Crisis and post-crisis response to Earthquake HTI101 ... · SECRETARIAT - 150 route de Ferney, P.O....

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www.actalliance.org

Appeal

Haiti

Crisis and post-crisis response to Earthquake – HTI101 Revision 2 Appeal Target: US$ 27,175,768 Balance requested: US$ 3,551,901

Geneva, 28 July 2011

The strongest earthquake in Haiti in more than 200 years, of magnitude 7.0 struck Haiti on January 12, 2010 at 16h53, with the epicenter located 15 km south-west of the capital Port-au-Prince. The nearby cities of Carrefour and Jacmel, as well as other areas to the west and south of Port-au-Prince, were also affected. It left 222,570 people killed and the number of injured estimated at 200,000 people. More than 1.2 million people sought refuge in temporary settlements and 467,701 people have left Port-au-Prince for other departments. More than 500,000 people remain in camps at present date. An estimated 225,000 residences were destroyed as well as countless commercial and public buildings1. Since the earthquake hit parts of Haiti on January 12, the ACT Alliance has assisted more than 400,000 people. People have been provided with water, sanitation, shelter, regular food supplies/meals, and relief items such as cash, family kits or hygiene sets. Medical assistance and supplies to health clinics have also been part of the intervention. Location for the ACT members’ response include the wider Port au Prince area, Leogane, Gressier, Carrefour, Petit and Grand Goave, Lascahobas and the border area, Jacmel and Bainet, Petit and Grand Goave and Les Cayes. With almost one third of the Haitian population directly or indirectly affected, the Haiti earthquake represented a significant disaster that required a large-scale multi-sectoral international humanitarian response. As such, it was a test-case for a large scale humanitarian response from ACT members. A preliminary appeal was issued on 23 January 2010 and the full appeal was issued on 19 February 2010 with projects from Christian Aid (CA), Christian Reformed World Relief Committee (CRWRC), Church World

1 Wikipedia

Haiti Earthquake 2010 2 HTI101 Revision 2

Service (CWS), Diakonie Katastrophenhilfe (DKH), Lutheran World Federation (LWF) and Norwegian Church Aid (NCA). The full appeal was revised and FinnChurchAid (FCA) was included in the revised appeal issued on 30 September 2010. The members work in partnership with national organizations such as Service Chrétien d’Haiti, KORAL, GRAMIR, VETERIMED, Réseau National de Défense des Droits Humains (RNDDH), KROS, Viva Rio, MISSEH and MOFECS. In total, about 40 local organizations have been involved with the work of ACT Alliance. Size and capacity range from nationally known organizations to local cooperatives and community based organizations. Other key ACT members such as Church of Sweden (CoS), Lutheran World Relief (LWR), Interchurch Organization for Development Cooperation (ICCO) & Kerk in Actie, International Orthodox Church Charities (IOCC) and DanChurchAid have contributed with staff and resources to support the work of ACT members in Haiti for this emergency. The Dominican Churches’ Social Services (SSID) supported the response with logistics in Dominican Republic (DR) and Haiti. The Haiti appeal is now revised as further assessments had been done resulting in revised figures for various activities covered by the projects. The cholera outbreak in October 2010 affected the original planning and some slight changes in collaborative arrangements were made between some ACT members in the effort to address recovery conditions and resumption of normalcy in Haiti. As a consequence, four of the requesting members have asked for extension, revision and amendment of their respective component in the revised appeal issued on 30 September 2010. The Communicator/Advocacy Advisor position terminated on 31 December 2010 while the position of Coordinator will be extended until end October 2011 and the position of Security Advisor until end December 2011. The budget and timing for the external evaluation has been adjusted to the new conditions. Summary of the objectives covered in this revised appeal CWS with Service Chrétien d’Haiti supports people with disabilities affected by the earthquake in Port-au-Prince. CWS main objective of the revision is allow CWS to continue the “People with Disabilities” (PWD) component by maintaining the psycho-social support activities and to enrol an additional 50 people with disabilities in the livelihoods program. CWS had some unused funds in the finalized "Logistical Support" component, and in other line items, so they have moved these funds to cover these additional 50 people. DKH has been treating injured people and working on prevention of diseases, distribution of shelter materials including tents and non-food items, public toilet blocks and public shower blocks and the rehabilitation of houses and schools in Jacmel and Beinet. The objective of the revision is to allow DKH to integrate additional activities complementing aspects of the already achieved post-earthquake response and at the same time giving a concrete and urgent response to the current crisis due to the cholera outbreak. FCA is targeting the reconstruction of schools in Leogane and in Grand Goave, which will also provide safe shelter for the surrounding communities. Work has in fact begun in the beginning of 2011, due to the delays caused by the need of further developing their building techniques in combination with delays caused by the political unrest, the outbreak of cholera and the damage caused by hurricane Tomas in the area of implementation. As a result of these delays the scope of their proposal has been scaled down to include 4 schools (instead of the original 5 envisioned). The pilot project has also revealed that the construction times are longer in Haiti than originally calculated, due to the limited capacity of local construction companies and various logistical challenges (poor road conditions, rains, challenging customs procedures and political unrest) that cause delays. LWF Haiti is working in the urban Petion-ville area of Port-au-Prince and has provided short term relief supplies such as NFIs (jerry cans, plastic sheeting, hygiene kits, kitchen sets and, blankets), food distribution, latrine and WASH facilities and water supplies. In the rural communes of Gressier, Leogane, Grand Goave


and Petit Goave LWF is providing immediate relief as above, and longer term recovery support in addition to transitional shelter support and, in partnership with FCA and the Episcopal Church, emergency and semi-permanent schools. LWF’s revision until end of December 2011 is to continue some of the activities, especially Shelter and Livelihood that cannot be fully achieved due to various external factors and delays (customs, land unavailability, security) witnessed during the implementation. Some of the supporting sectors, such as Disaster Risk Reduction (DRR), Psychosocial (PS) and Rights Based Approach (RBA) are as well modified to be incorporated as cross-cutting issues to address the needs of the day. Some of the work is an accompaniment of the return of the IDPs to their places of origin and/or rental houses as well as ensuring smooth transition to early recovery in the areas of intervention. A great number of members support the appeal either directly with funds and staff secondments and/or they assist the affected population through activities outside this appeal. Period of Extension & Completion Date: Requesting member Extension Completion date Church World Service (CWS) 1 month 31 August 2011 Diakonie Katastrophenhilfe (DKH) 3 months 31 October 2011 FinnChurch Aid (FCA) 5 months 31 December 2011 Lutheran World Federation (LWF) 5 months 31 December 2011 Reporting as per ACT Guidelines:

Requesting Member

Completion Date

4th Interim narrative &

financial reports

Final narrative & financial reports

Audit

CWS 31 August 2011

31 October 2011 30 November

2011

DKH 31 October 2011 30 June 2011 31 December

2011 31 January 2012

FCA 31 December 2011 30 September 2011 29 February 2012 31 March 2012

LWF 31 December 2011 30 September 2011 29 February 2012 31 March 2012

Coordination 31 December 2011 31 October 2011 31 January 2012 29 February 2012

Summary of Appeal Targets, Pledges/Contributions Received and Balance Requested:

Appeal Target(s) Less: Pledges/ Contribution received

Balance Requested from the ACT Alliance

CWS 2,552,910 2,428,240 124,670

DKH 3,258,890 3,045,745 213,145

FCA 2,539,676 1,114,141 1,425,535

LWF 18,207,103 16,483,159 1,723,944

ACT Coordin. 501,189 433,432 67,757

Evaluation 116,000 116,093 -93

Unallocated 3,057 -3,057

TOTAL 27,175,768 23,623,867 3,551,901


Please kindly send your contributions to either of the following ACT bank accounts: US dollar Account Number - 240-432629.60A IBAN No: CH46 0024 0240 4326 2960A Euro

Euro Bank Account Number - 240-432629.50Z IBAN No: CH84 0024 0240 4326 2950Z

Account Name: ACT - Action by Churches Together UBS AG

8, rue du Rhône P.O. Box 2600 1211 Geneva 4, SWITZERLAND

Swift address: UBSWCHZH80A Please also inform the Chief Finance Officer Jean-Daniel Birmele ([email protected]) and the Regional Programme Officer, Carlos Rauda ([email protected]) of all pledges/contributions and transfers, including funds sent direct to the implementers. We would appreciate being informed of any intent to submit applications for EU, USAID and/or other back donor funding and the subsequent results. We thank you in advance for your kind cooperation. For further information please contact:

ACT Regional Program Officer, Carlos Rauda (phone +41 22 791 6420 or mobile phone +41 79 608 8133) or ACT Deputy General Secretary, Rebecca Larson (phone +41 22 791 6069 or mobile phone +41 79 376 1711) Rebecca Larson Deputy General Secretary ACT Alliance Secretariat

mailto:[email protected]

mailto:[email protected]


Table of Content 1. Presentation of ACT requesting members’ projects and budgets related to the HTI101 Rev2 Appeal...6 CWS----------------------------------------------------------------------------------------------------------------6 DKH---------------------------------------------------------------------------------------------------------------22 FCA---------------------------------------------------------------------------------------------------------------31 LWF---------------------------------------------------------------------------------------------------------------53 2. Coordination of the ACT Response ………………………………………………………………………….78 3. ACT Evaluation of the HTI101 appeal………………………………………………………………………..84


1. Presentation of ACT requesting members’ projects and budgets related to the HTI101 Rev2 Appeal

Church World Service (CWS) I. REQUESTING ACT MEMBER INFORMATION Church World Service (CWS), founded in 1946, is the global relief, development, and refugee assistance ministry of 36 Protestant, Orthodox and Anglican denominations in the United States. Working in partnership with indigenous organizations in approximately 50 countries around the world, CWS supports sustainable self-help development, meets emergency needs, aids refugees, and strives to address the root causes of poverty and powerlessness. Please see (http://www.churchworldservice.org) for more information. In Latin America/Caribbean, CWS’ work has been focused on food security/nutrition, programs serving at-risk children, and programs serving indigenous peoples. Major programs are in South America, Haiti, Dominican Republic, Guatemala, Nicaragua and Honduras. In Haiti and the Dominican Republic, CWS has worked closely with local partners and ACT members in all past emergencies (TS Jeanne, 2008 hurricane season), providing both material resources and financial aid. At the time of the JAN12 earthquake, CWS had pre-positioned material resources in the Santo Domingo warehouse of Servicio Social de Iglesias Dominicanas (SSID). These items were used beginning on January 13th, 2010, when SSID conducted its first relief operation in Haitian. CWS and SSID are assisting ACT Alliance members in the coordination of communications, logistics, transportation of material resources and transportation of personnel. II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION CWS works with two implementing partners to provide the services supported through the ACT Appeal, Service Chretien d´Haiti (SCH) for the People with Disabilities Program (PWD) and Servicio Social de Iglesias Dominicanas (SSID) for the Logistical Support to Haiti component. Both of these agencies have previously been part of the ACT International family and have participated in previous ACT-funded relief efforts. SSID became an ACT Alliance member after the Haiti earthquake, and SCH is in the process of applying for membership. Founded in 1954, SCH has a long history in development and relief work in rural Haiti. Since 2007, SCH has worked in partnership with the Ecumenical Disabilities Advocates Network /Cuban Council of Churches to raise awareness and provide services to people with disabilities and their families in Port-Au-Prince and surrounding areas. The work is done in coordination with the Government of Haiti Secretary of State for the Inclusion of Disabled People (GoH-SSIDP). Since the day of the earthquake, SSID has demonstrated a formidable logistical and operational capacity. SSID launched a plan of rapid response to provide relief during the emergency phase of the disaster, and delivered its first shipment of relief supplies within 24 hours of the earthquake. In the first weeks of the disaster, SSID identified seven key areas in which they worked. These seven key areas were: securing operational space, securing storage space, equipping field hospitals, organizing logistical support for groups working in Haiti and Port-au-Prince, coordinating emergency rescues, creating channels of distribution for food and supplies, and facilitating transportation for those wanting to leave Port-au-Prince for other Haitian cities and towns. At the same time, immediately after the earthquake, SSID began to provide logistical support to ACT Alliance members.

http://www.churchworldservice.org/


III. DESCRIPTION of the SITUATION in the AREA of PROPOSED RESPONSE Current situation in the areas of proposed response People with Disabilities (PWD). Services for people with disabilities were already limited and poorly-resources before the earthquake. Now, services have collapsed as key facilities have been totally or partially destroyed (e.g. Secretary of State for the Inclusion of Disabled People, St.Vincens School for the Disabled, as well as many Haitian NGOs devoted to people with disabilities issues). PWDs have great difficulty to access emergency aid, such as food, water and shelter. In addition, most disabled people lack the physical capacity to participate in the “cash for work” programs that many agencies are using to provide income to families. Finally, while all who survived the earthquake face stress reactions such as feelings of powerlessness, lack of control and terror, for many PWDs these challenges are even greater. Many suffered from these feelings before the earthquake, and it is compounded by the great stress of change (for example, a blind individual trying adjust to living in a tent city instead of her old home). Of particular concern are those who became disabled due to the earthquake. CWS has maintained regular contact with GoH´s Secretary of State for the Inclusion of Disabled People since two days after the earthquake.

Impact on human lives in the area of proposed response People with Disabilities. Between Jan 26 and Jan 31, an initial assessment of people with disabilities was conducted by SCH (probably the first PWD-specific assessment conducted in post-EQ PAP). The assessment was done by eleven volunteer monitors, who had been working with PWDs before the earthquake. 531 persons with disabilities were interviewed, including some people who became disabled due to the earthquake. The main findings were that the vast majority of those interviewed were living in the streets or camps and that the most urgent needs reported were food, water, shelter, medical attention and psychosocial support. In the later months of the earthquake, the longer-term needs of PWD emerged. Surveys of those served in the SCH program indicated that 63% of people with disabilities were living in tent cities or were otherwise homeless. While 38% had some economic activity before the earthquake, now only 5% had any.

Description of the damages in the area of proposed response People with Disabilities. Other proposals will have identified the damages in these areas and UNDAC assessments are available. Specific to this population is that 80% or more of the hospitals, rehabilitation centers, schools and other institutions that serve the PWD population suffered severe to moderate damage. All schools that serve this population have been closed and the vast majority of families with a member with a disability lost their homes and –in many cases- their sources of income. Security situation in the area of proposed response People with Disabilities. In Port-au-Prince there are security issues related to political demonstrations, street crime and other concerns. These have not caused any problems for the implementation of this program, nor are they expected to. There are security concerns for those doing large scale distributions which are not planned for this component. Location for your proposed response People with Disabilities. The program will take place in the greater Port-au-Prince area, which is composed of six municipalities: Port-au-Prince, Petion-Ville, Delmas, Tabarre, Cité Soleil and Croix d’Bouquet. A dedicated team of monitors have been working there for the past three years, in


coordination with local pastors and community leaders. These are major transportation hubs and PWDs have better access to these areas than in the more outlying rural areas. IV. TARGETED BENEFICIARIES People with Disabilities:

2,500 people with disabilities living in the six targeted areas will be surveyed and receive information on available services in their area. (13,250 beneficiaries total with family members)

From these, 1,200 people with disabilities (600 per semester) will be admitted to the case management program. (6,360 beneficiaries total with family members) Admitted beneficiaries will receive cash assistance support ($75 USD per month for 6 months) to cover basic needs.

From these, 120 PWDs will receive counseling and other psycho-social support from a social worker to address issues of trauma and adjustment.

450 PWDs and/or a family member with a trade who lost the tools or working capital because of the EQ will receive working capital to re-start economic activities. (1,590 beneficiaries total with family members) This component will benefit some of the 1,200 cases under case management but also other PWDs, as this component will receive applicants referred by ACT, GoH and colleague INGOs.

Note: The number of beneficiaries total is based on an average household size of 5.3. This is the average household size of the 531 cases of PWDs interviewed during the initial assessment survey conducted by CWS/SCH on January 26-31. Criteria for the selection of cases: The 2,500 PWDs to be registered will be identified by monitors during daily field visits, and the information will be registered in forms prepared with input from the GoH-SSIDP and the United Nations Disability-subcluster. From the 2,500 PWDs registered, the most vulnerable 1,200 will be admitted to the case management program. The selection of beneficiaries will be made by the Selection Committee composed of staff of SCH, CWS and GoH-SSIDP. The committee will be guided by the humanitarian charter and ACT Code of Conduct. The majority of the committee are Haitians, and 40% are women. The determination of most vulnerable cases is based on the following indicators of vulnerability:

1. person has multiple disabilities 2. more than one disabled in the household 3. head of household is single parent 4. pregnant women in the household 5. child under five in the household 6. head of household is disabled 7. disabled is elderly

Written admission criteria will be prepared and monitors will be trained in their use. The monitors will make recommendations but will not make the decision to admit beneficiaries to the program. From these 1,200 beneficiaries, the most-needy 120 (10% of total) will receive counseling from a social worker. This will include those who became disabled due to the earthquake, and others who face extreme adjustment issues, such as recently-widowed individuals and others who lost great numbers of family members. Program monitors, who visit the beneficiaries every month and assess their situation, will identify people who would benefit from counseling. The social worker will train monitors on how to recognize those with such needs and will also maintain weekly contact with monitors to obtain referrals. Individuals will be referred to the social worker for counseling by the monitors and other agency staff, and participation will be voluntary on the part of the beneficiaries.


