QUARTERLY PROGRESS REPORT COMMUNITY ROOTS …
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1 QUARTERLY PROGRESS REPORT COMMUNITY ROOTS PROJECT FY18 Quarter 3 April 1- June 30, 2018 Awardee Name: World Vision, Inc. Country: Guatemala Award Name: Community Roots Award Number: AID-520-A-17-00001 Award Start Date: Dec 15, 2016 Award End Date: Dec 14, 2021 Report Submission Date: July 31, 2018
Transcript of QUARTERLY PROGRESS REPORT COMMUNITY ROOTS …
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QUARTERLY PROGRESS REPORT
COMMUNITY ROOTS PROJECT
FY18 Quarter 3
April 1- June 30, 2018
Awardee Name: World Vision, Inc. Country: Guatemala
Award Name: Community Roots Award Number: AID-520-A-17-00001
Award Start Date: Dec 15, 2016 Award End Date: Dec 14, 2021
Report Submission Date: July 31, 2018
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Contents
Acronyms .................................................................................................................................................................................................. 3
Executive Summary................................................................................................................................................................................. 5
Resumen Ejecutivo .................................................................................................................................................................................. 7
Introduction .............................................................................................................................................................................................. 9
Key Accomplishments ........................................................................................................................................................................... 9
Objective 1: Support 80 community-based commissions to promote integrated violence and migration prevention
initiatives in targeted areas ................................................................................................................................................................... 9
Objective 2: Strengthen and Mobilize municipal and national stakeholders and resources to develop and implement
municipal-level violence and migration prevention plans through a multi-stakeholder, inter-institutional process ... 16
Objective 3: Promote the involvement of the private sector (local, national, and/or international) in violence and
migration prevention in target municipalities and communities ............................................................................................... 19
Objective 4: Support Secondary Violence Prevention projects in close coordination with municipal and local
authorities ............................................................................................................................................................................................... 23
Challenges ............................................................................................................................................................................................... 24
Learning ................................................................................................................................................................................................... 24
Project Management and Administration........................................................................................................................................ 24
Progress in Project Communications .............................................................................................................................................. 27
Monitoring Evaluation and Learning (MEL) Activities .................................................................................................................. 31
Gender and Inclusion Activities......................................................................................................................................................... 32
Coordination and Collaboration Efforts ......................................................................................................................................... 34
Security Challenges ............................................................................................................................................................................... 34
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Acronyms
ADAPT Analysis, Design and Planning
AGEXPORT Asociación Guatemalteca de Exportadores – Guatemalan Exporters Association
AMPN Agentes Municipales de Protección a la Niñez – Municipal Agents for Child
Protection
ANAM
CAMAGRO
Asociación Nacional de Municipalidades de la República de Guatemala – National
Association of Municipalities
Cámara del Agro de Guatemala – Guatemalan Chamber of Agriculture
CentraRSE Centro para la Acción de la Responsabilidad Social Empresarial en Guatemala –
Business Social Responsibility Action Center of Guatemala
CIG Cámara de Industria de Guatemala – Guatemalan Chamber of Industry
CIPRODENI
CMPV
Coordinadora Institucional de Promoción por los Derechos del Niño – Institutional
Coordinator for the Promotion of Children’s Rights.
Comisión Municipal de Prevención de la Violencia – Violence Prevention
Municipal Commission
COCODE Consejo Comunitario de Desarrollo – Community Development Council
COCOPRE Comisión Comunitario de Prevención-Community (Violence) Prevention
Commission
CODEDE Consejo Departamental de Desarrollo Urbano y Rural – Departmental Urban
and Rural Development Council
CODEMU Comisión Departamental de la Mujer - Departmental Commission for Women
COMUDE Consejo Municipal de Desarrollo – Municipal Development Council
COMUPRE Comisión Municipal de Prevención - Municipal Prevention Commission
COP Chief of Party
CPN Comisión Protectora del Niño – Child Protection Commission
CRP Community Roots Project
CRS Corporate Social Responsibility
DMP Dirección Municipal de Planificación Directorate of Municipal Planning
DAP Development Assets Profile
DFID
FENACOAC
United Kingdom Department for International Development
Federación Nacional de Cooperativas de Ahorro y Crédito – National
Federation of Credit and Savings Cooperatives
FLII Foro Latinoamericano para el Impacto de la Inversión – Latin American Forum
for Investment Impact
FUNDESA Fundación para el Desarrollo de Guatemala – Foundation for the Development
of Guatemala
FY Fiscal Year
GoG Government of Guatemala
GRETEXPA
INTECAP
Gremial de Transporte Extraurbano de Pasajeros – Extraurban Passenger
Instituto Técnico de Capacitación y Productividad – Technical Institute for
Training and Productivity
MCD Ministerio de Cultura y Deportes – Ministry of Culture and Sports
MEL Monitoring, Evaluation, and Learning
MINEDUC Ministerio de Educación – Ministry of Education
MINITRAB Ministerio de Trabajo – Ministry of Labor
MoG Ministerio de Gobernación – Ministry of Government
MSPAS Ministerio de Salud Pública y Asistencia Social – Ministry of Public Health and
Social Assistance
MOU Memorandum of Understanding
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OMPINA Oficina Municipal de Protección Integral a la Niñez y Adolescencia – Municipal
Office for the Protection of Children and Adolescents
OSAR Observatorio en Salud Reproductiva – Reproductive Health Observatory
PCV Prevención Comunitaria de la Violencia – Community Violence Prevention
PIB Producto Interno Bruto – Gross Domestic Product
PM Policía Municipal – Municipal Police
PMT Policía Municipal de Tránsito – Municipal Traffic Police
PN Protección de la Niñez – Child Protection
PNC Policía Nacional Civil – National Civilian Police
REDMUCH Red de Mujeres de Chiquimula – Chiquimula Women´s Network
RMPN Red Municipal de Protección a la Niñez – Municipal Child Protection Network
RTI Research Triangle International
SBS Secretaría de Bienestar Social de la Presidencia –Social Welfare Presidential
Secretariat
SCR Responsabilidad Social Empresarial - Social Corporate Responsibility
SEPREM Secretaría Presidencial de la Mujer – Presidential Secretariat for Women
SICA Secretaría de Integración Centroamericana – Secretariat of Central American
Integration
SGI Sistema Global de Información – Global Information System
TDR Terms of Reference – Terminos de Referencia
UACs Unaccompanied Children
UGP Unidad de Gestión de Proyectos – Project Management Unit
UMG Urban Municipal Governance
UNDP United Nations Development Program
UNFPA
UNHCR
Fondo de Población de las Naciones Unidas – United Nations Population Fund
United Nations High Commissioner for Refugees
UPCV Unidad para la Prevención Comunitaria de la Violencia – Community Violence
Prevention Unit
USAID United States Agency for International Development
USG United States Government
VMPC Violence and Migration Prevention Commissions
VPP Violence Prevention Project
WHIP Western Highlands Integrated Program
WV World Vision
YSET Youth Service Eligibility Tool
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Executive Summary
This quarterly report highlights the accomplishments of the Community Roots Project for Fiscal Year
2018 Quarter 3 (FY18 Q3), the period from April 1, 2018 - June 30, 2018.
Geographic Focus
Community Roots has updated the geographic focus of the
project. The project is working in four
Departments: Chiquimula, San Marcos, Quetzaltenango,
and Huehuetenango. Within these Departments, the
project is working in 20 municipalities and 80 communities.
The project previously planned to also work in three
municipalities in three Departments that border on
Chiquimula (San Luis Jilotepeque in Jalapa; Agua Blanca in
Jutiapa and La Unión in Zacapa), but had not yet initiated
activities in these sites. The project has decided not to
work in these three additional Departments, and to instead
focus staff time and project resources in the sites where
project work has already begun. The table shows the
updated list of Departments and Municipalities where the
project is working.
COCOPRE Formation and Training
In FY18, the project is working with the PNC to form and
train COCOPREs in the methodology for identifying
community needs and developing Violence and Migration
Prevention Plans. This will lead to the establishment of
such plans. Many of the activities in the plans will be
carried out through sub-grants. The plans will inform the
development of terms of reference for community
interventions to be provided by grant implementers. By
the end of FY18 Q3, 77 COCOPREs had been organized:
24 in Huehuetenango, 23 in San Marcos-Quetzaltenango and 30 in Chiquimula. During FY18 Q3, 30
COCOPREs in Chiquimula were trained in the four modules that make up ADAPT+: Citizen
Participation, Citizen Security, Violence Prevention, and Participatory Planning. ADAPT+ includes a
community mapping process. The project used a tablet and GPS system to facilitate this. During the
mapping, community members participate in a march through their community and identify Community
Assets, Social Assets, and Risk areas in their community. As they marched, they could enter a label for
an area in the tablet. Afterwards, the GPS referencing system generates a map of these areas. This
will help the community to monitor the development of protective factors that decrease risks and
increase community and social assets.
