Quarterly Report April 1, 2019 – June 30, 2019
USAID IGPA/TAKAMUL
IRAQ GOVERNANCE & PERFORMANCE ACCOUNTABILITY PROJECT (IGPA/TAKAMUL) QUARTERLY REPORT APRIL 1, 2019 – JUNE 30, 2019
Program Title Iraq Governance and Performance Accountability Project (IGPA/Takamul) Sponsoring USAID Office USAID Iraq Contract Number AID-267-H-17-00001 Contractor DAI Global LLC Date of publication July 30, 2019 Author IGPA/Takamul Project Team Cover Construction of the Bettah Bridge in Babil. This project was awarded to a local company using the IGPA/Takamul’s standard bidding documents.
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 EXECUTIVE SUMMARY 3 5 الموجز التنفيذي CHAPTER 1: PROJECT PROGRESS 7 OBJECTIVE 1: ENHANCE IRAQI GOVERNMENT SERVICE DELIVERY CAPACITY 7 RESULT 1.1 IMPROVE SERVICE DELIVERY OUTCOMES IN SECTORS WITH HIGH IMPACT/VISIBILITY 8 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 29 RESULT 1.3 ENHANCE REGULATORY AND PROCEDURAL CERTAINTY TO ATTRACT PRIVATE SECTOR INVESTMENT 34 SUCCESS STORY: BASRAH’S GARBAGE TRUCKS IN HASTE TO REMOVE WASTE 36 OBJECTIVE 2: IMPROVE PROVINCIAL AND NATIONAL GOVERNMENT PUBLIC FINANCIAL MANAGEMENT 37 RESULT 2.1 STRENGTHEN CAPACITIES OF PROVINCIAL OFFICES AND SUPPORT THEIR CONVERSION INTO FULLY OPERATIONAL FINANCIAL MANAGEMENT OFFICES 38 RESULT 2.2 SUPPORT THE DEVELOPMENT OF FEDERAL OVERSIGHT MECHANISMS, SUCH AS FINANCIAL AUDIT PROCEDURES OF PROVINCIAL FINANCES 41 RESULT 2.3 ENHANCE PROVINCIAL REVENUE GENERATION, COLLECTION, AND MANAGEMENT FROM OUTSIDE THE OIL SECTOR 43 RESULT 2.4 ENHANCE BUDGET-CYCLE PLANNING, DEVELOPMENT AND EXECUTION AGAINST DECENTRALIZED EXPENDITURE ASSIGNMENTS 45 SUCCESS STORY: SIXTY PERCENT RISE IN WATER SERVICE FEE KEEPS WATER FLOWING IN DHI QAR 49 OBJECTIVE 3: SERVICE DELIVERY AND PUBLIC EXPENDITURE MONITORING AND OVERSIGHT 50 RESULT 3.1 STRENGTHEN THE CAPACITY OF SELECTED PROVINCIAL INSTITUTIONS TO ESTABLISH EFFECTIVE CITIZEN PARTICIPATION AND OUTREACH MECHANISMS 51
RESULT 3.2 ENHANCE PUBLIC CAPABILITY AND WILLINGNESS TO PARTICIPATE IN PLANNING, MONITORING, AND EVALUATING PUBLIC SERVICES 64 SUCCESS STORY: NEW PIPES IN BABIL RESTORE WATER AND TRUST 67 OBJECTIVE 4: SUPPORTING CHANGE AGENTS 68 TASK ORDER 1: ASSISTANCE TO MINISTRY OF FINANCE AND MINISTRY OF OIL 70 TASK ORDER 3: KRG INFORMATION SYSTEMS REFORMS 72 TASK ORDER 4: NINEWA INVESTMENT FACILITATION AND BUSINESS DEVELOPMENT 73 TASK ORDER 5: ANTI-DOMESTIC VIOLENCE LEGISLATION 74 CHAPTER II: MONITORING, EVALUATION, AND LEARNING 77 PERFORMANCE INDICATORS 77 IGPA/TAKAMUL MEL SYSTEM 88 PUBLIC OPINION SURVEYS 88 PROJECT LEARNING 89 COMPLEXITY AWARE MONITORING 90 CHAPTER III: OPERATIONAL CONTEXT, CHALLENGES, AND LESSONS LEARNED 100 OPERATIONAL CONTEXT 100 POLITICAL CONTEXT AND IMPACT ON IGPA/TAKAMUL 109 CHAPTER IV: CONFLICT SENSITIVITY AND SECURITY CHALLENGES 111 CONFLICT SENSITIVITY AND IGPA/TAKAMUL PROGRAMMING 111 MAJOR CONFLICT DYNAMICS AND DRIVERS 111 ANNEXES 117
ANNEXES
ANNEX 1: MONITORING & EVALUATION DISAGGREGATED DATA & TABLES ...... 118 ANNEX 2: RESULTS OF BUSINESS PROCESS REENGINEERING ...... 121 ANNEX 3: PROCUREMENT ASSISTANCE – PROJECTS AWARDED USING STANDARD BIDDING DOCUMENTS AS OF JUNE 30, 2019 ...... 126 ANNEX 4: PROVINCIAL PLANNING & DEVELOPMENT COUNCIL – SUMMARY OF ACTIVITIES ...... 132 ANNEX 5: QUARTERLY FINANCIAL INFORMATION ...... 133 ANNEX 6: CONTRACT DELIVERABLES ...... 136 ANNEX 7: CONTEXT MONITORING REPORTS ...... 137 ANNEX 8: SELECTED ACTIVITIES FOR ANNUAL REPORT 2019 ...... 138 ANNEX 9: BORU’S SEQUENTIAL QUESTIONS FOR IGPA/TAKAMUL’S CAM REPORT ...... 142 ANNEX 10: SUBCONTRACTORS’ OVERVIEW ...... 143 ANNEX 11: SUCCESS STORIES IN ARABIC ...... 146 ANNEX 12: MEDIA COVERAGE OF MONITORING & OVERSIGHT ACTIVITIES ...... 149 ANNEX 13: SUB-ACTIVITY REPORT ...... 152 ANNEX 14: MEDIA COVERAGE ...... 164
TABLES Table 1: SUMMARY OF RESULTS ...... 1 Table 2: BUSINESS PROCESS REENGINEERING ROUND 3 ...... 17 TABLE 3: SUMMARY OF CONTRACTS AWARDED (APRIL-JUNE 2019) ...... 27 TABLE 4: NUMBER OF CHANGE AGENTS SELECTED BASED ON THE NEW REFINED CRITERIA ...... 69 Table 5: NAMES AND POLITICAL AFFILIATIONS OF THE COR COMMITTEE CHAIRS ...... 108 Table 6: PARTICIPANTS TRAINED – FY2019 QUARTER-3 ...... 118 Table 7: PERFORMANCE EVALUATION DEPARTMENT SCORES, BY PROVINCE ...... 120
ACRONYMS
AAH As’aib Ahl al-Haq AD Accounting Department ADV Anti-Domestic Violence AFAD Administrative and Financial Affairs Directorate AMELP Activity Monitoring, Evaluation and Learning Plan AP Assistance Package BDC Business Development Center BPR Business Process Reengineering CAM Complex Awareness Monitoring CB CrossBoundary CBI Central Bank of Iraq CFD Cash Forecasting Division CIO Chief Information Officer CM Context Monitoring COC Chambers of Commerce COM Council of Ministers COMSec Council of Ministers’ Secretariat COR Council of Representatives CSA Conflict Sensitivity Analysis CSI Conflict Sensitivity Indicators CSO Civil Society Organization CSR Corporate Social Responsibility CSTF Cross Sector Task Force DG Director General DMFAS Debt Management and Financial Analysis System DMO Debt Management Office DPM Deputy Prime Minister DPMO Deputy Prime Minister’s Office E&I Equality and Inclusion GO Governor’s Office GOI Government of Iraq GRI Gender Resources, Inc. HCCPSec Higher Commission for Coordination among Provinces’ Secretariat HRMS Human Resource Management System ICT Information and Communication Technology IDP Internally Displaced Person IFMIS Integrated Financial Management and Information System IGPA Iraq Governance and Performance Accountability IHEC Independent High Electoral Commission IMF International Monetary Fund IMS Identity Management System IPP Independent Power Producer IRCG Islamic Revolutionary Guards Corps IRCTF International Reform Coordination Taskforce KDP Kurdistan Democratic Party KRG Kurdistan Regional Government KRI Kurdistan Region of Iraq LOP Life of Project M&E Monitoring and Evaluation MEL Monitoring, Evaluation and Learning MOE Ministry of Energy MOF Ministry of Finance MOFE Ministry of Finance and Economy
MOH Ministry of Health MOJ Ministry of Justice MOMT Ministry of Municipalities and Tourism MOO Ministry of Oil MOP Ministry of Planning MOU Memorandum of Understanding MOWR Ministry of Water Resources MP Member of Parliament NIC National Investment Commission NIF Ninewa Investment Forum O&M Operations and Maintenance PC Provincial Council PDD Public Debt Department PDIA Problem-Driver Iterative Adaptation PEA Political Economy Analysis PEACAMU Political Economy and Complexity Aware Unit PED Provincial Evaluation Department PFM Public Financial Management PFO Peace and Freedom Organization PG Provincial Government PI Performance Indicator PM Prime Minster PMF Popular Mobilization Forces PMO Prime Minister’s Office POS Public Opinion Survey PPDC Provincial Planning and Development Council PPL Policy and Project List 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 SDP Sectoral Development Plan SFC Supreme Federal Court SFPMOH Stakeholder Feedback, Process Monitoring of Impact, and Outcome Harvesting SJC Supreme Judicial Council SME Small- and Medium-sized Enterprise SOE State-owned 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 TO Task Order TOT Training-of-Trainers TSA Treasury Single Account TWG Technical Working Group UIMS United Iraqi Medical Society for Relief and Development UNCTAD United Nations Conference on Trade and Development U.S. United States USAID United States Agency for International Development USCC United States Chambers of Commerce WED Women’s Empowerment Department WHO World Health Organization WOLA Women Legal Assistance
PROJECT SNAPSHOT
TABLE 1: SUMMARY OF RESULTS ACTUAL FY19 ACTUAL FY19 LIFE OF FY18 CUMULATIVE % No. INDICATORS CUMULATIVE PROJECT TOTAL FY18 & FY19- ACHIEVED Q1 Q2 Q3 (Q1+Q2+Q3) TARGET Q1, Q2, Q3 Number of functional Provincial Planning 1 and Development Council in 1 4 4 0 8 9 8 113% IGPA/Takamul-supported provinces Score on Performance Evaluation 2 0.75 6.5 5 0.75 12.25 13 5.25 233% Departments development index Number of improved business processes 3 implemented by provincial governments 6 10 0 40 50 56 10 560% as a result of IGPA/Takamul support Number of contracts awarded by the 4 Government of Iraq as a result of 2 3 1 43 47 49 5 980% IGPA/Takamul support Number of IGPA/Takamul-supported 5 0 0 0 3 3 3 3 100% functional PWEDs Number of initiatives implemented by 6 IGPA/Takamul-supported provincial 0 7 22 22 51 51 22 231% institutions Number of government institutions (central, federal, provincial) that have implemented standard operating 7 6 7 5 0 12 18 12 150% procedures to manage Public Financial Management functions as a result of IGPA/Takamul support
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 1
Table 1: SUMMARY OF RESULTS
ACTUAL FY19 ACTUAL FY19 LIFE OF FY18 CUMULATIVE % No. INDICATORS CUMULATIVE PROJECT TOTAL FY18 & FY19-Q1, ACHIEVED Q1 Q2 Q3 (Q1+Q2+Q3) TARGET Q2, Q3 Number of mechanisms for external oversight 8 of public resources use supported by USG 0 0 3 0 3 3 4 75% assistance Percentage change in local revenues in 9 provinces as a result of IGPA/Takamul 0 0 0 0 0 0 2.50% 0% interventions Number of provincial in-year budget reports 10 produced in accordance with law or best 19 21 9 18 48 67 18 372% practice as a result of IGPA/Takamul support Number of mechanisms developed, improved, 11 or implemented, to establish effective citizen 2 4 1 1 6 8 6 133% participation, outreach and communication Number of civil society organizations (CSOs) 12 receiving USG assistance engaged in advocacy 11 20 27 43 90 101 30 336% interventions Number of advocacy interventions implemented by IGPA/Takamul-supported civil 13 0 23 19 22 64 64 25 256% society organizations and social accountability groups Number of participants trained by 14 2823 1570 2090 1888 5548 8371 11267 74% IGPA/Takamul1
1 Disaggregation of training participants by sex, sector, and province is found in ANNEX 1.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 2
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, helps local and federal government institutions better respond to citizens’ 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 functions, public financial management (PFM), and transparent and inclusive government. IGPA/Takamul supports the Government of Iraq (GOI) and its citizens in forming partnerships and advancing collaborative efforts to jointly solve problems. The Project has four components:
1. Enhance Government of Iraq’s service delivery capacity. 2. Improve public financial management. 3. Strengthen monitoring and oversight of service delivery and public expenditure. 4. Support Iraqi change agents (cross-cutting objective).
This report covers the period from April 1 to June 30, 2019. During this period, IGPA/Takamul worked intensively across all four objectives and achieved some notable successes. Programmatic successes are highlighted at the beginning of each section for ease of reference. Overall, the Project continued its use of Assistance Packages (AP) to implement interventions. In total, the Project supported 15 APs this reporting period in the water (six), solid waste management (five), government services (one) and the Kurdistan Region of Iraq’s (KRI) electricity (one) sectors. An additional package, designed to provide technical and organizational assistance to the Babil Governor’s Office (GO), was also completed. The APs allow for a concentrated approach to bring together all the Project’s resources to solve a particular problem.
In the area of service delivery, the Project continued to expand the use of Standard Bidding Documents in the government tendering process. The use of these tools has both simplified and increased the transparency of procurements. As a result, small- and medium-sized companies are now participating in the government tendering process, which is a critical step toward revitalizing the private sector as much of Iraq’s economy is still reliant on such tenders. During the reporting period, $97 million-worth of procurement took place in Anbar, Basrah, and Baghdad consisting of 43 separate projects.
Progress has been made in other areas as well. In the Kurdistan Regional Government, the time required to obtain a building permit was reduced from three months to two weeks. Similarly, the issuance of commercial permits was reduced from 22 to six months. These improvements were the result of an expanded effort to conduct business process reengineering methodologies throughout the KRG. In Basrah, trash collection tripled as a result of applying reengineering to a previously cumbersome and complicated solid waste management system.
In the area of provincial financial management, IGPA/Takamul continued efforts to involve the Ministry of Finance (MOF) in the decentralization process in a more positive way. Babil, Dhi Qar, and Wasit completed their applications to receive provincial bank accounts using regulations prepared by the ministry and promulgated with the Project’s help. In Babil, the Ministry approved budgets from decentralized directorates in May, which is at least a month earlier than normal. The process was accelerated thanks to training provided to the provincial Administrative and Financial Affairs Directorates.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 3
Service delivery in Iraq requires broader sources of financing. On May 7, the Basrah Provincial Council (PC) approved a one percent local service fee on goods imported through border checkpoints. The tariff will produce an estimated $1 million per year and be used to finance improvements in service delivery. Perhaps more significant, the Basrah PC, following trainings conducted by the Project, voted to allow provincial AFAD to collect the fees rather than the Council itself, thus ending a longstanding custom contrary to international best practices.
IGPA/Takamul continued its work to increase the involvement of civil society organizations (CSO) in service delivery decision-making. The Council of Ministers’ Secretariat (COMSec) approved establishment of CSO Offices within provincial GOs following intensive work between the Project and COMSec. The decision to establish the offices follows, and builds on, the agreement made in September 2018 to create a formal mechanism for CSOs to participate in service delivery decision- making.
In Babil, the Project’s Tawasul Unit, a mobile service delivery team established and trained by IGPA/Takamul, served almost a quarter of a million citizens by conducting 10 public clean-up campaigns, resolving three separate water network issues, and holding 32 public forums attended by more than a thousand participants. Several of these forums were reserved for women only to voice their concerns to provincial officials.
In Baghdad and Ninewa, IGPA/Takamul made significant progress in linking citizens and government officials through public forums. This effort saw enthusiastic response from service providers in Mahmoodiya, Latifya, Sadr City, Shaab, and Karada who, upon hearing citizen concerns, took immediate corrective action to repair water networks and remediate trash accumulation. In Sadr City, a poor neighborhood in Baghdad, the Project conducted a water conservation campaign and urged citizens to pay their water bills. Approximately 15,000 people participated in the campaign. A similar campaign was conducted in Ninewa, where CSOs contacted more than 25,000 households. More citizens communicate with provincial water authorities and more citizens are paying their water bills.
Two important Task Orders commenced this reporting period. Ninewa Investment Facilitation and Business Development (Task Order 4), designed to provide economic opportunities for religious minorities in the Ninewa Plains, got underway in April and has already contacted dozens of companies for which it seeks to provide training and, ultimately, investment opportunities at a conference currently scheduled for October 22, 2019. Anti-Domestic Violence Legislation (Task Order 5), which advocates for the passage of an anti-domestic violence law, also started during the reporting period. Men and women in the legislative branch have become trusted partners among the various, and often contentious, parties working to promote the new law.
As expected with Iraq’s complex operating environment, the Project also faced several challenges throughout the past quarter. These challenges included less overt security challenges, although some of these certainly existed, and uncertainties emerging from a difficult and fraught regional political situation. Nonetheless, IGPA/Takamul continued its operations, along all lines, throughout the reporting period.
As always, it has been a great pleasure for IGPA/Takamul to work with its 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.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 4
الموجز التنفيذي ر ن ن يعمل مشوع تحس ي االداء والحكم الرشيد )تكامل( الممول من الوكالة االمريكية للتنمية الدولية يف العراق عىل النهوض بحوكمة فعالة وذو شفافية وخاضعة للمساءلة. حيث تقوم الوكالة األمريكية للتنمية الدولية USAID وبتنفيذ رشكة دي أي آي األمريكية و رشكاؤها بمساعدة مؤسسات الحكومة العراقية عىل جميع المستويات لتكون االستجابة أفضل لحاجات المواطن ني عن طريق دعم مبادرات اإلصالح وتمك ني عنارص التنمية العراقية لتحقيق الحوكمة الشاملة وإنجاز الشفافية، المساءلة واألداء االفضل للقطاع العام. و تتضمن " مبادرات اإلصالح" توف ي الدعم المطلوب لتحس ني وظائف تقديم الخدمات واإلدارة المالية العامة والمبادرات الحكومية الشفافة والشاملة. كما يدعم م رشوع تكامل الحكومة العراقية ن ر ر ر ومواطنيها يف ايجاد اليات شاكة و جهود تعاونية لحلحلة المشاكل بصورة مشيكة. وعليه فإن لمشوع تكامل أرب ع أهداف:
1. النهوض بقدرة الحكومة العراقية عىل تقديم الخدمات.
2. تحس ني اإلدارة المالية العامة.
3. تقوية المراقبة واأل رشاف عىل تقديم الخدمات واألنفاق العام.
4. دعم عنارص التنمية العراقية )وهو الهدف الشامل(.
ر ر ر ن يغ يط هذا التقرير الفية من 1 نيسان إىل 30 حزيران 2019. خالل هذه الفية ، عمل مشوع تكامل بشكل مكثف يف ن جميع األهداف األربعة وقد حقق بعض النجاحات البارزة. حيث سيتم تسليط الضوء عليها اآلن يف بداية كل فقرة ر ن ن لسهولة الرجوع إليها. وبشكل عام، استمر المشوع يف استخدام حزم المساعدات يف تنفيذ مهامه. حيث كانت 15 حزمة ن ن ر ن ن من هذه الحزم مستمرة يف العمل يف الفية المذكورة اعاله حيث كانت ستة حزم يف قطاع الم ا ء، وخمسة يف قطاع إدارة ن ن ن النفايات الصلبة، وواحدة يف الخدمات الحكومية، وواحدة يف قطاع الكهرباء يف إقليم كردستان. اضافة إىل ذلك، تم االنتهاء من اعداد حزمة إضافية مصممة لتقديم الدعم الف نن والتنظيم لديوان محافظة بابل. حيث ستقدم جميع َّ ي ي الحزم نهج ا مرك ز ا من قبل عنارص الم رشوع لحل مشكلة معينة. ن ن واستمر العمل يف مجال تقديم الخدمات لتوسيع استخدام وثائق العطاءات القياسية يف عملية تقديم العطاءات الحكومية. حيث ادت عملية استخدام الوثائق القياسية اىل تبسيط التعاقدات وجعلها اك ري شفافية. ونتيجة لذلك، ر ن تشارك اآلن الشكات الصغ ية والمتوسطة الحجم يف عملية تقديم العطاءات الحكومية حيث أن هذه خطوة حاسمة نحو إنعاش القطاع الخاص اذ أن اغلب اقتصاد العراق ال يزال يجري من خالل هذه العطاءات. وخالل الف رية المشمولة ن بالتقرير، تم اجراء عمليات تعاقدية بما يقارب 97 مليون دوالر أمري يك يف محافظات األنبار والبرصة وبغداد وتضم تلك ً ً العمليات التعاقدية 43 م رشوعا منفصال. ن ً ن وتم إحراز تقدم ا يف مجاالت أخرى أيضا عىل سبيل المثال يف حكومة إقليم كردستان، تم تقليل الوقت الالزم للحصول عىل ترصي ح بناء من ثالثة أشهر إىل أسبوع ني. وتم تقليل المدة للحصول عىل التصاري ح التجارية من 22 شه ًرا إىل ستة ن اشهر. وكانت هذه التحسينات نتيجة لجهد موسع إلجراء منهجيات إعادة هندسة العمليات التجارية يف جميع أنحاء ن حكومة إقليم كردستان. وف البرصة ، تضاعف جمع القمامة ثالثة أضعاف نتيجة لتطبيق إعادة هندسة العمليات عىل ً ي نظام معقد ومرهق سابق ا.
ن ر ر ر ن اما يف مجال اإلدارة المالية المحلية، واصل مشوع تكامل جهوده إلشاك وزارة المالية بطريقة أ كي إيجابية يف عملية دعم الالمركزية. حيث أكملت محافظات بابل وذي قار و واسط طلباتها الستالم حسابات مرصفية محلية باستخدام ر ر ن ن التعليمات ال ين أعدتها الوزارة وتم إصدارها بمساعدة المشوع. اما يف محافظة بابل، وافقت الوزارة يف شهر ايار عىل
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 5
ر ن موازنات المديريات المشموله باحكام الالمركزية وال ين كانت سابقا تنجز يف حزيران أو تموز حيث تم تشي ع هذه العملية بفضل التدريب المقدم إىل دائرة الشؤون المالية واالدراية المحلية. ن ن وبما أن عملية تقديم الخدمات يف العراق تتطلب مصادر تمويل أوسع، ف يف 7 أيار، وافق مجلس محافظة البرصة عىل رسوم الخدمات المحلية بنسبة واحد بالمائة عىل البضائع المستوردة ع ري المعابر الحدودية. وسوف تنتج هذه الرسوم ً ن ما يقدر بمليون دوالر أمري يك سنويا وسيتم استخدامها لتمويل التحسينات يف تقديم الخدمات. ولعل األهم من ذلك هو ر ر أن مجلس محافظة البرصة، بعد التدريبات ال ين أجراه ا المشوع ، صوت لصالح السماح لدائرة الشؤون المالية واالدارية ً بتحصيل الرسوم بدال من مجلس المحافظة نفسه، وبالتا يىل إنهاء العرف المتبع عىل عكس أفضل الممارسات الدولية. ر ن ن ومن جهة اخرى واصل المشوع عمله لزيادة مشاركة منظمات المجتمع المد ين يف اتخاذ القرارات المتعلقة بتقديم ن ن الخدمات. حيث وافقت االمانة العامة لمجلس الوزراء عىل تشكيل مكاتب منظمات المجتمع المد ين يف دواوين المحافظات بعد العمل المكثف ب ني الم رشوع و واالمانة العامة لمجلس الوزرا ء. ويستند قرار تشكيل المكاتب عىل ن ن ن االتفاق الذي تم التوصل إليه يف ايلول 2018 لوضع آلية رسمية لتعريف ا دوار منظمات المجتمع المد ين يف مثل هذه القرارات.
ن ن ر اما فريق تواصل يف بابل، وهو فريق متنقل لالستجابة لشكاوى المواطن ي والذي اسسه مشوع تكامل وتديره منظمات ن ر المجتمع المد ين، فقد قدم خدمات لما يق ارب رب ع مليون مواطن من خالل تنظيم عش حمالت تنظيف عامة ، وحل ثالث مشكالت منفصلة لشبكة المياه، وعقد 32 ندوة عامة وح نرصه ا ما يقارب ألف مواطن، عالوة عىل ذلك فقد ُ خصصت عدة ندوات للنساء فقط للتعب ي عن معاناتهن للمسؤول ني المحلي ني . ن ر ً ً ن ن ن ن و يف بغداد ونينوى ، أحرز مشوع تكامل تقدما ملحوظا يف جمع المواطن ي والمسؤول ي الحك ومي ي سوية عن طريق عقد ن الندوات العامة. وقد شهد هذا الجهد استجابة حماسية من مقد يم الخدمات يف المحمودية واللطيفية ومدينة الصدر والشعب والكرادة الذين اتخذوا إجراءات تصحيحية فورية إلصالح شبكات المياه ومعالجة تراكم القمامة عند سماع ن ن ن ر معانات المواطن ي. ف يف مدينة الصدر، و يه مدينة فق ية يف بغداد، أجرى المشوع حملة ترشيد استهالك الماء للحفاظ ن ن عىل المياه وحث المواطن ي عىل دفع فوات ي المياه الخاصة بهم. وشارك يف الحملة حوا يىل 15000 شخص. حيث ن ن ر أجريت حملة مماثلة يف نينوى و تواصلت منظمات المجتمع المد ين بأكي من 25000 شخص اذ أن م ديريات الماء ن ن المحلية افادت عن حصول زيادة يف التواصل من المواطن ي وزيادة معدل دفع الفوات ي. ر وخالل الفية المشمولة بالتقرير بدأ أمرا مهام حيث تم تنفيذ أمر المهمة رقم 4 المصمم لتوف ي الفرص االقتصادية ن ن ر ر ر لألقليات الدينية يف سهل نينوى يف نيسان، وقد تواصل بالفعل مع العشات من الشكات ال ين يسىع امر المهمة اىل توف ي ر ن ن ً ن التدريب لتلك الشكات يف نهاية المطاف ويسىع االمر ايضا لتوف ي فرص االستثمار يف المؤتمر المقرر عقده حاليا يف 22 ر ن ر ن تشين األول 2019. وعليه فقد بدأ امر المهمة رقم 5 يف الفية المشمولة بالتقري ر والذي سيساعد يف الدعوة إىل إصدار ً ر ً ً ن ر قانون لمكافحة العنف االشي. حيث اصبح هذا االم ر شيعا شيكا موثوقا به ب ي مختلف االطراف ال ين تعمل عىل ر اليوي ج للقانون الجدي د حيث ان هذا االم رغال ًبا ما يكون مث ي ا للجدل. ن ر ً كما هو متوقع مع بيئة العمل المعقدة يف العراق، واجه المشوع أيضا العديد من التحديات خالل الرب ع األخ ي حيث تضمنت هذه التحديات المسجلة خالل الف رية المشمولة بالتقرير تحديات أمنية أقل رصاحة فرغم أن بعض هذه ن التحديات كانت موجودة بالتأكيد، من أوجه عدم اليق ي الناشئة عن وضع سيا يس إقلي يم صعب ومحفوف بالمخاطر. ومع ذلك ، واصل الم رشوع عمله مع جميع االطراف خالل الف رية المشمولة بالتقرير.
ً ر ن ر ر وكما هو الحال دائما ، كان من دوا يع شور مشوع تكامل العمل مع الزمالء يف الوكالة والسفارة. ويتطلع المشوع إىل تل يف مزيد من التعاون والتوجيه من الوكالة بشأن تنفيذ هذا ال رينامج الذي يحوي عىل بعض التعقيدات احيانا ولكنه ذو منفعة كب ية.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 6
CHAPTER 1: PROJECT PROGRESS OBJECTIVE 1: ENHANCE IRAQI GOVERNMENT SERVICE DELIVERY CAPACITY
PART OF THE IFRAZ WATER TREATMENT PLANT COMPOUND IN ERBIL.
HIGHLIGHTS • Six Assistance Packages (AP) for water sector, five APs for solid waste management (SWM), one electricity services sector, and one for government online portal of services continued its implementation in various stages in Anbar, Baghdad, Babil, Basrah, Ninewa, and the Kurdistan Region of Iraq (KRI). • Implementation of AP for the Babil Governor’s Office was completed. • Seven new APs were designed as part of the Y3 plan to address additional service delivery areas on water and SWM sectors. • Forty business processes were reviewed, redesigned, and implemented using business process reengineering (BPR) resulting in improved water service delivery, solid waste collection, and customer services. • 43 projects worth $97.4 million were awarded in Anbar, Basrah, and Baghdad using IGPA/Takamul’s standard bidding documents (SBD) to support the government’s procurement efforts. Of these, 39 were awarded specifically in Anbar valued at $35.4 million; three projects were awarded in Basrah worth $41.6 million; and a trash collection project in Baghdad at a cost of $20.3 million. These projects are now in various stages of implementation. • The Ministry of Planning (MOP) finally approved IGPA/Takamul’s specialized SBDs for the procurement of consultancy services, information systems, books and publications, pre-
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 7
qualification, medical supplies/equipment, and electromechanical devices for water and electrical plants. • Provincial Planning and Development Councils (PPDC) of Babil, Baghdad, Maysan, Dhi Qar, and Najaf held their first public hearing sessions that included the perspectives of women and vulnerable populations to improve service delivery plans. • The Prime Minister approved the recommendation to upgrade the Municipalities Directorates’ organizational structure to ensure that the directorates are given the authority to manage their local resources, as recommended by the Performance Evaluation Department of the Higher Commission for Coordinating among Provinces Secretariat (HCCPSec).
• The Public-Private Partnership draft legislation awaits feedback from ministries as directed by the Council of Ministers’ Secretariat. This comes in advance of a Cabinet discussion of the draft law required to ensure the law’s endorsement before it is sent to the Council of Representatives (COR) for further debate. • The Provincial Women’s Empowerment Directorates (PWED) of Baghdad, Basrah, and Erbil are adjudged as functional as they each had: an approved structure; an implementation plan and strategy; and, evidence of outreach and engagement with the civil society and/or government agencies.
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 Q3, implementation on the Y2-developed APs for the water, SWM, and electricity services sectors continued in Anbar, Baghdad, Babil, Basrah, Ninewa, and the KRG. The APs were designed, developed, and signed in collaboration with provincial governments (PG) and partner utility directorates that were previously assessed for their ability to deliver essential citizen services.
Following USAID’s approval of IGPA/Takamul’s Year 3 Workplan, the Project began its second round of APs to cover additional activities within the water and SWM service sectors. Fourteen APs will continue from previous quarters and include: six for water, five for SWM, one for the Babil GO, one for the KRI’s electricity sector and one for the KRI Xizmat. One AP was tailored to enhance public notary functions.
New APs that were developed or continue to be developed this reporting period include the following:
• Roll-out of a fleet management system in Basrah and Erbil;
• Assessment of mega water2 treatment and desalination plants in Baghdad and Babil;
2 Mega water plants are facilities that serve highly populated areas.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 8
• Development of preventive maintenance methods for water treatment plant generators and stand-by equipment in Anbar, Babil and Baghdad; • Basrah Water Crisis AP; • Assistance to the Higher Commission for Coordinating among Provinces’ Secretariat (HCCPSec) to respond effectively and rapidly to needs of PGs; • Assistance to the Ninewa Plain district government’s executive branch to assume service delivery functions and authorities related to the provision and monitoring of services in Ninewa; and, • Improve Anbar, Babil and Baghdad’s SWM performance. Beneficiaries of the aforementioned APs include the Water and Municipality Directorates in selected governorates–including the KRG Ministry of Electricity (MOE)–as well as other relevant entities such as the Higher Commission for Coordination among Provinces (HCCP), GOs, MOP, PWED, and PPDCs, among others.
Water Assistance Packages During this reporting period, IGPA/Takamul implemented activities related to the water APs for the provinces of Anbar, Babil, Baghdad, Basrah, Ninewa and the KRG. IGPA/Takamul supported the provincial Water Directorates for the improvement of operation and maintenance (O&M) of water treatment and pumping facilities, public financial management (PFM), equality and social inclusion, and the creation of partnerships with civil society to measure and improve the level of accountability and citizen satisfaction.
In Baghdad, IGPA/Takamul supported the Water Directorate to conduct studies, develop a plan and mobilize funds from the federal government or other donors to execute these works. IGPA/Takamul will also continue to conduct a cost recovery analysis of water supply services in Baghdad. The newly approved AP will continue to provide BPR to improve the Water Directorate’s operations and assist in system efficiency and social inclusion mapping to develop campaigns focused on increasing customer awareness on water conservation. Finally, a new AP is being developed in Baghdad for preventive maintenance methods of water treatment plant generators and stand-by equipment. The AP will include the development of SOPs as well as general staff capacity building efforts.
In both Baghdad and Babil, IGPA/Takamul designed its Y3 activities for water APs in close collaboration with each province’s respective Water Directorates. It was decided that each AP will include the rehabilitation of two mega water treatment plants as well as the development of standard operating procedures (SOP) for O&M efforts and general staff capacity building efforts.
Furthermore, in Babil, a new AP is being developed for preventive maintenance methods for water treatment plant generators and stand-by equipment. This will include the development of and general staff capacity building efforts.
During this reporting period, IGPA/Takamul developed a list of priority actions to address the water crisis in Basrah and as well as an AP to address longer-term water service issues. To avoid a similar crisis, the Basrah Water Crisis AP includes the following additional activities: a vulnerability assessment on water treatment plants; support to implement prioritized upgrades; an assessment of wastewater collection and treatment plants; and, training for water and wastewater treatment plant operators.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 9
BABIL’S WATER DIRECTORATE TECHNICIANS AT THE WATER PLANT OPERATION AND MAINTENANCE TRAINING .
The AP also includes support to the Basrah Water Directorate to improve its water networks as well as assistance in the planning and coordination of capital investment. Capital investment support will take the form of helping create the Water Management Council, developing and implementing awareness campaigns, and identifying vulnerable communities to ensure that they have access to safe drinking water.
Similar to efforts in Babil and Baghdad, IGPA/Takamul is developing a new AP in Anbar for preventive maintenance methods of water treatment plant generators and stand-by equipment. Anbar’s AP will include the development of SOPs as well as general staff capacity building efforts.
In Ninewa, no new APs were developed this quarter as the Project continued to implement activities that were part of the previous quarter’s AP.
In the KRI, IGPA/Takamul continued to provide support to Dukan 2 and Ifraz 3 water treatment plants. Support included the development of water treatment plant rehabilitation plans, the development of SOPs for the O&M of two water treatment plants and building staff capacity to implement these procedures. The new water AP for the KRI also includes:
• Improving drinking water quality; • Conducting a cost-recovery analysis of water supply services; • Conducting BPR to improve the Water Directorate’s operations; • Assisting the Water Directorate in system efficiency and social inclusion mapping; and, • Implementing awareness campaigns to increase citizen awareness on water conservation and paying their water bills.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 10
The KRG water AP differs from other provinces in that it will provide assistance to the Water Directorate to conduct a customer census in order to determine the impact of its partnership with the private sector. Finally, the new AP will provide support to IGPA/Takamul’s Change Agents to transfer knowledge and replicate successful high impact activities.
Solid Waste Management Assistance Package During this quarter, IGPA/Takamul continued implementation of activities for five SWM APs in Anbar, Babil, Baghdad, Basrah, and Ninewa. With the assistance of an international consultant, the Project conducted a review of the local SWM environment. As a result, IGPA/Takamul was able to recommend two SWM-related APs. The first AP addresses general SWM support for the pilot municipalities of Anbar, Babil and Baghdad. Activities in this regard include:
• Rehabilitation of open dumpsites; • An awareness campaign on daily waste management; • Publication of a landfill operations manual and environmental monitoring and management plan to build the capacity of landfill operators; and, • Upgrading existing intermediary dumpsites or installing new greenfield transfer stations. The second AP supports the rollout of a fleet management system in Basrah and Erbil. Fleet management is a function which removes or minimizes the risks associated with vehicle investment, improving efficiency and productivity and reducing their overall transportation and staff costs. To achieve this, the municipality redistributed its fleet of machines and labor to targeted areas according to recommended standards.
