community roots project

COMMUNITY ROOTS PROJECT

COMMUNITY ROOTS PROJECT QUARTERLY PROGRESS REPORT

FY21 Quarter 1

October 1- December 31, 2020

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: January 29, 2021

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QUARTERLY PROGRESS REPORT FY21 Quarter 1

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Table of Contents

Acronyms .......................................................................................................................................................................... 2

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

Resumen Ejecutivo ....................................................................................................................................................... 8

Introduction .................................................................................................................................................................. 12

Key Accomplishments ............................................................................................................................................. 12

Objective 1: Support 80 community-based commissions to promote integrated violence

and migration prevention initiatives in targeted areas ............................................................................ 15

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. ............................................................................................. 20

Objective 3: Promote private sector engagement (local, national, and/or international) in

violence and migration prevention in target municipalities and communities ........................... 32

Objective 4: Support secondary violence prevention projects in close coordination with

municipal and local authorities. ........................................................................................................................... 37

Project Management and Administration ..................................................................................................... 42

Leverage .......................................................................................................................................................................... 43

Sub-Grants administration .................................................................................................................................... 44

Environmental Compliance .................................................................................................................................. 46

Communications ........................................................................................................................................................ 49

Monitoring Evaluation and Learning (MEL) Activities ............................................................................ 52

Gender and Inclusion ............................................................................................................................................... 57

Coordination and Collaboration Efforts ......................................................................................................... 61

Challenges Encountered and Resulting Actions ......................................................................................... 64

Security Challenges ................................................................................................................................................... 65



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Acronyms

ADAPT Analysis, Design and Planning Tool

CEEX Centro de Educación Extraescolar- Extracurricular Education Center

CMPV Comisión Municipal de Prevención de la Violencia – Municipal Violence

Prevention Commission

COCODE Consejo Comunitario de Desarrollo – Community Development Council

CODEDE Consejo Departamental de Desarrollo Urbano y Rural – Departmental Urban

and Rural Development Council

COMUDE Consejo Municipal de Desarrollo – Municipal Development Council

CPN Comisión Protectora del Niño – Child Protection Commission

CRP Community Roots Project

DAP Development Assets Profile

DAP+ Development Assets Profile Adapted

DIGEEX Dirección General de Educación Extraescolar- General Extracurricular

Education Directorate

DMM Dirección Municipal de la Mujer- Municipal Office for Women’s Affairs

DMP Dirección Municipal de Planificación- Municipal Planning Office

FUNCAFE Fundación de la Caficultura para el Desarrollo Rural- Coffee Growers’

Foundation for Rural Development

GoG Government of Guatemala

INL Bureau for International Narcotics and Law Enforcement

INTECAP Instituto Técnico de Capacitación y Productividad – Technical Training and

Productivity Institute

IOM International Organization for Migration

LGBTIQ Lesbian, Gay, Bisexual, Transgender, Intersexual and Queer

MEL Monitoring, Evaluation, and Learning

MINEDUC Ministerio de Educación – Ministry of Education

MOPSIC Modelo Policial De Seguridad Integral Comunitaria –Police Model

for Comprehensive Community Security

MOU Memorandum of Understanding



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MSPAS Ministerio de Salud Pública y Asistencia Social – Ministry of Health

OMNA Oficina Municipal para la Niñez y Adolescencia - Municipal Office for Children

and Adolescents

OMPNA Oficina Municipal de Protección de la Niñez y Adolescencia – Municipal Child

and Youth Protection Office

DMM Dirección Municipal de la Mujer- Municipal Office for Women’s Affairs

DMP Dirección Municipal de Planificación- Municipal Planning Office

OMJ Oficina Municipal de Juventud – Municipal Office for Youth Affairs

PCV Prevención Comunitaria de la Violence – Community Violence Prevention

PM Policía Municipal – Municipal Police

PNC Policía Nacional Civil – National Civil Police

RTI Research Triangle International

SEPREM Secretaría Presidencial de la Mujer – Presidential Secretariat for Women

UMG Urban Municipal Governance - USAID

UNDP United Nations Development Program

UNHCR United Nations High Commissioner for Refugees

UPCV Unidad para la Prevención Comunitaria de la Violence

– Community Violence Prevention Unit

USAID United States Agency for International Development

USG United States Government

VMPC Violence and Migration Prevention Commissions

WV World Vision



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Executive Summary

Community Plans for the Prevention of Violence and Irregular Migration

Community Roots Project staff continue to work with Community Prevention Councils (COCOPRES) to

support implementation of the Community Plans for the Prevention of Violence and Migration. Despite

restrictions on travel and gatherings due to the pandemic, the communities have continued to make progress

in implementing the activities in their plans. As of the end of FY21 Q1, 62% of the activities in the 80

Community Plans had been implemented. The main activities implemented this quarter were the

refurbishment of public spaces with fresh paint and lighting, and positive use of free time activities for youth.

Coordination with the PNC

The project met with newly appointed leaders in the General Sub-directorate for Crime Prevention to

present the project to them and discuss progress and activities planned for FY21. The project also met with

the Prevention Sub-Directorate staff to present the PNC-branded ADAPT Plus and ADAPT Plus Junior

methodologies that will be used throughout the country with communities and schools.

During FY21 Q1, the PNC carried out 913 activities in the communities covered by the project. These

activities are led and funded by the PNC and contribute to the project goal of reducing violence and irregular

migration. PNC activities include a variety of campaigns on issues facing the communities, trainings, talks, and

visits to local leaders and institutions.

Work with COMUPRES

In FY21Q1, Community Roots held a forum/workshop called “Sharing Experiences in Municipal Management”

was held with the objective of sharing experiences on funding sources and helping Municipality representatives

procure additional government resources. A total of 62 people, 38 females and 24 males, attended. These

were primarily COMUPRE Members, staff from Municipal Technical Offices, and Municipal Council members

from project intervention areas. Representatives from the municipalities of Camotán and Concepción Las

Minas, in Chiquimula, and representatives from the UPCV, ANAM, and the Integrated Center for Women’s

Training and Services (CICAM) also attended.

The Community Roots Project held a diploma course on Municipal Management of COVID-19 which was

co-financed by Agexport and delivered by the Government School. The objective of the course was to

provide municipal authorities and technicians with management tools and supplies to address the COVID-19

crisis. Twenty municipal representatives and 11 CRP technicians attended. The course covered topics related

to land-use planning, economic reactivation, political strategy, strategic communication, results-based

planning, and monitoring and evaluation.

Municipal Plans for the Prevention of Violence and Irregular Migration

By the end of FY20, 14 municipal plans for the prevention of violence and irregular migration were designed.

During FY21 Q1, 13 of these municipalities began implementing activities in their plans. The plans cover a

two-year period, and to date 41% of the activities in the plans have been implemented. Activities included

commemorating special dates, such as the International Day for the Elimination of Violence against Women

and Children’s Day, trainings, and workshops on positive use of free time activities.

Cooperation with La Ruta and INL

The Community Roots Project is working with representatives from “La Ruta” a Government of Guatemala

Initiative focused on engaging indigenous communities and connecting them with government, private sector,

and international cooperation initiatives, and the Bureau of International Narcotics and Law Enforcement

(INL) to identify communities that might be interested in implementing the Community Roots model for



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working with local communities. In December 2020, CRP participated in four round table discussions on

projects related to “Peaceful coexistence and strengthening community fabric” with five Indigenous Mayor’s

Offices selected by La Ruta. In January 2021, more municipalities will be visited and then three will be chosen

for implementation of the CRP community approach model.

Private Sector Engagement and Alliances with Other Entities

During FY20 Q4, Community Roots worked with Grupo Financiero G&T Continental to gather materials

and supplies to deliver to families in the project intervention area in Chiquimula who had been affected by

tropical storms Eta and Iota. Colgate Palmolive, the Rotaract Guatemala Norte Club, and For Love of Mateo

also donated a variety of supplies for affected communities in the project intervention areas.

During FY21 Q1, Community Roots efforts to engage the private sector and other entities led to $302,844

in leverage, bringing the total leverage for the life of project to $4,032,424.

Technical Skills Training for Vulnerable Groups

In December 2020, the Project signed an agreement with UN Women to train 300 women from Chiquimula

on leadership, budgeting, business plans, and other topics related to entrepreneurism. This alliance will last

for 10 months. The project is in the process of formalizing an alliance with INTECAP and Camara de Frankfurt

to provide construction training in Huehuetenango and certify youth in coverage areas of that department.

Youth Ready (Jovenes Súper Pilas) in Chiquimula

Community Roots coordinated to have World Vision implement YouthReady (Jovenes Súper Pilas in Spanish)

in Chiquimula with funding leveraged from the Barret Family Foundation. YouthReady is a World Vision

program model that aims to build soft skills among youth and support them on a pathway to pursue further

education, entrepreneurship, or employment. Youth between the ages of 14 and 29 are eligible to participate.

This activity began in October 2019 and will run through September 2023. In FY21 Q1, the second cohort

of Youth Ready in Chiquimula began with 337 young people (101 males and 236 females). As of the end of

the quarter, participants were in session 1.3 of the program.

Referral Networks and Secondary Prevention Services

The Community Roots Project has established a community-based referral system, through which a network

of organizations identifies and refers children and youth who may be eligible for Community Roots Secondary

prevention services. In FY21 Q1, 2,314 children and youth (1,302 female and 1,012 male) were referred for

three different types of CRP services: alternative education, technical vocational training, and psychosocial

services. The project began the process of identifying and hiring a local partner to conduct trainings for the

Referral Networks to contribute to the capacity building and the sustainability of the networks.

Alternative Education through FUNCAFE

FUNCAFÉ has a subgrant under the Community Roots Project to implement alternative education services

in project coverage areas. In the Community Roots Western Region (San Marcos, Huehuetenango, and

Quetzaltenango), a total of 834 students (563 females and 271 males) enrolled Cohort III. In the Community

Roots Project Eastern Region (Chiquimula), a total of 525 students (356 females and 169 males) enrolled in

Cohort II.

Psychosocial health services through IDEI

IDEI has a subcontract under the Community Roots Project to provide individual and groups therapy services.

Participants have the option of selecting services that are based on the Mayan culture. Due to the COVID-

19 pandemic, a virtual therapy and intervention model was created to provide psychological care to

participants and their families remotely. In FY21 Q1, IDEI provided 5 individual sessions to a total of 200

participants (133 female and 67 male).



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Subgrants and MOUs

The Community Roots Project has MOUs with 19 municipalities. During FY21 Q1, municipalities

implemented some activities either remotely or in-person, while other activities, such as technical training

courses in municipal centers, remained suspended. Activities related to recovering and refurbishing public

spaces were implemented with the supplies delivered by the Project in all three regions. The project has

subgrants with Rana Labs and FUNCAFE. The project worked with these partners to extend their subgrants

through FY21 and to develop operating plans to guide the subgrantee activities during the year.

Environmental Compliance

During FY21 Q1, the project conducted the following activities in accordance with its Environmental

Mitigation and Monitoring Plan (EMMP): designed, validated, and implemented a “Health Safety Checklist” to

be used at the end of all Project-organized in-person activities to make sure all health safety protocols for

COVID-19 prevention are being observed; presented the checklist at a staff meeting; visited 14 municipal

partners to plan for how to safely open the municipal centers during the COVID-19 pandemic and prepare

instruments for submission to the Ministry of the Environment and Natural Resources for the refurbishment

activities planned for each community; held a virtual training on occupational health and safety for the San

Marcos Municipality’s Bi-partite Committee for Occupational Health and Safety; held workshops with

subgrantees.

Communications Activities

The Community Roots Project conducted a two month radio campaign on violence prevention which began

in August 2020 and was completed in October 2020. It contained six radio spots designed to help increase

security for retuning migrants, ensure they be treated humanely and decently, to promote behavior changes

with regard to irregular migration, foster a culture of reporting, and prevent domestic violence, especially

violence against women and children. Additionally, in October, project staff gave eight interviews on issues

related to violence prevention and project activities. The Community Roots and Puentes Projects

collaborated to carry out a campaign on Facebook as part of the 16 Days of Activism, an international

campaign by UN Women to combat violence against women and girls. The project continues to use social

media to publish content for holidays, COVID-19 prevention, hotlines to report violence against women and

children, virtual trainings, field activities, food distribution, and other topics of interest.

Communications Activities with Youth through Rana Labs

In FY21 Q1, Rana Labs, a subgrantee on the Community Roots Project, concluded the “Community Voices”

workshops, a series of workshops which were designed to help participants create their own YouTube

channels and post videos they created and edited in their role as community spokespeople. A closing

ceremony was held, which 36 youth as well as representatives from USAID, World Vision Guatemala, and

World Vision US participated in.

Monitoring, Evaluation, and Learning (MEL) Activities

Due to the COVID-19 pandemic, the MEL team has adapted some of the project data collection processes

and procedures in order to collect data on activities that were implemented virtually. The MEL team has held

meetings with staff and partners to review project progress towards indicators and provide support in using

the data collection platform. The MEL team has developed a Terms of Reference for the project Endline

which is scheduled to be implemented in FY21.

Progress towards project indicators can be found in Annex 1. During FY21 Q1, 25,135 people (47% female

and 53% male) participated in project activities. Over the life of the project, 173,900 people (53% female,

47% male) have participated in the various project activities.



