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

LIST OF ACRONYMS

AJCVES Asociación Jóvenes Contra La Violencia El Salvador ADESCO Community Development Association AJR Alianza Joven Regional ARCDA Asociación Red Centros de Alcance “Por Mi Barrio” CBO Community Based Organization CISALVA Instituto de Investigación y Desarrollo en Prevención de la Violencia y Promoción de la Convivencia Social COS National Civilian Police Services and Operations Center CPO Crime Prevention Observatory CVPP Crime and Violence Prevention Project ENPV National Strategy for Violence Prevention FBO Faith Based Organization FUNDAMUNI Fundación de Apoyos a Municipios de El Salvador GIZ German International Aid Agency GNGP National Office for Violence Prevention GOES Government of El Salvador IADB Inter-American Development Bank INSAFORP Instituto Salvadoreño de Formación Empresarial MC Municipal Council MDS Municipal Crime and Violence Diagnostics MEP Monitoring and Evaluation Plan MJSP Ministry of Justice and Public Security MPC Municipal Prevention Committee MPP Municipal Prevention Plan NCSC National Citizen Security Council NGO Non-governmental Organization NQPP National Quinquennial Prevention Plan PPP Public Private Partnership PRE-PAZ Council of Violence Prevention and Promotion of a Culture of Peace RFA Request for Applications

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

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

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

Contents LIST OF ACRONYMS ...... 2 2.EXECUTIVE SUMMARY……………………………………………………………………………...6 3. RESUMEN EJECUTIVO……………………………………………………………………………...11 3.1 BENEFICIARY TABLE...... 16 COMPONENT 1: INCREASE GOES CAPACITY TO PREVENT VIOLENCE AND CRIME ON A NATIONAL SCALE ...... 18 1.1.1 Launch, implement and promote the ENPV at the municipal level ...... 18 1.1.2 Institutional strengthening of PRE-PAZ and its personnel ...... 19 1.1.3 Creating and/or Strengthening Municipal Prevention Committees, carry out Municipal Crime and Violence Diagnostics (MDS) and Municipal Crime and Violence Prevention Plans at the municipal level based on the National Strategy for Social Violence Prevention in Support of Municipalities ...... 20 Sub-Activity 1.2 Improve the national policy framework for crime and violence prevention by supporting emerging laws and policies ...... 31 Sub-Activity 1.3 Support Municipal Crime Prevention Observatories ...... 35 1.3.1 Develop methodology for establishing and strengthening Municipal Crime Prevention Observatories through CISALVA with USG support ...... 36 1.3.2 Develop national and local staff capacity for the management of Municipal Crime Prevention Observatories ...... 39 1.3.3 Interconnect Municipal Crime Prevention Observatories with a National System Complete with Standardized Indicators ...... 46 COMPONENT 2: MUNICIPAL-LED, COMMUNITY-BASED CRIME AND VIOLENCE PREVENTION ...... 49 Sub-Activity 2.1: Selection of 13 municipalities and establishment of 13 new Municipal Crime and Violence Prevention Committees ...... 51 Sub-Activity 2.2: Development of Municipal leaders´ and community members´ capacity for prevention, planning, implementation and analysis ...... 51 Sub-Activity 2.3: Development of Youth Values and Identity ...... 63 Sub-Activity 2.4: Development of For My Neighborhood Outreach Centers ...... 69 Sub-Activity 2.5: Strengthening of Vocational Skills and Employment Opportunities ...... 78 Sub-Activity 2.6: Development of Infrastructure for Prevention Situational Awareness ...... 83 Sub-Activity 2.7: Strengthening Communications and Use of Media ...... 85 Sub-Activity 2.8: Establishment of Public-Private Alliances in selected municipalities ...... 87 COMPONENT 3: INNOVATIVE IDEAS ...... 94 4. OTHER PROJECT OFFICES………………………………………………………………………...98

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

4.1 Monitoring and Evaluation...... 98 4.2 Administration and Finance ...... 101 4.3 Communications...... 102 4.4 FUNDAMUNI ...... 102 5.IMPLEMENTATION CHALLENGES………………………………………………………………105 6. PLANNED ACTIVITIES FOR NEXT QUARTER………………………………………………….105 USAID SPECIAL REPORTS ...... 107 Annex 1 – CVPP Press Mentions ...... 125 Annex 2 – Quarterly Monitoring and Evaluation Report ...... 153 Annex 3 – Grants Activity Report ...... 159 Annex 4 – Component 1 Didactic Material for Municipal Prevention Committee Workshop #1 ...... 192 Annex 5 – Letter of Intent ...... 215 Annex 6 – Letter from PRE-PAZ Director ...... 220 6 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

2. EXECUTIVE SUMMARY

The USAID crime and Violence Prevention Project (CVPP), AID-519-C-00002, is a five-year project (March 2013-March 2018) that seeks to increase citizen safety in El Salvador by working with the Ministry of Justice and Public Security, mayors and community representatives across 55 high and medium-risk municipalities.

The activities undertaken by the project are designed to build ownership of national government, local government and citizens to address crime and violence prevention at the community level. To ensure the achievement of these objectives, the project works across three components:

 Component 1: Increase Government of El Salvador’s capacity to prevent violence and crime on a national scale.  Component 2: Municipal-led, community-based crime and violence prevention.  Component 3: Innovative crime and violence prevention opportunities. The USAID Crime and Violence Prevention Project (CVPP) is proud to present its Annual Report for Fiscal Year (FY 2015), which highlights the project’s major achievements across three operational Components that work with mayors, Municipal Councils, Municipal Prevention Committees, NGOs, foundations and community leaders in 33 high and medium risk municipalities.

The report includes narratives of the work being conducted across 76 communities in 13 high-crime municipalities to implement six strategies through technical assistance from project staff and 14 grantees that include NGOs and foundations. The Report also makes mention of planning processes undertaken to initiate work in the municipality of Ciudad Delgado, where the CVPP will support Plan El Salvador Seguro, the National Citizen Security Council’s (NCSC)1 work plan for at-risk municipalities.

Additionally, this report contains narratives on advances made in conjunction with staff from the Ministry of Justice and Public Security (acronym in Spanish MJSP) and its prevention arm, PRE-PAZ, and Municipal Prevention Committees (MPCs), to complete and launch 20 Municipal Prevention Plans, and to introduce a National Quinquennial Prevention Plan.

Finally, this report highlights the work being conducted by project staff to create and strengthen 18 Municipal Crime and Violence Observatories; to implement three (3) secondary prevention pilots in two municipalities; and the efforts undertaken during the reporting period to encourage the private sector to form Public-Private Partnerships with the CVPP.

This Annual Report also contains financial, monitoring and evaluation, and press/media accounts covering the period under review.

1 This is an initiative begun by President Salvador Sánchez Cerén.

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

As of the writing of this report, a total of 5,047 homicides had been registered between January and September 2015 (21 per day) by the Instituto de Medicina Legal.2 The victims of more than 500 of these homicides were young boys and girls under the age of 18.3 The National Civilian Police (acronym in Spanish PNC) qualified the month of August as the most violent in 2015 with 907 murders.4 According to PNC Director Mauricio Landaverde, the eastern portion of the country, specifically the departments of Usulutan and San Miguel were hardest hit by the homicide wave, with the municipalities of Jiquilisco, , , San Pedro Perulapán and Quezaltepeque registering as the most violent in the country.5 The CVPP currently works in three of these municipalities: Soyapango, San Pedro Perulapan and Quezaltepeque. The newspaper article being used as reference for this paragraph claims the spike in homicides in Quezaltepeque is due to the death of 14 jailed gang members from the Barrio 18 gang. According to prison authorities, the deaths were the end result on an internal “cleansing” by Barrio 18 leadership6, and can most likely be attributed to the “Revolutionary” faction of the Barrio 18, which is more violent and unorthodox. The nation’s Minister of Justice and Public Security insists 80 percent of all deaths are attributable to rivalry between gangs.

Double and triple homicides were also on the rise during the reporting period. A total of 83 have taken place since January7, and most carried out in a cold-blooded fashion, which is unfortunately becoming more common every day. One such incident took place in the municipality of Ciudad Delgado when six armed gang members entered a home and dragged outside two male adults and mother who shielded her four year-old son. All three adults were killed, and the life of the young child spared.8

As homicides rose, so did the public’s frustration over perceived inaction of the government to control crime.9 According to the Fundación Salvadoreña para el Desarrollo Económico y Social (FUSADES), Salvadoran’s are less tolerant of the law and more likely to take matters into their own hands as result of the rise in crime and the state not offering solutions to problems related to crime.10 FUSADES experts point that taking matters into ones hands (this includes soldiers and police), irrespective of human rights or due process, is dangerous and should be guarded at all times.

The sentiment shared by FUSADES was also on display as public opinion leaders, mindful of events taking shape in Guatemala, asked for the creation of independent investigative body, similar to the International Commission Against Impunity in Guatemala (acronym in Spanish CICIG). In July, three activists began an online petition to create a Comisión Internacional contra la Impunidad para El Salvador (acronym in Spanish Cicisv).11 According to the activists, the goal is not to destabilize the government, rather the movement seeks to bring down corruption, which has plagued the nation for decades.12

2 Instituto de Medicina Legal (IML). Press conference by IML Director José Miguel Fortín on October 6, 2015. 3 Ibid. 4 PNC: Agosto ha sido el mes más violento con 907 homicidios. La Prensa Gráfica. September 1, 2015. 5 Ibid. 6 14 Fallecidos Dentro del Penal de Quezaltepque. La Prensa Gráfica. August 23, 2015. 7 83 Masacres Ocurridas Hasta Octubre 2015. La Prensa Gráfica. October 3, 2015. 8 Ibid. 9 FUSADES: El Estado Está Perdiendo El Control de Seguridad. La Prensa Gráfica. August 12, 2015. 10 Ibid. Liliam Arrieta, Coordinator for FUSADES Department of Legal Research. 11 Reúnen firmas para pedir a presidente una CICIG. July 27, 2015. El Mundo. 12 Ibid.

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

GOES continued to work to thwart crime, and with assistance from the National Assembly, steered a law allowing for a one-time bonus payment for all members of the police force who hold the front lines of battle against gangs. In August, more good news were received by GOES, and the population at large, when the Supreme Court declared gangs “terrorist organizations”,13 officially prohibiting GOES from negotiating with gangs and encouraging the state to do all in its power to prevent these organizations from growing in influence.14 The court’s ruling, made under the auspices of a larger ruling to determine the constitutionality of the Special Law Against Acts of Terrorism, also includes another important decision that has consequences for those who aid and abet gang members. In its opinion, the Court establishes that “…as a consequence, [gang] bosses, members, collaborators, apologists, and financiers … [are also considered] … “terrorist[s]”.15

The decision by the Supreme Court was well received. In an interview with Contra Punto, Supreme Court Justice Sidney Blanco said the Court considered the many assaults on public transportation, intimidation that force families to flee their homes and communities, territorial control, student desertion rates and other similar acts, as proof of terrorist acts taking place on national soil, and all being carried out by gangs.16 Furthermore, he noted: “there is a feeling of instability, fear, terror, social insecurity in specific pockets of society…and we recognize there are groups in our country that commit these violent acts; and [these groups] must therefore be catalogued as terrorists.”17

Justice Blanco’s point on the assault of the transportation system includes an order by gang leaders in July prohibiting all public transportation buses from running their normal routes for four days. In response, GOES commandeered all official government vehicles to cover routes and assist the tens of thousands of affected citiznes. During the shutdown, eight bus drivers who defied gang orders by trying to run their normal routes were murdered.18 This was not the first time gangs used this type of tactic during the year to force GOES to engage in official dialogue. Gangs became increasingly hostile after President Salvador Sánchez Cerén took office in June 2014. The new administration decided not to continue talks with gangs and began separating jailed gang members by transferring more than 1,00019 to different prisons.20 This included the transfer of top MS-13 and Barrio 18 leaders to the country’s maximum security prison in the municipality of Zacatecoluca.21

These are but a sampling of the serious issues that continue to affect the country. The project, nonetheless, has delivered strong results for USAID and the municipalities and communities it serves with dedication. Project staff forged ahead with mayors to inaugurate new Outreach Centers, Municipal Prevention Centers and Municipal Vocational Training Centers, in addition to launching more than 10 prevention tools under

13 Sala declara a pandillas “grupos terroristas”. El Diario de Hoy. August 25, 2015. 14 Ibid. 15 Ibid. 16 Ley antiterrorista se adapta a realidad del país. Contra Punto. September 2, 2015. 17 Ibid. 18 Asesinan Octavo Motorista Durante Paro de Transporte. La Prensa Gráfica. July 28, 2015. 19 Trasladan 1,177 internos hacia otros penales. Elmundo.com.sv. April 22, 2015. 20 Under the 2012 truce between the GOES and MS-13 and Barrio 18 gangs, GOES accepted to move gang leaders to lower security prisons. This decision was reversed by the new GOES administration. 21 Capturan pandillero por lanzar granada a puesto PNC en Ilobasco. ElSalvador.com. March 26, 2015.

9 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. the technical leadership of a number of NGOs and foundations under grant. The CVPP also had much interaction and collaboration with the Ministry of Justice and Public Security, with which it developed the National Quinquennial Prevention Plan and completed 20 Municipal Diagnostics and Municipal Prevention Plans. Last, the project concluded the implementation of its Technical Training Plan to improve technical capacity among 91 PRE-PAZ Departmental Directors, Technical Promoters and Municipal Prevention Committee members from 20 municipalities. The Plan, which included seven workshops and 56 training hours, assisted in transferring expertise and knowledge in the areas of crime and violence prevention.

Overall, the Crime and Violence has made significant progress this year. Below are some of the most notable achievements:

 Preliminary data suggests the CVPP has assisted in reducing homicides by 66 percent across 76 treatment communities from January 2015 to December 2015 (projected rate).  The CVPP has a total population of 21,663 beneficiaries benefitting from all strategies and programs.  The CVPP signed an additional nine (9) Public-Private Partnerships (PPP) bringing the total to 13, worth close to $4 million in in-kind contributions and technical assistance from the private sector.  Through Component 1, the CVPP completed a 56-hour Technical Training Plan to strengthen the capacity of 91 PRE-PAZ Departmental Directors, Technical Promoters, and Municipal Prevention Committee members from 20 municipalities.  Through Component 1, the CVPP completed and presented the nation’s first National Quinquennial Prevention Plan to the Ministry of Justice and public Security.  Through Component 1, the CVPP is actively providing assistance to 18 Municipal Crime and Violence Observatories. Of this total, 13 have been created and five (5) are being strengthened.  Through Component 1, the CVPP signed two important Letters of Intent with the National Civilian Police and the City of to improve data collection and coordination for the Municipal Crime and Violence Observatory initiative.  Through Component 2, Strategy 1, the CVPP launched nine (9) Municipal Prevention Centers in the municipalities of: Conchagua, Cojutepeque, Ilobasco, La Unión, , , Quezaltepeque, San Vicente, and Soyapango.  Through Component 2, Strategy 1, the CVPP launched seven (7) Municipal Vocational Training Centers in the municipalities of: Ilobasco, San Vicente, Conchagua, Tecoluca, Nejapa, Conjutepque, and La Unión.  Through Component 1, Strategy 1, a total of 1,027 (1,194 men 1,098 women) Municipal Prevention Committee Members have been strengthened.  Through Component 2, Strategy 1 and grantee FUNDAMUNI, a total of 76 AESCOs in a total of 12 municipalities are being strengthened.  Through Component 2, Strategy 1 and grantees CESAL and Asociación Bambu, a total of 12 Women, Youth, Adolescent and Children Units are being strengthened.  Through Component 2, Strategy 1 and grantee University Dr. Matias Delgado, 22 Volunteer Angels were certified, allowing 12 municipalities to begin preparations for the launch of 12 Municipal Volunteer Units.

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

 Through Component 2, Strategy 2 and grantee Comité Olímpico of El Salvador (COES), the project held Sports Days in 11 municipalities, bringing together 5,605 (2,085 women and 3,520 women) youth and adults for a number of activities that included: soccer, table tennis, chess and other sports activities.  Through Component 2, Strategy 2 and grantee Youth Against Violence Movement (YAVM), two chapters in Quezaltepeque, and San Vicente were launched.  Through Component 2, Strategy 3, the CVPP launched an additional 23 Outreach Centers, bringing the total to 76 Outreach Centers in 13 high-risk municipalities. These Outreach Centers boast 9,463 beneficiaries and 695 volunteers.  Through Component 2, Strategy 3, the CVPP held a two-day National Outreach Center Coordinator Congress in alliance with Asoiciacion Red Centros de Alcance, hosting a total of 112 Outreach Centers. Coordinators from CVPP’s 74 Outreach Centers and 40 from previous USAID project Alianza Joven Regional attended the congress. Participants received and shared information on volunteerism, OC management, and OC sustainability.  Through Component 2, Strategy 4, the CVPP provided employment opportunities for 330 vulnerable youth during the reporting period.  Through Component 2, Strategy 4, the CVPP held two employment fairs hosting a total of 37 companies that presented 359 job openings to the 620 individuals (337 women 283 men) that attended these half-day fairs.  Through Component 2, Strategy 4 and its Municipal Employment Facilitators, the CVPP carried out employment orientation sessions with 1,913 (1,050 men and 861 women) vulnerable youth.  Through Component 2, Strategy 5, the CVPP held Exploratory Marches across 71 communities in 13 municipalities with more than 1,700 community members and leaders to identify public spaces in need of recovery.  Through Component 3, the CVPP trained local staff and completed 1,040 Youth Services Eligibility (Y-SET) interviews in the municipality of Cojutepeque marking the first step in implementing a secondary prevention pilot for the project.

These achievements mark the end of another successful year for Creative Associates International, Inc. while implementing the El Salvador Crime and Violence Prevention Project (CVPP). The team is proud of its many accomplishments and is working to achieve more results as prevention strategies and programs continue implementation at the community level.

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

3. RESUMEN EJECUTIVO

El Proyecto de USAID para la Prevención del Crimen y la Violencia (CVPP por sus siglas en inglés), AID-519-C-13-00002, es un proyecto de cinco años (marzo de 2013 - marzo de 2018) cuyo objetivo es incrementar la seguridad pública en El Salvador, específicamente en 55 municipios de riesgo.

Las actividades del proyecto están diseñadas para fomentar la responsabilidad de los gobiernos local y nacional así como de la ciudadanía en sus esfuerzos a largo plazo en el combate del crimen y la prevención de la violencia a nivel comunitario. Para garantizar que dichos objetivos se cumplan, el proyecto trabaja a través de los siguientes tres componentes:

 Componente 1: Incrementar la capacidad del Gobierno de El Salvador (GOES) para prevenir el crimen y la violencia a nivel nacional.  Componente 2: Prevención del crimen y la violencia comunitaria con liderazgo municipal.  Componente 3: Oportunidades innovadoras en prevención del crimen y la violencia.

CVPP se enorgullece en presentar su reporte anual del año fiscal 2015. El reporte resalta los principales logros de tres Componentes en pleno funcionamiento que trabajan con presidentes y concejos municipales; comités de prevención municipal, organizaciones no gubernamentales (ONGs), fundaciones y líderes comunitarios en 33 municipios con niveles de riesgo alto y medio.

El reporte incluye información sobre el trabajo que se realiza en 76 comunidades en 13 municipios de alto riesgo para la implementación de seis estrategias de prevención a través de asistencia técnica suministrada por el personal del proyecto, y 14 organizaciones beneficiarias que incluyen a ONGs y fundaciones. El reporte también menciona el proceso de planificación llevado a cabo para dar comienzo al trabajo en el municipio de Ciudad Delgado, lugar donde CVPP apoyará el Plan El Salvador Seguro, plan de trabajo desarrollado por el Consejo Nacional de Seguridad Ciudadana y Convivencia (CNSCC)22 para municipios en riesgo.

Adicionalmente, el reporte contiene información sobre el progreso realizado en colaboración con personal del Ministerio de Justicia y Seguridad Pública (MSJP) y su ramo de prevención, PRE-PAZ, y los Comités de Prevención Municipales, para concluir y lanzar 20 planes de prevención municipal; y presentar el Plan Quinquenal Nacional de Prevención.

Finalmente, el reporte resalta el trabajo realizado por el personal de CVPP para crear y fortalecer 25 observatorios municipales del crimen y violencia; para implementar tres (3) pilotos de prevención secundaria en dos municipios; y los esfuerzos realizados durante el periodo de reporte para estimular la firma de alianzas público privadas entre el sector privado y CVPP.

El presente informe también incluye el reporte financiero y el de evaluación y monitoreo, e informa sobre la cobertura mediática del proyecto durante el período de referencia.

22 This is an initiative begun by President Salvador Sánchez Cerén.

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

Al momento de que se escribió este reporte, el Instituto de Medicina Legal23 había registrado un total de 5,047 homicidios entre enero y septiembre de 2015 (21 por día). Las víctimas menores de 18 años incluyeron más de 500 homicidios de ambos sexos.24 La Policía Nacional Civil (PNC) destacó el mes de agosto de 2015 como el más violento del año con 907 asesinatos.25 Mauricio Landaverde, director de la PNC, indicó que la región oriental del país, y en específico los departamentos de Usultán y San Miguel, fueron los más afectados por la ola de homicidios, siendo los municipios de Jiquilisco, Apopa, Soyapango, San Pedro Perulapán y Quezaltepeque los que más violencia registraron en el país.26 CVPP actualmente trabaja en Soyapango, San Pedro Perulapan y Quezaltepeque. La pieza periodística usada como referente para este párrafo declara que el incremento en homicidios en Quezaltepeque se debe a la muerte de 14 pandilleros encarcelados de la pandilla Barrio 18. Las autoridades de la prisión indican que las muertes fueron el resultado de una “limpieza” interna llevada a cabo por la cúpula de la pandilla Barrio 18,27 y que probablemente se le pueden atribuir a la facción Revolucionaria de dicha pandilla, conocida por ser más violenta y poco ortodoxa. El ministro de justicia y seguridad pública insiste que el 80% de las muertes se pueden atribuir a la rivalidad entre pandillas.

Los homicidios dobles y triples también se incrementaron durante el periodo del reporte. De enero a la fecha se reportan 83,28 la mayoría de los cuales se han ejecutado brutalmente lamentablemente una forma cada vez más común. Uno de esos incidentes ocurrió en el municipio de Ciudad Delgado cuando seis pandilleros armados entraron a un hogar y arrastraron afuera a dos hombres adultos y a una madre que protegía a su hijo de cuatro años. Los tres adultos fueron asesinados mientras que el niño conservó la vida.29 El incremento en los homicidios ha sido acompañado por la frustración del público ante lo que se percibe como falta de acción por parte del gobierno para controlar el crimen.30 De acuerdo a la Fundación Salvadoreña para el Desarrollo Económico y Social (FUSADES), los salvadoreños son menos tolerantes con la ley y más propensos a tomar las cosas en sus propias manos como resultado del crimen y de un estado que no ofrece soluciones cuando los problemas surgen.31 Los expertos de FUSADES señalan que tomar las cosas en manos propias (incluyendo a la policía y al ejército), sin seguir el proceso debido de derechos humanos, es peligroso y debe ser evitado en todo momento.

El sentimiento de FUSADES quedó también de manifiesto a medida que otros líderes de opinión, conscientes de lo que ocurre en Guatemala, solicitaron la creación de un órgano investigativo similar a la Comisión Internacional contra la Impunidad en Guatemala (CICIG). En julio, tres activistas, iniciaron una petición virtual para crear una Comisión Internacional Contra la Impunidad en El Salvador (CICISV).32 Los activistas indican que la intención no es desestabilizar al gobierno sino reducir una situación que ha afectado al país por décadas, la corrupción.33

23 Instituto de Medicina Legal (IML). Conferencia de Prensa del director José Miguel Fortín. Octubre 6, 2015. 24 Ibid. 25 PNC: Agosto ha sido el mes más violento con 907 homicidios. La Prensa Gráfica. Septiembre 1, 2015. 26 Ibid. 27 14 Fallecidos Dentro del Penal de Quezaltepque. La Prensa Gráfica. Agosto 23, 2015. 28 83 Masacres Ocurridas Hasta Octubre 2015. La Prensa Gráfica. Octubre 3, 2015. 29 Ibid. 30 FUSADES: El Estado Está Perdiendo El Control de Seguridad. La Prensa Gráfica. August 12, 2015. 31 Ibid. Liliam Arrieta, Coordinador de FUSADES, Departamento de investigación legal. 32 Reúnen firmas para pedir a presidente una CICIG. July 27, 2015. El Mundo. 33 Ibid.

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

GOES sigue su trabajo en el combate al crimen: con asistencia de la Asamblea Nacional, el gobierno promovió una ley que le otorga el pago de un bono a todos aquellos miembros de la policía que mantengan el frente durante la batalla contra las pandillas. En agosto, hubo más noticias cuando la Corte Suprema declaró a las pandillas como “organizaciones terroristas”, 34 lo que oficialmente prohibió cualquier negociación entre el GOES y las pandillas, y estimuló al estado a hacer todo lo que está dentro de su poder para prevenir que estas organizaciones tengan mayor influencia.35 El mandato de la corte, hecho bajo los auspicios de una decisión más amplia en torno a la constitucionalidad de la Ley Especial Contra Actos de Terrorismo, también incluye otro veredicto importante que tiene consecuencias para aquellos que apoyan o son cómplices de las pandillas. La opinión de la corte establece que “como consecuencia, los jefes pandilleros, los pandilleros, colaboradores, defensores, y financiadores también se les considera terroristas”. 36

La decisión de la Corte Suprema fue bien recibida. En entrevista con Contra Punto, el magistrado de la Corte Suprema, Sidney Blando, dijo que la Corte considera que los asaltos contra el transporte público, la intimidación que obliga a las familias a abandonar sus hogares y comunidades, el control territorial, la deserción escolar y otros actos similares, como prueba de que actos terroristas se cometen en territorio nacional, y que todos se llevan a cabo por las pandillas.37 Más aún, “existe un temor de inestabilidad, miedo, terror, inseguridad social en áreas específicas de la sociedad. Reconocemos que existen grupos en nuestro país que cometen estos actos violentos; como tal, estos grupos deben ser catalogados como terroristas”. 38

La mención de Sidney Blanco sobre el sistema del transporte se refiere a una orden emitida por la cúpula pandilleril para prohibir al transporte público la cobertura de sus rutas por cuatro días. En respuesta, GOES ordenó a todos los vehículos oficiales de gobierno a cubrir las rutas y asistir a las decenas de miles de ciudadanos afectados. Durante el paro, ocho conductores que desafiaron las órdenes de las pandillas al intentar cubrir sus rutas fueron asesinados.39 Esta no fue la primera ocasión en que las pandillas utilizaron esta táctica para obligar al GOES a entrar en un diálogo. Las pandillas se volvieron más hostiles después de que el Presidente Salvador Sánchez Cerén asumiera el cargo en junio de 2014. La nueva administración decidió no continuar con el diálogo con las pandillas y empezó a separar a pandilleros encarcelados al transferir a más de 1000 de ellos a distintas prisiones. 40 Esto incluyó la transferencia de líderes de la MS-13 y la Barrio 18 a la prisión de máxima seguridad del país ubicada en Zacatecoluca.41

Esta es apenas una muestra de los graves problemas que siguen afectando al país. CVPP, sin embargo, el CVPP ha aportado resultados valiosos a USAID y a los municipios y comunidades que sirve con

34 Sala declara a pandillas “grupos terroristas”. El Diario de Hoy. Agosto 25, 2015. 35 Ibid. 36 Ibid. 37 Ley antiterrorista se adapta a realidad del país. Contra Punto. Septiembre 2, 2015. 38 Ibid. 39 Asesinan Octavo Motorista Durante Paro de Transporte. La Prensa Gráfica. Julio 28, 2015. 40 Bajo la tregua de 2012 entre GOES y las pandillas MS-13 y Barrio 18, el GOES aceptó reubicar a pandilleros a prisiones de menor seguridad. Esta decisión fue revertida por la nueva administración del GOES. 41 Capturan pandillero por lanzar granada a puesto PNC en Ilobasco. ElSalvador.com. Marzo 26, 2015.

14 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. dedicación. Como parte de una donación, los Centros de Prevención Municipal y los Centros Vocacionales Municipales lanzaron 10 herramientas de prevención bajo la dirección técnica de varias ONGs y fundaciones. CVPP también tuvo mucha interacción y colaboración con el MSJP con quien desarrolló el Plan Quinquenal Nacional de Prevención, y con quien completó 20 diagnósticos municipales y planes de prevención. Por último, el proyecto contribuyó con la implementación de su Plan de Capacitación Técnica para mejorar las capacidades de 91 directores departamentales y promotores técnicos de PRE-PAZ, y de miembros de los comités de prevención municipal de 20 municipios. El plan, que incluyó 7 talleres y 56 horas de entrenamiento, apoyó en la transferencia de conocimiento y experiencia en las áreas de prevención al crimen y la violencia.

En términos generales el CVPP ha progresado significativamente durante este año. A continuación sus logros más notables:

 Datos preliminares sugieren que de enero a diciembre (tasa proyectada con datos de junio) de 2015, el CVPP habrá contribuido a reducir el número de homicidios en un 66% en 76 de las comunidades en las que trabaja.  El número total de beneficiarios de CVPP de todos los programas y estrategias alcanzó 21,663.  CVPP firmó nueve (9) alianzas público privadas adicionales, para un total de 13, con un valor cercano a los $4 millones por concepto de contribuciones en especie y asistencia técnica de parte del sector privado.  A través de Estrategia 1, el CVPP completó un Plan de Capacitación de 56 horas para fortalecer la capacidad de 91 directores departamentales y promotores técnicos de PRE-PAZ, y de miembros de los Comités Municipales de Prevención de la Violencia en 20 municipios.  A través de Componente 1, el CVPP completó el Plan Quinquenal Nacional de Prevención y lo presentó ante el Ministerio de Justicia y Seguridad Pública.  A través de Componente 1, el CVPP suministra proactivamente asistencia a 18 Observatorios Municipales de la Violencia que. De este número 13 han sido creados y 5 se han fortalecidos.  A través de Componente 1, el CVPP firmó cartas de intención con la Policía Nacional Civil (PNC) y con la ciudad de San Salvador para mejorar la recolección de datos y la coordinación de Observatorios Municipales de Violencia.  A través de Componente 2, Estrategia 1, el CVPP lanzó 9 Centros Municipales de Prevención de la Violencia en los municipios de Conchagua, Cojutepeque, Ilobasco, La Unión, Nejapa, Panchimalco, Quezaltepeque, San Vicente, y Soyapango.  A través de Componente 2, Estrategia 1, el CVPP inauguró 7 Centros Municipales Vocacionales en Ilobasco, San Vicente, Conchagua, Tecoluca, Nejapa, Cojutepeque, y La Unión.  A través de Componente 2, Estrategia 1, un total de 1,027 miembros de Comités Municipales de Prevención de la Violencia (CMPVs) han sido fortalecido en 12 municipios.  A través de Componente 2, Estrategia 1 y FUNDAMUNI un total de 76 ADESCOs han sido fortalecidos en 12 municipalidades.  A través de Componente 2, Estrategia 1 y Cesal y Asociación Bambu, un total de 12 Unidades de la Mujer, Jóvenes y Adolescentes han sido fortalecidas.

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

 A través de Componente 2, Estrategia 1 y la Universidad Dr. Matías Delgado, se graduaron un total de 22 Ángeles Voluntarios que en su momento lanzaran 12 Unidades de Voluntariado a nivel municipal.  A través de Componente 2, Estrategia 2 y el Comité Olímpico de El Salvador (COES), el proyecto realizó Jornadas Deportivas en 11 municipios que contaron con la asistencia 5,605 (2,085 hombres y 3,520 mujeres) jóvenes y adultos para una serie de actividades deportivas que incluyo: fútbol, tenis de mesa, ajedrez y otras actividades deportivas.  A través de Componente 2, Estrategia 2, el CVPP lanzó capítulos del Movimiento Jóvenes Contra la Violencia en Quezaltepeque, y San Vicente.  A través de Componente 2, Estrategia 3, el CVPP inauguro 23 Centros de Alcance adicionales para un total en 76 en 13 municipios de alto riesgo. Estos Centros sirven a un total de 9,463 beneficiarios y 695 voluntarios.  A través de Componente 2, estrategia 3 y en coordinación con la Asociación Red Centros de Alcance se organizó un congreso nacional de coordinadores de Centros de Alcance, que contó con la participación de 112 Centros. Coordinadores pertenecientes a 74 Centros de CVPP más otros 40 del proyecto previo Alianza Joven Regional, asistieron al congreso. Los participantes recibieron información sobre voluntariado, gerencia y sostenibilidad de los Centros.  A través de Componente 2, Estrategia 4, el CVPP proveyó a 330 jóvenes vulnerables con oportunidades laborales.  A través de Componente 2, Estrategia 4, el CVPP realizó dos ferias del empleo a las que acudieron un total de 37 compañías privadas que ofrecieron 359 empleos formales a las 620 personas (337 hombres y 283 mujeres) que tuvieron presencia en este evento.  A través de Componente 2, Estrategia 4, el CVPP, a través de sus Gestores de Empleo, llevó a cabo orientaciones de empleo para 1,913 (1,052 hombres y 861 mujeres) jóvenes vulnerables.  A través de Componente 2, Estrategia 5, el CVPP llevó a cabo 71 marchas exploratorias en 71 comunidades y 13 municipios con una asistencia de más de 1,700 personas y líderes que identificaron espacios públicos con necesidades de mantenimiento.  A través de Componente 3 y FUNPRES, el CVPP entrenó al personal local y completó 1,040 entrevistas YSET en Cojutepeque. Esto representa el primer paso en la implementación de un piloto de prevención secundaria para el proyecto.

Estos resultados marcan el final de otro año exitoso para Creative Associates International, Inc., a medida que implementa CVPP. El equipo está orgulloso de los resultados y trabaja para alcanzar más resultados a medida que las estrategias y programas de prevención siguen siendo implementados a nivel comunitario.

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

3.1 BENEFICIARY TABLE

Men Women Description Total Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 MPC Beneficiaries Strengthened 0 0 0 30 0 0 0 15 45 PRE-PAZ Staff Trained 0 30 33 0 0 41 23 0 127

Observatory Coordinators and Alternates 0 13 2 0 0 4 0 0 19 Municipal Officials Trained on Observatory 0 66 22 0 0 8 12 0 108 Methodology GOES and Municipal Participants Observatory 0 43 0 0 0 20 0 0 63 Operations and Analysis Committees

Componente 1 Componente Participation in Municipal Prevention Plan 0 0 0 1455 0 0 0 1190 2,645 Processes SUBTOTAL 3,007 TOTAL COMPONENTE 1 3,007 STRATEGY 1 MPC Beneficiaries Strengthened 142 220 122 108 113 155 107 60 1,027 ADESCO Beneficiaries Strengthened 0 0 72 21 0 0 50 43 186 Beneficiaries through Volunteerism program 0 0 0 13 0 0 0 9 22 Beneficiaries through Mentoring program 0 8 43 168 0 10 52 149 430 Conflict Resolution Unit Beneficiaries 0 133 159 116 0 93 116 92 709 Children, Adolescent’s, Women, and Youth Unit 0 0 0 0 0 5 0 0 5 Beneficiaries Literacy Unit Beneficiaries 0 0 0 0 0 0 0 0 0 Municipal Scholarship Beneficiaries 0 0 0 0 0 0 0 0 0 Municipal Prevention Policy Beneficiaries 0 0 0 0 0 0 0 0 0

SUBTOTAL 2,379 STRATEGY 2 Values Through Sports Beneficiaries 0 22 41 55 0 6 29 12 165 Challenge of Dreaming My Life Beneficiaries 0 0 0 80 0 0 0 64 144

Component 2 Component Creative Paths Beneficiaries 0 0 0 0 0 0 0 0 0 Youth Club Members 0 0 0 0 0 0 0 0 0 Youth Against Violence Chapter Members 0 62 50 0 0 38 37 0 187 Youth Philharmonic Directors and Trainers 0 0 0 0 0 0 0 0 0 Youth Philharmonic Beneficiaries 0 0 0 0 0 0 0 0 0 Domestic Violence Prevention Program 0 0 0 0 0 0 0 0 0 Beneficiaries Drug Prevention Program Beneficiaries 0 0 0 0 0 0 0 0 0 Alcohol Abuse Program Beneficiaries 0 0 0 0 0 0 0 0 0 SUBTOTAL 496 STRATEGY 3 CVPP Outreach Center Coordinators 0 45 9 0 0 32 7 0 93

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

Men Women Description Total Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 CVPP Outreach Center Beneficiaries 3563 2794 3589 4343 2165 1811 2140 2560 6,903 CVPP Outreach Center Volunteers 323 280 275 313 192 177 173 173 486 ARCDA Outreach Center Coordinators 0 25 0 0 0 5 0 0 30 ARCDA Outreach Center Beneficiaries 0 1645 0 0 0 915 0 0 2,560 ARCDA Outreach Center Volunteers 0 138 0 0 0 71 0 0 209 SUBTOTAL 10,281 STRATEGY 4 Municipal Employment Facilitators 2 0 0 0 24 0 1 13 40 Youth Undergoing Employment Orientation 0 240 399 413 0 161 386 314 1,913 Youth Received Basic External Sales Course 0 19 47 24 0 14 32 17 153 Youth Employed by CLARO 0 19 47 24 0 14 32 17 153 Youth Employed Through Municipal Employment 6 27 19 42 1 4 18 37 154 Centers Municipal Vocational Center Beneficiaries 0 0 0 87 0 0 0 46 133 Microsoft Academy Beneficiaries 0 0 0 24 0 0 0 13 37

SUBTOTAL 2,583

STRATEGY 5

Exploratory Marches 0 0 0 896 0 0 0 821 1,717

SUBTOTAL 1,717

TOTAL COMPONENTE 2 17,456 Y-SET Trainned Participants 0 0 8 4 0 0 16 0 28

Y-SET Beneficiaries supported by FUNPRES 0 0 0 574 0 0 0 466 1,040 Y-SET Beneficiaries supported by others 0 0 0 0 0 0 0 0 0 Cure Violence Interrupters 0 0 0 0 0 0 0 0 0 Cure Violence Beneficiaries 0 0 0 0 0 0 0 0 0

Component 3 Component Drug and Alcohol Abuse program Beneficiaries 0 0 0 0 0 0 0 0 0 SUBTOTAL 1,068 TOTAL COMPONENTE 3 1,064

ALMAPAC 0 0 0 23 0 0 0 0 23

Grupos Unicomer 0 14 52 0 0 6 37 0 109

Public

Private Private

SUBTOTALPartnership 132

TOTAL Public Private Partnerships 132 TOTAL BENEFICIARIES 4036 5843 4989 8813 2495 3590 3268 6111 21,663

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

1. ACTIVITY IMPLEMENTATION PROGRESS

COMPONENT 1: INCREASE GOES CAPACITY TO PREVENT VIOLENCE AND CRIME ON A NATIONAL SCALE

Since its inception, the USAID Crime and Violence Prevention Project has worked with the Ministry of Justice and Public Security (MJSP) on a number of initiatives that included: the PRE- PAZ Organic Law, the PRE-PAZ institutional diagnostic, a Technical Training Plan for PRE-PAZ staff and members of Municipal Prevention Committees (MPCs), a how-to manual on creating and strengthening Municipal Prevention Committees, and most recently, a National Quinquennial Prevention Plan (NQPP).

