Shelter nfi oxfamproposal-1

Shelter and Non-Food Item Rapid Response
Jacmel, Haiti
Shelter and Non-Food Items Jacmel Proposal
January 17th
2010
Submitted to: CIDA/IHA
Submitted by:Oxfam Canada
Contacts:
Jacmel, Haiti:
Florence Lévesque, National Director
Telephone: 011-647 805 9493
Florence.Lev@oxfamcanada.org
Toronto, Canada:
TressanaHassanally, Director
Reidun Squires, Team Leader – Africa
Rebecca Sivel, Team Leader – Latin America and Caribbean
Emergency Relief and Disaster Mitigation &International & Canadian Programs
Tel: 647 801 2293
tresanna.h@gmail.com
rebecca_sivel@hotmail.com
reidun.squires@gmail.com

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Table of Contents
List of Abbreviations or Acronyms ………………...…………………………………………………………………3
Map of Country …………………………………………………………….………………………………………….4
1. Project Proposal Summary Sheet …………………………………………………………………….……..........5
2. Project Overview …………………………………………………………………………………….…………...5
2.1 Background ………………………………………………………………………………………..............5
2.2 Project Rationale …………………………………………………………………………………………..6
2.3 Oxfam Canada Capacity …………………………………………………………………………………..6
3. Project Description ……………………………………………………………………………………………….7
3.1 Purpose and Expected Results …………………………………………………………………………….7
3.2 Beneficiaries ……………………………………………………………………………………………….7
3.3 Planned Activities …………………………………………………………………………………………7
3.3.1 Activity 1000 …………………………………………………………………………………...……..7
3.3.2 Activity 2000 ………………………………………………………………………………………….8
3.3.3 Activity 3000 ………………………………………………………………………………………….9
3.4 Assumptions and Risk Mitigation Strategy ………………………………………………………...........10
3.4.1 Assumptions ………………………………………………………………………………………….10
3.4.2 Risks and Risk Mitigation Strategies ………………………………………………………………...10
3.4.3 Security Management Strategy ………………………………………………………………………10
3.5 Project Management ……………………………………………………………………………………..11
3.6 Public Engagements and Benefits to Canada …………………………………………………………….11
4. Cross-Cutting Themes and Principles …………………………………………………………………………..12
4.1 Gender …………………………………………………………………………………………………...12
4.2 Participation of Beneficiaries ……………………………………………………………………………12
4.3 Local Delivery Partnerships and Capacity Building …………………………………………………….13
4.4 Convergence and Coordination ………………………………………………………………………….13
4.5 Sustainability ………………………………………………………………………………………….…14
4.6 Environment ……………………………………………………………………………………………..14
5. Monitoring and Reporting ………………………………………………………………………………………14
5.1 Performance Measurement Plan …………………………………………………………………………14
6. Financial Information ……………………………………………………………………………………….…..15
6.1 Projected Expenditures …………………………………………………………………………………..15
6.2 Sources of Income ………………………………………………………………………………………..15
Appendix I – Performance Framework ……………………………………………………………………………...16
Appendix II – Risk Mitigation Strategies Chart ……………………………………………………………………..17
Appendix III – Performance Measurement Plan …………………………………………………………….………17
List of Sources ……………………………………………………………………………………………………….19

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List of Abbreviations/Acronyms
ACF: Action Against Hunger / Action Contre la Faim
CARE: Cooperative for Assistance and Relief Everywhere
ERF: Emergency Response Fund
HDI: Human Development Index
HDR: Human Development Report
HR: Human Resources
IDP: Internally displaced person
IFRC: The International Federation of Red Cross and Red Crescent Societies
NFI/s: Non-food item/s
NGO: Non-government organization
OCHA: Office for the Coordination of Humanitarian Affairs
PLAN: International organization working for the rights of children
PTSD: Post Traumatic Stress Disorder
R&R: Rest and Relaxation
UN: United Nations
UNHCR: United Nations High Commissioner for Refugees
WASH: Water Sanitation and Hygiene

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Map of Haiti
Focus Area: Jacmel

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1. Project Proposal Summary Sheet
Project Title Shelter and Non-Food Item Rapid Response
Type of Crisis Natural Disaster – Earthquake
Country and
Specific Location
Jacmel, Haiti
Caribbean
Project Dates Date of submission January 19th
, 2010
Expected start-up January 26th
, 2010
Expected completion July 26th
, 2010
Agency Details Name Oxfam Canada
Contact officer Florence Lévesque
Telephone/fax/e-mail 011 – 647 – 805 – 9493
Florence.Lev@oxfamcanada.org
Budget ($CAD) Total budget CAD $ 1, 985, 550.00
Funds from CIDA CAD $ 1, 960, 550.00
Funds from other
sources
CAD $ 25,00.00 (Oxfam)
Expected contribution to CIDA’s IHA program - list most relevant outcome(s)
 Improved or maintained health
 Improved physical security
 Improved or maintained household and community livelihoods
Expected contribution to CIDA’s IHA program - list most relevant output(s)
 Improved physical security
 Improved or maintained household and community livelihood
 Access to shelter and household items improved
 Services to reduce physical risks
 Improved interagency coordination
Number and description of expected male and female beneficiaries:
300, 000 IDP living in Jacmel’s 10 IDP camps
Narrative summary of the project and planned activities:
Oxfam will undergo a larger rapid needs assessment (quick assessment completed in Port-au-Prince)in
Jacmel to assess the demographics’ requirements for shelter and NFIs. A distribution system will be
arranged in coordination with other sectors methodology. Temporary shelter kits will be distributed to
the residents of the unplanned IDP camps. When IDPs are settled into their temporary homes,
Oxfamwill distribute significant NFI kits, including clothing, bedding, cooking utensils, hygiene
products and footwear. Oxfam will conduct regular community consultations to monitor the provision
of both shelter and NFIs in order to maintain their usefulness.
2. Project Overview
2.1. Background
Haiti is a fragile state. Poverty, political instability, environmental degradation, violence and
instability have taken its toll with Haiti ranking 149th
of the 182 nations in the 2009 UN HDI, the lowest
ranking nation in the Western Hemisphere. A host of factors, natural and man-made, have made Haiti

