Haiti School Strategic Plan

HAITI SCHOOL STRATEGIC PLAN Kindergarten • Fondamentale • Secondaire • Philo Torbeck, Haiti September 6, 2016 “In our culture, parents say, I don’t have a lot of wealth to leave for you, but I will leave you education.” Pastor Samuel Metelus Founder, Glory Glory Center Children’s Home, Haiti  This page intentionally left blank. School Strategic Plan, HHC, 9/6/16 2  TABLE OF CONTENTS EXECUTIVE SUMMARY 5 Where Did All the Money Go? 5 The NGO Republic of Haiti 5 Relationship Is the Answer 6 Identifying a Local Haitian Partner 6 Relationship-Driven Partnership Demonstrates Results 7 Sustainability Is Now the Goal 7 A GREATER VISION FOR HAITI 9 WHY BUILD A SCHOOL? 10 How the Idea of a School Came to Be 10 State of Education in Haiti 10 How Will People Pay? 11 How Will the School Give Back? 11 Financial Transparency 12 What Will Make This an Exceptional School? 13 Kindergarten | Primary (Fondamentale) | Secondary (Secondaire/Philo) 14 FINANCIAL PROJECTIONS 15 What Are We Asking For and What Will It Generate? 15 Fundraising Timeline 15 Financial Sensitivity Analysis 15 Comprehensive Budget 16 IN CONCLUSION 17 APPENDICES 18 Appendix A — Asset Assessment | Investment Summary 18 Appendix B — Sensitivity Analysis | Phased School Opening 19 Appendix C — Gross School Revenues 20 Appendix D — School Expenses 21 D-1 — Construction Expenses 21 D-2 — Furnishings & Equipment 22 D-3 — Operating Expenses 23 Appendix E — Land Assessment | Square Meter Analysis 25 Appendix F — Frequently Asked Questions 26 Appendix G — Market Analysis 29 Appendix H — Cost to Build a School in Haiti vs. USA 34 Appendix I — Pastor Samuel’s Leadership Team | Qualifications 35 HAITI HEARTS FUNDRAISING COALITION 37 RESOURCES 38 Links to Download Digital Files 38 Contact Us 38 School Strategic Plan, HHC, 9/6/16 3  LIST OF FIGURES Figure 1: Money Flow Diagram ....................................................................................................................................13 Figure 2: Haiti & US School Structure Comparison ......................................................................................................14 Figure 3: Land Assessment — Square Meter Analysis .................................................................................................25 Figure 4: School Dispersion, Route 2, Torbek ..............................................................................................................29 LIST OF TABLES Table 1: Fundraising Goals – Full School ......................................................................................................................15 Table 2: Fundraising Goals – Phased Build ..................................................................................................................15 Table 3: Asset Assessment — Investment Summary ...................................................................................................18 Table 4: Sensitivity Analysis — Phased School Opening ..............................................................................................19 Table 5: Gross School Revenues ..................................................................................................................................20 Table 6: School Expenses — Construction ...................................................................................................................21 Table 7: School Expenses — Furnishings & Equipment ...............................................................................................22 Table 8: School Expenses — Operating Expenses .......................................................................................................23 Table 9: School Expenses — Teacher Salaries .............................................................................................................24 Table 10: School Expenses — Administrative Salaries.................................................................................................24 School Strategic Plan, HHC, 9/6/16 4 EXECUTIVE SUMMARY Immediately following the devastating earthquake that struck Haiti on January 12, 2010, the world mobilized to offer assistance. Within weeks, a staggering 13.5 billion dollars in aid was raised or pledged to rebuild the devastated country. Yet today—six years after the earthquake—there is little evidence that much has changed. Thousands of Haitians remain in temporary housing, are un- or under-employed, and continue to struggle to survive. Where did all the money go? And how do we intend to make a difference by building a school in southern Haiti? WHERE DID ALL THE MONEY GO? “Where did all the money go?” has become the question in recent years, as the world searches for evidence that the money donated in response to the earthquake was well spent. Books have been written about it, with titles such as Humanitarian Aftershocks in Haiti and Catastrophe in Haiti: The Crisis that Capitalism Created, and countless articles published, with headlines like “Has the International Community Failed Haiti?” (BBC News) and “What Does Haiti Have to Show for $13 Billion in Earthquake Aid?” (NBC News). Even the American Red Cross has come under scrutiny. In June 2015, NPR published a piece entitled, “In Search of the Red Cross’ $500 Million in Haiti Relief”. According to the piece, “NPR and ProPublica went in search of the nearly $500 million [the Red Cross raised] and found a string of poorly managed projects, questionable spending and dubious claims of success…The Red Cross says it has provided homes to more than 130,000 people, but the number of permanent homes the charity has built is six.”1 In this same piece, author Laura Sullivan echoes the sentiments of Jonathan Katz, author of The Big Truck That Went By: How the World Came to Save Haiti and Left Behind a Disaster, noting that “the aid story is one of good intentions and bad policy, short-term fixes without a ground-breaking long game, Band-Aids over self-sufficiency.” THE NGO REPUBLIC OF HAITI Two years after the earthquake, the weekly magazine The Nation summarized the situation as follows: Welcome to the NGO Republic of Haiti, the fragile island-state born, in part, out of the country’s painfully lopsided earthquake recovery. On one side are the thousands of aid organizations that came to Haiti…and built a powerful parallel state accountable to no one but their boards and donors. On the other are the many representatives of the Haitian people—elected officials, civil society leaders, businesspeople—who remain broke and undermined by the very NGOs that swooped in to help. And in between? The Haitian people themselves: impoverished, unemployed, homeless and trapped in a recovery effort that has all too often failed to meet their needs.2 How ironic that just two days after the earthquake, Elizabeth Ferris, Co-Director of the Brookings-Bern Project on Internal Displacement, predicted that this would happen. In an opinion piece published on the renowned Brookings Institute’s website, she wrote: 1 Sullivan, L. (2015, June 3). All Things Considered. Retrieved from http://www.NPR.org. 2 Klarreich, K and L. Polman. (2012, October 31). “The NGO Republic of Haiti.” Retrieved from http://www.TheNation.com. School Strategic Plan, HHC, 9/6/16 5  …It is also important to remember that it is largely Haitian citizens and community groups who initially pawed through the rubble to try to rescue trapped victims. While they are unable to provide the scale of relief needed to respond to this tragedy, those small community groups will be central to long-term recovery efforts. There is unfortunately a tendency for internationals to take over relief operations, leaving smaller