USAID: El Salvador Crime and Violence Prevention Project

USAID: El Salvador Crime and Violence Prevention Project (CVPP)

Creative Associates, International, Inc.

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LIST OF ACRONYMS

ADESCO Community Development Association

AJR Alianza Joven Regional

CBO Community Based Organization

CISALVA Instituto de Investigación y Desarrollo en Prevención de la Violencia y

Promoción de la Convivencia Social

CPO Crime Prevention Observatory

CVPP Crime and Violence Prevention Project

ENPV National Strategy for Violence Prevention

FBO Faith Based Organization

FUNDAMUNI Fundación de Apoyos a Municipios de El Salvador

GIZ German International Aid Agency

GNGP National Office for Violence Prevention

GOES Government of El Salvador

IADB Inter-American Development Bank

MC Municipal Council

MDS Municipal Crime and Violence Diagnostics

MEP Monitoring and Evaluation Plan

MJSP Ministry of Justice and Public Security

MPC Municipal Prevention Committee

MPP Municipal Prevention Plan

NGO Non-governmental Organization

PPP Public Private Partnership

PRE-PAZ Council of Violence Prevention and Promotion of a Culture of Peace

RFA Request for Applications

SISMONPREV Sistema de Monitoreo y Prevención

TTP Technical Training Proposal

USAID United States Agency for International Development

USG United States Government



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CONTENTS

List of Acronyms .......................................................................................................... 2

Executive Summary ..................................................................................................... 5

Resumen Ejecutivo ..................................................................................................... 10

1. ACTIVITY IMPLEMENTATION PROGRESS ................................................... 15

COMPONENT 1: INCREASE GOES CAPACITY TO PREVENT VIOLENCE

AND CRIME ON A NATIONAL SCALE ............................................................... 15

Sub-Activity 1.1 Improve GOES ability to implement the National Strategy for Violence

Prevention (ENPV) and the National Policy for Justice, Public Security and Social

Coexistence……………………………………………………………………………….15

Sub-Activity 1.2 Improve the national policy framework for crime and violence prevention

by supporting emerging laws and policies ........................................................................ 25

Sub-Activity 1.3 Support Municipal Crime Prevention Observatories ............................ 28

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

VIOLENCEPREVENTION ...................................................................................... 37

Sub-Activity 2.1: Selection of municipalities and establishment fo 13 new Municipal

Crime and Violence Preventuon Committees……………………………………………37

Sub-Activity 2.2: Development of Municipal leaders´ and community members´

Capacity for prevention, planning, implementation and analysis ..................................... 38

Sub-Activity 2.3: Development of Youth Values and Identity ......................................... 46

Sub-Activity 2.4: Development of For My Neighborhood Outreach Centers .................. 48

Sub-Activity 2.5: Strengthening of Vocational Skills and Employment Opportunities ... 52

Sub-Activity 2.6: Development of Infrastructure for Prevention Situational Awareness 55

Sub-Activity 2.7: Strengthening Communications and Use of Media ............................. 55

Sub-Activity 2.8: Establishment of Public-Private Alliances in selected municipalities 56

Sub-Activity 2.9: Identification, systematization, publication and dissemination of

Innovative municipal-led, community-based crime and violence prevention best

practices ............................................................................................................................ 58

COMPONENT 3: INNOVATIVE IDEAS.................................................................... 58



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2. Other Project Offices .............................................................................................. 59

3. Implementation Challenges ..................................................................................... 65

4. Other Activities ....................................................................................................... 66

5. Planned Activities for Next Quarter Including Upcoming Events ......................... 68

6. USAID Special Reports .......................................................................................... 69

ANNEX ............................................................................................................................ 85



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EXECUTIVE SUMMARY

The Crime and Violence Prevention Project (CVPP), AID-519-C-13-00002, is a five-year

project (March 2013- March 2018) which objective is to help increase citizen safety in El Salvador,

specifically in 55 at-risk municipalities.

The activities undertaken by the project are designed to build ownership of national government,

local government and citizens in their long-term efforts to address crime and violence prevention

at the community level. To ensure the achievement of these objectives, the project will work

through the following components:

Component 1: Increase Government of El Salvador’s (GOES) capacity to prevent violence and

crime on a national scale.

Component 2: Municipal-led, community-based crime and violence prevention.

Component 3: Innovative crime and violence prevention opportunities.

The project is proud to present this Fiscal Year (FY) 2014 Annual Report, highlighting its major

achievements and challenges while working to implement six crime and violence prevention

strategies at the municipal and community levels, and while working in close collaboration with

the Ministry of Justice and Public Security (acronym in Spanish MJSP) to carry out municipal

diagnostics, design new policies and train personnel in crime and violence prevention. Moreover,

the report denotes hurdles and success as it created and strengthened Municipal Crime

Observatories in nine municipalities.

This report also includes financial, monitoring and evaluation, and press/media accounts covering

the period under review.

The country underwent a peaceful transfer of power during the reporting period, managing a

seamless transition of power within the executive branch. As the Sánchez Cerén administration

closed its first 100 days, analysts measured the new government´s commitment to security,

economic and social issues, all based on then-candidate Ceren´s campaign platform.

Reviews were mixed, with polls showing that 46.8% of the general population disapproved

“somewhat” or “a lot” of the president´s overall performance during his first 100 days in office.

Forty percent approved “somewhat” or “a lot” of the president´s job.1 According to Diario Latino,

ex-presidents Eias “Tony” Saca and (2004-2009) and Mauricio Funes (2009-2014) received 74%

and 71% approval ratings during their first 100 days in office, respectively.2 The poll conducted

by LPG Datos says the marks received are a result of people´s feelings regarding security and the

economy – 65.1% of those people feel the president is not helping to resolve the country´s various

security issues; and 64.3% feel the president is not helping to resolve the country´s various

economic issues.3

1 El 46.8% de salvadoreños desaprueba gestión de Sánchez Cerén, según sondeo. Diario latino.net. Sept 2, 2014. 2 Ibid. 3 Ibid.



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Poll results are no surprise. According to the National Civilian Police (acronym in Spanish PNC),

homicides rose from 2013 to 2014, and President Sánchez Cerén inherited a country where 13

homicides were being committed every day. June 16, 22 and 30 were especially bloody with 20

homicides per day.4 And while homicides have dropped from 13 to 11 per day from June to

September, people nonetheless feel the security situation has not improved altogether, especially

as 8 of the year´s 30 massacres occurred during the new administration.5

Furthermore, a report by the United Nations Children´s Fund (UNICEF) found that El Salvador

has the highest homicide levels for boys, girls and adolescents 0-19 years of age.6 The UNICEF

report highlights sexual, physical and emotional abuse children suffer, raising yet another red flag

for government officials, not-for profit organizations and the international aid agencies assisting

the country with an already complicated security situation. The report serves as a point of

reflection for the project, as it seeks to assist women and young females through municipal and

community programming that aims to prevent acts of violence against these special groups.

In response to media accounts, Benito Lara, minister for the MJSP, spoke of the administration´s

effort to implement a robust Community Police program, and mount a National Citizen Security

Council (as of the writing of this report, both initiatives were launched); as well as the

administration´ work with the United Nations Development Program (UNDP), the Organization

of American States and (OAS) and European Union (EU) to establish a trust fund to finance

security and prevention activities.7 The fund will be financed, in part, by a new .25% tax on cash

or credit transfers above $1,000.

On the economic front, President Ceren highlighted a number of initial steps taken to transform

the economy. These steps include the naming of Vice President Oscar Ortiz as the Salvadorian

equivalent of an “Investment Czar” to oversee efforts to increase foreign investment. Other efforts

include improving roads and modernizing the international airport.8

During the reporting period, USG and GOES also signed the FOMILENIO II compact, which

provides $277 million through the Millennium Challenge Corporation (MCC) to improve

infrastructure, human capital and investment climate through different parts of the country.

El Salvador will provide an additional $88.2 million for the venture.9 With projects set to start in

2015, the administration is hopeful FOMILENIO II will kick-start the economy by providing

4 11 homicidios diarios en primeros 100 días de gobierno. La Prensa Gráfica. Sept. 10, 2014.

http://www.laprensagrafica.com/2014/09/10/11-homicidios-diarios-en-primeros-100-dias-del-gobierno. 5 Ibid. 6 Ocultos a Plena Luz. UNICEF. Sept. 5, 2014. http://www.unicef.es/actualidad-

documentacion/publicaciones/ocultos-plena-luz-un-analisis-estadistico-de-la-violencia 7 Ibid/Gobierno lanzara Consejo Nacional de Seguridad Ciudadana. Sept. 9, 2014.

http://verdaddigital.com/index.php/nacionales/12633-gobierno-lanzara-consejo-nacional-de-seguridad-ciudadana-

para-contrarrestar-violencia. 8 INFORME DE LOS 100 DIAS DE GOBIERNO. Presidencia de la Republica. http://www.presidencia.gob.sv/wp-

content/uploads/2014/09/Discurso_presidente_100_dias_web.pdf. 9 EUA y El Salvador Firman Finalmente FOMILENIO II. La Prensa Gráfica. Sept. 30, 2014.

http://www.laprensagrafica.com/2014/09/30/eua-y-el-salvador-firman-finalmente-FOMILENIO-II.

http://www.presidencia.gob.sv/wp-content/uploads/2014/09/Discurso_presidente_100_dias_web.pdf




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construction sector jobs in the short term, and stable job opportunities as tourists and foreign

investment trickle into the country once projects are complete.

Polls and opinions aside, the project and its main institutional partner, PRE-PAZ, achieved

multiple objectives during FY 2014. Most palpable is change at the municipal and community

level, where leaders have a better grasp of crime and violence prevention programming though the

different prevention tools presented by the project. Attitudes have also changed within a small

group of PRE-PAZ Departmental Directors and Technical Promoters who have taken leadership

roles throughout the Municipal Crime and Violence Diagnostics processes (MDS). Moreover, the

project was successful in linking the private and public sectors through Public Private Partnerships

(PPPs), in which the supply and demand sides of the equation coalesced to provide financial,

training, vocational, technological resources, and talent to promote youth and communities´ well-

being.

Most important, the Crime and Violence Prevention Project has brought a high degree of hope to

the 33 municipalities where it works, and especially to the 54 high-risk communities in nine

municipalities that now have Outreach Centers (OCs). These Centers are providing a new mindset

for vulnerable youth, teaching them basic values; and retraining many to realize that poverty and

gangs cannot condemn any of them to life of crime.

The project’s most notable achievements during this annual reporting period follow:

The project rolled out its Estamos con Vos (We are With You) initiative, designed to

promote Public-Private Partnerships (PPPs) between CVPP and the private sector; and

signed three (3) Public-Private Partnerships with Microsoft Corporation’s YouthSpark

Initiative, Claro Corporation and ALMAPAC. Microsoft and Claro will provide free

Internet, educational and management software for 114 Outreach Centers10, and

technology-based training for Outreach Center Coordinators under Component 2 of the

project. ALMAPAC will provide computer, furnishings and volunteers for two OCs in the

municipality of Acajutla.

Component 2 launched 54 Outreach Centers in nine (9) municipalities. These OCs boast

more than 5,149 beneficiaries.

Component 1, with assistance from PRE-PAZ, completed 240 institutional interviews and

120 focus groups in 2011 municipalities, and concluded 10 municipal diagnostics.

Component 2 carried out a total of 120 focus groups and 85 institutional interviews to

complete a total of 13 Municipal Diagnostics and Municipal Prevention Plans.

Subsequently, Component 2 presented Municipal Diagnostic findings to municipal

officials and members of the Municipal Prevention Council (MPC) in all 13 municipalities.

The Project, in conjunction with CISALVA, established strong institutional relationships

with the Attorney General´s Office, the National Civilian Police, and the National

10 Microsoft will support 114 Outreach centers, while CLARO will provide support for 77. 11 Component 1, which provides technical and training assistance to 20 municipalities, replaced three municipalities

(please see section 1.1.3 of this report for details). The municipalities of Chapeltique, San Pedro Perulapan, and

Jucuaran were brought up to speed to complete municipal diagnostic processes.



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Forensics Institute to create and strengthen 4 and 5 Municipal Crime Observatories,

respectively.

Component 1 implemented its Technical Training Plan with PRE-PAZ, carrying out a total

of 40 training hours through 15 regional workshops for 63 PRE-PAZ Departmental

Directors and Technical Promoters, and 30 members of Municipal Prevention Committees.

Component 1 staff provided technical assistance to the Ministry of Justice and Public

Security with the final draft of the National Strategy for Violence Prevention (acronym in

Spanish ENPV). The ENPV was approved by the Minister of the MJSP on December 21,

2013, and launched publicly on February 11, 2014. CVPP has distributed over 1,200

copies of this document to mayors, Municipal Councils, Municipal Prevention

Committees, PRE-PAZ Departmental Directors and Technical Promoters.

Other important achievements include:

Component 1 submitted a draft of the PRE-PAZ Organic Law to the Legal Office of the

Ministry of Justice and Public Security.

Component 1 staff assisted the Secretariat of the National Prevention Cabinet with the

drafting of an annual work plan.

Component 2 held a successful best practices study tour using the municipalities of

Chalchuapa and Santa Ana as models. Component 2 mayors, members of Municipal

Councils and PRE-PAZ Technical Promoters attended the two-day study tour.

Component 2 staff, along with a number of selected Outreach Center Coordinators from ,

attended a week-long Creative Pathways (Caminos Creativos in Spanish) training to

transfer this Creative Associates-funded methodology to new Outreach Centers in order to

contribute to project’s success under this Component’s Strategy # 2: Promotion of Youth

Values and Identity.

Component 2 held 13 Letter of Intent signing ceremonies with mayors paving the way for

$5.8 million in donations for crime and violence prevention activities for the next two

years. These letters secured municipal commitments of equal amount in leverage.

The project completed and presented a Baseline Study of 72 communities under 13

municipalities selected under Component 2.

The project completed an institutional diagnostic of PRE-PAZ.

Creative and CISALVA held a Study Tour with 14 mayors to the cities of Medellin, Cali

and Bogota to visit observatories and share successful prevention models in some of

Colombia’s most diverse cities.

Creative developed, submitted and received approval of innovative ideas to be

implemented under Component 3.

An institutional assessment of legacy organization FUNDAMUNI was carried out and an

Improvement Plan implemented to further develop FUNDAMUNI institutional capacity.

The project hosted a number of Congressional Delegations and USAID senior leadership

to focus groups with youth and visits to Outreach Centers to discuss the unaccompanied

minors’ issue.



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FUNDAMUNI staff imbedded in Components 1 and 2 provided support to the project’s

technical team at the municipal level helping the project achieve many of the bullet points

noted here.

The achievements noted above highlight important steps being taken to make a significant

difference, change attitudes and improve GOES, municipal and community stakeholder capacity

to prevent youth from joining vicious circles of crime and violence throughout the country.

Creative´s dedicated team will continue to promote its innovative ideas and tailor local strategies

to ensure best practices are institutionalized at all levels, making and leaving vulnerable

communities and youth resilient and protected.



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RESUMEN EJECUTIVO

El Proyecto de USAID para la Prevención del Crimen y la Violencia (CVPP por sus siglas en

inglés), AID-519-C-13-00002, es un proyecto de cinco años (marzo de 2013 - marzo de 2018)

cuyo objetivo es incrementar la seguridad pública en El Salvador, específicamente en 55

municipios de alto riesgo.

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

locales y nacional así como de la ciudadanía en sus esfuerzos a largo plazo en el combate del

crimen y la prevención de la violencia a nivel comunitario. Para garantizar que dichos objetivos se

cumplan, el proyecto trabajará a través de los siguientes tres componentes:

Componente 1: Incrementar la capacidad del Gobierno de El Salvador (GOES) para prevenir

el crimen y la violencia a nivel nacional.

Componente 2: Prevención del crimen y la violencia comunitaria con liderazgo municipal.

Componente 3: Oportunidades innovadoras en prevención del crimen y la violencia.

CVPP se enorgullece en presentar su reporte anual del año fiscal 2014. El reporte resalta los

principales logros y retos de la implementación de seis estrategias de prevención de crimen y

violencia, y de la colaboración cercana con el Ministerio de Justicia y Seguridad Pública (MJSP)

en la realización de diagnósticos municipales, el diseño de nuevas políticas y la capacitación de

recursos humanos en temas de prevención del crimen y la violencia. El reporte también hace

mención de los obstáculos y éxitos derivados de la creación y fortalecimiento de los Observatorios

Municipales de Crimen y Violencia.

Asimismo incluye reportes financieros y de evaluación y monitoreo, e informa sobre la cobertura

mediática del proyecto durante el periodo de referencia.

El Salvador observó una transferencia pacífica del poder ejecutivo durante el periodo de trabajo.

Durante los primeros cien días de la administración del Presidente Salvador Sánchez Cerén,

analistas realizaron una evaluación de los compromisos del nuevo gobierno en temas de seguridad,

económicos y sociales, con base en la plataforma de campaña del entonces candidato Sánchez

Cerén.

Los resultados de las encuestas son mixtos. Algunas indican que 46.8% de la población desaprueba

“algo” o “mucho” el trabajo del presidente durante sus primeros cien días. Un 40% de la población

aprueba “algo” o “mucho” el trabajo presidencial. 12 De acuerdo a la publicación Diario Latino,

los exmandatarios Elías “Tony” Saca (2004-2009) y Mauricio Funes (2009-2014) presentaron

niveles de aprobación del 74% y 71% respectivamente durante sus primeros 100 días de mandato.

13 La encuesta realizada por LPG Datos indica que los resultados son resultados de la percepción

ciudadana en torno a la seguridad y la economía – 61.5% de los encuestados indican que el

12 El 46.8% de salvadoreños desaprueba gestión de Sánchez Cerén, según sondeo. Diario latino.net. Sept 2, 2014. 13 Ibid.



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presidente no está contribuyendo a resolver los problemas de seguridad del país; y 64.3% piensan

que el presidente no contribuye a solucionar los problemas de la economía nacional. 14

Estos resultados no son ninguna sorpresa. De acuerdo a la Policía Nacional Civil (PNC), los

homicidios se incrementaron en el periodo 2013-2014. Sánchez Cerén heredó un país en el que 13

homicidios ocurrían cada día. Los días 16, 22 y 30 de junio del año en curso fueron particularmente

sangrientos con 20 homicidios por día. 15 A pesar de que de junio a septiembre el número de

homicidios diarios se redujo de 13 a 11, la población percibe que la situación de seguridad no ha

mejorado, ya que 8 de las 30 masacres del año han ocurrido bajo la nueva administración. 16

De acuerdo a un reporte del Fondo de las Naciones Unidas para la Infancia (UNICEF por sus siglas

en inglés), El Salvador tiene el nivel más alto de homicidios de niños, niñas y adolescentes de 0 a

19 años de edad.17 El reporte subraya el abuso sexual, físico y emocional padecido por los niños.

Esto representa una llamada de atención más para representantes gubernamentales, organizaciones

sin fines de lucro y agencias de asistencia humanitaria internacional que apoyan una situación de

seguridad de por sí complicada. El reporte sirve como punto de reflexión para CVPP a medida que

éste asiste a mujeres adultas y adolescentes a través de programas comunitarios y municipales que

buscan prevenir la violencia contra estos grupos especiales.

En respuesta a reportajes en los medios de comunicación, el ministro del MJSP, Benito Lara, habló

de los esfuerzos de la administración para implementar un programa de Policía Comunitaria, e

instalar un Consejo Nacional de Seguridad Ciudadana (al momento de la escritura de este reporte,

ambas iniciativas habían sido hechas públicas). Benito Lara también informó sobre el trabajo de

la administración en colaboración con el Programa de las Naciones Unidas para el Desarrollo

(PNUD), la Organización de los Estados Americanos (OEA) y la Unión Europea para el

establecimiento de un fondo de financiamiento para actividades de seguridad y prevención. 18 El

fondo será financiado parcialmente a través de un nuevo impuesto del .25% aplicado a

transacciones de crédito o en efectivo que superen los $1000 dólares.

En el frente económico, el presidente Cerén ha puesto en marcha una serie de medidas iniciales

para transformar la economía. Estas incluyen el nombramiento del vicepresidente Oscar Ortiz

como el equivalente de un “Zar de la Inversión” que supervise los esfuerzos para incrementar la

inversión extranjera. La mejora de la red carretera y la modernización del aeropuerto internacional

también están contemplados en este sentido. 19

14 Ibid. 15 11 homicidios diarios en primeros 100 días de gobierno. La Prensa Gráfica. Sept. 10, 2014.

http://www.laprensagrafica.com/2014/09/10/11-homicidios-diarios-en-primeros-100-dias-del-gobierno. 16 Ibid. 17 Ocultos a Plena Luz. UNICEF. Sept. 5, 2014. http://www.unicef.es/actualidad-

documentacion/publicaciones/ocultos-plena-luz-un-analisis-estadistico-de-la-violencia 18 Ibid/Gobierno Lanzara Consejo Nacional de Seguridad Ciudadana. Sept. 9, 2014.


para-contrarrestar-violencia. 19 INFORME DE LOS 100 DIAS DE GOBIERNO. Presidencia de la Republica.

http://www.presidencia.gob.sv/wp-content/uploads/2014/09/Discurso_presidente_100_dias_web.pdf.




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Durante el periodo sobre el que se reporta, el gobierno estadounidense y el salvadoreño firmaron

el pacto FOMILENIO II que suministra $277 millones de dólares a través de la Corporación del

Reto del Milenio (MCC por sus siglas en inglés) para mejorar la infraestructura, el capital humano

y el clima de inversión en distintas partes del país. El Salvador contribuirá $88.2 millones de

dólares adicionales a la iniciativa. 20 Los proyectos comenzarán en el 2015. Con ellos, la

administración espera que FOMILENIO II impulse la economía al crear oportunidades laborales

en el sector de la construcción en el corto plazo, y trabajos estables a medida que el turismo y la

inversión extranjera fluyan al país una vez que los proyectos sean concluidos.

Dejando de lado las encuestas y los análisis, CVPP y su principal socio institucional, PRE-PAZ,

han conseguido varios objetivos durante el año fiscal 2014. El cambio más palpable ocurre a nivel

municipal y comunitario: los líderes tienen una mejor comprensión de los programas de prevención

de la violencia y el crimen gracias a las herramientas de prevención suministradas por el proyecto.

Un grupo de Directores Departamentales y Técnicos Promotores de PRE-PAZ han asumido roles

de liderazgo en el proceso de formulación de diagnósticos municipales. Más aún, el proyecto ha

sido exitoso al vincular a los sectores público y privado a través de alianzas donde los dos lados

de la ecuación de oferta y demanda se fusionan para suministrar recursos financieros, vocacionales,

tecnológicos, de capacitación y talento para promover el bienestar de la juventud y las

comunidades.

Principalmente, CVPP ha nutrido de un alto grado de esperanza a los 33 municipios donde trabaja

y en particular a las 54 comunidades de alto riesgo en esos 33 municipios que ahora cuentan con

Centros de Alcance. Estos centros les suministran a los jóvenes vulnerables una nueva perspectiva

de vida inculcándoles valores básicos, además de volver a entrenarlos de tal modo que sean

conscientes de que ni la pobreza ni las pandillas los pueden condenar a una vida de crimen.

Los logros más notables del proyecto durante el periodo que cubre este reporte anual son los

siguientes:

CVPP lanzó la iniciativa Estamos con Vos, diseñada para promover Alianzas Público-

Privadas (PPP por sus siglas en inglés) entre CVPP y el sector privado. El proyecto también

firmó tres alianzas con la Corporación CLARO, ALMAPAC y la iniciativa YouthSpark de

Microsoft. Adicionalmente, Microsoft y CLARO proveerán gratuitamente Internet y

software educacional y de gestión a 114 Centros de Alcance21, además de suministrar

entrenamiento con base tecnológica a los Coordinadores de Alcance de los Centros del

Componente 2 del Proyecto. ALMAPAC suministrará computadoras, mobiliario y

voluntarios para 2 Centros de Alcance en el municipio de Acajutla.

El Componente 2 del proyecto lanzó 54 Centros de Alcance en 9 municipios. Estos Centros

cuentan con 5,149 beneficiarios.

20 EUA y El Salvador Firman Finalmente FOMILENIO II. La Prensa Gráfica. Sept. 30, 2014.

http://www.laprensagrafica.com/2014/09/30/eua-y-el-salvador-firman-finalmente-FOMILENIO-II. 21 Microsoft apoyara a 114 Centros de Alcance y CLARO apoyara a 77.



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Bajo el Componente 1 y con la asistencia de PRE-PAZ se completaron 240 entrevistas

institucionales y 120 grupos focales en 20 municipios, 22 además de concluir 10

diagnósticos municipales.

Bajo el Componente 2, se realizaron 120 grupos focales y 85 entrevistas institucionales

para completar 13 Diagnósticos Municipales y 13 Planes Municipales de Prevención. Los

resultados de los Diagnósticos Municipales fueron subsecuentemente presentados a

oficiales municipales y miembros de los Comités Municipales de Prevención (CMPV) de

los 13 municipios.

