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Jul 08, 2015
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Coalition for Better Communities
Memorandum for Project:
Creating Formal Housing Solutions for
the Informal Community of
Kintyre, St. Andrew
Masters of Science (MSc.) Project:
Development Cooperation and Aid Effectiveness
Sir Arthur Lewis Institute for Economic and Social Studies
University of the West Indies, Mona
November 2008
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CONTENTS
ABSTRACT 4
By: Nicole Hayles McGowan (Project Manager)
BACKGROUND 8
By: Thandiwe Foote
PROJECT PURPOSE 11
By: Margaret Henry
PROJECT DESCRIPTION 18
By: Frank Smith
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IMPLEMENTATION MONITORING & EVALUATION 27
By: Tamica Martin
PROECT IMPACT 34
By: Ella Ghartey
APPENDIX 42
REFERNCES 49
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ABSTRACT
Investing in a country’s physical infrastructure can contribute to economic growth,
improve human welfare, and has the potential to directly reduce poverty (DFID 2008: 1).
The problem of squatting, better yet the illegal occupation of land, is said to have
increased over the last four decades, and has been, in recent times, citied as a contributing
factor to the increase in crime and violence throughout the country’s urban centres
(Gleaner 2008). But in analysing the nature of squatting it is important to understand the
underlying factors that contribute to this growing social problem.
Rural poverty has been fingered as one of the problems that have increased the
rural/urban migration. According to the Statistical Institute of Jamaica approximately
60% of Jamaicans are living below the national poverty line in rural areas. This rural
poverty heightens the need for the poor to seek economic opportunities, consequently
forcing them into urban centres, causing a proliferation of squatter settlements
(Tindigarukayo 2006: 2-3). The rapid growth beset by the rural/urban migration places
burden on the housing stock, as the demand for housing increases. Demand therefore
outstrips supply, causing rent and sale prices for accommodation to go beyond the
affordability of those arriving in the urban areas, leaving them with no other option but
squatting. The availability of “idle” land, as well as political affiliation to one of the two
main political parties has also contributed to squatting (Ibid).
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There are conflicting views about who should be responsible for providing people with
basic infrastructural needs. If the neo-liberal concept is to be adopted, then clearly the
state has no responsibility to offer such amenities, as the government’s duty would be to
implement policies that would foster economic growth, resulting in people’s ability to
provide for themselves and their families. Nonetheless if the Marxist welfare state is the
approach, then clearly the government’s duty is to provide people with basic amenities
including shelter, as it is through fostering these needs that the workforce will be
motivated to boost economic output. However, the argument regarding whose
responsibility the provision of shelter should be is a never ending debate, but clearly it is
one that needs resolution if the Millennium Development Goals are to be achieved by
2015.
While the government has a role to play in the provision of basic infrastructural needs,
greater private sector partnership must be seen as equally important in fostering this bid.
There is consensus that there are some things that government does best, the private
sector others, and the non- government organizations/civil groups (Agere 2000: 74-76).
Private citizens must therefore, in whatever way they can contribute, foster a public-
private sector partnership (PPP), as it is through such relations that constructive and
meaningful debate can be realized by all actors involved in finding solutions to the
problem. It also hoped that such interfacing will not only facilitate the development
process but will also ensure the efficient and effective delivery of service to people (Ibid).
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The Department for International Development (DFID) has indicated that it is interested
in assisting to address issues identified as risks to economic and social growth in the
Caribbean. Among the risks are crime, disaster management and climate change, as well
as addressing prevalence rates and stigma and exclusion associated with HIV and AIDS.
The British government says it expects its annual bilateral programme in the Caribbean to
rise from ₤11 million to ₤13 million in 2010/2011, while an extra ₤10 million in
contributions will be given to the Caribbean Development Fund. It also says it will
leverage an additional ₤73 million in additional UK development assistance (DFID
2008). It is therefore critical that the private sector, civic groups and non-governmental
organizations take advantage of this opportunity to build/foster a partnership that can
assist in augmenting the lives of the poor, vulnerable and disadvantaged.
For Jamaica to achieve a higher rate of growth, it cannot be solely about economic
ambitions, as such a narrow focus may make or break the country’s future development,
particularly as the country aims for first world status by 2030. The country has the natural
resources and talent to put it on track to become a global economic player, however
without a sound Poverty Reduction Strategy, the likelihood of such prospects becoming a
reality seems dismal. Though the government has made significant inroads in reducing
poverty over the past two decades, the disparity amongst the rich and the poor are still
startling.
We do not have all the answers, but its imperative that the needs of the voiceless,
disadvantaged, poor and vulnerable in society are attended to, as it is through
empowering people that their lives can be positively impacted, possibly clearing the path
to true development. “Development…means reaching an acceptable standard of living for
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all people. It means that people have the basic things they need to live, (they) have the
right to make choices about their lives, (and) they have opportunities to improve their
living situations” (World Bank 2008).
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BACKGROUND
Coalition for Better Communities (CBC) is a non-profit, non-government organisation
formed in 2007 and implemented to solicit sponsorship and funding from international
agencies as well as government and private sector entities to aid in the creation of
affordable and formal housing solutions and communities. In this project, the CBC has
paid special attention to the squatter1 community of Kintyre situated in the north-eastern
region of St. Andrew. CBC exists to assist in addressing the social, economic,
environmental, and sometimes political problems that are associated with informal
housing solutions.
