1 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Table of Contents Acronyms...... 2 Project Summary ...... 3 Country Situation ...... 4 Program Plan El Salvador Seguro Municipalities Map ...... 6 FY 2019 Achievements ...... 7 Program Highlights, Achievements, and Major Activities over FY19/Q1...... 11 Component 1: Supporting the Government of El Salvador’s (GoES) National-Level Crime and Violence Prevention Efforts ...... 11 Component 2: Supporting Municipal-Led, Community-Based Crime and Violence Prevention Efforts ...... 11 Component 2 - Key Results Over the Past Quarter ...... 12 General Challenges and Next Steps – Component 2: ...... 18 Component 3: Identifying and Seizing Windows of Opportunity in Crime and Violence Prevention ...... 19 Component 3 - Key Results Over the Past Quarter ...... 19 General Challenges and Next Steps– Component 3: ...... 39 Communications: ...... 40 Public Private Partnerships ...... 41 Collaboration with USAID Implementing Partners & USG ...... 41 FUNDAMUNI...... 41 Implementation of USAID´s Disability Policy ...... 42 General Program Challenges and Next Steps ...... 42 ANNEXES ...... 42
2 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Acronyms
ADESCO Community Development Association APS Annual Program Statement BAMBU Salvadoran Association for Alternate Education Bambú CESAL The Community Investment Committee El Salvador CVPP Crime and Violence Prevention Project DDGS Direct Distribution of Goods and Services ENPV National Strategy for Violence Prevention FBO Faith Based Organization FGR Attorney General Office FUNDAMUNI Fundación de Apoyos a Municipios de El Salvador FUNPRES El Salvador´s Pro-Education Foundation FUSALMO Salvador del Mundo Foundation GoES Government of El Salvador GUC Grants Under Contract INAMI Honduran National Institute for the Attention of Youth in Conflict with the Law INSAFORP Instituto Salvadoreño de Formación Empresarial ISNA Salvadoran Institute for the Integral Development of Children and Adolescents MCVPO Municipal Crime and Violence Prevention Observatories MINED The Ministry of Education MINSAL The Ministry of Health in El Salvador MPC Municipal Prevention Committee MPP Municipal Prevention Plan NGO Non-governmental Organization OC Outreach Center PESS Plan El Salvador Seguro PGR Public Defender’s Office PIFSM Prevention and Intervention Family Systems Model PNC National Civil Police POA Annual operational plan PPP Public Private Partnership PREPAZ Council of Violence Prevention and Promotion of a Culture of Peace REDCMPVES Network of Municipal Prevention Committees RTS GoES Social Cohesion Unit STTA Short-Term Technical Assistance USAID United States Agency for International Development USG United States Government YSET Youth Services Eligibility Tool YSET-I Youth Services Eligibility Tool-Intake YSET-R Youth Services Eligibility Tool-Retest 3 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Project Summary
The USAID-funded Crime and Violence Prevention Project (CVPP), implemented by Creative Associates International, is a 6.5-year project (March 2013 – December 2019) designed to improve citizen safety in El Salvador at the community, municipal, and national levels. The project supports the Government of El Salvador´s (GoES) National Strategy for Social Violence Fast Facts Prevention (ENPV) and Plan El Salvador Seguro (PESS), and seeks to foster local ownership of crime and violence prevention efforts. USAID/CVPP works across Contract: AID-519-C-00002 program components: Start Date: March 14, 2013 End Date: December 31, Component 1: Increase GoES capacity to prevent violence and crime on a 2019 national scale (completed in December 2017). Contract Ceiling: $39.8 M Component 2: Support municipal-led and community-based crime and violence Obligated Budget: $37,041,410.63 prevention efforts (completed in June 2018, with follow up through September 2019). Key Partners: • Ministry of Justice and Component 3: Rapidly seize windows of opportunity in crime and violence Public Security prevention and support innovations (to be completed in December 2019). • Local mayors This quarterly report covers the fourth quarter of fiscal year 2019, July 1 to • Municipal government structures / employees September 30, 2019. By the end of September 2019, a total of 612 activities in • Community leaders 64 municipalities were ongoing or had been completed. In the past quarter, the • Local NGOs program awarded five new activities ($312K in total value). To date, the program • Local businesses has committed 99% ($16.5M) and disbursed 95% ($15.9M) of its activities • Other USAID budget obligation of $16.7M. implementers
Basic Stats (Cumulative):
• 64 municipalities (31 PESS) • 131,954 beneficiaries • 47,896 people trained • 138 Active Outreach Centers • 16 active Municipal Employment Units; 14 active FORMATE Centers; 12 active Microsoft Imagine Academies. • $4.4M in PPP investments • 612 Grants; 24 active; 23 completed and 517 closed. • $16.5 M in activities (executed & committed)
4 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Country Situation
Political Situation: In June, El Salvador´s President Nayib Bukele, took office and launched the Central Government´s “Territorial Control Plan”, to improve the country´s security situation and reduce forced migration by regaining control over territories with higher gang incidence and control. The plan has three main pillars: 1) greater control of prisons, 2) interrupt the financing of organized crime and 3) the strengthening of security forces1. Focused actions in 122 of the 262 municipalities of El Salvador will be implemented to recover territories controlled by the gangs.3 A strong communications campaign was implemented as part of the GoES security plan highlighting consequences of gang participation (prison or death). This, accompanied by repressive measures from law enforcement, has caused instability and uncertainty in communities. The strategy shifts from the Secure El Salvador Plan (Plan El Salvador Seguro) to the new Territorial Control Plan risks affecting the sustainability of previously implemented interventions by USAID/CVPP, particularly those that don´t respond to or align with the new Plan´s objectives. To guarantee continuity, USAID/CVPP has held several meetings with GoES officials to build strong relationships with newly appointed government officials, present the project´s experience, and bring international experts to support the new GoES administration to introduce a comprehensive violence prevention model.
Migration: Following the United States funding freeze for the Northern Triangle in April, the United States and El Salvador signed an immigration agreement “to combat organized crime and reduce illegal trafficking and human trafficking, as well as forced migration"4 in September. This agreement was also signed with neighboring countries, Honduras and Guatemala, which together represent the largest migrant population to the US and expand their ability to receive asylum seekers.
Security Situation: As of September 2019, 2,004 homicides have been reported, 509 less than last year (2,573 homicides).5 According to GoES authorities, this number is expected to continue to decrease with the new Territorial Control Plan in place. In the month of September 2019, the National Civil Police reported 134 homicides, an average daily rate of 4.8 homicides.6 This represents a 27% reduction from the same period in 2018 (196 homicides).
1 https://forbescentroamerica.com/2019/07/19/en-que-consiste-el-plan-de-seguridad-de-nayib-bukele/ 2 San Salvador, Mejicanos, Apopa, Soyapango, Ilopango, San Martín, Santa Tecla, Colón, San Marcos, Ciudad Delgado, San Miguel and Santa Ana. 3 USAID/CVPP has intervened in six of the selected municipalities: San Salvador, Mejicanos, Apopa, Soyapango, Colón, and Ciudad Delgado 4 https://www.bbc.com/mundo/noticias-america-latina-49777229 5 https://elmundo.sv/septiembre-2019-cerro-con-un-promedio-de-4-8-homicidios-diarios/ 6 https://elmundo.sv/septiembre-2019-cerro-con-un-promedio-de-4-8-homicidios-diarios/ 5 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Program Activity Map
USAID/CVPP has worked in 64 municipalities. The map below shows the municipalities supported by the program during the base (green) and option (orange) periods. Base Period municipalities are part of Components 1 and 2 Phase I (April 2013 – March 2016) and Option Period municipalities are part of Phase II (April 2016 to June 2018). Component 3 activities are in strategic municipalities, as noted in the map below.
6 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Program Plan El Salvador Seguro Municipalities Map
The map below shows the 31 PESS municipalities7 where USAID/CVPP has worked throughout the project, 21 of which benefitted from Component 2 activities (yellow) and seven from Component 1 activities (green). Component 3 conducted activities in 24 municipalities8, some of which are also targeted by Component 1 and 2. These municipalities are included in the map above, but separated out here for clarity.
7 Ahuachapán, Apopa, Acajutla, Ciudad Delgado, Cojutepeque, Colón, Conchagua, Chalchuapa, Cuscatancingo, Guazapa, Ilobasco, La Libertad, La Unión, Mejicanos, Nejapa, Olocuilta, Panchimalco, Quezaltepeque, Usulután, San Salvador, Sonsonate, Santa Ana, Santa Cruz Michapa, Santo Tomás, Tecoluca, Soyapango, San Vicente, San Pedro Perulapán, and Zacatecoluca.
8 Acajutla, Ahuachapán, Apopa, Armenia, Ciudad Delgado, Cojutepeque, Colón, Chalchuapa, Conchagua, Guazapa, Ilobasco, Izalco, La Unión, Mejicanos, Olocuilta, Quezaltepeque, San Salvador, San Vicente, Santo Tomas, Soyapango, St. Cruz Michapa, Tecoluca, Usulután and Zacatecoluca.
7 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
FY 2019 Achievements
During FY19 (Oct 1, 2018 – Sep 30, 2019), USAID/CVPP focused on the implementation of innovative violence prevention interventions under Component 3 and prioritized Component 2 interventions to guarantee continuity. Flexibility, adaptation, and collaboration through a political transition have proven key to sustainability of efforts. Political Transition: FY19 was largely marked by the presidential elections in February and GoES transition in June. Following the election and inauguration of President Bukele, USAID/CVPP staff provided technical and strategic support to the incoming administration to encourage a comprehensive security strategy. Project staff have coordinated closely with USAID to maintain strong relationships with key partners and promote GoES buy in for strategic activities implemented under Component 3. Flexibility: USAID/CVPP through Component 3 continued to effectively and strategically respond to windows of opportunities. Flexibility has allowed the project to respond to shifting needs resulting from the changes in key leadership of strategic GoES ministries, offices, and institutions, including: MINED, Ministry of Justice, ISNA, and Social Cohesion Unit. USAID/CVPP has provided technical and logistical support through rapid activities and presented the project’s successful interventions to promote continuity with new authorities. Over FY19, 31 activities have been implemented (18 GUCs and 13 DDGS). Adaptation: USAID/CVPP has adapted, or “tropicalized”, proven approaches through the transfer of knowledge and capacity of local partners and GoES institutions. Strong local partners and relationships continue to be key elements to adapt international approaches to the Salvadoran context. The program tapped into the expertise of practitioners with proven international approaches to share their knowledge with and install capacity in local partners. Through leveraging the ability of the experienced local partners, the project has successfully implemented, learned from failure, and adapted approaches. These efforts have ranged from: building capacity in MINED schools to identify and refer cases of trauma; instructing and providing tools for ISNA to use YSET to treat youth based on their risk levels; to adapting Los Angeles models in tertiary prevention to local partners; and introducing innovative interventions through study tours to newly appointed GoES authorities to promote comprehensive violence preventions strategies. Collaboration: Articulated collaboration with key actors: government, private sector, and civil society, is key to avoid duplication of efforts, stimulate political will, and ensure continued support. A common denominator during FY19 has been strong communication and coordination between strategic local partners and USAID implementing partners. Coordinated efforts around San Salvador´s historic center and Cuscatlán Park, for example, has optimized knowledge and resources. Another example is a facilitated network of faith based leaders to encourage sharing and training of violence prevention approaches. Sustainability: USAID/CVPP has monitored investments over the life of program. Component 2 investments remain impactful, evidenced by continued local investment to maintain various interventions: Outreach Centers (OC), Municipal Prevention Committees (MPC), Municipal Employment Units (MEU), and Municipal Vocational Training Centers (FORMATE). USAID/CVPP developed a monitoring and evaluation mechanism and provided training to OC and MPC coordinators to document activity impact and make the case with municipal councils for resource allocation for their intervention. Through grants under contract, grantees can take the protagonist role in activity implementation, effectively installing capacity among local entities. 8 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
FY19 Highlights: USAID/CVPP´s key achievements for FY19 (Oct 1, 2018 - Sep 30, 2019) are summarized below: Component 2 - Key FY19 Achievements: USAID/CVPP inaugurated OC No. 167 in Corral de Mulas community in the municipality of Puerto el Triunfo and OC No. 168 in El Mozote community in the municipality of Meanguera. The project completed OC No. 169 in San Salvador Historic Center. 139 OCs across the country were provided recreational materials and equipment to support school reinforcement, creative use of free time, and income generation opportunities for OC sustainability (DDGS- 008 and DDGS-018). USAID/CVPP trained 24 municipalities9 in a user friendly and off-line M&E tool to measure and report activities carried out by the OCs. ERAK presented Component 2 Phase II final survey results to Mayors, Council members, and Municipal Prevention Committee Coordinators from the eight intervened municipalities10. Results included: security perception increased by 10%; crime decreased by 13%; positive use of public spaces increased by 23%; OCs were reported as the safest public space in the community (90%) compared to parks (44%) and sports fields (30%); confidence and trust in Municipal Prevention Committees (MPC) increased by 34%; 71% of respondents reported that they did not plan to migrate to another country. Component 3 - Key FY19 Achievements: Phase II of Glasswing´s Healing Wounds activity closed with: 30 health professionals trained in comprehensive trauma care; 46 trainers trained in two hospitals; 84 leaders from Emotional Wellbeing Committees and 12 teachers trained in comprehensive trauma care and emotional containment; 72 multidisciplinary professionals trained in “trainer of trainers” trauma care methodology; 30 interventionists participated in methodological support to apply comprehensive trauma care techniques; 10 new organizations admitted to a referral system for victims of violence; one protocol produced for the Attention to Victims of Violence and two training plans in Comprehensive Trauma Care (CVPP-0570). Medical University of South Carolina (MUSC) trained 16 FUNPRES psychologists in Trauma Focused Cognitive Behavioral Therapy (TF-CBT) to identify, diagnose, and treat symptoms of trauma and 107 youth received treatment. The pilot applied screening tests to 1,200 students to understand the levels of trauma in seven MINED schools: 93.7% students experienced at least one traumatic event, 81.3% at least two, 65.6% at least three, and 47% at least four, and 34.6% of students displayed levels of posttraumatic stress (PTSD), 13.4% levels of depression; and 15.7% levels of anxiety (DDGS-0014 and CVPP-0559). Salvadoran Institute for the Integral Development of Children and Adolescents (ISNA) applied 1,778 YSET interviews to children and adolescent beneficiaries: 86% were primary risk level, 8% secondary risk, and 6% tertiary. The YSET-Retest was applied to 717 youth, representing a sample population of both internal (detained) and external (probation). ISNA´s technical team reinforced an intervention methodology based on the Prevention and Intervention Family System´s Model (PIFSM) protective factors (CVPP-0549).