Additionally, the project has worked closely with PRE-PAZ Departmental Directors and Technical Promoters to carry out and complete 20 Municipal Diagnostics and 20 Municipal Prevention Plans, which will be financed by newly elected Plural Municipal Councils. These efforts have been carried out to increase GOES capacity to prevent violence on a national scale.

With less than a year left to complete the Base Period of this contract, the Component is now working closely with mayors, Municipal Councils, Municipal Prevention Committees and PRE- PAZ staff to ensure Municipal Prevention Plans are implemented. Additionally, the project is going further and carrying out five workshops to train the most promising members of the Component’s 20 Municipal Prevention Committees; and promoting two consultancies to strengthen Values Through Sports and municipal fundraising/financing of crime and violence prevention activities.

The project is hopeful all the efforts outlined in this section, past and future, will ultimately increase GOES capacity to prevent crime and violence on a national scale.

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

1.1.1 Launch, implement and promote the ENPV at the municipal level

During the past year, the project continued to implement the National Strategy for Violence Prevention by assisting institutional partner PRE-PAZ develop Municipal Prevention Plans throughout Component 1 municipalities. These activities are reported in complete detail under Sub-Activity 1.1.3.

Additionally, the project continued to assist the Vice Minister of Justice and Public Security and senior PRE-PAZ leadership with the development and completion of the National Quinquennial Prevention Plan (NQPP). The Plan, which was completed in May 2015, gives GOES ministries

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

and agencies a better sense of their overall role and responsibilities in relation to crime and violence prevention on a national scale. The NQPP can be used to further promote the principles outlined in the ENPV, especially the important links that must be developed and shared between the central and municipal governments to promote prevention. More on these activities under Sub-Activity 1.2.

Last, the project worked to develop a campaign to promote the National Strategy for Violence Prevention at the municipal level. The effort includes working with communications and outreach offices within mayors’ offices, and national and local media outlets, to disseminate the ENPV at the local level. As of the writing of this report, the adjustments were being made to the original proposal.

1.1.2 Institutional strengthening of PRE-PAZ and its personnel

1. Development of Guide to Assist PRE-PAZ in the Implementation of ENPV

During the reporting period, staff developed and promoted a guide to support workshops and assist PRE-PAZ Departmental Directors, Technical Promoters and Municipal Prevention Committees in the implementation of the ENPV. This guide has also become an important tool as the Ministry of Justice and Public Security take to task their institutional goal to implement the National Strategy for Violence Prevention.

The first guide, entitled “How to Create and Strengthen a Municipal Prevention Committee”, was printed (1,000 copies) during the first quarter of FY 2015 to educate and instruct PRE-PAZ staff and members of MPCs on how to create and strengthen the most important municipal organ of the ENPV. This easy to use guide comes in basic Spanish nearly all members of the MPC can understand, and is laid out using 7 key questions, which include:

1. What´s an MPC and what is its purpose? 2. Who participates in the MPC? 3. How does the MPC Coordinate itself with government entities and with other organizations? 4. What are the functions of the MPC? 5. How do you strengthen the capacities of the MPC? 6. How is suitability guaranteed for the MPC? 7. Where does MPC implement in actions?

A total of 1,000 copies of this manual how-to guide have now been distributed among PRE-PAZ staff and Component 1 and 2 Municipal Prevention Committees. More copies of this popular guide will be printed as the project continues to strengthen Municipal Prevention Committees in all 20 Component 1 municipalities.

A second, and final guide, is a “popular” ENPV guide designed to educate the “demand side” of the prevention equation: citizens. The guide is a product under the campaign to promote the

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

National Strategy for Violence Prevention (mentioned in the opening section of this Sub Activity) at the municipal level that will challenge citizens to demand more from their municipal leaders vis-a-vis the ENPV and encourage their participation in municipal prevention efforts. This guide will also be distributed among Component 1 and 2 municipalities, and will play an important role as the national ENPV implementation takes place. This item will be reviewed by the CVPP’s COR in the next quarter.

1.1.3 Creating and/or Strengthening Municipal Prevention Committees, carry out Municipal Crime and Violence Diagnostics (MDS) and Municipal Crime and Violence Prevention Plans at the municipal level based on the National Strategy for Social Violence Prevention in Support of Municipalities

1. Carry out Municipal Crime and Violence Diagnostics (MDS) and Municipal Crime and Violence Prevention Plans at the municipal level based on the National Strategy for Social Violence Prevention42

During the year, the Component’s municipal leads worked with PRE-PAZ Departmental Directors and Technical Promoters, as well as members of MPCs, to develop and complete 20 Municipal Diagnostics and 20 Prevention Plans (MPPs). In both instances, project staff led processes, wrote and edited all documents.

During the 3rd quarter of the Fiscal Year, two municipalities showed no interest in developing Municipal Prevention Plans. Municipalities under this category included Apastepeque and , which rank nationally at 87 and 88, respectively, on the national homicide scale.43

As mentioned in the previous reports, the municipality of Apastepeque presented several challenges for the project, all derived from PRE-PAZ´s limited capacity to promote a positive working relationship with the mayor. As a result, the project team held informal meetings with the mayor to begin the diagnostic process in Apasteqeque. The meetings took place with PRE- PAZ leadership knowledge; and PRE-PAZ agreed the project would be in the driver´s seat throughout the process to avoid delays and any potential confrontations with the mayor. Component 1 completed the municipal diagnostic, after which the municipality changed mayors resulting from this year’s mayoral races. The current mayor has met several times with the project lead for this municipality, but refused to move forward with a Municipal Prevention Plan.

In Sonzacate, the new mayor had been absent from meetings with the project’s municipal lead.

Accordingly, the project sent letters in the third quarter to mayors and Municipal Councils to ascertain their interest in continuing with the CVPP. Both municipalities responded positively with Municipal Agreements where municipalities’ agreed to support CVPP’s processes.

42 This is the new name of the ENVP, as it was re-launched in February 2014. 43 FundemosPaz. Ranking Homicidio, Enero-Junio 2015. http://www.fundemospaz.org.sv/ranking-delitos.html.

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

The table below denotes the status of all Municipal Prevention Plans for Component 1. Eleven (11) of these municipalities held public launches that included parades with GOES, municipal and community representatives, marching bands, drawing contests, food sales, dance acts by local youth, and press coverage. In the municipalities of El Paisnal, Suchitoto, San Sebastian and Puerto El Triunfo, crowds surpassed the 500 mark.

Municipal Prevention Plans contemplate municipal financing starting at $60,000 per year for the municipality of to $1.4 million per year form the municipality of Sensuntepeque.

Please note that the Communications Coordinator for the CVPP also developed Municipal Prevention Brands for each one of the completed Municipal Prevention Plans.

Municipal Prevention Plan Status Municipality Status Public Launch Concepcion 1 Completed and Presented X Batres El Paisnal Completed and Presented 2 X 4 Jocoro Completed and Presented X 3 Jucuaran Completed and Presented X Puerto el 5 Completed and presented X Triunfo 7 San Sebastian Completed and Presented X Santa Cruz Completed and 6 Michapa Presented Santiago Completed and 8 Texacuangos Presented Sensuntepeque Completed and 9 Presented Suchitoto Completed and 10 X Presented San Pedro Completed and 11 Perulapan presented Apastepeque Completed and 12 presented Chapeltique Completed and 13 presented El Carmen Completed and 14 Presented Completed and 15 X Presented

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

Municipality Status Public Launch Pasaquina Completed and 16 X Presented Rosario de Completed and 17 X Mora Presented San Francisco Completed and 18 X Gotera Presented Santa Catarina Completed and 19 Masahuat presented 20 Sonzacate Completed

Municipal Prevention Plan budgets have been negotiated with Municipal Councils. Some of the Plans contain tools being implemented under Component 2, and include: Outreach Centers; high school scholarship funds to cover travel costs and materials; alliances with INSAFORP to carry out Labor Demand Diagnostics; values through sports activities; strengthening of women’s, youth and adolescent units; community police activities; and others. Additionally, all Plans include line items for ensuring ADESCOs and MPCs communicate and coordinate activities.

Feedback from mayors, Municipal Councils and Municipal Prevention Committees has been very positive. The success of the Plans is tangible in the municipalities of Nahulingo, Pasaquina, Puerto El Triunfo and San Sebastian where Municipal Prevention Brands have become municipal logos. In other municipalities, Municipal Councils and Municipal Prevention Committees are working to erect public signs and boards to highlight Prevention Brands. Moreover, mayors from several municipalities have asked the project for tours of Outreach Centers, signaling their true intent to finance this important prevention tool. Other important notes on progress made, thus far, under Municipal Prevention Plans are included in the table below.

Municipal Prevention Plan Progress by Municipalities Municipality Progress  Reorganization and strengthening of 20 municipalities Municipal Prevention Committees (MPCs)  Mayor, MC and MPC visited OC in Concepcion Batres Conchagua  NGO La Colectiva Femenista Completed initial ADESCO strengthening trainings El Paisnal  Municipal Reps. Traveled to Chalatenango to witness Values Through Sports programming being implemented by FUNDAMUNI since 1992  Members of the MC and MPC visited Outreach Centers (OCs) in La Unión, and Municipal Prevention Center and Municipal El Carmen Vocational Training Center in Conchagua  Family Court Justice training MPC and ADESCO on domestic violence law

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

Municipality Progress  Through CVPP efforts, the Ministry of Nahilingo Education has pledged to build a high school for 45 students  Mayor, MC and MPC visited OC, Municipal Prevention Center and Municipal Vocational Training Center in Nejapa  Mayor, MC and MPC visited Outreach Centers (OCs) in Usulutan. Subsequently, Puerto El Triunfo this delegation received a morning-long session by the CVPP on the OC methodology.  Several local business donated shirts and other items for the MPP launch  Vocational courses being implanted through San Sebastian INSAFORP  Municipality and Health Unit coordination program to prevent teen pregnancy  Communications office opened  Fundacion Pro Busquedaproviding psychological assistance to families affected Santa Cruz Michapa by gangs  Ministry of Education has pledged to build a high school  11 GOES representatives signed Letter of Intent with municipality to carry out MPP Sensuntepeque  PNC signed separate Letter of Intent to carry pout MPP with municipality  PRE-PAZ implementing mentoring program Suchitoto in treatment community Barrio La Cruz

An important note about these Plans is their interconnectedness with other prevention plans and activities being carried out by GOES institutions present in all treatment municipalities. This important feature has allowed the project to foster stakeholder interest and backing for Municipal Prevention Plans, allowing for greater impact at the municipal and community levels.

Last, every effort is being made to ensure communication and dialogue between Municipal Prevention Committees, GOES representatives and Departmental Cabinets continue to take place. The election of Plural Municipal Councils have changed municipal dynamics and the CVPP team has been conscious of the importance of having these new councils in all 20 municipalities understand and adopt the work carried out since 2013 to promote crime and violence prevention. To date, the team’s efforts have paid off. This section highlights only the beginning of the implementation process and more work is necessary.

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

Below is a table denoting the number of representatives, by sector, who have attended project-led Municipal Prevention Plan meetings since April 2015. The table not only shows CVPP’s leadership, but also local interest and participation in the carrying out of this important plan.

Participation in Municipal Prevention Plan Processes

Reps.

Totals

Leaders

Municipal

NGO/Local

GOES Reps.

Municipality Concepción Batres 36 71 67 174 El Paisnal 40 44 164 248 Jocoro 54 56 65 175 Jucuaran 40 66 25 131 Puerto el Triunfo 39 31 51 121 San Sebastián 18 42 39 99 Santa Cruz Michapa 28 48 52 128 20 30 2 52 Sensuntepeque 29 34 6 69 Suchitoto 26 67 71 164 San Pedro Perulapan 65 50 12 127 Apastepeque 14 57 35 106 Chapeltique 17 26 72 115 El Carmen 65 69 41 175 Nahulingo 18 25 65 108 Pasaquina 24 37 42 103 Rosario de Mora 56 34 99 189 San Francisco Gotera 92 16 59 167 Santa Catarina Masahuat 23 39 72 134 Sonzacate 27 10 13 60 Total 2,645

2. Workshops for PRE-PAZ and Municipal Personnel

During the latter end of the reporting period, the CVPP carried out Workshops #6 and #7 for PRE- PAZ staff and members of the Component’s Planning Team from each of its 20 municipalities. As reminder, the CVPP, with PRE-PAZ’s approval, developed a seven workshop training plan to promote increased technical capacity among PRE-PAZ Departmental Directors and technical Promoters. Central to this plan was a learn and go approach where workshops were proceeded by putting into practice in the field everything learned in the classroom. In this fashion, the CVPP would supervise PRE-PAZ and municipal actors to ensure completion of all 20 Municipal Diagnostics.

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

 Workshop 1: The National Strategy for Violence Prevention  Workshop 2: Risk Factors  Workshop 3: Entering data onto the online CVPP Diagnostics Database  Workshop 4: Gathering qualitative Information  Workshop 5: Focus Groups  Workshop 6: Analyzing Data Derived from the Municipal Diagnostic  Workshop 7: The Municipal Prevention Plan The sixth workshop, entitled Analyzing Data Derived from the Municipal Diagnostic trained a total of 91 individuals. Of these individuals, 50 (28 men and 22 women) were PRE-PAZ Departmental Directors and Technical Promoters; and 41 (31 and 10 women) members of Planning Teams from municipalities.

This sixth workshop began with a review of materials covered in all previous workshops before Municipal Diagnostics were carried out. This included a thorough review of all the different information required to complete the diagnostic (general municipal information; social and economic context; education system; focus groups and interviews, etc.), and a discussion on best practices and lessons learned during the development of diagnostics. During this latter discussion, participants praised the project for the usefulness of the online database that stored all diagnostics data. Moreover they thanked the Component’s municipal leads for the numerous meetings and dozens of hours spent with municipal officials, PNC, hospital and public education staff sorting out data; and the many times project staff interceded to ensure data and information were turned over to PRE-PAZ.

After this brief exchange, participants underwent a rigorous session on developing official findings and crossing qualitative and quantitative variables. Crossing variables is one of the more difficult tasks to accomplish, especially when tying information to Risk Factors. To make teaching and coaching easier, participants were assembled in teams, given raw data and walked through an exercise of crossing variables. Teams presented their final variable cross exercise before the entire classroom for critique. The didactic card for the workshop is included in the annex section of this report.

A seventh and final workshop, which took place in July, completed the project’s Technical Training Plan for PRE-PAZ personnel. This last workshop, entitled, The Municipal Prevention Plan, brought forward technical specifications to develop MPPs, who to include, timelines for developing a MPP, format, and review/approval processes. The workshop trained a total of 76 (53 men and 23 women) people. Of these individuals, 55 (37 men and 18 women) were PRE-PAZ Departmental Directors and Technical Promoters; and 21 (16 and 5 women) members of Planning Teams from municipalities.

The final session went as planned, completing the seven session Technical Training Plan originally designed to assist PRE-PAZ staff in promoting the National Strategy for Violence Prevention. During an internal Component 1 session, team members evaluated entire process and came to the conclusion that the four proposed results of the training plan were indeed attained. This included:

 PRE-PAZ and MPC staff from 20 municipalities learn and apply the ENPV.

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

 PRE-PAZ and MPC staff rom 20 municipalities learn the methodology for, and participate in, the development of Municipal Diagnostics.  PRE-PAZ and MPC staff rom 20 municipalities participate in the development of Municipal Prevention Plans. In the end, and with few exceptions, all key PRE-PAZ staff members attended all of the workshops. While the CVPP team did its best to transfer expertise and knowledge on the subjects noted above, it must also be said that limited technological, transportation and coordination capacity within PRE- PAZ routinely interrupted the project’s efforts to carry out the various data collection sessions it had established. In the end, Component staff collected most all data and wrote/edited Municipal Diagnostics and Municipal Prevention Plans. Moreover, municipal staff that attended the workshops were reliable and professional, but eight (8) municipalities suffered change in municipal governments during nationwide municipal elections in March. Staff from these new municipalities were only able to attended Workshop #7.

To ensure continuity within PRE-PAZ of the methodology and processes established by the CVPP, The Deputy Chief of Party requested several times PRE-PAZ leadership conduct its own Municipal Diagnostics and Municipal Prevention Plans using the methodology shared by the project. In response, the PRE-PAZ Director sent a letter to the CVPP on August 31, 201544 in which she had tasked Departmental Directors and Technical Promoters to develop Municipal Diagnostics and Municipal Prevention Plans in 18 municipalities. The table below provides the names of the municipalities.

Municipal Diagnostics and Municipal Prevention Plans To be Developed by PRE-PAZ Department Municipality Ahuachapán El Refugio Sonsonate Santa Ana El Congo La Libertad San Juan Opico Chalatenango Tejutla, Nueva Concepcion San Salvador Cabanas San Isidro Cuscatlán Monte San Juan Usulutan San Dionisio San Miguel Uluazapa, Chapeltique45 Morazán Osicala Intipuca, Anamoros, La Unión Yucuaiquin La Paz San Luis La Herradura

44 Letter can be found in the Annex section. 45 Chapeltique is being reconsidered as Component 1 has completed a Municipal Diagnostic and Municipal Prevention Plan for this municipality.

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

San Vicente San Esteban Catarina

3. Creating and Strengthening Municipal Prevention Committees

In January, Component 2 of the CVPP began to carry out an ambitious Municipal Prevention Committee Strengthening Plan. This effort included the hire of two consultants to support Component 2 in developing and carrying out the Strengthening Plan.

Upon completion of Municipal Prevention Plans, Component 1, also developed a five workshop, 40-hour, Municipal Prevention Committee Strengthening Plan that contemplates all 20 municipalities under the Component. The Plan includes training in the following key topics following important lines set forth in the National Strategy for Violence Prevention (acronym in Spanish ENPV):

 The Role of the Municipal Prevention Committee according to the National Strategy for Violence Prevention (ENPV);  Coordination between main actors of the ENPV;  Monitoring and Evaluation;  Communications; and  Updating and evaluating Municipal Diagnostics and Municipal Prevention Plans CVPP will include five key personnel from MPCs in each of the workshops, with each of the eight-hour workshops hosting an average of 35-40 participants (except for workshops in the western part of the country where participants from three municipalities are invited to attend). These participants include: Municipal Prevention Committee Coordinators, Municipal Council Members appointed to MPCs, and members of the MPC. The mayor will always be invited and encouraged to attend, but the project does not expect mayors to always be present.46

Last, the project handpicked a total of six (6) PRE-PAZ staff to assist project team members in training MPC participants. These six PRE-PAZ staff were chosen unanimously by Component 1 and represent staff who attended all seven workshops developed under the PRE-PAZ Technical Training Plan, were participative, and began to use the skills and knowledge transferred in other PRE-PAZ municipalities. Subsequently, the PRE-PAZ Director concurred with the project’s selection, and selected members have been participating in the validation of didactic materials and assisting Component staff during training sessions.

Workshops began in September and will end in January. The workshops will be carried out regionally and are broken down by the following manner.

46 It is important to note that project staff has been working since May 1 with new mayors to conform Municipal Prevention Committees. In a majority of Component municipalities, new MPCs are taking shape, and members of these new MPCs will be the beneficiaries of the workshops being implemented by the project.

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

Municipal Prevention Committee Strengthening Workshops Region Location Municipalities Number of Participants  Nahulingo West AGAPE,  Santa Catarina 15 Sonsonate Masahuat  Sonzacate

 Apastepeque  El Paisnal  Rosario de Mora  San Sebastian  San pedro 45 Central FEPADE, Perulapan Individuals spread across San Salvador  Santiago two event halls Texacuangos  Sensuntepeque  Santa Cruz Michapa  Suchitoto

 Chapeltique  Concepcion Batres  El Carmen  Jocoro 40 East Hotel Tropico Inn,  Jucuaran Individuals spread across San Miguel  Pasaquina two event halls  Puerto El Triunfo  San Francisco Gotera

The first workshop, The Role of the Municipal Prevention Committee according to the National Strategy for Violence Prevention (ENPV) was successfully carried out in September. In this first session, a total of 69 (45 men and 24 women) Municipal Prevention Committee staff underwent eight (8) hours of interactive training that included role play and games, discussion on who participates in the MPC, how it works, its main objective and functions, and structure.

Participants were continually reminded that the MPC’s main role is to Coordinate, Cooperate and Concentrate GOES and local institutions, NGOs, the private sector, and general population with the goal of promoting programs and activities to improve the quality of life for all citizens. 47 The project recognizes all MPC members have to be very conscious of this central tenet and work hard to integrate all its members, otherwise the MPC fails to work properly and renders poor results, disappointing both its participants and the population.

47 National Strategy for Violence Prevention (ENPV). 2014. Pg. 67.

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

This first workshop received positive feedback from its participants. As of the writing of this report, preparations were being made for the second workshop to be held at the end of October.

4. Additional Prevention Tools for Municipalities

In its effort to continue strengthening municipal capacity to implement crime and violence prevention programming, the CVPP developed Terms of Reference (TOR) to solicit proposals to implement two prevention tools at the municipal level. These tools include: Values Through Sports and Municipal Fundraising/Financing for Crime and Violence Prevention Projects.

Before the end of the Base Period, the project seeks to leave municipal employees with models for developing these two important tools, which will complement ongoing efforts under Municipal Prevention Plans, and provide a true vision for not only engaging youth through sports, but also for approaching GOES institutions, NGOs, international cooperation agencies, the private sector, and others to finance local initiatives. Both tools will come with a methodological guide and include training to ensure end users capture the essence of the methodologies and are capable of implementation at the municipal level.

As of the writing of this report, Terms of Reference for Values Through Sports and Municipal Fundraising/Financing for Crime and Violence Prevention Projects had been published, and an Evaluation Committee held to determine the winner of the first tool. The project is in the process of holding its Evaluation Committee to determine the winner of the second tool and expects to begin implementation of both tools by end of October.

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Sub-Activity 1.1 Indicator and Target Update

R.1. The GOES is able to establish and strengthen Municipal Crime and Violence Prevention Committees (MPCs) in at least twenty municipalities as outlined in the ENPV.

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

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

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

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

R.2. At least 50% to 60% of selected officials tied to the project in targeted Salvadoran municipal governments understand the goals and objectives of the ENPV.

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

RESULT TO DATE= 15.7% of municipal government officials understand the goals and objectives of the ENPV. For FY 2015, the total the objective is 40%. Under Components 1 and 2, a strengthening plan will be implemented during the FY 2015 to raise this percentage. The measure of this indicator will be next quarterly, after the training plan has been completed.

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

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

RESULT = the percentage to be achieved for the Base Period is 4.9%. This indicator will be measured during the evaluation at the end of the Base Period.

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

Since the beginning of this project, staff has worked hand-in-hand with the Ministry of Justice and Public Security and with PRE-PAZ leadership to discuss new law and policy ideas in the realm of crime and violence prevention. The project has assisted with the development of the PRE-PAZ Organic Law, and a review of the National Policy for Justice, Public Security and Social Coexistence. At the beginning of the reporting period, the project also began to provide technical assistance to the MJSP with the development of the National Quinquennial Prevention Plan (NQPP). This Plan was completed in May and has been awaiting approval by the national Subcommittee on Prevention.

1. Development of a National Quinquennial Prevention Plan (NQPP)

Late April, the project reviewed a draft of the National Quinquennial Prevention Plan (NQPP) developed by the consultants hired in December 2014. Several observations were made in conjunction with senior PRE-PAZ leadership, opening the way to a formal review of a final draft on May 4 with the Vice Minister of Justice and Public Security. The review went on for several hours and minor adjustments were recommended.

As basis for this important document, the project and its consultants reviewed data and reports that place the security situation as one of the country’s most pressing problems, a problem which stunts economic growth and hinders personal freedom. Numerous reports and articles from bonafied sources confirm that economically, the country’s security situation is preventing foreign investment from crossing the border. Robbery, theft and extortion also discourage business owners. Socially, families and the population at large face increased levels of crime and violence. And at the personal level, citizens experience a decrease in freedom to move regularly and in peace throughout their country, and decreased employment opportunities, which are few and far between.48 The final Plan version truly reflects an instrument that guides, prioritizes and coordinates the executive branch of government (GOES) as it strives to prevent crime and violence across the nation. The NQPP does not include every single action the GOES takes to prevent crime and violence, but does include the most important of all actions highlighted in the current administration’s National Quinquennial Plan, and uses the National Strategy for Violence Prevention and National Policy for Justice, Public Security and Social Coexistence, as tools to focus and organize key activities. Furthermore, the Plan proposes new and innovative strategies and actions for preventing crime and violence that have been successful in other Latin American and European countries. The NQPP asks that a National Citizen Security System be developed and led by the president. In theory, this will allow GOEs to manage processes, concepts and objectives under solid, central leadership. The Plan’s main objectives are highlighted in the below table.

48 National Quinquennial Prevention Plan (NQPP). May 2015.

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Strategic Objectives of the NQPP Objective 1: Coordinate and integrate institutions and their actions in the field through a National Crime Prevention System. Objective 2: Include youth between the ages of 12 and 18 in full time schools to protect adolescents from violence. Objective 3: Protect and strengthen families currently vulnerable, or at risk, in their care for adolescents. Objective 4: Strengthen local citizen and private-sector organization efforts to construct communities’ individual prevention efforts. Objective 5. Strengthen municipal government capacity to direct, integrate and coordinate all prevention actions derived from participating institutions. Objective 6: Focus on employment with special emphasis on women and youth. Objective 7: Transform public transportation and its various routes from dangerous spaces to secure spaces for drivers, passengers and bystanders. Objective 8: Transform cultural norms that encourage violence and discrimination against women by promoting public policies that study the root causes of this phenomenon; allowing for the development of new relationships based on equality and life free from violence for women. Objective 9: Closet the valve of deported citizens with criminal records that reproduce crime and violence by developing effective reinsertion programs.

The methodology for the Plan included interviews and focus groups with GOES leaders from the MJSP, the newly created National Citizen Security Council, Departmental Cabinets, Governors, Municipal Prevention Committees, mayors and international aid agencies.

From January to March, a total of four regional focus groups, which included 19 GOES ministries and agencies to seek their points and advice for the National Quinquennial Prevention Plan; and additional two meetings (one to discuss the work plan and another to discuss a draft of the Plan) with the Technical Prevention. The following ministries and agencies were included in focus groups:

1. Ministerio de Justicia y Seguridad Pública (MJP) 2. Ministerio de Educación (MINED) 3. Ministerio de Salud (MISAL) 4. Ministerio de Economía (MINEC) 5. Ministerio de Gobernación y Desarrollo Territorial (MIGODET) 6. Ministerio de Trabajo y Previsión Social (MTPS) 7. Secretaría Técnica de la Presidencia (STP) 8. Secretaría de la Cultura (SECULTURA) 9. Secretaría de Inclusión Social (SIS) 10. Policía Nacional Civil-Comunitaria (PNC)

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11. Ministerio de Relaciones Exteriores (MRREE) 12. Ministerio de Hacienda (MH) 13. Instituto de la Juventud (INJUVE) 14. Instituto Salvadoreño de Desarrollo Municipal (ISDEM) 15. Instituto Salvadoreño para el Desarrollo de la Mujer (ISDEMU) 16. Consejo Nacional de la Niñez y de la Adolescencia (CONNA) 17. Instituto Salvadoreño para El Desarrollo Integral de la Niñez y la Adolescencia (ISNA) 18. Instituto Nacional de los Deportes INDES 19. Fondo de Inversión Social para el Desarrollo (FISDL) According to the Minister of Justice and Public Security, he has yet to call a meeting of the Subcommittee on Prevention due to the attention being placed on the Plan El Salvador Seguro derived from the National Citizen Security Council (NCSC). This Plan is currently being touted by the president and Minister of Justice, and also being supported by this project in the municipality of Ciudad Delgado, as mentioned in the Executive Summary.

The Vice Minister expects to bring the National Quinquennial Prevention Plan for review and approval in the medium-term during a full Subcommittee on Prevention meeting with all pertinent Ministers and Vice Ministers. The complete plan, along with a full chronogram of activities from 2015-2019 can be found in the CVPP office.

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Sub-Activity 1.2 Indicator and Target Update

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

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

RESULT = 1 strategy, the ENPV, is being implemented. The National Quinquennial Prevention Plan which is awaiting launch by the GOES.

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3.2 Sub-Activity 1.3 Support Municipal Crime Prevention Observatories

The project´s observatory team continued to make strong contributions of El Salvador in the various municipalities where it has created and is strengthening municipal observatories. A total of 18 observatories are now under Component 1 assistance. Of this number, 13 have been created and five (5) strengthened. This overwhelming number of observatories for a staff of two project experts will soon receive a boost with assistance from a national university under grant, which will be charged with learning the established observatory methodology, providing observatories technical assistance, and sustaining the observatory effort long-term.

This past year, the observatory team has also contracted ARMONICO, a San Salvador-based IT company to develop an online Observatory Database, which will allow for georeferencing, ad-hoc reports and sharing of data among observatories. End users will also be able to access all observatory functions through smart phones. ARMONICO is expected to finish this new and innovative product in October 2015, and will shortly after be implemented across participating observatories.

Last, the observatory team focused all energy and attention on institutionalizing observatory methodology, procedures and best practices. To that end, the CVPP has had the following notable achievements:

 The CVPP Crime and Violence Methodological Guide has been completed.  By the numbers: o 31 and 15 Operations and Analysis Committees have taken place, respectively; and 5 Observatory Bulletins have been published. o 10 new Observatory Coordinators trained o 12 observatory initiative presentation made to GOES institutions to get buy-in support  The CVPP has improved overall municipal capacity to work with GOES institutions to collect important data sets on the variables being followed under the Crime and Violence Observatory. This is especially true with the PNC, Ministry of Health, local health units, Attorney General’s Office, and Institute of Legal Medicine who currently share information on teenage pregnancies, domestic violence, and sexual crimes.  The CVPP has begun collecting important data sets on risk factors and misdemeanors at the municipal level. The collection of these new data sets will enrich observatories and offer new variables for analysis and discussion.  Observatory Coordinators and alternates have become skillful in following established protocols, using local databases to store information, editing and finalizing data collection sheets, and promoting observatory information.  Members of Analysis Committees (GOES Representatives and municipal officials) are improving their ability to analyze data and develop more precise and focalized recommendations and proposals. During the reporting period, Analysis Committees have developed a total of 72 recommendations and proposals.

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o Municipalities of San Vicente and Usulutan passed an arms sales ban, the installation of public surveillance cameras, and placing community police shacks in priority areas.  GOES institutions coordinate specific actions resulting from Analysis Committee sessions.  The sharing of information and proposals between observatories and Municipal Prevention Committees and Municipal Councils has become more regular and fluid, allowing decision- making bodies to analyze information and make decisions.  All municipalities being assisted by the CVPP have provided spaces, computers and other equipment needed to manage observatories. A majority of observatory Coordinators are municipal employees, which helps integrate observatories into everyday municipal operations. 1.3.1 Develop methodology for establishing and strengthening Municipal Crime Prevention Observatories through CISALVA with USG support

1. Current State of Observatories and Methodology

During this reporting period, the two technical leads within the CVPP charged with managing the observatories initiative adjusted and finalized its observatory methodology. The team members took over sub-contractor CIALVA (whose contract was ended during the first quarter of 2015 for issues detailed in previous reports and explained to USAID in detail) and have had success in continuing the initiative.

Over the past year, project staff held numerous introductory meetings with new and reelected mayors and Municipal Prevention Committee Coordinators to explain CVPP’s observatory methodology and the benefits of creating an observatory. These meetings, in addition to technical working meetings and face-to-face trainings with observatory Coordinators, and Operations and Analysis Committee sessions, placed the project’s two-person team on the road on a daily basis. Full monthly activity reports can be found in the CVPP office.

Important meetings were also conducted with the Departmental Cabinet of San Vicente and with the new mayor of San Salvador. The former requested assistance in the development a department wide observatory. During the meeting, the representative of the Ministry of Education expressed his concern regarding the sharing of information of drop-outs (for fear of political use of the information). Apart from this objection, everyone else was supportive of the methodology presented. Next steps were left with the governor of the department, who has yet to call a subsequent meeting.

The meeting with the new mayor of San Salvador was necessary to continue the project’s objective to strengthen both the San Salvador and metropolitan observatory. The briefing with the mayor went well and the mayor gave the go-ahead to continue the project’s technical assistance and named a point of contact. During this meeting, the mayor was also advised to keep the San Salvador observatory close to his office as he is expected to lead Analysis Committee sessions on a quarterly basis. The mayor accepted the recommendation and to date the project has had several follow-up meeting with his designee to continue the work begun under his predecessor.

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Moreover, CVPP leadership, as well as observatory team, participated in USAID- INL visits to the municipalities of Usulután, Sonsonate and La Libertad. In the first two municipalities, Observatory Coordinators highlighted crime and violence trends using Analysis Committee Reports and answered questions from USAID and INL leadership present.

In the municipality of La Libertad, the project presented itself as it was tasked by USAID to assist this municipality in strengthening its observatory operations. The CVPP was successful in bringing together all GOES institutions needed to create the observatory, and held one Operations Committee session during the writing of this report (on October 9).

Observatory operations have also continued in Usulután under a new mayor, and under a reelected mayor in the municipality of Sonsonate where a network of five observatories function. Before the close of the Fiscal Year, technical meetings, Operations Committees and Analysis Committees took place in both municipalities.

Last, The CVPP also signed an important Letter of Intent with the National Civilian Police during the reporting period. This letter swill held the Observatory initiative in collecting datasets on homicides, robbery, theft, extortion, domestic violence and sexual crimes.

1. Observatories Created and Strengthened

The project worked in a total of 25 observatories during the reporting period (please see next table).49 New municipal observatories on the list include: Concepcion Batres, Ilobasco, La Libertad, Panchimalco, San Pedro Perulapan, Sensuntepeque, Sonzacate, Suchitoto, Tecoluca, and la Libertad.50

The below table provides an update on all new observatories created, those that are being strengthened by the project since FY 2014, and those still “in process” of being created or strengthened.

Observatories Created and Strengthened in FY 2014 and 2015

Component Component Created/ FY FY Municipality 1 2 Stregthened Status 2014 2015

1 Cojutepeque X Created X 2 La Unión X Created X 3 San Vicente X Created X 4 Usulután X Created X

49 Some observatories began technical assistance, but are still in process of either being created or strengthened. 50 The designation “created” is substantiated when an Observatory Coordinator and Alternate have been assigned, and has carried out its first Operations Committee with participating GOES institutions.

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Component Component Created/ FY FY Municipality 1 2 Stregthened Status 2014 2015

In Process 5 Conchagua X X To Create Created 6 San Pedro Perulapan X X

Created 7 Suchitoto X X

8 Sensuntepeque X Created X 9 Panchimalco X Created X 10 X Created X 11 Nahulingo X Created X San Antonio del 12 X Created X Monte In Process 13 Sonzacate X X to Create In Process 14 Tecoluca X to Create 15 Ilobasco Created X 16 Concepción Batres Created X In Process 17 Quezaltepeque X To Create In Process 18 La Libertad to X Strengthen In Process 19 Zacatecoluca N/A N/A to X Strengthen 20 San Salvador N/A N/A Strengthened X 21 Metropolitano* N/A N/A Strengthened X 22 Sonsonate N/A N/A Strengthened X In Process 23 Soyapango X to X Strengthen 24 Ciudad Delgado N/A N/A Strengthened X 25 Santa Ana N/A N/A Strengthened X * The Zacatecoluca observatory is being strengthened in response to request by the Vice Minister of Justice and Public Security. ** The municipality of Soyapango is on hold as the project awaits final confirmation via Letter of Intent to continue with the project.

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Of all the observatories mentioned, only one, Soyapango, is in a state of limbo. The municipality, which counts with a new mayor, has been undecided as to whether to continue with the CVPP.

To support all observatories being created and strengthened, the project has promoted, and been successful in the naming of 25 Observatory Coordinators (19) and Alternates (6) in municipalities for the entire list above51; and counts on the support of 138 GOES representatives, which allow observatories to function.

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

1. Continuing to work with National Civilian Police to collect observatory data

During the final six months of the reporting period, the project’s observatory team held two working sessions with staff from the PNC Operations and Services Center (acronym in Spanish COS) to fine-tune monthly data fields being returned to all observatories. The work included adjusting data templates to include adding “tourist location” under crime location; adding a number option to “weapon used” so observatories can have information on the number and types of weapons used during a crime incident; include information on victims from foreign countries; and having more narrative information on sexual crimes.

The CVPP’s Letter of Intent with the National Civilian Police continues to be of great assistance to all involved in the observatories. Moreover, the CVPP has also requested information from the COS regarding crime and homicide statistics for different communities under Component 2, and the COS has been happy to comply. Overall, the project applauds the PNCs involvement and dedication to this effort and hoped it will continue.

2. Continuing to Build Local Staff Capacity through Operations and Analysis Committees

The project continued to enjoy close working relationships with all GOES institutions that provide data to municipal observatories. During the reporting period, the PNC, IML, FGR, MINED, MINSAL, INJUVE, CONNA, ISNA, and in several observatories, the military, collaborated in monthly Operations Committees and quarterly Analysis Committees.

It is important to note that not all observatories held Operations and Analysis Committees. Of all 25 observatories, 13 newly created now have the technical conditions necessary to carry these out. This is an increase of 3 (Suchitoto, San Pedro Perulapan, and Concepcion Batres) since the last Quarterly Report submitted to USAID. An additional five (5) observatories under the strengthened column also have the same capacity. Finally, seven (7) observatories are still waiting to hold their initial Operations Committee; and one (1) observatory (in the municipality of Soyapango), which was originally under the strengthened

51 Not included in this count are observatories which have either changed or have yet to assign new Coordinators and Alternates. These municipalities include: Zacatecoluca, Santa Ana, Soyapango, Quezaltepeque, and Tecoluca.

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column, is now in process to be strengthened as the project awaits municipal word of a Letter of Intent to continue programming. This totals 25 observatories being treated by the CVPP. Please see the table in the previous page for a full layout of the projects observatories.

It is important to note that project staff had difficulty in making more observatories operational during the reporting period. Staff limitations, coupled with municipal elections, subsequent change in municipal leadership, and the national increase in homicides (especially in the May to August timeframe) caused GOES institutions more work, preventing these from presenting information/data, and from attending predetermined Operations and Analysis Committee sessions. One of the hardest hit by the homicide wave included The Institute of Legal Medicine, which held a press conference to protest of the lack of physical space, personnel and facilities to carry out autopsies. Other reasons also include mayors’ postponing or cancelling session for agenda reasons, and new Council Members assigned to manage observatories failed to support Observatory Coordinators and Alternates.

3. Update on Observatories Created and Strengthened

Below is a comprehensive breakdown of the status of all of the observatories being assisted by the project.

