Ideas for Making the Haitian Cities Players in the 21st ...unpan1.un.org/intradoc/groups/public/documents/other/unpan046988~1… · Relevant Economic Players in the 21st Century

Ideas for Making the Haitian Cities Relevant Economic Players in the 21st Century

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Presented by:

Montfort Alexis, MPA Haitian Institute of Public Administration and Good Governance

Author of the Book The New Haitian State:

Modernizing the Public Administration toward Good Governance Tel: (954) 793‐9297

Email: [email protected] www.haitiadministration.com

Copyright 2011 ‐ All rights reserved.

mailto:[email protected]

http://www.haitiadministration.com/

Reinventing Haiti’s Urban Areas

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Forward

In spite of billions of dollars of foreign aid spent in Haiti during the past decades in an

attempt to build government capacity and revive the failed institutions, the country remains

chronically poor, underdeveloped, politically instable, mismanaged, and poorly governed. The

local governments are no different, and they starving for excellent ideas on how to perform

their job.

The local administrations need to be adequately trained to assume their responsibilities

in a changing and complex environment like Haiti. Because the decentralization has stagnated,

the local governments depend on the central government for administrative guidance and

funding. When the situation gets sour in Port-au-Prince, it has a disastrous impact on the com-

munes. Therefore, Haiti’s friends and the government should establish a series of programs in-

tended to instill in the local elected officials and the administrators the necessary skills in-

tended to lead them to success and positive realizations.

Even in normal time, the local authorities face an enormous challenge to accomplish

their tasks. With no professional administrators, experienced council members, and appropri-

ate resources, the cities are unable to deliver basic services to the citizens. In this paper, we

suggest that the international community and the Haitian government reconsider their policies

and programs vis-à-vis the cities.

With the right training and programs, Haiti can draw positive outcomes by creating a

new wave of effective local leaders and programs’ managers/directors committed to apply the

modern principles of good governance and public administration.

We kindly invite you to read this document and incorporate the ideas into your strategic

plan to build a stronger and sustainable Haiti.

Montfort Alexis, MPA

August 18, 2011


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Table of Contents

Forward --------------------------------------------------------------------------------------------1

Table of contents---------------------------------------—-------------------------------—-----2

Executive summary-------------------------------------------------------—-----------------------------3

About Haitian Institute of Public Administration and Good Governance--------—--------4

Background-------------------------------------------------------------------------------------------------5

Introduction------------------------------------------------------------------------------------------------7

Target Groups----------------------------------------------------------------------------------------------8

What the Local Elected officials and the Administrators should Know---------------------10

Conclusion-------------------------------------------------------------------------------------—---------14

References—---------——-------------------------------------------------------------------------------15

About the Author--------------------------------------------------------------------------------16


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Executive Summary

As Haiti positions itself to face the challenges of the 21st Century, chief among them are

the United Nations Millennium Development Goals, the underlying objective has to focus on a

rational public administration, good governance, decentralization, proliferation of public ser-

vices, a functional civil service, and leadership. To reach those targets, it is imperative to edu-

cate the forefront administrators - the local authorities and the public administrators - respon-

sible for implementing the policies and making decisions. Their modern role will encompass

strategic planning, managing successfully the human resources, setting goals and objectives,

result-oriented performance, budget execution, human resources management, adherence to

ethical standards, decision-making, citizens’ participation, policy formulation and implemen-

tation, disaster preparation, lives improvement programs, and service delivery system. Those

public managers and local administrators will fail without concrete and constant training con-

ducted in their own language by experienced professionals in public administration.

The Haitian leaders and the International Community have always made the mistake of

concentrating the resources on strengthening the national government, particularly the divided

political system, while neglecting the local administrations and the front line managers. They,

too, play a crucial role in the country’s development.

Although the Constitution of 1987 mandated a decentralized form of government, with

powers divided between the central and the local governments, this legal mandate has never

been materialized. No country can be developed if all the administrative, financial resources,

and crucial services are concentrated in the hands of the national Government. This is why we

believe that the International Community and the Haitian Leaders are obligated to invest in

strengthening the local administrations so that they can be effective agents of change and ac-

tive players in the country’s development.

The deficiencies of the public institutions are inherently part of Haiti’s dilemma. And it

appears that the Haitian leaders are careless about this issue. And, as Buss and Gardner illus-

trate it, “In the end, it is a developing country’s responsibility to develop and refine its own ca-

pacity”. They plead, as it is clearly stated in the 2005 Paris Declaration, for a true partnership

between the international actors and the national governments.

