Systematization of the community based violence prevention model

Programa Impactos – Promoting Citizen Participation, Transparency and Social Opportunities,implemented in Honduras by Counterpart International Social Opportunities Project (CAP- Community Action for Prosperity).

Impactos Program Director - Honduras / Counterpart International Dina Elisabet Eguigure Operations Director (CPRG) Nury Alvarado Operations Director (CAP) Judy Donaire Developed by: ANED Consultores Impactos Program Review team Dina Eguigure Judy Donaire Lizeth Coello Claribel Posas Ileana Morales

Design and Layout Bricelda Contreras briscont.bc@gmail.com Location Col. Lomas del Guijarro Sur, Calle Viena, Ave. Berlín, Edificio Plaza Azul, Sexto Piso, local N° 67 T: 504 2239 2856, 2239 6892, Tegucigalpa MDC, Honduras C.A. http://www.programaimpactos.org The development of this document, “Systematization of the Community Based- Violence Prevention Model´´, was made possible through the generous support of the people of the United States of America through the United States Agency for International Development (USAID). The content of this document is reponsability of the Impactos Program and it does not neccesarily reflect USAID nor the United States government point of view.

Content 7

ABBREVIATIONS AND ACRONYMS

9 INTRODUCTION 10

OBJECTIVES OF SYSTEMATIZATION

10

METHODOLOGY FOR THE SYSTEMATIZATION OF THE CAP MODEL

13

CHAPTER 1.

THE EXPERIENCE OF THE “CAP” PROJECT IN THE IMPLEMENTATION OF THE COMMUNITY BASED VIOLENCE PREVENTION MODEL

13

The Context in which the CAP Project arose

14

The CAP Project Proposal

15

CAP Project Results

19

CHAPTER 2.

THEORETICAL METHODOLOGICAL CONCEPT OF THE CAP VIOLENCE PREVENTION MODEL

19

Definition of the Model

19

The emphasis of the Model

19

Theoretical basis of the Model

21 Methodological principles of the Model 23

CHAPTER 3.

THE GOAL OF THE CAP COMMUNITY BASED VIOLENCE PREVENTION MODEL

23

The problem addressed by the Model

24

The mission of the Model

24

The objectives of the Model

24

Primary functions of the Model

28

CHAPTER 4.

THE MODEL’S CENTRAL METHODOLOGICAL PROCESS

28 Stages of the process 43 Tools used in the process 46

CHAPTER 5.

PARTICIPANTS AND THEIR FUNCTIONS IN THE MODEL

50

CHAPTER 6.

RECOMMENDATIONS FOR THE ADOPTION OR REPLICATION OF THE MODEL

50 Organization for the implementation 50

Capacity building for the CSOs

51

Creating and strengthening community based organizations

52

Relationship with local governments and capacity building

52

Creating conditions for sustainability

55

ANNEXES

55 Annex 1. CSOs,participating municipalities and communities in the CAP Project 55

Annex 2 Participating communities in the CAP Project In the MANSUCOPA and MAMLESIP commonwealths

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Annex 3 Priority risk factors for different participant groups in the CAP Project

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Annex 4 Number of members in the CRCs and Organized Youth Networks (YNs)

59

Annex 5 Grant types used in the CAP Project

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Annex 6 CAP Project, Organized Youth Networks (YNs)

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Annex 7. Proposed Structure for the Community Assessment

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Annex 8. Training Events held and number of participants - CAP Project

63

Annex 9. Courses and participants by thematic area – CAP Project

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BIBLIOGRAPHY

INDEX OF FIGURES

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Figure 1

Risk factors associated with youth violence

Figure 2

Graphic summary – Purpose of the CAP model

42 Figure 3 Participants and their roles in the community development process for violence prevention 44 Figure 4 Summary of the central methodological process for the CAP Model 48

Figure 5

Participants and Functions in the Model

INDEX OF TABLES

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Table No. 1 Functions and Processes of the CAP Model

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Table No. 2 Tools for the CAP Model

46

Table No. 3 Participants in the CAP Model

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Table No. 4 Members in the CRCs and Organized Youth Networks (YNs)

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Table No. 5 Grant types used in the CAP Project

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Table No. 6 CAP Project, Organized Youth Networks (YNs)

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Table No. 7 Training Events held and number of participants - CAP Project

CAP is a response to violence prevention issues in communities.

ABBREVIATIONS AND ACRONYMS Spanish

English

ADELSAR

Agencia de Desarrollo Estratégico Local de Santa Rosa de Copán

Local Strategic Development Agency of Santa Rosa de Copan

AMHON

Asociación de Municipios de Honduras

Association of Honduran Municipalities

APAN-CI

Asociación Programa Amigo de los Niños – Children International

Friend of Children Program Association Children International

CAP

Oportunidades Sociales

Community Action for Prosperity

CARSI

Iniciativa Regional de Seguridad para Centroamérica

Regional Security Initiative for Central America

CASM

Comisión de Acción Social Menonita

Mennonite Social Action Committee

CDH

Centro de Desarrollo Humano

Human Development Center

CEPROSAF

Centro de Promoción en Salud y Asistencia Familiar

Center for the Promotion of Health and Family Assistance

CIPE

Centro de Investigación, Planeamiento y Evaluación

Center for Research, Planning, and Evaluation

CIPRODEH

Centro de Investigación y Promoción de los Derechos Humanos

Center for Research and Promotion of Human Rights

CMCSC

Consejo Municipal de Convivencia y Seguridad Ciudadana

Municipal Council for Coexistence and Citizen Security

COMVIDA

Programa Municipal de Infancia, Adolescencia y Juventud, Comunicación y Vida

Municipal Program for Infants, Adolescents, and Youth – Communication and Life

CPRG

Participación Ciudadana y Transparencia

Citizen Participation for Responsive Governance

CRC

Comité de Revitalización Comunitaria

Community Revitalization Committee

CSO

Organización de la Sociedad Civil

Civil Society Organization

FHIS-CLIP

Fondo Hondureño de Inversión Social, Programa de Infraestructura de Iniciativa Comunitaria

Honduran Social Investment Fund – Program for Community-Initiative Infrastructure

FOPRIDEH

Federación de Organizaciones No Gubernamentales para el Desarrollo de Honduras

Honduran Federation of Non-Governmental Development Organizations

FUNADEH

Fundación Nacional para el Desarrollo de Honduras

National Foundation for Honduran Development

IMPACTOS

Impulsando Participación Ciudadana, Transparencia y Oportunidades Sociales

Promoting Citizen Participation, Transparency, and Social Opportunities

INE

Instituto Nacional de Estadística

National Statistics Institute

ISAG

Subvenciones de Asistencia y Fortalecimiento Institucional

Institutional Strengthening Assistance Grants

ISCPG

Subvención de Fortalecimiento Institucional Institutional Support and Civic Participation y Participación Cívica Grant

IUDPAS

Instituto Universitario en Democracia, Paz y Seguridad

University Institute for Democracy, Peace, and Security

YN

Red de Jóvenes

Youth Network

RFA

Solicitud de Aplicación

Request for Application

USG

Gobierno de los Estados Unidos

United States Government

YNSG

Subvención para el Fortalecimiento de Redes de Jóvenes

Youth Network Strengthening Grants

Technical Skill courses, an opportunity for youth development

INTRODUCTION Counterpart International in Honduras implemented the Program “Promoting Citizen Participation, Transparency and Social Opportunities” (Impactos in Spanish), an initiative financed by the United States Agency for International Development (USAID), during a five year period (January 2011- January 2016).

This program was implemented through two projects: Citizen Participation for Responsive Governance (CPRG) whose overall objective is to “increase the transparency and reporting credibility of public institutions through the support of civil society initiatives”; and the Community Action for Prosperity (CAP) project, which aims to “enhance citizen and community security through strengthening the abilities of communities and local governments to prevent violence”.

During its implementation, the CAP Project achieved a series of results in response to the issue of violence affecting Honduran society in general and especially impacting the youth population, not only in their condition as victims, but also as perpetrators of violence. In order to do so, the Project designed and implemented a community based violence prevention model which proved effective in promoting actions through the participation of community members and civil society organizations (CSOs) and local governments to prevent violence.

This model strengthened joint efforts between civil society organizations, public authorities and the private sector to revitalize communities through comprehensive actions, thus creating and strengthening capacities for violence prevention and social opportunities for the youth.

Taking into account the results of the CAP Project, Impactos found it necessary to learn and understand in a deeper way and reflect on its development, through a systematization process in order to respond to the following questions: What was done?, How?, Why?, What were the mechanisms of community participation?

What risk factors were identified as triggers of violence?, In practice, what were the influences of the political, economic, and social contexts?, What was the participation of the municipal government?, What skills need to be developed within the municipalities in order to respond to the changing needs of citizen security regarding crime and violence?, What were the relationships between the CSO representatives and the community members?, What processes were generated in practice to deal with the identified risk factors?, What circumstances impacted the application of the violence prevention model?, How were these resolved?

The answers to these questions have been organized in a conceptual and graphical format which extracts and reconstructs the methodology, describes the theories, techniques, tools, processes, and principles applied during the implementation of the CAP Project. This methodological synthesis of the experience and the interaction among the various components, actors and the environment is what is known as the “CAP Community based violence prevention model”, which will be referred to as “the Model”. This Model strengthens the joint efforts of civil society, public authorities, and the private sector to revitalize the participating communities, through integrated efforts to create and strengthen capabilities to prevent violence and generate social opportunities for young people.

This document consists of six chapters; the first one is an executive summary of the implementation of the CAP Project in Honduras in order to provide the reader a point of reference regarding the background of the Project and the results obtained. The second chapter presents the conceptual basis supporting the Model, while the third chapter presents the purpose and the application of the Model. In the fourth chapter the core methodology is presented, along with the stages of development and the primary tools applied at each stage of the process. The fifth chapter presents the main stakeholders and their contributions and, in the final chapter, a series of recommendations are made for the adoption or replication of the Model based on the lessons learned in the CAP Project.

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OBJECTIVES OF SYSTEMATIZATION Through the process of systematization of the CAP violence prevention model, the Impactos Program pursues the following objectives: • Position the topic of community based violence prevention in the political and civic agendas of the country.

• Systematize the learning process generated through the active participation of the CSOs supported by the CAP Project in order to promote the community based violence prevention model.

• Document the methodology employed by the CAP Project, which facilitated the achievement of concrete results which could have a multiplier effect through the promotion of this experience in other communities and municipalities in the country.

• Describe the work carried out by the Community Revitalization Committees (CRCs) and Youth Networks (YNs) to recognize, make visible, and extend this successful experience as a reference point for prevention work, not only for the targeted communities, but at the national level.

• Collect the direct experiences and the responses of the CSOs to the development of the processes of training, organization, counseling, and project management conducted in the communities to promote new social opportunities for community residents and strengthen those already in place.

METHODOLOGY FOR THE SYSTEMATIZATION OF THE CAP MODEL The methodology to implement the systematization was through the use of primary sources, interviewing various key participants who played a role in the implementation of the Model and drawing on documentation related to the systematization experience. The efforts to collect the information were focused on the description of the theoretical and conceptual underpinnings, objectives, processes, techniques, etc. Investigations were also conducted regarding the context and the issues which the Model was developed to resolve.

While the CAP Project worked with 12 Civil Society Organizations or CSOs (10 to implement the Model and 2 to conduct violence prevention campaigns), in order to collect data and reconstruct the applied Model based on practical experience, four Civil Society Organizations were selected as references who operated in different contexts and successfully implemented the Model. The selected CSOs were the following: • Fundación para el Desarrollo de Honduras (FUNADEH – Honduran Foundation for Development), in Choloma, Cortés • Asociación Programa Amigo de los Niños - Children International (APAN-CI - Friends of Children Program Association – Children International), in San Pedro Sula, Cortés • Centro de Promoción en Salud y Asistencia Familiar (CEPROSAF – The Center for Health Promotion and Family Assistance) in La Ceiba, Atlántida • Centro de Derechos Humanos (CDH – The Human Rights Center), in Tegucigalpa, Francisco Morazán.

