World Vision Earthquake response in Haiti
World Vision raised US$229.1 million globally for its earthquake response programming
and has spent $219.1 million on the response efforts in Haiti, and $11.7 million on
fundraising and administration.

World Vision Response for Corail
World Vision’s overall budget for Corail totaled more than $7 million. It
included
Transitional shelters ($4,500 each): $5,341,500
Corail school construction: $950,000
School operation: $240,000
Community spaces (6): $165,540
Community vocational training center: $100,000
Keyhole gardens: $40,000
Savings groups: $10,000
Economic Recovery: $250,000
(Vocational training, new business
Start-ups, agriculture training)
World Vision (WV) and Corail.
Corail Background:
Following the January 12th earthquake, over one million people were displaced into the
many crowded informal settlements across Port au Prince. The oncoming rainy season
in Haiti poses imminent risks including flashfloods, landslides and exposure to
waterborne diseases. Corail Cesselesse, in Port au Prince’s outer suburbs, was chosen
by the Government of Haiti as one of two sites for relocating around 7,500 of these
internally displaced persons (IDPs). The 7,500 hectares contain four smaller sections
that will each be settled as transitional (“T”) shelters are constructed to house
approximately 20,000 IDPs.
The Relocation Process
Starting on April 10, 2010, through a massive multi-agency effort, 1,310 families from
the Petionville Golf Club were moved to Corail in just 17 days. Of the 50,000 residing at
the Golf Club, around 7,500 families were identified as being in danger, made aware of
the risk, and given options to voluntarily relocate. Residents could return to their homes
or seek housing with host communities. If these two choices were not possible, the
households could resettle to T shelters at Corail. [1] With the urgent need to move the
most vulnerable IDPs to section four of Corail, the movement began instead with tents
[1][1]

 provided by World Vision and Oxfam. The intention is that tents provide instant and
temporary shelter to those relocated until T shelters at section three can be completed
to offer safer shelter
: WV worked in one of the sectors in the Corail camp. At that time there were many
NGOs present and each had differing interventions that complemented each other.
WV's work focused on transitional shelters and construction of a school. WV was very
careful to not over-promise what can be done to the beneficiaries. At that time, there
was a lot of uncertainty about how long the camp in Corail would last, so the transitional
shelters were designed in a way that they could be taken apart, relocated, and reerected if there came a need to do so.
WV constructed one school with funding from WV Germany and we were working with
the government to nationalize the school that was constructed, but by the time of project
end and transition, the school was handed over to the mayor for them to continue the
process. We are not sure which school or camp sector the correspondent is referring to,
so aren't sure if it's related to the school built by WV.
This was a difficult project to start with, but we saw the need, and it was our
commitment to the poor and particularly children that drew us to the Corail resettlement
project. We were proud of all our work done there but we were most particularly proud
of:
· The team approach: working with the Government, International and Local
organizations to make a difference in the lives of those affected by the earthquake.
· Perseverance: The team persevered through all the obstacles (and there were many)
but the collective perseverance paid off.
· New beginnings: Corail was not just a place where we built shelters, but where we
worked together with other organizations to facilitate livelihoods to help affected people
restart their lives. Apart from T-shelters we also provided projects on economic
recovery and livelihoods, vocational training, education, child protection, humanitarian
protection, health services, hygiene and sanitation, and local infrastructure.
· Stable structures: The new infrastructure, T-shelters, School Building, the
Community Spaces, were built to resist earthquakes and hurricane. Not a single
Shelter was destroyed or damaged during the recent storms (Hurricane Sandy and
Tropical Storm Isaac)
Secondly, it must be remembered that the beneficiaries at Corail were not a socially knit
community, but were strangers coming from different parts of the city. This resulted in a
lack of social cohesion working together for the common benefit. It took a very long time
to facilitate this process and get them working as a community.
From what we can see: The communities are organized to work together and make
collective decisions, The families have a home and are protected, the children go to
school, the youth have been given new skills to contribute economically, the hygiene
and sanitation education appears to be working, they are able to organize the supply of

 water for drinking and household needs, the environment around the camp is clean,
many families have built small gardens around their homes, and new traders have
established shops (food stalls, water kiosks, general provision stores, children's
nurseries, repair shops, etc.). These are indicators of a functioning economy. The
indicator of success for us comes from looking at where the families were at the
beginning of the earthquake and where they are now. Yes, a lot more needs to be
done, but resources are drying up and there are still a few gaps that need to be filled.
Most of the major donors have moved out but the camp in Corail is still surviving and
surviving well. To us this is definitely a success.
Every household have signed MOU's that they would not rent or sell the house. We
have handed over all the infrastructure to the households and the local government.
IOM, along with the local government, is still managing and has general oversight of
the camp. World Vision has light oversight and investment interest but no legal
framework to force or evict families. This can be done only by the local government (the
Municipality of Croix-des-Bouquets). We estimate that there are only a very few cases
where this (renting or selling) has happened, the Mayors Office has been made aware
of this and we are not aware of any action, legal or otherwise that is being considered
by them.
Emergency situations are complicated and differ from one to another even in the same
country. Yes, we do take pointers from lessons learnt, use sphere standards, and
engage in humanitarian and child protection activities. We did not have the benefit of
hindsight. Things evolve on a daily basis, when one problem has been resolved
another one comes up, there are no crystal balls to look into the future. It was definitely
worth it, we are here because things are difficult and we take pride in doing a difficult job
well.