USAID IGPA/TAKAMUL
USAID-FUNDED IRAQ GOVERNANCE & PERFORMANCE ACCOUNTABILITY (IGPA/TAKAMUL) PROJECT QUARTERLY REPORT JANUARY 1, 2019 – MARCH 30, 2019
This publication was produced for review by the United States Agency for International Development. It was prepared by DAI.
Program Title Iraq Governance and Performance Accountability (IGPA/Takamul) Project
Sponsoring USAID Office USAID Iraq
Contract Number AID-267-H-17-00001
Contractor DAI Global LLC
Date of publication April 30, 2019
Author IGPA/Takamul Project Team
Cover Irfaz Water Plant, Erbil. March 2019.
The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government.
CONTENTS
ACRONYMS PROJECT SNAPSHOT ...... 1 Number of Participants Trained ...... 3 EXECUTIVE SUMMARY...... 6 CHAPTER I: PROJECT PROGRESS ...... 10 OBJECTIVE 1: ENHANCE IRAQI GOVERNMENT SERVICE DELIVERY CAPACITY ...... 10 Result 1.1 Improve service delivery outcomes in sectors with high impact/visibility ...... 11 Result 1.2 Strengthen the strategic approach and capacity of the federal line ministries and provincial directorates to better align service delivery outcomes with priorities of provincial governments and local populations ...... 26 Result 1.3 Enhance regulatory and procedural certainty to attract private sector investment ...... 36 SUCCESS STORY New rental process benefits small farmers in Wasit ...... 38 OBJECTIVE 2: IMPROVE PROVINCIAL AND NATIONAL GOVERNMENT PUBLIC FINANCIAL MANAGEMENT ...... 39 Result 2.1 Strengthen capacities of provincial offices and support their conversion into fully operational financial management offices ...... 40 Result 2.2 Support the development of federal oversight mechanisms, such as financial audit procedures of provincial finances ...... 42 Result 2.3 Enhance provincial revenue generation, collection, and management from outside the oil sector ...... 44 Result 2.4 Enhance budget-cycle planning, development, and execution against decentralized expenditure assignments ...... 45 SUCCESS STORY Capacity building from the bottom up ...... 47 OBJECTIVE 3: SERVICE DELIVERY AND PUBLIC EXPENDITURE MONITORING AND OVERSIGHT ...... 48 Result 3.1 Strengthen the capacity of selected provincial institutions to establish effective citizen participation and outreah mechanisms ...... 50 Result 3.2 Enhance public capability and willingness to participate in planning, monitoring, and evaluating public services ...... 54 SUCCESS STORY More fuel supply leads to less trash on the streets of Hilla...... 60 OBJECTIVE 4: SUPPORTING CHANGE AGENTS ...... 61 Result 4.1 Enhance capacity of Change Agents ...... 61 Result 4.2 Enhance capacity of women and vulnerable populations to represent their needs within government decision-making process ...... 62
Task Order 1: Assistance to Ministry of Finance and Ministry of Oil ...... 62 Task Order 3: KRG Information Systems Reforms ...... 64 CHAPTER II: MONITORING, EVALUATION, AND LEARNING ...... 66 PERFORMANCE INDICATORS ...... 66 IGPA/TAKAMUL MEL SYSTEM ...... 78 FACILITATING DATA COLLECTION ...... 78 MEL TRAINING NEEDS (February – March 2019) ...... 79 PUBLIC OPINION SURVEYS ...... 79 PROJECT LEARNING/INTERNAL DATA QUALITY ASSESSMENTS...... 80 COMPLEXITY AWARE MONITORING ...... 81 IGPA/Takamul and Complexity Aware Monitoring objectives ...... 81 IGPA/Takamul and the application of the Complexity Aware Monitoring evaluation ...... 82 Context Monitoring tools ...... 82 Complexity Aware Monitoring tools ...... 83 CHAPTER III: OPERATIONAL CONTEXT, CHALLENGES, AND LESSONS LEARNED ...... 88 OPERATIONAL CONTEXT ...... 88 POLITICAL DYNAMICS ...... 88 GOVERNANCE DYNAMICS ...... 93 ECONOMIC DYNAMICS ...... 94 LEGAL DEVELOPMENTS ...... 97 Political context and impact on IGPA/Takamul ...... 97 CONFLICT SENSITIVITY AND SECURITY CHALLENGES ...... 98 Conflict sensitivity and IGPA/Takamul programming ...... 98 Major conflict dynamics and drivers ...... 99 ANNEXES ……………………………………………………………………………………...101 ANNEX 1: Sub-Activity Report ...... 102 ANNEX 2: Quarterly Financial Information ...... 111 ANNEX 3: PPDC Timeline of Activities ...... 113 ANNEX 4: Contract Deliverables ...... 114 ANNEX 5: Context Monitoring Reports ...... 115 ANNEX 6: Boru’s Sequential Questions for IGPA/Takamul’s CAM Report ...... 116 ANNEX 7: IGPA/Takamul Selected Activities for Annual Report 2019 ...... 117 ANNEX 8: Subcontractors’ Overview ...... 122 ANNEX 9: Success Stories (in Arabic) ...... 125 ANNEX 10: Recommendations | KRG’s Water Resources Management Conference ...... 128
ANNEX 11: Xizmat Branding and Communication Strategies Final Report ...... 143 ANNEX 12: IGPATakamul’s Media Coverage ...... 147 ANNEX 13: CSOs Enagaged by IGPA/Takamul ...... 159 ANNEX 14: IGPA/Takamul’s Procurement Assistance Using Standard Bidding Documents...... 169
TABLES
Table 1: Summary Table of Results ...... 1 Table 2: Number of participants trained – FY2019 Quarter 2 ...... 3 Table 3: Business process reengineering – Round 2 ...... 18 Table 4: Business process reengineering – Round 3 ...... 19 Table 5: IGPA/Takamul’s procurement assistance using Standard Bidding Documents (as of March 31, 2019) ...... 23 Table 6: Scores for Performance Evaluation Department, by province ...... 33 Table 7: Performance Evaluation Departments Reactivated by IGPA/Takamul ...... 33
ACRONYMS
AAH As’aib Ahl al-Haq AFAD Administrative and Financial Affairs Directorate AMEL Activity Monitoring, Evaluation and Learning AMELP Activity Monitoring, Evaluation and Learning Plan AP Assistance Package ATC Administrative Tribunal Court BPR Business Process Reengineering CAM Complex Awareness Monitoring CM Context Monitoring COM Council of Ministers COMSec Council of Ministers’ Secretariat COR Council of Representatives CSA Conflict Sensitivity Analysis CSO Civil Society Organization CSR Corporate Social Responsibility DAG Dialogue Advisory Group DG Director General DMO Debt Management Office DPM Deputy Prime Minister DQA Data Quality Assessment E&I Equality and Inclusion FBSA Federal Board of Supreme Audit FGD Focus Group Discussion GO Governor’s Office GOI Government of Iraq HCCPSec Higher Commission for Coordination among Provinces’ Secretariat HR Human Resources HRM Human Resource Management HRMS Human Resource Management System IDMS Iraq Development Management System IDP Internally Displaced Person IFMIS Integrated Financial Management and Information System IHCHR Iraqi High Commission for Human Rights IHEC Independent High Electoral Commission INGO International Non-Government Organization IPP Independent Power Producer ISF Iraqi Security Forces KDMS Kurdistan Development Management System KDP Kurdistan Democratic Party KP Kurdistan Parliament KRG Kurdistan Regional Government KRI Kurdistan Region of Iraq LOP Life of Project M&E Monitoring and Evaluation MEL Monitoring, Evaluation and Learning MOD Ministry of Defense MOE Ministry of Energy MOF Ministry of Finance MOJ Ministry of Justice MOLSA Ministry of Labor and Social Affairs MOO Ministry of Oil MOP Ministry of Planning MOT Ministry of Trade MOU Memorandum of Understanding MP Member of Parliament
NGO Non-Government Organization O&M Operations and Maintenance OPDC Oil Production Distribution Company PC Provincial Council PDIA Problem-Driver Iterative Adaptation PEA Political Economy Analysis PEACAMU Political Economy and Complexity Aware Unit PED Provincial Evaluation Department PFM Public Financial Management PG Provincial Government PI Performance Indicator PIRS Performance Indicator Reference Sheets PM Prime Minster PMU Project Management Unit PPDC Provincial Planning and Development Council PPP Public-Private Partnership PUK Patriot Union of Kurdistan PWED Provincial Women’s Empowerment Directorate RFP Request for Proposal SAG Social Accountability Group SBD Standard Bidding Document SFPMOH Stakeholder Feedback, Process Monitoring of Impact, and Outcome Harvesting SIG Social Inclusion and Gender SME Small- and Medium-sized Enterprise SOP Standard Operating Procedure SOW Scope of Work STTA Short Term Technical Assistance SWM Solid Waste Management TAMIS Technical and Administrative Management Information System TNA Training Needs Assessment TSA Treasury Single Account TWG Technical Working Group UAE United Arab Emirates UN United Nations UNAMI United Nations Assistance Mission for Iraq USAID United States Agency for International Development
USG United States Government WED Women’s Empowerment Department WeLEAD Women’s Leadership and Diversity Management for Improved Service Delivery WTP Water Treatment Plant
PROJECT SNAPSHOT
TABLE 1: SUMMARY TABLE OF RESULTS
FY19 ACTUAL ACTUAL FY19 LIFE OF FY18 CUMULATIVE % NO. INDICATORS CUMULATIVE PROJECT TOTAL Q1 Q2 FY18 & FY19- ACHIEVED (Q1 + Q2) TARGET Q1, Q2
1 Number of functional PPDCs in IGPA/Takamul- 1 4 4 8 9 8 113% supported provinces
Score on Performance Evaluation Departments 2 0.75 6.5 5 11.5 12.25 5.25 233% development index Number of improved business processes implemented 3 by provincial governments as a result of 6 10 0 10 16 10 160% IGPA/Takamul support Number of contracts awarded by the GOI as a result 4 2 3 1 4 6 5 120% of IGPA/Takamul support Number of IGPA/Takamul-supported functional 5 0 0 0 0 0 3 0% PWEDs Number of initiatives implemented by IGPA/Takamul 6 0 7 22 29 29 22 131% supported provincial institutions Number of government institutions (central, federal, 7 provincial) that have implemented SOPs to manage 6 7 5 12 18 12 150% PFM functions as a result of IGPA/Takamul support
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TABLE 1: SUMMARY TABLE OF RESULTS
FY19 ACTUAL ACTUAL FY19 LIFE OF FY18 CUMULATIVE % NO. INDICATORS CUMULATIVE PROJECT TOTAL Q1 Q2 FY18 & FY19- ACHIEVED (Q1 + Q2) TARGET Q1, Q2
Number of mechanisms for external oversight of 8 0 0 3 3 3 4 75% public resources use supported by USG assistance Percentage change in local revenues in provinces as a 9 0 0 0 0 0 2.50% 0% result of IGPA/Takamul interventions
Number of provincial in-year budget reports 10 produced in accordance with law or best practice as a 19 21 9 30 49 18 272% result of IGPA/Takamul support
Number of mechanisms developed, improved, or 11 implemented, to establish effective citizen 2 4 1 5 7 6 116% participation, outreach and communication
Number of civil society organizations (CSOs) 12 receiving USG assistance engaged in advocacy 11 20 27 47 58 30 193% interventions
Number of advocacy interventions implemented by 13 0 23 19 42 42 25 168% IGPA/Takamul-supported CSOs and SAGs
14 Number of participants trained by IGPA/Takamul 2823 1570 2090 3660 6483 11267 58%
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Number of Participants Trained
During this reporting period, IGPA/Takamul trained 2,090 participants bringing the total number of participants trained to date to 6,483, which is 57 percent of the Life of Project (LOP1) target (see Table 2). IGPA/Takamul training activities aim to strengthen the capacity of: 1) line ministries and provincial directorates to align the delivery of public services with the priorities of the local citizens; 2) provincial Administrative and Financial Affairs Directorates (AFAD); 3) selected local institutions, such as civil society organizations (CSO) and social accountability groups (SAG), to establish effective citizen participation and outreach mechanisms; and, 4) Change Agents.
The following table and charts illustrate the number of participants trained this quarter disaggregated by sex, by type/affiliation, and province.
TABLE 2: NUMBER OF PARTICIPANTS TRAINED – FY2019 QUARTER 2
UNIT OF MEASURE: NUMBERAGGREGATED BY SEX, TYPE OF PARTICIPANT
ACTUAL RESULTS (ANNUAL AND QUARTERS) CUMULATIVE LOP Q1 Q3 Q4 FY18 Q2 FY19 TO DATE TARGET FY19 FY19 FY19 M F M F M F M F M F M F Federal GOI 320 172 164 67 53 29 537 268 Officials Provincial GOI 1067 386 738 195 828 330 2633 911 Officials CSOs 407 375 192 157 326 209 925 741 Others* 45 51 42 15 301 14 388 80
Total 1839 984 1136 434 1508 582 4483 2000 11267 2823 1570 2090 6483 * Others include private sector actors including companies.
1 Life of the Project is defined as FY2018-2019.
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Chart 1: Number of participants trained by IGPA/Takamul disaggregated by sex, FY19 Q-2
Percentage of participants trained disaggregated by sex, FY19 Q-2
28%
72%
Male Female
Chart 2: Number of participants trained by IGPA/Takamul disaggregated by type/affiliation, FY19 Q-2
Number of participants trained disaggregated by type, FY2019 Q-2
15% 26%
4%
55%
CSOs Federal GOI Official Provincial GOI Official Others **
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Chart 3: Number of participants trained by IGPA/Takamul disaggregated by province, FY19 Q-2
Number of participants trained disaggregated by province, FY2019 Q-2
458
347
210 182 156 129 115 91 85 71 43 45 34 37 2 30 47 8
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EXECUTIVE SUMMARY
The Iraq Governance and Performance Accountability (IGPA)/Takamul Project works to advance effective, accountable, and transparent governance in Iraq. The USAID-funded program, implemented by DAI and its partners, helps local and federal government institutions to better respond to citizen needs by supporting reform initiatives and empowering Iraqi Change Agents to promote inclusive governance and improve public sector transparency, accountability, and performance. The Project’s reform initiatives include supporting improvements in service delivery, public financial management, as well as transparent and inclusive government. IGPA/Takamul supports the Government of Iraq and its citizens to form partnerships and advance collaborative efforts to jointly solve problems. IGPA/Takamul has four objectives:
1. Enhance Government of Iraq’s (GOI) service delivery capacity; 2. Improve public financial management; 3. Strengthen monitoring and oversight of service delivery and public expenditure; and, 4. Support Iraqi Change Agents (cross-cutting objective).
This report covers the period from January 1, 2019 through March 31, 2019. During this time, IGPA/Takamul worked intensively across all four objectives and continued its work to promote assistance packages as an integrated approach that combines tools from all objectives to target a specific institution or sector. An example of the success of assistance packages was the continuation of work to alleviate a potential future water crisis in Basrah. IGPA/Takamul assistance packages included an assessment of 15 water treatment plants, which resulted in the preparation of bills of quantity that were provided to the provincial government. The Project trained water plant operators on operations and maintenance in a bid to allow for more knowledgeable and flexible responses to plant malfunctions. The Project also organized a Water Resources Management Conference in Erbil during the quarter, which brought together experts from the Kurdistan Regional Government (KRG) and the Government of Iraq to look at the Kurdistan Region of Iraq’s (KRI) short- and long-term water needs. The conference produced substantial policy recommendations, which are in the process of being prepared for senior KRG leadership. In the KRG, work proceeded on the Xizmat Activity despite uncertainties following a change of government in the KRG.
The program continued its intensive work with the Ministry of Planning and Provincial Governments to improve procurement practices throughout Iraq. The Project assisted Iraqi provincial governments to conduct USD1.2 billion worth of procurements using its standard bidding tool. The newly designed tool is now widely used in Iraq and is giving access to private companies, which were previously unable to complete the cumbersome forms required for even small procurements, to bid for government contracts.
In the area of public financial management, IGPA/Takamul continued to work with Administrative and Financial Affairs Directorates (AFAD) to expand their ability to take on new responsibilities. Relations between the AFADs and the Ministry of Finance continue to work more smoothly. Additionally, the Speaker of the Parliament and the Chair of the Finance Committee have both requested that the Project organize hearings – the first in which public views will be heard – on the draft Public Financial Management Law. Their requests highlight the continuing excellent relations between the GOI and IGPA/Takamul. In January, the Council of Ministers (COM) endorsed the “Mechanism” that defines a new relationship between civil society organizations (CSO) and PGs; giving civil society a voice in service delivery decision-making. CSOs continue to play an increasingly
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important role in the assessment and evaluation of publicly provided services. The Project’s Change Agents, who are envisioned to help sustain improvements, also remained active this reporting period. To date, a total of 108 people received training on change management. In Ninewa, a team of Change Agents successfully advocated for the replacement of an old feeder pipe to expand water delivery services to more households.
While work continues in all four contractually obligated objectives, IGPA/Takamul, with USAID guidance, has moved toward a more holistic approach to its service delivery interventions. Program activities focus on all stages of service delivery: at the planning stages through the empowerment of the Provincial Planning and Development Councils, at the level of technical assistance to various utilities, through providing assistance to the government in procurement, and finally, at the stage of service delivery evaluation and assessment.
It was initially anticipated that task orders focused on developing an advocacy campaign on behalf of an anti-domestic violence initiative and planning an investment conference to help businesses in Ninewa would be signed this reporting period. However, the task orders were not signed until Q3. Nevertheless, significant preparations have taken place in for both activities including the leasing of space and the identification of key personnel so that work can begin quickly during the coming quarter.
As expected with Iraq’s complex operating environment, the Project also faced several challenges during the past quarter. Program operations in Ninewa faced particular uncertainty in view of attempts to impeach the sitting governor on charges of corruption. The uncertainty led to the delay of IGPA/Takamul’s assistance package for the Ninewa Plains. An additional challenge was the identification of appropriate companies to bid on request for proposals. In many cases, responses were insufficient or poorly prepared, which led to further delays in the procurement process. The Project undertook bidders’ conferences aimed to educate bidders on the RFP process and, as such, noticed a gradual improvement in the level of responses.
As always, it has been a great pleasure for IGPA/Takamul to work with colleagues at the Mission and Embassy. The Project looks forward to further collaboration and to receiving guidance from the Mission on the implementation of this highly complex, sometimes unwieldy, but enormously beneficial, program.
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الموجز التنفيذي
يعمل مشروع تحسين االداء والحكم الرشيد )تكامل( في العراق على النهوض بحوكمة فعالة وذو شفافية وخاضعة للمساءلة. حيث تساعد الوكالة األمريكية للتنمية الدولية USAID وبتنفيذ شركة دي أي آي األمريكية وشركاؤها مؤسسات الحكومة العراقية على جميع المستويات لتكون االستجابة أفضل لحاجات المواطنين عن طريق دعم مبادرات اإلصالح وتمكين عناصر التنمية العراقية لتحقيق الحوكمة الشاملة وإنجاز الشفافية، المساءلة واألداء التام للقطاع العام. و تتضمن " مبادرات اإلصالح" توفير الدعم المطلوب لتحسين مهام تقديم افضل الخدمات واإلدارة المالية العامة والمبادرات الحكومية الشفافة والشاملة. كما يدعم مشروع تكامل الحكومة العراقية ومواطنيها في تكوين الشراكة وتحشيد الجهود التعاونية لحلحلة المشاكل بصورة مشتركة. وعليه فإن لمشروع تكامل أربع أهداف:
1. النهوض بقدرة الحكومة العراقية على تقديم الخدمات.
2. تحسين اإلدارة المالية العامة.
3. تقوية المراقبة واألشراف على تقديم الخدمات واألنفاق العام.
4. دعم عناصر التنمية العراقية )وهو الهدف الشامل(.
ان هذا التقرير يغطي انشطة الفترة من 1 كانون الثاني 2019 إلى 31 اذار 2019. وخالل هذه الفترة عمل مشروع تكامل بشكل مكثف في جميع االهداف األربعة واستمر في العمل لتقديم حزم المساعدات كنهج متكامل يجمع بين األدوات من جميع األهداف المشروع لمساعدة مؤسسة أو قطاع معين. وكان من بين أهم إنجازات المشروع هو االستمرار في العمل لتخفيف أزمة المياه المحتملة في المستقبل في محافظة البصرة. حيث تم االنتهاء من تقييم 15 محطة معالجة المياه وإعداد جداول الكميات وتقديمها إلى الحكومة المحلية. باإلضافة إلى ذلك، تم تدريب مشغلوا المحطات خالل تلك الفترة لكي يبدأوا بعملية جديدة من شأنها ان تودي الى استجابات تفضل وأكثر معرفة ومرونة ألعطال المحطات معالجة المياه. كما ساعد المشروع أي ًضا الحكومات المحلية في العراق على إجراء تعاقدات بقيمة 1.2 مليار دوالر باستخدام وثيقة العطاء القياسية التي اعدها المشروع أي ًضا. حيث يتم استخدام األداة المصممة حديثًا على نطاق واسع في العراق اذ انها تساعد الشركات في الدخول في تعاقدات وتلك الشركات لم تكن قادرة على إكمال النماذج المرهقة التي كانت مطلوبة حتى في االعمال الصغيرة. كما نظم المشروع مؤتمرا إلدارة الموارد المائية في أربيل ضم خبراء من حكومة إقليم كردستان والحكومة العراقية للنظر في االحتياجات المائية القصيرة والطويلة األجل في إقليم كردستان. وأصدر المؤتمرمجموعة من التوصيات قيد اإلعداد لكي يتم النظر فيها من قبل قادة حكومة إقليم كردستان. ولقد تستمر العمل مع حكومة إقليم كردستان، في برنامج خزمات Xizmat على الرغم من الشكوك التي أعقبت تغيير الحكومة في إقليم كردستان.
اما في مجال اإلدارة المالية العامة ، واصل مشروع تكامل العمل مع دوائر االدارية والمالية في المحافظات على توسيع قدرتهم على تحمل مسؤوليات جديدة. اذ ان العالقات بين الدوائر االدارية والمالية في المحافظات ووزارة المالية متسمرة و باكثر سالسة. باإلضافة إلى ذلك، طلب كل من رئيس البرلمان ورئيس الجنة المالية أن ينظم المشروع جلسات استماع وهي اول جلسة يتم فيها االستماع إلى اآلراء العامة حول مشروع قانون اإلدارة المالية العامة. وستسلط طلباتهم الضوء على استمرار العالقات الممتازة بين حكومة العراق ومشروع تكامل. في شهر كانون الثاني من الفترة المشمولة بالتقرير، صادق مجلس الوزراء على "اآللية" التي تحدد عالقة جديدة بين منظمات المجتمع المدني والحكومات المحلية وتمنح هذه االلية المنظمات صوتًا في اتخاذ القرارات بشأن قضايا تقديم الخدمات. وتواصل منظمات المجتمع المدني القيام بدور متزايد األهمية في تقييم وتقويم الخدمات المقدمة للمواطنين.وخالل هذه الفتره استمر المشروع في دعم القادة الناشئين للمساعدة في ديمومية التحسينات التي يقيم بها المشروع. حيث تلقى مجموعة متكونة من 108 شخصا تدريبات على إدارة التنمية. اما في نينوى ، نجح فريق من هؤالء القادة بإزالة أنبوب تغذية قديم لتوسيع خدمة توصيل المياه إلى المزيد من المواطنين.
بينما يتواصل العمل في جميع األهداف األربعة الملتزم بها تعاقديًا ، فإن مشروع تكامل وبتوجيه من الوكالة األمريكية للتنمية الدولية )USAID( يتجه نحو نهج أكثر شمولية لتحسين الخدمات. وتركز أنشطة المشروع على جميع مراحل تقديم الخدمات: في مراحل التخطيط من خالل تمكين مجالس التخطيط والتنمية المحلية، وعلى مستوى الدعم النفي لمختلف المرافق الخدمية، ومن خالل تقديم المساعدة للحكومة في مسألة التعاقدات، وأخيرا في مرحلة تقويم الخدمة وتقييمها. وكان شعار هذا النهج هو تطوير حزم المساعدة التي تركز على الموارد من األهداف المشروع األربعة الى مؤسسة حكومية واحدة او مشكلة قائمة. وسيستمر هذا النهج في خطة عمل السنة الثالثة التي يأمل المشروع أن يقدمها للوكالة األمريكية للتنمية الدولية في ايار.
بينما كان من المتوقع في البداية أن يتم توقيع أوامر المهام في الفترة المشمولة في التقرير للمضي قدماً في تطوير حملة مناصرة نيابة عن مبادرة مكافحة العنف االسري وبدء العمل في مؤتمر استثماري لمساعدة الشركات في نينوى وخاصة في سهل نينوى. في الواقع
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لم يتم التوقيع حتى بعد إغالقه. ومع ذلك ، فقد تم القيام باستعدادات كبيرة استعدا ًدا لكال النشاطين ، بما في ذلك تأجير المكان وتعيين الموظفين الرئيسين حتى يتسنى بدء العمل بسرعة خالل الربع القادم.
كما هو متوقع مع بيئة العمل المعقدة في العراق، واجه المشروع أي ًضا العديد من التحديات خالل الربع األخير. حيث واجه عمل المشروع في نينوى حالة من عدم اليقين بشكل خاص بالنظر إلى محاوالت عزل المحافظ الحالي بتهمة الفساد. حيث أدى عدم اليقين إلى تأخير حزمة المساعدة الخاصة المقدمة من مشروع تكامل والخاصة بسهل نينوى. ويمثل التحدي اإلضافي في تحديد الشركات المناسبة لتقديم عطاءات لطلب تقديم العروض للمشاريع. في كثير من الحاالت ، كانت الردود غير كافية أو سيئة اإلعداد مما أدى إلى مزيد من التأخير. حيث عقد المشروع مؤتمرات لتثقيف مقدمي العروض حول عملية تقديم العروض وقد الحظنا حدوث تحسن تدريجي في مستوى الردود.
وكما هو الحال دائ ًما ، كان من دواعي سرور مشروع تكامل العمل مع الزمالء في البعثة والسفارة. ويتطلع المشروع إلى تلقي مزيد من التعاون والتوجيه من البعثة بشأن تنفيذ هذا البرنامج الذي يحوي على بعض التعقديات احيانا ولكنه ذو منفعة كبيرة.
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CHAPTER I: PROJECT PROGRESS
OBJECTIVE 1: ENHANCE IRAQI GOVERNMENT SERVICE DELIVERY CAPACITY
Ifraz water plant in Erbil, one of the two water plants included in IGPA/Takamul’s assistance packages.
IGPA/Takamul’s Objective 1 focuses on strengthening functions that directly impact the delivery of essential services. Specifically, the Project works to develop key organizations and business processes that are integral to the overall system of service delivery.
During FY2019 Quarter-2 reporting period, IGPA/Takamul accomplished the following:
• Completed the development of assistance packages (AP) for water, solid waste management (SWM), and electricity services for Baghdad, Anbar, Basrah, Ninewa, and the Kurdistan Region of Iraq (KRI).
• Awarded three projects worth USD90 million out of which USD83.3 million was intended to help deal with the water crisis in Basrah. Projects included: sewage projects in Anbar; the Batteh Bridge construction in Babil; and, a water desalination plant in Basrah.
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Throughout the life of the project, IGPA/Takamul actively supported the development of 32 bidding documents for water, sewage infrastructure, and electricity sectors worth a total of USD1.2 billion. Of this amount, a total of 11 contracts were awarded with a value of USD208 million.
• Activated four additional Provincial Planning and Development Councils (PPDC) in Babil, Najaf, Maysan, and Dhi Qar, bringing the total number of IGPA/Takamul revitalized PPDCs to nine.
• Revitalized two Performance Evaluation Departments (PED): in Karbala and in Qadisiya, bringing the total number to 12 functional PEDs.
• Improved the provincial procurement system in the Kurdistan Region of Iraq (KRI) by introducing the IGPA/Takamul-promoted new standard bidding documents (SBD).
• Selected five business processes for reengineering for both the water and SWM sectors in Baghdad, Babil, Anbar, and Basrah for a total of 50 processes for review, redesign, and implementation.
• Selected four processes for reengineering in the water and electricity service sectors in the KRI.
• Trained business process reengineering teams in Baghdad, Basrah, Babil, Anbar and Ninewa, in the fundamentals of social inclusion and gender to better understand how to incorporate these critical issues into BPR processes.
• Organized the Water Resources Management Conference on February 20-21 in Erbil with the General Directorate for Water and Sewerage which produced 11 recommendations from experts to address the forecasted water shortage.
• Launched an awareness campaign and branding strategy for the Xizmat Activity in the Kurdistan Regional Government (KRG). Xizmat integrates all documentation in one digital portal (www.services.gov.krd) for 377 of the 440 public services provided by the KRG’s 19 ministries and four directorates.
• Held an activation event in Baghdad for six Provincial Women’s Empowerment Departments (PWED), where they clarified their roles and responsibilities within the newly decentralized provincial government (PG) structures.
• Briefed Members of Parliament (MPs) and government stakeholders on the merits of the public-private partnerships (PPP) and advocated for the legislation of the PPP Bill.
Result 1.1 Improve service delivery outcomes in sectors with high impact/visibility
1.1.1 Development of Assistance Packages (AP) and agreement of memoranda of understanding (MOU)
During Q2, IGPA/Takamul completed the development of assistance packages (AP) for the water, SWM, and electricity service sectors in Anbar, Baghdad, Babil, Basrah, Ninewa, and the KRI. The APs were designed, developed, and signed in collaboration with PGs and partner utility service directorates that were previously assessed for their ability to deliver essential services to the public.
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Stakeholders believe that the APs will help improve essential services and lead consumers to experience improvements in the delivery of essential services. This quarter, stakeholders and beneficiaries approved the SWM APs developed for Baghdad, Babil, and Anbar as well as the electricity AP developed for the KRI. Throughout the reporting period, IGPA/Takamul continued implementing the water APs in Anbar, Baghdad, Babil, Basrah, and Ninewa and began implementing the KRI water AP.
Water assistance packages
During the reporting period, IGPA/Takamul implemented activities related to the water APs for Anbar, Babil, Basrah, and Ninewa. The activities implemented in support of these APs are similar in approach to the Baghdad water packages, which were approved during the previous quarter. The APs mainly cover the following four internationally-recognized areas of water utility management: technical, administrative/human resources, financial, and customer service. IGPA/Takamul added a fifth area–social inclusion–which is designed to raise service providers’ awareness of how different citizens, and categories of citizens, access services differently. Social inclusion will help service providers map demographic aspects of service demand to help them better visualize, understand, and respond to citizen needs. The APs also cover how to develop and implement short-term campaigns—not more than three months—to increase citizen awareness on water conservation, monitor water quality at the household-level, pay water bills, and reduce illegal use of potable water.
The Basrah water AP, which was approved in Q1, was specifically tailored to address the water crisis. As such, the Basrah AP differed in its approach by supporting the PG to develop a five-year strategic action plan and identify long- term solutions to address the water crisis. However, the Project’s intervention remained similar to others as it also covered how to conduct a cost-recovery analysis of water A water treatment plant in Basrah. supply services; a review of the business process reengineering (BPR) to improve the Water Directorate’s operations; and, a social inclusion training to help directorates better visualize and understand citizen needs.
In Erbil and Sulaimaniya, the water APs, which were signed in Q1, moved into the activity implementation phase similar to other provinces. During this quarter, IGPA/Takamul released the request for proposals (RFP) for the development of the standard operating procedures (SOP) for the operations and maintenance of water treatment plants as well as for building staff capacity to implement these procedures. The RFP also covered rehabilitation plans for water treatment plants.
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IGPA/Takamul selected the offerors and next quarter, will work to prioritize the water treatment plants that will undergo the assessment and capacity building phases in each province.
Solid waste management assistance packages
During this quarter, IGPA/Takamul secured the final approval from the Governor’s Offices (GO) for their respective solid waste management (SWM) APs. In Anbar, Babil, Baghdad, and Ninewa, the approved APs are similar in approach and largely cover the main areas needed for SWM improvement. These include improving availability, quality, presentation, and use of information to enable improved planning, monitoring of service provision, and private sector engagement. The Project will conduct a cost recovery ratio and optimization analysis of SWM at the municipal level as part of a comprehensive budgeting exercise to assist in advocacy efforts for improved funding. AP activities also include facilitating improved cooperation between the Municipality Directorates and other governmental bodies like the Department of Environment, GOs, and Ministry of Oil, among others, as well as assisting the municipality in system efficiency improvements using the BPR. The fifth activity of this AP focuses on strengthening communication and cooperation between citizens and private businesses in efforts to increase awareness of waste reduction.
In Basrah, the approved SWM AP is similar to the above-mentioned provinces, however, additional support is provided to assist the municipality in improving service delivery. Specifically, IGPA/Takamul will support the processes of vendor solicitation, selection, contracting, and supervision for SWM services within Basrah City.
In Ninewa, the solid waste AP was signed this quarter and includes three key activities designed to assist municipalities in coordinating efforts to improve SWM. Due to the complexity of operating in Ninewa as a result of the large number of actors present and significant immediate needs requiring assistance, Municipalities Directorates are less willing to engage in longer-term partnerships. As such, IGPA/Takamul has a very tightly focused assistance approach aimed at supporting the municipality to resume service delivery. Specifically, the Project conducted a comprehensive budgeting exercise and review of revenue with the Municipality Directorate. IGPA/Takamul also assisted the Municipality Directorate with decentralization by sharing best practice from other Municipalities Directorates where decentralization is further advanced and by developing a comprehensive list of priority project costs. Finally, the Project worked with the Municipalities Directorates to identify opportunities for breaking priority projects into smaller stand-alone activities in a bid to further facilitate engagement with non-governmental organizations (NGO), international NGOs (INGO), United Nations (UN) agencies and governmental representatives. By focusing on three key activities designed to assist the Municipalities Directorate in the coordination of efforts to improve SWM, IGPA/Takamul can build a positive relationship with the municipalities and ensure the long-lasting successes of interventions.
In Babil, further support from IGPA/Takamul was received in response to a visit by the Babil Governor to the Project’s Office during the previous quarter. The AP for Babil, which was signed by the Governor’s Office this quarter, details the following support: organizing a donor coordination meeting; forming and building capacity of an executive team to follow-up on the implementation of service delivery improvements; organizing provincial investment conference; revitalizing the PPDC; and, supporting a mobile service delivery response team for citizen issues.
KRI electricity assistance package
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During this quarter, the Ministry of Electricity (MOE) in the KRI endorsed IGPA/Takamul’s proposed electricity AP designed to improve electricity services. The AP, which consists of eight main activities and extends for a period of 10-months, was approved by the Deputy Minister of Electricity in the KRG in the presence of the Directors General (DG) of the ministry’s directorates to mark the launch of the AP. IGPA/Takamul’s support to the MOE includes designing an organizational structure and corresponding job descriptions; enhancing staff technical skills to increase their performance and the ability to operate adopted technical system; and re-engineering processes for new subscription services and addressing citizen complaints. The Project’s support will also include the design of criteria for selecting transformers, cables, and other appropriate accessories suited to Iraq’s weather conditions.
Furthermore, the Project will train MOE staff on SBDs; update and develop contracts; and review terms of governing independent power producers (IPP) to increase delivery and decrease the amount of payments. An awareness campaign is also planned to increase citizen awareness on smart meter system functionality. The campaign will empower the Ministry’s three main sectors of transmission, distribution, and networking to better control power production, private sector partnership production, and equal distribution of electricity. The goal of the awareness campaign is to reduce illegal subscription and overuse of power. Additionally, with IGPA/Takamul support, the KRG MOE’s Financial Departments will be able to determine the unit cost of services provided to citizens and commercial sectors, which will increase the hours of electricity distribution across the KRI. Lastly, the Project will support Change Agents2 to transfer knowledge and replicate successful, high-impact activities.
1.1.2 Provide ongoing support to implementation of APs including coordinating resources from other Objective Units and liaison with relevant stakeholders such as Provincial Women’s Empowerment Department; Governors’ Office; Provincial Planning and Development; and, selected Water/Solid Waste Management /Electricity Directorates.
Water AP activities
In Anbar and Babil, during this quarter, the Project prepared and released the request for proposals (RFP) for the development of standard procedures for the operation and maintenance of water treatment plants, and for building staff capacity to implement these procedures. The offerors were selected, and work started to prioritize water treatment units that will undergo the assessment and capacity building processes in each province. Ten water treatment plants from both Anbar and Babil were selected to undergo the assessment. In Babil, of the ten selected water plants, six assessments were completed. During this quarter, IGPA/Takamul also released RFPs for technical assistance to Anbar and Babil Water Directorates to develop rehabilitation plans for water treatment plants. Four proposals were received for the Anbar and five were received for Babil. The Project provided support in reviewing the offers and in selecting the vendors. Both provinces are in the final stages of signing contracts with the selected vendors.
2 On December 27, 2018, IGPA/Takamul received guidance from USAID to change the term “Change Agents” to “emerging leaders.” At the end of Q2, with USAID’s concurrence, IGPA/Takamul reverted to the term “Change Agents” to capture the essence of the work of these partner-individuals in accordance with the objectives stated in the work plan.
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In Baghdad, the Project released and awarded a water RFP for assessing water treatment plants, developing rehabilitation plans, developing SOPs for the operations and maintenance (O&M) of water treatment plants, as well as the capacity building of O&M staff. Three proposals were received in response to the RFP. The Project is now supporting the implementation phase as the development of SOPs began this quarter. Three of the 10 water treatment plants selected for Baghdad have completed their assessments.
In Basrah, the water AP activities witnessed great progress this quarter. IGPA/Takamul, with the support of its technical short and long-term staff, visited targeted water treatment plants and conducted a detailed technical assessment of the mechanical, electro-mechanical, electrical, and civil components. The team examined current operations and preventive/routine maintenance practices, as well as maintenance records and information (when available) such as pump run-time and water flows in the event that case meters are available.
The Project completed assessments of 15 priority Basrah water treatment plants. The water treatment plants were selected in close coordination with the Water Directorate’s technical team based on predefined criteria that considered the population served and availability of water resources. At the time of their selection, the water plants were not functioning due to various issues.
Albo Baseiri water treatment plant in Basrah, one of the 15 water plants assessed by IGPA/Takamul and recommended for complete replacement.
Assessments were conducted in partnership with Aqua Strategies Inc. and the Engineering Consulting Office at the University of Basrah. It was determined that 13 of the 15 plants could become operational with refurbishments, which are estimated to cost at a total of $914,000 and could benefit up to 100,000 residents. IGPA/Takamul secured promises from the governor to provide these funds and has submitted its assessment report to Basrah’s Water Directorate. The Project will continue to provide support to officials in developing bidding documents to procure parts and labor for the refurbishments.
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Also, during this quarter, the selection of operators to participate in capacity building support was completed. The Project conducted a training needs assessment (TNA) for water treatment plant operators in Basrah. The operators participated in both group and individual discussions with plant operators to better understand their roles, as well as assess their capacities and training needs to better perform their tasks.
The Project’s support in Basrah extended to assisting the Water Directorate in developing a scope of work (SOW) and conducting a procurement for engineering/design professional services for the repair and replacement needed to improve the operational performance of treatment plants. In the next quarter, IGPA/Takamul will assist the directorate in identifying a qualified engineering company to undertake the design/engineering studies required to refurbish the plants. Once the engineering company is selected, the Project will continue its assistance to manage the engineering company and review engineering design and studies.
In Ninewa, development of RFPs and scopes of work commenced for the previously selected water treatment plants. Assessments of these water plants will start in the next quarter.
In the KRI, particularly in Erbil and Sulaimaniya, the Project assisted both Water Directorates in the development of SOPs and rehabilitation plans. IGPA/Takamul developed a detailed SOW and released an RFP for this effort. The Project helped the Directorate to evaluate proposals received and select the vendor so that work could begin next quarter. Owing to its large consumer base, Ifraz and Dukan water treatment plants were selected by IGPA/Takamul to undergo detailed assessments. In the KRI, as part of the Erbil AP, IGPA/Takamul commenced work to assess the current state of each utility sector (water and electricity) to identify all existing plans for all sources, including international donors such as the United Nations agencies.
SWM AP activities
In Anbar, Babil, Baghdad, Basrah, and Ninewa, IGPA/Takamul’s approach to the SWM AP differs from that of the water AP. Here, the Project combined assistance to the directorates and drafted a SOW for the procurement of data collection and presentation to support the Municipalities Directorates in SWM for all the five provinces combined. Through this support, the Directorates will improve the availability, quality, presentation, and use of information to enable more robust planning and monitoring of service provision and private sector engagement. IGPA/Takamul provided support in reviewing offers received and selecting the vendor to complete the task.
This quarter, Anbar, Babil, Baghdad, Basrah and Ninewa, also witnessed improved cooperation between the provinces’ respective Municipalities Directorates and other governmental bodies including the Department of Environment, GO and the MOO, among others. IGPA/Takamul, through its long- and short-term staff, piloted a SWM project in Babil and will replicate this effort in other provinces next quarter.
In Babil, the AP for Babil GO was signed this quarter and the planning of two kick-off activities began. The first activity is a donor coordination meeting; and, the second is to form and build the capacity of an executive team to follow-up on implementation of service delivery improvements. At the donor coordination meeting, the Babil PG seeks to solicit the help of the international donor community to address their specific needs and priorities. The meeting will also allow the Project to identify synergies between various donor assistance programs. Both activities are expected to be completed next quarter.
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U.S. Acting Consul General in Erbil Greg Morrison provides opening remarks at the KRG Water Resources Management Workshop.
KRG DEVELOPS A ROADMAP FOR LONG- TERM WATER SECURITY IN THE REGION
IGPA/Takamul responded to the KRG’s By the end of the workshop, participants request for support in addressing the region’s developed 11 recommendations (ANNEX 10) impending water shortage by organizing a to prevent the forecasted water crisis, which Water Resources Management Workshop for are now in the process of being refined by the KRI in Erbil on February 20-21. Due to various stakeholders with technical input from decreasing river levels, a growing population, IGPA/Takamul. The recommendations include and an influx of internally displaced persons, actions for local and regional government as demand for water in the KRI is expected to well as civil society, such as reorganizing KRG exceed supply by 2030. The Project worked entities responsible for water service; with the KRG’s General Directorate of Water achieving continuous water supply service; and Sewerage to bring together experts from promoting water conservation through the public and private sectors to discuss outreach campaigns; and treating wastewater actions to conserve the region’s water supply for reuse in agriculture. The final and prevent a crisis. More than 80 participants recommendations will be presented to KRG attended the workshop, including leadership and the KRG Prime Minister, with representatives from Iraq’s Ministry of Water the new water management action plan Resources, Council of Ministers, KRI expected to be announced in June, depending ministries, university researchers, and on official approval. IGPA/Takamul will international water expert Dr. Barney Austin, provide ongoing technical assistance to KRG who works with IGPA/Takamul. The Acting ministries and service directorates to support U.S. Consul General in Erbil, Greg Morrison, the implementation of the action plan and to provided opening remarks and local media help ensure long-term water security in the covered the event. region.
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Business process reengineering - Round 2
Work in Round 2 of the BPR task, which started last year, was concluded this quarter. The table below shows the 10 processes that were selected for Round 2 and will the services that will be implemented next quarter.
TABLE 3: BUSINESS PROCESS REENGINEERING – ROUND 2
NO. PROVINCE SECTOR SERVICE
Enhance water quality by installing new chlorine 1 Water systems. ANBAR Manage/collect waste from al-Ramadi neighborhoods 2 Municipality and transport to mid-stations and landfill sites. 3 Water Increase the efficiency of drinking water production in Rashidiya from 75% to 85% while ensuring its continuity. BAGHDAD 4 Municipality Rehabilitate the solid waste recycling plant in al- Mahmoodiah district to serve the four municipalities of Mahmoodiah, Alyousfya, Alatifiya, and Alrasheed. 5 Water Enhance water quality by installing new chlorine systems. BASRAH 6 Municipality Manage/collect waste from al-Ramady neighborhoods and transport to mid-stations and landfill sites. 7 Water Improve the quality of drinkable water provided to QADISIYA targeted areas of Qadisiya. 8 Municipality Collect waste and transport to mid-stations. 9 Water Expand and develop water compact units to meet WASIT citizen needs in targeted areas. 10 Municipality Distribute fleet (machines and labor) to targeted areas according to adopted standards.
In Wasit, assessing the process of expanding and developing water compact units to meet citizen needs in targeted areas led to doubling the capacity of the water units to reach 500 m3/h. The addition of a second water unit increased the availability of water from 15.6 hours/day to 23 hours/day in al-Khajiah neighborhood where 32,000 people reside and where the water compact unit is located. In addition, dramatic improvements in critical performance measures within the Water Directorate in areas like quality, cost, and time have been observed.