There are many factors that obstruct effective housing implementation programmes. In
1994 the Government of Jamaica attempted to implement The Programme for
Resettlement and Integrated Development Enterprise, more commonly known as
Operation PRIDE, funded by the National Investment Bank of Jamaica to provide land to
low income earners, eliminate squatter communities, upgrade and regularise informal
settlements, and to examine the implications of urban poverty and quality of life. Along
with the National Housing Development Corporation (NHDC), Operation PRIDE was the
main entity created to address the above mentioned social problems. However there was
disregard in the monitoring, evaluation and accountability in the administration of the
programme. In addition it was very difficult to attract international funding as financial
aid came with conditions that were often not favourable to government’s interference in
the housing portfolio. The externally imposed neo-liberal conditionalities helped to
1 The word ‘squatter’ and ‘informal’ will be used interchangeably throughout this document.
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reinforce the government’s avoidance of the responsibility to provide affordable housing
accommodations for the poor and homeless. If the government provides welfare housing,
it often times lead to the construction of limited overvalued houses, which low income
earners cannot afford. The cost of these houses therefore go way beyond the means of the
poor majority, thus the provision of social housing to eliminate squatter settlements may
not reach its target group.
The Kingston Metropolitan Area (KMA) in which Kintyre is located, has a population of
approximately 500,000 people, the largest population density in the English speaking
Caribbean. The community of Kintyre is situated in north-east St. Andrew and is at risk
from flooding following heavy rains. This is also caused by deforestation, unregulated
construction, the blocking of drains and gullies, as well as houses being built in the Hope
River or along its banks. However these problems can be mitigated through proper
planning, legislation and environmental awareness, as the environmental casualties
(landslides and flooding) causes human casualties, displaced families, property damages
and grief among residents.
The Gleaner article entitled Kintyre Residents helplessly await Disaster dated July 20
2008, it stated that the Kintyre community is a “flood prone squatter community built
near the Hope River”. During Hurricane Ivan in 2004 approximately twenty five (25)
houses constructed in the vicinity of the river channel were destroyed. The Kingston and
St. Andrew Corporation (KSAC) responded to this crisis, stating that it cost the
government millions of dollars in revenue due to the failure of residents to seek the
appropriate authorisation to build their houses. Not only is the squatter community of
Kintyre prone to natural disasters, but there are also concerns about the levels of lead in
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the soil due to mineralization and pollution, as B. Anglin- Brown et al. noted, writing for
the Centre for Nuclear Sciences UWI Mona. This problem can therefore be minimised
through education programmes which include community education sessions, as well as
case management to reduce lead exposure.
In the event of proper strategic planning, the project intends to alleviate many problems
that have plagued the society at large. The resolution of the shelter problem for low
income earners will help eliminate social inequality through the establishment of formal,
planned settlements, the regularisation of illegal settlements and the upgrading of existing
ones. The project also aims to improve environmental and public health conditions that
presently exist and pose devastating harm to children and adults. The training will also
help to provide certification for informal occupations such as barbers, hairdresser and
cook shops and the training and employment of the skilled and unskilled persons on
construction of the new homes, will encourage participation and garner a sense of valuing
the resident’s opinions and contributions.
The reduction in crime related activities and violent behaviour will also be at the
forefront in the formalisation of these settlements, as it is evident that lack of
employment, lack of access to education, and perceived low family values have all
attributed to the high crime levels and incidents of violence that are often seen as
characteristics of squatter communities. In an effort to solve all these social problems, the
project will thus want to improve the living conditions of the residents of the Kintyre
squatter community, which is expected to inevitably extend to the entire Jamaica.
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PROJECT PURPOSE
The objective of this project is to address the social, economic, environmental and health
challenges associated with the informal housing settlement of Kintyre, St. Andrew. The
informal settlement of Kintyre has been plagued by numerous social problems, chief
among them is crime and violence. It is felt that squatter communities are the incubator
for this social ill. One reason that can account for this is that the community is often times
inaccessible to police patrols due to it terrain, poor road infrastructure and inadequate
street lighting; this consequently creates a safe haven for criminals. Due to the fact that
some houses within the informal community lacks the adequate space necessary for large
extended families, children more likely to be exposed to sexual activities which may lead
to unwanted pregnancies, rape, carnal abuse and even incest.
Another problem that is associated with the squatter community of Kintyre is economic
issues. This is as a result of the high levels of unemployment within the community
mainly due to the resident’s low literacy levels, resulting in them being unemployable
and unskilled in most instances. A further cause for the economic problems is that
employers at times extend their prejudices to persons living in informal settlements.
A third feature of the Kintyre informal community is that it is prone to environmental
hazards. Because the community is informal certain amenities that go with a formal
community are non-existent such as the regular collection of household waste by the
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National Solid Waste Management Authority (NSWMA), as well as proper garbage
disposal equipment and site. This therefore forces residents to dispose their waste,
whether human or otherwise inappropriately, thereby increasing their risk to diseases.
The informal community of Kintyre is also vulnerable to natural disasters. This was
evident, during the recent passage of Tropical Storm Gustav, where many houses were
severely damaged as a result of the poor building structure and practices in the
community. Health issues are also cause for concern in the informal community Kintyre.
One example of this is the prevalence of diseases, such as conjunctivitis, cholera, dengue,
leptospirosis, respiratory illnesses, etc. These diseases can be viewed as spill offs from
the environmental issues which surround the community. The number of persons living
in a household is also an issue, as the limited space can be a factor that contributes to the
spreading of diseases. To this end, we hope to establish formal housing solutions for the
squatter community and relocate residents to lands located in ‘Gordon Town Villas’2.
The focus of the project will not be limited to only addressing the infrastructural concerns
of the informal settlement, such as building houses and a community centre, but also to
build capacity, change behaviour, increase environmental and health awareness, as well
as engender a sense of responsibility and responsiveness in community members. This
2 This is the site that the squatter residents will be relocated and their new community built. This community is situated on lands identified by the relevant government agencies as safe for development and has been acquired through this project. It is located just 10 minutes away from the old site from which the residents were relocated
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will be done by empowering community members, through skill training programmes so
that they can improve their economic status. In addition to this, it is our aim to resocialize
and educate residents in life-long learning skills for through conflict management and
resolution, as well as interpersonal relationship skills.
