Document of The World Bank Group FOR OFFICIAL USE ONLY Report No: 181213-HT INTERNATIONAL DEVELOPMENT ASSOCIATION INTERNATIONAL FINANCE CORPORATION MULTILATERAL INVESTMENT GUARANTEE AGENCY COUNTRY PARTNERSHIP FRAMEWORK FOR HAITI FOR THE PERIOD FISCAL YEAR 2025 –2029 January 31, 2025 Haiti Country Management Unit Latin America and Caribbean Region The International Finance Corporation Latin America and the Caribbean Region Multilateral Investment Guarantee Agency This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank Group authorization. i International International Finance Multilateral Investment Development Association Corporation Guarantee Agency Vice President: Carlos Felipe Jaramillo Alfonso Garcia Mora Ethiopis Tafara Director: Lilia Burunciuc Elizabeth Ann Marcano Sebnem Erol Madan Task Team Leaders: Anne-Lucie Lefebvre Ronke Ogunsulire Persephone Economou i The date of the last Performance and Learning Review was May 31, 2018 (Report No. 124812-HT) CURRENCY EQUIVALENTS (Exchange rate as of January 22, 2025) 1 US Dollar = 130.61 Haitian Gourdes FISCAL YEAR October 1 – September 30 ABBREVIATIONS AND ACRONYMS ACLED Armed Conflict Location and Event Data Project M&E Monitoring and Evaluation ASA Advisory services and analytics MCH Maternal and Child Health BINUH United Nations Integrated Office in Haiti MIGA Multilateral Investment Guarantee Agency CAS Country Assistance Strategy MSPP Ministry of Public Health and Population Commune-Level Civil Protection Committee (Comité Com- CCPC MSSM Multinational Security Support Mission munal de Protection Civile) CE Citizen Engagement MTPTC Ministry of Public Works, Transport and Communication CERC Contingent Emergency Response Component NGO Non-Governmental Organization CLR Completion and Learning Review PAHO Pan-American Health Organization CPF Country Partnership Framework PBA Performance-Based Allocation CPIA Country Policy and Institutional Assessment PDNA Post-Disaster Needs Assessment CRW Crisis Response Window PFM Public financial management CTF Clean Technology Fund PIU Project Implementation Unit DGPC General Civil Protection Directorate PLR Performance and Learning Review Water and Sanitation Utility (Direction Nationale de l’Eau DINEPA PNH Police Nationale d’Haïti Potable et de l’Assainissement) DPO Development Policy Operation PPP Public Private Partnership DRM Disaster Risk Management PSW Private sector window E&S Environmental and social QAS Quality Assurance System EDH Public Electricity Company (Electricité d’Haïti) RBF Result Based Financing EMIS Education Management Information System RCIA Rapid Crisis Impact Assessment ESW Economic and Sector Work RE Renewable Energy EU European Union RECA Remaining Engaged during Conflict Allocation FCS Fragile and Conflict Affected States RF Results Framework FCV Fragility, conflict, and violence RRA Risk and Resilience Assessment FY Fiscal year SCD Systematic Country Diagnostic GBV Gender-based violence SMEs Small and Medium Enterprises GDP Gross Domestic Product SMP Staff-Monitored Program GOH Government of Haiti SREP Scaling up Renewable Energy Program HRITF Health Results Innovation Trust Fund TA Technical Assistance IADB Inter-American Development Bank TSA Treasury Single Account ICR Implementation Completion Report UN United Nations ICRR / Implementation Completion and Results Report UNICEF United Nations Children’s Fund ICT Information and Communication Technology US United States IDA International Development Association USAID United States Agency for International Development IFC International Finance Corporation W&S Water and Sanitation IHSI Haitian National Institute of Statistics and Information WB World Bank IMF International Monetary Fund WBG World Bank Group IPF Investment Project Financing WFP World Food Program ISN Interim Strategy Note WMO World Meteorological Organization ISR Implementation Status and Results Report ZMPP Metropolitan Area of Port-au-Prince LAC Latin America and the Caribbean ii Table of Contents ABBREVIATIONS AND ACRONYMS .......................................................................................................................... ii I. INTRODUCTION .................................................................................................................................................. 1 II. COUNTRY CONTEXT AND DEVELOPMENT ......................................................................................................... 2 Poverty, Inequality, Fragility, Conflict and Violence.................................................................................... 2 Recent Economic Developments and Outlook ............................................................................................ 3 Main Development Priority Areas ............................................................................................................... 7 Government Transition Roadmap ............................................................................................................... 8 III. WORLD BANK GROUP PARTNERSHIP FRAMEWORK .......................................................................................... 8 Lessons from CPF Completion Report and Consultations ........................................................................... 8 Overview of WBG Partnership Framework ............................................................................................... 11 Implementing the CPF ............................................................................................................................... 17 IV. MANAGING RISKS TO THE CPF PROGRAM ....................................................................................................... 19 Annex 1: Country Partnership Framework Results Matrix ................................................................................... 22 Annex 2: Completion and Learning Review .......................................................................................................... 30 Annex 3: Selected Indicators of Bank Portfolio Performance and Management ................................................. 76 Annex 4: Operations Portfolio (IBRD/IDA and Grants) ......................................................................................... 77 Annex 5: Statement of IFC's Held and Disbursed Portfolio .................................................................................. 78 Annex 6. Country Context: Poverty, Inequality, Fragility, Conflict and Violence ................................................. 80 Annex 7. CPF Implementation Model ................................................................................................................... 88 Annex 8. RECA: Preserving Institutions and Human Capital ................................................................................. 91 Annex 9. List of Projects Implemented by UN Agencies (as of December 23, 2024) ........................................... 95 iii List of Tables Table 1. Haiti: Selected Economic Indicators ............................................................................................................. 4 Table 2. Main World Bank Group Knowledge Services ............................................................................................ 16 Table 3. Haiti Indicative International Development Agency (IDA) Lending Program According to Fiscal Year ...... 17 Table 4. Risks to the Haiti Country Partnership Framework Program ..................................................................... 20 List of Figures Figure 1. Share of Population Living Below ................................................................................................................ 3 Figure 2. Inflation, Annual Percentage Change .......................................................................................................... 4 Figure 3. Change in Nighttime Light Intensity, 2018-24 ................................................................................................ 5 Figure 4. Overview of Haiti 2025–29 CPF ................................................................................................................. 13 List of Boxes Box 1. Strengthening Public Governance ................................................................................................................... 7 Box 2. External Shocks and the World Bank Response .............................................................................................. 9 Box 3. Stakeholder Perceptions of the World Bank Group (WBG) ........................................................................... 10 Box 4. International Development Aid ..................................................................................................................... 11 Box 5. Selectivity Filters, Flow, and Identified CPF Objectives and High-Level Outcomes ............................................ 12 iv FISCAL YEAR 2025–29 COUNTRY PARTNERSHIP FRAMEWORK FOR HAITI HAITI: Preserving Hope, Restoring Growth I. INTRODUCTION 1. This Country Partnership Framework (CPF) sets out the World Bank Group’s (WBG) priorities in helping Haiti restore governance, sustain essential public services, and resume growth. The CPF covers the period from fiscal year (FY) 2025 to 2029 and responds to priorities that the government identified in the Political Agreement for a Peaceful and Orderly Transition of April 3, 2024.1 It supports the government’s roadmaps and subsequent response strategies to exogenous and man-made shocks, including the COVID-19 pandemic, the 2021 earthquake, and the surge in gang violence. It also reflects the WBG 2021 Country Private Sector Diagnostic and the 2022 Systematic Country Diagnostic (SCD) update.2 Lessons from the Completion and Learning Review (CLR) and the 2024 Risk and Resilience Assessment Update inform the CPF. The WBG Board of Executive Directors discussed the FY2016–19 CPF on August 27, 20153 and the 2018 Performance and Learning Review (PLR)4 extended it to FY2021. 2. Haiti is navigating a deepening crisis–fragility trap. A combination of political crises, escalating social violence, successive earthquakes, hurricanes, and disease outbreaks (COVID-19 pandemic and resurgence of cholera) over the past decade have deepened poverty and fragility. This was exacerbated by weak institutions, widespread corruption, and extreme inequality. Since 2021, Haiti has witnessed a significant surge in violence committed by armed gangs, as well as conflicts between gangs and the police, affecting all sectors of society and the economy. While these challenges are daunting, Haiti exhibits several resilience factors to its complex internal and external shocks such as a vibrant civil society, an active diaspora, and institutional resilience in key sectors. 3. A framework for crisis resolution and stabilization emerged in the second quarter of 2024, although uncertainty and risks remain high. Major changes have occurred in Haiti since Prime Minister Ariel Henry’s resignation in March 2024. The installation of the transitional presidential council in April initially stabilized political decision- making and was followed by the designation of a prime minister and a new government in June. The April 2024 agreements on an orderly political transition (see section II) provide an opportunity to escape the crisis– fragility trap. Deployment of the United Nations–mandated Multinational Security Support Mission (MSSM) initially helped secure key government institutions and supported several National Police-led operations in Port-au-Prince. However, the political agreement became fragile in the autumn of 2024, leading to another change of government in November 2024, accompanied by a surge in violence that led to the closure of the international airport, paralyzed the movement of goods, and caused further deterioration in socioeconomic conditions. With gangs controlling all major transportation routes, Port-au-Prince experiences periods of quasi-isolation from the rest of the country. 4. In this context, the overarching goal of this CPF is to build resilience by preserving essential institutions and human capital while laying a foundation for economic recovery. Exercising selectivity and focus, the CPF will employ lending, analytics, and partnerships with other development institutions to support a single high-level outcome: build the resilience of the poor. It will focus on preserving development gains and livelihoods for poor and crisis-affected populations by strengthening economic governance, creating job opportunities, maintaining institutional capacity to support delivery of basic services, preserving human capital, and strengthening resilience to natural disasters and man-made shocks. With these objectives, the CPF supports all six of the eight World Bank Global Challenge Programs.5 1 Various political parties and civil society organizations signed the April 3, 2024, Political Agreement for a Peaceful and Orderly Transition, which outlines the provisions and modalities for decision-making processes during the transition period. 2 Report No. 172801-HT. 3 Report No. 98132-HT. 4 Report No. 124812-HT. 5 The eight global challenge programs are climate change adaptation and mitigation, fragility and conflict, pandemic prevention and preparedness, energy 1 5. The World Bank will continue to leverage all relevant International Development Association (IDA) resources to support government efforts to restore security, political stability, and economic growth. In addition to IDA’s Crisis Response Window (CRW), which has been used effectively in Haiti, the CPF seeks eligibility to access the IDA’s Remaining Engaged during Conflict Allocation (RECA) to help preserve institutional capacity and human capital. While focusing predominantly on areas outside of the capital, wherever security conditions allow, the WBG program will be expanded within the Port-au-Prince's metropolitan area and the Artibonite Region to support recovery. The CPF will seek opportunities to use the blended finance funds of the IDA Private Sector Window (PSW) to help derisk and make private sector projects more bankable. 6. As Haiti meets the IDA20 RECA eligibility criteria, the CPF proposes a portfolio that has the preservation of institutional capacities and human capital among its central objectives. The recent escalation in violence has led the number of fatalities per 100,000 population to surge to 13.4,6 and emigration of skilled personnel from the public service precipitated the decline of the CPIA score to 2.2 in 2023. Amid such conditions, preservation of national and local institutions is crucial for the country’s recovery and state-building. Accordingly, the strategic objectives of the CPF and the WBG portfolio are aligned with the RECA’s strategic objectives (Annex 8). Two of the three CPF objectives are dedicated to supporting essential institutional capacities to support basic services delivery and strengthening resilience to shocks. The government’s roadmap (“Feuille de Route”) for the transition period until the elections provides an entry point for the WBG and development partners to collaborate closely with key ministries. II. COUNTRY CONTEXT AND DEVELOPMENT Poverty, Inequality, Fragility, Conflict and Violence 7. Haiti is undergoing one of the most challenging periods in its recent history. Its development has been constrained by a crisis–fragility trap driven by political instability, conflict, and violence, including gang proliferation and governance failures. Various shocks exacerbated the political and economic environment, including the assassination of President Jovenel Moïse in July 2021, a devastating earthquake, and a destructive flood in August 2021. The severe political, economic, and institutional crises precipitated a significant increase in the levels of conflict and violence, with a high number of violent events and fatalities. The resignation of former Prime Minister Ariel Henry in April 2024 marked the beginning of a new period of escalating violence, particularly in the metropolitan area of Port-au-Prince in the Ouest Department, the economic hub of the country. Gangs have expanded influence throughout the region and control key infrastructure or the access to it in more than 80 percent of the metropolitan area (according to the United Nations), disrupting transportation and limiting access to humanitarian aid. The escalation of violence has displaced more than one million people in 2024, further exacerbating the already significant levels of poverty and food insecurity. 8. In 2024, the United Nations Security Council authorized the deployment of the MSSM to support the Haitian National Police to re-establish security and create conditions for free and fair elections. Political factions agreed on a transition process, resulting in the Kingston Declaration and the April 3 Political Agreement for a Peaceful and Orderly Transition. The transitional Presidential Council, established in April 2024, aims to conclude the transition by February 2026 with the support of international development partners. However, significant improvements in security and governance are required to ensure successful elections and to improve the livelihoods of violence-affected populations. International support is crucial for investments in restoring Haiti's social, economic, and physical infrastructure in areas liberated from gangs to generate confidence in the transition process. access, food and nutrition security, water security and access, enabling digitalization, and protecting biodiversity and nature. See Development Committee. 2023. “Ending Poverty on a Livable Planet: Report to Governors on World Bank Evolution.” World Bank, Washington, DC. https://www.devcommittee.org/content/dam/sites/devcommittee/doc/documents/2023/Final%20Updated%20Evolution%20Paper%20DC2023- 0003.pdf. 6 For comparison, the fatalities per 100,000 are 9.3 in South America and 12.7 for the Caribbean regions. See UNODC Global Study on Homicide 2023: Hom- icide and Organized Crime in Latin America and the Caribbean; UN Office of Drugs and Crime, 2023. 2 9. Despite such a challenging set of conflict drivers, Haiti Figure 1. Share of Population Living Below has factors of resilience, including a vibrant civil society, an active Lower-Middle-Income (US$3.65) and diaspora, and institutional resilience in key sectors (see Annex 6). International (US$2.15) Poverty Lines While the private sector has shown some resilience, especially in 70 energy and water sectors, and the development of digital financial 60 services, the continuous six years of economic contraction did lead Percent 50 to losses of productivity and jobs, as well as significant brain drain. 40 In the first eight months of 2024 almost a quarter million Haitians 30 immigrated to the United States.7 The garment sector, for 20 example, (representing about 90 percent of manufactured exports) lost approximately 30,000 jobs in 2024. Leveraging these sources of resilience while improving security, governance, and economic conditions remain vital for breaking out of the crisis– 3.65 USD 2017 PPP 2.15 USD 2017 PPP fragility trap and protecting the fragile social and economic capital. 10. Haiti has one of the highest poverty rates in the world. The official poverty rate was last estimated at 58.5 percent (2012), with 24 percent living in extreme poverty. Recent crises, including political instability, violence, economic deterioration, COVID-19, the 2021 earthquake, and Hurricane Grace, as well as the high food price inflation, have reversed previous poverty reduction gains. Living standards are estimated to have deteriorated, with 36.4 percent of Haitians living in extreme poverty in 2024 (less than US$2.15/day based on 2017 purchasing power parity), up from 29.9 percent in 2020 (Figure 1). The economy is predominantly informal (86 percent of the labor force), exhibiting significant urban-rural disparity. The high inequality (Gini coefficient of 0.61), and gender inequalities have worsened. Access to basic services like water, sanitation, and electricity have been limited, particularly for the poor. The conspicuous geographic disparities in poverty are striking in rural areas which are significantly poorer than urban areas. The economic contraction since 2019 has further affected livelihoods, with many households experiencing income losses due also to reduced remittances (See Annex 6). 11. The confluence of global and domestic challenges further aggravated Haiti’s crisis-fragility trap. Haiti's geographic location makes it highly susceptible to climatic shocks. Climate change and natural hazards, such as hurricanes, earthquakes, and droughts, disproportionately affect poor and vulnerable populations. Environmental challenges constrain agricultural productivity, worsen food insecurity, and increase health risks from diseases like cholera and malaria. The impacts of natural disasters amplify social grievances, worsens displacement, loss of livelihoods, and increases the demand for scarce resources. Haiti will need an estimated US$22 billion by 2030 to enhance resilience through climate adaptation measures in agriculture, water resources, and infrastructure. Recent Economic Developments and Outlook 12. Haiti’s economy has contracted by an estimated 8.5 percent over the past decade as longstanding structural challenges have increased its vulnerability to shocks. Structural challenges include state capture by vested interests, a non-enabling business environment, underinvestment in human capital, and deficient infrastructure. Underdeveloped financial markets and limited market contestability have contributed to a large informal economy, limiting domestic resource mobilization and fiscal space. The disaster risk management (DRM) and response systems are inadequate to address the vulnerability to natural hazards and climate change. In this context, Haiti has been highly vulnerable to a series of significant shocks since 2018, including the COVID-19 pandemic, a surge in international commodity prices after Russia’s invasion of Ukraine, earthquakes and storms, and most recently, escalation of violence and political instability. 13. The business environment has deteriorated progressively since 2018 and then sharply in 2021 due to a series of sociopolitical disturbances, creating a challenging operating environment for enterprises. Both 2018 and 2019 were characterized by social unrest and waves of violence, including several episodes of complete paralysis 7 National Foundation for American Policy. 3 of the economy. In 2020, the COVID-19 pandemic introduced shocks that led to economic contraction and layoffs. The increase in gang-related violence in 2021 disrupted domestic supply chains, including fuel and food distribution. Partial or permanent closure of production sites and firms, higher security costs, staff resignations because of emigration, and pillaging and vandalism resulting in losses and damage to capital stock (physical and human) led to a decrease in productive activities and profits. 14. The combined effect of multiple domestic and exogenous crises has resulted in a protracted economic contraction, fiscal imbalances, and persistent inflation. Real GDP declined for the fifth consecutive year in 2023 (Table 1) hampered by rising prices of imported commodities, a sharp decline in investments, and contraction of private consumption. Since 2015, declining donor aid, reliance on imported fuels, public subsidies, a failing state power utility needing large budget transfers, and weak domestic revenue collection have reduced fiscal space. Table 1. Haiti: Selected Economic Indicators (annual % change unless otherwise indicated) 2022 2023e 2024f 2025f 2026f 2027f 2028f 2029f Real GDP growth, at constant market prices -1.7 -1.9 -4.2 0.5 1.5 2.1 2.6 2.4 Private consumption -0.7 0.1 -0.3 0.4 1.0 0.9 0.8 1.0 Government consumption 17.6 3.3 -15.1 57.6 9.2 14.8 17.2 14.3 Gross fixed capital investment -9.9 -17.6 -31.5 -74.8 52.9 25.9 19.0 17.1 Exports of goods and services 2.4 -9.6 -4.4 2.0 2.5 2.0 2.5 2.7 Imports of goods and services 4.9 -0.4 -3.1 6.0 5.5 6.0 6.5 6.7 Real GDP growth, at constant factor prices -1.8 -3.6 -4.2 0.5 1.5 2.1 2.6 2.4 Agriculture -4.5 -5.6 -4.5 1.0 2.5 2.0 2.0 2.0 Industry -0.4 -3.7 -4.0 1.5 2.0 3.0 2.2 2.5 Services -1.6 -3.0 -4.2 -0.2 1.0 1.8 2.9 2.4 Inflation (Consumer Price Index) 27.6 44.2 26.1 30.6 14.7 11.0 9.4 7.5 Current account balance (% of GDP) -2.4 -3.3 -0.2 -1.0 -3.1 -4.8 -5.0 -6.1 Net foreign direct investment (% of GDP) -0.2 -0.1 -0.2 -0.2 -0.2 -0.1 -0.1 -0.1 Fiscal balance (% of GDP) -3.2 -2.3 -0.6 -2.5 -1.9 -1.5 -1.5 -1.1 General Government Debt (% of GDP) 27.6 24.2 15.2 16.5 17.1 16.0 14.8 14.1 Primary balance (% of GDP) -2.9 -2.0 -0.3 -2.2 -1.6 -1.2 -1.2 -0.9 Sources: Institut Haïtien de Statistique et d'Informatique and staff calculations. e = estimate; f = forecast 15. Inflation accelerated in 2020 and surged in 2022 as Figure 2. Inflation, Annual Percentage Change Haiti navigated shocks and logistical disruptions. The sharp 70 CPI depreciation of the Haitian gourde in 2020 led to higher import CPI - Local Products 60 prices in local currency terms. Central Bank interventions CPI - Imported Products 50 slowed inflation briefly in 2021, before a commodity price 40 shock led to monetization of the deficit, weakening the 30 gourde. Inflation accelerated in late 2022 and early 2023 as 20 food and fuel prices surged, following disruptions at the port 10 due to gang violence, peaking at 49.3 percent. In 2024 headline inflation trended downward (26.6 percent in 0 November 2024), however food inflation remained high, affecting poor households the most (Figure 2). Although inflation has eased from its peak in 2023, past monetization of the deficit and global price pressures, such as those affecting food and fuel, have contributed to persistent inflationary pressure. 4 16. Changes in nighttime light intensity reflect Figure 3. Change in Nighttime Light Intensity, 2018-24 Haiti’s prolonged economic contraction, illustrating the particularly severe impact of insecurity on Port-au- 3 Prince. Nighttime light intensity is strongly correlated Nigh me ight Intensity with economic activity and is often used to assess the 2 Port au Prince gross domestic product (GDP).8 Nighttime light intensity in Haiti is highest in the urban centers of Port-au-Prince 1 and Cap Haïtien, where economic activity is Cap Ha en concentrated. Figure 3 illustrates the substantial, Autre persistent decline in nighttime light intensity in Port-au- 0 Prince—an estimated 45.9 percent from January 2018 2018 2019 2020 2021 2022 2023 202 9 to August 2024. Note: CPI, Consumer Price Index 17. Haiti’s trade deficit has widened since 2019, led by a decline in exports. As in other countries, the COVID- 19 pandemic dampened demand for exports in 2020, particularly for apparel. Exports continued to decline in US dollar terms in 2023 and 2024 amid widespread insecurity and disruptions to port operations. Imports also decreased during the pandemic but rapidly increased in value terms as global commodity prices rose in 2021 and 2022. Persistent economic contraction and depreciation of the gourde have limited demand for imports. Remittance inflows, which increased with more workers leaving the country, have been an important external source of stability, helping finance an increasing trade deficit. The current account balance has oscillated as a result of changes in the trade balance and remittances, moving from deficit in 2019 to surplus in 2020 as imports contracted and back into deficit as international commodity prices surged in 2022 and 2023, resulting in an increase in the import bill. Higher remittance inflows are estimated to have contributed to a narrowing of the current account deficit to 0.2 percent of GDP in 2024. 18. Fiscal and monetary underperformance reflect the challenging economic, political, and security context. Revenues and expenditures have declined as a percentage of GDP since 2015. As Haiti collects more than 50 percent of its tax revenues at the border, the contraction in trade has compressed government revenues. The fiscal deficit widened substantially during and after the pandemic. Part of the deficit was monetized, contributing to inflationary pressures and leading to a depreciation of the currency. Subdued economic activity and weakened administrative capacity have reduced sales tax revenues. Revenue collection strengthened moderately in 2023 following administrative reforms in Customs and an increase in fuel tax revenue, whereas an increase in violence impaired implementation of capital projects in 2024. As a result, the deficit has narrowed, and for the first time in many years, monetary financing remained within statutory limits of 20 percent of the previous fiscal year’s tax revenues. Despite low tax revenues, the fiscal deficit is projected to narrow from 2.3 percent of GDP in FY2023 to 0.6 percent of GDP in FY2024 owing to retrenchment of capital expenditures, containment of non-priority expenditures, and lower debt service. 19. The security crisis has also reduced institutional capacities and amplified deficiencies in essential functions of human resource management. Public sector employment fell by almost 8 percent, from 112,631 in September 2021 to 104,029 in June 2024.10 More than half of the departing civil servants were technical staff. This situation has also greatly affected the personnel of local administrations in affected areas, where dozens of employees have left. Municipal offices have been closed and abandoned in some places, such as Gressier. 20. Climate change compounds policy and institutional weaknesses because of Haiti’s vulnerability to natural disasters and climate events. Its geographic location makes it vulnerable to climatic anomalies, with more than 93 percent of its surface area and 96 percent of its population at risk from hazards including hurricanes, floods, 8 Beyer, R., Y. Hu, and J. Yao. 2022. “Measuring Quarterly Economic Growth from Outer Space.” Policy Research Working Paper 9893, World Bank, Washington, DC; Henderson, J. V., A. Storeygard, and D. N. Weil. 2012. “Measuring Economic Growth from Outer Space.” American Economic Review 102 (2): 994–1028.; Morris, S. D., and J. Zhang. 2019. “Validating China’s Output Data Using Satellite Observations.” Macroeconomic Dynamics 23 (8): 3327–54. 9 Nighttime light intensity as measured by a moving average of daily mean nano-watts using NASA VNP46A2 data. 10 Based on data published by the Direction Général du Budget, https://budget.gouv.ht/. 5 earthquakes, landslides, and droughts. In 2017, the Maplecroft Index (Climate Change Vulnerability Index) included Haiti among the three most-vulnerable countries to climate change in the world. Such environmental contingencies present pronounced fiscal and operational challenges, impeding Haiti’s development. The 2010 earthquake destroyed the equivalent of 120 percent of its GDP, Hurricane Matthew in 2016 caused losses amounting to 32 percent of GDP, and the 2021 earthquake caused more than 2,000 deaths, with damages estimated at 11 percent of GDP. 21. If security were restored, services, construction, export-oriented textiles and garments, and agriculture could drive growth. Projected growth over the CPF implementation period reflects conservative estimates based on a modest recovery. Security costs, forced worker absenteeism, disruptions in supply chains, limited logistical infrastructure, and an unreliable electricity supply have affected the garment sector.11 An improvement in security conditions would substantially benefit the services, construction, and manufacturing sectors substantially, although a revival of private investment would take time.12 Haiti has the potential to significantly increase production and exports of high-value crops (e.g., coffee, cocoa), select niche products (e.g., castor oil, vetiver), and fruits (e.g., mango, papaya). To accelerate growth, the agricultural sector must overcome longstanding challenges such as market fragmentation, lack of infrastructure maintenance, inadequate automation leading to low productivity, limited access to finance, constrained competition, ineffective tax policies, and reliance on food imports. 22. A series of International Monetary Fund (IMF) Staff-Monitored Programs (SMP) have strengthened the fiscal and monetary policy framework to support growth. A SMP that began in June 2022 helped build capacity, supported efforts to reduce inflation and increase growth, addressed governance weaknesses, combated corruption, and strengthened social assistance. A second SMP (June 2023 to March 2023, extended to September 2024) supported the implementation of reforms to enhance economic resilience and governance; reforms focused on implementing the new tax code to mobilize additional revenues and on continuing to enhance public financial management (PFM). The IMF approved a new SMP on December 20, 2024, covering the period through December 2025. This new SMP is expected to strengthen macroeconomic stability and enhance economic resilience and governance, macroeconomic priorities for the year ahead. The IMF’s capacity development assistance supports the SMP, in line with the IMF’s Strategy for Fragile and Conflict-Affected States. The 2024 Article IV consultation was presented to the IMF Executive Board on November 20, 2024, including an updated joint World Bank–IMF debt sustainability analysis. 23. Although Haiti’s public debt remains sustainable, the overall risk of debt distress is assessed as high. Public debt increased in the years after debt relief from the 2010 earthquake, when Haiti received debt relief of approximately US$1.0 billion, including US$268 million from the Post-Catastrophe Debt Relief Trust Fund and US$36 million from the World Bank.13 Debt rose steadily until FY2020, driven by external disbursements from Venezuela’s PetroCaribe program and domestic monetary financing. Haitian and Venezuelan authorities finalized an agreement on debt restructuring in January 2024 in which US$1.7 billion in debt forgiveness was provided after a US$500 million lump sum payment. Although debt indicators improved, the most recent debt sustainability analysis found a high risk of overall and external debt distress. This results from a steady upward trend of the public debt service-to-revenue ratio, and the high risk of external debt distress results from a gradual resumption of external financing amid weak export growth. External general government debt was US$2.35 billion in FY2023 (11.3 percent of GDP).14 24. Haiti is exposed to a range of downside risks, and its medium-term prospects remain uncertain. Such risks include uncertainty about the government’s capacity to hold elections (local, legislative, presidential) within the set timeline and whether gang violence can be sufficiently curbed to hold these elections on time. Other potential sources of social tension are implementation of a fuel price adjustment mechanism in a context of rising oil prices, 11 Haiti Country Private Sector Diagnostic, 2021. Available at: https://www.ifc.org/en/insights-reports/2021/cpsd-haiti. 12 Improving management of public industrial parks and promoting fair competition between public and private industrial sectors by optimizing geographic allocation of public investment would support the country’s efforts to attract foreign investment (Haiti CPSD 2021). 13 The World Bank also provided US$508 million in grant financing from the IDA CRW to support Haiti’s reconstruction and long-term restoration of capacity. 14 All outstanding external debt is concessional, including the debt arranged with Venezuela through the Petrocaribe agreement, which accounts for 78.4 percent of total external public debt. 6 high unemployment, and food insecurity. Continuing deterioration of governance, endemic corruption, political instability, social unrest, risk of new natural disasters, and sanitary crises are also downside risks to the outlook. Main Development Priority Areas 25. Mistrust in government actions and the government’s limited capacity to design and engage in comprehensive reforms limit the ability to address current macro-fiscal imbalances and deep-seated structural challenges. Political instability, high government turnover, insecurity, environmental disasters, and emigration of public servants have paralyzed political decision making.15 In this context, Haiti’s GDP growth has remained weak and constrained by negative total factor productivity growth. Political instability and vested economic interests are significant obstacles to private sector development and competitiveness, exacerbating preexisting challenges in access to finance and the business environment. Illicit trade in drugs and weapons undermines the stability and integrity of the banking sector and, thereby, financial development. 26. Given the high likelihood of continued political instability in the near future, Haiti needs to increase the resilience of critical state institutions, systems, and capacities in the short term while establishing foundations for longer-term transformational reforms. Lack of transparency and accountability in public resource management weakens service delivery outcomes, erodes citizen trust in government, and fuels social and political grievances, contestation, and violence. This trend is particularly challenging given the current tight fiscal situation in which the state’s ability to mobilize and use resources and increase public investment in key sectors remains weak.16 Over the past decade, in collaboration with the donor community, the government has focused on strengthening institutions and governance systems by implementing a series of initiatives (Box 1). Box 1. Strengthening Public Governance Central and local state institutions remain weak and impede effective, inclusive service delivery to citizens. Although results have been limited, the government has implemented measures to strengthen its regulatory and operating public financial management (PFM) framework. The government has undertaken efforts to enhance the credibility of the budget and make it a more effective instrument of public resource management through promulgation of the 2016 Law on the Preparation and Execution of the Budget Laws, which introduced provisions for stronger linkages between public policies, their objectives, and allocated resources. Other key reforms include launch of the Single Treasury Account for greater control of state cash resources, ongoing development of the integrated PFM system for transparency and accountability, and implementation of the recently approved General Tax Code and Customs Procedures Code. Development partners (European Union, Organization of American States, U.S. Agency for International Development, World Bank, International Monetary Fund) are helping the government strengthen accountability of institutions to address the widespread corruption and impunity. Donors helped improve existing institutional anti-corruption systems and processes, including reviewing and implementing the Anti-Corruption Unit Organic Law, strengthening the public procurement management framework by reviewing the Public Procurement Code, and establishing a price reference system for public procurement. The World Bank has launched initiatives to increase the technical capacity of internal and external control institutions and supports the National Risk Assessment to combat money laundering and terrorist financing. Donors such as the Swiss Agency for Development and Cooperation and Canada have designed interventions to strengthen local governance in 18 municipalities of the Great South according to the priorities of the Ministry of Interior and Territorial Communities. 27. Access to the IDA RECA funds will support the government’s priorities in the current context of FCV. The RECA will be used to fund operations designed to preserve state capacities and sustain critical social services. To ensure that the RECA-financed program is aligned with WBG strategic priorities, the eligibility note is integrated into this CPF. When political, security, and administrative conditions permit, the team may also present an eligibility note for the Prevention and Resilience Allocation under the 21st IDA cycle to enhance the dialogue with the government on a relevant reform plan and increase coordination with development partners. 15 Intensive policy dialogue resulted in a significant one-time adjustment of fuel prices in May 2017 under the newly elected government. 16 Poorly performing tax and customs administrations remain major challenges facing Haitian authorities. While the economic crisis and the weight of tax expenditures limit revenue collection, the tax system is weak, with institutional loopholes that have facilitated tax fraud and evasion. 7 Government Transition Roadmap 28. In accordance with the provisions of the Political Agreement of April 3, 2024 for a peaceful and orderly transition—reiterated by the government on December 4—the Government Transition Roadmap17 sets five main priorities: (i) public security and national security; (ii) economic recovery, infrastructure rehabilitation, food and health security; (iii) national conference and constitutional questions; (iv) rule of law and justice; and (v) elections for the renewal of political staff. The roadmap also sets additional priorities for increasing growth and resilience. Economic recovery will be supported by deploying an emergency economic plan, assessing sector needs, mobilizing resources through public-private partnerships (PPPs), rebuilding critical infrastructure, and increasing energy access. Infrastructure rehabilitation focuses on rebuilding critical facilities, such as police stations, schools, health care centers, and transportation hubs. Food security will be sought through increasing agricultural production and prioritizing local food sourcing. Health security initiatives are designed to strengthen health care regulations, emergency preparedness, and surveillance systems. The roadmap also identifies urgent quick-impact actions, such as organizing a national security roundtable, creating temporary jobs, initiating a youth support program, and launching consumer protection mechanisms. III. WORLD BANK GROUP PARTNERSHIP FRAMEWORK Lessons from CPF Completion Report and Consultations 29. The CPF builds on lessons learned from the FY2016-21 CPF program and the two gap years of FY2022 and FY2023 documented in the Completion and Learning Review (CLR). The C R confirmed that the WBG’s main value proposition in Haiti is sustaining country engagement to address fragility drivers and building flexibility and adaptability in interventions for effective implementation. The CLR highlighted measurement difficulties when using complex indicators in an FCV environment. In such settings, indicators should be tailored to the capacity of the country, combining output- and outcome-based indicators. Four key lessons are highlighted: Lesson 1. A risk-informed, adaptive approach at the portfolio and project levels is necessary to sustain results under uncertainty. Leaving the outer years of the CPF unprogrammed provided flexibility for course correction and adjustments to respond to changing needs and priorities as the government’s political will for meaningful reforms waned. For instance, the Rebuilding Energy Infrastructure and Access Project (P127203) shifted from reforming the electricity utility, Electricité d’Haïti, to increasing access to on- and off-grid renewable energy and private capital mobilization. It also mobilized support for institutional reforms where these were possible, and amplified results (including in education, health care, social protection, transportation, and water) in those areas. Lesson 2. Investments in protecting government capacity for delivery has high payoffs. The government’s capacity constraints in recent decades have significantly limited the implementation of the World Bank program in Haiti. Removing these constraints by strengthening institutions at the national level was an investment in ensuring successful program implementation. For instance, more than two decades of steady WBG support for DRM efforts, in collaboration with other development partners, paved the way for the adoption of the national DRM system and the creation in 2020 of the Directorate of Civil Protection under the Disaster Risk Management and Reconstruction Project (P126346). With an institutional mandate and greater capacity, the Directorate of Civil Protection has been able to respond more effectively to recent disasters, including the 2021 earthquake. Similar results at the central and local levels in the agricultural, education, health care, and transportation sectors have been achieved with capacity building. Lesson 3. Stronger complementarity across sectors and instruments leads to better results and greater development effectiveness. Coordination across sectors and instruments in targeted geographic areas using a territorial approach has been effective. Examples include the Improving Maternal and Child Health through Integrated Social Services Project (P123706) and the Sustainable Rural and Small Towns Water and Sanitation 17 “Éléments de la feuille de route du Gouvernement de Transition”. 