Quarterly Report DFD-I-02-04-00170 Q1 2012.pdf

USAID STRENGTHENING DEMOCRACY, IMPROVING THE

JUSTICE SYSTEM IN EL SALVADOR

CONTRACT NO. DFD-I-02-04-00170-00

QUARTERLY REPORT

(JANUARY 1 – MARCH 31, 2012)

SUBMITTED TO:

DEMOCRACY AND GOVERNANCE OFFICE

USAID/EL SALVADOR

SUBMITTED BY:

CHECCHI AND COMPANY CONSULTING, INC.

1899 L Street, NW, Suite 800

WASHINGTON, DC 20036

APRIL 30, 2012

Table of Contents

Page

I. Introduction

A. CPC Long-Term Strategic Implementation Plan

B. Promoting Better NCP and AGO Cooperation

C. Increasing the Efficiency of the Attorney General’s Office

D. Strengthening the National Civilian Police

E. Increasing the Role of Civil Society in Ensuring Justice Sector Accountability

F. Increasing the Use of Scientific Evidence

G. Increasing Coverage of the Public Defender’s Office of the PGR

H. Domestic and Sexual Violence Initiatives

I. Increased Access to Justice

J. Strengthen the use of Court-Annexed and Other Types of Mediation

K. Juvenile Justice (CARSI/INL)

L. Family/Civil Law Mediation (CARSI/INL)

II. Quarterly Financial Report

ANNEX A – Work Plan Progress Form

ANNEX B – Index to Work Plan Annexes (on attached disc)

SECTION I

INTRODUCTION

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INTRODUCTION

The Program to Improve the Justice Sector of El Salvador (the Program or Checchi) continued to significantly advance all aspects of the Work Plan during this reporting period. This was achieved through active consultation and coordination with all our institutional counterparts of the Government of El Salvador (GOES) – the Technical Executing Unit (UTE) of the Justice Sector Coordinating

Commission, the National Civilian Police (NCP), the Supreme Court, the Procuraduria General de la

Republica (PGR), and the Attorney General`s Office (AGO), as well as with our civil society and other counterparts.

Since the January 1, 2011 effective date of the new Criminal Procedure Code (CPC), the Program has continued to devote significant resources to assist all counterpart institutions by strengthening their key roles in implementing the new CPC. During this reporting period, Program personnel worked to ensure effective progress and/or completion of all components of the Work Plan, including expansion and strengthening of the highly successful Community-Policing Model (CPM), Rapid Response Units in the AGO, domestic violence initiatives (DVIs), and Rape Crisis Centers (RCCs). The Program also continued to provide significant direct support to the UTE and advance the Juvenile Justice and Family

Court/Civil Mediation components, as well as the other activities under the existing scope of work.

As detailed below, Checchi continued to build on its many successes through the implementation of

Program activities, including: the development of a detailed plan and methodology for the formulation of a National Criminal Policy in the justice sector, the distribution of 7,500 copies of the new

Investigative Procedures Manual (MIP), the establishment of protocols for the Public Defender’s

Office (PDO) Investigations Unit and PGR Training School, the development and execution of an action plan for the Instituto Salvadoreño Para el Desarrollo Integral de la Niñez y la Adolescencia

(ISNA), and the further development and strengthening of the Supreme Court’s Case Distribution

Offices (ODCs) and Centers for Attention to Users (CAUs). Also during this reporting period, the

Forensic Medicine Institute (IML)-RCC was inaugurated in Santa Tecla, 6,500 copies of the Summary

Treatise of Guidelines on the CPC Laws of Evidence were distributed, a very successful two-month certificate course in Conflict Resolution Management was conducted for 44 justice-sector operators, and 725 new NCP officers completed community-policing training in Atiquizaya, Mejicanos, San

Vicente, Chalatenango, San Francisco Gotera, and Cojutepeque. In addition, the DVI Implementation

Plan was approved and adopted by the Supreme Court, and a comparative study conducted by Program personnel demonstrated that conviction rates for sexual crimes were 24% higher in locations with existing DVIs/RCCs.

