March 12, 2012 Miyo Nan Katye pa?m Nan A Better Life in my Neighborhood TABLE OF CONTENTS I. II. III. IV. V. VI. VII. VIII. IX. X. XI. XII. Background……………………………………………………………………………………………… 1.1 Impact of Earthquake in Haiti……………………………………………………………………… 1.2 Opportunities for Urban Planning and Reconstruction in Haiti………………………… Existing Conditions—Carrefour Feuilles………………………………………………………………… 2.1 Project area…………………………………………………………………………………………. 2.2 Existing Infrastructure……………………………………………………………………………… 2.3 Demographics and Existing Services……………………………………………………… Beneficiary Selection……………………………………………………………………………………. Statement of Needs……………………………………………………………………………………… 4.1 Social Conditions…………………………………………………………………………………… 4.2 Economic Conditions………………………………………………………………………………. 4.3 Physical Conditions………………………………………………………………………………… Implementation Strategy………………………………………………………………….…………….... 5.1 Assessment Phase…………………………………………………………………………………... 5.2 Integrated Neighborhood Approach……………………………………………………………….. IDP Camps…………………………………………………………………………………………. Land Tenure……………………………………………………………………………………….... 5.3 Community Based Participatory Approach…………………………………………………………. 5.4 User Driven Housing Construction………………………………………………………………. Relocation Strategy………………………………………………………………………………….. 5.5 Urban Planning as Risk Reduction………………………………………………………………… Activities………………………………………………………………………………………………… 6.1 Objective: Social Empowerment…………………………………………………………………… Community Network………………………………………………………………………………. Health and DRR Behavior Change………………………………………………………………… Disaster and Health Emergency Preparedness……………………………………………………… Strengthened Referral Networks…………………………………………………………………… Health and Safety against Multi-hazards in Schools………………………………………………… Empowered CBOs to Address Gaps in Policies and Services..………… ………………………….. Information and Satisfaction of Beneficiaries……………………………………………………… 6.2 Objective: Economic Strengthening……………………………………………………………….. Income Generating Activities………………………………………………………………………. Vocational Training………………………………………………………………………………… Linkages to Buyers and Sellers………………………………………………………………………. Microfinance……………………………………………………………………………………….. 6.3 Physical Renewal…………………………………………………………………………………… Environmental Protection…………………………………………………………………………. Public Space………………………………………………………………………………………… Public Buildings……………………………………………………………………………………. Solid Waste Management…………………………………………………………………………… Red Houses…………………………………………………………………………………………. Yellow/Green Houses……………………………………………………………………………… Roads………………………………………………………………………………………………. Project Phasing and Critical Path Analysis………………………………………………………………. LAMIKA Preparatory Activities………………………………………………………………………… Example: The Critical Path to Red House Construction…………………………………………………. Management Structure………………………………………………………………………………….... Quality and Learning…………………………………………………………………………………….. Accountability to Beneficiaries………………………………………………………………………….... ARC Partner Roles and Responsibilities…………………………………………………………………. Security………………………………………………………………………………………………….... 2 2 2 4 4 4 7 8 12 12 13 13 15 15 15 16 16 16 18 18 19 20 20 21 22 24 24 25 25 26 27 28 28 30 31 33 34 35 36 37 37 38 38 39 39 40 42 44 52 53 56 All photographs courtesy of authors. 1     I. Background 1.1 Impact of the Earthquake in Haiti The earthquake that struck Haiti on January 12, 2010 is one of the worst urban disasters in recent history with much of the destruction centered in the capital city, Port-au-Prince. Approximately three million Haitians were affected, with more than 222,570 fatalities, over 300,500 injured and a staggering 2.3 million people, nearly one quarter of the national population displaced1. Contributing to the overwhelming devastation were human-controlled factors such as poverty, environmental degradation, weak government institutions, inadequate public infrastructure and health facilities, unenforced land use regulation and poor quality homes built in unsafe areas. As the country looks toward rebuilding, it is clear that the strategy must include social, economic and physical interventions which will create safer and more resilient Haiti. According to the World Bank’s Natural Disaster Hotspot Study, Haiti ranks the 5th highest in the world among countries with exposure to multiple hazards, and disasters are an all too common occurrence here. On average, over the past decades Haiti has been hit by one tropical storm every two to three years and by a major hurricane every six to seven years. These events take their toll on the population and the economy. Between 2001 and 2007, such disasters resulted in 18,441 deaths and 4,708 injuries and left 132,000 people homeless. In a six year period, 6.4 million people were affected and damage was estimated at US$4.6 billion—and this was all before the devastating earthquake of January, 2010. (ICG 2009) In January 2012, despite national and international efforts toward reconstruction, approximately 515,8192 people are still living in 707 IDP camps while many other displaced households have returned to unsafe housing and conditions in their neighborhoods. The city is still recovering from the cholera epidemic which claimed 7,0253 lives between October 2010 and January 2011 due largely to insufficient access to water and sanitation infrastructure and substandard living conditions for many displaced persons. As a result of the mass displacement and disruption in social and economic networks caused by the earthquake, many Haitians are still on the move seeking better housing and livelihood solutions. While many survivors left the city in the immediate aftermath of the disaster, migration patterns have returned to pre-earthquake conditions with some evidence that the pace of urban migration has increased as newcomers arrive in Port-au-Prince in search of opportunity. 1.2 Opportunities for Urban Planning and Reconstruction in Port-au-Prince In 2010, the World Bank publication “Natural Hazards, Unnatural Disasters” suggested that increased urban risk is a new ‘game-changer’ in emergency management. Long term trends in urban growth and environmental degradation around the world mean that urban disasters such as the one that struck Port-au-Prince will become increasingly common and emergency response alone cannot address the need. Instead, a long term vision for systemic change will be the most effective way to reduce risk and build resilience in urban communities4.                                                                                                                         1  UN  estimates.   2  IOM  Estimates  January  2012  http://www.iomhaiti.com/ft/page.php?id=63   3  UN  Office  for  the  Coordination  of  Humanitarian  Affairs  http://reliefweb.int/sites/reliefweb.int/files/reliefweb_pdf/node-­‐474682.pdf   4  Natural  Hazards,  Unnatural  Disasters  –  The  Economics  of  Effective  Prevention  http://www.gfdrr.org/gfdrr/node/281   2     Thoughtful urban planning which guides the (re)construction of dense urban areas like Port–auPrince is the most powerful tool available to mitigate hazard risk and prevent the sort of widespread mass destruction experienced by the 2010 earthquake. The American Red Cross recognizes the need for a long-term integrated urban development strategy which incorporates social, economic and physical approaches to rebuilding neighborhoods. Over the next three years, ARC will implement the Integrated Neighborhood Reconstruction and Recovery Program/LAMIKA with the goal to enhance community and household resiliency while providing safer, healthier and more secure living conditions. LAMIKA will contribute to a more hazard resistant Port-au-Prince and a better future for Haiti. 5                                                                                                                         5  LAMIKA  in  Haitian  Kreyol  is  “Lavi  Miyo  Nan  Katye  pa’m  Nan“      Translated  into  English  is  “A  Better  Life  in  My  Neighborhood”   3     II. Existing Conditions—Carrefour Feuilles 2.1 Project Area Carrefour-Feuilles is a typical residential neighborhood located north of downtown Port-au-Prince nearby Morne Hospital. The area was first settled in the 1940s and experienced significant population growth in the 1970s-80s causing deforestation as the land was cleared to build homes. The topography of the area is characterized by steep slopes and ravines which are the only means for drainage (water run-off) during the rains. The urban fabric of Carrefour-Feuilles is extremely dense, comprised primarily of one-story single family homes and other self-built structures and public pathways. Construction standards and land use regulation are not enforced in the area resulting in poorly constructed houses built on unstable hillsides, in or near the ravines and in other dangerous areas. Basic urban services such like clean water, latrines, drainage and waste disposal are either limited or non-existent in the neighborhood contributing to the overall vulnerability to hazards like epidemics, flash flooding and landslides (See Map 1: Area Map of Port au Prince). As the program's primary implementation area, ARC has chosen the North-East of Carrefour Feuilles. Two different target areas can be identified for LAMIKA activities: one extended zone (Zone A) has been selected for the Social Empowerment and Economic Strengthening components. Within this perimeter, a smaller target area (Zone B) has been identified for implementation of Physical Renewal activities in addition to the Social and Economic components. Zone A (Social Empowerment + Economic Strengthening) encompasses eight neighborhoods: Abitasyon Severe & Autres, Bariajou, Campeche, Croix Despres, Key Alfred, Tapis Rouge, Miron, and the South East part of St Gerard & Sicot. Zone B (Physical Renewal) is limited to two neighborhoods: Bariajou and Campeche. It is important to understand that urban development projects boundaries cannot be defined by straight lines. Multiple factors such as topography, environmental risks, economic and social conditions will help further specify LAMIKA target areas. The Physical Renewal project area boundaries will be further defined through the assessment phase and will likely extend beyond administrative boundaries to include some portion of neighboring communities St. Gerard and Sicot to the west and Kay Alfred to the south. The LAMIKA program is projected to reach an estimated 45,000 direct and indirect beneficiaries through proposed activities (See Map 2: LAMIKA Project Areas). 2.2 Existing Infrastructure Three ravines cut across the proposed implementation area. Ravine Ti-Sous stretches from North to South in the eastern portion of the area, Ravine Georges (or Sacot) from North West to South East and a third ravine in the south which divides Campeche from the Kay Alfred neighborhood6 (See Map 3: Schematic map of Physical Renewal Project Area).                                                                                                                         6  Schemas  d’Amenagement  de  Baillergeau  et  de  Martissant  –  Notes  1  de  Cadrage,  ACT  Consultants  –  LGL  SA,  July  2011   4     Water for washing is supplied by natural drainage which flows down through polluted ravines. Very few houses have individual latrines and or places for washing. Likewise in the absence of a solid waste management system, ravines serve as dump sites for solid waste7. There are at least seven IDP camps in the LAMIKA project area. The largest is Tapis Rouge in the south east section Campeche at Croix Deperez where an estimated 1,619 families live.8 Other smaller IDP camps in the project implementation area include Terrain Croix Deprez, Dalmand, Bas Croix-Rouge, Ti Sous, Pengue and Gawout, Many of the IDPs in these camps were residents of Bariajou and Campeche before the earthquake. The living conditions in the camps are increasingly unsanitary as there are limited availability of services. The southern portion of the camp has been set up on the side of the Ravine George which presents acute risks of flooding during the rainy season. (See Map 4: IDP Camps in Carrefour Feuilles) The road network is composed of streets and corridors, many of them ending up in impasses. Construction of houses in public spaces made impossible the completion of the initial infrastructure plan of 1970 and the road network has been left unfinished. The network in Bariajou is composed of both main and secondary roads whereas in Campeche, the network is limited to secondary roads only. Water Kiosk in Campeche                                                                                                                          ibid   8  IOM  Estimation,  November  2011   7 5     Public Path in Bariajou View of the Tapis Rouge IDP Camp Ravine Used as Dump Site for Solid Waste in Bariajou 6     2.3 Demographics and Existing Services An estimated 45,000 individuals live in the project area with approximately 14,300 in the Physical Renewal implementation area. 9 In Bariajou and Campeche, eight primary schools, one middle school and one secondary are currently serving a school-aged population (under 18) estimated at 3,505 (35% of the total population)10. Bariajou has one private school with three levels (Kindergarten, primary and secondary school). The main school in the area is linked with the Protestant Church was entirely demolished by the earthquake and classes are currently held in a garage and under tents11. Bariajou has started with one vocational type community managed school but due to lack of funding, the program has been discontinued. The area is underserved by high school level and vocational schools. There is limited access to health services in the implementation area. In Bariajou, there is one private clinic run by two health professionals. A number of other health practitioners live in Bariajou but work elsewhere in the city. Campeche has two health centers run by four health professionals.12 Two NGOs also provide health services in the area. Through a partnership with the American Red Cross, the International Rescue Committee is providing water and sanitation services (construction of latrines, cholera prevention education campaign) for both localities. It is anticipated that there is a need for more hygiene education and services and a need to reinforce the health centers in Campeche. The general hospital is about 10 minutes travelling by car. There are also numerous private but expensive clinics within the neighboring areas that likely serve the more established residential areas for the relatively well-off middle class people. Assessment data will be able to more clearly define the needs and conditions mentioned here. Commercial activity in Bariajou and Campeche is mainly driven by small markets and street vendors selling food and common household goods. A few hotels, one materials depot, two handicraft shops, one beauty shop and one bakery also generate economic activity in the neighborhood13. The assessments planned under LAMIKA will give more detailed information on the current market situation. Approximately sixteen community organizations and NGO’s working in Bariajou and Campeche in the areas of construction, water and sanitation, education, health, microcredit, training, nutrition and sports. There is also a thriving arts community in the area but lack of space limits opportunities for artists to practice or teach their art14.                                                                                                                         