The Local elected officials need to learn about new skills and methods and apply them in

real life scenarios; they need training, technical assistance to fulfill their duties, guidance and

regulations. In addition, the directors, programs’ managers and supervisors must be trained to

ensure a high expectation of programs success and policy execution. That is what constitutes

the essence of this working paper.


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About HIPAG Haitian Institute of Public Administration and Good Governance (HIPAG) is composed of

a group of educated Haitian professionals, who are adamant about assisting the government

officials in the areas of public management, planning, policy, government capacity building,

leadership, and good governance. Our strength is driven by the fact that we are educated both

in Haiti and abroad.

Mission

The mission of HIPAG consists of contributing to the reconstructing of a strong, productive,

intelligent, conscious, democratic, modern, competitive, and a well governed Haitian State

that will become a relevant player in the global market and will favor the well being of the

citizens.

Goal

The ultimate goal of HIPAG is to provide to the elected officials and the public administrators

the relevant skills they badly need to fulfill their duties effectively and smartly by applying the

modern concepts and techniques of public administration and the strong skills of leadership.

The three main objectives of HIPAG are:

1. To help the local elected officials and the public administrators identify their weak-

nesses, establish the mechanism to address them effectively and smartly, and develop

technical and analytical skills;

2. Educate them about the methods, models, techniques, principles, and applications of

public management;

3. Help them capture the understanding of their function and set them off in a new direc-

tion.

For long, Haiti has been subject to mismanagement because of the lack of professional, ex-

perienced, skilled and dedicated public servants committed to the modern notions of public

administration and public policy principles. Added to this calamity is the politicians’ unwilling-

ness to free the administration from the politics. Haiti long-term development will depend on

the policy-makers desire to adopt rational legislations intended to fix the country and the policy

-implementers have to change their mentality and build sound institutions.


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HIPAG has the capacity to help the political actors establish the mechanisms and programs

designed to create a new class of educated and responsible city-council members and public

administrators. Haiti can enter a new era in its existence and promote good governance

through true administrative reforms. In the book, “Le Nouvel Etat Haitien: Moderniser L’Admin-

istration Publique Pour La Bonne Gouvernance (The New Haitian State: Modernizing the Public

Administration toward Good Governance)”, we have crafted a sound proposal, which can po-

tentially help the Haitian government start planting the seeds of good governance. We encour-

age the Haitian leaders to seriously focus their efforts on building a solid foundation for real

change and long term capacity development and governance to occur.

Educating the local elected officials and administrators must be interwoven into a rational

and strategic national plan designed to revamp Haiti’s urban areas. The Haitian government,

including the executive and legislative branches, should diligently adopt and implement the ap-

propriate policies directed not only at creating sustainable local economies but also profession-

alizing the local administrations and modernizing the institutions. In the modern countries, the

economies are evolving from within the metropolitan areas where most jobs are created. Our

vision for developing the Haitian urban areas encompasses competent administrators and local

leaders who will help Haiti advance in the 21st Century and change its administrative and politi-

cal décor.

Background For decades, Haiti has been torn apart by poverty, mismanagement, and political insta-

bility. Many high level international missions have paraded in the country with the intent of

preventing the ship from completely sinking. Sadly, those interventions have not produced a

desirable and positive outcome. The country remains politically divided; poverty has taken a

firm grip of the Haitian population; corruption maintains its course; and incompetence and mis-

management have alarmingly increased. It is classified as the poorest country in the Western

Hemisphere, one the most corrupt in the world, a failed state, a hopeless and tortured land,

where life expectancy goes as low as 49 year old.

On January 12, 2010, an unexpected and deadly earthquake hit Haiti at a time when the coun-

try was trying to reshape its political image and rebuild its economy and infrastructure. With

the help of the international community, Haiti had embarked on an ambitious journey to create

a rejuvenated environment. Haiti was, in fact, credited for stalling the political bleeding that

had hampered the progress and for starting to focus on social and economic development. Ex

President Bill Clinton, Special United Nations Envoy to the country, galvanized the necessary

resources to help end Haiti’s economic quagmire. The United Nations has pledged long-term

support towards reshaping the country’s future. Despite the progress made in the months


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preceding the earthquake, the impression that surfaced pointed out to a gargantuan task

ahead.