As always, much of the Programs’ success this period was due to the quality of the partnerships formed with NGO and civil society organizations (CSOs) through the administration of small grants

A. CPC Long-Term Strategic Implementation Plan (LTSP) - As detailed in the last report, the Program continued working with the UTE and justice sector institutions to improve their statistical and information-gathering capacities, particularly regarding

CPC indicators. To this end, the Statistics and Monitoring Department (SMD) in the UTE was established by Program personnel during the reporting period. The Program-contracted SMD

Coordinator was selected by the UTE and all necessary department equipment and software were purchased and installed by the Program (totaling $8,150). In addition, at the request of the UTE

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Director, the Program developed amd presented a detailed plan and methodology for the formulation of a National Criminal Policy in the Justice sector. This five-point plan included the following key provisions: 1. Conceptual Design, 2. Comparative Study of Criminological Theories and Criminal

Policies, 3. National and Local Criminal Policy Initiatives, 4. Design Parameters for both an Integral and General Criminal Policy in the Justice Sector, and 5. Description of Methodology to be Utilized.

The Program continued providing intensive technical assistance to the Inter-Institutional Coordination and Follow-Up Committees (CICS) to collect information from the regions as well as to disseminate information, policies, and directives on both a national and regional level, especially concerning CPC monitoring and follow up. The CICS are now fully functional and sustainable, requiring very little guidance from Program personnel. The Program will continue to provide modest assistance, as needed, throughout the contract period.

B. Promoting Better NCP and AGO Cooperation - Program personnel completed the technical assistance and relevant training to the Crimes Against Minors and Women Units (UCAMWs) from San

Salvador, Soyapango, Mejicanos, Apopa and San Marcos during this reporting period. A total of 23 prosecutors from these units received victim-assistance training and the RCC induction course. The

Program also continued to monitor sexual crimes cases, particularly rape and child abuse cases. The

AG has declined to create any additional specialized units at this time.

The Program also distributed 6,500 copies of the Summary Treatise of Guidelines on the CPC Laws of

Evidence in accordance with the new CPC, to judges, prosecutors (to include UCAMW personnel), public defenders, NCP officials, and law faculties. Program personnel will continue appropriate monitoring of the aforementioned units as needed throughout the contract period.

The Program completed the distribution of 7,500 copies of the Investigative Procedures Manual (MIP) to key personnel from the AGO, NCP, PDO, Supreme Court, IML, and UTE during this period.

Program personnel, in coordination with the AGO Training School, initiated the first of five training workshops for MIP instruction and dissemination. The workshops will be completed in May 2012. A total of 150 AGO and NCP trainers will participate in the workshops. In addition, two Evidentiary

Issues courses were completed during the reporting period. A total of 20 AGO chiefs and 70 other inter-institutional operators participated in the training.

C. Increasing the Efficiency of the Attorney General’s Office - As detailed in the previous report, a total of 945 administrative and operational processes were re-engineered with Program assistance in the AGO. The Program has completed the re-engineering design of key processes and the development of "balanced score card" indicators. The internal procedures and ISO quality control manual have also been finalized and presented to the AGO. The implementation of several key re-engineered processes is still pending the full implementation of the SIGAP case-tracking system (installed and functioning in

19 AGO offices nationally). Inasmuch as the AGO now indicates that the full implementation of

SIGAP will not be achieved for several months, it will not be possible to fully implement the few remaining processes during the contract period. Therefore, all Program technical assistance has been completed in this area.

During this reporting period, Program personnel continued to monitor and evaluate the operations of the RRU models. The RRUs have been very effective and continue to receive excellent reviews from the both the AGO and Court officials. The Program also continued to provide instructional support

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Police Ethics Course, Inspector General’s Office NCP, February

2, 2012.

and technical assistance in monitoring the AGO Criminal Analysis Unit during the reporting period.

This support will continue, as needed, throughout the contract period.