9 Mejicanos, Olocuilta, Quezaltepeque, Nejapa, Panchimalco, Apopa, Ciudad Delgado, San Salvador, San Vicente, Cojutequepe, Tecoluca, Zacatecoluca, Ilobasco, Santa Cruz Michapa, Santa Ana, El Congo, Chalchuapa, Acajutla, Ahuachapán, La Unión, Conchagua, Usulután, Meanguera and Puerto El Triunfo. 10 Apopa, Ciudad Delgado, Mejicanos, Zacatecoluca, Ahuachapán, Colón, Olocuilta, and Santa Cruz Michapa 9 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
FUSALMO in coordination with Ministry of Education (MINED) concluded the PIFSM implementation process with 75 youth and families from Soyapango and 76 from San Salvador. The YSET-R revealed an average reduction of risk factors of 77% (DDGS-013). La Factoría Ciudadana (LFC) officially became a legalized non-profit organization. LFC has attended a total of than 522 (67% male; 33% female) people from their target populations (former gang members, formerly incarcerated, and returning migrants with a violent past). 40 people have benefited from the recently installed tattoo removal machine (DDGS-020). Amity foundation and Homeboy Industries from Los Angeles provided technical assistance to LFC to advance tertiary prevention work through reintegration and rehabilitation services (DDGS-005). Asociación Bambú and Comandos de Salvamento continued to develop violence intervention activities in Las Victorias and Los Alpes in Ciudad Delgado and Tikal Norte in Apopa, respectively, including community cohesion events: cleanup activities, values based tournaments, evening runs, gastronomic festivals, fumigations, self-help groups, family rallies, and community gardens. (CVPP-0560 and CVPP-0562). A delegation of 19 nuns and evangelical pastors traveled to Los Angeles, California to learn about tertiary prevention, violence intervention, and reinsertion. Following the trip, USAID/CVPP and Progressive Firm provided training to a larger network of 42 faith-based leaders on basic violence prevention concepts and facilitated exchanges within the network, including a local study tour (DDGS-022 and DDGS-030). USAID/CVPP supported GoES Social Cohesion Unit, ministers and other key administration staff, through a series of presentations from international experts in primary, secondary, and tertiary prevention, and a study tour to Los Angeles to learn about L.A. Mayor´s Office GRYD strategy, violence intervention approach, community policing (LAPD), and Summer Night Lights activities (DDGS-026). TOTEM installed Cuscatlanitos (parklets) in Atonal, Asunción, Santa Fe/La Paz, and Tutunichapa communities in San Salvador and in Plaza Libertad and OPAMSS office. The installation was preceded by a Pop-up market, called “Festitlán”, with the San Salvador Municipality and Secretary of Culture (DDGS-021 and CVPP-0240). More than 400 people from four communities surrounding Cuscatlán participated in Corpovisionarios “Noche de Ceibas”, and evening event connecting community pride to the Cuscatlán Park. Approximately 640 community members participated in the soft opening (CVPP-0565 and DDGS-017). INNBOX inaugurated Community Laboratories for Resilience and held 68 training sessions on technology, innovation, and resilience in Asunción, Atonal, Tutunichapa, and Santa Fe, two technology fairs, a "Makerthon" to develop 40 ideas to improve cohesion and security, and a “Hackathon” to prototype selected ideas and projects. (CVPP-0553).11 Conservatorio presented their final plan for a municipal office to lead, oversee, and coordinate revitalization efforts in and around San Salvador´s Historic Center, which was realized as the CORE office, under the USAID Municipal Governance Program, implemented by Louis Berger Group (DDGS-012). 29 youth participants, age 18 to 30, from six communities in San Salvador12 benefitted from World Food Program’s (WFP) "Gastromotiva”, promoting education, employment, empowerment, and resilience through 200 hours of culinary and social training, a two-month internship, of which 45% received full-time job offers, and created four Community gardens. 28% of beneficiaries were migrant returnees (CVPP-0542). TECHO completed and presented community diagnostics from the 66 communities identified in San Salvador (56) and Soyapango (10) (CVPP-0568).
11 Prototyped ideas can be found in this link: https://hackerspace.teubi.co/hackathon/index.html 12 Tutunichapa, Atonal, Santa Fe, La Asunción, IVU, and Iberia 10 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
San Salvador Municipality inaugurated Municipal Prevention Committee (MPC). Associación Bambú and the MPC completed the Municipal Violence Prevention Policy (CVPP-0536 and CVPP-0569). Two delegations participated in study tours to learn about urban revitalization efforts in Guatemala City and 4 Grados Norte neighborhoods. The first had 25 representatives from San Salvador´s Municipality and other institutions and a second with 16 young entrepreneurs, investors, and influencers with potential interest to invest in the Historic Center of San Salvador (DDGS-024 and DDGS-0028). USAID/CVPP inaugurated revitalized public spaces in Ciudad Delgado, Colón, San Salvador, and Zacatecoluca, in coordination with USAID/Justice Sector Strengthening Project, implemented by Checchi, and community police (DDGS-011). FUNDAMUNI graduates 2313 of 39 municipalities to form a MPC network (REDCMPVES) (CVPP-0532). The Public Defender’s Office (PGR) accredited 79 community mediators from 13 different municipalities after completing 72 hours of training, trained 215 prosecutors in mediation and accredited 165 law students as electoral mediators to promote security through mediation during Presidential elections (CVPP-0557). The Attorney’s General Office (FGR) developed and presented the Electoral Operations Manual to 41 facilitators who trained 1,200 electoral attorneys to respond and legally address violent incidents during elections through 24 regional workshops. 2,500 manuals and 2,100 brochures were produced (CVPP-0539). The animated version of Oscuro series book one was launched through social media sites in a viral debute of 75,000 – 100,000 views per day. (CVPP-0572) 16,845 copies of OSCURO comic books five and six were delivered in 20 municipalities with impact results including: 33% reduction in the positive perception toward gangs; 38% reduction in reporting likeliness to consider joining a gang; 42% reduction in a willingness to bully; 43% reduction in acceptance of dishonesty and deception; and 53% reduction in acceptance of gender inequality. 20,000 copies of Oscuro comic book seven were distributed 19 municipalities (CVPP-0556 and CVPP-0573). 1814 USAID/CVPP Phase I and II Youth Philharmonic Orchestras and String Ensembles benefitted from FUNDAMUNI´s, “Music for My Country” activity with 764 attending Musical Clinics and 17 philharmonics involved in the National Philharmonic Network. Nine municipal concerts15 and three regional concerts16, and one national concert were held to promote the orchestras during CVPP-0554). 26 youth benefitted from USAID/CVPP technical support to Apopa´s MPC to improve musical composition and production skills and installation of music studio, in coordination with Shaka y Dres (CVPP-0561). La Fundación Educando a un Salvadoreño (FESA), completed four youth summer sports schools in five municipalities17 for 4,778 youth (51% male and 49% female) from 21 schools and 12 OCs (CVPP-0566). USAID/CVPP grantee, Rafael Meza Ayau Foundation (FRMA), through the High Impact activity in La Escalón, San Salvador promoted peaceful coexistence and a culture of peace through: guided tours to the Historic Center; six trainings on conflict management; six spaces rehabilitated, family festival for 550 participants, and “Carnaval Redentor” for 250 attendees (CVPP-0455 and CVPP-0571).
13 Santa Cruz Michapa, Santo Tomas, Ilobasco, Usulután, Acajutla, Ahuachapán, Guazapa, San Vicente, Cojutepeque, Zacatecoluca, Chalchuapa, Apopa, La Unión, San Salvador, Sonsonate, Quezaltepeque, Olocuilta, Tecolula, Conchagua, Mejicanos, Armenia, Ciudad Delgado and Colón. 14 Tecoluca, Nejapa, Quezaltepeque, Acajutla, Soyapango, Ilobasco, Cojutepeque, Olocuilta, Chalchuapa, Ahuachapán, Colón, San Vicente, Zacatecoluca, Apopa, Conchagua, La Unión and Usulután. 15 Nejapa, Quezaltepeque, Guazapa, Ilobasco, Tecoluca, Soyapango, Conchagua, Olocuilta and Acajutla 16 Zacatecoluca, Santa Ana, and La Union 17 Apopa, San Salvador, Santa Tecla, Guazapa, and Soyapango 11 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Program Highlights, Achievements, and Major Activities over FY19/Q1. Component 1: Supporting the Government of El Salvador’s (GoES) National-Level Crime and Violence Prevention Efforts Under Component 1, USAID/CVPP supported national-level GoES crime and violence prevention efforts to include the implementation of the National Strategy for Social Violence Prevention (ENPV) in 55 municipalities. Component 1 worked closely with the Ministry of Justice and Public Security´s General Directorate for Violence Prevention and Cultural Peace (PREPAZ) to achieve its objectives. A total of 35 Municipal Crime Prevention Committees (MPC) were established, which received technical assistance to develop 35 diagnostics and 35 Municipal Prevention Plans (MPP). Component 1 established 21 Municipal Crime and Violence Prevention Observatories Units (MCVPO) to improve municipal crime and violence prevention efforts through data collection, analysis, and dissemination. This component closed in FY18.
Component 2: Supporting Municipal-Led, Community-Based Crime and Violence Prevention Efforts Component 2 implemented 478 activities (Budgeted: $8.8M; Executed: $7.9) in 117 communities in 20 municipalities (12 in Base Period and 8 in Option period). Activities aimed to reduce the likelihood that youth will join gangs, commit crimes, or become involved in violent activities, guided by six strategies: • Strategy 1: We are Able to Protect Our Youth (Create Conditions for Sustainability) • Strategy 2: I Love and Respect Myself (Promotion of Youth Values and Identity) • Strategy 3: My Second Home (For My Neighborhood Outreach Centers) • Strategy 4: There is a Dignified Job for Me (Strengthening of Vocational Skills and Employment) • Strategy 5: I Enjoy My Community (Infrastructure for Prevention/ Situational Prevention) • Strategy 6: Communication Transforms My People (Strengthening Communication and Use of Media)
The Component officially closed June 2018 with the following results: 107,827 total beneficiaries o 6,305 beneficiaries under Strategy 1: We are Able to Protect Our Youth o 45,724 beneficiaries under Strategy 2: I Love and Respect Myself o 39,572 beneficiaries under Strategy 3: My Second Home o 16,119 beneficiaries under Strategy 4: There is a Dignified Job for Me o 107 beneficiaries under Strategy 5: I Enjoy My Community
Component 2 Technical Assistance and Response Fund – (DDGS-0018; $65,000): USAID/CVPP retained a small group of Component 2 staff to continue providing support to municipalities through technical and material assistance with a response fund under Component 3. The activity provided strategic support to maintain strong 12 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
relationships with key municipalities and promote sustainability of the following interventions: Municipal Prevention Committees (MPCs); Municipal Employment Units (MEU) and Vocational Training Centers (FORMATE); Outreach Centers (OC). During this reporting period the response fund ensured the continuity of USAID/CVPP efforts. Tailored technical assistance was provided to 1718 MPCS, 1319 MEUs and 620 Microsoft Academies and 3221 OCs. These efforts are part of USAID/CVPP´s commitment to bolster the program´s initial investments and gain commitment from the municipalities to continue the violence prevention initiatives.
Component 2 - Key Results
Strategy 1 - Creating conditions for sustainability (Sub-Activity 2.1.2) Strategy 1 activities strengthened the capacity of Municipal Prevention Committees (MPC) and of existing municipal and community-based resources working towards violence prevention goals. The Municipal Centers are physical spaces for MPCs and other relevant violence prevention units (Municipal Employment Unit, FORMATE, among others) execute their work. Such spaces are essential for the coordination and implementation of violence prevention actions at the municipal level. Activities promoted local ownership and empowered municipal leaders through capacity building.
In Q4, USAID/CVPP technical assistance focused on following up the Annual Operational Plan and transition to the new government´s strategies and plans. Limitation of resources has forced MPCs to leverage their relationships with other institutions to articulate efforts to fulfill the responsibilities in 2019 Annual Operational Plans. The most active MPCs are: San Vicente, Cojutepeque, Santa Cruz Michapa, Ciudad Delgado, Apopa, Colón, Panchimalco and Usulután.