It is worth mentioning that this activity resulted in an impressive by-product; Wasit’s Water Directorate also adopted the BPR concept introduced by IGPA/Takamul for its Human Resources Division. Wasit’s interest was further illustrated by its decision to independently implement BPRs for five other processes.
In Qadisiya, the reengineering of the process of collecting waste and transferring it to mid- stations reduced implementation time from 15 to 4 days and reduced the total labor force needed to collect and transfer waste by 28 percent.
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Business process reengineering for the Water Directorate, Bo’etha, Ramadi, Anbar.
In Basrah, the revision and redesign of the process of maintaining the water pump in filtering stations to improve the quality of water provided to the citizens resulted in a drastic reduction of the number of steps needed to perform pump maintenance from 29 to 9 steps, and the time from 3 weeks to just 3 days.
Business process reengineering Round 3
Due to the successes achieved through the first two rounds on the BPR processes, IGPA/Takamul decided to continue with these efforts in Year 2. However, this time, BPR was integrated into the APs to ensure alignment with the project objectives and integration with the other tasks. For Baghdad, Basrah, Babil, Anbar and Ninewa, five processes were selected for reengineering for both the water and SWM services. As such, a total of 50 processes were selected this quarter for review, redesign, and implementation in the next period. In addition, four processes were selected for reengineering in the KRI. The below table provides a list of these processes divided by province and service.
TABLE 4: BUSINESS PROCESS REENGINEERING – ROUND 3
No. PROVINCE SECTOR SERVICE Increase water quantity by improving pipelines network in southern Falluja
Water Improve water quality by maintaining pipelines in Southern Falluja 1 ANBAR Water conservation awareness to minimize waste Ensure water quantity in Southern Falluja Maintenance of water treatment plants in southern Falluja SWM Upgrade the GPS control model
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Establish a division responsible for municipality work within the province Removal of solid waste through the redesign of trash bags and garbage distribution Fee collection and imposition of fines on violators Sweeping process using specialized equipment
Preventive and emergency maintenance for compact units and water treatment plants Fees collection Water Water distribution network maintenance Monitoring movement of water tankers Fuel supply for Department of Water vehicles and electrical generators in the compact units and water treatment plants 2 BABIL Distribution of vehicles and workers within the field of solid waste materials collection Collection and transfer of solid waste from neighborhoods to the landfills SWM Removal of solid waste from intermediate stations to landfills Disposal of solid waste in the landfill Monitoring operations of vehicles by GPS Water quality assurance in al-Mahmoodyah Supply water in al-Saiedat region of al-Yousfiyah Water Repair fractures in al-Rashed’s Compact Unit Material supply from stores in al-Mahmoodyia Manage citizen complaints in al-Rashed 3 BAGHDAD Maintenance of garbage trucks Pilot SWM SWM Manage citizen complaints Raise awareness of solid waste disposal Control of swamps and ponds by backfilling Pay water fees at the branch offices Increase water quantities in selected areas Water Ensure water quality Extend drinking water supply networks 4 BASRAH Machinery repairs for the Basrah Water Directorate Compactor truck distribution planning Maintenance of waste vehicles SWM Planning of trash vehicles’ routes Develop a standard of city cleanliness
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Monitor and follow-up o of rented machinery from private sector actors Water TBD 5 NINEWA SWM TBD Issue building permits Private sector employee subscription for social insurance 6 KRG Miscellaneous Notary public service Maintain water pipe networks
From a village 160-km north of Wasit’s capital al-Kut, Sabraya Jasam used to travel to the Agriculture Directorate to renew her contract on her leased government farmland. But her circumstances changed after IGPA/Takamul reengineered the directorate’s business processes. See success story on page 38.
Work began at different times for each of the aforementioned services. The services and implementation teams were selected in cooperation with the Water and Municipality Directorates. Baghdad was the first to begin implementation on February 6. The only province where services have not yet been selected is Ninewa due to delays in finding a qualified implementation team. Progress varied among the provinces. However, implementation teams finished their assessments of service statuses. Some provinces entered the process design phase whereas others are awaiting approval of the counterpart entity. With the exception of Ninewa, the design phase is expected to be completed by the end of June.
Equality and Inclusion
The Provincial Women’s Empowerment Departments (PWED) from five provinces and the KRI Gender Unit will be housed in the newly decentralized map of PG institutions. As such, they must begin preparing for their new roles and responsibilities. During the reporting period, the PWEDs
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prioritized their capacity building needs, which will be addressed through a newly developed IGPA/Takamul AP for implementation in Year 3. The AP will include collaboration with Objectives 1, 2, and 3 in the coming year, as well as engagement in Change Agents. IGPA/Takamul will support PWEDs in developing their skills in advocacy, partnership management, and understanding budgeting processes, among others.
The federal-level Women’s Empowerment Department (WED) is developing a strategy for supporting the newly re-organized PWEDs, in collaboration with IGPA/Takamul’s Equality and Inclusion (E&I) unit. By participating in the PWED activation activity, the WED clarified where it can, and will, intervene to remove barriers to PWEDs’ full participation in provincial governance processes including budgeting and planning. An AP was developed for the WED, for implementation in Year 3, that prepares the Department to help meet the needs of the underserved through strong and productive PWEDs. Through the APs, the WED will improve its capacity in strategic planning and management, mainstreaming gender in central government, and coordinating with PWEDs for impact, among other skills. A fully functional PWED is anticipated in the coming months.
Ninewa, Baghdad, Erbil, and Anbar representatives discuss partnership mapping during PWEDthe Provincial workshop. Women’s Empowerment Departments workshop.
Social Inclusion and Gender (SIG) Training. Also, during this quarter, the E&I unit trained members of the BPR teams in SIG, and how to take a participatory - or bottom-up - approach to BPR. As a result of training it is anticipated that the BPR will include awareness of social inclusion and gender when selecting and addressing different business processes. The bottom-up approach helps incorporate citizen perspectives into BPR processes. Selected processes will be able to better respond to the needs of underserved Iraqis as their perspective will be included throughout the BPR activity.
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Gender mainstreaming in Erbil. On March 12, IGPA/Takamul’s E&I unit met with the Erbil Gender Unit (KRG’s name for PWED) to develop strategies for sustainable and inclusive services. Participants discussed training and capacity development needs as a follow-up to a training held in February in Baghdad. The Project also introduced the Gender Unit to the concept of gender safety audits, which help identify and address safety concerns affecting women, girls, persons with disabilities, and other under-served groups. The Erbil Gender Unit agreed to take part in IGPA/Takamul capacity building trainings on gender and social issues, as well as on-going mentorship.
1.1.3 Development of sectoral development plans for water, electricity, and SWM
IGPA/Takamul is currently drafting the SOW for this activity. Implementation will start in Q3 as per the Project’s most recent planning developments.
1.1.4 Improvement of the provincial and KRG public procurement System
IGPA/Takamul’s procurement support to the Ministry of Planning (MOP) this quarter was comprised of the development of standard bidding documents (SBD), which are bidding tools used to make procurement for small- and medium-sized projects up to USD8 million more transparent and easier for small- and medium-sized enterprises to participate. These applications are used for approximately 70 percent of all government procurement activities. IGPA/Takamul developed new tools (bidding documents) that reduce the average bid preparation time. Most critically, the relative ease of applications will help grow the involvement of the private sector by encouraging companies to participate in government contracts, which are still a major source of business in Iraq, and thereby contribute to the revitalization of the Iraqi economy.
During this reporting period, three projects worth USD90.1 million were awarded: sewage projects in Anbar; Batteh Bridge construction in Babil; and, a water desalination plant in Basrah. Of the total, USD83.3 million was awarded for Basrah’s water project.
Throughout the life of the project, IGPA/Takamul actively participated in the development of 32 bidding documents, and the evaluation and selection of vendors for a portfolio of projects within the water, sewage infrastructure, and electricity sectors worth a total of USD1.2 billion, (see ANNEX 14). Of this amount, a total of 11 contracts were awarded with a total value of USD208 million, as of March 31. Eight of these 11 procurement contracts were awarded for Basrah for a total value of USD201 million.
The table below shows IGPA/Takamul procurement assistance using SBD for awarded projects since the Project’s inception.
TABLE 5: PROCUREMENT ASSISTANCE - PROJECTS AWARDED USING IGPA/TAKAMUL’S STANDARD BIDDING DOCUMENTS (AS OF MARCH 31, 2019)
AWARD AMOUNT POPULATION PROVINCE PROJECT NAME STATUS DATE (IN USD) SERVED
1 ANBAR Implementation of Awarded to Noori 2019 442,000 2,000 sewage network for Hamad Jumaa March 17 drainage of rain water Construction and surface water in Company. Jami'ayah al Thanya and Implementation period:135 days.
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al- Zuhour al-Thanya (district of Hit)
2 BABIL Construction of Batteh Awarded to Ashur 2019 6,333,333 730,000 Bridge General Jan 3 Contracting Company Implementation period: 600 days 3 BASRAH Study, design and Awarded to the 2019 Jan 83,291,670 280,000 implementation of joint venture of al- 30 water desalination plant Deer (Iraqi in Muhellah district with company) and the capacity of 3,000 Kalite (British cubic meters per hour company) Implementation period: 365 days 4 BASRAH Supply spare parts to Awarded to 2018 8,720,550 4 million maintain drinkable Alwaad Alsadeq Dec 13 water networks and Eng Company pipes Implementation period: 210 days 5 BASRAH Supply spare parts to Awarded to 2018 9,163,000 4 million maintain drinkable Alwaad Alsadeq Dec 13 water networks and Eng Company pipes Implementation period: 210 days 6 BASRAH Complete municipality Awarded to Abraj 2018 6,600,000 15,000 work and the remaining al-Emara Company Dec 20 infrastructure of the al- Implementation Amel District in al-Deer period: 300 days 7 BASRAH Complete infrastructure Awarded to al- 2018 46,700,000 500,000 of Yasin Khreibat Narjes Company Dec 18 Implementation period: 600 days 8 BASRAH Supply electrical Awarded to al- 2018 5,366,666 4 million transformers for Basrah Fadhl al-Kabeer Dec 13 distribution directorate Company Implementation period: 30 days 9 BASRAH Supply electrical Awarded to al- 2018 1,519,000 4 million transformers for North Fadhl al-Kabeer Dec 13 Basrah’s Electricity Company Distribution Implementation Directorate period: 30 days 10 BASRAH Study and modify Awarded and now 2018 July 39,625,000 60,000 for prepared designs, in the 29 sewage implement sewage implementation treatment networks and stations, phase plant and and establish sewage Implementation 24,000 treatment project and period: 1,080 days for pipeline street paving works
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11 KIRKUK Supply of power Awarded to Al 2018 383,000 40,000 through transformers and Zina Kirkuk Dec 6 RFAATO3 drinkable water pumps Company Implementation period: 50 days
In Maysan, IGPA/Takamul supported 24 staff from the Maysan Governorate, Maysan Water Directorate, and other relevant directorates to prepare tender documents for two waste water projects in al-Jami’ah and al-Mustafa neighborhoods valued at USD22.4 million using the SBDs for medium-sized projects. Waste water is water used in homes, businesses, and/or as part of an industrial process.
In Anbar, two procurement tenders were released using IGPA/Takamul’s SBDs. Anbar released two tenders totaling USD731,000 as a result of IGPA/Takamul’s “learning by doing” and the Project’s bidding documents. Specifically, IGPA/Takamul trained the Anbar GO Contacts Department as well as other relevant PG directorates on how to use the Project-developed bidding documents. The tenders are for a rain and surface water drainage project in Heet District (USD446,000) that was awarded this quarter and the rehabilitation of roads in Kabeesah District (USD285,000).
IGPA/Takamul continued building the capacity of the procurement staff in Basrah as a variety of projects related to SWM are included in Basrah’s budget this year and are anticipated to positively impact local service delivery. During this quarter, a workshop was conducted for the Contracts Division and the Municipality Directorate in Basrah Province. A total of 35 employees attended the workshop where they were taught best practices in procurement using the SBDs for SWM-related projects such as alternative landfills, intermediate stations and specialized equipment.
IGPA/Takamul promotes SBDs to private contractors
The Project built the capacity of private sector firms on the use of the new procurement documents and the benefits of the small (up to USD5 million) to medium-sized (USD8 million) bidding documents used at the federal and provincial levels to solicit their participation in the improvement of service delivery. As a result, a total of 310 private firms from 15 provinces were trained on the SBDs.
In the first workshop conducted during this quarter, 80 private firms representing the Iraqi Contractors Federation from 6 provinces attended to learn about the Project’s SBDs. Firm representatives were present from Baghdad, Diyala, Anbar, Kirkuk, Wasit, and Ninewa.
In Najaf, Muthanna, Karbala, Babil, and Qadisiya, a second workshop on the use of the new procurement documents convened 100 private firms from 5 provinces at the Najaf Chamber of Commerce. Firms learned about the benefits of the small- to medium-size bidding documents that are now being used by the federal and provincial governments. The firms expressed an interest in participating in the easier and more transparent procurement process that the GOI adopted as a result of IGPA/Takamul support. In addition, 130 private sector firms from the Iraqi Contractors Federations from Maysan, Dhi Qar, and Basrah attended a third workshop hosted by IGPA/Takamul.
3 RFAATO is Reconstruction Fund for Areas Affected by Terrorist Operation
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IGPA/Takamul holds a conference in Basrah for the Iraqi Contractors Federation to promote the standard bidding documents.
Procurement support for the KRG
In the KRI, IGPA/Takamul supported improvements to the provincial procurement system. Specifically, the Project engaged in the following activities: review of procurement-related rules and regulations; identification of the weaknesses/deficiencies of existing provincial procurement procedures with a focus on barriers to entry for women and minority owned businesses; train provincial procurement staff on the improved systems and procedures; and monitor the application of compliance with the improved system and procedures. The Project also supported the design of an electronic procurement portal, as opposed to manual procurement processing.
During this reporting period, the use of SBDs was expanded within the KRG. IGPA/Takamul hosted a five-day workshop in Erbil for 20 participants from the Ministry of Economy, Ministry of Labor and Social Affairs (MOLSA), Ministry of Trade (MOT), and the Supreme Court of Financial Audit to build their capacity in the use of SBDs. The workshop aimed to present the newly developed specialized SBDs for the prequalification of companies and supply of goods. During the workshop, IGPA/Takamul used a learning-by-doing approach to train participants on how to complete the documents.
1.1.5 Basrah Water Program Management Unit
Work will commence on this activity during the next quarter as the Project continues to develop the SOW related to establishing the Project Management Unit (PMU).
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Result 1.2 Strengthen the strategic approach and capacity of the federal line ministries and provincial directorates to better align service delivery outcomes with priorities of provincial governments and local populations
1.2.1 Facilitate long-term sustainability of APs (for utilities) by direct support and advocacy at all “upstream” political institutions
IGPA/Takamul worked on revitalizing the PPDCs as a provincial planning vehicle, since they are considered as advisory entities for local governments within both the executive and legislative branches. The role of the PPDC is to provide technical consultation with the Governor in drafting provincial development plans that reflect the policies of Provincial Councils (PC). As such, their work is essential for the success of service decentralization in Iraq.
IGPA/Takamul support entailed building PPDCs’ capacity in the areas of governance, planning, and consultative-based decision making to ensure the participation of local citizens so that service delivery improvements are made with highest impact and visibility.
This quarter, four additional PPDCs were rendered functional in Babil, Najaf, Maysan and Dhi Qar, bringing the total number of IGPA/Takamul revitalized PPDCs to nine.
The provinces of Babil, Najaf, Maysan, and Dhi Qar revitalized their respective PPDCs after two workshops held on March 6-11 for 80 PG officials. In these workshops, participants learned how to develop public policies, corresponding project plans, and budgets. The reactivation of each PPDC was preceded with an initial meeting to endorse respective bylaws and to inform the Higher Commission for Coordination among Provinces Secretariat (HCCPSec) of their new status.
In Dhi Qar, the PPDC approved its bylaws and started to take on its mandated responsibilities. The Dhi Qar PPDC held its second meeting on March 18, during which the Water Directorate presented its policy proposal for water service delivery with an associated list of projects.
In Babil, the PPDC approved its bylaws on January 21 and met to review the status of projects approved in the 2019 Regional Development Budget. The Governor granted the PPDC authority to ensure that necessary projects are included in Babil’s 2019 Development Plan.
In Anbar, the PPDC was revitalized during the previous quarter but held a public hearing on local policy and development plans session this reporting period. The objective of the public hearing was for the PPDC to present its plans and ensure that citizen needs are met. The PPDC placed citizen needs on the top of its list of priorities as it plans projects that contribute to improved service delivery.
In Najaf and Maysan, PPDC members held their first respective meetings on January 20 to endorse their bylaws and update the HCCPSec of their new status.
The PPDCs in Wasit and Karbala became functional during the last reporting period. However, it was only this quarter that both Councils formulated local policies and development plans. IGPA/Takamul met with members of the Wasit and Karbala PPDCs to discuss policies in key development areas in a bid to aid in planning public services. Representatives from the Water, Municipality, Roads, Labor and Social Affairs Directorates, as well as civil society participated in the
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planning for their respective sectors. These local policies and development plans were presented to the Karbala and Wasit PCs for approval. The Wasit PPDC held a public hearing on February 20 to better understand citizens’ service delivery concerns and priorities so that they can be embed into their sectoral policies and development plans. In response to the Karbala public hearing, the Education Directorate proposed public policies and a list of projects for the upcoming year. The project list will be sent to the PC for approval after discussions at the PPDC.
Karbala Provincial Planning and Development Planning Council holds a public hearing.
In Basrah, the PPDC members, in collaboration with IGPA/Takamul, conducted its second meeting on February 24 to discuss draft policies and the proposed project list submitted by the Directorate of Water. Representatives from the PPDC, Basrah PC, civil society, and private sector participated in the meeting. During the next quarter, the PPDC will hold a public hearing to present its plans and ensure that citizen needs are met.
An illustrative table which shows the activities accomplished for each of the nine PPDCs, to date, is found in ANNEX 3.
HCCPSec PED conducts field visits
The Performance Evaluation Department (PED) within the HCCPSec is a new department, established at the Prime Minister’s request, to gauge the effectiveness of decentralized service delivery. In the event of service delivery issues, the PED is responsible for reporting them to the HCCPSec for further action at the federal-level. During this reporting period, IGPA/Takamul assisted the HCCPSec PED to conduct site visits to Maysan and Karbala provinces to evaluate water and solid waste services and gauge the overall effectiveness of decentralized services. The Project provided onsite technical support to carry out the visits, helped identify service delivery issues and proposed solutions while also assisting the PED team to develop field visit reports. IGPA/Takamul also supported the HCCPSec PED to analyze incoming reports from provincial-level PEDs and summarize results into a cohesive document submitted to the HCCPSec for further action.
In Maysan, the field visit team recognized a systematic delay in the approval and dissemination of the municipal budget, which has had a negative impact on service delivery. As result of the PED finding,
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the HCCPSec requested governors to accelerate the process of budget preparation so that budgets can be sent to the Ministry of Finance for final review and approval.
Provincial level PED starts performance audits
Following decentralization, the PED will serve as the governor’s tool to gauge the performance of decentralized service delivery and to introduce service delivery improvements at the provincial level. During this reporting quarter, IGPA/Takamul held capacity building trainings for PED staff in the provinces of Wasit, Basrah, Muthanna, Karbala, Anbar, Diyala, Baghdad and Babil. During the trainings, participants agreed on the general concept of performance evaluation as well as means of determining service performance and conducting field surveys to gauge citizen satisfaction. Based on their findings, PEDs would be able to propose local legislation and policies about service delivery improvement at the provincial level. Similarly, IGPA/Takamul worked with the provinces of Salah al- Din, Ninewa, Dhi Qar, and Kirkuk to complete the establishment of their respective PEDs and assign staff.
Babil government dredges Hillah River as recommended by the Performance Evaluation Department.
During this reporting quarter, the PED performed their functions as follows:
Babil PED urges dredging of Hillah River. In January, the Hillah Water and Municipality Directorates dredged the Hillah River as recommended by, and under the supervision of, the Babil PED. Machines and laborers removed weeds, reeds, trash, and debris from the river banks, thereby visibly improving the quality of water flow. IGPA/Takamul established the PED to serve as an oversight mechanism for the performance of service directorates and management of services. As part of the PED’s efforts to gauge the performance of the water sector, the Directorate observed the murky water and proposed an immediate dredging and cleaning intervention.
Municipality Directorate acts on PED’s recommendations to convert empty spaces into business areas. In its effort to improve public services, the Babil PED sought to refurbish a former residential community located near a water treatment and a hospital turned into a dump site. As a result of the PED’s monitoring report and findings, the Hillah Municipality Directorate directed its
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machinery and workers to clean-up the area by the end of January. Also, per the PED’s recommendation, the empty area along the road will be rented to a vehicle repair shop, providing a potential source of revenue for service delivery improvements in the city.
Babil PED’s monitoring report spurs cleaning of local school. The Municipality and Water Directorates jointly cleared the playground of an all-girls high school of weeds, trash, and stagnant water. Al Rabab Secondary School for Girls, located in central Hillah, complained in early February of accumulated garbage surrounding the school, which caused skin rashes among students and teachers. The PED immediately responded by coordinating with relevant service directorates to clean the area. Once cleaned, the playground was designated as a sports area and the external sides became a carpark for teachers.
From a dump site to a parking area for school teachers at the Al-Rabab Secondary School for Girls in Babil.
Maysan PED conducts citizen satisfaction survey regarding water service delivery. On February 10-11, the Maysan’s PED conducted a survey to determine citizen satisfaction about water services in the province. The survey showed a 61 percent satisfaction rate but also revealed that citizens are unhappy with water quality due to its turbidity and solid contents. Sixty-eight percent of citizens misuse water services largely as a result of wastage, leaving water leaks unfixed, not using a floating valve in roof storage tanks, and/or not paying service fees. Maysan’s PED surveyed 800 respondents across four districts with an estimated population of 120,000. The Water Directorate reported a 92 percent satisfaction rate, which the PED found unrealistic and prompted the Department to conduct its own survey.
Najaf Directorates take action to improve water quality following PED assessment. On January 16, the Najaf PED, an IGPA/Takamul-supported entity, recommended that the Najaf Water Directorate increase chlorine rates and clean a reservoir after water tests showed high levels of bacteria. The PED also noted that cafes disposing of trash in the Kufa River were contributing to water contamination. The Municipal Directorate responded by designating a night shift supervisor to monitor waste disposal in the river and by providing cafes with bins for trash collection. The Sewage Directorate also responded to the PED’s recommendations to reduce contamination from a
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rainwater discharge pipe that is adjacent to the main water intake. In addition, the PED requested that the General Directorate of Health test river water at the main intake and after it passes through the treatment plant to determine the effect of rain water discharge on water quality.
These government actions demonstrate that the Najaf PED is functional and officially recognized by decentralized directorates. IGPA/Takamul will continue training the PED to build its technical skills. In addition, the Najaf PED launched a web-based satisfaction survey to gather opinions from citizens regarding trash collection services. The survey, designed by IGPA/Takamul, is a means of promoting citizen participation by evaluating government service delivery performance. The survey can be accessed online and via smart phones by visiting the Najaf’s PED Facebook page. The survey is an initiative of the Najaf PED, which follows IGPA/Takamul’s overall approach of operationalizing PEDs by, connecting with citizens to gauge satisfaction and to collect suggestions to improve service delivery.
Staff of the Performance Evaluation Department assess water reservoir in Najaf.
Maysan mobilizes local intra-governmental resources to repair underground pipe leak identified by the PED. The Maysan Governor ordered the Directorates of Water, Municipality, Electricity, and Sewage to contribute resources to repair a leaking underground water pipe. The leak was reported by the PED who used performance score cards - questions related to provision, quality and number of hours of operation of the water treatment plant - introduced by IGPA/Takamul to assess service delivery performance. The PED estimated that 33 percent of pumped water in Maysan is wasted due to cracked and leaking pipes.
On March 14, IGPA/Takamul assisted Basrah’s PED to review all reports related to the water and SWM sectors in support of their forthcoming site visit to the Jubaila water treatment plant. During the site visit, the PED evaluated the plant’s performance, measured water quality, and inspected equipment for leaks. The site visit showed an increased level of salinity in the water, as well as leaking and clogged equipment. There was also a lack of standby pumps and operators to fill in during emergencies. Currently, the treatment plant’s capacity is too low to meet the water needs of
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its service area during the summer months. The PED will submit its report to the Basrah GO for further action which will hopefully include replacement parts and maintenance in the new operational budget.
The governor of Najaf mobilized resources from the Directorates of Water, Municipalities, and Oil to fix a leaking main pipe reported by the Performance and Evaluation Department.
Basrah’s PED evaluate water treatment plant. On March 14, IGPA/Takamul assisted Basrah’s Provincial Evaluation Department (PED) to review all reports related to the water and SWM sectors. During the site visit, the PED evaluated the plant’s performance, measured water quality, and inspected equipment for leaks. The site visit showed an increasing level of salinity in the water, as well leaking and clogged equipment. There is also a lack of standby pumps and operators to fill in during emergencies. Currently, the treatment plant’s capacity is too low to meet the water needs of its service area during the summer. The PED will submit its report to the Basrah GO for action, such as including replacement parts and maintenance in the new operational budget.
Each of the four PED criteria represents a 0.25 score, and as of this reporting period, Karbala and Baghdad have achieved perfect scores. The table below presents the criteria and corresponding scores for the PED of seven provinces.
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TABLE 6: SCORES FOR PERFORMANCE EVALUATION DEPARTMENT, BY PROVINCE
CRITERIA
LOCATION PED REQUIRED STAFF STAFF RECEIVED TOTAL ORGANIZATIONAL FUNCTIONAL APPOINTED TO IGPA/TAKAMUL- DESIGN APPROVED CHART AT LEAST 50% SUPPORTED APPROVED OF POSITIONS TRAINING
BASRAH 0 0 0.25 0.25 0.5 MUTHANNA 0 0 0.25 0.25 0.5 WASIT 0 0 0.25 0.25 0.5
BAGHDAD 0.25 0.25 0.25 0.25 1
KARBALA 0.25 0.25 0.25 0.25 1
QADISIYA 0.25 0.25 0.25 0 0.75
SALAH AL- 0.25 0.25 0.25 0 0.75 DIN
TABLE 7: PERFORMANCE EVALUATION DEPARTMENTS REACTIVATED BY IGPA/TAKAMUL
DATE OF ASSIGNMENT OF PROVINCE DATE RE-ACTIVATED PED STAFF BAGHDAD 2018 Nov 25 2019 Feb 6 BASRAH 2018 Nov 18 2019 Jan 20 NAJAF 2018 Nov 13 2018 Nov 13 WASIT 2018 Oct 21 2019 Jan 16 BABIL 2018 Dec 31 2018 Dec 31 MAYSAN 2018 Nov 6 2018 Nov 6 MUTHANNA 2018 Nov 13 2019 Jan 15 NINEWA 2018 Dec 30 Staff assignment pending ANBAR 2018 Nov 22 2018 Nov 22 KARBALA 2019 Jan 8 2019 Jan 8 DIWANIYA 2019 Jan 17 2019 Feb 12 SALAH AL-DIN 2018 Nov 14 2019 March 4 DIYALA 2018 Nov 19 2018 Nov 19
The Law of the Capital
According to the Iraqi constitution, Baghdad, being the capital of Iraq, should have a law that defines the relationship between Baghdad Mayoralty (Amanat) and Baghdad, the province. Baghdad Amanat is mandated to serve the municipalities representing Baghdad as the capital of the country; Baghdad PG, on the other hand, is mandated to serve the municipalities of Baghdad as a province.
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During this reporting period, IGPA/Takamul hired a legal consultant to review the law and provide an overview of his/her findings with relevant stakeholders including the Council of Ministers’ Secretariat (COMSec), Baghdad Amanat, Baghdad PC, and Baghdad GO. IGPA/Takamul completed the analyses, which will be presented during a stakeholder workshop next quarter.
1.2.2 Development of secretariat function within the HCCP to support coordination activities
IGPA/Takamul met with the Chairman of the HCCPSec, Dr. Torhan al-Mufiti, and his staff to identify the needs of his organization. The Project will use this information to develop its Year 3 workplan. IGPA/Takamul committed to helping the HCCPSec maintain its functionality and capacity to fulfill its role in assisting PGs to respond effectively to citizens needs in terms of essential service delivery. HCCPSec is mandated to the following:
• Mitigate conflict between local and federal government or between various local governments.4
• Ensure that decentralization is implemented properly, professionally and in a timely manner.
• Follow-up on the implementation of HCCP decisions.
• Serve as the liaison between local and federal government including non-decentralized ministries.
• Coordinate international donor assistance in the decentralization landscape.
• Organize and sponsor meetings, workshops and large-scale conferences.5
• Prepare agenda items for discussion at the HCCP.
• Ensure that provinces meet requirements and deadlines on budget preparation, implementation of GOs organizational charts, and the re-operationalization of PPDCs.
1.2.3 Development of rapid action team to provide training to newly elected provincial government on decentralization and service delivery
This activity is crucial to ensuring that there is no gap nor deterioration in services as the incoming provincial leaders assume their new roles. However, since the provincial elections were postponed to a later date, IGPA/Takamul will consider implementing this activity as part of its FY2020 workplan, during which the provincial elections should have already taken place.
1.2.4 Support the KRG’s overall reform initiative through its Xizmat Activity
The Xizmat6 activity is a part of the KRG’s ongoing reform and modernization program, which integrates all government documents in one website/portal (www.services.gov.krd). Currently, the website/portal covers 377 of the 440 public services managed by KRG’s 19 ministries and four
4 For example, if there is an issue between two provinces about water or electricity shares, HCCPSec is the appropriate venue to raise this issue for appropriate solution. 5 These are meeting and conferences between federal and provincial governments relating to addressing governance issues. 6 Xizmat means “services” in Kurdish.
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directorates. The website is indexed by ministry, type of service (e.g., permits and licenses), and profession/occupation of the service-seeker. The endeavor is premised on the hypothesis that citizens spend at least 30 percent of the total time it takes to obtaining a service trying to figure out who or what office provides the service, the location of the office, the requirements, and/or the procedures. All of this information is available on the website.
IGPA/Takamul’s initiatives in support of the Xizmat Activity are summarized as follows:
• Launch an awareness campaign targeting both service providers and the public on the website and services offered by the various ministries.
• Craft and implement a branding strategy to create a proper and unified public image of the website.
• Re-engineer/improve service delivery processes.
• Conduct an assessment and identify the automation requirements of each ministry and the Deputy Prime Minister (DPM) as a website administrator.
• Define permanent institutional arrangement for the management of the KRG public service reform process, including the maintenance and continuous improvement of the services' website.
IGPA/Takamul assistance on both an awareness campaign and crafting a branding strategy were completed this quarter. The awareness campaign resulted in an increase in website visitors from 500 to 5,600 per week. The increase in website visitors is due to a successfully developed and implemented communication strategy; carefully crafted communication message; as well as the creation of a media strategy that includes advertisements of short videos, animation, and text to promote the portal. IGPA/Takamul designed and disseminated 42,000 brochures, 2,000 posters and 50 rollups to 23 KRG ministries and directorates. The Project also trained ministerial and directorate staff on how to support continuous improvements, react to comments on the portal and respond to negative comments left by citizens. Trainings focused on ensuring awareness percolates through relevant ministries and directorates, as well as the need for further training to officers. The training on branding strengthened participants' capacity in digital marketing, branding, and promotion, and awareness effectiveness among the KRG service departments. Training also included the importance of publishing videos on ministerial and directorate websites and Facebook accounts. The complete report on this activity is found in ANNEX 10.
Throughout the quarter, the Project ran analytical reports on the number of portal visitors in order to provide diagnostic analysis on what needs to be done to sustain the portal and make it attractive to KRI citizens as well as external investors. The recommendations to sustain the activity of the portal are:
• Create a user-friendly mobile app for both Android and IOS users; • Develop an advertisement media strategy broadcasting to maintain the portal; and • Translate relevant services into Arabic and others into English to attract foreign investors.
Additionally, IGPA/Takamul launched a review of the existing processes in order strengthen privatization in the KRI’s two main sectors related to business registration and private sector employment. Promoting privatization through enhanced private sector social security was another Project objective launched this quarter. IGPA/Takamul worked with the MOLSA to reinvigorate the
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existing private sector pension scheme to remove bottleneck progresses. The Project also worked with the MOLSA to conduct a cost recovery analysis study and financial training. In addition, IGPA/Takamul launched a private sector awareness campaigns on retirement and pension equality between the public and private sectors to attract more employment to the private workforce.
Implementation challenges. Due to the September 30, 2018 election and the deep political tensions between the KRI’s major political parties, forming a new government remains a challenge. It has been more than 180 days since the election and the new cabinet remains incomplete. As such, this negatively affected the Xizmat Activity’s progress from the government side. Inability to secure a budget within the cabinet resulted in postponing the broadcast of videos on television channels,
Best practices and lessons learned. Regardless of political uncertainty, implementation challenges, and difficulties in obtaining response, sharing the approaches from the very beginning of the concept stage with the government versus involving them in mid-way enabled the Project to proceed with implementation successfully.
Xizmat electronic portal announcement
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RESULT 1.3 Enhance regulatory and procedural certainty to attract private sector investment7
1.3.1 Laws, regulations, and by-laws for utility sectors are optimized to equitable provision of services
1.3.2 Implementation of Public Private Partnership (PPP) mechanism and other alternative financing programs
IGPA/Takamul provides technical assistance to build the capacity of federal and local government staff on the use of PPPs as a mechanism for improving the delivery of services, especially those related to water, SWM and electricity. During this quarter, IGPA/Takamul advocated for the passing of the PPP Bill into law and briefed MPs on the Project’s service delivery work. IGPA/Takamul met with six MPs and the Speaker of the Iraqi Parliament who expressed his agreement about the need to leverage PPPs. The Project exerted substantial efforts to elucidate the merits of the PPP Bill and to urge for its enactment into law. The PPP Bill, currently with the COMSec for review, will head to Parliament for final approval.
IGPA/Takamul was very engaged in the development of the draft PPP Bill. During this quarter, IGPA/Takamul’s legal consultant completed a final review of the legislation along with an assessment of Iraq’s PPPs. The Project also conducted a comparative analysis of four PPP laws to identify gaps in the current draft, which was prepared by the GOI and will be sent to Parliament for discussion. The analysis used four countries- Jordan, Egypt, United Arab Emirates and Tunisia–to identify key themes of PPP legislation. The analysis also identified best practices in each key area, what each law stipulates and what is missing or needs to be modified in the Iraqi law. The study was shared with the Chairman of the Council of Representatives (COR) and other members. Based on these meetings, Parliament sent a letter to the COMSec requesting the expedited submission of the draft legislation to Parliament.
7 Activities 1.3.1 and 1.3.2 were integrated into a single SOW with terms of reference prepared for two local consultants; a public-private partnership (PPP) specialist and a legal expert.
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SUCCESS STORY NEW RENTAL PROCESS
BENEFITS SMALL FARMERS IN WASIT IGPA/Takamul’s reengineering of the business process for renting government lands in Wasit reduced the 66-day processing period to 15, cut the registration costs in half, and made service accessible to more
farmers in the districts.
Sabraya Jasam, a farmer from al-Sewara, 160- kilometer north of the capital al-Kut, cultivates vegetables on three acres of farmland rented from the government. A child of farmers herself, Sabraya complained that the rental application and renewal take a long time. “I travel to the city to apply, wait for months, and take a long trip to the city again to get my contract,” she lamented. Many farmers like Sabraya, travel far to apply for rental land in Wasit’s capital.
Now, Sabraya is very pleased that it took only 15 days instead of the usual 66 for the Agriculture Directorate to process the renewal of her rental farm. USAID IGPA/Takamul’s work with the directorate shortened the rental Hadi Hasan says, “I renewed my contract right process yielding a positive business environment here in my own district,” thus, saving him time and money. for entrepreneurial farmers in the province. The Project reduced the time and cost of renting decentralization by opening district offices agricultural land by simplifying the procedure which now receive applications from farmers and by decentralizing application venues. This in rural areas. reduced the application timeline from nine What stood out to Hadi Hasan, who also weeks to just about two weeks and cut associated costs in half. renewed his contract this year is the decentralization of services. Apart from In Iraq, farms owned by the government are saving money, he also saved time. “I renewed leased to farmers by the Agriculture my contract right here in my district,” he Directorate. Records from Wasit’s directorate beamed. Hadi Hasan, who lives in al-Azizyah revealed that it used to receive an average of 20 district, applied at the agriculture division applications a month, but after the business instead of traveling 116 kilometers to the reengineering that started in July 2018, the directorate. office now receives 60 applications a month, IGPA/Takamul works to improve public which marks a 33 percent increase. service delivery to citizens by reengineering Revenues generated from rentals increased by complex bureaucratic processes into simpler
70 percent. The directorate also reported that and shorter procedures, saving time and cost rental applications increased due to the for both the government and the people.
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OBJECTIVE 2: IMPROVE PROVINCIAL AND NATIONAL GOVERNMENT PUBLIC FINANCIAL MANAGEMENT
The Public Finance Advisor to the Babil Governorate presents her training plan for decentralized directorates.
Improved public financial management (PFM) is the foundation of IGPA/Takamul’s approach to strengthening institutions within the national and provincial government (PG) that perform essential functions impacting the delivery of essential services. Areas of support include PFM, local revenue generation, economic development, business enabling environment, and other economic reforms.
This quarter, efforts on local revenue generation took on momentum as provinces continue to reconcile differences with the Ministry of Finance (MOF) and adhere to the bank account opening conditions. The new government wants to move away from line item budgets and embrace program budgets. Under traditional line item budgets, expenses are estimated based on major expenditure classifications like payroll, and maintenance. With program budgeting, the spending units organize activities under programs with defined annual plans, activities, targets and performance measures. These programs are then translated into financial plans and budgets.
During this reporting period:
• The Government of Iraq (GOI) and the MOF continued to implement the fiscal decentralization process by transferring additional authorities related to service delivery and finances to the provinces. Throughout the reporting period, the Administrative and Financial
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Affairs Directorate (AFAD) – including those in the newly liberated provinces – proved their capacity to take on new responsibilities.
• All provinces submitted the final accounts and annual financial statements on time and in compliance with MOF regulations, which is a major development. Moreover, AFADs expanded their use of interim monthly financial reporting templates to decentralized directorates.
• All Provincial Councils (PC) approved and enacted the Local Revenue Generating Unit legislation. The creation of the Local Revenue Generating Unit was one of the MOF’s requirements to open bank accounts for local revenues. This unit will be responsible for the management of the local revenue collection process.
• IGPA/Takamul focused on training both line ministries and provinces of the Kurdistan Regional Government (KRG) on budget preparation, execution and monthly reporting. Additional emphasis was placed on capital investment budgets, evaluation criteria and feasibility studies.
• The Parliament’s Finance Committee and the Speaker of the House requested IGPA/Takamul to provide technical assistance and training on program budgeting, which gave the Project an opportunity to organize a parliamentary hearing on the draft PFM law (currently scheduled for April 2019). In doing so, the Project was able to persuade government officials to postpone the voting on the law in its current form.
RESULT 2.1 Strengthen capacities of provincial offices and support their conversion into fully operational financial management offices
2.1.1 Development of APs and agreement of MOU – Administrative and Financial Affairs Directorate (AFAD) and Erbil Province
This quarter, IGPA/Takamul, in collaboration with other Project components, developed assistance packages (AP). Under these packages, Objective 2 (PFM Unit) will work with Water and Municipalities directorates as well as the Ministries of Electricity (MOE), Justice (MOJ) and Labor and Social Affairs (MOLSA) in the KRG to conduct a cost analysis and feasibility study of certain services. The aim of this initiative is to explain to provincial and federal officials the difference between cost and fees per unit. Doing so will encourage authorities at both the national and sub-national levels to revisit activity fee structures as a means of reducing overall costs.
IGPA/Takamul hired six advisors this quarter to be embedded within select AFADs and the Erbil Accounting Unit. These advisors are tasked with developing 12-month workplans for each AFAD and signing Memoranda of Understanding (MOU).
2.1.2 Implement APs for AFADs and Erbil Finance and Accounting Units
This quarter, IGPA/Takamul launched several activities and initiatives to continue capacity building efforts for AFADs and Accounting Units within the KRG. In Halabja, Erbil, and Sulaimaniya, training participants used reporting and accounting templates they acquired during previous workshops to improve their monthly reporting processes.
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IGPA/Takamul selected Babil and Ninewa as the pilot sites for AFAD organizational restructuring efforts. Babil was chosen because it is a well-developed province and does not face while the newly- liberated province of Ninewa was chosen as a counter balance. With more powers and authorities transferred to the provinces, the roles and responsibilities of AFADs are expanding. As such, there is a need to revisit their organizational structure and processes. Both Babil and Ninewa formed organizational restructuring committees and worked with their respective technical teams to analyze their AFAD’s current structure, limitations, and new functions. The revised structures will be discussed with the Ministry of Planning (MOP) and the High Commission for Coordination between Provinces' Secretariat (HCCPSec) for adoption by all AFADs.
Training on final accounts and annual financial statements for the Administrative and Financial Affairs Directorates of 14 provinces.
AFADs now have the capacity to design and deliver their own training programs to decentralized directorates and new staff. Anbar, Babil, Dhi Qar, and Najaf trained various departments and directorates on the MOF’s financial reporting requirements within their respective PGs.
IGPA/Takamul’s work on APs included cost feasibility and recovery for water and trash collection services in provinces not associated with a region. For the KRG, the Project’s work included cost feasibility for the services of electricity, water, and public notaries at the MOJ. After discussing the concept and receiving approval from the Water and Municipality Directorates and from the KRG line ministries, IGPA/Takamul discussed the methodology and implementation plan with the sub- contractor. The data collection and analysis for the baseline will start in April.
2.1.3 Creation of Fixed Asset Registry
Fixed asset registry is a control and planning tool used by institutions to record relevant information pertaining to fixed assets. With the transfer of powers and authorities to provinces, the responsibility of fixed asset bookkeeping, acquisition, recording, depreciation, maintenance and disposition now fall under the jurisdiction of provincial authorities. The registry will give provincial decision-makers important information about the useful life, condition and productivity of fixed assets and therefore, help them make informed replacement and/or maintenance decisions.
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The provinces of Basrah and Anbar were selected as the two pilot provinces to implement an electronic fixed asset registry. It is important for Basrah to have such a registry to help due to its large number of ongoing infrastructure projects in the water, electricity, and sewage sectors. Basrah’s investment in infrastructure is an attempt to avoid a replication of the 2018 water crisis, which was largely caused by poor management and maintenance of fixed assets. Anbar was selected because it is one of the newly-liberated provinces, meaning most of its fixed assets and infrastructure were destroyed and lost during the war. An electronic fixed registry will help Anbar build a database for its fixed assets and avoid their misuse or mismanagement.
2.1.4 Development of coordination mechanism between the Ministry of Finance (MOF), Ministry of Planning (MOP), and AFAD
Coordination mechanisms were established last year between the MOF and provinces for revenue generation, budget preparation, and financial reporting. While regular meetings were not held this quarter, provinces did enjoy the productive communication and coordination channels established with the MOF. As such, provinces efficiently managed to work with the MOF on the transfer of authorities, financial reporting, and local revenues.
RESULT 2.2 Support the development of federal oversight mechanisms, such as financial audit procedures of provincial finances
2.2.1 Coordination of the Integrated Financial Management Information System (IFMIS) with the provincial Public Financial Management (PFM) system.
With more fiscal authorities and responsibilities shifted to the provinces, AFADs, and decentralized directorates, the need for an integrated financial information system was critical. Having such a system in place ensures reliable and timely data on budget execution and monitoring. IGPA/Takamul continues to support the AFADs and decentralized directorates with the use of interim monthly electronic reporting templates for budget execution between the AFADs and the MOF. The AFADs are now training the decentralized directorates that previously lacked accounting units or accountants on how to use these reporting templates and on the proper classification of accounts. IGPA/Takamul developed templates that follow MOF regulations and therefore can be easily consolidated with reports from other directorates. The use of these templates will expedite the payment and budget allocation approval process by the MOF.
For example, Dhi Qar requested IGPA/Takamul’s support to install a template that the Project previously shared during a training. In a letter addressed to the Project, the AFAD Director noted that the templates helped his office improve the accuracy and timeliness of their monthly financial reports. Directorates of Housing, Buildings, Vocational Training Center, Occupational Safety, Municipalities, Loans and Employment, and Water are now using the same templates.