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vulnerable to natural disasters, including climate change, deforestation, topography and poverty. The
2000s have not been kind to Haiti; 18,000 Haitians lost their lives to cyclones and floods between 2001-
2007, while a further 132,000 lost their homes. In 2008 alone 3 hurricanes and a tropical storm hit the
country, affecting 8 of 10 Haitian departments (provinces), leaving 800,000 people in need of assistance
and contributing the loss of homes, crops, infrastructure and livelihoods.
Then, on January 12, 2010 at 4:53 p.m. Haiti was hit by a 7.0 magnitude earthquake, with the
epicenter in the town of Leogane, about 25 kilometres away from the capital city, Port-au-Prince. The
initial shaking lasted 15 seconds and was followed by eight aftershocks in the two hours after the
earthquake, with magnitudes varying from 4.3 to 5.9. The first 9 hours after the earthquake saw 32
aftershocks, registering 4.2 or higher in scale. Over 220,000 people were killed immediately, 300,000
were left injured and more than an estimated 3.5 million were affected. Poor construction standards
resulted in houses, schools and large buildings collapsing, trapping survivors and victims’ alike. Of
Haiti’s 10 million people, 1.5 million were left homeless, living in unplanned IDP camps. Furthering the
devastation was the incapacitation of the local government, both municipal and national, the UN and
NGOs. The loss of personnel, family members and headquarters impacted the ability of the government
and humanitarian organizations to respond quickly.
The earthquake further weakens Haiti’s institutions and increases the risk of social unrest.
Immediate action by the international community is needed to address the needs of Haitians affected by
this natural disaster.
2.2. Project Rationale
Over 1.7 million Haitians have made makeshift camps their home since the earthquake on
January 10th
. The earthquake destroyed 105,000 homes and left 208,000 damaged around the country.
Jacmel, in the Sud-Est department, has been particularly devastated. The majority of homes in Jacmel
were cement structures or dilapidated colonial homes. Jacmel Mayor, Zenny Edwin, said 70% of homes
in his city have been damaged and a yet unknown number collapsed. Many of the structures that could be
used to home the newly homeless are on the verge of collapse themselves, including city hall, a local
orphanage and schools. Residents have gravitated and converted into 10 unplanned camps around the city,
reaching 300,000 IDPs. Media reports depict the urgent need of survivors in Jacmel living in tents, which
are only used for sleep. Survivors live in the streets, including bathing, brushing their teeth, doing laundry
and cooking. Dead bodies decay in the collapsed buildings, including a school full of children. Jacmel
also saw a mini-tsunami following the earthquake, with the ocean receding four times. Prior to the
earthquake, Jacmel also faced an economic downturn due to an epidemic that wiped out the pig stock, a
pest infestation that infected the cabbage crops and drought.
The need for shelter is critical to survival after a disaster. Shelter provides protection by offering
a place secure from outside dangers, including climate. It is also critical to promoting resistance to ill
health and disease, not to mention the emotional well-being that comes with sustained family and
community life that enables survivors to recover. NFIs like clothing, blankets and bedding meet the most
fundamental of human needs for shelter to maintain health, privacy, and dignity. The Jacmel Football
Ground and the town square offer appropriate space to temporarily house a large number of displaced
community members. As Jacmel is a port city and home to a regional airport (though currently
inaccessible); securing a supply chain to acquire goods should be easier than other areas of Haiti.
2.3. Oxfam’s Capacity
Oxfam has a 50-year history of responding to disasters and providing aid to the most vulnerable.
We are recognized as a leader in disaster response, ensuring those affected have access to shelter, basic
necessities, food, water and sanitation facilities and education. Oxfam is committed to accountability and
transparency in our disaster response. Through our internal policies and adherence to external codes of
conduct and standards we are committed to being accountable to our stakeholders.
Oxfam has been in Haiti for 30 years and already have an existing staff on the ground, including
300 national staff. The Oxfam Rapid Response Team has been deployed to Haiti to respond to the crisis.
Due to Oxfam’s long history in Haiti, we were on the ground to respond to the natural disasters that have