8 Project (P148970) which worked together to control cholera. The Disaster Risk Management and Reconstruction Project (P126346) and Promoting a More Equitable, Sustainable, and Safer Education Project (P174707) also collaborated to rehabilitate schools and use them as shelters in emergencies and to provide DRM training. Advisory services and analytics (ASAs) have been critical in identifying strategic entry points for complementarities among ongoing and new operations. Box 2. External Shocks and the World Bank Response After the earthquake of August 14, 2021, the WBG provided a comprehensive package of technical and financial support for resilient recovery as a contribution to the government’s Plan de Relèvement Intégré de la Péninsule Sud. Its phased approach included: • US$40 million payment under the Caribbean Catastrophe Risk Insurance Facility to the government within 10 days of the quake. • US$38 million for rapid support under ongoing operations through contract amendments to transportation, agricultural, health care, education, social protection, and disaster risk management (DRM) projects. • US$60 million reallocated through the triggering of Contingency Emergency Response Components (CERC) across various projects. • A global disaster damage estimation within a week of the earthquake, followed by a post disaster needs assessment with support from the United Nations (UN), European Union (EU), and Inter-American Development Bank (IADB). Based on the post disaster needs assessment, damage and losses in Haiti were estimated to be US$1.62 billion and needs to be US$1.98 billion. • For the longer-term recovery and reconstruction phase, US$150 million was mobilized from IDA’s CRW (IDA19), including US$60 million for replenishing the CERCs and US$90 million for topping up operations under preparation in transportation, agriculture, food security, and education. Lesson 4. The proliferation of projects and program fragmentation in a country with deteriorating operating conditions do not necessarily lead to greater effectiveness. The Performance and Learning Review (PLR) of May 31, 2018 (Report No: 124812-HT) initiated consolidation of the large legacy portfolio by re-focusing resources from non-performing interventions (e.g., on-grid electricity access) toward operations which were delivering results. These consolidation efforts were sustained during the gap years despite a significant increase in funding to support government’s reconstruction priorities after the August 2021 earthquake (Box 2). For instance, the territorial focus and use of additional financing helped keep the number of investment projects stable. Many of the innovative operational arrangements introduced during the COVID-19 pandemic (e.g. remote work and supervision) remained effective and demonstrated resilience during the gap years. Stakeholder Consultations 30. A series of consultations with stakeholders from the government, development partners, private sector, professional organizations, and women’s groups informed the proposed CPF. Consultations with the government helped secure valuable feedback on the program selection, prioritization, and design. The government expressed interest in deepening WBG engagement on governance (consolidating the PFM agenda and increasing revenue mobilization, notably at Customs), infrastructure (in particular by rehabilitating the road network in Port-au-Prince and reestablishing connectivity between the capital and the regions), and disaster risk preparedness and management (by continuing the effort to build institutional capacity at the central (Directorate of Civil Protection) and local levels). Discussions were also conducted while preparing the 2024 Rapid Crisis Impact Assessment (RCIA), the SCD Update, the Risk and Resilience Assessment Update,18 the Gender Assessment,19 and the CLR. Consultations were organized in May 2023 to discuss the recommendations for the CPF, and in October and November 2023 on the (initially envisaged) Prevention and Resilience Allocation Eligibility Note with a wide variety of stakeholders that provided important perspectives on the livelihoods of populations directly affected 18 World Bank. Haiti Risk and Resilience Update. Unpublished. April 2024. 19 World Bank. 2023. “Haiti’s Untapped Potential: An Assessment of the Barriers to Gender Equality.” World Bank, Washington, DC. https://thedocs.worldbank.org/en/doc/4b69af839b59351a5d7a245d71a57c13-0370012023/related/Haiti-Gender-Assessment-report-Summary.pdf. 9 by violence. The Country Opinion Survey (2021) provided a deeper understanding of stakeholders’ perceptions of the WBG’s role, products, and services (Box 3). Box 3. Stakeholder Perceptions of the World Bank Group (WBG) From May to July 2021, 180 stakeholders participated in Haiti’s Country Opinion Survey Report carried out by the World Bank (19 percent response rate). Participants were drawn from various stakeholder groups, including the Office of the President, project implementation units, local and international non-governmental organizations, the private sector, and academia. Some 83 percent of respondents were familiar with the World Bank, and 11 percent had collaborated with the IFC. Respondents’ ratings of the WBG were significantly correlated with their assessment of its overall effectiveness in Haiti, indicating their agreement that the WBG plays a relevant role in Haiti’s development. Forty-eight percent of respondents identified lack of security as the country's most significant source of fragility, as opposed to corruption, as in the 2018 survey. Forty-four percent estimated that job creation would reduce poverty the most, and 61 percent indicated that education was the most important development priority. Almost 80 percent highlighted WBG’s collaboration with the government and the UN and treatment of its clients and stakeholders in Haiti with respect. Almost 75 percent of respondents agreed that the knowledge that the WBG produces meets the country’s needs. Overall, respondents confirmed that the WBG is plays a relevant role in Haiti’s development and that its program aligns with national priorities. On average 82 percent of participants agreed that the WBG effectively monitors and evaluates the projects and programs it supports, and 75 percent felt that the WBG increased Haiti’s institutional capacities. Fifty-six percent believed that the WBG disburses funds promptly, and 54 percent believed that it makes decisions promptly. Approximately 20 percent of respondents felt that WBG processes are too slow and complex. Twenty-four percent of respondents expected that the WBG would increase the level of capacity development in the country, and 21 percent felt that the WBG should collaborate more effectively with government clients. Partnerships and Donor Coordination 31. Although international assistance has played a crucial role in addressing past crises, the level of overseas development assistance is variable. Historically, the significant foreign assistance that flowed into the country in response to natural disasters and catastrophes has had limited socioeconomic impacts because the flows were unpredictable and fragmented. Challenges arose from balancing humanitarian relief with longer-term development needs. Moreover, relief efforts declined over time, as in the case of overseas development assistance since its peak in response to the 2010 earthquake (Error! Reference source not found.). Factors such as absorption and implementation capacities have also been significant constraints for the government, private sector, and non-governmental organizations. 32. Coordination of international assistance is crucial for achieving sustainable, effective results. Insufficient coordination of international development aid and fragmentation and lack of predictability in flows have limited socioeconomic results. Promoting consistent agendas among development partners and agreeing on harmonized messages is key for effective coordination. The limited absorption and implementation capacity within the government, private sector, and nongovernmental organizations is another important consideration for adopting coordinated and joint approaches and programs. 33. There is room for improvement for the coordination of international assistance within government. The Ministry of Planning and External Cooperation leads the National Coordination System of Foreign Assistance (multilateral and bilateral) and is accountable to the Council of Ministers. Stakeholders are organized into technical working groups coordinated by a government secretariat. There are 15 working groups, organized according to sectors (e.g., water, food security), but not all are active, and the weakness of state institutions and their lack of planning capability cause technical partners to circumvent these systems. In the last few years, international development partners started to hold regular technical consultations to inform the discussions among the heads of missions, but more needs to be done. 10 Box 4. International Development Aid International aid plays a vital role in Haiti for crisis response, stability, and essential Figure B4.1 Overseas Development Assistance, Remittances, Public In- vestment and Social Spending (Percentage of GDP) services. Still it has been highly variable, with large inflows after major disasters followed by steady declines. This variability, often associated with lack of accountability and corruption, has strained the government's coordination and absorptive capacity. Overseas development assistance has expanded and sustained basic services in the short term but has reduced pressure on political elites to allocate public funding for the same services in the longer term. Low levels of public finance diminish the net effect of overseas development assistance and threaten its sustainability. A primary focus on the relief sectors—DRM, education, health care, water—as is often the case, has created tension between short- term humanitarian intervention and medium-term development assistance, prioritizing aid distribution mechanisms for rapid, direct assistance to build national and local capacities for long-term growth and development. Overview of WBG Partnership Framework 34. The overarching goal of this CPF is to build resilience for the poor and vulnerable while strengthening the foundations for resuming growth. The theory of change underlying the CPF (Box 5) is designed to prevent economic and social deterioration by preserving institutions and human capital; strengthening the resilience of the poor; and focusing on economic management reforms, governance, basic service delivery, and resilience to natural disasters and man-made shocks. This approach requires flexibility and adaptability at the program and project levels. The future PLR will adjust the WBG program once the prerequisites for a stabilization scenario are met. Selectivity 35. The country engagement focuses on areas where the WBG can add most value (Box 5). While the WBG program will focus on mitigating the risks of further deterioration of human capital, physical infrastructure, and institutional capacity, the engagement is also designed to lay the foundations for economic and social recovery whenever conditions allow. CPF activities will: (i) support strengthening of accountable, transparent, inclusive governance; (ii) promote equal access to economic opportunities; (iii) address social and economic drivers of grievance and violence; and (iv) reestablish state presence to restore trust in public institutions. The WBG will regularly reexamine the geographic focus of its interventions, including a potential engagement in Port-au-Prince, in close coordination with development partners as political and security conditions change. In the meantime, it will continue implementing its program in areas outside of the capital. 36. The RCIA investment plan provides an additional filter through which to identify the most urgent priorities and opportunities for collaboration during the country’s political transition period leading to elections in February 2026. The government requested an RCIA to quantify the impact of and the needs arising from the security crisis since 2021 and develop an investment plan for the transition period. The World Bank led the development of this assessment in collaboration with the UN, European Union, and IADB. As the RCIA investment plan and the implementation framework are fully aligned with the government priorities for the transition period, they provide an important mechanism for coordination with partners and government on strategic priorities. 11 Box 5. Selectivity Filters, Flow, and Identified Country Partnership Framework (CPF) Objectives and High-Level Outcomes The CPF applied three selectivity filters augmented by additional considerations recommended in the 2023 SCD, which include drivers of fragility, government implementation capacity, and territorial approach (a geographic focus through the lens of poverty, security, and access to services). The selectivity reflects WBG principles on fragility, conflict, and violence engagement—strong people-centric focus on gender, youth, and the most vulnerable. The RCIA investment plan provided an additional filter to the country diagnostics to identify the most urgent priorities and opportunities for collaboration until the end of the transition period. Selectivity was further anchored in the country development goals laid out in the government’s transition roadmap and grounded on areas where the WBG has solid experience and expertise (“comparative advantage”). The SCD and country diagnosis identified four main priority areas for engagement: (i) restoring macroeconomic stability and strengthening core governance systems; (ii) fostering economic recovery and better job opportunities; (iii) preserving basic services and human capital; and (iv) increasing resilience to natural and man-made shocks. Increasing resilience of the poor is a long-term cross-cutting priority that shapes the economy and institutions; human capital, households, and basic services; physical infrastructure and connectivity; food production systems; water resources; and disaster risk preparedness and response. Increasing resilience is also central to addressing core socioeconomic drivers of violence in Haiti. Figure B5.1. Selectivity Flow for Identifying Country Partnership Framework (CPF) Objectives and High-Level Outcomes Insecurity and violence due to gang activities are the main drivers of fragility in Haiti, and the WBG has no comparative advantage or the instruments to address security or rule-of-law government priorities. However, the WBG plans to collaborate with other development partners to address their socioeconomic root causes in key geographic areas with high instability risks, potentially expanding to Port-au-Prince as needed and conditions allow. Moreover, government’s public and national security include priorities mitigating the extreme vulnerability to natural disasters and shocks. Results Framework 37. The CPF program is formulated on the premise of a sustained WBG presence in Haiti and strong partnership with other development partners, especially UN agencies, in sectors with long-standing engagement and good implementation record. The CPF will deploy lending, analytical services, and partnerships in support of one high-level outcome – build the resilience of the poor – supported by three strategic objectives: (i) strengthening economic governance and creating employment opportunities; (ii) maintaining essential institutional capacity for the provision of basic service delivery; and (iii) preserving human capital to increase resilience to natural disasters and shocks (Figure 4). 12 Figure 4. Overview of Haiti 2025–29 CPF High-Level Outcome: Build the Resilience of the Poor 38. As previously stated, the poor—65.6 percent of Haiti’s population—are highly vulnerable to natural hazards and man-made shocks, social unrest, violence, and weak governance, which severely limit household incomes and consumption, deepening fragility. Preserving development gains and creating economic opportunities for the poor is crucial because Haiti’s economic recovery will depend on preserving basic services and restoring investments in human capital. Haiti’s young population could provide a demographic dividend if human capital and productive capacity could be harnessed and the dramatic increase in emigration, mainly young and/or qualified workers, could be slowed. Gender equity gaps remain in service access and employment. Preserving the development gains for the most vulnerable is the first foundational need that needs to be addressed to restore functioning institutions by restoring the social contract. 39. The theory of change puts the highest priority on addressing drivers of fragility. The CPF is designed to help improve economic governance and expand employment opportunities, including for youth; support service delivery to address citizens’ basic needs; and protect human capital and build resilience to disaster risk at the local level. Under a single, consolidated high-level outcome, the WBG will support three objectives as follows. Objective 1: Strengthen economic governance and create job opportunities 40. The WBG will continue to support short- and medium-term actions that can catalyze long-term structural changes. In addressing the factors of deterioration—endemic macroeconomic imbalances, low and highly unequal growth, and limited private sector competition—the government, with WBG support, will anchor long-term structural changes in short-term actions designed to help break out of the low-level equilibrium and address key socioeconomic grievances that drive unrest and violence. Addressing macroeconomic imbalances and fostering domestic and foreign private sector confidence are critical to creating better job opportunities, including for youth. In this vein, through investment and advisory projects, IFC will strategically focus on laying the groundwork for private sector development so that it can grow as economic stability returns, with a focus on key sectors such as MSMEs (especially access to finance for the underserved), renewable energy (such as private sector– driven distributed generation, or mini-grids), agriculture value chains, health care, and PPPs in key infrastructure. Potentially, such investments could be supported by the WBG Guarantee Platform, housed at the Multilateral Investment Guarantee Agency (MIGA), and by the IDA Private Sector Window (PSW). 41. Strengthening climate-resilient agriculture, promoting climate-smart agricultural technologies for greater productivity, and providing access to credit and financial resources are crucial for improving livelihoods and increasing food security, particularly for rural households. Climate change is decreasing agricultural productivity, perpetuating Haiti’s chronic food insecurity and dependence on food imports. The government’s high- 13 labor-intensity programs in agriculture support land management and production while creating opportunities for individuals with disabilities and freeing women from caregiving responsibilities, enabling their participation in economic activities. Agriculture projects supported by the WBG, including IFC support to local supply chains, aim to increase food security. Policy reforms in the agriculture sector such as incentivizing the production of more resilient, market-oriented crop varieties and developing rural infrastructure could allow companies to scale up, improving investment opportunities for the private sector, potentially supported by WBG’s Guarantee Platform. 42. Improving road, energy, water, and digital access is vital, especially for rural populations engaged in agricultural value chains. Haiti’s acute infrastructure deficit, especially in terms of access to electricity, the internet, and all-weather roads, hampers economic growth and perpetuates underdevelopment and fragility. Investments in these sectors will reduce transportation barriers, make renewable energy available (for the public and private sectors), support governance, and help decrease destabilization and gang violence. Investments in climate-proof housing and renewable energy, potentially through Public Private Partnerships (PPPs), can bolster economic resilience. IFC will explore PPPs with high potential for replicability in key infrastructure sectors, such as water and off-grid renewable energy in rural areas. The WBG Guarantee Platform could support private sector investments in such partnerships. For example, foreign investments in PPPs could be de-risked with political risk insurance guarantees utilizing IDA PSW. IFC will also consider using the IDA PSW for such projects. Objective 2: Maintain essential institutional capacity to support basic services delivery 43. Institutional modernization at the central level, implementation of key decentralization reforms, and promotion of greater accountability and citizen engagement at all government levels are critical for delivering equitable, effective services; addressing socioeconomic grievances regarding inequality and exclusion; and restoring private sector confidence. The challenging policy environment limits the capabilities of public institutions at the central and local levels for service delivery. Together with development partners, the WBG will help the government promote greater accountability and citizen engagement and improved technical and financial operations through private sector engagement. Progress in these areas will pave the way for more equitable and effective service delivery, restoring private sector confidence, rebuilding the trust of the population, and preventing escalation of the crisis–fragility cycle. 44. Under this objective, the WBG aims to assist the government in the critical areas of public service delivery in education, health care, water, and sanitation. IFC will work on supporting private health care and water and sanitation, especially in areas where interventions translate directly into better outcomes for the population, as well as opportunities that foster productivity and growth. The WBG Guarantee Platform may potentially provide support for investments in these areas. The results sought will aim to reinstate disrupted basic services, mitigate governance risks to service delivery, and improve gender equity of service provision. The objective is to protect human capital and address key social grievances driving unrest and violence, with a focus on poor and at-risk populations (Annex 1). Policy reforms in the health sector could facilitate IFC and private sector participation, for example: simplifying and up-dating regulations, supporting the availability of health insurance services; and simplifying certification procedures and improving transparency of the procurement system for essential medical supplies. 45. Sustaining access to basic education while seeking to improve learning conditions in public and private schools is essential for preventing the chronic learning crisis from deepening. The COVID-19 pandemic and rising insecurity contributed to learning losses because of school closures and disruptions. Limited government financing for education forces most students into private schools, straining many families financially. Increasing the government’s capacity to regulate and monitor quality of education is crucial for improving education outcomes and providing opportunities and livelihood options for youth as alternatives to violence. 46. Sustaining essential health care services while increasing capacity to respond to pandemics and health emergencies will prevent further deterioration in the ability to meet basic medical needs. There are critical weaknesses in Haiti’s health care system, as evidenced by lack of facility-based deliveries for women and inadequate 14 vaccination coverage for children.20 COVID-19 worsened key health indicators. Haiti’s health care system has critical weaknesses in preparedness and response capacity for multiple hazards, including disease outbreaks, natural disasters, and climate change. Cholera has reemerged as a significant threat. Domestic and external health care financing is expected to continue to decrease, leaving the health care system at risk of collapse. Objective 3: Preserve human capital and strengthen resilience to natural disasters and man-made shocks 47. Haiti’s exposure to natural disasters, aggravated by the impact of climate change, undermines its development efforts and exacerbates chronic poverty by deepening sectoral and territorial vulnerabilities. Physical infrastructure in all sectors is significantly exposed to natural disasters. Roads are the primary mode of transportation for people and goods, but Haiti’s road network is limited and vulnerable. Ongoing violence and insecurity disrupt key road networks between metropolitan Port-au-Prince and the rest of the country. In addition, Haiti’s rapid, unregulated urbanization resulting in overcrowded cities with constrained mobility, limited access to services and opportunities, and exposure to natural disasters.21 48. Haiti faces chronic food insecurity and malnutrition, exacerbated by climate change and violence. In addition to the 4.9 million people who are food insecure or severely insecure, one-quarter of children are chronically malnourished. Between 2015 and 2021, climate change decreased agricultural output by an average of 1.2 percent per year. Possible solutions include increasing the agricultural sector’s resilience and adaptation to climate change by promoting sustainable practices, diversifying production, enhancing irrigation and water management, and strengthening early warning and disaster risk-reduction systems.22 49. Social protection programs are limited, fragmented, and inadequately coordinated, compounding extreme welfare inequality and socioeconomic exclusion. Delivery systems are not comprehensive,23 and existing programs fall short of addressing the needs of poor and at-risk households. The WB will support enhancements of social protection delivery systems to expand and improve social assistance for those most in need and help consolidate the foundations of an adaptive social protection system to build the resilience of vulnerable households to a broad range of natural and man-made shocks. 50. The WB will support the government in emergency preparedness and response, reducing disaster risk, reconstructing basic infrastructure, and strengthening resilience in the transportation and urban sectors. The objective is to enhance resilience and preparedness in high climate risk areas by improving early warning systems, evacuation capacity, government response, disease surveillance (COVID-19 and cholera), all-weather road access, transportation infrastructure, and resilience at airports. The first two years of the CPF will also continue earthquake reconstruction efforts post-2021. Objective 3 aims to build on past technical and operational experiences from closed and ongoing tasks, including the post-earthquake assessment framework for reconstruction. Under this objective, the WBG will help Haiti address the challenges of chronic exposure to natural disasters and uncontrolled urbanization; develop resilient infrastructure, DRM capacity, and post-disaster reconstruction; and overcome food insecurity, hunger, and social unrest. This objective is designed to increase resilience to natural disasters and man-made shocks. 51. IFC will explore providing advisory services to support the private sector ensure climate-resilient development. This work could include strengthening resilience in the private sector through IFC’s Building Resilience Program and Excellence in Design for Greater Efficiencies green building certification, to help reduce energy and water use, as well as carbon intensive materials. 20 Only about one-third of women deliver their babies in health care facilities, and only about 40 percent of children under five are fully vaccinated. 21 Haitian cities rank among the least livable places: Port-au-Prince ranks as the fourth least livable city according to Mercer’s Quality of iving ranking (2018), above Sana’a (Yemen), Bangui (Central African Republic), and Baghdad (Iraq). 22 Heather Hartline-Grafton. FRAC Chat. Food Research and Action Center, Washington, DC. https://frac.org/blog/impact-food-insecurity-health-well- conversation-heather-hartline-grafton-dr-ph-r-d. 23 The social registry covers only 26 percent of Haitian households. 15 Private Sector Focus in the CPF 52. Supporting the private sector will be an essential part of the CPF. Wherever possible the WBG will help create an enabling business environment for the private sector in Haiti and facilitate investments that can drive economic growth, create jobs, and promote sustainable development. 53. IFC will have a special focus on inclusion, economic growth, productivity, and sustainability to support Haiti's private sector in job preservation, creation, and competitiveness. On inclusion, IFC activities will seek to provide access to finance to under-served segments such as MSMEs and women, improve digital transformation in financial institutions, and collaborate with the World Bank on improving financial inclusion (such as the past collaboration on regulatory reforms for leasing and the creation of an electronic collateral registry system in Haiti). IFC will also work on increasing the population’s access to key services (such as water) in collaboration with the World Bank Water and Sanitation Project. This work will be done under IFC PPP transaction advisory services to attract a private sector investor and operator to help improve operational and financial performance. Concerning economic growth/productivity, IFC will continue working on identifying bankable investment opportunities in a wide range of sectors, including private healthcare and agribusiness as highlighted in the WBG Country Private Sector Diagnostic for Haiti; on agribusiness, IFC expects to continue to work closely with the World Bank Emergency Resilient Agriculture for Food Security Project. IFC will also look at sectors that contribute to the competitiveness of companies, such as energy and ICT, in collaboration with the World Bank. On sustainability, activities that reduce the carbon footprint will be prioritized, such as renewable energy (in particular solar) and improving climate adaptation and resilience (for example, building on the experience of projects like the Resilience Building Program for the Caribbean (P605327) and the Climate Response and Resilience Facility (P607462). Gender will be a cross-cutting theme in all IFC activities wherever possible. 54. MIGA, through the suite of guarantees under the WBG Guarantee Platform, including political risk insurance guarantees, will seek opportunities to support private investment and lending with IDA PSW support. With no current projects or outstanding exposure in Haiti, MIGA will seek to extend political risk guarantees for viable foreign investment projects consistent with the CPF and with IDA PSW support, as well as other instruments under the WBG Guarantee platform to support the private sector. MIGA will also seek to apply its Gender Strategy Implementation Plan to prospective projects. To extend its business development efforts, MIGA will draw on its regional staff based in Panama. WBG Knowledge Services 55. The proposed CPF emphasizes ASAs in support of fragility-focused approaches and national dialogue on reform priorities. This will include deep analysis and understanding of fragility dynamics and the potential impact on WBG engagement (see Error! Reference source not found. 2) to inform the scope and content of sector- and project-level interventions within existing or stable operating environment scenarios, as well as advisory and technical inputs in the context of future reforms. The ASAs are expected to complement WBG’s technical and core analytical products. Table 2. Main World Bank Group Knowledge Services—Active and Pipeline Objective Current Advisory Services and Analytics Indicative pipeline 1. Strengthen economic ▪ Haiti: Reinvigorating Growth in Uncertain Times (P502118) ▪ Country economic memo- governance and cre- ▪ Firm Resilience to Fragility, Conflict, and Violence in Haiti—Private Sec- randum ate job opportunities tor Jobs and Economic Transformation (P178666) ▪ Poverty assessment ▪ State- and Peace-Building Funds: Promoting Gender-Based Violence ▪ Socioeconomic drivers of so- Services for Women and Girls (P179731) cial unrest and violence ▪ Jobs After Covid Haiti (TF0B8620) study 2. Maintain essential in- ▪ Haiti: Strengthening Customs Administration (P180257) stitutional capacity to ▪ Haiti Government-to-Person (TF0B9225) ▪ Public finance review support basic service ▪ Programmatic—Electricity Access and Sustainable, Resilient, and Inclu- ▪ Sectoral political economy delivery sive Development of the Energy Sector (P177503/TF0B7244) analyses ▪ Strengthening Primary Health Care and Surveillance in Haiti (P178755/TF0B0067) 16 3. Preserve human capi- ▪ Haiti—Consolidating Early Warning Systems, Reinforcing Preparedness tal and strengthen and Response Capacity, Promoting Resilient Environments (TF0C2307) natural disasters and ▪ Rural Water Supply and Sanitation Sector Technical Assistance and An- ▪ Country Climate and Devel- man-made shocks alytics (P179368/TF0B9231) opment Report ▪ Haiti Climate Risk Assessment—COVID-19 Green Recovery Project De- ▪ Disaster–fragility, conflict, vi- sign and Implementation Support Grant (TF0B7842) olence nexus analysis ▪ Haiti Nature-Based and Non-Structural Coastal Flood Reduction Measures in Cap-Haïtien (TF0B5258) Implementing the CPF Financing Envelope and Instruments 56. The proposed CPF lays out principles of engagement for FY2025-29 and proposes World Bank lending and advisory products for the initial three years. Lending for the outer years of the CPF period will be defined at the time of the PLR. The CPF will span the last year of the IDA20 cycle (FY2025) and the entire IDA21 cycle (FY2026- 28). The planned program of approximately US$320 million will use the IDA20 allocation of US$137.7 million, complemented by a regional reallocation of US$61 million, and the RECA of SDR20.3 million (~US$26.7 million).24 57. Haiti will continue to receive its country allocation, including the RECA, on a grant basis in FY2025. These lending terms may change under IDA21 based on the results of IDA’s concessionality framework.25 Haiti is subject to the Sustainable Development Finance Policy and will have access to its country allocation subject to satisfactory implementation of agreed-upon participatory poverty assessments. The WBG will also continue to leverage additional IDA resources where necessary and possible, such as from the Crisis Response Window and the IDA PSW in the case of IFC and MIGA (as mentioned above). MIGA will consider supporting private participation in such projects through WBG Guarantee Platform instruments. The indicative IDA lending program for FY2024–29 is presented in Error! Reference source not found. 3. Table 3. Haiti Indicative International Development Agency (IDA) Lending Program According to Fiscal Year FY2025 FY26/27 Project CPF (IDA20) (IDA21) Project Name Instrument ID Objective US$ million equivalent P181584 Renewable Energy for All (approved) 1 AF 20 P180384 Strengthening Public Financial Managementa 2 IPF 60 P504222 Resilient Productive Landscapes II 1 IPF 40 P504115 Resilient Corridorsb 1 IPF 100 P174111 Adaptive Social Protection for Increased Resilience 3 IPF 20 P177072 Promoting a More Equitable, Sustainable and Safer Education 2 IPF 30 NEW Strengthening Climate Resiliencec 3 IPF 50 Total 8 120 200 Notes: The IDA lending program is subject to available resources. Fiscal years (FYs) are plans, and actuals may shift. a. Successor to Projet d'Amélioration de la Gestion Financière et de l'Information Statistique (P157531). b. Successor to Rural Accessibility & Resilience (P163490). c. Successor to Strengthening Disaster Risk Management and Climate Resilience Project (P165870). 58. A trust fund portfolio of US$111.8 million will supplement the IDA envelope of about US$320 million, supporting projects and technical assistance and providing supplemental funding for ASA. Bank-executed trust funds account for 76 percent of the total, with recipient-executed trust funds accounting for the remaining 24 24 Referenced IDA volumes are indicative. Access to the RECA is subject to a satisfactory annual review. Actual RECA allocations will be determined annually and depend on total IDA resources available; number of IDA-eligible countries; the country’s performance rating, per capita gross national income, and population; implementation of IDA’s forthcoming Sustainable Development Finance Policy; and performance and other allocation parameters for other IDA borrowers. 25 In FY202 , Haiti’s lending eligibility changed from IDA-only to gap, which meant a change in the country’s lending terms from 100 percent grants to credits in blend terms, although the IDA20 mid-term review in December 2023 endorsed a moratorium on hardening of financing terms for all IDA countries, pending an upcoming review of IDA’s concessionally framework. 17 percent. The trust fund portfolio supports government programs in key sectors as rural development, health care, energy, education, environment, and urban resilience. 26 Seven trust funds support strategic ASA engagements in DRM, climate resilience, regional air transport connectivity, urban development, social protection, digital payments, and GBV prevention and response. They align with government development priorities and the government's development plan, supporting all three strategic objectives of the CPF. Eligibility for the additional FCV Envelope: Remaining Engaged in Conflict Allocation 59. Subject to confirmation of eligibility, World Bank Management intends to allocate RECA resources to Haiti in FY2025. The WBG’s program presented in this CPF is aligned with and calibrated for the RECA objectives of preserving institutional capacities and human capital (Annex 8). The additional resources will help expand the program to prevent further deterioration of socioeconomic conditions that could precipitate further expansion of violence to areas outside of Port-au-Prince. The RECA is timely to support the political transition process as well as efforts to operationalize the investment plan of the RCIA. The RECA also reaffirms the Bank’s commitment to Haiti as part of the broader ongoing international effort to resolve the current crisis. Should conditions allow for more substantial engagement on conflict prevention with the government, Management may access the Prevention and Resilience Allocation under IDA21 to advance the agenda on prevention and on the partnership dialogue with a milestone framework. 60. Haiti meets the RECA eligibility criteria for countries experiencing high levels of conflict or violence, as well as weak state capacity. Amid the significant brain-drain of the economy and public sector, Haiti’s Country Policy and Institutional Assessment score fell to 2.2 in 2023, below the threshold of 2.5 for RECA eligibility. As discussed above, high levels of violence have increased the number of conflict-related fatalities that ACLED has recorded to 13.4 per 100,000 people—above the RECA threshold of 10 per 100,000 people. Lastly, the country program is consistent with the RECA’s selectivity criteria for funding development activities that preserve institutions and human capital. 61. While country risks are expected to remain high during the CPF period, the RECA constitutes an important investment by the Bank to prevent further destabilization. The risks of not expanding WBG engagement in support of measures to mitigate current risks of unrest and violence throughout the country are significant and could limit broader international efforts to resolve the current crisis at a critical time in Haiti ’s history. At the same time, the annual review process of the RECA will ensure that decisions on the disbursements are based on the evolution of conditions and informed by a clear understanding of risks. To that effect, an interactive monitoring system for risk-informed management of the CPF program will be implemented. 62. Preserving institutions and human capital in Haiti will require measures to retain public sector staff, manage absenteeism, and navigate remote work arrangements in a low resource setting. Since 2021, staffing levels have declined in the Ministries of Justice and Public Security, Health and Population, and Economy and Finance. At the same time, insecurity has limited access to government offices, requiring many staff to work remotely. In this context, a flexible approach to design and implementation of operations is required, with close monitoring and adaptation. Leadership and change management will be supported through quick diagnostics, targeted training and coaching, with change management techniques designed for FCV contexts. 63. Amid the ongoing security crisis, the WBG will remain engaged in a comprehensive dialogue with the government on core policy issues. The close collaboration with the government during elaboration of the RCIA highlights the quality of the dialogue with key government institutions. Leveraging the dialogue and collaboration platforms of the RCIA, the CMU will engage with the government on policy and investment priorities during the transition period. Apart from the continuous dialogue stemming from the ongoing projects, the WBG also 26 The trust fund portfolio comprises mainly single-donor trust funds, with the Clean Technology Funds, Education for All Supervising Entity, Free Standing Trust Funds for Liquidity Coverage Ratio, Strategic Climate Funds, and Global Financing Facility as the largest donors, accounting for more than 90 percent of the portfolio, and the multi-donor trust funds accounting for less than 10 percent. 18 supports the government on ongoing critical tasks for the management of the RCIA, such as donor roundtables to seek resources and political support. Managing Program Implementation 64. CPF implementation will emphasize a flexible, adaptive operating model, territorial approach, and capacity improvements amid fragility. The World Bank's portfolio will be designed to continue deploying investments in areas with high poverty incidence and limited access to basic services, with a particular focus on areas at highest risk of social unrest and destabilization. It will continue prioritizing areas outside of Port-au-Price until the security situation in the capital improves. WBG strategic efforts aim to increase existing and build new capacity for procurement and address financial management, adapted to Haiti’s specific situation of fragility and violence. 65. Political uncertainty and violence are expected to characterize the CPF implementation period. Despite the increasing uncertainty and volatility, the WBG aims to continue effective operations and steady disbursements (see Annex 7). The WBG's operating model in Haiti has been continuously adjusted to respond to quickly changing circumstances, including the development of a comprehensive security plan and the adoption of a flexible hybrid model for staff deployment. The CPF will periodically review and consolidate the active portfolio, closing nonperforming operations and restructuring projects, with a focus on implementability, readiness and selectivity. Simplified project designs and strengthened partnerships, particularly with UN agencies, will continue to be applied for enhancing implementation capacity and addressing security and accessibility challenges (see Annex 9). 66. The World Bank portfolio is geographically aligned with the needs of the most vulnerable populations. The geographical distribution of the portfolio has been driven by such factors as access to drinking water, electricity, 4G coverage, food insecurity, travel times to markets, exposure to hazards, and violence (see Annex 7). Implementation will rely on the use of Geo-Enabled Monitoring and Supervision (GEMS) system for enhanced field monitoring and remote supervision, utilizing low-cost, open-source technology for real-time data collection and analysis. This approach will build government capacity and ensure transparency and accountability during the monitoring and evaluation processes. 67. Strengthening implementation capacity, particularly at the project implementation unit (PIU) level, will remain key for effective implementation of the CPF. This includes compliance with procurement policies, financial management, and environmental and safeguards frameworks (Annex 8). The PIUs in Haiti face daunting challenges – logistical, and mobility restrictions, and staff retention. The World Bank will be addressing these challenges by extending remote work incentives, enhancing PIUs as centers of excellence, and providing capacity-building. Haiti's public procurement system is grappling with security issues, political instability, and supply chain issues, leading to a shortage of qualified bidders and high costs. The World Bank will continue to provide project implementation support through training of the PIUs on contract management, e-procurement, and STEP, as well as knowledge sharing. 68. CPF implementation will support the mainstreaming of key corporate commitments – gender, global challenges and citizen engagement. Gender inequalities and vulnerabilities are particularly manifested during disaster recovery, and by the concentration of women in certain labor markets with limited access to healthcare. Climate change and biodiversity loss are reducing agricultural productivity, increasing food insecurity, and disproportionately impacting the poor and women. CPF implementation will continue to address the discrimination and barriers faced by women in employment, finance, and productive activities. The program will build resilience by promoting citizen engagement with civil society, private sector, academia, media, and other nongovernmental actors pursuing improvements in quality social services and local governance. IV. MANAGING RISKS TO THE CPF PROGRAM 69. As six of the nine CPF program risks are rated High, portfolio implementation and performance will be reviewed regularly and adjusted to ensure adaptive management of the CPF. The World Bank Country 19 Management Unit will lead this process at the portfolio and project levels. This approach will use risk analysis and real-time data on political, social, security, and other developments from the World Bank, third-party monitoring, and UN humanitarian assessments to inform management decisions and reformulate the program at the PLR stage. 