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The collection of primary information consisted of individual and collective interviews (structured and semi-structured) with the key participants who were previously identified. In addition, a workshop was convened with key participants from the four selected municipalities, using participative methodologies which allowed for interaction and an exchange of views among the diverse participants.

The information obtained was organized, analyzed, and critically interpreted with regards to the following aspects: • The inherent design, vision, and theories demonstrated by the way in which the various participants performed (CAP Project technical team, the CSOs, and the target population).

CAP´s systematization, of the violence prevention model, implemented by the Impactos Program seeks to place the violence prevention issue , with a community approach, in the public agenda and Honduran citizens.

• The logic and sequences of the activities, identifying the phases, stages, or steps followed to achieve the objectives.

• The internal and external factors which influenced the methodological approach and the adjustments which were necessary, in order to improve the interaction between practice and the real world.

• The expected and unexpected results which were obtained from the experience during the study period, especially the alignment of the applied methodology with the actual results.

• The participants and their contributions.

This is how the present document was created, with a structure which makes it possible to recognize the most important elements of the Model, the methodology applied, the problem addressed, the purpose of its implementation, and the solutions applied by the participants at each level of the operation.

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CAP´s Project closing event in San Pedro Sula, Honduras

CHAPTER 1.

THE EXPERIENCE OF THE “CAP” PROJECT IN THE IMPLEMENTATION OF THE COMMUNITY BASED VIOLENCE PREVENTION MODEL The Context in which the CAP Project arose Violence and delinquency are phenomena which have affected the northern triangle of Central America (Guatemala, Honduras, and El Salvador) in recent decades. In the specific case of Honduras, violence in the year 2011 reached unprecedented levels with a rate 86.5 homicides for every 100,000 residents1, placing the nation at the top of the list of most violent countries in the world.

This phenomenon is further aggravated by the low of capacity of those working in the justice system to carry out criminal investigations, which has left the majority of these homicides unpunished. The ultimate result of this impunity is that the population loses confidence in the ability of the government to provide security to its citizens resulting in an increasingly negative perception of the impact of crime on the political, economic, and social climate in the country.

The causes of violence and criminality are associated to the following factors: social and gender inequity, lack of oportunities for the youth, culture of violence for conflict resolution, access and availability of firearms.

The causes of violence and criminality are related to factors such as social, economic, and gender inequality; the lack of opportunities for the youth; the culture of violence as a means to resolve conflicts; the easy access to and availability of firearms and a permissive legislative environment related to possession and carrying of firearms; weak and uncoordinated national entities responsible for controlling crime which results in alarming levels of impunity; and the phenomenon of drug trafficking which, when compared to the size of the economy, generates a situation which overwhelms the capacity of the State to confront it. (Eguigure, Desk Review, 2011).

The primary risk factors associated with violence which affect the youth population in Honduras are the loss of values and identity, limited access to educational opportunities and employment for youth, the existence of gangs, criminal activity, drug use, and the complicity of the police authorities which incentivizes organized crime. (Eguigure, Desk Review, 2011). On the other hand, the lack of effective strategic prevention policies targeted to this population group is threatening the safety and security of young people who, as a result, become involved in illegal activities or choose to illegally emigrate, in the absence of opportunities.

In this context, the initiative was taken to develop the “Social Opportunities” (CAP) Project as a joint effort among Civil Society Organizations (CSOs) which mobilized community leaders, community institutions and organizations, as well as municipal governments and the private sector to promote the ability to formulate and carry out integrated initiatives targeted on violence prevention and intended to improve citizen security at the community level.

The foundation of the CAP Project is aligned with the Central American Regional Security Initiative (CARSI), an effort which the United States government has been implementing in association with the Central American nations to counteract the issues of citizen insecurity resulting from gangs, drug trafficking, arms trafficking, corruption, and organized crime.

1

Datum presented in the 2011 Bulletin of the Observatory of Violence of the University Institute for Democracy, Peace, and Security (IUDPAS)

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The CAP Project was developed as an intervention model focused in strengthening local capacities to plan and carry out activities aimed to fighting the causes of insecurity. In this joint effort , motivations such as youth and groups at risk were taken into consideration.

Through the Alliance among the Government of Honduras, municipalities, civil society organizations, and the private sector, the USAID/CARSI activities are focused not only on urban neighborhoods facing the issue of gangs, but also on vulnerable rural areas dealing with a high incidence of drug trafficking. (Eguigure, Desk Review, 2011) USAID/Honduras has been promoting activities geared towards strengthening of community governance, improvements in physical and social infrastructure, training activities for youth and their empowerment to enhance community capabilities to prevent violence and generate conditions which reduce the incentives for involvement in criminal activities.

The CAP Project Proposal The emphasis of the CAP Project is the development of preventive actions towards crime and violence. The interventions carried out, act as a social catalyst which evidences the importance of a preventive approach and the correlation between community development and an improvement in the provision of public services; as a way to increase community security and as a part of a longer term strategy to reduce crime and violence.

The CAP Project established as its overall objective: To improve citizen and community safety by strengthening local communities’ and local governments’ ability to prevent threats from gangs and narco-trafficking.

In order to achieve this goal, three program objectives were proposed: 1. To improve the multi-sectoral capacity to provide coordinated and comprehensive responses to changing security needs.

2. To improve the municipal capacity to provide effective crime prevention services.

3. To expand opportunities for community led initiatives.

To achieve these objectives, the CAP Project established an intervention model oriented towards strengthening local abilities to plan and conduct activities targeted at combatting the causes of insecurity. This joint effort took into account the motivations of youth and other at risk groups and made available to them tools favoring the implementation of activities to guarantee the participation and inclusion.

For the implementation of the Model, we reiterate that the Project had the participation of 12 Civil Society Organizations which were selected through a competitive process. Taking into account the panorama of violence, social risk, and population concentration, the CAP Project was implemented in 36 communities in 7 different municipalities throughout the country2. During the final year of implementation, the CAP Project began the process of expanding the violence prevention model to two commonwealths, MANSUCOPA3 and MAMLESIP4, covering a total of 4 communities, two from each commonwealth5.

The implementation strategy for the Project began with the development of a preliminary study or “Desk Review” (Eguigure, Desk Review, 2011) as a tool to 2

See Annex 1 Communities involved in the CAP Project

3

Association of communities in the Southwest of the Comayagua Valley and La Paz

4

Association of Lenca Municipalities in the La Paz highlands (Sierra de La Paz)

5

See Annex 2 Communities involved in the CAP Project in the commonwealths of MANSUCOPA and MAMLESIP

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document the context, the progress at a national level, and the lessons learned on the topics of violence and social risk. This study allowed for the identification of possibilities for young people who make up the largest segment of the Honduran population. It also facilitated a better focus of the CAP Project actions in relation to the objectives and results specified in the initial proposal and the intervention strategies adjusted to the context of the municipalities and the selected communities.

The implementation of the Project is based on the following intervention mechanisms: • The selection and the provision of technical and financial assistance to the CSOs. • The creation and strengthening of the Community Revitalization Committees (CRCs) and the Youth Networks (YNs).

• Community rapid assessments and baselines, using participative methodologies.

• Strategic planning and project implementation of community revitalization projects.

• The development of violence prevention campaigns with community participation.

• Strengthening municipal governments.

• Collaboration with public and private institutions.

These mechanisms were implemented through a number of different supporting grants which were previously designed for these purposes, which the CSOs applied for, through a competitive process.

CAP Project Results The implementation of the CAP Project violence prevention model generated changes and results in the diverse environments where it was applied, which have been acknowledged by the participants who were consulted in this systematization process. Among the different results, the following stand out:

An improvement in social cohesion and citizen participation in the communities involved Through the implementation of community projects proposed by the CRCs and YNs, social cohesion has improved in the communities. The projects included a variety of recreation activities which promoted the arts, culture, and sports; also there were activities to improve cleanliness in public buildings or spaces in the communities which led to achieving common goals and facilitated participation, mobilization, and coordination among the community members.

In this way, a greater degree of social coexistence was developed, allowing people to recover their public spaces. These processes and activities also resulted in closer relationships, coordination, and teamwork among youth and adults.

In addition to the community activities, the cohesion and sense of community were strengthened through the training processes, which were focused on the development of skills in the areas of community organization, conflict resolution, and the promotion of positive values. These processes resulted in bonds of

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The youth required a change in thinking, on violence conditions and environments they have been used to which should not be considered normal and therefore must corrected.

friendship and a sense of belonging which helped to reinforce community integration. On the other hand, as the results of the activities were seen, the community leaders began to motivate others to participate.

Increasing social participation opportunities for young people As a result of the activities prioritized by the CRCs and YNs, possibilities have opened up for the development and creation of safe spaces and income generating opportunities for young people which are contributing to the reduction in risk factors6. “(…) In the community, young people have a place to get training, and they have a chance for self-employment, it’s nice to see the number of young people who are participating, who now have something to do, and who are telling each other about it. Before it was normal to see young men assaulting people on any corner, but now this has really decreased.” Interview with CRC members in Choloma.

In 36 communities from 7 municipalities with high indices of violence and exclusion of young people, 669 young people (373 of them young women)7, are organized in networks, and some of them have participated in important advocacy activities at the local level so that the municipal authorities would recognize their rights and prioritize their needs in municipal plans and decisions.

They had the opportunity to organize themselves around various themes and to actively participate in positive activities which then minimizes the risk of their involvement in negative environments. The involvement of these young people in these activities has definitely improved their self-esteem, developed within them a culture of good citizenship, caused changes to their lifestyles, and increased their level of awareness regarding the primary social themes that affect them. “(…) I learned a lot about these processes once the meetings began. I have shared these experiences with other young people, they have not discriminated against me nor have they pushed me aside, they have always supported me. I have learned a lot through this whole experience, and also in the workshops that we have received. Sometimes our self-esteem is on the ground, very low. I looked at the other young people in the workshop on beauty care participating with great interest and this helps the community.” Member of the YN, Mary Flakes Community.

Strengthening the capacity of civil society organizations at the municipal level to work in a sustainable manner on violence prevention activities in the participating communities.

The implementation of this Model provided an enhanced experience for the implementing CSOs, which has allowed them to strengthen their ability to implement institutional strategic plans incorporating themes related to citizen security and violence prevention.

The CSOs have been able to capitalize on their learning allowing them to improve and reinforce the methodologies applied in the participating communities, especially in the areas of motivation, participation, and organization of the community members to conduct violence prevention activities. This experience has allowed some of the CSOs to consolidate their position regarding violence prevention and try out new working approaches in the areas of community

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6

See Annex 3 risk factors prioritized by the CAP Project

7

See Annex 4 Members in the CRCs and Organized Youth Networks (YNs)

organization and their linkages with local governments, the private sector, other institutions and civil society organizations.

Community organization strengthening for violence prevention The actions conducted by the members of the CRCs and YNs allowed them to get in touch with their neighbors and with the reality of their communities, while at the same time they were learning about ways to organize themselves in order to identify, plan, and implement prevention initiatives within an environment with problems of violence and insecurity which affected them.

The Project from the very start tried to increase the awareness of community leaders regarding the situation in their communities and to help them recognize the importance of community participation in order to bring about changes for the good of the overall community.

Regarding youth intervention, this required a process of changing their perceptions regarding the environmental conditions of violence to which they had become accustomed, so that they would not see these as normal conditions and therefore would recognize the need to change them.

In either case, whether for youth or adults, work was needed in the area of selfesteem and to instill in them the idea that through learning and a commitment to become involved in this community organization movement, they would have the ability to implement changes in their communities through their own efforts.

The composition and the functioning of the CRCs and YNs are allowing multiple participants at the community level to make efforts to identify and respond to the issues of citizen and community security in a coordinated manner.

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The youth are the backbone for community revitalization

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CHAPTER 2.

THEORETICAL METHODOLOGICAL CONCEPT OF THE CAP VIOLENCE PREVENTION MODEL The Model is based on various findings not only from a document search but also through the observation and analysis of experiences. Some aspects which are highlighted in this chapter were clearly spelled out in the initial proposal for the Model, while others became apparent during the operational phase.

Definition of the Model The CAP Model is defined as a methodological system which has as its central function to orient or guide the processes of community based violence prevention with the active participation of the local leaders and participants.