En colaboración con CISALVA, el Proyecto estableció fuertes lazos institucionales con la

Fiscalía General de la Republica (FGR), la PNC y el Instituto Nacional de Medicina Legal

para crear 4 Observatorios Municipales de Crimen y la Violencia y fortalecer 5 más.

El Componente 1 de CVPP implementó un plan de entrenamiento técnico a través del cual

PRE-PAZ llevó a cabo 15 talleres regionales con una duración total de 40 horas en los que

67 Directores Departamentales y Técnicos Promotores, así como 61 miembros de los

Comités Municipales de Prevención fueron capacitados.

El personal que trabaja bajo el Componente 1 suministró asistencia técnica al Ministerio

de Justicia y Seguridad Pública (MJSP) en la elaboración del borrador final de la Estrategia

Nacional de Prevención de la Violencia (ENVP). La ENVP fue aprobada por el Ministro

Justicia y Seguridad Pública el 21 de diciembre de 2013 mientras que su lanzamiento

público ocurrió el 11 de febrero del año en curso. CVPP ha distribuido más de 1,200 copias

de dicho documento a alcaldes, consejos municipales, Comités de Prevención Municipales,

y a los Directores Departamentales y Técnicos Promotores de PRE-PAZ.

Otros logros importantes:

El Componente 1 de CVPP entregó un borrador de la Ley Orgánica de PRE-PAZ a la

Dirección Jurídica del MSJP.

El personal del Componente 1 suministró asistencia a la secretaría del Gabinete Nacional

de Prevención de la Violencia (GNPV) en la elaboración de su plan anual de trabajo.

El Componente 2 del Proyecto realizó con éxito un tour de estudio sobre mejores prácticas

utilizando los municipios de Chalchuapa y Santa Ana como modelos. Los alcaldes,

miembros de Consejos Municipales y Técnicos Promotores de PRE-PAZ del Componente

2 participaron en el tour de dos días.

El personal del Componente 2 y un número determinado de Coordinadores de Centros de

Alcance de Santa Ana y Chalchuapa participaron en un entrenamiento sobre la metodología

desarrollada por Creative Associates, “Caminos Creativos”. Con duración de una semana,

el entrenamiento transfirió ideas y conocimientos a los nuevos Centros de Alcance con el

fin de contribuir al éxito del proyecto bajo la estrategia número 2 del Componente:

“Promoción de Valores e Identidad Juvenil”.

22 El Componente 1 que suministra entrenamiento y asistencia técnica en 20 municipios sustituyó 3 de ellos. (ver

sección 1.1.3 de este reporte para los detalles). Los municipios de Chapeltique, San Pedro Perulapan, y Jucuaran

fueron puestos al día para concluir el proceso de los diagnósticos municipales.



14

Se realizaron 13 ceremonias en las que un mismo número de cartas de intención fueron

firmadas por alcaldes a fin de suministrar $5.8 millones de dólares en donaciones para

actividades de prevención de violencia y crimen durante los próximos dos años. Las cartas,

firmadas bajo el Componente 2, garantizan montos municipales de apalancamiento por la

misma cantidad (5.8 millones).

CVPP completó un estudio de 72 comunidades en 13 municipios del Componente 2.

El Proyecto concluyó un diagnóstico institucional de PRE-PAZ.

Creative Associates y CISALVA realizaron un tour de estudio con 14 alcaldes en las

ciudades de Medellín, Cali y Bogotá en Colombia con el fin de visitar observatorios y

compartir información sobre modelos de prevención exitosos en algunas de las ciudades

de con mayor diversidad.

Creative Associates desarrolló, envió y recibió aprobación para la implementación de ideas

innovadoras bajo el Componente 3 del proyecto.

Se realizó una evaluación institucional de la organización FUNDAMUNI y un plan de

mejora implementado para desarrollar la capacidad institucional de la organización.

El personal de FUNDAMUNI integrado a los Componentes 1 y 2 suministró apoyo al

equipo técnico del proyecto a nivel municipal. Su asistencia ayudo al Proyecto a alcanzar

muchas de los logros aquí enumerados.

CVPP fue anfitrión de varias delegaciones del Congreso de Estados Unidos y directores de

USAID durante la realización de grupos de enfoque con jóvenes, y durante visitas a Centros

de Alance donde el tema de los menores migrantes fue analizado.

Los logros mencionados muestran los importantes pasos que se llevan a cabo para realizar un

cambio significativo, modificar actitudes y mejorar la capacidad del GOES y socios municipales

y comunitarios para prevenir, a nivel nacional, que la juventud participe en los círculos viciosos

del crimen y la violencia. El equipo de Creative Associates continuará promoviendo ideas

innovadoras y adaptando estrategias locales de tal modo que las mejores prácticas se

institucionalicen en todos los niveles, y así suministrar resistencia y protección a la juventud y

comunidades vulnerables.



15

1. ACTIVITY IMPLEMENTATION PROGRESS

COMPONENT 1: INCREASE GOES CAPACITY TO PREVENT VIOLENCE AND

CRIME ON A NATIONAL SCALE

Under Component 1, Creative has achieved several results in partnership with local level and

central government counterparts. Below are a number of key events and activities that took place

during FY 2014.

SUB-ACTIVITY 1.1 IMPROVE GOES ABILITY TO IMPLEMENT THE NATIONAL

VIOLENCE PREVENTION STRATEGY (ENPV) IN SUPPORT OF MUNICIPALITIES

AND THE NATIONAL POLICY FOR JUSTICE, PUBLIC SECURITY AND SOCIAL

COEXISTENCE

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

1. Approval and Publication of ENPV

One of the strongest project accomplishments to date has been supporting the Government of El

Salvador (GOES) in the run up to the approval of the National Strategy for Violence Prevention

(acronym in Spanish ENPV). The final version of the document was approved by the Minister of

Justice and Public Security on December 18 2013, and launched by president Mauricio Funes on

February 11, 2014 in the municipality of Ilobasco.

The ENPV has been at the center of all the work carried out by project staff in all 33 municipalities,

and will continue to guide our work with mayors, Municipal Councils and Municipal Prevention

Committees (MPCs) as the project expands its work into additional municipalities.

Throughout the reporting period, Component staff met regularly with PRE-PAZ leadership, most

notably PRE-PAZ Director Lorena Montano, PRE-PAZ Deputy Director Luisa Morataya and

PRE-PAZ senior advisor Nory Morales, to develop a presentations and prepare PRE-PAZ

leadership for formal meetings with the Technical Prevention Cabinet to review and get their

concurrence with the ENPV. These meetings were crucial before meetings with Prevention

Cabinet23 officers, who would ultimately recommend approval of the ENPV.

The CVPP Semi-Annual Report points to the number of meetings held and details of some of these

sessions in which project staff both prepared PRE-PAZ leadership for meetings with the

Prevention Cabinet, and the work involved in making edits and adjustment to the document itself.

These changes included expanding the conceptual framework of the Strategy, as well as

articulating coordination schemes between GOES bodies, and including additional areas of focus

23 The Prevention Cabinet, composed of 16 ministry/agency heads includes Vice Ministers, Directors and Presidents

of autonomous GOES institutions, ultimately decides if the proposed ENPV should be approved by the Vice

Minister and Minister of the Ministry of Justice and Public Security.



16

for the ENPV, which include: human rights, social inclusion, social cohesion, citizen participation,

and municipal responsibilities for municipalities under the ENPV.

Project staff assisted PRE-PAZ leadership in creating an ENPV Work Plan for the Prevention

Cabinet, which detailed necessary actions for the full implementation of the ENPV. The plan

included individual ministry responsibilities and timelines for training ministry and government

agency staff as well as mayors, municipal councils and Municipal Prevention Committees on the

new ENPV. The proposed plan included several milestones, which were due to be completed by

June 2014. Moreover, the project discussed with the MJSP how PRE-PAZ and CVPP should move

forward to involve and encourage institutions represented in MPCs to promote the ENPV; and the

issue of creating a Monitoring and Evaluation system for a National Prevention System (item

which was raised during the beginning of this project) was also brought to conversation.

Unfortunately, and as mentioned in the Semi-Annual Report, the Work Plan was never launched

or disseminated among the Prevention Cabinet; and the National Prevention System was never

launched. Political matters within the MJSP and the approaching presidential campaign prevented

either item´s implementation. More information on these two initiatives will be provided under

1.2.

Notwithstanding, CVPP did its part to promote and educate GOES officials and

municipal/community stakeholders on the ENPV. The project printed and distributed over 1,200

copies of the ENPV to mayors, Municipal Councils and Municipal Prevention Committees in

CVPP municipalities; and created a number of didactic instruments (described in further under

1.1.3) to assist PRE-PAZ in promoting the ENPV.

During this next reporting period, CVPP will seek to insert the spirit and guiding principles of the

Work Plan into the National Quinquennial Prevention Plan, which the MJSP requested assistance

with in September of this year.

1.1.2 Institutional strengthening of PRE-PAZ and its personnel

1. Workshops with PRE-PAZ Departmental Directors, Technical Promoters and Planning Teams

from Municipal Prevention Committees

During the second half of the program year, Creative developed, finalized and presented a

Technical Training Plan (TTP) 24 that sought to strengthen PRE-PAZ field staff capacity. The

TTP, which was reviewed and approved by PRE-PAZ´s Director on November 15, 2013, trained

a total 63 PRE-PAZ staff, which included the organization´s Departmental Directors and Technical

Promoters, and includes 3025 select members from the Planning Teams from Municipal Prevention

Committees (MPCs), which fall under Component 1.

The TTP originally laid out a total of seven workshops to be carried out in eight-hour increments

for a total of 56 training hours. After careful consideration, an additional eight-hour workshop

24 FUNDAMUNI staff under Component 1 assisted project staff with the overall plan and had a special role in

designing the budget for all planned activities. 25 In the Semi-Annual Report, it was reported that the Technical Training Plan would train a total of 40 Planning

Teams members. Final tally numbers show that a total of 30 received training.



17

was added in December to focus on writing and creating a final municipal diagnostic document.

As of the writing of this annual report, only 5 workshops were held, for a grand total of 40 training

hours; and the remaining three will be carried out in the next reporting period. One overarching

reason for not holding the remaining workshops was due to the intensity of collecting, verifying,

uploading information, and writing municipal diagnostics documents. The process was lengthy

and project staff had minimal support from its counterpart in the drafting of the document. In all,

five staff members (to include two technical staff from FUNDAMUNI and one FUNDAMUNI

Coordinator) will have written all 20 municipal diagnostic documents for the Component when

the process is complete.

As mentioned in previous reports, workshops were given using the “learning by doing” approach,

in which project staff use team used exercises and collaborative learning methodologies to walk

participants through major project concepts to improve PRE-PAZ’s overall institutional capacity,

and provide additional technical assistance so the participants develop the Municipal Crime and

Violence Diagnostics and Municipal Prevention Plans. These workshops were supported by well

over 200 visits to all 20 municipalities under Component 1 to ensure the ENPV is properly

implemented and Municipal Diagnostics and Municipal Prevention Plans are accurately crafted,

vetted and approved by municipal stakeholders and officials.

A detailed narrative of each workshop can be found in the Semi-Annual Report.

It is also important to note that the project has had to push back delivery of municipal diagnostics.

As mentioned in the beginning of this section, the number of municipalities and limited number

of project staff dedicated to Component 1 municipalities prevented delivery of municipal

diagnostic documents by August. Limitations by PRE-PAZ staff has also been noted in previous

reports, and verbally to PRE-PAZ leadership. These limitations include:

Limited to no ability to operate computer equipment.

Only a handful of staff assigned to the project own personal computers.

Little computer availability at Departmental offices and no Internet access at most

Departmental offices.

An overwhelming majority of field staff travel to project municipalities by bus, diminishing

the time they have available for project tasks.

An updated table denoting potential dates (in bold) for holding remaining workshops is included

below.

Component 1 Workshops: Contents and Dates

Workshop Content Dates

1

National Strategy for Violence Prevention

(ENPV): Background, MPCs and MPC

Diagnostic

November 19, 20 and 22, 2013

2 Municipal Diagnostic: Methodology, Data

Collection Instruments December 3, 4 and 5, 2013



18

3

Municipal Diagnostic: Use of Database to

Download Information Derived from Data

Collection Instruments

January 8, 9 y 10, 2014

4 Municipal Diagnostic: Institutional Interviews January 14, 16 y 17, 2014

5 Municipal Diagnostic: Focus Groups February 11, 13 y 14, 2014

6 Municipal Diagnostic: Data Analysis January 2015

7* Municipal Diagnostic: How to Create a

Municipal Diagnostic Document January 2015

8 Municipal Prevention Plan: Develop Municipal

Prevention Plan February 2015

*Workshop #7 was added after the project team determined this workshop will help all beneficiaries in the drafting

of future municipal diagnostic documents.

It should be noted that the project team has held several intense sessions with the Planning Teams

of MPCs from the new municipalities of Chapeltique, Jucuaran and San Pedro Perulapan to train

these individuals and initiate the municipal diagnostic process. These municipalities replaced

previously selected Component municipalities during the year due to differing reasons, which were

not under the control of the project.26

Regional Workshops by Location and Audience

Region Participating Departments Location Participants

West

Santa Ana

Sonsonate

Ahuachapán

City of Sonzacate 12 PRE-PAZ

8 MPCs

Central

San Salvador

La Libertad

Cabañas

La Paz

Cuscatlán

San Vicente

Chalatenango

City of San Salvador 38 PRE-PAZ

18 MPCs

East

San Miguel

Usulután

La Unión

Morazán

City of San Miguel 17 PRE-PAZ

14 MPCs

As part of this annual report, and for the record, a summarized review of the workshops held is

provided below.

26 Please refer to the Semi-Annual Report. The author of this report does not want to be overly redundant.



19

Workshop Tally for October-March 2014

Total

Men

Total

Women

Municipal

Representatives

PRE-PAZ

Staff

Workshop 1 57 33 31 59

Workshop 2 53 31 27 57

Workshop 3 50 34 25 59

Workshop 4 50 36 23 63

Workshop 5 56 37 30 63 Numbers have been revised reflecting a slight reduction due to PRE-PAZ drivers signing attendance workshop lists.

2. Development of Guides to Assist PRE-PAZ in the Implementation of ENPV

In order to enrich workshop content and assist PRE-PAZ Departmental Directors, Technical

Promoters and Municipal Prevention Committees in the implementation of the ENPV, project staff

completed drafts the following three educational guides:

The first guide entitled “How to Create and Strengthen a Municipal Prevention

Committee” aims to educate and instruct PRE-PAZ staff and members of MPCs on how

to create and strengthen the most important municipal organ of the ENPV.

The second guide, “An ENPV Guide for Public Officials” outlines the main aspects of

the ENPV and the municipality’s main role and responsibilities under the new Strategy.

This is a synthesized version of the ENPV which is easier to read and understand.

The third, and final guide, is a “popular” ENPV guide designed to educate the “demand

side” of the prevention equation: citizens. The guide will challenge citizens to demand

more from their municipal leaders vis-a-vis the ENPV and encourage their participation

in municipal prevention efforts.

The guides under the first two bullet points have been approved internally and are in line for

reproduction. These guides were due to be ready in the July-September timeframe, but all project

efforts, and especially those of the Communications Coordinator and his staff, were solely devoted

to launching much-awaited Outreach Centers. The last guide is still under review as the project

continues to look for talent that can add to our ideas and vision.

3. Carry Out Institutional Assessment of PRE-PAZ

The institutional assessment of PRE-PAZ was well-received by the Vice Minister of Justice and

Public Security and Director of PRE-PAZ who have served under the previous and current GOES

administrations. Project staff made several attempts before the presidential election to encourage

the MJSP to enact some of the 8 recommendations made by the assessment to improve overall

institutional capacity, but to date none have been made.

While detailed results of this assessment (in which 110 PRE-PAZ employees took part) can be

found in the Annex section of the Semi-Annual Report, it is worth mentioning that the results fully

align with the experiences had by project staff while carrying out municipal diagnostics:



20

Overall, Departmental Directors, Technical Promoters, Technical Coordinators and

administrative staff received a rating of “Insufficient” in the areas of organizational

capacity, research, and results-oriented focus. Organizational capacity received the most

“Critically Insufficient” ratings of all nine categories, making this one of the weakest areas

for PRE-PAZ at the local level where key operations take place.

PRE-PAZ leadership at the headquarters level received mostly “Insufficient” ratings in all

nine categories. Executive leadership, technical and administrative staff at the

headquarters level received “Critically Insufficient” ratings in the category of citizen-focus,

which measures PRE-PAZ headquarters capacity to answer, solve and respond to citizen

issues and concerns. Likewise, headquarters administrative staff received a rating of

“Critically Insufficient” in organizational capacity, which measures ability to organize,

manage and distribute work, and ability to coordinate and integrate work teams.

Project staff has not left this important item behind and does remind the PRE-PAZ Director of the

recommendations made. CVPP is still hopeful the administration will take steps to improve overall

capacity and promote the many prevention policies being implemented by the president and the

Ministry of Justice and Public Security.

4. Implement the National Policy for Justice, Public Security and Social Coexistence

One final objective of this Activity was to assist GOES in implementing the National Policy for

Justice, Public Security and Social Coexistence, which was created and approved in 2010. During

the months of June and July, the project began to assist the MJSP in reviewing this important

policy as the new Minister of the MJSP wished to use it as a basis for all future prevention policies

and activities to be undertaken by the GOES.

CVPP´s Public Policy Coordinator and the PRE-PAZ senior advisor Nory Morales began a

thorough review of each one of the six strategies of the policy and added two more, which centered

on the creation of a National Violence Prevention System, and situational public spaces,

respectively.

The combined effort resulted in a seven-page proposal outlining key items to be added to each one

of the strategies to ensure impact country-wide.

Some of the highlights under each of the strategies include:

Strategy 1: Creation of a National Prevention System.

Strategy 2: Territoriality. Ensure ample central government-municipal government

collaboration and communication.

Strategy 3: Promote community participation in local intervention processes, and in

national policymaking.

Strategy 4: Reduce risk factors, with special focus on illegal arms possession, and

consumption of drugs and alcohol.

Strategy 5: Design strategies to prevent violence among boys, girls and adolescents



21

Strategy 6: Design and institutionalize strategies that prevent domestic and gender-based

violence.

Strategy 7: Promote positive values that support a culture of peace, and sustain respect and

tolerance among the population.

Strategy 8: Support situational prevention through technology in public spaces.

As of the writing of this annual report, the Ministry of Justice and Public Security had taken all of

these recommendations into account, but had momentarily paused the review of this policy as the

GOES had decided to focus all attention on the National Quinquennial Plan. Nory Morales did

confirm that the work undertaken by the CVPP in support of the review of the National Policy for

Justice, Public Security and Social Coexistence will be used in the first section of the National

Quinquennial Plan, which focuses on prevention. The work will also be used to further polish the

National Policy for Justice, Public Security and Social Coexistence to publish an updated version,

which will be releases in the first or second quarter of 2015.

1.1.3 Creating and/or Strengthening Municipal Prevention Committees, carry out Municipal

Crime and Violence Diagnostics (MDS) and Municipal Crime and Violence Prevention Plans

at the municipal level based on the National Strategy for Social Violence Prevention in

Support of Municipalities

Over the course of the past reporting year, CVPP staff under Component

1 spent many days, and expanded other project and personal resources,

to establish trust and good working relationships with mayors, Municipal

Councils and other key municipal actors. The Component´s Municipal

Visit Report Log showcases the numerous meetings and actions

undertaken in all 20 Component municipalities, and the work undertaken

with Municipal Prevention Committees and Planning Teams to find

information and structure municipal diagnostics.

These visits were in addition to the workshops carried out to implement

the Technical Training Plan and initial Component meetings conducted

with mayors, Municipal Councils and Municipal Prevention Committees

(MPCs) to explain the project and it objectives.

Overall, CVPP has had success in all of its 20 selected municipalities.

As mentioned in previous reports, three municipalities were replaced for

reasons beyond the control of the project. And while mayors and

municipal staff move at their own pace, all have been supportive and

appreciative of the efforts taken by project staff to train municipal staff,

conduct interviews and focus groups, arrange and lead planning

meetings, and be present for any number of other related activities for

which CVPP should be present to provide more information or

knowledge that would be helpful for creating municipal diagnostics.

It is important to note, however, that one municipality with challenges

is the municipality of Apastepque, where poor coordination by

“Let me tell you that

for me it has been

very important to be

able to accompany

you throughout this

process…I have

learned many

things…that I am now

putting into practice in

other places. I am

happy to know we

have finally

completed the

diagnostic, and expect

from me the same

dedication while

creating the Municipal

Prevention Plan.”

- Thelma Prudencio

PRE-PAZ Technical

Promoter



22

PRE-PAZ´s Departmental Director slowed the implementation process. The Project took steps

to resolve the impasses and after several conversations with the mayor programming was begun.

As a result of this, CVPP is taking the lead in the municipality and currently working to finalize

data collection and complete its diagnostic.

1. Creating and Strengthening Municipal Prevention Committees

In previous reports, CVPP discussed it Municipal Prevention Committee diagnostic tool27, which

was used to measure strengths and weaknesses within MPCs. This same tool was used to evaluate

MPCs during municipal diagnostics. During the second and third quarters of the project,

Component 1 staff used this tool to provide municipal officials and PE-PAZ Technical Promoters

information on how to restructure or (in few instances) create an MPC.

With this information in hand, the project and PRE-PAZ created two new Municipal Prevention

Committees (MPCs) in the municipalities of Concepcion Batres and Puerto el Triunfo. These

notable achievements come as result of work and collaboration between the project and PRE-PAZ

Departmental Directors and Technical Promoters who in the months of October and November

2013 consulted and met with community leaders to ask for their support in creating these new

MPCs.

Concepcion Batres and Puerto el Triunfo launched their new Municipal Prevention Committees

on November 8 and 26, 2013, respectively. Details of the launch and memberships of the newly

formed MPCs is included in the Semi-Annual Report.

Both of these MPCs have become strong advocates of prevention, taking instruction from the

ENPV and working with the mayors´ offices and other stakeholders to discuss preventive postures

and activities. Both MPCs also assisted in the drafting and completion of municipal diagnostics,

and as of the writing of this report, were preparing to begin the next phase of CVPP programming,

which includes the creation of a Municipal Prevention Plan.

CVPP staff´s last visit to each municipality confirmed that GOES institutions remain very active

in MPCs. Of special mention in Puerto el Triunfo is the Salvadoran Navy´s leadership,

involvement with the community, and support within the MPC to develop the municipal

diagnostic. Additionally, the National Civilian Police has been supportive in both municipalities,

as has been the Concepción Batres Women’s Association, youth and community leaders.

The project has also had success in two municipalities, El Paisnal and Rosario de Mora, where no

traditional MPCs have been created because of existing “Intersectoriales” where a mix of issue-

specific committees meet to discuss all items of municipal/community interest. Within each

Intersectorial, individuals were named to assist with the municipal diagnostic document and their

assistance has been of great support. Moreover, the project held discussions with each

municipality´s mayor to discuss the ENPV and the importance of creating an MPC to channel all

prevention-related issues and discussion, but both mayors remained content with their current

municipal model and decided, for the moment, to keep their Intersectoriales.

27 This diagnostic tool was developed by the Creative team and can be found in the Municipal Crime Diagnostics

Methodology Manual stored in the CVPP office.



23

2. Carry out Municipal Crime and Violence Diagnostics (MDS) and Municipal Crime and

Violence Prevention Plans at the municipal level based on the National Strategy for Social

Violence Prevention in Support of Municipalities

Municipal Crime and Violence Diagnostics findings and challenges being presented to the mayor, Municipal

Council and Municipal Prevention Committee of Sensuntepeque

During the reporting period, PRE-PAZ Departmental Directors and Technical Promoters, as well

as members of MPCs, assisted project staff in carrying out municipal diagnostics. As of the

writing of this report, a total of 10 municipal diagnostics were complete and in the process of

being formally delivered to mayors, Municipal Councils and Municipal Prevention Committees.

The remaining 10 will be complete by November 31 of this year. Below is a table that notes

progress on this front.

Component 1

Municipal Diagnostics Status

Municipality Status

1 Concepcion

Batres Complete

2 El Paisnal Complete

4 Jocoro Complete

3 Nahulingo Complete

5 Puerto el

Triunfo Complete

7 San Sebastian Complete



24

6 Santa Cruz

Michapa Complete

8 Santiago

Texacuangos Complete

9 Sensuntepeque Complete

10 Suchitoto Complete

11 San Pedro

Perulapan First Draft

Complete

12 Apastepeque Drafting

13 Chapeltique Drafting

14 El Carmen Drafting

15 Nahulingo Drafting

16 Pasaquina Drafting

17 Rosario de

Mora

Drafting

18 San Francisco

Gotera

Drafting

19 Santa Catarina

Masahuat

Drafting

20 Sonzacate Drafting

Some of the main findings from the municipal diagnostics include the following:

Illiteracy remains an issue in some municipalities, making youth ineligible to participate in

GOES or municipal programs, find jobs and participate in other productive activities.

