FY20 Q2 Performance Report Country/Region: El Salvador Project Name: Juvenile Justice System Strengthening Program (JJSSP) Cooperative Agreement: No: AID-519-A-17-00003 Project Duration: September 28, 2017 – September 27, 2022 Reporting Period: January 1st to March 31st, 2020 WVUS Contact: Tiana R. Olugboji, Program Management Officer Child Protection & Education International Programs Group, World Vision, Inc. 300 I Street, NE, Washington, DC 20002 E-mail: [email protected] USAID Agreement Officer Representative (AOR): Gracia López, JJSSP AOR USAID El Salvador Antiguo Cuscatlán, La Libertad/El Salvador E-mail:[email protected] WVSL National Office Contact WVSV Contacts: Laura del Valle National Director World Vision El Salvador Bernal Av., #220, Colonia Miramonte, San Salvador, El Salvador Tel: +503 2260 0565 E-mail: [email protected]

Ivan Séassal JJSSP Chief of Party Bernal Av., #220, Colonia Miramonte, San Salvador, El Salvador Tel: +503 2261 9800 Ext. 1034 E-mail: [email protected]

Acronyms and Abbreviations

Acronyms Meaning

BCC Behavior change communication

CBO Community-based organization

CMS Case Management System

CSJ Supreme Court of Justice of El Salvador

FBO Faith-based organization

FGR Attorney General of El Salvador

GoES Government of El Salvador

ISNA Salvadoran Institute for the Comprehensive Development of Children and Adolescents

JJMG Juvenile Justice Management Group

JJIWG Juvenile Justice Interinstitutional Working Group

MoSJ Ministry of Justice and Public Security

NGO Non-governmental organization

PNC Civil National Police

RFL Ready for Life program

SAN Shared Attention Network

TOR Terms of Reference

YICL Youth in conflict with the law

WV World Vision

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1. EXECUTIVE SUMMARY ...... 1 2. CONTEXT IN WHICH JJSS PROGRAM OPERATES...... 2 3. 3. ACHIEVEMENTS DURING THE REPORTING PERIOD ...... 5 3.1 IR 1.1. Improved access to YICL case information ...... 5 3.2 IR1.2: Better information on the effectiveness of alternative sentencing ...... 6 3.3 IR1.3: JJI Working Group and JJ Management Group strengthened ...... 7 3.4 IR1.4: Civil servants better trained on alternative sentencing ...... 8 3.5 IR2.1: Increased sufficiency of information on Organizations providing community- based programs and services ...... 11 3.6 IR2.3: Better offer of alternative sentencing programs ...... 14 3.7 IR3.2: Private sector companies better trained on skills needed to bring support to alternative sentencing programs ...... 16 3.8 IR4.1: Justice Sector actors have better information on the effectiveness of alternative sentencing 19 3.9 IR4.2: Salvadoran population has better information on the effectiveness of alternative sentencing, through increased positive media coverage on alternative sentencing...... 21 4. MONITORING & EVALUATION ...... 22 4.1 MEL plan ...... 22 4.2 Data Quality Assessment ...... 23 4.3 Outcome evaluation: cohort 1 ...... 23 5. GENDER AND SOCIAL INCLUSION RELATED ACTIVITIES ...... 23 6. CHALLENGES AND LESSONS LEARNED ...... 23 7. MANAGEMENT AND ADMINISTRATIVE MATTERS ...... 24

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1. EXECUTIVE SUMMARY The USAID funded Juvenile Justice System Strengthening (JJSS) Program is a five-year Project focused mainly on five municipalities of El Salvador (Santa Ana, Colón, San Salvador, Zacatecoluca, San Miguel). The Project is implemented by World Vision El Salvador (WVES). The award was signed on September 28, 2017, and Project implementation will end on September 2022. This report represents activities implemented, and progress made, from January 1 to March 31, 2020 The JJSS Project has the overall goal of increasing the use of alternative sentencing (AS) in El Salvador delivered through: • Improved capacity to administer AS • Better AS programs created or strengthened • Recidivism reduced • Effectiveness of AS proven • Increased support for AS JJSS is pursuing its activities and initiating new ones to make progress towards its Goal, Strategic Objectives (SOs) and Intermediate Results (IRs), outlined below:

SO1: Build capacity within the public sector juvenile justice system, to more effectively advocate for, manage, and monitor YICL. IR1.1: Improved access to YICL case information. IR1.2: Better information on the effectiveness of alternative sentencing. IR1.3: JJ Working Group and JJ Management Group strengthened. IR1.4: Civil servants better trained on alternative sentencing.

SO2: Increase the number and improve the quality of accredited alternative sentencing programs accessed by YICL as alternatives to detention. IR2.1: Increased sufficiency of information on service providers. IR2.2: Increased quality of service providers’ delivery. IR2.3: Better offer of alternative sentencing programs.

SO3: Engage the private sector as employers, mentors, and co-founders of programs used in alternative sentencing. IR3.1: Improved coordination of private sector companies that support YICL. IR3.2: Private sector companies better trained on skills needed to bring support to alternative sentencing programs. IR3.3: More private sector companies supporting alternative sentencing. SO4: Increase support for alternative sentencing among all juvenile justice stakeholders.