The 450 beneficiaries of the Economic Recovery assistance will be determined by CWS/SCH, who will disseminate written information beforehand about the criteria and type of assistance among ACT members, GoH-SSIDP and colleague INGOs. CWS/SCH is already working with Handicap International and Christian Blind Mission, so referrals are expected from these agencies. Beneficiaries could be a PWD or a family member of a PWD who supports that PWD with their economic activity. The basic admission criteria for this component will be that beneficiaries had a trade/livelihood before the EQ, they lost they tools or working capital as a result of the EQ, and they are in a position to resume their trade immediately once they replace their tools. In all cases, special consideration will be given to women-headed households and households that have received displaced people (e.g. extended family members). V. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION

Support people with disabilities and their families in PAP and surrounding areas. The goal is to improve people with disabilities' access to services such as economic recovery, rehabilitation, shelter, health, education and spiritual/psychosocial support available and/or created as a result of the earthquake, and to provide emergency financial support. Objectives 1. Provide at least 2,500 PWDs with information about services available such as necessary medical

supplies/equipment, rehabilitation services, food aid, psychosocial support, shelter, and jobs. In addition, register these 2,500 into the GoH-SSIDP database.

2. Provide 1,200 PWDs with case management and cash assistance. 3. Provide 120 PWDs with trauma counselling. 4. Provide 450 PWDs and/or a family member with tools or working capital needed to ensure quick

economic recovery. 5. Strengthen local capacity to serve and include PWDs during the present emergency

rehabilitation/recovery phases and mitigate effects of future disasters on PWDs and local organizations that serve them.

6. Facilitate transportation, storage and distribution of donated materials and equipment for PWDs. These objectives have been revised since the initial ACT Appeal, in response to the needs expressed by people with disabilities and those observed by program staff. The provision of trauma therapy has been added, as staff observed the great need for such services. The monthly cash assistance has been increased from $65 to $75 based on the increased need. Finally, the number of families to receive tools has been increased from 300 to 400 based on tremendous interest in this aspect from program beneficiaries. Implementation methodology OBJECTIVE 1: Provide at least 2,500 PWDs with information about services available such as necessary medical supplies/equipment, rehabilitation services, food aid, psychosocial support, shelter, and jobs. In addition, register these 2,500 into the GoH-SSIDP database Having an accurate representation of the PWD population (both disabled before and by the EQ) and their needs is critical to make them visible and ensure their needs are taken into consideration by GoH, UN system and relief/rehabilitation agencies. Under the supervision of the Project Manager who trained them, monitors will conduct outreach into an assigned commune of Port-au to locate and visit PWDs, whether they are in a home or tent city. Three monitors will be assigned to each of the six municipalities of Port au Prince, for a total of 18 monitors. Once contact is made, the monitors will collect information on the person with disability and the household by completing registration


forms. These forms include a census-type registration form utilized by the GoH-SSIDP, a form specific to the PWD program, and a checklist with the seven characteristics of most-vulnerable cases. These forms were developed with input from the GoH-SSIDP and the UN PWD-sub cluster. The completed GoH forms will be sent periodically to the Secretary of State for the Inclusion of Disabled People to be added to their master registry (currently being developed). Each registered household will receive information on where to go for food, shelter, psychosocial support, medicines and rehabilitation services, and other services. CWS/SCH will maintain ongoing communication with GoH and main providers of services to EQ victims and especially PWDs to ensure information disseminated by program is up-to-date. OBJECTIVE 2: Provide 1,200 PWDs with case management and cash assistance. SCH will provide case management, accompaniment, psycho-social support and cash assistance to the most-vulnerable 1,200 PWDs registered by the program. Six hundred beneficiary families will be served per semester. The selection of participants will be based on the above-listed criteria. Monitors will conduct a basic needs assessment and register the family. Then, they will provide information and referrals to appropriate services, such as disaster relief, food, shelter, education and health, both from PWD-focussed organization and mainstream service providers. In addition, beneficiaries will benefit from monthly emotional recovery/psychosocial support group meetings, led by program staff, that include art, music, or theater activities. The social worker will work with the monitors to provide case management to the most vulnerable cases. Finally, beneficiaries will receive a monthly cash assistance of $75 USD for six months. This assistance will be for basic needs and for families to try to re-establish their lives. Each volunteer monitor will receive a monthly stipend and be responsible for all project activities in his/her area of work. The monitors will receive ongoing training in areas that will allow them to improve program services. For example, the program social worker will train them on how to make effective referrals and follow up, social work principles and ethics, and helping people with trauma. In addition, training will be given on emergency preparedness and response, and issues specific to PWDs. The monitors will also receive support from the program social worker who will counsel them, as needed, in addressing their own traumatic experiences. The program will utilize eighteen monitors, who will meet with the Project Coordinator on a weekly basis. The eighteen monitors will provide services to 600 total people with beneficiaries in each of two semesters of the project. Each monitor will be assigned approximately 33 beneficiaries (18 monitors x 33 beneficiaries = 600 beneficiaries total). OBJECIVE 3: Provide 120 PWDs with trauma counselling. The program will employ a social worker who will provide counselling to PWDs who have the greatest need for such services. Counselling will focus on dealing with the traumatic event of the earthquake, previous traumatic events (such as those that may have caused one’s disability) and the trauma of living in post-EQ Haiti. These counselling sessions may be done one-on-one or in a group setting, whichever is better for the beneficiaries. The sessions may be for just the PWD, or the PWD with family members. The goal of the counselling will be to ensure that PWDs are emotionally and psychologically stable, healthy and resilient enough to move forward in their lives and reach their goals. While any of the 1,200 PWDs in the case management program may be referred to counselling, the social worker will target those who became disabled due to the earthquake. These individuals will be invited to receive counselling so that the social worker can assist them to adjust to their new situation, deal with the inevitable feelings of loss, and empower them to create a positive future.


OBJECTIVE 4: Provide 450 PWDs and/or a family member with tools of their trade needed to ensure quick economic recovery. As a result of January 12th earthquake, many tradesmen and micro-businesspeople lost their tools and/or working capital, and thus their livelihoods. This includes many PWDs and family members of PWDs who support PWDs with their economic activity. These individuals, once given access to working capital in the form of appropriate tools or other capital, can go back to work almost immediately. In fact, the need for their services is growing as reconstruction efforts are underway in PAP, and the economic marketplace is functioning again. As proven by previous CWS work in places like the post-war Balkans, going back to pre-disaster jobs and routines will help with the emotional recovery of beneficiaries and their families. The program will be managed by the Economic Recovery Logistician, who will take referrals, create a payment system, and ensure program goals are met. Based on calculations made already for different trades (carpenters, electricians, mechanical, wielders, beauty parlors), the project calculates an average amount of $515 USD per beneficiary. The program will:

be open to receive referrals from ACT Alliance members and other agencies that are working with PWDs or their families who have lost tools of their trade establish selection criteria & record keeping system provide 450 admitted beneficiaries with a minimum set of tools and/or capital they need to go back to work.

In order to ensure equal and broad access to services, the program will support the re-establishment of working capital, and not just tools. Tools are utilized by tradespeople, who are typically trained, skilled workers, and male. However, individuals with less training and skills also have small businesses in Haiti. These individuals often sell items such as phone cards, sodas, candies and food in the markets or on the streets. These kinds of economic activities are often engaged in by women and also people with disabilities. Therefore, the program will support these individuals as well, to support their small business with funds to re-establish working capital lost in the earthquake. This will include providing funds to purchase phone cards, sodas, candies, food and other such items to be used as working capital. The Economic Recovery Logistician will meet with potential beneficiaries, determine their need, and if they are selected to participate in the program, will make the payment for the needed items. The Logistician will ensure that funds are used for the intended purpose. Beneficiaries will sign a service agreement and the Logistician will follow up one month after the purchase has been made to determine how the program has helped the beneficiary re-establish economic activity. OBJECTIVE 5: Strengthen local capacity to serve and include PWDs during the present emergency its rehabilitation/recovery phases and mitigate effects of future disasters on PWDs and local organizations that serve them. Program will work to:

Raise awareness and build capacity of ACT Alliance members and others on PWDs and how they can/should be part of rehabilitation/recovery efforts. The project will provide training opportunities to ACT members, their partners, and relevant government ministries (especially the GoH-SSIDP) and six local municipalities on best practices, terminology/language and minimum standards for effective integration and protection of PWDs during rehabilitation and recovery efforts.


Support advocacy efforts in favor of the integration and inclusion of PWDs in rehabilitation and reconstruction phases. During the project duration, SCH will work with existing and to-be-created PWD advocacy networks, GoH-SSIDP, and colleague agencies for the defence and promotion of the rights of PWDs. At the end of the program implementation, SCH will hold a celebration event and press conference to highlight the programs accomplishments and to promote integration of PWD.

Strengthen the ability of GoH Secretary of State for the Inclusion of Disabled People and

Haitian NGOs working with PWDs to cope with future disasters. In the context of a MoU being discussed with the GoH, project will provide DRR and Emergency Management Training, support GoH and Haitian NGOs to develop long-term and holistic relationship with Dominican equivalents and improve services available throughout the country.

OBJECTIVE 6: Facilitate transportation, storage and distribution of donated materials and equipment for PWDs. Church World Service will continue working with ACT members and member communions in the United States to channel material resources for victims in general and for PWDs in particular. Planning assumptions, constraints and prioritisation What are the main assumptions behind the planning? For the PWD component,

1. Monitors will perform as needed 2. Government of Haiti Secretary of State for the Inclusion of Disabled People will continue

to operate 3. No new natural disaster will disrupt the work 4. Appeal will be funded

What are the outside and inside factors that inhibit implementation – eg. need of approval from

government, assuming finance is made available, etc? 1. Natural and/or human-caused crisis in Haiti 2. Lack of enough funds

What will happen if you do not receive the full funding requested – how will you prioritise? Reduce the number of beneficiaries enrolled in the PWD program. CWS is also talking to additional donors for support of other parts of the program. Implementation Timetable Submission Date: Feb 5, 2010 Program Duration (number of months):

People with Disabilities component: 18 months Proposed Start Date:

People with Disabilities component: March 1, 2010 Proposed End Date:

People with Disabilities component: August 31, 2011

The program timeline for People with Disabilities is as follows:

Time Period Activity

1st Quarter (March-May, 2010) Establish program goals, activities, services Train staff on program, code of conduct Conduct outreach to register PWD


Enrol first 600 PWD in program Start cash payments

2nd Quarter (June-August, 2010) Develop case management framework Provide training to locals, NGOs, Government Start tools for economic recovery component Continue cash payments

3rd Quarter (September-November, 2010)

Complete services for first group of 600 PWD Conduct outreach to register additional PWD Continue tools component

4th Quarter (December-February, 2011) Enrol second group of 600 PWD in program Start cash payments and case management Continue training to locals, NGOs, Government Continue tools component

5th Quarter (March-May, 2010) Continue cash payments and case management Continue training to locals, NGOs, Government Continue tools component

6th Quarter (June-August, 2011) Complete services for second group of 600 PWD Complete trainings and tools component Celebration event/press conference for program end Conduct final program evaluation and reporting Complete exit strategy

Transition or Exit strategy CWS/SCH work with PWD has been ongoing for three years. This emergency provides the opportunity to increase the help and support to this community and to collaborate with other organizations, but the activities are designed as longer-term interventions. The program could scale down and continue. Other funding sources are being tapped. VI. ADMINISTRATION & FINANCE Administration & Finance CWS uses the fund accounting method for incorporating the donations received whereby each project is recorded separately and all sources of income and funds for a particular project can be identified. Financial statements are prepared in accordance with the requirements of International Accounting Standards as applicable. Annual organizational audits are conducted by our US audit firm, Crosslin and Associates. In addition to this, separate project audits are also conducted as per the requirements of donors. Fraud risk assessment and protection training has also been conducted with our financial management staff to ensure the best administration funds and a quality financial reporting system. VII. MONITORING, REPORTING & EVALUATIONS The CWS Haiti Earthquake Response Coordinator monitors the implementation of all services provided in the appeal. He has offices in Port-au-Prince and Santo Domingo and has bi-weekly meetings with both implementing partners. In addition, the CWS Program Manager works in the same office with SCH and is involved closely in the PWD program. CWS will have the ultimate responsibility for narrative and financial reporting. Reports will be prepared in conjunction with SCH


and SSID. SCH and SSID will generate monthly financial reports and a final external audit and program evaluation will be conducted. The quality of program services will be monitored through surveys from beneficiaries. SCH will create a mechanism to collect feedback from PWD involved in the program. This feedback will be utilized to improve services and respond to beneficiary requests. VIII. CO-ORDINATION Co-ordination within the project A PAP-based CWS Program Manager will work closely with SCH and other parties to ensure proper coordination of efforts, meeting of reporting requirements and monitoring. In addition, the CWS Earthquake Response Coordinator will oversee all activities included in the ACT appeal, both in Dominican Republic and Haiti. Co-ordination with other ACT members Activities will be coordinated with ACT Alliance members in Haiti and the Dominican Republic to ensure efficiency and synergy. The PWD Program also coordinates services with other ACT Alliance members. In the first six months of the appeal, PWD staff has received training from Church of Sweden staff on psycho-social needs. In addition, SCH will coordinate and take referrals of potential beneficiaries from ACT Alliance organizations. SCH is already in the process of asking for referrals for the tools program from ACT Alliance organizations. In addition, when SCH conducts outreach to locate PWD to enrol in the second semester of cash and case management services, SCH will coordinate with ACT Alliance members working in camps in greater Port-au-Prince. In particular, SCH will work with Lutheran World Federation, which manages camps in Petion-Ville, and Norwegian Church Aid, which is involved in camps in Cite Soliel. This kind of synergy will assist SCH in locating beneficiaries and assist LWF and NCA to provide more services to those in camps where they work. ACT Haiti members share resources through weekly meetings, attended by CWS and SCH staff. Co-ordination with other organisations in the area of intervention For the PWD component, CWS/SCH will continue close coordination and collaboration with the GoH-SSIDP, colleague INGOs Handicap International and Christian Blind Mission, the six local municipalities in the area of PAP and all other relevant parties. The CWS Project Manager and SCH attends United Nations cluster meeting and are part of PWD coordination cell.

IX. BUDGET


IX. CWS BUDGET

USD

EXPENDITURE Unit Type Revised No. Units

Revised Unit Cost

Total Revised Budget

DIRECT ASSISTANCE

Post Crisis Phase

People With Disabilities Component

Basic Needs

Monthly cash voucher of $75 USD to 1,200 PWD for six months. Two semesters of six months with 600 PWD in each semester. Plus 2.75% fee required by local bank to distribute cash vouchers. (1,200 PWD x $75/month x 6 months + 2.75% bank fee)

Monthly cash

voucher 12 46,238 554,850

ID Badge for each beneficiary necessary to receive cash voucher at bank. (1,200 beneficiaries x $3/badge) ID Badge 1200 3 3,600

Livelihood

PWD tools for quick economic recovery (450 tool kits x $515/kit) Tool Kit 450

515 231,750

Psychosocial Support/Emotional Recovery

Emotional recovery activities for PWD & their families - (food, transportation, venue, facilitation). 2 meetings/month Meeting 24

583 14,000

Celebration and Press Conference for End of Program Meeting 1

2,000 2,000

Capacity-Building


Training on inclusion of PWD in emergency/rehabilitation phases for other NGOs and local community Training 1

2,500 2,500

Training for volunteer case workers and other program staff to improve program services - (food, transporation, venue, honorarium). 1 training/month. Training 12

833 10,000

Direct Programme-Related Costs


SCH Project Coordinator months 19.5

1,600 31,200

SCH Program Coordinator Assistant months 17.5

1,000 17,500

SCH Social Workers (3 persons) months 15.5

1,500 23,250

SCH Logistician (Economic Recovery) months 16.5

1,000 16,500

Stipend for 18 volunteer case workers ($300/month/case worker) months 21

5,400 113,400

SCH Drivers months 20.5

700 14,350

CWS Program Manager (75% of time) 75% 20.5

2,500 38,438

CWS Financial Manager months 2

2,500 5,000

CWS Communications months 3

2,500 7,500

TOTAL DIRECT ASSISTANCE

1,085,838

TRANSPORT, WAREHOUSING & HANDLING


Transport

Fuel months 18 14,400


800

Vehicle maintenance and insurance months 18

600 10,800

Warehousing

Rental of warehouse- CWS contribution for ACT warehouse Year 1

20,000 20,000

Subtotal People with Disabilities Component

45,200

Logistical Support – ACT Guest House

Guest House lease Year 1

26,000 26,000

Guest House Manager month 6

1,500 9,000

Guest House support staff month 6

785 4,710

Guest House security month 6

1,000 6,000

Subtotal Logistical Support – ACT Guest House

45,710

Logistical Support to Haiti

Transport

Transport Personnel and Material Resource months 12

11,212 134,549

Handling

Handling

person days 1114 13 14,482

Customs / Shipping officer (70% of Time) 70% 12

1,333 11,200

Purchase Officer (60% of Time) 60% 11

1,212 7,999

Customs Agent Assistant 100% 1

958 958

Jimani Liaison 90% 12

1,100 11,880

Santo Domingo Warehouse Manager 25% 12

800 2,400

Jimani Warehouse Manager 65% 12 8,580


1,100

SSID Staff Benefits for staff working in Transport, Warehousing and Handling lumpsum 1