Parents are sometimes outside the home for extended periods during the day, or week, to

tend to work responsibilities, leaving their children without proper supervision. This lack

of supervision leads youth to make wrong personal choices, which can end in: teen

pregnancy, alcohol and illegal substance abuse, gang membership and other criminal

conducts.

Drop-out rates between elementary and high school are high (50-60% range). This is

mainly due to the inexistence of high schools in several municipalities, or long travel

distances to high schools.

Adolescents and youth receiving remittances are less likely to look for employment or

continue studying.

Several municipalities had never commissioned or completed a municipal crime or

violence diagnostic, or have municipal prevention plans.

On average, municipalities spend between 1.3-6% of their annual budgets on prevention

activities.

Findings are well received at the municipal level with mayors and Municipal Prevention

Committees anxious to develop Municipal Prevention Plans to tackle the issues identified in

municipal diagnostics. Overall, the CVPP is energized by the assistance and response it has

received from municipal stakeholders, and will be working to develop strong municipal Prevention

Plans in the months to come.



25

Sub-Activity 1.2 Improve the national policy framework for crime and violence prevention

by supporting emerging laws and policies

For the past year, the Crime and Violence Prevention Project has been working closely with two

different Vice Ministers of Justice and Public Security, and two different PRE-PAZ Directors, to

provide technical assistance and advice on different laws and policies to the MJSP. The efforts

made by the project have not always led to final products approved by the MJSP. Nonetheless,

the project has always been at the ready and worked to review and develop appropriate policy

proposals to improve the country´s prevention framework.

From the October 2013 timeframe, project staff worked to complete a comprehensive review of

the nation’s leading prevention laws and policies, and worked to create and submit a PRE-PAZ

Organic Law. Both products were shared with pertinent audiences and the Organic PRE-PAZ Law

was approved by Legal Advisor within the Ministry of Justice and Public Security. The review of

the nation´s leading prevention laws and policies is complete, with a final review by CVPP staff

still taking place.

It is important to note that under the previous GOES administration, Creative reached agreement

with PRE-PAZ on areas where technical assistance would be accepted under this sub-activity and

these two items received the highest of priorities within the project. Under the current

administration, these two items have received less attention as the MJSP now requests technical

assistance in developing the National Quinquennial Prevention Plan.

Lasty, the work on drafting a law for the National Prevention System was also halted during the

end of the previous GOES administration due to insufficient time being available to present and

promote this law in the National Assembly before the June 1 presidential election. It is highly

likely CVPP will work with the MJSP in the first or second quarter of 2015 to draft this important

law as part of the effort to update and improve the National Policy for Justice, Public Security and

Social Coexistence.

1. Comprehensive Review of the Nation’s Prevention Laws and Policies

Creative continued a thorough review of the nation’s foremost prevention laws and policies to

design a comprehensive Prevention Laws Comparison Matrix, which will aid the project and its

beneficiaries in understanding the various prevention laws available to them and citizens as a

whole. Laws and policies that received technical review can be broken down into six major

groups:

First group: Secondary Laws.

o Penal Code, Family Code, Penitentiary Law, Organic Law of the National

Civil Police, and Law on Intrafamily Violence.

Second group: Municipal Laws.

o Municipal Code of El Salvador, Law on Social Coexistence and

Administrative Contraventions, Organic Law of the Institute for Municipal

Development (acronym in Spanish ISDEM), Law on the Municipal



26

Corporation of El Salvador (acronym in Spanish COMURES)28, and

municipal ordinances.

Third group: Laws designed to protect children and youth.

o Law on the Integral Protection of Youth and Adolescents (acronym in

Spanish LEPINA), and the National Youth Law.

Fourth group: Laws designed to protect women.

o Law for the Salvadorian Institute for the development of Women (acronym

for the organization in Spanish ISDEMU), Special Integral Law for a Life

Free from Violence for Women, Law of Parity, and Law of Equality and

Eradication of Discrimination Against Women.

Fifth group: Administrative Laws.

o Internal Executive Organ Regulations, Presidential Decree 157, and Law on

Access to Public Information.

Sixth group: Complementary draft laws and policies.

o Law on Public Security and Coexistence, and draft law on a National

Prevention System.

Working meetings to discuss the draft of the Prevention Laws Comparison Matrix were called by

PRE-PAZ who serves as the Secretariat of the Prevention Cabinet. For these meetings, it was

decided to first consult with members of the Technical Cabinet who, in turn, meet with the heads

of their ministries or agencies who sit on the Prevention Cabinet.

On October 29 and November 4, the project presented its findings to 6 six of the 16 members of

this group. Participants included representatives of the Ministry of Public Works (acronym in

Spanish MOP), the Ministry of Education, the Ministry of Health, the Ministry of Agriculture, the

National Council on Youth and Adolescents (acronym in Spanish CONNA), and the Ministry of

Justice and public Security.

Participant comments on the documented presented ranged from the need to reformat the document

presented, to performing additional analysis on other laws (including the Law on Senior Citizens

and laws pertaining to people with disabilities), to considering teachers under the matrix due to

their daily role in preventing crime and violence in school settings. An additional comment came

from the CONNA’s representative who said that a similar matrix already exists, but failed to

provide this matrix in subsequent days.

Project staff used these comments to improve the document, but no other meetings haven taken

place since November to further review the matrix as PRE-PAZ had other priorities to manage.

CVPP has reworked the final product, which is currently undergoing a final review by CVPP staff

before the matrix is printed and distributed among the Technical Cabinet, the Prevention Cabinet,

PRE-PAZ staff, mayors, Municipal Councils and Municipal Prevention Committees.

28 While COMURES is not a GOES institution, it is the premier not-for-profit organization that serves as a voice for

all El Salvador mayors. The law that establishes this unique organization was also studied to have a holistic view of

all actors involved in prevention activities.



27

2. Drafting of the PRE-PAZ Organic Law

Over the reporting period, Creative was tasked with creating and submitting a draft of the PRE-

PAZ Organic Law. The law is designed to establish PRE-PAZ as a bona fide GOES entity

recognized by the National Assembly. PRE-PAZ was established by Presidential Decree in 2011,

and passage of the law would not be subject PRE-PAZ to political force or impulse every time

new governments are elected.

The draft, which was approved by the Counsel’s Office of the Ministry of Justice and Public

Security, has the following seven Titles:

Title I: Objectives, Competencies, Principles, Definitions and General Functions

Title II: Organizational Structure

Title III: Administrative System, Rights and Personnel Obligations

Title IV: Citizen Participation

Title V: Financial Resources, Income Streams and Budget

Title VI: Transparency

Title VII: General Dispositions

The draft law provides for an autonomous organization which serves as the primary institution of

government responsible for creating, advocating and coordinating prevention programs and

activities across the nation. In addition, the draft law charges PRE-PAZ with being the technical

secretariat of the National Prevention Cabinet, maintaining a national prevention information

system, carrying out municipal diagnostics across municipalities, and promoting Municipal

Prevention Committees, as well as serve as GOES coordinator for the international community for

prevention projects and programs.

The draft law is also careful in establishing clear guidelines for the naming of a national PRE-PAZ

Director, Deputy Director and Director for Communications, as well as establishing guidelines for

naming departmental heads.

The Director of Communications will, for instance, be responsible for promoting prevention

campaigns across the country; and creating open spaces at the national, departmental and

municipal levels to allow for the discussion of prevention between citizens and government. This

position will be key in a new and restructured PRE-PAZ as the organization sets to mark its

presence and priorities across GOES.

Lasty, the draft law provides guidance on a permanent PRE-PAZ prevention school (in Spanish

Escuela de Capacitación Permanente de Prevención Social de Violencia y Cultura de la Paz),

which will provide training in 14 different areas and serve as a training ground for PRE-PAZ

personnel, government officials, not-for-profit organizations, the private sector, and civil society.

Some of these training areas considered will include:

Risk Factors

Carrying out Municipal Crime and Violence Diagnostics and Municipal Prevention

Plans



28

Legal framework regarding prevention

Prevention best practices and models

Alternate Conflict Resolution

Methodologies and best practices for prevention training

Accessing funding for prevention projects

Using the national prevention information system

PRE-PAZ originally asked CVPP to wait for results of its institutional assessment before the

Minister of the MJSP asks the National Assembly to consider this law. According to PRE-PAZ,

the institutional assessment would strengthen the argument that PRE-PAZ is indeed in need of

restructuring and rebranding, an action that can only be completed by passage of the PRE-PAZ

Organic Law. In the first quarter of 2014, CVPP held an official presentation of the institutional

diagnostic with the Vice Minister of Justice and Public Security, but no effort was undertaken to

push the law during the final months of the previous GOES administration, and no effort has been

expanded thus far to take

3. Development of a National Quinquennial Prevention Plan

In September 2014, CVPP´s Chief of Party prompted a meeting with the Vice Minster of Justice

and Public Security to discuss GOES´s new goals and objectives under prevention, and to develop

a more focused approach to developing and delivering technical assistance through the CVPP.

It was during this meeting that the Vice Minister requested specific, medium-term assistance with

the development of a National Quinquennial Prevention Plan that uses the new GOES

Quinquennial Plan, the National Strategy for Violence Prevention (ENPV), and the National

Policy National Policy for Justice, Public Security and Social Coexistence, to develop a national

prevention plan that articulates strategies and actions across all government ministries and

agencies. Creative agreed, and soon after crafted Terms of Reference that called for a methodology

that would also include interviews and focus groups with GOES leaders from the MJSP, the newly

created National Citizen Security Council, Departmental Cabinets, Governors, Municipal

Prevention Committees, mayors and international development agencies.

As of the writing of this report, the project had publicized and received responses to Terms of

Reference from experienced companies and consultants who had an interest in carrying out the

work. CVPP, in consultation with the MJSP, will award the contract in the following reporting

period, and expects to have a final product for the MJSP by March 2015.

Sub-Activity 1.3 Support Municipal Crime Prevention Observatories

This reporting year, Colombia-based Institute for the Study and Development of Violence

Prevention and the Promotion of Social Coexistence (Instituto de Investigación y Desarrollo en

Prevención de la Violencia y Promoción de la Convivencia Social - acronym in Spanish

CISALVA) carried out six visits (labeled Missions) to El Salvador to generate buy-in from GOES

institutions and mayors, and hold technical meetings to create and strengthen Municipal Crime

Prevention Observatories. Several detailed Mission Reports, in English, have been filed with the

USAID COR providing readers more information on steps taken to create and strengthen



29

observatories throughout the country. A small number of Mission Reports are currently being

translated from Spanish to English, and these can be found in the CVPP office.

During this reporting period, the project created 4 and strengthen 5 observatories. The majority of

the observatories created are now becoming regional in scope as initially planned, serving as data

centers for several municipalities at a time. At the moment, four observatories have been created

in the municipalities of: Cojutepeque, La Union, San Vicente and Usulután. And strengthened

observatories include the municipalities of: San Salvador, Santa Ana, Sonsonate, Soyapango, and

the Metropolitan Observatory. Ciudad Delgado was added to the list of observatories to be

strengthened, but it has yet to use the prescribed methodology to manage its data collection and

reporting activities.

1.3.1 Develop methodology for establishing and strengthening Municipal Crime Prevention

Observatories through CISALVA with USG support

1. Creating Pre-conditions for Success and Garnering Support from GOES Institutions and

Municipalities

The months between November 2013 and January 2014 were spent creating the necessary pre-

conditions to ensure observatories could be created and strengthened. This required not only the

political will of GOES institutions and mayors, but also the involvement of technically proficient

institutional representatives who would be able to collaborate in an intra-institutional setting to

share data and propose policy ideas to improve prevention postures.

The first year of the work Plan included a number of initial meetings with GOES ministry and

agency representatives, and project mayors, to get GOES and municipal buy-in for Municipal

Crime Prevention Observatories.

Initial meetings with GOES institutions included:

The Vice Minister of Justice and Public Security; the Deputy Director of the National

Civil Police (acronym in Spanish PNC) and Projects and Cooperation Advisor for the

PNC; and Legal Counsel to the Vice Minister of MJSP

The Attorney General (acronym in Spanish FGR)

The Vice Minister of the Ministry of Health (acronym in Spanish MINSAL)

The Vice Minister of the Ministry of Education (acronym in Spanish MINED)

The Director of the Institute of Legal Medicine, also known as the Forensics Institute

(acronym in Spanish IML)

The Director of Research for the Salvadoran Institute for the Integral Development of

Youth and Adolescents (acronym in Spanish ISNA)

The Technical Manager of the Salvadoran Institute for the Development of Women

(ISDEMU)

The purpose of meetings with GOES institutions in San Salvador was three-fold. First, to present

and explain the project’s observatory component. Second, to request the institution provide a

representative for all observatory meetings in the field. And third, to request the institution head’s



30

assistance in providing valuable information related to the number, and circumstances

surrounding, homicides, extortion, robbery, injuries, and domestic violence in targeted

municipalities.

Likewise, initial meetings with project mayors included a video presentation of the benefits of

having a municipal observatory, and an explanation of the logistics, time demands and individuals

involved in the successful management of an observatory. Mayors and municipal representatives

present, which included mayors from Cojutepeuqe, La Union, San Vicente and Usulután, a

Councilman from Soyapango, and Observatory Coordinators from San Salvador and the

Metropolitan Observatory.

GOES leaders, mayors, and existing Observatory Coordinators (with the exception of ISDEMU,

please see issues under #3 below) readily approved of the methodology presented by CISALVA,

and moved to plan next steps to begin to create or strengthen their respective observatory.

Over the next three months, CVPP staff and CISALVA moved to establish the human resource

infrastructure necessary to manage Municipal Crime Observatories. This included:

Providing mayors with an “Observatory Coordinator” profile to ensure an Observatory

Coordinator was appointed. Subsequently, Creative staff met with newly appointed

Observatory Coordinators to explain the intricacies of the project, the role of the

Coordinator, and our expectations of the Coordinator and observatory.

Providing mayors with a technical capacity profile outlining observatory needs (computer,

desk, and access to Internet). The technical profile included verbiage in which CIALVA

agrees to provide free observatory software to each municipality for use in tracking and

providing geographical locations for crime incidents.

Providing Observatory Coordinators with sample summons letters so each could, in a

timely manner, invite all GOES representatives mentioned in the previous page.

Providing Observatory Coordinators with an Operations Committee Protocol of

Understanding. The Operations Committee is made up by all GOES institutions

mentioned in the previous page, and is charged with reviewing and discussing every

incident of crime in the municipality before it is recorded on a data collection sheet. In

sum, this Committee validates all data received from different GOES institutions. The

Protocol outlines institutional responsibility to appear at every Committee validation

meeting, provide data on relevant incident of crime, and to assist Committee members in

validating data.

After Observatory Coordinators and Alternates were designated by mayors, CISALVA and CVPP

staff assisted each municipal observatory in developing data collections sheets, which would later

be used by Operations Committee to track individual crimes that include: homicide, robbery, theft,

injuries, extortion and domestic violence. More on the work carried out to train Observatory

Coordinators can be found under section 1.3.2.

As of the wiring of this report, all necessary pre-conditions were set and observatories began

operating as initially intended, albeit with some kinks in the way, which will be discussed under

items #2 below.



31

2. Current State of Observatories and Methodology

Over the course of several months, observatories began to hold Operations Committee meetings

to validate incidents of homicides, robbery, theft, injuries, extortion, and domestic violence. Initial

meetings were always unclear due to the fact that a new process was being implemented, but over

time, members of Operations Committees in each observatory came to understand and master the

process. During this timeframe other issues also arose, which at times had to be managed with

precision and diplomatically. Some of the highlights include:

The Attorney General requested from CISALVA and the project a new methodology to

manage the time it took to complete Operations Committees, and also raised concerns over

the number of data points being shared by the Attorney General´s Office with the

Observatories. The Attorney General stated that there would have to be a limit of

information shared, as this may place ongoing investigations and victims at risk; and stated

that Operations Committees were taking too long for regional staff who had other

important matters to resolve.

In June, during a long and edgy meeting between the Attorney General, his senior staff,

and CVPP and CIALVA staff, CISALVA finally conceded that a new methodology would

be developed, shortening time periods for Operations Committees, and also accepted that

information like victims´ personal ID numbers and home addresses were not necessary for

data collection sheets. The FGR would not participate in validating misdemeanors

(because of their high number) and the FGR would provide information on all other crimes.

Attorney General Martinez (in joined the Operations Committee in Usulután



32

On July 23, the Attorney General made a personal visit to an Operations Committee session

in the municipality of Usulután to witness the new model at work. There, he gave eh

project green light for the FGR to continue working alongside the project on this

observatory initiative.

GOES institutions were sometimes absent from Operations Committee sessions. This

included the IML, FGR, and MINSAL. From May to September 30, 2014, CVPP´s

Deputy Chef of Party, and CISALVA´s Director visited each one of these institutions to

revive institutional interest in the project´s observatory initiative. All institutions, except

MOINSAL have been responsive. CVPP is currently trying to establish a link with the

new MINSAL minister to explain the observatory initiative and gain ministerial support.

ISDEMU originally rejected the project´s offer to participate in Operation and Analysis

Committees on grounds that ISDEMU does not have sufficient staff to participate fully in

the sessions, and that it is not allowed to share data on victims or incidents reported. The

project has since, however, met with Dr. Vanda Pignato, ISDEMU´s President. And after

several follow-up meetings, the door is opening to ISDEMU´s participation.

Metropolitan and San Salvador Observatories29. Both of these observatories participated

in key meetings and began to implement the methodology shared, but due to the sheer size

of their coverage areas, entering data on the CISALVA database on homicides, robbery,

injuries, extortion and other crimes, became an overwhelming and time consuming task.

As of the writing of this report, CISALVA was still developing a plan to have both

observatories hold Operations and Analysis Committees, and upload data onto the

CISALVA web-based system, taking into account the number of individual incidents

reported monthly.

Santa Ana Observatory. This observatory, created under the SICA-AJR initiative, was

initially keen and very efficient, but has become slow and unresponsive. The project is

currently awaiting a meeting with the mayor to determine whether to continue

strengthening this observatory.

In regards to the methodology, CVPP took experiences gathered throughout the last program year

to fine-tune the methodology it will use country-wide to create and strengthen observatories.

CVPP has received an initial draft of the proposed methodology from CISALVA, but this

document, while near completion, is still under internal review before a final version is released

and published.

3. New Observatories to be Created

During the final leg of the reporting period, CVPP and CISALVA staff decided to choose a new

set of municipalities in which to create observatories. All of the municipalities chosen have a

strong nexus to the Crime and Violence Prevention Project. Some were selected because their

mayors participated in the March 2014 Study Tour to Colombia, as is the case with Acajutla,

Conchagua, Panchimalco, San Antonio del Monte and Suchitoto. The remaining five

municipalities were chosen because of their levels of violence (San Pedro Perulapan is the most

29 The Metropolitan observatory encompass the municipalities of Soyapango and Ciudad Delgado.



33

violent municipality under Component 1 and one of the most violent in the nation), or due to their

membership in the Greater Sonsonate Network. The CVPP has been working to strengthen the

Sonsonate observatory since the inception of this initiative and is now ready to bring observatory

methodology to their partner municipalities.

Keeping with the spirit of the methodology, Sonsonate will serve as the regional observatory for

Acajutla, Nahulingo, San Antonio del Monte and Sonzacate. Cojutepeque will serve as the

regional observatory for San Pedro Perulapan and Suchitoto. And the municipality of La Union

will serve as a regional observatory for Conchagua.

This means that Operations Committees will meet in Sonsonate, Cojutepeque and La Union to

validate incidents of crime. Individual Analysis Committees will also take place at the regional

level with subsequent tuning at the municipal level with Municipal Prevention Committees to

develop local solutions to problems regarding crime and violence and referenced by the

observatory.

The municipalities selected for creating new Municipal Crime Observatories include:

Observatories to be Created in FY 2015

Municipality Component 1 Component 2

Greater

Sonsonate

Network

1 Conchagua X

2 San Pedro

Perulapan

X

3 Suchitoto X

4 Sensuntepeque X

5 Panchimalco X

-- Sonsonate X

6 Acajutla X X

7 Nahulingo X X

8 San Antonio

del Monte

X X

9 Sonzacate X X The Sonsonate Observatory has been strengthened and is home to the Greater

Sonsonate Network. It is not counted in this table.

CVPP staff visited each of the mayors to ensure their political will and interest remained strong,

and provided mayors with an Observatory Coordinator profile to ensure only qualified individuals

took on the job. On September 25, CVPP and CISALVA staff met with new Coordinators and

Alternates form all of these municipalities to begin an induction process. The project expects these

new observatories to be running by the third quarter of FY 2015.



34

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

Prevention Observatories

1. Study Tour to Colombia

In March 2014, 16 mayors (14 from Components 1 and 2 of the CVPP, and 2 from sister USAID

project SolucionES) traveled to the cities of Cali, Medellin, and Bogota to get a firsthand view of

the inner workings of Municipal Crime observatories, and to visit programs, public spaces and

facilities used to prevent crime and to promote trust among youth and communities.

Mayors were accompanied by Mauricio Herrera (CVPP COR) and Margarita de Lobo (SolucionES

COR, Harold Sibaja (CVPP COP), Juan José Hernández (CVPP Prevention Coordinator),

Armando Jiménez (CVPP Public Policy Coordinator), and Iván Flores (CVPP Communications

Coordinator).

Main findings from the Tour include the following:

Municipalities have a leading role in crime and violence prevention since they have better

knowledge of local crime and violence issues.

The need to work on a collaborative basis with the central government to identify and ensure

issues at the local level are properly attended.

The use of reliable and timely information is essential for the proper design and evaluation of

preventive policies. For this to be achieved in El Salvador, there is the need of collaboration

from primary sources of data and information (Attorney General’s Office, Coroner’s Office,

Ministry of Health, National Police, etc.).

Close collaboration between municipalities and the police is required to develop proper

responses and control crime and violence incidents.

In order to deal effectively with crime and violence, interventions need to have an integrated

approach combining social prevention and “control” activities. Community policing also has

an important role in preventive social interventions.

In relation to at-risk youth, the proper approach is to have concentrated actions to interrupt a

career in crime, accompanied by education and training opportunities of interest to youth.

The Study Tour has allowed all CVPP mayors to embrace Municipal Crime Prevention

Observatories and was also key in bringing CVPP mayors together, building rapport across

political party lines where needed.

After the Study Tour participating mayors also came together to craft and deliver the Declaration

of the Year of Prevention, which was signed at a public event on May 8, and is highlighted under

Component 2, Sub-Activity 2.2. This Declaration was important as it signaled by all 16 mayors

and made the incoming GOES administration consider the need to promote even stronger ties

between GOES-municipalities to prevent crime and violence, and the need to create a National

Violence Prevention Fund to assist municipalities in their work to implement crime and violence

prevention activities.

It is important to note that during the first 100 days of the Sánchez Cerén administration, GOES,

in conjunction with the United Nations Development Program (UNDP), the Organization of



35

American States and (OAS) and European Union (EU), announced the creation of a trust fund to

finance security and prevention activities.30 GOES officials have stated that the fund will be

financed, in part, by a new .25% tax on cash or credit transfers above $1,000. The project is

hopeful this new trust fund is the GOES answer to the National Violence Prevention Fund

requested by the Declaration.

2. Working to Implement Operations and Analysis Committees

CVPP and CISALVA staff spent countless hours providing on-sight training to Observatory

Coordinators on how to use data collection sheets and conduct Operation Committees. These

Operations Committee meetings took place on numerous occasions from April-September 2014.

In July 2014 alone, Operations Committees met an average of six times across all newly created

observatories (a total of 23 meetings between all newly created observatories) to validate data and

upload information onto the CISALVA web system, paving the way for each observatories´

Analysis Committee. It should be noted that Operations Committees meet, on average, only once

per month. Additional meetings were required in July to upload missing data onto the CISALVSA

web system that corresponded to crime incidents between January and June 2014.

In August 2014, the project and CIALVA continued its on-sight training as it held its first four

Analysis Committees in the municipalities of Cojutepeque, La Union, San Vicente, and Usulután.

On September 23, an Analysis Committee took place in Sonsonate, presided by the mayor of

Sonsonate and with the participation of GOES institutions and all five municipalities of the Greater

Sonsonate area, which include: Acajutla, Nahulingo, Sonzacate, and San Antonio del Monte.

GOES institutions were also present in these initial Analysis Committees, and included the: FGR,

PNC, IML, municipal health unit directors, representatives from the Ombudsman’s office, and

members of Municipal Councils and in the case of the Analysis Committee held in Sonsonate,

representatives from local universities.

