Document of The World Bank FOR OFFICIAL USE ONLY Report No: ICR00005513 IMPLEMENTATION COMPLETION AND RESULTS REPORT IBRD-8356-JM ON A LOAN IN THE AMOUNT OF US$42.00 MILLION TO JAMAICA FOR THE Jamaica Integrated Community Development Project October 28, 2021 Urban, Resilience and Land Global Practice Latin America and Caribbean Region CURRENCY EQUIVALENTS (Exchange Rate Effective October 15, 2021) Currency Unit = Jamaica Dollar JMD1.00 = US$0.0067 US$1.00 = JMD150.34 FISCAL YEAR 1 April - 31 March Regional Vice President: Carlos Felipe Jaramillo Country Director: Lilia Burunciuc Regional Director: Anna Wellenstein Practice Manager: David N. Sislen Task Team Leader(s): Emanuela Monteiro, Silpa Kaza ICR Main Contributor: Fen Wei ABBREVIATIONS AND ACRONYMS ALSD Alternative Livelihood Skills Development A-RAP Abbreviated Resettlement Action Plan BSS Beneficiary Satisfaction Survey CBO Community Based Organization CDC Community Development Committee COVID-19 Coronavirus Disease 2019 CPS Country Partnership Strategy CRI Corporate Results Indicator CRP Community Renewal Programme CSP Citizen Security Plan CSJP Citizen Security and Justice Programme DFID Department for International Development DRF Dispute Resolution Foundation EMF Environmental Management Framework EMP Environmental Management Plan EMS Environmental Management System FM Financial Management GoJ Government of Jamaica GRM Grievance Redress Mechanism HEART Trust Human Employment and Resource Training Trust ICBSP Inner-City Basic Services for the Poor Project ICDP Integrated Community Development Project ICR Implementation Completion and Results Report ICT Information and Communication Technology IDB Inter-American Development Bank IIP Integrated Infrastructure Package IMF International Monetary Fund IRR Internal Rate of Return ISR Implementation Status and Results Report IVA Independent Verification Agent JCO Jamaica Crime Observatory JCF Jamaica Constabulary Force JSIF Jamaica Social Investment Fund JPS Jamaica Public Service Company M&E Monitoring and Evaluation MDAs Ministries, Departments and Agencies MNS Ministry of National Security MOEYI Ministry of Education, Youth and Information MoFPS Ministry of Finance and the Public Services MTF Medium Term Socio-Economic Policy Framework MTR Mid-Term Review NCPCSS National Crime Prevention and Community Safety Strategy NDP National Development Plan NGO Nongovernmental Organization NLA National Land Agency NPSC National Parent Support Commission NSS National Security Strategy NSWMA National Solid Waste Management Authority NWC National Water Commission O&M Operation and Maintenance OPM Office of the Prime Minister PAD Project Appraisal Document PAP Project Affected Person PDO Project Development Objective PIOJ Planning Institute of Jamaica PIU Project Implementation Unit PPR Procurement Post Review RBF Results-Based Financing RGD Registrar General’s Department RPF Resettlement Policy Framework SCD Systematic Country Diagnostic SDC Social Development Commission STEAM Science, Technology, Engineering, Art and Math STEP Systematic Tracking of Exchange in Procurement SWM Solid Waste Management SWOD Solid Waste Origin and Disposal SWPBIS School-Wide Positive Behavioral Intervention System TFI Tier Fidelity Index ToC Theory of Change ToR Terms of Reference UPVC un-plasticized poly vinyl chloride WB World Bank WBG World Bank Group WSS Water Supply and Sanitation ZOSO Zones of Special Operations TABLE OF CONTENTS DATA SHEET .......................................................................................................................... 1 I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES ....................................................... 6 A. CONTEXT AT APPRAISAL .........................................................................................................6 B. SIGNIFICANT CHANGES DURING IMPLEMENTATION .............................................................. 11 II. OUTCOME .................................................................................................................... 13 A. RELEVANCE OF PDOs ............................................................................................................ 13 B. ACHIEVEMENT OF PDOs (EFFICACY) ...................................................................................... 13 C. EFFICIENCY ........................................................................................................................... 18 D. JUSTIFICATION OF OVERALL OUTCOME RATING .................................................................... 19 III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME ................................ 21 A. KEY FACTORS DURING PREPARATION ................................................................................... 21 B. KEY FACTORS DURING IMPLEMENTATION ............................................................................. 22 IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME .. 23 A. QUALITY OF MONITORING AND EVALUATION (M&E) ............................................................ 23 B. ENVIRONMENTAL, SOCIAL, AND FIDUCIARY COMPLIANCE ..................................................... 25 C. BANK PERFORMANCE ........................................................................................................... 27 D. RISK TO DEVELOPMENT OUTCOME ....................................................................................... 28 V. LESSONS AND RECOMMENDATIONS ............................................................................. 29 ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS ........................................................... 31 ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION ......................... 47 ANNEX 3. PROJECT COST BY COMPONENT ........................................................................... 49 ANNEX 4. EFFICIENCY ANALYSIS ........................................................................................... 50 ANNEX 5. BORROWER, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS ... 57 ANNEX 6. SUPPORTING DOCUMENTS .................................................................................. 60 ANNEX 7. PICTURES SHOWING THE KEY PROJECT INVESTMENTS AND RESULTS IN ................ 63 ACCESS TO INFRASTRUCTURE AND SERVICES ....................................................................... 63 ANNEX 8. DESIGN, IMPLEMENTATION AND RESULTS OF COMPONENT 2 ACTIVITIES ............. 70 ANNEX 9. MAP OF COMMUNITIES SUPPORTED BY THE ICDP ................................................ 74 The World Bank Jamaica Integrated Community Development Project (P146460) DATA SHEET BASIC INFORMATION Product Information Project ID Project Name P146460 Jamaica Integrated Community Development Project Country Financing Instrument Jamaica Investment Project Financing Original EA Category Revised EA Category Partial Assessment (B) Partial Assessment (B) Organizations Borrower Implementing Agency JAMAICA Jamaica Social Investment Fund Project Development Objective (PDO) Original PDO The Project Development Objective is to enhance access to basic urban infrastructure and services, and contribute towards increased community safety in selected economically vulnerable and socially volatile inner city communities of Jamaica. Page 1 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) FINANCING Original Amount (US$) Revised Amount (US$) Actual Disbursed (US$) World Bank Financing 42,000,000 42,000,000 41,875,439 IBRD-83560 Total 42,000,000 42,000,000 41,875,439 Non-World Bank Financing 0 0 0 Total 0 0 0 Total Project Cost 42,000,000 42,000,000 41,875,439 KEY DATES Approval Effectiveness MTR Review Original Closing Actual Closing 14-Mar-2014 11-Aug-2014 16-Apr-2018 01-May-2020 01-May-2021 RESTRUCTURING AND/OR ADDITIONAL FINANCING Date(s) Amount Disbursed (US$M) Key Revisions 04-Feb-2020 37.09 Change in Results Framework Change in Components and Cost Reallocation between Disbursement Categories 29-Apr-2020 37.09 Change in Loan Closing Date(s) KEY RATINGS Outcome Bank Performance M&E Quality Satisfactory Satisfactory Substantial Page 2 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) RATINGS OF PROJECT PERFORMANCE IN ISRs Actual No. Date ISR Archived DO Rating IP Rating Disbursements (US$M) 01 25-Jul-2014 Satisfactory Satisfactory 0 02 13-Feb-2015 Satisfactory Satisfactory .50 03 09-Feb-2016 Satisfactory Satisfactory 2.25 04 02-Jun-2016 Satisfactory Satisfactory 3.59 05 25-Dec-2016 Satisfactory Satisfactory 4.59 06 07-Mar-2017 Moderately Satisfactory Moderately Satisfactory 4.98 07 11-Sep-2017 Moderately Satisfactory Moderately Satisfactory 8.75 08 28-Mar-2018 Moderately Satisfactory Moderately Satisfactory 11.50 09 19-Nov-2018 Moderately Satisfactory Moderately Satisfactory 18.50 10 05-Aug-2019 Moderately Satisfactory Moderately Satisfactory 33.09 11 20-Feb-2020 Moderately Satisfactory Moderately Satisfactory 37.09 12 12-May-2020 Satisfactory Moderately Satisfactory 37.09 13 12-Nov-2020 Satisfactory Moderately Satisfactory 40.86 14 18-Dec-2020 Satisfactory Satisfactory 40.86 15 30-Apr-2021 Moderately Satisfactory Satisfactory 40.91 SECTORS AND THEMES Sectors Major Sector/Sector (%) Public Administration 7 Other Public Administration 7 Page 3 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Energy and Extractives 22 Other Energy and Extractives 22 Social Protection 27 Social Protection 27 Transportation 22 Other Transportation 22 Water, Sanitation and Waste Management 22 Other Water Supply, Sanitation and Waste 22 Management Themes Major Theme/ Theme (Level 2)/ Theme (Level 3) (%) Human Development and Gender 20 Labor Market Policy and Programs 20 Labor Market Institutions 10 Active Labor Market Programs 10 Urban and Rural Development 80 Urban Development 80 Urban Infrastructure and Service Delivery 70 Services and Housing for the Poor 10 ADM STAFF Role At Approval At ICR Regional Vice President: Hasan A. Tuluy Carlos Felipe Jaramillo Country Director: Sophie Sirtaine Lilia Burunciuc Page 4 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Director: Ede Jorge Ijjasz-Vasquez Anna Wellenstein Practice Manager: Anna Wellenstein David N. Sislen Task Team Leader(s): Eric Dickson Emanuela Monteiro, Silpa Kaza ICR Contributing Author: Fen Wei Page 5 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES A. CONTEXT AT APPRAISAL 1. At the time of the project appraisal in 2014, Jamaica faced a surge in poverty levels. In urban areas such as the Kingston Metropolitan Area, poverty rates had doubled from 7 percent in 2008 to 14.4 percent in 2010. Unemployment had increased from 9.7 percent in 2007 to 16 percent in 2013; youth unemployment was particularly problematic, with 38 percent of young women and 25 percent of young men unemployed in 2010. Homicide rates had declined from a peak rate of 62 per 100,000 inhabitants in 2009 to 39.8 per 100,000 in 2012; however, Jamaican homicide rates and other violent crime rates remained among the highest rates in the Latin America and Caribbean Region at the time of project preparation and throughout implementation.1 2. The National Development Plan (NDP, Vision 2030) developed in 2010 highlighted sustainable urban development as a critical outcome in striving for a healthier environment and called for a holistic approach in national crime reduction efforts. The Government of Jamaica (GoJ) also developed a National Security Strategy (NSS) and a National Crime Prevention and Community Safety Strategy (NCPCSS) and launched the Community Renewal Programme (CRP) to actively foster better coordination at national and sub-national or community levels. The NSS sought to reduce violent crime, strengthen justice and the rule of law, increase the effective delivery of social intervention programs, and promote the integration of democratic governance within the communities most at risk for crime. 3. Understanding the severity and complexity of the long-term development challenges in some of Jamaica’s most excluded and crime-affected parishes and communities, which required multigenerational focus and investments, the GoJ maintained close engagement with the World Bank (WB) over multiple projects to support the evolving approach for improved and more sustainable results. The Integrated Community Development Project (ICDP) built on the successful activities completed under the WB financed Inner-City Basic Services for the Poor Project (ICBSP, 2005–2013), which combined small-scale infrastructure with community-based social interventions to address community development and reduce crime and violence. The ICBSP, which benefited over 60,000 people in 12 inner-city communities, had substantial positive results in basic infrastructure and community-based interventions at completion, and an increased perception of safety. 4. Following global best practices in community development that aim at turning pockets of social and economic exclusion and informality into inclusive, safe, resilient, and vibrant areas, ICDP put together a broad menu of complementary investments in physical infrastructure /service provision, social cohesion, and social and economic inclusion. The project followed the strategic guidance within Jamaica’s CRP and was designed to facilitate people living in 18 inner-city communities to participate in and benefit from the development process for an improved, healthy, and secure environment. The ICDP closely coordinated with the Citizen Security and Justice Programme (CSJP), the flagship crime prevention program of the GoJ, that was supported by the Inter-American Development Bank (IDB), the Department for International Development (DFID), and 1 Jamaica’s latest intentional homicide rate is 43.9 per 100,000 people as of 2018 (Source: The World Bank Database, https://data.worldbank.org/indicator/VC.IHR.PSRC.P5?end=2018&locations=JM&start=1990). Page 6 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) the Canadian International Development Agency. 5. The ICDP was fully aligned with the World Bank Group (WBG) Jamaica Country Partnership Strategy (CPS) 2010–2013, and contributed to its second pillar, ‘Promote inclusive growth’, through supporting two of the three results areas: ‘Strengthening human capital’ and ‘Crime and violence prevention’. It was also informed by the ongoing consultations for the 2014–2017 CPS, whose overarching goal was to help Jamaica build the foundation for sustainable inclusive growth in line with Vision 2030. The project addressed the Bank’s overarching goals to end extreme poverty and promote shared prosperity. The project also supported the Millennium Development Goal ‘Cities without Slums’ (Target 11), which at the time called explicitly for significant improvement in the lives of at least 100 million slum dwellers by 2020. Page 7 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Theory of Change (Results Chain) 6. Figure 1 summarizes the project’s Theory of Change (ToC), which articulates a multidimensional set of interventions within the key components. The individual interventions have a greater impact in aggregate to support the achievement of the PDO and intermediate outcomes, as well as long- term outcomes and impacts. Figure 1. Theory of Change Page 8 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Project Development Objectives (PDOs) 7. The PDO, as stated in the legal agreement and in the Project Appraisal Document (PAD), is to enhance access to basic urban infrastructure and services, and contribute towards increased community safety in selected economically vulnerable and socially volatile inner-city communities of Jamaica. Outcome Indicators 8. The outcome indicators to measure project outcomes were: (a) Increased access to quality services and improved basic infrastructure for residents in project areas (#); and (b) Increased perception of public safety for residents in project areas (%). Components 9. The project comprised four components: - Component 1: Basic Infrastructure and Access to Services (Estimated Allocation: US$28 million, Utilization: US$28.88 million). This component focused on developing infrastructure investments across project communities according to identified community priorities, including, among other things: (a) widening, rehabilitating, and paving existing roads; (b) improving storm water drainage; (c) installing water supply and sanitation (WSS) household connections and promoting behavioral change for the use and maintenance of WSS infrastructure; (d) improving electricity connections and lighting through (i) the installation of street lighting, (ii) the extension of the electricity network and regularization of illegal electricity connections, (iii) promoting behavioral change for the use and maintenance of electricity connections and lighting, and (iv) supporting environmentally sustainable lightning; (e) rehabilitating educational facilities; (f) removing zinc fences and replacing them with permanent structures; (g) constructing community integrated spaces and mobile mediation centers; and (h) improving the cleanliness of project communities through: (i) the provision of equipment, (ii) the construction of skip enclosures around dumpsters, (iii) the carrying out of cleanup and maintenance activities by Environmental Wardens, and (iv) the provision of results-based incentives to: (A) the National Solid Waste Management Authority (NSWMA) for the provision of waste collection and recycling services and (B) Community-Based Organizations (CBOs) and Environmental Wardens for the carrying out of litter management and collection; all located in results-based financing (RBF) Community Areas. - Component 2: Public Safety Enhancement and Alternative Livelihoods (Estimated Allocation: US$7.2 million, Utilization: US$6.91 million). This component focused on supporting the development and roll- out of programs that focus on key safety concerns and high-risk groups through, among other things: (a) implementing the ‘Violence Interrupter’ program and (b) strengthening school and community-based violence prevention interventions in selected communities, including, among other things: (i) the Safe Passages Program; (ii) the Programme for Alternative Student Support; and (iii) school-community and Page 9 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) after-school programs. Alternative livelihoods would be supported through, among other things: (a) implementing programs to engage youth in leadership and civic participation; (b) improving participation in community cleanliness through implementing cleanup programs and strengthening public awareness programs to improve the cleanliness of project communities; (c) strengthening micro-enterprises through designing a skills and knowledge transfer program and providing training in the following areas: business plan development, operations, accounting, marketing, human resources, and finance; and (d) implementing youth education and recreation programs (selected pursuant to the criteria set forth in the Project Operational Manual) to enhance learning and develop social and conflict mediation skills. - Component 3: Institutional Strengthening for Urban Management and Public Safety (Estimated Allocation: US$2.69 million, Utilization: US$1.11 million). This component focused on supporting institutional strengthening activities related to urban management by carrying out capacity building activities for selected entities