Challenges and mitigation tactics for Strategy 1 activities include: The central government transition has created some instability among the MPCs due to changes in personnel and national plan and strategies. This has affected the development of activities and committal of funds. The new government´s plan indicates a prioritization of new activities, different from those established in the Plan El Salvador Seguro affecting existing municipal work plans and strategies. MPC coordinators are developing plans to mitigate risks and instability during government transition period and USAID/CVPP encouraged them to continue executing general assemblies and periodic coordination meetings to ensure exposure of ongoing activities. Limited municipal budgets challenge the sustainability of crime and violence interventions and USAID/CVPP continues to work with the municipalities to promote the impact of interventions.
Lessons learned for Strategy 1 activities include:
18 Cojutepeque, Ilobasco, Santa Cruz Michapa, San Vicente, Usulutan, Tecoluca, Conchagua, La Union, Acajutla, Ahuachapán, Panchimalco, Nejapa, Quezaltepeque, Apopa, Olocuilta, Colón and Zacatecoluca. 19 Cojutepeque, Ilobasco, Santa Cruz Michapa, San Vicente, Usulután, Tecoluca, Conchagua, La Union, Ahuachapán, Quezaltepeque, Olocuilta, Ciudad Delgado and Zacatecoluca. 20 Cojutepeque, Ilobasco, San Vicente, Usulután, Apopa, and Zacatecoluca. 21 Acajutla, Ahuachapán, Ahuachapán, Ciudad Delgado, Colón, San Antonio del Monte, Conchagua, La Unión, Ilobasco, Mejicanos, Panchimalco, San Vicente, Santa Cruz Michapa, Meanguera 13 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Diversifying the resource pool better positions the MPC through building cooperation with local and national actors including international cooperation projects. MPCs must understand prevention interventions as long-term efforts rather than short-term projects. Up to date reports on community interventions and achievements to the municipalities guarantee the continuous support of local governments. MPCs must have a contingency plan that allows them to operate without participation of other institutions. Fiscal year budget planning must include the participation of governmental and non-governmental partners.
Next steps for Strategy 1 activities include: Provide follow up to the M&E system installed so MPCs can identify interventions` results and impact and use an evidenced based approach to prioritize time and resources.
Strategy 2 - Developing youth values and identity (Sub-Activity 2.1.3) Strategy 2 activities promoted individual, social, and family values and identity among youth. Under this strategy, USAID/CVPP supported youth through implementing: Creative Pathways Methodology; Program for the Prevention of Violence against Women, Children, Adolescents and Youth; Challenge of Dreaming My Life Workshop; “Values through Sports” Workshop; and Youth Philharmonic Orchestras. The collective practice of music and sports promoted self-respect, positive decision-making, and social cohesion. Youth with strong individual identities, clear goals, and strong values are less vulnerable to fall into cycles of violence. Some programs have been adopted into OCs and in public schools, with support from local leaders. These tools have been some of the most sustainable tools implemented by USAID/CVPP with minimal implementation costs, as trained teachers, coordinators, and volunteers can replicate the methodology.
Lessons learned for Strategy 2 activities include: Tools with methodologies that develop youth soft skills are of great interest to schools and pose an opportunity for the sustainability of USAID/CVPP established methodologies. Partnerships between the municipality, OCs, and the Directorate of the Education Department promotes the continuity of tools. The incorporation of the Municipal Philharmonics within the municipal organizational chart can ensure long term and targeted funding.
Next steps for Strategy 2 activities include: Methodologies and programs will be implemented in the newly completed OCs in Mozote and San Salvador.
Strategy 3 - My Second Home, Outreach Centers (Sub-Activity 2.1.4) Under Strategy 3, Component 2 supported Outreach Centers (OC), or community youth centers, to keep local youth off the streets, away from negative and illicit influences, promote the positive use of free time and develop youth potential. OCs offer a wide range of services, including: computer labs, game rooms, playgrounds, gym equipment, classrooms, and activities: sports clubs, youth clubs, after school classes, arts and crafts, and values workshops. Each OC is managed by a coordinator and supported by volunteers. 14 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
USAID has established 169 OC, 127 of which were established by USAID/CVPP (79 base period, 46 option period, and 2 in the extension period). Of these 169 OC, 137 are active, 20 have closed and 12 are inactive, with coordinator contracts in process and/or new space assignation underway.
In Q4, through the response fund, USAID/CVPP supported OCs through technical assistance to newly appointed coordinators and provided materials and equipment. Monthly follow-up meetings encouraged new OC activities and a facilitated WhatsApp chat groups for OC coordinators ensured the OC methodology is implemented with the OC support committee and local partners’ active involvement. OC activities over the past quarter include: Strengthening OCs for community cohesion – (DDGS-008; $57,500): This activity strengthened 53 OCs in the municipalities of: Panchimalco, Cojutepeque, Tecoluca, Santa Ana, Chalchuapa, El Congo, San Antonio del Monte and Nejapa, through provision of material and appliances to support: school reinforcement, creative use of free time, management of opportunities, and income generation for OC sustainability. Equipment reinforcement and strengthening for prioritized OCs – (DDGS-018; $65,000): USAID/CVPP provided stationary items, games, an income generating equipment and institutional image improvement for 87 OCs. the Municipality of Conchagua celebrated the official relocation and inauguration of the Playas Negras OC, formerly La Metaza OC, which had been abandoned by the community. Municipal and community volunteers worked together to Playas Negras Community repair and adapt a community house to accommodate the OC and USAID/CVPP inaugurates Outreach Center. provided technological equipment, graphics, and electrical appliances. Outreach Center No. 169 in San Salvador´s Historic Center – (CVPP-0575; $87,725): In Q4, the space for San Salvador´s Historic Center Outreach Center began and completed its rehabilitation and remodeling. This OC breaks the traditional OC model, given its central location, urban population, and large size. This OC will transcend the model through increased use of technology, larger and more diverse space, with state of the art equipment and materials to respond to the urban population it will serve. The OC, located in the heart of the historic city center, is not linked to a community but rather to children of both residents and workers in the area. The impact can demonstrate the OC value and impact and inspire other municipalities to propose OCs in capital and commercial communities. This adaptation presents an opportunity to consolidate the OC model. The OC Libertad will open in October.
USAID/CVPP support to Ilobasco´s OCs – (CVPP-0577; $20,000): Following an agreement between the municipality of Ilobasco and ADESCOs of five communities to assume shared responsibility for OC sustainability, the municipality agreed to pay the coordinator's salaries and the ADESCOs committed to pay the rent and utilities. USAID/CVPP provided material and equipment support. 15 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Four training sessions for OC and MPC coordinators on M&E tool developed by USAID/CVPP: The tool is will allow municipalities to maintain an honest and efficient qualitative control of beneficiaries, volunteers, OC workshops, activities and financial status. USAID/CVPP socialized the tool among 2422 municipalities. The new off-line system developed is particularly helpful to OCs in rural communities that lack internet.
Challenges and mitigation tactics for Strategy 3 activities include: OCs established by USAID/CVPP under phase one are five years old and under phase two are three years old. Although they currently have support and assistance, their sustainability is not guaranteed without a permanent support structure, for example a formal OC Network with its own operational funds. Municipalities have modified the nature of the OCs, which created a need to ensure fidelity to the OC methodology while adapting to the needs of the community. MPCs needs to ensure that OC coordinators are complying with the OC methodology and that the OC support committee is operating cohesively. Installing OCs as a community entry activity is challenge. In municipalities that do not have a precedent of violence prevention intervention requires training for community leaders, municipal staff, the Mayor, and City Council in the importance of violence prevention investment. A OC National Congress and OC Network have potential to provide long-term sustainability, improve resilience, strengthen coordinator skills, and create a platform for learning exchange. There are ten inactive OCs23, but the municipalities have promised to assess the conditions to determine if they will reopen in the same community, relocate, and/or hire new coordinators. The increase in closed or inactive Outreach Centers is due to lack of support from communities and municipalities. OCs need to create, restructure and-or strengthen support committees within their community. Moreover, if an OC temporarily closes, the municipality often delays reactivation for budgets reasons and MPC coordinators often cannot expedite hiring or relocation processes. MPC coordinators should identify early warning signs of problems in communities through field visits to each OC to investigate, observe, interview beneficiaries, volunteers, and coordinators to identify any issue. OCs have had considerable wear from heavy usage on technology, equipment, and materials that cannot be replaced with their own generated funds. Municipalities should account for equipment maintenance or replacement and materials in their budgets.
Lessons Learned for Strategy 3 activities include: An efficient and sustainable M&E system and strong communication guarantees buy in from the municipal council. Monitoring and presentation of results coupled with a public promotion and media strategy helps municipalities make programmatic and administrative decisions to likelihood to allocate budgets toward OCs. Coordinator recruitment and hiring processes must be a transparent process to avoid issues between the municipality and the community.
22 Mejicanos, Olocuilta, Quezaltepeque, Nejapa, Panchimalco, Apopa, Ciudad Delgado, San Salvador, San Vicente, Cojutequepe, Tecoluca, Zacatecoluca, Ilobasco, Santa Cruz Michapa, Santa Ana, El Congo, Chalchuapa, Acajutla, Ahuachapán, La Unión, Conchagua, Usulután, Meanguera and Puerto El Triunfo. 23 San Carlos Lempa (Tecoluca); Villa Madrid (Colón); Villa Lourdes (Colón), OC Finca Argentina (Mejicanos); OC Nueva Apopa (Apopa); OC Barrientos (Chalchuapa), OC Santa Elena (San Vicente), OC La García (Santa Ana) and OC Fátima (Cojutepeque) 16 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Each OC must develop its own strategy for income generation based on local resources and market demand in their community to contribute to the OCs sustainability and diversify activities and opportunities. Understanding the nature of each community and adapting the OC space and methodology to meet the needs improves the adoption of the intervention and sustained ownership among the community. The commitment from Mayors to OCs allows them to maintain close relationships with communities and can support OC sustainability. Municipalities with validated ADESCOS and efficient Social Promotion support enables OC coordinators to gain support, allowing community and municipality to work together, guaranteeing OC success.
Best Practices for Strategy 3 activities include: A response fund allows USAID/CVPP to address specific problems and needs that arise during OC operation. Periodic investment in OCs promotes intervention visibility with the municipality and community. Municipal field officer positions maximize OC coordinators capacity. Strong relationships and coordination between municipalities and ADESCOs enable an efficient work dynamic to support OC activities. OCs with low rent or community-based quota guarantees sustainability of the space. A strong OC support committee, with MPC support and monitoring, ensures compliance with the OC Annual Operational Plan and completion of goals Monthly planning meetings between USAID-CVPP and OC coordinators improves relationships, planning, organization, implementation, and evaluation of activities.
Next steps for Strategy 3 activities include: Inaugurate San Salvador´s Historic Center OC Libertad. Provide technical assistance and training to new OC coordinators, particularly in the OC Libertad. Follow-up on use of off-line M&E database to report and provide evidence to municipalities.
Strategy 4 – Strengthening of Vocational Skills and Employment Opportunities (2.1.5) Strategy 4 activities promoted partnerships to support job training and development of micro-entrepreneurship and employment opportunities. Activities improved access to gainful employment for youth in environments with high levels of unemployment and strengthened municipal capabilities to link youth to jobs in the private sector. Increased employment rates in at-risk communities are an indicator of individuals working towards a more productive future and less likely to be involved in illicit activities.
Of the 19 Municipal Employment Units (MEU) established by USAID/CVPP during Base (10) and Option periods (8), 16 are active24; of the 16 Vocational Formation Centers (FORMATE) established during Base (10) and Option (6) period, 14 remain active25; and of the 13 Microsoft Imagine Academies established, 12 are active26. Inactivity is due to limited municipal funding and lack of political will.
24 Inactive MEUs include: Acajutla and Usulután from Base period. Mejicanos closed its MEU. 25 Inactive FORMATEs include: Acajutla and Tecoluca. 26 Inactive Microsoft Imagine Academy’s include: La Union from Base period; Cojutepeque, Ilobasco, San vicente, Usulután, and Apopa are giving out certifications. The other Academies ran out of certifications and have not renovated their memberships, but are still operating as a computing academy. 17 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
This strategy closed in FY18, but USAID/CVPP staff continued providing technical reinforcement to the MEU and FORMATE coordinators. The capacity building installed in the MEU and FORMATE coordinators has resulted in partnerships and support from private sector, government institutions, and international aid organizations. These alliances demonstrate the flexibility and capability of interventions to serve as platforms for collaboration with other actors and organizations. Q4 achievements include: USAID/CVPP provided 100 MOS vouchers (Microsoft Office Specialist in Microsoft Office) to five Microsoft Academies (Cojutepeque, San Vicente, Ilobasco, Apopa and Usulután).
Challenges and mitigation tactics for Strategy 4 activities include: MEUs, FORMATEs, and Microsoft Imagine Academies rely on municipal investments. Alliances with international agencies, NGOs, and other public and private institutions, can supplement municipal funding. There is a high cost to keep the Microsoft Academy active due to the required internet costs ($250 per month) and the certification vouchers ($3,000 per year). USAID/CVPP provided short term financial support but continued funding is required for long term sustainability. The ambiguity among different governmental entities puts some programs at risk of closing, such as the courses offered in the FORMATEs.