Overall, Analysis Committees were a success. Observatory Coordinators held sessions and did a

good job of presenting the state of affairs from the January to June 2014 time period. The

observatories’ work to geo-reference incidents and provide data on the age and sex of victims, and

times tables of incidents, helped mayors and GOES representatives identify crimes of highest

priority. Each Analysis Committee developed a list of recommendations that mayors and

Municipal Councils would take into account to improve conditions. Some of these included:

An arms sales ban in Usulután

Increased prevention education in Usulután schools

Placing of “neighborhood watch” signs in specific communities in San Vicente and

Usulután, and begin publicity campaigns making people aware robberies take place in

specific zones

Alcohol sales ban after certain hours in specific areas in Usulután

30 Gobierno lanzara Consejo Nacional de Seguridad Ciudadana. Sept. 9, 2014.


para-contrarrestar-violencia.



36

Strengthen the municipal Mediation Unit to avoid injuries in Cojutepeque

Place more police in Barrio el Centro in Cojutepeque due to high number of robberies

A record of the Analysis Committee proceedings from the municipality of San Vicente can be

found in the annex section of this report.

A second round of Analysis Committees have been held in the municipalities of Cojutepque, La

Union, San Vicente and Usulután. CVPP expects municipal leadership to begin implementing

select recommendations in the coming reporting quarter.

3. Observatory Bulletins

Lasty, it should be noted that Observatory Coordinators have begun working on Observatory

Bulletins, which will be distributed among MPCs, Municipal Councils, uploaded onto municipal

websites and placed in public announcement boards to showcase the important work being carried

out by observatories, and educate the general population on their right to denounce criminal acts.

A copy of an Observatory Bulletin will be include in the next report.

1.3.3 Interconnect Municipal Crime Prevention Observatories with a National System

Complete with Standardized Indicators

Creative’s Monitoring and Evaluation team, in conjunction with subcontractor CISALVA, will

begin work to develop observatory indicators and begin the actual work of connecting CVPP

Observatories to a national and departmental information system. This portion of the project has

yet to take place and will begin when CVPP´s GOES counterpart is ready to develop a National

System.



37

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

PREVENTION

Component 2 has had a very rewarding year establishing operations in 77 communities and

launching Outreach Centers in 54 of those communities. The Component also hosted a number of

high-level visitors from the US Congress, State Department, and USAID, including two

Congressional Delegations, and State Department Counselor Thomas Shannon Jr. In addition, the

US Ambassador attended a handful of Outreach Center launches and Public-Private Partnership

signings. Last, the Component regularly hosted the Vice Minister of Justice and Public Security,

and Vice President Oscar Ortiz.

Other Component accomplishments have included internal and external training session designed

to improve project personnel capacity and mayors´/municipal understanding of Creative´s

prevention model. Some highlights include:

Two-day Study Tour with mayors and PRE-PAZ personnel to the municipalities of

Chalchuapa and Santa Ana

120 focus groups and 85 institutional interviews to complete 13 Municipal Diagnostics and

13 Municipal Prevention Plans

Presenting key Findings from Municipal Diagnostics to all 13 municipal stakeholders

Signing 13 Letters of Intent to secure grants for municipal and community activities

Begin to implement 13 Municipal Prevention Plans

Launch of 54 Outreach Centers, benefitting 5,149 individuals

Two months after the launch of the first Outreach Centers on Cojutepeque, the project has strong

standing in its treatment municipalities as result of the bond formed with Municipal Prevention

Committee leaders, ADESCOs, and faith-based organizations over the past year. The project will

continue building on these relationships as CVPP staff implements its six strategies across all 13

Component municipalities.

Sub-Activity 2.1: Selection of 13 municipalities and establishment of 13 new Municipal

Crime and Violence Prevention Committees

The selection of 13 municipalities was completed early in the reporting period using a number of

criteria that included population size, number of homicides committed, proximity to other high-

risk municipalities and political will of the mayor and Municipal Council to carry out project

objectives.

Likewise, project staff have been working with a total of 13 Municipal Prevention Committees to

restructure and strengthen their local capacity. Below, under Strategy 1: Creating Conditions for



38

Sustainability – We are Able to Protect Ourselves, a narrative is included that showcases upcoming

efforts that will continue to strengthen these 13 Municipal Prevention Committees.

Sub-Activity 2.2: Development of Municipal leaders´ and community members´ capacity for

prevention, planning, implementation and analysis

During the reporting period, project personnel, including four FUNDAMUNI staff31 imbedded in

Component 2, worked tirelessly to address each of the activities described below. Please note that

activities under the Strategy 1 received most focus this year. This took place in an effort to educate,

empower and promote prevention among PRE-PAZ staff, mayors, Municipal Prevention

Committees, ADESCOs and other municipal officials and community stakeholders.

1. Two-Day Study Tour to the Municipalities of Chalchuapa and Santa Ana

To prepare the project´s municipal partners for Strategy 1, CVPP held a two-day tour between

October 3rd and 4th to the Municipalities of Chalchuapa and Santa Ana where Creative had

successfully implemented prevention programming under the USAID-SICA Regional Youth

Alliance (in Spanish Alianza Joven Regional – AJR). The tour included a total of 46 municipal

representatives: 8 mayors, 13 Council Members, 13 members of Municipal Prevention

Committees, and 12 PRE-PAZ Technical Promoters from Component 2 municipalities.

Participants visited Community Outreach Centers, The Chalchuapa Children’s Philharmonic and

the Santa Ana Municipal Crime Observatory, among others.

Specific achievements made during the tour include:

Relationship-building between municipal actors from the current project and municipal

actors from the previous project who have used the Creative model to advance crime and

violence prevention. The project is hopeful these new relationships between mayors,

Council Members, Municipal Prevention Committees, municipal prevention staff and other

municipal officials from the previous and current project will help improve programming

in the project’s current municipalities.

Mayor Peñate (FMLN) of Santa Ana was invited by the Mayor Rosa Guadalupe Serrano

de Martinez (ARENA), Mayor of Cojutepeque, to meet with her Municipal Council to

assure them of the project’s positive impact and the ability to raise leverage. The meeting

is noteworthy as both mayors come from politically opposed parties. The meeting took

place on November 7th and was successful.

The tour allowed all Component 2 mayors and Council Members to view firsthand the

effectiveness of the tools employed by Creative and their impact in helping municipalities

and communities curve crime and violence.

The tour showcased the Community Outreach Center model as an effective, low-cost,

community initiative to prevent crime and violence.

PRE-PAZ Technical Promoters were able to witness, first hand, the project’s unique and

effective way of combatting crime and violence at the municipal and community level.

31 This includes 3 municipal staff and the FUNDAMUNI Coordinator.



39

The experience helped to provide new ideas to these municipal officials who will ultimately

be responsible for developing crime prevention initiatives in their various municipalities.

Participants’ received a concert by the Chalchuapa Children’s Philharmonic, which

provided another “outside the box” approach for reducing crime and violence levels across

municipalities. The concert proves that children from all walks of life, if given a tool, an

opportunity, coaching and mentors, can quickly take the more positive and constructive

road in life. In this case, children from poor and at risk communities received instruction

on the use of instruments some had never seen, and today these children are more likely to

stay in school and resist calls to join gangs or carry out illegal acts.

The tour received applause from Component mayors, Council Members and PRE-PAZ staff. In

the final tour debrief, participants mentioned their gratitude to USAID and the project for hosting

the trip and providing a future look into how their municipality may look and feel in a year to two

through the implementation of the project’s tools and processes.

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

The project worked hard towards the end of the reporting period to identify the actions necessary

to strengthen Municipal Prevention Committees, ADESCOs, mayors and municipal officials.

Accordingly, a total of 11 tools were designed to accomplish this. Over the course of the next

reporting period, six of the tools mentioned below will have been awarded to NGOs, CSOs, FBOs

and a small number of consultants that, through a public bidding process, show capacity and

experience in managing the different tasks required by the CVPP described in Terms of Reference.

Tools developed to ensure Strategy 1 is carried out include:

Strengthen MPCs and municipal staff

Strengthen ADESCOs

Municipal Crime Observatories

Develop municipal prevention policies

Develop Municipal Prevention Centers

Develop municipal volunteerism

Develop community Mentoring

Develop Conflict Resolution Units

Strengthen Women, Youth and Adolescents Offices

Develop a Literacy Unit

Strengthen Municipal Scholarship Unit

As of the writing of this report, two NGOs have been selected to create and strengthen Conflict

Resolution Units. Other public bids were outstanding or in the process of being published. It is

also important to note that staff working on Strategy 1 have develop an elaborate plan that will

take eight months to carry out in which MPCs and ADESCOs become strengthened through a

series of 10 workshops per municipality. These workshops are designed to train these bodies on

the inner workings and relationship between the ENPV, Municipal Diagnostics and Municipal

Prevention Plans.



40

National strategy for Violence Prevention (ENPV) Trainings

To further strengthen Strategy 1, Component staff and PRE-PAZ Technical Promoters carried out

trainings to ensure members of Municipal Prevention Committees and other municipal officials

understood the inner workings of the ENPV. Additionally, more than 300 copies of the ENPV

were distributed in all Component municipalities. As reported in the April-June 2014 Quarterly

Report, a total of 362 individuals participated in these ENPV trainings. Participants included

Members of Municipal Councils, mayors, members of municipal social promotion offices and

Women´s Units, PNC personnel, Youth and Adolescents Unit Directors, local representatives from

MINED and MINSAL, as well as religious representatives and members of the private sector.

Municipal Prevention Committee (MPC) Assessments

Additionally, Component staff embarked on assessments to ensure MPCs were working in tandem

with new ENPV guidelines. Up to September

30, Component 2 staff visited nine

municipalities, and will be carrying out

assessments in the municipalities of:

Conchagua, La Union, Tecoluca and San

Vicente to assess their strengths and

weaknesses using Creative methodology

mentioned under activity 1.1.3.

Initially, two MPCs were restructured in the

municipalities of Cojutepque and Ilobasco. In

the case of Cojuteque, a total of eight (8)

committees were created to track different

activities being overseen by the MPC. These

committees include: Sports, Culture and

Recreation; Health and Education for

Prevention; Employment and Employability;

Situational Prevention; Communications;

Gender; and Citizen Security. The effort was originally recognized though a Municipal Agreement

by the Municipal Council where the MPC and its committees and accompanying responsibilities

were officially recognized.

Some of the most common deficiencies found in MPCs during assessments include:

Lack of commitment by MPC participants, including GOES institutions

MPC Coordinators lack interest in promoting and leading MPCs

No funding or physical spaces for MPCs to meet

In Ilobasco, the restructuring included the creation of five (5) committees to give the MPC amore

focus. These committees include: Sports, Culture and Recreation; Health and Education for

Prevention; Employment and Employability; Situational Prevention; and Communications.

RESULTS

Restructured Municipal Prevention

Committees

INCREASE IN PARTICIPATION

FROM GOES INSTITUTIONS

INCREASED LEADERSHIP BY MPC

COORDINATORS

SPECIFIC COMMITTEES CREATED

TO TRACK ISSUES

MPCS BEGINNING TO PROMOTE

ACTIVITIES VIA YOUTUBE CHANNEL

AND MUNICIPAL WEBSITE

COMMUNICATIONS BETWEEN

MPC AND COMMUNITY LEADERS



41

The project believes the steps taken over the latter six-month period of the reporting period to

implement the ENPV will help in promoting the project´s Municipal Prevention Plans, and in

institutionalizing the important work Municipal Prevention Committees are designed to carry out

through the ENPV.

Other activities undertaken during the reporting period to ensure municipal and community

stakeholders developed capacity for prevention, planning, implementation and analysis are

included in the following numerals.

MPC Awareness Sessions

During the past six months, the Component also worked to socialize the project’s Municipal Crime

and Violence Diagnostics and Municipal Prevention Plans in each of the Component

municipalities. These session were carried out more than once in several municipalities due

requests from MPC members who were absent during initial presentations. Having socialized

these documents, MPCs, ADESCOs and other municipal officials will have a better grasp and take

ownership of the different actions that will take place through prevention grants being provided to

municipalities.

3. Completion of Municipal Crime and Violence Diagnostics (MDS) and Municipal Prevention

Plans (MPPs)

As mentioned in the previous reports, Component staff held 120 interviews and 85 focus groups

across 13 municipalities to complete 13 Municipal Diagnostics, and subsequently, 13 Municipal

Prevention Plans. GOES institutions and individuals invited to interviews and focus groups32 have

been detailed in previous reports, as have the obstacles encountered by CVPP staff in carrying

these out.

The table below highlights the total number of institutional interviews and focus groups conducted,

by municipality, since the project began conducting each in the previous quarter.

Final Tally of Institutional Interviews and Focus Groups

For Component 2 Municipalities

Municipality

Number of

Interviews

(total of 12)

Number of

Focus Groups

(total of 7)

Acajutla 10 7

Cojutepeque 10 7

Conchagua 10 7

32 Component 2 was the first in the CVPP to conduct focus groups. As such, they carried out a total of seven focus

groups in municipalities to develop MCDs. During internal CVPP methodology validation sessions, the project

decided to reduce the number of focus groups to six, which is the number of focus groups carried out during

Component 1 MDS sessions.



42

Ilobasco 6 7

La Union 10 7

Nejapa 9 2*

Panchimalco 5 7

Quezaltepeque 9 7

San Antonio del

Monte

10 7

San Vicente 12 7

Soyapango 7 6

Tecoluca 12 7

Usulután 10 7

TOTAL 120 85 * Nejapa presented several logistical challenges during focus groups.

Two, multi-sector focus groups were carried out to

generate sufficient information on a range of issues to

complete the municipal diagnostic.

From October to December 2013, project staff traveled to all 13 municipalities to present official

municipal diagnostic findings and Municipal Crime and Violence Prevention Diagnostic

documents, which provide municipal stakeholders and project staff an organized and well thought-

out description of the problems and issues discovered during the diagnostic process. Previous

reports have highlighted the information presented in these session, and the positive feedback

received by CVPP staff. To date, all 13 municipal diagnostics have been shared with the Vice

Minister of Justice and Public Security, the PRE-PAZ Director, and municipal stakeholders.

CVPP´s Monitoring and Evaluation Coordinator has the official final copy of each municipal

diagnostic on file.

Municipal Prevention Plans were also presented to Mayors, select members of Municipal Councils

and Municipal Prevention Committee leaders. Sessions were opened with brand presentations

from the project’s Communication’s Coordinator who had worked with municipal stakeholders to

discuss the traits and characteristics that define each municipality. Brands included colors, main

municipal building, culture, and other natural aspects. A play on words was also included in

municipalities like Tecoluca (brand name Teco Tuya. Spanish meaning Tecoluca is yours!); and

Cojutepeque (brand name Coju Te Quiero. Spanish meaning I love you Cojutepeque!).

Below is a presentation of all 13 municipal brands (presented in the Semi-Annual Report) which

are being used to promote CVPP´s Municipal Prevention Plans for the following two years in Base

Period municipalities.



43

The cover page above was originally designed for this Semi-Annual Report, which highlights each of the municipal

brands developed to promote Municipal Prevention Plans. 4. Colombia Study Tour and the Declaration of the Year of Prevention

As mentioned in section 1.3.2, from March 23-30, a total 14 CVPP mayors traveled to Colombia

for a Study Tour to interact with observatories and witness successful prevention models at work.



44

Upon return, participating mayors prioritized the need to sign a Declaration of the Year of

Prevention, which among other things: cited the mayors´ commitment to promote prevention

activities and programs throughout their municipalities, to empower MPCs using the ENPV, and

to make a special effort to include youth, FBOs and community groups in decision making.

The Vice President-Elect shares his comments during the Declaration of the Year of Prevention

The signing of the Declaration took place on May 8 in San Salvador with the presence of the then

Vice President-Elect Oscar Ortiz. During the event, mayors petitioned GOES and others to:

Create a permanent National Violence Prevention Fund to assist municipalities with

crime and violence prevention strategies and activities.

Create a permanent prevention dialogue committee to opine on national and local

prevention strategies.

Encourages the PNC, IML, FGR and MINSAL to share data with Municipal crime

Observatories.

Encouraged the private sector to do its part in assisting municipalities with prevention

activities.

The event received premium media coverage and signatories will meet in the following reporting

period to share information and discuss further steps now that the new GOES administration has

crossed the 100-day mark.



45

5. Community Baseline

During the reporting period, a company was contracted to carry out a baseline assessment for all

74 communities in all 13 municipalities under Component 2. The baseline had three specific

objectives:

Ascertain people´s perceptions of crime and violence, and their knowledge of the

ENPV

Provide specific information on the dynamics of crime and violence within CVPP

treatment communities vis-a-vis the project´s 13 risk factors

Detail the specific institutional and community-based responses to violence

Analyze local community members´, municipal officials´ and GOES knowledge and

capacity to carry out prevention programming

The sub-contractor´s final product, delivered in August 2014, provided a number of interesting

results, which were taken into account by the project before decided what tools to use under each

of the Strategies referred to in this activity section. Some of these include:

All 13 municipalities have Municipal Prevention Committees, but many of them do not

function as required by the National strategy for Violence Prevention (ENPV).

Furthermore, MPCs need more training, more coordination with GOES and local

institutions and organizations, and need to be more inclusive. In specific relation to the

ENPV, the study finds that not all members of the MPC are aware of, or know how to

utilize, the strategy, nor are community members.

60% of those polled say they feel “insecure” in their communities with females ages 30-

59 as the main group afflicted. Youth feel most secure at home, and their relationship

with the PNC is a “love hate” relationship due to police officers´ constant searching and

registering youth.

Only 28.6% of the population file formal complaints with authorities. A majority fear

reprisals and lack confidence in GOES institutions responsible for investigating

complaints.

Families are dysfunctional, in part, because parents do not apply rules properly, and

because many live outside the home, or immigrate to another country.

The public education system in rural areas is poor and job opportunities for youth is

limited. You are left in terrible predicament: some join gangs, other immigrate and others

do nothing.

Alcohol abuse is labeled as one of the chief reasons (above gang presence) for feelings of

insecurity among women, girls and adolescents.

The final version of the baseline study was presented in all 13 Component municipalities

throughout August and September. Total of 328 attended the presentation sessions given by the

project´s Monitoring and Evaluations Team. Sixty (60) of the participants were mayors,

members of Municipal Councils and other municipal employees; 165 were community

representatives, and 103 GOES and NGO/CSO representatives.

The full report I son its way to USAID and has also been filed in the CVPP office.



46

Sub-Activity 2.3: Development of Youth Values and Identity

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

The project also worked during the reporting period to identify the actions necessary to strengthen

this particular Strategy. Accordingly, a total of 10 tools were designed to accomplish this. Over

the course of the next reporting period, six of the tools mentioned below will have been awarded

to NGOs, CSOs, FBOs and a small number of consultants that, through a public bidding process,

show capacity and experience in managing the different tasks required by the CVPP described in

Terms of Reference.

Tools developed to ensure Strategy 2 is carried out include:

Roll-out the Challenge of “Dreaming My Life”

Roll-out Challenge of “Dreaming My Family”

Roll-out Caminos Creativos (Creative Paths)

Roll-out Youth Clubs

Roll-out Youth values through sports activities

Develop Youth Against Violence Chapters

Develop youth philharmonics

Develop a domestic violence prevention program

Develop a drug prevention program

Develop an youth alcohol abuse program

The April-June Quarterly Report highlighted the thrust of this Strategy. The leader in charge of

this Strategy spent most his time developing Terms of Reference (TOR) for the different tools

presented in the bullet points above, this included RFAs for: Challenge of Dreaming My Life,

Domestic Violence Prevention;; and Values through Sports activities.

Moreover, a visit by the Secretary of Culture to visit the Chalchuapa Philarmonic in July has paved

the way to the CVPP creating an Agreement with the Secretariat of Culture to assist, which is due

to be signed in December 2014. The Agreement will create a total of eight (8) philharmonics and

four (4) chorus groups across Component 2 municipalities. Philharmonics will be created in the

municipalities of: Conchagua, La Union, Usulután, Cojutepeque, Soyapango, Panchimalco,

Quezaltepeque and Acajutla. Choral groups will function in the municipalities of: Ilobasco, San

Vicente, Tecoluca, and Nejapa. The Culture Secretariat will provide all didactic and training

materials for both groups, while CVPP will provide instruments, and municipalities a secure place

to store instruments and materials, as well as professors for choral lessons and to train youth in the

use of instruments.

The project is hopeful the venture with the Culture Secretariat will motivate families, communities,

and encourage at-risk youth to gain a greater appreciation for life through music, as has been the

case in other municipalities like Santa Ana and Chalchuapa.



47

2. Caminos Creativos Training

From October 4-7, 2013, 14 CVPP received an intense immersion into Creative’s new model for

expanding the Component’s Strategy #2: Promotion of Youth Values and Identity, which is

practiced throughout the project’s Outreach Centers (OCs). Participants included five Component

2 staff (including one staff member from FUNDAMUNI), seven Outreach Center Coordinators

from Santa Ana and Chalchuapa, and the Coordinator for the Outreach Center Network (in Spanish

Red de Centros de Alcance) which this project supports.

Participants were given instruction by three international experts from Creative Associates on how

to coach both Outreach Center Coordinators and Outreach Center volunteers to be leaders within

the project’s Outreach Centers and their communities. Self-esteem, life planning, self-awareness

and experience sharing were some of the 20 tools participants were taught to train. These tools

will be used across project Outreach Centers throughout the life of the project.

Specifically, participants were given detailed training in a group environment that covered all

logistical aspects of managing an OC: How to treat people, to encourage others, to ensure

bathrooms are readily available, etc. In addition, participants underwent a number of exercises in

groups of two, and in classroom groups, to teach OC Coordinators how to present activities. Under

this exercise, participants were given direction on every detail surrounding presentations, from

how to organize events and workshops, to how to hold a microphone, how to engage participant,

how to answer questions, and how to develop a code of conduct for events and workshops. The

training also included a special segment titled “how to close a workshop” where participants were

taught to make diplomas, how to call on participants to receive their diplomas, and how to

recognize special accomplishments.

A special component of the training modules involved “exploring the world of youth today”, which

asked participants to draw, then describe how today youth dress, look, act, and what trends they

follow in music and other areas. This special module forced participants to have a holistic view

of the youth OCs assist every day. This perspective will no doubt reinforce the idea that OC project

staff and OC Coordinators have to train, teach and develop activities which align with the interests

of today’s youth.

Lastly, participants were evaluated by their peers on presentations skills. Here, participants were

given tailor made tips to perfect their presentation skills. These tips ranged from how to keep an

audience engaged, to how to answer questions, the use of didactic materials, and tips for keeping

your personal demeanor intact throughout a presentation.

Participants were provided with a binder that included a number of reading materials and

homework assignments. The Annex of this binder included two sections. One strictly for

materials containing instruction on how to train OC Coordinators; and the other for

materials on how to train OC volunteers.

This was the second training provided by Creative on Camino’s Creativos since 2012.

Feedback from participants during the evaluation portion of the training included the

following words and phrase: “creative”, “participative”, “encouraging”, and quality



48

training”. The experience will support the project in improving the assistance it provides

to clients in Outreach Centers across the country.

3. Youth Against Violence Movement (YAVM)

As mentioned in previous reports, the Youth Against Violence Movement (YAVM) began to craft

a proposal to strengthen youth organization at the municipal and community levels. To date, a

final proposal has been reviewed \and the project´s Chief of Party expects to approve it during the

next quarter. The proposal has YAVM establishing eight local chapters of the movement in eight

municipalities, encouraging youth leadership in preventing crime and violence, influencing local

policies and establishing municipal crime prevention initiatives.

In December 2013, the Coordinator of Youth Against Violence El Salvador, joined other

Coordinators from each country in Central America in Washington. DC where she presented the

Movement’s achievements at a panel discussion at the World Bank. This activity was funded

directly by Creative as a way of raising awareness of the Movement among other donors and

provide training on various topics including crowd funding, engaging the private sector, and

developing successful proposals. The week-long trip also included meetings with the Inter-

American Development Bank (IDB), U.S. Congress, the National Endowment for Democracy, and

the World Bank, among others. The Central America Youth Against Violence Movement applied

and was approved for a grant from the National Endowment for Democracy to expand their work

regionally.

Lastly, the project also welcomed to its headquarters new members of the organization, which will

serve as leaders for the 2014-2015 time period. These new members were briefed by the project

on all Strategy 2 tools, and will be leading actions under the approved proposal.

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

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

By far, the project´s, and Component´s, biggest success story this reporting period is the launching

of 54 Outreach Centers in nine municipalities, which took place between July and September 2014.

A number of GOES officials, US Embassy, State Department and USAID leaderships took part in

these launches, to include: Vice President Oscar Ortiz, the Vice Minister of Justice and Public

Security, US Ambassador Mari Carmen Aponte, US State Department Counselor Thomas

Shannon Jr., USAID Director Kirk Dahlgren, , USAID Director for the Office of Democracy and

Governance Adam Schmidt, and CVPP´s Contracting Officer Representative Mauricio Herrera.

The Strategy´s main tool, Outreach Centers, is accompanied by two other tools: developing

technological capacity/abilities, and the strengthening of the Outreach center Network.



