Federation-Wide Strategic Framework For Haiti

Maggie HallaHan
Federation-wide Strategic Framework Haiti

April 2011
www.ifrc.org Saving lives, changing minds.
How we work
All International Federation of Red Cross and Red Crescent Societies efforts seek to adhere to the code of conduct for the International Red Cross and Red Crescent Movement and Non-Governmental Organizations in disaster relief and the Humanitarian Charter and Minimum Standards in Disaster Response (Sphere) in delivering assistance to the most vulnerable. The International Federation of Red Cross and Red Crescent Societys vision is to inspire, encourage, facilitate and promote at all times all forms of humanitarian activities by National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to the maintenance and promotion of human dignity and peace in the world.
The International Federation of Red Cross and Red Crescent Societys work is guided by Strategy 2020 which puts forward three strategic aims: 1. Save lives, protect livelihoods, and strengthen recovery from disaster and crises. 2. Enable healthy and safe living. 3. Promote social inclusion and a culture of non-violence and peace.
International Federation of Red Cross and Red Crescent Societies, Geneva, 2011 Any part of this publication may be cited, copied, translated into other languages or adapted to meet local needs without prior permission from the International Federation of Red Cross and Red Crescent Societies, provided that the source is clearly stated. Requests for commercial reproduction should be directed to the IFRC at secretariat@ifrc.org. All photos used in this study are copyright of the IFRC unless otherwise indicated. Cover photo: Ben Depp/IFRC.
P.O. Box 372 CH-1211 Geneva 19 Switzerland Telephone: +41 22 730 4222 Telefax: +41 22 733 0395 E-mail: secretariat@ifrc.org Web site: http://www.ifrc.org Federation-wide Strategic Framework Haiti 500000 E 05/2011
International Federation of Red Cross and Red Crescent Societies
Table of contents
acronyms introduction achievements in the First Year of the Operation Recovery Context Recovery Planning Our Vision and Strategic Direction for the next Four Years: 20112014 Programming Principles Programmatic Strategies Relief Health emergency and Recovery Water and Sanitation Shelter Disaster Risk Management Community and Social infrastructure livelihoods and Household economic Recovery national Society Development Humanitarian Diplomacy Financial Overview Monitoring and evaluation approach for the Strategic Framework accountability to Beneficiaries endnotes 3 5 6 7 9 11 12 15 16 19 22 27 29 31 33 37 39 41 43 45 47
Acronyms
A-to-B CBDRT CBHFA CFW CHF DINEPA DPP DR DRR DRM ECHO FAVILEK FEWS NET FW FWSF-H GBV HD HRCS IDP IEC IFRC IHRC INGO IOM KOFAVIV LLITN M&E MOU MSPP NB NIT NS NY OD PADF PAHO PaP PARDN PASSA PDNA PEPFAR PHAST PNS RAT RDH SME SMS SWG TB ToTs UN USD VCA WHO Accountability to beneficiaries Community-based disaster response team Community-based health and first aid Cash for work Swiss franc Direction Nationale de lEau Potable et de lAssainissement (National Directorate of Potable Water and Sanitation) Disaster Preparedness Programme Disaster response Disaster risk reduction Disaster risk management European Commission Humanitarian Office Fanm viktim leve kanpe (Women Victims Get Up Stand Up) Famine early warning system network Federation-wide Federation-wide Strategic Framework Haiti Gender-based violence Humanitarian Diplomacy Haitian National Red Cross Society Internally displaced person Information, Education and Communication International Federation Red Cross Red Crescent Interim Haiti Recovery Commission International Non-governmental organizations International Organization on Migration Komisyon fanim viktim pou viktim (Commission of Women Victim-to-Victim) Long-lasting insecticide-treated net Monitoring and evaluation Memorandum of understanding Ministry of Public Health Nota bene (Note well) National intervention team National Society New York Organizational development Pan American Development Foundation Pan American Health Organization Port-au-Prince Action Plan for National Recovery and Development Participatory approach for safe shelter awareness Post-disaster needs assessment (The US) Presidents Emergency Plan for AIDS Relief Participatory hygiene and sanitation transformation Participating National Society Recovery Assessment Team Haiti Development Agency Small and medium enterprises Short message service Specific working group Tuberculosis Training of trainers United Nations US dollar Vulnerability and capacity assessment World Health Organization
A volunteer from the Haitian Red Cross is distributing tarpaulins.
Benoist Matscha Carpentier/iFRC
Introduction
Purpose of Federation-wide Strategic Framework for Haiti (FWSF-H): The purpose is to maximize the impact of the International Federation of Red Cross and Red Crescent Societies (Federation) in Haiti through the establishment of common strategies that further align resources and efforts. Strategy 2020 affirms our resolve to do more, to do it better and to reach further through a harmonized Federation-wide approach to planning, performance management and accountability. The membership is formalizing that determination in Haiti through the establishment of a Federation-wide strategic framework, an eventual Federation-wide evaluation framework and the continued alignment of the Federation-wide reporting system. If successful, the Haiti operation will represent the first time the Federation has united around a harmonized strategic plan, evaluation framework and reporting system. This Federation-wide Strategic Framework for Haiti acknowledges and builds on the considerable planning efforts undertaken to date by the Haitian National Red Cross Society (HRCS), the Federation Secretariat and the membership. This includes but is not limited to: Haitian National Red Cross Society Strategy 2010 2015 The Montreal Declaration of 10 February 2010 A Plan of Action produced for the seminal New York meeting (April 2010) The Haiti Operation Plan and Budget (October 2010) PNS strategies and plans of action. This framework also recognizes work done and agreements made resulting in the three pillars approach.1 The three pillars approach is a way to organize responsibilities as well as conceptualize thinking around the considerable work to be done in Haiti. In its simplest terms, pillar one comprises the earthquake operation and is led by the Federation Secretariat; pillar two, preparedness for hurricanes and rainy season, and pillar three, HRCS Organizational Development, are led by the Haitian Red Cross. The FWSF-H does not replace the three pillars system as the management of the pillars will remain as planned; rather it further harmonizes the work of the membership under a common vision and strategic direction that was not possible to develop in the first year of the enormous emergency operation.
The three pillars approach

Earthquake operation Pillar 1 integrated recovery support to affected households and communities in shelter, social infrastructure, recovery health, water and sanitation and livelihoods. Disaster preparedness Pillar 2 institutional preparedness through contingency planning and support in key areas of operational capacity (i.e. logistics, iT telecom, etc.); community-based disaster risk reduction prioritizing at-risk earthquake-affected populations. National Society Development Pillar 3 Strengthened organizational capacity to deliver integrated services with a focus on disaster response, health and organizational development.
The FWSF-H should be considered in two parts: Part one outlined in this document is the overall vision and strategic direction, programming principles and recommendations for strategic implementation of key sectors held in common by much of the membership. The framework is a high-level strategic document that strongly suggests a way forward for the membership. It is not an operational plan and therefore does not dictate how the membership should approach implementation. Implementation of the framework along with ongoing monitoring and analysis should become a significant focus of the technical working groups, the Red Cross Movement Platform as well as the High-level Group for the next several years. Part two is a mapping, down to sub-commune, of where the membership is working in the common strategic programme areas. This mapping will be analyzed in the coming weeks to assess the level of integration under way, identify gaps and be used to facilitate discussion to further align efforts according to the framework described in part one. This analysis and ongoing management of data will be the responsibility of the Movement Cooperation team in Haiti supported by the Movements various coordination bodies.
Achievements in the First Year of the Operation