community groups to feel marginalized. This doesn't have to happen.3 RELATIONSHIP IS THE ANSWER In response to a disaster such as the Haitian earthquake, immediate relief efforts – such as the provision of food, water, shelter, and medical care – is critical. When these immediate relief efforts become the model for long-term aid, however, it does more harm than good. According to Robert Lupton in his book Toxic Charity, “Giving to those in need what they could be gaining from their own initiative may well be the kindest way to destroy people.” In other words, disaster relief must transition into development…and development requires a deep understanding of the needs, wishes, and abilities of those being helped. Upton goes on to say, “There is no simple or immediate way to discern the right response without a relationship.” When the earthquake struck in 2010, Mariners Church (Irvine, California) was already partnering with indigenous churches in Mexico, Kenya, Uganda, and Egypt. In each of these cases, the partnership had grown out of a personal relationship, nurtured over time, with local pastors who had been actively affecting change within their communities for years. When disaster struck Haiti, Mariners knew its congregation would want to help, but it didn’t have a local partner to turn to. So, reacting quickly to the emergency itself, the church sent a team of medical professionals to Port-au-Prince within days of the quake to assist in the relief effort. As they tended to the sick and injured, they also began searching for inspired local pastors who were making a difference in their communities, with the hope of identifying one with whom a trusted relationship might ultimately develop into a long-term partnership. IDENTIFYING A LOCAL HAITIAN PARTNER The earthquake that devastated Haiti on January 12, 2010 resulted in more than 13 billion dollars in damage leaving 500,000 buildings collapsed, 250,000 people dead, and 1.5 million homeless. One of the buildings that perished in the quake was the Church of God by Faith’s home church in Carrefour, a suburb of Port-au-Prince. On their last day in Haiti, the members of Mariners’ first disaster relief team visited Carrefour and were introduced to the Church of God by Faith’s lead pastor, Joseph Metelus, and his son Samuel (also a pastor). Where Pastor Joseph’s church once stood, a tent-city was growing, which quickly became home to 350 families. As children who had lost or been separated from their families wandered into the tent- city, Pastor Samuel took them in, and within weeks, he was caring for 52 orphaned kids. For 18 months, the tent-city remained, and the Haitian church and the American church worked together to sustain more than a thousand people with clean drinking water and medical care. As months went by, relief turned to reconstruction, and the two entities worked together to rebuild Pastor Joseph’s church, dig a fresh water well, and develop a long-term plan for housing and caring for the 52 orphans. 3 Ferris, E. (2010, January 14). “Three Keys to Success for Haiti Relief.” Retrieved from http://www. http://www.brookings.edu. School Strategic Plan, HHC, 9/6/16 6 In January 2012, what had started out as a friendship turned into a formal partnership, and the Haiti Ministry of Mariners Church was launched. Since then, others have come alongside pastors Joseph and Samuel as well, committed to helping them realize their vision. Two Southern California non-profits, in particular, have invested greatly in pastor Samuel’s efforts to provide for the 52 orphans: Evolution Haiti and Harvest Craft. Together with the Haiti Ministry, these entities comprise the Haiti Hearts Fundraising Coalition. RELATIONSHIP-DRIVEN PARTNERSHIP DEMONSTRATES RESULTS Since the earthquake, the Haiti Hearts Fundraising Coalition has donated upwards of $800,000 to pastors Joseph and Samuel and their church for disaster relief and reconstruction, and the results are tangible (see Appendix A). Today, Pastor Samuel’s 52 children (plus a few more) live all together in Tiverny at the Glory Glory Center where they receive two balanced meals a day, attend school, and are being raised by several loving house parents under Samuel’s supervision. The center itself is a 2.5-acre compound consisting of four dorms, a kitchen/open-air dining area and storage room, three chicken coops, two water wells, and a church/community center/medical clinic all-in-one (Communauté de Gloire). A locally-governed micro-finance program and an animal husbandry program, in addition to the Communauté de Gloire’s own many outreach programs, are providing jobs to members of the community and creating a source of local pride and hope. By deploying funds directly to an indigenous community church, the Coalition has successfully avoided the many pitfalls that have plagued the efforts of distant NGOs and NPOs to which so much money has been given with so few visible results. Having been in relationship now for many years, there is a high level of trust and respect between Coalition members and pastors Joseph and Samuel. The Meteluses have proven time and again that they do not take our partnerships for granted, and they respect the funds provided and those who provide them. Samuel, in particular, has proven he has the knowledge, skill, and ability to deploy these funds efficiently for their intended purpose, and the proof is in the Glory Glory Center, Communauté de Gloire, and the impact they and Sam have had on the communities of Tiverny and Torbek. “…THE POOR, NO MATTER HOW DESTITUTE, HAVE ENORMOUS UNTAPPED CAPACITY ; FIND IT, BE INSPIRED BY IT , AND BUILD UPON IT .” ROBERT D. LUPTON, TOXIC CHARITY: HOW CHURCHES AND CHARITIES HURT THOSE THEY HELP SUSTAINABILITY IS NOW THE GOAL Having responsibly deployed funds and seen tangible results in the areas of recovery and reconstruction, the partnerships between the Church of God by Faith and Haiti Ministry of Mariners Church, Evolution Haiti, and Harvest Craft are now entering a new phase…development with built-in sustainability. A few years ago, we began talking with Pastor Samuel and his team about what it would take to eliminate the need for a monthly donation from America to operate the Glory Glory Center children’s home. Such dependence on aid is debilitating, as it creates an atmosphere of fear and uncertainty and robs recipients of their dignity. The challenge has been creating enough in-country initiatives to fully sustain the children’s home through revenue generation and/or operational expense reduction. School Strategic Plan, HHC, 9/6/16 7 Though several successful initiatives have been implemented in the past, they are small in scope, bringing in less than 10% of what is required to sustain the children’s home. As a result, it has become clear that Pastor Samuel needs “something big” which will generate enough free cash flow to sustain the Glory Glory Center and provide him and his team with the additional funds necessary to effectuate change through larger-scale community development. To this end, the Haiti Hearts Coalition is asking for $1,515,386 to be used for the construction, equipping, and one-year operation of a school that will generate enough net profit to annually fund the children’s home, the church, and other local community-development projects. We thank you in advance for your time in considering this proposal and are available to answer any questions you may have regarding this exciting opportunity (see Resources). School Strategic Plan, HHC, 9/6/16 8 A GREATER VISION FOR HAITI When Pastor Samuel accepted God’s call to raise 52 children after the quake, it was part of an even larger, God-inspired vision to influence the only generation that Samuel