9  Source  Census  2003,  with  estimated  population  growth    Source  Census  2003,  with  estimated  population  growth   11  Pre-­‐assessment  based  on  direct  observations  -­‐  ARC  community  facilitator,  November  2011   12  Etude  des  schemas  d’amenagement  de  Martissant  et  Baillergeau  27  Julliet  2011   13  Pre-­‐assessment  based  on  direct  observations  -­‐  ARC  community  facilitator,  November  2011   14  Etude  des  schemas  d’amenagement  de  Martissant  et  Baillergeau  27  Julliet  2011   10 7     Beauty Salon in Bariajou Hair Salon in Bariajou     DRR Training in Church in Bariajou III. Beneficiary Selection Because of the broad range of activities and the different areas of intervention under LAMIKA, the three components of the project, Social Empowerment, Economic Strengthening and 8     Physical Renewal, have different beneficiary selection criteria. The following summary describes the overall approach to beneficiary selection. Assessments will provide more detail on appropriate selection process and criteria. Social Empowerment Beneficiaries Due to range of approaches and activities proposed in Social Empowerment, beneficiary selection criteria is broad and are catalogued by outcome: Community Network and Empowered CBO's Existing CBO's and new CBO's will be the direct beneficiaries of these activities. Special attention will be placed on ensuring that the needs of vulnerable or underrepresented members of the community will be represented in the community engagement process. Health and DRR Behavior Change This activity will have the broadest beneficiary selection categories and is designed to increase household and neighborhood level resiliency. Beneficiary selection criteria will be defined based on the Community Action Plans which will be developed by CBO's in collaboration with trained ARC field staff. These plans will guide community based DRR programming and help set selection criteria for DRR and Health training and activities. Strengthened Referral Networks ARC will select partners for strategic interventions in targeted neighborhoods and in areas where ARC is implementing community based health interventions. Criteria will be set for the evaluation of these partners including whether the intervention links to and supports ARC’s direct implementation, whether the intervention supports a critical health need, whether the intervention contributes to health systems strengthening, etc. Health and Safety against multi-hazards in Schools ARC will support 40 schools in implementing DRR activities and retrofitting activities in 3-5 schools. These schools will be selected based on their geographic location and sizes to ensure that DRR activities reach most of the community including the most vulnerable households. Economic Strengthening Beneficiaries Micro-business This activity is anticipated to predominantly target women. Micro-business will include female headed households without adequate means of support, disabled populations, elderly households, those households on less than $2 per day, one income/no income/seasonal income households, renters or those recently relocated from camps. It is possible that some of those targeted under this intervention in the first year may graduate to being able to access microfinance loans for business expansion in subsequent years. Vocational training Vocational Training beneficiaries can be grouped in two categories – those currently involved in construction related activities but with limited skills (will be predominantly adult men and young adults) and those interested in learning new skills in the future (which can include construction 9     related activities). The latter list will include youth, women and men. It is likely that vocational institutions will have their own set criteria – ARC will work on standardizing these. Market linkages Preference will be given to entrepreneurs who have identified a market but have difficulties to access it due to financial or logistical constraints. Priority will be given to those who have identified a product/s to sell and are organized into groups. Microfinance and community based microfinance Microfinance loans will only be available to those with existing established businesses of more than 2 years that can show steady accrual of stock. Beneficiaries categories will be broad – including both men and women – loan provision will be subject to successful completion of basic business training and submission of a comprehensive viable business plan. Community microfinance beneficiaries will be based on self-selection. The project will internally emphasize those coming from known vulnerable categories such as chronically ill, women headed households etc. Beneficiary selection will be conducted through engagement with local authorities and committees that demonstrate representative participation by neighborhood members. Committees will be established to ensure beneficiary selection is conducted in an open and transparent manner with feedback mechanisms in place. In the first year the main emphasis will be on identifying eligible participants for inclusion into vocational training and microbusiness activities. Physical Renewal Beneficiaries Geographic Selection Physical Renewal activities will be implemented and phased by clusters in Bariajou and Campeche. Cluster selection will be based on geographic location to ensure that at least one of the two neigborhoods, Bariajou or Campeche, will be entirely covered by the Physical Renewal program. After completion of one neighborhood, the remaining budget will be allocated to a feasible number of clusters in the adjacent neighborhood. Other criteria such as topography, environmental risks, socio-economic status, linkages with the neighborhood will be taken into account for final selection. House Reconstruction / Repair For house reconstruction and repair, the selection process will be based on house status (green, yellow or red tagged houses) independently of household socio-economic situation. Information on house status and identity of owners and renters has been collected through the IOM enumeration process. Ideally, every household, owners as well as renters, that were as living in Bariajou and Campeche before the earthquake will be a direct beneficiary of LAMIKA red house reconstruction, yellow house repair or housing improvement activities. Public Space / Watsan in Public Building Each household living in the selected clusters will directly benefit from public space improvements such as drainage, public path and ravine clearing. The selection of intervention 10     sites will be conducted through engagement with local authorities and committees that demonstrate representative participation by community members and transparent feedback mechanisms. 11     IV. Statement of Needs 4.1 Social Conditions The destruction wrought by the January 2010 earthquake that struck Port-au-Prince is by now well known; less well known is the extremely difficult context in which Haitians are trying to rebuild their lives. Much of Port-au-Prince was characterized by dense, unplanned settlements and extreme poverty prior to the earthquake. Unstable conditions created by the quake have exacerbated preexisting hazard vulnerability in the city, particularly to epidemics (as was witnessed by the cholera outbreak last year), flooding, landslides and political instability. Long -standing problems of violence and organized crime remain a concern as is the limited capacity within the Haitian police to maintain law and order. Though elections in Haiti were held in April 2011, the political transition was ongoing for nearly one year which left the country without strong leadership or authority on public policy and reconstruction matters. Complications arising from a disorganized land tenure system and weak civil society are now more acute, as NGOs and the Haitian government begin reconstruction. 4.2 Economic Conditions Underlying most of Haiti’s need is poverty. Before the earthquake, approximately 72%15 of the population was classified as poor or very poor earning less than $2 per day. Since the disaster, nearly 80% of Haitians live in poverty.16 Persistently high unemployment and underemployment rates are even higher after the quake. In striking the nation’s capital where almost two thirds of Haiti’s economic activity is centered, the earthquake had an acute effect on the public and private sectors and on individual households that lost human, financial and physical assets. The disruption of social and economic networks caused by widespread displacement and loss of life affects Haitians at all levels of the economic spectrum. In poor households, most earned income is spent on food and water, with education being the next largest single expense. Food (in)security and low educational attainment were also made worse by the disaster as main coping strategies for poor households include buying foodstuffs and water on credit, reducing food intake and interrupting children’s schooling. These coping mechanisms are damaging and will affect future livelihoods. Focus group discussions conducted by ARC in Port-auPrince showed that income, water, food and education were the primary needs for most households. People also expressed a need for cash for work and income generating activities in camps and neighborhoods. Poverty also contributes to a constant nutritional deficit which stunts growth and learning capability, creates poor birth outcomes and increases the susceptibility to disease and epidemics such as the cholera outbreak which began in October 2010. The Red Cross has supported water trucking and chlorination of water systems in urban areas since the cholera outbreak. However, attention to private companies and alternative treatment systems is needed in these urban areas to address ongoing need and periodic resurgence like those experienced in June and November of 2011. According to the MSPP/PAHO Health Cluster Bulletin dated May 3, 2011: “It is of paramount                                                                                                                         15  2009  UN  Human  Development  Report  http://hdr.undp.org/en/reports/global/hdr2009/   16  2011  UN  Human  Development  Report  http://hdr.undp.org/en/reports/global/hdr2011/   12     importance to increase efforts to facilitate access to drinking water and sanitation throughout the country as well as strengthen hygiene and health promotion at community level through community health workers and brigadiers to keep the number of cases under control”. 17 4.3 Physical Conditions Poor health outcomes are directly linked to inadequate water and sanitation in Haiti. Before the earthquake, 47% of Haitians did not have access to safe drinking water.18 Those who do have access in Port- au- Prince get it from three primary sources; the existing distribution network operated by DINEPA and CAMEP, privately run water kiosks that are sourced via water trucks, and bottled water. Sanitation in Port-au-Prince is another challenge exacerbated by the disaster. There is no municipal sewage system in the city and excreta disposal coverage before the earthquake was only 57% in urban areas.19 The city has a drainage network to channel storm water from the hills to the sea, however only a few areas have a properly constructed system with the remainder being surface drainage or run-off through a network formed by polluted natural ravines. Waste collection is ineffective and it is estimated that only 52% of waste in the Port-au-Prince metropolitan area is collected by private sector services.20 The main weaknesses in the existing system include poor general management, insufficient funding, lack of pricing systems and the absence of controlled landfill sites. Lacking alternatives, people dump solid waste into the ravines resulting in unhealthy environmental conditions and major flooding during heavy rainfall. Inadequate housing is a long standing condition in Port-au-Prince and in Carrefour Feuille. Poor materials and construction methods result in precariously built structures and the steep topography and lack of accessible space mean that many houses are built in ravines or on unstable soil. Most people do not have clear tenure to the land on which their house stands leaving them with little incentive to invest in improving their house and limited opportunity to leverage their home as a financial asset. Uncertainty about land tenure will pose a challenge to reconstruction activities. The earthquake destroyed much of the housing in the city. In October 2010, the Haitian Ministry of Public Works, Transport and Communications (MTPTC) conducted a Building Habitability Assessment of 400,000 buildings in metropolitan PAP (88.5% estimated to be residential, including poorly built houses in low-income neighborhoods). Only 46% of these residences were considered stable, leaving a full 54% of the city’s housing stock unfit for habitation. In the aftermath of the disaster, the housing rental market increased by up to 200% pushing the cost of accommodation beyond the reach of many of the displaced, considering that approximately 64% of the IDPs in Haiti lived in rented accommodation (IOM-ACTED data). Lacking viable alternatives, many families remain precariously housed in camps or elsewhere. While there is a steady downward trend in camp numbers over the past two years, it unlikely that people are relocating to adequate permanent housing. As Haitians continue to piece together the physical and social networks destroyed by mass displacement, there is strong evidence to suggest that many have gone back to their neighborhoods                                                                                                                         17  MSPP/PAHO  Health  Cluster  Bulletin    May  3,  2011  p.2   18  ARC  Watsan  Strategic  Plan  Outline   19  ibid    ibid   20 13     and moved into damaged red and yellow houses or have built new homes wherever accessible space can be found. Haiti’s overall institutional capacity for disaster response and disaster risk reduction was severely impacted by the earthquake. The Haitian Red Cross (HRC) suffered the loss of many staff and volunteers along with its headquarters building and major blood service center. Given that the World Bank rates Haiti as the 5th highest risk country in the world, disaster management and recovery capacity along with community based disaster risk and recovery is of critical importance. Clearly, the needs found in Haiti are all closely integrated, with social, economic and physical infrastructure and housing all intersecting with one another. Therefore, the approach to addressing these needs should also be integrated if there are to be lasting solutions. Sustainable livelihoods and strong community networks are needed if people are to remain in revitalized areas. Water and sanitation infrastructure, education, health networks and disaster preparedness need to be integrated into the solution and they must be planned with, not on behalf of local residents. LAMIKA is an integrated approach to building resilient urban neighborhoods and holds the promise of lasting change. 14     V. LAMIKA Implementation Strategy 5.1 Assessment Phase A comprehensive analysis of existing conditions is the first step in creating an implementation plan. All of the proposed interventions in this proposal will be informed by results from assessments conducted in the first phase of the LAMIKA project. These include the Community Participatory Assessment, the Neighborhood RFP, the GIS Mapping Assessment, the Livelihoods/Labor Market Assessment, the Baseline Assessment, the Enumeration Study conducted by IOM and the Campeche Development Plan conducted by ACT. As part of an ongoing process, ARC staff will perform comprehensive analysis of all assessment results and will continually validate these findings with residents and other stakeholders to inform updates to the implementation strategy and to individual activities as needed. 