The Violence Prevention approach focuses on social norms, values and networking, keeping communities together.

This definition contains two essential concepts: violence and prevention.

According to the World Health Organizations (WHO) violence is the intentional application of force or physical power, used as a threat, or against oneself, another person, a group, or a community, which causes or is likely to cause injuries, death, psychological damage, developmental disturbances, or hardship. The violence may be physical, sexual, or psychological and may present itself in the form of hardship or of negligence. (WHO, 2002). In keeping with this definition, violence prevention means to impede the occurrence of any acts of violence through interventions to eliminate or reduce the underlying risk factors, reinforce protective elements, and develop an ability to resist or reduce the recurrence of subsequent violent acts and their damaging impacts. (Eguigure, Desk Review, 2011)

The emphasis of the Model Given that the phenomenon of violence is expressed at many different levels: individual, interpersonal, communal, social; and at the same time there are various types of violence, the CAP Model emphasizes youth violence in which young people are the main victims as well as the perpetrators of violence. The most exacerbated expression of this type of violence can be seen in the phenomenon of gangs, also called maras.

Theoretical basis of the Model In the development and operational implementation of the Model, the influence of four theoretical approaches can be seen in the definition of the problem and the ways to tackle it: the focus on community violence prevention, the focus on psycho-social prevention, the focus on theories of youth development, and the focus on community strengthening or “Empowerment”.

The focus on community violence prevention is based on social norms, values, and social networks which keep communities unified. Empirical evidence shows that “in communities where neighbors distrust one another and where there is a lack of social cohesion, the residents are more vulnerable to delinquent behavior.

Interventions are conducted under this model seek to regenerate the social fabric and build greater social trust among neighbors”. (LAPOP, 2014) The focus on psycho-social violence prevention, on the other hand, is based on the psychological and social conditions which make people vulnerable to

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Research show young people developing a combination of skills such as; conflict resolution, decision making, critical thinking skills, selfefficacy, empathy, assertiveness, selfesteem, among other, demonstrate lower behavior risk and better school performance.

delinquency and violence, which is to say the existence of “risk factors”, such as living in dysfunctional families, domestic violence, low literacy rates, the presence of gangs in the community, the lack of open spaces for recreational activities, the poor quality of public services, and high unemployment rates, among others. Interventions under this Model, attempt to mitigate these risk factors by generating mechanisms to help the population resist and develop resistance to delinquent and violent behaviors. (LAPOP, 2014) The theory of youth development and the focus on community strengthening are directly linked to the violence prevention approach which was previously described. The theories regarding youth development, for example, propose that in order to achieve effective long-term results in the lives of the youth, so that they become economically independent adults, with healthy family and social relationships and become individuals with a community culture, it is required the existence of necessary conditions.

1. The development of personal skills: Research shows that young people who develop a series of skills including conflict resolution, decision making, critical thinking skills, self-sufficiency, empathy, assertiveness, and self-esteem8 among others, demonstrate fewer risky behaviors and better academic results; and, if along with these skills they also develop vocational and academic abilities, the probability for these young people to become successful adults is significantly increased.

2. A supportive environment for young people: In the context of conditions for the development of young people it is also important that they have the opportunity, from the time they are born until 18 years of age, to grow up in environments (family, schools, organizations, and communities) that provide them with a chance to develop supportive relationships with adults and with their peers, have interesting and challenging learning experiences, be involved with a cause (have significant opportunities for participation and belonging) and experience a sense of physical and emotional security, taking into account the negative effects that the absence of these can have on the decisions and choices which young people make.

3. Strengthening the ability of adults in the community to provide support and opportunities for the youth. Recent studies are providing evidence regarding the role played by social cohesion in the positive development of young people, especially in neighborhoods with a high concentration of risk factors. When this cohesion translates into constructive interactions among adults and young people and open and constructive communications with parents and other adults, to take on collectively the task of providing support and opportunities for the young people, this will become a protective factor for the youth. ( Aspen Institute Roundtable on Community Change, 2006) Finally, the focus on community strengthening or “empowerment” is defined as a process through which the people, organizations, and communities acquire control and mastery over their own lives. This concept suggests not only the determination of each individual regarding his or her own life, but also the democratic participation in the life of the community, usually carried out through structures such as the schools, neighborhood groups, churches, and other voluntary organizations. (Rappaport, 1987)

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Life Skills have been promoted by the World Health Organization since 1993 to assure the comprehensive development of children and youth.

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Methodological principles of the Model Complementary to the basic theories, the following methodological principles are recognized as the theoretical bases for the Model’s strategy: 1. Community mobilization: understood as a “dynamic process which involves the community as an active agent in the struggle to confront violence” (WOLA, 2009), guaranteeing the participation of social actors at the government level, community leaders, the private sector, and civil society organizations.

2. Capacity building at the local level: enhancing the capacity of local governments, local Civil Society Organizations (CSOs) and grassroots community organizations to design and put into practice violence prevention activities on a sustainable basis.

3. Multi-sectoral coordination: generating synergies and complementary activities with participants from different sectors (health, education, employment) and from different levels (local, state, national, international).

4. Revitalization: achieving an improvement in security and in the creation of opportunities for young people in order to stimulate productive capacity at the community level, access to public services, and boost the economy so that young people will have access to education and a safe local environment. The goal of this process is to restore and strengthen essential community values and generate greater cohesion among community members.

CAP´s violence prevention model combines these approaches and principles strengthening social fabric at community level to promote greater social cohesion, recognizing the most successful community development programs and social stability are those carried out in close coordination with the community, involving efforts from different stakeholders.

The CAP violence prevention model combines these focus areas and principles to strengthen the community social fabric to promote greater social cohesion, recognizing that the most successful community development and social stabilization programs are those carried out by the communities, incorporating the participation of a diverse group of participants including the schools, local government, health centers, religious institutions, and the police (Counterpart International, 2011). The Model also promotes the local abilities to identify and take action regarding the main risk factors, creating social opportunities for young people in initiatives developed by the community.

Contributions of the Model to the approaches adopted by the implementing CSOs The experience in the implementation of the CAP Project showed that most of the CSOs in Honduras were carrying out initiatives aimed at the development of personal skills in young people and that through the incorporation of the approaches proposed by the CAP model, a systematic vision of the community dynamics was promoted, causing the CSOs to redesign their interventions with a new focus on reconstructing the social fabric in order to support the life projects of young people.

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Children are a key sector for community violence prevention

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CHAPTER 3.

THE GOAL OF THE CAP COMMUNITY BASED VIOLENCE PREVENTION MODEL The elements which make up this chapter have been taken from the original design approach for the CAP Project as well as from the diverse practical experiences which were observed during the project’s implementation.

Figure 1

Risk factors associated with youth violence

The CAP model was developed as a response to a specific issue: Violence in Communities.

Greater probabilities to develop violent behaviors and become involved in delinquent activities

Lack of life skills development in young people

Adverse family and community environments (not protective) for the youth

Limited opportunities for employment and education for young people

The problem addressed by the Model The CAP Model arose in response to a concrete problem: community violence. The proposed solution to the problem focuses attention on three risk factors, which, when combined, increase the probability of developing violent and delinquent behaviors among young people. Figure 1 shows these risk factors9.

In this sense, social inclusion is obtained when individuals and social groups no longer suffer from the negative effects of unemployment, low education, poor housing, crime and social violence, poor health, family problems, limited access to public services, overcoming social and spatial isolation, they are recognized as social actors and participate fully in the social and political organizations of a given society. (Human Development Report, Honduras 2008/2009, 2009).

According to the assumptions of the CAP Model, if young people develop in negative family and community environments, they are more exposed to become victims of violence or are likely to become perpetrators of violence. A negative family environment is characterized by family disintegration, domestic violence, permissive or extremely punitive child rearing, and conditions of poverty and marginalization, among others. The community environment is negative when 9

These risk factors were identified according to the characteristics of the youth at social risk established in the Human Development Report, Honduras 2008/2009.

The social risk approach has been oriented to the individual and family levels, an also incorporating the community and societal levels. This link is established within the Human Development Report, Honduras 2008/2009, which develops the interrelation between the individual and society, in order to have a broader perspective of the phenomenon of the youth at social risk.

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Objective of the Model: Promote development of protective community environments for the youth, promoting social cohesion and improving peaceful coexistance in communities.

faced with overpopulated neighborhoods, where local gangs and organized crime operate, with easy access to weapons and drugs, with a lack of police presence or control, and a general acceptance of a culture of violence.

If in addition to these negative environmental conditions, young people do not count with personal skills that could enhance their capacity of resilience and also have limited access to formal or non-formal education which in consequence reduces their options to obtain a decent job and earn their own income, then the conditions are ripe for their vulnerability to becomes members of a gang since these are seen as organizations which can fill the basic needs for identity and belonging which are inherent in the development of young people while at the same time providing economic means and income as a result of delinquent activities10.

The mission of the Model Given the problem faced, the Model has determined as its mission, to enhance the ability of different local stakeholders and community actors to respond and tackle the risk factors which make young people more vulnerable to violence and criminality. The overall goal of this mission is to improve citizen security at the community level.

The objectives of the Model 1. Promote the creation of protective community environments to benefit the lives of young people, promoting social cohesion and enhancing peaceful coexistence in the communities.

2. Expand social and economic opportunities for the youth, through the implementation of community led initiatives.

3. Imrpove the life skills of young people, through the creation of spaces where the youth can learn and put into practice those skills.

Primary functions of the Model Taking into account the starting point (the problem) and the desired end point (the goal) the Model operates between these two situations and does so by fulfilling certain functions which help to achieve the established objectives.

Based on the experience of implementation, the following functions were clearly identified in the Model: • Problem analysis: The Model fulfills the function of continuous analysis of the problem of violence at the community level and the situation of young people in their communities. • Strategy and methodology: The Model provides a strategy and a methodology to address the identified problem of violence. • Capacity building for the administration of the Model: While providing a strategy and a methodology, the Model also assures that abilities are developed for violence prevention in the communities, in the CSOs, and in 10

According to the Human Development Report, Honduras 2008/2009, the opinion of the youth regarding to what they seek for when joining a gang, 56.1% of young people think that they are looking for: i) control, power, money and firearms (33.0%); ii) access to drugs (16.4%), and iii) fun and pleasure (6.7%) In contrast, 34.2% said they are looking for: i) fill a void left by the family (23.3%); ii) acceptance (8.7%) and sense of belonging (2.2%).

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the local governments, as these are all direct participants involved in the preventive role. Capacity building also means strengthening the coordination among these participants. • Monitoring and Evaluation: the Model insures the permanent monitoring and follow-up of the results that are being achieved.

In order to achieve its functions, the Model applies a series of processes for each function, and these are described in the following table: Table No. 1 Functions and Processes of the CAP Model FUNCTION Problem analysis

Strategy and methodology

PROCESSES TO ACHIEVE THE FUNCTION Baseline survey of the security situation in the communities.

Participative community assessments regarding security and risk factors.

Develop and transfer the methodology for the establishment of community based organizations: CRCs and YNs. Develop and transfer the methodology for the development of dialogue Forums with municipal authorities.

Training needs assessments for organizations, communities, and local governments. .

Capacity building for the administration of the Model

Develop and implement community strategic action plans and training curricula.

Design and implement advice and technical assistance mechanisms.

Manage the knowledge base for capacity building (systematization and sharing of experiences).

Monitoring and evaluation

Provide a system of indicators for the comprehensive evaluation of the Model.

Develop tools for monitoring and evaluation.

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Figure 2

Graphic summary – Purpose of the CAP model

GOAL

Improve citizen security at the community level

MISSION

Strengthen the response capacity of local governments and communities to address the causes which expose young people to increased vulnerability to violence and criminality

OBJECTIVES

Promote the creation of protective community environments

FUNCTIONS

PROBLEM

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Problem Analysis

Expand social and economic opportunities for the youth

Strategy and Methodology

Capacity Building

Improve life skills for young people

Monitoring and evaluation

Community violence and the presence of risk factors

Comprehensive training for Youth Networks and Community Revitalization Committees, a strategic tool for the development of communities.

CHAPTER 4.