of the GoJ responsible for urban management through, among other things: (a) providing technical assistance to the Ministry of Transport, Works and Housing to identify options for low-income housing in densely populated areas, including the development of a strategy to incorporate the private sector and nongovernmental organizations (NGOs) in low-income housing development; (b) providing equipment and technical assistance to the National Land Agency (NLA); (c) preparing an urban renewal plan for communities in and around downtown Kingston, including actions to address poor infrastructure and housing; (d) preparing a strategy for the renewal of inner-city communities considering infrastructure and housing stock; and (e) carrying out capacity building activities, as required, for governmental agencies responsible for the operation and maintenance (O&M) of basic infrastructure, including roads, water pipelines, sanitation facilities, drainage works, educational facilities, community centers, public spaces, skips, and drums. This component also focused on supporting institutional strengthening activities related to public safety by carrying out capacity building activities for selected entities of the country responsible for public safety through, among other things: (a) improving the coverage, range, and distribution of data collected by the Crime Observatory; (b) strengthening the governmental agencies’ capacity; and (c) providing training to community mobilizers and para- professionals for the incorporation of evidence-based principles and approaches for the implementation of those programs that focus on key safety concerns and high-risk programs, which are indicated above under Component 2. - Component 4: Project Administration (Estimated Allocation: US$4 million, Utilization: USS4.48 million). This component focused on supporting program management through, among other things: (a) carrying out project audits; (b) carrying out the financial management (FM) and procurement requirements under the project; (c) monitoring and evaluation (M&E) of project activities; (d) providing equipment and training for the Project Implementation Unit (PIU); (e) carrying out workshops and outreach activities to promote positive environmental and social behavior related to the project; (f) hiring an Independent Verification Agent (IVA) for purposes of the provision of RBF Incentives under Component 1 of the project; (g) providing technical assistance; and (h) financing operating costs. Page 10 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) B. SIGNIFICANT CHANGES DURING IMPLEMENTATION 10. In line with the thorough review conducted at mid-term, the project underwent a Level 2 restructuring on February 4, 20202 and the following changes were made to further refine the design: (a) scope adjusted to align with implementation conditions; (b) modifications to the results framework (RF); (c) minor reallocation of funds among disbursement categories; and (d) minor reallocation of funds among components. 11. On April 29, 2020, following the outbreak of Coronavirus Disease 2019 (COVID-19),3 the loan closing date was extended by one year (from May 1, 2020 to May 1, 2021) to enable the remaining project activities to be satisfactorily completed. The extended implementation period was intended to allow the ICDP to help mitigate the immediate impacts of the COVID-19 pandemic and support recovery in 18 vulnerable communities. Revised PDOs and Outcome Targets 12. The PDO and the outcome targets remained unchanged during project implementation. Revised Results Indicators 13. The PDO-level indicators were not changed through the restructurings. However, improvements were made to the RF through clarification of errors, deletion of some indicators, and addition of new intermediate indicators designed to better reflect the project’s achievements and impact. Baseline numbers were provided for new indicators, and Bank Corporate Results Indicators (CRIs)4 were added where appropriate. The revisions are detailed in Annex 1. 2 Following the mid-term review (MTR), when the overall rationale and content of the to-be-proposed project restructuring had been discussed and agreed on. It took GoJ longer time than anticipated to determine the final scope of the project restructuring. GoJ’s decision was subject to verification of progress of some of the key infrastructure-related works, which would provide more clarity in costs allocations, as well as determine the final scope of the infrastructure packages to be supported by the project. This delay in turn affected the timeline for the first restructuring. 3 In March 2020, with just over seven weeks remaining to the original project closure, the first case of COVID-19 was confirmed in Jamaica, which resulted in significant disruption to project activities. Due to the closure of schools, prohibition of gatherings, the directive to work from home, and disruptions in procurement and in the supply chain, civil works had to slow down or stop. The extension of the loan closing date by one year was processed to enable the remaining project activities to be satisfactorily completed and achieve the targets of the remaining six indicators (on access to sanitation, zinc fence replacement, road rehabilitation, school rehabilitation, civil registration, and schools’ critical incident reporting). 4 The CRIs added were: ‘People provided with access to improved water sources (Number)’ and ‘People provided with access to improved sanitation services (Number)’. Page 11 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Revised Components 14. Adjustments were made to accommodate unforeseen cost increases and savings under Component 1 as follows: (a) cost increases due to new specifications and standards for water pipes issued by the government; and (b) cost savings from unutilized funds initially allocated for SWM RBF incentives. The procurement and installation of the solid waste management (SWM) infrastructure, a prerequisite for implementation of the RBF and incentives schemes, took longer than expected. This reduced the overall implementation period of the RBF, and in turn the required funding for incentives. Refer to Section III.B for further details. 15. In response to the above, (a) the infrastructure works planned in two of the 18 communities were removed from the Integrated Infrastructure Packages (IIPs)5; and (b) the unutilized funds of US$113,430 initially allocated for SWM RBF incentives were reallocated to Category 16. Moreover, in view of implementation and institutional challenges, Component 3 was modified slightly for a more clearly defined, targeted, and impactful set of activities to ensure the sustainability of interventions. Components 1 and 3 were reduced by US$400,000 and US$100,000, respectively. The cost allocation for Component 4 was increased from US$4 million to US$4.5 million. Other Changes 16. The project narrative and scope were streamlined to align with changing implementation dynamics, including: (a) adjusted community and government priorities; (b) other donor or government initiatives with overlapping activities (that is, streetlighting under Component 1 and Violence Interrupters under Component 2); and (c) reframing of the social interventions under Component 2 for greater focus and consistency based on the socioecological model to prevent violence. These adjustments to the project design did not affect the PDO’s original formulation due to the holistic approach undertaken. Rationale for Changes and Their Implication on the Original Theory of Change 17. The changes made to the project, including their rationale, as elaborated above, did not affect the original ToC. 5Investments for these two communities were transferred to the GoJ-financed ICDP-2. 6 Asper the project loan agreement: https://documents1.worldbank.org/curated/en/332701468253737835/pdf/RAD872932448.pdf, Category 1 is for goods, works, non-consulting services, consultant’s services, and operating costs for Parts 1(a) through h(3), 2, 3, and 4 of the project. Page 12 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) II. OUTCOME A. RELEVANCE OF PDOs Assessment of Relevance of PDOs and Rating Rating: High 18. The PDO remained highly relevant to the WBG’s 2014–2017 CPS, extended to FY197 by the Performance and Learning Review, whose overarching goal was to help Jamaica build the foundation for sustainable inclusive growth in line with Vision 2030. The project is closely aligned with the third pillar of the CPS—Social and Climate Resilience, contributing to outcome 7, Increased opportunities for poor and vulnerable. 19. The PDO contributed to human capital development, social protection and inclusion, and the rule of law, which were among the strategic areas of focus in the latest implementation framework of Vision 2030—the Medium-Term Socio-Economic Policy Framework (MTF, 2018–2021) under each of the 15 National Outcomes under Vision 2030. The continued alignment of the ICDP with the GoJ’s current agenda and sector priorities is underscored by the GoJ’s ICDP-2, which builds on the solid foundation provided by the ICDP and delivers similar packages of social and infrastructure-related interventions in the seven communities initially selected8. ICDP-2 is funded by the GoJ’s own resources. The European Union, through its Citizen Security Plan (CSP), is also co- financing a part of ICDP-2. The key interventions and the integrated approach of the ICDP established a model that has been replicated by the GoJ with funding support from other development partners. 20. Given the continued alignment of the PDO to the GoJ’s current NDPs and priorities and the latest WB CPS, relevance of the PDO is rated High. B. ACHIEVEMENT OF PDOs (EFFICACY) Rating: Substantial 21. The PDO consists of two parts: (a) to enhance access to basic urban infrastructure and services and (b) to contribute toward increased community safety in selected economically vulnerable and socially volatile inner- city communities. Overall, the PDO indicators are relevant and adequate to assess project outcomes, complemented by a comprehensive set of output indicators at the intermediate level corresponding to the project interventions. At project close, the project had fully achieved its PDO indicators. Table 1 summarizes the achievements of each PDO indicator target. Table 1. Achievement of project outcomes PDO Unit Baseline Target Actual at Comment Indicators ICR 7There has been no WBG Country Partnership Framework or Systematic Country Diagnostic since the 2014-2017 CPS. 8 For instance, the community outreach model piloted under the ICDP will continue to be utilized by the Registrar General’s Department to engage communities in civil registration. ICDP-2 will also complete some of the infrastructure works that could not be completed under the ICDP, namely in the Anchovy and Treadlight communities, as well as the rehabilitation of the Treadlight Primary school (the latter was completed in 2020). Page 13 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) 1. Increased access Number 0 89,000 89,0009 Achieved. The result was computed based on the to quality services number of people with increased access to the and improved basic wide range of activities that the ICDP conducted, infrastructure for including SWM and infrastructure development. residents in project areas 2. Increased Percent 0 75.00 75.58 Achieved. The result at mid-term (2019) was 65.42 perception of public age percent, which served as baseline. At endline 1 (in 2020, safety for residents before the outbreak of the COVID-19 pandemic), the figure in project areas was 75.58 percent, and served as reference for the M&E against the target of 75.00 percent. A comprehensive review10 conducted by an M&E consultant looked at the mid-term evaluation, the final evaluations (2020 and 2021), as well as their respective survey results and applied a more robust definition of safety with an adjusted scale. This revised the midline figure to 76.75 percent and the final perception to 84.94 percent.11 Assessment of the Achievement of Each Objective/Outcome Objective 1: Enhance access to basic urban infrastructure and services - Substantially Achieved 22. PDO Indicator 1 measured aggregate beneficiaries of the infrastructure and SWM subprojects across the 18 communities. The linkages between project investments, including infrastructure, service provision, and institutional development, and their intended intermediate and outcome results contributing to Objective 1 are presented in Figure 1, ToC. Annex 1 presents the RF and the detailed outputs for the project. Annex 7 shows pictures of some of the infrastructure works supported by the project. 9 This is the estimated total population in the 18 communities that were within the project scope. The assumption is to look at the community as a whole, without considering the population change through the project years. 10 M&E Technical Report on Troubleshooting the data analysis for PDO2 Indicator, WB ICDP Project Team. 11 The firm that conducted the final evaluation in 2021 erroneously applied a 1-11 scale to assess the following statement, “On a scale of 0 - 10 how safe do you feel since the implementation of ICDP activities (walking at nights, days, and so on),” classifying the respondents who answered 8 or higher on a 11-point scale as safe. The M&E consultant converted the 11-point scale into a traditional Likert 5-point scale and considered the original responses above 6 as safe. Page 14 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) 23. Seven of the nine intermediate12 results indicators contributing to Objective 1 achieved and/or surpassed the targets. The only indicators that did not fully achieve their targets were ‘Households with zinc fence replaced with permanent fencing’13 and ‘People provided with access to improved sanitation services’14 (refer to Table 2). 24. Some of the achievements toward Objective 1 are: • The innovative SWM approach changed the face of the ICDP communities. Planned activities were implemented, with the exception of some social marketing activities15 due to the COVID-19 pandemic. The cleanup and public awareness programs under the ICDP have led to transformational behavior change at the community level, with residents taking their waste to the bins and skips, and to the NSWMA’s enhanced performance in waste collection.16 • Investments in WSS, despite the challenges to fully operationalize the service, laid the foundation for household connections and allowed access to basic services that were previously either inadequately provided or were absent. • Road works across all communities and the substitution of zinc fences by traditional concrete blocks or un-plasticized poly vinyl chloride (UPVC) walls (done in 10 communities) provided a much more dignified ambience and also contributed to safety. Small green spaces and beautification interventions were also carried out using community-based contracting. • The number of local employees and CBOs trained in project-related urban management and public safety was almost seven times the original target. This created a cadre of professionals and community leaders able to contribute to the maintenance of the investments. • The project implemented Safe Passages along selected travel routes of students in eight ICDP communities (including construction/rehabilitation of sidewalks, installation of guardrails, road safety 12 The intermediate indicator on institutional strengthening, ‘Local employees and CBOs trained in project related urban management and public safety’ , contributes to both objectives of the PDOs. 13 The number of households reached under the removal and replacement of zinc fencing fell below the target by 1,000 households. The scope of this activity was reduced with fencing work removed in two project communities where topographical and geographical challenges proved the intervention to be not cost-effective; hence only 77 percent of the target households were reached. However, this shortfall did not impact the overall desired outcome of this activity. According to the final evaluation in 2021, among all activities, the zinc fence replacement/removal was rated the highest at 3.89/5.0 by the beneficiaries in effectiveness, indicating that the intended results were achieved under this activity. 14 The number of households reached under the access to improved sanitation services fell below the target by 1,000 households. The main reason for this was the unforeseen cost increase for water-related investments, largely due to the new requirements on material specifications. The complexities in the delivery of the sewerage solutions to two IIPs were an additional factor. 15 The planned social marketing activities were affected in the early project implementation stages by the delays in the works interventions (namely the IIPs and the electricity connections), as the research had indicated that timing of interventions needed to dovetail with delivery of services to build and keep residents’ trust and interest. Thus, while utility providers, CBOs, and community leadership were engaged and sensitized about the social marketing objectives and planned campaigns, the decision was made to delay implementation (with the exception of some school-based and SWM activities) until more headway was made with infrastructure and utility partners could be fully onboard. Coordination challenges with stakeholders and the onset of the Covid-19 pandemic then affected full deployment. 16 In addition, SWM-related school activities were mainly successful with creating environmental clubs, incorporating SWM aspects into the curriculum, developing greenhouses, initiating recycling activities, and replacing styrofoam and single-use plastic utensils and dinnerware. The Ministry of Health and Wellness’s public health objectives were supported by Chik-V and Dengue Warriors; surveillance data indicated that dengue outbreaks decreased after the three-month intervention. Page 15 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) signs, pedestrian crossings, and murals along the routes) and the rehabilitation of 17 schools. 25. The beneficiary survey found that several SWM activities were considered the most effective elements of the project, including the installation of garbage skips and regular collection of garbage. The 2021 evaluation17 indicated that close to 90 percent of respondents had positive feelings about their community post-project, compared to 21 percent positive responses before implementation. At the activity level, access to better roads was rated among the highest by the beneficiaries in terms of effectiveness. 18 The two final evaluations indicated that the project resulted in cleaner, healthier, and more aesthetic communities; reduced environmental pollution; sustainable SWM; improved regularization of utilities in underserved communities by the National Water Commission (NWC) and the Jamaica Public Service Company (JPS); and transformation of the physical infrastructures across communities. Objective 2: Contribute towards increased community safety in selected economically vulnerable and socially volatile inner-city communities - Substantially Achieved 26. The linkages between project investments and intended intermediate and outcome results contributing to Objective 2 are presented in detail in Figure 1, ToC, and in Annex 1. The ICDP took on a holistic approach that delivered commendable results given the challenging nature of the social interventions, with most activities planned under the component delivering benefits to more people than originally envisaged. In particular, through multi-tiered interventions following the socioecological model of violence prevention, the project addressed different pillars, with each pillar being a different level of society: youth, family, school, and community. The strong performance of these activities demonstrates that the holistic approach taken by the project is critical to create impact and strengthen social resilience. 