6 months after commemoration

7/31/2019 6 Months After Commemoration

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HAITI:

months6

after...


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CONTENTS

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1921

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Forewod

Shelter and Non-Food Items

Camp Coordination and Camp Management

Health

Nutrition

Food

Education

Protection

Child ProtectionGender Based-Violence

Community Violence Reduction

Water, Sanitation and Hygiene

Contigency Planning

Logistics

Infrastructure

Agriculture

Security

Early Recovery

Justice

CultureCommunication


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It is sometimes hard to remember that it has only been six months since January 12th. ManyHaitians, when they speak of the earthquake, refer only to before before, in 35 seconds,they lost so much: friends, family, homes, schools, churches and their visions of the future.What happened here on January 12th was a disaster of a magnitude that would have set

any country reeling. Over 222,570 people have died, 300,572 injured and a staggering 2.3million nearly one quarter of the population displaced. The government lost thousandsof civil servants and most of their key infrastructure was destroyed. 101 United Nationscolleagues perished and many more suffered terrible personal losses. Despite these very dif-ficult and painful circumstances, the humanitarian response was one of the largest of its kindever mounted and continues every day to help survivors of this tragedy the largest urbannatural catastrophe in recorded history.

This brochure highlights progress achieved by the humanitarian community workingin support of the Government of Haiti in key sectors over the last six months. Theseinclude the distribution of emergency shelters to over 1.5 million people and of food to4.3 million Haitians. More than one million people have access to potable water daily

and over 900,000 people have been vaccinated so far. As a result, there have been nomajor epidemics in the camps. The brochure also maps out current challenges andstrategies to address them that we will follow in the coming months. In the camps, or-dinary Haitians have shown extraordinary leadership in so many ways.

With humanitarian assistance underway, the Government of Haiti, the United Nationsand their partners have started to work on immediate recovery activities. As in manyother contexts, and certainly in Haiti, humanitarian and recovery work are not sequen-tial, they need to happen simultaneously. We must enable people to work as fast aspossible: again and again those in the camps tell us that if they can earn then they cantake charge of their own recovery. We must continue getting children back to school,getting the rubble cleared from the streets, identifying land to process it, helping repair

housing and putting up transitional shelter as fast as possible. We must continue toprevent disease and to minimize exposure to hurricanes, storms and floods. We mustmake sure the needs of other Haitians across the country are not forgotten, especiallythose hosting survivors, and that economic development and social services take holdthroughout the country. We must support the government in leading the very complextask of national transformation, and ensure that all Haitians, especially those affected,have a chance to shape their future. The creation of the Interim Haiti Recovery Commis-sion represents an opportunity to implement the priorities defined in the GovernmentsAction Plan for national recovery and development of Haiti and ensure that recoveryinvestments are coordinated and aligned against those priorities.

We have seen extraordinary strength as Haitians coped with appalling suffering withdignity, calm and a truly humbling willingness to help each other regardless of how littlethey have. Our role is to support them as they and their government build a brighterfuture together.

Foreword

3

Nigel Fisher


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SHELTER AND NON-FOOD ITEMS


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The objective of the Shelter and Non-Food-Items (NFI) Clusteris to achieve safe and dignified shelter for all families that havebeen directly or indirectly affected by the earthquake.

In the first phase of the operation, Cluster agencies haveachieved their target to provide families with waterproof

cover (tents or tarpaulins) by May 1st.

Distribution of emergency shelter items is in excess of100 per cent of the baseline affected population figure,with large scale distributions reaching an average of100,000 people a week for the first four months of theoperation.

Distributions are still ongoing to address remaining gapsand to replace materials that have deteriorated. In addition,host families are providing shelter to more than 500,000people.

Over 2.1 million household NFIs and tool kits have alsobeen distributed. Today, Shelter/NFI Cluster agencies areincreasingly focusing on transitional shelters. These aresimple timber or steel frame structures that provide bet-ter protection than tents or tarps.

ACHIEVEMENTS

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CHALLENGES

Assistance focuses on the most vulnerable: those without landand housing, those in congested camps and those squattingor seeking rental accommodation. Areas of most need are inPort-au-Prince and communes west of the capital.

The biggest challenge for cluster members is a lack of avail-

able land on which to build, either because land ownership isunclear or because plots are blocked by debris. Clarifying landrights is a major challenge. Shelter/NFI cluster agencies needclear guidelines supported by local authorities to allow legalconstruction of transitional shelters on land where ownershipremains unclear.

It is essential that the identification of additional, safe reloca-tion sites, debris removal and the required planning processesare urgently addressed by the authorities to enable large scaletransitional shelter construction and ultimately the provision ofpermanent housing solutions.

There is also an acute need to plan for the hurricane season,both in terms of ensuring earthquake survivors have accessto adequate shelter and in stockpiling emergency shelteritems.

WAY FORWARD

Distribution of emergency shelter will continue,

while the Cluster focuses on providing transitionalshelters. Shelter/NFI Cluster agencies are plan-ning to build 125,000 transitional shelters by mid-2011.

Key groups will be consulted in the analysisand design of the shelter and NFI response toensure that services are accessible and cultur-ally appropriate.

The Shelter/NFI Cluster is working with otherclusters and the Government of Haiti on plansfor rubble clearance, land rights, permanent

housing and recycling of materials.

The Cluster is also working to stockpile andpreposition emergency shelter supplies forthe hurricane season.

FACTS / STATISTICS

Destroyed or partially damagedhouses: 188,383Tents distributed: 70,279Tarpaulins/coverage kits distributed:

633, 000Transitional shelters planned (by sum-mer 2011): 125,000Transitional shelters built: 3,264Toolkits distributed: 92,199Kitchen sets distributed: 168,840


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CAMP COORDINATION

AND CAMP MANAGEMENT


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The Camp Coordination and Camp Management (CCCM)Cluster works alongside the Government of Haiti and nearly200 partner organizations to support communities displacedby the earthquake. Its a challenging task given that more than1.6 million people have been displaced by the quake. While

many have settled in well-organized, managed camps, otherssurvive in spontaneous settlements where services are inter-mittent at best.

Since the earthquake, CCCM has coordinated provision ofcamp management to over 60% of the displaced popu-lation. It has led the registration and monitoring of thedisplaced population and provided expert training to 400people from over 80 organizations in camp managementskills. CCCM has also established the Displacement TrackingMatrix, which provides a birds-eye-view of the situation in95% of camps in order to assess levels of service and raise

awareness about difficulties.

A team of community liaison officers, all Haitian nationals,helps ensure good communications between the affectedpopulation and the humanitarian actors.

Registration has taken place for the displaced populations in267 sites (some 164,356 families or 721,106 individuals).

Site assessment to assess risk from flooding/hurricanes hasbeen ongoing since March. Over 7000 people have beenrelocated and sites deemed to be at-risk have been im-proved.

ACHIEVEMENTS

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CHALLENGESThe sheer numbers of people displaced and camps (some1300 with 1.6 million residents) continues to present anoverwhelming challenge. The situation is extremely fluidand complex. Many of the settlements are extremelycongested and struggle with inadequate sanitation facili-ties despite the enormous efforts already undertaken.

There remains a distinct need for camp managementagencies to focus on spontaneous settlements where

some of the greatest health and security threats arise.More organizations need to step forward to carry theburden of camp management if the population is to beadequately protected in the difficult months ahead.

The hurricane season poses an acute challenge to thosein camps where flimsy shelters are extremely vulnerableto win dand rain. There is a great danger of storms andhurricanes creating additional displacement.

