STREET THEATRE AND COMMUNITY CONSULTATIONS · This document is the result of the final evaluation...

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STREETTHEATREANDCOMMUNITYCONSULTATIONS

FinalEvaluation

Briefdescription

Streettheatrewithcommunityactorsandactressesisarelevantstrategyasameansofcommunicationandcommunitymobilizationthatfaceavulnerablesituation

[email protected]

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ContentsEXECUTIVESUMMARY 4

Introduction 8

1.EvaluationGoalsandProjectBackground 9

1.1.EvaluationGoals 9

1.2.Briefprojectdescription 9

1.3.Methodologyusedintheevaluation 11

1.3.1.Researchtechniques 11

1.3.2.Instruments 11

1.4.Conditionsandlimitationsoftheconductedstudy 11

1.5.Descriptionoftheworkcarriedoutduringtheevaluation 12

1.5.1.Evaluationphases:Preparatoryphase 12

1.5.2.Initialvisitstotwocommunitiestargetedbytheproject 14

1.5.3.Toolsdesignanddocumentreview 14

1.5.4.Visitsandinstrumentsapplications 14

1.6.Structureofthedocumentssubmitted 14

2.Descriptionoftheinterventionanalysed 15

2.1.Initialdesignandpreparation 15

2.1.1.Design 15

2.1.2.Detaileddescriptionofthepreparation 16

2.2.Projectmanagementunit 18

MainresultsoftheEvaluation 20

3.Relevanceofobjectivesandresults 20

3.1.Inrelationtotheinterventionarea 20

3.2.Regardingcommunities’interests 20

3.3.Regardinggovernment’spolicy 21

3.4.Regardinginternationaladvocacy 21

3.5.Relevanceofthestrategy 21

4.Efficiencyandimplementation 23

4.1.Projectorganization 23

4.2.Localactors 25

4.2.1.Communityleadersandselectionmethod 26

4.2.2.Trainingmethods 28

4.3.Employedstrategies:Streettheatreandcommunityconsultations 29

4.3.1.Playsdesign 29

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4.3.2.Theatreperformancesandcommunities’assessment 29

Summaryperformancesaudience 29

4.3.3.Filmproductionandscreenings 32

4.3.4Communityconsultationsandcommunities’assessment 33

4.4.Advocacyprocess 35

4.4.1.Localadvocacy 35

4.4.2.Nationaladvocacy 36

4.4.3.Internationaladvocacy 36

-EventatBritishParliament,London,Nov.2015 36

-MeetingwithBritishAmbassadorandConsulintheDominicanRepublic 36

-MRG’sinterventionattheHumanRightsCouncil,Geneva,March2016 36

4.5.Localpublicpoliciesandaccesstoservices 37

5.Effectiveness 39

5.1.Resultsachievedbyorganisationimplementingtheproject 39

5.2.Effectivenessintermsofprogramexecution(Objectives-Results) 40

6.Impact 44

7.Sustainability 47

8.Conclusionsandlessonslearned 48

8.1.Conclusions 48

8.2.Learnedlessons 49

9.Recommendations 50

Annex 51

Annex1.Termsofreferenceforthisevaluation 52

Annex2.Evaluation’sitinerary 53

Annex3.Listofinstitutions/peopleinterviewed 54

Annex4.Documentation 56

Annex5:Factsheetsandfocusgroups 57

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EXECUTIVESUMMARY

Thissummarypresents themain findingsand lessons learnedof the finalevaluation from“StreetTheatreandCommunityConsultations”project.Thedocumentprovidesinformationof the evaluation objectives, its process, limitations, and a description of the evaluationphases.Italsodescribesthedesignoftheproject,anditsdescriptionandimplementation.Itcomments on the project’s effectiveness when achieving objectives, impact andsustainability of the project and it draws on conclusions, lessons learned, andrecommendations.Theevaluationfocusesonlessonslearned,efficiency,effectiveness,andimpact.

This projectmainly financed by the European Union, uses street theatre and communityconsultationsasatooltoincreasecivicparticipationofDominicansofHaitiandescentandto encourage them to monitor public policies and access to basic services. It promotestraining youth theatre troupes tomaintain/raise awareness and community participationwhenadvocatingtoaccessbasicservices.Twopartnersimplementedthisproject:MinorityRights Group International (MRG - operating from London) andMovimiento de MujeresDominico-Haitianas(MUDHA-operatingfromSantoDomingo).

Relevantconclusions

The project was relevant on its conception, communities’ selection, actors involved,methodology,andtoolsused.

Both MUDHA’s and MRG’s team members interviewed for this evaluation consider theoverall performances of the project to be good. It was possible to sustain effectivemanagement that contributed to the achievement of results thanks to thework donebyboth partners, MUDHA and MRG. However, insufficient forecasting related to shared-managementlimitedtheeffectivenessoftheproject.

Theleadershipandempowermentofthe12communityleadersisarelevantaspectoftheproject.Therehasbeenpersonalgrowthinthem,theyhaveunderstoodtheirownrealityaspart of a community that is facing exclusion, they have assumed a social commitmentthrough the work they have done on raising awareness and accompaniment to theircommunities.Moreover,afewofthemlinkedandparticipatedinneighbourhoodmeetingsanddealtwithlocalauthorities.

The project has been coherent in training young people from different communities notonly in theatrical techniques, but also in a comprehensive training that makes themcommunity leaders. The plays efficiently contributed to raising awareness amongst the

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Dominico-Haitiancommunity,ingrowingtheirconsciousnessandtheirempowerment,andin a greater participation anddeeper concernof the community for the lackof access tobasic services. In particular, the understanding andwillingness to unify tomanage theseproblemsisemphasised.

Thecoordinatorchangesduringtheprojectwereadifficultyfor its implementation.Thesechangesdidnotaffecttheproject’sresults.However,wethinkthiscouldhavebeenavoidedwithagoodselectionprocess,whichincludedastaffprofileandaprobationaryperiod.

Theabsenceofapermanent(evenpart-time)MRGstaff inthecountry isanelementthathindered the project’s coordination, monitoring and the adaptation of decisions to thecontext,aswellasjointdecision-makingbetweenpartners.

The street theatre project has shown that a comprehensive training, knowledge of thesocio-cultural reality, and citizen education are tools that produce profound changes inpeople.Theintervieweesduringthisevaluationgavetestimonyofthedegreeofawarenessreachedwiththeirparticipationinthisprocess.

The Constitutional Court Judgement 168-13 and the Naturalisation Law were catalysingeventsthatboostedcommunitymobilisationsandadvocacyactivities.

The street theatre methodology is a suitable tool for awareness-raising work. However,someofthecommunity leadersandprojectcoordinatorsconsiderthatthisactivityshouldbemoreproactive,withgreaterinvolvementofthecommunity.Thetypeofgroup,andthehigh number of actors/actresses that complicated the project logistics and transportexpenses,areconsideredtobeelementsthatlimitedtheoperabilityoftheproject.

Finally, when assessing the relationship between MUDHA and MRG established in theproject, the evaluator states that itwas strainedbecause each institutionhad a differentapproach. While MRG clearly expresses the interest in the development of a strategiccounterpart with MUDHA, the evaluator saw no clarity from MUDHA’s team on theunderstanding that both organisations are counterparts and instead the relationship isunderstoodasdonorandcounterpart.

LessonslearnedThisprojectdemonstratedthatstreettheatreisaneffectivetooltoeducate,sensitiseandmobilisevulnerablecommunitiesandcitizens. It isalsoeffective to influencesocialactorsanddecisionmakers.

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The implementation of this project shows us that it is possible to achieve community’sparticipation and integration in mobilisation and community actions using innovativestrategiessuchasstreettheatre.

Choosing young people from the communities to train them for street theatre andcommunity leadership was an excellent choice for this project. Training them in theircommunitieswasasuccessfuldecisionfromthecoordinationteam.Nottakingtheleadersoutside their environment allowed them to connectwith their own reality, tomaintain acloserelationshipwithotheryouthfromdifferentcommunities,andtobeobservedwhiletrainingbyotheryoungneighbours.

Institutional arrangements related to the work between partners in solidarity must beclearlyestablishedinwritingpriortotheproject’sexecution.

Recommendations

Consideringapriordiagnosisoftheneedsandrealityofthecommunitiesandofthecountrywould be a correct starting point for the design of a flexible and culturally adaptableproposaltothelocalandglobalcontext.

A future project should consider improving some forecasts related to management,coordination,definitionofstaffprofilesfortherecruitmentprocess,definitionoftherolesofthedifferentactors involved,anddefinethewaystoeffectivelycommunicate. Itwouldbe desirable to hire MRG staff in the country of implementation, or to include regularcountryvisitsforMRGstaffinthebudget.

Asimilarprojectshouldconsiderawell-definedstrategyforengagingleadersincommunity-basedorganisations(e.g.neighbourhoodcouncils,youthgroups)asawaytoenhancetheirleadership.

It is recommended to rotate young leaders’ trainings in all communities involved, so thatyoungpeoplewhoarenotdirectlyparticipatingcanobservewhatishappening.Duringthisproject’simplementation,trainingsweretakingplaceonlyinLechería.

Theexperienceofthe12leadersissuccessfulandcouldbereplicable.However,inasimilarproject it is recommended to consider setting up plays with a smaller number ofactors/actresses and using a theatrical methodology with greater involvement of theaudience, for example, forum theatre, dramatisations or short dramas that recreate therealityinthecommunities.

Afutureprojectwillclearlyestablishways,meansandformsofcommunicationforabetterrelationshipandtransparencyintheinter-institutionalrelationship.

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MUDHAandMRGshoulddesigna follow-upplanwith the12 leaderson the relationshipwithlocalgovernmentstocontinuewithcasesonaccessingbasicservicesandworkingwiththetheatretroupescreatedineachcommunity.This isanelementthatwillcontinuewiththeir leadership. The evaluatorwas able to contact bothMRG andMUDHA and in theseconversationsitwasconfirmedthatbothorganisationsareincontactandstartedtakingthesteps needed to define a sustainability plan, includingMUDHA’s decision to keep the 12leadersinvolvedinactivitiescurrentlyimplemented.

Acronyms

MRG MinorityRightsGroupInternationalMUDHA MovimientodeMujeresDominicoHaitianaDH Dominico-HaitianUNHCR UnitedNationsHighCommissiononRefugeesREDANA AmericasNetworkonNationalityandStatelessnessEU EuropeanUnionUPR UniversalPeriodicReviewRECONOCIDO MovimientoReconoci.doNGO Non-GovernmentalOrganisationCEJIL CentroporlaJusticiayelDerechoInternacional

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Introduction

This document is the result of the final evaluation of the project “Street Theatre andCommunityConsultations”.Thedocumentisstructuredasfollows.Thefirstsectionpresentsthe objective of the evaluation, a brief description of the project, the methodology,techniquesandtoolsusedforthisevaluation.Furthermore,itincludesthelimitationsoftheevaluation,thepathtaken,andadescriptionofthedocumentsreviewed.

Thesecondsectiondescribesthedesignandthelogicalframework.Theproject,co-fundedbytheEuropeanUnion,usedstreettheatreandcommunityconsultationstoencouragecivicparticipationofDominicansofHaitiandescentastoolstomonitorpublicpoliciesandaccessto basic services. Two partners implemented this project: Minority Rights GroupInternational (operating from London) and Movimiento de Mujeres Dominico-haitianas,(operatingfromSantoDomingo).

Thethirdsectionpresentstheevaluationresults.Itanalysestherelevanceoftheobjectivesand results in relation to the implementation areas, communities involved, national andlocalgovernmentspolicies,and in relation toadvocacyandstrategy.Theproposal, at themomentofitsdesignwasrelevantanditcurrentlycontinuestoberelevant.

Thefourthsectionaddressesefficiencyandimplementation.Itincludesacriticalanalysisofactivitiesandresults inrelationtoprojectorganization, localactors, trainingmethodsandefficiencyofthestrategiesused:streettheatre,communityconsultations,andadvocacy.

The fifth section refers to effectiveness. It examines the relationship between results,objectives,andimplementation.Itincludesadetailedanalysis,whichconcludesthatresultshavebeenmet.

The sixth section analyses the impact achieved in relation to theobjectivesbasedon theproposedindicators.Sectionsevenanalysessustainabilityandfinallysectionseightandninepresenttheconclusions,lessonslearnedandrecommendations.

Despite the difficulties encountered during the evaluation process to conduct interviewsand gather focus groups, this report presents in detail the efficiency, effectiveness andimpactintheimplementationofthe“streettheatreandcommunityconsultations”project.

Finally,weappreciatetheeffortsmadebypeopleinvitedtoparticipateininterviews,focusgroups,andconsultations.Withouttheircontributions, itwouldnothavebeenpossibletopresentthisevaluation.

AlbaReyesExternalevaluator

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1. EvaluationGoalsandProjectBackground

1.1. Evaluationgoals

Theevaluationshouldfocusonthelearningprocess,efficiency,effectivenessandimpactoftheproject.Thereisnodefaultformatforthisassessment.However,MRGandMUDHAareprimarily interested in finding out lessons learned that could be applied in designing andimplementingfutureprojectswithsimilargoals.

Whendesigningtheevaluation,wehavetakenintoaccountandfulfilledtherequirementsestablishedbytheEuropeanUnion,themaininstitutionfundingtheproject.

1.2. Briefprojectdescription

This project, mainly funded by the European Union, uses street theatre and communityconsultations to increase civic participationofDominicans ofHaitian descent as a tool tomonitor public policies and access to basic services. This project created youth theatregroupstomaintain/raiseawarenessandcommunityparticipationtodemandaccesstobasicservices. During project implementation, six theatre groups were createdwith teenagersand young people. Two partners implemented the project: Minority Rights GroupInternational - MRG (operating from London) and Movimiento de Mujeres Dominico-Haitianas-MUDHA(operatingfromSantoDomingo).

ProjectobjectivesandstrategiesTheinitialprojectresultsareasfollows(followedbyrelevantindicatorsineachcase):

Generalobjective.TocontributetotheimprovementofmechanismsforcitizenparticipationintheDominicanRepublic.

Specific objective: Using social street theatre and consultations with community to increase thelevel of citizen participation of Dominican-Haitians tomonitor public policies and access to socialservicesatthelocallevel.

TheprojectaimsatprogresstowardsequalityinaccessingpublicservicesintheDominicanRepublic. Specifically, the project will focus on reducing barriers (racial discrimination,remoteness, lack of knowledge, lack of confidence) that a marginalised sector of thecountry’s population (the Dominican-Haitian community - DH) which currently barelybenefitsfrompublicservices.Theprojectwilltrainmembersofthesecommunitiestoassesswhich servicesaremost inneedbut theydonothaveaccess to,andhowtoadvocate tochange this situation. Communitymemberswill be trainedusing an innovative technique(street theatre and theatrical groups) with more “traditional” activities (setting up

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consultations where citizens can receive information and support to benefit from publicservices). This project will provide community members with the support they need toovercome entrenched disadvantages and barriers they face in accessing such services –includingracism,citizenship issues,policehostility, lackofattention from localauthoritiesandhighcompetitionforlimitedresources.

Outcome1:Dominico-Haitiancommunitymembershaveincreasedtheirawarenessontheirrightstoservicesatthelocallevel,andofthemechanismstheycanusetoensureaccesstotheseservicesanddecision-makingprocesses.

a)40%(2,000people)ofthosewhohaveseenatheatreplay,reportbetterunderstandingofhowtoaccesslocalservices.

b)7,500leafletsdistributedamongmembersoftheDominico-Haitiancommunity.