27. Public safety enhancement focused on linking community members to existing government services, such as civil registration documents (for example, birth certificates, considered to be the key national identification document, and a requirement to enable access to the GoJ’s main social services, including health, education, and social welfare), and preventing/managing conflicts at the community, school, and home levels. The alternative livelihoods’ element focused on providing training, certification, and employment opportunities for youth, with the expected result that it would improve their potential to access full-time employment. It also included a focus on building the capacity of existing or emerging micro-enterprises in the respective communities. Refer to Annex 8 for details on the implementation of Component 2-related activities, including specifics of how the socioecological model underpinned the delivery of the activities, as well as for details on results achieved. 28. Five of the six intermediate indicators contributing to Objective 2 surpassed their targets, some by a significant margin: the ‘Number of people participating in educational programs’ was triple the initial target; the ‘Number of people in employment programs/activities’ was double the target; and the ‘Number of people who obtained formal certifications relating to skills development’ was more than two times the target. On 17 The final evaluation in 2021 applied a mixed survey and focus group discussion approach with a reduced yet focused scope. This aimed to fill the gap the initial final evaluation (2020) could not capture due to lack of completion of the project’s key infrastructure interventions at the time of the evaluation. The follow-up evaluation captured the impact of completed infrastructure interventions in the beneficiary communities, and entailed a small perception survey to re-capture more nuanced information on the community’s perception on improved infrastructure, cleanliness, and safety. 18 The beneficiaries were asked to share if the project activities had achieved various outcomes using a scale of 1 (strongly disagree) to 5 (strongly agree). Page 16 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) institutional strengthening, the ‘Requests for Crime Observatory data’ overachieved its original target, demonstrating the relevance of the Jamaica Crime Observatory (JCO) and its significantly improved capacity to collect, store, and analyze real-time data on violence and crime, thus supporting the GoJ’s ability to conduct evidence-based interventions. The results for each indicator are provided in Table 2 and in Annex 1A. 29. The results from the evaluation in 2020 showed the impact of the ICDP on residents’ perception of safety and security, which was significant, especially against the backdrop of ongoing challenges of both violence and crime within most of the ICDP communities during project years. Seventy percent of the respondents believed that their communities were safer for their children while 40 percent considered their community safe; in the control communities, this ranged from 24 to 27 percent. Table 2. Achievement of Intermediate- level Indicator Targets Project Result at Achievement Indicator and Means of Verification Baseline Target Component Completion Percentage 3. People provided with access to 0 5,000 13,00419 260 improved water sources Component 1 4. People provided with access to 0 2,400 1,38420 58 improved sanitation services (#) (Service 5. People in urban areas provided with provision access to regular solid waste collection 0 89,000 89,000 100 & under the project (#) 6. Solid waste skips installed in 0 60 5521 100 Basic communities (#) infrastructure) 7. People with access to electricity by 9,131 10,300 12,335 120 legal household connections (#) 8. Paved road surfaces and rehabilitated 0 40 km 47.4km 118 or constructed drainage 9. Schools with rehabilitated facilities (windows, doors, electrification, minor 0 18 1722 100 roof repairs) 10. Households with zinc fence replaced 3,07223 hh 0 4,000 h/h 77 with permanent fencing (#) (5,068m) 11. Persons who obtained civil 0 6,000 6,917 115 registration documents (#) Component 2 12. Number of community mediators 0 18 19 105 certified by the project (#) 193,251 laterals were installed, benefitting ~13,004 residents. Final handover of services to the water utility, metering of the connections, and customer onboarding are in progress. 20 Results equate to the JSIF’s inability to meet sanitation’s target due to project constraints in two IIPs: (a) the scope was cut from the Canaan Heights IIP due to the cost to procure the pump from overseas and install it within the community, by the project closing date, which resulted in a reduction of 217 laterals/868 persons and (b) the scope was also removed from Greenwich Town IIP, impacting the targeted results. 21 1,200 replacement bins were distributed across 16 ICDP communities (75 bins per community). Anchovy and Ellerslie Gardens communities opted not to participate in this initiative. 22 The 18th school (Treadlight Primary) was transferred to the GoJ ICDP-2 due to budget constraints and was completed in October 2020. 23 The project benefited 3,072 households (as opposed to the 4,000 households originally targeted) due to the reduction in scope. Only 10 of the original 12 communities were targeted, as issues emerged at the Russia and York Town communities. Page 17 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) (Public Safety 13. Number of schools indicating Enhancement) capacity for reporting on critical 0 10 324 30 incidents 14. Persons who participated in 0 4,500 13,795 275 educational program (#) Component 2 15. Persons who participated in 0 3,000 7,518 250 employment programs or activities (#) (Alternative 16. Persons who obtained formal Livelihoods) certifications relating to skills 0 500 1,12425 225 development (#) 17. Requests for Crime Observatory Component 3 data for research, planning, decision- 20 254 291 114 making, and service delivery (#) (Institutional Strengthening) 18. Local employees and CBOs trained in project-related urban management and 0 40 279 697 public safety Justification of Overall Efficacy Rating 30. The ICDP had a transformational impact on the 18 targeted vulnerable and volatile communities, despite some unforeseen challenges emerging at project exit. Based on the achievement of Objectives 1 and 2, the efficacy of the project is rated Substantial. C. EFFICIENCY Assessment of Efficiency and Rating Rating: Substantial Economic and Financial Efficiency 31. At appraisal, two different approaches were used for the economic evaluation: (a) cost-benefit analysis for water, sanitation, and drainage and (b) cost effectiveness analysis for roads. Economic benefits were measured using different approaches for each type of intervention. The economic evaluation for the 24 The Tier Fidelity Index (TFI) developed by the Ministry of Education, Youth and Information (MOEYI), which ranks and categorizes the schools based on the level of application to the school-wide positive behavioral intervention system (SWPBIS), indicates that the Rosseau Primary School was the best scored based on the overall adoption of the elements of the SWPBIS, with a score of 54. Most schools achieved scores between 34 and 50, which indicates they are adopting the framework, albeit additional time will be needed to institutionalize the framework. Denham Town and Tivoli High Schools have started reporting on critical incidents to the SWIPBIS consultant. Efforts to enable full reporting to the MOEYI however derailed due to the closure of face-to-face schooling. The MOEYI has committed to continuing efforts commenced under the ICDP Program under this subproject. 25 The RF in the last Implementation Status and Results Report (ISR) reported on the number of persons trained in skills development/workforce engagement (1921). Page 18 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Implementation Completion and Results Report (ICR) adopted the same methodology used at appraisal. As summarized in Table 3, the Internal Rate of Return (IRR) for the water and sanitation investments were significantly higher than estimated at appraisal 26 . Electricity investments (which were not evaluated at appraisal) also had a high IRR of 37 percent. The net present value of the investments in water, sanitation, and electricity is US$9.1 million. Moreover, the investments in roads, evaluated using the cost effectiveness approach, showed that the cost per kilometer at completion was 75 percent of the estimate at appraisal. Annex 4 provides details of the economic analysis. Table 3. Results of the Economic Evaluation NET BENEFIT (US$, Estimated IRR at Actual IRR thousands) Appraisal (Percent) (Percent) Water 8,690 36 49 Sanitation 22 5 11 Electricity 449 N/A 37 Implementation and Administrative Efficiency 32. Overall, the project delivered the majority of the planned outputs within the original budget envelope. It would also have been completed by the original closing date, if the COVID-19 pandemic had not affected implementation, as elaborated in Sections I.B and III.B. To mitigate the unanticipated cost increases, the project tightened or adapted the scope of several activities including, among other things, WSS and SWM. IIP support could not be provided for two communities under the ICDP, and such support was provided to them from a GoJ initiative. There were some procurement-related delays and inefficiencies, as further indicated in Section III on factors hindering overall implementation progress. Despite these, the PIU was able to get the most critical contracts awarded and executed on time. 33. Based on the above, efficiency is rated Substantial. D. JUSTIFICATION OF OVERALL OUTCOME RATING 34. The overall outcome of the project is rated Satisfactory, based on the High relevance of the PDO, and Substantial ratings for efficacy and efficiency. Gender 35. Gender considerations were a key element of the project. All stakeholders were clear on the mandate to ensure that the project interventions were gender inclusive. Several initiatives taken by JSIF contributed to a more gender inclusive environment: (a) maintaining female employment level above the national average for all interventions under the ICDP - more than 70 percent of the workforce on the SWM activities was female; 26It was not feasible to carry out a separate quantitative analysis for the drainage works, because the costs of the drainage investments could not be disaggregated from the costs within the larger infrastructure contracts. Page 19 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) (b) closely engaging with contractors and consultants to ensure equal pay for men and women, considering the significant disparity in the country; (c) promoting gender-neutral marketable skills by targeting female audiences for their participation; and (d) strengthening female participation in the CBOs through targeted capacity building. Women were a majority share (62 percent) of the people who indicated that they were happy with the level of engagement of their CBO in the ICDP and their improved capacity. This reflected the active role women played in the decision-making process of the project, and in turn, their positive impacts on concerned communities, including women and other vulnerable groups. Institutional Strengthening 36. Support for institutional strengthening, a relatively weak spot under the ICBSP, was given significant importance under the ICDP. Section III.A presented the rationale for the design of the institutional support under the project. The ICDP substantially strengthened the institutional capacity of key stakeholders by providing key technical resources to improve governance and coordination between Ministries, Departments and Agencies (MDAs), and communities to support service delivery and urban management. Specifically, support was provided to the following agencies in the focus areas: (a) Departments of Municipal Corporations: Disaster Management, Roads and Works, and Enforcement Planning; (b) NLA: Technical Assistance directly affected 182 staff (129 males and 53 females); (c) MOEYI: Literacy coaches and assessments with the low- performing students before school closures in March 2020 due to COVID-19;27 and (d) Ministry of National Security (MNS)/Jamaican Constabulary Force (JCF): Equipment and training were provided to the JCO. The JCO received support for data entry and analysis, training in GIS, and handheld devices to increase real-time reporting on crime scenes, as well as information and communication technology (ICT) equipment. 37. Capacity building of the MDAs was complemented by the capacity building of CBOs and training and equipping of Environmental Wardens and Water Wardens, creating a cadre of professional local service providers to engage with citizens and support the maintenance of investments in the 18 communities. A total of 279 local employees and CBOs were trained in project-related urban management and public safety. Capacity building and technical support to the MDAs as well as nongovernmental parties was further institutionalized or replicated in a few cases, as highlighted below: • The NSWMA implemented a pilot plastic bottle recycling project in Rae Town utilizing elements of the ICDP. The Environmental Wardens program has been replicated seasonally for public health purposes (that is, zika, chikungunya, and dengue) and the CSP Secretariat has indicated interest in replicating the Environmental Wardens approach. • The GoJ has funded the follow-on ICDP-2, which replicates the integrated methodology in seven communities.28 • The Registrar General’s Department (RGD) will continue to utilize community fairs for engaging residents around birth certificates and other civil documentation. 27Given the nature of the intervention and continued school closures due to COVID-19, it proved impossible to successfully execute activities virtually. However, literacy and numeracy materials were delivered to 31 schools with teachers trained. 28 Three of the seven communities (Denham Town, Greenwich Town, and Mt. Salem) were in the ICDP. Page 20 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) • The MNS has employed the data collectors post-project on a contract basis to continue data entry, validation, and analysis. • A Guidance Document has been developed to support the GoJ’s strategic plans for Urban Renewal for Community Development, building on the lessons from the ICDP, which can provide an integrated and transformational approach going forward. Poverty Reduction and Shared Prosperity 38. Component 1 of the project contributed to the local economy by providing employment and business opportunities for the poorer segment of the population. Educational and employment programs for skills development focused on the poor and will contribute to poverty reduction in the medium term. The interventions on alternative livelihood opportunities for socio-economically vulnerable youth contributed to enhanced safety and security in the community and promoted shared prosperity. III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME A. KEY FACTORS DURING PREPARATION 39. Soundness of project design. The ICDP, which was prepared timely as the follow-on project to the ICBSP, built upon lessons learned from the ICBSP. The communities to benefit from the ICDP were chosen based on: (a) volatility and vulnerability features; (b) priorities of the GoJ and key representatives of civil society; and (c) their nearness to the areas targeted by the ICBSP to enhance the synergies. The PDO was well formulated and realistic and was accompanied by a good RF for M&E, with a few shortcomings which later affected implementation, but were addressed by the PIU and the Bank (refer to Section IV.A for more details on M&E). The overall risk to achieving the PDO was appropriately assessed as Moderate. 40. The innovations of ICDP were exemplified by improving operation and ensuring complementarities in the public safety component, and through the RBF scheme for SWM. It focused on behavior change and building long-term sustainability through institutional strengthening. The design of ICDP took into account the major challenges facing the ICBSP in dealing with a multiplicity of organizations, which had varying capacities and incentives to perform satisfactorily. In response, the ICDP included Component 3 as an aspirational design to cover multifaceted technical assistance and capacity building activities, embracing a wide range of themes (low-income housing, land tenure, public safety, O&M, etc.) Component 3 included specific budget allocations to support several relevant MDAs and incentivize their performance in service provision, complemented by capacity building of a cadre of professional local service providers in the project communities, as specified in Section II.D. Moreover, institutional strengthening went beyond the typical capacity building-type of activities and was a built-in core feature of the project design. For example, the RBF scheme strengthened both the financial and technical capacity of NSWMA. 41. Government commitment and stakeholder involvement. The GoJ demonstrated strong commitment and ownership to the project. Various stakeholders, including the communities, CSOs, and government agencies, were actively involved in project design and preparation. Page 21 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) B. KEY FACTORS DURING IMPLEMENTATION 42. Adjustments were made to the original design to proactively adapt to the evolving needs throughout implementation. The key factors during implementation that were subject to and outside of the government control are presented below. Some of these issues surfaced from as early as the first year of implementation, while the pandemic affected the final year of the project. Factors subject to government control 43. Slow take-off of Component 1 and lengthy procurement procedures. Delays were to be expected under Component 1 as community development interventions require substantial foundational outreach. Lengthy approvals in accordance with Government Procurement Guidelines for interventions above a certain monetary threshold played a significant role in these delays, especially in the IIPs, where in some cases Cabinet approvals extended the procurement period by up to six months. Despite these challenges, the project picked up implementation after the initial two years, and the JSIF was able to get most contracts awarded and executed by project closure. Before the outbreak of the COVID-19 pandemic, the ICDP was on track to be completed by the original time period. 