The Federation collectively saved lives and met extensive needs in the aftermath and months following the magnitude-seven earthquake that struck 12 January 2010. Details of these accomplishments can be found in Haiti earthquake 2010: One-year progress report2 released in January 2011. The Federation collectively raised 1,148.1 million Swiss francs and spent 273.1 million Swiss francs as of 30 September 2010. Highlights of the many significant achievements as of 15 November 2010 include: provided 195,160 households with food assistance vaccinated and provided funding to vaccinate 928,000 children treated over 216,900 patients provided over 317,000 persons with daily access to clean drinking water, providing a total of 678 million litres of water provided over 172,000 households with emergency shelter materials constructed 2524 transitional/upgradeable shelters provided financial support to over 48,000 families reached 494,000 persons with hurricane preparedness messages via sms trained over 2000 HRCS volunteers.
Recovery context
Considerable progress was made in 2010 by the Haitian people, with the support of the international community, in recovering from the 12 January 2010 earthquake. The achievements as well as challenges have been well articulated in a number of reports emanating from the Government of Haiti, the United Nations (UN), the Development Banks and the IFRC, among others. The pace of recovery is expected to increase in 2011 although significant challenges and threats remain. Political instability remains partly due to the setbacks caused by the contested 2010 electoral process. Official election results are expected by midApril, although the five-year term of the Haitian President officially began on 7 February 2011. The transition toward a new government is expected to begin shortly after the announcement of the election results, although the speed of the transition and the level of acceptance by the Haitian people remain to be seen; both are likely to have an impact on ongoing recovery operations. The cholera epidemic began in October 2010 and quickly spread nationwide. As of 13 January 2011, the Haiti Ministry of Health reported cumulative mortality figures of 3889 and 194,095 cholera infections.3 The mortality rate is currently hovering around 2.0 per cent and appears to be declining. While cholera peaked in most areas by December, the start of the rainy season in April/May (and lasting through July) is likely to have an impact on this rate. As of early January 2011, the UN reports 810,000 internally displaced persons (IDPs) in Haiti, more than a 30.0 per cent reduction from figures reported in July 2010 (1.5 million) and a decrease from those reported in December 2010 (1.1 million). While some of the decline is likely due to progress in sheltering solutions (particularly in Leogane), it cannot account for the majority. Other reasons could include rainy season, hurricane Thomas and fear of cholera; some, unofficially, have suggested that the original camp numbers were overestimated to begin with. While a downward trend in the IDP population is noted, this is likely to plateau in the next two years once the main sheltering solutions are completed. Unofficial and unpublished numbers from the UN and the IHRC suggest that 400,000 will remain in camps in January 2012 a 50.0 per cent reduction to be made over the next year. As the majority of sheltering solutions are implemented over the next two years, tens of thousands are likely to remain in camps and some larger camps are likely to become permanent settlements, shanty towns or even slums. The membership needs to reflect on the significant risks as well as opportunities should camps become communities. The camp population of 810,000 is facing risks in the upcoming rainy season and remains vulnerable to hurricanes which can begin as early as July and last through November. Criminal activity and gender-based violence (GBV) are significant concerns; the UN sub-cluster on gender-based violence is looking to systematize data collection in this area in order to better understand the scope and scale of the issue. Amnesty International released a report in early January 2011 4 chronicling more than 50 cases between March and June 2010. While hundreds of cases have been reported, most believe that this represents only a fraction of the actual incidents. Additional security has been placed in camps as one of several measures to attempt to mitigate the violence but more attention is needed. The Federation has worked to shore up shelters in camps
to make them more secure (but most tents remain easily accessible). Locks on latrines and placement of latrines in lit areas have also been promoted in a number of camps; some Participating National Societies (PNSs) provide GBV information and referral as part of their regular community mobilization work. The Federation Beneficiary Communication programme has raised awareness of the issue on the weekly radio show and has used the short message service (SMS) system as well as the *733 Red Cross information line to promote information on how and where to seek help. Addressing the issue of violence against women must remain a top priority across all programmes and for the Movement as a whole. In addition to monitoring and following recommendations of the UN and others, Movement efforts should support and build on local Haitian organizations like Komisyon fanim viktim pou viktim (KOFAVIV) and Fanm viktim leve kanpe (FAVILEK) which have been working to combat GBV for many years.
Recovery Planning
The FWSF takes into account the national plans and priorities of the Government of Haiti. The main plan guiding the recovery of Haiti continues to be the Government of Haitis Action Plan for National Recovery and Development of Haiti: Immediate key initiatives for the future, March 2010 5 (also known as the PARDN). This framework sets four main priority areas: territorial, economic, social and institutional rebuilding. At its base is the UN post-disaster needs assessment (PDNA) and it sits within the Haitian Macroeconomic plan 2009 2015 as well as the Haiti Poverty Reduction Strategy 20082010. The recovery plan (PARDN) is guided and coordinated by the specially formed Interim Haiti Commission for the Reconstruction (IHRC). The commission has an 18-month mandate running from March 2010 until October 2011 after which time the responsibilities of guiding the reconstruction are to be turned over to the Haiti Development Agency (RDH). The IHRC released a Strategic Plan for the Remainder of the IHRCs Mandate in December 2010. This plan sets out eight programme areas complete with targets. Areas of common interest for the Federation include housing, debris removal and management, and water and sanitation; to a lesser extent, education, health and job creation overlap with Red Cross priority areas. Ambitious targets are set in each of these areas and are to be achieved by the end of the IHRC mandate (October 2011). However, this closure may be contingent upon the ability of a new government to form and stabilize; lacking this, the IHRC could continue into early 2012. The outcomes and targets set by IHRC should partly inform the evaluation plan of the Federation-wide strategic framework (see Monitoring and Evaluation section for further consideration). As part of the overall Haiti Reconstruction Plan, the Government of Haiti and the IHRC are developing a Neighbourhood Return and Housing Reconstruction Framework: A Recovery Plan for Haitian Families 6 which has informed the FWSF-H. This framework has four pillars: 1) Return to safe homes in safe neighbourhoods; 2) Relocation from unsafe neighbourhoods and sites to new neighbourhoods; 3) Support outside of the earthquake-affected region; and 4) Closure of temporary camps and return of property to owners. Each pillar sets out guidelines and principles to be followed to achieve the overall objective of neighbourhood return. This includes standard incentive packages and the use of a case-management approach. As the Federation implements the FWSF-H, it will be important for leadership to remain abreast of the neighbourhood return programme parameters, not only to ensure coherence in implementation across the membership but also to advocate for basic standards in service provision and ensure the most vulnerable are able to benefit from these programmes.
Jose Manuel Jimenez/iFRC
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Our Vision and Strategic Direction for the Next Four Years: 20112014
Vision: Main Strategic Direction: Safer and more resilient communities Camp to Community integration of key services vital for the sustainability of newly established and re-established communities
Implementation Approach:
The FWSF-H will cover the period 20112014. Over the next four years, the Federation will strive to promote dignity and build safer and more resilient communities through an integrated approach. In this integrated approach, the provision of sheltering solutions will be the prime focus while other critical interventions will be added to help ensure resettled families and their neighbours have access to key services and opportunities. Although the 800,000 persons remaining in camps in Haiti is an important visual reminder of the need, the camp to community strategic direction also acknowledges that many others, e.g. those in host families and those who have remained in their neighbourhoods to be near their damaged houses, etc., are also in need of shelter solutions. In this regard, camp refers not only to IDPs in camps but all those in temporary living situations. Our overall theory of change assumes that providing families with shelter solutions and increasing access to key inputs and services (i.e. livelihoods, sanitation, cross-sectoral risk reduction and, possibly, water, health and education) in part, through an integrated community mobilization approach, will lead to stronger, safer and more resilient quartiers, lakous and communities. The provision of vertical inputs (e.g. only shelter) risks the sustainability of all Red Cross inputs. Without livelihoods support and increased access to basic services, beneficiaries are unlikely to be able to leave camps; or, when they do leave camps, shelter solutions may go unoccupied if livelihoods opportunities, basic healthcare and sanitation cannot be found nearby. The Federation needs to integrate services as much as possible. Service provision must be based on the expressed priorities of the communities and be delivered with their participation and ownership. Service provision must plan for sustainability and exit and, in the process, ensure the reputation of HRCS is protected and promoted at all times. The importance of integration has long been recognized by HRCS and this theme figures prominently in the HRCS Strategy 20102015. Of course, Red Cross integration will not meet all needs. Advocacy at the field level should be undertaken to encourage external actors to fill in the gaps where found. This will require greater coordination with Government, UN, multilateral and even INGO actors. Such actions could be facilitated by a Humanitarian Diplomacy strategy which will be needed to support the implementation of this framework. The vision and strategic direction aligns with emerging UN and Government of Haiti (including the IHRC) strategies which include a strong focus on Lakou: a group living system largely found in rural areas of Haiti but also relevant in some urban areas both within and outside of Haiti. In the urban context it is referred to as quartier. Lakou or quartier refers to clusters of homes in which extended and multi-generational Haitian families reside and support one another. Lakou and quartier is a type of community found in rural and urban areas, including IDP camps.
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neighbourhood return. In fact, the International Organization on Migration (IOM), IHRC, UN Habitat and European Commission Humanitarian Office (ECHO) encouraged Red Cross, each in different ways, to look at the recovery opportunities through the prism of a neighbourhood and not the prism of a camp as our relief-focused organization may feel compelled to do. The overall strategy articulated in this framework, moving persons out of camp-like situations into something more sustainable through the provision of integrated services, was endorsed and encouraged by all external stakeholders consulted in January 2011.
Gethro Philbert, 26, lost his leg during the earthquake and is deaf and working with an all deaf team building transitional shelters for the Red Cross at La Piste Camp, Port Au Prince, Haiti.
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Ben Depp/iFRC
Programming Principles
The FWSF-H acknowledges and maintains programming principles discussed and adopted in other important declarations such as Montreal and New York. The New York Declaration summarized well the principles adopted in Montreal, noting: Our bond of solidarity with the Haitian Red Cross remains strong. It will continue to endure throughout the relief and recovery process and will be strengthened by a common set of principles for this massive undertaking. These include local programme ownership that both benefits the Haitian people and moves towards a sustainable Haitian Red Cross; effective, community-based programmes; and a unified, coordinated and transparent Red Cross and Red Crescent operation that is accountable to beneficiaries, donors and other communities in Haiti and abroad.7 The framework overall, and the programming strategies in particular, need to be implemented with the programming principles in mind. For a full listing of the principles adopted and their definitions, see Annex 1. In the following section, recommendations for Federation-wide programming are presented. This does not capture all of the good work currently undertaken by HRCS and its many Federation partners; rather, this section focuses on programming areas held in common across much of the membership. Summaries of the strategies are presented here; however, the reader should note there are occasional differences in the recommendations presented in the annexes compared with the summaries in the main text. This is due in part to additional work done researching and benchmarking the recommendations with the Secretariat and membership. Annexes represent the work of focal points including external consultants and have not been modified. Differences in recommendations or areas of emphasis will be noted in the main text. See the annexes for additional details on programmatic strategies including needs analysis, key assumptions and risk, exit and sustainability.
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Haiti Earthquake, Port au Prince. ERU clinic gives a traumatized and hungry boy that lives in one of the many camps in Port au Prince some food.
Jakob Dall/iFRC
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Programmatic Strategies
Recommendations for programming strategies are presented in the following section. The overall goal is to promote dignity and increase community resilience through the provision of shelter solutions along with increased access to key information and services in an integrated manner. The programme strategies and the overall framework recognize and acknowledge the many commitments made by Red Cross in 2010 following the earthquake. The strategy seeks to provide guidance in the way those commitments are honoured and, where flexibility exists, provides recommendations that reflect the recovery context and emerging opportunities that did not exist one year ago. The framework is not seeking a fundamental shift of Red Cross efforts; rather, it encourages greater integration within and outside of Port-au-Prince (PaP) where possible. Where flexibility exists, it encourages greater investment in Port-au-Prince to address significant unmet needs. Where possible, it strongly encourages a holistic approach that provides a minimum basket of services contextualized to the needs of each neighbourhood. This holistic approach will be more successful if the Federation can do two things: One, view beneficiaries through the prism of a neighbourhood rather than the prism of a camp. That is, envision a functioning neighbourhood, identify capacities and opportunities within the neighbourhood and envision those in camps as neighbourhood residents rather than IDPs. Using a camp prism may enable us to too easily see unending needs; a neighbourhood prism allows us to picture the end state growing neighbourhoods, re-emerging quartiers, lakous and eventually a functioning community. Two, and assuming we are successful with the previous point, use a holistic assessment tool that allows volunteers and community members to broadly identify risks, vulnerabilities, capacities and potential solutions. Whist Red Cross has many tools vulnerability and capacity assessment (VCA), participatory hygiene and sanitation transformation (PHAST), participatory approach for safe shelter awareness (PASSA), community-based health and first aid (CBHFA) assessments, etc. they tend to be used narrowly or sectorally. Also they tend to be used in rural settings and although experience in urban settings is growing, it is not yet widespread. It will be difficult to identify the neighbourhood and its residents (who may be in the process of returning). A sense of community is likely to be missing and it will take significant skills on the part of the community mobilizers to identify capacities and opportunities. In order to facilitate holistic assessments, a strong risk and capacity assessment delivered through well-capacitated volunteers will be necessary. The role of the Haitian Red Cross volunteer cannot be under-estimated. The HRCS is their volunteers and, by their own account, HRCS would not exist without them. The same is true for the Federation working in Haiti. Without HRCS volunteers, our programmes would lack context and relevance, and implementation would be virtually impossible. As the strategy moves forward, an integrated approach to volunteer management, including a volunteer-management policy and a strategy for volunteer development and maintenance will be needed. These will need to be supported by appropriate tools including a volunteer database and others that ensure equal and equitable treatment of volunteers across programmes and partners.
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Individual assessments for each sector and each partner are unlikely to be tolerated by communities or to produce very meaningful results. Hence, one strong, integrated community mobilization process is recommended. This process will also need to account for the strong interest in and need for livelihoods support. Stronger relationships with local and external actors will be needed at both the neighbourhood and national levels as Red Cross will not be able to meet all needs, even in targeted neighbourhoods where members are working more closely together. The Federation will need to use its visibility and clout strategically to encourage others to help address gaps as well as find solutions that may be beyond the mandate and expertise of the Red Cross. Within Port-au-Prince, implementation of this integrated framework (that is, all sectors) will initially prioritize smaller camps on private lands located near the former neighbourhoods of their residents (or otherwise camps determined to be in danger using various risk and opportunity criteria). This acknowledges the risks many of these residents face in terms of ongoing forced evictions. It also acknowledges that these camps will be prioritized by the IHRC Neighbourhood Returns programme and scheduled for closure first. The programmatic recommendations in the following pages are concise summaries of the programmatic strategies. It is suggested that members review the annexes for greater details on the needs, findings, recommendation interventions, risks and opportunities as well suggestions for exit, sustainability and accountability to beneficiaries. NB: Exit in this context acknowledges that Federation members will eventually end their operational support in Haiti and exit communities. While HRCS will continue to provide services at national and local levels, it is unrealistic to expect the same level of mobilization and service delivery as during the height of the recovery operation. In this context, programmes were requested to draft exit strategies acknowledging that, in some cases, these would be transition strategies for Haitian Red Cross. Readers should not over-interpret the use of the word exit in this context.
Relief
Summary of Needs and Assessment Findings: A brief review was undertaken in late January to better understand the situation in camps, the future plans of camp residents and the impact of relief inputs on the household economy of the camp population. Those both within and outside the camp settings are using a variety of coping mechanisms to meet their needs. The need for livelihoods and a means to generate income remains a top priority today, as it was before the earthquake (famine early warning system network (FEWS NET) baseline) and a month after at the time of the Recovery Assessment Team (RAT) report in March 2010. This request for the means to earn takes precedence over immediate needs for food or money: this does not suggest dependency but a desire to take control of recovery. Household expenditure on hygiene was seen as important and the distribution of the hygiene kits appreciated. Many people used the contents, while some sold all or part of their kits. People are buying drinking water despite the provision of water. Water does not come up as a major expenditure within the household income and this is perhaps because water is inexpensive and it is accepted that drinking water is bought (as it was pre-earthquake). Sanitation facilities were rarely if ever mentioned in the interviews with
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IDP Projections
1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 400,000 200,000 357,143 810,000 1,500,000
Two young girls shelter under a tarpaulin, their only shelter from the strong sun and heavy rain. The early need for emergency shelter was addressed with the distribution of tarpaulins and tents to more than 437,000 families by humanitarian agencies during the first six months, including 125,650 families reached by the Red Cross Red Crescent.
175,000 41,667
2011 IDP Population
2012 In household numbers
2013
2014
The numbers in the chart use IOM registration numbers from 2010 and 2011; the 2012 estimate of 400,000 comes from UN and IHRC unpublished data. Average household size in camps per IOM estimates is 4.2. The remaining projections are estimates only and assume steady recovery progress but not significant private and multilateral investments in the next four years.
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Jakob Dall/iFRC
affected populations (even if it is a preoccupation with humanitarian agencies). Tarpaulins will be needed for a decreasing camp population for the next few rainy seasons. Their provision is also a much-appreciated input. When people are asked, Se kisa ou tap f? (What will you do?), the answers are consistent: wait for a shelter, generate income and keep faith in God that things will get better. Expectations of help from the government are very low to non-existent and the expectations from the international community very high. There appears to be anxiety within the camp populations on the lack of information. As livelihoods services and sheltering solutions ramp up in 2011, the camp population is expected to decline. However, the decline will slow over time and is expected to eventually plateau; that is, a significant portion of displaced persons will not find a shelter solution or be able to return to their former residences. These persons may remain in larger camps which, some expect, will become settlements over time. Strategic Objective: Temporarily support camp residents and vulnerable populations to meet their basic needs and reduce risk through provision of key inputs to service providers in camps and surrounding communities. Targeted services will eventually be taken over by the private market. The Federation will downscale services as community services ramp up and camp populations decline. KEy INTErvENTIONS Community Mobilization: Small teams of community mobilizers potentially using a case-management approach provide an entry point for service provision both within the camp and in areas adjacent to the camp (as more services are moved from the camp to surrounding neighbourhoods); these could include risk reduction, water, sanitation, hygiene and psychosocial support. Emergency Shelter: Distribution of tarpaulins twice per year to a diminishing number of camp residents; distribution should be complemented by community mobilization teams to help residents shore up poorly designed shelters; at a minimum, this will be needed for the 2011 and 2012 hurricane seasons. Hygiene Items: Distributions of locally purchased soap, toothpaste and feminine hygiene products on a quarterly basis to declining numbers of camp residents; this can be done after the depletion of the current stock of hygiene kits. Emergency Water and Sanitation: Gradual scale-down, handover and relocation of water and sanitation services from camp to neighbouring communities, while maintaining capacity for cholera response. Scale-down is naturally occurring now as the camp population declines but could be accelerated after the conclusion of the rainy season. This is discussed in greater detail in the water and sanitation programme area. MAIN rECOMMENdATIONS The above recommendations form the basis for an ongoing but scaleddown and targeted relief programme over the next two years based on the relief assessment (NB: the detailed relief assessment conducted by the external consultants recommends relief inputs on a declining scale for the next three years). Following are other important recommendations from the relief assessment.
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In addition to the above interventions, the Federation relief programme* should: develop multi-sectoral community mobilizers to better understand how best to facilitate services from camps to communities while ensuring the more-vulnerable and potentially less-mobile populations are supported; this will require stronger working relationships with other organizations supporting camp management support ongoing assessments within both camps and communities to better understand capacities and needs; this will also help determine whether relief inputs can be better targeted over time. Ongoing assessments need to better understand the needs of the population, coping strategies and options to mitigate or reverse negative coping strategies maintain some response capacity, as the large numbers remaining in camps are vulnerable to the rainy season, cholera, other disease outbreaks and hurricanes. The Federation needs to continue (and possibly accelerate) work with HRCS to build up their response capacity; the ongoing processes of assessment, mobilization, distribution and service provision in camps provide an excellent opportunity to do this. A concrete plan to take advantage of this opportunity which can contribute to sustainable capacity needs to be put in place immediately; this will allow the Federation (including members) to scale down external relief capacity in a responsible manner.
* The relief assessment also recommended that IFRC maintain the current 80,000-household target; this is their estimated number of households remaining in camps at the end of 2011 suggesting that IFRC could take over meeting all relief needs of accessible camps.
Health
Needs Summary: The health needs in Haiti are immense and largely chronic. The poor health situation was further exacerbated by the earthquake which caused over 220,000 deaths and more than 300,000 injuries and, one year later, more than 800,000 people are displaced. The living conditions of the displaced continue to pose serious risks of outbreaks of communicable, water-borne and vector-borne diseases. The cholera epidemic, which began in October 2010 and quickly spread nationwide, remains a concern. More than 3,900 have died and over 194,000 suffered the effects of cholera. The cholera mortality rate is hovering at just below 2.0 per cent but is expected to increase during the rainy season.
Haitian Red Cross volunteer, Jean Zacharie, delivers first aid to one-month old Deborah Fatima whose mother died in the earthquake. Since January 2010, more than 216,000 patients have been treated by Red Cross Red Crescent healthcare facilities.
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Talia Frenkel/american Red Cross
The main health concerns for Red Cross (listed in alphabetical order) include: diarrhoeal diseases were estimated to account for 16.0 per cent of deaths of children under the age of five pre-earthquake; given ongoing displacement and in spite of concerted efforts to increase access to water and sanitation in earthquake-affected areas, the prevalence rate may have worsened. HIv and AIdS World Health Organization (WHO) estimates there were 120,000 persons living with HIV pre-earthquake, of which 53.0 per cent are female. Haiti has an adult prevalence rate of 2.2 per cent and accounts for 47.0 per cent of the entire caseload for the Caribbean. Human rabies Haiti has had the highest rate of human rabies in Latin America and the Caribbean for many decades. Although the number of cases dramatically declined in the mid-2000s (down to five deaths in 2007), the rate is believed to be on the rise again with 17 suspected cases in early 2010. Injuries and Accidents The number of road accidents per head of population in Haiti is double the world average; as a disaster-prone country with limited health infrastructure, first responders are usually the family, friends and neighbours of those impacted; increasing basic first aid skills, risk reduction and accident prevention at the community level is an important first step. Malaria and dengue In 2008, Haiti reported 36,744 malaria cases; the disease is prevalent year-round and can be found nationwide but transmission rates in Port-au-Prince remain low. Haiti has high transmission rates for all four dengue viruses; the disease is most prevalent between April and November.
A baby girl with burns waits for a skin graft at the German-Finnish Red Cross emergency field hospital in Carrefour, Haiti. For many of Haitis affected, the earthquake response represents the first time that they have had access to formal and free healthcare.
Maternal, Newborn and Child Health Haiti has one of the higher maternal mortality rates in the world (630 deaths per 100,000 live births); under-five mortality is 12.5 per cent.
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Psychosocial Needs are felt to still linger among the earthquake-affected population (and among others due to chronic violence and political instability). The Pan American Health Organization (PAHO)/WHO, IOM and others are interested in building nationwide capacity to address the ongoing mental health and psychological support needs of the population. Tuberculosis (TB) Haiti continues to have the highest per capita TB burden in Latin America and the Caribbean. Notwithstanding HIV and AIDS, TB is the leading cause of mortality in youth and adults (6,814 deaths in 2007). Of new cases in 2008, 23.0 per cent occurred in persons who were HIV positive; crowded camp situations will likely exacerbate these rates. voluntary Non-remunerated Blood donation remains a key priority for Haitian Red Cross. Blood donations have steadily increased in the past ten years (9000 units in 2004 to over 22,000 in 2009) but still fall short of the annual demand of over 30,000 units; the earthquake and subsequent damage to infrastructure has significantly hampered HRCS capacity to meet this demand. Strategic Objective: To significantly strengthen the capacity of target communities to prevent and manage common health problems in emergency and non-emergency situations. KEy INTErvENTIONS The health strategy will seek to reach the above objective through interventions that change behaviour, raise awareness and increase knowledge of HRCS and community members in the following areas: Community health including maternal, newborn and child health in rural communities, camps and surrounding communities, focusing on areas where earthquake-recovery integrated approaches are being implemented Emergency health in cholera-impacted areas, camps and surrounding communities, other areas as needed Psychosocial support programming currently in the West with plans to go nationwide HIv and AIdS targeting at risk-populations including those in high-density areas such as camps and surrounding communities. Key implementation strategies: integration of services promotion of continuum of care that spans household to community to healthcare system link to the health pyramid, to ground and sustain community-based interventions and improve, as possible, the quality of primary healthcare partnerships, especially in the areas of capacity-building of community resilience through health activities. Implementation methods include: integration of services health promotion participatory community approaches whereby communities identify key health concerns and actions to address them information, awareness and communication activities behaviour-change communication activities
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IEC and other activities to increase utilization of key products and services (e.g. correct usage of long-lasting insecticide-treated nets (LLITNs)).
MAIN rECOMMENdATIONS In camps and surrounding community areas, use community-based health and first aid (CBHFA) as a main approach, finding ways to integrate key methods with PHAST, PASSA and VCA. Strategically prioritize key interventions and implementation methods geographically based on needs, interests and capacities of communities, HRCS, IFRC and the membership; as a first step, map the plans and priorities of these groups followed by a discussion of membership capacities and localized needs. This will help ensure a strategic focus and prevent the HRCS and volunteers from being spread too thinly. Ensure interventions are coordinated and in line with Ministry of Public Health (MSPP) strategies and guidelines. Local implementation should focus on achievable outcomes (e.g. behaviour change) using tools and approaches that are fully contextualized to the Haitian situation. An outcome focus should drive the exit strategy at community level while also planning for ways to sustain changed behaviours, practices and increased knowledge.
Emergency and Recovery Water and Sanitation