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continually hit this country, including responding the substantial number of hurricanes and storms in
2008.
In 2005, Oxfam created the ERF that allows our team to respond to emergency situations in a
timely manner. To date, the ERF has responded to 25 emergencies around the world. While water and
sanitation is our specialty, Oxfam has agreed to be the lead for emergency shelter in the Jacmel IDP
camps. We have a long history and experience working providing shelter and NFIs in emergency
situations, including during the Nepal floods and the Hurricane Stan in Guatemala.
3. Project Description
3.1 Purpose and Expected Results (refer to Annex I)
The purpose of this project is to respond to the immediate need for shelter, clothing, bedding and
other NFIs amongst the IDP community in the city of Jacmel. After completing an assessment of the area,
temporary shelters will be distributed to the residents of the unplanned camps and constructed. When
IDPs are settled into their temporary homes, we will distribute significant NFIs, including clothing,
bedding, cooking utensils and other much needed items.
Through the initial rapid needs assessment, once our team arrives on the ground, the beneficiaries
will play a significant role in planning the camp and indicating which items are the most needed. This will
allow us to identify the most vulnerable members of the community and collect data to form a baseline
study by which all further monitoring and evaluating will be measured. Our assessment will identify
solutions available in the immediate area, including food or building materials available. The shelters will
be constructed using the information gathered during the assessment stage. By giving the beneficiaries
ownership of the settlement process from the get-go, we hope to improve both their mental and physical
security.
After the assessment, we will distribute shelter and NFI kits to those at the camps. Through the building
of shelter, the beneficiaries will see their health and protection situation improved. By limiting their
exposure to the elements in an enclosed structure, community members will be secure and better able to
move onto the recovery stage, including moving out of the temporary households.
The NFI kits are essential to helping those affected by disasters regain a level of normalcy.
Affected populations will use the kits to meet personal hygiene needs, provide comfort and build or repair
their temporary shelters. The acquisition of NFIs is essential to the improvement of the physical and
mental health of the IDPs.
3.2 Beneficiaries
The beneficiaries of this project will be the 300,000 men, women and children of Jacmel and the
surrounding regions, who have lost their homes and now reside in the one of the ten makeshift camps that
has sprung up around the city. The majority of those who lost their homes were amongst the poorest in
the community and resided in the urban area around the town. Through Oxfam’s assessment we will
identify the vulnerable members in the community and ensure that their shelter and NFI needs are met.
Vulnerable members of the community, including the disabled, orphans, single women and migrant
workers, will be sure to be included.
3.3 Planned Activities
3.3.1 Activity 1000 – Conducting a Rapid Needs Assessment of 300,000 affected
populations merging towards 10 IDP camps in Jacmel
Activity 1000 – Rapid Needs Assessment
Expected Output #1 – Understand the needs of the population in order to provide effective
relief

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3.3.2 Activity 2000 - Providing Temporary Emergency Shelters, tools and repair
materials (adequate covered living space) for 300,000 individuals living in 10 IDP camps
located in Jacmel
Narrative Description & Strategy - Oxfam will gain information and coordinate with
clusters and other NGOs to ensure that aid offered is efficient and appropriate in order to
ensure the best possible outcomes.
Sub-activities
1100- Conduct needs assessment with the use of Sphere Shelter, settlement and NFI
assessment checklist
1200 - Conduct and attend community consultations
1300 - Create implementation plan based on results
1400 - Attend NGO coordination meeting to coordinate and create a cohesive distribution
plan
1500 - Coordinate with NGOs responsible for camp management to ensure that space
allocated for shelter meet the sphere standards and that the land is ready for construction
Expected Issues, Risks and Considerations
Difficulties coordinating with other NGOs
Beneficiaries demanding an immediate response therefore they will be less inclined to
cooperate
Ensure that all members of the community are represented, including the most
vulnerable
Communications specialist to talk with affected population about the importance of a
needs assessment
Key Inputs Required
Staff resources including communication specialists
Other NGOs and community leaders and members coordination and participation
Activity 2000 – Providing Temporary Emergency Shelter for 300,000 displaced
individuals.
Expected Output #1 – Improved access to temporary emergency shelters to
accommodate 300,000 displaced individuals in 10 IDP camps through effective
distribution of shelter kits.
Narrative Description & Strategy - Oxfam will provide and construct the shelters for the
10 IDP camps in Jacmel by providing the materials necessary to construct the temporary
shelters with some assistance from Oxfam staff.
Sub-activities
2100 - Procure materials for tents (plastic sheeting meeting the specifications defined by
UNHCR, rope, tools, fixings and supporting materials such as timber poles or alternative
framing elements) through established supply chain lines – Include locally sourced
materials that are climate appropriate, familiar to the population and that can be reused for
future long term housing solutions
2200 - Ship materials by plane to Haiti (Materials that could not be procured locally)
2300 - Assemble shelter kits
2400 – Distributing of shelter kits/instruction pamphlets to 10 IDP Camps
2500 – Agree upon establishment standards and guidelines in order to ensure that safety
requirements are met

