Outsourcing Haiti: How disaster relief became a disaster of its own

Jake Johnston in the Boston Review:

The earthquake decimated Haiti’s housing stock: 100,000 were destroyed and more were damaged. There were $2.3 billion in damages in the housing sector alone, and 1.5 million people left living in makeshift tent camps. Unplanned and unregulated housing construction made Port-au-Prince, with population at least 3 million, extremely vulnerable to natural disasters. In less than a minute, entire shantytown neighborhoods came crashing down.

The Interim Haiti Recovery Commission was created by the international community to coordinate post-quake aid and align it with Haitian government priorities. Bill Clinton, as the U.N. special envoy and the head of the Commission, was optimistic. “If we do this housing properly,” he affirmed, “it will lead to whole new industries being started in Haiti, creating thousands and thousands of new jobs and permanent housing.”

Like the Caracol Industrial park, the Commission was presented as a response to the devastation of the earthquake. But its basic tenets—and its slogan, “Build Back Better”—were actually agreed upon by the U.S. and U.N. in the year prior. The commission’s formation was handled not by the Haitian government, but by the staff of the Clintons, mainly Cheryl Mills and Laura Graham, as well as a team of U.S.-based private consultants. The commission’s bylaws were drafted by a team from Hogan Lovells, a global law firm headquartered in Washington, D.C. A team from McKinsey and Company, a New York based consultancy firm, handled the “mission, mandate, structure and operations” of the commission. Eric Braverman, part of the McKinsey team, later went on to become the CEO of the Clinton Foundation.

More here.