Activities at the Municipal Level
Eight (8) COMUPREs have been organized in Chiquimula. Three COMUPREs, those in Chiquimula, San
Juan Ermita and San Jacinto, have been trained. The Training activities involved the application of the
ADAPT+ modules. The project is preparing to conduct a barrier analysis in these municipalities, which
will inform messaging and communications strategies. The project is establishing referral and service
Community Roots Project
Intervention Areas DEPARTMENT MUNICIPALITY CHIQUIMULA Chiquimula
Jocotán Esquipulas Olopa Quezaltepeque San José La Arada San Juan Ermita San Jacinto
SAN MARCOS San Marcos
Malacatán San Pedro
Sacatepéquez San Pablo Tacaná
QUETZALTENANGO Coatepeque
Colomba HUEHUETENANGO La Democracia
Aguacatán Cuilco La Libertad Chiantla
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networks in the municipalities. The project has held meetings with faith-based communities who will be
part of these networks.
Police and community engagement
The Community Roots Project is working closely with the National Civil Police (PNC). The Community
Roots model for training COCOPREs is a particpatory approach that combines content from World
Vision, the PNC, and the UPCV into an integrated training plan. The PNC played an active role in
desiging this training. The PNC has supported the process of organizing COCOPREs and leads the
training process, with support from the Community Roots Project.
Private Sector Engagement
In FY18 Q3, the Community Roots Project completed the business mapping for the project target areas.
Program staff made several field trips in which they were able to obtain data from the 398 businesses in
Malacatán, San Marcos and Coatequepe, Quezaltenango. The project has met with the Economic
Commission representatives from the municipal capitals of Colomba and Coatepeque in Quezaltenango
and Malacatán in San Marcos to request their involvement in reaching local businesses and to coordinate
activities with them. Community Roots has obtained donations from several companies to contribute to
a variety of project activities such as sports, cultural activities, and courses, that are being carried out in
the project municipalities under MOUs. The project has also obtained donations from Colgate of
60,000 oral hygiene kits, valued at $40,000, and 10,000 teaching material kits, valued at $4,504. These
kits are being distributed to students in schools in Community Roots Project areas through a
collaboration between Community Roots, Colgate, and the PNC.
Grants
The project has signed 12 Memorandums of Understanding (MOUs) for in-kind donations to
Municipalities, which are funded through the subgrants line of the budget. Under these agreements, the
municipalities carry out primary prevention activities. The project has initiated selection processes for
grants for a Barrier Analysis and Youth Assets and Migration Tool Development, and is preparing to
publish Terms of Reference for grants that focus on Gender and Inclusion and a Solicitation for
Information for activities with the private sector.
Baseline
The Project initiated the baseline in February and finished field work in April 2018. A total of 3,392
interviews were carried out as part of the Household Survey. A series of focus groups were conducted
to collect complementary qualitative information. The contractor who conducted the Baseline has
completed data analysis and produced a draft report in June 2018. The project has reviewed the report
and working with the contractor to finalize it. The project plans to share the report with USAID in FY18
Q4.
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Resumen Ejecutivo
Este informe trimestral del período comprendido del 1 de abril al 30 de junio del año fiscal 2018 (AF18
T3), habla sobre los logros del Proyecto Raíces Comunitarias.
Enfoque geográfico
Raíces Comunitarias modificó la
cobertura geográfica propuesta
originalmente. Se sigue trabajando
en los cuatro departamentos de
Chiquimula, San Marcos,
Quetzaltenango y Huehuetenango
en 20 municipios y 80 comunidades.
En el Plan Anual se planteó ampliar
el trabajo a tres municipios
limítrofes al departamento de
Chiquimula, siendo estos, San Luis
Jilotepeque en Jalapa; Agua Blanca
en Jutiapa y La Unión en Zacapa, sin
embargo después de analizar el
contexto, impacto, recursos y
expectativas, de decidió no
intervenir en estos tres municipios
adicionales. La tabla muestra la
cobertura geográfica actual del
Proyecto.
Conformación y capacitación
de COCOPREs
El proyecto está trabajando en forma conjunta con la PCN en la organización y capacitación de
COCOPREs, para identificar las necesidades y la elaboración e implementación de los planes
comunitarios de prevención de la violencia y migración irregular. Muchas de las actividades en los planes
se llevarán a cabo a través de subvenciones. Estos también priorizarán las necesidades y soluciones que
servirán para la selección de los implementadores de servicios. A finales del tercer trimestre, se habían
organizado 77 COCOPREs: 24 en Huehuetenango, 23 en San Marcos-Quetzaltenango y 30 en
Chiquimula. Durante el trimestre, se capacitaron 30 COCOPREs en Chiquimula en los cuatro módulos
que conforman ADAPT +: Participación Ciudadana, Seguridad Ciudadana, Prevención de la Violencia y
Planificación Participativa. ADAPT + incluye un proceso de mapeo comunitario. El proyecto utilizó una
tableta y un sistema de GPS para facilitar esto. Durante el mapeo, los miembros de la comunidad
participan en una caminata a través de su comunidad e identifican los activos comunitarios, los activos
sociales y las áreas de riesgo en su comunidad. Mientras realizan la caminata, registran información en un
mapa digital. Esto ayudará a la comunidad a monitorear el desarrollo de factores de protección que
disminuyan los riesgos y aumenten los activos comunitarios y sociales.
Áreas de intervención del Proyecto Raíces
Comunitarias, por departamento DEPARTMENTO MUNICIPALIDAD CHIQUIMULA Chiquimula
Jocotán Esquipulas Olopa Quezaltepeque San José La Arada San Juan Ermita San Jacinto
SAN MARCOS San Marcos Malacatán San Pedro Sacatepéquez San Pablo Tacaná
QUETZALTENANGO Coatepeque
Colomba HUEHUETENANGO La Democracia
Aguacatán Cuilco La Libertad Chiantla
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Actividades al nivel municipal
Ocho (8) COMUPREs se han organizado en el departamento de Chiquimula; de las cuales han sido
capacitadas tres, San Juan Ermita, San Jacinto y la cabecera de Chiquimula. Las actividades de
capacitación involucraron la aplicación de los módulos ADAPT +. El proyecto se está preparando para
realizar un Análisis de Barreras de Comunicación en estos municipios, el cual proporcionará los insumos
para el diseño e implementación de un plan estratégico municipal de comunicación. El proyecto está
estableciendo redes de apoyo y referencia en los municipios, iniciando reuniones con las organizaciones
basadas en la fe para identificar el rol que podrían jugar en dicha red.
Compromiso de la Policía Nacional Civil y de la Comunidad
El modelo de Raíces Comunitarias para la capacitación de COCOPREs, es un enfoque participativo que
combina el contenido de Visión Mundial, la PNC y la UPCV en un plan de capacitación integrado. La
PNC jugó un papel activo en el diseño del modelo de esta capacitación, así como el compromiso de
entrega hacia la comunidad.
Subvenciones
El proyecto ha firmado 12 Memorandos de Entendimiento (MOU) para donaciones en especie a los
municipios que se financian a través de la línea de subvenciones del presupuesto. Bajo estos acuerdos,
los municipios llevan a cabo actividades de prevención primaria de la violencia. También bajo la
modalidad de subvenciones se abordarán otras actividades como Comunicación, Género e Inclusión y
participación del Sector Privado.
Línea Base
El Proyecto inició la actividad de referencia en febrero y finalizó el trabajo de campo en abril de 2018. Se
realizaron un total de 3,392 entrevistas como parte de la Encuesta de Hogares. Se realizó una serie de
grupos focales para recopilar información cualitativa complementaria. El contratista que realizó la línea
de base completó el análisis de datos y produjo un borrador del informe en junio de 2018. El proyecto
planea compartir el informe con USAID en AF18 T4.
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Introduction
The Community Roots Project is a five-year United States Agency of International Development (USAID)-
funded cooperative agreement that runs from December 15, 2016 to December 14, 2021. The project is
implemented by World Vision (WV) as the primary organization with RTI International (RTI) at the
partner organization. The overall goal of the Community Roots Project is to support efforts by the
Government of Guatemala (GoG), civil society, the private sector, and community actors to address the
underlying causes of violence and forced migration in Guatemala. Community Roots works with
municipalities and communities to develop strategies for reducing violence, addressing the causes of
violence, promoting community policing strategies, and connecting youth with educational and
employment opportunities. This quarterly report highlights the accomplishments of the project for Fiscal
Year 2018 Quarter 3 (FY18 Q3), the period from April 1, 2018 through June 30, 2018.
Key Accomplishments
This section provides a consolidated, multi-regional synthesis of Results and Activities carried out under
each project objective. Annex 1 provides details on progress towards annual goals and activities, with a
breakdown by project region.
Table 1: Community Roots Intervention Areas
Geographic Focus
Community Roots has updated the geographic focus of the
project. The project is working in four Departments:
Chiquimula, San Marcos, Quetzaltenango, and Huehuetenango.
Within these Departments, the project is working in 20
municipalities and 80 communities. The project previously
planned to also work in three municipalities in three
Departments that border on Chiquimula, but had not yet
initiated activities in these sites. The project has decided not to
work in these three additional Departments, and to instead
focus staff time and project resources in the sites where project
work has already begun. Table 1 shows the updated list of
Departments and Municipalities where the project is working.