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Gender and Social Inclusion

Gender and inclusion activities in FY21 Q1 centered on training and raising awareness with COMUPRES,

COCOPRES, Municipal Offices for Women, and municipal technical offices. These efforts were centered

around gender-based violence prevention in the context of the International Day for the Elimination of

Violence against Women and the Sixteen Days of Activism. The gender and inclusion unit provided

strengthening to Project technical staff in the areas of indigenous peoples’ rights and collecting data on people

with disabilities. The gender and inclusion unit also carried out strategic actions to strengthen channels of

communication and establish alliances with government institutions, NGOs and international donors to

contribute to the prevention of irregular migration and violence against vulnerable groups.

Resumen Ejecutivo

Planes Comunitarios de Prevención de la Violencia y la Migración Irregular

El equipo del Proyecto Raíces Comunitarias continúa trabajando con las Comisiones Comunitarias de

Prevención (COCOPRES) para apoyar la implementación de los Planes Comunitarios de Prevención de la

Violencia y la Migración. A pesar de las restricciones en los viajes y reuniones debido a la pandemia, las

comunidades han seguido avanzando en la implementación de las actividades de sus planes. Al final del primer

trimestre del AF21, se implementó el 62% de las actividades de los 80 planes comunitarios. Dentro de las

principales actividades llevadas desarrolladas en este trimestre fueron la remodelación de espacios públicos

con pintura e iluminación y actividades para uso positivo del tiempo libre para jóvenes.

Coordinación con la PNC

El proyecto se reunió con los líderes recién nombrados en la Subdirección General de Prevención del Delito

para presentarles el proyecto y discutir el progreso y las actividades planificadas para el AF21. El proyecto

también se reunió con el personal de la Subdirección de Prevención para presentar las metodologías ADAPT

Plus y ADAPT Plus Junior con branding de la PNC que se utilizarán en todo el país en comunidades y escuelas.

Durante el primer trimestre del AF21, la PNC llevó a cabo 913 actividades en las comunidades cubiertas por

el proyecto. Estas actividades son dirigidas y financiadas por la PNC y contribuyen al objetivo del proyecto

de reducir la violencia y la migración irregular. Las actividades de la PNC incluyen una variedad de campañas

sobre problemas que enfrentan las comunidades, capacitaciones, charlas y visitas a líderes e instituciones

locales.

Trabajo con COMUPRES

En el Q1 del AF21, el Proyecto Raíces Comunitarias realizó un foro / taller llamado “Gestión Municipal de

Recursos” con el objetivo de compartir experiencias sobre fuentes de financiamiento y ayudar a los

representantes de la Municipalidad a obtener recursos gubernamentales adicionales. Asistieron un total de

62 personas (38 mujeres y 24 hombres) integrantes de las COMUPREs, personal de Oficinas Técnicas

Municipales y Concejales Municipales en áreas de intervención del proyecto. También asistieron

representantes de los municipios de Camotán y Concepción Las Minas, del departamento de Chiquimula, y

representantes de la UPCV, ANAM y el Centro de Investigación, Capacitación y Apoyo a la mujer (CICAM).

El Proyecto Raíces Comunitarias realizó un diplomado en Gestión Municipal sobre COVID-19 que fue

cofinanciado por Agexport e impartido por la Escuela de Gobierno. El objetivo del curso fue brindar a las

autoridades y técnicos municipales, herramientas e insumos de gestión para enfrentar la crisis del COVID-

19. Asistieron 20 representantes municipales y 11 técnicos del Proyecto Raíces Comunitarias. Fueron

impartidos temas como: planificación territorial, reactivación económica, estrategia política, comunicación

estratégica, planificación basada en resultados, monitoreo y evaluación.



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Planes Municipales de Prevención de la Violencia y la Migración Irregular

A finales del AF20, se diseñaron 14 planes municipales para la prevención de la violencia y la migración

irregular. Durante el primer trimestre del AF21, 13 de estos municipios comenzaron a implementar

actividades en sus planes. Los planes cubren un período de dos años y hasta la fecha se ha implementado el

41% de las actividades de los planes. Dentro de las actividades se incluye la conmemoración de fechas

especiales, como el Día Internacional para la Eliminación de la Violencia contra la Mujer y el Niño,

capacitaciones y talleres sobre el uso positivo del tiempo libre.

Cooperación con INL y La Ruta

El Proyecto Raíces Comunitarias está trabajando con representantes de La Ruta, una iniciativa del Gobierno

de Guatemala enfocada en involucrar a las comunidades indígenas y conectarlas con el gobierno, el sector

privado, las iniciativas de cooperación internacional, y la Oficina Internacional de Narcóticos y Aplicación de

la Ley (INL) para identificar comunidades que podrían estar interesadas en implementar el modelo de Raíces

Comunitarias y así trabajar con comunidades locales. En diciembre de 2020, el Proyecto Raíces Comunitarias

participó en cuatro mesas redondas sobre proyectos relacionados con “Convivencia pacífica y fortalecimiento

del tejido comunitario” con cinco Alcaldías Indígenas seleccionadas por La Ruta. En enero de 2021, se visitarán

más municipios y luego se elegirán tres para la implementación del modelo de enfoque comunitario del

Proyecto Raíces Comunitarias.

Compromiso del sector privado y alianzas con otras entidades

Durante el T4 AF20, el Proyecto Raíces Comunitarias trabajó con Grupo Financiero G&T Continental para

reunir materiales y suministros que fueron entregados a las familias en el área de intervención del proyecto

en Chiquimula quienes habían sido afectadas por las tormentas tropicales Eta e Iota. Colgate Palmolive, el

Club Rotaract Guatemala Norte y For Love of Mateo también donaron una variedad de suministros para las

comunidades afectadas en las áreas de intervención del proyecto.

Durante el primer trimestre del AF21, los esfuerzos del Proyecto Raíces Comunitarias para involucrar al

sector privado y otras entidades generaron un apalancamiento de $ 302,844, lo que elevó el apalancamiento

total durante la vida del proyecto a $ 4,032,424.

Capacitación en habilidades técnicas para grupos vulnerables

En diciembre de 2020, el Proyecto firmó un convenio con ONU Mujeres para capacitar a 300 mujeres de

Chiquimula en liderazgo, presupuestos, planes de negocios y otros temas relacionados con el

emprendimiento. Esta alianza tendrá una duración de 10 meses. El proyecto está en proceso de formalizar

una alianza con INTECAP y Cámara de Frankfurt para brindar capacitación en construcción en

Huehuetenango y certificar a los jóvenes en las áreas de cobertura de ese departamento.

Jóvenes Súper Pilas (YouthReady) en Chiquimula

El Proyecto Raíces Comunitarias coordinó para que World Vision implemente YouthReady (Jóvenes Súper

Pilas en español) en Chiquimula con fondos de la Fundación Familia Barret. YouthReady es un modelo de

programa de World Vision que tiene como objetivo desarrollar habilidades sociales entre los jóvenes y

apoyarlos en su camino para buscar mejor educación, espíritu empresarial o empleo. Los jóvenes entre 14 y

29 años son elegibles para participar. Esta actividad comenzó en octubre de 2019 y se extenderá hasta

septiembre de 2023. En el primer trimestre del AF21, comenzó la segunda cohorte de YouthReady en

Chiquimula con 337 jóvenes (101 hombres y 236 mujeres). Al final del trimestre, los participantes se

encontraban en la sesión 1.3 del programa.

Redes de referencia y servicios de prevención secundaria



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El Proyecto Raíces Comunitarias ha establecido un sistema de derivación basado en la comunidad, a través

del cual una red de organizaciones identifica y deriva a los niños y jóvenes que pueden ser elegibles para los

servicios de prevención secundaria del Proyecto Raíces Comunitarias. En el primer trimestre del AF21, 2,314

niños y jóvenes (1,302 mujeres y 1,012 hombres) fueron referidos a tres tipos diferentes de servicios del

mismo: educación alternativa, capacitación técnica vocacional y servicios psicosociales. El proyecto inició el

proceso de identificación y contratación de un socio local para realizar capacitaciones para las Redes de

Referencia para contribuir al desarrollo de capacidades y la sostenibilidad de las redes.

Educación alternativa a través de FUNCAFE

FUNCAFÉ tiene una subvención con el Proyecto Raíces Comunitarias para implementar servicios de

educación alternativa en las áreas de cobertura. En la Región Occidente (San Marcos, Huehuetenango y

Quetzaltenango), un total de 834 estudiantes (563 mujeres y 271 hombres) matricularon la Cohorte III. En

la Región Oriente (Chiquimula), un total de 525 estudiantes (356 mujeres y 169 hombres) se inscribieron en

la Cohorte II.

Servicios de salud psicosocial a través de IDEI

IDEI tiene un subcontrato con el Proyecto Raíces Comunitarias para proporcionar servicios de terapia

individual y grupal. Los participantes tienen la opción de seleccionar servicios basados en la cultura maya.

Debido a la pandemia de COVID-19, se creó un modelo de intervención y terapia virtual para brindar

atención psicológica a los participantes y sus familias de forma remota. En el primer trimestre del AF21, IDEI

proporcionó 5 sesiones individuales a un total de 200 participantes (133 mujeres y 67 hombres).

Subvenciones y MOUs

El Proyecto Raíces Comunitarias tiene Memorandos de Entendimiento con 19 municipios. Durante el primer

trimestre del AF21, los municipios implementaron algunas actividades de forma remota o presencial, mientras

que otras actividades, como los cursos de capacitación técnica en los centros municipales, permanecieron

suspendidas. Las actividades relacionadas con la recuperación y rehabilitación de espacios públicos se

implementaron con los suministros entregados por el Proyecto en las tres regiones. Además, el proyecto

cuenta actualmente con subvenciones con Rana Labs y FUNCAFE. El proyecto trabajó con estos socios para

extender sus subvenciones hasta el AF21 y para desarrollar planes operativos para guiar las actividades de

subvenciones durante el año.

Cumplimiento ambiental

Durante el primer trimestre del AF21, el proyecto llevó a cabo las siguientes actividades de acuerdo con su

Plan de Monitoreo y Mitigación Ambiental (EMMP): diseñó, validó e implementó una "Lista de verificación de

salud y seguridad" que se utilizará al final de todas las actividades presenciales organizadas por el Proyecto,

con el objetivo de asegurarse que se cumplan todos los protocolos de salud y seguridad para la prevención

de COVID-19; presentó la lista de verificación de una reunión presencial; visitó 14 socios municipales para

planificar cómo abrir de manera segura los centros municipales durante la pandemia de COVID-19 y preparar

instrumentos para presentar al Ministerio de Medio Ambiente y Recursos Naturales para las actividades de

remodelación planificadas para cada comunidad; realizó una capacitación virtual en seguridad y salud

ocupacional para el Comité Bipartito de Seguridad y Salud Ocupacional de la Municipalidad de San Marcos; y

también se realizaron talleres con subvenciones.

Actividades de comunicación

El Proyecto Raíces Comunitarias llevó a cabo una campaña de radio de dos meses sobre prevención de la

violencia que comenzó en agosto de 2020 y terminó en octubre de 2020. Constó de seis spots de radio

diseñados para ayudar a aumentar la seguridad de los migrantes retornados, garantizar que sean tratados con

humanidad y decencia, para promover el cambio de comportamiento en temas de migración irregular,



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fomentar una cultura de denuncia y prevenir la violencia doméstica, especialmente la violencia contra mujeres

y niños. Además, en octubre, el personal del proyecto concedió ocho entrevistas sobre temas relacionados

con la prevención de la violencia y las actividades del proyecto. Además, el Proyectos Raíces Comunitarias y

Proyecto Puentes colaboraron para realizar una campaña en Facebook como parte de los 16 Días de

Activismo, una campaña internacional de ONU Mujeres para combatir la violencia contra mujeres y niñas. El

proyecto continúa utilizando las redes sociales para publicar contenido para las vacaciones, prevención de

COVID-19, líneas directas para reportar violencia contra mujeres y niños, capacitaciones virtuales, actividades

de campo, distribución de alimentos y otros temas de interés.

Actividades de comunicación con jóvenes a través de Rana Labs

En el primer trimestre del AF21, Rana Labs, una subvención del Proyecto Raíces Comunitarias concluyó los

talleres "Voceros Comunitarios", una serie de talleres diseñados para ayudar a los participantes a crear sus

propios canales de YouTube y publicar videos creados y editados por ellos mismo en su rol de comunidad.

Se realizó una ceremonia de clausura en la que participaron 36 jóvenes, así como representantes de USAID,

World Vision Guatemala y World Vision US.

Actividades de seguimiento, evaluación y aprendizaje (MEL)

Debido a la pandemia del COVID-19, el equipo de MEL ha adaptado algunos de los procesos y procedimientos

de recopilación de datos del proyecto para recopilar datos sobre actividades implementadas virtualmente. El

equipo de MEL ha mantenido reuniones con el personal y los socios para revisar el progreso del proyecto

hacia los indicadores y brindar apoyo en el uso de la plataforma de recopilación de datos. El equipo de MEL

desarrolló un Término de Referencia para la línea final del proyecto que está programado para implementarse

en el AF21.

El progreso hacia los indicadores del proyecto se puede encontrar en el Anexo 1. Durante el primer trimestre

del AF21, 25,135 personas (47% mujeres y 53% hombres) participaron en las actividades del proyecto. A lo

largo de la vida del proyecto, 173.900 personas (53% mujeres, 47% hombres) han participado en las diversas

actividades del mismo.

