Planning Institute of JamaicaCommunity Consultation

Jamaica Conference CenterAugust 14th 2013

Presented by : Ms. Sherrian Gray, Technical SpecialistPresented by : Ms. Sherrian Gray, Technical Specialist

Platform for Coordination

Objectives:◦ Improve service delivery to vulnerable and volatile

communities◦ promote social inclusion, ◦ enhance legitimate and participatory governance◦ reduce crime and violence.

How did this community become a pilot initiative?

Majesty Gardens Pilot is ranked number 4 on the volatile and vulnerable community index listing used by the programme.

There is an overall development thrust for the community including the physical and social aspects.

Renewal intervention commenced in May 2012.

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The Majesty Gardens PilotThe Majesty Gardens Pilot

What has been the approach:

Complementary actions involving physical and social transformation.

Evidence- based approaches, using quantitative and qualitative methods.

Using integrated, multi-level interventions in a phased , sustained way to create change.

Efficient use of scarce resources.

What is the benefit of the CRP programme?Streamlines information sharing among stakeholders;

Align support to priority areas from perspectives of development partners, stakeholders ad the community;

Collaborative decision-making;

Identify intervention gaps and allows scaling up;

Collective benefit for all stakeholders;Sustainability

How does the renewal process work?

Data mining and compilation

Majesty Gardens census - Data was collected through a composite instrument which combined the SDC survey instrument and the NHT Housing survey.

Inputs were given from:MNS, MoH, JCF, CSJP, PMI and MoE.

DemographicsBegan in 1951 as an informal settlementLocated in the Three Miles Development Area2,739 persons (adults and children) 710 households4 main sections – High rise, Townhouses, Habitat and Back ToAverage household = 3.7 personsCommunity divided in “Top” and “ Bottom” over the years and maintained.Tenureship- 77% live for free

Looking at community demographics (cont’d) Length of Residence – 94.6% have lived in the community for

more than 10 years;

Poor housing infrastructure

Extreme overcrowding, up to 13 persons in a house;

Poor sanitation;

Inadequate garbage disposal;

Illegal electrical connections for all dwellings except St. Andrew Settlement structure.

Profile of Residents

76% are below 50 years old Average age = 39 years 53.6% female headed households, less than half under

34 years; Lower income level, higher dependency Susceptible to poverty Nuclear family is most predominant (34.5%) High fertility rate 91.5% have no academic qualifications

Community Assets

Majesty Gardens Basic School (operated by the St. Andrew Settlement on behalf of the St. Andrew Parish Church)Clinic (pre-natal and neo-natal care, to expand as dental auxillary)Feeding programme for the ElderlyWoodwork shopMulti-purpose field- netball/ basketball court, football field

Renewal Partners – STATE

National Housing Trust (NHT) Planning Institute of Jamaica (PIOJ) Ministry of National Security (MNS) Citizens Security and Justice Programme (CSJP) Social Development Commission (SDC) Ministry of Health (MOH) National Water Commission (NWC) National Solid Waste Management Authority (NSWMA) Jamaica Public Service Company (JPS)

Renewal Partners (Non-State Actors)

Peace Management Initiative (PMI) Grace and Staff (engaged in the community prior to CRP) RISE Life Management St. Andrew Settlement

There are 5 main objectives for this intervention:

Improve the physical infrastructure for the residents by provision of housing solutions

Build social capital through existing networks, specifically parenting

Improve community cohesion

Improve access to social and economic opportunities

Strengthen legitimate and participatory governance structure

What has been achieved under the renewal framework to date?

Community census and profile complete (NHT and SDC)Community Priority Plan complete (SDC and CSJP)Profile of males at-risk (PMI)Physical plan of overall development of the community (UDC)Business survey (JBDC)

All plans and data gathering exercises was done with the community’s involvement.

What has been achieved under the renewal framework to date?◦ Development of Community Development

Committee with representation of all 12 CBOs (SDC and CSJP)

◦ Registration of CDC as the Majesty Gardens CDC Benevolent Society (CSJP, SDC and DCFS)

◦ Provided TRN and NIS to over 150 residents during Information Fair in May 2012. (All agencies)

What has been achieved under the renewal framework to date?

◦ Establishment of Majesty Gardens Community Education Development programme (PIOJ, CSJP, JFLL)

◦ Promotion of community events such as Majesty 50, Ballaz Fridays (PIOJ, CSJP)

What has been achieved under the renewal framework to date?

◦ Establish a Police Youth Club (JCF CSSB)

◦ Increased positive interaction

between the residents and the Police.

◦ Reduction in tensions between ‘Top’ and ‘Bottom’ Majesty- freedom of movement. (PMI, CSJP, PIOJ)

What has been achieved under the renewal framework to date?

◦ Skills training for youths and certification at Operation Friendship (CSJP)

◦ Training of 30 persons in cottage industry skills (JEA, JSIF, EU)

◦ Tuition support (CSJP)

◦ Employment Internship programme (CSJP, JSIF (EU))

The Way Forward

Type of Intervention

FY 2012- 2014 Responsible Agency

Governance Strengthening the capacity of the Majesty Gardens CDC- team building

CSJP, SDC

Provide leadership and management training to Majesty Gardens CDC and CBO leadership within the community.

CSJP, SDC

Establish Community Enterprise- community garden as income generation

CRP, CSJP

The Way Forward

Type of Intervention

FY 2012- 2014 Responsible Agency

Physical Transformation

Construct 400 new housing structures at the bottom section ,Provide 200 service lots

NHT, Food for the Poor

Community centre NHT, HAJRenovation of market adjoining community

Retrofit container as cyber center and café

UAEF, CSJP, NHT

Sanitation project JSIF

The Way Forward

Type of Intervention

FY 2012- 2014 Responsible Agency

Social Transformation

Gang demobilisation programme for marginal youths

PMI

Improving Literacy and Numeracy through training

JFLL

Skills training and certification HEART, CSJPSupport for Parenting programme and strengthening existing group

CSJP, CRP

Development of self and tackling bleaching

NGO to be identified

The Way Forward

Type of Intervention

FY 2012- 2014 Responsible Agency

Socio-Economic Development

Employment Internship schemes CSJP, JSIFStart-up small businesses- ornamental fishing

CRP, CSJP

Establish formal skills data bank CRP, Majesty Gardens CDC BS

Vocational Skills Training CSJP, NHT, CRP

The Way ForwardType of Intervention

FY 2012- 2014 Responsible Agency

Youth Development

Back to School Assistance CSJP, JSIF PRP III

Tuition support- Secondary, Vocational skills training and tertiary level

CSJP, CDF

Sexual Reproductive Health awareness and training

CRP, MOH, NFPB

Mentorship Programmes CRP Develop structure sporting programmes- football, netball and other sports

CRP, CSJP

Training youth leaders in youth development and advocacy

CRP

Advantages of the CRP Approach

For Agency For CommunityAllows for a shift perspective- service oriented

Improve community and citizens accessibility to service

Provides a comprehensive evaluation and planning tool for all stakeholders

Helps communities understand their role in the coordination process.

Provides a roadmap that builds a shared vision and encourages forward progress.

Define community priorities and develop action plans.

Reduces cost

What is the estimated cost for A Blueprint for Change?

Estimated Cost for ChangePhysical ( JM$600 million)Social ( JM $200 million)

Funding Support to date Poverty Reduction Programme III (EU) Flagship Partner Inter-American Development Bank (IADB)- CSJP Government of Jamaica (GoJ)

Secure, Cohesive,

Prosperous and Just

Communities *

*In Accordance with the Goals of Vision 2030