Objective 1: Support 80 community-based commissions to promote integrated violence and migration prevention initiatives in targeted areas
The process of accomplishing this objective involves the
formation of Community Violence Prevention Commissions
Community Roots Project
Intervention Areas DEPARTMENT MUNICIPALITY CHIQUIMULA Chiquimula
Jocotán Esquipulas Olopa Quezaltepeque San José La Arada San Juan Ermita San Jacinto
SAN MARCOS San Marcos
Malacatán San Pedro
Sacatepéquez San Pablo Tacaná
QUETZALTENANGO Coatepeque
Colomba HUEHUETENANGO La Democracia
Aguacatán Cuilco La Libertad Chiantla
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(COCOPREs) that develop community violence and migration prevention plans. The Community
Development Commission (COCODE), organizes a community meeting, at which the project is discussed
and community members select the COCOPRE. The project encourages the community to consider
diversity and inclusion in this process. The community nominates and then votes on people to be
represented on the COCOPRE. The winners of the vote become the COCOPRE. The COCOPRE in
each region is trained, and provided with on-going technical assistance through the process of developing
Community Violence and Migration Prevention Plans. The Community Roots training plan is a
particpatory approach that combines content from World Vision, the PNC, and the UPCV into an
integrated training plan. The National Civilian Police (PNC) leads this training process, with support from
the Community Roots Project. The Community Roots team will also support the COCOPREs in
monitoring the implementation of the plan and measurement of impact.
Result 1.1: Target
communities have
developed and are
implementing
violence and irregular
migration plans
Intermediate Result (IR)1.1.1. Strengthen existing Community Violence
Prevention Commissions (CVPCs) or organize commissions where none exist
IR 1.1.2 Use participatory methods to develop and implement violence and
migration prevention activities
In the FY18 workplan, 15 activities were included under this result. Six of
these activities were carried out in Q3. The other nine activities have either
changed or will take place in FY19.
In FY 18, the project is working with communities to form and work with the PNC to train the
COCOPREs in the methodology for identifying community needs and developing Violence and Migration
Prevention Plans. This will lead to the establishment of such plans. Many of the activities in the plans will
be carried out through sub-grants. The plans will inform the development of terms of reference for
community interventions to be provided by grant implementers.
By the end of FY18 Q3, 77 COCOPREs had been organized: 24 in Huehuetenango, 23 in San Marcos-
Quetzaltenango and 30 in Chiquimula. Across all regions, 53% of COCOPRE members are women and
47% are men.
The majority of these commissions have been organized and trained by the PNC with the support of the
Community Roots project. There are two commissions in Chiquimula which were trained by members
of the III Vice Ministry and their Community Violence Prevention Unit (UPCV), using their own training
methodology. Community Roots provided logistical support for these trainings.
53%47%
COCOPREs Intregration in all Community Roots
regions
Female Male
Figure 1
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Community mapping exercise utilizing the ADAPT+ tool developed by World Vision (with
participation of PNC and UPCV): Training of COCOPRES
During FY18 Q3, 30 COCOPREs in Chiquimula were
trained in the four modules that make up ADAPT+:
Citizen Participation, Citizen Security, Violence
Prevention, and Participatory Planning. Two separate
training events were held; four COCOPREs participated
in one training and 26 COCOPREs participated in the
other. Each training event is four hours long, one hour per
module. Training of COCOPREs in Huehuetenango and
San Marcos-Quetzaltenango will take place in FY18 Q4. A
highlight of the trainings in Chiquimula was the community
mapping process, which is part of Module IV, Participatory
Planning. The process was carried out by the COCOPRE
in Jocotán, representatives of the mayor´s office, municipal police, the PNC, and Community Roots and
it was attended by representatives of the USAID office of Democracy and Governance. Refer to Annex 3.
COCOPRES Formation.
This training activity involved 231 members of the
COCOPREs. 54% of the participants in this training were
women. See Annex 4, COCOPRES Training.
Use of technology for Module IV in ADAPT+
An important input for Module IV, which includes a
community mapping process, was the use of a Tablet and
GPS referencing system. During the community mapping,
community members participate in a march through their
community and identify Community Assets, Social Assets,
and Risk areas in their community. The GPS system
facilitated the mapping process. As they marched,
community members could enter a label for an area in the
tablet. Afterwards, the GPS referencing system generates a map of these areas. This will help the
community to monitor the development of protective factors that decrease risks and increase community
and social assets.
Activities from the FY18 workplan that have not yet been carried out are: a) departmental gatherings to
introduce communities to one another b) Terms of Reference based on analysis of needs and presentation
to COCODEs for approval, and c) World Vision conducts processes and issues subgrants. These activities
will be reprogrammed in the FY19 Workplan.
Result: 1.2
Strengthen the
communication and
interaction between
target communities
and government
functionaries
IR 1.2.1Pursue alliances with municipal officials
IR 1.2.2 Promote community-police engagement
This result and the intermediate results have a total of seven activities associated
with them, of which three were projected for FY18 Q3
46%54%
COCOPREs Training in Chiquimula
Male Female
Figure 2
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Coordination Meetings
44 coordination meetings were organized to discuss the project´s progress. These were carried out with
COCODES in the target areas: 9 in Huehuetenango, 3 in San Marcos, and 32 in Chiquimula. The Project
also facilitated 11 meetings among community members, Project staff, and PNC staff: 6 in
Huehuetenango, 4 in San Marcos and 1 in Chiquimula.
Introduction of prevention issues in schools
18 talks on the prevention of violence in schools in the Community Roots Project area were conducted,
utilizing the police methodology and materials developed for schools (Policia Tu Amigo).
Police and Community Engagement
As referenced above, the Prevention Unit of the PNC from the Sub Station in Jocotán participated in a
community mapping exercise in FY18 Q3. Following this exercise, the project discussed the impact of
facilitating police participation in the exercise, and whether at times it may be better to organize a
separate mapping exercise for the police force in order to avoid jeopardizing community members. This
is a lesson learned that the project will consider for future mappings.
Additional activities leading to results but included in FY18 workplan
Two activities involving the GoG´s community prevention unit (UPCV) were not included in the FY18
workplan, but they are closely associated with the Community Roots Project objectives of engaging
communities and GoG officials. These activities were two community meetings with COCOPRE and
COCODE members which were carried out in the Chiquimula communities of Maraxcó and Saspán.
The Community Roots staff provided logistical support and accompaniment to the UPCV staff. These
activities were carried out on April 13th and 24th in Maraxcó and April 12th and 26th in Saspán. A total of
33 people participated in the two events. On April 17th. the Public Ministry held a large gathering with
NGOs, universities, the PNC, and members of UPCV in Chiquimula as a follow up meeting on their
criminal policy. This meeting addressed the larger issues of violence and crime in Guatemala and the
variety of actors carrying out prevention activities.
The project has established MOUs with 12 project municipalities. Through this mechanism, the project
is providing in-kind support for a variety of primary prevention activities in the project target areas.
The Municipality of Chiantla is funding a new office to coordinate issues related to child and adolescent
protection. It will focus on the elimination of child labor and violence against children and adolescents.
The office, which is located in the municipality, coordinates with the courts, the Ministry of Interior
(Governance), the Ministry of Education, the Ministry of Health, and the Public Ministry. The inauguration
of the office was held on June 12th, and it was attended by over 500 people. This included people from
the organizations listed above, as well as representatives from the private sector, the Presidential
Secretariat for Women (SEPREM), COCODE members, the Mayor and his council, and Community
Roots staff. Community Roots program staff were responsible for defining the operations and
promoting the creation of the office. The office will be able to contribute valuable technical support to
the project in the Chiantla municipality and the surrounding communities in Huehuetenango.
Result: 1.3 Increased
civic engagement in
communities in target
areas
IR 1.3.1 Promote expanded participation in CVPC planning and
implementation
IR 1.3.2 Increase community-based opportunities for youth and families
These intermediate results were completed for COCODEs and COCOPREs. The DAP implementation
is postponed until FY19.
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COCOPRE Formation
In FY18 Q3, the formation of COCOPREs was carried out, and training of the COCOPREs in Chiquimula
began. 56 meetings were organized to elect members of the COCOPREs. These meetings were
coordinated with the COCODEs and supported by Community Roots staff. The formation process was
complete in all locations except San Marcos-Quetzaltenango, including: 24 in Huehuetenango, 23 in San
Marcos and 30 in Chiquimula. This activity was also attended and supported by the PNC in each region.
A collaborative effort between the PNC, the Colgate Palmolive, schools, and the
Community Roots Project
Colgate donated 60,000 oral hygiene kits for oral
hygiene prevention to school-age children in grades
one through three in the project’s target areas. The
Community Roots Project worked with the PNC and
Colgate to organize “Prevention Day” Events at the
schools. These events included messages for the
children about oral hygiene prevention and violence
prevention. 20,000 kits were distributed in FY18 Q3.
The launch of "Prevention Day" was held in the
Municipal Hall of Jocotán. Three primary education centers participated: Escuela Oficial Urbana Mixto
Shalom (a school for both boys and girls), Escuela Oficial Urbana para Varones- (a school for boys), and
Miguel Vásquez and Escuela Oficial Urbana para Niñas- Herlinda Ninfa (a school for girls).