Observatories Created and in the process of being created

Cojutepeque

This observatory went through several changes during the reporting period that included change in Operations Committee procedures that had participants in uproar and working 16 hours per week. The procedures had been set in place by CISALVA. In addition, the Alternate Observatory Coordinator was tapped to become the Microsoft Academy Coordinator in April. His absence created additional work for the Observatory Coordinator that already had additional municipal responsibilities.

The project team met with the mayor and GOES representatives to solve these issues, and to ensure their continued participation in observatory processes. The CVPP also held an additional meeting with the new Municipal Council to explain the observatory initiative.

During the reporting period, this observatory held one (1) Operations Committee and three Analyses Committees. One Analysis Committee covered data sets for all 2014, a second for data sets for January- March 2015, and a final for the period covering March-June 2015. In addition, an Observatory Bulletin was developed and publicized via the municipal website.

During this time period, major recommendations from the Analysis Committee include:

 Focalizing municipal and GOES actions in the community of El Calvario where most municipal homicides have taken place.

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 Municipality working in conjunction with religious leaders to obtain data sets on domestic violence and to help raise awareness among congregations to report and reduce domestic violence  The municipality and observatory Work with the Ministry of Education to obtain desertion indicators and teen pregnancies.  The municipality and observatory work with CONNA to obtain data sets on violence affecting youth.  Implement the Ministry of Education’s Corredores Escolares Seguros.

San Vicente

During the reporting period, this observatory has held nine (9) Operations Committees and four (4) Analysis Committees; and five meetings with the mayor to coordinate a number of activities, which include:

 Launch of Observatory Bulletins  Administrative issues  Urban design plan  Observatory presentations for the Municipal Prevention Committee  Coordinating with the Departmental Cabinet

San Vicente´s Observatory incorporated two municipal ordinances: alcohol consumption in public and obstruction of public walkways; and two risk factors: teen pregnancy and school desertion, onto the list of crimes being tracked by the municipal observatory. Additionally, the observatory published two Observatory Bulletins, holding public events to publicize the information before community leaders, parents and students.

Analysis Committees held in San Vicente had several interesting findings, including Fridays being the day which has the most number of homicides. Additionally, domestic violence occurs most during Sundays. Reports of domestic violence have also increased, and the Committee believes this is due to a UNIMUJER office launch in March.

During this time period, major recommendations from the Analysis Committee include:

 Develop public campaigns via radio to promote the public reporting incidents of crime and violence. This includes placing awareness campaigns in banks’ closed circuit systems.  Improve coordination between the PNC and the Municipal Agents Corps (Cuerpo de Agentes Municipales, acronym in Spanish CAM).  Soliciting support from banks to allow the municipality to use banks’ video surveillance feeds in its own central emergency monitoring center to help assist when robberies, theft, and other crimes take place.  The National Council on Youth and Adolescents provide the Ministry of Health, PNC and Attorney General’s representative teenage pregnancy records.  That “threats against life” be followed by the observatory as these incidents can be prevented

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 Staff from the Attorney General’s Office train hospital staff on the Law for the Holistic Protection of Children and Adolescents (Ley de Proteccion Integral de la Ninez y la Adolescencia - acronym in Spanish LEPINA) to offer more protection for youth and raise awareness on hospital staff legal reporting responsibilities.  Recommendations were made to control and organize street vendors from neighboring municipalities, especially those who sell items next to the municipal market.  The PNC and CAM work together to prevent and control robbery, theft and injuries surrounding the hospital.

La Unión and Conchagua

This observatory held five (5) Operations Committee sessions and two (2) Analyses Committees during the reporting period.

Halfway through the reporting period, the PNC stopped delivering information to the observatory out of protest for the Municipal Prevention Committee Coordinator’s non response to observatory requests for meetings with the MPC. In response to the impasse, the observatory team met with the PNC and Observatory Coordinator. In addition, the project’s Chief of Party held a conversation with the mayor to discuss the importance of having the observatory participate in regular Municipal Prevention Committee meetings, and also mentioned the project’s overall poor opinion of the performance of the Municipal Prevention Committee Coordinator.

By May, the PNC was assured the MPC Coordinator would be closely involved with the observatory and schedule regular meetings between the observatory and MPC. Accordingly, an Operations Committees were held again with PNC participation. In addition, the Observatory Coordinator began presenting Analysis Committee and findings to the Municipal Prevention Committee.

During this time period, major recommendations from the Analysis Committee include:

 Work to develop a manner in which municipal and GOES representatives can report crimes without fear of reprisal.  Develop a municipal campaign to report robberies.  Develop a communications chain between communities and GOES/municipal institutions.  Implement and arms sales ban  Focalize GOES and municipal domestic violence efforts in the communities of Las Flores, Bella Vista, Sirama and Zacatillo island.  GOES and Municipal institutions work to prevent robbery in communities El Centro and Las Flores, especially on Mondays and Wednesdays between 09:00 am and 12:00 pm.  Increase PNC and armed forces patrols in the areas of Agua Caliente and Amapalita.

As for Conchagua, the municipality has assigned a Coordinator that has been trained by the project team and has attended one Operations Committee in La Unión to better understand how the observatory procedures work. As of the writing of this report, the project team and Coordinator were

43 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. working with GOES representatives to ensure the observatory received the data it needs to carry out Operations and Analysis Committees.

Usulután

The observatory team had several visits in this municipality. One with the Municipal Council, another with the Observatory Coordinator, and an additional meeting with staff from the INL office. As of the writing of this report, and during the reporting period, the observatory had four (4) Operations Committees and three (3) Analysis Committees.

During this time period, major recommendations from the Analysis Committee include:

 Develop municipal campaigns regarding sexual abuse and domestic violence in public schools and specifically to youth between the ages of 5 and 14.  Extend the arms sales ban begun in September 2014.  Develop municipal campaign against robbery, theft and extortion.  All GOES institutions manage each sexual abuse case according to guidelines set forth by the Ministry of Health.  Promote anonymous reporting with the help of local media outlets, this includes PNC and other GIES institutions not asking names or contact information during calls  Municipality leading the charge to promote communities and community leaders working with the PNC and other authorities to capture criminals.  Increased PNC patrols on Thursdays, the day in which most misdemeanors are committed.  Focalize GOES and municipal attention in communities with high domestic violence levels.

Panchimalco

Panchimalco is one of the newest observatories being managed by the project. During this reporting period, a total of five (5) Operations Committees one Analysis Committee took place. Meetings for this observatory took place in the Municipal Prevention Center, which was launched by this project earlier in the year. In addition, project staff held a meeting with the local Justice of Peace, who is actively participating in the observatory; and the CAM Chief who is providing data sets on misdemeanor offenses.

This first session was normal by all standards, and perhaps the Municipal Trustees opinion at the end of the session summarizes the gathering: data collection is weak and all GOES institutions present need to do a better job on supplying the Observatory Coordinator information. Additionally, the representative of the Ministry of Education said GOES institutions have to improve follow-up process after a crime takes place or is filed. PNC and CONNA representatives stated an awareness campaign is needed to inform citizens of their rights, their right to report crimes, and also provide information on how to follow-up on individual cases filed with authorities. By the fifth Operations Committee, none of this initial issues concerned participants, and the observatory was operating efficiently.

During this time period, major recommendations from the Analysis Committee include:

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 Strengthen cooperation and work between all GOES institutions participating in the municipal observatory.  GOES and municipal institutions should work together to streamline processes and make reporting less bureaucratic.  Develop municipal awareness campaigns to assist in reporting sexual crimes and domestic violence.

Other Newly Created Observatories

Over the course of the reporting period, observatory team members also visited mayors from the municipalities of: Tecoluca, Sensuntepeque, San Pedro Perulapan, Suchitoto, La Libertad, Acajutla, Concepcion Batres, and Ilobasco to explain the project’s observatory methodology, and to have Observatory Coordinators and Alternates named. All of these newly created observatories now have Coordinators and have also held their first Operations Committee (Ilobasco had its first successful Operations Committee as this report was being written). The reader(s) should understand it takes many sessions to get municipal buy-in for the observatory initiative. Buy-in is followed by the Coordinator and Alternate selection process and their training, followed by meetings with GOES institutions to ensure participation and data sharing, and holding session to tailor data collections sheets. All of these steps take place before the initial Operations Committees, which all of these newly created observatories have held.

Observatories strengthened and in the process of being strengthened

San Salvador and Metropolitan Observatories

During the reporting period, the project’s Deputy Chief of Party and observatory team held a meeting with the new mayor of San Salvador to introduce the observatory initiative. The mayor expressed interest in continuing to receive technical assistance from the project and named a new contact for the observatory.

As of the writing of this report, two meetings were held with the San Salvador mayor’s designee as Observatory Coordinator. The Coordinator received training from project staff to carry out his duties. As of the writing of this report, the project was pursuing a meeting between the project, the Coordinator, and participating GOES institutions to get institutional buy-in, establish protocols and hold the first Operations Committee.

The observatory team also held two long sessions with the Metropolitan Observatory Coordinator to review fields in data collection sheets, which were later submitted to the PNCs COS for monthly information gathering. Additionally, the Metropolitan Observatory Coordinator met with the CVPP team and ARMONICO (the company charged with developing a new Observatory Database) to work on items specific to the Metropolitan Observatory, which tracks data on 14 municipalities.

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

Ciudad Delgado

In Ciudad Delgado, the observatory team met with the Observatory Coordinator to restart programming. Moreover, a discussion was had regarding the assistance the municipality would be receiving under the National Citizen Security Council (NCSC) prevention plan, which would equate to funding for the observatory, and funding for several prevention strategies. The observatory team has also presented the observatory methodology to the Municipal Prevention Committee and worked with the Observatory Coordinator to hold a meeting with GOES representatives to ensure buy-in of the initiative. At the moment, the observatory team is encouraging the Observatory Coordinator to hold this meeting as soon as possible.

Quezaltepqeue, Santa Ana, and Soyapango

Work in these observatories was placed on hold as of the last reporting period, and movement continues to be slow.

In Quezaltepeque, the newly-sworn mayor was positive and named two members of the Municipal Council to be the municipality’s points of contact regarding the observatory. In July, project staff met with the two Council Members to discuss logistics and promote the naming of an Observatory Coordinator. To date, the municipality has not acted on naming a Coordinator. Observatory staff also waited as Component 2 of the project held a meeting with the mayor to measure his true interest in the project. In the coming quarter, the project team leading observatory assistance will approach the two Members of the Municipal Council once more to move forward.

In Santa Ana, the observatory team had a successful meeting with the new mayor and municipality’s General Manager who agreed to continue with assistance originally offered by the CVPP to strengthen its municipal observatory. Unfortunately, an administration issue resulted in a serious confrontation between municipal employees and the new municipal administration placing CVPP’s observatory efforts on hold.

In Soyapango, the observatory team is awaiting word from the mayor who has recently shown interest, but has yet to sign a Letter of Intent with the CVPP to continue programming. The observatory team will continue its efforts once the letter is signed.

Sonsonate

The regional observatory continues to serve the municipalities of: Acajutla, Nahulingo, San Antonio del Monte52 and Sonzacate. The observatory functioned normally during the reporting period, except for a suspension of activities during the elections period.

The Observatory Coordinator that manages this network remains employed by the mayor of Sonsonate who won reelection and this guaranteed the observatory’s technical continuity. The mayors of the

52 is no longer participating in the CVPP, but its observatory is very much still involved in the Greater Sonsonate Network and receiving technical assistance from the project.

46 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. municipalities of Acajutla and Sonzacate were not reelected, but its new mayors showed interest in the observatory initiative and have allowed its staff to participate in the Greater Sonsontate Observatory Network.

During the reporting period, the regional observatory held four Operations Committees and two Analysis Committees. Major recommendations from the Analysis Committee include:  Regulate the consumption of alcohol in the Sonsonate area as result of accidents and injuries caused by high alcohol consumption.  Develop an awareness campaign to stop false reporting and explain sanctions for doing so, especially for robberies.  Increase patrol sin the Paseo 15 de September area and community El Barrio in Sonsonate where most crimes take place.  Develop an awareness campaigns for drivers to not leave valuable items in cars to prevent robberies.  Place public lighting in different areas, including in the area surrounding the university, to prevent robbery and assaults.  Place surveillance cameras in key areas of the municipality as shown by the observatory georeferencing system.

Zacatecoluca

The CVPP is assisting this municipality with their observatory at the request of the Vice Minister of Justice and public Security (MJSP). The observatory team introduced the mayor and several other municipal officials to the observatory methodology, but the work that could have begun during the second quarter of the Fiscal Year was halted as the municipality failed to name an Observatory Coordinator. A coordinator was eventually named in June, but soon after the first work session between the new coordinator and the observatory team, the coordinator indicated he was busy with other responsibilities assigned to him by the municipality.

The observatory team informed the MJSP of this new development and is awaiting word from the Ministry to determine what steps to take next.

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

Creative’s Monitoring and Evaluation team, in conjunction with the Ministry of Justice and Public Security, will continue to discuss a potential initiative on a National Prevention Information System that will connect observatories to national and departmental information systems.

The project has come to understand that the Spanish Agency for International Cooperation has held conversations with the Vice Minister of Justice and Public Security to relate their interest in developing this system, and is willing to work in conjunction with the project to accomplish this monumental goal.

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

The project will continue to keep USAID appraised of all talks on this issue in the following quarterly report.

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

Sub-Activity 1.2 Indicator and Target Update

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

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

RESULT = 1 strategy, the ENPV, is being implemented. The National Quinquennial Prevention Plan which is awaiting launch by the GOES.

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

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

Component 2 has had another intense and productive reporting period launching nine (9) Municipal Prevention Centers and Outreach Center #76 in Usulután. The component also continued implementing prevention tools across 1253 municipalities, and devoted a great deal of time meeting with Municipal Prevention Committees, mayors, members of Municipal Councils, ADESCO leaders, Outreach Center Coordinators, and the many other municipal and community partners and counterparts to ensure the numerous activities under this Component are well coordinated and well attended.

Additionally, the project´s civil society partners continued implementing crime prevention initiatives tied to the Component´s 12 Municipal Crime Prevention Plans. These partners include:

 Fundación Pro-Educación de El Salvador (FUNPRES) and Fundación Iris, continues developing Municipal Conflict Resolution Units and community capabilities;  CESAL and Asociación Bambú, is strengthenening Children, Adolescents, Youth and Women’s Units;  CESAL and Fundación Innovaciones Educativas Centroamericanas (FIECA), is developing a community mentors program to help vulnerable youth;  The Universidad Dr. José Matías Delgado, is establishing municipal volunteer units;  The Comité Olímpico of El Salvador (COES), continues promoting values through sports;  Asociación Jóvenes Contra la Violencia El Salvador (AJCVES), is establishing 8 chapters in selected municipalities;  FUNDAMUNI, is strengthening ADESCOS capacities; and  Asociación Red Centros de Alcance (ARCDA), worked on strengthened Outreach Centers.  Asociación Bambu, just started carrying out domestic violence prevention.  FUNDASALVA, will start developing vulnerable youth resilience to combat the abuse and dependence on drugs.

Narratives on the work carried out by these NGOs are included throughout the document.

Some of the achievements for Component 2 during this reporting period include:

 Under Strategy 1, launched nine (9) Municipal Prevention Centers in the municipalities of: Conchagua, Cojutepeque, Ilobasco, La Unión, Nejapa, Panchimalco, Quezaltepeque, San Vicente, and Soyapango.  Under Strategy 1, launched seven (7) Municipal Vocational Training Centers in the municipalities of: Ilobasco, San Vicente, Conchagua, Tecoluca, Nejapa, Conjutepque, and La Unión.

53 The municipality of San Antonio del Monte was removed from Component after careful review by USAID and the Ministry of Justice and Public Security.

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

 Under Strategy 1 and grantee University Dr. Matias Delgado, 22 Angel Volunteers were certified, allowing 12 municipalities to begin preparations for the launch of 12 Municipal Volunteer Units.  Under Strategy 2 and grantee Comité Olímpico of El Salvador (COES), the Component held Sports Days in 11 municipalities, bringing together 5,605 (2,085 women and 3,520 women) youth and adults for a number of activities that included: soccer, table tennis, chess and other sports activities.  Under Strategy 2 and grantee Youth Against Violence Movement (YAVM), launched two (2) chapters in Quezaltepeque, and San Vicente.  Under Strategy 3, launched an additional 23 Outreach Centers during the year, the last, #76 for the CVPP, in the community of El Cocal in the municipality of Usulután.  Under Strategy 3, held a two-day National Outreach Center Coordinator Congress in alliance with Asoiciacion Red Centros de Alcance, hosting a total of 112 Outreach Centers. Coordinators from CVPP’s 74 Outreach Centers and 40 from previous USAID project Alianza Joven Regional attended the congress. Participants received and shared information on volunteerism, OC management, and OC sustainability.  Under Strategy 4, provided employment opportunities for 330 vulnerable youth during the reporting period.  Under Strategy 4, held two employment fairs hosting a total of 37 companies that presented 359 job openings to the 620 individuals (337 women 283 men) that attended these half-day fairs.  Under Strategy 4 and its Municipal Employment Facilitators, carried out employment orientation sessions with 1,913 (1,050 men and 861 women) vulnerable youth.  Under Strategy 5, held Exploratory Marches across 71 communities in 13 municipalities with more than 1,700 community members and leaders to identify public spaces in need of recovery.  Through a Public-Private Partnership with Fundatamarindo, began to establish Outreach Center #77 in the community of El Jaguey in the municipality of Conchagua.

During the final quarter of the reporting period, USAID decided to discontinue assistance to the municipality of San Antonio del Monte due to lack of political will and interest from the mayor and his senior team. The decision was based on months of meetings and conversations concluded between the MJSP, CVPP, USAID and municipal leadership. In the final outcome, it was in the best interest of the U.S. Government to suspend all activities in this municipality. A letter signed by the Minister of Justice and Public Security and the USAID Director for the Office of Democracy and Governance was delivered to the mayor of San Antonio del Monte.

During the reporting period, CVPP’s Chief of Party and Component Coordinator also held meetings with newly elected mayors and Municipal Councils in the municipalities of: Acajutla, Conchagua, Usulután, Soyapango, and Quezaltepeque. Mayors and leadership in Acajutla and Soyapango are the only to have shown decreased interest in the CVPP. These issues were brought to the attention of the CVPP’s COR, who in turn worked with Democracy and Governance leadership to solve these problems. As of the writing of this report, Soyapango had given the project green light to continue programming, but had yet to sign a Letter of Intent; and Acajutla showed increased interest, but was still traveling slow through the project’s activities calendar.

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

Sub-Activity 2.1: Selection of 13 municipalities and establishment of 13 new Municipal Crime and Violence Prevention Committees

The selection of 13 municipalities was completed in June 2014 using a number of criteria that included population size, number of homicides committed, proximity to other high-risk municipalities and political will of the mayor and Municipal Council to carry out project objectives.

Project staff is working with a total of 12 Municipal Prevention Committees (not including San Antonio del Monte) to restructure and strengthen their local capacity. Below, under Strategy 1: Creating Conditions for Sustainability - We are Able to Protect Ourselves - a narrative is included that showcases efforts undertaken to strengthen these 12 Municipal Prevention Committees.

It should also be noted that the Government El Salvador has requested USAID assistance with the Plan El Salvador Seguro derived from the National Citizen Security Council (NCSC). As of the close of this reporting period, Component 2 had presented this project, and its lines of action, to the mayor, Municipal Council and Municipal Prevention Committee of Ciudad Delgado.54 Some of the funds left over from San Antonio del Monte will be used to treat this new municipality.

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

During the reporting period, project personnel, including four FUNDAMUNI staff 55 imbedded in Component 2, worked tirelessly to address each of the activities described below.

1. Strategy 1: Creating Conditions for Sustainability - We are Able to Protect Ourselves

The following section denotes the work being carried out by a number of technical experts and NGOs to strengthen municipalities through a number of tools and programs that aim to strengthen Municipal Prevention Committees and ADESCO’s, develop and strengthen municipal units tied to assisting and empowering youth, women and adolescents, develop volunteerism units, create and promote Municipal Prevention Centers, and promote literacy and scholarships for vulnerable youth.

A total of 11 tools were designed to accomplish this. The below table highlights which of the tools under this Strategy are being implemented by the CVPP team or NGO partners. In the following pages, a narrative describes the work undertaken by these actors.

54 Ciudad Delgado is the first of several municipalities where the USG, through USAID, will work in collaboration with GOES to promote a wide gamut of prevention, employment, security and infrastructure projects to improve security. 55 This includes 3 municipal staff and the FUNDAMUNI Coordinator.

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Strategy 1 Prevention Tools Length of NGO Grantee Strategy Tool Grant Status Performance (if applicable) Period Approved and under MPCs and Municipal staff 1 implementation by N/A 11 months Strengthening CVPP Component 2 Under implementation 2 Municipal Observatories N/A Ongoing by CVPP Component 1

Under implementation 3 ADESCO Strengthening Awarded 12 months by FUNDAMUNI

Approved and under implementation by CVPP Component 2/In Municipal Prevention 4 the process of N/A 12 months Policies identifying and selecting consultants

Approved and under Municipal Prevention 5 implementation by N/A Ongoing Centers CVPP Component 2 Under implementation Development of Municipal by 6 Awarded 12 months Volunteerism Univ. José Matías Delgado Under implementation Development of Commuity in Zone 1 by CESAL 7 Awarded 15 months Mentoring and in Zone 2 by FIECA Under implementation in Zone 1 by Development of Conflict 8 Awarded FUNPRES and in 12 months Resolution Units Zone 2 by Fundación Iris Strengthening Children, Under implementation Adolescents, Youth and Awarded in Zone 1 by CESAL 9 12 months Women’s Units and in zone 2 by Bambu Proposal being Development of Literacy developed internally 10 N/A TBD Units jointly with the Ministry of Education

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

Length of NGO Grantee Strategy Tool Grant Status Performance (if applicable) Period Approved and under implementation by Consultants in the Revision of Municipal CVPP Component 2/In process of being 11 Scholarships the process of 9 months identified Policies identifying and selecting N/A consultants

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

Throughout the reporting period, eight (8) NGOs and a team of two (2) consultants continued to implement the strategies outlined in the above table.

With the help of Municipal Prevention Committees, Component staff also developed individual Municipal Prevention Committee Plans; and developed Terms of Reference for consultants to assist the project with the development of Municipal Prevention Policies for each municipality under this Component. Last, the project also began discussions with the Ministry of Education National Literacy Program to determine how to best formulate a proposal for Literacy Units across Component 2 municipalities.

Please note that the observatories tool is being carried out by Component 1.

Strengthening of Municipal Prevention Committees, key municipal Staff and ADESCOs

It is important to note that consultants and staff working on Strategy 1 developed an elaborate plan that will take 11 months to carry out in which MPCs and ADESCOs become strengthened through a series of eight (10) workshops. These workshops are began in December 2014 and was designed to train these entities on the inner workings and relationship between the ENPV, Municipal Diagnostics, Municipal Prevention Plans, gender considerations in prevention, monitoring and evaluation, and communications.

A total of 35 workshops were given over the course of this reporting period. The table below provides and update on the workshops that have been carried out to strengthen MPCs under this Strategy since its inception.

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

Workshops Received by MPCs and ADESCOs Date Workshop MPC ADESCO Participants Total Completed Municipal Prevention Committee Male Female 1 X X 12/2014 (MPC) Assessments56 138 116 254 2 National Strategy for Violence X X 2/19/2015 150 153 303 Prevention 3 Risk Factors and their relation to X X 3/19/2015 157 130 287 violence 4 CVPP Strategies and Tools X X 4/16/2015 176 131 307

5 Gender Equality in Prevention X X 5/21/2015 135 120 255 Creating Municipal Diagnostics 6 X X 6/18/2015 116 135 251

7 Creating Municipal Prevention Plans X 7/16/2015 138 129 267

8 Monitoring and Evaluation X 8/20/2015 132 133 265

9 Communicating Prevention X Ongoing 52 51 103

10 Organizational basics of a MPC X Not yet begun

11 Annual Operation Plan X Not yet begun

Total 1,194 1,098 2,292

Municipal Violence Prevention Centers Throughout the year, a total of nine (9) Municipal Violence Prevention Centers were launched in the municipalities of: Quezaltepeque, Soyapango, Panchimalco, Nejapa, San Vicente, la Unión, Conchagua, Ilobasco and Cojutepeque. The goal of each Center is to centralize and integrate crime and violence prevention activities among municipal actors; and provide citizens a “one-stop shop” for all related activities.

These Centers house a number of Units, which include: the Office of Municipal Prevention Committee Coordinator with a Board Room for meetings; the Conflict Resolution Unit; the Volunteers Unit; the Women Unit, the Youth, Adolescents and Children´s Unit; the Employment Unit; and in some cases the

56 This item has been completed by the project´s Strategy 1 lead.

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

Sports Unit. Posters and other visual items that describe CVPP´s 13 Risk Factors, six (6) Violence and Crime Prevention strategies. Names of the Units will be printed to decorate the walls of the Centers.

Municipal Violence Prevention Centers were very well received with many in attendance, including mayors, Municipal Councils, Municipal Prevention Committees, Outreach Center Coordinators and beneficiaries and other municipal stakeholders. The U.S. Ambassador also attended the launch of the Municipal Violence Prevention Center in La Unión, which was followed by a luncheon with the private sector, encouraging them to join forces with the CVPP, through the Estamos Con Vos initiative, to promote prevention models and tools throughout the project’s municipalities.

A status table of establishing the Municipal Violence Prevention Centers is presented below.

Municipal Crime Prevention Center Status Municipality Status 1 Quezaltepeque Launched 2 Ilobasco Launched 3 Acajutla Space identified and is being remodeled 4 Cojutepeque Launched 5 San Vicente Launched 6 Usulután Space identified and is being remodeled 7 Panchimalco Launched 8 Nejapa Launched 9 La Unión Launched 10 Conchagua Launched 11 Soyapango Launched 12 Tecoluca Mayor states he does not have financing for a specific site. Furniture and equipment originally destined for thus Municipal Prevention Center has been provided to the different Crime Prevention Units currently spread within the municipality.

Prevention Tools implemented by NGOs Under Grants During the reporting period, a total of eight (8) NGOs were awarded grants to implement this Strategy’s prevention tools. It is important to note that the election cycle affected the implementation of programming for the NGOs. After the election cycle was complete, NGOs begun program implementation, including municipalities where new mayors were being sworn-in. Below is a description of the work initiated by these NGOs.

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

Community Mentoring CVPPs Community mentoring program consists of training individuals at the community level to provide structured relationships of trust and confidence with youth to deliver orientation and advice on personal matters, guidance on personal development, build individual skills, and help in making right decisions to reduce vulnerability. CESAL During the reporting period, CESAL began its list of planned activities to develop mentoring programming at the community level in Zone 1 of Component 2, which consist of the municipalities of: Soyapango, Panchimalco, Nejapa, Quezalteoque, and Acajutla. To date, CESAL has strengthened and prepared a total of 128 (73 women and 55 men) mentors from these municipalities through eight (8) workshops. Many more mentors are yet to be trained to reach CESAL’s goal of 180, but logistical issues have interfered with programming. At the outset, CESAL projected training mentors at the municipal level, but security and financial issues (participants’ fear of crossing gang territory, and lack of financial resources to pay for transport to the municipal building) caused the NGO to hold training sessions at the community level. Training modules received by these new volunteers include:  Being a Mentor (1 workshops)  What a Mentor should Know (5 workshops)  Learning How to Become a Mentor (2 workshops) CESAL notes the important role of Outreach Center Coordinators throughout this process as they have not only opened Outreach Centers for trainings, but also recruited youth to participate in CESAL’s mentor program. Additionally, CESAL is making efforts to include more members of Municipal Prevention Committees as mentors. To date, there are a total of six.

In a final session, mentors from different communities were brought together for a graduation ceremony, wherein new mentors received a graduation diploma, T-shirt identifying them as mentors, and a manual and administrative workbook that will assist mentors in tracking the youth they will be serving throughout their communities.

At the end of the reporting period, the 128 mentors trained had developed relationships and provide advice to 162 (86 male and 76 female) vulnerable youth. CESAL continues with a goal of having each trained participant “protect” five vulnerable youth. Lastly, CESAL also informs the project that there are, in fact, more vulnerable youth being protected than mentioned in their reports. The difference in numbers arises from lack of reporting on the part of mentors. FIECA FIECA serves as the Strategy’s mentoring NGO for Zone 2 of Component 2, which consists of: Cojutepeque, Ilobasco, San Vicente, Tecoluca, Usulután, Conchagua and La Unión.

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

After visiting Municipal Prevention Committees, municipal officials, community leaders, public school directors to explain their methodology for developing a robust mentoring program at the municipal and community levels, the NGO registered a total of 228 (124 men and 104 women) mentors inscribed and currently undergoing 32 hours of training that include workshops on: mentoring, concept of a mentor, profile of the mentor, and slogans for developing mentors. Outreach Center Coordinators, once again, played a key role in identifying future mentors in municipalities being overseen by FIECA. The role of the Outreach Center Coordinator under CESAL and FIECA programming is key to ensuring good mentoring candidates are identified and trained. In the following quarter, FIECA plans to finalized trainings, and to having newly trained mentors work with youth within their communities. Strengthening Conflict Resolution Capabilities

Through this tool, the project seeks to contribute to the peaceful settlement of dispute at the municipal and community level by training municipal officials and community leaders on the wide number of methods used to settle conflict between individuals.

FUNPRES

FUNPRES continued implementing a number of activities to develop and strengthen Municipal Conflict Resolution Units in Zone 1 of the project. Zone 1 includes the municipalities of: Acajutla, Nejapa, Panchimalco, Quezaltepeque, and Soyapango. FUNPRES held workshops for key sectors of the municipality with a goal of having functioning Conflict Resolution Units in July.

The following workshops are being offered to the following population sectors:

 Alternate Conflict Resolution for Community Leaders – basic, and advanced (4 days total)  Culture of Peace for Community Leaders (1 day)  Alternate Conflict Resolution for Municipal Operators – basic and advanced (4 days)  Mediation for Municipal Operators (2 days)  Crisis Intervention for Municipal Operators (2 days) During the reporting period, FUNPRES began training and strengthening Municipal Conflict Resolution Units in Acajutla, Nejapa, Panchimalco, Quezaltepeque and Soyapango. Additional meetings were also conducted with municipal officials to cement training dates and locations.

The table below shows the cumulative number of individuals trained by FUNPRES.

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

Cumulative Workshops for Municipal Operators Alternate Conflict Resolution, Mediation, and Crisis Intervention Municipality Women Men Total

Acajutla 9 13 22

Nejapa 6 5 11 Panhimalco 6 12 16 Quezaltepeque 13 10 23 Soyapango 7 2 9 Total 47 36 83

Cumulative Workshops for Community Leaders Alternate Conflict Resolution, Mediation, and Crisis Intervention Municipality Women Men Total Acajutla 7 13 20 Nejapa 5 5 15 Panchimalco 4 6 16 Quezaltepeque 9 10 22 Soyapango 4 5 9 Total 29 53 82

At the end of the training process, all municipalities, with the exception of Acajuta and Panchimalco, appointed Conflict Resolution Unit Coordinators that had been trained by FUNPRES. These municipalities decided, instead, to name their own coordinators. Fundación IRIS Fundación IRIS continued its list of activities to develop and strengthen Municipal Conflict Resolution Units in Zone 2 of the project through its Citizenry United to Transform Conflicts (Ciudadanía Unidad para la Transformación de sus Conflictos in Spanish). The NGO targeted the municipalities of: Cojutepeque, Ilobasco, San Vicente, Toluca, Usulután, Conchagua and La Unión. Throughout the reporting period, Fundación IRIS completed Phases 1 and 2 of its plan – Raising Awareness for Peaceful Conflict Transformation, and Forming Agents of Peace – in the municipalities of Cojutepeque, Ilobasco, San Vicente, Tecoluca, Usulutan, La Unión and Conchagua. Between February and March, a total of 218 (124 men and 94 women) were trained under Phase 1 with each participant receiving eight (8) hours of training. And between April and May, a total of 137 (78 men and 59 women) received Phase 2, which included 24 hours of training. In this phase, community leaders received training on how to analyze and approach conflict at the community level.

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

In July and August, Phase 3 was initiated, training to date a total of 589 (344 men and 245 women)57. These 40-hour training sessions were broken down into five (5) individual sessions of eight hours to train participants on Mediation and the Peaceful Transformation of Community Conflict. These trainings ended on September 10 of the current year. Additionally, Fundación IRIS held eight-hour workshops in the municipalities of La Unión for 17 (8 men and 9 women) for members of Municipal Prevention Committees on managing differences between individuals; and for-hour trainings in the municipalities of Cojutepeque and Conchagua for 25 (12 men and 13 women) municipal officials on working together to solve conflict at the municipal and community level, and having different municipal units work in a holistic way to assist community members when they appear at the Conflict Resolution Unit for assistance. These workshops will continue as the quarter progresses with other municipalities under Fundación IRIS’s charge. Other work carried out by this foundation includes holding workshops with new Plural Municipal councils to encourage their participation in peaceful conflict resolution, and working with the Attorney General’s Office to identify cases in which they too can join to solve conflict amicably. Last, Fundación IRIS has enlisted the help of eight university volunteers to systematize municipal conflicts in the municipalities of La Unión, Conchagua and Usulután. This information will later be used by other municipal Conflict Resolution Units Coordinators to see how similar issues were resolved in partner municipalities. Fundación IRIS is also developing an awareness campaign that consists of posters, pamphlets, a virtual soap opera, theater piece, and musical group in public buses to educate citizens on the need to resolve conflict amicably and to seek the services provided by Conflict Resolution Units. Strengthening of the Municipal Women and Youth, Adolescents and Children Units CESAL CESAL continued its work to strengthen municipal Women and Youth, Adolescents and Children Units under Zone 1 of the project, which consists of: Acajutla, Nejapa, Panchimalco, Quezaltepeque, and Soyapango. Panchimalco is one only municipality from this group that in addition to a Women´s Unit, also has a Youth, Adolescents, and Children Unit. Specifically CESAL seeks to strengthen and expand these Units’ scope, bringing them closer to Municipal Prevention Committees and ensuring community members avail themselves of the services they offer. Most of the Units under CESAL treatment have only been recently created - the oldest was created in 2009, and the newest of the Units, in Quezaltepeque and Nejapa in November 2014 and January 2015, respectively. Additionally, CESAL staff continues to comment in their reports that all Women´s Units are marginalized and do not receive sufficient financing to fulfill their stated mission. During the reporting period, CESAL completed all Unit diagnostics begun in the second quarter, and also worked to improve Units’ work plans. Additionally, CESAL noted the following positives and negatives from diagnostics completed:

57 These numbers have not been scrubbed to avoid double-count.

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 In the municipality of Acajutla, four sessions were held in public schools to highlight the work of the Municipal Women and the Youth, Adolescents and Children Unit. In addition, 15 domestic abuse cases were referred to the PNC and CONNA.  In the municipality of Quezaltepeque, the Women and Youth, Adolescents and Children Unit reports no work with any individual from these groups.  In the municipality of Nejapa, the women and Youth, Adolescents and Children Unit reports no work with any individual from these groups.  In the municipality of Soyapango, the Women and Youth, Adolescents and Children Unit has held workshops on gender violence, sexually transmitted diseases and rights for 235 adolescents, women and youth; referred 50 domestic violence cases to pertinent authorities; and completed a workshop on gender violence with 25 participants.  In the municipality of Panchimalco, the Women and Youth, Adolescents and Children Unit is benefiting from the various tools being offered by this project, but has no set agenda of its own. In addition, the Unit lacks transportation, which prevents it from visiting the more than 28,000 women, youth and adolescents reported in the latest municipal census. In the third and fourth quarters, CESAL worked with eight (8) municipal representatives (7 women and 1 man) to develop unit work plans, unit position manuals, communications plans and risk maps. In the next quarter, the project expects CESAL to roll-out awareness campaigns and values-based festivals and events in public schools, Outreach Centers, communities, and homes. Additionally, CESAL will present risk maps plans to the Municipal Council and begin encouraging work between community and municipal leadership to improve conditions.

Asociación Bambú During the reporting period, Asociación Bambú was awarded a grant to strengthen municipal Women and Youth, Adolescents and Children Units under Zone 2 of the project, which consists of the following municipalities: Ilobasco, Cojutepeque, Tecoluca, San Vicente, Usulután, La Unión and Conchagua. Asociación Bambú staff traveled to all municipalities to present their program and activities chronogram to mayors, Municipal Councils, Women and Youth, Adolescents and Children Unit, members of the Municipal Prevention Committee, Youth Committees, and other interested parties. A total of 51 individuals (31 women and 20 men) attended these sessions. As the weeks progressed, Asociación Bambú also carried out Women and Youth, Adolescents and Children Units diagnostics to determine strengths, weaknesses and working conditions. A total of 25 individuals (15 women and 10 men) attended focus groups; 44 (22 women and 22 men) municipal and community leaders individuals participated in individual interviews; and 110 (54 women and 56 men) municipal officials, local Unit partners and women participated in a mapping session to determine areas of risk, and opportunities for women, youth, adolescents and children. In their quarterly, CESAL notes that while it was encouraging to have the participation of so many individuals, there are community leaders who are uninterested in prevention programming; there is also little to no coordination between municipal officials/actors and women, youth and adolescent unit; and there has been no effort to raise awareness on issues of gender, equality, and human rights.

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During the last quarter, CESAL held a number of workshops to: validate diagnostic finding; socialize risk maps and develop lines of action; develop and validate work plans; develop unit position manuals; develop communication plans; and hold meetings with Municipal Councils to validate all the items mentioned in this paragraph. Strengthening ADESCOs FUNDAMUNI During the third quarter of FY 2015, FUNDAMUNI was awarded a grant to strengthen 76 ADESCOs throughout 12 municipalities under Component 2. The central tenet of the proposal is to strengthen capacities and abilities of ADESCO members to ensure the proper functioning of ADESCOs and to guarantee efficient activity management at the community level. To accomplish this, FUNDAMUNI developed a total of four phases. In the first phase, FUNDAMUNI staff visited all 12 municipalities to meet with mayors, Members of Municipal Councils, ADESCO leaders, and members of Municipal Prevention Committees to present the project and highlight the chronograph developed by FUNDAMUNI to strengthen ADESCOs. During this process, FUNDAMUNI signed a total of 11 Letters of Intent with all municipalities, except Quezaltepeque. Additionally, FUNDAMUNI used these gatherings to three ADESCO representatives and two form the community to participate in phase 2, which contemplates diagnostics to assess ADESCOs. During phase 2, in which diagnostics took place, a total of 215 (79 women and 97 men) ADESCO leaders and community members from 7258 communities participated in focus groups arranged by FUNDAMUNI. These focus groups revealed that most have their legal status published in the national Diario Oficial, most are lacking a legal Municipal Agreement (by new municipal administrations) granting them ADESCO status, and a good number area lacking an official Acts Book, accounting book, and work plan. These diagnostics were validated with individual communities, paving the way for FUNDAMUNI’s third phase, which offers technical assistance. The third phase was begun during the last quarter of the reporting period. In this phase, workshops on five key aspects are being offered: legalizing ADESCOs, organizational structure and functioning of ADESCOs, administrative tools, project management, and communicating with the media. Below is a table highlighting the workshops that have taken place and attendance. Workshops Received by ADESCOs Date Workshop Participants Total Completed Organizational Structure and Male Female 1 10/4/2015 Functioning of ADESCOs 93 93 186 2 Legalizing ADESCOs 10/17/2015 82 77 159 3 Administrative tools Ongoing 39 43 82

58 All CVPP communities, minus those belonging to San Antonio del Monte and one community in Quezaltepeque that did not want to participate.

