP-0129 Centers Equipment - X 1 Tecoluca 91% 14 7,798.00 42,009.00 42,159.00 7,131.85 666.15 Tecoluca Municipal Prevention 11-dic- $ $ $ $ $ CVPP-0130 Centers Equipment - X 1 Usulután 89% 14 10,579.00 42,009.00 42,460.00 9,434.43 1,144.57 Usulután

Acajutla, San Antonio Strengthening Municipal del Monte, Soyapango, 29-ene- $ $ $ $ $ CVPP-0131 CESAL 1 101% Units - Zone 1 CESAL Nejapa, Panchimaclo, 15 29,566.64 42,038.00 42,402.00 29,799.96 (233.32) and Quezaltepeque USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 186

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Acajutla, San Antonio del Monte, Soyapango, 28-ene- $ $ $ $ $ CVPP-0132 Mentoring Zone 1 - CESAL CESAL 1 87% Nejapa, Panchimaclo, 15 32,363.86 42,038.00 42,492.00 28,309.05 4,054.81 and Quezaltepeque

San Vicente, Tecoluca, Cojutepeque, Ilobasco, 28-ene- $ $ $ $ $ CVPP-0133 Mentoring Zone 2 - FIECA FIECA 1 61% Usulután, La Unión, and 15 51,998.60 42,040.00 42,494.00 31,956.63 20,041.97 Conchagua

Soyapango, AJCVES - Active Quezaltepeque, Municipalities for Violence 04-feb- $ $ $ $ $ CVPP-0134 MJCV 1 Ilobasco, Cojutepeque, 41% Prevention (I Take Action: 15 99,470.58 42,047.00 42,628.00 41,250.15 58,220.43 San Vicente, Tecoluca, The Good Ones are more) Usulután, La Unón

Comité Olímpico (COES), 28-ene- $ $ $ $ $ CVPP-0135 COES 2 13 municipalities 54% Values through Sports 15 79,025.74 42,038.00 42,402.00 43,051.05 35,974.69

02-mar- $ $ $ $ $ CVPP-0136 CDA El Cocal X 3 Usulután 89% 15 24,000.00 42,065.00 42,628.00 21,341.78 2,658.22 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 187

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Philharmonic Orchestra of 10-mar- $ $ $ $ $ CVPP-0137 X 2 Acajutla 87% Acajutla 15 24,997.67 42,131.00 42,735.00 21,753.67 3,244.00

30-mar- $ $ $ $ $ CVPP-0138 Challenge to Dream My Life FUNPRES 2 13 municipalities 94% 15 148,996.33 42,114.00 42,479.00 140,022.41 8,973.92

Municipal Volunteering UNIV J.MATÍAS 31-mar- $ $ $ $ $ CVPP-0139 1 13 municipalities 72% Strategy DELGADO 15 24,496.29 42,094.00 42,634.00 17,552.31 6,943.98

Strengthening Capabilities 10-abr- $ $ $ $ $ CVPP-0140 FUNDAMUNI 1 13 municipalities 96% of ADESCOs 15 71,136.79 42,109.00 42,414.00 68,289.18 2,847.61

Municipal Center for 09-abr- $ $ $ $ $ CVPP-0141 Vocational Training - X 4 Acajutla 87% 15 39,298.47 42,151.00 42,628.00 34,352.95 4,945.52 Acajutla

Philharmonic Orchestra of 20-abr- $ $ $ $ $ CVPP-0142 X 2 Cojutepeque 84% Cojutepeque 15 25,831.92 42,131.00 42,735.00 21,669.16 4,162.76

Philharmonic Orchestra of 20-abr- $ $ $ $ $ CVPP-0143 X 2 Conchagua 88% Conchagua 15 25,831.67 42,121.00 42,735.00 22,638.36 3,193.31

Philharmonic Orchestra of 20-abr- $ $ $ $ $ CVPP-0144 X 2 La Unión 84% La Unión 15 25,831.67 42,131.00 42,735.00 21,679.58 4,152.09 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 188

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Philharmonic Orchestra of 21-abr- $ $ $ $ $ CVPP-0145 X 2 Quezaltepeque 80% Quezaltepeque 15 26,371.67 42,164.00 42,735.00 21,224.67 5,147.00

Philharmonic Orchestra of 21-abr- $ 26 nov $ $ $ CVPP-0146 X 2 Soyapango 83% Soyapango 15 25,831.67 2015 42,643.00 21,502.27 4,329.40

Philharmonic Orchestra of 21-abr- $ $ $ $ $ CVPP-0147 X 2 Usulután 83% Usulután 15 26,371.67 42,149.00 42,735.00 21,866.67 4,505.00

Conchagua, La Unión, Strengthening Municipal Usulután, SanVicente, 05-may- $ $ $ $ $ CVPP-0148 BAMBU 1 99% Units - Zone 2 Ilobasco, Cojutepeque y 15 34,998.00 42,144.00 42,327.00 34,549.69 448.31 Tecoluca

Strengthening Information 04-may- $ $ $ $ $ CVPP-0149 Technology in Outreach X 3 Acajutla 65% 15 2,298.24 42,129.00 42,628.00 1,490.31 807.93 Centers Acajutla $ $ $ CVPP-0150 OC Network Phase 2 Red de CDAs 3 National #DIV/0! - - - 02-jun- $ $ $ $ $ CVPP-0151 Web 2.0 Acajutla X 6 Acajutla 60% 15 1,132.00 42,171.00 42,735.00 679.20 452.80 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 189

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Municipal Center for 30-abr- $ $ $ $ $ CVPP-0152 Vocational Training - X 4 Cojutepeque 89% 15 39,298.33 42,144.00 42,628.00 34,995.34 4,302.99 Cojutepeque Municipal Center for 30-abr- $ $ $ $ $ CVPP-0153 Vocational Training - X 4 Ilobasco 88% 15 39,298.33 42,144.00 42,628.00 34,721.03 4,577.30 Ilobasco Municipal Center for 30-abr- $ $ $ $ $ CVPP-0154 X 4 Nejapa 90% Vocational Training - Nejapa 15 39,298.33 42,144.00 42,628.00 35,191.20 4,107.13 Municipal Center for 30-abr- $ $ $ $ $ CVPP-0155 Vocational Training - San X 4 San Vicente 83% 15 44,623.09 42,144.00 42,628.00 37,079.06 7,544.03 Vicente Municipal Center for 30-abr- $ $ $ $ $ CVPP-0156 Vocational Training - X 4 Conchagua 89% 15 40,912.20 42,151.00 42,628.00 36,494.55 4,417.65 Conchagua Municipal Center for 30-abr- $ $ $ $ $ CVPP-0157 Vocational Training - La X 4 La Unión 89% 15 39,298.33 42,144.00 42,628.00 34,975.44 4,322.89 Union Municipal Center for 30-abr- $ $ $ $ $ CVPP-0158 Vocational Training - X 4 Usulután 94% 15 42,921.34 42,151.00 42,628.00 40,511.60 2,409.74 Usulutan

Philharmonic Orchestra of 04-may- $ $ $ $ $ CVPP-0159 X 2 Ilobasco 84% Ilobasco 15 25,831.92 42,131.00 42,735.00 21,648.68 4,183.24

Philharmonic Orchestra of 04-may- $ $ $ $ $ CVPP-0160 X 2 Panchimalco 72% Panchimalco 15 26,991.67 42,131.00 42,735.00 19,509.16 7,482.51 Philharmonic Orchestra of 04-may- $ $ $ $ $ CVPP-0161 X 2 San Vicente 83% San Vicente 15 25,831.92 42,131.00 42,735.00 21,417.17 4,414.75 Scholarship program 08-may- $ $ $ $ $ CVPP-0162 X 1 Acajutla 0% Acajutla 15 1,000.00 42,186.00 42,429.00 - 1,000.00 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 190

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Y-SET Family Model - 26-may- $ $ $ $ $ CVPP-0163 FUNPRES Comp 3 Cojutepeque 70% Cojutepeque 15 182,253.88 42,156.00 42,704.00 127,276.35 54,977.53