Six staff members of Erbil’s Finance and Accounting Department who previously attended IGPA/Takamul’s training sessions on centralized and decentralized accounting systems, saw the great benefits of customizing the monthly reporting templates. These templates are now being used by both the Finance and Accounting Department to track the execution of investment projects. The Governor of Erbil and other decision-makers will now have access to reliable and relevant information, presented in a user-friendly format, allowing them to track the progress of project execution and make informative budget allocation decisions concerning different service delivery
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units. The department is now able to prepare a one-day, on-the-job, training session for accounting staff in service delivery units in the governorate on how to use these reporting and budget execution templates.
IGPA/Takamul prepares training on monthly accounting reports for the decentralized directorates in Governors’ Offices.
2.2.2 Implementation of a Human Resource Management (HRM) system
A Human Resources Management (HRM) system is a program that combines systems and processes to ensure the efficient management of human resources (HR). HRM systems (HRMS) are used by institutions to combine necessary HR functions, such as robust employee information, payroll and recruitment management, benefits administration, and keeping track of attendance records. These systems ensure that typical HR processes are manageable and easily accessible. The provinces of Baghdad and Babil will be selected as the two pilot provinces to implement the demo HRM system.
Baghdad is the largest province in terms of the number of public employees. Due to the current manual processing of different HR functions, this unit alone requires a relatively larger number of staff compared to other departments. A HRM system will free valuable HR staff from this unit, so they can be reassigned to the accounting and budgeting units. Babil is a stable province with competent managers and a supportive, young Governor who wants to modernize the operations and processes in his governorate. The demo HRM system will automate the processes of payroll, tax, health, and social security contributions. Employees will have electronic records and HR files, making it easier to store, update, and retrieve data. Under this activity, the Project developed a payroll estimation tool to make budgeting units’ payroll and salary estimates more accurate.
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2.2.3 Develop the external and internal financial and performance audit capacity for the Board of Supreme Audit (BSA), MOF, MOP, and AFAD
This quarter, AFADs across Iraq submitted annual financial statements to the MOF ahead of the February 28 deadline. The final statements were submitted by the Najaf AFAD, which initiated its own training for 25 staff from Najaf PG directorates after attending IGPA/Takamul’s workshop in Erbil.
Throughout the reporting period, IGPA/Takamul collaborated with the MOF and the Federal Board of Supreme Audit (FBSA) to develop a training program on final accounts and annual financial statement preparations. MOF and FBSA specialists trained 50 participants from the AFADs and decentralized directorates on how to properly use the MOF’s instructions to prepare final accounts and annual financial statements. These statements are important for Governor’s Offices (GO) PCs, the FBSA and the MOF when determining if a province accurately used the allocated budgets and funds.
RESULT 2.3 Enhance provincial revenue generation, collection, and management from outside the oil sector
2.3.1 Implementation of the Local Revenue Law
The MOF and provinces continue to work together to reconcile differences in terms of local revenue legislation and estimated budgets. Some departments within the MOF are very rigorous when it comes to opening local provincial revenue bank accounts. While the MOF’s Accounting Department Director General (DG) endorses the opening of local revenue bank accounts, the Budgeting Department still does not approve estimated local revenue budgets or laws submitted by provinces. The Budgeting Department wants to ensure that the local revenue laws do not include any federal revenues and that the estimated budgets are prepared in accordance with government rules and regulations.
IGPA/Takamul is working with federal and provincial authorities to mitigate any outstanding obstacles preventing provinces from opening their local revenue bank accounts. The Project continues to work with AFADs and PCs on enacting local revenue laws in compliance with MOF regulations, while also working with provinces to use the MOF’s suggested templates to prepare local revenue estimated budgets.
Babil is the first province to seek its own bank account. On January 17, the Governor of Babil, PC Chair, and AFAD Director met with the Minister of Finance to submit the complete documents required by the Ministry to open a local revenue bank account. Law 21, Article 44 (2008) requires provinces to establish a Local Revenue Unit, pass a revenue generation legislation, and prepare a revenue budget prior to opening a bank account. IGPA/Takamul worked with the Babil AFAD to ensure it had all the requirements and documentation prior to submission. In March 2018, the Babil PC approved the Local Revenue Unit and corresponding legislations. Shortly thereafter, the Project trained staff on revenue budget preparation.
Similarly, Basrah is preparing to open its local revenues bank account soon. The Basrah PG submitted a local revenue budget of USD1 million to the MOF for approval. The budget will be used to support services related to municipalities, agriculture, vocational training, and road construction
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as described in the spending plan prepared by the Basrah AFAD. IGPA/Takamul previously trained the Basrah AFAD on how to prepare budgets and spending plans using resources generated from local revenues. The PG is awaiting the MOF’s approval before opening its local bank account, which will house Basrah’s local revenue allocation for public service delivery.
2.3.2 Diversification of financing and potential revenue streams through engagement with the private sector
Provinces wants to reduce their dependence on the federal government by funding service delivery units at the provincial level. They are looking for other ways, such as generating their own revenues and through private sector investments, to further reduce their federal dependence.
The Project will replicate parts of Ninewa’s investment task order to other provinces, most notably Wasit and Babil. Under the Ninewa investment task order, the Project will select a certain number of small- and medium-sized enterprises (SME) and train them on marketing and financial concepts to prepare them for equity investors and/or bank loans. Under this task order, the Project will also organize an investment conference to match investors with SMEs.
Similarly, training on cost recovery analysis will help ministerial and provincial decision-makers explore a variety of options to improve service delivery, including the possibility of engaging the private sector. IGPA/Takamul discussed with the Baghdad PC, GO, Baghdad Amanat, and MOF about the possibility of privatizing trash collection in Baghdad and therefore avoiding a funding gap. IGPA/Takamul completed stakeholder consultations and is now in the process of organizing a workshop for Baghdad PC members, GO, the MOF, the MOP, and Council for SWM on investment opportunities in trash management in Baghdad province.
RESULT 2.4 Enhance budget-cycle planning, development and execution against decentralized expenditure assignments
2.4.1 Strengthening provincial budget formulation and creation of debt management function
Within the KRG, IGPA/Takamul finalized the scopes of work (SOW) and lists of positions needed for the Debt Management Office (DMO). The Project is in the process of hiring three local short- term technical assistants (STTA) and one international expert in debt management. The creation of the DMO will help the KRG manage and control debt levels while minimizing loan service charges. This quarter, the Project organized hands-on-trainings for eight line-ministries within the KRG on how to prepare a feasibility study for capital investment projects. IGPA/Takamul is currently working with the MOP to customize feasibility study templates to be used by all KRG ministries when submitting capital investment projects.
In collaboration with IGPA/Takamul’s Objective 3 Unit (Accountability and Oversight), the Project is working with civil society organizations (CSO) to ensure that local communities are engaged and participate in prioritizing capital investment projects. So far, IGPA/Takamul conducted a session in Basrah as a response to growing public demand for better services and transparency in budget spending. Furthermore, IGPA/Takamul initiated a joint activity between CSOs and Basrah provincial authorities to prioritize capital investment projects. The Project trained participants from 15 CSOs in Basrah on how to select capital investment projects to propose to provincial officials based on
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citizen feedback from surveys and listening sessions. After the training, IGPA/Takamul convened a meeting with planning managers from various Basrah service delivery directorates for CSOs to discuss their shortlist of 36 proposed projects related to water, sewage, health, education, and trash collection.
2.4.2 Support the implementation of a Treasury Single Account (TSA) and Kurdistan Development Management System (KDMS)
IGPA/Takamul is supporting GOI’s vision to give more budgetary authority and responsibility to provinces and line-ministries. In collaboration with the MOP, IGPA/Takamul prepared a comprehensive training plan on investment budget preparation as well as the submission and tracking processes using the Kurdistan Development Management System (KDMS). A similar training plan was developed for non-KRG regions. The Project will hire a specialist who will design and deliver the training programs on the Iraq Development Management System (IDMS) and the KDMS.
2.4.3 Gender Responsive Budgeting Pilot
The priority gender responsive budgeting activity this quarter was getting the Provincial Women Empowerment Directorates (PWED) formally linked to the PG’s planning and budgeting processes. IGPA/Takamul engaged the Council of Ministers Secretariat (COMSec) to draft communication that directs governorates to include PWEDs in planning and budgeting cycles. To follow up on this directive, IGPA/Takamul will host capacity building trainings for PWEDs on general budgeting processes including budget development and expenditure monitoring. Following the training, PWEDs will have the capacity to conduct gender and social inclusion analyses on existing and proposed budgets across provincial directorates, thus positioning themselves to inform gender responsive budgeting in collaboration with other departments. This activity will be piloted in Basrah, in collaboration with Objective 2 (Public Financial Management) during the next quarter. Basrah was selected as pilot for this activity because it has relatively more financial resources than other governorates. In 2013, Basrah’s PC also voted to apportion one percent of the five percent allocation for social services in the provincial budget to women’s programs.
2.4.4 Build the capacity of Planning and Budgeting Units at the line ministries and provinces
IGPA/Takamul supports the federal, regional and provincial authorities with their respective PFM goals. For the federal government, the Project supports the GOI’s vision to move towards program budgeting by preparing a training program for Members of Parliament (MP) and the MOF as well as GOs and AFADs at the provincial level. The training program will start in April and run until the end of June. Moreover, IGPA/Takamul continues to review the draft PFM law to ensure it will support the program budgeting and decentralization processes. The Project organized a parliamentary hearing on the draft PFM law, which is slated for April.
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A team member of Dhi Qar’s Administrative and Financial Affairs Directorate mentors a Provincial Government’s staff with skills on public financial management.
SUCCESS STORY BUILDING CAPACITY FROM
THE BOTTOM UP A group of employees used the skills they learned from IGPA/Takamul as building Call it the multiplier effect. The seven government employees who benefited from an IGPA/Takamul blocks to train provincial government staff. In doing so, funds moved faster training did not just use the skills they learned with their peers, but they also shared them with between entities resulting in improved staff members from various directorates across trash collection and timely equipment the provincial government. The result? Public maintenance. employees are now paid on time, and because Taking full advantage of the Project’s training programs, funds move faster between budget line items and the staff who received on-the-job mentoring used their directorates, the delivery of public services in the newly gained tools and templates to design their own province has improved considerably. training program. In 2018, the team trained 74 staff across all directorates in the provincial government. Employees from the Administrative and Financial Affairs Directorate (AFAD) in Dhi Qar Province Director of the AFAD, Razzaq al-Ghuzy, stressed that were first trained on public financial management efficient public financial management must also be taught by IGPA/Takamul in April 2018. Six months after to other directorates in order to improve the financial the training, Faisal Jabbar Ali, Head of the Training management processes across the provincial and Development Unit at the AFAD, reported government. Knowledge on preparing the financial that his staff organized their own team of trainers reports and budgets using the IGPA/Takamul-developed and began training staff from other directorates. templates expedited an otherwise cumbersome process. “We are grateful to IGPA/Takamul’s capacity building program. The process of preparing, IGPA/Takamul works to strengthen the institutions reviewing and consolidating monthly financial within the national and provincial governments that statements is now more efficient across the perform essential public financial management functions. directorates and employees are now able to Robust and efficient financial management ultimately receive their salaries on time,” he added. impact on the delivery of essential services to Iraqi citizens.
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OBJECTIVE 3: SERVICE DELIVERY AND PUBLIC EXPENDITURE MONITORING AND OVERSIGHT
A Christian resident in Ninewa Plains answers questions from a Social Accountability Group member during a citizen satisfaction survey, March 2019.
IGPA/Takamul’s Object 3 is focused on working with civil society to develop strong accountability frameworks to help the government respond effectively to citizen needs. IGPA/Takamul supports effective communications between the government and civil society, inclusive budget planning, and oversight of service delivery.
During the reporting period:
• The Council of Ministers Secretariat (COMSec) endorsed the Civil Society Organization (CSO) Mechanism and since then IGPA/Takamul has begun training CSOs on their roles as outlined in the mechanism. In Iraq’s modern history, the CSO Mechanism is the first legal document that regulates relationships between CSOs and the government.
• Citizen satisfaction surveys in Babil, Baghdad, and Ninewa were completed.
• Social Accountability Groups (SAG) members in Basrah presented the results of the first citizen satisfaction survey to senior government officials and facilitated a discussion on specific recommendations and next steps.
• The Tawasul project in Babil utilized public forums to address more than 100 complaints
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serving nearly 400,000 residents of Babil.
• The Technical Working Group (TWG) communication plans developed in the first quarter were implemented during this reporting period. A TWG is comprised of representatives of service delivery providers, Governor’s Office representatives, and CSOs who work together to address localized service delivery issues raised through civil society.
During the reporting period, IGPA/Takamul supported the strengthening of Social Accountability Groups (SAG) from being a troubleshooting organization with a relatively simple set of tools to investigate specific citizen complaints to a more robust advocacy institution. SAG members in Basrah presented the results of the first citizen satisfaction survey completed in al-Zubair district to senior government officials and facilitated a discussion on specific recommendations and next steps. This was a locally driven process and resulted in specific commitments from the government after being informed on the survey results. The Basrah SAG will continue to track implementation of commitments made by the local government. The Mayor of al-Zubair has already requested a follow- up survey this summer to see if any of the changes implemented as a result of the survey have impacted public opinion. Surveys in Babil, Baghdad, and Ninewa were also completed this quarter and local outreach activities will begin next quarter.
IGPA/Takamul worked with the COMSec, local government officials, and CSOs to develop a mechanism to ensure the participation of civil society in the areas of planning, monitoring, and assessing public services and to increase citizen engagement with service delivery providers. The mechanism was introduced in September 2018 during a public event sponsored by USAID and implemented by IGPA/Takamul. This event was the first time in Iraq’s modern history that there was a legal document to regulate relationships between CSOs and the government. The decree maps out the legal framework and defines the joint responsibilities of the Provincial Governments (PG) and CSOs related to service delivery oversight and public expenditure monitoring. PGs will now collaborate with CSOs to evaluate services as well as develop criteria for assessing project implementation and performance. The PGs will also obtain CSO feedback when drafting local legislations and will conduct public hearings to review CSO evaluation reports.
The Mechanism was endorsed by the COMSec in January, and since then IGPA/Takamul has begun training CSOs on their roles as outlined in the mechanism. In Anbar, the Head of the NGO Committee on the Provincial Council (PC) noted that she was impressed by IGPA/Takamul’s CSO capacity building efforts. She also stated that Anbar’s CSOs are playing a vital role in terms of oversight and accountability, especially following the release of the new CSO Coordination Mechanism.
Also, this quarter, the TWG communication plans that were developed last quarter with the support of IGPA/Takamul, were implemented. The TWGs are a formal coalition of service delivery providers, such as water and solid waste management (SM), GO representatives and CSOs. Together, they work to address localized service delivery issues raised by civil society. The TWGs utilized skills developed during Project trainings on internal communication and behavior change communication. For example, in Anbar the TWG conducted a customer satisfaction survey, field visits to schools about water conservation, and developed a strategy for coordinating with key departments to ensure better internal communication within provincial departments. The customer satisfaction survey has been completed, and the data analysis and recommendations are expected in the coming months.
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The Tawasul project in Babil continued to link citizens and government through a series of public forums. During this reporting period, Tawasul utilized public forums to address more than 100 complaints serving nearly 400,000 residents. Tawasul is a mobile service delivery response team that works to improve service delivery access to Babil residents by bringing together key Babil government and civil society representatives to receive and address citizen complaints.
RESULT 3.1 STRENGTHEN THE CAPACITY OF SELECTED PROVINCIAL INSTITUTIONS TO ESTABLISH EFFECTIVE CITIZEN PARTICIPATION AND OUTREACH MECHANISMS
3.1.1 Implement APs for civil society organizations (CSO), social accountability groups (SAG), and citizen advisory boards (CAB)
This reporting period, IGPA/Takamul went through the process of selecting CSOs to lead an evaluation of citizen services. These evaluations will give CSOs the tools to provide the government with specific recommendations to improve citizen services. By utilizing the recommendations to address key obstacles facing citizens, the improved delivery will help build trust between government and citizens. Selection of CSOs for this activity will be executed through a request for proposals (RFP) as part of the overall assistance packages (AP) designed for service utilities.
The actual mechanism to ensure that CSOs are engaged in the process was approved this quarter and publicly introduced during an event in January. This was the first time a legal mechanism to ensure CSO engagement has been implemented in Iraq. The list of CSOs engaged by IGPA/Takamul since its inception is found in ANNEX 13.
In addition, various RFPs, based on specific needs of citizens in target provinces, are under development. Activities in the RFPs are designed to complement the goals of the overall AP, utilize existing research, and track communication and outreach strategies developed by the TWG. The RFPs developed in coordination with water departments are specifically focused on encouraging water conservation. RFPs designed in coordination with municipalities focus on encouraging citizens to use proper waste disposals mechanisms. Both sets of RFPs include outreach elements that inform citizens of complaint numbers and seek to expand avenues for citizens to identify problems to government officials. In Baghdad, Basrah, Babil, Ninewa, Anbar, Najaf, and Wasit, RFPs are under development that focus on water and solid waste management (SWM).
For the Kurdistan Region of Iraq (KRI), RFPs for water conservation were developed and implementation has since begun in Erbil. Similar RFPs are under development for other provinces in KRI including Dahuk, Sulaimaniya, and Halabja. Additionally, RFPs on consumer satisfaction for both water and electricity services are under development in Erbil. These are targeted towards IGPA/Takamul-trained CSOs who will conduct surveys in neighborhoods identified in coordination with relevant departments. In Sulaimaniya, a water conservation RFP is also under development.
Erbil TWG, along with CSOs and officials gathered to evaluate the water conservation campaign conducted by Rwanga in 2018. The Erbil TWG met with CSOs and government officials to update their water and public outreach plan for the next three months. In addition, they worked to integrate the plan with ongoing short-term communication campaigns, while also developing awareness material and communication messages for the upcoming water communication assistance campaign led by the Rwanga Foundation. The Rwanga Foundation will meet with the Erbil
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Water Directorate to finalize the campaign materials and messages in order to start implementation of campaign activities in April. The Rwanga Foundation is a CSO trained by IGPA/Takamul that is now implementing RFPs after successfully winning projects as part of a competitive bidding process.
Water conservation campaign at Gona kindergarten school in Erbil led by CSO partner Rwanga Foundation.
Sulaimaniya PG representatives met with CSOs about the AP. On March 6, Sulaimaniya PG representatives met with CSOs to update their communication and outreach plan, which is part of the KRI water AP. As result of this activity, the Water TWG created a water communication outreach plan that will be implemented in Q3.
Anbar, Wasit, and Babil PGs adopted new CSO Coordination Mechanism developed in collaboration with IGPA/Takamul. In an official letter about the mechanism’s adoption, Anbar, Wasit and Babil stated that CSOs are now participating in government activities related to planning, oversight, and accountability. The provinces also expressed their readiness to cooperate with CSOs in overseeing service delivery and public expenditure.
The Government of Iraq (GOI), through the COMSec, issued a decree to all Iraqi Governorates to adopt a cooperation mechanism to strengthen relationships with civil society. IGPA/Takamul worked with the COMSec, PGs, and CSOs to draft a mechanism to ensure CSO participation in the areas of planning, monitoring, and assessing public services and to increase citizen engagement with service delivery providers. The mechanism was introduced during a public event sponsored by USAID and implemented by IGPA/Takamul in September 2018. This event was the first time in Iraq’s modern history that there was a legal document to regulate relationships between CSOs and the government. The decree maps out the legal framework and defines the joint responsibilities of the PGs and CSOs related to service delivery oversight and public expenditure monitoring. PGs will now collaborate with CSOs to evaluate services as well as develop criteria for assessing project implementation and performance. The PGs will also obtain CSO feedback when drafting local legislation and will conduct public hearings to review evaluation reports. The COMSec will implement the Coordination Mechanism nationwide in cooperation with the NGO Directorate.
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IGPA/Takamul delivered trainings on planning, budgeting, oversight, communication and monitoring trainings for 25 selected CSOs in Anbar, Wasit, Najaf, Basra, Baghdad, and Babil. IGPA/Takamul-trained CSOs successfully participated in Basra, Wasit and Najaf hearing sessions where problems, suggestions, project priorities and ideas (based on the results of certain activities implemented by CSOs) were exchanged with government officials. Some CSOs submitted studies on SWM and water conservation following the trainings and others delivered sessions to the community to encourage community members to adopt proper waste disposal techniques and to stop littering. A total of 14 CSOs per province were fully engaged with their respective Provincial Planning and Development Councils (PPDC) during the planning and budgeting process in Anbar, Baghdad, Najaf, Babil and Wasit. It is important to note that CSOs conducted several meetings with government officials to raise and discuss reported issues. Those meetings were followed by rapid interventions from local government and later resolved after CSO follow-up.
3.1.2 Strengthening public outreach and engagement
Strong public outreach and engagement has a direct impact on issues related to water management and SWM. IGPA/Takamul identified a critical need to support CSOs in their oversight and advocacy roles as well as the need to educate the public on conservation and other environmental concerns while also educating government counterparts, particularly at the local level, about the role of CSOs.
As of March 2019, Baghdad Amanat’s campaign “Our Life in A Drop” (supported by IGPA/Takamul) conducted awareness campaigns on water conservation in more than 420 schools. In early January, another campaign was introduced to raise awareness on proper solid waste disposal practices. The campaign, known as the “Clean Your Doorstep Campaign,” continues in 15 municipalities subordinate to Baghdad Amanat in collaboration with CSOs and voluntary groups.
On March 8, a group of 10 Christians, Armenians, Sabeans, and Afro-Iraqis collected more than 200 signatures from mall-goers at the Shanshall Mall as a pledge to conserve water and keep the city clean. This new campaign, led by an IGPA/Takamul-organized SAG in Basrah, allows citizens to share on social media.8 Promotional materials allocated for this campaign were distributed including 500 coffee mugs, 1,000 pens, and 3,000 educational brochures. The local government, through its Citizen Affairs Department, also participated. Afro-Iraqis (also known as Black Iraqis) are regarded as a vulnerable group by the GOI. Afro-Iraqis are largely the descendants of East African migrants whose presence in Iraq dates back to the ninth century. It is estimated that there may be as many as 1.5 to 2 million Afro-Iraqis in Iraq. Most are located in southern Iraq, with the largest community residing in Basrah.9
Young people sign anti-littering pledge at IGPA/Takamul kiosk during Basrah City of Peace Carnival. More than 100 people, most of them youth, signed an anti-littering pledge during the Basrah City of Peace Carnival. The pledge is part of an initiative to engage young people to support SWM efforts. At the invitation of the Basrah PG, the IGPA/Takamul-supported SAG, TWG, and CSOs participated in the Basrah Peace Carnival held on February 15-16. At a designated kiosk, the TWG and SAG distributed promotional material to raise awareness and spread their campaign about water conservation and the proper management of solid waste. More than 300 people visited
8 Basrah mall campaign-1, Basrah mall campaign-2, Basrah mall campaign-3, and Basrah mall campaign-4 9 https://minorityrights.org/minorities/black-iraqis/
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the kiosk where the Governor’s Assistant for Municipal and Municipalities Affairs listened to citizen complaints.
At the Basrah City of Peace Carnival, children hold promotional materials to campaign for water conservation and proper waste management. IGPA/Takamul partners, technical working group and social accountability groups, participated in the festival.
IGPA/Takamul-trained SAG began monitoring al-Ashar river in Basrah. The continuous monitoring of al-Ashar River by the SAG was positively received by the Basrah PG and the GO’s Citizen Affairs Section. The relationship between the SAG and the TWG was developed as a result of the Project’s advocacy work to create a platform that facilitates communication between citizens and government on service delivery. The relationship has become one of coordination and cooperation, where SAG members identify a problem and then notify the TWG to provide a solution. A cleaning campaign started as a result of this collaboration targeting more than 13,000 beneficiaries.
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The Old City market in Basrah along the al-Ashar’s riverside. Reports from the Social Accountability Groups spurred government action to clean the river.
3.1.3 Development of a “Community of Practice” and enhanced coordination between provinces and the federal government
During this reporting period, government partners utilized trainings on internal communication and behavior change communication from the previous quarter to begin implementing changes to the communication process also designed in the previous quarter.
In Basrah, a representative from the Water Department reported that the Department reviewed the new processes designed during the Q1 trainings and reduced the number of steps in the process in order to respond more effectively to citizen complaints. The Department reported that citizens found decreased wait times easier to manage and has since seen an increase in complaints driven by an easier process.
In Anbar, the TWG followed-up on the previous quarter’s work by using its newly developed internal communication skills to coordinate with other institutions to implement communication strategies. An example of this coordination was between the Department of Education and the Anbar PC, who permitted field visits to schools to encourage water conservation by students. It is not permitted to enter schools without the permission of the Department of Education, so this coordination is necessary for these types of programs.
Anbar’s community and tribal leaders, PG representatives and CSOs participated in a seminar lead by IGPA/Takamul. Participants reached a consensus on the Anbar Service Delivery Code of Conduct, which seeks to strengthen trust between local communities and the Anbar PG by emphasizing the role of local community in public service decision-making. The Code of Conduct highlights communication roles and responsibilities of community and tribal leaders, Anbar PG officials, and CSOs. These three segments have agreed to sign the Code of Conduct in which they all are bound by this agreement, to act as conduits to fulfill citizens’ service deliver needs. The signatories vowed to take citizens’ issues and complaints in consideration at the grassroots level, refer them to the government, and then follow-up. Participants reviewed the Service Delivery Code of Conduct, which was put together during a series of meetings and dialogue sessions implemented by IGPA/Takamul over the past six months.
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IGPA/Takamul conducted a two-day workshop on how to develop oversight mechanisms between CSOs and government. On March 26-27, CSOs from Erbil, Dahuk, Sulaimaniya, and Halabja and government officials from the Department of NGOs in the KRI participated in the workshop. The workshop provided technical support to CSOs and the Department of NGOs on types of oversight mechanisms and best practices that could apply to the KRI context. Subsequent meetings with the Department of NGOs in KRI are required before any formal mechanism can be put in place to further institutionalize the relationship.
RESULT 3.2 ENHANCE PUBLIC CAPABILITY AND WILLINGNESS TO PARTICIPATE IN PLANNING, MONITORING, AND EVALUATING PUBLIC SERVICES
3.2.1 Development of oversight mechanisms for key provincial and regional service delivery targets by CSOs and SAGs
SAGs continued to develop and assume more of a leadership role this quarter. The Babil and Ninewa SAGs conducted customer service satisfaction surveys, which they designed with the support of IGPA/Takamul. The Babil SAG, which is comprised of more than 100 volunteers, held a survey campaign on January 8-9. The campaign targeted neighborhoods in Hillah district and Abi Gharaq sub-district. In total, more than 800 households in Babil were surveyed on water and SWM service delivery to gauge citizen satisfaction. The Ninewa SAG group, comprised of 19 CSOs and voluntary teams, conducted a door-to-door survey in both al-Hamdaniya and Mosul districts on March 9-10. A total of 1,000 residents were surveyed.
The Basrah SAG completed its analysis and presented a series of recommendation to the GOI. SAG members continue to follow-up, track implementation and monitor service delivery. The group used its communications channel with the Citizens Affairs Section within the Basrah GO, established with the support of IGPA/Takamul, to share complaints received by citizens. The Citizens’ Affairs Section then took immediate action. The SAG verified the Municipality’s response by taking before and after photos, as proof that action took place, to share with the community.
The Basrah GO’s Citizen’s Affairs Section also developed a complaint tracker system this quarter. The tracker is a spreadsheet, developed by IGPA/Takamul that provides monthly updates on complaints related to water and SWM services. The complaint tracker will be launched next quarter. Furthermore, the Basrah SAG and GO are meeting on a monthly basis to review coordination between the two stakeholders. The Basrah GO’s Citizens Affairs Section helped launch a new complaint form, which includes the Basrah SAGs as a main informant. IGPA/Takamul will work to replicate this process in other provinces during the upcoming quarter.
In Babil, IGPA/Takamul-supported Tawasul10 conducted a series of social accountability and public outreach interventions including six public forums and 12 meetings. During Q2, Tawasul responded to 103 out of 115 received complaints, and accomplished 20 campaigns, working 32 days to serve an estimated 380,000 people. The Unit utilized 902 volunteers representing eight SAGs and
10 “Tawasul” is a mobile service delivery response team that works to improve service delivery access to Babil residents by bringing together key Babil government and civil society representatives to receive and address citizen complaints. Tawasul team conducted six public forums, 12 public meetings, 10 cleaning campaigns and reached out to more than 342,481 population.
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34 CSOs, in addition to representatives from the Babil PG, to implement cleaning campaigns and rehabilitate water pipe networks in 10 selected areas in Babil.
In Ninewa Plains, a member of the Social Accountability Group, composed of civil society volunteers, interviews a resident about water and solid waste management services.
Basrah SAG started its transition to data-driven advocacy campaign. After receiving a training on advocacy, and reviewing survey results, the Basrah SAG held a meeting to present survey results from December 2018 to the Basrah Assistant Governor for Municipal Affairs, al-Zubair Mayor, al- Zubair Water Director, Basrah Municipalities Directorate representatives and other government officials. As result, Basrah PG officials decided on action items based on the Basrah SAG’s recommendations obtained from the survey results. Such action items include, but are not limited to, obtaining a four-digit hotline for complaints, promoting the water cut-off schedule on social media and billboards, adding a recognizable tone for garbage trucks, and a potential awareness campaigns on SWM targeting women and children in the al-Zubair district.
IGPA/Takamul-supported Tawasul advocated to Babil’s PG to clean the banks of the al- Mithadiyah agriculture drainage canal. IGPA/Takamul’s Tawasul Unit hosted public forums in Hamza al-Gharbi sub-district, during which citizens highlighted the large amount of trash in the al- Mithadiyah agriculture drainage canal. The canal passes through a residential area that impacts 80,000 citizens. The Tawasul Unit brought this problem to the attention of local officials and the Babi PG responded by working with al-Hamza municipality to conduct a 14-day cleaning campaign, which removed trash from 28 kilometers of the canal.
IGPA/Takamul-supported Tawasul continued to reach out to more than 3,000 citizens in the Jurf al-Nasir neighborhood in Babil. IGPA/Takamul’s Tawasul Unit worked with local government, community leaders, and the Oil Production Distribution Company (OPDC) to conduct a cleaning campaign. The activity, held March 12, removed rubble so that streets can be repaved. Babil’s TWG,
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CSOs11, and municipality staff also conducted a door-to-door outreach campaign to encourage citizens to keep the city clean. Babil’s Governor issued an appreciation letter to IGPA/Takamul for its support in improving service delivery.
IGPA/Takamul-supported Tawasul, conducted a five-day cleaning campaign in Musaib District. During the cleaning campaign, government workers removed one ton of garbage and paved a 1,200-meter road. CSOs participated in the campaign, which benefited an estimated 1,700 citizens, by raising awareness about water conservation and calling for further cooperation with the Municipalities Directorate.
Part of the 1,200-meter road paved during the five-day campaign in Musaib District, Babil.
A joint cleaning campaign was held in Hamza al-Gharbi district in Babil. On February 18, a joint cleaning campaign was held in Hamza al-Gharbi district as a result of a public seminar convened by the IGPA/Takamul’s Tawasul Unit’s mobile citizen help desk. The campaign was a collaboration between the Babil GO, Water Directorate, Municipality Directorate, CSOs, and OPDC. The campaign lasted for one month and served more than 40,000 people. The Tawasul Unit worked with OPDC on the logistics for the campaign, whereby the company donated 23 vehicles along with fuel and salaries for its personnel. IGPA/Takamul-trained CSOs12 contributed 54 volunteers to the clean-up, and distributed behavior change communication materials in collaboration with 54 workers from the Babil GO. To date, the campaign has removed more than 2,800 cubic meters of trash.
11 The CSOs that participated included: The Red Cross, al-Ganaien, al-Babilya, and al-Amal Volunteering Group. 12 The IGPA/Takamul partner CSOs that participated in the Babil clean-up campaign included: al-Abrar organization, the Iraqi Red Crescent Association, Prophets of Peace Organization, al-Rafidain Youth Organization, Shams al-Fajr organization, and al-Zahraa Association.
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Tawasul convened a listening session for women in Hamzah al-Gharbi holy shrine. On February 21, IGPA/Takamul-supported Tawasul held a listening session for women in Hamzah al- Gharbi where discussions focused on service issues in al-Asdikaa neighborhood. Participants addressed a number of complaints from their neighborhood including SWM and sewer issues. The Babil GO responded by having solid waste removed within two days of the hearing. Also, the Tawasul Unit led a two-day cleaning campaign on February 23 serving 8,000 residents in the Hashemite District of Babil. The campaign was managed in cooperation between of the Babil GO, District Council, and OPDC. Government laborers paved streets and cleaned public squares while volunteers distributed calendars, brochures, and trash bags to citizens.
Workers from the Water Directorate lay parts of the 1-km water pipe to West Thawra District in Babil.
Babil Water Directorate installed 1-km water pipe that supplies water to 5,000 citizens in West Thawra District. The Directorate addressed complaints raised on this issue during a public symposium in August 2018 hosted by IGPA/Takamul Tawasul, Water Directorate, and the Governor’s Monitoring and Awareness Team. During a public forum held in the West Thawra neighborhood, a complaint was raised about the very low quantity of potable water reaching citizens as a result of the main pipe passing through several neighborhoods before reaching West Thawra District. In response, Tawasul worked with government to lay a new pipe to bring water directly to the neighborhood.
Clean-up campaign kicked-off in al-Shurta and al-Ameer neighborhoods. Representatives of the GO and the Social Accountability Department were present at the launch of a clean-up campaign on January 7-8. The campaign, which covers two neighborhoods with a population of 6,400, removed more than 200 tons of debris and solid waste. Volunteers planted more than 250 trees in
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public parks and distributed calendars and trash bags to neighborhood residents. The calendar includes anti-littering messages and numbers to call for complaints. Volunteers also spoke to families about proper waste disposal and water conservation, which was reinforced by the installation of eight street banners encouraging citizens to keep their areas clean. The campaign included the participation of community leaders, the Red Crescent, PC members, and the Babil for All and Ishtar organizations.
3.2.2 Creation and operationalization of rapid response community action capability
The results and activities previously noted highlight the increased response rate of government when citizens and organizations come together to voice their concerns. Rapid response mechanisms are incorporated into all IGPA/Takamul activities as a way to enhance citizen’s trust that the government will quickly address their complaints. The TWGs include representatives from government offices and civil society with the aim of facilitating rapid action through joint collaboration and implementation. SAGs and CSOs are also following this collaboration model, which allows for quick- wins when the government participates in activities or responds to a problem. All of this enhances the credibility of the government. As such IGPA/Takamul and the TWGs will continue to work with civil society and government to showcase success.
3.2.3 Development of an interactive process for providing information and receiving complaints related to services
SOWs for this activity have been developed and implementation will start in Q3.
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The underutilized fleet of government vehicles and heavy machineries in Babil suddenly come to life with engines humming across the capital city of Hilla after the Ministry of Oil increased the fuel supply to support the municipality’s solid waste management campaign.
SUCCESS STORY MORE FUEL SUPPLY LEADS
TO LESS TRASH ON THE STREETS OF HILLA
Large piles of trash used to accumulate in the streets underutilized dump trucks and heavy machineries led TO LESS TRASH ON THE STREETS OF HILLA and public areas of Hilla, the capital of Babil and to piles of refuse in neighborhood streets and public home to 600,000 Iraqis. The problem was neither spaces. He suggested that more regularly scheduled caused by apathy from Hilla’s residents nor from pickups could address the problem. Babil’s government, which had the equipment and The Tawasul team followed up on IGPA/Takamul’s the personnel to conduct more trash pickups. The suggestion to meet with local government officials and real obstacle was the disconnect between citizen the Ministry of Oil. In response, the Ministry of Oil needs at the local and high-level government agreed to increase Babil’s fuel supply for public vehicles decision makers. by 45 percent from 124,000 to 180,000 liters a month. Iraq’s Ministry of Oil determines fuel allotments to The additional resources translate to 11 more days of provinces for public vehicles, such as trash collection trash pickup services for the city. trucks. While Babil’s population grew, the fuel “The fuel increase is the first since 2003,” said Haidar allotment remained the same. In Hilla, this has left Abdul Aswad, Head of Hilla’s Municipality Directorate. trash collection vehicles to operate only 20 days out “It added more days for the trucks to run and pick up of the month, which is not enough to keep up with trash and to clean up the streets and vicinities of the cleaning and trash pickup around the city. city. Now we can operate every day every month and The head of the civil society group “Organization of minimize accumulation of trash in the neighborhoods Babylon for All” had an idea: Ask for more! This is and business areas.” With additional resources from exactly what Muthana Imran Karim raised during the the Ministry of Oil, the director said, Hilla could also meeting of Tawasul, a mobile service delivery expand services and use equipment and vehicles to response team that works to improve service repair streets, schools, and public squares. delivery access to Babil citizens. Tawasul is organized Tawasul, meaning “communication” in Arabic, is by USAID IGPA/Takamul and brought together key dialogue platform created by IGPA/Takamul to Babil government officials and civil society strengthen the communication between government representatives to receive and respond to citizen’s and citizens, a part of the Project’s work to develop service delivery complaints. strong accountability frameworks that help the At the Tawasul meeting, Muthana discussed how the government effectively respond to citizen needs.
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OBJECTIVE 4: SUPPORTING CHANGE AGENTS
Change Agents visits a site in Ninewa Plains to assess the performance of public service delivery.
IGPA/Takamul develops and trains Change Agents to ensure systematic, sustained, and informed advocacy for innovations and reforms in the areas of public service delivery and public financial management (PFM). The Project has introduced these reforms at the national, provincial, and municipal levels of the Government of Iraq (GOI). Changes agents were identified by each IGPA/Takamul components during the implementation of IGPA/Takamul activities and are expected to help sustain the positive effect of the Project’s interventions. In return, Change Agents receive specific training in areas related to organizational structures and change management.
At the end of Q2, IGPA/Takamul identified 108 Change Agents and trained them on topics related to organizational structures and change management. Of this total, 64 are men and 44 are women, all of whom come from either government, civil society, academia, and/or the private sector. The greatest number of Change Agents are in Baghdad and Erbil with 22 members each. Babil has 18 Change Agents, both Basrah and Ninewa has 16, and Anbar has 14 members.
RESULT 4.1 ENHANCE CAPACITY OF CHANGE AGENTS
4.1.1 Metrics development for Change Agents
This reporting period, IGPA/Takamul continued to deliver a series of practical trainings to Change Agents to improve their ability to interpret policies, plans, and budgets. Workshops also continued in the areas of gathering information, determining gaps, and setting action plans for interventions to improve the delivery of public services. During Q2, IGPA/Takamul conducted the final training session of the series for Change Agents from Basrah, Babil, Baghdad, Anbar, Ninewa, and Erbil. The first day of the training focused on delivering practical tools to empower Change Agents to work
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seamlessly with targeted directorates by solving, supporting and /or suggesting activities to government officials in order to deliver better services to the citizens.
Teams of Change Agents have started assessments of public services in the provinces. In January, Ninewa’s Change Agents suggested structural interventions to improve water service delivery. The group recommended the removal of an old feeder pipe and the installation of a new 700-mm feeder to the network in al-Muthanna and al-Rafaq in order to reach more household in the neighborhoods. This recommendation was relayed to Ninewa’s Water Directorate following the change agent team’s visit on January 7. The team, which includes a Provincial Council (PC) member, an advisor to the Governor, and members of several minority civil society organizations (CSO), visited the Water Directorate to assess water supply services and develop solutions to existing challenges.
In February, IGPA/Takamul equipped the change agent team in Anbar with practical tools and personal skills enabling them to set priorities and solve problems. Change Agents were also emboldened to suggest interventions using planning standards set by the Ministry of Planning (MOP) to identify gaps in delivering citizen-based services.
Change Agents team in Babil sought to turn dirt arena into a green field. The team in Babil include influential figures in the community. One of the members, Dr. Zeinab Hindawi, Head of the Business Administration Department at Babil University, used her new skills to influence her constituency to invest in rehabilitating the dirt area fronting her department building into a green field. The plan is that the work will be done voluntarily by faculty and students. The idea was proposed to the university by the Change Agents group led by its head, Hassan Malik Al-Birmani, an engineer and also an assistant to the Governor.
In March, trained Change Agents team in Basrah conducted a site visit to al-Thaghar subdistrict to evaluate the delivery of water and solid waste collection. The directors of the Water and Municipality directorates; the assistant to the governor; and, the Provincial Women’s Empowerment Directorate representative participated in this event. The team reported and suggested to the governor to increase the work hours of the operations staff in the Water Directorate to facilitate increased allocation of water to the citizens. Also, as a result of this visit, the deputy governor wrote to the Oil Distribution Company, an office under the Ministry of Oil, to increase the allocation of oil to the municipality to expand trash collections in the district.
RESULT 4.2 ENHANCE CAPACITY OF WOMEN AND VULNERABLE POPULATIONS TO REPRESENT THEIR NEEDS WITHIN GOVERNMENT DECISION-MAKING PROCESSES
4.2.1 Women’s Leadership and Diversity Management for Improved Service Delivery (WeLEAD)
In order to contribute to IGPA/Takamul’s overall objectives in the Kurdistan Region of Iraq (KRI), the Women’s Leadership and Diversity Management for Improved Service Delivery (WeLEAD) program must compliment ongoing initiatives and activities under Result 4.1, which seek to enhance the capacity of Change Agents. While that activity was being reformulated, the WeLEAD program launch was paused to ensure its practical forward linkages with Change Agents. This activity is planned for implementation in Year 3.
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Task Order 1: Assistance to Ministry of Finance and Ministry of Oil
Task 1: Implementation of a commitment control system and design and operationalization of an improved cash management system
Under this sub-task, IGPA/Takamul trained the MOF Arrears team to evaluate implementation of the updated procedures on commitments control and arrears reporting. All Accounting Department sections participated in the training and the MOF will be able to issue monthly and quarterly reports of arrears payable. Implementation of the new procedure was expected to be finalized by March 2019, but the MOP requested to hold off implementation until the latest arrears survey data is completed. This will push back implementation until the end of June.
The Cash Forecasting Division (CFD) delivered cash forecasting reports for each month of the period. The March forecasts included a weekly breakdown of cash forecasts with a draft baseline cash plan for the year 2019 based on the approved national budget. The report also included recommendations on finances and borrowing. The CFD is prepared to produce the quarterly cash forecast for the second fiscal quarter ending April 2019. In addition, IGPA/Takamul held five training workshops for the fiscal analysis team at the MOF, with topics including the IMF’s fiscal transparency initiative and international public sector accounting standards.
Task 2: Public financing support
IGPA/Takamul supported the Public Debt Department (PDD) in setting up the network and hardware to ensure that the Debt Management and Financial Analysis System (DMFAS) functions properly. The Project and the PPD selected a committee of employees who were previously trained on DMFAS to update the system’s loan tables. In addition, IGPA/Takamul completed an Excel-based model that maps all future payments for PDD loans. The tables of all external and domestic loans have been populated and double checked by responsible loan officers, and all officers have been trained to update the excel tables for loans they oversee. To further streamline management of Iraq’s public debt payments, the Project completed a coding system to assign unique codes to identify and index all domestic and external loans. These loan codes will be used in DMFAS and Excel tables to aid in locating and comparing loan data.
Task 4: Support to the Economic Reform Unit
The IGPA/Takamul presented on the National Investment Commission’s (NIC) projects to the PM and his advisors. The aim of the meeting was to avoid duplication of efforts and to discuss how the report could be used for upcoming projects. The report was distributed to the PM’s advisors and the HCCPSec.
IGPA/Takamul met with various international donors and officials as part of the Project’s work under this sub-task to advise officials on private sector development. These include:
• Meeting with the German Development Agency (GIZ) on January 14 to discuss plans for the second “Intilaq project” (“support for entrepreneurship”) event, given the success of last year’s event. IGPA/Takamul attended the planning session to provide guidance on improving and expanding the program in 2019. In addition, GIZ’s Private Sector Development project is conducting a study on the state of Iraq’s entrepreneurial sector, with a focus on legislative challenges facing start-ups and how the government can support entrepreneurs. The study is
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intended to be conducted on an annual basis to record changes in Iraq’s legislative, social, and economic environment.
• Participation in a public private dialogue event hosted by the World Bank in partnership with the PM’s office. The Project discussed diverse obstacles to PPPs in Iraq, ranging from the lack of financing instruments to business environment constraints. The dialogue stressed the importance of appropriate firm growth policies to remove these obstacles to small- and medium-sized business growth. IGPA/Takamul also discussed key concerns, such as lowering the costs and complexity of registering businesses, as well as complementary demand- and supply-side interventions that increase access to finance, improve managerial capabilities, and promote access to markets.
