(2025) Vers une feuille de route dirigée par Haïti pour la stabilité et la paix avec un soutien régional et international

Pillar Lines of Action Short-Term Goals Medium term goals Long-term goals Key actors Main risk Probability (low/medium/high Mitigation measure Support logistics and operational capacities of MSS- HNP joint operations in targeted high-risk zones Provide needed resources and infraestructure for MSS-HNP joint operations in targeted high-risk zones Allow MSS-HNP presence in strategic corridors through fully operational and logistical support HNP operations maintain sustained control over key security corridors without external support OAS, Haitian National Police (HNP), Multinational Security Support (MSS) Mission Limited capacity and lack of coordination among actors High Establish coordination committees to ensure allignment with national authorities Identify, classify, and register information on firearms and ammunition in state arsenals Improve capacities to classify, and register information on firearms and ammunition in state arsenals HNP arsenals are systematically documented and monitored, enabling better control and risk management OAS, Haitian National Police (HNP) Resistance from internal units delays the classification and registration process; Lack of access to the physical location hinders classification Medium Work closely with HNP leadership to ensure access and designate focal points; provide standard templates for registration Install inventory control system to maintain accountability of HNP arsenals Improve inventory control capacities to maintain accountability of HNP arsenals HNP arsenals are systematically documented and monitored, enabling better control and risk management OAS, Haitian National Police (HNP) Resistance from internal units delays the classification and registration process; Lack of access to the physical location hinders installation of system High Work closely with HNP leadership to ensure access and designate focal points; provide standard templates for registration; work with other agencies to establish secure access to locations Establish tactical support and logistics infrastructure. Provide tactical support and logistics infrastructure for HNP Support capacities to provide logistical support to field operations HNP logistics infraestructure and field operations are consistently deployed across priority regions OAS, Haitian National Police (HNP), Multinational Security Support (MSS) Mission Limited capacity and lack of coordination among actors High Establish coordination committees to ensure allignment with national authorities Refurbishment of Police Stations, operation bases, and other security facilities Provide resources for improving security infrastructure in high-risk zones HNP security infraestructure and field operations are consistently deployed across priority regions OAS, Haitian National Police (HNP), Multinational Security Support (MSS) Mission Limited access to hig-risk zones Medium Establish coordination committees to ensure allignment with national authorities. Provide technical and material support to improve the storage facilities of state arsenals Improve operational infraestructure and storage facilities Enabled proper access of HNP to stockpiles, while reducing unauthorized use or diversion of national arsenals. OAS, Haitian National Police (HNP), Multinational Security Support (MSS) Mission Delays in procurement processes or import restrictions prevent timely delivery of technical and material support. Medium Plan procurement well in advance, maintain regular communication with national authorities on customs and import procedures, and explore local alternatives if feasible Annex 1: Pillar 1: Security Stabilization and Peace Restoration – Operational Overview Emergency response Establish secure logistical and monitoring systems. Pillar 1: Security Stabilization and Peace Restoration Emergency response Establish institutional presence through restoration of security infrastructure and secure digital systems. Pillar Lines of Action Short-Term Goals Medium term goals Long-term goals Key actors Main risk Probability (low/medium/high Mitigation measure Provision of near real time detection indicator of credential of police authorities leaks Reduction of exposure of .gouv.ht and police digital identity, credentials and sensitive information Near real time detection indicator of credential of police authorities leaks improved OAS, CONATEL Leak of information Medium Create secure communication channel and establish trusted point of contact Develop secure, cloud-based infrastructure and mobile digital tools to support real-time command, surveillance, interagency coordination, and evidence management, including public reporting platforms and AI- driven technologies like drones and body cameras Consolidate a secure and interoperable digital platform that integrates public safety entities, enabling effective coordination to improve operational response times and ensuring traceability and transparency in public administration. Enhance the digital ecosystem of security and justice that promotes institutional strengthening and a sustained reduction in crime. CONATEL, Ministry of Justice and Public Security, Police, Prosecutor’s Office, Civil Society Lack of continuity in the projects of participating institutions due to the instability of the State Medium Establish public policies that transcend changes in government and ensure funding over time. Provide comprehensive training for officers and IT personnel on digital tool use, data protection, and cybersecurity to ensure sustainable, secure operations Establish a network of government officials specializing in IT who receive ongoing training and serve as local trainers to operate and protect the government's information systems. Strengthen information systems to ensure efficient and reliable services provided by the State, and create greater resilience to cyber threats. CONATEL, Ministry of Interior and Territorial Communities, Police, Ministry of Justice and Public Security Challenges in ensuring the continuity of specialized human capital in the government sector Medium Implement a cross-cutting digital training policy in the State that considers talent retention schemes. Ensure project sustainability and national ownership. Integrate HNP in designing, adquisision and management of restored infrastructure and logistics systems HNP progressively assume management of restored infrastructure and logistics systems under clear transition protocols. The HNP leads operations with minimal external support. OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Limited capacity and lack of coordination among actors. Medium Establish coordination committees to ensure allignment with national authorities. Identify institutional priorities, operational gaps, and humanitarian access needs. Provide a validated national security baseline guides planning and resource allocation across security actors Security planning and response are consistently based on national data and updated assessments. OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Local authorities Processes cannot be evaluated due to the impossibility of having access to certain locations (such as depot areas). Medium Establish coordination committees to ensure allignment with national authorities. Assess the HNP’s capacities to prevent and address firearms trafficking Provide a validated national security baseline assessment and recommendations for improvement across security actors Develop acion plan to close identified key gaps in HNP operational capacities and processes that contribute to illegal use of firearms and ammunition by gangs OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Local authorities Processes cannot be evaluated due to the impossibility of having access to certain locations (such as depot areas) Medium Baseline should be carried out once other emergency measures take place and there is more control to certain territories Assess conditions of arsenals from key non-state actors, including private security companies Provide a validated national security baseline assessment and recommendations for improvement across security actors Develop acion plan to close identified key gaps in HNP operational capacities and processes that contribute to illegal use of firearms and ammunition by gangs OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Local authorities PSC do not provide access to information Medium Engagement of the Ministry of Defense and of PSC in the process; Evaluate if there are any frameworks that could be used to enforce access Develop context-specific risk education materials (radio, flyers, social media, posters) in Creole and French. Develop a strategy for Training of Trainers and Community Capacities strenghtening for EORE Deliver community-based sessions through trusted local partners, community leaders, schools, and humanitarian channels. Coordination with National and International Actors Work through trusted local actors, community leaders, and NGOs who have access and acceptance in insecure areas; Use protection cluster, health, and emergency reports to triangulate areas with blast injuries or unexplained explosions and establish or support anonymous, safe channels (hotlines, local focal points) for community members to report EO sightings or incidents; Collaborate with actors already working in target areas to leverage existing networks and outreach tools (e.g., shared messaging platforms, ToT trainers). To integrate Explosive Ordnance Risk Education (EORE) into emergency response efforts in Haiti to reduce injuries and fatalities, particularly among vulnerable populations and first responders operating in high-risk areas. Identify, analyse and prioritise the local EO risks, to assess the capacities and vulnerabilities of the affected communities and to determine the options for conducting EORE. Direction de la Protection Civile (DPC), Haitian National Police (PNH), Local and International NGOs, UN agencies Security and Access Constraints; Lack of Verified EO Incident Data; Coordination Challenges Medium Establish a baseline assessment of Haiti’s national security system to identify institutional priorities, operational gaps, and humanitarian access needs. Pillar 1: Security Stabilization and Peace Restoration Emergency response Establish institutional presence through restoration of security infrastructure and secure digital systems. Pillar Short-Term Goals Medium term goals Long-term goals Key actors Main risk Probability (low/medium/high) Mitigation measure Develop recruitment and retention plans, training curricula, and onboarding protocols are developed and validated with Haitian authorities New HNP recruits are trained, equipped, and deployed in targeted areas with improved retention and inclusion rates. Rebuild HNP prioritizing recruitment, training and equipping of new police officers. OAS, Haitian National Police (HNP), Local Authorities Limited capacity and lack of coordination among actorsMedium Implement regular coordination meetings and joint task forces Promote measures to ensure oversight over stocks of firearms and ammunition of non- state actors, such as PSCs Built capacities to manage stockpiles and to reduce diversion from state and non-state arsenals The HNP has strengthened its capacities to manage stockpiles and to reduce diversion from state and non-state arsenals OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Central Directorate of the Judicial Police (DCPJ), Ministry of Defense PSCs do not collaborate Medium Engagement of all actors the process, Evaluate if there are any frameworks that could be used to enforce access Mark firearms from State and Non-State Actors Develop protocols and SOPs to mark firearms from State and Non-state actors The HNP has strengthened its capacities to manage stockpiles and to reduce diversion from state and non-state arsenals Haitian National Police (HNP),Ministry of Justice and Public Security, Central Directorate of the Judicial Police (DCPJ), Ministry of Defense Limited institutional engagement or resistance from some actors to allow marking of their firearms Medium Conduct awareness sessions on the benefits of marking, provide technical and material assistance to all the marking process Support destruction processes of firearms and ammunition expired/obsolete and/or seized (which cannot be repurposed for official use) Develop protocols and SOPs for destruction processes of firearms and ammunition expired/obsolete and/or seized The HNP has strengthened its capacities to manage stockpiles and to reduce diversion from state and non-state arsenals OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Central Directorate of the Judicial Police (DCPJ), Ministry of Defense Delays in securing legal authorization or logistical coordination for destruction processe Medium Coordinate in advance with judicial and security authorities, provide clear destruction protocols and technical/logistical support Provide technical and material support to HNP and judicial authorities to improve security conditions of storage areas of HNP stockpiles, as well as seized firearms and ammunition Develop protocols and SOPs to manage stockpiles and to reduce diversion from state and non-state arsenals The HNP has strengthened its capacities to manage stockpiles and to reduce diversion from state and non-state arsenals OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Central Directorate of the Judicial Police (DCPJ), Ministry of Defense, Public Prosecutor Office (PPO) Delays in implementation due to infrastructure constraints or lack of coordination between institutions Medium Conduct joint site assessments with relevant authorities, provide technical recommendations, coordinate responsibilities in formal agreements Provide licensing software and hardware for the Carry Permit Service (Service de Porte d’Armes à Feu – SAF) of the Central Division of the Administrative Police (DCPA) Develop protocols and SOPs to manage permit services The HNP has strengthened its capacities to manage stockpiles and to reduce diversion from state and non-state arsenals OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Central Directorate of the Judicial Police (DCPJ), General Administration of Customs (AGD) Limited institutional capacity to implement the softwareMedium Coordinate with legal and IT departments in advance, provide training and user manuals Identify and assess security practices and knowledge at air, land, and maritime entry points conducting a baseline assessments Develop customized training courses Rebuild law-enforcement agents to guarantee better security border management OAS, Civil Aviation Authority, Airport Security, Maritime and Coast Guard Authorities, Border Police, Immigration, Customs Authority Lack