Lessons Learned and Best Practices for Strategy 4 activities include: Funding for interventions must be included within the municipalities fiscal year budget to ensure sustainability. Positioning the FORMATE, Microsoft Imagine Academy, and MEU coordinators within the municipality can help them seek support through resources and political will. Municipal budgets should account for certified instructors to cover periods where courses cannot be offered or taught through partnerships. Alliances with public and private sector are key to the success of MEUs and FORMATEs, providing job opportunities, training, and resources to sustain interventions. Partnerships with vocational training centers, such as INSAFORP, can sustain FORMATE Centers. Alliances with other local and international projects whose objectives link youth with job opportunities and training can support MEUs. Identifying and adopting mechanisms that allows Microsoft Academies to generate income from services provided can encourage sustainability or cover costs to alleviate the financial burden of the municipality.
Strategy 5 - Infrastructure for Prevention/ Situational Prevention (Sub-Activity 2.1.6) Strategy 5 activities mobilized municipalities and communities to rehabilitate public spaces or coexistence points to promote cohesion and reduce crime. Projects included revitalization of shared spaces (e.g. parks), rehabilitation of sports facilities, and recovery of safe access ways (e.g. streets and stairs). Physical improvements with community participation increases pride and ownership of public spaces, which leads to improved care and reduced vandalism and crime. Each activity was funded with an equal municipal counterpart contribution. 18 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
USAID/CVPP completed 72 community infrastructure projects in Phase I in 11 Base Period municipalities and completed 37 infrastructure projects in Phase II in seven Option Period municipalities27. Revitalized public spaces continue to be sustainable recreational hubs in at-risk communities. The success of these interventions is dictated by the community´s ability to give life and continued use of these safe spaces. The projects were completed and closed in FY18. Communities have promoted a culture of peace, security and citizen coexistence through using public spaces for: productive youth activities, such as music, sports, and recreation; promoted multigenerational interaction with family activities; and reduced perception of fear through organized night-time activities. OCs have leveraged recovered spaces to bolster Creative Use of Free Time actions.
Lessons Learned and Challenges for Strategy 4 activities include: Quality investments in public spaces ensures sustainability through long term durability of materials and equipment provided. Strategic identification and design for intergenerational use in the community (children, youth, adults and the elderly) positively affect and increase the use of public spaces. Organization of efforts between the community, the municipality and the private sector support the maintenance and revitalization of public spaces. It is important to establish and socialize rules and a code of conduct for the space to guarantee cleanliness, durability, and community ownership. Spaces close to the OCs and schools are more frequently used and experience a high demand from students for healthy recreation.
Best Practices for Strategy 4 activities include: Involvement of all local partners in the planning, organization and execution of activities guarantees sustainable success and engagement of the community. Alliances with the government, NGOs, or private sector in activities such as urban art or muralism, contributes to the maintenance and clean appearance of spaces. Additionally, it can enable sponsorship of activities such as sports tournaments with contributions of prizes, uniforms, referees, or refreshment. “Challenge of Dreaming My Community” workshops have been successful with participation from all age groups, to design an inclusive plan for infrastructure for prevention interventions.
Strategy 6 - Communication Transforms My People (Strengthening Communication and Use of Media Strategy 6 recognized the significant role of media in portraying violence in at-risk communities. Activities under this strategy leveraged local media outlets and empowered local actors to broaden the impact of USAID/CVPP´s work. Strategy 6 activities were implemented and completed in FY18.
General Challenges and Achievements – Component 2: Repressive measures executed under Phase I of GoES´s Territorial Control Plan has affected some of the communities intervened by USAID/CVPP. Community members are speculating over the effects of the plan with optimism, hoping the plan results in security and safety. Local governments have claimed the plan has
27 Ahuachapán, Apopa, Ciudad Delgado, Colón, Mejicanos, Olocuilta and Zacatecoluca. 19 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
not been articulated with municipalities and questioned the plan´s long-term sustainability. MPCs have expressed the lack of alignment between the previous Plan El Salvador Seguro (PESS) and the new Territorial Control strategy prevents them from becoming allies. Component 2 closure at the end of this fiscal year signifies the completion of dedicated accompaniment for initiatives including: Outreach Centers, Vocational Training Centers, Municipal Prevention Committees and Philharmonic Orchestras. USAID/CVPP transferred documentation and contacts to remaining staff to continue oversight and support as needed through project close out. Small reinforcement and equipment donations to OCs, MPCs, and FORMATE encouraged the renewal and activation of actions and allowed USAID/CVPP to maintain coordination with municipalities.
Component 3: Identifying and Seizing Windows of Opportunity in Crime and Violence Prevention Component 3 rapidly responds to windows of opportunity, implements innovative ideas, expands upon successfully piloted activities, and introduces and adapts models from applicable contexts. USAID/CVPP established six lines of interventions to guide Component 3´s work: 1. Psychosocial care for secondary prevention 2. Tertiary prevention for rehabilitation and social reintegration 3. Intervention in the Communities near Cuscatlán Park in San Salvador 4. Institutional strengthening for the Governance and Prevention of Violence 5. Improving community cohesion by rehabilitating public spaces and improving police and community relationships
As of now, USAID/CVPP´s Component 3 has signed 91 activities (57 GUCs, 28 DDGS, and 6 STTAs) of which, 44 have been closed, 23 have been completed and 24 are active.
Component 3 - Key Results Over the Past Quarter
Psychosocial care for secondary prevention This line of intervention implements educational, technical, and professional interventions that identify, address, and alleviate mental health problems to reduce risk factors associated with victims or perpetrators of violence in the target communities. Reduced risk factors among individuals lowers involvement in illicit and violent activities. Strengthened protective factors supports individuals to overcome their vulnerabilities from becoming victims or perpetrators of violence. In Q4, USAID/CVPP implemented five activities under this line of work:
Healing Wounds – (CVPP-0570; $99,999.31): USAID/CVPP grantee, Glasswing, implemented the Healing Wounds program to institutionalize a trauma-informed intervention methodology in two hospitals, "Dr. Juan José Fernández" National Hospital in Zacamil and "Nurse Angelica Vidal de Najarro" National Hospital in San Bartolo, and twelve public schools in Ciudad Delgado and Mejicanos. The activity created a trauma-informed ecosystem to support victims and survivors of gang-related violence, building the capacity of public service providers in hospital networks, primary healthcare facilities, and victim-support organizations. Glasswing provided training in 20 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
comprehensive trauma care and established local action plans among support networks, streamlining communication and reaction mechanisms for comprehensive trauma care and violence interruption.
Trauma Focused Cognitive Behavioral Therapy Pilot – (DDGS-0014; $409,092): TF-CBT Intervention Phases: USAID/CVPP partner, Medical University of South Carolina (MUSC) Department of 1. Counseling Psychiatry and Behavioral Sciences adapted Trauma Focused Cognitive Behavioral 2. Psychoeducation 3. Relaxation Therapy (TF-CBT) to the Salvadoran context to respond to a lack of access to 4. Expression and affective psychological support services among youth victims of violence. The therapy treats modulation 5. Joint sessions victims´ trauma and prevents future conflict and violence. MUSC trained 6. Live exhibition USAID/CVPP grantee, FUNPRES, to pilot their adapted methodology in five selected 7. Trauma narrative Ministry of Education (MINED) schools and in FUNPRES´ community clinic, 8. Cognitive processing 9. Increasing security Psychological Attention Center. The activity includes application of a screening test in seven MINED schools to understand the levels of understanding of trauma among youth. This activity is the first of three phases MUSC hopes to be able to implement, which will take an estimated three-years to complete. Next phases include a Randomized Controlled Trial (RCT) and systematic implementation of the intervention in more schools. Q4 highlights include: Coordination meetings to address issues related to the completion of cases and presentation of preliminary results of the Global Screening Component. On September 18, MUSC presented TF-CBT pilot results to date to MINED authorities and staff. Preliminary conclusions include: trauma intervention approaches can aid in the understanding of the need and complexity of this mental health issue; data from the public schools revealed high level of trauma and requires further analysis; and causes of trauma revealed that family members are often perpetrators and intervention strategies must address this victimized population. Preliminary results presented included: Screening tests TF-CBT intervention
Population 1,200 students tested from 7 schools 121 students attended from 5 schools
Global • Traumatic events: • 82.6% of students completed all the components of the TFCBT results o 93.7% experienced at least 1 traumatic event (approximately 14 sessions per student) o 81.3% at least 2; 65.6% at least 3; 47% at least 4 • 17.4% did not complete for: 1) security reasons, 2) they • Levels of posttraumatic stress (PTSD) - 34.6% moved, 3) medical reasons, 4) project closure (time). • Levels of Depression – 13.4% • Levels of Anxiety – 15.7% Types of • Serious accident (63.9%) • Traumatic mourning (24%) trauma • Witness community violence (47.4%) • Witness domestic violence (16.5%) • Violent or sudden death of a loved one (39.5%) • Physical abuse (14.9%) • Traumatic medical procedure (39.4%) • Sexual abuse (13.2%) Conclusion Approximately 1 in 3 students reported symptoms of a Preliminary results demonstrated socio-emotional attention post-traumatic stress at a significant level focused on trauma intervention was effective to reduce trauma symptoms.
Trauma Focused Cognitive Behavioral Therapy Implementation – (CVPP-0559; $87,860): USAID/CVPP grantee, El Salvador Pro-Education Foundation (FUNPRES), is implementing TF-CBT activity in coordination with MUSC in San Salvador and Santa Tecla. Q4 highlights include, 21 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
107 youth of the 121 eligible youth completed the TF-CBT treatment. 14 received only a part of the intervention for various reasons (security, change of residence, and time available) and were referred to the FUNPRES clinic or other psychology professionals to provide follow-up. TF-CBT intervention results have been very satisfactory for both the clinical psychologists and psychologists who implemented the pilot. Overall, levels of post-traumatic stress, anxiety and depression reduced considerably. The cases where the levels of post-traumatic stress, anxiety and depression, did not reduce were referred for further accompaniment. A time and cost extension awarded to install capacity in schools and staff from school to identify symptoms related to traumatic events and refer victims to other institutions or psychological professionals. A guide will be developed and presented to schools to identify symptoms.
Youth Services Eligibility Tool and Prevention and Intervention Family Systems Model The Youth Services Eligibility Tool (YSET) and Prevention and Intervention Nine Risk Factors Family Systems Model (PIFSM) strengthens the family dynamic, builds 1 Antisocial tendencies resilience, and reduces the likelihood of youth becoming involved in 2 Weak Parental Supervision criminal activities. YSET identifies at-risk youth through a survey and analysis and then engages eligible youth in a comprehensive set of 3 Critical Life Events support services encompassed in the PIFSM. Eligible youth, report four or 4 Impulse risk taking more risk factors of the nine measured (see table). Youth with less than 5 Neutralization of guilt four registered risk factors are considered primary risk, those with four or 6 Negative Peer Influence more are considered secondary, and youth who self-report participation 7 Peer Delinquency or involvement with violent groups are at tertiary risk level. PIFSM is 8 Delinquency and Substance Abuse implemented in seven phases (see table below). Following PIFSM, YSET- 9 Family Gang Influence Retest (YSET-R) measures changes in risk and protective factors among beneficiaries. Quantitative YSET reports and qualitative testimonies show effectiveness and viability of treatment. Seven Phases of Family Model based on YSET 1 Apply YSET tool to identify the eligible youth for the family model intervention 2 Establish relationship with eligible youth and families to begin family counseling 3 Redefine problems within the family unit to focus the efforts 4 Celebrate changes within family units of eligible youth 5 Integrate youth with community through activities of their choice, to model and apply behavior changes 6 Establish agreements within family unit, to continue to practice lessons learned 7 Reapply YSET tool to measure changes or reductions of risk factors
YSET Application with Salvadoran Institute for the Integral Development of Children and Adolescents (ISNA) Population – (CVPP-0549; $119,111.94): USAID/CVPP contracted, ERAK Consultores, to apply YSET and conduct comparative analysis to inform USAID/CVPP grantee, ISNA of risk factors among youth within the system and impact of services. Guillermo Cespedes with ISNA authorities and technical staff 1,788 YSET interviews were applied to children and adolescents in ISNA´s institutional programs: Social Reintegration, Protection, Prevention and Promotion of 22 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Rights. This activity is the first time YSET has been used in El Salvador with a public institution to diagnose its population. ISNA authorities demonstrated an interest and commitment to address the opportunities and challenges identified by the tool. USAID/CVPP conducted follow up to this activity in Q4: USAID/CVPP and Guillermo Céspedes, Creative Associates´ Advisor on YSET and PIFSM, presented the YSET experience and results to ISNA authorities and USAID implementing partners: UNDP, World Vision, and Whole Child International, to encourage coordination with ISNA. USAID/CVPP worked with ISNA to prioritize various activities, identify areas for coordination, and align interventions to the institution´s needs. Cespedes met with ISNA´s technical and leadership teams to discuss next steps to institutionalize YSET and develop a family attention model within ISNA. He followed up on family counseling training to identify elements that could complement, strengthen, or adapt to ISNA´s existing work and shared the PIFSM manual.
YSET and PIFSM Pilot in Ministry of Education (MINED) Schools – (DDGS-013; $240,825): USAID/CVPP contracted FUSALMO to apply the YSET and PIFSM in three MINED schools in San Salvador and Soyapango. Under this activity, 3,061 YSET interviews were applied to students between the ages of 8 and 17 years. YSET-R was applied to youth who received PIFSM and to a control group to compare and measure the effects of the model. This is the first controlled assessment of YSET and PIFSM to be tested and measured in El Salvador. In Q4, Guillermo Céspedes delivered results to the Manager of Protection and Safe Educational Environments and the MINED team that accompanied the implementation of this model and tool. The discussion emphasized opportunities to capitalize on the role of teachers and schools, as protective factors for at-risk youth.
