STRATEGIC PLAN FOR THE REMAINDER OF THE IHRCS MANDATE

DECEMBER 2010

FROM RELIEF TO RECOVERY

In July, six months after the earthquake, only 19 % of pledged funds had been disbursed. The domestic community was still in shock and the international community voiced a crucial need for everyone to act faster in getting help where it is needed the most. The IHRC responded. At its August meeting, Prime Minister Bellerive presented a series of three-month priorities for the government in six key areas. Now, 11 months after the earthquake, funding has started to come, if slowly. The domestic and international communities are starting to work together more effectively. The IHRC is taking an active role in this cooperation, as evidenced by the projects approved by the IHRC (valued at $3 billion) for which international organizations have partnered with Haitian ministries. Other examples of cooperation include, to name only a few, the provision of sector expertise to the IHRC by international organizations, direct collaboration between international organizations in agriculture programs, and joint working sessions between IHRC and Haitian ministries to expand and refine the recovery plans presented at the United Nations in March. These positive developments have taken place through the determined efforts of donors, project implementers, the Government of Haiti and the IHRC. However, the funds contributed by the public sector and invested by the private sector remain insufficient even to meet the most pressing needs for recovery created by the earthquake, let alone the longer-term needs for development to help the Haitian people out of systemic poverty. For instance, funding of recovery priorities is unevenly spread among sectors, in a way that does not necessarily reflect the priorities of Haiti outlined in the Plan of Action for the National Recovery and Development (PARDN). Further, as donors begin to fulfill their pledges and have difficulty accessing the facts about what is needed most on the ground, many are asking how to prioritize their spending. Pursuant to the its responsibilities under the emergency law and the presidential decree creating the IHRC, it is therefore offering a plan to help guide project implementers, donors and investors as they guide the disbursement of their pledges and add much needed new funding to the recovery and development of Haiti. Developed jointly by the Commission, international experts and ministry leaders, this plan outlines many of the most important things needed in Haiti by October 2011, the end of IHRCs mandate. The remainder of this document outlines the plan and is organized into 3 main sections: A pressing need now describes the rationale for developing a targeted plan for the end of the commissions mandate

A path to impact describes what the most important outcomes are on the ground for the people of Haiti and how to achieve these outcomes A call to action outlines how everyone should contribute to ensuring that the most important outcomes are achieved.

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Going forward, this plan will serve as a much needed point of departure for guiding all the involved parties. In the immediate future, the IHRC will work with its stakeholders, to further identify and develop concrete programs needed to achieve the impact envisioned by this plan. This will include developing specific requests for projects to fit in the needed programs and working with the Government to develop implementable solutions to the policy questions and institutional needs identified.

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A PRESSING NEED NOW

At the moment, the Action Plan for the National Recovery and Development of Haiti (PARDN) guides the evaluation of projects reaching the IHRC. The PARDN offers a broad framework for action that will continue to guide the action of the Government and its backers. There is now a need to accelerate delivery on the ground, to make a tangible difference for the population, building on the will of the Haitians themselves to construct a better future and on the international communitys commitment to help. Top priorities must be clear and more binding. This document consolidates the priorities into a concise plan, to guide donors and investors and attract additional funding. These priorities and how to achieve them are presented in this document. All of those priorities were developed in partnership with the Haitian ministries and are intended to suggest what will be most important to achieve Haitis recovery and development through October, 2011. This plan has two objectives:
A. Identify the priority outcomes on which the IHRC will focus its efforts until the

end of its mandate and provide measurable goals and targets to clearly define what success looks like
B. Indicate what must be done to achieve these priority outcomes and what role

everyone must play. The plan will detail four types of input needed to achieve each target: 1) Programs that will contribute to achieving the quantified impact on the ground 2) Funding needed to pay for the required programs 3) Policy decisions and institutional enablers that will be necessary to make implementation of these programs possible in the prescribed time frame 4) Interdependencies with other sectors that have an impact on the ability to achieve the listed priority outcomes, and their implications Concurrently to the IHRC developing this strategic plan, the Government has started to prepare its second Poverty Reduction Strategy (PRS), itself based on the PARDN. The IHRC will be working closely with the ministries concerned to ensure that the PRS, the PARDN and the present document are mutually reinforcing.

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A PATH TO IMPACT
To ensure the goals of this plan are aligned with the best interests of Haiti and are relevant to IHRCs mission, the IHRC prioritizes goals and outcomes that: Prioritize sectors directly affected by the earthquake, where we can reduce the vulnerability of the people, notably through a build back better approach;

1 2

4 5

Create tangible impact on people's lives, with particular focus on the most vulnerable; Achieve significant, measurable progress within the 18-month mandate of the Commission; Lay foundation for longer-term development.

Seven areas (priority outcomes) were identified: housing, debris, education, energy, health, job creation and water & sanitation. To these seven areas, an eighth one will act as a success factor for the execution of all other priorities: capacity building of Haitian institutions. The proposed targets to be achieved by the end of the IHRCs term follow: Area Housing Debris removal and management Education Target outcome Ensure that ~400,000 people who own or rent houses are able to relocate from camps Remove 40 % of debris in a way that is environmentally sound

Energy Health

Build and staff 250 temporary structures Build and staff 60 primary schools in communal sections where no public schools exist Equip up to 3000 schools (public and private) Feed 250,000 children Provide up to 500,000 children with an education kit (manuals and uniforms) Provide up to 500,000 children with financial assistance in private schools Train 5,000 teachers Abridged Increase hours of service for 30,000 urban households by 20% Expand electricity service to 10,000 rural households Improve service delivery through targeted reconstructions and constructions of 40 hospitals, 75 clinics and an ambulance network to connect communities to health care services; Increase the health care workforce through the reconstruction or reinforcement of 4 medical schools, 4 nursing schools and the launch of training programs able to reach 4,000 allied health professionals Pilot and expand approaches to healthcare financing including ensuring access to care for children under 5 and expanding access for pregnant women.
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Job Creation

Provide full-time employment to hundreds of thousands additional Haitians Outside of Port-au-Prince jobs will be mainly created in agriculture, water shed management and road construction Within Port-au-Prince jobs will mainly be created housing and debris related development activities Begin construction of 2 public and 3 private industrial parks Bring the sustainable access rate to controlled potable water from 2% to 50% Bring the access rate to toilet / latrine meeting international standards from some 10% to at least 27% Reinforce / create necessary sector tables Assist ministries in developing strategies and investment plans

