2016 - 2018 2 Governorate's Vision

The Citizens of Duhok Province Enjoying the Highest Levels of Social and Economic Welfare in the Region through a Governance Framework that Utilizes Resources with High Efficiency

3 Duhok Provincial Development Strategy Foreword Letter by the KRG Minister of Planning

Stepping towards sustainable development, in Sept 2013, the Ministry of Planning of the Kurdistan Regional Government launched “Kurdistan Region of Iraq 2020, a Vision for the Future. The Vision 2020 document formulated a road map towards the aspired future for the region, where we placed targets and strategic directions aiming to improve the wellbeing of Kurdistan Region’s people.

In order to follow an inclusive and participatory approach in strategic planning, the Ministry of Planning in partnership with the United Nations Development Programme – UNDP, sought to formulate Provincial Development Strategies for Kurdistan Region’s governorates (Erbil, Sulaimaniya and Dohuk) that can demonstrate a bottom-up approach in building strategies and action plans towards achieving the goals of Kurdistan Region’s Vision, based on an approach that is closer to citizens needs and aspirations. Ministry of Planning launched this initiative with UNDP in April 2013 after signing a cost sharing agreement where the ministry made a direct financial contribution to the project. At the time of signing the agreement of this project, our dear newest province of Halabcha was not established yet, so it will be included in our future cooperation with UNDP, to secure needed technical assistance and capacity building for establishing its own Strategy towards sustainable development.

We are proud that the three Provincial Development Strategies were developed in accordance with International standards and adopted a dynamic need-based participatory approach, with the ownership of Governors and related provincial committees, with the joint effort of local staff and local expertise in each Province. We are also delighted that the Provincial Development Strategies used KRI Vision 2020 as a guiding road map, and at the same time, highlighted the beautiful uniqueness of each province as well as commonalities and the mosaic integration between them.

The Provincial Development Strategies of the three provinces showed common needs to be addressed at the regional level such as legislative enhancements needed and intra-governorates strategic level projects. A great deal of these common needs are in total alignment with proposed responses to challenges presented in the KRG-Iraq Vision 2020, and some of these common needs, were an eye opener. This has been said; the level of alignment between the KRG-Iraq Vision 2020 and the Provincial Development Strategies, either it was in challenges or in aspirations, proves the unity of voice amongst the provinces of Kurdistan Region of Iraq when it comes to development priorities and peoples’ needs.

The formulation of these provincial strategies is the first step towards progressive systematic development, but it needs to be manifested into projects and actions on the ground. The measurement and evaluation of progress while moving would be the remaining challenging-yet- interesting ride. The KRG Ministry of Planning will provide all support and collaboration to the provinces of KRG in their efforts to deploy the Provincial Development Strategies with our hopes and prayers always to peaceful accelerated progress of Kurdistan Region.

Dr. Ali Sindi Minister of Planning Kurdistan Regional Government - November 2015

4 Foreword Letter by Dohuk Governor's (Chairman of the Steering Committee)

The administration that is able to achieve its goals in serious manners at the lower costs and least time is the administration that we seek to obtain. An administration that can find active expertise who works with team spirit under qualified, efficient and honest leaderships which prioritize the public interest over any other consideration. A fair, initiative and creative administration that focuses on field work and able to fight crisis before they occur or at least before they exacerbate. Because we believe in the role of the strategic plan in achieving goals through offering the optimal allocation for the available financial resources according to advanced methodologies that enables government departments to achieve their goals, support the government in its decision making in addition to improving their performance. We issued a strategic plan for the years 2016-2018 under the support of the United Nations Development Program through the Local Administrations Development program. The province relied in preparing its strategic plan and in determining its vision, mission and strategic goals, on a set of core values represented by learning, transparency, cooperation, neutrality, participatory and taking responsibility. The plan includes six strategic goals that would contribute in achieving the province’s future vision. The six goals are: contribute in economy’s diversification, invest in the geographical location, increase the managerial and financial efficiencies, improve the local governmental services, offer an investment attractive environment and develop human resources.

May Allah grants us success

Farhad Atroushi The Governor of Dohuk Chairman of the Steering Committee

5 Duhok Provincial Development Strategy Steering Committee

Mr. Farhad Amin Head of the 1 Governor of Duhok Atrooshi Steering Committee University Professor – Duhok 2 Dr. Hadi Khalil Ismail Member University 3 Ali Shareef Province Council Member Member Dean of the Faculty of Planning Dr. Nizar Muhammed 4 and Applied Sciences – Duhok Member Salim Nu’man University Fahmi Suleiman ICPS Organization – A Civil Society 5 Member Hassan Organization Awaz Ahmed 6 School Principal Member Mahmoud Iyad Hassan Abdul Head of Duhok Chamber of 7 Member Haleem Commerce and Industry University Professor – Norooz 8 Dr. Azad Ahmed Member University Chief Engineer – Local 9 Burhan Sabri Member Administration Dr. Nisreen Mustafa A Lecturer on Planning and Public 10 Member Bruwari Policy – Former Minister Chiavan Abdul Razzaq 11 Head of Duhok Statistics Member Suleiman Ministry of Finance - Director of 12 Izzat Fattah Othman Member Duhok Taxes

Planning Committee

1 Biwar Hashim Mohialdeen Head of Planning Committee 2 Bawar Abdul Jaleel Suleiman Member 3 Havra Bayar Shahab Member 4 Ali Ni’mat Ni’mat Member 5 Jina Ziya Amanuel Member 6 Basana Muhammed Saleh Member 7 Sagvan Salim Muhammed Member

6 7 Duhok Provincial Development Strategy Table of Contents

Forward 5 Steering Committee 11 Planning Committee 11 Glossary of Terms and Abbreviations 12 Table of Figures 13 List of Tables 14 Background about the Province’s Development Strategy Project 15 Strategy Development Methodology 16 Reference Documents Used in the Process of Preparing the Plan 20 A Brief about Duhok Province 23 Internal and External Environments Outputs and the Main Development Challenges 24 Analysis 26 The most Important Capabilities that the Province Possesses (Strengths) 27 The most Important Aspects that Need Development According to the Analysis 29 Results (Weaknesses) Priority Sectors 34 The Structure of the Strategic Priorities Content and the Adopted Coding 34 Vision Statement 34 Mission Statement 36 Strategic Goals 40 Chapter One: Diversifying the Economy 40 Current Situation 43 Strategic Goal 43 Challenges and Corrective Interventions 45 Policies to Be Adopted by the Province to Achieve Goal 45 Required Legislative Improvements 45 Proposed Project to the Region’s Government 76 Chapter: Geographic Location 76 Current Situation 85 Strategic Goal 85 Challenged and Corrective Interventions 91 Policies the Province Will Take to Achieve Goal 91 Required Legislative Improvements 91 Proposed Project to the Region’s Government 94 Chapter Three: Financial and Administrative 94 Efficiency 96 Current Situation 96 Strategic Goal 99 Challenged and Corrective Interventions 99 Policies the Province Will Take to Achieve Goal 99 Required Legislative Improvements 102 Proposed Project to the Region’s Government 102 Chapter Four: Public Services 103 Current Situation 103 Strategic Goal 106 Challenges and Corrective Interventions * 106 Policies the Province Will Take to Achieve Goal 106 Required Legislative Improvements 106 Proposed Project to the Region’s Government 108 Chapter Five: Investment Environment 110 Current Situation 114 Strategic Goal 115 Challenges and Corrective Interventions 5 Policies the Province Will Take to Achieve Goal 11 Required Legislative Improvements 11 Proposed Project to the Region’s Government 12 Chapter Six: Human Resources 13 Current Situation 14 Strategic Goal 15 Challenges and Corrective Interventions 16 Policies the Province Will Take to Achieve Goal 20 Required Legislative Improvements 23 Proposed Project to the Region’s Government 24 Assumptions of Strategy Realization 26 Timetable of the Follow up on the Implementation of the Strategic Development Plan 27 List of Appendices 29

10 Glossary of Terms and Abbreviations:

LADP Local Area Development Program UNDP-Iraq United Nations Development Program – Iraq PPP Public Private Partnership BOT Build, Operate and Transfer Projects BOOT Build, Operate, Own and Transfer Projects SIDA Swiss International Development Agency (SIDA) EU European Union SWOT Strengths, Weaknesses, Opportunities and Threats Analysis PESTEL Political, Economical, Social, Technological, Environmental and Legal Analysis IDPs Internally displaced persons UNHCR The UN Refugee Agency

11 Duhok Provincial Development Strategy List of Figures

Figure 1 Strategy Development Methodology 27 Figure 2 The Geographic Location of Duhok Province 34 Figure 3 Administrative Davison of Duhok Province 51 Figure 4 Border Control Points in Kurdistan 54 Figure 5 Income Sources Histogram 64 Figure 6 Distribution of Agricultural Crops on the Total Area Utilized for 64 Agriculture in Duhok Figure 7 Growth in the Number of Tourist in the Region in 2007 - 2011 65 Figure 8 Distribution of Tourists in the Region of Kurdistan in 2011 66 Figure 9 The Distribution of Families According to Availability of Water from the 66 Public Network Figure 10 Drinking Water Treatment before Usage by Citizens 67 Figure 11 Sanitation in Duhok 67 Figure 12 Distribution of Housing according to Occupancy in Duhok 2012 66 Figure 13 a Chart Showing Demographic Structure of Duhok Province in 2014 67