D. Strengthening the National Civilian Police

Strengthening the NCP’s Effectiveness and Efficiency - Program personnel completed all technical assistance in the expansion of best investigatory practices to targeted non-elite and departmental units during this reporting period. As previously reported, the Program's efforts focused on the design and implementation of the NCP Criminal Investigative System (CIS) in all 22 NCP delegations. Due to recent changes (January 2012) in key leadership positions in the Ministry of Justice and Public

Security and the NCP (Minister, Vice Minister, Director General and Sub-Director of Investigations), much of the CIS implementation is still ongoing, and some aspects of the plan implementation have been delayed (due to changing priorities and leadership styles). In light of these developments, during this reporting period Program personnel outlined the route forward to assist in full implementation of the approved CIS plan , “Plan de Desarrollo y Fortalecimiento de la SIN, Periodo 2012-2014”. This exhaustive plan, which has the tentative approval of the new Director General, emphasizes the proper resourcing of investigative personnel and equipment to achieve full investigative functionality in the

22 delegations. Among other things, the plan outlines the following: the number of operational personnel required for the central divisions and the delegations; the number of administrative personnel required (listed by category and function); the training courses required (by category and number of participants); the furniture/equipment requirements to properly outfit each central division and delegation; the vehicle/transportation requirements for the central divisions and delegations; and a list of all specialized equipment for crime scene processing, police laboratory requirements, and investigative follow up.

The total value of these requirements for

2012 -2013 is projected in the plan at

$12,789,287. The plan also calls for each central division and delegation to be fully involved in the annual budgeting process to ensure adequate resourcing throughout the country.

In addition to the CIS strengthening and mentoring activities mentioned above, Program personnel conducted detailed analysis and helped prepare the following reports to assist in the re-engineering efforts: the “Diagnostico Delicuencial Municipio de San

Salvador”, and “Cuadro Resumen del Proceso de Reorganización e Implementaci·n del Sistema de Investigación Criminal”. This last assessment outlined each official order, directive, plan, or model developed as part of the SIN implementation process, including corresponding descriptions, objectives, and a status update for each component. A total of 24 official documents (plans, instructives, models, manuals) were prepared with Program assistance during the contract period in support of the SIN reorganization and implementation. Finally, 64 DOI processes were succesfully reengineered with Checchi assistance during this reporting period, for a total of 1017 reengineered

DOI processes during the contract execution period to date.

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The Program also finalized technical assistance to the Technical Council, Planning Division, Personnel

Division, Inspector General Office, and the Community Policing Unit during this period. More specific attention was provided to the Personnel Division (to include the Professional Development Unit and the Promotions Board) as the reorganization of this division is a stated priority of the new NCP

Director General and the Sub-Director General. Together with a high-level commission sponsored by the Program, Program personnel assisted in the preparation of the “Manual de Organización y

Funcionamiento del Sistema de Administración de Recursos Humanos de la PNC “. This Manual provides a detailed proposal to create a new Human Resources Sub-Directorate that would assume responsibility for the hundreds of critical human-resource functions assigned to disparate divisions and units that currently function with very little coordination and often duplicate/complicate efforts. The proposed Sub-Directorate will consist of four Divisions: the first, Police Welfare, will house three

Departments - Financial Assistance/Incentives, Cultural Development/Celebrations, and Labor

Mediation/Ombudsman; the second Division, Medical Services, will also house three Departments -

Medical Services, Occupational Health, and On-site Medical Clinics; the third Division, Personnel, will house four Departments - Personnel, Salary Administration/Career Development, Reimbursements, and Personnel Records; and the final Division, Professional Development, will house three Departments - Development/Specialization, Police Practices, and Operational-Administrative

Training. In further support of this initiative, Program personnel assisted in the development of a corresponding policy manual, “Políticas de Recursos Humanos PNC”, wherein 95 re-engineered policies/procedures were proposed. Additional follow up will be provided to this initiative and other priorities of the Director General throughout the contract period. In summary, during the contract period, the total number of re-engineered processes and procedures in the five designated NCP units was 1882, specifically: Inspector General Division (135), Planning Unit (483), Personnel Unit

(Professional Development Unit (665) and Promotions Board (427)), and the Community Policing

Unit (172).

Community Policing (CARSI Funding) - The Program-sponsored CPM roll out has been completed in Nahuizalco, Sonsonate, Quezaltepeque, Panchimalco, Ciudad Delgado, San Marcos, and

Sensuntepeque. CP instruction in Atiquizaya, Mejicanos, San Vicente, Chalatenango, San Francisco

Gotera, and Cojutepeque continued during this reporting period. A total of 725 NCP officers received their initial CP training during this reporting period. The CPM roll out in the targeted 13 communities will be completed in June 2012.

