Background Project Overview The project focuses on one of the most problematic aspects of Jamaica s national security and justice systems children on remand, the majority of whom are male. With the establishment of the Metcalfe Street Secure Juvenile Centre (for boys), the intention is that the State will be able to provide a healthy, safe, secure and caring environment for boys prior to the resolution of their court cases. The major objective of the project is to improve the capacity of Department of Correctional Services to provide a safe, secure and caring environment at the Metcalfe Street Secure Juvenile Centre that is conducive to the smooth reintegration of child remandees into society and promotes the rights of the child. The agreement creating the Support to Metcalfe Project was signed in December 2011 with implementation slated to begin in January 2012. It was to have lasted for 12 months ending December 31, 2012. The project underwent some major challenges as it got off to a late start in the month of April 2012. Coupled with this was the resignation of the project manager in May. A new project manager was only contracted on June 12, 2012. Due to delays in the procurement of a suitable project manager significant aspects of project activities did not begin until April 2012 which resulted in a significant shift in original timeline for deliverables. An extension to June 30, 2013 was requested from USAID and was granted. The main activities of the project included the delivery of life skills programmes to remandees (including conflict resolution strategies); the acquisition of medical health screening and treatment equipment; the acquisition of educational materials, and employment of a psychiatrist and a nurse. Remandees are able to access medical screening and treatment and are exposed to sustainable livelihood programmes. Small scale farming has also been consistently done and has contributed significantly to the food supply needed by the institution. It is presently equipped with one hundred and twenty-one laying birds, presently producing an average of one hundred and fifteen eggs daily. This venture has allowed the institution to have easy access to eggs, which form part of the diet for the wards. It also allows the wards to gain meaningful entrepreneurship skills. The wards received medical care and psychological therapy as the project allowed for the short term hiring of three additional psychologists and this made it possible to ensure that the psychological needs of the wards were addressed. The wards were counselled in the area of anger management, conflict resolution, substance misuse, depression, stress and anxiety management and family related issues. Training aimed at developing essential life skills were conducted by the Rise Life Management team. Wards were exposed to training in the development of positive self-esteem, and self-confidence, decision making and interpersonal relationship skills. Recreational activity is seen as an essential programme within the institution in relation to the overall development of the wards. As a result, they were involved in recreational activities, including, cricket, table tennis, and football. A number of sport items, including, jerseys and shorts were purchased for the wards and there is presently an inter-dorm football competition. The purchasing of the shorts and jerseys enabled the wards to be attired in their house colours, during the competition. A number of musical items, including guitars, drums and keyboards were purchased and wards were exposed to music lesson in the plying of the keyboard and the drum. A sound-proof music room was also operationalized. 1
Project Details Close-Out Plan 00080723 Support to Metcalfe Project Award Award Title Project Officer 00063837 Support to Metcalfe Project Machel Stewart Project Start Date Jan 01 2012 Project End Date Dec 31 2013 Year Expenditure 2013 42,545 2012 223,352 Project Status On Going Description Indicator # of Computer Labs # of Sick Bays # of fully equipped sports teams % of youths with access to agricultural and vocational equipment for training Baseline Inadequate educational material, equipment software or learning aids available for use by Remandees at Metcalfe Inadequate health screening or treatment capability currently in place at Metcalfe Insufficient recreational or sporting equipment currently available for use by Remandees No income generation/skills training equipment available for remandees rehabilitation programme in place at Metcalfe Target: 1Fully equipped and operational computer lab 1 Fully equipped and operational sickbay 2 teams worth of equipment in selected sports Full access to agricultural and vocational equipment by all Remandees on a scheduled basis Results 1 Fully equipped and operational computer lab 1 Fully equipped and operational sickbay 2 teams worth of equipment in selected sports Full access to agricultural and vocational equipment by all Remandees on a scheduled basis 2