70. The overall risk to achievement of the CPF program is High (Table 4), largely because of the high risk of protracted conflict and violence, which compounds other uncertainties. Political and governance residual risks are rated High. Political and governance risks are expected to remain high throughout the CPF period because ongoing political turmoil and uncertainty about new elections could Table 4. Risks to the Haiti Country Partnership Framework Program protract the stabilization phase. The Systematic Operations Risk Rating Tool Risk Categories Rating prolonged crisis has further weakened governance and limited Political and governance High Macroeconomic High opportunities for policy reform. Sector strategies and policies Substantial Haiti’s chronic political instability and Technical design of program Substantial volatile security situation create Institutional capacity for implementation and sustainability High bottlenecks and delays in project Fiduciary High implementation. Because political risk Environmental and social (E&S) High will remain high after mitigation, the Stakeholders Substantial CPF adopts a risk-mitigation-by-design Other (high vulnerability to natural disasters) High strategy based on the selection of Overall High projects in the country departments with lower security threats. Throughout CPF implementation, ongoing assessment of security risks will inform adaptations to the scope of the program and projects and the WBG response. 71. Macroeconomic and fiscal residual risks are rated High. Fiscal revenues will remain insufficient to finance investment programs and social spending needs, and vulnerability to external shocks is high. The fiscal deficit has increased significantly against a backdrop of low domestic revenue mobilization and shrinking overseas development assistance, putting pressure on the exchange rate and inflation. The fiscal position is at risk of deteriorating, potentially threatening the sustainability of publicly financed programs or subsidies. The risk of debt distress is still high and feeds into the heightened public debt risks linked to central bank financing, which could pose a sizable stability risk. Government efforts to implement performance and policy actions under the Sustainable Development Finance Policy and the ongoing SMP of the IMF will mitigate this risk. The WBG effort, in the absence of planned budget support, will moderate this risk through technical assistance and advisory activities designed to restore macro-fiscal stability and through the investment program under the three strategic objectives targeting the poor and most vulnerable. 72. Risks linked to sector strategies and policies are Substantial after mitigation. The CPF design aligns with the 2022 SCD, addressing Haiti’s economic and social challenges. Strengthening sectors such as agriculture, energy, infrastructure, and social protection requires reforms to improve regulatory and institutional frameworks, governance, and resilient community-driven planning, which can be formulated and implemented only when security conditions stabilize. To mitigate these risks, the geographic scope of the CPF targets the southern and other stable regions. 73. The technical design risk in Haiti’s program is high due to the complex solutions that Haiti’s development challenges require. WBG capacity to implement the new CPF depends on limited technical and institutional resources in Haiti. Some ministries have experience working with IDA, but others do not. The WBG will need significant capacity support to implement a critical safeguards and fiduciary requirements. To mitigate this risk, the World Bank will involve civil servants in project implementation and build sustainable capacity in ministries at all levels using performance-based approaches. This will ensure continuity and ownership in a context of frequent leadership changes and gaps. The World Bank will also use GEMS technology and increase interactions between PIUs and World Bank staff to build capacity at the provincial level. 20 74. Institutional capacity for implementation and sustainability residual risk is High. Limited institutional capacity for implementation and sustainability is a multiplier risk leading to chronic political instability and frequent turnover and emigration of civil servants. Poor technical and project management continue to hinder implementation of the program, although simplified project design and capacity building partially mitigate the risk. The World Bank will deploy efforts to strengthen implementation support (including the use of hands-on implementation support), in-country operations management supported by a team of local and international staff, establishment of a satellite office in Cap-Haïtien, targeted training, and enhanced communication. 75. Fiduciary risks are rated High, reflecting the challenging governance environment and the limited institutional capacity of the public sector. Governance and transparency remain a significant challenge in Haiti, limiting the efficiency of public spending. Fiduciary arrangements that are not fully compliant or enforced pose financial management and procurement risks to the portfolio. The World Bank plans to support multisectoral operations involving decentralized implementation, which may increase the fiduciary oversight burden and exposure to poor governance, although this approach is designed to enhance provincial authorities' ownership and accountability and provide closer fiduciary oversight to the provinces that the CPF program covers. 76. E&S risks are rated High. The risk of overall social deterioration is high, with significant concerns regarding gender-based violence (GBV). Given the country's high poverty rates, social risks are closely linked to factors perpetuating fragility, such as limited employment opportunities and under-investment in human capital. Under this CPF, the WBG will help mitigate these underlying causes of fragility and violence across all three objectives. A gender assessment of the WBG portfolio identifies priority interventions to address gender barriers and gaps. Among others, the WBG will pursue systemic identification and prevention of GBV and response to GBV risks in disasters through physical protection and legal and psychosocial support. Moreover, environmental degradation poses high risk in areas such as wastewater and waste management, water resource availability, and deforestation. If these threats materialize, they could exacerbate the impacts of natural and man-made disasters and heighten vulnerability to food insecurity and disease outbreaks. 77. Stakeholder risk is Substantial because of the fragile, volatile operational context and high-performance expectations for WBG interventions. Various actors scrutinize and criticize WBG operations, questioning their effectiveness and impact. The WBG also faces challenges in coordinating and communicating in an FCV setting with diverse, often-conflicting stakeholders. To mitigate this risk, the WBG will adopt a proactive external engagement approach; target key stakeholders from different sectors and levels; strengthen its relationships with civil society organizations, UN agencies, and community structures; and use citizen engagement to capture stakeholder and citizen voices during design and implementation of WBG interventions and to enhance transparency and accountability.27 78. Haiti’s vulnerability to security risks, natural disasters, and climate shocks is High, undermining its development efforts, which increases the overall risk to program implementation. The CPF is likely to be implemented in a context of frequent shocks, disruptions, and other destabilizing events. Despite important mitigating factors, climate shocks pose a high risk to the WBG’s program. Extreme natural disasters and climate hazards reduce the resources (financial, knowledge, human) available for the remaining parts of the program. Extraordinarily high security risks will continue to constrain WBG operations in the Port-au-Prince metropolitan area, and mitigation measures will be integrated into project design, supervision, and implementation of the WBG investment portfolio, which is distributed in areas of the country with lower security risks. A risk-mitigation-by- design strategy will be adopted, based on continuous assessment of security risks that will be used to adjust the scope of project activities and supervision. Activities will be reprioritized, and emergency measures will be deployed based on security risk mapping at the commune level, based on reported violence intensity and degree of access for PIU staff, implementing partners, contractors, and nongovernmental organizations. A security 27 During RECA eligibility, the use of UN agencies is allowed under the following conditions: (i) by request from government to work with local agencies or WBG’s inability to directly work with government; (ii) demonstrated value added of IDA financing to ensure activities are additional and aligned with IDA’s mandate; (iii) demonstrated focus on rebuilding national or local systems; (iv) demonstrated attention to sustainability that includes an exit strategy along with a financing plan beyond IDA for recurrent costs. These criteria apply to each RECA financed operation and will be documented in the annual RECA review and/or within specific project documents. 21 specialist will be contracted as needed to assess and mitigate risks, and UN agencies will be relied upon to implement critical project activities. 22 Annex 1: Country Partnership Framework Results Matrix High-Level Outcome—Build the resilience of the poor This is a new high-level outcome High-level outcome indicators Data source Current value ▪ Percentage of people facing food and nutrition insecurity WBG Score Card 82.6% (2021) ▪ Decline in share of poor and extremely poor households Poverty Assessment 36.4% (2024) High-level outcome description: Poor people in Haiti are highly vulnerable because of endemic violence; lack of basic services; lack of functioning, accountable public institutions; and lack of human capital, compounded by natural and man-made shocks, all of which lead to social unrest and political instability, which in turn limits household income and consumption and stagnates agricultural productivity, increasing food insecurity. Interventions are needed to address drivers of fragility, improve governance, increase economic activity, enhance service delivery, improve social protection systems, and restore core governance functions. Continued investments in human capital, disaster relief management (DRM), and infrastructure are critical for communal resilience and protecting the poor. Building resilience for the poor by preserving their development gains will lay the foundation for inclusive growth and poverty reduction. Rationale for the CPF objective and WBG engagement: To escape the crisis–fragility trap, it is essential to strengthen economic governance, create employment opportunities, and build trust in public institutions. The primary focus of WBG engagement over the CPF period will be to preserve hard-won gains in key sectors, prevent further socioeconomic deterioration and destabilization, and protect people’s livelihoods by investing in the public sector, infrastructure, and physical capital; protecting human development; and strengthening disaster risk prevention and the small and medium-sized enterprise sector. Investments in basic service delivery and social protection programs will be essential to improve livelihoods in rural areas to protect the poor and vulnerable. Strengthening human capital is crucial for harnessing the potential demographic dividend, especially considering the large youth population. Under the single HLO, the WBG will pursue three objectives to support change and achieve results within the immediate to short term: strengthen economic governance and create job opportunities, maintain essential institutional capacity to support basic services delivery, and preserve human capital and increase resilience to natural disasters and man-made shocks. In the long term, the pay-off from investments in disaster prevention, livelihood improvement, food security, and basic connectivity infrastructure and housing is expected to support the overall efficiency and accountability of public institutions and improve government provision to increase the resilience of the poor. Lessons learned and new knowledge at program level: Fragility, conflict, and violence (FCV) often stem from a broken social contract between citizens and the state, and restoring it is essential for escaping the crisis–fragility trap. Responsiveness to citizen needs and addressing deficits in public services are essential steps to escaping the trap. Limited human capital and inequality perpetuate grievances and violence. Local interventions are key to preserving and enhancing gains in human capital. In an environment of fragility and conflict, when facing volatility and uncertainty, it is crucial to remain flexible and adjust programs and strategies as conditions evolve. If a CPF program is adaptable, emerging reform opportunities can be seized. The WBG must expand its role beyond traditional lending and supervision to include dialogue facilitation and consensus building in addressing fragility and conflict. This requires a proactive approach to fostering collaboration among stakeholders to promote dialogue and build consensus. 23 Sustainable Development Goals SDG 1: No Poverty SDG 5: Gender Equality SDG 2: Zero Hunger SDG 8: Decent Work and Economic Growth SDG 3: Good Health and Well-being SDG 10: Reduced Inequality SDG 4: Quality Education SDG 16: Peace and Justice, Strong Institutions CPF Objective 1: Strengthen economic governance and create job opportunities This objective is broadly related to the 2015 CPF public sector management objective of “improving fiscal reporting and accountability.” Intervention logic Rationale for the CPF objective and WBG engagement: WBG engagement under this objective is designed to create job opportunities, enhance resilience, and prevent further destabilization and violence. Despite some progress in public financial management (PFM) and institutional reforms at the central and local levels, public institutions in Haiti remain weak and the use of public resources is untransparent. Haiti has a significant infrastructure deficit, with a large portion of the population lacking access to electricity, the internet, and all-weather roads. Inadequate infrastructure exacerbates underdevelopment and grievances from underserved basic needs. Climate change impacts, urban-rural disparities, violence and insecurity, and natural disasters strain infrastructure. Enhancing road, energy, and digital access is vital to creating economic opportunities, especially in rural areas. Haiti is experiencing severe humanitarian and food security crises, with a significant portion of its population living in severely food-insecure areas. Climate change is limiting agricultural productivity, and the country relies heavily on food imports, further reducing food security. Increasing agricultural productivity, access to credit and supporting temporary employment programs are crucial for increasing rural household food security and preventing social deprivation. The objective aligns with government priorities in strengthening core institutions (PFM, Customs, procurement, human resource management) at the central level; implementing decentralization reforms for equitable resource allocation, accountability, transparency, citizen engagement; and improving public resource management to regain public confidence. Key results sought under this objective concern governance, agriculture, economic development, transportation, energy, and digital resilience, aiming to support firms and households while prioritizing economic resilience for the poor, and will include: • Increasing government capacity by improving budget management and oversight • Strengthening governance by enhancing external control institutions • Increasing revenue mobilization from Customs operations • Boosting agricultural productivity by adopting resilience-enhancing agricultural practices in selected departments and sub-watersheds • Supporting micro, small, and medium-sized enterprises and value chain resilience and growth • Expanding energy access by increasing renewable energy investments • Increasing digital resilience and access to broadband services 24 Lessons learned and new knowledge at the program level: Addressing challenges in diverse sectors such as governance, agriculture, transportation, urban development, digital, and renewable energy is critical for increasing WBG effectiveness in a setting of FCV. Given the effects of acute food insecurity and climate change on agricultural productivity, it is essential to prioritize interventions to enhance agricultural resilience, increase access to nutritious food, and create employment opportunities in rural areas. Engaging communities and focusing on vulnerable groups, such as people with disabilities, through participatory programs helps create jobs while addressing social cohesion. Close collaboration within the WBG is a multiplier for effective development outcomes in a fragile setting. Ongoing and planned WBG support: The WBG focuses on increasing food security through projects such as the Haiti Resilient Productive Landscapes Project and the Emergency Resilient Agriculture for Food Security Project, which are designed to improve agricultural practices, increase climate-smart food production, create employment opportunities, and address food insecurity by supporting local agricultural and nutrition programs. The WBG plans to support Haiti's infrastructure development by supporting projects that increase urban and rural road connectivity, access to renewable energy, inclusive urban development, and digital connectivity and by financing public-private partnerships (PPPs). The International Finance Corporation (IFC) will seek to invest in and provide advisory services for micro, small, and medium-sized enterprises, horticulture supply chains, digital transformation of financial institutions, and PPPs in key infrastructure sectors, such as water. The Multilateral Investment Guarantee Agency intends to issue guarantees for the foreign private sector. These efforts are designed to support economic growth and create jobs. CPF Objective Indicators Supplemental Progress WBG Program Indicators Indicator 1.1. On-time submission to SAI of annual financial statements SPI 1.1. Enabling policy and Ongoing Financing produced using integrated financial management information system regulatory framework for Private Sector Jobs and Economic Transformation (P173743) (Yes/No) clean energy and access Resilient Productive Landscapes (P162908) Baseline: No (2024) enacted; target Regulatory Emergency Resilient Agriculture for Food Security (P177072) Target: Yes (2027) Indicators for Sustainable Promoting the Productive Inclusion of Persons with Disability Source: SAI Energy score (P179038) Baseline: 11 (2024) Improving Public Financial Management and Statistical Information Indicator 1.2. Number of institutions that the Commission Nationale Target: 35 (2027) Project (P157531) des Marchés Public had audited and for which the corresponding audit Source: World Bank Rural Accessibility and Resilience (RARP, P163490) reports have been published Sustainable Energy for All Caribbean Regional Air Transportation (P1070907) Baseline: 10 (2024) Knowledge Hub Resilient Connectivity and Urban Transport Accessibility (RUTAP, Target: 25 (2027) (rise.esmap.org) P177210) Source: Commission Nationale des Marchés Public website Decentralized Sustainable and Resilient Rural Water and Sanitation SPI 1.2. Number of (P178188) Indicator 1.3. Tax-to-GDP ratio government agencies in Renewable Energy for All (P156719) Baseline: 5.4 (2024) which integrated financial Haiti Modern Energy Services for All (P154351) Target: 6.5 (2027) management information Cap-Haïtien Urban Development (P168951) Source: Ministry of Finance system is deployed Haiti Digital Acceleration Project (P171976) Baseline: 17 (2023) Indicator 1.4. Number of farmers adopting improved agricultural Target: 30 (2025) Financing Pipeline technology (CRI, number of which female) Source: Ministry of Resilient Productive Landscapes 2 (P504222) 25 Baseline: 0 (2023) Finance Strengthening Public Financial Management Project (P180384) Target: 45,000 (2027) Source: Resilient Productive Landscapes, P162908 SPI 1.3. Percentage of Ongoing ASA firms benefiting from Strengthening Digital Payments and Remittances Indicator 1.5. Percentage of supported micro, small, and medium-sized business development Strengthening Customs Administration enterprises that increase employment services, percentage of Firm Resilience to Fragility, Conflict, and Violence in Haiti Baseline: 0 (2022) which women-owned or Haiti: Reinvigorating Growth in Uncertain Times (P502118) Target: 25 (2027) managed Source: Resilient Productive Landscapes, P162908 Baseline: 0 (2024) ASA Pipeline Target: 35 (2027) Haiti Poverty Assessment Indicator 1.6. Number of people provided with access to electricity Source: Ministry of Haiti High-Frequency Phone Surveys through household connections Finance Functional Reviews of Selected Ministries’ Methodology for Assessing Baseline: 0 (2023) Procurement Systems Target: 700,000 SPI 1.4. Online payment Haiti Energy Programmatic ASA Source: Renewable Energy for All (P156719) platform operationalized Transport Technical Assistance on Capacity Building in Customs Indicator 1.7. Number of women-owned small and medium-sized Baseline: No (2023) IFC entrepreneur borrowers Target: Yes (2026) Ongoing Investment Activities Baseline: 185 (2023) Source: Customs FCS Caribbean Bottling Company Haiti (P40610) Target: 372 (2026) Small Loan Guarantee Program Agri Sogesol (P45991) Source: IFC, Haiti Secured Transactions Collateral Registry Solengy Renewable Energy Haiti (P49360) Indicator 1.8. Value of financing facilitated to small and medium-sized Ongoing Advisory Activities: entrepreneur (US$ million) Haiti Horticulture (P605067) Baseline: 66.8 (2023) Rural Water Lascahobas (P606070) Target: 242.2 (2026) IFC Digilab: Sogebank Digital Transformation (P608801) Source: IFC Solar Power for Textile Companies Haiti – Upstream (P607164) Solar Upstream (P608801) Note: ASA = Advisory Services and Analytics. 26 CPF Objective 2: Maintain essential institutional capacity to support basic services delivery This objective is broadly associated with 2015 CPF Objective 3: Increase Access to Quality Primary Education (Existing), and Objective 4: Increase Access to Health Care Services for Mothers and Children.” Intervention Logic Rationale for the CPF objective and WBG engagement: Public institutions are not delivering essential services to the most vulnerable segments of the population. COVID- 19 and chronic insecurity have damaged Haiti's health care system, highlighting weaknesses in preparedness and preventive and response capacity for various hazards, including disease outbreaks, natural disasters, and escalation of violence. Widespread food insecurity, cholera and other infectious diseases are taking a significant toll on Haitians’ health, particularly women and children. Widening gaps in resources and capacity in public and private education have led to a persistent learning crisis, with school closures and disruptions contributing to these challenges. The 2021 earthquake damaged or destroyed more than 1,200 schools and hundreds of health care facilities, and violence and insecurity in Port-au-Prince, combined with the mass emigration of health care and education workers have severely restricted provision of and access to basic services, including education and health care, especially for the more than 1,000,000 internally displaced Haitians (as of January 2025). During the period covered by the 2024 CPF, the policy environment for institutional reforms might remain constrained, and domestic and external health financing is expected to continue to decrease, leaving the health care system at risk of collapse. The WB remains one of the major financiers sustaining core health care system functions and primary health care services and is supporting continued service delivery and core health care system functions such as surveillance capacity, especially for cholera and communicable diseases, and supply chain, community health, and information systems. Considering this limitation, engagement is designed to help the government consolidate, modernize, and maintain core institutions for service delivery and promote accountability and transparency at the local level. By developing financial services for SMEs and promoting digital financial services, the WBG aims to engage the private sector in service delivery, fostering job opportunities. This objective will strengthen human capital and address key social grievances driving unrest and violence, with a focus on poor and crisis-affected populations, by seeking the following results: • Increasing inclusive access to good-quality education • Increasing access to primary health care and emergency response • Providing resilient water and sanitation services for better living conditions Lessons learned and new knowledge at the program level: Designing and implementing successful service delivery programs in Haiti’s setting of FCV requires customizing interventions to fit the country's operating and security context, enhancing local capacities, addressing political economy constraints, maintaining flexibility and adaptability, and reinforcing transparency and accountability. Specifically in Haiti’s health care and education sectors, achieving results involves bolstering technical and governance capacity to promote effective ownership, linking results to financing through the Results-Based Financing Program in the health care sector, involving key stakeholders and civil society to gain a deeper understanding of development challenges, providing sufficient resources for implementation support, and aligning objectives to reduce vulnerability in already-active projects. Ongoing and planned WBG support: Current and upcoming WBG support includes initiatives such as the Strengthening Primary Health Care and Surveillance Project, supporting use of primary health care services in selected geographic areas; the Promoting of Equitable, Sustainable and Safer Education Project for improving the Ministry of Education’s planning functions and increasing access to good-quality primary education; and plans involving the Strengthening Public Sector for Service Delivery Project, focusing on ongoing public sector reforms, including Customs, and initiatives related to resilience in fragile contexts. 27 CPF Objective Indicators Supplemental Progress Indicators WBG Program Indicator 2.1. Number of people with access to SPI 2.1. Number of children immunized (CRI) Ongoing Financing basic drinking water services in drought-prone Baseline: 0 (2020) Improving Public Financial Management and Statistical Information areas Target: 800,000 (2026) Project (P157531) Baseline: 0 (2024) Source: PROSYS Promoting a More Equitable, Sustainable and Safer Education Target: 250,000 (2027) (PROMESSE, P174707) Source: EPARRDD SPI 2.2. Number of classrooms built, rehabilitated, or repaired Strengthening Primary Health Care and Surveillance (PROSYS, Baseline: 77 (2024) P167512) Indicator 2.2. Number of primary school Target: 150 (2026) Haiti COVID-19 Response (P178296) students receiving good-quality education Source: PROMESSE Adaptive Social Protection for Increased Resilience (ASPIRE, Baseline: 147,194 (2024) P174111) Target: 175,000 (2026) SPI 2.3. Percentage of project-supported public and private Decentralized Sustainable and Resilient Rural Drinking Water and Source: PROMESSE schools with monitoring of in-class pedagogical practices Sanitation (EPARRDD, P178188) Baseline: 0 (2024) Indicator 2.3. Percentage of notifications of Target: 90 (2026) Financing Pipeline suspected cases of cholera for which Source: PROMESSE Strengthening Public Sector for Service Delivery (P180384) laboratory results are available to the Health Promoting a More Equitable, Sustainable and Safer Education Department directorates within 10 days of SPI 2.4. Number of public establishments connected to the Additional Financing (PROMESSE, P177072) collection Internet across the country Baseline: 45 (2020) Baseline: NA (2022) Ongoing ASA Target: 70 (2026) Target: 900 (2028) Firm Resilience to Fragility, Conflict, and Violence in Haiti (EU Source: PROSYS (P167512) Source: Haiti Digital Acceleration Project, P171976 Global Facility for Disaster Reduction and Recovery) Strengthening Customs Administration Indicator 2.4. Number of people who have SPI 2.4. Statistical report produced for each departmental Developing an Evidence-Based Adaptive Safety Net in Haiti received essential health, nutrition, and directorate of education using updated data Strengthening Digital Payments and Remittances population services (CRI) Baseline: 0 (No statistical reports for any directorates) (2024) Baseline: 0 (2020) Target: 10 (Statistical report produced for each directorate using ASA Pipeline Target: 828,000 (2026) updated data) (2026) Haiti Poverty Assessment Source: PROSYS Source: Ministry of Education Functional Review of Selected Ministries Increasing Efficiency of Customs Revenues Methodology for Assessing Procurement Systems Sectoral political economy analyses Note: ASA = advisory services and analytics. 28 CPF Objective 3: Preserve human capital and strengthen resilience to natural disasters and man-made shocks This objective continues and broadens the 2015 CPF program objective to increase natural disaster preparedness and response Rationale for the CPF objective and WBG engagement: Haiti faces chronic, high exposure to natural disasters, which severely hampers its development efforts and feeds into the poverty–fragility–violence trap. Most of Haiti's land, population, and critical infrastructure are exposed to multiple hazards, such as hurricanes, floods, earthquakes, and landslides. Haiti faces acute humanitarian and food insecurity crises, with a significant portion of the population living in areas classified as severely food insecure. Rapid, uncoordinated, unregulated urbanization has resulted in overcrowded cities with poor livability and high exposure to disaster risks. The CPF is designed to address most acute needs in the most critical sectors of the country to strengthen Haiti’s DRM capacity and institutions, enhance the protection of civil infrastructure and preparedness, and develop local capacity in secondary cities to increase the resilience of these systems. These efforts will help preserve human capital, build resilience of the poor and those most vulnerable to natural disasters and emergencies, and escape the poverty–fragility trap. The CPF will address vulnerabilities exacerbated by natural disasters and support infrastructure development. Key outcomes sought under this objective concern emergency preparedness and response, disaster risk reduction, health care access, transportation infrastructure resilience, rural development services, and economic support and safety nets. • Increasing early warning and emergency evacuation capacity in high climate risk-prone areas • Supporting access to nutritious food • Strengthening social programs and social safety nets to respond to shocks by expanding cash transfer programs and enhancing national and DRM institu- tional framework for delivering cash transfers • Increasing all-weather road access and urban resilience in selected sub-regions • Increasing operational safety and navigation efficiency of air transport Lessons learned and new knowledge at the program level: The formulation of this objective has built on the results from World Bank DRM Interventions in Haiti, such as effective contingency planning and collaboration with other partners; investing in local capacities, empowering communities, coordinating closely with various development partners; and greater understanding of the interplay between disaster risk, vulnerability, and social drivers of unrest and violence. Past World Bank engagements in social protection yielded positive outcomes, notably through formulating and implementing the Social Protection and Prevention National Plan. Risk taking in innovation, multisectoral approaches, and quality analytics to inform decision making yield effective interventions. Ongoing and planned WBG support: The World Bank is supporting Haiti’s DRM sector through several active projects, including infrastructure recovery, hydrometeorology service strengthening, and disaster risk financing. These interventions have assisted with the immediate mobilization of financing after disasters (e.g., the earthquake) for reconstructing damaged infrastructure and restoring access to affected areas. In the next CPF cycle, the WBG will focus on developing infrastructure (e.g., energy, transportation, digital); improving health outcomes; and strengthening surveillance systems for disease outbreaks, natural disasters, and climate change. CPF Objective Indicators Supplemental Progress Indicators WBG Program Indicator 3.1. Number of beneficiaries of social safety net SPI 3.1. Percentage of municipalities in risk-prone Ongoing Financing: programs (CRI) areas with an improved emergency preparedness and Strengthening Disaster Risk Management and Climate Baseline: 0 (2021) response capability Resilience (PGRAC, P165870) Baseline: 0 (2020) Emergency Resilient Agriculture for Food Security (PARSA, 29 Target: 90,000 (2027) Target: 70 (2027) P177072) Source: ASPIRE Source: PGRAC monitoring and evaluation documents Adaptive Social Protection for Increased Resilience (ASPIRE, P174111) Indicator 3.2. Number of targeted beneficiaries with SPI 3.2. Percentage increase in volume of nutritious Municipal Development and Urban Resilience (MDUR, higher Food Insecurity Experience Scale ratings agri-food products produced by targeted beneficiaries P155201) Baseline: 0 (2023) (percentage of whom female) Cap Haïtien Urban Development Project (P168951) Target: 75,000 (2027) Baseline: 0 (2023) Rural Accessibility and Resilience (P163490) Percentage of whom female Target: 30 (2027) Resilient Connectivity and Urban Transport Accessibility Baseline: 0 (2023) Source: PARSA (RUTAP, P177210) Target: 55 (2027) Caribbean Regional Air Transport Connectivity (P170907) Source: PARSA SPI 3.3. Number of farmers adopting improved Renewable Energy for All (P156719) agricultural technology (CRI) who are women Haiti Digital Acceleration Project (P171976) Indicator 3.3. Number of people living in flood-risk areas Baseline: 0 (2023) Strengthening Primary Health Care and Surveillance who have access to a safe haven Target: 45,000 (2027) (PROSYS, P167512) Baseline: 0 Source: PARSA COVID-19 Response (P173811) Target: 70,000 Decentralized Sustainable and Resilient Rural Water and Number of whom female SPI 3.4. Adaptive safety net systems established to Sanitation (EPARRDD, P178188) Baseline: 0 (2020) respond to shocks Target: 35,000 (2027) Baseline: No (2022) Financing Pipeline Source: PGRAC monitoring and evaluation documents Target: Yes (2025) Strengthening Climate Resilience (P165870) Source: ASPIRE Resilient Corridors (P504115) Indicator 3.4. Number of people benefiting from reduced flood risk in Cap Haïtien Ongoing ASA Baseline: 0 (2023) ASA Pipeline Target 13,800 (2026) Disaster and FCV nexus analysis Source: MDUR monitoring and evaluation documents IFC Indicator 3.5. Number of people with access to Advisory Activities electricity in project-targeted areas CnC Haiti Solengy Upstream (P608801) Baseline: 0 (2024) Global Building Resilience Index Program (P607235) Target: 915,000 (2028) Excellence in Design for Greater Efficiencies Global Source: Renewable Energy for All Project (P1,54351), Certification (P604799) Modern Energy Services for All Project (P156719) Indicator 3.6. Number of people benefitting from greater access to sustainable transportation infrastructure and services in project-targeted areas Baseline: 0 (2024) Target: 926,800 (2028) Source: RARP (P163490), RUTAP (P177210) Note: ASA = Advisory Services and Analytics 30 Annex 2: Completion and Learning Review COUNTRY PARTNERSHIP FRAMEWORK COMPLETION AND LEARNING REVIEW FY16–FY21 Date of the Country Partnership Framework (CPF) FY16–FY19: August 27, 2015 (Report No: 98132-HT) Date of the Performance and Learning Review (PLR): May 31, 2018 (Report No: 124812-HT) Period Covered by the Completion and Learning Review (CLR): FY16–FY21 _________________________________________________________________________________________ I. INTRODUCTION 1. This CLR assesses the World Bank Group (WBG) CPF implementation for Haiti, initially covering FY16–FY19 and extended by two years to FY21 (July 2019 to June 2021) through the PLR in FY18. he CLR assesses: (i) achievement of the CPF objectives; (ii) WBG performance in designing and implementing the CPF program; and (iii) CPF alignment with the WBG corporate goals. It also presents (iv) lessons learned from CPF implementation to inform the next CPF. There is a two-year gap between the end of the CPF cycle and the new CPF due to the traumatic events (the July 2021 assassination of the president in office and subsequent height- ened political uncertainty, followed by the devastating August 2021 earthquake in the south) occurring at the end of the previous CPF, significantly delaying completion of the Systematic Country Diagnostic (SCD) and hin- dering the timely preparation of the new CPF. The CLR uses the results framework (RF) updated during the PLR as a reference.28 2. The overarching goal of the CPF for FY16–FY21 was to help Haiti achieve more inclusive and sustain- able development and growth through enhanced economic opportunities and human capital and strength- ened resilience to disasters. It was prepared at a time of relative optimism when Haiti’s goals for post-2010 earthquake reconstruction and recovery were felt to have largely been met, and political and economic condi- tions existed for a transition to longer-term development efforts.29 The program’s focus was based on the mid- term vision of the Haitian government (GOH), which aligned with its key plans (2012 Strategic Development Plan for Haiti, 2010 Action Plan for National Recovery and Development of Haiti (PARDH), and the May 2015 Memorandum of Economic and Financial Policies for 2015–2018), the 2015 SCD, and the WBG’s edge in the country. The CPF focused on secondary cities and rural areas where poverty is higher, took a multisector and territorial development approach, and adopted resilience interventions would support productivity, job-crea- tion, and human capital-enhancing operations.30 It also envisaged support to increase transparency and ac- countability and strengthen the GOH’s capacity to produce key data, manage sectors, and set evidence-based policy priorities. 3. The CPF recognized the salience of fragility, conflict, and violence (FCV) drivers in Haiti and the chal- lenges they posed to development prospects. While FCV drivers were not an explicit focus of the WBG’s strat egy, the CPF was designed to be flexible in considering these challenges and provide room for sectoral and project strategy adjustments. Additionally, the CPF approach targeted several cross-cutting issues that implic- itly responded to specific dimensions of Haiti’s fragility. These included an emphasis on multi-pronged ap- proaches, mainstreaming citizen engagement (CE) in projects and specific FCV-related risks in the CPF risk mit- igation strategy. In addition, the FY16–21 CPF included key lessons learned from the prior Country Assistance 28 This CLR followed the methodology of the Country Engagement Guidance (OPCS, July 1, 2021), benefiting from the findings of the 2022 SCD Update, the 2023 draft of the Risk and Resilience Assessment (RRA) Update, the 2021 Country Private Sector Diagnostic (CPSD), and other studies. 29 This also followed a decade of relative political stability which saw the first peaceful transfer of power between two elected presidents (May 2011). 30 Territorial development uses a geographical lens to analyze the opportunities and challenges of a country, and thus to identify the policies and invest- ments necessary to support economic growth and improve the standard of living of its citizens. Three dimensions of territorial development are key to understanding the appropriate policy mix across places: economic density, connectivity to markets, and living standards. 31 Strategy (CAS) and Interim Strategy Notes (ISN) during the 2009–2014 period, including those directly related to relevant FCV challenges. 4. Eventually, the CPF was implemented in a challenging context marked by heightened political vola- tility, multiple disasters, and emergencies. The combined effects of the 2016 Category 4 Hurricane Matthew, the prolonged political and socioeconomic crisis and unrest associated with the 2015–2017 presidential elec- tions, and the COVID-19 pandemic have erased earlier marginal gains in poverty reduction. Since 2018, gross domestic product (GDP) has contracted for four consecutive years (by 1.7 percent in 2022)31 with agriculture registering the largest decline (-4.5 percent) with a sizable negative impact on poverty reduction, more than 40 percent of the labor force is concentrated in the agriculture sector, which provided a livelihood for many poor households. The June 2022 SCD Update projections based on per capita real (GDP) growth suggests that monetary poverty declined over the 2012–2018 period (from 59 percent to about 56 percent of GDP) but was estimated to have increased subsequently to close to 60 percent in 2020. Through February 2022, an estimated 4.3 million individuals (more than one third of the population) were expected to experience high levels of acute food insecurity, requiring urgent food aid.32 5. Pervasive governance challenges exacerbated Haiti’s vulnerability to shocks and adversely impacted WBG engagement. Shocks have repeatedly interrupted periods of growth, with natural disasters regularly im- pacting Haiti, especially its poor population. Over the CPF period, Hurricane Matthew affected over 2 million people with losses equivalent to 32 percent of GDP.33 On August 14, 2021, a 7.2 magnitude earthquake struck the southern peninsula of Haiti leaving 2,246 casualties and estimated losses amounting to 11 percent of GDP.34 Vulnerabilities are amplified by environmental degradation, uncontrolled and unregulated urban develop- ment, weak regulatory enforcement capacity (for example, building code enforcement), and high physical vul- nerability of infrastructure, housing, and livelihood activities. In such a difficult context, weak governance has remained an overarching constraint, limiting reform progress on many fronts while negatively affecting CPF implementation. 6. The overall CPF program performance is rated as Moderately Satisfactory, and WBG performance in designing and implementing the CPF is rated as Good. The overall CPF program performance rating reflects the achievement of most of the CPF objectives: of the nine CPF objectives, the majority (six in total) were “achieved” (2) or “mostly achieved” (4) with the remaining three “partially achieved” (2) or “not achieved” (1) (see Annexes 1 and 2). In terms of design, the mix of program activities was founded on solid analytics and, as indicated in paragraph 2, it supported GOH priorities, and the 2015 SCD, and built on the WBG’s comparative advantage. The CPF adequately evaluated the risks, and incorporated lessons learned from the previous CAS for FY09–FY12 (Report 48284-HT), the ISN for CY 2012 (Report 65112-HT), and the ISN for FY13–FY14 (Report 71885-HT). Prolonged political crisis and recurrent natural disasters and shocks resulted in shifting priorities, lack of policy continuity, and slow program implementation at times; in turn, this adversely impacted CPF am- bition, as reflected in the PLR adjustments of objectives and targets. Nonetheless, the WBG engagement re- mained strong and adaptive, including in relation to COVID-19, the socioeconomic challenges posed by the sociopolitical crisis, and the worsening security conditions. 7. FY22 and FY23 are outside the CLR timeframe, but the program’s features are still examined to en- hance the lessons learned for the upcoming CPF program. The report also covers the progress made during these two years (especially how it affected and altered the CPF outcomes) where relevant but distinguishes it from the CPF timeframe. The inclusion of FY22 and FY23 updates is crucial as well, as the WBG’s assistance for 31 Macro Poverty Outlook, Spring 2023, World Bank. 32 Coordination Nationale de la Sécurité Alimentaire and IPC (2022). 33 Post-Disaster Needs Assessment (PDNA) 2016. 34 PDNA 2021. 