Challenges and mitigation tactics for the psychosocial care for secondary prevention line of work include: To guarantee sustainability, Glasswing´s Healing Wounds program, training activities and care protocols needs to be institutionalized. An institution must take ownership and ensure constant use of the referral system installed to monitor existing cases, provide temporary attention, and support referred cases. Results, lessons and best practices of the secondary interventions (family counseling, trauma focused care) must be presented among governmental institutions to generate impact in public policy and transfer the capacity to other national actors or fields (academia or public sector).
Best practices and Lessons Learned for activities under psychosocial care for secondary prevention include: It is fundamental to define and implement strategies with institutions in coordination with other USAID implementers working with the same partners. The transfer of skills and capacity is most effective when done through “learning by doing” methodologies. A trauma informed approach is needed where violence and victimization is high, such as public hospitals, and training must be provided across all divisions and staff interacting with patients.
Next steps for activities under psychosocial care for secondary prevention line of work include: Provide technical support and follow-up to MUSC/FUNPRES intervention through activity close out.
Tertiary prevention for rehabilitation and social reintegration Tertiary prevention services are limited in El Salvador. This line of intervention supports rehabilitation and social reintegration/reinsertion of the population in conflict with the law and specialized care for victims of violent crimes. Youth and adults who are directly involved in illicit activities remain in a cycle of violence. USAID/CVPP is 23 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
testing methodologies in difficult contexts to reduce the probability of recidivism. In Q4, USAID/CVPP implemented eight activities including: Strengthening the Capacity of La Factoría Ciudadana – (DDGS-005; $112,097): Since 2017, USAID/CVPP has supported La Factoría Ciudadana (LFC), a start-up NGO, to advance tertiary prevention work in El Salvador through reinsertion and rehabilitation services for former gang members, formerly incarcerated, and returning migrants with a violence past. Q4 highlights include: Homeboy Industries traveled from Los Angeles, CA to provide technical “Love” - “My home” - “They know assistance to LFC focused on reentry case management, including structure, my pain; they have felt it with me” implementation methods, dosage and wrap-around services. Consultants - “They don’t judge me for my provided training on secure base, approaches to workforce development for past” - “I feel relief when I am with reentry population, and community engagement efforts. my LFC colleagues” An administrative and financial consultancy was completed after two – Perceptions of LFC beneficiaries months to install capacity and tools to perform effective administration, financial management, and avoid malpractices. Administrative procedures manuals were collaboratively created and presented. Staff were trained in liquidity management, inventory management, product and service cost management. An accounting software was purchased to facilitate the financial management. LFC was equipped with the necessary materials to develop two microenterprises to generate employment and income for beneficiaries: soap making and screen printing.
Equipment and Technical Support for La Factoría Ciudadana – (DDGS-020; $144,182): This activity strengthens LFC by improving its technical and operational capacity. LFC Executed Workshops USAID/CVPP has procured and delivered basic equipment to Workshop: Participants: Sessions: offer physical and mental health services, basic operational Self-help groups 440 23 equipment, and furniture. USAID/CVPP is also strengthening Psychoeducational 103 5 the organizational and technical capacities of human Artistic workshops 92 5 resources, through team building, training, and an Annual Job skills training 50 5 Operations Plan, including: funding and alliances development, Entrepreneurship 104 11 monitoring and evaluation, and communications with an improved institutional image. Q4 highlights include: Training was provided to LFC in-house doctor and psychologist on the use of the tattoo removal machine. The training was practical with participation from three of LFC beneficiaries. All LFC staff participated in a short lecture to explain the tattoo removal processes and associated psychological trauma. The tattoo removal machine is an important milestone to decrease stigma and create opportunity for ex- gang members to seek employment and reintegrate into society. In Q4, the tattoo removal clinic has attended more than 40 beneficiaries. A team building activity was developed to strengthen leadership and promote teamwork among LFC staff and promote best practices in
customer service, achieving excellence, and working as a team. A sense LFC staff participated in team building of belonging was created within the organization and the activity retreat to strengthen organizational culture strengthened interpersonal relationships and dynamics among staff. In follow up, a Coaching and Training of 24 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
High Performance Teams consultancy was launched to enhance LFC skills and abilities in leadership, empower members, and support personal and professional growth. On August 26, USAID/CVPP organized a cooking workshop for the Eben Ezer Church in La Dina community. The activity strengthened Eben Ezer, a key partner to LFC. Both organizations are leading reinsertion and rehabilitation programs for former gang members and formally incarcerated individuals. Three recognized chefs in San Salvador, advised Eben Ezer Bakery´s staff in baking techniques, diversifying products, provided new tools, and introduced new ingredients. Eben Ezer beneficiaries were motivated and empowered to learn skills from professional chefs. This experience dignified the work of the bakery and offered ideas for growth.
Chefs Roberto, Karla Lovo, and Serenella Guirolla share their expertise with Eben Ezer Bakery staff. Financial Resources to Guarantee the Operation of La Factoría Ciudadana (CVPP-0576; $148,287.11): On April 4, USAID/CVPP grantee, LFC officially became a legalized non-profit organization that can accept and manage funds independently. Starting in Q3, USAID/CVPP began providing financial resources to guarantee the operation of LFC as a legalized association to improve their services model, support coordination efforts, and promote collaboration between LFC and other actors. USAID/CVPP has accompanied LFC through administration and operational support including training in grants administration, finance, human resources, and security and the preparation and revision of manuals, policies, and procedures. Q4 highlights include: LFC expanded their services to provide childcare for the children who accompany the beneficiaries. A specialist was hired to conduct fitness therapy sessions, providing a holistic attention to beneficiaries to improve physical health through exercise and meditation. LFC has established alliances with the following organization: Organization Support/Donation International Cash transfer program called “Cash Assistance” to respond to emergencies of individuals Refugee Committee affected by violence. 35 LFC beneficiaries have benefitted from a total of $13,190 distributed. MINED & Don Bosco Flexible academic leveling programs for beneficiaries ISNA Refer individuals to LFC. Eight have been referred thus far, and are receiving psychological care, participating in workshops and counseling sessions, and tattoo removal services. FUSAL A local NGO provided three donations of clothing, food, medicine, and sewing machines totaling $50,000. UNEX A local coffee producing company providing coffee donation until December 2019 Una Mano Amiga A NGO donated paint and office chairs OIM UN International Organization for Migration donated hygiene kits for returned migrants UK Embassy Included 15 LFC beneficiaries in a beach cleaning activity and sponsored shirts, food and transportation. Swiss Contact Will train and certify LFC returnee beneficiaries in drywall and electricity 25 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Phase II of Los Angeles Violence Intervention Approach (DDGS-025; $71,389.70): USAID/CVPP partner, Progressive Firm continued supporting local partners BAMBU and Comandos de Salvamento through training and technical assistance to adapt the violence intervention pilot in Ciudad Delgado and Apopa. Q4 highlights included: Meetings and trainings were held with key actors including the National Civil Police (PNC), the GoES Social Cohesion Unit, and Faith-based leaders to deepen the understanding of their violence intervention approach. Technical assistance for the implementation of the violence intervention pilot covered strategies for sustainability, alliance building (churches, NGOs, private sector, government), and transitioning away from Progressive Firm in Ciudad Delgado community events. Progressive met with community members, Municipal visiting the intervened communities. officials and PNC to advise coordination among those key actors. Lessons learned and future sustainability actions of this approach were systematized by local consultant, Adepro, with participation from Municipal staff, implementing partners, and communities intervened. The activity confirmed the effectiveness of the approach and identified future Progressive trains faith-based leaders in actions that community members can carry out. LA violence intervention approach
Local Violence Intervention Partner Asociación Bambú in Ciudad Delgado – (CVPP-0560; $122,481.44): In Q4, USAID/CVPP grantee, Bambú continued activities in Los Alpes and Las Victorias communities in Ciudad Delgado, to generate trust between the community and violence intervention workers implementing the approach. Q4 highlights included: Communities participate in a clean-up activity (Left) and a Over 270 community members from the target communities Family Rally/Running Race (Right) participated in a clean-up campaign, organized with the municipality; visited Ciudad Mujer, to learn about and promote their services for women and domestic violence cases in the community; and participated in a Runners night and Family rally; the inauguration of sports tournament called Playing with values improves my community; street soccer Self-help groups visit Ciudad Mujer (Left) and Youth tournaments; and Cine Forum in Los Alpes in a recovered participate in street soccer tournament (Right) house, previously used by gang members. USAID/CVPP and Bambú, met with newly appointed leadership of the PNC delegations to present advancements and discuss incidents between intervention workers and police to determine strategies to work together and coordinate efforts. Monthly meetings were planned to ensure PNC are aware of community activities. Improved communication will improve activity implementation and effective coordination of efforts. Bambú exchanged learning experiences with board members and volunteers from Las Victorias and Los Alpes on violence intervention as a framework to inform future prevention interventions. The exchange strengthened leadership and group cohesion to encourage continuity of violence intervention activities through the community board and volunteers. Accomplishments include: improved perception of security; strengthened and cohesive organization; volunteer groups working together to address violence and promote peaceful coexistence; collaboration with neighboring communities; and leveraging existing resources to support activities.
26 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Local Violence Intervention Partner Comandos de Salvamento in Apopa – (CVPP-0562; $102,490.82): USAID/CVPP grantee, Comandos de Salvamento increased its community presence under the violence intervention pilot in Tikal Norte community in Apopa. The activity is building the community´s social cohesion, addressing violence, and strengthening relationships between the community, PNC, and municipality. Q4 activity highlights include: 35 volunteers (31% female: 69% male) including the Municipality’s Civil Protection Unit, Health Unit, PNC delivered bleach to 200 houses in Tikal Norte and fumigated 250 houses in neighboring San Andres community; 63 youth (52% female; 48% male) and 54 adults (54% female; 46% male) participated in a family rally to create spaces for coexistence and provided arts and crafts workshops, with participation from community members, including gang members, who had previously not engaged in activities; 158 community members (60% female; 40% male) participated in a Gastronomic festival, coordinated with World Vision and PNC.
158 community members participate in Tikal community gastronomy festival. Comandos de Salvamento partnered with National Center for Agricultural Technology and Forestry (CENTA) to implement home gardening workshops. The home garden is located in a high risk zone for the community due to its close proximity to the opposing gang. However, through this activity it has been possible to recover this space and involve volunteers in the care and maintenance of the garden. Success Story: Carlos is an ex-gang member from the Tikal Norte community who was released from prison during the period that Comandos de Salvamento was working in the community. Upon his return he became involved in the activities led by Comandos intervention workers and adopted kitchen gardens as a personal project for the community. He is determined to live a more fulfilling and purposeful life at the service of his community. He is now highly respected by the community and an active member of the volunteer unit. The community is even looking into building a small home for Carlos so he can Carlos – from gang member to oversee the gardens. The community realized that giving Carlos a second chance was a way to redirect a respected and loved his leadership skills and potential in a positive and productive way. community leader. Comandos de Salvamento held a retreat with 35 members of Tikal Norte´s community board and volunteer group, which strengthened leadership and group cohesion to encourage continuity of activities from community board with the support of the volunteers. Participants recognized the role that violence intervention approach has played in the community's social cohesion and expressed the common desire to live in a peaceful community has united members enabling them to effectively work together. Accomplishments include: participants are motivated to continue working with and for their communities; community board and volunteers have autonomy and ability to plan, coordinate, and execute community activities; community unity and cohesion; significant reduction of violence; and gang activity is less violent.
Support Stakeholders to Learn L.A. Violence Interruption Approach - (DDGS-022 $69,950.00): USAID/CVPP organized a study tour from April 22 – 27 for 19 leaders of faith-based organizations (pastors and nuns) to Los Angeles, CA to learn about violence intervention and reinsertion approaches. In Q4 USAID/CVPP held three sessions with Progressive Firm during follow up visits to El Salvador with the group to provide continued technical assistance and training. USAID/CVPP also held two focus groups with previously incarcerated individuals and former gang members to better understand the needs and challenges to inform future trainings and assistance in tertiary prevention and re-entry and identified individuals with potential profile for violence intervention work. 27 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Technical Assistance in Violence Intervention, Secondary and Tertiary Prevention to Leaders and Representatives of Faith Based Organizations (DDGS-030, $30,000.00): USAID/CVPP is supporting leaders and representatives of faith-based organizations, through workshops and trainings to learn about violence intervention and secondary and tertiary prevention approaches. Training will facilitate coordination among violence prevention efforts, encourage a shift from primary to secondary and tertiary prevention, and create linkages among the network and other USAID/CVPP funded initiatives and partners. Q4 highlights included: USAID/CVPP organized a local tour for faith based leaders to learn about existing violence prevention and intervention initiatives in La Chacra, La Factoria Ciudadana (LFC), Eben Ezer Church, and Zaragoza. The visits promoted exchange of experiences and strengthening of a support network among the organizations. Future opportunities were identified to complement the nuns work with families in La Chacra with YSET and PIFSM and LFC became a reference for these faith based leaders to coordinate their existing activities and a resource for faith based tertiary beneficiaries. The first of five workshops was held with 42 faith-based leaders about the basic concepts in violence intervention. The session included a discussion on the differences between primary, secondary and tertiary prevention and highlighted the importance of treating each group according to needs.
