Évaluation Rapide de l'Impact de Crise pour Haïti - Plan d'Investissement Révisé / Été 2025

REVISED INVESTMENT PLAN / SUMMER 2025 / RAPID CRISIS IMPACT ASSESSMENT FOR HAITI 1 RAPID CRISIS IMPACT ASSESSMENT FOR HAITI REVISED INVESTMENT PLAN /SUMMER 2025 A report prepared by the Government of Haiti with the support of the European Union, the Inter-American Development Bank, the United Nations, and the World Bank RÉPUBLIQUE D’HAÏTI 2 The Rapid Crisis Impact Assessment (RCIA) for Haiti is a collaborative product authored jointly by the Government of Haiti and the staff of the European Union, the Inter-American Development Bank, the United Nations, and the World Bank. Acknowledging the institutions’ different mandates and areas of expertise, the findings, conclusions, and recommendations expressed in the RCIA do not necessarily constitute the views or formal recommendations of the European Union, United Nations, Inter-American Development Bank, or World Bank on all issues, nor do they reflect the views of the governing bodies of these institutions or their member states. It is also recognized that because of different mandates, not all of the collaborating institutions will share or engage in all activities set forth or proposed in the report, and it is further understood that each institution will carry out or be engaged with any such activities in accordance with its mandate and operational policies and procedures. REVISED INVESTMENT PLAN / SUMMER 2025 / RAPID CRISIS IMPACT ASSESSMENT FOR HAITI 3 RAPID CRISIS IMPACT ASSESSMENT FOR HAITI REVISED INVESTMENT PLAN /SUMMER 2025 4 Acknowledgments The Rapid Crisis Impact Assessment (RCIA) was carried out jointly by the European Union (EU), the Inter-American Development Bank (IDB), the United Nations (UN), and the World Bank, under the leadership of the Government of Haiti (GoH). The contributions provided by senior government officials were essential. Among them were officials from the Ministry of Economy and Finance, the Ministry of Planning and External Cooperation, the Ministry of Commerce and Industry, the Ministry of National Education and Vocational Training, the Ministry of Justice and Public Security, the Ministry of Social Affairs and Labor, the Ministry of Interior and Territorial Communities, the Ministry of Public Health and Population, the Ministry of Public Works, Transport and Communications, and various other government agencies. The authors appreciate the strong support and contributions of the various national stakeholders that made this effort possible, as well as the leadership and technical contributions of each of the partner institutions. REVISED INVESTMENT PLAN / SUMMER 2025 / RAPID CRISIS IMPACT ASSESSMENT FOR HAITI i Executive Summary This report presents a revision of the Rapid Crisis Impact Assessment (RCIA) for Haiti investment plan. The objective of this revision is to align the investment plan with changes in the security context since the initial development of the RCIA in the summer of 2024. During this period, the deployment of the Multinational Security Support Mission (MSSM) and the April 3, 2024, Political Agreement for a Peaceful and Orderly Transition gave hope for a gradual improvement of security conditions in the Port-au-Prince metropolitan area (ZMPP). These improvements would have allowed the Government of Haiti (GoH) and its international partners to expand their investments in the ZMPP to facilitate socioeconomic recovery and stabilization. However, security conditions in the ZMPP have worsened since the development of the RCIA. This revision responds to these contextual changes and assumes a continuation of current security conditions for the next two years. Notably, these assumptions include the inability to use the Toussaint Louverture International Airport in Port-au Prince for procurement, services, and supervision-related activities until the end of 2026. The revision identifies those interventions in the original plan that are implementable in this context, adjusts the investment amounts where necessary, and prioritizes those interventions that are of critical importance for safeguarding essential government institutions and preserving human capital that is needed for facilitating economic recovery and stabilization. The revision identifies an investment amount of US$644 million as part of 107 interventions among the four priority axes of the RCIA for 2026 and 2027. The funding gap amounts to US$364 million for two years. Lastly, the report discusses the institutional arrangements to operationalize the Crisis Recovery Framework (CRF) and implement the investment plan, highlighting the need for a flexible and adaptive approach. 6 I. Context REVISED INVESTMENT PLAN / SUMMER 2025 / RAPID CRISIS IMPACT ASSESSMENT FOR HAITI 7 Background The development of the RCIA was led by the Ministry of Finance and supported by the EU, the IDB, the UN, and the World Bank (the “partner institutions”). The plan was launched in June 2024, following the April 3, 2024, Political Agreement for a Peaceful and Orderly Transition and the subsequent establishment of a Presidential Transitional Council and transitional government. It was finalized in October and published in December of 2024. The RCIA was designed to assess the impact of the security crisis since 2021, develop an investment plan to support the recovery of Port-au-Prince that complements existing security and humanitarian efforts, and provide a recovery framework as a platform for coordination among the GoH and its international partners. The investment plan focused on the areas most affected by the security crisis, notably the ZMPP and the Artibonite region. Grouping interventions into four priority axes (see figure 1), the investment plan identified and quantified short-term priority needs for the transition period of 2024–26. FIGURE 1: Security Context since the Development of the RCIA While security conditions have worsened continuously since 2018, they deteriorated significantly since June 2024. According to Armed Conflict Location and Event Data (ACLED), the intensity of violence surged