believes can change Haiti…its youth. Recognizing that true change can only come from within, Pastor Samuel is committed to creating opportunities for Haiti’s young people to learn and to grow to become effective agents of change. His goal is to empower Haiti’s youth with the ability to think critically and creatively to solve problems, to convince them to remain in Haiti rather than join the Diaspora, and to encourage them to commit to making a difference—economically, socially, spiritually, politically—in their own homes, churches, communities, and—ultimately—their country. “WITH EDUCATION, IT’S HARD TO MAKE IT . WITHOUT EDUCATION , IT’S IMPOSSIBLE TO MAKE IT.” SAMUEL METELUS, PASTOR & HAITIAN CHILDREN’S HOME DIRECTOR “CHANGE DOES NOT NECESSARILY ASSURE PROGRESS, BUT PROGRESS IMPLACABLY REQUIRES CHANGE . EDUCATION IS ESSENTIAL TO CHANGE , FOR EDUCATION CREATES BOTH NEW WANTS AND THE ABILITY TO SATISFY THEM .” HENRY STEELE COMMAGER, AMERICAN EDUCATOR & ESSAYIST School Strategic Plan, HHC, 9/6/16 9 WHY BUILD A SCHOOL? HOW THE IDEA OF A SCHOOL CAME TO BE Since its inception, the Glory Glory Center has relied 100% on donations from the United States. With monthly expenses of $6,800, the cost of caring for the Glory Glory Center’s 50+ children (including food, clothing, shelter, house parent care & support, electricity & clean water, school fees, books & uniforms, routine medical/dental care, physical safety & security, consistency & nurturing, skills training & leadership development, and spiritual discipleship) is $81,600 per year. With each passing year since the earthquake, it has become more difficult for Sam’s foreign partners to raise the funds necessary to sustain the center, which is why it is imperative that Samuel identify a means of generating enough income to render the center financially self-sustaining. One year ago, Pastor Samuel approached the Haiti Ministry of Mariners Church with the idea of building a private, for-profit school which would generate enough income to cover the center’s annual operating budget. At the time, the project required more research, prompting the volunteer leaders of the Haiti Ministry, Susan and David Watkins, to spend two months in Haiti with Samuel and his team (in January/February 2016) to evaluate the project, brainstorm ideas, conduct market research, assess available human resources, and run the numbers to determine whether or not a private school would meet this need. During that time, they not only determined that a private school is probably one of the only ways of generating enough income to sustain the Glory Glory Center, they confirmed that existing schools in the area are filled to capacity, with hundreds of children being turned away each year. There aren’t enough quality schools to meet the demand, and parents will cut-back in any and every area in order to send their children to the best school they can afford, regardless of distance. Pastor Samuel’s plan is to locate the school along Route 2 in Torbek in Haiti’s Département du Sud. It will include kindergarten, primary and secondary grades through Philo, and will double as a trade school in the afternoon. When fully operational, it will benefit 1,000 children in the local area, including the 50+ children living at the Glory Glory Center. It will provide these students with an education that is superior to that which they’re currently receiving, increasing the likelihood that these kids will qualify to apply to university. For those who don’t qualify, the school’s evening trade school will provide opportunities for much-needed skills-training. The school is forecasted to generate enough money to sustain the $81,600 annual operating budget of the Glory Glory Center (eliminating the need for thousands of dollars in foreign donations) as well as enough profit to fund the center’s Communauté de Gloire church, its outreach programs, and a wide variety of community development initiatives, including student scholarships and financial assistance for underfunded schools in neighboring, remote areas…all of which will benefit the community as a whole. STATE OF EDUCATION IN HAITI “Access to quality education remains key to Haiti’s social and economic development. The current state of education in Haiti, however, is not sufficient for the task. Surveys conducted by the UNDP [United Nations Development Programme] indicate that Haitians who are 25 years and older received on average only 4.9 years of education and only 29 percent attended secondary school. These statistics show that a generation of Haitian youth is at risk for not having the necessary knowledge and basic skills to succeed in the labor force and contribute to the continued development of the country. Most schools in Haiti have minimal government support, lack qualified instructors, and are relatively expensive. More than 80 percent of primary schools are privately managed by nongovernmental organizations, churches, School Strategic Plan, HHC, 9/6/16 10 communities, and for-profit operators, with minimal government oversight. School expenses are often a significant financial burden for low income families. Half of public sector teachers in Haiti lack basic qualifications and almost 80 percent of teachers have not received any pre-service training.”4 The statistics are grim. Combined with the fact that Haiti is one of the lowest-ranked countries in the world, 177 out of 186, for national spending on education, the benefit of a school like the one we’re proposing—private, well-managed, with certified teachers, an augmented curriculum, and exceptional facilities—is undeniable. HOW WILL PEOPLE PAY? The average school tuition in Haiti is $150 per year. Our students will likewise pay $150 per year in year one. However, this price will increase annually until it reaches approximately $400 per year. The resulting question we are asked most often is, “How will poor Haitian families be able to pay the tuition you’re proposing?” This question stems from the erroneous assumption that no one in Haiti can afford to pay for school. In actuality, there are families who can afford and who are willing to pay for an education that will give their children the greatest opportunity for future success. There are also countless organizations in Haiti providing educational scholarships to families in need at all levels. We know the demand and the means are there, since the best schools turn away hundreds of prospective students each year because they’re full to capacity, despite their high tuitions. HOW WILL THE SCHOOL GIVE BACK? An exceptional education warrants higher tuition; but the purpose of that higher tuition is not to make anyone rich. Rather, Pastor Samuel and his team envision that this school, in addition to generating enough revenue to sustain the Glory Glory Center (goal #1), will become a catalyst for future community development initiatives that will benefit the area as a whole. Financial sustainability will allow Samuel and his team to continue to support the local community socially and spiritually through kids clubs, leadership development, care & recovery programs, etc. They will continue to provide business education and micro-loans to budding entrepreneurs enrolled in their ever-growing micro-finance program. They will have the means to plant new churches, which will allow them to extend the reach of their community-driven programs. But perhaps most importantly, they will “invest” a portion of the revenue into a “holding account” (managed by Organisation des Amis du Progrès, Haiti5) that will then be available to fund future capital projects like this one. This “capital payback program” will ensure that the funds raised to build the school will be redeployed time and time again, without the need for future fundraising. Neither Mariners Church nor any of the Coalition partners will manage this holding account. However, one or more members of the Coalition will be appointed to the Board of Directors of Organisation des Amis du Progrès as observers. Pastor Samuel has already agreed to this request, and it has been presented to Organisation des Amis du Progrès’ existing board. Once approved, an addendum to this proposal will be provided, stating the names of those appointed. 