Challenges and mitigation tactics under tertiary prevention for rehabilitation and social reintegration include: There is a need to raise awareness among civil society, government, and private sector to change the stigma around tertiary prevention work and beneficiary population. Lack of clarity of what can and cannot be coordinated with former gang affiliated and incarcerated individuals, due the extrajudicial measures prohibits organizations from legally working with active or ex-gang members. However, there is interest from private companies and the government to open spaces within their institutions to contribute to the reinsertion of these groups. The work carried out by churches in rehabilitation is strong but isolated; creating alliances with tertiary prevention services is important, as churches are one of the only accepted alternative to leave a gang. The high rotation of police officers affects relationships built between the institution and the community. The lack of permanence affects police´s appropriation of violence intervention approach, in which trust and collaborative relationships is key between the municipality, community, and police. A standardized violence intervention training for organizations can increase buy in and understanding, facilitate organization, generate coalitions for initiatives.
Lessons learned for tertiary prevention for rehabilitation and social reintegration include: Tertiary prevention beneficiaries must be committed to their process and motivated by their achievements during the rehabilitation process. Ex-gang members and previously incarcerated have job-skills but lack resources or opportunities. Facilitated opportunities and targeted training can help individuals enter the job market and reduce recidivism. Faith based organizations represent an opportunity to work with the tertiary population. Workshops in churches are important for beneficiaries to maintain their link to spiritual and healing programs. Progressive´s violence intervention approach pilot is comprehensive and it takes time to position partners in the communities and build effective coordinate with the municipality and PNC. This violence intervention approach requires involvement of the municipality, through the MPC, as a key stakeholder and partner. Violence intervention must have referral services and/or case management capacity. Attention to and follow- up with vulnerable populations is important to avoid relapse into gangs and/or criminal behavior.
28 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Best practices for tertiary prevention for rehabilitation and social reintegration include Strengthening the beneficiary’s ecosystem (family, school, social etc.) promotes changes in behaviors and decreases the possibility of relapse. Holistic care is needed to achieve reintegration to family and community. Systematizing the violence intervention approach presented a step by step adaptation and highlighted challenges and recommendations to adapt these international interventions to the local context to better replicate or expand the approach in the future. Follow through on promises made builds community trust. A diverse leadership group, representative of the population, can integrate different community groups. Developing community cohesion requires the support of different community actors including volunteers, the community board, and the municipality.
Next steps for tertiary prevention for rehabilitation and social reintegration activities include: Continue support LFC operational, administrative, and technical development. Continue to strengthen coordination between LFC and Eben Ezer Church and explore coordination with other faith-based organizations, and organize follow on technical assistance. Continue training for faith-based leaders in tertiary prevention and violence intervention, and participate communications conference to reach a larger audience of faith-based leaders. Comandos de Salvamento and Bambú will conclude implementation of the violence interruption approach pilot in Apopa and Ciudad Delgado with technical support from Progressive Firm.
Intervention in the Communities near Cuscatlán Park in San Salvador This line of work supports social and technical interventions to rebuild the social fabric and empower strategic communities surrounding the Cuscatlán Park (Tutunichapa, Asunción, Atonal and Santa Fe/La Paz). USAID/CVPP is working with experts to implement strategies that improve citizen security. Articulated efforts between communities and the park promotes local ownership to ensure sustainability of the investment in San Salvador. During this period, USAID/CVPP implemented seven activities, including:
Cuscatlán Hub Coordination Office for Cuscatlán Park´s Rehabilitation Efforts – (CVPP-0553; $146,820.40): USAID/CVPP grantee, TECHO administered a shared work space to encourage collaboration and avoid duplication of efforts among implementing partners working in and around the Cuscatlán Park. Periodic meetings were held to discuss the ongoing interventions, planned events, changing community contexts, and activity advancement. Implementing partners and USAID/CVPP grantees, include: Buffet Foundation, Glasswing, Corpovisionarios, Conservatorio, TOTEM, and INNBOX. The Cuscatlán Hub has adapted to the needs of the partners with respect to the activities carried out, for example, it also served as a meeting space for visiting United States government officials and other delegations to learn about USAID interventions. The Hub closed in Q4 and highlights included: Best Practices and Lessons Learned Conclusions Challenges / Recommendations • A shared space manual prompted coexistence and • The Hub served as a link between communities and • Ensure all partners work in the communication between partners using the Hub. partners, providing a direct communication Hub to facilitate further • Follow up on partners’ activity execution ensured channel for inquiries. communication, planning and accountability and decision making. • Two implementing partners, Corpovisionarios and execution of activities. • Supporting institutions facilitated and created a link between TECHO, worked permanently in the Cuscatlán Hub • Supervision to ensure all communities and partners. during the life of their activities. partners comply with safety • The Hub´s flexibility to adapt the space guaranteed the • The Hub was used by all the implementing partners regulations to work in the field. development of different activities. at different times and in different ways. • Shared information with project • The Hub developed a mechanism to promote community • Consistent meetings generated effective technicians, allows the same participation through providing entertainment children while coordination between partners and reduced information to be managed. mothers participated in activities. communication problems with communities. • House by house invitations guaranteed and increased the participation of people in the activities. 29 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Cornucopia System – (CVPP-0558; $240,419): USAID/CVPP grantee, TOTEM, a US-based real estate development, urban design, and technology firm, created parklets called Cuscatlanitos in communities surrounding the Cuscatlán Park. The hyper-local and modular public spaces foster community cohesion through entrepreneurship and participatory place making, with a grassroots approach to planning, design, and ongoing maintenance of public spaces. The Cuscatlanitos offer safe public spaces for the community to engage with the Cuscatlán Park and are designed to reflect the communities´ diversity, creativity, and provide a productive space for neighbors to positively interact. USAID/CVPP has developed a total of 10 Cuscatlanitios, eight in the four communities surrounding the Cuscatlán Park, one for the San Salvador´s Historic Center, and one for OPAMSS (Planning Office of the Metropolitan Area of San Salvador). The municipality through the Social Development Agency will be in charge of the eight community designated Cuscatlanitos, including moving them to different communities throughout the city and developing social agendas and activities. Q4 highlights include: USAID/CVPP and the San Salvador Municipality met to determine next steps and handover of the Cuscatlanitos to the Municipality. The Municipality will request permission to extend the permits for the other Cuscatlanitos in Tutunichapa, Santa Fe/La Paz, and Asuncion, who initially received a 3-month permit.
Cuscatlanito Fabrication and Marketing – (DDGS-021; $75,000): This complementary activity funded the fabrication of the parklets and a visual marketing campaign to boost the positive messaging among the community users. The San Salvador Municipality and Metropolitan Area Planning Office (OPAMSS) requested Cuscatlanitos to test citizen use and reactions. Q4 highlights include: The Vice-ministry of Transportation (VMT) authorized the placement of Cuscatlanitos on the Juan Pablo II Avenue, in front of the Atonal community. The inauguration was held Atonal Community inaugurates their Cuscatlanitos on August 3, 2019 for 50 community participants. The Vice Ministry of Transportation later ordered the Cuscatlanitos to be removed after receiving complaints of its location in a highly transited street. The Cuscatlanitos in Atonal were removed due to interference with traffic to the Municipal Social Development Agency. On August 28, USAID/CVPP installed a Cuscatlanito in front San Salvador´s city center Mayor’s from the greater San of La Libertad OC in San Salvador´s Historic Center. Cuscatlanito will be an Salvador’s greater area On September 19, USAID/CVPP installed Cuscatlanito in the additional space available for attended the OPAMSS OPAMSS Office. youth in Libertad Outreach Cuscatlanito inauguration.
Support to Urban Developers around Cuscatlán Park and Historic Center – (DDGS-017; $41,152): USAID/CVPP continues to provide support to ongoing urban development activities in Historic Center of San Salvador and improve citizen security by improving community organization and cohesion around the Cuscatlán Park. This activity allows USAID/CVPP to rapidly and flexibly respond to needs and follow up on technical support and logistics in support of the larger historic center and Park area. Other Q4 highlights include: TECHO worked with the four communities using the Citizen Culture approach used by Corpovisionarios. Activities included: meetings with organizing committees in three of the four communities to define actions for the execution of community activities. 30 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
TECHO coordinated with the Innovation Laboratories for Resilience, implemented by USAID/CVPP grantee INNBOX, in the four communities and developed diagnoses to identify new activation opportunities. TECHO and San Salvador Municipal district representative organized a conflict mediation meeting with the Santa Fe community to discuss community organizational and intergenerational challenges. The community´s recently elected its board had developed tensions with the youth committee. USAID/CVPP continues to work with the municipality to identify a viable solution. Approximately 640 members from the four communities participated in the Cuscatlán Park´s symbolic soft opening. The event presented a nearly finished park to the communities and introduced park staff and assigned police officers. Community members were excited to enjoy the park or “place of beautiful things”, and participated in guided tours to learn about the different amenities, and participated in activities. The park’s staff reinforced the importance of taking care of the space and keeping it clean for everyone’s use and enjoyment, emphasizing the lasting impact for future generations. The sense of ownership and belonging of the communities towards the park was palpable during the event, a connection that will play an important role in the parks revitalization and sustainability. USAID/CVPP, the Municipality of San Salvador´s Sports Officer, and National Civil Police (PNC) District Chief who will oversee the Cuscatlán Parks security, met to coordinate efforts in and around the Park. USAID/CVPP presented current efforts executed in the communities and the PNC shared their strategy to provide security. An agreement was made to include the PNC in activities that USAID/CVPP partner, TECHO executed in communities, to integrate police officers in coexistence activities, and improve community relationships.
“This park is out of this world” - Community members react to Cuscatlán Park in soft opening event
Community Diagnostics in Communities of San Salvador and Soyapango - (CVPP-0568; $39,950.19): In Q4, TECHO presented to USAID/CVPP and Glasswing community diagnostics results of 66 communities in San Salvador (56) and Soyapango (10) which identified the main problems, needs, existing resources, and organization. Opportunities include: ensure community representation within leadership and improve basic skills to effectively manage activities; collaborate with Glasswing ś citizen observatory “El Salvador Como Vamos”; and share results with the mayors for future municipal programs. Insight Crime Research on Criminal Economy of Public Transportation Sector in San Salvador´s Historic Center (CVPP-0574; $99,204): USAID/CVPP grantee, Insight Crime, is conducting an investigation on the criminal economy of the public transportation sector in San Salvador´s Historic Center. Q4 highlights include: From July 22 – 31, Steven Dudley, Executive Director of InSight Crime, traveled to El Salvador to work with his local research team. On July 30, Steven Dudley, presented his previous investigation on the Criminal Economy of San Salvador Historic Center to the GoES Social Cohesion Unit. He discussed his research on gang territorial control, extortion of informal vendors, use of political capital to influence and maintain control, and Municipal approaches to engage or challenge criminality in the region. 31 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Study Tour: Private Sector to 4 Grados Norte neighborhood, Guatemala (DDGS-028; $49,780): USAID/CVPP organized a study tour September 26 – 29, to Guatemala City for a delegation of “Champions”: young entrepreneurs, investors, and influencers. The tour motivated the group with potential interest to invest in the San Salvador Historic Center in support of the Municipality´s urban development efforts to improve citizen security. Q4 activity highlights include: USAID/CVPP two pre-trip events: a breakfast to launch a study tour and a local tour around the San Salvador Historic Center in coordination with Municipal representatives. The group demonstrated economic and social concerns regarding revitalization efforts, including: universal access, environmental measures, informal sector, social housing, transportation, gentrification, cultural heritage, and historic preservation, among others. Discussions affirmed the importance of coordinating with the municipality and other institutions, including ANDA, OPAMSS, etc. Opportunities and Salvadorian delegation learns about Guatemala’s revitalization efforts challenges identified included:
Opportunities • Transmit and communicate the vision of a revitalized city center to Salvadorians, to encourage participation and contribution to economic revitalization and security. • Use arts and culture as a magnet for people to envision possible opportunities. • Identify ways to formalize the informal sector. • Capitalize on public spaces in rehabilitation and revitalization efforts. • Prioritize certain areas to develop, so developers and potential business can focus their efforts around that specific location. Challenges • Control property prices so they do not get too high and affect investment. • Formalize the informal economy. • Aim towards integration and mitigate gentrification. • Define the types of businesses that should and should not exist in a given area. The Study Tour to Guatemala exposed the group to experiences and revitalization efforts implemented in Guatemala in the Historic Center and 4 Grados Norte neighborhood, to motivate them to invest in San Salvador´s Historic Center. Key elements to consider, the lessons learned and opportunities include: Key elements: Lessons Learned: Opportunities: • Rules and regulations need to be established for • Collaboration and team work among public and • Art and cultural events are effective tools to discover investors or developers to consider investment private actors is key. new areas and neighborhoods. in San Salvador´s Historic Center. • Commercial, housing, and office space must • Understanding functionality, needs, threats and • Rules should be clear, human centered, simple, balance each other in an area for a successful challenges informs identification of opportunities and flexible with a long term vision. development project. and new markets. • Housing in an area generates long term • Every actor needs to be accounted, including the • Revitalization of public spaces increases the value of investment. populations that currently live or move around the an area, promotes cohesion and increases the • Curating businesses in a given neighborhood area. conditions and perceptions of security. mitigates deterioration or negative impact in a • Organized neighborhoods guarantee security, neighborhood. cohesiveness, and prosperity.
Challenges and mitigation tactics from Intervention in the Communities near Cuscatlán Park include: Each community has a unique and distinct context and dynamic, despite their close geographic proximity and small size. Partners must respect their differences and identify strategies to ensure active participation. Investment to improve citizen security requires coordination between private sector and government institutions and services. Traditional private sector urban developers have been hesitant to invest in the Historic Center due to high risk. Young investors demonstrated their willingness to explore opportunities and see potential in the area.