Water & Sanitation

Capacity Building

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HOUSING Targets The main target outcome is to reduce camp population by 400,000 people. Other outcomes will include: Complete registration of all earthquake-affected households and identify a housing solution for each (return, reconstruction, relocation) along with a financial support mechanism. Provide temporary housing or reinforced shelter to families still in camps. Complete the strategic plan for urban redevelopment of Port au Prince (phase 1) and other important urban areas and outlines for financial plans. Put in operation a credit program for single and multifamily housing. Rationale The best approach for rehousing people affected by the earthquake in Haiti will be to help as many as possible return to their original neighborhoods while progressively improving the safety and quality of life in those neighborhoods, and relocating those whose safety cannot be assured. This approach also favors interventions that allow the largest number of people to move out of camps and into improved conditions in the shortest possible time, while maintaining the social networks and livelihoods on which camp residents rely for survival. Doing this requires improving construction standards, reducing the vulnerabilities of housing sites and neighborhoods, and improving land use and expanding public services in neighborhoods. The rebuilding process should also provide economic opportunities in construction and related fields and be accompanied by new financing options for qualified families. Yet not all can or should return to their former living arrangements, and all households do not need the same assistance. Therefore, the reconstruction program must provide a range of shelter and housing solutions that meet the needs of the affected families and options tailored to the needs of various groups: owners and renters, the displaced and non-displaced, and urban and rural households. Many in the affected population have already moved more than once, so care must be taken to see that assistance does not result in renewed displacement (e.g. repeated relocation, rent increases, or disputes over tenancy or land). The goals are therefore to: (i) restore the status of households to what it was before the earthquake, that is, to help owners rebuild and to assist renters to reestablish their rights as tenants; (ii) improve the safety of houses, and the safety and functionality of neighborhoods that are reoccupied through community planning and a building back better approach; (iii) reduce the number of houses and neighborhoods in unsafe and undesirable locations using risk assessment and relocation; and (iv) ensure that both reconstruction and new construction contribute to urban renovation and regional development, as envisioned in the governments long-term rebuilding plan.

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Required programs The targets identified above are based on assumptions that more than 1,000 new houses can be built per month during 2011, and that more than 2,000 houses per month can be repaired. This requires the coordination of a large number of housing reconstruction actors, and the creation of a significant coordination and support system for neighborhoods and reconstruction agencies. Priority actions include: (1) designing and launching projects that provide financial and technical assistance to neighborhoods, and households for repair and reconstruction, in accordance with guidelines that reflect government policies (see details goals for 2011); (2) the registration of all earthquake-affected households, so that all those affected become candidates for assistance; (3) the training of several hundred builders in improved repair and reconstruction guidelines; (4) support for neighborhoods and municipalities, including the training of community planners and mobilizers and the establishment of community resource centers; and (5) the rapid completion of strategic urban development plans in Port au Prince and other affected cities, so that the land use changes required by these plans require can be taken into consideration in replanning neighborhoods. Other programs to help specific groups, such as the development of credit programs, and targeted assistance for owners of rental property, will also be needed. Specific projects for 2011 include: Demolition of 30% of all red houses (27,000 houses = 172,000 people moving back)

The funding requirement to rehouse Haitis displace population will be enormous, but only a portion of it will be spent on housing per se. Much more will be needed to remove rubble, and to improve the conditions in neighborhoods through service improvements and risk reduction that will allow private investment in housing to take place. Original funding commitments for the housing sector totaled $174 million. Reconstruction agency funding commitments to date have focused largely on temporary shelter, so reconstruction commitments are still difficult to determine and are often provided only in terms of number of houses. Nevertheless, projections from a number of agencies for the overall reconstruction to date total 21,000 repairs
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5,400 houses are rebuilt and 32,000 transitional shelters are provided in neighborhoods for ex-residents of red houses Repair or retrofitting of 25% of all yellow houses (24,000 houses = 164,000 people moving back) Provision of basic services in neighborhoods to 67,000 returning households Construction of 5,500 permanent or transitional relocation housing units in new sites (= 24,000 people) Provision of temporary housing or reinforced shelter (121,000 units = 685,000 people)

Funding requirements

and 15,000 new houses, against an estimated need of 23,000 repairs, 11,000 new housing units, and 160,000 improved temporary shelters in 2011 alone to reach the proposed targets. For the entire reconstruction process, approximately 90,000 houses will need to be rebuilt, and 93,000 repaired. Funding needed to meet the targets for 2011 alone is estimated at $350,000,0001 of which perhaps 40% is committed by various agencies, but is programmed to be spent over a longer time period (3 to 4 years). Government must remove the impediments that are making it difficult for donors to spend the funding they have available (see below). Once that is done, agencies may then need to be encouraged to spend their funding commitments on more urgent needs, such as rubble removal, yellow house repairs, and site preparation, rather than reserving it specifically for housing construction or reconstruction. Policy decisions and institutional enablers There are a number of policy decisions by government that will enable housing reconstruction to proceed more rapidly. They are shown in the following table: Policy Area 1 Land ownership Issue Lack of clarity on status of appropriated lands preventing agency interventions and encouraging land invasion Risks for households associated with lack of security of tenure in informally settled neighborhoods Only those in camps have been registered, causing them to stay in camps in order to be eligible for expected assistance Doubts about which neighborhoods people can safely return to Need to greatly expand capacity to repair, retrofit, Proposed Resolution Government completes or abandons appropriations processes for land declared of public utility Government establishes procedures to ensure tenure rights in enumerated informal neighborhoods Registration of affected population is completed

Tenure security

Registration of households

Risk management Scaling up building

Government and donors agree on strategies for mitigating risk in neighborhoods Need for large scale government-sanctioned training

1 This figure includes: $55 million for construction of new houses in new sites; $60 million to upgrade shelters or provide temporary housing; $30 million for new construction in existing neighborhoods $35 million for enumeration in neighborhoods $53 million for yellow house repairs $30 million for housing reconstruction in neighborhoods $52 million to return temporary services to reoccupied neighborhoods $35 million for risk mitigation in neighborhoods

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back better

Financial assistance Reconstructio n policy

program for builders, homeowners, and local governments; need for retrofitting guidelines Variety of proposals but no Government and donors develop clarity on financial assistance a unified financial assistance for households for housing strategy for households Lack of clear policy Government approves framework for housing Neighborhood Return and reconstruction slowing Housing Reconstruction agency interventions and framework making outcomes uncertain

and rebuild safely, applying new building guidelines

Interdependence with other sectors Housing and neighborhood reconstruction is not a single sector, but instead combines interventions in several IHRC sectors, including water and sanitation, disaster risk reduction, job creation, health, and education, among others. Housing decisions are also strongly influenced by decisions made about investments in other sectors such as transport. Therefore, close coordination is needed among other sectors and housing and neighborhood investments. This will be particularly important, for instance, when households are relocated from camps. In order to make it feasible for families to return, projects sponsors will need to ensure that there is safe drinking water, sanitary conditions, and health and education services operating in these neighborhoods. Without this coordination, families may choose to remain in the camps.