WAY FORWARD

CCCM continues to seek agencies to step upand shoulder the burden of camp manage-

ment, while providing backup camp manage-ment support when possible. The Communi-cations Team is being rapidly scaled up so thatthe affected population gets the informationit needs and important messages are con-veyed to the Govermnent and humanitarianactors. Information kiosks are being placed incommunities and camp sites to provide twoway information flow. CCCM members willcontinue to assess camps at risk from storms,flooding and landslides and carry out mitiga-

tion work where necessary. The Cluster willworks closely with MINUSTAH and OCHA toensure the success of the 24 hour Critical Inci-dent Response Team. This provides a 24 hourresponse service in the event of an incidentsuch as severe flooding or major shelter dam-age in camps.


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HEALTH


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The first task of the Health Cluster following January 12thwas to coordinate provision of medical assistance to theoverwhelming numbers of people who suffered physicaland mental injuries in the earthquake, including 4,000 whorequired amputation. This included coordinating establish-

ment of field hospitals, assessing and supporting survivingmedical facilities, overseeing distribution of 345,000 boxesof essential medicines and importing vital blood supplies. Asof April all hospitals had received the basic kits required tomeet population demand.

The Cluster helped to restart public health programs suchas outbreak control and environmental health, maternaland neonatal health, nutrition, gender based violence,HIV/AIDS, tuberculosis, malaria, dengue, mental health,vaccination, health services delivery, and rehabilitationservices for disabled people.

In coordination with other clusters, it has been preparingcontingency plans for the hurricane season.

Working with the government, the Cluster also priori-tized outbreak prevention and control and establishmentof an outbreak Early Warning System. The epidemiologyteam, in partnership with the Ministry of Health, pro-vides a weekly report on the epidemiological situation.

ACHIEVEMENTS

FACTS / STATISTICS

CHALLENGES

Access to quality health services, with primary healthcare

as the entry point to the rest of the system, remains themain need after the earthquake.

Providing ongoing assistance to those who were injuredduring the earthquake is also vital. Many of these patientsneed orthopedic surgery because of the bad conditionsunder which amputations were performed originally, aswell as community rehabilitation services.

A major challenge is the damage to heath facilities dur-ing the earthquake: 30 out of the 49 existing hospitalsin affected regions need to be rebuilt at a minimum, and

the Cluster is recommending construction of a furthereight.

The hurricane season is expected to increase health risks,especially for people living in spontaneous camps andtemporary shelters.

WAY FORWARD

The health sector will focus on the accessibil-

ity of health services to the Haitian people,taking into account the additional burdensgenerated by the earthquake. Mental healthwill also remain a key focus. Reducing finan-cial barriers is the main strategy to ensuringthe development of sustainable healthcare.Other key areas of work include:

Ensuring outbreak control and disease sur-veillance.

Ensuring adequate water supply and envi-ronmental health for health facilities.

Reactivation of basic health services.

Effective treatment and rehabilitation of in-jured patients.

Ensuring availability of essential drugs andmedical supplies.

Preparations for the hurricane season in-clude prepositioning of medical supplies,ensuring medical teams are on standby tomount a response and ensuring drug stock

inventories are up to date.

916,000 vaccines have been adminis-tered.

345,000 boxes of essential medicinesand supplies distributed in the first 45days.

More than 4000 amputations carriedout.

2,500 units of blood imported in sixweeks.

Over 400 health partners have regis-tered with the Health Cluster.


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NUTRITION


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Approximately 1,500 severely malnourished children havebeen treated in 28 inpatient stabilization centers and 126 out-patient therapeutic feeding programs for the management ofsevere acute malnutrition without medical complications.

Over 500,000 children between 6-59 months and preg-

nant and lactating women have received ready-to-usesupplementary food in direct-earthquake areas. Approxi-mately 23,000 mother-baby pairs have benefitted frombreast-feeding counseling in baby tents erected to allowwomen a safe place to nurse their infants.

Nearly 3,000 babies under twelve months, orphans orinfants of mothers who are not breastfeeding, have beenenrolled on Ready-to-use-infant formula.

A protocol has been developed regarding distributionstrategies of remaining Ready-to-use-infant formula.

Five nutrition surveys were conducted in three zones. Ini-tial results will be released by end June 2010.

ACHIEVEMENTS

FACTS / STATISTICS

CHALLENGESMalnutrition was a serious problem in Haiti even beforethis disaster, with acute levels at 4.5%.

The inadequate numbers of trained staff and lack of fa-cilities remain a challenge.

A nutrition unit within the Ministry of Public Health andPopulation (MSPP) is required to address the prevention

of macro and micronutrient malnutrition.The targeting of food to nutritionally vulnerable people,such as elderly and disabled, needs to be rapidly scaledup to prevent malnutrition.

WAY FORWARDThe Cluster will continue blanket feeding and scale uptreatment to prevent mortality and morbidity associatedwith malnutrition.

The Cluster is focusing on improving infant and young

child feeding practices. This includes counseling and en-suring that vulnerable children up to 24 months receiveappropriate replacement feeding when necessary. Thesechildren are identified through the MSPP and the IBERS( Welfare and Social Research Institute, Ministry of SocialAffairs) mechanisms.

The Cluster will distribute micronutrient supplementaryfood from August-November 2010 to all children 6-59months and pregnant and lactating women in earth-quake-affected areas.

The Cluster will ensure that timely and accurate informationis available to monitor nutritional trends by establishment ofsentinel sites and revision of the feeding center database.

The Cluster will improve household food security throughcash transfers to the vulnerable and scale up the fresh

food voucher programme in partnershipwith the Early Recovery cluster.

Current nutrition situation:

In total 692,440 people of directly affectedpopulation at risk of malnutrition:

- 494,600 under-children and- 197,840 pregnant and lactating women.

In total approximately 65,000 under five-children acutely malnourished nationwide:

- 40,000 children moderately malnourished.Cluster target: 15,750.

- 15,000 children severly malnourished.Cluster target: 5,625.


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FOOD


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Immediately following the earthquake, the Cluster soughtto meet immediate food needs through the provision ofready-to-eat meals, rice, and full food rations to over 4.3million earthquake-affected families. Large scale distribu-tions of food have now been completed.

Additionally, Food Cluster members provided rapid and tar-geted food assistance to vulnerable communities in hospi-tals and orphanages, and through mobile distributions andcommunity kitchens. The transition from relief to recoveryactivities is now underway, namely through the expansionof food and cash-for-work activities, nutrition programmes,rations provided to families in relocated camps, and schoolfeeding.

ACHIEVEMENTS

CHALLENGES

According to the Emergency Food Security Assessment,

it is clear that due to the growth of camp populations,destruction of infrastructure and loss of lives and liveli-hoods has caused food insecurity to rise sharply in acountry where many already struggled to survive. Ap-proximately 52% of households and 69% of familiesliving in large camps suffer from food in security. Riceprices have also risen up to 14% since the earthquake.The migration of over 600,000 people from earthquakeaffected area has also increased the strain on rural house-holds, increasing their vulnerability. The Cluster is nowfaced with the task of integrating these needy popula-

tions into transitional and longer-term programmes thatprovide food assistance and are also critical to recovery.The rapid expansion of pre-existing programmes and thereceipt of cash contributions to support cash-for-workactivities is central to addressing these needs. However,the upcoming hurricane season poses an imminent chal-lenge for the implementation of activities and may entaila further increase in vulnerability, necessitating a rapidemergency response from Cluster partners.