Outcome2:CommunityleadersareabletolobbyandadvocateonbehalfofDominico-Haitiancommunitymemberstoensureamoreinclusiveimplementationoflocalpublicpolicy.

a)12leadersofthecommunityaretrained,atleast50%arewomen.

b) 100% of the young people trained have assumed their role and have initiatedparticipatoryprocessestowardsdecision-making.

c)Communitymobilisationstrategiesaresetin4bateyes,withatleast360beneficiariesperyear.

d)300people(ofwhich120arewomen)areinformedaboutcitizenparticipation.

e)Of these informedpeople, 150 communicateat theendof theproject, that theyhavebeenusingtheirnewlyacquiredskills.

Outcome 3: Local policy-makers in the Dominican Republic, and most of the generalpopulation,aremoreawareoftherightsofDominico-Haitiancommunitymembersandtheproblemscurrentlyfacedbythemtogainaccesstoservices.

a)3,200peoplefromthemajoritycommunityhaveincreasedawarenessandinformationonconditionsandsituationsinwhichtheDominican-Haitiancommunityinthecountrylivein.

b) 10 representatives from local governments are informed about the situation faced bymembersoftheDominico-Haitiancommunityandtheirlackofaccesstopublicservices.

c)30positivearticlesarepublishedinthemedia.

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d)5localadvocacymeetingswillbeorganized.

e) At least 3 national advocacy actions and 5 at the international level are taken intoaccount,andnationalandinternationalrepresentativesareinformedaboutthesituationofthecommunityandtheirlackofaccesstopublicservices.

1.3. Methodologyusedintheevaluation

Thefinalevaluationofthestreettheatreprojectisdevelopedthroughtheuseofqualitativeevaluation,whichprioritisestheactiveparticipationofthedirectbeneficiariesoftheprojectandotherkeyactorsinvolvedorcollaboratorsintheimplementationoftheproject,throughtheuseoftoolsandtechniques.Themethodologywillconsidertherevisionanddocumentsanalysisoftextsrelatedtotheprojectasawaytounderstandandevaluatetheinterventionlogicanditsresults.Inadditiontotheotherdocuments,otherdocumentsandstudiesthattheinstitutionandtheevaluatorsconsiderrelevantmaybereviewed.

1.3.1. Researchtechniques

Qualitative research techniques were used in the evaluation. Also, semi-structuredinterviewswere applied to key actors involved during project implementation, and focusgroupswereorganisedinthebeneficiarycommunities.

During theevaluationweanalyseddocuments,arranged internalmeetingswithMUDHA’steam,visit twocommunitieswhere theprojectwas implemented,organised focusgroupswithbeneficiariesandkeystakeholders,interviewedkeypartners,expertsinthefield,socialcommunicators, authorities and community leaders, amongst others.We also consideredimportantparticipatingineventsrelatedtotheprojectduringtheevaluationprocess.

1.3.2Instruments

Interviewworksheetsforkeystakeholdersandafocusgroupworksheet.

Themethodologyusedinthisevaluationincludesagenderaspect,whichwillbeexpressed

duringthetools’designandthroughoutallactivitiespartoftheevaluation.

1.4. Conditionsandlimitationsoftheconductedstudy

1. Evaluating the project at the end of its implementation implied some limitations tooperatetheworkplan. Inthisparticularcase,giventhecharacteristicoftheproject-implementationsharedbetweenMRGandMUDHA-,wehadtocarryoutsomeoftheinterviewsviaSkype.

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2. Coordinatingtheimplementationofthisevaluation’sworkplanwasalittlebitdifficultduetoseveralfactors:oncetheprojectfinishedthecommunityleaderswerefocusingon their daily lives and the existing communication channel (telephone) were notworking. As a consequence, several focal groups had to be postponed due to thesecoordination difficulties. Also, MUDHA’s team was involved in the commemorationevents of the Judgement 168-13, which delayed interviewing MUDHA’s staff, afundamentalpartoftheevaluationprocess.Thesetwosituationsmeantadelayintheinformationgatheringprocess.

3. Therewere some limitations in interviewing local government officials. InMay 2016electionswereheldintheDominicanRepublic,anditwasdifficulttocontactmayors,councillors,headsofmunicipaldistrictsanddelegates,withsomeexceptions.

4. Therewere difficulties in interviewing some key people recommended byMRG, likethe artistic coordinator of the project (who at one point was also the projectcoordinatorwithMUDHA).

1.5. Descriptionoftheworkcarriedoutduringtheevaluation

1.5.1Evaluationphases:Preparatoryphase

Thisfirstphaseoftheevaluationinvolvesseveralsimultaneoussteps:

o AmeetingwithMRGstaff involved in theproject for thecoordinationof theworkandtoreviewtheevaluationproposal,methodology,deadlines,reportsandcontractsignature.

o A preliminary visit to two communities out of the six the project targeted. Theobjectiveofthesevisitswastodialoguewithsomeleadersabouttheprojectanditsrole.This informationwouldbeusedtosupportthedesignoftheevaluationtools.The evaluator and MRG’s project coordinator selected these two communitiesbecausethesewhereplacestheprojecthadbeensuccessfullyimplementedandthecommunityleadershadperformedwell.

o Consultationwith fivekeypeople involved in theproject implementation includingMRGstaffandyoungleaders.

o Documentary research:a reviewofall relevantdocuments isdone in coordinationwithMRG’scoordinatorwhoprovidedtheevaluatorwiththeavailabledocuments,preferablyinanelectronicversion.

o Structuring information-gathering instruments: interview guides and focus roupsworksheet.

TheevaluationproposalwassubmittedtoMRGon11thJuly2016,theinterviewwasheldon19th July, and the contractwas signed on 15th August.On 18th August, the evaluator andLaura Quintana had a working meeting where the street theatre and communityconsultations project was discussed. We talked about the evaluation proposal, the

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objectives and topics of interest, the methodology and possible timeframes for theevaluation. The agreements reached were: MRG committed to deliver the requireddocumentationfordocumentaryanalysis,alistofkeystakeholdersandtheircontactdetails,a list of community leaders, and relevant MRG points for the evaluation. The evaluatoragreed to submit an operationplan for the evaluationperformance after the preliminarycommunityvisits.

Date Activity

6thSeptember InterviewwithMrs.ZulemaCadenascoordinatorof thestreet theatreproject

atMUDHA

8thSeptember InterviewwithMs.LauraQuintanacoordinatoroftheprojectatMRG.

14thSeptember Interviews with the leaders Rosa Lidia Yan and Baniris Segura from Batey

Palmarejo

14thSeptember FocusGroupatBateyPalmarejo

14thSeptember Interview with Mr. Andres Ramirez, President of the Neighbourhood

CommitteeatBateyPalmarejo.

17thSeptember FocusGroupatLosRedimidos

17thSeptember FocusGroupatMatamamon

17thSeptember InterviewswithJohannaRamónNelsonandNoelRudecindo leadersof the12

Leaders

27thSeptember FocusgroupatBateyLecheríaandinterviewwithValentinaFransuaandDanny

Pie.

27thSeptember Dialoguewith the Principal of Batey Básima School and an organisation of a

focusgroupwith9participants.

28thSeptember Focus Group in Sabana Grande de Boyá, Batey Juan Sánchez and interviews

withEsmeraldaMedinaandFranklinSantana.

29thSeptember InterviewwithClaireThomas,MRG’sDeputyDirector

5thOctober InterviewwithGlennPayotMRG’sRepresentativeinGeneva,UnitedNations

4thOctober InterviewswithMUDHA’steam:LilianaDolis,ExecutiveDirector;JennyCarolina

Morón,HeadoftheLegalDepartment;andLeticiaPierre,ProjectAssistantfor

thestreettheatreandcommunityconsultationsproject.

10thOctober DialoguewithClaraMorel,actress.

1stNovember InterviewwithJoséLuisSoto,fromRadioCimarrona.

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1.5.2.Initialvisitstotwocommunitiesimpactedbytheproject

On4thAugustwemadethefirstpreliminarycommunityvisitinPalmarejo,duringwhichtheleadersRosaLidiaYanandBanirisSegurawereinterviewed.On1stSeptember,thesecondvisitwasconducted inLechería,wherethe leadersValentinaFransuaandDannyPiewereconsulted.Inbothvisitswetalkedwithfourleadersaboutthestreettheatreproject,theirexperienceaspartofthe12Leadersandtheworkdoneintheircommunities.

1.5.3.Toolsdesignanddocumentreview

From 2th to 14th September we completed the documentary analysis of the paperworkdelivered by MRG. At the same time, we processed information gathered during ourpreliminarycommunityvisitsandusedthatinformationtocreatetheevaluationtools.

Thedesignedtoolswere:aninterviewworksheetforthe12leaders,aninterviewworksheetfor theMRG project coordinator, an interviewworksheet for coordinators of the projectfrom MUDHA, an interview worksheet for directors/officers from MRG and MUDHA, atemplate for the interviewwithMRGadvocacyofficer inGeneva,an interviewworksheetfor the project assistant, and a template for the interviewswith collaborators and otherpeopleinvolved.

1.5.4.Visitsandinstrumentsapplications

1.6.Structureofthedocumentssubmitted

Documentssubmittedbythecontractingorganizations:

o InitialapplicationtotheEUfortheproject“StreetTheatreandCommunityConsultations”topromoteparticipationandaccesstoservicesoftheDominican-Haitiancommunity(2012).

o EuropeanUnionExtensionContract,November2015o InterimNarrativeReport(1stFebruary,2013–31stJanuary,2014)o InterimNarrativeReport(1stFebruary,2014–31stJanuary,2015)o InitialLogisticalFramework(2012)o RevisedLogisticalFramework(November2015)o FinalROMEvaluationReportfortheproject“StreetTheatreandCommunity

Consultations”topromoteparticipationandaccesstoservicesoftheDominican-Haitiancommunity(2015)

o 12leaderslist

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2.Descriptionoftheinterventionanalysed

2.1.Initialdesignandpreparation

2.1.1.Design

The project has an ambitious overall objective: "to contribute to the improvement ofmechanisms for citizen participation in the Dominican Republic". The designers suggestusingstreettheatreandcommunityconsultationsasamethodtoempowercommunitiestoaccess services. From the evaluator’s perspective, street theatre and communityconsultationsareeffectivetoolstoraisecommunityawarenessandparticipation,especiallyincommunitieswithlowschoolinglevels,suchasthoseaddressedbytheproject,aswellasmixedcommunitiesandauthorities.Thedesignofthespecificobjectiveandtheresultshasbeen the correct ones to positively achieve the key aspect of this project “contribute toachieve better mechanisms of citizen participation in the country”. This impliesorganisation,trainingandcommunityactionsinthelongtermthatitisnotclearatprojectdesignstage.

Thehypothesisstatesthat:"membersoftheDominican-Haitiancommunityparticipateinthe project" and that "government and local authorities do not obstruct theimplementation of the project". The Dominican-Haitian community’s participation in theprojectactivitieshasbeensuccessful.However,giventhecontext,thenationalgovernmentisnotfullycommittedtotheproject’saims.Localauthoritieshavenotrejectedtheproject,whichdoesnotmeanprogresshasbeenachievedintermsofco-responsibilityandsupport.

Results one and two state that: "Dominican-Haitian communitymembers have increasedtheirawarenessontheirrightstoservices"andthat"communityleadersareabletolobbyand advocate on behalf of the Dominican-Haitian community". We positively value theprogressmadewiththeproject,especiallytheawarenessraisinginrelationtotheirrighttoaccessbasicservicesandtheirunderstandingoftheneedtouniteinordertoadvocatefortheirrights.ThereisahigherlevelofinformationregardingtheproblematicdocumentationasafundamentalelementtobeDominicancitizenssubjecttorights.

The leadership andempowermentof the12 community leaders is remarkable. Therehasbeenpersonalgrowthineachofthem,theyhaveunderstoodtheirownrealityaspartofacommunityvictimofexclusionand theyassumeda social commitment through informingand accompanying their community. A few of them gained significant experience inparticipating with social organizations (Neighbourhood Committees) and in managementwhen dealing with local governments. However, we notice weakness in the ability topressure local authorities for the implementation of inclusive public policies. These areelementstoreinforceinfollowupactions.

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The third result states that: “Local policymakers in the Dominican Republic,international/regional actors, andmostof the general population, aremoreawareof therights of Dominico-Haitian community members”. We do not believe that the theatreperformances have been enough to make local authorities aware of the rights ofDominicansofHaitiandescent.Insomecases,themayorallowedtheperformancesunderthe coordination with the cultural manager of the municipality. However, this does notensureanyfuturecommitmentasmayorsdidnotattendandthepresenceofothercouncilofficialswasscarce.

Inthecaseofnationalorganizationsandmajoritycommunityactors,aswellasregionalandinternationalactors;anincreasedlevelofawarenessisclearlyperceived.Therewasagoodparticipation in local, national and international advocacy actions and in theatreperformances.

Theoverallandspecificobjectives,andtheresultsareconsistentastheyseektorespondtotheproblemofaccessingbasicservicesincommunitiesusingstreettheatreandcommunityconsultations.Thiswascombinedwithadvocacyatthelocal,nationalandinternationallevelas a tool topressuredecision-makers in the country to resolve thedocumentation issuesfaced by Dominicans of Haitian descent, as this is a requirement to access services andexercisetheirrights.

The scope of the overall and specific objectives, and the results respond to a proposalfocusedinadelimitedgeographicalarea.However,thesealsosetachallengetoMRGandMUDHA to implement other proposals or actions in order to continue working in areastargetedunderthisproject.Inparticular,instrengtheningthecapacitiesofthe12leaders,theadvocacyandcommunityempowerment.

2.1.2.Detaileddescriptionofthepreparation

MinorityRightsGroupInternational(MRG)hasbeeninterestedinusingcultureasatoolforhumanrightswork.Thisstreettheatreandcommunityconsultationsproject ispartofthisinterest, which was discussed with MUDHA in the Dominican Republic. Together theydecidedtoworktogetheronaEuropeanUnioncallforproposals,whichledtotheprojectcurrently being evaluated. This experience of trying a newmethodologywhen defendinghumanrightswasalsoimplementedinothercountrieslikeBotswana,KenyaandRwandaintheAfricancontinent.

Thefirstprojectdesignwassomewhatdifferentfromthecurrentproject.Themethodologyusedwasbasedonmixingprofessionalactorsfromthemajoritycommunitywithamateuractors fromminoritycommunities."Mixingmajoritycommunityandminoritycommunitymemberscreatesaclashthattheythemselveshavetounderstand.Thereisdiscrimination,thereisracismandtheyhavetostartchallengingtheirownprejudices"(LauraQuintana).

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Theybegantoworktogetherandtocoexisttobringcohesionintheteam.Afterthat,eachtroupe in their countries created a theatre play,whichwas performed in rural areas andcities.

Meanwhile,ineachcountryanationalfilmabouttheprojectexperienceandmethodologyusedwasmade.Andaninternationalfilmwasalsoproduced(titled:“Saymyname")whichcanbefoundonMRGYoutubechannel.Thisdocumentaryfilmexplainsthesituationinfourcountriesandhowthestreettheatremethodologywasusedtoaddressdiscriminationandracismfacedbyminoritycommunities.