44. Collaboration among all parties and government support. The GoJ’s commitment to the project and support from relevant government entities facilitated project implementation. Substantial efforts were made by the JSIF to manage expectations and outline roles and responsibilities through the project institutional arrangements. The project benefited from close collaboration among the various government entities, the Municipal Corporations, the Social Development Commission (SDC), the CBOs, the WB team, and other stakeholders. As described in Section II.B (on outcomes), delays in the work for water supply and constraints in NWC resulted in insufficient support/outreach for behavior change, project information delays affecting timely deployment of water wardens, resource constraints to commit to hiring/engaging wardens post-project, and the uncertain expectations around a timeline for full-service provision to be in place post-project. Factors outside the control of government 45. Context-specific procurement/market and contract-management complexities and delays. The specialist nature of some consultancies resulted in low market uptake and multiple re-tenders after revisions/ rescoping of Terms of References (ToRs). The procurement for the Urban Renewal Strategy was particularly affected, as its initial (and ambitious) vision could not be achieved, and the services were scoped down. Procurement of waste compactor trucks was significantly delayed due to the challenges in finding trucks with the necessary specifications to be adopted for the NSWMA fleet and be repaired/maintained on the island. The limited (and varying) capacity of local contractors and consultants engaged in the design, supervision, and implementation of the IIPs also proved to be a challenge. 46. Cost increases and scope adjustments. There were unforeseen and inevitable cost variations in the IIPs as a result of the increased scope based on community engagement and changes to specifications (such as updated water pipe standards) and additional work due to the location of the communities. The mid-term Page 22 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) evaluation found that the loan would be overcommitted by approximately 10 percent, if all original project activities were retained. Two of the 18 communities therefore did not receive IIP investments and were transferred to the GoJ-financed ICDP-2. 47. Fiscal space. Utilization of cash resources and drawdown from the Bank depended on approval of adequate fiscal space from the Ministry of Finance and the Public Services (MoFPS) and the Office of the Prime Minister (OPM). When fiscal space was reduced, project activities had to be rescheduled to align with available funds. During the first year of implementation, there were no GoJ allocations for the project due to the International Monetary Fund (IMF) lending cap, which delayed the launch of the RBF schemes. In 2021, there was some uncertainty regarding both the amount that would be available to close out the project and when this could be accessed. Activities already contracted were therefore prioritized, while those still in procurement were monitored closely to ensure that contracts signed could be accommodated within the available fiscal space. This balancing act mainly affected equipment procurement, and when additional fiscal space was eventually granted in late 2020, sourcing and delivery were affected by the onset of the COVID-19 pandemic. During the GoJ’s financial year that ended March 31, 2020, utilization of cash resources held depended on the allocation of additional fiscal space and resulted in a number of project payments being pushed to April 2021, that is, just before project closing on May 1, 2021. 48. COVID-19 outbreak. In March 2020, Jamaica experienced its first case of COVID-19. The impact of the pandemic was significant during the final year of project implementation. Activities that were on track to be completed in March/April of 2020 were suddenly derailed with school closures, restrictions on gatherings for work and programs, shortage of goods and materials, and the general uncertainty and changing landscape within which the JSIF and its partners operated. Areas adversely affected included works delays, especially those under community-based contracting; social marketing; stakeholder coordination for sustainability of interventions; school-related activities (including the Safe Passages initiative, which could not be fully rolled out due to the island-wide closure of schools); job placements/work experience for alternative livelihood skills development (ALSD); and the JSIF’s own M&E efforts. There were also significant procurement delays, given the impact on logistics globally, so activities which relied on sourcing external goods and services, such as enterprise development and institutional strengthening of MDAs, were affected. More details on how the Bank and the PIU teams adapted to this shock, and how the Bank team provided guidance and support to the GoJ and JSIF to implement the project in the context of the COVID-19 pandemic, are provided in Sections IV.B and IV.C. IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME A. QUALITY OF MONITORING AND EVALUATION (M&E) Rating: Modest M&E Design 49. M&E design, including the results and monitoring framework, was overall soundly structured, with quantifiable indicators closely in line with the project activities. There were two PDO indicators for the two main aspects of the PDO, which required achievement of each PDO element to be assessed relying on a single Page 23 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) indicator. The PDO indicators were complemented by 17 intermediate indicators to assess achievement of project outputs/intermediate outcomes. The JSIF was assigned primary responsibility for collecting and verifying the data and for submitting progress reports annually to the Bank for each of the PDO indicators and semi-annually for the intermediate indicators, with support from other institutions that were clearly identified. At mid-term, an M&E consultant was engaged to review the RF, at which point shortcomings were revealed in the PDO indicator on public safety. These included faulty methodology for baseline data collection (which rendered it not comparable with the midline data collection, which was recognized as of reliable quality29), as well as a lack of information on the basis for defining the end target for the same indicator (the precedent set by the predecessor project was the only reference used). These shortcomings imposed downstream challenges to the JSIF and the Bank to ensure that robust metrics were used to track results on public safety. Further details on the reliability of the metrics related to the public safety component, and on how the design shortcomings affected the M&E implementation are provided in Section II.B and below, respectively. In view of this, the project M&E rating was downgraded to Moderately Satisfactory in the final ISR from the previous consistent track record of satisfactory performance. M&E Implementation 50. M&E implementation by the JSIF was thorough. The JSIF submitted quarterly reports on time, going beyond the requirement for semi-annual reports. An extended endline survey (part of the Borrower’s Final Evaluation in 2021) was conducted to fill the gap of the initial Final Evaluation, which had been completed in March 2020 (before the completion of the project’s key infrastructure interventions and before the outbreak of the COVID-19 pandemic). However, due to inconsistencies found in the final survey in 2021 (part of which, though not all, is attributable to the COVID-19 context), further review and assessment of the findings and methodology for the PDO-level indicator on the communities’ perception of safety were conducted by the Bank team at the time of project closing, as specified in Section II.B. These were completed during the preparation of the ICR through additional data cleanup and analysis to calibrate the findings. M&E Utilization 51. M&E data and information provided were effectively used to monitor implementation progress and inform project management and decision making. The project’s ToC was developed at mid-term, which helped the JSIF and the Bank teams to visualize the results chain, assess needed corrections, and prioritize activities. For instance, during the MTR, through an assessment of the track record of the indicators contributing to the social intervention (for example, civil registration for citizens, participation in educational and employment programs, and job placement rate), slow progress in some activities and the causes for delays were identified. These included delays in the issuance of the certification of mediators due to the Dispute Resolution Foundation’s (DRF’s) limited capacity, and in the Safe Passage pilot due to the delayed response to project affected persons (PAPs). Measures were then taken to tighten the activities based on the socioecological model, with more focused supporting themes. The M&E data were periodically collected and analyzed by the PIU to inform the relevance of the activities and the need for adjustment; for example, based on the participation rate for the trainings and to respond to the changing demands of youth, adjustments were made 29 The baseline was eventually discarded, as agreed by the JSIF and the Bank team. Page 24 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) to the ALSD Program with curriculum designed more in the market-ready and non-conventional areas. In addition, the M&E data on results and challenges contributed to the PIU’s communication effort to raise public awareness and enhance transparency. Justification of Overall Rating of Quality of M&E 52. Given the assessment provided above, the overall quality of M&E is rated Modest. B. ENVIRONMENTAL, SOCIAL, AND FIDUCIARY COMPLIANCE Environmental and Social Safeguards 53. The project was classified as ‘Category B’ and the safeguard policies triggered included Environmental Assessment (OP/BP 4.01), Physical Cultural Resources (OP/BP 4.11), and Involuntary Resettlement (OP/BP 4.12). An Environmental Management Framework (EMF) outlined the strategy and procedures, and the JSIF established its Environmental Management System (EMS) consistent with the EMF. Environmental screening was carried out for each activity and site-specific mitigation measures were included in the bid documents, in addition to the generic EMP (Environmental Management Plan). The cost of EMP implementation and monitoring was part of each infrastructure contract. Provisions for the implementation of environmental and safety mitigation measures were included in the bill of quantities of each subproject. The requirements for environmental health and safety management were also specified in consultants’ terms of reference and contracts. In addition, the EMS procedures manual described the roles and responsibilities of the different parties, and outlined the requirement for inclusion of the EMP in the contracts. The EMS was updated in 2020 and included a solid waste origin and disposal (SWOD) tool to track waste disposal from construction sites. 54. The JSIF prepared comprehensive COVID-19 Guidelines in consultation with the Bank and adopted several measures for site management in accordance with national requirements and international best practices. It established the COVID-19 Management Structure, including the Centralized COVID-Response Committee and the respective sub-committees, as outlined in the document. Training was provided to appropriate staff, including project managers. The JSIF had several consultations with the CBOs, contractors, and consultants regarding the response to the COVID-19 pandemic. The requirements of the COVID-19 Guidelines were communicated, and the documents were circulated. Daily COVID-19 sensitization meetings were encouraged at activity sites. There were no reported cases of COVID-19 infection at any of the sites. 55. According to the JSIF, there were no outstanding environmental issues at project exit. Most activities were handed over to the respective authorities, including the Municipal Corporations and other public utilities,30 for O&M. These entities received an orientation training on environmental management and the JSIF was informed that some of the entities already had established environmental performance requirements. Environmental compliance was rated Satisfactory at project completion. 56. Social risks were addressed appropriately during project preparation. Social impacts were considered 30 Outstanding measures to be taken by the JSIF (mostly by the NWC) to enable the final handover of the water services are detailed in Section II.B. Page 25 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) minor, involving the movement and upgrading of vendor stalls. A Resettlement Policy Framework (RPF) was prepared and disclosed to mitigate any associated risks. Abbreviated Resettlement Action Plans (A-RAPs) were prepared as required, and their quality improved with experience. Due to the COVID-19 pandemic, there were delays in completing the implementation of one particular A-RAP, as vendors voluntarily left the site and it was not possible to contact them. It was agreed that the JSIF would document their attempts to reach out to the vendors and prepare plans for the vendor stalls (that is, related to the allocation of vendor stalls in case vendors do not return). 57. Despite the challenges encountered (for example, the COVID-19 pandemic, which affected communication,31 and the difficulties in implementing a web-based platform, which could not be launched), there was a robust and well-functioning grievance redress mechanism (GRM) in place throughout project implementation. The use of the GRM increased over project implementation, as community awareness and understanding of the GRM increased through consultations; of the 89 complaints received, only one remained unresolved at project completion. 58. The project was therefore compliant with all applicable/triggered social safeguards policies, and the social rating was Satisfactory at project completion. Procurement 59. The procurement rating at project closing was Satisfactory. All project contracts reviewed during the Procurement Post Reviews (PPRs) were found to be in compliance with the Bank’s core procurement principles. The Systematic Tracking of Exchange in Procurement (STEP) data and figures were, however, often not up to date, and could not provide accurate or reliable information on the status of project procurement activities. In addition, procurement planning could be strengthened, as reflected in multiple changes to the Procurement Plan in a short period. Procurement delays were mostly related to the evaluation of providers’ submissions— such as bids, proposals, and expressions of interest—and to the time taken for the GoJ’s internal approvals of contracts. Financial Management 60. At the start of, and early in implementation, the FM arrangements needed to be strengthened in accounting, budgeting, and internal control. As implementation progressed, the JSIF was able to improve on the accuracy and timeliness of financial reporting, though challenges still existed to project close. During implementation, there were issues with expenditures being incorrectly paid or accounted for under the project due to payment requests not specifying which project component, category, and activities the payments were associated with (resolved in 2020), and the trial balance was noted to be out of balance since 2019 (unresolved at project close). 61. The FM ratings in the ISRs ranged between Moderately Satisfactory and Satisfactory. The Audit Report for FY2016 was submitted late and excluded key statements. For both FY2016 and FY2017, qualified opinions were issued by the private audit firm on the financial statements covering all projects managed by the JSIF, as the 31 Email, calls, social media, and data collectors continued to be used to fill the communication gaps during COVID-19. Page 26 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) cumulative cost of activities and community contributions were not fully ascertained and recorded for completed projects. This did not specifically impact the ICDP, as it did not have any community contributions. Effective FY2018, the audit for the project was shifted to the Auditor General’s Department in keeping with the approach for all Bank-funded projects. Subsequently, the audit opinions were unqualified and all but one report was submitted within the required time. The FM rating at project closing was Satisfactory. C. BANK PERFORMANCE Quality at Entry 62. Bank-supported projects that directly aim to reduce or prevent urban crime and violence were relatively new at the time of the ICDP32 appraisal. The project built on the groundwork and rich lessons of a series of previous interventions in Jamaica, including the ICBSP, and was closely aligned with the Bank’s engagement strategy in Jamaica. The Bank worked closely and effectively with the GoJ and JSIF in designing the project based on lessons learned on violence prevention and urban management, and sustainability through the inclusion of the RBF schemes and institutional strengthening. Environmental, social, and fiduciary assessments and instruments prepared at entry were appropriate (refer to Section IV.B for details). The JSIF was appropriately selected as the implementing agency based on its established track record in implementing the government’s poverty alleviation and community-based projects, as well its previous exposure to Bank safeguard policies, FM, and procurement procedures through several projects. Quality of Supervision 63. The Bank team’s performance during supervision was consistent, technically strong (especially on the prevention of crime and violence), and adaptive to the project’s implementation reality. Critical aspects for sector transformation were identified and supported early on in the project. The Bank engaged in a strong policy dialogue on the sustainability of various project interventions, starting from the MTR. 64. The Bank was proactive and flexible in responding to the evolving challenges and needs, and in adapting the project and its implementation accordingly for results and impact. The role and content of the project restructurings, especially the final one which recognized the need for an extension due to the COVID-19 pandemic on time, are already described in Section I.B. Training delivered under the alternative livelihoods program, for instance, was matched to market demand. Community engagement and messaging on social marketing were adapted to also include sanitation aspects; training and job placement activities, as well as community-based contracting approaches, were expanded in support of livelihoods. The Bank team provided guidance and support to the GoJ and JSIF on putting in place good practices to implement the project in the context of the COVID-19 pandemic, including support for the introduction of COVID-19 Guidance Protocols for on-site activities and support for remote teaching activities in 11 schools, as well as remote monitoring, electronic submission of documents for procurement, and additional worker safety measures. 