5.2 Integrated Neighborhood Approach The Integrated Neighborhood Approach recognizes the need for sustainable solutions to support Haitians to rebuild and improve their communities. LAMIKA is an integrated community based planning strategy responding to the overlapping needs of local residents. Recognizing that every socio-economic intervention has a spatial component, and likewise, any physical intervention has a social and economic component, activities across sectors will complement one another for comprehensive and cost effective programming and to help ensure long term sustainability that can only be achieved with a holistic approach and robust local participation. The strategy not only integrates programming across sectors, but at different scales from the individual to the household up through the municipal and national level. Under LAMIKA, each new house built will be done with safe building practices, proper materials and in coordination with local authorities. Each public infrastructure intervention will be planned in close cooperation with residents to ensure that the design reflects actual need. Livelihood opportunities, training and capacity building ensures that residents have ownership over the process and will have an interest in staying in the community and contributing to the maintenance and protection public space and infrastructure in the long term. The Integrated Approach is consistent with the work of IFRC and other National Societies as well as the strategy developed by the Government of Haiti to guide reconstruction efforts in Port-auPrince. The government’s plan called Camps to Neighborhoods facilitates the return to neighborhoods of those displaced by the earthquake using three different approaches: restructuring of existing neighborhoods, densification of existing areas where the situation allows construction of multistory buildings, and new settlements in designated areas throughout metropolitan of Port-auPrince. This effort is led by the Government of Haiti with implementation and coordination assistance from four lead agencies: IOM, UNOPS, UNDP and ILO. This program seeks to create positive incentives for return by renewing neighborhoods and addressing infrastructure needs (roads, water, sanitation, education, healthcare as prioritized by the community) and for establishing spaces for community decision making. IDP Camps There are at least seven IDP camps located within the LAMIKA project implementation area including the largest, Tapis Rouge, where an approximately 1,619 families are living. ARC will 15     develop a clear strategy for how the Return Program in these camps will intersect with the LAMIKA project. For example, those families now living in camps that came from Bariajou and Campeche could be considered beneficiaries of the housing construction program and as such could be included in the Participatory Assessment phase of this project. Other camp residents could be considered as beneficiaries for other activities anticipated under the LAMIKA project. ARC will coordinate with the Return Program in collaboration with IFRC to determine beneficiary engagement at various stages throughout the process. Land Tenure Before implementing housing construction, ARC will develop a clear strategy on land tenure issues. According to initial assessment by ARC staff, there are approximately five land owners in the project area. IOM will be contracted to negotiate with land owners, residents and local authorities to come to an agreement which allows residents some rights to the land. In the Haitian context an agreement between land owners and residents might be in the form of land title transfer, but could also be a long term lease agreement or a donation of land. The state also has rights to expropriation but this is a less likely scenario for the LAMIKA project area. Under the scenario of a long term lease, ARC would have to make some determination of risk understanding the Haitian context. The Haitian government established a co-ownership law in December 2011 which should be explored as an option for building two-story, multi-unit housing, a strategy for densification and relocation efforts. 5.3 Community Based/Participatory Approach LAMIKA will be a community based, participatory approach to urban development. Urban Planning best practices around the world have proven that meaningful community involvement in the planning process and livelihoods support are the critical component for ensuring the success of permanent housing and infrastructure development. In a community based approach, residents, local authorities and other relevant stakeholders play a direct role in the planning and implementation of activities in the neighborhood. In this way, development in the neighborhood will be designed with, not on behalf of the residents of Carrefour Feuilles. In the Haitian context, where the capacity of local authorities is weak, it is even more efficient to have a strong relationship with local residents who will inevitably take on much of the responsibility of maintaining projects. ARC is currently developing a comprehensive strategy of sustained community mobilization around LAMIKA which is geographically focused and seeks to ensure representative participation of all residents of the project area. Since community participation is the foundation for the entire project, ARC will hire a Senior Community Mobilization Delegate to manage the process. The strategy developed for the Participatory Assessment will set forth guidelines for LAMIKA community mobilization strategy. The following principles have been defined to guide the process: Block-level Representation and Communication-- Due to the extreme spatial and social complexity of Carrefour Feuilles, communication and representation at block level must be fostered to ensure that every community with its specific needs and expectations will be actively represented throughout the process. Block representatives will be elected and working groups will be selected based on criteria defined to ensure the representation of the most vulnerable community members including youth, women, elderly, disabled etc. 16     Link with Local Authorities--ARC will ensure that local authorities are fully aware of LAMIKA before starting the process and will invite them to participate in the diagnostic. Communication Tools-- Door to door contacts, paper notices and local radio will spread LAMIKA messages to ensure a large outreach in the neighborhood. Manage Expectations--Messages will be designed not to raise community expectations. It is understood that consulting the community always foster large expectations. Nonetheless, ARC communication will make clear the scope of the LAMIKA project. Neighborhood Phasing--Community mobilization will begin in Campeche along with the Participatory Assessment during the second week of March 2012. Once staff trained, community mobilization will extend to adjacent neighborhoods. Specific attention will be devoted to avoid community fatigue in Bariajou, where a one-year long community consultation conducted by ACT just ended a few weeks ago. Rather than an extensive Participatory Assessment, community mobilizations in Bariajou will be conducted through targeted community consultations on Health and DRR. ARC management will engage in regular dialogue with interested stakeholders about LAMIKA from the start of the Assessment Phase. The community mobilization strategy is closely linked to Beneficiary Accountability and communication strategy. Meanwhile, ARC field staff will be present in the neighborhood to reinforce whatever mechanisms are put in place by the Community Mobilizing strategy. Under an integrated staffing plan, field staff will shift from a sectorial approach where each sector had their own community facilitators, to an integrated approach where one community mobilization team implements a unified communication strategy and delivers coordinated training and information on different activities of the project. This system requires good communication at all levels and strong leadership based in Community Mobilizing. 5.4 User-driven Housing Construction ARC will consider the model of participatory user-driven housing construction to build red houses in Bariajou and Campeche. This strategy is informed by collaboration with the Government of Haiti, NGOs and other stakeholders to guide reconstruction efforts across the country. Although the user-driven approach has been established in principal, the specific guidelines for the approach and costs have not yet been finalized by government authorities. Nonetheless, ARC will explore an implementation strategy to provide assistance for the planning, design and reconstruction of houses damaged or destroyed by the earthquake. The 18-25 square meter core house will be provided as a grant by ARC, with any additions to the home financed by the users directly or through housing microfinance schemes. Initial cost estimates assume $5,500 per core red house. ARC proposes a combination of a participatory housing approach; where the home user will be individually involved during the planning, design, cost estimation, and a User –driven approach; where the hiring of the contractor, the payment of materials and labor will be the responsibility of the user through funding received from the American Red Cross. Beneficiaries will receive technical advice throughout the process, including site supervision led by the selected consultancy firm funded by American Red Cross. (Further detail on the User-driven approach can be found in Annex 8.) Based upon further research and investigation, ARC will continue to define beneficiary selection, user 17     contribution and capacity particularly as it intersects with the phasing of house construction. The ARC program will consider the capacity of the more vulnerable households to participate in this scheme and the final implementation plan will be based on further assessment of cost, site and beneficiaries. Relocation Strategy Likewise, ARC will establish a strategy for relocation as it relates to this project. Physical Renewal interventions may require temporary or permanent relocation of some of the households. High density of the project area may require acquisition of private lands for the creation of appropriate public infrastructure such as drainage, stairs and public paths. Likewise, ravine improvement will require relocating families out of the very dangerous locations inside of the ravines. Since the project area is already very dense, there will have to be careful consideration of any available space to relocate families within the community. One possible strategy would be to build multi-family houses. This approach would require negotiating with families and appropriate design to accommodate a two story structure. Other strategies could include relocation outside of the project area, however there are serious risks associated with this approach as it breaks up social and livelihoods networks within the community. Considering that many of the most vulnerable are living in the ravines, they are most likely to depend upon these networks for survival. Any effort will be guided by detailed multi-hazard mapping and close communication with local residents and authorities. In cases where homes will be expropriated and relocation is not an option, there will be some system of compensation which abides by the Haitian laws and includes the participation of local authorities. 5.5 Urban Planning as Risk Reduction With more than half of the world population now living in urban areas, planning for the future of the city is now more important than ever before. The fastest growing cities can be found in the developing world, and most are grappling with similar challenges to those found in Port-au-Prince such as high density, uncontrolled land use and social stratification which leave many newcomers living in substandard conditions. Nonetheless, the promise of opportunity that the city holds will continue to pull people despite difficult conditions. There is great potential in the city as migrants tend to be the young and the most ambitious from rural areas and those already living in the city have better access to education, social and cultural networks, health services and economic opportunities. Meanwhile, long term trends also indicate that urban risk will become increasingly common. Along with urban migration, the world is experiencing environmental degradation and climate change that will increase vulnerability to a combination of hazardous factors. However, the greatest potential for hazard mitigation can be found in those same urban areas. The density of Port-au-Prince keeps investment per capita as low as possible and allows for efficiency in service delivery as any given intervention has the potential to impact the greatest number of people within a small geographic space. Urban planning facilitates the creation of functional infrastructure systems (such as WATSAN or drainage) and adequate public facilities (like schools and health centers) to improve the urban environment making residents safer and cities more resilient to hazards. The social structures, talent and initiative found in cities like Port-au-Prince can support programs and projects that will increase the safety of a large population not only from large scale disasters but also from everyday challenges like poverty, disease and violence. 18     ARC recognizes that it is the responsibility of those in the emergency management community to not only respond to the immediate crisis, but to engage in activities that will prevent the next major event from causing the level of mass destruction seen in Haiti. Based in best practice and the understanding the urban planning is the most powerful tool available for urban hazard mitigation, the LAMIKA project adopts a community based, integrated approach to urban upgrading and has a long-term vision for incremental and permanent change. 19     VI. ACTIVITIES Goal: Urban Local Development. Enhance community and household resiliency in targeted communities through a sustainable and integrated multi-sectoral approach that provides socially cohesive, healthy, habitable and secure living spaces and conditions. 