The“streettheatreandcommunityconsultations”projectisthesecondphaseoftheprojectdescribed above. 7 leaders trained in the previous project are integrated into the newprojectandtheother5leadersareselectedtoreplaceprofessionalactors.Thisishowthe“Los12discípulos”troupewasformed.

In 2013, the project currently evaluated changed its direction due to changes in theDominican context.On September, 23rd 2013, theDominican Constitutional Court passedthe Judgement 168-13 (Claire Thomas). This judgement denationalised thousands ofDominicans of Haitian descent born in Dominican territory just for being descendants offoreigners with Haitian nationality. Those affected included up to three generations ofpeople.

This decision by the Constitutional Court was rejected by social organisations in theDominican Republic but also international institutions that obliged the Dominicangovernment, one year later in 2014, to pass a naturalisation law, which allowed a“humanitarian solution to the problem”. This law did not recognise any rights to thosepeopleaffectedbythejudgement.Itestablishedaforcedacknowledgementbythestateontheissuethatit“madeamistakeregisteringbirthsofpeoplebornfromHaitianparentsintheir territory”, for which some experts in this subject establish that these people are,accordingtothelaw,“Dominicansbymistakeandnotbyrights”.

Law169-14dividedthedenationalisedpeople intwosubcategories:groupAandgroupB.GroupAisintegratedbypeoplethatalreadyhadidentitydocuments(birthcertificateorIDdocument) by the time of the judgement but that these were nullified by the CentralElectoral Board imposing these being transcribed to the Foreigners Registry. Group B isintegratedbypeople thatwerenever registered. They are in a legal limbo. Peopleundergroup Bwere forced to register as foreigners (without a foreigner nationality). However,mostofthemdidnotregisterastheydidconsiderthemselvesnotforeigners.Therearealsoothergroupsofpeopleoutsidethesetwocategories.Therearepeoplethatwereregisteredunder the Foreigners Registry or other special registries for foreigners before thejudgement. Thesepeoplewere rejectedby law169-14andwerearbitrarily andabusivelydeniedanyaccesstoDominicannationality.

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This changemeant thatMRGandMUDHAhad to strengthen their internationaladvocacyactions, while locally the structure of the 12 leaders was used to support the work ofinformationandawarenessinthebateyesthroughcommunityconsultationactions.

During this project evaluation we identified that MRG and MUDHA have had differentapproaches and this has limited the development of the partnership between bothorganisations.However,thisdidnotlimittheprojectimplementationnorwasitanobstacletocompleteactivitiesortoachievetheexpectedresults.

For MRG, the street theatre project was seen as an opportunity to develop a workingrelationshipbetweentwopartnerorganizations:MUDHAandMRG.MUDHAhassometimestreatedMRGlikeadonor,ratherthanapartner.AMUDHAstaffmembersaid:“IthasbeenanMRG initiative,MUDHA’s participation was limited to the consultationmade byMRGwhen the proposal was being prepared". Another staff member mentioned, “MRGimplementedtheroleofanagencyandofaccompaniment".Ascanbeseen,MUDHAstaffintervieweddidnothighlighttheirroleasstrategicpartners,althoughoneofthemindicatesthattherewasaroleof"accompaniment".

2.2.Projectmanagementunit

Projectmanagement responsibilitiesweresharedbetweenthe twopartners,MUDHAandMRG.MUDHAwasresponsible for technicalstaffworking fromtheiroffice,andMRGwasresponsible for staff on fundraising, international advocacy, finance, and a projectcoordinatorworkingfromLondon.

MUDHA,duetoitsroleaslocalpartner,assumedtheworkofaccompanyingandmonitoringproject activities in communities with national partners from civil society to advocateagainst the Dominican government. MUDHA also had a role on international advocacyproviding information and suggesting activities to be implemented (e.g. attending theBenito Tilde Méndez Trial or attending meetings at the Inter-American Commission ofHumanRights).Ontheotherhand,MUDHA,alongwithMRG,playedatechnicalroleinthepersonnelselectionandtheirmanagementandsupervision.

MRGhadthecontractwiththeEU,therefore,wasdirectlyresponsibleforthegrant,whileMUDHA is a partner organisation. This meant that MRG had a greater control overmanagingresources,and indecision-makingat the financial level,and inaccountability tothedonor.

MRGhadanannualcontractwithMUDHA,whichincludedtimeframeandbudgetbasedonprojectionsofactivitieseachyear.ThecontractwasrenewedwhenMUDHAsubmittedthefinancial and narrative reports on the previous period, and after its proper revision andapprovalbyMRG.

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As part of this financial-technical accountability dynamic, at the beginning of the projectMRG delivered a welcome package to MUDHA containing: the contract, MRG policies,report templates,etc.This, togetherwithearlierexperience implementinga jointproject,ensuredgoodmanagementoftheevaluatedproject.

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MainResultsoftheEvaluation

3.Relevanceofobjectivesandresults

3.1.Inrelationtotheinterventionarea

The Dominican Republic is a relevant country for implementation of the project “Streettheatreandcommunityconsultations”giventheexistenceofDominicansofHaitiandescentcommunitieswhose rights are violated. This relevancewas evenmore relevant after theJudgement168-13oftheDominicanConstitutionalCourt.

In theoriginalprojectproposal the interventionareawas verybroadand included:CibaoNorte, Cibao Nordeste, Ozama, Valdesia, Higuamo and Yuma regions. This wide areacorresponds to the proposed objective: "Improve levels of citizens participation in theDominican Republic" and the intervention strategy was “using theatre” as a tool forachieving the objective. In this project, the area of intervention and objectives wererelevant.

In theToR1 for thisevaluation thegeographical scope tobeassessedwas reduced to tenbateyes.However,wedonothavedocumentsthatjustifythisdecision.Thisreductionandchanges inthestrategywererelevanttothesituationintheDominicanRepublicaftertheJudgement168-13andthenewnationalizationlaws.

The communities where the project was focusing in this second phase were relevant aspeople were affected by the Judgement 168-13 and have no documents and they lackaccesstoservices.

Theprojectisrelevantinrelationtothecountry,theoriginalinterventionareaandthenewgeographicalscopeandaccordingtoobjectivesandresults.

3.2Regardingcommunities’interests

Theproject,asawhole,isrelevanttocommunityinterestsandthecommunitieshavebeencorrectly selected. There are other communities nearby with equal relevance that theproject did not reach, for example Los Redimidos, since actions were carried out in SanJoaquin,suburbanareasofLaVictoria,Yabacao,andothers.

1TermsofReference

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3.3.Regardinggovernment’spolicy

Therewasconsistencybetweenprojectobjectivesandgovernmentpolicies.

o TheDominicangovernmentstripsitsdocumentationtothousandsofDominicansofHaitiandescentbecauseofJudgement168-13.

o The government initiates a naturalization process and it gives legal residencies toDominicansofHaitiandescent

o TheproposalisconsistentwiththerightofDominicansofHaitiandescenttofightfortheirlegitimatenationality

o Communities involved lack basic services (water, sanitation, roads, health centre)and neither the central government nor local governments meet these needs.Therefore, the project is consistent with the current situation of vulnerability ofthesecommunities.

3.4Regardinginternationaladvocacy

The project coincided with the Constitutional Court Judgement 168-13 and theNaturalizationLawintheDominicanRepublic(2014),whichallowedgreatervisibilityofthesubject. This raised awareness about the problems Dominicans of Haitian descent faceincluding discrimination and racism. This impacted the recommendations made bydiplomats.

The project was relevant to MRG, because their work was isolated and unknown. MRGdecided to integrate into networking spaces such as the ANA Network and the RD TaskForce. Through these networks they established a good relationship with AmnestyInternational,whichallowedthemtobroadentheirrangeofactionandtheiradvocacyworkat the international level. An added value to this relationship is the use of the project’sdocumentarybyAmnestyInternational(ChileandU.S.A.).

ArelationshipwithUNHCRwasalsoestablishedthroughdirectmeetingswithofficialsintheUnitedKingdom,Spain,Geneva(UnitedNations)andtheDominicanRepublic.

Internationally,agreatervisibilityoftheissuewasachievedandincreasedpressureontheDominicanstate,whichmighthavepushedtheurgencyofpassingtheNaturalizationLaw.

3.5Relevanceofthestrategy

Theproposalhada relevant strategywhen linkingcultureasamethod to sensitiseaboutracism,exclusionandvulnerabilityandtheEuropeanUnioncallforculturalwork.

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The project has developed a strategy that corresponds to the characteristics and socialreality of communities and their inhabitants by using street theatre as a tool for sharinginformationandraisingawarenessduetothehighilliteracyratesinthecommunities.

Theprojecthasconsistently trainedyoungpeople fromdifferentcommunitiesnotonly toreinforcetheatricaltechniques,butalsoinbecomingcommunityleaders.

Theexchangebetweenyoungpeoplefromdifferentcommunitieswasacoherentstrategytotrainleaders,notonlyforyouthbutalsoforthewholecommunity.LeadersaresensitizedonissuesregardingDominicansofHaitiandescentandthecommunitieswheretheylive.

The community consultations strategy was relevant in allowing community members toidentify their needs, sensitise themon the importance of unification and to organise thecommunitytoimprovetheirlivingconditionsandtoclaimtheirrightsasDominicancitizens.

Another relevant elementof the community consultations strategywas thepromotionofyouthleadershiptoinfluencelocalauthoritiesinordertoimproveaccesstobasicservices.

Inbrief,thestreettheatreandcommunityconsultationprojectwasrelevantandrespondedtotheneedsofthecountry,thebateycommunitiesandtheDominicansofHaitiandescent.Judgement168-13raisedprojectrelevanceandawarenesstotheproblematnationalandinternational levels. It also raised the profiles of both implementing parties,MUDHA andMRG.

Although the relevance of this project, it should be noted that given the changes in thenational context created by Judgement 168-13 and the Naturalisation Law 169-14, theseaggravatedthesituationofhumanrightsviolationsand inparticular thedenationalisationfaced by Dominicans of Haitian descent due to ignorance and the denial of theirdocumentation.This,inturn,increasestheirvulnerabilityanddeepensthebarrierstoaccessto basic education, health and housing services. The right to free transit has also beenworsenedbythefactthatsomecommunitymembershavebeenaffectedbydeportationstoHaitiandnowtheydonottravelforfearofbeingarrested.Somearealsounabletotravelabroadduetoproblemswiththeirdocumentation,etc.

Other elements of the context that affected the relevance of the project were the pre-electoralcampaignandthegeneralelectionsofMay2016.Inaddition,theimplementationoftheNationalPlanforRegularisationofForeigners,whichfocusedonHaitianmigrantsintheDominicanRepublic,was also affecting theproject. The implementationof the streettheatreprojectinthemidstofthiscontextposedgreatchallengesforMUDHAandMRG.

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4.Efficiencyandimplementation

In this chapterwe approach the relationship between activities and results of the streettheatreandcommunityconsultationsproject.

4.1ProjectOrganization

Theprojectwasdesignedtobeexecuted jointlybetweenMRGandMUDHA.MRGcarriedout international advocacy, reporting and monitoring work. MUDHA took charge of thenationalimplementation:selectinglocalstaff,auditions,training,performances,communityvisits,advocacyandotheractivitiesnecessarytomeettheexpectedresults.Someoftheseactivitieswereperformedjointly.

ManagementUnit___________________________________________________________________________

MovimientodeMujeresDominico-Haitianas(MUDHA)

Movimiento de Mujeres Dominico-Haitianas (MUDHA), is a non-profit organizationestablishedin1983.Ithasmorethan30yearsofexperienceworkinginbateycommunities,with a special emphasis on Dominican women of Haitian descent and Haitian immigrantwomenintheDominicanRepublic.

Themanagement team of the “street theatre and community consultations” projectwasestablishedbybothMUDHAandMRG.According to theunderstandingofaMUDHAstaffmember:“Theprojectperformancewasadequate,itwasnotexcellent,butnotbadeither”.Oneof the reasons tosay that is the“counterpart” requiredby theEuropeanUnion is “anew experience for MUDHA”. When referring to the term "counterpart", MUDHA isreferringtothematch-fundingrequiredbytheEUaspartofthecontract,towhichMUDHAhadtocontributeto.

A key point raised during the interviews with MUDHA staff, was difficulties in thecoordination between executing organizations (MRG-MUDHA) due to “distance”, and theabsenceoflocalMRGstaff.

ThecompletionofactivitiesandefficiencyduringprojectimplementationwerelimitedduetothefollowingweaknessesidentifiedbyMUDHA:

o Limitedresourcesformonitoringtheleadersworkorvisitingthecommunities.o Changesincoordinators.

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o Doublefunctionthat,atsomepointoftheproject,thecoordinatorwasdoingashewasalsotheartisticdirector.

o Sometimes the coordination had to be undertaken by the Head of the LegalDepartment.

MinorityRightsGroup(MRG)

MRGastheentityresponsiblefortheprojectdesignhasitsroleswelldefinedwhenitcomestoprojectimplementationtodeliverplannedactivitiestoachievetheexpectedresults.

Regardingmanagement,wecanconcludethatMRGperformedefficiently.However,designflaws were spotted when defining project staff profiles and skills. Selected staff did notalwaysmeet the academic profile and technical expertise levels required for this type ofproject. Due to this and the fact the absence of permanentMRG staff in the country ofimplementationcausedacommunicationproblembetweenparties.

To conclude, the two institutions performed efficiently, activities were carried out, andresultswereachieved,despitetheindicateddifficulties,whichlimitedtheperformance.Themost significant difficulty was that the project was originally designed for a jointmanagementbetweentwoinstitutionsbutinpracticearelationoflocalorganization-donorpredominated.

ProjectCoordination

Projectcoordinators,timeandobservations

Name StartDate ExitDate Observations

MiguelRamírez February2013 September

2014

Projectcoordinatorandartisticdirector.

Duetodifficultiesinmanagementand

workoverload,hesubmittedhis

resignationasprojectcoordinator.

JennyCarolina

Morón

September

2014

April2015 Shewastemporaryprojectcoordinatorto

coverMiguel’sexit.Sheassumedtherole

offacilitatorinhumanrights,leadership

andcommunitytrainings.Shealsodealt

withdocumentationlegalcases.

AlbaLicette

RodríguezAcosta

April2015 August2015 Projectcoordinatorfor5months.Alba

submittedherresignationduetoanother

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joboffer.

ZulemaCadena September

2015

July2016 ShewasMUDHA’smentorfromFeb-June

2015.InSeptember,duetoseveral

coordinationdifficultiesandthethreatof

projectweakening,shewashiredas

coordinator(afterAlba’sexit).

LauraQuintanaSoms ProjectassistantandcoordinatoratMRG

fromFeb2013toSeptember2016.

Thetableaboveshowsthedifficultiesencounteredduringthedevelopmentoftheprojectintermsofprojectcoordination.UptofourpeopleundertookthelocalcoordinationandonepersonthecoordinationroleatMRGLondon.Thisimpliedabruptchanges,duetoindividualviews,ateverylevel:execution,accountability,monitoring,aswellasthetrainingprocessofthe12leaders.BothMUDHAandMRGrecognisethisaspectasaweaknessoftheprocess.Some of the 12 leaders understand these changes had consequences but they said theywereabletoadaptduetotheempathywiththefourcoordinators.