Today, the intensity and enthusiasm to rebuild Haiti has slowed down. Transparency

and lack of coordination seem to be missing in the process. This year, the Haitians have voted

to power a political novice in order to circumvent the traditional political machine. After more

than two months in office, the new President, Michel J. Martelly, has been unable to find a con-

sensus with the Haitian Parliament over the choice of a Prime Minister. The country’s future is

now uncertain. Meanwhile, because of the stalemate between the two political institutions, the

International Community is unable to fully deliver on its promises to help rebuild the country

and build housing for the displaced residents.

The future does not look promising for Haiti unless the international community be-

comes more active and compels the political actors – executive and parliament – to work to-

gether to obstruct any opening for political instability. Meanwhile, it is equally important to fo-

cus on the local governments and the administrators. Port-au-Prince, contrarily to the wide-

spread beliefs, is not Haiti. The country contains 10 geographical departments and 140 com-

munes, and 568 communal sections. Although the decentralization has not been materialized,

the mayors are supposed to be seen as potential players in the fight against poverty, corrup-

tion, and mismanagement. They need the International Community’s attention and support.


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Introduction

The use of public administration principles seems to be a far-reaching goal for the Hai-

tian national government and the local administrations. The greatest contribution to the Hai-

tian society can be crystallized in the form of empowering the local government officials and

the public administrators to carry out their responsibilities in a modern state. With the tragedy

of January 12, 2010, Haiti has entered a new era in its history. Since this tragedy, the efforts of

the international community and the Haitians have been converging toward turning the country

into a functioning and productive Nation-state. For more than 2000 years, Haiti has struggled to

become a modern state. Failure has always been the result of all the attempts. Today, the pros-

pect for Haiti to overcome the barriers and break away from its troubling past has never been

so tangible. However, its future may still be hindered if the right strategy, policies and programs

are not pursued, coupled with competent, responsible, conscious and rational leaders.

For the most part, Haiti’s inability to modernize and build sustainable communities has

to do with choices made by its leaders. In many cases, the governments have deliberately pri-

oritized policies and programs, if any at all, which have contributed to stall the efforts geared

towards development. Mismanagement, incompetence, fiscal irresponsibility, unaccountabil-

ity, wastes, political instability, weakness in the legal system, and corruption are among the key

factors that have derailed the attempts to create a performing and a resilient Haitian state. In

addition, lack of cohesion and flawed coordination among the international actors have played

a major role in disrupting the country’s progress. The major players – United States, France,

Canada, Brazil, Belgium, and others – should coordinate their involvement in Haiti in a more

sustainable and integrated manner to avoid duplication and waste of funds, and to secure ef-

fectiveness and efficiency in the programs’ execution.

The country has apparently entered a period of calm with the presence of the United

Nations on the ground through MINUSTHA (United Nations Mission for the Stabilization of

Haiti). Ex President Rene G. Preval completed his term in office and has relinquished the power

democratically to the elected President, Michel J. Martelly. Despite being mired by some scan-

dals, such as the cholera outbreak, MINUSTHA has been instrumental to the country’s recovery.

Now, the United Nations should seriously focus its efforts and resources on building solid and

democratic administrative and political institutions in Haiti. The stalemate between the execu-

tive and the parliament over the nomination of the prime minister has sent a bad signal in a

country with a dreadful history of political instability, coups d’état, and repressions. So, the

time for the international community to act is now because the population may run out of pa-

tience pretty soon. With a significant number of people (about 600,000.00 as of August, 2011)


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still living under the tents as the hurricane season heats up, it makes sense to focus the re-

sources and energies on building housing as part of the general reconstruction strategic plan.

Today, all the modern countries have stressed the application of the principles of public

administration as part of their strategies to stimulate social and economic progress. They con-

stantly focus their efforts on providing more quality services with less. Obviously, the budget

constraints and shrinking revenues resulting from the world economic meltdown at the end of

2008 have forced the world’s governments to rethink the way they do business. It is a new era

in the public management field that calls for ingenuity, efficiency and innovation in using the

public funds.

Haiti’s local leaders and the public managers are two special groups who should be exposed to

the modern views and techniques of public administration and good governance.

Target Groups Changes cannot occur in Haiti if the traditional way of doing business persists. Haiti, ob-

viously, must prepare a new generation of effective and educated public servants committed to

nurturing positive values, stimulating changes, and developing and applying true leadership

skills. In light of this consideration, we aim our reflections at two major groups whose influence

affects directly the population in many aspects: the local elected officials and the public ad-

ministrators.

1) The local governments are faced with the daunting tasks of spurring economic

development and social progress, making decisions on daily basis, modernizing

their areas, and improving people’s lives through adequate services. In order to

fulfill their duty and address the needs of the citizens, it is imperative that they

possess the necessary knowledge.