with the number of fatalities per year increasing tenfold between 2018 and 2024, from 269 to 2,566 (figure 2). The United Nations Integrated Office in Haiti (BINUH), relying on networks of informants, estimates that more than 5,600 people have been killed throughout 2024 (OHCHR 2025). While violence remains centered in the Ouest department, gangs expanded their areas of influence outside of the ZMPP throughout 2024. Among others, gangs consolidated control of ports and the coastline in and near Port-au-Prince, various areas in Artibonite, as well as to the east of the ZMPP. The number of fatalities occurring in Artibonite and outside of Port-au-Prince multiplied more than twentyfold from 26 to 630 between 2021 and 2024 (figure 3), severely limiting economic and agricultural activities in the area and exacerbating food insecurity (BINUH 2023). At the same time, serious human rights violations remain of major concern, with thousands of kidnappings for ransom and a significant increase in cases of sexual violence against women and girls (BINUH 2025). Overview of Rapid Crisis Impact Assessment Priority Axes PRIORITY AXIS 1 PRIORITY AXIS 2 PRIORITY AXIS 3 PRIORITY AXIS 4 PRIORITY AXIS 1 Economic recovery, diversification and institutional strengthening Rehabilitation of infrastructure and reduction of vulnerabilities Promotion of access to basic social services, social inclusion, and food security Rule of law, public security, and institutional reforms LEADS: MTPTC–IDBLEADS: MEF–WBG AND EU LEADS: MAST–IDB AND WBGLEADS: MJSP–UN 1 Private sector 1 Transportation 1 Internal displacement 1 Justice 2 Administrative governance2 Electricity 2 Social protection 2 SGBV 3 Economic and financial governance3 Water and sanitation 3 Education 3 Police 4 Transparency and accountability 4 Telecoms and digital 4 Food security 4 Prisons 5 Housing 5 Health 5 Community violence reduction 6 Public buildings Note: EU = European Union; IDB = Inter-American Development Bank; MAST = Ministry of Social Affairs and Labor; MEF = Ministry of Economy and Finance MJSP = Ministry of Justice and Public Security; MTPTC = Ministry of Public Works, Transport and Communications; SGBV = sexual and gender-based violence UN = United Nations; WBG = World Bank Group. 8 The MSSM has not been able to make significant advances against the gangs since its deployment. While the MSSM grew in size throughout 2024 and early 2025, a shortage of funding and logistical support has limited its effectiveness (figure 4). Gang attacks led to fresh surges in displacement throughout Port-au-Prince and neighboring communes, notably the Centre department. By June 2025, more than 1 in 10 Haitians, or more than 1.2 million people, FIGURE 2: Number of Violent Events (Left Axis) and Fatalities (Right Axis), 2018–24 were internally displaced (IOM 2025). At the same time, the Haitian National Police (HNP) could not increase its size or capacity—a prerequisite for sustainably improving security provision. Instead, self-defense groups came to play an increasingly important role as local actors to support the HNP in preventing gangs from taking over new neighborhoods, further fractionalizing security provision and violence capacity. FIGURE 3: Share of Fatalities by Department 2018–24 2500 100% 3000 2566 2000 80% 2302 397 2500 1500 470 681 757 1549 452 391 2000 1500 60% 1000 40% 269 662 371 498 1244 1742 1000 500 20% 312 508 666 899 500 0 152 320 0 0 2018 2019 2020 2021 2022 2023 2024 2019 2020 2021 2022 2023 2024 2018 Artibonite Nord-Ouest Violent events Fatalities (RHS) Protests and riots Centre Grande-Anse Nippes Nord Nord-Est Sud Sud Sud-Est Ouest Source: ACLED (accessed April 1, 2025). Note: RHS = Right hand side. FIGURE 4: Share of Conflict Events per Quarter by Actor January 2023 to March 20, 2025 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% Source: ACLED (accessed April 1, 2025). FIGURE 5: Fatalities by Actor and Commune January 2024 to March 20, 2025 700 600 500 400 300 200 100 0% 0 Cité-Soleil Carrefour Gressier Ganthier Croix-des-Bouquets Delmas Thomazeau Fonds Parisien Pétion-Ville Tabarre Port-au-Prince Kenscoff Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Gang MSSM Police Other/Unindentified Gang MSSM Police Other/Unindentified Source: ACLED (accessed April 1, 2025). Note: MSSM = Multinational Security Support Mission. Source: ACLED (accessed April 1, 2025). Note: MSSM = Multinational Security Support Mission. REVISED INVESTMENT PLAN / SUMMER 2025 / RAPID CRISIS IMPACT ASSESSMENT FOR HAITI9 Outlook Improvements in the trajectory of violence in Port-au-Prince will depend on two critical factors. First is the success of the HNP and the MSSM in improving their operations against gangs, securing critical infrastructure and government institutions, and holding the remaining government controlled communes. Second is the political consensus and its ability to forge a way towards a constitutional order. Absent an agreement to return politics to a constitutional order, violence may remain a veneer to influence political decision-making. In an optimistic scenario, the HNP and the MSSM will halt the advance of gangs in the ZMPP, helping the transition plan to succeed. This scenario will require additional international support for security, stabilization, and early recovery efforts. The preparations for elections may be delayed, but are eventually made possible by a gradual improvement in security conditions. In such a scenario, investments in social capital and physical infrastructure can play an important role in improving social cohesion and trust in government institutions as well as reducing communal violence. Procurement and implementation of projects can improve amid a gradual resumption of flights into the Toussaint Louverture International Airport, notably for infrastructure rehabilitation. Access to affected neighborhoods for social protection and employment schemes also increases. With a stabilized outlook for Port-au-Prince, economic activity and private investments increase and stabilize growth prospects throughout the country. In a pessimistic scenario, a slowdown or