Addendum__2_to_BAA-OAA-LLDI-2019.pdf

Issuance Date: June 14, 2019

Deadline for Questions and Answers: June 27, 2019

Closing Date: July 5, 2019

COMMUNITY VIOLENCE PREVENTION PROGRAM

JAMAICA

ADDENDUM

to

BAA-OAA-LLDI-2019

The United States Agency for International Development (USAID)

Economic Growth, Education and Environment (E3)

Office of Local Sustainability

Broad Agency Announcement for Locally Led Development Innovation

I. BACKGROUND

Consistently since 2000, Jamaica has been noted for crime and violence, with the primary source of social violence being related to gangs and youth violence which have been the main contributors to community violence. Within this context, boys are the main perpetrators and victims of violence, with the more violent communities providing greater protection for the violence producers. The significant incidence of violence occurs from disputes and rivalries, both within and between gangs. Gun violence, particularly retaliatory violence, is the predominant feature of this community violence. Other features include interpersonal, domestic and sexual violence; assault and battery; as well as juvenile delinquency including substance abuse. All of these may result in short- and long-term negative impacts for individuals and communities.

There are also signs of new challenges that were not present before. One such challenge is the vast geographic spread of the crime and violence that confronts the country. Hot spots like St.

James have now evolved into a major center for crime and violent activities in the same way as

Kingston & St. Andrew. Overall, the Jamaica Constabulary Force (JCF) is now confronted with two major centers and four distinct areas requiring intensive targeting: Kingston & St. Andrew and St. James; and St. Catherine, Clarendon, Hanover, and Westmoreland, respectively. This significant increase in hot spots brings into sharp focus the capacity problem of the JCF; the JCF has been unable to manage one center and will now be required to manage two centers with four concomitant hot spots.

Given the state of the country’s economy, there is no quick fix on the social side, as addressing and responding to root causes requires a multi-faceted/sectoral approach and extensive resources.

Therefore, for the immediate future, the main focus will be on the management of the situation as opposed to solving deep-rooted problems. In this regard, enforcement and control become crucial, particularly for key areas of focus: hot-spot community policing and targeted community interventions.

mailto:https://www.grants.gov/web/grants/view-opportunity.html?oppId=316600

Securing ‘American Security’ in Jamaica and the Journey to Self-Reliance

Jamaica’s National Security Policy: A New Approach Ministry Paper No. 64 (2013) identifies crime, corruption, and violence as a high-impact, clear, and present danger - and the primary threats to the nation for several reasons. First, these are already happening. Second, they result in so many deaths and injuries that Jamaica now has one of the highest homicide rates in the world.

Third, in terms of global reach, penetration, and impact, transnational organized crime has become a threat affecting those in relative close proximity to the island, and responding to this threat is a shared responsibility. Both United States and Jamaican interests require a commitment to democratic governance to deter and to punish; yet, it also demands that the socio-economic and cultural order produces fewer clients for the criminal justice system. Put another way, the

United States is safer and stronger when fewer people face injustice and, therefore, become vulnerable both to criminal activity and especially to youth radicalization.

Although the United States Government’s experience supports the idea that a commitment to democratic governance offers the surest trajectory to self-reliance, self-reliance pathways are non-linear, driven by complex and context-specific variables, and have no fixed point of consolidation. The Journey to Self-Reliance, like democratic governance, is subject to reversals and backsliding. USAID’s strategic goal in a given country is, therefore, to help catalyze a positive trajectory of democratic commitment and capacity to the point where the likelihood of backsliding is significantly diminished. As democratic commitment and capacity is advanced, programs and partnerships will be adapted to institutionalize gains, strengthen local ownership, and secure sources of sustainable financing. New programming and partnership approaches utilized in the sector will also include: forming multi-stakeholder partnerships; strengthening local systems and partner organizations; forging private sector alliances; support from community philanthropy; and leveraging global accountability and transparency initiatives to secure long-term partner country commitment to reform.