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3.3.3 Activity 3000 - Provide NFIs necessary for survival including clothing, bedding,
cooking and eating utensils, hygiene products and footwear.
Activity 3000 – Provide NFIs necessary for the survival of the 300,000 individuals living
within the IDP camps
Expected Output #1 – Improved, equitable access to NFIs to facilitate survival
Narrative Description & Strategy - Oxfam will procure and distribute clothing, bedding
and cooking and eating utensils to promote survival and replace items that have been lost.
Sub-activities
3100 – Local procurement of NFIs that are culturally, gender and climate appropriate
3200 - Ship NFIs by plain to Haiti (Materials that could not be procured locally)
3300 – Warehousing of incoming goods
3400 – Creation of separate relief packages for women, men and children
3600 – Transportation of relief packages from warehouse to IDP camps
3700 - Distribution of goods
There could be conflict over limited resources
Most NFIs will have to be imported do to the devastating condition of the country
Conflict and chaos could erupt during distribution
Key Inputs Required
Warehouse structure
Oxfam staff procuring and receiving goods, creating and distributing relief
packages
Transportation for distributionof relief packages
NFI Kits: Clothing, bedding, food and cooking utensils, hygiene products and footwear
2600 - Train beneficiaries on appropriate assembly
2700 - IDPs build shelters with the help of Oxfam team
2800 - Conduct regular maintenance and risk and vulnerability assessment
2900 - Acquire warehouse space to house replacement shelter materials
Most input materials will have to be imported from other countries due to the
destruction of most of Haiti’s resources and may be held up at points of entry.
Materials are not meant for long-term use and may need some repair if used for
longer than expected.
IDP do not use their materials in an effective manner (sell materials in market
place for cash value)
Key Inputs Required
Local construction capacities and materials
120-125 local and expat staff responsible for the procurement of materials,
supervision and construction of shelters
Reusable Shelter Materials: plastic sheeting/tarp, rope and framing materials
Tools for building, maintenance and repair
Warehouse to house temporary shelter replacement materials

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3.4 Assumptions and Risk Mitigation Strategy
3.4.1 Assumptions:
The following four assumptions about the project’s external environment are necessary for the
success of the project. The first assumption is that after the initial earthquake, Haiti will experience
relatively good weather and be insulated from further earthquakes or aftershocks. This would allow for
efficient shelter construction. The second assumption is that the layout of the IDP camps will be
organized in a way that allows enough space for all the shelters as well as two meters between the shelters
as defined by the sphere standards. Furthermore, the IDP camp sites should be cleared of debris and ready
to be constructed on by the time Oxfam is ready to implement its programing. The third assumption is
that the other partnering organizations will be successful in creating a healthier environment for the IDPs
and they will have equal access to security, food, water and sanitation. The fourth assumption is that the
IDPs will remain relatively calm in order to avoid chaotic and dangerous situations within the camps.
3.4.2 Risks and Risk Mitigation Strategies (refer to Annex II):
Due to the insecure nature of this response there are several risks identified below that could have
an impact on the project however these risks can be mitigated to reduce their impact on the success of the
project. The first risk identified is that violent conflict and chaos could erupt during the distribution of
goods due to high tensions and frustration among the IDPs. This risk can be mitigated by planning ahead
to make sure that the process of distribution is organized, orderly and cohesive with the other distribution
processes occurring at the same time in the same region. Furthermore it is important to create clear
designated areas in which distribution will take place and ensure that the distribution is fair and equal for
everyone.
The second risk is that earthquake aftershocks or other adverse weather conditions continuously
occur. In order to mitigate this risk, Oxfam will ensure that all the materials necessary to build a sturdy
shelter are provided and that shelters are properly constructed. They will also be using plastic sheeting as
the living space cover to avoid having heavy materials fall onto dwellers.
The third risk is that Oxfam will have an inability to acquire and distribute appropriate goods in a
timely manner due to a lack of resources or accessibility. In order to mitigate this risk, Oxfam will ensure
that it has the capacity in the planning stages of the project. Furthermore, a quick assessment of the
possibility of the kits being acquired locally will be conducted. If the local capacity is limited, goods will
need to be shipped by air which means that Haiti must be made accessible for plains. The fourth risk is
that the IDP camp locations are not big enough or appropriate for the amount of shelters required.
To mitigate this risk, it is important to coordinate with camp management to ensure that a proper
zoning of the campsites has taken place prior to starting the establishment of shelters. Furthermore, it is
possible to relocate individuals if there is more room in other camps and it might be necessary to be
creative with the organization and layout of the shelters. The last risk is of goods and materials being
stolen at the warehouse or during transportation. This risk will be mitigated by securing the warehouse
with the help of fencing, locks and guards. Oxfam will also implement security measures during transport
including convoys.
3.4.3 Security Management Strategy:
Due to the vulnerable nature and context of this project, there are several possible risks targeting
project personnel. These risks include risk of conflict and violent assault during distribution, unsafe
infrastructure, armed robbery, the potential risk of another natural disaster (especially flooding and
earthquakes), disease outbreak and emotional distress or PTSD.
Due to the high stress levels and desperation among IDPs, it is common for conflict to erupt
during the distribution process. In order to avoid attacks on staff members it is important to plan the
distribution process in advance in order to create an organized and systematic process of distribution.
Specific and consistent locations should be allocated to the distribution process in order to maintain an
organized and safe environment. Furthermore the staff will be trained extensively in crowed control and
will also create a detailed evacuation plan if the crowd gets out of control. It is also important for staff to