6.1 Objective Social Empowerment Increase knowledge, attitude, practices, capacities and social responsibility of community and service providers on social and healthy behaviors. This narrative establishes some logical hierarchy between various activities and briefly describes each. The attached Framework and Gantt chart provide further detail on phasing of activities. First Aid Community Training Outcome 1: Improved capacity of CBOs, management committees and service providers in efficient and effective operation and maintenance of community-based activities. Community Network 20     ARC will work to strengthen existing CDCs and facilitate creation of relevant subcommittees and sub-groups for specific interventions. To develop the Bariajou master plan, partner organization ACT in coordination with GRET has already started organizing Bariajou residents. Partners FOKAL and CIAT have established a framework which includes a Neighborhood Committee (CDC) with various subsections and subcommittees. ARC Community Mobilizing efforts will synchronize with what has already been started by these processes. Special attention will be placed on ensuring that the needs of vulnerable or underrepresented members of the community will be represented in the community engagement process. The Participatory Assessment will further inform ARC’s community mobilization structure in Campeche and in Bariajou as needed. The CDCs will be the point of contact for planning and decision making with residents. Community representatives will be directly elected by residents at the sub-quartier level in Bariajou, Campeche and St. Gerard. The CDC will manage community participation and Action Planning in each locality, coordinate planning, make recommendations and interface with NGOs and public sector on behalf of the community. As LAMIKA will be built on a community based implementation approach, ARC staff will assess and train community groups on leadership skills, organizational and financial management and local resource mobilization to support effective implementation of proposed infrastructure and livelihoods activities. To promote sustainability of the project, this sort of capacity building will take place prior to and in conjunction with other social, economic and physical interventions. ARC will support CBOs to register and secure official status with local authorities. In collaboration with efforts already underway by CIAT, ARC will facilitate linkages between CBOs, HRC, developmental agencies and governmental agencies including the Mayor’s office, DINEPA and the Ministry of Planning as well as other partners and officials involved with DRR, Health and Livelihoods policy and planning. This body will serve as a steering committee to inform and validate progress on the LAMIKA project. This body will also provide technical guidance and advise on urban planning, land tenure, conflict management and other neighborhood development related issues. Additionally, it will advise on health, DRR and economic strengthening activities. It is important that LAMIKA is introduced and validated in this steering committee prior to launching project activities in the community. Validation and support from these stakeholders will be needed to deal with complications which will inevitably arise as the project moves forward. Building on the model outlined above, ARC staff and volunteers in coordination with HRC volunteers will work with CDCs to establish subcommittees to address specific programming related to DRR, health, watsan, shelter, environment and livelihoods. These groups will advise ARC staff and various consultants in the assessment and implementation stages of LAMIKA on community planning and design, actively participate in the beneficiary selection process in projects and trainings work closely with ARC to advise on integrated service delivery. Additionally, DRR activities such as Community Disaster Plans and awareness campaigns along with Health related initiatives related to 21     behavior change and epidemic control will be coordinated through ARC interaction in this CDC subcommittee structure. Due to the technical nature of many interventions under LAMIKA, ARC Shelter and Watsan technical and field staff, in collaboration with selected partners and consultants will train CBOs, CDCs, households, service providers and local authorities on operation and maintenance of infrastructure interventions like water kiosks, rain water harvesting systems and mitigation works and sanitation systems. For example, there are currently no design standards for household sanitation systems in Port au Prince or anywhere else in Haiti. ARC plans to embed technical experts into DINEPA to support development of design standards which can be used for all future household sanitation systems, including those built under the LAMIKA project. Likewise, community mobilization and training will take place around solid waste management interventions. CRS, a current ARC partner, will design and implement a solid waste management system in the neighborhood. ARC staff, working with CRS will do community mobilization and education related activities to compliment large scale waste management interventions. Based on participatory assessments, local residents will create Community Action Plans which will inform overall LAMIKA programming. ARC will support communities to develop and implement plans consistent with urban, local and regional strategic development goals and that are validated by local government authorities. Outcome 2: Improved knowledge, attitudes and practice on health and disaster risk among households in targeted communities. Health and DRR Behavior Change Given that the project area and beneficiary population is highly vulnerable to health and disasterrelated hazards, ARC will implement awareness and behavior change strategies designed to increase household and neighborhood level resiliency. Based upon the results of Participatory Assessment, trained ARC field staff will work with communities to develop Community Action Plans. These plans will guide community based programming and help set priorities for DRR and Health training and all LAMIKA activities. The Community Action Plans can guide safer urban development and will be linked with ARC’s physical renewal strategy and the government’s development plan. First aid is an essential component of response to disaster and communities can see an immediate and direct benefit. Therefore, first aid training courses targeting CBO-selected community members will one the first activities implemented as a means to dialogue with the community around the LAMIKA project implementation. Behavior change is a key strategy to reduce health and DRR risks. Prior to implementation of LAMIKA, ARC will have conducted a series of “designing for behavior change” cascade workshops to build the capacity of all health and DRR promoters to become effective behavior change agents 22     rather than focusing on the memorization of messages. This training will include building and enhancing their skills in communication, specifically in negotiated behavior change. Outcomes will focus on evidence that people contacted by promoters show credible signs of having adopted key disease and hazard prevention behavior, whether related to hand washing, construction of gabion nets, tree planting, providing home-prepared ORS for their children who show signs of diarrhea, safe storage of drinking water, etc. Effective behavior change is critical to ensuring sustainable health and DRR outcomes. Behavior change is also critical to ensuring use of key pillar one infrastructure, such as water and sanitation infrastructure. Key behaviors that may be promoted are hand washing, latrine use and safe storage of drinking water. Prior to launching behavior change activities, ARC will conduct formative research, such as Barrier Analysis and doer/non-doer surveys to identify the barriers that prevent people from practicing critical positive behaviors related to health and DRR. The results of this formative research will be the basis for health and DRR behavior change frameworks. Health and Disaster Risk Reduction behavior change communication activities will include interpersonal communication such as home visits, community meetings and events and trainings and mass communication such as mass media campaigns. Depending on the results of health assessments, interventions may also include health interventions that build and improve upon previously implemented community-based health interventions like malaria prevention and HIV prevention for targeted groups or new health components like mother-child health and environmental sanitation. In implementing these activities, ARC staff and trained volunteers will continue and improve upon the existing community based program interventions, including community based malaria prevention, PHAST and HIV prevention. ARC will integrate other key areas in community based health programming as needs evolve and capacity allows. Community Disaster Management Committees will to use the skills and knowledge developed from trainings and previous activities to work directly with families on household preparedness. Families will be taught to analyze their vulnerabilities and capacities, develop household disaster preparedness plans and take preventative measures. Light urban search and rescue teams will be formed with the participation of community members. Participants will be taught basic search and rescue response skills, including First Aid and fire safety. They will also receive refresher training every six months or annually and will be tested on the knowledge they received. Outcome 3: Increase capacity of the targeted communities to respond to the health risks resulting from emergencies. Disaster and Health Emergency Preparedness Haiti will likely continue to experience disasters, such as hurricanes or cholera outbreaks, and ARC will support communities to prepare for, and respond to, health needs during future disasters. 23     In order to effectively mobilize and motivate the community and particularly the most vulnerable for safety and resilience it is important to improve capacity to deal with risk factors such as injuries, minor accidents, epidemic local hazard (disaster) events. To increase response capacity, ARC will train HRC staff, volunteers and CBOs in health promotion, epidemic control, first aid and prepositioning of basic stocks, health commodities and response kits. Neighborhood committees will create community emergency plans. All interventions will be based on the results of participatory assessments.. Outcome 4: Strengthened referral networks of service providers that support community health and watsan interventions. Strengthened Referral Networks While community health is the cornerstone of both ARC’s and the Movement’s long term health programming, community health programs will not be successful unless supported by a functioning health system that allows for beneficiaries of community health programs and beneficiaries of health promotion programs in emergency settings to have access to quality health services and referral networks. The justification for this is that all of the aspects of the project require reference health facilities that will oversee outreach activities such as health promotion. There needs to be a facility for first aid in case of another natural disaster and a reference place in case another cholera epidemic breaks out – or any other epidemic. The clinic would need to have electricity, a cold chain and maternity services. In addition, by strengthening the clinic, the auxiliary could support the community-based health promotion work done by the volunteers. If the MSPP protocols calls for there to be Agent de Santé Communautaires in urban settings, the clinic staff would also supervise them and they could support the LAMIKA project activities. Given the importance of functioning referral networks that can support community health programming, and given the current lack of adequate health care facilities in the LAMIKA intervention area, ARC will provide financial support to partners for strategic interventions that have a direct link to LAMIKA health and DRR interventions. This support will focus on strengthening referral networks and services for beneficiaries of the LAMIKA program. This support is likely to be technical or logistic support. Examples include supporting specific trainings of health workers that link to community health referral needs or small scale rebuilding or rehabilitation of the public and private health infrastructure, such as for small clinics in targeted neighborhoods. Through partnerships, the project might initially support the renovation of a health centers the project area that correspond to the MSPP plan. In coordination with MSPP, and assuming that adequate services such as ANC, assisted deliveries, SGBV counseling, STD testing and cholera 24     treatment exist, a formal referral system could be established between the neighborhoods and the clinics to ensure that residents are able to access quality health care for more complex ailments and for preventive care. The referral system will be monitored throughout the life of the LAMIKA, and in close collaboration with the MSPP. Outcome 5: Increased health and safety measure against multi-hazards in schools Health and Safety against multi-hazards in Schools Working in schools creates a wider opportunity to educate the children, their parents and eventually broader community on disaster risk reduction and health programs. ARC will support local schools in implementing DRR and health activities. The key interventions include an awareness raising campaign with the active participation of children, teachers and parents, development of school emergency response plans, training and simulation exercises. Education about school building codes enforcement and inclusion of basic disaster management course contexts in the school curriculum are included in these activities. ARC will work with the HRC, the Ministry of Education, UNICEF, and Education Cluster and other relevant stakeholders in promoting disaster risk reduction and health measures in the schools. Outcome 6: Communities empowered to address gaps in policies, practices and services Empowered CBOs to address gaps in policies and services Trained ARC filed staff will analyze results of participatory assessments with CBOs to identify gaps in services apparent in the community and develop or revise community action plans. Using the action plans as a starting point, staff will conduct citizen participation training for community development committees, subgroups and neighborhood associations and support linkages between CBOs and local authorities working toward needed changes in policy service delivery impacting the community. These activities will follow the Participatory Assessment and will likely be an ongoing activity as additional information is available and as circumstances evolve around the development project. Outcome 7: Beneficiaries are well informed and satisfied by provided services Information and Satisfaction of Beneficiaries Ongoing, robust information exchange is an important component of the overall LAMIKA strategy. To this end, ARC will coordinate with Participatory Assessment consultant to execute the assessment and then validate the results with stakeholders. Additionally, staff will distribute materials regarding the LAMIKA program, organize surveys to measure community satisfaction, establish feedback mechanism and conduct participatory lessons learned, monitoring and evaluation activities. This process committed will be the starting point to build the accountability of beneficiaries (point IX). A consultant has been hired to help the Q&L Unit develop an “Accountability to Beneficiaries” framework and implementation plan, and will link this framework 25     with the beneficiary communication strategy for the LAMIKA program. More details will be available by mid-April 2012. 