Babil Governor Office Assistance Package As part of the Babil GO Assistance Package implementation, IGPA/Takamul sponsored a donor coordination meeting on June 18 for Babil PG’s senior leadership to host 16 donor-funded program representatives. The Babil governor and the PC chairman both illustrated the historical, religious, and geographic significance of Babil and sectors where it needs assistance. Ensuing discussions revealed a lack coordination among the various donors working in the province and a disconnect between donor-funded programs and Babil PG’s senior leadership, depriving Babil with donor assistance or causing delay in program implementation. Significant outcomes of the meeting include:
• The Executive Director of the UK Human Relief Foundation asked Babil GO to officially request various medical equipment including the imaging equipment, positron emission tomography (PET) Scan, to facilitate the provision of such equipment. • The World Health Organization (WHO) will visit Babil to conduct a field assessment to identify the needs of the health sector and will respond to these needs either through the WHO or their points of contact at the federal government. • The meeting introduced Babil’s senior leadership to various donor programs who expressed desire to help Babil on various areas. One-on-one meetings were scheduled for this purpose. Babil GO will appoint liaison or focal point for donors to contact for immediate assistance. This liaison will be part of the executive team that the Babil GO created with IGPA/Takamul assistance.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 11
KRG MINISTRY OF JUSTICE REPRESENTED BY DIRECTOR GENERAL OF THE CHAMBERS OF JUSTICE, MR. AZAD ROSTAM, AND IGPA/TAKAMUL AGREE TO ENHANCE NOTARY PUBLIC FUNCTIONS ACROSS THE KURDISTAN REGION.
Assistance Package with KRG’s Ministry of Justice In response to a request from the KRG’s Ministry of Justice (MOJ), IGPA/Takamul signed a special AP this quarter to improve, by BPR, the capacity of the KRG’s 26 notary public offices. The AP activities are anticipated to improve citizen services by reducing the number of steps, and time, required to submit a request for notary services. The AP will include a cost-recovery analysis and fee structure study, as well as support for a MOJ-sponsored public awareness campaign on new notary services. This AP reinforces IGPA/Takamul’s ongoing support to the KRG’s overall reform initiative through Xizmat, the goal of which is to reduce bureaucracy and to enhance pubic services.
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 Assistance Package This quarter, IGPA/Takamul completed assessments of 10 water treatment plants in Anbar and selected a vendor to develop rehabilitation plans. Implementation is scheduled to begin in Q4 following USAID approval of the selected bidder.
In Baghdad, IGPA/Takamul–through its US consulting/engineering firm, Aqua Strategies–completed the technical audit of 10 water treatment facilities, developed a rehabilitation plan and prepared a bill of quantity for repair work needed to either render the plants operational or to full capacity. The Project also completed the development of SOPs for the O&M of these facilities and developed staff capacities to implement the new procedures.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 12
Also, in Baghdad, the Project trained 105 water treatment plant operators this quarter on a variety of topics including electricity basics, the water treatment process as well as health and safety measures. Basic equipment O&M was also covered, including management of chlorine gas and replacement pumps. Operators were provided with toolkits to help with maintenance, and also the SOP, which will serve as a reference manual. These capacity building efforts were undertaken at the request of the Baghdad Water Directorate.
Similar to IGPA/Takamul’s efforts in Baghdad, the Project completed assessments of 10 water treatment plants in Babil. The Project also prepared a bill of quantity for repair work needed to either render the plants operational. IGPA/Takamul developed a SOP manual for the O&M of Babil’s water treatment and desalination plants. During this quarter, IGPA/Takamul completed a training on the O&M of water plants and equipment at the Babil Water Directorate. The training was attended by 20 staff from the directorate who work across the 10 assessed water treatment plants. The training included classroom lectures and on-site instructions on water treatment.
In Basrah, the Project continued its work with its subcontractor, Aqua Strategies, to select and train Basrah Water Directorate staff on the proper implementation of the previously-developed SOPs. Prior to a training-of-trainers (TOT), IGPA/Takamul co-led 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. To compliment this effort, IGPA/Takamul supported the Basrah Governate to prepare bid documents for the rehabilitation of the13 water treatment plants that were assessed earlier this year.
WATER TREATMENT PLANT IN BASRAH.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 13
As a result of the assessment, it was noted that plants were either operating below capacity or not at all due to non-functioning equipment. In response, the Project helped to develop a list of needed repairs valued at $1million. Once the Basrah Governor allocates a budget for the refurbishing of the plants, the Project will assist the Basrah Water Directorate in the identification of a qualified engineering company to undertake the design/engineer studies required to furbish the previously assessed 13 water treatment plants. The Project will also assist in managing engineering companies and review the produced design and studies. Once completed, the improved water treatment plants are anticipated to benefit 100,000 people. Moving into Q4, IGPA/Takamul will conduct further investigations and audit of water facilities and identify large (mega) water treatment and desalination facilities servicing highly populated areas to replicate this work in Basrah.
Also, in Basrah this reporting period, IGPA/Takamul began its support to the Water Directorate for the creation of a proposed “Water Management Council,” which was previously discussed during a water workshop facilitated by the Project in December 2018. The Water Council seeks to be the ideal mechanism to facilitate communication and collaboration between different planning entities. In June, IGPA/Takamul held a one-day workshop, where participants unanimously approved the formation of the Water Management Committee, now known as the Basrah Water Program Management Unit, per the Project’s suggestion following the water crisis of last summer. As part of the workshop, IGPA/Takamul proposed an initial structure for the Council and a description of its key functions.
Throughout the reporting period, IGPA/Takamul released Request for Proposals (RFP) for support in assisting the Water Directorates of Anbar, Baghdad, Babil, Basrah and Ninewa in system efficiency and social inclusion mapping. The RFP included the development of Scopes of Work (SOW) for assisting the five directorates in updating their customer databases and providing technical assistance to map existing assets. It is expected that vendor selection will take place during the next quarter.
In Ninewa, IGPA/Takamul supported the Ninewa Water Directorate in the development of RFPs and SOWs for the assessment of previously selected water treatment plants. Assessments of these water plants will start in Q4.
In the KRI this reporting period, the Project identified a qualified subcontractor to support the Dukan 2 and Ifraz 3 water treatment plants to develop rehabilitation plans, developing SOPs for O&M of water treatment plants, and build staff capacity to implement these procedures. IGPA/Takamul is preparing the necessary contracts before kicking-off this activity next quarter to ultimately increase water supply hours and reduce maintenance costs of water treatment facilities.
Solid Waste Management Assistance Package In Anbar, Babil, Baghdad, Basrah, and Ninewa, IGPA/Takamul’s approach to the SWM APs differs from that of the water APs. Here, the Project combined assistance to the directorates and released one RFP for the procurement of data collection and support to the Municipalities Directorates’ SWM efforts across all five provinces. The chosen contractor will provide the requisite background information on populations and waste generators as a sound basis for all future SWM planning. Through this support, the Municipalities 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. Final approval on selected vendor is pending USAID approval.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 14
IGPA/Takamul, through its long- and short-term staff, piloted a SWM project in Babil and is in the final stages of completing this activity. During this quarter, a series of meetings and on-the-job trainings took place between the Hillah Municipality and the external bodies, i.e. GO, Ministry of Oil (MOO), to identify areas of intersection in terms of services provided to citizens and determine gaps in providing these co-services due to a lack clarity on roles among the different actors. In response, the Project helped form an executive team to follow-up on service delivery improvements. The team includes members from the Hillah Municipality, Babil GO, Babil Ministry of Environment, Babil Civil Defense, and Babil Veterinary Hospital. IGPA/Takamul helped set the criteria to determine services that will be streamlined within the Hillah Municipality and also between the Municipality and external bodies. Using BPR, the selected services were streamlined, and roles and responsibilities were clearly defined. Moving forward, the Project will replicate this effort in Anbar, Baghdad, Basrah and Ninewa during Q4. To do so, IGPA/Takamul will conduct a workshop to present the main procedures were streamlined as a result of simplifying communication and co-services between the Hillah Municipality and external bodies.
Babil Governor Office Assistance Package As part of a specialized AP for the Babil GO, IGPA/Takamul assisted the Babil GO to develop selection criteria and SOW for the establishment of an executive team that will be tasked with converting service delivery improvements ideas into implementable solutions that significantly contribute to the improvement of service delivery. The Project trained the newly established executive team on regulations governing investment, joint planning, and citizen participation in service delivery planning. IGPA/Takamul also trained the team on the importance of incorporating the voices of women and vulnerable populations in decision making.
On June 18, IGPA/Takamul sponsored a donor coordination meeting for the Babil PG senior leadership and16 donor-funded program representatives. See details of this coordination meeting on page 11.
KRI Electricity Assistance Package Following the KRG MOE’s endorsement of the IGPA/Takamul electricity AP, implementation began this quarter to prepare for the implementation of the eight agreed upon activities. IGPA/Takamul developed the SOW, and corresponding RFP, which included the design of organizational structures and corresponding job descriptions; enhanced staff technical skills to increase performance and the ability to operate adopted technical system(s); and BPR for a new subscription service that addresses 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 trained MOE staff on standard bidding documents; updated and developed contracts; and reviewed terms of governing independent power producers (IPP) to increase delivery of electricity and decrease the amount of payments.
Additionally, IGPA/Takamul developed RFPs for the following activities that are to be implemented during the next quarter: 1) Citizen awareness campaign on the use of a smart meter system; 2) BPR of fours services; and, 3) Support to the KRG MOE’s Financial Departments in determining the unit cost of services provided to both public and private sectors to increase the number of hours of electricity distribution across the KRI.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 15
GPS EQUIPMENT IS ATTACHED TO A PUBLIC VEHICLE IN BAGHDAD. ANBAR AND BASRAH ARE REPLICATING THE SUCCESS OF BAGHDAD’S FLEET MANAGEMENT IN TRACKING ROUTES AND FUEL USE.
Business Process Reengineering - Round 3 Due to the successes achieved during the first two rounds of the BPR processes, IGPA/Takamul decided to continue these efforts in Year 3. However, this time, BPR was integrated into the APs to ensure alignment with the main objectives and other tasks. For Baghdad, Basrah, Babil, Anbar and Ninewa, five processes were selected for reengineering for both the water and SWM sectors. As such, a total of 40 processes were reviewed, redesigned and implemented. Table 2 below provides a list of these services.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 16
TABLE 2: BUSINESS PROCESS REENGINEERING ROUND 3
PROVINCE SECTOR IMPLEMENTING INSTITUTIONS SERVICE
Fallujah Water Center - Anbar Increase water quantity by improving pipeline network in southern Fallujah
Fallujah Water Center - Anbar Improve water quality by maintaining pipelines in southern Fallujah Water Fallujah Water Center - Anbar Conduct of water conservation awareness campaign to minimize waste
Fallujah Water Center - Anbar Ensure water quantity in southern Fallujah
Fallujah Water Center - Anbar Maintenance of water treatment plants in southern Fallujah
1. ANBAR Ramadi Municipality Directorate / Municipal Section 4 Upgrade the GPS control model
Ramadi Municipality Directorate / Municipal Section 4 Establish a division responsible for municipality work within the province
Removal of solid waste through redesigning of trash bins and garbage SWM Ramadi Municipality Directorate / Municipal Section 4 distribution
Ramadi Municipality Directorate / Municipal Section 4 Fee collection and imposition of fines on violators
Ramadi Municipality Directorate / Center Ramadi City Sweeping process using specialized equipment
Babil Water Directorate - Hilla Water Center Preventive and emergency maintenance for compact units and water treatment plants
Babil Water Directorate - Hilla Water Center Improve fees collection 2. BABIL Water Babil Water Directorate - Hilla Water Center Water distribution network maintenance
Babil Water Directorate - Hilla Water Center Monitoring movement of water tankers
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 17
Babil Water Directorate - Hilla Water Center Fuel supply for department of water vehicles and electrical generators in compact units and water treatment plants
Babil Municipality Directorate Distribution of vehicles and workers within the field of solid waste materials collection
Babil Municipality Directorate Collection and transfer of solid waste from neighborhoods to landfills SWM Babil Municipality Directorate Removal of solid waste from intermediate stations to landfills
Babil Municipality Directorate Disposal of solid waste in landfills
Babil Municipality Directorate Monitoring the operation of vehicles by GPS
Baghdad Water Directorate - Mahmoodyah Water Water quality assurance in al-Mahmoodyah Center
Baghdad Water Directorate - Yousfyia water center Supplying water in al-Saiedat region of al-Yousfiyah
Water Baghdad Water Directorate - Rashed Water Center Repairing fractures in al-Rashed’s compact unit
Baghdad Water Directorate - Mahmoodyah Water Material supply from stores in al-Mahmoodyia Center 3. BAGHDAD Baghdad Water Directorate - Rashed Water Center Handling citizen complaints in al-Rashed
Baghdad Municipalities - Nasir wa-Salam Municipality Maintenance of garbage trucks
Baghdad Municipalities - Nasir wa-Salam Municipality Pilot SWM SWM Baghdad Municipalities - Jisr Municipality Managing citizen complaints
Baghdad Municipalities - Jisr Municipality Raising awareness of solid waste disposal
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 18
Baghdad Municipalities – al-Nasir wa-Salam Municipality Control of swamps and ponds by backfilling
Basrah Water Directorate - Basrah Water Center Paying water fees at the branch offices
Basrah Water Directorate - Basrah Water Center Increasing water quantities in selected areas
Water Basrah Water Directorate - Basrah Water Center Ensuring water quality
Basrah Water Directorate - Basrah Water Center Extending drinking water supply networks
Basrah Water Directorate - Basrah Water Center Machinery repairs for the Basrah water directorate 4. BASRAH Basrah - Municipality Directorate Compactor truck distribution planning
Basrah - Municipality Directorate Maintenance of waste vehicles
SWM Basrah - Municipality Directorate Planning of trash vehicle routes
Basrah - Municipality Directorate Developing a standard of city cleanliness
Basrah - Municipality Directorate Monitoring and follow-up of rented machinery from private sector actors
Water TBD 5. NINEWA SWM TBD
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 19
During this quarter, work was completed in reengineering services for all selected processes, with the exception of Ninewa where the process of selecting services started late due to political instability. In other provinces, the redesigned processes were implemented successfully, and the following pages provides a summary of the key results.
IGPA/Takamul also hosted workshops in Erbil for the Water and Municipalities Directorates working with the Project on BPR. The workshops helped raise awareness of the importance of social inclusion and gender equity in service delivery, while also providing participants with new tools to analyze problems and identify best practices in service delivery planning. A total of 49 participants attended the first workshop for Water Directorates and 36 attended the workshop for Municipalities Directorates, representing the Anbar, Basrah, Babil, and Baghdad provinces.
Improving Customer Services Expedited the process for paying water fees in Basrah. IGPA/Takamul reengineered Basrah Water Directorate’s water subscription process, reducing the process from 17 to nine steps and the time needed from three days to just one hour. Ashar citizens expressed to IGPA/Takamul their satisfaction of the improved services.
Reduced building permit time application by 80 percent. KRG’s Municipality Departments significantly reduced the previous 79 step-process down to 18 to obtain a building permit - reducing the waiting period to two weeks, from the previous three months, when applying for a residential permit; and, six months from the previous 22 month-period for commercial and industrial permits. Erbil Municipality streamlined the process across six municipalities. It is estimated that the KRG processes about 15,000 building permit applications annually.
Read the summary of the BPR results in succeeding pages and see more details in ANNEX 2.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 20
REENGINEERING WATER
DELIVERY SERVICES
Speedy repairs for Fallujah’s water network pipe fractures - improved the processes of repairing water pipe fractures by reducing the number of steps from 10 to seven,
and the duration from five to two days in a locality serving 47,000.
Faster fix for Babil’s water complex - reduced number of steps to implement fixes and maintenance from 14 to seven and the duration from seven to three days benefiting 794,000
citizens.
Water supplied to rural residents in Babil - streamlined
the water tanker delivery process by cutting the number of steps from 12 to six hours and increasing for 29,500 additional residents. Accelerated installation of water service to a Baghdad village - installed a new water network in the village of
Su’aydat, home to 200, that previously suffering from low quantity and quality of water, by significantly reducing the number of steps and days needed to install the new system. Quicker response for water pipe maintenance issues in Baghdad - reduced the steps needed to fix fractures in its
network from 20 to seven leading to quicker repairs and improved water access for al-Rasheed district’s 80,000 residents. Expedited water repair leaks in Basrah - addressed the lack of potable water due to water leakage and broken water networks by streamlining the process of repairing water leaks from 15 to eight steps which resulted in faster response times of three days instead of seven to benefit all citizens. New installation process reaches 100,000 more citizens in Basrah - implemented a new model for installing pipelines that requires 11 steps from the previous 14 and reduced administrative time from 20 days to less than half. The new model was implemented to install a 2,000-meter pipe network in al-Qibla neighborhood in the center of Basrah that serves 20,000 residents, compared to the old water network that served only 10,000 previously.
Improved water quality in Basrah and Anbar - redesigned maintenance procedures, administrative processes, and quality assurance practices for al-Baradieyah (Basrah) and Falluja (Anbar) water plants which improved water quality for 30,000 citizens in Basrah and 50,000 in Fallujah. Water turbidity dropped from 25 to 3 NTU in Basrah and 4.2 NTU in Anbar. At least 5 NTU is the World Health Organization’s standard. USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 21
REENGINEERING SOLID WASTE MANAGEMENT
Increased trash collection Improved solid waste More efficient solid waste coverage by 30 percent in collection in Baghdad management in Basrah Ramadi - improved trash neighborhood – reduced the through GPS fleet tracking - collection by 30 percent from number of steps for collecting installed GPS trackers on trash 102 m3 to 134 m3 trash collected trash and cut cost of collection vehicles to analyze and daily for 30,000 citizens. The implementation by an estimated improve the routes and schedules municipality purchased 266 new $400 per day. As a result, the of vehicles which reduced fuel trash receptacles as part of the government assigned additional consumption in half and allotted new process. vehicles to collect 80 tons of more time to collect trash - waste from streets and public improving services for 1.2 million Increased trash collection spaces in Shuhahda’a Khad Dari, citizens by collecting 100 more coverage in Babil - developed a positively impacting the tons of trash daily. monthly waste collection plan neighborhood’s 2,200 residents. that improved waste collection GPS fleet tracking expanded coverage from 65 to 80 percent Expanded daily trash trash collection in Ramadi - in the al-Furdos neighborhood in collection in Basrah - improved the volume of waste Hillah, which is home to 72,0000 reduced the number of steps in collected by 40 percent and residents. the maintenance process of 830 reduced collection vehicles’ fuel public vehicles from 28 to 13 by 20 percent. Al-Ramadi will Streamlined process and helped increase trash replicate this fleet management improved solid waste collection from 188 tons to 408 system in all of its divisions by services in Basrah - improved tons per day. The number of installing trackers on 80 trash trash collection for 105,000 out-of-service vehicles dropped collection vehicles which will citizens by cutting the time from 160 to 0 and complete benefit 34,000 citizens. required to collect trash in the basic maintenance time was two service areas from one reduced from 20 to 5 days and month to only 11 days by while complex maintenance reducing the collection steps dropped from 60 days to 30. from 19 to 14 resulting to 100 Improved trash collection more tons of trash collected benefits 1.2 million citizens in daily. Basrah City will replicate the center of Basrah. the improved process in remaining six service areas.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 22
Equality and Inclusion Social inclusion and diversity are cornerstones of IGPA/Takamul Project relating to gender, vulnerable populations and youth with the goal of reducing gender disparities within provincial government. This quarter, IGPA/Takamul’s equality and inclusion unit focused on improving service delivery to women and vulnerable populations as well as strengthening the Provincial Women’s Empowerment Departments (PWED3). GENDER EQUITY IN SERVICE DELIVERY. On April 8 and 11, IGPA/Takamul hosted workshops in Erbil for Water Directorates and Municipalities Directorates working with the Project on reengineering business process. The workshops helped raise awareness of the importance of social inclusion and gender equity in service delivery, while providing participants with new tools to analyze problems and identify best practices in service delivery planning. Participants worked in teams to design and present modifications of pre-selected process, such as water purification and public waste bin distribution. IGPA/Takamul’s briefed participants on ways to improve social inclusion in planning by utilizing the “Do No Harm” framework. A total of 49 participants attended the first workshop for Water Directorates and 36 attended the workshop for Municipalities Directorates, representing Anbar, Basrah, Babil, and Baghdad. Council of Representatives (COR) Member Mr. Jassim Albhkati attended as well.
GENDER SAFETY AUDITS. This quarter, IGPA/Takamul introduced gender safety audits as a tool for explicitly recognizing how women and girls experience the socially-structured environment in Iraq, giving voice to their insecurities. A total of 43 government and CSO representatives from Erbil and Ninewa learned how to facilitate a process for women and girls to recognize and articulate how they experience public spaces. A Gender Safety Audit was piloted in an Erbil public park where a number of safety-related issues were raised, documented, and turned into recommendations for follow-up actions by the park management. The Erbil Water Directorate and Gender Unit plan to implement Gender Safety Audits on new public water projects to ensure they do not create any safety risks for local women and girls.
RESPONSIBLE SERVICE DELIVERY FOR ALL. Three separate training events on June 18 in Baghdad, June 19 in Basrah, and June 20 in Erbil brought service providers and PWEDs together to develop a shared understanding of how they can work in unison to respond to women’s needs and improve service delivery for all. These trainings helped participants understand the challenges of service delivery as well as the responsibilities of service providers to citizens. The training introduced analytical tools for identifying and addressing service delivery challenges. As a result of these trainings, the Basrah Water Directorate issued a letter of intention to collaborate with the PWED on future field visits and awareness campaigns. The Erbil Gender Unit and Water Directorates have scheduled a follow-up meeting to identifies way to collaborate.
STRENGTHENING PROVINCIAL WOMEN’S EMPOWERMENT DEPARTMENTS. This reporting period, IGPA/Takamul compiled nearly 500 pages of management documents for PWEDs use in upgrading their capacity for tracking and documenting activities. The documents include reference materials, templates for documenting activities, contact information for critical referrals, and relevant national and international laws/statutes. All documents will be translated into Arabic and made available to all PWEDs for future reference and application.
3 In the Kurdistan Regional Government, PWED is referred as the Gender Unit.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 23
IGPA/Takamul and the PWEDs from Anbar, Babil, Baghdad, Basrah, Erbil, and Ninewa co-developed an implementation strategy for becoming functional provincial departments with a mandate to represent women, girls and vulnerable populations in provincial government. The strategy will be implemented through an Assistance Package (AP) for PWEDs in Year 3.
In late June, IGPA/Takamul convened a high-level meeting to restructure and activate PWEDs. The event resulted in agreed upon structures, functions and linkages for PWEDs within provincial government and identified their critical responsibilities in empowering Iraqi women. The proposed structure and functions were submitted to the HCCPSec for review and distribution to governorates as the nationally-recognized standard for PWED inclusion and activation, which formally links PWEDs to provincial planning and budgeting processes.
The Basrah PWED engaged in two significant capacity building events during this quarter. They received training on how to create an advocacy campaign and in modern mass communication techniques. As a result of the communication training led by IGPA/Takamul, the PWED has been added to the official government website and are being issued official government email addresses.
WALK IN THE PARK Are women safe?
Erbil’s Gender Unit identifies danger spots for women in a public park. A lack of
signage, lighting, security and surveillance systems, facilities, and damaged pathways were found as a result of the gender safety audits that Erbil’s Provincial Gender Unit and composite teams conducted on June 13 in the Sami Abdulrahman Park. These findings represent potential obstacles for women asking for help while at the public park.
The safety audit is an important tool to understand how women and men perceive space differently and part of IGPA/Takamul’s focus to improve overall service delivery and remove obstacles to women’s access of public spaces and engagement in civil society activities. USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 24
1.1.3 Development of sectoral development plans for water, electricity, and SWM The development of Sectoral Development Plans (SDP) began this quarter. A workshop was conducted in Baghdad on June 17-18 to build the capacity of the Baghdad, Babil, and Wasit Water and Municipalities Directorates on the preparation of these plans. SDPs seek to institutionalize the process of service delivery planning within the PPDCs and decentralized entities so that they are in alignment with both citizens and GOI priorities as well as capital investment plans. As a result of the workshop, and continuous support from IGPA/Takamul, the following provincial entities prepared SDPs:
• Baghdad Water Directorate; • Sewage Directorate of the outskirts of Baghdad (covering the area within the Baghdad Governorate but outside of the boundaries of Baghdad Mayoralty); • Babil Water Directorate; • Hilla Municipality Directorate; • Wasit Water Directorate; and, • Kut Municipality Directorate. The directorates will also prepare associated PPLs, which will be shared with citizens though public hearings and forums for comments and suggestions to update the SDPs. Afterwards, the SDPs will be sent to the relevant PPDCs for discussion and approval before being sent to the Provincial Councils for adoption. While these SDPs will focus on IGPA/Takamul’s priority areas of water, SWM and electricity, the approach can be applied to other sectors. The preparation of the plans will be done in a collaborative and integrated manner that guarantees the involvement of all stakeholders including citizens, civil society organizations (CSO), academia and other provincial and federal government entities. This activity builds on IGPA/Takamul’s previous successful revitalization of the PPDCs.
1.1.4 Improvement of the Provincial and KRG Public Procurement System During this quarter, IGPA/Takamul supported the development of 23 projects worth $116 million in the sectors of sewage, electricity, roads, infrastructure reengineering consulting services and education projects.
Following a year of continuous negotiations, the MOP finally approved IGPA/Takamul’s specialized SBDs this quarter. Specifically, the MOP approved SBDs for the procurement of consultancy services, information systems, books and publications, pre-qualification, medical supplies/equipment, and electromechanical devices for water and electrical plants. The Ministry requested the Project’s support to review and modify SBDs for specialized projects that have unique technical requirements, and to translate them into English so that international companies can participate. IGPA/Takamul will also support the MOP to hold a conference for companies on how to use the specialized SBDs.
Furthermore, the Project also developed SBDs to make procurement for small- and medium-sized projects (up to $8 million) more transparent and easier for smaller enterprises to participate. These applications are used for approximately 70 percent of all government procurement activities. By streamlining the procurement process, it is anticipated that private sector involvement will increase as companies are encouraged to participate in government contracts, which are still a major source of business in Iraq. Doing so will contribute to the revitalization of the Iraqi economy.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 25
CONSTRUCTION SITE OF THE BETTAH BRIDGE. BABIL GOVERNMENT AWARDED A LOCAL
COMPANY USING IGPA/TAKAMUL’S STANDARD BIDDING DOCUMENTS.
At the onset of this quarter, the Basrah Governorate, with support from IGPA/Takamul, selected a company for a $33 million water project. Barash’s PG prepared bidding documents for the design and construction of a water treatment plant in al-Deir district. Procurement officials used the SBD developed by IGPA/Takamul to prepare the solicitation documents. After analyzing the submitted proposals, the PG selected a Chinese company to implement the contract, which is expected to take one year to complete. The Project also held a separate three-day workshop in Basrah for 19 procurement officials to discuss the upcoming release of bids developed in cooperation with IGPA/Takamul.
During this reporting period, a total of 43 projects worth $97.3 million were awarded in Anbar, Basrah, and Baghdad. Of those 43 projects, 39 were awarded specifically in Anbar (value of $ 35.4 million), mostly in relation to the demolition and reconstruction of 35 schools as well as the installation of a water filtration system, various building construction, and road pavement. Three projects were awarded in Basrah worth $41.7 million for maintenance of al-Zubair bridge, a consulting assignment to address the water scarcity and pollution of rivers in Basrah, and consultancy work to complete infrastructure projects in the areas of al-Tuba, al-Qurna, al-Nakheela and al-Zubair (Phase I and II). One trash collection project was awarded in Baghdad, worth $20.3 million, to clean the areas outside the municipal boundaries of the Directorate of Municipalities of Baghdad.
Throughout the life of the project, IGPA/Takamul actively participated in the development of 140 bidding documents as well as the evaluation and selection of vendors for a portfolio of projects within the water, sewage infrastructure, and electricity sectors worth a total of $1.52 billion, see
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 26 table below. Of this amount, a total of 61 contracts were awarded with a total value of $368 million as of June 30, 2019. The breakdown of these contracts and their corresponding value is as follows:
TABLE 3: SUMMARY OF CONTRACTS AWARDED (APRIL-JUNE 2019)
PROVINCE Number of contracts awarded4 Total Value (in $)
Basrah 3 41,660,223
Anbar 39 35,385,081
Baghdad 1 20,338,666
TOTAL 43 97,383,970
In addition to the aforementioned procurement efforts, the Project also helped the Ninewa Municipality Directorate prepare bidding documents for a total of 11 projects worth $17.94 million. Three of the projects are for road paving and repairs to improve the commutes of the region’s more than two million citizens. Another project is the revitalization of 28-km road connecting Dahuk and Mosul, valued at $5 million, that directly impacts the 750,000 people living near the road. Another project is the revitalization of a 6.5-km road that connects Mosul and Erbil, with a total estimated cost of $500,000, that directly impacts 100,000 people living on the roadside in these areas. Both roads were heavily damaged during the fight against Da’esh. The repaving projects will also benefit farmers, government employees, and students who travel for work and school by reducing travel times by up to 50 percent. Support was also provided for developing SBDs for a power transformer project that will improve electrical services for two million people. The bidding documents used for the aforementioned projects represent the first public procurements to use the IGPA/Takamul- developed SBDs in Ninewa following liberation from Da’esh. As part of the procurement efforts, the Project held workshops in Ninewa this quarter to train provincial officials on the SBDs. All projects have been announced and awaiting receival of offers. ANNEX 3 shows IGPA/Takamul procurement assistance using SBD for awarded projects since the Project’s inception. WATCH - How streamlining paperwork leads to better public services in Iraq https://www.youtube.com/watch?v=fMvqMNMUGwQ&t=26s
Procurement support for the KRG This quarter, IGPA/Takamul continued building the capacity of KRG procurement staff in Erbil. The Project hosted a workshop in Erbil on procurement regulations for products, services, and consulting. A total of 25 participants from different government directorates attended the workshop, where they learned how to use the KRG-specific SBDs (developed by the World Bank) to generate
4 The awarded projects are in various stages of implementation.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 27 project-specific bidding documents. Officials were also trained on how to better manage procurement activities, including how to ensure their proper and timely completion.
Another one-day workshop was held in Erbil on June 19, where IGPA/Takamul provided technical advice to prepare SBD for non-consulting service projects. The 32 workshop participants, all of whom were officials from various Kurdistan government entities, discussed and developed SBDs with support and guidance from IGPA/Takamul. The MOP, responsible for the regulations of the Iraqi government’s procurement system, expects to receive the final SBDs in July 2019.
1.1.5 Basrah Water Program Management Unit In Basrah this reporting period, IGPA/Takamul began its support to the Water Directorate for the creation of a proposed Water Management Council, which was previously discussed during a water workshop facilitated by the Project in December 2018. The Council seeks to be the ideal mechanism to facilitate communication and collaboration between different planning entities.
BASRAH GOVERNOR (MIDDLE) RECEIVES THE WATER TREATMENT PLANT OPERATION AND MAINTENANCE MANUAL FROM IGPA/TAKAMUL TEAM.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 28
IGPA/Takamul hosted a one-day workshop in Basrah for the Assistant Governor, Mr. Hassan Najjar and a variety of stakeholder representatives including the Ministry of Health (MOH), Ministry of Water Resources (MOWR), Water Directorate, and MOO among others. During the meeting, participants unanimously approved the formation of the Water Management Committee, now known as the Basrah Water Program Management Unit per the Project’s suggestion following the water crisis of last summer. As part of the workshop, IGPA/Takamul proposed an initial structure for the Council and a description of its key functions.
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 Provincial Planning and Development Council IGPA/Takamul continued to assist the PPDCs in assuming their roles in provincial planning, since they are considered as advisory entities for local governments within both the executive and legislative branches. This quarter, PPDCs of Babil, Baghdad, Maysan, Dhi Qar and Najaf held their first public hearing sessions that included women and vulnerable populations to improve service delivery plans. The role of the PPDC is to provide technical consultation with the governors in drafting Provincial Development Plans that reflect the policies of Provincial Councils (PC). As such, their work is essential to the success of the decentralization of services in Iraq. While the revitalization of these Councils was completed in previous quarters, during Q-3, IGPA/Takamul supported PPDC operations to ensure that that they are performing their role properly and efficiently.
BAGHDAD’S PROVINCIAL PLANNING AND DEVELOPMENT COUNCIL HOLDS A PUBLIC HEARING TO GATHER CITIZEN INPUT ON SERVICE DELIVERY ISSUES.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 29
ANNEX 4 provides a summary of IGPA/Takamul’s support to the PPDCs throughout the last quarter.
During the upcoming quarter, IGPA/Takamul will support the revitalization of four more PPDCs in Salah al-Din, Kirkuk, Diyala, and Ninewa. The Project will build their capacity through workshops and technical assistance so that they are able to assume their role in preparing development plans for service delivery in consultation with citizens and various stakeholders.
Performance Evaluation Department Throughout the reporting period, IGPA/Takamul continued to support provincial Performance Evaluation Departments (PED). The Project helped to operationalize the HCCPSec’s federal-level PED and assisted the department to conduct provincial field visit to identify obstacles to service delivery. During these visits, the HCCPSec PED identified problems with the Municipalities Directorates outdated organizational structure and with governors not transferring authorities to these directorates, which are responsible for SWM services. In response, the HCCPSec PED recommended that the PM upgrade the Municipalities Directorates’ organizational structure to ensure that the directorates are given the authority to manage their resources. The PM approved these recommendations, which are anticipated to impact public services by simplifying procedures, ensuring rapid decision making at the local level, and enabling municipality directorates to better manage their resources.
KEEPING CITIES CLEAN In Baghdad, the PED recommended action to Baghdad’s Governor to address trash accumulation in streets and public areas as a result of a site visit to Almada’in district in February. In response, the Governor increased the fuel supply for trash collection vehicles to support additional trash pick-up and ordered more waste bins for public areas. The increased fuel allocation allows trash collection vehicles to operate every day of the month, minimizing trash accumulation, and enabling the Municipality Directorate to use equipment and vehicles to repair streets, schools, and public squares. These actions have already reduced trash accumulation and improved services for the district’s 430,000 residents. IGPA/Takamul supported Baghdad’s PG to operationalize its PED and trained the department’s staff on evaluating public services.
A Najaf PED-initiated survey prompted Najaf’s local government to responds to a citizen complaint on garbage accumulation in the Kufa City streets. On June 12, a Najafi citizen urgently called the attention of the Najaf’s directorates through a social media post, urging the removal of enormous amount of trash in Kufa. On the evening of June 17, the Provincial Council’s (PC) Service Committee and Kufa’s Municipality Department sent heavy machinery and laborers to remove the garbage. In March, Najaf launched a web-based citizen satisfaction survey to gather opinions regarding trash collection services following IGPA/Takamul’s overall approach in operationalizing the PED by, among others, touching base with citizens to gauge satisfaction and to collect suggestions to improve service delivery and, in this case, by the PC Service Committee.
In Maysan, the Municipality Directorate of Umarah placed 120 signs around the city and launched a website and social media campaign to encourage citizens to keep Umarah clean. Maysan’s PED recommended the campaign after evaluating the city’s SWM services and reporting to the Governor and the HCCPSec. IGPA/Takamul operationalized and trained Maysan’s PED to evaluate the performance of decentralized services and report issues to the GO for follow-up action. Based on the PED’s findings and recommendations, Diyala’s Governor instructed all water treatment plants to
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 30
NAJAF PERFORMANCE EVALUATION DEPARTMENT TEAM ASSESSES TRASH COLLECTION SERVICES.
be connected to the emergency electricity grid and ordered the Water Directorate to clean the river near water intakes, which the Directorate had since completed.
As a follow-up to IGPA/Takamul’s previous training and technical assistance, the Maysan PED trained the Planning and Follow-up Divisions of Provincial Service Directorates on service delivery performance standards and indicators. Maysan’s governor requested the training to help the directorates better understand the concept of standards and indicators and to begin gathering data for performance evaluations. Participants determined that the majority of the services either have outdated performance standards or do not have any at all. IGPA/Takamul will work with the directorates to address these indicator issues in Q4.
IMPROVING WATER SERVICES The Diyala PED assessed water services in capital Baqouba and found that water services had a 65 percent performance score due to problems such as turbidity, odor, and lack of water provision to certain areas. According to the PED, these problems are due to a variety of factors, including insufficient electric supply to water treatment plants, illegal tapping, over expansion of the water network, and dumping of solid waste into the river near the main water intake. Based on the PED’s findings and recommendations, Diyala’s Governor instructed all water treatment plants to be connected to the emergency electricity grid and ordered the Water Directorate to clean the river near water intakes which the directorate had since completed.