4 (2016, February 29). Retrieved from https://www.usaid.gov/haiti/education. 5 A non-profit created by Pastor Samuel and his team to further the vision of Communauté de Gloire at the Glory Glory Center. School Strategic Plan, HHC, 9/6/16 11 FINANCIAL TRANSPARENCY Pastor Samuel and his team understand clearly that anyone who contributes financially to the construction and operation of this school is doing so with the expectation that their funds will be used wisely and for the purpose stated, and they are grateful for the trust shown by each and every donor. They recognize the need for full financial transparency, and in order to provide such tansparency, are commited to implementing a variety of checks and balances, in partnership with Haiti Hearts Coalition members. Below is the plan for ensuring transparency in the following areas: 1) construction of the school through the deloyment of capital funds and 2) operation of the school through back-office administration. 1. Construction | Deployment of Capital Funds Capital investment will be tracked through QuickBooks® Online as a discreet company file. Pastor Samuel and his team will be responsible for initiating the following workflow: - Prior to fund deployment, Sam and his team will put together a Pro-Forma, which is the Haiti equivalent of an estimated Bill of Materials. - This pro-forma will be reviewed by a Financial Committee in California (see NOTES below). - If approved, the exact amount indicated on the pro-forma will be wired to Organisation des Amis du Progrès’ bank account in Haiti. - Once received in-country, an entry will be made into QuickBooks® Online. - Once deployed in-country, an entry will be made into QuickBooks® Online. Hard-copy receipts will be scanned and digitally archived. NOTES 1) Estimates in Haiti, even formal ones, are prone to change. The quicker funds are deployed, the less likely changes are to occur. 2) Pastor Samuel and his team will initiate the above workflow for all expenses incurred in Haiti. A member of the California Finance Committee will initiatiate this same workflow for expenses incurred in the United States. 3) The Finance Committee will be comprised of Dave Watkins, Susan Watkins, Dr. Edward Geehr, Christine Shook, and Lance Ryan. The Watkins are the volunteer leaders of the Haiti Ministry of Mariners Church. Dr. Geehr and Ms. Shook are members of the board of Evolution Haiti, and Lance Ryan is an individual with a heart for Pastor Samuel and his vision for Haiti. 4) The Finance Committee will have full access to the school’s QuickBooks® company file. 2. Operation | Back-office Administration The school’s back-office administration will be facilitated by an online tool called SIGES6. This tool has been custom-designed to serve the needs of Haiti’s schools. SIGES is a web application for the management of primary, secondary and professional education centers in Haiti. SIGES is accessible from any device (computer, mobile phone, tablet) with an integrated web browser. This system will be used to track all aspects of the school’s performance, including attendance and tuition. Should it be insufficient to fully track the financial health of the school, a separate QuickBooks® account will be created to assist. 6 For more information about SIGES, visit http://logipam.com/fr. School Strategic Plan, HHC, 9/6/16 12 Figure 1: Money Flow Diagram WHAT WILL MAKE THIS AN EXCEPTIONAL SCHOOL? The best schools in Haiti have the following things in common: they are well located (easily accessible), safe and secure, fully finished (including paint and landscaping), offer a wide range of academic and non- academic activities and services, and attract (and retain) the best teachers. Pastor Samuel expects that this school will quickly become one of the top 10 schools in the area with the following advantages: • Administrative staff committed to promoting a vision for a greater Haiti (Haitians changing Haiti) • Perimeter wall, iron gate, and gate guard (security for children) • Separate administration building for staff and teachers • Well-constructed, finished buildings with landscaped grounds • Outdoor playground area (kindergarten) and recreational spaces (all grades) • After-school sports program (intramural and competitive) • Trees (for shade) and covered porches (for sun and rain) • Government-certified teachers (who will be guaranteed a monthly paycheck) • Augmented curriculum with emphasis on languages (Creole, French, English, Spanish) • Free, needs-based after-school tutoring • On-site science lab for physics and chemistry • On-site lending library with study space and free Wi-Fi (for research) School Strategic Plan, HHC, 9/6/16 13 • Computer lab and lidotech7 • Indoor auditorium for school-wide assemblies and special events • On-site, government-credentialed school nurse • Evening, on-site learning labs and trade school KINDERGARTEN | PRIMARY (FONDAMENTALE) | SECONDARY (SECONDAIRE/PHILO) The following diagram illustrates how schools in Haiti are structured, which will be useful as we begin to discuss projected revenue and expenses, as well as construction costs. The top row describes the closest American equivalent to the Haiti structure. Philo would be equivalent to a US Grade 13. US Primary School US Middle School US High School Haiti Primary (Fondamentale) Haiti Secondary K P1 P2 P3 P4 P5 P6 P7 P8 P9 S1 S2 S3 Philo Kinder Cycle 1 Cycle 2 Cycle 3 Cycle 4 Figure 2: Haiti & US School Structure Comparison “…NO TOOL CAN MORE PROFOUNDLY UNLOCK A PERSON’S ABILITY TO CHANGE HIS OR HER PLACE IN LIFE THAN ACCESS TO QUALITY EDUCATION…YET WE STILL HAVE 57 MILLION CHILDREN OUT OF SCHOOL , AND MILLIONS MORE WHO SIT IN CLASSROOMS EACH DAY BUT REMAIN ILLITERATE .” ADAM BRAUN, THE PROMISE OF A PENCIL 7 A lidotech is an area reserved for games that improve mental awareness/processes, like chess. School Strategic Plan, HHC, 9/6/16 14 FINANCIAL PROJECTIONS WHAT ARE WE ASKING FOR AND WHAT WILL IT GENERATE? As stated in the Executive Summary, we are asking for $1,515,386 to be used for the construction, equipping, and one-year operation of a school that will generate enough net profit to fund the Glory Glory Center children’s home in Tiverny, Haiti which has a current annual operating cost of $81,600. Our projections show that, not only will this school generate enough profit to sustain the Glory Glory Center, but within five years, it has the capacity to generate $261,085 net profit per year, which can be used to sustain the Communauté de Gloire church and a host of future community development initiatives as well. FUNDRAISING TIMELINE Our goal is to raise $1,515,386 within three years. This will enable us to complete construction of the school in time to start the 2019-20 school year with all grades (kindergarten through Philo) present. Table 1: Fundraising Goals – Full School Fundraising Goals – Full School Amount Construction $1,213,940 Furnishings & Equipment (school expenses) $188,400 Operating Expenses (first year) $27,269 American Coalition Operating Budget $85,777 Total Funds Required $1,515,386 The following table illustrates a three-year, phased build. First and foremost, land must be purchased and a perimeter wall