Overview

The Joint Programme’s main objective was to reduce crises and violence while promoting stability to allow for progress towards the achievement of the Millennium Development Goals, and was implemented in five secondary cities (Les Cayes, Ouanaminthe, Port-de-Paix, Saint Marc and Gonaives) and in some areas of Port-au-Prince affected by the earthquake of January 2010. Specifically, the JP advocatedfor a two-pronged approach based on prevention and reduction of violence through (1) work atthe community level and the establishment of mechanisms for analysis, dialogue and alternatives to violence and; (2) work at the national level to strengthen capacity for data collection, adequate analysis and policy response. 

Outcome 1 aimed to strengthen local governance capacity to prevent and reduce violence, including gender-based violence in five selected communities.  The JP supported the development and implementation of multidimensional community plans for the reduction of violence, which were based on the victimization surveys conducted by the National Observatory of violence and crime program. Four out of the five plans developed were validated by the Mayor and Town Councils. 

Also, the JP’s activities supported efforts to revitalize Haiti's economy, which in turn contributes to the stabilization of vulnerable communities. Thus, more than 63,000 people, 40% of them women, were engaged in over 30 infrastructure projectssupported by the JP after the 2010 earthquake.

Access to employment and economic opportunities for young people was a priority of the JP, this was done through training of youth from vulnerable neighborhoods, enabling them to complete internships in local businesses and by boosting social commitment of entrepreneurs to develop their community. In addition, the programme supported microentrepreneurs, including 478 women, with both training and technical support.

Outcome two’s focus on increased access to basic services for victims of gender based violence was achieved through training of health personnel and the provision to hospitals and health centers to improve services, together with community mobilization, training and awareness raising activities in vulnerable communities. As a result, a key contribution of the program was more equitable access to basic social services through the strengthening of institutional capacity. Particular attention was paid to the most vulnerable groups and to ensure gender equality.

Outcome three, support to the National Observatory on Violence and Crime, was revised after its destruction during the 2010 earthquake. In-depth technical support and capacity building was provided with some key results such as the creation of a platform for recording official data homicides and accidents (HNP), a statistical bulletin of the HNP and the Observatory on crime rates in the country and technical assistance for the production of a study on domestic violence.

Outcome 1:

Capacity building of local governance to prevent and reduce violence, including gender-based violence in five selected communities.

Outcome Achievements:

• Based on the victimization surveys conducted by the National Observatory of violence and crime program, participatory plans to reduce violence were developed.  4 out of 5 plans were validated by the Mayor and Town Councils, key stakeholders of these plans.
• The mid-term review identified the risk that these documents might have no effect at the community level, in response the JP set up a system of "community projects grants" to implement some recommendations.
• More than 63,000 people, 40% of them women, were engaged in over 30 infrastructure projects  supported by the JP after the 2010 earthquake.
• Some community activities, such as lighting small plazas Gonaives or planting trees, did not create many jobs but helped to improve security and facilitate integration of people with disabilities. These were in response to demand from the communities.
• Vocational training activities were carried out through 'on-the-job training' with local businesses. A total of 249 young people, including 125 women received a technical or vocational training.

Outcome 2:

Increased access to basic services for women and girls who are victims of violence and community mobilization against violence.

Outcome Achievements:

• Medical care for survivors of sexual violence was improved through training of health personnel (244) and provisions to hospitals and health centers based on a comprehensive mapping exercise.
• Thirty youth organizations were supervised and trained on aspects of violence and family planning.
• A strategy for working with young men against violence against women was developed; Community projects were set up to encourage dialogue within the communities.
• 5 counseling centers for women victims of violence were strengthened. The JP provided support to more than 2,200 women victims of violence in all different forms.
• Counseling centers received technical support, but also support to improve awareness in the communities. A practical guide was produced and is available on the programme website.
• The institutional and technical strengthening of departmental coordinators enables better coordination, care and data collection on violence against women.
• More than 14,500 young people from vulnerable neighborhoods were sensitized against violence through art, sport or training;
• 12 community radio stations were established to disseminate and facilitate programs for peace and Communicators Network against Violence was formed.

Outcome 3:

Strengthening national capacities and systems to understand the causes and dynamics of crises and violence and formulate responses.

Outcome Achievements:

• In-depth technical support and capacity building was provided to the National Observatory on Violence and crime (which was destroyed by the earthquake of 2010).  This strategic support yielded the following results: a standard guide for recording offenses; a platform for recording official data homicides and accidents (HNP); a statistical bulletin of the HNP and the Observatory on crime rates in the country; training seminar for civil society, national authorities and  women's organizations; Technical assistance for the production of a study on domestic violence.

Best practices:

• Working with volunteer networks (eg Scouts of Haiti) helps to strengthen their technical and management capacities, and give way to results that respect community dynamics, while guaranteeing access to target beneficiaries.
• Work with the private sector to enhance social responsibility. The work with chambers of commerce and industry and other companies of the private sector has shown gradualattitudinal changes. A greater number of companies with social responsibility can help boost economic opportunities for young people.
• Creation of a guide for project management, proposals writing and reporting requirements for community organizations.
• Capacity building training related  to conflict management and violence prevention  in school environment.

Lessons learned:

• Activities aimed at the economic empowerment of vulnerable women, particularly survivors, require in depth guidance  from experts to be effective.
• The creation of an entity within a public institution should respect existing management structures. In the context of the establishment of the National Observatory of violence and crime, a more gradual installation would have favored a better integration.
• Need to clearly define the theory of change. Violence reduction and social cohesion projects seek modification of behaviors. The strategy to do this must be clearly established and activities justified. This would facilitate identification of adequate indicators to measure progress and change, to show results which is key to mobilizing donors. The JP should also seek to align it’s indicators with those of its partners as this would facilitate reporting.
• As part of local activities, capacity building and support for local authorities is just as important as capacity building and support to civil society or community organizations.
• It is best to organize team meetings by themes as this makes it easier to identify synergies and define joint vision.
• It is important to establish joint programmes in line with the agencies’ mandates to limit interagency tension. JPs should also define mechanisms that enable agencies with the most operational capacity to support agencies with less operational capacity. 

More details can be found in the documents below.