65. During the seven years of implementation, 14 implementation support missions were carried out, with 32The 1996 Jamaica Social Investment Fund Project (P039029) and the 1998 Colombia Program for Development and Peace in Magdalena Medio (P046031) started to address the issues of urban crime and violence in the 1990s. Page 27 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) key Bank staff with appropriate skills as mission members. These were complemented by informal technical missions and field visits by the Jamaica-based team members, as appropriate. The Bank paid particular attention to ensuring compliance with Bank fiduciary and safeguards policies and requirements. The Bank team recorded implementation status and issues candidly in Aide Memoires, management letters, and ISRs. Important issues were flagged for management attention on time, and measures taken were recorded in detail, as well as followed up systematically. 66. During the COVID-19 pandemic, three virtual implementation support missions were held and contacts with the PIU became more frequent. The virtual missions emphasized stakeholder and beneficiary meetings to allow more opportunities for candid conversations. Photos, videos, and detailed contractual and supervision information were shared by the JSIF for works in particular, so that the Bank team could verify technical completeness. The Bank conducted an independent review of all infrastructure works virtually to complement the missions and the M&E results. The Bank also explored the option of using drones to take aerial photos to monitor implementation progress; however, this was dropped as many of the communities were affected by crimes and the use of drones was not permitted. Justification of Overall Rating of Bank Performance 67. At entry, the project built on the rich lessons from past and ongoing engagements, had the right level of ambition, and was well-designed. During implementation, the WB was proactive in supporting the JSIF in implementing the project satisfactorily in compliance with Bank fiduciary and safeguard policies. WB performance is therefore rated Satisfactory. D. RISK TO DEVELOPMENT OUTCOME 68. Electricity and water. There is a risk that the development outcomes achieved in the formalization of access to electricity and water connections might not be sustained. The issue of financial sustainability was raised by both utility partners. The JPS pointed out that given the high level of satisfaction with the ability to access electricity under the pay-as-you-use model, regular payments are expected after the project without significant fall-off. There is an indication of communities’ limited willingness to pay for water connections, which could be a hurdle for continued service provision. The NWC has rolled out an aggressive connection plan to ensure operation following project closing and wrote off previously unpaid bills to allow customers to start with a clean slate. It is expected that the NWC would complete their due diligence by 2022 yearend. There is a need for further outreach and education regarding public utilities. 69. SWM. The risk to the sustainability of waste management practices is relatively low, with continued regular collection by the NSWMA as a service provider and strong community awareness on waste management practices. Issues that might increase the risk to development outcome include: (a) wardens not being employed by the NSWMA; (b) irregular, infrequent collection of recyclables significantly affecting community plastic bottle recycling efforts; and (c) the social marketing program not being fully implemented. To mitigate these risks, the JSIF and NSWMA provided the Community Development Committees (CDCs) capacity building support to address maintenance challenges. It is reassuring that at project closing communities are placing waste in bins and taking ownership of community cleanliness, despite the Page 28 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Environmental Wardens no longer being active for more than a year. 70. Social interventions. There is a risk to the sustainability of the social intervention results. Multi-level interventions on service and infrastructure underpinned the project’s social interventions. A few activities under the project may be amplified, promoted, and supported by other ongoing and planned GoJ and donor initiatives, that is, ICDP-2 continues the support for civil registration and other innovative approaches that are piloted, but long-term gains depend on the institutionalization of the outreach model through integration within MDAs and partner entities. It will be critical for the GoJ to continue its coordinated governance approach involving multiple actors in urban management and in integrated community development/urban renewal/crime and violence prevention. The National Crime Victimization Survey (2019) commissioned by the MNS indicated that of the 6.8 percent of respondents who were aware of the ICDP (almost 144,000 persons), 81 percent believed the project to be effective. V. LESSONS AND RECOMMENDATIONS Integrated approach for transformational results in volatile and vulnerable communities 71. The integrated and multi-sectoral model underpins the transformational impact of the project on vulnerable and volatile communities, and having a tight yet flexible scope allowed the project to achieve higher impact. The ICDP’s combination of (a) infrastructure upgrading/access to services; (b) social and economic interventions that build human capital and support public safety; and (c) institutional strengthening of the JCO, CBOs, and MDAs was essential in bringing about transformation to the targeted communities. A multi-faceted, community-driven model/approach was essential for holistic and sustainable violence prevention programming; however, it was challenging to manage the large number of stakeholders and multiple small-scale procurements, which required significant time and effort from the PIU. The framing exercise at the MTR resulted in greater focus and consistency to the social interventions based on the socioecological model to prevent violence and tighten the interventions under the pillars of individual, family, school, and communities. This brought more efficiency to project implementation and contributed to the achievement of the intended results. 72. Future interventions would benefit from psychosocial support provided and integrated in a more strategic manner from the design stage, and its impact tracked separately. The ICDP implemented a strong package of ‘soft’ social interventions that underpinned and supported the ‘hard’ physical interventions in the thrust toward achieving results leading to community public safety. The activities were adjusted to reflect the demanding psychosocial needs that were identified as implementation progressed (for example, alternative livelihood skills training for youth, positive parenting training, and capacity building support for schools to strengthen critical incident management). The implementation results were satisfying. However, the project would have yielded more impactful results if these adjustments had been strategically integrated into the initial project design, instead of having been made in an ad hoc manner in response to demaends. This, including the project’s subsequent inability to track the possible behavior changes of the beneficiaries of psychosocial support were missed opportunities. Page 29 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Transparency, community engagement, and buy-in 73. It is important to inform project design and implementation through a consistent and inclusive community engagement process, starting at entry and continuing as implementation progresses. Understanding and validating demands from the communities was a key part of the ICDP preparation. Participatory stakeholder workshops allowed citizens to list and prioritize/rank investments at project entry. As implementation progressed, and as adjustments were needed to the original scoping of the activities for multiple reasons (including for cost overruns), it was paramount to remain engaged and transparent with project beneficiaries, which was done through various project communication mechanisms and participatory channels (SDCs, CDCs, and CBOs). 74. In community development projects involving multiple components and interventions, it is critical to maintain the right implementation rhythm and sequencing of investments, thus allowing project beneficiaries to recognize results from the early stages of implementation. This is particularly important for trust-building and public buy-in. The ICDP started with foundational work under the community outreach and social inclusion package of interventions contributing to public safety. By mid-term, there were visible results in the SWM agenda: the institutional arrangements were operational, most of the SWM-related infrastructure was in place, and the communities were much cleaner compared to the baseline. This was key to ensuring community buy-in and to feel valued through visible results, as the results of the other (more complex) integrated infrastructure works (roads, WSS, and drainage, for instance) could be seen only much later. Collaboration among multiple stakeholders and sustainability of project results 75. The engagement, commitment, and collaboration of multiple stakeholders over project/donor cycles is key to achieving satisfactory results and sustainability for a community-based project such as the ICDP. ICDP stakeholders were not limited to the implementation agency (JSIF), but also included CBOs, the local governments, and the multiple MDAs directly linked to sectors (such as planning, SWM, water and sanitation service provision, and public lighting). MDAs stakeholder engagement is vital to managing expectations, reaching agreements, and addressing issues that arise along the way and post-project at the highest levels, especially regarding O&M. While the ICDP had a number of incentives and institutional arrangements in place (such as the RBF scheme for SWM that involved communities, CBOs, and the NSWMA), success achieved varied based on capacities, agendas, and timelines. A good understanding of such institutional complexities is fundamental to design incentives at project entry that are binding and enforceable throughout project implementation and beyond. Sustainability requires the strengthening of partnerships across government and non-government actors, through a consolidated effort to enable shared governance and coordination to achieve sustainable results in urban management and in integrated community development/urban renewal/crime and violence prevention. Utility service providers, for instance, must ensure post-project support (including budget support) to continue systematic investments in behavior change to minimize non- compliance, and thus maintain outcomes. . Page 30 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS A. RESULTS INDICATORS A.1 PDO Indicators Objective/Outcome: Component 1: Enhance access to basic infrastructure and services Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Increased access to quality Number 0.00 80000.00 89,000.00 89,000.00 services and improved basic infrastructure for residents 14-Apr-2014 01-May-2020 04-Feb-2020 01-May-2021 in project areas Comments (achievements against targets): Target achieved. Increased access to quality services and improved basic infrastructure measures an aggregated impact of the wide range of activities that ICDP conducted, including waste management and infrastructure development/improvements. It was computed based on the number of people who had improved access to regular waste collection, which was contributed to increased access to quality service. Through the restructuring a typo in the system was corrected for the project end target to be consistent with that in the PAD – 89,000 (in the system it was mistakenly listed as 80,000). Page 31 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Objective/Outcome: Component 2: Contribute towards increased community safety in selected economically vulnerable and Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Increased perception of Percentage 0.00 75.00 75.58 public safety for residents in project areas 06-Feb-2016 01-May-2020 01-May-2021 Comments (achievements against targets): Target achieved. The Beneficiary Satisfaction Survey (2020) conducted by a firm identified that 75.58% of the respondents in ICDP communities reported that they felt safe walking in their communities. A follow-up BSS was conducted in 2021, again capturing the perception of safety, A comprehensive review of the final evaluations and survey results was conducted by an M&E consultant to address the inconsistencies in the data presentation and narrative analysis. Applying a more robust definition of safety with an adjusted scale, the final result would be 84.94%. Following a comprehensive review at the mid-term of the baseline and mid-term surveys by the project team to ensure sound methodology and reporting of public safety-related results, the restructuring proposed to disregard the baseline figure (which would not be comparable with the mid-term one due to inconsistent methodology applied to collect data). Therefore, a baseline figure of 0 was reflected in the system, and the project would be assessed at closing through comparison between the mid-term and the final survey findings. A.2 Intermediate Results Indicators Component: Basic Infrastructure and Access to Services Page 32 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Number of people in urban Number 0.00 80000.00 71,000.00 89,000.00 areas provided with access to regular solid waste collection 14-Aug-2014 01-May-2020 04-Feb-2020 01-May-2021 under the project Comments (achievements against targets): Target achieved. Tracking of this indicator was done in accordance with the Project’s RBF scheme. Positive results in nine ICDP and six ICBSP communities were assessed and reported by an independent verification agent throughout Project implementation. CBOs also consistently reported good performance in the collection in all 18 ICDP communities (89,000). Through the restructuring, The end target was revised to 1) correct a typo: The original target in the PAD was 50,000, yet in the system, it was reflected as 80,000; 2) better capture the beneficiary population size: When the project was prepared, the beneficiary communities for the SWM results-based financing scheme were not selected upfront, so the average community size from the predecessor ICBSP project was used to estimate the beneficiary population. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Solid waste skips installed in Number 0.00 60.00 55.00 communities 14-Apr-2014 01-May-2020 01-May-2021 Page 33 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Comments (achievements against targets): Target achieved. 100% of the enclosure activities were completed at the end of December 2016. During implementation, it was technically feasible to install 55 skips only, which was deemed adequate without compromising full performance given the local context. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion People with access to Number 9,131.00 10300.00 12,335.00 electricity by legal household connections 14-Apr-2014 01-May-2020 01-May-2021 Comments (achievements against targets): Target achieved by 120%. 801 connections were put in place, which benefits 3,204 people. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Paved road surfaces and Kilometers 0.00 40.00 47.40 rehabilitated/ constructed drainage 14-Apr-2014 01-May-2020 01-May-2021 Comments (achievements against targets): Page 34 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Target achieved by 118%. Barrett Town (1.7km); Hannah Town (2.4 km); Tivoli Gardens (3.1km); York Town (5.4km); Wilton Gardens (1.6km); Russia (2.3 km); Granville (2.1km); Steer Town (1.9 km); Majesty Gardens (1.3km); Greenwich Town (7.1 km); Denham Town (6.5km); Rose Town (3.1km); Maxfield Park (5.6km); Canaan Heights (1.4km); Retirement (1.9km) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Schools with rehabilitated Number 0.00 18.00 17.00 facilities 14-Apr-2014 01-May-2020 01-May-2021 Comments (achievements against targets): Target achieved. Rehabilitation of Tredlight Primary, which was initially planned under ICDP was completed with GoJ's own budget. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Households with zinc fence Number 0.00 4000.00 3,072.00 replaced with permanent fencing 14-Apr-2014 01-May-2020 01-May-2021 Comments (achievements against targets): Page 35 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Target achieved by 77%. The scope of this activity was reduced in the following communities: - Russia. JSIF learned that the topography of the community made it more costly and time-consuming to establish the foundation of permanent fencing. Therefore, Russia only received road works. - York Town. The dispersion of the population of the community made the zinc fence replacement not cost-effective. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion People provided with access Number 0.00 5000.00 13,004.00 to improved water sources 14-Apr-2014 04-Feb-2020 01-May-2021 Comments (achievements against targets): Target achieved by 260%. Through the restructuring, this corporate indicator was added to replace the original indicator, "Piped household water connections affected by rehabilitation works undertaken under the project". Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion People provided with access Number 0.00 2400.00 1,384.00 Page 36 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) to improved sanitation 14-Apr-2014 04-Feb-2020 01-May-2021 services Comments (achievements against targets): Target achieved by 58%. Among other aspects, one of the reasons for not fully achieving the target was the unforeseen overestimation of costs for the water-related investments. At mid-term implementation, new requirements from the Utility regarding pipe specifications came up and overall affected the budget for the IIPs (therefore pushing for a scope tightening of the sanitation investments). Through the restructuring, this corporate indicator was added to replace the original indicator, "households provided with access to rehabilitated or newly constructed sanitation facilities (#)". Component: Public Safety Enhancement and Alternative Livelihoods Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Persons who obtained civil Number 0.00 6000.00 6,917.00 registration documents 14-Apr-2014 01-May-2020 01-May-2021 Comments (achievements against targets): Target achieved by 115%. Page 37 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Persons who participated in Number 0.00 4500.00 13,795.00 educational programs 14-Apr-2014 01-May-2020 01-May-2021 Comments (achievements against targets): The original indicator: Persons who participated in educational and skills training programs or activities (Number, Custom) Target achieved by 275%. Through the restructuring, this indicator was revised from "persons who participated in educational and skills training program or activities" to "persons who participated in educational programs" to reflect different educational activities. