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 Regions and Countries - Americas - Countries A-Z Index - the Americas - Haiti - Strategic Approach
Strategic Approach
Consultations on the new strategic corporate approach for Haiti
Synthesis Report - January 2004
1. Introduction
2. General Comments on the New Corporate Approach
3. Specific Comments on the New Corporate Approach
Annex 1: Attendance list/Consultation of November 12, 2003, Gatineau
Annex 2: Attendance list/Consultation of November 13, 2003, Montreal
Annex 3: Attendance list–Haitian expatriates/Consultation of November 12, 2003, Montreal
 Introduction
Four consultations were held in the consultation process on the new strategic corporate approach for Haiti. CIDA’s Haiti program carried out this exercise.
First, on November 12, 2003, CIDA met with a group of development partners in Gatineau. Six organizations answered the invitation, and seven people showed up. Second, on November 13, 2003, CIDA met with other development partners in Montreal. Thirty-nine people represented 33 organizations. Also on November 13, 2003, CIDA met with Haitian expatriates in Montreal. Eleven people took part in the meeting. The Department of Foreign Affairs and International Trade (DFAIT) was also represented in the Montreal consultations. Consult the attendance lists in Annexes 1, 2 and 3. Finally, an online consultation was held through CIDA’s website for four weeks in December 2003.
Discussions focused on the proposed new approach and key issues in Canada's Haiti programming.
These issues were defined as follows:
- Is it proper to focus the strategic approach on difficult partnerships? Is this approach suitable for all stakeholders?
- Can the proposed strategic approach translate into corporate programming for CIDA? Can the whole approach be tied effectively to activities implemented by partners in the field, in a dynamic based on the three stated objectives?
- Can the partners’ respective programming be reconciled with the proposed strategic approach, considering the importance of responsive mechanisms in aid delivery in Haiti (Canadian Partnership Branch and Local Fund)?
- Is there coherence among the various Canadian programs? Are there appropriate mechanisms for coordination among partners?
General Comments on the New Corporate Approach
The new corporate approach and analysis were deemed proper and a faithful reflection of the situation. It was suggested that the analysis be completed in terms of what caused the Haitian crisis and who shared responsibility for it.
The approach was also deemed more realistic, since involves long-term planning that builds on maintaining what has been achieved and agents of change. This perspective proves more promising in terms of sustainable results. If a long-term commitment is required, however, assistance programs must remain flexible enough to be able to seize opportunities for change, in an environment where critical conditions for success cannot be guaranteed. To this end, we should consider planning various flexible scenarios that can be applied as critical conditions develop.
There is one thing that people appreciate about the new approach: It questions how aid is delivered, but not the areas of intervention. It must be noted, however, that questioning aid delivery means making major changes in how things get done.
It was noted that the situation in Haiti is properly read but in constant flux. This suggests that our assessment may at times be incorrect, and we must be able to adjust.
Discussion on NGOs highlighted the fact that they require major rethinking. This may lead to a change in direction. But they need not abandon assistance at the grassroots level and support for small projects. These are considered a must in Haiti.
Difficult partnerships are seen as an interesting, innovative learning concept. A difficult partnership is not the same as an impossible partnership. In a difficult partnership, solutions must be found to difficult situations. It is understood that constraints and difficulties can be overcome. A difficult partnership means difficulty in cooperation, but also shared responsibility.
It was noted that it is appropriate to work with government and civil society to resolve conflicts. But this means major challenges for the country development programming framework (CDPF). We should avoid going to extremes and supporting a dictatorship.
It must be noted that we should not scatter our efforts. This is a real obstacle in the current environment. In the same vein, however, diversity can be achieved in a spirit of consistency and agreement.
Haiti must strengthen its ties with CARICOM countries, since they have common origins and shared cultures.
Specific Comments on the New Corporate Approach
3.1 Maintaining What Has Been Achieved
The following key ideas may be kept in mind to maintain what has been achieved.
- The CDPF should recognize and consider achievements in several sectors and by several organizations. We must thus work with and strengthen what has already been achieved in Haiti.