• Meeting with representatives from the U.S. Embassy’s Economic Section to discuss the Embassy’s upcoming event on supporting entrepreneurs in Iraq.
• IGPA/Takamul was invited to be a guest judge for the Iraqpreneurs initiative, organized by Innovest Middle East, the World Bank, and the Iraqi media network. Judges will meet with participating entrepreneurs and provide guidance on developing their businesses. Nine competition winners will receive cash prizes and ongoing capacity building.
As part of IGPA/Takamul’s support to the GOI in implementing sustainable financing for public investments, the Project met with the new Head of the PM’s office to discuss the current Export Credit Agency (ECA) loans. The Project explained the processes and main stakeholders involved with these loans. The Head of the PM’s office requested a follow-up meeting to discuss further the global ECA facilities and financing opportunities available to Iraq.
Task Order 3: KRG Information Systems Reforms
Task 1: Iraqi Kurdistan Region Reform Coordinator
This quarter, the Project worked with various KRG and international partners as part of its work to advance reform efforts in the KRI. IGPA/Takamul initiated discussions with the KRI Ministry of Labor and Social Affairs (MOLSA) on BPR technical assistance the Project could provide to the ministry. The Project also coordinated a discussion between the World Bank and KRG’s Council of Ministries on the Bank’s new initiative for strengthening PFM oversight and the accountability of Iraqi and Kurdistan Region of Iraq (KRI) government institutions.
During meetings with international partners, such as the French Council General in Erbil, the Consul of the Republic of Poland, and the Head of the EU Representative in Erbil, IGPA/Takamul provided updates on its reform programs. IGPA/Takamul also assisted in organizing the Netherland-Kurdistan Agri-Food Conference in cooperation with the Deputy Prime Ministers Office (DPMO) and the Consulate General of the Netherlands. In addition, IGPA/Takamul prepared a list of technical assistance activities needed to support the KRG’s reform initiatives and presented it to the U.S. Consul General in Erbil during a meeting with the Deputy Prime Minister.
The Project responded to targeted requests from KRG institutions. IGPA/Takamul assisted the Debt Management Office to prepare a scope of work for assistants the Office wishes to hire. IGPA/Takamul also assessed the progress of the awareness campaign for the Xizmat web portal and presented results to the DPMO. Further support to the Xizmat team included helping to map the
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company registration process and interceding with high-level officials to secure their department’s cooperation with the Xizmat team.
At the request of the KRG Council of Ministers, IGPA/Takamul helped establish a Taskforce Reform Coordination team within the Council to act as the main interlocutor between government and international organizations interested in assisting KRG’s reform programs. Taskforce members include the Deputy Chief of Staff of the Prime Minister, the Senior Advisor to the Deputy Prime Minister, the Director General of Capital Investment Projects at the MOP, and the Reform Coordinator at the Council of Ministers.
To help ensure better integration of government institutions working on key services, IGPA/Takamul evaluated coordination among the PM’s office, the DPMO, and the MOP regarding the KRG’s payroll system, e-payment system, and pension case management system. The Project provided clarification on how the systems are intended to be developed and work together. The evaluation will help to coordinate the efforts of various KRG partners on these programs and generate the political will to see the systems through to completion.
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CHAPTER II: MONITORING, EVALUATION, AND LEARNING
PERFORMANCE INDICATORS
According to the IGPA/Takamul’s Activity Monitoring, Evaluation, and Learning Plan (AMELP), approved by USAID on December 23, 2018 the following Performance Indicators (PI) will be reported on:
PI Performance PI Level Result Actual No. Indicator The USAID-Funded IGPA/Takamul Goal: Improve GOI response to citizens’ needs Percentage of Impact Improved GOI citizens reporting response to citizens 1 improvements to needs 16.16%13 service delivery platforms Objective 1: Enhance GOI Service Delivery Capacity Number of Output 1.2 Strengthen the During Q2, four PPDCs were made functional PPDC in strategic approach functional in Babil, Dhi Qar, Maysan IGPA/Takamul- and capacity of the and Najaf as a result of supported provinces ministries and IGPA/Takamul support. provincial PPDCs are considered functional directorates to when: better align service • Required by-laws to support delivery outcomes the establishment of the with the priorities of PPDC are approved by the provincial PC and/or by the Governor; governments and • Members of the PPDC are local populations nominated; 2 • Meetings of the PPDC are held monthly; • The PPDC is supported by a Secretariat, for which at least 75% of the allocated staffing positions have been filled. • PPDC members have received IGPA/Takamul- supported training; and • Secretariat members have received IGPA/Takamul- supported training.
13 This percentage (16.16%) represents the percentage of citizens reporting improvements to service delivery platforms from five provinces (Anbar, Babil, Basrah, Baghdad, and Ninewa) excluding Erbil. Data collected in Erbil was removed from the survey due to a number of factors including the limited number of districts covered.
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PI Performance PI Level Result Actual No. Indicator Score on PED Index 1.2 Strengthen the During Q2, the PED scored 5 as strategic approach follows: Outcome and capacity of line 1- Basrah PED score is 0.5 ministries and 2- Muthanna PED score is 0.5 provincial 3- Wasit PED score is 0.5 directorates, to 4- Baghdad PED score is 1 3 better align service 5- Karbala PED score is 1 delivery outcomes 6- Qadisiya PED score is 0.75 with the priorities of 7- Salah Al-Din PED score is provincial 0.75 governments and local populations Please refer to Table 6 for PEDs indexes details. Number of improved business Outcome 1.3 Enhance processes regulatory and No update to this indicator this implemented by procedural certainty quarter but is likely to begin 4 provincial to attract private implementation of the new re- governments as a sector investment engineered processes in Q3. result of IGPA/Takamul support Number of Outcome 1.3 Enhance During this quarter, one contract contracts awarded regulatory and was awarded as a result of by the GOI as a procedural certainty IGPA/Takamul support as follows: result of to attract private 1- Study the current processes IGPA/Takamul sector investment of the water desalination 5 support plant in Muhellah District, Basrah aimed to design and implement production of 3,000 cubic meters per hour. Number of 1.2 Strengthen the IGPA/Takamul- Output strategic approach supported and capacity of the This quarter, IGPA/ Takamul functional PWEDs ministries and supported the PWEDs in designing provincial their organizational structure. The directorates to 6 structure is approved for Erbil’s better align service Gender Unit. Approval is expected delivery outcomes for the remaining 5 target provinces with the priorities of in Q3. provincial governments and local populations. Number of 1.2 Strengthen the A total of 22 initiatives implemented initiatives strategic approach by PEDs (12) and PPDCs (10). The implemented by Outcome and capacity of the initiatives implemented by the PEDs IGPA/Takamul- ministries and 7 included field visits to assess service supported provincial provincial delivery at the community level; institutions directorates to identify issues and their causes; and better align service propose solutions and delivery outcomes
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PI Performance PI Level Result Actual No. Indicator with the priorities of recommendations to the relevant provincial government institutions as follow: governments and 1- For PED: local populations. • The Anbar PED conducted a field visit to evaluate the water and SWM services in al-Ramadi Municipality. As a result of the visit, Anbar’s PED shared a report detailing the issues identified, negative effect on citizens, as well as proposed solutions and recommendations to the Governor. • The Baghdad PED conducted a field visit to evaluate the water and SWM services in al-Taji district/ al-Jawadain sub-district. A report was submitted to the HCCPSec following the field visit which documented issues identified, main causes, negative effects on citizens and proposed solutions for the HCCPSec and Baghdad Governor. • The Babil PED conducted field visits to Babil’s SWM and water directorates to evaluate their services. The Babil PED presented the field visit findings in a report to the HCCPSec and Babil Governor, which included issues identified and proposed solutions. • The Basrah PED conducted a field visit to evaluate the water services in al-Jubailah. A report was shared following the field visit detailing issues identified, the negative effects on citizens as well as proposed solutions, and the recommendations for the Governor. • The Qadisiya PED conducted a field visit to evaluate al-Qadisiya water project and al-Shafaeyah Municipality Division services. A report was shared with the HCCPSec and Qadisiya Governor detailing issues identified, causes, negative effect
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PI Performance PI Level Result Actual No. Indicator on citizens as well as proposed solutions and recommendations. • The Diyala PED conducted a field visit to evaluate water and SWM services in Baquba District. A report was shared with the HCCPSec and Diyala Governor detailing issues identified, causes, negative effect on the citizens as well as proposed solutions and recommendations. • The HCCPSec PED initiative included developing a workplan to visit several provinces to evaluate water and SWM performance. According to the developed workplan, the HCCPSec PED conducted a site visit to evaluate SWM service performance in Maysan province. • Karbala PED conducted a field visit to evaluate water service in al-Mowahad water package unit, a report was shared with the HCCPSec and Karbala Governor detailing issues identified, causes, negative effect on citizens, and proposed solutions and recommendations. • The Maysan PED conducted a field visit to evaluate water and SWM services. A report was shared with the HCCPSec detailing issues identified, causes, negative effect on citizens, and proposed solutions and recommendations. • The Muthanna PED conducted a field visit to evaluate water and SWM services, a report was shared with the HCCPSec and Muthanna Governor detailing issues identified, causes, negative effect on the citizens, and proposed solutions and recommendations. • The Najaf PED conducted a field visit to evaluate water and SWM services, a report was shared
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PI Performance PI Level Result Actual No. Indicator with the HCCPSec and Najaf Governor detaining issues identified, causes, negative effect on the citizens, and proposed solutions and recommendations. • The Wasit PED conducted a field visit to evaluate water and SWM services. A report was shared with the HCCPSec and Wasit Governor detaining issues identified, causes, negative effect on the citizens, and proposed solutions and recommendations. 2- For PPDC: • The second meeting of PPDC was held to activate the Council and to continue its work, carry out its roles and responsibilities by implementing the rules and principles learned from the IGPA/Takamul training on the policy proposals and the proposed projects list for the sectoral Directorates represented in the PPDC. • Wasit PC, GO, and PPDC jointly held citizens public hearing sessions. The sessions aimed to obtain citizen’s feedback and suggestions for consideration by the service directorates for inclusion within the proposed public policy and projects list that will be submitted to the Provincial Council for approval. • Anbar PC, GO, and PPDC jointly held citizens public hearing sessions for Habaniya District. The sessions aimed to obtain citizen’s feedback and suggestions for consideration by the service directorates for inclusion within the proposed public policy and projects list that will be submitted to the Provincial Council for approval. • Karbala PC, GO, and PPDC jointly held citizens public hearing sessions. The sessions aimed to obtain citizen’s
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PI Performance PI Level Result Actual No. Indicator feedback and suggestions for consideration by the service directorates for inclusion within the proposed public policy and projects list that will be submitted to the Provincial Council for approval. • Anbar PC, GO, and PPDC jointly held citizens public hearing sessions. The sessions aimed to obtain citizen’s feedback and suggestions for consideration by the service directorates for inclusion within the proposed public policy and projects list that will be submitted to the Provincial Council for approval. • Third meeting of Wasit PPDC was held to present the proposed sectoral public policies and proposed projects lists of the Directorates of Wasit Water, Kut Municipality, Wasit Municipalities and Wasit Roads & Bridges, to obtain the needed approvals and then to be sent to the PC for adoption. As a result of the meeting, the PPDC approved the projects and shared them with Wasit PC. • The second meeting for Basrah PPDC was held for the purpose of reactivating the council and to continue its work and carry out the roles and responsibilities assigned to it by implementing the principles and rules learned from IGPA/Takamul-provided training. This includes development of policy proposals and projects list for the sectoral Directorates represented in the PPDC. • The second meeting for Babil PPDC was held to continue its work and carry out its roles and responsibilities by implementing the rules and principles learned from the IGPA/Takamul training. This includes development of policy proposals and projects list
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PI Performance PI Level Result Actual No. Indicator for the sectoral Directorates represented in the PPDC. • The second meeting for Maysan PPDC was held to continue its work, carry out its roles and responsibilities by implementing the rules and principles learned from the IGPA/Takamul training on the policy proposals and the proposed projects list for one of the sectoral Directorate represented in the PPDC. • The second meeting for Najaf PPDC was held to continue its work, carry out its roles and responsibilities by implementing the rules and principles learned from the IGPA/Takamul training. This includes development of policy proposals and projects list for the sectoral Directorates represented in the PPDC. Objective 2: Improve Provincial and National Government Public Financial Management Number of 2.1 Strengthen Ten institutions have implemented government capacities of new SOPs this quarter as follows: institutions (central, Outcome provincial AFAD 1- Baghdad implemented the final federal, and and support their account and annual Financial provincial conversion into fully Statement preparation SOP. governments) that operational financial 2- Anbar implemented the final have implemented management offices account and annual Financial SOPs as a result of Statement preparation SOP. IGPA/Takamul 3- Babil implemented the final support account and annual Financial Statement preparation SOP. 4- Dhi Qar implemented the final account and annual Financial Statement preparation SOP. 8 5- Najaf implemented the final account and annual Financial Statement preparation SOP. 6- Karbala implemented the final account and annual Financial Statement preparation SOP. 7- Basrah implemented the final account and annual Financial Statement preparation SOP. 8- Sulaimaniya implemented the centralized accounting system SOP. 9- Halabja implemented the decentralized accounting system SOP.
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PI Performance PI Level Result Actual No. Indicator 10- Erbil implemented the decentralized accounting system SOP.
Five of the listed institutions implemented SOPs in FY 2018 and FY19 Q1. As such, they were not double counted in FY19 Q2. Number of 2.2 Support PFM created what is called mechanisms for Output development of coordination mechanisms between external oversight federal oversight the MOF and AFADs on local of public resource mechanisms, such as revenues, budgeting and financial use supported by financial audit reporting. Regular meetings were USG assistance. procedures, of held between provinces and MOF 9 (Standard Foreign provincial finances. representatives to discuss and Assistance Indicator resolve issues. Two meetings took DR.2.4-2) place under the local revenue mechanisms and one meeting took place under both the budgeting and financial reporting mechanisms.
Percentage increase 2.3 Enhance in local revenues in Outcome provincial revenue No official updates this quarter. provinces as a result generation, While some provinces are collecting from revenue collection and local revenues -like Najaf and generation, management from 10 Karbala – the Project cannot report collection and outside the oil on them because they are not in management sector compliance with MOF regulations. interventions
introduced by IGPA/Takamul Number of 2.4 Enhance budget- A total of 9 annual execution budget provincial in-year Outcome cycle planning, reports, one per AFAD, were budget reports development and produced: published in execution against 1- Baghdad AFAD accordance with decentralized 2- Anbar AFAD law/best practice expenditure 3- Babil AFAD 11 assignments 4- Maysan AFAD 5- Dhi Qar AFAD 6- Diyala AFAD 7- Karbala AFAD 8- Basrah AFAD 9- Salah al-Din AFAD Objective 3: Strengthen Monitoring and Oversight of Service Delivery and Public Expenditure Number of Outcome 3.1 Strengthen One mechanism was developed this mechanisms capacity of selected quarter; the Sulaimaniya developed or provincial communication and outreach improved, and institutions to mechanism. 12 implemented to establish effective establish effective citizen participation The following are updates for citizen participation, and outreach mechanisms developed in previous mechanisms. quarters:
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PI Performance PI Level Result Actual No. Indicator outreach and 1- Anbar mechanism was communication. implemented this quarter. 2- Baghdad Amanat, Baghdad GO, and Erbil mechanisms were implemented. 3- Basrah mechanism was improved and partially implemented.
Mechanisms mentioned above were not counted this quarter in order to avoid double counting as they were counted in previous quarters.
Number of Civil 3.2 Enhance public This quarter, 27 CSOs were involved Society Output capability and in advocacy interventions as follows: Organizations willingness to (CSO) receiving participate in 15 CSOs in Basrah: USG assistance planning, monitoring 1- Al-Arqam Cultural Charitable engaged in advocacy and evaluating public Society interventions. services 2- Al-Ethar for Disabled Care (Standard Foreign 3- Al-Fayhaa Development Assistance Indicator Association DR.4.2-2) 4- Al-Manahil for Women’s Development 5- Al-Salam Center for Strategic Studies 6- Al-Taqwa Association for Women and Children Rights 7- Ameen Association for Relief and Development 8- Ana Basri Organization for 13 Relief and Development 9- Armenian Basrah Organization for Relief and Development 10- Durr al-Iraq Association for Human Development 11- Durrat al-Durrar for Family and Child Care 12- Human Building for Development 13- Iraqi Development Association for Human Development 14- Mandaean Association 15- Public Aid Organization
2 CSOs in Najaf: 1- Al-Ihsan Organization for Human Rights 2- Al-Rasid Center for Human Rights
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PI Performance PI Level Result Actual No. Indicator
10 CSOs in Wasit: 1- Afaq Institution for Supporting Women 2- Al-Mada institution for Human Rights 3- Ashoor Institution for Human Rights 4- Association of Colleges and Institutes’ Graduates in Wasit 5- Democratic Women Organization 6- Future Youth Organization for Human Rights 7- Johod organization for Building Youth Capacities 8- Peace Ambassadors Organization for Human Rights in Wasit 9- Sports Association for Athletes’ Care 10- Toor Senin Organization
Number of 3.2 Enhance public This quarter, 19 initiatives were advocacy Outcome capability and implemented (17 initiatives by CSOs interventions willingness to and two initiatives by SAGs). implemented by participate in CSOs initiatives include: IGPA/Takamul- planning, 1- Hona al-Shabab Organization supported CSOs monitoring and met with 9 Nissan Municipality and SAGs evaluating public in Baghdad to present citizens’ services complaints. 2- Al Arqam Cultural Charitable Society conducted surveys with Basrah citizens to determine priority projects to be included in the Basra investment plan for 2020. 14 3- Al-Ethar for Disabled Care conducted public meetings with citizens and service providers to determine the priority projects to be included in the Basra investment plan for 2020. 4- Al-Fayhaa Association conducted surveys with Basrah citizens to determine priority projects to be included in the Basra investment plan for 2020. 5- Al-Manahil for Women Development conducted public meetings with citizens and service providers to determine
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PI Performance PI Level Result Actual No. Indicator priority projects to be included in the Basra investment plan for 2020. 6- Al-Salam Center for Strategic Studies conducted surveys with Basrah citizens to determine the priority projects to be included in the Basra investment plan for 2020. 7- Ameen Association for Relief and Development conducted public meetings with citizens and service providers to determine the priority projects to be included in the Basra investment plan for 2020. 8- Ana Basri Organization for Relief and Development conducted surveys with Basrah citizens to determine the priority projects to be included in the Basra investment plan for 2020. 9- Armenian Basrah Organization for Relief and Development conducted surveys with Basrah citizens to determine the priority projects to be included in the Basra investment plan for 2020. 10- Durr al-Iraq Association for Human Development conducted forums with citizens and service providers to determine the priority projects to be included in the Basra investment plan for 2020. 11- Durrat al-Durrar for Family and Child Care conducted public meetings with citizens and service providers to determine the priority projects to be included in the Basra investment plan for 2020. 12- Human Building for Development conducted meetings with citizens and service providers to determine the priority projects to be included in the Basra investment plan for 2020.
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PI Performance PI Level Result Actual No. Indicator 13- Iraqi Development Association for Human Development conducted forums with citizens and service providers to determine the priority projects to be included in the Basra investment plan for 2020. 14- Mandaean Association conducted surveys with citizens to determine the priority projects to be included in the Basra investment plan for 2020. 15- Public Aid Organization conducted forums with citizens and service providers to determine the priority projects to be included in the Basra investment plan for 2020. 16- Al-Taqwa Association for Women and Children Rights conducted public meetings with citizens and service providers to determine the priority projects to be included in the Basra investment plan for 2020. 17- Al-Taqwa Association for Women and Children Rights conducted surveys with Basrah citizens to determine the priority projects to be included within Basra investment plan for 2020.
Additionally, one initiative was implemented by the Basrah and Ninewa SAGs - an assessment to gauge citizens satisfaction of service delivery. Cross cutting indicator
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PI Performance PI Level Result Actual No. Indicator Number of Output 1.2 Strengthen the participants trained strategic approach by IGPA/Takamul and capacity of line ministries and provincial directorates, to be better align service delivery outcomes with the priorities of provincial governments and local populations. Please see Table 1 The number of participants initially 2.1 Strengthen reported for FY 2018 increased by 15 capacities of 30 after further verification of the provincial AFAD data reported as a result of the internal DQA. 3.1 Strengthen capacity of selected provincial institutions to establish effective citizen participation and outreach mechanisms.
4.1 Enhance capacity of Change Agents.
IGPA/TAKAMUL MEL SYSTEM
In Q2, the IGPA/Takamul Monitoring & Evaluation (M&E) Unit and DAI’s technological solutions partner, Souktel, continued to make necessary adjustments to the Monitoring, Evaluation and Learning (MEL) system while awaiting the development of the Beta Phase, which was pending approval of the optional year. The Beta Phase will include reporting templates, platforms for recording survey data, and data visualization features. It will also include features for mapping project activities. Meanwhile, further reviews have been conducted to ensure that some of the functionalities within the MEL System are not duplicated in DAI’s Technical and Administrative Management Information System (TAMIS) database. Once these issues are addressed, IGPA/Takamul’s MEL system will be used to facilitate the effective collation, analysis, and reporting of data at various disaggregation levels to meet Project and USAID reporting needs.
FACILITATING DATA COLLECTION
IGPA/Takamul’s M&E Unit continued efforts to streamline the data collection process by involving technical units and other staff in data collection. To ensure that staff understand the processes and tools involved, the M&E Unit conducted a series of trainings for all technical staff in Baghdad, Basrah and Erbil to explain the meaning of indicators and the tools that are used to collect data for each
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indicator. At the same time, M&E focal points were designated for each Objective Unit as M&E point of contact moving forward.
Meanwhile, the IGPA/Takamul M&E Unit is planning to procure a mobile data collection software that will be used to collect survey related data. This software will enable the effective and efficient collection of data, thereby reducing data quality issues.
In Q3, the M&E Unit will hire a technical consultant to support its effort to improve outcome monitoring using qualitative research approaches. The consultant will assess IGPA/Takamul’s MEL system and identify appropriate ways to enhance qualitative data collection. These measures are intended to improve IGPA/Takamul’s capacity to track and report on project results.
MEL TRAINING NEEDS (February – March 2019)
IGPA/Takamul’s Senior M&E Advisor and Senior M&E Specialist continued to provide ongoing M&E training, coaching and mentoring to all M&E, Political Economy Analysis (PEA) and technical staff at the central and regional offices. As a result, 58 staff attended various M&E trainings from February 5 to March 28 in Baghdad, Basrah, and Erbil. Participants at the trainings included Regional Managers and Provincial Coordinators, Technical Team Leads, Gender Coordinators, Communications and Public Outreach Specialists and PEA staff. The trainings were designed to increase staff knowledge and understanding of the key indicators used to track project results. Additionally, the training covered general M&E concepts including monitoring and evaluation approaches and the definitions of each indicator as per the approved AMELP. Participants were also introduced to IGPA/Takamul’s data management processes and quality control measures to improve data quality. The M&E Unit will continue to collaborate with the technical units by providing continuous guidance on indicator definitions and steps involved in the data collection process.
PUBLIC OPINION SURVEYS
IGPA/Takamul’s baseline public opinion survey report, which covered the five provinces of Anbar, Babil, Basrah, Baghdad and Ninewa, was finalized and approved by USAID in February 2019. The publication of the report was initially delayed after it was determined that the number of districts covered for the survey in Erbil was not deemed representative. Erbil is part of the six provinces originally considered for this survey. Due to the limited number of districts covered in Erbil, it was decided that a separate survey will be conducted, which will be more representative of the Erbil population. Erbil was also removed due to its level of stability compared to the other provinces, which could have skewed the findings from the public opinion survey. Finally, IGPA/Takamul’s work in Erbil is part of its larger Kurdistan Regional Government (KRG) efforts which only just began. Additionally, unlike the other five provinces, the priority service delivery interventions in Erbil are water and electricity, whereas the others are water and solid waste management (SWM). The Erbil public opinion survey will be implemented in Q3. The findings from the survey will be used to set specific targets for improving service delivery in Erbil, especially where gaps may be identified.
Findings from the baseline survey report were used to design activities that address gaps identified in service delivery in terms of public trust and satisfaction with government.
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PROJECT LEARNING/INTERNAL DATA QUALITY ASSESSMENTS
In Q2, MEL Specialist from DAI’s Home Office and IGPA/Takamul Project Manager, working remotely, conducted a Data Quality Assessment (DQA) of the Project’s M&E system and indicators. The DQA was designed to assess the strength and weaknesses of the Project’s M&E system and indicators to determine whether data reported met USAID’s five data quality standards of validity, integrity, reliability, precision, and timeliness.
The DQA process primarily involved cross-checking and verifying information provided in the DQA checklists, data collation tables and data reported in the 2018 annual and 2019 first quarter reports along with supporting documents stored in the MEL folder on the project shared drive.
The DQA revealed that IGPA/Takamul has an established and functioning MEL system guided by its Activity Monitoring, Evaluation and Learning Plan (AMELP) and M&E Strategy. The M&E Strategy document outlines the Project’s procedures for data management, storage, analysis, and reporting, as well as how to ensure data quality and security. Data collection tools are standardized with detailed data management procedures that identify when data is collected, who collects the data, and how it is verified. There are also Data Collation Tables that present data according to the disaggregation stipulated in the Performance Indicator Reference Sheets (PIRS). The DQA noted the Data Collation Tables as a “best practice,” since they are trackers that can be used to check the Project’s progress on its indicators and for reporting to USAID.
The DQA also revealed that IGPA/Takamul reported data for 12 of 15 indicators in its updated AMELP, all of which meet USAID’s five data quality standards.
Two other key findings from the DQA highlighted knowledge gaps among project staff about their understanding of indicators and the data collection procedures. It was established, after further verification of the 2018 annual and 2019 Q1 reports, that 21 percent of citizens reported improvements to service delivery platforms (Indicator 1) while the Public Opinion Survey report indicated reported this figure as only 16.16 percent. The discrepancy was a result of the removal of Erbil from the final survey report approved by USAID.
Because of the findings that project staff were not familiar with the AMELP, the M&E Unit conducted a project-wide M&E training from February to March 2019 in Baghdad, Basrah, and Erbil. Fifty-eight project staff participated in the trainings including Regional Managers and Provincial Coordinators, Technical Team leads and staff, Gender Coordinator, Communications and Public Outreach Specialist, and PEA staff. The training covered indicators definitions and data management procedures. The MEL team will continue to provide M&E training and guidance on data collection and reporting to all project staff to ensure that they understand the meaning of each indicator and that data collected meets USAID’s data quality standards.
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COMPLEXITY AWARE MONITORING
The following section describes the development and use of the Complexity Aware Monitoring (CAM) evaluation approach to meet IGPA/Takamul’s accountability and learning requirements for the reporting period of January – March 2019.
IGPA/Takamul and Complexity Aware Monitoring objectives
CAM can be defined as the method of unpacking non-linear causal paths between interventions and outcomes for programs operating in complex systems and contexts. Complex systems and contexts simply mean that the program operational context includes factors that can operate independently of one another yet can combine to create an outcome that cannot be predicted from the outset. This is true even if each factor by itself can be considered, in accordance with complexity theory, either simple or complicated. This implies that program results and outcomes may well be different from those initially intended. Thus, CAM identifies clusters of outcomes to which the program has contributed, within program areas of change. This is done by focusing on the systems, processes, and institutions that are related to the target units, yet are not directly targeted by the project interventions.14
As explained in the Quarterly Report’s chapter on program context and conflict sensitivity considerations (Chapter III), the operational context of IGPA/Takamul in Iraq is complex with layers of complicated variables and complex dynamics. In such a complex context, there is rarely a one- size-fits-all intervention that yields the same outcome and impact across all institutions, provinces, or regions. For example, developing an assistance package (AP) for the Ninewa Plain districts will not yield the same impact and outcome as it delivered for the same AP designed for the West Anbar districts. The context is completely different in terms of security and service delivery challenges among the various provinces and regions. For example, while the Basrah Provincial Council (PC) tackles the daily challenge of service delivery and measures to pacify the public, the Baghdad PC is consumed by the power dynamics between the Sunnis and Shia as well as the intra-Shia and intra- Sunni rivalry. In the same regard, the Erbil PC has a different structure and mandate from those in the rest of Iraq, and the Sulaimaniya PC has different priorities and political struggle than those of the Dahuk PC.
The CAM evaluation compares the outcome trajectories of IGPA/Takamul with underlying program causal premises and implementation adaptation on an annual basis. The approach aims to empower IGPA/Takamul’s Objectives Leads and staff with the tools to understand how their interventions are working to reach larger numbers of beneficiaries, influence broader systems, and develop deeper and more sustainable influence. CAM also aims to identify and learn which parts of the program are working and have the potential, if supported and scaled, to make a bigger difference, and communicate them to the technical team. In addition, the CAM evaluation addresses USAID’s requirements of operational studies to address future programming needs to design effective interventions in Iraq’s complex context.
14 Astbury, Brad, and Frans L. Leeuw. "Unpacking black boxes: mechanisms and theory building in evaluation." American journal of evaluation 31, no. 3 (2010): 363-381. https://pdfs.semanticscholar.org/2097/836b832fe93938565ae987d89e17fd7f64ef.pdf
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IGPA/Takamul and the application of the Complexity Aware Monitoring evaluation
IGPA/Takamul uses an integrated approach in to its application of the CAM evaluation. The evaluation depends on the inputs of the PEA and Conflict Sensitivity Analysis (CSA) provided by the Political Economy and Complexity Aware Unit (PEACAMU), which works in a close cooperation with the project’s M&E and Communications units. The Project’s performance-based M&E unit concentrates on establishing the worth of program interventions in terms of output, participation, ability to transfer know-how and best practices to stakeholder and beneficiaries. The Communications unit, on the other hand, focuses on communicating the impact of program interventions to a wider audience on the national level. The PEACAMU, in turn, explains the subtle and nuanced dynamics underling activities and interventions, accounting for the complex and non-linear causal paths between program intervention and program outcome. IGPA/Takamul utilizes the Problem-Driven Iterative Adaptation (PDIA) approach in its activity implementation, which incorporates adaptive management into program implementation. At its core is a complexity-aware planning cycle, which, as mentioned above, draws from the PEA and CSA, and integrates with the M&E and Communications units. According to USAID’s updated note on CAM and Program Cycle Operational Policy in August 2018, the combination of PEA, CSA, and CAM analyses and evaluation conclude a Context Monitoring (CM), which is “the systematic collection of information about conditions and external factors relevant to the implementation and performance of an operating unit’s strategy, projects, and activities.”15 Throughout the reporting period, IGPA/Takamul adopted the following tools and approaches to account for CAM and inform program implementation and evaluation. These combined approaches provide a nuanced political and technical understanding of governance issues and system process thinking to facilitate adaptive activity implementation in a complex environment such as Iraq. Accordingly, IGPA/Takamul’s CAM deploys the following approaches:16
Context monitoring tools
A. Political Economy Analysis: 1. Foundational PEA: IGPA/Takamul submitted national and provincial PEAs to USAID at the beginning of program implementation. The study acted as a guiding document, which mapped the operational context of Iraq and six target provinces. The PEAs also took into account the interaction among political, governance, and economic dynamics on the national and provincial levels.17
2. PEA- Ad-hoc Updates: The foundational PEA will be updated with two issue/region-based PEAs; the Post-National Elections PEA, and the Kurdistan Regional Government (KRG) -Economic
15 Updated USAID’s Program Cycle Operational Policy: https://www.usaid.gov/sites/default/files/documents/1870/201.pdf p114-120; and updated USAID note on Complexity Aware Monitoring July 2018: https://usaidlearninglab.org/sites/default/files/resource/files/cleared_dn_complexity-aware_monitoring.pdf 16 Updated USAID note on Complexity Aware Monitoring July 2018: https://usaidlearninglab.org/sites/default/files/resource/files/cleared_dn_complexity-aware_monitoring.pdf 17 IGPA/Takamul’s national and provincial PEA was submitted in February 2018 and approved by USAID in May 2018.
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Reform PEA. The Post-National Elections PEA is in the implementation stage, while the KRG- Economic Reform PEA is in the procurement stage. A. Conflict sensitivity analysis: 1. Foundational CSA: As part of IGPA/Takamul’s foundational activity, the Project provided an overall and comprehensive analysis of conflicts incentives, drivers, and types in each region and six target provinces.18
2. Annual Update CSA: IGPA/Takamul developed annual CSA updates to address emerging conflicts surrounding the political transformation of militias and the impact of such transformations on Iraq’s governance and service delivery structures. The updated CSAs will focus on Basrah and Anbar. Based on the results and recommendations of these CSAs, IGPA/Takamul’s implementation strategy will be updated and project interventions will be modified. The CSA updates are in the procurement stage.
A. Weekly Political Reports (WPR): IGPA/Takamul’s “A Week in Politics” reports capture Iraq’s main political, economic, and governance issues, as well as decisions made by the Government of Iraq (GOI). The reports explain the evolving context and corresponding political analysis on a weekly basis.19
B. Ad-hoc Reports: Short reports on critical political developments, new legislation and amendments, governance decisions, and economic policies in Iraq on national, provincial, and regional levels are framed to capture their effect on IGPA/Takamul’s enabling environment, objectives, and implementation.
C. Brief regional and provincial updates on issues of the newly liberated areas, religious communities, and federal versus regional relations.
Please refer to ANNEX 5: Context Monitoring Reports.
Complexity Aware Monitoring tools
In Iraq, political considerations dominate decisions about how resources are distributed, the consequence of which has been bad government performance; epidemic corruptions; and often- inequitable allocation of government resources. These implications have widened public distrust of the government’s ability to address challenges and scepticism about the entire political process. In a fragile state like Iraq, government economic institutions are not genuinely independent and are subject to tactical political decisions to reward or punish a particular community. Similarly, economic motivations permeate the political environment, encouraging systematic corruption schemes, and resulting in public unrest and calls for better services and accountable government institutions. Working in this context, IGPA/Takamul uses sentinel proxy indicators as a flagging mechanism to inform project implementation about the implications of certain political or governance decisions, security developments, and social trends. The Project identified certain aspects of the political, governance, and economic dynamics and challenges as sentinel indicators with possible integral implications on IGPA/Takamul’s operational environment and processes at the national and provincial levels. The impact of the sentinel indicators is two-fold. From a concurrent impact
18 IGPA/Takamul’s CSA was submitted in January 2018 and approved by USAID in February 2018. 19 Please refer to IGPA/Takamul’s weekly political reports for samples of such reports
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perspective, the sentinel indicators influenced the Project during the implementation reporting period. IGPA/Takamul anticipated their early impact during the implementation reporting period, but their influence also continued beyond the implementation period and over several reporting periods. The following section provides an aggregated study of all the tracked concurrent and long-term impact sentinel indicators captured by IGPA/Takamul’s CAM during the reporting period.
Concurrent Sentinel Indicators 1. Intense political interactions in the provincial level This indicator continued from the last quarter and intensified throughout the reporting period. In February, Prime Minister (PM) Adel Abdul Mahdi appointed Hadi al-Amiri, who was the Head of the Badr organization and the Bina’a list at the Council of Representatives (COR), as the PM’s representative in Basrah to oversee the implementation of service delivery projects. The decision intensified the intra-Shia rivalry for control of the lucrative budgets in Basrah and hindered the provincial government’s (PG) performance.
Further, political indecision about whether to hold provincial elections in 2019 or postpone them to 2020 created an unsteady political and economic environment that influenced PG performances, especially in terms of service delivery and socioeconomic policies.
As was the case in Q2, several incumbent Governors and PC members were elected to the COR as Members of Parliament (MP). This instigated an intense political movement to elect replacements for these powerful positions within the PGs. Accordingly, Shia political parties began a marathon of negotiations about the newly vacant Governor and PC positions throughout the reporting period. The intense political interactions by several Shia parties resulted in legal and administrative confusion, especially in Basrah, which troubled the political structure that has been in place since the Provincial Elections of 2013.
The concurrent sentinel indicator of intense political interactions on the provincial level affected IGPA/Takamul’s stakeholders, mainly on the provincial level. Political impasses especially affected service delivery as PCs hedged their legislation activities despite repercussions that may affect their election prospects. This was especially true of the Basrah and Ninewa provinces. Similarly, PGs started to slow implementation to balance the probability of holding or postponing provincial elections.
2. Stalled elections and government formation The political stalemate surrounding the stalled confirmation of pending ministerial positions resulted in a political impasse, rather than the formation of a new government. This process completely overlooked solutions that impact the daily lives of Iraqis. Currently, Iraq has a half-confirmed cabinet with vacant Ministers of Defense, Interior, Justice, and Education and is facing a political stalemate, which has resulted in poor PG performance.
Based on this set of the concurrent sentinel indicators, IGPA/Takamul continued its implementation of activities that address mid-level bureaucrats – those who stay in power regardless of the national or provincial elections - to maintain sustainability and avoid interrupted capacity building cycles. Despite critical impediments since the National Elections of May 2018, IGPA/Takamul was able to
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advance implementation in various parts of the country, benefiting from the program’s PDIA approach of turning complex situations into opportunities and entry points.
Long-Term Sentinel Indicators IGPA/Takamul identifies the following issue as a long-term sentinel indicator that will continue to influence the Iraqi political and governance policies during 2019. 1. The provincial elections of 2019 The Independent High Electoral Commission’s (IHEC) announcement about the possibility of hosting provincial elections by the end of 2019 means that the election campaign will continue to dominate the political situation throughout much of 2019. Despite a consensus among the political establishment that the provincial elections will be held in April 2020, 2019 remains an election year with prolonged political interactions and implicit political campaigns. This will altogether pose an immense challenge for the daily management and provision of service delivery.
2. Public anger, mistrust, and protests This indicator continued from last quarter. Fueled by a lack of job opportunities, demonstrations broke out in Basrah, Babil, Karbala, Najaf, and Wasif between July and September 2018, and then erupted again in October and November 2018. These demonstrations strengthen Basrah’s demands for establishing the province as a region. Citizens became increasingly frustrated over deteriorating service delivery, especially severe electricity and water shortages. The following are several of reasons why public anger erupted, furthering citizen distrust of the GOI.
• Political fragmentation and protracted post-election transition: The intra-Shia political fragmentations, politicizing governance, and stretching of antagonistic aspects of politics to decide about governance and socio-economic issues have deeply affected service delivery and governance policies.
• Lack of sound corporate social responsibility policies/projects: The PGs of the oil producing provinces (Basrah, Maysan, Kirkuk) have not been able to develop corporate social responsibility (CSR) plans. This is because the federal government, through the Ministry of Oil (MOO), continues to manage the dossier from the top-down, which has not proven effective. The tribal factor, especially in northern Basrah and the province of Maysan, further complicates this issue, as tribes impose certain conditions and quotas to employ their members.
• The regional exploitation of service delivery issues: The electricity and water shortages throughout Iraq’s southern provinces have numerous causes. However, it is largely caused by the provincial and federal governments’ mismanagement of resource, which is exacerbated by Iran and Turkey’s policies to use these two services as a means of asserting their influence in the government formation process.
3. American sanctions on Iran Continued from the last quarter, the U.S. sanctions on Iran are one of the important long-term sentinel indicators affecting Iraq. The GOI lacks a clear strategy on whether to submit to Iranian pressure or convince the American Administration to exempt Iraq from consequences in cases of non-compliance. Additionally, the Iranian government is pressuring the GOI and the Iraqi Central Bank to advance financial cooperation with the Iranian Central Bank, while using its military and political proxies at the Iraqi bureaucracies and border-crossings to increase smuggling and use the
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Iraqi oil export network for its benefit. This indicator will affect the Iraqi complexities in the following major sectors:
• Political: The Iraqi political establishment, led by the Shia parties, has struggled to formulate a unified position vis-à-vis the U.S. sanctions. The moderate factions want to comply with the sanctions to maintain Iraqi interests, whereas the conservative/proxy factions want to help Iran evade sanctions. This situation is deepening political fragmentation and populist mobilization among the Shia political parties.
• Economy and service delivery: Iran has been successful in establishing infrastructure to intertwine its economy with that of Iraq. Overlap is deep between the two economies and difficult to untangle. In addition, the Iranian sanctions, according to the Ministry of Energy (MOE), will cause Iraq to lose half of its electricity production, since Iran is supplying the nation’s main power stations with the required natural gas.20 Iraq will not be able to develop its reservoir of natural gas within the next couple of months due to the amount of destruction and obstacles the Iranian government was able to inflect on Iraq’s major gas field, such as Siba in Basrah, Akkaz in Anbar, and Mansoriyah in Diyala.
• Security: The Iranian-backed militias are supported financially either directly by the Iranian government, or through various intimidation and extortion schemes. These schemes include check-points or the collection of custom fees outside of official custom agencies as well as the imposition of fees on those who trade and cross the borders daily. As Iranian financial support and revenue start to decrease, the Iranian proxy militias may resort to hijacking PG contracts and civilian projects to secure funding. During the reporting period, for example, the PMF/Hashed took over several industrial factories from the Ministry of Housing and Reconstructions, Municipalities, and Public Work. Outcome Evidencing Outcome Evidencing is one of CAM’s tools that include Stakeholder Feedback, Process Monitoring of Impact, and Outcome Harvesting (SFPMOH) approaches. The stakeholder feedback seeks to incorporate diverse perspectives of partners, beneficiaries, or those excluded from a project, about the program activity. The process monitoring tracks predicted and emergent processes transforming outputs to results, captures broad range results, and makes diverse perspectives explicit. Outcome harvesting works backwards to describe and verify contributions. The issues related to measuring the outcomes of IGPA/Takamul’s technical intervention are often complex. The Project’s activities are conducted in partnership with Iraqi institutions and/or civil society among other stakeholders, which are characterized by deep-rooted, complex, interrelated processes that operate across and between different scales from regional, local, provincial to federal, and cannot be understood by separating for a single method analysis.21 SFPMOH approaches are post-activity qualitative indicators that IGPA/Takamul utilizes for several of its activities. Given the complexities of these systems and the complicated nature of the technical expertise required for Iraqi institutions, stakeholders, bureaucrats at different levels, in addition to the fluctuating and evolving political and governance situation throughout 2018 and beginning of 2019,
20 http://www.faceiraq.net/inews.php?id=6559281 21 Davoudi, Simin, Jacek Zaucha, and Elizabeth Brooks. "Evolutionary resilience and complex lagoon systems." Integrated environmental assessment and management 12, no. 4 (2016): 711-718. https://setac.onlinelibrary.wiley.com/doi/epdf/10.1002/ieam.1823
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the implementation of the SFPMOH approach will be detailed in a report as an annex to the annual report submitted in October 2019.22 Furthermore, the timeline also depends on the nature of the activity. For example, if IGPA/Takamul establishes a new unit within the Governor’s Office (GO), that unit will not be immediately fully functional. It is more effective to conduct focus group discussions (FGD) six to eight months after establishment when the stakeholders – unit personnel, unit director, and the Governor - are able to evaluate the benefits of a fully integrated unit. Thus, the CAM report will analyze IGPA/Takamul activities implemented throughout the year and include the results in the annual report. The implementation of the SFPMOH method is based on the notion that, in order to trigger change in complex systems, it must support emerging patterns of positive outcomes resulting from program intervention while also reduce changes detrimental to program beneficiaries.23 The preliminary structure and framework of the SFPMOH’s FGDs is based on Boru’s “Evaluating complex interventions: A theory-driven realist-informed approach" methodology.24 (See ANNEX 7: Boru’s Sequential Questions that will be used IGPA/Takamul’s CAM Report.) Accordingly, CAM-SFPMOH activities have been developed, scopes of work (SOW) completed, and requests for proposals (RFP) were published in February 2019. Currently, the CAM activities are in the procurement stage, and the implementation of these activities will start once the contracting process is completed. The SOW will cover the IGPA/Takamul activities from September 2018 to September 2019. The overall SFPMOH discussion will be guided by the following questions:
i. What types of outcomes is IGPA/Takamul contributing to? ii. Do these provide evidence that the overall program theory of change is credible, and how do they help us understand why (or why not)? However, tailored questions will be developed to capture the specificities, nature, and essence of each activity and will take into consideration geographical differences (i.e. whether the activity is implemented at the provincial, regional, or national level). The data collected will be compiled in a unified CAM report about SFPMOH indicators and included in the next Annual Report. IGPA/Takamul has selected specific activities for the SFPMOH indicators based on the nature of activities that focus on system process impacts. (See ANNEX 8: IGPA/Takamul Selected Activities for Annual Report October 2019.)