32 the GOH’s Post-2021 Earthquake Recovery and Reconstruction Program expanded significantly with a historic loan program and the use of CRW.35 II. PROGRESS TOWARD CPF DEVELOPMENT OUTCOMES 8. The overall progress toward achieving the CPF objectives is rated as “Moderately Satisfactory,” with most of the PLR-revised strategic objectives (six out of nine) achieved or mostly achieved, and some impacted by delays or lack of progress due to political volatility, capacity constraints, natural disasters, and COVID-19. Table 1 summarizes the CPF objectives ratings. Annexes 1 and 2 contain detailed assessments of each objective indicator. All three focus areas and one cross-cutting theme remained the same throughout CPF implementa- tion. The P R validated the WBG’s overall strategy and adjusted the program to (i) introduce a territorial de velopment approach to investments, (ii) increase funding for health and education and match the targets for human capital outcomes, and (iii) further strengthen the approach to resilience with increased funding, im- proved targeting of high-risk areas, while mainstreaming disaster risk management (DRM) in other sectors. The PLR streamlined and simplified the RF (reducing the number of objectives from 11 to 9 and the indicators from 21 to 17) and extended the CPF period to June 2021. Table 1: Ratings of FY16–FY21 CPF Objectives by Focus Area Focus Area 1: Increasing Inclusive Growth – Moderately Satisfactory 9. Focus Area 1 objectives, indicators, and targets were revised by the PLR. The two revised objectives were to (i) contribute to enhancing economic opportunities and (ii) increase energy access, support to renew- able energy (RE), and mobilization of private capital. The CLR rates the outcome as “Moderately Satisfactory” because Objective 1 is mostly achieved and Objective 2 only partially achieved. Objective 1: Contribute to Enhancing Economic Opportunities – “Mostly Achieved” 10. The WBG interventions contributed significantly to enhancing economic opportunities more evenly in targeted areas, and Objective 1 is rated as “mostly achieved.” In all, three of the four related CPF targets were achieved (2) or mostly achieved (1) and the remaining one partially achieved (see Annex 2 for details). Two initial CPF objectives—enhancing income opportunities and increasing access to finance—were stream- lined and merged by the PLR into the reformulated Objective 1 of contributing to improving economic oppor- tunities and the related indicators were reduced from eight to four, with targets adjusted accordingly. One 35 Haiti is still undergoing a protracted sociopolitical crisis with widespread and escalating gang violence that has severely restricted mobility in parts of the country. 33 initial objective of increasing capacity and competition in the port sector was dropped along with the three related indicators because of significant implementation delays and the restructuring of IFC engagement in the sector. Despite these efforts, the CLR identified the following shortcomings: (a) the objective as reformulated remains broad and general and (b) the corresponding indicators were not properly measuring achievement of the objective. In particular, indicators 1.2 and 1.4 did not directly show these interventions’ impact. I. Similarly, indicator 1.3 focuses on access to finance for individuals but the link to economic opportunities is unclear. 11. Results for economic and job opportunity enhancement beyond Port-au-Prince have been mixed. Due to implementation delays, progress with the Center and Artibonite Regional Development /CAL Project (P133352; US$58 million) at closing only partially achieved the CPF indicator measuring the increased share of the rural population with access to all-weather roads in the region (42 percent of the targeted increase). This corresponded to an additional 145,900 rural dwellers (of whom 123,500 are producers and users) who bene- fited from all-weather roads supporting access to urban and rural markets36 through the rehabilitation of over 85 km of roads and some 64 spot interventions for all-weather and resilient connectivity enhancements. An- other World Bank (WB)-funded project supporting rural road connectivity is the HT Rural Accessibility and Re- silience Project (P163490, US$138 million), which helped to increase the share of the rural population with access to all-weather roads from percent to 56 percent (exceeding the CPF’s FY21 target). Under the Re- launching Agriculture and Strengthening Agriculture Public Services II/RESEPAG II Project (P126744, US$50 mil- lion) supporting farmers and agricultural cooperatives in the five departments (North, Center, Nippes, Grande- Anse, and South), US$10.6 million (59 percent of the US$18 million target) was transferred through the WB portfolio to beneficiaries as matching grants for increased agricultural productivity, job creation, and income opportunities, thus mostly achieving the target of CPF indicator 1.4. This amount did not include more limited transfers37 from other contributing projects (Cultural Heritage Preservation and Tourism Sector Support Pro- ject/PAST (P144614), Business Development & Investment (BDI) Project (P123974), and Resilient Productive Landscapes/RPL (P162908)).38 Under RESEPAG II, 132 rural producer organizations received direct matching grant support for investment subprojects, which benefited about 7,450 households.39 The disruptive effects on supply chains from the prolonged crisis and COVID-19 pandemic made exports increasingly challenging and jeopardized nascent BDI-supported gains mostly in agricultural value chains and PAST projects in the tourism sector. 12. CPF efforts to foster formal job creation by improving access to finance for SMEs and individuals have produced good results. Both efforts were fully achieved. Despite their severely constrained access to financial services, SMEs were seen as drivers of competition, growth, and job creation in Haiti. Ensuring adequate SME access to capital can thus improve economic opportunities. Combined with WB technical support to the Central Bank of Haiti/BRH, IFC investments and advisory services have contributed substantially to increasing access to finance for SMEs and economic actors and promoting financial inclusion. Developed with WB support, the GOH adopted a national financial inclusion strategy in 2017 and established the National Credit Bureau (ASA HT- #P11 Increasing Access to Responsible Financial Services (P155910)). During the CPF period, 1,421 loans were extended to SMEs through the SOGESOL/Small Grant Guarantee Program (42221) and Ayiti Leasing (41185), thus exceeding the target. Accordingly, the volume of new loans and outstanding portfolio/SME reached US$46.6 million in financing (well above the original US$33.6 million target). More broadly, IFC support led to the adoption of leasing legislation40 and the opening of Haiti’s first leasing company—Ayiti Leasing—providing financial services to SMEs. By 2017, more than 28 percent of Haitian adults (ages 15 and older) had secured access to a bank account (up from the updated 2014 baseline of 17.5 percent).41 In addition, the IFC supported 36 ICR of CAL Project (133352), page 46 and 47. 37 Totaling less than US$500,000 per the project implementing units. Unverified estimates. 38 Matching grants under the TPR project did not commence until 2023. 39 RESEPAG II ICRR dated November 2022, paragraph 29. 40 Leasing Decree “Decret Portant Règlementation des Opération de Crédit-Bail” published in the National Gazette, e Moniteur, Special Edition No 5 dated May 12, 2020. Loi sur le Leasing 2020_HT.pdf 41 According to Global FINDEX data. FINDEX does not report accounts for ages 18 and older (which is the minimum age to open an account in Haiti). 34 the expansion of the country’s manufacturing and services industries, including apparel and other light manu facturing value chains, such as electronics. Two IFC investments in light manufacturing, agribusiness, and hos- pitality (Marriott Haiti (32421) and FCS Caribbean Bottling Company S.A. (40610)) directly supported these activities. In 2019, key results and outcomes achieved before the COVID-19 pandemic included 11,369 direct jobs, of which 6,392 were held by women.42 Objective 2: Increase Energy Access, Support to Renewable Energy, and Mobilization of Private Capital – “Partially Achieved” 13. Progress with the CPF objective of increasing energy access, supporting the development of RE, and mobilizing private capital for the sector has been modest, and the objective is only partially achieved. All three PLR-revised CPF indicators for this objective have only been partially achieved (see Annex 2 for details). The initial objective to increase access to electricity was reformulated to include support to RE and the mobili- zation of private capital. One indicator on connected households was dropped, and one indicator on private and commercial financing leveraged was added, with the corresponding targets adjusted to the extended im- plementation timeframe. These changes arose because the national power utility EDH (Electricité d’Haïti) con- tinued to experience high losses (around 2 percent of GDP annually), and reforms to improve its commercial viability failed to materialize due in part to the lack of political will. The renewed GOH interest in developing clean energy and lagging electricity sector reforms have led to a shift in the WBG’s approach toward increasing access through off-grid RE, in line with the IDA18 commitment to support increasing the installed capacity of RE in IDA countries.43 14. CPF activities supporting the energy sector have generated limited results. Implementation chal- lenges, delays and capacity weaknesses slowed CPF’s progress in improving service delivery in the energy sec- tor. By the August 31, 2020, closing of the supporting IPF: Rebuilding Energy Infrastructure and Access Pro- ject/PRELEN (P127203, US$49 million), the number of direct project beneficiaries (of the rehabilitation of the country’s distribution network, including the construction of solar power plants with storage and the expansion of solar electrification)44 reached 151,822 (41 percent of the 365,000 target), partially achieving the related CPF indicator. PRELEN also contributed to increasing the overall RE installed to 3.1 MW, enabling partial achievement of the 9 MW targeted increase of the second CPF indicator of Objective 2. The Climate Investment Fund (CIF)-supported Haiti Modern Energy Services for All/CTF Project (P154351, US$15.65 million) has also contributed to the establishment of the Off-Grid Electrification Fund (OGEF), which provides equity, loans, grants, and technical assistance (TA) to businesses in the off-grid electrification sector. As a recognized driving force of RE access, OGEF leveraged private and commercial financing amounting to US$1.36 million (13.6 per- cent of the US$10 million target) by the end of FY21 (while trending positively, as this amount more than dou- bled by January 2022 to US$2.86 million, with additional financing continuing to be leveraged). These compa- nies are now distributing off-grid solar products to households, contributing to increased RE use. IFC invest- ments in RE failed to materialize by the end of the CPF period45 but progress with the OGEF points to opportu- nities for private sector investments. 15. However, notable progress was made in institutional strengthening and capacity building . Among other activities, PRELEN supported the creation of an Energy Unit within the Ministry of Public Works, Transport, and Communications (MTPTC), responsible for policy, the creation of an energy sector regulatory body (National Authority for Energy Regulation/ANARSE), and the preparation of a draft RE law (also supported by Haiti Energy Policy Dialogue FY18 (P165941) and monitoring tables for budgetary transfers to the electricity 42 IFC Development Outcome Tracking System (DOTS). 43 IDA18 commitment to support the addition of five GW in RE generation. 44 PRELEN ICR dated July 2021. Estimates of the number of direct beneficiaries include (i) 86,882 people benefiting from new or improved access to electricity, (ii) 19,040 pupils benefiting from off-grid connection, and (iii) 45,900 people benefiting from solar street lighting. 45 The scale of opportunities even if aggregated were too small for IFC engagement at that moment, exacerbated by the increased risk of doing business in the renewable energy space. 35 sector and financial audits. However, these interventions had only partial and limited results since adequate staffing of the Energy Unit proved a challenge. Finally, the OGEF has become a one-stop shop for decentralized RE investments in Haiti, having attracted additional funders (the Inter-American Development Bank and Global Energy Alliance for People and Planet (GEAPP), led by the Rockefeller Foundation). The foundations laid have started to yield results in terms of accelerated RE investments and access in FY22/FY23, pointing to a positive trend expected to continue. Focus Area 2: Enhancing Human Capital – “Moderately Satisfactory” 16. The three Focus Area 2 objectives remained the same throughout the CPF period , namely: (i) to im- prove access to quality primary education; (ii) to increase access to health services for mothers and children; and (iii) to control cholera in priority communes. The PLR stepped up CPF investments in human capital with a focus on quality and efficiency. The CLR rates the outcome of Focus Area 2 as “Moderately Satisfactory,” based on its three objectives having been “Achieved” (1) or “Mostly Achieved” (2). Objective 3: Improve Access to Quality Primary Education – “Mostly Achieved” 17. The CPF objective of improving access to quality primary education has been mostly achieved. The PLR changed CPF indicators to monitor Objective 3 to introduce a new indicator that better reflected the sub- stantial progress to date in managing the sector and moving toward access to quality education.46 Targets were also adjusted to account for the extended CPF period. However, the CLR views the revised indicator as covering only quality with no measurement of increased access and no indication of how the quality assurance system (QAS) directly impacts the quality of education outcomes. 18. Significant progress was made in improving quality and learning conditions despite the challenging country context. The CPF has helped improve access to primary schooling,47 infrastructure rehabilitation, and enhanced school-level accountability. Throughout the Haiti–Education for All Project–Phase II/EFA II (P124134, US$70 million) more than 482,000 tuition waivers and school48 meals were provided to help over 465,000 stu- dents start or continue primary education and avoid malnutrition. It also helped establish community-based schools for 6,500 students. These initiatives helped maintain enrollment rates and preserve human capital in some of Haiti’s poorest areas. EFA II also laid the foundation for an education management information system (EMIS) and a QAS. Providing an Education of Quality in Haiti (PEQH) (P155191, US$86.6 million, including US$17.6 million co-financing from Global Affairs Canada) built on this record, supporting access to quality pri- mary education at selected schools and education sector governance by developing the EMIS and QAS,49 which are critical for systemwide quality improvement. The QAS was tested and implemented in project-supported schools, including learning standards and assessments to provide data on learning conditions and student learning. QAS data fed into the EMIS to track learning conditions, increase school accountability by enforcing minimum standards, and direct public financing toward better-performing and improving schools. In addition to teacher training, girl-centered activities were also implemented to support improved learning conditions. 19. Across four targeted departments of the greater south, the cumulative number of primary students annually receiving tuition support to attend effective50 non-public schools increased from 100,000 to 208,920 (64 percent of the targeted increase of this sub-indicator). The cumulative number of children annually enrolled in primary community-managed schools that also received school improvement planning support increased 46 May 2018 PLR, page 33. 47 In Haiti, non-public schools account for most schools due to the lack of state resources and the public sector’s limited institutional capacity. 48 ICR of Haiti – Education for All Project – Phase II (P124134), World Bank. 49 QAS is a system with a comprehensive view of school quality that encompasses data collection on learning outcomes (math, French, and Creole), and learning conditions (including school leadership, pedagogy, school environment/climate, community participation, and personnel characteristics). De- veloped with WBG support in Haiti based on recognized international standards and best practices, QAS has been gradually implemented since 2017, consulted with key stakeholders, and replicated by other partners (for example, the IADB). 50 An “effective school” is a school that shows improvements in learning and learning conditions through the implementation of a QAS and the use of results-based mechanisms. 36 from 6,000 to 29,102 (or 83 percent of the targeted increase for this second sub-indicator).51 By the end of the CPF period, 81 percent of project-supported schools had an improved learning conditions score (net of reduced scores). Schools improved in one or more dimensions related to school environment quality. The recently approved Promot- ing a More Equitable Sustainable and Safer Education/PROMESSE (P174707, US$105.6 million, including US$15.6 million co-financing from the Global Partnership for Education (GPE)) continues to support quality, inclusive basic education, in addition to more extensive systemwide policy-level support and investment in school infrastructure. 20. On the analytical side, preparation of the PEQH project relied on solid analytical works conducted un- der the Addressing Key Constraints to Sustainable, High-Quality Education in Haiti/HT Education NLTA (P153557) TA initiated in 2014 and completed at the start of the CPF period. The TA analyzed current challenges that affect sustainable financing, access, and quality and supported the development of primary-level math and reading learning standards and a knowledge base on late primary school entry. Objective 4: Increase Access to Health Service for Mothers and Children – “Mostly Achieved” 21. The WB program also continued to invest in basic health, and the review assessed that CPF Objective 4 on increasing access to maternal and child health (MCH) services has been mostly achieved. Of the two related CPF indicators, one has been fully achieved and exceeded its target while the second one has been partially achieved (see Annex 2 for details). Building on the Health Financing Report produced under HT Health Financing ESW (P152367), the PLR enhanced the WB strategy by targeting new IDA financing to improve the efficiency of the service delivery system. The indicator to monitor pregnant women’s access to prenatal consul- tations was also changed and replaced by a new and more ambitious one to measure births at health institutions. 22. Substantial results were achieved toward increasing MCH. The results-based financing (RBF) model introduced with IPF support (HT Improving Maternal and Child Health/PASMISSI) (P123706, US$95 million from IDA and US$20 million from the Health Results Innovation Trust Fund/HRITF) has proven effective. The per- centage of pregnant women giving birth at health institutions rose significantly from the 30 percent baseline to 44 percent at project closing (as indicated in the PASMISSI ICR), exceeding the 41 percent target. The per- centage of immunized children under five increased slightly from 46.22 percent to 47.57 percent between 2012 and 2019, only partially achieving the 53 percent target by the end of the CPF period. PASMISSI results for enhanced access to MCH services were particularly significant in areas affected by Hurricane Matthew: 1.5 million people benefited from the restoration of healthcare facilities in affected areas with limited health ser- vice delivery infrastructure, and approximately 300,000 children benefited from the restoration of infrastruc- ture for basic immunizations in these areas. The flexible design enabled the project to finance the reestablish- ment of the vaccines cold chain for the entire southern region in the wake of the Hurricane Matthew and purchase of over two years’ worth of basic vaccines to fully immunize Haiti’s population of children under two years old. CPF support continues under the successor IPF “Strengthening Primary Care and Surveillance in Haiti/PROSYS” project (P167512, US$55 million from IDA and US$15 million from the Global Financing Facil ity/GFF). Furthermore, groundwork initiated under the ASA HT Social Sector Knowledge project (P148438) to put in place a social protection program for future investments was successfully completed and piloted in the Grande-Anse Department, leading to the adoption of the much-needed Social Protection and Prevention National Plan (PNPPS) and approval of the FY21 IPF “Adaptive Social Protection for Increased Resilience/ASPIRE” project (P174111, US$75 million). 23. The WBG’s Human Development portfolio enabled a rapid and critical response to the COVID -19 pandemic. The “HT COVID-19 Response” project (P173811, US$20 million) included emergency interventions to protect lives by providing testing and treatment supplies. Activities to strengthen the national health system also included the provision of a reliable energy supply to key health facilities and laboratories. Despite 51 Based on the same set of 60 community schools that received grants during the CPF period, except 1 school that dropped out towards the end (having started out with 61 schools). 37 challenges, project implementation continued at a sustained pace, including activities contributing to limiting COVID-19 mortality and incidence. Furthermore, in line with Bank policy, all prior actions were completed be- fore approval of the “COVID-19 Response & Resilience” DPO (P171 7 ). At the same time, several results indi- cators were achieved even without the signing of the grant, which was ultimately canceled in June 2021 due to challenges related to the macroeconomic situation.52 Objective 5: Control Cholera in Priority Communes – “Achieved” 24. The CPF objective of cholera control through a joint health and water and sanitation (W&S) approach in targeted communes has been achieved. Both related CPF indicators met or exceeded the targets at the end to the CPF period (see Annex 2 for details). The PLR reformulated one indicator that monitored cholera control progress to measure the increase in a number of people with access to improved W&S (instead of just the number). CPF support for cholera control was provided through four IPFs. 25. Cholera control was achieved during the CPF period and the WB-supported interventions have contributed significantly to the outcome. As indicated in the May 2021 ICR of PASMISSI, the achievements were “outstanding.” The cholera fatality rate decreased from 0.89 percent to 0 percent between 2015 and 2019, exceeding the already ambitious 0.99 percent target. With no cholera cases being reported (at the time of the ICR) since January 2019 (from over 350,000 cases in 2011), the target set in the GOH’s National Cholera Elimination Plan was achieved ahead of time, marking the end of the disease’s epidemic phase in Haiti. This reflects the close alignment of the project's activities with the National Plan for the Elimination of Cholera, as well as close coordination between the GOH counterparts and other partners, including the Pan-American Health Organization (PAHO), the United Nations Children's Fund (UNICEF), and the US Center for Disease Con- trol. This ensured a well-coordinated approach, one that was particularly effective due to its multisector na- ture. The MSPP and the W&S utility (DINEPA) developed one single national cholera response plan supported by various partners, including the WB, UNICEF, and the IADB. W&S efforts with EPARD have also expanded access to improved W&S53 for over 390,000 people (of which over 363,600 had access to improved water and over 26,400 improved access to sanitation), exceeding the combined target of 241,000 (218,000 for water and 23,000 for sanitation) for the other CPF indicator, and helped curb cholera incidence. However, with the recent deterioration of security conditions affecting access to health services and water in certain areas, another cholera outbreak started in October 2022 (well after the CPF period). Accordingly, such gains remain at risk unless solid progress continues in terms of sustainable access to potable water and improved sanitation. Focus Area 3: Strengthening Resilience & Reducing Vulnerability to Natural Disasters – “Moderately Satisfactory” 26. The objectives remained unchanged during the CPF, namely: (i) to strengthen natural disaster prepar- edness and response; and (ii) to improve disaster prevention and strengthen climate resilience. The review rates the outcome of Focus Area 3 as Moderately Satisfactory, based on the rating of its two objectives as “Achieved” and “Mostly Achieved,” respectively. Objective 6: Strengthen Natural Disaster Preparedness and Response – “Achieved” 27. The CPF’s objective of strengthening natural disaster preparedness and response has been mostly achieved. The single CPF indicator retained by the PLR has been achieved. Supporting project documents (ICRs and implementation status and results reports (ISRs)) also indicate significant outcome achievements, as illus- trated below (see Annex 2 for details). Objective 6 was supported by four IPF projects and one analytical prod- uct. The PLR also reformulated this objective to include the “Response” dimension., The PLR also introduced a new indicator to track the number of commune-level civil protection committees (CCPCs) with comprehensive 52 Note on Cancelled Operation, Report No: NCO00005699, dated November 30, 2021. 53 See PAD of EPARD Project (P148970), Annex 1, page 25 and 26 for the definition of improved W&S sources. 38 emergency response plans developed to better align with current engagement and approach in the DRM sec- tor. 28. Progress achieved in natural disaster preparedness and response has been significant. At closing in 2020, the key results and outcomes achieved by the PGRD included: (i) two line ministries (health and educa- tion) strengthened their DRM capacity by developing sector-specific DRM plans; (ii) training in DRM was deliv- ered to 127 ministry officials and 1,520 beneficiaries; (iii) risk assessment capacity was improved by generating key risk data using earth observation, remote sensing technology, and hydrological risk modeling; (iv) CCPCs were expanded from 73 to 140 to cover all municipalities in the country with a level 2 certification54 and 2,800 CCPC volunteers were trained to provide emergency services to the population; and (v) a roadmap to provide a legal basis for the DRM system was developed, leading to the adoption in 2020 of the national DRM system and the creation of the General Civil Protection Directorate (DGPC) with an institutional mandate and strength- ened capacity to coordinate the DRM system. This progress is evidenced by the DGPC’s effective emergency response coordination following the 2021 earthquake. CCPCs were mobilized at the municipal level, conducted a rapid and sound evaluation of losses, and coordinated institutional actors in the DRM system. The successor PGRAC (P165870) is continuing WB support of GOH efforts to improve early warning and emergency evacua- tion capacity and accessibility to safe havens. However, the specific number of CCPCs with comprehensive emergency response plans was no longer tracked at the project-level, making it challenging to measure pro- gress with this indicator at the time of the CLR. CPF and project-level indicators must be adequately aligned throughout the CPF and project implementation period. Objective 7: Improve Disaster Prevention and Strengthen Climate Resilience – “Mostly Achieved” 29. The objective of improving disaster prevention and strengthening climate resilience has been mostly achieved. The two CPF indicators under this objective have been achieved (1) or mostly achieved (1) (see Annex 2 for details). Because prevention needs to be mainstreamed across multiple sectors, the CPF approach to tackling disaster risks and the effects of climate change was also multisectoral in nature, through inter-related IDA and trust-fund financed interventions (a total of 15 IPFs in DRM, transport, hydromet, agriculture, urban development, water and energy sectors, and two analytical studies). In addition to increasing relevant targets to account for new engagement on DRM, transport, and urban resilience, the PLR also introduced a new indi- cator to capture support after Hurricane Matthew by measuring the number of direct beneficiaries of post- hurricane WBG-funded recovery operations. 30. Substantial results have been achieved under this objective. The CPF continued and amplified its in- vestments in improving resilience through new investments and existing programs. As a result, the cumulative number of people protected by new investments in flood mitigation and other climate resilient infrastructure (drainage, reinforced bridges, etc.) reached 2.77 million (or 92 percent of the target of 3 million), thus mostly achieving this CPF indicator. Following Hurricane Matthew, the program reacted flexibly and restored access for over 2 million people in the affected areas to all-weather roads and reduced risk in the transport sector by retrofitting critical infrastructure. Knowledge and tools to better understand risks and vulnerability, compre- hend and prevent disaster risk, and increase early warning capacity and response were developed, including high-resolution digital elevation models, flood models, the first atlas of multi-hazard maps, the Online Road Planning Prioritization Tool,55 and data to track population movements. The program trained 15,000 masons in para- seismic and para-cyclonic construction and strengthened the capacity of the National Geospatial Institute.56 By the 54 [1] To assess the existence and functionality of CCPCs throughout the country, the GOH established a four-level scale, with level 1 being the highest (Excellent) based on the number of years of existence, composition, and functionality of the CCPC. Level 2 is considered Satisfactory, with moderate needs for capacity building. Level 3 is assessed as Average (indicating a need for restructuring and major efficiency-enhancing activities), and level 4 as Weak (complete restructuring needed and restructuring action plan to be prepared). 55 Delivered in December 2020 and available at: http://road-haiti.surge.sh/fr/calculate. 56 Centre National de l’Information Géospatiale (CNIGS). 39 end of the CPF period, the combined number of direct beneficiaries of post-hurricane recovery operations reached over 4.47 million in June 2021 (112 percent of the 4 million target), thus fully achieving this CPF indicator. 31. High-resolution digital elevation models,57 hazards maps,58 and data collected from hydromet net- works are now accessible on a centralized online geospatial data management platform.59 As a result, these systems have improved disaster prevention and strengthened climate resilience, as evidenced when the De- partmental and National Emergency Operation Systems were activated shortly after the 2021 earthquake, and the CCPCs in affected areas were deployed to help the population and engage in rescue efforts. Within one day, the DGPC published the first data on damage, giving the GOH and the international community an idea of the impact. Actors present during the 2010 earthquake remarked that the DGPC response was faster and better organized than in 2010. To underpin future prevention, a comprehensive urbanization review identified and widely disseminated key risks and opportunities of rapid urbanization, as well as policies and actions for the sustainable and inclusive development of Haitian cities. Cross-Cutting Theme – Governance, Transparency and Sustainability – “Unsatisfactory” 32. The CLR assessed the outcome of the cross-cutting theme as “Unsatisfactory.” This is based on the rating its two objectives as “Partially Achieved” and “Not Achieved,” respectively. Objective 8: Improve Fiscal Reporting and Accountability – “Partially Achieved” 33. The CPF objective for improving transparency, accountability, and effectiveness in public investment has been partially achieved. The CPF indicator has been partially achieved (see Annex 2 for details). The initial objective and indicator were left unchanged by the PLR, which also confirmed the pursuit of key reforms in the energy sector (raising of EDH’s billing and collection rates) and transparency and accountability in public fi nance. Engagement with local governments was to provide new opportunities to study and support local social capital building for increased transparency and accountability. However, persisting levels of elevated political un- certainty, weather shocks, and a rise in food and oil prices generated an environment unfavorable to reforms. Ob- jective 8 was supported through the Infrastructure and Institutions Emergency Recovery (P120895, US$100 million PMF TA), Improving Maternal and Child Health/PASMISSI (P123706, US$90 million), Fiscal and Social Resilience De- velopment Policy Financing (P162452, US$20 million), and Statistical Capacity Building Project/STATCAP (P157531, US$20 million). The ASA Supporting Budget Transparency in Haiti project (P160322) also contributed. 34. Progress under Objective 8 has been modest. As reported in the PLR, intensive policy dialogue resulted in a one-time significant adjustment of fuel prices in May 2017. However, stalled energy reform and its impact on the country’s macroeconomic situation hampered the delivery of planned budget support. TA P160322 helped implement a Treasury Single Account (TSA) used to process all GOH financial operations (replacing 240 central bank accounts at baseline with 15 Treasury-managed accounts). The TA also contributed to the publi- cation of Haiti’s fiscal data in 2017. However, the lack of an integrated management system60 prevented the GOH from accounting for its financial operations from allocation to payment and systematically reporting 57 Haiti’s Digital Elevation Model, financed by the World Bank, has been used for several different activities to support disaster prevention and prepared- ness, such as topographic mapping and analysis, storm surge and high waves exposure along the coasts, and a high-resolution flood model produced using HEC-RAS (available here: https://datacatalog.worldbank.org/search/dataset/0048128/Haiti-Flood-Hazard-Maps). 58 Hazard maps have been used to identify threat areas and plan investments accordingly. This extract from the Understanding Risk 2020 conference showcases how spatial and risk data have been used: https://understandrisk.org/how-disaster-risk-data-is-driving-public-investment-in-haiti/. Flood hazard maps have informed the selection of emergency shelters to be built under the PGRAC while ensuring they are not in flood-prone areas. 59 The online geo-spatial website “haitidata.org”, financed and technically supported by the Bank, is a leading open-data platform that provides access to a diverse range of Haiti-related spatial data. 60 Since June 2018, the Bank has been supporting the deployment of an integrated financial management and information system in Haiti through the PFM and Statistical Capacity Building project (P157531) to replace existing but fragmented systems not suitable for timely automated and reliable reporting. The integrated financial management and information system aims to (i) streamline and facilitate budget preparation and budget execution and control; (ii) track, register, and account for all budget and financial transactions; and (iii) produce more comprehensive, accurate, reliable, and timely budget reports and government financial statements. While the integrated financial management and information system was expected to be fully operational for timely and comprehensive reporting, its rollout has been stalled for many years due to the country context and other technical issues. 40 public investment expenditure. Government spending is only partially captured in audited government ac- counts. As a result, the corresponding CPF indicator of having all of the government’s financial operations go through a TSA has been only partially achieved because the financial data of some large public enterprises, entities, and local governments are not included in the GOH budget reporting. BOOST61 data that did not exist at the beginning of the CPF cycle was installed and made operational with the support of the STATCAP (P157531). The latest data collected and published are for the 2016–2017 fiscal year. In 2020, the complete transfer was made to the Ministry of Finance, and the national technical team was well equipped to adequately address organizational and operational issues, including the implementation of clear procedures determining responsibilities and deadlines. Objective 9: Improve Data for Increased Evidence-Based Policy Making – “Not Achieved” 35. The CPF objective to improve data for increased evidence-based policymaking has not been achieved. The sole CPF indicator under this objective has not been achieved (see Annex 2 for details). The PLR reformulated the description of Objective 9 to “improve data for increased evidence-based policy making”. The initial indicator measuring informed sector policies was dropped and replaced by a new one to capture engage- ment on major data production through the then-ongoing census. These changes were prompted by the lack of progress resulting from a prolonged political transition and waning appetite for meaningful reforms despite the completion of many sectoral knowledge products with key policy recommendations. Achievements across sectors proved overly ambitious, revealing the need to pursue other entry points at sector level. Accordingly, the CPF indicator tracking sector-level policies (education, health, social protection, water, electricity) informed by and/or incorporating sustainable models for services delivery was dropped. A new indicator was introduced to capture engagement on major data production through the conduct of the 5th General Population and Hous- ing Census. Objective 9 was supported by two WB IPFs: HT Improving Maternal and Child Health/PASMISSI (P123706, US$90 million),62 and the HT Statistical Capacity Building Project/STATCAP (P157531, US$20 million). 36. Limited progress was made under Objective 9 at the end of the CPF period. Throughout this period, the prolonged crisis and deteriorating country context severely hindered the implementation of the CPF inter- ventions. As foreseen by the CPF, progress toward improving capacity for sustainable basic service delivery was uneven across sectors, and broad outcomes were not achieved. Energy sector reforms stalled. After initial set- backs in implementing a private school accreditation system, the development of the national QAS for all schools was completed and applied at the school level. Haiti Health Financing ESW (P164060, completed in March 2017) made key recommendations to improve service delivery and sustain outcomes. However, domes- tic financing for health has been further reduced in recent years and policies leading to high inefficiency (such as building too many hospitals) remain. The implementation of the 5th Population and Housing Census63 was ultimately suspended because completion was no longer achievable before donor co-financing expired at the end of 2022. The lack of progress with the census was due mainly to governance issues and heightened inse- curity, impeding the deployment of census agents. III. WORLD BANK GROUP PERFORMANCE 37. WBG performance during the CPF is assessed as “Good.” This is based on the rating of both CPF design and implementation as Good as well. CPF Design: “Good” 61 Link to the BOOST section of the MEF website: http://www.mef.gouv.ht/boost_haiti/BOOST%20-%20Home.html. 62 The new Component 3 (“piloting vulnerability indicators for more targeted social service delivery “) was added in 2017 to the project and aimed at piloting the calculation of vulnerability indicators, a key step in targeting the vulnerable in the delivery of social services. To achieve this objective, it also provided support to the IHSI in preparing the 5th Demographic and Housing Census, piloting the census in four departments. 63 The most recent population census in Haiti took place in 2003. The other three prior population censuses took place in 1950, 1971, and 1982 (STATCAP Project PAD, paragraph 3, page 13). The last Household Survey was ECVMAS 2012. 41 38. CPF objectives were relevant and aligned with Haiti’s stated development priorities and needs throughout the extended CPF timeframe. The CPF identified three focus areas: (i) increasing inclusive growth, (ii) enhancing human capital, and (iii) strengthening resilience and reducing vulnerability to natural disasters. It also identified a cross-cutting theme of governance, transparency, and sustainability. The objectives were grounded in solid SCD analytics, which identified the need for (i) maintaining macroeconomic stability while meeting developmental needs, (ii) improving statistics and analytics, (iii) creating greater economic opportuni- ties and better jobs, including through infrastructure programs and human capital initiatives; (iv) (re)building the social contract; and (v) reducing vulnerabilities and building resilience as pathways to a more inclusive, resilient, and sustainable growth model. The objectives were also well aligned with the IDA 17 special themes64 and further prioritized based on the WBG’s comparative advantage and GOH priorities. Finally, the program design (including leaving outer years unprogrammed) provided sufficient flexibility to incorporate implemen- tation experience at the PLR stage and to respond to evolving priorities, emerging issues, and fragility dimen- sions (such as extended and disruptive political unrest (“Peyi Lock”), Hurricane Matthew, and the COVID-19 pandemic) without affecting the priority focus areas or interrupting WBG engagement and to bridge to the new CPF. 39. CPF objectives and indicators were focused on implementation, action-oriented, and anchored in clear WBG commitments and partnerships. The initial CPF RF identified 11 objectives and 23 indicators (in- cluding 17 supplementary progress indicators (SPIs)). At the time of the PLR, the number of objectives was reduced to 9 (merging 2, dropping 1, and reformulating 2) and the number of indicators to 17 (dropping 10, introducing 6, and moving 2 to SPIs). PLR adjustments to the RF drew from the lessons learned from implemen- tation and considered the new programming under IDA18, which prioritized investments in enhancing human capital and resilience and reduction of vulnerability to natural disasters and the extension of the CPF period until June 2021. In line with efforts to consolidate the portfolio, the RF was streamlined, particularly under Focus Area 1. The RF incorporated the contributions of IFC interventions, which ended up notably reduced as the business environment worsened. Overall, indicators adequately measured the objectives and were vali- dated against defined baselines, targets, and timeframes. However, their ability to effectively measure out- comes varied widely, with some of them more output-oriented (for example, indicators 1.2 and 1.4 not directly showing the impact of the engagement on enhancing economic opportunities; indicator 1.3 focusing on access to finance with no clear link to economic opportunities; and indicator 3.1 covering quality but not increased access to education) or targeting sector-wide outcomes (for example, indicator 1.3 on “percentage of adults (15+) with a financial account at a formal financial institution”). In a few cases, the definition of the indicator was not adequately aligned with specific project-level indicators (either because of differing formulations or project indicators being dropped during restructuring and no longer being tracked), making it difficult to assess and validate results and achievements at the CLR stage. Some of the weaknesses could have been addressed at the PLR stage for better outcome measurement. 40. The program included a balanced package of instruments. The CPF program was supported by a com- bination of IDA, trust funds, and IFC resources through a suite of financial and knowledge services including IDA financing, analytical work, just-in-time advice, short-term TA, as well as IFC investments and advisory ser- vices. MIGA has no current exposure in Haiti despite business development efforts but continues to explore opportunities to support foreign investments that boost growth and jobs in coordination with IFC and the WB. Information and communication technology (ICT) development was identified as a possible opportunity to be explored. IPF remained the WB’s main lending instrument. Policy-based lending to increase accountability, transparency, and efficiency in the use of public resources was also included. Advisory services and analytics (ASAs) informed the country dialogue and lending operations and implementation. TA was provided to strengthen institutions, build systems, and produce key data sets. Trust funds were mobilized to address 64 Inclusive growth, fragility, gender, CE, and climate change. 42 challenges in education, health, agriculture, energy, water, environmental issues (including the GPE, Global Agriculture and Food Security Program (GAFSP), and Global Environment Fund, among others). 