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IR 4.1 Increase positive media coverage on alternative sentencing. The JJSS Project targets a total population of currently 2,247 young people, of which 244 are female, and 2,203 are male1.

2. CONTEXT IN WHICH JJSS PROGRAM OPERATES The Project has developed a new scenario that takes into account the risk of unavailability of further funding by the end of the 2020 calendar year, and the impact of the current COVID-19 pandemic. Both factors negatively impact the Projected results by forcing the suspension of key activities and the redesign of others. On March 27, 2020, WV submitted the JJSSP’s contingency plan for the rest of 2020 and the first 3 months of 2021, in line with the funds currently available. The plan redefined priorities, as per USAID’s recommendations (i.e. suspension of the CMS). Under the new set of priorities, the lack of a case-tracking system leaves the Project without an important source of information to evaluate YICLs. The plan also integrated new activities that would increase the impact of RFL, both quantitatively and qualitatively, in the next few months of FY20. WV reached an agreement with the General Direction of Intermediate Centers of the Ministry of Justice and Public Security, to open a computer training center in the Ilobasco Intermediate Center (“la Granja”). Another agreement was confirmed with ISNA, to develop similar centers in the Ilopango’s Young Women Social Insertion Center, and in the Social Insertion Center for Juveniles of Ahuachapán (“El Espino”). These interventions will allow youth to develop computer literacy, and, for a few of them, to get on track for a new career in the computer industry. The YICL included in the training will also participate in RfL’s sessions, adapted to a close environment, to prepare them for their return to society. Other new and innovative activities include (1) an alliance with an FBO, to provide technical assistance and support to a half-way house in Santa Ana, which will receive and provide care to YICL from ISNA’s Ahuachapán Insertion Center (El Espino). This is sponsored by RfL and benefits from alternative measures instead of detention, per the agreement with the execution judge; and (2) alliances with therapeutic communities, to provide residential addiction treatment to YICL with criminal records related to drug consumption, as alternative measures to detention. In addition to these new activities that would impact over 120 YICL, the Project plans to establish three new cohorts of YICL, with alternative measures in three municipalities, for a total of 60 additional participants. This plan is still in place, but the COVID pandemic has changed the reality on the ground and has put a halt to the implementation of all the standing agreements with public institutions in a manner akin to force majeure. Those changes came into being a few weeks before WV’s presentation of the contingency plan to USAID. Hence, the integration in the contingency plan of the potential impact of a full lockdown on all programmatic activities.

1 Based on December 2015 statistics http://www.isna.gob.sv/ISNANEW/?page_id=496

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During the month of March, while public institutions suspended on-going activities and organizations adjusted to internal and governmental guidelines, the Project started evaluating what options were available to resume activities in a virtual manner, while the pandemic was ongoing. Overall, civil servants’ training through the National Judicial Council and ISNA could resume in the next quarter on a virtual platform. With respect to the YICL participating in RfL, with their parents, the issues are more complicated to resolve, due to economic conditions and lack of technological resources. Since the outbreak of the crisis, and from day one, the Project has maintained constant communication with the beneficiaries, and it has developed messaging content customized to each YICL group (cohort), followed by personal phone calls, to review session themes and address personal psychosocial issues. The technical team worked with tribunals and counterparts as long as it was possible. During the first days of March, it was decided, in coordination with the Juvenile Justice Management Group of Judges and Justices, the Executive Technical Unit (UTE), that the highly expected international Juvenile Justice Congress would be canceled (March 25-27). The Project is planning virtual conferences, to facilitate sharing successful reinsertion experiences, lessons learned, and impactful inter-sectorial collaboration, from foreign experts, during the rest of the calendar year. Since the pandemic is affecting all countries, there is a common effort among professionals to understand and adapt to the new environment. This situation will undeniably help the Project in bringing on board foreign expertise, training, and proven methodologies, through virtual platforms. The COVID-19 crisis has impacted our target populations and the country as a whole. This pandemic will have clear repercussions on the private sector’s responsiveness to providing job opportunities to a stigmatized population, while the logical focus of any entrepreneur today is on complying with financial commitments and maintaining the venture afloat in the very near future. The emergency required an immediate response to handle practical matters that affected our beneficiaries. This is a question of social responsibility, and trust-building, which is a missing item in our usual dealings with our target population. At the same time, the Project is mandated to ensure youth reinsertion. The regular weekly sessions with YICL, and their parents, in four different geographical areas, were suspended, and the technical team had to drop RfL’s direct attention to beneficiaries on a very short notice. One of the key elements in understanding the impact of the pandemic on the beneficiaries is that a very large majority of YICL’s families survive on income from informal jobs and could not work anymore. In addition, their understanding of the pandemic is mixed with the need to meet daily necessities. As we guided our beneficiaries on how to prevent contamination, as well as maintaining RfL’s guidance, some participants shared their preoccupations with how they will survive the crisis without resources. This required an immediate answer. In addition to the situation of our beneficiaries, the Project was well aware of the dramatic situation in the insertion centers and intermediate center. There are hygiene issues, overpopulation, lack of all items related to COVID-19 prevention and lack of preparedness at all levels. Based on these needs, WV created and published a small social networks’ campaign, in alliance with ALTHES and FUNDEMAS, to motivate the private sector to make donations for

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the welfare of YICL in centers. The campaign is still ongoing, and various companies have been responsive to the campaign. WV also pledged funds and resources for the benefit of YICL centers.