22 IGPA/Takamul contract F.5.9: Annual Complexity Aware Monitoring Reports, page 29. 23 Snowden, David. Naturalizing sensemaking." Informed by knowledge: Expert performance in complex situations (2010): 223-234. 24 Douthwaite, Boru, John Mayne, Cynthia McDougall, and Rodrigo Paz-Ybarnegaray. "Evaluating complex interventions: A theory-driven realist-informed approach." Evaluation 23, no. 3 (2017): 294-311.
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CHAPTER III: OPERATIONAL CONTEXT, CHALLENGES, AND LESSONS LEARNED
This chapter presents an overview of IGPA/Takamul’s operational context, viewed through the lenses of political economy and conflict sensitivity. The Project context will be also tackled in terms of the Complexity Aware Monitoring (CAM) approaches outlined in Chapter II25 of this report. Altogether, the Project’s political context, conflict sensitivity, and CAM constitutes the overall Context Monitoring (CM).26
OPERATIONAL CONTEXT
POLITICAL DYNAMICS
Political Uncertainty and Government The operating environment that confronts IGPA/Takamul remains very unstable.27 The complications that followed the National Elections of May 2018 and the marathon-like government formation process continued to evolve throughout the reporting period. While the Iraqi Council of Representatives (COR) was able to confirm 14 ministers of the new cabinet during the session convened on October 24, 2018, Prime Minister (PM) Adel Abdul Mahdi’s cabinet is still missing 4 critical ministers; Justice, Defense, Education, and Interior.
Despite confirming more than half of the members of the new cabinet, the political stalemate surrounding the confirmation of the remaining ministers continues to dominate Iraqi politics and has created political fatigue among political parties and a political stagnation that paralyzed the COR during its first legislative term. At the core of the stalemate is Sadr’s Islah’s insistence on changing the Amiri’s Bina’a candidate, Falih al-Fayyad, nominated as the Minister of Interior, while Bina’a remains adamant about advancing their candidate and letting the votes at the COR decide about the candidacy of al-Fayyad. Also, the Kurdish rivalry about the Ministry of Justice (MOJ) remains unresolved, as the Kurdistan Democratic Party (KDP) and the Patriotic Union of Kurdistan (PUK) have not agreed on which party should assume the position. The Sunnis stalled negotiations among their political parties about the Ministries of Defense (MOD) and Education positions. Iraqi political commentators speculate that the Iraqi political establishment will postpone the final decision about these ministries until after Ramadan (May 5-June 5, 2019).
The political stalemate, severe adversarial relations, and political fatigue at the federal level trickled down to the provincial governments (PG). The political interactions between the Sadr and Amiri’s
25 Complexity Aware Monitoring is presented in Attachment 1 of the Annual Report. 26 Updated USAID’s Program Cycle Operational Policy: https://www.usaid.gov/sites/default/files/documents/1870/201.pdf p114-120; and, Updated USAID note on Complexity Aware Monitoring July 2018: https://usaidlearninglab.org/sites/default/files/resource/files/cleared_dn_complexity- aware_monitoring.pdf 27 The term (IGPA/Takamul) will be used throughout the chapter for an easy reference to the USAID-funded IGPA/Takamul project.
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camps at the federal-level shook the political structure that previously brought many of the current governors into power after the Provincial Elections of 2013. This further destabilized local governments and their respective service delivery performances, especially within the provinces of Baghdad, Najaf, and Basrah. The political showdown at the provincial level, for example, created hasty political actions among the Sadr, Hakim, Amiri and Maliki blocs at the Baghdad Provincial Council (PC) and left the capital with legal and administrative confusion and two governors. The Karbala PC) on the other hand, reduced the Governor’s authorities to a care-taker position until a new governor is elected. In Najaf, the Administrative Tribunal Court (ATC) issued conflicting verdicts regarding the status of the First Deputy Governor. In addition, the PUK’s failed attempt to impeach the Chair of Kirkuk’s PC contributed to the party’s provocation of a new crisis, raising the Kurdish flag in Kirkuk and antagonizing the Turkoman and Arabs. These actions during the reporting period produced three governors in Wasit and two in Baghdad; fierce political and legal disputes about the position in Najaf and Karbala; and a simmering conflict around the Governors of Kirkuk and Basrah. The political movement to win the governorship involved the ATC as well as created legal and administrative confusion among a court, which is already seen as being exploited to issue politicized verdicts at the provincial level.
Once again, the Government of Iraq (GOI) proved unable to take advantage of citizens’ cautious optimism, as the elections of the new government cabinet proved to be seriously flawed. Eventually, the cabinet process led to a protracted period of “negotiations” over the confirmation of the remaining ministers during which the good of the country was clearly seen as subordinate to the good of individual political parties and politicians. These developments also deepened political stalemates on the national and provincial levels, which in turn mobilized populist tools to instigate public demonstrations, which in some cases turned violent.
Currently, much of southern Iraq remains politically divided and recovery of the newly liberated areas has made only moderate progress. The Kurds continue to struggle with their own political rivalries about forming their new government while attempting to not allow the deterioration they perceive in the rest of the country to affect their relative security. Negotiations about Kirkuk began based with three separates, yet simultaneous, international institutions; the U.S., the United Nations Assistance Mission for Iraq (UNAMI), and the Dialogue Advisory Group (DAG).28 The four major actors - Kurds, Arabs, Turkoman, and Christians - were engaged in preliminary meetings organized by the three institutions. All actors expressed cautious optimism that this round of negotiations will yield common ground and a lasting agreement among the Kirkukian.
The Provincial Elections of 2019 The Independent High Electoral Commission (IHEC) proposed to hold provincial elections on November 9, 2019. The date has to be approved by the Council of Ministers (COM) and ratified by the COR before it can be considered final. Throughout the reporting period, the COR’s Legal Committee and the general Iraqi political establishment maintained that IHEC will not be able to hold PC elections until April of 2020.
The IHEC’s announcement of an election date does not guarantee elections as a number of outstanding challenges remain. Prior to elections, the COR should pass the National Budget Law of
28 DAG is an independent organization based in the Netherlands. It facilitates political dialogue to reduce violence. DAG led the negotiations in Kirkuk during the legislation of the Provincial Elections Law, which succeeded in including Kirkuk in the upcoming provincial elections.
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2019, with proper allocations to the IHEC, and reach a consensus about amending the Provincial Elections Law no. 36/2008. The current political climate in Iraq is extremely polarized. While Amiri Bina’a, including Maliki’s State of Law, will likely work against holding provincial elections in 2019 lest it further entrenches Sadr’s control of the provincial governments, Sadr and Hakim will consolidate their efforts to hold elections to capitalize on their political gains during the 2018 National Elections. To that end, First Deputy COR Speaker and a Sadr affiliate, Hasan al-Ka’abi, held a meeting with the IHEC’s Council Of Commissioners and COR’s Legal Committee in January, where he highlighted that the COR will not accept delays or political interventions in IHEC’s work and will take necessary measures to secure holding the elections within a clear timeline.29 According to several Iraqi politicians, such complicated dynamics will likely hinder holding elections in 2019, and as such it is safe to assume that provincial elections will most likely be delayed until 2020.
Religious-Based Minorities and Representation The Iraqi Supreme Court issued an important ruling explaining constitutional Article 23, Section 3, Paragraph B, which deals with prohibiting actions of land distribution and property confiscations, which are intended to create a demographic change in an area. The Court ruling reaffirmed its position and explanation announced in 2013, which is an important and helpful step for ethno- religious minorities, especially in the Ninewa plains, to maintain their land and demographic majority. Legally, the ruling is not clear whether it is retroactive or not, and politically it will be very difficult to retain the lands and properties already taken since 2009. However, the ruling will provide a strong framework to prevent future land distribution and property confiscations.
Throughout the reporting period, the Christians and Yazidis continued to voice their concerns of being marginalized from the decision-making process regarding the government formation process. The Christians and Yazidis announced that despite the atrocities they faced during the Da’esh occupation, none of the communities has an official (i.e. Director General or Ministerial level) representation in any of the Iraqi security apparatus.30
In addition to systematic marginalization, the religious minorities concerns were that their party representatives, and those who won the elections, have not been considered for the cabinet positions. The Christians and Yazidis argued that the Shia majority lists (Sadr’s Islah and Amiri’s Bina’a) tried to push the Christians and Yazidi candidates affiliated with their lists, instead of those nominated by the Christian and Yazidi parties. Such mechanism means that the two lists (Sayroon and Fatih) would select on behalf of the Christians and Yazidis and deprived them from having a true voice advocating on behalf of these minorities at the new cabinet. The Iraqi political establishment in Baghdad have not responded to these demands and the issue of an adequate political representations for the Christians and Yazidis remained unsolved.
Concurrent with the Federal Level, the religious minorities are advocating to strengthen their voice at regional level. As part of the negotiations to form a new government in the Kurdistan region post the region’s elections in September 2018, the KRG considered creating a second Deputy Prime Minister (DPM) position. In particular, the Kurdistan Democratic Party (KDP) advocated for a second DPM position as a means of securing minority representation within the government.
29 First Deputy Speaker meeting with IHEC and COR’s legal committee 16 The Finance Committee discusses the 2019 national budget with the Ministries. 30 https://www.facebook.com/saibkhidirofficial/videos/304818883441997/
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Curranty, these positions have not been secured yet, and the Patriotic Union of Kurdistan (PUK) and the Gorran Movement (Change Movement in Kurdish) are also negotiating to get these positions and the KRG’s government formation process has slowed down by the end of March 2019. In the meantime, the Kurdistan Regional Government (KRG) PM Nechirvan Barzani announced in February that the KRG will work to turn the majority Yazidi district of Sinjar into a province within the Kurdistan Region. Barzani also emphasized that the KRG will work closely with the GOI to rebuild Sinjar.
Regional Intervention and Impact on Governance, Politics, and Economy American sanctions on neighboring Iran, Iraq’s trade and investment deals with Jordan which was culminated with the signing of a comprehensive agreement in February, and the rapid developments in the Iraqi-Saudi relations were key elements of Iraq’s political context during the reporting period. In addition, regional developments regarding the Iranian, Gulf States, and Turkish proxy wars in Syria, and its spillover effect in the western Ninewa and Anbar and the Yazidi majority district of Sinjar, as well as the status of the Iraqi role vis-à-vis the American sanctions on Iran, have deepened political frictions among Iraqi political parties. Such complex regional and international dynamics have also intensified the debate about the presence and conduct of the Popular Mobilization Forces (PMF)/Hashed in various parts of the country, especially on the western Iraqi borders with Syria and Jordan. Consequently, the Iraqi political context, in certain times during the reporting period, shifted completely from working on domestic issues, government formation, and service delivery to focusing on regional developments. The causes of this include the international efforts to contain Iran’s destabilizing activities in the Middle East, including Iraq, which affect the Iraqi political establishment directly or indirectly.
In March, the Iraqi politics was consumed by the Iranian President’s visit to Iraq as the visit dominated the Iraqi political context, media reports, and public debate on various social media platforms. Rouhani started a three-day visit to Baghdad, Najaf, and Karbala on March 11 to meet with Iraqi officials, representatives from various ethnoreligious, tribal leaders, and the head of Iraqi Marjya Ayatollah Sistani.31 The Iranian media focused on highlighting the visit as a major success for the President and his team, signing 20 Memorandum of Understanding (MOU) in various fields such as electricity, trade, border demarcation, and shared oil fields. The majority of the Iraqi media, on the other hand, published reports and interviews skeptical of the value of negotiating critical issues like the 1975 Algiers Agreement at this particular juncture. Iraq is perceived as being at its weakest vis-à-vis the Iranian dominant influence over the political process, with strong political and military proxies. Concurrent with the visit and the intense debate about the value of negotiating the 1975 Algiers Agreement, COR began reading the amendments to the Iraqi citizenship Law no.26/2006. The amendments created a public backlash and were linked with Rouhani’s visit to Iraq since one of the proposed articles approves foreign residence to Iraqi citizens after they complete one year of continuous residency. This is an issue that is directly linked with the increasing number of Iranians
31 Marjya: The Shia Jurisprudence (Marjya) represents the Shia religious authority. There are two main Marjyas for Shias in the world. The Iraqi Shia Marjya is represented in Najaf’s seminary commonly termed as (al-hawza al‘ilmiyya), the enclosure of learning in Arabic. Several senior Grand Ayatollahs constitute the Hawza, and Sistani is the Grand Ayatollah who heads the seminary and present the Marjya’ s religious instructions and positions about political and governance issues. The Iraqi Marjya is the biggest Marjya with followers from across the world. The second Shia Marjya is Qumm located in Iran with followers mainly from India, Lebanon, and Pakistan. IGPA/Takamul will use the Iraqi term “Marjya” in its reporting to refer to the Shia Jurisprudence. https://www-tandfonline-com.ezproxy.library.tufts.edu/doi/pdf/10.1080/00263200701568220?needAccess=true
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who have resided in Iraq since 2003, with an increasing number after United States placed sanctions on Iran.
The Iraqi political parties and politicians had differing positions toward each of the regional issues throughout the reporting period, and much of the meetings and press conferences centered on spelling out these positions. Each party and political camp issued statements articulating positions vis- à-vis certain regional developments, revealing how diverse and fragmented Iraqi politics are and how the country still lacks a unifying vision for its positions about regional and international issues. To mitigate this issue, Prime Minister (PM) Adel Abdul Mahdi began to hold meetings with various Iraqi leaders in order to prepare for a meeting that included all of the heads of the parliamentarian blocs, party leaders, the President, Speaker of Iraq Council of Representatives (COR), and PM to unify positions and coordinate Iraq’s positions about the regional developments.
The Kurdistan Regional Government (KRG) Negotiations between the KDP and PUK about government formation were still progressing during the reporting period. The two parties were trying to revive their power-sharing agreement that contributed to the stability of the region since the end of the civil war in the mid-1990s. The new agreement was meant to expedite formation of the KRG’s new government and coordination of the two parties’ efforts in Baghdad by creating a Kurdish bloc within the COR. The agreement would also include both parties’ promise to complete the writing of a constitution for the region and unify their positions in Baghdad to implement constitutional article 140 about Kirkuk. However, a complete revival of the strategic power sharing agreement was not possible to reach, so the two parties resorted to a more practical agreement that addressed the government positions and the Kurdish position in Baghdad. Therefore, the KDP and PUK signed a political agreement in March and Spokespersons from both parties held a press conference to confirm that the agreement aims to address the disputes regarding the next cabinet, and the Iraqi Justice Minister’s post.
During the reporting period, the Kurdistan Parliament (KP) held its first session post the KRG’s elections in September 2018. The KP’s first session in February elected KDP’s candidate Vala Fareed as the KP’s Speaker, the first woman to hold this position in the Kurdistan region and Iraq. However, Speaker Fareed will hold the position temporarily, until the PUK finalizes its decision about its agreement on government formation with the KDP. Nevertheless, and regardless of party affiliations, the Speaker position will be assumed by a woman, according to the KDP-PUK agreement. Therefore, when the PUK finalizes its decision, it will also elect a female candidate for the position, and the candidate is Bigard Talabani. The KP also elected KDP affiliate Hemin Hawrami for the position of First Deputy Speaker. The Turkman representatives also elected a woman for the position of Second Deputy Speaker, Muna Kahveci. Kahveci will hold the position for two years, followed by fellow Turkman Mohammed Sa’deddin, who will take over for the remainder of the term.
On the federal level, relations between the KRG and GOI continued to progress in a positive direction. Positive progress began when PM Abdul Mahdi approved the resumption of Kirkuk’s oil exports to the Turkish Ceyhan Port via the Kurdish pipelines. Relations grew warmer when KRG’s President Masoud Barzani visited Baghdad and Najaf to meet various Iraqi political factions. In addition, the GOI has been transferring the KRG’s operational budget allocated at the 2019 National Budget without any delay, which contributed to the economic and financial stabilization in the region.
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GOVERNANCE DYNAMICS
Uncertainties and Public Distrust Iraqis and various political parties view Prime Minister (PM) Adel Abdul Mahdi’s decisions and actions to date as being weak and out-of-touch considering the monumental challenges facing the country. His recent meetings and decisions do not reflect Iraqis priorities, which in turn has widened the trust gap between the citizens and the government. Throughout the reporting period, the complicate political complications and regional developments, the government performance for service delivery was still lagging behind, and citizens’ demands for better services were not addressed meaningfully.
The PM Abdul-Mahdi assumed the position amidst enormous complexities and challenges that threatened both the state and its political process. Public services deteriorated to the point of public outcry; large sectors of the population were experiencing financial hardship; there was an increase of militias and non-state actors; and political parties were highly fragmented. At the same time, the defeat of Da’esh, denying the terrorist organization major sanctuaries, and the rise in oil prices were important variables to empower the PM and his new cabinet to lead Iraq to a more stable political process, better governance and economic policies, and improved security.
In addition to the aforementioned challenges and opportunities, PM Abdul Mahdi had to work to address three related issues. First, sought to address local pressures wielded by an angry Iraqi public who view its daily challenges as a direct result of political corruption and poor government performance. Second, he attempted to navigate domestic pressures exercised by political parties, whose current priority was to preserve their influence over Iraqi miniseries. Finally, PM Abdul-Mahdi managed conflicting regional pressures, namely from Iran, Turkey and Saudi Arabia, to pull Iraq to their respective spheres of influence. These challenges continue to hinder PM Abdul Mahdi’s efforts to break old governance policies and differentiate himself from his predecessors. What can be perceived as an uncertain start for PM Abdul Mahdi has deepen Iraqis’ distrust of the new government’s ability to reform the political process, governance system, and anti-corruption policies.
The GOI’s failure to capitalize on its successful election of key government positions within the constitutional timeframe and move forward with a more transparent process in appointing cabinet members, showed a lack of understanding of public priorities. Citizens do not care about government websites, opening the Green Zone, or populist announcements against political parties’ participation in the new government. What they are concerned about is the ongoing water crisis, droughts and failed government policies to support the agriculture sector in the South, and high rates of unemployment. Iraqis are looking for practical policies and urgent decisions to solve these problems, not symbolic acts.
Continued Protests in the South Given citizens’ deep grievances against deteriorating public services, wide-spread corruption, and lack of job opportunities, people in the southern provinces were prone to intra-Shia political rivalry and political mobilization. As such, protestors quickly poured into the streets to air their grievances against the PG and political parties in Basrah and several other provinces including Muthanna, Maysan and Qadisiya. For example, between January and February, demonstrations continued to take place on a weekly basis within Basrah. Every Friday, activists and citizens gather in front of the new provincial building to block the streets, and chant against the lack of services and job opportunities. The Iraqi Security Forces (ISF) continue to use force to end the demonstrations.
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The public anger in the south was manifested and utilized various tools and platforms. Black comedy started to be one of the powerful tools that is widely received and circulated by the public on social media platforms. While peaceful demonstrations, protests, and civil unrest continued to erupt protesting the lack of any tangible improvements in water services, job creation, and better services, the angry public also resorted to some violent actions to bring the GOI’s attention to their demands. For example, in February the situation escalated in Basrah when the protestors burned down a police caravan. The Iraqi Security Forces (ISF) used tear gas and live bullets to end the demonstrations. A police officer was injured. The Iraqi High commission for Human Rights (IHCHR) called on the federal government to commit to its promises for job creation and better service delivery. The commission also asked the Basrah PC to hold an extraordinary session to address the protestors’ demands.
Demonstration expanded from the city centers to the districts and suburb, especially in Basrah. For instance, demonstrations erupted in the al-Madina district in front of the water station between February and March. The main demands were employment and service delivery. The situation escalated, and demonstrators attempted to break into the station. The ISF used live bullets and arrested some of the protestors. An ISF member was injured, which resulted in a block of the main street between Dhi Qar and Basrah.
In addition to demonstrating in person, Activists in Basrah and several other provinces created a protest campaign on social media, especially Facebook, to protest Ayatollah Sistani’s funding and building of the Fakher al-Nesa Hospital in the city of Khorramshahr in Iran. While the people of Khorramshahr expressed their appreciation, as it is the first hospital with such international standards and modern equipment in their city, Iraqi activists, especially from Basrah, waged a campaign against the decision, publishing angry posts asking why such a hospital was implemented in Iran instead of Iraq, and especially Basrah, which is in dire need for improvements of its health service. Ayatollah Sistani’s official Facebook page posted a statement clarifying that this hospital was built from Iranian money paid to Marjya. Nevertheless, activists argued that Khorramshahr is one of the poorest Iranian cities and cannot have had the resources for building such a modern hospital.
Throughout the reporting period, protests against the government’s inability to address chronic service delivery challenges was prevalent in the majority of the southern provinces. As such, governance institutions remained inefficient thereby creating more challenges for the implementations of governance policies.
ECONOMIC DYNAMICS
The Iraqi Jordanian Trade and Investment Agreement Iraq signed a strategic trade and investment agreement with Jordan. The deal was prepared in several stages between December 2018 and January 2019 and culminated with the signing of a comprehensive agreement on February 2, 2019. In a highly symbolic ceremony, the Iraqi PM Adel Abdul Mahdi and the Jordanian PM Omar al-Razaz met at the Iraqi-Jordan border crossing of Tribil and Karama where signed the Iraqi-Jordanian Comprehensive Agreement. The following are the main take-aways of the agreement.
Security: Jordan will return 1,376 Iraqi artifacts that were captured by the Jordanian security agencies and kept in Jordan for years.
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Trade:
a) Jordan will exempt Iraqi goods imported through the port of Aqaba from 75 percent of the fees charged by Aqaba Special Economic Zone Authority. As such, the amount paid by the Iraqi importer will only be 25 percent of the handling fees.
b) The two countries will work together to establish a door-to-door mechanism for transporting goods and petroleum products starting from 2/2/2019. The mechanism will also provide thousands of jobs in commercial establishments that will be created to serve this flow of goods.
c) Jordan and Iraq agreed to activate the decision of the Iraqi Council of Ministers (COM) adopted in 2017 to exempt the Jordanian list of goods from customs duties. The exempted goods must include items that are not produced in Iraq and/ or their production does not cover the need of the market.
d) The two countries will establish a joint Jordanian-Iraqi industrial zone; one located on the Jordanian side of the border while the other will be located on the Iraqi side of the border in Anbar province. This step will provide Iraqi products and industries the opportunity to benefit from the exemptions and advantages of Jordan’s other free trade agreements with neighboring countries.
Energy: a) Electricity Sector: Jordan will supply Iraq with electricity. The two countries agreed to start technical studies and secure the necessary funding to start implementation of the project within three months. It is expected that Jordan will start exporting electricity to Iraq in less than two years.
b) Oil Sector: The two countries agreed to build an Iraqi-Jordanian oil pipeline that starts from Basrah, runs through the Haditha District of Anbar, and ends in the Jordanian Aqaba Port. As for the supply of Iraqi crude oil to Jordan, Iraq will supply 10,000 barrels per day of Kirkuk oil and will take into account the cost of transport and different specifications in calculating the price of oil. This will open the door to export Iraqi oil to Jordan while contributing to increased truck-traffic on both sides.
Transportation: Royal Jordanian Airlines will enter into a code share agreement with Iraqi airlines to enable passengers on Iraqi airlines to reach various international destinations. Royal Jordanian Airlines will also train Iraqi Airways personnel in the fields of aviation, air transport, and meteorology.
Financial: The Iraqi-Jordanian Comprehensive Agreement approved general principles for resolving outstanding issues and the pending financial amounts required by each country; the formation of a technical committee to provide final solutions for other outstanding financial dossiers between the two countries.
The agreement revives Iraq and Jordan’s close trade and culture connections, which were strengthened during the economic blockade in the 1990s. However, the political establishment and Iraqi public opinion received the agreement with mixed positions. It has become the norm not to have a unified position or acceptance towards any government policies. First, the increasing trust gap between Iraqis and the Government of Iraq (GOI) due to the severe deterioration in the government performance and service delivery that have started to challenge Iraqis daily life
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significantly in 2017 onwards as made it hard for citizens to not be skeptical of any new government agreement. Second, contradictory positions and fragmented politics towards national issues has been a result of presence of the pro-Iranian factions within the Iraqi politics, especially at the COR. Such factions use Iraqi democratic institutions and structures, such as the COR and general media, to reject any government policy and/or decision that might appear to hurt Iranian interests in Iraq. The Jordanian agreement is one of the recent issues that pro-Iranian factions obstinately reject. The agreement with Jordan will diversify Iraq’s trade options and support the Iraqi markets with better quality goods at lower prices. This will undoubtedly affect Iran’s level of trade with Iraq. The agreement will also strengthen Iraqi regional relations outside of Iran’s sphere of influence. All these reasons, as explained by political commentators, are pushing pro-Iranian factions to be vocal against the agreement.
Economic Dynamics in the KRG During the reporting period, the KRG’s Council for Oil and Gas Affairs published its quarterly report which covered oil exports for 2018. The report, conducted by Deloitte, provides statistics and reviews of KRG’s oil production, export, consumption, and revenue for the period between July 1 and September 30, 2018. According to the audit, the KRG piped about 35.2 million barrels of exported and consumed oil during the three-month period, with an average of 11.7 million barrels per month. The KRG sold its exported crude oil at an average of U.S. dollars USD63.098 per barrel and USD67.734 per barrel at the local market with a gross value of over USD2.2 billion. According to the report, the net cash received by the KRG for the period’s sales and related activities was about USD1.3 billion.
In terms of the Natural Gas sector, Dana Gas stated in March that its gas sales agreement with the KRG will not instigate tensions between the Kurdistan Region and GOI. KRG and Pearl Petroleum, a consortium led by Crescent Petroleum and Dana Gas is currently investing USD700 million in the Kurdistan region's natural gas fields and signed a 20-years gas sales agreement with the KRG on February 19. The Consortium said that the agreement will generate the production and sale of an additional 250 million cubic feet per day. Pearl Petroleum, a consortium led by Crescent Petroleum and Dana Gas, is currently investing USD700 million in the Kurdistan region's natural gas fields, and the agreement will turn the region to one of the largest gas producers in the area.
The KRG’s water sector implemented important projects between January and March 2019. The Director of Dams in the Kurdistan region announced the construction of three dams on Great Zap River, which will store 1.15 billion cubic meters (m3) of water in their reservoirs. The Director stated that the dams will produce 155 megawatts (MW) of hydroelectric power. The first dam is expected to store 240 million m3 of water and produce 50 MW of electricity, while the second will store 670 million m3 and produce 80 MW of electricity and the third will retain 240 million m3 but produce only 25 MW of power. The KRG encourages and supports dam construction because it will create job opportunities and increase water stores and power production.32
The progress in the relations with Baghdad and the steady payments of the KRG’s allocations at the 2019 National budget has led to stabilize the economic and financial sector in the region. In March, the KRG PM Nechirvan Barzani announced the abolishment of the salary-saving system that was imposed on the public employees as an austerity measure used to cope with the financial hardship
32 http://www.nrttv.com/EN/News.aspx?id=10140&MapID=1
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dominated the region since 2014. The saving system used to cut 30-40 percent of the salaries to enable the KRG to pay the public employee salaries due to the lack of budget as the GOI cut KRG’s share of the National Budget in February 2014. The decision to abolish the saving-system contributed to the revival of KRG’s economy, which saw signs of recovery since the beginning of the year. PM Barzani attributed the positive step to the development of Baghdad-Erbil relations.
LEGAL DEVELOPMENTS
During the reporting period, the political impasse between the Sadr’s Islah and Amiri’s Bina’a parliamentary blocs slowed the GOI performance and hindered COR legislation process. The COR, during its first term, was able to legislate one law only, i.e., the 2019 National budget law in January 2019.
Political Context and Impact on IGPA/Takamul
The National Elections of 2018 have yet to deliver the anticipated political stability and new government policies. IGPA/Takamul’s operational context, hence, has accumulated several new areas of instability on the Iraqi governing structure and policies. There are, however, a few entry-points and bright spots for the Project’s programming, intervention, and implementation.
Challenges The current intra-political rivalry and conflicts among the two powerful Shia parliamentary blocs, Amiri’s Bina’a and Sadr’s Islah, is developing into a zero-sum game. As these two blocs formed and supported PM Abdul Mahdi’s new cabinet, their rivalry tested each other’s will to hinder the PM’s ability to conduct meaningful structural change in the GOI to improve its performance and ability to provide services. For IGPA/Takamul, the administrative confusion on the provincial level continued to overshadow the program’s implementation during the reporting period.
Furthermore, the current regional context which is highlighted by fierce proxy wars, political conflicts, and security instability led by the regional triangle of Iran, Saudi Arabia, and Turkey, has heavily, and often negatively, influenced Iraqi politics, governance systems, and economy. The regional interventions, especially the Iranian intervention, exacerbated by the developments in the Syrian crisis, the American sanctions on Iran, the competition to influence the Iraqi politics exploiting Iraq’s needs for crucial services and resources like water and electricity. The convergence of these dynamics created another set of challenges, political disturbances, and public unrest, and is reflected in the negative performance of the Iraqi government, and PGs. The worsening of service delivery, such as water services in Basrah, pushed IGPA/Takamul’s activities towards tactical interventions and rapid response to help Basrah’s PG cope with the challenges.
Entry-Points and Bright Spots Despite these challenges, IGPA/Takamul has important entry points in the new Iraqi cabinet. PM Abdul Mahdi is one of the leading Iraqi politicians to support decentralization and the transfer of authorities/functions. His statements while chairing High Commission of Coordinating among Provinces Secretariat (HCCPSec) meetings showed positive signs about this, and finally pushed the MOF to agree to open bank accounts for local revenue generation. The GOI’s continuous support and adoption of decentralization will enable IGPA/Takamul to continue its activities that support the
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decentralized service directorates at the provincial level through sustained capacity building programs.
The GOI has noted that it does not lack resources but rather adequate management expertise to provide better citizen services. As such, IGPA/Takamul is designed to address lack of technical capacity by empowering better governance through improved institutions and working intensively with related bureaucracies to strengthen their organizations’ performance.
Another strong entry point are the empowered CSOs and social networks that have sustained public pressure on the national and provincial governments to deliver better services. The combined pressures and public demands on the GOI further incentivize the federal and provincial governments to strengthen their cooperation and coordination with IGPA/Takamul, as the Project is well positioned to help these to provide better services.
CONFLICT SENSITIVITY AND SECURITY CHALLENGES
Conflict Sensitivity and IGPA/Takamul Programming
IGPA/Takamul’s Conflict Sensitivity Analysis (CSA) is, “an understanding of the two-way interaction between activities and context and acting to minimize negative impacts and maximize positive impacts of intervention on conflict, within the project’s mandate.”33 The CSA entails efforts to understand implicit and explicit conflict dynamics, the relationship between causes of conflict and implemented activities, how these factors interact with each other, and how to maximize conflict mitigation.
IGPA/Takamul’s CSA and Implementation Strategy was approved by USAID on January 23, 2018. As part of IGPA/Takamul’s annual update to its CSA and implementation strategy, the Project’s Political Economy Analysis (PEA)/CAM unit devised two Scope of Works (SOW) to map out the political transformation of militias and the impact of such transformation on governance and service delivery. The commissioned studies, which focus on the provinces of Anbar and Basrah, are in the procurement stage.
IGPA/Takamul integrated a contextual conflict analysis of its activities early in the programming process and throughout the design and implementation of its activities. Additionally, IGPA/Takamul adopted an agile implementation strategy by mainstreaming the principle of “Do No Harm” throughout its activity design, planning, and implementation. Thus, while the Project’s core activities are related to technical expertise and capacity building of the PGs, the Project continues to operationalize the notion of maximizing the positive impact of its activities. IGPA/Takamul does this by expanding activities whenever possible beyond its six target provinces to those areas that are still suffering from protracted conflicts and disparities.
Practically, the Project developed a framework to track and respond to conflict sensitivity indicators. This begins with the Project’s unified format for activity SOWs through which IGPA/Takamul’s technical teams build in practical measures to include CSA considerations into its programming. CSA activity considerations were developed through an in-house integration process involving the related
33 http://local.conflictsensitivity.org/wp-content/uploads/2015/05/CSA-Consortium-Practitioners-Manual.pdf
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units of PEA/CAM, Monitoring & Evaluation (M&E), and Communications. The PEA unit analyzes the nature of the activity by developing specific measures that address certain conflict sensitivity aspects. The M&E unit then tracks activity implementation to ensure all conflict sensitivity measures are effectively streamlined. Finally, Communications follows-up on activity results to develop success stories highlighting their impact.
Major Conflict Dynamics and Drivers
The Revival of Da’esh activities The revival of Da’esh activities along the Iraqi-Syrian border has intensified throughout the reporting period. The Iraqi security apparatus announced that Da’esh sleeper cells and remnants in Syria were trying to enter Iraq. In the same regard, the media reported that, according to a U.S. military official familiar with the situation, more than 1,000 Da’esh militants have likely fled Syria and entered Iraq, holding USD200 million in cash. Earlier this month, Joseph Votel, the four-star general in charge of U.S. military operations in the Middle East, estimated that there were 20,000 to 30,000 Da’esh militants remaining in Iraq. A previous U.S. Defense Department report estimated that there were between 15,500 and 17,100 Da’esh militants in Iraq.34
For 14 months, Da’esh remnants prepared several tunnels to house their subunits in the caves of Hamrin, Khanjaja, and Makhul; the hills of Badush and Wedyan, south of the Euphrates River in Anbar; and the tunnels of Samarra, Rawa, al-Tharthar, al-Hadar, al-A'aj, Nukhayb, Razza, Nahariya, and Ratba. According to information collected since Mosul’s liberation, Da’esh remnants and sleeper cells are strongly capable of adapting to new conditions and lack of food and exhibit strategic patience. Da’esh elements who withdrew from the battles of old Mosul are characterized by their flexibility and capacity to advance cooperation among their subunits, exchange information, and share experiences. Traditional combat tactics of the ISF and the police have failed to stop the Da’esh remnants, and Iraqi intelligence units failed to break through terrorist elements in areas far from urban cities and identify terrorists. Despite the ISF’s successive operations and investigations, these forces were unable to obtain credible information that could lead to the arrest of Da’esh subunits in far and abandoned areas.35
During the reporting period, Daesh was able to carry out several deadly and atrocious terrorist attacks. For example, the Da’esh sleeper cells killed five fishermen from Najaf in Al-Tharthar Lake in Anbar and kidnapped 12 people from Najaf and Anbar in February. In Anbar, Da’esh kidnapped 30 civilians in the desert areas of Anbar, and a member of Anbar PC refuted the news that the ISF freed the victims and stated that they were released by Da’esh for a ransom of USD10,000 for each civilian. These attacks showed how Da’esh still pose an enormous threat to the Iraqi security and stability.
The Popular Mobilization Forces /Hashed Activities One of the major challenges facing the newly elected Iraqi government is the existence of certain factions within the Popular Mobilization Forces (PMFs/Hashed) militias that have declared religious allegiance to Iran and its Supreme Leader Khamenei to become part of its “Axis of Resistance”. The Axis, as promoted by Iranians, consists of Hezbollah’s Lebanon, Assad’s Syria, and Iraqi militias like
34 CNN News Agency 35 Iraq Today article
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As’aib Ahl al-Haq (AAH), Kata’eb Hzbollah Iraq, and al-Nujabaa. The Axis is directed against American interests and allies in the region. Amidst such complicated and layered regional security structures, PM Abdul Mahdi must carry out a meaningful disarmament policy to dissolve militias and integrate them into the Iraqi defense system.
Integrating these militias into Iraq’s defense apparatus without slipping into the Iranian model of IRGC or Quds Forces36 will be extremely challenging. Nevertheless, the PM has popular support to amend Iraq’s institutions and recover state sovereignty, both of which are considered important opportunities for him to advance disarmament policies. The majority of Iraqis, especially the Shia in the South, moved away from sectarian calculations and strong support of the militias. The recent political agreements between Amiri, the head of the PMFs/Hashed’s Fatih list, and Khamis al-Khanjar, a Sunni exile who was accused of supporting Da’esh and terrorist activities in Iraq, proved to Shia communities that political calculations and the race for power can supersede animosities and accusations.
Ninewa’s Critical Situation The situation in Ninewa continues to deteriorate on several levels. For one, Da’esh has revived its activities. Secondly, the various security forces operating in the province lack coordination, as each represents a specific domestic and regional agenda. To date, neither the provincial nor the federal governments have taken tangible steps to address the widespread demands for expediting the reconstruction efforts in the province. Civil-military relations have also deteriorated, with actions like arbitrary detention, bribes, extortion, and intimidation of citizens emerging again in Mosul and its suburbs. In addition to the lack of coordination and cooperation, some of the militias under the PMFs/Hashed umbrella are operating as political and military regional proxies and involved in conflicts to avow influence in the area, especially the Ninewa Plains.37
In addition to what already is a dire and challenging situation in the province, the incident of the drowned ferry on the Tigris River near Mosul in March have further complicated the situation in the province. At least 100 people were killed when an overloaded ferry capsized. Officials stated that more than 180 people were on board, mainly women and children, celebrating the Kurdish New Year, Nowruz, when the ferry, which lacked any safety mechanisms, sank in the river. The Ninewa Civil Defense Corps stated that the boat had a capacity of 50 people but was boarded by more than 250.38 The tragic incident instigated national anger against the GOI’s neglect of the province. Several media reports and political statements by Members of Parliament (MP) representing Ninewa held the militias’ and political parties’ economic offices responsible for the incident. The Ninewa MPs stated that their recent fact-finding report provided detailed information about militias’ activities in the province, including their takeover of recreational parks and intimidation of the provincial government’s (PG) institutions preventing them from taking any quality control measures.
In order to pacify the situation and avoid public unrest in the province, PM Abdul Mahdi fired Governor Agoub, and created a crisis cell headed by the President of Mosul University Dr. Muzahem al-Khayat. While this step was instrumental in pacifying the critical situation in Ninewa; however,
36 Quds Forces are paramilitary institutions within the Iranian defense system that do not report to the chain of command of the Iranian army. 37 For details about the role of militias as regional political and military proxies, please refer to IGPA/Takamul’s political brief about the Ninewa Plains. 38 https://www.aljazeera.com/news/2019/03/killed-ferry-sinks-tigris-river-iraq-mosul-190321133510486.html
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appointing Dr, Muzahem without adequate authorities created administrative confusions and further complicated the implementation of service delivery projects.
ANNEXES
ANNEX 1: SUB-ACTIVITY REPORT ...... 102 ANNEX 2: QUARTERLY FINANCIAL INFORMATION ...... 111 ANNEX 3: PROVINCIALPLANING & DEVELOPMENT COUNCIL | TIMELINE OF ACTIVITIES ...... 113 ANNEX 4: CONTRACT DELIVERABLES ...... 114 ANNEX 5: CONTEXT MONITORING REPORTS ...... 115 ANNEX 6: BORU’S SEQUENTIAL QUESTIONS FOR IGPA/TAKAMUL’S CAM REPORT ..... 116 ANNEX 7: IGPA/TAKAMUL SELECTED ACTIVITIES FOR ANNUAL REPORT 2019 ...... 117 ANNEX 8: SUBCONTRACTORS’ OVERVIEW ...... 122 ANNEX 9: SUCCESS STORIES (ARABIC VERSIONS) ...... 125 ANNEX 10: RECOMMENDATIONS | KRG’s WATER RESOURCES MANAGEMENT CONFERENCE ...... 128 ANNEX 11: XIZMAT FINAL REPORT| INNOVATIVE COMMUNICATION AND STRATEGIES ...... 143 ANNEX 12: IGPA/TAKAMUL’S MEDIA COVERAGE ...... 147 ANNEX 13: CIVIL SOCIETY ORGANIZATIONS ENGAGED BY IGPA/TAKAMUL ...... 159 ANNEX 14: IGPA/TAKAMUL’S PROCUREMENT ASSISTANCE USING STANDARD BIDDING DOCUMENTS...... 169
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ANNEX 1: SUB-ACTIVITY REPORT
DATE ACTIVITY TITLE PROVINCES MINISTRY/SECTOR WP RESULT
Provincial government (PG); January 15- Capacity building for Performance Evaluation Training Baghdad national government agencies 1.1.4 17 Department (PED) (NGA) Development of standard bidding documents (SBD) January 20- Workshop for landfills, mid-stations for solid waste, and Basrah PG 1.1.6 24 specialized machines January 21- Small and medium SBD conference for private sector Conference Najaf PG, private sector 1.1.6 22 in Najaf January 22- Private citizens, civil society Training Training for Erbil’s emerging leaders Erbil 4.1.1 y2-KRI 23 organization (CSO); PG Non-government January 22- Workshop Ninewa governorate – COMSEC decision 347 Ninewa agencies/associations (NGA), 1.1.6 23 PG January 23- Decentralized accounting system training for KRI Training KRI PG 2.1.2 27 provinces Baghdad social accountability group (SAG) network January 24 Training Baghdad CSOs, youth groups 3.2.1 building January 27- Development of SBDs for two sewage projects for Workshop Baghdad Baghdad 1.1.6 31 Baghdad Amanat Workshop for high commission for coordinating January 28- Workshop among provinces secretariat (HCCPSec) to define Governorates PG; HCCPSec 1.1.3 30 PED mechanisms January 28- Small and medium SBD conference for the private Basrah, Dhi Qar, Conference NGA, private sector, PG 1.1.6 29 sector Maysan Administrative and financial January 30- Training Local revenue management for Ninewa Ninewa affairs directorate (AFAD), 2.3.3 31 PG First training on preparation of annual accounts and Non-KRI February 3-5 Training AFADs, PG 2.1.2 statements governorates IGPA/TAKAMUL FY2019 QUARTER-2 REPORT USAID.GOV | 102
February 3-4 Training Survey writing training for SAG Ninewa Ninewa SAG, youth groups 3.2.1 February 3-7 Workshop Workshop on SBD preparation for KRG KRG PG 1.1.4-y2-KRI KRG procurement regulation no. 2 (2016) and SBD February 3-7 Workshop Sulaimaniya NGA, PG 1.1.4-y2-KRI preparation KRG Ministry of Planning, line February 3-7 Training Training on feasibility study for investment projects KRG 2.1.2 ministries On-the-job On-the-job training for Najaf PED during a site visit to February 4 Najaf PG 1.1.4 training evaluate solid waste management (SWM) services February 5-7 Training Capacity building training for PED Babil PG 1.1.4 Second training on the preparation of annual accounts Non-KRI February 6-8 Training AFADs 2.1.2 and statements governorates Baghdad, Baghdad Amanat, February 9- Designing communications manual for technical Workshop Basrah, Babil, NGA, PG 3.1.2-y-2 10 working group (TWG) Ninewa, and Anbar February 10- Baghdad and Workshop Workshop on SBD preparation NGA, PG 1.1.6 13 Basrah On-the-job February 13 On-the-job training for Basrah’s PED Basrah PG 1.1.4 training February 15- Strengthening technical working group (TWG) Training Basrah Citizens 2.1.2 16 citizen’s outreach skills February 16- Training Training for Anbar’s emerging leaders’ team Anbar Citizens, CSOs, PG 4.1.1 17 On-the-job training for HCCPSec’s PED - site visit to On-the-job Maysan to gauge the effectiveness of decentralized February 18- training for functions and authorities in the SWM sector in order HCCPSec NGA, PG 1.2.1 20 HCCPSec PED to recommend improvements to federal and local officials February 19- Wasit, Basrah, Training Capacity building for PEDs PG 1.2.1 21 Muthanna February 19- Training Training for Basrah’s emerging leaders’ team Basrah Citizens, CSOs, PG 4.1.1 20
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Developing self-assessment tools for service February 20 Workshop Governorates CSOs, PG 3.1.1 government directorates February 20- Water resources management and forecasted Workshop KRI PG 1.1.3-y2-KRI 21 challenges in the KRI KRG – February 24- Workshop on developing SBDs for KRG – Sulaimaniya Workshop Sulaimaniya, NGA, PG 1.1.4-y2-KRI 26 and Halabja Halabja February 24- Workshop to support Basrah CSOs to conduct public Citizens, CSOs, PG, youth Workshop Basrah 3.1.1 26 hearing sessions groups On-the-job training for HCCPSec’s PED staff on how On-the-job to analyze results of the site visit to Maysan and how February 25 Baghdad NGA 1.2.1 training to prepare an evaluation report to HCCPSec and PMO on SWM sector for Maysan February 25- Trusteeship regulation (Amanna instructions) for Workshop Basrah NGA, PG 1.1.6 26 Basrah February 26- Training Training for Babil’s emerging leaders’ team Babil Citizens, CSOs, PG 4.1.1 27 February 26- Training Training on planning and budgeting for CSOs in Anbar Anbar CSOs 3.1.1 27 February 27- Training Survey writing for Baghdad SAGs Baghdad CSOs, youth groups 3.1.1 28 Training of Baghdad CSOs on planning and budgeting February 27- Training to monitor public expenditure, evaluate planning Baghdad CSOs 3.1.1 28 process, and play an effective oversight role Training of Babil CSOs on planning and budgeting to February 27- Training monitor public expenditure, evaluate planning process, Babil CSOs 3.1.1 28 and play an effective oversight role February 27- Workshop for provincial women empowerment Training Governorates NGA, PGa 1.4.3 28 directorate (PWED) action planning February 27- Bid opening and analysis for consultancy service of Workshop Basrah NGA, go, PG 1.1.6 28 Basrah water projects March 3-7 Training Developing SBDs for Erbil staff Erbil NGA, PG 1.1.4
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Cleaning campaign for the irrigation drainage canal in March 3-7 Campaign Babil Citizens, CSOs, PG N/A al-Mithadiyah sub-district Workshop for directorates of water and municipalities to discuss and approve the “as-is” model and survey March 3-5 Workshop Baghdad PG 1.1.2 for three functions to develop an action plan for the “to-be” model Development of water communication and public March 4 Workshop Erbil CSOs, PG 3.1.1-y2-KRI outreach plan in Erbil Capacity building for PPDCs of Babil, Najaf, Dhi Qar, PPDCs, Maysan, Wasit, Anbar, and Karbala; along with March 4-5 Training HCCPSec, NGA, PG 1.1.8 participants from HCCPSec and provincial Change Change Agents Agents (Group 1) March 4-5 Training Training of CSOs on planning and budgeting Najaf CSOs 3.1.1 Capacity building for provincial planning and (Group 1) Babil, March 4-5 Training development councils (PPDC) members and Najaf, Dhi Qar, NGA, PG 1.1.8 secretaries Maysan Workshop to develop SBDs for service delivery March 4-6 Workshop Maysan NGA, PG 1.1.6 projects in Maysan Governorates NGA, PG 3.1.3 Development of unified organizational structure for Babil. Basrah, March 5-6 Training decentralization of departments in Babil, Basrah, and NGA, PG 3.1.3 Qadisiya Qadisiya Development of water communications and public March 6 Workshop Sulaimaniya Citizens, CSOs, PG 3.1.1 outreach plan Training of Basrah CSOs on planning and budgeting to March 6-7 Training monitor public expenditure, evaluate planning process, Basrah CSOs 3.1.1 and play an effective oversight role Development of the organizational chart for CSO March 5-7 Workshop offices within the council of ministers’ secretariat’s Baghdad NGA 3.1.1 (COMSec) NGO directorate Capacity building for PPDCs of Babil, Najaf, Dhi Qar, Babil, Najaf, Dhi Maysan, Wasit Anbar, and Karbala; along with Qar, Maysan, PPDCs, HCCPSec, Change March 7-8 Training 1.1.8 participants from HCCPSec and provincial Change Wasit, Anbar, Agents Agents (group 2) Karbala
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Training for SAG leaders in Ninewa on how to March 7-8 Training Ninewa CSOs, youth groups 3.2.1 conduct a survey Awareness campaign – water conservation including March 8 Campaign Basrah Citizens, CSOs, PG 3.2.1 proper trash collection conducted in Shanshall mall Citizen satisfaction survey for both water and SWM March 9-10 Campaign Ninewa Citizens, CSOs, PG, NGA 3.2.1 services in Ninewa Babil, Najaf, Dhi Training for existing PDDCs to replicate their practice Qar, Maysan, with the new provinces, in addition to participants March 10-11 Training Wasit, Anbar, NGA, PG 1.1.8 from HCCPSec and provincial emerging leaders. Karbala, (group 3) HCCPSec Training to build the capacity of CSOs in planning and budgeting to enable them to monitor public March 11-12 Training Wasit CSOs 3.1.1 expenditure, evaluate planning process and play an effective oversight role. Cleaning campaign for the second part of al- March 10-14 Campaign Babil Citizens, CSOs, PG N/a Midhatiyah sub-district Training on BPR to plot the “as-is” status in directorate of municipality and prepare reports for March 12 Training Basrah PG 1.1.2 five functions selected by the Basrah municipality for adoption. Workshop to provide technical assistance to participants about developing the new model (to-be) March 13-14 Workshop Baghdad PG 1.1.2 and discuss the improvement of the new model, which will add to its functionality. Focus group with Baghdad and Baghdad Amanat TWG March 14 Focus group to update the communication and public outreach Baghdad Citizens, CSOs, PG N/a plan. On-the-job training for Basrah PED to ensure the On-the-job March 14 functionality of the department to evaluate the Basrah Go 1.1.4 training services in the province Change Agents will have a site visit to al-Thaghar sub- March 16 Site visit district to evaluate the delivery of citizen-based Basrah Citizens, CSOs, PG 4.1.3 services (water and SWM).