Needs Summary: The 12 January 2010 earthquake resulted in the displacement of more than one million persons to makeshift camps; this further exacerbated the level of Haitian access to water and sanitation services, which was already among the lowest in Latin America and the Caribbean. Prior to the earthquake, access to potable water was estimated to be less than 50.0 per cent and to improved sanitation between 10.0 and 16.0 per cent. During the first year of Movement operations in Haiti, several Movement partners performed water and sanitation activities in areas outside of Portau-Prince (PaP). These areas are principally located in or around Leogane, Petit and Grand Goave, and Jacmel. The Netherlands Red Cross has been working to support the Canadian Red Cross shelter projects in Leogane and Jacmel with water and sanitation components. The Spanish, German and Swiss Red Cross Societies have also been actively identifying and assessing water and sanitation options for their shelter programmes outside of PaP. In rural communities outside of Leogane, the Federation has been working with the Japanese Red Cross to assess water and sanitation needs and plan community-based water and sanitation projects to be implemented over the next two years. Significant efforts on the part of the Haitian Government, through the Direction Nationale de lEau Potable et de lAssainissement (DINEPA) and the international community, including the Movement, have resulted in a massive trucking operation which delivers water and sanitation services to hundreds of IDP camps around PaP. The prominent services being employed
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by the international community are trucking of drinking water and desludging of temporary latrines using vacuum trucks. Through Federation support, emergency sanitation services are provided to approximately 265,000 persons while more than 315,000 persons are able to access between five and ten litres of water per day. The Federation has also supported the construction and maintenance of latrines in more than 66 camps. It is important to note that 82.0 per cent of camps receiving emergency water and sanitation services are located in Delmas. Of the camp population registered in Delmas, 64.0 per cent benefit from Red Cross emergency water and sanitation services.
Needs and situational analysis highlights include: Drinking water is not a priority of camp residents and there is evidence that they purchase their drinking water (as they did before the earthquake); trucked water appears to be primarily used for hygiene and other domestic purposes. Sanitation facilities were rarely, if ever, mentioned in interviews and do not appear to be a factor that encourages people to stay in camps; sanitation solutions (mostly raised, tank latrines) are not being maintained properly despite hygiene-promotion efforts. The cholera plan of action calls for continued delivery of emergency water and sanitation in IDP camps and surrounding neighbourhoods until November 2011; while drinking water is increasingly available via water kiosks and neighbourhood water points, it is unclear what impact trucked water for hygiene purposes would have on cholera rates in camps if downscaled or stopped.
Widline Sanon receives clean drinking water from the French Red Cross in camp Dahaitsu, a camp of internally displaced persons (IDP) in Port-au-Prince.
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Opportunities exist to expand or amend the DINEPA Memorandum of Understanding (MOU) to include other Movement partners; however, the time-frame for the DINEPA takeover of key water and sanitation services is optimistic. All Movement partners agree that shelter solutions need to include a water and sanitation component and a minimum package of water and sanitation solutions for shelter programmes needs to be defined; to date, the Movement is not using a standardized checklist to assess water and sanitation feasibility when identifying shelter solutions. The Haitian Red Cross has prioritized community-based health and first aid (CBHFA) and has historical capacity in implementing PHAST. Prior to the earthquake, HRCS was the only Haitian organization capable of supporting DINEPA and NGOs requests for PHAST training of trainers (ToTs). HRCS is interested in integrating water and sanitation software methodologies (e.g. PHAST, hygiene promotion, solid waste management, etc.). To date, integration of Movement water and sanitation software components has been limited. Strategic Objectives: Facilitate a responsible scale-down of non-sustainable emergency water and sanitation services and support the revitalization of neighbourhoods through improved access to water and sanitation services for populations returning home within PaP and other earthquake-affected areas where Federation shelter solutions are prioritized. This can be accomplished by leveraging: 1) community mobilization; 2) sense of ownership; and 3) access to public and private water and sanitation markets. Within PaP, the Delmas Neighbourhood Redevelopment Programme should be a top priority given the high portion of needs (27.0 per cent of PaP IDP population is in Delmas), the Federation capacity in the area (82.0 per cent of emergency water and sanitation is in Delmas) and the proximity of Federation resources. MAIN rECOMMENdATIONS Establish Accountability to Beneficiaries (A-to-B) programme beginning in the first half of 2011 which effectively and transparently communicates current and future programmes and services. The entire membership should do this for all programme areas. A comprehensive, two-way communication system with beneficiaries is needed to support beneficiary decision-making and encourage a sense of ownership. Establish a cross-sector community mobilization programme to identify owner-driver water and sanitation solutions. Beginning in quarter 2 of 2011, detailed socio-economic assessments of IDP populations should be performed to understand where water and sanitation services fit into their household economies both now and when they return to their communities (via the shelter and livelihoods programmes, etc.). This assessment should form the basis of the development of an owner-driven methodology and toolkit for entering communities and working with them to identify water and sanitation solutions (e.g. PHAST). The solutions will vary greatly across communities and between rural and urban areas.
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Establish a legal framework to facilitate the memberships ability to collaborate with dINEPA. It is important to establish a formal partnership with DINEPA to provide assistance and support the improvement of water and sanitation services in all areas where the Federation has been working in IDP camps (and communities adjacent to camps) and where future shelter programmes will be implemented. An MOU needs to be established between the Federation and DINEPA which clearly outlines the memberships commitment to improve water and sanitation services as IDP populations move from camps to communities. The MOU should be broad in scope and provide a legal framework for Federation members to establish partnerships with DINEPA. The Federation will help build DINEPA capacity in close cooperation with other key stakeholders which will enable the Government to resume control over key services. The Movement Coordination Water and Sanitation position should be filled quickly to support the strategic interests outlined in this framework. Scale-down and stop water trucking and sanitation desludging in IdP camps. This scale-down should be performed in parallel with the A-to-B programme and community mobilization efforts while improvements, where possible, of water and sanitation services in communities adjacent to IDP camps are being implemented. In addition, a systematic approach to assessing IDP camps needs to be established by Movement partners in order to understand: 1) the availability of water and sanitation services in communities adjacent to IDP camps; and 2) the socio-economic conditions of the IDP camp population which will factor into their ability to access services. develop a cholera contingency plan for IdP camps. While the scaledown is implemented, a contingency plan must be in place that enables the Movement to provide emergency water and sanitation services as needed. This should include the provision of sufficient storage, distribution and sanitation should outbreaks occur. A surveillance system is needed to trigger the contingency plan. Establish shelter solution review process. Planning for shelter solutions needs to incorporate a water and sanitation feasibility assessment to help ensure requirements for the latter are simultaneously considered. In some locations to date, sanitation has lagged behind shelter, delaying occupancy or otherwise impacting the quality of the shelter. In other cases, the location or type of shelter solution has limited the water and sanitation options. To the extent possible, these solutions should be discussed and designed simultaneously.
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2011 Timelines for Key Recommendations Establish A to B Communication Program execute a to B activities Establish and Build Community Mobilization Capacity execute Community Mobilization activities Negotiate and Execute DINEPA Master MOU Movement Project agreements with DinePa Scale Out of IDP Camps Service availability assessments Scale Out of Small Camps < 10,000 with Service availability Scale Out of Small Camps < 10,000 without Service availability+ improvements Scale Out of large Camps > 10,000 with Service availability Scale Out of large Camps > 10,000 with Service availability + improvements Watsan support for Shelter Recovery Programs establish Sectoral Feedback Process implement Watsan Solutions H1 H2 H1
2012 H2 H1
2013 H2 H1
2014 H2
Life returns to some semblance of normalcy for beneficiaries of transitional shelters at Annexe de la Mairie. The Red Cross is building 350 shelters at this site which was offered by the municipal authorities to house the most vulnerable among the displaced residents of the region.
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Ben Depp/iFRC
Shelter
Summary of Needs: IDP numbers are on a downward trend as shelter solutions are scaled up and as displaced persons find their own solutions. While the UN has noted a more than 30.0 per cent reduction in persons staying in IDP camps, the needs, particularly in PaP, are immense. The UN and IHRC are unofficially predicting 400,000 will remain in camps one year from now (an ambitious 50.0 per cent reduction, but evidence supporting this analysis is not available). Of the displaced population, 93.0 per cent are located in the PaP metropolitan area. Internally Displaced Persons as of January 2011 Port-au-Prince Metropolitan area no. of individuals no. of Households % of individuals Total no. of individuals affected Total no. of households affected average Household Size 746,788 180,324 93% Other affected areas 63,362 16,198 7% 810,510 196,522 4.1
At the April 2010 summit held in New York (NY), the Federation committed to support the sheltering needs of 30,000 households. The commitments and achievements to date are summarized in the table to the left. Reconstruction outside of PaP has proceeded more quickly than it has within the city for myriad reasons. Projected completion of Federation sheltering both within and outside the city, remain overly ambitious. The majority of Red Cross Red Crescent National Societies support (62.0 per cent) to sheltering is in Leogane, Petit Goave and Jacmel rural areas that were closest to the epicentre; 38 per cent of our current efforts focus on PaP which experienced widespread damage and destruction. The level of the sheltering effort across the affected areas is unbalanced. Sheltering Commitments and Progress PaP Commitments Percentage of commitments by area Completed as of 29 Jan 2011 11,266 38% 725 Other: leogane, Petit goave, Jacmel 18,734 62% 3040 Total 30,000 100% 3765
The UN Shelter Cluster is anticipating an oversupply of shelters in Leogane (10,490) and Petit Goave (2861) and an under-supply in PaP (17,233).8 Many actors are supporting sheltering efforts and the Cluster is not singling out any one entity regarding the over-supply. Individual Federation member assessments in rural areas indicate that sheltering needs still exceed supply. Regardless, it is clear that there is a collective lack of sheltering support in PaP commensurate with the need. To date, there is no clarity on the financial plans for housing repairs and reconstruction through government grants.
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Strategic Objective: Increase impact of shelter through the provision of a range of relevant and integrated solutions at the neighbourhood level focusing in areas of demonstrated need.
Main Sheltering Solutions Transitional Housing neighbourhood approach Self-sheltering support Transitional settlements Permanent Housing neighbourhood approach Self-sheltering support greenfield development Social Infrastructure Health and education facilities Community centres Site-mitigation works (drainage, roads, retention walls, etc.)
KEy INTErvENTIONS To achieve the objective, the IFRC Shelter Technical Working Group is suggesting that the membership undertake a range of diverse solutions to better meet the needs and interests of displaced Haitians in a more timely and contextually relevant manner. These are listed in Sheltering Annexes but are summarized in the text box above. Regardless of the solution, a minimum package should be provided for tenants, occupants or owners to achieve a safe living environment for each. Attention will be given to groups or cells, corresponding to the Haitian quartier and lakou, which will progressively build up the urban fabric. Neighbourhood redevelopment will need peoples full support and involvement. Controlled demolition, shelter provision (transitional or permanent, repairs and new construction), access to water, sanitation and livelihoods opportunities will be necessary. The Federation should facilitate risk reduction and, where possible, support increased access to health and education services. Strategic and efficient Movement Coordination will be needed for this framework to be effective. Additional monitoring capacity will be needed. Effective engagement of Haitian national, municipal and communal stakeholders is also critical if this comprehensive, geographically focused, needs-based approach is to achieve its intended impact.
MAIN rECOMMENdATIONS Invest more efforts in meeting sheltering needs in Port-au-Prince: develop a neighbourhood redevelopment programme for Delmas (targeting at least 5,000 households) building on the good work of French and British Red Cross National Societies. This is an integrated approach facilitating livelihoods, sanitation and other key services in the neighbourhood to complement a wide range of shelter solutions: house repairs and retrofitting (yellow houses); demolition of unsafe (red) houses and replacing each with either a T-shelter or a permanent shelter; and incentives to return to safe (green) houses with support to renters (self-sheltering) support yellow house repairs, targeting 5000 at a minimum. 10,000 could be achievable with greater investment and support to external partners such as the Pan American Development Foundation (PADF). decrease the number of T-shelter solutions (by 10,000) in favour of greater investment in other more long-term approaches including
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the neighbourhood approach (including yellow house repairs, selfsheltering support or greenfields development). A revised target of 20,000 T-shelters is in line with both changing needs and the return to neighbourhoods programme promoted by IHRC. Increase the self-sheltering approach. While resource intensive, this approach is considered appropriate to the context and could be scaled up both within and outside of PaP giving beneficiaries a greater choice in terms of location and lifestyle. Conditional grants for rental solutions in 2011, combined with livelihoods support, could be extended up to 24 months. With adequate financial systems in place and efficient monitoring capacity self-sheltering solutions could be provided to 5000 households. Given their phase of implementation, several members have indicated it is not possible to reduce shelter commitments for other, more relevant shelter solutions. In these cases, members have pledged to work to make the shelters permanent and include an integrated service package wherever possible. Exiting camps In 2011, the Federation should continue the support to emergency shelter solutions on a reduced scale to supporting ongoing needs. Reinforcement or replacement of emergency shelter will be needed before the hurricane season. Over time, the IDP population will decrease, the number of camps will reduce and the camp population is likely to be consolidated in a few areas. Meanwhile, a dialogue among aid agencies, local authorities and camp committees must be established in order to find durable shelter solutions for IDPs and to address protection issues and violence prevention.
Disaster Risk Management

