海地：公共投资管理评估——PIMA及气候变化PIMA后续行动

HAITI Public Investment Management Assessment – FEBRUARY2026 Prepared ByJean Pierre Nguenang, Rui Monteiro, Pierre Roumegas, Marie-Christine Uguen AUTHORING DEPARTMENTSFiscal Affairs Department High-Level Summary Technical Assistance ReportFiscal Affairs Department Public Investment Management Assessment – PIMA and Climate PIMA Follow Up Prepared by Jean Pierre Nguenang, Rui Monteiro, Pierre Roumegas, Marie-Christine Uguen TheHigh-Level Summary Technical Assistance Reportseries provides high-level summaries of theassistance provided to IMF capacity development recipients, describing the high-level objectives,findings, and recommendations. ABSTRACT: While Haiti faces significant challenges in public investment management (PIM) driven byinsecurity, weak institutions, and fragmented information systems, a practical and systematic path forwardis needed. Strengthening institutional capacities, formalizing rigorous project processes with climate riskintegration, implementing credible multi-year budgeting, optimizing treasury and cash management, and JEL Classification NumbersH54(consulthttps://www.aeaweb.org/econlit/jelCodes.php)Keywords:Public Investment Management, project appraisals, selection, prioritization, implementation, The contents of this document constitute a high-level summary of technical advice provided by the staff ofthe International Monetary Fund (IMF) to the authorities of a member country or international agency (the"CD recipient") in response to their request for capacity development. Unless the CD recipient specifically International Monetary Fund, IMF PublicationsP.O. Box 92780, Washington, DC 20090, U.S.A.T. +(1) 202.623.7430 • F. +(1) 202.623.7201publications@IMF.orgIMF.org/pubs Background The IMF’s Fiscal Affairs Department undertook a capacity development mission in October 2025 inresponse to Haiti’s urgent request to strengthen its Public Investment Management (PIM) system amidongoing severe security and political challenges. Conducted in hybrid mode, combining efforts in Panama Summary of Findings Haiti’s PIM system operates under extremely difficult conditions characterized by persistent politicalinstability, insecurity, and the pervasive presence of armed groups. These issues have led to significantattrition of skilled personnel across key institutions, including the Ministry of Economy and Finance (MEF)and the Ministry of Planning and External Cooperation (MPCE), thereby weakening institutional capacity Despite these challenges, progress has been made to distinguish between small and large projectsthrough the introduction of clear appraisal requirements: concept notes suffice for smaller initiatives, whilelarger projects require comprehensive feasibility studies. However, the process lacks formalizationthrough a permanent technical committee capable of systematically reviewing and prioritizing projects. A The annual Public Investment Program (PIP), encompassing over 200 projects, is being rationalized toexclude those lacking feasibility or alignment with strategic priorities. A Three-Year Investment Program(PTIP) framework has been delineated to improve forecasting of project costs, disbursement schedules,and timelines. This framework underpins the gradual adoption of the Commitment Authorization (AE) and Building on programming improvements, cash management reforms seek to optimize liquidity forecastingand payment execution. The Treasury Single Account (TSA) system is being extended to consolidateaccounts for donor-funded projects, piloted with the Inter-American Development Bank (IDB). Monthlycash flow forecasts are largely incomplete, lacking arrears, borrowings, and donor inflows. The IMF’s Monitoring of projects and assets remains weak, with current systems focusing mostly on trackingpayment status without centralized review or proactive monitoring of stalled projects. The mission advisedregular quarterly reporting on project performance and assigning dedicated project managers for IT systems supporting PIM remain fragmented across the MEF, MPCE, and sector ministries, lackingcoordination and a unified digital strategy. Current initiatives include pilot deployment of the IntegratedPublic Financial Management System (SIGFiP) and conceptual design of an Information Planning System Finally, the mission presented a detailed action plan covering 2026 to 2028 with twelve priority areas,each with clearly defined milestones and assigned institutional responsibility. It emphasizes capacitybuilding through tailored training on project evaluation, feasibility study funding, budgeting, arrearsmanagement, and utilization of tools like CFAT. Partnerships with international organizations such as the Summary of Recommendations The mission recommended phased reforms with the following key actions: • Support personnel retention, adapt procedures to mitigate turnover, and launch targeted trainingprograms for MEF, MPCE, and key sectors focusing on climate risk integration