of coordination among relevant agencies; appropiate personnel identified for trainings high Include cross-agency representation in all trainings and assessments; Communicate clear profiles with the government before the training Review current systems, tools, and procedures related to document security and issuance through technical assessment missions Develop customized training courses Rebuild law-enforcement agents to guarantee better security border management OAS, Agencies in charge of border controls, document security issuance, control and verification, civil registries Low technical capacity or resource limitations to implement recommendations; Coordination challenges among involved agencies. Medium Conduct a capacity needs assessment early in the process to tailor interventions to available resources; Include cross-agency representation in all trainings and assessments. Identify current border risk management practices across all domains (air, land, maritime) by conducting a comprehensive a baseline assessment Develop a customized training for frontline officers Rebuild law-enforcement agents to guarantee better security border management OAS, Border agencies and law enforcement with risk management responsibilities and targeting responsibilities. Lack of management support for incorporating the practices. Lack of training facilities Medium Conduct stakeholder meetings ahead of time to ensure buy-in. Identify and analyse current regional cooperation frameworks and data-sharing practices by conducting a gap analysis Identify and designate national focal points for cross-border information sharing and coordination, and organize joint workshops with the national focal points on coordinated border responses Built capacities through SOPs, and protocols in surveillance, firearms detection and interdiction at ports and border crossings OAS, National Border and intelligence Agencies from neighboring countries and regional/international organizations Lack of interest from the neighboring countries and regional organizations Medium Conduct outreach to neighboring countries sharing border challenges with Haiti and organize networking meetings Install equipment to improve surveillance at ports and border crossings Train and mentor border agencies in surveillance, firearms detection and interdiction at ports and border crossings Law enforcement authorities (HNP, particularly POLIFRONT, HCG, and customs) have strengthened their capacities to interdict firearms and ammunition trafficked through border points OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, General Administration of Customs (AGD) High staff turnover or limited institutional follow-upMedium Develop training-of-trainers component, coordinate with agency leadership to retain trained staff Provide binational workshops between Haitian and Dominican Republic border control personnel to enhance strategies to combat firearms and ammunition Develop join protocols and strategies to enhance strategies to combat firearms and ammunition Law enforcement authorities (HNP, particularly POLIFRONT, HCG, and customs) have strengthened their capacities to interdict firearms and ammunition trafficked through border points OAS, Haitian National Police (HNP), General Administration of Customs (AGD), Ministry of Foreign Affairs Political or institutional tensions limit participation of cross- border collaboration Medium Include confidence-building measures, and engage authorities at both technical and political levels Conduct targeted intelligence-led operations to interdict firearms and drugs Institutionalize intelligence-led policing to address firearms and drug trafficking Strengthen law enforcement capacity to counter illicit trafficking of firearms and drugs OAS, Haitian National Police (HNP) Counternarcotics Unit (BLTS) Limited institutional capacity to conduct and sustain intelligence-led operations Medium Provide technical assistance and mentorship to establish standard operating procedures Deliver technical training for law enforcement on counterdrug intelligence Build national capacity for continuous training on counterdrug police intelligence Strengthen law enforcement capacity to counter illicit trafficking of firearms and drugs OAS, Haitian National Police (HNP) Counternarcotics Unit (BLTS) Trainees without the requested profile; High turnover in trained personnel; limited institutionalization of training programs Medium Share clear participant profiles with counterparts and conduct pre-screening; Integrate training modules into permanent academy curricula and encourage “train-the-trainer” programs Identify relevant stakeholders and conduct technical assesment of capacity needs for training and equipment Design customized training materials and guidelines for courses Strengthen law enforcement capacity to counter illicit trafficking of firearms and drugs OAS, Haitian National Police (HNP) Counternarcotics Unit (BLTS), POLIFRONT, National Border and Customs units Lack of adequate facilities/equipment; heightened physical risks of practical training; lack of ability to host in person training activities. Medium Security assessment factored into planning, budget for necessary equipment, design training adaptable to conditions Strengthen interagency collaboration and intelligence-sharing platforms Develop permanent mechanisms for interagency and international information exchange Strengthen law enforcement capacity to counter illicit trafficking of firearms and drugs OAS, Haitian National Police (HNP) Counternarcotics Unit (BLTS), Haitian Coast Guard, the General Customs Administration (AGD), and the National Port Authority (APN) Fragmented interagency coordination; lack of trust among institutions Medium Establish joint task forces; Facilitate workshops to promote collaboration and trust-building Deliver technical training for law enforcement on synthetic drugs and NPS.Build national capacity for continuous training on synthetic drugs and NPS. Strengthen law enforcement capacity to counter illicit trafficking of firearms and drugs OAS, Hatian National Police (HNP), Haitian Coast Guard, the General Customs Administration (AGD), and the National Port Authority (APN) Trainees without the requested profile; High turnover in trained personnel; limited institutionalization of training programs Medium Share clear participant profiles with counterparts and conduct pre-screening; Integrate training modules into permanent academy curricula and encourage “train-the-trainer” programs Support operational efforts in interdiction of controlled precursors and diversion prevention Include technical oversight and coordination mechanisms in routine interdiction efforts Strengthen law enforcement capacity to counter illicit trafficking of firearms and drugs OAS, Haitian National Police (HNP), Haitian Coast Guard, the General Customs Administration (AGD), and the National Port Authority (APN) Lack of coordination among enforcement agencies during precursor control operations Medium Set up multi-agency coordination protocols and joint investigation mechanisms Conduct a High-level seminar to strengthen integrated strategies against firearms and drug trafficking.C22:I27 Built capacities for tracing and investigation of recovered firearms Train, support, and mentor HNP personnel in the implementation of the protocol OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Central Directorate of the Judicial Police (DCPJ), The Controlling of Narcotics Crimes Brigade (BLTS), Public Prosecutor Office (PPO) Insufficient coordination among relevant agencies or lack of specialized capacity delays effective operation of the task force Medium Define clear mandates and workflows for each institution, provide operational guidance and facilitate regular joint meetings Deploy a task force to trace a sample of firearms, and generate inteligence reportsDevelop a protocol for HNP for recovery of firearms The HNP has strengthened its capabilities to detect, identify, trace, and investigate firearms trafficking and firearms-related crime OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Central Directorate of the Judicial Police (DCPJ), The Controlling of Narcotics Crimes Brigade (BLTS), Public Prosecutor Office (PPO) Lack of interagency data sharing or analytical capacityMedium Establish data-sharing protocols and provide technical support for report preparation and analysis Operational Overview Pillar 1: Security Stabilization and Peace Restoration Sustainable Security Strategy Rebuild HNP prioritizing recruitment, training and equipping of new police officers Rebuild law-enforcement agents to guarantee better security border management Strengthen law enforcement capacity to counter illicit trafficking of firearms and drugs Pillar 1: Security Stabilization and Peace Restoration Sustainable Security Strategy Pillar Short-Term Goals Medium term goals Long-term goals Key actors Main risk Probability (low/medium/high) Mitigation measure Deploy a cross-border intelligence-led operation to disrupt firearms trafficking networks Generate intelligence and corresponding reports with conclusions of tracing and criminal investigation efforts The HNP has strengthened its capabilities to detect, identify, trace, and investigate firearms trafficking and firearms-related crime OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Central Directorate of the Judicial Police (DCPJ) Limited coordination or insufficient actionable intelligence Medium Ensure prior intelligence analysis and shared across relevant units or institutions, designate clear operational roles and communication channels Develop a protocol for HNP for recovery of firearms, and train HNP personnel on its implementation Buil capacities for tracing and investigation of recovered firearms The HNP has strengthened its capabilities to detect, identify, trace, and investigate firearms trafficking and firearms-related crime OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Central Directorate of the Judicial Police (DCPJ) Lack of institutional ownership or low participation in training Medium Engage HNP leadership in protocol development, ensure training is mandatory Support and mentor HNP personnel in the implementation of the protocol Buil capacities for tracing and investigation of recovered firearms The HNP has strengthened its capabilities to detect, identify, trace, and investigate firearms trafficking and firearms-related crime OAS, Haitian National Police (HNP), Central Directorate of the Judicial Police (DCPJ) Lack of institutional ownership or institutional turnoverMedium Schedule mentoring sessions aligned with field operations, maintain contact with focal points Conduct a High-level seminar to strengthen integrated strategies against firearms and drug trafficking. Buil capacities for tracing and investigation of recovered firearms The HNP has strengthened its capabilities to detect, identify, trace, and investigate firearms trafficking and firearms-related crime OAS, Haitian National Police (HNP), Central Directorate of the Judicial Police (DCPJ), The Controlling of Narcotics Crimes Brigade (BLTS) Limited engagement from senior officials or authorities Medium Coordinate well in advance with authorities; align seminar content with national priorities and ensure invitations are endorsed at the political level Conduct explosive ordnance threat and risk assessments Advocate for international or regional clearance capacity to respond to confirmed explosive ordnance threats. Align explosive ordnance risk work with peacebuilding, reconstruction, and development initiatives. Haitian National Police (PNH), Direction de la Protection Civile (DPC), ICRC and the Haitian Red Cross (CRH), UN Agencies, International and National NGOs Widespread gang violence and territorial control may restrict access to affected communities, especially in urban hotspots. Medium Work with trusted local actors (e.g., community leaders, NGOs, faith groups) who have access and acceptance in high-risk areas to deliver explosive ordnance risk education indirectly. Deliver urgent explosive ordnance risk education to high-risk communities using local media, mobile teams, and printed materials in Haitian Creole. Build a cadre of community-based trainers who can deliver ongoing risk education in hard-to-reach areas. Integrate explosive ordnance risk education into education, health, and protection programs. Haitian National Police (PNH), Direction de la Protection Civile (DPC), ICRC and the Haitian Red Cross (CRH), UN Agencies, International and National NGOs Absence of a centralized mine action coordination body or weak inter-agency alignment on explosive ordnance risk work. Medium If national structures are absent, assign a lead agency or temporary coordination role to manage explosive ordnance related data, planning, and communication. Set up anonymous, community-based explosive ordnance alert systems (e.g., phone lines, local focal points). Support training and equipment for national bomb disposal units (e.g., PNH). Advocate for the creation (or strengthening) of a national mine action or explosive ordnance tracking mechanism in coordination with security and civilian authorities. Haitian National Police (PNH), Direction de la Protection Civile (DPC), ICRC and the Haitian Red Cross (CRH), UN Agencies, International and National NGOs Absence of a centralized mine action coordination body or weak inter-agency alignment on explosive ordnance risk work. Medium If national structures are absent, assign a lead agency or temporary coordination role to manage explosive ordnance related data, planning, and communication. Support gang dismantling through training sessions on financial crimes investigations Implement specialized financial crime training modules for prosecutors, police, and FIU analysts, with focus on asset recovery procedures. Strengthen law enforcement capacity to investigate the finances of organized crime OAS, Haitian National Police (HNP), Central Financial Intelligence Unit (UCREF), Bureau of Economic and Financial Crimes (BAFE), The Controlling of Narcotics Crimes Brigade (BLTS), Central Bank of Haiti, Ministry of Justice and Public Security, Public Prosecutor Office, Bureau for the Administration of Special Funds (BAFOS), Investigating Magistrates Trainees without the profile requested and/or trainees with institutional approval for participating in the training. Delays in the nomination of the participants. Availability of training facilities. Low Close coordination with counterparts. Coordination with OAS National Office Support financial investigations and the recovery of illicit assets through training sessionsBuild capacity in financial investigation and asset recovery Strengthen law enforcement capacity to investigate the finances of organized crime OAS, Bureau for the Administration of Special Funds (BAFOS), General