12 List of Tables

• Table 1 Refugees and Internally Displaced Persons Inflow to Duhok through Land 27 Border Control Points during the Last Three Years • Table 2 Strategic Goals 34 • Table 3 Median Income 51 • Table 4 Income Sources Distribution 54 • Table 5 Poverty Indicators 64 • Table 6 a Number of Poverty Related Indicators 64 • Table 7 Participation in the Workforce 65 • Table 8 Workforce Distribution in Private Sector 66 • Table 9 Distribution of Capital Investments over Different Sectors in Duhok Province 66 (1/1/2007 – 18/8/2015) • Table 10 10 the Distribution of Investments in Duhok in Terms of Type (Local/Joint/ 67 Foreign) • Table 11 the Agricultural Sector in Kurdistan 67 • Table 12 the Distribution of Tourists in the Region of Kurdistan during the First Half 66 of 2012 According to their Point of Entrance • Table 13 Generation Stations in Duhok Province 2012 67 • Table 14 Soled/ Consumed Power Distribution of 2013 66 • Table 15 Transportation 67 • Table 16 Health Services 66 • Table 17 Primary Care Hospitals and Clinics 67 • Table 18 Vaccination Rate 66 • Table 19 Distribution of Physicians According to Specialty and Field of Work 67 • Table 20 Education and Illiteracy 66 • Table 21 the Distribution of Invested Capital of Duhok Province until Mid 2015 67 • Table 22 Number of Banks and their Geographic Distribution in Duhok Province 66 • Table 23 Demographic Structure in Duhok Province in 2014 67 • Table 24 Timetable of the Follow up on the Implementation of the Strategic 67 Development Plan • Table 25 Timetable of Evaluation Reports 66

13 Duhok Provincial Development Strategy 14 Background about the Province’s Development Strategy Project

As a result of the role strategic planning plays in achieving the economic development and welfare of citizens, the Ministry of Planning in Kurdistan, in cooperation with the United Nations Development Program (UNDP), has developed strategic development plans for the three Provinces of Kurdistan: Erbil, Suleimaniyah and Duhok. Through the Local Area Development Program and through specialized technical support and global expertise, the UNDP provided the necessary support for the staff and local committees in each Province, to implement the process of strategic planning through a collaborative and integrated approach, in order to achieve a better future that takes into consideration the available resources, opportunities and challenges.

This strategic plan for Duhok Province comes after a three-year time gap after the last strategic plan of the Province, which ended in 2012. The plan was prepared through a high level collaboration that included more than 500 representatives of the various segments of the society, from Districts and Sub- representatives with representatives of all sectors, to stakeholders from governmental bodies and representatives of the private sector and local entities, in addition to local experts and the youth.

The plan specified six general strategic priorities that would contribute to achieving the future vision of the Province: 1) Contributing to the diversification of the economy, 2) Utilizing the geographic location, 3) Elevating the administrative and financial efficiency, 4) Developing local public services, 5) Improving an investment-attractive environment, and 6) Developing human resources. These priorities are considered the guiding and steering compass for the decision makers and stakeholders regarding the developmental priorities in Duhok for the three upcoming years (2016-2018), which are likely to remain strategic priorities for a phase longer than the three years comprising the timeline of this plan. The Province’s strategic plan has been developed through a technical support from Medal Co. and with the availability of a specialized team of experts in the field of strategic planning and results-oriented strategic management in the public sector.

The plan adopted the Results-Oriented Budgeting methodology, where interventions and projects in the strategic plan’s implementation agenda were organized under six main programs that enable the Province from estimating the annual expenditure on each program, which would facilitate managing annual financial allocations and evaluating their effect. The strategic plan of Duhok was developed through a technical support from Medal Co. and with the availability of a specialized team of experts in the field of strategic planning and results-oriented strategic management in the public sector.

The six implementation programs reflect the mechanisms through which the strategic priorities would be achieved, they are: 1) Legislative and legal amendments, 2) Restructuring, 3) Developing human resources, 4) Providing research and development, 5) Media and awareness, and 6) Technical/sectoral projects

This strategy was developed in collaboration with the Ministry of Planning – Iraqi Kurdistan, Swedish In- ternational Development Agency (SIDA), cost sharing by the European Union (EU), and the United Nations Development Program (UNDP).

15 Duhok Provincial Development Strategy Strategy Development Methodology

Preparing the strategic plan is considered one phase out of four main phases in the Strategic Management Cycle

Figure 1 Strategy Development Methodology

Strategic Planning and Priority Identification

Follow up and Follow up and Evaluation Evaluation

Financial Allocation in Results Management Response to Plan

Follow up and Follow up and Evaluation Evaluation

Programs and Projects Implementation

16 Methodology: The work methodology focused on an extensive analysis of all development elements in the governorate, through which the strategic direction for the upcoming years has been set. In order to ensure reaching the highest levels of precision, work teams have been formed to identify the gaps and challenges facing the governorate, through collaboration within the following mechanism

1. Mission and Values Why are we here? Analyzing Previous Performance

2. Vision Where are we now? Developing Strategy Where do we want to go? 3. External Analysis (opportunities & threats) What are the factors affecting our outputs and results? * SWOT Analysis PESTLE Analysis What is the surrounding environment?

4. Internal Analysis (strengths & weaknesses) What are our operations Like? (Value chain) Formulation Strategy

5. The Strategy How to reach our future vision? Strategy Implementation

Strategy Translation

6. Targeted value for beneficiaries, strategic areas How to translate strategy and strategic plan to operational objectives? How to define indicators and objectives to monitor 7. Designing strategic objectives cards strategy?

How to build a work plan based on Deployment Strategy the vision and strategy?

Follow up

Evaluation 8. Strategy management review meetings. Strategy monitory and learning M&E

17 Duhok Provincial Development Strategy With regard to the principles of preparing the strategic plan ,the plan was developed according to the following principles: - Analysis of current situation using the available data, statistics and estimates - Engaging stakeholders from all sectors to formulate a roadmap to develop the Province - Utilizing the available human resources within the structure of the Province and developing their capabilities through actual work

The strategic plan has been developed according to the following phases:-

1. Determination of the parties responsible for the plan development in the Province and the structure that guarantees the availability of the top management and the sustainability of the results (WHO?).

This phase focused on the importance of the local ownership of the product and the availability of political will for change, in addition to utilizing the available human resources in the Province to guarantee the institutionalization of work and expertise. A steering committee was formed and was headed by the Governor, in addition to a permanent planning committee formed by the Province’s staff, primarily from the Directorate of Planning in the Province

2. Assessment of the current situation (where are we now)

This phase covered several steps, including:-

- Collection of data and statistics about the developmental current situation in the Province from the various sources, analyzing and reviewing them and preparing a paper on developmental reality.

- Internal and external environment analysis (SWOT and PESTEL) through the involvement of different stakeholders and partners

3. Determination of where we want to be (Future direction with vision and goals)

This phase included:-

- Utilization of the outcomes of reality analysis to determine the future development priorities and to formulate strategic goals

- Determination of the future vision, based on strengths and opportunities

4. Identification the way to reach the desired future (work mechanisms, programs and projects) In this phase, future directions became clear, as a result; central committees were formed out of specialized and knowledgeable people who represent the various segments of the society, taking into account the representation of women and different groups. Each committee tackled one of the strategic priorities and a second phase of analysis was implemented, including identifying the main challenges facing each strategic goal, and the proposed solutions that include projects, policies and work mechanisms. The proposed projects and mechanisms were aggregated to achieve each strategic priority within implementation programs. This step was followed by estimating the cost of the proposed programs and prioritizing them according to specific criteria and methodologies endorsed by the steering committee

18 Reference Documents Used in the Process of Preparing the Plan:

١- ر�ؤية اقليم كورد�ستان - 2020 - ر�ؤية نحو امل�ستقبل، وزارة التخطيط - اقليم كورد�ستان، العراق، 2012

Kurdistan Region of Iraq 2020 – A vision for the Future, MoPIC-KRG, Iraq, 2012

- ٢امل�سح االجتماعي واالقت�صادي لال�سرة يف العراق ٢٠١٢- )IHSES( - خال�صة م�ؤ�شرات االقليم، وزارة التخطيط – اقليم كورد�ستان العراق،

2013( Household Socio-Economic Survey of Iraq – 2012 Synopsis of the Region’s indicators ,the Ministry of Planning – Iraqi Kurdistan)2013 ,

٣- �أجندة اعمال اقليم كورد�ستان 2، مركز الدرا�سات اال�سرتاتيجي الكورد�ستاين و

CIPE and Studies Strategic for Center Kurdistan ,2 Agenda Work Region Kurdistan( 2012 ،CIPE, 2013(

٤- تقرير الو�ضع الراهن لل�سياحة - اخلطة التوجيهية لل�سياحة يف اقليم كورد�ستان، الهيئة العامة لل�سياحة – حكومة اقليم كورد�ستان، �آب Region Kurdistan in Tourism for Plan Steering The – Report Situation Current Tourism( 2012, )2012 August ,Kurdistan of Government the – Tourism for Agency General the

2013 ,)JAU( Unit Analysis Joint ,Duhok for Profile Province --5

Dec ,UNDP &a KRG-MoP ,)SEINA( Infrastructure Economic-Socio the -Iraq Region Kurdistan Building --6 2012

.Planning of Ministry ,System Monitoring Economic-Socio – KRG in Indicators Economic-Socio --7 2012 Dec ,Iraq ,Region Kurdistan ,Office Statistics Regional Kurdistan

٨- اال�سرتاتيجية الوطنية ملناه�ضة العنف �ضد املر�أة يف كورد�ستان )2012-2016(، املجل�س االأعلى ل�ش�ؤون املر�أة، حكومة اقليم كورد�ستان-العراق، Kurdistan in Women Against Violence-Anti on Strategy National The( 2012 /14/9 )14/9/2012 ,Kurdistan Iraqi of Government the ,Affairs Women of Council Supreme The ,)2012-2016(

٩- م�شروع اال�سرتاتيجية الوطنية لتنمية املراة يف اقليم كورد�ستان )2014 - 2024(، حكومة اقليم كور�ستان و Women UN of Government the – )2014-2024( Kurdistan in Development Women for Project Strategy National The( )Women UN and Kurdistan

١٠- م�سح خارطة الفقر ووفيات االأمهات 2013، اجلهاز املركزي لالح�صاء وهيئة اح�صاء اقليم كورد�ستان

Region Kurdistan the and Statistics of Agency Central the ,2013 Survey Mortality Mothers and Poverty( )Agency Statistics

١١- بيانات واح�صاءات حمافظة دهوك، مديرية اح�صاء دهوك، 2014

)2014 ,Duhok of Statistics of Directorate the ,statistics and data Province Duhok(

19 Duhok Provincial Development Strategy A Brief about Duhok Province

The name of the city of Duhok came from the Kurmanji dialect of the Kurdish language, which means two bushels (Du)(Hok), because the location of the city was a convoy route and the custom imposed on the goods was two bushels of wheat, barley or other. Some attribute this name (Duhok) to the existence of two large mountains having the shape of two eggs; (Du) meaning two and (Hok) or (Hek) meaning an egg. Two small rivers run across the city of Duhok, the first is called the Duhok River and the second is called Hishkarow which dries in summer.