WATCH - How provincial Performance Evaluation Departments are improving water and trash collection services https://www.youtube.com/watch?v=12nJfhzXNlQ&t=3s
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 31
FEDERAL AND LOCAL ENTITIES BUILD CONSENSUS TO IMPROVE PUBLIC SERVICES
Federal and local entities build consensus and agree on way forward to improve service delivery. During this reporting quarter, IGPA/Takamul worked with pilot Provincial Council (PC) Committees to develop a robust monitoring system and horizontal and vertical integration mechanisms to enable them to work more effectively and in a systematic engagement with service delivery providers.
IGPA/Takamul trained the committees on methods of obtaining inputs on the proposed monitoring mechanism, which was initially drafted by Takamul advisers. Later IGPA/Takamul gathered representatives from both federal and local governments to build consensus on proposed mechanisms to address technical challenges hampering the improvement of service delivery.
During a two-day workshop, participants finalized mechanisms to create more effective service delivery monitoring and oversight. Representatives from HCCPSec, PCs Services and Planning Committees, and heads of provincial-level PED agreed to conduct joint field visits to gauge service levels and propose solutions to address sectoral challenges. PEDs and PC’s services committees initially adopt the proposed integration mechanism between them which enables provincial government to respond timely to citizens service delivery needs. The new process also requires a continuous report from PED staff on the current status “as-is” of each service and complaints received. This report then should compare with accepted service performance standards and indicators and submitted to the PC service committees in respective provinces.
1.2.2 Development of secretariat function within the HCCP to support coordination activities During this reporting quarter, IGPA/Takamul worked with the HCCPSec to build the capacity of its staff on the legislation, legal framework and functions of decentralized directorates. The goal of the training was to enable the HCCPSec to respond to provinces more efficiently to ensure that services are provided to citizens.
Furthermore, upon recognition of the effectiveness of IGPA/Takamul’s organizational analyses and design methods, the HCCPSec established a unit dedicated to upgrading and developing its organizational structure this reporting quarter. The Project helped to establish key functions and structure in addition to providing a two-day training on the unit’s anticipated roles and responsibilities.
1.2.3 Development of a 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 Xizmat Activity is part of the KRG’s ongoing reform and modernization program. The KRG has been documenting government services and integrating the results in a web portal, which now covers 422 public services.The portal is administered by the High Committee for Services at the KRG’s Presidency of the Council of Ministers (COM). The initiative was based on reports that 30
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 32 percent of the total time that citizens spend trying to obtain a particular service is used to figure out who or what office provides the service, the location of the office, requirements for service, and procedures to obtain service. In addition, service providers also spend a great deal of time providing this basic information to citizens over the phone or in-person. The information concerning those services is now available in one convenient place on the Xizmat web portal in Kurdish language. Arabic and English languages are going to be added to the portal in a near future.
IGPA/Takamul’s initiatives in support of the Xizmat Activity are summarized as follows:
• Awareness campaign targeting both service providers and the public on the website and services offered by various ministries. • Craft and implement a branding strategy to create a proper and unified public image of the website. • Reengineer/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 the permanent institutional arrangement for the management of the KRG public service reform process, including the maintenance and continuous improvement of the services' website. During this quarter, IGPA/Takamul developed two RFPs in support of the Xizmat Activity. The first is titled the “Developing Mobile Application (Android and IOS) for KRG Xizmat Portal” RPF and came in response to a request from the KRG DPM’s Office during a visit on April 11 to discuss expanding IGPA/Takamul’s assistance to the Xizmat Activity. The RFP seeks to assist the KRG by developing a mobile application for the Xizmat website so that information is readily available for mobile-phone users. This mobile application can also become a main communication link between government and citizens in case of calamities and natural disasters. The RFP is currently in its final review and is expected to be released and awarded in Q4.
The second RFP, titled “Providing Translation Services of Xizmat Portal from Kurdish into Arabic and English,” seeks to translate the information on the portal–which is only available in Kurdish language–into Arabic and English. Doing so will allow non-Kurdish speaking users to access the Xizmat website. The RFP has been announced and is also expected to be awarded in Q4.
Also, this quarter, IGPA/Takamul supported the implementation of BPR to enhance service delivery of:
• Issuing building permits; • Private sector employee subscriptions for social insurance; • Notary public services; and • Maintaining water pipe networks in Sulaimaniya. The progress of these BPRs are in varying stages. For example, while the redesign of the issuance of building permits process is complete, that of maintaining water pipe networks in Sulaimaniya is still in the redesign phase and the notary public services BPR is still in-progress. An RFP was prepared for the notary public services process, which seeks to simplify functions across the KRI’s 26 Public Notary Offices that are operated by 127 notaries. The BPR seeks to introduce a simplified and systematic process for registration, filing, processing and completing all types of power of attorneys and
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 33 authentication of documents. The RFP was announced and is expected to be awarded in Q4. Work on the design of the private sector employee subscription for social insurance remains in progress. IGPA/Takamul is working on preparing an RFP for the reengineering of this process.
RESULT 1.3 Enhance regulatory and procedural certainty to attract private sector investment
1.3.1 Laws, regulations, and by-laws for utility sectors are optimized to equitable provision of services The Law of the Capital IGPA/Takamul organized a workshop on the Law of the Capital, a decree which would ensure joint planning between the Baghdad PC and Amanat to improve service delivery. Attendees included the Baghdad PC Chairman, Deputy Governor as well as representatives from Baghdad Amanat, the PM’s Advisory Council, HCCPSec, MOP, and the State Council. Participants discussed points of contention between Baghdad PG and Amanat in addition IGPA/Takamul’s input on the draft law and proposed solutions. The Project shared feedback from the workshop with stakeholders prior to their finalization of the draft law. The Baghdad PG requested IGPA/Takamul’s support to organize the workshop, as the Project is seen as a neutral entity to analyze the draft law.
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 continued advocating for the passing of the PPP Bill into law and briefing Members of Parliament (MP) on its service delivery work.
IGPA/TAKAMUL MEETS WITH MEMBER OF PARLIAMENT, MS. SHAYMAA AL-TIMIMI, MEMBER OF THE SERVICES COMMITTEE, TO ADVOCATE FOR THE PPP LEGISLATION. ______ON PPP.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 34
The Project’s Technical Unit held several meetings with MPs and external stakeholders to discuss progress on the PPP Bill and to answer questions on the topic. Throughout the reporting period, IGPA/Takamul met with the following: Ms. Huda Sajjad, Head of the Services Committee; Mr. Sirwan Abdullah, the Secretary General of the Council of Representatives (COR); Ms. Shaimaa Tamimi, member of the Services Parliamentary Committee; Mr. Borhan al-Ma’mouri, member of the Services Parliamentary Committee; and Ms. Alia Naseef, member of the Parliamentary Integrity Committee.
During these meetings, the Project presented on their analysis of Iraq’s current legal framework governing PPPs and recommendations for reform. All MPs emphasized the significant role of IGPA/Takamul as a provider of technical assistance and stressed the importance of continuing to hold weekly meetings at the COR.
The National Investment Commission (NIC) issued an administrative decision to form a committee to draft instructions regulating PPPs, based on article 32b of the Investment Law, until the PPP Law is passed. IGPA/Takamul was invited to join the committee as a technical advisor. Throughout the reporting period, the committee held a number of meetings to draft instructions. On May 1, the committee held a workshop in Erbil to finalize its bylaws, which enabled them to issue the final version of the instructions. Once endorsed by the Cabinet, these instructions are expected to support regulation of the partnership projects between Iraq’s public and private sectors until the issuance of the PPP Law. A regional conference will be held, with IGPA/Takamul support, to publicize the instructions for PPP under the investment Law as this is considered to be the first PPP- related legal instruction in Iraq to allow the public sector to enter in partnership with the private sector.
In addition, IGPA/Takamul facilitated a workshop on May 21 between Dr. Anbaki, Chairman of the Steering Committee for Partnership Contracts, and private sector stakeholders to get feedback and advice on the proposed draft PPP Law. The outcomes of the workshop were provided to the Prime Minster (PM) who instructed the Council of Ministers’ Secretariat (COMSec) to facilitate the appointment of a Prime Minister’s Advisory Committee Advisor Dr. Anbaki, who briefed the ministers at a COM meeting on May 28 in preparation for COR discussions.
IGPA/Takamul prepared an inception report on the National PPP Policy in Iraq. The report contains an analysis of the challenges that impede the progress of PPPs in Iraq, as well as a comparison with international best practices. The most important part of the report is a proposed work plan on support that IGPA/Takamul can provide to help advance PPP in Iraq.
As for PPPs in KRG, and in response to a request from the KRG’s MOP, IGPA/Takamul assigned an international PPP advisor to support the development of a modern legal and institutional framework for PPPs in the KRI. During the reporting period, the advisor met with the KRG MOP’s DG of Capital Investment to present an overall approach towards developing a framework and building the capacity of the relevant entities.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 35
BASRAH’S GARBAGE TRUCKS IN HASTE TO REMOVE WASTE SUCCESS STORY
The streets of downtown Basrah, Iraq’s second largest city, used to be filled with trash – mounds of refuse that became a visible and smelly reminder of how public services were struggling to meet citizen needs. Thanks to some innovative reengineering, Basrah’s streets are now filled with people and cars.
Basrah’s growing population Basrah’s officials requested People noticed the much cleaner placed a strain on the city to IGPA/Takamul to help address the Basrah streets. “I was astonished when deliver basic public services, such city’s troubled solid waste I recently saw garbage compactor as trash collection. Drop in oil management services. In response, trucks operating regularly in the area prices in 2015 along with the the Project began working with and collecting garbage daily,” said conflict with Da’esh led to steep Basrah’s Municipality Directorate by Munqith Shalash Khudhair, a local cuts in the government’s budget. analyzing and re-routing garbage business owner. With its federal funds sharply trucks, making routes more reduced, Basrah was unable to efficient and directing excess “At first, I thought that the Kuwaiti keep paying a Kuwaiti company vehicles to underserved areas. As a company is back, but later I realized that the city contracted for trash result, trash collection increased, that these trucks are now under the collection. The company services coverage was expanded, supervision of the Municipality discontinued service and recalled and the directorate ended up saving Directorate.” Amer Abdulkareem its equipment from the city on funds by not having to rent commented, “Now, trucks also center. With the intermittent extra trucks. regularly enter the residential areas, trash collection and gaps in making noticeable improvement coverage, many households Overall, IGPA/Takamul’s re- compared to before.” resorted to leaving their trash in engineering helped the directorate empty lots and street corners to streamline its operations by Basrah’s Municipality Directorate is resulting in unsightly garbage reducing the number of stops a one of the 11 Municipality mounds accumulating truck makes in collecting garbage. Directorates in the provinces and in throughout the city center. “The “The newly adopted model reduced districts of Basrah, Baghdad, Babil, and dumpster was located on the the number of hours in garbage Anbar that IGPA/Takamul is working main street which makes it quite pickups while simultaneously adding with to reengineer solid waste a trip to throw garbage,” said 100 tons to the amount of garbage management collection and improve Amer Abdulkareem, a resident previously collected per day service delivery for citizens. of al-Maqal neighborhood. “The benefiting 105,000 more citizens
garbage was not collected from from the previous 1.27 million,” said Jabir Dhaeef Jubran of the these dumpstersUSAID.GOV. for days, which IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 36 made the street pungent.” Basrah Municipality Directorate.
Basrah’s officials requested IGPA/Takamul to help address
HEARING SESSION ON IRAQ’S PFM DRAFT LAW FOR PROVINCIAL COUNCILS, CIVIL SOCIETY ORGANIZATIONS, AFADS, AND THE ACADEME.
OBJECTIVE 2: IMPROVE PROVINCIAL AND NATIONAL GOVERNMENT PUBLIC FINANCIAL MANAGEMENT HIGHLIGHTS • Three provinces–Babil, Wasit, and Dhi Qar–completed and submitted an amendment required by the Ministry of Finance (MOF) to prepare estimated budgets on local revenues. These are initial steps to opening their local revenue bank account which will allow them to use provincial-generated revenue for service delivery projects. Basrah Province completed the municipalities institutions budget and submitted to the MoF. • MOF approved, for the first time, self-financing directorate budgets of a provincial government. During this quarter, the MOF approved Babil’s estimated budgets for Water and Municipality directorates wherein in the past, the provinces’ budgets were usually not approved until June or July when these units were part of line ministries. The early approval of estimated budgets will allow for the on-time payment of salaries and funding of operations at directorates, which was often delayed in the past and had negatively impacted service delivery.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 37
• As part of the decentralization process granted to provincial government under Law 21-2008, Governor’s Offices and Directorate Generals, during this quarter, initiated the publication of vacancies and managing the hiring process for decentralized directorates. • The Administrative and Financial Affairs Directorates (AFAD) of Baghdad and Diyala started using the knowledge they gained from IGPA/Takamul’s training activities and were independently training other decentralized directorates on human resource management and preparing operation budget using the Project’s training materials.
RESULT 2.1 Strengthen capacities of provincial offices and support their conversion into fully operational financial management offices
2.1.1 Development of Assistance Packages (AP) and agreement of MOU – Administrative and Financial Affairs Directorate (AFAD) and Erbil Province During this quarter, IGPA/Takamul developed two Assistance Packages which were approved by Basrah AFAD and KRG’s Ministry of Electricity and Ministry of Water. Under these packages, IGPA/Takamul 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.
In May, IGPA/Takamul concluded its review of the AFAD’s organizational structure and legal framework and will present the review to the Ministry of Planning (MOP) for approval. As the fiscal decentralization process has advanced over the past year, the roles and responsibilities of AFADs have increased significantly. As such, the Departments struggle with determining their boundaries and new responsibilities. To help resolve these issues, IGPA/Takamul brought together the Higher Commission for Coordination among Provinces Secretariat (HCCPSec), MOP, MOF, and provincial officials to develop a revised operating structure for the AFADs. The new structure will be reviewed and approved by the MOP prior to implementation. Once in place, the revised structure will provide the AFADs with SOPs and job descriptions for all staff positions as well as improve operations and controls within the Departments.
Earlier this quarter, IGPA/Takamul trained Anbar AFAD on decentralized accounting system. After assessing technical assistance needs in Anbar, IGPA/Takamul designed and delivered training program on the decentralized accounting system. Participants learned about the MOF’s financial management and reporting regulations for a variety of transactions using a reporting template that will make it easier and faster for the AFAD to submit consolidated and accurate monthly financial reports to the MOF.
AFAD of Baghdad and Diyala have independently started training other decentralized directorates on human resource management and preparing operation budget using the Project’s training materials. In Basrah, Maysan, and Dhi Qar made use of /Takamul’s training materials to help build the capacity of its decentralized directorates in their respective provincial government. The Head of the Basrah AFAD’S Financial Management Department, who was trained by IGPA/Takamul on decentralized accounting, initiated a training program on the MOF’s monthly financial reporting requirements for 20 staff from Basrah, Maysan, and Dhi Qar. The course was designed to build the capacity of the
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 38 decentralized departments of housing, buildings, urban planning, occupational safety, vocational training and special needs. Prior to decentralization, these directorates did not have accounting units when they were still part of line ministries.
2.1.2 Implement APs for AFADs and Erbil Finance and Accounting Units 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 Ministry of Justice. The data collection and analysis for the baseline that started in April culminated on a workshop that focused in the methodology of collecting data from the departments of the directorate and analyzed these data to determine the cost of the services. This resulted to the Ministry of Electricity recommending the establishment of a cost recovery department. During an exclusive workshop, which was an offshoot of a five-day training for the Ministries of Municipalities and Electricity (MOE), the MOE proposed to establish a department of cost recovery to accurately calculate the expenses and expenditures of the ministry. This workshop included 11 participants from Erbil, Sulaimaniya, and Dahuk and focused on the ministry’s specific needs in a bid to improve the MOE’s daily tasks. At the end of the workshop, the participants recommended that the MOE:
• Calculate the rate of depreciation for their assets as it has a strong impact on the operational budget preparation process; • Calculate the ending balance for supplies that are in use for less than one year; • Calculate power production ratios for all governmental and non-governmental power producing stations independently; • Re-evaluate the power producing stations and study the possibilities of using advanced technologies that can produce more power with less cost; and, • Build a database system for the MOE that includes all the ministry’s expenses in order to produce accurate financial reports. In addition, KRG Ministry of Municipalities also recommended steps to recover service delivery costs. The Ministry of Municipalities (MOM), whose jurisdiction includes the General Directorate of Water and Sewerage operations, recommended a cost recovery team to calculate and analyze the expenses and expenditures of the ministry including water production ratios in water treatment plants and asset depreciation. These recommendations were outputs of a five-day training-workshop on cost recovery for the MOM employees who studied the most challenging issues related to recovering cost in service delivery operations. Staff from Erbil, Sulaimaniya, Dahuk, and Halabja also recommended to reevaluate water producing stations and explore the use of advanced technologies that can produce more water at less cost. In June, public service delivery entities steered towards realistic cost of services. Following a five-day workshop conducted by IGPA/Takamul, 24 participants from the Water Directorates and Solid Waste Departments of Baghdad, Basrah, Anbar, Babil, and Ninewa calculated the final cost for both water and solid waste services for their respective provinces. By applying various accounting tools, participants were able to design a local government cost system for both solid waste and water using data and real-life information, which they brought to the workshop. At the end of the workshop, the service costs for one cubic meter of water and one metric ton of solid waste were finalized and will be submitted to provinces’ respective directorate management.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 39
In Anbar, IGPA/Takamul trained AFAD on decentralized accounting system. After assessing technical assistance needs in Anbar, IGPA/Takamul designed and delivered training program on the decentralized accounting system in April. A total of 11 participants from seven directorates attended the training. Participants learned about the MOF’s financial management and reporting regulations for a variety of transactions using a reporting template that will make it easier and faster for the AFAD to submit consolidated and accurate monthly financial reports to the MOF.
2.1.3 Creation of Fixed Asset Registry During this quarter, IGPA/Takamul was eager to complete the first phase of cost analyses. This is recognized as an important step to improving the service provision of water, trash collection, and electricity. To do so, the PFM Unit conducted workshops on methodologies of collecting data from directorates’ departments to determine the cost of services. The workshops explained their method of analysis and calculating costs. The Project also sought approval from Anbar, Ninewa, Baghdad, Babil and Basrah Provinces and KRG line ministries to obtain required data. As a result of the workshops, a collection tool was created, all data were collected, and initial fees of the targeted services were identified.
IGPA/Takamul worked on creating a fix asset registry template, which will allow the provinces to control their own fix assets. The Project developed a template allowing the provinces to have an idea about the value generated from their assets as well as the cost of maintaining them. With this level of control and information, provinces will be able to use revenue generated from the sale of their local assets to improve service delivery.
During this quarter, IGPA/Takamul trained provincial officials on fixed assets registry to help provincial governments and service directorates better manage their fixed assets, such as buildings, vehicles, and equipment. Following fiscal decentralization and the transfer of authorities to provinces over fixed assets, service delivery directorates did not have the technical capacity or forms to record fixed assets. The Project’s registry enables service directorates to estimate useful life and account for depreciation in order to make informed decisions about maintaining or replacing fixed assets. This supports the Project’s ongoing work of providing technical advice to directorates on preventive maintenance for water plants and trash collection fleet management.
In Basrah, the Basrah Governor approved establishment of Fixed Assets Department at the Administrative and Financial Affairs Directorate. As a follow-up to a GOI decision to transfer fixed assets–such as water treatment plants, pipe systems, and water pumps–to provinces from line ministries, The Basrah governor approved a proposal to establish a Fixed Assets Department at the AFAD. IGPA/Takamul will work with the department to create a fixed asset registry to provide managers with data on depreciation percentages for fixed assets to use when deciding whether to maintain or replace equipment, which is particularly helpful for water and trash service providers.
WATCH – Public Financial Management - How Iraq’s federal ministries are reducing expenses and improving efficiency https://www.youtube.com/watch?v=_Movv_7zXmo
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 40
FEASIBILITY STUDY TRAINING FOR PROVINCIAL GOVERNMENTS – A TRAINING NEED IDENTIFIED BY THE MINISTRY OF PLANNING
2.1.4 Development of coordination mechanism between the Ministry of Finance (MOF), Ministry of Planning (MOP), and AFAD As part of ongoing efforts by IGPA/Takamul’s PFM Unit, work continued this quarter on closing the gap between federal and local governments by engaging federal authorities in almost every workshops, training and different activities conducted by the Project. This led to improved communications and coordination between federal and local authorities as provincial government now better understand the MOF requirements.
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. IGPA/Takamul worked with the MOF and provincial authorities on identify the needs for building a portal that will give AFADs and MOF a platform to consolidate and submit financial reports electronically on time. To create the system, IGPA/Takamul’s PFM Unit held several meetings this quarter with decision-makers from authorities at both the federal and local levels. Discussions were focused on hiring a software company to develop the portal.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 41
A PARTICIPANT DISCUSSES HUMAN RESOURCE MANAGEMENT AT A TRAINING FOR NEWLY DECENTRALIZED PROVINCIAL GOVERNMENT DIRECTORATES.
In Q3, IGPA/Takamul worked with Babil AFAD to collect and simplify all templates for reports required by MoF. These templates be used when local governments work with service companies in creating interface pages from these templates. 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.
2.2.2 Implementation of a Human Resource Management (HRM) system Throughout the reporting period, IGPA/Takamul continued building the capacity of provinces and AFADs to produce timely and reliable financial reports that the MOF can use to track and finance operating and investment budgets. Specifically, the Project worked on improving the AFAD’s HR system in a bid to help the directorates prepare its operation budget. Previously, provincial governments struggled to collect employee information including salaries, annual raises, job titles, among others. An improved HR system will lead to more accurate personnel information leading to a more informed operation budget preparation process.
This reporting period, IGPA/Takamul worked to improve the AFADs’ Human Resource Management System (HRMS). The Project held several workshops for AFAD staff to introduce the HRMS concept and explain the importance of the HR Department and the role it should play in a well-functioning Directorate. An electronic HRMS was suggested by a workshop participant as a means of improving the operation budget.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 42
In relation to this activity, IGPA/Takamul begins accounting payroll training for provincial governments. Based on the training needs assessment, IGPA/Takamul designed a capacity building program on accounting and regulations for payroll. The five-day training program began May 9 with 25 participants from AFADs in all non-KRI provinces. As payroll represents almost 70 percent of operating budget allocations, accurate estimation of payroll budgets is critical for developing realistic provincial operating budgets. The training also supports IGPA/Takamul’s initiative to develop an electronic payroll process for AFADs to eventually pay salaries through electronic transfers.
In April, IGPA/Takamul held a training on payroll management and accounting processes for the newly decentralized Directorates of Housing, Bridges and Roads, Social Affairs, Municipalities, Urban Planning and Youth. The training built the capacity of the accounting departments in these directorates and showed them how to account for salaries in accordance with Ministry of Finance’s (MOF) regulations. The training aims to help accounting departments produce accurate operating budgets for 2020.
As a result of the workshop conducted, IGPA/Takamul developed an electronic system for provinces. This system calculates the bonus and promotion and classify the employees according to functional class. As part of the decentralization process granted to provincial government under Law 21-2008, Governor’s Offices and Directorate Generals, during this quarter, initiated the publication of vacancies and managing the hiring process for decentralized directorates.
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, no specific engagement was implemented under this activity. Previously, 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 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 is now beginning to listen to the provinces and providing them with guidance needed on how to open bank accounts for local revenues. Babil, Dhi Qar, and Wasit completed an amendment required by the MOF to prepare estimated budgets on local revenues submitting both the local revenue law and the budget to the MOF as an initial step to opening their local revenue bank account.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 43
PARTICIPANTS AT THE COST RECOVERY TRAINING FOR KRG
IGPA/Takamul continued efforts this quarter to improve the generation and collection of local revenue by increasing communication between federal and provincial authorities. To do so, the Project conducted comprehensive workshops with high representative from both federal and local authorities. During the workshops, GO representatives present the Local Revenue Law while Ms. Taif Sami, Head of the MOF’s Budget Directorate presented on the role of the estimate budget for revenue suggestions. As a result of the workshop, minor changes to the Wasit, Babil and Dhi Qar Local Revenue Laws were recommended by Ms. Taif so that they match MOF requirements and GOI regulations.
There is a province however, that found means on how to generate local revenues that do not encroach on the legal parameters of the Local Revenue Law. On May 7, Basrah’s Provincial Council approved the imposition of a one percent local tariff on goods imported through border check points. This local revenue generation comes as the result of an IGPA/Takamul training for Basrah’s AFAD last December on local revenue generation and management. Basrah’s AFAD estimates that the tariff could bring an additional $1 million a year, which would be used to fund service delivery improvements.
In another development, Basrah Provincial Council is following best practices for local revenue generation. Based on IGPA/Takamul-led meetings and trainings on local revenue generation, Basrah’s Provincial Council (PC) decided to shift the responsibility of collecting the province’s border crossing fees to the AFAD. Previously, this fee was collected by the PC, which violated MOF regulations and best practices on transparency and risk management. The PC will now only vote on, and approve, projects for which these locally generated funds will be used. IGPA/Takamul will work with Basrah’s AFAD and Governor’s Office (GO) to develop collection procedures, estimated budgets, and spending plans for these funds.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 44
Earlier, IGPA/Takamul met with Basrah’s PC members, GO, and AFAD to discuss different ways to increase local revenues, including revising the outdated service fees. Basrah’s governor created a committee to investigate this matter and IGPA/Takamul will train Water and Municipality Directorates on cost analysis and recovery. Estimating the costs of services per unit will guide the committee in recommending rate revisions. This work resulted in AFAD collecting revenues, instead of the PC, in compliance with MOF regulations.
2.3.2 Diversification of financing and potential revenue streams through engagement with the private sector Provinces look for other ways to generate their own revenues and through private sector investments, to reduce their federal dependence in funding service delivery units at the provincial level. The Project will replicate parts of Ninewa Investment project (IGPA/Takamul Task Order 4) to other provinces, most notably Wasit and Babil. 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.
On the other hand, IGPA/Takamul’s 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. In June, IGPA/Takamul delivered a training for the Ministry of Electricity (MOE) and as a result, the ministry recommended to establish cost recovery department. During an exclusive workshop, which was an offshoot of a five-day training for the Ministries of Municipalities and Electricity (MOE), the MOE proposed to establish a department of cost recovery to accurately calculate the expenses and expenditures of the ministry. This workshop included 11 participants from Erbil, Sulaimaniya, and Dahuk and focused on the ministry’s specific needs in a bid to improve the MOE’s daily tasks. At the end of the workshop, the participants recommended that the MOE: • Calculate the rate of depreciation for their assets as it has a strong impact on the operational budget preparation process; • Calculate the ending balance for supplies that are in use for less than one year; • Calculate power production ratios for all governmental and non-governmental power producing stations independently; • Re-evaluate the power producing stations and study the possibilities of using advanced technologies that can produce more power with less cost; and, • Build a database system for the MOE that includes all the ministry’s expenses in order to produce accurate financial reports.
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 The most significant development during this quarter is the approval, for the first time, of the MOF of self-financing directorate budgets. In May, the MOF approved Babil’s estimated budgets for self- financing directorates, including water and municipality directorates. In the past, the province’s
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 45 budget was usually not approved until June or July when these units were part of line ministries. This improved efficiency under decentralized fiscal authority comes as a result of IGPA/Takamul’s training for AFADs on how to prepare timely and accurate estimated budgets. The earlier approval of estimated budgets will allow for the on-time payment of salaries and funding of operations at directorates, which was often delayed in the past and had negatively impacted service delivery.
During the reporting period, IGPA/Takamul completed an on-the job training program on how to prepare operating budgets for decentralized directorates and AFAD of all provinces. Prior to decentralization, many of the service directorates did not have staff to prepare provincial operating or investment budgets. In order to transfer fiscal authority to provinces, allowing them to generate local revenues and decide on their own projects, provincial officials have to demonstrate sufficient public financial management (PFM) capacity to the MOF. The Project’s training helped advance this aspect of decentralization by enabling local officials to realistically estimate salaries and other operating expenses. IGPA/Takamul will provide them with further on-the-job technical assistance related to budget preparation.
In Diyala, IGPA/Takamul supported the governorate’s operational budget preparation. IGPA/Takamul project conducted a training workshop for the staff of the Administrative and Financial Affairs Department (AFAD) on the preparation of operational budgets. At the workshop, scientific methods of preparing operational budgets were introduced to the trainees, as well as use of electronic programs that calculate the annual growth that do not rely on general estimates. The trainees conducted a similar workshop in Diyala governorate for 14 accounting department staff of the newly decentralized directorates. The workshop was in preparation for estimating operational budget for submission to the Ministry of Finance.
In Anbar, AFAD now uses electronic spending control sheet developed by IGPA/Takamul. Anbar’s AFAD adopted an electronic spreadsheet developed by IGPA/Takamul which enables the departments to consolidate and monitor spending limits and report spending variances by decentralized directorates. The electronic spreadsheet was developed after discussion with the AFAD and budgeting managers, who noted that a manual consolidation and verification process was very time consuming. The electronic spreadsheet will be adopted by all IGPA/Takamul-supported AFADs.
Also, during this quarter, IGPA/Takamul initiated a training program for all provinces–including the Kurdistan Region of Iraq (KRI)–on how to prepare investment budgets and conduct feasibility studies. The program was designed in response to training needs identified by the Ministry of Planning (MOP), which noted that proposed projects from provinces are often greatly over- or under-budgeted. The training will help participants prepare and conduct feasibility studies for proposed projects using real examples. MOP staff will participate as co-trainers and the program and who are expected to train 100 participants from the AFAD and Water, Municipalities, Planning Directorates.
The KRG Debt Management Office (DMO) was established in 2017 under the direct authority of the Council of Ministers (COM). Having only a few staff members, the DMO has not been working at full capacity. IGPA/Takamul’s PFM Unit supported the DMO with an experienced expat and local staff to provide effective technical support. Supporting the DMO will enable the KRG to establish a loans structure, establish effective strategies and meet the needed financial obligations of better services.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 46
PARTICIPANTS AT THE TRAINING ON ESTIMATING INVESTMENT BUDGET FOR AFADS AND DECENTRALIZED DIRECTORATES.
2.4.2 Support the implementation of a Treasury Single Account (TSA) and Kurdistan Development Management System (KDMS) During this quarter, IGPA/Takamul actively worked on coordinating this activity with various institutions, starting with preparing training plans and the finalization of technical materials. This is part of IGPA/Takamul’s support to the GOI’s vision to give more budgetary authorities and responsibilities to provinces and line ministries.
IGPA/Takamul, in collaboration with the Ministry of Planning (MOP), 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.
2.4.3 Gender Responsive Budgeting Pilot During the last three months, IGPA/Takamul through its Equality and Inclusion Team, worked on developing the Provincial Women’s Empowerment Directorates’ (PWED) structure and basic capacity. In the coming months, the Project will start the work on planning and budgeting. This will become possible if PWEDs are formally linked to the provincial government’s (PG) planning and budgeting processes. 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
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 47 inclusion analyses on existing and proposed budgets across provincial directorates, thus positioning themselves to inform gender responsive budgeting in collaboration with other departments.
2.4.4 Build the capacity of Planning and Budgeting Units at the line ministries and provinces This quarter, IGPA/Takamul budget training advances fiscal decentralization. IGPA/Takamul completed a three-week training program on how to prepare operating budgets for decentralized directorates and AFAD from all provinces. Prior to decentralization, many of the service directorates did not have staff to prepare provincial operating or investment budgets. In order to transfer fiscal authority to provinces, allowing them to generate local revenues and decide on their own projects, provincial officials have to demonstrate sufficient public financial management (PFM) capacity to the MOF. The Project’s training helped advance this aspect of decentralization by enabling local officials to realistically estimate salaries and other operating expenses.
In Anbar, AFAD now uses electronic spending control sheet developed by IGPA/Takamul. The tool enables the departments to consolidate and monitor spending limits and report spending variances by decentralized directorates. The electronic spreadsheet was developed after discussion with the AFAD and budgeting managers, who noted that a manual consolidation and verification process was very time consuming. The electronic spreadsheet will be adopted by all IGPA/Takamul-supported AFADs. Early this quarter, both of the KRG’ water and electricity service providing ministries have not been effectively accurate in establishing pricing mechanisms for the services they provided. As such, these service providers have approached IGPA/Takamul’s PFM Unit to support them in training their staff on effective cost recovery. The training-workshops conducted for this purpose are detailed under Activity 2.3.2.
WATCH - Central Accounting System in KRI – Better government accounting, better services https://www.youtube.com/watch?v=OBMt6DujcBE&t=4s
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 48
SIXTY 6PERCENT0% RISE IN WATER SERVICE FEES KEEPS WATER FLOWING IN DHI QAR SUCCESS STORY
Dhi Qar Water Directorate employed the overall strategy of strictly classifying businesses from residential units in water service payments and capped it with extended hours devoted to collecting fees. WATER SERVICE FEE COLLECTORS AT A CAFÉ IN DHI QAR’S CAPITAL.
Go after the big fish. This is how “The federal government pays up to eight o’clock at night, to be Dhi Qar Water Directorate raised salaries, but other expenses should able to reach businesses that are still its water service revenues in six be covered by local revenues,” said open in the evening. months by more than half the Asaad Mohi Maliokh, Director of amount than its entire 2018 Accounting at Water Directorate, The additional revenues are already collection. Previously, very few rendering the office unable to having a noticeable impact and businesses paid water fees, and purchase chemicals for purification, enabling the Water Directorate to many registered as residential units conduct maintenance at treatment spend for operations to improve the to avoid paying higher fees. This plants, or repair broken pipes. With water network. From January to June move was capped by a simple timing insufficient water fees to cover the of this year, Dhi Qar Water tactic – extending daily fee budget gap, it would only be a Directorate already collected 60 collection to six more hours. matter of time before a water percent more fees than its total problem erupts across the province. collection last year, putting the Dhi Qar province, home to two directorate on track to collecting million Iraqis, was heavily dependent To help avert a crisis, IGPA/Takamul more than double the amount of its from Iraq’s federal government to worked with the directorate to annual budget. pay for its public operating explore ways to increase its revenue expenses. “This covers payments generation. One of these is “We credit this great progress to from trash collectors’ wages to expanding fee collection to more IGPA/Takamul for their support,” operating water treatment plants. commercial units–such as shops, said Mr. Diab Falih Hassan, Director We did not rely on revenue restaurants, and factories. One of Accounts and Director of collected from service fees,” said factory’s fee may pay as much Decentralized Audit. Karim Jassim Oweid, Head of the payment for 10 households. Revenue Department at the Dhi Dhi Qar’s Water Directorate is one Qar Water Directorate. But in However, IGPA/Takamul of provincial governments across Iraq 2015, oil prices dropped and the demonstrated the potential revenue that IGPA/Takamul is working with conflict with Da’esh led to an gains of collecting from these to improve public services by helping enormous budget deficit which commercial establishments and address fiscal challenges to improve meant sharp cuts to the budgets of moved for extending hours of quality of service delivery. service directorates across the collection to six more hours a day, country.
USAID.GOV. IGPA/TAKAMUL FY19 QUARTER-3 REPORT | 49
A FORUM LED BY A PARTNER CSO, WOMEN’S LEGAL ASSISTANCE ORGANIZATION, COLLECTS FEEDBACKS ON ISSUES CONFRONTING WOMEN IN SULAIMANIYA.
OBJECTIVE 3: SERVICE DELIVERY AND PUBLIC EXPENDITURE MONITORING AND OVERSIGHT HIGHLIGHTS • A total of 32 public forums were conducted designed to be a space where citizens can identify project priorities and voice concerns about water and solid waste management (SWM) services. In Baghdad and Ninewa, IGPA/Takamul has seen significant progress in linking citizens and government officials using public forums. This effort has seen enthusiastic response from service providers in Mahmoodiya, Latifya, Sadr City, Shaab, and Karada who, upon hearing citizen concerns, took immediate corrective action to repair water networks and remediate trash accumulation. • IGPA/Takamul partner-civil society organizations (CSO) completed 28 volunteer activities focused on water conservation and SWM. All activities were conducted in coordination with service providers and local government officials in Ninewa, Babil, Anbar, Baghdad, Najaf, Wasit, and Basrah. • Tawasul Team in Babil served 241,424 citizens across three districts and eight sub-districts to conduct 10 public clean-up campaigns, resolved three water network issues, hold public
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 50 forums for 1,036 citizens, women’s forums for 234 citizens, and helped resolve 108 citizen concerns about public service delivery. • Baghdad, Basrah, Babil, Wasit, and Anbar adopted new provincial level standard operating procedures (SOP) to facilitate response to citizen complaints. The GOs of these provinces adopted SOPs developed by IGPA/Takamul to enhance the communication between citizens and provincial service departments enabling citizens and civil society to submit complaints and directly receive government responses. • The Council of Ministers Secretariat (COMSec) approved the formation of provincial Non- Government Organization (NGO) Directorate offices in Anbar, Babil, Wasit, Baghdad, Mosul, Najaf, and Basrah. IGPA/Takamul is also providing technical support to provincial Governor’s Offices (GO) to form these offices. This new organizational relationship will help to implement the recently approved COMSec directive enabling CSOs to monitor public expenditures and service provision at the provincial level. • Social accountability groups (SAG) brought together group members from current groups in Basrah, Anbar, Baghdad, Ninewa, and Anbar as part of the #SAGExchange2019 to network and exchange on challenges, successes, and lessons learned. In addition to groups from across Iraq, participants also represented a diversity of marginalized groups including Yazidis, Christians, Turkmans, Shabak, internally displaced population (IDP) returnees, persons with disabilities, women, youth, and other minorities.