The project purpose was formulated as a result of the available data and research
conducted which focused on examining the effects of squatting, as data revealed that the
problem contributed to high levels of crime and violence, high levels of unemployment
and a greater level of vulnerability to environment hazards and health issues.
For the success of the project, key stakeholders will include the Urban Development
Corporation (UDC). One of the main roles of the UDC will be to act as the implementing
agency for the infrastructural component (house and community centre building) for the
project. The UDC will be expected to acquiring suitable lands for the relocation of
residents. Another key partner is the Social Development Commission (SDC) which will
conduct training sessions for community members. Other stakeholders, though not
primary, will include the Peace Management Initiative, the Jamaica Environmental Trust,
HEART Trust/NTA, the church as well as other civic groups. These organisations have
all influenced the purpose of the project, therefore whenever difficulties that may arise in
the informal settlement these groups will be called upon to offer solutions, guidance and
best practices.
The purpose of this project is to address several social, economic, environmental and
health problems. Crime and violence is seen as a major problem in the community. This
is expected to be addressed by relocating the residents to an area where there is suitable
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physical amenities including street lights and proper road networks. This is expected to
improve accessibility by the police through the introduction of the neighbourhood watch,
the augment the Ministry of National Security’s Community Security Initiative (CSI). A
spill of from the increased visibility of the security forces is the creation of a Police
Youth Club. This is expected to foster a positive relationship between the police and
youths, therefore positively impacting the generational cycle of mistrust between adults
and the police. It is anticipated that there will be an improvement in the levels of trust
between both parties. This approach is expected to aid the dismantling of gangs,
elimination of extortion as well as destroying safe haven for criminals.
The project is also expected to realise an increase in employment. The project will
engage residents by improving their levels literacy levels, as well as providing them with
opportunity to sit traditional accreditation exams/programmes. As a result of this school
drop-out rates are anticipated to decrease, thus improving the level of literacy within the
community. The project will also provide skills training opportunities which will allow
residents to gain employment or even create their own business ventures thus increasing
the human capital of the community and indeed the country.
A reduction in the vulnerability to environmental risks is also an expected outcome.
Residents will access formal housing structures which will be better able to withstand
environmental hazards such as hurricanes and flooding. Additionally, the houses will be
built on lands approved by the relevant government agencies, and will be situated at an
approved location with proper amenities such as potable water, proper drainage
infrastructure and garbage disposal sites, thereby reducing the community’s vulnerability.
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Improving residents’ health and wellness is another area that the project will address.
This will be accomplished by educating residents on the proper disposal of their waste,
thereby reducing their risk of diseases. Female residents particularly, pre-teens and
adolescents and their parents will be introduced to sex education programmes, as this is
in an effort to reduce the prevalence of teenage pregnancies and sexual transmitted
diseases/infections. Programmes in this area will also concentrate on developing a culture
of wellness practices, as the construction of a community centre is expected to host
exercise classes for the residents. Overall the strategies that will be employed are geared
towards improving the resident’s livelihood.
TARGET GROUPS
The target group of this project are the residents of the squatter settlement in Kintyre.
They can be characterised as having low literacy levels as such some residents only
attained primary level education, resulting in the inability of some to read and write. This
makes them unemployed and even unemployable. With this reality the project might
encounter difficulties as it relates training residents. Many households are single headed
households therefore making their economic survival difficult. Moreover, many of the
houses are limited in space, creating a “one room” situation. Children are sometimes
exposed to adult activities, which may lead to adolescent pregnancies, inappropriate
sexual behaviour among children, carnal abuse or even incest. There is also a lack of
respect by residents to authority, therefore indiscipline might hinder the success of the
project due to residents’ “culture”. Another major characterisation is that many of the
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houses are made of poor building materials and are even located in or along the banks of
the Hope River, thereby increasing their vulnerabilities to natural hazards.
FUNDING SOURCES
Funding to the tune of £1.2M has been received from the Department for International
Development (DFID) for this project over a five year period in order to build fifty (50)
two (2) bedroom housing units, a community centre, salaries for project staff, stipend for
residents who work on project as well as those who participate in training sessions,
purchase of equipment and any other related expenses that the project may incur.
EXTERNAL FACTORS NECESSARY FOR PROJECT TO MEET GOALS AND
ASSUMPTIONS
The main external factors that will contribute to meeting the development priorities
involve technical assistance/support, office space and equipment. In addition to funding
the project, DFID will provide technical assistance/support to build the capacity of
project staff. Equipment will also be necessary as they are needed to ensure the success of
the outcome of the project. Equipment will include office furniture, computers, and motor
vehicles; equipment that will be needed during the construction of the houses and
community centre will be provided by the contractors. Office space for the project team
is necessary as the team needs a headquarter from which all major work will be done.
Capacity building for the residents will also be an additional external factor, as they will
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be expected to assist in the infrastructural work as well as develop their potential, so that
they can enhance their social and economic upward skills to ensure their upward
mobility.
INDICATORS TO MEASURE WHETER PURPOSE HAS BEEN ACHIEVED
The indicators that will measure whether the purpose of the project has been achieved
include:
• The number of accessible road networks and street lights
• The number of parents trained in parental skills
• The number of persons trained with employable skills
• The number of persons trained in dispute resolution
• The number of persons trained in healthy lifestyle practices
• The number of houses built
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PROJECT DESCRIPTION
The project seeks to enhance the quality of life by creating housing solutions for the
squatter community of Kintyre, St. Andrew, with the intent of addressing the social,
economic and environmental problems associated with informal housing settlements. It
will also reduce the level of crime and violence in the community. Additionally, the
project will engage the residents in programmes targeted towards increased awareness of
environmental safety practices and that are expected to reduce disease. This will be done
by undertaking approved housing plans that meet the criteria outlined by the Town and
Country Act (building regulations) which stipulates how communities are to be planned
and structured at the municipal level.