08-may- $ $ $ $ $ CVPP-0164 PREVENCIOPOLY Acajutla X 6 Acajutla 53% 15 900.00 42,171.00 42,735.00 480.46 419.54 Municipal Policies VP 02-jun- $ $ $ $ $ CVPP-0165 x 1 Acajutla 73% Acajutla 15 3,500.00 42,223.00 42,735.00 2,567.16 932.84 03-jun- $ $ $ $ $ CVPP-0166 PrevNet Acajutla x 6 Acajutla 83% 15 6,060.00 42,171.00 42,735.00 5,004.00 1,056.00 15-jun- $ $ $ $ $ CVPP-0167 YOUTH CLUB - Cojutepeque x 2 Cojutepeque 87% 15 8,540.00 42,186.00 42,735.00 7,458.65 1,081.35 23-nov- $ $ $ CVPP-0168 YOUTH CLUB - Soyapango x 2 Soyapango 0% 15 7,440.00 - 7,440.00 15-jun- $ $ $ $ $ CVPP-0169 YOUTH CLUB - Tecoluca x 2 Tecoluca 85% 15 7,440.00 42,186.00 42,735.00 6,315.07 1,124.93 15-jun- $ $ $ $ $ CVPP-0170 YOUTH CLUB - Acajutla x 2 Acajutla 73% 15 6,200.00 42,186.00 42,735.00 4,537.50 1,662.50 18-jun- $ $ $ $ $ CVPP-0171 YOUTH CLUB - Conchagua x 2 Conchagua 78% 15 8,680.00 42,186.00 42,735.00 6,792.49 1,887.51 18-jun- $ $ $ $ $ CVPP-0172 YOUTH CLUB - Ilobasco x 2 Ilobasco 76% 15 8,680.00 42,186.00 42,735.00 6,607.78 2,072.22 18-jun- $ $ $ $ $ CVPP-0173 YOUTH CLUB - La Union x 2 La Unión 79% 15 8,680.00 42,186.00 42,735.00 6,868.05 1,811.95 18-jun- $ $ $ $ $ CVPP-0174 YOUTH CLUB - Nejapa x 2 Nejapa 76% 15 4,960.00 42,186.00 42,735.00 3,770.46 1,189.54 YOUTH CLUB - 18-jun- $ $ $ $ $ CVPP-0175 x 2 Quezaltepeque 80% Quetzaltepeque 15 7,398.00 42,186.00 42,735.00 5,941.31 1,456.69 18-jun- $ $ $ $ $ CVPP-0176 YOUTH CLUB - San Vicente x 2 San Vicente 89% 15 8,680.00 42,186.00 42,735.00 7,742.97 937.03 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 191

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

18-jun- $ $ $ $ $ CVPP-0177 YOUTH CLUB - Usulutan x 2 Usulután 98% 15 8,680.00 42,186.00 42,735.00 8,486.09 193.91 Municipal Center for 04-jun- $ $ $ $ $ CVPP-0178 Vocational Training - x 4 Panchimalco 84% 15 41,336.89 42,177.00 42,628.00 34,894.27 6,442.62 Panchimalco Municipal Center for 04-jun- $ $ $ $ $ CVPP-0179 Vocational Training - x 4 Tecoluca 87% 15 39,498.33 42,177.00 42,628.00 34,533.73 4,964.60 Tecoluca Municipal Center for 25-jun- $ $ $ $ $ CVPP-0180 Vocational Training - x 4 Quezaltepeque 8% 15 37,700.00 42,201.00 42,536.00 3,007.02 34,692.98 Quezaltepeque 25-jun- $ $ $ $ $ CVPP-0181 Creative Pathways Acajutla x 2 Acajutla 58% 15 9,549.00 42,201.00 42,735.00 5,547.35 4,001.65

Implementation of a youth 23-jun- $ $ $ $ $ CVPP-0182 choir and string ensemble x 2 Nejapa 94% 15 6,972.00 42,223.00 42,735.00 6,538.94 433.06 in Nejapa

Implementation of a youth 26-jun- $ $ $ $ $ CVPP-0183 choir and string ensemble x 2 Tecoluca 92% 15 6,972.00 42,223.00 42,735.00 6,441.35 530.65 in Tecoluca

Strengthening Information 04-may- $ $ $ $ $ CVPP-0184 Technology in Outreach X 3 Cojutepeque 63% 15 3,111.84 42,129.00 42,628.00 1,952.59 1,159.25 Centers Cojutepeque Strengthening Information 04-may- $ $ $ $ $ CVPP-0185 Technology in Outreach X 3 Conchagua 63% 15 3,111.84 42,129.00 42,628.00 1,961.93 1,149.91 Centers Conchagua USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 192

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Strengthening Information 04-may- $ $ $ $ $ CVPP-0186 Technology in Outreach X 3 Ilobasco 63% 15 3,111.84 42,129.00 42,628.00 1,967.01 1,144.83 Centers Ilobasco Strengthening Information 04-may- $ $ $ $ $ CVPP-0187 Technology in Outreach X 3 La Unión 61% 15 3,111.84 42,129.00 42,628.00 1,884.80 1,227.04 Centers La Unión Strengthening Information 04-may- $ $ $ $ $ CVPP-0188 Technology in Outreach X 3 Nejapa 80% 15 1,741.44 42,129.00 42,628.00 1,397.89 343.55 Centers Nejapa Strengthening Information 04-may- $ $ $ $ $ CVPP-0189 Technology in Outreach X 3 Panchimalco 70% 15 2,555.04 42,129.00 42,628.00 1,785.84 769.20 Centers Panchimalco Strengthening Information 04-may- $ $ $ $ $ CVPP-0190 Technology in Outreach X 3 Quezaltepeque 66% 15 2,555.04 42,129.00 42,628.00 1,686.64 868.40 Centers Quezaltepeque Strengthening Information Technology in Outreach 04-may- $ $ $ $ $ CVPP-0191 X 3 San Antonio del Monte 38% Centers San Antonio del 15 671.06 42,129.00 42,628.00 253.91 417.15 Monte Strengthening Information 04-may- $ $ $ $ $ CVPP-0192 Technology in Outreach X 3 San Vicente 61% 15 3,111.84 42,129.00 42,628.00 1,893.15 1,218.69 Centers San Vicente Strengthening Information 04-may- $ $ $ $ $ CVPP-0193 Technology in Outreach X 3 Soyapango 63% 15 2,555.04 42,129.00 42,628.00 1,619.77 935.27 Centers Soyapango Strengthening Information 04-may- $ $ $ $ $ CVPP-0194 Technology in Outreach X 3 Tecoluca 63% 15 2,705.04 42,129.00 42,628.00 1,705.47 999.57 Centers Tecoluca USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 193

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Strengthening Information 04-may- $ $ $ $ $ CVPP-0195 Technology in Outreach X 3 Usulután 66% 15 3,368.65 42,129.00 42,628.00 2,231.35 1,137.30 Centers Usulután Strengthening Information Technology in Outreach 04-may- $ $ $ $ $ CVPP-0196 X 3 National 43% Centers Santa Ana, San 15 17,276.25 42,129.00 42,628.00 7,373.79 9,902.46 Salvador 02-jun- $ $ $ $ $ CVPP-0197 Web 2.0 Cojutepeque X 6 Cojutepeque 60% 15 1,132.00 42,171.00 42,735.00 679.20 452.80 02-jun- $ $ $ $ $ CVPP-0198 Web 2.0 Conchagua X 6 Conchagua 60% 15 1,132.00 42,171.00 42,735.00 679.20 452.80 02-jun- $ $ $ $ $ CVPP-0199 Web 2.0 Ilobasco X 6 Ilobasco 60% 15 1,132.00 42,171.00 42,735.00 679.20 452.80 02-jun- $ $ $ $ $ CVPP-0200 Web 2.0 La Unión X 6 La Unión 60% 15 1,132.00 42,171.00 42,735.00 679.20 452.80 02-jun- $ $ $ $ $ CVPP-0201 Web 2.0 Nejapa X 6 Nejapa 60% 15 1,132.00 42,171.00 42,735.00 679.20 452.80 02-jun- $ $ $ $ $ CVPP-0202 Web 2.0 Panchimalco X 6 Panchimalco 60% 15 1,132.00 42,171.00 42,735.00 679.20 452.80 02-jun- $ $ $ $ $ CVPP-0203 Web 2.0 Quezaltepeque X 6 Quezaltepeque 60% 15 1,132.00 42,171.00 42,735.00 679.20 452.80 02-jun- $ $ $ $ $ CVPP-0204 Web 2.0 San Vicente X 6 San Vicente 60% 15 1,132.00 42,171.00 42,735.00 679.20 452.80 02-jun- $ $ $ $ $ CVPP-0205 Web 2.0 Soyapango X 6 Soyapango 0% 15 1,132.00 42,171.00 42,735.00 - 1,132.00 02-jun- $ $ $ $ $ CVPP-0206 Web 2.0 Tecoluca X 6 Tecoluca 60% 15 1,132.00 42,171.00 42,735.00 679.20 452.80 02-jun- $ $ $ $ $ CVPP-0207 Web 2.0 Usulután X 6 Usulután 60% 15 1,132.00 42,171.00 42,735.00 679.20 452.80 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 194