49

Numerous press mentions were made after the opening of the Outreach Centers, which are, at the

moment, benefitting 5,149 individuals33. These centers are being managed by a total of 54

Outreach Centers Coordinators who have 454 local volunteers assisting each OC in a number of

activities, which include: after school tutoring, English classes, computer courses, sports activities

(soccer and ping-pong), values workshops, music classes (guitar, piano and bass), graphic design

courses, drawing and art, crafts, break dancing, aerobics and gardening, among others.34

The launch of the Outreach Centers required a large logistical undertaking, which included all

Component 2 staff, CVPP´s Grants and Communications Offices, as well as the support of

USAID´s COR, Communications Office and Office of Strategic Initiatives. The work began

weeks prior to the launches with the scouting and cementing the locations for Outreach Centers.

Subsequently, contracts had to be negotiated between CVPP, ADESCO and FBOs and the mayor´s

office, who had to sign off on rent prices and all other associated remodeling costs.

Youth perform before the launch of an Outreach Center in the municipality of Tecoluca

While the location of Outreach Centers were being defined, the Strategy leader visited

municipalities to hold a series of sessions with potential Outreach Center Coordinators. Potential

Coordinators were proposed by mayors, ADESCO and FBO leaders. The Strategy leader used a

point-based system to determine which of the candidates had the best qualities to be Outreach

Center Coordinators, informing mayors and MPC Coordinators of the project´s recommendation.

33 The last set of Outreach Centers were launched on September 30 in the municipality of Panchimalco. No data

was available as of the writing of this report to reflect the number of beneficiaries and volunteers for all six OCs

launched on this date. 34 Data presented was provided by CVPP´s Office of Monitoring and Evaluation, which concluded visits to every

Outreach Center to verify and data and other information.



50

All Outreach Centers were furnished with appropriate equipment, minus computers, which were

delivered in piecemeal increments. All OCs count with desks, ping-pong tables, announcement

boards, games, TV and a Nintendo Wii system, instruments (guitars, drum sets and electronic

piano), and other tools designed to make this “Second Home” a place that attracts youth and

promotes learning and friendship.

To date, Component staff have seen and heard a number of success stories related to Outreach

Centers. As the reporting quarter progresses, the project will be sure to document special cases

that warrant the attention of USAID and other GOES partners. Suffice it to say, OCs are playing

a positive role throughout communities and their intended positive consequences are boosting

youth through difficult times.

Outreach Center Launches Municipality Number of OCs Launch Date

1 Cojutepeque 7 July 22

2 Tecoluca 6 July 24

3 Usulután 7 August 5

4 San Vicente 6 August 20

5 Ilobasco 7 August 22

6 Conchagua 7 August 28

7 Quezaltepeque 5 September 18

8 Nejapa 4 September 25

9 Panchimalco 6 September 30

TOTAL 54

2. Presenting Outreach Centers to Municipal Officials and Stakeholders

Before the launch of the Outreach Centers, two project staff members traveled to all 13

municipalities to present CVPP’s Outreach Centers. These presentations were tailored-made for

Mayors, Members of the Municipal Council, Municipal Prevention Committees, church leaders,

community associations (ADESCOS), civil society and other community stakeholders;

emphasizing that these are spaces within communities which seek to motivate and encourage youth

to resist violence through activities, planning, and training.

Led by the project’s Strategy 3 coordinator, participants were given an overview of the six main

components that make OCs successful for youth between the ages of 9 and 29.

Creative use of free time

o Using art, sports and other “fun” activities to occupy youth´s time.

Skills training

o Training youth in specific technical areas ti improve chances of employment,

After School tutoring and school equivalency exam preparation

o Assisting youth with homework assignments and other subjects; and prepping

students who wish to return to school or take equivalency exams.

Access to education and employment opportunities



51

o Working with already existing or new initiatives to provide education and

employment opportunities.

Volunteer opportunities

o Encouraging community youth to volunteer for OC and other related activities.

OC Philosophy

o Train and encourage youth through a series of workshops on life planning, decision

making and peaceful conflict resolution; and inculcate leadership, creativity, moral

and spiritual values.

Outreach Center implementation process shared with meeting participants

Each community present was handed a formal OC application in which they detail of all the

problems and issues facing the community, areas focus for the OC taking into account the six

components highlighted above, goals and target population. Forms also request information from

the community-based organization taking responsibility for the OC, along with their track record,

and plans for sustainability of the OC.

As of the writing of this report, a total of 72 Outreach Center applications were submitted by

Creative and approved by USAID. Additionally, a total of 13 communications-related grants were

approved by USAID providing for banners and graphic pieces for placement in OCs and MPC

offices. These items are part of the project´s Communications strategy to promote both Outreach

Centers and municipalities´ efforts to promote prevention. These Communications-related grants

also included radio spots and other public relations pieces, which are forthcoming in every

municipality.



52

3. Outreach Center Network (ARCDA)

The project continued its work to strengthen the Outreach Center Network (Red Centros de

Alcance - ARCDA), which are a part of, and were present for, present for all of the Public-Private

Partnerships signed by the project until the end of the reporting period.

Additionally, ARCDA registered itself with the Treasury Ministry, Salvadoran Social Security

Institute and all other pertinent national authorities. The organization also settled into their new

office, apportioning roles and responsibilities; and began having initial contact with the 38

Outreach Centers created under the previous USAID-SICA AJP project, and will soon begin to

train, in conjunction with this project, all new Outreach Centers that have been created.

Lastly, ARCDA held their annual General Assembly on September 20 in the municipality of

Chalchuapa. With a quorum present, the officers read aloud a transcript of their activities in 2013.

In addition, an external auditor was named; an expense report and reoccurring expenses report

were presented; approval of an allowable expenses/reconciliation manual; and rules on the use of

petty cash. The Assembly also discussed the welcoming of new members and members’ dues.

The issue of reelection of the current Board of Directors was not brought up, but will be the main

point of discussion/action in February 2015.

4. Outreach Centers and Unaccompanied Minors

Between June and August 2014, CVPP hosted a number of focus groups and Outreach Center

visits that centered on showcasing these successful centers and discussing the unaccompanied

minors´ issue that became the central focus of USAID as this humanitarian crisis unfolded in the

United States.

Two different congressional delegations visited a previously establish Outreach Center in

Soyapango. One in particular, was led Congressman Darrell Issa, Chairman of the House

Oversight and Government Reform Committee. Another by Beth Hogan, USAID Acting Assistant

Administrator for the Bureau of Latin America and the Caribbean (LAC), also held a separate

focus group with several Outreach Center Coordinators and beneficiaries to discuss their

experiences with Outreach Centers and specifically how OCs have helped the avoid gang

recruitment. Last, CVPP was invited to a conversation with Mark Lopes, USAID Deputy Assistant

Administrator for the Bureau for Latin America and Caribbean.

On all fronts, visits were a success, and Creative was pleased and proud to be included in these

distinguished chiefs´ agendas.

Sub-Activity 2.5: Strengthening of Vocational Skills and Employment Opportunities

There´s a Dignified Job for Me

During the reporting period, the Strategy’s leader worked to give shape to the nine tools that

encompass this Strategy. Terms of Reference for the first four tools of this Strategy were

completed and are currently ongoing a public bidding process. The remainder of the tools are still

being deigned and discussed with municipal leaders.



53

Creating and strengthening municipal job banks

Employment eligibility

Basic skills-set training

Access to income through employment

Vocational training

Create and strengthen municipal vocational centers

Seed funding for small business

Back to school sessions

Manning remittances

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

Dignified Job for Me

One of this Strategy´s biggest accomplishments this reporting period, apart from initiating two

Public-Private Partnerships, was being able to select and train 13 Municipal Employment

Managers in Component 2 municipalities. These Managers will ensure the long-term success of

this strategy by serving as municipal go-betweens among the private sector and youth to promote

employment opportunities.

Managers will also be responsible for creating and maintain job pools, providing employment

orientation workshops, prepare youth for job interviews and promote youth employment within

the municipality. Accordingly, the first line of action in each municipality was to carry out a

Vocational Needs Assessment to determine what local companies require and what abilities local

youth have to offer. These assessments were carried out by INSAFORP, which will sign a

Memorandum of Understanding with CVPP in December. Rather than waiting for the signing,

INSAFORP agreed to carry out the needs assessment, with which they have plenty of experience.

The assessments were broken down into two sections. In the first, local companies were visited

to solicit their opinion on technical abilities desired for job applicants. And in the second, focus

groups with youth were held with local actors to determine what vocational needs they deem

important for youth in their communities.

Vocational Needs Assessments focus groups took place in the following dates shown by the table

below.

Vocational Needs Assessments

Municipality

Focus Group

Date

Number of

Participants

1 Cojutepeque Sept. 9 20

2 Tecoluca Sept. 11 20

3 San Vicente Sept. 17 20

4 Ilobasco Sept. 19 20

5 Conchagua Sept. 23 20

6 La Union Sept. 24 20



54

7 San Antonio del

Monte

Sept. 30 20

8 Usulutan Oct. 2 20

9 Quezaltepeque Oct. 7 20

10 Soyapango Oct. 9 20

11 Nejapa Oct. 14 20

12 Acajutla Oct. 16 20

13 Panchimalco Oct.21 20

TOTAL 260

Main takeaways of the assessment will be presented to the project during a public event in

November. As of the writing of this report, INSAFORP was reviewing and finalizing these

Vocational Needs Assessments.

2. Claro

CVPP began to roll-out specific agreement points established in the CVPP-CLARO Public-Private

Partnership (PPP) in which CLARO agreed to provide 200 formal external sales jobs for at-risk

youth from nine municipalities.

During the reporting period, INSAFORP, which under the PPP agreed to train youth for external

sales jobs, was at the ready line. Internal issues with the bidding process and budget assigned,

unfortunately, delayed the recruitment of individuals across 10 municipalities to be trained. During

the next reporting quarter, the Strategy’s leader will work to successfully complete the bidding



55

initiate the training process, thereby providing 200 youth with external sales jobs with CLARO

Corporation.

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

which will house all prevention activities developed within the municipality, to include providing

a meeting place for Municipal Prevention Committees.

Across all municipalities, mayors, members of the Municipal Council and Municipal Prevention

Committee Coordinators have been identifying structures to house Municipal Prevention Centers.

In the municipalities of: Acajutla, Cojutepeque, Conchagua, Ilobasco, Quezaltepeque, process and

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

During the reporting period, the staff leader of this Strategy moved forward with the Strategy 1

goal of creating Municipal Crime Prevention Centers across all Component 2 municipalities,

La Union, Nejapa, Panchimalco, San Antonio del Monte, San Vicente, Tecoluca, and Usulután,

municipal staff are close to cementing locations for these important centers.

The staffer in charge of this Strategy is assisting Strategy 1 with the task due to the nature if

Strategy’s infrastructure improvement theme. Other tools under Strategy 5 that are being

strengthened by the Strategy leader include:

Exploratory Marches

Challenge of Dreaming My Community

Rehabilitation of public and recreational spaces

Reduce community risk

Community visual and physical improvement

To date, the staff lead on this Strategy has worked in conjunction with each municipality´s Office

of Projects and Urban Development to gain knowledge of the different infrastructure projects they

have in their pipeline for CVPP treatment communities. This information, plus Exploratory

Marches, will assist the project, communities and municipalities determine which infrastructure

projects are important to implement under the three last tools highlighted under this Strategy.

Additionally, the Strategy leader visited all 13 Municipal Prevention Committees to explain both

CVPP´s Strategy 5 and the nature of Exploratory Marches. The project will begin Exploratory

Marches in the upcoming reporting period, and hopes to finalize all 77 Exploratory Marches in

January 2015.

Sub-Activity 2.7: Strengthening Communications and Use of Media

The Crime and Violence Prevention Project´s Communication Coordinator has been directly

involved in a number of activities under Components 1 and 2, and has been responsible for all of

CVPP´s public events. All of the municipal prevention brands mentioned under Sub-Activity 2.2

were developed by the Communications Coordinator in conjunction with MPCs, receiving final



56

approval by the mayor; and currently, the Coordinator is engaging Component 1 MPCs to begin

crafting Component 1 municipal brands.

Additionally, this Strategy was responsible for directing and choreographing all of the 54 Outreach

Center launches in every community. In coordination with the USAID´s Communications Office,

the Strategy’s leader worked to manage media and press involvement, and also resolved logistical

and other related issues before/during the arrival of the Very Important People (VIPs) mentioned

at the beginning of this Component’s narrative.

Lastly, the Communication´s Coordinator, who engineered CVPP´s Estamos Con Vos initiative,

has begun brainstorming to ensure the initiative has more impact and is transmitted to local

businesses at the municipal level where CVPP operates. The Coordinator is also working with a

private web developer to finalize a number of documents required for the project to create and go

public with the CVPP website.

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

1. Signing of Public-Private Partnerships

Over the reporting period, the project’s Public-Private Partnerships (PPP) Coordinator worked to

implement the plan designed to attract Public-Private Partnerships. In the four months of the

reporting period a total three PPPs were signed between the CVPP and Microsoft Corporation,

CLARO Corporation and ALMAPAC. Below is an account of each.

Gracia Rossi, Microsoft´s General Manager speaks during the CVPP-Microsoft

PPP signing ceremony in Soyapango



57

The first of CVPP´s Public-Private Partnerships with Microsoft Corporation´s YouthSpark

Initiative, worth a total of $2.9 million, provides assistance for the project in four important ways:

Provide 114 Outreach Centers (OCs) with software for computers. Software includes

Microsoft Learning Suites and Office 365.

Provide Information Technology (IT) training for Outreach Center Coordinators so they

may better serve the project´s expected 12,000 OC

beneficiaries by 2015.

Provide Train-the-trainer courses at the Microsoft

Academy for 13 individuals who will create Microsoft

Academies in all 13 under Component 2 municipalities.

Establish a Monitoring and Evaluation scheme to track

progress and impact on OC beneficiaries as a result of

Microsoft involvement and assistance.

The second MOU, signed with CLARO Corporation, worth a total

of $154,435 provides the following for the project

CLARO provides FREE 5 Mega Internet access to all 77

Outreach Centers (OCs) scheduled for inauguration by

August 2014. OC beneficiaries include an estimated

23,000 youth between the ages of 9-29 (330 per OC) for

one year. Estimated in-kind contribution amount is

$44,000.

Through CVPP´s Strategy IV: There´s a Dignified Job

For Me, CLARO offers employment training for 250

youth across 9 project municipalities. This portion of the

initiative costs $105,435, a cost that will be shared by

Claro, CVPP and INSAFORP, and includes:

Competitive Technology Educational Awards of $5,000 for Outreach Centers (OCs).

CLARO will hold competitions in each of the 13 project municipalities to promote the use

of CLARO-based education technologies. Competition details are yet to be determined,

but will soon be provided.

The third Public Private Partnership signed by CVPP was with Almacenadora del Pacifico

(ALMAPAC), which pledged to assist two Outreach Centers in the municipality of Acajutla. This

in-kind contribution has a total value of $19,876.62, and is broken down in the following way:

In-kind contribution for the two OCs under this MOU totaling $6,000 to purchase

administrative items, didactic materials, and to provide for overall garden and facility

maintenance.

Provide volunteers to train OC participants a minimum of 125 hours per calendar year in

areas of mechanical engineering, electrical circuits, and basic architecture, among others.

This is a contribution total of $750.00 (cost of $7.00 per hour).

Text message delivered by CLARO

to all El Salvador-based clients to

inform them of the PPP signed



58

In-kind contribution to support ongoing sport activities in both OCs totaling $1,500

($750.00 per OC), and Christmas events totaling $2,000.00 ($1,000.00 per OC) benefiting

400 youth.

The Public-Private Partnerships (PPP) Coordinator continues to work to develop more PPPs

between CVPP and the private sector. On the April-June 2014, a number of companies of interest

were named. CVPP is continuing to establish rapport with these companies and is certain an

additional two to three alliances will be signed by the end of the next reporting period.

2. Launch of Estamos Con Vos (We Are With You) Initiative

During the signing of the project´s Public-Private (PPP) partnership with Microsoft Corporation,

CVPP launched the Estamos Con Vos initiative, which aims to encourage the private sector to join

the CVPP in preventing crime and violence throughout the country by signing PPP´s that commit

and promote vocational training, volunteering, in-kind contributions and technology resources to

any of the ongoing efforts being undertaken by the project to assist vulnerable communities and

youth.

At the moment, Estamos Con Vos remains in its first phase of implementation. In the following

reporting period, the initiative will move to its second phase where projects staff takes an active

role in showcasing eth initiative to private sector audiences. In the third and final phase of the

initiate, a website and online application will be created (with USAID approval) to inform PPP

signatories and the general public of the advances made under this initiative.

Sub-Activity 2.9: Identification, systematization, publication and dissemination of innovative

municipal-led, community based crime and violence prevention best practices

Creative will document successful crime and violence prevention practices as it begins work in 13

municipalities under this Component. These practices will be catalogued and reviewed to make a

complete publication for dissemination among all participating municipalities under Components

1 and 2.

COMPONENT 3: INNOVATIVE IDEAS

Under Component 3, Creative proposed, and received approval of three main interventions, which

include Violence Interruption, Family Centered YSET Model, and Alcohol and Drug Intervention.

As of the writing of this report, a Component 3 Coordinator is being selected, and the project will

begin implementing Component 3 methodology in preapproved municipalities.

The fully approved Component 3 proposal has been filed with USAID and in the CVPP office.



59

2. OTHER PROJECT OFFICES

2.1 Monitoring and Evaluation

Throughout the reporting period, the Monitoring and Evaluation Team (M&E) played an important

role in ensuring all program-related indicators and deliverables received the tracking and follow-

up attention required by project staff. In addition, other tasks were completed, which improved

internal reporting and facilitated access to project information. Major achievements follow:

Assisted USAID in carrying out 2 Data Quality Assessments.

Completed a baseline study of 72 Component 2 communities.

Developed an Indicator Tracking Table.

Trained Outreach Center Coordinators on the use of web-based system to track OC

beneficiaries, workshops and courses.

Carried out office-wide training on IT policies and procedures to ensure the safe use of

office equipment and the safe storage of information.

Created and managed share drive for office-wide use.

Developed Terms of Reference to collect bids for an institutional assessment. The

institutional assessment will measure FUNDAMUNI’s strengths and weaknesses in

administration, finance, grant making and several programmatic areas.

Managed database for Salvadoran organizations to register with CVPP to be considered for

bids on various project needs across Component 2 municipalities.

The IT specialist under the M&E team provided office-wide assistance related to IT

equipment set-up, to include software installation, the wiring of a server and coordination

of routine IT checks.

Assisted and reengineered Component 1 and 2 project staff with SISMONPREV database

system while downloading Municipal Crime and Violence Diagnostic information.

Provided tabulated data to Components 1 and 2 on different activities carried out during

each quarter. This included tabulated information on base line questionnaires provided to

PRE-PAZ staff to determine their understanding and knowledge of the ENPV.

2.2 Grants

Throughout the reporting period, the project’s Grants office assisted in a number of important

technical areas, and prepared the office for grant making in the run up to the launch of Outreach

Centers.

1. Training of Creative’s Integrated Database Management System (IDMS)

From October 14-17, Grants staff received training from Creative’s Senior Grants Manager and

Data Base Integration Associate, Svafa Asgeirsdottir and Ramia Badri, respectively. The database

is new to Creative and is designed to allow Creative headquarters and local staff track all grants-

related data. The system incorporates procurement and program management aspects giving all

involved a complete and accurate picture of grants approved and their actual implementation

status.



60

Key staff from the Crime and Violence Prevention Project (CVPP) received training (including

staff from Component 2, Grants, and Finance and Administration staff). As of the writing of this

report, all pertinent grants information was being uploaded onto this system to ensure full

compliance with internal procedures.

2. Visits to Component 2 Municipalities

Grants staff were also present during diagnostic findings presentations in the municipalities of

Usulután and Cojutepeque; and to Outreach Center launches. Their participation in these events

was necessary and important so that all Grants staff begins to have an understanding and

appreciation of the issues facing communities. The information shared with municipal

stakeholders, and their responses to that information, will help Grants staff review proposals, place

grants activities in context and better manage the overall grants application and execution process.

3. Development of an Interested Not-For-Profit/Civil Society Database

To streamline grant application and awards processes, the Grants office, with the help of the M&E

Team, developed and unveiled a database for Salvadoran organizations who may be interested in

submitting Requests for Applications (RFAs) throughout the life of the project. Public invitations

were issued via announcements in two local newspapers directing interested parties to register on:

http://Banodatosorganizaciones.sismonprev.net. A total of 94 organizations registered in the

database, and NGOs were classified by type of activity and experience.

Once identified, lists were prepared in order to invite organizations to present applications for

various initiatives, per approved Municipal Action Plans.

Based on the above, the first two RFAs were sent to various organizations for the Alternate

Conflict Resolution activity which will be carried out in two separate groups of municipalities.

Following an internal evaluation process, two organizations were chosen to provide technical

assistance and training to the 13 municipalities for the creation and strengthening of its Municipal

Conflict Resolution Units.

Fundación Pro-Educación de El Salvador (FUNPRES) was chosen to carry out the project in six

of the 13 municipalities for a total cost of $78,146.49, in the following municipalities:

Zone 1:

1. Acajutla

2. San Antonio del Monte

3. Soyapngo

4. Nejapa

5. Panchimalco

6. Quezaltepeque



61

Transformando Conflicto (Partners-El Salvador) was chosen to carry out the project in seven of

the thirteen municipalities, for a total cost of $90,707.38, in the following municipalities:

Zone 2:

1. San Vicente

2. Tecoluca

3. Cojutepeque

4. Ilobasco

5. Usulután

6. La Unión

7. Conchagua

The requests for approval for these two initiatives and organizations will be sent to USAID in

order to begin the projects during the month of December 2014 or January 2015.

An RFA was also issued for Strengthening Community Mentoring Capability in 77 communities

of the 13 project municipalities, which was declared void due to receipt of proposals which did not

satisfy RFA requirements. The RFA will be re-issued in November 2014, requesting an RFA for

each Zone. Receipt of proposals is expected in December 2014.

Last, an RFA was issued for the Strengthening and Development of Municipal Units for Children,

Youth, and Women. Two organizations presented proposals, which will be evaluated internally.

RFAs will also be issued in the near future for the following activities:

Mentoring

Development of Volunteering Strategy

Strengthening ADESCOs

Values through Sports

Challenge of “Dream my Life”

Other presently being prepared

All RFAs will be divided in either two or three zones, each RFA will be treated independently. If

one organization has the best proposal for all zones, negotiations will be carried out in order for

the organization to carry out all the activities under one grant agreement.

Below is a table of the RFAs issued to date by the project.



62

STATUS OF RFAs

RF

A

NO

.

AC

TIV

ITY

NA

ME

ST

RA

TE

GY

ST

RA

TE

GY

NA

ME

ZO

NE

EX

PE

CT

ED

PR

OJE

CT

DU

RA

TIO

N

DA

TE

RF

A

ISS

UE

D

RF

A

CL

OS

ING

DA

TE

ST

AT

US

AM

OU

NT

BU

DG

ET

ED

OR

GA

NIZ

A

TIO

N

CH

OS

EN

AC

TU

AL

PR

OJE

CT

CO

ST

CO

NT

RIB

U

TIO

N/L

EV

E

RA

GE

CVPP-RFA

-001

Development of Municipal

Capability for

Alternate Conflict

Resolution

1

We are

capable of

Protecting our Youth

ZONE

1 12 months 04/07/2014 22/07/2014

Eval

Complete $ 78,000.00

Fundación Pro-

Educación de

El Salvador (FUNPRES)

$ 78,146.49 $ 16,134.69

CVPP-RFA

-002

Development of Municipal

Capability for

Alternate Conflict

Resolution

1

We are

capable of


ZONE

2 12 months 04/07/2014 22/07/2014

Eval

Complet $ 91,000.00

Transformando

Conflicto

(Partners-El Salvador)

$ 90,707.38 $ 82,072.52

CVPP

-RFA -003

Strengthening Community

Mentoring

Capability

1

We are capable of

Protecting

our Youth

ZONE

1 and 2

15 months 03/09/2014 18/09/2014 Process

Void

CVPP-RFA

-004

Strengthening and

Develoment of Municipal

Children,

Youth and Women Units

1

We are

capable of


ZONE1 and

2

12 months 19/09/2014 07/10/2014 Eval

Ongoing $ 65,000.00

4. Grants Manual

The project received approval of its Grants Manual on November 6. Accordingly, the Manual was

translated into Spanish to facilitate its use and understanding within the local office.

5. Sub-Contract Management

The Grants office continued to manage San Salvador-based FUNDAMUNI35.

FUNDAMUNI has submitted vouchers for expenses incurred during every month of their contract

to date. These vouchers have been reviewed and approved by all pertinent authorities.

Accordingly, reimbursements have been made.

6. Procurement

Grants staff completed vehicle procurement process for the purchase of two four-wheel drive

SUVs. USAID approved the purchase on October 9. The purchase order was issued to General de

Vehículos, S.A. de C.V. and vehicles were being delivered to the project office in January 2014.