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) Water Assistance Packages Despite Iraq having sufficient water resources to meet its population’s needs, Iraqis continue to face challenges in accessing water. There are several reasons for this disconnect including a lack of water infrastructure, illegal tapping, lack of chlorination, lack of electricity, water pipe leakage and budgetary challenges resulting from a lack of water revenue collection. Since its inception, IGPA/Takamul has made water conservation a priority. The Project has implemented RFPs for programs that enhance water management services, increase citizen interaction, Tawasul programming, SAGs and behavior change campaigns. These interventions led to significant change in Iraqi behavior by which water usage has gone down significantly in targeted locations. Civil society plays an important role in the implementation of water APs. During this quarter, water conservation campaigns were initiated in Basrah, Babil, Ninewa, Anbar, Erbil, and Baghdad. IGPA/Takamul employs a citizen-driven, bottom-up approach designed to empower civil society to increase citizen awareness on water conservation. Through partner CSOs, IGPA/Takamul accesses marginalized populations–primarily women, youth and minorities–to spread the message about water conservation. In addition, the Project assisted Water Directorates in its delivery of various messages to citizens designed to reduce water consumption.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 51 WATER CONSERVATION CAMPAIGNS
In Babil, Omaima CSO, conducted an advocacy campaign reaching more than 25,000 people in al-Khusrwya, al-Bakrly, Hay Babil, and Hay al-
Gazaar districts. As a result of this campaign, there has been a significant reduction in water consumption and increase in water fee payments among citizens. For this campaign, the Water Directorate distributed 25,000 educational leaflets to citizens on water conservation.
In Basrah, Shoub implemented a door-to-door advocacy campaign where flyers were distributed, short community meetings held, and social media ads posted. This campaign targeted Old Basrah, al-Tahseniya, Nadran, al- Hagag and al-Resala neighborhoods. More than 20,000 households were reached through this campaign and initial government reports indicate that water usage is dropping.
In Baghdad, CSO Al-Monqth targeted al-Sadr City, with an estimated population of four million, with an advocacy campaign including door-to-door visits, distribution of flyers, short community meetings and social media ads. As many as 15,000 n houses, shops, schools, and mosques were reached though these activities.
Those participating welcomed the initiative and expressed their commitment to save water and pay their water bills. Another 15,000 flyers were distributed by the Water Directorate directly.
In Ninewa, Noor Universal implemented a water conservation project between April and June, targeting the Baashiqa and Hay al-Sukr neighborhoods. The CSO reached 25,000 citizens in target locations. Noor has since reported improvement in water supply as households began to conserve water. Ninewa’s Water Directorate reported an increase citizen suggestions and complaints and also an increase in citizens paying their water bills.
In Anbar, water conservation messaging was spread by Tadhamn, which launched a significant campaign targeting Ramadi and the western areas Heet District in Anbar. More than 10,000 people were reached through this campaign.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 52 IGPA/Takamul partners conducted door-to-door campaigns this reporting period to influence citizen behavior on water consumption, reduce water waste and support improved water delivery services. IGPA/Takamul’s partners also produced accompanying social media messages. Follow-up reporting indicates that the populations targeted in these interventions demonstrated increased water conservation skills. Further, reporting from Water Directorates illustrates that citizen suggestions and complaints received increased as did the number of citizens paying water fees. Also, this reporting period, IGPA/Takamul provided technical support to the KRG General Directorate of Water and Sewerage, the Erbil and Sulaimaniya Water Directorate and related CSOs to develop separate action plans for a public awareness campaign in two neighborhoods of each city. In Erbil, support was targeted to the neighborhoods of Sharawany and Farmanbaran while the Sulaimaniya intervention focused on Majid Bag and Sheikh Mhedin. The Technical Working Group (TWG), a working body of citizen groups and government representatives, developed awareness materials and messages targeting citizens to conserve water. IGPA/Takamul funded the implementation of each campaign for a three-month period (March-June). Water Directorates’ records showed an overall water consumption in targeted areas was reduced by 10 percent whereas personal daily water usage decreased from 220 to 200 liters in Sharawany and in from 290 to 260 liters in Farmanbaran. Similarly, personal water consumption decreased in Sheikh Mhedin from 220 liters to 200 liters and from 160 liters to 150 liters in Majid Bag. In total, 14,137 people (4,782 female) directly benefited from the Erbil intervention whereas another 66,608 people were reached through social media campaigns. In Sulaimaniya, the total number of direct beneficiaries was 6,222 people (2,732 females) and those indirectly reached through printed materials and online social media campaigns number 37,332 people. Solid Waste Management The citizens in Ninewa have suffered for years, and continue to live with, the impact of Da’esh. Nevertheless, the PG is committed to restoring both basic service delivery and citizen trust in government. The United Iraqi Medical Society for Relief and Development (UIMS), one of IGPA/Takamul’s partners, conducted a three-month (April-June) awareness campaign as part of the SWM AP. UIMS in coordination with municipalities and the Ninewa TWG, developed action plans for citizen engagement in two targeted two areas (the Sokar neighborhood and Talkaif district). The plan identified roles for IGPA/Takamul, local CSOs and government entities.
IGPA/Takamul contributed by conducting two community sessions in the Sokar neighborhood for 48 community members as well as 26 participants representing the Talkaif district and solid waste service providers. The objective of these sessions was to increase citizen’s knowledge on the importance of proper trash disposal and enhance citizen trust in PG-provided services. These community sessions were supported by social media ads designed to change citizen behaviors. As a result of the community sessions, the Ninewa Municipality Directorate collaborated with a CSO to implement a community clean-up campaign in the Sokar neighborhood; and soon thereafter another clean-up campaign was held in the Talkaif district. The Municipality of Mosul supported both of these campaigns by providing equipment, fuel and municipal personnel to help with the clean-up.
The Baghdad Amanat is an important governance institution in Iraq’s capital as it manages the services of 14 of Baghdad’s municipalities. One significant challenge faced by the Amanat is the improper disposal of trash. Often this is due to a lack of citizen awareness on proper trash disposal techniques. This has led to the spread of unsanctioned waste disposal areas, grazing cattle in residential neighborhoods, waste disposal on public roads and a lack of municipality awareness of
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 53
WATER CONSERVATION CAMPAIGN IN AN ELEMENTARY SCHOOL IN SULAIMANIYA.
where trash is being disposed, leading to the accumulation of trash within neighborhoods. The Baghdad Amanat coordinated with its municipalities to launch a communication campaign for the citizens of targeted districts to engage them as partners in keeping the community clean and ending improper trash disposal by using provided trash receptacles. IGPA/Takamul provided technical assistance to the Baghdad Amanat staff, Solid Waste Service Directorates and CSOs on how to improve communication and outreach with their citizens. This advocacy campaign was designed to change citizen behavior on trash disposal and support the PG to provide better services.
CSOs play a vital role in strengthening trust between citizens and government as they are closer and more engaged in community affairs than government entities. IGPA/Takamul partner, Hana al- Shabab, endorsed the Baghdad local government’s proposal to impose fees for trash removal services in nine Nissan Sector and Hay al-Nasir areas. During their four community service delivery dialogues, Hana al-Shabab encouraged citizens to communicate solid waste issues to Baghdad Amanat service providers. At the last meeting, Hana al-Shabab and local government employees launched a solid waste door-to-door communication campaign targeting 200 households, to raise awareness on proper trash disposal techniques. Additionally, Hana al-Shabab distributed leaflets, posters and coloring books to students at nine schools. The Baghdad Amanat supported the campaign by providing personnel, equipment and new trash receptacles. The campaign aims to engage citizens as key partners in keeping the community clean. IGPA/Takamul trained Hana al- Shabab to enhance its ability to advocate for these interventions.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 54 Similarly, IGPA/Takamul partner UIMS endorsed the Anbar local government’s proposal to impose fees on trash removal services in the Sofeiyah and Ta’amem areas. UIMS and the Ramadi Municipality Solid Waste Directorate conducted two community dialogues to encourage citizens to communicate solid waste issues to Ramadi service providers. Following these meetings, UIMS and local government employees launched a public communication campaign targeting 100 households to raise awareness on proper trash disposal techniques. In addition, UIMS distributed posters and coloring books to 14 schools. The Ramadi Municipality supported the campaign with personnel, equipment and fuel. The campaign aims to engage the citizens as key partners in keeping the community clean.
On July 2, the Iraqi Development Association conducted a public awareness and cleaning campaign, in collaboration with IGPA/Takamul, in Jama’ al-Arab residential area. The Jama’ al-Arab area is one of the oldest neighborhoods in Basrah and is infamous for its narrow alleys and poor public services. The people of this area are marginalized and most homes are illegally constructed. Work here has progressed slowly as the area lacks interaction with service providers and municipal workers are rarely seen. At the request of its citizens, the Municipality launched an awareness campaign focused on removing garbage and increasing communication with citizens.
WATCH CSOs - Basrah cleaning campaign - https://drive.google.com/file/d/1SXrfFxKz6s99O- BEVVXc-SYlHiEVS3z3/view (Please do not share publicly due to branding waiver in Basrah.)
In Basrah, a total of 10 volunteers from the Basrah SAG joined other CSOs, members of the media and employees from the Basrah Municipality in a public awareness campaign engaging more than 100 households and nearby shops. Citizen complaints that this first awareness campaign in Basrah attempted to answer were as follows:
IN ANBAR, CSO UNITED IRAQI MEDICAL SOCIETY LEADS THE CLEAN UP IN A NEIGHBORHOOD AND ENDORSES THE LOCAL GOVERNMENT’S CALL TO CITIZENS TO PAY FOR TRASH PICK UP SERVICES.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 55 • Municipal workers do not routinely enter the neighborhood, causing citizens to randomly dispose of their garbage. • Basic lack of awareness about SWM. • Poor performance of solid waste workers. • Lack of communication between citizens and leadership of the solid waste sector. • While primary streets may be cared for, secondary streets and alleys where people live are neglected. • Need for garbage clean-up of playgrounds where trash has been strewn for years and is now spreading diseases and attracting animals. The Basrah Municipality’s working group responded to citizen concerns about removing trash and improving public service, which is helping to rebuild the relationship between citizens and government. Establishment the CSO Offices within the Governor’s Office IGAP/Takamul assisted the COM NGO Directorate to establish the CSO Mechanism (see next page) linking the NGO Directorate with provincial GOs. This new organizational relationship will help to implement the recently approved COMSec directive enabling CSOs to monitor public expenditures and service provision at the provincial level. In April, IGAP/Takamul worked with the COMSec’s NGO Directorate and representatives from the seven provinces of Anbar, Babil, Wasit, Baghdad, Mosul, Najaf, Basrah to draft critical implementation documents for the new directive. In addition, IGPA/Takamul supported the COMSec’s NGO Directorate to develop the mandates for regional NGO Directorate offices. The COMSec approved the formation of provincial NGO Directorate offices in Anbar, Babil, Wasit, Baghdad, Mosul, Najaf, Basrah. IGPA/Takamul is also providing technical support to provincial GOs to form these offices.
Public Hearing Sessions During Q3, IGPA/Takamul sought to support projects designed to encourage the participation of citizens in determining public service delivery priorities, increasing government responsiveness on water and SWM services and addressing challenges specific to women and service delivery. Using the model of a public hearing session, IGPA/Takamul engaged PPDCs, PEDs, PWEDs and other regional planning bodies.
Ninewa and Baghdad were initially targeted by IGPA/Takamul’s partner–the Iraqi Center for Humanitarian Activities and Ninewa Center for Research and Studies as–locations and facilitators for the public hearing sessions. In Ninewa, the Ninewa Center for Research and Studies held two public hearing sessions and two women forums. These sessions focused on Mosul (both east and west), Hamdaniya and other regions of Ninewa with high minority populations. Issues raised by participants were reported to the local government for resolution. In Baghdad, the Iraqi Center for Humanitarian Activities held two hearing sessions and two women forums targeting Karkh, Rusafa and the outer regions of Baghdad. Issues raised by participants were conveyed to Baghdad government officials and were addressed in coordination with the Iraqi Center for Humanitarian Activities and IGPA/Takamul.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 56
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 57 NINEWA In Ninewa, a total of 13 issues concerning water and SWM services were reported by citizens. General topics raised included the following:
• Lack of awareness on proper trash disposal • Trash accumulation • Lack of trash containers • Livestock grazing inside cities • Lack of portable water • Lack of proper water use • Reticence in paying water bills • Illegal water use (illegally tapping into the water network) These issues were reported to service providers, who are now working to address them in close coordination with the Ninewa Center for Research and Studies.
A PUBLIC HEARING SESSION IN HALABJA CONDUCTED BY IGPA/TAKAMUL PARTNER CSO – WOMEN LEGAL ASISTANCE ORGANIZATION.
BAGHDAD
Examples of complaints raised during the Baghdad forums are listed below along with their government-led solutions.
• A woman from Mahmoodiya complained of water pipe leakage in her neighborhood. The concern was reported to the Mahmoodiya Municipality, who addressed the leakage in coordination with the Iraqi Center for Humanitarian Activities
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 58
IN BAGHDAD, A SOCIAL ACCOUNTABILITY GROUP CONDUCTS DOOR-TO-DOOR SURVEY ON CITIZENS’ SATISFACTION WITH WATER AND SWM SERVICES.
• One of Abu Gharib’s community leaders raised the issue of trash accumulation in some of Abu Gharib sidewalks. After reporting it to the Abu Gharib Municipality Directorate, the Director launched a cleaning and awareness campaign targeting Khrnabat, al-Shuhdaa and the city center, facilitated by municipality staff, volunteer groups, and CSOs. • Following a citizen complaint about trash accumulation in Latifya, a campaign was launched to collect trash in al-Salam, al-Zohour and al-Qadisiya neighborhoods of a Latifya sub-district. The campaign lasted for 12 days and included a public awareness component. • Given its large population of socio-economically challenged families, al-Sadr City was specifically targeted for hearing sessions and women’s forums. Several complaints were raised during the forums, including concerns of trash accumulation, absence of forestation, poor water network maintenance and poor sanitation sewage. Service providers responded directly by launching clean-up, forestation and maintenance campaigns for water and sewage networks. • The al-Shaab district lacks basic public services and, as such, was targeted for hearing sessions and women’s forums. The main issues raised were about trash accumulation, water network leakage and sewage network blocking. All of those issues were fully addressed by local service providers. • During a hearing session in Karada, concerns about a water pipe leak, which was severely impacting water service in the area, were raised. Within two days, the Water Directorate fixed the leaking pipe. WATCH Social Accountability Groups – How house visits are helping to improve public services - https://www.youtube.com/watch?v=71KPsm_qIxQ
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 59
“WE NEED WATER” CAMPAIGN GOES INTO SHOPS IN HEET DISTRICT, RAMADI, ANBAR PROVINCE.
3.1. 2 Strengthening public outreach and engagement For citizen outreach efforts to be successful, government and civil society must work together to create new avenues for citizens to express their concerns; provide immediate and ongoing feedback on the progress of solutions; and resolve citizen concerns in a timely manner. In this regard, IGPA/Takamul works with TWGs to implement citizen-focused communication programs on the rights and responsibilities of both citizens and government regarding water services or SWM. TWGs strive for behavior change by all parties; citizens, government and civil society. IGPA/Takamul’s citizen communications strategies focus on editing social media posts, videos for Facebook and launching new advocacy campaigns. The following are activities carried out this reporting period devoted to citizen outreach initiatives.
BABIL The Babil TWG implemented a water conservation campaign and launched a hashtag #OurLifeInADrop. The campaign focused on youth and hosted public events at secondary schools, Babylon, and al-Qasim University. Around 120 students and government officials supported a message of water conservation.
BAGHDAD IGPA/Takamul and the Baghdad TWG continue to implement their communication and public outreach plans. Ongoing project support envisions multiple public outreach activities by Baghdad government officials, where citizens receive information on the importance of coordinating with Baghdad municipalities on street cleaning, how to contact the government, and the trash pick-up
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 60 schedule. In its third month of public outreach, the Baghdad municipality expanded its awareness campaign to al-Mahmoodia municipality, targeting al-Askary, al-Salam and al-Rasoul neighborhoods, as well as al-Rasheed District and al-Qadisiya neighbourhood. In al-Mahmoodiya district, the Baghdad TWG implemented a communications and public outreach campaign. The TWG conduct behavior change campaigns and community activities on water conservation and SWM with the aim of enabling citizens to contribute to service delivery improvements. More than 1,000 flyers, 100 coloring books, 40 trash containers and 100 seed packets were distributed as part of this campaign. Also, in al-Mahmodia district, the Zuhoor al-Yasamin School Manager raised concerns about trash accumulation near the school, which was affecting the health of his students. The TWG respond immediately, and with the support of the Mahmodiya Municipality Directorate, to remove the trash.
Additional efforts by the Baghdad TWG include the distribution of leaflets on water conservation and information on how to pay monthly water bills to al-Rashdiya district. This effort was supported by al-Rashdiya Water Department and Qaim Makam al-Rashadiyai, who encouraged citizen to pay their water fees, noting that without local revenue there would be no improvements to water service. This campaign reached more than 6,000 citizens in al-Rashdiya.
IGPA/Takamul and partners including the Baghdad Municipalities Directorate launched the # Let Us Work Together campaign in al-Mahmodia Municipality. Targeting 1,100 households in al-Askary, al- Salam, and al-Rasoul districts, the campaign distributed trash bags and educational leaflets on garbage pick-ups, which included the Directorate’s contact information. As a result, the Directorate has met with more than 150 citizens to assess their satisfaction with service delivery and discuss how service could be improved.
As a result of these campaigns, citizens of Baghdad are now educated on the use of proper trash remediation procedures particularly related to the timing of trash disposal and routes of trash trucks. This behavior change will, according to the Municipalities, save time, money, and efforts by keeping garbage off the street in between collection times thereby keeping the streets clean for longer periods.
BASRAH In Basrah, the TWG responded to citizen complaints from Karmah, Kut al-Hajaj, Barathaa, al- Shuhadaa, Qaim and Haritha neighborhoods about broken pipelines. The Water Directorates’ cadre repaired these pipess and as a result more than 3,300 houses now have access to clean water. The Basrah TWG also worked with CSOs and SAGs to lead the second phase of the Asharuna Andhaf cleaning campaign on Ashar Street, a market along the Ashar River. The campaign handed out 2,000 educational leaflets to raise citizen awareness on water conservation. Basrah’s municipal government provided 25 trash containers, trash bags, and brochures while also providing equipment to remove accumulated waste. The campaign was an initiative of the participating civil society groups who were previously trained on oversight and accountability by IGPA/Takamul.
ANBAR The Anbar TWG responded to citizen complaints about lack of water in al-Sharika neighborhood. The TWG conducted a site visit and immediately requested a technician to repair a broken pipe. By the end of that same day, water service was restored to more than 250 households, some of which had been without water for three months. The TWG consists of representatives from the GO, service directorates, and CSOs. IGPA/Takamul trained Anbar’s TWG on how to increase engagement between citizens and local government and also helped the group to develop a communications and public outreach plan. As a result, Anbar’s Media Department posts information
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 61 about relevant events on their Facebook page. IGPA/Takamul and the Anbar TWG also launched a new public awareness campaign named #CleanYourDoorstep. Ongoing activities include multiple public outreach activities by Anbar government officials targeting Ramadi, Falluja, Kubaissa and Baghdad. The program focuses on SWM behavior change.
KURDISTAN REGION OF IRAQ IGPA/Takamul, in coordination with the Peace and Freedom Organization (PFO), started a project to assess the KRG’s Access to Information Law. The law, which is written, is inactive because a ministerial order is necessary for implementation. As such, public advocacy is needed to push the government, and the PM, to issue the order. In April, the PFO began preparing a report on the current situation of the Access to Information Law. The PFO met with a variety of stakeholders including CSOs, media, academics, and community influencers. Three weeks later, the PFO developed a uniform access to information form in cooperation with the KRG Independent Human Rights Commission. In addition, 1,000 brochures were distributed to educate citizens, government staff, and officials on the rights to access information. On June 31, the PFO conducted a roundtable meeting with government, MPs, CSOs, the Human Rights Commission, journalists, academics, researchers, and other concerned parties to discuss the law and to lobby the KRG PM to issues the ministerial order require for its implementation. During the roundtable, the PFO established a follow-up committee to identify the next steps for what the government will need to do to implement the law. They also compiled a report of the findings and recommendations from the meeting to share with the government, PM and other CSOs. To conduct public advocacy, the PFO created three social media ads, an event on Facebook to educate the public and officials about the law and also developed two short videos on how to lobby the PM. The next step is delivering the final recommendations to the Kurdistan Parliament and KRG to issue the ministerial order and activate the implementation of the law.
“SAG EXCHANGE” GIVES AN OPPORTUNITY FOR MEMBERS TO SHARE BEST PRACTICES AND LESSONS LEARNED FROM EXPERIENCES IN THE PERFORMANCE OF THEIR GOVERNANCE OVERSIGHT AND ACCOUNTABILITY ROLES.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 62 3.1.3 Development of a “Community of Practice” and enhanced coordination between provinces and the federal government On April 24-25, IGPA/Takamul trained 20 officials (four women, 16 men) from the MOE, MOMT, and Water and Municipality Directorates of Erbil, Dahuk, Sulaimaniya, and Halabja. Participants included officials responsible for managing social media for service directorates in the KRI. The training covered social media metrics, messaging strategies, photography basics, and graphic design. The objective of the training was to help officials develop government websites and social media pages that are open and appealing to citizens in order to improve public trust in government. Outcomes of the training were improved social media pages with new content. Instead of only posting about activities, the new social media pages now focus government projects and improving communication with citizens. Citizen comments and increased participation is a sign of citizen approval of the new content. Furthermore, response to citizen feedback has become more effective than in the previous period.
On April 17-18, IGPA/Takamul conducted a workshop in Babil focused on Facebook administrators from PG offices. Participants actively participated in the program and now understand how to attract people to their pages as a means of rebuilding trust between local government and citizens.
TAWASUL TEAM INTERACTS WITH CITIZENS PRIOR TO A PUBLIC MEETING.
Tawasul progress in Babil “Tawasul” is a mobile citizen response team that brings together citizens, and local officials to identify and solve service delivery issues. Throughout the past quarter, Tawasul advanced its efforts on water conservation by hosting six public forums, 12 meetings, responding to 103 of the 115 concerns received and conducted 20 campaigns serving more than 380,000 people. To achieve these goals, Tawasul mobilized 902 volunteers from eight youth groups and 34 CSOs.
During Q3, Tawasul in Babil implemented three public forums, three women forums and three water campaigns in addition to 10 cleaning campaigns. These implemented activities helped solve 108 complaints raised by 1,036 citizens, 234 of them women, and serve 241,424 citizen beneficiaries.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 63 Tawasul efforts to determine the rehabilitation and maintenance needs for the water network successfully helped maintain and rehabilitate the Ja'far al-Tayyar water complex, the water network in Hilla–Karbala main road, and strengthen the water network for the citizens of Al al-Thawraa and al-Hamza al-Gharbi.
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 During this quarter, SAGs implemented advocacy activities across multiple provinces. As a result of its advocacy and a joint meeting between the Basrah SAG, the Mayor of al-Zubair and other Basrah government officials more than 500 families in al-Zubair district now have trash picked-up from their homes on a daily basis. This policy change was based on a survey conducted by the SAG in January, which found that many residents only received trash pick-up once a week whereas others never had it picked up. In addition to daily trash pick-ups, garbage trucks have been provided with a distinctive musical tone to notify citizens of their arrival as recommended by the door-to-door survey. In March, the Ninewa SAG conducted a door-to-door survey targeting al-Hamdaniya, which was recently cleared of ISIS, and Mosul district on the east side of the city. Survey results are expected to be ready for presentation in early August. In addition to the survey, the Ninewa SAG participated in a seven-day, province-wide clean-up campaign in April. The clean-up campaign targeted both sides of Ninewa province to ensure awareness spread throughout about keeping the province clean. IGPA/Takamul materials were used during the campaign.
The Baghdad SAG conducted a door-to-door survey in the two Baghdad districts of al-Husseiniya and al-Mahmoudiya, in April. Despite challenges, more than 100 SAG volunteers collected more than 500 responses from area households about water and SWM service delivery. More than 20 SAG member CSOs representing various social groups and areas of the capital such as persons with disabilities, minorities, women and youth, participated as volunteers.
Having been created only last quarter, this reporting period the Anbar SAG developed an annual action plan following IGPA/Takamul’s training in April. The Anbar SAG completed two citizen satisfaction survey drafts on water and SWM service delivery in May 2019. Future survey training is anticipated later this year.
All five SAG from the provinces of Baghdad, Ninewa, Babil, Basrah, and Anbar participated in the SAG Exchange event on June 28-29. This IGPA/Takamul event enabled SAG members from all provinces to work together for the first time to identify lessons learned, come-up with new methods of collaboration with PGs, and design advocacy interventions. This two-day event encompassed a variety of trainings on a variety of topics including advocacy and stakeholder analysis. The event allowed all SAG members to network and share experiences on topics such as advocacy campaigns for persons with disabilities, Iraqi urban planning standards, and awareness on solid and nuclear waste pollution. The SAG activities will focus on advocacy in the upcoming quarter, starting with Babil SAG survey report presentation on July 18.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 64
A WOMEN’S FORUM IN SULAIMANIYA.
KRI Public Hearing Session and Women’s Forum This activity is designed to increase KRI citizens participation in determining public service project priorities and ensuring that they are included in the planning and budgeting processes of the Region’s water supply and SWM services. Women’s forums focus on addressing the challenges and obstacles women face in obtaining access to water supply and SWM services. They also are a venue for collecting women’s concerns and identifying specific government solutions in response to their complaints. Through this initiative, CSOs in KRI have become more engaged in identifying citizens’ service priorities and effective in ensuring that these priorities are taken into consideration as part of the planning and budgeting process.
Three CSOs: Women Legal Assistance (WOLA) in Sulaimaniya and Halabja City, Al-Mesalla for Human Resource Development in Erbil, Aland Organization for Youth Democratization in Dahuk conducted a total of six public hearing sessions and four women’s forums in the KRI.
3.2.2 Creation and operationalization of rapid response community action capability IGPA/Takamul’s CSO tracker is an online tool designed to capture the frequency of CSO activities. The tool was launched this quarter in Anbar, Ninewa, Wasit, Basrah, Babil, Najaf, and Baghdad provinces. The launch of the tracker followed a series of IGPA/Takamul training events on planning, budgeting, oversight, communications and monitoring. Since the previous quarter, 28 activities were reported to the CSO tracker by IGPA/Takamul trained CSOs. In Anbar, three activities focused on water and SWM services were reported this quarter. Anbar’s Nabdh Al-Hayat CSO reported a sewage network failure and water network leakage in Ramadi. In Anbar’s western area, the United Iraqi Medical Society assessed the capacity of water service delivery and submitted these findings to the relevant governmental officials. The Babil For All and Iraqis Beyond Boundaries CSOs implemented 13 activities in Q3 including awareness and public cleaning campaigns in Babil, which was done in close coordination with local authorities.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 65 Basrah also witnessed an increase in oversight by CSOs. Three activities were implemented by the Ana Basri and al-Soror Association. These activities included public awareness campaigns - held jointly with the Municipality and Water Directorates-, assessments of the province’s water network and the implementation of a cleaning campaign. CSO-led campaigns conducted during this reporting period include: • Al-Najaf Youth and Tawa for Development in Najaf conducted a public outreach campaign to remove trash accumulation. Similarly, al-Mang al-Trabwiya conducted an advocacy campaign to fix the water network. • Al-Ibdaa al-Tarbwi, trained by Takamul, conducted a significant cleaning campaign targeting several schools in Baghdad’s al-Sadr city. The clean-up included a public awareness campaign on keeping the environment clean and healthy. • Oddesa in Ninewa launched an awareness campaign on proper ways of using water and why it is important to save it. This campaign included a distribution of flyers in coordination with the Ninewa Water Directorate.
3.2.3 Development of an interactive process for providing information and receiving complaints related to services Operating new complaint systems and standard operating procedures In general, Iraq’s public service sector is committed to providing high quality service, which has helped to reduce the number of service user complaints. IGPA/Takamul believes citizens must interact directly with government about the standards and quality of services. To facilitate this communication, IGPA/Takamul worked with public service directorates in the provinces of Baghdad, Babil, Wasit, Najaf, Basrah, Ninewa, and Anbar to develop more responsive complaint systems using standard operating procedures. The new systems track service delivery according to constituency and government department. This system allows GOs to collect information on an on-going basis for systemic review, analysis and to inform future service development. In addition, the Project worked with provincial GOs5 to define staff responsibilities related to the needs and expectations of citizen responses. ANNEX 12 presents the media coverage of the Objective 3 activities including estimates of number of people reached and number of comments.
55 This program was implemented in Baghdad Governor’s Office, Baghdad Municipality, Anbar Governor’s Office, Anbar Provincial Council, Wasit Governor’s Office, Babil, Basrah, Najaf and Ninewa
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 66
SUCCESS STORY NEW PIPES IN BABIL HELP RESTORE WATER AND TRUST After only two weeks of pipeline construction, water service is now For several years, the 150,000 residents of al-Imam available 24 hours a day in al-Imam and neighborhood in al-Hamza al-Gharbi sub-district of Babil suffered from severe water shortages. The at the Holy Shrine. The new pipes did water network was never upgraded despite more than just restore water service, they demands of a growing population. This resulted in also fostered trust and an expectation of water services being available only a few hours per responsiveness between citizens and their day on an unpredictable schedule. Zain Alabdeen local officials. Ahmed, a university student and a resident of al- Imam explained the daily challenges, “We stay up AfterThe only IGPA/Takamul two weeks Tawasul of pipeline Unit, a mobile citizen late in the night waiting for water and, if it comes, construction,complaint desk, water conducted service public is listening now available sessions in the pressure is weak.” 24 varioushours districtsa day inand al shared-Imam citizen and complaintsat the Holy with Shrine. The new pipes have done more than Many families had to buy bottled water for drinking, responsible government officials. just restore water service, they have also bathing, and doing household chores. The nearby fosteredOne day trust at the and forum an in expectation al-Imam, women of discussed a Holy Shrine of Imam al-Hamza, which is visited by responsivenevariety of issuesss and between raised the citizens years-long and water their thousands of pilgrims daily during peak season, localshortage officials. as their top concern. In response, lacked water service entirely. “There is not enough IGPA/Takamul formally documented these complaints to meet the needs, especially in the time of and shared them with the Babil Water Directorate. The pilgrimages or holidays,” said a Holy Shrine Project then coordinated a discussion with the Water custodian. “We resort to using water tankers to Directorate and the Governor’s Office to approve extra meet the acute shortage.” funds to install new water pipelines in al-Imam. “The Filing a complaint was difficult for many residents of construction work will put an end to the water problem al-Imam, as they did not know which government and the people will have water service all week long,” office to address. Some residents who submitted said the Head of the Babil Water Directorate, complaints received no response, as officials had no Mohammed Zukum. system to follow-up on reported water problems. “For many years, we were worried about this problem However, al-Imam’s residents found the opportunity especially at the pilgrimage times,” said Hussien Obais, to have their voices heard when IGPA/Takamul held the owner of a restaurant next to the Holy Shrine. “We a women’s forum in their neighborhood in early thank the local government of Babil, IGPA/Takamul, and 2019. USAID.GOV IGPA/TAKAMUL FY2019 QUARTERTawasul-3 REPORT for their efforts to help us.” | 67
AN ORIENTATION MEETING IN BAGHDAD ON THE ROLES OF CHANGE AGENTS.
OBJECTIVE 4: SUPPORTING CHANGE AGENTS
During this reporting period, IGPA/Takamul refined the change criteria for selecting Change Agents from the service directorates and utilities during IGPA/Takamul service delivery, public financial management, oversight and public outreach, and equity and inclusion work. Based on the new selection criteria, the Change Agents should possess:
1. Trustworthiness: someone who engenders trust in their colleagues; colleagues trust them and will follow them. 2. Critical thinking skills: able to adapt ideas, recommendations, and interventions to local contexts and improve them. 3. Commitment to inclusiveness, willingness to engage, hear, and include all Iraqis. 4. Track record of active and ongoing engagement with decentralizations; willingness to implement decentralization plans. 5. Ability to coach and educate. 6. Determination to makes things happen and to gets things done. The project technical leadership started using the refined selection criteria to select Change Agents to be included in all of IGPA/Takamul work with those directorates and utilities so that they can serve as an element of sustainability for IGPA/Takamul interventions. During this quarter, IGPA/Takamul also evaluated each Change Agent against these criteria and graduated those that did not fully meet the new refined criteria.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 68 RESULT 4.1 ENHANCE CAPACITY OF CHANGE AGENTS
4.1.1 Metrics development for Change Agents After applying new criteria, the number of Change Agents went down 76 from the 108 identified Change Agents since the beginning of the Project. The newly selected Change Agents were selected based on the internal criteria developed by IGPA ensuring better gender balance and equitably represent IGPA/Takamul project Objectives. As next steps, all components will provide technical knowledge and report the progress on developing Change Agents from a technical perspective who will also undergo supplemental training with the goal of Change Agents implementing innovative solutions to improve service delivery in their respective organizations.
TABLE 4: NUMBER OF CHANGE AGENTS SELECTED BASED ON THE NEW REFINED CRITERIA
Province Female Male Total Anbar 4 5 9 Babil 4 7 11 Baghdad 5 8 13 Basrah 7 11 18 Dahuk - 1 1 Erbil 1 3 4 Federal6 6 4 10 Halabja - 1 1 Najaf - 2 2 Ninewa - 4 4 Sulaimaniya 1 - 1 Wasit - 2 2 Total 28 48 76
WATCH Change Agents – How Iraqi Change agents are changing public services for the better https://www.youtube.com/watch?v=c0YVbsd9VTk
6 Includes HCCPSec, MOP, MOF, and COMSec
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 69 TASK ORDER 1: ASSISTANCE TO MINISTRY OF FINANCE AND MINISTRY OF OIL Subtask 1: Implementation of a commitment control system and design and operationalization of an improved cash management system This reporting period, the Cash Forecasting Division (CFD) prepared a quarterly cash forecast for the first time in the history of the Ministry of Finance (MOF). The CFD prepared a three-month cash forecast (April through June 2019), a major deliverable.
The cash forecast report is broken down on a weekly basis to cover a three-month forecast (April – June) of cashflows including recommendations to the MOF to implement more effective cash management and financing alternatives in order to sustain budget execution.
Every month a new month is added to the report in order to maintain a three-month coverage period. Furthermore, the CFD assess cash forecasts and cash plans for the remainder of the year about anticipated risks in each report or when needed.
The three-month cash forecast report was delivered to the Accounting Department’s (AD) Director General (DG) and forwarded to the Minister of Finance’s Deputy. The report included important insight and recommendations for the MOF and Government of Iraq (GOI) regarding cash resource management required for executing budgets as well as an assessment of the potential cash risks and recommendations on how to manage those risks in a way that guarantees the sustainability of financing basic government operations and avoiding the collapse of vital services. The assessments were prepared based on worst case scenarios. The report also provided a review and analysis of the Q1 2019 (January-March) budget execution, and revised/updated borrowing needs and alternatives through the end of the year.
During Quarter 3, the CFD staff, IGPA/Takamul Advisor, and the AD’s DG attended a high-level meeting with the DG of Accounts at the Central Bank of Iraq (CBI). The objective of the meeting was to discuss enforcement mechanisms for Treasury Single Accounts (TSA), which was previously required for the CDF and MOF by state-owned banks. The meeting reinforced that banks must comply with MOF requirements, as endorsed by the CBI. The CFD is following up on the implementation of these TSA enforcement mechanisms with the state-owned banks.