26     6.2 Objective: Economic Strengthening Enhance local market and household economy providing opportunities for income and asset security. This narrative establishes a logical hierarchy between various activities and briefly describes each. The attached Framework and Gantt chart provide further detail on phasing of activities. Small Business in Bariajou Outcome 1: Increased sources of livelihoods through viable demand driven microbusinesses. Microbusinesses Recognizing the high rates of unemployment, under-employment and poverty in Port-au- Prince, improving access to income is a key component of LAMIKA. Activities designed to meet this objective are integrated throughout the program. The first step in this process will be to conduct a Labor Market Analysis to identify labor needs and gaps in skills or training among the labor pool. These results will be analyzed along with the Participatory Assessment and other assessments and establish selection criteria for both activities and beneficiaries in the area. The program will include 27     vulnerable households and individuals without adequate means of self-support. ARC will work closely with neighborhood committees during the selection process. Information about how to get involved with these activities will be distributed through information kiosks set up in the neighborhood and through local CBOs. Business support is another important means of creating microbusinesses in the community. In addition to micro-lending related activities described under Outcome 4 below, ARC also intends to provide small cash or capital grants to start-up businesses not capable of supporting a loan. Noncash grants can be materials or equipment needed to start or grow a small business. Before receiving a grant, beneficiaries will receive training to create a business development plan. People can work individually or as a group to propose a start-up, a new project within an existing business or a new joint-venture. In coordination with community based sub-committees, ARC will review and approve plans to launch new businesses. Once grants are disbursed, active monitoring will take place to ensure these are being managed appropriately. As an incentive to utilize the grant in the most appropriate way, the amount will be given in tranches, and will be dependent on the success of the business in accordance with the business plan. Based on need local needs and demands for services, ARC will seek to support business proposals related to physical renewal activities such as rubble recycling, plastic recycling and tree nurseries. Materials outlets will be established to facilitate construction activities in the neighborhood and ARC will identify beneficiaries who have capacity to work with a selected materials outlet operator to establish and run the operation. In addition, the project will support non-construction related activities bearing in mind that many of the beneficiaries may come from labor poor households unable to engage in hard physical work. It is likely that other supported activities will include petty trading and snack selling. Outcome 2: Enhance income-generating opportunities through vocational or business skills development Vocational Training In addition to increasing income-generating activities in the community, LAMIKA will also address the need for vocational training and business skills development so that neighborhood residents have increased opportunities for accessing jobs in the labor market. ARC staff will undertake comprehensive assessments of the labor market, local entrepreneurs, existing businesses and other stakeholders in the local economy to identify market demand and inform training and support services required. Included in this effort is an assessment of Vocational Training Centers in the area to determine capacity to deliver training of in-demand skills, as well as their reputation for delivering this training amongst employers. The assessment will identify vocational skills currently required by the Haitian labor market, identify future growth industries and associated skill demand, and identify gaps in skills among youth and other unemployed or under-employed people in the workforce. ARC will identify and provide support to beneficiaries through tuition and fees required 28     by the training institution, transportation costs, required tools and equipment and a small incentive fee that would offset any lost income due to attending trainings. ARC will monitor attendance and obtain feedback on beneficiary performance and ensure that VCTs issue appropriate certification to those completing the program. Some training will be directed toward construction-related vocations to better connect local residents to ongoing physical renewal activities in the area as well as providing them with a viable and year round source of income. One approach is to train small contractors and their employees on construction management, financial management and improved quality control. Typically these trainings will be conducted over a one or two week period. In addition to this, employees of these contractors, including carpenters, masons and plumbers will be identified, their present level of skills assessed and refresher training provided through recognized institutions. Given the context of standards typically used in Haitian construction, trained workers will be verified as adhering to the (to be defined) construction standards ARC determines most appropriate to follow for specific aspects of the project. The minimum standards will be the GOH standards. It is anticipated that these trainings will take a maximum of one month. The first approach will focus on those with some previous experience of construction and will be the initial priority for the program. This component of the program will be implemented through existing reputable vocational training centers, identified as part of the labor market analysis, being conducted by the livelihoods team in March/April. Initially twenty contractors will be trained prior to commencement of the construction activities. Over time and with lessons learned being incorporated into the design, this number would be increased to 40-50 contractors over the life of the program. With the planned expansion of reconstruction, it is likely that there will be a general interest displayed by other sections of the potential labor force. Following assessments which will identify gaps in the supply market and subsequent campaigns, which will highlight vocational areas ARC is willing to support, it is anticipated that a second group of people will be identified. Typically these would be people interested in re-training in new areas. Criteria will be developed to identify the most appropriate people with the acumen to engage in construction related activities and connections forged to link these newly trained individuals to on-going construction activities, thus ensuring quality workmanship is promoted and sustained. In addition to vocational training, ARC will be engaged in business skills development with micro and small micro-enterprises in the project area. ARC staff will conduct an assessment to map locations of MSMEs and to determine training and capital needs among these businesses. A local business development consultant will be identified to develop a training module which includes business plan development and related entrepreneurial skills training. Depending on the type of training, facilitation can be undertaken either by a consultant or an ARC staff member. Once trainings are complete and necessary certification awarded, ARC will provide start-up capital for small businesses which may include grants, equipment and tools related to their business. 29     To promote business development in the neighborhood, ARC will establish information kiosks to support new and existing businesses. The kiosk will be staffed by trained volunteers, identified through the development committee and chamber of commerce and will provide information on business opportunities, registration and formalization of businesses, taxation and market related information. ARC will work closely with the local chamber of commerce, employer and workers associations, NGOs and CBOs supporting businesses. Outcome 3: Improved access to markets through creation of linkages between buyers and sellers in target communities Linkages to Buyers/Sellers Once activities described under Outcomes 1 and 2 have become established, it is anticipated that the next phase of economic strengthening will commence, focusing on the identification bottlenecks and opportunities for increasing product value through a value chain. This analysis will further determine potential linkages between established small business in the project area and the larger Port-au-Prince and Haitian marketplaces. The development of long-term business relationships can contribute to the success of the entrepreneurs with whom ARC works. ARC will create or strengthen marketing committees organized around product lines. For example, if ARC establishes microbusinesses focusing on peanut butter making, entrepreneurs will be encouraged to bulk up their produce through formation of associations that help the entrepreneurs market their peanut butter in high income markets outside the neighborhood. When working as a group, entrepreneurs can access inputs more easily (including loans where applicable from lending institutions as a means of growing their businesses), improve product quality, achieve greater economies of scale and increase bargaining power with buyers. The committees will liaise with buyers and transporters and will market their products as a group. ARC will facilitate meetings, provide training to the committee as well as help to create linkages with key customers. Linking small scale producers to key markets with better prices invariably involves organizing small scale producers into formal or informal groups. Producer to producer linkages within the neighborhood will involve working to coordinate supplies to reduce costs. It will also ensure standardization of quality, an important component if groups are to establish themselves as contenders to imported goods. Retailers such as supermarkets often prefer to work through intermediaries who will organize production and coordinate deliveries. ARC will facilitate these sorts of linkages that small scale produces are unable to access alone. ARC involvement can also help to ensure quality control. ARC will work closely with the local chamber of commerce and entrepreneurs to hold market fairs for entrepreneurs to exhibit their products. The market fairs will be held annually targeting the program entrepreneurs with linkages through the chambers of 30     commerce and trade to include large and medium sized traders. Innovations in trade and production will also be showcased during these market fairs. All program beneficiaries will be eligible to participate under this intervention. Outcome 4: Increased access to micro-finance and grants to encourage local entrepreneurs, micro and small sized business development Microfinance Facilitating micro-finance activity is the fourth major component of Economic Strengthening. Working together with Micro-finance institutions, ARC will facilitate trainings for entrepreneurs and disbursal of loans, grants and other appropriate financial products. Activities related to this outcome are expected to be phased in following the start of vocational training activity. Through a competitive RFP process, ARC will identify an experienced Micro-Finance Institution(s) (MFI) with whom to partner. Further details on this program will be outlined in the RFP. Given that MFIs will likely have very specific selection criteria and loan terms, ARC will develop selection criteria in collaboration with selected MFI and conduct awareness campaigns to identify potential beneficiaries and appropriate microfinance products to introduce into the community. Likely criteria include ability to repay the loan, attendance at business management training and a logical and proven business plan. Required training will be identified by MFI and ARC. Criteria will be finalized after consultations with beneficiaries and the MFI but will need to be closely linked with the business plan. Based on documented experiences ARC may solicit support from other actors involved in the microfinance industry. Emphasis will be placed on diversifying the local economy with support provided to entrepreneurs involved in micro-processing and value chain addition enterprises. To encourage savings, borrowing and investments among beneficiaries and thus build resilience to shocks, ARC will promote community based saving and credit schemes, which will utilize internally generated funds and will increase access to these services. These schemes have been shown to successfully build cohesion and allow members to engage in viable income generating activities, particularly if linked with basic business management training. These groups are founded on the principal of self-selection, whereby members who know and trust each other decide to form a group where saving and loan activities will be promoted. It is important that pre-existing groups are not used, as these may be based on principles other than self-selection (for example political affiliation). Self-selection typically is linked to socio-economic class and the ability of members to save specific amounts on a regular basis. The first step of this process will be the provision of general information to disseminate throughout the community. Following this, an ARC representative will conduct discussions and ask those interested in forming groups to list potential members. Depending on the model used, groups will typically consist of between 15–25 members but can have up to 30 members. Following the election 31     of a management committee, members will begin saving. ARC’s role is to facilitate the process only. There will be no injection of financial support into these groups who are expected to function based on an agreed upon constitution, which will govern the members. If applicable, groups will run for a specific period with annual share out of monies accumulated in line with major expenses incurred during the year (for example payment of school fees)21.                                                                                                                         21  It  should  be  noted  that  this  is  model  specific.  The  most  common  model  implemented  in  Haiti  pre-­‐earthquake  was  the  system  where  all   members  contributed  the  same  amount  daily  or  weekly  (a  hand)  with  one  or  two  members  at  the  end  of  the  meeting  receiving  the  full  hand.   This  method  although  simple  does  not  allow  for  savings  to  accumulate  and  has  higher  risks  of  defaulting  once  a  hand  is  received.   32     6.3 Objective: Physical Renewal Improve access and use of appropriate land, housing, services and infrastructure. This narrative establishes a logical hierarchy between various activities and briefly describes each. The attached Framework and Gantt chart provide further detail on phasing of activities. Housing Construction in Bariajou Outcome 1: Improved living conditions through the promotion and application of environmentally sound practices. Outcome 2: Reduced exposure to hazards in target communities through the application of risk-sensitive community-based urban planning. Outcome 3: Improved or constructed public buildings and associated water and sanitation facilities to applicable standards Outcome 4: Increased number of structurally sound houses and associated water and sanitation facilities to applicable standards. 