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Persons who participated in Number 0.00 3000.00 7,514.00 employment programs or activities 14-Apr-2014 01-May-2020 01-May-2021 Comments (achievements against targets): Target achieved by 250%. Page 38 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Persons who obtained formal Number 0.00 500.00 1,124.00 certifications relating to skills development 14-Apr-2014 01-May-2020 01-May-2021 Comments (achievements against targets): Target achieved by 225%. The Results Framework in the last ISR reported on the number of all the persons trained in skills development/workforce engagement (1921). Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Number of community Number 0.00 18.00 19.00 mediators certified by the project 14-Apr-2014 04-Feb-2020 01-May-2021 Comments (achievements against targets): Target achieved. Page 39 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Through the restructuring, this indicator was added aiming to address an intermediate indicator dropped - "conflicts mediated by certified mediators". This indicator was dropped because the definition and validation of conflicts used for the baseline was not available from the Dispute Resolution Foundation (DRF), and thus follow-up was not possible. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Number of schools indicating Number 0.00 10.00 3.00 capacity for reporting on critical incidents 14-Apr-2014 04-Feb-2020 01-May-2021 Comments (achievements against targets): Target achieved by 30%. Due to COVID-19 national restrictions, all schools were closed from March 12, 2020, till project closing. Planned capacity building training was provided to all 10 schools equally, yet due to the continued school closure, it was not possible to measure the school's capacity to report the critical incidents before the project closing. Through the restructuring, this indicator was added aiming to address an indicator that is getting dropped - "reported incidents of violence and/or disruptive behavior involving students in and around school premise". This indicator was dropped due to the inability of schools to report consistently on critical incidents. Component: Institutional Strengthening for Urban Management and Public Safety Indicator Name Unit of Measure Baseline Original Target Formally Revised Actual Achieved at Page 40 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Target Completion Requests for Crime Number 20.00 55.00 254.00 291.00 Observatory data for research, planning, decision- 14-Apr-2014 01-May-2020 04-Feb-2020 01-May-2021 making and service delivery Comments (achievements against targets): Target achieved by 114%. Requests were received from CAPRI, MOH JCF, MNS (Protective Security Policy), World Bank, CSJP, DFID, PIOJ, CRP, JSIF, MNS Executive Management, and Policy, and academic institutions. The original end target was annual. Through the restructuring, in order to more holistically capture the impact of the project, the end target was changed to cumulative figures. Formally Revised Actual Achieved at Indicator Name Unit of Measure Baseline Original Target Target Completion Local government employees Number 0.00 40.00 279.00 and CBOs trained in project related urban management, 14-Apr-2014 01-May-2020 01-May-2021 and public safety Comments (achievements against targets): Target achieved by 697%. Page 41 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Page 42 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) B. KEY OUTPUTS BY COMPONENT Objective/Outcome 1 Outcome Indicators 1. People provided with access to quality services and improved basic infrastructure in ICDP communities 1. People provided with access to improved water sources 2. People provided with access to improved sanitation services 3. People in urban areas provided with access to regular solid waste collection under the project Intermediate Results 4. Solid waste skips installed in communities Indicators 5. People with access to electricity by legal household connections 6. Paved road services and rehabilitated or constructed drainage 7. Schools with rehabilitated facilities (windows, doors, electrification, minor roof repairs) 8. Households with zinc fence replaced with permanent fencing 1. IIPs completed in 15 communities—excluding three communities (Anchovy and Treadlight, omitted at the first project restructuring/scope tightening; as well as Ellerslie for which the project was terminated). Works overall included rehabilitation of existing roads, improvement of the storm water drainage, and installation of WSS for household connections to be installed and sustained by communities and supported by the NWC through public education and social marketing campaigns. Key Outputs by Component 2. Over 800 households (3,200 residents) gained access to electricity connections. Approximately 125 (linked to the achievement of households in Rose Town and Granville, which were certified by government electrical inspectors, remain to be the Objective/Outcome 1) connected and will be supported under the GoJ Electrification Project currently being implemented by the JSIF. 3. 10 zinc fence substitution projects completed, involving the substitution of zinc fences by traditional concrete block or UPVC walls 4. 55 skips as well as skip enclosures were installed across all 18 communities; 1,200 bins were replaced across 16 communities as part of the JSIF’s exit strategy; four compactor trucks were delivered to the NSWMA to Page 43 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) support garbage collection; 165 Environment Wardens were hired to support ongoing SWM; 15,000 styrofoam replacement utensils and dinnerware were distributed across all primary schools to support the GoJ ban on single-use plastics. 5. 43 greenhouses started/reactivated across schools and communities to support sustainable agricultural practices and food security in alignment with MOEYI policies 6. 38 small green spaces created across 18 communities, most of which had been informal dumpsites 7. 17 schools rehabilitated—the 18th (Treadlight) completed under the GoJ-funded ICDP-2 8. Safe Passages Project in 8 communities, with interventions in school and community sensitization and training on road safety, and physical transformation of the routes, construction/rehabilitation of sidewalk, installation of guardrails, road safety signs, pedestrian crossings, murals, and so on. 9. 18 CBOs trained in leadership and proposal writing to include fundraising 10. 17 CBOs training in maintenance and disaster preparation management techniques 11. 16 CBOs trained and registered as legal entities 12. Delivery of key technical resources to the MDAs to support service delivery and urban management, including Municipal Corporations, the NLA, MOEYI, and Registrar General’s Department 13. Development of Urban Renewal Strategy for Community Development; a guidance document for Urban Renewal was formulated through multi-stakeholder consultations to support the ICDP exit strategy and the GoJ’s Urban Renewal Agenda Objective/Outcome 2 Outcome Indicators 1. People indicating a perception of increased public safety in ICDP communities 1. Persons who obtained civil registration documents 2. Number of community mediators certified by the project Intermediate Results 3. Number of schools indicating capacity for reporting on critical incidents Indicators 4. Persons who participated in educational programs 5. Persons who participated in employment programs or activities 6. Persons who obtained formal certifications relating to skills development Page 44 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) 7. Requests for Crime Observatory data for research, planning, decision making, and service delivery 8. Local employees and CBOs trained in project-related urban management and public safety 1. (Youth Pillar) Trained 1,721 youth under the ALSD Program, providing upskilled training to youth seeking alternative avenues to income generation while promoting sustainable growth and improvements 2. (Youth Pillar) Training provided to at-risk youth in traditional areas such as plumbing and welding as well as non-traditional areas such as business process outsourcing, lifeguard training, filmmaking, and advanced plumbing in leak detection and repairs; it increased job prospects for over 600 young people. 3. (Youth Pillar) Pre-COVID-19 placement rate of over 38%, transition from skill learning to in-demand skill and placement to globalization of skill and high income earning 4. (Youth Pillar) Mainstreaming of best practices through handover to the Human Employment and Resource Training Trust (HEART Trust) introduction of new models and modalities, development of training standards 5. (Youth Pillar) Support to the NWC and Component 1 in the provision of access to water through training and deployment of 76 Water Wardens, more than 2,000 leak detection and household readiness assessments Key Outputs by Component completed, community sensitization, support for the NWC and JPS entry into communities (linked to the achievement of 6. (Family Pillar) Supported the MOEYI’s Behavior Change Project: SWPBIS within eight schools in Region 1. Tier the Objective/Outcome 2) II Workshop was successfully completed, thus completing all training and capacity building targeted under the project. Overall value of support exceeded JMD 10 million. 7. (Family Pillar) Capacity built for parents and the MOEYI’s National Parent Support Commission (NPSC) through parenting training, and provision of a one-year Zoom license to the NPSC to support their virtual training and mentorship for parents in the targeted ICDP communities. 8. (Family Pillar) Incorporated the MOEYI as implementing partner, bringing results closer to policy and practice 9. (Family Pillar) Over 6 capacity development workshops held to support over 100 school administrators, teachers, and so on across 8 schools 10. (Family Pillar) 6,917 birth certificates delivered to date. Over 8,000 birth certificates have been collected by various mechanisms deployed in the community. Distribution and verification efforts were significantly affected by the COVID-19 pandemic. Seventy-two persons employed under the project. These persons conducted door-to-door canvassing and registration and were present during outreach events. Page 45 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) 11. (School Pillar) Provision of general education support to the underserved schools within the 18 ICDP communities to achieve quality learning outcomes 12. (School Pillar) Numeracy and Literacy: Completion of numeracy and literacy deliveries to 31 schools (manipulatives and books) 13. (School Pillar) Inclusive resource rooms identified and equipped with various kinds of manipulatives and learning aides for 31 schools. The capacity of 93 teachers was built to support the many different learning styles, to “recognize various kinds of language-based learning challenges in the classroom and to equip the teachers with 21st century teaching practices.” 14. (School Pillar) STEAM (Science, Technology, Engineering, Art and Math): Completion of STEAM deliveries (manipulatives) to 31 schools 15. (School Pillar) Completion of STEAM Training for 124 teachers at 31 schools 16. (School Pillar) Road safety improvements using the Crime Prevention Through Environmental Design provided to students and other road users along specific streets and thoroughfares 17. (School Pillar) Completion of holistic intervention to include behavior change workshops with school staff, students, and community; M&E; and integration of access for persons with disabilities (PWD). 18. (Community Pillar) Provided support to micro and small entrepreneurs (45 in Cohort 1, and 200 lay entrepreneurs in partnership with JPS Foundation in Cohort 2) to sustain and create additional employment via equipment to expand and scale operations and through targeted training and monitoring to ensure sustainability, with provision of equipment 19. (Community Pillar) 54 Community Mediators trained 20. (Community Pillar) 19 Community Mediators certified 21. (Community Pillar) Grants for community-level activities and youth-based initiatives with over 300 direct youth beneficiaries Page 46 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION A. TASK TEAM MEMBERS Name Role Preparation Eric Dickson Task Team Leader Yingwei Wu Procurement Specialist Md Mozammal Hoque Financial Management Specialist Martin Henry Lenihan Social Specialist Patricia Maria Fernandes Social Specialist Michael J. Darr Environmental Specialist Adam Shayne Lead Counsel Silpa Kaza Team Member John Morton Team Member Angelica Nunez del Campo Team Member Joan Serra Hoffman Team Member Claudia Lorena Trejos Team Member Farouk Mollah Banna Team Member Gabriela Grinsteins Team Member Kimberly Nicole Burrowes Team Member Luz Maria Gonzalez Economist Supervision/ICR Emanuela Monteiro, Silpa Kaza Task Team Leader(s) Vinicius Lima Moura, Luciano Wuerzius Procurement Specialist(s) Deborah Grace Watson Financial Management Specialist Chloe Fevre Team Menber - Social Development/Violence Prevention Gibwa A. Kajubi Social Specialist Shakil Ahmed Ferdausi Environmental Specialist Hana Salah Social Specialist Lelia Sampaio Werner Team Member - Disbursement Jorge Enrique Rodriguez Pinilla Team Member - Engineering/Civil Works Fen Wei ICR Main Author Elad Shenfeld Team Member Mariko Yamamoto Team Member - Social Development/Violence Prevention Luz Maria Gonzalez Economist Cecilia De Santis Team Member - Local Support Patricia Gomes de Araujo Pereira Team Member Page 47 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) B. STAFF TIME AND COST Staff Time and Cost Stage of Project Cycle No. of staff weeks US$ (including travel and consultant costs) Preparation FY14 25.862 143,127.70 Total 25.86 143,127.70 Supervision/ICR FY15 16.231 108,118.86 FY16 24.211 107,412.86 FY17 22.314 102,092.45 FY18 26.442 191,460.69 FY19 19.521 126,294.01 FY20 32.127 209,900.76 FY21 19.99 92,050.75 FY22 8.35 45,590.35 Total 169.19 982,920.73 Page 48 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) ANNEX 3. PROJECT COST BY COMPONENT Amount at Approval Actual at Project Percentage of Components (US$M) Closing (US$M)* Approval (US$M) Basic Infrastructure and 28.00 28.88 103 Access to Services Public Safety Enhancement 7.20 6.91 96 and Alternative Livelihoods Institutional Strengthening for Urban Management and 2.69 1.11 41 Public Safety Project Administration 4.00 4.48 112 Total 42.00 41.39 99 * ICDP’s disbursement deadline was extended from September 1, 2021 to November 1, 2021. Therefore, at the time of ICR prepara tion and approval, JSIF was still in the process of submitting final withdrawal application/s for the documentation of project expenditures. Actual expenditures stated above represent the best estimate submitted by JSIF and will be confirmed once the project is formally closed in Client Connection in November 2021. Page 49 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) ANNEX 4. EFFICIENCY ANALYSIS 1. At appraisal, two different approaches were used for the economic evaluation: (a) cost benefit analysis for water, sanitation, and drainage and (b) cost effectiveness analysis for roads. For water interventions, benefits were measured as savings in travel time to fetch water; for sanitation, as health benefits; and for drainage, as savings of the maintenance costs of roads. The discount rate used was 10 percent. The economic evaluation for this ICR followed the same methodology used at appraisal for the type of interventions selected at appraisal,33 and also included electricity and solid waste interventions. 2. A sample of communities was selected for the evaluation of each type of Intervention: For water and road interventions, Barrett Town, Wilton Gardens, Denham Town, and Majesty Gardens were selected; for sanitation, information from Wilton Garden was used; for solid waste, Barrett Town, Wilton Gardens, and Denham Town were selected; for electricity, information from Majesty Garden was used. Investment Costs 3. Investment costs of the interventions implemented under the project was US$41.39 million, which is almost identical to the US$42 million estimated at appraisal. Sixty-six percent was for basic infrastructure and access to services, 23 percent for security and livelihoods improvements, and the remaining 1 percent was for project management. Table 4. Investment Costs Completion Costs at Estimated Costs Nominal prices Components (US$ million) (US$ million) Basic Infrastructure and Access to Services 28.00 28.88 Public Safety Enhancement and Alternative 6.91 Livelihoods 7.20 Institutional Strengthening for Urban 1.11 management and public Safety 2.69 Project Administration 4.00 4.48 Sub Total 41.89 41.39 Front end Fee 0.11 Total 42.00 41.39 4. Completion costs were converted to prices at the time of preparation, taking into account the 44 percent depreciation of the Jamaica dollar against the U.S. dollar during the implementation period and local inflation of 27 percent. Figure 2 indicates the completion costs, cumulative depreciation, and inflation. 33 With the exception of drainage. Page 50 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Figure 2. Completion Costs, Cumulative Depreciation, and Inflation 2014–2021 Actual Investment Cost, Cumulative Inflation and Depreciation 2014-2021 20 1.60 18 Cum Depreciation 1.40 16 1.20 14 million USD 12 1.00 Cum. Inflation 10 Investment cost 0.80 8 0.60 6 0.40 4 2 0.20 - - 2014 2015 2016 2017 2018 2019 2020 2021 5. Estimated Costs versus Completion. The estimated costs at appraisal were US$42 million. Completion costs at 2014 prices were US$44.4 million, 6 percent higher than estimated at appraisal. Beneficiaries 6. Beneficiaries of interventions in SWM, water, electricity, and road improvement were higher than expected. Beneficiaries of electricity and road improvement surpassed the expected target by 20 percent; beneficiaries of solid waste surpassed the revised target by 25 percent and the original target 11 percent; and beneficiaries of water interventions were 2.6 times higher than planned. Table 5. Expected and Actual Beneficiaries Expected Targets Achieved Baseline May Original Revised 2021 Beneficiaries PDO Indicators 1. Increase access to quality services and - 80,000 89,000 89,000 89,000 improved basic infrastructure for residents 2. Increase perception of public safety for - 75 75 residents Intermediate Indicators - 1. Number of people in urban areas provided with access to regular solid waste collection - 80,000 71,000 89,000 89,000 under the project 2. Solid waste skips installed in communities - 60 60 55 55 Page 51 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) 3. People with access to electricity by legal 9,131 10,300 10,300 12,335 3,204 household connections 4. Paved road surfaces and - 40 40 47.4 47.4 rehabilitated/constructed drainage (km) 5. Schools with rehabilitated facilities (#) - 18 18 17 17 6. Household with zinc fence replaced with - 4,000 4,000 3,072 3,072 permanent fencing 7. People provided with access to improved - 5,000 5,000 13,004 13,004 water services 8. People provided with access to improved - 2,400 2,400 1,384 1,384 sanitation services 7. Other indicators did not achieve their targets: the number of schools rehabilitated was 17, instead of the 18 planned, Treadlight Primary school was improved through the Government’s budget; the number of households benefiting from fence replacement was 25 percent lower than expected as the communities of Russia and York Town were dropped; and households benefiting from sanitation services were 54 percent of estimates. Water Interventions 8. Water interventions consisted of new water connections and improvement of the existing water distribution system through replacement of water mains. The benefited communities now have access to a reliable water service. At the time of appraisal, residents obtained water from standpipes, and households without water connection spent about 20 minutes per day fetching water from standpipes. Some households with a water connection supplemented their water supply by buying water at US$27 per 1,000 gallons (US$7/cubic meter) that cost between US$400 and US$700 for the NWC to fill a tank. 9. The evaluation was conducted for Barrett Town, Wilton Gardens, Denham Town, and Majesty Gardens. For those without water connections, the avoided time spent fetching water was estimated as 20 minutes per day, with the value of time computed at US$1.4 per hour (at a minimum wage of JMD 1,100 per day) expressed in 2014 prices. For households with water connections, benefits were estimated as the avoided cost of US$27 per month to fill a tank of 1,000 gallons once per week paid to private vendors. Table 6 below shows the results of the economic analysis for water; further details are in the project files. Table 6. Results of the Economic Analysis for Water Interventions Expected Benefits Actual Benefits Net benefit Net benefit US$/household IRR (percent) US$/household IRR (percent) Water interventions 303 36 1,352 49 Sanitation 10. Sanitation interventions consisted of new sewerage connections along with main sewer pipelines Page 52 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) to transport sewage to a specific disposal site. The evaluation for this ICR was based on information from interventions at Wilton Gardens, which consists of 1,460 households. The completion cost was about JMD 31 million (US$240,000) and 126 households benefited from new sewerage connections. 