15,032 15,032

Staff Bonuses for Emergency Support lumpsum 1

600 600

Subtotal Logistical Support to Haiti

207,681

TOTAL TRANSPORT, WAREHOUSING & HANDLING

298,591

CAPITAL ASSETS (over US$500)


Computers, printers, scanners, licenses and accessories various 15

750 11,250

Office Equipment various 1

500 500

Office Furniture Units 5

300 1,500

Vehicles vehicle 1

35,500 35,500


48,750

Logistical Support – ACT Guest House

Furniture and equipment lump sum 1

29,922 29,922

Subtotal Logistical Support – ACT Guest House

29,922


Office furniture lump sum 1

3,600 3,600

Vehicles for operations & transport personnel (2 pickups, 1 minivan) vehicles 3

29,225 87,675

Radio System & Satellite Phones

0


91,275


TOTAL CAPITAL ASSETS

169,947

INDIRECT COSTS: PERSONNEL, ADMINISTRATION, OPERATIONS & SUPPORT


Staff Salaries

Monitoring (SCH Director 45% of time) months 19.5

1,080 21,060

Finance Managing (SCH Finance Manager 50% of time) months 19.5

1,000 19,500

Accounting (SCH Accountant 50% of time) months 19.5

800 15,600

SCH staff benefits for all staff, including those in Direct and Indirect (10% of salary) lumpsum 1 17,312 17,312

Office Operations

Office rent months 18

2,500 45,000

Office supplies months 18

182 3,274

Conference Travel lumpsum 1

2,000 2,000

Communications

Cellular telephones services for all PWD staff (monitors, coordinators, etc.) months 18

2,000 36,000

Visibility items for staff lumpsum 1

2,750 2,750

Media and publicity lumpsum 1

500 500

Internet


162,996


SSID Executive Director (34%) 34% 12

2,725 11,118

Program Manager (Part-Time 43%) 43% 12

2,167 11,180

Project Manager (Part-Time 58%) 58% 12 13,572


1,950

Communications (telephone, cell, ACT visibility) months 12

2,167 26,000

Office Operations months 12

5,285 44,949

SSID Staff Benefits for staff under Indirect costs lumpsum 1

22,155 22,155

Administrative Support (% of salaries for accounting and secretarial staff) months 12

1,736 20,837

Staff Travel months 12

1,020 12,240.00

Staff Training (Emergency response, HAP, Sphere, Creole for SSID staff)

various

9,000

Others (translations) lumpsum 1

150 150

Staff Bonuses for Emergency Support (staff chose to give up overtime pay and donated their time for EQ relief--bonus is a recognition of appreciation) lumpsum 1

8,700 8,700


179,901

CWS Supervisory Staff

Emergency Response Coordinator months 18

3,333 60,000

CWS Regional Liaison (25% of time) months 18

1,500 27,000

Subtotal CWS Staff

87,000

TOTAL INDIRECT COSTS: PERSONNEL, ADMINISTRATION, OPERATIONS & SUPPORT 429,897

INCOME - Cash and In Kind Donations Received Directly

CWS Hygiene, School, Baby Kits, CWS Blankets, and Other Items

471,000 471,000

TOTAL DISTRIBUTIONS

471,000


AUDIT & MONITORING


Audit of ACT Funds Estimate 1

9,000 9,000

CWS/SCH monitoring & Evaluation Estimate 1

23,000 23,000


32,000


Audit of ACT Funds Estimate 1

3,000 3,000

CWS Monitoring & Evaluation Estimate 1

2,000 2,000


5,000

TOTAL AUDIT & MONITORING

37,000

TOTAL PROJECT BUDGET 2,492,272

ACT International Coordination Fee (3%)

60,638

TOTAL EXPENDITURE 2,552,910


Diakonie Katastrophenhilfe (DKH) I. REQUESTING ACT MEMBER INFORMATION Diakonie Katastrophenhilfe is part of the Diakonisches Werk of the EKD, the Social Service Agency of the German Protestant Church, one of the biggest welfare institutions in Germany, with its headquarter in Stuttgart. Diakonie Katastrophenhilfe provides humanitarian aid worldwide. It supports people who have fallen victim of natural disasters, war and displacement and who are not able to cope on their own in the emergency situation they find themselves. It is an effort to help people in great need – worldwide, regardless of their colour, religion and nationality. One of the most important principles of its work is impartiality and independence. Diakonie Katastrophenhilfe painstakingly observes its aim not to become an instrument for political, economic or military interests. Particularly in conflict areas it attaches great value to asserting its independence from all parties involved. The nature and scope of the assistance are adjusted to the situation in the disaster zone within the framework of available possibilities. Aid measures are designed to suit the local conditions and are integrated in the economic, social and political context of a specific country or region. They are adjusted to respond to the needs and the situation of the victims, respect the dignity of the people, and protect valid laws and traditions. Aid commodities are deployed according to need and correspond to local standards. They are purchased locally so far as it is possible and useful. In its activities Diakonie Katastrophenhilfe is committed to the basic principles of humanitarian aid as laid down in the Code of Conduct of the Red Cross and Red Crescent and of non-governmental aid organisations in the context of emergency assistance. Previous experience in emergency response: DKH has long standing experience in emergency response in various countries of Asia, Africa, Europe, Latin America and the Caribbean. Most recent examples comprise emergency response in Myanmar, which besides bilateral activities includes activities within ACT Appeal ASMY81 (distributions of food and NFI and the provision of water and shelter). In Haiti, DKH gave response within Appeals LACA 71 and LAHT81. II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION DKH works with Coordination Régionale des Organizations du Sud-Est (CROSE). CROSE is a Haitian organization that was formed in 1996 as the result of a regional social movement that included farmers, women and young people. It is a pluralist organization for groups that wish to promote new thinking regarding regional development and seek more consistency in organizational practices. Members of CROSE are groups of people (women, farmers and young people), small business networks (coffee cooperatives, fishing cooperatives, community-based banks, dairy farms, community based schools, etc.) and grass-root organizations at all district levels (arrondissements, communes and sections). DKH has been working with CROSE for many years in the development and emergency aid sectors. In 2009, DKH and CROSE cooperated closely within a program aiming at food security and disaster risk reduction in the Department Sud-Est. The partner is fully aware of and committed to adhere to the above mentioned principles, guidelines, code of conduct and will implement their activities in accordance with the SPHERE standards. III. DESCRIPTION of the SITUATION in the AREA of PROPOSED RESPONSE ACT Alliance member Diakonie Katastrophenhilfe is asking for a revision and extension (till 31/10/11) of its activities laid out in the running appeal HTI 101. The objective of the revision is to allow the integration of additional activities complementing aspects of the already achieved post-earthquake response and at the same time giving a concrete and urgent response to the current crisis due to the cholera outbreak. DKH would like to increase some already existing budget lines, with the main objective of increasing the access to sanitary facilities with the construction of toilet blocks for 4 schools and the construction of 300


family latrines in the area of Jacmel and Bainet in order to improve the hygiene conditions of already rehabilitated houses in Bainet and Jacmel and consequently contribute in the prevention of the cholera. Description of context On October 21st 2010 the Government of Haiti confirmed a cholera outbreak and the country is currently facing one of the most severe outbreaks of cholera that has been seen in the last century. As of January 16st 2011 3.889 deaths and 194.095 cumulative cases with an overall fatality rate of 2,0 per cent nationwide were reported by the Haitian health authorities.2 Though fatality rates continue to decrease or stabilize in all 10 departments, including Nippes (8.4%) and Southeast (9.5 %) where they are the highest it is still not clear whether the cholera epidemic has reached its peak yet. A majority of regions needs first to report stabilization or a decrease in the number of new cases for at least three to four weeks. Diakonie Katastrophenhilfe has already started the response to the Cholera outbreak outside the ACT appeal and is currently funding / implementing the following projects:

Project Title Partner Total Funding / Implementation period

Area of Intervention Main Activities

Fight the disease cholera

OSAPO Euro 133.027,00 (27/10/10 – 28/02/11)

West Department, Commune Arcahaie

Cholera treatment (in established CTC and mobile rehydration points) Community based information and sensitization campaign

Implemented through DKH team in Haiti

EUR 59.410,74 (20/12/10 – 20/03/11)

South-East Department, Communes of Jacmel and Bainet

Distribution of water purification tablets and ORS to staff members, staff of partner organizations, members of local emergency committees, water point committees and leaders of local organizations Training of above mentioned groups for community based information and sensitization campaign

IV. TARGETED BENEFICIARIES Description of additional activities and beneficiaries In order to complement the already realized activities within the ACT appeal3 as well as activities currently being implemented outside the ACT appeal, Diakonie Katastrophenhilfe is proposing the integration of the following measures which would – within the framework of the overall goal of the intervention – contribute to the reinforcement of one of the specific objectives that have been set out:

Overall goal: Enhance the living conditions of the most vulnerable groups impacted by earthquake (through access to basic necessities of life and fulfillment of basic rights in rural and urban areas).

2 Latest official numbers available

3 For details on realized activities please refer to the Intermediary Report


Specific objective: To increase access to sanitary facilities

Planned additional activities Targeted beneficiaries

Construction / rehabilitation of toilet blocks in four (4) schools in the area of intervention

4 schools

Construction of 300 family latrines in the area of intervention

300 households (1.800 persons)

Realization of hygiene promotion training sessions

2.000 pupils 300 persons

Information campaign 23.000 persons

These activities will be realized in the communes of Jacmel and Bainet. The total population of the commune Jacmel is 156.725 (29% of total population of the Department) and in the commune Bainet live 73.111 people (14% of total population of the Department). Due to the illness cholera 1.472 people have been hospitalized and 162 have died (information, dated 8th of January 2011). Selection criteria and detailed description of beneficiaries Construction / rehabilitation of toilet blocks in four (4) schools in the area of intervention Within the ACT appeal activities Diakonie Katastrophenhilfe has realized the rehabilitation of three (3) schools in Jacmel. One of these schools (La Cordee) does not dispose of any sanitary facilities and it is thus proposed to complement the rehabilitation efforts with the construction of a toilet block for the school. The sanitary facilities of another school (Evelyna Levy) are in a very bad condition and it is proposed to rehabilitate them as an additional activity. Two (2) further schools will be targeted in the Commune of Bainet. Construction of 300 family latrines in the area of intervention Within the running ACT appeal Diakonie Katastrophenhilfe has realized the rehabilitation of 300 houses in Jacmel. An ongoing project (funded outside the appeal) accounts for the rehabilitation and reconstruction of 264 houses in the Commune Bainet. Out of this total number of 564 houses (all chosen according to established selection criteria) 300 households will benefit from the construction of latrines. At the beginning of the project it is planned to make a study in order to find out which houses needs most a latrine and which houses have the space to build the latrines. In case that there is no space around the houses it has to be found a place close to the houses (not more than 10 minutes walk) in order to build a bloc of latrines. Another technical criteria for latrine installation is the distance to water points. The pit digging is part of the contribution of the beneficiaries and has to be realized by them. In case of aged, handicapped or pregnant beneficiaries as well as in case of specific difficulties the construction teams will provide a support to the household. Realization of hygiene promotion training sessions Specific hygiene promotion trainings will be realized with the enrolled pupils of the four (4) targeted schools in order to increase their awareness on hygiene related issues. Furthermore, training sessions will be realized for representatives of the households that will receive a family latrine. Information campaign


A public information campaign will be realized accompanying the other proposed additional activities. At least 23.000 persons in the Communes of Jacmel and Bainet will be directly reached by the information campaign. V. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION DKH Timeframe for period of extension

S. No

Activity

February-April 2011

May 2011

June 2011 July 2011 August 2011

September 2011

October 2011

1st 2nd 1st 2nd 1st

2nd 1st 2nd 1st 2nd 1st 2nd

1.1

Survey by the technical support on the potential beneficiaries

1.2 Field evaluation by the engineer

1.3 Choice of 300 households

1.4 Selection 4 schools

2.

Finalization of school WOLF in Jacmel

3. Construction of latrines

4.

Construction of toilet blocks in 4 schools

5. Training

5.1 Training site evaluation

5.2

Training construction of VIP latrines

5.3

Training hygiene promotion

6. Hygiene sensitization

7. Monitoring

VI. BUDGET


VI. DKH BUDGET

Type Revised No.

Revised Unit Cost

Total Revised budget

Unit Units USD USD

EXPENDITURE

DIRECT ASSISTANCE

Crisis Phase (if applicable)

Food Relief Assistance

(List by type of item)

Non Food Relief Assistance

Jerry cans, 10L (EU) (Quick Response+regular) ea 2,775 2.31 6,411.17

Jerry cans, 10L (CN) (Quick Response+regular) ea 4,260 1.75 7,456.07

Jerry cans, 20L (Quick Response+regular) ea 1,785 2.87 5,123.68

Water purification tabs (Quick Response+regular) ea

2,000,000 0.012 23,219.36

Plastic sheeting (4x60m) (Quick Response) ea

25 157.52 3,938.06

Tarpaulins, 4x6m (Quick Response) ea

750 15.75 11,814.19

Tarpaulins, 4x6m (AA) ea 2,000 26.00 52,000.00

IE Health Kits ea 40.00 827.19 33,087.59

Fleece blankets (Quick Response) ea 1,100 4.97 5,467.78

Fleece blankets (CPT Santo Domingo) ea 4,000 5.47 21,895.17

Hygiene Kits (AA) ea 2,000 28.70 57,390.00

Small tool set (AA) ea 2,000 35.00 70,000.00

Household Kits (AA) ea 2,000 28.90 57,800.00

Sleeping Mats (CPT Santo Domingo) ea 4,000 3.46 13,857.70

Mosquito Nets (CPT Santo Domingo) ea 2,000 6.21 12,416.50

Temporary Shelter

Tent 33m2 ea 5 1,121.56 6,230.89


Tent 27.5 m2 (EU) ea 11 1,470.21 16,172.31

Tent 27.5 m2 (CN) ea 1 1,113.16 1,113.16

Tent UNHCR LWET 16.50m2 ea 1,150 252.50 290,377.19

Tent Double Fly 19.25m2 (CPT Santo Domingo) ea 850 184.31 156,661.30

Public Toilets & Showers

Construction of up to 20 public toilet blocks & shower blocks

2,517.32

(10 latrines per block & 10 showers per block)

Direct Programme Related Costs

Formen (teamchef) (2) day 40 60 51.28

Local workforce for rehabilitation (20) day 40 400 8,953.04

Sub Total

863,953.76

Post Crisis Phase (if applicable)

House Rehabilitation

(List items)

Reconstruction of up to 300 houses

300

2,200 571,020.64

Latrines per houses

300

375 112,500.00

School Reconstruction

Reconstruction of 3 schools

3 31,136.92 93,410.76

Latrines for schools

4 11,000 44,000.00


Experienced formen (chief) (4)(3) day 30 677.91 20,337.30


Formen (teamchef) (4) day 250 130 34,492.37

Formen for latrines construction (5) month 4 1,625 6,500.00

Local workforce for rehabilitation (15) (10) day 300 848.13 254,439.00

Local workforce for latrines (60 (35) day

87 563 48,972.30

Local workforce for excavation day

60 19 1,128.00

Technical support officer (16) month

5 4,800 24,000.00

Training (hygiene promotion, site assessment…)

20 150 3,000.00

(List by type of item)

Sub Total

1,213,800.37


2,077,754.13

TRANSPORT, WAREHOUSING & HANDLING

Transport

Hire/ Rental of Planes (2)

785,956.63

Hire/ Rental of Vehicles days

270 107 23,845.54

Hire/Rental of Truck ea

177.00 300.59 53,204.02

Fuel days

270 50 13,500.00

Warehousing

Rental of warehouse months 9 2,660 23,935.90

Wages for Security/ Guards (3) months 6 1,235 4,079.59

Handling

Wages for labourers (12) days 60.00 75 22,172.21


Wages for Drivers days

60 38 2,850.00

Procurement Agency Costs lump

40,418.00

Transport Insurance lump

17,056.79

Handling fees in Santo Domingo lump

1,151.00


988,169.68

CAPITAL ASSETS ( over US$500)