Administration of Customs, Ministry of Justice and Public Security, Operational implementation of processes and procedures developed Low Collaborarive development of procedures and processes with counterparts Conduct technical needs assessments of Haiti’s FIU and BAFOS to develop tailored capacity-building plans Support Haiti’s FIU and BAFOS with technical assistance to strengthen their capacity to track illicit assets Strengthen law enforcement capacity to investigate the finances of organized crime OAS, Central Financial Intelligence Unit (UCREF), Bureau for the Administration of Special Funds (BAFOS), Anti-Money Laundering Committee Information unavailable or with low quality for analysis. UCREF Financial intelligence Analysis with low proprity in PPO. Medium Close coordination with UCREF. Conducting liaison and technical meetings with PPO Develop AML/CFT frameworks and FATF's Recommendations compliance strategies Support the legal and operational framework of AML/CFT aligned with FATF recommendations Strengthen law enforcement capacity to investigate the finances of organized crime OAS, Central Financial Intelligence Unit (UCREF), Ministry of Justice and Public Security, Public Prosecutor Office, Anti-Money Laundering Committee Proposed frameworks and ammendments not approved by authorities. Medium Coordination with counterparts and strategic partners such as CFATF. Develpoment of recommendations of CFATF's MER. Conduct diagnostic assessments of existing legal frameworks governing law enforcement, identifying priority areas for modernization. Support drafting and consensus-building around legal reforms to modernize policing and judicial operations in line with democratic and human rights standards. Strengthen rule of law and judicial capacity OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Central Directorate of the Judicial Police (DCPJ), Ministry of Defense Limited capacity and lack of coordination among actorsMedium Implement regular coordination meetings and joint task forces Launch initial consultations with judicial actors to assess needs for operational independence and institutional protection. Develop and implement training and support programs to strengthen the independence and technical capacity of prosecutors and judges, particularly in complex criminal cases. Strengthen rule of law and judicial capacity OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Central Directorate of the Judicial Police (DCPJ), Ministry of Defense Limited capacity and lack of coordination among actorsMedium Implement regular coordination meetings and joint task forces Evaluate current forensic and judicial case management systems to determine equipment and software gaps. Procure and install forensic equipment and case management software in key jurisdictions to reduce case backlog and improve prosecution quality. Strengthen rule of law and judicial capacity OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Central Directorate of the Judicial Police (DCPJ), Ministry of Defense Limited capacity and lack of coordination among actorsMedium Implement regular coordination meetings and joint task forces Conduct consultations with Haitian communities and HNP to define priorities and cultural specificities for a community policing curriculum. Implement community policing training programs nationwide, incorporating human rights, de-escalation, and trust-building practices. Promote community policing and social cohesion OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Local Authorities Limited capacity and lack of coordination among actorsMedium Implement regular coordination meetings and joint task forces Identify and engage women, youth, and religious leaders to prepare the first round of local safety forums. Facilitate recurring safety forums as platforms for local dialogue, trust- building, and collaborative problem-solving between security forces and communities. Promote community policing and social cohesion OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Local Authorities Limited capacity and lack of coordination among actorsMedium Implement regular coordination meetings and joint task forces Map existing community violence dynamics and identify potential civil society partners for violence interruption initiatives. Implement pilot violence interruption initiatives in high-risk neighborhoods with local mediators and outreach workers. Promote community policing and social cohesion OAS, Haitian National Police (HNP),Ministry of Justice and Public Security, Local Authorities Limited capacity and lack of coordination among actorsMedium Implement regular coordination meetings and joint task forces Combat the finances of organized crime Build rule of law and judicial capacity Promote community policing and social cohesion Address and reduce the risk posed by explosive ordnances Strengthen law enforcement capacity to counter illicit trafficking of firearms and drugs Pillar 1: Security Stabilization and Peace Restoration Sustainable Security Strategy Pillar Short-Term Goals Medium term goals Long-term goals Key actors Main risk Probability (low/medium/high) Mitigation measure Conduct plans to recruit youth at-risk to participate in life skills trainingPromote sustained participation of youth at-risk in life skills trainingPrevent gang violence and youth recruitment Youth at risk or engaged in gang violence at community level Saint Trinity School of Music, Youth Beyond Resilience Foundation, Fokal Foundation, Ministries of Culture and/or Education, Ministry of Justice and Public Security, local authorities Security risks for actors and locations High Negotiate strong security measures in locations and for transportation of participants, stakeholders and OAS Staff with key security actors Facilitate that psychosocial support team engaget with State and local communities leaderships to build trust using violence and crime prevention interventions Community members seek for psychosocial support and/or are referred to services from State and community mechanisms Prevent gang violence and youth recruitment Psychosocial support staff; Ministry of Justice and Public Security; Local authorities; Community leaders Security risks for stakeholders, participants and OAS Staff High Negotiate strong security measures in locations and for transportation of participants, stakeholders and OAS Staff with key security actors Senzitize private sector about youth integration in the job market; and Promote the engagement of at-risk youth, including those involved in gang-related activities, in educational reintegration strategies Increase private sector hire rates of youth at-risk and or with gang related criminal background Increase enrollement of youth at-risk and/or engaged with gang related criminal background in school Prevent gang violence and youth recruitment Haitian National Police, Haitian Institute of Social Well-Being and Research, Ministry of Justice and Public Security, National Drug Commission (CONALD) - for drug related offenses- academia, private sector Partners from the private sector do not offer opportunities to youth at-risk or with a criminal background Youth with criminal background suffer with prejudice within the school system High Sensibilization campaign for private sector candidates, search develop apprenticeship opportunities Conduct violence prevention and victims' assistance training workshops for different public sector and community actors Participants apply knolwedge and skills acquired in trainingPrevent gang violence and youth recruitment Local & international consultants, OAS Portal of the Americas, local authorities Security risks for actors and locations High Negotiate strong security measures in locations and for transportation of participants, stakeholders and OAS Staff with key security actors Develop campaign about gang prevention Communities sensitized about gang prevention Prevent gang violence and youth recruitment Local consultants, local authorities, local schools and university, local media Security risks for actors and locations High Negotiate strong security measures in locations and for transportation of participants, stakeholders and OAS Staff with key security actors Public spaces for intervention selected for improvement in partnership with the State and civil society Start the mprovement of public spaces Prevent gang violence and youth recruitment Local cosultants, local government, local NGO, LAMIKA Program, EVA Studio Security risks for actors and locations High Negotiate strong security measures in locations and for transportation of participants, stakeholders and OAS Staff with key security actors Create Task Force and local committees stakeholders on drug related crimesMobilize and established Task Force and local committees stakeholdersPrevent gang violence and youth recruitment OAS, CONALD - National Drug Commission-, BAC, BLTS, MJPS, PPO, PNH Lack of political will and enabling envirnomentLow Provide training, assistance and tecnical tools to set multisectoral coordination in place Identify recruitment sources on drug related crimes through the Task Force Enhance analysis of patterns, tactics, and digital recruitment strategiesPrevent gang violence and youth recruitment OAS, CONALD - National Drug Commission-, BAC, BLTS, MJPS, PPO, PNH, private sector (social media), local and faith leaders Lack of involvement from private sector and lack of information by institutional actors involved Medium Use secondary sources to find country comparison patterns Develop study to analyze youth recruitment patterns to gangs, including those through social media Develop training to enhace institucional capacities to preven youth recruitment to gangs Conduct study to analyze youth recruitment patterns to gangs, including those through social media Conduct training to enhace institucional capacities to preven youth recruitment to gangs Prevent gang violence and youth recruitment Reseach institutes, academia Lack of data Medium Conduct studies on the ground, interviews, focal groups Identify legislative gaps to effectively prosecute the recruitment of youth by criminal groups in the drug market Support legislative review and development Prevent gang violence and youth recruitment OAS, Legislatures, judiciary stakeholders and CONALD. Lack of political will or interest in revising existing gaps to effectively prosecute the recruitment of youth by criminal groups in the drug market Medium Connect with regional parlamentary forums or networks Mobilize community to identify main needs for gang violence prevention initiatives (violence interruption, conflict management, anger management, sports, movie discussions, others) Community participate in identified local led interventionsPrevent gang violence and youth recruitment Community leaders, civil society organizations, State Communities do not engage in interventions low Build partnerships with civil society organizations and community leaders Develop case management system to coordinate individualized support for young offenders Case management tool developed Prevent gang violence and youth recruitment Community leaders, civil society organizations, State Low access of technolgical equipment, information security Medium Create a safe software Support the development of youth leadership by facilitating the creation of a committee tasked with designing and implementing gang violence prevention strategies Youth committees organized and plan of action developed Prevent gang violence and youth recruitment Ministry of Justice and Public Security, Group Croissance, Youth Beyond Resilience Foundation, existing local violence prevention committees Security risks for participants and OAS staffHigh Negotiate strong security measures, in particular during committee sessions Educate children to become aware of suspicious online activities through education on the safe use of digital media and targeted interventions. Children take action reporting suspecious online activity Prevent gang violence and youth recruitment Community leaders, civil society organizations, State Very low level of media literacy High Develop materials of media 1.0.1 Conduct assessment of TIP frameworks Develop/update at least 3 frameworks Strengthen the national response to human trafficking Ministry of Interior or Justice, National Authority on TIP, legislators, academia and CSO Lack of political will or interest in revising existing laws or developing new ones Medium Provide financial and human resources to the responsable instancies to develop and promote the new updates or new framework Develop materials and tools about identification of victims and cross-border cooperation Map materials to be purchased to improve victims detection Facilitate bilateral meetings with State authorities to better detect victims Conduct multisectorial and regional trainings on the detection of victims and their referral to assitance and protection services Purchase materials to support victims detection work Improve State coordination for TIP victims detection Strengthen the national response to human trafficking Migration, border control, service providers and NGOs Lack of interest of the actors to attend the training Low Project will sign agreements and develop partnerships with responsible agencies and other actors to guarantee participation and understanding of the importance of the training. Develop protocols, SOPs and build or remodel offices, building and other infrastructes required for the provision of services to human trafficking survivors SOPs and other frameworks are approved and available for application and space for providing services is built or renovated. Personnel of NGOs trained on the application of protocols and SOPs. Strengthen the national response to human trafficking National Authority on TIP, and NGOs Lack of organizations that provide services to TIP victims or any other type of violence and adequate infrastructure Medium If there is no NGO or international organization to provide the services, work on supporting existing government agencies that provide or could provode services to victims of TIP and other manifestations of violence Promote the signing of agreements with NGOs or goverment agencies, hiring of personnel, development, design and printing of training materials, purchase of first aid kits and other resources to support victims reintegration Develop action flow for TIP victims screening Staff hired and trained offering services to victims Action flow for TIP victim screening used Strengthen the national response to human trafficking State and NGOs, Psychologists, social workers, first responders, educators Lack of qualified professionals and programs Medium Provide training to staff and ongoing support through virtual mentorships and consultations with professionals in other countries. Enhance the TIP victim