WAY FORWARD

The Cluster will continue to focus on the implementationof recovery activities such as food and cash-for-work,support to schools through school feeding and nutrition-al recovery, all of which are channelled through longer-term programmes designed to promote long-term foodsecurity and stability among affected households.Food and cash-for-work activities under the Cluster aredesigned to engage 700,000 individuals in activities tobuild assets, establish short-term employment, and en-sure access to both cash (in urban areas) and food for

families affected by the earthquake, with a special focuson single-headed households, displaced families, and theelderly.

A school meals programme has been scaled up dramati-cally to cover 800,000 school-aged children in school

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FACTS/ STATISTICS

and out-of-school, serving as a safety netand an indirect form of assistance to house-holds unable to provide children with regu-lar meals, especially in the morning and atmid-day.

Food for nutritional support is offered topregnant women and children under 5and address both the issue of prevention through blanket supplementary feeding and treatment (through targeted supple-mentary feeding).

Additionally, 15-day rations have been pro-vided to individuals at camp relocation sitesto help facilitate the transition period.

Food cluster partners are now mobilizingfor the upcoming hurricane season, pre-po-sitioning food items for distribution acrossHaiti if the need should arise. This includes2 million emergency rations and 20,000metric tonnes of food in 14 sub-offices. Astrategy to provide continued assistance toextremely vulnerable groups such as theelderly and the disabled will also be imple-mented in coming months.

4.3 million earthquake-affected familieswere assisted by Cluster members in the ear-ly stages of the emergency.18,747 mt of food were delivered to fami-lies in the Port-au-Prince area in the first twomonths following the earthquake.87,500 beneficiaries have benefited fromFood for Work programmes across Haiti.562,000 school meals have been provided toschool-age children throughout the country.76,000 patients in hospitals and children inorphanages received meals immediately fol-

lowing the earthquake.


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EDUCATION


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Education Cluster partners have supported an estimated80% of the 4,992 schools affected by the earthquake (23%of all schools in Haiti) to re-open. Over 200,000 learnershave been provided with basic education materials in af-fected areas.

Some 1,664 school tents have been installed to providetemporary learning spaces for 200,000 affected learners.

Over 2,300 teachers and 3,000 education personnel havebeen trained, including on psychosocial support.

53,000 pre-schoolers have been provided with learningand recreation materials.

The Ministry of Education (MoE) has been supported todevelop norms and standards for school reconstruction, aframework for teacher training on psychosocial support andtraining on disaster risk reduction and contingency plan-

ning.

ACHIEVEMENTS

FACTS / STATISTICS

CHALLENGES

Major challenges include:Accelerating rubble removal and site clearance in the80% of the schools damaged or destroyed by the earth-quake in order to install temporary learning spaces andfor school construction.

Identifying appropriate solutions for the relocation ofdisplaced families occupying school grounds.

Alleviating the burden of school fees in a context whereup to 90% of all schools are non-public and fee-paying.Supporting salaries and incentives for teachers workingin non-public schools to prevent school closure beforeend of this school year.

Speeding up school construction before the next schoolyear starts in October 2010.

Conducting a new school mapping, taking into accounthuge and volatile population displacement.

Implementation of accelerated learning curricula and

catch up programmes.

WAY FORWARD

The Education Cluster is focusing on ensuring that learnerscomplete the academic year and preparing all 100% of theaffected schools to be opened for the new school year inOctober. In order to achieve this, the priorities are:

Rubble removal: Continue the identification of schoolswith the MoE and acceleration of the ongoing rubbleremoval with partners.

School compensation: Supporting MoE implementationof a system of one-off payments to non-public schools inneed of financial compensation to continue basic func-tioning.

School fees: Advocacy with MoE, donorsand education sector partners to explore al-ternatives to school fees in the context ofwider sector reform.

Education for displaced children: Advocacy

on accreditation of schools in relocationsites. Assessment of access to education bydisplaced children in non-directly affectedareas.

IDP relocation: Continued identification ofsolutions to allow children to resume school-ing in school grounds being occupied by dis-placed families.

Education Management Information System(EMIS): Close collaboration with the MoE to

assume management of the Education Clus-ter database on affected schools to monitorresponse activities and outstanding needs.

Preparedness for hurricane season: Collabo-ration with Civil Protection and MoE to con-duct training on emergency preparednessand response, school safety and contin-gency planning in the most hurricane-pronelocalities.

Affected schools: 4,992: 23% of allschools in HaitiTotal number of learners affected:1,093,415Total number of learners deceased:38,000Total number of teachers affected:55,793Total numbers of education personneldeceased: 1,527

Percentage of primary schools reopened(according to school inspectors):Port au Prince: 80%, Leogane: 72%,Petit et Grand Goave: 100%, Jacmel:100%


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PROTECTION


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After the earthquake, the Cluster focused on the impor-tance of security in the hundreds of urban-based IDPcamps. A Joint Security Assessment was conducted,leading to a joint UN-Government policing plan forcamps under which joint teams of Haitian National Police

(HNP), UN Police (UNPOL) and UN Military conductedpatrols, on foot and at night in at-risk camps, as per spe-cific requests of IDPs, especially women.

The Cluster predicted the problems that emerged inearly March with private landowners trying to removeIDP camps from their land, sometimes with force. TheCluster has responded on a case by case basis to as manyreports as possible, including site visits, facilitation of ne-gotiations with land owners, mediation during disputes,deployment of HNP and UNPOL where security is a con-cern and advocating for the rights of IDPs during return

and relocation.The Cluster has also submitted a proposal to the Govern-ment for a policy on the closure of IDP camps that wouldboth protect the rights of IDPs and manage and gradu-ally close camps.The Cluster continues to monitor IDP camps and providereports on protection concerns.

ACHIEVEMENTS

CASE STUDYCHALLENGES

Three protection phases can be identified in the post-

earthquake situation. Firstly, the immediate humani-tarian protection challenge in the days following 12January. Secondly, the much wider range of con-cerns, from week one onward including: conditionswithin camps; security; gender-based violence; thesituations of persons with disabilities and of IDPs inhost families; child trafficking; and unemployment.Thirdly, the most immediate challenge now is to en-sure action is taken to address existing problems,to predict and act pre-emptively to address longer-

term protection issues in the phase now beginning.These include: the long-term protection of personswith disabilities; the move to transitional and per-manent shelters; documentation for IDPs, includingthose born since 12 January; land tenure disputes inthe context of the resettlement; and the inclusion ofhuman rights and protection principles throughoutthe reconstruction process.

WAY FORWARD

The Government of Haiti must makegreater progress in adopting and imple-menting policies that address emergingprotection concerns: on the situationof IDPs (including the management of

camps, on camp closures, on resettle-ment, and employment), on strengthen-ing the Rule of Law, and on ensuring theinclusion of human rights and protectionprinciples throughout the reconstructionprocess. The Cluster will work to helppredict and articulate protection issuesbefore they emerge and to present therelevant Government institutions and UNauthorities with appropriate policies and

recommendations, while continuing totake action itself on a case by case basis.

Information on key protection issues willbe provided to affected populations toensure they are aware of their rights andof the support available to them, tar-geting in particular people with specialneeds.

After six weeks of repeated interven-tions by the Protection CCCM Cluster,the owner of private land on which anIDP camp had been established agreedto let the camp remain, providing the800 inhabitants with a measure of se-curity. This came after two months oftense relations between landownerand IDPs. This ad hoc solution for justone of 1,100 plus IDP sites illustratesthe crucial importance, for IDP protec-tion, of a viable Government policy toassure respect for the rights of IDPs.