Computers and accessories ea

3,820 3,730.00

Printers

Office Furniture

Vehicles ea

1 19,500 16,512.36


20,242.36

INDIRECT COSTS: PERSONNEL, ADMINISTRATION, OPERATIONS & SUPPORT

Staff salaries

Salaries for Project Manager months

18 2,141 44,541.40

Engineer months

6 1,924 11,541.40

Staff Benefits

Per Diems days

288 18 5,182.91

Office Operations

Office rent lump

2,319.83

Office Utilities lump

1,095.61


Office stationery lump

2,670.30

Communications

Telephone and fax lump

1,462.24

Other

Insurance for employee months 9 585 3,747.65

Banc charges lump

1,123.26

Banc fees BEGECA

TOTAL PERSONNEL, ADMIN & SUPPORT

73,684.60

AUDIT & MONITORING

Audit of ACT Funds Estimate

4,000.00

Monitoring & Evaluation Estimate

400.00


4,400.00

VISIBILTY

Visibility Estimate

4,082.67

TOTAL PROJECT BUDGET

3,168,333.44

International Coordination Fee (3%) - details see below

90,557.00

TOTAL EXPENDITURE 3,258,890.44


Finn Church Aid (FCA) I. REQUESTING ACT MEMBER INFORMATION Finn Church Aid (FCA) is a Non-Governmental Organization based in Finland, specializing in Humanitarian Aid and Development Cooperation. Finn Church Aid (FCA) operates in more than 30 countries, where we work with the poorest people, regardless of their religious beliefs, ethnic background or political convictions. FCA is a partner organization of the Ministry of Foreign Affairs of Finland. Finn Church Aid’s development co-operation, humanitarian aid and advocacy work is based on our presence and partnerships in the field. Our grassroots presence forms the basis for all of our other activities. We work where people are suffering most, due to poverty, injustice or instability, in localities where our efforts will result in significant added value. Finn Church Aid’s ultimate goal is to promote justice and reduce poverty wherever we work. Our work is based on three closely interlinked themes: sustainable livelihoods, stable societies, and rights and participation. Promoting gender equality is a cross-cutting theme in all of our work. We are also committed to developing a well-functioning disaster preparedness capacity and improving the cooperation of all stakeholders on the constant LRRD continuum. Our profile and our added value arises from our ability to address the strategic themes in a coordinated and complementary way, joining forces with our partners to reach sustainable solutions to challenges. In Haiti FCA has been involved in development cooperation and humanitarian Aid since 2004. During this time the organization has been supporting sustainable livelihoods and disaster preparedness in environmentally critical areas, but all intervention and support has included components of institutional strengthening and capacity building of local society organizations. In recent years, Finn Church Aid has specialized in Education in Emergencies with a particular focus on Linking Relief Rehabilitation and Development (LRRD). Education in a safe learning environment is one of the primary tools to protect children in emergencies and forms the foundation for rehabilitation and long-term development. Finn Church Aid is currently active in several areas of recent conflict or humanitarian action, including the Democratic Republic of Congo, Egypt, Kenya, Somalia, Chad, Liberia, Sierra Leone, Sudan and Angola. II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION Le Bureau Anglican d’Education en Haiti (BAEH – The Anglican Bureau of Education in Haiti) of the Episcopal Church of Haiti The BAEH was formed in 2006 to oversee the schools operating under the leadership of the Episcopal Church in Haiti. The Episcopal Church of Haiti has approximately 85 000 members and has parishes throughout the country. The BAEH is a separate department of the Episcopal Church, responsible for the schools that are run by the various regions and parishes of the church in Haiti. The BAEH is operating over 250 schools throughout the country. Many of the schools are found in the Gressier, Leogane and Grand Goave areas, which have been most affected by the earthquake. The Episcopal Church is known for the high quality education provided at the schools and is a well respected actor in the country. As one of the major education providers in the country, the BAEH works in close collaboration with the Ministry of Education. The BAEH has taken an active role in the provision of emergency education services to schools destroyed by the earthquake (both public and private) through a joint project with the Lutheran World Federation and Finn Church Aid in Haiti. The BAEH has proven to be a reliable, competent partner both in running its own schools and providing support and emergency relief services to schools throughout the earthquake affected area. All employees of the BAEH are bound by the Humanitarian Code of Conduct and strive to achieve HAP and Sphere standards.


The BAEH is managed by Executive Director Père Oge Beauvoir. Project Coordinator Père Joel Racine has taken responsibility for the management and implementation of project activities, together with a team of administrative and operational staff. Below is the contact information for the BAEH: Reseau National de Defense des Droits Humains (RNDDH) RNDDH was originally foreseen to be an implementing partner in this project but further discussions on their capacity to implement teacher training components envisioned has resulted in a situation where they will no longer participate in this project. The partnership with RNDDH and FCA is being developed through different projects that draw on their strengths in other sectors. The role of RNDDH in this project was originally foreseen in the teacher training component. LWF emergency education activities in the field of teacher training have been expanded to carry out this task, so this objective has been removed from this project to avoid duplication with other ACT Alliance member initiatives. Norwegian Church Aid (NCA) Norwegian Church Aid (NCA) was added to this project as in implementing partner working on the construction of biogas digesters as well as water catchment systems at the schools. NCA has acquired specialized knowledge and experience in the Haitian context, making the organization a well positioned implementing partner to carry out these components. NCA is an international non-governmental organization with a long history of engaging in emergency relief, long-term development and advocacy. NCA works with partners in more than 50 countries on seven thematic areas: Peace building and conflict transformation, water, good governance, gender based violence, indigenous people, climate change and hiv and aids. In emergency response NCA focuses on providing holistic WASH programs and community based psychosocial support with gender and protection mainstreamed at all levels. With regard to gender, NCA is committed to the use of the IASC gender handbook in the organization’s interventions and to following up the UNSCR 1325 regarding participation and protection of women. Lately NCA has built up a support capacity with regard to logistics and administration. NCA started collaborating with partners in Haiti in the mid 80s and has during the last years had a relatively large portfolio, focusing on peace building and conflict transformation, with special attention to poor urban neighbourhoods in Haiti and to the relationship between Haiti and the Dominican Republic. Emergency preparedness and response has also been a growing concern over the last years. NCA has a long history of responding to the needs of those most affected by disasters. NCA works with providing relief in numerous complex and natural emergencies like for example in Darfur, the Democratic Republic of Congo, in conflicts like Iraq, Afghanistan, Gaza and Pakistan , but also addressing recent crisis situations because of typhoons in Vietnam, and the Cyclones Nargis and Sidr in Asia. III. DESCRIPTION of the SITUATION in the AREA of PROPOSED RESPONSE Current situation in the area of proposed response The Communes of Leogane and Gressier are still recovering from the effects of the earthquake that hit Haiti on the 12 of January 2010. Temporary and semi-permanent infrastructure is being built, but the need still far exceeds the supply and FCA is still the only organization building permanent buildings in this area. With the new year starting and another hurricane season ahead, there is growing concern over the lack of safe shelter for people in the area. The cholera outbreak has also been a major concern in the area. Although the situation is now stabilizing, the people are very vulnerable as adequate sanitation facilities are not sufficient and the area is prone to flooding, which increases the risk of cholera spreading.


Leogane has also suffered from two destructive floods since this revised Appeal was issued. These have caused damage to temporary infrastructure and have highlighted the extremely vulnerable position of the people in this area. Main Achievements and Changes in the Revised Proposal This proposed project builds on the work that FCA has carried out in partnership with the Lutheran World Federation in the emergency education project that was outlined in the LWF section of the ACT Appeal. Tens of schools have been reopened in temporary structures. FCA also began the development of a prototype pilot school project to rebuild permanent school buildings appropriate for the high earthquake and hurricane loads in the area most affected by the earthquake. The model was designed to recycle as much existing material from destroyed buildings as possible and planned to be environmentally friendly, as well as supportive of the inclusion of local community labour through a Cash-for-Work programme. The development of this Haiti-appropriate concept, designed by a team of international and local architects and engineers, took longer than expected but has now been completed. The initial model has been modified to make it more appropriate for the local context. The use of gabions has been replaced with a more well-known technique to recycle the course aggregate from destroyed buildings in a form of ‘rubble masonry’, but the technique still relies on the principle of recycling and it cuts costs dramatically. The local manufacturing of gabions that are strong enough for the use as wall infill was not possible, as gabions are manufactured manually and the gauge of steel needed for a rigid structure is too difficult to manipulate manually. On the other hand, the development of the new model has also resulted in considerable cost reductions, as the import of gabions would not have been cost-effective. Originally, the larger scale reconstruction project presented in the initial proposal was foreseen to begin towards the end of 2010, but work has in fact begun in the beginning of 2011, due to the delays caused by the need of further developing our building techniques in combination with delays caused by the political unrest, the outbreak of cholera and the damage caused by hurricane Tomas in the area of implementation. As a result of these delays the scope of this proposal has been scaled down to include 4 schools (instead of the original 5 envisioned). The pilot project has also revealed that the construction times are longer in Haiti than originally calculated, due to the limited capacity of local construction companies and various logistical challenges (poor road conditions, rains, challenging customs procedures and political unrest) that cause delays. The limited time for the implementation of this project, which must be finished by the end of the Appeal in December 2011 has also necessitated this scale-down on schools presented in this proposal. However, the pilot school project and ongoing construction in this project have been successful in the wider promotion of this environmentally friendly, earthquake and hurricane resistant model. In addition the project presented in this appeal, FCA is starting a six school reconstruction project in partnership with UNDP that will carry into 2012. Other organizations have also adopted this recycling concept for the reconstruction of permanent housing. Objective 6 in the original proposal, “To provide training teachers and staff and 6000 children in Leogane, Grand Goave and Petit Goave on psychosocial support, disaster risk reduction, public health promotion and human rights, promoting a well-informed and active civil society” has been removed from the revised proposal. This objective has not yet been addressed through this project as it overlaps with the ongoing emergency education project being implemented with LWF. The teacher training components of the LWF project have been expanded to include psychosocial support, DRR, public health promotion and partially human rights, meaning that the target teachers identified for this project have already received this training. The original list of schools has also been modified due to various changes explained in the following section. Location for your proposed response


There have been some changes to the specific schools targeted in the response. The area of intervention still remains the same, targeting the communes of Gressier, Leogane and Grand Goave, but changes to the specific school locations have been made to avoid overlap with other actors and also to support the Ministry of Education and the public education sector. The current school locations are:

1. Ecole Saint-Matthieu, Mathieu (Commune de Leogane) – 300 students This school was in the original plan and has been the site of the pilot school project implemented by FCA in 2010. The pilot project employs a concept of ‘green’ construction in the recycling of rubble from destroyed buildings, focusing on the participation of the community through Cash-for-Work. The model for construction has been developed during this process, always striving to increased cost-effectiveness and relying on/making use of local knowledge and capacity. The pilot school building is now complete and the construction of the rest of the school with surrounding services is now beginning.

2. Ecole Bon Berger, Danot (Commune de Grand Goave) – 400 students This school was also part of the original plan for schools to be reconstructed. This remote school in the mountains of Grand Goave serves the rural community of Danot. The school suffered severe damage in the earthquake and was in terrible condition. No classes could be held inside and had to be demolished, thus the school is now operating in school tents, which are a very temporary solution. As the biggest education institution in this area, it is a high priority for reconstruction.

3. St. Joseph D’Arimathee (Gressier-Leogane) – 300 students This is a new school added to the list, located on the outskirts of Gressier. It is owned and operated by BAEH and serves the rural communities of Gressier. The school building still stands but is extremely dangerous (built with and extremely thick wall and very little structural support for it). The building was severely damaged and will be demolished. The school is located close to the edge of a “cliff” on the hillside, which is also at risk by erosion. The new school must be built on a different part of the site.

4. Ecole Nationale Croix de Peres (Leogane) -150 students This is also a new school that was not in the original plans of FCA. The Ministry of Education has asked FCA to consider rebuilding this school as it was damaged in the earthquake and is not well constructed, thus making it unsafe for children to re-enter. This school was selected to reinforce the capacity of the state, which should be the primary provider of universal free education. The original FCA Revised ACT Appeal also listed Ecole Sainte-Esprit, Darbonne. This school has been taken off the current list to avoid duplication with another NGO, Malteser International that has been operating a medical clinic on the school property and has made plans to reconstruct the school. As Malteser already has a permanent presence on this site, it was decided that they will take responsibility for the reconstruction of this site. This decision was made in partnership with BAEH and the Director of the school. Ecole Sainte Croix, Leogane has also been removed from the list of schools to avoid overlapping with other actors that have indicated interest in reconstructing this particular school. In this vain, the Director of Ecole Sainte Croix has informed FCA that the founders and long-term partners of the school have been collecting money for reconstruction, which has lead FCA to prioritize other sites that still have no support. The reconstruction of Ecole Saint Mattias has been pushed back to a later date. The very remote location of this school makes it difficult to include it in this current set of schools, and therefore it has been removed from this project, while plans are being made to begin reconstruction in 2012.


IV. TARGETED BENEFICIARIES Total Number and type The number of beneficiaries has been modified from the original estimates due to changes in the location of schools. The double-shift system that is being encouraged by the Ministry of Education has not yet taken effect, as school infrastructure still is under construction. Updated figures are as follows: Direct Beneficiaries:

Students: 1150 students aged 4 to 16 years (kindergarten and primary school), with approximately 50% girls. This number has been reduced due to the lack of a second shift of school children using the facilities for the moment.

100 teachers and staff (of which at least 40% female) are calculated to benefit from this project. The number of teachers and staff has also been reduced due to the reduction in the number and size of the schools being built as part of this project.

1680 community members (50% women) are expected to benefit from this project, with 420 benefitting at each of the 4 sites. This number is much higher than initially anticipated, as the site preparation and construction efforts have taken more time and labour than initially anticipated.

5000 community members (mainly women and children, the elderly and people living with disabilities) who will be able to take refuge from hurricanes in the school buildings constructed to withstand these storms.

Indirect beneficiaries:

Approximately 15 000 people living in the communities surrounding the schools to be built. These include the families of the children who will be attending school in safe, permanent buildings and have access to clean water and a hot meal.

Criteria for the selection Beneficiary schools have been selected in partnership with local implementing partner BAEH and the Ministry of Education. Schools destroyed by the earthquake have been prioritized in the most severely damaged areas of the country. V. PROPOSED EMERGENCY ASSISTANCE & IMPLEMENTATION Goal To allow children to return to safe, permanent schools to continue their education in earthquake affected areas. Objectives Objective 1: To ensure that children and teachers have access to safe, earthquake and hurricane resistant, permanent facilities, furniture and materials to continue their education using environmentally-friendly and community-inclusive reconstruction methods. Objective 2: To provide a safe hurricane shelter for up to 5000 people from the communities surrounding the 4 school sites. Objective 3 : To ensure that children, staff and the surrounding communities have access to a permanent supply of clean, potable water helping to combat the spread of cholera and promoting their long-term health and safety.


Objective 4: To ensure that children, staff and the surrounding communities have access to permanent latrine facilities where the waste is recycled to produce biogas for sustainable school kitchen cooking facilities (building on the initiative supported by Norwegian Church Aid and implemented in partnership with NCA). Objective 5: To ensure that children and staff have access to an environmentally-friendly school kitchen that operates on biogas. For further details, see the following log frame matrix.

FCA Log Frame Matrix Overall goal: To allow children to return to safe, permanent schools to continue their education in earthquake affected areas. Objective 1: To ensure that children and teachers have access to safe, earthquake and hurricane resistant, permanent facilities, furniture and materials to continue their education using environmentally-friendly and community-inclusive reconstruction methods.

Activity Output Outcome Indicator

1. Conduct geotechnical and topographic surveys of school grounds at 4 school sites.

Local geotechnical and topographic service providers are identified and contracted.

Site visits with reconstruction project manager and engineers.

- Quality and composition of soil at 4 school sites is known. - Layout of land is known at 4 sites so that buildings position and drainage can be planned appropriately.

- Buildings can be designed to be appropriate and safe for each school site. - The layout of buildings can be done appropriately, ensuring proper drainage.

Analytical geotechnical report permitting technical planning and design exists for each of the 4 sites by March 2011. Accurate topographic surveys permitting further designing and technical planning exist for each of the 4 sites by March 2011.

2. Design and engineer appropriate permanent buildings for each school site.

Produce architectural drawings for the layout of buildings.

Make engineered calculations and produce technical drawings for the construction of earthquake and hurricane resistant buildings.

- Technical plans and drawings for 4 schools.

- The contractor has a clear outline for the construction of safe earthquake and hurricane resistant buildings that meets Haitian and international standards.

Engineered technical plans of a high quality exist for each site. Completed design and technical plan for each site by mid-April 2011 facilitating construction.

3. Work in close collaboration with a local contractor to construct buildings according to engineered technical plans.

Technical plans are put out to tender to find the most suitable construction company, with an emphasis on local companies.

The work of the contractor is closely supervised by FCA engineers and technical staff to ensure high-quality construction.

Contractor produced daily reports on progress made, following the health, safety and environment plan enforced by FCA.

As much as possible, the building materials used are to be recycled from the destroyed buildings, as outlined in the technical plans.

- 4 permanent schools are constructed to be earthquake and hurricane resistant. - The capacity of local companies to reconstruct safe buildings is enforced through regular monitoring and supervision.

- At least 1150 children and 100 teachers will be able to return to school in safe, permanent facilities. - The concept of recycling and environmentally-friendly construction is introduced to the local community.

Existence of permanent school buildings made of concrete and recycled course aggregate at 4 school sites. At least 1150 children are enrolled in these 4 schools by the end of 2011. Buildings are certified to be safe by external engineers from the Ministry of Education and/or Ministry of Public Works.


4. Hire local community members to provide unskilled labour for the construction through a Cash-for-Work programme.

Local school committees will be asked to identify community members (esp. parents of children attending the school) to participate in the Cash-for-work programme.