Program personnel made excellent progress during the reporting period, effectively working with municipal/community leaders in the following CPM Phase II communities: Ciudad Delgado, Mejicanos, Atiquizaya, Chalatenango, San Francisco Gotera, and Cojutepeque. Crime

Prevention/Security Enforcement Action Plans (CPSEAPs) are nearing completion in Ciudad Delgado, Atiquizaya, and San Francisco Gotera. The operational plan for Atiquizaya was completed during the period, as well as the first CPSEAP draft for Ciudad Delgado. Program personnel have successfully formed/strengthened community councils and prevention committees in each community. Numerous workshops and mentoring sessions were conducted for council/committee members during the period, with a total of 387 participants.

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NCP Accountability Workshop, Quezaltepeque, Community Policing, February 24, 2012.

As detailed in previous reports, Program personnel will continue school and community outreach activities in each of the pilot locations throughout the contract period. In addition, the Program continued to expand its school and community outreach efforts in the additional CPM locations (Phase II): Ciudad Delgado, Mejicanos, Sensuntepeque, Atiquizaya, San Vicente, San Francisco Gotera, Cojutepeque, and Chalatenango during the reporting period. Over 1700 students, teachers, parents, and community members participated in these outreach events. As described in the last quarterly report, Asociacion de Mujeres Salvadoreñas (AMS) was awarded a small grant to work with the police and community leaders in Ciudad Delgado and Mejicanos. Through this grant, NCP officers, students, parents, and school personnel received instruction in: relationship-strengthening techniques, the detection/countering of intra-familial violence, and the deterrence of juvenile violence in school settings. The instruction was completed in March 2012. The closing ceremonies, scheduled for April 2012, will be marked by two theatrical activities involving police and school-aged students. A total of 121 NCP community-policing officers will graduate from the specialized training. Other examples of outreach activities during the period were: extortion prevention training conducted by CP officers, crime-prevention forums, vocational carnivals, an anti-crime marathon, and a "peace festival".

As mentioned in previous reports, human rights training and monitoring is included in all CPM instruction/mentoring conducted by Checchi personnel. Human rights training/monitoring were conducted for 725 NCP officers in Mejicanos, San Vicente, Atiquizaya, Chalatenango, San Francisco

Gotera, and Cojutepeque during this reporting period. Program personnel continued to monitor training impact through the Internal Control Unit of the NCP IG Office. Monitoring is conducted quarterly.

As of March 31, 2011, there were no reports of violations by Checchi-trained NCP officers.

E. Increasing the Role of Civil Society in Ensuring Justice Sector Accountability – As described previously, the Program signed a new purchase order with IDHUCA during this reporting period to support the continued functioniong of the Justice Observatory (JO) and to a develop a study of the impact of the CPC after the first year of entering into effect. Several activities were conducted to design the investigative study, especially in the application of the summary process and the ordinary process in the Court jurisdiction of San Salvador. To date, the JO has presented the first draft of the report, which covers the results of three Criminal Trial Courts in San Salvador. The study will be completed by the end of May 2012, which will include a published final report with detailed analysis, as well as an official workshop to present the results. The creation of the Statistics and Monitoring

Department in the UTE will greatly facilitate this effort.

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Presentation ceremony for police-CPC Pocket Guide, San

Salvador, January 26, 2012.

The Program also finalized an agreement with I&D Consulting to support the JO in developing appropriate methodologies and monitoring mechanisms to effectively evaluate the work of justice-sector institutions and to facilitate more effective planning and decision-making capabilities. Also, as part of the CPM, the NCP, CSOs and other community representatives were intricately involved in the preparation of community-security assessments and action plans during the period. Community representatives were given localized, crime-statistic information by the crime analysis units/observatories established by the Program in the following communities: Nahuizalco, Sonsonate, Quezaltepeque, San Marcos, Panchimalco, Ciudad Delgado, Mejicanos, Sensuntepeque, Atiquizaya, Cojutepeque, San Vicente, and Chalatenango. These assessments and crime-statistic results were shared with the community prevention committees and municipal councils on a monthly basis. NCP officials were held accountable by the community in these meetings and action plans were adjusted, as appropriate. In addition, as detailed previously, a small grant awarded to

AMS for work in Mejicanos and Ciudad

Delgado served to increase the accountability of NCP officers in dealing with juvenile violence in schools and domestic/gender violence incidents.