Género e inclusión social

Las actividades de género e inclusión en el primer trimestre del AF21 se centraron en la capacitación y

sensibilización con COMUPRES, COCOPRES, Oficinas Municipales de la Mujer y oficinas técnicas municipales.

Estos esfuerzos se centraron en la prevención de la violencia de género en el contexto del Día Internacional

para la Eliminación de la Violencia contra la Mujer y los 16 días de activismo. La unidad de género e inclusión

brindó fortalecimiento al personal técnico del Proyecto en las áreas de derechos de los pueblos indígenas y

la recolección de datos sobre personas con discapacidad. La unidad de género e inclusión también llevó a

cabo acciones estratégicas para fortalecer los canales de comunicación y establecer alianzas con instituciones

gubernamentales, ONG y donantes internacionales para contribuir a la prevención de la migración irregular

y la violencia contra grupos vulnerables.



Page | 12

Introduction The Community Roots Project is a 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 prime organization with RTI International (RTI) as 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 irregular 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 connect children and youth with educational, recreational, and

employment opportunities. This quarterly report highlights the accomplishments of the project for Fiscal

Year 2021 Quarter 1 (FY21 Q1), the period from October 1, 2020 through December 31, 2020.

Context Analysis During FY21 Q1, the ongoing COVID-19 pandemic continued to influence project operations and daily life

for people throughout the country. Many activities were carried out remotely, and health guidelines were

followed for any in-person activities. Additionally, several municipalities in the project coverage areas in

Huehuetenango and Chiquimula were severely hit by the tropical storms ETA and IOTA. These natural

disasters compounded the difficulties already posed by the pandemic for many of the project participants. In

order to help alleviate these situations and maintain the project's social capital, the project worked through

alliances with the private sector and churches to bring humanitarian aid to the most affected areas.

Key Accomplishments Community Roots carried out its planned actions for FY21 Q1 under restrictions put into place to mitigate

the effects of the COVID-19 pandemic, following protocols established both by World Vision and the Ministry

of Health to reduce the risk of infection for staff as well as participants. Some of the main results of the

quarter are as follows:

• By the end of FY21 Q1, a cumulative total of 61% of the actions in the community irregular migration

and violence prevention plans have been implemented;

• During this quarter, the Project trained COMUPRES and municipal staff on municipal resource

procurement;

• By the end of FY21 Q1, a cumulative total of 41% of the actions in the municipal irregular migration

and violence prevention plans have been implemented;

• CRP coordinated with the Government of Guatemala (GoG) through the La Ruta Initiative and INL

to include community and municipal approaches in drafting violence and irregular migration

prevention plans in nine municipalities;

• The ADAPT Plus and ADAPT Plus Junior documents were diagrammed and branded with the PNC

logo;

• CRP began initial arrangements with the Ministry of Education’s DIGEEX to certify acquired skills;

• A call for bids was issued to design and implement an Irregular Migration and Violence Prevention

diploma course;

• Alliances were established with the private sector to deal with the effects of tropical storms Eta and

Iota;

• AGEXPORT’s contribution of $6,941 was invested in a diploma course on COVID-19 Prevention

and Protocols for Municipal Authorities and the PNC;



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• An alliance was signed with UN Women to train 300 women in Chiquimula on the topics of

leadership, budgeting, preparing business plans, and other related topics that will support them in

their entrepreneurial efforts;

• Progress was made in hiring INTECAP as an implementing partner to provide technical and vocational

training services to approximately 3,500 participants;

• Second and third cohorts for extracurricular education were launched, including high school

education with specialized studies in productivity and entrepreneurship. This will benefit 1,375

participants.

• Psychosocial care with a cultural relevance approach was provided to 200 participants in over 800

individual therapy sessions and 122 participants in group therapy sessions.

Further details on the activities implemented during FY21 Q1 are described in the following sections of this

report.



Page | 14



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Objective 1: Support 80 community-based commissions to promote

integrated violence and migration prevention initiatives in targeted areas During FY21 Q1, activities under Objective 1 focused on implementing community prevention plans,

especially in recovering public spaces, parks, and playgrounds, refurbishing schools, health clinics, and

perimeter walls, and installing streetlights. These actions help reduce situational risk and build trust in local

authorities, since people have a greater perception of security and feel more at ease. This activity is also an

example of the self-confidence approach used by the Project, in which communities plan and implement

actions with the accompaniment of the Project.

Result 1. 1

Intervention communities have developed and are implementing violence and

migration prevention plans

1. Restructuring / Ratifying COCOPRES

During FY21 Q1, no progress was made in under this activity, since it is scheduled for Q2 and Q3.

2. Accompanying Community Plan implementation

Project field staff provided remote follow-up and occasionally participated in in-person meetings to

accompany and advise COCOPRES. It was very satisfying to see that, in spite of restrictions on travel and

large gatherings during FY21 Q1, the communities have been able to make progress in implementing their

prevention plans and engage adults and youth of both genders.

In summary, the Project has implemented a cumulative total of 62% of the activities included in the community

plans. The region with the highest rate of implemented activities is Chiquimula, with 273 activities

implemented, which is equivalent to 70%. Huehuetenango takes second place with 185 activities implemented,

equivalent to 63%, and San Marcos/Quetzaltenango is in third place with 381 activities implemented, which is

equivalent to 57% of the planned activities. The following table illustrates the total amount of activities

implemented and the chart illustrates the degree of relative progress for each region.

Table 1. Number of community plan activities implemented by region



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Figure 1. Relative progress in implementing community plan activities, by region

The Project’s main activities during FY21 Q1 were related to:

• Refurbishing public spaces with fresh paint and lighting

• Positive use of free time activities for youth.

After participating in a virtual training provided by the Project during the pandemic, the Quezaltepeque,

Chiquimula COCOPRE resumed the task of recovering community spaces and began making arrangements

with municipal authorities to refurbish the street that leads from the main street to the local high school.

This street is known as “Cemetery Avenue” as it passes by two cemeteries.

“After the training, the COCOPRE met to see how we could

help prevent violence. We saw that Cemetery Avenue needed

lighting because many muggings were reported there after

dark. I’m glad to say that, not only did we accomplish that,

but we also pruned back the trees to improve visibility and

painted the perimetral wall of the cemetery. This really

spruced the whole street up and reduced the number of

muggings in the area”.

Mario Sagastume, President of the Quezaltepeque,

Chiquimula COCOPRE



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Another example can be found in the community of Saspan, San Jose la Arada, Chiquimula, where a

youth commission was established to assist the COCOPRE. Together, they have planned and

implemented a number of different prevention activities, including men and women’s soccer matches,

kite competitions, and clean-up campaigns, and will soon be refurbishing certain community spaces

identified during a walk-through of the community.

Another example is found in Coatepeque, where the COCOPRES and the Municipality worked together

to install public lighting in high-risk areas.

3. COCOPRE training with an inclusion and cultural relevance approach

This activity is scheduled for Q2 FY21.

“Local participation is very important and that’s why it is essential that community organizations like

COCODES and COCOPRES work together. Public lighting is an important topic for Coatepeque because it

helps decrease risk. The only people authorized to make any changes in that regard are those that work in

the Municipality and we are glad to provide personel and equipment to make any necessary changes in

public lighting as long as the people are organized and identify the places that need lighting installed or

refurbished.”

Coatepeque Municipal Mayor, December 2020

“The COCOPRES have had risk factor maps for a long time now,

but we decided to make a new sweep to identify high-risk areas in

our community, together with COCODE, to be able to pinpoint

where we needed public lighting and refurbishing to make people

feel safer in the community”.

Estela Hernández, Coatepeque COMUPRE representative.

December, 2020.

Installing streetlights in Coatepeque.

December 2020.



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Result 1.2

Citizen insecurity in intervention communities, reduced

4. Brief presentation on risks and consequences of irregular migration at educational

centers

This activity is scheduled for Q2 and Q3 of FY21.

5. Coordinate with PNC to implement prevention program in communities

On October 1, 2020, a virtual meeting was held with newly appointed staff from the General Sub-directorate

for Crime Prevention, General Commissioner Hector Hernandez, Deputy Commissioner Gerson Martinez,

and Officer Cesar Chicol, to present the Project to them and discuss progress and activities programmed for

FY21.

A coordination meeting was also held to follow up on purchasing supplies and equipment to increase the

sustainability of the Sub-directorate’s work, such as preparing a Leahy vetting list of PNC staff working in

intervention municipalities that would qualify for training in FY21.

Result 1.3 Supply of prevention programs/services to 80 target communities,

increased

6. Draft stories for youth migration and violence prevention

During FY21 Q1, the Project held technical planning meetings with Rana Labs to define methodology,

timeframes, and coverage. Activities are programmed for Q2 and Q3.

Planned Program Activities for Next Quarter (FY21, Q2)

• COCOPRE restructuring/ratifying

• Coordinate with PNC: public presentation of supplies and methodologies

• Accompany community plan implementation

• Provide COCOPRE training with inclusion and cultural relevance approach

• Draft stories for youth migration and violence prevention



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Page | 20

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.

Main Project activities under Objective 2 include providing training for COMUPRES and Municipal Technical

Offices on resource procurement and results-based planning. The Municipality of Guatemala shared their

experience with in-house resource management, procuring funding from sources other than the central

government, and key times to access Departmental Development Council funds. The Project also encouraged

municipal officials to participate in a “Municipal Management” diploma course on dealing with the COVID-19

crisis. AGEXPORT provided inclusive collaboration and promoted women’s participation in a market

operation training course that they provided in three municipalities with large markets. They also provided

supplies to help ensure safe market operation.

The Project accompanied COMUPRES in municipal prevention plan implementation. The activities have been

implemented in a highly participatory fashion. As of the end of FY21 Q1, 41% of the activities in the plans had

been implemented. The Municipalities promoted messages advocating for the prevention of violence against

women.

Additionally, the Project began working closely with a Government of Guatemala initiative called La Ruta and

with the Bureau for International Narcotics and Law Enforcement (INL) to select new intervention

communities in three additional municipalities. These new municipalities have indigenous authorities that will

be included in the participatory and collaborative planning process with municipal authorities and PNC. The

cultural values of each municipality will be respected.

Result 2.1 Twelve (12) inter-institutional commissions for violence and migration

prevention (COMUPRES) in selected municipalities, established.

7. Train COMUPRES on resource procurement

A forum/workshop called “Sharing Experiences in Municipal Management” was held with the objective of

sharing experiences on funding sources and helping Municipality representatives procure additional

government resources. Carlos Soberanis, an architect from the Municipality of Guatemala with over 15 years

of experience in municipal management, presented on this topic.

The target audience was COMUPRE members, staff from Municipal Technical Offices, and Municipal Council

members. A total of 62 people attended (38 female and 24 male) from 20 CRP intervention municipalities, as

well as other municipalities such as Camotán, and Concepción Las Minas, Chiquimula and representatives

from the UPCV, ANAM, and the Integrated Center for Women’s Training and Services (CICAM).



Page | 21

At the end of the workshop, participants were asked to identify some takeaways, which are presented in the

following table.

Table 2. Participants responses to the question: What did you learn at this event?

• To make public spaces available for pedestrians.

• How to make Municipalities self-sustainable.

• How to make a public-private alliance for projects to improve citizens’ quality of life.

• How important it is to have demographic growth data to procure resources for each colony and

understand interconnectivity of territories.

• Public administration processes and integration with donors.

• Project timeline, from planning through implementation.

• How important it is to know a territory to effectively manage it.

• The importance of legal certainty of lands in which public investment is made.

• The importance of strategic alliances with national and international organizations for good resource

management.

• Sensitizing and engaging local authorities are key to success.

• The importance of alliances with international organizations to help out the municipality.

In order to determine the possible replication of the topics, participants were asked: “What will you apply?”

Table 3 Summary of lessons that participants indicated they would apply.

• Recovery and improvement of public spaces to dignify communities.

• Institutional strengthening and rapprochement with international cooperation.

• Engaging the population in activities.

• Better communication with institutions that are present in the municipality.

• All process must have guidelines commensurate with the municipality.

• Begin planning early.

• Teamwork.

• Improve planning in all activities and improve customer service.

• Form alliances with the public sector to recover spaces.

• Articulate key actors to implement projects.

• Seek alliances to implement activities in benefit of the Municipal Office for Women’s Affairs.

• Manage different projects to benefit the community.

• Focus on the needs of the people.

Additionally, the Project developed a diploma course on Municipal Management of COVID-19 which was co-

financed by Agexport and delivered by the government school. The objective of the course was to provide



Page | 22

municipal authorities and technicians with management tools and supplies to address the COVID-19 crisis.

Twenty municipal representatives and 11 CRP technicians attended. Two sessions were delivered each week

through Zoom for eight weeks, for a total of 48 hours of training. The course covered topics related to land-

use planning, economic reactivation, political strategy, strategic communication, results-based planning, and

monitoring and evaluation.

Table 4. Municipal participants in Municipal Management Diploma course 2020.

