Rapò Final Pwogram Enfrastrikti Ayiti a

[page 1] USAI PEOPLE TN OCTOBER 2022 CONTRACT NUMBER: AID-OAA:I-15-000045 ORDER NO: 720521 18F00004 [page 2] This Page Intentionally Left Blank [page 3] HAITI INFRASTRUCTURE PROGRAM FINAL REPORT OCTOBER 2022 Contract: AID-OAA-I-15-000045 Order No: 720521 |8F00004 Submitted to: USAID Haiti Prepared by: AECOM USA, Inc. This Engineer’s Certificate is rendered under contract EDH-I-08-0024-00 between the United States Agency for International Development (USAID) and AECOM USA Inc. in respect to the Final Report. The following report was prepared by AECOM Technical Services Inc. under the supervision of professional architects and engineers licensed in a U.S. state, the District of Columbia, or a US. territory in accordance with FAR 52.236-25 “Requirements for Registration of Designers.” The report was prepared in accordance with generally accepted standards of professional engineering practices, as appropriate to the locality of the Project. Disclaimer: The views expressed in this document do not necessarily reflect the views of the United States Agency for International Development (USAID) or the United States Government. [page 4] This Page Intentionally Left Blank [page 5] TABLE OF CONTENTS Acronyms and Abbreviations ire EXECUTIVE SUMMAFY rene À Success Stories... O PrOgram OVEFVIEW re 12 PrOgrAM SECLOrS nn 19 Sector 03: Health... sense 22 Sector 04: Water, Sanitation, and Hygiene (WASH).............. nn. 28 Sector 07: HOUSINg...nn rene BÛ Sector 08: AgricUItUre inner 34 Sector 11: Capacity Building sun 36 Program Finance... JB Property Management... 39 [page 6] ACRONYMS AND ABBREVIATIONS ACOR Administrative Contracting Officer’s MEP Mechanical, Electrical, and Plumbing Representative MTPTC Ministère des Travaux Publics, AFD Agence Française de Développement Transports et Communications AVANSE Appui à la Valorisation du Potentiel NCHS National Campus for Health Sciences Agricole du Nord, Pour la Sécurité (Le Campus des Sciences de la Santé) Économique et Environnementale ou (Support for the Promotion of the NGO Non-Governmental Organization Agricultural Potential of the North, for NTP Notice to Proceed Economic and Environmental Security) . . OAA Office of Acquisition and Assistance BOQ Bill of Quantities ., . OIEE Office of Infrastructure, Engineering, and CAEPA Comité d’Approvisionnement en Eau Energy Potable et Assainissement . PPE Personal Protection Equipment CM Construction Manager . QA Quality Assurance CMC Construction Management Consultant OR lity Ob tion R t cop Chief of Party Q Quality Observation Repor . . RFTOP Request for Task Order Proposal COR Contracting Officer’s Representative SOW Scope of Work CPARS Contractor Performance Assessment Reporting System STTA Short-Term Technical Assistance CTE Centre Techniques d'Exploitation TCG Tseng Consulting Group, Inc. CUCD Canaan Upgrading Program and TEC Total Estimated Cost Community Development UCLBP L’Unité de Construction de Logements DINEPA Direction Nationale de l'Eau Potable et et de Bâtiments Publics de l'Assannissement USAID United States Agency for International GOH Government of Haiti Development HIP Haiti Infrastructure Program USG United States Government HHIP Haiti Health Infrastructure Program UTE Unité Technique d'Exécution HO Home Office WAF Work Approval Form HSBR Haïti Staffing & Business Resources WASH Water, Sanitation and Hygiene HUEH Hôpital de l'Université d'Etat d'Haiti WATSAN Water and Sanitation Project IP Implementing Partner JUH Justinien University Hospital (L'Hôpital Universitaire Justinien) LTTA Long-Term Technical Assistance MDR-TB Multi-Drug-Resistant Tuberculosis USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 2 [page 7] EXECUTIVE SUMMARY [page 8] FROM MARCH 2018 TO SEPTEMBER 2022 AECOM PROVIDED PROGRAM MANAGEMENT, ARCHITECTURAL, ENGINEERING, SPECIALIST TECHNICAL SUPPORT, AND QUALITY MANAGEMENT SERVICES TO USAID FOR THE CONSTRUCTION OF STRUCTURALLY SAFE AND RESILIENT INFRASTRUCTURE ACROSS MULTIPLE SECTORS IN HAITI. 4 [| y _« “! |: , d D > d £ - Le LL SA d' | È # 2 EE SSD A mn ASS € à £ : À à / & J { = \ 4 » sé Le € "Œ : . = y | THE HAITI INFRASTRUCTURE PROGRAM TEAM FOCUSED ON MAXIMIZING LOCAL, IN COUNTRY DELIVERY, SUPPLEMENTING WITH SPECIALIST STTA RESOURCES, AT USAID’S REQUEST TO RESPOND TO CHANGING NEEDS AECOM brought infrastructure expertise to help USAID build various medical facilities, sanitary water systems, roads, and agriculture projects. AECOM's maintained continuity of on-the-ground support to USAID throughout multiple periods of civil unrest and natural disasters, always retaining the ability to increase scale and provide USAID with flexibility to address a wide variety of infrastructure initiatives. 2018 2019 2020 2021 2022 mm HIP Searts HIP Ends Feb 28 2018 Sept 30 2022 © Hôpital de l'Université d'Etat d'Haiti (HUEH) Pre-2018-July 2019 o— Canaan Upgrading Program (CUCD) A May DIS AMIOIS milles [@) Health Clinics Or 2018-Ape 2022 QE Fe AVANSE Logauon Projects Dec 2018-jan 2020 = : A) EKAM Sanitation System July 2020-Oct 2020 = @ WATSAN Program Dec 2020-Sept 2022 —————— S&;.| Capacity Buildi ft Mar 2018 Sept 2028 USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 4 [page 9] _ 8 HUEH © jéririe (6 Projects) HCR Dame Marie [2] Les Cayes (11) 7 1 : (3) perte © cCroix-des-Bouquets (10) | où PT © Dispensare Labiche © "ircbabis M Y © 6 Dispensaire Marc / 6 Belladère (1) le e F3 © srnars © Cap tien (4) o Hinche MDR-TB Medical D Limonade (1) 6 Fadility [9] Ouanaminche {1} C1] Canaan Road and Bridge 4 Upgrades 13 EKAM Community l F Qi 2 PORT-AU-PRINCE |: AGRICULTURE SECTOR Je LE 3 HN) Dubre Irrigation System . M2) Chalopin lerigation System: dé =" © Marion Dar COST CONTROL AND PERFORMANCE AECOM maintained a cost-efficient, scalable approach to delivery which enabled USAID access to draw on many of AECOM's global resources and specialized skillsets, as unexpected needs emerged. AECOM executed the scope of work and additional projects assigned by USAID under work approval forms, while keeping cost well under the contract ceiling. ACCOMPLISHMENTS AND IMPACT Lo) 58 ror 80% projects across five sectors STE program labor hours performed by more than 19 locally hired staff (over 90K hours) Health: /AR Housing: Agriculture: WASH: Delivery of ealthcare services fn Improved Increased yields Q basic or improved water restored to 90,00 roadway access for 500 farmers access for —-300,000 residents for 200,000 citizens through rehabilitation people and basic access or and expansion of improved sanitation for irrigation systems —75,000 people. USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 5 [page 10] SUCCESS STORIES [page 11] 2018: SEAMLESS TRANSITION FROM HHIP TO HIP (D) Following AECOM's execution of the Haiti Health THE MAJORITY OF STAFF Infrastructure Program (HHIP) from 2012-2018, USAID REMAINED ON THE TEAM issued a five-year task order contract to AECOM for Architectural OVER THE TRANSITION and Engineering services to design and manage multisectoral BETWEEN HHIP AND infrastructure portfolio projects (Haiti Infrastructure Program) in HIP. THROUGH THIS February 2018. This contract represented not only a continuation CONTINUITY OF of the work begun under the HHIP, but also a broadening of scope STAFFING AND to include additional infrastructure sectors and additional services. RETENTION OF INSTITUTIONAL Over the course of the year, AECOM implemented a workplan KNOWLEDGE, AECOM that smoothed the transition from HHIP to HIP, providing benefits WAS ABLE TO REDUCE of continuity of service on ongoing contracts while also reflecting SUBMITTAL REVIEW the expanded portfolio of multisectoral infrastructure. This was TIMEFRAMES FROM achieved by maintaining the existing team from HHIP who USAID’s REQUIRED |4- provided a wealth of prior experience on previous and ongoing DAY RESPONSE TIME TO projects, then supplementing those staff with specialized technical AN AVERAGE OF FOUR experts from the U.S when needed. DAYS. For ongoing projects in the health sector, designs executed by AECOM under HHIP moved into construction without FROM THE CPARS: The encountering a learning curve for a new consultant. Maintaining Contractor was able to achieve the team members from HHIP provided key stakeholders with g rather seamless transition | . between the prior A&E access to the same architects and engineers who produced the services program and its original designs. This access not only resulted in faster responses current contract without a loss to contractor RFls, but also historical context for design decisions. of service or extended delays Field staff who maintained a presence on project sites across both in responsiveness. (Interim: programs were familiar with many of the construction contractors 02/2018-02/20 and projects and were already prepared to recognize quality or TT safety issues, and to work with USAID and the contractor to implement pro-active solutions. In standing up new projects, AECOM's ‘field first’ model retained | the same in-country team, carrying over their existing knowledge of working in Haïti, while taking advantage of reach back to a wide Æ @ >> range of technical specialists available within AECOM to assist on e » ST across multiple sectors. e “4 £ > fe: During this transitional year, there were multiple periods of A < ia political unrest. AECOM's team remained flexible and responsive | to USAID'’s needs throughout, incorporating security plans to ? consistently provide site visits and inspections to support USAID at times when U.S. Embassy personnel were restricted from travel. PROGRAM MANAGER BOB MERRILL AND Ultimately, through continuity of staffing and knowledge retention, COP NE KANESHIRO ENGAGED WITH LL _. . . STAKEHOLDERS AT CANAAN IN APRIL AECOM maintained momentum on existing projects, streamlined 2018, EXPANDING AECOM's many processes, and expanded support to USAID in new PARTICIPATION INTO NEW infrastructure sectors. INFRASTRUCTURE SECTORS USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 7 [page 12] 2019: A MILESTONE IN THE RECONSTRUCTION OF THE HÔPITAL DE L'UNIVERSITÉ D’ETAT D’HAITI (HUEH) The largest tertiary general university hospital in the country, HUEH, had suffered from severe maintenance problems prior to the January 2010 earthquake. The earthquake exacerbated these problems and caused the collapse of multiple buildings. In response, the “Reconstruction and equipment of the hospital of the State