In addition, the Program sponsored 15 informational events during the period for 595 NCP personnel, as part of the dissemination efforts for the CPC Police-

Action Guide.

F. Increasing the Use of Scientific Evidence - As detailed in previous reports, all evidence collection/handling instruction for NCP investigators and crime scene personnel has been completed.

With the dissemination of the MIP in this reporting period, the manual was utilized as a training instrument in these topics (evidence collection/handling) for 30 judges, prosecutors, and public defenders. An additional 185 judges, prosecutors, and public defenders are scheduled to receive the training in the next reporting period.

Program personnel finalized the IML institutional-strengthening design and action plan during the reporting period. The design and plan were later approved by the Supreme Court. The re-engineering of IML procedures/processes proceeded successfully during the period. The Program sponsored two workshops for IML personnel (47 participants) to facilitate the assessment process and to reach agreement on key procedures. The assessments are nearing completion in both the Biological Forensic and Chemical Forensic Sections of the laboratory. The documentation of processes in the Forensic

Pathology, Clinical Forensics, and Forensic Behavioral Science Sections was concluded. All re-engineering efforts, to include the implementation of appropriate ISO protocols, will be completed during the next reporting period.

G. Increasing Coverage of the Public Defender’s Office (PDO) of the PGR – The plan for the establishment of the PDO Investigation Unit was approved by the PGR during this reporting period.

The approved plan, prepared with extensive Program support, detailed the following information:

justification for the unit, implementation procedures, professional requirements for the investigators, specific investigative functions, administrative requirements, training requirements, and inter-

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Visit of the Minister of Justice and Public Security and Director

General of the NCP to the Soyapango DVI, February 29, 2012.

institutional coordination issues. The Unit will eventually form part of the planned PGR Training

School. A basic-training course was also prepared with Program assistance. The course will be offered by Program personnel, pending selection of the PDO investigative team. In addition, Program personnel assisted the PGR in preparing the executive order to establish the PGR Training School.

The approved executive order contains six sections: 1. Introduction/Justification, 2. Training School

Functions, 3. Adscription, 4. Personnel Requirements, 5. Professional Experience Requirements and

Individual Duties, and, 6. Budget and Financial Support Requirements. The PGR has initiated remodeling work in the PGR Executive/Administration building to accommodate the Training School.

The Program will assist with some minor remodeling. The inauguration of the School and facility is scheduled for May 2012.

H. Domestic and Sexual Violence Initiatives

Domestic Violence Initiative - With Program support, the Soyapango DVI continued in full operation and was monitored by the DVI Executive Committee (EC) and the Sexual Violence Working Group

(SVWG). In this reporting period, the Soyapango DVI provided assistance to 167 domestic violence victims (145 women, 22 men, and 0 children). In addition, 42 children received care and treatment in the Ludoteca facility. The Minister of Justice and Public Security and the new Director General of the

NCP toured the facilities and pledged their continuing support for the DVI centers. The Program will continue to provide technical assistance and monitoring to the DVI throughout the contract period.

With Program support, the Ciudad

Delgado DVI continued in full operation and was monitored by the EC and the

SVWG. In this reporting period, the

Ciudad Delgado DVI provided assistance to 119 domestic violence victims (96 women, 9 men, and 14 children). The ludoteca provided specialized attention to

439 children. The Program sponsored a

"first year anniversary" event for the

Ciudad Delgado DVI during this period with 150 participants. A theatrical event was conducted by the participating CSO as a strategy to raise awareness on the issues of domestic and sexual violence.

During this period, the Program sponsored the San Salvador DVI (Isidro Menendez) inauguration. The

DVI handled a total of 199 cases (172 women, 8 men and 19 children) during the period; it also provided care for 401 children and therapy for 228 children in the ludoteca facility. The Program also opened a second ludoteca at the Isidro Menendez Judicial center to provide services to the LEPINA users. Two workshops were conducted for the development of clinical protocols in this area, in conjunction with the LEPINA Judges, FUNIPRI, and the Supreme Court. The establishment of the

Chalatenango DVI is in process, pending facility acquisition by the Court. Program personnel conducted three days of induction training for 40 participants. Completion of the Chalatenango DVI is estimated in May 2012.