During this process, a successful decision at MRG in coordination with MUDHA was theselection of Zulema Cadenas to be the project coordinator. Zulema’s knowledge of theproject,MUDHA,her technical skills andempathywith theorganisationand the targetedcommunity, allowed her to redirect the project at the community level, strengthen therelationship with local councils and other local entities, ending with a successful projectmanagement.

Managementperformanceevaluation___________________________________________________________________________

4.2.Localactors

The actors involved in the implementation were: selected community leaders, selectedbatey communities and community organizations, local governments and nationalauthorities. In this section we evaluate the efficiency levels of community leaders,community organizations and local governments. And in a lesser extent, nationalauthorities.

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4.2.1.Communityleadersandselectionmethod

A) Leaders of the “street theatre and community consultations” project: “Los 12Discípulos”

One of the project goals was the "selection and training of 12 community leaders". Theteamdecidedtocontinuewithsevenleadersfromthepreviousprojectandtochoosefivenewyoungleaders.

Theselectionoffiveyoungpeopleofbothgenderswascarriedoutthroughauditionsinthebateyes. The project team and MUDHA’s promoters called the neighbours in eachcommunitysotheycouldattendtheevents.

Theteamof12leaderswasformedbythesevenleaderstrainedinthepreviousprojectandfivenewlyselectedforthisproject.

Names,surnamesandcommunitiesofthe12leadersofthestreettheatreandcommunityconsultationsproject

NamesandSurnames

Community

Gender Current

Situatio

n*

InterviewObservations

M F

ValentinaFransuaGilbert

Lechería X A Sheiscurrentlytakingcareofher1month-olddaughter.Hergroupisnotgathering.Sheisdeterminedtorestartherleadershiproleandcommunitywork.

DannyPieAdames Lechería x A Heisworkingintheconstructionsector.OnceValentinarestartsworkingwithyoungpeople,heisreadytojoinher.

AnaIrisCastilloDiaz Basima X B Despite her health condition,she shows satisfaction forbeing part of this project,revealing changes that haveoccurred in her life and thelives of people in hercommunity.

ElíasGuillermoHernándezAlexis

Basima x A A leader, highly valued by hiscommunity.Herecognizesthatthe most important thing is

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thathehasgrownasaperson,and that he is able to teachother young people so thatthey can alsoworkwith otheryoungpeople.

YosmendiMartínezYanillie

Km56 x B Hewasnotinterviewed.Heworksandsupportsfromtimetotimehisbatey.

BanirisSegura Palmarejo x A Shewaspositivelyimpactedbyproject results. She thinks thesame thing happened in hercommunity. She has primarilyworked sharing informationand raising awareness amongneighbours regarding thedocumentation issue. Acommunityleader.

RosaLidiaYan Palmarejo x A An empowered leaderintegratedintothecommunityand member of theNeighbourhood Committee.She states that theatre haschanged her life, made hermore tolerant, more sensitiveand aware of the problemsyouth faces in her batey andhercommunity.

EstherNairobiMejía Palmarejo/VillaLinda x A Shewasnotinterviewed.

JohannaRamónNelson

LosRedimidos x A She is interested in being aleader and everythingindicates that she is movingtowards achieving this goal.Shehas therecognitionofhercommunity. They call, consultandinvitehertoactivities.

NoelRudecindo Matamamon x A A community leader withrecognition of organizations,including churches. Heemphasises his growth withthe street theatre project. Heknows and is empowered ofhis rights, respected andconsultedbyhiscommunity incollaboration with localauthorities.

FranklinSantanaMinocar

JuanSánchez x A Team member since the firstproject. He has become acommunity leader clearlyunderstandinghisrole.

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EsmeraldaSantana LaPista/JuanSánchez x A Togetherwiththeotherleaderofhercommunity,theyconstituteaveryimportantworkingteam.Hermainsatisfactionistofeelshecanbethevoiceofthosewhodonothaveavoiceandtoraiseawarenessinhercommunity.

*Currentsituation:A)activeB)inthecommunity,butpassive,C)outsidethecommunity

Thetablepresentsinformationaboutthe12leadersofthe“streettheatreandcommunityconsultations” project: “los 12 discípulos”. There is an achievement of the indicator thatstatesthat50%oftheleaderswouldbewomen:thereare7womenand5men.Thismeansthatwomenrepresent58.33%ofthetotal.

4.2.2.Trainingmethods

The selected young leaders are from distant communities. An integration and groupcoexistence process was carried out for six days (2 weekends) between August andSeptember of 2013. Its objective was for the group to get to know each other, to findcommonthingsandmutualtrust,andtoestablishthevaluesforcollectiveworkdefendinghuman rights. The 12 leaders were given backpacks, notebooks, pens, and t-shirts withMRG,MUDHAandEUlogos.

The training process was carried out in three sessions of 3 days each. It was based onmodules of theoretical-practical workshops about theatre, human rights and communitywork. The design of these workshops was participatory. The entire MUDHA teamcontributedtotopicstobediscussedandworkedtogethertobemoreeffective.

Theworkshops(seeAnnex1forfullcontent):

- Groupbuildingandprinciples(values,normsandgroupethics).- Communityleadership.- Communicationincommunitywork.- Humanrights- JudgementTC168-13analysis- Communitywork(processes,methodologyandapplication).

OneoftheproblemsMUDHAencounteredwhendevelopingthisactivitywasthelocation.Duetosomedrawbackswithtrainingcentres,theteampresentedtheoptiontocarryouttheactivitiesatBateyLechería.Theleadersacceptedthisoption.

Training activities of the young leaders who constituted the core of the project “streettheatreandcommunityconsultations”werecarriedoutasplannedandinanefficientway.

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The training sessions were conducted in a batey. This ensured that the leaders felt likehome."Westayed5or6weekendsinBateyLechería.Wetrained,helpedandgottoknowcommunity neighbours, their problems, how theymanaged to enter and leave thebatey,andthefighttheyhadtofixthebridge.Wealsogotinvolvedintheirrealities,theirlives,andtheirdreams".Testimonyofonefemaleleaderfromthe12leaders.

Aspartofthetrainingprocess,the12leadersparticipatedinotherworkshopssuchasbodylanguage,communityradio,andapproximatelytwentyworkshopsorganisedbyMUDHAonvarioustopics.

4.3Employedstrategies:streettheatreandcommunityconsultations

4.3.1.Playsdesign

Thecreativeprocessofeachplaywasbasedonaplanthatconsideredreflectiveworkshopsabouttheissuesandproblemsinthecommunities:creativegames,selectionofcharacters,dramastructuredesignsanddramascenes,creationofeverydaycharacters,scriptswriting,rehearsal of technical elements (scenery, costumes, utilities, etc.). This process requiredseveralworkingdaysforthefirstplay(January-March2014)andthesecondplay(October2014-April2015).

Coordinatorsandleadersdecidedtheplaystopicsthroughreflectiveworkshopsabout:dailyissues faced by the communities, collective processes of improvisations and thematiccreativegames,andcreationofdailycharactersofthecommunities.

4.3.2.Theatreperformancesandcommunities’assessment

Focusgroupsresults

Community Focusgroupparticipants(quantity)

Participantswho

attendedplays

Identifiedplays Comments Observations

Lechería 12 12 “Historia defamilia” and “Lacomunidad laconstruimostodos”

The plays are about thesituationofHaitianmigrantsin the country, their lack ofdocumentation, racialdiscrimination, genderviolence and lack ofdocumentation forDominicans of Haitiandescent.

Participantsacknowledgethatasaresultoftheperformances,thecommunityunifiedanddemandedaccesstoservicessuchasaschool,abridgethatconnectsthecommunitywiththevillageandwastecollectionservices.Threedemandsthatwereachievedwiththecollaborationoftheschool,theneighbourhoodcommittee,churchesandothercommunitiesnearby.

LosRedimidos

05 05 “Lacomunidadlaconstruimostodos”

The play talks aboutdocumentation issues facedby Dominicans of Haitiandescent, garbage in the

Otherissuesofconcernwerepresentedinthefocusgroupthattranscendstheperformance:teenage

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community, the urge forcommunity participation inorder to find solutions fortheir problems, and theneed to unify thecommunity to be able todemand services from localauthorities.

pregnancies,difficultiestogetaccesstoeducation,andthemarginalizationofyoungpeopleinthebateyduetolackofopportunities.

Matamamon

08 08 “Historia defamilia” and “Lacomunidad laconstruimostodos”

Theperformancestalkaboutsituations lived in thecommunity. The obstaclesfaced by undocumentedpeople when they requesttheir documents, alsowateraccess, waste managementand domestic violenceissues. A new problempresented in the play isphysicalchildabuse.

Participantsreportwithenthusiasmthattheplaysareatoolforraisingawarenessandeducatingthecommunity."Everymessagetookustosituationsthatareliveddailyinthecommunity".Theyorganisedvisitstothecitycouncilinordertocomplainaboutaccesstoservices:sportfield,andthecollectionofgarbage.Bothdemandswereachieved.

Basima 09 09 “Historiasdefamilia”talksaboutmistreatmentofwomen,andyoungpeopleleavingschooltogetmarriedhopingtohaveabetterfuturebuttheyendupbeingvictimsofdomesticviolence.Aswellasdomesticviolenceandgenderviolencethathasanegativelyinfluencechildren.TheplayNegraSoy*,isaboutwomenwhohavelowselfesteembecausetheyarecalledblack,andhowtheystraightentheirhairbutinfactthisdoesnotchangetheiridentity.

Theprojectwasuseful to raisecommunity awareness ondomesticviolence,andteenagepregnancies.Greater communityempowerment was reported:"we have learned not only todemand in time of politics","the community faced peoplethat dispose garbage in placeswhere it is not allowed to doso."Awareness has been reachedaboutaccesstoservicessuchasgarbage collection, the watertank and sanitation of theslope.All three demands wereachieved

JuanSánchez/LaPista

07 07 “Lacomunidadlaconstruimostodos”

The play is about land. Thesituations people live in thebatey, the struggle of thecañeros (sugar caneworkers),andthedifficultiesHaitiansfaceinorderto liveinthecountry.Itisalsoaboutyoungpeopleliving in the streets thatweregoingdownthewrongpath and the role somepeople played supportingthem to get back on theirfeet.Theplayreflectsthelifeofyoungpeople:absenceofrecreationalspacesandopportunities.

Thegroupreportsmassiveattendanceattheperformancewheretherewasagoodinteractionandquestionsaboutthetopicsdiscussedintheplay.Theimpactonthetwoleadersoftheprojecthasbeensignificant:"theyaretwoleadersthatgoouttothecommunitytofaceproblemsandtheyparticipateinhealthpromotionactivitiesandparticipateintheneighbourhoodmeetings."

*Thisplaywasnotpartoftheproject.ItisaninitiativethatthreeleadersfromPalmarejodecidedtoputintopracticeandduringthesethreeyearsithasbeenperformedateventsorganizedbyMUDHA.

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TheprojectusessocialstreettheatreasatooltoraiseawarenessamongDominico-Haitiancommunitiesabouttheirrighttoaccesspublicservices,toinformthemaboutmechanismstodemandchange,andtomonitoreffectivepublicpolicies inrelationtosuchservicesforthebenefitofthecommunity.

To know the perception of the community in relation to this topic of the project theevaluatororganisedsix(6)focusgroups,oneineachcommunity.Theabovechartallowsusto conclude that communities highly value the impact of the presentations in thecommunities.Allparticipants(100%)inthefocusgroupsattendedtheevents.Althoughtheywere not able to specify an exact number of community participants, they confirmedattendancewasmassiveasplaces suchas churches, community centres andparkswheretheplayswerepresentedwerefull.

Both plays effectively contributed to raise awareness of the DH community, on growingtheir consciousnessandempowerment,aswellasagreaterparticipationandconcern forcommunity problems regarding lack of basic services. In particular, it emphasizedunderstandingandwillingnesstounify thecommunity inorderto findasolutiontotheseproblems.

Thefirstplay,"Lacomunidad laconstruimostodosytodas",wasperformed insixbateyes(km56,Básima,MataMamón,JuanSánchez,SanJoaquínandPalmarejo,andanadditionalperformanceatHotelLina inSantoDomingoduringthe launchofaprojectfundedbytheEuropean Union and implemented by MUDHA and Centro Bonó). In total, 523 peopleattendedtheperformances.

Community Location Date Men Women Youth Children Total

KM56 Communityhall 03/05/2014 10 15 20 28 73Básima School 30/05/2014 10 20 15 36 81MataMamón School 13/06/2014 8 12 14 22 56JuanSánchez Churchbackyard 28/06/2014 32 45 54 131SanJoaquí Schoolhall 12/07/2014 12 22 28 62Palmarejo Publicfield 26/07/2014 30 42 48 120TOTAL 6presentations 102 156 49 216 523

Source:Narrativereportonthepresentationoftheplays

The secondplay "Historiasde Familia"wasperformed in23occasions, includingminoritycommunities/bateyes (Palave, Bienvenido andMataMamón, and in bateyes from PuertoPlataarea:Cangrejo,MuñozandCaraballo).530peoplefromtheminoritycommunitysawintheperformancesofthisplay(245womenand285men).

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This play was also performed in front of majority or mixed community audiences. 17presentations took place in Santo Domingo, Villa Altagracia, Barahona and La Victoria.Locations included INTEC University, Parque Duarte, Centro Cultural de España, EscuelasBásicas,Politécnicos,citycouncils,side-eventtoOEAGeneralAssembly inSantoDomingo,amongothers.1,722peoplefromthemajorityandmixedcommunity(885womenand777menand60peoplewithno identified gender)watched the secondplay. In total, 2,252peoplesawthissecondplay.

Ifwecomparetheaudiencereachedduringplay2presentationswiththeestablishedtargetof 5,200people inprojectdesign,we conclude thatonly a42.1%was reached.However,therewasapresentationonTeleAntillasChannel2,whichestimatedanaudienceof3,000people,whichresultsinatotalaudienceof5,252people.

SecondPlaypresentationchart:HistoriadeFamilia

Source:Presentationreport-playNo.2.

Summaryplayaudience

Play Audience

PlayNo.1 523

PlayNo.2 5,2522

Total 5,775

4.3.3.Filmproductionandscreenings

Threefilmscreeningsaredetailedinprojectdescription:1intheDominicanRepublic,2inEuropeand20 local screenings.The interim reportNo.2 (period1st February2014 to31stJanuary 2015) describes the process developed by MRG in film pre-production andproduction, communication arrangements in Spain and the United Kingdom for its2FigureschangedfromtheSpanishversionwhereitwaswrong.

Plays Women Men Total Audience

PlayNo.2 885 777 1,662 Majority+mixed

PlayNo.2 - - 60 Mixed

PlayNo.2 245 285 530 Minority

1,130 1062 2,252

Play2,TeleAntillas - - 3,000

TotalPlayNo.2 5,252

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promotion,aswellasthetrainingreceivedbyamemberoftheteam,SofiaOlins.However,furtherdetailsonscreeningswerenotreportedyet.

Duringprojectimplementation,fourscreeningswereorganisedinEurope,andtwoinSantoDomingo.Also,thefilmwasscreened19extraoccasionsatfilmfestivalsaneventsheldinSouth Africa, Washington DC, Puerto Rico, Chile, Barcelona, Madrid, Asturias, and SantoDomingo. The 20 local screenings were suspended, as it coincided with the electoralcampaignintheDominicanRepublicanditwasconsideredasahighriskforthoseinvolved.Thisdecisionwastakeninconsensuswiththemaindonor,theEuropeanUnion.