decrease in support for security, stabilization, and recovery will risk political and economic instability. MSSM deployment may decline or end amid a lack or cessation of international support, which would exacerbate the deterioration of security conditions and the takeover of additional areas of Port-au-Prince by gangs. In such a scenario, governance capacities in the ZMPP may decline, which would challenge the implementation of complex recovery programs. The revised investment plan assumes a scenario in which the current security status quo remains the same over the next two years. Specifically, the RCIA team assumed that the Toussaint Louverture International Airport would remain closed until at least the end of 2026, thus significantly hindering programming and monitoring, and that the extent of gang-controlled territory would remain largely the same. 10 II. Revised Investment Plan REVISED INVESTMENT PLAN / SUMMER 2025 / RAPID CRISIS IMPACT ASSESSMENT FOR HAITI 11 Methodology The revision is based on the RCIA investment plan and thereby maintains all its guiding parameters. The plan maintains the same geographic focus of the RCIA (metropolitan Port-au-Prince and the Artibonite) and the same four priority axes. The planning period covers the upcoming two years (2026 and 2027). The update proceeded in four steps. First, the RCIA team reviewed all proposed programs for their feasibility in the current security context. The teams determined whether implementing partners could physically access project locations, whether goods and services could be procured, whether proper monitoring and supervision could be guaranteed, and so on. As such, the revision does not add any new interventions or programs but identifies the subset of implementable interventions from the original plan. Second, the RCIA team revised the investment needs for each program and the amount of resources that may already be available for program activities. Third, the team reevaluated the risk level for all interventions in the current security context. These risks included operational, security, fiduciary, and reputational risks. Programs with a high risk profile were reviewed in additional detail and dropped if risks were deemed too high. Lastly, the team assessed whether the envisaged intervention corresponds to two essential priorities in the present security context. The first priority is to safeguard essential government institutions, necessary to ensure service delivery in government-controlled and liberated FIGURE 6: Number of Investment Programs by Axis (No. of Programs) 80% 70% 6 60% areas and facilitate economic recovery. The second priority aims to preserve essential human capital in order to retain the skills and workforce needed for recovery. Programs by Axis The update identifies 107 projects as implementable for the mid-2025 to mid-2027 period (vis-à-vis 149 in the original plan, figure 6). The overall investment needs are reduced accordingly (figure 7). Axis 4 retains most of its programs, corresponding to the increasing security needs. Of the infrastructure projects in Axis 2, by contrast, only 9 out of 29 programs are implementable in the current context, mostly due to the difficulties in accessing and securing project sites, ensuring timely procurement, and monitoring activities. Interventions related to social protection and services in Axis 3 remain implementable due to the strong field presence of many UN implementing partners, with the exception of larger infrastructure projects. Interventions related to economic recovery and governance in Axis 1 are largely implementable as many programs consist of capacity-building activities that do not require extensive physical presence of project teams. However, the high risk of looting and pillaging of companies significantly reduced the investment amount that is deemed possible to disburse in programs focused on the private sector. Program-level details are provided in figure 8, with a detailed list of the updated investment plan presented in appendix A. For Axis 1, critical support for the private sector can continue via the World Bank’s Private Sector Jobs and Economic Transformation (PSJET) line of credit, which can support vandalized firms in the ZMPP FIGURE 7: Total Investment Needs by Axis (Million US$) $500 $450 $400 50% 40% 30% 20% 5 65 11 20 $350 $300 $250 $200 $150 $100 $450 $386 117 $154 $389$351 10% 0% 13 920 $50 $0 $49 $90 Axis 1: Economic Recovery and Governance Axis 2: Infrastructure Axis 3: Social Protection and Food Security Axis 4: Rule of Law and Security Axis 1: Economic Recovery and Governance Axis 2: Infrastructure Axis 3: Social Protection and Food Security Axis 4: Rule of Law and Security Programs currently implementable Programs currently not implementable FIGURE 8: Updated Investment Needs per Program, by Axis (in Million US$) AXIS 1 Economic Recovery and Governance AXIS 2 Infrastructure 1. Relaunch the economy through targeted support for private investment, generating wealth and decent jobs. 2. Support development of value chains in the processing and production sectors. 3. Implement quick results measures to improve the business environment. 4. Strengthen economic and financial governance. 5. Strengthen public administration. 6. Strengthen the framework for accountability, transparency, and anticorruption measures. 20 5 6 14 0 3 20 40 60 1. Rehabilitate transportation, water and sanitation, electricity, and telecommunications infrastructure in metropolitan areas, Artibonite, and other areas affected by gang violence. 2. Implement labor-intensive sanitation and cleaning projects and income-generating activities with small and medium-sized enterprises and the support of municipalities. 3. Implement a strategic air transport plan and improve the main airports intended to accommodate international flights. 4. Rehabilitate homes and neighborhoods in metropolitan areas, Artibonite, and other areas affected by gang violence. 5. Repair and reequip public buildings. 36 45 0 10 200 AXIS 3 Social Protection and Food Security AXIS 4 Rule of Law and Security 1. Support IDPs (relocation and returns). 