support program Develop, translate and print training materials to build multistakeholders capacities to prevent, investigate and prosecture human trafficking Select participants for the training Conduct training Strengthen the national response to human trafficking Security and justice system, border control, and migration officers, service providers Lack of interest of the actors to attend the training Low Project will sign agreements and develop partnerships with responsible agencies and other actors to guarantee participation and understanding of the importance of the training. Prevent gang violence and youth recruitment Strengthen the national response to human trafficking Pillar 1: Security Stabilization and Peace Restoration Sustainable Security Strategy Pillar Major stages Short-Term Goals Medium term goals Long-term goals Key actors Main risk Probability (low/medium/high) Mitigation measure Members of the High-Level mission identified and appointed by the Secretary General and accepted by the Haitian Authorities. N/A N/A Assemble the multidisciplinary High- Level Mission responsible for designing the dialogue framework, mapping stakeholders (including political actors, civil society, private sector, religious institutions, diaspora, and security influencers), and defining participation protocols, confidentiality arrangements, negotiation methodologies, and mechanisms for implementing agreed actions. N/A N/A Number of roundtables determined; working methodology and rules of procedure for the High-Level Mission adopted; stakeholders for roundtable participation identified N/A Perceived exclusion of relevant actors may undermine the process and provoke resistance. Medium Ensure broad consultations for stakeholder mapping, and adopt transparent criteria that reflect the diversity of Haitian society, while remaining adaptable to emerging actors or shifts in the political landscape Agree on rules of procedure for dialogue sessions. Define roles and responsibilities for dialogue moderation. Establish dialogue timetable and key meeting schedule by consensus. Reaffirm confidentiality protocols and participant commitments. Develop a roadmap and establish a working group for constitutional reform. Develop an electoral security framework. Assess financial and infrastructural needs Complete assessment report on financial and infrastructural needs. Establish a framework for a dedicated monitoring mechanism. Establishment of the High- Level Mission Exploratory Dialogue Rules and Agenda Definition Pillar 2: Political Consensus and Governance Support High Finalize a consolidated timeline for delivering agreed outcomes Develop internal regulations Define the technical agenda focusing on core issues Establish an electoral security framework Advance core institutional reforms Establish effective monitoring mechanisms N/A Lack of consensus on the structure and objectives of the dialogue may hinder progress or stall the process. TPC, OAS, Prime Minister and Key Cabinet Members (Justice, Interior, Finance, etc.), Haitian Civil Society Leaders and Experts (Constitutional Experts, Electoral Specialists, Human Rights Advocates, CARICOM, UN Disagreements among key actors or lack of follow-through on commitments may delay the development and adoption of dialogue mechanisms, institutional frameworks, and reform priorities, undermining trust in the process and weakening implementation. Prioritized plan for core institutional reforms. N/A Foster inclusive participation from the outset through clearly defined roles, transparent procedures, and consensus-building mechanisms. Maintain consistent communication and accountability structures, including a dedicated monitoring framework, to reinforce stakeholder engagement and ensure timely progress on agreed deliverables. Annex 2: Pillar 2: Political Consensus and Governance Support – Operational Overview Discreet bilateral consultations conducted with key actors to assess interests, identify constraints, and explore areas of potential consensus Dialogue architecture refined, including format (e.g., number of roundtables), duration, validation mechanisms, and strategies to ensure broad representation.Initiation of Exploratory Dialogue. Members of the High-Level mission / OAS Technical Secretariat / CARICOM Eminent Persons Group / civil society Differences in expectations among key actors regarding the composition or scope of the High-Level Mission could lead to delays or impact its perceived legitimacy Medium Engage in early and informal consultations with relevant stakeholders to foster common understanding and alignment on the mission’s objectives and structure OAS N/A Limited willingness of key actors to engage in consultations due to mistrust or political sensitivities. Engage respected intermediaries to initiate contact, build trust gradually, and ensure confidentiality to encourage open dialogue. Adopt a flexible, context-driven approach that is responsive to local dynamics, allowing the dialogue format and scope to evolve through consultation and iterative feedback. Medium High Pillar Major stages Short-Term Goals Medium term goals Long-term goals Key actors Main risk Probability (low/medium/high) Mitigation measure Finalize consensus among key stakeholders through inclusive dialogue mechanisms. Convene public plenary sessions to validate outcomes and reinforce transparency. Reinforce public trust through open communication and visible commitment to agreed actions. Draft operational agreements, including roadmaps, benchmarks, and responsibilities. Prepare a consolidated summary of draft agreements for public dissemination. Develop a public engagement plan. Compile transcripts and summaries of public plenary sessions and collect public feedback. Finalize and publicly endorse agreements. Implement a sustained public communication campaign. Establish mechanisms for real-time misinformation countering. Formal endorsement of dialogue agreements. Establish an operational monitoring unit with a defined mandate and adequate resources. Clarify future governance arrangements through TPC reporting Document and implement handover protocols to the next governance structure. Publish signed national consensus agreements through official channels. Issue a joint statement of international support for the agreements. Deliver the first progress report from the monitoring unit. Provide regular public updates from the TPC on implementation progress. Produce the TPC’s final status report outlining a clear post-mandate governance plan. Revise and update the latest version of the constitution. Follow up on progress related to the new constitution. Organize inclusive dialogue sessions to help citizens, including minority groups, understand the reform process from drafting of the constitution to their participation at the referendum Develop and disseminate promotional campaign material. Develop documentation to explain the constitutional reform process. N/A High Facilitate structured technical discussions and informal consultations to bridge differences, while promoting transparency and expert support to guide revisions and build consensus. Develop clear, accessible materials and implement a targeted outreach strategy TCP New government authorities. Media Citizens Lack of public confidence or miscommunication about the dialogue process and its outcomes may result in low participation, misinformation spread, or rejection of agreements by segments of the population. High Low public awareness or misinformation about the constitutional reform process may lead to disengagement or resistance during the referendum stage. TCP New government authorities. New constitution awareness campaign Pillar 2: Political Consensus and Governance Support Review draft of new constitution Develop and implement a proactive public engagement and communication plan that ensures inclusive access to information, regularly disseminates accurate updates and establishes mechanisms to counter misinformation Validation and Implementatio n N/A N/A TPC, Haitian Transitional Government (Prime Minister and Key Ministries) CEP and/or Future Electoral Management Body, UN, OAS, CARICOM Public Dialogue Sessions Define clear roles, responsibilities, and timelines for the monitoring unit and reporting bodies. Secure early commitments from key actors, and ensure that progress reports, endorsed agreements, and procedural documents are disseminated transparently and on schedule to support continuity and public trust. High Medium Delays in coordination or weak implementation of monitoring and reporting mechanisms may erode stakeholder confidence and disrupt continuity in agreed actions. Text of the new constitution approved by key political actors. N/A N/A TPC, Haitian Transitional Government (Prime Minister and Key Ministries) CEP and/or Future Electoral Management Body, UN, OAS, CARICOM N/A N/A Lack of agreement among key actors on the content of the constitutional draft could stall the review and approval process. Pillar Short-Term Goals Medium term goals Long-term goals Key actors Main risk Probability (low/medium/high) Mitigation measures Call for elections (scope, date, eligible offices) Conduct elections Register citizens and deliver ID cards for voting Officially proclaimed results (timely, legally grounded, clear communication) Oversee polling station operations Manage preliminary and official counting of votes Ensure transmission of results Implement tally sheet management Strengthen electoral justice system Post-electoral dispute resolution Lack of institutional capacity. Absence of clear procedural guarantees. Limited public trust in dispute resolution mechanisms. High Technical assistance to build institutional capacity. Training for judges and electoral staff. Communication strategies to promote transparency and trust. Register political parties Political parties registered and participating in elections. Nomination of candidates Nominated candidates participate in elections Accredit party agents and national observers Accredited party agents and national observers monitor the electoral process Deployment of international electoral observation missions An international electoral observation mission is deployed Operational planning (electoral calendar, logistics, resources) Execution of planned operationsCompletion of election planTPC, CEP, UN Weak inter-institutional coordination. Delays in procurement and logistics. Insufficient financial and human resources. Limited capacity to operate due to security conditions. High Early planning with clear responsibilities. Establishment of coordination mechanisms. Timely resource mobilization. Technical support. Conducting robust civic education Increase informed and active citizen participation in the electoral process Strengthen democratic culture and trust in institutions through sustained civic engagement CEP, UN, CSOs, Political Parties Low levels of trust in civic messages due to widespread distrust in authorities and institutions;. Misinformation competing with official information. High Engage trusted local leaders and community- based organizations. Develop culturally inclusive materials. Ensure transparency and consistency in official messaging. Use diverse communication channels. Strengthening ONI’s capacity to ensure accessible and secure civil identification services Voter registration and electoral roll integrity Completed electoral roll for conducting elections ONI, CEP, OAS, Regional experts Insufficient financial and human resources. Inability to operate in all areas due to security conditions. Social displacement creates challenges for voter registration and distribution of ID cards throughout the national territory. High Secure additional funding for ONI operations. Engage with CSOs. Explore mechanisms for voting by displaced communities. Transparent recruitment process. Legal safeguards for independence. Sustained technical support. Strategic communication to build public confidence. TPC, CEP, UN, CSOs, OAS, CARICOM CEP, UN, Judiciary, Regional experts TPC, CEP, OAS, Venice Commission, UN, Political Parties, CSOs, CARICOM, Diplomatic Missions Delays in drafting or adopting legal texts. Resistance from political actors. Legal uncertainty impacting trust. High Broad-based consultation to build political consensus. Alignment with Venice Commission recommendations to enhance legitimacy. Annex 3: Pillar 3: Electoral Process and Institutional Legitimacy – Operational Overview Pillar 3: Electoral Process and Institutional Legitimacy Enact electoral legal frameworks (updated decrees aligned with OAS/Venice Commission recommendations) Train electoral personnel Improve electoral technology systems and related operational processes Strengthening CEP Inclusive political dialogue supported by trusted facilitators. Continuous engagement with key stakeholders to promote consensus. Contingency planning Clarify constitutional timeline Political disagreement or lack of consensus on the draft constitution and/or the electoral processes timeline. Delays or reversals due to instability. High Interference in CEP operations. Low public trust. Limited capacity. High Pillar Line of Action Short-Term Goals Medium term goals Long-term goals Key actors Main risk Probability (low/medium/high) Mitigation measure Shelter and Settlements Ensure access to life-saving aid (food, water, health, shelter) in priority areas. Strengthen local humanitarian response systems. Strengthen and formalize risk reduction and emergency response capacity. UN Agencies (FAO, IOM, UNDRR, UNICEF, OCHA, UNFPA, WFP, PAHO), ICRC, PHEF, international NGOs Insecurity blocking humanitarian access. High Coordinate with MSS for secure humanitarian corridors. WASH Establish humanitarian corridors in high-risk zones. Rehabilitate health and WASH infrastructure. Build resilient health and social protection systems. Local civil society organizations, local governments Funding gaps for sustained services. High Establish pooled funding mechanisms; embed humanitarian goals in national plans. Health services Restore essential health and protection services, epidemiological surveillance, outbreak control. Provide sustained nutrition and protection support, vaccination coverage. Promote community-based disaster preparedness. National health authorities, humanitarian clusters, PAHO Natural disasters (e.g., hurricanes). Medium Preposition supplies in disaster-prone areas; implement early warning systems, rapid recovery of health facilities and essential health services. WASH Food Security and Nutrition Shelter and Settlements Health Services Conduct rapid needs assessments in affected areas. Develop mobile health and protection units. Embed coordination mechanisms across national and local levels. Community leaders, faith-based organizations Community mistrust. Medium Use trusted local intermediaries and integrate