No. Department Municipality Position

1 Chiquimula Camotán Municipal Planning Director

2 Chiquimula Camotán Human Resources Director

3 Chiquimula San José La Arada Municipal Planning Director

4 Chiquimula San José La Arada Municipal Treasurer

5 Chiquimula San Juan Ermita Municipal Syndicate II

6 Chiquimula Concepción las Minas ANAM Technical Adviser

7 Huehuetenango Chiantla Profile Technician

8 Huehuetenango Cuilco Municipal Planning Director

9 Huehuetenango Chiantla OMDEL Coordinator

10 Huehuetenango Chiantla Municipal Office for the Protection of Children

and Adolescents Coordinator

11 Quetzaltenango Coatepeque Municipal Planning Assistant Director

12 Quetzaltenango Coatepeque Inter-institutional Management Assistant

13 Quetzaltenango Colomba Municipal Syndicate I

14 Quetzaltenango Coatepeque Municipal Women’s Office Director

15 San Marcos Malacatán Public Services Director

16 San Marcos Malacatán Land-use Planning and Cadaster Director

17 San Marcos San Pedro Municipal Women’s Director

18 San Marcos Tacaná Municipal Machinery and Fuel Control Supervisor

19 San Marcos San Pedro Sacatepéquez Council Member III

20 Huehuetenango Cuilco Municipal Planning Auxiliary Officer

Table 5. CRP participants in Municipal Management Diploma course 2020.

No. Department Municipality Position

1 Guatemala Guatemala Primary Violence Prevention Manager

2 San Marcos Malacatán Primary Violence Prevention Officer

3 Chiquimula Chiquimula Regional Coordinator

4 Guatemala Guatemala Primary Violence Prevention Coordinator

5 Chiquimula Chiquimula Primary Violence Prevention Officer

6 Chiquimula Chiquimula Primary Violence Prevention Officer

7 Huehuetenango Huehuetenango Primary Violence Prevention Officer

8 Huehuetenango Huehuetenango Regional Coordinator

9 San Marcos San Pedro

Sacatepéquez

Primary Violence Prevention Officer

10 Huehuetenango Huehuetenango Primary Violence Prevention Officer

11 San Marcos San Marcos Regional Coordinator



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8. Experience Sharing and Lessons Learned

This activity is scheduled for FY21 Q3.

Result 2.2 Twelve (12) municipal violence prevention and irregular migration plans,

established

9. Advise municipalities on planning violence and irregular migration prevention

The Project coordinated with Agexport to provide equipment and supplies to the following Municipalities

to ensure safe market operation: San Pedro Sacatepéquez and San Marcos, San Marcos; Coatepeque,

Quetzaltenango. These municipalities formed an alliance with Agexport through a convention covering

the donation of supplies, equipment, training for municipal and market staff, and a certification by

Agexport on operating municipal markets under health safety protocols. Community Roots’ role was to

advise and accompany the Municipalities and act as liaison with Agexport to formalize the relationship,

which complements the Project’s intervention and helps strengthen municipal management skills and

sustainability.

Table 6 Market operation supplies provided by Agexport

No. Supplies San

Marcos

San Pedro

Sacatepéquez Coatepéque

1 Commercial paper towel dispenser 02 02 05

2 Industrial hand-soap dispensers, metal, blue, with

adjustable tray

14 16 42

3 Stainless Steel pedestal sinks, 304 caliber, size18,

45cm wide x 45cm long x 90cm tall. Includes

Branscraft accessory kit, stainless steel hose, nipple,

and trap.

03 03 09

4 45 liter-capacity garbage cans with lids 08 10 24

5 Neoprene gloves 03 03 09

6 Yellow rubber water-proof suits 04 04 12

7 Disinfectant sprayers- 16-liter Superagro Matabi

pumps

01 01 00

8 Rechargeable infrared thermometers with digital

screens, includes hook or double-sided adhesive for

hanging, capable of measuring temperature at a

distance of 5cm # 10 cm.

02 02 03

Annex 2 contains the safe market operation certification provided by Agexport to the municipalities of San

Marcos and San Pedro Sacatepéquez, San Marcos.

10. Accompany and implement municipal violence and migration prevention plan actions

By the end of FY2020, 14 municipal violence and migration prevention had been designed. These plans contain

activities that will be implemented over a two year period. During FY21 Q1, and 13 municipalities reported

progress in implementing their plans. In FY21 Q1, 142 activities (41% of all activities in the plans) were

performed. A total of 17,432 people (10,391 females and 7,041 males) participated in these activities.



Page | 24

Activities included commemorating special dates, such as the International Day for the Elimination of Violence

against Women and Children’s Day. With regard to training, the Project worked with Agexport to provide

training on the safe operation of markets and plazas and provided supplies to implement health safety

measures. Additionally, workshops were held with women, men, and children on the positive use of free

time.

Table 7. Implementation of municipal violence and irregular migration prevention plans

Department Municipality

Number of

activities planned

for Two-Year

period

Activities

Implemented to

Date

% of activities

implemented

Chiquimula Olopa 20 0 0%

Chiquimula Quezaltepeque 17 8 47%

Chiquimula San Juan Ermita 19 3 16%

Chiquimula San José La

Arada

19 6 32%

Huehuetenango Aguacatán 27 11 41%

Huehuetenango Cuilco 27 11 41%

Huehuetenango Chiantla 23 8 35%

Huehuetenango La Democracia 24 7 29%

Huehuetenango La Libertad 27 9 33%

Quetzaltenango Coatepeque 32 19 59%

Quetzaltenango Colomba 18 11 61%

San Marcos San Pedro

Sacatepéquez

37 15 41%

San Marcos San Marcos 31 17 55%

San Marcos Tacaná 21 14 67%

Total 342 139 41%



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Figure 2. Cumulative percentage of progress in municipal plan implementation FY21 Q1

The most active municipality, especially with regard to recovering public spaces, is Tacaná, followed by

Colomba and Coatepeque. Unfortunately, Olopa has not reported any progress because the Project Liaison

is recovering from COVID-19 and is in quarantine and unable to access the information. This municipality

will provide a progress update in FY21 Q2.

11. Extend community and municipal approach model to draft violence and irregular

migration prevention plans- cooperation with INL

During FY21 Q1, the Project held virtual and in-person coordination meetings with GoG’s La Ruta

initiative and INL representatives. La Ruta aims to ensure that government, private sector, and

international cooperation initiatives benefit indigenous communities. Two exploratory sweeps were

performed, during which visits were made to indigenous authorities in the municipalities of Nahuala and

Santa Catarina Ixtahuacan, Solola; Chichicastenango and Santa Maria Nebaj, El Quiché; and Comalapa,

Chimaltenango.

In December 2020, CRP participated in four

round table discussions on projects related to

“Peaceful coexistence and strengthening

community fabric” with five Indigenous Mayor’s

Offices selected by La Ruta. La Ruta presented

its Governance in Land Affairs Project, which

includes a portfolio of the Bureau of

International Narcotics and Law Enforcement

Affairs’ (INL) peaceful coexistence projects and

Community Roots’ community approach. A

UPCV representative from the Third Vice-

ministry of the Interior also accompanied the

discussions.

0%

47%

16%

32%

41%

41%

35%

29%

33%

59%

61%

41%

55%

67%

0% 10% 20% 30% 40% 50% 60% 70%

Olopa

Quezaltepeque

San Juan Ermita

San José La Arada

Aguacatán

Cuilco

Chiantla

La Democracia

La Libertad

Coatepeque

Colomba

San Pedro Sacatepéquez

San Marcos

Tacaná

Percent of activities implemented by municipality

Meeting with indigenous authorities from Santa Maria Nebaj, El Quiche. December 3, 2020.



Page | 26

During this first outreach, three groups of reactions or responses were noted: a) immediate interest

and openness on behalf of the municipalities of Nahuala and Chichicastenango; moderate interest on

behalf of the municipalities of Nebaj and Comalapa; and c) disinterest on behalf of the municipality of

Santa Catarina Ixtahuacan, which also argued that the relationship with the Municipal Mayor and PNC

has been less than cordial and effective.

In January 2021, more municipalities will be visited and then three will be chosen for implementation of

the model that Community Roots has used for developing community plans for the prevention of

violence and irregular migration.

12. Share Project achievements, approach, and tools with GoG key actors, private sector,

and donors

During FY21 Q1, the Project prepared the terms of reference to develop a violence and irregular

migration prevention diploma course. The terms were published in December and CR hopes to award

the consultancy to a higher education provider in January, for implementation from February through

June 2021. The consultancy will draft the curriculum and deliver the diploma course through a virtual

platform to a first cohort of 120 participants. The implementing partner will provide the course to the

following cohorts without Project accompaniment.

13. Technical vocational training through Municipal Training Centers

This activity includes certification of acquired skills and began with identifying people interested in

pursuing such certification. To date, 129 people have expressed interest (81% male and 19% female) in

four intervention departments. The project is working with COMUPREs to promote this opportunity

among females identify whether there are more females who might be interested. The most requested

trades are construction, cooking, and carpentry. The Project is currently preparing participant dossiers

to submit to DIGEEX in each department.

The following table describes the number of people interested in each trade, by department and gender.

Table 8. People interested in skills certification

No. Occupational area Chiquimula Huehuetenango Quetzaltenango San

Marcos

Total by

gender Total by

occupational

area F M F M F M F M F M

1 Construction 0 28 0 12 0 7 0 4 0 51 51

2 Beekeeping 0 0 0 1 0 0 0 0 0 1 1

3 Coffee production 0 0 0 1 0 0 0 0 0 1 1

4 Carpentry 0 11 0 8 0 0 0 0 0 19 19

5 Cooking 15 5 0 0 0 0 0 0 15 5 20

6 Sewing and tailoring 0 0 0 0 2 1 1 0 3 1 4

7 Electricity 0 0 0 0 0 3 0 0 0 3 3

8

Domestic electric

installation 0 9 0 1 0 0 0 0 0 10 10

9 Welding 0 4 0 0 0 0 0 0 0 4 4

10 Wait staff 1 0 0 2 1 1 0 0 2 3 5

11 Baking 2 1 0 1 3 4 0 0 5 6 11

Total 18 58 0 26 6 16 1 4 25 104 129

19% 81%



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In January 2021, the Project will resume arrangements with DIGEEX Departmental Coordinators to

follow Ministry of Education guidelines.

14. Train COMUPRES and Municipal Technical Offices on gender and inclusion and

cultural relevance


15. Forum-workshop with key actors on intervention experiences with indigenous peoples


16. Train COMUPRES on environmental regulations


Result 2.3 Community policing philosophy, strengthened

17 Follow up on methodological institutionalization by PNC

Under this activity, the Project held a virtual meeting with the Prevention Sub-directorate staff to

present the PNC-branded ADAPT Plus and ADAPT Plus Junior methodologies that will be used

throughout the country with communities and schools. Editable digital copies were provided, as well as

PDF versions for immediate use.

Figure 3 and 4. PNC-branded Community Violence Prevention Handbook

18. Accompany implementation of school prevention plans

This activity is scheduled for FY21 Q2 and Q3.

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19. Systematize PNC report on violence and irregular migration prevention

During FY21 Q1 the PNC carried out 913 activities in the communities covered by the project. The activities fall into 22 different categories; the

details are shown in the following table:

Table 9. PNC activities in Project´s coverage area during FY21 Q1

No. ACTIVITIES CHIQUIMULA QUETZALTENANGO SAN MARCOS HUEHUETENANGO TOTAL

1 POLICE VACATION SCHOOL 4 0 2 0 6

2 COCOPRES ORGANIZED 1 2 3 0 6

3 MUNICIPAL CAMPAIGN FOR

EXTORSION PREVENTION 1 0 0 0 1

4 MUNICIPAL CAMPAIGN "QUARANTINE

WITHOUT VIOLENCE" 1 0 0 0 1

5

MUNICIPAL CAMPAIGN "DOMESTIC

VIOLENCE PREVENTION AND VIOLENCE

AGAINST WOMEN PREVENTION"

2 1 3 0 6

6 MUNICIPAL KIDNAPPING PREVENTION

CAMPAIGN 1 1 2 0 4

7 MUNICIPAL CRIMINAL INCIDENCE

REDUCTION CAMPAIGN 1 0 0 0 1

8 MUNICIPAL CAMPAIGNS FOR PROPERTY

CRIMES PREVENTION 1 1 3 0 5

9 MUNICIPAL PREVENTION CAMPAIGNS

AT CHRISTMAS AND END OF THE YEAR 3 1 2 0 6

10 INFORMATIVE TALK TO CIVIL SOCIETY 12 10 22 0 44

11 COCOPRE TRAINING 2 5 8 0 15

12 DAY OF NON-VIOLENCE AGAINST

WOMEN COMMEMORATION 2 0 2 0 4

13 INTERNATIONAL CHILDREN'S DAY

CELEBRATION 3 0 0 0 3

14 FOOD DELIVERY AND EMERGENCY

ATTENTION 14 1 4 4 23

15 RECOVERY OF PUBLIC SPACES 2 1 8 0 11

16 HUMANITARIAN SERVICES 18 8 5 0 31



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17 VISIT TO GROCERY STORES IN ORDER

TO PREVENT CRIMES AND EXTORSIONS 120 1 388 2 511

18 COMMUNITY LEADERS VISIT 30 21 5 41 97

19 RELIGIOUS LEADERS VISIT 5 13 5 23

20

LOCAL MEDIA VISIT IN ORDER TO

PUBLICIZE CRIME PREVENTION

PROGRAMS

16 11 27 2 56

21 HOME VISITS 4 1 50 2 57

22 MUNICIPAL CAMPAIGNS FOR THE

PREVENTION OF LINCHINGS 0 0 2 0 2

TOTAL 243 65 549 56 913

In October, the PNC held a virtual celebration of Children’s Day. Ventriloquists Lesh

and Leshy provided entertainment. CRP donated six children’s bicycles as online raffle

prizes.