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DEBRIS REMOVAL AND MANAGEMENT Introduction Debris removal is key to most development and recovery priorities. Very little debris has been removed few neighborhoods are mostly clear of debris and there are few organizations that are removing debris on a large scale. Furthermore, existing work is being carried out without the guidance of an overall framework. Debris removal has been slow to start in part because key policy decisions have not been made for instance not all buildings categorized as being beyond repair can yet be demolished. Further, there is no reliable tracking mechanism in place to adequately monitor progress and there is not yet a full assessment of how much debris exists, making planning difficult. A challenge of this complexity and magnitude demands an overall strategy. The strategy should recognize multiple debris removal methods based on their effectiveness given the particularities and constraints of each geographical area rather than a blanket strategy for the whole country. It is also vital that a global strategy address how debris will be disposed and possibly recycled. The current uncontrolled dumping that is the norm for many sites may cause future issues. The environmental impact of rubble disposal has been studied and the rubble is an inert material that poses little significant risk, with source separation of municipal & other waste streams. The plan also needs to address disposal site management, including best practices for site operation, enforcement mechanisms and creating income generation opportunities through debris recycling where possible & practical. To date, there have been several estimates of the amount of debris generated by the earthquake. For the purpose of this document, it is assumed that there is a volume of 10 million cubic meters of remaining debris to be removed. The IHRC has created an approach targeted to remove 40% of debris by the end of its mandate. Now is the time for immediate action. The international community must come together to execute the plan. Debris removal efforts under way There are many fragmented debris removal efforts underway. Supplementing the continuous effort of the Government of Haiti (GOH) on debris removal, various NGOs, bi-lateral and multilateral actors have implemented debris removal projects on specific streets and /or facilities. A proper strategic implementation led by the Government of Haiti requiring all organizations removing debris to provide periodic reports on progress made is needed to create a global view of all on-going efforts. Recycling Separating the rubble from waste is currently conducted, for the most part when it occurs, on the collapsed or demolished structure site by hand. The rubble is commonly reused in a number of ways:
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Fill areas where there are issues with the condition of the land Increase land mass near the sea front Rehabilitate dirt roads Fill holes in land when preparing terrain for shelter installation by crushing and laying out the rubble Construct gabion houses.

This use of the rubble may be utilizing an unskilled Haitian work force and can be a source of income to otherwise unemployed citizens, in addition to minimizing final disposal of reusable material. An advantage of this recycling alternative is that it relieves the demand on construction material that will be necessary to repair and reconstruct the large number of affected structures. The process, however, can be time consuming and the rubble has to be stored relatively close to the site where it will be used. It is also worth noting that sustainable practices and cultural acceptance are of concern. Several studies have been done and are continuing regarding the use of processed rubble as aggregate in concrete mix, for low strength concrete. Most studies so far are recommending further studies before committing to the adequacy of such use. Debris removal strategies There are several approaches each with their respective set of advantages and disadvantages: 1) The Neighborhood Approach (adopted by the UN, NGOs, American Red Cross), entails working on debris removal in certain neighborhoods with the goal of diminishing the various camps population. This approach requires close coordination with government entities that oversee the area for efficient operation and to address land ownership and dispute when occurring. 2) The Sector Grid Approach addresses debris removal by zones, using a onekilometer grid and a sub-sector 100 meter grid. This division does not take into account existing jurisdiction boundaries, but have the advantage to cover the entire area affected. 3) Systematic (US Army Corps of Engineer) Neighborhood Approach sectors the impacted areas primarily by using the 10 Departments limits, further subdivided into smaller sectors considering existing political, social, and economic subdivisions. This approach, according to the US Army, should facilitate assignment of debris management responsibility. That approach, similar from the neighborhood approach, differs from it in the fact that entire affected area is considered, divided, and prioritized prior to debris removal projects implementation.

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The time and cost to implement these strategies is different: 1) Neighborhood Approach: with an estimated ten such contracts working simultaneously, and considering a total of 10 Million cubic meters remaining of debris in the Port-au-Prince Metropolitan area, it can be anticipated that it will take at best approximately 4 years to complete the effort, assuming a 7 day work week. Further, using an average debris removal cost of $35 per cubic meter, this effort can be implemented at a total cost of approximately $350 million. 2) Sector Grid Approach: if the debris removal effort was mainly implemented using contracts similar to those using in downtown Port au Prince under contract for the Government of Haiti, such contract shall require 18 months to complete an effort, in large scale open areas such as the downtown government corridor also assuming a 7 day work week. At a cost of $40 per cubic meter, the effort can be implemented at a total cost of $400 Million. This does not address the neighborhood specific programs, nor the density issues associated with same 3) Systematic Neighborhood Approach: as recommended, making use of existing efforts (Neighborhood) supplemented by the GOHs own efforts, making use of in-house forces and out-sourcing contracts may be the best solution to maximize a variety of benefits. That may not be the most economical or the faster approach, but the benefits in term of socio-economic and environmental considerations are essential to a better future for the country. An estimated $ 400 million will be required over 24 to 30 months. The IHRC recommends a Systematic Neighborhood Approach: it would combine both the neighborhood and the US Army approaches to ensure that entire earthquake affected areas are addressed without overlooking certain neighborhoods. In order to achieve this, the GOH will need to work closely and track the various organizations work on debris removal and develop a plan to compensate areas not currently addressed and/or incite additional interest from others capable of implementing debris removal projects. This plan will have the advantage of working within areas under the jurisdiction of local authorities, for more effective coordination between all parties. In addition, a number of efforts already in progress can continue while additional resources are sought to complement them. This approach may also have significant costs savings potential with multiple disposal sites and strategic implementation. Target By October 2011, 40% of all debris, representing 4 million cubic meters will be removed

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Rationale Despite its higher cost, the systemic neighborhood approach is preferred over other approaches as it ensures debris removal in a relatively time efficient manner. This is essential for the recovery of Haiti for three primary reasons. First, the safety & health of the people in Haiti. Secondly, the removal of debris is a clear prerequisite for other development priorities such as housing, hospital and school construction. Thirdly, the removal of debris will serve as a very visible manifestation of development improvements. Required programs To reach this target will require a debris removal operation characterized as follows 24 separate & independent removal operations, each working a 6 day work week Minimum of 12 disposal sites, with a minimum capacity of 333,000 cubic meters each

Three things are particularly important to enable the execution of this debris removal program: 1) Government of Haiti to approve a minimum of 12 disposal sites, based on already developed suggestions and additional new developments 2) Government of Haiti to develop and make public a policy for demolishing red buildings, when the following conditions exist: A) Building conditions present a danger to the community in general, based on proximity to public area or B) The building has entirely collapsed or C) The building has not collapsed but damage is so severe that it is beyond repair 3) Government of Haiti to create a team to support the coordinating efforts of the MTPTC, with specific tracking mechanisms, onsite consistent daily inspection and monitoring personnel, with daily reporting & confirmation. The IHRC is ready and able to support the Government in developing these solutions.
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These operations shall be distributed into various projects / contracts, but it is essential that they be supported by a central coordinating unit, ideally under the MTPTC and monitored to international standards for transparency Funding requirement Using the systemic neighborhood approach, an average cost of $40 per cubic meter is estimated. To remove 4 million cubic meters by October 2011 (40% of 10 million cubic meters total debris), would therefore cost $160 million. The remaining 60% of debris would have a cost of $240 million, making for a total cost of $400 million, with significant cost saving potential through strategic goals and management thereof Policy decisions and institutional enablers

Interdependencies with other sectors The removal of debris is a key requirement for ensuring progress in other development areas requiring construction. The selection of sites for debris removal must therefore be seen in connection with other development plans. This coordination can be enabled using detailed mapping, allowing for the assignment of priority sectors for debris removal.

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EDUCATION Introduction This chapter is based on the Five-Year Plan of the Government that was finalized through a joint effort of the Government, the Presidential Commission on Education and main donors. Overall, 10 years after the launching of the National Plan for Education in 2000, and despite a substantial increase in the number of schools and students, the national system continued to be characterized by: Inadequate educational structures relative to the size of the population with over 500,000 children deprived of any schooling, and 135 communal sections without any public schools of which 23 without any school facilities whether public or private; Poor quality education which translates into low success and high loss of students on the way; Poor teaching performance at all levels; Weak governance at all levels, including capacity by the Government to plan, monitor, supervise, and more generally to play its expected normative role.