Selection of the PNC child officer representative
Every year, as part of its school intervention program, the PNC seeks sponsors to support the process
of selecting a student to serve as the national symbol of the PNC. Students between fourth and sixth
grade are nominated based on their leadership skills, their grades, and their conduct. Schools carry out
a competition at the local level and select students to be sent to compete at a municipal level. At the
municipal level, there is a board formed by the PNC and teachers. To participate, students must respond
to questions and other competition items. This year, the Community Roots Project sponsored the
selection process in San Marcos and Huehuetenango. Twenty schools located in nine different
municipalities (San Pablo, San Marcos, Malacatán, San Pedro Sacatepéquez, Chiantla, Aguacatan, La
Democracia, Cuilco and La Libertad) participated in the competition. Through this process, a student
from a school in La Libertad was selected and will represent the PNC Western Region. The national
event was carried out in July and students from fourth grade to sixth grade were selected to represent
the other regions. The top winners carry out a variety of activities during a year with the police both in
schools and at community events.
Result: 1.4 Reduce
citizen insecurity in
target communities.
IR 1.4.1 Support Community-led situational prevention
There were four activities projected and three for Q3. Two of these three were
carried out and the third activity reprogrammed for Q4.
PNC participation and use of the ADAPT+ tool for training of COCOPREs
In FY18 Q1 and FY18 Q2, the PNC worked closely with the Community Roots Policing Specialist to
refine their approach to working with COCOPREs, to support the process of generating a community
prevention plan. Many of their concepts are included in the ADAPT+ training module. The tools were
validated during FY18 Q3 and are now ready for application in the communities. One tool includes GPS
mapping of community and social assets and risks. The validation for this exercise was done in Jocotán,
Chiquimula on July 15th and is described in 1.1.
14
Community Policing Specialist will develop a training plan based on assessment of the
needs of PNC stations and sub-stations that could support community activities
The program design called for the Community Policing Specialist to use an instrument that was developed
by INL to assess police station needs. However, this instrument is not applicable to the violence
prevention and community development activities that the Community Roots staff carry out. Training
needs have been identified and are in the process of being systematized. In order to train members of
the PNC, the police must first be cleared through Leahy vetting procedures. An initial group of 206
names have been submitted to USAID and the State Department. It is expected that they will be cleared
in September. Until this vetting process is completed, the Community Roots project cannot carry out
training with the PNC. The project has depended on the Sub direction of Prevention of Violence and
Crime to reach out to the regional stations and sub stations because all members of that specific Sub
direction have been vetted. Additional support will be given to the PNC once the III Vice Ministry
approves a MOU that has under their review since March 2018.
Community Policing specialist will meet with Ministry of Education officials to propose
adopting a violence and gang related training program for children between the ages of 6
and 12 in primary schools in communities
This activity will be re-programmed with a different focus since the Community Roots program cannot
duplicate the PNC training provided by GREAT. GREAT is a franchise that is managed only through the
State Department and implemented only through INL.
Result 1.5: Increased
provision of
prevention
programming/services
in 80 target
communities
IR 1.5.1. Expand prevention services targeting women and families.
IR 1.5.2 Expand prevention services targeting out-of-school youth
The intermediate results projected two activities for Q3 detailed below
Five conversations were held with strategic actors in Huehuetenango and San Marcos for the purpose
of identifying key messages for the prevention of violence and irregular migration. Members of the
COCOPREs, personnel of the municipal technical offices, representatives of the central government, and
partner organizations, and others participated in these events. These conversations provided messages
for promotional purposes and ideas for the design of communication material. The conversations began
with the identification of communication barriers and provided inputs for the causal analysis of violence
and irregular migration that will ultimately be systematized in the community plans. These also served as
an opportunity to promote the inclusion of women, children, and youth in all primary prevention
activities. More details are provided in the communication section of this report.
In FY18 Q3, swimming, cutting, and confection courses were started in the municipalities of
Quezaltepeque and San Juan Ermita in Chiquimula. These activities are part of the MOUs with the
municipalities.
Result:1.6:
Reduced number
of under aged
children and youth
migrating out of
target
communities
IR 1.6.1 Meet and coordinate with Ministry of Social Welfare and community
leaders to identify returnees
15
Planned Program Activities for Next Quarter (FY 18 Q4)
• Coordinate with Colgate Palmolive through the oral health program "Bright Smiles, Bright
Futures" for delivery of oral health kits
• Conduct training for COCOPREs in the Western region
• Implement the ADAPT + for community diagnosis
• Follow-up on implementation of activities through MOUs with the municipalities
• Develop a Terms of Reference for consultancies on the healthy use of free time, systematization
of methodology, and the revision of materials
No actions under this intermediate result were carried out this FY Q3. World Vision has developed a
job description for a Migration Specialist and plans to fill the position by the end of FY18.
16
Objective 2: Strengthen and Mobilize municipal and national stakeholders and resources to develop and implement municipal-level violence and migration prevention plans through a multi-stakeholder, inter-institutional process
Result: 2.1: Establish 12 inter
institutional Violence and Migration
Prevention Commissions
(COMUPREs) in target municipalities
Result 2.2: Development and
implementation of 12 municipal
violence and migration prevention
plans
Result 2.3: Promote and Strengthen
community-based policing
IR 2.1.1. Establish 12 municipal plans for violence and migration
prevention
IR 2.1.2. Support Municipal Violence Prevention Commissions to
conduct a participatory assessment of risk and protective factors
for violence and migration prevention
IR 2.2.1 Support the implementation of municipal violence and
migration prevention plans
IR 2.2.2. Develop a municipal Violence and Migration plan that
ties into the municipal policy for Violence Prevention
IR 2.2.3. Promote and coordinate community based policing
through MOSIC structures
The three results include three intermediate results and a total of 10 activities for the year,
five of which were carried out in FY18 Q3.
The yellow circle in Figure 3 shows the 12 municipalities where the project will support the formation of
COMUPRES and the development of municipal violence and migration prevention plans. Community Roots
activities in these areas will include a barrier analysis, and training of municipal employees in planning for
prevention. The training program will include inter-institutional coordination.
Figure 3
17
Establish and strengthen municipal networks through the Offices of Child Protection,
Women, Youth and others that form part of the municipal government structure
The staff carried out activities in the Offices of Child Protection, Women, Youth and others in eight
municipalities of Chiquimula as well as in municipalities in the Huehuetenango and San Marcos regions. All
municipalities submitted proposals for activities that will be conducted through in-kind funding from the
project through MOUs. These activities are focused on primary violence prevention and activities to reduce
irregular migration.
Additional activities not in FY18 workplan that were implemented include:
Community Roots coordinated with the Urban Municipal Governance (UMG) and Mercy Corps and III Vice
Ministry to organize The Meeting for Violence and Crime Prevention (Encuentro por la Prevención de la
Violencia y el Delito). This activity was funded with strategic activities funds. On the 18th and 19th of April,
19 mayors from the target areas of the three projects (UMG, Community Roots Project, Mercy Corps)
were brought together in Guatemala City to analyze the role of mayors in violence prevention. They formed
a technical working group, led by the III Vice Ministry, to support activities to be carried out in the region.
The Mayor of Coatepeque was selected to chair the working group. The two-day event involved
participation of the III Vice Minister, representatives of USAID, civil society organizations, and two
international experts from Colombia.
Figure 3. The Meeting for Violence and Crime Prevention
2.1.2. Support Municipal Violence Prevention Commissions to conduct a participatory
assessment of risk and protective factors for violence and migration prevention
This activity will be implemented in FY18 Q4.
Organization and training of COMUPREs
Eight (8) COMPUREs have been organized in Chiquimula. Three, COMUPREs, those in Chiquimula, San
Juan Ermita and San Jacinto, have been trained. The Training activities involved the application of the
ADAPT+ modules. In total, there were 88 participants 65% of whom were women. See Annex 5, COMUPREs
Training for additional details.
2.2.1. Develop a municipal Violence and Migration plan that ties into the municipal policy for
Violence Prevention
The Community Roots team continues to support the UPCV´s efforts to organize and train COMUPREs.
To date, the team has not reviewed a policy document to analyze how the content impacts the activities in
Community Roots.
18
Planned Program Activities for Next Quarter (FY 18 Q4)
• Training for COMUPREs in coordination with the UPCV
• Signing of 8 MOUs with Municipalities
• Conduct barrier analysis in 12 municipalities
• Accompaniment to municipal technical offices in the implementation of activities under the
MOUs
• Follow-up to the Leahy Vetting of 209 police officers
Activity not in FY18 workplan but contributing to municipal strengthening:
MOUs with municipalities:
By the 30th of June, 20 municipalities had submitted technical proposals plans to carry out primary
prevention activities. These include activities to promote the healthy use of free time, violence prevention
awareness activities, and dissuasion of irregular migration. Activities will be funded by the project through
in-kind donations under MOUs. Twelve (12) MOUs were signed by the end of Q3. The remaining MOUs
will be signed in FY18 Q4.
2.3.1 Promote and coordinate community based policing: These activities are closely coordinated
with the Sub-Director of Crime and Violence Prevention in the PNC and through the Sub-Director
Officer Tzubán. Three meetings were held with the Sub-Director in FY18 Q3: April 4, May 23 and June
1st.