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Date Workshop Participants Total Completed 4 Project Management Not yet begun - - -

5 Communicating with the Media Not yet begun - - -

Total 214 213 427

A highlight of this tool includes municipal staff from the municipality in San Vicente, who have taken to duplicate FUNDAMUNI’s workshops to strengthen other ADESCOs. Municipal Crime and Violence Prevention strategies The CVPP is currently working to identify consultants for this important took, which will develop municipal crime and violence initiatives with support from Municipal Prevention Committees and Municipal councils. The project expects to inaugurate this tool in the following quarter. Strengthening Volunteers Units This tool has as a goal the development of Municipal Volunteer Units to encourage volunteerism and the participation of the general municipal population in crime and violence prevention activities. This process will both stimulate individual and group development, and involve the population in municipal activities. To carry out this tool, the project signed a grant agreement with The Universidad Dr. Jose Matias Delgado, which will be in charge of implementing this tool across all 12 project municipalities. To achieve this goal, the University and the project selected two municipal officials from each municipality to attend a week-long training seminar entitled Angel Volunteers. The course packet designed by the University, divided Angel Volunteers into five workshops that sought to achieve two main objectives. The first to provide participants with participatory and strategic approaches (taking into account municipal regulations and codes) to promote volunteerism. And the second, to develop and strengthen the capacities of participants to manage volunteer units. The five workshops placed heavy focus on the following items/issues: ● Concepts and scope of volunteering ● Principles and values ● Duties and rights ● Code of ethics for volunteers ● Volunteering and NGO'S: humanitarian and international assistance programs ● successful experiences in El Salvador: Volunteer Angels ● El Salvador Volunteer Act ● Human Resources ● Creating volunteer units at the municipal level ● Organization, participation and development ● Citizen Participation ● Coordination ● Gender equality and volunteering ● Community diagnostics to guide the work of volunteers ● Management skills for volunteering: Leadership, Assertive Communication, Teamwork, conflict resolution ● Key elements of the logical framework in the planning and operation of projects ● Monitoring and evaluation ● Project Proposal Graduates of this seminar had to work in teams and submit final products before graduation, which included: proposal to create a Volunteer Unit in participants’ municipalities; analysis of municipal

63 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. capacities and conditions that favor Volunteer Units; and a community diagnostic. A total of 22 individuals (10 men and 12 women)59 left highly motivated, and received graduation diplomas in September. The University will now provide follow-up top each of the participants graduated and assist in developing municipal Volunteer Units. Sub-Activity 2.3: Development of Youth Values and Identity

1. Strategy 2: Promotion of Youth values and Identity – I Love and Respect Myself

Strategy 2 staff spent the vast amount of time this quarter developing Proposals and Request for Applications (RFAs) for three tools under this Strategy. Additionally, Strategy leads worked alongside municipal stakeholders, the Culture Secretariat, and NGOs under this Strategy to coordinate meetings, trainings and other significant events during the quarter.

Moreover, Request for Applications (RFAs) for three of the tools under this strategy were completed published. RFAs included: the Domestic Violence Prevention Program, Drug Prevention Program, and Youth Alcohol Abuse Program.

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

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

Challenge of Dreaming My Life Zone 1, 2, 3: Awarded FUNPRES 11 months

Awarded. USAID Creative Paths-Basic Skills approving proposed N/A 11 months consultants Awarded, In the process of N/A Youth Clubs 11 months signing grant agreement Youth Against Violence Youth Against Violence Chapters Awarded Movement 12 months El Salvador (YAVM/ES) Youth Philharmonics Awarded. Municipalities in Ongoing the process of establishing Municipalities

59 Only one representative from the municipalities of Pachimalco and Usulutan participated.

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Length of NGO Grantee Strategy Tool Grant Status Performance (if applicable) Period training sites and identifying music teachers

Domestic Violence Prevention Asociación Awarded 10 months Program Bambú

Drug Prevention Program Awarded FUNDASALVA 11 months Youth Alcohol Abuse Program Awarded FUNDASALVA 11 months

It should be noted that this report does not contain information on the following tools: Creative Paths, the Drug Prevention Program and the Youth alcohol Abuse Program. The first has yet to receive approval for the consultants that will carry out the program; the second begins programming in October; and the third has yet to be signed.

Activities Carried Out by NGOs Under Grant

Establishment of Youth Movement Against Violence Municipal Chapters

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

The Youth Against Violence Movement (YAVM/ES) is currently developing eight local movement chapters, encouraging youth leadership in preventing crime and violence, influencing local policies and establishing municipal crime prevention initiatives. This initiative is working in the municipalities of: Quezaltepeque, San Vicente, Ilobasco, Soyapango, Cojutepeque, Tecoluca, Usulután and Santa Ana.

During the reporting period, YAVM/ES continued implementing its Me Activo, Los Buenos Somos Mas program with a goal of creating a total of eight (8) municipal chapters which will allow youth from different sectors – universities, public schools, Churches, Outreach Centers, NGOs, to come together, forge relationships and develop proposals to combat violence within their communities. By FY 2015 end, chapters in the municipalities of Quezaltepeque and San Vicente had been launched, and organized six municipal leadership teams in al municipalities, expect Cojutepeque and Ilobasco, and carried out a total of six workshops on the following issues, and with the following total participation:

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

YAVM/ES Workshops and Participants Workshop Men Women Total Developing a municipal 16 12 28 Chapter History of YAVM/ES 75 45 120 Political Incidence and 68 63 131 Participative Democracy Resource Development 63 52 115 Administration Alliances and 96 55 151 Membership Communications 95 45 140 Totals 413 272 685

In addition, there have been follow-up meetings on a weekly basis to ensure members are in sync and able to follow-through on planned activities. In addition, YAVM/ES team members held an impactful event in the municipality of Cojutepeque for students from public schools in order to promote interest in the youth movement. The event included a session on the project’s 13 risk factors and featured a number of coffins that, when opened, contained a mirror through the glass. The message of students: prevention is key, or you may be next.

The Movement also began to train five volunteers so they may begin to develop new programs that can be of use to the entire YAVM/ES network; and began to develop alliances with the Instituto Nacional de la Juventus (INJUVE) and World Vision.

During the last quarter YAVM/ES had some management and personnel issues affecting implementation. By the end of the quarter they have overcome the administrative situation, elected a new board and move forward.

Building Values through Sports

Comité Olímpico de El Salvador (COES)

In March, Comité Olímpico El Salvador (COES) began its values through sports program by visiting a total of 9 (9) municipalities to introduce their program and methodology. These municipalities included: Soyapango, Panchimalco, Cojutepeque, Ilobasco, San Vicente, Tecoluca, Usulutan, Conchagua and La Unión. Shortly after, follow-up visits were scheduled to carry out Municipal Diagnostics for Sports and Recreational Needs. These diagnostics were completed with the help of 223 individuals (157 men and 66 women) from all 12 municipalities. These diagnostics assisted the COES in identifying the various needs the population has in regards to physical and recreational activities. Areas studied included: municipal organizational structure related to sports, sports facilities, sports equipment, human and financial resources available, calendar of sports activities, and the population to be serviced.

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At the center of COES´s methodology is the use of the Manual del Programa de Educación en Valores Olímpicos - PEVO (Manual for Education on Olympic Values), which seeks to promote Olympic values at the municipal level: happiness through effort, clean play, respect, excellence, equilibrium in mind and body, and a willingness to assist community members and promote social harmony. To implement these values, the COES has five work components, which are carried out in the following sequence:

 Municipal Diagnostics for Sports and Recreational Needs carried out to identify areas of opportunity  Sports Direction Course is provided for eligible municipal and community leaders who will convene and carry out sports activities  Olympic Days for Communities to raise awareness of efforts being taken under the program  Community Sports Programs through Sports Clubs carried out  Follow-up to ensure all planned activities are taken

Upon completion of diagnostics, a total of 221 (168 men and 53 women) individuals were identified from the 12 municipalities that had undergone diagnostics for day Sports Direction course, with a goal of training participants to develop Sports Clubs in each one of the project´s communities. Participants underwent training on: planning, budgeting, human resources, clean play, and communications; how to arrange chess matches, tennis matches, kids’ athletics, and other sports games. Finally Participants were coached on creating Sports Clubs and how to create and manage a community Sports Club Board.

Additionally, COES, in conjunction with local leaders, held Sports Promotion Days. The goal of this event was to:

 Promote sports activity among youth, women and children to maintain a healthy mind and body;  Live Olympic values inside your communities and in municipal facilities;  Call on community leaders to live and promote Olympic values; and  To promote sports activity among women/girls and the disabled

Last, COES held Sports Days in 1160 project municipalities, counting on the support of a total of 5,605 individuals (2,085 women and 3,520 men) who played soccer, table tennis, chess and other sports.

Overall, COES has received a warm welcome from the municipalities it is currently serving from this project. There have been logistical issues and others related to programming, but for the most part, all has been resolved and the programming continues. In the following quarter, COES plans to continue with planned activities by bring popular sports players to municipalities and communities to encourage sports activity.

60 Sports Day is being planned for the municipality of Cojutepeque.

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Challenge of Dreaming My Life

FUNPRES

The Challenge of Dreaming My Life was designed to assist youth in developing life plans, and to train municipal officials, Faith-Based Organizations and ADESCOs to accompany and help youth in achieving goals. In the third quarter, FUNPRES was awarded a grant to “construct lives through the Challenge of Dreaming My Life” program. During the reporting period, FUNPRES staff spent a great deal of time with project personnel reviewing training plans, didactic materials, execution timelines, and updating the Challenge of Dreaming My Life training manual and workbook. The latter will be used by all program participants.

After this administrative phase, FUNPRES traveled to nine (9) project municipalities to introduce themselves to Municipal Prevention Committees and other interested parties. A total of 299 individuals (137 women and 162 men) attended these meetings. FUNPRES then began holding community visits in which community facilitators were recruited to carry out the actual program.

By the end of the reporting period, More than 500 individuals had expressed interest in this tool throughout the nine municipalities. Of that number, 215 (114 men and 101 women) began receiving facilitator training from the municipalities of: Quezaltepeque, Acajutla, Nejapa, Soyapango, Panchimalco, La Unión, Conchagua, Usulutan and San Vicente. These four-hour trainings focused on self-esteem and knowledge of self. Future training topics will include: resilience, leadership, and a comprehensive workshop on The Challenge of Dreaming My Life. Also during the quarter, Challenge of Dreaming My Life manuals were created, edited, approved and turned into Prensa Gráfica, which will print 10,000 copies of this manual for use by program participants.

In the next quarter, FUNPRES will also continue to motivate community leaders and local youth from the municipalities of Cojutepeque, Ilobasco, and Tecoluca.

Opportunities for Positive Association and Identity

JovenClubs (YouthClubs)

Throughout the reporting period, the project lead on this prevention tool received a total of 76 YouthClub proposals from community youth groups61 who filled out a four-page questionnaire that asks them what they would like to name their community YouthClub (i.e. Batuzamba for Batucadas; Teatro de Sombras for a youth theater club; Skate Revels62 for a youth skating group; and Clan Pez for a youth swimming club; includes their logo design; propose values they will exercise through the club´s activity (some of these include respect, honesty, tolerance, etc.); and define activities they plan to carry out in support of municipally sanctioned or Outreach Center sanctioned activities. Additionally, the questionnaire asks

61 Youth Groups are comprised of a minimum of 10 youth. 62 “Revels” is a Spanglish play on “Rebels” by community youth.

68 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. how they seek to raise funds for to allow the YouthClub to remain open and is a viable alternative for other interested individuals.

During the reporting period, the Strategy lead developed and submitted to USAID a total of 69 Municipal YouthClub proposals, paving the way for the launching of a total of 69 YouthClubs. All grants were approved and CVPP is getting ready to train and establish YouthClubs Clubs next quarter.

Below is a tally table of the number of youth that are actively participating in the development of YouthClubs’ in all 12 municipalities.63

Participant Tally for YouthClubs Municipality Participants Men Women 1 Acajutla 40 14 2 Nejapa 31 16 3 Quezaltepeque 52 11 4 Soyapango 52 23 5 Panchimalco 49 40 6 San Vicente 63 18 7 Tecoluca 57 22 8 Usulután 61 28 9 La Unión 76 12 10 Conchagua 65 39 11 Cojutepeque 61 51 12 Ilobasco 32 41 Total 639 315

At the end of the reporting period, and in order to provide guidance to beneficiaries that will form part of YouthClubs, the project was preparing a number of workshops with YouthClubs to focus participants’ goals and energy.

The workshops, called Compass workshops, are designed to create Vision, Mission, Values, rules and work plans aimed at creating a better community environment that can kick-start positive leadership and help counteract risk factors at the community level. Specifically, these workshops are designed to develop the identity of all YouthClubs. The workshops are short, personal and motivational, and work on fundamental concepts that include: What it is an agent of change?, and What is a leader?

The end product will be a work plan in which youth can trace a route for all actions they must take to achieve objectives in their community and municipality, and to attract the attention of other like- minded youth who will also be willing to work on crime and violence prevention at the community and municipal level.

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

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Collective Practice of Music

Youth Philharmonics, Chord Ensembles and Choral Groups

This tool foresees the development of 10 youth philharmonics, and two chord ensembles and choral groups. During the reporting period, the Secretariat of Culture held a workshop on instrument repair for 4 participants (all male) from the municipalities of San Vicente, Quezaltepeque, Usulután and Acajutla.

Additionally, all 10 philharmonic proposals were approved by USAID, giving the project and municipalities green light to purchase musical equipment and open spaces for rehearsals. These municipalities include: Acajutla, Cojutepeque, Nejapa, Panchimalco, San Vicente, Soyapango, Quezaltepeque, La Unión, Usulután and Cojutepeque. To date, only Tecoluca, Panchimalco and Quezaltepeque have either shown little interest or have not identifies spaces to house philharmonics and ensembles.

During the reporting period, the project began delivering musical instruments to the municipalities of Tecoluca and Nejapa. Additionally, the Strategy lead, along with the Secretariat of Culture also began to interview potential philharmonic teachers. A total of 30 interviews took place. In the end, the municipalities of Conchagua, La Unión, Ilobasco, Soyapango, Nejapa, and Acajutla have hired music teachers and philharmonic administrators. In these municipalities, music classes will begin in October. In remaining municipalities, spaces are still being prepared and auditions being held to begin forming philharmonics, chord ensembles and chorus groups.

Domestic Violence Prevention Program

This program was begun in September and is being implemented by Asociación Bambú. The program seeks to strengthen Women/Gender Units, and municipal Prevention Committee representatives to reduce domestic violence across six municipalities, that include: Ilobasco, San Vicente, Tecoluca, Usulutan, La Unión, and Conchagua.

At the close of the reporting period, Asociación Bambú held introductory meetings with 25 municipal officials and members of MPCs (22 women and 3 men) to introduce the program and its chronogram. The Asociación also presented the program to Municipal Councils in the municipalities of San Vicente and Tecoluca with a total of 28 Councilmembers (9 women and 19 men).

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

1. Strategy 3 – Development of For My neighborhood Outreach Centers – My Second Home

Throughout the reporting period, 23 additional Outreach Center (OCs) were launched bringing the total number of OCs to 76. Two (2) OCs are due for launch in FY 2016. One in the municipality of Soyapango (the mayor has not made a decision on its location), and a second in the community of Jaguey in the municipality of Conchagua where a Public-Private Partnership with Fundatamarindo has yielded an additional OC.

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Over the year, several steps had to be taken to ensure the proper implementation of Outreach Centers. These steps included:

 Socializing the OC methodology, holding meetings with municipal officials, community groups, and Faith-Based Organizations, and providing application forms to all interested parties;  Draft proposals and budgets for the implementation of each OC;  Identify community spaces for OCs;  Selection and training of OC Coordinators;  Submission of OC proposals and budgets to USAID for approval;  Signing of agreements between the CVPP, mayors, ADESCOs and Faith-Based Organizations;  Preparing and furnishing OC spaces; and  Inauguration.

Post-inauguration, the project team held numerous follow-up meetings with OC Coordinators, Municipal Prevention Committees, ADESCOs and Faith-based Organizations; and also monitored Outreach Centers individually to analyze results, compile experiences and share recommendations to improve OC operations. Follow-up meetings included conversations and technical assistance to ensure activities were taking place and being carried out in accordance with established methodology.

The updated table below highlights the total number of Outreach Centers launched, and their inauguration dates.

Outreach Center Launches and Totals Municipality Number of OCs Launch Dates 1 Cojutepeque 7 July 22, 2014 2 Tecoluca 6 July 24, 2014 3 Usulután 8 August 5, 2014/April 2015 4 San Vicente 7 August 20, 2014/March 1, 2014 5 Ilobasco 7 August 22, 2014 6 Conchagua 7 August 28, 2014/October15, 2014 7 Quezaltepeque 6 September 18, 2014/November 12, 2014 8 Nejapa 4 September 25, 2014 9 Panchimalco 6 September 30, 2014 10 Acajutla 5 October 2, 2014 11 San Antonio del 1 October 2, 2014 Monte 12 La Unión 7 October 16, 2014 13 Soyapango 5 November 18, 2014/December 10, 2014 TOTAL 76

One Outreach Center remains to be launched with CVPP financing:

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 The municipality of Soyapango has yet to define where to place its last OC under this project. This decision will not be made until after Soyapango confirms interest and commitment with CVPP support. All in all, Outreach Centers are functioning in the manner originally designed and intended by the project. Imperfections and all other issues (technical, financial or political) that arise are being managed by the project´s capable team, in conjunction with municipal authorities and community and Faith-Based Organization leaders. Throughout the year, Strategy leads and the project’s Monitoring and Evaluation team visited Outreach Centers to ensure they’re functioning properly, developing activities as previously planned, managing problems, fundraising and providing a wholesome and friendly environment. Outreach Center Coordinators, ADESCO representatives and a Faith-Based organization representatives are all invited to these meetings. These visits are also used to monitor Outreach Center Coordinator performance and how he/she manages operations.

Outreach Centers have reached a total of 9,463 beneficiaries and boast 695 volunteers.64 This quarter, beneficiaries and volunteers spent time on a full buffet of activities and classes that include: computer courses; English classes; music (instruction on singing as playing instruments, including the flute, guitar, bass and flute); activities that center on values and morals; after school tutoring; art/painting, and ceramics; dance, Zumba; and cosmetology. Additionally, and through other Component 2 Strategies, beneficiaries are being included and are joining Basic External Sales Courses for employment with Claro, employment orientation sessions, YouthClubs, Microsoft Academies, Challenge of Dreaming My Life workshops, philharmonics, and also have access to mentors.

Of the beneficiaries noted above, 84 (48 men and 36 women) have some sort of mental or physical condition that precludes them from living a normal life. These conditions include: blindness, deafness, and an inability to speak or walk. Additionally, there are special cases of vulnerable youth who make use of OCs and in the process give others encouragement and renewed spirit. These special cases include youth with attention deficit disorders, learning disabilities, and terminal diseases like leukemia.

The below table provides the total number of beneficiaries and volunteers per municipality, broken down by sex.

Outreach Center Beneficiaries and Volunteers (CVPP and ARCDA) Male Female Male Female Municipality Beneficiaries Beneficiaries Volunteers Volunteers 249 175 11 8 Acajutla 378 240 40 14 Cojutepeque 685 389 30 21 Conchagua 459 335 41 24 Ilobasco

64 The previous report showed a total of 8,289 Outreach Center beneficiaries and 657 volunteers. The last quarter of FY 2015 show an increase in both.

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Male Female Male Female Municipality Beneficiaries Beneficiaries Volunteers Volunteers 407 185 30 20 La unión 211 179 10 17 Nejapa 178 108 7 4 Panchimalco 160 50 13 12 Quezaltepeque San antonio del 82 20 3 1 monte 412 170 35 6 San vicente 174 139 24 15 Soyapango 346 206 18 11 Tecoluca 602 364 51 20 Usulután Arcda 1,645 915 138 71

Total 5,988 3,475 451 244 TOTAL: 9,463 TOTAL: 695

The Asociación Red Centros de Alcance (ARCDA) reports a total of 2,560 beneficiaries (1,645 men and 915 women), and 209 volunteers (138 men, 71 women).

It is important to note that while most all OCs function as intended by the project, a few Outreach Center Coordinators have left their post, especially in municipalities where new mayors were elected. In other cases, certain OCs are being battered by the rise in crime, making beneficiaries less likely to participate in OC activities. Last, the project maintains a watchful eye on Outreach Centers Coordinators, and is quick to provide assistance and help coordinators when challenging situations arise internally with beneficiaries or with OC partners.

2. Outreach Center Coordinators, Volunteers and Beneficiaries Trained Through Public Private Partnerships

Throughout the quarter, a number of Outreach Center Coordinators, volunteers and beneficiaries benefited through courses offered through Public-Private Partnerships. Below are some of the

 Microsoft trained a total of 108 Outreach Center Coordinators (70 men and 38 women) in the use of Microsoft Office 365. Participants received training on how to use Word, Excel, Power Point, email, calendar, and Cloud, allowing them to be more technologically savvy and more proficient when assisting OC volunteers and beneficiaries. Participants came from the municipalities of: Acajutla, San Antonio del Monte, Panchimalco, Soyapango, San Vicente,

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Tecoluca, Cojutepeque, Ilobasco, Usulután, La Unión and Conchagua. An additional training for 10 new OC Coordinators is being planned for the next quarter.

Additionally, Microsoft registered The Asociación Red Centros de Alcance, which now has available to all its members, including the CVPP, 10,000 cloud accounts.

 Through Unicomer, a total of 30 “Positive Leadership” courses (in a period of eight (8) months through five sessions) were carried out to benefit 184 (115 men and 69 women) Outreach Center Coordinators and volunteers from the municipalities of: Quezaltepeque, Soyapango, Panchimalco, Cojutepeque, Ilobasco, San Vicente, Tecoluca, Usulutan, Conchagua, and La Unión. Of this total number 145 graduated. Participants learned self-awareness, how to establish strong bonds, were provided with tools to confront life in a positive way, and were handed copies of Sean Covey’s 7 habits of Highly Effective Teens.

 Through Claro, a total of 32 Outreach Centers now count on Internet service provided through the Claro PPP. As Claro wasn’t able to install Internet in the remaining OCs, CVPP decided to move forward and contract Internet services from other providers. By the end of the last quarter, CVPP had provided Internet service to an additional 22 OCs, for a total of 54 OCs with Internet service that also use the project’s online database to report OC statistics.

 Through ALMAPAC, Outreach Centers in the communities of Acaxual and San Julian in the municipality of Acajutla received donations of 10 computers with office Professional 2013 licenses, webcams, desks for computers, projectors, and other related equipment.

In addition, ALMAPAC provided a total of four (4) courses for beneficiaries of the two OCs mentioned in the previous paragraph. These included courses on: welding, residential electric engineering, music and use of AutoCAD software for architectural drawings. A total of 30 (all men) OC beneficiaries took advantage of these courses from the months of November 2014 of February 2015. A total of 152 ALMAPAC employees volunteered hours of their time to carry put these courses.

Last, ALMAPAC held Christmas events in both OCs, benefitting a total of 60 individuals, including beneficiaries and their parents.

 Through FUNDATAMARINDO, two OCs in the municipality of Conchagua will receive assistance. The first OC, La Metaza, has already received materials for workshops; and the second, Jaguey, will receive all necessary equipment once the municipality completes renovating the space which will be used to house this new OC.

FUNDATAMARINDO will also provide volunteers for activities and host Christmas celebration sin both of these OCs.

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 Through CETEC, 152 OC volunteers from 13 municipalities will receive a diploma in Microsoft Office via 24 sessions totaling 94 hours. This service will begin during the second quarter of 2016.

3. Outreach Center Network (ARCDA)

During the reporting period, the Outreach Center Network (ARCDA) (a sub-grantee of the CVPP) continued follow-up activities with the municipalities of Chalchuapa, Colón, El Congo, Santa Ana, , and Soyapango; and sought to develop a new relationship with Outreach Centers in the municipality of El Congo.

One of the most important events for ARCDA during the reporting period was the Outreach Center Coordinators Congress where a total of 112 Outreach Center Coordinators – old and new – were present to train a new generation of Outreach Center Coordinators on the management, challenges and sustainability of an Outreach Center (OC). Mayors from the municipalities of Cojutepeque and San Vicente, as well as most Municipal Prevention Committee Coordinators from partner municipalities attended the opening ceremony.

Over two and a half days, project staff, accompanied by Asociación Red Centros de Alcance, and 39 Outreach Center Coordinators from previous USAID project Alianza Joven Regional, made presentations, held forums teambuilding and self-reflection exercises that motivated coordinators and transferred the OC DNA to all new coordinators. An array of issues were discussed during the congress:

Managing relationships with mayors´ offices and other supporting NGOs, and religious organizations; dealing with gangs; attracting youth to join OCs; maintaining a lively, educational, and creative experience present in the OC; how to mentor youth and volunteers; administering financial resources; and finally, developing a business plan65 to sustain OCs long-term.

ARCDA also participated as signatories to Public-Private Partnerships with Grupo Agrisal, The Red Cross, INSAFORP, Secretariat of Culture, La Prensa Gráfica, Unicomer, Grupo del faro, FUNDATAMARINDO, and CETEC.

During the reporting period, ARCDA also held one national assembly to elect a Board of Directors; and worked on program close-out activities. Additionally, ARCDA had difficulty developing a new proposal to be considered for additional CVPP funding. Several efforts were made by the CVPP to provide feedback and advice, but as of the writing of this report, no progress was made. Currently, ARCDA is functioning without project financing and continuing with preplanned activities.

4. Update on Outreach Centers by Municipality

Below is a synopsis of Outreach Center activities by municipality.

65 A Business Plan refers to small items like selling soft drinks or pupusas in or at the entrance of the OC to provide funds for the OC; or charging for the use of the gym facility. Beneficiaries will never be charged a fee to enter an OC. A business plan refers, rather, to small-scale sales that can be made to provide the OC with additional financial resources.

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Acajutla

Five Outreach Centers are currently operating in this municipality. Outreach Centers in the communities Acaxual, San Julian, Balastrera and Jardines de la Nueva Nueva were the latest to be inaugurated on October 2, 2014.

The Municipality and MPC remain committed and have empowered all OCs by providing resources and support for workshops, retreats, and celebrations. All OC Coordinators have developed a capacity to implement CVPP’s observatory methodology.

The PPP with ALMAPAC has also helped in keeping morale high in the two OCs. And while the new municipal administration had no real understanding of the Outreach Center methodology, they now seem more open to collaborating with OCs and the CVPP.

It should also be noted that volunteering is difficult in some of the OC communities. In Jardines de la Nueva, beneficiaries thought they would receive payments for volunteering; and in the Atarrayas community, gang members watch closely and prevent many youth from volunteering.

San Antonio del Monte

The municipality of San Antonio del Monte was notified on June 15 it would no longer receive support from the CVPP. One Outreach Center was launched in the community of Jardines del Mirador on October 2, 2014. This OC continues to receive CVPP assistance, although it has been difficult to standardize OC methodology as a previous USAID prevention project inaugurated three (3) OCs using a different methodology that was not standardized to the CVPP’s current method of managing OCs.

Quezaltepeque

This municipality counts with six (6) OCs, the latest was inaugurated in Barrio San Ramon, on November 12, 2014. The previous municipal administration was weak and the current administration has taken several months to understand to activate the work related to the Project. Fortunately, strong Faith-based Organizations and ADESCOs have supported each of the six (6) OCs.

The new administration was slow to pay OC Coordinators and to contract new Coordinators, prompting OCs in the communities of Los Torres and Santa Rosa to close for a period of two months. These OCs were reopened in September.

Nejapa

This municipality counts with four (4) Outreach Centers inaugurated on September 25, 2015 in the communities of: Las Mercedes, Jabali, Calle Vieja and Hacienda Mapilapa.

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Outreach Center Coordinators have done an excellent job implementing the OC methodology - especially in Las Mercedes and Calle Vieja - , and the municipality, community groups and Faith-based Organizations have been very supportive of all OCs.

The involvement of the OC Coordinators in too many activities that are not directly linked to the OC (community fairs, festivals, celebrations, etc.), has created difficulties in keeping OCs open and operational. These issues are being managed as much as possible with the Municipal Prevention Committee and community groups.

Panchimalco

This municipality counts with six (6) Outreach Centers Six Outreach Centers launched at the end of FY 2014

Both the municipality and MPC have CMPV have developed a sense of ownership and involvement with all OCs, achieving great results with OC Coordinators. Coordinators have done a superb job despite the many roadblocks placed by an increase in crime and violence during the reporting period. This includes harassment by the police and soldiers.

The support of community partners has been key to the revitalization of the OC in the Barrial community, which closed temporarily. Community partner involvement in remaining OCs has demised, and this is due to political differences among members. Last, the project is awaiting the transfer of OC Azacualpa to another location as result of the increase in Violence. To date, the municipality has not decided where to move this OC.

Soyapango

The municipality of Soyapango has five (5) Outreach Centers. Four were inaugurated on October 23, 2014, and the last one on December 10, 2014 in Rio Las Canas where the municipality made a substantial investment.

The transition to a new municipal has been challenging and community groups were key to having new municipal authorities make overdue salary and utility payments to OC Coordinators and OCs. Differences of opinion still exist between the municipality and several OC support groups, but the situation has improved. Two Outreach Centers that stand out for their performance are located in the communities of Altos de Montecarmelo and Bosques del Rio where creativity and volunteering run high. Special mention should also be made of all Outreach Center Coordinator sin this municipality who manage to continue operation despite the rise in crime and violence throughout Soyapango.

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Cojutepeque

This municipality counts with seven (7) Outreach Centers that were inaugurated in FY 2014. To date, all Outreach Center Coordinators, community support groups and the municipality have come together to support OCs.

The only drawback to OC operations in this municipality is the continuous use of OC Coordinators for activities that are not affiliated with OCs. This causes disruptions in OC programming and the closure of OC in inopportune times.

Ilobasco

This municipality has seven (7) Outreach Centers that were inaugurated in FY 2014. The municipality, MPC, and community partners have maintained their support for Outreach centers, fulfilling obligations. OC Coordinators are also highly motivated and have shown strength in the aftermath of a rise in crime and violence throughout the municipality. OCs in the communities of Miranda, Azacualpa and Alcaine have been exceptionally creative in the implementation of activities.

A strong volunteer corps has also been helpful to the everyday managing of OC activities, with the exception of OC Agua Zarca where gang control prevents more volunteers from assisting the OC.

San Vicente

The municipality counts with six (6) Outreach centers that were inaugurated in FY 2014. In April 2015, one additional OC was inaugurated in the community of Brisas del Jiboa.

In San Vicente, the municipality, MPC and community support groups do a superb job of assisting OCs, and were key in speaking out against police harassment of OC Coordinators during the beginning of the reporting period.

Tecoluca

This municipality has six (6) Outreach Centers that were inaugurated in FY 2014. Unfortunately, Municipal Prevention Committee involvement in OCs weak all along, and this has led to a change in three OC Coordinators since inaugurations. A recent change in MPC Coordinator has improved OC operations, but more work remains to be done overall. The work includes replacing the OC Coordinator in San Cristobal, who has not improved performance as of late.

Usulutan

This municipality counts with a total of seven (7) Outreach Centers, which were inaugurated in FY 2014. Overall, Outreach Center performance has improved significantly since the beginning of this new municipal administration. Community partners (except in the communities of El Calvario, Cordova and

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La Presa) remain highly committed to OCs, and the municipality and MPC promote OCs though media outlets, helping increase OC turnout.

Conchagua

This municipality has a total of seven (7) Outreach Centers. Six (6) inaugurated in FY 2014 and the latest inaugurated on October 15, 2014.

This municipality is a model for all other municipalities. Outreach Centers quickly overcame a change in municipal administrations, and community partners and the Municipal Prevention Committee work to strengthen and support al OCs. The OC located in the community of El Pilon is perhaps the strongest example of political maturity as the municipality and community leaders have serious differences, but this has not affected the functioning of the OC.

La Unión

This municipality counts with a total of seven (7) Outreach Centers that were inaugurated on October 16, 2014. Outreach Centers in this municipality are average. They lack proper supervision and support from the municipality and Municipal Prevention Committee. Outreach Centers in the communities of Coyolito and Barrio del Centro surpass others in activities and overall operations; and Outreach Centers in the communities of Agua Escondida and La Esperanza require replacement Coordinator replacements. Last, use of OC Coordinators by the municipality in activities not related to OCs places OCs in a difficult situation forcing closures and other inconveniences for beneficiaries.

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

1. Strategy 4 – Strengthening of Vocational Skills and Employment Opportunities – There´s a Dignified Job for Me

During the reporting period, Strategy 4 provided employment for a total of 330 vulnerable youth through CLARO Corporation (153 total - 90 men and 63 women), ALMAPAC (23 total all men), and efforts from Municipal Employment Facilitators (154 total - 88 men and 23 women). Since January, a total of 1,913 (1,052 men and 861 women) youth have received job orientation from Municipal Employment Facilitators.

Most of the tools under this Strategy are being implemented by a combination of actors: INSAFORP, Municipal Employment Facilitators, Microsoft and municipal actors. Remaining tools – seed funding for small businesses, back to school sessions, and managing remittances – are still being discussed internally before roll-out. A list of all tools under this Strategy are included below.

 Creating and strengthening municipal job banks  Employment eligibility

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 Basic skills-set training  Access to income through employment  Vocational training  Create and strengthen municipal vocational centers  Seed funding for small business  Back to school sessions  Managing remittances

1. Labor Needs Diagnostics

On November 28, the project participated in a Labor Needs Diagnostic carried out by project partner INSAFORP66. The diagnostic was carried out in all 13 of Component 2 municipalities and sought to ascertain what technical and professional abilities/capacities are in demand (demand side) in each one of the treatment municipalities, and what technical and professional abilities are in supply (supply side). To accomplish this, INSAFORP staff held a series of focus groups with both private business owners and managers, and a separate set with Municipal Prevention Committee members and municipal leaders. The results provided INSAFORP, the project and municipalities a number of ideas on vocational courses to offer youth.

2. Municipal Employment Facilitators TrainingThe project embarked on the first of several training sessions aimed at professionalizing Municipal Employment Facilitators who will serve as the municipalities´ “matchmaker” between businesses that need youth with specific skills and qualities, and youth who are seeking opportunities to better themselves.

The consultant delivered a lengthy and detailed activities and results report that contained comments and observations on each participant. The consultant, and his team, also received high marks in evaluation reports received by the project. The project is confident these newly-minted facilitators have the tools necessary to begin employment intermediation processes.

From Dec 1-6, 13 Municipal Employment Facilitators, who also serve as municipal employees, were given day-long training session that sought to give Facilitators the following four competencies:

Develop a youth profile that matches the municipal employment capacity Develop a database that contains both youth and local business profiles Identify formal youth employment opportunities Assertive and diplomatic communication in employment intermediation processes

Accordingly, all 13 participants received training on a number of competency areas to ensure all walked away with a better sense of how to carry out the various responsibilities expected of them under this new municipal position. Below are the main areas of training offered during the week:

 Leadership

66 The project signed a Public-Private partnership with INSAFORP on December which will be reported under the PPP section of this report.

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 Job and vocational training placement  Individual and group selection processes; and development of youth employment profiles  Crafting a youth employment record  Creating a municipal job bank  Creating a municipal business database  Developing relationships with business that have the potential of offering jobs  How to hold a successful intermediation meetings with businesses, and how to develop a business employment profile  How to hold successful intermediation meetings with youth  Competency tests for youth  Body language exercise  Creating meetings notes and reporting activities to superiors and public audiences  Open exercises before peers to test knowledge attained throughout the course Last, all municipal Employment Facilitators received laptops, purchased by the project, to ensure they have the ability to carry out their assigned duties. As of the close of the reporting period, six (6) of the 12 remaining Municipal Employment Facilitators were either dismissed or fired by ne municipal administrations. The project has trained four (4) of these new (replacement) Municipal Employment Facilitators.

3. Employment Orientation Sessions and Basic Competencies Course for External Sales

Throughout the reporting period, a total of 8 Basic Competency Courses for External Sales (dubbed Curso de Competencias Básicas para Ventas Externas - CCBVE in Spanish) were carried out in the municipalities of La Unión and Conchagua, Cojutepeque, Soyapango, Usulutan, Acajutla Ilobasco, Nejapa and Panchimalco. These five-day courses provided eligible youth the competencies required by CLARO for formal employment as external sales representatives in their respective municipalities. Of a total of 167 that initiated these courses, only 153 (90 men 68 women) received formal employment with CLARO.

Not all youth who are screened for training, and begin training, graduate. Some participants lose interest, while others decide local conditions are unsafe for the job CLARO expects them to perform, which is to sell phone devices in communities.

Additionally, Municipal Employment Facilitators provided 1,913 youth (1,052 men and 861 women) with general job orientation in 12 municipalities. These sessions provided interested youth general knowledge on vocational and general job market within municipalities; advice on developing a resume; advice on image and clothing for interviews; how to conduct a successful interview; and provide information on vocational training opportunities available within municipalities. A total of 154 (88 men and 23 women) of these youth were offered formal employment through local businesses (as chefs, mechanics, iron works specialists and bank assistants are some of the jobs offered) since January.

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The table below highlights the cumulative number of basic Competency Courses for External sales carried out by the project in collaboration with Claro Corporation.

2. Launch of Microsoft IT Academies

During the reporting period, the project, in partnership with Microsoft, INSAFORP and 10 partner municipalities, launched Microsoft IT Academies at the Sheraton Presidente Hotel in San Salvador in the presence of the U.S. Amabassador, the Vice Minister of Justice and Public Security, the General Manager for Microsoft, the Executive Director of INSAFORP, 10 mayors/mayors’ representatives, and 8 newly- minted Microsoft Academy Coordinators. This initiative is the result of a Public-Private Partnership signed between the CVPP and Microsoft’s YouthSpark Initiative in 2014.

Between June 1 and September 30, a total of six (6) Microsoft IT Academies were launched inside an equal number of Municipal Vocational Centers (please see next item) in the municipalities of: Ilobasco, San Vicente, Tecoluca, Nejapa Cojutepeque and La Unión.

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

The CVPP is providing a total of $136,100 in grants to equip Microsoft Academies, and support the training of Microsoft Academy Coordinators to include proficiency exam fees; an additional $90,000 is made available by municipalities to purchase Microsoft licenses needed for trainings, and salaries for Microsoft Academy Coordinators; and $647,863.60 from Microsoft for payment of Academy memberships for all 10 municipalities, trainers and training materials.,

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

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

 Microsoft Technology Associate (MTA) certification validates understanding of basic technology concepts in software development and information technology. Earning MTA certification proves a foundation of knowledge about technology along with the capability and commitment to do

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entry-level IT jobs. Becoming a Microsoft Technology Associate can give you a strong base to support further learning in computer science or IT infrastructure. The Project expects to certify 500 youth as MTA during this two-year period.