33     There are various types of construction interventions proposed under LAMIKA that contribute to the four outcomes listed above. They are described below in four general categories of Environmental Protection/Risk Reduction, Public Space, Public Buildings and Houses. These activities are all highly integrated and any one will likely be relevant to more than one outcome. The following narrative describes the general implementation strategy for each of these interventions. More information on timing and phasing of various activities can be found in the attached Gantt chart. Much of the physical renewal work will be done by consultants and/or contractors hired by ARC. An Urban Planning and Design Consultant will be responsible for the overall design and phasing of Red House Construction program. Likewise, consultants and/or partners will be contracted to implement tree nurseries, large scale ravine cleaning and rehabilitation work, rubble removal operations, some drainage work, solid waste management and public building repair and reconstruction. Any relevant training for contractors or home users will be coordinated between ARC staff and the appropriate consultant. Watsan activities will be a combination of direct implementation and contract work and ARC staff will coordinate with consultants on related trainings and overall phasing. Public infrastructure improvements, including public watsan activities like water kiosks, will be phased independent from housing construction. Watsan work associated with private homes will be phased along with housing construction. All Physical Renewal interventions are designed to ensure that construction is done in an environmentally sound manner. The use of recycled and legally sourced materials will be a procurement guideline for all contracts. Environmental Protection ARC is currently building relationships with nurseries that will be able to provide trees for proposed green zones in the project area. Green spaces in neighborhoods have multiple benefits as they protect soil from further erosion while at the same time improving and beautifying public space. ARC will ensure that the trees identified are suitable for the operational environment and are capable of sustaining themselves in dense areas with limited access to water. Where possible, multipurpose trees will be promoted to ensure that a range of benefits are available. This may include nitrogen-fixing trees which enrich soil, fruits trees or those that give honey. To the extent possible, timber trees will be avoided to reduce the chances of indiscriminate cutting for charcoal. This environmental protection strategy promotes livelihood opportunities in the community while ensuring the availability of trees for local projects. Ravine improvement is a central component of the project and will not only greatly improve environmental conditions but will significantly reduce overall vulnerability to flooding hazards by improving the main drainage system in the area. Large scale intervention of ravine work will begin 34     with an engineering consultant who will do the catchment area analysis and prepare tender documents and cost estimates. Then a partner/contractor will be hired to undertake the actual construction and rehabilitation works. This could be construction of retaining walls/gabion walls or re-enforcing the embankment by utilizing natural resources. Detailed implementation strategy, scope of work and cost proposal will be included in the Ravine Consultancy RFP. Meanwhile, prior to the start of large scale engineering improvements or cleaning of ravines, ARC field staff will mobilize community around incremental ravine improvements to prepare for the eventual large scale clearance operation. These smaller scale interventions are a means of education, organizing and relationship building while improving environmental conditions and resiliency to hazards. The biggest challenge anticipated during ravine rehabilitation is to move and rehabilitate the existing households living in the ravines. Partner organization ACT has been contracted to develop a master plan for the area during the assessment phase, and ARC strategy will be informed by those results. ARC will develop a working group comprised of local residents, affected households, local authorities and other stakeholders and form a census on the methodology. Public Space Well-constructed and maintained public infrastructure and small scale drainage interventions reduce flood risks and repair the urban fabric of the community. They facilitate better access by increasing linkages both within the neighborhood and to surrounding areas. Based upon assessment results, maps and in consultation with residents, local authorities and partners, ARC will improve public paths, stairs and retaining walls applying appropriate engineering solutions to mitigate hazard risk. These activities will be primarily direct implementation, with retaining walls managed by a consultant, and phased along with housing construction. Under direct implementation, ARC is currently constructing and rehabilitating water kiosks in the neighborhood and will continue this activity under a more integrated approach. New kiosks will be appropriately located to achieve optimal access to potable water. Kiosk locations will be coordinated with shelter and other physical interventions and will be an opportunity to promote health and hygiene messaging in these communal spaces. To insure sustained delivery of potable water to the community, ARC will implement trainings on the ongoing maintenance and operations of the kiosks to kiosk owners and local residents. ARC will also construct secondary water sources, like springs and wells, for non-drinking purposes. Appropriate sites will be identified in coordination with GRET and Mayor of PAP, MTPTC, DINEPA and local residents. Contractors will be hired where needed to build and install this infrastructure. Rainwater harvest systems are a simple and effective intervention for our project area where water security is a significant need. Project design includes rainwater systems in private houses depending 35     upon available space, cost and desire of the home-user. Based upon assessment findings ARC will make an evaluation on appropriate interventions. Rainwater systems will be direct implementation by watsan and phased along with housing construction as determined by the Neighborhoods Upgrading plan. Rainwater systems will also be constructed in public buildings based on assessment findings and cost and in collaboration with contractors hired to work on the public buildings. ARC will work under contract with partner JPHRO to do rubble removal in the project area. This operation will prepare the site for reconstruction but will also provide livelihood opportunities in the area. There is currently a small scale rubble processing operation on the site of the former HRC building that will be scaled up with larger equipment to handle more volume. Recycled rubble can be used for construction of some public infrastructure works contributing to sustainability and cost savings. Further detail on the livelihood component of this activity can be found in the Economic Strengthening narrative of this proposal. Public Buildings ARC will work with a Partner to design and manage the construction of damaged or destroyed public buildings in the project area. A new office for the Haitian Red Cross and a community center will be constructed in Bariajou at the site of the former HRC building that was destroyed in the earthquake. A new community center was identified as a top priority by residents through the ACT assessment. This project will be done with partners AFD and GRET. As funding for this activity is not included in the LAMIKA budget, it is considered an auxiliary activity for this proposal. In addition to the HRC site, ARC will work with contractors to repair other public buildings in the neighborhood such as schools, health centers and other priority buildings identified in the assessment phase, and provide them with appropriate water and sanitation infrastructure. Solid Waste Management Solid waste management in the project area will be implemented under a partnership agreement with CRS. As CRS has technical capacity and ARC better knowledge of the community conditions, this will be a collaborative effort to design and implement an appropriate system which will include central collection points for trash, arrange for transport to official dumping site and develop a solid waste management plan. Likewise, community based training will be a collaboration between ARC filed staff and CRS. Funding for the CRS partnership agreement will not fall under the LAMIKA budget and is therefore considered an auxiliary activity. (See attached Solid Waste Management Concept Note) Community training component further explained in Social Empowerment section of this proposal. Red Houses Approximately 700 houses in the project area will be rebuilt under the red house construction program. Under contract with IOM, a community based enumeration of the project area will be conducted during the assessment phase. 36     Much of the overall urban design work and red house construction will be planned and implemented by an Urban Planning and Design Consultant hired under the Neighborhoods Upgrading RFP. The design of such program will be informed by the ACT development plan, participatory assessment, GIS mapping and in coordination with MTPTC, Mayor of PAP and other relevant stakeholders. The overall phasing of home construction will also be determined under this consultancy. The strategy as described in the RFP is to break the neighborhood down into clusters of 20 houses and phase the construction and/or rehabilitation and repair of all houses in that cluster together. Appropriate household sanitation systems will be constructed with the houses to collect and treat excreta in an environmentally sound manner. It is anticipated that household sanitation solutions will be a combination of both private and group toilets/latrines. Training on use and maintenance these systems will be integrated into project design. Every attempt will be made to design to a recognized national standard that ARC Watsan is currently working with DINEPA and other partners to establish. (See attached Neighborhoods Upgrading RFP for further detail) Meanwhile, the Urban Planning and Design Consultant will work with home-users to guide the overall home design and develop the bill of quantity for each house. Red house beneficiaries will be provided assets through a voucher system which will enable the user to pay the contractor for work completed. An electronic system will be put in place for the delivery of materials from depots to the home user. Construction materials will be distributed through an outlet system which will be designed by ARC staff and the consultant, and operated by a selected contractor. Procurement guidelines will ensure that legally and sustainably sourced materials will be used. Each red house home-user will be registered and will receive a ID card with barcode that is connected to an electronic system to inform the outlet operator of materials and quantity for each step in the construction process. (Further detail in attached Neighborhood Upgrading RFP.) Under the community based home user-driven construction approach, the home user would have responsibility to assist the consultant in construction management of their homes. Vouchers will be given to the homeowner who will then use the voucher to pay contractors for work completed. Contractors will then submit the voucher for payment to ARC. To be successful, home users would receive comprehensive training on financial literacy and construction management processes as a requisite to participation in the shelter reconstruction. The curriculum of the training will be developed by ARC in cooperation with the Urban Planning and Design Consultant. The training can be given by ARC staff and/or in cooperation with CARMEN22. Yellow Houses/Green Houses                                                                                                                         22  The  CARMEN  approach:  Centres  d’Appui  pour  le  Renforcement  de  Maisons  Endommagées   37     Yellow houses in the neighborhood will be repaired in coordination with partner PADF who has already begun the Yellow house rehabilitation process. These yellow and green house owners will be integrated into the larger planning process described above and will receive materials for upgrades to their homes through the same materials depot process described for Red Houses. As this will be non-structural upgrades, the program will be done through direct implementation. Appropriate watsan interventions including latrines and rainwater harvesting systems will be integrated into the yellow and green house upgrades. These will be direct implementation by the ARC watsan team. All yellow and green house repairs and associate watsan interventions will be phased along with red house construction. Roads Upgrading main roads must be coordinated with MPTPC. Therefore this is proposed as an Auxiliary activity with implementation strategy and timeframe TBD. 38     VII. Project Phasing and Critical Path Analysis Refer to the attached Gantt Chart which provides more detail on the estimated timeframe for all assessments and each activity proposed under LAMIKA. 7.1 LAMIKA Preparatory Activities and Associated Staffing Needs The following have been identified Preparatory Activities that will launch the launch the LAMIKA program and are needed to support development of the comprehensive operational plan. It is anticipated that the operational plan will be developed over the next 4-6 months as assessments are completed and staff is hired. The attached Budget, Budget Narrative and Gantt Chart provide further detail on the phasing of activities and associated staffing needs. • • • • • • Initiate Community Mobilizing activities which establish relationships in the community, introduce LAMIKA to residents and support assessment activities (detailed in attached Gantt Chart) Conduct Phase 1 assessments Develop LAMIKA communication strategy Establish Steering Committee comprised of interested stakeholders Train ARC field staff and volunteers Analyze assessment results and validate with residents and stakeholders As reflected in the attached budget, the LAMIKA project manager, Pillar Managers and Coordinator are key staff will be phased early in the hiring plan. This management level staff will work to analyze assessment results and develop the operational plan under which LAMIKA will be implemented. They will also oversee the hiring and training of support staff and will develop any associated training materials during the program design stage. The LAMIKA communication strategy will be developed by these staff and they will establish a Steering Committee to communicate and validate LAMIKA with interested stakeholders. As Community Mobilization activities are the foundation of the LAMIKA project, those staff will be hired early. This field staff will be responsible for conducting activities that establish relationships with local residents and support assessments and will communicate to residents and others about the LAMIKA project. Two coordinators for Economic Strengthening (IGA and Vocational Training) are phased along with the community mobilizing staff as those activities are expected to start earlier in the program. Coordinators for MSME and Microfinance can be hired in FY13 as those activities will begin later in the program. Physical Renewal activities will be phased in FY13 and associated support staff will be hired in coordination with the start of those activities. 