The city dates back to the Stone Age and is considered one of the earliest places to be settled by humans. Many civilizations formed in it and a delegation for studying archeological sites from the University of Warsaw in Poland header by professor Kossoloski, estimates that human life in Duhok dates back to 8000 BCE. The delegation made excavations in search of the village of Nimriki and it found it in Faydah borough to the south of the city of Duhok, east of the Tigris in 1985. Other evidence for the area’s old age is the cave of Charsteen (i.e. The cave of four columns) which is located in Duhok Valley, and is considered one of the oldest caves where humans lived according to a number of historians and researchers who visited the area, including the historian Hassan Ahmed, who maintains that the cave of Charsteen dates back to the middle ages and that its oldest documents date back more than 12000 BCE. These are a few examples of many historical locations that demonstrate the area’s deep-rootedness. There are also Tal Basic and Kammoon which date back to the Kurdish Mitanni Empire, in addition to Tal Malta and the cave of Hlamta in Shendokha, which lies to the south of the Province’s center. There are still many caves, sculptures in stones and other locations that indicate that life existed in this region since the early times of humanity.

Duhok became a part of the Assyrian Empire, and then Babylonian and Achmaeneid Empires, before being conquered by Alexander the Great and the Roman Empire. Duhok became an important center for the Syriac Orthodox Church and was known as “Beth Nohdri” until this designation vanished after the invasion of Tamerlane. The modern history of Duhok starts in the seventies of the past century, when the area started transforming into a modern city.

Location

Duhok Province is located in the north of Iraq and is bound by Turkey to the north, from Syria to the west, by the Province of Mosul to the south-west and by the Province of Erbil to the south-east.

20 Figure 2 The Geographic Location of Duhok Province

Population

The majority of Duhok’s population are Kurds ,with the following ethnic groups living it :Assyrian ,Turkmen, Ezidis and Armenian .The residents of Duhok speak Kurdish with a Pathian dialect ,which is somewhat different from the Sorani dialect of Erbil and Suleimaniyah residents .The population of Duhok Province numbered1,423,114 that from almost 3.6% of the total population of Iraq. 74.4% of them live in urban regions, while 25.6% live in rural areas. Males make 49.4% of the population, while females make 50.6%

Terrain and Natural Resources

The border mountain range that forms the natural boundary of the Province from three directions is considered one of the prominent terrains in the Province. The mountain range includes Karah summit, and the White Mountain. These mountains contain many springs that make it a natural orchard, having fruit trees like apples, almond, nuts, grapes and conifers.

As for surface water, the Khabur tributary that empties in the Tigris pass through Duhok Province. It has smaller dichotomous tributaries that empty into it, which give the city greater aesthetics and make it one of the destinations for spending the summer. Duhok has natural oil and gas, in addition to alabaster and a number of minerals like sulfur and phosphorous

21 Duhok Provincial Development Strategy Administrative Divisions

Duhok Province is divided into seven Districts, they are:

1. Duhok (Province Center) Basic Information about the Province 2. Amedi Area: 10925 Km2 forming (1.5% of the area of 3. Akre Iraq) 4. Bardarash Population: 1.284,348 – 1,423,114 making

5. Semel (3.6%) of the population of Iraq Male: 49.4% 6. Zakho Female: 50.6% 7. Shekhan Urban: 74.4% The Province includes 24 Districts and Sub-Districts and Rural: 25.6% 1450 villages, out of which 433 are uninhabited according to the State Administration Act of the areas under the control of Kurdistan Region before 9/4/2003.

22 Location

Figure 3 Administrative Davison of Duhok Province1

Climate:

Duhok Province is warm in summer ,moderate to cold in winter .The highest temperature reaches49 degrees centigrade during the months of July and August ,and the lowest reaches 6- degrees centigrade in winter ,specifically in the months of January and February which usually witnesses snowfall on the mountains

Water-:

Most of the population of Duhok )96.2%( has clean drinking water ,where 88% of the population relies on the public water network ,while 9.8% rely on closed well and 1.2% on bottled drinking water .The public water network has coverage of 91.2% of the population .With the exception of the Akre and Bardarash districts where 79.4% and 48.5% of the population ,respectively rely on drinking water from the public network ,there is no disparity between the districts in proving drinking water.

Water availability from the public network ranges from two hours a day to less than one hour a day; where nearly half of the population has access to water from the network for more than one hour but less than two hours a day2.

1 Province of Duhok 2 Province Profile of Duhok 2013, JAU 23 Duhok Provincial Development Strategy Electricity:-

Power generation capacity in Duhok reaches 4,132,648,421 KW/hr ,while losses reach 34% of the electricity generated ,either during distribution or due to transgressions.

The fraction of the population enjoying the services of the national electricity in centers ,villages and fringes reaches ,98% with an average of 22 hours a day.

Regarding the dependence of families on the national electricity ,only 4.7 of them depend on the national network as a sole source of electricity ,while the vast majority of the population )85.7%( relies on both the national network and another source( a joint generator ,)while 9.6% of the population rely on the national network in addition to two other sources( a joint generator and a private one.3)

Regarding the daily availability periods ,the maximum is nearly 10 hours in the district of Bardarash ,and the minimum is 3 hours/day in the district of Shekhan ,while the remaining districts obtain a daily availability period between 7 and 8 hours4.

Sanitation:-

The public sanitation coverage reaches 2.3% of the population, while 94.9% of the population are served through septic tanks. Currently there are no wastewater treatment plants in Duhok.

Garbage Disposal

Most of the population (79%) receives garbage pick-up services from the houses, while 18% of them dispose of their garbage through burning, burying or dumping in open spaces. The districts of Akre and Bardarash are considered the least districts receiving garbage pick-up services, with a percentage of 51% in the case of Akre and 40% in Bardarash.

3 IHSES 2012 4 Province Profile of Duhok 2013, JAU

24 Internal and External Environments Outputs and the Main Development Challenges Analysis

After gathering development data and formulating a draft on the current development status in the Province ,the internal and external environments were analyzed ,including the Political ,Economic ,Social, Technological ,Environmental and Legal Analysis( PESTEL .)The most important factors expected to affect the implementation of the Province’s development strategy were as follows:

The most Important Capabilities that the Province Possesses (Strengths):

Natural Resources:

Many natural resources are available in the Province ,most prominent of which are oil ,gas ,alabaster and minerals like sulfur and other minerals .As for oil and gas ,there are a number of regions where unutilized extraction quantities exist .They lie within the plan for developing the sector following the Ministry of Natural Resources .As for rocks and minerals ,there are no geological survey studies that show the different available types and give an estimate of their quantity and feasibility .Alabaster( marble )is considered one of the natural resources that exists in abundance in the geology of the region ,which is utilized in Duhok for many years in commercial quantities that cover a good deal of the local market needs.

On the other hand ,arable lands and water available from rivers and springs ,forming due to the melting of ice on the mountain tops after the end of winter ,are among the most important natural resources to be efficiently utilized yet through a studied methodology that takes into consideration the sustainability of environmental resources .Arable lands in Duhok 3015.42( Km2) constitute 32% of the Province’s area, and 82% of this land does need irrigation5.

The Availability of Tourism Industry Pillars

Duhok is characterized by boundary mountain ranges and captivating mountain terrains that lead to a relative decrease in temperature in summer compared to Erbil and the rest of Iraq’s Provinces, making the Province a tourism destination, especially internal tourism at the time being, with regional tourism being a future possibility that targets Iraqis and citizens of the Arab Gulf countries on the short to medium term, and Europeans and other foreigners on the long term, that is after establishing security for a sufficient period of time to promote the region as a tourism destination for European tourists.

There are a number of tourism attractions in Duhok, especially for tourists interested in nature, like Duhok Lake and Mosul Lake, in addition to a number of mountains so rich in their flora and fauna verity that they can be considered natural reservations, in addition to old archeological sites that date back to the early human history. Furthermore, the district of Amedi alone has the pillars of global tourism due its characteristic building and roads, and the design of its residences, since the style is similar to Viennese in Italy, which floats on water, while Amedi, the city that never ages, floats in the sky on top of a mountain.

Political Stability and Social Peace

The Province is characterized by political stability and the coexistence of its citizens of all religions and ethnic origins. In Duhok, Muslims, Christians and Ezidis live in total peace. Duhok Province is considered to be the safest Provinces in Iraq, since it did not record any incident related to security in 2011, while it recorded only 1% of the total incidents related to security in Iraq in 2012 (52 out of 4.771), half of which (59%) occurred in the district of Amedi, followed by the district of Zakho with (28%) of incidents.