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Scholarship program 08-may- $ $ $ $ $ CVPP-0208 X 1 Cojutepeque 0% Cojutepeque 15 1,000.00 42,186.00 42,429.00 - 1,000.00 Scholarship program 08-may- $ $ $ $ $ CVPP-0209 X 1 Conchagua 0% Conchagua 15 1,000.00 42,186.00 42,429.00 - 1,000.00 Scholarship program 08-may- $ $ $ $ $ CVPP-0210 X 1 Ilobasco 0% Ilobasco 15 1,000.00 42,186.00 42,429.00 - 1,000.00 Scholarship program La 08-may- $ $ $ $ $ CVPP-0211 X 1 La Unión 0% Unión 15 1,000.00 42,186.00 42,429.00 - 1,000.00 08-may- $ $ $ $ $ CVPP-0212 Scholarship program Nejapa X 1 Nejapa 0% 15 1,000.00 42,186.00 42,429.00 - 1,000.00 Scholarship program 08-may- $ $ $ $ $ CVPP-0213 X 1 Panchimalco 0% Panchimalco 15 1,000.00 42,186.00 42,429.00 - 1,000.00 Scholarship program 08-may- $ $ $ $ $ CVPP-0214 X 1 Quezaltepeque 0% Quezaltepeque 15 1,000.00 42,186.00 42,429.00 - 1,000.00 Scholarship program San 08-may- $ $ $ $ $ CVPP-0215 X 1 San Vicente 0% Vicente 15 1,000.00 42,186.00 42,429.00 - 1,000.00 Scholarship program 08-may- $ $ $ $ $ CVPP-0216 X 1 Soyapango 0% Soyapango 15 1,000.00 42,186.00 42,429.00 - 1,000.00 Scholarship program 08-may- $ $ $ $ $ CVPP-0217 X 1 Tecoluca 0% Tecoluca 15 1,000.00 42,186.00 42,429.00 - 1,000.00 Scholarship program 08-may- $ $ $ $ $ CVPP-0218 X 1 Usulután 0% Usulután 15 1,000.00 42,186.00 42,429.00 - 1,000.00 PREVENCIOPOLY 08-may- $ $ $ $ $ CVPP-0219 X 6 Cojutepeque 48% Cojutepeque 15 1,000.00 42,171.00 42,735.00 480.46 519.54 08-may- $ $ $ $ $ CVPP-0220 PREVENCIOPOLY Conchagua X 6 Conchagua 48% 15 1,000.00 42,171.00 42,735.00 480.46 519.54 08-may- $ $ $ $ $ CVPP-0221 PREVENCIOPOLY Ilobasco X 6 Ilobasco 48% 15 1,000.00 42,171.00 42,735.00 480.46 519.54 08-may- $ $ $ $ $ CVPP-0222 PREVENCIOPOLY La Unión X 6 La Unión 65% 15 1,000.00 42,171.00 42,735.00 648.36 351.64 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 195

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

08-may- $ $ $ $ $ CVPP-0223 PREVENCIOPOLY Nejapa X 6 Nejapa 157% 15 850.00 42,171.00 42,735.00 1,330.26 (480.26) PREVENCIOPOLY 08-may- $ $ $ $ $ CVPP-0224 X 6 Panchimalco 51% Panchimalco 15 950.00 42,171.00 42,735.00 480.46 469.54 PREVENCIOPOLY 08-may- $ $ $ $ $ CVPP-0225 X 6 Quezaltepeque 51% Quezaltepeque 15 950.00 42,171.00 42,735.00 480.46 469.54 PREVENCIOPOLY San 08-may- $ $ $ $ $ CVPP-0226 X 6 San Vicente 48% Vicente 15 1,000.00 42,171.00 42,735.00 480.46 519.54 08-may- $ $ $ $ $ CVPP-0227 PREVENCIOPOLY Soyapango X 6 Soyapango 52% 15 950.00 42,171.00 42,735.00 495.35 454.65 08-may- $ $ $ $ $ CVPP-0228 PREVENCIOPOLY Tecoluca X 6 Tecoluca 51% 15 950.00 42,171.00 42,735.00 480.41 469.59 08-may- $ $ $ $ $ CVPP-0229 PREVENCIOPOLY Usulután X 6 Usulután 46% 15 1,050.00 42,171.00 42,735.00 480.45 569.55 Municipal Policies VP 02-jun- $ $ $ $ $ CVPP-0230 x 1 Cojutepeque 88% Cojutepeque 15 3,500.00 42,223.00 42,735.00 3,087.77 412.23 Municipal Policies VP 02-jun- $ $ $ $ $ CVPP-0231 x 1 Conchagua 92% Conchagua 15 3,500.00 42,223.00 42,735.00 3,218.20 281.80 Municipal Policies VP 02-jun- $ $ $ $ $ CVPP-0232 x 1 Ilobasco 66% Ilobasco 15 3,500.00 42,223.00 42,735.00 2,301.21 1,198.79 Municipal Policies VP La 02-jun- $ $ $ $ $ CVPP-0233 x 1 La Unión 64% Unión 15 3,500.00 42,223.00 42,735.00 2,241.88 1,258.12 Municipal Policies VP 02-jun- $ $ $ $ $ CVPP-0234 x 1 Nejapa 63% Nejapa 15 3,500.00 42,223.00 42,735.00 2,189.46 1,310.54 Municipal Policies VP San 02-jun- $ $ $ $ $ CVPP-0235 x 1 Panchimalco 68% Salvador 15 3,500.00 42,223.00 42,735.00 2,364.21 1,135.79 Municipal Policies VP 02-jun- $ $ $ $ $ CVPP-0236 x 1 Quezaltepeque 66% Quezaltepeque 15 3,500.00 42,223.00 42,735.00 2,309.45 1,190.55 Municipal Policies VP San 02-jun- $ $ $ $ $ CVPP-0237 x 1 San Vicente 67% Vicente 15 3,500.00 42,223.00 42,735.00 2,339.45 1,160.55 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 196

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Municipal Policies VP 02-jun- $ $ $ $ $ CVPP-0238 x 1 Soyapango 62% Soyapango 15 3,500.00 42,223.00 42,735.00 2,184.48 1,315.52 Municipal Policies VP 02-jun- $ $ $ $ $ CVPP-0239 x 1 Tecoluca 60% Tecoluca 15 3,500.00 42,223.00 42,735.00 2,099.46 1,400.54 Municipal Policies VP 02-jun- $ $ $ $ $ CVPP-0240 x 1 Usulután 72% Usulután 15 3,500.00 42,223.00 42,735.00 2,519.51 980.49 03-jun- $ $ $ $ $ CVPP-0241 PrevNet Cojutepeque x 6 Cojutepeque 14% 15 6,920.00 42,171.00 42,735.00 993.82 5,926.18 03-jun- $ $ $ $ $ CVPP-0242 PrevNet Conchagua x 6 Conchagua 69% 15 6,920.00 42,171.00 42,735.00 4,741.28 2,178.72 03-jun- $ $ $ $ $ CVPP-0243 PrevNet Ilobasco x 6 Ilobasco 78% 15 6,920.00 42,171.00 42,735.00 5,368.17 1,551.83 03-jun- $ $ $ $ $ CVPP-0244 PrevNet La Unión x 6 La Unión 66% 15 6,920.00 42,171.00 42,735.00 4,546.09 2,373.91 03-jun- $ $ $ $ $ CVPP-0245 PrevNet Nejapa x 6 Nejapa 27% 15 6,060.00 42,171.00 42,735.00 1,663.10 4,396.90 03-jun- $ $ $ $ $ CVPP-0246 PrevNet Panchimalco x 6 Panchimalco 92% 15 860.00 42,171.00 42,735.00 795.32 64.68 03-jun- $ $ $ $ $ CVPP-0247 PrevNet Quezaltepeque x 6 Quezaltepeque 84% 15 6,060.00 42,171.00 42,735.00 5,103.50 956.50 03-jun- $ $ $ $ $ CVPP-0248 PrevNet San Vicente x 6 San Vicente 66% 15 6,920.00 42,171.00 42,735.00 4,563.72 2,356.28 03-jun- $ $ $ $ $ CVPP-0249 PrevNet Soyapango x 6 Soyapango 12% 15 6,060.00 42,171.00 42,735.00 713.50 5,346.50 03-jun- $ $ $ $ $ CVPP-0250 PrevNet Tecoluca x 6 Tecoluca 74% 15 6,060.00 42,171.00 42,735.00 4,513.30 1,546.70 03-jun- $ $ $ $ $ CVPP-0251 PrevNet Usulután x 6 Usulután 40% 15 6,920.00 42,171.00 42,735.00 2,734.30 4,185.70 Creative Pathways 25-jun- $ $ $ $ $ CVPP-0252 x 2 Cojutepeque 56% Cojutepeque 15 12,678.00 42,201.00 42,735.00 7,097.35 5,580.65 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 197