In November, the PNC gathered clothing, shoes, food, and toys at their headquarters to help those affected by tropical storm Eta. The

Project contributed 1,600 jumbo-size bags to pack up clothes and shoes for children and adults, rice, beans, corn, flour, instant soup, and

bottled water, which the PNC later distributed to affected communities.

«I’m very excited and thankful for the

support, especially for Lesh who

encouraged me and the police»,

Edgar García, zone 3, Guatemala City

Page | 30

Planned Program Activities for Next Quarter (FY 21, QII)

• Follow up on La Ruta pilot with three new municipalities PNC-UPCV-INL

• Skills certification

• Implement irregular migration and violence prevention diploma course

• Accompany municipal plan implementation

• Train COMUPRES and Municipal Technical Offices on gender and inclusion, cultural relevance, and

environmental regulations

• Forum/workshop with key actors on intervention experiences with indigenous peoples

• Accompany implementation of school prevention plans.



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Page | 32

Objective 3: Promote private sector engagement (local, national, and/or international) in

violence and migration prevention in target municipalities and communities

Objective 3 planning for FY21 centers on promoting the sustainability of Project actions and efforts to

establish relationships with the private sector and generate opportunities for youth in coverage areas. In

FY21 Q1, the Project worked to approach potential private sector partners and establish new alliances, as

well as to seek support for vulnerable groups in Project intervention areas affected by storms Eta and Iota.

In all activities and alliances with private sector partners, the Project took into account gender considerations

and included women, indigenous, and other vulnerable groups.

Result 3.1. Promote private sector investment in target municipalities

20. Connect private entities with municipal authorities

The Project began the process of gathering and consolidating information on private sector partners in order

to prepare a business directory. In FY21 Q3, digital and printed copies will be distributed to 20 intervention

municipalities to support future projects and actions that require technical or financial support from the

private sector.

21. Procure resources and services for adolescents and youth in coverage areas

In November, CR joined forces with Grupo

Financiero G&T Continental to gather

clothing, towels, blankets, quilts, and other

items for vulnerable families in Project

intervention areas in the Chiquimula region

affected by storms Eta and Iota. G&T

Continental employees from the

metropolitan area collected Q18,197.00

worth of supplies. Colgate Palmolive also

made an in-kind donation of personal

hygiene items valued at Q32,284.36 for

affected communities in Chiquimula.

The Rotaract Guatemala Norte Club made a donation of non-perishable food items valued at Q16,596.25

for Chiquimula and Huehuetenango, and the For the Love of Mateo donated diapers, beverage mixes and

water valued at Q1,381.00 for affected communities in Huehuetenango. In December 2020, For the Love

of Mateo made a small donation of toys for positive use of free time activities to communities in

Huehuetenango. Every two months, Colgate makes a recurring donation of personal hygiene items for

vulnerable groups connected to the Project.



Page | 33

The following table summarizes donations made to address Project participant needs:

Table 10. Q1 donations

Company or

institution

Description Region

benefitted

Value in US$

Colgate Palmolive Personal hygiene and

cleaning supplies Chiquimula $4,149.64

G&T Continental Blankets, clothing, towels,

and quilts Chiquimula $2,338.94

Club Rotaract

Guatemala Norte 85 rations of food

Huehuetenango

and Chiquimula $2,133.19

For the Love of

Mateo

Diapers, bottled water,

beverage mixes, and toys Huehuetenango $2,54.63

Total: $8,876.39

22. Coordination and alliances with public and private sector projects, companies and/or

institutions

In December, Agexport donated Q54,000 to provide a diploma course on COVID-19 prevention and

protocols for municipal authorities and PNC. Thirty people successfully completed this diploma course in

FY21 Q1.

Also in FY21 Q1, the Project worked on identifying and approaching private sector institutions to establish

new alliances for the 2021 calendar year, including INTECAP, la Cámara de Frankfurt, Universidad de

Occidente, Funsepa, Segeplan, and others.

Result 3.2 Job creation programs with private sector participation, developed

23. Technical skills training for vulnerable groups, to find employment or self-employment

In December 2020, the Project signed an agreement

with UN Women to train 300 women from

Chiquimula on leadership, budgeting, business plans,

and other topics related to entrepreneurism. UN

Women has implemented this initiative with other

private sector partners in the past, which is why

Community Roots joined this platform to benefit

women in our coverage areas through the contribution

of courses and by equipping workshops for technical

trades. This alliance will last for 10 months and the

Project has already begun holding work and planning

meetings together with field teams.

Additionally, the Project has begun arranging to formalize an interinstitutional alliance with INTECAP and

Camara de Frankfurt to provide construction training in Huehuetenango and certify youth in coverage areas

of that department. Gender and inclusion criteria will be taken into consideration during the participant

selection process.



Page | 34

During FY21 Q1, the Community Roots Project and the Puentes Project approached Segeplan to discuss the

provision of local and international scholarships for youth in the coverage areas of the two projects. More

information on this opportunity will be shared with Project youth in mid-January 2021.

24. Connect youth to internship, employment, or self-employment opportunities

The agreement signed with UN Women in December 2020 seeks to not only provide training to 300 women

in the department of Chiquimula, but also to enable beneficiaries to create their own businesses, thereby

promoting self-employment opportunities.

The Project also started the process of drafting an agreement with Representaciones Europeas, the owner

of Liqui Molly lubricants and additives. The agreement, which will be signed next quarter, seeks to provide

training for Chiquimula youth interested in working as automotive and motorcycle mechanics and to generate

employment by opening mechanics shops in Chiquimula.

Jóvenes Súper Pilas (YouthReady) in Chiquimula

Community Roots is leveraging funds from the Barrett Family Foundation to implement Jóvenes Super Pilas.

This program, which is being implemented in Guatemala, El Salvador y Honduras, uses World Visions’ Youth

Ready methodology to develop soft skills in youth and support them in seeking education, entrepreneurship,

or employment.

The program designed for Guatemala contains four training modules. Once youth complete the modules,

they are encouraged to continue with their studies, find employment, or set up a business. This program

works with youth in the Department of Chiquimula (eastern Guatemala), in coverage communities of the

Olopa and Quetzaltepeque municipalities. The program started in October 2019 and is scheduled to run

through September 31, 2023. Youth between the ages of 14 and 29 are eligible to participate.

During this period, informational sessions on the project have been held at the community level, with parents,

to publicize the objectives and activities that the project intends to carry out and show the enrollment

process.

After the enrollment process, Project´s second cohort

began with 337 young people (101 males and 236

females). As of the end of the FY21 Q1, the participants

were participating session 1.3 of the program.

The coverage of Jóvenes Super Pilas has been expanded

to other municipalities. The program is now being

implemented in 12 communities including communities

in municipalities on the periphery of Guatemala City.

This has been done as part of an agreement with the

World Vision Project MAGMA and aims to benefit young

people from marginal areas.

Due to the COVID-19 pandemic, the training process and methodology development is being carried out

through a mix of virtual and face-to-face sessions.

70%

30%



Page | 35

In order to implement the virtual sessions proposed in the methodology, the project acquired 100 cell phones

and provided these to low-income participants so that they would be able to access the virtual classroom

platform.

Jóvenes Super Pilas has followed up with youth who completed the curriculum in FY2020 in the first cohort

and are now pursing activities in their life plans. Of the 83 participants in Cohort 1, 55 are enrolled in

education and receiving support to continue studying. Seventeen participants have started entrepreneurships.

They are following businesses plans and the staff is supporting them to work through challenges. Seven

participants expressed interest in employment and were selected to participate in the implementation of the

economic reactivation plan implemented by World Vision Guatemala. Additional, youth from this cohort

were connected with the popular training center "CEDEP El Tule” and participated virtually in a training on

sales, including channels, promotion, and costs, and business development.

Planned Program Activities for Next Quarter (FY21, Q2)

• Sign an MOU with INTECAP and Cámara de Frankfurt to equip a building and construction workshop

and train youth on this trade in Huehuetenango

• Sign an MOU with Representaciones Europeas to generate employment opportunities for youth in

Chiquimula

• Start a partnership with Universidad de Occidente to train municipal authorities

• Start a partnership with Segeplan to facilitate information about different types of scholarships available

for youth in our coverage areas.



Page | 36



Page | 37

Objective 4: Support secondary violence prevention projects in close coordination with

municipal and local authorities.

This objective covers the direct provision of services for children, adolescents, and youth in coverage

communities, including the creation and training of municipal-level support and referral networks comprised

of various institutions working to refer high-risk youth. The Project began the process of hiring an

implementing partner to transfer CRP’s established methodology to, in order to ensure sustainability. During

FY21 Q1, progress was made in hiring INTECAP as an implementing partner to provide technical vocational

training services. Implementing partner IDEI continued to provide psychosocial services and ASOVID

provided psychometric services. Funcafe began providing alternative education to a third cohort of students.

25. Training and strengthening municipal referral and support network

The Project began the process of hiring an implementing partner to perform actions related to this activity

and published a call for proposals in Prensa Libre on December 7, 2020 to apply for the following subgrant:

CRP-SG-007-2020 TRAINING AND STRENGTHENING LOCAL AND SUPPORT

NETWORKS.

Five organizations sent letters of interest: ASOVID, IDEI, GRUPOS GESTORES, CECI, and ADIPH. The

deadline for submitting technical and financial proposals is January 15, 2021.

26. Accountability sessions on secondary prevention services


Result 4.1 Referral/support network for secondary prevention of violence and

irregular migration established, accompanied, and strengthened

https://www.google.com/search?rlz=1C1GCEU_esGT858GT859&sxsrf=ALeKk02bG_NuK9SF3fVWA9WpeuYoO8LD8A:1611099182959&q=accountability&spell=1&sa=X&ved=2ahUKEwiPz_2TlKnuAhWuzVkKHQLlA4kQkeECKAB6BAgWEDM



Page | 38

27. Apply secondary prevention services referral model

In FY21 Q1, 2,314 children and youth (1,302 female and

1,012 male) were referred for three different types of

CRP services: alternative education, technical

vocational training, and psychosocial services.

All referrals are made by COCOPRE members in the

communities who are familiar with selection criteria

(risk and high-risk profiles) and who have appropriated

this methodology to ensure that services are provided

to those who most need them.

Figure 5 distribution by sex

Result 4.2

Violence and irregular migration prevention service providers in target

communities, strengthened

28. Hire technical vocational course provider

In FY20, the Project started the process of hiring a technical vocational course provider for the three CRP

intervention regions and selected INTECAP, but due to the COVID-19 pandemic, services were suspended

until in-person classes could be resumed. In FY21 Q1, the Project resumed the adjudication process and

modified the contract terms. The training courses are expected to begin in FY21 Q2.

29. Psychosocial reinsertion of returnee youth

This activity is scheduled for FY21 Q2 and Q3.

Referred participants

44% 56%

A total of 2,314 individuals were referred to the

following services

Alternative

education Technical

vocational

training

Psychosoci

al services



Page | 39

66% 34%

Male/female ration Western region –

Cohort III

68% 32%

Male/female ratio Eastern region –

Cohort II

30. Implement secondary prevention services (direct implementation, grants, and

consultancies)

Alternative education services – Funcafé In FY21 Q1, implementing partner Funcafe began providing alternative education scholarship services to a

second and third cohort in three coverage regions and began providing high school education services with

a specialty in production and entrepreneurship.

a) Enrollment:

In the western region, 834 participants between the ages of 13 and 29 have enrolled in Cohort III (563 female

and 271 male). The enrollment goal for Cohort III is 850 students and the Project expects that that number

will be reached in the first few weeks of FY21 Q2.

In the eastern region, 525 participants between the ages of 13 and 29 have enrolled in cohort II (356 female

and 169 male).

Figures 6 & 7. Distribution by sex

• Psychosocial health services – IDEI

Implementing partner IDEI is providing individual and group therapy services with a cultural relevance

approach. IDEI hired the services of a consultant in Mayan culture who is tasked with adapting the therapy

sessions to the Mayan world vision. Additionally, in light of COVID-19 restrictions on in-person meetings, a

virtual therapy and intervention model was created to provide psychological care to participants and their

families remotely, taking care to preserve the quality of the intervention and confidentiality of the participants.

In FY21 Q1, IDEI provided 5 individual sessions to a total of 200 participants (133 female and 67 male). The

following chart provides details on the number of beneficiaries and sessions.



Page | 40

Table 11. attendance records for psychosocial health service by sex (individual group sessions)

Group therapy sessions include and exchange between participants from the three regions so that the

participants can learn more about the experiences of youth from other regions and cultural backgrounds.

During FY21 Q1, IDEI provided group therapy sessions to 122 participants (70 female and 52 male).

Table 12. attendance record to psychosocial health service by sex (group sessions)

31. Implement and evaluate secondary prevention strategy


Result 4.3 Secondary prevention model that can be used by interested parties in

target communities, developed.