5 The data and Statistics of Duhok Province, Duhok Directorate of Statistics, 2014

25 Duhok Provincial Development Strategy Strategic Location

Out of the five border control points the region of Kurdistan has with the neighboring countries, two exist in Duhok; they are Ibrahim Al-Khalil border control point between Duhok and Turkey, and Fishkhabour border control point between Duhok and Syria. This gives the Province special security and commercial importance in the region. It is estimated that during the past ten years that the size of imports through Ibrahim Al-Khalil border control point was 45% of the trade exchange.

45%6 of the trade exchange between Turkey and the region is through Ibrahim Al-Khalil border control point, which placed the Province as a gateway for land trade in Kurdistan. The Customs Directorate in Duhok estimates the size of trade exchange between the region and Turkey through this border control point to have reached 6 billion dollars annually.

Most of the trade exchange transactions between Turkey and the region through Duhok are Turkish and Syrian imports. So far, the local products in the region and in the Province have not been developed for competitive and investment levels for the purposes of exportation. In addition, quality control and import regulation still need development. These are considered among the aspects that can be strategically developed on the long term.

6 Estimates of the Directorate of Customers - Duhok

26 Figure 4 Border Control Points in Kurdistan7

Just as the existence of border control points has advantages, it has security perils as well. Due to the closeness of Duhok to Syria and the existence of Fishkhabour border control point adjacent to the Syrian region of Qamishlo-Dekey, which has a Kurdish majority and witnessed instability during the latest Syrian crisis, in addition to armed attacks by ISIS terrorist organization between 2013 and 2014, the Province witnessed a deluge of refugees and internally displaced persons that exceeded its population, which made it fall under the pressures of a very sensitive humanitarian emergency that had a profound impact on the development capabilities of the Province as a whole, including its infrastructure, water resources, land and so forth. The following figure shows the number of refugees and internally displaced persons arriving in Duhok through border control points over the past years.

Table 1 Refugees and Internally Displaced Persons Inflow to Duhok through Land Border Control Points during the Last Three Years

Number of Internally displaced Number of Refugees Year persons 35628 2012 56610 2013 1265 495000 2014 93,503 495,000 Total

7 Tour Guide to Kurdistan Region, General Board of Tourism- Kurdistan Regional Government, August 2012

27 Duhok Provincial Development Strategy It is worthwhile mentioning that the number of internally displaced persons coming to Duhok has risen during the year of ,2015 where it reached 536,000 internally displaced persons and 93,000 refugees in August8

Young Human Resources:

The Duhok community is a young one, where 77% of the people are under the age of 35, and the population between the ages of 15-34 comprises 37% of the total population. The demographic growth is 3.4%9.

The demographic structure of the Duhok community is a double-edged sword, because although it holds the promise of a good and economical vibrant future, it would render the Province unable to achieve the optimal utilization of its human resources should sufficient education and employment opportunities be not available to accommodate large numbers of the Province’s population in the age of education and work.

The most Important Aspects that Need Development According to the Analysis Results (Weaknesses):-

Public Services Management (Supervision and the Administrative and Financial System)

Reducing administrative bureaucracy, enhancing service efficiency and strengthening the supervisory system are among the issues that were considered to have the priority in the upcoming phase. Enhancing the supervisory system and mechanisms, whether over institutions or over staff, is one of the development actions of the upcoming period, including the time period of the Strategic Development Plan 2016-2018

Developing the administration of public services has more than one dimension, and they include:-

• Organizational Structures and Assigning Responsibilities and Authorities

The Province and local governmental directorates suffer from a disparity in the available competencies, the lack of competence in some directorates, and the mismatch between the existing competencies with the position requirements. In addition, some local directorates, including the Province, lack job descriptions, procedure maps and work manuals that include internal policies, rules and organizing the vocational relationship among the different departments and divisions professionally. Given the significant disparity in competencies, the competence level in providing the service depends on the competence level of the employee responsible for it, which obliterates the concept of institutionalization. On the other hand, there is an absence of the Institutional Knowledge Management concept, since knowledge is not cumulative and not shared among the different institutions and among the different departments in the individual institution, but depends on individuals. These challenges lead to overlap and to the lack of clarity in roles and authorities, which affects the institutional efficiency and the quality of service provided to citizens.

8 Duhok Directorate of Statistics 9 Duhok Statistics Authority – Population Estimates of 2014

28 • Administrative Procedures

Currently, the measurement of a number of Key Performance Indicators related to the efficiency and effectiveness of public services is unavailable, such as measuring the time needed to provide the service and so forth. In addition, there is no map for administrative procedures provided by the Province and the local directorates related to it, which would enable the identification of the number of steps required to perform each administrative transaction and finish it by the citizen or the beneficiary in general. The single window concept for providing public services to citizens is not applied either.

• The Number and Competence of Available Employees

The Province suffers from a clear inadequacy in the competencies of the its staff in general, and there is an age gap (a generation gap) in staff members; since the local public staff includes older employees that possess practical experience, but they are limited to the traditional framework and concepts of management, they work through an old methodology and are unable to use technology. On the other hand, there are younger employees who can use technology and possess enthusiasm and motivation, but lack the wisdom of the elderly and the poise of professional behavior. The Province suffers as well from the weakness of diversity in specializations among the local staff, whether in the Province or in the technical directorates. This affects the Province’s ability to manage its local services in a holistic knowledge- diversified manner.

• Local Databases and Statistics at the Local Level

In spite of the availability of data on a number of development indicators at the Province’s level, there is no integrated development database at the level of the Province that measures all development indicators, provides quick and recent data about the various sectors and takes into consideration the disparity among the administrative divisions that follow the Province, the sensitive readings of the social type and the qualitative search, which is needed to guide decision makes and provide the basic foundation for planning at the level of the Province.

The Local Statistics Authority provides data according to the frameworks adopted by the Districts Statistics Authority, and to the frequency of different statistical reports the latter adopts. The Local Statistics Authority needs to increase its staff and improve the competence of the existing staff on one hand, and to expand the framework of studies and research statistics that it performs to include the various development indicators at the local level on the other hand, such that it reaches the level of districts, Districts and Sub-Districts, residential complexes and qualitative studies sensitive to the social type. Undoubtedly, the recent years have witnessed a remarkable improvement in providing data and information about social and economic indicators at the Region’s level, in addition to an increase in their frequency and the ease of their access through the government’s websites, however, the improvement areas at the local level are still far from the optimal situation.

29 Duhok Provincial Development Strategy • Financial and Administrative Supervision and Follow up

Supervision and transparent follow up are considered to be among the most important components of good governance and good governing. Currently there are many areas to improve supervision and follow up, including linking supervision and follow up to the Province’s strategic indicators and to the indicators of the Region’s vision, in order to enable a better follow up on, and measurement of progress qualitatively and quantitatively. To implement this, an integrated system for follow up and evaluation must be established in the Province, based on internationally adopted methodical mechanisms.

Currently there is no accurate measurement of the service efficiency standards, such as the time needed to provide each public service, the number of forms to be filled by the person, the number of employees assigned to provide the service and the time consumed by employees to providing the service. In order to improve public services and their management method, the current status must be measured first, then the gaps should be identified, and finally the required improvement should be structured and implemented.

Heath Services:

Public hospitals represent the first destination for citizens in the case of illness ,with a percentage of 46% of citizens ,followed by public clinics and medical centers10. They are considered one of the main challenges in the field of health services, given the absence of health insurance and the irregularity of availing the required medicines and medical equipment, in addition to the lack of public transportation, which affects the speed of reaching health services. In addition, internationally adopted scientific methodologies for the qualitative standardization of the health service quality, such as quality certificates in the health field and the qualitative classification of health facilities; is absent.

In general, Duhok Province was the most disadvantaged in terms of the renaissance in the health sector, especially in terms of private sector investments in hospitals and specialized centers. This is especially true if compared to the renaissance witnessed by Erbil over the past few years. On the other hand, the development indicators related to health in Duhok, indicate a relatively recession in the development of this sector in comparison with Erbil and Suleimaniyah, as will be covered in the details of public services later.

Educational Services:

There is an urgent need for developing public educational services and reviewing the geographic distribution of schools based on a long-term future plan “Actuarial Study” that takes into consideration the disparity in the demographic growth, the demographic density and the demographic pyramid. In spite of the fact that the percentage of students to teachers in Duhok reaches 16 students for each teacher, and that the classroom density amounts to 27 students per classroom, which are not bad numbers in comparison with international standards, these standards are not accurate due to the existence of schools with two periods and schools with three periods.

The Province still suffers from a failure in meeting schools requirements, and it is expected that the future need would increase due to the demographic growth and demographic ratios of the age groups in the community of Duhok. In addition to the above, the Syrian crisis and the terrorist attacks of ISIS have contributed to creating leaps in the number of incoming refugees and internally displaced persons, who

10 Province Profile of Duhok 2013, JAU

30 were temporarily placed in a number of schools as a quick solution for the urgent crisis. This led to making these schools unqualified, and to increasing the gap between the available schools that are good for use, and the actual needs of the population. At the same time, there is a disparity in the demographic growth from one region to another, which creates a mismatch in the size of schools needed. On the other hand, there is a difficulty in allocating suitable lands for the purposes of building schools and a shortage of teachers in a number of areas, in addition to the disparity in the competence of teachers from one region to another.

Infrastructure:

Infrastructure services in Duhok still need a lot of development if compared to Erbil and Suleimaniyah .The limited allocated budget( especially due to the fact that a part of it is used to support the development of Kurdish communities in neighboring regions outside the Province ,)the weakness of coordination among the local directorates that have overlapping work areas ,the limited local authorities ,the weakness of enforcing the law on trespassing and the dominance of tribalism in some areas over the rule of law ,all lie on top the areas that need study ,reform and development.

In the context of infrastructure ,the absence of public transportation and overloading land freight vehicles and quarry products ,transport vehicles( which affect the roads lifetime ,)are some of the aspects that need reform and need the enforcement of the law ,in addition to issuing instructions related to the fines imposed for violations and locally enforcing and managing them.