In addition, IGPA/Takamul delivered three training sessions to the Project’s Fiscal Analysis Unit on the use of the Government Finance Statistics Manual (GFSM) 2014. The GFSM2014 is an international standard classification and reporting of government finances that was adopted by the International Monetary Bank (IMF) and which governments are advised to comply with when reporting financial statements to IMF.
Several meetings and consultations were hosted by IGPA/Takamul between the Project, the Finance Minister’s Deputy and the AD DG. These consultations include the drafting of a proposal on the treasury management system that MOF is planning to install, matters of the cash stock at the Trade Bank of Iraq, Letters of Credit, and other regular consultations that MOF required such as addressing daily issues in the AD and drafting responses to State Audit notes. Subtask 2: Public Financing Support Task Order 1 Subtask 2 submitted its final report in June during which time it presented its accomplishments. The month of May was IGPA/Takamul’s last activity period in support of Subtask 2
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 70 at the Public Debt Department (PDD). During this time, work was mostly focused on handing over the documents and tables gathered during the project period to PDD employees and answering any outstanding questions. Subtask 2 is comprised of six activities. Two of these activities–structuring and digitalizing the MOF’s PDD records and streamlining payments–have clear and identifiable goals, whereas the remaining four activities are open-ended and focused on supporting the PDD Director. During project implementation, IGPA/Takamul created a loan database using Excel and trained all relevant Loan Officers on how to use the database while also creating a procedure for updating and collecting new records for all PDD loans. IGPA/Takamul also supported the PDD to resume efforts on the Debt Management and Financial Analysis System (DMFAS). There is now a dedicated team assigned within the PDD focused on updating all records on the system.
Regarding the streamlining of PDD payments, IGPA/Takamul spent considerable time correcting processes and educating staff on how to resolve issues that used to cause payment problems and delays. As a result, there had been no delays or missed payments during the last two quarters. Having spent almost a year at the MOF, it is the Project’s Advisor’s opinion that it will be hard to accomplish further progress given the existing human resources and infrastructure deficiencies within the Ministry and the limited mandate and authorities of project consultants. However, should the situation become more accessible and further support to the MOF is available, the following activities are suggested: • Support the MOF to complete the Integrated Financial Management Information System (IFMIS) project (Note: World Bank is already engaged in this project); • Support the MOF to hedge their currency risk on future non-US dollar payments, especially the Euro and Japanese Yen; • Support the MOF to activate domestic borrowing and establish a secondary market for domestic debt instruments; and,
• Support the MOF to establish a SWIFT7 section within the Ministry. Subtask 4: Support to the Economic Reform Unit In April, IGPA/Takamul’s Advisor spoke on the importance of entrepreneurship and business development for the future of Iraq’s growing economy, and briefly discussed how the Prime Minister’s Office (PMO) seeks to support the young business community. The event was sponsored by the U.S. Embassy as part of its efforts to promote entrepreneurship in Iraq. The event reception included dignitaries from the GOI, private sector, and university community. A large number of young Iraqi entrepreneurs attended the event.
During this quarter, IGPA/Takamul’s Advisor was appointed part a committee to restructure state- owned enterprises (SOE) as dictated by the Council of Minister’s (COM) Resolution 2 for 2019. This committee will support the senior committee, which is headed by the Deputy Minister of Industry. The committee was established on March 19, 2015 by the order of the COM. In relation to work on committee membership, IGPA/Takamul’s Advisor met with the Deputy Head of the PMO to present reports submitted to the previous government regarding plans to restructure state-owned banks. IGPA/Takamul also briefed the Deputy Head of the work carried out by the Project to the
7 A SWIFT code is an international bank code that identifies banks worldwide. Banks use SWIFT codes to send money to overseas banks.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 71 government-led committee in a bid to restructure state-owned banks as well as their decisions since 2017. TASK ORDER 3: KRG INFORMATION SYSTEMS REFORMS Subtask 1: Iraqi Kurdistan Region Reform Coordinator During the reporting period, IGPA/Takamul assisted the Deputy Prime Minister’s Office (DPMO) to outline the Xizmat’s strategy in order to complete the mapping of the company registration process. The strategy also included clarification on the roles of IGPA/Takamul, the United Nations Conference on Trade and Development (UNCTAD), and the World Bank in the reengineering as well as future processes. An advisor from the Chambers of Commerce Union (COC) was designated as the new interlocuter for the Xizmat team working on company registrations. Additionally, the Project assisted the Xizmat team in resolving issues related to charged amounts during the registration of companies in the Kurdistan Region of Iraq (KRI).
In May, an agreement was reached as a result of IGPA/Takamul Project Coordinator’s participation and follow-up on the assistance that was offered by the French Government to the KRG through the International Cooperation Department of the French Public Finance General Directorate. In a letter, the KRG formally requested that the Republic of France conduct two seminars; a training for the Ministry of Finance and Economy’s (MOFE) Large Tax Payors Office auditors in June and a training for Kurdistan Regional Government (KRG) officials on the new budget cycle practice adopted and modified by the MOFE in July.
At the suggestion of the Project, the International Reform Coordination Taskforce (IRCTF) was formalized by a decree signed by the Deputy Prime Minister (DPM). The IRCTF will act as the main interlocutor between international organizations and donor countries interested in assisting the KRG with its reform programs.
In June, IGPA/Takamul participated in the signing ceremony of the Memorandum of Understanding (MOU) between the Unites States’ Chamber of Commerce (USCC) and the Kurdistan Federation of Chambers of Commerce. Additionally, the Project also participated in several events during a delegation of more than 40 U.S. companies that accompanied the USCC delegation to explore investment opportunities in the KRI.
Subtask 2: Iraqi Kurdistan Region Chief Information Officer Advisor Subtask 2 aims to provide senior advisory support, through a Chief Information Officer (CIO), to the KRG to spearhead the implementation of reforms in the area of public financial management (PFM) systems, processes, and technology, thereby helping to improve the efficiency and effectiveness of government. The CIO seeks to reinforce the link between policymakers and an e- enabled public service that has the electronic tools necessary to support a vision of enhanced service delivery. These efforts include interventions to institutionalize benefits realized from reducing the proportion of total KRG expenditures devoted to personal emoluments and preparations for right- sizing the civil service.
Mobilization of the Subtask 2 Advisor happened in mid-May, coincidentally during the approval of an Information and Communication Technology (ICT) and services budget by the COM, which is thought to be sufficient to fund phases 2 and 3 of the Identity Management System’s (IMS) expansion proposed in 2018.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 72 Critical accomplishments during this quarter include:
• Completion of high-level design drafts for extending biometric registration from KRG beneficiaries to the general population. Once developed, it is likely that this universal process may be piloted for the registration of approximately 40,000 individuals who claim to be taxi drivers, though no license-based controls or identification of individuals is presently in place. • Drafts of the main deliverable were produced and circulated within the KRG for comments. These draft proposals (expressed as opportunities for donor support) were deemed acceptable to the KRG and were given the go-ahead to be shared early with potential donors to gauge interest. • Continued mentoring program for DPM’s Reform Team. Support included project rationale and business case preparation, as well as critical thinking and innovation approaches to assist with the overall objectives of the reform program. Reform projects in the following areas are envisaged: company registration; building permits; driving licenses; internship program; and the vaccination of infants.
TASK ORDER 4: Ninewa Investment Facilitation and Business Development IGPA/Takamul’s Task Order 4 (TO4) commenced on April 23, 2019. In terms of start-up implementation, TO4 set-up its office in Erbil and began recruiting staff this reporting period. In terms of deliverables, the TO4 submitted the following reports during Q3:
1. Weekly reports (10 in total this reporting period) 2. Monthly reports (total of two this reporting period) 3. Rapid Mobilization Plan; submitted on May 14 4. Workplan; submitted May 25 (with subsequent resubmissions to incorporate USAID guidance) TO4’s main task this reporting period was to collect and collate profiles as well as feasibility and sectoral studies of Ninewa and KRI small- and medium-sized enterprises (SME). Databases for SMEs, potential investment opportunities and investment sources were subsequently developed. TO4 developed preliminary SME selection and evaluation criteria for TO4’s individualized business development services (BDS) pending USAID approval. The diagnostic process will start with the arrival of IGPA/Takamul subcontractor CrossBoundary (CB) in the end of July.
During this reporting period, TO4 established its initial Business Development Center (BDC) within its Erbil project office. TO4 also reached collaborative agreements with existing BDCs in Erbil, Mosul and Hamdaniya (Ninewa Plains) where they subsequently held consultations and training workshops with SMEs at the Erbil BDC. Examples of the training workshops include access to financing and marketing.
TO4 began BDS to select group of SMEs and solicited applications (company profiles) for individualized support. Examples of group BDS include basic accounting and access to financial sources while examples of individualized BDS include feasibility studies and business plans. The idea is for the BDCs to be the focal points for SMEs within their respective communities, while the BDS
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 73 will help SMEs become investment-ready and matched with investors prior to the Ninewa Investment Forum (NIF), which will be held in Erbil in late October 2019.
Ninewa government officials, investment representatives and SMEs have all expressed their full support for the overall objective of TO4 which is to increase employment through demand-driven private sector-led economic growth in Ninewa. To assist in the success of TO4’s objectives, investment authorities, relevant ministries and chambers of commerce both in Ninewa and the Kurdistan Region of Iraq (KRI) shared their SME databases. The Kurdistan Regional Government (KRG) provided its database of 420,000 industrial enterprises, from which TO4 is selecting SMEs for outreach. Likewise, the Ninewa Investment Commission provided its database of 500 applicants for investment project as candidates for BDS.
Throughout the reporting period, TO4 achieved the following results for the NIF:
• Divan Hotel in Erbil is identified as the venue for the proposed dates of October 22-23 (a pre-conference reception is being considered for October 21). • NIF was promoted during meetings, presentations and consultations with SMEs and government officials. • Matching Ninewa SMEs with investors is underway. Examples of SMEs from Ninewa that have passed TO4’s preliminary selection criteria to receive individualized BDS program include a Mosul-based SME to set up an American-style private primary school. TO4 drafted a letter of agreement (MoU) for this SME to receive their individualized BDS from CB in the next quarter for matchmaking with investors at NIF.
TASK ORDER 5: ANTI-DOMESTIC VIOLENCE LEGISLATION There were numerous efforts at both the national and regional levels to address domestic violence in Iraq. Legislation at the national level has been pending since 2013, without successful passage to date. With the establishment of a new government and Council of Representatives (COR) in 2018, there is an opportunity to support a broad effort on this legislation that involves the Iraqi Government, the COR, and civil society. USAID identified this “window of opportunity” and accordingly issued Task Order 5 (TO5) to support the review, amendment, and passage of an effective Anti-Domestic Violence (ADV) law in the Iraqi COR as well as implementation support of the ADV Law.
TO5 officially commenced on April 10, 2019. The TO5 team leveraged its existing presence on the ground under IGPA/Takamul’s Clin 1 activities to mobilize the TO5 initial team quickly and effectively. Gender Resources, Inc. (GRI) is providing significant support to TO5, as it has proven itself to be effective at designing and implementing activities that empower women and other vulnerable groups under the IGPA/Takamul prime award. Given GRI’s current presence in-country and working relationship with IGPA/Takamul, GRI began implementation immediately upon award. Furthermore, IGPA/Takamul project efficiently facilitated the quick establishment of operational procedures, as the TO5 is using existing operation manuals, procurement, finance, and security systems and integrates with the overall Technical and Administrative Management Information System (TAMIS) modules of IGPA/Takamul. TO5 operates within the existing office space at IGPA/Takamul offices in Babylon Hotel.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 74 Shortly after project launch, the TO5 Technical Director, based in Baghdad, was joined by three start-up short term technical advisors (STTAs): TO5 Project Manager, Parliament Oversight Expert, and Legislation and Advocacy Senior Advisor. Together, this team began activities under Tasks 1 and 2, supported by remote advisors. During this period, the TO5 team also onboarded additional staff including the Senior Advocacy Specialist and Program Officer.
Work during this quarter included engaging champions, stakeholders, and representatives from the international community who share an interest in the successful passing of ADV legislation. It also began the first iteration of the stakeholder mapping, a desktop review of the draft law and regional comparative legislation, donor coordination, and advocacy strategy development. The TO5 team submitted the following reports this quarter:
1. 12 Weekly and ad hoc reports 2. Rapid Mobilization Plan - submitted on May 11 3. AMELP - submitted on May 15 (with subsequent resubmissions to incorporate USAID guidance) 4. Stakeholder Mapping Report - submitted on May 23 (with monthly updates subsequently submitted) 5. Work Plan - submitted May 25 (with subsequent resubmissions to incorporate USAID guidance) 6. Advocacy Campaign Plan - submitted on June 10 7. Regional Comparative Legislation Desk Review - submitted on June 19 8. Draft ADV Law Analysis - submitted on June 19 as an appendix to the Desk Review In terms of champion and stakeholder engagement, the TO5 team met with numerous Iraqi and international stakeholders involved or relevant to the drafting or passage of the ADV law. The ADV passage process was already underway at the start of TO5, so the TO5 made a concerted effort to map these ongoing efforts and integrate into the existing process, to avoid creating parallel structures or disrupt the process. The TO5 activity has been welcomed by all stakeholders engaged thus far, as it is seen to provide: 1) consistent engagement by the team being established; 2) a long- term plan for support to all three phases – review, passage, and implementation; and, 3) the ability to shift resources if required which, in light of the unknown length of each phase, is deemed critical.
As part of stakeholder mapping, the TO5 team also identified some gaps, such as coordination barriers. These coordination barriers exist at both the national and international levels, such as between the two COMSec entities responsible for reviewing the ADV law: Women’s Empowerment Directorate (WED) and Cross Sector Task Force (CSTF) for UN Resolution 1325. At the international level, lack of coordination or rivalry exists between various entities such as UNFPA and UN Women. The TO5 began to develop strategies to address these gaps in coordination, with activities planned for the upcoming quarter.
Additionally, the TO5 team met with representatives from the relevant COR committees on the ADV law (Women, Family, and Childhood (WFCC); Human Rights; and Legal committees) as part of the champion engagement. The TO5 team began to develop, in coordination with the committees, a work plan to support review and passage of the law, with further work to continue in the upcoming quarter.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 75 As part of its work to review and strengthen the law, the TO5 team engaged a Domestic Violence Law Senior Advisor and a Sharia and Anti-Domestic Violence Senior Advisor to, together with the Technical Director, review relevant regional legislation and provide best practices and lessons learned from a regional perspective. The TO5 team then worked to condense the most relevant lessons learned and recommendations for strengthening the draft law. These will be shared with relevant Iraqi and international stakeholders in the upcoming quarter.
Under Tasks 2 and 3, the TO5 team developed an advocacy strategy, the goal of which is to both positively influence and communicate the advantages of passing robust ADV legislation within key audiences. Any advocacy campaign carries out a number of set functions: awareness, education and consideration of an issue, buy-in, loyalty, and finally advocacy and promotion. Through the use of a number of blended and complementary methods and activities, each core stakeholder group will become suitably equipped as an advocate for ADV legislation to their peers and counterparts. Advocacy activities outlined in this strategy will commence in the upcoming quarter.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 76 CHAPTER II: MONITORING, EVALUATION, AND LEARNING PERFORMANCE INDICATORS According to the IGPA/Takamul’s Activity Monitoring, Evaluation, and Learning (AMEL) Plan 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%8 service delivery platforms
Objective 1: Enhance GOI Service Delivery Capacity
Number of Output 1.2 Strengthen the functional PPDC in strategic approach No update regarding this indicator IGPA/Takamul- and capacity of the this quarter. supported ministries and provinces provincial directorates to 2 The Project’s PPDC Unit is working better align service to make PPDCs in Diyala, Salah al- delivery outcomes Din, Kirkuk and Ninewa fully with the priorities functional, which is anticipated to be of provincial completed by Q4. governments and local populations
Score on PED Index 1.2 Strengthen the During Q2, the PED scored 0.75 as strategic approach follows: and capacity of line Outcome 1- Kirkuk PED score = 0.5 3 ministries and provincial 2- Ninewa PED score = 0.25 directorates, to Please refer to Table 4 for PEDs better align service indexes details. delivery outcomes
8 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.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 77 PI Performance PI Level Result Actual No. Indicator with the priorities of provincial governments and local populations
Number of Total of 30 re-engineered processes improved business were implemented this quarter and Outcome 1.3 Enhance processes as follows: regulatory and implemented by procedural certainty • 10 processes in Baghdad provincial to attract private (5 SWM and 5 water) governments as a sector investment • 10 processes in Babil result of 4 (5 SWM and 5 water) IGPA/Takamul • 10 processes in Anbar support (5 SWM and 5 water) • 10 processes in Basrah (5 SWM and 5 water Please refer to Table 2 for full details.
Number of Outcome 1.3 Enhance During this quarter, total of 43 contracts awarded regulatory and contracts were awarded as a result by the GOI as a procedural certainty of IGPA/Takamul support as follows: result of to attract private • 39 contracts in Anbar IGPA/Takamul sector investment • 1 contract in Baghdad support • 3 contracts in Basrah 5 This indicator was overachieved due to the increased number of approved provincial procurement plans and the increased budget allocation. Please refer to Table 3 for full information.
Number of 1.2 Strengthen the Three PWEDs were rendered IGPA/Takamul- strategic approach functional this quarter in Baghdad, Output supported and capacity of the Erbil, and Basrah. PWEDs are functional PWEDs ministries and considered to be functional when 6 provincial they have: directorates to better align service delivery outcomes with the priorities of provincial
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 78 PI Performance PI Level Result Actual No. Indicator governments and • an approved organizational local populations. structure • a strategic plan and implementation plan • a community outreach and basic communication with other departments, the Provincial Council, CSOs, etc. Number of 1.2 Strengthen the The total number of provincial initiatives strategic approach institutions initiatives this quarter
implemented by and capacity of the was 22 (19 by PEDs and 3 by IGPA/Takamul- Outcome ministries and PPDCs). They are as follows: supported provincial Initiatives done be PPDCs: provincial directorates to institutions better align service 1- The Babil GO, and PPDC delivery outcomes jointly held citizens public hearing sessions. The sessions with the priorities aimed to obtain citizen’s of provincial feedback and suggestions for governments and consideration by the service local populations. directorates for inclusion within the proposed public policy and projects list that will be submitted to the PC for approval. 2- Dhi Qar GO and PPDC jointly 7 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 PC for approval. 3- Maysan GO and PPDC jointly held citizens public hearing sessions. The sessions aimed to obtain citizen 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 PC for approval. Initiatives done by PEDs:
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 79 1- The Babil PED conducted field visits to evaluate SWM services in Babil municipalities. The evaluation findings were captured in a report that was shared with the GO. The GO then issued an official letter to the services directorates to solve the highlighted issues. 2- The Babil PED conducted field visits to evaluate SWM services in the Hilla and Babil municipalities. The evaluation findings were captured in a report that was shared with the GO. The GO then issued an official letter to the services directorates to solve the highlighted issues. 3- The Baghdad PED conducted field visits to evaluate SWMs service in al-Rashdi Municipality. The evaluation findings were captured in a report, which was shared with the GO. 4- The Baghdad PED conducted field visits to evaluate SWM services in al-Zihoor neighborhood. The evaluation findings were captured in a report, which was shared with the GO. 5- The Baghdad PED conducted field visits to evaluate SWM services in Mahmoodiyah Municipality. The evaluation findings were captured in a report, which was shared with the GO. 6- The Baghdad PED conducted field visits to evaluate SWM services in Nahroan Municipality. The evaluation findings were captured in a report, which was shared with the GO. 7- The Qadisiya PED shared a report that evaluated agriculture services with the GO.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 80 8- The Qadisiya PED shared a report evaluating water services with the GO. 9- The Diyala GO and PED sent an official joint letter about solutions observed during a site visit conducted by the Diyala PED to water and SWM services providers. The letter was later shared with the HCCPSec’s PED. 10- The Karbala GO and PED shared an official letter with the HCCPSec’s PED on evaluated services delivered by Karbala and al-Hur Municipalities. 11- The Karbala GO and PED submitted official letters to the HCCPSec’s PED asking them for recommendations regarding the Karbala water treatment plant based on evaluation findings observed by the Karbala PED. 12- The Maysan PED conducted a training to13 service delivery directorates about standards, indicators and gap analysis developed by IGPA/Takamul. 13- The Muthanna GO/PED shared site visit reports with the HCCPSec’s PED about SWM services. 14- The Muthanna GO/ PED sent a weekly report to al-Muthanna Water Directorate about their water service evaluation. 15- The Salah al-Din GO/PED shared an SWM evaluation report of the Qadisiya neighborhood with the HCCPSec’s PED. 16- The Salah Al-Din GO shared an evaluation report with the HCCPsec’s PED, which was prepared by the Salah al-Din PED to evaluate water services delivered by the Tikrit WTP.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 81 PI Performance PI Level Result Actual No. Indicator
17- The Wasit GO/PED issued an official letter to the Wasit Water Directorate to solve highlighted issues within 10 working days based on the evaluation report prepared by the Wasit PED. Objective 2: Improve Provincial and National Government Public Financial Management
Number of 2.1 Strengthen No updates regarding this indicator government capacities of this quarter.
institutions (central, provincial AFAD Outcome federal, and and support their provincial conversion into fully 8 governments) that operational financial have implemented management offices SOPs as a result of IGPA/Takamul support
Number of 2.2 Support No updates regarding this indicator mechanisms for development of this quarter. Output external oversight federal oversight
of public resource mechanisms, such as 9 use supported by financial audit USG assistance. procedures, of (Standard Foreign provincial finances. Assistance Indicator DR.2.4-2)
Percentage increase 2.3 Enhance No official updates this quarter. in local revenues in provincial revenue While some provinces are collecting Outcome provinces as a result generation, local revenues–like Najaf and from revenue collection and Karbala–the Project cannot report generation, management from on them because they are not in 10 collection and outside the oil compliance with MOF regulations. management sector
interventions introduced by IGPA/Takamul
Number of 2.4 Enhance budget- A total of 18 monthly trial balance provincial in-year cycle planning, budget reports and three monthly Outcome 11 budget reports development and reports per each AFAD, were published in execution against produced by the AFADs in Baghdad, decentralized
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 82 PI Performance PI Level Result Actual No. Indicator accordance with expenditure Anbar, Babil, Dhi Qar, Diyala, and law/best practice assignments Basrah.
Objective 3: Strengthen Monitoring and Oversight of Service Delivery and Public Expenditure
Number of Outcome 3.1 Strengthen Only one new mechanism was mechanisms capacity of selected developed and implemented during developed or provincial Q3; the Ninewa communications improved, and institutions to and outreach mechanism. implemented to establish effective Implementation remained ongoing establish effective citizen participation 12 this quarter of the previously citizen participation, and outreach developed communications and outreach and mechanisms. outreach mechanisms for the communication. Baghdad GO, Baghdad Amanat, Babil, Basrah, Anbar, Erbil, and Sulaimaniya.
Number of Civil 3.2 Enhance public This quarter, 43 CSOs were involved Society capability and in advocacy interventions as follows: Output Organizations willingness to 13 CSOs in Baghdad: (CSO) receiving participate in USG assistance planning, monitoring 1- Al-Binaa for Human Rights engaged in advocacy and evaluating public 2- Al-Hak wa al-Salam interventions. services 3- Al-Kawthr for Childhood (Standard Foreign and Orphans Assistance Indicator 4- Al-Mawkaf Organization for DR.4.2-2) Culture 5- Al-Monkth for Human Rights 13 6- Ard al-Taibat for Maternity and Childhood 7- Iraqi Center for Human Activities 8- Iraqi Women Association 9- Nassam al-Khair 10- Om al-Yateem Organization 11- Omniat Watan 12- Or Queen 13- Shoub Foundation for Democratic Culture 5 CSOs in Ninewa:
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 83 PI Performance PI Level Result Actual No. Indicator 1- Al-Masalla 2- Hamorabi Organization 3- Nerkal Association for Women Affairs 4- Ninawa Center for Researches and Studies 5- Odeesa 12 CSOs in Erbil: 1- Ather Organization for Relief and Development 2- Athar Organization 3- Aviar Organization 4- Coordination Network Organization 5- Gender Studies Information Organization 6- Halwest 7- Kaval Organization 8- Kawnar Organization 9- Nature Breath Organization 10- Public Aid Organization 11- Youth Awareness Organization 12- Zhian Health Organization
12 CSOs in Sulaimaniya: 1- Azmoon Organization 2- Civic Development Organization 3- Dabin Organization 4- Hartland 5- Hazha Organization 6- Khanzad Organization 7- Pakiza Organization 8- Shar Organization 9- Shriqa Organization 10- Tori ledar Organization 11- Women Media and and Culture Organization 12- Zhin Zhyana Maikuzha Organization. 1 CSOs in Halabja: 1- Handicap Org
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 84 PI Performance PI Level Result Actual No. Indicator
Number of 3.2 Enhance public Total number of advocacy advocacy Outcome capability and interventions implemented this interventions willingness to quarter is 22; 20 by CSOs and 2 by implemented by participate in SAGs as follows: IGPA/Takamul- planning, 1- Al-Fayhaa Association for supported CSOs monitoring and Development followed-up on and SAGs evaluating public the work of Shat al-Arab services Municipality following a public hearing session that was conducted during the previous quarter in Basrah. 2- Al-Monqith Organization for Human Rights implemented a project focusing on enhancing water services in Baghdad by executing awareness campaigns, distributing flyers, social media posts and advertisements. 3- Al-Nojom Organization held an awareness campaign on proper ways of using water and water conservation. This campaign 14 targeted the entire province of Babil. 4- Ana Basri conducted a survey targeting Basrah citizens to assess the municipality services. 5- Ana Basri participated in a big cleaning campaign that was held in Ashar District in Basrah to raise awareness among citizens on how to keep the environment clean. 6- Babil For All, in coordination with Babil service providers, conducted a cleaning campaign in Saif Saad and Albo Alyan areas where they were able to remove around 12 tons of trash. 7- In coordination with Baghdad Amanat, the Educational Creativity Center led a joint cleaning campaign targeting primary schools in al-Sadir City. 8- Iraqis Without Borders held a meeting between citizens and
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 85 PI Performance PI Level Result Actual No. Indicator service providers to discuss the current provision of services in Abu Ghariq area. 9- Nabd al-Hayat conducted a series of field visits to al-Azizyiah District to identify sewage problems by capturing photos and issuing a report, which was shared with al-Ramadi Municipality. The organization and municipality teams worked together for three days to solve identified issues. 10- The Nabd al-Hayat Organization spotted a leak in one of the water network pipes. In response, they coordinated with al-Ramadi Water Directorate to fix the leak. 11- The Odessa for Woman Development Organization conducted a water conservation campaign by distributing flyers and brochures in Bashiqa. 12- The Omaima Women's Rights Organization implemented a project focused on enhancing water services in Babil by carrying out awareness campaigns, distributing flyers, social media posts and advertisements. 13- The Omaima Women's Rights Organization implemented an awareness campaign for better water conservation methods in Babil. 14- The Najaf Youth Organization, in coordination with the Najaf Municipality, conducted a trash collection campaign in al 15- Al-Tadhamin Iraqi Association for Youth implemented a project focused on enhancing water services in Anbar by carrying out awareness campaigns, distributing flyers, social media posts and
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 86 PI Performance PI Level Result Actual No. Indicator advertisements. 16- The United Iraqi Medical Society implemented a project focused on enhancing SWM services in Anbar by carrying out awareness campaigns, distributing flyers, social media posts and advertisements. 17- The United Iraqi Medical Society implemented a project focused on enhancing SWM in Ninewa by carrying out awareness campaigns, distributing flyers, social media posts and advertisements. 18- The United Iraqi Medical Society conducted an assessment targeting western areas of Anbar province (Haditha, Ana, Rawa and Qaim) to evaluate the current capacity of their Water and Municipalities Directorates. 19- Together for a Better Life organization have implemented cleaning campaigns in Al-Askri and Al-Mushish areas) in Babil. 20- The Twa Organization for Development and Human Rights held a meeting with citizens about water conservation in Najaf. 21- Based on the results of the Basrah SAG survey in al-Zubair district, the Basrah SAG started an advocacy campaign by implementing approved recommendations (by the Basrah PG and al-Zubair Mayor) on March 28. Based on the recommendations, the Basrah PG dedicated a free hotline number for complaints and other enhancements including a unified water cut-off schedule for the area and daily visits by garbage trucks. 22- The Baghdad SAG conducted an assessment to gauge citizens
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 87 PI Performance PI Level Result Actual No. Indicator satisfaction of service delivery.
Cross cutting 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 2. 15 2.1 Strengthen capacities of provincial AFAD 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 Q3, the IGPA/Takamul Monitoring, Evaluation, and Learning (MEL) Unit and DAI’s technological solutions partner, Souktel, continued to update the MEL system so that it can be fully deployed by the Project’s Year 3 start. The improved system will capture participants’ detailed data, indicator data, produce graphs and geo-data, and support reporting. Additionally, Souktel is designing a beneficiary feedback system where IGPA/Takamul will be able to connect with Public Opinion Surveys respondents to gauge their updated feedback regarding water, SWM, electricity and sewer services, which will be used during Project Year 3.
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. During Quarter 3, a request for proposal was advertised for the follow-up public opinion survey that will cover Baghdad, Basrah, Ninewa, Babil, and Anbar as well as a baseline survey for Erbil. The same questionnaire and methodology that was used in the baseline survey will be used for the follow-up survey in order to compare the two results and see what changes or improvements are occurring.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 88 IGPA/Takamul expects to finalize the selection of the follow-up survey subcontractor and complete the implementation of the survey during Quarter 4. PROJECT LEARNING Based on activity implementation during Quarter 3, below are learning points for each objective. Objective 1 Learning Points • IGPA/Takamul identified the need to work and closely coordinate with the Ministry of Planning (MOP) in revitalizing and activating the PPDCs. It is important to integrate the list of projects prepared by the PPDCs with the Ministry’s list of investment projects, which is used to prepare the public budget. It is equally important to coordinate efforts with the HCCPSec in supporting the activation of PPDCs and in following-up with governors and PCs to make sure that they provide the needed support to the PPDCs. Such an effort would not have been possible without the training and awareness sessions provided for the provincial and local councils about the role of PPDCs, specifically their contribution to the preparation of annual plans for improving service delivery. • For the passage of the PPP Law, it is imperative that the Project finds formal communication channels to work with members of the COMSec in order to support the completion of the draft legislation and present it to Parliament. Objective 2 Learning Points • Changes in AFAD management due to political reasons is affecting activity implementation as new management require time to familiarize themselves with IGPA/Takamul. The Project’s PFM Unit is coordinating project orientation meetings with the new management (once selected) to accelerate the support of activity implementation. • The Project’s PFM Unit worked closely with the Water and Municipality Directorates in Baghdad, Basrah, Babil, Ninewa, and Anbar to obtain records of water and SWM fees. It was clear that there were no updated records to help the PFM Unit analyze service costs (i.e. how much it costs to produce one cubic meter of drinking water or collect one ton of trash). To solve this issue, the PFM Unit conducted a series of workshops focused on analyzing the available data and as such was able to estimate services costs. • There is a clear confusion about the roles of auditors in the Accounting and Internal Audit Departments within the GO. During the next quarter, the PFM Unit will work on designing a SOP to clearly explain the function of each department. Objective 3 Learning Points • There is a challenge of managing expectations among those attending IGPA/Takamul public events. Often citizens attending anticipate resolution or immediate response to their concerns whereas government and public service stakeholders are generally unaware of the concerns prior to the forum and thus are unable to respond immediately to concerns raised. These officials often must be motivated to take appropriate action to follow-up on citizen concerns. IGPA/Takamul’s Tawasul Units have been able to overcome this challenge by continuously following-up with provincial governments and service providers so that they respond to citizens need in a timely manner.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 89 • Security challenges still plague implementation of certain activities. Security facilitation letters require constant coordination with local security forces, especially in districts on the outskirts of cities. Despite having been sent notification by the Baghdad GO, local security forces prevented the Baghdad SAG from conducting their door-to-door survey, saying they had not received notification of this program. To avoid such inconveniences in the future, increased coordination between IGPA/Takamul regional offices, SAGs and government officials is needed. • Challenges remain with regards to gender inclusion, particularly with women’s participation in public forum. Often, few women attend the events and those who do are hesitant to voice their concerns publicly. To overcome this, IGPA/Takamul is making an effort to have women dialogue facilitators in a bid to make the women attending more comfortable. The Project also impressed upon its partners to ensure that written comments as well as those expressed publicly are solicited. • In addition, many citizens continue to be sceptical of public forums, believing that Iraqi government officials will not follow-up on their concerns. To help overcome this lack of trust, the Project began to discuss success stories at the forums to demonstrate to participants that these sessions do have value.
COMPLEXITY AWARE MONITORING The following section describes the development and use of the Complex Aware Monitoring (CAM) evaluation approach to meet IGPA/Takamul’s accountability and learning requirements for the reporting period of April -June 2019.9 This section will include the following sub-sections:
IGPA/Takamul and Complexity Aware Monitoring Objectives CAM can be defined as the method of unpacking non-linear causal paths between program intervention and program outcomes for programs operating in complex systems and contexts. Complex systems and contexts simply mean that the program’s operational context includes factors that can operate independently of each other yet combine to create an outcome that cannot be predicted from the outset. 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 systems, processes, and institutions that are related to target units, yet are not directly targeted by the project interventions.10 As explained in the Quarterly Report’s chapter on the program context and conflict sensitivity considerations, 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
9 The Complex Aware Monitoring process addresses project activities that have been implemented and addresses the process impact six-eight months after implementation to capture the institutional impact on the whole institution and not only the units that have been targeted by the project intervention. Therefore, the following CAM report provides info about the process used to address two sets of activities implemented; those implemented March 2018-August 2018, and those implemented September 2018-February 2019. 10 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
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 90 regions. For example, IGPA/Takamul work with the civil society organizations (CSOs) in Basrah has different complexities than working with the CSOs in Ninewa; therefore, the project was able to establish twenty-one Social Accountability Group (SAG) in Ninewa while created fourteen Basrah during the same implementation period. Accordingly, the program will not yield the same impact and outcome as it is delivered for the Ninewa or Basrah CSOs. The CSOs in Ninewa operate in a complex context in terms of social awareness, the nature of the CSOs, and the socio-economic needs for an effective civil society sector, which are different from the security and service delivery challenges in Basrah.
FIGURE 1: USAID DISCUSSION NOTE 2014
The CAM evaluation compares the outcome trajectories of IGPA/Takamul with underlying program causal premises and implementation adaptation. 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 for operational studies to address future programming needs to design effective interventions in Iraq’s complex context. IGPA/Takamul and the Application of the Complexity Aware Monitoring Evaluation IGPA/Takamul uses an integrated approach in applying the CAM evaluation. The evaluation depends on the inputs of the Political Economy Analysis (PEA) and Conflict Sensitivity Analysis (CSA) provided by the Project’s Political Economy and Complexity Aware Unit (PEACAMU), which works in a close cooperation with the Project’s M&E and Communications Units.
IGPA/Takamul’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
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 91 communicating the impact of program interventions to a wider audience at 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.
The implementation of IGPA/Takamul utilizes the Problem-Driven Iterative Adaptation (PDIA) approach, 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 while integrating with the M&E and Communications Units. According to USAID’s updated note on CAM and Program Cycle Operational Policy (August 2018), the combination of PEA, CSA, and CAM analyses conclude a Context Monitoring (CM) that is “the systematic collection of information about conditions and external factors relevant to the implementation and performance of an operating units (OU) strategy, projects, and activities.”11
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 like Iraq.