built, both of which are included in the Year 1 totals below. Funds raised prior to Year 1 will determine whether or not this phase must be split into two phases (which could potentially delay the completion of the school by one year). Table 2: Fundraising Goals – Phased Build Year 1 Year 2 Year 3 Fundraising Goals -– Phased Build K – P4 P5 – P9 S1-Philo Amount Construction $633,149 $223,842 $326,949 $1,213,940 Furnishings & Equipment (school expenses) $62,800 $62,800 $62,800 $188,400 Operating Expenses (first year) $27,269 n/a n/a $27,269 American Coalition Operating Budget $28,592 $28,592 $28,592 $85,777 Total Funds Required $781,811 $315,234 $418,341 $1,515,386 FINANCIAL SENSITIVITY ANALYSIS As noted above, this proposal considers a phased build. We’ve analyzed this approach based on four scenarios—worst, good, better, best—which demonstrate the impact capital funding will have on revenue and net profit (see Appendix B). Following are some highlights: 1. At no time, under any scenario, will the school be unable to pay its own operational expenses. Even in the worst scenario in Year 1, the school will generate a net profit of $11,111. In the event, School Strategic Plan, HHC, 9/6/16 15  however, that something unforeseen happens that prevents the school from generating a net profit in Year 1 (i.e. performing worse than worst), funds will have been raised in the amount of $27,269 to offset any deficit, mitigating any loss. 2. Within one to two years, the school will be generating enough net profit to contribute to the sustainability of the Glory Glory Center, in addition to fully covering its own operational expenses. In Year 2 under the good scenario, the Glory Glory Center will be more than 50% sustained with money generated by the school. In the best scenario, it will be fully sustained, leaving a surplus that can be reinvested and/or used for community development. 3. In all but the worst scenario, the Glory Glory Center will be fully sustained by Year 4. However, even then, in the worst scenario, it will be more than 90% sustained with money generated by the school. 4. This means that, within four to five years, Mariners will be able to fully suspend its support of the Glory Glory Center, which currently costs $81,600 per year. 5. As the school begins to generate more and more net revenue, it will immediately assume more and more of the responsibility for the operational expenses of the Glory Glory Center, allowing Mariners to immediately and proportionally decrease its monthly stipend, which will result in significant annual savings. COMPREHENSIVE BUDGET Appendices B-D illustrate the financial assertions made throughout this proposal: Appendix B ....... Sensitivity Analysis | Phased School Opening Appendix C ....... Gross School Revenues Appendix D ....... School Expenses D-1 ................... Construction Expenses D-2 ................... Furnishings & Equipment D-3 ................... Operating Expenses D-3-A .............. Teacher Salaries D-3-B .............. Administrative Salaries Anyone interested in viewing the complete budget may do so online. A read-only version of the Excel workbook is located at http://www.HaitiHeartsCoalition.com. “EDUCATION IS THE MOST POWERFUL WEAPON WHICH YOU CAN USE TO CHANGE THE WORLD .” “NO COUNTRY CAN REALLY DEVELOP UNLESS ITS CITIZENS ARE EDUCATED .” NELSON MANDELA, FORMER SOUTH AFRICA PRESIDENT & NOBEL PEACE PRIZE AWARDEE School Strategic Plan, HHC, 9/6/16 16 IN CONCLUSION With regard to education in Haiti, two facts are irrefutable. First, access to quality education is extremely limited. Second, without a quality education, a young person’s future opportunities are extremely limited. It is our goal to build a school that will provide the children at the Glory Glory Center (in addition to thousands of other local school children) with an exceptional education resulting in the greatest opportunity for future success, while simultaneously sustaining the Glory Glory Center financially. This for-profit school will allow the Glory Glory Center to achieve total financial sustainability within four years under the “good” scenario (within two years under the “best” scenario), thereby eliminating the need for foreign financial support at an annual cost of $81,600 per year. The school will likewise generate enough net profit to support a wide variety of community outreach activities and development initiatives, including several which are currently on hold due to lack of funds but ready for implementation8. Finally, for Pastor Samuel specifically, it will eliminate the constant stress of not knowing how he is going to provide for everyone who lives and works at the Glory Glory Center should circumstances beyond his control negatively affect the donations he counts on from abroad. “NO ONE WANTS TO BE A BEGGAR FOR LIFE .” HAITIAN ENTREPRENEUR, POVERTY INC. At this very moment, the idea of raising $1,515,386 is daunting. It’s a big ask, but it comes with an even bigger return. Our current investment of $81,600 per year to keep the Glory Glory Center running ensures that 50+ children’s immediate needs are met, but it does not ensure that they will be greeted with opportunities once they leave the children’s home. Our investment in a school that they will be privileged to attend will dramatically improve their future chances. With an enhanced education, they will be more likely to qualify for university. They may pursue skills training in the school’s trade program. Or they may find employment through the various community development initiatives the school will fund. In 18 years, the amount of money donated to simply keep the Glory Glory Center running will reach $1,550,400, exceeding the amount we’re seeking now to build the school. Without a plan for sustainability, the center will still be dependent on the generosity of others in 18 years, 20 years, 25 years…with no end in sight. The cost of that is insupportable. Finally, consider that, through a “capital payback program” the initial capital donated to build the school will be paid back into a “holding account” managed by Organisation des Amis du Progrès. This will ensure that the funds raised to build the school will be redeployed in Haiti time and time again, eliminating the need for future fundraising and effectively bringing the cost to build the school to zero. There’s no bigger return than that! 8 Pastor Samuel’s micro-finance program, for example, has more than 200 people on its wait list. These people have already gone through a two-month business training program and are waiting for funds to become available so they may receive a $50 loan to start their business. School Strategic Plan, HHC, 9/6/16 17 APPENDICES APPENDIX A — ASSET ASSESSMENT | INVESTMENT SUMMARY Table 3: Asset Assessment — Investment Summary School Strategic Plan, HHC, 9/6/16 18 APPENDIX B — SENSITIVITY ANALYSIS | PHASED SCHOOL OPENING Table 4: Sensitivity Analysis — Phased School Opening School Strategic Plan, HHC, 9/6/16 19 APPENDIX C — GROSS SCHOOL REVENUES Table 5: Gross School Revenues NOTES • At full capacity, the school will be able to enroll 70 students per grade, P1 through Philo. For budgeting purposes, we’ve assumed 50 students per grade. • Average school tuition in Haiti is $150 per year. The assumption is that tuition will increase annually as the school develops its reputation. • How quickly tuition will rise will be determined by how many students apply. In Haiti, it’s commonplace for schools to use tuition to manage their applicant pool. When more students apply than the school can accommodate, tuition generally increases, and still, the best schools turn students away because the demand is high for quality education. • $400 per year