Investment and the Optimal Utilization of Natural Resources

Water ,alabaster ,building materials and some minerals are some of the natural resources available within the topography of the region of the Province ,however ,there are no accurate survey studies that show exactly the available quantities ,their exact location and the economic feasibility of investing in them. The issue of water resources ,illegal digging of wells and the consumption of groundwater are considered among the perils that threaten the water resources in Duhok.

The Province needs to implement a specialized geological study to identify the natural resources ,their quantity and the feasibility of investing in them ,and then direct the private sector to invest in them and direct the vocational education and training programs towards the relevant investment sectors.

In terms of agricultural lands ,there is still a big room to achieve an optimal investment in arable lands, especially lands that depend exclusively on waterfall and does not need irrigation ,however ,the quantity and quality of agricultural produce in terms of its future competitiveness still need a lot of study ,research and development ,whether on local capabilities or on utilized mechanization and technology.

31 Duhok Provincial Development Strategy Crisis Management

The recent crisis represented by the sudden massive flooding of refugees and internally displaced persons within a short period of time ,had a deep impact on showing the importance of enhancing the Province’s readiness for crises ,whether in terms of providing emergency funds ,in terms of the availability of plans that review the future risks and identify work mechanisms ,or in terms of the readiness of technical departments. The basis of elevating the Province’s readiness in crisis management is providing a local database built on development indicators that detect the various perils ,including security/political ,social ,economic and environmental peril ;and warn the responsible persons of the possibility of danger prior to its occurrence. In spite of the fact that the Duhok Statistics Authority takes part in performing socio-economic surveys periodically under the management of the Region’s statistics authority ,such as family surveys ,social surveys and so forth ;such surveys depend on random samples taken from the different directorates and does not accurately uncover the differences among districts and Districts and Sub-Districts ,in addition to consuming a long time and requiring daunting human effort ,such that once they end and once their results are announced ,the results would appear at least two years after the execution of the surveys .There is a shortcoming of development indicators in terms of the level of their comprehensiveness ,especially the economic sectoral indicators and governance indicators.

The Role of Women ,Civil Society Organizations and the Media

The contribution of women in the advance towards developing the Province is still limited ,since the unemployment rate among women is nearly three times that of males 16%( of females in the age of work vs 6.2% .for males .)In addition ,there is still violence committed against women by men in the Kurdish society as a whole .Duhok registered 10 cases of women murdered by men in .2010 Furthermore ,the role of civil society organizations and associations and the role of the media are still limited in the Province and need more work and effort ;first to develop the existing capabilities ,and second to engage them in the process of comprehensive development of the Province ,especially in the fields of spreading awareness and education regarding various issues to which both the media and the civil society organizations usually contribute effectively .This is in order to effect a positive societal change ,such as family planning ,reducing school dropouts ,promoting vocational education and training and enhancing entrepreneurship and the establishment of small businesses.

Priority Sectors11

The educational and health sectors came on top of priority service sectors in Duhok, followed by the infrastructure sector as a basis for developing the economy and stimulating and developing investment. As for soft infrastructure sectors: The development of the local management techniques, financially and in terms of supervision, in addition to providing local databases, particularly economic ones, came on top of the priorities.

In the area of developing and diversifying the economy, there appears to be an urgent need to provide survey studies on the resources, and comparative studies on the various economic sectors and the economic feasibility of each, where the sectors of trade, tourism, agriculture and industry were considered to be sectors with development potential, favoring the trade and tourism sectors in order to enable identifying

11 According to the deciding results of the SWOT analysis, made through the participation of more than 500 representatives of public and private entities, and representative of all components of the social fabric in Duhok

32 the Leading Economic Sector that holds the highest possibility of success in the upcoming phase, in case it was concentrated on and if investment is made to develop it.

As for priority strategic development issues in the upcoming phase, which intersect with all developmental priorities and sectors, they include: 1) Monitoring the demographic growth to maintain the ability to develop services, 2) Reducing the level of high employment in the public sector vs. the private sector, 3) Reducing the poverty level, especially the poorest Districts and Sub-Districts, 4) Nurturing, protecting and enabling women and removing discrimination against them, in order to bridge the gap between them and men in education, unemployment and participation, 5) Establishing regional and international strategic partnerships and partnerships with the private sector, in order to rehabilitate the local economy, develop new economic sectors that can accommodate the local workforce, have economic feasibility and a long-term development potential.

The Structure of the Strategic Priorities Content and the Adopted Coding:

Each strategic priority has six components:-

1. Current Situation (where are we regarding the priority)

The component showcases the relevant data and statistics that enable the reader from forming an analytic view of the current status of the priority.

The Strategic Development Plan has six priorities. Each priority tackles one of the six strategic objectives of the Province.

The size of this section varies from one priority to the other according to data availability ,and subsequently the level and depth of analysis it provides .In spite of the limited availability of accurate data at the level of the Province in the different development areas in general ,and in spite of the fact that data are based on statistical surveys through representative samples at the level of Iraq and the level of the Region ,which sometimes does not reflect the accurate status of the Province ;some priorities and sectors had a better advantage compared to others in terms of the availability of data and statistics ,and subsequently their ability to provide integrated analysis of the priority .Therefore ,it is worthwhile noting that the quality of this component varies from one priority to another according to the degree of data availability and the level of their accuracy and status of update.

2. Strategic Goal( where do we want to reach in the future regarding this priority)

After recounting and analyzing the current status of the priority ,the statement of the Province’s strategic objective ,which illustrates the future direction regarding the priority ,is presented.

3. Challenges and Corrective Interventions( how can we reach the desired future result)

This component is recounted in each component in the form of a table ,where the table shows the main challenges related to the priority and the corrective interventions or projects that would remedy the said challenges.

The table also shows the link between the Province’s strategic objective and that of the Region ,as it appears in the Kurdistan Vision.2020

33 Duhok Provincial Development Strategy The table shows the number of the regional strategic objective at the top ,as it appeared in“ Kurdistan Vision ”2020 and the number of the Province’s strategic objective as it appears herein.

The areas of challenges reflect the Province’s executive work programs ,which are six programs with a number of projects subsumed under each according to its nature-:

1. Legislative and Legal Amendment Program“ Legislations ” under which all projects and rectifications related to evaluating ,updating or amending a legislation or a law fall

2. Restructuring Program“ Restructuring and Management ” under which all projects and rectifications related to restructuring ,authorities ,developing departments and simplifying procedures fall

3. Human Resources Development Program“ Human Resources ” under which all projects and rectifications targeting the human element ,including staff ,skilled workers and labors ,fall .This includes matters such as building capabilities ,training ,developing human resources management systems ,exchanging expertise and the like

4. Studies and Research Provision Program“ Research and Studies ” all projects and rectifications targeting ,providing data ,research and studies ;including surveys ,statistics and so forth ,fall under this program

5. Awareness and Media Program all projects and rectifications that target the awareness of citizens through the media and other means, in addition to anything related to developing the media and its tools, fall under this program

6. Technical/Sectoral Projects Program “Technical” all technical sectoral projects and rectifications that relate to the priority, and would contribute to achieving the objective of the strategic priority, fall under this program. Some sectors intersect with more than one priority, therefore sectoral projects are distributed over the six priorities of the Province

The coding that was given to each of the challenges and interventions has indications :The code of challenges has three digits ,from left to right ;the first digit indicates the number of the regional objective, while the second digit indicates the number of the Province’s strategic objectives ,and the third digit indicates the number of the area of the challenge.

The coding of the corrective interventions/projects is comprised of 4 digits ,where the first three digits are identical to the challenge code mentioned above ,while the fourth digit reflects the number of the project/ intervention.

34 Example

5 Area of Challenge Challenges # Projects/Intervention Launching an awareness media campaign Launching an awareness to educate people media campaign to educate Awareness and about the banking sec- people about the banking 4.1.5 4.1.5.1 Media tor and banking ser- sector and services, and vices, and guaranteeing guaranteeing the rights of the rights of banks’ banks’ clients clients

Challenge Code4.1.5

5 :Indicate that these challenges are related to the fifth work program“ Awareness and Media”

1 :Indicate that these challenges are related to the first strategic objective of the Province

4 :Indicate that these challenges are related to the fourth strategic objective of the region

Interventions/Projects Code4.1.5.1

1 :Project number1

5 :This falls under the fifth work program“ Awareness and Media”

1 :and contributes to achieving the first strategic objective of the Province

4 :and contributes to achieving the fourth strategic objective of the region

The Policies that the Province will Adopt to Achieve the Goal

In this priority component ,we mentioned the policies to be adopted by the Province that would contribute to achieving the strategic objective of the priority ,and/or facilitate the implementation of the projects falling under the objective

The Required Legislative Improvements

These are the requirements at the level of legislations which would contribute to achieving the strategic objective ,and facilitate the implementation of the projects falling under the objective .This component falls under the jurisdiction of the legislative authority of the Region .It is mentioned due to its importance and for the purpose of using it as guidance by the Region’s legislative authority

Projects Proposed to the Region’s Government

This component is a summary of the strategic projects that need the will and management of the Region’s government ,and would( i.e .These strategic projects )continue the advancement towards achieving the Province’s strategic objective

35 Duhok Provincial Development Strategy Vision Statement

“The citizens of Duhok having the highest level of social and economic welfare, within a governance framework that invests in resources with high efficiency”

Mission Statement

We aim at developing Duhok Province economically, socially and in terms of security, and at providing local public services with fairness, through a transparent, responsible and competent local administration, to reach the highest level of welfare for the citizens of Duhok

Strategic Goals

The strategic development plan of Duhok Province contains six strategic objectives that respond to the Province’s developmental needs on one hand, and to the strategic objectives of the Regions’ vision 2020 on the other hand. They are:-