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Creative Pathways 25-jun- $ $ $ $ $ CVPP-0253 x 2 Conchagua 73% Conchagua 15 12,678.00 42,201.00 42,735.00 9,299.49 3,378.51 25-jun- $ $ $ $ $ CVPP-0254 Creative Pathways Ilobasco x 2 Ilobasco 51% 15 12,678.00 42,201.00 42,735.00 6,431.37 6,246.63 25-jun- $ $ $ $ $ CVPP-0255 Creative Pathways La Unión x 2 La Unión 70% 15 12,678.00 42,201.00 42,735.00 8,890.84 3,787.16 25-jun- $ $ $ $ $ CVPP-0256 Creative Pathways Nejapa x 2 Nejapa 54% 15 7,984.00 42,201.00 42,735.00 4,280.35 3,703.65 Creative Pathways 25-jun- $ $ $ $ $ CVPP-0257 x 2 Panchimalco 57% Panchimalco 15 11,113.00 42,201.00 42,735.00 6,344.04 4,768.96 Creative Pathways 25-jun- $ $ $ $ $ CVPP-0258 x 2 Quezaltepeque 54% Quezaltepeque 15 11,113.00 42,201.00 42,735.00 5,960.03 5,152.97 Creative Pathways San 25-jun- $ $ $ $ $ CVPP-0259 x 2 San Vicente 48% Vicente 15 12,678.00 42,201.00 42,735.00 6,110.37 6,567.63 Creative Pathways 25-jun- $ $ $ $ $ CVPP-0260 x 2 Soyapango 13% Soyapango 15 11,113.00 42,201.00 42,566.00 1,443.76 9,669.24 25-jun- $ $ $ $ $ CVPP-0261 Creative Pathways Tecoluca x 2 Tecoluca 51% 15 11,114.00 42,201.00 42,735.00 5,666.01 5,447.99 25-jun- $ $ $ $ $ CVPP-0262 Creative Pathways Usulután x 2 Usulután 47% 15 14,243.00 42,201.00 42,735.00 6,625.51 7,617.49 $ $ $ $ $ CVPP-0263 YOUTH CLUB -Panchimalco X 2 Panchimalco 15-jul-15 89% 7,440.00 42,223.00 42,735.00 6,629.47 810.53 Social Marketing Campaign $ $ $ CVPP-0264 X 6 Acajutla - Acajutla - - - Social Marketing Campaign $ $ $ CVPP-0265 X 6 Cojutepeque - Cojutepeque - - - Social Marketing Campaign $ $ $ CVPP-0266 X 6 Conchagua - Conchagua - - - Social Marketing Campaign $ $ $ CVPP-0267 X 6 Ilobasco - Ilobasco - - - USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 198

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Social Marketing Campaign $ $ $ CVPP-0268 X 6 La Unión - La Unión - - - Social Marketing Campaign $ $ $ CVPP-0269 X 6 Nejapa - Nejapa - - - Social Marketing Campaign $ $ $ CVPP-0270 X 6 Panchimalco - Panchimalco - - - Social Marketing Campaign $ $ $ CVPP-0271 X 6 Quezaltepeque - Quezaltepeque - - - Social Marketing Campaign $ $ $ CVPP-0272 X 6 San Vicente - San Vicente - - - Social Marketing Campaign $ $ $ CVPP-0273 X 6 Soyapango - Soyapango - - - Social Marketing Campaign $ $ $ CVPP-0274 X 6 Tecoluca - Tecoluca - - - Social Marketing Campaign $ $ $ CVPP-0275 X 6 Usulután - Usulután - - - Awareness Campaigns for $ $ $ CVPP-0276 Violence Prevention- X 6 Acajutla - - - Acajutla Awareness Campaigns for $ $ $ CVPP-0277 Violence Prevention- X 6 Cojutepeque - - - Cojutepeque Awareness Campaigns for $ $ $ CVPP-0278 Violence Prevention- X 6 Conchagua - - - Conchagua Awareness Campaigns for $ $ $ CVPP-0279 Violence Prevention- X 6 Ilobasco - - - Ilobasco USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 199

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Awareness Campaigns for $ $ $ CVPP-0280 Violence Prevention-La X 6 La Unión - - - Unión Awareness Campaigns for $ $ $ CVPP-0281 X 6 Nejapa Violence Prevention-Nejapa - - - Awareness Campaigns for $ $ $ CVPP-0282 Violence Prevention- X 6 Panchimalco - - - Panchimalco Awareness Campaigns for $ $ $ CVPP-0283 Violence Prevention- X 6 Quezaltepeque - - - Quezaltepeque Awareness Campaigns for $ $ $ CVPP-0284 Violence Prevention-San X 6 San Vicente - - - Vicente Awareness Campaigns for $ $ $ CVPP-0285 Violence Prevention- X 6 Soyapango - - - Soyapango Awareness Campaigns for $ $ $ CVPP-0286 Violence Prevention- X 6 Tecoluca - - - Tecoluca Awareness Campaigns for $ $ $ CVPP-0287 Violence Prevention- X 6 Usulután - - - Usulután 27-ago- $ $ $ $ $ CVPP-0288 Institutional Efforts Nejapa x 1 Nejapa 46% 15 7,000.00 42,254.00 42,735.00 3,205.63 3,794.37 Institutional Efforts 27-ago- $ $ $ $ $ CVPP-0289 x 1 Cojutepeque 88% Cojutepeque 15 10,020.00 42,254.00 42,466.00 8,813.90 1,206.10 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 200

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Ilobasco, San Vicente, Domestic Violence Tecoluca, Usulután, 04-sep- $ $ $ $ $ CVPP-0290 BAMBU 2 100% Prevention Zone 2 - BAMBÚ Conchagua, and La 15 97,985.60 42,263.00 42,566.00 97,771.15 214.45 Unión

23-sep- $ $ $ $ $ CVPP-0291 Institutional Efforts Ilobasco x 1 Ilobasco 70% 15 10,000.00 42,289.00 42,735.00 7,016.14 2,983.86 Institutional Efforts 23-sep- $ $ $ $ $ CVPP-0292 x 1 Conchagua 38% Conchagua 15 10,995.00 42,289.00 42,735.00 4,141.12 6,853.88

Soyapango, Use, Abse and Alcohol 01-oct- $ $ $ CVPP-0293 FUNDASALVA 2 Panchimalco, PENDING PENDING 0% Dependency - FUNDASALVA 15 71,100.00 - 71,100.00 Conchagua, La Unión

Institutional Efforts San 09-sep- $ $ $ $ $ CVPP-0294 x 1 San Vicente 64% Vicente 15 14,000.00 42,289.00 42,735.00 8,978.42 5,021.58

04-sep- $ $ $ $ $ CVPP-0295 Drug abuse - FUNDASALVA FUNDASALVA 2 80% 15 99,900.00 42,278.00 42,643.00 80,300.94 19,599.06