Project Financials Close-Out Plan The information detailed below outlines financial status of the Support to Metcalfe Project. It details project expenditure (payment for goods and service received) for 2012 and the first quarter of 2013. January December 2012 $ 223,351.99 (Expenditure incurred and liquidated by UNDP) January March 2013 $ 41,560.89 (Expenditure incurred and liquidated by UNDP) April 2013 $ 33,658.86 (Expenditure not yet liquidated by UNDP) May - June 2013 $ 51,428.26 (Projections) Total Estimate: $ 350,000.00 All audits on the Metcalfe project will be completed by May 30, 2013. The final report including the final financial report for this grant, submitted within 30 days of the expiration of the Grant, will contain full reporting of achievement of indicators, results and finances of this project. Project Results Project Achievements 100% of wards at the Metcalfe Street Facility able to access academic education and skills training programme: Some primary or secondary school subjects introduced 2 fully classroom equipped classrooms established in facility Life Skill programme in place and being utilized by wards: Wards exposed to programme to effectively cope with anxiety Those equipped have exhibited greater self-esteem and self-confidence with particular focus on grooming and deportment Wards taught skills for proper decision making Staff members exposed to life skills development in order to ensure sustainability of training programme beyond the life of the project 20 Staff members exposed to conflict resolution techniques Fully operational educational services with the capacity for effective delivering of knowledge and training utilising Multimedia projectors Relevant literature books and other educational materials State of the art computer lab and educational software Staff exposed to educational software Fully Operational and Farm allowing wards are exposed to cash crop farming and layer operations Operationalization of poultry facility with 120 layers On-going cultivation of crops such as cucumber, pak choi, lettuce, callalloo red peas and bananas Full Scale Psychological and Physical Health Care facility in place 3
Psychiatrist and nurses engaged Medical and Dental health screening, diagnostic and treatment services are available to remandees. Mobile dental lab and other medical equipment Full scale musical programme established State of the art, sound proof music room equipped with various instruments and equipment Music classes conducted with remandees Sporting Programme established Fully equipped sporting teams Training in various sports Obstacles to Achieving Project Results and Lessons Learnt Description Reason Impact Mitigation Measures 1. Delays recruiting project manger Original recruitment took several months due to limited applications for the post Original project manager resigned within a month to accept another position Late Start to project Loss of project momentum after start Lower than anticipated delivery rates on project targets Secondment to the project of Department of Corrections team member to act in the position of Project Manager 2. Less than anticipated internal capacities of the Implementing Partner Steep learning curve and inflexibility of the internal structures of the Implementing Partner with respect to issues related to project administration and coordination. This led to the provision of less than the adequate levels of institutional support as provided for in agreement ; that would have allowed for a better spread/delegation of responsibilities Slow project start with significant delays in reporting, requests for disbursement, procurement, payments and provision of training Increased training to Project Team and IP staff, increased meetings and direction of project board, Project reprioritisation session, changes in project team structure relationships and documentation requirements within GoJ and with other stakeholders need to be formalized, deficiencies smoothed out, red tape with respect to project activities diminished 4
Final Activities and Programme Close Out The Project is being implemented by the Department of Correctional Services via the NIM modality with an initial end date set at December 31, 2012 but an extension was sought, negotiated and agreed with USAID until June 30, 2013. The 6 months extension period involves continuous hand holding and monitoring activities of the projects to ensure their continued operation. The following are the final project activities now in train: The realization of remaining project indicators and associated deliverables through activities outlined in the revised project description and any other related documentation Prepare Final Project Review Reports to be submitted to the Project Board and the Outcome Board; Identify follow-on actions and submit them for consideration to the Project Board; Manage the transfer of project deliverables, documents, files, equipment and materials to national beneficiaries; The project manager is the only subcontractor currently engaged and her contract comes to an end on June 30, 2013. UNDP will endeavour to comply with USAID s closeout procedure as per the grant agreement. No financial expenditure will take place after June 30, 2013 and all final reports will be handed over to USAID within the time stipulated in the agreement. Balance on funds will be returned to USAID, in line with the provisions of the signed grant agreement. 5