20 labourers will be hired at one time, with a 2 week to 1 month rotation to increase the number of people that benefit.

Labourers will receive basic training from FCA technical staff and skilled labourers hired by the contractor.

Labourers receive health and safety training and appropriate safety equipment.

- At least 1680 community members (420 at each site) will participate in the reconstruction as unskilled labour. - At least 1680 community members will receive simple training and experience in earthquake and hurricane resistant construction methods.

- Increased ownership of the school construction project by the local community. - Improved livelihoods for community members as they receive income from the Cash-for-Work programme. - Increased awareness of recycling and safe construction.

Number of community members and participation lists in the Cash-for-work programme Amount of hours of basic training in construction received by the participants.

Objective 2: To provide a safe hurricane shelter for up to 5000 people from the communities surrounding the 4 school sites.


1. Provision school buildings so that they can be used as shelter during hurricanes.

Install hurricane shutters that can be closed during a hurricane to protect people inside.

Work with the school to make a clear hurricane shelter plan and exit strategy for people before, during and after a hurricane.

Stockpile basic emergency supplies (eg. first aid kit, flashlights, etc.)

- 4 schools are equipped to act as emergency shelters during a hurricane. - 4 schools are integrated in the national DRR plan through the local DPC.

- Increase protection and disaster preparedness of the local community surrounding the school. - Reinforced national structure of disaster preparedness implemented by the Direction Protection Civile.

Existence of hurricane shutters and emergency supplies in schools. Existence of a hurricane plan and exit strategy to relocate people after an emergency. 75 per cent increased awareness of disaster risk reduction in the schools by December 2011.

Objective 3 : To ensure that children, staff and the surrounding communities have access to a permanent supply of clean, potable water helping to combat the spread of cholera and promoting their long-term health and safety.


1. Ensure access to a permanent supply of clean water.

Drilling of a well and installation of a pump if this does

- 4 schools have functioning wells and/or water catchment

- Children, teachers and surrounding community members have access to clean

Existence of water catchment systems and/or wells at 4 school sites.


not already exist or is not functioning correctly.

Construction of a water catchment system to promote sustainable use of water.

systems.

water.

2. Raise awareness of good hygiene and clean water in the prevention of cholera and other disease.

Meetings with the teachers, students and parents of the children to raise awareness of good hygiene.

Distribution of aqua tabs, chlorine and other tools to purify water to help reduce the spread of cholera.

- At least 2 meetings at each school are held with students, teachers and community members to increase awareness of hygiene to prevent the spread of cholera. - 4 schools receive aquatabs, chlorine and other supplies for a period of 6 months to help stop the spread of cholera.

- Decreased risk and spread of cholera and water borne diseases in the 4 target schools and surrounding community. - Improved access for children and teachers to purified drinking water.

Number of meetings held. Number of aquatabs and other materials distributed. Number of cases of water borne diseases affecting children attending school 50 per cent improved knowledge on awareness of good hygiene practices

Objective 4: To ensure that children, staff and the surrounding communities have access to permanent latrine facilities where the waste is recycled to produce biogas for sustainable school kitchen cooking facilities (building on the initiative supported by Norwegian Church Aid and implemented in partnership with NCA).


1. Construction of a biogas latrine system as a source of sustainable energy.

Planning and design of a toilets and biogas digester to fit the needs of each of the 4 school sites.

Construction of latrine facilities for boys and girls in the school.

Construction of public latrines for men and women to increase amount of biofuel.

Construction of a biogas digester to collect waste and generate gas.

Training of local school staff to maintain latrines a biogas digester.

The fertilizer from the biogas digester is either used in the school garden or given to the surrounding agricultural

- Adequate latrine facilities are constructed at 4 schools, based on INEE standards - 4 biogas digesters are constructed - A maintenance manual is produced and local school staff are trained in the maintenance and upkeep of the latrines and biogas digesters.

- Improved sanitation at the 4 schools. - At least 1150 children and 100 staff have access to latrine facilities. - Waste from latrines is recycled to produce biogas and fertilizer.

Number of functioning latrines. Number of functioning biogas digesters. Volume of biogas produced from the digester. Amount of fertilizer used in school garden / donated to agricultural community


community.

2. Promotion of hygiene to help prevent the spread of cholera and other disease.

Creation of school committees to clean and maintain latrine facilities to prevent the spread of cholera.

Hygiene promotion with children, staff and parents.

Distribution of cleaning materials.

- A committee to maintain biogas latrines exists at 4 school sites. - At least 8 meetings held with children, staff and parents to promote hygiene and lessen the spread of cholera.

- Decreased risk of the spread of cholera in the schools and surrounding communities. - Well-maintained latrine facilities that are cleaned regularly.

Daily inspections of the cleanliness of latrine facilities. -Daily cleaning committee attendance lists - Amount of cleaning materials distributed.

Objective 5: To ensure that children and staff have access to an environmentally-friendly school kitchen that operates on biogas.


1. Construction of a school kitchen that uses biogas energy for cooking.

Connection of the biogas digester to school kitchen gas cookers.

Training of local school staff on the use and maintenance of the biogas cooking system.

- 4 school kitchens built to cook with biogas. - School kitchen staff trained to maintain biogas system.

- The school kitchens at 4 schools switch from cooking with charcoal to biogas. - Increased community awareness of renewable energy and the use of biogas.

Number of functioning biogas kitchens. Number of hours cooking with biogas each day.

Project implementation methodology The initial budget for this FCA-lead project was designed to be implemented directly through implementing partner Bureau Anglican d’Education en Haiti (BAEH), who would take on the responsibility for the hiring of staff to carry out the work. After further evaluation, it became clear that BAEH did not have the capacity or expertise in construction to be able to implement the project directly, thus making it more sensible to work through local contractors, which also supports the strengthening of local reconstruction capacity. For this reason, the budget has also been changed to reflect a more lump-sum approach with a contractor, who will be responsible for the procurement of materials and the provision of skilled labour. As the school sites do not have access to electricity, the installation of solar panels as a source of renewable energy has been added to the project. This is in line with the concept of ‘green schools.’ Solar energy is increasingly being used in Haiti but many rural communities have not had the means to install the panels. This has limited the use of buildings to daylight hours and makes studying during overcast and rainy days more difficult as it is difficult to see indoors. This component will be maintained by the school committee, overseen by implementing partner BAEH. As the schools were completely destroyed by the earthquake, there is also a need for new classroom furniture and school materials. This has been taken into account and will as such, be included in the project’s budget. Finn Church Aid will take responsibility for the management of the project and provide technical expertise for the realization of the project activities. The implementation will be carried out in partnership with implementing partner, the BAEH of the Episcopal Church. As a strong local actor in education and owner of the project school sites, BAEH will take responsibility for long-term sustainability and maintenance of the school sites with the technical inputs and support from FCA staff. This project will also draw on the specialized expertise of other ACT Alliance members and sister organisations in the implementation of the various components of this intervention. For example, Norwegian Church Aid can provide valuable assistance and expertise in the implementation of WASH components. As already mentioned, the project itself builds on ongoing education in emergencies cooperation with the Lutheran World Federation. All activities have been planned through consultation with the local communities and will be accomplished with their participation. The innovative reconstruction techniques are planned to be environmentally friendly using locally available materials as much as possible, while respecting the local aesthetic standards and preferences. The construction method using recycled rubble is designed to provide extensive labour to the local community (through cash-for-work) and engage them in the building process. The desire to participate in the reconstruction has been expressed numerous times during initial consultations with the community. They do not want a completely pre-fabricated building that is brought in and erected without their participation. All activities will be coordinated through the local school committees, who have been involved in the planning process. All employees of the project and direct participants have agreed to abide by the Code of Conduct and all staff will sign the Code of Conduct against Sexual Exploitation and Abuse of Power.

HTI101 Haiti Revision2 42

All buildings have been planned according to the norms and guidelines published by the Direction Genie Scolaire (DGS) of the Ministry of Education. Plans have been presented to the Ministry of Education, who has given its approval. Inputs for project implementation Material and human resources needed for implementation:

Staff: Professional, technical and auxiliary staff needed and role Reconstruction project manager: The project manager will oversee and supervise the implementation, ensuring that it meets all the set requirements and that it is completed in a timely manner. Structural engineer: Responsible for overseeing the technical aspects of the reconstruction project, ensuring that all building codes are met and material specifications are followed. Site supervision engineers (3): During the primary building phase, these engineers are required to ensure that work is carried out according to specifications, supervising the ongoing progress made by the workforce. Drivers (2): Due to the volatile security situation and spread-out project sites, drivers are needed to ensure staff reaches their destination safely. Field coordinator (1): The field coordinator will manage the implementation of the other activities (WASH, latrines, kitchens and school feeding, cholera prevention and DRR) at each of the school sites to ensure that the supporting services and infrastructure surrounding the construction of classrooms is also functioning. WASH technician: Responsible for the installation of water tanks, rainwater catchment systems, water distribution systems, etc. needed at each school site.

Equipment Most of the heavy equipment needed in the construction will be rented. The following capital assets will be purchased for the project:

3 laptop computers. These will be used by the project coordinators and managers for the duration of the project.

2 4x4 vehicles will be purchased for use in the project.

Personal safety equipment for Cash-for-Work labourers (helmets, safety glasses, gloves, etc.) A larger, longer-term school reconstruction is being planned to extend beyond the life of the current ACT Appeal. All of these capital assets will be used in this upcoming project to continue the reconstruction of schools at new project sites. Planning assumptions, constraints and prioritisation The price of construction materials is steadily increasing in Haiti along with the price of fuel and other basic commodities. Thus, a buffer has been calculated for the hiring of the contractor (which


will be done by open tender). Taking into account this steady increase and current price levels, FCA assumes that there will be no dramatic price increases during the construction period. The pilot project has already been proved successful as regards the reconstruction method and the use of local Cash-for-Work staff. The pilot has shown reconstruction to be a time-consuming process, which made it necessary to revise the size and scope of this project, but the end result is of a high quality. FCA assumes that the techniques piloted at Ecole St. Mathieu can be transferred to other school sites as well producing equally successful results. Additionally, the following assumptions are made:

The security situation remains stable

Many working days are not lost to widespread demonstrations or other civil unrest

Sites remain accessible

Good and effective collaboration between implementing partners, contractors and FCA technical staff.

If this project is not fully funded, FCA has put aside some additional funding to ensure that essential infrastructure (school buildings) can be finished at the school sites. For components that do not receive funding through this Appeal, FCA will continue to search for additional funding to ensure that all 4 schools sites receive infrastructure of an appropriate standard so that the children can continue their education. FCA Implementation Timetable Due to delays in the development of the reconstruction model in 2010, the implementation of this project has started in January 2011. The project is expected to last for 12 months and be completed by December 2011.


Transition or Exit strategy Finn Church Aid is already engaged in negotiations with several donors concerning a longer-term school reconstruction project for the next 4-5 years. Thus, a larger-scale reconstruction project is foreseen after the duration of the ACT Appeal to carry on the work of rebuilding the education sector in Haiti. These negotiations are still being finalized but FCA aims to reconstruct tens of schools in Haiti. VI. ADMINISTRATION & FINANCE Administration & Finance Finn Church Aid has established a country office in Port-au-Prince with local and international staff. The Reconstruction Project Manager, finance manager and administrative staff have already been recruited. Architects and engineers in Finland have been working on this project since January 2010 and local engineers are currently being recruited. FCA has also come to and agreement with 4 Canadian engineering companies to second senior engineers and provide technical engineering


support pro-bono until September 2011 according to the current agreement. This agreement may be extended or FCA will recruit additional engineering support directly. Appeal funds will first be transferred to a separate account in Haiti, opened for this purpose. These funds will then be transferred to local bank accounts opened for the ACT Appeal funds operated by the Haiti country office in smaller instalments based on forecasted cash flow and the needs on the ground. FCA’s Haiti office will prepare monthly narrative and brief financial reports for HQ on the progress being made on the project. More in-depth reports will be prepared on a quarterly basis to monitor and evaluate the progress of activities and the utilisation of funds. The FCA Haiti office will work in close cooperation with other ACT partners in the procurement of materials, logistics, etc. to take advantage of synergies between member institutions. BAEH will be responsible for the payment of cash-for-work staff. The division of responsibilities will be formalized through a further Memorandum of Understanding between FCA and BAEH. FCA HQ will sign all major funding agreements whereas the Haiti country office will be responsible for the co-operative agreements and coordination between ACT partners involved in implementation. VII. MONITORING, REPORTING & EVALUATIONS Finn Church Aid will employ a Project Monitoring and Evaluation (PME) Officer to be based at the Haiti Country Office. This officer will be responsible for monitoring the implementation of the appeal, preparing regular reports on the progress being made. The PME officer will also ensure that all activities take into account HAP and Sphere standards. Regular meetings between FCA and BAEH staff (and the staff of other potential implementing partners) will be held to discuss the progress made. This will include site visits to monitor ongoing activities and tackle potential challenges together. All staff has agreed to abide by the FCA/ACT Code of Conduct and Policy on Sexual Exploitation in Humanitarian Action. The PME officer will also work to ensure that the highest humanitarian standards are respected and upheld in all project activities. In matters relating to construction, all workers will abide by Finn Church Aid’s Health, Safety and Environment Plan developed specifically for the school reconstruction project in Haiti by FCA’s Reconstruction Manager Sari Kaipainen. Finance reports will be prepared by FCA Finance Manager also based at the Haiti Country Office. The PME officer and finance manager will work in close cooperation to prepare the narrative and financial reports on the appeal. VIII. CO-ORDINATION Co-ordination within the project The activities will be coordinated through the education clusters in Leogane and Petit Goave (also serving Grand Goave). Finn Church Aid has been an active participant in these education clusters, also participating in the strategic coordination group and working group on learning spaces. These forums serve to coordinate and plan activities between other NGOs, UN organisations and local authorities in the project areas. FCA also participates in the sub-cluster meetings on the reconstruction of schools, where these plans have already been presented to the Ministry of


Education and other local and international actors. Beyond these coordination meetings, Finn Church Aid works in close cooperation with implementing partners and the local school committees to plan activities, engage the local community and ensure local participation in the planning and implementation of all activities. Co-ordination with other ACT members FCA participates in the regular ACT Forum meetings to coordinate activities with other ACT members. In addition to these meetings, bilateral meetings have been held to share ideas and plan with ACT members that have expertise in project-related areas (such as WASH and biogas technology). Co-ordination with other organisations in the area of intervention In the joint emergency education project with Lutheran World Federation, Finn Church Aid is already collaborating with other NGOs (such us PIN, CESVI, Save the Children, MLAL and Unicef) in several project sites. All of these activities are coordinated through the education cluster in cooperation with the Ministry of Education. This collaboration will continue into the reconstruction phase to ensure that the schools receive a full range of services and support to ensure that children have access to a high-quality education. IX. BUDGET

IX. FCA BUDGET

Type Unit Revised No. Units

Revised Unit Cost USD

Total Revised budget USD

EXPENDITURE DIRECT ASSISTANCE

Post Crisis Phase

OBJECTIVE 1 – Permanent Education facilities, furniture and materials

Reconstruction of schools

Site preparation

Geotechnical site surveys/soil testing

lump sum

17,225

Site specific technical drawings (topographic survey) lump sum

6,300

Training of skilled & unskilled labor

day

15 200.00 0

Materials (estimation for all 5 schools)

Concrete

m3

1,140 0.00 0

Geotextile

m2

19,000 0.00 0

Pipes

m

1,400 0.00 0

Steel mesh (foundation)

m2

3,420 0.00 0

Paint

litre

4,000 0.00 0

Fixing materials (nails, bolts, etc.)

lump sum

0.00 0

Gabions

pcs

9,000 0.00 0

Steel frames (L/C/T-profiles)

m

11,760 0.00 0

Cement rendering (Internal&external)

m2

8,880 0.00 0

Insect nets for openings

lump sum

0.00 0

Steel bars for windows &doors

lump sum

0.00 0

Roof trusses

pcs 0.00 0


140

Suspended ceiling

m2

3,000 0.00 0

Corrugated metal sheet (roof)

ft2

1,343 0.00 0

Construction tools

lump sum

0.00 0

Equipment rental (machinery, trucks, tools etc.) month

4,000 0.00 0

Generator

pcs

5 0.00 0

Personal safety equipment (helmets, shoes, googles, gloves, vests etc.) lump sum

10,000

Material transport

lump sum

5 0.00 0

School furniture (desks, blackboards, lunch area benches etc.) site

4 20,000.00 80,000

Safety fencing

site

5 0.00 0

School learning materials

site

5 0.00 0

Construction Contractor Costs

School

4 300,000.00 1,200,000

Solar panels for school sites

lump sum

64,000

Community participation in reconstruction

Cash for work (unskilled labor - approx. 1680 people) dayxlabour 672 x 30 8.00 161,280