35 Colombia-based CISALVA is being managed from Creative´s Washington, DC office.



63

In addition, Grants staff requested a Request for Quote (RFQ) from companies to install an electric

energy sub-station to supply the office with the energy it needs to carry out its functions. Upon

review, quotes exceeded costs budgeted by the office. A discussion with the office property owner

resulted in the issuance of a third RFQ. This RFQ is a necessary precondition for the property

owner to share in the costs of the venture. No decision had been made as of the writing of this

report on which company would install the sub-station.

The Grants Office has also performed marvelously under stress in procuring all items needed to

make Outreach Centers operational. These items varied from announcements boards and chairs,

to desks, writing and coloring utensils, white boards, and musical instruments – all for a total of

77 Outreach Centers.

The Grants office has sent several RFAs to pertinent organizations who have expressed interest in

implementing the different tools mentioned under Component 2. The Grants team is currently in

the process of receiving and reviewing proposals to roll-out the tools mentioned previously.

2.3 Administration and Finance

The Administration and Finance Office continued its overall management of project funds,

ensuring accrual and financial reports, payroll and other routine payments related to office and

project operations continued without disruptions. Moreover, the Office created and provided

contracts for different kinds of undertakings in the office, from hiring new personnel, to drafting

contracts and leading technical review committees before awarding contracts.

2.4 Communications

The Communications office provided technical support for a number of activities held throughout

the quarter. Some additional highlights beyond those mentioned under Sub-Activity 2.7 include:

The design of several project presentations for events with USAID partners, PRE-PAZ,

Mayors, Municipal Councils and Municipal Prevention Committees.

Provided news analysis for USAID and project staff.

Provided Components 1 and 2 concepts for communicating messages strategies clearly

with GOES, municipal and community audiences.

Designed cover pages and other presentation materials for CVPP reports.

Maintained project communication files, pictures and videos.

Assisted Components 1 and 2 during diagnostic finding presentations across 23

municipalities.

Supported logistic efforts for all workshops and events - including focus groups and

Outreach Center launches - held by Component 1 and 2 during the reporting period.

Continued to design a webpage for the project and monitored the project’s Facebook page.

Provided ideas and concepts, and arranged all public materials used during the Second

Annual Partnership for Growth Fair.

Prepared all public materials for the National Coordinators of Youth Against Violence-

Central America (YAV-CA) trip to Washington, DC.



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2.5 FUNDAMUNI

FUNDAMUNI staff has truly become integrated with the Creative team, providing support under

all activities carried under Components 1 and 2 of the project. Some of the organization’s major

achievements this quarter include:

Project-related activities and accomplishments:

FUNDAMUNI’s Coordinator and staff working under Component 1 assisted with the

drafting of the PRE-PAZ Training Plan, and developed a Component 2 Strategy 1 training

outline for MPCs and ADESCOs.

Drafter all Component 1 training plans for workshops #1 through #7. In addition,

FUNDAMUNI staff under Component 1 provided all guidance on how to instruct

workshop participants, how to manage participants and how to provide for an interesting

and creative learning environment.

FUNDAMUNI staff working under Component 1 assisted with preparing didactic

materials for workshops #1 through #7, and served as the main instructors of each of the

workshops thus far carried out (workshops 1-5).

Carried out meetings with Mayors, Municipal Councils and Municipal Prevention

Committees in all municipalities under FUNDAMUNI staff control: Jocoro, Rosario de

Mora, Puerto El Triunfo, Santiago de Maria, Suchitoto, El Carmen, Concepcion Batres,

San Francisco Gotera, Pasaquina and El Paisnal.

FUNDAMUNI staff under Component 2 completed collecting hard data, and finalized

institutional interviews and focus groups for Municipal Diagnostics for the municiplaities

of: Cojutepeque, Ilobasco, Nejapa, Quezaltepeque and Soyapango.

FUNDAMUNI staff under Component 2 presented diagnostic findings and Municipal

Prevention Plans before municipal officials in their assigned municipalities.

FUDAMUNI staff assisted Creative staff carry out assignments on other project

municipalities.

Participated in the Project’s weekly coordination and planning meetings under

Components 1 and 2.

FUNDAMUNI’s Coordinator has developed a preliminary approach to systematize project

processes for future review and application.

In addition, FUNDAMUNI senior staff participated in an auto-reflexive Organizational Capacity

Assessment (OCA) created by USAID and carried out by FEPADE. The exercise took place

during two interview sessions and one final validation session (February 18th, March 3rd and March

17).

The assessment graded FUNDAMUNI in seven core areas that included: Governance,

Organizational Policies and Procedures, Administration, Human Resources, Finance

Administration, Program Management and Project Management. Each of these areas received a

grade between 1 and 4 (1, low capacity; 2 basic capacity; 3, moderate capacity; and 4, strong

capacity).



65

FUNDAMUNI received a total grade of 44.7% in all areas measured. The organization´s weakest

areas included Organizational Policies and Procedures, Administration, and Human Resources.

The assessment provided for an Improvement Plan which makes 54 detailed recommendations for

bringing FUNDAMUNI´s overall score to 75% by 2015. Project staff will monitor progress.

The full assessment can be found in the Creative Office. As of the writing of this report,

FUNDAMUNI was taking corrective actions, implementing an Improvement Plan.

Administrative accomplishment

FUNDAMUNI administrative staff participated in coordination and planning meetings.

Monthly expense reports have been delivered to Creative.

FUNDAMUNI’s Coordinator attended trainings led by Creative’s Senior Grants Manager.

FUNDAMUNI has ensured compliance with local labor laws and responsibilities.

It should be noted that FUNDAMUNI’s complete Quarterly Report for this period is also under

file in the Creative Office.

3. IMPLEMENTATION CHALLENGES

Throughout the reporting period, each of the project Components experienced the following

implementation challenges:

Component 1:

The new GOES administration has not yet had time to assess the PRE-PAZ Institutional

Assessment or the PRE-PAZ Organic Law, items which CVPP completed in late 2013.

These items could help reinvigorate PRE-PAZ as a national organization.

More PRE-PAZ leadership and presence in project workshops would benefit PRE-PAZ

field staff esprit de corps.

Implementation of Municipal Crime Observatory methodology is tricky in already existing

observatories.

Component 2:

Municipal Prevention Committees across the Component need strengthening assistance.

The municipality of Soyapango is slow in responding to requests. Political issues within

the Municipal Council have caused a split between the Council and the Mayor. In addition,

there have now been a total of three Municipal Prevention Committee Coordinators. Both

of these issues have affected implementation capacity.

The Mayor and other municipal officials in the municipality of Nejapa and San Antonio

del Monte continue to show mixed interest in the project’s processes and goals and

objectives.



66

4. OTHER ACTIVITIES

1. Partnership for Growth Second Anniversary Fair

Participants, incuding senior Embassy and USAID staff, GOES ministry officials,

a US Congressman an general public at the Crime and Violence Prevntion booth during the

Partenrhisp for Growth Second Anniversary Fair

On December 6, “Prevenland” was the name of the game at the project’s booth during the

Partenrship for Growth Second Anniversary Fair where the general public was invited to roll the

wheel and play prevention lottery. Project staff provided a circus-like atmosphere with large

colorful wigs, clown glases and other items to make the booth both inviting and fun.

The Prevention Wheel featured Creative’s 13 risk factors. The public rolled the wheel and had

as staff member explain the risk factor and what could be done to prevent it. Some members of

the public opted to play prevention lottery. The loterry included staff members providing clues

to each of the project´s 13 riks factors. After each clue, participnats were encourgaed to guess

the answer based on the factors listed on the lottery boar. Winners who completed a board

received the lottery board and candy as prozes.

The 200 lottery boards that were purchased for this activity were insufficient to feed demand for

all the people who participated in the game.



67

2. National Coordinators of Youth Against Violence- Central America (YAV-CA) Visit ti

Washington, DC

Members of the Youth Against Violence during event at the World Bank. Youth members are pictured with

USAID, Creative and World Bank staff

On December 9-14, 2013, seven members and National Coordinators of Youth Against Violence-

Central America (YAV-CA), traveled to Washington DC to present their achievements in the last

few years at the World Bank. YAV-CA received technical assistance from Creative Associates

around NGO capacity building, grant writing, working with the private sector, and crowd sourcing.

Their presentation at the World Bank was attended by various Bank, USAID and other USG

officials. Panelists included Ede Ijjasz-Vasquez, Sustainable Development Director LAC, World

Bank, Elizabeth Hogan Senior Deputy Administrator, USAID, and Pablo Maldonado, Chief

Operating Officer, Creative Associates International. YAV-CA spent the remaining days in DC

meeting with the Interamerican Development Bank (IDB), USAID, Department of State, Pan

American Health Organization, National Endowment for Democracy, and various World Bank

officials. These meetings led to several national YAV chapters to submit grant proposals to the

National Endowment for Democracy and work to form part of international youth platforms.

3. CARSI/INL USAID Team Visit to Outreach Center and Observatory

On November 19, project leadership guided a CARSI/INL USAID Team visit to the Santa Ana

Observatory and Nazareno Outreach Center, which serves as successful models for assisting youth

and municipal leaders in developing programs, activities and policies, which seek to reduce risk

factors and improve overall security at the municipal and community levels.

4. VIP Visits

Two different congressional delegations visited a previously establish Outreach Center in

Soyapango. One in particular, was led Congressman Darrell Issa, Chairman of the House

Oversight and Government Reform Committee. Another by Beth Hogan, USAID Acting Assistant

Administrator for the Bureau of Latin America and the Caribbean (LAC), also held a separate



68

focus group with several Outreach Center Coordinators and beneficiaries to discuss their

experiences with Outreach Centers and specifically how OCs have helped the avoid gang

recruitment. Last, CVPP was invited to a conversation with Mark Lopes, USAID Deputy Assistant

Administrator for the Bureau for Latin America and Caribbean.

On all fronts, visits were a success, and the project was happy and proud to be included in these

distinguished chiefs´ agendas.

PLANNED ACTIVITIES FOR NEXT QUARTER INCLUDING UPCOMING EVENTS

Component 1

Creative will Complete 10 Municipal Crime and Violence Diagnostics and present key

findings and challenges to respective mayors, Municipal Councils and MPCs.

Creative will begin crafting Municipal Prevention Plans across all 20 Component

municipalities.

Creative will begin to strengthen Municipal Prevention Committees in 20 municipalities.

Creative and CISALVA will begin to establish an additional 9 observatories in selected

municipalities.

Creative will begin to develop the National Quinquennial Prevention Plan.

Component 2

Creative will launch 23 Outreach Centers in 4 remaining municipalities.

Creative will begin implementation of other crime prevention initiatives related to CVPP’s

6 Strategies in 13 selected municipalities

Component 3

Begin implementing three pilot programs in selected municipalities.



69

USAID SPECIAL REPORTS

PfG Scorecard

May 1, 2014 to November 30, 2014

Achievements:

USG completed a baseline crime and violence perception study in 72 communities, and presented

its findings 341 officials and community members, to include: mayors, members of Municipal

Councils and members of Municipal Prevention Committees in 13 municipalities. USG also began

implementation of 13 Municipal Prevention Plans, which provide $5.8 million in prevention grants

across these municipalities. Municipalities will provide an equal amount through leverage,

totaling $11.6 million in prevention programs and activities until March 2016. USG opened a total

of 77 Outreach Centers in an equal number of high-risk communities across 13 municipalities,

boasting more than 15,500 beneficiaries.

With the assistance of PRE-PAZ, USG carried out 240 institutional interviews and 120 focus

groups to complete municipal diagnostics in an additional 20 municipalities. USG also created

and strengthened 4 and 5 Municipal Crime Observatories, respectively; and began operations to

create an additional 9. In addition, USG promoted the signing of the Declaration of the Year of

Prevention by 14 mayors. The signing was witnessed by the Vice President of El Salvador, Oscar

Ortiz.

Finally, the USG also signed Memorandums of Understanding (MOU) with Microsoft

Cooperation and Claro Corporation, which provide free software, technical support and training,

and Internet service for 114 Outreach Centers and employment for 200 vulnerable youth.

ALMAPAC also signed an MOU with the USG, which provides computer equipment and furniture

for two Outreach Centers in the municipality of Acajutla; Plaza Mundo provided computer

equipment for one Outreach Center, and didactic materials for a total 6 Outreach Centers in the

municipality of Soyapango; and INSAFORP will create 13 Vocational Centers, provide 2,340

youth with vocational courses, and give 250 youth in nine municipalities an external sales basic

skills course. Citibank also made an in-kind donation, which provides additional furnishings for

Outreach Centers. All MOUs are worth more than $3.4 million.

Milestones

December 1, 2014 to May 31, 2015

Milestones:

Scorecard Milestone #1

o Complete and implement 20 Municipal Prevention Plans.


o Complete implementation of Technical Training Plan for PRE-PAZ resulting from

institutional diagnostic.




70

o Provide the MJPS technical assistance in presenting the PRE-PAZ Organic Law.


o Strengthen 33 MPCs according to the ENPV.


o Create an additional 9 Municipal Crime Observatories.


o Provided MJSP and PRE-PAZ technical assistance in developing a National Quinquenial

Prevention Plan.


o Award 15 grants to Civil Society Organizations to establish:

o 13 Municipal Conflict Resolution Units in 13 municipalities.

o 13 strengthened Municipal Gender and Youth Units in 13 municipalities

o 13 Municipal Volunteerism Units in 13 municipalities

o 13 Municipal Sports Units trained and equipped to teach Values through Sports in

13 municipalities

o Youth being trained in values through sports in 77 communities

o 400 leaders of 77 communities identified to be trained as Youth Mentors.

o Board members of 77 community based organizations (ADESCOS) strengthened

to better prevent crime in their communities

o 500 youth developing Life Plans after attending the Dream My Life program.

o 9 Municipal Chapters of Youth Against Violence.

o Prevention of violence against women initiatives in 13 municipalities.


o Implementation of other crime prevention initiatives related to CVPP’s 6 Strategies in 13

selected municipalities and 77 communities being assisted by Component 2. This includes:

o Establishment of 13 Municipal Crime Prevention Centers.

o 13 Municipal Crime Prevention Committees strengthened to prevent crime.

o 77 Exploratory Marches to identify community risks and improvement of public

areas.

o 200 youth receive skills training open employment opportunities.

o 77 youth clubs.

o 13 public prevention campaigns implemented.


o Begin to implement prevention best practices under Component 3.



71

Annual Portfolio Review Report

July 1, 2014 to December 31, 2014

STRATEGIC OBJECTIVE:

Citizen Security and Rule of Law in Targeted Areas Improved

I. ACTIVITY BACKGROUND INFORMATION (Completed by USAID)

Activity Title: Citizen Safety for El Salvador: Crime and Violence

Prevention Activity (CVPP)

Activity Start and Completion

Dates: 03/14/2013 03/13/2018

Activity COR/AOR: Mauricio Herrera

Type of Mechanism: Contract

Implementer: Creative Associates International Inc. (Creative)

Other Implementing Partners:

Fundación de Apoyo a Municipios de El Salvador-

FUNDAMUNI (local)

Centro de Investigación de Salud y Violencia-CISALVA

(Colombia-based)

Other Major Partners: Dirección General de Prevención Social de Violencia y

Cultura de Paz (PRE-PAZ) and Municipalities (55)

Other Donors:

German Technical Cooperation Agency (GIZ), United

Nations Development Program (UNDP) , Spanish Agency

of International Cooperation for Development (AECID),

and the European Union (EU)

II. RELATIONSHIP TO 2013-2017 CDCS AND PFG (Completed by USAID)

Development Objective: DO1: Citizen Security and Rule of Law in Targeted Areas

Improved

Intermediate Result: IR 1.2: Crime and Violence in Targeted Municipalities

Reduced

Sub-Intermediate Result: Sub IR 1.2.1: Broad-Based Engagement in Crime

Prevention Efforts at the Local Level Increased

Relationship to PfG

(Constraint): Security

Goal(s): 11: Prevent crime and violence in key municipalities of El

Salvador and support reforms

III. SUMMARY OF ACTIVITY FINANCIAL INFORMATION (Completed by USAID)

Total Estimated Cost: $24,841,411 % LOA Time Elapsed:

Obligated Amount: % LOA Funds Expended:



72

Accrued Expenditures: % Obligated Funds Expended:

Pipeline: Mortgage:

Cost Sharing (as of September 30, 2013)

Total Planned: $ 0

Total Actual: $ 0

Planned this Year: $ 0

Actual this Year: $ 0

Leverage (as of September 30, 2013)

Total Planned: $0

Total Actual: $0.0

Planned this Year: $0.0

Actual this Year: $0.0

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

USAID)

The purpose of this Activity is to help increase safety for citizens of El Salvador by supporting

the Government of El Salvador’s National Strategy on Violence Prevention and by expanding

the municipal-led, community-based crime and violence prevention efforts. It consists of

three components:

Increase GOES capacity to prevent violence and crime on a national scale by helping

implement the National Strategy on Violence Prevention, strengthening the unit of

Dirección General de Prevención Social de la Violencia y Cultura de Paz (PRE-

PAZ), establishing and strengthening 55 Municipal Prevention Councils in selected

municipalities, supporting emerging laws and policies, and supporting municipal

crime prevention observatories;

Expand Municipal-led, community-based crime and violence prevention to 20 new

high-risk municipalities in at least 114 communities within these municipalities and

financing community prevention actions; and

Innovative ideas for crime and violence prevention which will be selected based on a

methodology to be established. Creative Associates will implement the Crime and

Violence Prevention Activity in partnership with FUNDAMUNI, a local partner with

vast experience in local development, and a regional partner, Colombia-based

Universidad del Valle’s CISALVA, a premier crime and violence prevention

observatory institution.

V. MAJOR ACHIEVEMENTS FOR THE REPORTING PERIOD (October 1, 2013 –

September 30, 2014) (max. 1.5 pages)

Component 1 collected hard data and carried out a total of 240 institutional interviews and

120 focus groups in 20 municipalities to complete municipal diagnostics. The Component

also completed 10 Municipal Prevention Plans, which will reduce risk factors in all



73

participating municipalities. These municipalities are in the 52-100 national homicide

ranking for 2012.

In terms of capacity building, USAID completed its Technical Training Plan, providing a

total of 67 PRE-PAZ staff and 61 Members of MPCs with seven (7) intense workshops on

how to develop Municipal Crime and Violence Diagnostics and Municipal Prevention

Plans. Last, legacy organization FUNDAMUNI continued implementing its improvement

plan, which includes a new internal human resources policy handbook, which will assist the

organization in improving overall standards and human talent capacity.

Component 2 began implementing 13 Prevention Plans, and launched 77 Outreach Centers

in 13 municipalities, which boasts 15,400 beneficiaries.

USAID also signed Memorandums of Understanding (MOU) with Microsoft Cooperation

and Claro Corporation, which provide free software, technical support and training, and

Internet service for 114 Outreach Centers and employment for 200 vulnerable youth.

ALMAPAC also signed an MOU with the USG, which provides computer equipment and

furniture for two Outreach Centers in the municipality of Acajutla; Plaza Mundo provided

computer equipment for one Outreach Center, and didactic materials for a total 6 Outreach

Centers in the municipality of Soyapango; and INSAFORP will create 13 Vocational

Centers, provide 2,340 youth with vocational courses, and give 250 youth in nine

municipalities an external sales basic skills course. Citibank also made an in-kind donation,

which provides additional furnishings for Outreach Centers. All MOUs are worth more

than $3.4 million.

USAID created 13 and strengthened 5 observatories through the country to include the

metropolitan observatory which monitors a total population of population of 1.8 million.

The process includes collaboration from GOES institutions (including the Attorney General,

the National Forensics Institute, the National Civilian Police, and the ministries of

Education, Health and Justice and Public Security) to track homicides, domestic violence,

injuries, extortion and robbery.

For Component 3, “Innovative Ideas for Crime and Violence Prevention”, three (3)

initiatives were approved, which center on Violence Interruption, the Family Centered YSET

Model, and Alcohol and Drug Intervention. These initiates will be piloted in a minimum of

three municipalities.

VI. CHALLENGES, RISKS, AND ISSUES (Management and Context Issues) Related to

progress towards achieving the objective

CVPP encountered several challenges with its institutional partner PRE-PAZ during the year:

PRE-PAZ personnel, specifically Technical Promoters and Departmental Directors,

have very limited capacity to operate computer equipment. In addition, few PRE-PAZ

departmental offices have Internet access, and computer equipment at the departmental

level (when available) is obsolete.

Transportation for PRE-PAZ field staff continues to present issues when carrying out

meetings, activities and events in Component 1and 2 municipalities. PRE-PAZ staff are



74

sometime late to meetings, or simply fail to arrive because they have to travel by bus or

arrange for some type of non-official transportation.

Morale continues to be an issue for a small number of PRE-PAZ field personnel. Lack

of interest in CVPP programming affects both project timelines and MPC perception of

PRE-PAZ.

New GOES administration does not yet have clarity on the future role of PRE-PAZ as

an organization.

Proposed actions:

Continue monthly coordination meetings with PRE-PAZ leadership and supervisors to

highlight areas of opportunity and ensure the completion of 20 Municipal Crime and

Violence Diagnostics under Component 2, and guarantee the success of prevention

programs in all 13 municipalities under Component 1.

Continue to encourage and support PRE-PAZ field staff to ensure success in all project

areas.

CVPP encountered the following challenges with the new GOES administration within the

MJSP:

CVPP worked and completed on a PRE-PAZ Organic law and a PRE-PAZ institutional

diagnostic, but sees limited ability for this administration to promote and secure passage

of the law in the National Legislature. Additionally, no steps have been take remedy or

promote recommendations made on the PRE-PAZ institutional diagnostic.

Proposed action:

Continue to encourage the MJPS to forward the PRE-PAZ Organic Law for

consideration in the National Legislature, and to review and apply the PRE.PAZ

institutional diagnostic.

VII. ADJUSTMENTS to interventions and programs that have been made to address

lessons learned or other changes

No adjustments for the moment.

KEY ISSUES:

KEY ISSUE: Conflict Management/Mitigation/Prevention/Transformation (CMM)

CVPP-CARSI Funds – Component 1 and 2

Overview:

Crime prevention continues to be part of the Government of El Salvador (GOES) strategy to

reduce crime and violence in El Salvador. In February 2014, the GOES approved the new

National Strategy for Violence Prevention (ENPV), which outlines key actions to help reduce

the risk factors associated with crime and violence with the participation of the central



75

government, municipal governments, and the citizenry. According to the ENPV, these actions

begin, and are coordinated, through Municipal Prevention Committees.

As part of the municipal-led, community-based crime prevention approach, the USG and GOES

selected 13 high-risk and 20 medium-risk municipalities and has worked with their respective

Municipal Prevention Committees (MPCs). MPCs bring together national and local authorities,

community leaders, youth, non-governmental organizations (NGOs), the Church and the private

sector, to design and implement prevention initiatives to improve citizen safety in at-risk

communities.

In 13 high-risk municipalities, Municipal Prevention Plans are being implemented, which

provide $5.8 million grants aimed at reducing risk factors across 77 communities. In an

additional 20 medium-risk municipalities, the project, in coordination with PRE-PAZ, has

completed 20 Municipal Crime and Violence Diagnostics, and is creating and strengthening

MPCs to ensure the full implementation of the ENPV and the development of 20 Municipal

Prevention Plans.

Results:

CVPP is creating and strengthening MPCs across all 33 project municipalities with support

from PRE-PAZ. CVPP completed 33 Municipal Crime and Violence Diagnostics and is

implementing 13 Municipal Prevention Plans.

Cross Cutting Implications:

None.

Additional Considerations:

In the case of CVPP´s 20 medium-risk municipalities, all 20 Municipal Crime and Violence

Diagnostics have been completed. Municipal Prevention Plans will be developed, along with

PRE-PAZ and MPC assistance, during the next reporting quarter.

KEY ISSUE: Conflict Management/Mitigation/Prevention/Transformation (CMM)

CVPP-DA Funds – Component 3

Overview:

Crime prevention continues to be part of the Government of El Salvador (GOES) strategy to

reduce crime and violence in El Salvador. In February 2014, the GOES approved the new

National Strategy for Violence Prevention which outlines key and articulated actions to help

reduce the risk factors associated with crime and violence with the participation of the central

government, municipal governments, and the citizenry.

DA funds are planned to be used only for Component 3 “Innovative ideas for crime and violence

prevention” of the Activity. CVPP will begin to implement pilot prevention programming in

three municipalities, which center on Violence Interruption, the Family Centered YSET Model,

and Alcohol and Drug Intervention.



76

Results:

None.


None.


NONE.