The officers in the Sub-Director office coordinated with Community Roots to train 30 COCOPREs in
Chiquimula in the first three modules of the ADAPT+. The remaining COCOPREs in the west will be
trained in FY18 Q4.
In order to work effectively with the PNC, the Project Community Roots Project must obtain vetting of
officers from the State Department. An initial list of 209 officers from all the regions was submitted in May
2018 and is expected to be approved in September 2018. Additionally, many of the activities which will
strengthen the PNC are included in an MOU submitted to the III Vice Ministry in March 2018 which the III
Vice Ministry has not yet been approved. Several follow up meeting were held with the Vice Ministry during
FY18 Q3 about this issue.
The Community Roots Project has promoted and supported various activities with the PNC and local
schools, as described elsewhere in this report. In FY18 Q4, the project will initiate an appreciative
evaluation of the school program implemented nationally by the PNC with a consultant hired by RTI
International. The results of the evaluation will be used to strengthen and improve the approaches used
by PNC and education for this topic. The content of this evaluation will be discussed first with Sub-Director
Tzubán and then the scope can be finalized.
19
Objective 3: Promote the involvement of the private sector (local, national, and/or international) in violence and migration prevention in target municipalities and communities
Result: 3.1 Increase investment from private sector in target municipalities
3.1.1 Establish and support the Violence Prevention National Summit
The project is reviewing the feasibility of this activity and exploring ways of collaborating with other World
Vision departments to implement this.
3.1.2. Assign potential partners to the community, municipalities, and departments for
private sector investments
National and Local Business Mapping:
In FY18 Q3, the Community Roots Project completed the business mapping for the project target areas.
Program staff made several field trips in which they were able to obtain data from the 398 businesses in
Malacatán, San Marcos and Coatequepe, Quezaltenango. Together with Colomba Costa Cuca in
Quezaltengango, these make up the South Coast region covered by the Community Roots Project, which is
of importance given that social development projects are planned mostly in the country’s highlands. This
area constitutes a relatively unexplored sector to request support and donations from. Additionally, these
are locations where the commercial sector is highly developed and for an important part of the region’s
economy, even though informal businesses are abundant. In both municipalities, the Community Roots
Project coincides with the World Vision Puentes Project. Below is a summary chart of the activity.
The mapped businesses were asked four key questions in order to learn about their willingness to support
the project.
The following questions were asked:
• Do you perform any Corporate Social Responsibility (CSR) activity (internally or externally)?
• Do you have availability to support a project that aims to prevent violence and irregular migration?
• Do you have a Strategic Plan with a social approach?
• Are you willing to receive training on CSR for your empowerment?
The graphs with the results from this survey can be seen in Annex 2.
20
As reported previously, the project encountered some challenges in collecting information from some of
the businesses. Small and medium companies are often afraid to share the owner’s personal data, or other
business data that they consider sensitive, due to extortions from criminal groups. The project staff took
the necessary measures to inspire trust, and was able to obtain basic data on most businesses
The Community Roots Project also found that in Colomba Costa Cuca, Quetzaltenango, the business sector.
Most of the businesses there are coffee farms, which will require a different approach. The project is
considering obtaining support from the Chamber of Agriculture and its Coffee Foundation (FUNCAFÉ).
3.1.3 Involve actors from the municipal private sector
Involvement of Intervention Municipalities:
In FY18 Q3, Community Roots met with the Economic Commission representatives from the municipal
capitals of Colomba and Coatepeque in Quezaltenango and Malacatán in San Marcos. The purpose of the
meeting was to gain the support of the mayors and request their involvement to reach the local businesses.
Because of these meetings, the Community Roots Project has developed plans for future activities, such as
training with the municipal liaisons to impact the local businesses, and participating in local events that involve
the private sector. Community Roots Project staff will hold a similar meeting with the municipalities in
Chiquimula and Huehuetenango.
Support to Municipal Activities:
Community Roots Project was able to obtain support from several companies to complement activities,
such as sports, cultural activities, and courses, that are being carried out in the project municipalities under
MOUs. Alimentos Maravilla, S.A. and Agua Salvavidas have provided sport drinks from the brands Revive
and Lozano Juices. These brands produce a variety of other products, including banners, finishing arches,
platforms. The project is trying to build on this relationship to obtain additional support for the project. and
mobile units.
The Community Roots Project also shared with these companies that, in the future, the project will be
performing corporate volunteer activities in the target communities. These activities may include renovations
to the police stations, sport courts, and other facilities that can promote violence prevention. The
Community Roots project hopes that companies will collaborate with communities and provide materials
for the renovations.
Involvement Meetings:
The project has held 17 meetings with private companies, government agencies, and trade associations, to
learn about their CSR plans, synergies, and different scenarios that involve Community Roots Project. In
some cases, the organizations have a presence in the communities where the Community Roots Project is
working, and in other cases, at the central level, where they have expressed interest in supporting the
project themes.
A chart of the meetings with the private sector can be seen in Annex 7.
21
Grupo Hame, guided visit to Sayaxché, El Petén:
As part of efforts to get involved with the Guatemalan private sector, on May 22nd, the Private Sector
Specialist and the COP of the Community Roots Project, travelled to the farm Reforestadora de Palmas del
Petén, S.A., which belongs to Grupo Hame (Olmeca Guatemala) in Sayaxché, El Petén. Members of the
corporation and the Vice Minister for Economy, Licda. Gloria del Carmen Zarazúa, who oversees SMEs
(Micro, Small and Medium companies), also took part in the visit. They learned about the different CSR
programs that Grupo Hame carries out with the communities in their coverage area together with San
Marcos.
The visit included:
• Presentation of the program used to prevent irregular migration from Grupo Hame, “Guate is your
land, stay” (“Guate es tu tierra, quédate”)
• Presentation on Grupo Hame’s identity, relationship with the community, and core activities
• Visit to intervention schools at Santa Rosa and Tucán
• Visit to the Field School “AGROAMBIENTAL”, where young people from the region are trained and
empowered in topics such as education, health, finance, entrepreneurship, and citizen participation
An important part of this visit was the relationship developed with the Vice Minister of Economy in charge
of private companies. The Community Roots Project was able to share the Community Roots program with
her and also learn about her plans to in relation to the promotion and investment in entrepreneurship. In
addition, project staff wanted to learn if Grupo Hame’s CSR programs were aligned with Community Roots
programs, and, indeed, the objectives of both organizations are closely related. At the end of the visit, both
parties agreed to have a meeting, on July 13th, to discuss coverage of the communities in San Marcos, and
target groups, and to identify activities that can be worked on together.
Sponsorship from Colgate:
The Community Roots project has obtained a donation from Colgate of 60,000 oral health kits (toothbrush
and toothpaste), valued at $40,000.00. The project is working with Colgate and the PNC to distribute these
kits at schools in the Community Roots target areas. The kits are distributed at events called “Morning of
Prevention” which incorporate violence prevention and oral health. Events were held in schools in
Chiquimula during the month of April 2018, benefiting 20,000 children at the elementary level from first to
third grade and covering up to 316 schools.
Colgate also donated 10,000 teaching material kits consisting of: a poster and two illustrations on oral health,
which will be used by the PNC to distribute to the children in 4th to 6th grades in the schools included in the
coverage; they will receive and introductory talk on “School Prevention.” This donation is valued at $4,504.
During the month of July 2018, the Project Colgate/PNC/Community Roots Project will be launched in
Malacatán, San Marcos and Aguacatán, Huehuetenango, and the kits will be distributed immediately
afterward, together with the PNC and World Vision Guatemala, a joint project.
3.1.4 Provide at least 30,000 scholarships to adolescents
There has been no progress on this objective in FY18 Q3.
Result: 3.2 Increase job creation programs with participation of the private sector
3.2.1. Create opportunities for adolescents
22
Job Fairs:
The Community Roots Project has decided to re-program these activities for FY19.
3.2.2. Tools for tailored jobs
There is no progress to report for this activity for FY18 Q3.
3.2.3. Support safe landings
There is no progress to report for this activity for FY18 Q3.
3.2.4. Support for entrepreneurship
During FY18 Q1, Q2 and Q3, the Community Roots Project carried out a mapping of businesses present
in the target areas, as well as of NGOs that could lead entrepreneurial projects, such as in the case of the
cooperative Compartamos, Mentors International, and others. During FY18 Q3 the project followed-up
to the contacts, and plans to create a strategic alliance with these entities.
OTHER ACTIVITIES:
Support for the Fuego Volcano Emergency:
Through the contacts that the Private Sector Specialist in the Community Roots Project has with different
companies, the project coordinated the donation of 2,500 Lozano juices valued at $472.67. These were
given to the Rapid Response Team from World Vision Guatemala. This donation was used to support the
psycho-social spaces for the children in the shelters due to the emergency of the Fuego Volcano.
Approach Strategy
The Community Roots Project has submitted its approach strategy on Public-Private Alliances to USAID.