It is important to note that in the run up to this event, the project, in conjunction with the Universidad de El Salvador, hand-picked technically qualified personnel from all 10 participating municipalities to undergo an intensive 200-hour long training course in which future Academy Coordinators receive formal courses on Word, Excel, Software Development, .NET, and .WEB. All participants were routinely tested and had to receive a grade of 7 or higher (from a scale of 1-10) in proficiency exams to remain in the course and receive final certification as Microsoft Academy Coordinators. Coordinators graduated on July 7, 2015. These Microsoft Academy Coordinators will also become Directors of Municipal Vocational Centers. These Coordinators will develop training curriculums and train all Microsoft Academy participants.

To date, a total of 89 youth (45 men and 44 women) have received certifications in Microsoft Excel and Fundamentals of HTML.

3. Municipal Vocational Training Centers

During the reporting period, the project also launched Municipal Vocational Centers (dubbed Centros Municipales de Formacion Vocacional – FORMATE in Spanish) in a total of seven (7) municipalities, to include: Ilobasco, San Vicente, Conchagua, La Unión, Cojutepeque, Nejapa, and Tecoluca.

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

Through these Centers, the CVPP, INSAFORP and the municipality tackle three specific Risk Factors identified by the project: limited access to formal and informal education, lack of quality education, and lack of employment opportunities. Vocational trainings will ensure vetted youth are properly trained and prepared for future employment. The project is confident these new Centers will assist the project, GOES and municipal prevention efforts as vulnerable youth become trained to find local employment opportunities.

In the municipality of Ilobasco, for instance, the Municipal Vocational Center will house the Microsoft Academy, and electrician training facility, and international cooking facility, and a cellular phone repair facility.

On average, USAID supports Municipal Vocational Center through a $37,500 grant that covers the purchase of academy and facility equipment; INSAFORP $25,769.22 for trainers and training materials; the municipality $25,000 for Center furnishing and repairs, Coordinator salary, and payment of basic services (electricity, water and Internet); and Microsoft $64,786.36 for academy participant selection

83 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. processes, trainers, training materials, and certifications. This totals an average investment of $153,055.50 in each Municipal Vocational Center.

The project will launch an additional three Municipal Vocational Training Centers in the municipalities of Acajutla, Usulutan and Panchimalco in the next quarter.

To date, Municipal Vocational Training Centers have provided a total of 26 courses in which 296 youth (191 men and 103 women) have participated and 246 have graduated (153 men and 93 women). INSAFORP has invested approximately $156,000 in trainers and training materials for these vocational courses; and the CVPP an estimated $27,055 to cover participant transportation and meals.

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

1. Strategy 5 - Situational Prevention – I Enjoy My Community

During the reporting period, the staff leader in charge of this Strategy continued to move forward assisting Strategy 1´s goal of creating Municipal Crime Prevention Centers across all Component 2 municipalities. With Exploratory Marches complete, all other Strategy tools noted below will begin to take shape. No table is included under this Strategy as all of these actions will be undertaken with the support of the project, municipal/community actors and a Public-Private Partnership.

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

During the reporting period, the staff lead on this Strategy completed a total of 71 Exploratory Marches,67 allowing the project to identify public spaces in which CVPP hopes to transform communities through small-scale infrastructure and house/building façade improvement activities.

The 71 marches were carried out with the assistance of more than 1,700 community members (896 men and 823 women) from all walks of life – grandparents, youth, teachers, municipal officials, NGOs, religious leaders, community leaders, and members of the MPC. These community members, under the leadership of the Strategy lead conducted a walk-through the community´s most visible and transited areas and streets, to document which physical spaces can be used for community gatherings and events; which ought to be improved to provide safe zones for all community members; and which public spaces should be rescued to prevent unlawful and unwelcomed activities.

The table below provides a breakdown of the number of marches that have taken place during the reporting period.

67 One Exploratory March in the municipality of Panchimalco is due for completion. Four (4), which were originally planned for the municipality of San Antonio del Monte, will not be carried out and will most likely go to Ciudad Delgado.

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Exploratory Marches Tally Table Number of Municipality Men Women Total Communities 1 Conchagua 6 50 35 85 2 La Unión 7 121 65 186 3 Usulután 7 142 108 250 4 Quezaltepeque 5 63 72 135 5 Ilobasco 7 76 148 224 6 Cojutepeque 7 111 98 209 7 Tecoluca 6 85 73 158 8 nejapa 4 39 41 80 9 Acajutla 5 55 63 120 10 Soyapango 5 47 26 73 11 San Vicente 7 75 68 143 12 Panchimalco 5 32 24 56 TOTAL 71 896 821 1,719

Exploratory Marches findings were presented to mayors and Municipal Councils, after which municipalities began to develop Technical Folders identifying public spaces they agree need repair, paint, cleaning or overhaul. These Technical Folders include a proposed project budget and leverage from the municipality. The central goal of these improvements is to improve community coexistence, increase communities´ perception of security, and dignify communities´ public spaces.

To date, a total of 12 municipalities have received Exploratory Marches findings from the project (Soyapango has been put on hold for reasons described throughout this report); and four (4) of these municipalities (Cojutepeque, Ilobasco, San Vicente and Tecoluca) have submitted Technical Folders to the project and are under review by USAID, paving the way for 27 infrastructure projects to be inaugurated. Currently, an additional five (5) municipalities (Conchagua, La Unión, Nejapa, Usulutan and Panchimalco) are preparing Technical Folders with an additional 29 infrastructure projects for communities.

A sampling of the items included in a Technical Folder, by community, are included in the table below.

Municipality of Cojutepeque

Community Reparto Construction of community park in available Las Alameda green space

Construction of a community plaza and Community Cojuapa circulation circuit in front of Outreach Center and public school

Community El Jinuco Pave street Y and construct a community plaza

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Community Cerro de Remodel park and sports field in the Las Pavas community

Community Vista al Pave road and build sidewalk on road that Lago leads to the Outreach Center

Construction of community plaza in front of Community Fatima public school

Once approved, these technical folders will trigger the project’s grant for improving spaces, which is, on average, $8,000; and the project’s Public-Private Partnership with Grupo del Faro, which will develop graphic and architectural design plans for public spaces located in each one of the municipalities. This Public-Private Partnership Public-Private will be very useful to municipalities as technical teams from the company will create and develop 13 graphic and architectural design plans for public spaces located in each one of the 13 treatment municipalities under Component 2. These plans will lay out designs to improve public areas in a 500-100 square meter space. Each of these graphic and architectural design plans is worth $25,000, and will be presented in digital format through Lightbox technolology, and via physical format to all 13 mayors.

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

Sub-Activity 2.7: Strengthening Communications and Use of Media

Strategy 6 – Communicating Transforms My People

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

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

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The initiatives mentioned include:

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

 WEB 2.0 is a second initiative proposed to position municipalities, and their respective Municipal Prevention Committees, through websites (one per municipality) to share and interact, exchange ideas, programming and successes on crime and violence prevention. These websites will include social media (Instagram, twitter, Facebook, YouTtube, etc.) and have as a goal not only sharing information publicly and within MPC members, abut also extending MPC capacity by showcasing the tools being used under this project, and the new ones created locally by individual actors.

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

Additionally, the Communications Team developed five campaigns that will help position the different tools and issues the CVPP promotes. The campaigns follow:

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

 EStamos Con Vos The objective of this campaign is to mobilize and involve the private sector (especially Salvadoran businesses) in the CVPP through Public-Private Partnerships.

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

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

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 Achievements The objective of this campaign is to position the various actions and tools being implemented in the municipalities where the CVPP implements programming. These informative messages will assist the CVPP in positioning the many positive and innovative actions its taking in 76 communities across 13 municipalities.

Next steps for implementing these initiatives to sign agreements with municipalities and to develop alliances with local media organizations.

Sub-Activity 2.8: Establishment of Public-Private Alliances in selected municipalities

1. Signing of Public-Private Partnerships

Over the reporting period, the project’s Public-Private Partnerships (PPP) Coordinator continued to work to implement the plan designed to attract Public-Private Partnerships. A total of nine (9) Public-Private Partnerships were signed this year, making a total of 12 PPPs for the CVPP since its inception.

Below is a brief description of each Public-Private Partnership.

On October 20, the CVPP signed a PPP with Desarrollos Inmobiliarios Comerciales S.A de C.V Grupo Agrisal/Plaza Mundo, to strengthen Soyapango’s Municipal Prevention Plan by providing: 1) Rio Las Cañas Outreach Center with computer equipment, and 2) 6 high-risk CVPP communities with “Challenge of Dreaming My Life” booklets and T-shirts to benefit 2,400 youth between the ages of 9 to 29 years old. The Vice Minister of Justice and Public Security, mayor of Soyapango, USAID Deputy Director for the Office of Democracy and Governance, President of ARCDA, and CVPP Chief of Party signed this alliance. Total value of this PPP is $19,000 in the way of in-kind donations from DEICE to the municipality of Soyapango. On October 30, the CVPP signed a PPP with the Red Cross to support project treatment community Brisas de Jiboa, in the municipality of San Vicente, to develop a Master Infrastructure Plan for the community aimed at “promoting community health and integration”. The PP provided for a plan, which includes: access roads and internal roads for circulation; open multi-functional spaces for sports and recreational activities; closed spaces for public education purposes, cultural events, and meeting centers for community organizations. This PPP has a value of 2,768.50, with the municipality providing 20 percent of the total cost - $553.70. The mayor of San Vicente, president of the Salvadoran chapter of the Red Cross, and CVPP Director signed the alliance. As of the writing of this report, a 3 dimensional master Plan had been developed and included CVPP´s Strategy 3 and 5 components. Negotiations are currently underway to determine how to finance de development of parts of the Master Infrastructure Plan. On December 9, CVPP signed a PPP with the Instituto Salvadoreño de Formación Empresarial (INSAFORP) to support the project with the creation of Vocational Training Centers and vocational training courses for youth across all Component 2 municipalities. The value of this PPP is $390,000, with CVPP and partner municipalities’ providing an additional $890,000 towards this alliance. This alliance

88 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. is, indeed, very powerful and will provide vocational training for youth, allowing them to seek formal job opportunities. It is also important to note that during the months of September and October, INSAFORP, in preparation for this PPP carried out the Labor Demand Diagnostics mentioned under Strategy 4 (Sub- Activity 2.4) of this reporting section. These diagnostics will determine which vocational courses are offered at each municipality, and will help determine what technical items are needed for teaching prospective vocational training students. The Vice Minister of Justice and Public Security, mayor of La Unión, USAID Acting Director, President of INSAFORP, President of ARCDA, and CVPP Chief of Party signed of this important alliance with the project. Before the end of the quarter, on December 12, the project signed another very important, and innovative, alliance with the Secretariat of Culture. The event took place in the Museum of National Anthrophony with the Secretary of Culture, mayor of Nejapa, Acting USAID Director, President of ARCDA, and CVPP Director signing this alliance. The alliance provides for a total of nine (9) philharmonics orchestras and choral groups, and three string ensembles in 12 of the project´s Component 2 municipalities. This alliance totals $415,200, with an estimated Secretariat contribution of $30,000, and promotes music among vulnerable youth to mitigate negative influences and other unsafe conditions for community youth. The Secretariat´s technical capacity, combined with the project´s strong grants base and municipal capacity to sponsor spaces for practice and concerts, makes this a strong alliance, which will provide youth hope, opportunity, and an exceptional life experience. On January 26, the project signed an alliance with Dutriz Hermanos, S.A. de C.V. (also known as Prensa Gráfica). The MOU, worth $62,000, will provide the CVPP with sufficient material for the Challenge of Dreaming My Life initiative under Strategy 2 of Component 2 of the project. This contribution includes training manuals and workbooks for trainers and participating youth. A total of 10,000 workbooks will be printed to service 71 Outreach Centers in the following 12 municipalities: Acajutla, San Antonio del Monte, Panchimalco, Cojutepeque, Ilobasco, Quezaltepue, Nejapa, Tecoluca San Vicente, Usulután, La Unión, and Conchagua. An additional 770 training manuals will be printed to service volunteer trainers and Outreach Center Coordinators in all of the project´s 13 municipalities. The design and content of the workbooks and manuals will be preapproved by USAID before final printing takes place.

Additionally, the alliance provides a 6-8 page report spread on Dutriz Hermanos´ Sunday magazine publication Septimo Sentido highlighting CVPP´s programming success through beneficiary interviews in vulnerable communities; mention of the numerous prevention activities being undertaken in Outreach Centers and at the municipal level; and verbiage touting the project´s work with the private sector through the Estamos con Vos initiative to nurture private-sector interest in prevention programming through innovative activities.

On March 19, the project signed an alliance with Grupo Unicomer for $18,869. The alliance provides a group of consultants to carry out a total of six (6) Character and Efficiency Building training workshops geared towards 180 coordinators, volunteers and mentors from 30 Outreach Centers located in the municipalities of: Cojutepeque, Conchagua, La Unión, Ilobasco, Panchimalco, Quezaltepeque, San Vicente, Soyapango, Tecoluca and Usulután. Grupo Unicomer will also provide transportation and meals for all participants during, to/from workshops. The workshops are designed to teach values, and enforce capacities to teach values to other at-risk youth. Last, Grupo Unicomer agreed to provide 180 trainer

89 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. guides, and 180 copies of the book titled “7 Habits of Highly Efficient Teens” by Sean Covey as part of their contribution.

On March 25, the project signed an alliance with Grupo del Faro for $325,000. Grupo Del Faro will create and develop 13 graphic and architectural design plans for public spaces located in each one of the 13 treatment municipalities under Component 2. These plans will lay out designs to improve public areas in a 500-100 square meter space. Each of these graphic and architectural design plans is worth $25,000, and will be presented in digital format through Lightbox technolology, and via physical format to all 13 mayors. On June 3, the project signed an alliance with Textuful/FUNDATAMARINDO for $32,000. The MOU provides for the development of an Outreach Center in the community of El Jaguey in the municipality of Conchagua with a value of 20,000 in in-kind contributions (desks, chairs, computers, instruments, Nintendo Wii console, blackboards, etc.). Additionally, the MOU provides moneys for daily operations of the new Outreach Center for one year, with a value of $5,000. An additional $5,000 will also be made available for operations of nearby Outreach Center La Metaza for one year, which was previously created under the CVPP.

Last, the MOU provides moneys for an end of year celebrations for Outreach Centers in in the communities of El Jaguey and La Metaza with a combined value of $2,000. This celebration will benefit 400 youth from these vulnerable communities.

Finally, on Augsut 13, the project signed an alliance with the Centro de Estudios Técnicos en Computación (CETEC) worth $43,000 to train 156 volunteers through 24 sessions (96 hours) during three months to receive a Diploma in Microsoft Office. Volunteers will be trained in the municipalities of: Sonsonate, Santa Tecla, San Vicente, Cojutepeque and Zacatecoluca. CETEC will provide trainers and training materials for volunteers. These 156 volunteers are expected to train Outreach Center beneficiaries from the Project´s 78 Outreach Centers during an entire year. It is important to note that CETEC will also provide digital materials and follow-up for an entire year while volunteers train Outreach Center beneficiaries. The CVPP will provide $25,000 to ensure transportation and meals for volunteers being trained.

2. Achievements under Public-Private Partnerships

 Microsoft trained a total of 108 Outreach Center Coordinators (70 men and 38 women) in the use of Microsoft Office 365. Participants received training on how to use Word, Excel, Power Point, email, calendar, and Cloud, allowing them to be more technologically savvy and more proficient when assisting OC volunteers and beneficiaries. Participants came from the municipalities of: Acajutla, San Antonio del Monte, Panchimalco, Soyapango, San Vicente, Tecoluca, Cojutepeque, Ilobasco, Usulután, La Unión and Conchagua. An additional training for 10 new OC Coordinators is being planned for the next quarter.

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Additionally, Microsoft registered The Asociación Red Centros de Alcance, which now has available to all its members, 25 cloud accounts. A total of 10,000 accounts are expected to provided for in the following months .

 Through Unicomer, a total of 30 “Positive Leadership” courses (in a period of eight (8) months through five sessions) were carried out to benefit 184 (115 men and 69 women) Outreach Center Coordinators and volunteers from the municipalities of: Quezaltepeque, Soyapango, Panchimalco, Cojutepeque, Ilobasco, San Vicente, Tecoluca, Usulutan, Conchagua, and La Unión. Of this total number 145 graduated. Participants learned self-awareness, how to establish strong bonds, were provided with tools to confront life in a positive way, and were handed copies of Sean Covey’s 7 habits of Highly Effective Teens.

 Through Claro, a total of 32 Outreach Centers now count on Internet service provided through the Claro PPP. As Claro wasn’t able to install Internet in the remaining OCs, CVPP decided to move forward and contract Internet services from other providers. By the end of the last quarter, CVPP had provided Internet service to an additional 22 OCs, for a total of 54 OCs with Internet service that also use the project’s online database to report OC statistics. In addition, Claro has provided CVPP beneficiaries with 153 jobs (90 men and 63 women) through Strategy 4.

 Through ALMAPAC, Outreach Centers in the communities of Acaxual and San Julian in the municipality of Acajutla received donations of 10 computers with office Professional 2013 licenses, webcams, desks for computers, projectors, and other related equipment.

In addition, ALMAPAC provided a total of four (4) courses for beneficiaries of the two OCs mentioned in the previous paragraph. These included courses on: welding, residential electric engineering, music and use of AutoCAD software for architectural drawings. A total of 30 (all men) OC beneficiaries took advantage of these courses from the months of November 2014 of February 2015. A total of 152 ALMAPAC employees volunteered hours of their time to carry put these courses.

Last, ALMAPAC held Christmas events in both OCs, benefitting a total of 60 individuals, including beneficiaries and their parents.

 Through FUNDATAMARINDO, two OCs in the municipality of Conchagua will receive assistance. The first OC, La Metaza, has already received materials for workshops; and the second, Jaguey, will receive all necessary equipment once the municipality completes renovating the space which will be used to house this new OC. This last OC is new and not part of the CVPP.

FUNDATAMARINDO will also provide volunteers for activities and host Christmas celebration sin both of these OCs.

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 Through CETEC, 152 OC volunteers from 13 municipalities will receive a diploma in Microsoft Office via 24 sessions totaling 94 hours. This service will begin during the second quarter of 2016.

 Through INSAFORP, vocational training courses and Basic Competency Courses for External Sales were carried out. Additionally, INSAFORP officially became party to, and participated in the launch of the Municipal Vocational Centers. To INSAFORP has assisted Municipal Vocational Training Centers with a total of 26 courses in which 296 youth (191 men and 103 women) have participated and 246 have graduated (153 men and 93 women). INSAFORP has invested approximately $156,000 in trainers and training materials for these vocational courses; and the CVPP an estimated $27,055 to cover participant transportation and meals.

 The Secretariat of Culture provided 4 participants (all male) training on how to repair instruments. Participants hailed from the municipalities of Acajutla, San Vicente, Usulután and Quezaltepeque. In addition, the secretariat assisted the project in interviewing 30 potential philharmonic teachers throughout 10 municipalities.

Sub-Activity 2.9: Identification, systematization, publication and dissemination of innovative municipal-led, community based crime and violence prevention best practices Creative will document successful crime and violence prevention practices as work in 12 68 municipalities under this Component is more advanced. These practices will be catalogued and reviewed to make a complete publication for dissemination among all participating municipalities under Components 1 and 2.

68 San Antonio del Monte is no longer in the CVPP.

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Component 2 Indicator and Target Update

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

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

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

IND 10 Target: 5% reduction of crime in targeted communities. Results = in process. This indicator will be measured during the evaluation at the end of the Based Period

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

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

Result to Date = 12 MPCs has been established and working according the ENPV. These have municipal diagnose and a prevention plan completed and working to implement it. A MPC strengthening plan is being implemented.

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

IND 12 Target: 78 Communities implementing plans in alliance with municipal and national government

Results to date = in process. During this period the project is working in 76 communities with different strategies to prevent the violence: outreach centers, There´s a Dignified Job for Me, values through sports, Municipal Conflict Resolution Units, CMPV strengthening, community mentor program, values through sports, Asociación Jóvenes Contra la Violencia (AJCV), Municipal Gender Unit Strengthening and Exploratory Marches

R.13. In at least 12 municipalities, municipal leaders´ and community members´ capacity for prevention planning, implementation and analysis increased

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

Result to Date = 12 municipalities are implementing a strengthening plan during this year in order to increase the capacities of municipal leaders and community´s members. Strengthened were provided to on the National Strategy for Violence Prevention (ENPV); the use of methodology to develop municipal violence diagnostics; planning, risk factors associated with violence; violence prevention tools, monitoring and evaluation and Annual Planning The community leaders are been trained and assisted with a strengthening plan for Asociaciónes de Desarrollo Comunal (ADESCO).

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

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

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

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

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

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Result to Date = In process. The systematization process began tracking the CVPP´s major actions to determine implementation best practices

CARSI Indicators:

1.1 Indicator Target: 33 municipalities with Municipal Crime Prevention Committees (MPCs) Result to Date = 33 municipalities have MPCs.

1.2 One Civil Society Organizations (CSOs) receiving USG assistance engaged in advocacy interventions Result to Date = Reached 100%. At the present, the Red CDA is receiving USG assistance. A second organization: Asociación Jóvenes Contra la Violencia (AJCV) is strengthening with a grant during this year.

1.3 37,500 vulnerable people benefitting from USG-supported social services Result to Date = 21,663 people benefitting from USG-supported services.

1.4 146 USG-assisted organizations and/or service delivery systems strengthened who serve vulnerable populations. Result to Date = 85 (76 Outreach Centers and 9 DPO: Iris Foundation, FUNPRES, CESAL, FIECA COES, FUNDAMUNI, Bambu Association, José Matías Delgado University and FUNDASALVA) USG-assisted organizations and/or service delivery systems strengthened

USAID Indicator

1.2 Number of Government Officials undergoing USG assisted security sector governance training. Targets for the base period are 191 Government officials. Results = 201 Government officials are being trained. The strengthened program for municipalities under component 2 has 56 municipal officials in process of training.

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4. COMPONENT 3: INNOVATIVE IDEAS During the reporting period, Component 3 began to lay the groundwork for three important secondary prevention pilots the CVPP plans to implement throughout several communities. Below is a summary of the actions taken under each.

1. Family Centered Youth Set Eligibility Tool (YSET)

Since June, the project signed a grant agreement with FUNPRES and Universidad Don Bosco to carry out this model.

The exercise began with the training of 24 FUNPRES, and 6 Universidad Don Bosco staff69, for an entire week by Creative expert Guillermo Cespedes. The topics addressed included:

 Process Management for the Y-SET  Reviewing and updating the Y-SET questionnaire  Intervention model  The genogram  The functioning of the strategic team  Conducting the Pilot Test The workshop included two field visits to the municipality of Cojutepeque, where this pilot will be carried out, for familiarization with Y-SET instruments and the pilot itself. It was during these visits that FUNPRES met with the mayor, municipal officials, representatives of the Ministry of education, public school directors and teachers, and Church leaders from different denominations. The goals of the visit, apart from staff familiarization with instruments, was to explain the initiative and seek assistance in implementing it. At all times, project and FUNPRES staff labeled this a family-centered program that provides assistance to vulnerable families, and no mention was made to name given to this model in the U.S.

A total of 14 schools (9 public and 5 private) were visited, as well as 15 Churches. In total 42 institutions were visited. Each of the visits often had more than one participant, bringing a total of 150 individuals visited by the Y-SET team to discuss the initiative. In the end, a total of 22 institutions (mostly public and private schools) agreed to support this pilot project.

Pilot Y-SET interviews were carried out in two schools (one private, one public) in Cojutepeque 70 with a total of 64 interviewees participating. The statistical analysis performed by University Don Bosco concluded that three (3) youths were eligible for the Y-SET program, awhile another two of the 64 students interviewed should be placed under a tertiary prevention program.

69 Universidad Don Bosco is working in tandem with an expert from Universidad Nacional de Honduras to assist in entering and verifying questionnaire data, and to produce reports. The Universidad National de Honduras has previous experience implementing this model. 70 Colonia Fatima Catholic school and San Sebastian.

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During this time, Dr. Moncada of the Universidad Nacional de Honduras also carried out a three-day visit to El Salvador to train six Universidad de Don Bosco staff on how to enter data and reports onto the Y-SET database. As mentioned previously, Dr. Moncada validated the database being used here in El Salvador to ensure it met technical and scientific standards. It is important to note that the database being used for this pilot was originally designed by the University of Southern California (USC), and tropicalized in Honduras. The database underwent a local review, which induced changes in wording and phrases. This process was completed before the database was transferred to the Universidad Don Bosco.

Last, the FUNPRESS team had assistance from Guillermo Cespedes and two Creative Associates technical experts from Honduras that have experience implementing the Y-SET model. Both of these experts discussed the challenges of the initiative, and shared tips on engaging youth, school directors and other local authorities. In addition, they shared information on monitoring and evaluation, and answered a host of questions regarding implementation of the model.

In the last three months of the quarter, the FUNPRES team completed a total of 1,040 Y-SET interviews throughout seven (7) communities in Cojutepeque. School teachers and administrators first provided the FUNPRES with lists of youth who should be considered for Y-SET interviews. Subsequently, meetings with parent(s) took place to explain the program and to seek their written permission to carry out interviews with their children. As of the end of the reporting period, a total of 1,040 interviews had been conducted on 574 young men and 466 young women. Of this number, a total of 122 youth (80 young men and 42 young women) were recommended. Young men between the ages of 13 and 14 account for the highest number of youth recommended for the family-centered model.

From the original number, a total of 18 (11 young men and 7 young women) were referred for tertiary prevention programming.

In the last weeks of the quarter, FUNPRES began their family intervening with recommended youth. These interventions include: two family meetings, one meeting with the youth, and a group activity during each one of the program’s phases. In the end, these meetings seek to strengthen family bonds, increase effective communication between all family members, and modify behaviors that constitute risk for participating youth.

A full report is available in the CVPP office with more details on this pilot initiative.

2. Cure Violence

During the reporting period, Cure Violence was also awarded a grant to carry out the Violence Interrupter model in key communities from two municipalities. To understand local realities, three members form the Cure Violence team visited El Salvador. During their two week visit, Cure Violence staff met with the Ministry of Justice and Public Security, the Deputy Director of the PNC, a representative from the Ministry of Health, the country’s prison system director, as well as with

96 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. mayors, municipal and community leaders and local NGOs from the municipalities of Ilobasco, Quezaltepeque, Cojutepeque, and Usulután.

The team’s three main priorities during the visits were to view local working conditions; present the initiative and involve local leaders; and identify potential partners. The Cure Violence team came away with plenty information from all actors interviewed. Based on the findings Quezatepeque and Cojutepeque seem to be the municipalities offering the best conditions to implement the pilot. Cure Violence will return to El Salvador to begin working with the local NGO that will be implement this project at the local level.

During this time period, CVPP prepared an RFA to receive proposals in order to select a local organization to become Cure the Violence local partner. The project came very close to selecting an the Red Cross to carry out this model but they backed away at the last minute citing security concerns and an insistence on carrying out the model using their own methodology. By the end of the quarter, CVPP was expecting proposals from two other NGOs.

3. Alcohol and Drug Abuse Prevention

This last model is currently on hold. The project will continue to update USAID as decisions are made.

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Component 3 Indicator and Target Update

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

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

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

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

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

Result to Date = Three (3) innovative ideas have been selected and proposals have been requested to start implementation. During this quarterly two innovative ideas has been implemented YSET and Cure Violence.

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5. OTHER PROJECT OFFICES

5.1 Monitoring and Evaluation

Throughout the reporting period, the Monitoring and Evaluation Team (M&E) played an important role in ensuring all program-related indicators and deliverables received the tracking and follow-up attention required by project staff. In addition, other tasks were completed, which improved internal reporting and facilitated access to project information. Major achievements follow:

 Trained Outreach Center Coordinators on the use of web-based system to track OC beneficiaries, workshops and courses.  Developed databases, and tracked data presented, for each of the NGOs execution initiatives under Component 2.  Visited Outreach Centers to verify beneficiary and volunteer data.  Assisted Component 2 staff by training MPC staff on Monitoring and Evaluation for Municipal Prevention Plans.  Trained new NGOs under grant on how to use CVPP database to report indicators.  Managed database for Salvadoran organizations to register with CVPP to be considered for bids on various project needs across Component 2 municipalities.  The IT specialist under the M&E team provided office-wide assistance related to IT equipment set-up, to include software installation, the wiring of a server and coordination of routine IT checks.  Provided tabulated data to Components 1 and 2 on different activities carried out during each quarter. This included tabulated information on base line questionnaires provided to PRE-PAZ staff to determine their understanding and knowledge of the ENPV.

The full list of updated project indicators can be found in the Annex section of this report.

2.2 Grants

Project Proposals

During the period July-September 2015, 19 different project proposals were sent to USAID for approval for a total of $1,030,408. Of these proposals, a total of 9 grants worth $263,689 were approved. A total of $228,096 were returned for changes, and $538,623 are pending approval.

Following are grants approved during this period:

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GRANTEE GRANT NO. PROJECT NAME GRANTEE TYPE STRATEGY MUNICIPALITY GRANT FUNDS CONTRIBUTION

CVPP-0263 Youth Club -Panchimalco CMPV IN-KIND 2 Panchimalco $ 7,440.00 $ 5,598.00

CVPP-0288 Institutional Efforts Nejapa CMPV IN-KIND 1-2 Nejapa $ 7,000.00 $ 6,096.00

Institutional Efforts CVPP-0289 CMPV IN-KIND 1-2 Cojutepeque $ 10,020.00 $ 14,058.00 Cojutepeque

Institutional Efforts CVPP-0291 CMPV IN-KIND 1-2 Ilobasco $ 10,000.00 $ 7,996.00 Ilobasco

Institutional Efforts CVPP-0292 CMPV IN-KIND 1-2 Conchagua $ 10,995.00 $ 6,000.00 Conchagua

Institutional Efforts San CVPP-0294 CMPV IN-KIND 1-2 San Vicente $ 14,000.00 $ 9,737.00 Vicente

Institutional Efforts La CVPP-0296 CMPV IN-KIND 1-2 La Unión $ 6,348.00 $ 7,600.00 Unión

Domestic Violence Ilobasco, San Vicente, Tecoluca, CVPP-0290 ASOCIACIÓN BAMBÚ NGO 2 $ 97,985.60 $ 42,451.22 Prevention Zone 2 Usulután, Conchagua, and La Unión Acajutla, Panchimalco, Cojutepeque, CVPP-0295 Drug abuse FUNDASALVA NGO 2 Tecoluca, Usulután, Conchagua, and $ 99,900.00 $ 134,212.00 La Unión TOTAL APPROVED $ 263,688.60 $ 233,748.22

From project start-up through September 30, 2015, project proposals representing 314 grant agreements have been sent to the USAID COR for approval. These grant proposals total $5,427,176, equivalent to 93.5% of the total Grants budget for the Base Period ($5.8 million).

From the above grant total, 269 grant agreements have been approved totaling $4,588,055. Twenty are pending approval for the amount of $546,064; and 25 have been returned for changes ($293,057).

Grants Agreements

In order to implement approved grants, the Grants Component of the CVPP has been able to sign a similar amount of grant agreements. Most are in-kind grants, and Fixed Obligation Grants with in-kind contributions for Outreach Centers, which have been signed by mayors as representative of the MPCs in each municipality, local ADESCOs and Churches; as well 18 Simplified Grant Agreements with NGOs.

Request for Applications (RFAs)

During this period RFA-024 was issued to carry out Methodology Development in support of Municipal Observatories for Violence Prevention under Component 1. The winning application was received from Universidad Francisco Gavidia. This RFA will be sent in October to USAID for approval. The total amount of the proposal is $94,980.67, with a contribution/leverage of $29,700.00.

RFA-025 was also issued during this quarter, to carry out a project under Component 3 for Cure Violence methodology. This RFA was declared void. A new RFA will be issued in October 2015.

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Procurement for In-Kind Grants and NGO Expenses

During the last quarter of FY 2015, a total of 281 procurement requests were received from the technical team in order to carry out in-kind grants related activities and purchases. The necessary processes have been carried out to purchase furniture, materials, supplies, and other services. The procurement process required 83 RFQs be issued and sent to local vendors; required bid analysis were prepared, as well as procurement committee meetings.

A large number of purchase orders were prepared and sent to identified vendors, proof-of-delivery documents were also prepared, and transportation and logistics aspects were coordinated with project field and administrative personnel.

A total of $633,432.02 was paid during this period from Grant Funds. Grants-related invoices and documentation were reviewed and prepared by the Grants team, in order to ensure proper accounting of expenses.

In addition to procurements, monthly expense reports were reviewed and approved by the Grants team to reimburse a total of $240,672 during this period. It is important to mention that visits and meetings are carried out on a regular basis in order to ensure proper documentation and liquidation of expense reports.

A total of $2,476,465.33 has been spent thru September 30, 2015. This amount includes all procurement elements of in-kind grant agreements, FOG payments, as well as NGO liquidated expenses, professional services, all expenses related to approved grants. In the annex section, you will find a consolidated expense report, showing amounts spent by grant through Sep 2015.

NGO On-Going Grants

Following is a breakdown of NGO expenses to date:

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NGO EXPENSE REPORT SUMMARY THROUGH SEPTEMBER 30, 2 015

TOTAL EXPENSES # Grant Number NGO - Grantee Project Name THRU SEP 30, 2015

Component

1 CVPP-G-001 RED CDA OC Network Strengthening 2 $ 93,992.37

2 CVPP-G-0116 FUNPRES Alternate Conflict Resolution (ACR) 2 $ 41,469.30

3 CVPP-G-0117 IRIS Alternate Conflict Resolution (ACR) 2 $ 54,610.71 Strengthening of Child, Adolescents, Youth, and Women Units 4 CVPP-G-0131 CESAL 2 $ 11,235.15 - Zone 1 5 CVPP-G-0132 CESAL Mentoring - Zone 1 2 $ 11,447.73

6 CVPP-G-0133 FIECA Mentoring- Zone 2 2 $ 1,690.64 I Take Action - The Good Ones are More (Strengthening of the 7 CVPP-G-0134 MJCV Youth Movement for Violence Prevention and establishment of 2 $ 17,623.56 municipal chapters) 8 CVPP-G-0135 COES Valores a Través del Deporte 2 $ 16,953.85

9 CVPP-G-0138 FUNPRES Desafio Soñar mi Vida 2 $ 19,925.99 U. DR. JOSÉ MATÍAS 10 CVPP-G-0139 Desarrollo de Estrategia Municipal de Voluntariado 2 $ - DELGADO 11 CVPP-G-0140 FUNDAMUNI Fortalecimiento de ADESCOS 2 $ 25,145.07 Unidad de la Niñez, Adolescencia y Juventud; Unidad de la 12 CVPP-G-0148 ASOCIACIÓN BAMBÚ 2 $ 4,647.95 Mujer- Zona 2 13 CVPP-G-0163 FUNPRES Modelo Familiar Y-SET 3 $ 28,995.93

TOTAL $ 327,738.25

IDMS

In order to ensure compliance with the Integrated Database Management System (IDMS), which is managed and required by Creative Associates to keep track of all grants and grants-related matters, the Grants team incorporated all Grants-related documentation and information for all grants through September 30, 2015.

Continued efforts will be made to include financial and procurements records, as well as all grants related aspects required in the system.

5.2 Administration and Finance

The Administration and Finance Office continued its overall management of project funds, ensuring accrual and financial reports, payroll and other routine payments related to office and project operations continued without disruptions. Moreover, the Office created and provided contracts for different kinds of undertakings in the office, from hiring new personnel, to drafting contracts and leading technical review committees before awarding contracts.

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5.3 Communications

The Communications office provided technical support for a number of activities held throughout the fiscal year. Activities related to Strategy 6 of Municipal Prevention Plans were mentioned under Sub-Activity 2.7. In addition, the Communications office has implemented the following:

 The design of several project presentations for events with Mayors, Municipal Councils and Municipal Prevention Committees.  Provided news analysis for USAID and project staff.  Designed cover pages and other presentation materials for CVPP guides and reports.  Maintained project communication files, pictures and videos.  Assisted Components 1 by developing and presenting Municipal Plan Brands in 20 municipalities.  Supported logistic efforts for all workshops and events - including Public Private Partnerships, Outreach Center, Municipal Prevention Committee, and Municipal Vocational Training Center launches - held by Component 2 during the reporting period.  Continued to design a webpage for the project and monitored the project’s Facebook page.  Provided ideas and concepts, and arranged all materials used during the National Congress for Outreach Center Coordinators.  Created two Outreach Center videos to assist municipalities’ in raising awareness of Outreach Centers.  Developed fourStrategy 6 proposals, which were approved by USAID.

Of special note this reporting period was the excellent work carried out by the Communications Coordinator in providing the concept and image for all Public-Private Partnership signing ceremony, the launch of Municipal Prevention Centers, Microsoft IT Academies, and Municipal Vocational Training Centers. All events flowed seamlessly, with an ambiance perfectly calibrated to ensure even the shiest of participants spoke out, and reached out to other Outreach Center Coordinators.

5.4 FUNDAMUNI

FUNDAMUNI staff has truly become integrated with the Creative team, providing support under all activities carried under Components 1 and 2 of the project. Some of the organization’s major achievements this quarter include:

Project-related activities and accomplishments:

 Finalized Component 1 municipal diagnostics and initiated Municipal Prevention Plans in 10 municipalities under Component 1.

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 Carrying out Component 2 Strategies 1, 2 and 3. Additionally, FUNDAMUNI has been the architect of a well-rounded technical plan to strengthen Municipal Prevention Committees according to the National Strategy for Violence Prevention. This plan began implementation in January.  FUNDAMUNI´s Coordinator continues a CVPP Systematization initiative, which will highlight program do´s and don’ts across Components 1 and 2 of the CVPP to offer an objective look at the unfolding of the project´s technical processes.

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

Last, USAID approved the hiring of a consulting firm, which will assist FUNDAMUNI develop a 10-year Strategic Plan. The Plan was crafted with FUNDAMUI staff input through a total of five workshops, which are being held according to schedule.

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

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Standard Indicators and Target Update

USAID Indicators: 1.1 Local Organizational Capacity Assessment (OCA) Score Target for the base period is 75%.

Result to Date = 55.77%. FUNDAMUNI has a strengthening plan, which is being implemented. During FY 2015, the evaluation score is 55.77%.