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3. 3. ACHIEVEMENTS DURING THE REPORTING PERIOD

3.1 IR 1.1. Improved access to YICL case information 3.1.1.1 Activity 1.1: Design and implement an improved case management database and software to support efficient and effective processing and support for YICL, and monitoring of rehabilitation Adequate case tracking and management systems first require an outline of organizational processes. The Project supported this premise, along with ISNA's technical areas of juvenile justice, and youth protection (the latter at the request of USAID). The objective was to establish parameters for improvements in the quality of care for youth and children. On January 29, Kristall S.A. de C.V. and ISNA launched a complementary process mapping activity, identifying what information should be controlled and how it should be measured.

January 2020 – Launching of consultancy for mapping processes in ISNA. Krystall, S.A. de C.V.’s CEO, explains their methodology to ISNA’s representatives.

The Project worked during the months of February and March, with ISNA’s leaders, coordination units and multidisciplinary teams, at the national level, to map the processes of the sub-directorates of Social Insertion Programs, Protection of Rights, Coordination and Supervision of the Shared Care Network (which validation is still pending) and the Health and Nutrition Unit. This allowed the standardization of entry forms for youth, data, and the generation of results.

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On March 16, 2020, ISNA suspended the process mapping consultancy with Kristall, due to the COVID-19 pandemic. The notice came through the head of the Technology and Information Unit, William Cabrera. The Project had already started analyzing processes of the Sub- directorate for the Prevention and Promotion of Youth Rights. During the first quarter of FY20, World Vision, together with Whole Child, and ISNA, completed the tender process for the development of the Comprehensive Information and Management System for Children and Adolescents (SIGCNA) software. After the selection of the awarded company, World Vision verified the previous business experiences of the company (Aeroman, Delta Apparel, Central Bank, and TIGO), to proceed with hiring. World Vision was about to sign the contract when, on February 14, USAID requested the suspension of the hiring process via e-mail. On March 11, USAID further sent an official letter requesting that World Vision not sign the contract, since the lack of clarity surrounding the availability of funds for the Project did not ensure that the Project would have enough time to implement the contracted software. The lack of a case-tracking system leaves the Project without an important source of information to evaluate YICLs. At the end of the last quarter of FY2019, the Project began reviewing YICL files manually, following the priority of territory established for the execution of RfL. However, this is a lengthy process that could take months to complete at the national level, especially under the current restrictions due to the COVID-19 emergency. Nevertheless, to date, the Project revised and evaluated 551 YICL files in 4 juvenile enforcement courts.

3.2 IR1.2: Better information on the effectiveness of alternative sentencing 3.2.1.1 Activity 1.2. Conduct a comprehensive mapping and analysis of the juvenile justice system and existing community- based services and programs for YICL, to develop recommendations for capacity- building, training, and enabling environment strengthening activities within the Project. YICL face many challenges when released from internment. They often do not have a home to return to, having broken all family ties. Also, their communities may have changed significantly since their internment and they may face threats from gangs or risk recidivism. Juvenile Judges consider this a key factor when evaluating YICL cases and often resist to issue alternative measures. One option is to develop a residential program (half-way house) to accommodate these YICL, providing them with specific care through the RFL program, and to consolidate their reintegration process. The concept of the half-way house is new in El Salvador and since there are a couple of organizations developing this option, there is no definite and proven methodology to ensure its’ success. The Project intends to develop such a methodology with the assistance of foreign experts. During December 2019, the Project identified the church “Puertas Abiertas” as a potential organization with interest in consolidating the establishment of a half-way house. The faith-based organization is part of the Assemblies of God, represented in the country by Pastor Kenton

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Moody. One of its leaders in the country, Alan Espinoza, has been working for the past year with the “El Espino” center for social integration, supporting two groups of 24 YICL, each. This quarter, the Project identified the cases that are under the supervision of the Santa Ana Enforcement Court, to analyze whether the YICL profile and their time spent in detention are adequate to consider them for conditional early release. The first technical support was scheduled to take place at the end of March, after the three-day International Juvenile Congress. Due to the COVID-19 emergency, the Project suspended both activities. The technical team expects to resume activities through teleworking with the foreign consultant in April. Another opportunity to reduce the number of youth in detention is to provide care for drug and substance abuse victims. In this way, young people prosecuted for possession of drugs could benefit from measures appropriate to their needs for reintegration, focused on detoxification and psychosocial support. With the help of Juvenile Courts, WV identified the organization “Fraternidad Misionera Cristo Crucificado,” which will assist youth in conflict with the law in a therapeutic community. At the same time, Word Vision will support the improvement of coordination between the organization and the courts. During the month of March, World Vision and the organization signed a Memorandum of Understanding to improve care for YICL. Also, the Project will work with the organization “Hogares CREA,” which manages several care centers for drug and substance abuse victims, at the national level, and which supported the LPV program during the pilot phase.