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foster and maintain friendly and trusting relationships with the IDPs in order to promote trust and respect
between staff and recipients of aid.
Since the staff will be working in a region of compromised infrastructure all buildings used by
staff will be inspected to ensure its security. If necessary temporary tents will be set up as work spaces. It
is also important for the staff to construct their own shelters in order to ensure their safety. In addition to
this, it is important that the staff in charge of shelter construction be highly trained in order to create
shelters and working spaces that can withstand adverse weather conditions should follow up natural
disasters occur. To insure safety of staff, in the event of a second natural disaster, it is important to build
secure temporary shelter and work spaces for the staff with lightweight materials.
NGOs are most vulnerable to armed robbery when transporting goods as well as warehousing
them. It is important to implement safety measures at the warehouse such as lighting, fencing, guards and
locks in order to discourage robbery attempts. In the event of an armed robbery staff members will be
trained to put their own safety above all else. Furthermore, transportation will take place in the form of a
convoy with the help of guards is necessary.
Due to the desperate and unsanitary nature of the IDP camps and the lack of sanitation, staff
members working within the camps, in direct contact with the IDPs, run a high risk of being exposed to
infectious diseases. In order to mitigate this risk it is crucial that the staff members be appropriately
vaccinated before departure. Furthermore, staff members will be instructed on preventative techniques as
well as supplied with items to prevent the spread of disease such as masks and gloves if applicable.
Furthermore the staff will have access to clean water and sanitation facilities with the help of partnering
NGOs working in the same area.
Emotional distress or PTSD is common among aid workers, especially in disaster relief. In order
to mitigate this risk, staff will be briefed before entering the field and debriefed once they leave the field.
Furthermore, staff will be closely monitored by the project coordinator and HR to ensure that they are
working reasonable hours and getting sufficient rest. The Project coordinator and HR will also be looking
for signs of burn outs as well as ensuring that staff is taking mandatory R&R vacation every six weeks.
3.5 Project Management
The response manager for this humanitarian relief project is Florence Lévesque. She will be
overseeing the entire project from Jacmel. Furthermore, this project will include a program coordinator
who will report directly to the response manager and will be responsible for overseeing the programs
team and activities. The programs team will include M&E accountability and information personnel who
will be responsible for ongoing monitoring and evaluation of the IDP camps as well as keeping an open
line of communication with beneficiaries.
An operations team led by a field and sector operator will also be required. This team is
responsible for the acquisition, transportation and distribution of goods. The operators will report directly
to the program coordinator. Reporting to the field and sector operator will be the technical team. This
team will include a technician responsible for the NFIs and a technician responsible for shelters. They
will ensure the proper and safe use of shelter and NFI materials as well as access.
Lastly the project will include support and liaison staff which will include human resources,
finance, ITC, security and communications personnel. The liaison staff will be available to contribute
within all of the departments and will be directly reporting to the support and liaison manager who will
report to the response manager. Each department will be given a document listing their responsibilities
within the project and the departments’ manager will be held accountable for their teams’ performance.
3.6 Public Engagement and Benefits to Canada
Oxfam is engaging the Canadian public in understanding the background and specifics of this
humanitarian intervention through media coverage as well as viral and televised appeal videos explaining
the dire situation and projects being implemented in Haiti. Oxfam will be relying on Canada’s close
proximity and familiarity with the region, since it is a popular vacation destination for North Americans,
in order to make an emotional plea for donations. Furthermore, Oxfam will be working closely with
Canada’s Haitian Governor General, Michaëlle Jean to further engage the public. By implementing this

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project, Canada will improve its relations with Haiti as well as create a positive image within the
international community.
4. Cross-Cutting Themes and Principles
4.1 Gender
In order to build upon a gender-sensitive framework, the needs of most vulnerable people must be
incorporated into overall plans. Oxfam will have to conduct a more complete rapid needs assessment in
Jacmel and hold community consultations to better understand the demographics’ needs towards shelter
and NFIs. Consultations will ensure the participation of vulnerable groups (women, girls, disabled,
elderly and people who face discrimination) in order to determine adequate types of shelter, access to
facilities and the types of NFIs that are essential in recovering their livelihoods.
With the information collected from the latest needs assessment,Oxfam will ensure that distribution
systems begin with registered female-headed households and Save the Children’s assistance to orphans,
and then mixed families and finally singles. Oxfam will provide internal divisions within the temporary
shelters to allow for adequate space provision and privacy and avoid over-crowding. Oxfam will ensure
single family dwellings, especially held by women are located closer to water sources and
accommodations held by single females are not located on the outskirts of the camps. These precautionary
measures secure people from potential threats and risky environments due to isolation.
Oxfam will undertake regular risk and vulnerability assessments to accurately and continually define
the level of risk for the affected population. This practice will discourage gender based violence and
recognize the different roles people play in caring for families and dependants. When identifying the
types of NFI kits going to whom, Oxfam will pay special attention towards the specifics in either kits that
are relevant to both women and men in terms of type of skills and work that they perform. Special
attention will also be given to the appropriateness of cultural practices in terms of clothing and NFI kits
given to pregnant and lactating women (along with other marginalized individuals at risk). Oxfam has
recruited a team with a balance of women and men (along with ethnicity, age, social background) in order
to provide diverse assistance to the affected population.
4.2 Participation of Beneficiaries
Oxfam’s key stakeholders are the 10 IDP camps in Jacmel Haiti that hold 300, 000 women, men, girls and
boys affected by this earthquake. There are obvious groups that are marginalized, such as women,
children, elderly and the sick, injured and stigmatized. Other particularly vulnerable people are the
minorities of black/European/middle-eastern descent. This group of migrant workers faced issues before
the earthquake and now may see an increase of discrimination due to the disaster. In order to optimize
beneficiary response, all represented groups including the “less visible”, need to be incorporated into
Oxfam’s response. Data collected during the needs assessment will be disaggregated by sex and age in
order to ensure the shelter sector considers the diverse population in terms of all shelter and NFI needs.
During all stages of this humanitarian response, Oxfam will involve community leaders,
vulnerable groups and all representation of the affected population from the beginning to encourage two-
way communication and the participation of beneficiaries. Active participation in disaster related context
is the foundation for people’s right to life with dignity. Every effort to listen, consult and bring people
towards action in the earliest stage will increase the quality of rehabilitation later on. The opinions of
groups and individuals that spend more time in the household will be prioritized. This will allow
beneficiaries to influence types of shelter, location (along with site management teams) and supply types
they receive in order for a more targeted/relevant and effective response.
Oxfam will promote participation by providing instruction sheets (for construction and
maintenance of shelters and NFIs) that use uncomplicated language or large type face for the visually or
hearing impaired. Oxfam will hold regular skills training to maximise opportunity for participation during
the building of temporary shelters. Women will be encouraged as well in order to not be at particular risk
in seeking assistance to build/fix their shelter. People that are less capable of physical tasks or have
confined resources to participate will be encouraged towards tasks like site monitoring, provision of