Subtotal objective 1

1,538,805

OBJECTIVE 2 – Hurricane shelter

Hurricane resistant shutters and doors

site

4 5,000.00 20,000

Community awareness raising

lump sum

1 1,000.00 1,000


21,000


OBJECTIVE 3 – Access to Clean, potable water

Water tanks rainwater collect. system

site

4 5,000.00 20,000

Well and/or water pump

site

4 5,000.00 20,000

Water distribution system

site

4 3,000.00 12,000

Cholera prevention campaign

training

16 50.00 800


52,800

OBJECTIVE 4 – Permanent biogas latrine/Kitchen facilities

Washrooms (bio-gas latrines)

site

4 25,000.00 100,000

Training of maintenance staff

day

2 200.00 400

Maintenance

month

6 0.00 0


100,400

OBJECTIVE 5 – Biogas school kitchen facilities

Kitchen facilities (using biogas) - included in contractor costs site

5 0.00 0

Kitchen materials

site

4 5,000.00 20,000


20,000

OBJECTIVE 6 – Teacher training and sensitisation

Training materials

teacher

200 0.00 0

Seminar costs (for 200 staff)

day

5 0.00 0

Events for students

lump sum

1 0.00 0



0

Subtotal objective 1-6

1,632,605

Project staff costs

Reconstruction project manager

month

12 8,000.00 96,000

Structural Engineer

month 12 2,500.00 30,000

Canadian Engineering Companies (engineer secondment & external design work) in kind

Week

48 5,600.00 268,800

Site Supervision Engineers

month 12 6,000.00 36,000

PME Officer

month 12 2,000.00 36,000

Quality control engineer

month 6 0.00 0

Logistican

month 12 0.00 0

Masonry/skilled labor (7 per site)

month 6 0.00 0

Senior foremen (1 per site) (50%)

month 6 0.00 0

Drivers (2)

month

12 1,100.00 13,200

Site security guards (2 per site for day/night shifts) month

12 0.00 0

Trainers/monitors (2)

month

12 0.00 0

Field Coordinator (2) one coordinator

month

12 2,000.00 24,000

WASH Technician

month

12 2,000.00 24,000

Plumber

month

6 0.00 0

Staff housing

month

12 3,500.00 42,000

Staff travel and accomodation

month

12 750.00 9,000

Per diems

month

12 500.00 6,000

Subtotal project staff costs

585,000

Program related costs


Office equipment and repairs

month

12 500.00 6,000

Office rent (30%)

month

12 1,000.00 12,000

Office utilities in FCA GH

month

12 500.00 6,000

Office consumables and stationary

month

12 500.00 6,000

Communications (telephone, internet)

month

12 1,000.00 6,000

Vechicle running costs (fuel and maintenance) month

12 2,000.00 12,000

Generator running costs

month

8 0.00 0

Subtotal program related costs

48,000


2,265,605

TRANSPORT , WAREHOUSEING & HANDLING

Transport

Rental of truck for material delivery

month

12 0.00 0

Warehousing

Rental of warehouse

month

12 1,000.00 12,000

Wages for Security/ Guards

month

12 0.00 0

Handling

0

Wages for labourers

month

12 300.00 0


12,000

CAPITAL ASSETS ( over US$500)

Laptop computer

pcs

3 1,500.00 4,500


Printers

pcs

1 600.00 600

Office Furniture

lump sum

3,000

Vehicles

pcs

2 38,000.00 76,000


84,100

INDIRECT COSTS: PERSONNEL, ADMINISTRATION, OPERATION & SUPPORT

Staff salaries

Head of mission (30%) See note

month

12 2,500.00 30,000

Finance manager (50%)

month

12 3,500.00 42,000

Accountant (50%)

month

12 1,000.00 12,000

Administrative assistant

month

12 0.00 0

TOTAL PERSONNEL, ADMIN & SUPPORT

84,000

AUDIT &MONITORING

Audit of ACT Funds

Estimate

6,000

Monitoring & Evaluation

Estimate

4,000

Resource management audit

Estimate

10,000


20,000

TOTAL PROJECT BUDGET

2,465,705

3% International Coordination Fee

73,971

TOTAL EXPENDITURE

2,539,676

Lutheran World Federation/Department for World Service (LWF) I. REQUESTING ACT MEMBER INFORMATION The Lutheran World Federation/Department for World Service activities in Haiti started in 1983 as a support to political refugees in the Caribbean and in the USA. The program currently has ongoing development projects in southeast Haiti with the emergency response focused in- and -to the east of Port-au-Prince (PaP). The LWF Haiti program currently has about 108 staff with a country office located in Pétion-Ville, two development field offices to the East of PaP (one in Forêt de Pins and another in Macaya) and a large emergency logistics and operations base in Leogane.

II. IMPLEMENTING ACT MEMBER & PARTNER INFORMATION LWF Haiti office will continue all the activities indicated during this extended period of implementation with close participation and contribution of the beneficiaries, the local and central authorities, municipalities, and key local partners, namely the National Human Rights Defense Network (RNDDH), the Episcopal Church of Haiti, ITECA rural development organization, CODEP joint program of the Haiti Fund USA consisting of a coalition of faith-based interest groups and the Episcopal Church in Haiti. III. DESCRIPTION of the CURRENT SITUATION in the AREA of RESPONSE According to the IOM (International Organization for Migration) data there are still 680.000 displaced individuals living in 1,061 camp sites as of March 20114. Around 74% of the camps are on private land and camp-dwellers face evictions, at some locations these are accompanied by violent confrontations. The 5 Camps in Nerette/Pétion-Ville where LWF is in charge of camp management, have also been threatened by the landlords on several occasions for an immediate evacuation and has caused some damages to the camp committee inventory, such as to water tanks, wheelbarrows and complaints kiosks, etc. Such confrontations were peacefully mediated by LWF camp management team with the help of the Camp Committees. Nerette camps are still considered densely populated (around 1,000 families) and most vulnerable to eviction due to high commercial value of the land under the camp site. The evictions are also indicated as highest (Pétion-ville) in the below given Chart reported by IOM:

4 IOM, CCCM, Displacement Tracking Matrix, March 16, 2011


The return of the IDPs (internally displaced persons) to their places of origin and/or rental properties is supported by various organizations by provision of cash, and/or construction materials and labor. Catholic Relief Services and LWF are among those at Nerette camps. However, the efforts are not enough due to the lack of land entitlement by many IDPs. Majority of the camp habitants (64%) are indicated as Renters before the earthquake. Supporting Renters has been applied by LWF for already 300 families (total target of 400 families) with a complete success rate of people moving out of camps within the given 8 days after the receipt of the cash. It is very strictly observed and monitored to ensure people are moving into the indicated addresses and not to the next slum area, camp or precarious locations. The monitoring of the first batch (100 families) has helped to control the return rate and use peer pressure if the agreement is violated. The role of the Camp Committees has been enormous in that regard as delayed move of the supported family would delay the continuity of the assistance to the remaining beneficiaries. The overall downward trend of the Cholera outbreak observed since the beginning of the year has continued in March with unfortunately some re-occurrence at some locations in May. Although many CTC-s (Cholera Treatment Centre) have been sized down or closed after the crisis phase was over still some organizations, mainly MSF Belgium and Spain continue assistance to cholera patients in each department. 5So far, 5,506 deaths and 363,117 cumulative cholera cases have been reported by the Ministère de la santé et de la population (MSPP) as of 20 June. Despite a resurgence of cholera cases due to abundant rains, mortality rates have been declining steadily in all departments to reach 1.5 per cent nationwide. At 0.7 per cent, Port-au-Prince metropolitan area still has the lowest mortality rate. LWF’s support in provision of drinkable water and tanks at Nerette camps at the crisis phase in 2010 has been continued by the camp members paying for the truck to re-fill it periodically. The distributed aquatabs, chlorine bottles and regular health sessions are assisting the families to keep the disease out of camp. A few cases that occurred were immediately addressed by the nearest CTC. The return process is accelerated in all occasions to release people out of such densely populated compounds. ... In terms of economic development many Haitian households, regardless of occupational category, have mostly resorted to loans to meet their economic needs. This is according to a survey conducted by ACTED from October 2010 to March 2011 on the economic situation and debts of households in PaP and Léogâne. This study shows that the use of loans has increased in PaP after the quake. It is explained due to various factors as driving forces for loans:

1. School fees; 2. Financing of economic activities due to the non viability of small businesses; 3. Purchase of food, particularly in Léogâne.

IV. TARGETED BENEFICIARIES and Location for LWF/WS Haiti proposed response: Some of the activities (Education, WASH, Public Health Promotion, Gender-based-Violence) will be finalized as the initial part of the response except shelter, livelihood, Disaster Risk Reduction (DRR) and Psychosocial (PS) components. The area of intervention will remain almost the same during the extended period, except drop out of Bino/Petit Goave under the livelihood sector due to improved livelihood conditions, but most importantly due to security threats by local influential political groups that has not been resolved. Since several weeks of suspension in 2010 have delayed the activities it was decided to exclude the area, in consultation with the local associations.

5 OCHA Humanitarian Bulletin, 30 June, 2011


Total outreach of the beneficiaries as per activities is detailed in the logical framework as well as summarised here:

Location No. of Targeted Population (8/family)

No. of Targeted Families

Targeted activities

Leogane

16,000 2,000

Shelter (200) Livelihood (1,000) DRR (500) Psychosocial (300)

Gressier 4,600 575 Shelter (75) Housing/model village (200) Psychosocial (300)

Grand Goave 12,000 1,500 Livelihood (1,000) DRR (500)

Petit Goave 12,000 1,500 Livelihood (1,000) DRR (500)

Vaudreuil 8,000 1,000 Livelihood (1,000)

Total 52,600 6,575

V. PROPOSED EMERGENCY ASSISTANCE AND IMPLEMENTATION Goal Enhance the living conditions of the most vulnerable groups impacted by earthquake through access to basic necessities of life and the fulfillment of their basic rights. Objectives Ensure smooth transition from relief to early recovery, reconstruction and development in the areas of intervention assisting earthquake affected population. Integrate Rights based Approach (RBA) and advocacy to all activities through linkages and collaboration with human rights organizations. Activities:

1. Shelter/Housing

Continue construction of 275 semi-permanent shelters (of Steel Elements) at Leogane and Gressier;

Select construction company through a tender process and build a model village in Gressier to provide permanent shelter for about 200 families with access to watsan;

Facilitate latrine installations for eligible shelter beneficiaries in collaboration with Oxfam Intermon and Oxfam Quebec in Gressier and Leogane;

Continue participation at advocacy discussions on shelter for land entitlements for relocation, etc.

2. Livelihood

Continue Monitoring and Evaluation (ME) with 2,000 beneficiaries (around 60% women) of the seeds vouchers distributed during the post-crisis phase in Leogane, Grand Goave and Petit Goave;

Continue ME with 1,850 beneficiaries (around 60% women) of the Income generating activities assisted during the post-crisis phase in Leogane, G/P Goave and Vaudreuil;

Continue implementation and ME visits to 26 Solidarity Micro Saving groups (around 80% women) in Leogane, G/P Goave and Vaudreuil.


3. Disaster Risk Reduction (DRR)

Continue training sessions with emergency cells and brigades at all intervention areas of emergency response;

Update Risk Mapping and establish an updated Contingency plan at all intervention areas of emergency response;

Update Action Plan for Evacuation and create synergy and collaboration with DPC (Département Protection Civile) on prevention;

Further develop Contingency Plan and apply for entire operation of LWF.

4. Psychosocial (PS)/Cross cutting issues

Elaborate training modules on post-trauma related to IDPs return/late or not possible return (e.g: Shekina camp/Gressier) and conduct sessions;

Continue Child Friendly Space activities, including alphabetization for women. Logical Framework of activities

Objectives Activities Results/Outcomes Indicators Means of Verification Assumptions

1. Shelter/housing

1.1 Ensure access to housing and sanitation facilities needed for living, safety and security

Continue construction of 275 semi-permanent shelters (of Steel Elements) in the intervention areas at Mariani, Leogane and Gressier

275 families enjoy safe and secure housing that builds basis for future permanent housing

# of steel elements houses installed

Inventory list; Acknowledgement of Receipt of house by each HH

People have property rights and /or find land for lease

Select a construction company and build a model village in Gressier to provide permanent shelter for about 200 families with access to watsan

200 families enjoy permanent, safe housing with access to basic services of watsan

# of houses built Interim Reports; House Inventory

Facilitate latrine installations in close collaboration with Oxfam Intermon (MoU) in Mariani, Gressier

At least 150 households will receive latrines for improved health and hygiene

# of households having access to latrines installed

Reports and Inventory check

Integrate RBA approach and advocacy to shelter for land entitlements for relocation, etc.

Most of the target groups are able to raise issue of land for housing and seek support of local authorities

# of events held on RBA; # of cases discussed with local authorities

Event minutes; Action Plans developed together with the beneficiaries

2. Livelihood

2.1. Ensure continued benefit from mechanisms and opportunities created for sustainable livelihoods and income generation

Continue ME with 2,000 beneficiaries of the seeds vouchers given during the post-crisis phase in G Goave, P Goave and Leogane

Items received by 2,000 beneficiaries (60% women) are well utilised and stocks for next season are prepared

# of visits by ME team to the beneficiaries; types and amounts of items utilized; # of items re-stocked

Monthly Reports

Political stability ensured in the country, no inflation takes place and no major food crisis happens

Continue ME with 1,850 beneficiaries of the Income Generating Activities assisted during the post-crisis phase in G Goave, P Goave, Leogane and Vaudreuil

Inputs received by 1,850 beneficiaries (60% women) continue to generate income, re-investing takes place

# of businesses continued; Monthly Reports

Continue implementation and ME visits to 26 Solidarity Micro Saving groups in G Goave, P Goave, Leogane and Vaudreuil

Beneficiaries at 26 micro saving groups (80%women) continue benefiting from the group saving and investing

# of micro-saving groups established; # of groups continue saving/investing cycle; level of satisfaction from savings

Monthly Reports


3. Disaster Risk Reduction

3.1 Continue assisting communities in their disaster preparedness and resilience

Continue training sessions with emergency cells and brigades at all intervention areas of emergency response

At least 2 sessions per target groups are conducted and people are well equipped to respond to locally re-ocurring disasters

# of training sessions with brigades and cells; # of members attending

Monthly Reports; Training participants list

Political stability ensured in the country, no massive natural disasters occur that can challenge overall country capacity

Update Risk Mapping per commune and establish an updated Contingency plan

People at 4 target communes are well aware and prepared for Risks as per locations

# of contingency plans updated

Monthly Reports

Update Action Plan for Evacuation and create synergy and collaboration with DPC (Dpt Protecion Civil) on prevention

Communities are well prepared for evacuation in case of need; Contacts with DPC ensure sustainable approach and continuty of efforts

# of sessions on evacuation routes conducted; Meetings, and contacts established with DPC; DPC representatives participate at sessions

Monthly Reports; Training participants list

3.2 Ensure organizational contingency plan for any natural disasters

Further develop Contingency Plan and resources for entire country operation of LWF

Organization and its personnel is well organized and equipped to avoid and overcome adverse impact of natural disasters; Collaboraiton with relevant ACT members create synergy

# of training sessions/simulations conducted with staff members; Contingency stock is updated regularly: Contingency Plan further developed and shared with ACT members

Training Participants list; Contingency Plan shared with related stakeholders

4. Psychosocial support/Cross cutting issues

4.1 To maintain the psychosocial wellbeing of children, adults and aged people affected by the earthquake

a) Elaborate training modules on post-trauma related to IDPs return or due not possible return (e.g: Shekina Merger); b) Continue Child Friendly Space activities, including alphabetization for women.

Target beneficiaries receive visits and support by PS team to overcome trauma due to return/or no return

# of visits per commune; # of cases identified; # of cases supported

Monthly Reports; Case studies (anonymous)

Political stability ensured in the country, people are open to improving their literacy level and share their trauma related experiences


4.2 School children’s and teachers’ psychosocial wellbeing is augmented through trainings, workshops and follow-up visits

a) Continue workshops on “Violence against children in schools” (with lessons learned from the 6 pilot schools during May-June), in collaboration with education team; b) Conduct follow-up and revisits to introduce ‘positive discipline pedagogics’ and ways to run a classroom without violence; c) Support established youth clubs together with education team.

a) Students share and discuss cases of violence at schools; b) Teachers and parents are aware of the better and positive methodologies in school discipline; c) Youth Clubs create environment for youth to interact

# of sessions/discussions with students; # of violence cases reported; Cases of violence reportedly reduced after the sessions as per case studies # of youth clubs supported.

Monthly Reports; Case studies (anonymous)

Implementation methodology The revised sectors of intervention for this project are shelter, livelihood, and DRR complemented with sector of psychosocial interventions. A mainstreamed advocacy on human rights, accountability and protection are to be part of the overall intervention. Model village construction to be launched this year will employ a comprehensive approach to building-back-better in housing not to call it a shelter but a real home for affected where beneficiaries are enjoying their rights. Each step on the development of this action will include participation, empowerment and community ownership. In addition to already obtained legal documentation all necessary pre-construction arrangements, including topographic survey are to be in place before further financial transactions take place with a contractor. LWF follows to adhere to the SPHERE and HAP standards at all times although attaining such standards in the urban settlements, camps is difficult due to the density of population. As a refresher training, the project personnel have attended a 3 day-workshop by SPHERE Project in April 2011 (hosted by World Vision Haiti) and apply in their daily work to the extent possible. The Code of Conduct for The International Red Cross and Red Crescent Movement and NGOs in Disaster Relief 6 is an integral part of all contracts and MoUs made with existing and new partners.