3.3 IR1.3: JJI Working Group and JJ Management Group strengthened 3.3.1.1 Activity 1.3. Improve the legal framework and internal processes for coordinated implementation and monitoring of the Juvenile Sentencing Law through the JJ Working Group and the JJ Management Group strengthened The Project works to improve processes in the Santa Ana Enforcement Court, using manual control and case monitoring techniques, to improve the judge's decision-making, and care for users. The Project expects to compensate for the lack of a CMS by using this process. The Enforcement Court of Santa Ana and San Vicente selected and referred 5 YICL to the San Pablo therapeutic community as part of a pilot group. As a result of this initiative, World Vision has proposed a standardized selection process for youth, allowing them to access practical assistance to their drug and substance abuse, instead of finding themselves in a detention center without any effectual assistance. Because of the current State of Emergency, this process has yet to be validated. Additionally, WV has prepared a TOR and interviewed possible local personnel to support the gathering of information in the courts.

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3.4 IR1.4: Civil servants better trained on alternative sentencing 3.4.1.1 Activity 1.4 Train PNC, ISNA, prosecutors, defenders, and CSJ juvenile judges to build confidence in alternative sentencing 3.4.1.1.1 Output 1.4.1 Training sessions for target groups During this quarter, WV held two workshops to identify training needs for juvenile justice judges (San Salvador and San Miguel) and multidisciplinary teams (Eastern region), to improve the current level of care for youth.

February 2020. The Strengthening of Public Institutions Manager, Carlos Bertrand conducts a session with multidisciplinary teams in the city of San Miguel.

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February 2020. Working table during one of the workshops held with Juvenile Justice Judges and Magistrates.

The following table shows the number of participants in the workshops, classified by the organization of the judicial system: Table 1 Workshop participants by institution of origin: Central region Eastern region Institution Total 01/29 02/03 Juvenile enforcement courts 7 17 24 Juvenile courts 2 3 5 Judiciary branch 3 1 4 National Judiciary Council 1 1 2 Supreme Court of Justice 5 5 Total 18 22 40

The results of the workshops revealed the areas in which the participants identify training needs. The initial training needs are: a) Updating knowledge in youth evaluation methods, b) judicial management, c) individualization and proportion of the judicial sentence, c) substance abuse management, d) restorative justice, e) victimology, and f) self - care.

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Cover of the training needs report for judges and multidisciplinary teams.

The Project began the design of a course in addiction management, to facilitate an adequate response to YICL needs that allow their effective reintegration into society. This course follows the curricular design methodology of the National Judiciary Council, to allow the Project to provide the course in coordination with the Judicial School, and to integrate it into the school's curriculum in the future, through training the trainers. The 40-hour designed courses also include training so that justice operators understand the best approach to help YICL change their behavior, particularly when drug and substance abuse is the main factor for criminal conduct. The training is directly related to other Project activities, especially the solutions proposed by the Ready for Life program. Judges and administrative staff will have the opportunity to learn about RFL’s methodologies to choose the most effective solution for youth reintegration. One such option is to use treatment provided by therapeutic communities, under the Project’s supervision, instead of sending YICL to a detention center, which will likely not help them recover and effectively reintegrate into society. WV is currently adapting the course material to an online distance modality, as an adaptation strategy to the COVID-19 pandemic. 3.4.1.1.1.1 Next Quarter Activities: This component presents the flexibility that training may be adapted to online distance learning in the face of the current emergency, which does not allow courses to be done face-to-face. During the next quarter, the Project will implement the course on drug and substance abuse, aimed at members of multidisciplinary teams and judges. The Project has drafted terms of reference so that a professional in criminal psychology will teach the courses, to assess the risk of recidivism and integrate the results for the development of new care plans for youth.

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The Project has evaluated other options, as well, such as conducting virtual hearings, so that the execution courts can reduce the cost of the internment of youth as a way to prevent or eventually control an outbreak of COVID-19 in detention centers. Since the start of the state of emergency due to COVID-19, the technical team has worked to adapt all activities to the new context of forced social distancing and seek solutions to guarantee the health and well-being of YICL, whether they are participants in the RFL program or not. The content of the assistance proposed and implemented by the RFL program does not limit the level of intervention of the World Vision teams. Any legitimate need expressed by a YICL or its legal guardians, in the face of the current crisis, has an immediate response. The technical team monitors the problem to ensure respect for the rights of the youth or his/her family. Working remotely, and the inability to move freely, increases the challenges in terms of monitoring. However, the technical team has managed to obtain results on a daily basis, such as receiving government subsidies, after initial rejections by the authorities or delivering COVID-19 prevention products to beneficiaries using institutional resources.