Accordingly, IGPA/Takamul’s CAM deploys the following approaches:12
Context Monitoring Tools Please refer to ANNEX 7: Context Monitoring Reports submitted during the reporting period. A. Political Economy Analysis 1. Foundational PEA: IGPA/Takamul submitted a national and provincial PEA to USAID at the beginning of program implementation. The study is a guiding document that maps the operational context throughout Iraq and its six provinces. It also accounted for the interactions among political, governance and economic dynamics on the national and provincial levels.13 2. PEA- Ad-hoc Updates: The foundational PEA will be updated with two issue/region-based PEAs; the Post-National Elections PEA, and the KRG-Economic Reform PEA. The Post- National Elections PEA is in the procurement stage while the KRG-Economic Reform PEA has a completed scope of work (SOW). B. Conflict Sensitivity Analysis: 1. Foundational CSA: As part of IGPA/Takamul’s foundational activity, the Project provided a comprehensive analysis of conflicts incentives, drivers, and types in each region and six target provinces.14
11 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 12 Updated USAID note on Complexity Aware Monitoring July 2018: https://usaidlearninglab.org/sites/default/files/resource/files/cleared_dn_complexity-aware_monitoring.pdf 13 IGPA/Takamul’s National and Provincial Level PEA was submitted in February 2018 and approved by USAID in May 2018. 14 IGPA/Takamul’s CSA was submitted in January 2018 and approved by USAID in February 2018.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 92 2. Annual Update CSA: IGPA/Takamul developed annual CSA updates to address emerging conflict surrounding the political transformation of militias and the impact of such transformations on governance and service delivery structures. The studies will focuse on Basrah and Anbar, and, based on the results and recommendations, IGPA/Takamul’s implementation strategy will be updated and project interventions will be modified. The CSA updates are in the procurement stage. C. Weekly Political Report: Weekly political reports capture Iraq’s main political, economic, and governance issues, as well as the GOI’s decisions. The reports explain the evolving context and corresponding political analysis on a weekly basis.15
FIGURE 2: IGPA/TAKAMUL CONTEXT MONITORING TOOLS
D. Ad-hoc Reports: When relevant, IGPA/Takamul publishes short reports on critical political developments, new legislation and amendments, governance decisions, and economic policies. These are framed to capture their effect on IGPA/Takamul’s enabling environment, objectives, and overall implementation. Foundational PEA: IGPA/Takamul submitted a national and provincial PEA to USAID at the beginning of program implementation. The study is a guiding document that maps the operational context throughout Iraq and its six provinces. It also accounted for the interactions among political, governance and economic dynamics on the national and provincial levels.16
E. PEA Ad-hoc Updates: The foundational PEA will be updated with two issue/region-based PEAs; the Post-National Elections PEA, and the KRG-Economic Reform PEA. The Post-National Elections PEA is in the procurement stage while the KRG-Economic Reform PEA has a completed scope of work (SOW).
E. Brief regional and provincial updates on issues of the newly liberated areas, religious communities, and federal versus regional relations.
15 Please refer to IGPA/Takamul’s weekly political report for samples of such reports 16 IGPA/Takamul’s National and Provincial Level PEA was submitted in February 2018 and approved by USAID in May 2018.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 93 Complexity Aware Monitoring Tools
Sentinel Indicators In Iraq, political considerations dominate decision about how resources are distributed. The consequence has been an often-inequitable allocation of government resources, and politicized employment in most critical government and service delivery agencies. The politicization of governance issues has led to the marginalization of certain communities and overall insecurity. In addition, 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, advance a specific social engineering agenda, or react to election season campaigns. 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 during the reporting period April -June 2019. While these indicators explain dynamics during the reporting period, they also address any potential impact in the next reporting period, especially the long-term sentinel indicators. The impact of the sentinel indicators is two-fold: 1) concurrent impact, they influence the project during the implementation reporting period; or b) long-term impact, their early impact was anticipated but their influence continued beyond the implementation/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 on National Level The political stalemate surrounding the stalled confirmation of the pending ministers resulted in a political impasse rather than the formation of a new government. This process has completely overlooked solutions that impact the daily lives of Iraqis. In addition, and as part of the new procedures to reform government institutions, Article 58 of the 2019 National Budget Law states that the GOI must terminate all (acting) Director General and Deputy Minister positions17 by June 30, 2019. Previously, the Dawa party used this tool to establish power bases within Iraqi bureaucracies and appointed personnel to special positions with acting status only in order to avoid the legal requirement of having the COR ratify the appointment. Thus, the two majority lists at the COR (Sadr’s Sayroon and Amiri’s Bina’a)18 launched a plan to uproot the Dawa party from 450
17 These positions are referred to as “special positions” within the Iraqi bureaucracy. 18 There are two major parliamentary blocs at the new COR, neither of which were able to create the largest parliamentary bloc. Both blocs share decision-making responsibilities for the government formation, cabinet confirmation, and other significant decisions by the new government headed by PM Abdul Mahdi. These two parliamentary blocs are Sadr’s Islah (Islah means reform in Arabic) and Amiri’s Bina’a (Bina’a means reconstruction in Arabic) blocs. The former consists of Sadr’s Sayroon and Hakim’s Hikma lists, Sunnis who represent Ayad Alawi’s faction of the Wataniya list and al- Nujaifi’s wing of the al-Qarar al-Iraqi list, and the Turkoman Front. The Bina’a bloc is made up of Amiri’s PMF/Hashed Fatih and Maliki’s State of Law lists; Sunnis who represent the National Axis, led by Khamis al-Khanjar; and the pro-PMF/Hashed Christian Babylon list, led by Ryan Keldani.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 94 special-high level critical national government positions. However, Islah and Bina’a acted without coordinating with the leaders of the lists and parties included in their blocs, especially during negotiations about the distribution of these key positions among the two lists. This in turn resulted in creating a new opposition bloc at the COR led by Ammar al-Hakim, which changed the Hikma movement into an opposition parliamentary bloc.19 IGPA/Takamul reported extensively on these provincial dynamics in its weekly political reports (AWeek in Politics) throughout the reporting period. 2. Intense Political Interactions on Provincial Level This indicator created a proxy impact on IGPA/Takamul’s implementation during April –June 2019. First, political indecision about whether to hold or postpone provincial elections created an unsteady political and economic environment that influenced PG performances, especially in terms of service delivery and socioeconomic policies.
Second, several incumbent Governors and PC members were elected to the COR as MPs. This instigated an intense political movement to elect replacements for these powerful positions within the PGs. Accordingly, Shia political parties began lengthy negotiations about the new vacant governor and PC positions throughout the reporting period. The intense political interactions by several Shia parties resulted in legal and administrative confusion, which troubled the political structure that has been in place since the 2013 Provincial Elections. The changes in the governor and provincial bureaucrat positions have not been instigated only by the governors’ elections to the COR, but also by the Sadr’s Islah and Amiri’s Bina’a blocs attempts to use the opportunity and uproot the Dawa party affiliates from key positions at the provincial level.
This concurrent sentinel indicator has affected IGPA/Takamul’s stakeholders, mainly on the provincial level, as explained in Chapter One-Project Context: Political Turbulence on Provincial Level. Political impasses especially affected service delivery as PCs hedged their legislation activities against repercussions that may affect their election prospects. Similarly, PGs started to slow down implementation to balance against the probability of holding or postponing provincial elections. In addition, some officials who were familiar with the program and have the accumulated knowledge, were pushed out of related government agencies, which, in turn, pushed IGPA/Takamul to introduce the program and re-establish networks with the newly appointed bureaucrats.
Based on this set of the concurrent sentinel indicators, IGPA/Takamul continued its implementation of activities that address mid-level bureaucrats who tend to stay in power regardless of the national or provincial elections. Doing so allows the Project to maintain sustainability and avoid interrupted capacity building cycles. Despite critical developments made since the May 2018 National Elections, IGPA/Takamul was able to 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 issues as long-term sentinel indicators that will continue to influence Iraqi political and governance policies during 2019.
19 This site.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 95 1. The Provincial Elections of 2019 During the reporting period, the issue of amendments to the Provincial Election Law no.12/2018 dominated the political context in Iraq. As such, IGPA/Takamul considers this indicator to continue to affect the political context in Iraq throughout the 2019.
The COR began proceedings of legislating new amendments to the Provincial Council Law during the reporting period. These amendments are mainly regarding the provincial elections in Kirkuk and the adoption of electronic methods to count and sort results as well as modifying the Sainte-Laguë electoral threshold from 1.9 to 1.7, or 1.4.20
In addition to COR procedures, the Independent High Electoral Commission (IHEC) also took steps to proceed with preparations for provincial elections. IHEC extended the deadline for citizens to register within the biometric system and update their electronic voter identification cards to May 11, 2019. The agency also announced the opening of new registration offices by the Kurdistan Regional Government (KRG) for internally displaced people (IDP). Employees at these new offices will be from the IDP community, with their numbers proportional to the number of IDPs in camps.21 The IHEC also announced that the agency finished updating the voter register on May 14 in order to open 906 voting centers across Iraq, with the exception of the Kurdistan region.22 In terms of voter registration, IHEC also achieved good progress in voter biometric registration, which reached 66 percent in Basrah23 and 65 percent in Dhi Qar.24
Despite the COR’s actions and IHEC announcement, there was a general consensus among the political establishment throughout the reporting period that the provincial elections will be postponed to April 2020. 2. Public Anger, Mistrust, and Protests Fueled by a lack of job opportunities, citizens became increasingly frustrated over deteriorating service delivery this reporting period. In addition, there were several enabling factors for peoples’ deep distrust and anger with the Iraqi government, as follows:
a. Political fragmentation and protracted post-election transition: The intra-Shia political fragmentations, politicizing governance, and stretching of antagonistic aspects of politics to decide on governance and socio-economic issues have deeply affected service delivery and governance policies. Amidst such political fragmentation, the confirmation of the pending Ministers of Defense, Interior, Education, and Justice has been marginalized, and the Iraqi public is deeply disappointed in PM Abdul Mahdi’s cabinet. There is the general belief that this cabinet will not be able to provide tangible solutions for Iraq’s severely deteriorated civil and public services. b. Lack of sound corporate social responsibility policies/projects: The PGs of the oil producing provinces, (i.e. Basrah and Maysan) have not yet been able to develop corporate social responsibility (CSR) plans. This is because the federal government, through the Ministry of Oil (MOO), continues to manage this dossier with top-down plans that have not yet proven effective. The tribal factor, especially in northern Basrah and the province of Maysan, further
20 https://www.mawazin.net/Details.aspx?Jimare=40063 21 IHEC extended the period for updating voters’ registration 22 IHEC official Facebook page: https://www.facebook.com/IHEC.IRQ/posts/2016697461792392 23 https://www.almirbad.com/detail/13302 24 https://www.mawazin.net/Details.aspx?Jimare=46717
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 96 complicates this issue as tribal leadership impose conditions and quotas to employ their community members. c. The regional exploitation of service delivery issues: The electricity and water shortages in Iraq’s southern provinces have numerous causes. The incompetent provincial and federal governments’ resource mismanagement 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. d. The politicization of the Civic Activism: Mainly used by Muqtada al-Sadr, it has become a common practice to call for demonstrations and mobilize constituencies against the sitting government. In these practices, the public are used to destabilize the political process and pressure the GOI to get concessions rather than genuine demands for better service delivery. For example, al-Sadr announced a list of what he considered corrupt politicians who exploited the Sadr movement for personal financial gains. Sadr’s announcement to reform his movement mobilized his followers to attack politicians’ houses and businesses (i.e. malls in Najaf province).25 The demonstrations as well as the subsequent killings and financial destruction did not sit well with the majority of the Shia political establishment, which rejected taking unilateral measures outside of state authority. Iraqi political commentators explain that Sadr’s recent measures against his closest allies is meant to defuse political and business splits within his movement. Practically, the movement has split between those who still follow Sadr and those who are planning to organize a new political movement. Another example is Ammar al-Hakim’s mobilization of the Hikma constituencies in Basrah. The recent demonstrations in Basrah were on smaller scale and civil society activists did not participate in them. The goal of Hikma’s demonstrations were viewed to target the sitting Governor As’ad al-Idani, who refuses to leave his position as a newly elected MP to the COR. The Hikma movement considers the Basrah governorship positions as part of its share and therefore, uses public demonstrations to disturb the local situation in Basrah and pressure the Governor for change. 3. American Sanctions on Iran U.S. sanctions on Iran are identified by IGPA/Takamul’s CAM to be one of the important long-term sentinel indicators to affect the Iraqi operational context throughout 2019. The GOI lacks a clear strategy on how to deal with the recent regional escalations and; hence, Iraq is prone to security and political disturbance. This indicator will affect Iraqi complexities in the following major sectors:
a. Political: The Iraqi political establishment, led by the Shia parties, has struggled to formulate a unified position vis-à-vis the 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 these Shia political parties. b. Economy and Service Delivery: Iran has been successful in establishing the infrastructure to intertwine its economy with that of Iraq. Overlap is deep between the two economies and difficult to untangle. In addition, the U.S. sanctions, according to the MOE, will cause Iraq to
25 Video: https://drive.google.com/open?id=1scmeY2YWLcqTDKpka8HFkij4WodcXDdS
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 97 lose half of its electricity production, since Iran is supplying the nation’s main power stations with required natural gas.26 c. Security: The Iranian-backed militias are supported financially either directly by the Iranian government or through various intimidation and extortion schemes. These schemes typically happen at check points or when collecting custom fees outside the state official custom agencies on the borders with Iran as well as imposing fees on those who are trading and crossing the borders daily. The Iraqi public is concerned that, as financial revenues are drying up for militias, criminal attacks, kidnapping, extorsion, and intimidation will increase, affecting the security situation in major cities like Baghdad and border provinces such as Basrah and Diyala.
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 element seeks to incorporate diverse perspectives of partners, beneficiaries or those excluded from an activity about the program. The process monitoring tracks predicted and emergent processes in order to transform into results, captures broad range results, and makes diverse perspectives explicit. Outcome harvesting works backward to describe and verify contributions.
The issues related to measuring the outcome of IGPA/Takamul’s technical intervention are often complex. The Project’s activities are conducted in partnership with Iraqi institutions, civil society or other stakeholders that are characterized by deep-rooted, complex, interrelated processes that operate across and between different scales (regional, local, provincial to federal) and cannot be understood by separating them for analysis.27 SFPMOH approaches are post-activity qualitative indicators that IGPA/Takamul utilizes for several of its implemented activities.
Given the complexities of the Iraqi context and systems and the complicated nature of the technical expertise provided for Iraqi institutions, stakeholders and bureaucrats combined with the ever- evolving political and governance situation throughout much of 2018, the final SFPMOH report will be included in the October 2019 Annual Report. However, this timeline also depends on the nature of the activity. For example, if IGPA/Takamul establishes a new unit within the Governor’s Office, that unit will not be immediately functional. As such, it is more effective to conduct focus group discussions after six to eight months when the stakeholders–unit personnel, unit director, and the governor–are able to evaluate the benefits of the unit.
The implementation of the SFPMOH method is based on the notion that in order to trigger change in complex systems, the change must support emerging patterns of positive outcomes resulting from program intervention, and at the same time, dampen down changes detrimental to program beneficiaries.28 The preliminary structure and framework of the SFPMOH’s focus group discussions is based on Boru’s “Evaluating complex interventions: A theory-driven realist-informed
26 This site. 27 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 28 Snowden, David. "Naturalizing sensemaking." Informed by knowledge: Expert performance in complex situations (2010): 223- 234.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 98 approach" methodology.29 See ANNEX 9: Boru’s Sequential Questions that will be used IGPA/Takamul’s CAM Report
Accordingly, CAM-SFPMOH activities are developed, SOWs completed, and RFPs published in January 2019. The contracts were awarded on April 29, 2019 and implementation began for sub- contracted activities. The overall SFPMOH discussion will be guided by the following questions:
• What types of outcomes is IGPA/Takamul contributing to? • Do these provide evidence that the overall program theory of change is credible, and how do they help us understand why (or why not)? Tailored questions will be developed to capture the specificities, nature, and essence of each activity, taking into consideration the 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 October 2019 Annual Report. IGPA/Takamul selected specific activities for the SFPMOH indicators based on the nature of the activity that focus on system process impacts. See Annex 8: IGPA/Takamul Selected Activities for Quarter-2 Report April 2019.
29 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.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 99 CHAPTER III: OPERATIONAL CONTEXT, CHALLENGES, AND LESSONS LEARNED
This chapter presents an overview of the IGPA/Takamul project’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 noted in M&E and Learning Chapter of this report. Altogether, the Project’s political context, conflict sensitivity, and CAM constitutes the overall Context Monitoring (CM).30 Chapter III presents the challenges to programming and implementation, and steps taken to facilitate implementation throughout the reporting period of April 1-June 30, 2019. In addition to the CAM and Operational Context Chapter, the IGPA/Takamul Political Economy Analysis and Complex Aware Monitoring (PEACAM) Unit updated its post-elections dashboard as part of the Project’s CM initiatives. The updated version includes the newly elected Chairs of the COR’s committees and an infographic about the Iraqi cabinet, in which the ministers’ political affiliations and hierarchy of the Iraqi Council of Ministers (COM) are presented. The updated dashboard is accessible via the following link: https://public.tableau.com/profile/abbas6446#!/vizhome/IraqElection2018-July26/Story1
OPERATIONAL CONTEXT This reporting period, the operational context in Iraq was highlighted by new structural changes to influential dynamics and variables that IGPA/Takamul need to take into consideration while designing, developing, planning, and implementing activities. During this quarter, new dynamics affected Iraqi politics, governance decisions, as well as interactions between the provincial, regional and federal government. These new factors, identified as part of the Project’s CM tools, are grouped as follows:
• The United States’ (U.S.) tightening of sanctions on Iran and subsequent Iranian attempts to retaliate utilizing its political, economic, and military proxies in Iraq. • The progress of civil and secular factors within Iraqi society and the reflections of those socio-economic pressure points on Iraqi politics in terms of rhetoric and conduct. • Loss of influence of Najaf’s Religious Institution’s (Marjiya) in Iraqi politics.31 • The Iraqi political establishment’s early preparation for provincial elections and the extended election season.
30 Updated USAID Program Cycle Operational Policy (June 2019) and updated USAID note on CAM (July 2018). 31 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”). 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. The Iraqi Shia Marjya differs from the Iranian Shia Marjya in that the former does not approve a political role for religious leaders, while the Iranian Marjya adopted Ayatollah Khomeini’s doctrine of Wilayat-Faqih (“the rule of jurisprudence”). IGPA/Takamul uses the Iraqi term “Marjya” in its reporting to refer to Iraqi Shia Jurisprudence. http://www.oxfordislamicstudies.com/article/opr/t125/e1153
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 100 • Intense regional and international diplomacy and its impact on Iran’s influence over Iraq’s energy, economy, and financial sectors. Accordingly, we will account for these emerging factors in presenting the operational context throughout the following sub-sections:
1. Political Dynamics 2. Economic Dynamics 3. Legal Developments 4. Political Context and Impact on IGPA/Takamul
POLITICAL DYNAMICS POLITICAL UNCERTAINTY AND GOVERNMENT
The operating environment that confronts IGPA/Takamul remains very unstable. 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 COR was able to confirm 14 ministers during their October 24, 2018 session, Prime Minister (PM) Adel Abdul Mahdi was still missing confirmation of four ministers of major and critical ministries; Justice, Defense, Education, and Interior. It was not until June 24, 2019 that the COR confirmed the three ministers of the Defense, Justice and Interior Ministries. As the reporting period came to a close, the confirmation of the Minster of Education was still outstanding.
THE PROVINCIAL ELECTIONS OF 2019
By the end of the reporting period, the COR finished the first reading of the amendment report to Provincial Election Law no. 12/2018 submitted by the Regions, Provinces, and Legal Committees. The COR discussed the distribution of seats according to the principle of highest votes and gender quota while also discussing banning candidates from changing their political lists after elections and lowering the age requirement of candidates to 25.32 In the same regard, the Iraqi political establishment, especially the major parliamentary blocs; Sadr’s Islah and Amiri’s Bina’a, are keen to hold provincial elections by April 2020. The Islah and Bina’a blocs want to continue their process of uprooting the power bases of the Dawa party, represented in Abadi’s Nasr List and Maliki’s State of Law list, from major critical positions at the provincial level. Given such context, the intra-Shia rivalry intensified during the reporting period, with each of the major lists mobilizing constituencies as part of an early election campaign. The intense political interactions, therefore, affected governance decisions and political compromises at the Provincial Councils (PC) as well as a sequence of changes at the governorship positions.
THE AMERICAN SANCTIONS ON IRAN AND IMPACT ON IRAQI POLITICS The Iraqi political situation revealed deep political fragmentation and lack of a unified position vis-à- vis the U.S.’ sanctions on Iran. News about the strengthened sanctions, the designation of the Islamic Revolutionary Guards Corps (IRCG) as a terrorist organization, and, lastly, the announcement of the cessation of waivers on Iranian oil exports contributed to an intense national and political debate among Iraq’s various political parties and factions.
32 http://alforatnews.com/modules/news/article.php?storyid=200548
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 101 While the Kurds and Sunnis kept their statements to a minimum due to their alignment with the U.S., political friction and debate erupted among the Shia political establishment. Pro-Iranian factions, especially within the Popular Mobilization Forces (PMF)/Hashed, took radical steps and waged political propaganda to support Iran, which in certain cases undermined the Iraqi state’s authority. The moderate Shia factions, on the other hand, continued to warn against such populist moves and stressed the importance of maintaining and protecting Iraqi interests.
The U.S. tightening of sanctions on Iran created an intense national debate about the status of Iraqi imports of Iranian natural gas, which feeds the national electricity network and the country’s power plants. The debate, which was showcased via traditional media outlets, political talk shows, and social media, revealed a deeply fragmented political situation causing further division among the Iraqi political establishment. This was largely due to Iran’s strong influence and the diverse political and military tools operating within the Iraqi context. It also revealed the Government of Iraq’s (GOI) failure to proceed with investment projects in Iraq’s huge natural gas reservoir, particularly as it is hoped that the oil import ban does not include natural gas. This desire was clearly depicted in the Ministry of Electricity’s (MOE) announcement on April 24 that Iranian electricity supplies are not included in the U.S. sanctions and therefore Iraq will continue to import Iranian gas (28 million to 35 million cubic feet per day). He went on to note that this increased import volume will enable Iraq to produce 2,800 megawatts in addition to the current 1,200 megawatts supplied by Iran. Additionally, the Minister of Electricity Luay al-Khateeb emphasized that by the year 2020, there will be a notable increase in Iraq’s electricity production.33 This statement was widely publicized to assure Iraqi citizens that their electrical supply will not be affected this summer. Concurrently, Iranian political and military proxies waged an intense propaganda campaign against the U.S., one that political commentators explained is intended to pressure the U.S. to extend waivers for Iraq, which would benefit Iran with continuous export of its natural gas.34
RELIGIOUS-BASED MINORITIES AND REPRESENTATION Challenges facing religious minorities, especially Christians and Yazidis, resurfaced during the reporting period. Throughout the last three months, Cardinal Louis Raphael Sako published several articles detailing the dilemma of the Iraqi Christians. For example, “The Christians: The Postponed Immigrants Amidst Absent Government Action” was posted on the Chaldean Catholic Patriarchate of Babylon’s website and then widely circulated among various Iraq political social media forums.35
In addition to Cardinal Sako, several other religious leaders, including Bashar Warda, the Archbishop of Erbil's Chaldean Catholic Church, expressed deep concerns regarding the "plight of Christians in Iraq." His announcement, which came during a meeting with U.K. Foreign Secretary Jeremy Hunt in London on May 21, was in response to the rapidly decreasing number of Iraqi Christians since 2003. According to Archbishop Warda, the number of Christians in Iraq has reduced from 1.5 million to fewer than 200,000 since 2003.36 Also, the Knights of Columbus CEO wrote in an article published by the Wall Street Journal that, “the pro-Iranian Hashd al-Shaabi militias had swept into the Nineveh Plains, and a program of Shi'ite colonization of historically Christian towns had begun, that was threatening the viability of Christian and Yezidi communities returning home.”37
33 Iranian gas imported to Iraq is excluded from the American sanctions. 34 For details about Iran’s role in the Iraqi natural gas sector, please refer to IGPA/Takamul’s political brief about the issue submitted in October 2017. 35 https://saint-adday.com/?p=31675 36 http://www.basnews.com/index.php/en/news/iraq/522446 37 https://www.wsj.com/articles/the-next-big-threat-to-iraqs-christians-11555022659
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 102 Christians in Iraq continue to suffer from the destruction of their homes, confiscation of property, and falsification of property deeds. These actions have created shock, anxiety, and fear among the Christian community about their future and as such, forced many to choose immigration. The Christian community was excluded from positions within the new cabinet as well as civilian jobs, such as was the case of the president of the University of Hamdaniya’s election. In this instance, a non-Christian was appointed despite the Christian candidate’s superior credentials. Additionally, despite efforts of the Church and the moderate attitude of the Shia and Sunni religious authorities, there have been speeches that incite hatred toward non-Muslims, which the Government has not responded to. The Christian quota was hijacked and falsified. Furthermore, even those who were elected as Christian representatives have not yet been offered positions and the only current Christian minister is not well-known by the Christian community or religious authorities. Meanwhile, the appointments of two Christian candidates and technocrats were ruled out.
Concurrent with Christian demands, the Yazidi Rescue Office reported statistics about the large number of Yazidis who have been missing since 2014. To date, the GOI has not advanced tangible efforts to rescue them. In the same regards, President Barham Salih sent a draft law regarding Yazidi female survivors to the COR on March 28. The draft law addresses the issues of Yazidi women who were enslaved by Da’esh and seeks to give them financial compensation. The draft law stipulates the establishment of a General Directorate for the Affairs of Female Survivors, which would be associated with the Council of Ministers Secretariat (COMSec) and based in Ninewa province. The directorate seeks to empower female survivors both financially and socially by providing health care and job opportunities. Furthermore, the draft law also stipulated the annual recognition of August 3rd as a national day to highlight the Da’esh atrocities against the Yazidis. The General Directorate for the Affairs of Female Survivors will be established in coordination with the Ministry of Culture, the Mayor of Baghdad, and other relevant authorities.38 The following table presents the recent statistics published by the Yazidi Rescue Office regarding crimes by Da’esh against Yezidis since March 8, 201439:
SUBJECT NUMBER Previous number of Yezidis in Iraq 550,000 Number of Yazidi internally displaced persons since 360,000 Da’esh invasion Number of martyrs since first period of Da’esh invasion 1,293 Number of orphans from Da’esh invasion 2,525 Number of children whose parents are in Da’esh 220 captivity Total number of orphans 2,745 Number of mass graves discovered in Sinjar 80 Number of religious shrines destroyed by Da’esh 68 Number of Yezidis who fled the country since 2014 100,000 Female: 3,548 Number of detainees Male: 2,869 Total: 6,417 Female: 1,178 Male: 337 Number of survivors Children: 1,936 Total: 3,451 Remainder: 2,966
38 President Salih official Facebook page: https://www.facebook.com/IraqiPresidency.Media/posts/2856547821021982 39 https://www.radionawa.com/all-detail.aspx?jimare=11895
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 103 In order to address the plights of faith-based communities, the USAID Special Representative for Minority Assistance Programs in Iraq, Max Primorac, reiterated that $17 million has been allocated by the U.S. Government to provide job opportunities for people in the Ninewa Governorate, including the Sinjar district. The money will be distributed through small business loans. The statement comes after a meeting on May 23 at the U.S. Consulate in Erbil, attended by Consul General Steve Fagin and media representatives. Primorac emphasized that the U.S. remains firmly committed to working with all religious minority groups in Iraq, including the Kurdistan Region, and will continue to coordinate with local partners and community leaders to implement U.S.-funded programs throughout the country. The U.S. Consul General, Steve Fagin, stated that since 2014 the U.S. has provided $2 million in aid to the Yazidi people and will continue their support to internally displaced persons (IDP) and camps.40
THE KURDISTAN REGIONAL GOVERNMENT (KRG)
The Kurdistan Parliament (KP) elected Nechirvan Barzani as the new President of the Kurdistan Regional Government (KRG) on May 28. Barzani received a total of 68 out of 11 votes.41 The session was attended by only 81 Members of Parliament (MP) as members the Patriotic Union of Kurdistan (PUK) and New Generation boycotted the session.42 On June 10, Nechirvan Barzani was sworn in as the new KRG President in a special ceremony attended by both foreign and local high- level leaders and dignitaries including Iraqi President Barham Salih, COR Speaker Mohammed al- Halbousi, Head of Hikma List Ammar al-Hakim, Turkey’s Foreign Minister Mevlut Cavusoglu, the Saudi State Minister of Gulf Affairs Thamer al-Sabhan and several other Iraqi MPs.43 The following day, on June 11, the KP convened to designate Mesror Barzani as the KRG’s PM. Masror Barzani is a nominee of the Kurdistan Democratic Party (KDP), son of KDP leader Masoud Barzani, and former Chancellor to the Kurdistan Region Security Council. MPs from the two Islamic parties, Komal and the Kurdistan Islamic Union, abstained from voting for the PM. Upon his designation, PM Barzani will have 30 days to form a new government.44
These critical steps of electing the new KRG President and PM were the result of a new policy adopted by Kurdish leadership, of which the major elements are described below:
• Amend relations and stabilize the Kurdistan Region of Iraq’s (KRI) market and economy by taking several strategic decisions on the local, national, and regional levels. • Intensive talks and successive visits to Baghdad to solve the chronic problems of budget, hydrocarbon sector, and border-crossing revenues. • Amend relations with Turkey. For example, on the sidelines of President Nachirvan Barzani’s inauguration ceremony, the Turkish Foreign Minister Mevlut Cavusoglu met with KDP leader Masoud Barzani to discuss a range of regional issues including a possible role for Turkish
40 http://kirkuknow.com/en/news/59441 41 Kurdish political commentators maintain that the new KRG cabinet will adopt aggressive reform policies, especially with Masrour Barzani as PM. Barzani is likely keen to capitalize on recent developments in the KRG’s economy and maintain good relations with Baghdad to continue the region’s financial recovery. It is still unclear what position the current Deputy Prime Minister, Qubad Talabani, will assume in the next cabinet. The PUK’s decision to boycott the KRG presidential vote complicated the PUK’s prospect in the new cabinet and will likely trigger another round of negotiations between the PUK and KDP. IGPA/Takamul is following developments closely and will provide a special analysis on the new cabinet once it is formed. 42https://www.parliament.krd/english/parliament-activities/latest-news/posts/2019/may/mps-elect-nechirvan-idris-mustafa- barzani 43 Rudaw- Facebook Page https://www.facebook.com/watch/?v=2056546931316121 44https://www.parliament.krd/english/parliament-activities/latest-news/posts/2019/june/mps-select-masrour-barzani-as-new- prime-minister-of-kurdistan-regional-government/
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 104 businesses to contribute to reconstruction efforts not only in the KRI, but also in the infrastructurally run-down province of Ninewa.45 In addition, President Nachirvan Barzani met with Turkish President Erdogan in Turkey on June 21. The meeting comes at a time when Turkey considers the recent policy by the GOI as steps to deny Turkey lucrative trade and investment contracts in Iraq. Turkey is therefore reevaluating its policy for the the Kurdistan region given that the Region can likely play an important role in increasing Turkish trade and investment in the region. This is in addition to the KRG’s ability to export oil and gas to Turkey, providing Turkish oil companies with the ability to invest in the Region’s oil and gas fields. • Reach a political deal with the Head of the PMFs/Hashed, Falih al-Fayyad, and help al-Fayyad’s candidate, Mansour al-Mareed, to assume the Governorship of Ninewa. This would be an important political win for the KRG to maintain its influence in Ninewa politics.
In the meantime, the KRG’s relations with Iran keep fluctuating based on what Iran considers a slowdown in KRG policy to open its borders to Iranian trade. Also affecting the relationship is the fact that the region continues to be a strategic regional base for the U.S. In this regard, the Iranian Government kept issuing statements against the KRI, and in some cases bombarded Kurdish villages along the Iran-Iraq border. For example, during the reporting period, the commander of the IRGC General Hussein Salami warned the KRG against siding with the U.S. and stressed that Iran will destroy American bases in Kurdistan should any attack be launched from the region. Salami said thousands of missiles would be launched from Lebanon and other areas in the event of an attack on his country from Kurdistan.46
ECONOMIC DYNAMICS RENEWED REGIONAL RELATIONS WITH THE ARAB COUNTRIES THROUGH ECONOMIC TIES The GOI launched an intensive regional diplomacy based on mutual economic interests. The objective of this campaign is to help Iraq expand its economic ties beyond Iran. On April 17, PM Adel Abdul Mahdi visited Saudi Arabia, 47where he met with King Salman bin Abdul Aziz al-Saud and Crown Prince Mohammed Bin Salman.48 During the visit, Iraq and Saudi Arabia signed 13 agreements and Memoranda of Understanding (MOU).49 PM Abdul Mahdi also met with the Secretary-General of the Gulf Cooperation Council (GCC) Abdullatif Al-Zayani on April 18 to discuss strengthening bilateral relations between Iraq and GCC countries.50 Furthermore, PM Abdul Mahdi headed the Iraqi-Saudi Forum on April 18 at the King Abdullah Center for Petroleum Studies and Research, where international companies such Aramco, SABIC, Maaden, and Aqua Power presented their offers and proposals for cooperation in the energy and petrochemicals sectors, electricity production and distribution, repair of electricity networks, oil and gas industries, water desalination, mining, rehabilitation, and training.51 Consequently, a MOU was signed on April 24 between Minister of Foreign Affairs Mohammed Ali al-Hakim and GCC Secretary General Abdul Latif bin Rashid al-
45 https://www.kurdistan24.net/en/news/697c698f-d505-4450-8b9b-d993abd5a34d 46 https://www.dwarozh.net/ar/details.aspx?jimare=51792 47 Council of Ministers official YouTube channel: https://www.youtube.com/watch?v=_Z3Pe1Y9OMQ 48 PM Abdul Mahdi official website: http://www.pmo.iq/press2019/17-4-201905.htm 49 PM Abdul Mahdi official website: http://www.pmo.iq/press2019/17-4-201906.htm 50 PM Abdul Mahdi official website: http://www.pmo.iq/pme/press2019en/18-4-201903en.htm 51 PM Abdul Mahdi official website: http://www.pmo.iq/press2019/18-4-201903.htm
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 105 Zayani. The MOU was followed by a joint conference dedicated to paving a way to strengthen relations between Iraq and the GCC.52
In addition to Saudi Arabia and the GCC, Iraq’s relations with Kuwait also witnessed substantial development during the second quarter of 2019. On May 13, the Kuwaiti Ministry of Finance signed an agreement with Iraq to avoid double taxation and prevent income tax evasion of expatriate workers. There are several advantages to the agreement, including exemptions and tax cuts on business investments inside both Iraq and Kuwait. The agreement was signed on the sidelines of the 7th Session of the Iraqi-Kuwaiti Joint Committee.53 In addition, the Kuwaiti Emir Sheikh Sabah al- Ahmad al-Jaber al-Sabah visited Iraq on June 19 and met with President Barham Salih, PM Adel Abdul Mahdi and COR Speaker Mohamed al-Halbousi.54 The visit came at a time of rising regional tensions, especially in relation to the recent attacks on oil tankers in the Gulf of Oman. It was only the Kuwaiti Emir’s second visit to Iraq following his first in March 2012.55 According to a political commentator, Iraq and Kuwait will sign several agreements related to the navigation and demarcation of shared oil fields.56
Qatar was also one of the main stops in PM Abdul Mahdi’s regional visits this quarter to advance bilateral economic relations. PM Mahdi met the Amir of Qatar Tamim bin Hamad al-Thani to sign two MOUs related to the cultural, scientific, and educational sectors on May 29.57
RENEWED INTERNATIONAL RELATIONS AND THE IRAQI ENERGY SECTOR
Similar to its efforts on regional level, Iraqi diplomacy also reached out to the international community this reporting period. Talks with various European countries focused on projects and initiatives to develop Iraq’s electricity, trade, and energy sectors. On April 30, PM Abdul Mahdi visited Germany and met with Chancellor Angela Merkel, German President Frank-Walter Steinmeier,58 the Minister of Economic Cooperation and Development of Germany Gerd Müller and other senior German officials. During the visit, Iraq and Germany signed an agreement to upgrade Iraq’s electricity grid; a project that will be implemented by German company Siemens. PM Abdul Mahdi announced that the project will take place in four stages and will cost up to $14 billion.59 The contract includes developing the Iraqi electricity grid across all sectors including production, transportation and distribution, which will allow international companies to participate in Iraq’s reconstruction process.60 Siemens said that it already signed three contracts worth a total of $785 million; one to build a 500 megawatt gas-fired power plant, one to upgrade 40 gas turbines, and a third to install dozens of substations and transformers across Iraq. As part of the agreement, Siemens committed to building a health clinic, donating $60 million of software to Iraqi universities, and providing training to 1,000 Iraqis.61
In the same regard, PM Abdul Mahdi visited France on May 3 where he met with French President Emmanuel Macron. During the visit, President Macron announced that France will give Iraq €1 billion
52 MOFA official Facebook page: https://www.facebook.com/MOFA.IQ/posts/2323135701251806 53 Signing the Iraqi-Kuwaiti financial agreement to avoid the double taxation 54 President Salih official Facebook page: https://www.facebook.com/IraqiPresidency.Media/posts/3037934289550000 55 COR Speaker official Facebook page: https://www.facebook.com/Mohammad.Alhalboosi/posts/2240466209406945 56 PM Abdul Mahdi discussion with Kuwait emir 57 PM Abdul Mahdi official website: http://www.pmo.iq/press2019/29-5-201904.htm 58 COM official YouTube channel: https://www.youtube.com/watch?v=vf0BOqZjv2w&feature=youtu.be 59 https://www.thelocal.de/20190501/siemens-signs-roadmap-deal-on-14bn-iraq-grid-upgrade 60 PM Abdul Mahdi official website: http://www.pmo.iq/press2019/30-4-201902.htm 61 https://www.reuters.com/article/us-germany-iraq-siemens/siemens
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 106 to facilitate the implementation of new projects.62 During his trip, PM Abdul Mahdi thanked the French government for opening the French Cultural Center in Ninewa63 and also met with French Minister of Foreign Affairs Jean-Yves Le Drian. During the meeting, Iraqi Minister of Foreign Affairs Mohammed al-Hakim and Le Drian signed a MOU regarding the economic, cultural, social, military, and training sectors. Additionally, PM Abdul Mahdi met with the French Minister of Armed Forces Florence Parly at the French Ministry of Defense. The PM’s security delegation held a private meeting with their French counterparts,64 and the PM met with representatives from France’s largest companies - Total and Airbus - to discuss investment opportunities.65
In addition to European countries, Iraq also expanded its efforts to reach an agreement with the American company General Electric (GE) company. GE announced that it is in negotiations with the GOI for a variety of projects, including one that will add 750 megawatts to the national grid by the end of 2019.66 If implemented, the contract will help Iraq reduce its reliance on Iranian electricity imports.