community feedback channels. WASH Food Security and Nutrition Shelter and Settlements Preposition core relief items for rapid deployment. Expand multi-purpose cash-based assistance. Integrate humanitarian response within national development strategies. National institutions and local authorities Political turnover undermining continuity. Medium Strengthen accountability frameworks; institutionalize cross-government coordination. Health services Food Security and Nutrition Shelter and Settlements Re-establish safe access routes for humanitarian actors. Enhance data collection for targeted response. Develop permanent national emergency logistics hubs. National Civil Protection Directorate (DGPC), Red Cross Operational bottlenecks in logistics. Medium Coordinate with logistics clusters and pre-arranged supply chains. Annex 4: Pillar 4: Humanitarian Assistance – Operational Overview Pillar 4: Humanitarian Assistance Pillar Line of Action Short-Term Goals Medium term goals Long-term goals Key actors Main risk Probability (low/medium/high) Mitigation measure Developing Human Capital Restore and expand access to health, water, and electricity services Rebuild health infrastructure and expand water/sanitation systems Universal, climate-resilient access to essential services IDB, PAHO, OAS and Ministries of Health and Public Works Insecurity, weak infrastructure High Use decentralized delivery models and secure zones for implementation Promoting Agriculture and Rural Development Food Security Deliver emergency food aid and input support to farmers Develop agricultural value chains and rural roads Food security and robust rural economy IDB, IICA and Ministry of Agriculture Climate variability, logistics gaps Medium Strengthen early warning systems and invest in storage/logistics Youth Inclusion and Resilience Launch temporary employment programs and youth inclusion projects Build a skilled workforce via education and vocational training Inclusive, youth-engaged national labor force IDB, MENFP, Ministry of Youth, IICA and OAS Low education access, urban violence High Target safe areas, mobile training centers, local mentors Enhancing the Business Environment Support MSMEs with advisory and credit access Streamline business registration and support private investment Dynamic and formalized private sector IDB, CFI, Ministry of Commerce and OAS Administrative bottlenecks, legal insecurity Medium Support one-stop-shops and legal framework simplification Economic connectivity Reopen roads and port infrastructure; repair key logistics links Develop transport corridors and digital connectivity Integrated national and international economic connectivity IDB, MTPTC, Customs Agency and OAS Infrastructure sabotage, funding gaps Medium Use resilient designs, co-financing with multilateral donors Enhancing the Business Environment Provide bridge financing and grants to restart local businesses Stimulate private sector development in strategic sectors Diversified, resilient Haitian economy IDB, CFI, OAS, and private sector platforms Market volatility, investment hesitancy High Risk-sharing mechanisms and blended finance tools Healthcare services Support restoration of health services and medical equipment Expand maternal, child, and disability-focused services Equitable, universal health care access IDB, PAHO and Haitian Health Ministry Staff shortages, low resilience of health system High Health worker training and incentive schemes Disaster Preparedness and Climate Resilience Develop disaster preparedness plans and early warning systems Invest in resilient housing, roads, and critical infrastructure Nationwide disaster-resilient development framework IDB, CDB, Civil Protection Agency and OAS Recurring natural hazards, coordination challenges High Mainstream DRR in infrastructure planning and budget cycles Technological Solutions Enhance digital systems for public services and registry Integrate cybersecurity and data protection protocols Transparent and accountable e- governance systems IDB, Ministry of Finance, OAS and ECLAC Cyber threats, capacity constraints Medium Cybersecurity frameworks and digital literacy campaigns Social Protection Systems Strengthen cash transfer systems and social registries Expand national social protection coverage Resilient households and reduced poverty IDB, FAES, OAS and Ministry of Social Affairs Targeting errors, limited fiscal space Medium Digital targeting systems and adaptive social policy Annex 5: Pillar 5: Sustainable Development and Economic Progress – Operational Overview Pillar 5: Sustainable Development and Economic Progress Project/Program/Initiative Name Executing OAS area Start – End Date  Status Budget Funding Source Impact (in bullet points) 1 Increasing Social Cohesion and Countering Gang Violence in Haiti DAR-SSD & OAS Haiti (supported by SMS) November 2023 - December 2025 In execution $11,064,348.12 The Department of Foreign Affairs, Trade and Development (DFTD), Government of Canada (In execution) 1. 30 CBOs received USD 1.25 million for social inclusion projects                                  2. Training of Trainers (ToT) program reorienting 77 police toward citizen-focused service,                 3. 28 police stations being remodeled for sexual gender-based violence cases.                4. 200-member Citizen Security Network strengthening collaboration between law enforcement & communities 2 Strengthening Collaboration and Dialogue between Government Institutions and Community-Based Organizations to support marginalized areas in the West Department of Haiti DAR-SSD & OAS Haiti (supported by SMS) September 2021- December 2025 In execution $5,046,632.00  1.  US/INL ($3,000,000)       2. UNODC ($1,886,930)       3. Government of Italy ($159,702)   1. 27 CBOs received USD 912,500 for social inclusion projects impacting nearly 4000 beneficiaries                              2. Community police trained                3. Three (3) WASH facilities in Cite Soleil are fully operational 4. Transformation of BAFE into Haiti’s Leading Financial Investigative Unit                          5. Launch of the Haiti Anti-Corruption Task Force and Strategic Shift to International Case Processing                       6. International Reintegration and Operational Alignment with Global Standards 3 SECURE-Haiti Program: Securing Efforts for a Comprehensive Unified Response to Enhance Stability in Haiti SMS December, 2024 In execution To be determinedTo be determined 1. Professionalization of the Haitian National Police (HNP): The program strengthens the operational capacity of the HNP through technical training, leadership development, recruitment of underrepresented groups, and modernization of infrastructure, technologies, and processes. 2. Rule of Law and Justice System Support: It improves legal and institutional frameworks, supports judicial and prosecutorial reforms, enhances police accountability mechanisms, and promotes the integration of technology in police and judicial processes. 3. Border Security and Transnational Threats: The initiative equips the HNP to address arms trafficking and other transnational crimes via training, advanced tools, and cross-border cooperation with neighboring countries and multilateral agencies. 4. Community-Oriented Policing: It promotes trust between law enforcement and communities through locally tailored strategies, crisis intervention training, and collaborative problem-solving models. 5. International and Internal Coordination: The program enhances OAS’s ability to support security efforts by aligning with UN, MSS, and other partners, strengthening information-sharing, providing logistical and advisory support, and implementing robust project monitoring and evaluation systems. Annex 6: Existing GS/OAS initiatives supporting Haiti 4 Improving the Haitian National Police’s Learning and Training Capacities to Combat Gang Violence - Building a Tactical Police Training Center (Morne Casse) SMS/SECURE-Haiti March, 2025 In execution $3,800,000.00 The Department of Foreign Affairs, Trade and Development (DFTD), Government of Canada 1. Provide secure, purpose-built infrastructure for specialized tactical training operations 2. Host a curriculum designed and delivered by international experts in tactical operations 3. Focus on gang-related violence, urban operations, and police professionalism standards 4. Operate under a Train-the-Trainer model to ensure sustainability and local ownership 5 Securing Marine and Land Based Trade and Commercial Cargo in Latin America and the Caribbean SMS-CICTE March 2024- September 2026 In execution 4 million CAD ACCBP Canada No impact yet. Project just completed the following items meant to gather information and establish relationships: Participation in one binational meeting with Haiti and DR and conducted one virtual Technical Assessment with Haitian border officials. 6She Secures Haiti SMS-CICTE August 2025To be implemented N/A ACCBP Canada Expected Impact: Build and strengthen technical capabilities, inspire interest in cybersecurity careers, and, in the long term, increase diversity within the industry. 7 Support for activities related to the preparation of the constitutional and electoral framework for the conduct of future elections in Haiti DECO January 2025 - December 2025 In progress $305,306.00 United States and France (Canada supported with funding in 2024). 1. Collaboration with the European Commission for Democracy through Law (Venice Commission): The Venice Commission has conducted a legal and technical review of key Haitian legislation and other election-related documents, resulting in the adoption of three legal opinions on suggested reforms to Haiti’s existing and proposed electoral legislative framework: an Interim Opinion (June 2024) and a Final Opinion (December 2024) on possible constitutional and legislative solutions to conduct future electoral processes, and an Opinion on the draft referendum decree (June 2025). DECO will continue to facilitate and support this engagement. 2. Electoral Technical Cooperation Visits to Member State EMBs: Haitian officials traveled to Mexico and Peru, where they met with representatives of the Instituto Nacional Electoral (INE) of Mexico and the Oficina Nacional de Procesos Electorales (ONPE) of Peru. These visits enabled Haitian officials to observe key aspects of electoral systems and operations in both countries, fostered opportunities for horizontal cooperation, and provided comparative guidance and best practices to inform preparations for Haiti’s upcoming elections. 3. Advising and supporting the development of an electoral roadmap to guide future elections in Haiti: DECO is providing internal technical guidance to help define priorities and outline the steps toward a credible and transparent electoral process, and will continue to assess potential risks and requirements for holding elections. 8 Supporting the Office of National Identification of Haiti in the registration, issuing and distribution of the national identification card Department for Effective Public Management/ Universal Civil Identity Program in the Americas (PUICA) June, 2023 - December, 2025 In execution $13,668,516.74 USAID (June 2023 - February 2025) Japan  1. Since the start of mobile unit deployment in June 2024, the units have delivered 110,568 cards and registered 71,577 individuals. 2. Capacity building for ONI operators and technicians through specialized training programs. 3. Five year Strategic Plan for the Office of National Identification. 4. Public awareness campaigns to encourage citizen registration.  5. New server unit for the ONI to complement current server under repair.  9 Inclusion of Haiti in Program 12 of the 2023- 2027 Strategic Plan. This program is responsible for timely attention and response to crises and emerging human rights situations. IACHR 2023-2027 In execution Indetermined Regular Fund and Specific Funds 1. Enhanced institutional visibility and prioritization of Haiti's human rights situation within the IACHR’s strategic agenda. 2. Faster response times to urgent human rights developments, including acts of violence, institutional breakdowns, or humanitarian crises. 3. Systematic monitoring and documentation of evolving threats to human rights, helping to build evidence-based international awareness. 4. Improved coordination with other OAS bodies, UN agencies, and regional organizations working in emergency and crisis response. 5. Increased issuance of precautionary measures and public statementsthat draw attention to violations and promote protective action. 6. Strengthened collaboration with civil society organizations, particularly those working on the front lines, to ensure inclusive and responsive strategies. 7. Potential for capacity building of national institutions, including support for national human rights mechanisms and independent oversight bodies. 8. Positioning Haiti within a regional framework of solidarity, enabling comparative analysis, shared strategies, and South-South cooperation for institutional recovery and protection of human rights. 1014 visits to Haiti since 1978 IACHR 1978-Now In execution Indetermined Regular Fund and Specific Funds 1. Direct observation of the human rights situation, allowing the Commission to gather first- hand, verified information on violations and institutional challenges. 2. Strengthening of dialogue with civil society organizations, enabling local actors to present concerns and evidence directly to an international human rights body. 3. Support for democratic transitions and political stability, particularly during key periods of political crisis and post-coup environments (e.g., in the 1990s and 2000s). 4. Development of country-specific reports and recommendations, which serve as reference documents for advocacy, legal reform, and accountability efforts. 5. Catalyzing reforms in laws and practices, particularly following high-level meetings with Haitian authorities or the publication of IACHR findings. 6. Documentation of patterns of violence and institutional weakness, which may contribute to transitional justice processes or reparations frameworks in the future. 11 10 country reports published since 1969 (last one in 2022) IACHR 1969-Now In execution Indetermined Regular Fund and Specific Funds 1. Documentation of human rights violations, creating a permanent and accessible public record. 2. Evidence base for advocacy and litigation, as reports provide detailed factual findings, legal analysis, and recommendations that civil society organizations and international actors can reference. 3. Benchmarking progress and regression, allowing for comparisons over time across successive reports and tracking government implementation of IACHR recommendations. 4. Guidance for legislative and institutional reforms, offering concrete, actionable recommendations tailored to the country's context and based on international obligations. 