3.5 IR2.1: Increased sufficiency of information on Organizations providing community- based programs and services 3.5.1.1 Activity 2.1 Develop and implement an accreditation system for alternative sentencing programs 3.5.1.1.1 Output 2.1 Accreditation of providers The Project assists two organizations in their process of accreditation by CONNA (CESAL, ¡Muchas Más!). This process is possible because these organizations will also work with YICL minors at the primary prevention level. This activity is being conducted under Output 1.2, following World Vision El Salvador’s grants manual, to support the implementation of RFL. Also, during the execution of group 1 in Colón (May 2019- April 2020), the Project received no-cost support from 3 organizations: • The Municipality of Colón provided a municipal house to host RFL’s sessions. • The Immaculate Conception Parish (“Parroquia Inmaculada Concepción”) provided a safe space to conduct RFL session in Colón. • The Institute for Flexible Education Modalities of the Ministry of Education, Science, and Technology provided technical assistance and conducted sessions with YICL and their parents to help youth restart or pursue their education. The Ministry provided special alphabetization training to allow better-educated youth to teach reading to their parents, creating a strong bonding experience.

Five additional organizations have supported the RFL program during the implementation of group 1 (pilot group): • The San Andrés Foundation provided a place to conduct RFL sessions. • ONETEAM assisted in organizing medical evaluations for YICL.

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• Hogares CREA conducted screening sessions for RFL’s YICL to help differentiate between drug use, abuse, and dependency, as well as recommending possible treatment. • CESAL facilitated employability sessions for RFL’s groups. • The Azoro Theater (“Teatro el Azoro”) conducted sessions with YICL for 3 months, using theater, and expression, as a tool for emotions management. The theater team also prepared YICL and their parents for a short theatrical exercise that was to be presented during the Juvenile Justice International Congress, suspended due to the COVID-19 pandemic. • The NGO “Muchas más” is willing to help young female beneficiaries interested in pursuing their education in a violence-free environment. World Vision El Salvador supported the organization with a donation of furniture and clothing.

El Azoro Theater Company provided theater and expression classes to RFL beneficiaries to help manage their emotions.

For group 3 (February 2020- January 2021), two organizations have committed to bringing support to RFL: • The City of San Salvador is providing a safe place to conduct RFL sessions and facilitate employability services for young people in the Training Center, as well as to connect the Project’s technical team with business associations.

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• The Tín Marín Museum (Children’s Museum) will provide access to their facilities for RFL’s participants and will coordinate special events directed towards the participants. • In alliance with ONETEAM, WV facilitated the visit of NASA Cosmonaut Captain Barry E. Wilmore to the Tin Marín Museum on March 9, for the inauguration of the museum’s new planetarium.

For group 3 (March 2020- February 2021), the City of Soyapango committed to hosting the RFL sessions at the municipal social development center. The Project’s efforts with the business community in Soyapango have been halted by the COVID-19 emergency, but will resume online in April.

Between May and October 2019, the following organizations were incorporated into ISNA’s thematic network for social insertion, created with the assistance of the Project (REDISA):

• Western region: 34 organizations, including 10 civil society organizations. • Central region: 21 organizations, including 8 civil society organizations. • Eastern region: 26 organizations, including 10 civil society organizations.

Of the total 81 organizations participating in REDISA (Shared Assistance Network for Youth Reinsertion), 28 are civil society organizations. In November 2018, CONNA informed the Project that it was not qualified to accredit organizations and programs that brought assistance to YICL, such as RFL. The original purview of this activity became moot, and the Project started focusing its’ efforts towards a more direct civil society organization strengthening approach. REDISA member organizations require capacity building in their technical, administrative, and financial capacities. The Project identified organizations that could benefit from its’ assistance, and its’ guidance, for participating in RFL. Due to the COVID- 19 emergency, the selection process has been temporarily suspended and should resume during the next quarter.

3.5.1.1.1.1 Next Quarter Activities The Project will design the training sessions for the 28 NGOs that are members of REDISA in the national territory. In the event the COVID-19 emergency persists, the Project will design online distance training. This strengthening activity will also help the Project conduct pre- assessments of civil society organizations that could work with RFL.

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3.6 IR2.3: Better offer of alternative sentencing programs 1.1.1.1.1 Activity 2.3 Pilot a “Ready for Life” program for YICL in alternative sentencing program settings to support reintegration by providing psycho-social services, mentoring, family, academic and employment opportunities; Since the inception of the RFfL pilot, World Vision has provided assistance to 57 YICL, and their families. Out of the first two groups in Colón and Nuevo Lourdes, which included a total of 23 participants, the program still works permanently with 12 of them. During this quarter, World Vision provided assistance to 45 YICL (5 women, 40 men) through 16 developed sessions (56 productive hours in total), involving a total of 5 young women. The following table summarizes the assistance provided, classified per group.

Table 2 RFL group sessions, 2Q

No. Of No. Of Female Group Location Male participants sessions participants participants 1 Nuevo Lourdes 2 6 5 1 1 Colón 2 6 5 1 2 Larrosa 5 14 12 2 2 San Jacinto 5 13 12 1 3 Soyapango 2 6 6 0 Total 16 45 40 5 In February, the Project began sessions with group 2 (San Salvador- Central Region). ISNA and the enforcement courts provided maps indicating the distribution of gangs by sector. Taking this into account and the place of residence of YICL, the Project moved to new premises for the sessions: the San Jacinto Parish (MS area) and the Larrosa tea room (area 18). WV's corporate security specialist validated the selected locations. Subsequently, the San Salvador Enforcement Court summoned 33 YICL: 13 (living in 18- gang area) and 20 (living in MS- gang area). After conducting interviews and evaluating the candidates, 27 YICL remained to in this group.