THE MODEL’S CENTRAL METHODOLOGICAL PROCESS This chapter presents a reconstruction of the methodological process applied, classified by stages and describing in detail the steps required in each stage. In the actual implementation of the CAP Project, some of the activities were carried out in a different way or in a different stage of the process. The reconstruction described below incorporates the lessons learned in order to enrich and improve the methodological process of the Model for violence prevention.

Stages of the process 1

Organization for the implementation

Step 1. Staffing The implementation of this Model counted with an entity serving as a facilitator and coordinator of the initiative, integrated by a group of skilled professionals, capable to carry out the process. Staff selection was carried out in accordance with established internal policies, assuring that the candidates met the professional requirements in terms of their academic backgrounds and work experience for each of the positions, and in addition they were assessed based on their personal skills and abilities such as empathy and charisma that would facilitate contact with people from a variety of socio-economic backgrounds, ages and other specific characteristics of the communities to be intervened.

CAP Project Structure within the Impactos Program

Chief of Party (COP) Deputy Chief of Party (DCOP) Project Director CAP Monitoring & Evaluation Officer

Youth Specialist

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Municipal Specialist

Senior Program Officer

CSO Coordinator

Regional Coordinator of Activities

In addition to the specialized tasks assigned to the team (M&E Officer, Youth and Municipal Specialists, CSO Coordinator, and Regional Coordinator), during the process, each team member was assigned the responsibility of providing customized advice to one or two CSOs based on their needs for technical assistance, training and field supervision required by each of them. They were also called to provide support and follow-up of the activities receiving grants funds, in accordance with the guidelines established for the different grants, especially when there were up to three simultaneous grants being implemented per year by each of the CSOs; in addition, they were expected to provide constant technical assistance regarding Model implementation.

Step 2. Selection of the municipalities A second step in the methodological process was the selection of the municipalities where the interventions took place, by using the following criteria: • A large number of communities vulnerable to crime and violence.

• Low levels of education and few employment opportunities.

• Social exclusion.

• The active presence of NGOs (Non-Governmental Organizations) or international cooperation programs working to address the issues of security and juvenile delinquency.

Criteria for the selection of communities included the size of the youth population and the concentration of risk factors mentioned in the previous chapter.

This analysis was performed using secondary sources: official statistics from the INE, the police, municipal governments, studies conducted by NGOs, etc. And these were complemented by exploratory visits and interviews with community leaders.

Criteria for the selection of municipalities and communities in the CAP Project The proposal presented by Counterpart International for the consideration of USAID to request resources to implement the project, included a preselection of five of the nine municipalities proposed for implementation.

Tegucigalpa, San Pedro Sula, Choloma, La Ceiba, and Puerto Lempira.

The remaining four municipalities were selected through the joint efforts of USAID and the counterpart organizations according to criteria such as those mentioned and including in the criteria the existence in the area of other participants in the CARSI initiative or other programs sponsored by the government of the United States of America in order to generate complementary impacts.

The selection of the CAP Project communities was made by applying the criteria that considered the characteristics of social risk defined jointly with the CARSI initiative projects, consistent with the proposal of the Project. These criteria include: i. Average electric energy consumption in kilowatts; ii. Presence of gangs/drug trafficking; Total population; Youth population from 12 to 30 years of age; Percentage of the population from 12 to 30 years of age by education level; presence of community partners; level of risk from natural disasters. (Eguigure, Desk Review, 2011).

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CSOs selected for implementation Model CAP were organizations with background and experience on violence prevention in communities with population at risk. The strategic objectives are consistent and objectives pursued by the model.

Step 3. Selection of CSOs and the establishment of agreements A fundamental element of the Model is the implementation of activities through civil society organizations (COSs).

The CSOs selected for the implementation of the CAP Model were organizations with a track record and experience in the area of violence prevention in communities with at risk populations. Their strategic objectives are consistent with the objectives pursued in the Model, which facilitated the introduction of the selected processes within the normal day to day activities of the organizations. The selected organizations already had some experience in the management of coordinated activities and alliances with private sector entities, municipal governments, and government institutions within their specific programmatic areas.

If it becomes difficult to find organizations with specific experience in the area of violence prevention, it is possible to consider organizations whose programs, projects, and initiatives prioritize the most vulnerable groups such as children, women, or youth; or promote community development, entrepreneurship and employability, vocational training, and other projects or activities with special attention or focused on young people.

One additional criterion in the selection of the CSOs, which is not always possible to comply with, is having a physical presence in the target communities or the target municipality. In the experience of the CAP Project, this is a key factor in determining success.

The CSOs which agreed to participate were sufficiently informed regarding the objectives and the components of the Model and the process to be carried out in the selected communities, in order that they would be well aware of the implications, both technical and financial, of their participation, and especially to gain their commitment in order to guarantee the sustainability of the initiatives.

All of the agreements and commitments made by the parties involved were formalized in writing.

Selection of CSOs in the CAP Project For the implementation of the CAP Project, a competitive process was carried out in order to select the CSOs. The invitation to present expressions of interest was published in two rounds of advertising in different mass media print publications, in seven municipalities. The invitation was targeted to CSOs which were registered and authorized under Honduran law and with experience that was “specifically in the areas of youth violence prevention, the development of community capacities in the area of social risk prevention, addressing and reducing social conflict as well as capacity building for local governments to deal with violence prevention and crime (diagnosis, strategic planning, participative monitoring, among others) A total of 39 letters were received expressing interest in participation and of these, 12 were deemed qualified and were invited to attend an information meeting regarding the guidelines established by the CAP Project for the submission of the Request for Application, (RFA), for the grant resources (see Annex 5, Grant types used in the CAP Project).

A selection committee assembled by the Project had the responsibility of evaluating the applications from the CSOs that were eventually selected. A signed agreement formalized the implementation of the activities, under the guidelines established in the Impactos Program Grant Manual.

Many of these CSOs have designed and set up comprehensive mechanisms focused on rights and community development and have continued to request and manage additional resources for these ends. Other CSOs have played an important role in promoting the participation of communities, women, and young people in the design of proposals and public policies for violence prevention.

Source: (Coello, 2015)

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2 Capacity building for the CSOs Step 1: Transfer of the conceptual base of the Model In this stage it was necessary to assure the understanding of the CSOs regarding the basic concepts of the Model, especially in terms of the violence prevention focus. This was done through training sessions and discussions which were led by experts in the different topics, either on the staffs of the implementing organizations or expert consultants engaged for this purpose. In addition to the initial information transfer process, throughout the implementation of the Project, the CAP technical team provided continuous support through joint participation in the field, training activities, technical assistance, and advice and guidance to the CSOs in order to ensure that the Model was being applied in line with the goals, objectives and expected outcomes of the project.

Step 2: Capacity building for field staff Those staff members from the CSOs who worked directly in field activities were also selected based on specific criteria such as having education in the area of social work and community work experience in social risk zones, but most importantly having social skills such as empathy and assertive communication skills that will enable them to build better relations with people in the communities.

Throughout the development of the Project, people from the target communities who demonstrated to have potential and skills were considered suitable for a position and were incorporated into the technical teams of the CSOs, which resulted in greater confidence and acceptance within the communities.

Although it was not a part of the CAP Project, it would be helpful to design for this stage a curriculum with the minimum training requirements for field staff. This is a step which should be carried out before beginning work in the communities but which should be reinforced in the following stages.

Creating and strengthening community - based 3 organizations

This stage is the essential core of the methodology of the Model and is therefore the most extensive.

Step 1 Identification of community leaders The identification of community leaders was the starting point for the creation of the CRCs in the selected communities. The Project looked for people who, either as individuals or through their participation in community institutions or organizations, had a track record of leadership and volunteer work within the community. After the identification, the next step was to form a group which was broadly representative of the different groups and sectors (church representatives, organized women’s groups, members of community boards or interest groups, the education sector, health, security, youth, ethnic groups) and which assured a balance in the participation of men and women. This activity was under the responsibility of the technical team and the field staff of the CSOs, carried out through a series of visits and interviews in the communities.

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The CAP model did not intend to accomplish total coverage of existing youth groups, but record a critical mass to outline interventions and processes to tackle Honduran youth mobilizing them in favor of violence prevention and pacific coexistence.

The politicized character or political influence sometimes present within the community boards or patronatos, causes community organizational efforts become difficult, since community members sometimes restrains their involvement due to their political differences. Also the level of representativeness sometimes is not always the most desired; for example, very few young people are involved.

On the process of community organization, special importance was given to the development of an inclusive and representatives spaces. All the neighbors, including the youth, other community based organizations willing to participate in the CRC were welcomed regardless of their social, economic, political and cultural condition. This inclusion was very positive and filled the gaps of confidence and leadership between the community members “(…) The Project searched for leaders – involved - in health, the community board, politics, church leaders, two representatives from each of the social sectors were invited, including people from small corner stores, from the largest businesses, ….without the participation of all of these different sectors it would have been difficult to implement the Project because it is the residents themselves who know all of the needs in the community” Participant workshop, Mary Flakes neighborhood, Central District.

Step 2: Mapping of youth groups and networks The focus of the “mapping exercise” went beyond the mere organization of a detailed inventory of youth organizations and locales, with details regarding their territorial coverage, work areas, and diverse relationships. This “mapping exercise” was carried out based on a sample of organizations which responded to an invitation issued by the project to register their information and provide important inputs to help define the strategy for working with youth starting with a characterization of their organizational structure. This then evolved to the necessary conceptual framework to help to understand the functioning of the youth sector, whether organized or unorganized, and the ways in which they participate in their communities and municipalities, their roles in development activities, their ability to interact with others, their reach and their limits, to help us to understand the processes which will promote the linkages among organizations, as one of the mechanisms which will lead to establishing the basis for the sustainability and the impact of the Project in the areas of violence prevention and social opportunities for youth. (Eguigure, 2012) The study does not pretend to achieve 100% coverage of the existing youth groups, but does hope to register a critical mass that will permit the development of interventions and methodologies to address the issues of Honduran youth and mobilize them towards the themes of violence prevention and the promotion of peaceful coexistence. The mapping exercise also helped to confirm that not all of the target communities had an existing organization to represent the youth sector, which represented a challenge for the CAP Project.

In addition to community leaders, existing youth groups were identified in the communities and information was collected regarding their operation. The results of this work11 yielded valuable elements for the development of strategies oriented to working with young people, given that they were based on a clear understanding of their operations, their forms of participation at the community and municipal levels, and their potential and limitations for the generation of social opportunities.

11

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IMPACTOS Program - Report of Mapping of Youth Groups, Networks. May, 2012

Mapping of youth groups and networks, CAP Project With the purpose of obtaining information regarding the existing forms of youth organizations in the selected municipalities and developing the intervention strategy for youth in the CAP Project, focusing the interventions, identifying opportunities for collaboration with the CSOs, local governments, and youth groups; an important study was conducted named Mapping of Youth Groups and Networks, with the support of the CSOs and the voluntary participation of the youth belonging to the groups.

This mapping exercise allowed for the identification and characterization of the forms of organization of young people: groups, networks, and spaces for participation, their operations, their participation in local and municipal development, and their potential for consolidation in the Project’s target communities. (Eguigure, 2012).

Step 3: Presentation/Dissemination of the Model This step implied holding a large meeting for the leaders and the young people identified to participate in community assemblies. In these gatherings the Model proposed by the CAP Project to address the issue of community violence was presented based on the information which had been collected. Through the use of simple graphic techniques, the CSOs explained the strategy for the creation of the CRCs with an emphasis on the concept of revitalization in order that the idea could be easily understood and adopted as a basis for the activities of the Model for violence prevention at the community level.

CRCs are a community organization which consists of many different stakeholders collaborating together to analyze the security of a community. Actively participating in the design, planning, implementation and evaluation of actions of community projection addressed to strengthen social cohesion between community members generate opportunities and social skills in the youth population thus contributing to increase their resilience and reduce their vulnerability towards crime threats and violence.

The implementation of these informational meetings was a critical moment to help ensure the participation of community members in the Project.

To ensure the success of these meetings, the CSOs employed the following strategies: • Design presentations which help people to easily visualize the process and print informational materials for distribution to the participants (brochures, flyers, posters, etc.).