Needs Summary and Situational Analysis: Haiti is a highly disaster-prone country. In the last 30 years, Haiti has experienced 74 natural disasters, killing nearly a quarter of a million persons (the majority from the 2010 earthquake) and affecting nearly ten million.9 Earthquakes, population movements, epidemics, droughts, hurricanes, storms and floods all contribute to Haitis disaster profile. This profile, combined with extreme political and economic instability, results in highly vulnerable, at-risk communities. The Haitian Red Cross has played a role in disaster preparedness and response since its creation in 1932. The national framework to support disaster prevention and risk reduction has been building since the late 1990s (via the creation of the Directorate of Civil Protection) but implementation is limited by the lack of a legal mandate. The HRCS is a recognized player in this system and plays a coordinating as well as a support role in the National Emergency Operations Center. A national framework with legal backing would further enable the government to assign clear roles and responsibilities along with resources to prepare for and respond to disasters. Strategic Objective: Reduce community-level risks and disaster impacts through enhanced disaster risk-management capacity of HRCS at local, regional and national levels. The HRCS national role will be further enhanced through political advocacy for mainstreaming disaster risk reduction within
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national development, institutional policies and strategies, as well as through scaled-up participation in the national system at all levels. KEy INTErvENTIONS The Haitian Red Cross will manage a risk-management programme focused on three overlapping strategic areas: 1) Community-based disaster risk reduction (supporting at least 80 communities from both earthquake and other vulnerable areas). This will include key activities to: a. reinforce community-based early warning and preparedness action in priority basins b. facilitate vulnerable camps and targeted urban neighbourhoods to identify and map risks, increase awareness of early warning/alerts and evacuation options, and provide shelter and family safety, first aid, and health and hygiene promotion c. support communities to contribute to local development plans based on VCA results and to create community-based disaster response teams (CBDRT) to develop and practice contingency plans. The key methods to achieve this include: community mobilization; participatory approaches to enable communities to identify capacities, risks and solutions; training, information and awareness-raising activities; proposal and micro-project development; and project implementation, management, monitoring and evaluation. 2) Enhanced HRCS capacity for risk and disaster management at national, regional and local levels. This will include actions to: a. create a disaster risk-management strategy b. create and maintain a risk and disaster-management department and a national training centre c. embed international delegates in key positions of the new HRCS DPP structure for 12 months d.reinforce the volunteer network with enhanced capacities including search and rescue, pre-hospital services and national intervention team (NIT) training e. intensify participation in local, regional and national disaster risk-DRM platforms f. establish and operate a network of emergency warehouses and hurricane centres including pre-positioning of stock, ambulances and a reinforced telecommunications network. The key methods to achieve this include: supporting HRCS in filling key DRM positions; training and mentoring volunteers and staff; developing policies and standard operating procedures; outfitting HRCS with appropriate equipment, tools, resources and curricula, and IEC materials including a volunteer-management database; and pre-positioning stocks. 3) Coordination and advocacy for a comprehensive disaster risk reduction (DRR) and safer, resilient communities approach with national policies and an institutional framework. This may include intensified advocacy at various levels, strengthening HRCS participation in national decision-making processes including debates regarding disaster laws and a new national plan.
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MAIN rECOMMENdATIONS To help ensure the success of the DRM strategy, the membership should support the following recommendations: Programmatic: scale-up community-based disaster preparedness and risk reduction, supporting at least 80 communities in the earthquake-affected areas and nationwide provide capacity support for HRCS using an agreed-upon approach and plan undertake concerted efforts to learn from the integration of livelihoods approaches into VCA and risk-reduction processes in earthquake-affected communities with the aim to incorporate findings into nationwide strategies advocate for and support the development of appropriate national disaster laws including community resilience as a principle; the national framework is an instrument to support sustainable community resilience. Strategic: emphasize safer and resilient communities in both camps and vulnerable communities; however, we need to begin to prioritize communities in line with other programme areas and the overall FWSF-H balance work at national level with a community-based approach with emphasis on the latter but recognizing that the national level is also important incorporate climate change adaptation and environmental degradation concerns into the risk-reduction approach create and support new approaches for work in this urban, high-risk and high-need environment focus on awareness and behaviour change of the next generation including school approaches.
Community and Social Infrastructure