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February 2020. Welcoming to a new start for RFL beneficiaries, Group 3, San Salvador Central Region.

The Project started sessions with group 3 (Eastern San Salvador), with the participation of 6 YICL living in sectors with MS-13 gang presence. World Vision expects 4 additional YICL to join soon. At the end of this period, the Project had identified YICL from San Vicente to incorporate in group 4. Due to the COVID-19 emergency, the Project suspended group sessions and individual follow-up is currently given remotely using SMS texts and WhatsApp. World Vision has carried out 90 follow-ups: 16 therapeutic and 74 called ‘techniques’ (i.e. health measures to be taken during the current emergency and updates on education). Weekly sessions were conducted virtually through messaging and personal calls, in accordance with YICL’s needs, and the group they belong to, to follow the program’s structure. Two new groups of around 40 youth were scheduled to begin in April or May, but the process was halted due to the COVID-19 emergency. Tribunals remain closed, as well as all justice institutions, including ISNA, which have suspended their activities until further notice.

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Table 3 RFL Individual sessions, 2Q

3.6.1.1.1.1 Next Quarter activities January February March Total Type of assistance Youth Adults Youth Adults Youth Adults Psychotherapeutic 6 0 19 7 27 0 59 Technical 9 4 8 8 14 4 47 Psychotherapeutic 0 0 0 0 12 4 16 distance learning Technical at 0 0 0 0 66 8 74 distance Total 15 4 27 15 119 16 196 Working with RFL participants at a distance and through technological tools is a temporary solution that the Project plans to implement, to ensure maintaining contact with beneficiaries, and providing them with programmatic social content. There is, nevertheless, a risk related to the lack of trust that the members of new groups may feel in working through a phone app instead of face to face sessions. Additionally, the content of the messages could be shared with gangs and pressure could be asserted on them. Another issue is that not all YICL own smartphones or tablets, which reduces the extent of interactive communication. These risks exist and the Project will evaluate how much they impact implementation. The Project is contemplating other avenues to provide services to YICL and their families, such as the use of rebuilt computers, to avoid these types of risks.

3.7 IR3.2: Private sector companies better trained on skills needed to bring support to alternative sentencing programs 3.7.1.1 Activity 3.3: Attract private sector co-financing to support infrastructure, equipment, and training of facilitators for expansion of Ready for Life programming or youth workplace-based training.

The Project held meetings with representatives of the Municipality of San Salvador, to request their assistance in providing RFL beneficiaries with additional training. Participating in the meetings were representatives of the Office of Local Economic Development Management, Employment, and Human Talent Management. The Mayor's Office provided a quota of YICL that may incorporate into the Employment Training Center.

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The Coordinator for Corporate Relations, Jessica Barillas, conducts an employment skills assessment on RFL participants.

The Coordinator for Corporate Relations reviewed the YICL life plan development methodology so that it could be used with the new RFL groups of San Salvador (Central Region) and San Salvador (Eastern Region). In January, the Project presented CASATIC's experience promoting employability, with Software Development Centers (CDS), to the General Director of Intermediate Centers, Caleb Orellana, and his team. World Vision wants to implement a CDS in Granja de Ilobasco, where there are more than 950 YICL in detention. 65 of these youth are high school graduates, and 100 more are enrolled in 10th to 12th grades. This population, with a higher education level, has no other possibility, at this time, to continue their studies. Following up on the initiative above, the Project's technical staff and IT specialists visited La Granja in February, to assess the computer equipment available, the viability of the network infrastructure and the current level of security network and hardware, so that the Project could make use of the computer center and develop the training plan for YICL. In March, the Project signed a memorandum of understanding with the Salvadoran Chamber of Information and Communication Technologies (CASATIC), which donated a license for the training of young people in the areas of software development, web applications, phone applications, web designers and software analysts and testers. The donation is valued at $5,000.00.

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Additionally, due to the COVID-19 emergency, the Project has requested donations from the private sector for Intermediate Centers, ISNA’s centers for social insertion, and municipalities (Soyapango and Zaragoza), through the support of the private sector. The donation campaign was developed and disseminated in alliance with the organizations ALTHES and FUNDEMAS. Several private sector donors have announced their participation in the campaign with donations in April 2020.

April 2020. The Communications team designed different materials for the donations campaign led by the Coordinator of Corporate Relations and Employability.