2) The public managers are responsible for carrying out the policies and addressing

the needs of the citizens. They are the direct image of the government. They

have to exhibit a great deal of responsiveness and responsibility. Given the na-

ture and the importance of their function, it is required that they are educated

and prepared to accomplish their duties.

In a modern and democratic state, government’s agents have to be held accountable.

However, to hold them responsible without giving them the means to succeed in their job is an

ill-conceived objective. We believe strongly that with adequate training, the local and national

administrators can be transformed into productive public servants and effective leaders.


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The Institute’s core mission is to provide to the local authorities and managers the

managerial skills and the necessary tools needed to reach effectiveness, nurture a reasonable

level of professionalism, and demonstrate a strong sense of leadership. As Haiti prepares to

streamline and rationalize its public administration in order to serve responsibly the needs of its

citizens, there is a compelling and moral responsibility to instill in the managers and local ad-

ministrators the right knowledge, which will increase their potential for success.

Since the 19th century, many countries have stepped up the efforts to systematically

professionalize their public management. The idea is simple: the politicians decide on the poli-

cies; the professional administrators implement them. This marriage has produced positive re-

sults. This movement started, in part, with the vision of Woodrow Wilson who advocated for a

strong public administration confined to the hands of trained and professional civil servants. It

has certainly evolved to become a cherished objective in many countries. Today, all the modern

and developed countries support the application of the modern principles of public administra-

tion as a path to effectively manage the public institutions towards improving the citizens’ con-

ditions, reaching economic progress, and confronting the budget constraints.

The New Haiti will necessitate professional cadres capable of carrying out the govern-

ment day-to-day business. The mayors, more than any group of elected officials, should be the

first to receive the appropriate training with a bold focus on organization, administrative struc-

tures, management, civil service, leadership, taxation, public involvement, service delivery, re-

sponsiveness, ethical and moral standards, disaster management, public finance, etc.

Developing the Communes rests primarily with the City Council. Without acquiring the

critical skills and knowledge to successfully meet the challenges of the 21st Century, the city of-

ficials will fall short of their responsibilities. Consequently, Haiti’s fate may still be sadly cloudy.

The city officials, as in any other developed or developing countries around the world, have the

first contact with the citizens. The impacts of their decisions on the residents are more direct. A

poorly managed city may contribute to dishearten the citizens, incite social tensions, and im-

pact negatively the general welfare of the country.

A trained City Council will be able to set priorities, identify revenue sources and evaluate

them, levy taxes, implement policies, improve the citizens’ lives through sound policies and pro-

grams, and create a clear organizational structure. An informed City Council will be equipped to

delegate tasks and establish bureaus and departments to respond efficiently and effectively to

the concerns of the citizens.

An educated City Council will understand the importance of a competent, democratic,

responsive and responsible bureaucracy that serves the general interests of the citizens. By


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acquiring the appropriate knowledge, the City Council will promote the rules of democracy, citi-

zen’s participation, ethical and moral standards, and develop programs aimed at curbing pov-

erty and improving the lives of the population.

What the Administrators and the Local Elected Officials Have to Know

Structuring and organizing the City Councils to address the needs of the citizens in a

more dynamic fashion. This includes establishing different departments/bureaus to fa-

cilitate the implementation of the programs and the national mandates;

Identifying the sources of revenues and preparing an annual budget. this endeavor

calls for the knowledge in the fiscal arena, how to forecast revenues, and how to set pri-

orities. It also requires expertise in the execution part of the budget. It requires compre-

hension of the implementation and evaluation, knowledge about the economic health,

and dynamics surrounding the preparation and adoption of the national budget;

Setting up goals and objectives by prioritizing. elected officials ought to know how to

evaluate the needs of their communities and adopt the best strategic plan to tackle

them. They also need to base their interventions on a set of goals and objectives they

judge necessary and capable of improving their communities. By setting realistic and

rational goals, the city officials will send a clear message regarding their priorities ;

Having a one-year or multi-year strategic plan to address the needs of the citizens and

spurring economic and social development. Adopting policies or measures that will have

lasting and positive effects requires skills in a wide range of disciplines. City officials can

always request assistance from the central government, contact the State University, or

hire consultants. At this point, the city officials will work closely with the representatives

of the ministries/departments;