2. Facilitate creation of emergency employment and income for young people, especially women, in areas affected by violence. 3. Restore educational infrastructure and make schools available for the start of the school year. 4. Strengthen shock response mechanisms using cash transfers for vulnerable households. 5. Improve food and nutritional security. 6. Guarantee access to basic social services, particularly in disadvantaged areas affected by violence. 7 7 28 67 25 20 1. Guarantee proper functioning of justice institutions and the fight against impunity. 2. Strengthen prevention and response to SGBV. 3. Restore public security by strengthening the police system. 4. Restore public security by strengthening the prison system. 5. Address socioeconomic drivers of violence by reducing community violence. 33 3 59 0 244 13 100 200 0 100 Original Revised REVISED INVESTMENT PLAN / SUMMER 2025 / RAPID CRISIS IMPACT ASSESSMENT FOR HAITI 13 through microfinance institutions or banks, with a US$3 million allocation focused on micro, small, and medium enterprises (MSMEs). Additional funding from donors could support approximately 5,667 MSMEs. However, the risks of extortion and violence affecting loan recipients and procurement may limit the investment amounts that can potentially be disbursed. In terms of economic governance, strengthening statistical functions and the Institut Haïtien de Statistique et d’Informatique (IHSI) remains a priority, with ongoing programs for innovative data collection methods and capacity building. Risks include fiscal contraction, vandalism, and theft of equipment earmarked for modernizing tax administration. The preparation and execution of the public investment budget are essential and possible with existing projects, despite high implementation risks arising from security concerns and ongoing capacity losses within the public administration. Transparency and citizen participation activities via mobile and virtual platforms will be essential for legitimizing government actions. Programs in Axis 2 are feasible only in areas not affected by insecurity. Possible interventions include investments into the air transport plan and labor-intensive sanitation and cleaning projects. While many gang-controlled areas remain inaccessible, implementing partners could develop mitigating measures that could enable some interventions. Activities in marine environments face logistical challenges due to gang-occupied routes. Easier interventions are possible in the northern communes adjacent to the ZMPP. For Axis 3, programs related to food security and shock response mechanisms remain possible and essential to implement. The discontinuation of USAID funding for ongoing programs increases the need for additional investments in social protection. Most programs related to the improvement of educational and health care infrastructure remains affected by insecurity and are not FIGURE 9: Updated Funding Gap (in Million US$) $0 -$100 -$200 implementable. Resettlement of internally displaced people (IDPs), however, remains elusive and limits their mobility amid the persistent insecurity and violence from armed groups. Many areas suitable for relocation lack basic infrastructure and are inaccessible due to security concerns, complicating humanitarian aid distribution and postrelocation monitoring. Several activities, however, can be implemented in the Artibonite. For cash transfer programs, digital cash transfers and remote information collection methodologies are necessary to minimize risks, with a focus on activities that have immediate impact on vulnerable households. Interventions in Axis 4 remain largely implementable and a critical priority. Investments into police, prisons, and justice institutions can continue and disburse additional funding. Programs related to community violence reduction and addressing gender-based violence (GBV), however, are more affected by the current conditions as some of them require physical access to gang-affected areas or the rehabilitation of infrastructure. Updated Funding Gap The updated investment plan estimates the overall investment needs for the period of 2026 and 2027 to amount to US$644 million (figure 9). The national budget contributes to roughly US$71 million, while international funding is available for almost half of the program, or US$253 million. The overall funding gap amounts to US$364 million. The private sector has not been identified to contribute to the updated programs, highlighting the need to explore synergies to contribute to closing the investment gap. $364 -$300 -$400 -$500 -$600 -$700 -$644 Total Financing Needs (2025–2027) $71 National Budget $209 Available Funding from International Sources $0 Private Sector Resources Resources to Mobilize 14 FIGURE 10: Funding Gap, by Axis (in Million US$) $400 $300 $200 $169 Millions FIGURE 11: Funding Available but Not Currently Programmable by Axis $25 $20 $15 $19 $19 $10 $100 $45 $115 $137 $5 $6 $35 $45 $14 $26 $45 $13 $0 $0 $0Axis 1 Axis 1 Axis 2 Axis 3 Axis 4 Axis 2 Axis 3 Axis 4 Private Sector Resources Resources to Mobilize Available Funding from Int. Sources National Budget The funding gap is largest for Axis 3, in which US$115 out of US$173 million remains to be mobilized (figure 10). Aid cuts due to the discontinuation of USAID-funded programs will likely widen the gap in the upcoming months. For axes 1, 2, and 4, roughly half of the resources are available through ongoing projects. Axis 4 requires the largest amounts to be mobilized, with more than US$169 million. A part of this funding gap may be closed with resources available for programs that cannot be implemented in the current context or were deemed not to be of critical priority. In total, US$44 million were identified for programs that would require restructuring or reallocation. Strong coordination among donors can help allocate available resources to those investment areas identified as critical priorities (figure 11). REVISED INVESTMENT PLAN / SUMMER 2025 / RAPID CRISIS IMPACT ASSESSMENT FOR HAITI 15 III. Crisis Recovery Framework 16 