Kintyre is a small squatter community with an estimated fifty households that will be
relocated in accordance with the plan of action. Land will be acquired for the
construction of fifty (50) two-bedroom (2) low income houses and the construction of a
community centre.
The main activities for the project will include the construction and improvement of
infrastructure in support of the relocation of the squatter settlement. This includes the
clearing of land for construction and the necessary amenities such as potable water,
sewage treatment systems, etc. Other activities will include the training and counselling
of residents. Technical assistance is expected from the Department for International
Development (DFID), the Urban Development Corporation (UDC) and the Social
Development Commission (SDC). Assistance will also be solicited from other
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government agencies and non-governmental organisations, as well as the residents
themselves who will be instrumental in the building of the new homes and community.
The involvement of the community is expected enhance cooperation, build capacity to
manage assets when the project managers have departed, as well as to facilitate the
provision of support services in a sustainable manner.
PROJECT METHODOLOGY3
The project will be conducted in five phases over a five year period and will focus on
specific objectives.
YEAR ONE
This phase represents the start of the project and the following activities are expected to
be undertaken:
• Data Collection
The gathering of base-line data which will be used to assess the impact at the end of the
project, as well as to propose solutions to further address conditions affecting residence in
the community. This will be done through surveys, research, site visits, interviews, focus
groups, and other relevant data collection techniques.
3 See chart outlining the phases of the project in the appendix
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• Stakeholder Analysis & Consultation
Stakeholder analysis and consultation will be conducted in order to inform and gain
consensus and input from those who will be impacted by the project. The residents of the
community as well as other relevant stakeholders will be informed of the project goal and
purpose, and will be invited to make inputs to possibly further enhance the project. It is
anticipated that stakeholders will ‘buy into’ the proposed activity and show their support
by participating and owning the project.
• Capacity Building
This activity will include the following sub-activities:
1. Identification of training needs and resource persons
2. Development of a training curriculum
3. Development of budget, time-line/timetable
4. Development of a selection criteria in order to determine the persons who will be
participating in the project
5. Development of a Monitoring and Evaluation framework
6. Development of a work plan for the project.
YEAR TWO
It is expected that some of the sub-activities identified in year one will be carried over
into the first six months of year two. In the remaining six months the actual project
implementation will begin where focus will be placed on training (skills, counselling,
workshops to reduce environmental vulnerabilities, etc.) the beneficiaries and the start of
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construction work on the building of houses. It must be noted that the monitoring of the
project will commence at the start of the project and continue throughout all phases.
During the last quarter of year two, it is anticipated that the building of the houses on the
newly acquired land will commence during this period.
YEAR THREE
The participants will continue to receive training following which the beneficiaries of the
community-based component of the project, as well as the vocational areas will submit
their business plans and access funding for their particular area of interest.
Participants in the vocational areas will be sent on work experience after six months of
training. Businesses which have been identified to partner with the project will accept
residents as interns with the possibility of them becoming fulltime employees. This
internship will help the residents utilise their newly acquired skills, as well as increase
their knowledge of their chosen vocational area. This activity will be monitored by an
assigned Field Officer that is attached to the project. Monitoring also continues during
this period. The construction of the houses, as well as the monitoring of the overall
project will also continue during this period. A mid-term evaluation will be undertaken
by an independent consultant to assess the project thus far.
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YEAR FOUR
Training of the residents as well as the internship continues during this period.
Construction of the houses will also continue, however houses that are completed, will be
handed over to the residents. Monitoring of the project continues.
YEAR FIVE
The completion of all houses is expected at this juncture; they will be handed over to the
residents. It is expected that during the second quarter of the year work on the
construction of the community centre will begin, and is expected to be completed in time
for the hand-over of the final batch of houses. An end of term project evaluation will be
done in order to assess the impact of the project on the lives of the residents of Kintyre,
as well as all the stakeholders involved in the project. The project outputs will also be
assessed in relation to the outcomes; this will be done through a SWOT analysis. In
addition, a network of community support will be established and additional funding will
be sought for the continued existence of the project, as well as a possible replication in
other communities across Jamaica.
PROJECT SUSTAINABLITY
Based on the findings of the end of term evaluation by the independent consultant, a plan
would be prepared and implemented to addresses the long term sustainability of the
project. The proposal is that members of the community who participated in the
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developmental component will form a cooperative to manage the project once the project
team has left, in order to benefit and improve the existing infrastructure, technology,
skills and training acquired, as well as to qualify for additional funding from DFID or any
other donor agency. It is also anticipated that the residents will form a community
network to share information and experiences as well as to lobby government for support
sustain the project in their area, as well as assist in replicating their experiences in other
communities.
PROJECT TEAM
The project will comprised of a Project Manager, who will be required to provide
management services for all aspects of the implementation of the project. The Project
Manager will head the project team which will be dedicated to this project in Kintyre.
The team will also include: Assistant Project Manager, Office Manager/ Project
Accountant, Executive Assistant, Monitoring & Evaluation Specialist, Field Officers and
Office Assistant. The Consultant will be external to the group and will only be engaged
when the need arises.
The following table outlines the functions of the proposed positions:
TEAM MEMBER MAIN FUNCTIONS
Project Manager • Manage Project
• Guide the team members to achieve the desired results
• Monitor performance targets
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TEAM MEMBER MAIN FUNCTIONS
• Act as a liaison between the Project and Donor Agencies,
the community and other relevant stakeholders
• Obtain consensus between all stakeholders
• Implement recommendations
Assistant Project Manager • Will have direct responsibility for beneficiaries’ relations
and benefits.