KEY ISSUE: Gender Equality/Women’s Empowerment-Secondary (GE/WE-Secondary)

CVPP-CARSI Funds – Component 1 and 2

Overview:

In El Salvador and in the Central America region, violence is a phenomenon that involves young

men as both victims and perpetrators. Working with young men is thus key to crime and

violence reduction. Nevertheless, gender equality is fundamental for understanding and

addressing violence as young girls and women are also victims of violence in numbers out of

proportion to their percentage of the general population. For them, violence begins at home and

spills into the streets, and is the result of entrenched attitudes of machismo. Therefore, changing

patterns of violence will require attitudinal and other changes that involve both men and women

in the home and community.

CVPP has launched 77 Outreach Centers in 13 municipalities, and will soon roll-out nine (9)

municipal and community interventions centering on prevention. These Centers and

interventions will address these issues by ensuring that both young men and women have equal

access to training and educational opportunities offered by the project through all its venues.

Both young men and women will be trained through grants in the areas of child and women’s

rights, and preventing Gender Based Violence (GBV). Further, in order to address intrafamilial

and GBV and in an effort to change gender norms that are drivers of violence in the streets

behavior, CVPP will strengthen Municipal Gender Units and establish grants to address

intrafamilial violence develop Alternate Dispute Resolution (ADR) programs. These activities

will be designed to empower individuals and communities through actions that raise awareness

and share information about alternate and gender equal social norms and constructive ways to

handle conflict.

At the municipal level, the CVPP will promote among MPCs, in Municipal Prevention Plans

and during municipal staff trainings, the dissemination on the Special Integral Law for a Life

Free of Violence Against Women. CVPP will ensure that municipalities understand the law

and are able to implement it through the Municipal Prevention Plans.

Results:

Seventy-seven (77) Outreach Centers have opened, and to date 40% of beneficiaries are women.


None.



77


Meetings have been held with the President and Executive Director of the Salvadoran Institute

for the Development of Women (ISDEMU) to discuss their involvement in the CVPP. Thus

far, ISDEMU has provided an in-depth tour of Ciudad Mujer (San Martin) and provided guiding

materials to ensure CVPP is working with and assisting women within prevention parameters.

In addition, CVPP will soon roll-out nine (9) municipal and community intervention tools

centering on prevention that will further assist women.

KEY ISSUE: Gender Equality/Women’s Empowerment-Secondary (GE/WE-Secondary)

CVPP-DA Funds – Component 3

Overview:

In El Salvador and in the Central America region, violence is a phenomenon that involves young

men as both victims and perpetrators. Working with young men is thus key to crime and

violence reduction. Nevertheless, gender equality is fundamental for understanding and

addressing violence as young girls and women are also victims of violence in numbers out of

proportion to their percentage of the general population. For them, violence begins at home and

spills into the streets, and is the result of entrenched attitudes of machismo. Therefore, changing

patterns of violence will require attitudinal and other changes that involve both men and women

in the home and community.

For Component 3, CVPP has been approved three separate prevention program pilots, which

include: Violence Interruption, the Family Centered YSET Model, and the Alcohol and Drug

Intervention model. These interventions will address issues under this section by ensuring

that both young men and women have equal access to these pilot programs. Additionally, and

just as under Component 2, both young men and women will be trained through grants in the

areas of child and women’s rights, and preventing Gender Based Violence (GBV). Further, in

order to address intrafamilial and GBV and in an effort to change gender norms that are

drivers of violence in the streets behavior, CVPP will develop Alternate Dispute Resolution

(ADR) programs. These activities will be designed to empower individuals and communities

through actions that raise awareness and share information about alternate and gender equal

social norms and constructive ways to handle conflict.

At the municipal level, the CVPP will promote among MPCs, in Municipal Prevention Plans

and during municipal staff trainings, the dissemination on the Special Integral Law for a Life

Free of Violence Against Women. CVPP will ensure that municipalities understand the law

and are able to implement it through the Municipal Prevention Plans.

Results:

Seventy-seven (77) Outreach Centers have opened, and to date 40% of beneficiaries are women.


None.


Meetings have been held with the President and Executive Director of the Salvadoran Institute

for the Development of Women (ISDEMU) to discuss their involvement in the CVPP. Thus



78

far, ISDEMU has provided an in-depth tour of Ciudad Mujer (San Martin) and provided guiding

materials to ensure CVPP is working with and assisting women within prevention parameters.

In addition, CVPP will soon roll-out nine (9) municipal and community intervention tools

centering on prevention that will further assist women.

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

and 2

Overview:

El Salvador continues to have one of the highest rate of crime in the hemisphere (an average of

6.8 homicides per day in 2013), having young males as the most affected as victims and also as

perpetrators of crimes. USAID has selected 13 high-risk municipalities and 77 communities

within these municipalities to carry out interventions whose main focus is to prevent youth to

join gangs, provide them with as stronger voice in the municipal decision-making process by

participating in the Municipal Prevention Councils (MPCs) and community groups, creating

and supporting networks among youth, and by creating service learning and volunteerism

projects that build leadership, citizenship, and life skill, among others.

CVPP has launched 77 Outreach Centers in 13 municipalities, boasting 15,400 beneficiaries.

These Centers are implementing programs and activities to empower and develop youth.

Results:

Youth in all CVPP municipalities and communities have come in contact with the project, are

using 77 Outreach Centers, and can feel their voice is important to this project as we tailor

interventions around their needs.


None.


CVPP will soon roll-out nine (9) municipal and community interventions centering on

prevention, which will further develop and empower youth.

KEY ISSUE: Youth Development CVPP-DA Funds – Component 3

Overview:

El Salvador continues to have one of the highest rate of crime in the hemisphere (an average of

6.8 homicides per day in 2013), having young males as the most affected as victims and also as

perpetrators of crimes. USAID has selected 13 high-risk municipalities and 77 communities

within these municipalities to carry out interventions whose main focus is to prevent youth to

join gangs, provide them with as stronger voice in the municipal decision-making process by

participating in the Municipal Prevention Councils (MPCs) and community groups, creating

and supporting networks among youth, and by creating service learning and volunteerism

projects that build leadership, citizenship, and life skill, among others.



79

Three (3) innovative interventions have been chosen, which center on Violence Interruption,

the Family Centered YSET Model, and Alcohol and Drug Intervention. These interventions

will be implemented in a minimum of three municipalities.

Results:

None.


None.


None.



80

FY 2013 PERFORMANCE PLAN AND

REPORT FOR

USAID/EL SALVADOR

CITIZEN SECURITY AND RULE OF LAW IN TARGETED AREAS IMPROVED

RULE OF LAW, TRANSPARENCY AND GOVERNANCE, AND CITIZEN SECURITY

Indicators

Indicator Type: Click here to enter text. Baseline 2014

Results

2015

Target

2016

Target

2017

Target

Number of Municipalities with Crime

Prevention Committees (CARSI and PFG

indicator)

Component

1: 4

2: 13

Component

1: 10

2:13

Component

1: 10

2: 0

Component

1: 0

2: 0

Component

1: 15

2: 7

Number of vulnerable people benefiting from

USG-supported social services (CARSI)

0 5,149 12,500 15,000 10,000

Number of CSOs receiving USG assistance

engaged in advocacy interventions (CARSI)

0 1 1 0 1

Number of USG-assisted organizations and/or

service delivery systems strengthened who

serve vulnerable populations (CARSI)

0 54 26 33 29

Incidence of selected violent crimes reported

in key municipalities. (PFG)

3,155 TBD TBD TBD TBD

Local Organizational Capacity Assessment

Score (USAID)

44.77% 44.77% 59.1% TBD TBD

Governance 56.2% 56.2% 75% TBD TBD

Organizational Management 43.7% 43.7% 65.62% TBD TBD

Administration 32.5% 32.5% 60% TBD TBD

Human Resources Management 40% 40% 45% TBD TBD

Financial Management 58.3% 58.3% 62.50% TBD TBD

Program Management 54.2% 54.2% 62.50% TBD TBD

Project Performance Management 43.7% 43.7% 56.27% TBD TBD

Number of Government Officials undergoing

USG assisted security sector governance

training.

0 Target: 119

Result: 145

30 42 24

PREPAZ Officials 0 71

Municipal Government Officials 0 74

Agency Designation: USAID

Washington-Designated Cross-cutting? N/A

OU-Designated Cross-Cutting? N/A

Date of Last DQA (MM/YYYY): 10/2014

Explanations



81

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



82

Operational Plan

KEY ISSUE: Conflict Management/Mitigation/Prevention/Transformation (CMM) CVPP-CARSI

Funds – Component 1 and 2

In FY 2014, under Component 1, the Crime and Violence Prevention Project will finalize

Municipal Crime Diagnostics and Municipal Prevention Plans for 20 municipalities. In

addition, The project will create and strengthen a total of 13 and 5 Municipal Crime

Observatories. Last, Component 1 will develop, in coordination with the MJSP, a National

Quinquennial Prevention Plan.

Under Component 2, the project will implement 13 Municipal Prevention Plans (which

include a total of 6 Strategies containing 43 prevention tools) in a total of 77 high-risk

communities.

Amount Allocated:

An estimated total of $257,415.10 will be spent to carry out activities under Component 1.

This includes staff salaries.

An estimated total of $6,019,747.50 will spent to carry out activities under Component 2.

This includes staff salaries and $5.8 million in grants.

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

Component 3

The Crime and Violence Prevention Project will carry out interventions in the municipalities

of: Cojutepeque, Conchagua, La Union, and Panchimalco, which include implementation of

Violence Interruption, the Family Centered YSET Model, and Alcohol and Drug Intervention.

YSET will take place in Cojutepeque. Violence interruption in Conchagua, La Union, Usulután,

and Panchimalco. And alcohol and drug intervention in Conchagua and La Union.

Amount Allocated:

Implementing Mechanism Narrative:

FY2014 funds will finance USAID's El Salvador Crime and Violence Prevention Project, whose

activities build local and national capacity to identify crime patterns, plan and implement crime

and violence prevention projects and replicate best practices. The activity supports the

Government of El Salvador's (GOES) National Strategy for Violence Prevention (ENPV) and

builds on the government municipal crime prevention plans. USAID will also finance the

development of Municipal Crime and Violence Diagnostics, Municipal Prevention Plans, the

development of Municipal Crime Diagnostics, as well as a number of municipal and community-

based prevention tools.

Activities will also be expanded with the active participation of the private sector through Public-

Private Partnerships to complement crime prevention initiatives.



83

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

salaries.

KEY ISSUE: Gender Equality/Women’s Empowerment-Secondary (GE/WE-Secondary) CVPP-CARSI

Funds – Component 1 and 2

The Crime and Violence Prevention Project will continue to build the Government of El

Salvador’s capacity to implement municipal violence prevention strategies, and inform

municipal governments and populations about those strategies with the strong inclusion of

gender considerations. Municipal Crime Prevention Observatories will be established to

gather sex-disaggregated information on crime victimization, including domestic and sexual

violence. Furthermore, the creation of Municipal Prevention Committees will be expanded,

and will include strategies for addressing the separate needs of men/women or boys/girls to

help ensure the full gender participation in all activities when appropriate.

Amount Allocated:

An estimated total of $257,415.10 will be spent to carry out activities under Component 1.

This includes staff salaries.


This includes staff salaries and $5.8 million in grants.

KEY ISSUE: Gender Equality/Women’s Empowerment-Secondary (GE/WE-Secondary) CVPP-DA

Funds – Component 3

The Crime and Violence Prevention Project will continue to build the Government of El

Salvador’s capacity to implement municipal violence prevention strategies, and inform

municipal governments and populations about those strategies with the strong inclusion of

gender considerations. Municipal Crime Prevention Observatories will be established to

gather sex-disaggregated information on crime victimization, including domestic and sexual

violence. Furthermore, the creation of Municipal Prevention Councils will be expanded, and

will include strategies for addressing the separate needs of men/women or boys/girls to help

ensure the full gender participation in all activities when appropriate.

Amount Allocated:

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

salaries.

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

The Crime and Violence Prevention Project will support youth development with activities

directed at preventing children and adolescents from joining gangs via youth leadership

programs, after school clubs, and the establishment of youth Outreach Centers where skills

will be taught to provide viable alternatives to gang involvement.

Amount Allocated:



84


This includes $5.8 million in grants and staff salaries.

Component 1 will not be directly implementing actions under this section, but will encourage

municipal governments, through Municipal Prevention Plans, to budget for youth

development initiatives and activities.



85

Annex Annex 1 – CVPP Press Mentions (July-September 2014)

Annex 2 – Quarterly Monitoring and Evaluation Report

Annex 3 – Grants Activity Report

Annex 4 – Component 1 Draft: Work to Update National Policy for Justice, Public

Security and Social Coexistence

Annex 5 – CVPP-ALMAPAC Memorandum of Understanding



86

Annex 1 – CVPP Press Mentions

(July-September 2014)



87



88



89



90



91



92



93



94



95

Annex 2 – Quarterly Monitoring and

Evaluation Report

N° Indicator Base

Line

Total

Project

Target

Target

Base

Period

FY

2014

Target

Previous

Year

Acumulated

Q1 Q2 Q3 Q4

Total

Acumulated

FY

Total

Acumulated

Base Period

Total to

Achieve

Base

Period

% to

Achieve

Base

Period

Total to

Achieve

Project

Target

% to

Achieve

Project

Target

The GOES is able to establish and

strengthen Municipal Crime and

Violence Prevention Committees (MPCs) in at least twenty

municipalities as outlined in the

ENPV

1

Number of municipalities with

Municipal Crime and Violence

Prevention Committees strengthened

0 35 20 10 0 0 0 0 0 0 0 20 100% 35 100%

1

Number of PRE-PAZ officials

trained in crime and violence prevention according the ENPV

0 50 50 30 0 66 71 0 0 71 71 0 0% 0 0%

At least 50% to 60% of selected

officials tied to the project in

targeted Salvadoran municipal governments understand the goals

and objectives of the ENPV

2

% of municipal governments

officials that understand the

goals and objectives of the ENPV

15.7% 75.0% 50.0% 0.0% 0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 34.3% 34.3% 59.3% 59.3%

At least 30% to 40% of population in

targeted communities/municipalities

is aware of the goals and objectives of the ENPV by the end of the period.

3

% of population in targeted communities/municipalities who

are aware of the goals and

objectives of the ENPV

25.1% 45.0% 30.0% 0.0% 0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.9% 4.9% 19.9% 19.9%

The government of El Salvador

(GOES) is supported as it forms

and/or implements at least two prevention strategies and/or laws

4

Number of prevention strategies and/or laws drafted or

implemented with USG

assistance

0 3 2 1 0 1 0 0 0 1 1 1 50% 2 67%



97

N° Indicator Base

Line

Total

Project

Target

Target

Base

Period

FY

2014

Target

Previous

Year

Acumulated

Q1 Q2 Q3 Q4

Total

Acumulated

FY

Total

Acumulated

Base Period

Total to

Achieve

Base

Period

% to

Achieve

Base

Period

Total to

Achieve

Project

Target

% to

Achieve

Project

Target

Methodology for establishing and

managing Municipal Crime and

Violence Prevention Observatories is developed and published in

conjunction with GOES

5

Percent development of a methodology to establish and

manage Municipal Crime and

Violence Prevention Observatories (MCVPOs)

0% 100% 100% 100% 0 15% 0% 45% 25% 85% 85% 15% 15% 15% 15%

5

Number of Municipal Crime

and Violence Prevention

Observatories (MCVPOs) using established methodology

0 15 10 0 0 0 0 0 9 9 9 1 10% 6 40%

A minimum of 10 new Municipal

Crime and Violence Prevention Observatories (MCVPOs) are

established with contractor

assistance

6

Number of USG-supported

municipalities with established

observatories

0 15 10 0 0 0 0 0 4 4 4 6 60% 11 73%

In at least seven selected

municipalities, Crime and Violence

Prevention Observatories (MCVPOs) provide relevant data to Municipal

Crime and Violence Prevention

Committees( MPCs) to inform policy making

7

Number of USG-supported

municipalities making decisions based on information generated

by Observatories

0 14 7 0 0 0 0 0 0 0 0 7 100% 14 100%

A minimum of 7 existing Municipal

Crime and Violence Prevention Observatories (MCVPOs) are

strengthened with contractor

assistance



98

N° Indicator Base

Line

Total

Project

Target

Target

Base

Period

FY

2014

Target

Previous

Year

Acumulated

Q1 Q2 Q3 Q4

Total

Acumulated

FY

Total

Acumulated

Base Period

Total to

Achieve

Base

Period

% to

Achieve

Base

Period

Total to

Achieve

Project

Target

% to

Achieve

Project

Target

8

Number of existing Municipal

Crime and Violence Prevention

Observatories strengthened with USG assistance

0 10 7 0 0 0 0 0 5 5 5 2 29% 5 50%

Beneficiaries’ perception of safety

increased by a minimum of 10% in target communities of selected

municipalities

9 Beneficiaries perception of

safety in target communities 38.3% 53.3% 48.3% 0.0% 0 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 48.3% 48.3% 53.3% 53.3%

A reduction of crime by a minimum

of 5% in target communities of a selected municipalities during of the

project period

10 Percentage reduction of crime in

targeted communities 659 5% 5% 0% 0 0% 0% 0% 0% 0% 0% 5% 5% 5% 5%

12 new Municipal Crime and

Violence Prevention Committees

(MPCs) established and operational by the end of the Project

11

Number of MPCs established

and working according the

ENPV

0 20 13 13 0 0 0 0 0 0 0 13 100% 20 100%

At least 70 communities working

towards the reduction of crime

through a partnership with local and national governments

12

Number of Communities implementing plans in alliance

with municipal and national

government

0 115 78 24 0 0 0 0 0 0 0 78 100% 115 100%

In at least 12 municipalities, municipal leaders´ and community

members´ capacity for prevention

planning, implementation and analysis increased



99

N° Indicator Base

Line

Total

Project

Target

Target

Base

Period

FY

2014

Target

Previous

Year

Acumulated

Q1 Q2 Q3 Q4

Total

Acumulated

FY

Total

Acumulated

Base Period

Total to

Achieve

Base

Period

% to

Achieve

Base

Period

Total to

Achieve

Project

Target

% to

Achieve

Project

Target

13

Number of municipalities that

have strengthened the capacities

of municipal leaders and community’s members to plan,

implement and monitor MPPs.

0 20 13 13 0 0 0 0 0 0 0 13 100% 20 100%

At least two Public-Private Alliances

are established in a minimum of 12

selected municipalities

14

Number of municipalities with

at least two of Public-Private

Alliances established and operating

0 20 13 0 0 0 0 13 0 13 13 0 0% 7 35%

Innovative municipal-led, community-based crime and violence

prevention best practices are identified, systematized, published

and disseminated in least in seven

selected municipalities

15

Number of Municipalities in

which best practices have been disseminated

0 12 7 0 0 0 0 0 0 0 0 7 100% 12 100%

Methodology for Innovative Ideas is

finalized within the first 90 days of

the contract

16

Percent development of

methodology for Innovative

Ideas

0% 100% 100% 100% 40% 0% 0% 60% 0% 60% 100% 0% 0% 0% 0%

At least two sub-component

Innovative Ideas are developed and implemented

17 Number of Innovative ideas developed and implemented

0 3 2 0 0 0 0 0 0 0 0 2 100% 3 100%

Standard Indicators

CARSI Indicators



100

N° Indicator Base

Line

Total

Project

Target

Target

Base

Period

FY

2014

Target

Previous

Year

Acumulated

Q1 Q2 Q3 Q4

Total

Acumulated

FY

Total

Acumulated

Base Period

Total to

Achieve

Base

Period

% to

Achieve

Base

Period

Total to

Achieve

Project

Target

% to

Achieve

Project

Target

Number of municipalities with Municipal Crime Prevention

Committees (MPCs)**

0 55 33 23 0 0 13 0 10 23 23 10 30% 32 58%

Number of Civil Society

Organizations (CSOs) receiving USG assistance engaged in

advocacy interventions

0 1 1 0 0 0 0 1 0 1 1 0 0% 0 0%

Number of vulnerable people

benefitting from USG-supported

social services

0 50,000 37,500 10,000 0 0 0 0 5,149 5,149 5,149 32,351 86% 44,851 90%

Number of USG-assisted

organizations and/or service

delivery systems strengthened

who serve vulnerable

populations.

0 175 146 87 0 0 0 0 54 54 54 92 63% 121 69%

PFG Indicators

Incidence of Selected Violent

Crimes Reported in Key

Municipalities

3,155 TBD TBD TBD 0 0 0 0 0 0 0

USAID Indicators

Local Organizational Capacity

Assessment Score 44.7% 75% 75% TBD 0 0% 0% 0% 0% 0% 0% 30.3% 30.3% 30.3% 30.3%

Number of Goverment Officials

undergoing USG assisted

security sector governance training.

0 215 191 119 0 110 145 0 0 145 145 46 24% 70 33%

Annex 3 – Grants Activity Report

CRIME AND VIOLENCE PREVENTION PROGRAM (CVPP)

GRANTS ACTIVITY REPORT

09/30/2014

GRANT

NUMBER

PROPOSAL

DESCRIPTION MUNICIPALITY DEPARTMENT

DATE

SENT

TO

USAID

STATUS

DATE

APPROVED

BY USAID

PROPOSAL

AMOUNT

AMOUNT

APPROVED TO

DATE

CVPP-0001 Red de Centros de

Alcance Nacional Nacional

21-Mar-

14 APPROVED BY

USAID 7-Apr-14 $ 99,973.30 $ 99,973.30

CVPP-0002 CDA San Romero Tecoluca San Vicente 14-Apr-

14 APPROVED BY

USAID 2-May-14 $ 24,000.00 $ 24,000.00

CVPP-0003 CDA Comunidad

Nueva Tehuacán Tecoluca San Vicente

13-

May-14 APPROVED BY

USAID 27-May-14 $ 24,000.00 $ 24,000.00

CVPP-0004 CDA Cantón La

Esperanza Tecoluca San Vicente

13-

May-14 APPROVED BY

USAID 21-May-14 $ 24,000.00 $ 24,000.00

CVPP-0005 CDA Cantón San

Nicolás Lempa Tecoluca San Vicente

13-

May-14 APPROVED BY

USAID 21-May-14 $ 24,000.00 $ 24,000.00

CVPP-0006 CDA Colonia Fátima Cojutepeque Cuscatlán 13-

May-14 APPROVED BY

USAID 21-May-14 $ 24,000.00 $ 24,000.00

CVPP-0007 CDA Cantón Cujuapa Cojutepeque Cuscatlán 14-

May-14 APPROVED BY

USAID 12-Jun-14 $ 24,000.00 $ 24,000.00

CVPP-0008 CDA Cantón Jiñuco Cojutepeque Cuscatlán 16-

May-14 APPROVED BY

USAID 21-May-14 $ 24,000.00 $ 24,000.00

CVPP-0009 CDA Reparto Las

Alamedas Cojutepeque Cuscatlán

16-

May-14 APPROVED BY

USAID 22-May-14 $ 24,000.00 $ 24,000.00

CVPP-0010 CDA Las Pavas Cojutepeque Cuscatlán 16-

May-14 APPROVED BY

USAID 22-May-14 $ 24,000.00 $ 24,000.00

CVPP-0011 CDA San Antonio II Cojutepeque Cuscatlán 23-

May-14 APPROVED BY

USAID 2-Jun-14 $ 24,000.00 $ 24,000.00

CVPP-0012 CDA Vista Al Lago Cojutepeque Cuscatlán 23-

May-14 APPROVED BY

USAID 2-Jun-14 $ 24,000.00 $ 24,000.00

CVPP-0013 CDA Com. El Milagro Tecoluca San Vicente 23-

May-14 APPROVED BY

USAID 2-Jun-14 $ 24,000.00 $ 24,000.00

CVPP-0014 CDA Com. San

Cristóbal Tecoluca San Vicente

23-

May-14 APPROVED BY

USAID 2-Jun-14 $ 24,000.00 $ 24,000.00

CVPP-0015 CDA Com. Brisas del

Cañaveral San Vicente San Vicente

30-Jun-

14 APPROVED BY

USAID 10-Jul-14 $ 24,000.00 $ 24,000.00



103

CVPP-0016 CDA Jiboa San Vicente San Vicente 30-Jun-

14 APPROVED BY

USAID 10-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0017 CDA Santa Elena San Vicente San Vicente 30-Jun-

14 APPROVED BY

USAID 10-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0018 CDA Achichilco San Vicente San Vicente 30-Jun-

14 APPROVED BY

USAID 10-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0019 CDA Navarra San Vicente San Vicente 30-Jun-

14 APPROVED BY

USAID 10-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0020 CDA San Antonio

Caminos San Vicente San Vicente

30-Jun-

14 APPROVED BY

USAID 11-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0021 CDA Brisas del Jiboa San Vicente San Vicente 30-Jun-

14 APPROVED BY

USAID 11-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0022 CDA Los Llanitos Ilobasco Cabañas 11-Jul-

14 APPROVED BY

USAID 29-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0023 CDA Azacualpa Ilobasco Cabañas 11-Jul-

14 APPROVED BY

USAID 29-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0024 CDA Milan Ilobasco Cabañas 11-Jul-

14 APPROVED BY

USAID 29-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0025 CDA Miranda Ilobasco Cabañas 11-Jul-