11. Results from the evaluation based on the completion costs of sanitation and benefits foreseen during appraisal (US$226 per year per household) show that the intervention was economically feasible with net benefits of US$22,000 with a 11 percent return, which is higher than the 10 percent used as the discount rate and the 6 percent currently used by the WB for such interventions Table 7. Results of the Economic Analysis for Sanitation Interventions Expected Benefits Actual Benefits Net benefit IRR Net benefit US$/household (percent) US$/household IRR (percent) Sanitation interventions (699) 5 144 11 Solid Waste 12. The interventions in SWM included, among others, the provision of garbage compactor trucks; installation of garbage bins and skips; construction of solid waste infrastructure (concrete skip enclosures, drum enclosures, recycling stations, composting units, and metal bin enclosure); training of NSWMA personnel; chikungunya, zika, and dengue eradication initiatives; RBF; and training and engagement of community Environmental Wardens. Benefits from interventions in SWM include improvements in health; positive impacts on the ecosystem; aesthetic surroundings; recreational value of the area; land productivity; property value appreciation; and improvement in the well-being of the communities, the island, and the economy. Unfortunately, most of these benefits are difficult to quantify. 13. This evaluation tested different alternatives to measure the benefits. One alternative was to use the charges paid for solid waste collection to the NSWMA as a proxy to the willingness to pay. This approach was not appropriate as the fees charged by the NSWMA are very low and only 8 percent of NSWMA revenues come from tariffs. Another approach examined was through health improvement. There is evidence on the linkage between poor SWM and adverse health outcome.34 Health impacts caused by poor SWM include: (a) infection transmission, that could be bacterial, viral, and other disease- causing organisms; (b) bodily injury, including cuts, drowning, blunt trauma, and from chemicals; (c) long- term exposure resulting in cellular damage and cancer; and (d) emotional/psychological effects from strong smells and non-anesthetic views. Even though the literature shows evidence of the linkage of poor SWM to health, it cannot be quantified because of the lack of knowledge on the burden of the impact. 14. Another approach was to measure efficiency gains in the NSWMA’s management of solid waste. The NSWMA reported that because of the project it was able to increase its efficiency in collecting waste; the time taken per trip to collect waste in each of the communities improved from three hours to two hours. A final approach examined the unit cost per household as a reference of the minimum threshold 34 Ziraba, Abdahalah K., et al. 2016. “A Review and Framework for Understanding the Potential Impact of Poor Solid Waste Management on Health in Developing Countries.” Archives of Public Health 2016 74: 55. Page 53 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) required for the benefits to make the intervention viable. The estimated cost per household per month of US$4.6 is considered lower than the associated benefits from the intervention. Electricity 15. Before the project, a small percentage of households was connected to the grid. The lack of access saw issues from illegal hook ups, such as potential line overload, equipment damage, variation of voltage, risk of injury or even death, and risk of losing the house. It is estimated that 20 percent of the households with illicit hook ups had damages of US$300 per household per year. Through the implementation of the works, the households became legal customers and 93 percent of them have been paying their bills on a regular basis. 16. This evaluation was conducted for the interventions in Majesty Gardens. Six hundred and fifty- eight households benefited from the electricity interventions, which had an investment cost of US$186,000. It used the willingness-to-pay approach and the avoided-damage approach. The results in Table 8 show returns of 37 percent when using willingness-to-pay and 27 percent when using avoided- cost approach. Table 8. Results of the Economic Analysis of the Electricity Intervention Present Value of Flows (US$, thousands) COSTS BENEFITS NET BENEFIT IRR (%) Using Willingness to Pay 219 (includes O&M) 669 449 37 Using Avoided Cost 219 (includes O&M) 480 260 27 Roads 17. The surface of the roads targeted under the ICDP were either in need of complete rehabilitation or needed minor repairs. The poor state of the roads increased the cost of maintaining the roads, affected connectivity, and increased travel time and cost of operating the vehicles. After the intervention, the road surfaces improved: there were no potholes, the traffic was smooth, and connectivity improved significantly. The approach used for this evaluation is the same as used at appraisal, that is, cost effectiveness analysis. 18. The evaluation was conducted using information from interventions in Barret Town, Wilton Gardens, Denham Town, and Majesty Gardens. The annualized costs were estimated using the life of the intervention (25 years), the maintenance costs per year, and the distance. Results show that in all the communities the unit cost per kilometer is lower than the recommended cost at appraisal. Page 54 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Table 9. Results of the Cost Effectiveness Analysis of Road Interventions (Equivalent Cost Per Year) US$/km/year Actual/Recommended (percent) Costs estimated at appraisal 45,624 Actual costs Barrett Town 40,169 88 Wilton Gardens 26,727 59 Denham Town 35,790 78 Majesty Gardens 33,845 74 Average cost per km 34,133 75 Drainage 19. The capacity of the drains was inadequate and there was frequent flooding during rains, resulting in damage to the roads and properties. Drainage works were implemented in Maxfield Park, Majesty Gardens, Canaan Heights, York Town, Steer Town, Barret Town, Granville, Retirement, and Russia. After the drainage interventions, there has not been report of flooding and the cost of maintenance of the roads have decreased. However, a quantitative assessment of the economic returns was not possible as the costs could not be disaggregated, as they were embedded in broader contracts. Zinc Fence Replacement 20. Before the project, communities faced public safety and security issues due to the lack of protection from the zinc fences. In some communities (Barret Town is an example), gang members often used the zinc fences as safe havens to hide behind and even created mazes with them. Residents associated the zinc fences with ghettos. After the zinc fences were replaced in Barret Town, Granville, Hannah Town, Denham Town, Maxfield Park, Greenwich Town, Rose Town, Ellerslie Gardens, Steer Town, and Curatoe Hill/Canaan Heights, residents felt safer, and they have a sense of civic pride. The communities have been beautified, as residents have made improvements outside their houses. While this intervention had a big impact on residents, its associated benefits could not be quantified. Summary 21. The project interventions proved to be justifiable and had a positive impact on the development of the ICDP communities. The present value of the net benefits from these interventions is US$9 million and the IRR is 30 percent. All interventions show returns higher than the 10 percent discount rate. Page 55 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Table 10. Summary of the Results of the Economic Evaluation at Completion Present Value of Flows (US$, thousands) COSTS BENEFITS NET BENEFIT IRR (percent) Water 2,956 11,646 8,690 49 Sanitation 262 284 22 11 Electricity 219 669 449 37 Total 3,437 12,598 9,161 30 22. Results are reassuring as more benefits attained from the project were not quantified, such as health impacts, improvements of the ecosystems, and improvements to safety and well-being. 23. The results were better than expected. Water and sanitation interventions showed returns of 49 percent and 11 percent, respectively, higher than the estimated 36 percent and 5 percent. Table 11. Expected vs Actual Returns Expected (%) Actual (%) Water 36 49 Sanitation 5 11 24. The road component, evaluated using cost effectiveness approach, showed that the completion cost per kilometer was 75 percent of the estimate at appraisal. Page 56 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) ANNEX 5. BORROWER, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS Verbatim comments from GoJ/ Planning Institute of Jamaica 1. The ICR reflected the objectives, achievements, challenges, and the socio-economic value of the project. The narrative was succinct and efficient in its presentation of the status at end-of-project and captured the significant achievements over the period. In addition to immediate benefits, the fulsome impact of the ICDP on the target communities and the nation are expected to be evident in 3-5 years as the results of investment in human and organizational development at community level and the capacity- building at MDAs continue to bear fruit. 2. A few points require specific comment: a. Factors affecting implementation – Despite substantial efforts to ‘hit the ground running’, several activities experienced longer preparation or lag times than anticipated. These were linked to the following factors, which are instructive for future project planning: • Ambitious project design, while encouraging growth and transformational achievement, also resulted in several activities that could not be implemented due in part to unreadiness of the sectors to accommodate the proposed actions. These included the work around informal housing and land regularization, street lighting and urban renewal strategy paper. In some cases (notably around land regularization), while the interest and will was evident among stakeholders, it was simply not possible within existing legislative and other realities to achieve the desired outputs within the project lifespan. The ambitious reach of the urban strategy paper could not be accommodated by the market, as evidenced by successive failed tenders, resulting in a more modest but still instructive guidance document. • Community contexts – the target communities were selected specifically because of their vulnerability and volatility, characteristics which often impeded timely deployment due to outbreaks of violence, low-capacity levels within target groups, etc. In the latter years of the project (2017 onwards) the introduction of Zones of Special Operations (ZOSO) as part of the GOJ’s crime-fighting mechanisms required extra considerations in some communities given military presence, curfews, community instability, additional stakeholder engagement, etc. • Fiscal restraints due to GoJ budget management, including the IMF strictures in the first year of operations, impacted efficient project deployment and occasioned ongoing management for changes in fiscal space. This continued to the final year of the project, when uncertainty around availability of fiscal space required extremely tight monitoring and many final payments were rescheduled to the following financial year (April 2021). • Stakeholder capacity for engagement was important in influencing full achievement of desired outcomes. While all project interventions supported acknowledged GOJ priorities and sector plans, JSIF as the project implementing agency relied heavily on the relevant MDAs and entities for institutionalization and integration of interventions into operational frameworks for: (1) achievement of project indicators and (2) sustainability. In many Page 57 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) instances, stakeholders expressed concerns about their capacity for full partnership whether due to competing priorities, internal changes to implementation plans or inadequate institutional capacity. The latter at least could be, and was, addressed by the project in Component 3 for several key partners, which resulted in appreciable improvements in service delivery (e.g., National Land Agency, Registrar General’s Office and Jamaica Crime Observatory). However, as indicated in the ICR, despite acknowledged achievements, the issue of sustainability remains a concern especially regarding operations and maintenance and the critical ongoing community engagement to support behavior change. b. Impact of COVID-19 pandemic in the final year of the project. Although the onset of the pandemic occurred two months before the original project closure, it significantly disrupted project completion activities and destabilized life in the target communities. This contributed to the request for extension to safeguard the gains achieved by the project. The final year was affected by: • Communication challenges due to low internet availability within the target communities/stakeholder organizations to facilitate online meetings; curtailment of in- person activities (severely affected training, handovers, stakeholder consultations and exit strategy roll-out) • Disruption to school-based activities, particularly use of Safe Passages • Significant price increases for construction materials from as early as 4 months into the pandemic, resulting in cost variations • Delayed delivery or unavailability of critical inputs (e.g., computers for stakeholder and enterprise support interventions) due to global supply chain disruptions • Limitations on monitoring activities due to restrictions on movement, early curfews, displacement of persons (e.g., school vendors who relocated when schools closed, ALSD and entrepreneurship beneficiaries who moved to find employment) c. Section B. ACHIEVEMENT OF PDOs (EFFICACY) Table 1 • The PDO indicator regarding perception of safety proved challenging to measure, and perhaps should not have been a PDO-level target. The baseline finding was later deemed unusable for methodological reasons, resulting in final agreement with the Bank to utilize the mid-term and final evaluation findings for assessment of this indicator. The Bank engaged an M&E Consultant to support this process, with extensive review and input into the instruments and methods used by the firm conducting the evaluations. Despite this oversight, there was a process error in the final (2021) fieldwork, where persons who indicated that they were not worried about their safety were not asked the specific question regarding safety in the day. Once this skip logic error was corrected, the score moved to 72% perception of safety at project end. It was not possible for the research team to probe the reasons for this change in perception, having by then completed fieldwork. The JSIF M&E Unit contacted representatives of the 18 CDCs in an effort to clarify any perceived safety issues or concerns over the period; however, there was no conclusive outcome as communities had faced various challenges and no particular trend could be identified. Given Page 58 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) the existing landscape, it is probable that the public safety indicator was influenced by the COVID-19 pandemic in relation to the shrinking of the local economy which destabilized resident’s livelihoods, the effects of nightly curfews with associated police/military patrols, and the general sense of uncertainty which affected their personal sense of security. Within the project extension period there were also flare-ups of violence in some communities thought to be linked to continued negative influence of violence producers (who it is acknowledged the ICDP was not effectively equipped to engage), as well as significant media coverage about disappearances, murders and child abuse nationally that increased residents’ general awareness of, and sensitivity to, safety concerns. As such, the small reduction in perception of safety at project end reported by the Final Follow-on Evaluation in 2021 would not be inconsistent with the prevailing community and national context. • The Bank’s external M&E Consultant identified an additional issue after the report was submitted regarding the interpretation of the Likert scale for measuring this indicator. With an adjusted scale, the final scores would be higher as outlined in the ICR. JSIF does not have any objection to this, however in the Borrower’s Report the findings of the Final Evaluation were presented for consistency with the previously reported findings over the project life and included the M&E Consultant’s recommendations as an Annex. 