Institutional Efforts La 16-sep- $ $ $ $ $ CVPP-0296 x 1 La Unión 63% Unión 15 6,348.00 42,289.00 42,628.00 4,013.27 2,334.73 17-nov- $ $ $ $ $ CVPP-0297 Infrastructure Cojutepeque x 5 Cojutepeque 75% 15 58,100.00 42,461.00 42,735.00 43,852.09 14,247.91 08-oct- $ $ $ $ $ CVPP-0298 Infrastructure Ilobasco x 5 Ilobasco 54% 15 58,320.58 42,317.00 42,735.00 31,548.07 26,772.51 Institutional Efforts - 07-oct- $ $ $ $ $ CVPP-0299 x 1 Usulután 64% Usulután 15 10,500.00 42,303.00 42,735.00 6,702.30 3,797.70 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 201

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Domestic Violence Cojutepeque,Quezaltep 27-oct- $ $ $ $ $ CVPP-0300 Prevention Zone 1 - Las LAS DIGNAS 2 eque, Panchimalco, 5% 15 70,443.00 42,317.00 42,704.00 3,444.00 66,999.00 Dignas Nejapa, Acajutla

Awareness Campaigns for 14-oct- $ $ $ $ $ CVPP-0301 Violence Prevention in x 6 Acajutla 39% 15 16,755.00 42,324.00 42,735.00 6,515.12 10,239.88 Acajutla Awareness Campaigns for 14-oct- $ $ $ $ $ CVPP-0302 Violence Prevention in x 6 Cojutepeque 25% 15 16,755.00 42,324.00 42,735.00 4,242.63 12,512.37 Cojutepeque Awareness Campaigns for 14-oct- $ $ $ $ $ CVPP-0303 Violence Prevention in x 6 Conchagua 32% 15 16,755.00 42,324.00 42,735.00 5,441.52 11,313.48 Conchagua Awareness Campaigns for 14-oct- $ $ $ $ $ CVPP-0304 Violence Prevention in x 6 Ilobasco 25% 15 16,755.00 42,324.00 42,735.00 4,242.63 12,512.37 Ilobaco Awareness Campaigns for 14-oct- $ $ $ $ $ CVPP-0305 Violence Prevention in La x 6 La Unión 28% 15 16,755.00 42,324.00 42,735.00 4,700.48 12,054.52 Unión Awareness Campaigns for 14-oct- $ $ $ $ $ CVPP-0306 Violence Prevention in x 6 Nejapa 25% 15 16,755.00 42,324.00 42,735.00 4,242.64 12,512.36 Nejapa Awareness Campaigns for 14-oct- $ $ $ $ $ CVPP-0307 Violence Prevention in x 6 Panchimalco 40% 15 16,755.00 42,324.00 42,735.00 6,673.36 10,081.64 Panchimalco USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 202

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Awareness Campaigns for 14-oct- $ $ $ $ $ CVPP-0308 Violence Prevention in x 6 Quezaltepeque 40% 15 16,755.00 42,324.00 42,735.00 6,662.44 10,092.56 Quezaltepeque Awareness Campaigns for 14-oct- $ $ $ $ $ CVPP-0309 Violence Prevention in San x 6 San Vicente 25% 15 16,755.00 42,324.00 42,735.00 4,250.40 12,504.60 vicente Awareness Campaigns for 14-oct- $ $ $ $ $ CVPP-0310 Violence Prevention in x 6 Soyapango 7% 15 16,755.00 42,324.00 42,643.00 1,093.75 15,661.25 Soyapango Awareness Campaigns for 14-oct- $ $ $ $ $ CVPP-0311 Violence Prevention in x 6 Tecoluca 39% 15 16,755.00 42,324.00 42,735.00 6,488.16 10,266.84 Tecoluca Awareness Campaigns for 14-oct- $ $ $ $ $ CVPP-0312 Violence Prevention in x 6 Usulután 25% 15 16,755.00 42,324.00 42,735.00 4,242.75 12,512.25 Usulután Institutional Efforts - 14-oct- $ $ $ $ $ CVPP-0313 x 1 Tecoluca 59% Tecoluca 15 11,000.00 42,311.00 42,735.00 6,488.59 4,511.41 Infrastructure for 17-nov- $ $ $ $ $ CVPP-0314 x 5 San Vicente 86% Prevention - San Vicente 15 58,100.00 42,345.00 42,735.00 50,129.97 7,970.03 La Unión, Usulután, San Vicente, Cojutepeque, DEVELOPMENT OF A Sonsonate, SURVEY METHODOLOGY TO Panchimalco, Ciudad 17-nov- $ $ $ $ $ CVPP-0315 SUPPORT MUNICIPAL UFG Comp 1 Delgado, San Salvdor, 8% 15 94,980.67 42,373.00 42,735.00 7,587.87 87,392.80 OBSERVATORIES FOR Conchagua, Acajutla, VIOLENCE PREVENTION Ilobasco, Quezaltepeque, Sensuntepeque, Santa USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 203

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Ana, Zacatecoluca, La Libertad

Infrastructure for 24-nov- $ $ $ $ $ CVPP-0316 x 5 Tecoluca 89% Prevention - Tecoluca 15 60,601.42 42,401.00 42,735.00 54,064.03 6,537.39 Strengthening of CMPV - 02-dic- $ $ $ $ $ CVPP-0317 x 1 Ciudad Delgado 80% Ciudad Delgado 15 24,560.00 42,340.00 42,551.00 19,636.57 4,923.43 16-dic- $ $ $ $ $ CVPP-0318 Literacy Project x 1 Acajutla 67% 15 5,000.00 42,459.00 42,735.00 3,339.39 1,660.61 16-dic- $ $ $ $ $ CVPP-0319 Literacy Project x 1 Cojutepeque 53% 15 5,000.00 42,459.00 42,735.00 2,669.63 2,330.37 16-dic- $ $ $ $ $ CVPP-0320 Literacy Project x 1 Conchagua 81% 15 5,000.00 42,459.00 42,735.00 4,031.39 968.61 16-dic- $ $ $ $ $ CVPP-0321 Literacy Project x 1 Ilobasco 5% 15 4,999.85 42,459.00 42,735.00 252.00 4,747.85 16-dic- $ $ $ $ $ CVPP-0322 Literacy Project x 1 La Unión 77% 15 5,000.00 42,459.00 42,735.00 3,863.49 1,136.51 16-dic- $ $ $ $ $ CVPP-0323 Literacy Project x 1 Nejapa 37% 15 5,000.00 42,459.00 42,735.00 1,827.00 3,173.00 16-dic- $ $ $ $ $ CVPP-0324 Literacy Project x 1 Panchimalco 43% 15 5,000.00 42,459.00 42,735.00 2,172.52 2,827.48 16-dic- $ $ $ $ $ CVPP-0325 Literacy Project x 1 Quezaltepeque 62% 15 5,000.00 42,459.00 42,735.00 3,090.87 1,909.13 16-dic- $ $ $ $ $ CVPP-0326 Literacy Project x 1 San Vicente 70% 15 5,000.00 42,459.00 42,735.00 3,485.07 1,514.93 16-dic- $ $ $ $ $ CVPP-0327 Literacy Project x 1 Soyapango 40% 15 5,000.00 42,459.00 42,628.00 1,989.19 3,010.81 16-dic- $ $ $ $ $ CVPP-0328 Literacy Project x 1 Tecoluca 70% 15 5,000.00 42,459.00 42,735.00 3,485.07 1,514.93 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 204

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

16-dic- $ $ $ $ $ CVPP-0329 Literacy Project x 1 Usulután 76% 15 4,999.50 42,459.00 42,735.00 3,812.38 1,187.12 Institutional Efforts in 16-dic- $ $ $ $ $ CVPP-0330 x 1 Acajutla 75% Municipality of Acajutla 15 6,600.00 42,381.00 42,562.00 4,937.52 1,662.48 Institutional Efforts in Mun. 11-ene- $ $ $ $ $ CVPP-0331 x 1 Quezaltepeque 66% of Quezaltepeque 16 11,000.00 42,401.00 42,613.00 7,286.40 3,713.60 Infrastructure for 18-dic- $ $ $ $ $ CVPP-0332 x 5 La Unión 92% Prevention in La Unión 15 29,226.78 42,401.00 42,735.00 26,951.39 2,275.39

Let´s Be One - Cure 11-ene- $ $ $ $ $ CVPP-0333 SHALOM Comp 3 Nejapa/Quezaltepeque 48% Violence 16 106,072.00 42,394.00 42,759.00 51,017.57 55,054.43