About9,746audiencememberswerereportedashavingattendedfilmscreenings.Aspartofthisvisibilityprocessthroughthefilm,approximately63governmentrepresentativesandinternationalinstitutionswereinvolvedand23meetingswereheld.Aspartofthevisibilitystrategy, the teammanaged togetanarticlepublishedat theSpanishnewspaperElPaís,andafilmscreeningatCaixaForummuseuminBarcelona.Moreover,thefilmwasselectedattwofilmfestivals(oneintheUnitedStatesandoneinCanada).

4.3.4Communityconsultationsandcommunities’assessment

Focusgroupsassessmentofcommunityvisits

Community Number ofparticipants

Topicsofthevisits

Lechería 12 School, bridge, road, documentation, medical clinic, technicaltraining centre, street and park lighting, park repair, teenpregnancies

LosRedimidos 05 Documentation, drinking water, garbage, school, teen pregnancies.Anothertopic-communityapathyanddemotivation.

MataMamón 08 Documentation,streetdeterioration,garbage,electricity,sportfield.Palmarejo 06 Documentation, drinking water, garbage, environment, pollution,

dieselplantBásima 09 Documentation, environment, pollution, garbage, stagnant water,

streetdeterioration.


06 Documentation, electricity, street deterioration, drinking water,garbage,teenpregnancies,landsituation.

The project established a community consultation strategy, which was implementedthroughvariousactivitiessuchashouse-to-housevisits,creationoftheatregroups,follow-up of individual and collective cases, open meetings (educational talks), which was heldonceaweek inapublic spaceof thebateyso thatcommunitymemberscould talkaboutproblemsaffectingthem.

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Ingeneral,theleadersweresatisfiedwiththeresultsoftheconsultations.Theyexpressedthattheprocessallowedthemtoapproachthecommunity,togaintheirtrust,tolearnfromthe problems faced by each family visited and, above all, that they had been able tostrengthen their leadership. They emphasized that they were well received by thecommunity and their needs were identified. However, in some communities such asLechería and Los Redimidos/San Joaquín, a level of rejection from familieswas reported,allegingthatthesametopicswerealwaysaddressed,especiallydocumentation.

The main issues addressed during the consultations were economic, social and culturalrights,aswellastheNaturalizationLaw169-14.The12leadersintheirinterviewsreporteddocumentation of Dominicans of Haitian descent and Haitian immigrants as the mostrecurrentprobleminallconsultations.Thisinformationiscorroboratedbyallfocusgroups.

Home visits were organized in 7 bateyes (Básima, Lechería, Km56, Juan Sánchez, SanJoaquín,MataMamónandPalmarejo),withtheaimofsensitizingpeopleabouttheirrightsandavailablepublicservices,andconsultingthemaboutcommunityaccesstotheseservicestoidentifythemainproblemsaffectingneighbours.352people(247women,80men)wereinterviewed–25withnogenderspecified.

DuringtheperiodofJunetoAugust2014eightcommunitymeetingswereheldinBásima,Lechería, JuanSánchez,MataMamónandPalmarejo.Authorities(mayorsanddirectorsofneighbourhood committees) and community leaders (school principals, organizationleaders, medical office staff, spiritual and religious leaders) attended these meetings. Intotal,299people(190womenand109men)participatedinthesemeetings.Asaresultofthisprocess, threeof theyoung leadersbecamepartof theBoardofNeighboursof theircommunities(RosaLidiaYan,FranklinSantanaandAnaIrisCastillo).

DuringtheperiodofAugusttoDecember2014,sixmeetingswereheldwiththeobjectiveofdiscussing the situation created after the government passed Naturalization Law 169-14.Thecommunityconsultations strategywas reorganisedand fromnowalleffortsofyoungleaderswerefocusedonknowingthedocumentationsituationoftheirbateyesto identifyindividualcasesandreferringthemtoMUDHA’slegaldepartment.218people(167womenand 51 men) participated in these meetings. During this process, 370 people wereinterviewedtoidentifyindividualcases(233womenand137men).20caseswereselected.

From June toAugust2015 six communitymeetingswereheld in6different communitieswith 146 participants (99women and 47men). Themain goal of thesemeetingswas toanalysethesituationofcollectivecasesidentifiedatthebeginningoftheprojectinordertoreactivatecommunities’involvementintheseandotherdemandsthatcouldhavearisen.

633peopleparticipatedinthe20communitymeetingsheldin5bateyes(456womenand207men).

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Another importantactivityof communityconsultationswas the35communityworkshopsattendedby440people (269womenand171men).The topics coveredwerecommunitytheatre, collective workshops on creative intelligence, community multimediacommunication organized in collaboration with Radio Cimarrona and Espacio Insular andimprovisationaltheatreinthecommunities.

In total, 1,825 people (1,205 women and 595 men and 25 non-gender specific people)participated in the community consultation process, with an average of 608 people peryear3.Thesefiguresindicatethattheinitialgoalwasexceeded.

4.4.Advocacyprocess

Advocacyactivitiesatnationaland international levelsexceededthedesignedprogrammeactivitiesandtheresultsachievedaresatisfactory.Itisimportanttohighlighttheadvocacyworkcarriedout inGenevaandothercountries includingtheDominicanRepublicbyMRGandMUDHA.BoththeConstitutionalCourtJudgement168-13andtheNationalisationLaw169-14aretwofactsthatemphasisedthiscomponentoftheproject.

4.4.1.Localadvocacy

Advocacy at the local level was initially developed through the collaboration of the 12leaderswithneighbourhoodcommitteesandCommunity-BasedOrganizations(CBOs).Afterthat, the team consideredworking with local governments, which was a difficult task asreported by everyone interviewed. However, this experience will be continued. ThiscomponentwasdevelopedwithgreateremphasisafterZulemaCadenas’arrivalasprojectcoordinator who led, together with community leaders, on advocacy with localgovernments.

Severalstrategieswereusedtostartarelationshipwithmunicipalities.Contactwasmadewith FEDOMU to reachmayorsbut it didnotwork.As a consequence, it had tobedonepersonallystartingrelationshipsdirectlywithstaffresponsibleforcultureandsecretariesofthemunicipalities. "City council authorities attended the performances but when findingsolutions their response was very limited". Testimony of Zulema Cadenas, projectcoordinator.

Eighteen meetings were held with representatives of 7 municipalities. However, a moredirect link was established with local governments in Los Alcarrizos, Villa Altagracia, LaVictoriaandPalmarejowhereplayswereperformed.Therelationshipwasinitiatedwiththedepartmentofcultureandthemayors' secretary.Othermunicipalitieswithwhichcontactwasmadeare:MontePlata(whereonlyonemeetingwasheldwithaculturaldepartment

3Logicalframeworkresultsmonitoringtemplate.

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representative); Santo Domingo Norte never responded to meeting requests; and therelationshipwith SantoDomingo Estewas stopped after the death ofMayor Juan de losSantos.Fivemeetingswithheldwiththismunicipality.

Inaddition,contactwasmadewithtwoorganisations: theEnvironmentLocalDepartmentand the Dominican Federation of Municipalities (FEDOMU). Eleven official letters weredeliveredtootherinstitutions.

4.4.2.Nationaladvocacy

AdvocacyworkisoneofMUDHA’smainactionareas.Actionspartofthe“streettheatreandcommunity consultations” project reinforced this area of work, especially afterincorporating an innovative methodology such as street theatre. "The project has beenusefultoconsiderMUDHAalocalactorthatusesinnovativemethodologiesanddeliversaclear message when it comes to claim rights." Testimony of Zulema Cadenas, projectcoordinator.

Through the project, many local organizations were contacted and presentations weremade at numerous events organized by other organizations and networks that do notnormally take part in the field of human rights. The project implemented 16 nationaladvocacyactionsorganizedbyMUDHA.

4.4.3.Internationaladvocacy

Intermsofinternationaladvocacy,changesinthecontextoftheDominicanRepublicmadethe team strengthen this project activity. UsingMRG’s experience inmanaging advocacyandConstitutionalCourtJudgement168-13andtheNationalisationLaw169-14,theteamwantedtocreatemoreawarenessonthesubjectandMRGandMUDHAtogetherdesignedanadvocacycampaignthatcarriedoutdifferentactivities:

- In2013, thehearingof the Inter-AmericanCourtofHumanRights tookplace inMexico.BenitoTildeMéndezCase.

-ElaborationofashadowreporttotheUniversalPeriodicReview(UPR)oftheDominicanRepublic. This was to approximately 70-80 countries in the United Nations (2014). As aresult of this report, CDERNA (the coalition with whom the report was submitted) wasinvited to participate in the pre-session, which is not always the case since only a feworganizationsareinvited.

-MRGinterventionattheHumanRightsCouncil(2014).

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-MUDHA’sLegalDepartmentCoordinator, JennyMorón,andMUDHA’sdirector,CristianaLuis, participated in the session of the Inter-American Commission of Human Rights(Washington)inOctober2014.

- Hearings of the Inter-American Commission of Human Rights (CIDH) inWashington DC,MarchandOctober2015.

-MRG’s interventiononthesituationintheDominicanRepublicatthe32ndsessionoftheHumanRightsCouncilinGenevainJune2015.

-Side-eventtotheHumanRightsCouncilinGeneva(September2015)organizedbyMRGincoordinationwithothermajorNGOs:AmnestyInternational,OpenSocietyJusticeInitiative(New York); and a few Dominican NGOs. This event included a panel with UNHCRinternationalexperts,AmnestyInternationalresearcher,RECONOCI.DOfromtheDominicanRepublicandtherepresentativeoftheUnitedNationsWorkingGrouponAfro-descendants.Intheeventasummaryofthefilm"VidasenTránsito"wasscreened.

-BritishParliamenteventinLondononNovember2015.

-MeetingwiththeAmbassadorandtheConsulofUnitedKingdominDominicanRepublic.

-MRG’sinterventionattheHumanRightsCouncilinGeneva,March2016.

-MeetingsinSantoDomingo(UNHCR,BritishEmbassyinDR,SpanishCooperationAgency),July2016.

-MRGagreestopartnerupwithUNHCRinthecampaigntoendstatelessness(focusingonminoritygroups)fromNovember2016.

- A group of local and international organizationsmet and attended ameeting with theDominicangovernment to talkabout"theprogressandchallengesof law169/14."Duringthistrip,theteamwasabletomeetwithorganizationsandrepresentativesinWashington(CEJIL, Office of the Rep. Joe Kennedy, Office of the Rep. Ami Bera, Dominican RepublicEmbassy,Office of theRep. FredericaWilson,Office of theRep.GregoryMeeks, and theStateDepartmentandtheOfficeoftheVice-President).

4.5.Localpublicpoliciesandaccesstoservices

AweaknessoftheDominicanStateandDominicanauthoritiesthatleadthecountryisthemismanagementofthedesignandimplementationofpublicpoliciesthatpositivelyimpactthelivesofcitizensinthemostvulnerableareas,notonlygeographicallybutalsopopulationgroupstraditionallyexcludedduetorace,sexualpreference,gender,amongstothers.Thebateyes,areoneofthosecommunitiesvictimsofexclusionandsocialmarginalization.

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Theproject “street theatre and community consultations” sought to raise awareness andempower the DH community to demand public policies that improve access to services.Community leaders played an important role in this regard. Themost relevant results orcasesachievedinthisareawerethefollowing:

Experiencesofpublicpolicydemandsandaccesstoservices

Community IdentifiedProblems AdvocacyActivities Accesstoservices-ResultsLechería School, bridge, road,

documentation, health clinic,technicaltrainingcentre,streetand park lighting, park repair,teenpregnancies.

Visiting the authorities,meetings in thecommunity, strikes inalliance with othercommunities.

Resolved: Bridge construction,pedestrian walkway, garbagecollection,roadasphalting.In Process: School construction(currently happening), healthcentre,parklighting,recreationalspace.NoProgress:Streetsignage.

LosRedimidos Documentation, drinkingwater, garbage, school, teenpregnancies - Another topic:community apathy anddemotivation.

Management with themunicipality on garbagecollection and schoolmanagement.

Achieved:electricityIn Process: It was possible torepair the aqueduct withcommunitycontribution,butnowthere is a conflict because somecommunity members haveprivatized this service. Lighting.The construction of the schoolhasbeenstopped.

MataMamón Documentation, streetdeterioration, garbage,electricity, sports field, healthclinic,drinkingwater.

Visit to the city council,communitymeetings.

Improvement: Electricity servicehas improved with thecooperation of the community.There is a new pharmacy and ahealth clinic until 3pm.DocumentationofDH,thesportsfield and access to drinkingwater.No Progress: sidewalks andgarbagecollection.

Palmarejo Documentation, drinkingwater, garbage, environment,pollution,dieselplant

Visits to the city counciland the environmentdepartment. Communitymeetingsandstrikes.

They helped some communitymembers get their documents.The garbage is collected twice aweek. Installation of piping fordrinking water. Withdrawal ofthedieselplant.Stagnantwaters.InProcess:StreetrepairsandDHdocumentation.

Básima Documentation, environment,pollution, garbage, stagnantwater, streets deterioration,pedestrianbridgeconstruction,policeheadquartersand sportscourt.

Visittothecitycouncil. Resolved: Garbage collectionwater stagnation, slope cleaning,relocation of the pigsty anddrinkingwater.InProcess:Streetasphalting.No Progress: sports field andpedestrianbridge.


Documentation, electricity,street deterioration, drinkingwater, garbage, teenpregnancies,landsituation.

Visit to the city council,communitymeetings andcommunitycollections(ofmoney).

Resolved: Garbage collection.Electricity(solvedincollaborationwith thecommunitywhoboughtthepostsandthewiring).InProgress:watertankrepair.

Source:Focusgroupsandinterviewswithleaders

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5.Effectiveness

5.1Resultsachievedbytheorganisationimplementingtheproject

Theresultseffectivenessoftheprojectwasgood.Managementwasarrangedbetweentwopartners:MRG in LondonandMUDHA in theDominicanRepublic.Thisdistanceproducedsomemanagementflaws incommunicationas itwasnotsteadyandfluidandthiscausedsome delays. However, both organisations commitment allowed them do all necessarychangestosuccessfullyclosetheproject.

MRGeffectivelycoordinatedwith themaindonor, theEuropeanUnion;butalsoplayedakey role at the beginning of the project because MUDHA was going through a difficultsituation after the sudden death of Sonia Pierre, MUDHA’s director. MRG also led oninternationaladvocacyworkwiththecollaborationofMUDHA.

MUDHA coordinated the technical team implementing the project in Dominican Republic(coordinator,artisticdirectorandassistant).Theywereresponsibleformonitoringactivitiesinthefieldandaccompanyingandmonitoringyoung leaders involved intheproject.Theyalsomanagedthelocaladministrativepartoftheproject.

Both organisations worked together on promoting the project and were responsible foradvocacyactivities:MUDHAatthenationallevelinDRandMRGattheinternationallevel,althoughwithMUDHA’ssupport.

Elements that prevented a greater effectiveness in the results of this project were theabsenceofMRG’stechnicalstaffintheDominicanRepublic;lackofclarityontheprofilesofstaffrequired;changesoftechnicalstaff;andMUDHA'slackofunderstandingofthematch-fundingrequirementduetolackofexperienceinthemanagementofthistypeofproject.