41. CPF design aimed at realizing synergies across the WBG and with other partners. Most notably, the WBG interventions were closely coordinated to support expanded access to financing for SMEs through IFC investment with Haitian commercial banks and the WB TA to the Central Bank. The Bank and IFC also worked very closely on exploring opportunities to support public private partnership (PPP) in urban challenges (afford- able housing, social services including water, development of on-grid and off-grid electricity generation capac- ity, leveraged private sector investment through IFC in renewable electricity production, and development). Finally, through co-financing, trust funds, and close coordination of operations with the development partners, the WB has extended its reach in key sectors (with the IADB in agriculture and water, Global Affairs Canada, and Global Partnership in Education, among others). 42. The main lessons from the 2015 CLR and 2018 PLR were reasonably addressed in the FY16–FY21 CPF program design. This was the case in promoting pragmatic policy improvements in the absence of appetite for broader reform, in improving sectoral knowledge and institutional capacities (education, health, urban devel- opment and resilience, and DRM, among others), and in providing resources for closer and more intensive implementation support for projects with additional fiduciary and safeguard monitoring and evaluation (M&E) train- ing. Flexible program and project design (including the integration of the Contingent Emergency Response Compo- nent (CERCs) in all new operations) facilitated the WBG response to disasters and shocks. The CPF has promoted WBG-wide multisector collaboration and synergy to generate better results (for example, the WB and IFC for SME access to finance or health, education, water, energy, and DRM to improve access to basic services and enhance resilience). Targeting underserved and high-poverty regions and departments, the program has also increasingly adopted an integrated approach and community-based initiatives to ensure delivery at the local level. 43. Risks to CPF implementation were adequately recognized and rated at design and appropriate miti- gation measures were identified from the outset and applied throughout the CPF period. Political and gov- ernance as well as macroeconomic risks materialized fully. Political crisis and weak institutions and governance delayed or hindered progress in crucial public sector reforms (energy and electricity, for example). The WBG was prepared to manage these risks by shifting the focus to politically less-to-non-controversial reforms (edu- cation, health, water, and DRM, among others) or IPFs in basic infrastructure and services, while constantly looking for alternative entry points with changing counterparts. Close monitoring of the security situation and coordination with relevant partners for advice on the safety of movements proved effective when the situation on the ground became highly unstable. Institutional capacity and fiduciary risks were managed by enhanced su- pervision, capacity building, regular portfolio reviews, and support for activities aimed at strengthening transpar- ency and accountability across areas of engagement and demand for good governance through CE. TA and fi- nancing addressed environmental risks and high vulnerability to natural disasters and shocks by strengthening disaster risk prevention and management and building resilience (in agriculture, for example). The WBG program continued to embed flexibility in projects by addressing emergencies through CERCs. These mitigation measures allowed the WBG to remain actively engaged during the CPF, although the overall risk level remained Substantial. CPF Implementation: “Good” 44. Political volatility and recurrent natural disasters significantly affected CPF implementation. The im- pact was most felt in governance, with diminishing political will and support for meaningful reforms, including in the electricity and port sectors. The deteriorating country context prompted a revision and adjustment of the Bank’s approach, enabled by the 2018 P R, which outlined measures to adapt the program in a problematic implementation context. These included a shift toward more resilience-focused programming to increase nat- ural disaster preparedness and climate adaptation,leverage the use of project CERCs and additional financing from the IDA CRW to respond to natural disasters (2016 hurricane and 2021 earthquake) and the COVID-19 43 pandemic. The PLR also emphasized on integrated approaches outside Port-au-Prince, reinforcing the move to spatially rebalance the Bank’s portfolio to focus on rural areas, but with the added emphasis, from an FCV perspective, of minimizing risks while also responding to the needs of the most vulnerable populations. 45. The WB was effective in leveraging and mobilizing substantial IDA resources for emergency lending through national, regional, and emergency IDA windows. The portfolio increased from a total commitment of US$718 million in FY16 to US$915 million in FY21. In addition to the regular PBA allocation, the WBG also lev- eraged other financing windows, including the CRW, the inter- and intra-regional IDA reallocations, and trust funds (US$53 million). Agriculture, transport, health, education, water, DRM, energy, urban development, and COVID-19 response accounted for most of the commitments. The number of active projects increased from 13 in FY16 to a peak of 23 in FY20 but stabilized at around 20 in FY21 and FY22 despite the significant increase in the number of commitments. This was achieved mainly by using additional financing for projects with a proven track records that demonstrated results. IFC had nine active investment projects in FY21, of which five were committed between FY16 and FY21 for a total commitment amount of US$94.2 million. 46. Throughout CPF implementation, the WBG program was highly responsive to the rapidly changing situation on the ground and the GOH’s priorities. The Bank’s response to Hurricane Matthew and COVID-19 began almost immediately: mobilizing staff for assessment; making new resources available; restructuring ex- isting projects; reallocating funds; and the accelerating implementation of existing resources. The Haiti COVID- 19 Response (P173811 US$20.0 million) was prepared swiftly to finance immediate COVID-19 relief measures, focusing on the health system response and social and financial support to the most vulnerable. The WB moved quickly to assist the GOH in conducting the PDNA after the 2021 earthquake. Resources from various WB- supported projects were deployed to respond to these shocks, including providing key ministries with reliable internet connectivity to ensure business continuity under challenging circumstances. 47. The quality of supervision was strong and ensured continuity in an ever-changing and challenging environment. Given the overall capacity constraints in the public sector, Haiti projects relied on project imple- menting units (PIUs) staffed by contracted personnel (FM, Procurement, Safeguards, and technical staff). Im- plementation support for these PIUs was further intensified during the CPF period. The Country Office added more decentralized sector staff and a prioritized budget for implementation support, enabling intensive super- vision. The Bank has also implemented major operational adaptations and innovations, including considerable investment in hands-on procurement support and in the implementation of urgent projects through UN agen- cies, enabling it to deliver results in an increasingly challenging environment. As a result, the annual disburse- ment ratio in Haiti—which was below the LAC region target of 20 percent from 2016 to 2018 —trended posi- tively since 2019 with the disbursement ratio reaching 21.7 percent in FY21 and a peak of 24.6 percent in FY22. 48. A solid program of 4465 ASAs was delivered during FY16–FY21 to address large knowledge gaps iden- tified by the 2015 SCD and provide strategic guidance to design the IPF portfolio and pipeline . Knowledge gaps covered included urbanization and urban mobility diagnostics, trade integration, private sector participa- tion in W&S, and health financing analysis, among others. Flagship ASAs included policy notes for governments, public expenditure/finance reviews, extensive energy, ICT, education and health sector work, and social assis- tance/protection work (see Annex 6). ASAs have helped maintain policy dialogue and informed decision-mak- ing at the sector level, advocated for important sectoral reforms, and paved the way for the lending pipeline. Core products delivered included the 2019 RRA. Note that timely delivery of the ASAs is key to the effective contribution to IPF and TA operations design. 49. The WBG engaged proactively with key development partners to maximize impact. Through ex- panded technical and financial cooperation, these partnerships have allowed the WB to successfully leverage 65 Plus two additional ASAs delivered during the gap years for a total of 46, with following numbers by leading Practice Groups: Equitable Growth, Finance & Institutions/EFI: 7, Human Development/HD:14, Infrastructure/INF: 11, and Sustainable Development/SD: 13; plus LCCHT: 1. 44 financing, coordinate actions, and maximize comparative advantages in key sectors. For instance, they have enabled: (i) the harmonization of policy dialogue with the government; (ii) the mobilization of parallel funding by Canada, USAID, and the IADB for the 5th General Population and Housing Census; (iii) the expansion of W&S coverage with the IADB (the IADB covers urban water supply while the WB targets small towns and rural areas); (iv) the more broadly sustained coordination in the north since 2010 for integrated regional development led by the EU, IADB, and the WB (infrastructure, roads, municipal development, etc.); (v) the enhancement of health service delivery and rapid-response mechanisms for cholera in collaboration with UNICEF, PAHO, USAID, and the Center for Disease Control; and (vi) the expansion of access to quality education with the IADB (the IADB builds the bulk of new schools while the WB focuses on improving access and quality) and school feeding with Canada, the Caribbean Development Bank, and the WFP. Project implementation also leveraged the pres- ence of United Nations agencies at decentralized levels (PAHO, WFP, FAO, and UNICEF). Co-financing partner- ships and trust funds have extended the WB’s reach in key sectors of Haiti. Around US$100 million in co-financ- ing have been integral for advancing Bank programs on health, education, agriculture, resilience, and flood mitigation, deepening joint action on these priority programs. 50. Implementation of the CPF’s risk mitigating measures has been effective and ensured continuity and sustained engagement. This has enabled the WBG to remain engaged, operationally active, and capable of continuing to deliver results in a very challenging country context. Special attention was given to close imple- mentation support, intensive sectoral engagement with counterparts and stakeholders, and the use of third- party implementors (specialized UN agencies, private sector, and NGOs) with adequate implementation and fiduciary capacities in support of PIUs. Other effective mitigating measures included support to activities strengthening transparency and accountability and demand for good governance through CE, enhanced capac- ity building in relevant ministries, and the incorporation of emergency financing components in projects to enable rapid response to emergencies. Nevertheless, residual high to substantial risks remain the reality of today’s working environment in Haiti. IV. ALIGNMENT WITH CORPORATE GOALS 51. The FY16–FY21 CPF supported several corporate priorities and IDA special themes. 52. The CPF program demonstrated a strong poverty focus across all strategic objectives by promoting inclusive growth, enhancing human capital, strengthening resilience, and reducing disaster-related vulnerabil- ity. For instance, increasing the yield of smallholder agriculture was seen as having high potential to contribute to large-scale poverty alleviation, along with infrastructure investments for growth. Under Focus Area 2, WBG investments in human development, such as primary education, MCH services, and cholera control (including W&S), were connected to impacts on nutrition, health, and public service delivery with a clear geographical focus on poor regions and demographics. Focus Area 3 addressed prevention and resilience-building to reduce vulnerability to natural disasters and protect household and individual livelihoods. Lives and assets can thus be better protected, and poverty reduced.66 53. The performance of the WBG program since 2016 was broadly aligned with the Bank’s FCV strategy 67 and demonstrated an acknowledgment of, and responsiveness to, selected fragility drivers and priorities identified in the 2022 SCD.68 The FY16–FY21 CPF recognized key FCV challenges and risks and was designed to be flexible based on changes in the context. The 2018 PLR resulted in progressive recalibration in the face of 66 The FY16–FY21 CPF objectives were broadly aligned with the Sustainable Development Goals (SDGs). While the CPF did not make explicit reference to the SDGs, it directly addressed eight of them: SDG 1, 3, 4, 6, 7, 8, 11, and 13. Stronger linkages to the corporate goals could be beneficial for designing an effective and monitorable RF. The next CPF could consider including more explicit alignment of its strategic objectives to the 2030 Agenda and other IDA priorities and frameworks with internationally endorsed definitions and metrics. 67 World Bank Group Strategy for Fragility, Conflict and Violence 2020–2025. Available at https://the- docs.worldbank.org/en/doc/699521582773856417-0090022020/original/FCVStrategyDigital.pdf. 68 Haiti Risk and Resilience Assessment Update, Deepening Engagement on Fragility: Review of the WBG Program in Haiti. Draft dated March 2023, World Bank. 45 deteriorating conditions and successive natural disasters, building on the lessons of the 2010 earthquake. The Bank demonstrated its ability to respond quickly to destructive and destabilizing shocks—including Hurricane Matthew in 2016, the COVID-19 pandemic, and the 2021 earthquake—by mobilizing over US$840 million in CRW and early response financing and activating CERCs. In response to reduced space for structural reforms, Bank-funded projects shifted focus onto resilience strengthening to mitigate deepening vulnerability and en- sure continued access to critical services and infrastructure. Against increasing institutional and governance dys- functionality at the central level, the Bank redoubled its focus on institutional capacity building at regional and mu- nicipal levels and support for cross-level coordination among institutions. Successive crises have catalyzed cross- sector, area-based collaboration between global practice teams, leveraging synergies to deliver innovative solutions. 54. The WBG in Haiti was committed to empowering women and girls with integrated and coordinated interventions across sectors. Significant efforts have been made to narrow gender gaps in the portfolio. Out of 26 projects approved since FY16, 25 have been validated with the gender tag.69 However, the existing mon- itoring framework must be further strengthened for proper monitoring. The publication of the 2023 Gender Assessment Report70 was part of these efforts. 55. Climate change, DRM, and CE were priorities for the FY16–FY21 CPF program, mainly because of Haiti’s high vulnerability to natural disasters. Building on a long-standing WB engagement in the sector, the CPF maintained the focus on building effective institutional and policy frameworks for climate resilience, while strengthening national policy for planning, monitoring, reporting, and improving the sectoral focus on transport, agriculture, health, and education, among others. The country’s climate resilience capacity has been significantly improved during the CPF cycle in terms of enhanced preparedness and rapid-response capabilities. Efforts to strengthen sustainability have been integrated portfolio wide. The climate co-benefits at project approval averaged 46 percent of total IDA commitments during the CPF period71 and exceeded the 2020 and 2025 WBG targets of 28 and 35 percent, respectively. Finally, all 10 newly approved projects in the WB portfolio during FY19– FY21 met the first two CE requirements at design stage (namely, citizen orientation and inclusion of beneficiary feedback indicator(s)). As regards the third CE requirement on the beneficiary feedback indicators reporting in ISRs from the third year of implementation, the compliance rates were lower—at 57 percent in FY20 (four out of seven projects monitored), 33 percent in FY21 (one out three projects monitored) but increasing to 100 percent in FY22 (with two out of the two projects monitored) reporting on beneficiary feedback indicators. V. LESSONS LEARNED 56. The CPF highlighted the importance of a pragmatic, flexible, adaptive, and risk-informed approach at both portfolio and project levels to sustain productive engagement and results even in a politically uncertain en- vironment prone to natural disasters and shocks. Leaving the outer years of the CPF unprogrammed provided flex- ibility for course correction and adjustments to respond to changing needs and priorities as the government’s polit ical will for meaningful reforms waned. For instance, PRELEN (P127203) shifted away from reforming the electricity utility EDH to focus on increasing access to on/off-grid RE and private capital mobilization while shoring up support for institutional reforms where possible and where achieved results could be further amplified (including education, health, transport, water, and DRM). The design of the new CPF may consider making this approach systematic, build- ing in responsiveness (for example, adjustments triggered by specific conditions or prerequisites). 57. The CPF showed the value and importance of investing in and protecting government capacities for delivery. The implementation of the WBG program in Haiti has been significantly affected by capacity con- straints throughout several CAS and ISN cycles. Removing these constraints should be viewed as an investment to ensure successful program implementation and, more importantly, to strengthen institutions at the country 69 P155201 Urban Management and Resilience is the only non-gender tagged project in the portfolio. 70 Haiti’s Untapped Potential: An Assessment of the Barriers to Gender Equality, Poverty & Equity Global Practice. 2023. World Bank Group. 71 44 percent for the FY22 gap year. 46 level. For instance, over two decades of steady WB support for DRM efforts in Haiti paved the way for the 2020 adoption under the PRGRD (P126346) of the national DRM system and the creation of the DGPC. With its insti- tutional mandate and strengthened capacity, the DGPC has been responding effectively to recent disasters. Similarly, significant results in local capacity building for delivery have been achieved in other sectors (agricul- ture, transport, and health). The WBG’s presence in-country is critical to building strong relationships with the government and engaging with and building capacities of key stakeholders. Going forward, capacity constraints should continue to be realistically assessed, and institutional/capacity strengthening should be prioritized and embedded in project design (including investing in hands-on support to strengthen supervision and enhanced implementation support with a full range of FCV operational flexibilities). 58. The existing CPF highlighted the value of complementarity in efforts across sectors and instruments (including collaboration with the IFC) for better results and impact. Mitigating the duality of complex and multidimensional interventions with simplified project design is a recurrent challenge. Promoting active coor- dination and synergy at the operational level across sectors and instruments in targeted geographic areas proved to be decisive in addressing this challenge and enhancing delivery while maximizing results and ensuring better sustainability. One such example was the effective coordination between the MCH project PASMISSI (P123706) and the rural and W&S project EPARD (P147970) in efforts to control cholera. Another is the collab- oration between the DRM project PGRD (P126346) and the education project PEQH (P155191), rehabilitating schools while also seeking to provide shelters in emergencies. Furthermore, the strategic use of analytic works proved critical to deepening engagement and providing entry points for future operations. As such, the vast array of sector analytics in education, health, energy, urban, and water sectors have provided foundations for new IPFs or additional financing. In the new CPF, seeking such synergies should be systematic. 59. Past years have also highlighted the challenges of maintaining an extensive portfolio in a context of deteriorating country conditions while testing ways to sustain WBG engagement. The 2018 PLR initiated the consolidation of the large legacy portfolio by focusing resources away from nonperforming interventions (port sector for IFC; tourism; governance reforms; and on-grid electricity access for the World Bank, among others) and on operations where results were being achieved because of long-lasting engagement and capacity built over time. These consolidation efforts were sustained during the gap years despite a significant funding in- crease to support GOH reconstruction’s priorities after the August 2021 earthquake. For instance, the territo- rial development focus and use of additional financing contributed to keeping the number of IPF projects stable at around 20. Many of the innovative operational arrangements introduced during the COVID-19 pandemic (such as remote work and supervision) remained effective tools during the gap years, and as such, provide a tested operational roadmap to sustain this engagement during the next CPF. For the next CPF, this highlights the importance of prioritized focus and selectivity (clear criteria based on country binding constraints and pri- orities where WBG can provide results) in a context of prolonged or increased operational challenges and de- creased space for addressing structural issues 47 LIST OF CLR ANNEXES CLR Annex 1: Status of HAITI FY16—FY21 CPF Results Matrix (Summary Table) Status at Overall rat- Description CLR ing Focus Area 1: Increasing Inclusive Growth: “Moderately Satisfactory” Objective 1: Contribute to Enhancing Economic Opportunities (reformulated) Indicator 1.1: Share of rural population with access to an all-weather road in the Center Artibonite Partially loop (existing) achieved Indicator 1.2: Number of new loans and outstanding portfolio/SME (#) (existing) Achieved 1.2.1 Volume of new loans and outstanding portfolio/SME (existing) Achieved Mostly Indicator 1.3: Percentage of adults (ages 18+) with a financial account at a formal institution (bank, achieved Achieved credit union, mobile) (existing) 1.3.1 Percentage of adult women (ages 18+) with a financial account at a formal financial Achieved institution (bank, credit union, mobile) (existing) Indicator 1.4: Volume of matching grants provided for regional development through the portfolio Mostly (RESEPAG II, RPL, BDI, and Cultural Heritage projects) (revised) achieved Objective 2: Increase Energy Access, Support to Renewable Energy, and Mobilization of Private Capital (refor- mulated) Indicator 2.1: Number of direct beneficiaries with electricity services financed by WBG operations Partially (disaggregated by gender) (revised) achieved Indicator 2.2: Overall available capacity of RE installed (revised) Partially Partially achieved achieved Partially 2.2.1: Number of households, businesses, and social services provided with RE (revised) achieved Partially Indicator 2.3: Private and commercial financing leveraged through CTF funding (new) achieved Focus Area 2: Enhancing Human Capital: “Moderately Satisfactory” Objective 3: Improve Access to Quality Primary Education (existing) Indicator 3.1: Development of QAS standards and assessments by MENFP and application in schools Achieved supported by the program (text) (new) Mostly Partially achieved 3.1.1 Number of primary students attending effective non-public schools (existing) achieved 3.1.2 Number of children enrolled in primary school through the provision of community Mostly education grants for school access (existing) achieved Objective 4: Increase Access to Health Services for Mothers and Children (existing)72 Indicator 4.1: Percentage of pregnant women giving birth at health institutions in the program’s four Mostly Achieved main target departments (Northwest, Northeast, Center, and South) (new) achieved Indicator 4.2: Percentage of children that are fully immunized in the program’s four main target de Partially partments (Northwest, Northeast, Center, and South) (new) achieved Objective 5: Control Cholera in Priority Communes (existing) Indicator 5.1: Case fatality ratio for hospitalized cholera cases (existing) Achieved Indicator 5.2: Increase in the number of people with access to improved water & sanitation (existing) Achieved Achieved 5.2.1. Increase in the number of people with access to improved water (existing) Achieved 5.2.2 Increase in the number of people with access to improved sanitation (existing) Achieved 72 All data tracked through Haiti’s health management information system. 48 Status at Overall rat- Description CLR ing Focus Area 3: Strengthening Resilience and Reducing Vulnerability to Natural Disasters: “Moderately Satisfactory” Objective 6: Strengthen Natural Disaster Preparedness and Response ( reformulated) Indicator 6.1: Number of CCPCs with comprehensive emergency response plans developed (new) Achieved Achieved 6.1.1 Percentage of population covered by an emergency radio communication network Partially (existing) achieved Objective 7: Improve Disaster Prevention & Strengthen Climate Resilience (Existing) Indicator 7.1: Number of people protected by new investments in flood mitigation and other climate Mostly resilient infrastructure, including drainage, reinforced bridges, and all-weather roads (existing) achieved 7.1.1 High-resolution digital elevation models, hazard maps, and data collected from hy- dromet networks are accessible on a centralized online geospatial data management plat- Achieved form (existing) 7.1.2 Number of people benefiting from investments to improve resilience to natural disas- Mostly ters and climate change impacts of the primary and secondary road network (existing) achieved 7.1.3. Number of people provided with improved urban living conditions in Cap Haitian Not (new) achieved Mostly Indicator 7.2: Number of direct beneficiaries of WBG recovery operations after Hurricane Matthew achieved Achieved (new) 7.2.1 Water: Number of people in rural areas provided with access to improved water Partially sources in zones affected by Hurricane Matthew (new) achieved 7.2.2 Agriculture: Number of people who received support to restore agricultural liveli- Mostly hoods in zones affected by Hurricane Matthew (new) achieved 7.2.3 Transport/DRM: Number of people provided with access from rehabilitated and/or Achieved reconstructed roads and bridges damaged by Hurricane Matthew (new) 7.2.4 Health: Number of people in hurricane-affected areas provided with access to health Achieved services (new) Cross-Cutting Theme – Governance, Transparency and Sustainability: “Unsatisfactory” Objective 8: Improve Fiscal Reporting and Accountability (existing) Partially Indicator 8.1: All of the government’s financial operations of go through a TSA (existing) achieved Partially Partially achieved 8.1.1 Preparation of comprehensive government annual financial statements (existing) achieved 8.1.2 A consolidated fiscal database (BOOST) is kept up to date and made publicly accessible Partially (existing) achieved Objective 9: Improve Data for Increased Evidence-Based Policy Making (reformulated) Indicator 9.1: Completion of census and publication of census results, including gender-disaggregated Not Not data (new) achieved achieved 9.1.1 Preparation and publication of vulnerability indicators for the entire national territory Not to inform basic service delivery policies achieved 49 Annex 2: Haiti FY16–FY21 CPF Results Matrix Evaluation Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) Focus Area 1: Increasing Inclusive Growth – “Moderately Satisfactory” Objective 1: Mostly Indicator 1.1: Share Baseline: 39% Partially achieved • In fragile and conflict affected countries, a simple project design Lending Contribute to achieved of rural population (2015) 44% (or 42% of targeted in- tailored to the implementation capacities may be helpful in ensur- Completed Enhancing Eco- with access to an all- crease, Aug 2020) ing satisfactory project implementation and results. A multisector nomic Opportu- weather road in the Target: 51% project with multiple entities proved challenging in Haiti’s opera • HT Center and Artibonite Regional Develop- nities (reformu- Center Artibonite (2021) Source: Feb 2021 ICR CAL tional context. ment/CAL (P133352) – Closed Ongoing lated) loop (existing) (P133352), 1st PDO indicator • In Haiti, the use of local SMEs for the implementation of road works is building local expertise that will be able to respond to • HT Rural Accessibility & Resilience Project needs in the medium- and long-term and ensure an even higher (P163490) and Additional Financing (P173281) impact of project implementation. It has been observed that this also helps maintain a good pace of project implementation when • Cap Haitian Urban Development (P168951) a crisis such as COVID 19 or political violence occurs. (Newly approved in late FY21 and FY22) • In addition, the use of labor-intensive works and the prioritization • Resilient Connectivity and Urban Transport of interventions by the local communities themselves increases Accessibility Project/RUTAP (177210) the projects’ impact and enhance CE , thus facilitating all Bank in terventions in the country. Indicator 1.2: Num- Baseline: 496 Achieved • Demand remains high for blended finance derisking instruments • IFC: SOGESOL/Small Loan Guarantee Pro- ber of new loans and (2014) 1,421 (or 210% of target, such as the Small Loan Guarantee program (100% utilization in one gram/SLGP (42221) outstanding portfo- Target: 675 2021), of which 1,071 from quarter). • IFC Haiti Leasing (41185) lio/SME (#) (existing) (2021) SOGESOL plus 350 from Ayiti • The volatile political situation greatly impacts portfolio and invest- Leasing. ment execution. • Some success with GAFSP and PSW, but more funding is required Source: IFC Development Out- to support more advisory initiatives. come Tracking System (DOTS) • Local currency funding or swaps are important due to currency de- 2.0 reports for SLGP/SOGE- valuation. SOL (42221) & • Leasing: TA is key for creating markets and funding a new industry. Ayiti Leasing (41185) Investment in the sector was largely facilitated by the foundations AyitiLeasing_DOTS_2022.pdf laid out by the TA project in terms of decision-making, credit un- Sogesol_DOTS_2022.pdf derwriting standards, IT solutions, training, etc. 1.2.1 Volume of new Baseline: Achieved • Pricing: Most projects require BF/PSW support for risk/pricing/lo- loans and outstand- US$16.7 mil- US$46.6 million (or 139% of cal currency issues. Haiti’s credit rating makes all project Tier III, ing portfolio/SME lion (2013) target, 2021), of which with increased scrutiny and processing costs. (existing): Target: US$ US$38.3 million from SOGE- • Concentrated sector: None of the players, not even the largest sys- 33.6 million SOL plus US$8.3 million from temic banks, comply with the IFC’s financial ratios (in EGER and RP (2021) Ayiti Leasing. in particular). Scaling up would require changes in underwriting cri- teria/additional support from BF/, and regulatory reform. Source: IFC Development Out- • BF/PSW is key, but processing is cumbersome: This type of IFC 3.0 come Tracking System (DOTS) project could not be achieved without the support of BF/PSW. 50 Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) 2.0 reports for SLGP/SOGE- Unfortunately, the associated processing costs are an obstacle to SOL (42221) & scaling up. Ayiti Leasing (41185) • Strong government commitment is essential to expand the role of the private sector and attract private investment. Greater mobili- zation of private investment and the long-term encouragement of stakeholders, including by IFC and MIGA, would be facilitated by the sharpening and strengthening of the government’s private sec tor agenda and dialogue and require continued improvement in the business environment, including through policy reform. Con- tinued positive signals from the government, such as commitment to improvements in security and the judicial system as well as ef- forts to fight corruption, will be critical to underpin private sector- driven growth. Coordinated intervention between WBG institu- tions has helped converge efforts and mobilize resources around such areas. Indicator 1.3: Per- Baseline: 20% Achieved • Haiti has prioritized financial inclusion. The central bank, a stable Newly approved in late FY21 and FY22 centage of adults (2014) 28.2 (2017) or 107% of the and professional institution, has championed this cause and set up • Haiti Digital Acceleration Project (P171976) (ages 18+) with a fi- Note: FINDEX 10% targeted increase for the a financial inclusion unit with support from the “HT Increasing Ac nancial account at a reports ages CPF period. cess to Responsible Financial Service-P155910” project. formal institution 15+ and value • Despite the strong counterpart support for this activity, it was im- Non-Lending (bank, credit union, for 2014 is Source: Global FINDEX data. portant for the project to stay engaged over a long period to be Completed mobile) (existing) 17.5% No updated value reported in able to achieve results. Things in Haiti move slowly and unpredict- • HT Increasing Access to Responsible Financial 2021 for Haiti in Global ably, especially in relation to legal (and regulatory) reform. Over Services (P155910) Target: 30% FINDEX Data the years we saw progress in some respects (for example, on se- • HT Complement: Strengthening Competitive- (2021) Findex 2021 (HT in line 200).xlsx cured transactions and credit bureau), while in some other areas ness Implementation Capacities (P147205) 1.3.1 Percentage of Baseline: 17% Achieved progress was mixed (for example, in the case of reforms related to adult women (ages (2014); 27.1% (2017) or 129% of the the protection of financial consumers) and no progress in others 18+) with a financial Note: FINDEX 11% targeted increase for the (for example, the reform of the issuance laws). In the case of the account at a formal reports ages CPF period. latter, a draft insurance law was drafted in 2012/2013. As far as we financial institution 15+ and that know it has not advanced to parliament despite broad agreement (bank, credit union, the figure for Source: Global FINDEX data. that better regulation and supervision is needed for this vital activ- mobile) (existing) 2014 is 14.2% No updated value reported in ity. 2021 for Haiti in Global • Given the complexity of legal reforms, it can in some cases be more Target: 28% FINDEX data. feasible to attempt to achieve reform through decrees or regula- (2021) Findex 2021 (HT in line 200).xlsx tions. Such decrees or regulations are not as solid as laws, but they can help move the needle (for example, the microfinance decree, which was originally drafted as a law, but then issued as a presi- dential decree). • If possible, having frequent and fluid communication with counter- parts with a presence in Haiti can be very helpful to implement in- novations and achieve results. In addition to facilitating clarifica- tion on technical aspects, in-person interactions can be very useful 51 Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) to better understand and help address political economy con- straints that limit the implementation of reforms. Indicator 1.4: Vol- Baseline: 0 Mostly achieved RESEPAG II (P126744): Lending ume of matching (2015) US$10.6 million (or 59% of • Rehabilitation of hydro-agricultural infrastructures following an Completed grants provided for Target: US$ target; before closing in adapted, more resilient design and an integrated landscape ap- regional develop- 18 million March 2022) proach and promoting community participation, which has proven • HT Relaunching Agriculture: Strengthening Agriculture Public Services II RESPAG II ment through port- (2021) to be very effective and offered much better resilience to the latest folio (RESEPAG II, Source: ICR RESEPAG II shocks (earthquake, tropical storms) while generating jobs. (P126744) and Additional Financing RPL, BDI, and Cul- (P126744) Annex 4, para. 20 • By promoting agricultural subsidy mechanisms (farmer subsidy (P163081) – Closed • HT Business Development and Investment tural Heritage pro- page 51 scheme), the GOH, with WB support, has taken the lead in design- jects) (revised) Not including over US$1.0 mil- ing and implementing an innovative support mechanism for small- Project/BDI (P123974) – Closed lion reported by other project holder farmers to promote climate and nutrition-smart agricul- • HT Cultural Heritage Preservation and Tour- ism Sector Support Project/PAST (P144614) teams for RPL, BDI or PAST, ture. but not verified in ISRs/ICRs73 • Given the difficulties of connecting with Port-au-Prince for security Ongoing reasons due to gang activities, it is important to establish strong • Climate Resilient and Sustainable Agriculture (P172592) local project coordination with enough autonomy to limit travel to Port-au-Prince. • Emergency Resilient Agriculture for Food Se- • Having rural producer organizations mobilize their own funds to curity Project/PARSA (P177072) • HT Resilient Productive Landscapes/RPL cofinance their activities is a promising dynamic that should be cap- italized on since it can in the long term help modify the behavior of (P162908) and Additional Financing beneficiaries gradually evolving from a predisposition to assistance (P175176) Newly approved in late FY21 and FY22 to a true partnership. • Adaptive Social Protection for Increased Re- PAST (P144614): silience Project (P174111) • Private Sector Jobs and Economic Transfor- • The large number of partners with different institutional capacities made it difficult to coordinate the project. mation/PSJET (P173743) • The project was too dense, complex, and ambitious considering the allocated resources and time . BDI (123974): • The project restructured the original individual matching grants (which lacked the scale to solve market failures) aggregating them to provide working capital, so farmers could avoid intermediaries capture by hiring the services of collectors, processors, exporters, and brokers as service providers. After the products have been ex- ported, the capital is refunded and a “performance grant” is awarded to the farmers, deposited as working capital for the fu- ture in a financial institution. 73 Over US$1.0 million reported by other project teams for RPL (P162908), BDI (P123974) or PAST (P144614), were not included in the final aggregated value of this indicator. Corresponding volumes of matching grants provided through these projects as reported by the project national teams are as follows: a) US$ 500,000 as of May 2022 for PAST, and US$512,854 as of Nov 2021 for BDI. 52 Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) Additional evidence: The RESEPAG II project led to enhanced market opportunities for smallholder rural producers and their organizations that were strengthened (via enhanced technical and managerial capacity), provided with access to finance (via matching grants), and better linked to markets and traders, which in turn may lead to increased average producer prices and a greater share of benefits accruing to producers. In all, 132 rural producer organizations received direct support via matching grants to carry out investment subprojects, benefiting a total of about 7,452 households.74 Funding granted under the Community Fund for tourism development and funding of cultural events in the PAST project (US$10,000 on average) aimed to support local initiatives which focus on promoting tourism and the enhancement of cultural heritage in the North and Northeast departments. Objective 2: In- Partially Indicator 2.1: Num- Baseline: Partially achieved • The strategy should include securing stapled financing and risk mit- Lending crease Energy achieved ber of direct benefi- 18,000 (2015) 151,822 (or 41.4% of target igation instruments to attract and support the mobilization of pri- Completed Access, Support ciaries with electric- Target: of which 50% female) (Aug vate capital for RE. to Renewable ity services financed 365,000 2020) • The country context requires great flexibility to adjust to potential • HT Rebuilding Energy Infrastructure and Ac- Energy, and Mo- by WBG operations (2021) shocks or quickly build on periods of stability. cess/PRELEN (P127203) – Closed Ongoing bilization of Pri- (disaggregated by Source: ICR of PRELEN vate Capital (re- gender) (revised) Of which fe- (P127203) per DO Ind 3 di- • HT Modern Energy Services for All/CTF formulated) male benefi- rect beneficiaries from new (P154351) ciaries 75 • Renewable Energy for All/SREP (P156719) or improved access to Baseline: n/a electricity and Additional Financing (P174736) (2015) No additional beneficiaries Non-Lending Target: reported by SREP (P156719) • HT Energy Policy Dialogue (P165941) – Com- 187,500 ISR Seq No 7-Jan 2022 pleted (2021) Indicator 2.2: Overall Baseline: 18 Partially achieved • The strategy to mobilizing the private sector for projects using a Lending available capacity of MW (2015) 21.1 MW (34% of the tar- PPP approach to promote RE and increase energy access highly de- Completed RE installed (revised) Target: 27 geted capacity increase with pend on the country context and the ease of doing business. The MW (2021) additional 3.1 MW from PRE- new CPF should plan mitigating measures for challenges related to • HT Rebuilding Energy Infrastructure and Ac- LEN, Aug 2020). these aspects and ensure a mix of standard project finance and cess/PRELEN (P127203) – Closed Ongoing PPP transactions which can take longer to implement. Source: ICR PRELEN • HT Modern Energy Services for All/CTF (P127203) page 52 for ca- (P154351) • Renewable Energy for All/SREP (P156719) pacity of RE (including hydro- power) built or rehabilitated and Additional Financing (P174736) 2.2.1: Number of Baseline: 0 Partially achieved Lending households, busi- (2015) installation of 2,038 solar Completed nesses, and social ser- streetlights and 19,040 off- • HT Rebuilding Energy Infrastructure and Ac- vices76 provided with Target: grid connections (including cess/PRELEN (P127203) – Closed RE (revised) 37,200 (2021) schools)” Ongoing Source: ICR PRELEN (P127203) for IR.3. Value in- • HT Modern Energy Services for All/CTF (P154351) creased to 14,568 or 39 per- cent of target as of Jan 2022 74 RESEPAG II ICRR dated November 2022, para. 29. 75 “Improved” electricity access is defined as people who experienced an improvement in the quality of their electricity service through grid rehabilitation work in- and outside of Port-au-Prince 76 “Social services” are defined as the public or community services such as schools, hospitals, communities-zones, churches, mosques, etc. 53 Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) per ISRs Seq 8 for CTF • Renewable Energy for All/SREP (P156719) (P154351) and SREP and Additional Financing (P174736) (P156719) Indicator 2.3: Private Baseline: 0 Partially achieved77 • Challenges to attract private and commercial financing due to frag- Lending and commercial fi- (2018) US$1.36 million (or 13.6% of ile country context. Ongoing nancing leveraged Target: 10.00 target) US$0.9 million from through CTF funding million (2021) CTF by June 2021 plus • HT Modern Energy Services for All/CTF (P154351) (new) US$0.46 million from SREP. • Renewable Energy for All/SREP (P156719) Source: ISR Seq No 7 for CTF and Additional Financing (P174736) (P154351) PDO Ind 3 for June 2021, & ISR Seq No 8 page 18 for SREP (156719). With combined value in- creased to US$2.86 million by Jan 2022 Additional evidence Indicator 2.1: Estimates of direct beneficiaries include (a) 151,822 people benefiting from new or improved access to electricity by August 2020 per PRELEN ICR. This number increased to a total of 214,422 by June 2022 (151,822 direct beneficiaries benefited from new or improved access to electricity), of which 50% are female (by Aug 2020) per DO Ind 3 of ICR PRELEN P127203 complemented by 53,000 people provided with new or improved electricity by Dec 2021 (of which 50% women) per ISR Seq No 8-Jan 2022 of SREP (P156719), and 9,600 people provided with access to electricity by hold connections-Other RE: Off-grid by Jan 2022 per PDO1 of ISR Seq No 8 of CTF (P154351). Indicator 2.2: Value increase by 2.5 MW (hydro from rehabilitated Drouet Plant for a total of 23.6 MW (18 + 3.1 + 2.5) of installed capacity by June 2022). The installed RE capacity involved: (a) solar public lighting in the metropolitan area (Delmas, Nazon, Carrefour Feuille) 0.087 MW; North (Milot, Dondon, Labadie): 0.082 MW; solar PV plant at Champ de Mars: 0.1 MW; public schools: 0.314 MW under project P127203; and (b) the rehabilitation of the 2.5 MW Drouet mini-hydroelectric power plant under project P156719. Indicator 2.2.1: Estimates of the number include: (a) 405 schools in the 10 departments under project P127203; (b) 32 government offices, 45 commercial and industrial enterprises under project P156719; and (c) 2,666 households that purchased VeraSol Certified Solar Home Systems as part of P154351. Indicator 2.3: US$0.06 million in interest received as of March 31, 2022, under project P154351. In addition, the WB program supported the creation of an energy policy unit in the MTPTC, a sector regulator, the OGEF, and the preparation of a draft RE law on supported by the Haiti Energy Policy Dialogue FY18 (P165941) project, which together can provide a foundation for the development of a new, competitive model of governance to support an equitable and inclusive transition to RE. The Haiti Modern Energy Services for All (P154351) project has established the OGEF to provide equity, loans, grants, and TA to businesses in the off-grid electrification sector with accelerated progress in recent months after 2021. Focus Area 2: Enhancing Human Capital – “Moderately Satisfactory” Objective 3: Im- Mostly Indicator 3.1: Devel- Baseline: Achieved 3.1: Suggestion for the new CPF: In accordance with the design of the Lending prove Access to achieved opment of QAS Minimum Student learning assessments new project PROMESSE (P174707), the following indicator, baseline, Completed Quality Primary standards and as- norms, stand- and learning conditions assess- and target can be considered. Education (exist- sessments by MENFP ards, and as- ments applied in all public and • Indicator: Development and implementation of a national assess- Providing an Education of Quality in Haiti/PEQH (P155191) and Additional Financing (P165507) ing) and application in sessments for non-public schools supported ment framework. schools supported by school learn- by the program (April 2021) • Baseline (2022): No national assessment framework available. Ongoing the program (text) ing conditions 77 As per the January 2022 ISR. 9,600.00 people were provided with access to electricity by household connections Off-grid. In the ISR dated Mars 2023 , 27,922.00 people benefit from private and commercial financing leveraged through CTF funding. 