Institutional Efforts in Mun. 18-feb- $ $ $ $ $ CVPP-0334 x 1 Soyapango 0% Of Soyapango 16 12,000.00 42,440.00 42,653.00 - 12,000.00 Infrastructure for 18-feb- $ $ $ $ $ CVPP-0335 x 5 Conchagua 55% Prevention in Conchagua 16 63,800.00 42,424.00 42,735.00 35,342.20 28,457.80 Institutional Efforts in 18-feb- $ $ $ $ $ CVPP-0336 x 1 Panchimalco 2% Munc. of Panchimalco 16 5,000.00 42,440.00 42,735.00 114.00 4,886.00 Follow Up and La Unión, Conchagua, Strengthening to the Usulután, Cojutepeque, 11-mar- $ $ $ $ $ CVPP-0337 Municipal Units for FUND. IRIS 1 69% Ilobasco and San 16 22,130.00 42,445.00 42,628.00 15,285.58 6,844.42 Alternate Conflict Vicente Resolution Awareness Campaigns for 29-mar- $ $ $ $ $ CVPP-0338 ENPV in 12 municipalities- x 6 Acajutla 0% 16 4,600.00 42,468.00 42,735.00 - 4,600.00 Acajutla Awareness Campaigns for 29-mar- $ $ $ $ $ CVPP-0339 ENPV in 12 municipalities - x 6 Quezaltepeque 0% 16 4,300.00 42,468.00 42,735.00 - 4,300.00 Quezalt USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 205

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Awareness Campaigns for 29-mar- $ $ $ $ $ CVPP-0340 ENPV in 12 municipalities- x 6 Nejapa 0% 16 3,800.00 42,468.00 42,735.00 - 3,800.00 Nejapa Awareness Campaigns for 29-mar- $ $ $ $ $ CVPP-0341 ENPV in 12 municipalities- x 6 Panchimalco 0% 16 5,100.00 42,468.00 42,735.00 - 5,100.00 Panchimalco Awareness Campaigns for 29-mar- $ $ $ $ $ CVPP-0342 ENPV in 12 municipalities- x 6 Soyapango 0% 16 4,300.00 42,468.00 42,628.00 - 4,300.00 Soyapango Awareness Campaigns for 29-mar- $ $ $ $ $ CVPP-0343 ENPV in 12 municipalities- x 6 Cojutepeque 0% 16 5,900.00 42,468.00 42,735.00 - 5,900.00 Cojutepeque Awareness Campaigns for 29-mar- $ $ $ $ $ CVPP-0344 ENPV in 12 municipalities- x 6 Ilobasco 0% 16 5,900.00 42,468.00 42,735.00 - 5,900.00 Ilobasco Awareness Campaigns for 29-mar- $ $ $ $ $ CVPP-0345 ENPV in 12 municipalities- x 6 San Vicente 0% 16 5,900.00 42,468.00 42,735.00 - 5,900.00 San Vicente Awareness Campaigns for 29-mar- $ $ $ $ $ CVPP-0346 ENPV in 12 municipalities- x 6 Tecoluca 0% 16 5,400.00 42,468.00 42,735.00 - 5,400.00 Tecoluca Awareness Campaigns for 29-mar- $ $ $ $ $ CVPP-0347 ENPV in 12 municipalities- x 6 Usulután 0% 16 6,200.00 42,468.00 42,735.00 - 6,200.00 Usulután Awareness Campaigns for 29-mar- $ $ $ $ $ CVPP-0348 ENPV in 12 municipalities- x 6 La Unión 0% 16 6,200.00 42,468.00 42,735.00 - 6,200.00 La Unión Awareness Campaigns for 29-mar- $ $ $ $ $ CVPP-0349 ENPV in 12 municipalities- x 6 Conchagua 0% 16 6,200.00 42,468.00 42,735.00 - 6,200.00 Conchagua USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 206

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Exchange of Violence 11-mar- $ $ $ $ $ CVPP-0350 Prevention Experiences in 8 x 1 Ahuchapán 36% 16 4,260.00 42,440.00 42,531.00 1,540.57 2,719.43 munic. Exchange of Violence 11-mar- $ $ $ $ $ CVPP-0351 Prevention Experiences in 8 x 1 TBD 0% 16 4,260.00 42,440.00 42,531.00 - 4,260.00 munic. Exchange of Violence 11-mar- $ $ $ $ $ CVPP-0352 Prevention Experiences in 8 x 1 Mejicanos 74% 16 4,260.00 42,440.00 42,531.00 3,158.53 1,101.47 munic. Exchange of Violence 11-mar- $ $ $ $ $ CVPP-0353 Prevention Experiences in 8 x 1 Ciudad Delgado 69% 16 4,260.00 42,440.00 42,531.00 2,932.91 1,327.09 munic. Exchange of Violence 11-mar- $ $ $ $ $ CVPP-0354 Prevention Experiences in 8 x 1 Apopa 74% 16 4,260.00 42,440.00 42,531.00 3,158.51 1,101.49 munic. Exchange of Violence 11-mar- $ $ $ $ $ CVPP-0355 Prevention Experiences in 8 x 1 Santa Cruz Michapa 74% 16 4,260.00 42,440.00 42,531.00 3,158.53 1,101.47 munic. Exchange of Violence 11-mar- $ $ $ $ $ CVPP-0356 Prevention Experiences in 8 x 1 Olocuilta 54% 16 4,260.00 42,440.00 42,531.00 2,319.74 1,940.26 munic. Exchange of Violence 11-mar- $ $ $ $ $ CVPP-0357 Prevention Experiences in 8 x 1 Zacatecoluca 74% 16 4,260.00 42,440.00 42,531.00 3,158.52 1,101.48 munic.

Infrastructure for 12-abr- $ $ $ $ $ CVPP-0358 x 5 Panchimalco 92% Prevention in Panchimalco 16 51,760.98 42,492.00 42,735.00 47,452.40 4,308.58 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 207

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Tng and Capacity Building for Violence Prevention for 09-may- $ $ $ $ $ CVPP-0359 x 1 Ahuchapán 31% CMPVs, ADESCOs, and 16 5,022.00 42,522.00 42,886.00 1,545.53 3,476.47 Municipal Operators

Tng and Capacity Building for Violence Prevention for 09-may- $ $ $ $ $ CVPP-0360 x 1 Apopa 22% CMPVs, ADESCOs, and 16 5,742.00 42,522.00 42,886.00 1,283.58 4,458.42 Municipal Operators

Tng and Capacity Building for Violence Prevention for 09-may- $ $ $ $ $ CVPP-0361 x 1 Ciudad Delgado 22% CMPVs, ADESCOs, and 16 5,262.00 42,522.00 42,886.00 1,159.57 4,102.43 Municipal Operators

Tng and Capacity Building for Violence Prevention for 09-may- $ $ $ $ $ CVPP-0362 x 1 Colón 24% CMPVs, ADESCOs, and 16 5,022.00 42,522.00 42,886.00 1,199.31 3,822.69 Municipal Operators

Tng and Capacity Building for Violence Prevention for 09-may- $ $ $ $ $ CVPP-0363 x 1 Mejicanos 22% CMPVs, ADESCOs, and 16 5,262.00 42,522.00 42,886.00 1,165.83 4,096.17 Municipal Operators

Tng and Capacity Building for Violence Prevention for 09-may- $ $ $ $ $ CVPP-0364 x 1 Olocuilta 23% CMPVs, ADESCOs, and 16 5,022.00 42,522.00 42,886.00 1,147.32 3,874.68 Municipal Operators USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 208

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Tng and Capacity Building for Violence Prevention for 09-may- $ $ $ $ $ CVPP-0365 x 1 Santa Cruz Michapa 24% CMPVs, ADESCOs, and 16 4,782.00 42,522.00 42,886.00 1,159.31 3,622.69 Municipal Operators