• Supervise the work of the Field Officers
• Conduct continuous research
• Develop training plan for the participants
Office Manager/ Project
Accountant
• Manage Office
• Responsible for maintenance of office equipment
• Procurement of goods and services
• Financial Management
• Responsible for payables and receivables
Executive Assistant • Provide administrative support to the Team members
• File and retrieve project correspondence and documents
• Arrange meetings
• Take minutes of meetings
Monitoring & Evaluation
Specialist
• Responsible for ensuring that donor guidelines are
adhered to
• Monitoring of project
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TEAM MEMBER MAIN FUNCTIONS
• Evaluation of the project
• Lead half yearly reviews
Field Officers • Monitor progress of project
• Work with Deputy Project Manager to develop training
plan for the participants
Consultant • To provide specialist expertise as the need arises
Office Assistant • Responsible for the cleaning of office
• Doing errands related to the project
BUDGET
The details of the proposed budget are as follows:
DESCRIPTION
DFID FUNDS4
£ $
Capital for construction work 450,000 58,500,000
Office Set Up (Furniture &Equipment) 520,000/
4 Exchange rate £1.00 to JA$130.00
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DESCRIPTION
DFID FUNDS4
£ $
/Rental 4,000/16,000
2,080,000
Salary and Benefits 390,000 50,700,000
Security 60,000 7,800,000
Administrative Costs 20,000 2,600,000
Utilities 20,000 2,600,000
Training 80,000 10,400,000
Consultancy 20,000 2,600,000
Subtotal 1,060,000 137,800,000
Contingencies (10%) 120,000 15,600,000
TOTAL 1,180,000 153,400,000
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IMPLEMENTATION MONITORING &
EVALUATION
Local community participation has been encouraged in all phases of project development
to ensure that the project will be community-led and community-driven, and based on the
community’s recognised priorities and needs. In this regard, Phase one (1) of the project
includes a validation and analysis of priority issues through stakeholder participation
based on causality analysis as outlined in the problem tree and the development of
feasible solutions demonstrated in the objective tree. In collaboration with community
stakeholders, available human resources have been identified and commitment garnered
for participation in project management and construction as the need may be.
Implementing partners will agree on:
• A statement of the agreed arrangement for project management and
implementation as well as monitoring and evaluation arrangements for the
project;
• A discussion of data availability, reliability and timeliness, and any action
envisaged for building national monitoring and evaluation capacity; and
Wherever possible, monitoring and evaluation efforts will build on existing mechanisms
and processes within the national context. If effective national results-based monitoring
and evaluation systems are already operational or are being fully supported by other
donors, for example, in the context of Sector-wide approaches (SWAps) and Poverty
Reduction Strategy Paper (PRSP). DFID is expected to avail itself of these systems as
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feasible, to avoid creating a parallel system and increased administrative burden. While
Jamaica has not finalized a PRSP (World Bank 2008), further consultation is currently
being undertaken with the government to determine the functionality of these systems
and it is expected that this partnership will help facilitate or encourage the capacity of the
government coordinating through the UDC to develop such systems.
Project Monitoring will be a continual management function carried out by all
implementing partners and thereby aims to track programmed activities and strategies to
identify progress towards the achievement of results. Coalition for Better Communities
(CBC) will therefore be able to gauge actual performance against planned results through
a system of early alerts to possible problems in implementation. Through iterative
monitoring, the programme manager will also have opportunities to seek clarification,
identify needed areas of support and other problems as they arise.
In contrast to monitoring, evaluation will be an in-depth, periodic activity that attempts to
systematically and objectively assess the relevance, performance and results of ongoing
and completed activities. Project evaluation will highlight relevance, efficiency,
effectiveness and sustainability of programme interventions as well as make
recommendations for more suitable strategies if required. This is particularly crucial in
social interventions, in which training and other behaviour change mechanisms are being
implemented, to tell if the project is meeting the stated objectives of, among others, to
reduce crime and violence, improve living conditions, through the provision of better
opportunities to the members of the squatter community in Kintyre. A medium and end
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of term evaluation will be conducted by an independent consultant who has not
participated in the design or implementation of the project to ensure unbiased results.
Monitoring and evaluation activities will therefore complement each other throughout
the lifecycle of the project. Monitoring will assist in identifying problems throughout
the implementation and or management of activities, while evaluations are expected to
indicate how to make monitoring activities more focused, in order to achieve expected
results. As the project progresses, monitoring activities will be used to verify whether
recommendations made during evaluations are been implemented in a timely manner.
The project strategies/activities and indicators will track progress and gauge
achievement of results based on realistic targets and benchmarks5. The team will also
broker an agreement on how data will be collected and how often as well as assign
management responsibilities for monitoring and evaluation activities as well as the
number and timing of evaluations.
Other relevant indictors will include:
• The degree of community involvement measured by the percentage (%) of
persons from the community included in all levels of project development,
implementation, monitoring and evaluation.
• Average time taken to construct a single house – this time and progress
indicator gives an idea of how long each should take and provides some basis
for evaluating if the project is on track
5 See log frame in appendix
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• Average variation in cost indicators – facilitates financial monitoring by
supervising the relationship between engineers’ and contractors’ estimates and
final cost of the contract.
• Quality of output indicator – the number of times work carried out by the
contractor is rejected.
Both Qualitative and Quantitative indicators will be utilized. The use of qualitative
information will allow for an inclusive monitoring process by seeking information on
community members’ perception of his or her satisfaction/dissatisfaction with the
ongoing results and progress of implementation. The information garnered will be
quantified through the use of ranking scales. Indicators will also map quality of process
(are the objective procedures being followed) and progress (are the procedures
occurring as planned). This information will be used to assess outcomes and efficiency
that may lead to amendments in the design of implementation if necessary.