is currently the highest tuition paid in Torbek at Renaissance Academy (a school that is far off the main road and still under construction). • $700 and $1,000 per year are currently the highest tuitions paid in Les Cayes (the largest city near Torbeck) at Frère Odiel and St. Jean, respectively. School Strategic Plan, HHC, 9/6/16 20 APPENDIX D — SCHOOL EXPENSES D-1 — CONSTRUCTION EXPENSES Table 6: School Expenses — Construction NOTES • Land size was determined through an evaluation conducted by a land-planning specialist with experience helping World Vision locate its various international headquarters (see Appendix E). This individual has volunteered to assess any parcels of land for maximum usability, prior to purchase. School Strategic Plan, HHC, 9/6/16 21 D-2 — FURNISHINGS & EQUIPMENT Table 7: School Expenses — Furnishings & Equipment NOTES  Many of the items above were budgeted at US prices. Since the quality of US products is higher, such items would be appealing, but not essential, to set this school apart from others of its caliber. School Strategic Plan, HHC, 9/6/16 22 D-3 — OPERATING EXPENSES Table 8: School Expenses — Operating Expenses NOTES  Table 8 (above) shows operating expenses, in addition to teacher salaries (broken out in Appendix D-3-A) and administrative salaries (broken out in Appendix D-3-B).  The Haitian school year runs September through June.  Teachers will teach for ten months, but be paid for twelve (providing them with an annual salary). This will be beneficial when hiring the most qualified teachers. During the months of July and August, teachers will be available for private tutoring, ensuring that students who are struggling receive additional help.  Administrative staff will work and be paid for twelve months.  Since pastors Samuel and Ronald have a vested interest in the school’s immediate success, they have agreed to salaries that are below average for their positions (directors of Administration and Pedagogique). As revenues increase, their salaries will be adjusted accordingly. School Strategic Plan, HHC, 9/6/16 23 D-3-A — TEACHER SALARIES Table 9: School Expenses — Teacher Salaries D-3-B —ADMINISTRATIVE SALARIES Table 10: School Expenses — Administrative Salaries School Strategic Plan, HHC, 9/6/16 24 APPENDIX E — LAND ASSESSMENT | SQUARE METER ANALYSIS The following assessment uses the dimensions specified in the construction budget (for buildings, recreation space, parking, etc.) to determine the amount of land necessary to accommodate the school at build-out. The analysis recommends a parcel of land that measures 2.45 hectares (6.06 acres). As land in Haiti is sold in 1-hectare plots, we’ve budgeted for a 3-hectare parcel. Figure 3: Land Assessment — Square Meter Analysis School Strategic Plan, HHC, 9/6/16 25 APPENDIX F — FREQUENTLY ASKED QUESTIONS 1. What is the goal for a school of any type? Why build a school? • The main purpose of a school is to generate enough net profit to pay for the annual operating expenses of the Glory Glory Center • The secondary-purpose of a school is to provide the children of the Glory Glory Center and the surrounding communities with a superior education that will give them the greatest opportunity for future success, including – Superior primary/secondary school education, taught by respected, credentialed teachers. – Greater likelihood of qualifying to apply for the free, government-sponsored universities in medicine, accounting, engineering, nursing, etc. (best in Haiti). – Availability of merit-based scholarship opportunities for higher education (trade school and/or university) for those who don’t qualify for the government schools. • The third, and final purpose of the school is to generate enough net profit to pay for a wide variety of community outreach programs, including – School planting and school funding (especially for small, under-funded church schools in remote areas) – Scholarships for local children whose parents can’t afford to pay – Community development programs (e.g. animal husbandry, water distribution, etc.) that will benefit the community-at-large. 2. Why not build a trade school on site at the Glory Glory Center as originally planned? • We no longer believe in a school of any kind on-site due to safety concerns. • The Glory Glory Center is home to 50+ children and staff, whose safety and security are of utmost importance. • Welcoming strangers into the Glory Glory Center compound is ill-advised. Currently, the center’s gates are kept closed and locked, especially after dark. When open, staff closely monitors who comes and goes. The center is only open to the public during church services and events, during which time, there is plenty of known adults on-site to ensure the children’s safety. 3. Why start with the primary/secondary school? • First and foremost, Samuel and his team are qualified and practiced in primary/secondary school administration and education. – Samuel has established two schools in the PAP area and has the necessary contacts within the local government to see the school through the licensing process. – Ronald’s advanced education degree was in preparation for a role as Directeur Pedogogique (the person responsible for curriculum and teachers). – Naomi’s law degree will add an extra dimension to the administrative staff, regardless of which position she holds. Samuel is also enrolled in law school. – Samuel already knows of (and has spoken to) a few trusted, certified teachers who are looking for quality teaching opportunities. • There is high demand in the existing, local primary/secondary school market. – Parents will go to great lengths to get the best education possible for their children. – The number of good, local schools is extremely limited. – Kids are being turned away from these good schools by the hundreds. – Children are walking hours each way to attend the best school they can. School Strategic Plan, HHC, 9/6/16 26  – Foreign aid (scholarships) is already available within the local community to assist parents with the cost of educating their kids. • Students who enroll in kindergarten could be at the school for as many 14 years, which creates long-term financial stability (vs. a 3-year maximum enrollment in trade school). 4. Why not start with a trade school? Wouldn’t that be simpler? • There are certain challenges to starting with a trade school that don’t exist when starting with the primary/secondary school. – The immediate demand for trade school is less certain. – There’s a chicken-and -egg dilemma with regards to trade school enrollment and curriculum which makes forecasting income and expenses difficult.  Without knowing what courses will be offered, it’s difficult to ensure enrollment.  Without enrollment, it’s difficult to get qualified, skilled professionals to commit to teaching.  Without committed teachers, it’s impossible to say what courses will be offered  By enrolling students in the primary/secondary school first, we create an enrollment source for the trade school.  