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3.7.1.1.1.1 Next Quarter Activities: The Project plans to set up a computer training center in the Intermediate Center of la Granja. The Project expected to activate the computer center by the end of April, however, due to the current pandemic, it suspended this activity until further notice from the government. The Project is working on an alternative that will allow providing virtual training to the YICL, until the Government lifts the current lockdown. This activity includes designing and implementing secure and controlled access to the internet, for the computer center within the juvenile detention center. The idea of providing computer training to YICL responds to two complementary goals: (1) facilitate basic computer literacy to all, as part of social reinsertion, and (2) identify potential candidates that can pursue computer-related training and find employment in that line of business. The Project is currently evaluating what secured platform is available to conduct remote training, to the satisfaction of the Ministry of Justice and Public Security in terms of internet control. This is the key issue regarding any intervention the Project may have in juvenile justice centers. The Secretary of Innovation has shown some interest in the Project, which is a very valuable asset in the authorization process. The Intermediate Center has 65 high school graduates within its’ YICL population and around 100 additional youth attending 10th to 12th grade. These are part of our priority group to attend training in the computer center. They represent 15% of the YICL currently in the Intermediate Center. The Project is also considering giving support to the young women’s center in Ilopango. ISNA authorized the development of a computer center under the same pattern proposed for the Ilobasco intermediate center. Since the current female population has dropped to 48 YICL, the Project is evaluating the most efficient manner to provide support to the center.

3.8 IR4.1: Justice Sector actors have better information on the effectiveness of alternative sentencing 3.8.1.1 Activity 4.1: Conduct research to build the evidence base on the effectiveness of alternative sentencing in terms of costs and reducing recidivism. During this quarter, World Vision evaluated the results of data collection from the RFL pilot group and incorporated improvements to the current research, drawing up a list of categories of mutually exclusive recidivism types: • Police recidivism: a new arrest by the police, but without reaching the court. • Criminal recidivism: a new criminal proceeding initiates against a young person, but it does not end with a final conviction. • Judicial recidivism: implies the imposition of a sentence by a conviction. • Prison recidivism: occurs when some of the conditions of assisted release are not met.

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Preliminary data suggests that the Police detained most YICL for a crime other than the case that led them to participate in RFL (56.52%). 4.34% have a new process, 8.7% received two convictions (before entering the RFL program), and 4.35% have prison recidivism. Given the lack of a CMS, it is not possible to compare the information collected from the courts with that of ISNA, and, at this time, there are very few cases to assess the level of recidivism. However, such a high number of police arrests that do not result in trials may be an indication of the Police's overstatement and prejudice of a specific type of youth. The main crimes for which RFL beneficiaries were sanctioned are a) aggravated extortion (60.87%), b) homicide, c) drug possession (13.04%), d) sexual abuse of minors (8.70%) and e) 17.03% other types of crimes. Most of the cases received conditional early release. Only 47.83% were sent to a youth detention center (Senderos de Libertad -Ilobasco), a place usually for YICL with no identifiable link to gangs. World Vision presented an essay to the Juvenile Justice International Congress – suspended by the COVID-19 emergency - on the “Constructive use of free time.”

Research Specialist, Douglas Arévalo, conducts an interview with YICL for the study on recidivism.

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3.8.1.1.1.1 Next Quarter Activities: The Project suspended the preparation of recidivism data collection for cohorts 2 and 3, which was scheduled for March and April, due to the state of emergency. The Project will evaluate the best way to carry out the activity virtually.

3.9 IR4.2: Salvadoran population has better information on the effectiveness of alternative sentencing, through increased positive media coverage on alternative sentencing. 3.9.1.1 Activity 4.2: Utilize evidence and case studies to develop advocacy campaigns for increased use and funding of diversion as an alternative to detention During the quarter, the Communications team documented 3 testimonials from RFL pilot group participants. The participants narrated their personal stories, causes that led them to conflict with the Juvenile Justice system, as well as the impact that RfL has had in their lives. The 3 videos are meant for use in different meetings that the Project plans with both the public and private sectors, to raise awareness of the importance of social reintegration of YICL. The Project continues with the process of registering the Ready for Life trademark. Currently, the process is in the opposition period of 60 days, since the trademark registration notices were published in the official gazette and newspaper, in the second week of March 2020. In the first week of March, the Project launched its’ first newsletter under the name “FORTALECER” (To strengthen), which included a special message from the National Director of World Vision, Laura del Valle, and the Project Chief of Party, Iván Seassal. The newsletter includes a presentation of the Project's objectives, mission, vision and activities, as well as a session with the latest events that took place. The newsletter was sent using the app “flipping book,” a browser-based digital publishing platform.

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Cover of the first edition of FORTALECER, the Project’s newsletter.

For the second edition of the newsletter, the communications team is designing a landing page that will work through World Vision El Salvador’s website. It will contain a subscription lead capture, where the audiences to whom the newsletter reaches are also measured. The landing page is expected to help capture new audiences as well as being used as a measurement tool of how it impacts them. Due to the COVID-19 pandemic, the Project's communications staff is developing the Landing Page with the support of the World Vision Digital Marketing consortium at a Latin American level. The communications team is currently in training to obtain a certification in Hubspot Inbound Marketing.

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To prepare for the Juvenile Justice International Congress, the communications team developed multimedia content for social media, promoting the activities of the Project. The videos were shared between January- March of this year.

Video produced to promote the activities of the Project. The video speaks of the initiative of the “Muchas más” NGO. It was published on social media on March 2, receiving 70 likes, 4 comments, and 16 shares.