Scope of Monitoring and Evaluation Activities:
ACTIVITY TIME PERSON/TEAM
RESPONSIBLE
Three surveys for Data Collection
1. Initial survey will determine baseline data prior to intervention. 2. A mid-term survey will be conducted to determine if interventions have had the expected impact. 3. An end of term (final) survey will provide end-line data to assist in determining
An independent consultant will be responsible for data collection throughout the course of the project. Adopting this approach encourages relationship building between community members and the team. It is hoped that this will make community members more willing to
31
ACTIVITY TIME PERSON/TEAM
RESPONSIBLE
overall impact and final lessons learnt and expectations for further implementation.
participate in research and more comfortable in communicating opinions on progress
Two Evaluations One mid-term project evaluation and a second end of term (final) project evaluation to determine achievement of results.
The Independent
Consultant that undertakes
the first evaluation will be
contracted to conduct the
final project evaluation for
easy comparison of
progress and trends.
Field Visits / Monitoring Once every quarter in the first two years. Once every six months thereafter. These visits may also take place unannounced as the case may determine.
Project Field Officers under the guidance of the Project Manager and in collaboration with implementing partners
Annual Progress Reports One every year except the final year where the report will take the form of an overall progress report outlining lessons learnt, results achieved and a synopsis of the impact on the community
Each implementing partner will submit a quarterly progress report for submission to the Project Executive Unit6. The Unit will compile these reports into a final annual report which will be submitted DFID.
Submission of Final Report Submitted in the last quarter of the project
Submitted by the Project Manager after consultation with all stakeholders. This report will document best practices and lessons learnt and will clearly report on the feasibility for replication of a similar project
6 This refers to the Coalition for Better Communities
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ACTIVITY TIME PERSON/TEAM
RESPONSIBLE
Infrastructure Frequent and sporadic reviews of progress
Under the supervision of the UDC, the Architects will be the main project administrators and will have oversight responsibility for the contactors to ensure that building takes place according to blueprint and time allotted
Training Suitable persons from the community have been identified and consented to be trained as trainers in conflict management, skills training and parenting, environmental sustainability, and healthy lifestyles seminars over a period of three years beginning in the second year.
The Social Development Commission in collaboration with the Department for International Development will host a series of training sessions in which these trainers will be trained to facilitate continuous learning in the community when the project comes to a close. It is expected that this will augur well for future sustainability.
EXTERNAL FACTORS, CONSTRAINTS & OPPORTUNITIES DURING
IMPLEMENTATION
Community members will participate in the development of the training plan and as such
it is anticipated that this will foster significant buy-in during the implementation stages.
Nevertheless, other obligations of community residents such as the maintenance of small
corner shops and stalls as well the care for dependent family members as well as general
apathy may be a deterrent to some people’s attendance to training sessions. However the
project team will as far as possible offer flexible training programmes and times in an
33
effort to facilitate these individuals which are predominantly women. Furthermore the
relocation exercise will inevitably displace certain small shop-keepers in the short run as
it may take some time to reopen home businesses in the formal settlement.
A built in requirement for contractors will be to provide on the job training for interested
persons in the community for work in various areas of construction from site
management to masonry. This initiative will be accredited by the HEART Trust which
will certify participation and completion of the training course. This will provide trade
skills to these persons in their hope of securing employment and
internship/apprenticeship during the project cycle and when it ends.
It is hoped that work will progress unhindered by gang violence between Kintyre and
neighbouring communities. It is hoped that training in conflict resolution and conflict
management as well as the opportunities will help to improve relations between
neighbouring communities and the formal settlement. Given the ever present threat of
the upsurge of violence between warring factions, it is hoped that the maintenance of a
stable police presence and improvements in community policing through the construction
of the community and resource centre such as seen in the Grants Pen community in St.
Andrew will be a permanent fixture to improve relations with the police and within and
between communities.
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PROJECT IMPACT
The individuals/organisations that will be affected by the project are:
PRIMARY STAKEHOLDERS
Community members, as they are the persons that will be directly impacted by the project
as they will be relocated. It is expected that they will receive improved living conditions.
They will also be expected to make adjustments to their lifestyles and social thinking and
behaviour.
The Department for International Development (DFID) is also a critical stakeholder as it
is providing the money and technical assistance/expertise that are a necessity to execute
the project. As such DFID will be interested in ensuring that they receive value for
money and that the goals and purposes outlined in the log frame7 are met.
The Urban Development Cooperation (UDC) and Social Development Cooperation
(SDC) are also primary stakeholders for this project. They will lend their technical
expertises in the implementation of the project, and will be interested in the realisation of
the goals.
Coalition for Better Communities (CBC), the implementing Non-Governmental
Organisation (NGO) for the project is also a critical stakeholder. Based on the
experiences, successes, and possible shortcomings of this project, it will inform decisions
on the way forward for future projects, as well as enhance the capacity of the team
members.
7 A copy of the log frame can be viewed in the appendix
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SECONDARY STAKEHOLDERS
The wider community of Kintyre St. Andrew and Gordon Town area to which the
residents will be relocated, will be impacted by the results and successes achieved by the
implementation of the project. Some examples of these are the proposed reduction in
crime and violence, as well as the skills gained by the squatter residents due to their
involvement in training courses. Additionally, the Jamaica Constabulary Force is
expected to be positively impacted by a possible reduction in crime and violence among
the residents. It is imperative that the Police play their role in re-establishing trust
amongst the community members. Their assistance will also be sought, in
implementation of community programmes, as they would be included in the behaviour
change programme that will be implemented for the community, as well as assisting in
counselling sessions.