Caribbean Basin Security Initiative (CBSI)

CBSI was launched after the Fifth Summit of the Americas in April 2009 in response to rising crime (high homicide rates); the security threat posed by transnational organized crime; and the need to secure the United States’ “third border.” Now, almost ten years later, despite a reduction in the regional average homicide rate by nearly half, homicide rates remain high and above epidemic levels. Currently, eight Caribbean Community (CARICOM) countries plus the

Dominican Republic all figure in World Atlas’ top 20 countries for homicides. CARICOM estimates that gang-related crime costs up to four percent of gross domestic product. Under the

CBSI 2.0 strategic framework more focused programs should be developed targeting:

● the hot-spot or “opportunity” communities where crime and violence are the highest;

● the demographic groups of “opportunity youth” (e.g. youth in detention) that are most at-risk for involvement in crime and violence; and/or

● specific enabling environment issues (macro-level governance issues and systems) that must be addressed for effective crime and violence prevention.

https://japarliament.gov.jm/attachments/article/1286/1286_2014%20Ministry%20Paper%2063.pdf

II. SOLUTIONS SOUGHT

USAID/Jamaica is interested in identifying opportunities for co-creation, co-design, co-investments, and collaboration to advance knowledge and practice for locally led development.

These solutions may include applied research and development interventions to address gaps in knowledge and practice, and designing and testing new approaches relevant to USAID and other donors. Proposers should also consider how their approaches might incorporate gender equality and women’s empowerment or support marginalized communities.

USAID/Jamaica has identified three areas of interest with regard to community violence prevention. Organizations may submit more than one Expression of Interest in response to this

Addendum – but each Expression of Interest should clearly address only one of the areas of focus below:

a. Enhance police-youth partnerships for effective violence prevention

Fostering good citizenship and upholding the rule of law is vital to building communities that are strong and resilient enough to resist crime and violence. In order to sustain security gains and improvements in rule of law and institutional effectiveness, citizens must have a stake in community. To accomplish this, attention should be focused on youth, who are most at risk of engaging in destructive and unlawful behavior yet also the most capable of learning to become good citizens.

Although Jamaica is still ranked as one of the most violent countries in the world, it is also clear that the country has demonstrated a nuanced understanding of the safety and security context and how to address the crime problem. Between 2009 and 2014, the homicide rate fell by 35 percent, largely as a result of the an increased emphasis on proximity policing; a more preventative approach, with early interventions to stop feuds, reprisal killings, and other factors that could trigger rapid escalations in the level of violence; and a model of violence prevention aimed at changing social norms to reduce the tolerance of violent and criminal behavior and challenging the misplaced codes of loyalty and silence that protect vicious criminals. The period also saw an increased emphasis on disrupting gangs and reintegrating gang members into mainstream society to reduce the rate of youth entry into gangs and increase the rate of youth exiting gang membership. In this regard, improving the efficiency and effectiveness of policing, and engaging civil society in the task of normalizing volatile communities have proven to enhance community safety and security while decreasing crime and violence.

One of the main recommendations coming out of the 2007 JCF Strategic Review is the need for a significantly different police behavior and tactics, as the key is to win the hearts and minds of the youth. This recommendation suggests the need for youth to see the police as their friends and protectors, and the gangs as predators, rather than the other way round.

Subsequently, the community policing model of embedding police personnel in the community for them to carry out foot patrols, getting to know and understand the residents and developing relationships of trust with them, was expanded to included and reflect elements of the JCF Interaction and Diversity policies; which includes critical guidance on youth engagement. This expanded community policing approach now emphasizes a more concerted level of community involvement, in meetings and events that will bring police and youth together, and new partnerships with NGOs, churches and other sectors of society improve the lives of young people, especially in the most troubled communities. The goal is to reach a point where policing is primarily preventative, rather than reactive.

b. Support parents and families to prevent youth violence

A fundamental principle of effective parenting interventions is empowering parents to deal with their children. Parents— especially those of delinquent children—tend to feel out of control in many aspects of their lives. They may feel demoralized, frustrated, or depressed by their perceived inability to parent effectively. While some risk factors that parents possess are obvious, other more subtle predictors, such as harsh or inconsistent discipline, lack of emotional interaction between the parent and child, and lack of parental supervision, are considered critical youth violence triggers. Increased parents’/guardians’ sense of self-control and self-efficacy, giving them confidence in their interactions with their children, and making them feel accountable is also a positive way for improvements in their children’s behavior.

Positive parenting on how to nurture and communicate effectively with children, negotiate family rules and consequences, praise and reward children for prosocial behavior, and discipline without violence, have all reinforced the family’s legitimacy and effectiveness in conflict management and dispute resolution. Overall, positive parenting coupled with, education about child development and the factors that predispose children to violent behavior, has boosted the family’s ability to resolve conflicts in nonviolent ways.