Tng and Capacity Building for Violence Prevention for 09-may- $ $ $ $ $ CVPP-0366 x 1 Zacatecoluca 24% CMPVs, ADESCOs, and 16 5,022.00 42,522.00 42,886.00 1,194.81 3,827.19 Municipal Operators Infrastructure for 13-abr- $ $ $ $ $ CVPP-0367 Prevention in La Unión - x 5 La Unión 29% 16 60,116.39 42,492.00 42,735.00 17,716.86 42,399.53 Phase 2 Infrastructure for 12-abr- $ $ $ $ $ CVPP-0368 x 5 Usulután 12% Prevention in Usulután 16 74,992.23 42,492.00 42,735.00 8,826.30 66,165.93 Implementation of 27-abr- $ $ $ $ $ CVPP-0369 Outreach Center "Por mi x 3 Ciudad Delgado 72% 16 28,000.00 42,495.00 43,043.00 20,290.33 7,709.67 Barrio" Paleca Implementation of 27-abr- $ $ $ $ $ CVPP-0370 Outreach Center "Por mi x 3 Ciudad Delgado 72% 16 28,000.00 42,495.00 43,043.00 20,273.19 7,726.81 Barrio" Las Victorias Implementation of Outreach Center "Por mi 27-abr- $ $ $ $ $ CVPP-0371 x 3 Ciudad Delgado 73% Barrio" San Antonio Las 16 28,000.00 42,495.00 43,043.00 20,304.07 7,695.93 Vegas Implementation of 27-abr- $ $ $ $ $ CVPP-0372 Outreach Center "Por mi x 3 Ciudad Delgado 73% 16 28,000.00 42,495.00 43,043.00 20,363.49 7,636.51 Barrio" Los Alpes USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 209

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Implementation of 06-may- $ $ $ $ $ CVPP-0373 Outreach Center "Por mi x 3 Ciudad Delgado 73% 16 28,000.00 42,496.00 43,044.00 20,363.48 7,636.52 Barrio" Florencia

Infrastructure for 25-may- $ $ $ $ $ CVPP-0374 Prevention in x 5 Quezaltepeque 55% 16 49,193.15 42,527.00 42,735.00 27,267.41 21,925.74 Quezaltepeque

Strengthening of CMPV - 24-may- $ $ $ $ $ CVPP-0375 x 1 Ahuachapán 94% Ahuachapán 16 23,000.00 42,515.00 42,759.00 21,557.88 1,442.12

Strengthening of CMPV - 24-may- $ $ $ $ $ CVPP-0376 x 1 Apopa 0% Apopa 16 23,000.00 42,515.00 42,759.00 - 23,000.00

Strengthening of CMPV - 24-may- $ $ $ $ $ CVPP-0377 x 1 Mejicanos 0% Mejicanos 16 25,000.00 42,515.00 42,759.00 - 25,000.00

Strengthening of CMPV - 24-may- $ $ $ $ $ CVPP-0378 x 1 Olocuilta 85% Olocuilta 16 21,000.00 42,515.00 42,759.00 17,746.11 3,253.89

Strengthening of CMPV - 24-may- $ $ $ $ $ CVPP-0379 x 1 Santa Cruz Michapa 86% Santa Cruz Michapa 16 20,000.00 42,515.00 42,759.00 17,196.00 2,804.00

Strengthening of CMPV - 24-may- $ $ $ $ $ CVPP-0380 x 1 Zacatecoluca 72% Zacatecoluca 16 23,000.00 42,515.00 42,759.00 16,547.38 6,452.62 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 210

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Infrastructure for 12-may- $ $ $ $ $ CVPP-0381 x 5 Nejapa 0% Prevention in Nejapa 16 26,628.15 42,543.00 42,735.00 - 26,628.15

Infrastructure for 25-may- $ $ $ $ $ CVPP-0382 x 5 Acajutla 0% Prevention in Acajutla 16 41,500.00 42,527.00 42,735.00 - 41,500.00

Strengthening of Municipal 24-may- $ $ $ $ $ CVPP-0383 x 2 Acajutla 0% Sports Unit Acajutla 16 4,219.11 42,534.00 42,735.00 - 4,219.11

Strengthening of Municipal 24-may- $ $ $ $ $ CVPP-0384 x 2 Cojutepque 0% Sports Unit Cojutepeque 16 5,642.46 42,534.00 42,735.00 - 5,642.46

Strengthening of Municipal 24-may- $ $ $ $ $ CVPP-0385 x 2 Conchagua 0% Sports Unit Conchagua 16 5,661.71 42,534.00 42,735.00 - 5,661.71

Strengthening of Municipal 24-may- $ $ $ $ $ CVPP-0386 x 2 Ilobasco 0% Sports Unit Ilobasco 16 5,672.05 42,534.00 42,735.00 - 5,672.05

Strengthening of Municipal 24-may- $ $ $ $ $ CVPP-0387 x 2 La Unión 0% Sports Unit La Unión 16 5,671.46 42,534.00 42,735.00 - 5,671.46

Strengthening of Municipal 24-may- $ $ $ $ $ CVPP-0388 x 2 Nejapa 0% Sports Unit Nejapa 16 3,635.52 42,534.00 42,735.00 - 3,635.52 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 211

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Strengthening of Municipal 24-may- $ $ $ $ $ CVPP-0389 x 2 Panchimalco 0% Sports Unit Panchimalco 16 4,023.35 42,534.00 42,735.00 - 4,023.35

Strengthening of Municipal 24-may- $ $ $ $ $ CVPP-0390 x 2 Quezaltepeque 0% Sports Unit Quezaltepeque 16 4,984.48 42,534.00 42,735.00 - 4,984.48

Strengthening of Municipal 24-may- $ $ $ $ $ CVPP-0391 x 2 San Vicente 0% Sports Unit San Vicente 16 5,421.22 42,534.00 42,735.00 - 5,421.22

Strengthening of Municipal 24-may- $ $ $ $ $ CVPP-0392 x 2 Soyapango 0% Sports Unit Soyapango 16 4,303.00 42,534.00 42,628.00 - 4,303.00

Strengthening of Municipal 24-may- $ $ $ $ $ CVPP-0393 x 2 Tecoluca 0% Sports Unit Tecoluca 16 5,008.18 42,534.00 42,735.00 - 5,008.18

Strengthening of Municipal 24-may- $ $ $ $ $ CVPP-0394 x 2 Usulután 0% Sports Unit Usulután 16 5,660.46 42,534.00 42,735.00 - 5,660.46

Infrastructure for 14-jun- $ $ $ $ $ CVPP-0395 Prevention in Cerro Las x 5 Cojutepeque 0% 16 20,000.00 42,535.00 42,735.00 - 20,000.00 Pavas

Infrastructure for 08-jun- $ $ $ $ $ CVPP-0396 x 5 Soyapango 0% Prevention in Soyapango 16 41,500.00 42,534.00 42,628.00 - 41,500.00 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 212

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Implementation of 23-jun- $ $ $ $ $ CVPP-0397 Outreach Center "Por mi x 3 Santa Cruz Michapa 66% 16 28,000.00 42,566.00 43,114.00 18,439.42 9,560.58 Barrio" Buena Vista Implementation of 23-jun- $ $ $ $ $ CVPP-0398 Outreach Center "Por mi x 3 Santa Cruz Michapa 66% 16 28,000.00 42,566.00 43,114.00 18,590.77 9,409.23 Barrio" Rosales Implementation of 23-jun- $ $ $ $ $ CVPP-0399 Outreach Center "Por mi x 3 Santa Cruz Michapa 68% 16 28,000.00 42,566.00 43,114.00 18,987.82 9,012.18 Barrio" Santa Clara Implementation of 23-jun- $ $ $ $ $ CVPP-0400 Outreach Center "Por mi x 3 Santa Cruz Michapa 65% 16 28,000.00 42,566.00 43,114.00 18,271.98 9,728.02 Barrio" Delicias Strengthening of CMPV 23-jun- $ $ $ $ CVPP-0401 x 1 Colón 02/28/2017 0% Colón 16 25,000.00 42,552.00 - 25,000.00 Implementation of $ $ $ $ $ CVPP-0402 Outreach Center "Por mi x 3 Zacatecoluca 06-jul-16 62% 28,000.00 42,566.00 43,114.00 17,426.21 10,573.79 Barrio" Espino Abajo Implementation of $ $ $ $ $ CVPP-0403 Outreach Center "Por mi x 3 Zacatecoluca 06-jul-16 62% 28,000.00 42,566.00 43,114.00 17,426.21 10,573.79 Barrio" Espino Arriba Implementation of $ $ $ $ $ CVPP-0404 Outreach Center "Por mi x 3 Zacatecoluca 06-jul-16 62% 28,000.00 42,566.00 43,114.00 17,426.21 10,573.79 Barrio" La Esperanza Implementation of $ $ $ $ $ CVPP-0405 Outreach Center "Por mi x 3 Zacatecoluca 06-jul-16 62% 28,000.00 42,566.00 43,114.00 17,426.19 10,573.81 Barrio" Liévano Implementation of 08-ago- $ $ $ $ $ CVPP-0406 Outreach Center "Por mi x 3 Olocuilta 0% 16 28,000.00 42,597.00 43,145.00 - 28,000.00 Barrio" San Juan de Dios USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 213