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CHILD PROTECTION


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Over 55,000 children are being reached through the es-tablishment of 200 child friendly spaces (CFS);Psychosocial activities are being provided in some 25communes in affected areas. The activities range fromdissemination of recreational activities to counselling and

provision of psychiatric training to general practitioners;Around 3 million people have been reached with childprotection messages broadcast in Creole;

A call centre is taking calls from frontline workers report-ing children unaccompanied and/or separated from theirparents. A total 1,676 separated children have been reg-istered of which 258 have been already reunified withtheir families;

Over 100 staff from the Child Protection Brigades (Hai-tian National Police) and IBESR (The Welfare and SocialResearch Institute, Ministry of Social Affairs) have beentrained to support the prevention and response to traf-ficking and other forms of violence against children.

40 social workers have been recruited to conduct an in-vestigation of childcare institutions.

ACHIEVEMENTS

FACTS / STATISTICS

CHALLENGESMajor challenges include:

Closing the gap between registering a separated childand tracing the family. Additional efforts and instanttracing of the family should take place at the moment ofregistration.

The strenghtening of Haiti child protection state actors.

The scaling up of the presence of child protection part-ners in locations where children are most vulnerable.

The scaling up of the response to childrens psychosocialneeds and vulnerability to sexual violence.

The strengthening of advocacy and communication ef-forts regarding protection of children.

WAY FORWARDThe priority for the Child Protection Sub-Cluster is tocontinue addressing the specific protection needs andthreats of children, particularly the unaccompanied and/or separated children, children vulnerable to violence,abuse and exploitation, and children at risk of being traf-ficked;

Assisting local authorities in protecting children from vio-lence, trafficking, exploitation, abuse and neglect.

The Sub Cluster will continue to coordinate the strength-ening and support for community-based mechanisms forchild protection. This includes the creation and supportto community-based child protection focal points andnetworks as well as the creation and implementation

of an additional 150 child-friendly spaceswith psychosocial services for children andtheir caregivers. Other child protection ser-viceswill be provided as needs arise.

1.5 million children are affected by theearthquake, including 500,000 extremelyvulnerable.

A total of 1,676 separated children regis-tered.

258 children reunified with their families.The protection situation for children be-fore the earthquake:50,000 children in some 600 residentialcare centres.Approximately 225,000 in domestic ser-vices restaveks.2,000 children trafficked annually throughand to the Dominican Republic.


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GENDER-BASEDVIOLENCE


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In the aftermath of the earthquake, immediate efforts ofthe Gender-Based Violence (GBV) Sub-Cluster focusedon responding to incidents of violence against womenby increasing women and girls access to medical, police,legal, and psychosocial services.

The Sub-Cluster has been proactive about preventionand protection of GBV. Members have worked with thesecurity services to ensure patrols of camps are adequateand responsive to womens concerns. Members haveworked to ensure women are not at risk due to campdesign or the way aid is distributed and strengthened theresilience of families and communities through supportfor livelihoods. An information campaign via radio hasbeen implemented to advocate for GBV prevention.

The Sub-Cluster also ensures womens access to essen-tial services by supporting a system of referral to ensuresurvivors knowledge and access to support services, dis-seminating information on available services for survi-vors, and working with the Haitian National Police (HNP)to receive and respond to cases safely and effectively.Over 50,000 referral cards and leaflets have been dis-tributed and the referral system strengthened. Monitor-ing, reporting and coordination mechanisms are beingre-established to fill gaps in services and also throughstrengthening the national response (Concertation Na-tionale Contre les Violences Faites aux Femmes).

ACHIEVEMENTS

CHALLENGESVery few services were available to survivors prior to theearthquake and of those that did exist, most were de-stroyed. Mapping what remains and helping survivorsaccess services will continue to be an enormous chal-lenge. This has involved informing existing institutions police, medical facilities, humanitarian organizations,and many others on how to refer cases appropriately,and to respond in a way that prioritizes the needs of thesurvivor. There are currently insufficient services avail-able for GBV survivors.

Case managers are urgently needed in order to accom-pany women through the various stages of the process,and ensure adequate follow up of the cases with the au-thorities. This is a technical field that requires trainingand certification. Additionally, case managers need tobe able to offer women the option of temporary shel-ter. One local NGO runs a shelter for child survivors ofGBV but their capacity is limited and little else is avail-able. The small shelter run by the Ministry for Womenhas not functioned since the earthquake. The re-estab-lishment and expansion of such services is much needed.

Dedicated safe accommodation for women is particularlyimportant, including provision of access to economic em-powerment initiatives, counseling and psychosocial sup-port, child care, and other services.

WAY FORWARDKey objectives for the next six months focuson preventing GBV and improving servicesfor those affected. Members are workingwith those preparing settlement areas to en-sure women and girls are not placed at risk(for example ensuring privacy during bathing,increasing foot patrols by security services). Amajor public information outreach campaignto promote dignity and rights of women isalso planned.

The Sub-Cluster will also focus on ensuringwomen and girl survivors of GBV have accessto essential services, including supporting a re-ferral system, ensuring surviviors know whereto get help and can be referred to healthcare,psychosocial support and legal aid.

A third objective will be to re-establish moni-toring, reporting and coordination mecha-nisms.

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The need to decentralize remains a keychallenge, ensuring that adequate report-ing, services and coordination systems arein place across the country.


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COMMUNITY VIOLENCE REDUCTION


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The Community Violence Reduction section (CVR) pro-gramme targets Haitis most marginalized urban neigh-bourhoods in five of the countrys ten Departments.

Six months following the earthquake, the CVR section has 100projects running throughout Haiti with a total budget of US$

14million.

By mid-February 2010, the CVR section had supported theorganisation of food distributions, re-established contacts withtarget communities and had begun entertainment and educa-tional video projections in major IDP camps and public spacesin the metropolitan area.

Youths at risk of criminal activity are enrolled in courses atHaitian professional training institutes. CVR is also support-ing access to justice initiatives and is conducting social rein-sertion activities for inmates including women and minors

in Port-au-Princes prisons.The World Cup 2010 has been screened live in the nationalfootball stadium and in 17 other public spaces.

As a special measure, US$ 2million has been allocated forJacmel and Leogane to be implemented together with CivilAffairs / MINUSTAH. This funding will support the con-struction of multi-purpose centres and water purificationunits in the Jacmel area and minor rehabilitation work inthe Jacmel prison. In the Leogane, projects will focus largelyon flood mitigation.

ACHIEVEMENTS

CHALLENGESMany of CVRs implementing partners suffered signifi-cant losses in the earthquake so the section has beenworking toward supporting these organisations to quick-ly and effectively return to programming. Over US$230,000 from project savings has been reoriented toconstruct the first inmate rehabilitation centre in the se-verely damaged National Penitentiary which will house200 inmates.

Working to meet the needs of the homeless has been

a huge challenge for the humanitarian community, butstruggling to meet the needs of people in their commu-nities of origin has also been difficult. CVR continues tofocus its work in marginalised urban neighbourhoodswhich also suffered on 12 January and remain under-resourced.

WAY FORWARD

Budget2009-2010: $14 million2008-2009: $3.381 million2007-2008: $3.381 million

BeneficiariesProfessional skills training and reinser-tion: 18,286

Labour intensive projects: 80,488Sensitization: 1,652,544Post-earthquake infrastructure:171,442

Post-earthquake CVR-supported projectswill continue to be implemented throughthe end of the year. During this period, CVRwill support target communities to identifytheir changing needs, to address the shift-

ing security climate, and to strengthen thecommunitys capacity to face new chal-lenges.

