Given that so much time and money was invested in creating it, people did, in fact, expect that the commission would take charge of the reconstruction process and deliver tangible results. But by the end many believed it had been little more than an exercise in assembling and then dismantling what one United Nations official called a pseudo-institution. “It was like in a play — the facade of a reconstruction project,” said Priscilla Phelps, an American consultant who served as the commission’s housing expert.

“We never took a proactive role in deciding what the country needed to get back on its feet and then asking the donors to finance those priorities instead of doing their own thing,” she said. “The way reconstruction money got spent was totally chaotic, and the I.H.R.C. was emblematic of that.”

From the start, the commission faced two major challenges. First, President René Préval did not really support it, seeing it as a usurpation of power, several former commission members said. Second, it had no money of its own to hand out — although the separate Haiti Reconstruction Fund, a pot containing 14 percent of the reconstruction dollars, could not make grants without its approval.

The commission’s secretariat worked out of a giant white inflatable tent on the grounds of the old United States Embassy compound, crisply air-conditioned and lined with banks of desktop computers. For a long while, the spacious tent was almost eerily empty because the commission, with a budget of $8.79 million its first year, got off to a slow start.

The commission did not engage an executive director until five months into its 18-month existence. The director, Gabriel Verret, moved haltingly to hire other key employees. The vacuum, meanwhile, was filled by William J. Clinton Foundation staff members and volunteer consultants from McKinsey & Company and PricewaterhouseCoopers.

As pro bono consultants to the commission, PricewaterhouseCoopers designed a performance and anticorruption office, and the firm subsequently won a $2.4 million contract to run it over the objections of France’s board member, who called it “a pure conflict of interest which damages the integrity of the office.”

Their first — and last — monitoring report was the only real record of the commission’s work. It summarized the 75 projects valued at over $3 billion that had been approved. The numbers themselves are not very meaningful because they included projects without any or enough money — a $1 billion “funding gap” existed, an international official said.