Schools in the area are expected to be positively affected by the behavioural changes
exhibited by the students, whose families have benefited from the counselling and
improved living conditions. The school community would also be asked to partner in the
project through the SDC, by rendering assistance where necessary. This could be through
making some of the schools’ resources available for training courses and workshops.
Civic groups will also be asked to partner with the project. The assistance of the church
will be solicited, through counselling for the residents, as well as making the church hall
available for training sessions/workshops.
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CRITERIA TO MEASURE IMPACT
The criteria which will be used to measure the impact of the project are the Performance
Indicators. The proposed impacts are:
• Crime and violence reduced
• Social, economic, health and environmental problems in the Kintyre
Community addressed.
• Living conditions for squatter residents in the Kintyre Community
improved.
The Performance Indicators are as follows:
• The percentage reduction in crime and violence in the Kintyre Community,
which will impact on the wider community.
• The percentage increase in the community members’ awareness of
environmental safety practises.
• The percentage increase in employment amongst the Kintyre community
members.
• The percentage reduction in communicable diseases within the Kintyre as well
as neighbouring communities.
• The total number of formal houses/structure built.
• The total number of persons trained in their relevant fields, and by extension,
their employability.
• The total number of persons who have experienced an improvement in their
standard of living and health.
37
• The total number of persons who receive employment or create their own
businesses.
• The percentage increase in the literacy rate in the Kintyre community.
• The number of persons trained in dispute/conflict resolution/management.
• The number of persons trained in healthy lifestyle practices.
• The number of houses built for the Kintyre community members.
COSTS & BENEFITS FOR PRIMARY & SECONDARY STAKEHOLDERS
The proposed costs and benefits of the project for the primary and secondary stakeholders
for the project will vary. DFID’s contribution to the project is in the amount of £1.2
million, in addition to lending technical assistance/expertise. The donors will benefit
from meeting their goals, by aiding in improving the standard of living and quality of life
for people in the Caribbean, but will lose if the stated objectives of the project are not
realised.
Urban Development Corporation and Social Development Commission will not be
expected to offer monetary contributions to the project, as they are expected to contribute
by offering their expertise and best practises in the achievement of the project’s stated
goals/objectives. They too will benefit from the successes of the project, which is to
improve living conditions for residents of the informal settlement in Kintyre, address
social, economic, health and environmental problems, and reduce crime and violence. In
38
achieving these stated objectives it is expected that the people will not only be
empowered, but also given a fresh, comfortable and renewed start in life.
Coalition for Better Communities will assist in facilitating the process by providing
human resource and expertise. The organisation will benefit through the achievement of
the outlined goals, particularly through assisting in improving living conditions for the
residents. They will be provided with safer, more hygienic and comfortable homes, as
well as training which is expected to increase their chances of attaining employment.
Additionally the lessons learnt and experiences gained from the success and possible
shortcomings of the project, will increase CBC’s capabilities and expertises for future
endeavours.
The residents themselves will be expected to participate in monitoring the project and
commit to the success of the project from inception to completion. Their input as it
relates to ideas and human resources (labour) will be called upon. The residents of the
informal settlement are expected to benefit most from the project, as they will not only
gain from an improvement in their living conditions, but will be empowered with skills
and ‘the know how’ to sustain their new way of life. This is expected to improve the
morale of community members.
In the same vein, the wider society, which is seen as a secondary stakeholder, will be
expected to cooperate where possible in facilitating the process. They will of course be
able to benefit from the skills gained by the trained persons in the community, and
39
participate where possible in employing these persons. The society will also benefit from
the reduction in crime and violence emanating from Kintyre squatter residents.
Other secondary stakeholders such as civic groups, particularly those that will be asked to
participate in the project, will be called upon to lend their resources, such as their
facilities for training and workshops. They will also be called on to offer personnel for
counselling and guidance to residents, as well assist in finding jobs for the trained
residents. These groups will benefit from assisting in the realisation of the goal to
improve people’s lives. Additionally schools in the area will be asked to allow the use of
their facilities for training and workshops. They are expected to benefit from seeing the
improvement in the residents’ outlook on life, their anticipated improved attitude towards
children in the community, as well as an improved attitude and respect towards the value
of education.
The Police will also be called on to lend their manpower and support in partnering with
the other stakeholders, in maintaining order and discipline among the residents and their
newly created community. Through the Community Security Initiative (CSI) an enhanced
relationship between them and the residents is expected, as the police will be called on to
offer counselling and guidance for residents. The Police will be positively impacted by
the reduction in crime and violence as well as the increased discipline among the
community members, which would possibly translate into increased trust between the
people and the police.
The above impacts are expected to translate into:
• A specific percentage reduction in crime and violence by year three of the project.
40
• It is expected that the Kintyre squatter residents will begin to realise an
improvement in their living conditions at the end of the project cycle, which is
five years, when the new and improved ‘Gordon Town Villas’ is fully established
and the community members have settled in.
• It is expected that there will be improvements in the social, economic, health and
environmental problems in the Kintyre squatter community as early as the second
quarter of year two of the project. This is expected to progress steadily throughout
the life cycle of the project, as persons become employable and are exposed to
counselling/training in the relevant areas.
While it is generally anticipated that there will be more winners than losers in this
project, it is however prudent that the project captures all possible impacts. As such the
project team believes that the persons that may stand to lose from this project are the
members of the surrounding communities where the ‘Gordon Town Villas’ will be
developed, as the road surfaces may be damaged due to wear and tear from the heavy
duty building equipment and vehicles. The project team will ensure that water trucks are
brought in regularly to wet the road surfaces, therefore reducing the dust nuisance that
may arise, as well as undertake the necessary road repairs. Additionally, these
communities may be affected by the noise from the construction of the ‘Gordon Town
Villas’, as noise levels may be a problem during construction. The project team will
therefore operate under the law, and limit work to five days per week during the specified
timeframe as dictated by the Kingston and St. Andrew Corporation (KSAC) as prescribed
under the Town and Country Planning Act.