In a context where everything is to be done, a stringent prioritization exercise was undertaken which prioritized primary schooling that would benefit the majority of the young Haitians. The Five-Year Plan and more immediately this present plan need however to remain ambitious so that Haiti does not face yet another lost generation, in a country that places education very high in the priority of the households, regardless of the income. Targets, rationale and programs The short-term objectives are therefore in line with the longer-term ones, notably free and compulsory access to quality education, and in particular the first 9 educational years as of 2021. Secondary and tertiary levels, vocational training and specialized education are also important components of the Five-Year Plan although they do not feature in the short-term at the same level as basic education. The Five-Year Plans overall requirements have been estimated at some $4.3 billion. It is estimated that Haiti will be able to cater for 25 percent of its needs and therefore a major international effort will therefore be required over many years.

The impact of the earthquake is well known and has been described in the PARDN. For instance, in the West Department, which receives 50 percent of entire caseload, 80 percent of all structures were destroyed or damaged, representing some 3,804 schools. On the human side, several thousands of students died, together with approximately 1,350 teachers and 180 non-teaching personnel. In the South East, 279 schools were destroyed or damaged. All vocational training centers of the country were either destroyed or severely damaged. Over 80 percent of the national university structures were seriously affected or totally destroyed.

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Priority will go in a first phase to rebuild, better, what was destroyed by the earthquake and build new schools in areas that had none to date. An equal priority will be given to fill the gap between expenditures and needs in the short and longer term, keeping free education for the first 9 years in particular as the goal to attain within 10 years. In parallel special efforts will be devoted to improving the governance of the education sector as a whole. This includes strengthening the ministrys capacity to plan, supervise and train, while increasing the States capacity to provide schooling to its young citizens. The reality on the ground and the ambitious objectives of the country meet in the specific goals that will need to be reached by the end of 2011, namely: Infrastructure and equipment for fundamental schools Clear 150 sites for schools and build 250 temporary structures Build and staff 60 fundamental schools in communal sections where no public schools exist Equip up to 3000 schools (public and private) Feed 250,000 children Provide up to 500,000 children with an education kit (manuals and uniforms) Provide up to 500,000 children with financial assistance in private schools of US$ 125/year Train 5,000 teachers Provide 10,000 teachers with a teaching kit Overhaul the national Curriculum

Vocational training Renovate and equip 3 vocational training centers

Literacy Install and equip 1750 literacy centers

Tertiary education Create a fund to support the rebuilding of universities Develop and consolidate public university network in the regions, starting with Les Cayes/South, Gonaives/Artibonite and Cap Haitian/North), start to expand the network to Jacmel/South east and Hinche/Centre.

Governance/support to the MENFP (including infrastructure) Reinforce the Ministry at central and departmental levels

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Others Rebuild and equip 3 (out of a previous total of 23) centers for handicapped children

A major effort had already been undertaken in the spring and summer of 2010 to ensure that as many children as possible could return to school for the autumn semester 2010. Although dozens of thousands of students have benefitted from efforts on this front, over half of the total requirements remained unmet. Meeting the objectives outlined above will create a virtuous circle: an increasing number of children will be able to attend school, including many who were never able to attend; over 10,000 temporary jobs will be created in the construction activities and several hundred permanent jobs will be created for the new schools to be built. Local produce will be purchased for school feeding that will help improve farmers income both in the short and long terms. The financial burden on poor households will be decreased through more public schools and increase in the number of children receiving financial assistance, thus decreasing the vulnerability of the poorest.

Funding requirements The gap to implement this short-term effort stands at US$ 152.6 million as follows: Sub-category Infrastructure and equipment for fundamental schools Vocational training Literacy Tertiary education Governance/support to the MENFP (including infrastructure) Others Gap Cost ($152.6m2) $50m $25m $4.6m $15m $56m $2m

2 Does not include school feeding, financial assistance to children and supply of kits to children and teachers

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ENERGY Targets Improve hours of electricity service to 30,000 urban households in Metropolitan Port-au-Prince by 20% Expand electricity service to a minimum of 10,000 currently un-served families in rural areas outside of the Port-au-Prince metropolitan area.

Rationale Even before the earthquake of January 2010, the power sector in Haiti was among the most problematic in the world. Only about one quarter of the population has access to electricity service, of which half are connected illegally to the grid. Although residential tariffs in Haiti are relatively low compared with other fossil fuel dependent countries in the region, commercial and industrial tariffs are amongst the highest at about $.35/ kWh. Lack of access to affordable and reliable power hinders investment in the country, constrains the development of productive businesses, prevents the full provision of high quality social services, and degrades living standards for residential customers. Providing electricity service is by nature a process that has long lead times and requires significant up front investment before tangible results are readily realized in terms of actual service to customers. To address the problems endemic in the sector requires an approach that addresses the structural deficiencies in the management and governance of the sector and well as commits significant capital commitments to the sector. As such, in addressing the developments possible in the sector during the 18month mandate of the IHRC, one must by definition address on-going activities in the sector and determine to what degree these activities and projects can assist the IHRC is addressing the problems in the sector in the post-earthquake period. Investments currently underway or being proposed for the short- term include upgrading targeted distribution circuits, sub-station repairs, metering (particularly of large customers), relay coordination, and customer registration. Completion of these projects in Port-au-Prince will facilitate the improvement of service and help achieve the targeted goals. The projects will result in increasing the number of hours of service from the approximately 6-8 hours on average by at least 20%. This would result in tangible results for citizens currently plagued by unreliable service. Required programs In terms of rural energy service, given the very low access rates in rural areas, off-grid or mini-grid solutions seem to be most appropriate, such as: (i) construction of hybrid mini-grids with renewable energy and diesel back-up, and (ii) installation of solar PV panels in more isolated, less densely populated areas, focusing on schools and health centers as a first step. MTPTC must prepare a large-scale rural access plan that might define priorities and approaches for access to off-grid communities. A rural access plan will help define a nationwide strategy for rural access. Pilot projects to test potential models and
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financing schemes could be launched immediately, involving local communities and the private sector. Funding requirement For the short- and medium- term, investments for rehabilitating the distribution network, including metering, in Port au Prince alone total about $65 million. In the rural areas, the provision of electricity service of approximately 10,000 families using renewable energy technology would require approximately $20 million3. Thus overall program costs are approximately $85 million, of which approximately $20 million are currently committed by existing projects.