University of Haiti (HUEH)” project was established and co-funded by USAID and Agence Francaise de Development (AFD), and the Haitian State Treasury. Beginning under the previous HHIP contract, AECOM provided construction quality assurance reviews and oversight of the construction contractor and construction management firm on behalf of USAID. AECOM conducted frequent walkthrough observations of the buildings and documented findings. These construction quality assurance reviews benefited USAID and other implementing partners by identifying deficiencies with architectural and structural elements as well as mechanical/electrical/plumbing systems and assemblies. In mid-2019, a dispute resulted in stalled negotiations between the contractor and GOH, ultimately causing work to stop. To support negotiations and help the work resume, AECOM leveraged its international reach and expertise, by sourcing and mobilizing a multi-lingual French/Spanish/English- speaking FIDIC Contract Specialist/Claim Evaluator. AECOM was able to identify an individual who met this extremely specialized skill set, Mr. Malek Hamza, enabling his mobilization to Haiti within a week of USAID's formal request for support. By providing a rapid response, AECOM assisted UTE and the contractor in moving forward with project completion. Following Mr. Hamza’s two-week trip, AECOM was able to precisely quantify responsibilities for each party, allowing the GOH to move forward with negotiations constructively. Throughout the period of support, AECOM identified issues as they arose, effectively communicated the potential impacts to USAID and the construction management firm, then facilitated proactive resolution between stakeholders. Although progress on the project was frequently interrupted, improvements to the facility resulted in substantial increased capacity of the primary healthcare facility in Port-au-Prince. AS À RESULT OF AECOM’S ONGOING QUALITY ASSURANCE OVERSIGHT AND SUPPORT, BY LATE 2019 THE PROJECT HAD PROGRESSED TO A POINT WHERE THE CONTRACTOR NO LONGER REQUIRED CONTINUOUS OVERSIGHT TO ACHIEVE COMPLETION. F RE 2) Me à : ES he : Rs Ÿ a. s DUT F LS AN . | L - Te 7 É 2" HUEH POsT-AECOM F «Be : È Con SERVICES, NEARING Pis den. = 2e + ne COMPLETION USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 8 [page 13] 2020: MAINTAINING MOMENTUM DURING COVID-19 PANDEMIC SHUTDOWNS 2020 saw the outbreak of the COVID-19 pandemic across the BY CONTINUING TO world with widespread lockdowns and halts to construction work. MANAGE CONSTRUCTION In Haiti, USAID halted construction on many projects from March SUBMITTALS AND until September. During this time, rather than ceasing operations, MAINTAINING A REGULAR AECOM maintained an active presence in Haiti. INSPECTION SCHEDULE, AECOM, USAID AND AECOM maintained momentum across three active technical PROGRAM CONTRACTORS sectors: WERE PREPARED TO RAMP : : ACTIVITIES BACK UP Health: AECOM continued to work with the : : ONCE CONSTRUCTION contractor to complete their material and contractual : : : Lu RESUMED IN SEPTEMBER. submittals, and in planning and assisting USAID as they clarified SOW modifications for the six clinic sites. AECOM also established an updated progress tracking system and provided FROM THE CPARS: The USAID with recommended revisions to drawings and Bills of contractors management team Quantities (BOQs) to enable USAID to negotiate pricing and in Haiti and in their home office h th th head of . f k worked very closely with changes with the contractor ahead of resumption of work. USAID/Haiti during the . Le . unexpected but debilitating WASH: AECOM continued to conduct site inspection Covid pandemic crisis to ensure visits throughout the shut-down to check work the USAID/Haiti managed to progress, verify actual site conditions matched drawings, keep its construction activities tech specifications, BOQs and schedule, providing ongoing even at a reduced level. USAID with valuable insight of the on-the-ground project status. In September 2020, when most of the pandemic restrictions VAN Housing: During this period, AECOM initiated support were lifted the management of the EKAM Housing Development sanitation repair team ensured a very quick and . rforming the site i tions to troubleshoot highly successful ramp up of project, performing the site inspections to troubleshoo: contraction activities… The issues and prepare recommendations for repairs. contractor used the respite in construction activities to work AECOM's continued presence enabled USAID to maintain with USAID's construction situational awareness across the active project sectors and contractors to ensure that all progress of other implementing partners. By aggressively focusing processes were in place for a on administrative construction submittals with contractors and quick and successful re up of ini truction activities. (Interim: maintaining procurement schedules, AECOM, USAID and the cons BP Re 02/2020-02/2021) contractors were prepared to resume construction activities once restrictions were lifted in September. #. | % dé Fr . ; { L 1 F LÀ A : a \h DEEE , z } * è SES 1 = sé AE AECOMI STAFF IMPLEMENTED £ TRE SES PPE AND SOCIAL DISTANCING B Er RERO PROTOCOLS FOR " = CFE EE IN-PERSON MEETINGS USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 9 [page 14] 2021: EARTHQUAKE RAPID RESPONSE On 14 August 2021, a magnitude 7.2 earthquake struck AECOM HELPED USAID southwestern Haïti, resulting in over 2,000 deaths with over UNDERSTAND THE 26,000 people displaced. Additionally, there was widespread MAGNITUDE OF IMPACTS damage to buildings and infrastructure including over 80 health TO MULTIPLE ONGOING facilities. At the time, AECOM was supporting USAID with PROJECTS AND THEN construction oversight on multiple Health and WASH sector sites, WORKED WITH EXISTING including several clinics previously damaged by Hurricane Matthew CONTRACTORS ON SITE and at the Les Cayes and Jeremie water system. The structural TO MAKE FIXES. damage resulting from the earthquake made continuing with the TOGETHER, WE WERE planned work unsafe and required rapid damage assessment and ABLE TO SUPPORT SAFE repairs before work could continue. RESUMPTION OF WORK. In response, AECOM reprioritized ongoing work in order to assist USAID in assessing and quantifying the damage. To make efficient use of in-country staff, AECOM quickly re-tasked staff who were Te already on site and mobilized four additional team members. FROM THE CPARS: The contractor also provided very On the Health sector projects, AECOM assessed thorough review and (D) damages to the Dame Marie, Madame Bernard, Les evaluations of the Anglais, Marc, Labiche, and Hinche clinics. Due to our reasonableness of cost on-the-ground presence and proximity to the site, AECOM also probosals from the construction provided USAID with a rapid damage assessment of a nearby, contractor for repair work unrelated bridge project. required at two clinics that USAID was rehabilitating after For the WATSAN project, AECOM provided a rapid they were damaged after the © assessment of the water towers in Les Cayes and the 2021 August earthquake in the Centre Techniques d'Exploitation (CTE) office in Jeremie South of Haiti, (Interim: to identify and document any damage. 02/2021-02/2022) After completing the assessments, AECOM supported USAID in drafting contract changes for ongoing projects to include the necessary repairs. AECOM also coordinated with contractors on site to propose designs for repairs, which facilitated faster review and approval. AECOM's actions allowed USAID to develop work contracts in a cost-efficient manner and reduce delays created by AECOM RE-DEPLOYED sTAFF FROM ONGOING the earthquake. WORK TO PROVIDE À DAMAGE ASSESSMENT OF THE LA SAVANNE WATER TOWER PR de. - j D 4 ee À RL = (# " M : | & en ee TE : - = >. : à TDR ES b 2 USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 10 [page 15] 2022: COMPLETION OF THE WATSAN PROJECT The Water and Sanitation (WATSAN) Project was AECOM WORKED WITH initiated to respond to the cholera outbreaks that spread USAID AND THE across ais in the afermaen of the Ar anuere due N poor IMPLEMENTING access to clean water and sanitation. T aligns wit PARTNERS TO CLARIFY USAID's overall water, sanitation, and hygiene (WASH) sector : : LOGE : DEFICIENCIES AND HELP goal of increasing the availability and sustainable management of safe water and sanitation for the underserved and most vulnerable SUBCONTRACTORS communities. The primary aims of the project were to: QUICKLY IMPLEMENT e Help 300,000 people gain basic access or improved access SOLUTIONS. AS A to water, RESULT, BY SEPTEMBER e Help 75,000 people gain basic access or improved 2022, AECOM ISSUED tete ae ont able: | COMPLETION * Lay the foundation for sustainable increases in access to CERTIFICATES TO THE water and sanitation. VAST MAJORITY OF THE AECOM supported USAID's efforts on the WASH program by SITES—37 OUT OF 42. providing quality assurance inspections and assistance to projects ranging from water transmission line repairs to solar panel system inspections that powered components of water distribution networks. In 2022, as HIP neared completion, AECOM assisted USAID in issuing completion certificates for 37 of the 42 individual projects in which AECOM was involved. With USAID's assistance, AECOM coordinated with multiple subcontractors performing the work to identify and document discrepancies, as well as aiding in delivering a solution. This proactive approach allowed projects to progress, so that completion certificates could be issued by USAID, and projects closed out. * re ] ge US 0 : a , , ke Le + AS À “ RE UE 4 V7 25 A sf ( £ 2 Rp HAITIAN CITIZENS GAINED ACCESS TO CLEAN WATER FROM A AECOM MEP ENGINEERS PROVIDED INSPECTION OF THE COMPLETED WATER KIOSK AT MIREBALAIS LIMONADE UNIVERSITY SOLAR PANELS SYSTEM PROJECT PRIOR TO USAID’S ISSUANCE OF A CERTIFICATE OF COMPLETION USAID.GOV HAITI INFRASTRUCTURE PROGRAM | II [page 16] PROGRAM OVERVIEW [page 17] CREATING AND SUSTAINING A MORE RESILIENT, PROSPEROUS AND DEMOCRATIC FUTURE FOR HAITI USAID’s Haiti Strategic Framework represents commitment to THE HIP CONTRACT MODEL generate measurable progress toward self-reliance with a goal PROVIDED USAID WITH A that “Haitians are more engaged in creating and sustaining a more VEHICLE FOR AN ENGINEERING resilient, prosperous and democratic future.” Supporting this goal PARTNER TO PROVIDE and the resulting