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childcare and preparations of food (with collaboration of other NGO sectors). Feedback boxes will be set-
up throughout the camp for beneficiaries to give feedback on the humanitarian response and strategies. As
mentioned, a formal distribution system (with coordination from other sectors) will be set up and
vulnerable households and individuals will not be omitted from participation. The appropriateness of NFI
items will also contribute to the participation level of the affected population. The quantity and types of
cooking materials will be advised by cultural practices and those who typically oversee the preparation of
food.
4.3 Local Delivery Partnerships and Capacity Building
Due to the massive amounts of damage caused by the earthquake, most locally established capacity
and partnerships useful in the reconstruction of this context disappeared. Indigenous services and systems
that already existed were almost all destroyed as 1.5 million people became homeless, 60% of
administrative and government buildings and 60-80% of schools were destroyed. 19 million cubic meters
of debris was left to be removed for reconstruction. Oxfam will still try to build any capacity of the
population through its temporary shelter construction and NFI material strategies.
During the rapid needs assessment, Oxfam will also do a rapid market analysis to investigate if
any local organizations can provide assistance in the building of shelters or source the provision of
familiar materials for NFI kits from any less affected local areas. Not much of a local economy exists
post-earthquake, so cash and/or voucher systems could enable the population to manage the
reconstruction of their own shelter and NFI items. This will be evaluated and ventured into as soon as
possible. Overall, Oxfam will consult with willing participants living in the IDP’s for local skills and
resources to be maximised in so as long as it doesn’t result in the negative effects of affected people, i.e.
exposing women to sexual exploitation. Therefore any teams constructing/maintaining shelter will be
mixed with both national and Oxfam peoples. Oxfam’s response will build upon existing coping
strategies and encourage the building of increasing autonomy and self-reliance by those affected. Pazapa
is a local organization working with disabled children that operated in Haiti before the earthquake. They
will be investigated and possibly consulted to work with Oxfam in order to provide appropriate shelter
and NFIs to children with disabilities.
4.4 Convergence and Coordination
Oxfam recognizes and commits to several international principles and standards while implementing this
humanitarian relief project. Oxfam commits directly to Sphere and also refers to UNHDR (standards for
plastic sheeting) and Oxfam’s Handbook of Development and Relief. Concerning Sphere, the
Humanitarian Charter, Protection Principles and Core Standards have all been addressed in this proposal.
The specific minimum standards in Sphere for shelter and settlement that have been addressed are:
Standard 1: strategic planning, Standard 3: covered living space and Standard 4: construction. Oxfam will
also commit to specific minimum standards for NFIs; Standard 1: individual, general household and
shelter support items, Standard 2: clothing and bedding, Standard 3: cooking and eating utensils, Standard
5: tools and fixings.
The government of Haiti will be consulted as they are the primary bearer of responsibility for
their citizens. Oxfam does not strive to set-up existing parallel structures, although at this point in time the
destruction is so great that the government does require assistance. The UN/OCHA has the capacity to
deal with humanitarian response on a global level, and their cluster meeting communication is important
to incorporate into Oxfam’s plan. IFRC will be consulted for health services on the IDP’s. We will share
resources like registration lists and distribution plans, in order to identifying the most vulnerable groups
and coordinate response. The qualities of shelter from Oxfam will inevitably have an effect on the
population’s health. PLAN will be consulted for food aid response; what kits from us will better suit their
plan. ACF will be consulted for WASH services; where they will locate water sources, hygienic practices
and latrines and how this will affect the types of shelter we will provide. Save the Children will be an
important body to consult constantly for identifying the needs of children. Oxfam’s provision and types of
shelter and NFI’s will benefit from the specialist advice of a group who know children best.
CARE will be one of the biggest collaborative partners for Oxfam. They will be dealing with
camp management, site planning, debris removal and drainage which affect our shelter provision