41
The project team also anticipates that municipal entity, the National Solid Waste
Management Authority (NSWMA) as well the formal Kintyre community will be
affected by the relocation of the squatter residents to their new location at ‘Gordon Town
Villas’. The waste/garbage that will be left behind at the former site might add pressure
on the NSWMA’s ability to remove the waste on time, thus posing possible health risks
for residents left behind in the formal Kintyre community. The project team will therefore
work with the NSWMA to ensure that once the squatter residents have been removed
from their original location, efforts will be made to clear all debris in a short space of
time that will not impact on the health of other persons in Kintyre.
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APPENDIX
43
LOG FRAME FOR DFID FUNDED PROJECT
Country/Region: Jamaica/Caribbean Project Number:
JM-1234
Project Title:
Creating Formal Housing Solutions for the
Squatter Community in Kintyre, St.
Andrew
Project Budget:
₤1.2 million
Project Manager:
Nicole Hayles McGowan
Implementing Organisation:
Coalition for Better Communities
Project Team Members: Thandiwe Foote
Margaret Henry
Ella Ghartey
Tamica Martin
Frank Smith
Partner Organisations : Urban Development Corporation and
Social Development Commission
Project Timeline: 5yrs
44
NARRATIVE / SUMMARY OBJECTIVES OBJECTIVELY VERIFIABLE
INDICATORS
ASSUMPTIONS / RISKS
Project Goal Impact Performance Indicators Assumptions/Risk Indicators
To create formal housing solutions for the
squatter community of Kintyre, St.
Andrew
• Crime and violence reduced
• Social, economic, health and environmental problems addressed
• Living conditions for squatter residents in the Kintyre Community improved
• % reduction in crime and violence
• % increase in awareness of environmental safety practices
• % increase in employment
• % reduction in communicable diseases
• # of formal houses/structures built
Assumptions
• Squatter residents will participate in the creation of formal housing solutions
• National and International support is received for the continuation of the project
• Greater community involvement and civic pride
Risks
• Squatter residents may be reluctant or uncooperative in formalising settlement
• Theft of physical project resources
• Discontent among the residents of the formal community of Kintyre
Project Purpose Outcomes
To address social, economic and
environmental problems associated with
informal housing settlements
• Reduction in Crime
• Increase employment
• Reduce vulnerability to environmental hazards
• Create a safer and more organised community
• Improve health and wellness practices
• General improvement in living conditions
45
Resources / Inputs Outputs Performance Indicators Assumptions/Risk Indicators
DFID financial contribution of ₤1.2million
for input and support over 5yrs. Specific
resources will include but not limited to:
• Technical Assistance
• Equipment
• Capacity Building
• Increased/improved capacity of project personnel
• Construction of a community centre that offers skills training and recreation facility for community members
• Improved living conditions
• Generate employment opportunities
• Increase human capital (increased literacy and employability)
• # of persons trained
• # of persons with better living conditions and improved health
• # of persons who receive employment or create their own businesses
• # of persons literate
Assumptions
• Participation of government and civic society in the training of residents
• Squatter residents secure jobs in the formal employment sector and or create their own businesses
• Improve relationship between the Police and residents Risks
• Resources wasted because of resident’s lack of interest in training
Activities Performance Indicators
• Improve physical infrastructure (Road Networks and Street Lighting)
• Implement parental seminars
• Provide skills training and facilities
• Provide training in dispute/conflict resolution/management
• Implement health and family life education programme to encourage behavioural changes
• Train residents to be able to partner in the construction of formal housing solutions
• # of accessible road networks and street lights
• # of parents trained in improved parental skills
• # of persons trained with employable skills
• # of persons trained in dispute/conflict resolution/management
• # of persons trained in healthy lifestyle practices
• # of houses built
46
PROBLEM TREE
47
OBJECTIVE TREE
48
PHASES OF THE PROJECT
0 10000 20000 30000 40000 50000 60000 70000 80000 90000
Data Collection
Stakeholder Analysis
Training
Workshops
Construction of Houses
Monitoring
Mid-TermEvaluation
Work Experince for Residents
Hand over of completed
houses
End of Term Evaluation
Construction of Community
Centre
TASKS
TIMELINE
START DATE
END DATE
REFRENCES
1. Agree, Sam. 2000. Promoting Good Governance: Principles, Practices and Perspectives. London: Commonwealth Secretariat.
2. Department for International Development. 2008. Public Private Partnerships in
Infrastructure: A brief overview of DFID Programmes of Support. http://www.dfid.gov.uk/pubs/files/pppinfrastructureoct04.pdf (Accessed October 24, 2008).
3. Department for International Development. 2008. Ready to Grow: Helping the Caribbean
to emerge as a global partner. St. Michael: DFID.
4. http://www.worldbank.org
5. The Gleaner. 2008. Kintyre residents helplessly await disaster. July 20, 2008.
Kingston: The Gleaner.
6. The Gleaner. 2008. Informal settlements aid crime in Jamaica. October 28, 2008.
Kingston: The Gleaner.
7. Tindigarukayo, Jimmy. 2006. “Challenges in Housing the Poor in Jamaica”. In Social
Housing in the Caribbean, June 20, 2006. Kingston: National Housing Trust.
8. United Nations Development Programme.2008. Public-Private Partnerships for the
Urban Environment. http://ppue.undp.2margart.com/en/19.htm (Accessed October 15, 2008).
9. United Nations Population Fund. 2004. Policies and Procedures: Programme, Country
Programme Monitoring and Evaluation. http://docs.unfpa.org/dsweb/View/Collection-226 (Accessed October 16, 2008).
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