framework the strategy outlines, is the RIGOROUS, INDEPENDENT QA USAID/Haiti Office of Infrastructure, Engineering, and Energy OVERSIGHT ACROSS MULTIPLE (OIEE). The OIEE directly supports USAID/Haitis development PROJECTS AND SECTORS, WITH objectives relating to health, education, agriculture, economic THE POTENTIAL TO SCALE UP growth, and democracy and governance. In October 2017, the AND DOWN AS NEEDS AND OIEE issued a Request for Task Order Proposal (RFTOP) No.: PRIORITIES CHANGED. SOL-521-17-000001, requesting architecture and engineering services for a five-year period for a multisectoral infrastructure portfolio of projects. Building on the delivery of the predecessor contract (Haiti Health Infrastructure Program, HHIP), in February 2018, AECOM was issued a task order contract for the Haiti Infrastructure Program (HIP), comprising a multisectoral infrastructure portfolio of projects across Haiti. Over four and a half years, HIP spanned five diverse technical infrastructure sectors, Health, Water Sanitation and Hygiene (WASH), Housing, Agriculture, and Capacity Building with AECOM providing program management, architectural, engineering, and specialized technical support to the OIEE. HIP provided OIEE immediate access to a team of full-time and short-term architects, engineers, and technical experts both based in Port-au-Prince, Haiti, and in AECOM offices throughout the U.S. and Canada. The program took place during a very challenging period in Haiti. Protests and civil unrest led to widespread chaos in July 2018 and March 2019, with the US Embassy issuing evacuation orders for some expatriate personnel and travel restrictions on those remaining. The COVID-19 pandemic also brought construction to a halt for part of 2020. Further impeding project progress was the earthquake on 14 August 2021, that, amongst widespread damage to infrastructure, impacted on several active USAID project sites. Over the course of the performance period, AECOM's in-country and home office management team remained agile and responsive to USAID. The AECOM team provided timely and uninterrupted support by sustaining the frequency of site visits/inspections and reporting which allowed USAID to maintain awareness of project progress across five infrastructure sectors included under the program. FROM THE CPARS: Due to the political instability and violent protests, the US Embassy imposed travel restrictions on American personnel and had to evacuate American personnel. … the Contractor's in country and home office management team remained flexible and highly responsive to USAID's needs. In particular, the Contractor activated its risk management/security plan to provide additional staff and increased the frequency of site visits and inspections infrastructure projects [which] allowed USAID to maintain a reasonable degree of insights into the implementation status of and any damage to various projects around the country. This insight enabled USAID to quickly reengage once with implementing partners and their projects during and after the unrest subsided. (Interim: 02/2018-02/2019) USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 13 [page 18] PROGRAM MANAGEMENT APPROACH À FIELD FIRST ORGANIZATIONAL STRUCTURE AECOM's management approach throughout the HIP focused on organizing to efficiently provide USAID with a variety of technical options to solve a wide range of infrastructure challenges. Using a ‘Field First’ approach, AECOM performed management, technical field engineering, construction inspection, reporting, and administration activities at the local project office in Port-au-Prince to the greatest extent possible. The diagram below shows, the HIP Task Organization. Expatriate Long Term Technical Assistance (LTTA) personnel were limited to key personnel: the Chief of Party (COP) Neil Kaneshiro, and the Operations Manager Rajesh Sail. Conducting most of the work at the local office not only reduced cost and was efficient, but it also helped to professionally develop nineteen locally hired staff who worked on the program. The COP was directly supported by Bob Merrill as Home Office Program Manager and AECOM’s US home office staff throughout the entire duration of the program from March 2018 through September 2022 offering continuity in program oversight, stability in administration, and institutional knowledge in resource allocation to meet USAID/Haitis objectives. NEIL KANESHIRO (LTTA) BOB MERRILL Chief of Party HO Program Manager || Federal Business Technical Services Support g pute» Architectural and li ‘| Engineering Technical Oo Support Physically ———__——_ "À... Mobilized as | | Necded RAJESH SAIL Locally Hired Short Term Technical (LTTA) Technical Staff and Assistance (STTA) Staff | Subcontractors Locally Hired : . D = Seal Home Office AECOM'S FIELD FIRST PROGRAM MANAGEMENT APPROACH ALLOWED DYNAMIC STAFFING OF THE PROGRAM AS NEEDS EVOLVED OVER TIME USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 14 [page 19] AECOM was also well postured to provide immediate reach a. dédié PRE back support or deploy additional skilled staff as Short-Term : k.. - à Technical Assistance (STTA) to support project activities as ve fn defined in the task order, work approval forms, or as directed ‘ PE dr by USAID. In these cases, Field Office capabilities were = 2 supplemented by US-based technical design subject matter = At é experts from across the numerous architectural and + SES engineering disciplines available within AECOM. Home office | k Là ) support staff also provided quality control and compliance 2566 À 4} 7 1 reviews, and administrative resources and oversight from the —— home office in the US. US-BASED STTA ENGINEERS CONDUCTED A SITE VISIT TO THE DUBRÉ, CHALOPIN, AND MARION RIVER The Field First approach, combined with the breadth of Re NATION NEDE UE available technical specialists within AECOM's home office organization enabled cost efficient execution of the work, while also providing USAID with scalable capacity in technical design and subject matter expertise to meet various infrastructure needs across the program. FROM THE CPARS: AECOM's cost control strategies is impressive. The Contractor's use of local labor for site inspection and administrative needs allows the Contractor to significantly control costs. Experienced US-based architectural and engineer personnel are engaged when necessary through home office participation and STTA assignments as needed. This allows the Contractor to maintain quality commensurate with the contract while being extremely cost conscious (Interim: 02/2019 — 02/2020) EMBEDDING EFFICIENCY AND SCALABILITY AECOM maintained an agile approach, scaling resources in compliance with Work Approval Forms (WAF) in order to keep costs proportionate with workload. In total, AECOM completed the scope of work for 34 WAFs issued by USAID. Throughout the program AECOM balanced the need to keep cost low, while still retaining the capability to scale the program on short-notice, thereby providing USAID With decision space and a reliable on-call partner for a variety of infrastructure needs across the technical sectors under the program. Although the total contract value of HIP was initially $22 million dollars, by employing a disciplined approach toward cost control under a cost-plus fixed-fee program, AECOM ultimately expended less than $7 million dollars while still supporting every USAID initiative requested and retaining the capability to increase scale should it have become necessary. FROM THE CPARS: This contract was originally designed with a TEC of $22 million dollars in order to support USAID/Haitis work in various sectors such as health, education, shelter, economic growth, etc. However, due to various reasons beyond their control, the TEC had to be drastically reduced and the contractor worked in full cooperation to ensure that it adhered to the drastically reduced budget without compromising their work quality. They have managed to leave a structure in place for the mission to respond and to ramp up engineering activities in the event of any unforeseen disaster such as the 2010 earthquake in Haiti. (Interim: 02/2020-02/2021) USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 15 [page 20] RESOURCING THROUGH SPECIALIST AND LOCAL De — 7 SUBCONTRACTORS , AECOM subcontracted with strategic and local teaming partners to : implement the breadth of work under the program including Haiti F 4 Staffing & Business Resources (HSBR), Miyamoto International, Inc., [ GardaWorld, Inc, Iris Group International, and WI-HER. > # DH i HSBR enabled AECOM to maintain a team predominately comprised of + b- L - Fr locally hired Haitian field engineers and administrative staff throughout a, ; the program. HSBR provided curriculum vitae for potential technical < # | and support staff to manage QA and CM services for the Program. ( : Candidates were continuously identified and interviewed, creating a s / as € pool of available resources that kept the program flexible and met the Ve diverse and evolving situation across multiple infrastructure sectors. : In addition to technical efforts, AECOM subcontracted with other key ] n partners to provide USAID with studies that contained greater insight & - C F on the social conditions that influence infrastructure sectors in Haïti. à \ [A Iris Group International conducted a gender assessment and produced { h | a Gender Strategy document for USAID. Additionally, WI-HER . >; “s 27 performed a thorough infrastructure assessment, the results of which és" W D” were submitted to USAID as Improving Self-reliance in the Architecture & LES, | Engineering Sector in Haïti. V8 à . GardaWorld, Inc provided security services throughout the program, \ F0 which enabled AECOM to remain active in its supporting role for ÿ ( + USAID during a period of increased tensions in Haiti. DN 2 AECOM embraced an approach to subcontracts that maximized local D — technical staffing and leveraged the unique skills of external specialists l > with deep capacity building experience. This complementary approach AECOM SUBCONTRACTOR AND WOMEN provided many local staff with a chance to understand and directly OWNED SMALL BUSINESS, WI-HER, CONDUCTED impact capacity building initiatives, while also ensuring the authenticity FOCUS GROUP DISCUSSIONS AND COMMUNITY the capacity building reports submitted to USAID. ENGAGEMENT AS PART OF CAPACITY BUILDING ASSESSMENT ACTIVITIES. FROM