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Workshop to strengthen the capacity of the KRG- Dahuk governorate staff in procurement. His will equip them with the necessary technical tools to train March 17-19 Workshop Dahuk NGA. PG 1.1.4 personnel on performing the procurement and contracting process professionally and to transfer knowledge to their peers when needed. On-the-job training for the HCCPSec’s PED to analyze On-the-job March 18 the reports submitted related to services of water and Baghdad NGA HCCPSec 1.2.1 training SWM in the provinces. Cleanliness awareness campaign for citizen and March 17 – Campaign businesses along the riverside to be implemented by Basrah Citizens, CSOs, PG N/a April 2 CSOs, SAGs and TWGs. Workshop for 25 CSO representatives from Anbar March 17-18 Workshop Anbar CSOs 3.1.1 province on oversight and communication. Cleaning campaign of the third part of al-Midhatiyah March 17-20 Campaign Babil Citizens, CSOs, PG N/a sub-district Workshop for 25 CSO representatives from Baghdad March 17-18 Workshop Baghdad CSOs 3.1.1 province on oversight and communication. Workshop for 25 CSO representatives from Babil March 17-18 Workshop Babil CSOs 3.1.1 province on oversight and communication. This campaign is designed to remove solid waste and clean three areas in al-Hamza al-Gharbi sub-district in Babil province. It is designed to be implemented in March 17-18 Campaign two days by the ministry of oil, Babil go and al-hamza Babil Citizens, CSOs, PG municipality section. Tawasul will support 3 CSOs, 12 volunteers, and a total of 35 laborers who will be participating in campaign. Basrah CSOs 3.1.1 A cleaning campaign in al-Hamza al-Gharbi sub-district that covers the areas of Hay al-Imam, Hay al-Zahraa, Hay al-Ameer, and the main road entrance of the sub- March 18-19 Campaign Babil Citizens, CSOs, PG N/a district. Tawasul will support 2 CSOs, 13 volunteers, and a total of 35 laborers who will be participating in campaign.
March 19-20 Workshop Workshop on accounting methodology for the Basrah NGA, PG. MOF 1.1.6 projects affected by the stopping period and the IGPA/TAKAMUL FY2019 QUARTER-2 REPORT USAID.GOV | 107
required mechanism to add financial amounts to the cost of the contract. At the request of the Basrah go, officials from the mop, and Basrah go staff will be in attendance. Workshop for 25 CSO representatives from Najaf March 19-20 Workshop Najaf CSOs 3.1.1 province on oversight and communication. Workshop for 25 CSO representatives from Wasit March 19-20 Workshop Wasit CSOs 3.1.1 province on oversight and communication. March 19-20 Workshop to provide BPR technical assistance to participants about developing the new model (to-be) Workshop and discuss the improvement of the new model, which Basrah PG 1.1.2 will add to its functionality for Basrah water directorate March 20-21 Training for the Baghdad SAG on how to conduct a Training Baghdad CSOs, youth groups 3.2.1 door-to-door survey Baghdad Citizens 3.2.1 March 23-24 This campaign is designed to support SWM services in al-Qasim district. Tawasul will work with CSOs, 8 Campaign volunteers and 29 laborers from al-Qasim’s Babil Citizens, CSOs, PG N/a municipality department under the support of Babil go and ministry of oil’s efforts. Workshop to strengthen the capacity of the KRG’s March 24-28 Workshop water directorate’s staff in procurement (KRG KRG/Erbil NGA, PG 1.1.4 regulation No. 2, 2016 and KRG SBD) Workshop for al-Ramadi municipality directorate to discuss and approve the as-is model and survey for March 25-26 Workshop Anbar PG 1.1.2 three functions to identify obstacles and develop action plan for solutions. Workshop for TWG to improve communication March 24-25 Workshop between governorate entities to provide better Basrah Citizens, CSOs, PG N/a services (internal and external communications). Workshop is designed to discuss the oversight mechanism that needs to be developed in cooperation Citizens, CSOs, PG, youth March 25-26 Workshop Baghdad 3.1.1 with the Baghdad go, Baghdad water directorate, and groups Baghdad municipalities directorate.
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Assist HCCPSec’s PED to have a site visit to Karbala province to gauge the effectiveness of decentralized On-the-job March 25-27 functions and authorities in the SWM and water Karbala NGA 1.2.1 training sectors in order to propose improvements to federal and local officials. Babil Citizens, CSOs, PG N/a Workshop for the directorate of water to discuss and approved the “as-is” model and survey for three March 25-26 Workshop Babil PG 1.1.2 functions to identify obstacles and develop action plan for solutions. Workshop for Babil municipality directorate to discuss and approved the “as-is” model and survey for March 25-26 Workshop Babil PG 1.1.2 three functions to identify obstacles and develop action plan for solutions. Workshop designed to discuss the oversight mechanism that needs to be developed in coordination with the NGOs directorate in the KRG March 26-27 Workshop Erbil CSOs, PG 3.1.1 and CSOs in KRI (Erbil, Dahuk Sulaimaniya and Halabja), to agree on oversight mechanisms and promote the role of the civil society. March 26 Workshop for water centers and projects heads to Workshop identify problems related to the supply of water Babil PG N/a citizens in Babil. March 26-27 Training on advocacy campaigns for SAG focused on Citizens, CSOs, PG, youth Training reforms and actions towards water and SWM service Basrah 3.2.1 groups, NGA delivery in Basrah. The Basrah provincial government requested that IGPA/Takamul provide technical assistant to resume the television broadcast of the Basrah tv channel. The Basrah PG allocated an estimated IQD 986,520,000 March 26-27 Workshop Basrah PG 1.1.6 for this project. This workshop is a technical assistance for the departments staff of planning and follow up, contracts, Basrah tv and completing the SBDs. March 28 Presentation of Basrah SAG survey analysis to Basrah Citizens, CSOs, PG, youth Presentation Basrah 3.2.1 PG after the advocacy training for action. groups, NGA
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March 26-28 Workshop to provide technical assistance to participants about developing the new model (“to-be”) Workshop Basrah PG 1.1,2 and discuss the improvement of the new model, which will add to its functionality. March 27 On-the-job On-the-job training for Qadisiya PED during a site visit Qadisiya PG 1.1.4 training to evaluate SWM and water services. March 30 Workshop for financial and accounting unit of the province of Erbil and both the directorates of water Workshop and electricity. During this workshop, participants will Erbil PG 2.1.2 learn to work on electronic reporting forms to accurately report financial activities. March 30 An event designed to support the CSOs in Najaf to conduct a public hearing session on the planning Citizens, CSOs. PG, youth Public hearing Najaf 3.1.1 process for 2019 investment budget and the citizens groups needs for projects services. March 31 – Workshop to strengthen the capacity of the KRG’s Workshop Dahuk NGA, PG 1.1.4 April 4 water directorate’s staff in procurement in Dahuk.
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ANNEX 3: PROVINCIALPLANING & DEVELOPMENT COUNCIL | TIMELINE OF ACTIVITIES CSO, PRIVATE IGPA PPDC RE- FIRST SECOND PUBLIC PROPOSE POLICY & SECTORS, & PROVINCE TRAINING ESTABLISHMENT MEETING MEETING HEARNG PRIORITIES TO PC ACADEMIA CONDUCTED ASSIGNED
ANBAR FY19-Q1 FY19-Q1 FY19-Q1 FY19-Q1 FY19-Q2 -- -- BASRAH FY18-Q4 FY19-Q1 FY19-Q1 FY19-Q2 ------BAGHDAD FY18-Q4 FY19-Q1 (by FY19-Q1 FY19-Q1 ------law NOT sent to HCCP) KARBALA FY18-Q2 FY19-Q1 FY19-Q1 FY19-Q1 FY19-Q2 -- -- WASIT FY18-Q4 FY18-Q4 FY19-Q1 FY19-Q1 FY19-Q2 FY19-Q2 -- BABIL FY19-Q1 FY19-Q2 FY19-Q2 FY19-Q2 ------DHI QAR FY19-Q1 FY19-Q2 FY19-Q2 FY19-Q2 ------MAYSAN FY19-Q2 FY19-Q2 FY19-Q2 FY19-Q2 ------NAJAF FY19-Q1 FY19-Q2 FY19-Q2 FY19-Q2 FY19-Q2 -- --
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ANNEX 4: CONTRACT DELIVERABLES
CONTRACT DELIVERABLES
DELIVERABLE TITLE SUBMISSION DATE STATUS
Weekly Progress Reports Weekly USAID approval not needed
Weekly Political Report Weekly USAID approval not needed
Annual Report FY18 October 30, 2018 Approved
FY19 Quarter-1 Report January 30, 2019 Approved
Task Orders Monthly Reports 10th of every month USAID approval not needed
Activity Monitoring, Evaluation and December 5, 2018 Approved Learning Plan (AMELP)
IGPA Local Capacity Development February 23, 2019 Approved Plan
Public Opinion Survey Report February 4, 2019 Approved
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ANNEX 5: CONTEXT MONITORING REPORTS
CONTEXT MONITORING REPORTS
REPORTS TYPE SUBMISSION DATE
(12) Weekly Political Reports Ad-hoc political report January 1- March 31, 2019
Reports and Modifications on Ninewa Proposal February 2019 Assistance Package-update 1
Contextual Political Analysis and Technical Addition to Ninewa Task Ad-hoc political report February – March 2019 Order (4)
Analysis of Ninewa Fact Finding Ad-hoc political report March 18, 2019 Committee Report
Reports and Modifications on Ninewa Proposal March, 2019 Assistance Package-update 2
Contextual Analysis and Technical Ad-hoc political report Addition to the Anti-Domestic March 2019 Violence Task Order (5)
Updates on the Ninewa Ferry incident Ad-hoc political report March 22, 2019 and governance developments
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ANNEX 6: BORU’S SEQUENTIAL QUESTIONS FOR IGPA/TAKAMUL’S CAM REPORT
BORU’S SEQUENTIAL QUESTIONS
STEPS DESCRIPTION
Agree on evaluation questions and use Involves program staff agreeing on the evaluation of evaluation results questions, e.g., what are the areas of change to which the program is contributing, and how is it doing so? Identify key areas of change Identify areas of change to which the program is contributing, e.g., emerging socio-technical-bureaucratic skills. Identify and describe outcomes Identify and describe outcomes occurring within the identified areas of change, e.g., AFAD preparing provincial budget. Identify outcome trajectories Evaluate the program theory of change, identifying the patterns of change that the program is generating within the areas of change. Identify most significant outcomes and Identify the critical outcomes and linkages within critical linkages in the outcomes outcome trajectories upon which the program’s claim to have made a contribution most depend. Critically reflect on who is experiencing Involves analyzing outcome trajectories in terms of change, and who isn’t social and gender equity, inclusion and power. It catalyzes, supports, and modifies outcome trajectories to favor poor, vulnerable, and marginalized groups, and correct the course of and even curtail potentially harmful ones. Identify immediate implications Identity outcome in the immediate beneficiary/stakeholder/institution rather than the system/or the whole process. Plan and carry out substantiation; Provide sufficient information to plan and carry out the analyze the results substantiation of the outcome trajectories. Analyze and use findings Analyze the findings from the substantiation to complete the CAM/SFPMHO report. The IGPA/Takamul’s SFPMOH is designed to be repeated annually or bi-annually to inform its adaptive management. Repeat Outcome Evidencing cycle Repeat the SFPMOH cycle annually, which allows IGPA/Takamul to explore how the outcome trajectories first identified have evolved and grown.
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ANNEX 7: IGPA/TAKAMUL SELECTED ACTIVITIES FOR ANNUAL REPORT 2019
BAGHDAD
ACTIVITY ACTIVITY NAME DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER SUBDISTRICT INSTITUTIONS DATE BPR in Baghdad Baghdad Jisir Reengineering for Sep 2018 (Mansiya) and Maysan Municipality water supply and Diwaniya and Baghdad SWM Qadisiya 1.1.7 (Trash Governorate, containers) Directorate of Municipalities Introduction of Baghdad Jisir October 2018 innovative Municipality- 1.2.7 technology and Baghdad Municipalities Coordination Baghdad, Baghdad On Going mechanism Babil, Anbar, AFAD (Elements sub between Ninewa, activities done 2.1.9 national and Basrah Sep 2018) provincial revenue collection CSOs to play a Al-Sader The Al Monqith Elements sub role in District community Organization for activities done 3.2.3 oversight for area Human Rights Sep 2018 water and SWM
BASRAH
ACTIVITY ACTIVITY NAME DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER SUBDISTRICT INSTITUTIONS DATE Basrah water Basrah Basrah GO- Review and Elements sub crisis Contracting improvement of activities done Department provincial Sep 2018 1.1.6 and MOP procurement DG of system Contracting Department
BABIL
ACTIVITY ACTIVITY NAME DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER SUBDISTRICT INSTITUTIONS DATE Operation Baghdad, Babil AFAD Identify training On going 2.1.2 Budget/Rollout Babil, Anbar, needs based on a of AFAD
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training on Ninewa, rapid training decentralized Basrah needs assessment accounting system using Excel
NINEWA
ACTIVITY ACTIVITY NAME DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER SUBDISTRICT INSTITUTIONS DATE CSOs’ role in Qara Taba The Christian The justice Elements sub water and SWM KoriGriban population Organization activities done Sep for Minorities’ 2018 Rights
ANBAR
ACTIVITY ACTIVITY NAME DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER SUBDISTRICT INSTITUTIONS DATE 3.2.3 CSOs’ role in Al-Shira’a Water World of Hope Elements sub oversight for area Directorate Organization activities done Sep water and SWM for Relief & 2018 Development 2.3.3 AFAD Bank Baghdad, Anbar AFAD Increased local Elements sub accounts -Capacity Babil, Anbar, revenues and activities done Sep building in local Ninewa, its effects on 2018 revenue enhancing enhancement service delivery
TAWASUL IN BABIL
ACTIVITY ACTIVITY NAME DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER SUBDISTRICT INSTITUTIONS DATE Q-BAG- Mobile Citizen Al-Thawra, Water and The dredging of Finished July 2018 0001 Complaint Desk - and Nadir; Municipality the Yahudiya Tawasul two districts Directorates River, a of Hashmiya and the tributary of the and al- Governor’s Euphrates River Mahaweel; Office that flows and, one through Hilla subdistrict, with parts al-Sadda, with passing through a combined al-Thawra. population of Sewage and 342,481 garbage blocked the water flowing in the river causing a foul smell and unsanitary
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conditions in the city.
KRG
ACTIVITY ACTIVITY NAME DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER SUBDISTRICT INSTITUTIONS DATE 1.1.6 Basra water crisis KRG Basrah GO- Review and Elements sub and improvement and MOP DG improvement of activities done Sep of the KRG Contracting provincial 2018 procurement Department, procurement MOP of KRG system
NINEWA
ACTIVITY ACTIVITY NAME DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER SUBDISTRICT INSTITUTIONS DATE Eight Baghdad, Civic Society Development February 2019 – Communication Babil, Basrah, Organization, of Provincial May 2019 3.2. and Outreach Anbar, Erbil, Provincial Communication RFPs and Ninewa Government and Outreach governorates. Strategy Change Agent Basrah, Babil, GO, Water & Takamul IGPA Training Needs Assessment Baghdad, Municipality held three days workshop for Roundtable Anbar, and Directorates (Oct.-10 ,2018) Ninewa Change Ninawa Mosul District brainstorming Agents team. 4.1.3 Council & roundtables December 5-6 targeted workshop. 2018 NGOs These roundtables participated by five targeted provinces representatives Development of Basrah and Social Trainings and September 2018 – oversight Babil, while Accountability door-to-door March 2019 mechanisms for forming two Groups survey key public services SAG groups, (SAGs) campaigns through Social one in conducted Accountability Baghdad and Groups (SAGs) the other in Ninewa ANBAR
ACTIVITY ACTIVITY NAME DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER SUBDISTRICT INSTITUTIONS DATE Service delivery Anbar Al Bo’etha BPR in Anbar April 18- On 1.1.7 process water water going improvement/re- compact unit directorate (Al-
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engineering for in Ramadi - Bo’etah plant) water supply and Anbar and and Qadisiya solid waste Qadisiya Water management, water Directorate including at least Directorate (Al- Taqiya one process each al- Taqiya District) focusing on neighborhood women and vulnerable population.
Eight Baghdad, Civic Society Development February 2019 – Communication Babil, Basrah, Organization, of Provincial May 2019 and Outreach Anbar, Erbil, Provincial Communication RFPs and Ninawa Government and Outreach governorates. Strategy Change Agent Basrah, Babil, Officials from IGPA/Takamul October 8-10, Needs Assessment Baghdad Water & held three days 2018 Roundtable Anbar & Municipality / (Oct.8-10 Ninawa Municipalities ,2018) Provincial Brainstorming Directorates, Roundtables 4.1.3 CSOs, Workshop. Academics & Roundtables Social activist participated by five targeted provinces representatives
KRG
ACTIVITY ACTIVITY NAME DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER SUBDISTRICT INSTITUTIONS DATE Eight Baghdad, Civic Society Development February 2019 – Communication Babil, Basrah, Organization, of Provincial May 2019 and Outreach Anbar, Erbil, Provincial Communication RFPs and Ninewa Government and Outreach governorates. Strategy Roundtable Erbil Officials from Takamul IGPA Nov. 20-21, 2018) Brainstorming Water & Brainstorming Session for Erbil Electricity Roundtables 4.1.3 Change Agents provincial Workshop. directorates, these CSOs, roundtables Academics & participated by Social activist five targeted provinces representatives Institutional Baghdad, PWED in N/A N/A development for Anbar, Babil, Baghdad, 1.2.1 PWED – Provincial Basrah, Anbar, Babil, Women’s Ninewa and Basrah, Erbil
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Empowerment Ninewa and Directorate Erbil. Gender safety Baghdad, CSOs and N/A N/A audit Anbar, Babil, local 1.3.1 Basrah, government Ninawa and Erbil
NAJAF
ACTIVITY ACTIVITY NAME DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER SUBDISTRICT INSTITUTIONS DATE 1.1.6 Small and Medium Najaf Private Improvement of January 21 SBDs Conference sectors provincial for the Private procurement Sector in Baghdad system, especially aspects related to water supply and SWM
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ANNEX 8: SUBCONTRACTORS’ OVERVIEW
AQUA STRATEGIES, INC. CONTRACT VALUE – Contract 1: CONTRACT VALUE – Contract 2: ROLE ON IGPA/Takamul: Aqua Strategies works with IGPA/Takamul to provide water advisory services in Babil, Baghdad, and Basra. Aqua Strategies’ primary responsibilities include providing technical assistance in support of Objective 1 - Enhance GOI Service Delivery Capacity, which provides technical assistance to government institutions and regulators to improve service delivery outcomes in the water sector with potential for high impact and visibility at the national, provincial, and local levels. Aqua Strategies introduces and implements standard procedures for the operation and maintenance of Water Treatment Plants to ensure the water treatment plants are supplying quality water regularly to citizens at a low cost of production. Aqua Strategies also supports other activities which further Objective 2-4 goals as they apply to the water sector. Aqua Strategies allocates Short Term Technical Assistance (STTA) to provide expertise to assist the relevant IGPA/Takamul Objective teams in the implementation of the following activities in the Year 2 Work Plan.
Al JIDARA CONTRACT VALUE: ROLE ON IGPA/Takamul: Al Jidara’s primary responsibilities include providing technical assistance in support of IGPA/Takamul’s Objective One, “Enhance GOI Service Delivery Capacity,” which provides technical assistance to government institutions and regulators to improve service delivery outcomes in sectors with potential for high impact and visibility at the national, provincial, and local levels. This includes the provision of a Service Delivery Advisor and three Service Delivery Coordinators. Al Jidara’s activities include technical assistance for government institutions and regulators to improve service delivery, the creation of regulatory and procedural certainty to attract private sector investment, and support for organizational restructuring and strengthening with regards to provincial government execution of service delivery.
GENDER RESOURCES, INC. (GRI) CONTRACT VALUE – Contract 1: CONTRACT VALUE – Contract 2: ROLE ON IGPA/Takamul: GRI provides cross-cutting support to IGPA/Takamul through activities related to gender, vulnerable populations, and youth by working to support activities that ensure a gender-sensitive approach to IGPA/Takamul programming while promoting a reduction in gender disparities within the provincial government. GRI uses their experience to ensure that IGPA/Takamul takes diversity-sensitive approaches to citizen outreach, planning, and service delivery across the board. GRI contributes to both of IGPA/Takamul’s concurrent work streams, one to produce “quick win” demonstrable improvements in service delivery with high-visibility, high-priority, projects; and the other to help correct systemic capacity deficiencies in Iraqi governance. GRI is also responsible for implementing several discrete Year Two Workplan activities.
OVERSEAS STRATEGIC CONSULTING (OSC) CONTRACT VALUE: ROLE ON IGPA/Takamul: OSC provides support to IGPA/Takamul under Objective Three, “Strengthen Monitoring and Oversight of Service Delivery and Public Expenditure,” by working to make provincial government
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staff more receptive to citizen feedback and promoting citizen engagement with local government. OSC does so by providing trainings to provincial government staff on effective citizen participation and public outreach mechanisms; designing public awareness programs for citizens and civil society organizations to increase participation in provincial budget development, service delivery outcomes, and investment priorities; and designing public awareness programs using innovative technology to enhance citizen consultation and engagement.
SOUKTEL CONTRACT (IQC) VALUE: ROLE ON IGPA/Takamul: Souktel provides cross-cutting support to IGPA/Takamul under all project objectives. Souktel is responsible for developing: a citizen feedback “hotline” tools that allow citizens to make suggestions/complaints and shares feedback about public services, a public access online accountability and transparency hub that consolidates quantitative and qualitative data, and digital solutions to problems identified by the IGPA/Takamul project team. Souktel provides short-term technical assistance to IGPA/Takamul’s Communications Manager in conducting brief audits of selected governorates focusing on their ability to plan and execute effective outreach and basic communication strategies, with a goal of defining outreach Assistance Packages to be delivered for provincial management units and others involved in service delivery. Souktel also conducts an initial scoping mission to get an understanding of the current ICT context in Iraq.
ERNST & YOUNG CONTRACT (IQC) VALUE: ROLE ON IGPA/Takamul: Ernst & Young’s primary responsibility is to provide cross-cutting support to IGPA/Takamul under Objective Two, “Improve Governorate and National Government Public Financial Management,” Objective Three, “Strengthen Monitoring and Oversight of Service Delivery and Public Expenditure,” and Objective Four, “Support Iraqi Change Agents.” EY achieves this by supporting the development of internal procedures to implement and comply with Ministry of Finance standards; providing analysis and making recommendations to increase locally derived revenue streams; assisting with the development and implementation of standard operating procedures to manage expenditure assignments; and developing regulations on decentralized finance, financial reporting, and oversight of expenditures.
IRFAD CONTRACT VALUE: ROLE ON IGPA/Takamul: IRFAD coordinated with senior IGPA/Takamul staff to conduct research and administer a survey to assess service delivery capacity across Iraq. IRFAD first conducted a desk analysis of existing laws and policies, studies of service delivery, political economy analyses, and media reports to understand the current service delivery environment. It then conducted key informant/stakeholder interviews and developed a survey questionnaire to administer in the capital and across all provinces. Interviews and surveys were conducted at the national and provincial levels through one-on-one meetings and focus groups. IGPA/Takamul staff utilize this data for various reports.
GAFFNEY, CLINE & ASSOCIATES (GCA) CONTRACT VALUE: ROLE ON IGPA/Takamul: Gaffney, Cline & Associates provided technical assistance under IGPA/Takamul’s Objective Four, “Support Iraqi Change Agents.” This falls under the IDIQ portion of DAI’s prime contract,
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specifically Task Order 1, effective August 31, 2017. GCA’s activities supported the Iraqi Ministry of Oil to draft guidelines that will form the basis of a model contract for investments in the country’s natural gas sector. Technical activities support the World Bank in preparation for their Development Policy Financing III’s (DPF III) project. GCA’s deliverables included a model Supplementary Natural Gas Processing Agreement, a Natural Gas Marketing Regulation, a Natural Gas Transport Regulation, a Coordination and Implementation Roadmap for a flaring-reduction-gas-to-power program, and a workshop with Ministry of Oil leadership.
GARDAWORLD CONTRACT VALUE: ROLE ON IGPA/Takamul: GardaWorld provides professional risk management services to IGPA/Takamul, especially focusing on providing mobile security for movements in Baghdad and across Iraq. Road movement is risk and information-led and conducted using armored vehicles. GardaWorld provides services in IGPA/Takamul’s initial operational areas, including Baghdad, Basrah, and Erbil, as well as surrounding provinces, but may be called upon to provide mobile security services elsewhere when required. GardaWorld also provides threat assessments and manage physical movements under the monitoring and oversight of the DAI Country Security Manager. To keep staff abreast of security concerns, GardaWorld provides daily, weekly, and individual incident reports as designated by the DAI Country Security Manager.
4POINTS CONTRACT VALUE: ROLE ON IGPA/Takamul: 4Points prepared, planned, and implemented IGPA/Takamul’s baseline and future annual public opinion surveys that collect data on topics such as the population’s level of satisfaction with government services, the responsiveness of government to citizens’ needs, and involvement of the public in decision making processes. 4Points focuses on four areas: water, solid waste management, and two variable service areas that are selected from respondent to respondent based on frequency of use of services. 4Points produces the methodology and data collection tools, data processing analysis, final data submission, and a survey and basic indicators report for the public opinion survey.
CREATIVE ASSOCIATES INTERNATIONAL CONTRACT VALLUE: ROLE ON IGPA/Takamul: Creative Associates International provided monitoring for the May 2018 parliamentary elections in Iraq. In this capacity, Creative worked to strengthen electoral processes and increase participation of marginalized voters, particularly internally displaced persons (IDPs) and minorities, through voter registration and election day turnout. Creative conducted non-partisan election observation, media monitoring, and reporting focused on the election cycle. Creative also conducted a voter education campaign that specifically targeted IDPs and minorities in certain governates. Creative provided periodic reports on progress, special voting and election day.
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ANNEX 9: SUCCESS STORIES (ARABIC VERSIONS)
الفالحون في واسط يستفيدون من اعادة هندسة
عملية تأجير االراضي الزراعية
ساهمت اعادة هندسة االعمال التي قام بها مشروع تكامل بتقليل اجراءات تأجير االراضي الحكومية في واسط الى 15 يوما بعد ان كانت المدة 66 يوما باألضافة الى تخفيض التكاليف الى النصف و جعل الخدمة بمتناول الفالحين في االقضية.
تقوم ص برية جاس م احد المزارعات من الص ويرة التي تبعد 160 كم ش مال الكوت بزراعة الخض روات على مس احة تبل 3 فدانات من اراض ي زراعة مس تأجرة من الحكومة. اش تكت ص برية وهي من عائلة من المزارعين من ان عملية التقديم على االيجار وتجديده تتطلب وقت طويل. تقول ص برية "أذهب الى المدينة لتقديم طلب االيجار واالنتظار ألشهر باألضافة الى رحلة العودة الى المدينة للحصول على العقد." يس افر المزارعون امثال ص برية مس افات بعيدة من اجل تقديم طلب االيجار في مركز واسط. يبعث تقليل المدة التي تس تغرقها مديرية الزراعة في تجديد عقد ص برية إليجار االرض الزراعية من 66 يوما الى 15 يوما السعادة في نفسها. حيث عمل مشروع تكامل الممول من الوكالة االمريكية للتنمية الدولية مع مديرية الزراعة على تقليل المدة التي يستغرقها طلب االيجار قد ساهم في خلق بيئة عمل ايجابية للمزارعين في المحافظة. قام المش روع بتقليل وق ت وكلف ة ايج ار االرض الزراعي ة من خالل تبس يط االجراءات وجعل اماكن تقديم الطلبات غير مركزية. وهذا س اهم في تقليل الجدول الزمني للتقديم من 9 اس ابيع الى اسبوعين فقط باألضافة الى خفض التكاليف الى النصف. في العراق, يتم اس تئجار االراض ي الزراعية من قبل المزارعين عن طريق مديرية الزراعة. حيث تش ير س جالت مديرية الزراعة في واسط الى ان معدل الطلبات التي يتم استالمها شهريا هو 20 طلبا االن هذا العدد ارتفع الى 60 طلب شهريا اي ارتفاع بنسبة 33% بعد اعادة هندسة العمليات التي بدأت في شهر تموز 2018. ازدادت االيرادات التي يتم الحص ول عليها من االيجار بنس بة 70%. حيث افادت المديرية ان ازدياد طلبات االيجار جاء من خالل الالمركزية ومن خالل فتح مكاتب في االقض ية التي تقوم االن بأس تالم الطلبات من المزارعين في المناطق الريفية. ما ادهش حس ن هادي الذي جدد عقد االيجار هذا العام هو المركزية الخدمات. باألض افة الى توفير المال. حيث س اهمت اعادة الهندسة العمليات بتقليل الوقت. "قمت بتجديد عقد االيجار في القضاء الذي اعيش فيه". قام هادي حسن الذي يسكن في قضاء العزيزية بتقديم الطلب في شعبة الزراعة من غير ان يضطر للذهاب الى المديرية الواقعة في الكوت والتي تبعد مسافة 116 كم. يقوم مش روع تكامل بالعمل على تحس ين تقديم الخدمات الى المواطنين من خالل اعادة هندس ة الوظائف البيروقراطية المعقدة وتحويلها الى اجراءات ابسط واقصر مما يختصر الوقت والكلفة للحكومة والمواطنين.
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بناء القدرة المالية وفقا لتصميم من االسفل الى االعلى
استخدمت مجموعة صغيرة من الموظفين المهارات التي تعلموها من مشروع تكامل الممول من الوكالة االمريكية للتنمية الدولية منهجا لتدريب اآلخرين في الحكومة المحلية. وبذلك ، انتقلت األموال بشكل أسرع بين المؤسسات مما أدى إلى تحسين جمع القمامة وصيانة المعدات بكفاءة.
ولتحقيق اثر مضاعف فان موظفي الحكومة السبع الذين استفادوا من تدريب مشروع تكامل الممول من الوكالة االمريكية للتنمية الدولية لم يستخدموا المهارات التي تعلموها فقط، ولكنهم أيضاً شاركوها مع موظفين من مختلف المديريات في الحكومة المحلية. وقد ادت الى نتائج من بينها دفع رواتب الموظفين الحكوميين في الوقت المحدد، وألن األموال تنتقل بشكل أسرع بين بنود الميزانية والمديريات، فإن تقديم الخدمات العامة في المحافظة قد تحسن بشكل كبير.
وعليه فان موظفي مديرية الشؤون اإلدارية والمالية في محافظة ذي قار كانوا اول المتدربين على االدارة المالية العامة من مشروع تكامل الممول من الوكالة الدولية للتنمية الدولية في نيسان 2018. وبعد مرور ستة أشهر من هذا التدريب، افاد السيد فيصل جبار علي رئيس وحدة التدريب والتنمية في دائرة الشؤون االدارية والمالية أن موظفيه شكلوا فريقا خاصا بهم يتكون من مجموعة من المدربين حيث بدأوا يدربون الموظفين من المديريات األخرى. وذكر جبار "نحن ممتنون لمشروع تكامل في تقديم برنامج بناء القدرات". وأضاف أن عملية إعداد ومراجعة وتوحيد البيانات المالية الشهرية أصبحت اآلن أكثر كفاءة في جميع المديريات وأصبح بإمكان الموظفين اآلن استالم رواتبهم في الوقت المحدد.
ولالستفادة الكاملة من تدريبات مشروع تكامل، استخدم الموظفون الذين تلقوا التدريبات أثناء العمل أدواتهم وامكاناتهم المكتسبة حديث ًا لتصميم برنامجا تدريبيا خاصا بهم. ففي عام 2018 ، قام الفريق بتدريب 74 موظ ًفا في جميع المديريات في حكومة المحلية.
ومن جانبه اكد مدير دائرة الشؤون المالية واالدارية رزاق الغزي على ضرورة تعليم نظم اإلدارة المالية العامة الكفوءة للمديريات األخرى من أجل تحسين عمليات اإلدارة المالية في الحكومة المحلية. حيث ساهمت المعرفة في إعداد التقارير المالية والموازنات عن طريق استخدام النماذج المعدة من مشروع تكامل الممول من الوكالة االمريكية للتنمية الدولية في تسريع العملية المعقدة.
هذا وان مشروع تكامل الممول من الوكالة األمريكية للتنمية الدولية يعمل على رفع قدرات المؤسسات في الحكومات االتحادية والمحلية التي تؤدي وظائف اإلدارة المالية العامة األساسية. حيث ان اإلدارة المالية القوية والفعالة تؤثر في نهاية المطاف على تقديم الخدمات األساسية للمواطنين العراقيين.
بدأت اجهزة تعقب المركبات الحكومية واآلليات الثقيلة باستخدام تقنية ال GPS في بابل تستخدم بشكل اكبر في جميع أنحاء مدينة الحلة بعد أن زادت وزارة النفط من كميات الوقود لدعم حملة البلدية إلدارة النفايات الصلبة
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بدأت اجهزة تعقب المركبات الحكومية واآلليات الثقيلة باستخدام تقنية ال GPS في بابل تستخدم بشكل اكبر في جميع أنحاء مدينة الحلة بعد أن زادت وزارة النفط من كميات الوقود لدعم حملة البلدية إلدارة النفايات الصلبة
زيادة الوقود يؤدي إلى انخفاض القمامة في شوارع الحلة
أكوام كبيرة من القمامة اعتادت أن تتراكم في الشوارع واألماكن العامة في الحلة ، عاصمة محافظة بابل والتي يسكنها 600000 عراقي. لم تكن المشكلة بسبب عدم االكتراث من سكان الحلة وال من حكومة بابل ، التي كان لديها المعدات والموظفون لرفع كميات القمامة بل ان العقبة الحقيقية كانت تتمثل في عدم التواصل بشأن احتياجات المواطنين مع اصحاب القرار في الحكومة المحلية. حيث تحدد وزارة النفط العراقية كميات الوقود للمحافظات للمركبات العامة مثل كابسات جمع القمامة. بينما ازداد عدد سكان بابل وظلت كميات الوقود كما هي عليه. في الحلة، ترك ادى هذا االمر الى جعل كابسات جمع القمامة قادرة على العمل فقط 20 يو ًما من الشهروهذا الوقت غير كافي لمواكبة عملية التنظيف ورفع القمامة في جميع أنحاء المدينة. كان لدى رئيس منظمة مجتمع مدني تدعى "منظمة بابل للجميع" فكرة: اطلب المزيد من الوقود! هذا هو بالضبط ما أثاره مثنى عمران كريم خالل اجتماع فريق تواصل وهو فريق استجابة تقديم الخدمات المتنقل ويعمل الفريق على تحسين وصول الخدمات إلى مواطني بابل. حيث تم عقد اجمتاع فريق تواصل بتنظيم من مشروع تكامل وجمع االجتماع المسؤولين الحكوميين في بابل وممثلي المجتمع المدني لتلقي شكاوي تقديم خدمة المواطن والرد عليها. وفي اجتماع فريق تواصل، ناقش مثنى السبب وراء العدد الكبير من سيارات جمع القمامة غير المستغلة إلى اكوام من النفايات في شوارع الحي واألماكن العامة. واقترح أن رفع النفايات المنتظم أكثر يمكن أن يعالج المشكلة حيث كانت توصيته محط اهتمام الكثير من سكان الحلة اآلخرين. تابع فريق تواصل مقترح مشروع تكامل لالجتماع مع مسؤولي الحكومة المحلية ووزارة النفط. ورداً على ذلك ، وافقت وزارة النفط على زيادة كميات الوقود الى محافظة بابل للمركبات العامة بنسبة 45 في المائة من 124000 إلى 180،000 لتر شهريًا. حيث تنعكس الكميات اإلضافية إلى زيادة ايام رفع القمامة الى 11 يو ًما إضافيًا. وقال مدير مديرية بلدية الحلة السيد حيدر عبد اسود : "زيادة كمية الوقود هي األولى الزيادة االولى منذ عام 2003". وأضاف ان هذه الزيادة ادت الى زيادة عدد ايام عمل شاحنات جمع النفايات وتنظيف شوارع المدينة واحيائها. واآلن يمكننا العمل كل يوم على مدى الشهر ويمكننا ايضا تقليل تراكم النفايات في األحياء والمناطق التجارية. وقال المدير أنه بكميات إضافية من وزارة النفط ، يمكن للحلة أي ًضا توسيع الخدمات واستخدام المعدات والمركبات إلصالح الشوارع والمدارس والساحات العامة. تعني كملة تواصل "التواصل" باللغة العربية وهي فريق للحوار أنشأه مشروع تكامل لتعزيز التواصل بين الحكومة والمواطنين. حيث ان الفريق هو جزء من عمل المشروع لتطوير أطر مساءلة قوية تساعد الحكومة على االستجابة بفعالية الحتياجات المواطنين. قام مشروع تكامل بتأسيس فريق تواصل حيث يجتمع المواطنون والمسؤولون المحليون بانتظام لمعالجة المشكالت المتعلقة بتقديم الخدمات.
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ANNEX 10: RECOMMENDATIONS | KRG’s WATER RESOURCES MANAGEMENT CONFERENCE40
R1: Streamline the Process for Implementing Water Management Strategies
Background: The General Directorate of Water and Sewerage (GDWS) under the Ministry of Municipalities and Tourism currently holds responsibility for water production and distribution in Iraqi Kurdistan, including ensuring access to reliable water supplies, adequate drainage and pollution control, infrastructure maintenance and investment, and environmental sustainability of water resources. However, the process of implementing water management strategies is complex, with many agencies involved their authorization and implementation. Furthermore, GDWS does not control spending on water resources project, and even small-scale projects must receive approval from the Ministry of Finance. From a fiscal viewpoint, there is a disconnect between the revenue from water sales, and expenditures on the water treatment and distribution network.
Justification: Restructuring the government agencies with authority related to water resources in Iraqi
Kurdistan would add efficiency and transparency in the allocation of funding, and also allow additional local autonomy. This could contribute to improved public perception and strengthen general government oversight. In the long-term water supply projects would be more easily implemented and water security would be improved.
Legal or policy considerations: Restructuring agencies with authority over water resources in Iraqi Kurdistan would require changes to current water law and policy and could bring up legal challenges. Largescale projects that are of national importance and/or extend outside of the region, such as dams, would require additional coordination with the central government.
Implementation process: This recommendation includes several intermediary goals, to be achieved over a period of approximately two years. The first involves increasing the autonomy and capacity of GDWS, through government agency restructuring and reorganizing the administration of GDWS based on international standards (e.g. ISO 9001). Establishing a new Ministry of Water Resources and Wastewater or separating GDWS from the Ministry of Municipalities and Tourism and linking the new ministry directly to the Council of Ministers is another possible alternative. The second goal involves creating water sub-directorates, operated by the government but generating and spending revenue internally and locally. These would require appropriate authority, but revenue would stay with water projects. This could also encourage public-private partnerships. The third component involves changing how water tariffs are collected.
Consumers are currently charged for water based upon the size of their homes, rather than water volumes consumed. There are also many illegal connections within the water system which must be removed, with fines and re-plumbing. Additionally, a water rate study should be carried out and meters should be installed throughout the network in order to develop a fair and reasonable rate structure. The final component involves changing how money is spent on maintenance and
40 These recommendations are subject for review by experts at the time of the writing of this report.
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infrastructure. Funds should be properly allocated according to agency operating costs, operation and maintenance of existing infrastructure, and investment of capital for future projects.
Implementation of these goals or tasks would be facilitated by, and should be coordinated with, the creation of a Water Supply Planning process and department within the GDWS (see Recommendation 7). With sufficient authority, the planning department would encourage the streamlining of water management strategy development and project implementation.
Next steps: Immediate actions for implementation include development of a unified water law and consideration of water availability as a national security issue. Implementation of this recommendation builds on positive dialog captured in Kurdistan 2020, the Strategy for Water and Land Resources in Iraq 2015-2035, and on other success stories inside and outside of the KRG.