32. Transfer model of violence and irregular migration prevention interventions in

vulnerable populations


Participants attending individual sessions

Number of individual sessions provided 878 Average duration of each session 75 minutes

Individual sessions

Age groups Session 1 Session 2 Session 3 Sessions 4 Session 5 Total

Sex M F M F M F M F M F

Ages

8-12 years 14 4 14 4 10 2 5 2 14 4 73

13-18 years 34 70 34 70 22 56 18 55 34 70 463

19- 25 years 19 50 19 50 17 39 11 29 19 50 303

> 25 years 0 9 0 9 0 7 0 5 0 9 39

Subtotal by sex 67 133 67 133 49 104 34 91 67 133 878

Participants attending group sessions

Session number

Participants

Adults Youth

(19-25)

Adolescents

(13-18)

Childr

en

(8-12)

Total number of

participants attended by

session

F M F M F M F M F M T

Session 3 2 0 11 2 13 11 2 6 28 19 47

Session 4 4 0 21 8 15 16 2 9 42 33 75

Subtotal by sex 6 0 32 10 28 27 4 15 70 52 122



Page | 41

33. Validate data collection methods


34. Regional experience sharing events

A first experience sharing event was held from November 9 through 13, 2020 at the Bonifaz Hotel in

Quetzaltenango. WV and Ministry of Health protocols and guidelines were followed. The event was

partially in-person since part of technical and administrative team was present, while other participants

connected remotely.

35. Management and monitoring updating and training workshop

This workshop was held from November 23 through 27, 2020 at the Payaqui Hotel in Esquipulas,

Chiquimula. All WV and Ministry of Health protocols and guidelines were followed. Similarly to the

previous activity, part of the technical and administrative teams were in-person and part connected

remotely. LMMS training was provided during this workshop and the participants also developed a global

tool for monitoring CRP implementing partners.

36. Study of impact of migration on families in coverage area


37. Communications campaign focused on migration prevention

This activity is scheduled for FY21 Q2. See additional details in the communications section.

Planned Program Activities for Next Quarter (FY 21, Q2)

• Award subgrant for training and accompanying referral networks

• Continue to refer participants to CRP programs

• Award technical vocational training contract to INTECAP

• Begin social reinsertion program for returnee youth and multi-cultural training program for

community mental health promoters

• Monitor, accompany, and evaluate implementing partners

• Hold start-up workshops with new partners

• Publish terms of reference for contract on DAP+ data collection methods

• Hold second regional experience sharing event

• Award consultancy for migration impact study

• Begin the process of drafting a child protection policy with Evangelio Completo Church.

Result 4.4: Number of children, adolescents, and youth that migrate out of target

communities, reduced



Page | 42

Project Management and Administration Budget

In November, USAID approved the FY21 budget of $6,465,720 (USAID $4,962,836 and Cost Share

$1,502,884).

Regional offices

The Project’s three regional offices in Chiquimula, Huehuetenango, and San Marcos are equipped and

operating. An administrative officer in each office acts as liaison between regional office teams and

headquarters for all administrative affairs and also provides coordination and support for field activities. Each

regional office has a Coordinator, who is the contact point with headquarters for technical matters.



Page | 43

Leverage

At the end of first quarter of FY2021, the Project consolidated the different public-private alliances to support the objectives and goals set and thus

contribute to results. As leverage, the Project reports US $ 302,844 during the first quarter of FY2021. The item that stands out the most in its

contribution are Grants (MOU with municipalities and implementing partners) with more than $ 217K. Over the life of the project, $ 4,032,424 in

leverage has been raised (cumulative). The consolidated report accumulated leverage history is shown below:

Table 13 summarizes leverage that the Community Roots Project has obtained from FY2017 to Q1 FY2021



Page | 44

Sub-Grants administration

In-kind donations through MOUs

Monitoring and follow up on municipal partner training centers (sub-grant follow up

tool)

In FY21 Q1, the Project made monitoring visits to municipal partners in Chiquimula, Huehuetenango, and

Tacana, San Marcos and also updated responsibility cards for the goods provided under MOUs. The objective

of this activity was to make sure that the equipment, materials, and supplies delivered to municipal training

centers is duly protected, maintained, and available for MOU activities. A monitoring and follow up visit for

the South-western region is scheduled for February 2021.

During this quarter, as the government eased pandemic restrictions, the Project was able to gradually resume

field activities while at the same time continuing to implement remote or virtual activities. The 18

Municipalities also began gradually resuming certain activities, but MOU activities related to community

prevention plan implementation and the provision of technical vocational courses at municipal training centers

implemented and/or strengthened by the Project remain suspended. Activities related to recovering and

refurbishing public spaces were implemented with the supplies delivered by the Project in all three regions.

The following table details in-kind funds and municipal leverage, by intervention region.

Table 14. Total amount allotted and executed MOU, FY18-FY21

TC Ref. 7.701326. Ref. 7.780032

In FY21 Q2, the Project will work on drafting addendums with the following 14 municipal partners for a

maximum of $10,000.00 per municipality and with a July 31, 2021 end date: Olopa, San Juna Ermita, San José

la Arada and Quetzaltepeque, in Chiquimula; San Marcos, San Pedro Sacatepéquez, and Tacana, in San Marcos;

Colomba, and Coatepeque, in Quetzaltenango; and Chiantla, Aguacatán, Cuilco, La Democracia, and La

Libertad, in Huehuetenango.

As part of the actions to be implemented with municipal partners in FY21 Q2, INTECAP will be providing

technical vocational training courses at municipal training centers.

World Vision

Guatemala

Community Roots

Project

Amount assigned to In-Kind

Grants

Accumulate to Q1 FY2021 Obligated amount Estimated amount

Leverage

Region of intervention

Numbers of

Municipal

partners

Approved

budget Expenses Advance

Approved

budget Reported Advance

Huehuetenango 6 313,677 254,141 81% 313,677.00 368,619 118%

Chiquimula 8 315,958 266,726 84% 315,844.00 474,676 150%

San

Marcos/Quetzaltenango 5 266,829 183,172 69% 266,829.00 445,811 167%

Total 19 $896,465 $704,040 79% $896,351.00 1,289,106 144%



Page | 45

Sub-Grants

The following sub-grants are included under reimbursable expenditures:

(1) Sub-grant CRP-SG-001-2018 Rana Labs LLC.

Social Communication Behavioral Change and technical training opportunities

(Communications)

The objective of this sub-grant is to support the Project’s communications initiatives, and to provide digital

training to the Project’s target population on how to use digital technology to promote behavior changes.

Further details can be found in the communications section of this report.

In October, Community Roots’ COP, the Communications Specialist, and the sub-grant unit met with Rana

Labs to discuss work continuity and points to highlight when implementing and reporting on activities, such

as inclusion, gender, cultural relevance, irregular migration prevention, as well as the importance of

maintaining effective communication with the Environmental Specialist, especially with regard to resources

earmarked for COVID-19 prevention supplies.

In FY21 Q1, the sub-grant unit finished reviewing the partner’s budget and narrative for FY21, validated the

technical proposal together with Communications Specialist, and continued with the process of reviewing

and obtaining approval from WVUS. The process concluded with the signature of the corresponding legal

document, which extends the duration of the subgrant through September 30, 2021.

During this quarter, the Project also provided remote accompaniment in validating monthly financial reports

submitted by the implementing partner, in order to help strengthen their administrative and financial

capacities.

(2) Sub-grant CRP-SG-004-2019

Fundación de la Caficultura para el Desarrollo Rural, FUNCAFE. Alternative

accelerated education service

FUNCAFE provides accelerated, non-formal secondary education services to at-risk and high-risk adolescents

and youth between the ages of 13 and 24 in Huehuetenango, San Marcos, Quetzaltenango, and Chiquimula.

Further details can be found in the section of this report dealing with Objective 4.

During FY21 Q1, Community Roots’ Project Director, M&E Unit, Secondary Prevention Management, and

sub-grant unit reviewed FUNCAFE’s performance during FY20 Q4. FUNCAFE agreed that the topics of

inclusion, gender, and cultural relevance are relevant to the Project and should be made more visible in FY21’s

quarterly reports. The Project also requested that FUNCAFE ensure effective communication with

Environmental Specialist, especially with regard to resources earmarked for COVID-19 prevention supplies.

Because of the pandemic, FUNCAFE proposes implementing alternative education activities through a mix of

in-person and virtual activities, as needed. Further details can be found in the section of this report dealing

with Objective 4.

In FY21 Q1, the sub-grant unit finished reviewing the partner’s budget and narrative for FY21, validated the

technical proposal together with Technical Management, and continued the process of reviewing and

obtaining approval from WVUS. The process concluded with the signature of the corresponding legal

document, which extends the duration of the subgrant through September 30, 2021.



Page | 46

(3) RFA CRP-SG-007-2020

Training and Strengthening Municipal Support and Referral Networks

The purpose of this sub-grant is to strengthen municipal referral and support networks in order to replicate

the community-based case referral model that Community Roots implements to enable other vulnerable

youth to access services. Further details can be found in the section of this report dealing with Objective 4.

In FY21 Q2, the Project will accept proposals, crosscheck information with the sub-grant unit, create a

selection committee and perform all administrative and legal processes required to sign an agreement with

the selected organization. This sub-grant will have a duration of six months.

Monitoring and follow up on MOUs with the private sector

In FY21 Q1, the sub-grant unit provided support in preparing a Memorandum of Understanding between

Community Roots and UN Women. Details can be found in the section of this report that deals with

Objective 3.

The sub-grant unit accompanied the Project’s fund procurement specialist in following up on administrative

processes related to MOUs with the private sector (entering requests into the system, supporting

documents, etc.).

Environmental Compliance

Monitoring implementing partners and programmatic activities

In FY21 Q1, the Project performed the following actions in accordance with its Environmental Mitigation and

Monitoring Plan:

• During the partially in-person event for technical and administrative staff, which was held by the M&E

unit in Quetzaltenango to review FY20 implementation and planning guidelines for FY21, a

presentation was made on health safety guidelines for in-person events and the “Health Safety

Checklist” that must be completed at the end of each activity.

• Designed, validated, and implemented a “Health Safety Checklist” to be used at the end of all Project-

organized in-person activities to make sure all health safety protocols for COVID-19 prevention are

being observed, such as physical distancing, cleaning and disinfection of spaces, use of hand sanitizer,

and checking the temperature of all participants.

• Together with technical and administrative teams in Chiquimula and Huehuetenango, the Project

made field visits to 14 municipal partners: eight in Chiquimula and six in Huehuetenango. The

objective of this activity was to strengthen joint efforts and plan next steps to open municipal training

centers in the context of the COVID-19 pandemic and to make sure each center had basic

occupational and health safety equipment.

The visits also sought to enhance cooperation between municipal liaisons and municipal technical

offices in preparing category C environmental instruments and submitting them to the Ministry of

the Environment and Natural Resources for the refurbishment activities planned for each community.

• Supported regional offices and the national office in reviewing plans to ensure the safe return to

Project offices.



Page | 47

• In November, the San Marcos Municipality’s Bi-partite Committee for Occupational Health and Safety

completed all five modules of a virtual training course on occupational health and safety delivered by

delegates from the 39th and 125th Companies of Volunteer Firefighters, using the Prezi platform. In

the second cohort, module V was added: Cleaning and Disinfecting Public Spaces. The course was

completed by 8 male and 4 female participants.

Table 15. Occupational health and safety virtual training status

Modules Participant comments Module I: First-aid kits, Golden Rule,

Primary Assessment in First-aid

https://prezi.com/v/dnu8b2xauet6/

▪ It’s important to understand proper, orderly

procedure in patient care. Primary

assessment makes us more efficient and

minimizes errors when giving first-aid.

▪ You should clearly understand what to do in

the primary assessment so you don’t make

things worse.

▪ I think the most important thing is to remain

calm during the first assessment, so that the

other steps will be better and more

technically-focused.

Module II: Secondary assessment in first-

aid https://prezi.com/v/dtgn-cmbhler/

Module III: Signage standards

https://prezi.com/v/qzbx-wywxo5g/

Module IV: Use and maintenance of

extinguishers

https://prezi.com/v/4sdgkgrhtgoj/

Module IV: Cleaning and disinfecting

public spaces https://prezi.com/v/s4r4-

3kk5xff/

This is an extremely important topic.

Understanding and implementing different

prevention measures shows consideration for

people using public spaces.

Monitoring implementing partners

As part of its environmental compliance monitoring, the Project carried out the following actions with its

implementing partners.

Rana Labs The Project held a virtual workshop with Rana Labs’ technical and administrative staff in order to share with

them the COVID-19 prevention health safety guidelines to be applied to all in-person and workplace activities

during the new fiscal year. They were also informed on the steps to be followed in disinfecting public spaces,

community spaces, and workplaces, safe disinfection products, and waste management in the current context.

Three females and one male participant attended the workshop.

FUNCAFE In October, the Project’s technical unit and FUNCAFE directors held two in-person workshops for

supervisors, monitors, education technicians, and tutors in which they shared health safety protocols for the

return to in-person activities. The following topics were addressed:

i. Preparing a cleaning and disinfecting plan

ii. Safe and effective products to combat COVID-19

iii. Formulas

iv. Product contact times

v. Solid waste management during the pandemic.

https://prezi.com/v/dnu8b2xauet6/

https://prezi.com/v/dtgn-cmbhler/

https://prezi.com/v/qzbx-wywxo5g/

https://prezi.com/v/4sdgkgrhtgoj/

https://prezi.com/v/s4r4-3kk5xff/

https://prezi.com/v/s4r4-3kk5xff/



Page | 48

A meeting was held with FUNCAFE directors and the Project’s Secondary Prevention Management to provide

guidelines on procurement for the work team and participants at alternative education centers. The guidelines

were shared with the objective of including a procurement line in the FY21 budget.