3. While deep-rooted structural and behavior change (in both residents and the entities operating in the space) requires sustained engagement over a longer period than was designed via the project, and the long-term impact of the pandemic is yet to be fully seen, it is instructive that the Final Evaluation, which included a beneficiary satisfaction survey and focus groups with key stakeholders, found that residents articulated the positive changes seen in their communities. The three Component areas supported each other and were critical to both engaging communities and building their trust; in many instances residents expressed that they had never expected to see infrastructure in particular completed, as they were accustomed to empty promises. The social interventions engaged and prepared the communities for additional interventions, while affording access to and greater knowledge of the community contexts. The necessary partnerships with service providers/MDAs also facilitated entry into some spaces for those who had previously difficult relationships with residents (e.g., JPS and NWC). Stakeholders such as the CDCs/CSOs, RGD, Municipal Authorities, NSWMA, NLA, JCO/MNS, JCF expressed the advances already made, and the expected results post-project. The project design therefore delivered on restoring some goodwill between communities and external stakeholders and addressed some of the practical issues hampering service provision by MDAs, which should redound to continued positives post-project. Page 59 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) ANNEX 6. SUPPORTING DOCUMENTS 1. PAD - February 7, 2014 2. Project Restructuring Papers • First Restructuring - February 4, 2020 • Second Restructuring - April 29, 2020 3. Project Progress Reports • ICDP Progress Report April 2016 - August 12, 2016 • ICDP Progress Report #8 - May 27, 2016 • ICDP Progress Report Q4 2016 - March 15, 2017 • ICDP Progress Report Q1 2017 (January–March) - May 1, 2017 • ICDP Progress Report Q2 2017 (April–June) - August 11, 2017 • ICDP Progress Report Q3 2017 (July–September) - November 2, 2017 • ICDP Progress Report Q4 2017 (October–December) • ICDP Progress Report Q1 2018 (January–March) • ICDP Progress Report Q3 2018 (July–September) - October 26, 2018 • ICDP Progress Report Q4 2018 (October–December) - February 4, 2019 • ICDP Progress Report (January–June 2020) - July 24, 2020 • ICDP Progress Report (July–December 2020) - March 22, 2021 4. Mission Aide Memoires and related documentation • Aide Memoire - Preparation Mission - September 23–27, 2013 • Aide Memoire - Implementation Support Mission - May 18–22, 2015 • Aide Memoire - Handover and Supervision Mission - October 27–30, 2015 • Aide Memoire - Implementation Support Mission - April 18–22, 2016 • Aide Memoire - Implementation Support Mission - November 14–18, 2016 • Aide Memoire - Implementation Support Mission - January 23–27, 2017 • Management Letter - Main Findings Supervision Mission - February 9, 2017 • Aide Memoire - Implementation Support Mission - July 24–28, 2017 • Aide Memoire - MTR Mission - April 16–25, 2018 • Management Letter - MTR, Project Restructuring - May 10, 2018 • Aide Memoire - Implementation Support Mission - October 16–19, 2018 • Aide Memoire - Implementation Support Mission - April 8–12, 2019 • Aide Memoire - Implementation Support Mission - November 4–8, 2019 • Management Letter - Implementation Support Mission - November 18, 2019 • Management Letter - Report on Field Visit November 29–December 11, 2019 • Aide Memoire - Implementation Support Mission - April 14–17, 2020 • Aide Memoire - Implementation Support Mission - November 9–12, 2020 Page 60 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) • Aide Memoire - Implementation Completion Virtual Mission - April 13–15, 2021 • Management Letter - Implementation Completion Virtual Mission - May 21, 2021 5. Implementation Support Reports - ISRs (15 reports, as filed in the system) 6. FM and procurement-related information 6.1. IFRs (reports bi-annually): • Interim Financial Report - March 2015 • Interim Financial Report - September 2015 • Interim Financial Report - March 2016 • Interim Financial Report - September 2016 • Interim Financial Report - March 2017 • Interim Financial Report - September 2017 • Interim Financial Report - March 2018 • Interim Financial Report - September 2018 • Interim Financial Report - March 2019 • Interim Financial Report - September 2019 • Interim Financial Report - March 2020 • Interim Financial Report - September 2020 6.2. Audit Reports: • Audit Report Review - Period ending March 31, 2015 • Audit Report Review - Period ending March 31, 2016 • Audit Report Review - Period ending March 31, 2017 • Audit Report Review - Period ending March 31, 2018 • Audit Report Review - Period ending March 31, 2019 • Audit Report Review - Period ending March 31, 2020 • Audit Report - Period ending March 31, 2015 • Audit Report - Period ending March 31, 2016 • Audit Report - Period ending March 31, 2017 • Audit Report - Period ending March 31, 2018 • Audit Report - Period ending March 31, 2019 • Audit Report - Period ending March 31, 2020 6.3. Procurement plans (as filed in WBDocs and STEP) 7. Environmental and Social Safeguards-related documents • A-RAP - Rehabilitation of Green Spaces and Recreational Facilities - February 2019 • A-RAP - Safe Passage Project (Hannah Town) - February 2019 Page 61 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) • Granville Integrated Infrastructure Project: Special Report on Grievance - April 21, 2021 • Beneficiary Surveys: Barret Town, Canaan Heights IIP, Canaan Heights Zinc Fence Removal Project, Hannah Town PAPs • PAPs Beneficiary Post-Resettlement Evaluation • COVID-19 Guidance for Development Projects and supporting documents (as filed in WBDocs): o Stakeholder Engagement Discussion o COVID-19 Response Workplan o COVID-19 Project Workers Body Temperature Monitoring Log o COVID-19 Orientation for Project Workers o COVID-19 Project Site Management Procedures 8. Borrower’s Final Evaluation and annexes • ICDP Borrower’s Final Evaluation Report - July 19, 2021 o Annex 1: ICDP Projects RF - January to April 2021 o Annex 2: JSIF ICDP Grievance Log - May 2021 o Annex 3: Social Safeguards Log - A-RAPs o Annex 4: Details regarding PPR o Annex 5: Perception of Safety Statistical Analysis Results - July 2, 2021 o Annex 6: Register General’s Department’s (RGD’s) Final Status Report, March 2021 o Annex 7: ALSD Summary Report by Program and Gender Disaggregation o Annex 8: PAP Surveys - Hannah Town, Barrett Town, Canaan Heights IIP, Canaan Heights ZFS, Maxfield Park o Annex 9: Post-Implementation Evaluation (April 27, 2020) and Follow-on Evaluation (April 2021) 9. Reports prepared to support the M&E (PDO #2) • Report on troubleshooting the data analysis for PDO 2 Indicator - ICDP Jamaica • Jamaica ICDP M&E Assessment Report 10. Other Project-related documents (as filed in WBDocs) Page 62 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) ANNEX 7. PICTURES SHOWING THE KEY PROJECT INVESTMENTS AND RESULTS IN ACCESS TO INFRASTRUCTURE AND SERVICES Picture 1. Project’s investments in SWM - Environmental Wardens trained and employed by the project Source: JSIF Team. Picture 2. Project’s investments in SWM - Community cleanups by the Environmental Wardens Source: JSIF Team. Page 63 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Picture 3. Project’s investments in SWM - Skip Picture 4. Project’s investments in SWM - Compactor enclosures for recyclables, located at schools or CBOs truck acquired to support the NSWMA collection premises performance in volatile and vulnerable communities Source: JSIF Team. Source: JSIF Team. Picture 5. Project’s investments in SWM - Colored Picture 6. Project’s investments in small green spaces separation bins and metal enclosures installed across and community entrances - Tivoli Gardens, Kinston ICDP communities Source: JSIF Team. Source: JSIF Team. Picture 7. Community entrance in Hannah Town, Picture 8. Community entrance in Russia, Westmoreland Kingston Source: JSIF Team. Source: JSIF Team. Page 64 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Picture 9. Project’s investments in school rehabilitation - ‘After’ from Rousseau Primary School, Maxfield Park, St Andrew Source: JSIF Team. Picture 10 - 12. Project’s investments in schools rehabilitation - ‘Before’ and ‘After’ from Hazard Primary School, Canaan Heights, Clarendon Source: JSIF Team. Page 65 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Source: JSIF Team. Source: JSIF Team. Picture 13. Project’s investments in zinc fence substitution by UPVC fences - ‘After’ from Barrett Town, St James Source: JSIF Team. Page 66 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Picture 14. Integrated Infrastructure Package (IIP) in Picture 15. IIP in Granville, St James - ‘After’ showing Canaan Heights, Clarendon – ‘After’ showing results in results in road safety works (sidewalk and handrail) roads and drainage works Source: JSIF Team. Source: JSIF Team. Picture 16. Integrated Infrastructure Package (IIP) in Picture 17. Integrated Infrastructure Package (IIP) in Steer Town, St Ann – ‘After’ showing results in roads, Hannah Town, Kingston – ‘After’ showing results in water and drainage works roads and WSS works Source: JSIF Team. Source: JSIF Team. Page 67 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Picture 18. Integrated Infrastructure Package (IIP) in Tivoli Gardens, Kingston – ‘After’ showing results in roads and water works Source: JSIF Team. Pictures 19 - 20. Safe Passages in Granville, St James - ‘After’ showing results in signage and road safety works to students Source: JSIF Team. Source: JSIF Team. Page 68 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Picture 21. Green space developed in Hannah Town, Picture 22. Green space developed in Denham Town, Kingston Kingston Source: JSIF Team. Source: JSIF Team. Page 69 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) ANNEX 8. DESIGN, IMPLEMENTATION AND RESULTS OF COMPONENT 2 ACTIVITIES 1. Social interventions under Component 2: Public Safety Enhancement and Alternative Livelihoods targeted high-risk groups covering unattached youth, children, teenage parents, unemployed and irregularly unemployed, and members and families needing counseling and/or civil support to access basic socioeconomic services. Interventions were grouped by four pillars (youth, family, school, and community). This component worked flexibly across the four pillars to adjust the intervention menu/approach to the evolving demand on the ground. Through the mapping of existing services and programs provided by the GoJ and other recognized entities, the project provided opportunities for the ICDP community members to access/benefit from these services, while strengthening the stakeholders’ community-level presence. Further, this component supported beneficiary community members to be directly involved in the delivery of activities, which strengthened ownership and helped the project to respond to evolving needs on the ground. In particular, the ability of JSIF staff to build trusting relationships with the community members through this type of approach was essential for the project to access these communities that are traditionally skeptical and closed to outsiders. 2. Activities under this component were tracked by intermediate indicators to capture outputs by types of interventions (for example, participation in educational programs, employment training). Table 12: Key activities Pillars Key activities and their objectives ALSD Program The activity focused on re-engaging youths to the local economy, services, and to the communities themselves. In particular, the ALSD responded to high levels of youth dropouts from the formal education system who lacked access to vocational skills development (aged 17–29), were unemployed, and were considered unattached. In partnership with the Human Employment and Resource Training Trust (HEART Trust)/ National Training Agency, the program utilized 45 data collectors who were also trained under the program on communications skills to convince youth who were otherwise hesitant to join the program. Data collectors operated in the community from which they were from, giving them more credibility, and their knowledge of the community members was crucial in conducting targeted outreach and peer-to-peer Youth approach. The selection of vocational training evolved during the activity implementation and differentiated training to align with the evolving labor market needs and the aspiration of the youth (for example, training to include hospitality/entertainment sector, blue economy). The training curriculum was adjusted to incorporate psychosocial support as a part of the training to support youth overcome their trauma and psychosocial needs that were identified as crucial during the program implementation. Collaborations were sought with the private sector to deliver on the job certification model for some of the vocations. The training supported 43 percent more youth than initially planned. Some of the trainings provided under the ASLD supported the government agencies’ access to communities to which they previously lacked access to. For example, the Page 70 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Pillars Key activities and their objectives recruitment and deployment of 76 utility wardens in partnership with the NWC allowed the NWC to conduct community-level water audits. The HEART Trust plans to continue utilizing the ALSD model to expand the support to youth affected by the COVID-19 pandemic. Civil registration This program aimed to strengthen community resilience by enabling individuals and families to access needed services. Many residents of the ICDP communities lacked civil registration documents (for example, birth certificates) due to the difficulties faced by the RGD to access the communities. Registration documents are essential to ensure access to government services, including social, health, and education, as well as for community members to have adequate political participation (for example, voting). For communities classified as ZOSOs, community members are required to show identification documents to exit/enter the communities during curfew hours. Data collectors who were trained and hired under the ALSD played a key role in identifying and enrolling community members without such documents. The program gained knowledge of community members without such documents through other activities supported under this component (for example, activities at school as mentioned in the next pillar). The program ensured that documents issued by the RGD would be received by the community members. The program utilized community fairs to handover the documents to the beneficiaries and used social media platforms Family to inform beneficiaries when and where they could collect their documents, which presented “new and innovative” ways for the RDG to interact with the otherwise difficult-to-reach communities. Issuance of civil registration to the socio-economically vulnerable communities by utilizing such innovative methods tested under the ICDP will be continued by the GoJ-initiated citizen security projects. Positive parenting training This program aimed at creating a safe environment for both children and parents at home, which complemented interventions at the school level. In partnership with the NPSC, trainings were provided to 150 parents across 10 schools to equip parents with tools to raise their children in a healthy, nonviolent, and inclusive manner. The focus was on positive discipline, communication, care for children, and identification of safe space for parents. The NPSC is committed to continue supporting the parents beyond the ICDP, and to support the NPSC to respond to the ever-increasing demand for psychosocial support during the COVID-19 pandemic, Personal Protective Equipment was provided to support field visits by the NPSC staff. Youth Education and Recreation Studies indicate that children who either witnessed/experienced violence have higher likelihood to have their adult life affected by violence, either as victims or as School perpetrators. Support for children is therefore crucial to prevent the cycle of violence. School retention, as well as learning motivation for children in school, are some of the protective factors. Activities including summer camps and after-school programs were therefore introduced to support children to build life skills, and socio-emotional skills Page 71 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Pillars Key activities and their objectives training was provided to promote positive behavioral changes through the SWPBIS. During the COVID-19 school closures, the project printed and distributed educational materials for 12 schools to support continued education, particularly for children who lacked access to the online learning platforms to encourage their retention at school. Strengthen reporting system for critical incidents at school To improve the ability of schools to effectively manage violence in and around schools, schools identified as having low capacity received training to improve their capacity to report critical incidents. This was provided in partnership with the MOEYI, and a total of 10 schools received such capacity strengthening support. However, the assessment of the strengthened capacity was negatively affected due to the COVID- 19-pandemic-related school closures. The MOEYI has indicated a strong commitment to continue this activity beyond the ICDP. Community mediator certification This activity responded to the needs for community-level mediation in low-level conflicts that can turn violent. It aimed to support the nation-wide violence interrupter program that was led/ implemented by the MNS that specifically targets gun violence and organized crime. The community mediator certification program Community filled the gap by addressing the low yet critical interpersonal conflicts that were occurring within the ICDP communities. In partnership with the DRF, community mediators were trained and certified to intervene/deal with low-level interpersonal conflicts. A total of 54 mediators were trained, and 19 mediators were certified by the end of the project. 3. The ICDP’s ‘integrated’ model is particularly well represented in its Safe Passage activity. This activity responded to concerns from community members on the safety and well-being of children. Due to safety concerns, some parents were hesitant to send their children to school. To respond to this, the Safe Passage Program was delivered in eight schools (Barrett Town, York Town, Maxfield Park, Granville, Hannah town, Tivoli Gardens, Denham Town, and Wilton Gardens) to secure the transit of students/others along specified routes to school. This activity involved community members, parents, teachers, and students to conduct participatory mapping of unsafe areas in the commuting routes and delivered physical interventions that followed Crime Prevention Through Environmental Design (for example, road and sidewalk rehabilitation, signs and street art, pedestrian crossings, guardrails, access ramps, and so on). In parallel, social interventions were delivered to provide children with personal safety and road safety training in collaboration with the Ministry of Transport and Mining and the National Police. These children also benefitted from the educational activities that supported life skills, as elaborated in Table 12. 4. The COVID-19 pandemic resulted in school closures ahead of the completion of the Safe Passage. This hindered the ICDP’s ability to monitor the impact of the Safe Passages on children’s well-being. The MOEYI has indicated interest in continuing and expanding such an intervention beyond the ICDP and has invited the JSIF to be a part of the process. It is therefore crucial for the MOEYI and JSIF to monitor the impact of the Safe Passages on children once the schools reopen and discuss its possible expansion. Page 72 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) Figure 3: ICDP Safe Passage intervention design Page 73 of 74 The World Bank Jamaica Integrated Community Development Project (P146460) ANNEX 9. Map of Communities Supported by the ICDP Page 74 of 74