Needs Summary and Situational Analysis: The January earthquake left an indelible mark on an already-weakened infrastructure. Over 1300 educational establishments and more than 50 hospitals and health centres collapsed or were rendered unusable after the earthquake.10 Roads, the port, residential and public buildings also suffered significant damage. While some progress was made, year one largely focused on supporting displaced populations and stabilizing the situation.
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A Haitian Red Cross volunteer leads singing and dancing activities for health promotion at La Couronne camp. As of November 2010, Red Cross Red Crescent hospitals and clinics operate on 16 sites providing essential health services to the population of Haiti. Care given in the healthcare facilities has been complemented by community-based health services, reaching more than 288,000 people.
Community and social infrastructure form an integral part of the camp-tocommunity strategy, providing additional access to key services for newly built or rehabilitated neighbourhoods. Several members are actively supporting this programme area; a review of financial reports and concept papers indicates that the Spanish Red Cross is investing the most, followed by the German, American, French and Canadian Societies to name a few. The most recent Federation-wide financial report notes the membership plans to spend 27.5 million Swiss francs in this programme area. Concept papers submitted to date total 42.0 million Swiss francs, possibly indicating the increasing recognition of the importance of community and social infrastructure to the revitalization of neighbourhoods and the sustainability of other Red Cross inputs. Strategic Objective: Enhance the vitality of rehabilitated and newly built neighbourhoods through increased access to services. This will contribute to the sustainability of other Red Cross inputs such as shelter, risk reduction, and water and sanitation. Complementary support provided through the health and DRM strategies will help ensure appropriate utilization of rebuilt and newly built infrastructure (clinics, hospitals, schools, community centres and hurricane-preparedness centres). This objective will also enhance the link between HRCS and communities through the establishment or rehabilitation of two regional branches and 26 local committees.
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KEy INTErvENTIONS Construction or rehabilitation of: schools clinics hospitals community/hurricane preparedness centres HRCS infrastructure including regional branches and local committees.
MAIN rECOMMENdATIONS The following recommendations require further analysis of the membership plans and mapping but are provided for initial discussion: consider additional inputs to other necessary activities to support functioning neighbourhoods. This could include greater investment in road repair, site mitigation to support water, sanitation and shelter solutions (whose budgets may be stretched thin) and other activities to support risk reduction. increase investment in Port-au-Prince, particularly the Delmas Neighbourhood Revitalization programme where additional complementary inputs to support sheltering solutions will be needed. advocate for increased community and social infrastructure investments from external partners in high-need areas where Red Cross cannot fill the gaps.
Livelihoods and Household Economic Recovery