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6. IMPLEMENTATION CHALLENGES Throughout the reporting period, each of the project Components experienced the following implementation challenges:

Component 1:

• The GOES administration still has not taken into full account the PRE-PAZ Institutional Assessment or the PRE-PAZ Organic Law, items which CVPP completed in late 2013. These items could help reinvigorate PRE-PAZ as a national organization. • Increased PRE-PAZ leadership and presence in project meetings with beneficiaries in municipalities would benefit both PRE-PAZ and the project in meeting deadlines. • The project is waiting for the Vice Minister of Justice and Public Security to present the National Quinquennial Prevention Plan to the National Subcommitee on Prevention. • Municipal elections caused a slow-down in municipal programming, especially in continuing to strengthen observatories in the city/municipalities of: San Salvador, Santa Ana, and Soyapango.

Component 2:

• Municipal elections caused a slow-down in municipal programming, especially with new NGOs that began to implement different prevention tools. • The municipality of San Antonio del Monte was removed from the CVPP. • The municipality of Soyapango has been unresponsive to project. USAID and the Vice Minister of Justice and Public Security are managing the issue.

7. PLANNED ACTIVITIES FOR NEXT QUARTER INCLUDING UPCOMING EVENTS

Component 1

• Creative will continue to implement 20 Municipal Prevention Plans with the assistance of mayors, Municipal Councils and Municipal Prevention Committees. • Creative will begin implementing, through consultants, Values Through Sports and Fundraising programs in all 20 of Component 1 20 municipalities. • Creative will hold three workshops, with the participation of select PRE-PAZ staff, to strengthen 20 Municipal Prevention Committees. • Creative will work to create and establish additional observatories. • Creative will provide a grant for a national, Salvadoran, university to assist in implementing the project’s observatory methodology.

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Component 2

• Creative will continue implementation of crime prevention initiatives related to CVPP’s six (6) Strategies in 12 selected municipalities. This includes inauguration of CVVP’s six strategies in Ciudad Delgado. • Creative will launch remaining Municipal Vocational Training Centers. • Creative will begin to launch philharmonics in selected municipalities.

Component 3 • Creative will continue to implement two pilot programs in selected municipalities.

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USAID SPECIAL REPORTS

PfG Scorecard October 1, 2014 to September 30, 2015 Achievements:

USG completed a National Quinquennial Prevention Plan, which was submitted to the Vice Minister of Justice and Public Security for approval by the national Subcommittee on Prevention, and completed a total of 20 Municipal Diagnostics (MD) and Prevention Plans (MPPs), all of which were presented to mayors, Municipal Councils and Municipal Prevention Committees. USG also trained 91 PRE-PAZ and Municipal Prevention Committee staff through seven (7) workshops on designing and implementing MDs and MPPS; and continued to provide technical assistance to 18 municipal observatories across the country. Last, USG also signed two Letters of Intent with the National Civilian Police and the City of San Salvador to further the implementation of municipal observatories.

USG continued implementing 12 Municipal Prevention Plans through 13 local NGOs and foundations. In addition to launching two Youth Against Violence Chapters in San Vicente and Quezaltepeque, USG trained 22 Angel Volunteers to launch 12 Municipal Volunteer Units; held two employment fairs that hosted 621 youth in the municipalities of Usulutan and San Vicente, and provided full-time employment for 340 vulnerable youth. USG also launched its 76th Outreach Center (OC) in the municipality of Usulután. To date, OCs boast 9,463 beneficiaries and 695 volunteers. USG also launched nine (9) Municipal Prevention Centers in the municipalities of: Conchagua, Cojutepeque, Ilobasco, La Union, Nejapa, Panchimalco, Quezaltepeque, San Vicente, and Soyapango; and seven (7) Municipal Vocational Training Centers in the municipalities of: Ilobaco, San Vicente, Conchagua, Nejapa, Tecoluca, Conjutepeque, and La Union. Last, USG officially launched Microsoft IT Academies with the presence of the U.S. Ambassador and senior GOES officials. These academies will train 2,000 vulnerable youth across 10 municipalities. To date, six (6) of these academies have been inaugurated in the municipalities of: Ilobasco, San Vicente, Tecoluca, Nejapa, Cojutepeque, and La Union.

USG also began implementation of a secondary prevention model: the Youth Services Eligibility Test (Y-SET). Y-Set has now finalized 1,042 interviews and has begun to assist 122 vulnerable youth in the municipality of Cojutepeque.

Finally, the USG signed an additional nine (9) Public-Private Partnerships worth close to $4 million with: Desarrollos Inmobiliarios Comerciales S.A de C.V Grupo Agrisal/Plaza Mundo; the Red Cross; Instituto Salvadoreño de Formación Empresarial (INSAFORP); Secretariat of Culture; Prensa Gráfica; Grupo Unicomer; Grupo del Faro; Textuful/FUNDATAMARINDO; and Centro de Estudios Técnicos en Computación (CETEC).

In the beginning of this report, you will find a Beneficiary Table tally for the Crime and Violence Prevention Project.

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

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

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

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III. SUMMARY OF ACTIVITY FINANCIAL INFORMATION (Completed by USAID) Total Estimated Cost: $24,841,411 % LOA Time Elapsed: Obligated Amount: % LOA Funds Expended:

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

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

Leverage (as of September 30, 2013) Total Planned: $0 Total Planned this Year: $0.0 Actual Actual: $0.0 this Year: $0.0

IV. PURPOSE/BRIEF DESCRIPTION OF THE ACTIVITY/PROJECT (Completed by USAID)

The purpose of this Activity is to help increase safety for citizens of El Salvador by supporting the Government of El Salvador’s National Strategy on Violence Prevention and by expanding the municipal-led, community-based crime and violence prevention efforts. It consists of three components:

 Increase GOES capacity to prevent violence and crime on a national scale by helping implement the National Strategy on Violence Prevention, strengthening the unit of Dirección General de Prevención Social de la Violencia y Cultura de Paz (PRE-PAZ), establishing and strengthening 55 Municipal Prevention Councils in selected municipalities, supporting emerging laws and policies, and supporting municipal crime prevention observatories;  Expand Municipal-led, community-based crime and violence prevention to 20 new high-risk municipalities in at least 114 communities within these municipalities and financing community prevention actions; and  Innovative ideas for crime and violence prevention which will be selected based on a methodology to be established.

Creative Associates will implement the Crime and Violence Prevention Activity in partnership with FUNDAMUNI, a local partner with vast experience in local development. A regional partner, Colombia-based Universidad del Valle’s CISALVA, assisted with crime and violence observatories. This initiative is now being managed by the CVPP team.

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V. MAJOR ACHIEVEMENTS FOR THE REPORTING PERIOD (October 1, 2014 – September 30 31, 2015) (max. 1.5 pages)  Preliminary data suggests the CVPP has assisted in reducing homicides by 66 percent across 76 treatment communities from January 2015 to Augsut 2015.  The CVPP has a total population of 15,736 beneficiaries benefitting from all strategies and programs.  The CVPP signed an additional nine (9) Public-Private Partnerships (PPP) bringing the total to 13, worth close to $4 million in in-kind contributions and technical assistance from the private sector.  The CVPP launched an additional 23 Outreach Centers, bringing the total to 76 Outreach Centers in 13 high-risk municipalities. These Outreach Centers boast 9,463 beneficiaries and 695 volunteers.  The CVPP completed a 56-hour Technical Training Plan to strengthen the capacity of 71 PRE-PAZ Departmental Directors, Technical Promoters, and Municipal Prevention Committee members from 20 municipalities.  The CVPP completed and presented the nation’s first National Quinquennial Prevention Plan to the Ministry of Justice and public Security.  The CVPP is actively providing assistance to 25 Municipal Crime and Violence Observatories, casting a population net of 2.75 million people – 42 percent of the country’s populations. Of this total, 13 have been created and 5 strengthened.  The CVPP signed two important Letters of Intent with the National Civilian Police and the City of San Salvador to improve data collection and coordination for the Municipal Crime and Violence Observatory initiative.  The CVPP launched nine (9) Municipal Prevention Centers in the municipalities of: Conchagua, Cojutepeque, Ilobasco, La Union, Nejapa, Panchimalco, Quezaltepeque, San Vicente, and Soyapango.  The CVPP launched seven (7) Municipal Vocational Training Centers in the municipalities of: Ilobasco, San Vicente, Conchagua, Tecoluca, Nejapa, Conjutepque, and La Union.  The CVPP held a two-day National Outreach Center Coordinator Congress in alliance with Asoiciacion Red Centros de Alcance, hosting a total of 112 Outreach Centers. Coordinators from CVPP’s 74 Outreach Centers and 40 from previous USAID project Alianza Joven Regional attended the congress. Participants received and shared information on volunteerism, OC management, and OC sustainability.  Through the Comité Olímpico of El Salvador (COES), the project held Sports Days in 11 municipalities, bringing together 5,605 (2,085 women and 3,520 women) youth and adults for a number of activities that included: soccer, table tennis, chess and other sports activities.  University Dr. Matias Delgado graduated 22 Angel Volunteers, allowing 12 municipalities to begin preparations for the launch of 12 Municipal Volunteer Units.  The CVPP launched Youth Against Violence Movement (YAVM) chapters in Quezaltepeque, and San Vicente.  The CVPP provided employment opportunities for 340 vulnerable youth during the reporting period.  The CVPP held two employment fairs hosting a total of 37 companies that presented 359 job openings to the 620 individuals (337 women 283 men) that attended these half-day fairs.  The CVPP, through its Municipal Employment Facilitators, carried out employment orientation sessions with 1,913 (1,050 men and 861 women) vulnerable youth.

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 The CVPP trained local staff and completed 1,040 Youth Services Eligibility interviews in the municipality of Cojutepeque marking the first step in implementing a secondary prevention pilot for the project.  The CVPP held Exploratory Marches across 71 communities in 13 municipalities with more than 1,700 community members and leaders to identify public spaces in need of recovery.

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VI. CHALLENGES, RISKS, AND ISSUES (Management and Context Issues) Related to progress towards achieving the objective

CVPP encountered several challenges with its institutional partner PRE-PAZ during the reporting period:  Transportation for PRE-PAZ field staff continues to present issues when carrying out meetings, activities and events in Component 1and 2 municipalities. PRE-PAZ staff are sometime late to meetings, or simply fail to arrive because they have to travel by bus or arrange for some type of non-official transportation.

Proposed actions:  Continue monthly coordination meetings with PRE-PAZ leadership and supervisors to highlight areas of opportunity and ensure the success of prevention programs in all 32 municipalities under Component 2.  Continue to encourage and support PRE-PAZ field staff to ensure success in all project areas.

CVPP encountered the following challenges with the municipality of San Antonio del Monte and Soyapango in the past year:  The mayor and Municipal Council of San Antonio del Monte have been slow to respond to project requests and deadlines.  The Mayor and Municipal Council of Soyapango showed no interest in working with the CVPP.

Proposed action:  A decision was taken by USAID to remove this municipality from the CVPP. Accordingly, a letter was sent, and received, by the mayor.  Several meetings were carried out with the mayor of Soyapango and the CVPP is awaiting the signing of a Letter of Intent between the project and the municipality.

CVPP is encountering a lower than expected burn rate as result of the many grants it has to implement across six strategies in 13 municipalities.

Proposed action:  The issue was raised with the COR and a lengthy memorandum developed to explain the situation.

CVPP is having issues implementing its Cure Violence prevention model.

Proposed action:

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 CVPP has issued RFPs once more to find an NGO capable of carrying out the Cure Violence model.

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

KEY ISSUES: KEY ISSUE: Conflict Management/Mitigation/Prevention/Transformation (CMM) CVPP-CARSI Funds – Component 1 and 2 Overview:

Crime prevention continues to be part of the Government of El Salvador (GOES) strategy to reduce crime and violence in El Salvador. In February 2014, the GOES approved the new National Strategy for Violence Prevention (ENPV), which outlines key actions to help reduce the risk factors associated with crime and violence with the participation of the central government, municipal governments, and the citizenry. According to the ENPV, these actions begin, and are coordinated, through Municipal Prevention Committees.

As part of the municipal-led, community-based crime prevention approach, the USG and GOES selected 13 high-risk and 20 medium-risk municipalities and has worked with their respective Municipal Prevention Committees (MPCs). MPCs bring together national and local authorities, community leaders, youth, non-governmental organizations (NGOs), the Church and the private sector, to design and implement prevention initiatives to improve citizen safety in at-risk communities.

In 13 high-risk municipalities, Municipal Prevention Plans are being implemented, which provide $5.8 million grants aimed at reducing risk factors across 76 communities. In an additional 20 medium-risk municipalities, the project, in coordination with PRE-PAZ, has completed 20 Municipal Crime and Violence Diagnostics and 20 Municipal Prevention Plans.

It is important to note that during the last two quarters of FY 2015, GOES requested USAID assistance with Ciudad Delagdo, which forms part of the National Citizen Security Council. This municipality is now being assisted by the CVPP under Component 2.

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Results: CVPP is creating and strengthening MPCs across all 33 project municipalities with some level of support from PRE-PAZ. CVPP has completed 33 Municipal Crime and Violence Diagnostics and is implementing 33 Municipal Prevention Plans (20 through Component 1 and 13 through Component 2). It is important to note that ALL Municipal Prevention Plans under Component 1 are financed 100% by municipalities. Cross Cutting Implications: None.

Additional Considerations: During the last quarter of FY 2015, new Option Period municipalities were selected for Component 2 for the CVPP. These municipalities include: Apopa, Mejicanos, Ciudad Delgado, Cuscatanzingo, San Pedro Perulapan, Olocuilta, Zacatecoluca, and San Miguel.

KEY ISSUE: Conflict Management/Mitigation/Prevention/Transformation (CMM) CVPP-DA Funds – Component 3 Overview:

Crime prevention continues to be part of the Government of El Salvador (GOES) strategy to reduce crime and violence in El Salvador. In February 2014, the GOES approved the new National Strategy for Violence Prevention, (ENPV) which outlines key and articulated actions to help reduce the risk factors associated with crime and violence with the participation of the central government, municipal governments, and the citizenry.

DA funds are planned to be used only for Component 3 “Innovative ideas for crime and violence prevention” of the Activity. CVPP will begin to implement pilot prevention programming in two municipalities, which center on Violence Interruption, the Family Centered YSET Model, and Alcohol and Drug Intervention.

Results: The family-centered Y-SET model has begun implementation in the municipality of Cojutepeque by carrying out 1,040 Y-SET questionnaires. The questionnaires and technical assistance are being provided through local NGO FUNPRES, with further technical assistance from the Universidad Nacional Autonoma de Honduras. Currently, this pilot program is in its third phase, which includes working with the 122 vulnerable youth and his/her families.

The cure Violence Model was also begun with a two-week visit by the Cure Violence team from Chicago and Puerto Rico. GOES, municipal, Church, NGO and local community leaders were visited to discuss the program. Currently, CVPP is looking for an NGO to carry out this pilot model.

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The third prevention model is currently on hold as the project identifies a local partner to implement this tool. Cross Cutting Implications: None.

Additional Considerations: None.

KEY ISSUE: Gender Equality/Women’s Empowerment-Secondary (GE/WE-Secondary) CVPP-CARSI Funds – Component 1 and 2 Overview:

In El Salvador and in the Central America region, violence is a phenomenon that involves young men as both victims and perpetrators. Working with young men is thus key to crime and violence reduction. Nevertheless, gender equality is fundamental for understanding and addressing violence as young girls and women are also victims of violence in numbers out of proportion to their percentage of the general population. For them, violence begins at home and spills into the streets, and is the result of entrenched attitudes of machismo. Therefore, changing patterns of violence will require attitudinal and other changes that involve both men and women in the home and community.

CVPP has launched 76 Outreach Centers in 13 municipalities, is implementing 6 prevention strategies, and three additional prevention programs under Component 3. Outreach Centers and interventions will address these issues by ensuring that both young men and women have equal access to training and educational opportunities offered by the project through all its venues. Both young men and women will be trained through grants in the areas of child and women’s rights, and preventing Gender Based Violence (GBV). Further, in order to address domestic and GBV, and in an effort to change gender norms that are drivers of violence in street behavior, CVPP will strengthen Municipal Women Units by providing grants to address domestic violence prevention and to develop Alternate Dispute Resolution (ADR) units at the municipal level. These activities are designed to empower individuals and communities through actions that raise awareness and share information about alternate and gender equal social norms and constructive ways to handle conflict.

At the municipal level, the CVPP will also promote among MPCs, in Municipal Prevention Plans, and during municipal staff trainings, the dissemination on the Special Integral Law for a Life Free of Violence Against Women. CVPP will ensure that municipalities understand the law and are able to implement it through the Municipal Prevention Plans.

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Results: Seventy-six (76) Outreach Centers have opened, and to date 37% of beneficiaries are women. Additionally, 12 Women’s Units are being strengthened, job orientation sessions were held for 861 women from 12 municipalities, and 12 women graduated as Angels Volunteers, allowing them to open an equal number of volunteer units at the municipal level. Cross Cutting Implications: None.

Additional Considerations: N/A.

KEY ISSUE: Gender Equality/Women’s Empowerment-Secondary (GE/WE-Secondary) CVPP-DA Funds – Component 3 Overview: In El Salvador and in the Central America region, violence is a phenomenon that involves young men as both victims and perpetrators. Working with young men is thus key to crime and violence reduction. Nevertheless, gender equality is fundamental for understanding and addressing violence as young girls and women are also victims of violence in numbers out of proportion to their percentage of the general population. For them, violence begins at home and spills into the streets, and is the result of entrenched attitudes of machismo. Therefore, changing patterns of violence will require attitudinal and other changes that involve both men and women in the home and community.

For Component 3, CVPP has been approved three separate prevention program pilots, which include: Violence Interruption, the Family Centered YSET Model, and the Alcohol and Drug Intervention model. These interventions will address issues under this section by ensuring that both vulnerable men and women have equal access to these pilot programs.

At the municipal level, the CVPP will promote among MPCs, in Municipal Prevention Plans and during municipal staff trainings, the dissemination on the Special Integral Law for a Life Free of Violence Against Women. CVPP will ensure that municipalities understand the law and are able to implement it through the Municipal Prevention Plans.

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Results: The Y-Set pilot is currently under implementation. Thirty-five (35) percent of all 122 vulnerable and youth and families that will receive treatment form this pilot are women. The number was derived from a mathematical formula that contemplates a total of nine (9) risk factors. Those with highest risk were either recommended for this pilot, or for tertiary prevention programs (the CVP does not implement tertiary prevention programs). Cross Cutting Implications: None.

Additional Considerations: N/A

KEY ISSUE: Youth Development CVPP-CARSI Funds – Component 1 and 2 Overview:

El Salvador continues to have one of the highest rate of crime in the hemisphere (an average of 18 to homicides per day in FY 2015), having young males as the most affected as victims and also as perpetrators of crimes. USAID has selected 13 high-risk municipalities and 77 communities within these municipalities to carry out interventions whose main focus is to prevent youth to join gangs, provide them with as stronger voice in the municipal decision- making process by participating in the Municipal Prevention Councils (MPCs) and community groups, creating and supporting networks among youth, and by creating service learning and volunteerism projects that build leadership, citizenship, and life skills, among others.

CVPP’s six strategies are implementing a number of initiatives to engage youth by providing a number of sports, learning, educational, vocational, volunteer, and employment opportunities.

Results: Youth in all CVPP municipalities and communities have come in contact with the project, are using 76 Outreach Centers, and can feel their voice is important to this project as we tailor interventions around their needs. At the close of FY 2015, CVPP’s Outreach Centers boasted 9,463 beneficiaries and 695 volunteers. Additionally, a total of 620 youth attended job fairs in the municipalities of Usulutan and San Vicente; 340 vulnerable youth gained employment through the CVPP; and 12 graduated as Angel Volunteers, allowing them to create and inaugurate 12 Municipal Volunteer Units.

Last, the CVPP has launched nine (9) Municipal Prevention Centers, seven (7) Municipal Vocational Training Centers, and six (6) Microsoft IT Academies, all providing programs and training opportunities for vulnerable youth in the various municipalities where these important Centers and Academies are housed.

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Cross Cutting Implications: None.

Additional Considerations: None.

KEY ISSUE: Youth Development CVPP-DA Funds – Component 3 Overview: El Salvador continues to have one of the highest rate of crime in the hemisphere (an average of 18 to homicides per day in FY 2015), having young males as the most affected as victims and also as perpetrators of crimes. USAID has selected 13 high-risk municipalities and 77 communities within these municipalities to carry out interventions whose main focus is to prevent youth to join gangs, provide them with as stronger voice in the municipal decision- making process by participating in the Municipal Prevention Councils (MPCs) and community groups, creating and supporting networks among youth, and by creating service learning and volunteerism projects that build leadership, citizenship, and life skills, among others.

CVPP’s Component 3 contemplates three different secondary prevention pilots to provide for youth development. At the moment, only one model, the Youth Service Eligibility Tool (Y- SET) is being implemented in the municipality of Cojutepeque.

Results: To date, 122 vulnerable youth have been identified through the Y-SET model for treatment. These vulnerable youth, and their families, will receive treatment during the duration of the pilot program. The 122 youth were selected after 1,044 Y-SET interviews were conducted. Cross Cutting Implications: None.

Additional Considerations: None.

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FY 2015 PERFORMANCE PLAN AND REPORT FOR

USAID/EL SALVADOR

CITIZEN SECURITY AND RULE OF LAW IN TARGETED AREAS IMPROVED

RULE OF LAW, TRANSPARENCY AND GOVERNANCE, AND CITIZEN SECURITY

Indicators

Indicator Type: Click here to 2014 2015 2016 2017 Baseline enter text. Results Results Target Target

Number of Municipalities with Component Component Component Compone Compone Crime Prevention Committees 1: 4 1: 10 1: 20 nt nt (CARSI and PFG indicator) 2: 13 2:13 2: 13 1: 0 1: 15 2: 0 2: 7 Number of vulnerable people benefiting from USG- 0 5,149 21,663 15,000 10,000 supported social services (CARSI) Number of CSOs receiving USG assistance engaged in 0 1 2 0 1 advocacy interventions (CARSI) Number of USG-assisted organizations and/or service delivery systems strengthened 0 52 33 33 29 who serve vulnerable populations (CARSI) Incidence of selected violent crimes reported in key 3,155 3,309 2,941 TBD TBD municipalities. (PFG) Local Organizational Capacity 44.77% 44.77% 55.77% TBD TBD Assessment Score (USAID) Governance 56.2% 56.2% 68.75% TBD TBD Organizational Management 43.7% 43.7% 68.75% TBD TBD Administration 32.5% 32.5% 52.50% TBD TBD

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Human Resources 40% 40% 47.50% TBD TBD Management Financial Management 58.03% 58.03% 58.33% TBD TBD Program Management 54.2% 54.2% 68.75% TBD TBD Project Performance 43.7% 43.7% 56.25% TBD TBD Management Number of Government Officials undergoing USG Target: 119 Target: 30 0 42 24 assisted security sector Result: 145 Result: 56 governance training. PREPAZ Officials 0 71 71 0 0 Municipal Government 0 74 130 0 0 Officials

Agency Designation: USAID

Washington-Designated Cross-cutting? N/A

OU-Designated Cross-Cutting? N/A

Date of Last DQA: 10/2014 Explanations Out-year Target Rationale and Other Explanations: Targets consider the number of new municipalities that activities will be supporting each year. Support will be provided during more than one Fiscal Year in each municipality. Municipalities will be counted on the year in which committees have been established. Deviation: In FY2012 PPR, no targets were set on FY2013 since new activities were awarded recently this year.. Dropping: N/A

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Operational Plan

Implementing Mechanism Narrative:

FY2016 funds will finance USAID's El Salvador Crime and Violence Prevention Project, whose activities build local and national capacity to identify crime patterns, plan and implement crime and violence prevention projects and replicate best practices. The activity supports the Government of El Salvador's (GOES) National Strategy for Violence Prevention (ENPV) and builds on the government municipal crime prevention plans. USAID will also finance the development of Municipal Crime and Violence Diagnostics, Municipal Prevention Plans, the development of Municipal Crime Diagnostics, as well as a number of municipal and community-based prevention tools

Activities will also be expanded with the active participation of the private sector through Public-Private Partnerships to complement crime prevention initiatives.

KEY ISSUE: Conflict Management/Mitigation/Prevention/Transformation (CMM) CVPP-CARSI Funds – Component 1 and 2 In FY 2016, under Component 1, the Crime and Violence Prevention Project continue to implement Municipal Prevention Plans in 20 municipalities. In addition, Component 1 will develop Municipal Diagnostics in 16 new, Option Period municipalities.

Last, the project will create and strengthen a total of 25 Municipal Crime Observatories.

Under Component 2, the project will continue to implement 13 Municipal Prevention Plans (which include a total of 6 Strategies containing 43 prevention tools in a total of 77 high-risk communities), with a new municipal addition of Ciudad Delgado.

Amount Allocated: An estimated total of $831,971.26 will be spent to carry out activities under Component 1. This includes staff salaries.

An estimated total of $10,841,327.04 will spent to carry out activities under Component 2. This includes staff salaries and $4.5 million in grants.

KEY ISSUE: Conflict Management/Mitigation/Prevention/Transformation (CMM) CVPP-DA Funds – Component 3 The Crime and Violence Prevention Project will carry out interventions in the municipality of Cojutepeque, which includes the implementation of the Family Centered Y-SET Model and Cure Violence prevention models.

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Amount Allocated: A total of $600,000 has been allocated for this effort. This includes staff and consultant/NGO salaries.

KEY ISSUE: Gender Equality/Women’s Empowerment-Secondary (GE/WE- Secondary) CVPP-CARSI Funds – Component 1 and 2 The Crime and Violence Prevention Project will continue to build the Government of El Salvador’s capacity to implement municipal violence prevention strategies, and inform municipal governments’ and populations’ about those strategies with the strong inclusion of gender considerations. Municipal Crime Prevention Observatories will be created and strengthened to gather sex-disaggregated information on crime victimization, including domestic and sexual violence. Furthermore, Municipal Prevention Committees will be strengthened, and will include strategies for addressing the separate needs of men/women or boys/girls to help ensure the full gender participation in all activities when appropriate. Amount Allocated:

An estimated total of $831,971.26 will be spent to carry out activities under Component 1. This includes staff salaries.

An estimated total of $10,841,327.04 will spent to carry out activities under Component 2. This includes staff salaries and $4.5 million in grants.

KEY ISSUE: Gender Equality/Women’s Empowerment-Secondary (GE/WE- Secondary) CVPP-DA Funds – Component 3 The Crime and Violence Prevention Project will continue implement interventions in the municipality of Cojutepeque, which includes the implementation of the Family Centered Y-SET Model and Cure Violence prevention models. All interventions will include at risk women youth. Amount Allocated: A total of $957,034.74 has been allocated for this effort. This includes staff and consultant/NGO salaries.

KEY ISSUE: Youth Development CVPP-CARSI Funds – Component 1 and 2 The Crime and Violence Prevention Project will continue to support youth development with activities directed at preventing children and adolescents from joining gangs via youth leadership programs, YouthClubs, Outreach Centers, volunteer opportunities, vocational training centers, and Microsoft IT Academies. Amount Allocated:

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An estimated total of $10,841,327.04 will spent to carry out activities under Component 2. This includes staff salaries and $4.5 million in grants.

Component 1 will not be directly implementing actions under this section, but will encourage municipal governments, through Municipal Prevention Plans, to budget for youth development initiatives and activities.

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Annex Annex 1 – CVPP Press Mentions Annex 2 – Monitoring and Evaluation Report Annex 3 – Financial Report Annex 4 – Leverage Report Annex 5 – Grants Activity Report Annex 6 – Component 1 Didactic Material for Municipal Prevention Committee Workshop #1 Annex 7 – El Paisnal Letter of Intent Annex 8 – Letter from PRE-PAZ Director

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Annex 1 – CVPP Press Mentions (October 2014-September 2015)

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Annex 2 – Quarterly Monitoring and Evaluation Report

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Previous Total to % to Total to % to Total Target FY Total Total Base Year Achieve Achieve Achieve Achieve N° Indicator Project Base 2015 Q1 Q2 Q3 Q4 Acumulated Acumulated Line Acumulated Base Base Project Project Target Period Target FY 2015 Base Period (2014) Period Period Target Target

The GOES is able to establish and strengthen Municipal Crime and Violence Prevention Committees (MPCs) in at least twenty municipalities as outlined in the ENPV Number of municipalities with 1.1 Municipal Crime and Violence 0 35 20 20 0 0 0 0 0 0 0 0 0% 15 42.85% Prevention Committees strengthened

Number of PRE-PAZ officials 1.2 trained in crime and violence 0 50 50 20 71 0 0 0 0 71 71 0 0% 0 0% prevention according the ENPV

At least 50% to 60% of selected officials tied to the project in targeted Salvadoran

municipal governments understand the goals and objectives of the ENPV

% of municipal governments 2 officials that understand the goals 15.7% 75.0% 50.0% 40.0% 0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 34.3% 34.3% 59.3% 59.3% and objectives of the ENPV At least 30% to 40% of population in targeted communities/municipalities is

aware of the goals and objectives of the ENPV by the end of the period. % of population in targeted communities/municipalities who are 3 25.1% 45.0% 30.0% 0.0% 0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.9% 4.9% 19.9% 19.9% aware of the goals and objectives of the ENPV The government of El Salvador (GOES) is supported as it forms and/or implements

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

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Previous Total to % to Total to % to Total Target FY Total Total Base Year Achieve Achieve Achieve Achieve N° Indicator Project Base 2015 Q1 Q2 Q3 Q4 Acumulated Acumulated Line Acumulated Base Base Project Project Target Period Target FY 2015 Base Period (2014) Period Period Target Target

Methodology for establishing and managing Municipal Crime and Violence

Prevention Observatories is developed and published in conjunction with GOES Percent development of a methodology to establish and 5 manage Municipal Crime and 0% 100% 100% 0% 85% 0% 0% 0% 15% 100% 15% 0% 0% 100% 0% Violence Prevention Observatories (MCVPOs) Number of Municipal Crime and Violence Prevention Observatories 5 0 15 10 9 9 0 8 1 0 18 18 0 0% 0 0% (MCVPOs) using established methodology A minimum of 10 new Municipal Crime and Violence Prevention Observatories

(MCVPOs) are established with contractor assistance Number of USG-supported 6 municipalities with established 0 15 10 9 4 0 8 1 0 9 13 0 0% 2 13.33% observatories In at least seven selected municipalities, Crime and Violence Prevention Observatories (MCVPOs) provide

relevant data to Municipal Crime and Violence Prevention Committees( MPCs) to inform policy making Number of USG-supported municipalities making decisions 7 0 14 7 5 0 0 2 2 0 4 4 3 42.85% 10 71.42% based on information generated by Observatories A minimum of 7 existing Municipal Crime and Violence Prevention Observatories

(MCVPOs) are strengthened with contractor assistance Number of existing Municipal Crime and Violence Prevention 8 0 10 7 4 5 0 0 0 0 5 5 2 29% 5 50% Observatories strengthened with USG assistance

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Previous Total to % to Total to % to Total Target FY Total Total Base Year Achieve Achieve Achieve Achieve N° Indicator Project Base 2015 Q1 Q2 Q3 Q4 Acumulated Acumulated Line Acumulated Base Base Project Project Target Period Target FY 2015 Base Period (2014) Period Period Target Target

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

Beneficiaries perception of safety in 9 38.3% 53.3% 48.3% 0.0% 0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 48.3% 48.3% 53.3% 53.3% target communities A reduction of crime by a minimum of 5% in target communities of a selected

municipalities during of the project period

Percentage reduction of crime in 10 659 5% 5% 0% 0 0% 0% 0% 0% 66.67% 0% 5% 5% 5% 5% targeted communities

12 new Municipal Crime and Violence Prevention Committees (MPCs)

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

At least 70 communities working towards the reduction of crime through a

partnership with local and national governments Number of Communities 12 implementing plans in alliance with 0 115 78 54 0 0 0 0 0 0 0 78 100% 115 100% municipal and national government In at least 12 municipalities, municipal leaders´ and community members´

capacity for prevention planning, implementation and analysis increased

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Previous Total to % to Total to % to Total Target FY Total Total Base Year Achieve Achieve Achieve Achieve N° Indicator Project Base 2015 Q1 Q2 Q3 Q4 Acumulated Acumulated Line Acumulated Base Base Project Project Target Period Target FY 2015 Base Period (2014) Period Period Target Target

Number of municipalities that have strengthened the capacities of 13 municipal leaders and community’s 0 20 13 0 0 0 0 0 12 12 12 8 100% 8 40% members to plan, implement and monitor MPPs. At least two Public-Private Alliances are established in a minimum of 12 selected municipalities

Number of municipalities with at 14 least two of Public-Private Alliances 0 20 13 0 13 0 0 0 0 0 12 0 0% 8 40% established and operating

Innovative municipal-led, community- based crime and violence prevention best practices are identified, systematized, published and disseminated in least in seven selected municipalities Number of Municipalities in which 15 best practices have been 0 12 7 5 0 0 0 0 0 0 0 7 100% 12 100% disseminated Methodology for Innovative Ideas is finalized within the first 90 days of the contract Percent development of 16 0% 100% 100% 0 60% 0% 0% 0% 0% 0% 100% 0% 0% 0% 0% methodology for Innovative Ideas At least two sub-component Innovative

Ideas are developed and implemented Number of Innovative ideas 17 0 3 2 1 0 0 0 2 0 2 2 0 0% 1 33.3% developed and implemented

Standard Indicators

CARSI Indicators

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Previous Total to % to Total to % to Total Target FY Total Total Base Year Achieve Achieve Achieve Achieve N° Indicator Project Base 2015 Q1 Q2 Q3 Q4 Acumulated Acumulated Line Acumulated Base Base Project Project Target Period Target FY 2015 Base Period (2014) Period Period Target Target

Number of municipalities with Municipal Crime Prevention 0 55 33 10 23 5 4 1 0 10 33 0 0% 22 40 % Committees (MPCs)** Number of Civil Society Organizations (CSOs) receiving 0 1 1 1 1 0 1 0 0 2 2 0 0% 0.00 0% USG assistance engaged in advocacy interventions

Number of vulnerable people benefitting from USG-supported 0 50,000 37,500 12,500 5,149 873 3,566 3,243 8,832 21,663 21,663 15,837 42.23% 28,337 56.67% social services

Number of USG-assisted organizations and/or service delivery 0 175 146 26 52 24 4 4 1 33 85 61 41.78% 90 51.42% systems strengthened who serve vulnerable populations.