▪ Community Roots environmental awareness campaign

During FY21 Q1, a total of 789 kilograms of paper were recycled.

Table 16: Recycling report summary

Date Kilograms of

paper

recycled

Trees

saved

Liters of

water saved

Energy saved

(Kw/h)

18- oct-20 789 14 256,095 5691

TOTAL 789 14 256,095 5691

▪ Drafting environmental mitigation and monitoring plans (EMMP)

At the request of the donor, during FY21 Q1, the Project prepared and submitted to USAID an EMMP on

actions to prevent the spread of COVID-19 in activities performed under the CRP.



Page | 49

Communications

The Community Roots Project implemented a gender-inclusive and culturally relevant approach to activities

conducted under the communications strategy focusing primarily on children, adolescents, and youth to

generate behavior change and prevent violence and irregular migration. All actions were inclusive and sought

to create a positive impact in personal, family, and community relations and foster sustainable development

in target communities.

SUB-GRANT (RANA LABS)

Rana Labs worked together with Community Roots to continue implementing the “Social

Communication Behavioral Change and technical training opportunities for the target

population of Community Roots” sub-grant.

During FY21 Q1 (October – December 2020), the 2021 implementation methodology was planned and

designed. The implementing partner will use a hybrid method to deliver communications workshops from

November 2020 through September 2021 for a total cost of $169,270.

• CONCLUSION OF “COMMUNITY VOICES” WORKSHOP”: FY21 Q1 saw the conclusion of the

“Community Voices” workshops, which were designed to help participants create their own

YouTube channels and post videos they created and edited in their role as community spokespeople.

Over 36 young people participated in the closing ceremony which was also accompanied by: Spencer

Milian, advisor to USAID Guatemala’s Office of Democracy and Governance; Melisa Portillo,

Community Roots’ AOR; Jorge Galeano, WVG’s Country Director; Danielle McCadden, WV

Program Manager for Community Roots Project, and Estuardo Dardon, Community Roots Project

COP.

• “CAMERA, PAPER, SCISSORS” WORKSHOP: in order to continue fostering the practical and cognitive

capacities of CRP participants to use technology and social media, Rana Labs will use a new

communications technique to create video stories with animated clips called “stop motion”.

Rana Labs worked to research and design this methodology, which it will implement using a mix of

Zoom sessions and field visits under strict COVID-19 safety protocols.

The workshops will use Community Roots’ gender and inclusion and cultural relevance checklists to

ensure that principles of inclusion and cultural relevance are incorporated in the stories and

characters created by the participants. With regard to gender considerations, the groups will create

both male and female fictional characters to tell success stories, depending on each work group

dynamic. The methodology also ensure that indigenous peoples are represented by incorporating

Mayan worldviews into the story narratives. Three initial online sessions will be delivered for 24

youth in each community. These sessions will focus on basic stop motion techniques which will later

be put into practice during in-person workshops to develop the stories.



Page | 50

COMMUNICATIONS STRATEGY

• RADIO INTERVIEWS ON VIOLENCE PREVENTION: this two-month radio campaign first aired in August

2020 and finished in October 2020. It contained six radio spots designed to help increase security

for retuning migrants, ensure they be treated humanely and decently, to promote behavior changes

with regard to irregular migration, foster a culture of reporting, and prevent domestic violence,

especially violence against women and children. Additionally, in October, project staff gave eight

interviews on related issues, such as: 1) Community Roots Project and holistic intervention in youth;

2) the importance of including a psychological approach when working with youth in development

programs; 3) preventing violence against women and children; 4) citizen engagement in violence

prevention; 5) alliances as a violence prevention strategy; 6) inclusion as a community development

mechanism; 7) alternative education, an effective model for high-risk youth; and 8) strengthening the

PNC’s Crime Prevention Sub-directorate.

• 16 DAYS OF ACTIVISM AGAINST GENDER-BASED VIOLENCE (FACEBOOK): as part of UN Women’s

international campaign to combat violence against women and girls, World Vision’s Community

Roots and Puentes Projects carried out a campaign on Facebook for as part of the broader 16 Days

of Activism Campaign, which consisted of publishing a puzzle made up of different messages

promoting respect for women and girls. A frame was also published and available to the public during

the same 16 days.

• SUCCESS STORY CREATION WORKSHOP: this workshop was designed to provide CRP staff with basic

tools to identify and create success stories. This workshop described success stories, reasons to

create success stories, and a model with which to write or tell an impactful story.

WEB PAGE

The Project developed the webpage which can be seen here: (Link hidden pending donor approval):

http://worldvision.capirucho.grupoperinola.net/.

The webpage is in English and Spanish and is currently pending approval from USAID.

FACEBOOK POSTS (@PROYECTO RAÍCES COMUNITARIAS)

Facebook is a means for letting people know about Project activities in intervention departments, sharing

information about municipal partner events, and sharing project messages. In FY21 Q2, the Project’s

Facebook page accumulated 3,591 likes.

http://worldvision.capirucho.grupoperinola.net/



Page | 51

The “Youth helping youth deal with COVID-19” strategy also uses Facebook to publish content for: holidays,

COVID-19 prevention, hotlines to report violence against women and children, virtual trainings, field

activities, food distribution, and other topics of interest.

WEEKLY REPORT

The Project prepared and submitted 7 weekly reports to USAID containing figures, achievements, and

activities, among other things. These reports keep a weekly record of Community Roots Project progress.

FACT SHEET UPDATES

Each year, the Project produces an updated Fact Sheet that reflects recent project accomplishments. The

most recent fact sheet is being sent with this report.



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Monitoring Evaluation and Learning (MEL) Activities

During FY21 Q1, the Project implemented a number of activities under the MEL framework. Some of the

most significant are described below.

Monitoring progress in results-based implementation

Ministry of Health guidelines and the government’s epidemiological stoplight system have led to changes in

travel and gathering restrictions in different intervention municipalities and communities. The Project has

obeyed all restrictions and when possible, has modified activities or adopted other partially in-person actions.

According to the approved plan, Project services and activities have been provided virtually and partially in-

person. This has not had a negative impact on field data gathering processes.

Adapting to this model has been a learning process and now both Project technical teams and implementing

partners have adopted mitigation measures and the MEL unit continues to collect, review, and record data

using platforms that facilitate these processes.

In FY21 Q1, the Project used virtual means to hold periodical review sessions with implementing partners to

monitor implementation progress related to sub-grants and consultancies.

Similarly, as part of the MEL plan learning agenda, the corresponding internal progress review and

accountability sessions have taken place to monitor progress in the Project’s annual plan activities and tasks.

Cumulative implementation progress for FY21 Q1 is presented in the IPTT “Performance Indicators

Monitoring Matrix”, in Annex 1.

Support the technical team in implementing programmed activities:

During FY21 Q1, the MEL team closely monitored actions implemented both by partners as well as Project

staff. This led to spaces for discussion and capacity building for staff to ensure that the resources and capacities

are there to properly record and report on actions described in implementation plans.

• In November and December, the MEL unit continued to support implementing partners by providing

LMMS user support to help improve their ability to use and run the LMMS platform.

• During December, the MEL unit supported the Project’s technical team in identifying potential

alternative education participants by applying a range of instruments, such as a results analysis for the

third cohort in the Western region and the second cohort in the Eastern region.

Project End line

In December, the MEL team completed the terms of reference to hire an external consulting firm to perform

the Project’s endline.

The purpose of the endline is to measure Project indicators listed during the Project’s design phase. This will

allow us to determine the value of the indicators after the programmed actions have been performed, with

the following objectives:



Page | 53

Assessment Objective

To establish the status of the applicable indicators and the context of Project’s intervention.

Specific objectives

a) To establish the final value of CRP result indicators.

b) To corroborate data from previous feasibility studies and premises that gave rise to the Project.

c) To characterize the Project’s target population at the end of Project intervention.

d) To establish points of reference to compare with baseline results, so that Project executers can

determine indicator performance against goals and can study indirect beneficiary reach and changes

in local contextual factors during the Project’s lifetime.

Scope

To understand the context and validate the theory of change identified in the Project’s intervention

hypothesis. The final assessment should provide enough information to not only compare current indicator

status with the baseline, but also gain a greater understanding of context and indicators not listed, but related

to the nature of the Project.

The TOR is currently in the review and approval process. During FY21 Q2, the consulting firm should be

hired and the final assessment should begin in Q3.

Learning agenda:

Workshop to review implementation progress and generate operating plans by region:

At the beginning of November, a partially in-person workshop was held to review FY20

implementation progress and plan operations for FY21.

During this three-day workshop, both technical and administrative staff participated and used

different methods to evaluate the current context and how it is affecting programmed activities. They

also reviewed progress in implementation to date and the effect on performance indicators.

One product was a list of key learnings for the Project. Additionally, participants made an analysis of

alternatives and prospects for FY21 implementation.

One of the objectives of this workshop was to generate a space for discussion and analysis to

harmonize execution criteria for FY21 implementation. Correspondingly, during this workshop,

participants worked together to distribute, review, and schedule activities and tasks for the FY21

annual work plan.

This resulted in the creation of regional annual operating plans which allow both management and

technical teams to have clarity on what is going to be implemented, when it will be implemented,

action timelines, and goals for each activity and task.

Reviewing and adapting data collection and reporting methods and instruments

In light of the pandemic and its implications on Project actions, the MEL team arranged for work

sessions with the technical team to review methods, frequency, and supporting instruments and

means to maintain expected quality standards.



Page | 54

At the end of November, the Project held a workshop to standardize monitoring criteria. As a result,

the implementing partner monitoring model was adapted and the cross-cutting principles of branding

and marking, gender and inclusion, indigenous peoples, and EMMP follow-up were incorporated.

Monthly sessions to review accountability and annual plan progress

During FY21 Q1, the MEL team, together with regional staff, continued to facilitate spaces to review

yearly plan implementation, address challenges and problems, and suggest courses of actions to reach

expected results.

The accountability sessions are included in the MEL plan and are held at regional offices every month.

They are opportunities for the work teams to learn and identify new ways of reaching their annual

plan goals.

These monitoring and learning sessions generate monthly monitoring reports and data which in turn,

feed into joint plan follow-up.

In these sessions, MEL staff, together with the technical team, identifies completed activities and tasks,

those in progress, and those that need to be rescheduled for next month, and addresses specific

implementation opportunities or challenges. This is also when MEL staff reviews progress and verifies

data sources and means of support.

Reviewing and adapting data collection and reporting methods and instruments

As a result of this process, the team was able to creatively and simply standardize quality

requirements and criteria, as well as the way and manner is which verification of activities should be

recorded. This process was carried out with implementing partners who have also included semi-

virtual methods and instruments in their respective operating plans.

This enabled the Project to continue performing activities which were able to be reformulated and

implement the corresponding measures to monitor and record them.



Page | 55

Participation and presence in Project activities

Project interventions focus on reaching and benefitting vulnerable groups in coverage areas.

At the end of the first quarter of FY2021, a total of 173,900 people had participated in project activities.

The distribution by sex is shown in the following graph:



Page | 56

The following table summarizes the participation and presence of different actors in development processes led by the Project.:

Table 17

Table 18



Page | 57

Planned program activities for FY21 Q2

• Monitor and accompany FY21 plan implementation

• Select external consulting firm to continue with the irregular migration impact study

• Select external consulting firm to perform the Project final assessment.

Gender and Inclusion Gender and inclusion activities in FY21 Q1 centered on training and raising awareness on gender-based

violence prevention in the context of the International Day for the Elimination of Violence against Women

(November 25) and the Sixteen Days of Activism that started on November 25 and ended on December 10,

with the following key actors: COMUPRES, COCOPRES, Municipal Offices for Women, municipal technical

offices, and others. Additionally, the gender and inclusion unit provided strengthening to Project technical

staff in the area of indigenous peoples’ rights and the importance of incorporating this approach in all CRP

actions in this last year of implementation.

Additionally, the gender and inclusion unit carried out strategic actions to strengthen channels of

communication and establish alliances with government institutions, NGOs and international donors to

contribute to the prevention of irregular migration and violence against vulnerable groups. In all activities

performed during this quarter, the Project observed gender considerations and used gender and inclusion

tools applicable to virtual activities. Following is a description of the main gender and inclusion activities

carried out in FY21 Q1:

Technical strengthening for Project staff: during FY21 Q1, the Project coordinated with the

Ombudsman’s Office, and particularly with the Defender for Indigenous Peoples, to organize training for

Project staff in the following three areas: i) the human rights of indigenous peoples; ii) the importance of self-

identification for indigenous peoples; iii) instruments and documents related to the protection of indigenous

peoples’ rights; and iv) actions to ensure the inclusion of indigenous peoples. This training took place on

December 4th and was provided to CRP technical and administrative staff.

Education and awareness building for Project staff on the importance of gathering data on

people with disabilities: in FY21 Q1, a workshop on monitoring, accompanying, and reporting on CRP

activities was held. Emphasis was placed on the importance of gathering gender and inclusion data, especially

regarding CRP participants with disabilities and those who identify as indigenous or non-indigenous.