Summary of Needs: Haiti ranks 145 out of 169 countries on the Human Development ranking; more than 69.0 per cent live below the poverty line. The impact of the earthquake on Haitian household economies has been immense. Households have lost human, financial and physical assets; this includes the loss of working family members and business partners, savings and capital. Homes, businesses, kiosks, stalls, tools and equipment were destroyed. Recovering incomes through jobs and businesses is the main priority expressed by Haitians.
Children at Torbeck state school in Les Cayes, where the Red Cross has paid the school fees of displaced children to help ease the financial burden on host families and allow children to continue their education.
amanda george/BRC
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This request for means to earn takes precedence over immediate needs such as food and money (IFRC relief assessment). Various Red Cross assessments noted that Haitian income levels are between 10.0 per cent and 50.0 per cent of pre-earthquake levels. Beneficiaries have strongly expressed the need for income support. They do not want hand-outs. They wish to be supported so that they can restart their businesses and make their own decisions. Job creation figures prominently in the Governments plans as well as in the IHRC strategic plan. What is not yet clear, however, is how these jobs will be created and the level of resources to be invested. Livelihoods are the means of living; the concept is embedded in the term household economy the sum of the ways in which households access, strengthen and maintain their cash and in-kind incomes to cover their essential needs. ICRC definition. The importance of restarting livelihoods cannot be overemphasized. Without an income, beneficiaries will not be able to return to a repaired yellow house where they will need to pay rent. This is the main constraint identified by beneficiaries. The membership worldwide has increased its experience and, to some extent, expanded its capacity to support livelihoods during the past ten years. Given the complexity in creating sustainable livelihoods, the membership is strongly encouraged to work through external partners, both local and international, to implement relevant livelihoods programmes. Strategic Objective: To support targeted households and surrounding communities to meet basic needs and to recover productive assets, through the incomes provided by their own economic activities. As part of an integrated approach, support 25,000 40,000 households to recover income sources to meet their basic needs by their own means. KEy INTErvENTIONS Seven main livelihoods options are recommended: Option 1: Cash for Work (CFW) providing employment opportunities to households through rubble removal and construction projects. NB: Some experts note that CFW is more of a relief intervention and not recommended on a large scale or for an extended period of time; they feel it may be appropriate on a targeted scale in neighbourhoods where other rubble-removal options are not readily available. It is more of a short-term stimulus and not a sustainable input to the household economy. Option 2: Livelihoods regeneration grant a conditional cash grant to a household to start an economic activity or provide a service. The main constraint identified by the affected population to resume business activities is the lack of capital; however, it should be noted that this was a constraint for many even before the earthquake. A large portion of households in Port-au-Prince have strong skills in petty trade management and good knowledge of their market. Prior to the earthquake, these households relied on petty trade and casual labour. The lowest capital required to resume such an activity is approximately 100 US dollars and the average required to generate a profit is 250 US dollars. Targeted households should be supported to develop a small-business plan in order to receive a conditional cash grant. Option 3: Training and equipment training skilled workers in the provision of goods and services; providing them with the needed equipment. Targeted persons with basic skills could receive training and equipment and could improve the quality of service provision in their communities (construction, appliance repair, shoe repair, salon services, clothing repair, etc.). The numbers who could benefit is small and mobilization and management of these micro-projects is resource intensive; however, it is a complementary intervention and acknowledges and builds on skills already existing within the community. Assessments need to examine demand and relevance of services in addition to job history and skills of applicants.
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Option 4: Access to credit improving the offer of credit from formal institutions to enable the provision of credit to targeted small business and service providers. The Haitian economy is heavily reliant on credit to develop and maintain businesses and services; credit is the traditional way Haitians access cash and is maintained via a revolving fund system. Credit institutions would be given some cash infusions and those credit institutions would work with targeted communities; Red Cross would not be involved in the loan or repayment process; the relationship would be between the beneficiary and the credit institution. Option 5: Support to Small and Medium Enterprises (SMEs) provision of training and equipment to small and medium enterprises to create more employment opportunities. The reconstruction process will generate demand for key services; SMEs could be supported to help meet this demand and create jobs. Rubble recycling, constructionmaterial production and supply, vector control, community TV and radio, and construction of water reservoirs are some examples. Option 6: Support to rural livelihoods through conditional and unconditional cash grants to host families. This option aims to support families outside PaP who have depleted resources by accommodating friends and relatives; it also aims to contribute to sustainable livelihoods for those who have moved out of the overly congested capital city. A seventh option will need to be considered over time as smaller camps are closed and the IDP population dwindles. Within two years, we can expect that some large camps will become permanent settlements. Several of the interventions discussed will need to be offered to the settlement population to support the establishment of viable communities within these newly formed settlements. This population should not be overlooked and programmers should plan now for this eventual support.
MAIN rECOMMENdATIONS Livelihoods support as described in the options is a crucial input to support the regeneration of viable communities and to sustain the inputs of the Federation (shelter, risk reduction, water, sanitation, etc.). Livelihoods interventions must be planned and implemented in concert with other key interventions (shelter, water and sanitation, relief exit strategy, etc.). Livelihoods support is needed if the Federation is to exit from relief in a responsible and dignified way. Livelihoods interventions need to be contextualized to the capacities and interests of the communities. This will require a diversity of interventions. The Federation should not over-emphasize the use of CFW which is more of an emergency intervention, is not always dignifying and may not be accessible to large portions of the population. For the livelihoods strategy to be successful, the Federation will need to acquire necessary capacity; few members have good experience in this programme area and have experienced livelihoods focal points this may need to be expanded. The Federation should also work with external partners who have more experience in supporting sustainable livelihoods.
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Children in a camp in Port-au-Prince carefuly read the Red Cross prevention messages before the arrival of the hurricane Tomas.
Sophie Chavanel/iFRC
National Society Development