Planned activities:
INTECAP: During the second week of July 2018, project staff will meet with the Instituto Técnico de
Capacitación y Productividad – Technical Institute for Training and Productivity (INTECAP)-- at the central
level and with the Regional Director in Quezaltenango, who has coverage in Huehuetenango and San
Marcos, to learn about the topics that INTECAP leads in technical/vocational training, short careers, and
skill certification. Additionally, Community Roots staff hope to learn how they close the gap and obtain job
inclusion for graduates.
FINANCIAL INSTITUTIONS: The Community Roots Project is planning a follow-up meeting in FY18
Q4 with MICOOPE, COOSAJO and Cooperative “Compartamos,” Banrural, and Banco de los
Trabajadores in search of alternatives to obtaining micro-credits to promote entrepreneurship.
BUSINESS BREAKFASTS: In the next quarter, the Community Roots Project will hold Business
Breakfasts in the three target regions with 10 to 15 businesspeople at each meeting. The Community Roots
Project will present the project and will share with businesspeople reasons for investing in a violence
prevention project, such as: it will improve the socio-economic environment of the community, which will
result in a better framework for business and avoid extortions and other criminal activities.
RFI: In FY18 Q4, the Community Roots Project will publish a Solicitation for Information in search of
qualified organizations to implement a strategy between the NGO world and the business world in order
to increase the skills of young people. This will be done so that young people can obtain experience at the
23
Objective 4: Support Secondary Violence Prevention projects in close coordination with municipal and local authorities
Planned Program Activities for Next Quarter (FY 18, Q4)
• Second meeting with communities of faith for referral network
• Invite and swear in members of the referral network
• Finalize and systematize the Secondary Prevention Protocol
• Train the referral network in use of Community Roots documents.
working place, gain training in interpersonal skills, and have opportunities to live and work in Guatemala
instead of migrating irregularly or being forced into a criminal life.
Result: IR 4.1: Service Providers for secondary prevention strengthened in target communities
4.1.1. Establish a network of service providers: regions identified main actors for a referral and support
network and carried out initial meetings to 1) introduce the profiles of both primary and secondary
beneficiaries and 2) discuss types of services and 3) how Community Roots will support providers.
A meeting was held in each of the three regions with representatives of faith based communities. A
follow up meeting with church leaders in each region well as meetings with the GoG and other civil
society entities will be held in Q4. In San Marcos, the team also met with GoG institutions that will
form part of the referral and support network.
4.1.2. Carry out analysis of child protection systems in the municipality: The only region making contact
with a child protection network was Chiquimula in the municipality of Olopa. However, no analysis or
training of members of these networks have taken place.
4.1.3: Develop capacity and accompaniment: The project has developed a protocol for identification
of beneficiaries that also includes a component of identifying and training volunteers as mentors.
4.1.4: No training of volunteers or evaluation of youth was carried out.
Result: 4.2 Develop a secondary prevention model that can be used by all target communities and
municipalities:
4.2.1.1. World Vision is negotiating the terms of a grant with the Search Institute. Search will conduct
research to assess whether the asset categories in the DAP may be associated with migration
tendencies among youth, and/or whether additional questions might identify youth who are likely to
migrate. Search will also develop or adapt a tool that aims to assess assets among youth ages 19-24.
4.2.1.2. The project developed terms of reference for Psychosocial Services and Private Sector youth
training and employment. Each region developed a geographic scope strategy for secondary prevention
services that clusters communities for services within each region. Activities 4.2.1, 4.2.2, 4.2.3. and
4.2.4. related to identifying beneficiaries for secondary services, evaluating them and verifying the
model, were not conducted in this quarter.
24
Challenges The following are challenges that the project has encountered in FY18 Q3:
• The MOU with the III Vice Ministry within the Ministry of Interior, has not yet been signed, which
has delayed Community Roots spending. The III Vice Ministry has been reviewing the MOU since
March. The MOU includes general language necessary regarding support for training, capacity
building, and logistics that Community Roots can provide to the III VM and UPCV as well as to
the PNC. The project has made multiple contacts but no progress has been made.
• Human resource and procurement demands have increased with the implementation of grants.
World Vision has is recruiting for 18 positions on the project. RTI is in the process of hiring two
additional staff. The project aims to fill as many positions as possible by the end of Q4.
• While the MOUs with municipalities for in-kind donations do not involve cash transactions, the
municipalities do have reporting requirements for the activities that they implement. Not all
municipalities are equipped and trained for basic reporting, so they Community Roots staff have
had to spend more time than was anticipated to support them in this capacity.
• There are not enough police officers in the field that understand prevention approaches or are
vetted for working in prevention. This is a tremendous challenge for project implementation.
Alternative strategies such as information meetings and sub-station meetings to inform about the
project have helped close the gap. The long process to obtain Leahy Vetting of police officers has
delayed trainings that the project plans to conduct with police officers.
Learning The series of challenges and how they are being met have provided good moments for learning. Several
important learnings are listed below:
• Political changes, no matter how small, affect the speed of technical interventions in the field.
• It is necessary to anticipate at least two additional months for any activity that requires a
political level approval. In some cases, such as with the III Vice Ministry an alternate plan is
required.
• Although there is excellent communication at the Central Level PNC with the project, the
information is not shared with lower levels. Alternative communication mechanisms are
required to make sure everyone receives the correct information in a timely way.
• It is important to allow community members to decide on the approach for mapping that
involves the PNC´s participation Likewise, if the PNC have information that may negatively
impact the community mapping exercise they should alert the Community Roots team. Such a
differentiated approach is beneficial to the community, the PNC, and the Community Roots
staff.
• Mapping exercises should be done in small groups.
Project Management and Administration
Leverage The Community Roots Project received $65,333 in leverage from April to June 2018. The total leverage
to date for the project is $178,335. These contributions came from a variety of activities, including the
creation of the COCOPRES, coordination meetings with the communities, municipalities, and donations
from the private sector. The contributions include time spent by volunteers and municipal staff to support
25
the project’s activities; the use of the facilities, furniture, audio equipment, transportation; and oral hygiene
kits.
Table 1. Leverage for Project Community Roots up through June 30, 218
Grants
20 In-kind Donations through use of a Memorandum of Understanding
Community Roots is providing in-kind donations to each of the Municipalities where the project is working
to fund a variety of primary prevention activities. These donations are provided under a Memorandum of
Understanding. The funding comes from the subgrants line of the project budget. (MOU), in-kind
donations (In-Kind) with a maximum amount of $25,000.00, under four main areas: donations related to
healthy use of free time; awareness activities; continuing education, and capacity building for the
Municipalities. Twelve out of twenty MOUs have been signed. The project expects to issue the remaining
8 MOUs in FY18 Q4. The detail for In-kind allocation of funds (municipalities), appears the tracking chart
below listed as Table 1.
Implementation Guidelines and Reporting Workshop for Municipal Partners
The project held workshops in each of the project intervention regions (Chiquimula, Huehuetenango and
San Marcos) to train municipalities on implementation and reporting procedures for activities carried out
under MOUs. The specific objectives of the workshop included: Training in the use of the reporting tool;
Practice using the reporting tools to resolve doubts; and provide guidance on implementation agreements.
The municipalities received a Reporting Manual for Implementing Partners.
Procurement Process for Memorandums of Understanding (MOU´s) for in-kind donations
to municipalities
The project developed a procurement plan for the equipment that is included in the MOUs with
municipalities. The procurement process is implemented once an MOU is signed. The Project l ensures
that all suppliers meet the requirements set for World Vision procurements.
Environmental Compliance
For each MOU with a Municipality, the project has prepared an Environmental Mitigation and Monitoring
Plans (EMMP). Thirteen EMMPs have been approved (5 Huehuetenango, 3 Chiquimula, 5 San Marcos),
and 2 plans are pending approval from USAID. The EMMPs were shared with the municipalities in the
three regions during the Reporting Workshop. The implementation next steps were coordinated with
Region Leverage
FY-17
Quarter 1 /
FY-18
Quarter 2 /
FY-18
Quarter 3 /
FY-18
To Accumulate
FY-18
Total Leverage
to Date
Chiquimula 18,508$ 2,986$ 1,962$ 5,115$ 10,063$ 28,571$
San Marcos -$ 35,493$ 8,245$ 5,957$ 49,695$ 49,695$
Huehuetenango -$ 8,742$ 22,588$ 9,167$ 40,496$ 40,496$
Private Sector 4,275$ 10,004$ -$ 45,294$ 55,298$ 59,573$
Total 22,783$ 57,225$ 32,795$ 65,533$ 155,552$ 178,335$
SUMMARY LEVERAGE
26
the municipal liaisons and preventions officers. Municipal partners have been trained in the planning matrix
and the monthly reports for environmental compliance.
USAID has requested that the project pilot an on line monthly reporting system. The Environmental
Specialist will select several municipalities for the pilot. Pilot municipalities for this tool will be identified
in FY18 Q4.
The Environmental Specialist will attend a training in July on USAID Environmental Regulations and
Compliance.
The Environmental Specialists of the World Vision Community Roots and Puentes Projects will work
together to develop an overall strategy for reducing the projects’ collective carbon footprints.