- We have partners in many sectors, and we have formed bonds of trust with Haitian partners. This leverage must be maintained. Most of the partnerships thus formed must involve institution-building activities.
- Canada has a high profile in Haiti. Canada also has an ongoing, long-term commitment to its Haitian partners. These two factors alone represent achievements to be maintained.
- Freedom of speech is hard to measure, but it is an asset that must be strengthened in Haiti.
3.2 Support for Key Agents of Change (change drivers) in Haiti
The following emerged regarding key agents of change:
- The ideal partner in Haiti is not necessarily one with funds, but rather one with vision–one that can pinpoint the problem and wants to bring about change.
- To properly identify key agents of change, an in-depth analysis must be done. The following three criteria could be useful in the identification process: (1) vision, (2) ability to rise above differences and (3) rootedness.
- People drive change, not their institutions or organizations. People trust other individuals. Agents of change can be found in government and in civil society.
- We should experiment with a small-scale sustainable development approach to give change drivers more vision, consistency and depth. This approach should propose the concepts of common good, accountability and integrated development. This development must focus on the needs of the majority of Haitians, especially in rural areas.
- Working in the regions is a vector for change in Haitian society. Local leaders represent change drivers and must be safeguarded as such.
- A coalition of government and civil society agents yields interesting results that are a vector for change.
- For Canadian cooperation, the issue is not changing mentalities, but supporting people who want to change mentalities.
3.3 Implementing the Approach
Implementing the new approach is an interesting challenge. However, we must define how this is to be done. We know, however, that venturing into uncharted territory means being willing to live with innovation and diversity.
NGOs find it harder than multilateral organizations to see their role in implementing the proposed approach. This is because of their mission and the approach of Canadian Partnership Branch (CPB). We must take time to consult NGOs on implementing the approach.
Local Ownership
It is hard to grasp what Haitians want. We must understand how Haitians think if we are to achieve progress together. There must thus be dialogue from the start. We must create a climate of confidence by involving all of Haiti’s key players. This is a must if we are to succeed. To restore confidence, we must invest in people throughout Haiti (education and training) to achieve critical mass.
Developing a field approach lets us build partnerships based on mutual trust. CIDA’s approach must involve those who are genuinely concerned. Note, however, that Haiti must be the leading partner. Yet it lacks the capacities to do so. Haiti is vulnerable as the leading partner and must very often keep a low profile. We must thus support small projects and assistance at the grassroots level. This is the reality in which associations are grounded.
Consultation / Coordination
We must avoid keep organizations from competing against each other. This causes serious harm and is the number one obstacle in Haiti. We must thus work together, form alliances, share experience and exchange information.
All signs indicate that we can no longer afford to implement a patchwork of different initiatives. Consultation committees, involving all stakeholders in Canada and in Haiti, should allow an ongoing, concerted and non-competitive approach among organizations.
In the field, there is a growing desire to coordinate civil society. Consultation committees are now up and running. There is no national group to coordinate local or foreign NGOs.
The new CDPF must support consultation mechanisms among organizations. Such mechanisms will give organizations an ongoing forum for discussion and dialogue, sharing information and learning from experience. The challenge, however, is to identify possible types of support, and how to promote consistency and coordination. Meanwhile, we must maintain the value added of NGOs.
We should promote a clear policy within international aid coordination mechanisms, aimed at recognizing the value added of NGOs and institutions with many years of wide-ranging experience in Haiti.
It would be useful for the Government of Haiti to commit itself to supporting consultation committees on various issues. Efforts must first be made to get groups talking to each other. Canada should help to bring government and civil society closer together through specific support measures. It should be noted in this regard that several Haitian civil-society organizations suffer from the same problems as the political class.
In Haiti, development and politics are inseparable. There must thus be close ties among CIDA, the Department of Foreign Affairs and International Trade (DFAIT) and the Department of Finance to ensure interdepartmental consistency.
We must maintain dialogue with Haiti’s economy, not cut ourselves off.
A comprehensive programming framework means that organizations must consult one another. Their activities must also form part of the framework.
