CY-2003 END USER MONITORING REPORT FOR

UNCLAS SECTION 01 OF 02 TEGUCIGALPA 000934

SIPDIS

STATE FOR INL/LP, INL/ENT, AND WHA/CEN

E.O. 12958: N/A
TAGS: SNAR PREL KCRM EAID PHUM HO
SUBJECT: CY-2003 END USER MONITORING REPORT FOR
HONDURAS

REF: A) STATE 741

B) 03 STATE 44195


1. Since May 2000, the Political Section (POL) has
managed and provided support for INL funded
counternarcotics (CN) projects in Honduras. In April
2003, the assistance of a resident law enforcement
advisor was added to the POL/INL section for more
focused support of the projects. Current operational
projects are:


1. Maritime (boat) Project

2. Canine Project

3. Container Freight Tracking System (CFTS) Project

4. Elite Unit Project

5. GOH CN agencies support


2. POL/INL law enforcement advisor works as the INL
programs coordinator and liaisons with the Government
of Honduras (GOH). Duties also include End Use
Monitoring (EUM).


3. Resources: POL/INL provides counternarcotics support
directly to the following GOH agencies:

A) General Directorate of Special Investigative
Services (DGSEI) through the Frontier Police who are
attached to the Ministry of Public Security.

B) Joint Information Control Center (JICC) - attached
to the Ministry of Public Security (MOPS).

C) National Council Against Drug Trafficking - reports
directly to the President.

Project funds were disbursed to the above organizations
for training, equipment, operations, and demand
reduction.


4. Procedures: EUM inspections are conducted on an
annual basis with the organizations listed in paragraph
three. A complete inventory of donated equipment is
also available at Post via digital photographs and a
log of activities. Training equipment and supplies, in
addition to constant interaction and communication with
referenced organizations, provides Post with the
necessary feedback to determine that INL resources are
being used appropriately.


5. Status: CY-2003 was a project implementation year.
Projects either entered into operation or were
completed. Status of projects is outlined below:

A) Maritime Project: two 36ft boats, and two 25ft
boats are 80 percent operational. Upon final repairs
the boats will be assigned to the Ministry of Public
Security. This transfer is expected to occur during
the second quarter of 2004. Maritime patrolling
commenced in early February 2004.

B) Canine Project (Frontier Police): The Canine
Project was transferred to the Frontier Police in July

2003. Fixed assets, such as buildings, and some mobile
assets such as vehicles and trailers are pending final
signature transfer. Canines have been formally
transferred to MOPS. The Canine program is utilized in
several border areas by the Frontier Police with
positive results. Additional training for the handlers
and canines along with veterinary services, food, and
supplies continue to be maintained by the INL program.

C) Container Freight Tracking System Project: This
project is complete and has been fully operational
since April 2003. The Ministry of Public Security
maintains and staffs this facility.

D) Elite Unit Project: This unit is fully operational
and works directly with Embassy sections/agencies such
as DEA, TAT, and POL/INL. POL/INL and MOPS maintain
the unit, with an office in Tegucigalpa and another in
San Pedro Sula.

E) Government of Honduras counternarcotics agencies
support: POL/INL assistance continues to MOPS, the
Ministry of Defense, and the Public Ministry. The
level and type of assistance provided by POL/INL is
determined by the project goals and funds available.
Assistance includes equipment, technical assistance,
and training.


6. Problems: Post encountered problems with the DLCN,
maritime (boat) and canine projects. POL/INL is no
longer supporting the DLCN, and the other two projects
were turned over to MOPS and are currently operational
and providing positive results.

7. Program Changes: As previously stated, Post
transferred the maritime (boat) and canine programs to
the MOPS and is no longer supporting the DLCN.


8. Impact: Post's projects have had a positive impact
on the GOH's overall counternarcotics efforts. A
counternarcotics infrastructure is now in place capable
of providing effective operational support. Through
constant monitoring and interaction, a sense of
professionalism and accountability has been established
with the GOH's counternarcotics organizations. This
has allowed resources to be more effectively utilized.

PALMER