5. Tool for international diplomacy, enabling other OAS member states, UN agencies, and donors to engage Haitian authorities. 12 37 press releases published on the situation in Haiti since 2011 IACHR 2011-Now In execution Indetermined Regular Fund and Specific Funds 1. Rapid response and visibility: Press releases allow the IACHR to react promptly to urgent developments, ensuring timely visibility of human rights concerns. 2. Mobilization of public attention by raising awareness among the general public, civil society, media, and diplomatic community. 3. Call for urgent measures: The Commission often uses press releases to demand immediate action (e.g., investigation, protection, humanitarian aid). 4. Support to civil society advocacy: Local human rights organizations can use IACHR press releases to amplify their own messaging and strengthen their advocacy efforts. 13 Resolutions by the IACHR (last one published in 2021 on the protection of Haitian people in human mobility) IACHR 2021-Now In execution Indetermined Regular Fund and Specific Funds 1. Promotion of inter-American solidarity: The resolution explicitly calls on OAS Member States to adopt a cooperative approach in receiving and protecting Haitians in mobility, encouraging a collective regional responsibility. 2. The resolution provides concrete recommendations and standards to guide States in fulfilling their human rights obligations towards Haitians, particularly in the context of asylum, migration, and humanitarian protection. 3. Governments and legislative bodies may use the resolution as a normative reference to align national laws and policies with inter-American human rights standards. 4. It urges States to avoid expulsions and deportations, particularly collective or arbitrary ones, and to instead adopt measures such as regularization and non-refoulement, strengthening the international protection framework. 5. NGOs, legal aid organizations, and human rights defenders can rely on the resolution to advocate for the rights of Haitian migrants and hold governments accountable to the standards it outlines. 6. Preventing discrimination and xenophobia: It calls for actions against racism and xenophobia, encouraging States to adopt public campaigns and legal frameworks to prevent discriminatory treatment of Haitians. 7. The resolution advocates for regular migration pathways and humanitarian visas, which may inspire new State practices or reinforce existing ones. 14 59 public hearings held in the framework of IACHR Period of Sessions IACHR 1997-Now In execution Indetermined Regular Fund and Specific Funds 1. Direct engagement with victims and civil society: Public hearings provide a unique platform for Haitian individuals and organizations to present testimonies, evidence, and urgent concerns directly to the IACHR in a formal, public, and protected environment. 2. Visibility to human rights violations: They amplify international awareness of human rights issues in Haiti by broadcasting concerns in a regional forum, often leading to media coverage and increased pressure on authorities. 3. Hearings offer the IACHR first-hand, updated data that helps the Commission assess the human rights situation on the ground and guide its monitoring and reporting. 4. Hearings can lead to subsequent press releases, precautionary measures, or working visits, based on the information disclosed and the seriousness of the concerns raised. 5. Participation in a regional human rights mechanism helps legitimize and strengthen Haitian civil society organizations, enhancing their credibility and advocacy capacity at both domestic and international levels. 15 Strategic focus of the Caribbean (2017 - 2021 and 2023 - 2027) IACHR 2017 - Present/Cooperation In execution Indetermined Regular Funds and Specific Funds 1. IACHR’s 175th period of session was held in Haiti as part of its Program for Assistance and Collaboration with the Caribbean and Central America, contemplated in the IACHR's Strategic Plan 2017-2021. 2. IACHR has been considering and analyzing the possibility of establishing a Technical Support Group (TSG) 3. Continued participation in the Working Group on Haiti. 4. Presentation on the “Crisis in Haiti: Women Rights’ Defenders on the struggle for Women’s Rights” on March 20, 2024 at the American University, Washington College of Law 5. Bilateral meeting with the Ombudsman of Haiti (Protecteur du Citoyen) in 2023; training on the Paris Principles also in June in 2023, and to provide technical cooperation on the role that Caribbean Ombudspersons can play in the promotion and protection of human rights, and to determine joint strategies that the IACHR can adopt with Ombudspersons to strengthen their work in human rights 6. Bilateral meetings with the OAS Representative for Haiti during Periods of Sessions 7. Participation by State and non-state actors in the International Course on Public Policies in 2024 8. Participation by the State in the annual CARICOM Seminar 16 Special Report on the situation of Press Freedom in Haiti IACHR/Special Rapporteurship for Freedom of Expression (SRFOE) 2024- In execution Indetermined Specific Funds 1. The report offers an exhaustive account of nearly all violations of freedom of expression in Haiti between 2018 and 2025. It details cases of journalists deliberately killed; media outlets attacked; enforced disappearances and kidnappings; internal displacement and forced exile; and assaults on media workers covering protests. It also identifies victims and assesses the status of investigations, highlighting persistent patterns of violence and impunity. 2. The report underscores the essential role of journalism in confronting Haiti’s multidimensional crisis. It emphasizes the press's capacity to expose human rights abuses and systemic impunity, promote accountability among national and international actors, enable informed public debate and public policy/multilateral action, and safeguard conditions necessary for free, fair, and transparent elections. 3. This is the first IACHR document to directly address and provide recommendations to the newly established national and international bodies, including the Presidential Transitional Council and the United Nations–backed Multinational Security Support Mission. In this sense, it also updates the Commission’s last country report (which covered up to the second half of 2022). 17 Building Resilient Agricultural Value Chains for Sustainable Export Development in Northeast Haiti: From Field to Market Water Program of the Department of Sustainable Development - (DSD/SEDI) TBD (60 months) Project proposal - planning phase US$10,350,000 total (US$8,100,000 OAS/Partners + US$2,250,000 Counterpart) U.S. Government - 5,000 farmers (45% women) directly benefiting from improved production techniques - US$10 million in annual export revenue potential - 1,500 rural jobs created (60% for women and youth) - 5 modern collection centers with solar-powered cold storage - 15 strengthened producer cooperatives with democratic governance - 2,000 women in agricultural leadership positions increased hectares under sustainable management practices decrese % reduction in agrochemical usage - Enhanced food security and reduced youth migration - Strengthened regional integration through cross-border trade 18Community Driven Development (CDD) Water Program of the Department of Sustainable Development - (DSD/SEDI) April 2018 – March 2025 (7 years) Completed USD 13.7 million total Phase I: USD 9.82 million (2018-2021) Phase II: USD 3.9 million (2021-Mar 2025) United States Agency for International Development (USAID) - 10 Municipal Development Plans (PCD) prepared and approved - 117 Community-Based Organizations received capacity-building training - 10 Citizen Consultative Committees established - 50,000 direct and indirect residents benefited from community projects - 6,500 children benefited from new facilities or WASH educational services - 56 water sector institutions received organizational capacity building - 11 CBOs trained on sustainable irrigation systems - 24 WASH infrastructure sites rehabilitated (including hospitals and schools) - State University in Limonade Water Resilience Unit created and strengthened - Multiple community projects implemented (drainage canals, markets, roads, parks) - Enhanced citizen participation in local government planning and decision-making 19 Promoting Development, Democracy and Peace through Water Diplomacy in La Hispaniola Island Water Program of the Department of Sustainable Development - (DSD/SEDI) TBD Project proposal - planning phase 150,000.00$ U.S. Government - Strengthen binational dialogue between Haiti and Dominican Republic on shared water resources - Develop long-term solutions for transboundary water management in Hispaniola - Foster regional stability and democratic growth through water cooperation - Prevent water-related conflicts that could destabilize the region - Support institutional strengthening in both countries - Promote transparency and public participation in water resource decisions - Address climate change vulnerability and water security challenges - Facilitate diplomatic dialogue and consensus-building on water issues 20 Fostering Water Security in the Hispaniola Island: Promoting Sustainable Planning and Binational Cooperation in the Dajabon- Massacre River Basin Water Program of the Department of Sustainable Development - (DSD/SEDI) TBD Proposal - Design phase 6,000,000.00$ GEF (Global Environment Facility) and BID (Inter- American Development Bank) partnership - Foster water security with focus on gender equity and interculturality in Dajabon-Massacre River basin - Strengthen binational cooperation framework between Haiti and Dominican Republic - Develop comprehensive Transboundary Diagnostic Analysis (TDA) for the basin - Create Strategic Action Program (SAP) for sustainable water resource management - Implement community-based IWRM and climate resilient ecosystem-based solutions - Build institutional capacity for integrated water resources and climate risk management - Develop decision support and knowledge management tools for basin stakeholders - Reduce social and environmental vulnerability of local communities - Address climate change impacts through ecosystem resilience building - Promote sustainable livelihoods through demonstration projects in micro-basins 21Small Grants Facility (SGF) Water Program of the Department of Sustainable Development - (DSD/SEDI) April 2018 – April 2023 Completed 9,000,000.00$ United States Agency for International Development (USAID) Support community-driven initiatives to address deforestation Increase access to credit/productive assets for alternatives to wood fuel and charcoal productions Increase farmer investment in long-term agroforestry and soil conservation practices Over 20,000 people have benefited from the RGF activity; Over 350 short term jobs were created; 10 local NGOs have received grants and improved their organizational capacity; 407 hectares of land are under improved agroforestry practices; Approximately 1.3 million fruit and forest trees are produced and planted. 22 Provision Of Financial And Training Support To Strengthen Gef Operational Focal Point Of [Country] Capacity For Project Oversight Water Program of the Department of Sustainable Development - (DSD/SEDI) May 2025 - March 2026 In Execution 32,000.00$ The Global Environment Facility (GEF) Provide financial and training support to strengthen the capacity of Minister or En OFPs for effective project oversight, including field visits and training activities, as part of the GEF-8 Country Engagement Strategy implementation. No.  Resolution  Title  1  AG/RES. 3039 (LV-O/25)  Calling for concrete solutions to be brought to bear as a matter of urgency to resolve the grave security and institutional crisis in Haiti  2  AG/RES. 3023 (LIV-O/24)  Continued efforts toward the immediate restoration of security, strengthening of humanitarian assistance, promotion of socioeconomic development, and support for protecting human rights and democracy in Haiti  3  AG/RES. 3007 (LIII-O/23)    Towards the immediate restoration of security, strengthening of humanitarian assistance, and support for protecting human rights and democracy in Haiti  4  AG/RES. 2982 (LII-O/22)  The Security Situation in Haiti and Hemispheric Cooperation for the Preservation of Democracy and the Fight against Food Insecurity  5  AG/DEC. 105 (LI-O/21)  The Situation in Haiti  6  CP/RES. 1268 (2523/24)  In support of Haiti’s request for a United Nations Peacekeeping Operation (Adopted by the Permanent Council at its regular meeting, held on November 13, 2024)  7  CP/RES. 1251 (2492/24)  Support for Democratic Transition in Haiti (Adopted by the Permanent Council at its regular meeting held on April 3, 2024)  8  CP/RES. 1237 (2469/23) rev. 1  Providing integrated humanitarian, electoral, democracy strengthening, human rights protection, and integral development assistance to Haiti in collaboration with the multinational security support mission and the Caricom eminent persons group (Adopted by the Permanent Council at its special meeting, held on November 17, 2023)  9  CP/RES. 1214 (2414/23) rev. 2  Renewed support for security and humanitarian assistance, inclusive, free, fair, and credible elections, and democratic transition in the republic of Haiti (Adopted by the Permanent Council at its special meeting, held on February 10, 2023)  10  CP/RES. 1168 (2315/21)  The Situation in Haiti (Adopted by the Permanent Council at its virtual regular meeting held on March 17, 2021)  Annex 7: Existing OAS Mandates Annex 8: Existing structures supporting Haiti OAS General Secretariat (GS) OAS Permanent Council Working Group on Haiti OAS Group of Friends of Haiti OAS National Office & Special Representative in Haiti Organization of American States (OAS) Inter-American Development Bank (IDB) Pan American Health Organization (PAHO) Inter-American Institute for Cooperation on Agriculture (IICA) Inter-American System Partners CARICOM Eminent Persons Group United Nations – United Nations Integrated Office in Haiti (BINUH) MSS (Multinational Security Support Mission) PADF (Pan American Development Foundation) Regional and International Partners Existing structures supporting Haiti Page 1 of 5 Annex 11: Existing Inter-American Institute for Cooperation on Agriculture (IICA) initiatives supporting Hait I. INTRODUCTION The 2014-2018 strategy for the Delegation in Haiti was based on observations that, for the most part, still apply to the situation in 2020. An excerpt: "Despite the constraints and the low percentage of the Republic's budgetary resources allocated to the agricultural sector (2-3%), it remains a strategic sector with a much greater potential than the one we see. It is urgent to work on the revival of agriculture so that it is more competitive in order to ensure the food and nutritional security of the population and reduce dependence on imports, or even generate export surpluses in specific sectors (such as yams, mangoes, cocoa). » In the context of the Covid-19 pandemic, through its effects on the supply chains of health and agri- food equipment, the activities were carried out with a specific focus on the need to increase the resilience of the Haitian agri-food system, both from the point of view of food safety and the organization of value chains. In its new 2020-2024 strategy, the Representation has opted to work for an inclusive agriculture turned towards the future, with four (4) major axes: 1. Improvement of Agricultural Governance (establishment of a Strategic Monitoring Unit; legal framework) 2. Capacity building of agricultural producers (establishment of a Technology Unit, Advisory Services System) 3. Expansion of access to markets (creation of a Haiti Organic Label, revitalization of rural markets) 4. Safeguarding natural capital and productive land potential. II. ACTIVITIES CARRIED OUT 2.1. Support for innovation (Covid-19 response) 2.1.1. - Thanks to a fundraising, IICA financed a research activity on the farm of the CRDD of Bas-Boën under the supervision of the MARNDR and the FAMV relating to: - The introduction of a motorcycle-drawn plough and a portable brush cutter, in response to the scarcity of agricultural labour at the time of ploughing. The innovative experiment was supported by the Department of Agricultural Infrastructure of the Ministry of Agriculture; - Evaluation of the % of Brix in 4 local maize varieties and adaptation of a sweet variety UW7 from Trinidad and Tobago. 