Due to the COVID-19 pandemic, the Project suspended the Juvenile Justice Congress. The decision was made with the full consent of the actors involved in the process, notably the Supreme Court of El Salvador and the Juvenile Justice Working Group (judges and magistrates). The Project decided to look for options to ensure the availability of support for YICL participating in RfL. During the State of Emergency, the communications team developed various messages in post format, to send to the beneficiaries through WhatsApp. The posts include COVID-19 prevention measures, taken from official sources, such as the WHO and PAHO, guidelines on the State of Emergency and State of Exception in the country, and an animated video requesting viewers to stay home, as the most important prevention measure.

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March 2020. The communications team developed different posts on COVID-19 prevention for RFL beneficiaries such as this one above, speaking on the importance of social distancing and staying at home.

The communications team is also supporting the Ready for Life program in developing graphic materials for online sessions with beneficiaries.

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The communications team develops graphic materials and videos to support RFL online sessions to beneficiaries during the COVID-19 pandemic.

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4. MONITORING & EVALUATION

4.1 MEL plan

MEL indicator Total Break Detail Intermediate result down Goal % change of YICL that 6 5 YICL was admitted to an addiction center (San Pablo therapeutic receive alternative sentences community) instead of being sent to a youth detention center by the decision of the Santa Ana Enforcement Court. 1 YICL of group 3 was arrested, and the Project assisted in getting him released on probation. IR 1.1: Improved # of cases successfully 551 551 At his point, the Project has completed the manual review and access to YICL case monitored and managed by the evaluation of 551 case files (55% of the FY20 target of 1,000) in the information juvenile justice system enforcement courts of Santa Ana, San Salvador (1 & 2), and San Vicente to identify eligible youth for RfL!. IR 1.3 # of USG-supported public 1 A proposal for legal reform to be discussed during the Juvenile Justice Interinstitutional JJ sessions held regarding Congress in March, where 400 people were expected to attend. Management Group proposed changes to the strengthened country’s legal framework IR 1.4: Civil servants # of judicial personnel 19 Judicial officials participated in a workshop: 14 members of better trained on trained with USG assistance multidisciplinary teams, 3 juvenile justice judges, 1 enforcement alternative sentencing judge, and 1 magistrate of the appeals chamber. IR 2.3: Better offer # of youth at risk of 50 45 Taught in group sessions (cohorts 1 y 2) of alternative sentencing violence trained in social or 5 Therapeutic community programs leadership skills 2 2 youth of the pilot received assistance from the Project: 1 for illegal search and seizure and 1 for illegal frisking. Result 3: Private sector $ value of cash and in-kind $5,000 In-kind donation by CASATIC actors engaged in support from the private sector $1,675 In-kind donation by Vijosa Laboratories alternative sentencing

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4.2 Data Quality Assessment With regards to the quality of indicators (DQA), the Project was directed to merge two indicators pertaining to the involvement of the private sector, so that the indicators would provide numbers instead of percentages, since there was no baseline available. This task was completed. Another issue mentioned was to better describe the data collection process in order to assist in understanding the strengths and weaknesses of the data collected by the former implementing partners.

4.3 Outcome evaluation: cohort 1 World Vision has prepared an outcome evaluation on group 1 of the RFL program, which will be shared separately with the donor.

5. GENDER AND SOCIAL INCLUSION RELATED ACTIVITIES During the reported period, 10 women participated in activities developed by the Project. Of these, 5 are young women who benefit from the RFL program and 5 are adult women in training sessions. Of RFL participants from new groups, there are four with some type of disability, with whom the team adapts the dynamics of sessions to guarantee their participation. Also, three participants take their children to the sessions. Children are cared for by Project staff. In the face of the worldwide emergency due to COVID-19, the government made an economic subsidy available to households to minimize the impact on the finances of Salvadoran households. Of 71 cases that the team follows up with, 29 received government support, 18 did not appear on the initial list but sent an appeal note, 7 were not selected as beneficiaries, and it was not possible to contact 17 young people to find out their financial status. The Project is also considering giving support to the young women’s center in Ilopango. ISNA authorized that a computer center is developed under the same pattern devised for the Ilobasco intermediate center. Since the current feminine population has dropped to 48 YICL, the Project is evaluating the most efficient manner to provide support to the center.

6. CHALLENGES AND LESSONS LEARNED Among the main challenges of the Project are the following: • COVID-19 pandemic and current State of Emergency and State of Exception in the country. • The management of the different actors’ interests. • The response time of public institutions. • Lack of trainers with very specialized knowledge in the country. • Limits on the ability to provide care for non-governmental or governmental organizations. • The time required to approve a grant. • Lack of an information system that facilitates the identification of young people that could be moved to alternative sentencing.

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7. MANAGEMENT AND ADMINISTRATIVE MATTERS • During January, the Project hired Jessica Barillas as Coordinator of Corporate Relations and Employability, within component 3, and Jonathan Blanco as a multimedia technician in support of the Project's communications activities. • In February, psychologists Ana Evelyn Valdés, and Yancy Elizabeth Ramírez, facilitator, Patricia Karina Oliva, and field technician, Marvin Alexander Sarmiento were hired to integrate RFL group 3.

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