ECONOMIC DYNAMICS IN THE KRG
The KRG agreement with the GOI about the 2019 National Budget and the expedited disbursement of the budget instalments to the KRI, which would enable the KRG to allocate some of its oil revenues to pay the international oil companies. According to a statement released by the British oil company Gulf Keystone Petroleum on April 26, the KRG made a gross payment of $14.7 for sales made from the Sheikhan field in January. Gulf Keystone Petroleum operates in Sheikhan (Dahuk province) and currently produces 40,000 barrels of oil per day.67
The KRI’s energy sector also witnessed several developments this reporting period. The Russian oil producer Gazprom Neft announced on April 4 an increase in its production capacity at one of the fields it operates in the Kurdistan Region. The company stated its operations at Kurdistan’s Sargala field rose by 25 percent following the launch of a third production field. The accumulated growth at the field is now 35,000 barrels of oil per day. According to Gazprom, it plans to produce 1.2 million tons at Sarqala by the end of the year.68
In addition, Pearl Petroleum, a consortium led by oil and gas operator Dana Gas,69 announced that it will increase funding for its investments in the Kurdistan region. Dana Gas CEO, Patrick Allman- Ward, stated that the funding will include a mix of bank debt, bonds, and Exim bank financing as well as contractor and vendor financing. The oil and gas operator also announced a rise in its first-quarter profits from output in the Kurdistan region to $35 million, making production up 6 percent from the previous year. To date, Dana Gas has invested more than $1.6 billion in the KRI’s gas and energy sector, producing more than 260 million barrels of oil, which the company says has provided billions of dollars in fuel cost savings and wider economic benefits for the KRI and Iraq.70
62 http://www.rudaw.net/english/middleeast/iraq/030520192?keyword=ISIS 63 PM Abdul Mahdi official website: http://www.pmo.iq/press2019/3-5-201903.htm 64 PM Abdul Mahdi official website: http://www.pmo.iq/press2019/3-5-201902.htm 65 PM Abdul Mahdi official website: http://www.pmo.iq/press2019/3-5-201901.htm 66 http://www.dijlah.tv/index.php?page=article&id=232654 67 http://www.rudaw.net/english/business/27042019 68 http://www.kurdistan24.net/en/economy/b80efdd1-ffa9-4cb7-a22c-cfbf4d550d51 69 Dana Gas is an independent gas company headquartered in Sharjah, United Arab Emirates, that has been active in the KRI since 2007 when it entered into agreements with the KRG to develop substantial gas resources. In March 2019, Pearl Petroleum signed a 20-year gas sales agreement with the KRG as part of a plan to expand its operations in the KRI. 70 http://www.kurdistan24.net/en/economy/e56e53ea-c002-44c0-b095-b460f18f323b
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 107 THE LEGAL DYNAMICS THE IRAQI COUNCIL OF REPRESENTATIVES
During the reporting period, the Iraqi COR elected the Chairs, Deputy Chairs, and Rapporteur for all of its committees. The following table presents the names and political affiliations of the newly elected COR Committee Chairs.
TABLE 5: NAMES AND POLITICAL AFFILIATIONS OF THE COR COMMITTEE CHAIR
COMMITTEE CHAIR POLITICAL AFFILIATION
Economy and Investment Ahmed al-Kannani State of Law/Bina’a Bloc
Oil and gas Habet al-Halbousi Anbar Hawiyatona/Bina’a Bloc
Finance Haitham al-Jabouri Kafa’at el-Taghyeer/Bina’a Bloc
Security and Defense Mohammed Ridha Sayroon/Islah Bloc
Legal Ribuar Hadi KDP
Youth and Sports Abbas Aliwi Sayroon/Islah Bloc
Foreign Affairs Sherko Mohammed Patriotic Union of Kurdistan (PUK)
Agriculture Salam al-Shimmari Sayroon/Islah Bloc
Education Qusay al-Yasiri Sayroon/Islah Bloc
Planning Mohammed Ali Civic National Coalition/Islah Bloc
Services, Construction, Waleed Hassan Fatih/Bina'a Bloc Transportation and Communication
Martyrs and Human Rights Abdullah al-Nali State of Law/Bina’a Bloc
Women Hifaa Ameen Sayroon/Islah Bloc
Higher Education Hassan al-Masudi Hikma/Opposition Bloc
Regions and Provinces Hassan Ali Fatih/Bina'a Bloc
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 108 THE SUPREME FEDERAL COURT LAW AND IMPACT ON NATURE OF THE POLITICAL SYSTEM
The continuous inter-agency rivalry between the Iraqi Supreme Federal Court (SFC) and the Supreme Judicial Council (SJC) reached its peak during the COR’s deliberations of new amendments to the SFC Law no.30/2005. The tenuous relations between the two courts is a reflection of growing friction between the Head of the SFC, Judge Madhat al-Mahmoud, and the Head of the SJC, Judge Faiq Zidan. Judge Zidan wants to enact a law that establishes a retirement age for judges that serve on the SFC, an issue that is widely considered as targeting Judge al-Mahmoud. Adding to the friction is the SJC’s attempt to install a group of religious scholars at the SFC and give them the right to vote as part of the SFC’s Islamic Shura Council (“Islamic Consultancy Council”).
The attempts to have a religious authority vote at the SFC is a setback for building a secular and civil state in Iraq. The Islamic Shura Council at the SFC is also considered as an imitation of the Iranian Guardian Council.71 Empowering the Islamic Shura Council at the SFC is against SFC’s Law no. 30/2005, in which religious scholars are represented at the court but have no voting authority. In addition, an Islamic Shura Council is against Article 91 of the Constitution, which states that the SFC is an independent judiciary institution.72 The SJC uses constitutional articles to support its effort, while many legal experts believe that the SJC is misusing the constitution for political purposes.73
Political Context and Impact on IGPA/Takamul
The National Elections of 2018 have yet to deliver much anticipated political stability and new government policies. IGPA/Takamul’s operational context, hence, has accumulated several new areas of instability related to 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 nature of challenges facing the Project in the second quarter of 2019 continued throughout the reporting period. The current intra-political rivalry and conflict 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 performance and provision of services. For IGPA/Takamul, administrative confusion on the provincial-level continued to overshadow Project implementation during the reporting period.
71 https://www.nasnews.com/muha9a9a8da2islamya/ 72 Official text of the Constitutional Article 92: First: The Federal Supreme Court is an independent judicial body, financially and administratively. Second: The Federal Supreme Court shall be made up of a number of judges, experts in Islamic jurisprudence, and legal scholars, whose number, the method of their selection, and the work of the Court shall be determined by a law enacted by a two-thirds majority of the members of the Council of Representatives. 73 Article 2, First: Islam is the official religion of the State and is a foundation source of legislation: No law may be enacted that contradicts the established provisions of Islam. No law may be enacted that contradicts the principles of democracy. No law may be enacted that contradicts the rights and basic freedoms stipulated in this Constitution. Second: This Constitution guarantees the Islamic identity of the majority of the Iraqi people and guarantees the full religious rights to freedom of religious belief and practice of all individuals such as Christians, Yazidis, and Mandean Sabeans. https://www.constituteproject.org/constitution/Iraq_2005.pdf?lang=en
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 109 Furthermore, the current regional context, which is highlighted by fierce proxy wars, political conflicts, and security instability, has heavily, and often negatively, influenced Iraqi politics, governance systems, and economy. Regional interventions, especially that of Iran, were exacerbated by developments in the Syrian crisis, U.S. sanctions on Iran and overall competition to influence Iraqi politics by exploiting the country’s needs for crucial services and resources such as water and electricity.
The convergence of these dynamics created another set of challenges, political disturbances, and public unrest, which is reflected in the negative performance of the Iraqi government and Provincial Governments (PG). The worsening of service delivery, such as water services in Basrah, redirected 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 witnessed several important entry points in the new Iraqi cabinet this reporting period. PM Abdul Mahdi is one of the leading Iraqi politicians to support decentralization and the transfer of authorities/functions. His statements while chairing the Higher Commission of Coordinating among Provinces Secretariat (HCCPSec) meetings demonstrated positive signs of decentralization and finally pushed the Ministry of Finance (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 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 seeks to address this 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 is the empowered civil society organizations (CSO) 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 provide better services.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 110 CHAPTER IV: 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.”74 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 PEACAM Unit devised two Scope of Works (SOW) to map the political transformation of militias and the impact of such transformations on governance and service delivery. The commissioned studies, which focus on the provinces of Anbar and Basrah, are in the implementation stage and will be submitted as part of the October 2019 Annual Report.
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 provincial governments (PG), IGPA/Takamul 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’s PEACAM Unit developed a framework to track and respond to Conflict Sensitivity Indicators (CSI). The framework begins with the Project’s unified format for activity SOWs through which IGPA/Takamul’s technical units build in practical measures to include CSA considerations into programming. Then, the CSI continue to follow-up with activity implementation throughout its various stages.
For example, IGPA/Takamul Objective 3, in cooperation with regional offices, implemented a Social Accountability Group (SAG) exchange75 for two days on June 28-29. This event was an important event for IGPA/Takamul to activate civil society’s oversight role of service delivery. In addition, the diversity of participants was crucially important to impact Iraqi social cohesion. The participants were Christians, Sabean Mandai, African-Iraqis, persons with disabilities, women, men, youth, CSOs, and community activists. The main goal of this event was to have SAGs from the five provinces of Ninewa, Baghdad, Basrah, Babil, and Anbar exchange knowledge and experience in order to develop the next year’s advocacy interventions for SAGs. The SAG exchange, as per participants, was a meaningful experience that gathered all SAGs supported by IGPA/Takamul for the first time. This event also enhanced SAG members’ capacities in training skills and developing training materials,
74http://local.conflictsensitivity.org/wp-content/uploads/2015/05/CSA-Consortium-Practitioners-Manual.pdf 75 Activity number: (A-BAG-0083-E013)
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 111 which is a fundamental element of the Year 3 SAG work plan. In addition to the technical expertise and the know-how transfer, IGPA/Takamul, through this event, also initiated a direct channel of communication among youth groups from various provinces, who, otherwise, would not have an opportunity to exchange ideas with other provinces. Having SAG from Basrah exchange one-on-one with the SAGs from Ninewa and Anbar significantly contributes to conflict mitigation and stabilization,
As illustrated by the SAG exchange example, the Project’s PEACAM Unit analyzes the nature and activity by developing specific measures that address particular conflict sensitivity aspects. The Project’s Monitoring and Evaluation (M&E) Unit then tracks activity implementation to ensure all conflict sensitivity measures are effectively streamlined. Finally, IGPA/Takamul’s Communications Unit follows-up on activity results to develop success stories highlighting their impact.
Major Conflict Dynamics and Drivers
THE IRANIAN MALIGN ACTIVITIES AND SOCIAL UNREST The escalation between the U.S. and Iran continued to dominate Iraq’s political context this reporting period. The attacks against oil tankers in the Gulf of Oman and small explosions in Baghdad are viewed as dangerous escalations that complicate an already precarious and challenging summer season for the Government of Iraq (GOI).
Amidst the GOI’s efforts to address Iraqis’ concerns about regional escalations, the pro-Iranian factions at the PMFs/Hashed held a conference on April 24 to honor Iranian and Hezbollah’s soldiers killed in Iraq during the battles against Da’esh. The conference created an intense public debate about several controversial issues. First, videos of the conference displayed the heavy presence of Iranian military generals at the event. Second, the Deputy Head of the PMFs/Hashed Abu Mahdi al- Muhandis began his remarks in Farsi, even though he was there representing an official Iraqi security institution and claimed that the PMFs/Hashed does not mind being equated with the Islamic Revolutionary Guards Corps (IRCG) or being designated as a terrorist organization. Additionally, National Security Advisor and head of the PMFs/Hashed Falih al-Fayyad announced during the conference that Iran was the first to support Iraq in its fight against Da’esh and commended Iran’s role in defeating the organization.76 Hadi al-Amiri, Head of Bina’a bloc, announced that Iraq must honor the martyrs of Iran and Lebanon who sacrificed their lives for Iraq, adding that the PMFs/Hashed rejects foreign presence and air bases in Iraq. Al-Amiri also said that the U.S. thought that Da’esh was formed because of the oppression of the Sunni, while the Gulf countries thought it was due to a tribal revolution, Iran, however, and according to Amiri helped and supplied Iraq with weapons.77
Additionally, in an effort to create a political crisis for the GOI and PM Abdul Mahdi’s cabinet, pro- Iranian factions, especially militias in the PMFs/Hashed, placed pressure on the Iraqi Ministry of Foreign Affairs to issue a statement condemning a post on the American Embassy’s Facebook page about the corruption schemes of Iranian Supreme Leader Ali Khamenei. The U.S. Embassy’s Facebook post described, in numbers, the wealth of Khamenei within the context of Iranians’ suffering due to a poor economy.78 As a result, the Ministry of Foreign Affairs stated that such posts
76 http://aletejahtv.com/archives/289324 77 AlAhad official Twitter page: https://twitter.com/AhadTv/status/1121099167991046145 78 U.S. Embassy official Facebook page: https://www.facebook.com/USEmbassyBaghdad/posts/10157202108284304
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 112 are not aligned with Iraq’s constitution and policy of non-intervention in regional country affairs and therefore requested that the post be deleted.79
In the meantime, the Shia moderate forces and Marjiya in Iraq continued attempts to counter pro- Iranian factions within Iraqi politics. In this regard, Ayatollah Ali Sistani published a brief statement on May 15 urging Iraqis to stay neutral in the current escalation between Iran and the U.S.80 However, on May 19, a Katyusha rocket hit the Green Zone near the American Embassy in Baghdad. No reports of casualties or damage was recorded.81 While the commanders of the main pro-Iranian factions of the PMFs/Hashed were keen to deny responsibility and implicitly denounced the perpetrators, various Iraqi media reported that the Iranian-backed al-Nujaba militia was behind the attack. Iraqi political commentators stated the attack conveyed several Iranian messages to the Marjiya, GOI, and Americans. The Iranian regime wanted to undermine the GOI’s security assurances and Iraqi sovereignty. The Iranian regime also wanted to prove that some militias strictly follow the Iranian Supreme Leader Ali Khamenei instead of Sistani, so a religious decree (Fatwa) by Sistani will not control the militias should Iran instruct them to attack American interests in Iraq.82 The essence of the Iranian influence in Iraq is based on the projection of power; something Iran is willing to maintain even if it means undermining Iraqi sovereignty and embarrassing its Iraqi allies. Nevertheless, moderate Shia political factions circulated their objections and indicated their intention to resist any attempt to bring Iraq into the Iranian camp during this crisis.
Capitalizing on the unstable political and security situation in Iraq, Iran has managed to infiltrate the Iraqi economy, financial sector, energy and electric services, as well as consolidate its control over powerful militias of the PMFs/Hashed. These include As’aib Ahl al-Haq (AAH), Kata’aeb Hezbollah, and al-Nujaba. In addition, Iran has managed to establish political and bureaucratic proxies operating within the COR and government institutions. As a result, even if the GOI wanted to strengthen measures to comply with U.S. sanctions on Iran, it would be extremely difficult to achieve as Iran can destabilize the country through its political, economic, and military proxies. For example, at the same that Iranian demonstrations celebrating Quds Day took place, Iranian-aligned militias within the PMFs organized demonstrations that included marching over American and Israeli flags. Iran has celebrated Quds Day since the start of its 1979 Islamic Revolution. Al-Quds is the Arabic name for Jerusalem and is usually celebrated on the last Friday of Ramadan.83
In addition to the exploitation of the political and military proxies, Iran took several aggressive moves against the Iraqi economy and agriculture sector. The following sub-sections briefly explains examples about such moves.
FIRES IN WHEAT AND BARLEY CROP
As the harvest season began, vast areas of wheat production in Iraq were set on fire. The affected areas included Manathira District in Najaf, Shirqat District in Salah al-Din, the disputed areas in Khanqeen/Diyala, Kirkuk, the disputed areas in Makhmour near Erbil and the vast wheat farms in Ninewa. This was in addition to the burned 40 hectares of crops in Sinjar. Similar to recent events of poisoning fish farms in Babil and other southern provinces, these acts weaken the Iraqi economy and
79 Ministry of Foreign Affairs (MOFA) official website: http://www.mofa.gov.iq/en/news/29999/statement 80 https://alqabas.com/668737/ 81https://www.reuters.com/article/us-iraq-security/blast-heard-in-central-baghdad-cause-unknown-reuters-witnesses- idUSKCN1SP0NL 82https://www.reuters.com/article/us-iraq-security/blast-heard-in-central-baghdad-cause-unknown-reuters-witnesses- idUSKCN1SP0NL 83 https://www.apnews.com/fe7f04ea375d4ff0b194c63ea22cc61e
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 113 force it to be more dependent on Iran.84 The Iraqi Civil Defense Directorate announced on May 29 that it recorded 155 fire incidents, which left 781.4 hectares burned. However, the directorate was able to save 13,750 hectares in during the reporting period. The Civil Defense Directorate also stated that the majority of agriculture lands affected are in Ninewa where an estimated 2,600 hectares were burned.85 The economic loss is most prominent in Ninewa as farmers have not yet delivered their corps to the GOI since the harvesting season comes a month or two after the harvesting season in the south. In response, the Head of Ninewa PC’s Agricultural Committee called on the GOI and international organizations to help stop these fires that have burned 64,000 acres to-date. At the time of reporting, the total number of recorded fires was 175 throughout the province.86
KATYUSHA STRIKES AND GOI EFFORTS TO CONTROL MILITIAS
The Commander of the Iraqi Army Forces, PM Adel Abdul Mahdi, issued an official statement on June 18 with strict orders for the Iraqi military and security apparatus to follow-up on the recent Katyusha strikes against coalition training facilities in the Taji District of Salah al-Din and Mosul/Ninewa.87 In addition, the PM included a firm warning that all Iraqi militias should cease independent military operations, not just in Iraq, but across the Middle East. In a defiant move against PM Abdul Mahdi’s statement, an unidentified militia fired a Katyusha rocket toward Iraq’s oil fields in Basrah on June 19. The rocked landed near accommodation facilities used by U.S. and international engineers working on the country’s largest oil fields in Rumaila and Zubair.88
These developments, as explained by Iraqi and international analysts, have security, political and economic impacts on Iraq’s efforts to stabilize the country following the defeat of Da’esh. For example, the GOI is currently negotiating the “Southern Iraq Integrated Project (SIIP)” deal with Exxon Mobil and China. The deal consists of a package of infrastructure and upstream projects that are critical for the long-term development of Iraq's largest oil fields and bring an estimated of $50 billion in foreign investment and project management expertise to Basrah and the rest of Iraq’s oil sector. Such activities, as explained by PM Abdul Mahdi in his weekly press conference on June 18, might halt negotiations should the international companies (i.e. ExxonMobil) decide to leave. It is worth mentioning that the GOI-Exxon Mobil deal is scheduled to finish at the same time as PM Abdul Mahdi’s expected White House visit. Political commentators suspect that Iran’s military and political proxies aim to disrupt the rollout of a deal through these Katyusha strikes.89
THE NEXUS BETWEEN THE IRANIAN INFLUENCE AND THE DRUG EPIDEMIC
The case of arresting police officer Ali Shiya’a enflamed Iraqi public opinion. The case is unique as it deals with the nexus between the rule of law and the status of religious leaders in society as well as the role of Iran in spreading drug use in Iraq. In April, police officer Shiya’a arrested an Iranian religious clerk (Imam) at the Shalamcheh border-crossing for smuggling red mercury and Kuwaiti money.29 The officer video recorded the arrest process and the video subsequently was widely circulated on various social media platforms, which in turn contributed to public backlash against the
84 http://www.kurdistan24.net/en/news/1c26467d-8423-4792-bb71-574a482240d4 85 https://www.nasnews.com/62236-2/ 86 Ninewa PC media https://www.facebook.com/bashar.hamid.77/posts/2046116062361247 87 http://pmo.iq/press2019/18-6-201902.htm 88 Michael Knights “Iran-Backed Militias Test the Credibility of Iraq’s Prime Minister” https://www.washingtoninstitute.org/policy-analysis/view/iran-backed-militias-test-the-credibility-of-iraqs-prime-minister 89https://www.iraqoilreport.com/news/rockets
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 114 role of religion in politics and Iran’s influence in Iraq. Following the arrest, the police officer was arrested and put in prison for more than two months. The case instigated huge public backlash and eventually Iraqi public pressured the government to release the officer.90
On a related matter, Reuters reported on Iraq’s drug epidemic, especially in Basrah. According to the report, Iraqi prison authorities stated that 90 percent of inmates are convicted on drug charges. On average, 50 to 60 people are arrested each week on drugs-related offenses, compared to the more than 1,000 in 2018. The report stated that crystal meth is the most widespread drug. In 2018, 97 percent of drug users arrested were unemployed and more than two thirds were 25 or younger. Based on new legislation in 2017, judges can order rehabilitation for users or sentence them to jail for up to three years. They are jailed, in the absence of rehab centers. The Ministry of Health was given two years to provide rehab centers and local health officials pledged to reopen and upgrade a 44-bed rehabilitation center. The police stated that these efforts are insufficient. 91
BASRAH DEMANDS FOR A FEDERAL REGION Historically, Basrah demanded for not becoming a region but also for independence. Basrah’s tribes and elite families refused to join the newly established modern state of Iraq in the 1920s and since submitted several official requests to their colonial British representatives to consider establishing Basrah as a state similar to Kuwait. Basrah’s elite and tribes also have their own flag, which started to re-appear in Basrah’s demonstrations and gatherings.92 These demands of independence were revived after 2003, but the newly established political process succeeded in pacifying Basrah with promises of decentralization and the transfer of more authorities to the provinces. However, Basrah continued to demand that it be recognized as a region in 2008, 2010, and 2013. While none of these attempts were successful, these requests intensified further since 2017, culminating on April 3 with 22 of 35 members of Basrah’s PC voting affirmatively an official request submitted to PM Abdul Mahdi to declare the province a region.
The revived demands are due to the convergence of several dynamics that have evolved since 2017. The plummeting oil prices, the war against Da’esh, and PM Haider al-Abadi’s severe austerity measures resulted in a dwindling of the Basrah PG’s budget and severe deterioration of civil services. Concurrently, the province, similar to the rest of Iraq, witnessed an increasing role of CSOs and activists who have started to organize gatherings to educate the public about the benefit of declaring Basrah as a region and collecting signatures to move forward with a referendum.93 These dynamics were intensified in summer 2018 as regional developments manifested in Iran’s decision to cut electricity exports and Turkey’s choice to fill the Iliso Dam, which resulted in a severe water and electricity shortage in the southern provinces like Basrah. Widespread demonstrations occurred with an excessive use of force. Insufficient GOI measures have not addressed the root causes of the deteriorated services, resulting in more grievances among Basrah citizens, who consider their province the lifeline for the rest of Iraq as it exports more than 80 percent of Iraqi oil. In addition to societal and governance dynamics, these demands have political and economic dimensions. The Basrah allocation in the 2019 National Budget did not match the province’s enormous needs for
90 Video of Shyia’a interviews: https://drive.google.com/file/d/1- ali Shya 91 Reuters :https://www.reuters.com/ 92 In 1921, two of the prominent elite in Basrah submitted an official request to Sir Percy Zachariah Cox, the British High Commissioner to the New State of Iraq, in which they demanded - on behalf of Basrah’s tribe and local figures - to establish a state and refused to join the Iraqi state. 93 According to Law no.13/2008, a province or group of provinces can submit an official request to the PM to declare itself a region. The request should be supported by a referendum. IHEC should hold the referendum if two third of the PC signed the official request for the referendum. A region will be declared if 20 percent of the citizens of the province (or provinces voted to support the region). https://carnegieendowment.org/files/state_of_iraq.pdf (page 6).
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 115 infrastructure and service delivery projects. This was especially upsetting given the fact that the GOI has not paid Basrah the full budget of the petrodollar program nor has it allowed the PG to collect local revenues from the province’s lucrative border-crossing and ports since 2016.
For Basrah citizens, the idea of declaring the province a region is appealing, but they also have concerns about the possibility that a region with a more independent budget might contribute to further corruption and stalled development projects. More importantly, the people of Basrah have concerns that Iran might be able to exploit the newly established region of Basrah and avow more influence over the area’s society and economic potential.
Given the enormous public pressure in Basrah, none of the political parties within the Shia political establishment dared to oppose the idea of regional independence publicly. This included the PMFs/Hashed militias, such as AAH and the Badr Organization, who announced their support. Sadr, however, tweeted that while he understands the challenges in Basrah and its citizens’ demands for better services, he believes that declaring it a region will only help corrupted politicians to enlarge their corruption schemes and is not an ideal solution. As of the writing of this report, the following main developments have taken place:
• The Basrah PC formed a committee to follow-up and coordinate with activists regarding their demands.94 The SFC rejected the Basrah PC’s legal claims, while PC Chair Sabah al-Bazoni stated that the SFC’s decision will only strengthen the people’s wish to declare their province a region.95 • Al-Bazoni discussed with IHEC the idea of arranging a referendum in Basrah.96 • Basrah Governor Asa’ad al-Idani supported public demands and called on the federal government to respect Basrah’s will.97 • Activists are continuing to hold seminars educating citizens about the benefits of Basrah becoming a region and collecting signatures to support the demand. One seminar, called Our was held in Basrah city center on April 3.98 ,تجمع اقليمنا - Region Gathering
94 Basrah PC Facebook page: https://www.facebook.com/basrahconmedia For more details, see the February 25, 2019 A Week in Politics Report: Additionally, while demonstrations are decreasing in numbers, there is a movement to revive demands to declare the Basrah region as the second federal region in addition to the KRG. 95 Basrah PC media Facebook page: https://www.facebook.com/basrahconmedia/photos For more information, see the March 4, 2019 A Week in Politics Report: The Basrah PC announced that it filed two legal cases against the federal government at the SFC. The first case is about the petrodollar allocation for Basrah in the 2019 National Budget. The PC argues that the oil producing provinces should receive five percent of oil revenues, and the current allocation does not correspond to that. The second case is against PM Abdul Mahdi for signing a trade agreement with Jordan that will facilitate tax-exempted trade through Jordanian ports and negatively affect Basrah’s maritime ports. 96 https://www.facebook.com/ALMirbad/videos/2328145337207288/?t=1 محافظ- البرصة-يعلن-موقفه-من-م رش وع-اإلقليم/https://www.alsumaria.tv/mobile/news/266938 97 98 IGPA/Takamul’s PEA Unit for Basrah and Shameem Salih attended the gathering and reported that attendees were concerned about corruption and Iranian intervention should Basrah be declared a region.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 116 ANNEXES
ANNEX 1: MONITORING & EVALUATION DISAGGREGATED DATA & TABLES ...... 118 ANNEX 2: RESULTS OF BUSINESS PROCESS REENGINEERING ...... 121 ANNEX 3: PROCUREMENT ASSISTANCE – PROJECTS AWARDED USING STANDARD BIDDING DOCUMENTS AS OF JUNE 30, 2019 ...... 126 ANNEX 4: PROVINCIAL PLANNING & DEVELOPMENT COUNCIL – SUMMARY OF ACTIVITIES ...... 132 ANNEX 5: QUARTERLY FINANCIAL INFORMATION ...... 133 ANNEX 6: CONTRACT DELIVERABLES ...... 136 ANNEX 7: CONTEXT MONITORING REPORTS ...... 137 ANNEX 8: SELECTED ACTIVITIES FOR ANNUAL REPORT 2019 ...... 138 ANNEX 9: BORU’S SEQUENTIAL QUESTIONS FOR IGPA/TAKAMUL’S CAM REPORT...... 142 ANNEX 10: SUBCONTRACTORS’ OVERVIEW ...... 143 ANNEX 11: SUCCESS STORIES IN ARABIC ...... 146 ANNEX 12: MEDIA COVERAGE OF MONITORING & OVERSIGHT ACTIVITIES ...... 149 ANNEX 13: SUB-ACTIVITY REPORT...... 152 ANNEX 14: MEDIA COVERAGE ...... 164
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 117 ANNEX 1: MONITORING & EVALUATION DISAGGREGATED DATA & TABLES Number of Participants Trained During this reporting period, IGPA/Takamul trained 1,888 participants, which brings the total number of participants trained to-date to 8,371 or 74 percent of the Life of Project (LOP99) 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 local citizens; 2) the provincial Administrative and Financial Affairs Directorates (AFAD); 3) selected local institutions, such as civil society organizations (CSO), 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, type/affiliation, and province.
TABLE 6: PARTICIPANTS TRAINED – FY2019 QUARTER 3
UNIT OF MEASURE: NUMBERAGGREGATED BY SEX, TYPE OF PARTICIPANT
ACTUAL RESULTS (ANNUAL AND QUARTERS) CUMULATIVE LOP
Q1 TO DATE TARGET FY18 Q2 FY19 Q3 FY19 FY19
M F M F M F M F M F
Federal GOI 320 172 164 67 53 29 63 28 600 296 Officials
Provincial GOI 1067 386 738 195 828 330 1100 361 3733 1272 Officials
CSOs 407 375 192 157 326 209 136 90 1061 831
Others* 45 51 42 15 301 14 29 81 417 161
Total 1839 984 1136 434 1508 582 1328 560 5811 2560 11267
2823 1570 2090 1888 8371
* Others include private sector actors such as companies.
99 Life of the Project is defined as FY2018-2019.
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 118 CHART 1: NUMBER OF PARTICIPANTS TRAINED BY IGPA/TAKAMUL DISAGGREGATED BY SEX, FY19 Q-3
Percentage of participants trained disaggregated by sex, FY19 Q-3
30%
70%
Male Female
CHART 2: NUMBER OF PARTICIPANTS TRAINED BY IGPA/TAKAMUL DISAGGREGATED BY TYPE/AFFILIATION, FY19 Q-3
Number of participants trained disaggregated by type, FY2019 Q-3
6% 12%
5%
77%
CSOs Federal GOI Officials Provincial GOI Officials Others
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 119 FIGURE 3: NUMBER OF PARTICIPANTS TRAINED BY IGPA/TAKAMUL DISAGGREGATED BY PROVINCE, FY19 Q-3
Number of participants trained disaggregated by province, FY2019 Q-3 327
279 251 245
192
111 94 67 77 45 51 50 20 20 25 12 14 8
TABLE 7: PERFORMANCE EVALUATION DEPARTMENT SCORES, BY PROVINCE
CRITERIA TOTAL
STAFF STAFF HAVE REQUIRED APPOINTED LOCATION PED RECEIVED FUNCTIONAL TO AT ORGANIZATIONAL IGPA/TAKAMUL- CHART LEAST 50% DESIGN APPROVED SUPPORTED APPROVED OF TRAINING POSITIONS
Ninewa 0 0 0.25 0 0.25
Kirkuk 0.25 0.25 0 0 0.5
USAID.GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT | 120 ANNEX 2: RESULTS OF BUSINESS PROCESS REENGINEERING
COVERAGE NUMBER OF TIME COST (Estimated number of STEPS beneficiaries) PROVINCE SECTOR NAME OF PROCESS BEFORE AFTER BEFORE AFTER BEFORE AFTER BEFORE AFTER IQD/$) (IQD/$)
Water distribution network 12 days 5 days 500,000 250,000 10 5 194,000 679,000 maintenance $420 $210 (+485,000)
Fees collection 1 week 15 100,000 20,000 13 10 25,500 55,000 minutes $83 $17 (+30,000) Water Follow-up of the flow of water 12 hours 6 hours 480,000 288,000 8 4 45,500 75,000
tankers and simplify the $400 $240 (+29,500) procedures BABIL Preventive and emergency 1 week 3 days 700,000 350,000 14 7 793,617 793,617 maintenance for the compact units $580 $292 0 and the water treatment plants
Fuel supply 4 months 1 month 135,000,000 120,000,000 8 6 485,000 776,000 $11,250 $10,000 (+291,000)
Distribution of the vehicles and 4 days 1 day 544,000 400,000 10 6 46,833 57,640 workers that working in the solid $453 $333 (+10,807) waste materials collection
Collection the solid waste 24 hours 12 hours 650,000 500,000 7 4 46,833 57,640
from the neighborhood to the $542 $420 (+10,807) intermediate station
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 121
Removal of the solid waste from N/A 12 hours 440,000 240,000 6 4 97,000 727,000 the intermediate station to the $367 $200 (+630,000) landfill
SWM Disposal the solid waste in the 6 hours 10 hours 300,000 400,000 6 5 480,000 960,000 landfill $250 $333 (+480,000)
Monitoring the operation of the 8 hours 8 hours 1,500,0000/ 825,000/month 6 5 14410 64850 vehicles by GPS month (+50,440) $1250 $688
Increase and improve the quality of 4 days 2 days 225,000/day 125.000/day 9 5 0 3000 water by added alum, chlorine, and $188 $104 (+3,000) re-washing the filters in al-Qudas water compact unit in al- Mahmoodya
Increase the efficiency of water 5 days 2 days 500,000/day 200,000/day 20 8 3000 80000 that reaches to the consumer $420 $166 (+5,000) through the repair of fractures networks in al-Rashed water compact units
Increase the coverage of water by 25 days 17 days 500,000/day 425.000/day 20 17 0 200 extend the new pipe line in al- Water $420 $354 (+200) Saedat village in al-Yousfiya
Develop the mechanism of deliver 3 days 1-2 days 225,000/day 150,000/day 9 6 3,000 30,000
the materials from the store in al- $188 $125 (+27,000) BAGHDAD Mahmoodyia water center
The response of citizen complaints 4 days 2 days 300,000/day 175,000/day 12 7 8,000 15,000 in al-Rashed water compact units $250 $146 (+7,000)
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 122
Managing citizen complaints on 1-4 days 1-2 days 300,000 100,000 13 11 30,000 100,000 solid waste $250 $83 (+70,000)
Improving solid waste management 6 days 5 days 1,250,000/ 550,000 /week 15 11 2,620 2,620 week $458 SWM $1041 (0)
Maintenance of garbage trucks 1-3 days 1-2 days 110,000 90,000/month 22 17 110,000 110,000 solid waste /month $75 (0) $92
Improving awareness of solid 90 days 45 days 250,000 175,000 11 9 2,000 10,000 waste collections $208 $146 (+8,000)
Clearing and burying swamps 30 days 20 days 500,000/work 275,000/work 14 11 3,650 3,650 per day per day $416 $229
Improve the quantity and quality of 10 working 12 250,000/month 600,000/month 8 8 30% 50% water to serve the citizen of the hours working $208 $500 (+20%) southern region of Fallujah hours
Improving the quality of water by 90 days 75 days 400,000/month 1,250,000/month 10 7 45% 60%
maintaining the supply to the $333 $1041 (+15%) compounds in the southern area of Fallujah
Water Improving water quality by 25% 40% 3,000,000 2,500,000/month 10 7 30% 50% Repairing fractures in water pipe /month $2083 (+20%) networks in the southern area of $2500 Fallujah
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 123
Increase the amount of water 18 hours 14 hours 5,000,000 3,500,000 /month 12 12 40% 55% equipped with the installation of a IQD/Month $2916 (+15%) new water complex in the $4083 southern area of Fallujah ANBAR Educating citizens about the 1 day per 5 days per 0 1,000,000/month 7 10 35% 50%
importance of preserving water week week $0 $833 (+15%) and preventing waste of water
Upgrade the GPS system in 7 hours 4 hours 380,000/day 278,000/day 9 Step 6 Step 90% 130% Municipal Section 4 $316 $232 (+40%)
The Municipal Section to work as 4 days 2 days 66,000/day 46,000/day 10 Step 6 Step 80% 85% a minimized Municipality $55 $38 (+5%) SWM Improve the solid waste removal 5 hours 4 hours 420,000/day 210,000/day 9 Step 9 Step 55% 95% by redesigning garbage bin $350 $175 (+40%) distribution
Activate the service payment and 10 days 5 days 420,000/day 210,000/day 6 Step 4 Step 35% 90% apply the fines $350 $175 (+55%)
Improve the sweeping of the main 7 hours 5 hours 563,000/day 257,000/day 7 Step 5 Step 90% 130% street by using specialist $469 $214 (+40%) equipment
Paying water fees at the branch 3 days 1 hour N/A N/A 17 9 217,737 217,737 offices
Increasing water quantities in 7 days 3 days N/A N/A 15 8 All citizens All citizens selected areas
Ensuring water quality 60 days 20 days 500,000,000 250,000,000 14 10 15,000 30,000 Water $416,667 $208,333 (+15,000)
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 124
Extending drinking water supply 20 days 10 days N/A N/A 14 11 10,000 20,000 networks (+10,000)
Machinery repairs for the Basrah 20 days 10 days N/A N/A 44 16 N/A N/A
Water Directorate
Compactor truck distribution 31 days 11 days 48,000,000 52,000,000 19 14 1,172,000 1,277,000 BASRAH planning $40,000 $43,333 (+105,000)
Maintenance of waste vehicles 20-60 days 5-30 days N/A N/A 28 13 N/A N/A
Planning of trash vehicles’ routes N/A N/A 4,500,000 5,955,000 12 11 1,233,673 1,233,673 SWM $3,750 $4,963
Developing a standard of city N/A N/A N/A N/A 19 13 N/A N/A cleanliness
Monitoring and follow-up of N/A N/A N/A N/A 11 8 1,233,673 1,277,000 rented machinery from private (+43,327) sector actors
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 125
ANNEX 3: PROCUREMENT ASSISTANCE – PROJECTS AWARDED USING STANDARD BIDDING DOCUMENTS AS OF JUNE 30, 2019
AWARD AMOUNT POPULATION PROVINCE PROJECT NAME STATUS DATE (IN $) SERVED
1 ANBAR Rehabilitation of a road in Kubaisa Awarded to local construction Apr.7,2019 258,653 12,000 company. Implementation period: 100 days.