Policy decisions and institutional enablers An appropriate institutional, legal and regulatory framework must be established to increase transparency and accountability in the sector. There must be adequate authority and institutional capacity to provide regulatory oversight of contracts with the private sector and implement government policy with respect to the power sector. A fundamental requirement would be the strengthening of the MTPTCs Unit de Gestion de Secteur Energtique including the possible development of sub-sectoral units focusing on renewable energy, rural electrification, and household energy and the preparation of studies for the promotion of renewable energy, energy efficiency, and the development of an electricity access and household energy strategy. Key interventions would focus on: (i) creating sustainable and long-term government capacity to govern and oversee the power sector; (ii) enhancing macroeconomic governance through transparent financial flows; including for Independent Power Producers contracts, Power Purchase Agreements, and cross-subsidies; (iii) improving oversight of corporate governance at the enterprise level, (iv) establishing modalities for a balanced and efficient participation of the private sector; and (v) supporting the promotion of clean energy. Interdependencies with other sectors Through the education sector, there is an immediate need to establish training facilities in the area of renewable energy training. This will ensure that the gains realized over the period of this mandate are sustainable in the long term through the work of trained technicians with the ability to service such technologies. The MTPTCs energy unit will have to work directly with the Ministry of Education to put in place the foundations of an education program to provide technicians with the relevant skill set.

The conservative assumption in this scenario is that each family on average would require approximately 100 watts of service. This includes the larger systems that service clinics, schools and community centers. The assumed cost is approximately US$20/watt. This is a figure on the high end of current market conditions to take into account the uncertainties in the market conditions in supplying large scale systems in Haiti. It is a possibility that this figure can be reduced with efficient program implementation.

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HEALTH The health sector goals outlined in this document are based on recommendations of the IHRC Health team in close collaboration with the Ministry of Health, conversation with other Ministries, input from Donor supported technical assistants, and comments from group or individual sessions with NGO or private sector partners. The targets are consistent with the IHRC Health Teams overall strategy and approach as follows: Supporting strategic planning and key policies of the Ministry of Health with an emphasis on developing a clear and comprehensive long term health strategy that addresses key policy issues such as health care financing Encouraging stakeholder alignments by working closely with stakeholders across sectors (public, private, NGOs) to support reconstructions and new constructions according the public sectors priorities, directly address the needs of areas affected by the earthquake, and contribute to the relocation process and the long term geographic poles of development Encouraging project submissions and support the project review process with efforts aimed at increasing the breadth of programs presented and ensuring alignment with the relevant IHRC sectors (e.g., housing, education)

The health sector target outcomes are segmented into two categories. Those that support direct increases in clinical care referred to as Service Delivery and those that support the public and social structures in their ability to respond and monitor are referred to as Institutional Strengthening with specific intervention areas as follows:
A. Service Delivery:

Infrastructure Human Resources Financing and Access to Care

B. Institutional Strengthening

Strategic Planning Public Sector Capacity Strengthening Civil Society Outreach For each of the six areas mentioned above, the document below lays out targets, rationale, programs and funding requirements. In addition to the two main categories, this plan also addresses the current situation of the cholera outbreak

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Intervention area A: Service delivery Infrastructure 1) Strategically strengthen health infrastructure to cover all major population centers by supporting constructions that rebuild damaged structures, bring new clinical services to the relocation sites of the neighborhood approach and encourage constructions that support the overall regional poles through the completion or launch of 40 hospitals and 75 clinics 2) Create an emergency care network to reduce trauma fatalities by establishing properly equipped emergency rooms and departmental ambulance networks Restoring and increasing access through hospital and clinic infrastructure: The earthquake left Haitis health infrastructure severely damaged. In the disaster zone, 30 out of 49 hospitals collapsed or became unusable together with the Ministrys main building. There is a clear need to build and rebuild the infrastructure to a level that is beyond pre-earthquake levels in strategic locations with strong construction norms. Projects should first address the immediate reconstruction needs that remain from the earthquake. Second, infrastructure should support IDP relocation sites according to the Neighborhood Return and Housing Reconstruction Framework. Finally, the long term construction projects should reflect the economic poles as described in the PARDN. This three-step approach will allow reconstructions of health care facilities in a way that responds to current needs, supports social services during relocation and contributes to the long term health care network. Currently, there are 32 hospitals projects and 57 clinics that are under construction or in the planning stage. While this is an impressive start, this pipeline needs to be expanded to include 40 hospitals and 75 clinics. The IHRC has the following expectations for October 2011: Specific Goals/Projects 10 hospitals built or rebuilt 20 hospitals constructions launched 10 hospitals with construction financing in place 30 clinics built or rebuilt 30 clinics with constructions launched 15 clinics with construction financing in place Gap Cost ($98m) $80m

$18m

Improving disaster response and reducing trauma related deaths by increasing Emergency Care Network Haitis emergency infrastructure was weak prior to the earthquake with few well equipped hospitals and no publically administrated ambulance system. The Government is targeting the refurbishing and provisioning of 20 hospitals (including all 10 departmental hospitals) and the establishment of an ambulance network

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administered by coordination centers at the departmental level. Current MSPP and Red Cross ambulances would become part of this network. Specific Goals/Projects Fully equip 20 emergency rooms (in 10 departmental hospital + 10 Hpital Communautaire de Rfrence) Implement 60 ambulances in National Ambulance Network (public + Haitian RC) Establish an Ambulance Network coordination centers in each of the 10 departments Gap Cost ($6m) $2m $3m $1m

In order to successfully coordinate the reconstruction effort across sectors, a Neighborhood Return and Housing Reconstruction Framework with a clear set of recommendations for social support needs to be developed and validated. A key component will be developing a Carte Sanitaire (health infrastructure map) that would take into account current service gaps and population movements to guide prioritized areas for health care services, and facilitate the transition from mobile/temporary clinics to permanent service sites. Building codes that take into account multi-disaster risk management and access for those with disabilities will also be needed, in alignment with the overall reconstruction and housing efforts. Lastly, the Emergency Room minimum package of services should be revisited to take into account lessons learned from the earthquake and the cholera epidemic. Human resources Strong human capital is a fundamental component of service delivery and must accompany the infrastructure efforts in order to achieve a well functioning health care system. The earthquake damaged three out of the four accredited medical schools. The largest nursing school was destroyed in Port-au-Prince, tragically killing almost the entire second year class. Four health technical schools were also destroyed. This is a huge setback to an education system that was, even prior to the earthquake, struggling to produce and retain enough health care workers to serve the Haitian population. For this reason, the IHRC is calling for projects that address the human resource deficit in the health sector, including administrative capacity to serve in central and departmental public offices. Reinforcement projects are listed as follows: Specific Goals/Projects Reinforce 4 medical schools and 10 specialty training programs Reinforce 4 nursing schools Launch the training of 4,000 Allied Health professionals Complete the training of 3,000 Health Agents Support training of 10 individuals for a Masters in Public Administration Fund 10 scholarships for Masters in Public Health
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Gap Cost ($21.5m) $10m $5m $3m $3m $0.1m $0.4m

In the context of continued losses of trained physicians and nurses, a reviewed public salary grid should be considered to ensure the long term success of reinforced training institutions. To encourage public sector retention and improve the public sectors ability to monitor and coordinate the re-designed health care system, professional development of current staff as well as clear career plans for future employees, as suggested by the recent Ministry institutional audit, should also promoted. Allied health professionals will play a major role in the new healthcare system and guidelines about the priority fields (i.e. psychologists, physical therapists) will be needed, along with reflections and recommendations on training and approaches to absorption of newly trained professionals. Financing and Access to Care A system-wide health systems financing method to ensure increased access to health care will be needed. There are multiple proposals on how to achieve this goal, yet none has been developed into a comprehensive strategy. A common approach involves using existing platforms for maternal and child health. Programs such as Soins Obsttriques Gratuits (SOG/free obstetrics care) have benefitted over 60,000 women, out of an estimated 280,000 women who give birth every year. A companion pilot program introduced after the earthquake provided free care in several institutions to children under 5 years old. By October 2011, the IHRCs aim is to help provide support so that free obstetrics care can be expanded to serve 100,000 women. This will not only require the program to be launched in additional institutions, but will also need continued outreach to encourage women to engage with clinics during and after their pregnancy. Specific Goals/Projects Maternal and Newborn access to care for 100,000 pregnancies (35% of estimated total) Gap Cost ($12m) $12m