Knowing who will likely be continuing on to trade school from Philo, we can tailor the course offerings appropriately. – Currently, there are no scholarships to assist with trade school tuition. • The income we believe will be generated in the first year by the primary/secondary school is four-times (4x) what we believe could possibly be generated by the trade school in year one. 5. Specifically, how does the primary/secondary school benefit the 50+ kids at the Glory Glory Center? • All of the children will receive a better education than they are currently receiving. • The money Samuel pays for the children to attend school will be returned to Glory Glory as income, resulting in a net tuition cost of zero (an annual savings of a minimum of 8,100 USD). • All of the children will be eligible to apply for merit-based scholarships, whether for trade school or university, which the school will make available to all of its students. • Recurring profit from the school will pay for the Glory Glory Center’s recurring operating expenses, rendering the Glory Glory Center self-sustaining. – This will directly affect Samuel (and indirectly the kids), as Samuel will no longer have to rely on foreign aid that may or may not arrive to provide for the children’s needs. – This will reduce the pressure felt by Sam’s foreign partners to consistently raise enough funds to meet the Glory Glory Center’s recurring financial needs. 6. Where should a primary/secondary school (or trade school) be built? • Samuel would like to build the school along Route 2 (the main road) between the bridge in Torbeck (where most of the area’s schools are located on a single street) and the Glory Glory Center in Valere. – Samuel expects to attract students from a wide area, and public transportation is available along the main road. – Students often have to walk long distances from their homes to the main road, making a second, long walk from the main road to school less attractive. – From a safety standpoint, Samuel doesn’t want children walking to school or home before daylight or after dark. School Strategic Plan, HHC, 9/6/16 27  – A less desirable location (like one far off the main road) will necessitate lower tuition fees to make up for the inconvenience of a difficult commute. – Road conditions, especially during the rainy season, greatly affect students’ school attendance throughout the region. Poor attendance due to impassable roads will negatively affect a child’s academic performance…and thus the school’s performance when it comes to government exams. • We anticipate opening a trade school on the primary/secondary school site in year four (utilizing the school’s existing classrooms in the afternoon/evening). – The trade school will operate from approximately 3:00 pm to 7:00/8:00 pm, requiring students to travel after dark. – Adult students will likely arrive by moto, tap tap, or bus, either due to distance or due to prior obligations during the day. School Strategic Plan, HHC, 9/6/16 28 APPENDIX G — MARKET ANALYSIS The following dispersion map identifies existing schools located between Main Street, Torbeck and Carrefour-Joute, south-west of Tiverny and the Glory Glory Center/Communauté de Gloire. Figure 4: School Dispersion, Route 2, Torbek Currently, the majority of the children at the Glory Glory Center are attending the Valere Community School (#16 above and below) located less than ¼ mile from the children’s home. This school, serving grades P1 through P6 (the equivalent of primary school in the US) serves the local community. Academically, it is an average school, with a tuition of $150 per child per year. For those children ready for P7 through P9 (the equivalent of middle school in the US), Pastor Samuel pays for transportation for them to attend Ecole Justin L’Herisson de Torbeck (#3 above and below). This is the best local school that Pastor Samuel can afford at a cost of $230 per year, and it is located four miles from the children’s home. As of today, only one child at the Glory Glory Center is enrolled in secondary school. She likewise attends Ecole Justin L’Herisson de Torbeck. For a brief description of the schools pinpointed above, see next page: School Strategic Plan, HHC, 9/6/16 29  School Photo Name & Notes Grades 1 Ecole National Mixte de Torbeck 1-6 Primary 2 Ecole Coeur de Jesus de Torbeck 1-6 Primary 7-9 Middle 3 Ecole Justin L’Herisson de Torbeck 1-6 Primary 7-9 Middle 3-0 Secondary 4 Ecole National Congreganiste Saint 1-6 Primary Joseph Torbek 7-9 Middle 3-0 Secondary Good school Two sessions to accommodate number of students 5 Ecole National Boisrond Tonnerre 1-6 Primary Torbeck School Strategic Plan, HHC, 9/6/16 30  School Photo Name & Notes Grades 6 College Mixte Saint Paul de Torbeck 1-6 Primary 7-9 Middle 3-0 Secondary 7 Institution Mixte Rev. Pere F. Solage 1-6 Primary 8 Institution Mixte St. Paul 1-6 Primary 7-9 Middle Good school 9 Ecole Communautaire 1-6 Primary 7-9 Middle 10 Ecole MEBSH Torbeck 1-6 Primary School Strategic Plan, HHC, 9/6/16 31  School Photo Name & Notes Grades 11 Ecole National Mixte de Torbeck 1-6 Primary 7-9 Middle Not yet open 3-0 Secondary Beautiful, large, walled complex Students from (1) will be moved here and (1) will be closed down. 12 Ecole Wesleyenne (Project HA 205) 1-6 Primary 7-9 Middle Upper grades in this building. 3-0 Secondary Primary grades in separate building next door. 13 College St. François de Valere 7-9 Middle 3-0 Secondary Within walking distance of Glory Glory Center, but Samuel sends his middle school kids to Torbeck (3). 14 College Realite de Valere 1-6 Primary 7-9 Middle Within walking distance of Glory 3-0 Secondary Glory Center, but Samuel sends his middle school kids to Torbeck (3). 15 College Le Nouveau Monde de 7-9 Middle Carrefour-Joute 3-0 Secondary School Strategic Plan, HHC, 9/6/16 32  School Photo Name & Notes Grades 16 Valere Community School 1-6 Primary Located next door to the Glory Glory Center. Most children at this school are sponsored by the Canadian hospital across the street and will remain at this school. It is a local, neighborhood school. The children from Glory Glory who go to this school will leave to attend the new school. School Strategic Plan, HHC, 9/6/16 33 APPENDIX H — COST TO BUILD A SCHOOL IN HAITI VS. USA Data across the United States varies widely for school construction. However, in 2013, Susan Combs, Texas Comptroller of Public Accounts, published a report entitled Public School Construction Costs which details the adjusted construction cost per student for schools in her state. The numbers below come from that report. Haiti (unadjusted, 2016): Average square feet per student ......................................................................... 34 Cost per square foot (construction & operation) .............................................. $45 Cost per square foot (construction only) ........................................................... $36 Cost per student............................................................................................ $1,515 Cost to build a 1,000 student facility9 .................................................... $1,515,386 United States (Texas, adjusted, 2013) Average square feet per student ....................................................................... 135 Adjusted cost per square foot ......................................................................... $154 Adjusted cost per student........................................................................... $20,769 Cost to build a 1,000 student facility .................................................. $20,769,000 Difference in Cost ........................................................................ $19,253,614 Cost per Student Ratio (Haiti vs. USA) ........................................................ 