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Implementation of 08-ago- $ $ $ $ $ CVPP-0407 Outreach Center "Por mi x 3 Olocuilta 0% 16 28,000.00 42,597.00 43,145.00 - 28,000.00 Barrio" Nueva Esperanza Implementation of 08-ago- $ $ $ $ $ CVPP-0408 Outreach Center "Por mi x 3 Olocuilta 0% 16 28,000.00 42,597.00 43,145.00 - 28,000.00 Barrio" Guachipilines Implementation of 08-ago- $ $ $ $ $ CVPP-0409 Outreach Center "Por mi x 3 Olocuilta 0% 16 28,000.00 42,597.00 43,145.00 - 28,000.00 Barrio" Montelimar Implementation of 08-ago- $ $ $ $ $ CVPP-0410 Outreach Center "Por mi x 3 Olocuilta 0% 16 28,000.00 42,597.00 43,145.00 - 28,000.00 Barrio" Olocuilta Centro Implementation of 08-ago- $ $ $ $ $ CVPP-0411 Outreach Center "Por mi x 3 Ahuachapán 0% 16 28,000.00 42,597.00 43,145.00 - 28,000.00 Barrio" El Carmen Implementation of 08-ago- $ $ $ $ $ CVPP-0412 Outreach Center "Por mi x 3 Ahuachapán 0% 16 28,000.00 42,597.00 43,145.00 - 28,000.00 Barrio" Girasoles Implementation of 08-ago- $ $ $ $ $ CVPP-0413 Outreach Center "Por mi x 3 Ahuachapán 0% 16 28,000.00 42,597.00 43,145.00 - 28,000.00 Barrio" Llanos del Espino Implementation of 08-ago- $ $ $ $ $ CVPP-0414 Outreach Center "Por mi x 3 Ahuachapán 0% 16 28,000.00 42,597.00 43,145.00 - 28,000.00 Barrio" Las Viñas Strengthening CMPV La 22-sep- $ $ $ $ $ CVPP-0415 x 1 La Unión 0% Unión 16 31,435.00 42,655.00 42,735.00 - 31,435.00 Implementation of 17-ago- $ $ $ $ $ CVPP-0416 Outreach Center "Por mi x 3 Mejicanos 0% 16 28,000.00 42,599.00 43,147.00 - 28,000.00 Barrio" Buenos Aires USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 214

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Implementation of 17-ago- $ $ $ $ $ CVPP-0417 Outreach Center "Por mi x 3 Mejicanos 0% 16 28,000.00 42,599.00 43,147.00 - 28,000.00 Barrio" El Conacaste Implementation of 17-ago- $ $ $ $ $ CVPP-0418 Outreach Center "Por mi x 3 Mejicanos 0% 16 28,000.00 42,599.00 43,147.00 - 28,000.00 Barrio" Finca Argentina Implementation of 17-ago- $ $ $ $ $ CVPP-0419 Outreach Center "Por mi x 3 Mejicanos 0% 16 28,000.00 42,599.00 43,147.00 - 28,000.00 Barrio" Navarrete Implementation of 17-ago- $ $ $ $ $ CVPP-0420 Outreach Center "Por mi x 3 Mejicanos 0% 16 28,000.00 42,599.00 43,147.00 - 28,000.00 Barrio" Velis Implementation of 17-ago- $ $ $ $ $ CVPP-0421 Outreach Center "Por mi x 3 Mejicanos 0% 16 28,000.00 42,599.00 43,147.00 - 28,000.00 Barrio" Santa Rosa Implementation of 22-ago- $ $ $ $ $ CVPP-0422 Outreach Center "Por mi x 3 Ahuachapán 0% 16 28,000.00 42,604.00 43,152.00 - 28,000.00 Barrio" La Labor Implementation of 30-ago- $ $ $ $ $ CVPP-0423 Outreach Center "Por mi x 3 Colón 0% 16 28,000.00 42,612.00 43,159.00 - 28,000.00 Barrio" Las Moras Implementation of 30-ago- $ $ $ $ $ CVPP-0424 Outreach Center "Por mi x 3 Colón 0% 16 28,000.00 42,612.00 43,159.00 - 28,000.00 Barrio" Nuevo Lourdes Implementation of 30-ago- $ $ $ $ $ CVPP-0425 Outreach Center "Por mi x 3 Colón 0% 16 28,000.00 42,612.00 43,159.00 - 28,000.00 Barrio" Villa Madrid USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 215

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Ahuachapán, Apopa, Strengthening Capabilities Colón, Ciudad Delgado, 28-sep- $ $ $ $ $ CVPP-0426 of ADESCOs - Phase 2 BAMBÚ 1 Mejicanos, Olocuilta, 0% 16 47,929.00 42,655.00 42,866.00 - 47,929.00 Municipalities Santa Cruz Michapa and Zacatecoluca

Implementation of 22-sep- $ $ $ $ $ CVPP-0427 Outreach Center "Por mi x 3 Colón 0% 16 28,000.00 42,655.00 43,100.00 - 28,000.00 Barrio" Lourdes Implementation of 22-sep- $ $ $ $ CVPP-0428 Outreach Center "Por mi x 3 Colón PENDING 0% 16 28,000.00 42,655.00 - 28,000.00 Barrio" Villa Lourdes

Implementation of 22-sep- $ $ $ $ CVPP-0429 Outreach Center "Por mi x 3 Colón PENDING 0% 16 28,000.00 42,655.00 - 28,000.00 Barrio" Campos Verdes

Ahuachapán, Apopa, Alternate Conflict Colón, Ciudad Delgado, FUNDACIÓN PENDIN $ $ $ CVPP-0430 Resolution - Phase 2 1 Mejicanos, Olocuilta, PENDING PENDING IRIS G - - - Municipalities Santa Cruz Michapa and Zacatecoluca USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 216

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Dignification of Public Use Spaces to Encourage Nighttime and Daytime 04-oct- $ $ $ CVPP-0431 x 1 San Vicente PENDING PENDING 0% Family Coexistence 16 23,850.00 - 23,850.00 Activities in the Municipality of San Vicente Strengthening and Implementation of Crime 04-oct- $ $ $ CVPP-0432 and Violence Prevention x 1, 2, 4 Ilobasco PENDING PENDING 0% 16 15,723.00 - 15,723.00 Project Strategies in the Municipality of Ilobasco Strengthening of Municipal System for Prevention in 04-oct- $ $ $ CVPP-0433 x 1, 2 y 3 Conchagua PENDING PENDING 0% the Municipality of 16 13,851.00 - 13,851.00 Conchagua Strengthening of the Youth Choir and Philharmonic 04-oct- $ $ $ CVPP-0434 Orchestra in the x 2 Cojutepque PENDING PENDING 0% 16 20,194.72 - 20,194.72 Municipality of Cojutepeque Strengthening of Violence Prevention Committee in 04-oct- $ $ $ CVPP-0435 x 1 Usulután PENDING PENDING 0% the Municipality of 16 17,302.00 - 17,302.00 Usulután USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 217

GRANTS STATUS REPORT - EXPENSES THRU SEPTEMBER 2016

IN- APPROVED KIND STRATE APPROV AMOUNT (minus EXPENSES THRU PERCENTA GRANT NUMBER PROJECT NAME NGO MUNICIPALITY START DATE END DATE BALANCE GRAN GY AL DATE deobligated SEP 2016 GE SPENT TS funds)

Equipment for the CMPV and Philharmonic Orchestra 19-oct- $ $ $ CVPP-0436 x 1 y 2 Acajutla PENDING PENDING 0% in the Municipality of 16 21,611.05 - 21,611.05 Acajutla

Implementation of Outreach Center “Por Mi 04-oct- $ $ $ $ $ CVPP-0437 x 3 Tecoluca 0% Barrio” San Carlos Lempa in 16 26,995.00 42,675.00 43,159.00 - 26,995.00 the Municipality of Tecoluca

$ $ 4642,741.85 $ 2907,984.19 58% 7550,726.04 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

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