Sub-Grant CRP-002: Prevention with Inclusion (Gender)
The project is developing a terms of reference for grants that are focused on implementing gender and
inclusion activities. Subgrantees will be identified and selected through a competitive process. The project
expects to select three subgrantees for these activities, one in each of the project regions.
Sub-Grant CRP-003: Private Sector
The project will issue a Solicitation for Information (SOI) to support the project work with the private
sector. Interested organizations will have the opportunity to contribute their ideas for engaging the private
sector and promoting youth employment through a participatory process. Based on this process, the
project will develop a Scope of Work, and the organizations who participated in the SOI will be able to
apply for grant funds. This process will begin in FY18 Q4.
Next Steps:
▪ Publish terms of reference for Prevention with Inclusion Grant and Solicitation for Information
for work with Private Sector.
▪ EMMP Municipal Partners: Validate on-line reporting tool (Survey123) and the identification of
pilot Municipality for its implementation
▪ Monitor and provide feedback to Municipal Partners for the implementation of mitigation
measures in each of the activities performed using the project funds.
27
Table 3. EMMP´s tracker, FY18 Q3
Progress in Project Communications
Dialogue “Communicating and Transforming my Community” in San Marcos and
Huehuetenango
Dialogue in San Marcos, in the municipalities of Tacaná, San Pedro Sacatepéquez and San Pablo, and in
Huehuetenango in the municipalities of Chiantla and Cuilco for the creation of communication messages
focused on violence prevention and irregular migration. 147 people (67% men and 33% women)
participated in the event, including representatives from COCOPREs, youth leaders, church leaders,
communication and media, teachers, PNC crime prevention officers, representatives from the Woman´s
Municipal Offices, health workers, and representatives of other technical offices from the municipalities.
The dialogue included two activities. First, participants identified internal and external causes of violence
and irregular migration in their communities, using the fish scheme (Ishikawa Diagram) according to the
role they play in their community. The responses are presented in the Figures 4-7.
Municipalities EMMP
EMMP Approved AID: 13
EMMP in review to AID: 2
0
EMMP in process (CRP): 5
CRP
Sent AID In process In reviewClearance
process
Date
Approved
1 CRP-IK-18-00108 IK Municipalidad de Chiantla 19/02/2018 04/04/2018
2 CRP-IK-18-00109 IK Municipalidad de Tacaná 12/03/2018 24/04/2018
3 CRP-IK-18-00110 IK Municipalidad de Aguacatán 19/03/2018 09/05/2018
4 CRP-IK-18-00111 IK Municipalidad de la Villa de Quezaltepeque 14/03/2018 13/04/2018
5 CRP-IK-18-00112 IK Municipalidad de Libertad 16/04/2018 09/05/2018
6 CRP-IK-18-00113 IK Municipalidad de Cuilco 17/04/2018 09/05/2018
7 CRP-IK-18-00114 IK Municipalidad de Chiquimula 16/04/2018 09/05/2018
8 CRP-IK-18-00115 IK Municipalidad de Esquipulas In process ✔
9 CRP-IK-18-00116 IK Municipalidad de Olopa In process ✔
10 CRP-IK-18-00117 IK Municipalidad de Jocotán 20/06/2018 ✔
11 CRP-IK-18-00118 IK Municipalidad de San Juan Ermita 03/04/2018 13/04/2018
12 CRP-IK-18-00119 IK Municipalidad de San Jacinto In process ✔
13 CRP-IK-18-00120 IK Municipalidad de San José La Arada In process ✔
14 CRP-IK-18-00121 IK Municipalidad de Malacatán 17/04/2018 25/05/2018
15 CRP-IK-18-00122 IK Municipalidad de San Pablo 25/04/2018 25/05/2018
16 CRP-IK-18-00123 IK Municipalidad de San Pedro Sacatepéquez 25/04/2018 25/05/2018
17 CRP-IK-18-00124 IK Municipalidad de Coatepeque 27/04/2018 25/05/2018
18 CRP-IK-18-00125 IK Municipalidad de Colomba Costa Cuca 20/06/2018 20/06/2018
19 CRP-IK-18-00126 IK Municipalidad de San Marcos In process ✔
20 CRP-IK-18-00127 IK Municipalidad de La Democracia 20/06/2018 ✔
5 2 0 13
USAID
Total
EMMP clearance process
No. Grant Number
Type
of
Grant
Grantee Name
28
Figure 4
8.89%
4.44%
6.67%4.44%
6.67%
1.11%
6.67%4.44%
3.33%
1.11%7.78%
5.56%
3.33%
2.22%4.44%
4.44%
1.11%
3.33%
10.00%
0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 12.00%
FAMILY DESINTEGRATION
GANGS
DRUGS AND ALCOHOL ADDICTION
CITIZEN INSECURITYORGANIZED CRIME
FAMILY VIOLENCE
CULTURE
POVERTY
LOSS OF FAMILY VALUESLACK TO ACCESS TO HEALTH CARE
DRUG-TRAFFICKING
CURRUPTION
LACK OF STATE PRESENCE
LACK OF KNOWLEDGE OF LAWS
VIOLENCE
MACHISMOCOMMUNITY ORGANIZATION
LACK OF ACCESS TO EDUCATION
UNEMPLOYMENT
Perceptions of External Causes of ViolenceSource: Participants in Community Roots Dialogue
9%
11%
10%
8%
6%
12%
5%
1%
5%
3%
11%
0% 2% 4% 6% 8% 10% 12% 14%
LACK OF FAMILY SUPPORT
DRUG AND ALCOHOL ADDICTION
FAMILY VIOLENCE
POVERTY
CULTURE
LOSS OF FAMILY VALUES
LACK OF ACCESS TO EDUCATION
UNEMPLOYMENT
MACHISMO
PARTNER'S JEALOUSY
FAMILY DESINTEGRATION
Perceptions of Internal Causes of ViolenceSource: Participants in Community Roots Dialogue
Figure 5
29
Figure 6
10.00%7.14%
1.43%1.43%
7.14%2.86%
1.43%2.86%2.86%
1.43%4.29%
5.71%5.71%
1.43%1.43%
2.86%15.71%
5.71%
0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 12.00% 14.00% 16.00% 18.00%
POVERTYVIOLENCE
DRUG-TRAFFICKINGLACK OF TRAINING
CRIMEGANGS
POLITICAL PERSECUTIONMACHISMO
LACK OF ECONOMIC RESOURCESFAMILY REUNIFICATION
ALCOHOLISMLACK OF EMPLOYMENT POLICY
LACK OF EDUCATIONUNGOVERNABILITY
NATURAL DISASTERSLOW ECONOMIC RESOURCES
UNEMPLOYMENTFAMILY DESINTEGRATION
Perceptions of External Causes of MigrationSource: Participants in Community Roots Dialogue
5.08%
6.78%
5.08%
10.17%
5.08%
10.17%
3.39%
8.47%
3.39%
6.78%
3.39%
5.08%
0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 12.00%
FAMILY VIOLENCE
POVERTY
LOSS OF FAMILY VALUES
FAMILY DESINTEGRATION
DEBTS
LACK OF ECONOMIC OPPORTUNITIES
LOW PERSONAL EXPECTATIONS
LACK OF ACCESS TO EDUCATION
COMMUNITY ORGANIZATION
UNEMPLOYMENT
SOCIAL VIOLENCE
INFLUENCE FROM OTHER PEOPLE
Perceptions of Internal Causes of MigrationSource: Participants in Community Roots Dialogue
Figure 7
30
The second activity included working groups, who created communication messages that aim to prevent
violence and irregular migration. The messages should be creative, inclusive, attractive, and concise.
Following are the most relevant messages that were proposed by participants:
• Ganas más dialogando que golpeando (You win more by talking than by hitting)
• Guatemala puede cambiar, tu eres el cambio (Guatemala can change, you are the change)
• La migración divide familias, ama tu vida (Migration divides families, love your life)
• La paz empieza en mi corazón (Peace begins in my heart)
• Haz de Guatemala un mundo de oportunidades (Make Guatemala a world of opportunities)
• Los golpes duelen, el cambio no (Blows hurt, change doesn’t)
• La violencia es ese teléfono sin señal que evita comunicarnos (Violence is that phone without a
signal that prevents us from communicating)
• Quirete, cuídate, quédate (Love yourself, take care of yourself, stay)
• En Guatemala fuiste criado, ahora te toca descubrir para qué fuiste creado (You were raised in
Guatemala, now it’s your turn to discover what you were created for)
• Migrante amigo, quédate conmigo. Atentamente: Guatemala (Migrant friend, stay with me.
Sincerely, Guatemala)
• La violencia termina cuando la educación comienza (Violence ends where education begins)
Branding and marking
A modification was made to the Community Roots Branding and Marking Plan. The new plan was
approved on June 11, 2018.
Barrier Analysis
The project published the terms of reference for the grant de “Social Communication Behavioral Change
and technical training opportunities for the target population of Community Roots” on World’s Vision
Guatemala site, and on the Community Roots and World Vision Facebook pages. Rana Labs was the only
organization to submit a technical and financial proposal. Their proposal included a variety of
communications activities, including digital workshops, puppet shows, video festivals, mobile application,
and others. The project is working with Rana Labs to clarify aspects of their proposal.