36 Table 2 Strategic Goals

Strategic Goal No. Goal Statement Priority Title Relevant Regional Goal Contributing to diversifying the economy through utilizing natural Fourth: Developing a and financial resources, based Economy First Strategic Goal Diversified Economy Backed on the relative advantage of the Diversification by the Private Sector Province, and engaging the private sector Fourth: Developing a Second Strategic Utilizing the geographic location of Geographic Diversified Economy Backed Goal the Province and its ingredients Location by the Private Sector

Developing the efficiency of the Province’s managerial, financial Third Strategic Administrative and Fifth: Effective and Honest and supervisory systems, through Goal Financial Efficiency Government focusing on improving efficiency and readiness in crisis management Third: Availability of the Required Infrastructure + First: Developing the local services Health and Social Services provided to citizens and investors, that Respond to Citizens’ Fourth Strategic through focusing on infrastructure Needs + Second: Educational Public Services Goal services, and health and educational System and Employment services through environmental Opportunities to Enable preservation. Citizens to Utilize their Capabilities and Improve their Living Preparing an investment-attractive Investment- Fourth: Developing a environment in cooperation with Fifth Strategic Goal Attracting Diversified Economy Backed the private sector and international Environment by the Private Sector organizations Second: Educational Developing HR, especially the youth System and Employment and women, to enable them to Opportunities to Enable Sixth Strategic Goal effectively participate in developing Human Resources Citizens to Utilize their the society and its national and civil Capabilities and Improve their values Living

37 Duhok Provincial Development Strategy

CHAPTER ONE Diversifying the Economy Current Situation:

Duhok Province was known in the last two decades as the home of businessmen and traders, and as the Province with the highest household and individual median incomes, however, the current status is far from this image, since the Province recorded the highest poverty levels and the highest unemployment levels compared to Erbil and Suleimaniyah.

Household Median Income and Poverty Rate

The average family size in Duhok is 7 members per family .The family size varies according to the region, where it reaches 9.9 in Zelkan borough – Shekhan district ,and falls to 4.5 in Kani Massi borough – Amedi district12. The median household monthly income received in Duhok is (1,736,000 IQD), and sources show that nearly half of the income of Duhok citizens’ comes from government salaries, which indicates a high dependence on the public sector and a weakness in private sector

Table 3 Median Income13

Median Income Erbil IQD Duhok IQD Suleimaniyah IQD Iraq IQD Median Monthly Household 1,776,900 1,736,000 1,748,000 1,312,000 Income received Median Monthly Individual 323,000 232,800 353,000 195,100 Income received

Table 4 Income Sources Distribution

12 Data and statistics of Duhok Province, Duhok Directorate of Statistics, 2014 13 Iraq Household Socio-economic Survey (IHSES) 212 – Districts Indicators Synopsis, Ministry of Planning – Iraqi Kurdistan, 2013

40 Figure 5 Income Sources Histogram

Table 5 Poverty Indicators

Millennium Development Goals Kurdistan Duhok Erbil Suleimaniyah Iraq Sources MDG/CI

Poverty Rate MDG 3.5 5.8 3.6 2 18.9 IHSES

Car Ownership Percentage - 49.8 51.6 55.4 44.9 31.7 IHSES

Home Ownership Percentage - 74.1 71 75.4 74.2 70.9 IHSES

Percentage of (uninsured) workers to working MDG 22.4 25.6 18.2 22.7 - KRLFS population

Underweight Prevalence MDG 6.5 6.0 8.3 4.9 8.4 MICS (Moderate)

Underweight Prevalence MDG 3.4 3.2 4.6 2.1 3.8 MICS (Extreme)

Stunting Prevalence - 17.1 21.4 18.6 11.9 22.3 MICS (Moderate)

Stunting Prevalence - 6.6 7.5 8.2 4.1 9.6 MICS (Extreme)

41 Duhok Provincial Development Strategy The poverty rate in Duhok varies from one district to another ,and varies from urban to rural areas ,where it reaches 4% on average in urban areas ,while it reaches 10.5% on average in rural areas. The poorest district in Duhok is the district of Bardarash ,followed by the district of Akre ,by a rate of11.54% and 9.83% respectively .While the lowest districts in poverty rate are Zakho )3%( and Shekhan.)3.7%(

Table 6 a Number of Poverty Related Indicators

Summary of a number of statistical indicators bases on IHSES 2015 District Income Spending Family Size Family Percentage Age and above Age Poverty Rate % Poverty Age and Above Age Home Ownership Economic Activity Economic Level for 15 Years of Years 15 for Level Household Average Household Average Unemployment Rate Unemployment for 15 years and above 15 years for Illiteracy for 10 Years of Years Illiteracy 10 for 56.89 18.50 349.32 452.43 9.34 45.31 4.14 6.98 Duhok

67.60 28.90 229.10 338.40 9.50 41.50 6.25 8.30 Semel

75.87 26.80 253.30 413.27 12.34 38.98 3.04 7.45 Zakho

70.37 26.50 273.69 372.35 8.56 42.19 8.16 6.47 Amedi

79.60 31.20 219.10 373.20 6.90 42.90 3.73 8.40 Shekhan

82.41 39.50 228.43 308.70 5.25 39.85 9.83 8.03 Akre

90.74 33.90 183.60 254.56 5.68 37.69 11.54 8.18 Bardarash

66.55 24.56 300.48 414.89 9.94 42.39 4.06 7.29 Urban

83.89 34.61 193.04 303.39 6.11 40.32 10.49 7.92 Rural

71.04 27.20 270.94 384.24 8.98 41.86 5.82 7.46 Total

Unemployment and Workforce

The level of unemployment level in Duhok reaches 7.3%( total 6.2% ,men ,and 16% women .)While the economic activity level reaches 41.9%( total 72.2% ,men ,and 12.5% women .14)Workforce participation statistics show a rate in Duhok that is less than Erbil and Suleimaniyah ,which can be attributed to the demographic pyramid of Duhok that contains the largest percentage of the population under the working age 15( years .)In addition ,they show the distribution of workforce in the private sector ,where most of workers in it are employed in the services sector ,with a level of more than ,70% followed by the industrial sector with more than .20% The last sector in terms of accommodating the workforce is agriculture .These

14 Data and statistics of Duhok Province, Duhok Directorate of Statistics, 2014

42 percentages are close to the distribution of the workforce in Erbil and Suleimaniyah ,although common sense would indicate that the percentage of workers in agriculture should be higher than Erbil and Suleimaniyah ,due to the high rural population in Duhok compared to Suleimaniyah and Erbil( the rural population in Duhok reaches 27.5% compared to 23% in Erbil and 16.8% in Suleimaniyah. The reason for the low percentage of registered workers in the agricultural sector in Duhok could be the existence of the unregulated workforce in the agricultural sector ,such as the reliance of rural families on their sons and daughters for the purpose of agriculture ,where the workforce in not officially registered (unregulated workforce .)This aspect has to be taken care of and analyzed in the future in order to understand the various economic sectors ’mechanism of accommodating the workforce in Duhok.

Table7 Participation in the Workforce15

Millennium Development Goals Kurdistan Duhok Erbil Suleimaniyah Iraq Source

MDG/CI Participation Rate in KRLFS Workforce, Age 15 and - 38.4% 34.7% 36.7% 41.9% - above Q32012 Participation Rate in KRLFS Workforce, Age 15 and - 65.7% 63.3% 64.0% 68.8% - above, male Q32012 Participation Rate in KRLFS Workforce, Age 15 and - 12.2% 7.1% 11.2% 16.1% - above, female Q32012 KRLFS Unemployment Rate, Age - 7.4% 6.8% 6.2% 8.6% - 15 and above Q32012 KRLFS Unemployment Rate, Age - 5.0% 6.5% 3.6% 5.2% - 15 and above, male Q32012 KRLFS Unemployment Rate, Age - 19.9% 9.2% 20.2% 22.3% - 15 and above, female Q32012 KRLFS Youth Unemployment (15- - 17.6% 17.2% 18.0 17.5% - 24) Q32012 KRLFS Youth Unemployment (15- - 12.8% 16.2% 10.5% 12.4% - 24), male Q32012 KRLFS Youth Unemployment (15- - 48.9% 30.2% 55.1% 48.6% - 24), female Q32012 KRLFS Number of Paid Employees - 819.3 169.8 308.0 341.5 - (thousands) Q32012

15 Socio-Economic Monitoring System Report, Kurdistan Region Statistics Office in Cooperation with Rand Corporation, 2013 43 Duhok Provincial Development Strategy Table 8 Workforce Distribution in Private Sector16

Millennium Kurdistan Duhok Erbil Suleimaniyah Iraq Source Development Goals MDG/CI Private Sector Share - 49% 48% 44.5% 54% - KRLFS Q32012 Percentage of Workers Ac- CI 7.1% 7.6% 8.4% 5.3% - KRLFS cording to Economic Activ- Q32012 ity: Agricultural Sector Percentage of Workers CI 19.3% 20.8% 20.2% 17.3% - KRLFS According to Economic Q32012 Activity: Industry Sector Percentage of Workers CI 73.6% 71.6% 71.4% 77.4% - KRLFS According to Economic Q32012 Activity: Services Sector

Trade and Industry

The number of registered local companies in all fields is 2,740 companies ,with capitals ranging from1-750 million IQD .The number of registered foreign companies totaled25717 . Since 2007 until August 2015, the number of investment projects that have been implemented or were under implementation in Duhok was 194, most of which were concentrated in industry, tourism and housing, in descending order. Investments in terms of the volume of invested capital were concentrated in the housing sector, with a total exceeding 2 billion dollars, followed by investments in the industry with a total capital of almost 1.3 billion dollars.