Institutional Arrangements The Crisis Recovery Framework (CRF) was developed for the RCIA to facilitate the planning, coordination, and monitoring of recovery activities, including the RCIA investment plan. The objectives of the CRF are: • Define a common holistic vision on recovery and development priorities for Haiti by the government and its national and international partners. BOX 1: • Provide a framework for dynamically assessing and monitoring crisis impacts and identifying recovery priorities and investment needs over the short to medium term. • Enable effective coordination of national and international programs and investments for recovery and development, aligned with and complementary to the political transition, restoration of security, and provision of humanitarian assistance. • Ensure effective and transparent oversight and accountability for recovery and development efforts through robust monitoring and reporting on the Overview of CRF Institutional Arrangements as Proposed in the RCIA CRISIS RECOVERY STEERING COMMITTEE • Provides high-level strategic and policy oversight over recovery efforts, defines common recovery priorities and financing requirements, and ensures mutual accountability for results. • Chaired by the Prime Minister of Haiti and comprised of all relevant ministers, the heads of the four partner institutions (World Bank, IDB, UN, and EU) and representatives of international partners. • Supported by a Secretariat, through the Operational Monitoring Unit (OMU), with the assistance of the four partner institutions. • Develops and agrees upon the detailed terms of references of the Recovery Coordination Group as well as the thematic groups, guiding interinstitutional cooperation in the respective geographic and thematic focus areas. • Meetings will be held on a quarterly basis (every three months) or as needed. RECOVERY COORDINATION GROUP • Responsible for operational coordination, implementation, monitoring, and review of recovery programs across all sectors and thematic areas (initially the RCIA priority axes). • Provides a forum for periodic review of recovery priorities, including organization of additional assessment exercises and updating of investment priorities and needs. • Ensures complementarity and coordination between recovery efforts within the CRF and other crisis-related efforts (including humanitarian assistance, political and governance transition, and public security). • Chaired by the Minister of Economy and Finances (or his/her representative) and comprised of technical leads from relevant government ministries, the four partner institutions and other international partners. • Meetings will be held on a monthly basis. THEMATIC GROUPS • Responsible for coordination between national and international partners and programs at the sectoral level. Initially, these will comprise four groups, corresponding to the priority axes of the RCIA. • Facilitates sectoral prioritization and coordination for the development and implementation of projects, based on the strategic framework for recovery and investment needs defined by the steering committee. • Ensures institutional coordination, especially for multisectoral projects and ensures project adaptation to local requirements and needs. • Conducts regular monitoring and review of ongoing recovery efforts against agreed recovery priorities within the CRF and prepares reports for transmission to the steering committee. • Each thematic group is chaired by the corresponding designated ministry (at the level of technical leads) and composed of relevant sectoral technical leads from relevant government ministries, the four partner institutions, and international partners. • Meets on a monthly basis, or as needed. REVISED INVESTMENT PLAN / SUMMER 2025 / RAPID CRISIS IMPACT ASSESSMENT FOR HAITI 17 implementation of recovery efforts. The CRF is based on the principles of national ownership and leadership of recovery processes, transparent and effective international assistance, and mutual accountability between national and international stakeholders and partners. Building on international experience in similar contexts and taking into account existing government capacity in Haiti, the RCIA proposed a three-tiered institutional framework: a high-level Crisis Recovery Steering Committee, a technical level coordination group, and thematic working groups (see box 1). A detailed set of monitoring and evaluation mechanisms will be developed upon commencement of the implementation. Government leadership and management of the CRF will be ensured by a dedicated intergovernmental body responsible for overall coordination of efforts. Operationalizing the CRF The evolving security situation in Haiti and the shift within the international aid system necessitate a flexible and adaptive approach to operationalizing the RCIA and the CRF. The following parameters are proposed after consultations between the GoH and the RCIA partner institutions: • Thematic and geographic scope: The CRF’s institutional arrangements will initially focus on the RCIA target areas of Port-au-Prince and the Artibonite but could be expanded as needed. The CRF could, in this regard, encompass the eventual medium-term recovery and development plan and associated implementation and oversight mechanisms. Such an approach will allow for a near-term focus on the most affected zones and populations, while also ensuring longer-term coherence with the national-level recovery plans and programming. • Progressive rollout of the institutional framework: Rather than immediately commencing with the three-tiered structure outlined above, current conditions demand a more flexible approach. The current proposal is for the development of a nimble intergovernmental steering committee that would oversee the CRF’s implementation in the near term. This would be supported on an as needed basis via ad hoc technical assistance and/or select secondments from RCIA partners and other Third Party Funds (TPFs). If and when the security situation stabilizes and more robust development programming can be initiated, this