Policy Dialogue Among Donors
We must pursue dialogue, strengthen coordination and adopt a joint approach with other donors. However, we must not make this a prerequisite for implementing the approach.
If Canada could persuade other donors to adopt a different intervention approach, to change the rules of the game, we could do more together. If we do not reach a consensus, it will be riskier to implement the new approach.
We must be able to learn from the past to understand the future better. The Washington consensus misread the situation in Haiti, imposed macro-economic policies that had devastating impacts, and created an obstacle to democracy in Haiti.
Dialogue with Government
It is important to maintain ongoing dialogue with government. However, we must not be complacent. Dealing with government ministries is unavoidable. Any strategy is doomed to fail if it does not take government into account.
We must remember that governments may change from day to day, but grassroots organizations go on.
Role of Haitian Expatriates
Haitian expatriates send money home. This represents a significant financial flow—more than Haiti receives in international assistance. But, of all the funds sent home, only 30% stays in Haiti, since the country basically imports goods.
Haitian expatriates must play a greater role in society. They represent a change driver and have a lot to offer in rebuilding Haiti. The enormous potential of Haitian expatriates must be developed (knowledge, know-how and expertise in various fields). All of these strengths must be combined.
Haitian expatriates are potential investors. But investment in Haiti requires a secure environment and support mechanisms.
Management at CIDA
Implementing the new approach requires changes in program management. CIDA must show how the whole Agency works together in a difficult partnership.
Untied aid is interesting but has negative impacts on Canadian organizations. They are no longer in an exclusive position to benefit from Canadian funding. Nor are they in a position to benefit from the projects/programs of other technical and financial partners (TFPs), which fund their own organizations (tied aid). Canadian partners must ask themselves some questions and not wear blinkers. What is most relevant and most effective for Haiti? By focusing on Haiti, instead of Canada, are we not more likely to achieve results?
CIDA’s single-window approach to funding would not necessarily be the most appropriate mechanism. NGOs need flexibility. Small projects must continue. If CIDA had a single window, CPB would allow its partners less flexibility. Establishing a single window would require them to proceed more carefully.
The CDPF must allow funding for those organizations that are in the best position to benefit. There should not be a specific envelope for each CIDA branch and area of intervention. We must consider all stakeholders and options. We must focus on what is best for Haiti. We must focus on where the CDPF’s three objectives can most likely be achieved. We must focus on opportunities for change. But how can they be identified and strengthened?
We need to safeguard both centralized and decentralized funds. There needs to be a lobby in Canada to defend the Program. Local organizations lack the capacities or the resources to deal with Canadian NGOs in the field.
We should consider setting up a special support fund for Haitian NGOs, which would operate as a counterpart fund for Canadian NGOs. This fund might have the following basic criteria: Does the NGO give priority to change drivers? Does the NGO engage in capacity building? Does the NGO interact with organizations and networks active in the region?
It was noted that, among the different aid delivery mechanisms, requests for proposals for centralized projects would be a mechanism to support. Moreover, the knowledge and expertise accumulated by Canadian cooperants should be considered in making decisions about proposals submitted.
Development results are hard to achieve. We must thus work on how to get things done. It must also be agreed that results in terms of getting things done—such as a consultation mechanism between Haitian and Canadian NGOs—are just as important as development results, if not more so. Long-term partnerships must be measured in qualitative terms. There is no other way.
When CIDA is active in a difficult-partnership country, CIDA must support and manage how things get done. Management will benefit as a result. Building new capacities to carry out future activities, and mastering how to do things, continues to pose a challenge.
CIDA and its partners must engage in dialogue on various themes (innovation, lessons learned, education and so on).
We should explore allocating resources to assist Haiti in regional integration, through cooperation and exchanges among developing countries.
Communication with the Public
Canadians have little awareness of what CIDA and its partners do. We must find new ways to publicize positive achievements here at home.