Anotherelementidentifiedduringthisevaluationthatpreventedprojecteffectivenesswasaccountability,especiallyinnarrativeandfinancialreports."Informationintechnicalreportswas not sufficient and these were submitted with delays according to the agreementssigned". "Due to the internal review process at MUDHA (artistic director or MUDHAcoordinator–commentsfromMUDHA’smanagementteam–repliesfromartisticdirectoror MUDHA coordinator – MUDHA’s management team sending it to MRG) the reportsarrivedwithdelays. I don’t really knowMUDHA’s internal structurebut this caused somedifficulties"-LauraQuintana,projectcoordinatoratMRG.

Theprojectteamhadtochangereportsdeliverytimes.Initially,theseweresupposedtobesubmittedquarterlybutinsteadtheteamchangedthemonce80%ofthemoneytransferredhadbeenspent.

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AlthoughMRG gaveMUDHA a package that included the reporting tools (templates) peractivity, these did notwork.MUDHA staff did not receive any training during theprojectimplementation. The team followed up on how to fill out the templates and narrativereportswerediscussedbut theseactionswere insufficient to improvethereportsquality.Regarding financial reports, MUDHA weaknesses were overcome. They received trainingandhadaverypositive result.A secondpersonwashired in the financedepartmentandthisreinforcedthiswork.

Giventhechangesinthecontextthattheprojecthadtoadapttoandstaffchangesduringimplementation,theeffectivenessisvaluedasveryhigh.

5.2.Effectivenessintermsofprogramexecution(Objectives-Results)

Results Expectedindicators AchievedresultsOutcome 1. Dominico-Haitiancommunity members haveincreased their awareness ontheir rights to services at thelocal level, and of themechanisms they can use toensure access to these servicesanddecisionmakingprocesses

A) 40% (2,000 people) of thosewho have seen a theatre play,report better understanding ofhowtoaccesslocalservices.

100% (46 people) of thoseinterviewed that saw play 1report having a betterunderstanding on how to accesslocalservices*.

b) 7,500 leaflets distributedamong members of theDominican-Haitiancommunity.

6,500 leaflets were distributed:5,000copiesof the leafletaboutaccessing services and 1,500about the theatre production.(Source: project monitoringmatrixofthelogicalframework)

*Tocalculatethisindicatortheteamusedthemethodologyofrandomlyinterviewingaudiencemembers.

IndicatorAofoutcome1 says that40% (2,000people)of thosewhohaveseena theatreplay,reportbetterunderstandingofhowtoaccesslocalservices.Followingthemonitoringmatrixofthe logical framework inrelationtotheresultsachieved, itreportsthat100%ofthose people interviewed has a better understanding of access to services. The samedocument reports that6,500 leafletswerepublishedanddistributed (5,000 copiesof theleafletsonaccessingservicesand1,500ontheatreproductions).Thismeansthatthisresultwas not 100% achieved, as set out in indicator b of outcome 1: "Dissemination of 7,500brochures".

Results Expectedindicators Achievedresults

Outcome2:CommunityleadersareabletolobbyandadvocateonbehalfDominico-Haitiancommunitymemberstoensureamoreinclusive

12leadersofthecommunityaretrained,atleast50%arewomen.

12leadersweretrained,7ofwhicharewomen(58.33%)and5aremen(41.67%).

100%oftheyoungpeopletrained,haveassumedtheirroleandhaveinitiatedparticipatoryprocessestowardsdecision

Afterinterviewingthe12leadersweconcludethat6or7havedevelopedasignificantleadershiproleintheircommunities,theyactivelyparticipatein

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implementationoflocalpublicpolicy.

making. activitiestakingplaceintheircommunities,somearemembersoftheneighbourhoodcommittees,whileothersmaintainanimportantrelationshipwiththeseorganisationsandtheyareconsultedandintegratedintosocialandreligiousactionsintheircommunities.Afewofthemarestilldevelopingtheirleadershipbutareinterestedininvolvingthemselves100%intotherole.And1or2aremoretimidandwithlessleadership.However,thisdoesnotmeantheycannotbeintegrated.Thisinformationhasbeenstrengthenedinthefocusgroups,astheircommunitiestrustthem.

300people(ofwhich120arewomen)areinformedaboutcitizenparticipation.

1,825 people were informed of which963arewomen(52.76%.

(Source: project monitoring matrix ofthelogicalframework)

Community dinamisationstrategies are set in 4 bateyes,withatleast360beneficiariesperyear.

Communityconsultationswereorganizedin 7 bateyes. In total, they had 1,825attendees,withanaverageof608peopleperyear.

(Source, project monitoring matrix ofthelogicalframework)

Of these informed people, 150communicate at the end of theproject, they have been usingtheirnewlyacquiredskills.

95% of those interviewed in the finalevaluation (46people)givesat leastoneexample of using new skills learnedduringprojectactiviites.

Outcome2andallitsindicatorswereachieved.Activitieswerecarriedouteffectively,surpassingtheobjectivesineachoftheindicators.

Indicator2ofoutcome2indicates:"100%oftheyoungpeopletrained,haveassumedtheirrole and have initiated participatory processes towards decision making". In both,interviews and focus groups, we could verify that 100% of the young leaders carry outsignificantworkandhavetherespectandrecognitionoftheircommunities.However,thisleadershipisnothomogeneousmeaningthatnotallofthemhaveachievedthesamelevelofdevelopment.Sevenshowagreaterleadership,threeamediumlevelwithpotentialfordevelopmentbutneed follow-upand support to reach their fulldevelopment, andone isperceivedasverydependentonhispartnerasheendorseswhatshesaysbutdoesnotshowinitiativeasaleader.

All leaders interviewed expressed their determination to continue with this experience.Firstly, keeping united as a group “los 12 Discípulos”. Secondly, continuing working withtheatre groups formed in their communities. Some of them are willing to pass on their

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knowledgetoothercommunitiesandorganizationsthatrequireit.Thisshowsasuccessfulachievementoftheindicatorthatstates:"75%ofyoungpeopleshowinterest inusingtheskillslearnedintheircommunity".

Threeindicatorsarerelatedtocommunityconsultations,whichshouldbeachievedthroughcommunity activities and theatre performances, especially play 1. All indicators wereachieved,ascommunityconsultationsconductedthroughhomevisitsandeducationaltalkswereeffectivelyreceivedbythecommunityduetothetwofundamentalissuesaddressed:economic, social and cultural rights -such as law 169-14- and the requirements toparticipateinthedocumentationprocess.

Theatre performancesweremassive attended inmost of the communities. An importantfactisthat52.76%oftheparticipantsincommunityconsultationswerewomen.

Results,ExpectedandDeliveredProducts

Results Expectedproducts PerformedproductsOutcome3:LocalpolicymakersintheDominicanRepublic,andmostofthegeneralpopulation,aremoreawareoftherightsofDominican-Haitiancommunitymembersandtheproblemscurrentlyfacedbythemtogainaccessservices.

3,200 people from themajority community haveincreased awareness andinformationontheconditionsand situations in which theDominican-Haitiancommunity in the countrylive.

o 1,662peoplefromthemajoritycommunitysawplay2+3,000audienceoftheperformanceatTeleantillas=4,772peoplewithgreaterawareness.

o 9,746audiencemembersinthefilmscreenings.

o 869visitsonMUDHA’sYoutubechannel.In total, 15,337 people aremore aware of theDominican-Haitiancommunityrights.

10localauthoritiesareawareand informed about thesituation faced by membersof the Dominico-Haitiancommunity, and their lack ofaccesstopublicservices.

94localauthoritiesattendperformancesofplay2 and the team meets with 19 differentauthoritiesunderadvocacyactivities.Atotalof113localauthoritieswereinformed.

30 positive articles arepublishedinthemedia.

57articleswerepublished(6international,5localand46national).Source:projectcommunicationstrategy.

5 local advocacy meetingsareorganized.

Themonitoringmatrixestablishes18meetingsin7locationsand11letterssent.

At least 3 national advocacyactions and 5 internationalactionsareheld,andnationaland internationalrepresentatives are informedabout the situation of thecommunity and their lack ofaccesstopublicservices.

NationalAdvocacy16 national advocacy activities reported in themonitoringmatrix.InternationalAdvocacy23internationalactivitiesin6countries:UnitedKingdom, Spain, Mexico, Switzerland,DominicanRepublic,andUnitedStates.

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Reviewing the monitoring matrix of the project’s logical framework has validated theachievementoftheseindicators.Thisdocumentshowstheachievementofexpectedresultssurpassingexpectations.However,whenreviewing the twoavailablenarrative reportswewereonlyabletoconfirminformationonnationalandinternationaladvocacy,becausewedid not have the final narrative report as MRG was working on it in parallel to thisevaluation.

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6.Impact

Projectspecificobjective

Use social street theatre and community consultations to increase the level of citizenparticipationofDominicanpeopleofHaitiandescenttomonitorpublicpoliciesandaccesssocialservicesatthemunicipallevel.

1Indicator 3,000communitymembershaveseentheperformances.

2IndicatorOutofthe30individualcasesondiscriminationcarriedoutbytheleaders,atleast28haveresultedinreachingnewsystems,orimprovedmonitoringofpublicpolicyandservicesdeliverytothecommunities.

3IndicatorAtleast15caseshaveledtopositivedialoguebetweenthecommunityandtheauthorities,andinatleast9timescommunitieshaveneworimprovedservicesandthisisattributed,atleastinpart,totheproject.

4Indicator Atprojectcompletiontwo(2)youngpeoplefromeachcommunityparticipateinthemeetingsofthemunicipalcounciloftheircommunities.

The“streettheatreandcommunityconsultations”projecthasjustfinishedsoassessingtheimpactmay be premature.However, having inmind the original problem that led to theprojectandtheclarityofitsspecificobjectives,theevaluationteamhasidentifiedthemostrelevantelementsofitsimplementationandthatcanbeconsideredprojectimpact.

The level of awareness achieved in the communities, in some more than in others, theintegration and support of neighbourhood committees, in educational and churchauthorities, in school parents associations (APMAES), in the work developed by the 12leadershasresultedinanimpactinthecommunity'sunderstandingoftheirownreality.Ithasinitiatedaprocesswhereunityisneededtofindsolutionstothelackofaccesstopublicservicesraisingawarenessabouteconomic,socialandculturalrights.

Indicator 1 of the specific objective states, “3,000 community members have seen theperformances”. At the time of this evaluation, we were able to review the final resultsmatrixaswellasthenarrativeandquantitativesummariesofthedifferentactivitiescarriedoutbytheproject.Thereportshowsthat2,252people(1,130women+1,062menand60nongender-specific)sawtheplays.Ofthese,1,053arefromtheminoritycommunity.Thisshowsa lowachievementof indicator1ofthespecificobjective.However, theevaluationteam, after reviewing the results of the focus groups, the individual interviews, andreviewing themixed audience of the performances (which includedminority communitymembers)weconclude that the3,000audiencemembersof the theatreplayshasbeenachieved (reaching a total audience of 4,578 people from mixed and minoritycommunities).

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Indicator 2 of the specific objective establishes: "Out of the 30 individual cases ondiscrimination carried out by the leaders, at least 28 have resulted in reaching newsystems, or improved monitoring of public policy and services delivery to thecommunities".Duringtheinterviewswiththe12leadersandthefocusgroups,theresultsof the individual cases accompanimentwere not clearly perceived. This taskwas lead byMUDHA legal departmentwith the support of the leaders. Themonitoringmatrix of theinterventionlogicreportsthat173individualswereinterviewedandoutofthese,20caseswere identified as needing support. The second intermediate narrative report, reportssupporting 10 couples of batey Palmarejo. These areDominicanswhohave childrenwithHaitiansorDominicansofHaitiandescentwhohavenotbeenabletoaccessthecivilregistrytoregistertheirchildren(birthcertificates).Inaddition,elevenpeopleofgroupAfromthebateyJuanSánchezweresupportedontheprocessofregisteringunderlaw169-14.Andtheteamhelpedgettingaccesstotheirdocumentstothreecasesofthe12leaders.Atotalof23caseshavebeensupported.Althoughthereisnoinformationonthecurrentsituationofthesecases,whenfinalisingthisevaluation,outofthose3casesfromthe12 leaders,onewassolvedandtheothertwoareinprocess.

In terms of accessing services in the communities, in both the focus groups and theinterviewscasesofnegotiationand/oracloser relationshipwith localgovernmentswasreported. The casesofVillaAltagracia, Lechería,Básima, LosAlcarrizos,Palmarejo,VillaLinda,SabanaGrandedeBoya,JuanSánchez,LaVictoria,MataMamónandSanJoaquínwere highlighted. In total, 43 cases were reported to the authorities (source: logicalframeworkmonitoringmatrix).

It is importanttoemphasisethat inmanycases it isnotpossibletoclearlyestablish iftheachievementoftheseserviceswasaconsequenceoftheleadersmanagement.Andinmanycasesthereisnoevidenceoftheinitialsituationofthosesolvedcases.However,wehavethe testimoniesof the leaders and communitymembers, and theworksdoneor servicesbuilt that allowus to prove this achievement. In any case, this has been a challenge andsomethingtoimproveinthefuture.

ThethirdIndicatorstatesthat"atleast15caseshaveledtopositivedialoguebetweenthecommunity and the authorities, and in at least 9 times communities have new orimproved services and this is attributed, at least inpart, to theproject”. 16 communitycaseswerereportedassolved(37%)and20casesarecurrentlyinprogress(46%)showingapositivedialogueintermsofaccessingservices.

The12leaderstrainingisthemainimpactoftheproject.Theindividualappreciationofthechangesthathaveoccurredintheirlivesasaresultoftheprojectandtheirfeelingofbeingcommunityleadersareevidentintheircommunities.Thisisanelementthatlastsovertimeand that will need to be deepened to achieve changes in their communities. However,MUDHAandMRGshouldconsiderthatthisimpactcouldbestoppedifthereisnofollow-up.

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In some communities, the 12 leaders have joinedneighbourhood committees. This is thecaseinBásimaandPalmarejo.Inothercommunitiesthereisacloserelationship.ThisisthecaseofMataMamón,LecheríaandJuanSánchez.Inthelattercommunity,thecommunityhas asked one of our leaders to join the council of the neighbourhood committee. Thismeansthattherehasbeenalimitedintegrationofthe12leadersintothedecision-makingspacesintheircommunities(indicator4).

Thescreeningsofthe“Ourlivesintransit”filmandotheradvocacyactivitiesledtoagreatervisibilityoftheissueofstatelessnessintheDominicanRepublicandcontributedtoopenaspace of dialogue with representatives of the Dominican government in Geneva, UnitedKingdom,MadridandWashington.

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7.Sustainability

The “street theatre and community consultations” project is a viable plan as it wasconceivedfromaninstitutionalcommitmentbyMRGtopromoteartsandcultureasatoolforhumanrightsandadvocacywork.

The trainingand leadershipof the12 leaders, their integration into local committeesandotherinstitutions,andthecreationofstreettheatretroupeswithyouthineachcommunityare elements that ensure the continuity of the project results over time. In addition, theknowledgegainedbytheleadersisreplicatedandstayinthecommunity.