THE CPARS: The Contractor exceeded its participation goals for using woman owned, small business (WOSB). Under this task order, the Contractor utilized WI-HER to complete a gender assessment of the architectural and engineering (A&E) sector in Haiti. These efforts lead to the creation of a gender strategy and action plan that contained programmatic responses that USAID/Haiti could exercise to advance gender equity in Haiti and improve self-reliance. Moreover, the Contractor also uses a woman owned, Haitian small business called HSBR as a Haitian labor provider for field engineering and QA staff, drivers, translators, and other operational support. (Interim 02/20 18- 02/2019) USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 16 [page 21] COMBINING PROJECT OFFICE AND STAFF ACCOMMODATION à, k 4 Metssses FOR EFFICIENCY AND STAFF SAFETY, AECOM MAINTAINED A : , es — D — COMBINED PROJECT OFFICE AND STAFF HOUSING =) ere ) PF. en De . "TT HN = __— AECOM, having maintained a construction management office in Haiti since 2012, collocated project office operations, LTTA housing, and STTA billeting into a single location in Port-au-Prince, Haïti. This significantly reduced costs through a combination of factors: Reduced rental/leasing costs, reduced security needs at multiple locations and reduced time lost to commuting (and reduction in associated safety risks). FROM THE CPARS: The Contractor has continued to consolidate its guesthouse and office in the same building. This action provides significant cost savings along with greater reductions in security and traffic incidents. This step eliminated a rather risky commute throughout Haiti's congested streets every morning and afternoon during rush hour traffic. Furthermore, this consolidation allow the security resources to be focused in one location instead of separate office and living areas. (Interim: 02/2018-02/2019) MAINTAINING OPERATIONAL SECURITY AECOM subcontracted with GardaWorld, Inc. to provide security and protective services/security guards at the project office in Port-au-Prince. GardaWorld, Inc. also provided security escorts and drivers as needed for work travel to sites that were located in designated “red zones” where there were potential risks to personal security. The security contractor also assisted AECOM in creating and implementing a comprehensive security/evacuation plan the covered a wide range of contingencies. Observing these safety protocols allowed AECOM to remain in-country even during periods where departure from post was authorized. Despite substantial political unrest, numerous localized protests, and an earthquake during the project, AECOM , in close coordination with GardaWorld and USAID, vigilantly maintained situational awareness of local conditions and risks. As a result, AECOM and subcontractor staff remained safe while performing their duties in Port-au-Prince, Petion-ville, Cap Haitian, Crois-des-Bouquets, Hinche, Mirabalais, Les Cayes, Jeremie, Ile-a-Vache and at other project sites throughout the duration of the program. This allowed AECOM to continually make progress on projects and provide situational awareness on the ground on USAID's behalf. AECOM is proud to complete the program with zero major security incidents. USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 17 [page 22] DEFINING AND IMPLEMENTING À GENDER STRATEGY Women face deep social and economic disadvantages in Haiti, with 2 usAID economic opportunities primarily restricted to small-scale sales and services as a consequence of gender-based inequalities in : r% : PUR | ownership of land and capital. They are vulnerable to gender-based J # F7 SU 3 violence, and the legal framework protecting women’s rights is limited. Haitian women’s deprivation was compounded by the 2010 earthquake, with a loss of services of all kinds, increases in sexual and gender-based violence, and male-dominated relief . efforts. In support of efforts to address gender inequalities through infrastructure investments, AECOM, with our subconsultant IRIS RAD EEURS ESCRAN SU Group performed an assessment to identify the areas in which women face the most acute gender discrimination in the infrastructure sector, and to develop a strategy for USAID- supported infrastructure work to respond to these inequalities. = _ These recommendations were presented to USAID in the form of AUsAD | the deliverable Gender Strategy for the Haïti Infrastructure Program | A RSS % Pa — — (HIP): Findings from September 2018 Gender Assessment and Action LATE N A Planning. This strategy provided awareness to USAID of the £ dd D = challenges within the infrastructure industry as well as identifying a !-"#® ; TN . es path forward to making improvements, se aÿ/ x Within the program itself, HIP staff also conducted online and in- Lo p A person gender integration training at the beginning of the program. AECOM AND SUBCONSULTANT IRIS This aimed both to create a respectful workplace and to identify GROUP CONDUCTED À GENDER INCLUSION opportunities to Weave in gender initiatives with our program ASSESSMENT AND ACTION PLAN activities. Women held several program-level functional roles Within the local team, and our home office team had women in departmental lead roles for both structural and architectural disciplines. Furthermore, AECOM also subcontracted local technical staffing to a women-owned Haitian small business, HSBR, for field engineering, quality assurance, drivers, translators and other operational staff. Our other subconsultants, WI-Her and IRIS Group, were also women-owned small businesses. As a result of these activities, AECOM supported USAID in establishing gender integration best practices within our own program team and also in the development of strategies applicable across infrastructure sectors. USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 18 [page 23] PROGRAM SECTORS [page 24] USAID divided the effort for the Haiti Infrastructure Program into different technical and administrative sectors. The table below provides a listing of the program sectors used during the program period of performance (in addition to Sector 01 — Program Management) and identifies the major tasks and sub- projects carried out under each sector throughout the program. COMPLETE PROJECT LISTING Project Project AECOM AECOM Project Name Start Inspection Start Inspection End Completion 03-01 Reconstruction of General 2014 prior to © University Hospital (HUEH) 29-Apr-14 COP arrival [7 July 2019 7 @ 03-02 Renovation of Hurricane Matthew-Damaged Health Clinics and Hinche MDR-TB Facility 1. HCR Dame Marie 28-Feb-19 24-Oct-18 05-Apr-22 Dec-21 2. Centre de Santé Madame Bernard 28-Feb-19 22-Oct-18 06-Apr-22 Dec-21 3. CAL Les Anglais 28-Feb-19 23-Oct-18 29-Dec-2| Dec-21 4. CAL Les Anglais — Earthquake Repairs 15-Feb-22 I-Sep-21 25-Mar-22 19-May-22 5. Dispensaire Marc 28-Feb-19 22-Oct-18 27-Dec-2| Dec-21 6. Dispensaire Marc — Earthquake Repairs 15-Feb-22 31-Aug-21 26-Mar-22 12-May-22 7. Dispensaire Labiche 28-Feb-19 22-Oct-18 27-Dec-2| Dec-21 8. Hinche MDR-TB Medical Facility - 20-Feb-19 6-Jan-22 - 03-03 Warranty Reconstruction of NCHS @ Final Close was Deneen USAID and TCG 25-Sep-14 25-Sep-14 20-Spr-18 : @ 03-04 JUH Warranty - 27-Sep-18 20-Sep-19 10-Oct-19 @ 04-01 Cholera Communes Engineering Oversight 1. Gravel drain installation for fuel tank — Les Cayes CTE - 10-Dec-20 10-Dec-20 19-Apr-21 2. Jeremie CTE Office doors repairs. - 9-Dec-20 9-Dec-20 19-Apr-21 3. Painting Jeremie CTE Office - 9-Dec-20 9-Dec-20 19-Apr-21 4. Shelves construction — Jeremie CTE storage areas. - 9-Dec-20 9-Dec-20 19-Apr-21 5. Electrical cabling supply & installation — Les Cayes - ee Charpe nus Y 10-Dec-20 10-Dec-20 19-Apr-21 6. Well field fuel tank provision & installation — Les Cayes - 10-Dec-20 10-Dec-20 19-Apr-21 Lee CU Solar system Charpentier - 10-Dec-20 10-Dec-20 19-Apr-21 8. Network wiring — Jeremie CTE Office - 9-Dec-20 9-Dec-20 19-Apr-21 9. Electrical installation — Mirebalais Office - 5-May-21 20-May-21 31-Mar-22 10. Replacement of pipes at bridge crossing — Canaan - 23-Mar-21 23-Mar-21 - 11. Provision & installation of fuel tank — FI10 well field - 24-Jul-21 24-Jul-21 30-Sep-21 12. Solar system installation — Mirebalais CTE Office - 5-May-21 5-May-21 30-Jun-21 13. Network wiring — Mirebalais CTE Office - 5-May-21 5-May-21 30-Jun-21 14. F10 Wellfield Repairs — Cap-Haïtien 22-Jul-19 22-Dec-20 22-Dec-20 19-Apr-21 15. Repairs — Mahotière Spring Cap 9-Mar-20 9-Dec-20 9-Dec-20 19-Apr-21 16. Hybrid solar pump installation — Charpentier wellfield - 20-May-20 27-Oct-20 30-Jun-21 17. Leaks repairs phase | - 9-Dec-20 9-Dec-20 30-Jun-21 18. Drilling — Balan Test Well - 22-Dec-20 22-Dec-20 19-Apr-21 19. Internet network cabling — Hinche CTE - 4-May-21 4-May-21 30-Jun-21 20. Electrical installation — Hinche CTE - 4-May-21 4-May-21 30-Jun-21 USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 20 [page 25] Project Project AECOM AECOM Project Name Start Inspection Start Inspection End Completion 21. Canaan Pump House and Reservoir - 14-Dec-20 23-Mar-2021 31-Mar-22 22. Solar panels — University of Limonade - 7-May-21 7-May-21 30-Jun-21 23. Repairs to seven kiosks 29-Mar-21 5-May-21 10-Sep-21 30-Sep-21 24. Fuel tank supply & installation for well field- Canaan - 25-May-21 28-Sep-21 30-Sep-21 25. Renovations — Hinche CTE I-Jun-21 9-Sep-21 9-Sep-21 30-Sep-21 26. Fuel tank — Hinche CTE office - 9-Sep-21 9-Sep-21 30-Sep-21 27. Electrical & Plumbing work — Morne-à-Cabri 19-Apr-21 31-Jan-22 31-Jan-22 18-Jul-22 28. Supply and Installation of chlorinators for Croix- - des Bouquet & Ouanaminthe CTEs 27-Sep-21 27-Sep-21 31-Mar-22 29. Canaan Transmission line - 15-Dec-20 11-Mar-22 31-Mar-22 30. Drilling two boreholes in Cap-Haitian under Grant - In-kind awarded to Movement Femme Soley Nord. 24-Jut-21 24-Jui-2021 31-Mar-22 31. La Savanne Water Reservoir Rehabilitation - 24-Jun-21 18-Mar-22 18-Jul-22 32. Repairs to Croix-des-Bouquets CTE office - 22-Sep-21 22-Sep-21 31-Mar-22 33. Drilling of exploration wells Plateau Central - 9-Sep-21 1-Feb-22 31-Mar-22 34. Solar panels for Croix-des-Bouquets CTE - 25-Mar-22 25-Mar-22 18-Jul-22 35. Leaks repairs phase Il 19-Apr-21 21-May-21 13-Jan-22 31-Mar-22 36. Canaan: Construction of distribution network 18-Mar-21 23-Apr-21 4-Feb-22 18-Jul-22 37. Construction of building for 509 incinerator 16-Jun-21 31-Jan-22 19-Jul-22 30-Sep-22 38. Fence construction for reservoir & pumping station 3-Sep-21 10-Sep-21 24-Jun-22 31-Mar-22 39. Drying pads construction for Morne-à-Cabri facility 4-Jun-21 31-Jan-22 7-Sep-22 30-Sep-22 40. Repairs to Charpentier Water Tower - 11-May-22 9-Aug-22 - Project incomplete at end of AECOM's contract. New A&E will provide QA services to complete. 