The Government will work with the IHRC and partners towards a comprehensive strategy for health care financing beyond the SOG and other pilots underway. A review of current approaches, engagement with the Private Sector and feasibility studies based on projected growth should be considered by the Government and its partners. Moreover, these studies should be completed with the goal of implementing the strategy as part of a larger government social sector plan. Intervention area 2: Institutional strengthening Strategic planning In addition to encouraging project submissions, the Government also works with its partners and the IHRC to develop long term strategic planning. This is a critical component of institutional strengthening, as it facilitates government leadership over a more coordinated sector. The goals for October 2011 include:
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Specific Goals/Projects Assist in developing and then begin implementing the long term strategic health plan Develop a comprehensive disaster plan that involves the key government offices affected and addresses the HR, technical and basic logistics needs of an effective public sector response Support cross sector planning for key policies such as school based health programs, healthcare financing, occupational and employee health, use of technology for public safety and social support for the vulnerable

Gap Cost ($5m)

$5m

These strategic documents will need the input of all major ministries and donors. Full cooperation and coordination is critical to the creation and adoption of such plans. Public Sector Capacity Strengthening The Ministry of Healths capacity to both respond and manage the response to the 2010 earthquake and cholera outbreak has been strongly affected by the loss in HR and structures. Current staff has had to work long hours and have had to face new challenges in their efforts at coordinating a significantly higher number of national and international partners. As noted in the Ministrys institutional audit, career development programs will play a key role in effectiveness and retention. Funds should thus be allocated to support continuing education for public health officials in key areas like leadership, conflict management, epidemiology, supply management, public health forecasting and coordination. In terms of physical infrastructure, the MSPP departmental offices are in great need of upgrades since the facilities lack the basic necessities required for an appropriate work environment capable of supporting the national move towards decentralization. Additionally, the central MSPP office, which is currently housed in a temporary structure, will need to be rebuilt. Specific Goals/Projects Create continuing education program for public health officials (leadership, coordination, budgeting) Construct/Refurbish 10 departmental health offices Rebuild MSPP Gap Cost ($7m) $5m $0.5m $1.5m

Funding organizations committed to public sector strengthening will be essential partners in reinforcing and expanding the Ministry of Healths capacity. Civil society outreach For effective and grounded policies that ensure responsible local society engagement, reinforcement and, when needed, full support will be required for civil society groups that are able to advocate for communities or vulnerable groups in need. Beyond
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funding, technical support including IHRC outreach sessions to support target groups, such as the disabled, or rural associations will be considered. Specific Goals/Projects Provide vulnerable groups access to IHRC and MSPP through information sessions, ministry liaisons and financing Cost ($5m) $5m

This strategy will need to be coordinated both internally (with the Social Recovery sectors) and externally (with different ministries levels of government) with a clear list of priority target groups. Lessons can be learned from HIV globally and locally programs that enable people living with HIV the ability to provide recommendations to policymakers. Cholera Response Strategy As of December 8th, 2010, the MSPP data shows that cholera has killed more than 2,120 people and has sickened at least 90,000 in all 10 of Haiti's departments. Epidemiological modeling carried out by PAHO/WHO and the U.S. Centers for Disease Control and Prevention (CDC) for planning purposes projects an estimated 400,000 cases over the first 12 months, with as many as half those cases occurring in the first three months of the epidemic. The Government of Haiti began an active response and the IHRC Health team joined the effort by providing technical assistance in keeping with its usual 3 areas of work as follows: Alignment of Stakeholders Understanding the MSPP and Public Sector needs at the central and local levels In the emergency phase, the Ministry of Health quickly activated its response mechanism and worked with the media and international partners on the response. As the Epidemic spread, the Presidents office activated the COUN (national emergency response system), and the IHRC health team provided technical assistance to the Ministry and the COUN, as they established a list of most pressing needs to respond to the cholera epidemic. It has been able to determine departments needs in terms of installation of clinical services (new Cholera Treatment Centers and Units), outreach, and sanitation, logistics (transport and storage), supplies, human resources and treatment of medical waste. Coordination The Government, with its partners, notably the IHRC Health Team, has taken an active part in coordinating the proper allocation of partners resources given departmental needs. Members of the health cluster and interclusters, along with the private sector and country partners, were brought to the COUN, where the barriers they faced towards a rapid response were addressed.

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Advocacy All partners were actively encouraged to align their interventions with the MSPP three-level national strategy and accompany public entities in their response. Since the epidemic is expected to last months, close coordination and leadership by the Government will be essential with partners in academia, the private sector and others on alternative approaches to dealing with the epidemic and minimizing its impact if and when it becomes endemic to the country. Project Approval With the epidemiologic projections, the Cholera epidemic will become a major health issue for months to years and represents a true tragedy. Given the many partners involved in the response, the IHRC may decide to encourage submission of projects related to the cholera epidemic in so far as they reinforce the capacity of the Government both centrally and across departments in its ability to manage this or similar outbreaks now and in the future. An emphasis would therefore be on programs that address the essential elements needed to manage outbreaks over time and in reducing the mortality associated with such epidemics, like improvements in water and sanitation infrastructure or support for public sector response.

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JOB CREATION Targets and rationale Job creation is a top priority for Haitis recovery. While employment statistics are difficult to measure, Haiti has the highest unemployment rate in the region and likely the whole developing world. At least 70% of the population does not have stable jobs and the percentage of the population below 18 only increases the urgency of creating means for stable income earning. Job creation is necessarily a cross-sectoral effort and is often a result of indirect stimuli many new jobs will come through a strong recovery and increased investment. Targets are therefore directional and more heavily dependant on the progress of the overall recovery effort. Nevertheless, in the spirit holding itself and the international community accountable, the IHRC puts forward the following aspirations: If the pledged funds for 2011 arrive in time to kickoff projects that maximize job creation, the Commission estimates that hundreds of thousands of additional Haitians can have full-time employment by the end of its mandate. These should include: Jobs outside Port au Prince, primarily in agriculture, watershed management and road construction Jobs from housing and debris related development activities In addition, by October 2011, the Commission targets 2 public and 3 private industrial parks to have commenced construction.

Programs required and interdependencies with other sectors There are several ways in which the IHRC can stimulate job growth: Ensure that the activity of the recovery (e.g., debris removal or house repair) maximizes the temporary local jobs created and provides the skill building necessary for helping workers find more sustainable jobs Target specific projects to increase the number of permanent jobs available in sectors such as agriculture and manufacturing; the means can be diverse ranging from creating a credit facility to building industrial parks, for example Carry out effectively the work of the Commission to speed up Haitis recovery, kickoff needed infrastructure projects, build government capacity and direct international investment to make the country an attractive environment for foreign direct investment as a way to create an environment suitable for rapid job creation.