It is important to note however, that initiatives focusing solely on parents’ behavior may not result in changes that parents/guardians can sustain, without addressing the context in which parenting takes place. A full and comprehensive grasp of current socio-economic and socio-political realities therefore provides a holistic approach to better appreciate the imperatives of effective parenting in a non-pejorative way.

c. Develop pathway programs for youth at-risk of violence

Community violence will not be solved through greater investment in policing or increased incarceration rates, or through more education, or employment alone. Instead, a comprehensive approach that provides the most at-risk youth with pathway programs to complement law enforcement and social intervention initiatives. Gangs are the main contributors to community violence. Within this context youth are the main perpetrators and victims of violence, with the more violent communities providing greater protection for the violence producers. The significant incidence of violence occurs from disputes and rivalries, both within and between gangs. The Jamaican National Youth policy reveals that five percent of girls have been stabbed or shot in a fight; eight percent of all adolescents have been knocked unconscious; and one in six adolescents have belonged to a gang at some point in their lives. Moreover, youth are arrested, jailed and murdered at twice the rate of the general population, with more than 400 youth in Juvenile Correctional facilities and another large percentage in the general correctional services. Many possess criminal records that present obstacles to accessing legitimate social services and accompanying opportunities and keep them confined in the perpetual cycle of a criminal and violent lifestyle.

Desistance programs that keep at-risk youth out of violent and criminal lifestyles have also assisted young delinquents and other vulnerable youth in becoming active citizens through their engagement in holistic rehabilitative and integrated initiatives. By focusing on making practical assistance the priority; prioritizing second chances and not criminal identity; honing in on strengths and not risk; building social capital; recognizing and marking achievements towards desistance; working with parents and partners; and forming partnerships with other support communities; these programs are able to significantly reduce recidivism while increasing social cohesion.

THE NEED FOR NEW APPROACHES

USAID recognizes the need for new, innovative, and cost-effective ways to enhance local leadership of development challenges to advance self-reliance. Challenges with the three research and development topic areas listed above include, but are not limited to: the specific development context; variations in existing commitment and capacity development;

challenges around transparency, accountability, and inclusion; barriers to mobilizing local resources; and other sector- and context-specific challenges. Other challenges arise from within the development assistance system relief. These can include, but are not limited to:

extensive donor compliance requirements for partners; time constraints on USAID staff;

funding requirements that may not align with local context and priorities; and program design and implementation systems that are often not set up to prioritize local voices, leadership, and management.

III. GUIDANCE FOR CONCEPT PAPERS

Concept Papers will be submitted after co-creation and per the guidelines outlined in the Broad

Agency Announcement for Locally Led Development Innovation. Proposed concepts may be at any of the following stages of development:

1. Proof of concept - introduction of a solution in a specific country context to gain an early, real-world assessment of technical, organization, distribution, and financial viability of the solution.

2. Testing impact and delivery - testing a proven concept toward improved outcomes and/or viability, as well as operational refinement to build paths to sustainability and scale.

3. Scaling-up - adaptation of a rigorously evaluated innovation to new contexts and geographies and engagement of additional partners who will help scale the project beyond USAID support, but for whom more evidence of success and track record are needed.

IV. SUBMISSION INSTRUCTIONS

Please submit your Expression of Interest(s) indicating the research, new approaches, or development idea which will address the Solutions Sought from the list above. Your submission should clearly state how you intend to increase knowledge and seek potential solutions; exploit scientific discoveries or improvements in technology, materials, processes, methods, devices, or techniques; advance the state of the art; or use scientific and technical knowledge in the design, development, testing, or evaluation of a potential new product or service (or of an improvement in an existing product or service). Organizations are encouraged to consider collaborating with peer organizations that bring differing perspectives and/or comparative advantages. In addition to the description of the solution, proposers should describe any shared resourcing

(tangible/intangible funding provided by proposers), or leveraging.

Unless otherwise stated herein, all terms and conditions of the Broad Agency Announcement

(BAA-OAA-LLDI-2019) for Locally Led Development Innovation apply.

Again, USAID/Jamaica has identified three areas of interest with regard to locally-led development. Organizations may submit more than one Expression of Interest – but each

Expression of Interest should clearly address only one of the focus areas.