PFG Indicators

Incidence of Selected Violent Crimes Reported in Key 3,155 TBD TBD TBD 3,309 0 0 0 2,941 2,941 0 0 0 0 0 Municipalities USAID Indicators

Local Organizational Capacity 44.7% 75% 75% 59.1% 0 0% 0% 0% 55.77% 55.77% 55.77% 19.23% 19.23% 30.3% 19.23 % Assessment Score

Number of Goverment Officials undergoing USG assisted security 0 215 191 30 145 0 0 56 0 56 201 0 0% 14 6.51% sector governance training. USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

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GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0001 OC Network Fortalecimient Red de National - National 382,704.00 21-abr-14 31-ago-15 $ 93,992.37 $ 5,980.93 $ 99,973.30 o Red de CDAs CDAs 3 CVPP-0002 CDA San Romero OC X 3 Tecoluca $ 24,000.00 30,075.00 01-jun-14 28-feb-16 $ 18,566.82 $ 5,433.18

CVPP-0003 CDA Comunidad CDA X 3 Tecoluca $ 24,000.00 28,575.00 01-jun-14 28-feb-16 $ 20,788.95 $ 3,211.05 Nueva Tehuacán

CVPP-0004 CDA Cantón La CDA X 3 Tecoluca $ 24,000.00 30,075.00 01-jun-14 28-feb-16 $ 20,946.67 $ 3,053.33 Esperanza CVPP-0005 CDA Cantón San CDA X 3 Tecoluca $ 24,000.00 30,075.00 01-jun-14 28-feb-16 $ 20,756.27 $ 3,243.73 Nicolás Lempa CVPP-0006 CDA Colonia CDA X 3 Cojutepeque $ 24,000.00 31,575.00 01-jun-14 28-feb-16 $ 20,811.17 $ 3,188.83 Fátima CVPP-0007 CDA Cantón CDA X 3 Cojutepeque $ 24,000.00 28,575.00 01-jun-14 28-feb-16 $ 20,811.79 $ 3,188.21 Cujuapa CVPP-0008 CDA Cantón Jiñuco CDA X 3 Cojutepeque $ 24,000.00 30,075.00 01-jun-14 28-feb-16 $ 18,523.53 $ 5,476.47

CVPP-0009 CDA Reparto Las CDA X 3 Cojutepeque $ 24,000.00 30,075.00 01-jun-14 28-feb-16 $ 20,787.63 $ 3,212.37 Alamedas CVPP-0010 CDA Las Pavas CDA X 3 Cojutepeque $ 24,000.00 31,725.00 01-jun-14 28-feb-16 $ 20,727.65 $ 3,272.35

CVPP-0011 CDA San Antonio II CDA X 3 Cojutepeque $ 24,000.00 30,225.00 01-jun-14 28-feb-16 $ 20,847.12 $ 3,152.88

CVPP-0012 CDA Vista Al Lago CDA X 3 Cojutepeque $ 24,000.00 30,075.00 01-jun-14 28-feb-16 $ 20,777.82 $ 3,222.18

CVPP-0013 CDA Com. El CDA X 3 Tecoluca $ 24,000.00 28,955.00 01-jun-14 28-feb-16 $ 20,850.51 $ 3,149.49 Milagro CVPP-0014 CDA Com. San CDA X 3 Tecoluca $ 24,000.00 29,475.00 01-jun-14 28-feb-16 $ 18,477.83 $ 5,522.17 Cristóbal CVPP-0015 CDA Com. Brisas CDA X 3 San Vicente $ 24,000.00 24,000.00 21-jul-14 28-feb-16 $ 20,831.61 $ 3,168.39 del Cañaveral CVPP-0016 CDA Jiboa CDA X 3 San Vicente $ 24,000.00 24,000.00 21-jul-14 28-feb-16 $ 21,266.39 $ 2,733.61

CVPP-0017 CDA Santa Elena CDA X 3 San Vicente $ 24,000.00 24,000.00 21-jul-14 28-feb-16 $ 20,778.22 $ 3,221.78 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 161

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0018 CDA Achichilco CDA X 3 San Vicente $ 24,000.00 24,000.00 21-jul-14 28-feb-16 $ 20,769.84 $ 3,230.16

CVPP-0019 CDA Navarra CDA X 3 San Vicente $ 24,000.00 24,000.00 21-jul-14 28-feb-16 $ 20,835.91 $ 3,164.09

CVPP-0020 CDA San Antonio CDA X 3 San Vicente $ 24,000.00 24,000.00 21-jul-14 28-feb-16 $ 20,767.69 $ 3,232.31 Caminos CVPP-0021 CDA Brisas del CDA X 3 San Vicente $ 24,000.00 24,000.00 21-jul-14 28-feb-16 $ 18,456.42 $ 5,543.58 Jiboa CVPP-0022 CDA Los Llanitos CDA X 3 Ilobasco $ 24,000.00 24,000.00 29-jul-14 28-feb-16 $ 20,671.77 $ 3,328.23

CVPP-0023 CDA Azacualpa CDA X 3 Ilobasco $ 24,000.00 24,000.00 29-jul-14 28-feb-16 $ 20,740.10 $ 3,259.90

CVPP-0024 CDA Milan CDA X 3 Ilobasco $ 24,000.00 24,000.00 29-jul-14 28-feb-16 $ 20,705.52 $ 3,294.48

CVPP-0025 CDA Miranda CDA X 3 Ilobasco $ 24,000.00 24,000.00 29-jul-14 28-feb-16 $ 20,615.22 $ 3,384.78

CVPP-0026 CDA Las Huertas CDA X 3 Ilobasco $ 24,000.00 24,000.00 29-jul-14 28-feb-16 $ 20,767.83 $ 3,232.17

CVPP-0027 CDA Agua Zarca CDA X 3 Ilobasco $ 24,000.00 24,000.00 29-jul-14 28-feb-16 $ 20,628.27 $ 3,371.73

CVPP-0028 CDA Alcaine CDA X 3 Ilobasco $ 24,000.00 24,000.00 29-jul-14 28-feb-16 $ 20,722.95 $ 3,277.05

CVPP-0029 CDA Conchagua CDA X 3 Conchagua $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 20,205.60 $ 3,794.40 Centro CVPP-0030 CDA Las Tunas CDA X 3 Conchagua $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 20,912.16 $ 3,087.84

CVPP-0031 CDA Huisquil CDA X 3 Conchagua $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 20,774.69 $ 3,225.31

CVPP-0032 CDA La Metaza CDA X 3 Conchagua $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 20,914.55 $ 3,085.45

CVPP-0033 CDA El Farito CDA X 3 Conchagua $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 20,968.36 $ 3,031.64

CVPP-0034 CDA El Pilón CDA X 3 Conchagua $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 21,089.63 $ 2,910.37

CVPP-0035 Communications Estrtegia de X 6 Acajutla $ 3,500.00 2,000.00 14-ago-14 30-dic-15 $ 2,090.45 $ 1,409.55 Strategy Comunicacion es USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 162

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0036 Communications Estrtegia de X 6 San Antonio $ 3,500.00 2,000.00 14-ago-14 30-dic-15 $ $ 3,038.87 Strategy Comunicacion del Monte 461.13 es

CVPP-0037 Communications Estrtegia de X 6 Quezaltepeque $ 3,500.00 2,000.00 14-ago-14 30-dic-15 $ 2,542.66 $ 957.34 Strategy Comunicacion es CVPP-0038 Communications Estrtegia de X 6 Nejapa $ 3,500.00 2,000.00 14-ago-14 30-dic-15 $ 1,800.77 $ 1,699.23 Strategy Comunicacion es CVPP-0039 Communications Estrtegia de X 6 Panchimalco $ 3,500.00 2,000.00 14-ago-14 30-dic-15 $ 1,799.54 $ 1,700.46 Strategy Comunicacion es CVPP-0040 Communications Estrtegia de X 6 Soyapango $ 3,500.00 2,000.00 14-ago-14 30-dic-15 $ 1,864.76 $ 1,635.24 Strategy Comunicacion es CVPP-0041 Communications Estrtegia de X 6 Cojutepeque $ 3,500.00 2,000.00 14-ago-14 30-dic-15 $ 2,040.02 $ 1,459.98 Strategy Comunicacion es CVPP-0042 Communications Estrtegia de X 6 Ilobasco $ 3,500.00 2,000.00 14-ago-14 30-dic-15 $ 2,097.30 $ 1,402.70 Strategy Comunicacion es CVPP-0043 Communications Estrtegia de X 6 San Vicente $ 3,500.00 2,000.00 14-ago-14 30-dic-15 $ 1,893.65 $ 1,606.35 Strategy Comunicacion es CVPP-0044 Communications Estrtegia de X 6 Tecoluca $ 3,500.00 2,000.00 14-ago-14 30-dic-15 $ 1,840.23 $ 1,659.77 Strategy Comunicacion es CVPP-0045 Communications Estrtegia de X 6 Usulután $ 3,500.00 2,000.00 14-ago-14 30-dic-15 $ 3,931.61 $ (431.61) Strategy Comunicacion es CVPP-0046 Communications Estrtegia de X 6 Conchagua $ 3,500.00 2,000.00 14-ago-14 30-dic-15 $ 2,381.00 $ 1,119.00 Strategy Comunicacion es CVPP-0047 Communications Estrtegia de X 6 La Unión $ 3,500.00 2,000.00 14-ago-14 30-dic-15 $ 3,090.59 $ 409.41 Strategy Comunicacion es CVPP-0048 CDA Altamira CDA X 3 Usulután $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 20,658.55 $ 3,341.45 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 163

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0049 CDA La Poza CDA X 3 Usulután $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 20,807.88 $ 3,192.12

CVPP-0050 CDA La Presa CDA X 3 Usulután $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 20,837.10 $ 3,162.90

CVPP-0051 CDA El Calvario CDA X 3 Usulután $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 20,761.42 $ 3,238.58

CVPP-0052 CDA Córdova CDA X 3 Usulután $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 21,010.73 $ 2,989.27

CVPP-0053 CDA San Juan CDA X 3 Usulután $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 20,708.35 $ 3,291.65 Bosco, CVPP-0054 CDA Puerto Parada CDA X 3 Usulután $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 20,679.49 $ 3,320.51

CVPP-0055 CDA Jardines de La CDA X 3 Acajutla $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 20,474.66 $ 3,525.34 Nueva CVPP-0056 CDA Acaxual CDA X 3 Acajutla $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 11,618.68 $ 12,381.32

CVPP-0057 CDA Balastrera CDA X 3 Acajutla $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 19,977.21 $ 4,022.79

CVPP-0058 CDA San Julian CDA X 3 Acajutla $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 11,702.56 $ 12,297.44

CVPP-0059 CDA Las Atarrayas CDA X 3 Acajutla $ 24,000.00 24,000.00 01-ago-14 28-feb-16 $ 20,343.81 $ 3,656.19

CVPP-0060 CDA Jardines del CDA X 3 San Antonio $ 24,000.00 24,000.00 20-ago-14 28-feb-16 $ 21,373.39 $ 2,626.61 Mirador del Monte

CVPP-0061 CDA Santa Lucía CDA X 3 Quezaltepeque $ 24,000.00 24,000.00 20-ago-14 28-feb-16 $ 20,573.15 $ 3,426.85

CVPP-0062 CDA Estanzuelas CDA X 3 Quezaltepeque $ 24,000.00 24,000.00 20-ago-14 28-feb-16 $ 20,796.83 $ 3,203.17

CVPP-0063 CDA Santa Rosa CDA X 3 Quezaltepeque $ 24,000.00 24,000.00 20-ago-14 28-feb-16 $ 20,765.72 $ 3,234.28

CVPP-0064 CDA Primavera CDA X 3 Quezaltepeque $ 24,000.00 24,000.00 20-ago-14 28-feb-16 $ 20,720.15 $ 3,279.85

CVPP-0065 CDA Torres CDA X 3 Quezaltepeque $ 24,000.00 24,000.00 20-ago-14 28-feb-16 $ 20,780.65 $ 3,219.35

CVPP-0066 CDA Las Flores CDA X 3 La Unión $ 24,000.00 24,000.00 09-sep-14 28-feb-16 $ 20,970.47 $ 3,029.53

CVPP-0067 CDA Condadillo CDA X 3 La Unión $ 24,000.00 24,000.00 09-sep-14 28-feb-16 $ 20,943.24 $ 3,056.76 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 164

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0068 CDA El Coyolito CDA X 3 La Unión $ 24,000.00 2,000.00 09-sep-14 28-feb-16 $ 20,956.82 $ 3,043.18

CVPP-0069 CDA La Unión CDA X 3 La Unión $ 24,000.00 2,000.00 09-sep-14 28-feb-16 $ 21,031.44 $ 2,968.56 Centro CVPP-0070 CDA San Carlos CDA X 3 La Unión $ 24,000.00 2,000.00 09-sep-14 28-feb-16 $ 20,869.34 $ 3,130.66

CVPP-0071 CDA La Esperanza CDA X 3 La Unión $ 24,000.00 2,000.00 09-sep-14 28-feb-16 $ 21,074.61 $ 2,925.39

CVPP-0072 CDA Agua CDA X 3 La Unión $ 24,000.00 2,000.00 09-sep-14 28-feb-16 $ 21,070.71 $ 2,929.29 Escondida CVPP-0073 CDA Altos de CDA X 3 Soyapango $ 24,000.00 24,000.00 01-oct-14 28-feb-16 $ 20,518.31 $ 3,481.69 Monte Carmelo CVPP-0074 CDA Bosques Del CDA X 3 Soyapango $ 24,000.00 24,000.00 01-oct-14 28-feb-16 $ 18,353.87 $ 5,646.13 Río CVPP-0075 CDA Guadalupe CDA X 3 Soyapango $ 24,000.00 24,000.00 01-oct-14 28-feb-16 $ 18,128.42 $ 5,871.58

CVPP-0076 CDA Las Margaritas CDA X 3 Soyapango $ 24,000.00 24,000.00 09-sep-14 28-feb-16 $ 18,337.81 $ 5,662.19

CVPP-0077 CDA Río Las Cañas CDA X 3 Soyapango $ 24,000.00 24,000.00 01-oct-14 28-feb-16 $ 13,093.30 $ 10,906.70

CVPP-0078 CDA Jabalí CDA X 3 Nejapa $ 24,000.00 24,000.00 11-sep-14 28-feb-16 $ 20,897.63 $ 3,102.37

CVPP-0079 CDA Las Mercedes CDA X 3 Nejapa $ 24,000.00 24,000.00 11-sep-14 28-feb-16 $ 20,973.34 $ 3,026.66

CVPP-0080 CDA Calle Vieja CDA X 3 Nejapa $ 24,000.00 24,000.00 11-sep-14 28-feb-16 $ 20,925.88 $ 3,074.12

CVPP-0081 CDA Mapilapa CDA X 3 Nejapa $ 24,000.00 24,000.00 11-sep-14 28-feb-16 $ 21,005.16 $ 2,994.84

CVPP-0082 CDA CDA X 3 Quezaltepeque $ 24,000.00 24,000.00 11-sep-14 28-feb-16 $ 21,043.45 $ 2,956.55 Quezaltepeque Centro CVPP-0083 CDA El Barrial CDA X 3 Panchimalco $ 24,000.00 24,000.00 23-sep-14 28-feb-16 $ 18,263.23 $ 5,736.77

CVPP-0084 CDA Monteliz CDA X 3 Panchimalco $ 24,000.00 24,000.00 23-sep-14 28-feb-16 $ 20,915.81 $ 3,084.19

CVPP-0085 CDA San José CDA X 3 Panchimalco $ 24,000.00 24,000.00 23-sep-14 28-feb-16 $ 20,957.44 $ 3,042.56

CVPP-0086 CDA Azacualpa CDA X 3 Panchimalco $ 24,000.00 24,000.00 23-sep-14 28-feb-16 $ 17,646.23 $ 6,353.77 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 165

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0087 CDA Panchimalco CDA X 3 Panchimalco $ 24,000.00 24,000.00 23-sep-14 28-feb-16 $ 20,868.40 $ 3,131.60 Centro CVPP-0088 CDA El Guayabo CDA X 3 Panchimalco $ 24,000.00 24,000.00 23-sep-14 28-feb-16 $ 18,601.20 $ 5,398.80

CVPP-0089 Tng and Capacity Capacitación y X 1 Acajutla $ 4,992.00 5,460.00 01-dic-14 28-feb-16 $ 1,868.76 $ 3,123.24 Building for fortalec. Violence CMPVs, Prevention for ADESCOs y CMPVs, ADESCOs, operadores and Municipal municipales Operators

CVPP-0090 Tng and Capacity Capacitación y X 1 Cojutepeque $ 4,992.00 5,460.00 01-dic-14 28-feb-16 $ 1,721.47 $ 3,270.53 Building for fortalec. Violence CMPVs, Prevention for ADESCOs y CMPVs, ADESCOs, operadores and Municipal municipales Operators

CVPP-0091 Tng and Capacity Capacitación y X 1 Conchagua $ 4,992.00 5,460.00 01-dic-14 28-feb-16 $ 1,243.89 $ 3,748.11 Building for fortalec. Violence CMPVs, Prevention for ADESCOs y CMPVs, ADESCOs, operadores and Municipal municipales Operators

CVPP-0092 Tng and Capacity Capacitación y X 1 Ilobasco $ 4,992.00 5,460.00 01-dic-14 28-feb-16 $ 1,603.88 $ 3,388.12 Building for fortalec. Violence CMPVs, Prevention for ADESCOs y CMPVs, ADESCOs, operadores and Municipal municipales Operators USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 166

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0093 Tng and Capacity Capacitación y X 1 La Unión $ 4,992.00 5,460.00 01-dic-14 28-feb-16 $ 1,137.05 $ 3,854.95 Building for fortalec. Violence CMPVs, Prevention for ADESCOs y CMPVs, ADESCOs, operadores and Municipal municipales Operators

CVPP-0094 Tng and Capacity Capacitación y X 1 Nejapa $ 4,992.00 5,460.00 01-dic-14 28-feb-16 $ 1,145.60 $ 3,846.40 Building for fortalec. Violence CMPVs, Prevention for ADESCOs y CMPVs, ADESCOs, operadores and Municipal municipales Operators

CVPP-0095 Tng and Capacity Capacitación y X 1 Panchimalco $ 4,992.00 5,460.00 01-dic-14 28-feb-16 $ 1,693.09 $ 3,298.91 Building for fortalec. Violence CMPVs, Prevention for ADESCOs y CMPVs, ADESCOs, operadores and Municipal municipales Operators

CVPP-0096 Tng and Capacity Capacitación y X 1 Quezaltepeque $ 4,992.00 5,460.00 01-dic-14 28-feb-16 $ 1,343.08 $ 3,648.92 Building for fortalec. Violence CMPVs, Prevention for ADESCOs y CMPVs, ADESCOs, operadores and Municipal municipales Operators USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 167

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0097 Tng and Capacity Capacitación y X 1 San Antonio $ 4,992.00 5,460.00 01-dic-14 28-feb-16 $ - $ 4,992.00 Building for fortalec. del Monte Violence CMPVs, Prevention for ADESCOs y CMPVs, ADESCOs, operadores and Municipal municipales Operators

CVPP-0098 Tng and Capacity Capacitación y X 1 San Vicente $ 4,992.00 5,460.00 01-dic-14 28-feb-16 $ 1,971.97 $ 3,020.03 Building for fortalec. Violence CMPVs, Prevention for ADESCOs y CMPVs, ADESCOs, operadores and Municipal municipales Operators

CVPP-0099 Tng and Capacity Capacitación y X 1 Soyapango $ 4,992.00 5,460.00 01-dic-14 28-feb-16 $ 1,949.07 $ 3,042.93 Building for fortalec. Violence CMPVs, Prevention for ADESCOs y CMPVs, ADESCOs, operadores and Municipal municipales Operators

CVPP-0100 Tng and Capacity Capacitación y X 1 Tecoluca $ 4,992.00 5,460.00 01-dic-14 28-feb-16 $ 1,300.15 $ 3,691.85 Building for fortalec. Violence CMPVs, Prevention for ADESCOs y CMPVs, ADESCOs, operadores and Municipal municipales Operators USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 168

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0101 Tng and Capacity Capacitación y X 1 Usulután $ 4,992.00 5,460.00 01-dic-14 28-feb-16 $ 1,375.13 $ 3,616.87 Building for fortalec. Violence CMPVs, Prevention for ADESCOs y CMPVs, ADESCOs, operadores and Municipal municipales Operators

CVPP-0102 CDA Huisquil - CDA X 3 Conchagua $ 24,000.00 24,000.00 06-oct-14 28-feb-16 $ 21,061.33 $ 2,938.67 Belén CVPP-0103 Skill-building and Capacitación y X 4 Acajutla $ 8,002.90 18,546.00 24-oct-14 31-mar-16 $ 7,632.69 $ 370.21 Job Opportunities Oportunidades de Trabajo

CVPP-0104 Skill-building and Capacitación y X 4 Cojutepeque $ 13,324.65 22,046.00 24-oct-14 31-mar-16 $ 12,900.03 $ 424.62 Job Opportunities Oportunidades de Trabajo

CVPP-0105 Skill-building and Capacitación y X 4 Conchagua $ 6,624.15 13,000.00 24-oct-14 31-mar-16 $ 5,013.45 $ 1,610.70 Job Opportunities Oportunidades de Trabajo

CVPP-0106 Skill-building and Capacitación y X 4 Ilobasco $ 10,390.90 11,000.00 24-oct-14 31-mar-16 $ 8,371.95 $ 2,018.95 Job Opportunities Oportunidades de Trabajo

CVPP-0107 Skill-building and Capacitación y X 4 La Unión $ 9,992.90 18,646.00 24-oct-14 31-mar-16 $ 5,551.95 $ 4,440.95 Job Opportunities Oportunidades de Trabajo

CVPP-0108 Skill-building and Capacitación y X 4 Nejapa $ 7,400.68 17,546.00 24-oct-14 31-mar-16 $ 6,964.64 $ 436.04 Job Opportunities Oportunidades de Trabajo

CVPP-0109 Skill-building and Capacitación y X 4 Panchimalco $ 7,764.02 18,546.00 24-oct-14 31-mar-16 $ 7,264.71 $ 499.31 Job Opportunities Oportunidades de Trabajo USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 169

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0110 Skill-building and Capacitación y X 4 Quezaltepeque $ 7,755.85 17,546.00 24-oct-14 31-mar-16 $ 3,819.81 $ 3,936.04 Job Opportunities Oportunidades de Trabajo

CVPP-0111 Skill-building and Capacitación y X 4 San Antonio $ 3,255.40 7,000.00 24-oct-14 31-mar-16 $ 1,404.07 $ 1,851.33 Job Opportunities Oportunidades del Monte de Trabajo

CVPP-0112 Skill-building and Capacitación y X 4 San Vicente $ 8,002.90 20,546.00 24-oct-14 31-mar-16 $ 7,369.55 $ 633.35 Job Opportunities Oportunidades de Trabajo

CVPP-0113 Skill-building and Capacitación y X 4 Soyapango $ 9,162.85 25,092.00 24-oct-14 31-mar-16 $ 7,471.91 $ 1,690.94 Job Opportunities Oportunidades de Trabajo

CVPP-0114 Skill-building and Capacitación y X 4 Tecoluca $ 6,624.15 11,000.00 24-oct-14 31-mar-16 $ 2,791.34 $ 3,832.81 Job Opportunities Oportunidades de Trabajo

CVPP-0115 Skill-building and Capacitación y X 4 Usulután $ 13,759.65 18,446.00 24-oct-14 31-mar-16 $ 8,504.78 $ 5,254.87 Job Opportunities Oportunidades de Trabajo

CVPP-0116 Alternate Conflict Resolución FUNPRE 1 Zona 1 $ 78,146.49 16,134.69 05-ene-15 04-ene-16 $ 41,469.30 $ 36,677.19 Resolution - Zone 1 Alterna a S 1/ Conflictos Zona 1

CVPP-0117 Alternate Conflict Resolución FUNDAC 1 Zona 2 $ 90,707.38 82,072.52 15-dic-14 14-dic-15 $ 54,610.71 $ 36,096.67 Resolution - Zone 2 Alterna a IÓN 2/ Conflictos IRIS- Zona 2 TRANSF ORMAN DO CONFLIC TOS USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 170

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0118 Municipal Equipmamient X 1 Acajutla $ 11,009.00 30,000.00 05-ene-15 30-sep-15 $ 4,543.13 $ 6,465.87 Prevention Centers o Centros Equipment - Municipales de Acajutla Prevención

CVPP-0119 Municipal Equipmamient X 1 Cojutepeque $ 9,111.00 1,500.00 05-ene-15 30-sep-15 $ 9,024.68 $ 86.32 Prevention Centers o Centros Equipment - Municipales de Cojutepeque Prevención

CVPP-0120 Municipal Equipmamient X 1 Conchagua $ 9,180.00 5,400.00 05-ene-15 04-jun-15 $ 8,726.03 $ 453.97 Prevention Centers o Centros Equipment - Municipales de Conchagua Prevención

CVPP-0121 Municipal Equipmamient X 1 Ilobasco $ 8,888.00 10,000.00 05-ene-15 04-jun-15 $ 9,028.29 $ (140.29) Prevention Centers o Centros Equipment - Municipales de Ilobasco Prevención

CVPP-0122 Municipal Equipmamient X 1 La Unión $ 13,060.00 15,000.00 05-ene-15 30-sep-15 $ 12,930.34 $ 129.66 Prevention Centers o Centros Equipment - La Municipales de Unión Prevención USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 171

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0123 Municipal Equipmamient X 1 Nejapa $ 8,798.00 1,000.00 05-ene-15 04-jun-15 $ 8,141.52 $ 656.48 Prevention Centers o Centros Equipment -Nejapa Municipales de Prevención

CVPP-0124 Municipal Equipmamient X 1 Panchimalco $ 10,230.00 7,500.00 05-ene-15 04-jun-15 $ 9,184.07 $ 1,045.93 Prevention Centers o Centros Equipment - Municipales de Panchimalco Prevención

CVPP-0125 Municipal Equipmamient X 1 Quezaltepeque $ 10,077.00 18,000.00 05-ene-15 04-jun-15 $ 8,736.57 $ 1,340.43 Prevention Centers o Centros Equipment - Municipales de Quezaltepeque Prevención

CVPP-0126 Municipal Equipmamient X 1 San Antonio $ 8,142.00 9,000.00 05-ene-15 04-jun-15 $ - $ 8,142.00 Prevention Centers o Centros del Monte Equipment - San Municipales de Antonio del Monte Prevención

CVPP-0127 Municipal Equipmamient X 1 San Vicente $ 10,579.00 20,000.00 05-ene-15 30-sep-15 $ 9,677.07 $ 901.93 Prevention Centers o Centros Equipment - San Municipales de Vicente Prevención USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 172

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0128 Municipal Equipmamient X 1 Soyapango $ 10,147.00 1,000.00 05-ene-15 04-jun-15 $ 9,629.30 $ 517.70 Prevention Centers o Centros Equipment - Municipales de Soyapango Prevención

CVPP-0129 Municipal Equipmamient X 1 Tecoluca $ 7,798.00 30,000.00 05-ene-15 04-jun-15 $ 7,131.85 $ 666.15 Prevention Centers o Centros Equipment - Municipales de Tecoluca Prevención

CVPP-0130 Municipal Equipmamient X 1 Usulután $ 10,579.00 30,000.00 05-ene-15 30-sep-15 $ 7,903.89 $ 2,675.11 Prevention Centers o Centros Equipment - Municipales de Usulután Prevención

CVPP-0131 Strengthening Fortalecimient CESAL 1 Acajutla, San $ 29,566.64 29,734.11 03-feb-15 02-feb-16 $ 11,235.15 $ 18,331.49 Municipal Units - o de Unidades Antonio del Zone 1 CESAL de la Mujer, Monte, niñez y Soyapango, asolescencia Nejapa, Zona 1 Panchimaclo, and Quezaltepeque CVPP-0132 Mentoring Zone 1 - Mentoraje CESAL 1 Acajutla, San $ 32,363.86 37,610.69 03-feb-15 02-may-16 $ 11,447.73 $ 20,916.13 CESAL Zona 1 Antonio del Monte, Soyapango, Nejapa, Panchimaclo, and Quezaltepeque USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 173

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0133 Mentoring Zone 2 Mentoraje FIECA 1 San Vicente, $ 51,998.60 16,775.00 05-feb-15 04-may-16 $ 1,690.64 $ 50,307.96 - FIECA Zona 2 Tecoluca, Cojutepeque, Ilobasco, Usulután, La Unión, and Conchagua

CVPP-0134 AJCVES - Active Movimiento MJCV MJCV Soyapango, $ 99,470.58 99,408.75 12-feb-15 29-feb-16 $ 17,623.56 $ 81,847.02 Municipalities for de Jóvenes Quezaltepeque Violence contra la , Ilobasco, Prevention (I Take Violencia Cojutepeque, Action: The Good San Vicente, Ones are more) Tecoluca, Usulután, La Unón

CVPP-0135 Comité Olímpico Valores a COES 2 13 $ 81,845.74 80,995.75 03-feb-15 02-feb-16 $ 16,953.85 $ 64,891.89 (COES), Values través del municipalities through Sports Deporte

CVPP-0136 CDA El Cocal CDA X 3 Usulután $ 24,000.00 24,000.00 02-mar-15 28-feb-16 $ 20,568.70 $ 3,431.30

CVPP-0137 Philharmonic Choir and X 2 Acajutla $ 24,997.67 34,647.50 07-may-15 06-mar-16 $ 158.10 $ 24,839.57 Orchestra of Youth Acajutla Philharmonic Orchestra CVPP-0138 Challenge to Desafío de FUNPRE 2 13 $ 149,986.42 21,059.08 20-abr-15 29-feb-16 $ 19,925.99 $ 130,060.43 Dream My Life Soñar Mi Vida S municipalities USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 174

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0139 Municipal Estrategia UNIV 1 13 $ 24,999.31 1,532.14 31-mar-15 30-jun-16 $ - $ 24,999.31 Volunteering Municipal de J.MATÍA municipalities Strategy Voluntariado S DELGAD O CVPP-0140 Strengthening Fortalecimient FUNDA 1 13 $ 71,836.76 16,400.00 15-abr-15 14-feb-16 $ 25,145.07 $ 46,691.69 Capabilities of o de MUNI municipalities ADESCOs Capacidades de ADESCOs y Operadores Municipales

CVPP-0141 Municipal Center Centro X 4 Acajutla $ 39,298.44 118,908.78 27-may-15 26-abr-16 $ 18,360.81 $ 20,937.63 for Vocational Municipal de Training - Acajutla Formación Vocacional CVPP-0142 Philharmonic Choir and X 2 Cojutepeque $ 25,831.92 32,551.73 07-may-15 06-mar-16 $ - $ 25,831.92 Orchestra of Youth Cojutepeque Philharmonic Orchestra CVPP-0143 Philharmonic Choir and X 2 Conchagua $ 25,831.67 40,464.30 27-abr-15 26-feb-16 $ 11,036.88 $ 14,794.79 Orchestra of Youth Conchagua Philharmonic Orchestra CVPP-0144 Philharmonic Choir and X 2 La Unión $ 25,831.67 33,964.30 07-may-15 06-mar-16 $ 13,863.48 $ 11,968.19 Orchestra of La Youth Unión Philharmonic Orchestra CVPP-0145 Philharmonic Choir and X 2 Quezaltepeque $ 26,371.67 37,555.00 09-jun-15 08-abr-16 $ 3,862.28 $ 22,509.39 Orchestra of Youth Quezaltepeque Philharmonic Orchestra CVPP-0146 Philharmonic Choir and X 2 Soyapango $ 25,831.67 33,964.30 Fecha Fecha $ - $ 25,831.67 Orchestra of Youth pendiente pendiente Soyapango Philharmonic Orchestra USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 175

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0147 Philharmonic Choir and X 2 Usulután $ 26,371.67 52,683.33 25-may-15 24-mar-16 $ 16.60 $ 26,155.07 Orchestra of Youth Usulután Philharmonic Orchestra CVPP-0148 Strengthening Fortalecimient BAMBU 1 Conchagua, La $ 34,998.00 19,945.00 20-may-15 19-nov-15 $ 4,647.95 $ 30,350.05 Municipal Units - o de Unidades Unión, Zone 2 de la Mujer, Usulután, niñez y SanVicente, asolescencia Ilobasco, Zona 2 Cojutepeque y Tecoluca

CVPP-0149 Strengthening Fortalecimient X 3 Acajutla $ 2,298.24 48,155.80 05-may-15 28-feb-16 $ $ 1,421.51 Information o de la 876.73 Technology in Tecnología de Outreach Centers la Información Acajutla de los CDAs

CVPP-0150 OC Network Phase Fortalecimient Red de National - National $ - $ - $ - 2 o de la CDAs 3 Asociación Red Centros de Alcance II

CVPP-0151 Web 2.0 Acajutla Creación de X 6 Acajutla $ 1,132.00 10,800.00 16-jun-15 15-abr-16 $ - $ 1,132.00 WEB 2.0 CVPP-0152 Municipal Center Centro X 4 Cojutepeque $ 39,298.33 115,555.60 20-may-15 19-abr-16 $ 31,439.68 $ 7,858.65 for Vocational Municipal de Training - Formación Cojutepeque Vocacional USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 176

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0153 Municipal Center Centro X 4 Ilobasco $ 39,298.33 115,555.58 20-may-15 19-abr-16 $ 28,372.16 $ 10,926.17 for Vocational Municipal de Training - Ilobasco Formación Vocacional CVPP-0154 Municipal Center Centro X 4 Nejapa $ 39,298.33 115,555.58 20-may-15 20-abr-16 $ 34,612.26 $ 4,686.07 for Vocational Municipal de Training - Nejapa Formación Vocacional CVPP-0155 Municipal Center Centro X 4 San Vicente $ 44,623.09 118,908.78 20-may-15 19-abr-16 $ 29,010.15 $ 15,612.94 for Vocational Municipal de Training - San Formación Vicente Vocacional CVPP-0156 Municipal Center Centro X 4 Conchagua $ 40,912.20 50,769.22 27-may-15 26-abr-16 $ 19,007.98 $ 21,904.22 for Vocational Municipal de Training - Formación Conchagua Vocacional CVPP-0157 Municipal Center Centro X 4 La Unión $ 39,298.33 115,555.58 20-may-15 19-abr-16 $ 31,851.03 $ 7,447.30 for Vocational Municipal de Training - La Unión Formación Vocacional CVPP-0158 Municipal Center Centro X 4 Usulután $ 39,298.33 118,908.78 27-may-15 26-abr-16 $ 3,005.89 $ 36,292.44 for Vocational Municipal de Training - Usulutan Formación Vocacional CVPP-0159 Philharmonic Coro y X 2 Ilobasco $ 25,831.92 37,667.03 07-may-15 06-mar-16 $ 13,762.23 $ 12,069.69 Orchestra of Orquesta Ilobasco Filarmónica Juvenil CVPP-0160 Philharmonic Coro y X 2 Panchimalco $ 26,991.67 35,894.30 07-may-15 06-mar-16 $ - $ 26,991.67 Orchestra of Orquesta Panchimalco Filarmónica Juvenil CVPP-0161 Philharmonic Coro y X 2 San Vicente $ 25,831.92 37,551.73 07-may-15 06-mar-16 $ 14,015.28 $ 11,816.64 Orchestra of San Orquesta Vicente Filarmónica Juvenil CVPP-0162 Scholarship Programa de X 1 Acajutla $ 1,000.00 500.00 01-jul-15 29-feb-16 $ - $ 1,000.00 program Acajutla Becas USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 177

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0163 Y-SET Family Model Modelo FUNPRE Comp 3 Cojutepeque $ 169,983.88 22,924.96 01-jun-15 30-nov-16 $ 28,995.93 $ 140,987.95 - Cojutepeque Familiar Y-SET S

CVPP-0164 PREVENCIOPOLY Prevenciopoly X 6 Acajutla $ 900.00 1,800.00 16-jun-15 15-abr-16 $ - $ 900.00 Acajutla CVPP-0165 Municipal Policies Políticas x 1 Acajutla $ 3,500.00 1,000.00 07-ago-15 06-may-16 $ - $ 3,500.00 VP Acajutla Municipales CVPP-0166 PrevNet Acajutla Creación de x 6 Acajutla $ 6,060.00 13,600.00 16-jun-15 15-abr-16 $ - $ 6,060.00 REDPREV CVPP-0167 YOUTH CLUB - Juven Club x 2 Cojutepeque $ 8,540.00 4,045.00 01-jul-15 30-abr-16 $ 2,309.50 $ 6,230.50 Cojutepeque CVPP-0168 YOUTH CLUB - Juven Club x 2 Soyapango $ - 4,196.00 PEND $ - $ - Soyapango APPROVAL

CVPP-0169 YOUTH CLUB - Juven Club x 2 Tecoluca $ 7,440.00 4,752.00 01-jul-15 30-abr-16 $ 3,639.10 $ 3,800.90 Tecoluca CVPP-0170 YOUTH CLUB - Juven Club x 2 Acajutla $ 6,400.00 4,000.00 01-jul-15 30-abr-16 $ 2,597.06 $ 3,802.94 Acajutla CVPP-0171 YOUTH CLUB - Juven Club x 2 Conchagua $ 8,680.00 6,531.00 01-jul-15 30-abr-16 $ 3,407.00 $ 5,273.00 Conchagua CVPP-0172 YOUTH CLUB - Juven Club x 2 Ilobasco $ 8,680.00 5,061.00 01-jul-15 30-abr-16 $ 4,228.79 $ 4,451.21 Ilobasco CVPP-0173 YOUTH CLUB - La Juven Club x 2 La Unión $ 8,680.00 5,047.00 01-jul-15 30-abr-16 $ 6,097.38 $ 2,582.62 Unión CVPP-0174 YOUTH CLUB - Juven Club x 2 Nejapa $ 4,960.00 4,000.00 01-jul-15 30-abr-16 $ 1,793.25 $ 3,166.75 Nejapa CVPP-0175 YOUTH CLUB - Juven Club x 2 Quezaltepeque $ 7,398.00 4,998.00 01-jul-15 30-abr-16 $ 4,014.00 $ 3,384.00 Quetzaltepeque CVPP-0176 YOUTH CLUB - San Juven Club x 2 San Vicente $ 8,680.00 6,496.00 01-jul-15 30-abr-16 $ 4,886.75 $ 3,793.25 Vicente CVPP-0177 YOUTH CLUB - Juven Club x 2 Usulután $ 8,680.00 4,060.00 01-jul-15 30-abr-16 $ 4,441.31 $ 4,238.69 Usulutan CVPP-0178 Municipal Center Centro x 4 Panchimalco $ 41,336.89 114,954.98 22-jun-15 21-abr-16 $ 29,200.89 $ 12,136.00 for Vocational Municipal de Training - Formación Panchimalco Vocacional USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 178

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0179 Municipal Center Centro x 4 Tecoluca $ 39,498.33 104,186.36 22-jun-15 21-abr-16 $ 28,938.96 $ 10,559.37 for Vocational Municipal de Training - Tecoluca Formación Vocacional CVPP-0180 Municipal Center Centro x 4 Quezaltepeque $ 37,700.00 118,908.78 16-jul-15 15-jun-16 $ 3,007.02 $ 34,692.98 for Vocational Municipal de Training - Formación Quezaltepeque Vocacional CVPP-0181 Creative Pathways Caminos x 2 Acajutla $ 9,549.00 10,970.00 16-jul-15 15-jul-16 $ - $ 9,549.00 Acajutla Creativos CVPP-0182 Implementation of Coro Juvenil y x 2 Nejapa $ 6,972.00 16,825.00 07-ago-15 06-jun-16 $ 3,730.74 $ 3,241.26 a youth choir and Ensamble de string ensemble in Cuerdas Nejapa

CVPP-0183 Implementation of Coro Juvenil y x 2 Tecoluca $ 6,972.00 16,825.00 07-ago-15 06-jun-16 $ 3,730.74 $ 3,241.26 a youth choir and Ensamble de string ensemble in Cuerdas Tecoluca

CVPP-0184 Strengthening Fortalecimient X 3 Cojutepeque $ 3,111.84 67,417.70 05-may-15 28-feb-16 $ 1,243.85 $ 1,867.99 Information o de la Technology in Tecnología de Outreach Centers la Información Cojutepeque de los CDAs

CVPP-0185 Strengthening Fortalecimient X 3 Conchagua $ 3,111.84 67,417.70 05-may-15 28-feb-16 $ 1,296.21 $ 1,815.63 Information o de la Technology in Tecnología de Outreach Centers la Información Conchagua de los CDAs USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 179

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0186 Strengthening Fortalecimient X 3 Ilobasco $ 3,111.84 67,417.70 05-may-15 28-feb-16 $ 1,283.96 $ 1,827.88 Information o de la Technology in Tecnología de Outreach Centers la Información Ilobasco de los CDAs

CVPP-0187 Strengthening Fortalecimient X 3 La Unión $ 3,111.84 67,417.70 05-may-15 28-feb-16 $ 1,296.21 $ 1,815.63 Information o de la Technology in Tecnología de Outreach Centers la Información La Unión de los CDAs

CVPP-0188 Strengthening Fortalecimient X 3 Nejapa $ 1,741.44 38,524.40 05-may-15 28-feb-16 $ $ 943.94 Information o de la 797.50 Technology in Tecnología de Outreach Centers la Información Nejapa de los CDAs

CVPP-0189 Strengthening Fortalecimient X 3 Panchimalco $ 2,555.04 57,786.60 05-may-15 28-feb-16 $ 1,134.04 $ 1,421.00 Information o de la Technology in Tecnología de Outreach Centers la Información Panchimalco de los CDAs

CVPP-0190 Strengthening Fortalecimient X 3 Quezaltepeque $ 2,555.04 57,786.60 05-may-15 28-feb-16 $ 1,048.05 $ 1,506.99 Information o de la Technology in Tecnología de Outreach Centers la Información Quezaltepeque de los CDAs USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 180

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0191 Strengthening Fortalecimient X 3 San Antonio $ 671.06 9,631.10 05-may-15 28-feb-16 $ 22.05 $ 449.01 Information o de la del Monte Technology in Tecnología de Outreach Centers la Información San Antonio del de los CDAs Monte

CVPP-0192 Strengthening Fortalecimient X 3 San Vicente $ 3,111.84 67,417.70 05-may-15 28-feb-16 $ 1,190.64 $ 1,921.20 Information o de la Technology in Tecnología de Outreach Centers la Información San Vicente de los CDAs

CVPP-0193 Strengthening Fortalecimient X 3 Soyapango $ 2,555.04 57,786.60 05-may-15 28-feb-16 $ 1,019.39 $ 1,535.65 Information o de la Technology in Tecnología de Outreach Centers la Información Soyapango de los CDAs

CVPP-0194 Strengthening Fortalecimient X 3 Tecoluca $ 2,705.04 57,786.60 05-may-15 28-feb-16 $ 1,054.39 $ 1,650.65 Information o de la Technology in Tecnología de Outreach Centers la Información Tecoluca de los CDAs

CVPP-0195 Strengthening Fortalecimient X 3 Usulután $ 3,368.65 77,048.80 05-may-15 28-feb-16 $ 1,415.64 $ 1,953.01 Information o de la Technology in Tecnología de Outreach Centers la Información Usulután de los CDAs USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 180

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0196 Strengthening Fortalecimient X 3 National $ 17,276.25 411,136.25 05-may-15 28-feb-16 $ 6,693.79 $ 10,582.46 Information o de la Technology in Tecnología de Outreach Centers la Información Santa Ana, San de los CDAs Salvador