7.2 Example: The Critical Path to Red House Construction 39     The following summary serves as a schematic example of Critical Path for one main activity in the program—red house construction. In a project with the size and complexity of LAMIKA, proper phasing and timing of activities will be of critical importance. Careful contingency planning and flexibility will also prepare the organization to deal with unexpected changes in circumstances as the project moves forward. There will be activities from all sectors that move along the same critical path. Therefore coordination between staff and consultants at all levels in the organization is vital. The Gantt chart under development with this proposal will be an important management tool that is capable of establishing linkages between activities both within and across sectors. The example of Red House construction is used here to illustrate a critical path analysis for this activity. • ARC staff will analyze and incorporate results of Phase 1 assessment in to LAMIKA implementation strategy. • IOM will finalize land tenure issues under the current contract. • Community mobilization staff will establish a framework for interacting with residents (CDCs, CBOs and others) as well as a steering committee with local authorities, partners and other relevant stakeholders. These activities strengthen local participation and establish feedback mechanism to guide planning and implementation of LAMIKA. • Urban Planning and Design Consultant will define geographic clusters of 20 houses which will be the base for the construction phasing plan. This will be informed by: Hazard maps, participatory assessment, enumeration and Master Plan and feedback from residents. • In coordination with Watsan staff, and ARC engineers, this same consultant will work with residents to establish house design including appropriate watsan infrastructure. Bill of quantity will be developed at this stage. • Consultant, and potentially with the support of CARMEN, will deliver training to home owners on sustainable construction practice, construction management and financial literacy. ARC staff will monitor training outcomes. • Livelihood staff together with consultant will establish construction training program which includes identifying vocational training centers, identifying beneficiaries, monitoring and establishing certification system for graduates and provide start-up capital grants (when needed) to graduates. Simultaneous to the above activities a materials depot will be established. • ARC places a request for potential suppliers to submit a letter of interest. Respondents are shortlisted and sent the full RFP for supply of materials. The RFP will contain list of conditions required under ARCs implementation plan. • Livelihood and Shelter staff will coordinate to identify and select construction material suppliers utilizing the above system. • A contractor will be selected to set up the materials outlet. Working with shelter, community mobilization and livelihoods staff the contractor will identify appropriate outlet 40     • locations in the neighborhood, and set up an electronic system for payment of materials. Under owner-driven approach, homeowners will transport materials from outlet to construction site. Careful siting of depots is essential in this scheme to insure that vulnerable households can participate. ARC will assist homeowner to dismantle T-Shelter and provide technical support in construction. Construction Begins! 41     VIII. Management Structure In line with the integrated neighborhood initiative, the team is going to move from sector specialization to an integrated management structure broadly organized by Social, Economic and Physical activities. This structure optimizes the use of workforce as teams will make best of their time and effort combining alike activities that would have been done by separate teams in the earlier model and have better information exchange both vertically and horizontally. It will also allow for robust integration of inter-related activities. The LAMIKA program manager will be responsible for the program’s Progress and Budgetary Control, Admin/Logistics and Site Safety/Security. The program manager will supervise the three pillar managers, who, in turn will manage the pillar teams. The pillar teams will include both functional and divisional elements according to the targets set – engineers, field workers, community mobilizers, entrepreneurship and health specialists, and so forth. The subsequent breakdown of the teams will be decided based on the implementation flow and timeline to best suit the program delivery steps and pace and rational use of the workforce. The coordination between pillars teams will be achieved through day-to-day communication as well as weekly meetings with an established agenda and protocol, lead by the LAMIKA program manager. The program’s Design, Quality, GOH and ARC relations, learning, monitoring and evaluation is going to be the responsibility of the LAMIKA team with support from the TA unit. Coordination between the LAMIKA management and TA unit will also be day-to-day process, and any major issues managed in monthly joint meetings of LAMIKA program manager (and LAMIKA pillar manager(s), as needed). The reporting on the different aspects of the program will be as delineated above. Coordination and cooperation with external stake holders like community groups, external and internal partner organizations, local and municipal authorities, technical boards (e.g. DINEPA, MTPTC) and other groups engaged will be the responsibility of the LAMIKA team and management. LAMIKA program also foresees cross-learning opportunities, where besides effective communication mechanisms, LAMIKA will both accept seconded experts from the external stakeholders, as well second their own staff to operations of the partners on the ground (partner organizations, local authorities, etc.). Staff exchanges and thorough time-bound scope of work and / or terms of reference with specific deliverables will be mutually agreed between the parties involved. It is envisaged that LAMIKA will receive embedded support staff including Finance, Admin, Logistics and Transport. Larger and more complex needs will be accommodated by the central support services teams. The line management for the support staff embedded into LAMIKA program will be under the LAMIKA Program Manager. The involvement of TA unit is foreseen to be intense during the initial program stages, mainly due to the anticipated learning curve. This involvement will gradually drop over the life of program. These are basic principles that are 42     envisaged to govern the management structure of LAMIKA program and will be updated as need arises. 43     IX. Quality and Learning Quality and Learning of LAMIKA program will be based on the five key activities: 1. Monitoring and GIS  and     Evaluation database   2. Information and Reporting 3. Knowledge Management and Organization Knowledge   Learning Management   &   4. GIS and Database OrganizaDona l  Learning   5. Accountability to beneficiaries Each of these components are described below: Accountability   to   Beneficiaries   Monitoring   and   EvaluaDon   Q&L   InformaDon  &   ReporDng   Monitoring & Evaluation The program monitoring will be guided by the basic principal of providing “right Information23 to right people24 at right time25” to facilitate right decisions. The monitoring system will be based on information needs of various implementers beginning from field workers (i.e. volunteers, field officer, field coordinators, etc.) to program managers. The information needs will be determined in a participatory way. The monitoring will be focused on quantity as well as quality, and outputs as well as outcomes. All effort will be made to include relevant quality indicators within the M&E framework of the LAMIKA project. A regular review of these indicators will be planned with QPRs, various job aids (templates, guidelines, checklist etc.) will be developed to ensure adequate monitoring for quality program implementation. Program Review Program Review refers to a process undertaken by various levels of HAP management (including technical advisor) to help determine if we are doing the right thing and doing the right thing well. Program review falls somewhere between monitoring activities and a full evaluation – that is, it is slightly more than a monitoring visit but slightly less than an evaluation. The purpose of program review is to ensure that ARC activities in the field are being implemented for the maximum benefit of the people we are trying to serve. Program Review as described herein augments on-going monitoring activities as well as feedback loops implemented by project teams                                                                                                                         23  Relevant  and  reliable  information  presented  in  the  best  format  and  the  right  amount  of  detail    Deliver  this  information  to  the  appropriate  individuals,  or  groups,  or  devices   25  On  a  timely  basis,  and  as  and  when  the  users  need  this  information   24 44     and others in the country delegation. In theory, all projects have been developed using participative methodologies that rely heavily on beneficiary input. For various reasons, during the life of the project, goals and objectives may not be met and changes may need to be made to ensure quality and timeliness. Program reviews are expected to result in changes to projects that require remedy— activities, training methodologies, curricula, staffing, geographic areas, budgets, partnership issues. Program review will be organized every six – nine months. The details guideline for program review will be adapted from TRP during first six month of program implementations. Evaluation The evaluation plan will consist of following activities 1. Baseline-endline household level survey 2. Mid-term review 3. Final evaluation Baseline-endline survey: Baseline and endline survey will be designed to collect outcome indicators as per program log frame. The survey will be designed as per program implementation strategy (Objective 1,2 & 3 in Bailergeau, Campeche and Objective 2 & 3 in Abitasyon Severe & Autres, Croix Despres, Kay Alfred, Miron, St. Gerard & Sicot). The survey will be designed in a comprehensive and integrated manner so that information needed by all technical areas (e.g. Health, DRR, WatSan, Livelihood, Shelter, etc.) can be captured in one survey. The information need will be determined by the program frame work and all efforts will be made in order to balance the information needs and data collection. The baseline survey will be planned after the completion of participatory assessments and, the preliminary results will be available in the first quarter of program implementation. The baseline survey will serve not only to aid in the final evaluation, but also provides essential findings to guide project implementation. The end-line will be conducted in the second last quarter of program implementation in order to have results for final evaluation, which will be done in last quarter of the program. Mid-term review An external mid-term review (qualitative) will be conducted at the middle of the project (at 18th month of program implementation). Humanitarian evaluation criteria and principles relevance/appropriateness, effectiveness/quality, coverage, coherence, impact, sustainability, beneficiary participation, beneficiary satisfaction) will be used for mid-term review. Specific review questions and ToR will be developed for Mid-term review. Final evaluation The evaluation of the LAMIKA program will be done by a team of independent evaluators. The evaluations will use a mix of qualitative and quantitative methods. Humanitarian evaluation criteria 45     and principles (relevance/appropriateness, efficiency, effectiveness/quality, coverage, coherence, impact, sustainability, beneficiary participation, and beneficiary satisfaction) will be used for project evaluation. Participatory Monitoring and Evaluation The M&E system will be designed using participatory processes that involve all beneficiaries. Stakeholders at various levels will engage in monitoring or evaluating a particular project, or program, share control over the content, the process and the results of the M&E activity and will engage in taking or identifying corrective actions. Participation offers new ways of assessing and learning from change that is more inclusive, and more responsive to the needs and aspirations of those most directly affected. PM&E is geared towards not only measuring the effectiveness of a project, but also towards building ownership and empowering beneficiaries; building accountability and transparency, and taking corrective actions to improve performance and outcomes. PM&E differs from more conventional approaches in that it seeks to engage key project stakeholders more actively in reflecting and assessing the progress of their project, in particular the achievement of results. The PM&E will be structured around the following principles26: • primary stakeholders are active participants – not just sources of information • building capacity of local people to analyze, reflect and take action • joint learning of stakeholders at various levels • catalyzes commitment to taking corrective actions Photo Voice Photo voice project is the use of participatory photography as a tool for, participatory assessment, communication, self-expression, advocacy and beneficiary accountability. Photo voice has been used to build skills within marginalized communities using innovative participatory photography and, digital storytelling methods so that they have the opportunity to represent themselves and create tools for advocacy, communication and participatory assessment to achieve positive social change27. Local communities in Carrefour Feuilles have identified 10 teenagers from the 13 communes whose homes are undergoing repair under the PADF project. They will work with a local photographer to train them on the use of cameras, what to include/exclude from their photographs, provide materials, responsible practice resources and forums for discussion with the participants on progress. Similar things will also be carried out in LAMIKA program                                                                                                                         26 27  http://go.worldbank.org/G966Z73P30    http://www.photovoice.org/   46     Information and Reporting A good reporting system should communicate accurate, adequate and easy-to-digest information that meets an organization’s information needs28 (internal and external communication needs). Reporting will occur either monthly and/or quarterly, based on the stage of the program and the nature of the data to be disseminated. Reports will contain information that is both quantitative and qualitative gathered through monitoring and evaluation, it keeps both internal and external audiences informed of the program, as well as progress analysis. Due to the many layers and complexity of the integrated program, proper planning and creation of a functioning reporting system will be required for effective program management, that is sufficient to the information needs of all levels of management. Clear communication in the form of reports can be a way to ensure that pertinent information is shared among staff and that key people in management stay informed on critical developments and program needs. Information and reporting roles and responsibilities will be defined in the first quarter of the program launch. Possible responsibilities of reporting staff at HQ and reporting delegates are outlined in the chart below: FIELD - BASED HQ-BASED Support and assist program staff in Ensure reports are submitted to HQ in a understanding and correctly completing timely manner reports. Ensure that reports are submitted to HQ and Review reports as they come in for accuracy other stakeholders in a timely manner. and red flags Review reports as they come in for accuracy Help reporting delegates and field staff and red flags. understand and correctly complete reports Serve as the reporting point of contact for the Update and evaluate reporting formats and HNS, the IFRC and other in-country systems; streamline or create new systems Movement partners. when needed Help develop field office information Share good reporting tools or models with management systems (e.g. organizing shared country offices or regions and facilitate crossdrives) and information products used in the learning across regions. field (e.g. factsheets, leaflets, presentations, speeches, beneficiary and success stories). Manage official project documentation and Maintain accurate and up-to-date tracking of assist with version control. basic data about programs (e.g. number of projects, total beneficiaries reached). Field ad hoc requests for information when Keep information products (e.g. factsheets, necessary. presentations, beneficiary and success stories) updated and work with C&M staff on appropriate dissemination of products. Field ad hoc requests for information about the program from other ISD units, ARC and external audiences.                                                                                                                         