V. EXPRESSION OF INTEREST INFORMATION FORMATTING

Expression of Interest Information must:

1. Be in English

2. Be no more than two (2) pages in length - and no smaller than 12 point font;

3. Be submitted electronically to jmopportunities@usaid.gov

4. Contain a header with the following information (included in the page count):

a. Respondent Name/Group;

b. Contact Information;

c. Response Title;

d. BAA Addendum Name/Number;

e. Addendum Area of Focus

f. Optional graphic that fits on an 8.5”x11” or A4 piece of paper (included in the page limit);

5. Be in .pdf, .docx, or .odf format;

6. Include a footer with page numbers;

7. Describe your organization’s idea/approach.

USAID may invite submitters of Expression of Interest(s) to participate in one or more co-creation workshops with other successful proposers to jointly develop basic research, applied research, and/or research and development/pilot activities for potential funding. All proposers are encouraged to read the full announcement closely for guidance on the stages of co-creation.

VI. REVIEW OF SUBMISSIONS AND SELECTION CRITERIA

Stage 1: USAID will review and select Expressions of Interest submitted in accordance with the guidelines and criteria set forth in this Addendum and the Evaluation Criteria described in

Section V of the Broad Agency Announcement (BAA) for Locally Led Development Innovation.

USAID reserves the right not to review any Expressions of Interest that do not meet the guidelines above.

mailto:https://www.grants.gov/web/grants/view-opportunity.html?oppId=316600 mailto:jmopportunities@usaid.gov

Stage 2: Selected groups will be invited to join one or more potential co-creation workshops where USAID, partners, and selected groups may gather to collaboratively develop activities designed to achieve the objectives articulated in this Addendum. Organizations may develop short concept papers following these co-creation workshops for potential funding. Travel costs for participants in these events will not be reimbursed by USAID.

Stage 3: Final concept papers produced after co-creation workshops will be submitted to

USAID’s Peer and Scientific Review Board. Approved concept papers for activities will be further refined and potentially implemented based on a decision at that time whether to proceed to implementation - and based on the availability of funds.

VII. CRITERIA

The following criteria will be applied to all Expressions of Interest:

1. Idea/Approach: Soundness of your idea/approach, including appropriate evidence, to fostering systems that address challenges and harness opportunities. USAID will focus on how the applicant contributes fresh, informed, and realistic thinking, and how the applicant uses supporting evidence and analysis to clearly demonstrate how the proposed idea will advance knowledge and practice of locally led development one or more of the three thematic areas identified in the SOLUTIONS SOUGHT section. USAID seeks demonstrated technical expertise and capability in the solution domains addressed in their expression of interest, and the ability to effectively collaborate with a wide range of stakeholders, including USAID, to achieve results that are meaningful to local actors and communities. Equally important are the unique qualities that the applicant would bring to the discussion.

2. Partnership expectations and value: Strengths of your organization as a partner, including your ability to make a unique contribution to the critical development challenge. USAID seeks the ability to connect disparate communities, i.e. academia, private sector, civil society, as well as connecting with experts in nontraditional and diverse sectors. Please provide specific examples of collaboration or co-creation with other parties or partners.

3. Diversity of perspectives and capabilities: USAID seeks to bring together a diverse set of co-creators in collaboration in order to enable broader thinking and innovation, which may include organizations and entities with which USAID does not typically partner.

Additionally, USAID values experience implementing adaptive and/or iterative activities, managing successful peer-to-peer networks, and catalyzing new ideas effectively. The selection of individual proposers will be made with the goal of achieving this diversity.

4. Impact and goals of the activities: Describe the intended outcomes and goals of the concept and how they relate to USAID’s policies and objectives. Indicate how your concept addresses USAID priorities for inclusive development (gender equality and women’s empowerment, indigenous rights, disability inclusion, addressing power imbalances with marginalized communities) as appropriate.

https://www.usaid.gov/sites/default/files/documents/1870/205.pdf https://www.usaid.gov/sites/default/files/documents/1870/205.pdf https://www.usaid.gov/sites/default/files/documents/1866/Indigenous-Peoples-Policy_DRAFT_10.08.2018.pdf

USAID is not obligated to issue financial instruments or awards as a result of this Addendum.

VIII. QUESTIONS AND ANSWERS

Questions regarding this Addendum to the BAA-OAA-LLDI-2019 Community Violence

Prevention Program/Jamaica should be directed to jmopportunities@usaid.gov no later than 4:00 pm local Jamaican time on June 27, 2019.

IX. RESPONSE DATE

Please submit your expression of interest in English to jmopportunities@usaid.gov no later than

4:00 pm local Jamaican time on July 5, 2019.