Annex 1: Attendance list/Consultation of November 12, 2003 (only available in French) Gatineau
| Organization | Last Name | First Name | Title |
| Agence Canadienne de Développement International (ACDI) | Vermette | Diane | Directrice, Haïti-Cuba-Rép. dominicaine |
 | Pétillon | Yves | Représentant sur le terrain, Haïti-Cuba-Rép. dominicaine |
| Grandchamp | Séline | Analyste principale de programme, Haïti-Cuba-Rép. dominicaine |
| Bussières | Simon | Chef des opérations, Haïti-Cuba-Rép. dominicaine |
| Gagné | Darquis | Agent principal de développement, Haïti-Cuba-Rép. dominicaine |
| Lapeyrie | Catherine | Analyste, Haïti-Cuba-Rép. Dominicaine |
| Beninger | Jane | Agent principal de programme, Secteur volontaire |
| Conway | Denise | Coordinatrice, Secteur volontaire |
| Moser | Dean | Analyste politique, Connaissances, politiques et planifications |
| Association Québécoise pour l’Avancement des Nations Unies (AQANU) | Daigle | Aldéo | Chargé de projets |
| Emmanuel International of Canada (EIC) | McCallum | Judy | Director International Operations |
| Help the Aged Canada (HTAC) | Mukuna | Benjamin | Agent de projets |
| Barbier | Renette François | Présidente FTEN |
| International Child Care Inc. (ICC) | Yates | John | Technical Advisor |
| Mennonite Economic Development Associates of Canada (MEDA) | Quigley | Jerry | Director Production and Marketing Linkages Department |
| Society of Obstetricians & Gynecologist of Canada (SOGC) | Perron | Liette | Agente du programme international pour la santé des femmes |
Annex 2: Attendance list/Consultation of November 13, 2003 (only available in French)
Montreal
| Organization | Last Name | First Name | Title |
| Agence Canadienne de Développement International (ACDI) | Vermette | Diane | Directrice, Haïti-Cuba-Rép. dominicaine |
| Pétillon | Yves | Représentant sur le terrain, Haïti-Cuba-Rép. dominicaine |
| Grandchamp | Séline | Analyste principale de programme, Haïti-Cuba-Rép. dominicaine |
| Emond | Julie | Adjointe à la planification stratégique, Haïti-Cuba-Rép. dominicaine |
| Lapeyrie | Catherine | Analyste, Haïti-Cuba-Rép. dominicaine |
| Moser | Dean | Analyste politique, Connaissances, politiques et planifications |
| Aide Médicale Internationale à l’Enfance (L’AMIE) | Crelerot | Françoise | Coordonnatrice de programmes |
| Alternatives | Beaudet | Pierre | Directeur |
| Vachon | Tania | Chargée de projets Caraïbes et intégration continentale |
| Care Canada | Audet | François | Responsable Amérique latine |
| Cegep St-Jérôme | Bouvette | André | Responsable de la coopération internaionale |
| Centre de Coopération Internationale en Santé et Développement (CCISD) | Pinsonnault | Denis M. | Directeur général |
| Centre d’Étude et de Coopération Internationale (CECI) | Perras | Claude | Directeur adjoint |
| Côté | Gérard | Chargé de projet |
| Centre International de Solidarité Ouvrière (CISO) | Jalbert | Micheline | Chargée de projets |
| Club 2/3 Inc. | Melancon | Pascal | Agent de programmes |
| Foucher | Bernard | Chargé de programmes |
| Collaboration Santé Internationale | Defoy-Dolbec | Pierrette | Directrice adjointe |
| Consortium CAC, Tecsult, Université d’Ottawa | Laforce | Jocelyne | Présidente, Groupe conseil CAC International Inc. |
| Mckenzie | Marie-Carole | Directrice de projet |
| Développement International Desjardins (DID) | St-Hilaire | Josée | Chargée de programme Haiti |
| Droits et Démocratie | Desnoyers | Madeleine | Agente régionale pour les Amériques |
| Entraide Missionnaire | Roberge | André | Service-Haïti |
| Fondation CRUDEM | Robert | Nathalie | Directrice générale |
| Fondation Haïti Partage | Lafontaine | Francine | Responsable projets |