arrangement could be expanded to the full three-tiered structure previously envisioned. • Integration with existing coordination mechanisms and bodies: The framework should leverage existing development coordination mechanisms instead of establishing new ones. Ideally, this should encompass previously active structures under the Comité de Coordination de l’Aide Externe au Développement (CAED) under the leadership of the Ministry of Planning and External Cooperation (MPCE). This integration is crucial, given limited resources and staffing constraints. This integration will also allow for a rationalization of the previous aid coordination architecture. • Linkages with security, humanitarian, and elections sector partners: As made clear in the RCIA, effective “nexus” coordination with security and humanitarian partners (national, international, and civil society) is essential for a fast and sustainable recovery. In order to ensure effective alignment and coherence of recovery efforts in relation to these other processes, clear linkages will need to be established between the respective coordination structures. 18 REFERENCES REVISED INVESTMENT PLAN / SUMMER 2025 / RAPID CRISIS IMPACT ASSESSMENT FOR HAITI 19 BINUH (Bureau intégré des Nations Unies en Haïti). 2023. Criminal Violence Extends beyond Port-au-Prince – The Situation in Lower Artibonite from January 2022 to October 2023. BINUH, Port-au-Prince. BINUH (Bureau intégré des Nations Unies en Haïti). 2025. Quarterly Report on the Human Rights Situation in Haiti – January–March 2025. BINUH, Port-au-Prince. International Organization for Migration (IOM). 2025 “Situation de déplacement en Haïti – round 10.” Displacement Tracking Matrix report, Le Grand-Saconnex. https://dtm.iom.int/fr/node/53216. OHCHR. United Nations Office of Human Rights, Office of High Commissioner. “Haiti: Over 5,600 Killed in Gang Violence in 2024, UN Figures Show.” Press Release, January 5, 2025. https://www.ohchr.org/en/press-releases/2025/01/haiti-over-5600-killed-gang-violence-2024-un-figures-show. 20 APPENDIX A DETAILED REVISED INVESTMENT PLAN REVISED INVESTMENT PLAN / SUMMER 2025 / RAPID CRISIS IMPACT ASSESSMENT FOR HAITI 21 Priority Axis 1 TABLE A.1 ECONOMIC RECOVERY, DIVERSIFICATION AND STRENGTHENING OF ECONOMIC GOVERNANCE Priority Actions Programs Subprograms Budget, US$ Relaunch the economy through targeted support for private investment, generating wealth and decent jobs Micro, small, and medium-sized enterprise recovery program Dedicated credit line for vandalized businesses with or without bank or nonbank loans 20,000,000 Funds dedicated to micro and small enterprises in the semiformal or informal sector having loans with nonmutual microfinance institutions and savings and credit funds Partial credit guarantee fund and line of credit Business and youth development services (including matching grants) Support the development of value chains in the processing and production sectors Program to support economic diversification and support for productive sectors and industries, including the business climate Support for the development of agricultural value chains 5,000,000 Support for the textile and clothing sector (including upgrading and strengthening environmental and social standards for decarbonization) Implement quick results measures to improve the business environment Improving the business environment Business climate reform 250,000 Customs strengthening program Support for Customs modernization Rehabilitation of targeted customs offices (border posts) Strengthening of Customs surveillance capacities by acquiring physical equipment (scanners, radios, GPS) and personal protective equipment (see Priority Axis 4) Strengthen economic and financial governance Strengthening the strategic framework for public finance reform Development of sectoral strategies 6,300,000 Implementation of sectoral medium-term expenditure frameworks Facilitation of public procurement through an e-procurement solution Improvement in the collection and processing of economic and financial data Harmonization of data on revenues of collection administrations Strengthening statistics Installation of a revenue management system in all sites currently using Tax Solution or DLVR Installation of a computerized customs system in Customs stations Development of DGI online payment Improving the man agement of revenue collection Installation of a revenue management system in all sites currently using Tax Solution or DLVR Installation of a computerized customs system in Customs stations Development of DGI online payment Budget reform Move to performance-based budgeting Operationalization of integrated financial management information system Selection and execution of public investment projects Strengthening of the General Directorate of Treasury and Public Accounting Institutional strengthening of the General Directorate of Treasury and Public Accounting Effective operation of the single Treasury account Expansion of the network of public accountants of the Treasury throughout the country 22 Priority Actions Programs Subprograms Budget, US$ Strengthen public administration Strengthening human resources Reallocation of human resources 14,200,000 Replacement of lost employees Systematization of remote work Continuing education and skills development Audit of payroll and development of an integrated human resources management system Improving the system of salary payments Improving human resources policies Improving working conditions Improvement in and redevelopment of workspaces (relocation of institutions like the DGI, IHSI, and Customs) Upgrading work equipment Equipping structures with alternative energy sources Provision of vehicles to various institutions (for example, the MEF, Ministry of Planning and External Cooperation, Ministry of the Interior, DGI, Customs, IHSI, National Commission for Public Procurement, and Supreme Audit Institution) Digitalization and digital technology Institutional strengthening of IHSI Digital strengthening of the MEF and Ministry of Planning and External Cooperation Development and adoption of information