• Present successful national and international examples which showcase the importance of community participation.

• Develop an interactive presentation methodology which goes beyond presentations with visual effects.

• Carry out awareness building workshops and group activities to motivate participation and overcome the apparent apathy which results from distrust or fear. These meetings resulted in opportunities for building linkages and exchanging information among community members and especially facilitated the process of empowerment to help them deal with the issue of community violence.

One key element to keep in mind in the awareness building strategy, and which was an important factor in the success of the CAP Project, was the creation of positive code phrases, for example instead of “reduction in crime and violence”, substitute “find new opportunities for young people” and “”improvement of the quality of life in the community”.

Another important point was that the CSOs continually presented positive and motivational messages regarding the CAP objectives and the interventions being

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The selection of the members of the CRCs was done through community assemblies with ample participation, using parliamentary standards as the basis for conducting elections. The election process assured that all, or at least a large majority of the previously identified community participants, especially the young people, were represented in the CRCs.

carried out as a part of the Project, especially regarding the commitment to be inclusive and to act without discrimination towards any person or group.

Step 4: Establishment of CRCs and YNs During the past three years, the work which has been carried out by the Community Revitalization Committees which were created in the different municipalities as a part of the implementation of the CAP Project, provides a clear idea of the nature and the goals of this type of community organization, which was defined as the result of a collective group reconstruction by some of the participants as: “A community based organization which is made up of representative participants from different sectors of the community and through an agreement to work together, analyzes the security situation of their community and works actively to design, plan, implement, and evaluate a series of community-wide short-term and medium-term activities aimed at strengthening the social ties among community members, creating opportunities and developing social skills for young people which contribute to increasing their resilience and reducing their vulnerability to the threats of crime and violence, contributing in this way to enhanced citizen security in the communities�.

The selection of the members of the CRCs was done through community assemblies with ample participation, using parliamentary standards as the basis for conducting elections. The election process assured that all, or at least a large majority of the previously identified community participants, especially the young people, were represented in the CRCs. While it is certainly important and necessary that young people participate together with the adults in opportunities for dialogue and in taking action to address the problems which directly affect them (a situation which is guaranteed as a result of their participation in the CRCs), the Model also included organizing or creating Youth Networks (YNs), as opportunities for young people (both men and women) to participate in an exchange of views and undertake actions suited to their own interests, motivations, and their own perspectives regarding the problems which they face12.

The distinct nature of personal development for young people requires that their issues and concerns are approached in a manner methodologically different from adult approaches and this is something which was taken into account when putting together these networks and in the process of reinforcing them.

The creation of the YNs was carried out through processes of education and awareness building, regarding the importance of their participation as citizen with rights and obligations. In addition, a series of events designed for youth integration (overnight camps, outings, open air activities) were implemented in order that the young people could get to know each other better and strengthen their relationships as members of the YNs, participation was encouraged and natural leadership abilities were identified, which helped to assure that the election of their representatives would be conducted in a comfortable and confident atmosphere.

Step 5: Preparation of rapid community assessments The investigation process at the community level was designed to learn more about the state of citizen security and the risk factors for violence and insecurity in the selected communities (CEPROSAF, 2012). The process to complete the diagnostic studies or community assessments took into consideration a human rights focus which guarantees that the people will have access to adequate conditions to assure a dignified quality of life (CDH, 2012).

12

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See Annex 4 Members in the CRCs and Organized Youth Networks (YNs)

The community assessments included as minimum general information regarding the community, an analysis of security and violence, and the identification of opportunities for intervention within the community13.

The preparation of the diagnostic studies was guided by a participative methodology of investigation/action with the goal of promoting community integration, social cohesion, and the recognition of the current situation in order to change it. Primary information was gathered through direct consultation or interviews with key informants, institutional representatives, municipal contacts, focus groups, neighbors, and key participants (community leaders, churches, young people, community residents, organizations with a presence in the area).

Secondary information was also collected such as security statistics, economic and commercial activity, primary health services, education, poverty levels, and census data, among others.

Everything above was complemented by observation, through which information was collected regarding infrastructure, housing, street lighting, and the state of the streets and roads.

For these activities, young people and adults from the area participated in the application of surveys and data collection, in consultations, interviews, and also in focus groups. All of this was intended to provide training in place so that the leaders would later be able to carry out analyses of their own situations, prioritize their concerns and in this way facilitate the development of community strategic action plans and prioritize the different ideas for revitalization projects that would later be supported by each CRC.

Preparation of rapid community assessments in the CAP Project In the different community assessments, prepared as a part of the CAP Project, many diverse opportunities were identified to develop processes for violence prevention using existing or potential resources such as churches which work with children and young people which already exist in the community context, and as an example: community education and sports centers as spaces where prevention strategies can be implemented; the possibility to design and put in place comprehensive strategies for community development which promote the adoption of behaviors and lifestyles which reduce the levels of violence, incorporating public and private sector institutions in the effort (CDH, 2012).

In the Garifuna communities of La Ceiba, identified priorities included the need to educate people, especially in schools, regarding the loss of identity and the devaluation of Garifuna culture, the use and abuse of addictive substances by young people, and domestic violence against women and children (CEPROSAF, 2012).

In the Rivera Hernรกndez sector of San Pedro Sula, the community assessment identified as risk factors: the limited access to public services, especially the serious deficiencies in potable water, sewage, and the deteriorating street lighting services which then facilitate delinquent acts in these communities; the breakdown of family values; irresponsible fatherhood; family disintegration, domestic violence, machismo and a lack of responsible sexual education; school and labor exclusion characterized by limited access to formal and informal education and high unemployment especially for young people under 18 who are out of school; alcoholism, the use and abuse of drugs and other addictive substances; illegal gun access and ownership; a lack of social policies to prevent crime; the breakdown of the police and judicial systems which results in the distrust 13

Annex 7 shows the Proposed Structure for the Community Diagnostic Study.

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Once the CRCs and YNs were established, the training activities began with a focus on developing a community volunteer spirit, promoting changes in thinking and attitudes towards a citizenship culture and enhancing the sense of community solidarity and belonging. This was accomplished not only through the content of the courses, but also as a result of the interaction of people involved in the training process which resulted in the strengthening of relations among the community members which also contributed to create a stronger and more sustainable community base.

of the community; and the existence of delinquent groups and gangs. According to the community assessment, in this sector, the majority of the population are young people, and the recommendation consequently is to specifically focus the actions of the CAP Project on this at risk population group (Children International, 2012).

The results of the community assessments were communicated under the leadership of the same community members who participated in their preparation. A number of events were carried out with the participation of the CSOs, technical staff from Impactos, and representatives from each community. These diagnostic instruments were used by the CRCs as a reference point to develop their Community Strategic Action Plans for Violence Prevention and subsequently to prepare the priority matrix of project ideas for each of the 36 communities.

Baseline survey for the IMPACTOS CAP Project

The CAP Project conducted a baseline survey in 2012 as an evaluation instrument to measure the impact of the actions taken within the framework of the Project regarding the perception of security and the satisfaction of citizens with the response of local governments to their security concerns. A perception survey was carried out in the target communities in the municipalities of Choloma, the Central District, and San Pedro Sula, where the CAP Project was implemented in association with the selected CSOs. In order to contrast the results, a follow-up survey of the same type was carried out in 2015 (Impactos Program, 2012). The results from surveys in 16 project communities in the municipalities of Tegucigalpa, San Pedro Sula, Choloma and La Ceiba showed that in 2012, 54.6% of the residents felt safe, while in 2015 this indicator increased by 12.6 percentage points, with a total of 67.2% of the population declaring that they felt safe. On the other hand, in 2012 only 36.1% of them were satisfied with the response of local governments regarding security issues, while in 2015 45.6% said they were satisfied.

Step 6. Capacity building for community based organizations

Training Once the CRCs and YNs were established, the training activities began with a focus on developing a community volunteer spirit, promoting changes in thinking and attitudes towards a citizenship culture and enhancing the sense of community solidarity and belonging. This was accomplished not only through the content of the courses, but also as a result of the interaction of people involved in the training process which resulted in the strengthening of relations among the community members which also contributed to create a stronger and more sustainable community base for the future.

The themes and content of the training plans may change depending on the specific needs of the community; never the less, the Model suggests that the training themes should be organized around the following key topics: community organization, violence prevention, youth development, peace and culture, and human rights.

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Training processes within the framework of the CAP Project A total of 159 courses or training events in which participated a total of 8,311 community members were driven throughout the implementation of the Project in the areas of: human development with a total of 59 courses presented to a total of 2,810 participants; 24 courses on business development for 1,510 participants; 17 courses on the topic of community development with 941 participants and 67 courses in various technical areas for 3,059 participants. This last group, which represented the highest demand, included courses for income-generating selfemployment vocational skills (jewelry making, hair styling, handicrafts, cooking, microenterprise (dressmaking, embroidery, soap making and essential oils); or for the labor market (computer skills, welding, auto body repair, refrigeration, electricity), among others (See Annexes 8 and 9). The training events targeted to the CRCs included interactions among various CRCs (La Ceiba and Santa Rosa de Copan, La Ceiba and San Pedro Sula, Tegucigalpa / San Pedro Sula / Choloma) to share experiences, motivate participants through contact with other successful examples, and exchange views with municipal authorities, get to know other CRC members and their experiences in coordination and implementation of activities oriented to build linkages between youth and adults.

Guidance and technical assistance Along with the training activities, the Model considered that the CSOs would provide technical guidance to the CRCs and YNs to accomplish their goals and assure that the community organizations would develop the skills and abilities to make the project-driven processes sustainable, thanks to increased empowerment, the ability to impact and articulate activities with other social participants and implement projects. The fundamental goal of this close working relationship was to promote activities focused on the following working areas: • Development of community strategic action plans • Development of project proposals • Leadership development • Income-generating opportunities for young people including business plans and seed capital • Community education/awareness campaigns • Linkages with local governments and other organizations • Training activities for youth • Evaluation and follow-up activities for the community strategic action plans for violence prevention • Development, funding, and implementation of community revitalization projects

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Step 7: Preparation and implementation of strategic plans and community projects.

One important step in the community organization and strengthening process was the preparation of community strategic action plans for violence prevention.

This planning instrument brings together the strategic initiatives proposed by the community based organizations as priority activities for violence prevention in their communities.

The CAP Model included a participatory process for the prioritization and formulation of community revitalization projects as well as financing for their implementation, which provided a learning opportunity for the participants and mobilized their energy for collective action.

Financing the implementation of community revitalization projects allowed the community leaders to complete the cycle of community planning (problem identification and analysis/ex-ante appraisal - establishment of objectives – program or project design – implementation – evaluation of results/ ex-post evaluation). This phase is crucial in the process of gaining experience in matters of strategic community investment and the identification of local resources, assets and income generation potential to implement community initiatives.

Community strengthening activities within the framework of the CAP Project The technical assistance and financial support for the CSOs provided by the CAP Project for the creation and strengthening of the CRCs and RDJs included making available methodological resources to guide the processes.

Looking at the experiences of the CSOs, one factor which contributed to having a greater impact on the participation of young men and women in the YNs, was the linkage of the CAP initiatives to the existing programs and projects of the CSOs, in this case some examples can be cited such as: the Youth Councils of Children International, the Youth Health Corps of CDH, and the vocational courses provided by FUNADEH. Within the framework of activities planned for capacity building and the creation of opportunities for young people, the CSOs carried out many activities which involved government institutions, the private sector, university centers, and NGOs among others.

In order to promote and create opportunities for community participation and to motivate interest among different social actors in working together in the area of violence prevention, in each municipality was held a Municipal Dialogue Forum with Youth. These opportunities for dialogue and reflection regarding violence prevention, transparency, local development, and community revitalization helped to inspire young people to see their role as agents of change and their rights which are included in the Framework Law for Integrated Youth Development. These events were attended by young people and leaders from the beneficiary communities, municipal authorities from the local development offices, members of the municipal Violence Prevention Committees, and representatives of organizations which support youth development programs in the different municipalities.

As an outcome of each forum, a Youth Action Plan was developed for each municipality which included strategic elements related to the restoration of values, development of socio-cultural spaces for youth participation, awareness building on the theme of domestic violence, sexual responsibility, the importance of education, and opportunities for alternative formal education.