R2: Improve the Dialogue between Water Managers and Decision-Makers
Background: The Iraqi Kurdistan Water Management Committee was proposed based upon Article 114 of the Iraqi Constitution of 2005, in order to improve water management and reduce crises that occur in the water sector across the nation. On a regional scale, there is currently ambiguity in the decision-making process in Iraqi Kurdistan. These processes need to be clearer and properly understood among relevant stakeholders and the communities they serve. It should be noted that if Recommendation 1 is very successful, the need for Recommendation 2 would be diminished, however, improved communication amongst stakeholders and decision-makers on critical water issues is needed, regardless of the success in implementing. Recommendation 1, and therefore Recommendations 1 and 2, should be implemented concurrently.
Justification: It is important that the central government in Iraq understand the importance of protecting flows and water quality in Kurdistan on the rest of the country. Investment in infrastructure upstream will protect interests downstream. Improving the dialog between the central government where decisions of national importance are made, and local water managers will improve the effectiveness in addressing water quality and quantity issues that affect a large proportion of the population across the country.
Legal or policy considerations: Implementing this recommendation will require policy changes. The Workshop participants suggest the creation of a new committee, which would replace the existing Iraqi Kurdistan Water Management Committee. This change will require the creation of additional formal linkages between relevant ministries and agencies working in the water sector within Iraqi Kurdistan. Policy and organizational changes will be required of each level of governance and formal cooperation with international development agencies would be beneficial, in order to align priorities and strengthen communication links.
Implementation process: This recommendation includes the following goals, to be achieved over the next two years. First, the Iraqi Kurdistan Water Management Committee should be changed to a Higher Committee on Water Resources, which would integrate all relevant ministries and stakeholders and be led by the Prime Minister in Baghdad, with the Minister of Water Resources as a deputy. Meetings (e.g. one day workshops) should be held at least quarterly and include discussion of important water resources issues such as flooding, drought, water planning, infrastructure, water quality, national water policy, etc., between water managers and decision-makers.
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Second, the Higher Committee on Water Resources should be charged with implementing the recommendations developed by the Workshop participants and presented in this report. There are ten recommendations in total, not including this one. Some will require the formation of new committees, departments or agencies. The relationship between the government of Iraqi Kurdistan and the central government in Baghdad on the committee needs to be thoroughly discussed and agreed upon.
Next steps: Upon forming the Higher Committee on Water Resources, next steps should include the development of high-level water resources management priorities for the region and the implementation of the other recommendations put forward in this report.
R3: Adopt and Implement Sustainability in the Management of Water Resources
Background: Sustainable water management involves meeting the needs of the present without compromising the ability of future generations to meet their own water needs. Achieving sustainable water management requires a multidisciplinary, integrated, and holistic approach in which environmental, economic and social needs are addressed in a way that is acceptable to the community (see figure, below). The development of appropriate sustainable water management measures will take some time and effort, as well as an extended dialog with stakeholders.
Justification: Human demands on the world's available freshwater supplies continue to grow as the global population increases. In the desire to manage water resources to meet human needs, the needs of freshwater species and ecosystems have largely been neglected, and the ecological consequences have been tragic.
Healthy freshwater ecosystems provide clean water for human use and a wealth of goods and services for society. However, our appropriation of freshwater flows must be better managed if we hope to sustain these benefits and freshwater biodiversity. A framework for developing an ecologically sustainable water management program, in which human needs for water are met by storing and diverting water in a manner that can sustain or restore the ecological integrity of affected aquatic ecosystems must be developed.
Legal or policy considerations: Generally, there is a lack of knowledge of how sustainable development or management should be attained and how sustainability of various technical systems should be assessed. A set of sustainability criteria should be defined and formally adopted as government policy. To promote the practical use of a set of sustainability criteria, these must be concise and related to quantifiable indicators that are easily measured. Implementation process: A proposed six‐step process includes: (1) developing initial numerical estimates of river flow necessary to sustain ecosystem functions (environmental flows); (2) accounting for human uses of water, both current and future, through development of a computerized hydrologic simulation model that facilitates examination of
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human‐induced alterations to river flow regimes (water availability); (3) assessing incompatibilities between human and ecosystem water needs with particular attention to their spatial and temporal character; (4) collaboratively searching for solutions to resolve incompatibilities (water planning); (5) conducting water management experiments to resolve critical uncertainties that frustrate efforts to integrate human and ecosystem needs; and (6) designing and implementing an adaptive management program to facilitate ecologically sustainable water management for the long term.
Next steps: A formal but simple definition of sustainability with respect to water resources is needed. Further details can be developed later as more data and knowledge are gained. Performance metrics and collection efforts need to be discussed, defined, and a plan needs to be developed on how to achieve water sustainability. The process needs to be dynamic, ready to change, and include adaptive management techniques. The plan to achieve water sustainability should be formally adopted in long-range water supply planning (see Recommendation 7) and addressed in Higher Committee on Water Resources discussions (see Recommendation 2). Initial phases might be championed by the Water Resources Institute (see Recommendation 11).
R4: Achieve Sustainable Use of Groundwater
Background: Groundwater has declined at alarming rates in some parts of Iraqi Kurdistan, with many wells recently going dry and/or water quality deteriorating. The construction of some wells in the region have not been authorized and therefore the associated water use is not known, making the management of that critical water supply difficult.
Justification: Groundwater in Iraqi Kurdistan is viewed as a strategic long-term water supply for the region, to be used in drought situations only, however very little is known about the physical properties of the underground formations. Wells and springs should be monitored to develop baseline data conditions and track historical performance coupled with climate and production information to understand the groundwater system and establish goals and targets. The data collection, and implementation of restrictions in some instances, are critical to limiting future declines. Tracking and modeling groundwater levels, and imposing regulation is critical, allowing water managers to plan for future needs and mitigate declines.
Legal or policy considerations: A new Groundwater Commission should promulgate rules, regulations, and guidance on the production and monitoring of groundwater, and follow up with enforcement. Data should be collected during the development, production, and performance of wells and that information should be made publicly available to help scientists and decision-makers understand the aquifer and refine legal and policy frameworks for its protection. The Groundwater Commission should report to the Higher Committee on Water Resources (see Recommendation 2) and probably be a part of the Water Resources Institute (see Recommendation 11).
Implementation process: The goal of this recommendation should be to manage groundwater withdrawals to current drawdown levels. The priority should be on communication and data sharing among agencies and administrators to develop and create information that can help future decision- makers. The effort should include the identification of abandoned and at-risk wells, beginning immediately. Local, regional, and state government must support the collection of water quality data and information on aquifer characteristics and support scientific research. Ultimately the Commission should develop a plan for groundwater management, with the Workshop participants suggesting year 2030 for achieving sustainability.
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The Groundwater Commission should establish funding programs and provide support for data collection and withdrawal monitoring. This could be achieved partially through pumping and well registration fees, with the remainder being provided by local, regional or central government. The Groundwater Commission should use these funds to also develop facilitation and technical support programs to include model development, updates and integration. This process should be started immediately. In developing plans to protect groundwater supplies, the Groundwater Commission should also evaluate opportunities for artificial enhancement of recharge through surface water sources such as storm water or treated effluent, or excess river flow. Additionally, the Groundwater Commission should develop source water protection and remediation programs for groundwater users to protect long-term quantity and quality of water.
Next steps: After formation of the Groundwater Commission the very first step should be the creation of a data collection and sharing program, to better understand the aquifers of the region. The Groundwater Commission should consider mandatory pump tests for all new wells. The results of associated studies can be used to develop recharge area delineations, aquifer protection plans, and other regulations necessary to protect this valuable resource.
R5: Achieve Continuous Water Supply Service
Background: All the existing water distribution systems in Iraqi Kurdistan are currently operating under intermittent water supply (IWS) mode, in which costumers are supplied water for only a short period of time each day. In some cases, such systems are designed to deliver continuous water supply (CWS) but are operated below capacity. Operating IWS systems can bring about many problems, including increased water line breaks and contamination of both pipe lines and storage facilities due to the bacterial growth and/or Disinfection Byproduct (DBP) issues that can occur when treated water stagnates. Therefore, transition from IWS operations to CWS operations would not only address many water quality issues in Iraqi Kurdistan, but also has the potential to decrease water losses and ultimately reduces the risk of water shortages. According to the Strategy for Water and Land Resources in Iraq (SWLRI, 2015), daily water production needs are 240 L/capita/day for governorate capital cities, 200 L/capita/day for other towns, and 132 L/capita/day for rural communities. Specific CWS targets paired with conservation efforts will help to achieve the goal of continuous water service across the entire Iraqi Kurdistan region.
Justification: Continuous water supply would help to solve the problems of (i) inequitable water distribution due to pressure dependent flow conditions, (ii) contamination risk through broken pipes, (iii) consumers being forced to pay coping costs for their own alternative water facilities (tanks, treatment equipment, etc.), (iv) inconvenience for consumers due to the timing of water availability, (v) inaccurate metering, (vi) water wasting due to storage of intermittent water, and (vii) higher utility equipment maintenance and labor costs. The loss of water occurring due to the current intermittent service will affect revenue and also water availability.
Legal or policy considerations: This recommendation would require illegal connections to be eliminated in order to keep the water supply system operating normally. Policies and laws supporting installation of meters and leak reduction, as well is the process of removing illegal connections will need to be put in place and properly enforced.
Implementation process: This recommendation should be implemented slowly, on a sector by sector basis, in order to assess and address system conditions properly and beforehand. A number of goals should be targeted, over a duration of approximately 20 years. First, the hydraulic behavior
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of each sector would need to be predicted by a validated model, potentially using a common hydraulic engine. A validated hydraulic model is necessary to estimate the hydraulic behavior of the system under different loading condition, to prioritize upgrades and explore the need for additional storage within the distribution network. Next, an optimization model is needed in combination with the hydraulic model to help determine a set of optimal solutions for system transition from IWS to CWS, and prioritization of infrastructure upgrades. Both quantitative and qualitative objective functions (e.g. cost, water supply equity, and water quality) could be simultaneously considered in a multi-objective optimization model. Water supply managers should consider implementation starting with sectors or regions where suspected leakage rates are low and infrastructure capacity is already above average. Targeting parts of the region where metering rates are already high would also make the task easier. It is also important to note that there is an education component to this task: in areas where customers are used to receiving water infrequently and for short periods of time, there is a tendency to leave taps open, to take advantage of the water supply when it is available. Furthermore, many customers do not pay their water bills for many reasons, including dissatisfaction with the quality of service. These issues will need to be addressed prior to CWS being achieved.
Next Steps: The initial focus should be on installation of functional water meters. Education and awareness about the need for water conservation is also required, beginning as early as kindergarten. This component will align closely with Recommendation 6. Finally, case studies from other regions of the world could be examined and best practices implemented as appropriate in Iraqi Kurdistan. This recommendation should probably target small cities or closed districts within larger cities before the transition is scaled up.
R6: Create an Effective Water Conservation Program
Background: Due to the many challenges faced by the region over the last four years, the water sector has suffered and consequently water supply managers have focused on the day to day maintenance of infrastructure and not on medium- or long-term issues, resulting in a broadening gap between water supply and water demand. Implementation of a water conservation program across the region will help to address this gap in the most cost-effective way.
Justification: Iraqi Kurdistan has faced water shortages in previous years, and an over-arching water conservation program, including demand reduction, will be a relatively easily implemented first step in addressing these shortages. The Strategy for Water and Land Resources in Iraq (2015) recommends many irrigation projects across the country for rehabilitation and reclamation, and for improving irrigation efficiency. The agricultural sector presents by far the greatest opportunity for water savings and should be the initial focus for water conservation program implementation.
Legal or policy considerations: A new committee or organization should be formed with responsibility to oversee the recommended conservation program, probably being a subcommittee of the Higher Committee on Water Resources (see Recommendation 2). This would require policy changes in current water resources management, as well as new policy linkages between the new committee and existing ministries and authorities involved in water production and distribution. There would need to be a requirement for existing ministries and authorities to work with the water conservation group on data collection, prioritization, and implementation of water conservation strategies. Funding would have to be provided for the committee to conduct activities and would need the authority to fund and implement water conservation projects. Farmers in particular would need to be provided incentives to participate in water conservation programs.
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Implementation process: This recommendation will involve several intermediate goals, to be achieved over the next five years and that targets all relevant sectors: municipal, agricultural, and industrial sectors.
First, the water conservation subcommittee should be set up to develop and prioritize plans for water conservation and to coordinate with all government entities having responsibilities related to water and opportunities to oversee conservation efforts. This committee should report to the Higher Council of Water Resources.
Second, specific goals should be set, including a per capita consumption target (for example, achieving 150 liters/person/day consumption by 2030). This goal could even be added to the recommendation explicitly (i.e. “Achieve 150 liter/person/day per capita consumption for urban populations by 2030”). Third, setting an appropriate water rate structure will also be required, consistent with Recommendation 1.
The agriculture sector will be a major focus of this recommendation, where the largest savings can be made. In the agriculture sector, conservation can only be achieved through outreach or university extension programs and using appropriate incentives. Soil conservation and health, which is related to water conservation, should be a specific focus, as they have been neglected to date. Plants growing in healthy soil require much less water and fertilizer than plants in poor or degraded soil. The role of the private sector should also be considered. Marketing and education (e.g. through social media, school curriculum development, writing contests, TV, and radio) will be required for municipal conservation as it has proven to be very effective elsewhere. Public awareness and use of the media will be the main tools used to educate people regarding water conservation. A media campaign to encourage people to conserve water would also be useful. Marketing, education, and incentives to conserve need to be developed and well publicized.
Next Steps: A first and crucial first step will be to develop bylaws for the subcommittee. The subcommittee will then coordinate with organizations that have responsibilities related to water and work with them on developing opportunities for conservation.
R7: Develop a Long-Range Comprehensive Water Supply Plan
Background: The development of water management strategies to address the gap between water supply and demand is one of the most important responsibilities of water resources managers. Water supply is constrained by the physical availability of water, but also legal barriers and infrastructure constraints. All three must be considered when conducting gap analyses. Furthermore, water availability should be dictated not by an average year, hydrologically, but by dry conditions. In Texas for example, water planning is based on the stated desire to have enough water to meet demand during a repeat of the worst drought on record, which for most parts of the state occurred in the 1950’s. Iraqi Kurdistan has an interesting, politically complex and worrying situation in that there is a trend in decreasing surface water availability, and groundwater levels have been declining as well. Furthermore, population and associated demand have been growing rapidly as a result of strife in neighboring countries, and other issues. These factors make water planning that much more important for Iraqi Kurdistan. Water planning in the past has focused on large-scale projects (dams and associated reservoirs) that have not been funded and thus not benefitted the community. A modern approach to water supply planning considers a broad and diverse array of water management strategies, including demand-reducing measures (conservation - see Recommendation 6), which is typically the most cost-effective way to address water needs.
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Justification: Generally, the cost of water planning is a very small fraction of the cost of implementing water management strategies and the consequences of making poor decisions on major infrastructure dwarf the effort needed to make right decisions. A good approach to water planning is an open and inclusive process that brings stakeholders together to share information, identify water supply gaps, prioritizes needs and helps secure funding. The plan and its implementation are then supported by the community and expenditure of tax-payer or rate-payer funds are more easily defended and justified.
Legal or policy considerations: In the past, consultants have been brought in from other countries to lead water planning efforts, often involving desktop methods and a top-down approach. In other words, plans are developed based on information that is readily available to the ministries and which are based on a high-level view of the region. In order for water management strategies to benefit all stakeholders, the process needs to be broader, transparent and inclusive. In line with Recommendations 1 and 2, the process also has to include and involve every organization that has responsibility related to the authorization and/or funding of water management strategies.
Implementation process: While new laws related to water supply panning might be needed, the Workshop participants recommend that the General Directorate of Water and Sewerage (GDWS) host the water planning process, creating a new department and adopting communication protocols with other agencies and stakeholders as needed. Initial tasks should involve the development of a comprehensive hydrologic study of the region (groundwater and surface water) to better understand water availability and where drought resilience needs to be enhanced. The study should also identify data gaps that need to be filled. Concurrently, the KRG should begin the development of a long-range regional water plan that involves stakeholders, forecasts long-term water needs, describes and prioritizes a range of water management strategies to be implemented over a 30 year (or more time frame), and describes the cost of implementation. The development of the plan should take no more than five years and should be revisited periodically in the future, as conditions change. The long-range water supply plan is consistent with and will rely upon all of the other recommendations put forward in this document and which are supported by the Workshop participants.
Next Steps: The first action that needs to take place is to the water resources planning department within the GDWS. Then goals and a set of rules for conducting activities need to be developed, including a communication protocol. To achieve sustainability and promote capacity-building, it is important that Iraqi Kurds lead this planning initiative, with input from outside sources as needed.
R9: Improve Management and Regulation of Solid Waste
Background: Solid waste management in Iraq primarily consists of open air dumping and burning of garbage. Whether the waste is from domestic/municipal, oil refineries and other factories, or construction sites, all these wastes are taken directly and without any treatment to dumps near large cities or towns for disposal. There is little to no sorting of waste so that both hazardous and non- hazardous wastes are intermixed. Recycling (or upcycling) of materials is practiced informally. Some metals are removed from the waste stream and melted into ingots to ship out of the country, but recycling is limited.
Justification: There is no organized composting of organic material. Garbage pickers working in the larger dumping sites, and often residing along the margins of these sites as well, are exposed to a host of biohazards and toxic wastes. Burning of garbage is common, causing a range of health
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impacts to communities and environments downwind. Most relevant to the focus of the Workshop, waste leachate, resulting from rainwater percolating through landfill sites, is causing extensive ground and surface water pollution.
Legal or policy considerations: The two most encompassing and important environmental laws in Iraq and the Kurdistan region are the Protection and Improvement of the Environment of Iraq law (Law 27 of 2009) and the Protection and Improvement of the Environment of Kurdistan law (Law 8 of 2008). These laws outline the general environmental protections and the principles of protection for water, air, soil, biodiversity, natural heritage, and toxic substances. Also, Law 3 of 20|0 of Kurdistan (Environmental Protection and Improvement Board in Kurdistan Region-Iraq) includes additional guidance to Law 8 of 2008. Also, the Act of Forests in the Kurdistan Region of Iraq (No. IO of 20l2) prohibits the dumping of garbage on forestlands.
In general, the legal structure is in place for the regulation of waste and waste disposal, but they are often too vague, and regulation is poor. Furthermore, fines are not imposed or are an insufficient deterrent to polluters who improperly and illegally disposal of waste.
Implementation process: Funding and legislation are needed that are focused on the cleanup of waste disposal sites and fines for the improper disposal of waste. Furthermore, funding is needed for the construction of new sanitary landfills. These sites must keep hazardous wastes (including biohazards such as toxic and infectious agents from hospitals) separate from non-hazardous wastes and be sited where environmental damage is minimized. At these new sites, the government should investigate the opportunities for turning waste materials into a new energy source. Also, at the new sites, and for the sector in general, solid waste recycling projects are needed (including metal and glass recycling and organic composting facilities). There have been companies that have provided recycling of solid waste in some areas, but many were stopped or failed to succeed. This needs more attention so that we can find ways to support this sector as well as regulate recycling companies to ensure they also abide by environmental rules.
A subcommittee of the Higher Committee on Water Resources is needed that will develop a comprehensive hazardous waste management strategy for Kurdistan Iraq. The subcommittee should recommend and prioritize the development of safe, acceptable methods and facilities for managing hazardous waste. This strategy should, at a minimum, describe the technologies available for recycling, treating, storing, transporting, and disposing of waste. The subcommittee should also prioritize cleanup activities and the creation of new landfills. The subcommittee should coordinate with the Ministries of Health, Environment and Municipalities in Baghdad, under the auspices and authority of the Higher Committee on Water Resources.
Next Steps: The emphasis to date has been to study the issue but there have been numerous studies and reports and much data has already been collected. Immediate actions now should be focused on reversing the environmental and public health decline we are seeing due to poor waste management practices, through priorities set by the Solid Waste committee and funding received from central government and/or outside sources.
R10: Treat All Wastewater and Consider Reuse in the Agricultural Sector
Background: Water pollution has a significant impact on the life of the individual, family and community. Changing the physical, chemical, or biological properties of water can make it unsuitable for drinking or domestic consumption, as well as not fit to be used in agriculture or industry. Water
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quality is not only important for human health, but also has a significant impact on food security and industrial development.
The ecological health of a river is a good indicator of the health of humans that depend on it and the strength of the local economy. Rapid urbanization and widespread industrialization have inevitably resulted in an increased concentration of hazardous pollutants in unmanaged and untreated wastewater that is discharged into streams and rivers in Iraqi Kurdistan. The increasing level of pollution in all rivers due to domestic and industrial effluent discharges represents a serious threat to human health, living resources and ecological systems. Iraqi Kurdistan rivers and streams are exposed to high levels of pollution while they are flowing alongside of large urban areas, and eventually join other rivers downstream, polluting those to an ever, increasing degree. At the same time, technology has advanced so far in the water and wastewater sectors that we now build treatment facilities that can clean wastewater so well that it is fit for human consumption. Kurds need to take advantage of these technological advances.
Justification: The presence of contaminants in discharged wastewater continues to be a major concern because of their toxicity, accumulation in the food chain, and persistence in nature. Exposure to some of these pollutants, even at trace levels, can be a risk to human beings and is detrimental to the environment. All wastewater needs to be effectively captured and treated prior to discharge and at the same time, more effective use of this treated wastewater needs to be investigated. Water is important for a wide range of human activities, from cultivation of vegetables to aquaculture, as well as power generation, transport, tourism and entertainment. Preserving these water resources by treating and removing contaminants in wastewater makes water safe for downstream users: for drinking, agriculture and industry.
Legal or policy considerations: The government of Kurdistan should consider implementing a policy to treat ALL municipal waste prior to discharge into the environment. A reasonable time frame for implementation is 2035. A further need is for current laws to be loosened such that wastewater treated to meet certain standards can be used in the agricultural sector.
Implementation process: Beyond adopting goals for treating all wastewater, and funding the design and construction of such facilities, the Water Resources Institute (Recommendation 11) should be assigned the task of looking for opportunities to apply advanced treatment technologies for reuse of wastewater in some part of the region, in the agriculture sector, with a pilot study then implemented. Another possible use of treated wastewater is for recharge of underlying aquifers. In some parts of the world, treated wastewater that has percolated through a large depth of sand that has provided a very effective filter and increased the available of clean, fresh water for nearby water users. This latter investigation should be coordinated with the implementation of Recommendation 4, on groundwater sustainability.
Next Steps: Prioritize cities for the design and construction of wastewater treatment facilities, building on reports and recommendations that have been developed by the WHO, UN, and Iraqi government agencies.
R11: Create Training, Outreach and Water Data Management Centers
Background: At the moment there is a lack of information-gathering and sharing of water quality and quantity data, which compromises the ability of water resources managers to develop sound water management strategies. There is no formal communication strategy between the various
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governmental entities with authority and/or responsibilities related to water. Furthermore, there are no directives related to sharing data between stakeholders or mandates to make that data available to the public. The whole region also suffers from a loss of institutional knowledge related to the management of water resources and training programs to build the capacity of current and future government employees is needed.
Justification: The region needs better coordination of actions and sharing of information between various stakeholders. In order to make good decisions related to water for the future of Iraqi Kurdistan, authorities need the best information they can get – information that adequately represents the current and historical situation, and that provides confidence in the outcome of those decisions. The quality of those decisions is compromised when good and extensive information is not available. The KRG will need to spend trillions (1012) of Iraqi Dinars over the next decade to meet clean water supply needs for the region, however the benefits of making this investment are likely an order of magnitude greater. It makes sense therefore, to invest a very small percentage of this amount in data collection, training and public outreach to make sure those investments are properly chosen, justified, publicly discussed, prioritized and implemented. A further need is for scientific data and technical studies to be “translated” for more effective communication with stakeholders and policy-makers. Legal or policy considerations: A policy of data-sharing and open communication must be implemented for the region. The Workshop participants suggest that two organizations be created: a Water Resources Institute which would coordinate research, training, outreach, continuing education and certification programs related to water and wastewater; and a Water Data Management Center (WDMC) which would be located in one of the government agencies and host all data collected by both academia and government entities. A major task for the WDMC will be to assess the quality of the data collected and to develop data collection protocols. The WDMC will further need to make best use of Geographic Information Systems (GIS) in order to make the data visually appealing, readily accessible and easily digested by stakeholders. Rules and regulations would need to be created to give these entities the authority to perform their duties, and funding would need to be provided in order for them to have the resources to deliver on the expectations laid out herein. Implementation process: Coordination between the universities will be needed in order to choose a host and agree upon communication protocols. It makes sense for an engineering or science department to take the lead, however it is very important to engage other departments in the process: social studies, communication, etc. It is also strongly recommended that the host university and Water Resources Institute develop relationships with other universities and organizations in and outside of Iraq, to share ideas, technological advances, and for general capacity- building. These other entities might also be able to support the process with funding. For the Water Data Management Center, a host government entity will need to be chosen and then a strategy paper developed that identifies data types and sources to be hosted, hardware and software needs, file-sharing protocols, etc. Next Steps: The two organizations need to be formed as soon as possible, with bylaws and goals developed shortly thereafter.
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RECOMMENDATIONS - GANTT CHART OF ACTIVITIES Q3 & Responsible & Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- Apr- Jun- Recommendation Action Item May-20 Q4 2021 2022 2023 2024 2025 Accountable 19 19 19 19 19 19 19 20 20 20 20 20 2020 Streamline the Process for R1 Implementing Water Management Strategies Allow the GDWS and/ or Proposed Ministry of Water Resources to collect the fees and KRG-Council of 1 invest the income into Ministers existing water infrastructure and build new ones Development of a unified water law and 2 consideration of water KRI Parliament availability as a national security issue
Improve the Dialog between Water R2 Managers and Decision-Makers Forming the Higher KRG-Council of Committee of Water Ministers Resources Development of high- KRG-Higher level water resources 1 Committee of management priorities Water Resources for the region Quarterly Meeting GOI and KRG- between Higher Higher 2 Committee of Water Committee of Resources and GOI Water Resources MWR
Adopt and Implement R3 Sustainability in the Management of Water Resources Form a small informal committee and task with developing a definition of KRG-Higher sustainability, with 1 Committee of metrics for measuring Water Resources performance in implementation.
Achieve Sustainable R4 Use of Groundwater
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Formation of the KRG-Council of 1 Groundwater Ministers Commission Data collection program Groundwater 2 on aquifers Commission Development of recharge area Groundwater 3 delineations, aquifer Commission protection plans Development of Groundwater 4 regulation to protect Commission groundwater resources
Achieve R5 Continuous Water Supply Service KRG-General Activate the water Directorate of 1 meters functionality and Water and fee-based charges Sewerage (GDWS) Constant water 2 KRG-GDWS awareness campaigns Develop and enforce regulations enabling the GDWS to disconnect service for failing KRI-Parliament payment, impose and execution by 3 penalties for late Council of payment, Ministers and determine consequences of illegal tapping
R6 Create an Effective Water
Conservation Program Develop awareness KRG-GDWS & curriculum for school 1 Ministry of age on water Education conservation Media product for water 2 conservancy awareness - KRG-GDWS short video and text 20-30 minutes video on processes how water reach to their taps to KRG-GDWS & present in schools at 3 Ministry of one stage or more for Education student
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Q3 & Responsible & Jul- Aug- Sep- Oct- Dec- Jan- Feb- Mar- Apr- Jun- Recommendation Action Item Jun-19 Nov-19 May-20 Q4 2021 2022 2023 2024 2025 Accountable 19 19 19 19 19 20 20 20 20 20 2020 Develop a Long- Range R7 Comprehensive Water Supply Plan KRG-General Formation a strategic Directorate of 1 planning department Water and within GDWS Sewerage Conduct gap analysis and hydrologic study for KRG-GDWS - surface and groundwater 2 Strategic Planning resources to determine Department long term supply and demand KRG-General Development of a long Directorate of range strategic water Water and 3 management plan for 30 Sewerage- years and more. Strategic Planning Department
Update Drinking R8 Water Quality Standards Formation of water KRG-General quality committee from Directorate of 1 academia and Water and government Sewerage KRG-GDWS - Set new quality standard 2 Water Quality for drinking water Committee Develop testing facilities, KRG- enhancing lab technical GDWSWater - 3 skills and define water Quality testing protocols for Committee water providers
Improve Management and R9 Regulation of Solid Waste KRG-Higher Forming a solid waste 1 Committee of management committee Water Resources KRG-Solid waste Development of waste 2 management management protocol committee 3
Treat All Wastewater and R10 Consider Reuse in the Agricultural Sector
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Reviewing the available reports and recommendations KRG-Higher 1 developed by UN on Committee of waste water reuse to Water Resources adopt applicable portions for KRI KRG-Higher Committee of Determine the number Water Resources and locations of 2 and KRG-General wastewater treatment Directorate of facilities’ construction Water and Sewerage Starting construction of KRG-Higher 3 wastewater treatment Committee of facilities to completion Water Resources
Create Training, Outreach and R11 Water Data Management Centers Forming outreach and KRG-Higher 1 water data Management Committee of center Water Resources Develop a KRG-Higher communication strategy Committee of paper with academia and Water Resources related departments on 2 and KRG-General domestic and Directorate of international levels for Water and exchanging ideas and Sewerage information Develop protocol of KRG-Higher 3 sharing information with Committee of external parties Water Resources
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ANNEX 11: XIZMAT AWARENESS & BRANDING STRATEGY FINAL REPORT | INNOVATIVE COMMUNICATION & STRATEGIES
On August 25, 2018, Development Alternatives Inc. (DAI), and Innovative Communication and Strategies(ICS) signed the Purchase Order# PUR-EBL-18-0136 to assist the Kurdistan Regional Government (KRG) in its efforts to reduce the number of personal visits to service department for inquiries concerning requirements to obtain government services. This was done through developing and promoting a service platform - https://services.gov.krd/
The original duration of the project was from Aug 25th to Dec 09th 2018, and later extended to March 31, 2019 at no further cost. The project was completed and closed on March 31, 2019 after all items were delivered, except the Kurdish language website review. This was initially agreed to standardize language across the platform, but later declined by the beneficiary. ICS didn’t bill DAI for this item.
Background:
KRG/DPMO started the reform project in 2014. There was a focus on finding an electronic alternative for citizens of the KRG to access and obtain information online about direct services their government provides in order to reduce the number of physical visits to service department offices. This includes information such as which services are provided, where, which departments supply them, specific requirements, fees, etc. The data collection phase helped KRG departments to unify rules and identify internal issues related to service delivery within the KRG. The outcome was captured in the service portal, https://services.gov.krd/
The KRG wanted support in developing the website and the communication and messaging strategy, especially for the introductory phase of the first 6 months starting September 2018 ending March 31, 2019. USAID/IGPA – DAI contracted with InCoStrat for two major tasks:
Task 1: Launch an Awareness Campaign
Task 2: Craft and Implement a Branding Strategy
Activities:
Task 1
InCoStrat wrote communication strategies for the awareness campaign which captured both messaging and media production, a communications plan, and a branding strategy. ICS experienced early delays in USAID IGPA/Takamul Final Report 2 the approvals stage due to the timings of the Kurdistan elections, which naturally dominated focus through December 2018. Final approvals were sought on Dec 11, 2018. ICS communicated with DAI regarding USAID branding requirements to ensure compliance, which was secured on January 30, 2019.
During the period of the Awareness Campaign, ICS developed and published three videos on its partner pages to increase awareness of the website and try and reach the maximum possible audience. ICS also trained two DPMO Facebook account managers to assist in developing their technical capacities in order to publish the products, reply to comments and again reach the
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maximum possible audience. The training successfully took place, but not all recommendations are being taking forward by the DPMO. We assess this decision to negatively affect sustainability.
ICS tried to reach the maximum number of Kurdistan NGOs in order to promote the website among organizations who both reach our intended audience themselves, but also play a role in monitoring KRG efficiency efforts long after the project ends. ICS contacted 4,360 Kurdish NGOs, offering links to the website, videos and encouraging them to both republish content and provide feedback. As a follow up, 230 active NGOs were contacted via phone calls.
ICS designed printed materials as required (42K brushers, 2K posters and 50 rollups), which were passed to the 23 ministry and service departments for distribution amongst KRG offices and unions working on relevant services.
During the awareness campaign, ICS efforts were focused on creating awareness among Kurdistan society, NGO and media organizations. ICS also produced TV videos which were supplied to the DPMO to be broadcast to ensure the traditional media consumers were reached. These were not broadcast due to lack of funding.
Task 2:
ICS developed and delivered to the DPMO exciting branding collateral. Despite enthusiasm for it, this collateral wasn’t successfully used for reasons that are unclear. This is unfortunate, as the branding would have been an important tool in creating an enduring and popular identity for the website,
We conducted training for all Quality Assurance members from the 23 KRG Ministry and Service departments in addition to the planned DPMO service team, including Facebook account managers. This ensured that awareness could percolate through the relevant Ministries and Departments, as well as providing further trained officers able to build awareness via their Ministry/Department tools. The branding training educated participants in digital marketing, branding and promotion as to how they can most effectively increase the awareness among the KRG service departments; inform the ministries of the importance of the service; publish videos on their website and Facebook accounts; in addition to conducting trainings for the public sector employees in their Departments to ensure everyone within KRG is aware of the website and consider it. This training took place in Erbil on March 25, 2019. Ten specific videos were created for the ten most visited Departments, which were available to publish on Facebook, websites and also on TVs in the physical waiting areas of Service Departments.
Throughout the implementation phase, ICS encountered a lack of coordination between service project supervisors and Service Departments. We made significant progress overcoming that through our participatory training, which strengthened internal cohesion and encouraged Service Departments to complete missing services and provide feedback. The DPMO are well positioned to take this further following ICS intervention.
Outcomes
Videos only on ICS partner pages reached 650,000 pages with a total 235,000 viewers. 278 pages re- shared the videos.
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https://www.facebook.com/watch/?v=936345556554631 https://www.facebook.com/watch/?v=2280016422213032 https://www.facebook.com/watch/?v=236470903958003 https://www.facebook.com/272663696685301/videos/2627173610656554/ https://www.facebook.com/125322071470724/videos/462099394327418/ https://www.facebook.com/AvanFarisJaff/videos/238748277065423/ https://www.facebook.com/Julie.adnan.hassan/videos/226684251619817/ https://www.facebook.com/phtiuan.it/videos/2323844707892876/ https://www.dngo.gov.krd/Article-225 https://m.facebook.com/story.php?story_fbid=2278227359120177&id=2261127624163484 https://www.instagram.com/p/BuW6EFBH6K3/?utm_source=ig_share_sheet&igshid=176uii oaq23ev
Service Website:
Prior to the contract, the service website https://services.gov.krd/ had on average 35 visitors/day. The project objective was to increase this to 200/day. By project completion, we achieved 660 viewers/day.
Training:
Thirty our participants from different Service Ministry and Departments attended ‘train the trainer’ sessions. They will now deliver further training and publish and distribute materials within KRG until all Service Departments are covered. Furthermore, a communication and update system was agreed, contacts between participants and service project supervisors were shared via WhatsApp, Viber and emails to complete missing information and provide real-time updates. Both DPMO and participants agreed to start meeting individually in order to establish better relations and implement the sustainability plans.
Issues and Challenges
• ICS created branding collateral which were shared with the KRG DPMO’s office. The materials were not used for reasons not entirely clear but centered around timing. We do not share this assessment.
• There were a number of delays to implementation as a result of:
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o Time consuming DAI internal procedures. By the time the PO was signed and background check completed, the website was launched already.
o The launch of the project right before the KRG elections, which diverted significant attention throughout the KRG, and inhibited KRG officials from making decisions. This caused significant delay to implementation.
o Lack of timely responses by the KRG, especially the authorized person from beneficiary side of DPMO
USAID’s branding was only secured on January 30, 2019. When added to the delays outlined above, this almost doubled the life of the project. ICS secured a ‘no-cost’ extension which allowed full project delivery but did not address the inevitable internal cost to ICS of such a delay.
The decision not to take forward specific technical recommendations to improve access for the huge proportion of citizens who primarily or exclusively consume information via mobile phone is likely to inhibit the long-term success of the website. Not having an app was another challenge.
The portal hasn’t yet captured some important services, such as the Passport and Residency service that are frequently requested by citizens and could be very successfully addressed by the website. The DPMO strategy of wanting only a gradual increase in visitors to allow amendment and technical fixes had some benefits, but a ‘closed Beta’ trial to identify and correct issues followed by an energetic push to drive traffic to the website would inevitably have produced greater results.
The project does contain some political bias through unbalanced exposure in favor of the PUK ICS tried to overcome this by creating videos of both the PM and DPM and to tweet about the website, but so far, the PUK-aligned DPM has dominated. This realignment could still happen, which would de-politicize the website.
Not having sufficient funds for traditional media advertisement left many citizens, especially the non- digitally literature, with little or no information about the existence of the website.
Having a website in Kurdish only excludes Arabic (or English) speakers from accessing it.
Recommendations
In order to increase take-up and usage of the website, ICS recommends:
• Create apps for the website. • Translation of the most popular services into English and Arabic. • Advertise on TV and Radio. • Complete missing information and add the remaining services. • Create a mobile friendly version of the website, including dropdown lists”. • Activate the Facebook account linked to the service website. • Add links of service departments to the website. • Add feedback links next to each one of the services and follow up. • Dropbox link: https://www.dropbox.com/sh/oqouvdvnccpbvz4/AACl2i2FgWRKTY5pjqd_1u20a?dl=0
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ANNEX 12: IGPA/TAKAMUL’S MEDIA COVERAGE
DATE IGPA ACTIVITY TITLE OR DESCRIPTION POSTED BY LINK(S) 3-Jan Development of Children and youngsters have always been an Baghdad Amanat – Citizens https://www.facebook.com/alwae.a Provincial important component of the community. Awareness b.iq/posts/2204838523067842 Communication and Educational messages are delivered through Department 6-Jan Public Outreach children in a wider aspect as it is shared in Al-Rasheed https://www.facebook.com/permali Strategies schools and homes. Directorate nk.php?story_fbid=341190839818 322&id=100017822260930
7-Jan Media Al-Karkh https://www.facebook.com/permali Municipality’ nk.php?story_fbid=518610025328 270&id=100015378318120
9-Jan Baghdad Amanat – Citizens https://www.facebook.com/alwae.a Awareness b.iq/posts/2208058726079155 Department 8-Jan Mobile Citizen Monitoring and awareness team in cooperation Monitoring and https://www.facebook.com/permali Complaint Desk with USAID funded IGPA/Takamul’s Tawasul Awareness Team - nk.php?story_fbid=389043671856 "Tawasul II" team held an awareness campaign on water and Babil 113&id=293972358029912 solid waste management in Babil.
9-Jan Development of The Iraq Civic Action Network NGO working Iraq Civic Action https://www.facebook.com/ShbktFl Oversight together with IGPA/Takamul as part of the Network NGO AlmdnytAlraqyt/posts/2362295900 Mechanisms for Social Accountability Groups (SAG) on a field 450277 Key Public Services survey in Babil on trash collection and water through Social services Accountability Groups (SAG) 10-Jan Support CSOs to play a The World Organization for Human Rights World Organization for https://www.facebook.com/permali role in oversight and published USAID-funded IGPA/Takamul’s Human Rights (WOHR) nk.php?story_fbid=205079142501 accountability for water coordination mechanisms for CSOs and PG as 4285&id=921013141325458 and SWM services. issued by COMSec
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14-Jan Development of Babil door-to-door survey in al-Hilla and Abi Babil for All https://www.facebook.com/bablylo oversight mechanisms Gharaq districts capture citizen satisfaction on Organization n.ngo/posts/2529260957089205 for key public services water and SWM services. through SAGs 14-Jan Review and “Small- and Medium-SBDs workshop for the Iraqi Contractors https://www.facebook.com/permali improvement of Private Sector.” The workshop provided Federation (ICF) nk.php?story_fbid=265945742074 provincial procurement participants from the private sector in the 6187&id=1920085161350087 systems, especially provinces of Baghdad, Diyala, Anbar, Kirkuk, aspects related to water Wasit and Ninawa with an overview of USAID- supply and SWM funded IGPA/Takamul’s small- and medium- services. SBDs. The Project seeks to significantly and sustainably expand its support by qualifying the private sector to gain distinguished knowledge and be experts in this field as well as be able to prepare their tenders according to the MOP’s instructions regarding SBDs. 14-Jan Mobile citizen complaint Babil government’s monitoring and awareness Monitoring and https://www.facebook.com/permali desk "Tawasul II" team held a meeting with IGPA/Takamul’s Awareness Team - Babil nk.php?story_fbid=392294931530 Tawasul team to discuss a new mechanism of 9 87&id=293972358029912 trash collection in Babil. 15-Jan Mobile citizen complaint Based on the community forum that the Monitoring and https://www.facebook.com/permali desk "Tawasul II" monitoring and awareness team held on Awareness Team - Babil nk.php?story_fbid=392727161487 November 20,2018 to discuss trash collection 764&id=293972358029912 and water management services, the team is now working with IGPA/Takamul’s Tawasul team on an awareness and cleaning campaign in Babil. 15-Jan Development of Children and teens have always been an Baghdad Amanat – citizens https://www.facebook.com/alwae.a provincial important component of the community. Awareness department b.iq/posts/2211482742403420 communication and Educational messages are delivered to children 15-Jan public outreach as a way of spreading the information wider https://www.facebook.com/alwae.a strategies through their schools and homes. b.iq/posts/2211485892403105
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20- Mobile Citizen Monitoring and Awareness team of Babil met Monitoring and https://www.facebook.com/permali Jan Complaint Desk with IGPA/Takamul’s Tawasul team along with Awareness team - Babil nk.php?story_fbid=395543331206 "Tawasul II" officials from al-Midhatiah District’s Water, 147&id=293972358029912 Waste and Sewage Directorate to address challenges and improve services delivered. 21- Capacity improvement Capacity building training for PEDs from Anbaa Alyoum News http://www.anbaaalyoum.com/new Jan of Performance Baghdad, Anbar and Diyala on performance s/index.php?more Evaluation Department monitoring, evaluation as well as how to report =15100#.XEgo3FwzZPY (PED) staff in on the water supply and SWM in a bid to performance improve citizen service delivery. monitoring, evaluation and reporting on water supply and waste management
22- Mobile Citizen IGPA/Takamul’s Tawasul team worked in Monitoring and https://www.facebook.com/permali Jan Complaint Desk cooperation with the Monitoring and Awareness team - Babil nk.php?story_fbid=396523684441 "Tawasul II" Awareness team in Babil, the Babil Government 445&id=293972358029912 and CSOs on a door-to-door awareness and cleaning campaign. 23- Review and A small- and medium-size SBDs conference was Iraqi Contractors Federation https://www.facebook.com/permali Jan improvement of held for the private sector in Najaf. nk.php?story_fbid=267731533229 provincial procurement 3729&id=1920085161350087 system, especially on aspects related to water supply and SWM 24-Jan Support to CSOs to Starts Humanitarian Organization working Starts Humanitarian https://www.facebook.com/stars. play a role in oversight together with IGPA/Takamul to address Organization org.hum/posts/224655196560180 and accountability for citizen’s needs in al Noor, al Jihad, Mohammed 7 water al Baqer and Shanshool districts - Babil to supply and solid waste improve water and trash collection services management after fixing the main water pipelines
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25-Jan Development of One-day training for Baghdad SAGs to define Oxygen Hope Volunteer https://www.facebook.com/permali oversight mechanisms goals and objectives to develop action plan. Team nk.php?story_fbid=540826433099 for key service delivery 220&id=100015156045732 targets by Social Accountability Groups Al Teeba Organization https://www.facebook.com/perma (SAG) including: youth for Relief and Development link.php?story_fbid=30448381020 (YAG), women 1809&id=134508227199369 (WAG), and vulnerable populations (VP) Ambassadors https://www.facebook.com/perma Environment NGO link.php?story_fbid=22468258255 90216&id=1588999121372893
28-Jan Establishment of Workshop for the PED under the HCCPSec Baghdad Governorate https://www.facebook.com/baghd Provincial Performance and heads of the provincial PEDs to present Performance and quality ad.governorate.1/posts/34668982 Evaluation Department and discuss coordination mechanisms and the evaluation department 6174717 (PED) next steps required to ensure the PEDs will Media perform its tasks, functional and have a clear technical role in the improvement of services. 29-Jan Support to CSOs to We’re Still Fine Organization for Humanitarian We’re Still Fine https://www.facebook.com/ba7.fin play a role in oversight Aid started its own awareness campaign in Organization for e/ posts/808630186204075 and accountability for Amiriat al Smood – Anbar Based off Humanitarian Aid water IGPA/Takamul workshops, the organization supply and solid waste distributed 3000 awareness brochures to management citizens, the next step will be a cleaning campaign
5-Feb Establishment of Dr. Torhan al-Mufti met with IGPA/Takamul to HCCPSec https://www.facebook.com/permali PED discuss the Federal and Provincial PEDs’ action nk.php?story_fbid=128081853872 plans. 3932&id=511338999005227
5-Feb Support to CSOs to play Al-Salam Center for Strategic Studies is working Al-Salam Center for Strategic https://www.facebook.com/karbala a role in oversight and with the Binaa al-Insan Organization and Studies a.sewerge/posts/12005141967665 accountability for IGPA/Takamul to observe waste in Shatt al- 07 water supply and Arab-Basra between al-Shaheed Mohammed al- SWM Baqer Bridge and Greenland areas.