technology master plan Construction of secure digital infrastructure to increase resilience to crises Strengthen framework for accountability, transparency, and anticorruption measures Capacity building of oversight and anticorruption institutions Strengthening of the Anti-Corruption Unit 3,150,000 Strengthening of the Supreme Audit Institution Increase in the internal audit capacity of the General Inspectorate of Finance Strengthening of the National Commission for Public Procurement Transparency and citizen participation Promoting transparency Citizen participation in local governance Note: DGI = General Directorate of Taxes; GPS = Global Positioning System; IHSI = Haitian Institute of Statistics and Informatics; MEF = Ministry of Economy and Finance. Priority Axis 2 TABLE A.2 REHABILITATION OF ECONOMIC AND SOCIAL INFRASTRUCTURE AND REDUCTION OF VULNERABILITY TO NATURAL AND CLIMATE SHOCKS Priority Actions Sector Program Subprogram Budget, US$ Rehabilitate Water and sanitation Network rehabilitation and construction Cumulative number of subscribers registered after resumption of services in affected areas (reintegration of previous and new subscribers) 35,800,000 transportation, water and sanitation, and electricity infrastructure Rehabilitation of waste treatment plant Volume of fecal sludge received per day at the Morne a Cabri treatment plant in metropolitan areas, Artibonite, and other areas affected by gang violence Recovery of production in the ZMPP Number of source and catchment protection areas recovered and protected Services and human impact (behavior change and human resources) Number of households without service in neighborhoods with access to home water conservation program Generation Rehabilitation and continuation of construction of power plants Rehabilitate Transmission Construction of transmission lines ZMPP protected REVISED INVESTMENT PLAN / SUMMER 2025 / REVISED INVESTMENT PLAN / SUMMER 2025 / Services and human impact (behavior change and human resources) RAPID CRISIS IMPACT ASSESSMENT FOR HAITI Number of households without service RAPID CRISIS IMPACT ASSESSMENT FOR HAITI in neighborhoods with access to home water conservation program 23 23 Electricity Generation Rehabilitation and continuation of construction of power plants 35,800,000 Rehabilitate Transmission Construction of transmission lines transportation, water and sanitation, and electricity infrastructure Distribution Restoration of operation and construction of substations and the MT/BT network in metropolitan areas, Artibonite, and other areas affected by gang Commercialization Installation of connection equipment and reduction of technical and nontechnical losses violence Road transportation and ports Road (rehabilitation, surfacing, cleaning, and repair of drainage structures) Road (rehabilitation, surfacing, cleaning, and repair of drainage structures) Maritime transport and navigation aid (lighthouses, access channel, equipment, and human resources) Maritime transport and navigation aid (lighthouses, access channel, equipment, and human resources) Port infrastructure (Port-au-Prince, Cap Haïtien, and coastal ports) Port infrastructure (Port-au-Prince, Cap Haïtien, and coastal ports) Telecommunications and digital infrastructures Strengthening of digital infrastructure Restoration of interdepartmental connectivity and database hosting services Deployment of digital solutions System updates (SYSCHECK, SYSDEP, SYSPAY, SYSCOMPTE) Repair of premises Repair of premises Implement labor intensive sanitation and cleaning projects and income-generating activities conducted with small and medium sized enterprises and support of municipalities Stormwater drainage and irrigation Urban drainage Urban drainage 45,000,000 Rural drainage (repair of canals and construction of tanks) Rural drainage (repair of canals and construction of tanks) Irrigation (drain cleaning, canal cleaning, and equipment) Irrigation (drain cleaning, canal cleaning, and equipment) Solid waste management Infrastructure (rehabilitation of six landfill sites) Upgrading of Truitier landfill, development of eight collection points, and acquisition of collection equipment Delegation of services Delegation of services Human resources and materials Human resources and materials Implement air transportation plan and improve main airports intended to accommodate international flights Airport infrastructure Securing of Port-au-Prince airport Securing of Port-au-Prince airport 9,500,000 Airport infrastructure (Les Cayes Airport) Airport infrastructure (Les Cayes Airport) Priority Axis 3 TABLE A.3 PROMOTION OF ACCESS TO HEALTHCARE, EDUCATION, AND OTHER BASIC SOCIAL SERVICES, SOCIAL INCLUSION, AND FOOD SECURITY Priority Actions Programs Subprograms Budget, US$ Support IDPs Support for relocation or return home of IDPs Conditional cash transfers to support relocation or return of IDPs ($1,000 per household) 6,500,000 Professional training for the establishment of a network of social and childcare workers 24 Priority Actions Programs Subprograms Budget, US$ Create emergency employment and income for young people, especially women, in areas affected by violence Professional training and professional intermediation Professional training for the establishment of a network of social and childcare workers 7,100,000 Professional training in promising sectors (see Priority Axis 1) Strengthening of public employment services to bring together job supply and demand, including digitalization of professional intermediation services Pilot program for good-quality apprenticeships, based on labor market needs (public and private) Restore education infrastructure and make schools available for the start of the school year Return to public and private schools in the Artibonite and Ouest departments Infrastructure rehabilitation 28,070,669 Support for service continuity Psychosocial support Short-term institutional strengthening Restoration functionality to affected universities Repair of higher education buildings Improvement in distance learning Replacement of equipment, laboratories, and furniture