The Code of Conduct on Sexual Exploitation, Abuse of Power and Corruption (for staff members of the ACT International Alliance) is an integral part of all staff contracts. Given the fact that many new staff was hired in this response the orientation and training sessions are conducted for all staff to familiarize them with the contents of the CoC as well as LWF values, vision and goals. Likewise gender equality is integrated in all levels of operations, needs assessments, project design, implementation, and monitoring. LWF Timetable

N Activity Outline Aug-11 Sep-11 Oct-11 Nov-11 Dec-11

1 Shelter/Housing

1.1

Continue construction of 275 semi-permanent shelter (of Steel Elements) at Gressier and Leogane;

1.2

Select construction company through a tender process and build a model village in Gressier accomodating around 200 families with access to services of watsan;

1.3

Facilitate latrine installations for eligible shelter beneficiaries in collaboration with Oxfam Intermon and Oxfam Quebec in Gressier and Leogane;

1.4

Continue participating at advocacy discussions on shelter for land entitlements for relocation, etc.

2 Livelihood

2.1

Continue ME with 2,000 beneficiaries (around 60% women) of the seeds vouchers distributed during the post-crisis phase in Leogane, G/P Goave;

6 http://www.ifrc.org/publicat/conduct/


2.2

Continue ME with 1,850 beneficiaries (around 60% women) of the Income generating activities assisted during the post-crisis phase in Leogane, G/P Goave and Vaudreuil;

2.3

Continue implementation and ME visits to 26 Solidarity Micro Saving groups (around 80% women) in Leogane, G Goave, P Goave and Vaudreuil;

3 Disaster Risk Reduction (DRR)

3.1 Continue training sessions with emergency

cells and brigades at all intervention areas;

3.2

Update Risk Mapping and establish an updated Contingency plan at all intervention areas;

3.3

Update Action Plan for Evacuation and create synergy and collaboration with DPC (Département Protection Civile) on prevention;

3.4 Further develop Contingency Plan and apply

for entire operation of LWF;

4 Psychosocial/Cross cutting issues

4.1

Elaborate training modules on post-trauma related to IDPs return/late or not possible return (e.g: Shekina camp/Gressier) and conduct sessions;

4.2 Continue Child Friendly Space activities,

including alphabetization for women;

Inputs for implementation

1. Human Resources:

Responsible personnel is maintained for extension period and contracts of related staff

members will be discontinued due to reduced scope of the activities beyond July 2011;

Livelihood personnel will function under joint DCA funding until the end of August after which

the activities will be finalized;

Staff salary contributions for Macaya and FdP are reallocated to other budget lines due to the

closure of the activities planned for those areas under the Appeal.

2. Operations:

Activities of the Crisis-phase is closed and all remaining balance is re-allocated to continued

activities;

Due to the financial constraints affecting the shelter component and the fixed timeline of the

ACT Appeal, it has been decided to exclude permanent shelter in this revision. However,

construction of a Model Village in Gressier will provide at least 200 families with permanent

housing with access to a community hall, watsan system, etc;

Camp management by LWF is to end by the end of July due to closure of 3 camps (Nerette 3,

4, 5) by the housing provided by LWF under return support. All responsibilities related to

remaining 2 camps (Nerette 1, 2) will be handed over to IOM Petion-ville office as agreed;

Education, WASH, PHP, GBV activities are finalized by the end of July as planned intervention

in the appeal are accomplished;


WATSAN for camp management is re-allocated to Cash vouchers for Camp return activities

due to previously under-budgeted amount;

ERRF/OCHA funded activities coordinated via FCA are closed by February 2011.

3. Logistics

Warehouse facility in PaP operated by LWF for ACT Alliance members will be maintained until

the end of 2011 considering the hurricane season lasting till November and required

contingency stocks therefore;

By the end of July 2011 the Warehouse facility in Jimani to be totally closed and logistical

support in Santo Domingo (SD) to be finalized;

Trucks bought in SD under SSID to be registered as assets of LWF in Haiti.

Transition or Exit strategy

By the end of the year 2011, the crisis and post-crisis response of LWF to the earthquake emergency via this ACT Appeal comes to an end. All activities planned aim to reach completion stage by that period, except major permanent housing that may reach a new stage subject to land availability and funding possibilities. Since majority of the activities during the post crisis phase has been a transfer of knowledge and skills, the beneficiaries’ dependency on the foreign institutions and/or LWF after their departure, is extremely reduced. The return support to IDPs have ensured a safe and secure housing for those who are also now better aware of disasters and the ways how to prevent a life loss in such cases. In that regard established local emergency brigades and cells under DRR component have received set of tools, in addition to drawing their local Risk Maps, and simulation of evacuation Action Plans. Based on the lessons learned on “NGO branding vs. Beneficiary ownership” LWF’s approach has seriously considered the latter. In case of housing or schools construction LWF has kept the visibility (logo/branding) into minimum to rather create a community attitude/ownership to the new installations. The remaining crisis and post crisis activities that were related to the camp management will naturally come to the end of its life period by the closure of camps and handover of the camp manager responsibilities to IOM by the end of July 2011. In all cases the closure and/or reduction of scope of the activities are properly communicated to all stakeholders beforehand. Planning assumptions, constraints and prioritisation Achievement of remaining project results depends on several assumptions and the mitigation of a number of risks. Assumptions:

Successor of leaving Emergency Project Manager is recruited on time to ensure smooth handover;

Overall security situation in the country becomes stable;

Site is available for total number of semi/permanent shelters to be constructed;

Coordination and collaboration between all stakeholder involved continue;


Financial commitments towards ACT Appeal is completed for timely implementation without funding gaps;

No major disasters occur to undermine the ability of LWF and communities to continue working.

Risks and Mitigation:

Hurricane/cyclones/storms: Hurricane season started with a yellow alert and might cause tough times.

Mitigation: The Contingency Plan is further developed to include overall needs of LWF as an organization to respond in major disasters in all its intervention areas. The Plan also includes stock piling that has already taken place and warehouses in PaP and Leogane have sufficient materials to address emergencies quickly and on time. Human resources per sector and location are mobilized to be available for rapid response, if necessary. Possible synergy among ACT members in Haiti has been discussed and mapped for locations as per 1) needs assessment capacity, 2) implementation capacity and 3) full implementation capacity with warehouse and/or office.

Funding: It might happen that the funding requested by LWF is not provided in full. Mitigation: Prioritization is done via this revision and priority is given to return strategy to assist people to get a safe place to live and protect themselves from possible disasters. DRR activities will also receive priority attention if shortage in funding.

Procurement: Increased demand by many agencies might further increase goods prices. Mitigation: Major project supplies and contingency stocks are stock-piled at warehouses for the coming months. Shelter procurements in high quantities are tendered out to choose the best option among the locally and quickly available. Purchases from the Dominican Republic were reduced to minimum, to almost none during the year 2011 to participate at the local economy growth. VI. ADMINISTRATION & FINANCE The previously set-up administrative and financial management system will remain in place with the main office in Pétion-Ville and an office base in Leogane for field operations. An admin assistant and cashier are based in the field for daily operations with prior authorizations. VII. MONITORING, REPORTING & EVALUATIONS As previously set, the Sector Coordinators are in charge of the quality work performance under the supervision of the Emergency Project Manager with field visits and regular reporting schedules. A Resource Management Audit (RMA) will be conducted for the project in addition to the External Evaluation to take place towards the end of the project. A new PME Officer to be recruited soon will assist each sector to get results documented for analysis and corrections to be made on time, if necessary. Communication Communication and Ecumenical Relations Officer will maintain a steady flow of timely and accurate information between the field and other stakeholders for fund-raising and advocacy purposes but also to maintain the profile of the emergency operations via regular postings at LWF Haiti web site and LWF Caribbean Facebook page.


A new Liaison Officer will support the Country Representative for smooth communication with all stakeholders involved, especially with the related Government authorities at national and regional level as well as with the ACT Alliance, INGO community, Partner organizations and donor agencies in the region. VIII. COORDINATION

LWF participates actively in the UN coordination through the Cluster meetings (especially education, livelihood, shelter, wash, protection, gender-based violence) both in the national and commune levels, join meetings and discussions of Interim Commission for the Reconstruction of Haiti.

LWF is an active member of the ACT Haiti Forum and was the Chair until end of 2010 by serving its

turn for a year.

IX. BUDGET

IX. LWF BUDGET

Type Revised No.

Revised Unit cost

Total Revised budget

Unit Units USD USD

Crisis Phase Food Relief Assistance

Food buckets for 10,300 people Food buckets 1,000 111.96 111,958

111,958

Water, Sanitation and Hygiene Water tanks (3,500 li. Capacity) units 4 1456.00 6,353

Truck loads of clean water - Petion-ville truck load 48 260.00 12,480

Water purification tablets (in kind from FCA) tablets 384,000 0.02

7,251

Collapsible water cans (in kind from FCA) pcs. 10,000 4.87 48,700

Jerry cans (5 liters)

477

Bladder tanks pcs. 5 900.00 4,500

Tool kits for hygiene promotion kit 35 473.48 16,572

Sanitation facilities - emergency communal latrines and shower units

block of 12 latrines +12 showers 1 2,245 2,245

98,578

Non Food Items Relief Assistance

Kitchen kits

474

Mosquito nets pcs 14,900 5.00 74,500

Quilts (14,000 pcs - in kind from LWR) bales 420 476.00 199,920

Blankets (net of 14,000 quilts from LWR) pcs 29,800 4.39


170,938

Mattresses pcs 11,900 18.84 224,196

Sleeping bags

301

Hygiene kits (13,000 kits - in kind from LWR) container 1 150,000.00

150,000

Hygiene kits (purchased) kits 3,000 33.33 100,000

Buckets pcs 3,000 5.00 15,000

Toothpaste (LWR - In-kind contribution) cartons 290 41.28 11,971

Health kits (LWR - In-kind contribution) cartons 165 588.00 97,020

1,044,320

Emergency Shelter

Plastic sheeting (6mx8m) pcs 3,300 20 66,000

Transitional shelter kits

1,656

Nylon rope (10 m x 5,000) m 50,000 0.53 26,500

Family tents (in kind from FCA) tents 280 835 233,711

Tool for clearing lumpsum 1 5,200 5,462

333,329

Psychosocial Support

Staff care and youth group program lumpsum 1 11,200 11,200

Training lumpsum 1 1,500 1,500

Staff care plan lumpsum 1 15,000 15,000


27,700


Assessment and training team person days 540 60

32,400

Meals for assessment team persons 540 6.67 3,600

Public health promotion staff months 4 500 3,816

Psychosocial support staff (2) months 12 500 6,200

46,016

Sub Total Crisis Phase

1,661,901

Post Crisis Phase

Reconstruction -Semi/Permanent Shelters

Materials - house repar

Skilled labour - house repair

Cash for work (brick making)

Voucher-constr materials/ house repair incl. Labour family 350 1,000

350,000

Cash Voucher to rent house for poor tenants family 400 500 200,000

Steel elements 18 sq.m. porch (including transportation to Leogan and labour) houses 275 3,565

980,375

Wood house 18 sq.m. + 2 sq.m. porch (including transportation to Leogan and labour) houses - 3,620 -

Latrines and showers for the community unit - 150 -

Ground and road access preparations to the sites lumpsum - 10,000 -

Jigs and tools lumpsum - 10,000 -

Transportation of materials to sites lumpsum 1 10,000 10,000

Consultant/engineer-steel element house month - 1,500 -


Reconstruction - Permanent Shelters

Wood house 24 sq. m. + 6 sq.m. porch (including transportation to Leogane and labour) house - 4,000 -

Foam house 30 sq.m. + 6 sq.m. porch (including transportation to Leogane and labour) house - 5,000 -

Latrine and shower per house unit - 300 -

Ground and road access preparations to the sites lumpsum - 5,000 -

Transporation of materials to the sites lumpsum - 5,000 -

Jigs and tools lumpsum - 5,000 -

Model Village construction - Gressier/Doe Bellevue

Ground and road access preparation lumpsum 1 107,200

107,200

Transporation of materials to the sites lumpsum 1 12,000

12,000

Landscaping for 200 houses lumpsum 1 728,000

728,000

Construction of houses/Apartments (200) incl. Facilities houses 200 16,268

3,253,557

Road network on the site lumpsum 1 80,800 80,800

5,721,932

Sustainable housing pilot project

2 Housing Unit Kits units 3 8,667 26,000

Establishment of bamboo nurseries lumpsum 1 4,000 4,000

30,000

Camp management

Cash for work activities - rubble removing (20 days x 700 persons)

person days 6,000 5 30,000

Sensitization sessions to ensure session 16 250 4,000


protection of vulnerable people

Sensitization in focus group related to complaints mechanism group 1 1,000 1,000

Actions related to gender and sexual abuse protection various 1 2,000 2,000

Camp Management actions (repairing camp) various 1 11,500 11,500

Materials for Camp Management various 1 3,200 3,200

Camp Management training and activities various 1 2,179 2,179

Monitors -shelter/camp person mos. - 750 0

Incentives for Camp mobilizers (5 persons x 10 mos.)

person mos. 20 200 4,000

Incentives for Child space mobilizer (1) month 9 500 4,500

62,379

Psychosocial Support

Training (4 groups) lumpsum 1 1,800 1,800

Training teachers/groups training 13 375 5,000

Awareness raising in communities session 10 630 6,300

children and youth activities person 2,750 9 25,000

Womens/youth activities person 400 20 8,000

Staff care lumpsum 1 5,000 5,000

Sensitization sessions to ensure protection of vulnerable people lumpsum 1 2,660 2,660

Actions related to gender and sexual abuse protection lumpsum 1 10,000 10,000

Incentives for Child space mobilizer (1) lumpsum 1 4,000 4,000

67,760

Public Health Promotion

Materials for Public Health Promotion lumpsum 1 50,000 50,000

Training session at the school level (30 schools @ 4 sessions/school) (meals) session 30 633 19,000

Training session at the community level session 30 990


(meals & accom) 29,700

Sensitization and mobilization activities actions 3 1,200 3,600

Organization of competition competition - 2,300 0

Community mobilizers (30 persons x 9 months)

person months 57 60 3,400

105,700

WATSAN for Education

Water tank purchase and installation per school 30 2,000 60,000

Supply of clean water per shool 30 1,000 30,000

Well drilling and handpump installation each 10 10,000 100,000

Latrines for schools each 25 2,000 50,000

240,000

WATSAN for Rural Areas

Repair of water catchment systems system 0 4950 0

Construction of valve boxes box 0 94 0

Construction of water access points access

point 0 330

0

Protecting pipes in ordinary concrete linear meter 0 28 0

Construction water catchment box box 0 4620 0

Contruction of Community latrines latrine 0 440 0

water works (travaux de captage d'eau) each 2 45000 90,000

Cash for Work worker/days 0 5 0

training water committees session 0 1,500 0

Consultant/training session 0 750 0

Construction of water access points

90,000

WATSAN for Camp management

Water Tanks tank 3 500 1,500

Truck loads of water truck load 2 100 200

1,700


331,700

Disaster Preparedness and Risk Reduction

Training on CBDRM session 10 1,425 14,250

Establish community based early warning system lumpsum 1 3,203 3,203

Sensibilization meetings in the communities meeting 41 750

31,000

Sensitization materials lumpsum 1 14,000 14,000

Materials for Rapid Response lumpsum 1 120,000 120,000

Validation and Dissemination of existing community response plans meetings 5 150

750

Development of Community Early warning systems meetings 7 150 1,000

Constitution of 1 Emergency Response Brigade with 10 members session 1 50

50

First aid training (Consultancy fees) (5 days/session x 2 trainers x USD 195) training

5 2,000 10,000

Disaster preparedness mobilizers (6) person month 110 200

22,000

Training session/materials lumpsum 1 5,000 5,000

221,253

Education and School Assistance

Tents for school (in kind from FCA) tents 30 8,119 244,188

Tents for school (FCA) 2nd shipment - in kind tents 30 6,045

181,350

School kits (16,000 - in-kind from LWR) container 1 200,000 200,000

School Construction/furniture lumpsum 1 1,210,000 1,210,000

Kitchens/latrines/fencing lumpsum 1 100,000 100,000

School wells/distribution system schools - 12,000 -


Emergency education for children lumpsum 1 440,000 440,000

School hangars 90m2 hangar 50 6,500 325,000

FCA Pilot School Reconstruction lumpsum 1 150,000 150,000

ERRF - School hangars 90m2 hangar 26 6,500 167,780

ERRF - Concrete flor for the hangars lumpsum 1 23,040 23,040

ERRF - Safety fence schools 15 1,500 22,500

ERRF - Desks and other furniture schools 15 5,000 75,000

ERRF - Psychosocial training materials items 200 50 10,000

ERRF - Training seminar costs (5 days) person 1,000 15 15,000

ERRF - Transport to seminar person 1,000 10 10,000

ERRF - Water tanks and purification schools 15 4,000 60,000

ERRF - Well drilling and hand pump units 5 10,000 50,000

ERRF – Latrines schools 15 1,500 22,500

ERRF - School kitchen supplies schools 15 2,000 30,000

ERRF - Reparation/construction of kitchen facilities schools 15 1,500

22,500

ERRF - Teacher incentive grant person 800 150 120,000

Kitchen materials and supplies (In-kind contribution - DCA) lumpsum 1 140,030

140,030

3,618,888

Livelihood recovery

Seeds and tools lumpsum 1 160,000 160,000


Seeds and tools voucher lumpsum 1 4,000 4,000

Livelihood recovery support lumpsum 1 240,000 240,000

Livelihoods assessment lumpsum 1 25,581 25,581

Livelihoods for the returnees incl. model village lumpsum 1 40,000 40,000

469,581

Sub Total Post Crisis Phase

10,629,192


FCA Rapid Assessment and Response + Logistic Support (Fee, travel, per diem, accommodation and meals) lumpsum