How to get the citizens involved in the decision-making process (Citizens’ participa-

tion): city officials must utilize proper channel to get the citizens, the civil organizations,

and the non-profit organization involved in the decision-making process (ex: roundtable,

survey, etc.). When the citizens are aware of the activities and participate in the concep-

tion of the programs and policies, they support and help the city officials implement

them. Therefore, there is less room for turmoil;

How to develop policies that will have lasting and positive effects: city officials must

learn to govern with policies that support the rules of democracy, an open and

responsive administration and bureaucracy, and that increase the population’s


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opportunities to improve their lives through sound government’s services and interven-

tions. This includes activities directed at social and economic development and the pres-

ervation of the environment;

Preparation for disasters: disasters will continue to hit Haiti in the years to come. The

local governments will be the first to face their effects and the first respondents. The

ministries and their representatives are also at the front line in addressing the needs of

the citizens in the aftermath of a disaster whether natural or man-made. Therefore, it is

imperative that the city officials possess the knowledge, the tools, and the mechanism

to mitigate the impact of the disasters on the citizens’ lives. One of the government’s

tasks is to ensure the security of its people. Therefore, the national and local govern-

ments must be prepared to help citizens cope with the devastating effects of hurricanes,

earthquake, fire, you name it. Search and rescues, water and foods’ distribution, shel-

ter, medical interventions, command system philosophy, task sharing, and long-term

recovery are some of the tasks that are incumbent upon government’s responsibilities.

In addition, a disaster’s plan must be the result of an integrated approach, which incor-

porates the population, the schools, the NGOs (Non-Governmental Organizations), the

media. The plan must be coordinated between the national and the local leaders with

clear assignments of tasks and responsibilities. For this to happen, there must be a rea-

sonable partnership between the city officials and the national bureau responsible for

disasters’ preparation;

How to effectively fulfill their role as elected officials: many mayors we have talked to

are faced with the difficult task to start functioning and to continue administering the

“commune”. They just don’t know what to do and how to do it, which refers to a crucial

deficiency of managerial and political knowledge. There is no precedent in the cities’

archives. Note that the city halls have no clerk establishment. Furthermore, the Haitian

administrative and political system opens the way for this type of environment. During

each election, a new team with no experience wins the election, leaving the administra-

tion with no experienced mayor or council member. Everything has to start over;

How to break down the poverty cycle in their areas: the mayors must be agents of

change and economic development in their areas. They must undertake economic

measures designed to alleviate poverty and improve the citizens’ lives and wellbeing.

They must encourage economic development in their areas by initiating programs and

projects that promote small business enterprises and cooperatively work with the pri-

vate sector. When the private and the public sectors create a positive partnership rested

on mutual understanding, the population benefits through job creation,

infrastructure improvement, better school, security, and wealth building;


12

How to work with the Security Force (Haitian National Police) and the Justice System

in establishing safety in their areas: the mayors must develop and maintain a coopera-

tive relation with the police force in order to guaranty the safety of the population,

which is a compelling factor foster economic activities;

How to cooperate and collaborate with other governmental organizations and non-

governmental organizations to secure funds for viable projects: the mayors must strive

to gain necessary skills that will habilitate them to work with other governmental insti-

tutions or NGOs in order to meet the expectations of the population. They have to be

surrounded by staff with multiple talents, including the ability to prepare projects, lever-

age the appropriate resources, and implement them. As the international institutions,

such as World Bank and UNDP (United Nations Development Program), multiplies their

direct involvement in the communities, it requires a certain understanding from the

mayors or local administrators so that the projects can benefit the right groups and pro-

duce the expected results;

How to conduct viable and professional meetings: all the evidence has shown that the

prevailing decision-making process in the cities is undemocratic. This is a source of con-

flict in the local administrations. The mayors must conduct proper commission meetings

and acquiesce to moral and ethical standards that govern their actions;

How to run the city as a whole with professionalism: city Councils must exhibit firm

leadership in overseeing the Commune business and ensuring firm delivery of services

to the citizens. It is important to establish legal and moral standards that hold them re-

sponsible and that provide an opportunity for the citizens to voice their complaints and

concerns regarding the city’s direction and services;

How to nurture ethical and moral standards as representatives of the people: ethics is

a major weakness in the Haitian culture. Using public goods entails certain precaution

and responsibility, which is lacking in the Haitian public sector. Both public administra-

tors and elected officials are to establish and enforce ethical rules that require the

proper handling of public goods and the promotion of positive behaviors;

How to govern democratically: democracy is a contract between the government and

the citizens. This contract calls for the preeminence of many democratic prescriptions to

which we must adhere. Good governance underlines the application of the democratic

rules, openness, transparency, accountability, supremacy of the rule of law, citizen’s

participation in the decision-making process, sound policies, and civic engagement.