54 Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) (new) do not exist Source: ISR Seq 10, IRI1 of PEQH • Target (2026): National assessment framework developed, and as- • Promoting a More Equitable, Sustainable, (2015) (P155191) sessments piloted in a representative number of schools. and Safer Education/PROMESS (P174707) Target: Stu- Non-Lending – Completed dent learning 3.1.1: • Suggestion for the new CPF: In accordance with the design of • HT Education NLTA (P153557) – Completed assessments the new project PROMESSE (P174707), the following indicator can be • HT Social Sectors Knowledge (P148438) – and learning considered. Completed conditions as- • Indicator: Cumulative share of project-supported non sessments public schools receiving a performance bonus for improv- applied in ing or maintaining a high-performing score. Baseline schools sup- (2022): 0%; Target (2026): 75% ported by the program 3.1.2: • In accordance with the design of the new project PROMESSE (2021) (P174707), the following indicator can be considered for the CPF: 3.1.1 Number of pri- Baseline: Partially achieved • Indicator: Students enrolled in public schools supported Lending mary students at- 100,00079 208,92080 (64% of target) by the project that benefit from school improvement in- Completed tending effective78 (2015) Of which women: 48% (or terventions. • Education for All Fast-Track Initiative Cata- non-public schools Tar- 100,476) lytic Fund/EPT (P114174) – Closed (existing) get: 270,000 Baseline (2022): 0 • HT Education for All Project - Phase II /EFA II (2021) Source: HT PEQH (P155191) Target (2026): 111,350 ISR Seq No. 10 PDO3.c (P124134) – Closed Of which • Providing an Education of Quality in women: 50% page 9 for 73,864 by Nov 2021 & Haiti/PEQH (P155191) and Additional Financ- ing (P165507) – Closed NOTE: EFA II ICR PDO1, page 93 PLR value is for 135,056 different for baseline of Task team calculation & gen- closest pro- der breakdown per PIU esti- ject-level indi- mates, not verified in cator in port- ISRs/ICRs folio 3.1.2 Number of chil- Baseline: Mostly achieved Lending dren enrolled in pri- 6,000 (2015) 29,102 (83% of target as of Completed mary school through Target: Feb 2021) 78 An “effective school” is a school that shows improvements in learning and learning conditions through the implementation of a quality assurance system and the use of Result-based mechanisms. 79 Source: ICR of the EFA II project that closed in 2018 (ICR_EFA-II) – page 94 – IRI I (former PDO I). 80 The number for June 2021 comes from the ICR of EFA II (P124134) and the HT PEQH (P155191) ISR Seq No. 10 of Nov 2021 portal. Since this number is cumulative and there was about one year of overlap in 2017–2018 between EFA II and the PEQH project, this number was calculated as the sum of the cumulative number of students having attended the old program as of 2015 (this program closed in 2018; the cohorts that were there in 2012–13 exiting gradually and fully exiting by 2018) and the cumulative number of students having attended the new program that started in 2018 as of June 2021. Hence the total of 208,920 = 135,056 + 73,864. The PIU provided breakdowns by gender. The baseline in 2015 should have been 135,056 instead of 100,000. Female numbers were not reported on in the ISRs of the PEQH Project. Therefore, for the 2021 values, gender-disaggregated data come from the Project Implementation Unit’s M&E, combining the cumulative numbers for the EFA II project - P123134 (which made the baseline) and the cumulative number as of Nov 2021 for the PEQH project. The estimated female rate was calculated as (65,592+34,908)/(135,056 + 73,864), using cumulative annual enrollment numbers per the ISR. 55 Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) the provision of com- 34,000 (2021) Source: ISR Seq 10 PDO3.a • Providing an Education of Quality in munity education PEQH (P155191) Haiti/PEQH (P155191) and Additional Financ- grants for school ac- Value increased to 38,470 as ing (P165507) cess (existing) of April 2022 per ISR Seq 11 Ongoing same PDO3.a PEQH • Promoting a more Equitable, Sustainable and Safer Education/PROMESSE (P174707) Additional evidence: • 3.1: The QAS has gradually been implemented since FY17, with data gathered through school principal and teacher questionnaires in 2017, 2020, 2021, and 2022. Reported data in the CLR (also PDO2 indicator in the PEQH RF) is the net proportion of schools that improved their learning conditions scores, that is, 81.5% of public schools and 79.3% of non-public schools for the same period (2021–2022 comparison is under analysis). • Number of children enrolled in public basic schools of PEQH sub-components 2.2 and 2.3 (“minimum optimal approach” and “minimal approach”); of which number of girls (cumulative): 2020– 2021 value achieved: Total: 163,541 (of which girls: 73,730); 2021–2022 value achieved: Total: 222,715 (of which girls: 100,826). Objective 4: In- Mostly Indicator 4.1: Per- Baseline: 30% Achieved • Reductions in institutional deliveries resulting from the pandemic Lending crease Access to achieved centage of pregnant (2015) 43.92% by Dec 2019 and ex- and increased mobility restrictions due to a sharp rise in violence Completed Health Service women giving birth Target: 41% ceeding the end target. have put women at increased risk of maternal mortality from ob- • HT Improving Maternal and Child for Mothers and at health institutions (2021) Source: May 2021 PASMISSI stetric complications. The new CPF should include considerations Health/PASMISSI (P123706) and Additional Children (exist- in the program’s four (P123706) ICR.PDO Ind 2. on strengthening the resilience of essential health services to Financing (P163313) and Supplement ing)81 main target depart- With original and formally re- shocks (natural or manmade disasters or pandemics). (P144791) – Closed ments (Northwest, vised project targets ex- Ongoing Northeast, Center, ceeded. • Strengthening Primary Care and Surveillance and South) (new) in Haiti/PROSYS (P167512) and Additional Fi- NOTE: Lack of alignment be- nancing (P178755) tween CPF indictor and corre- • Haiti COVID-19 Response (P173811) sponding project-level indica- tor (baseline & target values Non-Lending/Closed make assessment and valida- • HT Using Innovative Mechanisms in the tion open to interpretation). Health Sector to Reduce Gender Inequalities Indicator 4.2: Per- Baseline: 41% Partially achieved • The drop in immunization coverage resulting from the COVID-19 and Enhance Economic Opportunities for centage of children (2015) 47.57% by Dec 2019 pandemic, growing insecurity in the country, and overall deterio- Women (P164065) –Closed that are fully immun- Target: 53% ration of the MSPP’s capacity reveal weaknesses in the health sys • HT Health Financing ESW (P152367) – Closed Source: May 2021 PASMISSI • HT Social Sectors Knowledge (P148438) – ized in the program’s (2021) (P123706) ICR.PDO Ind 2. fall- tem’s resilience to emergencies and to ensure basic service deliv four main target de- ery. The new CPF should include considerations on restoring and Closed PLR values ing short of project-level tar- • Universal Health Coverage and Pandemic partments (North- get. protecting essential health services that are key to reducing infant west, Northeast, are different and child mortality. Preparedness in Haiti (P164060) – Closed Center, and South) for baseline & NOTE: Lack of alignment be- target of clos- tween CPF indictor and corre- (new) est project- sponding project-level indica- level indicator tor (baseline & target values in portfolio make assessment and valida- (PASMISSI) tion open to interpretation). Additional evidence: As reported in the ICR of PASMISSI (World Bank, May 2021), there was a significant expansion in access to cost-effective preventive MCH services under the MSPP's RBF model supported by WB-funded PASMISSI (P123706). One of the main innovations of the RBF model was its reliance on results-based payments to service providers for the delivery of a package of selected 81 All data tracked through Haiti’s Health Management Information System. 56 Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) healthcare services following predefined clinical and reporting protocols. Both the quantity and quality of the services were externally verified, and payments were adjusted according. After the successful implementation of a pilot at seven health facilities in 2014, the RBF model, together with its rules and regulations, clinical and reporting protocols, and M&E system, was expanded to 135 health facilities (later to 188) in the four PASMISSI-targeted departments (Northeast, Northwest, Center, and later on South). The successful implementation of the RBF model reflects the close coordination with other donors, in particular Canada and USAID, and strong stewardship by the MSPP. In addition, the COVID-19 Response project (P173811) contributed overall to the strengthening of disease surveillance capacity and testing accuracy in Haiti including to the benefits of mothers and children. Objective 5: Achieved Indicator 5.1: Case Baseline: 1% Achieved • Successful vertical surveillance and response mechanisms for chol- Lending Control Cholera fatality ratio for hos- (May/June 0% (100% of target as of June era control need to transition to the broader health system to re- • HT Improving Maternal and Child in Priority Com- pitalized cholera 2015) 2020) spond to any other diseases. This transition has not taken place Health/PASMISSI (P123706) and Additional munes (existing) cases (existing) Target: <1% Source: May 2021 ICR and should be part of the new CPF (it is supported by P167512). Financing (P163313) and Supplement (2021) PASMISSI (P123706) PDO Ind (P144791) – Closed 4, page 36 • HT Sustainable Rural and Small Towns Water (No new cases reported after- and Sanitation Project/EPARD (P148970) and ward for three years until new Additional Financing (P163194) cholera cases were reported • Strengthening Primary Care and Surveillance in October 2022); paho-sitrep- in Haiti/PROSYS (P167512) and Additional Fi- n1cholera-haiti13102022-f0.pdf nancing (P178755) Indicator 5.2: In- Baseline: 0 Achieved Non-Lending crease in the number (2015) 390,057 (162% of target in • Haiti Water and Sanitation Sector Reform of people with access Target: Feb 2021) per combined val- Consolidation Support (P143604) – Closed to improved water & 241,000 ues of 5.2.1 & 5.2.2 below) • Support on Groundwater Resources to Haiti's sanitation (existing) (2021) Source: ISR Seq 12 EPARD Water and Sanitation Directorate (P160532) (P148970) – Closed 5.2.1. Increase in the Baseline: 0 Achieved • HT Country WASH Poverty Diagnostic number of people (2015) Actual: 363,621 (167% of tar- (P150705) – Closed • Haiti Water and Sanitation Monitoring and with access to im- Target: get in Feb 2021) proved water82 (ex- 218,000 Technical Support (P171390) – Closed in De- Source: EPARD.ISR Seq 12 cember 2022 isting) (2021) PDO Indicator2 5.2.2 Increase in the Baseline: 0 Achieved number of people (2015) 26,436 (115% of target in Feb with access to im- Target: 2021) proved sanitation83 23,000 (2021) Source: (existing) EPARD.ISR Seq 12 PDO Indicator 5, page 9. 82 Access to improved water sources is defined as the people who benefited from water works financed under the project {EPARD} during the reporting period. This includes construction or rehabilita- tion of piped water systems, with access through (i) household connections inside or outside the house with service paid through metered consumption), (ii) public standposts (service paid by the bucket), (iii) public kiosks (free service), or (iv) through non-piped infrastructure including boreholes, protected dug wells and protected springs. 83 Access to improved sanitation is defined as the people who benefited from sanitation activities financed under the project {EPARD} during the reporting period, in particular people who have con- structed their own pit latrines following awareness-raising and sanitation marketing activities financed by the project. A pit latrine is considered improved as its design allows to avoid contamination of groundwater and keep the user safe from contact with feces (UN definition) 57 Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) Additional evidence: Focus Area 3: Strengthening Resilience and Reducing Vulnerability to Natural Disasters – “Moderately Satisfactory” Objective 6: Mostly Indicator 6.1: Num- Baseline: 0 Achieved DRM (from PGRAC ICR & HYDROMET Reports): Lending Strengthen Nat- achieved ber of CCPCs with (2018) 20 (100% of target, Nov 2019) A) PRGRD: • Stakeholder consultations and continued collaboration Completed ural Disaster comprehensive Target: 20 (including bottom-up participation), as well as long-term engage- Preparedness emergency response (2021) Source: 20 CCPC plans are in ment with the client, are critical for achieving results, especially in • HT Disaster Risk Management and Recon- struction/PRGRD (P126346) and Additional and Response plans developed project files. But the number poor FCV countries. The WB’s long-term engagement with Haiti’s (reformulated) (New) is not reported in ICR or ISR of government and communities paid off and led to the formulation and Financing (P163199) – Closed supporting projects PGRD & adoption of the National DRM Strategy, and a policy dialogue with • HT Infrastructure & Institutions Emergency Recovery (P120895) and Additional Fi- PGRAC as there is no specific the client over the years led to the preparation and adoption of the project-level indicator track- DRM legal and institutional framework and the enactment of the Na- nancings (P130749 & P156049) – Closed ing the number of CCPCs. tional DRM System after more than 10 years in the making. This was Ongoing Plan de contingence a transformative outcome. • Strengthening DRM and Climate Resilience 6.1.1 Percentage of Baseline: 0 Partially achieved • The multisector approach and DRM mainstreaming are critical to Project/PGRAC (P165870) and Additional Fi- population covered out of 10 de- Actual: 40% achieving sustainable DRM outcomes and promoting DRM in the core nancing (P178747) by an emergency ra- partments sectors of the economy, including transport. • Cap Haitian Urban Development (P168951) dio communication covered Source: ICR PGRD (P126346) B) Hydromet project: • Close coordination with the actions supported network (existing) (2015) page 13 para. 19 mentioned by the World Meteorological Organization (WMO) as from project Newly approved in late FY21 and FY22 Target: 100% that a national radio commu- design and throughout project implementation during the deploy- • Adaptive Social Protection for Increased Re- (2021) nication system has been initi- ment of the Climatological and Hydrological Database Management silience Project (P174111) ated and at least four pilot de- System (MCH) was a good practice that led to synergies, complemen- partments have been con- tariness, optimization of resources, and highly positive results. Non-Lending nected to the national level • Close monitoring and strong technical support from the WB to the • Building Disaster and Climate Resilience in (2018) PIU is essential to compensate for low technical and project manage- Haiti (P155084) – Closed ment capacity and ensure the main project objectives and activities are achieved. Additional evidence: 6.1: DGPC reports that 73 of 140 CCPCs (that is, 52%) have developed a comprehensive emergency response plan with the support of WB-financed projects (PRGRD). This contributes to the total of 76% of CCPCs in the country that have an emergency response plan. The PRGRD also provided a series of training sessions to the CCPCs to build their capacity to better respond to emergencies. Thus, 119 CCPCs (that is, 85%) improved competencies in emergency planning and management (level 2 certification) (PRGRD). 6.1.1: A national radio communication system was developed and piloted in four departments, and coastal equipment was installed to cover 80 percent of Haiti’s population (2018). Objective 7: Im- Mostly Indicator 7.1: Num- Baseline: 0 Mostly achieved 7.1: • Importance of strengthening funding for the maintenance and Lending prove Disaster achieved ber of people pro- (2015) 2.77 million (92% of target) cleaning of canals (FER) to prevent flooding • HT Disaster Risk Management and Recon- Prevention and tected by new in- Target: 3 mil- • Improve the introduction of nature-based solutions in protection struction/PRGRD (P126346) and Additional Strengthen Cli- vestments in flood lion (2021) Source: solutions (mixed and green solutions) Financing (P163199) – Closed mate Resilience mitigation and other ICR PRU (P120895) PDO2 for • RP : esson learned: a) reluctance to genuine change of some tar 84 (existing) climate resilient 1.1 M (June 2018) get communities; and b) struggles for influence over the control of 84 The number 1.1 million of beneficiaries of was very conservative given the project’s achievements and the strategic importance of the roads section that were rehabilitated under the project. The project allowed to restore connectivity on RN2 and RN4 for (theses roads only connect more than 2.6 million people). The direct beneficiaries for the roads were estimated at 884,000 people. In addition, the projects also financed the rehabilitation of the road Cap-Haïtien – Labadie (connecting 25 000 people), and financed the cleanup of canals and drainages works to protect more than 350,000 people living in the localities of Citée l’Éternel and Citée de Dieu). 58 Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) infrastructure, in- ICR CAL/BCA(P133352), PDO3 works by local authorities. Proposed solutions: a) conducting infor- • HT Infrastructure & Institutions Emergency cluding drainage, re- for 123 500 (Aug 2020), and mation meetings, discussions, and exchanges within these communi- Recovery/PRU (P120895) and Additional Fi- inforced bridges, and ties for the purposes of mobilization, environmental education, and nancings (P130749 & P156049) – Closed ICR PRGRD (P126346), PDO3 all-weather roads local awareness; b) development of synergies between the actors to • HT Strengthening Hydro-Met Services 150.000 (by June 2020) + (existing) avoid any possible risk of blockage and their integration at different (P148259) – Closed 1.4M (not included in RF but levels in the decision-making processes and the implementation of • HT Center and Artibonite Regional Develop- stated in ICR page 14 para. works. ment (P133352) – Closed 2185. 7.1.1: DRM ONLY: • Have opted to install an open-source software • HT Municipal Development and Urban Resili- developed by the WMO called the Meteorological, Climatological and ence (P155201) Hydrological Database Management System (MCH) as the national • HT Rural Accessibility & Resilience Project hydromet platform was a critical choice to ensure sustainability. That (P163490) and Additional Financing also led to synergies, complementarities, and optimization of re- (P173281) sources with the WMO, as well as highly positive results. • Strengthening DRM and Climate Resilience Project/PGRAC (P165870) and Additional Fi- 7.1.2: • The capacity to intervene quickly to restore communication nancing (P178747) in the event of an emergency is greatly increased with the pre-pur- • Cap Haitian Urban Development (P168951) chase and availability of emergency bridges. • Emergency Resilient Agriculture for Food Se- curity Project/PARSA (P177072) • Resilient Connectivity and Urban Transport Accessibility Project/RUTAP (177210) Non-Lending • Building Disaster and Climate Resilience in Haiti (P155084) – Closed • HT Municipal Urbanization Review (P156561) – Closed 7.1.1 High-resolution Baseline: No Achieved Lending digital elevation (2015) Yes Completed models, hazard Target: Yes Source: 2020 ICR PGRD page • HT Disaster Risk Management and Recon- maps, and data col- (2021) 11 para. 18 mentioned that struction/PRGRD (P126346) and Additional lected from hy- by closing, the entire country Financing (P163199) – Closed dromet networks are was covered by a high-resolu- accessible on a cen- tion digital elevation model tralized online geo- and high-resolution aeropho- spatial data manage- tography that were used to ment platform (exist- generate the first detailed hy- ing) drological risk model. 7.1.2 Number of Baseline: 0 Mostly achieved Lending people benefiting Target: 3 mil- 2.77 million (92% of target) Completed from investments to lion (2021) Source: improve resilience to 85 By financing the reconstruction of the Ladigue bridge, the project allowed to restore the connectivity for more than 1,4 million people. 59 Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) natural disasters and ICR PRU (P120895) PDO2 for • HT Center and Artibonite Regional Develop- climate change im- 1.1 million (June 2018) ment/CAL (P133352) – Closed pacts of the primary ICR CAL/BCA(P133352), PDO3 • HT Disaster Risk Management and Recon- and secondary road for 123,500 (Aug 2020), and struction/PRGRD (P126346) and Additional network (existing) Financing (P163199) – Closed ICR PRGRD (P126346), PDO3 HT Infrastructure & Institutions Emergency Re- 150,000 (by June 2020) + 1.4 covery/PRU (P120895) and Additional Fi- million (not included in RF but nancings (P130749 & P156049) – Closed stated in ICR page 14 para. 21. 7.1.3. Number of Baseline: 0 Not achieved Lending people provided with Target: 7,667 (3% of target) as of May • HT Municipal Development and Urban Resili- improved urban liv- 250,000 2021 ence (P155201) ing conditions86 in (2021) • HT Rural Accessibility & Resilience Project Cap Haitian (new) Source: ISR Seq No. 10 MDUR (P163490) and Additional Financing (P155201) (P173281) • Cap Haitian Urban Development (P168951) Indicator 7.2: Num- Baseline: 0 Achieved 7.2: BDI: • The DALA was fast and successful, thanks to a preexisting All lending and ASA operations listed below for ber of direct benefi- (FY17) 4.47 million (112% of target registration of farmers in Kobo. However, the actual payment of dam- 7.2.1 to 7.2.4 ciaries of WBG recov- Target: 4 mil- by Feb 2021) ages was delayed more than 18 months due to PIU procurement ery operations after lion (2021) Representing the total of sec- problems. As a result, as many as 30% of beneficiaries had already Hurricane Matthew toral values of 7.2 subindica- moved and were not reached. (New) tors. • Development of a rapid-response capability following the Matthew 7.2.1 Water: Num- Baseline: 0 Partially achieved experience: Availability of pre-purchased emergency bridge stock fa- Lending/Ongoing ber of people in rural Target: 270,019 cilitated response times. • HT Sustainable Rural and Small Towns Water areas provided with 385,000 (70% of target in Feb 2021) 7.2.1: RP : • essons learned: a) attempt at political capitalization of and Sanitation Project/EPARD (P148970) and access to improved (2021) family cisterns built by the TPR project; and b) natural disasters that Additional Financing (P163194) Source: ISR Seq No 12 EPARD water sources in have significantly delayed cistern construction. • Proposed solutions: zones affected by (P148970) (a) always inform the beneficiary population that family cisterns are Hurricane Matthew Value increased to 324,432 in for community use; and b) adopt a work plan considering climatic (new) June 2022 hazards, while avoiding not being on the ground at the time of disas- 7.2.2 Agriculture: Baseline: Mostly achieved ters. Lending Number of people 0 (2017) 47,030 (93% of target, Nov Completed 7.2.2: RESEPAG II: • The establishment of the register of farmers and who received sup- Target: 2020), of which 47% female, • HT Relaunching Agriculture: Strengthening the financial subsidy of the request allow real targeting of certain port to restore agri- 50,500 (2021) Nov 2020) Agriculture Public Services II (P126744) and farmers or technological packages. cultural livelihoods in Additional Financing (P163081) – Closed • The use of project managers (unlike operator service providers) to zones affected by Source : RESEPAG II ISR Seq 21 directly implement certain activities has made it possible to obtain Hurricane Matthew PDO4, page 9 satisfactory results at lower cost and to develop local expertise. This (new) 86 “Improved urban living conditions” is defined as cities with i) upgraded urban infrastructure, including rehabilitated urban roads, sidewalks, and urban spaces, ii) improved flood protection infrastruc- ture, and/or, iii) better access to municipal services, such as new or improved municipal buildings. 60 Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) 7.2.3 Transport/ Baseline: Achieved strategy should be put to good use. Lending DRM: Number of 0 (2018) 2.6 million (104% of target, • The use of suppliers for the acquisition of agricultural inputs is likely Completed people provided with Target: 2.5 2018) to stimulate private sector operators (commercial and associative) to • HT Infrastructure & Institutions Emergency access from rehabili- million (2021) invest in importation and/or production and distribution. Recovery/PRU (P120895) – Closed tated and/or recon- Source: RP : • essons learned: a) limitation of the number of competent mi • HT Disaster Risk Management and Recon- structed roads and ICR HT Infrastructure & Insti- crofinance institutions available in the affected areas to facilitate pay- struction/PRGRD (P126346) and Additional bridges damaged by tutions Emergency Recov- ments; (b) targeting of beneficiaries: this was difficult for the simple Financing (P163199) – Closed Hurricane Matthew ery/PRU (P120895), PFO2, fact that everyone would want to benefit from the interventions, re- • HT Infrastructure & Institutions Emergency (new) page 32 for 1.1 million as of gardless of their vulnerability status; and c) lack of local suppliers who Recovery (P120895) and Additional Fi- June 2018. can supply a large number of inputs to the beneficiaries. • Proposed nancings (P130749 & P156049) – Closed & solutions: a) support the Haitian government in the process of • HT Strengthening Hydro-Met Services ICR PGRD (P126346) strengthening credit unions. In this respect, a memorandum of un- (P148259) – Closed PDO3 page 28 for 150,000 derstanding has been signed with a credit union in the area; b) estab- • HT Center and Artibonite Regional Develop- and lishment of a registry of farmers at the department level that can en- ment (P133352) – Closed page 14 para. 21 for addi- able real targeting of farmers; and c) include a clause in the purchase Ongoing tional 1.4 million associated contract for the acquisition of inputs from local suppliers located near • Strengthening DRM and Climate Resilience with emergency replacement the planting areas to avoid too much loss of seedlings. Project/PGRAC (P165870) and Additional Fi- of La Digue Bridge with Bailey nancing (P178747) Structure completed in 2017 – 7.2.4: • For post-disaster response, coordination with partners and • HT Sustainable Rural and Small Towns Water up-front setup of a government coordination structure is necessary see Nov 2017 PGRD ISR Seq and Sanitation Project/EPARD (P148970) and 11 page 5) to avoid duplication and maximize complementary reconstruction Additional Financing (P163194) needs. • HT Municipal Development and Urban Resili- ence (P155201) • HT Rural Accessibility & Resilience Project (P163490) and Additional Financing (P173281) • Cap Haitian Urban Development (P168951) • Caribbean Air Transport Connectivity- Haiti/CATCOP (P170907) 7.2.4 Health: Num- Baseline: Achieved • HT Improving Maternal and Child Health/ ber of people in hur- 0 (2018) 1.5 million (100% of target, PASMISSI (P123706) and Additional Financ- ricane-affected areas Target: 1.5 2020) ing (P163313) and Supplement (P144791) – provided with access million (2021) Closed to health services Source: May 2021 ICR PASMISSI (P123706 closed (new) Sep 2020) page 50 for healthcare services re- stored, benefiting people in affected areas with limited health service delivery in- frastructure Additional evidence: 7,1 1 DRM: • PRGRD ICR, 2020; Hydromet Project ICR, 2021; CIF report, 2020; and WBG team. • High-resolution digital elevation model was supplied and used to produce pilot hydrological risk modeling (Source: PRGRD ICR, 2020). 61 Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) Also, 35 hazard maps were produced using the Digital Terrain Model and high-resolution orthophotos spread throughout the country (source: WBG team member, May 2022). • The Hydromet project established the national hydromet platform for data management operated under the Hydrometeorological Unit of Haiti (UHM) attached to the Ministry of Agriculture, Natural Resources, and Rural Development (MARNDR). The platform is the WMO-managed MCH open-source database and software. However, online open access to the National Hydromet Platform has been delayed and not achieved, although data is provided upon request (Hydromet Project ICR, 2021). • The MCH hosts data from 73 stations and historical hydrometeorological data (from 1926) from 230 stations (CIF report, 2020). • With the Bank support projects (Hydromet, PGRAC and RESEPAG), 39 hydromet stations were installed in the country. PGRAC contributed to the technical follow-up and safeguards measures and RESEPAG with the last amount paid to the firm in charge of the installation. Cross-Cutting Theme – Governance, Transparency and Sustainability – “Unsatisfactory” Objective 8: Im- Partially Indicator 8.1: All of Baseline: 451 Partially achieved 8.1.1: Lending prove Fiscal Re- achieved the government’s fi accounts for TSA (replaced 240 central • The legislators ended their mandate in 2020 without renewal, lead Completed porting and Ac- nancial operations go central gov- bank accounts with 15 ac- ing to a non-operating parliament since then. There is a need to use countability (ex- through a TSA ernment enti- counts centrally managed by other financing means to ensure some progress can be made for • HT Fiscal and Social Resilience Development Policy Financing (162452) – Closed isting) (existing) ties (2015) the Treasury) implemented as measures such as P4R, IPF with performance-based contracts and de- Target: A TSA of 2018. But the GOH is not velopment policy operations (DPO) backed by TAs. Ongoing including a able to account for its finan- • HT Statistical Capacity Building Project/ 8.1.2: STATCAP (P157531) and Additional Financing set of no cial operations from allocation • The momentum that began with the data production from 2006 to more than 15 to payment. (164093) 2016 should be rekindled. Raising the awareness of the Ministry of bank ac- Source: ICR (P162452) pages Non-Lending / Completed Finance staff (Budget department) regarding the importance of counts is used • Supporting Budget Transparency in Haiti 15 and 30 reports. The GOH budget transparency, particularly in times of crisis, would be neces- to process all included 796 accounts of dif- sary. (P160322) – Closed government ferent government agencies financial and in the TSA—92 percent of the banking target. But some municipal transactions accounts are still outside the (2021) new system.87 8.1.1 Preparation of Baseline: Partially achieved Non-Lending / Completed comprehensive gov- 2013–2014 The draft Loi de Règlement • Supporting Budget Transparency in Haiti ernment annual fi- Loi de Règle- for 2020–2021 included capi- (P160322) – Closed nancial statements ment does tal spending. (existing) not include actual capital Source: Official Communica- spending tion in project files from Min- (2015) istry of Finance (MEF) to Con- Target: Loi de troller Office (CSCCA) dated Règlement June 3, 2022, communicating covers all the draft law that included government capital spending: AC- spending, CUSE_CSCCA_PROJET DE LOI DE 87 For evidence of the use of TSA for Government transactions, please refer to Article 74 and sub-items 1-3 of the FY24 Budget decree. In-year budget execution and the government's financial opera- tions table were regularly prepared and published on the MEF and Budget Directorate websites, albeit with some delay (https://www.mef.gouv.ht/ and https://budget.gouv.ht/). 62 Baseline/ Objective (per Overall Status at CLR Indicator (per PLR) Target (per Lessons Learned and Suggestions for the New CPF WBG Program Instruments PLR) Rating (June 2021) PLR) including cap- REGLEMENT 2020-2021 docu- ital expendi- ment final.pdf ture (2021) 8.1.2 A consolidated Baseline: No Partially achieved Lending Ongoing fiscal database (2015) No; Budget Data was col- • HT Statistical Capacity Building Pro- (BOOST) is kept up to Target: Yes lected from FY 2006–2007 to ject/STACAP (P157531) and Additional Fi- date and made pub- (2021) 2016–2017 nancing (164093) licly accessible (exist- Source: ISR STATCAP Non-Lending / Completed ing) (P157531) • Supporting budget transparency in Haiti (P160322) – Closed Additional evidence: 8.1.1: The financial data of some large public enterprises/entities and local governments data are not included in government budget reporting. Technical advisory work has helped implement as of 2018 a TSA (replacing 240 central bank accounts by 15 accounts centrally managed by the Treasury) and support the publication of Haiti’s fiscal data in 2017, a first for countries in the Caribbean. However, despite long-standing investments and TA, the lack of an integrated management system prevents the government from accounting for its financial operations from allocation to payment and from systematically providing information on public investment expenditure. Government spending is only partially captured in audited gov- ernment accounts. High levels of political volatility and weather shocks, combined with a rise in food and oil prices, generated an environment unfavorable to reform. Objective 9: Im- Not Indicator 9.1: Com- Baseline: No Not achieved •The crisis has severely undermined local technical and manage- Lending prove Data for achieved pletion of census and (2018) No: Census activities sus- ment capacity must be rebuilt. Completed Increased Evi- publication of census Target: Yes pended as 5th Census could • HT Improving Maternal and Child dence-Based results, including (2021) not be completed before Policy Making gender-disaggre- available donor funding ex- Health/PASMISSI (P123706) and Additional (reformulated) gated data (new) pired in Dec 2022. Financing (P163313) and Supplement (P144791) – Closed Source: STATCAP ISR Seq No 11, page 5 Ongoing 9.1.1 Preparation Baseline: No Not achieved • HT Statistical Capacity Building Pro- and publication of (2018) No pilot preparation of the ject/STATCAP (P157531) and Additional Fi- vulnerability indica- Target: Yes vulnerability indicator took nancing (164093) tors for the entire (2021) place using data collected national territory to during the pilot census con- inform basic service ducted in four departments delivery policies with support from PASMISS. However the lack of progress with the national 5th Census prevented scale up at the Na- tional Level.. Source: ICR PASMISSI (P123706) page 45 Additional evidence: Implementation of the pilot census with PASMISSI support took place in four departments in 2018 along with the piloting of the methodology to calculate and produce estimates on vulnerability clusters using data collected through the pilot census. However, the preparation and publication of vulnerability indicators for the entire national territory to inform basic service delivery policies did not to take place due to the lack of implementation progress of the 5th Population and Housing Census. The crisis severely undermined local technical and management capacity must be rebuilt. 63 CLR Annex 3: IDA Lending Program FY16–21; FY22 & FY23 (US$, millions) IDA-Funded Projects Approved during FY16–21 CPF Period Approval Fiscal Years & IDA Committed Amounts LEN (US$, Equivalent Millions) # P Number & Project Description Instr. 2016 2017 2018 2019 2020 2021 Total 1 DPF P162452 Fiscal and Social Resilience DPF 20.0 20.0 2 P171474 HT COVID-19 Response and Resilience DPO 20.0 20.0 DPF Sub-Total: 0.0 20.0 20.0 40.0 3 IPF P120895 2nd AF for Infras. & Instit. Emergency Recovery (IIER) 2.8 2.8 4 P123706 AF for Improving Maternal and Child Health 25.0 25.0 5 P126343 AF HT DRM & Reconstruction 20.0 20.0 6 P126744 AF for Haiti RESEPAG II 35.0 35.0 7 P148970 AF for HT Sustainable Rural & Small Town WSS 20.0 20.0 8 P155191 Providing an Education of Quality in HT (PEQH) 30.0 30.0 9 P155201 HT Municipal Development and Urban Resilience 48.4 48.4 10 P157531 Haiti Statistical Capacity Building (HT STAT CAP) 5.0 5.0 11 P164093 AF Statistical Capacity Building (HT STAT CAP) 15.0 15.0 12 P162908 Resilient Productive Landscapes in Haiti 15.0 15.0 13 P163490 HT Rural Accessibility & Resilience 75.0 75.0 14 P165507 AF Providing an Education of Quality in HT (PEQH) 39.0 39.0 15 P165870 HT Strengthening DRM and Climate Resilience 35.0 35.0 16 P167512 Strengthening Primary Health Care in HT 55.0 55.0 17 P163490 AF HT Rural Accessibility & Resilience 33.0 33.0 18 P168951 Cap Haitian Urban Development Project 56.0 56.0 19 P170907 Caribbean Air Transport Connectivity - Haiti 84.0 84.0 20 P173811 Haiti COVID-19 Response 20.0 20.0 21 P156719 AF HT Renewable Energy for All 4.0 4.0 22 P162908 AF Haiti Resilient Productive Landscape (RPL) 7.8 7.8 23 P171976 Haiti Digital Acceleration 60.0 60.0 24 P174111 Adaptive Social Protec. for Increased Resilience (ASPIRE) 75.0 75.0 IPF Sub-Total: 0.0 186.2 105.0 129.0 193.0 146.8 760.0 TOTAL CPF Period (2 DPF/DPO, 22 IPFs of which 10 AF): 0.0 186.2 105.0 149.0 213.0 146.8 800.0 B- IDA-Funded Projects Approved during the Gap Years FY22 and FY23 Fiscal Years and IDA Committed Amounts LEN (US$, Equivalent MillionS) # P Number & Project Description Instr. 