In Port-au-Prince alone, 44,000 individuals willbenefit from temporary employment in floodmitigation projects, 27,000 meters of canal willbe cleared and rehabilitated, 400 youth former-ly associated with armed groups will start to re-ceive reinsertion support. Legal aid resources willbe provided to previously underserviced areas.

FACTS / STATISTICS

I did not think it was in my personality, butI have become an entrepreneur. I can nowdo any kind of business. I do not want tokeep this for myself, I want to train youngwomen so that they can earn a living.

Belette Delice


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WATER, SANITATION AND HYGIENE


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The Water, Sanitation and Hygiene (WASH) Cluster hasreached approximately 1.72 million affected peoplethrough provision of: safe drinking water, latrines, bathingfacilities, items such as hygiene kits, removal of solid wasteand drainage. There has to date been no outbreak of wa-terborne diseases.At least 5 litres of safe water per person per day is beingdelivered to 1.2 million people. This involves daily tankeringof over 6,200 m of water.

The WASH Cluster has reached its initial objective of con-structing 11,000 toilets. Access to sanitation in a countrywhich had only 12%-29% access prior to the earthquake is improving from 190 to between 134-96 people pertoilet as construction of 5,500 additional facilities continues.The Cluster is planning additional 16,500 toilets to reach itstarget of 50 persons per toilet in all camps (currently 530

camps lack sanitation facilities).

Open defecation rates, however, are relatively low for suchan overcrowded situation. An estimated 42% of camp resi-dents return home to use their own or neighbours facilities,while at least 10% use other means such as plastic bags.The Cluster planning figures assume only 50% of campresidents actually use the facilities provided.

Hygiene promotion activities have focussed on key infor-mation on safe hygiene practices, such as hand washing, aswell as providing soap, menstrual management articles, toi-

let paper, toothpaste, washing basins, water collection andstorage containers. Distribution of 87,300 kits is ongoing bythe WASH Cluster, and 240,000 by the NFI Cluster. Each kitis designed for a family of 5 for up to three months.

The Hygiene Sub-Cluster has carried out three Training oftrainers for NGO Hygiene Promoters in Port-au-Prince andin Leogane and two more are ongoing. A total of 2,200Hygiene Promoters and Community Mobilisers are active,against a target of 2,600.

The Cluster Coordination Team has provided support tohelp municipalities manage the coordination of response intheir area for hurricane season preparedness activities.

CHALLENGES

Lack of space for sanitation services due to dense urbanenvironment; the inability to construct pit latrines dueto concreted-in sites; land tenure issues where landown-ers do not allow construction; and the issue of ghostcamps where the number of permanent residents is un-clear, are all challenges. Ensuring consistent water qualityhas also been difficult.

A fleet of sewage trucks to remove waste from camptoilet facilities will be needed for the forseeable future,while efforts to provide safe disposal and treatment havenow begun.

WAY FORWARD

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The hurricane season also presents chal-lenges: the risk of increased disease incamps as well as the need to plan a responsein the event of another disaster. Althoughdiarrheal disease levels are currently withinnormal post disaster levels, such illnesses areendemic to Haiti and the rains obviously in-crease vulnerability.

ACHIEVEMENTS

The Cluster aims to provide equitable ac-

cess to safe drinking water, adequate ex-creta disposal and to mitigate the risk ofdiseases such as diahrrea for all affected bythe earthquake. Partners will focus on im-proving water quantity and maintain wa-ter quality over time while at the same timephasing out of emergency measures suchas expensive tankering in favour of moresustainable medium term options such asrehabilitation of network connections andborehole drilling. Longer term solutions inplaces where people originally lived, as partof helping them to go home, are vital.

Upgrading of existing facilities for storm re-sistance is also key.

Solid waste is a critical part of the excreta dis-posal strategy and will remain a high priority.


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CONTINGENCY PLANNING


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Haiti is inherently exposed to hurricanes, storms andflooding. This vulnerability is heightened in the earth-quake affected areas where over 1.5 million people havebeen displaced and are living in makeshift shelters incamps.

In preparedness for the hurricane and rainy season theDepartment of Civil Protection (DPC) has been supportedin the revision of the National Contingency Plan, which

has built in the new vulnerabilities of displaced persons.A national Emergency Operations Centre has been builtreplacing the one destroyed by the earthquake. To sup-port the leadership of the DPC, an inter-agency Emer-gency Response Team has been established to coordinateresponse in the event of a disaster. In addition, an emer-gency hot- line and a 24-hour Critical Incident ResponseTeam has created to respond to life threatening incidentsin displaced camps.

Emergency stocks of food, emergency shelter, non fooditems and medical supplies have been pre-positioned

around the country which can be drawn on in the eventof a major emergency. Additional logistics capacity has alsobeen brought into the country by the logistics cluster to en-sure that assistance can be delivered even if transport sys-tems are damaged.

Efforts have also been made to make the camps saferthrough mitigation activities. Over 9,000 people wheremoved out of dangerous sites where their lives were atrisk at the beginning of the rainy season in April. Withthe onset of the hurricane season, basic and large scaleengineering works are being undertaken in camps to

make them as safe as possible through the cyclonic sea-son.

ACHIEVEMENTS CHALLENGES

Although the National Contingency Plan hasbeen revised, there is still a need to work handin hand with governmental partners to expandthe practical response plans at the local level.Flooding in the North and East of the coun-

try have already put local coordination and re-sponse plans to the test, however, all partnersneed to continue to work together to ensurefull levels of preparedness, particularly giventhe heightened vulnerabilities of hundreds ofthousands of people living in earthquake af-fected areas.

Government capacity also remains constrainedtherefore additional resources to support theirleadership is critical. Many essential buildingswhich traditionally served as community and

hurricane shelters were destroyed or damagedin areas hit by the earthquake.

WAY FORWARD

Rapid assessment and repair of communityand hurricane shelters needs to be completed.Funding has been approved by the Haiti In-terim Reconstruction Commission to build newcommunity-based hurricane shelters.

Partners will continue to work with the Govern-

ment at the national and departmental levels toensure effective preparedness and two majorsimulation exercises will be led by the Govern-ment sat the end of July to fine tune the nationalplan.

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LOGISTICS


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Haiti suffered severe destruction to critical infrastructure, in-cluding airport, port, buildings, roads, electricity, water sup-

ply and communications networks. Due to the magnitudeof the damage caused by the earthquake, the humanitarianresponse in Haiti necessitated major augmentation of thelogistics supply chain and assets, as well as the coordinationof the overall response.

The Logistics Cluster immediately activated its coordinationcell in order to support the Government of Haiti and thehumanitarian community in addressing the major logisticsgaps and bottlenecks.

To resolve these logistics bottlenecks and improve supplychain for humanitarian cargo, the Logistics Cluster estab-lished logistics hubs in Port-au-Prince and Santo Domingo,provided common logistics services between the DominicanRepublic and Haiti by establishing an overland supply route,handled incoming air cargo and helicopter operations, andfacilitated customs clearance, cargo movement, and pro-vided temporary storage facilities.

To date, more than 1,300 inter-agency trucks, carryingmore than 9,300 tons, have been dispatched from SantoDomingo through the Jimani-Malpasse border to loca-tions in Haiti. Within Haiti, the Logistics Cluster has dis-

patched more than 5,600 tons of relief supplies on behalfof almost 100 humanitarian organizations. The UnitedNations Humanitarian Air Service (UNHAS) has deliveredsome 500 tons of essential relief goods to remote areas,and has transported over 12,000 relief workers from al-most 300 organizations.

The Logistics Cluster collaborated with the Haitian Gov-ernment (Directorate of Civil Protection), MINUSTAHand other military actors involved in the relief effort toconduct logistics capacity assessments in the country andaccess military assets.