The Haitian Red Cross Society was founded in May 1932 and under its Statutes is mandated to provide a wide range of services to the Haitian population, for which regular contributions from the Ministry of Healths budget have been received. The mission and vision of the Society were adopted in August 2003 as part of its National Development Plan 20042008, a comprehensive plan that set out the Societys wish to re-focus its work and build its capacity to respond to the pressing needs of Haitis most vulnerable people. In recent years, the Societys principal activities many delivered through a network of regional and local committees (branches) have included running Haitis national blood transfusion service, providing pre-hospital ambulance services and implementing a number of different projects funded by international donors, including an HIV and AIDS youth peer education programme, community-based disaster preparedness projects and community health programmes, many at branch level. Over the years, the HRCS has received regular financial support from the Haitian Government, as well as from a range of international donors. The principal donors include the Global Fund and (The US) Presidents Emergency Plan for AIDS Relief (PEPFAR)11 which support the National Blood Transfusion Service, together with support from the Red Cross Red Crescent, including long-term support from the International Committee of the Red Cross, the International Federation of Red Cross and Red Crescent Societies (supporting through the Regional Representation for the French/Spanish-speaking Caribbean) and a number of National Societies which have provided bilateral support over the years (most recently the American, Canadian, French, German and Spanish Red Cross Societies). The HRCS has also received support from private donors. January 2010s earthquake has shaken the organization to its very foundations and the HRCS recognizes that on some levels, the Society is as damaged as are the buildings. At the same time, however, the HRCS recognizes the assets that it has in its members, volunteers and staff, many of whom have been directly affected by the earthquake and have lost family members, friends and neighbours. In December 2009, the Haitian National Red Cross Society General Assembly adopted a Plan of Action 20102012, presenting an ambitious list of objectives for the following two years, developed in alignment with the Inter-American Plan 20072011 and strategy 2020. This plan has been adjusted to reflect changes in the National Societys responsibilities and needs following the earthquake. There are three main pillars to the HRCS National Plan; these are disaster preparedness and response (DP/DR), community and emergency health and blood services, and Organizational Development (OD). As of September 2010, the membership has forecast that it will spend at least 38.4 million Swiss francs to support the HRCS strategic plan and various capacity-building efforts. Strategic Objective: Ensure that HRCS is a strong and reliable civil sector partner to the Government of Haiti while scaling up and sustaining key services to beneficiaries by strengthening the technical and human resource base within the HRCS.
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Key Capacity-Building Interventions: Management and technical capacity Branch and governance capacity-building Volunteer management Project-management capacity Communication Resource mobilization. MAIN rECOMMENdATIONS Support the HRCS Strategy 20102015 Design and staff an appropriate HRCS structure that enables efficient implementation of the five-year strategy: Build a reliable middle-management structure of technical directors and sector managers and a strong decentralized branch director structure for last-mile service delivery at scale Maximize the use of embedded staff as a first step Further develop the HR management system and other functions Develop detailed work plans across the units complete with targets Establish a Trust Fund for HRCS Create a working group to develop and oversee a harmonized National Society Development Plan and resources dedicated for that purpose Continue to build the infrastructure of HRCS including the newly acquired Camp de Base. HRCS and IFRC will lead a feasibility study to maximize the development of the compound. Support to NS development has garnered new momentum in 2011 as several significant events have unfolded. These include: the arrival in March of the HRCS Technical Advisor, Ann-Sophie Porche; the embedding of delegates within HRCS in key programme as well as support functions; and the establishment of the HRCS National Society Development Working Group, and several smaller, issue-specific working groups (SWGs). The working group, chaired by HRCS and co-chaired by IFRC will be comprised of heads of delegation from any interested Red Cross partner working in Haiti. Meetings will be held on a monthly basis with an aim to tackle the recommendations detailed above. Issue-specific working groups, comprising a subset of the main working group, have already been established on the Trust Fund, resource mobilization and income-generating activities. The overall purpose of the National Society (NS) Development Working Group is to: establish a platform within the Red Cross Movement focusing on harmonizing support to National Society development support the specific working groups (SWGs) to put into practice the recommendations submitted by the Working Group and endorsed by the Chair and supported by the Co-Chair establish an integrated approach and prioritized timetable as well as milestones for a sustained NS Development Plan jointly with its Movement partners. While organizational development is ultimately owned by, and the responsibility of, the HRCS, the resources, technical expertise and dedication of the Movement in Haiti demonstrated through a harmonized approach will ensure the Haitian Red Cross successfully achieves its ambitions.
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Humanitarian Diplomacy
Humanitarian diplomacy is persuading decision-makers and opinion leaders to act, at all times, in the interests of vulnerable people and with full respect for fundamental principles.12 In May 2009, the International Federations Humanitarian Diplomacy (HD) policy was adopted. The policy is intended to enable more effective communication of positions and requests to decision-makers and opinion leaders; it should increase focus on needs and on programmes designed to meet those needs; it should strengthen the protection of the Fundamental Principles; and, it should provide clarity on the purpose of our work to those outside the Movement and provide direction on ways they can support it.13 The HD policy and guidance documents use four signposts as a way to help clarify terms and expected actions. These are: 1. the responsibility to persuade 2. persuading with the appropriate diplomatic tools and actions 3. focusing on areas of knowledge and expertise 4. engaging at appropriate times with partners outside the Movement. The needs in Haiti, both earthquake-related and chronic are considerable. Humanitarian diplomacy has been and will continue to be a critical tool to assist the Movement in supporting the recovery and development of Haiti. The Federation in Haiti has created a Humanitarian Diplomacy Working Group to ensure diplomacy is used adequately and effectively to resolve humanitarian issues in a comprehensive and coordinated way. The working group has established the following mandate and objectives for itself: Mandate (of the Human Diplomacy Working Group): To support the Federation and National Societies to exert their roles in Humanitarian Diplomacy at their respective levels in Haiti, in their home country and multilateral fora by advocating evidence-backed solutions to humanitarian issues. Objectives: address immediate operational challenges which negatively affect or impede the achievement of Movement objectives address the environmental and sustainability issues which are required to maximize the impact of the Movements objectives give a voice to the most vulnerable to ensure their needs and aspirations are considered in the recovery and development process of Haiti. Through humanitarian diplomacy efforts, the Federation has created a solid foundation. Achievements thus far include: obtained a voting seat on the Interim Haiti Recovery Commission gained access to the highest political offices in Haiti including the President, Prime Minister and other high-ranking officials to advocate for humanitarian space established working relationships with all relevant ministries begun building relationships with local mayors, authorities and community leaders
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established a solid and reliable presence within the Cluster system hired a Humanitarian Diplomacy delegate to support the Human Diplomacy Working Group and to ensure a continuous follow-up with critical stakeholders. The Working Group will develop their work plan for the year including how the priority issues and methods for addressing them will be established beginning in April 2011. There are numerous issues facing Haiti which meet the above objectives. While the Working Group will agree on a prioritized list, and recognizing that priorities may change in this fluid environment, the following are indicative issues the group may consider: the need for an appropriate legal framework to enable effective nationwide disaster preparedness and risk-reduction measures ways to reduce the extent, severity and impact of gender-based violence particularly in camps encouraging appropriate and significant bilateral investment in Haiti to meet the disaster-induced as well as chronic development needs including complementary investments to Movement inputs options for appropriate land allocation and other ways to enable the development of housing solutions and necessary social infrastructure on public and private lands encouraging coordination and investment by national and international partners to contribute to neighbourhood renewal within and outside of PaP commensurate with the needs working to increase the vulnerable populations access to critical services such as education and healthcare working to ensure the HRCS is adequately supported by the countrys legal framework at the national, municipal and local levels to enable it to carry out its mission. These are but a few of the many issues the Working Group will need to consider as they work to find ways to help create an enabling environment for all Movement partners in Haiti.
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Financial Overview
Financial information presented here is taken from the Federation-wide report, Haiti Earthquake 2010: One year progress report and reflects reporting through 30 September 2010.14 The Federation collectively has raised 1,118.5 million Swiss francs as of 30 September 2010. The current total projected income is 1,148.1 million Swiss francs; however, this could exceed 1,175.0 million Swiss francs in the next round of Federation-wide reporting due to increased response rates from the NS and interest earned projections. Federation-wide, 273.1 million Swiss francs had been spent on relief and recovery efforts as of 30 September 2010. Following are the projected expenditures based on reported income and expenditures through the reporting period. Forecast expenditures should be re-examined after the next Federation-wide reporting round as these may have overestimated expenditures in the last quarter of 2010. Secondly, these projections were made early on in the emergency response and are likely to change as the Secretariat and its members solidify recovery plans including interventions, targets and geographical locations. A subsequent review will be needed to better ensure resources are adequately allocated between urban and rural areas and across programme areas in support of integrated approaches.
Total allocations
in million Swiss francs (CHF)
Programme support and coordination 193.7 Health 116.3 Capacity building 39.9 Disaster preparedness 51.0 Shelter Livelihoods 112.9 285.7 Water and Sanitation 168.4
Community and social infrastructure 32.1 Relief Cash 35.7
Relief Food 26.0 Relief Non-food 57.7
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Table 1. Red Cross Red Crescent expenditure and projected expenditure by year and by category (2010 to 2012+)
in million Swiss francs (CHF) Programme area Actual expenditure Total (Expenditure + forecast)
Forecast
Through 30 September 2010 Water and sanitation Health Shelter Relief Food Relief Non-food Relief Cash Community and social infrastructure Livelihoods Disaster preparedness Capacity building Programme support and coordination * Total Unallocated balances Grand total
*
Oct-Dec 2010 38.0 12.1 56.2 0.3 5.0 0.0 2.7 7.3 7.3 3.4 18.5 150.8
2011 59.9 25.9 109.0 0.0 14.8 0.0 13.7 35.1 15.4 16.9 65.1 355.8
2012 and beyond 49.3 48.2 79.7 0.1 3.1 0.0 14.1 56.2 21.3 18.1 49.6 339.7
Total forecast 147.2 86.2 244.9 0.4 22.9 0.0 30.5 98.6 44.0 38.4 133.2 846.3 28.7 875.0
2010 to 2012 and beyond 168.4 116.3 285.7 26.0 57.7 35.7 32.1 112.9 51.0 39.9 193.7 CHF 1,119.4 m 28.7 CHF 1,148.1 m
21.2 30.1 40.8 25.6 34.8 35.7 1.6 14.3 7.0 1.5 60.5 273.1
The category of programme support and coordination includes the following expenses: operations support and assessment (staffing or transport) if not included in other categories; headquarters and field management and staff costs such as local or international staff expenses; planning, reporting staff and associated costs like workshops and trainings; monitoring and evaluation (surveys or assessments) and other quality and accountability activities; communications and advocacy staff, publications; human resources recruitment and support; logistics functions; coordination and direction; accounting, audit and other financial services; cross-cutting themes such as gender, environment, sustainability, beneficiary participation and risk reduction; fund-raising costs and donations processing; head-office costs (service fees and similar); other indirect support; and foreign exchange losses and gains.
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Monitoring and Evaluation Approach (M&E) for the Strategic Framework