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6-Feb Revitalization of the The Karbala PPDC - in cooperation with Media of Karbala https://www.facebook.com/permali PPDC IGPA/Takamul - held a public hearing to address Sewage Directorate nk.php?story_fbid=288844855133 citizen issues and suggestions to improve the 583&id=141150849902985 services delivered in Karbala Sewage Directorate 7-Feb Mobile Citizen Delivery of drinking water to al-Hayy al-Askari Monitoring and https://www.facebook.com/permali Complaint Desk district, which serves more than 30,000 citizens Outreach team nk.php?story_fbid=404800360280 "Tawasul II" this issue has been discussed through the 444&id=293972358029912 community forum held by the Monitoring and Outreach Team and IGPA/Takamul’s Tawasul team.
11-Feb Support to CSOs to play Narkal Foundation for Women and Children Narkal Foundation for https://www.facebook.com/nfcwc/ a role in oversight and working together with IGPA/Takamul to Women and Children p osts/395216757953883 accountability for water improve water and solid waste management supply and services. solid waste management 12-Feb Introducing IGPA/Takamul met with Salah al-Din Noor al-Balad Radio https://www.facebook.com/noorba USAID- Funded Governor’s Office key staff including the Deputy l adfm/posts/1224514621040711 IGPA/Takamul to Governor, Mr. Amar Hikmet, to introduce 12-Feb Salah al-Din IGPA/Takamul’s work. Salah al-Din TV channel https://www.youtube.com/watch?v Deputy Governor =-AofwWmnqZA
12-Feb Development of People of faith working together with Awareness Department https://www.facebook.com/alwae.a provincial IGPA/Takamul to develop the communication Mayoralty of Baghdad b.iq/posts/2228087597409601 communication and and public outreach on “Clean public outreach Your Doorsteps” cleaning campaign strategies 16-Feb Implement assistance Support the conduct of public hearing to Basrah Governor https://www.facebook.com/low275 packages for Civil prioritize project planning for 2019 plan in Deputy Hasan al-Najar /p osts/2518451398184280 Society Organizations Basrah (CSO), Social Accountability Groups (SAG), and Citizens Advisory Boards (CAB)
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17-Feb Mobile Citizen Complaint The monitoring and outreach team held a Monitoring and Outreach team https://www.facebook.com/permali Desk meeting with Tawasul to discuss lack of water nk.php?story_fbid=410955876331 Tawasul II services in al-Ghazali and al-Khamisia areas and 559&id=293972358029912 prepare for an awareness campaign in cooperation with CSOs 19-Feb Mobile Citizen Complaint After three months, the monitoring and Monitoring and Outreach team https://www.facebook.com/permali Desk Tawasul II outreach team in cooperation with Tawasul nk.php?story_fbid=411958712897 with Babil Water Directorate linked a 1-km 942&id=293972358029912 water pipeline to serve more than 5,000 citizens in Thawra al-Gharbia area in Babil 20-Feb Development of a unified IGPA/Takamul held a public hearing in Wasit Wasit Province https://www.facebook.com/wasitpr Provincial Council (PC) province to address citizens needs and discuss ovince.gov.iq/posts/209632096379 organizational structure the annual investment plan for the upcoming 0552 year 20-Feb Team Essaouira https://www.facebook.com/Essaoui Volunteer ra team/posts/266919944204865
20-Feb Development of provincial A cleaning campaign, “Clean your Doorstep,” Awareness Department - https://www.facebook.com/alwae.a communication and public communication and public outreach Mayoralty of Baghdad b.iq/posts/2233126000239094 outreach https://www.facebook.com/alwae.a b.iq/posts/2232947500256944
https://www.facebook.com/alwae.a b.iq/posts/2232944393590588
https://www.facebook.com/alwae.a b.iq/posts/2232943456924015
25-Feb Service The Parliament Member Huda Sajjad Mahmoud Huda Sajjad Mahmoud – https://www.facebook.com/permali Delivery – Objective 1 visited the Ministry of Planning and met with the Parliament Member nk.php?story_fbid=226257221406 Director General of Contracts Department, Ms. 2786&id=100009300881396 Azhar, and USAID IGPA/Takamul to draft a law on partnership between the private sector and the public sector (PPP). They set a meeting next week with the Parliament President to discuss the law and send it for legislation.
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25-Feb Mobile Citizen Hashemiah Municipality Directorate in Babil Deputy https://www.facebook.com/157346 Complaint cooperation with IGPA/Takamul’s Governor 2869554766/videos/407511646480 Desk "Tawasul Tawasul team working with and Distribution of 772/ II" Petroleum Products Directorate to pave the internal roads of al- Hashemiah District 26-Feb Oversight and Toor Seenin organization trained by Toor Seenin CSO https://www.facebook.com/ToorSe Accountability IGPA/Takamul visited the municipal council in enin/posts/1263236957161045 Al-Dabouni and met 15 mukhtars, citizens, and schools to address citizen’s needs. It is interesting to note that all the needs of the citizens have been fully raised by the committee's recommendations in the Council. This is clear evidence of transparency and high credibility by the administration. 26-Feb Mobile Citizen The services campaign carried out by the Babil Monitoring and Awareness https://www.facebook.com/permali Complaint Monitoring and Awareness team nk.php?story_fbid=415682922525 Desk "Tawasul Team of the Municipality of Babil continued its 521&id=293972358029912 II" work in cooperation with IGPA/Takamul’s Tawasul team in al-Qasim District by lifting large amounts of rubble and waste from the streets. 27-Feb Oversight and Toor Seenin organization trained by Toor Seenin CSO https://www.facebook.com/ToorSe Accountability IGPA/Takamul visited the municipal council in enin/posts/1263614550456619 Taj al-Din and met with mukhtars and citizens to address citizen’s needs.
1-Mar Development of diversity and Two-day workshop to discuss action plans for Women Empowerment https://www.facebook.com/permali inclusion toolkits to guide upcoming events, trainings and capacity building Department -Babil nk.php?story_fbid=221911108481 gender efforts of PWDs in IGPA/Takamul’s six focused 6478&id=841011349293132 mainstreaming provinces. across all activities
2-Mar Development of provincial Baghdad Amanat – Citizens Awareness Baghdad Amanat – Citizens https://www.facebook.com/178232 communication and public Department working together with Awareness 3358652696/posts/223879752300 outreach strategies IGPA/Takamul on Clean your Door cleaning Department 5275?sfn s=mo campaign to develop communication and public outreach.
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4-Mar Revitalization of the Training targets the PPDCs in Babil, Najaf, Dhi Karbala Municipality Directorate https://www.facebook.com/permali PPDC Qar, Maysan as well as participants from Wasit, nk.php?story_fbid=312636812695 Anbar and Karbala to replicate their practice 933&id=128925611067055 with the new provinces, in addition to participants from the HCCPSec and provincial Emerging Leaders. 5-Mar Implement APs for Connecting the sub-committees from Baghdad al-Jisr Municipality https://www.facebook.com/aljisir/p utilities Municipalities with the main committees in osts/2054297908024038 order to discuss and approved the AS-IS model and improve other models by discussing the survey and identifying the obstacles and difficulties in generating action plans to solve these problems. 5-Mar Development of provincial Baghdad Amanat – Citizens Awareness Baghdad Amanat – Citizens https://www.facebook.com/178232 communication and public Department working together with Awareness 3358652696/posts/224047622283 outreach strategies IGPA/Takamul on Clean your Door cleaning Department 7405?sfn s=mo campaign to develop communication and public outreach. 5-Mar Mobile Citizen A five-day cleaning campaigns accomplished by Babil Monitoring and https://www.facebook.com/permali Complaint Desk the monitoring and awareness team in Babil in Awareness Team nk.php?story_fbid=419185082175 "Tawasul II" cooperation with 305&id=293972358029912 IGPA/Takamul’s Tawasul team in al-Iskandaria district.
9-Mar Development of oversight The event implemented by SAG members Best Pearl of all Pearls https://www.facebook.com/permali mechanisms for key service (including minorities, and CSOs), and Organization for Family and Child nk.php?story_fbid=213660560976 delivery targets by community leaders. The goal of this event is to Care 8980&id=919818964780990 CSOs and SAGs reach out to citizens and share information on water conservation, trash collection, and how It's My Right https://www.facebook.com/permali to contact the government for feedback. Humanitarian nk.php?story_fbid=987345798131 Organization 038&id=185953114936981
Durarul Iraq Association for https://www.facebook.com/Duraru Humanitarian Development l/po sts/2227010420856375
Unlimited Support NGO https://www.facebook.com/groups/ 1832254510384864/permalink/237 5374026072907?sfns=mo
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10- SAG Ninewa conducts a survey for both Sama al-Mousul TV https://www.facebook.com/103400 Mar services (water and 595 SWM) in Ninewa province 3364600/posts/207254044284447 4?sfn s=mo 12- Development of diversity A two-day workshop to discuss action plans for Provincial Women https://www.facebook.com/permali Mar and inclusion toolkits to upcoming events, trainings and capacity building Empowerment nk.php?story_fbid=123947665288 guide gender efforts of Provincial Women Empowerment Department – Baghdad 3023&id=958786610952030 mainstreaming Department in six provinces. Governorate across all activities 12- Implement assistance A two-day training to build the capacity of Afaq Foundation to https://www.facebook.com/afaq20 Mar packages for CSOs, SAGs CSOs in planning and budgeting to enable them Support Women NGO 10/p osts/1620848381392195 and Citizens Advisory Boards to monitor public expenditure, evaluate planning process and play an effective oversight role in Wasit province. 13- Mobile Citizen Babil Monitoring and Awareness Team worked Babil Monitoring and https://www.facebook.com/permali Mar Complaint Desk together with IGPA/Takamul’s Tawasul team on Awareness team nk.php?story_fbid=422601255167 "Tawasul II" a cleaning campaign in Jurf al-Nahar; removed 021&id=2 rubbles from Al-Zahra neighborhood along with 93972358029912 holding an awareness campaign for water and waste management services by CSOs. 14- Development of Baghdad Amanat – Citizens Awareness Baghdad Amanat – Citizens https://www.facebook.com/alwae.a Mar Provincial Department working together with Awareness b.iq/posts/2245704788981215 Communication and Public IGPA/Takamul on “Clean Your Door” campaign Department 16- Outreach to develop communication and public outreach. https://www.facebook.com/alwae.a Mar Strategies b.iq/ videos/400594850731680/
17- https://www.facebook.com/alwae.a Mar b.iq/posts/2247482602136767
18- https://www.facebook.com/alwae.a Mar b.iq/ videos/408372386604013/
https://www.facebook.com/alwae.a b.iq/posts/2248017918749902
https://www.facebook.com/alwae.a b.iq/posts/2248015138750180
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https://www.facebook.com/alwae.a b.iq/posts/2248013802083647
https://www.facebook.com/alwae.a b.iq/posts/2248012045417156
https://www.facebook.com/alwae.a b.iq/posts/2248009768750717
https://www.facebook.com/alwae.a b.iq/posts/2248007715417589
19- https://www.facebook.com/alwae.a Mar b.iq/ videos/396240847621052/
20- https://www.facebook.com/alwae.a Mar b.iq/posts/2248954281989599
https://www.facebook.com/alwae.a b.iq/posts/2248952588656435
17- Implement APs for CSOs, Two-day workshop for 25 CSO representatives Amira Addai, Member of https://www.facebook.com/permali Mar SAGs and Citizens from Anbar province on oversight and Anbar’s PC nk.php?story_fbid=226635718358 Advisory Boards communications. 6853&id=1463033917252521 (CAB) 18- Rationality Foundation for Cultural https://www.facebook.com/permali Mar Development and nk.php?story_fbid=300194260648 Improvement 6197&id=631823296831485
Al-Takatof Foundation for https://www.facebook.com/takatf/p Orphans Care osts/2120739834891430
Bayariq al-Khair NGO https://www.facebook.com/permali nk.php?story_fbid=596240827506 635&id=251801065283948
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18- Basrah Municipality working together with Besreatta https://www.facebook.com/116086 Mar IGPA/Takamul and CSOs on “Asharna 9534017558/posts/1907215412716 Cleaner,” a 10-day cleaning campaign in Ashaar 296?sfn s=mo area. 19- Basrah Municipality https://www.facebook.com/416815 Mar Media 041995436/posts/8374581299311 23?sfns= mo
20- Development of oversight A two-day training for the Baghdad SAG on Takween Organization for https://www.facebook.com/Takwe Mar mechanisms for key service how to conduct a door-to-door survey Architectural and engo/posts/1932444923530679 delivery targets by Planning consultancy CSOs and SAGs 21- Development of Baghdad Amanat – citizens Awareness Baghdad Amanat – citizens https://www.facebook.com/alwae.a Mar Provincial department working together with Awareness department b.iq/posts/2249889568562737 24- Communication and Public IGPA/Takamul on Clean your Door cleaning https://www.facebook.com/alwae.a Mar Outreach campaign to develop the communication and b.iq/posts/2251696598382034 Strategies public outreach 25- https://www.facebook.com/alwae.a Mar b.iq/videos/1044381605771175/
27- https://www.facebook.com/alwae.a Mar b.iq/posts/2253234078228286
24- Basrah Municipality working together with Media of Basrah Municipality https://www.facebook.com/permali Mar IGPA/Takamul and CSOs on “Asharna Cleaner nk.php?story_fbid=840264846317 “, a 10 days cleaning campaign in Ashaar area. 118&id=416815041995436
25- Technical A two-day workshop for al-Ramadi Municipality Al-Rutba al-Zaitoon Street https://www.facebook.com/permali Mar Advisory services for Anbar Directorate to discuss and approved the AS-IS nk.php?story_fbid=259810591638 provincial Municipality model and survey for three functions to identify 041&id=197830004502767 directorate obstacles and develop action plan for solutions.
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31- Implement assistance plans Public hearing sessions and women’s forums in Luay al-Yassiry – Najaf https://www.facebook.com/437215 Mar (AP) for CSO, SAGs and Najaf determine project priorities and ensure Governor 036392470/posts/2091232164324 Citizens that they are taken into consideration by local 074?sfns =mo Advisory Boards (CAB) governments as part of the planning and budgeting processes.
https://www.facebook.com/USAIDTakamul/
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ANNEX 13: CIVIL SOCIETY ORGANIZATIONS ENGAGED BY IGPA/TAKAMUL CSOs ENGAGED BY IGPA/TAKAMUL - ANBAR SUPPORT # ORGANIZATION/DEPARTMENT NAME DATE ENGAGED NAME OF TRAINING OTHER ACTIVITIES PROVIDED Oversight, Accountability, Behavior Change 1 Tamouz Organization for Social Development February 26-27, 2019 Training Communication, Planning and Budgeting Taiba Feminist Organization for Social Oversight, Accountability, Behavior Change 2 February 26-27, 2019 Training Welfare Communication, Planning and Budgeting The United Iraqi Medical Society for Relief and Oversight, Accountability, Behavior Change 3 February 26-27, 2019 Training Development Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 4 Al-Takatof Association for Orphans Care February 26-27, 2019 Training Communication, Planning and Budgeting Alwaleed Organization for Relief and Human Oversight, Accountability, Behavior Change 5 February 26-27, 2019 Training Development Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 6 Youth and Student’s Organization of Iraq February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 7 Rushd Foundation for Cultural Development February 26-27, 2019 Training Communication, Planning and Budgeting Al-Khair Association for Widows and Oversight, Accountability, Behavior Change 8 February 26-27, 2019 Training Orphans care in Fallujah Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 9 Namaa Foundation for Development February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 10 Organization of Love and Peace in Iraq February 26-27, 2019 Training Communication, Planning and Budgeting Organization of Iraqi Peace Apostles and Oversight, Accountability, Behavior Change 11 February 26-27, 2019 Training Human Rights Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 12 Al-Haq for Human Rights Foundation February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 13 Al-Rafidain Cultural Center February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 14 Iraqi Youth Solidarity Association February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 15 Aban Organization for Special Needs February 26-27, 2019 Training Communication, Planning and Budgeting Saqr Organization for Development and Oversight, Accountability, Behavior Change 16 February 26-27, 2019 Training Humanitarian Relief Communication, Planning and Budgeting
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World Hope Organization for Relief and Oversight, Accountability, Behavior Change 17 February 26-27, 2019 Training Development Communication, Planning and Budgeting Al-Sa'i Organization for Reconstruction and Oversight, Accountability, Behavior Change 18 February 26-27, 2019 Training Human Services Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 19 Civilizations Earth Foundation February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 20 Shuaa Al-Amal Foundation for Orphans Care February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 21 Fallujah Women Cultural Center February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 22 Anbarna for Development and Reconstruction February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 23 Biarq Al-Amal Charity Organization February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 24 Lenhya Bislam for Peaceful Coexistence February 26-27, 2019 Training Communication, Planning and Budgeting Sabe Sanabel Organization for Relief and Oversight, Accountability, Behavior Change 25 February 26-27, 2019 Training Development Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 26 Irada Foundation for Iraqi Students and Youth February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 27 Dream for General Services February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 28 Country of Civilizations Society February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 29 Al-Ahad to Defend the Detainees Rights February 26-27, 2019 Training Communication, Planning and Budgeting Rama Organization for Environmental Oversight, Accountability, Behavior Change 30 February 26-27, 2019 Training Protection Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 31 Nabd Al-Hayat for General Services February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 32 Nour Al-Hikma Organization for Relief February 26-27, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 33 Sheikh Foundation for Healthcare in Iraq February 26-27, 2019 Training Communication, Planning and Budgeting Women Association for Widows and Oversight, Accountability, Behavior Change 34 February 26-27, 2019 Training Orphans in Ameriyya Communication, Planning and Budgeting Love and Peace Forum for Students and Oversight, Accountability, Behavior Change 35 February 26-27, 2019 Training Youth Communication, Planning and Budgeting
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CSOs ENGAGED BY IGPA/TAKAMUL - BABIL
SUPPORT # ORGANIZATION/DEPARTMENT NAME DATE ENGAGED NAME OF TRAINING OTHER ACTIVITIES PROVIDED Oversight, Accountability, Behavior Change 1 Iraqi Together for Human Development February 27-28, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 2 Babil Organization for Human Rights February 27-28, 2019 Training Communication, Planning and Budgeting Participated in door to door survey to assess Iraqis Without Borders for Sustainable Oversight, Accountability, Behavior Change 3 February 27-28, 2019 Training the citizen satisfactory on the delivered Development Communication, Planning and Budgeting services, on 8 and 9 Jan 2019 Industrial Organization and Craftsmen of Oversight, Accountability, Behavior Change 4 February 27-28, 2019 Training Babil Province Communication, Planning and Budgeting Participated in door to door survey to assess Middle East Forum for Intellectuals and Oversight, Accountability, Behavior Change 5 February 27-28, 2019 Training the citizen satisfactory on the delivered Teachers of English Language Communication, Planning and Budgeting services, on 8 and 9 Jan 2019 Participated in door to door survey to assess Oversight, Accountability, Behavior Change 6 Babylon Organization for All February 27-28, 2019 Training the citizen satisfactory on the delivered Communication, Planning and Budgeting services, on 8 and 9 Jan 2019 Women's Rights for Relief and Oversight, Accountability, Behavior Change 7 February 27-28, 2019 Training Development Center Communication, Planning and Budgeting Participated in door to door survey to assess Oversight, Accountability, Behavior Change 8 Omaima Women's Rights Organization February 27-28, 2019 Training the citizen satisfactory on the delivered Communication, Planning and Budgeting services, on 8 and 9 Jan 2019 Participated in door to door survey to assess Ma'an Foundation for Better Life for Oversight, Accountability, Behavior Change 9 February 27-28, 2019 Training the citizen satisfactory on the delivered Human and Community Development Communication, Planning and Budgeting services, on 8 and 9 Jan 2019 Participated in door to door survey to assess Oversight, Accountability, Behavior Change 10 Human Star Organization February 27-28, 2019 Training the citizen satisfactory on the delivered Communication, Planning and Budgeting services, on 8 and 9 Jan 2019 Oversight, Accountability, Behavior Change 11 Akkad Cultural Institute February 27-28, 2019 Training Communication, Planning and Budgeting Participated in door to door survey to assess Al-Mezan Center for Support of the Rule Oversight, Accountability, Behavior Change 12 February 27-28, 2019 Training the citizen satisfactory on the delivered of Law Communication, Planning and Budgeting services, on 8 and 9 Jan 2019
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Babylon Center for Rehabilitation of Oversight, Accountability, Behavior Change 13 February 27-28, 2019 Training Widows and Orphans Communication, Planning and Budgeting Food for Agricultural Development Oversight, Accountability, Behavior Change 14 February 27-28, 2019 Training Organization Communication, Planning and Budgeting Organization of Iraqi Peace Apostles for Oversight, Accountability, Behavior Change 15 February 27-28, 2019 Training Human Rights Communication, Planning and Budgeting Rafidain Youth Organization for Human Oversight, Accountability, Behavior Change 16 February 27-28, 2019 Training Rights Communication, Planning and Budgeting
CSO’S ENGAGED BY IGPA/TAKAMUL – NAJAF
SUPPORT # ORGANIZATION/DEPARTMENT NAME DATE ENGAGED NAME OF TRAINING OTHER ACTIVITIES PROVIDED Oversight, Accountability, Behavior Change 1 Tahqqeq Amal Al-Maraa Foundation February 27-28, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 2 Iraqi Women Foundation February 27-28, 2019 Training Communication, Planning and Budgeting Participated in the public hearing session Oversight, Accountability, Behavior Change held in Najaf province to determine projects 3 Al-Rasid Center for Human Rights February 27-28, 2019 Training Communication, Planning and Budgeting priorities for public investment 2020 budget on March 30, 2019. Charitable Foundation for Health Programs Oversight, Accountability, Behavior Change 4 February 27-28, 2019 Training Development Communication, Planning and Budgeting Twa Organization for Development and Oversight, Accountability, Behavior Change 5 February 27-28, 2019 Training Human Rights Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 6 Al-Manhg Educational Institute February 27-28, 2019 Training Communication, Planning and Budgeting Organization for Human Rights Defence in Oversight, Accountability, Behavior Change 7 February 27-28, 2019 Training Najaf Communication, Planning and Budgeting Participated in the public hearing session Oversight, Accountability, Behavior Change held in Najaf province to determine projects 8 Al-Fajr for Development & Development Es February 27-28, 2019 Training Communication, Planning and Budgeting priorities for public investment 2020 budget on March 30, 2019. Oversight, Accountability, Behavior Change Participated in the public hearing session 9 Al-Ehsan Organization for Human Rights February 27-28, 2019 Training Communication, Planning and Budgeting held in Najaf province to determine projects
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priorities for public investment 2020 budget on March 30, 2019. Oversight, Accountability, Behavior Change 10 Independent Civil Association February 27-28, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 11 Tent of Iraq Cultural Foundation February 27-28, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 12 Al-Arjwan Media Technical Est February 27-28, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 13 Association of Culture Capital Academy February 27-28, 2019 Training Communication, Planning and Budgeting Participated in the public hearing session Amal Al-Hayat Foundation for Culture and Oversight, Accountability, Behavior Change held in Najaf province to determine projects 14 February 27-28, 2019 Training Information Communication, Planning and Budgeting priorities for public investment 2020 budget on March 30, 2019. Shams Foundation for Women in the Middle Oversight, Accountability, Behavior Change 15 February 27-28, 2019 Training Euphrates Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 16 Malath for Family and Child Development February 27-28, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 17 Najaf Youth Organization February 27-28, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 18 Iraqi Human Rights Organization February 27-28, 2019 Training Communication, Planning and Budgeting
CSOs’ ENGAGED BY IGPA/TAKAMUL – WASIT
SUPPORT # ORGANIZATION/DEPARTMENT NAME DATE ENGAGED NAME OF TRAINING OTHER ACTIVITIES PROVIDED Oversight, Accountability, Behavior Change 1 Ibn Al-Iraq Humanitarian Cultural Foundation February 27-28, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 2 Graduates of Colleges and Institutes in Wasit February 27-28, 2019 Training Communication, Planning and Budgeting Al-Azhar Association for Family and Child Oversight, Accountability, Behavior Change 3 February 27-28, 2019 Training Welfare Communication, Planning and Budgeting Al-Kawthar Association for Needy Families Oversight, Accountability, Behavior Change 4 February 27-28, 2019 Training Care Communication, Planning and Budgeting
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Participated in the public hearing session Al-Inbthaq Association for Development and Oversight, Accountability, Behavior Change held in Wasit province to determine 5 February 27-28, 2019 Training Economic Development Communication, Planning and Budgeting projects priorities for public investment 2020 budget on February 30,2019. Participated in the public hearing session Peace Ambassadors Foundation for Human Oversight, Accountability, Behavior Change held in Wasit province to determine 6 February 27-28, 2019 Training Rights in Wasit Communication, Planning and Budgeting projects priorities for public investment 2020 budget on February 30,2019. Participated in the public hearing session Ashour Foundation for Development and Oversight, Accountability, Behavior Change held in Wasit province to determine 7 February 27-28, 2019 Training Human Rights Communication, Planning and Budgeting projects priorities for public investment 2020 budget on February 30,2019. Participated in the public hearing session Oversight, Accountability, Behavior Change held in Wasit province to determine 8 Human Rights Monitoring Foundation February 27-28, 2019 Training Communication, Planning and Budgeting projects priorities for public investment 2020 budget on February 30,2019. Oversight, Accountability, Behavior Change 9 Iraqi Association for Athlete’s Care February 27-28, 2019 Training Communication, Planning and Budgeting Al-Hawra Association for Women Oversight, Accountability, Behavior Change 10 February 27-28, 2019 Training Rehabilitation Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 11 Human Rights Organization February 27-28, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 12 Jannan Al-Rahma Foundation for Orphans February 27-28, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 13 Ana Wasit Women and Child Support February 27-28, 2019 Training Communication, Planning and Budgeting Participated in the public hearing session Oversight, Accountability, Behavior Change held in Wasit province to determine 14 Afaq Women Support Foundation February 27-28, 2019 Training Communication, Planning and Budgeting projects priorities for public investment 2020 budget on February 30,2019. Oversight, Accountability, Behavior Change 15 Munkth Al-Ansan Society Charity February 27-28, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 16 Media Peace Center February 27-28, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 17 Youth Art Association February 27-28, 2019 Training Communication, Planning and Budgeting Johhod Organization to Develop Youth Oversight, Accountability, Behavior Change Participated in the public hearing session 18 February 27-28, 2019 Training Capacities Communication, Planning and Budgeting held in Wasit province to determine
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projects priorities for public investment 2020 budget on February 30,2019. Participated in the public hearing session Oversight, Accountability, Behavior Change held in Wasit province to determine 19 Al-Mada Foundation for Human Rights February 27-28, 2019 Training Communication, Planning and Budgeting projects priorities for public investment 2020 budget on February 30,2019. Participated in the public hearing session Oversight, Accountability, Behavior Change held in Wasit province to determine 20 Youth Future Organization for Human Rights February 27-28, 2019 Training Communication, Planning and Budgeting projects priorities for public investment 2020 budget on February 30,2019. Oversight, Accountability, Behavior Change 21 Youth Cultural Center February 27-28, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 22 Al-Akhwa Foundation for Orphan’s Care February 27-28, 2019 Training Communication, Planning and Budgeting Participated in the public hearing session Oversight, Accountability, Behavior Change held in Wasit province to determine 23 Woman democratic Organization* February 27-28, 2019 Training Communication, Planning and Budgeting projects priorities for public investment 2020 budget on February 30,2019.
CSOS ENGAGED BY IGPA/TAKAMUL – BASRAH
SUPPORT # ORGANIZATION/DEPARTMENT NAME DATE ENGAGED NAME OF TRAINING OTHER ACTIVITIES PROVIDED Participated in the public hearing session held Al Taqwa Association for Women's and Oversight, Accountability, Behavior Change in Basrah province to determine projects 1 March 6, 2019 Training Children's Rights Communication, Planning and Budgeting priorities for public investment 2020 budget on February 25-26, 2019. Al-Taif for Research & Development Oversight, Accountability, Behavior Change 2 March 6, 2019 Training Foundation Communication, Planning and Budgeting Participated in the public hearing session held Oversight, Accountability, Behavior Change in Basrah province to determine projects 3 Al-Salam Center for Strategic Studies March 6, 2019 Training Communication, Planning and Budgeting priorities for public investment 2020 budget on February 25-26, 2019. Oversight, Accountability, Behavior Change Participated in the public hearing session held 4 Mandaean Association March 6, 2019 Training Communication, Planning and Budgeting in Basrah province to determine projects
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priorities for public investment 2020 budget on February 25-26, 2019. Participated in the public hearing session held Oversight, Accountability, Behavior Change in Basrah province to determine projects 5 Durr Al-Iraq for Human Development March 6, 2019 Training Communication, Planning and Budgeting priorities for public investment 2020 budget on February 25-26, 2019. Participated in the public hearing session held Oversight, Accountability, Behavior Change in Basrah province to determine projects 6 Human Building for Development March 6, 2019 Training Communication, Planning and Budgeting priorities for public investment 2020 budget on February 25-26, 2019. Oversight, Accountability, Behavior Change 7 Al-Mayamain Humanitarian Foundation March 6, 2019 Training Communication, Planning and Budgeting Participated in the public hearing session held Oversight, Accountability, Behavior Change in Basrah province to determine projects 8 Amin Association for Relief and Development March 6, 2019 Training Communication, Planning and Budgeting priorities for public investment 2020 budget on February 25-26, 2019. Participated in the public hearing session held Durrat Al-Dular Organization for Family and Oversight, Accountability, Behavior Change in Basrah province to determine projects 9 March 6, 2019 Training Child Care Communication, Planning and Budgeting priorities for public investment 2020 budget on February 25-26, 2019. Oversight, Accountability, Behavior Change 10 Al-Soroor for Women and Children March 6, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 11 Mn Haqi Organization March 6, 2019 Training Communication, Planning and Budgeting Participated in the public hearing session held Oversight, Accountability, Behavior Change in Basrah province to determine projects 12 Al-Arqam Cultural Charitable Society March 6, 2019 Training Communication, Planning and Budgeting priorities for public investment 2020 budget on February 25-26, 2019. Participated in the public hearing session held Al-Ethar Foundation for Disabled Person’s Oversight, Accountability, Behavior Change in Basrah province to determine projects 13 March 6, 2019 Training Care Communication, Planning and Budgeting priorities for public investment 2020 budget on February 25-26, 2019. Participated in the public hearing session held Oversight, Accountability, Behavior Change in Basrah province to determine projects 14 Ana Basri for Development March 6, 2019 Training Communication, Planning and Budgeting priorities for public investment 2020 budget on February 25-26, 2019. Oversight, Accountability, Behavior Change 15 Al-Ghaab Al-Hadir Society March 6, 2019 Training Communication, Planning and Budgeting
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Participated in the public hearing session held Al-Manahil Association for the Development of Oversight, Accountability, Behavior Change in Basrah province to determine projects 16 March 6, 2019 Training Women Communication, Planning and Budgeting priorities for public investment 2020 budget on February 25-26, 2019. Participated in the public hearing session held Oversight, Accountability, Behavior Change in Basrah province to determine projects 17 Al-Fayhaa Association for Development March 6, 2019 Training Communication, Planning and Budgeting priorities for public investment 2020 budget on February 25-26, 2019. Participated in the public hearing session held Armenian Basrah Organization for Relief and Oversight, Accountability, Behavior Change in Basrah province to determine projects 18 March 6, 2019 Training Development Communication, Planning and Budgeting priorities for public investment 2020 budget on February 25-26, 2019.
CSOS’ ENGAGED BY IGPA/TAKAMUL – BAGHDAD
SUPPORT # ORGANIZATION/DEPARTMENT NAME DATE ENGAGED NAME OF TRAINING OTHER ACTIVITIES PROVIDED Oversight, Accountability, Behavior Change 1 Support Center for Educational Mentors February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 2 Shabab Biladi Foundation for Development February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 3 Mn Aglak Cultural Center February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 4 Women's Flower Organization February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 5 Iraqi Society for Breast Cancer February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 6 The Iraqi Center for Human Rights Studies February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 7 Masir for Anti-Human Trafficking February 20-21, 2019 Training Communication, Planning and Budgeting Al Kawthar Association for Children and Oversight, Accountability, Behavior Change 8 February 20-21, 2019 Training Orphans Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 9 Peace Youth Organization February 20-21, 2019 Training Communication, Planning and Budgeting
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Oversight, Accountability, Behavior Change 10 Educational Creativity Center February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 11 Al - Noor Cultural Foundation February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 12 Queen Ur Foundation February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 13 Al-Zouhor for Disabled Development February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 14 Iraqi Women Foundation February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 15 Raboua Al-Rasheed Agricultural Organization February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 16 Al-Shahida Bint Al-Huda Student Association February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 17 Harab Center for Studies and Research February 20-21, 2019 Training Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 18 Oyoon for Human Culture February 20-21, 2019 Training Communication, Planning and Budgeting Tarboyoon Foundation for Reform and Oversight, Accountability, Behavior Change 19 February 20-21, 2019 Training Development Communication, Planning and Budgeting Al-Aghsan for Agricultural and Environmental Oversight, Accountability, Behavior Change 20 February 20-21, 2019 Training Development Communication, Planning and Budgeting Al-Shahba Foundation for Women and Oversight, Accountability, Behavior Change 21 February 20-21, 2019 Training Children Communication, Planning and Budgeting Oversight, Accountability, Behavior Change 22 Salam Al-Rafdin Organization February 20-21, 2019 Training Communication, Planning and Budgeting Hona Al-Shabab organization jointly with Takamul team had a fruitful meeting with Oversight, Accountability, Behavior Change Baghdad Directorate of Municipality (7 Nissan 23 Hona Al-Shabab Organization February 20-21, 2019 Training Communication, Planning and Budgeting sector). Hona Al-Shabab raised some complaints to the 7 Nissan sector which have been taken from citizens on February13, 2019
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ANNEX 14: IGPA/TAKAMUL’S PROCUREMENT ASSISTANCE USING STANDARD BIDDING DOCUMENTS PROCUREMENT ASSISTANCE USING SBDs SINCE THE BEGINNING OF THE PROJECT TO MARCH 31, 2019
AWARD ESTIMATED STATUS AS OF AWARD POPULATION # PROVINCE PROJECT NAME STEPS TAKEN AMOUNT COST MARCH 31, 2019 DATE BENEFITED (USD) Bids Analysis Committee recommended to award the contract to Ashur General Company, one of the specialized Awarded to company affiliated to Ministry of Ashur General Construction Batteh Construction, Housing & Public Contracting Jan 3, 1 Babil 6,333,333 6,333,333 1,730,000 Bridge Works (MCHPW), The Awarding Company 2019 Letter is pending approval from Implementation Ratification of the Central period: 600 days Committee for the review and approval of contracts headed by Babil Governor. The project was recorded in 2019 procurement plan with intention to announce it during the current fiscal year. The request wanted to ensure that the documents will Design and match the British loan standards implementation of the Project recorded 2 Babil (International Standards) and to - 970,000 Hillah sewage 801,014,041 avoid any obstacles to occur during in 2019 budget network the evaluation and award process. A common committee from (MCHPW) Minister, Babil Governor, Sewage General Director, designs manager, and three members from Babil GO
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were established to decide the procurement method, select the consultant, approve the committee’s decision and raise to specialists and form a committee to implement the project. Babil governor will form another committee from Sewage GD, expert from MCHPW, and three other members.to study, evaluate, and award the project. Announced- Awaiting the Supply advanced decision of the Re-advertising due to lack of project 3 Dhi Qar dentistry laboratory 183,333 Evaluation - 30,000 estimation cost (Phantom) Committee to proceed to awarding Awarded to Al Supply power IGPA-PAU provided technical Zina Kirkuk Kirkuk transformers and Dec 6, 4 383,333 support by SBD application for Company 383,333 40,000 RFAATO drinkable water 2018 goods; and the tender is advertised pumps Implementation period: 50 Re-study and modify the prepared designs, 60,000 for the implementation of IGPA-PAU provided technical Implementation sewage rainwater and heavy support by helping them prepare phase water ways (sewage Jul 29, treatment 5 Basrah 39,625,000 the conditions of contract Implementation 39,625,000 networks) and 2018 plant and agreement according to SBDs and period: 1,080 stations; establishment 24,000 Iraqi Laws days of a sewage treatment for pipe line project in accordance with the international
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standards adopted in the sewer sector. In addition to tiling, covering, side work and sidewalks works of streets according to the basic design of the Hartha Sector in Basrah AWARD ESTIMATED STATUS AS OF AWARD POPULATION # PROVINCE PROJECT NAME STEPS TAKEN AMOUNT COST MARCH 31, 2019 DATE BENEFITED (USD) Awarded to Supply drinkable Technical support in SBD Alwaad Alsadeq water pumps for application for the procurement of Engineering Dec 13, 6 Basrah 9,563 9,163,000 4,000,000 Basrah Water goods and to prepare the contract Company 2018 Directorate agreement and follow up Implementation Period: 210 days Awarded to Supply spare parts to Technical support in SBD Alwaad Alsadeq maintain drinkable application for the procurement of Engineering Dec 13, 7 Basrah 8,720,558 8,720,550 4,000,000 water networks and goods and to prepare the contract Company 2018 pipes agreement and follow up Implementation Period: 210 days Supply spare parts to Technical support in SBD maintain drinkable application for the procurement of 8 Basrah - Tanfeeth Mubasher - 3,000 water networks and goods and to prepare the contract pipes agreement and follow up IGPA-Procurement Assistance Unit Supply submersibles In the process of (PAU) provided technical support 9 Basrah to Basrah Sewage 5,366,667 awarding to Supply project by helping prepare the SBD for the - Directorate Xylem Company procurement of goods
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IGPA-PAU provided technical Implementation of support by conducting two Technical four carrier lines - workshops on Oct. 13-14, 2018 to support provided Management and provide technical support re for SBD
10 Basrah Economy College 64,631,863 investment plan and the mechanism application and Pending 1,400,000 - Street, Sinalco Street, of listing the projects between follow up with Olympic Street, and Basrah GO and MOP; and on Nov. Basrah al-Najebia Street 25-29, 2018 to help prepare SBD Governorate for the procurement of works
Complete the work of Awarded to the municipality and Abraj al-Emara the remaining Dec 20, 11 Basrah 5,581,042 Company 6,600,000 15,000 infrastructure of the 2018 al-Amel District in al- Implementation Deer period: 300 days Technical Construction of a support provided lifting station in al- for SBD Baraadiya area, and 12 Basrah 909,057 application and Pending - 47,000 connection to the follow up with existing main sewer Basrah line. Governorate Awarded to al- Completion of the Narjes Company, Dec 18, 13 Basrah infrastructure of Yasin 42,303,695 Implementation 46,700,000 500,000 2018 Khreibat period: 600 days
Technical Rehabilitation and support provided maintenance of two 14 Basrah 2,303,263 for SBD - 100,000 wastewater lifting application and stations 16 and 17 in follow up with
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al-Hussain residential Basrah area Governorate Supply electrical IGPA-PAU provided technical Awarded to al- transformers for support by helping prepare SBD for Fadhl AL Kabeer Dec 13, 15 Basrah 5,416,667 5,366,666 4,000,000 Basrah Distribution the procurement of goods and the Company 2018 Directorate two tenders advertised 30-day period AWARD ESTIMATED STATUS AS OF AWARD POPULATION # PROVINCE PROJECT NAME STEPS TAKEN AMOUNT COST MARCH 31, 2019 DATE BENEFITED (USD)
Supply Electrical Awarded to al- Transformers for Fadhl AL Kabeer Dec 13, 16 Basrah North Basrah 2,082,080 1,519,000 4,000,000 Company 2018 Distribution Directorate 30-day period Awarded to the Study, design and joint venture of implement 3000 cubic Aldeer Iraqi meters per hour company and Jan. 30, 17 Basrah 87,500,000 83,291,670 280,000 water desalination Kalite British 2019 plant in Muhellah Company district Implementation period: 365 days. Emergency IGPA-PAU provided technical maintenance of Al - In the process of 18 Basrah 450,000 support by helping prepare SBD for - 200,000 Zubayr bridge and awarding small work procurement approaches IGPA-PAU provided technical Direct invitations Consultancy Services support by conducting two sent to 9 for the water scarcity workshops: Feb. 9-11, 2019 to 19 Basrah 7,500,000 companies on - and pollution of the prepare technical proposal; and, Feb .02,2019 and rivers in Basrah Feb. 27-28, 2019 to help prepare waiting to evaluation report and bid opening receive the
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proposal submission from companies According to Al Basrah's The project is listed in the Governor, single Rehabilitation of Um COMSEC decision No. 48 for invitation was 20 Basrah Qasir - Safwan Road 22,500,000 2019, IGPA-PAU provided - sent to Al Saif Al for lorries technical support by helping Khaled Company prepare the SBD for the project requesting its bid submission A direct invitation sent to Study, design, and Chinese company Upon the request of a Basrah implementation of and the project official request, IGPA-PAU 5000 cubic meters per in awarding 21 Basrah 29,166,667 supported to prepare the SBD for - hour water treatment procedures (The Turnkey Project, PAU conducted a plant in al-Abbas Energy China - technical meeting on Dec .30, 2018 Water Project International Belt Way Construction) Direct invitation sent to IGPA-PAU provided technical companies and Supply, installation, support by helping prepare the waiting the 22 Muthanna operation of security 8,583,333 - 700,000 SBD for project and tender ready decision of the cameras for direct invitation evaluation committee for awarding Implementation of Awarded to IGPA-PAU visited Anbar sewer network in Noori Hamad Mar 17, 23 Anbar 442,500 Governorate on Jan. 9-10, 2019 442,000 2,000 different Jumaa 2019 and prepared the SBDs (small measurements and Construction
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lengths for drainage of business) for this project and the Company rain water and surface tender ready for direct invitation implementation water in the area of period: 135 days. the Jame'ayah Al Thanya and Al Zuhour Al Thanya the District of Hit AWARD ESTIMATED STATUS AS OF AWARD POPULATION # PROVINCE PROJECT NAME STEPS TAKEN AMOUNT COST MARCH 31, 2019 DATE BENEFITED (USD) MOO’s Oil Products IGPA-PAU provided technical Distribution Company support by helping prepare SBD for The project was 24 Ninewa (OPDC) construction 8,025,000 - 3.5 million project (medium business) and announced of the building (Mosul prepare the tender for advertising branch) Prepare designs for pumping station and treatment station and prepare cost IGPA-PAU provided technical Baghdad estimation and bill of 25 support by helping prepare SBD for Follow up - Amanat quantities for al- project Khansaa Sewage network project in Baghdad (Consultant Services document) Audit the designs for pumping station and IGPA-PAU provide the technical Amanat treatment station and support by helping prepare the 26 Follow - Baghdad prepare cost estimate consultancy services SBD for this and bill of quantities project for al-Khansaa Sewage network project in
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Baghdad (Consultant Services document) Implement sewage IGPA-PAU provided technical network for 761A Amanat support by helping prepare the 27 District in Baghdad 3,660,875 Follow - Baghdad consultancy services SBD for this (Small works project document) Implement sewage network for 753A IGPA-PAU provided technical Amanat 28 District in Baghdad 2,611,250 support by helping prepare small Follow - Baghdad (Small works work SBD for project document) Sewage and rain IGPA-PAU provided technical 29 Maysan network of Hay 16,889,108 support by helping prepare small Follow - Algamea'a work SBD for project Sewage and rain IGPA-PAU provided technical 30 Maysan network of Hay 5,671,292 support by helping prepare small Follow - Algamea'a work SBD for project Trash Collection (Cleaning the areas outside the boundaries of the IGPA-PAU provided technical Announced – 31 Baghdad municipal institutions 25,423,333 support by helping prepare SBD for awaiting to open - of the Directorate of project bid Municipalities of Baghdad Province and adjacent area) Prepare studies and Supreme designs of the building IGPA-PAU provided technical 32 Judicial of the Court of 2,310,000 support by helping prepare SBD of Follow - Council Cassation (Obelisk RFP Hammurabi)
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TOTAL 1,205,596,853 208,144,553
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