An information sharing platform was immediately acti-vated through a Haiti Earthquake operational webpageon the Logistics Cluster website. Logistics informationwas made available to the humanitarian community theday after the earthquake.

ACHIEVEMENTS CHALLENGES

Logistics Supply Chain and Assets - While sub-stantial quantities of food, medicine, shelterand life-saving relief items are still reachingHaiti by air, road and sea, the country contin-ues to require augmentation of logistics assets

to overcome bottlenecks at entry points. Thiswill ensure sufficient capacity to handle largevolumes of relief cargo.

Logistic Infrastructure Network - From a logis-tics perspective, Haitis road and infrastructurenetwork, serving 85 percent of all relief andreconstruction materials, is fragile. Haiti is a di-saster prone country, its geographic landscapeis dominated by mountainous areas wherecommunities are isolated and on deforestedlands with unstable soil and tidal surges in

coastal towns are commonplace owing to thelow lying lands upon which they rest.

Logistic Coordination - The complexity andscale of the humanitarian response still requiresclose coordination between logistics actors.Optimizing and complementing their logisticscapabilities is essential to ensuring the uninter-rupted supply of relief items.

WAY FORWARD

The Logistics Cluster is focusing on addressingchallenges in the hurricane season. Throughroad assessments, potentially inaccessibleroads are being identified and alternate accessroutes mapped. A sea transport route has beenestablished by deploying a barge to resupplyforward bases at coastal points. MaintainingUNHAS assets remains a priority to enablequick deployment of assessment teams and toservice remote areas.

Following a thorough evaluation of logistics

assets and capacities in preparation for thehurricane season, gaps were identified and so-lutions including prepositioning additional Mo-bile Storage Units and all terrain vehicles werefound.

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INFRASTRUCTURE


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While many buildings were destroyed outright in theearthquake of January 12th, many others were also ren-dered structurally unsound and unfit for habitation anduse. Starting March 15th, a team of 280 engineers fromthe Technical Building Assessments Office under the

Ministry of Public Works, Transport and Communica-tion (MTPTC) began a large scale operation to assessevery single building affected. Under this project, one ofthe most ambitious of its kind ever launched, buildingshave been categorized as Red (requiring major repairsor demolition), Yellow (requiring repairs) or Green (safefor occupancy). To date, over 165,000 assessments havebeen made on all types of buildings including residential,communal, schools, hospitals, police stations, shops, fac-tories. 81,544 families have been advised on the processand more than 1,000,000 Haitian people have been di-rectly affected by this project. A team of IT techniciansand analysts compile the data captured by the engineersin a National Data Base.

Another key area of work has been rubble clearance. Anestimated 20 million cubic metres of rubble and debriswas created by the earthquake, much of which is nowcovering areas needed for construction. Since January,up to 300 trucks a day and thousands of local Cash-for-Work staff have been clearing rubble. So far they havemoved 275,000 cubic metres.

Other infrastructure work ongoing includes rehabilita-

tion of key facilities such as government institutions, theport and roads the latter vital for continual delivery ofaid and clearing drainage systems such as canals.

ACHIEVEMENTS

CHALLENGES

Communicating a complex and technical project of thisnature to local populations is a major challenge whichhas involved a team of 75 community mobilisers workingwith the engineers. A particular issue has been workingto overcome the psychological resistance many survivors

have concerning moving back into a building even if ithas been declared safe.

The sheer quantity of rubble created by the quake is amajor challenge.It is also clear that rubble clearance needs to speed upto allow reconstruction to begin. This will require ad-ditional trucks, dumping areas and labour. Many areas,particularly within Port au Prince, are not accessible toheavy machinery and will continue to require a manualapproach. A further challenge is that there are still bodies

in the debris and removal must stop when remains areuncovered.

Another issue is to find the right expertise: there are in-sufficient engineers in Haiti qualified to carry out assess-ments.

WAY FORWARD

The MTPTC engineers are aiming to evaluateand mark some 200,000 buildings. Trainingof local engineers to conduct assessments

is ongoing: 300 are being recruited andtrained.

Social mobilisers will continue to encouragesurvivors to return to safe houses.

Work to clear rubble will be scaled up asquickly as possible with the aim of movinga further two million cubic metres within 90days as soon as maximum capacity can beachieved.

A proposal plan to scale up rubble removal

and clear the most problematic areas hasbeen developed and will be discussed withdonors and the Government of Haiti.

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More than 52% of buildings affected280 engineers on the ground4000 assessments each day165000 buildings assessed of which:78000 (47%)intact (GREEN)47000 (28%) Damaged (YELLOW)

40000 (24%)Destroyed/Dangerous (RED)

FACTS / STATISTICS


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AGRICULTURE


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The Agriculture Cluster concentrated its support on Hai-tis spring planting season, especially in the Earthquakeaffected areas. The Cluster as a whole reached 74,080of the 100,000 farming households in affected areas,but was hindered by late and insufficient funding sup-port. An additional 68,320 households were reachedin non- affected areas. The partners distributed 1,874tonnes of seeds, close to 6 million roots and tubers forstarch crop planting, 100,000 banana plants, 14 tonnesof vegetable seeds 87,563 hand tools, 9,345 tonnes of

fertiliser and 170 tonnes of compost. These distributionsallowed farmers to sow fields for the current season.The harvest will be evaluated by the joint FAO, WFP andHaitian Government Crop and Food Supply AssessmentMission (CFSAM).

ACHIEVEMENTS

CHALLENGESThe major challenge to the Cluster remains funding,as the agriculture section of the Humanitarian Appealis only 40% funded. Another challenge is determining

where the greatest needs are with respect to host com-munities, including identifying means of assisting thosecommunities. This is a complex issue as there is a greatdeal of movement between communities.

According to the Emergency Food Security Assessment(EFSA), the earthquake has put pressure on traditionalcoping mechanisms and has affected the sustainability ofagricultural practices. This has compounded the fragilityof a sector still in recovery from the hurricanes of 2008, aserious problem in a country higly dependent on agricul-ture. For instance, 65% of farmers have incurred debts,

51% have consumed their seed stocks, 39% harvestedearlier than usual, thus decreasing quantities harvested,32% have sold more livestock than usual and 35% maynot be able to purchase agricultural inputs.

WAY FORWARDThe cluster is currently planning its interven-tions for the summer planting season, andawaiting the results of the upcoming CFSAMas well as two other assessments, the SeedSystems Security Assessment (SSSA) which

will inform partners on improving seed-based interventions and provide some needsdata and a second EFSA which will provideinformation on affected populations levelsof food security. The Cluster is planning toprovide agricultural support for 200,000IDPs and host families for the summer sea-son, pending the outcome of ongoing needsassessments which may well indicate muchgreater needs.

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FACTS/ STATISTICSAccording to the Direction de la ProtectionCivile, 600 000 IDPs left Port-au prince af-ter the earthquake, decapitalising alreadyvulnerable communities in rural areas.

Over 60% of rural livelihoods depend onAgriculture.

In 2009, agriculture production coveredbetween 42 and 53% of the countrysneeds and represented 60% of the coun-

trys labour force in rural areas. Haitiansmostly engage in subsistence agriculture as75% of farmers work less than 2 hectaresof land.

Farmers apparently have lost access to agricul-tural inputs as a result of the earthquake. While57% of affected farmers had seeds before theearthquake, approximately 23% reported tohave some seeds after the earthquake.