Support in identifying joint gender and inclusion actions in partnership with UN Women’s

MELYT Project: during FY21 Q1, the Project continued to meet with UN Women to flesh out details on

the work that will be done in partnership with the MELYT project. On December 9, in the framework on

the 16 Days of Activism to eliminate violence, World Vision signed an agreement formalizing the alliance to

coordinate efforts to promote the physical, political, and economic autonomy of women. As part of the

agreement, Community Roots will collaborate with UN Women to carry out activities focused on preventing

violence against women in CRP intervention municipalities in Chiquimula.

Radio interview on the importance of inclusive participation in CRP actions: as part of the

communications campaign, in October, the Project gave an interview to a radio station from the RCN media

group. The interview highlighted the Project’s educational and awareness-building work include vulnerable

groups and ensure that they have spaces for participation, particularly at the community engagement level.

Informative and educational videos on gender and inclusion: during FY21 Q1, implementing partner

Rana Labs provided the final version of three videos requested by the gender and inclusion unit: i) Education:

a Path to Inclusion; ii) The Consequences of Migration on Women; and iii) Preventing Domestic Violence.



Page | 58

These videos will be shared to make the Project’s work and approach in this area more visible and will also

be used as teaching material for training and awareness building processes designed to promote behavior

change in CRP participants.

Training and awareness-building activities to commemorate the International Day for the

Elimination of Violence against Women and 16 Days of Activism: the gender and inclusion unit

performed a number of activities on this emblematic date to educate and raise awareness on the importance

of preventing violence against women and girls, the need to empower women in different arenas of life, to

promote a culture of reporting, holistic treatment of female victims of violence, and other topics. These

activities were carried out in all three CRP regions with the participation of women community leaders,

COCOPRE members, Project youth, implementing partners, and others. For further details, see Annex 3, on

“Actividades_Día Eliminación VCM_2020” which contains a summary of said activities. The main activities

performed under the framework of this celebration are described below:

National forum: “United in preventing violence against indigenous women”: this forum was

held in coordination with the Puentes Project on December

2, 2020. Speakers included representatives from USAID,

SEPREM, the Presidential Commission against Discrimination

and Racism (CODRISA), and the Public Defender’s Office for

Indigenous Women. The event was held through Zoom. A

total of 444 participants registered and there were 190 users

connected on the day of the forum.

Release of new Facebook frame: with support from both

the Puentes and Community Roots communications teams, a

profile picture frame was created displaying a message on

preventing violence against women. This frame was shared with

Project participants, partners, and various public and private

entities, who used it on their personal and/or institutional

Facebook profiles.

Posting messages of Facebook: from November 25 through

December 10, both projects’ Facebook pages shared messages

related to preventing violence against women in order to create

awareness and invite our partners and the public in general to

join the 16 Days of Activism campaign. Both projects shared the messages, as did some partners.

Story/puzzle on eliminating violence against women: from

November 25 through December 10, both projects posted a

story broken down into 16 phrases (one for each day of

activism) on their Facebook pages. The phrases were all pieces

of a puzzle containing messages highlighting how everyone

should be involved in eliminating violence against women.

Training on the importance of creating a reporting culture

to prevent violence against women: on November 25, the

gender unit joined forces with female leaders and COCOPRE

members from the municipality of San Pablo, San Marcos to carry out this virtual training for

approximately 30 people.



Page | 59

“The Path to Resilience” radio programs: the gender unit worked with the municipality of San

Pedro Sacatepequez, San Marcos to create four radio programs on the following topics: a) parenting

with kindness; b) self-esteem and self-care; c) violence prevention; and d) resilience. The programs

were broadcast during the month of November.

"Socio-political participation and empowering leadership” diploma course: in order to

strengthen technical capabilities of community leaders to promote their active participation in the

prevention of irregular migration and violence against women and children, this five-session virtual

diploma course was delivered to 40 participants in San Marcos, San Marcos.

Youth forum "New types of harassment on social media”: this forum was held in November in

order to inform and sensitize Project youth on new types of harassment on social media.

Approximately 50 youth from CEEX in CRP coverage municipalities in the department of

Huehuetenango attended.

Forum “The consequences of violence against women”: this activity was carried out in November

and broadcast via radio and television. Both physical and psychological consequences were discussed,

as well as the importance of providing holistic care to support female victims of violence. The forum

was broadcast in the municipalities of La Libertad and La Democracia, Huehuetenango.

“The right to equal opportunities” training: on November 27 in the municipality of San Juan

Ermita, Chiquimula, this training was provided with approximately 50 women leaders from various

communities in said municipality. The UPCV, PNC, MSPAS, OSAR, and other institutions participated

in the event.

Congress to commemorate the International Day to Eliminate Violence against Women: on

November 20, this congress was held in the

municipality of Coatepeque, Quetzaltenango and the

Project provided technical support and accompaniment

to the Municipal Office of Women (DMM). The

congress covered the following topics: i) Women’s

rights violated during COVID-19 lockdown; ii)

Recovering mental health after COVID-10 lockdown;

and iii) New masculinities and gender.

Quarterly status reports on violence against women:

the gender unit periodically requests information from the

Attorney General’s office regarding statistics and reports of crime in coverage areas in order to have up-to-

date information on violence against women and children. In order to analyze violence trends from the

previous quarter (July 01 through September 30, 2020) the gender and inclusion unit prepared a report on

violence against women, specifically the crimes of physical violence, psychological violence, sexual violence,

and femicide in Project coverage areas.



Page | 60

Experience on working with indigenous peoples: USAID requested an example of CRP’s work with

indigenous peoples so that different USAID-funded projects could share good practices in this regard.

Therefore, the gender unit, together with Communications Specialist, prepared the success story of Paulina

Garcia, a young Ch’orti’ girl from the village of Pacren, in the municipality of Jocotan, Chiquimula.

The following activities are programmed for FY21 Q2:

• Define work lines to be performed by RTI consultant in support of CRP on the cross-cutting principle

of gender and inclusion.

• Coordinate with CONJUVE and CONADI to provide gender and inclusion technical strengthening

to CRP staff and implementing partners.

• Continue to track the status of violence against women through information provided by the

Attorney General’s Office.

• Provide technical support to municipalities and CPR partners in celebrating International Women’s

Day.

• Continue to strengthen partnerships and joint efforts to enhance the impact of Project actions in the

areas of gender and inclusion.



Page | 61

Coordination and Collaboration Efforts

Date Where Who Focus Description

October 9,

2020

Chiquimula

(Virtual)

Coordination

meeting with

COOSAJO

Coordinate

actions for

technical

vocational

courses and

positive use of

free time

activities

A virtual meeting with

Juan Carlos Castillo

Pinto, a COOSAJO

representative, to

coordinate actions to

prevent violence and

migration through

positive use of free

time activities and by

implementing technical

vocational courses

October

28, 2020

Virtual meeting Ministry of

Education

DIGEEX

Skills certification Procedure to certify

skills acquired

November

4, 2020

Chiquimula Coordination

with DIGEEX

delegate, Vilma

Lopez

Requirements for

skills certification

Learn about DIGEEX’s

experience in skill

certification at local

level (demand) and

requirements to apply

for this process

November

13, 2020

WV offices Iniciativa La

Ruta-INL

Expansion of

irregular

migration and

violence

prevention

approach model

Presentation on CRP

approach methodology

November

18, 2020

Virtual meeting Crime

prevention sub-

directorate

Select schools for

2021 intervention

Determine the number

of schools in which to

apply ADAPT Plus

Junior in 2021

November

23, 2020

Virtual meeting UMG-CRP-

USAID

Coverage

municipalities

Identify key

interventions for each

project in collaboration

with UPCV and PNC in

municipalities where

both project overlap

November

2020

Huehuetenango Indigenous

Women’s

Network for

Reproductive

Health,

Nutrition and

Education

(REDIMISAR)

Men’s Network

for Health,

Departmental

roundtable on

human rights of

people migrating

during the

COVID-19

pandemic

CRP Director

participated as a

panelist in the

roundtable and 25

CEEX students from

intervention

municipalities

participated during the

event



Page | 62

Education, and

Nutrition

(REHOSEN),

Network of

Young Artists

for Social

Justice in

Huehuetenango

(JAxJS)

November

and

December

2020

CRP

intervention

municipalities

Faith-based

organizations,

youth

organizations,

migrant

organizations,

individuals

Coordination to

distribute supplies

to families

affected by

COVID-19 and

storms Eta and

Iota

Delivery of 1,560 of

food, 4 beds, 20

mattresses, 100 bags of

clothes for children and

women, and cash for

families affected by

COVID-19 and storms

Eta and Iota. In

December, toys were

delivered to children

affected by the storms

in the municipality of

Chiantla

November

27, 2020

Virtual meeting INTECAP

Referred youth

Informative

meeting on

scholarship

application

process

Virtual meeting with

referred youth to

answer questions and

provide information on

requirements and

procedures to apply for

a scholarship.

December

2020

Cuilco FUNDAP Create

entrepreneurship

opportunities for

youth

Coordination with

FUNDAP to include

CRP youth in a youth

entrepreneurship

training initiative

December

2020

Tacana DIGEEX and

Municipality

Formalize

coordination with

Municipality of

Tacana and

DIGEEX of San

Marcos through

signature of

agreements and

municipal

agreement to care

for CEEX

The Municipality hired

two teachers for CEEXs

in two intervention

communities

October

and

November

2020

San Marcos, San

Marcos

DMM, San

Marcos

Municipality,

Prosecution for

Crimes against

Diploma course

on Local

Leadership for the

Prevention of

Five 90-minute sessions

aimed at women leaders

of women’s groups in

the municipality of San

Marcos, COCODE and



Page | 63

Women, PGN,

IM

Crimes against

Women

COCOPRE leaders, and

male and female leaders

of Coatepeque and

Colomba

October,

November

and

December

Municipalities of

San Pedro and

San Marcos, San

Marcos and the

municipality of

Coatepeque,

Quetzaltenango

Joint

management of

COVID-19

prevention plan

for municipal

markets, co-

participation in

cooperation

agreement

signed between

municipalities

and Agexport

Collaboration in

drafting and

managing market

safety plan

Delivery of equipment

and supplies to disinfect

markets and to protect

people visiting municipal

markets



Page | 64

Challenges Encountered and Resulting Actions Issues this quarter that have presented a challenge to the project in one or more of the Objectives are

listed below:

Challenges Action Lesson Learned

Maintaining interest of local

and municipal authorities

dealing with COVID-19 and

aftermath of storms Eta and

Iota

Staff participated in municipal

organizations (COE),

maintained communication

and made arrangements with

other organizations to

support the interests of

leaders without losing focus

of CRP

The importance of engaging

municipal liaisons and community

leaders in arrangements

Including CRP sustainability

actions in municipal planning

CRP staff supported planning

processes

Technical offices in some

Municipalities did not have enough

planning experience and support

from CRP technical staff was timely

Providing psychosocial health

services to vulnerable people

from communities outside

CRP intervention

Coordination with other

organizations and individuals

to connect them to services

and general care

More families and authorities are

becoming aware of the importance

of mental health and the need to

allot funding to training and/or

hiring Community Mental Health

Promoters

Migration in CRP intervention

areas because of the effects

of the pandemic or storms

Eta and Iota

Provision of CRP services,

awareness-building processes

in coordination with other

entities present in

intervention municipalities,

and with local authorities to

minimize migratory impacts

The importance of engaging local

authorities and religious leaders in

awareness-building processes on

migration, especially testimonies

Coordinated actions with

Municipalities to reduce risk

in public spaces

Effective coordination with

local authorities (COCODES

and COCOPRES) and

municipal authorities to install

public lighting and refurbish

spaces in disrepair

Take into account current

protocols and regulations in each

municipality regarding public

lighting installation, as established

with DEOCSA. Take into account

the Municipalities map of public

spaces identified for minor repairs

and engage neighborhoods in

refurbishing efforts

Implementing MOU technical

courses that require in-

person attendance

Virtual courses have been

implemented in areas where

internet connectivity permits

Municipal partners have the tools

to develop technical courses

virtually and interest on behalf of

participants and instructors is what

has enabled courses to continue

Implementing actions in

municipal violence prevention

plans using diverse strategies

Activities in municipal plans

were implemented by

changing the original

implementation modality

Municipal plan actions should be

reviewed and other ways of

implementing activities should be

identified



Page | 65

Implementing CEEX at

community and municipal

levels

Funcafe started with the

second cohort for middle and

high school

Because of the situation caused by

the pandemic, many young people

and families have relegated

education to second place

Effective communication with

implementing partners

In November, CRP held

coordination and work

meetings with implementing

partners

Implementing partners must

comply with agreements related to

referrals and other Project

procedures

Security Challenges

During this first quarter of FY21, there were no major incidents to report. The national office and regional

offices are extremely vigilant with regard to World Vision Guatemala’s security policy. Field staff are likewise

very careful with visiting times for communities, using vehicles, and communicating with community and

municipal leaders.

WV has policies and protocols for COVID-19 prevention in place, which all staff must follow. WV has

continued to observe health safety protocols and has prioritized working from home, as well as virtual

meetings with partners and members of COCOPRES, COMUPRES, and Municipal Councils. All necessary in-

person meetings were held in strict compliance with established protocols of social distancing, protective

equipment, and frequent hand disinfection. National and regional offices have remained partially closed.

community roots project

Documents