2 ANBAR Construction of a new building for Anbar Province Awarded to Turkish company May 21, 2019 15,409,548 1,500,000 (Serhat) joint venture with local company (al-Sheraa al-Abyadh) Implementation Period:720 days
3 ANBAR Demolition and reconstruction of a school Awarded to local company (Alajaam) May-June 2019 488,968 480 with 12 classrooms (Alfursan Primary School for Girls) Ramadi - Aljaz District
4 ANBAR Demolition and reconstruction of a school Awarded to local company (Nabb May-June 2019 497,551 480 with 12 classrooms (Makka Almukarrama Primary Aljariaat) School for Boys) Ramadi - Albuaithaa District
5 ANBAR Demolition and reconstruction of a school Awarded to local company (Umrat May-June 2019 488,968 480 with 12 classrooms (Jamiyaa Primary School for Boys) Alkhair) Ramadi - Albufarraj district
6 ANBAR Demolition and reconstruction of a school Awarded to local company (Mushkat May-June 2019 488,968 480 with 12 classrooms (Suruh Almajd Primary School) Alnoor) Ramadi - Aljamiaa district
7 ANBAR Demolition and reconstruction of a school Awarded to local company May-June 2019 490,830 480 with 12 classrooms (Alneel Secondary School for Boys) (Alashiqaa) Fallujah - Alhasee district
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 126
8 ANBAR Demolition and reconstruction of a school Awarded to local company (Abuab May-June 2019 488,968 480 with 12 classrooms (Altigarah Secondary school for Alulaa) boys) Falluja
9 ANBAR Demolition and reconstruction of a school Awarded to local company (Rafeef May-June 2019 522,905 480 with 12 classrooms (Senaa Primary school) Alasimaa) Falluja - Niaimeiya district
10 ANBAR Demolition and reconstruction of a school Awarded to local company (Rukn May-June 2019 488,968 480 with 12 classrooms (Alirfaan Primary school) Aljamiaa) Saqlawiya
11 ANBAR Demolition and reconstruction of a school Awarded to local company May-June 2019 521,701 480 with 12 classrooms (Alamriyah Primary school for (Alwisaam Aldhahabey) boys) Alamriyah - Shoblan district
12 ANBAR Demolition and reconstruction of a school Awarded to local company (Jawharat May-June 2019 498,265 480 with 12 classrooms (Ibin Masoud Primary school for Albahr Alabyadh) girls) Alamriyah - Albodahir district
13 ANBAR Demolition and reconstruction of a school Awarded to local company (Zain May-June 2019 516,788 480 with 12 classrooms (Hilf al-Fodool Primary School for Aldiyar) Girls) Al-Amriyah
14 ANBAR Demolition and reconstruction of a school Awarded to local company (Altoos) May-June 2019 533,097 480 with 12 classrooms (Um Habiba Secondary School for Girls) Qarmah-Khairaat district
15 ANBAR Demolition and reconstruction of a school Awarded to local company May-June 2019 494,969 480 with 12 classrooms (al-Aflaath Primary School) (Alfouaad) Qarmah-Khairaat district
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 127
16 ANBAR Demolition and reconstruction of a school Awarded to local company (Abaq May-June 2019 493,735 480 with 12 classrooms (Alribaat Primary School) Alardh) Qarmah
17 ANBAR Demolition and reconstruction of a school Awarded to local company (Atraaf May-June 2019 508,333 480 with 12 classrooms (Alnakheel Secondary School) Algazeerah and Areej Almanar) Qarmah – Jazeerah
18 ANBAR Demolition and reconstruction of a school Awarded to local company (Emaad May-June 2019 488,968 480 with 12 classrooms (Alrawabey Primary School) Alrafidain) Qaem
19 ANBAR Demolition and reconstruction of a school Awarded to local company (Alsharq May-June 2019 489,134 480 with 12 classrooms (Altaleem Alasasey School) Aladnaa) Qaem
20 ANBAR Demolition and reconstruction of a school Awarded to local company May-June 2019 488,977 480 with 12 classrooms (Kadeja Alkubra Primary school for (Albaqeer) Girls) Heet
21 ANBAR Demolition and reconstruction of a school Awarded to local company (Mahfal May-June 2019 488,968 480 with 12 classrooms (Tadamun Kadeema School) Heet Abinaa)
22 ANBAR Demolition and reconstruction of a school Awarded to local company (Balad May-June 2019 490,346 480 with 12 classrooms (Kaab Bin Zuhair Primary School Alrijaal) for Boys) Heet – Kubaisa
23 ANBAR Demolition and reconstruction of a school Awarded to local company (Ardh May-June 2019 501,563 480 with 12 classrooms (Alaamal Primary school) Albahaar) Rutba – Alwaleed
24 ANBAR Demolition and reconstruction of a school Awarded to local company (Miknaas) May-June 2019 488,973 480 with 12 classrooms (Aluboor Primary school for boys) Rutba
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 128
25 ANBAR Demolition and reconstruction of a school Awarded to local company (Rafeef May-June 2019 522,905 480 with 12 classrooms (Utba Bin Ghazwan School) Alkairaat) Habaniya – Alsidiqiya
26 ANBAR Demolition and reconstruction of a school Awarded to local company (Suqour May-June 2019 488,968 480 with 12 classrooms (Alsaray Primary School for Boys) Alshamiyaa) Rawa
27 ANBAR Demolition and reconstruction of a school Awarded to local company May-June 2019 490,021 480 with 12 classrooms (Alhadraa Almuhamadiya School) (Aldhyagim) Ana
28 ANBAR Demolition and reconstruction of a school Awarded to local company (Rabee May-June 2019 488,968 480 with 12 classrooms (Hadetha Secondary school for Qurtubaa) boys) Hadetha
29 ANBAR Construction of a school with 12 classrooms on Rawa Awarded to local company (Manarat May-June 2019 582,354 480 (Deyoum Wadey Jabala) Almadeena)
30 ANBAR Construction of a school with 12 classrooms on Ana Awarded to local company (Tareeq May-June 2019 485,634 480 Ana Altibir)
31 ANBAR Construction of a school with 12 classrooms on Awarded to local company (Abraaj May-June 2019 526,032 480 Alamiriya - Almalaab District Alkalifa)
32 ANBAR Demolition and reconstruction of a school Awarded to local company (Alnadrah May-June 2019 235,010 240 with 6 classrooms (Alahraam Primary School for Boys) Alshamilaa) Faluja
33 ANBAR Demolition and reconstruction of a school Awarded to local company (Alsajaya) May-June 2019 251,060 240 with 6 classrooms (Althaer Alarabey Primary School) on Alnuaimiyah district Fallujah
34 ANBAR Demolition and reconstruction of a school Awarded to local company (Radwat May-June 2019 234,980 240 with 6 classrooms (Alain Alyaqeen Primary School) Alimaar) Heet
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 129
35 ANBAR Demolition and reconstruction of a school Awarded to local company May 21, 2019 1,158,386 720 with 18 classrooms (Alshahama Secondary School for (Alnadhraa Alshamilaa). Boys) Alsofiya Implementation Period: 300 days
36 ANBAR Demolition and reconstruction of a school Awarded to local company (Ummat May 21, 2019 1,160,698 720 with 18 classrooms (Alshaheed Alsabbagh Primary Alsalam) School for Boys) Implementation Period:300 days
37 ANBAR Supply water filtration goods project for Anbar water Awarded June 10, 2019 1,199,900 1,700,000 directorate
38 BASRAH Consultancy services for the water scarcity and Awarded to local company (Rafeef April 30, 2019 6,508,973 -- pollution of the river province of Basrah Alasimaa)
39 BASRAH Emergency maintenance of Al-Zubayr bridge and Awarded to local company (Abuab May 6, 2019 350,250 200,000 approaches Alulaa)
40 BASRAH Consultancy work for the complete infrastructure of Awarded. According to the decision May 16, 2019 34,801,000 -- the areas of al-Tuba, al-Qurna, al-Nakheela and Al- No 48 of 2019 and according to the
Zubair (Phase I and II) governorate authorities, the project was awarded to Khateeb and Elmy
Consultant Engineers
41 BAGHDAD Trash collection (cleaning the areas outside the Awarded to al-Rafed Local Company June 26, 2019 20,338,666 2,250,000 boundaries of the municipal institutions of the and al-Fayhaa UAE company Directorate of Municipalities of Baghdad province and adjacent area)
42 Anbar Implementation of sewer network in different Awarded to Noori Hamad Jumaa Mar.17,2019 442,000 2,000 measurements and lengths for drainage of rain water Construction company. and surface water in the area of the Jame'ayah al Thanya Implementation period: 135 days. and al-Zuhour al-Thanya the district of Hit
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 130
43 Anbar Demolition and reconstruction of school with 12 Awarded to local company May-June 2019 490,021 480 classrooms (al-Hathra al-Mohamadiya) (Aldhyagim)
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 131
ANNEX 4: PROVINCIAL PLANNING & DEVELOPMENT COUNCIL (PPDC) – SUMMARY OF ACTIVITIES
PROVINCES ACTIVITIES
NAJAF - Held second and third meetings - Held first public hearing session - Developed a draft policy proposal and project list that includes citizens issues WASIT - Held third meeting - Submitted the Policy and Project List to the Municipality and Roads & Bridges Directorates and then to the Provincial Councils for approval (the first PPDC to do so) - Hosted workshop to build the capacity of the Water and Municipality Directorates staff on the preparation of PPDCs and associated project lists BABIL - Held second and third meetings - Developed a draft policy proposal and project list that includes citizens issues - Held citizen public hearing session - Hosted workshop to build the capacity of the Water and Municipality Directorates staff on the preparation of PPDCs and associated project lists - Hosted a workshop at the Governor’s Office with the Water and Municipality Directorates on how to prepare sectoral plans BAGHDAD - Held citizen public hearing session - Hosted workshop to build the capacity of the Water and Municipality Directorates staff on the preparation of PPDCs and associated project lists ANBAR - Held third meeting - IGPA/Takamul held a workshop to evaluate the performance of the PPDC and to determine requirements for its continuity
KARBALA - Held third, fourth, and fifth meetings -
- Drafted the policy proposal & project list which incorporate the citizens issues DHI QAR - Held citizen public hearing session - Held third meeting
MAYSAN - Held citizen public hearing session
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 132
ANNEX 8: SELECTED ACTIVITIES FOR ANNUAL REPORT 2019
BAGHDAD
ACTIVITY ACTIVITY DISTRICT UNTARGETED DESCRIPTION IMPLEMENTATION DATE INSTITUTIONS DATE
BPR in Baghdad Baghdad Jisir Municipality Reengineering Sep 2018 (Mansiya) and and Baghdad for water Maysan 1.1.7 Diwaniya (Trash Governorate, supply and containers) Qadisiya Directorate of SWM Municipalities
Introduction of Baghdad Jisir Municipality October 2018 1.2.7 innovative and Baghdad
technology Municipalities
Coordination Baghdad, Baghdad AFAD On Going (Elements mechanism Babil, Anbar, sub activities done between Ninewa, Sep 2018) 2.1.9 national and Basrah provincial revenue collection
CSOs to play a Al-Sader The community Al Monqith Elements sub role in oversight District area Organization activities done Sep 3.2.3 for water and for Human 2018 SWM Rights
BASRAH
Basrah water Basrah Basrah GO- Review and Elements sub crisis Contracting improvement activities done Sep
Department of provincial 2018 1.1.6 and MOP DG procurement of Contracting system Department
BABIL
Operation Baghdad, Babil AFAD Identify training On going Budget/Rollout Babil, Anbar, needs based on of AFAD training Ninewa, a rapid training 2.1.2 on decentralized Basrah needs accounting assessment system using
Excel
NINEWA
3.2.3 CSOs’ role in Qara Taba The Christian The Justice Elements sub water and SWM KoriGriban population Organization activities done Sep for Minorities’ 2018 Rights
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 138
ANBAR
ACTIVITY ACTIVITY DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER DATE SUBDISTRICT INSTITUTIONS DATE
3.2.3 CSOs’ role in Al-Shira’a area Water World of Hope Elements sub oversight for 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 - Babil, Anbar, revenues and activities done Sep Capacity building Ninewa, its effects on 2018 in local revenue enhancing enhancement service delivery
TAWASUL
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, al- with parts Sadda, with a passing through combined al-Thawra. population of Sewage and 342,481 garbage blocked the water flowing in the river causing a foul smell and unsanitary conditions in the city.
KURDISTAN
1.1.6 Basra water KRG Basrah GO- Review and Elements sub crisis and and MOP DG improvement activities done Sep
improvement of Contracting of provincial 2018 the KRG Department, procurement procurement MOP of KRG system
NINEWA
ACTIVITY ACTIVITY DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER NAME SUBDISTRICT INSTITUTIONS DATE
3.2. Eight Baghdad, Civic Society Development February 2019 – Communication Babil, Basrah, Organization, of Provincial May 2019 and Outreach Anbar, Erbil, Provincial Communication RFPs Government
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 139
and Ninewa and Outreach governorates. Strategy
4.1.3 Change Agent Basrah, Babil, GO, Water & Takamul IGPA Training workshop Needs Baghdad, Municipality held three days for Ninewa Change Assessment Anbar, and Directorates (Oct.-10 ,2018) Agents team. Roundtable Ninawa Mosul District brainstorming December 5-6 2018 Council & roundtables targeted NGOs workshop. These roundtables participated by five targeted provinces representatives
3.2.1 Development of Basrah and Social Trainings and September 2018 – oversight Babil, while Accountability door-to-door March 2019 mechanisms for forming two Groups (SAGs) survey key public SAG groups, campaigns services through one in conducted Social Baghdad and Accountability the other in Groups (SAGs) Ninewa
ANBAR
Service delivery Anbar Al Bo’etha BPR in Anbar April 18- On going process water compact water improvement/re- unit in Ramadi - directorate (Al- engineering for Anbar and Bo’etah plant) water supply and Qadisiya water and Qadisiya solid waste Directorate al- Water 1.1.2 management, Taqiya Directorate including at least neighborhood (Al- Taqiya one process District) each focusing on 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
4.1.3 Change Agent Basrah, Babil, Officials from IGPA/Takamul October 8-10, 2018 Needs Baghdad Water & held three days Assessment Anbar & Municipality / (Oct.8-10, Roundtable Ninawa Municipalities 2018) Provincial Brainstorming, Directorates, Workshop. CSOs, Roundtables Academics & participated by Social activist five targeted provinces representatives
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 140
KRG
ACTIVITY ACTIVITY DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER NAME SUBDISTRICT INSTITUTIONS DATE
3.1.1 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
4.1.3 Roundtable Erbil Officials from Takamul IGPA Nov. 20-21, 2018) Brainstorming Water & Brainstorming
Session for Erbil Electricity Roundtables 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, Anbar, 1.2.1 PWED – Basrah, Babil, Basrah, Provincial Ninewa and Ninewa and Women’s Erbil Erbil. Empowerment Directorate
1.3.1 Gender safety Baghdad, CSOs and local N/A N/A audit Anbar, Babil, government
Basrah, Ninawa and Erbil
NAJAF
ACTIVITY ACTIVITY DISTRICT OR UNTARGETED DESCRIPTION IMPLEMENTATION NUMBER NAME SUBDISTRICT INSTITUTIONS DATE
1.1.6 Small and Najaf Private sectors Improvement January 21 Medium SBDs of provincial Conference for procurement the Private system, Sector in especially Baghdad aspects related to water supply and SWM
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 141
ANNEX 9: BORU’S SEQUENTIAL QUESTIONS FOR IGPA/TAKAMUL’S CAM REPORT
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.
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 142
ANNEX 11: SUCCESS STORIES IN ARABIC
كابسات القمامة تصنع النفايات إلزالة النفايات في البصرة
كانت شوارع محافظة البرصة
و يه ثا ين اك رب مدن العراق ميئلة بالنفايات وليس النفايات البسيطة فحسب بل
اكوام النفايات ال يت اصبحت
مرئية ورائحتها ال يت اصبحت منبها وتذك رب ا لكيفية مكافحة المواطن ر ي مع الخدمات العامة. لكن بفضل إعادة هندسة العمليات المبتكرة، عادت شوارع البصرة اآلن تمتلىء بالمواطنين والسيارات.
فقد فرض سكان البصرة المتزايدون ضغو ًطا على المدينة لتقديم الخدمات العامة األساسية، مثل جمع القمامة. حيث أدى انخفاض أسعار النفط في عام 2015 إلى جانب الحرب مع داعش إلى ترشيق وانخفاض حادان في موازنة الحكومة. ونظ ًرا النخفاض التمويل المركزي على نحو حاد، لم تتمكن البصرة من االستمرار في دفع اجور شركة التنظيف الكويتية التي تعاقدت معها مدينة البصرة لجمع القمامة. حيث ادى هذا االمر الى توقفت الشركة عن الخدمة وسحبت معداتها من مركز المدينة. ومع عملية رفع القمامة المتقطعة والفجوات الحاصلة في ازالة النفايات، لجأ العديد من المواطنين إلى رمي نفاياتهم في قطع اراضي فارغة وزوايا الشوارع مما أدى إلى تراكم أكوام القمامة في جميع أنحاء مركز المدينة. حيث ذكر احد سكان المعقل السيد عامر عبد الكريم، "كانت حاوية القمامة في الشارع الرئيسي مما يجعل االمر اشبه برحلة لتقطعها لكي نرمي القمامة حيث ان هذه الحاويات لم يتم تفريغها من القمامة لعدة أيام، مما جعل رائحة الشارع غير مقبولة."
وطلب مسؤولو البصرة من م رشوع تكامل الدعم في معالجة خدمات إدارة النفايات الصلبة المضطربة في المدينة. واستجابة لذلك، بدأ المشروع العمل مع مديرية بلدية البصرة من خالل تحليل وإعادة ترتيب مسارات شاحنات القمامة، وجعل الطرق أكثر كفاءة وتوجيه المركبات الزائدة إلى المناطق الفقيرة. ونتيجة لذلك، ازدادت عمليات جمع القمامة وتوسعت تغطية الخدمات وانتهى األمر بالمديرية إلى توفير النفقات بعدم االضطرار إلى استئجار شاحنات إضافية. وبشكل عام، ساعدت إعادة هندسة العمليات المقدمة من مشروع تكامل المديرية على تبسيط عملياتها عن طريق تقليل عدد التوقفات التي تقوم بها الشاحنة في جمع القمامة. وقال جابر ضيف جبران من مديرية بلدية البصرة: "قلل النموذج الذي تم تبنيه حديثًا عدد الساعات في جمع القمامة مع إضافة 100 طن إلى كمية القمامة التي سبق جمعها يوميًا واستفاد منها 105,000 مواطن إضافي من 1.27 مليون سابق."
حيث الحظ الناس شوارع البصرة اكثر نظافة اذ قال منقذ شلش خضير، صاحب عمل محلي، "لقد دهشت عندما رأيت مؤخ ًرا كابسات القمامة وهي تعمل بانتظام في المنطقة وتجمع القمامة يوميًا ففي البداية اعتقدت أن الشركة الكويتية عادت إلى البصرة، لكنني أدركت الح ًقا أن هذه الشاحنات أصبحت اآلن تحت إشراف مديرية البلدية." وعلق عامر عبد الكريم، "اآلن ، تدخل كابسات القمامة بانتظام إلى المناطق السكنية، وليس الشارع الرئيسي فقط اذ هناك تحسنات واضحة مقارنة بالحقبة السابقة." وعليه فان مديرية بلدية البصرة تعد واحدة من أكثر من 20 مديرية بلدية يعمل معها م رشوع تكامل في محافظات البصرة وبغداد وبابل واألنبار إلعادة هندسة جمع النفايات الصلبة. وتحسين تقديم الخدمات للمواطنين.
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 146
خدمة الماء تبقى مستمرة بسبب زيادة ايراداتها 60 بالمائة
في محافظة ذي قار
استخدمت مديرية ماء ذي قار
اإلستراتيجية العامة لتصنيف الوحدات التجارية بدقة من الوحدات السكنية
فيما يتعلق بجباية خدمة الماء اذ مددت ساعات العمل لتكي تكون مخصصة لجمع الرسوم.
السعي وراء الوحدات التجارية وجباية الرسوم منها. فهذه هي الطريقة التي زادت بها مديرية ماء ذي قار وارداتها لقاء خدمة الماء في ستة أشهر وهي نسبة اكثر من نصف مبلغ ايرادات عام 2018 بأكملها. ففي السابق كان هناك عدد قليل ج ًدا من الوحدات التجارية التي تدفع رسوم الماء، وكانت العديد من الوحدات التجارية مسجلة على أنها وحدات سكنية لتجنب دفع رسوم أعلى. حيث تم المضي بهذه الخطوة عن طريق تكتيك بسيط وهو تمديد ساعات العمل لتحصيل الرسوم اليومية اذا كانت المدة االضافية ست ساعات. حيث ان محافظة ذي قار التي يسكنها نحو مليونا عراقي تعتمد اعتما ًدا كبي ًرا على التمويل التي يأتيها من الحكومة االتحادية لكي تدفع نفقاتها التشغيلية العامة. حيث ذكر السيد كريم جاسم عويد مدير قسم االيرادات في مديرية ماء ذي قار "أن التمويل الذي يصلنا يغطي رواتب الموظفين واجور تشغيل محطات معالجة المياه اذ اننا لم نعتمد على اإليرادات المحصلة من رسوم الخدمات بل كان اعتمادنا على التمويل المركزي." ولكن في عام 2015 انخفضت أسعار النفط وتسببت الحرب مع داعش بعجز هائل في الميزانية مما أدى إلى عمليات ترشيق حادة في موازنات مديريات الخدمات في جميع أنحاء البالد. حيث قال أسعد محي مليوخ، مدير المحاسبة في مديرية ماء ذي قار "ستكون الحكومة االتحادية قادرة على دفع الرواتب فقط، اما النفقات االخرى فيجب تغطيتها من اإليرادات المحلية" حيث أن هذا االمر سيؤدي الى عجز مديرية الماء عن شراء المواد الكيميائية التي تستخدم في معالجة الماء أو إجراء صيانة على محطات المعالجة أو إصالح األنابيب المكسورة. وبما ان ايرادات رسوم الماء لم تكن كافية لردم الفجوة الحاصلة في الموازنة، فستكون المسألة مسألة وقت فقط قبل اندالع مشكلة الماء في جميع أنحاء المحافظة. ومن اجل نزع فتيل االزمة، عمل مشروع تكامل مع المديرية اليجاد سبيال اخرا من شأنه أن يؤدي الى زيادة االيرادات. حيث وجدوا أن أحد هذه السبل هي توسيع تحصيل الرسوم ليشمل المزيد من الوحدات التجارية مثل المتاجر والمطاعم والمصانع. حيث يمكن لرسوم الماء المدفوعة من مصنع واحد تعادل الرسوم التي يدفعها عشر منازل. حيث برهن م رشوع تكامل المكاسب المحتملة لإليرادات جراء الجباية من هذه المؤسسات التجارية اذ تم تمديد ساعات الجباية إلى ست ساعات إضافية في اليوم واستمر العمل حتى الساعة الثامنة مسا ًء مما جعل مديرية الماء قادرة على الوصول إلى الوحدات التجارية التي ال تبقى تعمل خالل المساء. وعليه فقد كان لإليرادات اإلضافية تأثيرا ملحوظا بالفعل على مديرية الماء االمر الذي مكنها من االعتماد على نفسها وتحمل نفقاتها التشغيلية لتحسين شبكة المياه. حيث كانت نسبة الزيادة في االيرادات من كانون الثاني حتى حزيران من هذا العام 60 بالمائة اذ ان هذه النسبة هي اكثر من ايرادات السنة الماضية كلها حيث وضعت هذه الخطوة مديرية الماء في المسار الصحيح لحصولها على ضعف موازنتها السنوية. وقال السيد ذياب فليح حسن، مدير الحسابات ومدير التدقيق الالمركزي: "يعود الفضل في زيادة االيرادات للجهود المبذولة من مشروع تكامل." اذ ان مديرية ماء ذي قار هي واحدة من المؤسسات المحلية في العراق التي يعمل معها مشروع تكامل لتحسين الخدمات العامة من خالل تقديم الدعم في مواجهة التحديات المالية لتحسين جودة تقديم الخدمات.
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 147
االنابيب الجديدة تعيد خدمة الماء والثقة في محافظة بابل
اصبحت خدمة الماء متوفرة للجميع ولمدة 24 ساعة
يوميا بعد اسبوع ي فقط من ر مد انابيب الماء ف ح اإلمام ي ي ومرقد اإلمام الحمزة ف ي ناحية الحمزة الغرر ين يف محاف ظة بابل. حيث لم تعيد االنابيب ال ت تم نصبها الماء ي فقط بل ساعدت ايضا يف تعزيز الشعور بالثقة وتوقع االست جابة ب ر ي المواطن ر ي ومسؤول الحكومة المحلية. ي
ن ر ر ن ن كان ح اإلمام ف ناحية الحمزة الغررن الن يقطنها 150000 مواطن والن تقع ف محافظة بابل تعان كث يا من شحة ي ي ن ي ي ي ي ن ي الماء. وبما أن العدد السكان قد ازداد خالل السنوات الما نض اذ اصبحت شبكات الماء غ ي كاف لتلبية االحتياجات ي ي ي ن الم ر نيايدة. فقد سببت هذه الزيادة بقلة خدمة الماء خالل اليوم اذا ان الماء يكون متاحا لساعات قليلة خالل اليوم وف ر ي اوقات غ ي معروفة. اذ ذكر المواطن زين العابدين احمد وهو طالب جام يىع يسكن قرب مرقد اإلمام "نبف لساعات ن ر متأخرة يف الليل ننتظر الماء وأن جاء الماء فإنه يكون بضخ ضعيف" وبسبب هذه الشحة التجأ المواطنون اىل شاء قنا نن الماء لسد احتياجاتهم سواء كان لل رشب او الغسل او امور م ن نيلية اخرى. وح رن مرقد اإلمام الحمزة الذي يأتيه ي ن ن زائرون من معظم محافظات العراق يعا ين ايضا من شحة الماء كليا حيث ذكر القائمون عىل المرقد "الماء ال يك يف لسد ن ن ر االحتياجات والنقص خصوصا يف موسم الزياة او يف ايام العطل فنلجأ لشاء تناكر ماء لسد النقص الحاد لدينا." حيث كانت مسألة تقديم الشكاوى صعباً بالنسبة للعديد من سكان حي اإلمام، ألنهم لم يعرفوا أي مكتب حكومي عليهم ان يخاطبوا. وعندما يقدم المواطنون الشكاوى فانهم ال يتلقون جوابا لشكواهم. حيث لم يكن لدى المسؤولين نظاما لمتابعة مشاكل المياه المبلغ عنها. ومع ذلك، وجد سكان اإلمام الفرصة لسماع أصواتهم عندما عقد مشروع تكامل الممول من ر الوكالة األمريكية للتنمية الدولية ندوات نسوية في احيائهم في أوائل عام 2019. اذ أن فريق تواصل وهو فريق تل يف الشكاوى المتنقل ومدعوم من م رشوع تكامل عمل على تلقي شكاوى للمواطنين من خالل عقد جلسات استماع عامة في مختلف المناطق وتبادل شكاوى المواطنين مع المسؤولين المعنيين. وفي الندوة التي عقدت في حي اإلمام، ناقشت النساء العديد من القضايا المختلفة، لكنهن سلطن الضوء على شحة المياه والتي بقيت من اهم المعانات التي يعانينها لسنوات.
واستجابة لذلك، قامت م رشوع تكامل بتوثيق هذه الشكاوى رسميًا ومشاركتها مع مديرية ماء بابل. ثم قام المشروع بالتنسيق والمناقشة مع مديرية الماء وديوان المحافظة على الحصول على موافقة ديوان المحافظة على منح أموال إضافية لمد خطوط أنابيب مياه جديدة في حي اإلمام. اذ قال مدير مديرية ماء بابل ، محمد زكم "أن االعمال قائمة على وضع حد لمشكة الماء وسينعم الناس بخدمة الماء طوال ايام االسبوع"
وقال حسين عبيس ، صاحب مطعم بجوار مرقد اإلمام الحمزة: "كنا قلقين بشأن هذه المشكلة التي كانت ترافقنا لسنوات عديدة، وخاصة في أوقات الزيارة ونحن نشكر الحكومة المحلية في بابل ومشروع تكامل وفريق تواصل على جهودهم المبذولة لمساعدتنا."
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 148
ANNEX 12: MEDIA COVERAGE OF MONITORING & OVERSIGHT ACTIVITIES
Types Post Reached Comments Shares Likes
Behavior Change Ads Video 1 16,701 302 180 2,366
Video 2 1,430 41 11 16
Image 1 10,837 167 85 3,478
Image 2 2,542 69 23 1,815
Image 3 435 16 17 363
Image 4 65,009 174 76 3,780 Water Directorate Support Ads
Image 5 3,079 190 13 2,471
Video 3 1,430 41 11 322
• https://www.facebook.com/waterbaghdad مديرية-ماء-محافظة-بغدادhttps://www.facebook.com/309170492581563- • • https://www.facebook.com/%D9%85%D • https://m.facebook.com/story.php?story_fbid=408436213333411&id=278568729653494 • http://www.news-alaan.com/archives/28429 /المركز-العراقي-للنشاطات-األنسانية-ين/http://www.nar-news.com/2019/05/16 • • https://www.youtube.com/watch?v=ZdrfPo1K49s&feature=youtu.be • https://www.facebook.com/%D8%B1%D8%A4%D9%8A%D8%A9-vision-233306144058832/ • https://m.facebook.com/story.php?story_fbid=1988238444638710&id=415758845220019 • https://m.facebook.com/story.php?story_fbid=2712166285491837&id=940992079275942 • https://m.facebook.com/story.php?story_fbid=2274554835964736&id=149010491852525 • https://youtu.be/xcJ8VPhc9mg • http://www.nar-news.com/2019/05/22/%d8% • http://www.news-alaan.com/archives/28437 • https://www.facebook.com/2001097886844574/posts/2326764837611209/ • https://www.facebook.com/1782323358652696/posts/2289815047903522/ • https://www.facebook.com/164921720976252/posts/434809173987504/
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 149
• https://m.facebook.com/story.php?story_fbid=1067634196770400&id=100005714896283 • https://www.facebook.com/940992079275942/posts/2721940144514451/ • https://www.facebook.com/620655518412873/posts/624920504653041/ • https://m.facebook.com/story.php?story_fbid=150588262740208&id=100033671050501 • https://m.facebook.com/story.php?story_fbid=629124437565981&id=620655518412873 • https://www.facebook.com/1782323358652696/posts/2294161950802165/ • https://www.facebook.com/940992079275942/posts/2739101712798294/ • http://www.news-alaan.com/archives/28445 • http://www.nar-news.com/2019/05/29 • https://m.facebook.com/story.php?story_fbid=629781000833658&id=620655518412873 • https://m.facebook.com/story.php?story_fbid=1073672026166617&id=100005714896283 • https://www.facebook.com/100002135679871/posts/2203176186430216/ • /https://www.facebook.com/278568729653494/posts/427798241397208 • https://m.facebook.com/story.php?story_fbid=653375281755414&id=100012488431343 • https://www.facebook.com/958786610952030/posts/1303275866503101/ • https://m.facebook.com/story.php?story_fbid=1085778268289326&id=100005714896283 • https://www.facebook.com/940992079275942/posts/2782745881767210/ • https://www.facebook.com/620655518412873/posts/639988086479616/ • https://www.facebook.com/centernccr/videos/291080385122340/ • https://www.facebook.com/centernccr/posts/1098847870316454/ • https://www.facebook.com/centernccr/videos/866887340322199/ • https://www.facebook.com/centernccr/posts/1100191103515464/ • https://www.facebook.com/centernccr/videos/685420288543873/ • https://www.facebook.com/centernccr/posts/1102112983323276/ • https://www.facebook.com/centernccr/videos/438014180307899/ • https://www.facebook.com/centernccr/videos/2039749062800824/ • https://www.facebook.com/centernccr/videos/361649744557959/ • https://www.facebook.com/centernccr/posts/1103281539873087 • https://m.facebook.com/story.php?story_fbid=2027661620873358&id=1446002265705966 • https://www.govserv.org1446002265705966 • https://m.facebook.com/story.php?story_fbid=832063533845110&id=715991355452329 • https://www.facebook.com/ALMawsleyaTV/videos/2296166810651137/ • https://www.facebook.com/1483105448656574/posts/2095250700775376/
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 150
• https://www.facebook.com/605652573128115/posts/844759312550772/ • https://www.facebook.com/123814254458669/posts/1290522244454525/ • https://www.facebook.com/1855167198057824/posts/2270565973184609/ • http://www.basnews.com/index.php/ar/culture-arts/agenda/523403 • https://www.youtube.com/watch?v=SosX5cbOqnA • https://www.facebook.com/permalink.php?story_fbid=2291841604245379&id=91981896478 0990 • https://www.facebook.com/permalink.php?story_fbid=2571925209486935&id=13015995698 52845 • https://www.facebook.com/permalink.php?story_fbid=2571981342814655&id=13015995698 52845 • https://www.facebook.com/permalink.php?story_fbid=2572707012742088&id=13015995698 52845 • https://web.facebook.com/1301599569852845/videos/673520909757078/ • https://web.facebook.com/1301599569852845/videos/490020338408855/ • https://www.facebook.com/permalink.php?story_fbid=2563191473693642&id=13015995698 52845 • https://www.facebook.com/permalink.php?story_fbid=2498460716833385&id=13015995698 52845 • https://web.facebook.com/watch/?v=335381713822804 • https://web.facebook.com/watch/?v=309112106683140 • https://web.facebook.com/permalink.php?story_fbid=2648360881902872&id=251072483566 6478 • https://web.facebook.com/permalink.php?story_fbid=2648358681903092&id=251072483566 6478 • https://web.facebook.com/permalink.php?story_fbid=2645097955562498&id=251072483566 6478 • https://web.facebook.com/permalink.php?story_fbid=2699119540160339&id=251072483566 6478 • https://web.facebook.com/permalink.php?story_fbid=2699118433493783&id=251072483566 6478
USAID. GOV IGPA/TAKAMUL FY2019 QUARTER-3 REPORT 151