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In the process of implementation of the CAP Project and the various grants, the CSOs promoted alliances and established collaboration agreements to join forces and take advantage of synergies with other public and private sector organizations and institutions, civil society and community based groups. These alliances made possible specific contributions or collaborations such as workshops, courses, support for youth sports events, and donations of material or equipment among others. This additional financial support to promote the initiatives were an important element in assuring the sustainability of these activities once the project has ended and they are an integral part of the methodology proposed in the Model.

Step 8 Monitoring and evaluation of the activities All of the activities carried out within the implementation framework of the Model were monitored against the proposed objectives established by the CSOs and by the community based organizations. The Model encouraged the CSOs to apply a planning and result-based management approach, establishing indicators and measurement tools to demonstrate results in a concrete manner.

In the process of implementation of the CAP Project and the various grants, the CSOs promoted alliances and established collaboration agreements to join forces and take advantage of synergies with other public and private sector organizations and institutions, civil society and community based groups. .

At the community level, the Project promoted the implementation of participative evaluations, internal review sessions, and the sharing of experiences among different CSOs and YNs in order to analyze and assess the results achieved and, based on the lessons learned, move on to the next implementation cycle, implementing new initiatives to benefit the youth and communities. The CRC members were trained to monitor and evaluate the activities carried out within the framework of their project plans. Each year, an analysis was conducted to review the progress achieved in the plan and in the community projects, as well as an evaluation of the current situation in the community. The analysis was used to put together a new community strategic action plan, and based on that plan, to prioritize new project ideas and seek complementary resources to implement these projects (whether from the private sector, local government, or other institutions).

4

Relationship with local governments and capacity building

While the CSOs are the main partners in the implementation of the Model, local governments are also key participants in the process. The CSOs were responsible to develop strong relationships with the local governments, working closely with the CAP Project advisors to promote linkages between the local governments and the CRCs and YNs, creating opportunities for participation on the part of these organizations.

Young people were encouraged to participate in the process of developing public policies supporting youth, for which they received training in the area of advocacy.

Participation of young people in processes of political advocacy Concrete examples of the participation of young people in processes of political advocacy were seen in the cases of CDH in Tegucigalpa and Children International in San Pedro Sula. CDH promoted an initiative to create a “National Forum for the Promotion of Policies for Youthâ€? to stimulate a discussion and a model for political advocacy among youth organizations in Honduras. The YNs from the San Miguel and CarrizĂĄl

39

While the CSOs are the main partners in the implementation of the Model, local governments are also key participants in the process.

The CSOs were responsible of developing strong relationships with the local governments, working closely with the CAP Project advisors to promote linkages between the local governments and the CRCs and YNs, creating opportunities for participation on the part of these organizations.

sectors worked closely with other youth organizations from the Amarateca corridor to update the Local Economic Policy for Youth Development, which was created with support from the CAP Project. At the same time, an advocacy strategy was developed to seek that the local government would adopt the policy.

In the case of Children International, the YNs are participating in the process of creating a policy document on the topic of Children and Youth, together with other youth organizations and associations in the municipality of San Pedro Sula such as ForoSIDA, PASMO, Casa Aurora, the San Pedro Sula Fire Brigade, and the Municipal Children’s Defense Office, among others.

Through the building of relationships, the authorities learned about the needs of the communities and community planning in the area of violence prevention, seeking to achieve the incorporation of these topics within the municipal plans and priorities. The overall goal of reaching out to the local governments was to achieve recognition of the CRCs and YNs on the part of the municipal authorities, creating in this way the conditions for sustainability of these community organizations.

Just as for the CSOs, the local governments also have to commit to the process; however, it is not always possible to obtain the support of the municipal authorities for social issues, and even more difficult in the case of a topic such as violence prevention, so it is more effective to promote the cause through a perspective which is of interest to them, for example: political recognition and increased visibility in the communities.

The motivation and interest in these issues achieved in the implementation of the Project, were the result of training activities on the topics of citizen security, violence prevention, human rights, and local development which were presented to members of the municipal councils and to technical staff from the offices whose functions were related to the themes of security and youth development, which increased their awareness regarding the causes and effects of violence.

When the municipal structure includes a specific office responsible for citizen security or violence prevention, coordination should be established with these offices as soon as possible, as was done in the cases of the participating municipalities.

One important achievement is that five of the local governments where the Project was implemented have formally recognized the CRCs and YNs as community based organizations. They have reached agreements among the CRCs/YNs and the Mayor’s offices, to allow them to coordinate and consolidate their efforts in the areas of promotion and implementation of citizen security and social coexistence to prevent violence. This is an example of the recognition of the CRCs and YNs on the part of the municipal authorities, and the political will to establish alliances between the local government and civil society to move forward in their administrative functions with the participation of the communities.

40

Coordination with Municipal Councils for Coexistence and Citizen Security In the municipalities of Choloma, San Pedro Sula, and La Ceiba, since 2012, UNDP has been promoting the development of Local Plans for Social Coexistence and Citizen Security, for which purpose they have created Municipal Councils, which are made up of a variety of participants from the municipality with experience in the topics of security (law enforcement) and prevention (NGOs, programs cooperating in violence prevention or addressing specific risk factors). In these municipalities, the CSOs which participated in this systematization process, such as APAN-CI in San Pedro Sula and FUNADEH in Choloma, are members of these Councils, and within the framework of the CAP Project, they have promoted training and experience sharing processes for the members of the Councils. In addition, they sought to have an effective influence so that the community strategic action plans, developed in the different communities by the CRCs and YNs, were included as a part of the annual operating plans created by the Councils within the framework of the of the implementation of the Security Plan. These plans are financed by municipal resources, the participating organizations, and funding from the central government’s “Security Tax Fund�.

5

The CAP Model is a tiered skills transfer model where there is an external promoter (in this case the Impactos Program), which transfers skills to the CSOs and accompanies them in the implementation of the Project elements, so that the CSO representatives can, in turn, provide guidance and strengthen skills at the community level.

Creating conditions for sustainability

The CAP Model is a tiered skills transfer model where there is an external promoter (in this case the Impactos Program), which transfers skills to the CSOs and accompanies them in the implementation of the Project elements, so that the CSO representatives can, in turn, provide guidance and strengthen skills at the community level. Sustainability is achieved when the community organizations recognize their own reality and the priority issues which affect them, have action plans which are created at the local level, are able to maintain permanent support linkages with the local government, private sector, and other local organizations to carry out their plans, and are capable of managing their activities and grow internally. While it is difficult to achieve real sustainability in the four year program duration of the CAP Project, it is sufficient time to establish the foundation of the Model and promote the knowledge necessary so that the participants will continue to act on their own initiative.

The final responsibility to guarantee sustainability of the initiatives rests with the local governments in as far as it is their responsibility to guarantee citizen security to the residents of the municipalities; never the less, the on-going support of the CSOs to the communities through the implementation of other projects and other financing sources will require increased efforts to achieve real sustainability for these initiatives in the end.

Another aspect related to sustainability is the generational transfer of responsibility through the formation of new community leaders among the participating youth population and a promotion of a spirit of voluntary action among the generations which are working together at every level of the operation.

41

Figure 3

Participants and their roles in the community development process for violence prevention

Creation of the CRCs and YNs

CAP Projects Impactos (Promoter)

Development of community strategic acition plans

Community Organizations (Implementers)

Prioritization and implementation of revertalization projects

Private sector, other NGO´s (Support)

New cycles evaluation action evaluation

CSO (Administrator)

Develop and strengthen new initiatives

Local governments (Guarantors of sustainability)

In the final year of the intervention, the CAP Project worked to develop a linkage among the YNs and other organized groups as a way to promote the sustainability of youth initiatives through networking while at the same time supporting the development of a number of tools to guarantee sustainability. At the level of the CSOs, these groups were encouraged to develop sustainability strategies and to systematize their experiences to date. The CSOs at the same time, promoted the concept of elaborating orientation documents for the CRCs and YNs. These had as their objective to contribute to the sustainability of the community organization process. The documents created were the following: Situational Analysis of the CRCs and YNs. The objective of this analysis is to determine the situation of the CRCs and YNs and their current working mechanisms, their organizational structure, and the work areas developed, in order to establish which areas are in need of strengthening with a view towards sustainability.

Organizational Profile defines the statutes which guide the actions and institutional functioning of the community organizations. This document has the objective of organizing the activities of the CRCs and YNs based on a vision, mission, and defined objectives in order to guide the processes of development and violence prevention in the communities.

A Manual or Guide for Violence Prevention. Establishes actions to prevent violence through community revitalization processes. This document not only presents the lessons learned, but also includes guidelines for the implementation of violence prevention activities and has as its objective, to facilitate the replication of violence prevention activities inside and outside of the target communities. The intention is that this could serve as a support tool for technical staff in organizations or local governments and for community leaders in order to successfully develop violence prevention activities with the participation of the community.

Promoting the Replication of the Model in the MAMLESIP and MANSUCOPA commonwealths (mancomunidades) In 2015, through the FOPRIDEH organization, a replication of the Model was promoted in 4 communities of the MAMLESIP y MANSUCOPA commonwealths. FOPRIDEH, with the support of the CAP Project, developed a process to transfer the Model to the commonwealths, through a pilot exercise in 4 communities, two in each commonwealth in order to assure that eventually each of these inter-municipal organizations would be able to replicate the Model in other municipalities with incidence of violence.

At the national level, FOPRIDEH will work closely with the Honduran Association of Municipalities (AMHON in Spanish) to update the “Manual for the Creation of a Local Citizen Security and Violence Prevention Plan” which will incorporate the CAP Model as a good example for violence prevention at both the community and municipal levels.

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Tools used in the process At each one of the methodological stages of the process, a series of tools were applied which were developed during the course of implementation of the CAP Project. The following is an inventory of these tools listed by each process stage: Table No. 2 Tools for the CAP Model Stage

Tools

Organization for implementation Agreements / Letters of Intent with the CSOs Diagnostic Study of Organizational Development Capacity building for the CSOs

Action Plan for Organizational Development Training Plan for the CSOs Community Assessment Core Curriculum Mapping of Community Leaders Mapping of Youth Groups and Networks Beneficiary Database CRC and YN Constitution Act

Creating and strengthening community based organizations

Project Ideas – Priority Matrix Community Strategic Action Plan Community Project Profile Criteria to integrate a CRC Criteria to integrate a YN Organizational Structure for CRCs and YNs Operational Guidelines for CRCs and YNs Monitoring and Follow-up Plan Municipal Dialogue Forum

Relationship and capacity building with local governments

Diagnostic Study of Training Needs Local Government Training Plans

Creating conditions for sustainability

Sust s with Local Governments and other Supporting Institutions

The utilization of these instruments and tools introduced important changes in for the management of resources and in the planning, monitoring, and evaluation of the CAP Project activities within the CSOs.

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Figure 4

Summary of the central methodological process for the CAP Model

• Selection of qualified personnel.

• Selection of participating municipalities and communities.

Stage 1

• Selection of CSOs and establishment of agreements.

Organization for the implementation

Capacity building for the CSOs • Education / awareness building and transfer of the Model.

• Capacity building for field staff of the CSOs.

Stage 2 • Identification of community leaders and mapping of youth groups.

• Education / awareness building of the Model in the communities.

• Creation of Community Revitalization Committees (CRCs) and Youth Networks (YNs).

• Carry out diagnostic studies in the communities.

Stage 3

• Technical training and guidance for CRCs y YNs. • Development and implementation of community strategic action plans and revitalization projects.

Creating and strengthening community-based organizations

• Monitoring and evaluation of activities.

Stage 4

Relationship with local governments and capacity building • Informing and training local government officials • Creation of linkages between local government and the community organizations.

• Creation and transfer of tools to guarantee the sustainability of the model.

• Official recognition of the CRCs and YNs by local governments.

ETAPA 5

• CSOs and public or private entities implementing other initiatives recognizing that the CRCs and YNs are community based organizations with which they can collaborate.

• Skills transfer to the community commonwealths (mancomunidades).

Creating conditions for sustainability

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Participation of the youth in community processes is a sustainable path for the revitalization of communities.