2.1.2.- Under the leadership of Agriterra 1 , IICA-Haiti participated in the implementation of the Agridigitalization project financed by IFAD 2 , through: - Training, mainly virtual, for members of producer organizations on the themes: introduction to digital marketing (15 participants from 5 institutions) and support for the promotion of 1 Agriterra, a Dutch NGO 2 IFAD, International Fund for Agricultural Development Page 2 of 5 their products; digital applications for marketing (Moncash, Facebook marketplace, WhatsApp Business Apps) for 22 organizations; - The development, during various meetings and workshops, of the AgriExt mobile application, in close collaboration with the Ministry of Agriculture (MARNDR), for the distance training of farmers and its launch to 70 participants from MARNDR, the private sector, partners and producer organizations. The app will seek to streamline and improve interaction and information exchange between extension agents and farmers, as well as facilitate access to priority information to address producers' issues. The application will be managed by MARNDR and will be part of its extension system, through a special commission created for this purpose, with tools provided by IICA. - This project aims to mitigate the effect of COVID-19 and the ensuing crisis in general, by promoting digital solutions that enable better internal management and better access to markets and finance. 2.2. Support for food safety - IICA facilitated the presentation of the Chilean food safety system by their ACHIPIA Agency to the managers of the Health Protection Unit of the Ministry of Agriculture. This meeting opened the debates on the safety system to be established in Haiti by including all the institutions concerned, in order to strengthen the capacity of producers to produce healthy food, reassuring consumers and thereby increasing sales; - Publication of posters for companies on safety on the themes: General Food Safety; Hygiene of the salesperson; Product Overview and Environment. 2.3. Support for Animal Health As part of the special activity on African Swine Fever with the outbreaks detected in the Dominican Republic in 2021, support was provided to the Ministry of Agriculture, to inform the public of the disease, through 4 publications: 2500 brochures in Creole, 2500 brochures in French, 2500 posters in Creole and 31 banners for the streets. Theme of the campaign related to prevention: Protecting the Haitian pig herd against the contamination and/or spread of African swine fever. The communication strategy proposed to the MARNDR aimed to: - Breeders, - State institutions (MSPP, MCI, MICT, MEF, etc.), customs/immigration and local authorities, - Consumers, - Professional associations, veterinarians, faculties of agronomy, etc. - The Butchers, restaurants/merchants 2.4. Support for the fight against climate change / Green Climate Fund (GCF) As part of the Regional Project with the funds of the Green Climate Fund, IICA-Haiti has made it possible to: - The organization of several meetings with the Ministry of Agriculture to establish a working group within the Ministry on Climate Change; Page 3 of 5 - The participation of the Designated National Authority in 2 regional meetings for the revision of the "Nationally Determined Contribution" document in order to highlight Haiti's commitments to develop a low-carbon economy through smart and organic agriculture; - Highlight Haiti's needs in terms of capacity building to address the challenges of climate change in the agricultural sector; - Identify project ideas with partners and the MARNDR for the GCF; - To organize a COP27 restitution meeting with the Ministry of Agriculture in order to establish a working group within the Ministry on Climate Change. The main objective of this project is to strengthen the foundations on which the region's agricultural sector prioritizes investments for resilience and to improve the conditions for improved reporting of greenhouse gas emissions in specified agricultural value chains. 2.5. Support for Capacity Building - The Inter-American Institute for Cooperation on Agriculture (IICA), in partnership with CATIE 3 , has obtained a consultation with MARNDR for the IDB-funded PITAG Project to build the capacity of groups of suppliers of agricultural goods and services, enabling them to provide adequate technical advice to farmers benefiting from incentives. A total of 108 training sessions, on various themes (animal traction and cattle breeding, business management of agricultural goods and services, Operation and Maintenance of irrigation motor pumps, etc.) were organized for about 2300 suppliers, i.e. 100% of the planning. The objective of the "Technological Innovation Program in Agriculture and Agroforestry (PITAG) was to increase the agricultural productivity of small farmers in certain localities in the departments of North, Northeast, Artibonite, South and Grande Anse. - IICA-HAITI, as per usual, facilitates the participation of professionals from both the MARNDR and the academic sector, the private sector in conferences, online and face-to-face training sessions on various themes including: Codex Alimentarius; Phytosanitary Intelligence and Biosecurity; Pesticide Risk Assessment; the chapters of the OIE Code 4 ; the use of digital technologies for the provision of technical advisory services and the marketing of family farming products; African Swine Fever emergency response plans. 2.6. Support for Food and Nutrition Security 2.6.1. With funds from USAID's Humanitarian Office, IICA executed the implementation of the Food Vulnerability Reduction Projects on the Island of La Gonave (PREVAG and PREVAG2) and facilitated: - The distribution, through local suppliers, to 12,000 families of 24,000 nutritious food kits containing local rice, cod, herring, enriched wheat flour, maize, black beans, iodized salt and oil; 3 CATIE, Centro Agronómico Tropical de Investigación y Enseñanza 4 OIE: Office International des Epizooties Page 4 of 5 - The organization, in collaboration with the Directorate of Nutrition of the Ministry of Public Health and Population (MSPP), of a series of conferences on nutrition with the participation of about 500 participants, including students; - The distribution of 10.94 tons of sorghum, pigeon peas and root peas to more than 2,000 farmers (30% women); - The distribution of 4000 seedlings according to the choice of the beneficiaries (citrus, tamarind, cedar, cassia, soursop), 4000 elephant grass cuttings (for goat farmers) and 500 mangrove seedlings; - The creation of three nurseries for the production of 20,000 seedlings for the establishment of groves and energy plantations, including one at the level of the Agricultural Bureau of th eMoA; - The organization of training sessions on wood energy, integrated pest management, post-harvest management for 5,000 farmers (38% are women); - The publication of four didactic documents on seedling production techniques/reforestation and the management of energy plantations, a guide for artisanal seed production and a guide on integrated pest management, a guide on goat farming. This project aimed to improve the availability of cereals and proteins, strengthen the capacity of beneficiaries to become more resilient, and ease the burden on vulnerable families with direct food assistance; also, to promote the rational production of charcoal through training on wood energy and the creation of nurseries, in the communal sections targeted. 2.6.2. The IICA assisted the CNSA in its participation in COP 27 and the organization of the restitution session at the MARNDR. The Coordinator of the CNSA concluded during this session: "The impacts of climate change, from extreme weather to slow-onset events, are being felt across several sectors of national economies and activities, including agriculture and food production, augmented by other challenges, whether geopolitical, cost-of-financing or supply chain-related. And at a time of heightened food insecurity, it is important to have a discussion on how to address the necessary increase in agricultural productivity, shift to resilient agriculture, reduce losses in the food production chain, including through cold chain solutions and ensure that relevant measures are in place to ensure sustainable food security and manage any potential food crisis." 2.6.3. The Inter-American Institute for Cooperation on Agriculture (IICA) has provided financial support to CNSA to conduct the Integrated Food Security Framework (IPC) classification analysis it carried out in Haiti during the year 2024. 2.6.4. Thanks to funding from the World Bank's International Development Association (IDA), the Ministry of Agriculture, Natural Resources and Rural Development (MARNDR) has engaged since August 20, 2024, for a period of thirty months, the IICA-GIRADEL group as an Operator of Incentives Related to Animal Production, as part of the implementation of the "Resilient Agriculture for Food Security Project"(PARSA)''. This project aims to respond to farmers' losses due to the passage of the earthquake of August 14, 2021 and Hurricane Grace on August 16 and 17, 2021 in the Great South and to a lesser extent to Page 5 of 5 the food insecurity crisis that is hitting the Centre department due to drought, difficulties in accessing production factors and other factors. The main objective of this activity is to contribute to the repopulation of animals in the 32 affected communes, with a focus on gender. 2.6.5. Advocacy with the various ministers of agriculture for: - A new approach to food and nutrition security, based on the conclusions of the document of the new strategy of the IICA in Haiti (involvement of the ministries concerned in the Food Security on their role; - The establishment of a Strategic monitoring unit for the agricultural sector; - The establishment of a Technology monitoring unit to encourage young people to come and stay in the sector and also increase productivity; - The support for an attractive business environment and Safeguarding natural capital. Annex 12. OAS Secretary General's roadmap proposal on the Haitian crisis: presentation and comments ****** Presented by the OAS Secretariat to the Haiti Friends Group on July 30, 2025, and to the Permanent Council on August 20, 2025, the roadmap proposal follows Resolution 5882 adopted at the 55th Regular Session of the General Assembly of the OAS, held from June 25 to 27, 2025, in Saint Johns (Antigua and Barbuda). It presents concrete proposals to resolve the Haitian crisis, structured around five strategic axes: 1) Security stabilization and peace restoration; 2) Political consensus and support for governance; 3) Electoral process and institutional legitimacy; 4) Humanitarian response; 5) Sustainable development and economic progress. The analysis of this document considers its manner of integrating the national priorities formulated for the transition period through the five axes. 2 List of initials and abbreviations BINUH: United Nations Integrated Office in Haiti CARICOM: Caribbean Community CEJA: Justice Studies Center of the Americas CEP: Provisional Electoral Council IADC: Inter-American Defense College DGI: General Directorate of Taxes DSNCRP: National Growth and Poverty Reduction Strategy Paper WASH: Water, Sanitation, and Hygiene FADH: Armed Forces of Haiti IIC: Directorate of International Institutions, Congresses and Conferences MAEC: Ministry of Foreign Affairs and Cults MARNDR: Ministry of Agriculture, Natural Resources, and Rural Development MJSP: Ministry of Justice and Public Security MMS: Multinational Security Support Mission MPCE: Ministry of Planning and External Cooperation SDG: Sustainable Development Goals 3 OAS: Organization of American States ONA: National Old-Age Insurance Office ONI: National Identification Office UN: United Nations PARDH: Action Plan for the Recovery and Development of Haiti PNH: Haitian National Police UNDP: United Nations Development Programme PSDH: Strategic Development Plan of Haiti PTF: Technical and Financial Partners PTI: Three-Year Investment Programme PUICA: Universal Civil Identity Programme in the Americas RCIA: Report on International Cooperation with Haiti RCO: Resident Coordinator’s Office SSD: Secretariat for Strengthening Democracy GBV: Gender-Based Violence 4 I. SECURITY STABILIZATION AND PEACE RESTORATION Priorities of the Haitian Government Comments • Strengthening the personnel of the Haitian National Police (PNH) and the Haitian Armed Forces (FADH). • The Haitian Government aims to train, with significant support from OAS Member States and strategic partners, new recruits to increase the strength of the Haitian National Police (PNH) and the Haitian Armed Forces (FADH). This initiative aims to strengthen the country's defense and security capabilities. • Acquisition of weapons, materials, armored vehicles, and equipment (helicopters, coastal patrol boats, specialized drones, personal protective gear, etc.). • The Haitian National Police and the Armed Forces of Haiti need modern weapons, ammunition, equipment, and logistical support to ensure territorial security and combat internal and external threats effectively. In this regard, Member States and strategic partners of the OAS, including the United Nations Integrated Office in Haiti (BINUH) and the United Nations Development Programme (UNDP), can cooperate to address this urgent need of the Haitian Government within the framework of the OAS roadmap. • Construction of three bases for the Armed Forces of Haiti: one in the West, one in the Great North, and one in the Great South, as well as a military academy. • Strengthening the Police Academy to make the National Security Council. • It is essential to build three strategic military bases, one military academy, and strengthen the police academy for the security forces to control the territory effectively. The government, OAS, and strategic partners need to agree on an implementation schedule for the security axis projects outlined in the roadmap. • Securing ports and borders and strengthening maritime border control with neighboring countries to curb arms and people trafficking. • The Haitian Government, in its plan to create a border management unit, requires technical and logistical support from Member States, strategic partners, and the OAS Multidimensional Security Secretariat. This support will not only help secure borders but also combat traffickers of ammunition, illegal weapons, and narcotics. 