1 35,945

35,945

CoS support (staff cost -psycho-social staff;staff care specialist, etc.) lumpsum 1 211,452

211,452

Training and staff capacity building lumpsum 1 15,000 15,000

Staff salaries and benefits

LWF Leogane

Emergency Programme Coordinator months 24 8,910 213,840

Senior Emergency Adviser/s (Larson) months 3 6807 20,422

Deputy Emergency Manager

0

Support from Geneva Headquarters lumpsum 1 65000 65,000

Livelihood Recovery Supervisor lumpsum 3 6667 20,000

Psychosocial Officer months 7 2285 16,000

Emergency Finance Officer months 20 8408 168,154

Staff Care Officer (2) months 1 10000 10,000

Naitional staff salaries and benefits various 1 773,000 773,000

ALTO contribution


ERRF - Field coordinator (2) (1 BAEH, 1 LWF) months 12 1,800

21,600

ERRF - WASH technician (1) (LWF) months 6 1,400 8,400

ERRF - Trainers/monitors (4) (LWF) months 24 1,200 28,800

ERRF - Finance Officer (1) (BAEH) months 6 1,200 7,200

ERRF - Driver (2) (LWF) months 12 350 4,200

1,356,616

Macaya and Foret de Pins

Area Coordinators (2) 50% (Macaya and Foret de Pins) months - 2,718 0

Asst. Project Accountant (2) (50%) months - 907 0

-

Travel expenses

76,000

Field office/staff accommodation

230,000

Vehicle expenses

543,597

Implementing Livelihood Partner's Costs

258,563

Land hire for Leogane base Construction lumpsum 1 95,276 95,276

Dominican Republic

Staff salaries

20,000

Staff benefits

20,000

Staff Travel


17,000

Office Operations

60,004

Communications

4,800

Sub Total Direct Programme Related Costs

2,944,252

TOTAL DIRECT ASSISTANCE 15,235,346

Transport

217,702

Warehousing

295,000

Handling

114,000

Total Transport, Warehousing and Handling

626,702

Capital assets

Base Construction unit 1 260,000

260,000

Generators (4) unit 3 9,500 28,500

unit - 21,000

Inverter, batteries and accessories set 3 5,668 17,000

Rubhall tent unit 1 14,000 14,000

Pallet Jack unit 2 25 50

Tents - temporary office unit - -

Computers and peripherals unit 25 1,128 28,200

Digital camera unit 4 425 1,700


Satellite phone unit 3 2,600 7,800

Office furniture lumpsum 1 13,000 13,000

Guesthouse furniture lumpsum 1 15,000

15,000

Office safe unit 3 1,000

3,000

Photocopier unit 1 500 500

Printer unit 4 500

2,000

Computers and accessories (BAEH) unit 1 1,400

1,400

Printer/photocopier (BAEH) unit 1 500

500

Vehicles unit 10 23,500 235,000

Light Vehicle (In Kind Center-FCA) unit 1 38,000 38,000

2 Trucks unit 2 29,000 58,000

Bobcat mini loader unit - 30,000 0

Construction tools and small equipment lumpsum 1 10,000 10,000

Solar Panel units 2 2,000 4,000

Motorbikes units 2 4,160 8,320

VHF handsets units 10 700 7,000

VHF base station units 2 1,200 2,400

VHF mobile station units 8 1,000 8,000

Total Capital Assets 763,370

Haiti

Staff salaries

Project Management and Implementation - Direct Cost

Salaries and benefits

61,963


Coordination and Management

Salaries and benefits

581,909

Office Operations

Project Management and Implementation - Direct Cost

Share of office costs

75,732

Coordination and Management

Share of office costs

284,199

Total Personnel, Administration and Support

1,003,803

External audit fees Estimate 1 20,000 20,000

Resource Management Audit Estimate 2 10,000 20,000

Monitoring and internal evaluation (travel, per diems, transport) – midterm Estimate

1 10,000

10,000

Monitoring and internal evaluation (travel, per diems, transport) - final Estimate

1 10,000

10,000

Legal Fees (Lawer) months 10 2,000 20,000

Total Audit and Monitoring 80,000

Visibility materials (T-shirts, stickers, caps) & communication lumpsum

1 20,000.00

20,000

17,729,221

ACT Coordination Fee (3%)

477,882

18,207,103

2. Coordination of the ACT Response ACT Haiti Forum The ACT Haiti Forum was founded in 2008 and has proven to be effective in coordinating operations of members and in providing communication within the ACT alliance and with national partners, the Government of Haiti and the international NGOs. The forum structure agreed upon in the MoU has been applied with the election of a Chair (NCA) and a Vice-Chair (CRWRC) in December 2010. In 2011, the Forum is chaired by NCA. A coordination team, consisting of a coordinator, communicator (external liaison officer) and security advisor has been recruited since March 2010 to support the efforts undertaken by all ACT members involved in the response to the earthquake. Terms of Reference have been written for all the positions in consultation with ACT Forum members. At present, it was assessed that the two remaining positions would be needed for an extended period. This is justified by the size of the earthquake response, the need to strengthen synergies across ACT members and the preparations for the external evaluation. It has been decided to continue with the Coordinator position until 31 October 2011 and the Security Advisor until 31 December 2011 when the appeal terminates. A Communicator/Coordination assistant could be recruited from October 2011, with the expectation that the person will be employed from 2012 by one of the ACT member organizations, in order to provide a support to the Chair and Vice-Chair of the forum.

In the remaining part of the assignment, the ACT Coordinator tasks will be: 1. ACT Appeal HTI101 external evaluation and good practice: participate to the

preparation together with the ACT Secretariat and the Forum members. The evaluation and good practice exercises are planned to take place starting September 2011. Preparation and support to the evaluation team will take an important amount of time of the Coordinator.

2. As the 2011 cyclone season is expected to be particularly strong, it is important that

appropriate follow up and constant update is provided on the contingency plan, as well as ensure that should an emergency happen, it is followed by all ACT members. The Emergency Coordinator will maintain the contingency plan updated and together wi th forum Chair and Vice Chair, ensure coordination of the ACT response in case of disaster.

3. Since staff turnover is expected in the second semester of 2011, it is important to develop easily accessible tools to introduce new staff to ACT. One orientation session on ACT should take place during that period. And for future perspective, a set of key documents should be developed to be given to all ACT members as well as power point introduction on ACT Alliance in general and in Haiti that all ACT members can use. These documents will be grouped with security tools developed by Security Advisor on a DVD and possible put online via blog.

4. External coordination for visibility and advocacy purpose should continue. Also, for the purpose of enhancing knowledge of external actors on the ACT Alliance, a leaflet with key points should be prepared and distributed by all ACT members.

5. The Coordinator will spend time reviewing the fourth set of interim reports in October, in liaison with the ACT Secretariat.


6. The ACT Coordinator will continue to supervise Security Advisor, who will continue to issue alerts, security sitreps, update tools and provide ad-hoc security related trainings.

7. Prepare a job description and assist with recruitment of Communicator/Coordination Assistant and supervise in the month of October.

8. Further organization of training (Accountability, Protection, Sphere), and translation of revised CoC in creol.

A Security Advisor has been recruited in order to ensure that risk for staff and partners will be contained. The Security Advisor (SA) is planned to be attached to the team for as long as required. The tasks of the SA include:

- Sending of security alerts, situation reports - Participation to inter NGO security liaison and coordination groups - Provide and update security tools for the use of ACT members (hibernation, relocation,

evacuation; benchmarking with other NGOs security measures, medical evacuation) - Provide adequate training on specific issues as needed for security focal points (crisis

management…) and other staffs as requested by ACT members - Security briefing at ACT Forum meetings and for visitors and new expatriate

ACT Communicator/Coordination assistant tasks will be (to be further developed):

- In communication: organized event on ACT Alliance; liaise with local medias; write stories on ACT members work

- In coordination: provide support in circulation of information, organization of meetings and specific events within the ACT Alliance, assist with putting together key documents, management of contact lists. The person will assist with points 3, 4 (leaflets) and possibly 8 of the above Emergency Coordinator ToR in the month of October

Time Frame: The Coordinator is extended until 31th October 2011 and the Security Advisor position until 31 December 2011. Both assignments can be extended as requested until the completion of the appeal. Workstation: Will be Port au Prince, Haiti. Desks have been rented for the Coordination Team in the ACT Office which is shared with Service Chrétien d’Haiti, Church World Service and Norwegian Church Aid. Line Management: The coordination team will be accountable to the ACT Haiti Forum via the Lutheran World Federation Haiti Country Representative or his/ her nominated person. The coordination team will keep the ACT Secretariat in Geneva duly informed through periodic reports. Review: Interim reports done by the Coordinator are available. Further request for extension will be based on the review of the activities by the team and assessment of needs by Forum members. Responsibilities of ACT Haiti Forum representatives (Chair in 2011: NCA Haiti) - Introduce the Coordination team to the relevant security and evacuation procedures - Provide financial services - Provide logistical services - Involve the team in the regular Forum activities - Facilitate first contacts with relevant actors


Management and Finance: LWF provides its support to the implementation and monitoring of the coordination through its office. The funds are managed by the LWF office in coordination with the Head office in Geneva. The Coordination budget management will remain in the hand of the Lutheran World Federation.

Reporting: LWF will report in line with ACT requirements:

Interim report: 31 October 2011.

Final report: 31 January 2012.

ACT COORDINATION BUDGET

ACT COORDINATION BUDGET

Revised budget

Description USD

EXPENDITURE Coordination staff

Coordinator (full time) International recruitment

Coordinator salary and insurances months 17 9,000 153,000

Coordinator's R&R : 1@850 and 5@1,250 l/s 1 5,850 7,100

Training ls

1,000

Communicator (full time) Secondment from FCA ls

tbc*

Security advisor

Security advisor: 12 months at 2,500 and 11 months at 2,900 ls

61,900

Social security - Security advisor (part time) 25% months 16 625 0

Supplementary communication and coordination needs

Journalist visits (local and international) ls

5,000

Communicator/ assistant coordinator October to December months 3 3,000 9,000

Subtotal

237,000

Meetings and workshops

Forum meetings and events: snacks and meals l/s

2,000 2,000

Synergies and strategy workshop

Flight flight 1 2,000 2,000

Accomodation & meals in PAP and SD days 4 150 600

Workshop meals and beverage for 20 persons for 2 days person 40 15 600

Workshops/trainings trainings 5 1,200 6,000

Forum capacity assessment l/s

0

Review of security plans (consultancy)


Travel flight 1 1,638 1,638

Consultant fees month 1 15,141 15,141

Accomodation & meals PAP and SD Days 21 80 1,680

Security brochure and other security related material l/s

0

ACT Guesthouse support

4,000

Subtotal

33,659

Peer review

HTI101 Peer review /exchange of experience ls

5,000

Subtotal

5,000

Transportation

International Travel

Air tickets trip 4 2,000 8,000

Accomodation month 20 1,500 30,000

Local Travel

Car rental months 21 4,000 84,000

Driver's salary months 21 510 10,710

Driver's per diem (12 per months at 13 USD each = 130 USD) l/s

500 500

Vehicle fuel months 21 400 8,400

Transportation local l/s

500 500

Subtotal

142,110

Administration and support

Office equipment

Laptop and peripherals units 2 1,500 3,000

Office furniture lumpsum 1 1,500 1,500

Office stationery months 21 100 2,100

Office rent (3 at 500 USD each) months 21 1,500 31,500


Communications

Telephone and internet months 21 550 11,550

Visibility materials l/s

2,000 2,000

Subtotal

51,650

Audit

3,000

Intermediate total

472,419

LWF Coordination support costs: 3% of intermediate total

14,173

Total project budget

486,592

ACT International Coordination Fee (3%)

14,598

TOTAL EXPENDITURE

501,189

3. ACT Evaluation of the HTI101 appeal Towards the end of the implementation, ACT Final Evaluation shall be undertaken to assess the performance and impact of this follow-on appeal. The emphasis for this evaluation will be on both learning and accountability and it will be managed on the basis of ACT evaluation guidelines. An external consultant shall be identified to lead a professional evaluation with active participation of implementing members to optimize learning not only after but also during the evaluation process. The lead consultant shall work with a team of co-consultants to jointly conduct the evaluation based on collective experiences that match the multi-sector scope of Haiti ACT response. The evaluator shall ensure the use of evaluation design that is most suitable for the local condition and stage of recovery. The evaluation shall be based on the project structure articulated in the Appeal document and related PME documents including the Logframe and M&E plan. Data generated through the regular PM&E systems and information collected through various sources shall be collated and analyzed to answer pre-determined key evaluation questions and agreed-upon performance indicators. This implies balanced application of both quantitative and qualitative methods for data collection and informed participation of key stakeholders, principally the beneficiaries, during the evaluation. The scope of ACT’s evaluation is to focus not only on direct programme activities but also on contextual issues, members’ implementation and staff capacity as well as the management efficiencies of implementing members. This three-pillar scope of ACT evaluation provides broader dimensions for assessing programmes performance and impact as well as to capture learning in various aspects of implementation. In terms of the criteria, ACT evaluation follows the five DAC-OECD evaluation criteria, namely; coverage, effectiveness, efficiency, coherence and impact. The Haiti ACT evaluation shall be based on both the ACT’s 3-pillar scope of evaluation and the DAC OECD evaluation criteria. With the recovery perspective of this phase of Haiti appeal, implementation shall seek to draw opportunities from the emergency-response phase and the potential for future development phase in order to implement efficient recovery phase that is responsive to the present and future needs of the affected population. Using the LRRD model, the ACT evaluation shall determine how conditions for recovery set at emergency response phase (i.e. modification in service delivery approaches, developing supplementary and complementary activities that create synergy for emergency-recovery linkage, developing relevant capacities that support the realization of both immediate needs and the creating of potential for recovery and development) have supported recovery activities, and how the implementation of recovery activities shall in turn provide a promising ground for more sustainable development in the future. Lessons learnt shall be captured and communicated; hence the evaluation design shall include ways of identifying lessons and best practices. The lessons learnt and recommendations availed shall be used to inform the implementation of future appeals in Haiti, Latin America and the Caribbean region and ACT Alliance generally. The Forum shall, particularly, retain key lessons that could be utilized in Haiti. Given that challenges associated with conducting a final evaluation at the close of appeal implementation when key staffs are already demobilized and very minimum operational contacts remaining with beneficiaries, the Haiti evaluation shall be conducted before the actual end of implementation. Good timing of evaluation determines the utilization of evaluation results.


At the end of the evaluation, a final debriefing workshop shall be held in Haiti to communicate and discuss the evaluation findings and recommendations as well as leverage learning from this evaluation. The budget for this debriefing workshop shall be covered within the evaluation budget. ACT EVALUATION BUDGET

Consultancies

Unit type Unit no Unit cost

Revised Budget USD

Expenditure Fees Team leader (International

consultant) Days 51 600 30,600

Regional consultant Days 25 250 6,250

Local consultant Days 23 250 5,750

Subtotal fees

42,600

Travel Team leader (International consultant)

International travel

Round trip 2 1,200 2,400

Inland travel

1 3,700 3,700

Geneva briefing/debriefing Round trip 2 500 1,000

Regional consultant

International travel Round trip 1 700 700

Subtotal travel

7,800

Accommodation/meals Team leader (International consultant)

Field Mission Days 23 120 2,760

Briefing/debriefing Geneva Days 1 200 200

Regional consultant Field Mission Days 20 120 2,400

Subtotal accommodation

5,360

Consultation workshop (1 day) Venue

1 400 400

Meals

40 30 1,200

Participants accomodation

20 150 3,000

Participantes inland travel cost

20 50 1,000

Subtotal consultation workshop

5,600


First learning workshop (2 days) Venue

1 800 800

Meals

40 60 2,400

Participants travel ACT Secretariat

4 2,500 10,000

ACT members outside region

2 2,500 5,000

ACT members in region

2 1,200 2,400


16 300 4,800

Participants perdiems

4 100 400

Subtotal 1st learing workshop

25,800

Second learning workshop (1 day) Venue

1 400 400

Meals

40 30 1,200


20 150 3,000

Participants perdiems

20 50 1,000

Subtotal 2nd learing workshop

5,600

Others Communication ls 1 2,000 2,000

Translation Days 23 200 4,600

Miscellaneus ls 1 16,640 16,640

Subtotal others

23,240

Total Evaluation

116,000

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Crisis and post-crisis response to Earthquake HTI101 ... · SECRETARIAT - 150 route de Ferney, P.O....

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