16 ibid 17 Data and statistics of Duhok Province, Duhok Directorate of Statistics, 2014

44 Table 9 Distribution of Capital Investments over Different Sectors in Duhok Province (1/1/2007 – 18/8/2015)18

Sector Number of Projects $ )Capital (Investment Volume

1 Housing 38 2,138,964,036

2 Industry 57 1,252,492,527

3 Tourism 43 721,534,174

4 Commerce 26 383,210,894

5 Health 8 38,967,055

6 Sports 9 64,216,338

7 Agriculture 6 431,142,972

8 Education 7 28,960,682

Total 194 5,059,488,678

Most investments in Duhok ,as the case with the rest of the Region’s Provinces ,are local investments ,where the total local capital investment amounted to almost 4 billion dollars .The rest of the capital investment is nearly divided in half between local and foreign investments.

In line with the high volume of local capital investment ,most of the jobs that the private sector provides are through local investments of local capitals ,since local investments provide 18,525 jobs vs 1,101 .jobs provided by foreign investments.

Increasing the volume of foreign and joint investments in terms of capital and the number of jobs they provide to the local workforce ,are among the aspects dealt with and adopted by this strategy ,after providing the required infrastructure and services needed to attract foreign investments ,especially large ones

Table10 10 the Distribution of Investments in Duhok in Terms of Type (Local/Joint/Foreign)

From 1/1/2007 to18/8/201519

Investments in Duhok Number of Projects Workers $ Capital Percentage

Local Investments 177 18,526 3,917,311,172 77.43%

Joint Investments 8 2,241 596,051,072 11.78%

Foreign Investments 9 1,101 546,126,434 10.79%

Total 194 21,868 5,059,488,678 100.00%

18 Duhok Investment Directorate 19 ibid 45 Duhok Provincial Development Strategy Foreign companies and investors in joint investments( foreign-local )vary .They contain the following nationalities20:

- Turkey - Britain - USA - Georgia - Lebanon - Jordan - Holland - Pakistan - UAE Currently, accurate documentation and survey of the workforce in the private sector in terms of age, educational and vocational achievement, do not exist. In addition, studies that estimate the future need of the workforce and specializations over the next year are unavailable. Furthermore, there are no studies that show the point of view of the private sector regarding the local workforce and the requirements of developing it to suit the needs of foreign investors. These are aspects that need development in order to be able to maintain the identification of the required academic and vocational specialization and the type of training required, in order to match the outputs of education and training with the market needs. Regarding commerce, the trade sector faces a lack of data and information in terms of the total exports and imports, trade routes and the volume of foreign investments versus local investments, in addition to the quality of the workforce in terms of the distribution of age groups, qualifications, nationality and gender.

Agriculture The agricultural sector employs the smallest percentage of the workforce in Kurdistan ,)5.2%( compared to the services sector which employs 76% of the workforce .Duhok registered the lowest percentage of the workface in the agricultural sector in the Region ,reaching.4%

Table 11 the Agricultural Sector in Kurdistan21

Region Duhok Erbil Suleimaniyah

Percentage of the Workforce in the Agricultural Sector 5.2% 4% 4.3% 6.8%

Arable Land (million acres) 4.89% 1.21% 2.51% 1.17% Irrigated Agricultural Land (million acres) 2.68% 0.78% 0.72% 1.14% Agricultural Land Depending on Rainfall (million acres) 0.19% 0.08% 0.06% 0.05%

20 ibid 21 Kurdistan Region Statistics Office 2015 , Socio-Economic Monitoring System Report in Kurdistan Region 2013, Erbil – Kurdistan

46 Wheat is considered the main agricultural crop ,where it covers 88% of the agricultural area ,followed by barley with .7% The rest of agricultural areas contain a variety of crops ,such as rice ,vegetables ,sunflower and other.

Figure 6 Distribution of Agricultural Crops on the Total Area Utilized for Agriculture in Duhok

As for livestock, it includes poultry (165 projects), fish (45 projects) and cattle (42 projects)22. There are no accurate and comprehensive studies that evaluate the agricultural production in terms of type, production quantity and quality, and market competitiveness.

Development areas in the agricultural sector are many, they include: Expanding the area of utilized land and introducing mechanization, technology, modern production techniques and competitive types, in addition to providing agricultural research and labs that can contribute to developing production and enhancing its market competitiveness.

On the other hand, studies about the value chain or feasibility studies in the agricultural sector are not available. In addition, accurate data about the number of workers in the sector, and their classification according to gender, age and the community to which they belong, is not available.

The government subsidizes the agricultural sector either in the form of materials that enter into production, such as fertilizers, seeds, fodder and so forth; or in the form of financial support where the beneficiary has the freedom to use it in the fields of developing work according to need. However, the amount of support provided, the time of its distribution and the benefiting segments need evaluation, in order to enable the government to develop the support it provides constructively and methodologically.

The main challenges facing the sector can be summarized as the lack of workers’ knowledge and expertise, the lack of using technology and the weakness of targeted marketing mechanisms studied by the government in order not to cause unexpected losses to workers in the sector.

22 ibid 47 Duhok Provincial Development Strategy Supporting Entrepreneurship and Micro ,Small and Medium Businesses

The support of entrepreneurial private projects that could expand the private sector is very weak .The inclination of the youth towards employment and traditional vocations ,favoring public employment ;is what dominates the common culture in the community .Entrepreneurship and risk taking are very weak and almost nonexistent .On the other hand ,employee productivity is very low compared to developed countries and neighboring countries ,since a government employee has no stamina to withstand the full daily working hours ,and a number of working hours ,that could reach 4 hours of the daily working hours, might be lost without any real productivity.

Changing the community culture ,especially among the youth ,and steering it towards entrepreneurship and private sector management need a lot of promotion ,training ,effort and long-term nurturing .On the other hand ,the gains achieved by public sector employees in terms of job security ,pension ,other combined financial benefits and the ability to work comfortably without a lot of effort ,do not make the private sector or free work attractive alternative.

In addition ,the private sector in Duhok is relatively weak at the current time if compared to the other Provinces in the Region .Job insecurity in the private sector ,such as the lack of health insurance ,social insurance or lucrative remunerations ;does not constitute an attraction factor.

There is a need to develop and strengthen the private sector to produce professions and specializations that have market competitiveness ,in order to direct the youth towards them and train them to occupy such professions.

Strategic Goal:

Contributing to diversifying the economy through utilizing natural and financial resources, based on the relative advantage of the Province, and engaging the private sector

Challenges and Corrective Interventions:

48 Regional Goal 4 Developing a Diversified Economy Backed by the Private Sector

Contributing to diversifying the economy through utilizing natural and Strategic Goal 1 of financial resources, based on the relative advantage of the Province, and the Province engaging the private sector

1 Program Challenges Interventions/Projects

The absence of private sector’s Reviewing and amending the legislations related to 4.1.1.1 participation, due to reasons related the contribution of the private sector to the adopted laws and regulations at the Region’s level or at the Province’s level. In addition, centrali- zation and the necessity to refer to Erbil in all decisions and instructions Establishing an economic partnership council for 4.1.1.2 is considered the other challenge partnership between the public and private sectors

Reviewing all laws and instructions with the Region’s government Preparing an opinion poll regarding the effectiveness (either changing or amending 4.1.1.3 of laws and the need for amendments, engaging all them) in order to work on effecting relevant sectors the diversification of economy and sources of income

Not using the government’s Reconsidering qualitative control and supervision 4.1.1.4 Amending qualitative control and supervision standards 4.1.1 Legisla- competently. Another challenge tions is the fuzziness of support policies and loans in a way that would serve 4.1.1.5 production sectors

The weakness of the private sector’s contribution to develop agriculture Issuing laws that would protect agricultural products and increase its production at the 4.1.1.6 and enhance the capabilities of the agricultural sec- Province’s level, due to the absence of tor regulating laws and legislations Unregulated taxes and fees in the Reconsidering the tax code in a way consistent with 4.1.1.7 tourism sector the principle of profit and loss The laws and legislations regulating Reconsidering the laws regulating the industry sec- the industry sector, their old age 4.1.1.8 tor and the fact that they hinder work Inappropriately granting industrial loans to develop the industry sec- Amending the instructions for granting industrial tor, since there are no instructions loans so that they could contribute to develop- in these laws that impose on the 4.1.1.9 ing the industry sector, and creating a supervision investor the type of mechanisms, mechanism or guaranteeing the provided loans from the government

49 Duhok Provincial Development Strategy Policies to Be Adopted by the Province to Achieve Goal:

1- Encouraging studies and research in all economic sectors to enable clarifying the future roadmap

2- Enhancing collaboration with international organizations and donor entities, such as UNESCO, FAO, UNIDO and others, in order to develop tourism and support entrepreneurship.

3- Engaging the private sector in the Province’s future orientations, aiming at rehabilitating the local economy

Required Legislative Improvements:-

1- Reviewing the laws and instructions of the industry sector and developing them in such a way that serves the economic development of the Province

2- Negotiating with Baghdad to investigate the requirements of developing the banking services in the Region, without leading to disputes that could affect the development of the Region and Provinces

3- Separating the tourism sector from the Ministry of Municipalities and increasing its budget

Proposed Project to the Region’s Government:-

1- Developing the structure and work methodologies of the directorates which affect economic development, such as agriculture, industry, commerce, investment, health and education

50 51 Duhok Provincial Development Strategy

CHAPTER TWO Geographic Location Current Situation:

Province’s Location and Trade

Duhok Province is characterized by its location at the borders of both Turkey and Syria .It has two land border control points ;which are Fishkhabour control point between Duhok and Syria ,and Ibrahim Al- Khalil control point between Duhok and Turkey.

If the exportation of oil and gas from the Region to Turkey is excluded ,then the majority of trade exchanges of“ commodities” between the Region and the neighboring countries “Turkey and Syria” are imports, where most imported commodities from Turkey are food products, electronics, construction materials and furniture, while most of the commodities imported from Syria to the Region through Fishkhabour control point are food products, like olives and desserts; and other consumer products from some other Arab countries that use the Kurdish-Syrian border point as its path.