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In the wake of the 12 January earthquake, the United Nationspolice and military personnel, in collaboration with the Hai-tian National Police (HNP) ad the UN Disaster Assessment andCoordination (UNDAC), undertook search-and-rescue opera-tions and life-saving assistance to millions of Haitians. The jointpresence of the United Nations Police and the HNP deterredlooting at the peak of desolation and provided protection tothe Haitian population, with particular attention to the needsof internally displaced persons (IDPs) and vulnerable groups,especially women, elderly and children.

The coordinated efforts between MINUSTAH and the HNPcontributed to the maintenance of public order and safety. As aresult, there was no increase in crime and IDP camps remainedpeaceful despite new threats posed by former prisoners whoescaped from prisons during the earthquake.

With 8500 peacekeepers from 19 countries and 2775

police officers from 49 countries, MINUSTAH has helped pullsurvivors out from the rubble, relocate millions of people fromdemolished homes to IDP camps, provide security to humani-tarian aid convoy and IDPs camps and apprehend criminals.

The military component worked also hand in hand with theHNP to protect Haitis borders at a time when the country wasmost vulnerable to malicious activities from outside. To thiseffect, more than one thousand of maritime patrols and 218thousands nautical miles have been conducted since January2010.

The military component provided security support for humani-tarian operations, including providing thousands security es-corts to mobile and static distribution sites for food and otheritems.

Beyond its traditional role, the MINUSTAH military componentprovided humanitarian assistance, including food supplies,water and other items as well as medical assistance to morethan 50,000 people. Military engineering companies built orrepaired more than 8000 meters of road useful for transport offood, water and medical supplies, and cleaned 3,200 metersdrainage ditches to mitigate risks of flooding.

ACHIEVEMENTS

CHALLENGESThe magnitude of the disaster called for an increased mil-itary and police presence to reassure the Haitian popula-tion. Providing security in large settlements of internallydisplaced persons and to millions of Haitians elsewhereremains a challenge. The UN Police and the HNP con-ducted joint operations 24 hours a day, 7 days a week todeter threats posed by inmates who escaped from pris-ons, including hardened criminals. The scale of the lossof security personnel, both national and international,

coupled with the destruction of national security appara-tus overstretched existing human resources and posed achallenge for security capacity and interoperability acrossthe country.

WAY FORWARDMINUSTAHs police and military personnelwill continue, in collaboration with the HNP, toprovide secure environment for early recoveryand reconstruction, and the electoral process.

The MINUSTAH Police component continues

to strengthen capacity and professionalisationof the Haitian National Police with a goal oftraining 900 new officers and reaching a totalof more than 10,000 police officers by Febru-ary 2011. MINUSTAH supports the training ofthe twenty-second police promotion and willsupport the recruitment of the twenty-thirdand twenty-fourth promotions of the HNP.

As the hurricane season is approaching, themilitary personnel have increased hurricanepreparedness to assist the population in the

event of an emergency regardless of where itoccurs in the country.

FACT / STATISTICS

Statistics/facts (from 12 January-30 June)for the military component:

MINUSTAH military personnel distribut-ed one million kg of food, 186 thousandsrations and 13.8 million liters of water;

They provided more than 3000 escorts

to humanitarian organizations, which wereable to distribute over 18.000 metric tonsof food and water to more than two mil-lion Haitians;

They hold a weekly medical treatmentfor an average of 100 Haitians in additionto its military hospital which assists hun-dreds of people with medical services andmedications;

They spread more than 44,400 square

meters of asphalt; They removed 16,400 cubic meters ofdebris.


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EARLY RECOVERY


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Members of the Early Recovery Cluster have been focus-ing on initiatives designed to build longer term recoveryinto even the earliest stages of humanitarian response.

Projects designed to restart the economy such as Cashfor Work and Food for Work began very early on and

have now employed around 116,000 people of whom40% are women, as well as providing a labour force foressential tasks such as rubble removal and clearage ofdrains.

Cluster members have also been working to strengthengovernment leadership and build collaboration with awide range of partners.

ACHIEVEMENTS

CHALLENGES

The Government was very badly hit by the quake: manycivil servants were killed, buildings including most ministrieswere destroyed and equipment and records lost. Consid-

erable support in their daily functions, as well as supportto meeting the daunting task of planning and coordinatingpost earthquake reconstruction, will be necessary.

Strengthening community participation is also essential.Communities need to see themselves as partners ratherthan recipients and their creativity and energy supported.They must become active partners in the decision makingprocess based on informed choice. In particular, ensuringthat communities affected by this disaster are fully informedabout and consulted in the development of reconstructionprojects will be essential if full participation of survivors in

reconstruction planning and implementation is to becomea reality.

Unemployment was already high in Haiti and this situationhas been exacerbated by the earthquake, which meantmany families lost their main bread winners. Supporting jobcreation will be vital to restart the economy.

The challenge of providing emergency shelter is vast. Com-plex issues including land rights, clearance of debris, devel-opment of policies regarding assistance to renters, and aseismically sound building code will all be key.

Ensuring that the needs of particular groups such as womenheading households, the youth, children and the elderly areconsidered will be central to ensuring a reconstruction pro-cess that caters for the most vulnerable members of Haitiansociety.

WAY FORWARD

Cluster members will promote and developprojects that generate immediate income andcreate job opportunities which will support therecovery effort, but also reduce dependency

on relief.Debris removal will continue and scale upwhere possible, as will preparation of sitesfor the restoration of basic infrastructure andservices. Debris will be recycled in an environ-mentally sound manner.

Support will be provided to the government indevelopment of urban reconstruction plans aswell as the planning and coordination of recov-ery and reconstruction. This will include sup-

port to plans to decentralize.The Cluster will facilitated community access toinformation and enhance community involve-ment in the reconstruction process throughsupport to local media, establishment of Re-construction Support Centres and communityoutreach activities.

The Cluster will ensure that the needs of the el-derly, women, children and particularly house-holds headed by single women are incorpo-rated in all early recovery projects.

Projects focusing on disaster risk reduction andenvironmental management will be devel-oped, including strengthening the governmentin disaster risk management.

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JUSTICE


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In the wake of the earthquake, the MINUSTAH Jus-tice Section proceeded with an evaluation of dam-age sustained by courts and judicial institutions inthe affected area.

Many courts and other judicial institutions were de-

stroyed in the affected areas. In Port au Prince, the Min-istry of Justice and Public Security (MJSP), the SupremeCourt Cour de Cassation, the Appeals Court, the Courtof First Instance were completely destroyed. In all otherregions, 28 courts and prosecutors offices were severelydamaged and required a rapid rehabilitation.

In collaboration with the MJSP, a list of needs wasestablished and sent to the donor community. In ad-dition, MINUSTAH, UNDP and other partners sup-ported the MJSP in order to re-start their activities.

Four module pre-fabricated office spaces and a largetent were delivered quickly to the Ministry of justiceto enable them to restart their activities.

MINUSTAH, in close collaboration with UNDP, as-sisted the MJSP to prepare its new Work Plan.

MINUSTAH also assisted the MJSP in the prepara-tion of the entrance competition to the School ofMagistrates which is scheduled for 1st July 2010.This competition is aimed at recruiting 20 student

magistrates who will undergo an initial 16-monththeoretical and practical training. MINUSTAH alsoworked hand in hand with the management of theSchool in establishing the initial training programmesas well as the calendar for the competition.

In order to assist the local population with easy ac-cess to the legal system, the section worked veryclosely, with International Legal Assistance Consor-tium (ILAC) in order to set up a new Legal Aid Officein Cap Haitian. This brings to 11 the number of legal

aid offices across the country.The Section also ensured donor community coordi-nation with respect to legal aid. An Memorandum ofUnderstanding on coordination with all the donorswas established and approved by all actors. 15 newlegal aid offices will be set up in Port-au-Prince.