IHRC Impact Targets 2010 2011 (abridged)15 Programme area Housing Debris Removal Education Target outcome # of people who rent or own houses and are able to relocate from camps (iHRC target 400,000) % of debris that is removed in an environmentally sound way (iHRC target 40%) # of children with financial assistance in private schools; # provided with an education kit (iHRC target 500,000 each) # of schools built and staffed in communes where no schools exist (iHRC target 60) # of hospitals reconstructed (iHRC target 40) # of clinics reconstructed (iHRC target 75) an ambulance network that connects communities to healthcare services #s provided with full-time employment Sustainable access rate to controlled potable water from 2% to 50% access rate to toilet/latrine meeting international standards from 10% to at least 27%
Health
Job Creation Water & Sanitation
To support the implementation and management of the strategic framework, a Federation-wide (FW) monitoring and evaluation system will be needed. The system will need to simultaneously be light, pragmatic and meaningful. It will need to build on the monitoring, evaluation and reporting systems already in place. It should form the basis for Movement Coordination that is, information should be used to help us identify whether we are meeting our collective intentions, whether work meets quality standards and whether there are areas where we can better support each other. Movement Coordination, at various levels, could be used for problem-solving, identification of best practices and programme improvement, rather than our usual information sharing. Once the strategic framework is refined and accepted, the M&E approach can be developed.
MAIN rECOMMENdATIONS refine the programmatic strategic objectives and identify one meaningful outcome indicator in each area (e.g. occupancy rates for shelter can be a powerful metric for both ongoing monitoring and evaluation purposes). These outcome indicators will help form the evaluation framework. review membership M&E and reporting systems and then refine the indicators used in the quarterly FW reporting framework. Identify between one and three output indicators per programme area (logically linked to outcomes) that examine both quantity and quality. Ideally these will already exist in many of the members M&E systems. These indicators will form the basis for the revised FW reporting system
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since much of the year one framework focused on emergency outputs. The output indicators should link (where possible and relevant) to the IHRC impact targets. These output indicators will contribute to the monitoring as well as to the reporting framework. Increase technical leadership and use of relevant tools. To monitor and manage this integrated approach, the Federation-Secretariat will need to increase and refocus its Movement Coordination capacity; Movement Coordination and Technical Working Group meetings will need to focus on strategic issues and problem-solving rather than mere information-sharing. Vacant Movement Coordination positions will need to be filled with appropriate technical leadership. Movement Coordination will also need to adopt some relevant tools to support the implementation of the framework. Maintaining a mapping system of partners activities and plans down to administrative level 3 is one step in this direction. Adding output and quality indicators to this mapping could serve as a powerful coordination and advocacy tool. develop a Federation-wide evaluation framework that objectively and comprehensively examines contributing and confounding factors to lakou and community resilience. The evaluation framework will also assess outcomes using the indicators identified in recommendation one (sector evaluations). However, this will not be enough and additional studies will be needed in order to know whether these outcomes actually do facilitate lakou, quartier or community resilience. A longitudinal study could be an effective way to assess this impact. The Federation-wide evaluation approach will need to be developed with and supported by the membership. Ideally, it will lessen but should not eliminate the need for individual agency impact studies; rather, an overall impact study could demonstrate the difference we have collectively made with the people of Haiti.
Children play at Corail Cesselesse. The Haitian people have demonstrated immense resilience in the face of the disproportionate trials thrust upon them recently and over the past years and decades. Successful reconstruction in Haiti will take many years and require integrated, sustainable programming. The Red Cross Red Crescent is committed to the Haitian people for the long term.
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Accountability to Beneficiaries
Within the programme areas discussed here and across the membership, more effort is needed in our accountability to beneficiaries (A-to-B) if the strategies described herein are to be successful. Building strong and resilient communities requires that they are at the centre of the process. This means that we must continuously listen to, talk with and involve communities in the decisions that affect them. Several options are discussed in the annexes to increase our accountability in the specific programme areas. Listed below is a summary of minimum standards and illustrative activities all programme areas can pursue to increase accountability. While there are many standards to adhere to regarding accountability to beneficiaries, four are at the heart of effective and accountable programming: one, transparency informing people of our plans and the way in which we work; two, participation enabling those affected to take part in the actions and decisions that affect them; three monitoring and evaluation involving beneficiaries in these important processes and including their own criteria to help judge the success of projects and using their feedback to inform decisions; and, four complaints and response mechanisms having clear processes where beneficiaries queries and complaints are properly reviewed, responded to and acted upon. 1. Transparency. The provision of accessible and timely information to beneficiaries and the opening of organizational procedures, structures and processes to their assessment. Numerous activities can increase an organizations transparency. Some include: use of bulletin boards, having dedicated points of contact, use of household MOUs clarifying roles and responsibilities in a targeted intervention, radio/TV programmes, use of leaflets and I.E.C. materials, use of referral centres and public meetings. 2. Participation. The process through which an organization enables beneficiaries to play an active role in the decision-making process and the activities that affect them. There are many ways to involve beneficiaries in the design and implementation of programmes. Some include: beneficiaries providing information into needs assessments and the design of relevant interventions; beneficiaries having clear roles in implementation, monitoring and evaluation often through community committee structures; and beneficiaries deciding on the type, frequency and even location of transparency activities. (Bulletin boards, community referral centres and complaints mechanisms are some examples.) 3. Monitoring and evaluation. The processes through which an organization, with involvement from beneficiaries, monitors and reviews its progress and results against goals and objectives, feeds learning back into the organization on an ongoing basis, and reports on the results of the process. With facilitation from programme managers, beneficiaries can conduct their own monitoring using basic tools on parameters deemed important to them. Beneficiary video evaluation, journals, art exhibitions and testimonials are just a few techniques that enable beneficiaries to assess and express the impact of programmes.
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4. Complaints and response mechanisms. Mechanisms through which an organization enables its beneficiaries to address complaints against decisions and actions and through which it ensures that these complaints are properly reviewed and acted upon. A few parameters must be in place for this mechanism to be successful: determining what constitutes a complaint and who can file one, determining how complaints will be received and acted upon, and the time line expected for a response. Complaints or comments boxes, SMS and telephone response lines, assigning a focal point in communities and public meetings are just a few ways to facilitate the identification and resolution of beneficiary complaints. Members and programme managers should review and adopt relevant activities to increase our overall accountability with beneficiaries. Some tools can be used nationally while others will be needed at the neighbourhood level. Given the integrated nature of this framework, it is expected that members will be able to use common tools and approaches rather than each sector and each member having to develop something unique. That is, a few tools and activities at a neighbourhood level may well meet the accountability expectations of beneficiaries and the collective membership working together in that neighbourhood. The Federation Beneficiary Communications Programme has been well used by the membership in Haiti and continues to provide innovative options to increase accountability to beneficiaries in addition to the many activities listed above. These options have included the SMS system, the weekly radio show, and the *733 recorded Red Cross information line among others. In 2011, the Beneficiary Communications Programme hopes to pilot an Interactive Voice Response hub throughout Haiti to further increase two-way communication with the beneficiaries we seek to support. The valuable services of Beneficiary Communications will continue to be available to the membership as they seek ways to increase beneficiary accountability in the implementation of the FWSF.
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Endnotes
1
See Guidance Note for Haiti Recovery Operations Planning: A summary of the Red Cross Red Crescents three pillars approach. Unpublished. April 2010. Haiti earthquake 2010: One-year progress report. International Federation of Red Cross and Red Crescent Societies, Geneva, 2010. IFRC. Haiti Cholera Outbreak. Situation Report no. 10. Date 27/01/2011. Port au Prince, Haiti. Amnesty International. Aftershocks: Women Speak Out Against Sexual Violence in Haitis Camps. International Secretariat. United Kingdom: January 2011. AMR 36/001/2011. http://www.haiticonference.org/Haiti_Action_Plan_ENG.pdf Document of same title. Draft 3 for Agency Review Not for Public Release or Quotation. Not dated. Red Cross and Red Crescent Haiti Response Summit Final Declaration New York City, April 2728, 2010 (New York Declaration), p.1. Haiti Shelter Cluster, September 2010. www.proventionweb.net Haiti Disaster Statistics 1980 2010. Haiti Earthquake PDNA: Assessment of Damage, Losses, General and Sectoral needs. Annex to the Action Plan for the Recovery and Development of Haiti UNDP, March 2010. (The US) Presidents Emergency Plan for AIDS Relief. Humanitarian Diplomacy Policy Explanatory Memorandum; p3. Fednet: Working Together/International Relations/Humanitarian Diplomacy in Action; https://fednet.ifrc.org/sw195554.asp https://fednet.ifrc.org/sw195554.asp Humanitarian Diplomacy introductory page. The financial information reflects unaudited data requested from National Societies and the IFRC Secretariat. Information is reported exactly as it was received from National Societies. For the referenced report, data were received from 26 National Societies out of 52 National Societies who were invited to submit financial data for the Federation-wide report. Strategic Plan for the Remainder of the IHRCs Mandate. December 2010.
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Redens Fritz Pierre, blue pin striped shirt, listens to a small friends request for 5 gourdes. Pierre is a camp committee member at the Mais Gate 8 camp, Port Au Prince.
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Ben Depp/iFRC
The Fundamental Principles of the International Red Cross and Red Crescent Movement
Humanity The International Red Cross and Red Crescent Movement, born of a desire to bring assistance without discrimination to the wounded on the battlefield, endeavours, in its international and national capacity, to prevent and alleviate human suffering wherever it may be found. Its purpose is to protect life and health and to ensure respect for the human being. It promotes mutual understanding, friendship, cooperation and lasting peace amongst all peoples. Impartiality It makes no discrimination as to nationality, race, religious beliefs, class or political opinions. It endeavours to relieve the suffering of individuals, being guided solely by their needs, and to give priority to the most urgent cases of distress. Neutrality In order to enjoy the confidence of all, the Movement may not take sides in hostilities or engage at any time in controversies of a political, racial, religious or ideological nature.
Independence The Movement is independent. The National Societies, while auxiliaries in the humanitarian services of their governments and subject to the laws of their respective countries, must always maintain their autonomy so that they may be able at all times to act in accordance with the principles of the Movement. Voluntary service It is a voluntary relief movement not prompted in any manner by desire for gain. Unity There can be only one Red Cross or Red Crescent Society in any one country. It must be open to all. It must carry on its humanitarian work throughout its territory. Universality The International Red Cross and Red Crescent Movement, in which all societies have equal status and share equal responsibilities and duties in helping each other, is worldwide.
For further information please contact: Croix-Rouge Haitenne Avenue Mas Gate En face de Avis Camp de Base Croix-Rouge Hatienne Port-au-Prince, Hati Tel.: +509 2519-0702 Fax: +509 2942-6471 Web site: www.croixrouge.ht Americas Zone Office International Federation of Red Cross and Red Crescent Societies Ave. Vicente Bonilla, #115 Clayton, Panama City, Panama Tel: +507-317-3050 Fax: +507-317-1304 Haiti Support Team mailbox: haiti.info@ifrc.org Web site: www.ifrc.org/haiti/

Federation-Wide Strategic Framework For Haiti

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Maggie HallaHan

Federation-wide Strategic Framework Haiti

www.ifrc.org Saving lives, changing minds.

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

A volunteer from the Haitian Red Cross is distributing tarpaulins.

Federation-wide Strategic Framework Haiti

Benoist Matscha Carpentier/iFRC

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

The three pillars approach

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

Achievements in the First Year of the Operation

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

Jose Manuel Jimenez/iFRC

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

2011 IDP Population

2012 In household numbers

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

Talia Frenkel/american Red Cross

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

Jose Manuel Jimenez/iFRC

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

Emergency and Recovery Water and Sanitation

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies

Federation-wide Strategic Framework Haiti

International Federation of Red Cross and Red Crescent Societies