The IHRC is doing all three of these things. The IHRC is mainstreaming job creation through its project review process, mandating that projects maximize local job creation. It has also approved several projects, such as a $174 M industrial park, that will create tens of thousands of new sustainable jobs. Furthermore, the Commission
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has always made it known that Haiti is open for investment, and is working to convert the remarkable response from the international community into sustainable investment in Haitis private sector. Donors can help achieve its job creation target in three ways. First, they can be mindful of the Commissions criteria as they relate to job creation. In particular, with regard to using local labor and services, sourcing locally, and designing programs to build the capability of workers. Below is the specific criteria used by the commission to evaluate projects that are applicable to job creation.

Criterion 8: Sustainable Change Project sustainability

Does the project promote sustainable change?

Does the project have an adequate plan in place to ensure that GOH or other entities or project beneficiaries will have sufficient resources and/or capabilities to sustain the project's impact? - Does the project provide for sufficient capability building and training so that local Haitians can gain long-term benefit from the project and/or take a greater role in its continuing operation? - Does the project provide for sufficient support for ongoing operations of the infrastructure or facilities created by the project? - Does the project have a clear plan for transferring responsibilities for operating costs to the Government or other entities? Or, does the project have a plan for establishing cost-recovery measures to ensure the project is continuously viable? - Similarly, does the project have a method for gaining buyin to the long-term success of the project from the local community? - Where relevant, do the projects build back better to reduce risk from disasters, including earthquakes, fires, hurricanes and other natural shocks? Where relevant, does the project intend to maximize its use local resources given its scope and objectives? Does the project appear to have taken prudent steps to create local jobs? - Does the project use the level of local labor that might be expected given the project objectives, the skills required to complete the project and the skill of local labor? - Does the project take steps to increase the amount of local labor that it uses over time through training programs and

General considerations

Criterion 9: Local sourcing Local jobs General considerations

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other capability building measures? Local sourcing General considerations Does the project appear to have taken prudent steps to source material locally? - Does the project use the local materials that it might be expected to use given the objectives of the project, the materials required and the availability/practicality of obtaining the materials in Haiti? -Does the project take steps to increase its local sourcing over time? -Does the project adequately consider whether its procurement policies and the services it provides negatively impact the local economy by replacing what the local economy could have supported/provided on its own?

Examples of projects taking the above considerations seriously abound. The World Bank submitted a housing project that will utilize and train local workers to help with the repair and construction of Housing. A project by the Solar Electric Light Fund, an NGO, will employ 195 Haitians to install solar powered energy and will train 3 Haitians to maintain the equipment permanently. Second, donors can help achieve job creation targets by designing and submitting projects to directly produce sustainable jobs the IHRC has specified that it would like 2 public and 3 private industrial parks to be under construction by October 11. The government of Haiti, USAID and the IDB worked together on the first phase of creating an industrial park, which will eventually employ 65,000 people directly. Other projects that produce sustainable jobs are, of course, welcome and will be considered by the Commission. For example, The IDB created a financing facility for small and medium enterprises, which will stimulate local job creation. Third, by engaging with the Commission, and spreading the message about what the international community is investing in Haiti, donors can help to attract private investment. Donors can also structure programs to incentivize private investment in the country.

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WATER AND SANITATION The Government of Haiti has recently developed a strategy for water through a closely coordinated effort of all major partners, under the leadership of the water department (DINEPA) of the MTPTC. A law on water was also passed last year and a new structure for the water department was enacted as well. These initiatives illustrate the will of Haiti to come to grip with a water problem that had become a top national and international priority. Substantial funds were approved by various donors (IDB and Spain notably) that allowed for the implementation of the water strategy to be implemented. Such implementation will take several years due to the scale of the problem, from protection of water sources, construction of main pipes, renovation of water systems in most urban areas, quality assurance, cost recovery, governance. The cholera outbreak has illustrated the need for such a strategy. It also increased the level of urgency associated with its implementation, resulting in a more immediate need of additional funds. Target outcomes
A. Bring the sustainable access rate to controlled potable water from 2% to 50%

Today hardly anyone in Haiti has access to drinkable water. By the end of 2011, 6.5 million people will have access to chlorination out of whom 5 million will have a guaranteed long term access to chlorination: 3 million in urban areas, 1.5 million in rural or semi-urban areas, 500,000 in remote areas and 30,000 families in sensitive areas. Chlorination will be controlled by DINEPA on a regular basis throughout the territory.
B. Bring the access rate to toilet / latrine meeting international standards from some

10% to at least 27% Over 250,000 persons in the metropolitan area and 2.5 million other persons will have access to a latrine by end of 2011, according to the norms circulated by DINEPA. Rationale Facing the magnitude of the recent cholera outbreak, the DINEPA developed a response strategy that spans a period ending at the end of 2011. This strategy was publicly announced on November 24th. The recent epidemic is a direct consequence of neglected sanitary conditions and access to potable water, which in fact have been deteriorating for the last 10 or 20 years. The DINEPA strategy, although presented in that context, aims more broadly to develop the necessary tools for a rapid improvement that would be controlled and measurable as well as to develop the foundations for a sustainable management of the infrastructure.

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The financing plan of this strategy is ambitious but fully integrates the funding already committed and that at work in implementation. It plans to redirect money to those priorities or simply to accelerate the implementation process where possible.

Required programs To achieve the above target outcomes, the following programs will need to be implemented:
A. Bring the sustainable access rate to controlled potable water from 2% to 50%

Access to local procurement of chlorinated products along Government norms. Renovation or upgrading of the urban water networks to the standard of the Drinkable Water Supply Program. Setting up of additional water points in remote zones in rural areas. Creation of drinkable water stations in areas at risk (lower-Artibonite) Certification of bottled water
B. Bring the access rate to toilet / latrine meeting international standards from 0% to

27.5% Sanitation program in the camps of the metropolitan zone. Campaign to build and install latrines in rural and semi-urban areas. Setting up of infrastructure and system for disposal of human wastes.
C. Programs contributing indirectly to outcomes A and B

Hygiene promotion campaign Reinforcement of national and regional coordinating and management capacity. Deployment of sanitary workers throughout the territory. Sensitization and distribution (soap, hygienic kits) programs in schools. Support to health centers, including cholera treatment centers and units. Funding requirement The total funding needed to achieve the target outcomes detailed above is $69.9M. A total of approximately $35M have already been directly committed to these outcomes by IDB, AECID and the World Bank. Other funds have also been committed by several other organizations including for instance NGOs and UN agencies, which bring the total commitment to approximately $51M. In order to meet the above prescribed target outcomes, the program is therefore still in need of approximately $19M.

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Interdependencies with other sectors The water & sanitation sector is heavily linked with the Health sector. The Ministry of Health and DINEPA have shared the strategy for cholera response and plan to sign a Memorandum of Understanding. To that effect, please refer to the short description of the cholera outbreak response to date in the Health section of this document.