2021 and prior 2022 2023 Total 1 IPF P173743 Private Sector Jobs and Economic Transformation (PSJET) 75.0 75.0 2 P176406 AF Promoting a more Equitable, Sustainable and Safer Education 90.0 90.0 3 P177072 Emergency Resilient Agriculture for Food Security Project (PARSA) 102.0 102.0 4 P178419 AF Rural Accessibility & Resilience Project 30.0 30.0 5 P178296 AF Haiti COVID-19 Response 35.0 35.0 6 P177210 Resilient Connectivity & Urban Transport Accessibility Project 120.0 120.0 7 P178747 AF Strengthening DRM and Climate Resilience Project 11.0 11.0 8 P178755 AF Strengthening Primary Health Care and Surveillance in Haiti 20.0 20.0 9 P179799 AF Emergency Resilient Agriculture for Food Security Project 50.0 50.0 10 P178188 Decentralized Sustainable & Resilient Rural Water and Sanitation Project 80.0 80.0 IPF Sub-Total: 483.0 130.0 613.0 TOTAL Gap years (0 DPF/DPO, 10 new IPF approvals of which 6 AF): 483.0 130.8 613.0 64 CLR Annex 4: World Bank Haiti Portfolio, as of June 30, 2021 # Net Comm. Net Comm. Undisb. Project Project Project Prod. Bank Approval Amt. - IDA Amt. - Others Project Name Closing Date Bal. (US$, Ratings - Ratings - ID Line Date (US$, mil- (US$, mil- millions) DO IP lions) lions) Haiti: 20 PROJECTS 1 P123974 HT Business Development and Investment PE 5/21/2013 11/30/2021 20.0 5.31 MS MS 2 P126744 HT Relaunching Agriculture: RESEPAG II PE 12/1/2011 3/31/2022 75.0 5.15 S S 3 P144614 HT Cultural Heritage and Tourism Sector PE 5/19/2014 7/29/2022 31.95 13.35 MS MU 4 P148970 HT Sustainable Rural WSS Project PE 5/26/2015 9/30/2022 70.0 27.4 MS MS 5 P154351 HT Modern Energy Services For All RE 10/25/2017 4/30/2028 0 16 8.77 MS MS 6 P155191 Providing an Education of Quality in HT (PEQH) PE 11/10/2016 10/30/2022 69.0 19.49 S MS 7 P155201 Municipal Development and Urban Resilience PE 6/20/2017 12/31/2023 48.4 19.56 MS MS 8 P156719 HT Renewable Energy for All RE 10/25/2017 12/31/2024 4.0 23.0 22.41 MS MS 9 P157531 Statistical Capacity Building (HT STAT CAP) PE 3/24/2017 12/31/2023 20.0 8.8 MS MU 10 P162908 Resilient Productive Landscapes in Haiti PE 3/1/2018 12/31/2023 22.8 12.8 MS MS 11 P163490 HT Rural Accessibility & Resilience PE 5/31/2018 5/30/2025 108.0 79.8 S S 12 P165870 HT Strengthening DRM and Climate Resilience PE 5/16/2019 4/30/2025 35.0 33.3 S MS 13 P167512 Strengthening Primary Health Care in HT PE 5/16/2019 12/31/2024 55.0 47.0 MS MS 14 P168951 Cap Haitian Urban Development Project PE 3/6/2020 3/31/2027 56.0 54.7 S S 15 P170907 Caribbean Air Transport Connectivity - Haiti PE 5/28/2020 6/30/2026 84.0 85.4 S MS 16 P171474 HT COVID-19 Response and Resilience DPO PE 6/29/2020 6/30/2022 20.0 20.1 - - 17 P171976 Haiti Digital Acceleration PE 10/9/2020 10/15/2026 60.0 59.4 S S 18 P173811 Haiti COVID-19 Response PE 4/2/2020 3/30/2024 20.0 0.4 S S HT Adaptive Social Protection for Increased Resili- 19 P174111 PE 3/9/2021 6/30/2027 75.0 74.3 ence (ASPIRE) Promoting a More Equitable, Sustainable and Safer 20 P174707 RE 6/25/2021 6/30/2026 0 16.0 Education in Haiti (PROMESSE) TOTAL 874.10 54.0 597.50 65 CLR Annex 5: World Bank Portfolio – Projects Closed or Canceled and Evaluation Ratings during FY16–21 CPF Period & Gap Years FY22–FY23 Net Comm. ICR Out- IEG Out- IEG Overall Bank Prod. Closing Amt. - IDA IEG M&E # Project ID Project Name come Rat- come Rat- Performance Rat- Line FY (US$, mil- Rating ing ing ing lions) FY16 1 P114174 RE Haiti Education for All Fast-Track Initiative Catalytic Fund 2016 22.0 MS MU MU Modest HRF Grant for Strengthening Governance in Education and Water 2 P147166 RE 2016 17.3 MU U MU Modest Sectors DPF FY17 3 P106699 PE Haiti - Urban CDD Project / PRODEPUR 2017 52.96 MS MS MS Modest 4 P125805 RE Port-au-Prince Neighborhood Housing Reconstruction 2017 64.9 S MS MS Modest FY18 5 P120895 PE Infrastructure & Institutions Emergency Recovery 2018 102.80 MS MS MS Modest 6 P124134 PE Haiti – Education for All Project – Phase II 2018 70.00 MS MS Modest FY19 FY20 7 P126346 PE Disaster Risk Management and Reconstruction 2020 76.00 MS MS MS Modest 8 P162452 PE Haiti Fiscal and Social Resilience DPF 2020 20.00 MU MS MS Substantial FY21 Improving Maternal & Child Health through Integrated Social Ser- 9 P123706 PE 2021 95.00 S S MS Substantial vices 10 P127203 PE Rebuilding Energy Infrastructure and Access 2021 48.99 MU MU MS Modest 11 P133352 PE HT Center and Artibonite Regional Development 2021 20.77 MU MU MS Modest 12 P148259 RE HT Strengthening Hydro-Met Services 2021 3.7 MU MU MU Modest Gap Year FY22 1 P123974 PE Business Development and Investment (BDI) Project 2022 15.7 MS Relaunching Agriculture: Strengthening Agriculture Public Services II 2 P126744 PE 2022 75.0 S Project (RESEPAG II) (GAFSP - IDA) Gap Year FY23 3 P144614 PE Cultural Heritage and Tourism Sector (PAST) 2023 31.95 MU 4 P148970 PE Sustainable Rural WSS Project (EPARD) 2023 70.0 5 P155191 PE Providing an Education of Quality in HT (PEQH) 2023 69.0 Project Canceled Net Comm. Amt. - TF (US$, Project ID Prod. Line Project Name Cancelation FY NOC Outcome Rating millions) FY22 P171474 RE COVID-19 Response & Resilience DPO 2022 20.00 MS 66 CLR Annex 6: World Bank – List of ASAs During FY16–FY21 CPF Period & Gap Year FY22 and FY23 Fiscal Approval Task ID Task Name Prod. Line Practice Area (Lead) Year (FY) FY Delivered # 44 ASAs Delivered during FY16–FY21 1 P158514 HT Resilient Landscapes Dialogue TA Agriculture and Food 2016 2 P153557 Addressing Key Constraints to Sustainable Education TA Education 2015 3 P155701 Policy Note on Education in Haiti ESW Education 2015 4 P153044 Haiti Energy Policy Dialogue TA Energy and Extractives 2015 5 P144931 Haiti Mining Dialogue TA TA Energy and Extractives 2013 6 P154467 Haiti Scaling Up Renewable Energy TA Energy and Extractives 2015 7 P147295 Haiti Energy Policy Dialogue TA Energy and Extractives 2014 8 P155967 Restoration Productive Landscapes Haiti TA Env., Nat. Resources, and the Blue Econ- 2015 omy 2016 9 P156814 BOOST TA in Haiti TA Governance 2016 10 P155702 Policy Note on Health in Haiti TA Health, Nutrition, and Population 2015 11 P151823 HT PE Analyses & Social Accountability KP LCCHT 2015 12 P156747 HT Poverty TA Poverty and Equity 2016 13 P155703 Policy Note on Social protection in HT ESW Social Protection and Jobs 2015 14 P149565 Moving toward a SP System in Haiti TA Social Protection and Jobs 2014 15 P155704 Just-in-time advice and Policy dialogue TA Social Protection and Jobs 2015 16 P148438 HT Haiti social Sectors Knowledge PA Social Protection and Jobs 2014 17 P153191 Digital Jam Haiti TA Urban, Resilience, and Land 2015 18 P157512 HT Education NLTA TA Education 2016 19 P152055 Returns to Education in Haiti RF Education 2014 20 P159837 Haiti Energy Sector Policy Dialogue TA Energy and Extractives 2017 2017 21 P152367 Haiti Health Financing ESW ESW Energy and Extractives 2017 22 P151826 DTIS Implementation TA Macroeconomics, Trade, and Investment 2015 23 P150705 Haiti Country WASH Poverty Diagnostic TA Water 2014 24 P161594 Citizen Engagement AA Urban, Resilience, and Land 2017 25 P162352 Resilient Productive Planning TA Agriculture and Food 2017 2018 26 P132514 Community-Level Interventions and Cholera Control in Haiti TA Health, Nutrition, and Population 2017 27 P162926 Haiti Urban Mobility Diagnostic ESW Transport 2017 67 28 P160576 HT Education NLTA TA Education 2017 29 P163766 Haiti ICT Policy Dialogue AA Transport 2017 30 P147205 Haiti Complement: Strengthening Competitiveness Implementation AA Finance, Competitiveness, and Innovation 2014 Capacities 31 P159767 Enabling local private sector participation in water and sanitation AA Water 2016 service delivery in rural areas and small towns of Haiti 32 P160532 Support on groundwater resources to Haiti's Water and Sanitation AA Water 2017 Directorate (DINEPA) 33 P156561 Haiti Urbanization Review AA Urban, Resilience, and Land 2016 34 P153043 Haiti Energy Integration and Trade Study AA Energy and Extractives 2015 35 P165941 Haiti Energy Policy Dialogue FY18 AA Energy and Extractives 2018 36 P160322 Supporting budget transparency in Haiti AA Governance 2017 37 P131071 DIME GAFSP Staff and Operations Costs AA Other 2013 38 P155910 Haiti #P11 Increasing access to responsible financial services AA Finance, Competitiveness, and Innovation 2015 39 P147142 DIME GAFSP Haiti RESEPAG II IE AA Other 2014 2019 40 P144791 HT HRITF IE for the Improving Maternal and Child Health through In- AA Health, Nutrition, and Population 2013 tegrated Social Services Project 41 P143604 Haiti water and sanitation sector reform consolidation support AA Water 2013 42 P164065 HAITI: Using Innovative Mechanisms in the Health Sector to Reduce AA Health, Nutrition, and Population 2017 Gender Inequalities & Enhance Economic Opportunities for Women 2021 43 P155084 Building Disaster and Climate Resilience in Haiti AA Urban, Resilience, and Land 2015 44 P164060 Universal Health Coverage &Pandemic Preparedness in Haiti AA Health, Nutrition, and Population 2017 2 ASAs Delivered during Gap Years FY22 and FY23; 6 ASAs Planned Beyond Gap Years 2022 45 P177503 Programmatic ASA for Haiti: Electricity Access and Sustainable, Re- AA Energy and Extractives 2022 silient and Inclusive Development of the Energy Sector 2023 46 P178187 Haiti Gender Assessment AA Poverty and Equity 2022 P178666 Firm Resilience to Fragility, Conflict and Violence in Haiti - PSJET AA Finance, Competitiveness, and Innovation 2022 P179567 Strengthening Digital Payments and Remittances AA Finance, Competitiveness, and Innovation 2023 2024 P180257 Haiti Strengthening Custom Administration AA MTI P176473 Developing an Evidence-Based Adaptive Safety Net in Haiti AA Social Protection and Jobs 2021 P179731 SPF: Promoting GBV Services for Women and Girls AA Social Sustainability and Inclusion 2023 2025 P179368 RWSS Sector Technical Assistance and Analytics AA Water TA: Technical Assistance ESW: Economic and Sector Work IE: Independent Evaluation ASA: Advisory Services and Analytics KP: Knowledge Product The ASA program involved 14 Global Practices (GPs) and the numbers by Practice Groups (PGs) are as follows: EFI: 7, HD:14, INF: 11 SD: 13 and LCCHT:1 68 CLR Annex 7: IFC Committed and Outstanding Portfolio FY16–21 IFC investment portfolio as of June 30, 2021 Project Institution Approval Cmt Date Project # Project Short Name Department Primary Sector ID Legal Name Date Actual Actual Status 1 32421 Marriott Haiti Marriot Active MAS Tourism 2 31244 Leopard Haiti Leopard Capital 29- Feb-12 Active FIG Collective Investment Vehicles 3 27274 E-Power E-Power 19-Dec-10 Active INFR Infrastructure 4 42221 SLGP RSF SOGESOL Société générale de solidarité (SOGESOL) Active FIG Financial Markets 5 40610 FCS RE CBC Haiti Caribbean Bottling Company S.A. (CBC) 14-Jun-19 24-Jun-19 Active MAS Agribusiness and Forestry 6 34687 FCS RE Codevi II Compagnie de Développement Industriel S.A. (CODEVI) 27-Jun-14 22-Dec-14 Active MAS Manufacturing 7 38364 FCS RE Hansae Hansae Haiti S.A. Active MAS Manufacturing 8 41185 Ayiti Leasing Société Alternative de Solutions Financieres S.A (SOFIN) 12-Jun-18 3-Aug-19 Active FIG Financial Markets 9 29607 HELP E-Power E-Power Active INFR Infrastructure IFC Investment Pipeline as of June 30, 2021 Project Project Short Secondary Sec- Project Project # Department Primary Sector ID Name tor Status Category 1 39665 BUH Haiti FIG Financial Markets Banking Hold IFC Advisory Services Portfolio as of June 30, 2021 Primary Busi- Secured Project Implementa- Implementation IDA Total Funds # Project Name ness Line Primary Sub-Business Line Funding ID tion Start Date End Date Managed by IFC Name Amount 1 603620 BUH Risk Management Advisory FIG Bank 13-Feb-19 30-Apr-22 2 603763 Creating Investment Opportunities in Haiti FIG Financial Markets 11-Feb-21 11-Feb-25 3 601427 FIG Haiti Leasing Phase II FIG Leasing 1-Feb-16 30-Nov-21 4 605067 Haiti Horticulture/Northeast Haiti REG Agribusiness and Forestry 1-Nov-20 30-Jun-24 5 600288 Haiti STCR FIG Financial Markets 28-Jan-14 31-Dec-21 69 IFC Advisory Services Pipeline as of June 30, 2021 Secured Project Primary Business Primary Sub-Busi- Implementation Implementation IDA Total Funds # Project Name Funding ID Line Name ness Line Start Date End Date Managed by IFC Amount 1 605806 Haiti Primary Healthcare Clinic MAS Healthcare 31-Aug-21 01-Sep-21 RM Capacity Building Fonkoze Fi- Financial Institu- 2 605526 FIG 31-Dec-21 01-Jan-22 nancial Services tion 3 606070 Rural Water Lascahobas Haiti PPP Water Utility 01-Sep-21 31-Dec-22 70 CLR Annex 8: World Bank List of Recipient-Executed Trust Funds Project Grant Clos- Amt. (US$, Trust Fund Grant Approval ID ing millions) P125805 HT Neighborhood Housing Reconstruction 5/4/2011 12/31/2016 65.0 P148259 HT Strengthening Hydro-Met Services 6/26/2015 10/30/2020 5.0 P154351 HT Modern Energy Services for All 10/25/2017 4/30/2028 15.7 P156719 HT Renewable Energy for All 10/25/2017 12/31/2024 31.5 P161160 Haiti Education TFSCB Grant 6/2/2017 10/30/2020 0.5 P174707 PROMESSE 6/25/2021 6/30/2026 15.6 TOTAL 133.3 (As of June 30, 2021) 71 CLR Annex 9: Addendum – Summary of Program Implementation during Gap Years FY22 and FY23 Haiti’s FY16–FY21 CPF CLR Report 1. FY22 and FY23 were marked by the prolonged cycle of crisis, fragility, and social unrest with the assas- sination of Haiti’s president in July 2021. The situation was further intensified by the devastating August 2021 earthquake in the south and the fuel shortage crisis in October-November of the same year. Despite these chal- lenges, FY22 also witnessed a deepening of the WB engagement in relation to the large scope of its support to the GOH’s 2021 Earthquake Recovery and Reconstruction Program (with a record lending program that leveraged CRW resources to fund eight newly approved IPFs (including four additional financings)) for a total of US$483 million, bringing the FY22 total commitments up to US$1.29 billion without increasing the number of active pro- jects (20 recorded over the prior 3 years). Overall, implementation momentum was maintained until the first quarter of FY23 when the fast-deteriorating security situation and lack of access to fuel led to severe mobility restrictions and reduced activities. Areas with notable progress with CPF indicators in FY22/23 are listed below. This update is provided for information purposes only, and these accomplishments are not reflected in the CLR ratings. Focus Area 1: Increasing Inclusive Growth 2. Efforts to enhance economic and job opportunities were further sustained in FY22/23 by implementing the corresponding set of operations in the WBG program. Implementation of the HT Rural Accessibility and Resilience Project (P163490) helped to increase the share of the rural population with access to all-weather roads from percent to 56 percent (exceeding the CPF’s FY21 target). Activities to increase access to finance contin ued in FY22 with the number of new loans and outstanding portfolio through implementation of the IFC’s Small Loan Guarantee Program/SOGESOL (P42221) with blended finance and the Ayiti Leasing Project (P41185, which further increased the number to reach 1,568 (up from 1,421 in 2022)). With regard to matching grants provided for regional development through the WB portfolio, an additional amount of US$3.31 million was transferred to beneficiaries over the FY22 period, bringing the transfer total to over US$16.6 million (or 92 percent of the US$18 million CPF target for FY21), thus mostly achieving this target. The bulk of this amount came from the implemen- tation in FY22 of the Relaunching Agriculture and Strengthening Agriculture Public Services II Project (P126744) in support of farmers and agricultural cooperatives, the BDI project (P123974), and to a lesser extent the Cultural Heritage Preservation and Tourism Sector Support Project/PAST (P144614). 3. Furthermore, the quick response to the 2021 earthquake through the triggering of the CERC under the RARP (P163490), with an amount of US$30 million, made it possible to rebuild the critical President Dumarsais Estime Bridge, restoring access to the Grand-Anse department (over 200,000 people) to build back 16 key bridges thus reconnecting over 2.5 million Haitians in the Artibonite, Center, and South departments. Under the Resilient Productive Landscapes project (P162908), targeted farmers with improved market access reached 59.8 percent. In all, 20 subprojects have since been analyzed and validated, and 16 subprojects will focus on construction of processing units for agricultural products and training in agrifood and derived products; 3 subprojects for the construction of honey houses and honey processing and access to marketing networks; and 1 subproject for a fish farming unit with a fish packaging, processing, and storage center.88 Despite the difficulties experienced due to the prevailing conditions in the country, the project has continued to produce results and is expected to achieve development objectives by the closing date. 4. CPF activities supporting the energy sector have generated limited results but with an encouraging trend with RE in FY22/23. Support to investments in the expansion of decentralized RE solutions and the devel- opment of a market for RE driven by the private sector continued during the gap years through the implementa- tion of the two CIF grants (HT Modern Energy for All/CTF (P154351) and Renewable Energy for All/SREP 88 Aide Memoire, March 2023 attached to ISRR Seq.3. 72 (P156179)). At the end of this period, the number of direct beneficiaries with electricity services financed by WBG operations increased modestly from 151,822 in FY21 to 214,422 (or 59 percent of the CPF end target of 365,000 beneficiaries), increasing the achievement level of this CPF indicator. Further progress was recorded with the overall available capacity of RE installed, which increased by 2.5 MWp with the completion of the rehabilitation of the Drouet hydropower plant. This brought the overall available capacity of RE installed up from 21.1 MWp in June 2021 to 23.6 MWp (or 62 percent of the targeted increase) for this CPF indicator. On the other hand, the number of households, businesses, and social services provided with RE reached only 13,079 (or 35 percent of the target), reflecting delays due to security and logistics challenges, and hesitation from private sector investors. Nevertheless, albeit slow progress, has taken place, with the project team estimating 23,682 connections (house- holds, businesses, and social services) as of September 30, 2022, which would be 62% of the CPF target. 5. Furthermore, established with the support of the Haiti Modern Energy Services for All (P154351), the OGEF is increasingly recognized as a one-stop shop for decentralized RE investments in Haiti, having attracted additional funders (the IADB and the GEAPP, led by the Rockefeller Foundation). As previously noted, although the achievements as of June 30, 2021 were relatively modest, the foundations that have been laid during the CPF period are now yielding results in terms of accelerated RE investments and access. Despite the deteriorating environment for private sector engagement in Haiti, the OGEF has succeeded in identifying viable investments. To date it has awarded 9 loans and 10 catalytic and results-based grants to 6 distributors of off-grid solar products and 1 Mini-grid company to electrify a total of 155,700 households /microenterprises that would benefit 778,500 people and 940 SMEs using electricity for productive uses. Out of these, 12,425 connections realized were ben- efiting 62,125 people as of September 30, 2022. While connections have been materializing slower than initially anticipated by the CPF, they are well on target to be realized before the OGEF’s closing by April 2028. Despite the upcoming capital injection from the African Development Bank and GEAPP, demand for OGEF financing is now significantly exceeding its available funding. Focus Area 2: Enhancing Human Capital 6. In education, sustained implementation helped improve further access to public and non-public pri- mary schooling, infrastructure rehabilitation, and enhanced school-level accountability during the gap years. The continued implementation in FY22/23 of the Haiti Education for All Project Phase II (P124134), the PROMESSE Project (P176406), and the Providing an Education of Quality in Haiti (PEQH) (P155191) helped maintain enroll- ment rates and preserve human capital in some of Haiti’s poorest areas. This was done through the continued provision of the tuition waiver program in public schools and results-based grants using a quality scorecard shared with schools in non-public schools. The PEQH-supported EMIS continued to be used by the MENFP to provide performance bonuses to top schools. As a result, the number of primary students attending effective non-public schools reached over 254,700 (or 91 percent of the CPF target for this sub-indicator and up from around 208,900 in June 2021). Similarly, in June 2022 the number of children enrolled in primary school through the provision of community education grants for school access reached over 38,400 pupils (or 116 percent of the target of 34,000 for this CPF sub-indicator). 7. Efforts to increase access to health services for mothers and children continued in FY22/23. This was done through the continued implementation of the Strengthening Primary Care and Surveillance in Haiti/PROSYS (P167512) and the Haiti COVID-19 Response (P173811). 8. With no new cholera until September 2022, the case fatality ratio for hospitalized cholera cases in Haiti remained below the CPF target of less than 1 percent throughout FY22.89 The support of the WB program for cholera control was provided during the period through implementation of the Strengthening Primary Care and Surveillance in Haiti/PROSYS (P167512) and the HT Sustainable Rural and Small Towns Water and Sanitation 89 Unfortunately, a resurgence of cholera cases was recorded in September 2022 because of the deteriorating security and sanitation situation of the country and the lack of access to fuel, which prompted the closing of hospital and health centers and services. 73 Project/EPARD (P148970). These efforts continued to contribute significantly to strengthening disease surveillance capacity and testing accuracy in the country. Access to improved water and sanitation was also fur- ther expanded during this gap year by continued efforts in the sector. Through these continued interventions, the number of people with access to improved W&S increased by the project team’s estimate to over 503,500 people by the end of FY22 (or 209 percent of the 218,000 target of the CPF indicator and up from 390,000 in FY21) and helped to sustain gains in curbing cholera incidence and keeping the case fatality ratio for hospitalized cholera cases below 1 percent since 2017. Nevertheless, as indicated previously, a new cholera epidemic started in FY23 (October 2022) after more than three years with no cholera cases. The severe shortages of fuel around that time (due to heightened gang violence) and the associated mobility constraints that limited access to clean W&S and timely health services are considered contributing factors to the new outbreak. Focus Area 3: Strengthening Resilience and Reducing Vulnerability to Natural Disasters 9. The WBG continued to actively support the GOH’s efforts to strengthen natural disaster preparedness and response. In close coordination with other international partners, the WBG played an active role in preparing the PDNA following the August 2021 earthquake that hit southern Haiti. The PDNA estimated total damage to be US$1.246 billion and total losses to US$373 million, and it priced the resilient recovery and reconstruction needs at approximately US$2 billion. The WB reallocated US$60 million for short-term recovery needs by triggering the CERC component mechanism in the ongoing IPFs (including US$ 30 million under the RARP (P163490) in the transport sector and US$9.90 million under the RPL (P62908) in the agriculture sector). For the medium- and longer-term earthquake recovery and reconstruction phase, the Bank has mobilized US$150 million, of which US$60 million will be used to replenish the triggered CERCs. Under the new transport project RUTAP (P177210), US$50 million are dedicated to support the reconstruction efforts of the southern peninsula with the goal to improve rural access to basic services and economic opportunities, which is currently limited and frequently im- pacted by severe climate events. Cross-cutting Theme: Governance, Transparency, and Sustainability. 10. Due to the challenging sociopolitical environment prevailing during the gap years in the country, no fur- ther progress was recorded with the CPF indicator and sub-indicators measuring improvement in fiscal reporting and accountability, nor was there any improvement in data for increased evidence-based policy making. 74 World Bank Haiti Portfolio, as of End of Gap Year FY22 (June 30, 2022) # Net Comm. Net Comm. Undisb. Project Project Project Prod. Bank Approval Amt. - IDA Amt. - Others Project Name Closing Date Bal. (US$, Ratings - Ratings - ID Line Date (US$, mil- (US$, mil- millions) DO IP lions) lions) HAITI FY22: 20 ONGOING PROJECTS 1 P144614 HT Cultural Heritage and Tourism Sector PE 5/19/2014 7/29/2022 26.2 3.9 MU MU 2 P148970 HT Sustainable Rural WSS Project PE 5/26/2015 9/30/2022 70.0 13.2 MS MS 3 P154351 HT Modern Energy Services for All RE 10/25/2017 4/30/2028 0 15.7 8.4 MS MS 4 P155191 Providing an Education of Quality in HT (PEQH) PE 11/10/2016 10/30/2022 69.0 0.1 S S 5 P155201 Municipal Development and Urban Resilience PE 6/20/2017 12/31/2023 48.4 14.0 MS MS 6 P156719 HT Renewable Energy for All RE 10/25/2017 12/31/2024 4.0 22.5 20.0 MS MS 7 P157531 Statistical Capacity Building (HT STAT CAP) PE 3/24/2017 12/31/2023 20.0 6.5 MU MU 8 P162908 Resilient Productive Landscapes in Haiti PE 3/1/2018 12/31/2023 22.8 6.3 MS MS 9 P163490 HT Rural Accessibility & Resilience PE 5/31/2018 5/30/2025 138.0 42.5 S S 10 P165870 HT Strengthening DRM and Climate Resilience PE 5/16/2019 4/30/2025 46.0 35.4 S MS 11 P167512 Strengthening Primary Health Care and Surveillance in HT PE 5/16/2019 12/31/2024 75.0 53.6 MS MS 12 P168951 Cap Haitian Urban Development Project PE 3/6/2020 3/31/2027 84.0 78.3 S MS 13 P170907 Caribbean Air Transport Connectivity - Haiti PE 5/28/2020 6/30/2026 56.0 50.4 S MS 14 P171976 Haiti Digital Acceleration PE 10/9/2020 10/15/2026 60.0 55.8 S MS 15 P173743 Private Sector Jobs and Economic Transformation (PSJET) PE 9/28/2021 5/31/2027 75.0 69.9 S S 16 P173811 Haiti COVID-19 Response PE 4/2/2020 3/30/2024 55.0 34.7 S S HT Adaptive Social Protection for Increased Resilience (AS- 17 P174111 PE 3/9/2021 6/30/2027 75.0 59.3 S MS PIRE) Promoting a More Equitable, Sustainable and Safer Education 18 P174707 RE 6/25/2021 6/30/2026 90.0 15.6 102.1 S S in Haiti (PROMESSE) 19 P177072 Emergency Resilient Agriculture for Food Security Project PE 5/17/2022 2/26/2027 102.0 97.7 S S Resilient Connectivity and Urban Transport Accessibility Pro- 20 P177210 PE 5/26/2022 5/31/2028 120.0 116.1 S S ject TOTAL: 1,236.3 53.8 868.2 75 World Bank Haiti Portfolio, as of October 31, 2023 # Net Comm. Net Comm. Undisb. Project Project Project Prod. Bank Approval Amt. - IDA Amt. - Others Project Name Closing Date Bal. (US$, Ratings - Ratings - ID Line Date (US$, mil- (US$, mil- millions) DO IP lions) lions) HAITI FY23: 18 ONGOING PROJECTS 1 P154351 HT Modern Energy Services for All RE 10/25/2017 4/30/2028 0 15.65 7.29 MS MS 2 P155201 Municipal Development and Urban Resilience PE 6/20/2017 12/31/2023 48.40 11.30 MS MS 3 P156719 HT Renewable Energy for All RE 10/25/2017 12/31/2024 4.00 22.52 16.84 MS MS 4 P157531 Statistical Capacity Building (HT STAT CAP) PE 3/24/2017 12/31/2024 20.0 8.03 MU MU 5 P162908 Resilient Productive Landscapes in Haiti PE 3/1/2018 12/31/2023 22.75 5.06 S S 6 P163490 HT Rural Accessibility & Resilience PE 5/31/2018 5/30/2025 138.0 23.21 S S 7 P165870 HT Strengthening DRM and Climate Resilience PE 5/16/2019 4/30/2025 46.0 31.88 MS MS Strengthening Primary Health Care and Surveil- 8 P167512 PE 5/16/2019 12/31/2024 75.0 38.02 MS MS lance in HT 9 P168951 Cap Haitian Urban Development Project PE 3/6/2020 3/31/2027 56.0 49.16 S MS 10 P170907 Caribbean Air Transport Connectivity - Haiti PE 5/28/2020 6/30/2026 84.0 78.20 S MS 11 P171976 Haiti Digital Acceleration PE 10/9/2020 10/15/2026 60.0 54.54 MS MS Private Sector Jobs and Economic Transformation 12 P173743 PE 9/28/2021 5/31/2027 75.0 69.67 MS MU (PSJET) 13 P173811 Haiti COVID-19 Response PE 4/2/2020 3/30/2024 55.0 32.85 S MS HT Adaptive Social Protection for Increased Resili- 14 P174111 PE 3/9/2021 6/30/2027 75.0 56.63 MS MS ence (ASPIRE) Promoting a More Equitable, Sustainable and Safer 15 P174707 RE 6/25/2021 6/30/2026 90.0 15.6 85.64 S S Education in Haiti (PROMESSE) Emergency Resilient Agriculture for Food Security 16 P177072 PE 5/17/2022 2/26/2027 152.0 143.08 S MS Project Resilient connectivity and Urban Transport Acces- 17 P177210 PE 5/26/2022 5/31/2028 120.0 112.92 S S sibility Project Decentralized Sustainable and Resilient Rural Wa- 18 P178188 PE 5/17/23 6/29/2029 80.0 79.41 ter and Sanitation TOTAL: 1201.15 53.77 1113.76 76 Annex 3: Selected Indicators of Bank Portfolio Performance and Management Net Net FY Dis- Project Project Comm. Comm. Cumul. Undisb. Total Un- Total Bank Appr. Revised Clos. burs. Project Name Ratings Ratings Amt. - Amt Disb. Bal. disburs. Disburs. Date Date Ratio - DO - IP IDA Total (US$M) (US$M) (%) (%) (US$M) (US$M) (%) Modern Energy Services For All (CTF) 25-Oct-2017 30-Apr-2028 MS MS 0 15.65 11.9 3.7 23.8 76.2 7.8 Municipal Development and Urban Resilience (MDUR) 20-Jun-2017 31-Mar-2025 MS MS 48.4 48.4 42.4 7 14.1 85.9 23 Renewable Energy for All (SREP) 25-Oct-2017 31-Dec-2024 MS MS 4 46.52 15.7 31 66.4 33.6 12 Statistical Capacity Building (PAGEFIS) 24-Mar-2017 31-Dec-2024 MS MS 20 20 14 5.4 27.9 72.1 14.7 Rural Accessibility & Resilience (PARR) 31-May-2018 30-May-2025 S S 138 138 130.8 3.2 2.4 97.6 12.6 Strengthening DRM and Climate Resilience (PGRAC) 16-May-2019 30-Apr-2025 MS MS 46 46 25 19.6 44 56 9.6 Strengthening Primary Health Care and Surveillance in Haiti (PROSYS) 16-May-2019 31-Dec-2026 MS MS 75 75 52.9 21 28.4 71.6 9 Cap Haitien Urban Development (CHUD) 06-Mar-2020 31-Mar-2027 MS MS 56 56 8.2 45.2 85 15 1.5 Caribbean Regional Air Transport Connectivity Project - Haiti (CATCOP) 28-May-2020 30-Jun-2026 MS MU 96 96 9.4 83 90 10 2.3 Digital Acceleration (HDAP) 09-Oct-2020 15-Oct-2026 MS MS 60 60 7 49.2 87.6 12.4 1 Private Sector Jobs and Economic Transformation (PSJET) 28-Sep-2021 31-May-2027 MS MS 75 75 4.9 65.4 93 7 0.1 COVID-19 (COVID) 02-Apr-2020 30-Nov-2025 MS MS 55 55 40.5 13.3 25 75 47.9 Adaptive Social Protection for Increased Resilience (PSARA) 09-Mar-2021 30-Jun-2027 S MS 75 75 40.1 29 42.2 57.8 2 Promoting more Equitable, Sustainable, Safer Education (PROMESSE) 25-Jun-2021 30-Jun-2026 MS MS 90 105.6 47 53 53.2 46.8 11.1 Emergency Resilient Agriculture for Food Security (PARSA) 17-Mar-2022 26-Feb-2027 S MS 152 152 43.1 102.8 70.5 29.5 10.5 Resilient connectivity and Urban Transport Accessibility (RUTAP) 26-May-2022 31-May-2028 S S 120 120 18.9 95.3 83.5 16.5 7.2 Decentralized Sustainable Resilient Rural Water and Sanitation (EPPARD) 17-May-2023 29-Jun-2029 S MS 80 80 16.3 62 79.2 20.8 2 Total: 17 projects 1213.15 1286.92 528 690.2 56.7 43.3 7.3 77 Annex 4: Operations Portfolio (IBRD/IDA and Grants) # Project ID Project Name Type Status Budget ($M) 1 P148970 Haiti Sustainable Rural and Small Towns Water and Sanitation Project Lending Closed 70 2 P154351 Haiti Modern Energy Services For All Lending Active 15.65 3 P155201 Municipal Development and Urban Resilience Project Lending Active 48.4 4 P156719 Haiti: Renewable Energy for All Lending Active 46.52 5 P157531 Statistical Capacity Building Project Lending Active 20 6 P162908 Resilient Productive Landscapes in Haiti Lending Closed 22.75 7 P163490 Haiti Rural Accessibility & Resilience Project Lending Active 138 8 P165870 Strengthening DRM and Climate Resilience Project Lending Active 46 9 P167512 Strengthening Primary Health Care and Surveillance in Haiti Lending Active 75 10 P168951 Cap Haitien Urban Development Project Lending Active 56 11 P170907 Caribbean Regional Air Transport Connectivity Project - Haiti Lending Active 96 12 P171976 Haiti Digital Acceleration Project Lending Active 60 13 P173743 Private Sector Jobs and Economic Transformation (PSJET) Lending Active 75 14 P173811 Haiti COVID-19 Response Lending Active 55 15 P174111 ASPIRE Project Lending Active 75 16 P174707 Promoting a more Equitable, Sustainable and Safer Education Lending Active 105.6 17 P177072 Emergency Resilient Agriculture for Food Security Project Lending Active 152 18 P177210 Resilient connectivity and Urban Transport Accessibility Project Lending Active 120 19 P106699 Haiti - Urban Community Driven Development Project / PRODEPUR Lending Closed 52.96 20 P120895 Infrastructure & Institutions Emergency Recovery Lending Closed 102.8 21 P123706 Improving Maternal and Child Health through Integrated Social Services Lending Closed 95 22 P123974 Haiti Business Development and Investment Project Lending Closed 15.71 23 P124134 Haiti - Education for All Project - Phase II Lending Closed 70 24 P125805 Port-au-Prince Neighborhood Housing Reconstruction (PREKAD) Lending Closed 64.87 25 P126346 Disaster Risk Management and Reconstruction Lending Closed 76 26 P126744 Relaunching Agriculture: Strengthening Agriculture Public Services II Project (GAFSP - IDA) Lending Closed 75 27 P127203 Rebuilding Energy Infrastructure and Access Lending Closed 48.99 28 P133352 HT Center and Artibonite Regional Development Lending Closed 20.77 29 P148259 HT Strengthening Hydromet Services Lending Closed 3.74 30 P144614 Cultural Heritage Preservation and Tourism Sector Support Project (PAST) Lending Closed 26.15 31 P155191 Providing an Education of Quality in Haiti Lending Closed 69 32 P162452 Haiti Fiscal and Social Resilience Development Policy Financing Lending Closed 20 33 P178188 Decentralized Sustainable and Resilient Rural Water and Sanitation Project Lending Active 80 78 Annex 5: Statement of IFC's Held and Disbursed Portfolio 1a. Haiti Historical Investment Program Commitments by Fiscal Year Based on Primary Country (as of Dec 31, 2024) FY20 FY21 FY22 FY23 FY24 FY25 YTD FY20-FY25 Long Term Finance (LTF) - 2.5 0.0 0.0 0.0 6.0 8.5 of which IFC Own Account - 2.5 0.0 0.0 0.0 3.0 5.5 of which Core Mobilization - 0.0 0.0 0.0 0.0 3.0 3.0 Short Term Finance (STF) 3.5 1.7 1.0 - - - 6.3 of which IFC Own Account 3.5 1.7 1.0 - - - 6.3 of which Core Mobilization - - - - - - - 1b. Haiti Historical Investment Program Commitments by Fiscal Year Based on Country of Proceeds (JV Country) (as of Dec 31, 2024) FY20 FY21 FY22 FY23 FY24 FY25 YTD FY20-FY25 Long Term Finance (LTF) - 2.5 0.0 0.0 0.0 6.0 8.5 of which IFC Own Account - 2.5 0.0 0.0 0.0 3.0 5.5 of which Core Mobilization - 0.0 0.0 0.0 0.0 3.0 3.0 Short Term Finance (STF) 3.5 1.7 1.0 - - - 6.3 of which IFC Own Account 3.5 1.7 1.0 - - - 6.3 of which Core Mobilization - - - - - - - 2. Haiti Investment Portfolio by Industry Group (as of Dec 31, 2024) Industry Group INR CN6 CF6 CM6 CSF Total Committed Exposure 3.0 - 1.6 0.6 - 5.2 Portfolio Outstanding - - 0.2 0.6 - 0.8 of which Loan Outstanding - - 0.2 0.6 - 0.8 of which Equity Outstanding - - - - - - Undisbursed 3.0 - 1.4 - - 4.4 Non-Performing Loans (NPLs) - - - - - - NPL Ratio (%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 79 3. Haiti Advisory Services Portfolio by Industry (as of Nov 30, 2024) Industry Total Funds Managed by IFC CTA-PPP 1.6 FIG 1.3 INR 0.4 MAS 1.3 Total AS Portfolio in Haiti 4.5 80 Annex 6. Country Context: Poverty, Inequality, Fragility, Conflict and Violence Country Context 1. Amid severe political, economic, and institutional crises, Haiti experiences one of the most challenging periods in its recent history, marked by gang violence and external shocks. Political instability, governance failures, and the state's inability to ensure security and rule of law have exacerbated economic vulnerability and deprivation, leading to conflict and violence. The decline in state institutions since 2010 has been compounded by intermittent closures of public offices, political violence, riots, and social unrest. Worsening security conditions have exacerbated outmigration, leading to staff and skills shortages in both public and private sectors. The assassination of President Jovenel Moïse in July 2021 and devastating earthquake and flood in August 2021 further exacerbated the instability. 2. On October 2, 2023, the United Nations Security Council approved and subsequently extended a resolution authorizing deployment of the MSSM to Haiti until October 2025.90 The UN Security Council mandated the mission to support the National Police in Haiti, aiming to re-establish security and build conditions for free and fair elections. This includes operational support, capacity development, and security for critical infrastructure. The mission also authorizes urgent temporary measures, including arrest and detention operations, and extends sanctions to all gangs. The transitional presidential council's president has requested that the United Nations transform the MSSM into a peacekeeping mission. 3. Political factions reached consensus on the details of a transition process after the resignation of the government in March 2024. The Kingston Declaration of March 11, 2024, concluded negotiations among various Haitian actors for an inclusive political transition and led to the April 3 Political Agreement for a Peaceful and Orderly Transition, bringing together a wide range of Haitian stakeholders and establishing a transitional institutional architecture that includes a bicameral executive with a transitional presidential council. The transitional presidential council established on April 25, 2024, assumed the functions of the president and included nine representatives from various political parties and civil society (seven voting members, two observers). Two transitional governments have been instated since to implement a program to conclude the transition process. A government inaugurated in June 2024 was replaced in November amid disputes between the prime minister and the transitional presidential council. On November 10, Alix Dedier Fils-Aimé was inaugurated as the new prime minister, who subsequently replaced several members of the previous cabinet. 4. While elections will conclude the transition period, swift international support is necessary for investments in Haiti’s social, economic, and physical infrastructure to protect livelihoods and restore confidence of violence-affected populations. A substantial improvement in security conditions remains a precondition to ensure an environment in which elections can be held, which requires progress in law enforcement and political processes. Living conditions of affected by violence populations need urgent improvements together with reestablishing state authority to sustain government control and strengthen the resilience of local communities. The economic contraction has limited the transition government’s fiscal space to finance investments necessary for the improvement of infrastructure and services.91 And international support will be indispensable for the success of the transition period. 90 United Nations Security Council Resolution 2699 of October 2, 2023, on Haiti. 91 On August 19, 2024, the Council of Ministers issued an amended budget decree for fiscal 2024 that reduced the overall budget available by 20.5 percent because of a shortfall in projected resources. 81 Poverty and Inequality 5. Haiti’s poverty has been increasing in recent years. In 2023, it had a gross national income per capita of US$1,740,92 less than one-fifth of the Latin American and Caribbean average. The official poverty rate for Haiti was last estimated at 58.5 percent (2012),93 meaning that approximately 6 million people lived in poverty, of whom 24 percent lived in extreme poverty. Although Haiti made marginal progress in poverty reduction until 2018, the combined effect of the political crisis, violence, economic deterioration, COVID-19, the 2021 earthquake, and Hurricane Grace have reversed gains. Adverse conditions for agricultural production, high food price inflation, and the deteriorating economic and security situation since mid-2018 have worsened living conditions, disproportionally affecting the poor, who spend a larger portion of their income on food. Food inflation and % violence have increased food insecurity, especially for people with large dependency ratios. 6. Structural transformation has been minimal since early 2000, with labor shifting from low-productivity agriculture to low- productivity informal services. Eighty-six percent of the labor force is employed in the informal sector, which generates an estimated 60 percent of GDP. The welfare gap between urban and rural areas is large. Furthermore, Haiti is among the world’s most disaster-prone countries, with more than 70 percent of households living in vulnerable dwellings, leaving them highly exposed to the adverse effects of shocks, and 96 percent of the population at risk from one or more types of natural hazards.94 7. Inequality is high, with a Gini coefficient of 0.61, placing Haiti among the most unequal countries in the world.95 The wealthiest 20 percent holds more than 6 percent of the country’s total income, and the poorest 20 percent holds only 1 percent. Gender inequalities are significant and widened during the pandemic, with more women missing economic opportunities, being excluded from institutional decision making, and being subjected to high levels of gender-based violence (GBV). 8. The economic contraction has affected livelihoods since 2019. With most workers in insecure jobs, slow economic activity is resulting in income losses that limited safety nets are unlikely to be able to mitigate. According to the High-Frequency Phone Survey in March 2023, roughly two-thirds of households reported a decrease in total income since January 2022, which can be partly attributed a decline in labor market conditions and a fall in remittances. In March 2023, only 38 percent of survey respondents reported working in the previous week, compared with 46 percent at the end of 2021. Low job quality is a challenge, with only about 12 percent of workers engaged in the formal sector, one of the highest informality rates in Latin America and the Caribbean. Regarding non-labor income, 40 percent of households reported a reduction in remittances from February to March 2023, and more than half reported a decrease in help from family and friends. 9. The poor face severe barriers to access and inequalities in the provision of basic services, especially water, sanitation, and electricity. Access to basic services is highly correlated with socioeconomic status.96 Overall electricity access was 45 percent in 2018 (compared to 98 percent for countries in Latin America and the Caribbean) and had increased by only 1 percent per year between 2010 and 2018. Between 1990 and 2015, the share of the population with access to drinking water decreased from 62 to 52 percent. Sanitation is also a critical problem; over the same period, access to enhanced sanitation facilities increased by only one percent among the poorest in rural areas. In 2020, approximately 18 percent of the population faced unimproved sanitation 92 Current US$, Atlas Method. After a revision of national accounts, Haiti’s GDP was rebased in 2020, when Haiti was classified as a lower-middle- income country. 93 The latest year for which poverty survey data are available. 94 Investing in people to fight poverty in Haiti: Reflections for evidence-based policy making. Washington, DC: World Bank Group. http://documents.worldbank.org/curated/en/222901468029372321/Reflections-for-evidence-based-policy-making 95 Or a Gini coefficient of 41 based on a consumption aggregate. 96 In 2016, fewer than 25 percent of live births occurred in a health care facility in the lowest two asset quintiles, compared with 79 percent in the highest quintile, and less than 5 percent of the population lived in a household with electricity in the lowest two asset quintiles, compared with 94 percent in the highest quintile. 82 conditions.97 In 66 percent of poor and 73 percent of extremely poor households, distance to a health care facility affects women’s decisions to seek medical care.98 10. There are significant geographic disparities in poverty. Haitian poverty is primarily rural and increases with distance from the capital, with three-quarters of rural populations being asset-poor. The urban-rural gap in asset distribution is significant, with half of urban households and one-tenth of rural households in the wealthiest asset quintile in 2018. Non-monetary poverty is higher in rural areas. The earthquake in August 2021 exacerbated geographic inequalities, and some urban neighborhoods have a large share of highly vulnerable people. Structural economic change has not substantially benefited over 60% of urban populations due to outmigration, inadequate infrastructure, and poor basic services. The poorly planned, uncontrolled expansion of Haitian cities exposes them to natural disasters such as cyclones, floods, and landslides. Deforestation and inadequate drainage infrastructure create flood-prone environments in Haiti's most-populated cities. 11. Significant gaps in human capital contribute to pervasive poverty and low productivity. In 2021, Haiti ranked 163 out of 191 countries on the Human Capital Index. A child born today in Haiti will be only 45 percent as productive as they would have been had they received comprehensive education and health. A child in Haiti will complete only 6.1 years of schooling based on present-day learning. More than one-fifth of children are stunted, and only 78 percent of 15-year-olds will survive to the age of 60. COVID-19 and successive crises thereafter have further cut down school attendance,99 use of primary health care services, and child nutrition, which will further limit human capital development and potentially have multigenerational consequences for Haiti’s development. 12. Gang violence has damaged or destroyed a large portion of educational and health care infrastructure. Of 93 health care institutions with beds in the ZMPP, two private hospitals have been destroyed, 11 hospitals partially damaged, 14 health centers with beds partially or totally damaged or looted, and 38 health care institutions closed. In terms of education, 233 of 6,774 schools were vandalized or damaged and 418 closed because of gang violence in the ZMPP, affecting more than 140,000 students. 13. The rise in violence, particularly in and around Port-au-Prince, has rendered entire neighborhoods uninhabitable and led to new waves of displacement. A significant proportion of the displaced population is from the ZMPP, with many residents fleeing to safer areas of the city or other regions of the country. As of January 2025, the International Organization for Migration recorded 1,041,000 internally displaced persons, an almost 50 percent increase from the previous assessment in September. This situation is aggravated by a large number of Haitian nationals (more than 30,000 by November) deported from the Dominican Republic in autumn 2024. FCV Context 14. The security context has worsened since 2018 and remains volatile. Since the resignation of former Prime Minister Ariel Henry on April 25, the number of violent events and fatalities remains high and above the long-term average. According to Armed Conflict Location and Event Data (ACLED), the number of violent events rose from 463 in 2018 to 1,623 in 2023 and 1,449 in the first eight months of 2024 (Figure 1). Data from the United Nations Integrated Office in Haiti (BINUH)100 indicate a declining trend in the second quarter of 2024, recording 2,113 gang-related killings from January to April and 1,340 from May to August. Since 2018, 97 In 2020, 12 percent of the urban and 46 percent of the rural population practiced open defecation. 98 Sering Touray and Emilie Perge. 2017. “Transport and Poverty in Rural Haiti: Existing Evidence from Household Surveys.” Poverty and Equity Global Practice, World Bank, Washington, DC. 99 According to the High-Frequency Phone Survey, nearly one-third of children were disengaged from any educational activity in 2021. Haiti’s remote learning participation rate of 36 percent was one of the lowest in Latin America and the Caribbean. 100 Reported numbers of fatalities differ between ACLED and BINUH because they use different methodologies. ACLED relies mostly on newspaper articles and social media posts, whereas BINUH relies on personal networks within affected communities. 83 waves of violence have increased in severity, with the volatility (standard deviation) of violent events of one particular year increasing from less than 10 in 2018 to more than 60 in 2024 (Figure 2). At the same time, the number of protests and riots relative to violent events decreased, with volatility within previous ranges despite significant risks of renewed periods of large-scale civil unrest. Figure 1: Number of Violent Events and Protests and Figure 2: Share (Left Axis) and Volatility (Standard Riots (Left Axis) and Fatalities (Right Axis), 2018–24 Deviation, SD) (Right Axis) of Violent Events, Protests, and Riots 300 700 100% 70 600 60 250 80% 50 500 200 60% 40 400 30 150 40% 300 20 100 20% 200 10 50 0% 0 100 2018 2019 2020 2021 2022 2023 2024 0 0 Jul-21 Apr-23 Jun-24 May-20 Aug-18 Dec-20 Sep-22 Nov-23 Jan-18 Mar-19 Feb-22 Oct-19 Protests and Riots Violent Events SD Violent Events Violent events Protests and riots SD Protests and Riots Fatalities (RHS) Source: Armed Conflict oca on & Event Data (accessed September 1, Source: Armed Conflict oca on & Event Data (accessed September 1, 202 ), https://acleddata.com/. 202 ), https://acleddata.com/. Figure 3: Average Fatalities per Month from Violent Figure 4: Fatalities per 100,000 Population According to Events, 2018–24 Commune, September 2023 to August 2024 700 80 600 70 500 60 Fatalities 400 50 300 40 200 30 100 20 0 0 100 200 300 10 Events 0 Violent events Fatalities 2024 Fatalities 2023 Linear (Violent events) Source: Armed Conflict oca on & Event Data (accessed September 1, Source: Armed Conflict oca on & Event Data (accessed September 1, 202 ), https://acleddata.com/. 202 ), https://acleddata.com/. 84 15. While reporting on fatalities from gang violence varies according to data source, the average lethality of a violent event appears to have declined in 2024 from previous years. From January to August 2024, ACLED counted 1,020 conflict-related fatalities (almost 44 percent less than during the same period in 2023). For the same period, BINUH counted an increase of 15 percent from 2,999 fatalities in 2023 to 3,456 in 2024, highlighting the challenges of monitoring, verifying, and classifying violent events in Haiti’s context. According to ACLED, the month with the single most violent events was in 2024, although the average count of fatalities has largely remained below the 2023 average (Figure 3). Tabarre, Gressier, and Port-au-Prince are hotspots in terms of relative violence intensity. Per 100,000 population, Tabarre Figure 5: Share of Violent Events According to Department registered more than 76 fatalities 100% in 2023 and 2024, Gressier 65, and Port-au-Prince 54, significantly 80% above the average of many other 344 60% 234 527 1401 1958 860 countries affected by conflict and 699 violence (Figure 4). At the same 40% time, serious human rights 20% violations remain of major 59 52 135 283 68 concern. Between January and 0% 4 26 September, BINUH counted more 2018 2019 2020 2021 2022 2023 2024 than 1,054 kidnappings for Artibonite Centre Grande-Anse Nippes Nord ransom and a significant increase Nord-Est Nord-Ouest Sud Sud-Est Ouest in sexual violence against women Source: ACLED Conflict Severity Index. 