| Fondation Jules et Paul-Émile Léger | Dupras | Pierre O. | Président |
| Fondation Paul Gérin-Lajoie | Gérin-Lajoie | François | Directeur général |
| Lafleur | Josée | Chargée de programmes |
| Hydro-Québec | Sampara | Michael | Chef Developpement et projets internationaux |
| IMS Experts-Conseils | Thibeault | François | Directeur, département environnement |
| Jeunesse du Monde | Sow | Mouctar | Chargé de projets |
| Médecins du Monde | Tizi | Jean-Philippe | Chargé de programme |
| Ministère des Affaires Étrangères et de la Coopération Internationle (MAECI) | Ferhatbegovic | Selma | Chargée dossier Haïti et République dominicaine |
| Ministère des Relations Internationales (MRI) | Lemieux | Francine | Conseillère en affaires internationales |
| Organisation Catholique Canadienne pour le Développement et la Paix (OCCDP) | Letendre | Robert | Directeur |
| Oxfam-Québec | Arancibia | Carlos | Directeur régional |
| Paradis | Marie | Chargée de projets |
| Plan Nagua | Barbeau | Francine | Directrice générale |
| Regroupement des Organismes Canado-Haïtiens pour le Développement (ROCAHD) | Faustin | Eric | Directeur général |
| Service d’Assistance Canadienne aux Organismes (CESO/SACO) | Ihaza | Apollinaire | Chef des opérations pays francophones |
| Shawinigan International | Thibeault | Eric-Normand | Directeur général |
| Société de Coopération pour le Développement International (SOCODEVI) | Lacasse | Richard | Directeur Amérique latine et Caraïbes |
| Solidarité Union Coopération (SUCO) | Guay | Suzanne | Chargée de programme Amérique centrale et Caraïbes |
| Telecommunications Executive Management Institute of Canada (TEMIC) | Fournier | André | Secrétaire-trésorier et administrateur |
| Terre sans Frontières (TSF) | Dubois | Jean-François | Directeur des programmes internationaux |
| Unité de Santé Internationale (USI)/ Faculté de médecine/ Université de Montréal | Dubois-Nguyen | Karina | Coordonnatrice de projets |
Annex 3: Attendance list–Haitian expatriates/Consultation of November 12, 2003 (only available in French)
Montreal
| Organization | Last Name | First Name | Title |
| Agence Canadienne de Développement International (ACDI) | Vermette | Diane | Directrice, Haïti-Cuba-Rép. dominicaine |
| Pétillon | Yves | Représentant sur le terrain, Haïti-Cuba-Rép. dominicaine |
| Grandchamp | Séline | Analyste principale de programme, Haïti-Cuba-Rép. dominicaine |
| Emond | Julie | Adjointe à la plan.stratégique, Haïti-Cuba-Rép. dominicaine |
| Lapeyrie | Catherine | Analyste, Haïti-Cuba-Rép. dominicaine |
| Moser | Dean | Analyste politique, Connaissances, politiques et planifications |
| Association des Ingénieurs et scientifiques Haïtiano-Canadiens (AIHC) | Fils | Rodeney | Directeur exécutif |
| Bureau de la Communauté Haïtienne de Montréal (BCHM) | Piou | Ninette | Présidente |
| Pierre-Jacques | Fabienne | Coordinatrice |
| Comité Québécois pour la Reconnaissance des Droits des Travailleurs Haïtiens en République Dominicaine (CQRDTHRD) | Pérard | Joseph | Coordinateur principal |
| Dubois | Isabelle | |
| Groupe d’Action pour la Prévention de la transmission du VIH et l’éradication du SIDA (GAP-Vie) | Joseph | Jean-Gilles | Coordinateur |
| Les Éditions du CIDIHCA | Bolté | Jancy | Producteur |
| Ministère des Affaires Étrangères et de la Coopération Internationle (MAECI) | Ferhatbegovic | Selma | Chargée dossier Haïti et République dominicaine |
| Regroupement des Organismes Canado-Haïtiens pour le Développement (ROCAHD) | Faustin | Eric | Directeur général |
| Lalanne-Zéphir | Wanex | Président |
| Doura | Fred | Économiste |
| Icart | Jean-Claude | Chercheur |
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