Psychosocial support for students and teachers Strengthen shock response mechanisms using cash transfers for vulnerable households Social safety net for most vulnerable households Inclusion of 250,000 households from the Ouest department and restaurantion of affected universities in SIMAST 66,885,654 Establishment of SIMAST registration counters in western municipalities Expansion and modern ization of SIMAST social register Establishment of SIMAST registration and update counters in nine other departments Training of administrative staff and service agents on SIMAST and the collection of household data Increase food and nutritional security School feeding programs (cantines scolaires) based on local food purchases Ensure coverage of school feeding programs, buying food locally 25,000,000 Guarantee access to basic social services, particularly in disadvantaged areas affected by violence, considering people with disabilities and respecting gender equity Ensuring access to health infrastructure in vulnerable areas affect ed by violence Exemption from fees for maternal and child and sexual and reproductive health care services for vulnerable households with pregnant and lactating women as well as persons with disabilities 20,083,447 Reconstruction or rehabilitation of hospitals Reconstruction or rehabilitation of health care centers with beds Purchase of equipment and material for health care infrastructure (for example, hospitals and health care centers) Ensure electricity coverage for centers and hospitals Support for centers that remained open and are affected by the massive influx of patients Equipping national ambulance centers (equipped ambulances, spare parts, and equipment) Provide start-up inventories of inputs (personnel costs borne by the national budget) Establishment of senior centers Establishment of community centers for people ages 65 and older Establishment of early childhood centers Establishment of early childhood centers (care for children younger than four) Note: IDPs = internally displaced persons; GBV = gender-based violence; SIMAST = Ministry of Social Affairs and Labour database. REVISED INVESTMENT PLAN / SUMMER 2025 / RAPID CRISIS IMPACT ASSESSMENT FOR HAITI 25 Priority Axis 4 TABLE A.4 STRENGTHENING RULE OF LAW AND PUBLIC SECURITY Priority Actions Programs Subprograms Budget, US$ Guarantee proper functioning of justice and the fight against impunity Court and tribunal recovery program Accountability program for judicial actors 32,861,447 Identify spaces that are sufficiently secure and large enough to relocate the two tribunaux de première instance Infrastructure rehabilitation Strengthen the National Identification Office Accountability program for judicial actors Specialized courts program Strengthening of central financial intelligence unit Strengthening of judicial inspection of the Ministry of Justice and Public Security and the High Council of the Judiciary of the Technical Certification Commission Implementation of internal control mechanisms within courts and reinitiation of computerized management of judicial cases program Implementation of new penal and criminal procedure codes Development of draft laws to accompany codes Participation in training seminars Make recommendations for infrastructure and organize a popularization campaign Specialized court program Training programs for magistrates Victim and witness protection programs for magistrates Construction of six new legal assistance offices (eighteen jurisdictions benefit from a legal assistance office) Strengthening of the National Council for Legal Assistance through its 2021–26 strategic plan Standardization of legal assistance programs offered by other organizations, including nongovernmental organizations Infrastructure program Rehabilitation Reconstruction Equipment Strengthening prevention and response to SGBV Prevention of SGBV Education and awareness 2,875,000 Training of community and religious leaders Community dialogue Media campaigns Response to SGBV Community monitoring mechanisms Multisector support services Training of professionals Safe spaces Police Legal, institutional, command, and control framework Consolidation of the HNP’s legal, institutional, and structural framework 244,096,000 Strengthening of the HNP’s gender policy and providing it with legal instruments to combat GBV Establishment of internal control mechanisms within the HNP Human resources and working conditions Increasing the HNP’s training capacity Development of human capital Strengthening of the HNP’s institutional capacity Improvement in working conditions by providing work material and equipment 26 Priority Actions Programs Subprograms Budget, US$ Administration and communication Consolidation of the HNP’s communication capabilities 244,096,000 Public safety and judicial police Increase in operational capacity of intervention units Increase in the HNP’s intelligence and intelligence capabilities Increase the HNP’s operational border control capacity Increase in the HNP’s operational capacity to fight maritime crime Increase the HNP’s operational capacity to fight against human trafficking Increase the HNP’s investigation capacity Infrastructure framework Increase the HNP’s accessibility Improving of HNP’s infrastructure through construction, relocation, and rehabilitation (long term) Prisons Normative, institutional, command, and control framework Consolidation of the HNP’s legal, institutional, and structural framework 58,502,500 Strengthening of the DAP’s gender policy and mechanisms to combat GBV Strengthening the DAP’s internal control mechanisms Increase the DAP’s administrative and operational autonomy Human resources and working conditions Increase in the DAP’s workforce Increase the DAP’s institutional capacity through continuing training Improve working conditions Increase in the DAP’s institutional capacity Improvement in the DAP’s communication capabilities Increase in security of prisons Development of policy for management and security of prisons Acquisition of materials and equipment for prison surveillance Increase in operational capacity of t