41. Rehabilitation of Charpentier Wellfield in Les Cayes - 22-Apr-22 9-Aug-22 - Project incomplete at end of AECOM's contract. New A&E will provide QA services to complete. 42. Les Cayes Water Distribution System Rehabilitation - 21-Apr-22 10-Aug-22 - Project incomplete at end of AECOM's contract. New A&E will provide QA services to complete. (à 07-01 Canaan Upgrading Program 1. Canaan 3 Main Road Project - 23-May-18 l-Aug-18 31-Jul-18 2. Boucambrou Bridge - 25-May-18 3-Aug-18 31-Jul-18 (à EKAM (Northente CaraeoD at 15Jul-20 21-Ju-20 29-Oct-20 6-Sep-22 On 06-Sep-22, USAID Directed AECOM to close the related WAF. pa 08-01 AVANSE 1. Dubré - 5-Dec-2018 23-Jan-20 - 2. Chalopin - 28-Feb-19 24-Jan-20 - Te 11-01 Capacity Building and Internships 1. HIP Gender Study 10-Sep-18 - - 28-Nov-18 2. Internship 2018 4-Jun-18 - - 30-Jul-18 3. Improving Self-Reliance in the A&E Sector in Haiti 2-Apr-19 - - 2-Jul-19 The following sections provide descriptions of each task executed and works completed under the technical sectors during the Haïti Infrastructure Program, together with challenges and accomplishments for each task. USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 21 [page 26] SECTOR 03: HEALTH (D) AECOM supported USAID for four tasks in the health sector during HIP, the ongoing reconstruction of Hôpital de l’Université d’Etat d'Haïti, the Renovation, Rehabilitation, Repair, and Utility Upgrade of Hurricane Matthew-Damaged Health Clinics, and Warranty inspections at National Campus for Health Sciences and the Justinien University Hospital Pediatric Ward. TASK 03-01: RECONSTRUCTION OF L'HÔPITAL UNIVERSITAIRE D'ETAT D'HAITI (HUEH) Project Situation The largest tertiary General University Hospital in the country, HUEH (Hôpital de l’Université d'Etat d'Haïti), suffered from severe maintenance problems prior to the January 2010 earthquake. The earthquake exacerbated these problems and caused the collapse of multiple buildings. The Government of Haiti (GOH) requested the help of the American and French aus governments in the reconstruction efforts and asked to keep the location of the HUEH at the current site to ensure continuity of medical services in downtown Port-au-Prince, as DATES: Mar 2018 — Jul 2019 well as the entire hospital operational during construction. Since 201 1, USAID and AFD were engaged as co-donors. The SITES: 10 buildings planning process was long and challenging but resulted in QORS AND SITE VISITS: 312 substantial capacity building for the Government of Haiti Unite Technique et d'Evaluation (UTE), the GOH's entity in charge of SUPPORTED PROGRAM managing the construction of HUEH and other large MANAGER HIRING PROCESS infrastructure and capital investment projects. UTE issued a Notice to Proceed (NTP) to the contractor on 29 April 2014 PROVIDED FIDIC EXPERTISE for HUEH reconstruction work. FOR NEGOTIATIONS. Program Highlights and Major Activities Æ J AECOM previously supported this project under HHIP from nu dt 2014-2018 and continued to support USAID under the HIP. In et nr) FN © e. the period 2018-2019, AECOM: 6 * À »- 1) Performed full-time construction observational oversight 2 # services across buildings A through J, communicating QA 2 . observations to the CM, USAID, UTE and AFD. RE 2) Observed/reviewed and tracked construction management issues and advised on best practices to ul facilitate resolution. UT 3) Prepared Quality Observation Reports (QOR). pu || ali 4) Attended weekly construction meetings and QA meetings 11 | as a representative of USAID. | à V | 5) Provided technical guidance to USAID regarding À management issues, studies/engineering reports, and \i RE T. 1 architectural/engineering designs. enns: © — AECOM PROVIDED CONTINUITY OF SUPPORT FROM HHIP INTO HIP Top: SUPERVISING CONCRETE POURING AT SUBSTATION; BOTTOM: INSPECTION OF ELECTRICAL INSTALLATION IN BUILDING B USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 22 [page 27] Over this time, AECOM conducted 148 architectural and 164 Mechanical Electrical and Plumbing inspections, documenting each of these visits in Quality Observation Reports (QORSs). In late 2019 and early 2020, AECOM leveraged local experience by supporting USAID and UTE with the hiring and secondment of an Assistant Program Manager for the program. AECOM helped to gather and screen applicants, providing unbiased feedback from a disinterested party, thereby assisting USAID and enhancing decision-making on this critical project. Successes and Challenges AECOM identified and communicated numerous deficiencies through the quality observation process, which provided actionable steps for USAID and the CM to ensure quality of the facility. Because of AECOM's regular presence on site, when issues were recognized, they were quickly communicated to both USAID and the CM, which ensured stakeholders were informed about electrical and structural items which might impact safety and quality of the buildings. When appropriate AECOM also offered recommendations for resolution to provide USAID with options to proceed forward with construction. Throughout November 2018 and again in February 2019, civil unrest impacted work productivity at the site. Although staff LS Within many firms took administrative leave from Haiti, most 4 AECOM staff continued to work from the local field office, à Den = EX vw which facilitated immediate re-engagement upon resumption of F A Ali construction efforts. | | + = | In July 2019, a dispute resulted in stalled negotiations between 1 4 J me the contractor and GOH, ultimately causing work to stop. To _ support negotiations and help the work resume, AECOM > : sourced and mobilized a multi-lingual French/Spanish/English- s speaking FIDIC Contract Specialist/Claim Evaluator. AECOM AFTER IDENTIFYING STRUCTURAL ISSUES WITH was able to identify an individual who met this extremely AECOM aoRren RAD N ee specialized skillet, Mr. Hamza, and engaged in preparatory work SOLUTIONS TO PROGRESS THE PROJECT to identify the most expeditious method of bringing him into the team without a lengthy hiring process, enabling his mobilization to Haiti within two days of receiving Approval of Travel Authorization Request. By providing a rapid response within one week of the initial need being identified by USAID, AECOM was able to assist UTE and the contractor in moving forward with project completion. As a result of AECOM quality assurance oversight and support, by late 2019 the project had progressed to a point where the contractor no longer required continuous oversight to achieve completion. USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 23 [page 28] TASK 03-02: RENOVATION OF HURRICANE MATTHEW-DAMAGED HEALTH CLINICS Project Situation In October 2016, Hurricane Matthew, a Category 4 hurricane With 145 mph winds, impacted 1.4 million people in Southern and Northeastern Haiti. Under the previous HHIP contract, AECOM mobilized US-based architects and engineers under to perform rapid building condition assessments of more than 23 e. clinics. AECOM later also provided design services to USAID gs ed for the damaged clinics in 2017. Dune Marie USAID's ‘Renovation, Rehabilitation, Repair and Utility Upgrade’ P 9 (rm project aimed to renovate, rehabilitate, repair, and upgrade LES MS “ass utilities for seven Hurricane Matthew-damaged health facilities to return these health facilities to the pre-hurricane operational DATES: Oct 2018 — Apr 2022 level. The clinics identified were the HCR Dame Marie, CAL Les Anglais, MEBSH PSS Bonne Fin, CAL Madame Bernard, SITES: 7 Dispensaire Marc, and Dispensaire Labiche. SITE VISITS PERFORMED: 123 Additionally, the project initially aimed to repurpose/renovate ei AATRUE : : : COMPLETED INSPECTION an existing building in Hinche to create the Hinche Multiple REQUESTS: 3,940 Drug Resistant — Tuberculosis (MDR-TB) Medical Facility. ne In September of 2018, USAID issued a construction contract to SUBMITTAL REVIEWS: 179 Tseng Construction Group (TCG) to begin construction on the Hurricane Matthew Reconstruction Project, and AECOM provided QA Services. Program Highlights and Major Activities Under the HIP, AECOM provided: 1. Oversight of the contractor’s operations. 2. Reviews of construction management plans, submittals and design work submitted by the contractor. 3. Site visits/inspections to observe work described in the SOW for adherence to designs and quality/ safety and health plan. 4. Assessments of the adequacy of materials and resources used by the contractor, including off- site quality control and assurance operations such as store materials and testing labs 5. Deficiency reporting, and regular meetings with the Construction Contracting Officer’s Representative (COR) and contractor to identify and implement solutions. 6. Review and certify construction contractor’s vouchers. 