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Oxfam Canada
January 17th
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14
(locations and types). CARE will also provide essential information in terms of distribution systems and
identity cards for vouchers. Coordination with local authorities and community based groups are also
important for their comprehension of Oxfam’s services, to optimise this intervention and prevent
duplicated strategies.
Some minimum standards that Oxfam will have trouble meeting for shelter are Standard 2:
settlement planning and NFI Standard 4: stoves, fuel and lighting. Settlement planning is organized by
CARE, therefore Oxfam is less removed from the process and outcomes of those decisions. There will be
ongoing coordination in terms of settlement locations, drainage and decreasing vector and environmental
risks. Stoves, fuel and lighting standards will not be met by Oxfam because we are not distributing this
material. PLAN is responsible for food aid and will be organizing this provision of material and services;
they will need to be coordinated with in terms of a cohesive response that works with our shelter/NFI
standards.
4.5 Sustainability
Oxfam has considered sustainable recovery and development by using appropriate technical
design, building and maintenance procedures that will allow for the population to successfully survive in
these IDP camps. Adequate amounts of ventilation in shelter spaces will lower the risk of disease
transmission and be vector control measure. Initial shelter response will need to be maintained and
upgraded over the time the affected population stays on the IDPs. New shelter material (plastic sheets)
and kits will be made available including tools that can be used for a sustained period of time (even to
start rebuilding their original homes). In terms of NFIs, the rapid needs assessment identifies the most
appropriate kits for women, men and children, which allows for the most sustainable response regarding
item use. Oxfam will make an assessment when kits need to be replenished, further planning ahead of
time to make the project sustainable. When the initial 6 month period is over, Oxfam will transition into
the recovery stage where original materials and NFIs will maintain their usefulness for future
development.
4.6 Environment
By taking information from the initial assessment and coordinating with site management, long-
term adverse impacts on the environment due to shelter and NFIs will be addressed on an on-going basis.
The material for shelters will initially be sourced from Oxfam’s stocked supplies in Canada. Material for
shelter will try to be locally sourced at a later date which will minimise impact on the environment. The
building techniques will also minimise adverse impacts on natural life as there is no major construction
involved and no requirements for machinery. Other NGOs will be consulted in the future Oxfam
discontinuation strategy; eventually when all shelters and, materials and waste need to be removed.
Ensuring that there are proper plans in place to remove any waste left over will also minimise the effects
on the natural environment.
5. Monitoring and Reporting
5.1 Performance Measurement Plan (refer to Annex III)

Jacmel, Haiti
Oxfam Canada
January 17th
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6. Financial Information
6.1 Projected Expenditures
Line Items
Personnel
Supplies (Shelter/NFI)
Transportation &
Travel
Training (Material)
Other Direct Costs
(Warehouse)
Capital Expenditures
Field Administration
Support Fee (15%)
Canadian
Administration Fee
(7%)
TOTAL
$CAD
200,000.00
800,000.00
600,000.00
2500.00
15,000.00
10,000.00
244,125.00
113,925.00
____________________
1, 985, 550.00
6.2 Sources of Income
Funded by CIDA/IHA
Funded by Oxfam ERF
TOTAL
$CAD
1,960,550.00
25,000.00
____________________
1,985, 550.00

Jacmel, Haiti
Oxfam Canada
January 17th
2010
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AnnexI – PerformanceFramework
Project Title: Project Title: Shelter/NFI – Jacmel
Project Goal: Project Goal: Provide emergency shelter and non-food items to those living in IDP
camps in Jacmel.
Reach – 300,000 displaced people, in the city of Jacmel
Resources – US $1, 985, 550.00
Planned Activities and Expected Results Over 6-month period commencing in January 2010
Activities Beneficiaries Outputs Outcomes Impact
1000 - Rapid Needs
Assessments
2000 - Providing
Temporary Emergency
Shelter necessary for the
survival of the 300,000
individuals living within
the IDP camps
3000 - Provide NFIs
necessary for the survival
of the 300,000 individuals
living within the IDP
camps
IDPs in Jacmel
camps
IDPs in Jacmel
camps, with
particular
attention to
vulnerable
groups.
IDPs in Jacmel
camps.
1. Involvement of
beneficiaries in
improving access
to shelter and
essential items.
2. Improved
temporary shelter.
3. IDPs supported
with non-food
items.
Improved
physical security.
Improved
physical security
and Improved
health.
Improved or
maintained
health.
Help meet
the basic
human needs
of Haitians
affected by
the
earthquake.

Jacmel, Haiti
Oxfam Canada
January 17th
2010
17
Annex II - Risk Mitigation Strategies Chart
Risk Factor Odds of
Occurring
Impact if
Occurs
Risk Mitigation Strategy
1. Violent conflict and chaos erupt
during the distribution of goods
Medium Medium - Plan ahead to make sure that the process of
distribution is organized and orderly and cohesive
with the other distribution processes occurring at
the same time.
- Create clear designated areas in which
distribution will take place.
- Ensure that the distribution is fair and equal for
everyone.
2. Earthquake aftershocks or other
adverse weather conditions
High Medium - Ensure that all the materials necessary to build a
sturdy shelter are provided and that shelters are
properly constructed.
- Use plastic sheeting to avoid having heavy
materials fall onto residents.
3. Inability to acquire and distribute
appropriate goods in a timely manner
due to lack of resources or
accessibility
Low High - Ensure Oxfam and its partners have the capacity
in the planning stages of the project
- Quickly assess if the goods needed can be
acquired locally, if not, ship products by air and
insure that the plains will have access to the
country
4. The IDP camp locations are not big
enough for the amount of shelters
required
Medium Medium - Coordinate with Camp Management to ensure
that zoning of the campsites has taken place prior
establishing the shelters.
- Relocate individuals if there is more room in
other camps.
- Be creative with the organization of the shelters.
5. Goods and materials being stolen at
the warehouse or during transportation
High Medium - Ensure security around the warehouse, including
fencing, locks and guards.
- Implement security measures during transport
(including convoys).
Annex III–Performance Measurement Plan
Indicators Data Source Data Collection Method Responsibility
Expected Outcome Details – All IDPs on 10 camps in Jacmel are benefitting from Oxfam emergency shelter and NFI assistance. Oxfam
will use report information from UNHCR and OCHA. Oxfam would coordinate with UNHCR and OCHA to acquire statistical information
on IDP in Jacmel. All staff will be involved including Oxfam Program, Operation, Support and Liaison Teams
1.Shelter of IDPs
provided
Number of
shelter kits
distributed
Logistical team will create a distribution list that will be
used to measure the number of kits distributed and
ensure it corresponds with the list of beneficiaries
gathered during the assessment.
Oxfam Operation Team including
Shelter and NFI Technicians