32 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Best Practices and Lessons learned from Intervention in the Communities near Cuscatlán Park include: Coordination with the municipality ensures the same narrative in the communities from different agencies. Coordinating with other implementers facilitates inclusive participation in mass activities. Leveraging influence of leaders who worked in previous activities encourages participation through their convening power and promotes continuity within the community.
Next Steps from Intervention in the Communities near Cuscatlán Park include: USAID/CVPP will handover coordination of the communities surrounding the Park to Glasswing, who will take the lead to integrate them in the social agenda in the Park to ensure continued use and ownership. USAID/CVPP will support the Delegation of Champions to identify and lead an activation activity to inspire others to be involved and interested in the Historic Center revitalization and improve citizen security. Insight Crime will complete investigation on criminal economy of public transportation sector. The Innovation Laboratories for Resilience represent an opportunity for the communities, but need to be activated and strengthened through trained youth to maximize the potential, equipment use, and with adult supervision to mediate and be spokesperson to the rest of the community.
Institutional strengthening for the Governance and Prevention of Violence This line of work strengthens government entities in the security and justice sector, works with local governments to allocate resources for security efforts, and promotes the sustainability of crime and violence prevention initiatives. Government institutions are a natural partner and offer an opportunity for sustained leadership to address crime and violence prevention efforts at the national and local levels. During Q4, USAID/CVPP implemented three activities, including:
The Municipality of San Salvador´s Municipal Violence Prevention Policy – (CVPP-0569; $ 28,817.00): USAID/CVPP grantee, Associación Bambú, led the Violence Prevention Policy for the Municipality of San Salvador in coordination with the Municipal Violence Prevention Committee (MPC). The Prevention Policy will improve citizen security through providing dynamic government interventions that meet the communities´ demands and social needs. The Violence Prevention Policy received approval from the City Council and the municipality will assign a budget to the MPC to implement the policy Bambú presents San Salvador´s Violence and integrate violence prevention as a priority and crosscutting theme under Prevention strategy to Municipal Council the administration. Socialization with CVPP Key Strategic Actors (DDGS-006; $80,825): Through this activity, USAID/CVPP remains flexible to rapidly respond to the needs of local government, private sector, civil society, and other key actors. Activities aim to garner political will, promote coordination and learning, encourage sustainability of strategic initiatives, and support key actors to prioritize crime and violence prevention efforts in target municipalities. Q4 highlights include: Mayors and municipal representatives learn C2 impact 33 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
USAID/CVPP vendor Erak Consultores, presented Component 2 Phase II impact evaluation results to Mayors, Council members, and Municipal Prevention Committee (MPC) Coordinators from the eight intervened municipalities.28 Overall, the results demonstrated an improvement in community perception towards institutions and local government. USAID/CVPP held a series of workshop on violence prevention with the GoES Ministers and Social Cohesion Unit. Creative Senior Advisor, Guillermo Céspedes, presented basic concepts of primary, secondary, and tertiary prevention, based on his experience as Deputy Mayor for the City of Los Angeles, and L.A.´s Mayor's Office of Gang Reduction & Youth Development (GRYD) model. Progressive Firm´s Paul Carrillo presented the violence intervention approach in Los Angeles under the GRYD and adaptation to the El USAID/CVPP holds violence Salvador context, emphasizing the triangle approach: communication between prevention workshop with GoES government, law enforcement, and intervention.
Study Tour to Los Angeles: GRYD & Summer Night Lights (DDGS-026; $142,268): Through this activity, USAID/CVPP organized a study tour from August 18 – 24 to Los Angeles, CA for a delegation of new GoES authorities, focused on L.A. Mayor´s GRYD Office, Los Angeles Police Department (LAPD), violence intervention approach, rehabilitation and reinsertion efforts, and community prevention activities through GRYD´s Summer Night Lights events. The trip exposed the delegation to the importance of defining integral strategies with coordination between government, police, and community and emphasized the importance of the government’s role in coordination, oversight, and evidence based M&E. The delegation included the Minister of Governance, Minister of Housing, Minister of Culture, Commissioner for Youth, the Unit for Social Cohesion (Unidad de Delegation members learn about rehabilitation services in Los Angeles. Reconstruccion de Tejido Social), PREPAZ, National Civil Police (PNC), and international cooperation including USAID, UNDP, and INL. Highlights and takeaways from the trip include: Challenges ● Current laws prohibit this topic cannot be addressed directly from the central government ● Discussing reinsertion is a first step and requires support and lobbying of international cooperation and external organizations or institutions. ● Team leading the effort needs to strongly believe in reinsertion and second chances to overcome obstacles. ● Ensure different actors work together in harmony, with strong communication and coordination. ● Recognize and work with victims of violence. ● Citizen culture and public opinion also needs to improve to accept change and second chances for gangs Opportunities ● The Social Cohesion unit is the “execution and administrative entity” that can play the role of the GRYD to coordinate the strategy, manage funds, articulate key actors, and monitor results and impact. ● Currently the political climate is in favor of the new government, which presents an opportunity to launch new strategies crime and violence reduction strategies. ● Creativity, communications, and technology can change public opinion on rehabilitation and reinsertion. ● To change negative stigmas, actions must affect the people through emotions, and highlight success stories. ● GRYD can correspond to the Salvadoran reality, it needs to be adapted and tropicalized. PNC ● It is important to understand what has been done in the past and rescue things that have worked ● The police should be integrated as a strategic ally to change paradigms. ● A common language must be spoken to work in pilot areas (intervention).
28 Apopa, Ciudad Delgado, Mejicanos, Zacatecoluca, Ahuachapán, Colón, Olocuilta, and Santa Cruz Michapa 34 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
● Rehabilitation and reinsertion is needed not only former gang members, but also the PNC. ● Key considerations: What message are we going to give and how are we going to transmit it? Next steps: ● Work session to identify technical needs, determine roadmap, and next steps for the proposed Law (UNDP). ● Find evidence and data from El Salvador to systematize and communicate.
● Study Tour to Colombia to learn about citizen culture, public spaces, and violence prevention efforts.
The delegation continued to meet following the trip, Success Story: Public Discussion on Tertiary holding three working sessions. The delegation members Prevention: GoES Youth Commissioner, Salvador Alas, discussed limitations and reinsertion process of ex- agreed upon the need to develop a comprehensive convicts and ex-gang members on his popular morning violence prevention strategy inspired in Los Angeles GRYD. radio show, citing learning from experiences in Los The Social Cohesion Unit presented various activities Angeles, CA. An ex-gang member, recently been released from prison, shared his testimony and within a preliminary structure in which they will work. obstacles faced upon return to society.
Challenges and mitigation tactics Institutional strengthening of Governance and Prevention of Violence include: Financial sustainability of interventions is limited by municipal budgets and resources and need for technical assistance. Communication between local and national level can increase central government awareness of municipal efforts to avoid the duplication of efforts.
Next Steps under the Institutional strengthening for the Governance and Prevention of Violence include: USAID/CVPP will coordinate with San Salvador Municipality´s communications department to publicly launch the Prevention Policy. USAID/CVPP will organize second study tour for GoES officials in October for the PNC Director and Social Cohesion Unit, with a focus on GRYD, LAPD, and rehabilitation/reinsertion effort of Homeboy Industries.
Improving community cohesion by rehabilitating public spaces and improving police and community relationships
This line of work identifies opportunities to establish and facilitate community and National Civil Police (PNC) cooperation through revitalization projects. Rehabilitation of public spaces responds to community needs, provides a neutral space for coordination and communication between the community and the police, and helps reconstruct the social fabric by empowering communities, encouraging social cohesion, and improving the security perception. During Q4, USAID/CVPP executed one activity:
Infrastructure in my Community – (DDGS-011; $100,000): In coordination with USAID/Justice Sector Strengthening Project, implemented by Checchi, USAID/CVPP rehabilitated public spaces in Ciudad Delgado, Colón, San Salvador, and Zacatecoluca. The PNC and community ADESCOs have coordinated to revitalize public spaces through improved infrastructure and cultural and recreational activities, to create safe spaces that encourage Roble Park´s Inauguration in San community cohesion, increase citizen security, and decrease crime and violence Salvador. through improving community and police trust. Q4 highlights include: 35 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
On July 21, USAID/CVPP and San Salvador´s Municipality inaugurated El Roble Park in San Salvador. The rehabilitation of this space included metal bleachers for the public, basketball boards, and cement paths. Approximately 300 people attended the inauguration, including San Salvador´s Mayor. The Park is a meeting point for 12 different communities with a population of 30,000. Recently a police officer was murdered near the park. The revitalization effort will mitigate negative perceptions of insecurity and reduce violent incidents. On July 27, USAID/CVPP and Zacatecoluca´s Municipality inaugurated the Cosme Spessotto Community Park in Zacatecoluca. The rehabilitation of this space included the perimeter fence of the sports field and a playground. Approximately 100 people attended the inauguration, including Zacatecoluca´s Mayor. The community has a history of high crime rates and Spressotto community inaugurates is prioritized by the Mayor. The recuperated space revitalizes the area, sports field and playground reduces perceptions of insecurity and incidents of crime and violence. On August 10, USAID/CVPP inaugurated the revitalization of Colón´s sports court and playground and Ciudad Delgado´s sports court. In Colón, the Acting Mayor and more than 150 community members attended the inauguration. The Ciudad Delgado Mayor attended their inauguration and visited the surrounding communities to identify other infrastructure needs and improvements the municipality can support. In Ciudad Colón inaugurates a multipurpose court Delgado, USAID/CVPP is working with the municipality to share the costs and playground in Jardines de Lourdes associated with the installation of a perimeter fence. On September 6, USAID/CVPP strengthened the Opportunities organization of the Colón community through a • Lighting the sports field to encourage its use in the evening training for the community board to continue • Incorporate further elements to the field such as changing rooms, bleacher seats, a space for product sales, and bathrooms, to expand activities in the public space and promote cohesion use and participation from various community groups in areas of: leadership skills, administration and Relationship with the community police operations, and teamwork, among others. Taking • Previous community police presence has been patrol rather than advantage of the newly revitalized space, the board leading specific community activities. • Rehabilitation of this sports field was the first direct activity the police committed to delegating responsibilities to youth. executed in the community. On September 7 and 11, USAID/CVPP held focus • Although community leaders claim close communication and relationship with one of the officers, they also mentioned several groups with Cosme Espessoto and La Milagrosa cases of police repression tactics that has affected community youth. communities regarding the recent revitalization • Community members consider a closer relationship with community efforts and experience working with the community members and police could reduce repressive actions police. Overall, the communities perceive reduced levels of violence due to police presence. The members claim the community has improved their reputation and people can now walk around safely.
Challenges and mitigation tactics from activities under Improving community cohesion by rehabilitating public spaces and improving police and community relationships line of work, include: The relationship between the community and police is still a work in progress. Working with youth to change perceptions, permanent police presence, and daily police engagement, all contribute to building trust and confidence in the institution. Community police officers and regular officers are from the same PNC institution and communities struggle to differentiate them. Community officers establish peaceful and close relationships with the community, while other officers have a more repressive role. With the change of government, there has been a shift in the police prevention strategy, affecting the community police approach. In some communities, police have departed or officers have been changed. 36 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Removal of community police under the GoES territorial plan, affects communities’ ability to interact and build trusted relationships with officers in their community.
Lessons learned from activities under Improving community cohesion by rehabilitating public spaces and improving police and community relationships line of work, include: Empowerment of leadership, such as community boards, positions the project and strengthens community cohesion. Support should be provided to empower the boards to become advocates for new projects. The rehabilitation of public spaces has a domino effect in the community. The space allows the community to coexist in a healthy and peaceful manner, encouraging community and family cohesion, and positive economic activity through organized events, sports, and sale of local foods and products. Police permanence and consistent role in communities generate a sense of security and trust. Increased police involvement in community activities allows community members to see them as an ally. Positive perceptions toward police result from close proximity with community members, accountable and reliable response from police, avoidance of repression tactics, house to house visits, and organized activities. Initial activities between police and youth will lead to changes in perceptions among adults to overcome negative stigmatization. Once youth and children start to look up to police officers, they will share that sentiment with the family and older generations.
Best Practices from activities under Improving community cohesion by rehabilitating public spaces and improving police and community relationships line of work, include: Involving all community members in the recovery processes, from selection to design of public spaces guarantees ownership and sustainability and ensures proper use, care and revitalization. Infrastructure projects are effective ways for police to enter communities and build initial trust. Community involvement through a collaborative process allows police to determine community needs, contribute to the public space design and validation, and demonstrate a positive role through participatory activities. Municipality involvement and support in the process of rehabilitation and recovery activities must be emphasized and coordinated by community leaders. Provision of equipment to revitalize public space through participatory activities is as important as the space itself. Providing sports equipment allows the community to organize tournaments and give life to the space. Coordination between USAID implementing partners allows for complementary interventions to effectively seize windows of opportunity.
Next Steps for activities under the Improving community cohesion by rehabilitating public spaces and improving police and community relationships line of work, include: Complete perimeter fence around Ciudad Delgado´s sports court to encourage community use of the space.