CHAPTER 5.

PARTICIPANTS AND THEIR FUNCTIONS IN THE MODEL This systematization included participants from institutional, municipal, and local levels whose involvement in the CAP Project is described in the following table: Table No. 3 Participants in the CAP Model Level / Type

Participants

Involvement General coordination of the CAP Project.

Impactos Program Management Institutional

Senior Program Officer -CAP Project CAP Technical Team and Facilitators

Grants to CSOs for its implementation.

Strategies, tools, and technical assistance to the CSOs. Monitoring and follow-up of achievement of objectives, goals, and indicators.

Progress and results reporting.

Support and recognition for CRCs and YNs. Participation in training activities, forums and discussions to include CRC y YN proposals in local government prevention activities.

Local Governments

Support for initiatives proposed by the communities.

Coordination with CRCs and YNs in the development of community initiatives.

Support for the involvement of CRCs and YNs in municipal programs.

Implementing partners for the CAP Project through the grants provided by the Project.

Provide follow-up and evaluate progress achieved in the administration of the grants.

Municipal Civil Society Organizations

Generate agreements and coordinate efforts with local governments, the private sector, universities, external aid agencies, civil society, and NGOs to support the implementation of the CAP Project.

Strategies, tools, and technical assistance, for the YNs and CRCs. Support the development of public policy proposals and advocacy activities.

CMCSC (Municipal Council for Coexistence and Citizen Security)

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Recommendation of measures to reduce local violence; made up of representatives from local government, NGOs, universities, churches, sports figures, artists, and journalists.

Level / Type

Participants

Involvement Promote community activities for violence prevention.

Participate in awareness building activities, training, baseline surveys, youth group mapping, community assessments, CRC strengthening, and identification of community leaders.

Community Revitalization Committees (CRC)

Prioritization of needs and the development of a strategic community action plan for violence prevention.

Elaboration of project proposals.

Participation in the implementation of priority community revitalization projects.

Monitoring and follow-up of community activities.

Coordination with local government to promote community plans and projects.

Promote and participate in activities to strengthen youth networks, creation of youth plans, prioritization of youth projects and initiatives, baseline surveys, identification of community leaders, mapping youth groups and networks, community assessments, identification of needs for strengthening the YNs.

Community

Promote and participate in the creation and awareness building efforts for public policies.

Youth Networks (YN)

Prioritization of needs and the development of a youth action plan.

Participation in the implementation of community revitalization projects.

Organization of youth development activities.

Recruitment of new youth candidates to participate in the YNs. Coordination with local governments to promote community plans and projects.

Community Members

Active participation in programs sponsored by the CAP Project, provide key information for the identification of community leaders, and participation in the community baseline and diagnostic studies.

Support the CRC and YN activities and initiatives.

Develop a volunteer spirit and work in the community.

Starting with the above and consistent with the functions defined in the Model in chapter 2, there are four direct participants in the Model who are required for any replication effort:

47

• A promoter organization: in this case was the Impactos Program the starting point to compliance with all of the Model’s requirements, transferring technology and providing technical and financial assistance as required. The promoter participates in all of the methodological processes of the Model but with a special emphasis on the stages of preparation and capacity building for the CSOs through guidance, technical assistance, and follow-up on the processes and achievements.

• The CSOs: are the Project implementers, and based on the abilities developed with the support of the promoter organization, they participate actively in the stages of relationship building and strengthening of the local governments, creation and strengthening of the CRCs and YNs, and in the generation of conditions to promote sustainability through the provision of linkages, communication, and coordination with other stakeholders and potential partners.

• Community based organizations: These are the foundation, the heart of the Model, and are the custodians of the knowledge, capacities and skills which are transferred and which assure the continuity of the activities carried out under their leadership and administration.

• Local governments: They have the primary function of guaranteeing the safety, security, and welfare of the residents in the municipality, which is a fundamental requirement to assure the sustainability and replication of the Model at the community level.

Figure 5

shows the principal participants in the CAP Model and their functions within the Model.

Promoter - Transfesr information (methodolies, tools) based on the model - Provides technical guidance to the CSOs and community organization - Provides initial financing for the implementation of the model - Monitors results in the CSOs and the communities

CRC - RDJ

- Analyzes, develops, plans and executes violence prevention activities in the communities.

- Maintains and develops new linkages to develop and refine project initiatives primarily through the local govemments.

48

OSC

- Puts the information into action (uses the tools and methodologies) - Provides technical guidance to the community organization - Provides initial co-financing for the implementation of the model - Promoters linkages among the CRCs, YNs, Local govemments and other local organization - Monitors results in the communities

Local Government - Provides official recognition to the grassroots organizations - Provides resources ti support the community projects presented by the CRCs and YNs

Education is the basis for violence prevention

CHAPTER 6.

RECOMMENDATIONS FOR THE ADOPTION OR REPLICATION OF THE MODEL In the process of the application of the Model there are a number of factors which contributed to or limited the development of activities, and the lessons learned were compiled in the form of recommendations with the goal of supporting the adoption or replication of the Model, specifically in terms of the different stages of the process or methodology:

Organization for the implementation • The Impactos Program defined the grants as a working and relationship mechanism with the CSOs with a duration of no more than one year, which implied that each CSO had to prepare an application for each separate grant.

In order to achieve a smoother process for the technical and budgetary implementation of the projects, the recommendation is to have a single grant agreement, rather than separate cycles, to achieve a continuous implementation of activities over the life of the program.

• The selection criteria enabled the project to pre-select a short list of CSOs, which should be complemented by a visit to the offices and an exchange of technical staff from the CSOs to become better acquainted with projects which they are implementing. It is important to include in the qualification process a verification of the information provided regarding installed capacity, communications and accessibility to the beneficiaries.

• The CSOs which participated need to take ownership of the responsibility that comes with creating organizations in the communities. It is not just about creating them, but also continuing to support and guide them until they become sustainable.

Capacity building for the CSOs • As was promoted in the Impactos Program, it is recommended to establish as a working policy the development of trusting relationships and mutual support with the partner CSOs, as well as providing ongoing technical assistance and guidance, with the goal of facilitating the work and fluid communications.

• It would be helpful to consider, as was done in the case of CPRG, a diagnostic study of training needs for the CSOs and provide training based on the identified needs. Themes such as entrepreneurship, job placement, and employability are not usually familiar to this category of CSOs. • An important lesson learned from the CAP Project is that when partnering with organizations without any direct experience in dealing with the theme of violence prevention as a normal part of their institutional culture, it is important to include as participants in the workshops, the leadership (members of the Board of Directors) and administrators (Executive Director, managers) of the CSOs. • It is important to consider making efforts in knowledge management to incorporate the administration of institutional knowledge within the CSOs, which would allow them to compile lessons learned in order to improve their own work and facilitate the replication process. In this sense, the efforts to systematize lessons learned and other attempts to manage knowledge should

50

be constantly promoted in the CSOs. In order for this knowledge to go beyond the boundaries of the organizations, it would be a good idea to share the information with the academic sector in order to contribute to the replication of the Model.

Creating and strengthening community based organizations • Training in the thematic areas of human development, business development, community development, various technical areas, or support with seed capital for income generating activities and micro-enterprises, and job search support among others, are opportunities which are recognized and valued by young people and members of the community, for their important contribution to the creation of opportunities. In order to make the best use of resources in this area, it would be a good idea to prepare a training plan at the beginning of the intervention, which is based on a more detailed needs analysis with a better understanding of the demand for services and the labor market in the specific community or municipality. Any plan should also take into account the time and availability of the leaders and young people in the community to participate in the different project activities. Based on the experience of the CAP Project, the best time to program activities is on the weekends.

• The CAP Project proposal includes the participation of local councils or community boards (patronatos), as relevant participants in the target communities as these are organizations which promote community development and have the recognition and support of local government.

Never the less, because of their political or politicized character in most of the target communities, their involvement at the level of community organization was marginal, and in the best of cases there was individual participation by some of its members within the CRCs, some of them recognized community leaders. In this sense, future efforts should define more clearly a strategy for linkages between the patronatos and the CRCs in order to avoid the confusion of roles, the areas of responsibility, and the community support for both groups, with an emphasis on the more technical role of the CRCs as a complement to the work of the patronatos.

• A key factor in the organization and functioning of the CRCs and YNs was the interest on the part of the community, which was demonstrated by the volunteer efforts of the members of the communities. Without this culture of voluntarism the work in the communities would be very difficult, so this should be supported through actions which motivate participation and make people aware of the importance of this virtue.

• Building a relationship of trust with the community is important in order to achieve their participation. The people involved in the CSOs need to dedicate sufficient time and effort to these processes to create conditions of trust and confidence on the part of the community members.

• Promote the coordination and establishment of linkages between adults and young people in order to develop mutual trust between the groups and facilitate joint efforts to eliminate generational barriers.

• One aspect which facilitated the implementation of Project activities within the communities themselves, was the establishment of security measures agreed among the members of the communities and the Project personnel, in such a way that each visit to the community or activity which involved the mobilization of community members or Project staff was communicated ahead of time to the community leaders. This was done in order to inform those groups which exercised territorial control over specific areas and in that way

51

avoid any reaction against the community members or the CAP Project staff.

With regard to this point, formal security protocols should be developed for projects which are implemented in high risk communities.

• Providing benefits and showing results in the short term will motivate the participation of community members. In this case, that was achieved through the community revitalization projects. When people see the benefits, they are more motivated to contribute their voluntary efforts to the Project.

• Developing effective community motivation and participation requires a transformation or a change in mentality of people which can be achieved through training, but can also be brought about through effective interactions among community members.

• The implementation of projects of this nature needs to consider the inclusion of time to deal with unforeseen issues, especially in the context of security issues and taking into account the availability of the beneficiaries.

• Documentation should be created to guide the administration and fundraising efforts of the CRCs and YNs, which will help to assure sustainability in the coming years.

Relationship with local governments and capacity building • Regarding the time frame for project execution, the start of the CAP Project coincided with the end of the previous government administration and the start of the new administration. This required that existing relationships and alliances had to be established all over again before they had even been effectively consolidated, and this limited the involvement of the new participants in the Project’s activities. To the extent possible, an initiative of this nature should be timed to start during the first year of a new local government administration.

• The participation of institutions at the municipal level, in the majority of the municipalities targeted by the CAP Project, was primarily limited to their participation in training activities carried out by the CSOs in the framework of the grants they received. Except for the case of Santa Rosa de Copán where there was a precedent of concrete accomplishments such as the Public Policy for Security, Violence Prevention, and the Culture of Peace,14 the efforts to involve or coordinate actions to incorporate in the municipal programs the initiatives which have been promoted and prioritized at the community level, have not achieved the Project goal to improve the ability of the municipal government to provide effective services in the areas of protection from crime and violence. In future projects, in similar circumstances, it would be a good idea to include an element of lobbying or advocacy at the local government level in order to open dialogues and generate opportunities for coordination and participation beyond merely attending training events.

Creating conditions for sustainability • The instruments used for Project administration and fundraising should be developed from the very beginning of the implementation of the violence prevention model. The tools should be created in a basic format which is accessible to all types of users.

14

The Public Policy for Security, Violence Prevention, and the Culture of Peace in Santa Rosa de Copán, is the result of the participation and guidance on the part CIPRODEH made possible by resources provided by the European Union, Finn Church Aid, Dan Church Aid (DCA) and Bread for the World (Pan para el Mundo), as a part of the Peace and Justice Project from 2008 to 2014.

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• Project proposals with intervention models for violence prevention should include among the Project activities the creation of a strategy for sustainability when the implementer completes their intervention, especially when the implementation periods are relatively short.

• The academic sector should be included in the process of capacity building in the communities, especially those universities which have extension projects within their social services curricula.

• Corporate Social Responsibility programs of the private sector should be linked to the community processes as a way to promote this Model.

• Develop linkages for the YNs with other organized groups in order to promote the sustainability of youth work through networks.

• Create linkages among the CRCs and YNs with local governments in order to achieve their formal recognition as community based organizations which are working towards the goals of community development and violence prevention in their communities. That would be with the goal of having the backing of the authorities to provide financial support in order to carry out the initiatives proposed by these organizations.