TherelationshipwithlocalgovernmentsinsomecommunitiessuchasVillaAltagracia,JuanSánchez, Palmarejo-Villa Linda, or La Victoria is a way to build up a track record ofinteraction with local councils or to strengthen the advocacy experience in terms ofaccessingpublicpolicies.Thistaskwillbeeasierasthereisagroupoftrainedleaders.

In the case ofMUDHA as a human rights organization, contacts were strengthenedwithlocal and national authorities and with cultural institutions and media outlets. Theserelationshipspermanentlyremainintheorganisation.

The production of a DVD of the film "Our lives in transit" is planned in partnershipwithotherorganisations,suchasAmnestyInternational.Thiswillallowinformationtocontinuereachingothergroups.

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8.Conclusionsandlessonslearned

8.1Conclusions

o Theprojectwasrelevantinitsdesignbothintheselectionofthecommunitiesandtheactorsinvolved.ItwasalsorelevantthereadjustmentofthelogicalframeworkoftheprojectcarriedoutduringimplementationaspartofanextensionrequesttotheEuropeanUnion,whichwasapproved.

o The overall performance of the project is considered to be good by the teamsinterviewed from MUDHA and MRG. It was possible to sustain an effectivemanagementthatcontributedtotheachievementoftheresults.However,thelackof clarity regarding a shared management limited the project managementeffectiveness.

o Theleadershipandempowermentofthe12communityleadersisremarkable.Therehas beenpersonal growth in themand they haveunderstood their own reality aspart of a community of victims of exclusion. They assumed a social commitmentthroughtheworkofraisingawarenessandaccompanimenttotheircommunities.Aminority of them developed an important relationship with local organisations(neighbourhoodcommittees)andmanagementwithlocalgovernments.

o The project has been coherent when training young people from differentcommunitiesnotonlyon theatrebut also a general training that allowed them tobecomecommunityleaders.

o TheplayseffectivelycontributedtoraisingawarenessamongsttheDominico-Haitiancommunity,buildingontheirknowledgeandempowermentandleadingtogreaterinvolvementofcommunitymembersingainingaccesstobasicservices.Especially,itishighlightedtheunderstandingandwillingnesstounifythecommunitytomanagesolutionstotheseproblems.

o The project established a relationship of partners between MUDHA and MRG.However, there was no mutual understanding of this relationship. A relationshipbetween donor and counterpart is generally observed, preventing a more fluidcommunication. This caused delays when sharing key information. Thiscommunication problem is exacerbated by distance (MRG in London -MUDHA inDR),whichcouldhavebeensolvedbyhavingMRGstaffintheDominicanRepublic.

o Thecoordinationchangesduringprojectimplementationwereachallengealthoughitdidnotaffecttheachievementoftheresults.However,wethinkthiscouldhavebeenavoidedwithagoodselectionprocessthat includedaclearstaffspecificationandamandatoryprobationperiod.

o The lack of permanent MRG staff (even working part-time) in the countryconstituted an element that hindered the coordination, the monitoring, and thecontextadaptationofthedecision-making,aswellasjointdecision-makingbetweenpartners.

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o A comprehensive training, knowledge of the socio-cultural reality, and citizenshipeducationaretoolsthatproduceprofoundchangesinpeople.The12leadersarearesultofthisprocesswithlotofpotential.However,thelimitedactivitiesplannedtoreplicateknowledgewithothercommunityyouthbythe12leadersthatwouldallowthemtosecuretheirleadershipandcoordinationskillsisaweaknessoftheproject.

o It is possible to achieve community involvement in mobilisation actions by usinginnovativestrategiessuchasstreettheatre.

o The Constitutional Court judgement 168-13 and the Naturalisation Law werecatalytic events to boost community mobilizations, advocacy activities, and thevisibilityofissuestargetedintheproject.

o The street theatre methodology is a suitable tool for awareness-raising work.However, some of the leaders and coordinators consider that it should be moreproactive and with greater community involvement. The type of group, the highnumber of actors/actresses, the high logistic demands, and the high transportexpensesareconsideredelementsthat limitproject’soperability. Itwouldbegoodto consider a smaller number of actors and amore dynamicmethodology in thefuture.

8.2.Learnedlessons

o Street theatre isaneffective tool toeducate, raiseawareness,mobilizevulnerablepopulations and communities, and to advocate with social actors and decisionmakers.

o Choosing young people from communities to train them for street theatre andcommunityleadershipwasanexcellentchoiceofthisproject.

o Traininginthecommunitieswasawisecoordinationdecision,asitdidnottakethe12leadersoutoftheirenvironment,itconnectedthemwiththeirownreality,anditkeptarelationshipwithcommunityyouthastheycouldobservethetraining.

o Institutional arrangements regarding management (not financial) must be clearlyestablishedinwritingpriortoprojectimplementation.

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9.Recommendations

o Consideringapriorassessmentoftheneedsandtherealityofthesecommunitiesinthe country would be a correct starting point for the design of a flexible andculturallyadaptedproposalthatrespondstoaparticularandglobalcontext.

o Futureprojectsshouldconsiderimprovingsomeissuesrelationtomanagementandcoordination clearly defining the roles of different actors involved, an effectivecommunication strategy, and itwouldbedesirable tohireMRGstaffbased in theimplementation country or at least consider addingmore regular country visits ofMRGstaffintheimplementationcountryinthebudget.

o A similar project should considerdefining a clear strategy to achieve involving theleaderswithlocalorganisationsasawaytoimprovetheirleadership.

o It is recommended to rotate the location of the young leaders training within allcommunities involved so other young community members can observe thistraining. During this project the trainingwas only happening in the community ofLechería.

o Theexperienceofthe12leadersissuccessfulandcouldbereplicate.However,inasimilarprojectit isrecommendedtoconsidercreatingplayswithasmallernumberof actors/actresses and using a theatremethodology with greater involvement ofcommunitymembers.Forexample theatre forum,dramatizations,orshortdramasthatrecreatetherealityinthecommunities.

o A future project should establish clear ways and means of communication toimproveinstitutionalrelationshipsandtransparency.

o Itisrecommendedaclarificationanddefinitionofthestaffprofiles,includinghavingMRG staff in the country or adding more regular country visits into the projectbudget.

o MUDHA andMRG should design a follow up plan togetherwith the 12 leaders inrelation to work with local authorities to continue pursuing gaining access toservices,andtoworkwithcommunitytheatretroupestomaximisetheirleadership.TheevaluatorwasabletoverifythatMRGandMUDHAhavetakenstepstodefineasustainabilityplan,whichincludesMUDHA’sdecisionofkeepingtheteamlinkedtootheractivitiesorganisedbytheinstitution.

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ANNEXES

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Annex1.Termsofreferenceforthisevaluation

DominicanRepublicstreettheatreproject–February2013toJuly2016

FinalEvaluation–TermsofReferenceandcallforExpressionsofInterest

1. Backgroundontheproject

This primarily EU funded programme used street theatre and community consultations toincreaseDominico-Haitians'minoritycommunity participation tomonitorpublicpoliciesandaccess to localsocialservices.Thisprojectencouragedthe formationofyouthculturaland/ortheatricalgroupstomaintain/raiseawarenessandcommunityparticipationintheprocessesofdemand of access to basic services. The project was implemented by two partners:MinorityRights Group International, (operating from London) andMovimiento deMujeres Dominico-Haitianas–MUDHA(operatingfromSantoDomingo).

Projectgoals/objectives/strategies

Theresultsoriginallyforeseenfortheprojectwereasfollows(ineachcasefollowedbyrelevantindicators):

Result 1.Members ofthe Dominico-Haitiancommunity are moreaware of their rightsto local services, andmechanisms that canbe used to ensureaccess to theseservices and decision-makingprocesses.

1.40%(2,000people)ofthosewhohaveseenaperformancereportabetterunderstandingofhow toaccess local services. 2. 10,000 leafletsdistributedamongmembersoftheDominican-Haitiancommunity.

Result 2: Leaders ofthe Haitian-Dominicancommunity are abletolobbyandadvocateonbehalf ofmembersof this community toensuremore inclusiveof local publicpolicies.

1. 12 community leaders are trained, at least 50% of them are women. 2.100% of the young people trained have taken their role and have begunparticipationprocesses todecisionmaking.3.Weekly surgeriesare set in4bateyes, at least 360 attendees per year. 4. 300 people (of which 120 arewomen) are informed about citizen participation. 5. Of these peopleinformed,150reported,attheendoftheproject,theyhavebeenusingtheirnewlyacquiredskills.

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Result 3: Localpolicymakers in theDominican Republic,and most of thegeneral population,are more aware ofthe rights ofDominican-Haitiancommunitymembersand the problemscurrently faced bythem to gain accessservices.

1. 3,200 people from themajority community have greater awareness andmore information about the living situation of Dominican-Haitiancommunityinthecountry.2.15representativesofthelocalgovernmentareawareandinformedaboutthesituationfacedbymembersoftheDominico-Haitian community suffer, and their lack of access to public services. 3. 30positive articles are published in the media. 4. 5 round tables will beorganised.

Seealsologframeavailableonrequest.Theprojectdocumentationalsoincludesadetailedlistofforeseenoutputs.

2. EvaluationObjectives

Theevaluationshouldfocusonlearning,efficiency,effectivenessandimpact.

There is no pre-set format for this evaluation although MRG and partners are particularlyinterestedtolearnfromitlessonsthatwecanapplyindesigningandrunningworkwithsimilarobjectivesinthefuture.TheevaluatorwillneedtobeindependentofMRGandprojectpartners,itsdonors,theprojecttargetsandparticipantsandwillneedtodemonstratethatnoperceivedoractualconflictofinterestswouldariseduringtheevaluation.Theevaluatorwillneedtoworkwithinthetimeframesoutlinedbelow.TheevaluationwillneedtosatisfyalltherequirementoftheEuropeanUnionandevaluationguidelinesissuedbythem.

Itishopedthattheevaluationcanstartearly-Julybyattendingtheevaluationeventorganisedbythelocalorganisation(MUDHA)aswellasvisitingthecommunities.Theevaluatormayalsobe able to be present at other activities implemented during July in the Dominican Republic(street theatre performances, film launches and other events). Due to availability of staff, atleastpartofthefieldworkwillneedtotakeplaceinAugust2016,andtheevaluationwillneedtobefinishedbythemiddleofNovember2016.

Keyevaluationquestions

Referring to theproject documentation, didwe complete all of theactivities as planned to areasonably high quality? What problems were encountered at this level? How did anyproblemsaffecttheactivitiesandtowhatextentweretheyovercome?

Outcomelevel

Wherecompletedasplanned,verifystaffanalysisastowhethertheactivitiescontributedtotheplannedresults? Wherethiswasso,refertoevidence.Wherenotso,whatfactorsintervenedand verify or explain how they impacted. Suggest ways that MRG and partners tried toovercomeanyproblemsandhowsuccessful thiswas (ornot). Document any changes in theexternal environment that may have helped or hindered the project. If there were any

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unplanned results (positive or negative) explainwhat thesewere and how they came about.Commentonthesustainabilityoftheresultstodate.

Impactlevel

If at all possible,make an assessment as towhether the results achieved are likely, over thelongertermtoachieveorcontributetotheachievementofthespecificobjectiveoftheproject:

SO:Touse street theatreand community consultations to increaseDominico-Haitians'minoritycommunityparticipationtomonitorpublicpoliciesandaccesstolocalsocialservices.

SOIndicator15,200membersofthecommunityhaveseentheperformances.

SOIndicator2Ofthe30individualactionsofdiscriminationcarriedoutinthecommunitydealingwithissuesaboutaccesstosupportservices,atleast28canbeshowntohavereachednewsystemsorimprovedthemonitoringofpublicpoliciesandtheprovisiontothecommunitytargeted.

SOIndicator3

Atleast15caseshaveledtoapositivedialoguebetweenthecommunityandtheauthorities,andinatleastnineoccasions,communitieshaveneworimprovedserviceswhichareattributed,atleastinpart,totheproject.

SOIndicator4

At the end of the project two (2) young people from each community participate in the localcouncilmeetingsoftheircommunities.

If it isunlikelythatallorpartofthespecificobjectivewillbeachieved,whyisthisandisthissomethingthatcouldhavebeenforeseenorovercome?

Theevaluationshouldreviewandcommentonthemainstreamingofgender intheprojectanditsoutcomesandimpactsaswellasothercrosscuttingandintersectionaldiscriminationissues.

3. EvaluationMethodology/keydeliverables.

Asaminimum,MRGanditspartnerwillexpecttheevaluatorto:

- Seektheviewsofprojectpartners,beneficiaries,mediatargetsandindependentexpertsonthe project and its outcomes and impacts. (MRGwill supply a contact list of those whoparticipated in orwhowere reached by the project butwill expect the evaluator to alsocontact others not suggested by MRG. The project focused on 10 Bateyes but not allactivitieswererunineachlocation.AfinalsampleoflocationstobevisitedtobemutuallyagreedbetweenMRGandtheappointedevaluator.)

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- Seekoutopinionsontheproject,attributionandimpact.- SubmitaReport(between20and40pageslong)inEnglishandSpanishwithanassessment

of the effectiveness and impactof theprogrammeandon lessons thatMRG,partners andothers can learn for the future in similar initiatives. This should include an executivesummaryofaround2pages.

- MRGwillexpecttheevaluatortobeavailabletobeinterviewedandrecordedforpublicationonourwebsiteabouttheevaluationprocessandoutcomesandtheresultwillbeuploadedtomaketheevaluationfindingsmoreaccessibletoawideraudience.

4. ExperienceandExpertiserequired

We expect that the evaluator selected will have a detailed knowledge of the DR contextincluding a full understanding of the Dominico-Haitian community, citizenship, statelessnessand nationality laws and procedures, extensive knowledge and experience of working onminority rights, cultural programmes, influencing, street theatre, community work, films,advocacy and capacity building and should be familiar with and able to comply with all EUrequirements.Thepersonwouldalsobeexpectedtohaveatrackrecordofevaluationscarriedoutonsimilaroranalogousprojects. Theevaluatororevaluation teamwouldneedtohaveagoodworkingknowledgeofwrittenandspokenSpanish,Englishdesirable).