Hiring a company for promotional video
The project conducted a competitive selection process to identify a company to design and produce an
informational video about the Community Roots Project. World Vision published a terms of reference
for the work. Ultimately, Producciones Filmika y Contenidos to develop the video. They presented a
proposal that included the design, production and effects to be used in the video.
Meeting with the Mayors
31
On April 18th and 19th, the “Meeting for Violence and Crime Prevention with Municipal Mayors” took
place. Community Roots collaborated with III Vice Ministry of the Interior, “Convivimos” and the Municipal
Urban Governance projects to organize this event. Community Roots produced communications
products for the event, including banners, back panel, and note pads.
Guidance on Branding and Marking for Municipalities
The project prepared guidance on the project Branding and Marking Plan for the Municipalities that are
implementing primary prevention activities under MOUs. This guidance follows the project’s approved
Style Guide and Branding and Marking plan. It depicts where the logos of the Municipality, USAID, World
Vision, and RTI should be placed on a variety of products according to the approved plan.
Monitoring Evaluation and Learning (MEL) Activities Structure of project’s objectives and results, implementation, monitoring and evaluation
The MEL team has led a process of reviewing the project results framework and indicators to ensure that
they are aligned with project activities and are adequate to measure the work the project is doing. The
project has discussed refining the working of some results, moving indicators to different results, adding
additional indicators, and refining the definitions, formulas, and data collection mechanisms. This process
began in FY18Q3 and will continue into Q4, as the project develops the FY19 annual workplan. The
proposed revisions will be presented to USAID in Q4.
Monitoring and progress of programmatic implementation
During FY18 Q3, the MEL team met with the technical team to review the annual implementation plan
and progress towards targets. Progress through FY18 Q3 is presented in Annex 1.
Important achievements to highlight for FY18 Q3 include:
• Number of USG-supported activities designed to promote or strengthen the civic participation of
women: 77 activities (96% progress toward the goal).
• Number of awards made directly to local organizations: with 12 MOUs for in-kind donations to
municipalities (60% progress toward the goal).
• Person-hours of training completed by Guatemalan officials or administrators at any level of
government. The project carried out different training workshops to strengthen the skills at the
municipal technical offices to comply with USAID regulations on fund reporting for in-kind funds,
and training of COCOPRE members in four initial modules (1,498 person-hours of training with
100% achievement of the goal).
• Percentage of target communities that have a commission for violence prevention, with Police
participation. The project registered active participation from the PNC during the creation and
training of the COCOPREs (93% progress toward the goal).
Baseline:
The Project initiated the baseline in February and finished field work in April 2018. A total of 3,392
interviews were carried out as part of the Household Survey. A series of focus groups were conducted
to collect complementary qualitative information. The contractor who conducted the Baseline has
32
completed data analysis and produced a draft report in June 2018. The project has reviewed the report
and working with the contractor to finalize it. The final version of the report will be shared with USAID
in FY18 Q4.
Annual learning sessions
During the week of June 25-29, the project held a workshop to review progress in FY18, reflect on lessons
learned, and begin planning for FY19. All Community Roots project staff participated in the workshop, as
did personnel from RTI US and World Vision US. The purpose of the learning sessions was to promote
internal evaluation of the project and share implementation experiences. The team reflected on and
discussed lessons learned across a range of project objectives and thematic areas. This included the
results obtained to date, successes and challenges, and opportunities for improvement. These lessons
were taken into account in the FY19 planning process.
Planned activities for FY18 Q4:
1. Deliver Base Line final report to USAID.
2. Continue providing support to technical team for the implementation of exploratory visits
(ADAPT +).
3. Submit proposed revised project indicators to USAID.
Gender and Inclusion Activities In FY18 Q3 the Gender, Diversity and Inclusion Specialist carried out a number of activities aimed
integrating these topics into the planning and activities of the various entities the project is working with.
The National Civilian Police (PNC): The Specialist met with officers from the Sub Directorate for
Crime and Violence Prevention and the Department of Gender Equity within the PNC to discuss how the
project could contribute to supporting the police in the topics of gender, diversity, and inclusion. It was
agreed that when the Project has a signed Memorandum of Understanding with the III Vice Ministry, the
Gender Specialist will work with the corresponding PNC staff at the central level and in the Project
intervention areas to develop a plan for working with the PNC on these topics.
COCOPRE and COMUPRE Training Modules:
The Gender Specialist reviewed all training modules that the project has produced to date and provided
suggestions for strengthening the gender and inclusion content of these materials.
Training for COCOPRE members in Chiquimula: A one-day training session was carried out with
130 members of COCOPREs in Chiquimula in June. One of the training topics focused on the importance
of gender and inclusion within the COCOPRE and the activities that the COCOPRE will carry out. The
COCOPRE members described the main situations of violence that impact women and vulnerable groups
in their 20 communities in Chiquimula. The results of this activity were tabulated, and provide an overview
of the perceptions of the member of the 20 COCOPREs that participated in the activity. The four main
problem areas that the groups identified are: interfamilial violence; psychological violence; Physical violence
and sexual abuse. A summary of this information is presented in Annex 6. “Sistematización COCOPREs
Chiquimula”.
Coordination with World Vision Puentes Project: The Gender Specialists of the Community
Roots and Puentes Projects have developed a plan for coordinating gender and inclusion activities in in
municipalities where the two projects overlap (Coatepeque, Aguacatán, Chiantla, San Pedro
Sacatepéquez). Both projects will provide technical support to the Municipal Offices for Women.
33
Community Roots will support training for civic participation and gender equity, while Puentes will support
planning and report development for the same offices. Additionally, both projects will seek to coordinate
with the departmental offices that are supported by SEPREM in Huehuetenango, San Marcos and
Quetzaltenango.
In a joint meeting between Community Roots and Puentes in of the Offices for Women held on June 11th,
in Coatepeque, the Community Roots Project witnessed the changing of Board members of the Municipal
Commission for Women. A new Board was elected in the presence of various communities and
government officials. 75 people attended the meeting. At the conclusion of the event, municipal officials
offered a press conference to the local media in which they thanked the Community Roots and Puentes
Projects for the support they are providing to the vulnerable populations in Coatepeque.
Follow-up to the coordination with SEPREM (the Presidential Secretariat for Women): The
project held two meetings with authorities from SEPREM and their Offices of International Cooperation
and Technical Assistance, to review the proposed terms of reference for in-kind support to the institution.
In April, SEPREM informed Community Roots that they wanted to focus their efforts on the departmental
level, rather than at the municipal and community levels as proposed by the project’s terms of reference.
Based on this response, the project decided to publish a TDR seeking qualified implementers in each
region who will receive a subgrant to implement gender and inclusion activities in each region. The TDR
will be published in FY18 Q4.
Preparation of guidelines for gender and inclusion for the Community Roots team and
partners: The project has developed guidelines for promoting gender and inclusion within project
activities.” This material was developed to support the implementation of primary prevention activities
at the municipal level funded through in-kind donations. See Annex 8. “Lineamientos de género fondos de
arranque” for this practical guide.
The following activities are planned for FY18Q4:
• Finalize the TDR for Prevention with Inclusion and issue a call for proposals.
• Review proposals and select at least three implementers who will receive a subgrant to address
gender and inclusion in each of the Community Roots regions.
• Provide technical review of activities that will be included in the MOU with the III Vice Ministry
of Crime and violence Prevention, including of activities related to gender and inclusion training
topics for the PNC.
• Carry out three meetings at the Departmental level, in coordination with the World Vision
Puentes Project.
• Support field teams so that in each of the venues a group of volunteers can be formed and trained
to help in the mobilization of people with disabilities who attend the activities implemented by the
project.
34
Coordination and Collaboration Efforts
Table 2: Community Roots Coordination and Collaboration Meetings, FY18 Q3
DATE ORGANIZATION TOPIC DESCRIPTION
April 2nd MINEDUC DIGEEX activities Overview of DIGEEX activities that
can complement Community Roots
skills training programs.
April 4th UMG / RTI /
MINGOB / Mercy
Corps
Mayor’s Forum Coordination of activities, budget and
other details for Mayors’ Forum
April 5th PNC Potential MOU Discuss the signing of MOU with the
Community Roots Project
April 10th Migration Prevention
Committee
Coordination Meeting Discuss main difference between
Cross-Sectorial Coordination Group
and Migration Prevention Committee
and determine next meeting topic.
April 13th X COMMITTEE OF
USAID (PARTNERS)
Coordination Meeting Discuss public and private alliances and
private sector role on development as
the next committee coordination
topic
April 18th Grupo HAME Private Sector Define coordination lines and potential
financial contribution in Community
Roots activities
April 18th
and 19th
Mayors’ Forum Role of the Mayors in
Violence Prevention
Security Challenges Preceding and during electoral periods in Guatemala there is often an increase in violence in
communities. The project is aware of a serious incident in an area near a project site, in which there
was an attempt on the life of the Mayor of Jocotán. To date the project is not aware of any similar
incidents in project areas. There are also known to be gangs present in areas where the project is
working. The project is planning to conduct additional security training for staff to ensure that staff are
prepared for security challenges that may arise.