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SUPPORTING AND REINFORCING THE CAPACITY OF HAITIAN INSTITUTIONS Almost one year after the earthquake accounts of the recovery have identified coordination as a major challenge in both the humanitarian and development efforts. A lack of coordination is often a result of a dearth of leadership, or of recognized leadership. The IHRC will help address this gap by making clear the central role of Government in the recovery and providing the means for the Government to be effective in its leadership role. In order for sustainable development to occur, the coordinating responsibility for the recovery needs to be placed with the government. All concerned ministries or Haitian entities must be involved at all stages from the concept, to the planning and implementation phases of all major operations, humanitarian or development. The best way to accomplish this in the short term is to place the government at the center of existing mechanisms, which include the humanitarian clusters and sector tables. Ultimately, the humanitarian clusters should fold into sector tables to create forums for the wider recovery effort. Prior to the earthquake, sector tables had been put in place with mixed results. But those that played a positive role had the constant support of the ministry at the highest level, suggesting that sector tables can succeed with strong government leadership. A number of positive steps have already been taken over the past few months: The Government has taken control of an increasing number of humanitarian clusters and is now chairing or participating in most of them. A few sector tables have resurfaced under the leadership of relevant ministries. But these positive developments are lost in a multitude of silo coordinating mechanisms that have only superficial links with each other and the governmental. These coordination structures must be adapted without delay to center around the sector tables, led by the ministries. Sector tables must be reinforced with a broader composition and more ambitious mandate than before the earthquake. At the same time, it will be necessary to limit the number of sector tables in recognition to the capacity of the main actors and avoid over-compartmentalizing development action. The sector tables must be recreated with the following principles: Principle Ministry management Support from dedicated secretariat Broad participation Description The sector tables must be managed by the ministries at the most senior levels possible. Ministry sector table leaders must have decision power. The secretariat must be made up of existing ministerial planning units or similar units, with the added support of additional expertise as required. The IHRC should bring its own expertise in direct support to the head of the secretariat. The composition of the sector tables must be broadened to include main donor and implementation partners. All partners
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Dedicated financial support

must be ready to be represented by others, to limit the number of participants and facilitate decision making. The private sector and Haitian civil society should be represented whenever possible too. The cost of the secretariats should be borne by the largest donor in a given sector or by pooling resources, as eamed most appropriate by the ministries and donors concerned

The same principles should apply, whether a ministry or an inter-ministerial set up is deemed necessary. This new sector table-based coordination architecture needs to follow the structure of the PARDN and work with the IHRC, given its coordinating mandate and strategic focus. Well functioning sector tables or equivalent will in fact reinforce the effectiveness of the IHRC. Such a coordinating mechanism will require support over the long term, hence participants to the tables must ensure that their commitment is aligned with these long-term requirements. The task of the reinforced sector tables will be made easier if the humanitarian clusters concerned rapidly merge into their respective tables. This will create the synergy necessary between humanitarian action and the broader development context and ensure that they are mutually reinforcing. Certain clusters not covered by the above sector tables will probably need to continue their activities, but might need to regroup to ensure an efficient interface with the tables. The secretariats will require different levels of financial support that will depend on the size and outside expertise required. Considering a secretariat of 5-6 persons, with office, equipment and other related support, including outsourcing certain activities to complete strategies and investment plans, an average of US$ 1.5 million yearly per secretariat is deemed necessary. The reconstruction of Haiti with substantially more resources and larger international presence requires no less than this. Beyond political support and inclusiveness, it also requires dedicated units in support of the coordinating role of the ministries. This is a must to meet up to the challenges of shifting from a humanitarian to a development mode, while accelerating the finalization of sector strategies and also accelerating their implementation. The following sector tables/coordinating entities with secretariats should be created or reinforced without delay: Sector Housing Debris removal Infrastructure Government chair MAST, as chair of the inter-ministerial commission on Housing MTPTC MTPTC

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Health and nutrition Education Agriculture and environment Food security Risk reduction and management Water, sanitation and hygiene Rule of law Institutional building and decentralization

MSPP MENFP MARNDR and MOE CNSA MICT DINEPA MSPJ MPCE and MEF

The IHRC must help the ministries build the needed capacity to lead The ministries must, with the support of the international community, put in place adequate mechanisms to fulfill their leadership role. In the immediate term, the IHRC can help ensure that the Government builds the capacity necessary to effectively take on its coordination responsibility. It can direct support to key ministries as they draft or update strategic and investment plans. The IHRC can also lead the international communitys strategy for capacity building more broadly. While there is a growing consensus that the central role of the Government is key for the success of the recovery of the country, such a consensus has yet to translate into a good understanding regarding what Haitian institutions require. Too often, the catch phrase fragile states hides a misunderstanding as to the real capacity of the Government. Lack of management capacity, lack of technical capacity, and lack of financial resources are lumped together, whereas they require different strategies to address. The IHRC can rekindle a dialogue with the international community on how to create a concerted and coherent approach to institution building. It is critical that the donor community resurrects this dialogue and build on and recommit to the work that had already been done before the earthquake.

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IN SUMMARY To achieve these important goals for Haitis recovery and development, approximately $990 m will be needed in construction or investment. The IHRC calls upon donors and investors who have already made pledges to fulfill them, and ask for everyone to consider new pledges to fill the significant funding gaps that remain. Over the coming weeks and months, IHRC teams will work with the implementing community to map ongoing projects against the target outcomes in this plan. Together with the ministries, the IHRC will soon also be calling for precise projects and programs to be accomplished by donor and implementer communities. These requests will clearly lay out information such as: A description of the tangible impact pursued A broad description of the work to be done A list of the concrete deliverables and outputs An estimate of total cost and guidelines for unit costs where applicable

For each of the priority areas in the plan the government will play a crucial role in making key policy decisions and putting in place the necessary institutional enablers to make change possible. The IHRC will work with the relevant governmental organizations to prioritize what everyone can do to deliver the most significant impact. There is much to be done, and expectations are high. Delivering on these expectations will require everyone to do their part and more. The IHRC looks forward to being a partner with the people of Haiti and those in the Haitian and International community for as long as its mandate continues.

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A CALL TO ACTION
Achieving the targets set above will require the contribution of several key stakeholders. Four categories of stakeholders will be particularly important to the execution of this plan; and there are specific needs from each. Figure 1: Roles and responsibilities of recovery stakeholders
Roles and responsibilities Donors/ Investors Accelerate the pace of disbursement of funds already committed/allocated to IHRC-approved projects, particularly projects in line with the strategic plan targets Commit unallocated funds in priority to projects that will contribute directly to targets of the strategic plan Adapt current projects toward strategic plan outcomes where possible Accelerate the implementation of projects already approved by the IHRC Operationalize and implement additional projects called for by the IHRC in the context of the strategic plan Adapt current projects toward strategic plan outcomes where possible Coordinate efforts Complete the detailing of projects towards strategic plan targets Work with proponents to refine project concepts for implementation Publicize the targets and request relevant projects Ensure outlined enablers are in place for the execution of strategic plan targets Answer relevant public policy questions in a timely manner

Implementers

IHRC

Government of Haiti

The contribution of board members representing Haitis most generous donors and representatives of the Haitian community towards the execution of this strategic plan will be instrumental to Haitis recovery and development. At the upcoming board meeting in December, IHRCs Co-Chairs and Executive Director hope to engage in a discussion with Board members on the implications of the strategic plan and how everyone present can work together to make a positive difference in the lives of the Haitian people.

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