7. Upon substantial completion of the contract, assist in the preparation of the Certificate of Substantial Completion jointly with the COR, GoH, and the Contractor. Over the course of 41 months, AECOM conducted 123 site visits across the seven locations, including inspections at project milestones for Substantial Completion (punch lists), Final Completion (punch list reconciliations) and Warranty. AECOM also responded to 3,940 inspection requests, 35 RFIs and approved 258 construction submittals. USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 24 [page 29] } = À EN ( PATES : _ 4 Le AECOM PROVIDED EARTHQUAKE DAMAGE ASSESSMENT AT LES ANGLAIS MEDICAL CLINIC AND HELPED USAID DEVELOP CONTRACT CHANGES TO INCLUDE THESE REPAIRS IN THE CONTRACTOR'S SCOPE AECOM provided weekly oversight for many of the clinics throughout the program. Although AECOM initially also assigned a full-time civil engineer to the clinics to mirror the work of the contractor onsite, the frequency of visits was later gradually reduced as the pace of work slowed and neared completion. From April to September of 2020, construction work at the sites stopped due to the COVID-19 pandemic. However, AECOM continued to work with the contractor to complete their material and contractual submittals and aided USAID in SOW clarifications across each of the project sites. These efforts allowed both USAID and the contractor to restart construction efficiently in October, once pandemic restrictions were lifted. On 14 August 2021 a 7.2 magnitude earthquake hit Haiti. In response, AECOM reprioritized ongoing work in order to assist USAID in assessing and quantifying the damage. This included site visits from August 30 to September 2 to the Dame Marie, Madame Bernard, Les Anglais, Marc, Labiche, and Hinche clinics. AECOM's inspection teams identified damage at the Les Anglais and Dispensaire Marc clinics and supported USAID in drafting contract changes for ongoing projects to include the necessary repairs. To maintain momentum in the construction efforts, AECOM also coordinated with the contractor on site to propose designs to repair earthquake damages for USAID approval. This minimized the additional funds required and reduced delays. Upon USAID approval, repairs took place from March and May 2022. Qt 7 PM = : IL r "a ? # ie =, | c ré LICE AE | me Vh.; LL AU SES "0 [ LUTTE Be ras & FER RDA Lin Er pe LABICHE MEDICAL CLINIC WAS FULLY RENOVATED TO REPAIR PATIENTS BEGAN TO RETURN IN DECEMBER 2020: DAMAGE FROM HURRICANE MATTHEW NEW WAITING ROOM, LABICHE MEDICAL CLINIC USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 25 [page 30] Successes and Challenges AECOM was able to reduce submittal review timeframe from the 14 days to an average of 4 days response time. This reduction in review time was accomplished by leveraging both home office and Haïiti-based engineering staff and gave the construction contractor and USAID additional time within the period of performance to take action. During final inspections at the clinics, AECOM identified and helped USAID recover $ 276,097.80 in cost. AECOM actively engaged with USAID to have the contractor clarify discrepancies between contract drawings and the negotiated priced BOQ, which had been negotiated between the contractor and the USAID Office of Acquisition and Assistance (OAA). Throughout this process, AECOM supported USAID by developing cost evaluations and estimates to help USAID recover funds for work that was not completed, or removed from the contractor’s SOW. An unforeseen existing condition was discovered at the Hinche MDR-TB Medical Facility during renovations which impacted the existing structure. Upon discovery of the change condition, AECOM provided USAID with analysis, recommendations, and options, enabling USAID to make fully informed decision on the desired renovation approach for that facility. By maintaining momentum on the Hurricane Matthew-damaged health facilities through multiple periods of unrest, the COVID-19 pandemic, and an earthquake, AECOM helped ensure that the six clinics within AECOM's scope of work reached final completion during the performance period, which increased healthcare access for Haitians living in those affected areas. es a Late » Se …. | 1 AT” CS LL “ à, A Fee f = 2 { été 3 3 " s Le 1 — _ R—= +“ » | | 2. | Ra RENOVATIONS INCLUDED STRUCTURAL REINFORCEMENT AND REPAIRS TO IMPROVE RESILIENCY AGAINST FUTURE DISASTERS INCLUDING: LEFT: NEW STEEL-REINFORCED ROOPF SLAB AT LES ANGLAIS RIGHT: NEW CEMENT BLOCKWORK AND PLASTER ON INTERIOR CLINIC WALLS USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 26 [page 31] TASK 03-03: WARRANTY RECONSTRUCTION OF NCHS The National Campus for Health Sciences (Le Campus des | Sciences de la Santé; NCHS) Project included the reconstruction of 2 = the Faculty of Medicine and Pharmacy facilities and the NCHS moù + temporary classroom/residence Hall on Rue Oswald Durand in Le = a 2 Port-au-Prince and is designed to accommodate 600 students. ( k , , From April-May 2018 AECOM participated in the warranty and ni 4} A final warranty inspections of the NCHS and provided USAID with } 4 the signed certificate of final warranty on 11 June 2018. À LA {| AECOM PROVIDED A FINAL WARRANTY INSPECTION FOR NCHS IN MAY 2018 TASK 03-04: JUH WARRANTY Following the inauguration of the Justinien University Hospital ET FE ne (UH) Pediatric Ward in April 2018, AECOM inspected the «22% LS: . dre Æ HVAC and fire detection/suppression systems to identify the SNL: < KT] { cause of issues reported by hospital staff with their operation. : e = h ': AECOM performed these inspections in August of 2018 and LA ee e ee # L y ee) identified the need to provide training for hospital staff in the NS 4 , correct operation and maintenance of these systems. At a: NAT =) bin USAID's request, AECOM developed BOQs and cost estimates D | | be to facilitate the replacement of air filters prior to the end of the à 3 Se warranty period and also designed and costed a training program ? | En È for hospital maintenance staff. In September 2019, AECOM L à revisited the Hospital to meet with hospital management and &- review ongoing maintenance procedures. US AMBASSADOR, MICHELE J. SISON AND HAITIAN MINISTER OF HEALTH, MARIE GRETA ROY CLEMENT, AND USAID MIssiON DIRECTOR, JENE THOMAS, ARRIVE AT THE INAUGURATION FOR THE JUH PEDIATRIC WARD, APRIL 2018 USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 27 [page 32] SECTOR 04: WATER, SANITATION, Ô AND HYGIENE (WASH) TASK 04-01: WATER AND SANITATION PROJECT Project Situation ui nu USAID’s Water and Sanitation (WATSAN) Project is a $41.8- Quureie million, 4.5-year activity implemented in collaboration with Once Haitÿs National Directorate of Potable Water and Sanitation ue d (DINEPA, Direction Nationale de l’Eau Potable et de Que 9 Belidere l'assainissement en HAÏTI) with the overall goal of improving Sreh-éer Bouger sanitation and water for Haitians. The Project is focused on rires areas impacted by cholera outbreaks, areas impacted by Hurricane Mathew, and additional areas impacted the August The three primary goals are: PROJECTS: 42 e Helping 250,000 people get to basic or improved SITE VISITS PERFORMED: 98 access to Water . Helping 75,000 people get access to basic or Reel SOMPLETION improved sanitation e Laying the foundation for sustainable increases in access to water and sanitation across Haiti Program Highlights and Major Activities LP PTS (UE 4 AECOM supported the WATSAN program on a wide variety à ” À | | of projects providing: aiE à j Far | L e Review of each project’s BOQ and specifications £ } “à Er D / ” e Monthly site visits to monitor the performance of the IP’s À | LON | QA/QC firm and construction subcontractors across nine ! F (Æ f … locations AT dés e Final site inspections and signed completion certificates. ; ER E LUN e A rapid assessment of water towers in Les Cayes and the | _ Re . . . : TESTING FUNCTION OF WATER KIOSK AT THE Centres Techniques d'Exploitation (CTE) office in Jeremie PUBLIC MARKET AT LOUVERTURE ST following the earthquake on August 14, 2021 AS IT NEARED COMPLETION From August 2019 until March 2022, AECOM performed 98 site visits over 42 projects. AECOM site visits included a wide range of activities that were part of the WASH program including water transmission line repairs, pump house and reservoir rehabilitations, and water tanks and water kiosk site inspections. In addition to planned and site visits inspections, on August 14, 2021, when Haïti experienced a 7.2 magnitude earthquake. At USAID'’s request, AECOM mobilized our subcontractor Miyamoto to provide a rapid assessment of the water towers (Charpentier and La Savanne) in Les Cayes and the CTE office in Jeremie to identify and document any damage. USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 28 [page 33] Successes and Challenges e lil ee USAID created an environment of exceptional collaboration by UN), “oi : facilitating information sharing between the WASH IP and P Kf 4 AECOM. AECOM forged a close relationship with the other IP JAN ref re and was granted access to numerous documents including les a monthly meeting minutes, quarterly reports, final drawings and D 54 specifications, and contractor schedules. As a result of this 17 =? 4 ‘ cross-contract transparency, AECOM was able to assist USAID ne Æ À 7 LE à | by developing the process for quality assurance and issuance of un ee _ completion certificates. let 2 MTART HN D + LL Another benefit of the strong relationship between AECOM, pe" 4 "is : USAID, and the IP was that AECOM not only documented A S gg t AE 14 deficiencies but was also authorized to help the subcontractors &_ là L Re LL implement solutions so that deficiencies could be mitigated PE : * Pr : *@ quickly. For example, when safety issues were identified with BE, | ER ; k = + electrical work at multiple sites, AECOM's electrical QC ÉaŸ x | La + M Et Engineer worked with the various construction subcontractors Cebie. < tif & ? 3 helping them perform insulation testing, then re-wire and re- #7 f; Re RE À test the work so that a completion certificate could still be — : . " L we MAN, 2022 8:2 issued, and the project closed out. When quantities were 7 | = Q mismatched, AECOM worked with the IP to descope items to « . | SM ; realign documentation. t aa * Safety of worksites remains a challenge across Haiti, despite + 1 | Y documentation. During quality assurance inspections, AECOM « l }\ observed multiple instances of deficiencies and unsafe work, [ \ À ranging from poorly welded steel structures supporting solar v p | arrays to open trenching in public streets and worked with IPs _ | | À and their construction subcontractors at every opportunity to FF = à % 4 reinforce the need for safe work site best practices. L. | dl mb 7 k By working with the lPs to clarify deficiencies and help their 1} \ nu L NW y AE À \ subcontractors quickly implement solutions, AECOM was able _ ; to ensure that USAID issued certificates of completion for the IVATSANINCNUOE À WADE RANGE NE majority of the WATSAN sites —37 out of 42. CONSTRUCTION MIDDLE: INSTALLATION OF NEW HDPE TRANSMISSION PIPES IN LES CAYES BOTTOM: LEAK INSPECTION AT THE CHARPENTIER WATER TANK FROM THE CPARS: All site visit reports are documented very clearly with plenty of subborting photographs that make it very easy for USAIDs CORSs for the two above projects to get a very clear understanding of the site conditions without being able to visit the sites due to very strict Covid and security measures for USAID staff. These visits gave USAID the eyes to closely monitor and make sure that our infrastructure activities were meeting or exceeding the project's quality control requirements. (Interim 02/2020-02/2021) USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 29 [page 