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Collaboration of different community sectors is key for the design, planning , execution and evaluation of actions related to violence prevention.

ANNEXES

Annex 1.

CSOs,participating municipalities and communities in the CAP Project Comunidades de Intervención de CAP CIPRODEH

CASM

FUNADEH

CHILDREN INTL.

CDH

San Pedro Sula

Tegucigalpa

Choloma

San Pedro Sula

Tegucigalpa

R, González Callejas San Vicente de Paúl II Bordo Gavión

La Era La Travesía San Miguel La Sosa

Éxitos de Anach CARE López Arellano Rubí

Asentamientos Humanos Sinaí Seis de Mayo Cristo Viene

José Angel Ulloa Mary Flakes de Flores Generación 2000 Nueva Capital

COSOCITELA

ALDESAR

CEPROSAF

CIPE

Tela

Santa Rosa de Copán

La Ceiba

Choluteca

15 de Septiembre Grant Tornabé Triunfo de la Cruz

El Chorrerón Mano a Mano Elder Romero Las Juntas

Melgar I y II Sierra Pina Sambo Creek Corozal

Ciudad Nueva Colonias Unidas Porvenir Sagrado Corazón

Source: Community Action for Prosperity Project Presentation- CAP / Impactos

Annex 2 Participating communities in the CAP Project In the MANSUCOPA and MAMLESIP commonwealths Community

Municipality

Department

MANSUCOPA Humuya-Centro

Humuya

Comayagua

San Sebastián

La Peñita

Comayagua

MAMLESIP Corintio

Santa Ana

La Paz

El Bailadero

Cabañas

La Paz

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Annex 3 Priority risk factors for different participant

groups in the CAP Project

Values and family integration School and labour exclusion Alcoholism and drug addiction Access to firearms

RISK FACTORS

Lack of Prevention Policies Emigration Limited access to basic service Breakdown of the adminstration of justice

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Annex 4 Number of members in the CRCs and Organized Youth

Networks (YNs) Table No. 4 Members in the CRCs and Organized Youth Networks (YNs) Civil Society Organization

1. ADELSAR

2. CASM

3. CDH

Carrizál and San Miguel Sector

4. CEPROSAF

5. Children International

CRC Members

YN Members

Community

Men

Women Youth

Total

Men

Women Total

Elder Romero

8

12

4

20

4

8

12

Mano a Mano

8

9

7

17

3

9

12

Las Juntas

10

10

4

20

7

2

9

El Chorrerón

7

13

11

20

6

3

9

Sub total

33

44

26

77

20

22

42

San Vicente de Paúl

6

9

0

15

8

5

13

Rafael Leonardo Callejas

3

11

0

14

6

4

10

R. Gonzales

2

9

0

11

1

6

7

Bordo Gavión

4

11

0

15

0

6

6

Sub total

15

40

0

55

15

21

36

Generación 2000

1

5

0

6

7

9

16

José Ángel Ulloa

1

6

0

7

11

15

26

Nueva Capital

2

4

0

6

8

10

18

Mary Flakes

1

5

0

6

10

11

21

Sub total

5

20

0

25

36

45

81

La Era

1

9

0

10

13

3

16

La Sosa

3

14

0

17

6

12

18

Travesía

1

11

0

12

5

3

8

San Miguel

0

7

0

7

17

0

17

Sub total

6

41

0

47

41

28

59

Corozal

5

14

18

19

3

20

23

Melgar 1

4

12

7

16

17

7

24

Sambo Creek

4

11

7

15

8

11

19

Sierra Pina

7

12

13

19

12

7

19

Sub total

20

49

45

69

40

45

85

Asentamientos

7

7

9

14

15

12

27

6 de Mayo

10

11

10

21

5

10

15

Cristo Viene

7

9

13

16

17

14

31

Sinaí

8

12

12

20

11

9

20

Sub total

32

39

44

71

48

45

93

57

Civil Society Organization

6. CIPE

7. COSOCITELA

8. FUNADEH

8. FOPRIDEH

TOTAL

58

CRC Members

YN Members

Community

Men

Women Youth

Total

Men

Women Total

Sagrado Corazón

4

17

0

21

7

16

23

Colonias Unidas

5

15

0

20

6

17

23

El Porvenir

6

19

0

25

11

13

24

Ciudad Nueva

4

17

0

21

12

13

25

Sub total

19

68

0

87

36

59

95

Triunfo de la Cruz

10

12

0

22

2

22

24

Grant

2

19

0

21

10

14

24

Tornabé

3

19

0

22

10

14

24

15 Septiembre

9

13

0

22

9

14

23

Sub total

24

63

0

87

31

64

95

López Arellano

3

6

0

9

9

15

24

Éxitos de ANACH

3

7

0

10

4

13

17

Rubí

5

4

0

9

8

13

21

CARE

1

8

0

9

9

12

21

Sub total

12

25

0

37

30

53

83

Corintío

5

5

7

10

El Bailadero

7

3

3

10

La Peñita

5

5

4

10

Humuya Centro

3

7

7

10

Sub total

20

20

21

40

186

409

136

595

297

372

669

Annex 5 Grant types used in the CAP Project

Table No. 5 Grant types used in the CAP Project Type

Objectives

Institutional Support and Civic Participation Grant (ISCPG)

Develop the abilities of the CSO partners to implement the CAP proposal. Coordination and mobilization of the communities, creation of the CRCs and YNs, design of community prevention plans, grassroots security initiatives. Encourage dialogue between community members and local authorities, participation in policies and initiatives for publicity and public information regarding prevention, building awareness regarding the Project and its municipal initiatives.

Community Revitalization Grants (CRG)

Strengthen community initiatives for violence prevention identified by the CRCs and community leaders included in the community strategic plans, which could include but not be limited to: projects to create opportunities and develop skills for young people; basic skills for short term productive activities and positive leadership development for young people including scholarships, equipment for community centers, and social infrastructure.

Organizational capacity building for planning and leadership for the established YNs, training, the Youth Network promotion of strategic alliances with key stakeholders Strengthening Grants to increase the area of impact and coordination, (YNSG) advocacy in identified topics of interest; employability, health, and education.

Combined Grant ISPG-CRG

Combine elements from grants for ISPG, CRG, and DO, this last one being based on the methodological experience of the Organizational Development approach of Counterpart International.

Institutional Strengthening Assistance Grants (ISAG)

Support the institutional capacity in the application of topics and tools to promote public safety, violence prevention, the culture of peace and order, and provide support to municipalities in these areas. Strengthen the abilities of the CSOs to incorporate the violence prevention model within commonwealths.

59

Annex 6 CAP Project, Organized Youth Networks (YNs) Table No. 6 CAP Project, Organized Youth Networks (YNs)

Members in Organized Youth Networks

CSO

Communities

YN

Men

Women Total

1. ADELSAR

Elder Romero, Mano a Mano, Las Juntas, El Chorrerón

4

20

22

42

2. CASM

San Vicente de Paúl, Rafael Leonardo Callejas, R. Gonzales, Bordo Gavión

4

15

21

36

3. CDH Carrizál

Generación 2000, José Ángel Ulloa, Nueva Capital, Mary Flakes

4

36

45

81

CDH San Miguel

La Era, La Sosa, Travesía, San Miguel 4

41

28

59

4. CEPROSAF

Corozal, Melgar 1, Sambo Creek, Sierra Pina

4

40

45

85

5. Children International

Asentamientos, 6 de Mayo, Cristo Viene, Sinaí

4

48

45

93

6. CIPE

Sagrado Corazón, Colonias Unidas, El Porvenir, Ciudad Nueva

4

36

59

95

7. COSOCITELA

Triunfo de la Cruz, Grant, Tornabé, 15 Septiembre

4

31

64

95

8. FUNADEH

López Arellano, Éxitos de ANACH, Rubí, CARE

4

30

53

83

36

297

372

669

TOTAL

Annex 7. Proposed Structure for the Community Assessment SECTION I DESCRIPTION OF THE COMMUNITY 1. General community information • Location • Hydrology • Roads/access 2. Socioeconomic information • Population and housing (age groups, population density, housing stock) • Poverty (Unmet Basic Needs) • Economy • Industrial Infrastructure, businesses and services • Employment • Education • Literacy rate • Formal education

60

• Number of schools and teachers • School programs • Dropout rate • Informal education • Health • Availability of services • Accessibility of services • Birth rate and death rated SECTION II VIOLENCE AND DELINQUENCY STATUS 1. Risk factors 2. Violence and delinquency statistics for the past year • Type of crimes (homicides, extortion, crimes against minors, etc.)

• Existence of gangs, etc.

3. Prevention elements • Social infrastructure – community • Current Prevention Programs • Inventory of community resources for prevention SECTION III. OPPORTUNITIES FOR INTERVENTION IN THE COMMUNITY

Annex 8. Training Events held and number of

participants - CAP Project Table No. 7 Training Events held and number of participants - CAP Project Number of Courses Total Courses

Human Development

Business Development

Community Development

Vocational / Technical Training

CASM

10

2

7

19

CEPROSAF

14

0

15

29

FUNADEH

7

2

1

13

23

ADELSAR

10

0

5

7

CIPE

1

10

0

5

16

CIPRODEH

3

3

0

6

CDH

17

5

12

34

Children International

7

2

6

10

25

TOTAL

59

24

17

67

159

CSO

61

Number of Participants CSO

Vocational Human Business Community / Technical Development Development Development Training

Total Participants

CASM

917

49

255

1,221

CEPROSAF

178

401

5,79

FUNADEH

303

151

23

1,087

1,564

ADELSAR

64

162

216

442

CIPE

46

953

262

1,261

CIPRODEH

267

191

458

CDH

703

122

608

1,433

Children Int.

396

342

394

221

1,353

TOTAL

2810

1510

941

3050

8,311

Source: CAP Project data

62

0%

2%

1%

1%

1%

1%

Welding

0.2%

1%

1%

Shoe Repair

2%

2% 2%

Family Values

Sex Education

Strong Families Workshop

6%

Cellular Phone Repair

Auto Body Repair / Painting

1% 1% Positive Life styles and Values

Soccer

1%

Theater

Music

3%

Electricity

1%

Refrigeration

7%

Family Administration

3%

Assemply Plant Mechanics

English Language

2%

Garifuna Language

5%

Barbering Skills

1%

Souvenir Production

2%

Conflict Resolution

2% 2%

Soapmaking and Essential Oils

6%

Drug and alcohol Prevention

Life Skills and Guiadance

25%

Embroidery

2%

Snacks (Hors OĂşves) Preparation

11%

Human Relations

Sexual and Reproductive Health

Rights and Obligations of Parents and Children

Parent / Child Communications 1%

Cooking

4%

Interfamily Violence Prevention

7%

Handicrafts

14%

Beautician Training

8%

Dressmaking

10%

Values

5%

Jewelry making

12%

Baking and Cakes

18%

Self - Esteem

10%

Culinary Arts

20%

Leadership

0%

Computer Skills

Annex 9. Courses and participants by thematic area – CAP Project

Training Courses in Human Developement 24%

20% 17%

15%

10% 6% 3%

Technical Training Courses

20%

18%

16%

10%

11%

4%

6%

63

Business Development Courses 21%

21% 20% 18% 16%

14%

14% 12%

11%

10%

10% 8%

7%

6%

6%

10%

5%

4%

4%

4%

Business Administration

Vocational Training

Work Motivation and Skills

Sales

Marketing

Self- Motivation

Client Services

Workplace Competencies

Businness and Labor Orientation

Entrepreneurship

Business Plan Development

Administration

2%

2% 0%

5%

Community Development Training Courses 21% 20%

21%

18% 16% 14%

12%

12% 10% 8%

12% 10%

9%

8%

8% 6%

6% 4%

3%

4%

3% 1%

2%

2%

3% 1%

0% Identification Formulation Creating Solid an Family Violence Risk Small Political Social Community Motivanting Comprehen Group Local and formulation and Management Murals liquid and Prevention Management Watersheds Advocacy Voluntarism Solidarity Youth Leaders sive Facilitation Govemment of Community of projects waste Community Youth Linkages Projects Management Values Development

64

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