14:1 In an October 14, 2015 article for Watchdog.org Texas Bureau, Jon Cassidy reported that, “North East ISD in San Antonio, has built four 1,000-student elementary schools over the last few years at a cost of $23.8 to $28.1 million each.” 9 The school we’re proposing to build will accommodate 1,030 students at full capacity. For this comparison, we capped this number at 1,000. School Strategic Plan, HHC, 9/6/16 34 APPENDIX I — PASTOR SAMUEL’S LEADERSHIP TEAM | QUALIFICATIONS The following individuals are indispensable members of Pastor Samuel’s leadership team and will all play a role in the administration of the school, either as administrators and/or teachers. SAMUEL MICHELLANGE METELUS Diplomas and Licenses University of the Caribbean, Port-au-Prince .................... Computer Science, License Project Management, Diploma St. Petersburg College, Florida ......................................... Technology Management, License Victory Bible Institute, Florida .......................................... Bible Studies, Diploma Achievements Mission Church of God by Faith, Carrefour ...................... Pastor and Program Director Communauté de Gloire Church, Tiverny .......................... Pastor and Director Glory Glory Center Children’s home, Tiverny................... Founder and Director Gamaliel Academic School, Carrefour .............................. Founder and Director Big Family Micro-Finance, Charlette ................................ Founder and Director Friends of Progress Organization ..................................... Founder and President AUNALD RAYMOND Diplomas and Licenses Université Publique du Sud, Aux Cayes ............................ Science of Education, License International School of Ministry ....................................... Bible Studies, Diploma Achievements Communauté de Gloire Church, Tiverny .......................... Lead Pastor International School of Ministry ....................................... Academic Director National School................................................................. Supervisor (secondary school) Bethany Evangelical College ............................................. Academic Assistant (secondary school) Sainte Jeanne Institute ..................................................... Teacher of Literature (secondary school) NAOMIE DESMORNE Diplomas and Licenses Université Publique du Sud, Aux Cayes ............................ Juridical Science, License Center of Technical Training............................................. Communication, Diploma Achievements Radio Tele Caramel, Aux Cayes ........................................ Journalist Communauté de Gloire Church, Tiverny .......................... Pastor and Worship Leader Haitian Literature and Social Science ............................... Teacher (secondary school) Youth Behavioral Adjustment .......................................... Trainer HIV and AIDS Prevention .................................................. Trainer Leadership and Entrepreneurial Skills .............................. Trainer Child Protection ................................................................ Trainer School Strategic Plan, HHC, 9/6/16 35 MICHAELLE CADET Diplomas and Licenses National School of Nursing, Aux Cayes............................. Registered Nurse, License Center of Technical Training............................................. Communication, Diploma Achievements Ile a Vache Hospital .......................................................... Emergency Nurse (2 years) Glory Glory Center Children’s home, Tiverny................... Registered Nurse Communauté de Gloire Church, Tiverny .......................... Vice President, Kids Club Friends of Progress Organization ..................................... Vice President Prevention Against Contagious Diseases ......................... Trainer Parenting & Protecting Children Against Abuse............... Trainer ANTOINE PIERRE BELLANCE Diplomas and Licenses Université Polyvalente d’Haiti .......................................... Agricultural Science, License Developmental Science, License Achievements College Thomas Madiou ................................................... Board Member Math & Physics ................................................................. Teacher (secondary school) Big Family Micro-Finance, Charlette ................................ Director Team Youth for Christ ...................................................... President DANIEL RICHARD Diplomas and Licenses University Heritage Baptist............................................... Theology, Diploma Ecole Journalist de Tuyau ................................................. Journalism, Diploma Achievements Mission Church of God by Faith, Rosiere ......................... Pastor College Mixte Bethel ........................................................ Founder Youth Leadership .............................................................. Trainer Radio Speaker School Strategic Plan, HHC, 9/6/16 36 HAITI HEARTS FUNDRAISING COALITION For years, the Haiti Ministry of Mariners Church, Evolution Haiti, and Harvest Craft have been working independently and in cooperation to help pastors Joseph and Samuel realize their dreams for their churches, the 50+ children of the Glory Glory Center, their communities, and their country. Today, each of these entities is committed to seeing Pastor Samuel’s vision for a self-sustaining, private school become a reality. Together, they’ve joined forces under the Haiti Hearts Fundraising Coalition banner to raise the $1,515,386 needed for the school’s completion. Haiti Ministry of Mariners Church is one of eleven, volunteer-led global ministries operating as part of Mariners Outreach Ministries, which has been serving the local and global community for more than 30 years. Our Outreach Ministries are committed to doing ministry the way Jesus did and having the greatest Kingdom impact possible by mobilizing world-changers, providing hope for at-risk youth & families, and engaging a global movement. Evolution Haiti is a 501(c)(3) committed to providing financial, technical, and emotional support to those in Haiti working to empower the country’s youth for a better tomorrow. We support initiatives in education, job creation, leadership development, and health care for children living in Haiti’s Département du Sud (southern region). Harvest Craft is a 501(c)(3) non-profit that seeks to equip, educate, and empower communities in developing countries through sustainable food production systems. Donations made through any of the above non-profits will remain under that non-profit’s oversight until such time as it is wired directly to Organisation des Amis du Progrès in Haiti. There will be no transfer of funds stateside between any of these organizations. School Strategic Plan, HHC, 9/6/16 37 RESOURCES LINKS TO DOWNLOAD DIGITAL FILES Haiti School Strategic Plan (PDF)....................................................... http://haitiheartscoalition.com/school Haiti School Budget (Excel) ............................................................... http://haitiheartscoalition.com/school CONTACT US Haiti Hearts Fundraising Coalition ............................................................... www.HaitiHeartsCoalition.com Haiti Ministry of Mariners Church ....................................... http://www.HaitiMinistryMarinersChurch.org David Watkins, Co-Leader ...........................................(949) 510-4097 | CharlesDWatkins@yahoo.com Susan Watkins, Co-Leader ................................................................. (949) 510-4081 | susan4@cox.net Evolution Haiti ............................................................................................. http://www.EvolutionHaiti.com Dr. Ed Geehr, Director .................................................................. (949) 291-9823 | egeehr@gmail.com Christine Shook, Director....................................................... (949) 412-1340 | christineshook@cox.net Harvest Craft.................................................................................................... http://www.HarvestCraft.org Brendon Anthony, Co-Founder .......................... (949) 293-0523 | brendon.anthony@harvestcraft.org School Strategic Plan, HHC, 9/6/16 38