34] SECTOR 07: HOUSING (D AECOM supported USAID for two tasks in the housing sector during HIP, the Canaan Upgrading Program and Community Development Project (CUCD) and the EKAM Sanitation System Improvements Project. TASK 07-01: CANAAN UPGRADING PROGRAM Project Situation AECOM's involvement with the CUCD project included the “Canaan 3 Main Road Project” and the “Boucambrou Bridge Project”. The constructed main road in Canaan 3 connects Route National | (RNI) and Route National 3 (RN3), and the cru constructed bridge enables vehicles to cross the Boucambrou Canal from RNI, near the community hospital of Bon Repos. The CUCD Project was jointly handled by two lPs, the International Organization for Migration (IOM) and Global DATES: May 2018 — Aug 2018 Communities (GC). SITES: 2 IOM constructed approximately 1,350 LM of reinforced SITE VISITS PERFORMED: 20 concrete road, 20 LM after the Boucambrou Bridge. GC constructed the reinforced concrete bridge at Boucambrou ACCESS PROVIDED: 200,000 Canal, approximately 1,030 LM of asphalt road after the citizens given access to RN3 concrete road of IOM, and another 100 LM of the reinforced concrete road before and after the Boucambrou bridge. The ROAD COMPLETED: |.3km construction contractor for both the road and bridge project was HL Construction. AECOM's scope of work included Quality Assurance inspection of the road construction performed by IOM, and the bridge/concrete road construction work performed by GC. The CUCD project was funded by a grant from USAID to the Government of Haiti (GoH) and was supervised by The Ministry of Public Works, Transport and Communications (MTPTC, Ministère des Travaux Publics, Transports et Communications) through The Housing and Public Buildings Construction Unit (UCLBP, L'Unité de Construction de Logements et de Bâtiments Publics). The project was nearly three years old, with oversight being performed by another contractor. As the oversight contract was expiring, USAID requested that AECOM take over this role at approximately 80% completion. Program Highlights and Major Activities AECOM identified and helped to resolve quality issues on the project and conducted twice weekly visits to monitor work progress. The workmanship and quality issues raised by AECOM in its weekly reports were shared by USAID to IOM and GC. This helped both implementing partners generate punch list items during their substantial completion inspection with MTPTC / UCLBP. In total AECOM performed 10 site visits to both the Canaan 3 Main Road and Boucambrou Bridge between May and August of 2018. USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 30 [page 35] Challenges and Successes D During construction, there was a third section of road being FROM THE CPARS: The Contractor repaired under an unrelated contract managed by the Red also identified defects on the Cross. In addition to the scope of work, AECOM informally honeycombs located at the facilitated coordination between contractors to make sure construction joint between the there was clear delineation of responsibilities and that the drainage wall and drainage top slab timing of interfaces was communicated effectively. for the Canaan 3 Road. The Contractor then proposed solutions to Upon beginning inspections, AECOM discovered multiple the implementing partner that deficiencies with existing construction that were involved removing the honeycomb undocumented. AECOM worked with USAID and GOH to areas, applying approved bonding document deficiencies and supported USAID in communicating materials to the concrete substrate, with the GOH, resulting in acceptance of the as built and apblying structural concrete to construction within three months of AECOM's arrival on site. repair the nonconforming sections. The area of construction Was in a particularly disadvantaged These efforts enabled USAID and its region of Haiti, which presented significant security risks to the implementing partner to transfer team conducting site visits. During the period of civil unrest in operation & maintenance duties of July 2018, site visits were temporarily halted due to violent the Canaan 3 Road to the . protests. Government of Haïti as apart their own journey of self-reliance. (Interim: By coordinating between multiple Implementing Partners and 02/2018-02/2019) other donor projects, AECOM helped ensure cohesion between adjacent projects, and resolve quality issues. This effort supported USAID in completing and handing over the project to the GoH. Ü — - _ AECOM PROVIDED QUALITY ASSURANCE INSPECTIONS THROUGHOUT CONSTRUCTION Top LEFT: WORK ON CANAAN 3 NEAR THE BOUCAMBROU BRIDGE, APRIL 2018 BOTTOM LEFT: SUB-BASE COMPACTION, JUNE 2018 RIGHT: COMPLETED PORTION OF ROADWAY, AUG 2018 … d 4 " ce HE _ __—— Pr. MA ne ” _— f É ns arm Ÿ # FF ge! ) e. | R USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 31 [page 36] TASK 07-03: EKAM SANITATION SYSTEM Project Situation DE =! AECOM's support to the USAID for repairs to the EKAM Sanitation system lasted from July 2020 until October 2020. USAID, in cooperation with the GOH, built the Caracol EKAM New Housing Settlement (EKAM) in the Northern sn : Corridor to provide housing for households impacted by the 2010 earthquake and other critical groups in the Northern Corridor. This 750-house settlement was constructed between October 201 1 and October 2013. The Comité DATES: Jul 2020 — Qct 2020 d’Approvisionnement en Eau Potable et Assainissement SITES: | (CAËEPA), the local Water and Sanitation Authority, reported issues associated with the lift station and pump equipment for SITE VISITS PERFORMED: 2 the development’s septic system. USAID requested that AECOM provide technical support to identify the issues and SYSTEM ISSUES IDENTIFIED provide guidance on the necessary repairs and associated costs AND DOCUMENTED to return the system to working order. RESOLUTION PLAN AND COST Program Highlights and Major Activities ESTIMATE PROVIDED TO In response to USAID’s request, AECOM reviewed the USAID development’s design documents, and operations and maintenance procedures for the lift station and pump equipment. AECOM then undertook two site visits to identify and assess potential issues with the system. Following these site visits and review of the as-built drawings, AECOM was able to assess the causes of damage, and provide a recommended scope of work, with an accompanying cost estimate, to assist USAID in making the necessary repairs. ” — “er il ER SUPPORTING USAID IN ASSESSING NEEDED REPAIRS TO THE SEPTIC SYSTEM AT THE EKAM DEVELOPMENT IN CARACOL USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 32 [page 37] Successes and Challenges _ AECOMI leveraged experienced US based engineers based in Fe the home office to develop a plan for the EKAM site visits. The "v/ # : engineers based in the home office, partnered with field office x \ , à % SE staff during virtual planning sessions and continuous reach back \ 2 "4 Es support to ensure visits were thorough and addressed potential à ve 1 | causes of system malfunction. This approach provided USAID 7 # É 7 = « … V with the expertise of a senior water resources engineer, Ve * >- EN without the full cost of mobilizing an STTA to Haiti, which was 8 Liu not possible during the COVID pandemic. AECOM's MEP ENGINEER INSPECTED DAMAGE TO LIFT STATION PUMPS AND An additional, benefit of this approach is that the senior DEVELOPED SOLUTIONS IN COLLABORATION WITH HOME OFFICE SPECIALISTS engineer was able to mentor local Haitian staff through this process, further developing the capabilities of the local staff assigned to the program. By leveraging an experienced home office engineer to mentor local Haitian staff, AECOM was able to cost-effectively assess the causes of damage and provide USAID with a proposed scope of work and cost estimate for necessary repairs to return the sanitation system to working order for the residents of EKAM. USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 33 [page 38] es SECTOR 08: AGRICULTURE TASK 08-01: AVANSE: DUBRÉ, CHALOPIN IRRIGATION SYSTEMS ut cr Project Situation Marion In this sector AECOM supported USAID and its Implementing Partner on the AVANSE Program (Aid to Realize the Agricultural Potential of the North for Economic and à Environmental Security / Appui à la Valorisation du Potentiel sn Agricole du Nord, pour la Sécurité Économique et Environmentale). The program comprised two sub-projects to address repairs to the irrigation systems near Cap-Haitien. DATES: Dec 2018 — Jan 2020 Dubré (Commune of Milot) and the existing irrigation system in Chalopin (Commune of Fort-Liberté). SITES: 2 The goals of the “Dubré Irrigation System Rehabilitation and SITE VISITS PERFORMED: 36 Improvements Project” were to make repairs to the existing 82ha, 22-year-old irrigation system (Dubré 1) and to add LAND AREA IRRIGATED: 435Ha another 58ha of irrigable land, benefiting an additional 100 new farmers (Dubré 2). The “Chalopin Irrigation System New Primary Canal Construction Subproject” added 295ha of irrigated land A EL a and involved repairs to the primary canal, existing river diversion 2 structure, and riverbank protection work. ca Ve. h # f f} Program Highlights and Major Activities Æ' In May of 2018, AECOM's COP and QA engineer attended the à LAL official project launch ceremony for the Dubré Irrigation System project at Cap Haitien. This marked the beginning of a twice per month inspection program and provided an opportunity to For NEIL KANESHIRO, AT THE CEREMONIAL . à à 1 NAUGURATION OF THE REHABILITATION OF coordinate with key stakeholders, obtain current drawings, DUBRÉ IRRIGATION SYSTEM IN MAY 2018 specifications, schedules, health and safety plans, quality plans and other technical documents from the IP to allow AECOM to fulfill the inspection mandates. In August 2018 AECOM mobilized two highly experienced US- based dam engineers as STTAs to provide their expertise. Together with AECOM LTTA and local partner staff, they travelled to Northern Haïti and visited the Janm Pantalon diversion structure, Chalopin Irrigation System, Dubrél and 2 Irrigation System and the Marrion River Dam that was being constructed by the GoH/Cuba. AECOM also met with the IP to answer questions regarding the evaluation on their Dubré Irrigation System designs. USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 34 [page 39] AECOM provided design review comments on the drawings and GO ‘Re ir | specifications