Jacmel, Haiti
Oxfam Canada
January 17th
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18
2. NFIs of IDPs
provided
Number of
NFI kits
distributed
Logistical team will create a distribution list that will be
used to measure the number of kits distributed and
ensure it corresponds with the list of beneficiaries
gathered during the assessment.
Expected Output #1 –The assessed shelter needs of the Jacmel disaster affected population has been met. There are an appropriate Number
of structures constructed in the 10 camps. Logistical team will count the number of shelters constructed. Oxfam Operational and Program
teams
1. All temporary shelter
and settlement solutions
are safe and adequate
and will remain so until
more durable solutions
are achieved
Vulnerability and
Risk Assessment
Oxfam team will conduct regular shelter inspections
of all IDP dwellings
Oxfam Operations team including
Technicians (shelter/NFI), and
Program Team including M&E
personnel
2.Shelter and settlement
solutions to meet the
essential needs of all the
disaster- affected
population are agreed
with the population
themselves and relevant
authorities in
coordination with all
responding agencies
Rapid Needs
Assessment and
community
consultations and
feedback from
IDP through
feedback box
Oxfam team will consult with community members,
local government officials and partnering NGOs on a
regular basis to qualitatively assess that IDP needs
are being met. Feedback box will be regularly
checked and strategies developed in consideration
Oxfam Operations team including
Technicians (shelter/NFI), Program
Team including M&E personnel
3. Ensure that each
affected household has
adequate covered living
space of 3.5 m2
Vulnerability and
Risk Assessment
Through regular inspections of dwellings, a
maintained standard of space and coverage will be
evaluated.
Oxfam Operation team including
Technicians for shelter/NFI.
Expected Output #2 – The assessed NFI needs of the Jacmel disaster affected population have been met. Vulnerability and Risk Assessment
and Community consultations. Oxfam team will consult with community members and partnering NGOs on a regular basis to qualitatively
assess that IDP needs are being met. Oxfam Programs Team
1. All disaster affected
people have a
combination of blankets,
bedding, clothing,
hygiene products,
cooking utensils, etc.
Assessment
and
Community
consultations
and Feedback
Box
Oxfam team will consult with community members and
partnering NGOs on a regular basis to qualitatively
assess that NFI needs are being met. Feedback box will
be regularly checked and strategies considered developed
in consideration
Oxfam Program Team, including
M&E, Accountability and
Information’s Management
Personnel

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(2011). The sphere handbook: Humanitarian charter and minimum standards in humanitarian response. (3rd
ed.). United Kingdom: Practical Action Publishing.
2010 Haiti Earthquake.(n.d.).In Wikipedia. Retrieved March 20, 2014, from
http://en.wikipedia.org/wiki/2010_Haiti_earthquake
AFP (2010, January 20). In Haiti, the Jacmel cathedral clock stopped at 5:37 p.m. Retrieved March 20, 2014,
from http://www.mysinchew.com/node/34251
Disasters Emergency Committee.(n.d.).Haiti Earthquake Facts and Figures. Retrieved March 20, 2014, from
http://www.dec.org.uk/haiti-earthquake-facts-and-figures
European Commission.(n.d.).Haiti before the earthquake. Retrieved March 20, 2014, from
http://ec.europa.eu/echo/files/aid/countries/Haiti_paper_01102010.pdf
Kinzie, Susan (2010, January 24). In Jacmel, Haiti, parties give way to aftershocks and rescue missions. The
Washington Post. Retrieved March 20, 2014, from http://www.washingtonpost.com/wp-
dyn/content/article/2010/01/23/AR2010012302632_2.html?sid=ST2010012303051
Leeder, Jessica. (2010, February 9). Welcome to Jacmel. The Globe and Mail. Retrieved March 20, 2014,
from http://www.theglobeandmail.com/news/world/welcome-to-jacmel/article4082789/
Risk Management Solutions. (2010, January 22). RMS FAQ: 2010 Haiti Earthquake and Caribbean
Earthquake Risk. Retrieved March 20, 2014, from
https://support.rms.com/publications/Haiti_Earthquake_FAQ.pdf
Schwartz, Timothy. (2011, April 15). Economic Impact of Haiti Earthquake on Sudest Haiti (Jacmel) [Web
log post]. Retrieved March 20, 2014, from
http://open.salon.com/blog/timotuck/2011/04/15/economic_impact_of_haiti_earthquake_on_sudest_haiti
_jacmel
United Nations Development Programme (UNDP). (2009). Human Development Report 2009
Overcomingbarriers: Human mobility and development. Retrieved March 20, 2014, from
http://hdr.undp.org/sites/default/files/reports/269/hdr_2009_en_complete.pdf

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2010
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Pazapa Center for Handicapped Children, Jacmel, Haiti. “Helping Haitian Children with Special Needs since
1987”. Retrieved March 23, 2014, from
http://pazapa.org/
Minorities in focus. “Category Archives: Haitians. Retrieved March 23, 2014, from
http://minorityrights.wordpress.com/category/haitians/

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