The section worked closely with the Office of the Sec-retary of State in charge of legal affairs to strengthenthe organisation and adminstration of Haitian courts

and tribunals as well as criminal proceedings system.The section worked equally with the national associa-tion of bailiffs and clerks to strengthen their profes-sional capacity.

ACHIEVEMENTS

CHALLENGES1.Meeting the needs of MJSP and the le-gal offices affected by the earthquake.

2. Resolving the problem of escaped per-sons under the current procedural rulesbearing in mind the insecurity caused bythe massive escape.

3.Fighting against prolonged pre-trialdetention which is aggravated by thecurrent dysfunctional legal situation.Currently, more than 70% of detaineesare in pre-trial detention.

4. Establishing mobile courts to addressa better access to justice in the southernsection of Port-au-Prince.

WAY FORWARD

1.Ensure and support normal and effec-tive functioning of MJSP in their tempo-rary locations.

2. Support with the restart of legal ac-tivities in Port au Prince and assist the le-gal authorities with regards to effectivemanagement of cases post-earthquake.

3. Support the restart of activities ofthe Medical-Legal Institute at Port-au-

Prince. Two Quick Impact Projects wereapproved and will assist in the rehabilita-tion of the buildings and the purchase ofsome equipment that will assist them tostart again;4. Assist with the reorganiza-tion of the legal structures such as theRegistry and the Office of the Prosecutorin order to consolidate and reinforce therule of law.

The Justice Section supported also theMJSP in preparing a comprehensiveistrategy to resolve the problem of es-caped prisoners and prolonged pre-trialdetention. The section provided alsotechnical support to the Haitian Com-mission on Criiminal Law Reform.

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CULTURE


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The earthquake has greatly affected the cultural heritageof Haiti tangible and international partners have supportedthe Government in moving fast to safeguard it.

An International Coordinating Committee for Culture inHaiti has been created, which is jointly presided by the

Haitian Minister of Culture and the Director General ofUNESCO, and will provide strategic guidance to the cul-tural reconstruction efforts.

Coordination was ensured with relevant authorities andUN partners to secure major heritage sites in the capi-tal. Key sites were protected from looting and enclosureswere erected. A comprehensive damage assessment wascarried out for heritage sites around Port-au-Prince andin the South of the country.

International partners are also assisting the Government

with the safeguarding of culture objects and artefacts;and its international network has been used to preventfrom illicit art trafficking.

The earthquake had a huge impact on the cultural tradi-tions within local communities. Having been torn apartby the loss of lives, homes and livelihoods, many culturaltraditions which bound these communities together areendangered. These ties that bind people are crucial forsocial stability and sense of wellbeing, and assistance isbeing provided to displaced and interrupted communitiesin reviving these cultural practices. The organization of

theatre performances in displaced camps in an exampleof building on culture for psycho-social relief.

ACHIEVEMENTS

CHALLENGES

The restoration and reconstruction of the cultural heritageremains a daunting task . In small heritage towns like Jac-mel for example, more than 50% of historic structures havebeen damaged and need urgent repair before the hurricaneseason.

The earthquake also affected the cultural industries sec-

tor, not in the least, tourism. Many crafts people lost theirlivelihoods, and cultural institutions and festivals are notoperating. The cultural economy needs to be revitalizedas soon as possible to generate income and to allow forcontinuity of cultural life.

Thousands of artefacts, mainly paintings, and archivalitems, including books, documents, pictures and soundrecordings have been removed from the rubble, but needurgent restorations and better storage conditions.

It will also be crucial to keep culture and traditions at

the core of reconstruction efforts, since they contain keyelements of sustainability and continuity, which the localcommunities need.

WAY FORWARD

International partners will continue coop-erating with the Ministry of Culture, ISPAN(Institut National de Sauvegarde du Patri-moine National) and other national institu-tions in order to restore and safeguard theheritage of Haiti.

Efforts are underway to assist the artisansin Jacmel and to contribute to reviving thetourism economy and the cultural industriessector.

Support will also be provided for the pres-ervation, storage and protection of the ar-tefacts.

Finally, efforts will be increased to safeguardintangible traditions and to allow for cultureto play its role in rebuilding communities.

The role of culture in the camps will also befurther strengthened.

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COMMUNICATION


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The question of how humanitarians talk and listen topopulations affected by disasters has been central to thisresponse. In particular, Haiti has included the first opera-tional deployment of the CDAC (Communications withDisaster Affected Communities) initiative. CDAC is across-cutting coordination and technical support servicethat brings together humanitarians, media developmentgroups, local media and local Government in a systemat-ic effort to improve a two-way communication betweenthe aid providers and affected communities.

In the early stages, the focus of the communicationssector was on the provision of lifesaving informationthrough the cluster system. Services established to facili-tate this included a daily humanitarian radio show, Enfo-masyon Nou Dwe Konnen (News You Can Use - www.endk.org), broadcast on 25 radio stations, a TV soap op-eras in camps, a SMS information service, establishmentof humanitarian liaison with local media, mapping of

impact on media and coordination of content across alloutreach to local populations. Support was also providedto the distribution of 9,000 wind-up radios from the USGovernment.

A coordinated campaign to bring the World Cup to thosein camps has been implemented. Educational messageswere incorporated in broadcasts to 17 screens in camps,plus two giant screens in the national stadium. The UN isalso funding a popular video soap opera about a familyof IDPs living in a large camp. Each weekly episode con-tains a themed message developed by the humanitarian

community. The soap is shown on the screens in the IDPcamps.

A number of Meet the Press events for humanitarianshave been held across the affected areas. A Haitian Me-dia Directory,Media/Communications Services Directoryhave been produced and made available to humanitar-ians. A Media Centre for local journalists has been es-tablished and a range of emergency support provided tolocal media.

ACHIEVEMENTS

CHALLENGES

While much strong work has been done on delivery ofmessages to affected populations, establishment of sys-tematic ways of listening to survivors has been less suc-cessful. Affected populations are not being sufficiently

WAY FORWARD

CDAC will provide support to the clusters,humanitarian bodies (including local NGOs)and the government in developing andmainstreaming longer term outreach and

communications strategies. These will focuson promoting dialogue with affected pop-ulations. Research is also planned to mapeffective communications work already inplace and to promote these models morewidely.

Mapping of non-mass media channelssuch as the church will also be completed.A street drama caravan (Listening to Haiti)will be launched in affected provinces topromote dialogue and awareness on key is-sues (e.g. legal documentation, disaster riskreduction), through drama, local media anddebates.

Provision of support to local media, includ-ing direct grants will continue and will de-velop into longer-term support projects.

Information flow to survivors in camps willalso be increased with the provision o bul-letin boards and an expanded team of socialoutreach specialists.

Weekly humanitarian radio shows and news-letters at regional and national level are alsoplanned.

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consulted or informed about this response.If this is to change, more resources and ex-pertise are needed to build dialogue withaffected populations and into the heart ofprogramming at agency and cluster level.

For the displaced, better intention survey-ing in camps, development of informationcampaigns around key policies such as re-location and more effective informationsharing information in camps are all needed.All camps should have bulletin boards. Thegovernment also needs support in effectiveinformation sharing.

Local media also need further support in or-der to report effectively on the response andfulfil their watchdog role.

Provision of effective information about up-coming storms, and planning for emergencyinformation work in the event of a hurricaneis also an important challenge.


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6 months after commemoration

Documents