28  Effective  Reporting  -­‐  TRP   47     Types of reports There are three types of reports that could be used to ensure the appropriate information is gathered are met: REPORT FREQUENCY DESCRIPTION Monthly Project Report * Monthly One report that includes sector specific individual projects and the integrated neighborhood approach. Quarterly Program Report Quarterly One report Accountability Framework Annual One report Report *A monthly report is necessary during the start-up phase of the program. During normal implementation, the monthly report may not be necessary. Data Quality Audits (DQA)29 The quality of reported data is dependent on the underlying data management and reporting systems; stronger systems should produce better quality data. In other words, for good quality data to be produced by and flow through a data management system, key functional components need to be in place at all levels of the system — the points of program implementation (e.g. Number of people participated in a training program), the intermediate level(s) where the data are aggregated, the point where analysis takes place, and the management/decision-making unit at the highest level to which data are reported. The DQA tools will be designed to: 1. Verify the quality of the data, 2. Assess the system that produces that data, and 3. Develop action plans to improve both. Data quality audits will be carried out periodically for the LAMIKA program.                                                                                                                         29  USAID,  Sept  2008   48     Knowledge Management and Organization Learning Knowledge management and organizational learning will be a key priority of Q&L unit for Haiti Assistance Program (HAP) in general and LAMIKA in particular. Following activities are proposed at this stage to facilitate KM and OL. 1. All key documents produced by HAP will be organized systematically in order to facilitate easy access for field as well as headquarter staff. 2. Dissemination of evaluation internally: several evaluations were under taken by HAP in first two years and many others are planned for coming year. Systematic effort will be made to disseminate evaluation findings to all staff members. 3. Knowledge fair: sharing of learning and knowledge will be promoted by knowledge fairs, to be organized twice a year. 4. Monthly staff meetings: monthly staff meetings are regularly planned and organized in the delegation. This platform will be used for shared learning and knowledge sharing. 5. Learning visits will be organized to other urban development programs. Leaning opportunities will be associated with program M&E plan. TRP suggested various learning opportunities at different phase of project implementation and M&E events. A matrix of such opportunities is presented in Annex X. A detailed plan for knowledge management and organizational learning will be prepared within the first two quarters of program implementation. 49     GIS and Database LAMIKA will develop and use single database for all information management. Project monitoring data will be geo tagged in order to facilitate GIS based analysis. Possibilities will be explored to use PDAs or other mobile device for data collection during regular monitoring. GIS consultancy planned under phase 1 of LAMIKA project will build a platform for the data base. The GIS consultant will support in hiring and training for GIS and database Manager and GIS officer (both national level position). If needed in future short terms consultants will be hired for database development and maintenance. The database will be developed in the first two quarters of program implementation along with development of management information system. The database will help generate monthly, quarterly and other required reports automatically. The information will be stored at the lowest level of data collection unit and it will ensure that all disaggregated information is available when needed. 50     X. Accountability to beneficiaries The Accountability to Beneficiaries frame work will be developed during phase 1 of LAMIKA program. The accountability to beneficiaries’ framework will include recommendations and lesson learned from TRP. The framework will determine minimum standards corresponding to each of the four dimensions of accountability to beneficiaries. The following minimum standards will be considered: i. Transparency: LAMIKA program will provide beneficiaries with timely and accurate information regarding program activities that affect them. Information will include project description, beneficiary criteria, project budget and timeline, guidance on feedback and response mechanism. ii. Participation: LAMIKA program will involve beneficiaries in the projects that affect them; this could include involving beneficiaries in assessment, developing community action plan, implementation, monitoring and evaluation. Beneficiary input will feed into project decision making. Participation will start at the beginning to clarify the roles, parameters and the scope of the beneficiaries’ decision making. Field staff will be trained on effective beneficiary participation techniques. iii. Monitoring and Evaluation: LAMIKA program will seek different ways to involve beneficiaries in project monitoring and evaluation. Tools and techniques will be adapted to ensure adequate beneficiaries participation in Monitoring and Evaluation. Evaluations will seek the views of a diverse group of beneficiaries and the results of reviews and evaluations will be shared30 with beneficiaries in the appropriate language, using culturally appropriate forums. Whenever possible and relevant, projects will find ways for beneficiaries to conduct their own monitoring and include beneficiaries on evaluation team. iv. Feedback and Response Mechanisms: A proper beneficiary feedback mechanism will be established for reporting and responding to feedbacks. Clear guidance will be provided to beneficiaries on the process for providing feedback, the types of feedback and complaints accepted and, the follow up process and mechanisms for ensuring confidentiality and non-retaliation. The community mobilization department will be working with communication and participation whereas the Q&L department will be taking lead in monitoring and evaluation and feedback and response mechanisms.                                                                                                                         30  Subject  to  American  Red  Cross’s  evaluation  dissemination  policy   51     M&E staff in LAMIKA program To support program M&E and GIS activities one Monitoring and Evaluation officer and one GIS officer will be part of LAMIKA program working and supporting directly the LAMIKA program with technical input form Q&L department. Two data entry officers will also be recruited to manage the program data base as well as timely data entry in program management information system. Quality and Learning Organogram Q&L unit is re structured to provide effective support to LAMIKA program. The organogram presented below will be able to support all proposed activities. Country   Representa.ve   Q&L  Delegate   Q&L  Assistant   Delegate  M&E   Manager  M&E   M&E  officer   Manager  Q&L   Info  &  Repor.ng   Delegate   Acountability  to   Beneficiary   Manager   ReporDng   Assistant   GIS  and  Data   base  manger   Data  Base  officer   KM  Manager   GIS  officer   3  Delegates,  10  National  Staff 52     XI. ARC and Partner Roles and Responsibilities Haitian Red Cross National Society (HRCNS): The HRCNS will validate, coordinate and collaborate on the strategic direction of the Integrated Neighborhood Reconstruction and Recovery Program. Sector counterparts will participate in the design and development of interventions and support the building of relationships with the participating communities. They will support the development of the assessment process - reviewing assessment tools and rationale as well as participating in the implementation of the assessments. HRCN will also liaise with government of Haiti, local institutions and target beneficiaries building on existing good relationships in the neighborhoods and facilitating the preparation and assessment phase of the Integrated Neighborhood Reconstruction and Recovery Program. Community Based Organizations (CBO): CBOs will play a key role in the overall design and plans of the program. They will validate, coordinate and collaborate on strategic direction of the Integrated Neighborhood Reconstruction and Recovery Program. CBOs will liaise with other CBOs within Carrefour Feuilles and their respective communities. They will also participate in community mobilization, participatory assessments and public information campaigns for the ARC Integrated Neighborhood Reconstruction and Recovery Program. Community Members: The Integrated Neighborhood Reconstruction and Recovery Program emphasizes community-based, participatory and owner-driven approaches throughout each program. As such, community members will be key partners in the assessment, planning and implementation of the Integrated Neighborhood Reconstruction and Recovery Program. Government of Haiti (GoH): Local authorities at the ASEC and CASEC level in the area will be key partners in the Integrated Neighborhood Reconstruction and Recovery Program. They will participate in and support the preparation and assessment phase of the program as well as the design and implementation phase. They will work with HRCNS, ARC staff and CBOs to mobilize and engage the community during the assessments and support the mitigation and help resolve any conflicts that may arise. The engagement of the Mayor’s office and other key government bodies will be sought during the assessment and planning phase coordinating planning with overall communal and national planning. Additional key government agencies including DINEPA, Ministry of Health, MPTPC, Social Ministry, DPC, CIAT, will be engaged and support the planning and assessment phase. Humanitarian and Development Actors (NGOs, IOs, UN, etc.): Coordinating and collaborating with humanitarian actors active in Carrefour Feuilles will be important to compliment work already ongoing and better inform both the preparation and assessment phase as well as improve implementation. If needed, a partner organization to conduct enumeration in Carrefour Feuilles will be identified and selected. 53     XII. Security Carrefour Feuilles is generally a secure area with some exceptions in localities within Martissant (8th Sectional Commune). All preparation and assessment activities are done in conjunction with HRCNS and local partners including community leaders and local authorities and will be coordinated with the Security Delegate. Close cooperation with HRCNS, local community leaders and local authorities will keep the teams updated on any localized tensions or concerns. Field teams will be updated daily before heading to the field on any special security concerns in the area. ARC will maintain standard security protocols with each field team have communications means (radio and/or cell phones) and a Red Cross vehicle on site to aid in evacuation if needed. All field teams undergo security training as part of their overall training before engaging in field work as well as beneficiary communication training to build their capacity to interact well with the community members. HRCNS counterparts, community leaders and local authorities are trained in conflict resolution to help facilitate any issues that may arise related to the assessments and the preparation work undertaken by the team. While the multitude of assessments that will be undertaken in the area during Phase I will assuredly raise expectations within the community of upcoming support, potential problems will be mitigated by clear beneficiary communication messaging that will be reinforced by community leaders and local authorities. The beneficiary communication strategy and methods as well as complaint handling and accountability mechanisms will be finalized and harmonized with the Transitional Team of the President, IHRC and other key stakeholders, including IFRC and HRCNS. The sectors will also direct existing programming to the area to provide immediate support where needed (i.e. cholera and other health training, small scale mitigation projects, etc.)31. This type of programming would be funded under existing budgets. In addition, PADF will begin yellow house repair in the area with ARC funding which will provide additional concrete support to the neighborhood. The combination of solid relationships with local authorities and community leaders, strong community participation and beneficiary communication as well as concrete activities benefiting the neighborhood as a whole will support the mitigation of any tensions arising from the preparation and assessment work undertaken by the teams. Security and safety for all employees and beneficiaries is a top priority for ARC and its security manuals describe international security policies and procedures. Country specific security plans include, but are not limited to, a security threat assessment, mitigation measures, contingency plans, standard operating procedures, vehicle safety/travel procedures, primary and redundant communication procedures, medical treatment, emergency medical evacuation plans, and relocation/evacuation procedures. Security policies and protocols are coordinated with Federation Security Officers stationed in the field and in Geneva. ARC’s Senior Security Advisor continuously monitors the situation in Haiti and recommends adjustments to security protocols. Additionally, the Haiti Security Delegate will provide assistance in monitoring the security situation in the country.                                                                                                                           54