14 APPROVED BY

USAID 29-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0026 CDA Las Huertas Ilobasco Cabañas 11-Jul-

14 APPROVED BY

USAID 29-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0027 CDA Agua Zarca Ilobasco Cabañas 11-Jul-

14 APPROVED BY

USAID 29-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0028 CDA Alcaine Ilobasco Cabañas 11-Jul-

14 APPROVED BY

USAID 29-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0029 CDA Conchagua

Centro Conchagua La Unión

11-Jul-

14 APPROVED BY

USAID 31-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0030 CDA Las Tunas Conchagua La Unión 11-Jul-

14 APPROVED BY

USAID 31-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0031 CDA Huisquil Conchagua La Unión 11-Jul-

14 APPROVED BY

USAID 31-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0032 CDA La Metaza Conchagua La Unión 11-Jul-

14 APPROVED BY

USAID 31-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0033 CDA El Farito Conchagua La Unión 11-Jul-

14 APPROVED BY

USAID 31-Jul-14

$ 24,000.00 $ 24,000.00

CVPP-0034 CDA El Pilón Conchagua La Unión 11-Jul-

14 APPROVED BY

USAID 1-Aug-14

$ 24,000.00 $ 24,000.00



104

CVPP-0035

Estrategia de

Comunicación de la

Marca de Identidad

Municipal de

Prevención de la

Violencia

Acajutla Sonsonate 15-Jul-

14 APPROVED BY

USAID 14-Aug-14 $ 3,500.00 $ 3,500.00

CVPP-0036

Estrategia de

Comunicación de la

Marca de Identidad

Municipal de

Prevención de la

Violencia

San Antonio del

Monte Sonsonate

15-Jul-

14 APPROVED BY

USAID 14-Aug-14

$ 3,500.00

$ 3,500.00

CVPP-0037

Estrategia de

Comunicación de la

Marca de Identidad

Municipal de

Prevención de la

Violencia

Quezaltepeque La Libertad 15-Jul-

14 APPROVED BY

USAID 14-Aug-14 $ 3,500.00 $ 3,500.00

CVPP-0038

Estrategia de

Comunicación de la

Marca de Identidad

Municipal de

Prevención de la

Violencia

Nejapa San Salvador 15-Jul-

14 APPROVED BY

USAID 14-Aug-14 $ 3,500.00 $ 3,500.00

CVPP-0039

Estrategia de

Comunicación de la

Marca de Identidad

Municipal de

Prevención de la

Violencia

Panchimalco San Salvador 15-Jul-

14 APPROVED BY

USAID 14-Aug-14 $ 3,500.00 $ 3,500.00

CVPP-0040

Estrategia de

Comunicación de la

Marca de Identidad

Municipal de

Prevención de la

Violencia

Soyapango San Salvador 15-Jul-

14 APPROVED BY

USAID 14-Aug-14 $ 3,500.00 $ 3,500.00

CVPP-0041

Estrategia de

Comunicación de la

Marca de Identidad

Municipal de

Cojutepeque Cuscatlán 15-Jul-

14 APPROVED BY

USAID 14-Aug-14 $ 3,500.00 $ 3,500.00



105

Prevención de la

Violencia

CVPP-0042

Estrategia de

Comunicación de la

Marca de Identidad

Municipal de

Prevención de la

Violencia

Ilobasco Cabañas 15-Jul-

14 APPROVED BY

USAID 14-Aug-14 $ 3,500.00 $ 3,500.00

CVPP-0043

Estrategia de

Comunicación de la

Marca de Identidad

Municipal de

Prevención de la

Violencia

San Vicente San Vicente 15-Jul-

14 APPROVED BY

USAID 14-Aug-14 $ 3,500.00 $ 3,500.00

CVPP-0044

Estrategia de

Comunicación de la

Marca de Identidad

Municipal de

Prevención de la

Violencia

Tecoluca San Vicente 15-Jul-

14 APPROVED BY

USAID 14-Aug-14 $ 3,500.00 $ 3,500.00

CVPP-0045

Estrategia de

Comunicación de la

Marca de Identidad

Municipal de

Prevención de la

Violencia

Usulután Usulután 15-Jul-

14 APPROVED BY

USAID 14-Aug-14 $ 3,500.00 $ 3,500.00

CVPP-0046

Estrategia de

Comunicación de la

Marca de Identidad

Municipal de

Prevención de la

Violencia

Conchagua La Unión 15-Jul-

14 APPROVED BY

USAID 14-Aug-14 $ 3,500.00 $ 3,500.00

CVPP-0047

Estrategia de

Comunicación de la

Marca de Identidad

Municipal de

Prevención de la

Violencia

La Unión La Unión 15-Jul-

14 APPROVED BY

USAID 14-Aug-14 $ 3,500.00 $ 3,500.00



106

CVPP-0048 CDA Altamira Usulután Usulután 25-Jul-

14 APPROVED BY

USAID 1-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0049 CDA La Poza Usulután Usulután 25-Jul-

14 APPROVED BY

USAID 1-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0050 CDA La Presa Usulután Usulután 25-Jul-

14 APPROVED BY

USAID 1-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0051 CDA El Calvario Usulután Usulután 25-Jul-

14 APPROVED BY

USAID 1-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0052 CDA Córdova Usulután Usulután 25-Jul-

14 APPROVED BY

USAID 1-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0053 CDA San Juan Bosco, Usulután Usulután 25-Jul-

14 APPROVED BY

USAID 1-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0054 CDA Puerto Parada Usulután Usulután 25-Jul-

14 APPROVED BY

USAID 1-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0055 CDA Jardines de La

Nueva Acajutla Sonsonate

30-Jul-

14 APPROVED BY

USAID 31-Jul-14 $ 24,000.00 $ 24,000.00

CVPP-0056 CDA Acaxual Acajutla Sonsonate 30-Jul-

14 APPROVED BY

USAID 1-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0057 CDA Balastrera Acajutla Sonsonate 30-Jul-

14 APPROVED BY

USAID 1-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0058 CDA San Julian Acajutla Sonsonate 30-Jul-

14 APPROVED BY

USAID 1-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0059 CDA Las Atarrayas Acajutla Sonsonate 30-Jul-

14 APPROVED BY

USAID 1-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0060 CDA Jardines del

Mirador

San Antonio del

Monte Sonsonate

1-Aug-

14 APPROVED BY

USAID 20-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0061 CDA Santa Lucía Quezaltepeque La Libertad 12-Aug-

14 APPROVED BY

USAID 20-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0062 CDA Estanzuelas Quezaltepeque La Libertad 12-Aug-

14 APPROVED BY

USAID 20-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0063 CDA Santa Rosa Quezaltepeque La Libertad 12-Aug-

14 APPROVED BY

USAID 20-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0064 CDA Primavera Quezaltepeque La Libertad 12-Aug-

14 APPROVED BY

USAID 20-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0065 CDA Torres Quezaltepeque La Libertad 12-Aug-

14 APPROVED BY

USAID 20-Aug-14 $ 24,000.00 $ 24,000.00

CVPP-0066 CDA Las Flores La Unión La Unión 29-Aug-

14 APPROVED BY

USAID 9-Sep-14 $ 24,000.00 $ 24,000.00



107

CVPP-0067 CDA Condadillo La Unión La Unión 29-Aug-

14 APPROVED BY

USAID 9-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0068 CDA El Coyolito La Unión La Unión 29-Aug-

14 APPROVED BY

USAID 9-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0069 CDA La Unión Centro La Unión La Unión 29-Aug-

14 APPROVED BY

USAID 9-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0070 CDA San Carlos La Unión La Unión 29-Aug-

14 APPROVED BY

USAID 9-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0071 CDA La Esperanza La Unión La Unión 29-Aug-

14 APPROVED BY

USAID 9-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0072 CDA Agua Escondida La Unión La Unión 29-Aug-

14 APPROVED BY

USAID 9-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0073 CDA Altos de Monte

Carmelo Soyapango San Salvador

2-Sep-

14 APPROVED BY

USAID 9-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0074 CDA Bosques Del Río Soyapango San Salvador 2-Sep-

14 APPROVED BY

USAID 9-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0075 CDA Guadalupe Soyapango San Salvador 2-Sep-

14 APPROVED BY

USAID 9-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0076 CDA Las Margaritas Soyapango San Salvador 2-Sep-

14 APPROVED BY

USAID 9-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0077 CDA Río Las Cañas Soyapango San Salvador 2-Sep-

14 APPROVED BY

USAID 9-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0078 CDA Jabalí Nejapa San Salvador 4-Sep-

14 APPROVED BY

USAID 11-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0079 CDA Las Mercedes Nejapa San Salvador 4-Sep-

14 APPROVED BY

USAID 11-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0080 CDA Calle Vieja Nejapa San Salvador 4-Sep-

14 APPROVED BY

USAID 11-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0081 CDA Mapilapa Nejapa San Salvador 4-Sep-

14 APPROVED BY

USAID 11-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0082 CDA Quezaltepeque

Centro Quezaltepeque La Libertad

4-Sep-

14 APPROVED BY

USAID 11-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0083 CDA El Barrial Panchimalco San Salvador 19-Sep-

14 APPROVED BY

USAID 23-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0084 CDA Monteliz Panchimalco San Salvador 19-Sep-

14 APPROVED BY

USAID 23-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0085 CDA San José Panchimalco San Salvador 19-Sep-

14 APPROVED BY

USAID 23-Sep-14 $ 24,000.00 $ 24,000.00



108

CVPP-0086 CDA Azacualpa Panchimalco San Salvador 19-Sep-

14 APPROVED BY

USAID 23-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0087 CDA Panchimalco

Centro Panchimalco San Salvador

19-Sep-

14 APPROVED BY

USAID 23-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0088 CDA El Guayabo Panchimalco San Salvador 19-Sep-

14 APPROVED BY

USAID 23-Sep-14 $ 24,000.00 $ 24,000.00

CVPP-0089

Capacit. y Desarr. de

Capacid. p/la Prev. de

Violencia en CMPVs,

ADESCOS y Operad.

Municp.

Acajutla Sonsonate 18-Sep-

14 PENDING PENDING $ 5,018.00 PENDING

CVPP-0090



Violencia en CMPVs,

ADESCOS y Operad.

Municp.

Cojutepeque Cuscatlán 18-Sep-


CVPP-0091



Violencia en CMPVs,

ADESCOS y Operad.

Municp.

Conchagua La Unión 18-Sep-


CVPP-0092



Violencia en CMPVs,

ADESCOS y Operad.

Municp.

Ilobasco Cabañas 18-Sep-


CVPP-0093



Violencia en CMPVs,

ADESCOS y Operad.

Municp.

La Unión La Unión 18-Sep-


CVPP-0094



Violencia en CMPVs,

ADESCOS y Operad.

Municp.

Nejapa San Salvador 18-Sep-


CVPP-0095



Violencia en CMPVs,

Panchimalco San Salvador 18-Sep-




109

ADESCOS y Operad.

Municp.

CVPP-0096



Violencia en CMPVs,

ADESCOS y Operad.

Municp.

Quezaltepeque La Libertad 18-Sep-


CVPP-0097



Violencia en CMPVs,

ADESCOS y Operad.

Municp.

San Antonio del

Monte Sonsonate

18-Sep-


CVPP-0098



Violencia en CMPVs,

ADESCOS y Operad.

Municp.

San Vicente San Vicente 18-Sep-


CVPP-0099



Violencia en CMPVs,

ADESCOS y Operad.

Municp.

Soyapango San Salvador 18-Sep-


CVPP-0100



Violencia en CMPVs,

ADESCOS y Operad.

Municp.

Tecoluca San Vicente 18-Sep-


CVPP-0101



Violencia en CMPVs,

ADESCOS y Operad.

Municp.

Usulután Usulután 18-Sep-


CVPP-0102 CDA Huisquil - Belén Conchagua La Unión 26-Sep-


TOTAL $ 2.010,707.30 $ 1.921,473.30

Annex 4 – Component 1 Draft: Work to Update

National Policy for Justice, Public



111

POLÍTICA DE JUSTICIA, SEGURIDAD PÚBLICA Y CONVIVENCIA ESTRATEGIAS DEL EJE DE PREVENCIÓN DE LA VIOLENCIA Y LA DELINCUENCIA

(BORRADOR) El objetivo de este documento es ofrecer un listado de acciones de prevención de la violencia recomendadas por diferentes entidades y que recogen la experiencia y los conocimientos de diversos sectores del país y de la región. Este listado de acciones puede ser un insumo importante para la formulación de un PLAN NACIONAL DE PREVENCIÓN DE LA VIOLENCIA y puede contribuir también a la formulación del SISTEMA NACIONAL DE SEGURIDAD CIUDADANA. Para su elaboración, se identificaron fuentes bibliográficas claves que aparecen referidas al final y se tomaron como hilo conductor las estrategias propuestas en la actualización de la Política de Justicia, Seguridad Pública y Convivencia, que el GOES se proyecta utilizar como instrumento de trabajo en materia de seguridad ciudadana y prevención de violencia para los próximos cinco años de gobierno.

ACTIVIDADES PROPUESTAS DENTRO DE LAS ESTRATEGIAS DE PREVENCIÓN DE LA VIOLENCIA PARA FORMAR PARTE DEL PLAN NACIONAL DE PREVENCIÓN DE LA VIOLENCIA.

Estrategia 1: Creación del Sistema Nacional de Prevención de la Violencia y Delincuencia. Estrategia 2: Territorialidad de la gestión de la prevención de manera integral y articulada. Coordinación central-local para el funcionamiento de los Comités Municipales de Prevención de la Violencia, liderados por los alcaldes y alcaldesas. Estrategia 3: Promover participación de la comunidad en los procesos de intervención local y nacional en las políticas de prevención de la violencia y delincuencia. Estrategia 4: Reducir factores de riesgo, en especial, la tenencia y la portación de armas de fuego y el consumo abusivo de alcohol y otras drogas. Estrategia 5: Diseñar, en coordinación con las autoridades competentes, las estrategias de prevención de la violencia y delincuencia para niños, niñas, adolescentes y jóvenes. Estrategia 6: Diseñar e institucionalizar estrategias de prevención de violencia de género y de la violencia intrafamiliar. Estrategia 7: Promover valores positivos y una cultura de paz que contribuya a disminuir la violencia social, las condiciones y prácticas que las sustentan incrementando progresivamente el respeto, la convivencia y la tolerancia entre la población.



112

ESTRATEGIA 1: Creación del Sistema Nacional de Prevención de la Violencia y la Delincuencia.

1.1. Contribuir a la creación del Sistema Nacional de Seguridad Ciudadana, mediante la propuesta de un (Sub) Sistema Nacional de Prevención de la Violencia, que forme parte de aquél y que articule los esfuerzos específicos que se realicen en materia de prevención, especialmente en los niveles primario y secundario. 1.2. Incluir en el Proyecto Presupuestario 2014-2015 la asignación de mayores recursos para la prevención de la violencia. Elaborar una Propuesta de Incremento y Refuerzo presupuestario. 1.3. Crear un Sistema de Información sobre Prevención de la Violencia unificado, moderno e independiente, que genere informes objetivos, oportunos y confiables, y asegurar que la ciudadanía tenga acceso oportuno a dicha información. Como parte de este Sistema, impulsar una red de Observatorios de Prevención de la Violencia en los 50 municipios más violentos del país; y generar información especializada a través de un Observatorio Nacional de la Violencia de Género. 1.4. Establecer el procedimiento mediante el cual se pondrán a disposición de la ciudadanía Informes de Resultados de Prevención de la Violencia (mecanismo de Rendición de Cuentas). 1.5. Crear capacidades para la gestión de la prevención a fin de fortalecer la capacidad del Estado en este campo; se debe promover el liderazgo gubernamental para la coordinación de una Mesa de Cooperantes interesados en la prevención de la violencia. 1.6. Realizar estudios para cuantificar el impacto sobre las tasas de criminalidad a nivel nacional y para medir el coso-efectividad de los programas de prevención de la violencia. 1.7. Desarrollar las capacidades institucionales a través de estrategias de sensibilización, educativas y de capacitación, mediante un plan maestro de formación y actualización profesional en prevención de la violencia, para fortalecer las capacidades en esta materia, dirigido de forma especial a los servidores públicos, a nivel local y nacional. 1.8. Establecer alianzas con el sector académico y de investigación social, a fin de desarrollar instrumentos para medir los factores de riesgo según poblaciones meta, así como para introducir en los pensum el tema de la violencia y la prevención de ésta. 1.9. Poner en marcha una Estrategia de Comunicación que promueva la prevención de la violencia en y desde las entidades estatales, a través de redes que permitan la difusión, interacción y vinculación interinstitucional.



113

ESTRATEGIA 2: Territorialidad del a Gestión de la Prevención: Alcaldías y Comités Municipales de Prevención de la Violencia.

2.1. Generales Dotar a las municipalidades de mayor autonomía y recursos para abordar con eficacia y eficiencia la prevención de la violencia al nivel local. Incorporar la variable territorial en la planificación y en la asignación de recursos humanos y materiales de todas las instituciones del Sistema, haciendo uso de estudios estadísticos de incidencia criminal y por consiguiente de la carga de trabajo de los diferentes municipios. Garantizar una efectiva coordinación entre la PNC y los Gobiernos Locales en el trabajo preventivo. 2.2. Nivel primario Elaborar y difundir instrumentos conceptuales, programáticos y formativos que orienten la construcción de políticas, planes, programas y proyectos a nivel nacional y local. Construir y recuperar espacios públicos a nivel municipal y con visión territorial, como medio para promover la convivencia pacífica. 2.3. Nivel secundario Crear y poner en funcionamiento redes municipales y comunitarias preventivas para la atención y el cuido de niños, niñas y adolescentes para impedir que integren pandillas o inicien alguna actividad delictiva. Facilitar el acceso a los servicios de medidas alternas a los jóvenes en conflicto con la ley a nivel de municipios. 2.4. Nivel terciario Promover la organización comunitaria en los municipios para la prevención de la violencia de nivel terciario. Elaborar y desarrollar planes locales para la prevención de la violencia de nivel terciario, en comunidades y territorios con altos índices de criminalidad y violencia. Desarrollar modelos para la inserción social de jóvenes en conflicto con la ley a nivel local. Crear y fortalecer modelos de acompañamiento post-penitenciario para jóvenes que hayan estado en conflicto con la ley.



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ESTRATEGIA 3: Participación de la comunidad

3.1. Fortalecer la participación ciudadana en las estrategias de prevención de la violencia en la perspectiva de creación de ciudadanía y cohesión social, considerando las particularidades de género. 3.2. Crear, rescatar y dignificar los espacios públicos que fomenten la cohesión social comunitaria y la participación a nivel local.

ESTRATEIGA 4: Reducir Factores de Riesgo en especial relativos a Armas y Drogas

4.1. Nivel Primario Activar campañas de información y concientización sobre los riesgos y repercusiones de la tenencia, la portación y el uso de armas blancas y de fuego, así como sobre la eliminación y el control de juguetes bélicos, juegos interactivos y otros que promueven la violencia. Fortalecer la normativa y la regulación de la comercialización y portación de armas de fuego, municiones y explosivos. Fomentar la creación y recuperación de espacios públicos que promuevan el desarrollo de capacidades físicas, culturales y de recreación, como alternativas para la prevención del consumo de drogas. 4.2. Nivel Secundario Impulsar modelos de denuncia sobre el tráfico y la transferencia ilícita de armas de fuego en zonas previamente identificadas como de alta circulación o tráfico de armas. Desarrollar programas para la reinserción social y laboral, así como para emprendedurismo, dirigido a personas que han estado afectadas por problemas de adicciones, a través de estrategias público-privadas. 4.3. Nivel Terciario Promover iniciativas intersectoriales para la incautación y destrucción total de armas de fuego vinculadas a la comisión de delitos. Desarrollar modelos de atención para víctimas de violencia con armas de fuego. (Atención a víctimas). Fortalecer y crear centros de rehabilitación integral para las personas con problemas de adicciones, incluyendo la capacitación de su personal para su profesionalización. Desarrollar modelos integrales de atención a familiares de las personas con problemas de adicciones; y brindar capacitación especializada a personal de distintas entidades que intervienen y atienden a personas con problemas de adicciones.



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ESTRATEGIA 5: Diseñar Estrategias de prevención de violencia para Niños, Niñas, Adolescentes y Jóvenes

5.1. Generales Promover el empoderamiento juvenil: participación y asociatividad, fomentar imagen no discriminatoria. Diseñar estrategias de prevención de la participación de adolescentes en la criminalidad, que tomen en cuenta los principales factores de riesgo en la familia, la escuela y la comunidad. Elaborar la Estrategia Nacional de Rehabilitación y Reinserción, para jóvenes en situación de alto riesgo, en cumplimiento de penas y para jóvenes que abandonen las pandillas de manera voluntaria. 5.2. Nivel primario Promover espacios de interacción y de convivencia que refuercen las relaciones inter-generacionales en los diferentes ambientes en que se desarrollan. Fortalecer medidas específicas para la protección de los derechos de los niños/as que nacen en sistemas penitenciarios y que quedan en situación de desprotección por muerte o ausencia de sus progenitores. Desarrollar programas integrales para la prevención de embarazos tempranos en niñas y adolescentes y medidas de protección contra enfermedades de transmisión sexual. 5.3. Nivel secundario Promover alternativas que eviten el involucramiento de niños, niñas, adolescentes y jóvenes en situación de riesgo en agrupaciones y organizaciones que promueven acciones violentas o delictivas. 5.4. Nivel terciario Crear y fortalecer mecanismos para la interrupción y abandono de la violencia entre adolescentes y jóvenes asociados, de manera directa o indirecta, a maras y pandillas. Impulsar las medidas alternativas a la cárcel para jóvenes en cumplimiento de penas. Contribuir a la generación de insumos para la revisión de la normativa penal en cuanto a la imposición de penas, plazos procesales y uso de medidas alternativas a la prisión. Desarrollar campañas educativas dirigidas a las familias de víctimas y victimarios para concientizar acerca del beneficio de las medidas alternativas (justicia restaurativa). Facilitar la asesoría jurídica especializada para víctimas. Desarrollar programas integrales para apoyar a las familias de los privados de libertad.



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Promover alianzas público-privadas para apoyar programas laborales y de reinserción laboral, incluyendo emprendedurismo para jóvenes privados o ex privados de libertad.

ESTRATEGIA 6: Estrategias de prevención de violencia de género y de violencia intrafamiliar

6.1. Generales Incorporar la violencia de género y en especial la VIF dentro de los planes, proyectos y programas de seguridad ciudadana Acompañar a las familias y los hogares para el rescate de los valores, mejora de la comunicación, resolución pacífica de conflictos, convivencia familiar y comunitaria. 6.2. Nivel primario Desarrollar experiencias e iniciativas de prevención integral de la violencia contra las mujeres, la trata y el feminicidio. Promoción de una cultura promotora de relaciones intrafamiliares y domésticas libres de violencia de género, incluyendo la construcción de nuevas masculinidades. 6.3. Nivel secundario: Mejorar los mecanismos y servicios de atención y protección para las mujeres en situación de riesgo o víctimas de la violencia, la trata y el feminicidio, considerando el ciclo de vida y las características culturales, así como condiciones de la criminalidad. Acompañar y apoyar de manera integral a las familias en riesgo para la prevención de la violencia intrafamiliar y doméstica, fortaleciendo el rescate de valores, la comunicación, la equidad y la igualdad. 6.4. Nivel Terciario: Desarrollar programas integrales para mujeres privadas de libertad y en conflicto con la ley, así como sus hijos y dependientes. Desarrollar capacidades institucionales para atender a las personas víctimas de violencia de género, intrafamiliar y doméstica, en el marco de las dinámicas de las maras y pandillas.



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ESTRATEGIA 7: Promoción de valores para la convivencia

7.1. Promover mecanismos de resolución alterna de conflictos para aquellos casos que no llegan a ser delitos ni faltas penales. 7.2. Desarrollar una cultura de paz y convivencia pacífica que impulse la resolución pacífica de los conflictos, el respeto por las normas de convivencia, la eliminación de la permisividad de la violencia.

FUENTES CONSULTADAS

Política de Justicia, Seguridad Pública y Convivencia (2010 y Líneas de Prevención actualizadas 2014, GOES).

Marco Estratégico para la Prevención de la Violencia (SICA, 2014).

Seguridad y paz: un reto de país (Comisión Nacional para la Seguridad Ciudadana y Paz Social, 2007).

El Salvador: Estudio Institucional y sobre el Gasto Público en Seguridad y Justicia (Banco Mundial, 2012).

AUTOR

VICEMINISTERIO DE JUSTICIA Y SEGURIDAD PÚBLICA a través de PRE-PAZ, con la asistencia técnica del Proyecto de USAID: Prevención del Crimen y la Violencia y el PNUD. San Salvador, Julio de 2014.



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Annex 5 – CVPP-ALMAPAC Memorandum

of Understanding



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Documents

USAID: El Salvador Crime and Violence Prevention Project