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