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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COMMUNITY ROOTS PROJECT
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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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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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;
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
Page | 13
• 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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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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
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
Page | 16
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
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
Page | 17
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.
COMMUNITY ROOTS PROJECT
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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
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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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).
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
Page | 23
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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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%
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
Page | 25
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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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%
COMMUNITY ROOTS PROJECT
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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
This activity is scheduled for FY21 Q2.
15. Forum-workshop with key actors on intervention experiences with indigenous peoples
This activity is scheduled for FY21 Q2.
16. Train COMUPRES on environmental regulations
This activity is scheduled for FY21 Q2.
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.
Page | 28
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
COMMUNITY ROOTS PROJECT
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Page | 29
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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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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%
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
Page | 36
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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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
This activity is scheduled for FY21 Q3.
Result 4.1 Referral/support network for secondary prevention of violence and
irregular migration established, accompanied, and strengthened
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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
This activity is scheduled for FY21 Q2.
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
This activity is scheduled for FY21 Q2.
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
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
Page | 41
33. Validate data collection methods
This activity is scheduled for FY21 Q2.
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
This activity is scheduled for FY21 Q2.
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
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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%
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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.
COMMUNITY ROOTS PROJECT
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• 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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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.
COMMUNITY ROOTS PROJECT
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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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
Page | 52
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:
COMMUNITY ROOTS PROJECT
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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.
COMMUNITY ROOTS PROJECT
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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.
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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:
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
Page | 56
The following table summarizes the participation and presence of different actors in development processes led by the Project.:
Table 17
Table 18
COMMUNITY ROOTS PROJECT
QUARTERLY PROGRESS REPORT FY21 Quarter 1
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.
COMMUNITY ROOTS PROJECT
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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.
COMMUNITY ROOTS PROJECT
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“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.
COMMUNITY ROOTS PROJECT
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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.
COMMUNITY ROOTS PROJECT
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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
COMMUNITY ROOTS PROJECT
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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
COMMUNITY ROOTS PROJECT
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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
COMMUNITY ROOTS PROJECT
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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
COMMUNITY ROOTS PROJECT
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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.