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Rape Crisis Center inauguration, Santa Tecla, March 7, 2012.

The national DVI implementation plan and corresponding profiles were approved by the Criminal

Chamber of the Supreme Court and were submitted to the Administrative Systems Office for official incorporation within the institution.

The Program sponsored two related training courses during the reporting period, one for 40 ISNA representatives ("Attention to Victims"); and the second for ISDEMU personnel (30 participants), regarding the administration and measurement of recovery surveys. ISDEMU will assume the lead in this endeavor in April 2012. In addition, the dissemination plan to promote the work/services provided by the DVIs and RCCs was presented to the Supreme Court for future implementation. A basic media campaign, with a budget of $6000, was approved and will be initiated in April 2012.

Program personnel continued to support and coordinate the work of approximately 42 NGOs at the

Soyapango, Ciudad Delgado, San Salvador, and Santa Tecla DVIs, as well as through periodic workshops with the Domestic Violence Working Group (DVWG). In this reporting period, three workshops were conducted for a total 120 participants. The Program continued to work with AMS

(Ciudad Delgado), SENDAS (San Salvador), and FUNIPRI (Soyapango, Ciudad Delgado and San

Salvador). The Program also obtained USAID approval to issue a small grant to the CSO "FUNIPRI", to provide attention to children and adolescents through the establishment of seven new ludotecas at the DVIs of Soyapango, Ciudad Delgado, San Salvador and Chalatenango; as well as the ludoteca at

Centro Judicial Privado y Social of San Salvador, and the ludoteca at the PGR of San Salvador.

Additional physiological assistance and emotional care will be provided in Chalatenango once the DVI is completed there.

Rape Crisis Center (RCC) - With Program support, the RCC-IML in San Salvador continued in full operation and was monitored by Program specialists and the EC. In this reporting period, the RCC-

IML San Salvador provided assistance to 187 victims (25 women, 6 men, and 156 children). Program personnel will continue to provide support and technical assistance to the RCC-IML of San Salvador throughout the contract period.

The RCC-IML of Santa Tecla was officially inaugurated in March 2012

(although it began operations in December

2011). During this reporting period, the

RCC-IML Santa Tecla provided assistance to 73 victims (20 women, 6 men, and 47 children). The Program also conducted several training activities for operators working directly or indirectly in the care for victims of sexual abuse. A total of 70 forensic physicians, attorneys, police officers, judges, clerks, and area hospital personnel participated in the training.

Strengthen the Institutional Capacity of AGO and NCP to Pursue Domestic, Gender-Based and

Sexual Violence Cases - The Program completed a six-month victimology certificate course for prosecutors, police, and IML medical staff (40 graduates). In addition, Program personnel finalized a

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Establishment of the CAU, Integrated Justice Center

Derecho Privado y Social, San Salvador, March, 2012.

Graduation ceremony Victimology Certificate Course, March

15, 2012.

series of victim-assistance workshops for 32 NCP officers from San Salvador Attention to Citizens

Offices.

As detailed in the last report, Program personnel initiated a comparative study addressing the number of sexual violence complaints and convictions. The study was completed comparing 2011 partial-year information provided by the AGO.

Specifically, sexual-crime data was compared from the following AGO offices:

San Salvador, Soyapango, Mejicanos-

Ciudad Delgado, and San Marcos.

Although any conclusions are premature given the incomplete data and the only recent establishment of the DVIs/RCCs, some significant and interesting trends were identified. Specifically, conviction rates for sexual crimes were dramatically improved in locations with existing DVIs/RCCs, with an overall conviction rate of 24% (San Salvador, Soyapango, and

Ciudad Delgado); as compared to a location without a DVI/RCC (San Marcos), 0% conviction rate.

The primary conclusion of the study, although preliminary, suggests that the victims of sexual crimes are much more willing to persevere throughout the legal process when an adequate support mechanism

(such as the DVI or RCC) is in place. Without this support mechanism, sexual crime victims are less effective in their testimony and are less likely to pursue the process until completion. These findings and conclusions merit a more in-depth study once more relevant data becomes available.