Other Activities: USAID/CVPP remains flexible with a rapid response mechanism under Component 3, complementing the established lines of work with additional activities. Other activities under Component 3 objective have leveraged strategic partnerships providing resources and technical expertise towards coordination efforts. During Q4, USAID/CVPP implemented four activities:
37 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Oscuro – An animated comic to counter gang violence – (CVPP- 0572; $119,926.25): USAID/CVPP grantee, FUNDE and Big Bad Boo animated the first comic book of the Oscuro series and distributed it online29 through a robust social media campaign. The stories and character of Oscuro – a former gang member, transformed into a superhero after a tragic accident, who takes on gang violence, crime, and corruption to improve society – aims to dissuade youth from joining gangs and change their perceptions towards crime and violence and behavior. The series seeks to make Oscuro a role model for at-risk youth and encourage them to avoid gang life, make positive choices, strive for an education, and become productive and contributing members of society. Q4 highlights include: Aggregating Facebook, Youtube, and the Oscuro website, the video has had more than one million views with 32% of viewers watching the entire episode, beginning to end Preliminary data shows the majority of the viewers are Salvadorans between the ages of 18 – 35, indicating Oscura has possibly engaged one third of this population. Over 1,200 youth have responded to a questionnaire indicating that 84% are at-risk youth and 94% report respect for positive characters versus 6% for gang members; 62% feel Oscuro should not go back to the gangs.
Oscuro – A comic to dissuade youth from joining gangs (CVPP- 0573; $119,842.32): USAID/CVPP grantee, FUNDE and Big Bad Boo, developed, printed, and distributed the seventh comic book of the Oscuro series, which follows the story line established in the first six books, with a focus on illegal migration. FUNDE distributed 20,000 copies in urban locations in El Salvador with high levels of gang-related violence, including the San Salvador metropolitan area (14 municipalities), San Miguel, Santa Ana, Sonsonate, and Zacatecoluca. Prior to the distribution of comic 7, the comic was extensively socialized with parents, schools, and allied organizations who found opportunity to synergize with their own activities. Initial results include: 90% of the target group strongly agrees that Oscuro encourages young people to move away from gangs and it portrays violence and corruption as malpractice. 56% agreed and believed that “Oscuro represents justice”. On July 23, Bid Bad Boo and FUNDE representatives met with El Salvador President Oscuro 7 focuses on Nayib Bukele, to present the Oscuro comic. The President showed great interest in the illegal migration. comic book series and indicated he would include it in his agenda to find the means to support its continued production and distribution. Upon the distribution of the book, President Bukele sent a representative to support with the distribution.
29 http://oscuro.com/ and https://www.facebook.com/oscurocomics/ 38 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
“Alto Impacto” La Escalón – Phase II (CVPP-0571; $120,000): Rafael Meza Ayau Foundation (FRMA), the United States Embassy, through USAID/CVPP, and the Municipality of San Salvador, launched a project "Alto Impacto” (High Impact) La Escalón, to improve the quality of life of families in urban communities. The public private partnership30 project benefits more than 2,000 marginalized and socially excluded residents of five communities in District 3 of San Salvador: Cristo Redentor I, Cristo Redentor II, Cristo Paz, San Pablo and José Cecilio del Valle. USAID/CVPP continued to support the revitalization of community and public spaces and strengthen organization through ADESCOS with a social and cultural focus. Q4 highlights include: On July 20, FRMA took a group of approximately 30 community members from the Escalon communities, to San Salvador´s Historic Center and to the National Theater’s Ballet, as part of the project´s community cohesion activities to strengthen social cohesion and cultural identity in public spaces along the Escalón and Historic Center Corridor. On July 28, FRMA organized a family festival in the Masferrer Roundabout for approximately 550 children, youth, and adults. The event was a healthy recreational use of public space and diversion from their overcrowded communities. The festival strengthened and fostered family and community unity and provided a space for local entrepreneurs to showcase and sell products. Escalón communities enjoy FRMA´s Alto Impacto On August 31, FRMA, held a “ ” in the Masferrer Roundabout for Carnaval Redentor Family Festival. approx. 250 community members from seven of the surrounding communities. Each of the communities prepared a stand representing a positive value through traditional games Musical and artistic presentations showcased local talent. The community cultural meeting plan was completed for the La Escalón corridor. Activities carried out strengthened cultural, social and environmental aspects in the La Escalón Historic Center corridor, including an activation event “take care of the earth” and an artistic workshop. The renovations were completed of the integral attention center in Cristo Redentor. This center is one of the few places that provides different services to the marginalized communities of La Escalón, impacting a population of approximately 4,500 people annually. 10 of the communities participate in FRMA´s “carnival redentor”.
Violence Prevention Music Project with Shaka y Dres – (CVPP-0561; $40,000): USAID/CVPP supported Apopa´s MPC to establish a musical production studio and train 26 youth in musical composition and production with services of Shaka y Dres. The activity developed, recorded, and produced a CD of seven songs with participating youth. The healthy recreation and development of new skills gave an opportunity for at-risk youth to express their feelings, experiences, and social problems through music and create positive changes. Q4 advancements include: On July 26, USAID/CVPP partner and local musical artist, Shaka y Dres, met with the committee who will be in charge of administrating and supervising the newly equipped and established music recording studio. This
30 Other cooperating organizations include: Cristo Redentor Parish, Redentor Foundation, Applied Legal Studies Foundation (FESPAD), Salvadoran Foundation for Development and Housing (FUNDASAL), TECHO El Salvador, Business Foundation for Social Action (FUNDEMAS), and La Escalón Association. 39 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
committee is comprised of four youth beneficiaries and the OC coordinator. Shaka y Dres provided initial instructions and will deliver a manual on the proper use of the studio and its equipment to the committee. From September 26 – 29, Apopa youth musicians participated in a media tour. Youth presented to local newspaper, El Diario de Hoy, their process to develop their musical talents and production skills. The youth performed in various public spaces, including the Cuscatlán Park, the military school, and a soccer tournament. This exposure motivates the group to continue positive activities that contribute to their musical and artistic development.
Artists from Apopa perform songs in public spaces and share experience with local media.
Lessons Learned for activities under other activities include: Motivating students to improve their self-awareness and self-esteem through a series of dynamic activities are important to develop a healthy attitude of competition and continued participation. Opening artistic spaces for youth generates a positive alternative for leisure time and minimizes risk factors. Communities have different types of artists, which presents an opportunity to strengthen capacities. Communities work plans is important planning tools for ADESCOs to respond to community’s needs, conflict resolution, promote coexistence, build a culture of peace and promote participation and advocacy.
Next Steps for activities under other activities include: The results of the seventh book of the Oscuro series and the first animated series will be analyzed. USAID/CVPP will continue to seek opportunities to showcase and promote the Apopa youth artists.
General Challenges and Next Steps– Component 3:
The legal restrictions for rehabilitation and reinsertion of former gang members continues to be a challenge, since the few existing initiatives working in tertiary prevention are threatened by lack of resources, stigmatization, and fear of legal consequences. ADESCOs need to be trained and strengthened in accountability, transparency, leadership, and community participation to enable the community organization to be more effective in their leadership and use of resources to improve community security. The promotion of private investment in the historic center requires incentives for investors to modify their perception of insecurity. The participation of other USAID implementers is key to capitalize on the current enthusiasm, interest and expectations of stakeholders. The central government transition affects the coordination and sustainability efforts and investments by USAID/CVPP. Coordination through facilitating sessions with Ministries, institutions, and implementing partners can help define security strategies at the central government level. Due to the change of government, police authorities have changed at the delegation level, resulting in the need to regenerate trust within communities with new officers to continue with activities and coordination efforts at the municipal and community level. 40 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
At the community level, repressive acts reported by the PNC has resulted in a decrease in participation in community coexistence activities and disorientation in the MPCs. The creation of the GoES Social Cohesion Unit and efforts to strengthen relationships with the PNC are key to future citizen security interventions in El Salvador. This represents an opportunity for USAID/CVPP to promote the sustainability of existing interventions and for future collaboration. The central government with local governments require improved interactions to strengthen sustainability of violence prevention efforts executed thus far and leverage the installed resources and capacity in the municipalities and target communities. USAID/CVPP must close down and facilitate handover of key activities to municipalities, local partners, and USAID implementing partners, especially those under secondary and tertiary prevention.
Communications: In Q4, USAID/CVPP Communications focused on covering Component 3 activities, in coordination with US Embassy in El Salvador and USAID to increase the reach of the project´s actions. The team also supported grantees to elaborate communication and marketing materials. Q4 highlights include: • Coordinate the elaboration, distribution, and approval of USAID/CVPP public materials • Coordinate with USAID Mission communications team event calendars, agendas, speeches, and press releases, and the elaboration of informative project notes, videos, and photographs for media outlets.
USAID/CVPP´s Social Media Presence The program ended Q4 with 12,420 Facebook (increased 332 followers from Q1), 962 Twitter, and 250 Instagram followers, representing a 12% increase from the past quarter. Coverage and Publications Photographic and video coverage was provided for grantee and program events. The multimedia files have been published on USAID/CVPP social media and shared in USAID El Salvador.
Next Steps for the Communications Team included: The Communications Officer departed in September. Closing activities and coverage will be provided by USAID/CVPP in coordination with Creative HQ. 41 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Public Private Partnerships The private sector is a strategic partner generating employment, contributing to the social and economic progress of El Salvador and to citizen security through innovation, resources and expertise. USAID/CVPP´s approach to improve citizen security has appealed to private sector companies, particularly those with high presence in the municipalities and communities intervened by the project. USAID/CVPP´s public private partnership strategy focused on targeting interested and relevant companies: through assessing and identifying companies operating in the program´s target municipalities and focusing on those with past or active Corporate Social Responsibility (CSR) programs. USAID/CVPP developed and customized presentations to present the program´s interventions according to the company’s profile, CSR program focus, areas of influence, and interests. The alliances achieved such as Microsoft, Telecorporación Salvadoreña (local TV channel), La Prensa Grafica (Local Newspaper), Cenergica (Energy), among other companies, strengthened the wide variety of interventions under Component 2 and benefited at-risk youth in primary prevention efforts. The partnerships support the sustainability of interventions through securing additional funding streams and encouraging local ownership. This program unit closed in June 2018 with a total of 31 Public, Private, Partnerships (PPPs) signed, worth an estimated total of $4,379,691.37.
Collaboration with USAID Implementing Partners & USG USAID/El Salvador´s diverse portfolio offers implementing partners collaboration opportunities to maximize activity impact and resource use. Coordination between implementing partners contributes to a cross cutting, holistic, and sustainable approach, leveraging unique expertise and interventions. Q4 highlights included: USAID implementing partners: Creative, Glasswing, Chechi, INL- Saint Petersburgh, Palladium, Louis Berger San Salvador Municipal Staff, and CORE office participate in monthly meetings to facilitate coordination in San Salvador’s Historic Center and other areas in San Salvador. Each partner presents progress reports and the Municipality presents priorities and advancement. Partners are committed to sharing the work executed in and around the area to define security needs and inform an appropriate and effective security strategy. On August 28, USAID/CVPP supported logistics for a dinner in the National Theater in San Salvador’s Historic Center for United States Acting Secretary of Homeland Security. The dinner presented municipal and private sector efforts executed in San Salvador’s Historic Center. Representatives from Homeland Security and Governmental Affairs Senate Committees visited the Cuscatlán Hub to learn about the different efforts executed in and around the Cuscatlán Park from USAID/CVPP, Glasswing, and Buffet Foundation.
FUNDAMUNI USAID/CVPP strengthened the technical and administrative capacity of the Foundation for Support to Municipalities of El Salvador (FUNDAMUNI), through transfer of violence prevention methodology and USG funds management by embedding FUNDAMUNI staff within USAID/CVPP. FUNDAMUNI´s contract ended in February 2018. USAID/CVPP issued a grant to FUNDAMUNI, furthering their capacity to independently manage activities. 42 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Implementation of USAID´s Disability Policy Creative´s HR policies specifically prohibit discrimination against people with disabilities. USAID/CVPP ensures the inclusion of people with disabilities and seeks opportunities to integrate persons with disabilities into activities. For example, OCs and Youth Philharmonic Orchestras provide services to at-risk youth with disabilities
General Program Challenges and Next Steps
USAID/CVPP requires an administrative closeout period of time of 3 months limiting the window of opportunity to implement new ideas. USAID/CVPP is closely supervising implementation of current initiatives to ensure timely completion coupled with the heavy lift of administrative close out preparation. Budget cuts to the Northern Triangle have generated a climate of uncertainty among local partners and staff. Though it does not affect USAID/CVPP contract directly, it affects activities handover to other USAID partners or a follow on crime and violence prevention program. Staff departures in Q4 totaled nine staff include Component 2, Communications, and select staff from Procurement, Component 3, Finance, and Grants. The next staff departures are planned for the end of Q1 of FY20. Though with the upcoming close out, local staff departures from the program prior to the planned end dates pose challenges for the close out period. One member of the Component 2 team will remain as a consultant to provide continued support to the Libertad OC in San Salvador and ensure success of the investment. The COP departed in July. USAID/CVPP managed a transition plan to promote the DCOP to COP and the Component 3 Coordinator to DCOP. The plan ensured program and operational continuity and minimized interruptions to the team in the final months of the contract. Environmental Monitoring and Mitigation Plan (EMP): No negative determination activities were signed in Q4
ANNEXES
Annex 1 – Financial Report as of September 30, 2019 Annex 2 – M&E Indicators as of September 30, 2019 Annex 3 – Beneficiary Table as of September 30, 2019 Annex 4 – Activities Report as of September 30, 2019 Annex 5 – Success Story Annex 6 – Fact Sheet as of September 30, 2019 Annex 7 – Summary of Activities and Geographical Coverage through FY19/Q4