for the Dubré and Chalopin Irrigation Systems and à the Janm Pantalon Diversion Structure. METÉE £ Building on the momentum created by the visit of the US Based Dam Engineers, AECOM initiated QA inspection services for LEP ie” Si USAID at both sites. In total, over the 14-month program period, ns 7. AECOM performed 20 site visits at the Dubré site, and 15 at Chalopin. Both projects reached substantial completion by the A end of January 2020. THE CHALOPIN SYSTEM REHABILITATION WAS COMPLETED IN 2020, PROVIDING FARMERS WITH Successes and Challenges INCREASED ACCESS TO IRRIGATED LAND Although AECOM's scope was limited to the irrigation area at the Chalopin site, AECOM's outreach efforts by AECOM R à : 5 ed eV) confirmed multiple projects funded by other NGOs and +, mi FE : governments, including the Janm Pantalon Diversion Structure XX PR, PS. and the GOH/Cuba-funded Marion River hydro-electric dam M NES Fe - upstream of the site. USAID was not informed of these TRS ’ projects, which could have had significant impacts on the viability of the Chalopin project. Following this discovery, * AECOM LTTA, STTA and local partner staff travelled upstream to visit these other sites, meet with the contractors to gain an … understanding of the likely impacts and coordination needs. AECOM PROVIDED ANNOTATED VISUALS TO AID COMMUNICATION OF ISSUES AND WORK While completing the design review of the IP's irrigation drawings PROGRESS at Dubre AECOM identified several elevation errors that would impair the irrigation system’s function. Upon identifying this deficiency, AECOM worked with the IP to remedy the issue during construction. The nature of irrigation projects makes them particularly challenging to communicate progress and challenges in an easy to comprehend manner. In site reports, AECOM made significant efforts to report to USAID using annotated visuals and diagrams to effectively communicate and document clearly deficiencies and impediments to progress. AECOM also incorporated GPS tracking and geolocation of photos to track locations of deficiencies. AECOM drew on STTA specialists to provide a depth of expertise which enhanced overall project quality. In addition to quality efforts, AECOM coordinated with adjoining projects to support USAID in developing a risk mitigation strategy and plan to maintain awareness of ongoing upstream activities. FROM THE CPARS: When concerns were raised about the impact of a proposed above stream dam project upon the constructability of a USAID funded irrigation activity, the Contractor reviewed the proposed drawings based on conventional industry standards for consistency, completeness, and provided recommendations to minimize the hydrological effects of Marion River Dam upon the downstream irrigation system. These efforts allowed USAID's implementing partner to improve the accuracy of their final design via the verification of design and structural specifications. USAID, subsequently, was able to issue the notice to proceed on this 6 month delayed project due the Contractor's quality assurance efforts. (Interim 02/2018 — 02/2019) USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 35 [page 40] KkOAr SECTORII: CAPACITY BUILDING STE Cap Haitienÿl “ll Project Situation In addition to work in technical sectors, AECOM fully embraced capacity building initiatives. 9 PortauiPrince AECOM's approach to build capacity included three primary lines of effort: 1. Reliance on a primarily Haitian team for program work, DATES: Mar 2018 — Sep 2022 thereby developing host nation capacity. 2. Partnering with subcontractors, experienced in facilitating SITES: Nationwide studies, and focus groups aimed at improving gender equity and improving self-reliance. SITE VISITS PERFORMED: 2 3. Implementing an internship program early in the project, LABOR HOURS PERFORMED BY with the intent to provide college students exposure to LOCAL HIRES: 80% (over 90,000 both technical and diplomatic aspects of the program. h ours) Program Highlights and Major Activities In September 2018, AECOM partnered with Iris Group, who helped facilitate and conduct a Capacity- Building Workshop for HIP staff on Gender Integration and creating a respectful workplace at the HIP office. The Iris Group also conducted interviews with 18 stakeholders during the workshop including representatives from numerous Haitian construction companies, other implementing partners, nongovernmental organizations, and USAID. As an output of this workshop, AECOM and Iris Group produced the HIP Gender Strategy. To support USAID's goal of self-reliance, autonomy, resiliency, and sustainability, in April 2019, WI-HER mobilized to conduct an infrastructure sector assessment in Port-au-Prince and Cap-Haitien. The goal of this assessment was to identify common weaknesses or gaps in local capacity, systems, commitment to reform, policies, training, and the supportive environment related to Haïitis advancement. The framework used for this assessment connected to the larger vision for the Journey to Self-Reliance, while focusing on organizational development. Over the course of three weeks of field work in these communities, WI-HER collected surveys and conducted focus group discussions and key informant interviews with USAID, the Government of Haïti, implementing partners, architecture and engineering students, local organizations and general contractors in the infrastructure sector. Based on assessment findings, WI-HER identified recommendations to capitalize on opportunities , fill gaps, and address challenges to better support improved infrastructure sector outcomes, build capacity of local contractors and firms, and contribute to sustainable development and greater self-reliance. Following this assessment, a comprehensive report titled Improving Self-Reliance in the Architecture & Engineering Sector in Haïti was submitted to USAID. USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 36 [page 41] A benefit of AECOM's field first management focus were the re * opportunities for Haitians hired into HIP to gain experience in CAN 10m ur ! engineering and construction projects based on internationally 4 LC ss : acceptable standards. AECOM provided on-the-job training both j for our own local staff, and for the other IPs as part of the quality assurance process during site investigations. Additionally, as part of AECOM's capacity building and 4 knowledge exchange efforts, during the summer of 2018, AECOM mobilized a Liberty University engineering student CONSTRUCTION COMPANY OWNER, MONIQUE (Carson Farmer) as an intern. In line with efforts to transfer DUPERVAL PARTICIPATES IN STAKEHOLDER skillsets between the US and Haiti, Carson mobilized to the Port- SR open HIP GENDER au-Prince field office in June 2018. While in Haiti, Carson was able to assist the team, gaining both technical experience in his = | | field, and also with administrative support to USAID and the LE home office program management team. Successes and Challenges AECOM's commitment to staff in both technical and operational roles on the program with local hires will leave a legacy of experience with those who worked on the program. Across the duration of the program, 80% of the labor hours were performed by locally hired staff (equivalent to over 90K hours). CARSON FARMER, AECOM INTERN, MOBILIZES TO PORT-AU-PRINCE FIELD OFFICE TO AECOM's capacity building initiatives occurred during times of CO D NEC FAND increased security risk, which limited AECOM's ability to fully realize capacity building goals. Nevertheless, the two reports: HIP Gender Strategy and Improving Self-Reliance in the Architecture & Engineering Sector in Haïti provided USAID with a larger view than solely technical feedback on specific projects. They served as documents to help frame USAID'Ss strategic perspective on how to understand issues such as gender equity, and self-reliance in Haiti across infrastructure sectors. In summary, AECOM's approach toward capacity building resulted in over 80% of work being performed by local hires. This approach will leave a lasting legacy after program completion, which can continue to benefit infrastructure initiatives in Haiti. Additionally, AECOM supported gender integration through the development of both a strategic roadmap, and practical implementation. USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 37 [page 42] PROGRAM FINANCE Summary of total expenditures FROM March 2018 to September 2022 AECOM implemented the Haiti Infrastructure Program through LTTA and Subcontract Labor, with Home Office reach back support. LTTA staff provided daily supervision of subcontractors such as HSBR, developing and training local Haitian staff in the administrative, construction inspection and reporting trades to gain quality performance while maintaining maximum cost efficiency. The field office was demobilized in late September 2022, and no further technical activity related charges were incurred past the 30 September 2022 performance period. The table below reflects the cost of the Haïti Infrastructure Program, with the exception of administrative closeout cost for trailing activities after the end of the performance period. Item Total Billed Contract Budget Personnel - Direct Labor $1,346,211.64 $1,733,203.65 Personnel - Allowances $560,389.81 $561,261.20 Travel $68,576.82 $198,216.00 Equipment $1,995.37 $11,008.84 Subcontracts $1,755,329.77 $1,987,444.50 Other Direct Costs $649,683.76 $822,726.40 Total Direct Costs $4,382,187.17 $5,313,860.59 indirect Costs (OH for HO and FO staff) $1,510,556.93 $2,059,411.30 Total Costs $5,892,744.10 $7,373,271.89 Fee-Profit $500,883.23 $626,728.11 Total Cost-Plus Fixed Fee $6,393,627.32 $8,000,000.00 USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 38 [page 43] PROPERTY MANAGEMENT In coordination with USAID, AECOM transferred US government inventory assigned to the Haiti Infrastructure Program to the following entities: Il. Impact Youth (Caris Foundation), USAID Contract No. 720521 19CA00001 2. WATSAN (DA), USAID Contract No. AID-OAA:-1-14-00049 / 720521 3. HLP/HRH/CFET, USAID Contract No. 72052122CA00003 4. HLP/HF/GC, USAID Contract No. 72052122CA00004 5. Auction City (USAID Authorized Auction Vendor) The complete package with transfer sheets reflecting the beneficiary’s acceptance of custody and control of the assets will be submitted to USAID under a separate document. USAID.GOV HAITI INFRASTRUCTURE PROGRAM | 39