2023. https://acleddata.com/conflict-index/index-january-2023/. and girls.101 16. Violence remains concentrated in the Ouest Department which concentrates most of Haiti’s economic activity.102 Gangs have sought to expand their areas of influence outside of the Metropolitan Area of Port-au- Prince (ZMPP). They have attacked government infrastructure in the south of the ZMPP and in downtown Port- au-Prince and gained control of all routes in and out of Port-au-Prince, disrupting transportation and limiting access to humanitarian aid. During the summer of 2024, gangs launched attacks in previously largely violence- free communities such as Carrefour, Ganthier, and Gressier and expelled the National Police, seriously damaging police infrastructure. Gangs also attempted to gain control over Arcahaie and Cabaret, although up to September 2024, their advances were limited amid resistance from local communities and the National Police. The Ouest Department accounted for more than 80 percent of violent events between 2018 and August 2024 (Figure 5). Artibonite is the second most affected department and witnessed the largest relative increase in violence between 2022 and 2023, severely limiting economic and agricultural activities in the area.103 Drivers of Fragility and Resilience 17. The Haiti’s biggest challenge is breaking out of the crisis–fragility trap that has constrained its development for decades. Prerequisites for escaping the crisis–fragility trap include increasing security, restoring trust in governance, and addressing key social and economic grievances. Such measures require sustained support from the development partners and deployment of innovative solutions. 101 United Nations Integrated Office in Haiti. 202 . “Quarterly Report on the Human Rights Situation in Haiti—April-June 202 .” https://binuh.unmissions.org/sites/default/files/quarterly_report_on_the_human_rights_situation_in_haiti.pdf. 102 ACLED may underreport violent events in areas outside ZNPP because of lack of access to internet or media outlets, which may contribute to more comprehensive coverage of events in Port-au-Prince. 103 United Nations Integrated Office in Haiti. 2023.“Criminal Violence Extends Beyond Port-au-Prince—The Situation in Lower Artibonite from January 2022 to October 2023.” https://binuh.unmissions.org/sites/default/files/rapport_artibonite_en_vf.pdf. 85 18. The drivers of fragility, conflict, and violence (FCV) have remained unchanged for years and continue to pose significant structural obstacles to development and economic growth (Table 1). These drivers include a volatile, fragmented political system that has been associated with repeated crises and high levels of conflict and violence, including use of gang violence for political, economic, and social ends; a dysfunctional, patronage-based system of governance and redistribution that has prevented development of inclusive, effective institutions and driven corruption and inequality; and a distorted, constrained economy and growth trajectory that has generated high poverty, food insecurity and inequality, chronic macroeconomic instability, and vulnerability to recurrent natural and man-made shocks, all of which have fueled grievances, social discontent, and violence. The long-standing structural impact of these FCV drivers has shaped the evolution of Haiti’s institutional, economic, and social landscape, perpetuating instability and vulnerability and creating a crisis–fragility trap that has been unable to escape. Table 1: Drivers of Fragility and Resilience Core drivers of fragility and violence Factors of resilience 1. Political instability, conflict, and violence 1. Social capital and cohesion • Unstable, highly conflictual political system • Haitian capacity for adaptation and collective mobilization • Proliferation of armed gangs and high levels of violence • Vibrant civil society, nongovernmental organizations, and • Absence of credible policing, justice, and rule of law associations 2. Dysfunctional governance and highly constrained institutions • Economically and socially active diaspora • Systemic, entrenched corruption linked to capture and 2. Governance and institutional pockets of excellence patronage • Informal and local governance • Dysfunctionality and paralysis of institutions and core state • Institutional effectiveness in key sectors (agriculture, functions education, civil protection, public finance, transportation) • Broken policy reform framework • Resilience of civil service cadres 3. Distorted, highly vulnerable economy and society 3. Economic and social gains • Chronic macroeconomic instability • Private sector investments in energy, water, and digital • Severely constrained growth and underinvestment in physical financial services capital • Growing microfinance sector • High poverty, unemployment, and food insecurity • National social protection system • Weak business environment • Disaster risk management systems • Low human capital and high inequality • Advances in climate-smart agricultural practices • Acute exposure to natural and man-made shocks • Progress in key infrastructure (electricity, irrigation, road networks) Source: World Bank. 2023. “Risk and Resilience Assessment Update.” Unpublished; World Bank. 2022. “Haiti Systematic Country Diagnostic Update: Pathways to Responding to Recurrent Crises and Chronic Fragility.” Washington, DC. http://hdl.handle.net/10986/37801. 19. Haiti’s drivers of resilience are essential for mitigating recurrent shocks and breaking out of the crisis–fragility trap (Table 1). Haitian society and individuals exhibit adaptability, innovation, and collective mobilization through family and community networks. Civil society, community networks, and the private sector are crucial for providing services, jobs, and livelihoods in Haiti's volatile context. The diaspora and remittances contribute to social and economic resilience. Despite governance challenges, some institutions have demonstrated effectiveness and service delivery. The private sector has shown resilience through sustaining some export-oriented value chains. Leveraging these sources of resilience while improving security, governance, and economic conditions will be essential for breaking out of the crisis-fragility trap. 20. Drivers of fragility and resilience define the focus areas of the CPF. The CPF focuses on fragility drivers two and three, addressing macroeconomic imbalances and employment creation. The Private Sector Jobs and Economic Transformation Project (PSJET) is being restructured to adapt to business needs affected by violence. The upcoming transport project (P504115) aims to rehabilitate core transport corridors to facilitate trade and 86 transport, mitigating growth constraints and poverty. In addition, the ongoing IFC project Solengy Renewable Energy Haiti (P49360) supports economic growth through the sustainable expansion of access to electricity to both public and private players, as it stimulates more resilient and green energy efficient infrastructure, generating a positive impact in terms of both access and cost. Objective Two focuses on preserving institutions, with the upcoming PFM project (P180384) addressing revenue and fiscal management issues to address corruption and macroeconomic instability. Objective Three addresses vulnerability to natural and man-made shocks, emphasizing the importance of improved disaster risk management systems to mitigate the adverse effects of frequent natural disasters. Global Challenges 21. A confluence of global and country challenges is exacerbating Haiti’s current fragility crisis, reinforcing its crisis-fragility cycle. Climate change and natural hazards, such as hurricanes and earthquakes, disproportionately affect poor and vulnerable populations. Haiti’s geographic location makes it vulnerable to climatic anomalies, with more than 93 percent of its surface area and 96 percent of its population at risk from hazards, including hurricanes, floods, earthquakes, landslides, and droughts. Changes in precipitation patterns, increased evaporation, groundwater over-extraction, sea level rise, and more-intense hurricanes will constrain agricultural productivity and worsen food insecurity. Natural disasters also increase health risks from spread of infectious diseases such as cholera and malaria. In 2017, the Maplecroft Index (Climate Change Vulnerability Index) included Haiti among the three most-vulnerable countries to climate change in the world. The 2010 earthquake destroyed the equivalent of 120 percent of its GDP, Hurricane Matthew in 2016 caused losses of 32 percent of GDP, and the 2021 earthquake – 11 percent. Climate change compounds policy and institutional weaknesses revealing the inadequacies in Haiti's DRM capacity. 22. Achieving Haiti’s 2030 targets for reductions in greenhouse gas emissions requires significant investment and international support. Agriculture, forestry, and land use account for more than 75 percent of emissions; the energy sector contributes to an additional 19 percent. The goal of Haiti's nationally determined contribution is a 31 percent reduction in emissions across the waste, electricity, agricultural, and forestry sectors, with an unconditional target of 6.3 percent and a conditional target of 25.5 percent compared with the business- as-usual scenario by 2030.104 The country seeks to enhance resilience through adaptation measures in agriculture, water resources, and infrastructure, particularly by improving agricultural practices, increasing household energy efficiency, and using sugarcane bagasse for electricity generation, but achieving these targets will require an estimated US$22.04 billion by 2030, along with international technical and financial support.105 23. Haiti’s pandemic preparedness is insufficient for responses to large-scale health emergencies and will require improving health care infrastructure and disease surveillance. Poverty, food insecurity, and an inadequate social protection system further hinder timely outbreak response. Pandemic preparedness efforts are conducted ad hoc and are limited by the shortage of medical professionals and supplies. Haiti scores poorly on the Joint External Evaluation of Capacities for Implementing International Health Regulations. A large part of the population faces acute hunger, and underdeveloped social protection systems leave vulnerable populations without support during crises. Key government priorities for strengthening pandemic preparedness include enhancing disease surveillance; investing in renewable energy for health care facilities; and providing cash transfers, food assistance, and health care coverage. 24. Very low electrification rates severely constrain energy access in Haiti, which will have to rely on private sector investment in off-grid energy solutions. Only one-third of the population has electricity, and there are stark disparities in access between urban areas (78 percent) and rural areas (3 percent). The 104 Climate Watch (database) (accessed), https://www.climatewatchdata.org/countries/HTI?end_year=2021&start_year=1990. 105 Nationally Determined Contributions Registry (database), United Nations Climate Change (accessed ), https://unfccc.int/NDCREG. 87 country's on-grid generation capacity has stagnated for over than a decade, resulting in high energy costs and reliance on informal self-generation. Average end-user tariffs in Haiti are among the highest in Latin America and the Caribbean, resulting in per capita electricity consumption of just 38.9 kilowatt-hours. To address this energy deficit, Haiti is focusing on expanding renewable energy solutions, including biomass, solar photovoltaic, wind, and hydropower generation. This requires the promotion of private investment in off-grid renewable energy solutions and renewable energy for health care institutions and water systems to enhance resilience. 25. Haiti is facing an unprecedented food and nutrition crisis, with high levels of acute hunger. The September 2024 Integrated Food Security Phase Classification indicates that 50 percent of population, 5.4 million people, experiencing acute food insecurity, an increase of more than 600,000 people since August 2023 and more than 850,000 since President Moïse assassination in July 2021.106 The increase in the population’s food and nutrition insecurity has risen by more than 30 percent over the past four years. More than two-thirds are concentrated in the poor and very poor neighborhoods of Cité Soleil and Port-au-Prince. Furthermore, 22 percent of children under five are stunted, and 3.7 percent are wasted, with almost one-third of children stunted in the Centre Department.107 Many households report insufficient food access due to disrupted supply chains and limited resources.108 The loss of territorial control to gangs has further weakened the state's ability to provide basic social services, making it difficult to access food and other necessities. 26. Limited infrastructure, high costs, and inefficient service delivery constrain water security and access in Haiti. In 20222, only 55 percent of the population had regular access to potable water. Access in urban areas is 68 percent, and only 48 percent of the rural population can obtain safe drinking water. About 38 percent of the population had basic sanitation services in 2022.109 Water infrastructure is inadequate, with services in Port-au-Prince limited to a few hours per week. Natural disasters, as well as the cholera outbreak after the 2010 earthquake, have intensified the water shortage. Gang violence hinders the state's ability to provide effective water and sanitation services. Sector reform has empowered local authorities to manage water and sanitation services, but limited financial resources and capacity remain significant constraints. 27. Haiti’s significant digital connectivity gap stems from very low mobile penetration rates. With only 63 percent penetration for mobile and 1 percent for fixed internet, the backbone infrastructure is concentrated in Port-au-Prince, resulting in low competition, high prices, and limited internet and mobile services quality. The cost of a fixed broadband connection is 155 percent of GDP per capita, making it unaffordable for most Haitians. Poor infrastructure and lack of fuel hinder the maintenance of digital infrastructure in rural areas. Additionally, violence and insecurity impede efforts to maintain or expand internet services in rural communities. Comprehensive reforms and investment are required to bridge this digital divide, including addressing the digital gender gap. 28. Protecting biodiversity and nature can help reduce rural poverty; safeguarding ecosystems allows for diversification and additional sources of income for poor households. Haiti faces threats to biodiversity and ecosystem preservation due to environmental degradation, deforestation, soil erosion, and inadequate conservation efforts. With less than 3% of its areas protected, Haiti ranks 150th out of 180 nations. Socioeconomic pressures such as poverty and unsustainable agricultural practices contribute to biodiversity loss. Investing in the poorest farmers' resilience through climate change-resistant farming practices can break the vicious cycle and mitigate food security and coastal management risks. Haiti's National Adaptation Plan aims to strengthen policies, enhance protected areas, and promote sustainable practices. 106 Haiti IPC Acute Food Insecurity Snapshot, September 2023 (ipcinfo.org). 107 Haiti Demographic and Health Survey 2016-17. 108 It is estimated that 30 to 40 percent of perishable goods (mango, avocados) are lost because of lack of access to markets. https://2012- 2017.usaid.gov/news-information/frontlines/haitiwomen-development/mangoes-and-tees-next-phase-haitian-recovery. 109 World Bank Group Scorecard (database), World Bank, Washington, DC (accessed ) https://scorecard.worldbank.org/en/data?orgCode=ALL&refareatype=COUNTRY&refareacode=HT&age=_T&disability=_T&sex=_T 88 Annex 7. CPF Implementation Model Flexibility and Adaptability 1. Given the interim government’s limited mandate, the CPF program implementation will continue to face political uncertainty, delayed decision making, dry-off of private investment, and slow-downs in implementing externally financed development programs. Despite the challenging context, the WBG has proven capable of operating effectively and delivering Figure 1: Haiti Portfolio: Disbursement Evolution, results, as illustrated by an FY2024 Fiscal Year (FY)2014−24 disbursement ratio of 20 percent, amounting to a record US$181 million (Figure 1). 2. The WBG operating model adopted in Haiti has been constantly adjusted to respond to changing circumstances. Since 2022, the security situation has become increasingly volatile, constraining the field presence of WBG staff.110 In 2023, a comprehensive security plan was developed including a flexible hybrid model with Haitian core staff, adjusting the internationally recruited staff's footprint to business requirements and focusing on staff security and health, particularly local staff facing higher security risks. 3. The CPF is designed to consolidate the active portfolio. Although net World Bank commitment increased by almost 40 percent after the 2021 earthquake, the number of projects has been reduced by closing nonperforming operations and restructuring the portfolio (see Figure 2).111 Under the proposed CPF, the World Bank will continue to emphasize Figure 2: Haiti Portfolio: Net Commitment and Number of Projects readiness and selectivity filters at entry (F16-26) and apply strict discipline to the management of closing dates of projects.112 Considering the immense need and limited country allocation, the CPF will apply four project readiness filters to projects entering the pipeline,. These filters include demonstrated sector performance; overall project performance, WBG technical staff availability in Port-au- Prince, effectiveness, disbursement, and implementation readiness. 110 In the last months of 2022, gang violence plunged Port-au-Prince into lawlessness and a humanitarian crisis, leading to the preventive emergency evacuation of all WBG staff from October 14, 2022, to January 12, 2023. Closing of the World Bank office resulted in a stark decline in disbursements in 2023. 111 From 2020 to 2022, nearly half the portfolio was restructured to channel undisbursed balances to new activities, and turn around problem projects. 112 The Haiti country portfolio performance review in October 2024 emphasized the need for accelerated implementation and disbursement of projects, potentially leading to portfolio restructuring and reallocation of funds, which will consider government priorities and recommendations from the RCIA. 89 4. As the implementation lessons indicate,113 the proposed CPF-led program will continue to pursue fewer and more expensive projects with simple project designs, streamlined implementation arrangements, and strengthened partnerships. Simplified project designs and a consolidated portfolio will allow for greater focus on strategic engagements, freeing up capacity to address implementation challenges with intense supervision support. Better project implementation will rely on tailored capacity-building technical assistance activities embedded in projects and targeted fiduciary and safeguard training for implementing entities. The WBG will continue to seek technical and financial cooperation from key development partners, enabling the WBG to manage security risks and accessibility challenges and leverage the comparative advantage of the respective organizations. Six UN agencies implement World Bank projects for a total of US$152 million in open and closed contracts (United Nations Office for Project Services; World Food Program; International Organization for Migration; United Nations Educational, Scientific and Cultural Organization; United Nations Children’s Fund; Pan American Health Organization; United Nations Population Fund). The WBG partners with UN agencies because of their well-established in-country systems and operational and logistics capacities, which can deliver emergency interventions in difficult-to-access areas. Expanding the Territorial Approach 5. The World Bank's portfolio is aligned to the needs of the most vulnerable populations. An analysis conducted to analyze the territorial distribution of the World Bank’s portfolio (Table 1) compared the distribution of the portfolio at the department level with poverty estimates and a geographic deprivation index constructed for this purpose tracking data on access to drinking water, electricity, 4G coverage, food insecurity, travel times to markets, exposure to hazards, and Table 1. Geographic Distribution of World Bank Financing violence. The analysis confirmed that the World Bank portfolio aligns well with the needs of the most income- Region US$ million % vulnerable and deprived populations. It also confirmed Northern 336.50 28 the concentration of World Bank–funded activities in the North 154.12 Northeast 149.26 most vulnerable (southern) departments of the country, Northwest 33.12 which are receiving 53 percent of regional investments Central 127.67 10 (mainly as a result of post-2021 earthquake reconstruction Artibonite 46.01 efforts) and sustained concentration of the Bank’s Central 81.66 investments in the North, in particular in Cap-Haïtien, the Western 105.12 9 second largest city in Haiti, which receives 29 percent of West / Port-au-Prince 105.12 total regional investments (Pan American Health Southern 651.22 53 Organization; United Nations Population Fund). The WBG Grand'Anse 212.01 partners with UN agencies because of their well- Nippes 149.25 South 203.60 established in-country systems and operational and Southeast 86.36 logistics capacities, which can deliver emergency Total 1,220.51 100 interventions in difficult-to-access areas. 6. The territorial approach will rely on continued and expanded use of the Geo-Enabled Monitoring and Supervision (GEMS) system to enhance project-specific field monitoring and remote portfolio supervision across the portfolio. The capacity of the government, development partners, and World Bank will be built to leverage field-appropriate, low-cost, open-source GEMS technology for digital real-time data collection and analysis for monitoring and evaluation with transparency and accountability. 113 See section Lessons from CPF Completion Report. 90 Increasing Implementation Capacity 7. The effective implementation of the CPF requires strengthening implementation capacity, especially at the project implementation unit (PIU) level. The CPF will ensure the portfolio’s compliance with procurement policies and regulations and requirements for sound financial management reporting and internal and external controls, as with the Environmental and Safeguards Framework. 8. Fragility greatly affects PIUs’ performance. Due to outmigration, PIUs face logistics, mobility, security, and staff retention challenges. Since COVID-19, remote work has been implemented using project-financed equipment. During the new CPF period, the World Bank will continue such incentives and strengthen PIUs as centers of excellence. The Unité Centrale d’Exécution manages six World Bank–financed projects in the Ministry of Public Works, and the Unité de Gestion de Projets in the Ministry of Agriculture manages two World Bank–financed projects, as well as other projects funded by the IDB and International Fund for Agricultural Development, which ensures multiyear financing predictability and maintenance of a critical mass of qualified staff. 9. Haiti’s public procurement system is facing difficulties due to a lack of security, political instability, and supply chain challenges, resulting in few qualified bidders and high costs. Shortages of skilled procurement personnel compound the challenge.114 The World Bank is working to increase procurement efficiency and mitigate risks by adopting of electronic procurement and capacity building. Ten projects, accounting for 61 percent of the portfolio, are adopting electronic procurement. A simplified digital application for procurement at the sub-grant level (Solucao Online de Licitacao) is available for community-level development of project subcomponents. The Haiti Strengthening Public Financial Management Project (P180384) supports government-wide adoption of electronic procurement, and the Improving Public Financial Management and Statistical Information Project (P157531) provides formal procurement training for government officials. The World Bank will continue to support project implementation through expanded hands-on implementation support; training of PIUs on contract management, e- procurement, and Systematic Tracking of Exchanges in Procurement (STEP); and knowledge sharing. 10. Haiti’s financial management status115 indicates weaknesses in internal controls, delays in submission of financial and audit reports, and a high likelihood of advances not being fully documented by project close. The increasing difficulty in attracting and retaining qualified financial management staff exacerbates these weaknesses. In addition, the portfolio is subject to fraud, corruption, and delays in post- effectiveness implementation. To address these risks, the CPF implementation is designed to strengthen the country’s PFM systems, increase the capacity of PIUs, and continue vigilant World Bank implementation support (including through third parties), using technology where appropriate. This is being done on an ongoing basis through capacity-building initiatives for project teams, covering areas such as fiduciary assurance, cybersecurity, and fraud and corruption. The World Bank continues to rely on UN agencies when they have comparative advantages for project implementation and supervision. Reliance on country systems for internal audits is being considered based on gains achieved under the World Bank–financed Improving Public Financial Management and Statistical Information Project (P157531). 11. The World Bank is addressing environmental and social (E&S) risks in its operational portfolio, including the insufficient focus on wastewater management, water resource management, reforestation, occupational health, community safety, and GBV. CPF implementation is designed to enhance capacity, field supervision, and third-party monitoring to reduce costs and increase efficiency. These measures will target glowering costs, increasing efficiency in monitoring, and avoiding local consultation fatigue. Workshops and knowledge-exchange events on key E&S risk management topics will help foster collaboration among PIUs to share solutions and improve reporting). Beyond the scope of individual PIUs, broader E&S challenges require government attention, which weakens regulatory enforcement and is linked to a chronic lack of necessary resource limits. The World Bank Gap Analysis (2021) assessed Haiti's E&S national frameworks and recommended enhancements to strengthen them, and the proposed legal and regulatory reforms can be addressed after the country moves to a stabilization phase. 114 More than 94 percent of projects have substantial or high procurement risk ratings. 115 As of November 30, 2023, 89 percent of the portfolio projects (16 of 18) had a substantial financial management risk rating. 91 Annex 8. RECA: Preserving Institutions and Human Capital 1. The preservation of interlinked institutions related to government capacities, human capital, and dis- aster management is essential for effective governance, sustaining economic activity, providing basic ser- vices, and boosting societal resilience. Key institutions in this nexus include those involved in local governance, statistical data collection, transportation and utilities, health surveillance, access to finance for micro, small, and medium-sized enterprises (MSMEs), public health, education, and social protection. Strengthening these institutions enhances policy implementation, improves governance, stimulates growth and job creation, and ensures the delivery of vital services. Institutions such as the Ministry of Economy and Finance (MEF) and the Ministry of Planning and External Cooperation play pivotal roles in economic governance and aligning interna- tional aid with national priorities. The Ministry of Public Works, Transport, and Communications is crucial for maintaining infrastructure, while the General Directorate of Civil Protection (GDPC) and the National Disaster Risk Management System (SNGRD) coordinate disaster responses and integrate risk reduction into national planning. In the social sectors, the Ministries of National Education and Public Health focus on enhancing edu- cation and healthcare systems, while the Ministry of Social Affairs and Labor oversees social protection pro- grams for vulnerable populations. Effective collaboration among these institutions, supported by international partners like the United Nations and World Bank, is necessary to enhance resilience, ensure equitable access to services, and promote economic growth, ultimately fostering a stable and prosperous society. Calibration of the World Bank Portfolio 2. The calibration and consolidation of the Haiti Portfolio116 involved a comprehensive review by the Manage- ment and the project task teams together with Haiti’s Project Implementation Units (PIUs) (See Box 1). The cali- bration exercise included information and data collec- tion based on document reviews, and in-country con- Box 1. Recalibration of the WBG Program in Haiti in a sultations with the Bank and government staff in Deteriorating FCV Context May 2022. Virtual interviews were held between The FY16-21 CPF, initial focus was on long-term development and growth. However, it was adjusted to address climate change and May 2022 and February 2023. The review aimed to (FCV)-related shocks in Haiti, starting with Hurricane Mathew in 2016 balance future adjustments to the portfolio be- and a deepening political crisis in 2017. The Bank shifted its focus to tween resilience and transformation priorities, en- resilience-focused programming, increasing natural disaster prepared- suring the highest impact from the allocation of scarce ness and climate adaptation. It used project CERCs and additional fi- nancing from the IDA CRW to respond to natural disasters and the resources, introducing more flexibility during imple- COVID-19 pandemic. Projects in human capital, infrastructure, urban mentation, and seeking more complementarity with development, and agricultural productivity were adjusted to strengthen development partners. The recalibration elevated resilience and mitigate the impact of natural disaster shocks. The Bank also emphasized integrated territorial approaches outside Port-au- the importance of using geographic data to boost Prince, focusing on rural areas and minimizing risks while responding the effectiveness of Haiti’s response to recurring to the needs of the most affected populations. In addition, the Bank has natural disasters. The calibration adopted project implemented important operational adaptations and innovations, in- cluding considerable investment in hands on procurement support restructuring as a critical approach for generating (through Hands-on Expanded Implementation Support, HEIS), as well better results and more impact on the delivery of as implementation of urgent projects through United Nations (UN) sys- the country program, allowing for more flexibility tem entities, which have allowed it to deliver results in an increasingly challenging FCV environment. and adaptation when addressing procurement chal- Source: Risk and Resilience Update, 2024 lenges during a crisis. 3. The calibration of the Haiti Portfolio aimed to strengthen the focus on resilience and protect the develop- ment gains of the poor through various approaches. First, the Bank emphasized the importance of preserving 116 The recalibration of the WBG portfolio in Haiti dates from the 2018 PLR and is also informed by the 2022 SCD and 2023 RRA Updates. 92 human capital by supporting school enrollment and the resilience of school feeding programs. It also explored Tech- nical and Vocational Education and Training (TVET) programs to improve living standards and reduce gang recruit- ment. In the health sector, the Bank sought to maintain gains in access to quality education, adapt models to the fragile context, and ensure adequate resources for strengthening the education system and its management. Sec- ond, the Bank is scaling up social protection programs to enhance resilience against shocks and address the socio- economic drivers of instability and fragility (see Table 1 in Annex 6). This calibration includes implementing decen- tralized solutions for basic service delivery, strengthening community engagement in renewable energy projects, and continuously assessing the trade-offs between short-term access and long-term affordability. Third, the Bank focused on building institutional capacity at the departmental and municipal levels, supporting cross-level coordi- nation, and developing a systematic approach to resilience. This approach includes a portfolio-wide strategy and framework for defining resilience-related priorities and indicators. This comprehensive strategy creates a well- rounded definition and measurement of vulnerability, considering natural, economic, and security-related risks to inform project targeting and monitoring through geospatial and interactive virtual platforms. 4. The Country Portfolio Performance Reviews (CPPR)117 supported strengthening the intervention focus on resilience and violence prevention through several key strategies. The CPPRs acknowledged the centrality for effective implementation of strengthening the accountability, transparency, and inclusiveness of govern- ance at all levels, facilitating the emergence of a new social contract, and mitigating economic capture by pro- moting more inclusive economic and private sector development. The portfolio reviews also highlighted the need to leverage Bank expertise and instruments to tackle the social and economic roots of violence, especially gang violence. The CPPR agreed with the Government on a periodical re-examination of the geographic focus of Bank interventions to ensure they target the populations most affected by fragility and conflict, including metropolitan Port-au-Prince. 5. The CPPRs underscored the importance of retaining the flexibility to pivot the program toward a stabi- lization phase when reform opportunities emerge. The CPPRs informed the need for the Bank to focus on human capital development by preserving gains through targeted local-level interventions and strengthening sectoral ca- pacity where possible. This includes investments in local-level service improvements and systems-level strengthen- ing in education and health, as well as expanding access to electricity and clean water through decentralized ap- proaches. Improving the effectiveness of the World Bank portfolio is seen through stronger social protection lens for boosting the resilience to shocks for the most vulnerable and mitigating the socio-economic drivers of violence and instability. Despite the current phase of increasing fragility and deterioration, the World Bank needs to continue its efforts in identifying opportunities to establish foundations for structural and transformational reforms, providing valuable inputs to national dialogue processes and the development of reform blueprints. 6. During the FY2025-FY2029 CPF period, the active operations in the portfolio will continue to be reoriented or adjusted further to better address the risk from further deterioration of vital sectoral institutions and avert further erosion of human capital in line with the RECA priorities, the RCIA, the 2022 SCD, the CLR and the 2023 RRA Update (Table 1 below). The selectivity of the project pipeline will continue to align with RECA priorities (Table 2 below). 117 The last two CPPRs took place in 2022 and 2024. 93 Table 1: Alignment of the WBG portfolio with RECA priorities Project Appr Revised Project Name Preserving Institutions Preservation of Human Capital ID Date Closing The project supports the develop- ment of off-grid renewable energy It provides reliable electricity to P154351 Modern Energy Ser- 25-Oct- 30-Apr- systems, enhancing the institutional healthcare facilities, improving vices For All (CTF) 2017 2028 capacity for energy management and health services and supporting edu- policy implementation cation through better infrastructure Municipal Develop- Enhances the capacity of municipali- Reduces urban flooding and im- P155201 ment and Urban Resili- 20-Jun- 31-Mar- ties to plan, finance, and deliver basic proves infrastructure, which directly ence (MDUR) 2017 2025 services, thereby strengthening local benefits public health and safety governance Supports the development of a regu- latory environment for private sector- Expands access to clean energy for P156719 Renewable Energy for 25-Oct- 31-Dec- driven renewable energy invest- households and healthcare facilities, All (SREP) 2017 2024 ments, strengthening institutional improving health outcomes and edu- frameworks cational environments Enhances the capacity of national in- Statistical Capacity 24-Mar- 31-Dec- stitutions to collect and manage sta- Provides data critical for planning P157531 Building (PAGEFIS) 2017 2024 tistical data, improving governance and improving health, education, and policymaking and social protection services Rural Accessibility & 31-May- 30-May- Improves the resilience of the road Increases all-weather road access, P163490 Resilience (PARR) 2018 2025 network, enhancing institutional ca- facilitating better access to health, pacity for infrastructure management education, and social services Strengthening DRM Improves early warning and emer- Provides safe havens and improves P165870 and Climate Resilience 16-May- 30-Apr- gency evacuation capacity, enhancing emergency response, protecting hu- (PGRAC) 2019 2025 institutional disaster management ca- man lives and health during disasters pabilities Strengthening Primary Strengthens the health surveillance Health Care and Sur- 16-May- 31-Dec- system, enhancing institutional ca- Increases utilization of primary P167512 veillance in Haiti 2019 2026 pacity for disease control and preven- health care services, improving over- (PROSYS) tion all health outcomes Cap Haitien Urban De- 06-Mar- 31-Mar- Enhances urban infrastructure and Improves living conditions and public P168951 velopment (CHUD) 2020 2027 public spaces, improving local govern- health through better urban plan- ance and institutional capacity ning and infrastructure Caribbean Regional Air Transport Connectivity 28-May- 30-Jun- Strengthens the aviation sector's in- Enhances connectivity, facilitating P170907 Project - Haiti 2020 2026 stitutional capacity through improved better access to health and educa- (CATCOP) infrastructure and safety standards tion services in case of emergency Develops digital infrastructure and Improves access to digital services, P171976 Digital Acceleration 09-Oct- 15-Oct- services, enhancing institutional ca- supporting education and health (HDAP) 2020 2026 pacity for digital governance through better information and communication technology Supports job creation and economic Private Sector Jobs and 28-Sep- 31-May- Enhances institutional capacity by im- growth, which indirectly benefits P173743 Economic Transfor- 2021 2027 proving access to finance for MSMEs health and education through in- mation (PSJET) and supporting value chains creased household incomes Strengthens public health institutions Improves health outcomes by in- 02-Apr- 30-Nov- P173811 COVID-19 (COVID) by enhancing their capacity to re- creasing vaccination rates and 2020 2025 spond to health emergencies providing essential health services Adaptive Social Protec- 09-Mar- 30-Jun- Builds institutional capacity for social Enhances resilience of vulnerable P174111 tion for Increased Re- 2021 2027 protection by developing adaptive so- households through cash transfers silience (PSARA) cial safety nets and support during shocks 94 Promoting a more Eq- Strengthens the education system by Boosts educational outcomes by P174707 uitable, Sustainable 25-Jun- 30-Jun- improving infrastructure and ensuring providing equitable access to quality and Safer Education 2021 2026 safer learning environments education (PROMESSE) Supports agricultural institutions by Emergency Resilient 17-Mar- 26-Feb- improving food security and resili- Increases food security and nutrition P177072 Agriculture for Food 2022 2027 ence through infrastructure and tech- for vulnerable populations, thus im- Security (PARSA) nical support proving overall health of the poor Resilient connectivity Enhances institutional capacity for Improves access to economic oppor- 26-May- 31-May- P177210 and Urban Transport transport infrastructure management tunities and essential services, bene- 2022 2028 Accessibility (RUTAP) and resilience fiting health and education Decentralized Sustain- able and Resilient Ru- 17-May- 29-Jun- Strengthens local institutions by im- Enhances public health by providing P178188 ral Water and Sanita- 2023 2029 proving water and sanitation infra- access to clean water and improved tion (EPPARD) structure and management sanitation Table 2: The World Bank pipeline and alignment with RECA priorities Project Project Name Fiscal Year Preserving Institutions Preservation of Human Capital ID Improves access to health and ed- Caribbean Regional Air Enhances the institutional capacity of ucation services by enhancing air P170907 Transport Connectivity Pro- 2024 Haiti's air transport sector by improving connectivity, facilitating the ject - Haiti (CATCOP), AF infrastructure and operational efficiency. movement of people and goods in case of natural disasters. Strengthens institutional frameworks for Expands access to electricity for P181584 Renewable Energy for All 2025 renewable energy investments, promot- households, businesses, and com- (SREP), AF ing sustainable energy policies. munity services, improving health and education outcomes. Improves the efficiency of public Strengthening Public Finan- Enhances government capacity and service delivery, indirectly bene- P180384 cial Management 2025 transparency in public revenue mobiliza- fiting health, education, and social tion and financial management. protection sectors. Fortifies natural resource management Supports sustainable agricultural P504222 Resilient Productive Land- 2025 institutions to better handle environ- practices, improving food security scapes II mental challenges. and livelihoods, which are crucial for health and education. Ensures reliable access to essential Develops resilient infrastructure and in- services, including health and edu- P504115 Resilient Corridors 2026 stitutional capacity to manage transport cation, by maintaining critical corridors. transport routes. Provides emergency cash trans- Adaptive Social Protection Strengthens social protection systems to fers and social support to vulnera- P174111 for Increased Resilience 2026 better respond to shocks and crises. ble populations, enhancing their resilience and access to health and education. Promoting a More Equitable, Enhances institutional capacity for emer- Improves food security and nutri- P177072 Sustainable and Safer Educa- 2026 gency agricultural response and food se- tion, which are fundamental for tion curity. health and educational perfor- mance. Directly improves health out- Haiti Emergency Operation Supports the Ministry of Health in main- comes by addressing critical NEW (Health Sector) 2026 taining core health functions and infra- health sector needs and ensuring structure. service delivery. Enhances resilience to climate im- Strengthening Climate Resili- Develops protocols and systems for na- pacts, protecting health and liveli- NEW ence 2026 tional early warning and disaster re- hoods through better prepared- sponse. ness and response. 95 Annex 9. List of Projects Implemented by UN Agencies (as of December 23, 2024) Project Bank Appr. Revised UN Agencies Project Name Activities ID Date Clos. Date concerned Municipal Development and Urban Resili- P155201 20-Jun-2017 31-Mar-2025 UNOPS Action plan implementation and resettlement ence (MDUR) P156719 Renewable Energy for All (SREP) 25-Oct-2017 31-Dec-2024 UNOPS Supply of electrical systems P163490 Rural Accessibility & Resilience (PARR) 31-May-2018 30-May-2025 UNOPS Improving Resilience of Transport Connecting Infrastructure Strengthening DRM and Climate Resilience P165870 16-May-2019 30-Apr-2025 IOM Delivery of training for construction of shelters (PGRAC) Strengthening Primary Health Care and UNOPS and Renovation and resizing of two departmental input supply cen- P167512 16-May-2019 31-Dec-2026 Surveillance in Haiti (PROSYS) UNICEF ters (medicines) AND Intervention strategies to fight Cholera P173811 COVID-19 (COVID) 02-Apr-2020 30-Nov-2025 UNOPS Oxygen therapy Updating and recording SIMAST Information System of the Adaptive Social Protection for Increased P174111 09-Mar-2021 30-Jun-2027 WFP Ministry of Social Affairs and Labor, a data management tool Resilience (PSARA/ASPIRE) linked to social protection activities and Cash transfers SAQ data collection 2023-2024 Implementation plan, repair and construction of semi-perma- Promoting a more Equitable, Sustainable UNOPS and P174707 25-Jun-2021 30-Jun-2026 nent shelters and Safer Education (PROMESSE) UNICEF Transport of school materials AND Implementation of MENFP's non-formal education plan Operator of school canteen programs and capacity-building ac- Emergency Resilient Agriculture for Food WFP and UN- P177072 17-Mar-2022 26-Feb-2027 tivities AND Vehicle Acquisition and Operator - Participatory Security (PARSA) OPS community work and technical assistance Contract to design, procure, construct/rehabilitate, and super- Decentralized Sustainable and Resilient Ru- UNOPS and vise works of 21 piped water supply systems AND Contract to P178188 17-May-2023 29-Jun-2029 ral Water and Sanitation (EPPARD) UNICEF support DINEPA to respond to cholera emergency and pro- mote hygiene and basic sanitation Total 10 96