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Annex2.Evaluation’sitinerary

Activity Date

PresentationoftheProposaltoMRG July11th,2016

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MRGinterviewwithconsultant July19th

SigningofcontractbetweenMRGandtheconsultant August15th

Workingmeeting:consultantandprojectcoordinatorofMRG(LauraQuintana)

August18th

Fieldvisit OnAugust24thPalmarejoandSeptember1st.Lechería

InterviewwithZulemaCadenas,CoordinatoroftheprojectatMUDHA September6th

InterviewwithLauraQuintanacoordinatoroftheproject-MRG. September8th

Documentsreview September2ndto14th

Toolsdesign September2ndto14th

Application of the tools in Batey Palmarejo (interviews and focus

groups)September14th

ApplicationofthetoolsinBateyesMataMamónandlosRedimidos(interviewsandfocusgroups)

September,17th

ApplicationofthetoolsinBateyLecheríaandBateyBasima(interviewsandfocusgroups)

September27th

ApplicationofthetoolsinBateyJuanSánchez/LaPista(interviewsandfocusgroups)

September28th

InterviewwithClaireThomas–MRGDeputyandwithGlennPayot-MRGGenevaRepresentative

September29thandOctober5th

InterviewsinMUDHAwithLilianaDolis-ExecutiveDirector,JennyCarolinaMorón-HeadoftheHumanRightsDepartmentandLeticiaPierre-Assistantoftheproject

October4th

InterviewwithAnaIrisCastilloDíaz October13th

Informationprocessingandanalysis October5thto15th

Preparationofthedraftreport October16thto30th

Submissionofthedraftreporttotheprojectcoordinator October30th

SubmissionofthedraftreporttoMRG(Englishversion) November10th

FinalReportSubmission November30th

Annex3.Listofinstitutions/peopleinterviewed

PROJECTEVALUATION“STREETTHEATREANDCOMMUNITYCONSULTATIONS”

NAME/LASTNAME ORGANIZATION

AlbaLidiaYan Los12Discípulos

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BanirisSegura Los12Discípulos

ValentinaFransuaGilbert Los12Discípulos

DannyPieAdames Los12Discípulos

AnaIrisCastilloDiaz Los12Discípulos

ElíasGuillermoHernándezAlexis Los12Discípulos

YosmendiMartínezYanillie Los12Discípulos

JohannaRamónNelson Los12Discípulos

NoelRudecindo Los12Discípulos

FranklinSantanaMinocar Los12Discípulos

EsmeraldaSantana Los12Discípulos

LauraQuintanaSoms Projectcoordinator-MRG

ClaireThomas DeputyDirector-MRG

GlennPayot Genevarepresentative-MRG

ZulemaCadenas ProjectCoordinator-MUDHA

AlbaLicceteRodríguezAcosta ProjectCoordinator-MUDHA

LilianaDolis(Sirana) ExecutiveDirector-MUDHA

JennyCarolinaMoron Project Coordinator and Head of the Human Rights

Department-MUDHA

LeticiaPierre ProjectAssistant-MUDHA

AndrésRamírez PresidentoftheNeighboursCommittee-Palmarejo

MiguelinaM.Bido SchoolPrincipal-Basima

JulioLuisSoto RadioCimarrona(Radiostation)

ClaraMorel Dramatistandjournalist

Inadditiontothe23interviews,weconsulted36peopleduringfocusgroups.Atotalof59peoplewereconsulted.

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Annex4.Documentation

Thedocumentssubmittedbythecontractingorganizationswere:

o InitialfullapplicationtotheEUofthe“streettheatreandcommunityconsultations”projecttopromoteparticipationandaccesstoservicesoftheDominican-Haitiancommunity(2012).

o EuropeanUnionextensioncontract,November2015o Intermediatenarrativereport(1stFebruary,2013–31stJanuary,2014)o Intermediatenarrativereport(1stFebruary,2014–31stJanuary,2015)o Initiallogicalframework(2012)o Newlogicalframework(November2015)

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o FinalreportoftheROMevaluationofthe“streettheatreandcommunityconsultations”projecttopromoteparticipationandaccesstoservicesoftheDominican-Haitiancommunity(2015)

o The12leaderslist

Annex5.Factsheetsandfocusgroups

“STREETTHEATREANDCOMMUNITYCONSULTATION”PROJECTMRGANDMUDHA

Interviewsheetforcoordinators:

Hello,mynameis__________________.ThereasonformyvisitisthatwearecarryingoutthefinalevaluationofthestreettheatreprojectimplementedbyMUDHAandMRG.YouarethecoordinatoroftheprojectatMRGandthisiswhywearerequestinganinterview.

DataoftheintervieweeName:________________________________Date:__________________Institution:____________________Position:____________Timeworkedinposition:__________

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FirstpartProjectdesign

Order Questions

Q1 Howlonghaveyoubeenworkingontheprojectandwhatwasyourrole?

Q2 Wheredidtheideaof‘streettheatreandcommunityconsultations’projectcomefrom,MRGorMUDHA?

Q3 WhathasbeentheroleofMRGintheconceptionanddesignoftheproject?

Q4 Whatwastheparticipationofthoseresponsibleduringthepreparationoftheproposal?

Q5 WhatwastheroleofMUDHAduringthedesignoftheproject?

SecondpartTheproject,implementationandinvolvementofthedifferentactors

Q6 Fromyourpointofview,didtheprojectrespondtotheneedsorcontextoftheDominicanpopulationofHaitiandescent?

Q7 Theinitialversiontargeted12interventionareas.Whywasitreducedtosixcommunities?

Q8 Sincetheprojectisaninitiativesharedbetweentwopartners,howdoyouvaluetherelationshipbetweenMUDHAandMRGintheprocess?Whatarethestrengthsandimprovingpoints?

Q9 WhathasbeentheparticipationofMRGintheexecutionoftheproject?

Q10 WhathasbeenMUDHA’sroleintheexecutionoftheproject?

Q11 Howdoyouvaluetheproject'sleadershiptraining?

Q12 Howdoyouassessthescopeoftheproject,inrelationtotheparticipationoftheDominico-Haitiancommunityduringthetrainingandotheractivitiesoftheproject?

Q13 Whatisyourperceptionontherelationshipwithlocalauthorities?Howwasthatprocess?Diditreachedanynationalauthoritiesorministries?

Q14 Howdoyouassessthelevelofadvocacyoftheprojectwithinternationalactors?

Q15 DidtheadvocacyworkreachDominicancivilsocietyorganizations?

ThirdpartEffects,efficiency,effectiveness,impactandsustainability

Q16 Whatarethemaineffectstheprojecthashadinrelationtotheproposedresults?

Q17 Howdoyouconsidertheperformanceefficiencyoftheproject?

Q18 Howdoyouconsidertheeffectivenessintheperformanceoftheproject?

Q19 Whatwerethedifficulties,gapsorrelevantlimitationsduringtheprojectdesign

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andimplementation?

Q20 Whatelementsoractionsareconsideredpartofthesustainabilityoftheprojectandwhatensuresitssustainability?

Q21 Whataresomeelementstostrengtheninasimilarproposal?

Q22 Listthreeelementsthatyouconsiderimpactsoftheproject.

Q23 Listthreeactivitiesyouwouldaddinafutureproposalofthesamenature.

Q24 Anyotheropinionyouwouldliketoaddtothisinterview?

“STREETTHEATREANDCOMMUNITYCONSULTATIONS”PROJECTMRGANDMUDHA

Interviewsheet:MRGstaffinLondon

Hello,mynameis_________________.ThereasonformyvisitisthatwearecarryingoutthefinalevaluationofthestreettheatreprojectimplementedbyMUDHAandMRG.

IntervieweeDataName:________________________________Date:__________________Institution:MRGPosition:______________________TimeatMRG:__________

FirstpartProjectConceptionandbackground

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Order Questions

Q1 HowlonghaveyoubeenworkingatMRGandwhatroledoyouplay?

Q2 Wheredoestheideaofstreettheatreandcommunityconsultationprojectcomefrom?IsitanMRGorMUDHAidea?

Q3 WhathasbeentheroleofMRGintheconceptionanddesignoftheproject?

Q4 MRGexecutedtheproject“Usandoelteatroenlacalleparadesafiarlasactitudesracistasydiscriminatorias”.Howwasthatexperience?

Q5 Whatistheconnectionbetweentheproject“Usandoelteatroenlacalleparadesafiarlasactitudesracistasydiscriminatorias”andthecurrent“teatrodecalleyconsultascomunitarias”project?

SecondpartTheproject,implementationandMRG’srole

Q6 WhatdidMRGexpectwiththeimplementationofthe“streettheatreandcommunityconsultations”project?

Q7 DoesMRGhaveanyotherpartnerexperienceataninternationallevel?

Q8 WhatarethesimilaritiesbetweenthisexperienceofpartnershipwithMUDHAandotherexperiences?

Q9 HowdoyouassesstherelationshipbetweenMUDHAandMRGduringtheprojectexecution?Whatarethestrengthsandpointstobeimproved?

Q10 Whataspectsoftherelationbetweenthetwoinstitutionsshouldbeimprovedand/ordeepened?

ThirdpartEffects,efficiency,effectiveness,impactandsustainability

Q11 Whatarethemaineffectsoftheprojectinrelationtotheproposedresults?

Q12 Listthreeelementsthatyouconsiderprojectimpacts.

Q13 Howdoyouvaluetheefficiencyintheexecutionoftheproject?

Q14 Whatarethedifficulties,gapsorrelevantconstraintsduringthedesignandimplementationoftheproject?

Q15 Whatelementsoractionsareconsideredpartofthesustainabilityoftheproject,andwhatisthesecurityofthissustainability?

Q16 Incaseyouhavetheopportunitytoreplicatethisproposal,whatwouldbetheapproach?

Q17 Anyotheropinionyouwouldliketoaddtothisinterview?

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Interviewsheet:GlennPayot,MRGrepresentativeinGeneva

Hello,mynameis_________________.ThereasonformyvisitisthatwearecarryingoutthefinalevaluationofthestreettheatreprojectimplementedbyMUDHAandMRG.

DataoftheintervieweeName________________________________Date:__________________Institution:MRGPosition:_________________TimeatMRG:__________

FirstpartProjectConceptionandbackground

Order Questions

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Q1 HowlonghaveyoubeenworkingatMRGandwhatroledoyouplay?

Q2 Howdoyourelatetothestreettheatreproject?

Q3 Whatassessmentdoyouhaveofthe“streettheatreandcommunityconsultations”initiativetoraiseawarenessamongdecisionmakers?

Q4 HowdoyouassesstherelevanceoftheproposalinrelationtotheDRandtheinternationalcontext?

Q5 Whatweretheadvocacyactivities/actionsconsideredinthe“streettheatreandcommunityconsultations”project?

Q6 Howdoyouevaluatetheresultsoftheseadvocacyactionswithinternationalactorsinrelationtowhatwasproposedintheproject?

Q7 Whatwastheimpactattheinternationallevelachievedbytheadvocacywork?

Q8 Whatwastheimpactwiththeauthorities?

Q9 DoyouhaveanyrecommendationsforMRGandMUDHAintermsofadvocacyactions?


InterviewSheet:TheatreGroupLeaders

Hello,mynameis__________________.ThereasonformyvisitisthatwearecarryingoutthefinalevaluationofthestreettheatreprojectimplementedbyMUDHAandMRG.Youaremembersofthe12leadersandthisiswhywearerequestinganinterview.

Intervieweedata

Name:_____________________________Date:_____________________________Community:_____________________________TimeintheGroup:________________________

1. Howdidyougetintothe“streettheatreandcommunityconsultations”project?2. Haveyoureceivedanytrainingduringthisprocess?Howdoyouvaluethetrainingreceived?

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3. Whatwerethetopicsdealwithduringthetrainingprocess?4. Howdoyouvaluethemethodologyusedinthetrainingactivities,andtheworkofthe

instructors?5. Aspartofthemethodologylet'stalkabouttheideaoftraininginthebateyinsteadofa

hoteloratrainingcentre.Whatdidyouthinkaboutthis?6. Thestreettheatremethodology:Doyouconsiderthismethodologythebesttoworkon

discriminationissuesorcouldhavetherebeenothermethodologiesmoreaffective?7. Whatwerethemainactivitiesyouparticipatedinaspartofyourresponsibilityinthe

project?8. Didthesecommitmentstakeplaceinyourcommunityordidyouhavetogotoother

communities?9. Whathasbeentheimpactoftheprojectbothatthepersonalandcommunitylevels?10. Ifyouhadtochangeoraddsomethingtoasimilarproject,whatwouldthatbe?11. Thisprojecthasacommunityconsultationcomponentforaccesstopublicservices.This

bateyworkedcasesofaccesstoservices:howweretheconsultations?Whichcaseshaveyoufollowedupon?

12. Whathasbeentheresultofthisfollowup?13. Whathasbeenyourleadershipexperienceinyourcommunity?Howisthelevelof

acceptance?Haveyoubeenrejected?14. Whathasbeenyourexperiencewithlocalauthorities?Withwhomhaveyouhadtodo

advocacywork(townhall,provincialormunicipaloffices,politicians)?15. Doyoureceiveanypaymentforyourparticipationintheproject?16. Therehavebeenchangesonprojectmanagement.Havethesechangesaffectedthe

effectivenessoftheworkcarriedout?Ifyes,howhasitaffectedtheproject?17. Tellmeinonewordhowyouvaluethe“streettheatreandcommunityconsultations”

project.18. Wouldyouliketoaddsomethingelse?

“STREETTHEATREANDCOMMUNITYCONSULTATION”PROJECTMRG-MUDHA

Focalgroups

Participants:leadersfromdifferentcommunitiesandyouthgroupsObjective:Toknowthelevelofawarenessandtheopinionthatthecommunityanditsleadershaveabouttheproject.Order Topicstotalkabout TopicstodeveloponPart1 Groupactivities1 Introduction Explaintheobjectiveoftheprojectandshow

theimportanceoftheirparticipation.Inviteeachparticipanttointroducehimself/herselfandidentifytheorganisationsinvolvedinthe

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project.2 Createaparticipative

environmentDynamics

Startwithsomequestionsasicebreakerstocreateacomfortableenvironment.Somequestions:howmanyofyousawaperformance?Howmanyofyouhavebeeninvolvedintheatre?Doestheatrecontributetoraiseawarenessandeducateaboutaspecifictopic?

3 Dialoguerules Highlight:it’simportanttheparticipationofeveryone.Therearenowrongorrightanswersbutvaluableopinions.Themoderatorwillstepinifsomeoneistalkingtoomuchandmightaskotherstocontribute.

4 Recordingauthorisation Toremembereverythingweasktorecordthesession.Thisrecordingwillonlybeusedtoguaranteethattheiropinionsaretakenintoaccount.

Part2 1.FirstTopicTalkaboutthestreettheatreandcommunityconsultationsproject.

Howmanyofyouattendedtheperformances?Howdidyoufindoutabouttheperformances?Howwasthecommunityparticipation?Howmanyplayswereperformedinyourcommunity?Doyourememberthenameoftheplay?Whatwasthemessage?Wasthemessageclear?Whatotherattendeesthoughtaboutit?Howdoyouvaluetheperformanceoftheactors/actresses?Whatdidyoulearnfromthatperformance?DoyouthinkstreettheatreisagoodwaytoreportaboutarealityfacedbyDominicansofHaitiandescentandtheircommunities?Orthereareothermoreeffectiveways?

2.SecondtopicTalkaboutthecommunityconsultationsandaccesstoservices

Didthe12leadersvisityourhouse?Howmanytimes?Whatdidyoutalkabout?Inthatvisit,wereyouinformedcorrectlyabouttheproject?Whatdidyoufeelduringthatvisit?

Part3 3.Thirdtopic Talkaboutthe12leadersthat

weretrainedduringtheprojectDoyouknowanythe12leadersinvolvedintheproject?Doyouthinktheyarecommunityleaders?Doyouthinkthese12leadershavechangedaftertheproject?Doyouthinktheyaremoreintegratedincommunitycommittees?

Part4 Closing Todaywehavetalkedaboutthe

projectandyouhavesaidthat…(Enumeratetheiropinions)

Didyousaythat?DidIforgetsomething?Ifneeded,changeoradaptsomeofthecomments.

Part5 Goodbyeandthankyou Thankeveryonefortheirtime,theirparticipation,theirhonestyofwhattheysaidandhighlight.

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EVENTDATA:1.Facilitator:2.Assistant:3.Observer:4.Timeofthestartofthemeeting:5.Timeoftheendofthemeeting:6.Location:7.Listoftheparticipantsnames:

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