CVPP-0197 Web 2.0 Creación de X 6 Cojutepeque $ 1,132.00 10,800.00 16-jun-15 15-abr-16 $ - $ 1,132.00 Cojutepeque WEB 2.0 CVPP-0198 Web 2.0 Creación de X 6 Conchagua $ 1,132.00 10,800.00 16-jun-15 15-abr-16 $ - $ 1,132.00 Conchagua WEB 2.0 CVPP-0199 Web 2.0 Ilobasco Creación de X 6 Ilobasco $ 1,132.00 10,800.00 16-jun-15 15-abr-16 $ - $ 1,132.00 WEB 2.0 CVPP-0200 Web 2.0 La Unión Creación de X 6 La Unión $ 1,132.00 10,800.00 16-jun-15 15-abr-16 $ - $ 1,132.00 WEB 2.0 CVPP-0201 Web 2.0 Nejapa Creación de X 6 Nejapa $ 1,132.00 10,800.00 16-jun-15 15-abr-16 $ - $ 1,132.00 WEB 2.0 CVPP-0202 Web 2.0 Creación de X 6 Panchimalco $ 1,132.00 10,800.00 16-jun-15 15-abr-16 $ - $ 1,132.00 Panchimalco WEB 2.0 CVPP-0203 Web 2.0 Creación de X 6 Quezaltepeque $ 1,132.00 10,800.00 16-jun-15 15-abr-16 $ - $ 1,132.00 Quezaltepeque WEB 2.0 CVPP-0204 Web 2.0 San Creación de X 6 San Vicente $ 1,132.00 10,800.00 16-jun-15 15-abr-16 $ - $ 1,132.00 Vicente WEB 2.0 CVPP-0205 Web 2.0 Creación de X 6 Soyapango $ 1,132.00 10,800.00 16-jun-15 15-abr-16 $ - $ 1,132.00 Soyapango WEB 2.0 CVPP-0206 Web 2.0 Tecoluca Creación de X 6 Tecoluca $ 1,132.00 10,800.00 16-jun-15 15-abr-16 $ - $ 1,132.00 WEB 2.0 CVPP-0207 Web 2.0 Usulután Creación de X 6 Usulután $ 1,132.00 10,800.00 16-jun-15 15-abr-16 $ - $ 1,132.00 WEB 2.0 CVPP-0208 Scholarship Programa de X 1 Cojutepeque $ 1,000.00 500.00 01-jul-15 29-feb-16 $ - $ 1,000.00 program Becas Cojutepeque

CVPP-0209 Scholarship Programa de X 1 Conchagua $ 1,000.00 500.00 01-jul-15 29-feb-16 $ - $ 1,000.00 program Becas Conchagua USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 181

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0210 Scholarship Programa de X 1 Ilobasco $ 1,000.00 500.00 01-jul-15 29-feb-16 $ - $ 1,000.00 program Ilobasco Becas CVPP-0211 Scholarship Programa de X 1 La Unión $ 1,000.00 500.00 01-jul-15 29-feb-16 $ - $ 1,000.00 program La Unión Becas CVPP-0212 Scholarship Programa de X 1 Nejapa $ 1,000.00 500.00 01-jul-15 29-feb-16 $ - $ 1,000.00 program Nejapa Becas CVPP-0213 Scholarship Programa de X 1 Panchimalco $ 1,000.00 500.00 01-jul-15 29-feb-16 $ - $ 1,000.00 program Becas Panchimalco

CVPP-0214 Scholarship Programa de X 1 Quezaltepeque $ 1,000.00 500.00 01-jul-15 29-feb-16 $ - $ 1,000.00 program Becas Quezaltepeque

CVPP-0215 Scholarship Programa de X 1 San Vicente $ 1,000.00 18,000.00 01-jul-15 29-feb-16 $ - $ 1,000.00 program San Becas Vicente

CVPP-0216 Scholarship Programa de X 1 Soyapango $ 1,000.00 500.00 01-jul-15 29-feb-16 $ - $ 1,000.00 program Becas Soyapango CVPP-0217 Scholarship Programa de X 1 Tecoluca $ 1,000.00 500.00 01-jul-15 29-feb-16 $ - $ 1,000.00 program Tecoluca Becas CVPP-0218 Scholarship Programa de X 1 Usulután $ 1,000.00 500.00 01-jul-15 29-feb-16 $ - $ 1,000.00 program Usulután Becas CVPP-0219 PREVENCIOPOLY Prevenciopoly X 6 Cojutepeque $ 1,000.00 1,800.00 16-jun-15 15-abr-16 $ - $ 1,000.00 Cojutepeque CVPP-0220 PREVENCIOPOLY Prevenciopoly X 6 Conchagua $ 1,000.00 1,800.00 16-jun-15 15-abr-16 $ - $ 1,000.00 Conchagua CVPP-0221 PREVENCIOPOLY Prevenciopoly X 6 Ilobasco $ 1,000.00 1,800.00 16-jun-15 15-abr-16 $ - $ 1,000.00 Ilobasco CVPP-0222 PREVENCIOPOLY La Prevenciopoly X 6 La Unión $ 1,000.00 1,800.00 16-jun-15 15-abr-16 $ - $ 1,000.00 Unión CVPP-0223 PREVENCIOPOLY Prevenciopoly X 6 Nejapa $ 850.00 1,800.00 16-jun-15 15-abr-16 $ - $ 850.00 Nejapa CVPP-0224 PREVENCIOPOLY Prevenciopoly X 6 Panchimalco $ 950.00 1,800.00 16-jun-15 15-abr-16 $ - $ 950.00 Panchimalco CVPP-0225 PREVENCIOPOLY Prevenciopoly X 6 Quezaltepeque $ 950.00 1,800.00 16-jun-15 15-abr-16 $ - $ 950.00 Quezaltepeque USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 182

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0226 PREVENCIOPOLY Prevenciopoly X 6 San Vicente $ 1,000.00 1,800.00 16-jun-15 15-abr-16 $ - $ 1,000.00 San Vicente CVPP-0227 PREVENCIOPOLY Prevenciopoly X 6 Soyapango $ 950.00 1,800.00 16-jun-15 15-abr-16 $ - $ 950.00 Soyapango CVPP-0228 PREVENCIOPOLY Prevenciopoly X 6 Tecoluca $ 950.00 1,800.00 16-jun-15 15-abr-16 $ - $ 950.00 Tecoluca CVPP-0229 PREVENCIOPOLY Prevenciopoly X 6 Usulután $ 1,050.00 1,800.00 16-jun-15 15-abr-16 $ - $ 1,050.00 Usulután CVPP-0230 Municipal Policies Políticas x 1 Cojutepeque $ 3,500.00 1,000.00 07-ago-15 06-may-16 $ - $ 3,500.00 VP Cojutepeque Municipales

CVPP-0231 Municipal Policies Políticas x 1 Conchagua $ 3,500.00 1,000.00 07-ago-15 06-may-16 $ - $ 3,500.00 VP Conchagua Municipales CVPP-0232 Municipal Policies Políticas x 1 Ilobasco $ 3,500.00 1,000.00 07-ago-15 06-may-16 $ - $ 3,500.00 VP Ilobasco Municipales CVPP-0233 Municipal Policies Políticas x 1 La Unión $ 3,500.00 1,000.00 07-ago-15 06-may-16 $ - $ 3,500.00 VP La Unión Municipales CVPP-0234 Municipal Policies Políticas x 1 Nejapa $ 3,500.00 1,000.00 07-ago-15 06-may-16 $ - $ 3,500.00 VP Nejapa Municipales CVPP-0235 Municipal Policies Políticas x 1 Panchimalco $ 3,500.00 1,000.00 07-ago-15 06-may-16 $ - $ 3,500.00 VP San Salvador Municipales

CVPP-0236 Municipal Policies Políticas x 1 Quezaltepeque $ 3,500.00 1,000.00 07-ago-15 06-may-16 $ - $ 3,500.00 VP Quezaltepeque Municipales

CVPP-0237 Municipal Policies Políticas x 1 San Vicente $ 3,500.00 1,000.00 07-ago-15 06-may-16 $ - $ 3,500.00 VP San Vicente Municipales

CVPP-0238 Municipal Policies Políticas x 1 Soyapango $ 3,500.00 1,000.00 07-ago-15 06-may-16 $ - $ 3,500.00 VP Soyapango Municipales CVPP-0239 Municipal Policies Políticas x 1 Tecoluca $ 3,500.00 1,000.00 07-ago-15 06-may-16 $ - $ 3,500.00 VP Tecoluca Municipales CVPP-0240 Municipal Policies Políticas x 1 Usulután $ 3,500.00 1,000.00 07-ago-15 06-may-16 $ - $ 3,500.00 VP Usulután Municipales USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 183

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0241 PrevNet Creación de x 6 Cojutepeque $ 6,920.00 13,600.00 16-jun-15 15-jun-16 $ - $ 6,920.00 Cojutepeque REDPREV CVPP-0242 PrevNet Creación de x 6 Conchagua $ 6,920.00 13,600.00 16-jun-15 15-jun-16 $ - $ 6,920.00 Conchagua REDPREV CVPP-0243 PrevNet Ilobasco Creación de x 6 Ilobasco $ 6,920.00 13,600.00 16-jun-15 15-jun-16 $ - $ 6,920.00 REDPREV CVPP-0244 PrevNet La Unión Creación de x 6 La Unión $ 6,920.00 13,600.00 16-jun-15 15-jun-16 $ - $ 6,920.00 REDPREV CVPP-0245 PrevNet Nejapa Creación de x 6 Nejapa $ 6,060.00 13,600.00 16-jun-15 15-jun-16 $ - $ 6,060.00 REDPREV CVPP-0246 PrevNet Creación de x 6 Panchimalco $ 860.00 4,200.00 16-jun-15 15-jun-16 $ - $ 860.00 Panchimalco REDPREV CVPP-0247 PrevNet Creación de x 6 Quezaltepeque $ 6,060.00 13,600.00 16-jun-15 15-jun-16 $ - $ 6,060.00 Quezaltepeque REDPREV CVPP-0248 PrevNet San Creación de x 6 San Vicente $ 6,920.00 13,600.00 16-jun-15 15-jun-16 $ - $ 6,920.00 Vicente REDPREV CVPP-0249 PrevNet Soyapango Creación de x 6 Soyapango $ 6,060.00 13,600.00 16-jun-15 15-jun-16 $ - $ 6,060.00 REDPREV CVPP-0250 PrevNet Tecoluca Creación de x 6 Tecoluca $ 6,060.00 13,600.00 16-jun-15 15-jun-16 $ - $ 6,060.00 REDPREV CVPP-0251 PrevNet Usulután Creación de x 6 Usulután $ 6,920.00 13,600.00 16-jun-15 15-jun-16 $ - $ 6,920.00 REDPREV CVPP-0252 Creative Pathways Caminos x 2 Cojutepeque $ 12,678.00 15,096.00 16-jul-15 15-jul-16 $ - $ 12,678.00 Cojutepeque Creativos CVPP-0253 Creative Pathways Caminos x 2 Conchagua $ 12,678.00 15,387.00 16-jul-15 15-jul-16 $ - $ 12,678.00 Conchagua Creativos CVPP-0254 Creative Pathways Caminos x 2 Ilobasco $ 12,678.00 15,242.00 16-jul-15 15-jul-16 $ - $ 12,678.00 Ilobasco Creativos CVPP-0255 Creative Pathways Caminos x 2 La Unión $ 12,678.00 15,242.00 16-jul-15 15-jul-16 $ - $ 12,678.00 La Unión Creativos CVPP-0256 Creative Pathways Caminos x 2 Nejapa $ 7,984.00 9,125.00 16-jul-15 15-jul-16 $ - $ 7,984.00 Nejapa Creativos CVPP-0257 Creative Pathways Caminos x 2 Panchimalco $ 11,113.00 13,105.00 16-jul-15 15-jul-16 $ - $ 11,113.00 Panchimalco Creativos CVPP-0258 Creative Pathways Caminos x 2 Quezaltepeque $ 11,113.00 12,378.00 16-jul-15 15-jul-16 $ - $ 11,113.00 Quezaltepeque Creativos USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 184

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0259 Creative Pathways Caminos x 2 San Vicente $ 12,678.00 15,242.00 16-jul-15 15-jul-16 $ - $ 12,678.00 San Vicente Creativos CVPP-0260 Creative Pathways Caminos x 2 Soyapango $ 11,113.00 12,814.00 16-jul-15 15-jul-16 $ - $ 11,113.00 Soyapango Creativos CVPP-0261 Creative Pathways Caminos x 2 Tecoluca $ 11,114.00 13,252.00 16-jul-15 15-jul-16 $ - $ 11,114.00 Tecoluca Creativos CVPP-0262 Creative Pathways Caminos x 2 Usulután $ 14,243.00 17,086.00 16-jul-15 15-jul-16 $ - $ 14,243.00 Usulután Creativos TOTAL APROVED THROUGH JUNE 248 14 $ 4324,366.01 $ 6442,909.48 $ 2473,575.43 $ 1850,790.58 30, 2015 CVPP-0263 YOUTH CLUB - Juven Club X 2 Panchimalco $ 7,440.00 5,598.00 07-ago-15 06-jun-16 $ 2,889.90 $ 4,550.10 Panchimalco CVPP-0264 Social Marketing Marketing X 6 Acajutla $ - $ - $ - Campaign - Social Acajutla CVPP-0265 Social Marketing Marketing X 6 Cojutepeque $ - $ - $ - Campaign - Social Cojutepeque

CVPP-0266 Social Marketing Marketing X 6 Conchagua $ - $ - $ - Campaign - Social Conchagua

CVPP-0267 Social Marketing Marketing X 6 Ilobasco $ - $ - $ - Campaign - Social Ilobasco

CVPP-0268 Social Marketing Marketing X 6 La Unión $ - $ - $ - Campaign - La Social Unión USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 185

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0269 Social Marketing Marketing X 6 Nejapa $ - $ - $ - Campaign - Nejapa Social

CVPP-0270 Social Marketing Marketing X 6 Panchimalco $ - $ - $ - Campaign - Social Panchimalco

CVPP-0271 Social Marketing Marketing X 6 Quezaltepeque $ - $ - $ - Campaign - Social Quezaltepeque

CVPP-0272 Social Marketing Marketing X 6 San Vicente $ - $ - $ - Campaign - San Social Vicente

CVPP-0273 Social Marketing Marketing X 6 Soyapango $ - $ - $ - Campaign - Social Soyapango

CVPP-0274 Social Marketing Marketing X 6 Tecoluca $ - $ - $ - Campaign - Social Tecoluca

CVPP-0275 Social Marketing Marketing X 6 Usulután $ - $ - $ - Campaign - Social Usulután USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 186

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0276 Awareness Campañas de X 6 Acajutla $ - $ - $ - Campaigns for Sensibilización Violence Prevention- Acajutla CVPP-0277 Awareness Campañas de X 6 Cojutepeque $ - $ - $ - Campaigns for Sensibilización Violence Prevention- Cojutepeque

CVPP-0278 Awareness Campañas de X 6 Conchagua $ - $ - $ - Campaigns for Sensibilización Violence Prevention- Conchagua

CVPP-0279 Awareness Campañas de X 6 Ilobasco $ - $ - $ - Campaigns for Sensibilización Violence Prevention- Ilobasco CVPP-0280 Awareness Campañas de X 6 La Unión $ - $ - $ - Campaigns for Sensibilización Violence Prevention-La Unión CVPP-0281 Awareness Campañas de X 6 Nejapa $ - $ - $ - Campaigns for Sensibilización Violence Prevention-Nejapa USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 187

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0282 Awareness Campañas de X 6 Panchimalco $ - $ - $ - Campaigns for Sensibilización Violence Prevention- Panchimalco

CVPP-0283 Awareness Campañas de X 6 Quezaltepeque $ - $ - $ - Campaigns for Sensibilización Violence Prevention- Quezaltepeque

CVPP-0284 Awareness Campañas de X 6 San Vicente $ - $ - $ - Campaigns for Sensibilización Violence Prevention-San Vicente

CVPP-0285 Awareness Campañas de X 6 Soyapango $ - $ - $ - Campaigns for Sensibilización Violence Prevention- Soyapango

CVPP-0286 Awareness Campañas de X 6 Tecoluca $ - $ - $ - Campaigns for Sensibilización Violence Prevention- Tecoluca CVPP-0287 Awareness Campañas de X 6 Usulután $ - $ - $ - Campaigns for Sensibilización Violence Prevention- Usulután CVPP-0288 Institutional Efforts Institutional x 1-2 Nejapa $ 7,000.00 6,096.00 $ - $ 7,000.00 Nejapa Efforts USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 188

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0289 Institutional Efforts Institutional x 1-2 Cojutepeque $ 10,020.00 14,058.00 $ - $ 10,020.00 Cojutepeque Efforts CVPP-0290 Domestic Violence Domestic BAMBU 2 Ilobasco, San $ 97,985.60 42,451.22 $ - $ 97,985.60 Prevention Zone 2 - violence Vicente, BAMBÚ Tecoluca, Usulután, Conchagua, and La Unión

CVPP-0291 Institutional Efforts Institutional x 1-2 Ilobasco $ 10,000.00 7,996.00 $ - $ 10,000.00 Ilobasco Efforts CVPP-0292 Institutional Efforts Institutional x 1-2 Conchagua $ 10,995.00 6,000.00 $ - $ 10,995.00 Conchagua Efforts CVPP-0293 Use, Abse and Alcohol abuse FUNDAS 2 Soyapango, $ - 82,476.84 $ - $ - Alcohol ALVA Panchimalco, Dependency - Conchagua, La FUNDASALVA Unión

CVPP-0294 Institutional Efforts Institutional x 1-2 San Vicente $ 14,000.00 9,737.00 $ - $ 14,000.00 San Vicente Efforts CVPP-0295 Drug abuse - Drug Abuse FUNDAS 2 $ 99,900.00 134,212.00 $ - $ 99,900.00 FUNDASALVA ALVA CVPP-0296 Institutional Efforts Institutional x 1-2 La Unión $ 6,348.00 7,600.00 $ - $ 6,348.00 La Unión Efforts CVPP-0297 Infrastructure Infrastructure x 5 Cojutepeque $ - 27,598.65 $ - $ - Cojutepeque for Prevention CVPP-0298 Infrastructure Infrastructure x 5 Ilobasco $ - 64,556.09 $ - $ - Ilobasco for Prevention CVPP-0299 Institutional Efforts Institutional x 1-2 Usulután $ - 5,508.00 $ - $ - - Usulután Efforts USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 189

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0300 Domestic Violence Domestic LAS 2 Cojutepeque,Q $ - 68,589.00 $ - $ - Prevention Zone 1 - violence DIGNAS uezaltepeque, Las Dignas Panchimalco, Nejapa, Acajutla

CVPP-0301 Awareness Awareness x 6 Acajutla $ - $ - $ - Campaigns for Campaign - Violence Communicatio Prevention in 12 ns Strategy municipalities

CVPP-0302 Awareness Awareness x 6 Cojutepeque $ - $ - $ - Campaigns for Campaign - Violence Communicatio Prevention in 12 ns Strategy municipalities

CVPP-0303 Awareness Awareness x 6 Conchagua $ - $ - $ - Campaigns for Campaign - Violence Communicatio Prevention in 12 ns Strategy municipalities

CVPP-0304 Awareness Awareness x 6 Ilobasco $ - $ - $ - Campaigns for Campaign - Violence Communicatio Prevention in 12 ns Strategy municipalities USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 190

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0305 Awareness Awareness x 6 La Unión $ - $ - $ - Campaigns for Campaign - Violence Communicatio Prevention in 12 ns Strategy municipalities

CVPP-0306 Awareness Awareness x 6 Nejapa $ - $ - $ - Campaigns for Campaign - Violence Communicatio Prevention in 12 ns Strategy municipalities

CVPP-0307 Awareness Awareness x 6 Panchimalco $ - $ - $ - Campaigns for Campaign - Violence Communicatio Prevention in 12 ns Strategy municipalities

CVPP-0308 Awareness Awareness x 6 Quezaltepeque $ - $ - $ - Campaigns for Campaign - Violence Communicatio Prevention in 12 ns Strategy municipalities

CVPP-0309 Awareness Awareness x 6 San Vicente $ - $ - $ - Campaigns for Campaign - Violence Communicatio Prevention in 12 ns Strategy municipalities USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. 191

GRANTS STATUS AS OF SEPTEMBER 30, 2015

GRANT PROJECT NAME DESCRIPTION IN-KIND NGO STRATEGY MUNICIPALITY TOTAL APPROVED COST-SHARING/ START DATE END DATE TOTAL EXPENSES BALANCE NUMBER GRANTS LEVERAGE THRU SEP 30, 2015

CVPP-0310 Awareness Awareness x 6 Soyapango $ - $ - $ - Campaigns for Campaign - Violence Communicatio Prevention in 12 ns Strategy municipalities

CVPP-0311 Awareness Awareness x 6 Tecoluca $ - $ - $ - Campaigns for Campaign - Violence Communicatio Prevention in 12 ns Strategy municipalities

CVPP-0312 Awareness Awareness x 6 Usulután $ - $ - $ - Campaigns for Campaign - Violence Communicatio Prevention in 12 ns Strategy municipalities

CVPP-0313 Institutional Efforts Institutional x 1-2 Tecoluca $ - $ - $ - - Tecoluca Efforts CVPP-0314 Infrastructure for Infrastructure x 5 San Vicente $ - $ - $ - Prevention - San for Prevention Vicente

TOTAL JULY-SEP 2015 48 4 $ 263,688.60 $ 482,476.80 $ 2,889.90 $ 260,798.70

GRAND TOTAL THRU SEP 30 2015 296 18 $ 4588,054.61 $ 6925,386.28 $ $ $ 2476,465.33 $ 2111,589.28 - - USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

Annex 4 – Component 1 Didactic Material for Municipal Prevention Committee Workshop #1 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

PROGRAMA DE FORTALECIMIENTO A LOS MIEMBROS DE LOS COMITÉS MUNICIPALES DE PREVENCIÓN DE VIOLENCIA (CMPVS) PARA LA EJECUCIÓN DE LOS PLANES MUNICIPALES DE PREVENCIÓN (PMPV) EN EL MARCO DE LA IMPLEMENTACIÓN DE LA ESTRATEGIA NACIONAL DE PREVENCIÓN DE LA VIOLENCIA (ENPV).

Guía metodológica I: El Rol del Comité Municipal de Prevención de Violencia (CMPV)

Objetivo del taller: Conocer qué es el Comité Municipal de Prevención de Violencia (CMPV), su finalidad, quiénes lo integran, y su rol según la Estrategia Nacional de Prevención de la Violencia (ENPV).

1. Recepción e inscripción (8:30 – 9:00)

a. Registro de asistencia y entrega de gafetes a los participantes.

2. Palabras de bienvenida y presentación (9:00 – 9:45)

a. Palabras de bienvenida

Se da la bienvenida a las personas participantes y se presenta a quienes estarán facilitando la jornada diciendo que esta es la primera capacitación de cinco que se van a realizar con los 20 municipios de las tres regiones del país.

b. Presentación de los participantes

Técnica: Autógrafos

Materiales: Hojas de papel donde esté dibujado un libro y lápices o lapiceros.

Procedimiento: a. Se entrega a cada una de las personas participantes una hoja de papel con el dibujo de un libro y un lápiz o lapicero.

b. Cada participante debe pedir un autógrafo al menos a 3 personas con quienes es la primera vez que se ven; para eso deben levantarse y buscar a quienes solicitarle el autógrafo, debiendo además escribir el nombre de la persona, el municipio del que viene, institución u organización a la que representa (ambas personas deberán autografiar el libro y anotar los datos que se indican). USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

c. Se dejan unos minutos para que todos puedan pedir el autógrafo a las 5 personas que han elegido.

d. La persona facilitadora solicitará a las personas participantes que busquen a quien le pidieron el primer autógrafo y que formen parejas, cuando todos hayan formado su pareja les pedirá que vayan presentándose, dando lectura a los datos que escribió al momento de pedir el autógrafo.

e. La persona facilitadora deberá asegurarse que todos los y las participantes sean presentadas.

3. Objetivo y contenidos del taller a. En un papelógrafo se presenta el objetivo del taller:

Objetivo: Conocer qué es el Comité Municipal de Prevención de Violencia (CMPV), su finalidad, quiénes lo integran, y su rol según la Estrategia Nacional de Prevención de la Violencia (ENPV), y la importancia de la participación comunitaria en la prevención de la violencia. b. Se pide a las personas que no apunten el objetivo ni los contenidos que se vayan presentando en la jornada pues se les entregará material escrito con esa información. Se dice que es preferible poner atención a lo que se irá presentando. c. Se explica que esta es la primera jornada de un proceso de capacitación que consta de 5 talleres. Se hace ver la importancia del compromiso de todas y todos para asistir con puntualidad a todos los talleres. d. Se pide que entre todos y todas piensen en algunas normas básicas de convivencia que regirán el desarrollo de los 5 talleres; se anotan en un papelógrafo y se colocan en un lugar visible. A modo de sugerencia se proponen las siguientes normas, expresando la importancia de que todas y todos cumplan con las normas acordadas:

 Puntualidad y permanencia durante todo el desarrollo de la jornada.  Usar los celulares solo en caso de necesidad justificada.  Respetar las opiniones de todas y todos  Participar de manera activa en las jornadas  Hacer buen uso del local y de los recursos

TEMA 1: EL COMITÉ MUNICIPAL DE PREVENCIÓN DE LA VIOLENCIA

Objetivo: Identificar qué es y cuál es la finalidad del Comité Municipal de Prevención de la Violencia

Técnica: Pescando frases (adaptación) (9:45 – 10:30)

Materiales: Pescaditos de cartoncillo con fragmentos del Concepto de CMPV definido en la ENPV USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.  Cañas de pescar hechas con: un palo, cordel y un Clip en forma de anzuelo  Tiras de cartulina con aspectos importantes contenidos en la definición de lo que es el CMPV  Tirro para cada grupo de trabajo

Desarrollo: La persona facilitadora colocará de 1 o 2 recipientes (cajas de cartón) con 12 pescados cada uno, y entregará a cada participante una caña de pescar.

1. A cada participante se le pide que vaya a pescar a cualquiera de los recipientes 1 o 2 pescados. dependiendo del número total de participantes.

2. Cuando todas las personas participantes obtengan 1 ó 2 pescados deberán formar grupos de 6, debiendo tener todos y todas pescados con frases diferentes.

3. Cada grupo integrado deberá, con las frases de los 6 pescaditos, formar la definición sobre que es el Comité Municipal de Prevención de Violencia según la Estrategia Nacional de Prevención de Violencia.

4. Cada grupo leerá la definición formada, tratando de identificar y conversar sobre los aspectos importantes de la misma.

La persona facilitadora colocará al frente del salón las 6 tiras de cartulina conteniendo los aspectos importantes que deben considerarse en la definición del CMPV. Y pedirá a las personas participantes que traten de relacionar las partes de la definición de CMPV con los aspectos contenidos en las tiras de cartulina colocadas en la pared.

5. Cada grupo colocará el pescadito (con el segmento de la definición) a la derecha de la tira de cartulina con la idea que más se relaciona.

6. La persona facilitadora con la ayuda de los participantes verificará que la idea de los pescaditos colocados al lado de las tiras de cartulina estén directamente relacionados.

7. Al final los participantes compartirán en plenaria las ideas que el grupo ha considerado como más importantes y significativas. Y la persona facilitadora concluirá identificando en la definición la razón de ser del CMPV: “Fortalecer la participación de la sociedad local en los procesos de prevención de la violencia y mejorar la seguridad ciudadana”. RECESO (10:30-11:00)

TEMA 2: ORGANIZACIÓN DEL CMPV

Objetivo: Esclarecer Reafirmar las funciones del CMPV, así como su labor dentro del municipio para contribuir a mejorar la seguridad ciudadana a través de la prevención de la violencia.

Técnica: El plumón colectivo (11:00-12:30) USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. Materiales: 5 pitas de nylon de un metro de largo, hoja con funciones del CMPV, cartel con los pilares de la organización, plumones y papelógrafos.

Desarrollo: a. Se toman las 5 pitas o mecates y se amarra un extremo de cada pita alrededor del plumón (el plumón tiene que estar con la punta hacia abajo) de manera que queden firmes y distribuidas a lo largo de este.

b. Se piden que pasen al frente 5 personas voluntarias y que cada persona tome el otro extremo de cada una de las pitas y lo tensen.

c. En el piso se coloca un cuarto de pliego de papel bond y se dice al grupo que tienen como meta escribir en el papel las siglas “CMPV”.

d. Se da un espacio de 3 minutos para que lo intenten y se pide al público que observe en silencio; si no logran hacerlo, se pide a otras 5 personas voluntarias que pasen al frente a intentarlo. Si no se logra el objetivo, no hay ningún problema, se dice que vamos a reflexionar un poco sobre lo que acabamos de hacer.

e. La persona facilitadora pregunta:

 ¿Cuál era la meta? Se espera que la gente diga escribir la palabra “CMPV”

 ¿Logramos cumplir nuestra meta? ¿Qué dificultades tuvimos? Se espera que la gente diga que al inicio costó ponerse de acuerdo, que el hecho que habían tantas personas lo hacía más difícil, etc.

 ¿Qué necesitábamos para lograr escribir la palabra CMPV? Se van anotando las ideas en un papelógrafo y se espera que la gente de una serie de elementos como: organizarse, coordinarse, ayudarse entre ellos, que se comunicaran etc.

 ¿Este ejercicio tiene relación con la vida del CMPV? Se espera que se mencione que el CMPV también tiene una meta que cumplir y que así como en el ejercicio tiene dificultad para cumplir dicha meta.

 ¿Ustedes recuerdan cuál es la razón de ser del CMPV? (Meta) Se escuchan algunas respuestas. Y se cita la definición de CMPV que vimos al inicio:

“El Comité Municipal de Prevención de la Violencia (CMPV), es una instancia integrada por personas representativas del conjunto de actores y sectores del municipio, convocada por el Gobierno Municipal para fortalecer la participación de la sociedad local en los procesos de prevención de la violencia y mejorar la seguridad ciudadana, de acuerdo a lo establecido en la ENPV” pág. 36.

 ¿Qué debemos hacer como CMPV para cumplir la razón de ser del CMPV? Se escuchan algunas respuestas y se destacan aquellas que hagan referencia a la organización USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. f. La persona facilitadora explica que hay 3 pilares que sostienen una organización, estas son: Cooperación, coordinación y comunicación. Se coloca el cartel en la pared o pizarra.

 Cooperación: es obrar y actuar con otras personas, apoyándose mutuamente para lograr un mismo objetivo. (Colaboración, participación, contribución, etc).  Coordinación: es la acción concertada y planificada de las personas integrantes de la organización para el cumplimiento de una tarea o actividad. (Relación, unión, coherencia)  Comunicación: es la permanente acción de manifestar o hacer conocer, oralmente o por escrito, todos los mensajes que permitan cooperar y coordinar mejor en el desarrollo de las actividades del grupo. (Respeto, afecto, efectividad).

g. Se explica que según la ENPV, la finalidad de los CMPV consiste en “impulsar la coordinación, cooperación y concertación entre los municipios, las instituciones gubernamentales y organizaciones no gubernamentales, empresa privada y población en general, con el propósito de potenciar y ejecutar programas y proyectos comunes para mejorar la calidad de vida de los habitantes” pág. 67. Se destaca la presencia de las 3 C, en el párrafo anterior.

h. Se les entrega una hoja con las instituciones y/o sectores que deben integrar el CMPV y se les pide que conversen sobre la participación de éstos o no en los CMPV de cada municipio pág. 68. y que identifiquen cuales de los sectores están presente en el municipio pero que aún no están participando en el CMPV.

i. se explica que según la Estrategia Nacional de Prevención son 8 las funciones principales del CMPV. La persona facilitadora entrega a las personas participantes una hoja impresa con las 8 “Funciones del CMPV” pág. 69 - 70 y les pide que identifiquen cuales de esas funciones están siendo desempeñadas en la experiencia del CMPV de sus municipios

j. La persona facilitadora realiza una lectura participativa de las funciones principales del CMPV, y lanza las siguientes pregunta: Considerando las funciones del CMPV, ¿Cuáles son los sectores que deben participar en el CMPV de sus municipios?¿Cuál es el sector ausente en el CMPV de sus municipios? ¿Qué estrategia han implementado o podrían implementar para lograr que el sector o los sectores ausentes se integren al CMPV?

La persona facilitadora retoma las respuestas de los participantes y cierra explicando que la participación de todos los sectores son importantes en el trabajo de prevención de la violencia, y que es necesario visitar a los que lideran los sectores ausentes y explicarles la importancia de su participación en el trabajo de prevención que el CMPV impulsa en el municipio, del mimo modo indicará que la participación de los líderes comunitarios pueden ayudar de manera significativa a promover la participación de los vecinos y vecinas de las comunidades en la implementación y programas consideradas en los planes municipales de prevención, así como a tener una mejor comprensión de los factores de riesgo que afectan a las comunidades y los factores de protección que se necesita ir creando o fortaleciendo.

La participación en el CMPV ayudara a los referenres comunitarios a desarrollar una mayor comprensión sobre el tema de la prevención y la generación de capacidades para el desarrollo de acciones de prevención. USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

Laparticipación de los referentes comunitarios permitirán que la organización y participación los vecinos y vecinas hagan más sostenibles en el tiempo los programas de prevención en sus comunidades.

y finalmente pueden colaborar en las acciones encaminadas a promover los valores, actitudes, comportamientos y estilos de vida; con lo que se contribuirá desde lo comunitario a: renunciar a la violencia, promover el diálogo y a abordar los conflictos desde su raíz.

TEMA 3: ESTRUCTURA ORGANIZATIVA DEL CMPV

Objetivo: Identificar el tipo de estructura organizativa del CMPV que rige su funcionamiento en las distintas áreas de trabajo que son requeridas en sus municipios.

Técnica 1: Tarjetógrafo (12:30-1:00)

Materiales: Tarjetas en blanco, plumones y cartel con áreas y actores involucrados en la organización del CMPV.

Desarrollo:

a. Se coloca en la pared o pizarra una tarjeta con el nombre de “Estructura del CMPV”.

b. La persona facilitadora pregunta al grupo ¿Cómo están organizados para cumplir la meta y las funciones antes mencionadas? Se escuchan las respuestas. Se espera que la gente mencione que están divididos en áreas, mesas, comisiones etc. de trabajo. Si lo hacen se escribe los nombres de las áreas de trabajo en tarjetas y se colocan según diga el grupo a un lado o a bajo de la tarjeta que tiene el nombre de “Estructura del CMPV”.

c. Se pregunta cómo se denomina la estructura organizativa del CMPV de sus municipios y cómo está estructurada. La persona facilitadora explica que la estructura organizativa del CMPV debe responder a la realidad institucional y organizativa del municipio y las áreas de trabajo que se hayan definido en el plan. d. Se presenta en un cartel los fines y los actores involucrados en el quehacer del CMPV.

Almuerzo (1:15-2:00)

TEMA 4: FUNCIONES DEL CMPV ESTABLECIDAS EN LA ENPV

Técnica 1: Grupos de trabajo (2:00-3:00)

Materiales: Papelógrafos, plumones, con las funciones del CMPV.

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

a. Se pide que formen equipos de 5 a 6 personas (dependiendo del número de participantes).

b. Se pide que elijan un coordinador/a por equipo de trabajo.

c. Se entrega a cada grupo un papelógrafo, plumones y una hoja con las funciones del CMPV (establecidos en la ENPV, y los actores que deben integrar el CMPV. y luego se le pide a cada equipo que listen en orden de importancia (según el criterio del equipo) cuales de esas funciones deben desarrollar en sus municipios y las instituciones y organizaciones responsables de las mismas. Se da un espacio de 30 minutos para que trabajen

d. En plenaria cada grupo presenta las funciones identificadas y se abre un espacio para preguntas y respuestas. La persona facilitadora explica que muchas instituciones de gobierno central no están presentes en todos los municipios, por lo que será necesario realizar coordinaciones a nivel departamental, de igual forma es importante considerar que no todas las municipalidades cuentan con las Unidades necesarias para el trabajo de la prevención, y también no todas las comunidades cuentan con organizaciones que trabajen el tema de mujeres, jóvenes y niñez por lo que será necesario trabajar para el fortalecimiento de la municipalidad y de las comunidades para poder trabajar con estos sectores en el tema de la prevención de la violencia.

Evaluación (3:00-3:30)

Cierre USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. ANEXO 1 Libro para autógrafos

PLAN MUNICIPAL DE PREVENCIÓN DE LA VIOLENCIA 2015 - 2016 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. ANEXOS 2 Pescaditos

Es una instancia integrada por un grupo de personas

Representativas del conjunto de actores y sectores del municipio, USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

Convocada por el gobierno municipal

y constituida para fortalecer la participación ciudadana en el ámbito local USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

en los procesos de prevención de la violencia y

mejorar la seguridad

ciudadana,

en el marco de los

objetivos, prioridades y

lineamientos de la ENPV.

USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. ANEXO 3. Pilares de la organización

C O O P E R A C I Ó N USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

C O O R D I N A C I Ó N

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

C O M U N I C A C I Ó N C O M U

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

O R G A N I Z A C I Ó N

208 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. ANEXO 3 Tarjetas con aspectos importantes de la estrategia

1. Es un grupo de personas del municipio. 209 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

2. Representa a otras

personas, grupos o sectores del municipio. 210 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

3. Sus integrantes son identificados e invitados a participar por el Alcalde/sa y/o por el Concejo Municipal. 211 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

4. Se forma para fortalecer la participación de la ciudadanía en temas de prevención de violencia. 212 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

5. Debe seguir los

lineamientos establecidos en la ENPV. 213 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

6. Tiene representación de Actores del Gobierno del El Salvador (GOES) con presencia en el municipio. USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

ANEXO 4 Funciones del Comité Municipal de Prevención de Violencia

A. Coordinar la elaboración participativa del DIAGNÓSTICO DE VIOLENCIA Y EL PLAN MUNICIPAL DE PREVENCIÓN

B. Desarrollar el SEGUIMIENTO Y MONITOREO de las actividades definidas en el Plan

C. Asegurar que las diferentes iniciativas de prevención de violencia del municipio FUNCIONEN COORDINADAMENTE Y RESPONDAN A UNA VISIÓN INTEGRADA de la acción Municipal.

D. Asegurar que los diferentes actores del municipio (representantes de organizaciones intercomunales; sectoriales; de iglesias, de ONG, etc) puedan CANALIZAR ADECUDAMENTE DEMANDAS, INTERESES Y PRIORIDADES relativas a la prevención de la violencia, mediante mecanismos de participación ciudadana y de toma de decisiones.

E. Asegurar una COORDINACIÓN ESTRECHA CON LA PNC para mantener una articulación adecuada entre la prevención y el control del delito.

F. GESTIONAR RECURSOS para la implementación de los proyectos de prevención de violencia.

G. Generar ESPACIOS DE COMUNICACIÓN Y COORDINACIÓN entre los diferentes actores del municipio y con el Gabinete de Prevención y los Gabinetes Departamentales de prevención.

H. Asegurar la SOSTENIBILIDAD Y RESPALDO POLÍTICO INSTITUCIONAL Y SOCIAL al plan municipal de prevención de violencia. USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

Annex 5 – El Paisnal Letter of Intent USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

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

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

Annex 6 – Letter from PRE-PAZ Director USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.

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