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Administrators and elected officials at all level must excel in applying the democratic no-

tions and enforcing them;

Taking lead in infrastructure building: the economic growth of the urban areas will de-

pend on reliable and solid infrastructure. It will be important that the City Councils fully

understand their role in conceiving the types of infrastructure needed in their regions

and providing some guidance regarding the planning and execution phase;

Urban planning and design: the City Councils will have to acquire basic knowledge per-

taining to urban planning and development;

Encouraging Economic Development: job creation and economic growth, to some ex-

tent, is part of the local leaders’ scope of duties. They need to capture the basic under-

standing about economic development and work with the private sector in stimulating

job creation;

Be Solution-driven: local leaders must develop the capacity to think and come up with

innovative ways of solving problems.


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Conclusion

HIPAG believes that preparing a new generation of Haitian leaders and managers in the field

of public administration is the key to a competent, intelligent, and productive Haitian state. The

skills pertaining to managing and leadership can be developed and acquired. The Haitian gov-

ernment and the International Community have to make public administration, good govern-

ance, effective leadership, and competency part of the 21st Century agenda for Haiti. Investing

in the public workforce, including the elected officials, will be an important step towards mov-

ing Haiti to success, development, and prosperity.

Rebuilding Haiti’s infrastructure without reshaping the mentality of the key actors and pre-

paring a new web of determined and ethical government agents may lead to a greater disap-

pointment and more troubles for Haiti. For much of the 19th and 20th centuries, four words can

describe Haiti’s existence: instability, mismanagement, corruption, poverty. Building sound in-

stitutions governed by principled and competent civil servants can help change the current di-

rection of the ship. So to achieve durable and sustainable development, Haiti must focus its

resources on fortifying its human resources.

To achieve the objectives of the 21st Century adopted by the United Nations, Haiti must en-

gage in modernizing its public institutions, improving its management system, rethinking its po-

litical framework, promoting an open and inclusive government, challenging the corruptive cul-

ture, and rebuilding its decayed infrastructure. These efforts must be initiated across the coun-

try, i.e., at the national and local level. Building government capacity and dynamic local govern-

ments must include sound training directed at the local authorities and the forefront managers

responsible for addressing the needs of the citizens and carrying out the policies and programs.

Haiti must act now.


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References

Alexis, M. (2011). Le nouvel Etat haïtien: Moderniser l’administration publique pour la bonne

gouvernance (Théories, Principes et Applications. Xlibris : Indiana.

Buss, T. F. and Gardner, A. (2006.). Why foreign aid to Haiti failed. Working Paper. National

Academy of Public Administration, Washington. http://www.napawash.org/

publications-reports/why-foreign-aid-to-haiti-failed/. 08/16/2011

Ramirez, S., Lafontant, A., Enders, M. (2006). Local governance decentralization assessment in

Haïti. USAI – Haïti Mission.

http://www.un.org/millenniumgoals/.


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About the Author

Montfort Alexis, MPA

Author of the book: Le Nouvel Etat Haïtien: Moderniser l’Administra-

tion pour la Bonne Gouvernance -Théories, Principes et Applications

(The New Haitian State : Modernizing the Public Administration To-

wards Good Governance – Theories, Principles, Applications

Founder of the Haitian Institute of Public Administration and Good

Governance (HIPAG)

Graduated from Nova Southeastern University - FL., USA - with a

Master’s Degree in Public Administration, Florida, in 2008

Graduated from Florida Atlantic University with a Bachelor in Public Administration,

Florida, USA, 2004

Obtained an Associate of Arts (AA) in legal Assisting from Broward Community College,

Florida (Currently, Broward College), Florida, 2000

Graduated from Law School in Haiti, 1993 (Faculté de Droit et des Sciences Economiques

des Gonaives, Haiti)

More than 10 years in the public sector— Currently working for Broward County,

Florida, USA— Board of County Commissioners– Family Success Division— Supervisory

position

Worked for the Salvation Army and Catholic Charities , FL, USA

Worked as a journalist in Haiti in the 1990s

Worked as a High School Teacher in Haiti in the 1990s

Tel: (954) 793-9297

[email protected]

www.haitiadministration.com

Documents

Ideas for Making the Haitian Cities Players in the 21st ...unpan1.un.org/intradoc/groups/public/documents/other/unpan046988~1… · Relevant Economic Players in the 21st Century