I. Increased Access to Justice - During the reporting period, the Program trained 25 administrative personnel at the Santa Ana Justice Center in the use of the common agenda software and the new protocols to be used in coordination with the Center for Attention to Users (CAU) and the Case

Distribution Office (ODP). Similar training was conducted by Program personnel at the Integrated

Center Derecho Privado y Social in San Salvador for 38 judges and administrative participants. In addition, a motivational workshop was conducted for 40 judges and secretaries at the San Miguel

Judicial Center to enlist their support for the CAU and ODP to be established shortly at the Center.

Finally, two teamwork workshops were conducted for 50 system administrators and judges to assure greater cooperation with the new protocols.

During this reporting period, the Santa Ana CAU and ODP continued to operate successfully. The

ODP, specifically, was praised by the Justices of

Peace for successfully equalizing caseloads and preventing "judge shopping" by the AGO. As an example, for January-February 2012 there were

425 total cases in the 1st, 2nd, 3rd, and 4th Justice of the Peace (JOP) courts. The specific caseloads by court were: 104-1st JOP, 105-2nd JOP, 111-

3rd JOP, and 105-4th JOP. These numbers represented significant improvement over previous periods. The CAU also significantly enhanced the

Court's efficiency in responding and interacting

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New mediator training, Conflict Resolution, January 31, February

1-2, 2012.

with the public.

The Program is waiting for the Supreme Court to finish the physical-facility preparations in order to proceed with the CAO/ODP in San Salvador Isidro Menendez, the CAO/ODP San Miguel, and the

CAO in Ciudad Delgado. The Program has completed the purchase of all necessary equipment and furniture. Installation will commence in April 2012, with the facilities coming online shortly thereafter.

As part of the implementation and case management process, Program personnel also conducted a workshop on the establishment of a "model courtroom". This training, which was specifically requested by the Supreme Court, was conducted at the Soyapango Integrated Justice Center for 35 representatives of the Supreme Court.

J. Strengthen the Use of Court-Annexed and Other Types of Mediation – During this period, Soyapango Mediation Center (SMC) follow-up meetings continued monthly. The SMC has received

897 cases since initiation in March 2011. A total of 158 were received during this period. Of these, 127 were successfully mediated (80%). All of these agreements were eventually approved by the courts.

An additional 897 users received legal orientation and violence-prevention counseling during the period. The negotiated total of all mediation agreements was $80,430. The Program also conducted synergy and teamwork workshops for judges and mediators to improve the level of coordination between the participants. Program personnel will continue to monitor the SMC throughout the contract period.

The Isidro Menendez Mediation Center

(IMMC) has received 256 cases since initiation in March 2011, with 79% of adult cases successfully mediated and

97% of juvenile/minor cases successfully mediated. All agreements were eventually approved by the courts.

An additional 1013 users received legal orientation and violence-prevention counseling during the period. The negotiated total of all mediation agreements was $480,230. Program personnel will continue to monitor the IMMC throughout the contract period.

K. Juvenile Justice (CARSI/INL) - The Program continued to conduct relevant training during this period. Two workshops on restorative justice and crime typology were conducted for 65 sector operators. Together with the Juvenile Justice Working Group (JJWG), the Program sponsored a roundtable discussion of juvenile justice and restorative practices for 50 participants from justice-sector institutions. As detailed in the last report, the Restorative Justice Manual was submitted to

Supreme Court for final approval. The approval is still pending but anticipated shortly.

During this period, Program staff continued to assist the working group of the juvenile unit of the

AGO, working especially in the development of the Juvenile Criminal Prosecution Policy.

Development of the policy highlighted for all involved the need to enhance alternative solutions with emphasis on juvenile mediation. The Program also continued to work with the AGO of Mejicanos in

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Community Service Project for youth offenders, Juvenile Justice Component, February, 2012.

the implementation of mediation and restorative dialogue. One workshop was conducted to adapt the

Manual of Restorative Justice to the institutional procedures of the AGO.

The Program continued to work with the

CSOs Equipo Nahual and Confraternidad

Carcelaria during the reporting period.

Three community-service work sessions were conducted in San Ramon, Soyapango, and San Salvador; with the participation of youth who were serving community-service terms and other interested members of the communities.

All three efforts were very successful for the youth participants and served to foster pride of place in the communities served.

In addition, in coordination with the CSO

Servicio Social Pasionista, the Program reached the target projection of 60 juvenile participants in the CSO sponsored activities.