5 • Increasing the efficiency of intelligence services. • With support from Member States, OAS partners, and the Inter-American Defense College (IADC the Haitian Government aims to use PNH and FAdH departmental directorates as a basis for developing an internal intelligence network. For this purpose, assigned agents will need specialized training in military and civil intelligence, in collaboration with international experts. This service will play a key role in threat anticipation, operations security, and coordination of interventions across the territory. • Establishing an academic partnership and intensifying technical and logistical training efforts for Haitian security forces. • The PNH and FAdH can seek, as part of the roadmap, cooperation from the Inter-American Defense College (IADC) and police academies of Member and Observer States for technical and logistical training of their personnel. • Updating the Haitian White Paper on security and defense. • As part of their development plan, the FAdH can seek assistance from the Inter-American Defense Board to update the Haitian White Paper on security and defense. • Vetting within the Haitian National Police (PNH). • OAS support will be very useful in conducting vetting within the PNH. • Strengthening and modernizing the Haitian judicial system. • The Haitian Government can seek support from the OAS Secretariat for Democracy (SSD) and the Center for Studies on the Justice of the Americas (CEJA) to strengthen and modernize the Haitian judicial system through concrete projects. • Involving Haitian defense and security authorities in implementing security-related objectives and lines of action. • Implementation of security and defense objectives, lines, and projects should be carried out in collaboration with Haitian authorities. ****** 6 II. POLITICAL CONSENSUS AND GOVERNANCE SUPPORT Priorities of the Haitian Government Comments • Strengthening the April 3, 2024 agreement. • Consolidating gains achieved during the transition. • Ongoing dialogue with various stakeholders. • Maintaining a calm and stable political climate. • The OAS could continue to support the constitutional reform process and facilitate dialogue among political parties and societal actors. ****** 7 III. ELECTORAL PROCESS AND INSTITUTIONAL LEGITIMACY Priorities of the Haitian Government Comments • Funding of the electoral process. • Member states and strategic partners of the OAS could participate in funding the electoral process. • Technical and logistical support to the Provisional Electoral Council (CEP). • Securing technical and logistical support from member states, strategic partners, the OAS Democratic Support Secretariat (SSD), and regional electoral institutions is essential for the benefit of the CEP. • Electoral security. • Member states, strategic partners of the OAS, and regional electoral institutions can assist the CEP in transporting and securing sensitive and non-sensitive equipment across various voting centers nationwide. • Acquisition and enhancement of the Provisional Electoral Council (CEP)'s infrastructure. • Member states and strategic partners of the OAS can support the CEP in acquiring new infrastructure and strengthening existing ones. • Modernization of the National Identification Office (ONI) and implementation of a single national database accessible by the DGI, ONI, PNH, ONA, banks, insurance companies, etc. • Member states, strategic partners of the OAS, and the Universal Civil Status Registration Program (PUICA) of the Department of Public Administration at the OAS General Secretariat can provide more significant support in modernizing the National Institute of Statistics and creating a single national database. • Respect and consideration of achievements already made by the Provisional Electoral Council. • Implementation of objectives, lines of action, and projects related to the 'election' must be done in collaboration with Haitian electoral authorities. ****** 8 IV. HUMANITARIAN RESPONSE Priorities of the Haitian Government Comments • Promoting sustainable social and solidarity economy initiatives to reduce reliance on humanitarian aid; • Cash transfers to families in the most food- insecure areas; • Design, organization, printing, and distribution of shopping cards to vulnerable populations, enabling access to products from state stores. • Enhancement of response capacities and training of agents in humanitarian crisis management; • Provision of loans to micro-entrepreneurs, especially women, youth, and persons with disabilities, and support for 10,000 income- generating projects over 24 months; • Support for agricultural and craft cooperatives; • Business management training and market • The Haitian government aims to provide immediate assistance to meet the basic needs of 200,000 vulnerable households in crisis-affected areas. • The government intends to create a National Solidarity Fund for the rapid mobilization of resources in emergencies. • The government plans to strengthen multisectoral assistance with the goal of reaching at least 50% coverage of needs within 12 months (currently 9%). • The government seeks alignment of international initiatives with national priorities based on the 2025-2026 Humanitarian Response Plan. • Humanitarian aid should be restructured to prioritize the use of local products and services in responding to population needs. • Gradual reduction of the population's dependence on humanitarian aid. • Synergy between fundraising mechanisms and Haitian government institutions to avoid resource dispersion and target multi-year priorities in strategic sectors. • Establishing a single mechanism (Government/OAS/Partners) with outcome indicators to evaluate the humanitarian response plan and activities in sustainable development; • The OAS proposal does not prioritize agriculture. Yet, it is an undeniable leverage to sustainably and independently support food and nutritional security, as well as social stability and progression towards lasting security. It is impossible to ignore the degradation of production in agricultural households affected by insecurity, as well as those hosting internally displaced families. 9 access; • Creation of 50 rural cooperatives to stimulate local production; • Urgent distribution of agricultural and veterinary inputs: seeds, phytosanitary products, water, and essential agrarian tools to boost food production and strengthen food security and nutrition; • Distribution of resilient seeds: Enable affected families and host families to quickly increase their food production, reducing hunger and prolonged reliance on aid. • Rehabilitation of irrigation systems: Restore access to water to save existing crops and enable quick planting, thus protecting harvests and the economic survival of households; • Emergency veterinary support: Immediately protect livestock animals, often the only source of protein and income for affected rural families. ****** 10 V. SUSTAINABLE DEVELOPMENT AND ECONOMIC GROWTH Priorities of the Haitian Government Comments The priorities of the transitional government are outlined in Haiti's Strategic Development Plan (HSDP), which is based on four major initiatives: • Territorial Refoundation: Objectives: land use planning, local development, and essential infrastructure. Key programs: - Land use planning and territorial development; - Environmental protection and watershed management. - Urban renovation; - National transportation network; - Electrification; - Digital networking and communications; - Drinking water, sanitation, waste management. • Economic Refoundation: Objectives: balanced growth, modernization of productive sectors, job creation. • The roadmap should explicitly align with strategic documents already validated or published by the Haitian government, even if these documents require updating. Notable among these are: - The recent budget framing letter issued by the Prime Minister, currently within a three- year framework; - The PSDH, officially endorsed by top state authorities and PTFs; though today it should be contextualized and updated; - RCIA, the UN Cooperation Framework (RCO), the World Bank partnership framework. - The approach should build on existing plans to avoid duplication and entails that the Haitian Government provide initial comments (general and sectoral) to the OEA. Implementation clauses • The full implementation of this Roadmap primarily depends on national ownership and also on political, financial, and logistical support from international partners. • National human and institutional resources should be prioritized even when strengthening is an essential prerequisite. Inter-institutional coherence and harmonization of funding are also indispensable. 11 Envisioned programs: - Economic governance focused on stable growth; - Modernized agriculture, livestock, and fisheries; - Local industrial development (manufacturing/agri-food); - Formalization and expansion of services; - Diversified tourism (beach, ecotourism, etc.) - Valorization of renewable mineral and energy resources; - Employment and employability. • Social refoundattion: Objectives: equity, access to basic services, human capital development. Included programs: - Education (primary to higher + technical training); - Healthcare accessible to all; - Culture, heritage, and sustained creativity; - Access to housing; - Enhanced sports, leisure, and youth engagement; - Universal social security; - Organized social solidarity; - Promotion of gender legality. Guiding principles - Haitian leadership and national ownership; - Multilateral support and effective coordination; - Sequenced and integrated actions; - Focus on local communities (regionalization); - Rights- and responsibility-based approach. • Strategies on which the Haitian Government and OEA should base their actions according to strategic geographic zones, based on the level of security control: - Zones controlled by gangs in the departments of West (particularly the Port- au-Prince Metropolitan Area), Artibonite, and Centre. - Safe zones receiving displaced persons flows and with economic and touristic potential: mainly the Grand Nord, Grand Sud, and the Border Strip. • The summary of the OEA proposal implicitly recognizes agriculture as a strategic sector for economic development and resilience in Haiti, particularly through job creation, food security, and poverty reduction, and demonstrates a willingness to support climate-resilient agriculture, rural infrastructure, and credit access. • The integration of agriculture through the roadmap is partial and superficial, 12 • Institutional refoundation: Objectives: establish a modern, transparent, and decentralized state. Targeted actions: - Legal framework reform; - Strengthening democratic institutions (legislative, judicial); - Modernization of central and decentralized administration; - Monitoring, steering, and implementation - The plan includes a management, monitoring, and evaluation framework with a unified information system, allowing tracking of program progress. - projects, funding, indicators, costs, and deadlines: - It is designed as a plan-program, built in continuity with the Action Plan for Recovery and Development of Haiti (PARDH) and previous strategies like the DSNCRP; - It also includes a proposal for a Three-Year Investment Program (PTI) for priority projects to be launched. - A phase of national consultations, regional, with the diaspora and international partners, was planned to refine and legitimate the content of the plan. with actions presented too generally, lacking specifics on priority sectors, agricultural diversification, agroecology, local processing, and equitable market access. Additionally, the link with the SDGs is not explicit: contributions to zero hunger (SDG 2), decent work and economic growth (SDG 8), and responsible production and consumption (SDG 12) are implicit but not operationalized. Thus, agriculture appears more as a sector to support than a true strategic engine for sustainable development and integrated resilience. Ultimately, the OEA plan should support the national strategy to strengthen food security and resilience of producers and agricultural communities. 13 • Other priorities: - Updating and adapting sectoral policies, resource mobilization, and institutional strengthening. - Development of a national seed sector adapted to climate change contexts. - Support for cooperatives and establishment of appropriate financing mechanisms for agricultural cycles. - Mobilization of youth towards agricultural entrepreneurship. - Construction and rehabilitation of irrigation and storage infrastructure. - Enhancement of scientific and technical skills of professionals in the sector. ****** 14 The sectors that contributed to the drafting of this document, coordinated by the Ministry of Foreign Affairs and Worship (MAEC), on the instructions of Prime Minister S.E.M. Alix Didier Fils-Aimé (Premier's Office), are the following: - Ministry of Planning and External Cooperation (MPCE) - Ministry of Justice and Public Safety (MJSP) - Ministry of Defense - Ministry of Agriculture, Natural Resources, and Rural Development (MARNDR) - Ministry of Economy and Finance - Minister Delegate to the Prime Minister in charge of Electoral and Constitutional Affairs. - Minister Delegate to the Prime Minister in charge of Solidarity and Humanitarian Affairs. - Provisional Electoral Council (CEP) - Secretariat of State for Public Safety MAEC Port-au-Prince, Musseau August 2025 (Updated Version, August 20, 2025)