During this period, the Program executed an action plan with the ISNA Director to strengthen the activities of the institution. As a line item in the action plan, the Program will assist in the definition of an institutional model to more effectively manage and monitor ISNA rehabilitation and socio-educational programs. Plan implementation commenced with the support of Program personnel. The

Program also developed/conducted a workshop for the LEPINA technical equipment staff on the topic

"measures in an open environment" (34 people). An additional teamwork workshop was conducted for the same personnel (33 people). Finally, Program personnel continued to conduct relevant training in coordination with the Juvenile Justice Office of the Supreme Court.

L. Family/Civil Law Mediation (CARSI/INL) - The Derecho Privado y Social Mediation Center

(DPMC), the newest mediation center (established October 2011), has faced internal political issues that have severely hindered case referrals and the appointment of a coordinator. Therefore, the number of mediated cases was relatively small. As of March 31, 2012, 29 cases had been mediated, with 72% reaching agreement (all being referred by the Family Courts). The negotiated total of all mediation agreements exceeded $41,066. In addition, 128 separate legal orientations and violence-prevention counseling sessions were conducted. The Supreme Court has now agreed that cases from the mercantile, civil, and labor courts are also eligible for mediation. Due to this development, the

Program trained four additional mediators in preparation for the anticipated increase in caseload.

Program personnel also continued to monitor and conduct follow-up activities in coordination with the

DPMC working group.

The Ciudad Delgado Mediation Center has received 108 cases since inception, with 90% of cases reaching agreement. The negotiated total of all mediations exceed $13,100. In addition, 332 separate cases received legal orientation and violence-prevention counseling by mediation personnel. During the reporting period, the architectural plans were completed for the implementation of the Santa Ana

Mediation Center (SAMC). Six mediators were fully trained and the coordinator for the center was selected in coordination with the Supreme Court. All necessary equipment will be installed once the office space becomes available. A total of 75 judges, court secretaries, and other administrative personnel were trained in Santa Ana in proper procedures. The mediators for the future San Miguel

Checchi and Company Consulting, Inc. Page 12

Conflict Resolution Certificate Course, José Matías Delgado

University, February 14, 2012.

Mediation Center (SMMC) were selected by the Court and trained by Program personnel. A total of 94 new mediation personnel were trained during this period. The SAMC will be inaugurated in the next reporting period.

In an effort to improve inter-institutional cooperation and ensure professional standards in the justice sector, the Program sponsored a certificate course for mediators and other key operators (administrative and judicial staff). The two-month course, conducted in coordination with the

University Jose Matías Delgado, entitled, "Primer Diplomado para el Analisis de

Gestion y Resoluciòn Alterna de Conflictos", was taught by national and international experts. A total of 44 representatives of the

PGR, AGO, Supreme Court, and CNJ graduated from the course. In addition to the certificate course, the international expert conducted two conflict-resolution seminars for Supreme

Court personnel; one seminar for the Criminal Chamber, with 75 participants; and a second seminar for the Civil Chamber, with 150 participants. These events were extremely well received by both chambers.

Program personnel continued to assist the PGR Family and Mediation Divisions in improving its infrastructure and in creating common services (reception, attention to users, space for self-help, etc.)

aligned with new procedures. Significant infrastructure improvements in the Family Area will be finalized during the next period, with combined Program and INL assistance. The installation of the

$15,000 in equipment procured by the Program to improve reception and intake capabilities has been completed. All INL equipment has now been delivered. Equipment installation will be finalized by

April 18, 2012. The associated procedural training and mentoring will commence on that date. All relevant training will be completed by May 2012.

During this reporting period, Program personnel successfully revised and updated the PGR statistical reporting systems and attention to user system. The PGR and the Supreme Court mediation case-tracking management systems will be finalized shortly, with minimal adjustments being made to ensure complete operability. The linking of the two systems has yet to be completed due to political considerations within the Supreme Court. The recommendations for improvement to the PGR web site, cited in the last report, are awaiting implementation. Technical assistance has been completed for this item.

Finally, the Program conducted a workshop for 14 judges and PGR representatives to validate the inter-institutional referral procedures on family cases. Additional workshops will be conducted during the next reporting period with key Supreme Court and PGR personnel to complete the validation of procedures and to enhance the level of cooperation.