In terms of market, imported commodities through the said border control points are offered in local markets in the Region for the purposes of local consumption.

Duhok Province exports a numbers of commodities to both Turkey and Syria that include: hides, dates, plastic waste for recycling purposes and rice

The Province’s Location and Tourism

Interest in the Region of Kurdistan as a tourism destination has increased over the past few years as a result of stable security in the Region, and the continuous development and progress witnessed by it. Most of the tourists coming to the Region are internally represented by Arab Iraqis from the other Provinces of Iraq, where they constitute 70% of the total number of tourists coming to the Region since 2007, followed by the Kurds as internal tourists “from one Province to another in the Region”, with a percentage of almost 20% of the total number of tourists since 2007. The lowest percentage was that of foreigners from outside the Region, whether from Arab countries or western countries, with a little more than 10%.

The total number of tourists in 2011 was 1.7 million. The Province of Erbil was the destination of 69% of them, followed by Suleimaniyah with 19% and finally Duhok with 12%. Most of tourists of 2011 were Arab Iraqis, and the revenues of tourism for the same year reached 600 million dollars.

It is worthwhile mentioning that historically, Duhok Province used to be an important tourist destination, both internal and external, since it was famous for its unique summer resorts, its mountains that hold natural waterfalls, and its restaurants that used to be frequented by arrivals from various ethnicities and nationalities.

54 Figure 7 Growth in the Number of Tourist in the Region in 2007 - 2011

The regions of Imadiyah and Akre are considered to be the most attractive for tourists in Duhok, as a result of their attractive nature. However, these regions still need significant preparation to become projects that attract investment and capital.

Figure 8 Distribution of Tourists in the Region of Kurdistan in 2011

In ,2012 the Duhok airport project was passed ,which is expected to have a positive effect on increasing the number of tourists and visitors to Duhok Province ,in addition to increasing the size of capital invested in the Province ,however ,not passing the budget of Iraq in ,2013 and the security threats due to terrorism and the state of war that followed ,2014 have shifted the focus on more urgent expenditure priorities ,such as security ,the salaries of public sector employees and meeting the financial commitments towards basic and urgent ongoing projects whose implementation has commenced .In addition to what was mentioned, the budget was subject to huge pressures due to the continuing drop in oil prices globally ,which shrank the size of available budget.

55 Duhok Provincial Development Strategy The number of tourists during the first six months of 2012 reached more than 2.5 million ,quarter of whom entered through Duhok

Table12 the Distribution of Tourists in the Region of Kurdistan during the First Half of 2012 According to their Point of Entrance

Number of Tourists during the First Six Months of 2012 According to their Point of En- Number of Tourists in trance Thousands

Through border control point between Duhok and Turkey 440

Through border control points of Iran with Erbil, Suleimaniyah and Karamina 361

Through border control points between Iraq and Suleimaniyah 307

Through border control points between Iraq and Erbil 755

Through border control points between Iraq and Karamian 160

Through border control points between Iraq and Duhok 200

Through Erbil international airport 223

Through Suleimaniyah airport 73

Total 2519

The Province has an institute for artistic tourism education ,in addition to many hotels 5 ,of which are5 stars 16 ,are classified as four stars and the rest are popular hotels .Most existing hotels lack the international classification ,where most hotels depend on the local classification( the number of stars of the tourism facility )which is not adopted internationally .This will be one of the important development aspects in the future ;in order to diversify the sources of local and regional income by supplementing them with sources that are characterized by steadiness and reliability on the medium term 10( years )and long term 20( years.)

56 Strategic Goal:

Utilizing the geographic location of the Province and its ingredients

Challenged and Corrective Interventions:-

Region Goal 4 Developing a diversified economy backed by the private sector

Strategic Goal 2 of the Utilizing the geographic location of the Province and its ingredients Province

1 Program Challenges # Interventions/Projects

High levels of trespassing on Passing firm laws and legislations that prohibit agricultural lands, forests and 4.2.1.1 the use of lands of all types for other than their natural reservations purpose

Enforcing instructions, studying all violations - applied in the said planes, and prohibiting the Addressing the phenomenon 4.2.1 issuance of licenses except according to the Amending Legisla- of randomness in using land regulations of protecting agricultural planes tions without planning and prevent- ing wasting agricultural lands, 4.2.1.2 especially the planes of Bekher, Akre and Imadiyah that has agri- Removing violations according to the regula� - cultural nature tions and instructions of the said planes, maintaining agricultural planes and turning them into reservation not available for construction, espe- .cially the planes of Bekher, Akre and Imadiyah

2 Program Challenges # Interventions/Projects

The smallness of the Region’s financial budget, including the Restructuring the funds and increasing the Prov- Restructuring budget based on the accrual of 4.2.2 4.2.2.1 ince’s funds due to its geographic location and Program the demographic percentage of the incidents surrounding it Duhok, to implement projects related to this important priority

57 Duhok Provincial Development Strategy 3 Program Challenges # Interventions/Projects

The lack of a comprehensive map of land uses in Duhok Province based on modern scientific ty- Preparing comprehensive maps for the Province, pologies, the lack of digital data, that show the land uses based on modern inter- such as updated digital maps national typologies, obtaining high-resolution and high-resolution satellite 4.2.3.1 areal and space images to accomplish the task, in images for that purpose; so as collaboration with specialists from the University to adopt this map as a basis for of Duhok and the University of Zakho, and using licensing all future projects the modern technology Province completes, similar to developed countries. This project .has the top priority in this regard

The lack of geographic maps of Studies and Re- all types, including tourism and search Program archeological maps and roads Preparing a map that shows tourist and archeo- 4.2.3 maps, and the lack of their con- 4.2.3.2 logical locations, and roads tinual update, since these maps

attract tourists and investors and

make citizens’ lives easier

The lack of a case study regard- Studying the negative causes that lead to tres- ing the causes and conditions passing on agricultural land, keeping in mind the 4.2.3.3 that lead to trespassing on agri- priority of housing trespassers having limited cultural land income

The lack of case studies to define Preparing a case study to define natural reserva- natural reservations in the Prov- 4.2.3.4 tion ince

The lack of a master plan for the Identifying the required sectors to formulate a majority of different sectors in 4.2.3.5 master plan for the Province Duhok Province

4 Program Challenges # Interventions/Projects

The inadequate care given to tourism facilities and services, Awareness and Formulating a media plan to introduce tourist 4.2.4 and the inadequate utilization 4.2.4.1 Media Program facilities archeological and religious locations

58 5 Program Challenges # Interventions/Projects

Expanding Ibrahim Al-Khalil border control point 4.2.5.1 and separating the passage of small vehicles from large vehicles

The obsolescence of infrastructure compared with neighboring countries (Turkey – Syria) Connecting the point of (Derbin) with (Fishkha� in terms of roads, railways and 4.2.5.2 bour) to prevent entry to the Province of Nineveh border control points and connecting the Region directly to Syria

The point of (C. Rziri) which requires starting or commencing a project of Mateen Mountain tunnel, because of its great importance being 4.2.5.3 the gateway to Turkey, especially with with the fact that the Turkish side has competed the road network that lead to it

The lack of crisis funds to estab- Providing the required funds to establish the Technical Programs lish a highway (Rofia – Duhok 4.2.5.4 )highway (Rofia – Duhok – Zakho – Erbil )– Zakho

The incompetence of transpor- Completing the (Rofia – Bacharach) road , which tation networks and the lack of facilitates the safe arrival in Erbil through greatly 4.2.5 4.2.5.5 sustainability inside and outside reducing the distance compared to the current the Province )road (Bardarash – Kalak

The absence of a cargo airport in Opening a cargo airport within the current 4.2.5.6 the Province Duhok airport to facilitate trade and traders

Completing the case studies of establishing a Incomplete case studies iden- railway that connects Duhok-Erbil-Suleimaniyah- tifying the locations of railway 4.2.5.7 Halabja, and linking this railway with Turkey in passage the future

The lack of a competent manage- Formulating a comprehensive plan to coordinate 4.2.5.8 ment of water resources and manage efforts related to water resources

The weakness of coordination among the operations superviso- Invigorating the role the Province’s Council ry authorities, and the weakness 4.2.5.9 through holding monthly meetings with supervi- of enforcing laws and instruc- sory authorities tions on all citizens equally by those supervisory authorities

The lack of a detailed geological 4.2.5.10 Performing detailed surveys of the Province survey

59 Duhok Provincial Development Strategy Policies the Province Will Take to Achieve Goal:

1- Persistent endeavor to promote the Province as a future tourist destination, and including that in the Province’s programs, meetings and projects

2- Taking care of archeological and historical locations, ensuring their protection and issuing the required instructions and directives

3- Enhancing partnerships with the private sector and relevant international entities, which can contribute to utilizing the geographic location of the Province

4- Enhancing communication and constructive dialogue with the Region’s government regarding the enabling mechanisms that would expand the Province’s benefit from its border control points

Required Legislative Improvements:-

1- Issuing the required instructions that would enforce the laws of using land and the rule of law

2- Reviewing the revenues of border control points and amending them to include direct fees and fines that are manages and invested by the Province within the framework of its authority.

Proposed Project to the Region’s Government:-

1- Preparing a comprehensive geological survey of the level of the Region, to show available resources on the ground and underneath it, in addition to archeological locations

60 61 Duhok Provincial Development Strategy

CHAPTER THREE Financial and Administrative Efficiency Current Situation

This priority deals with the government’s efficiency, at the level of the Province, in performing its role in providing services to citizens and leading the process of development in the Province, through a collaborative and transparent approach subject to follow up and supervision. The local government includes the Province, the Province’s council, local councils, local directorates and the different local departments whose scope of geographic operation is Duhok Province.

In order for the government to provide its services and perform its role in effectively managing the development of the Province, there are a number of aspects whose current status was evaluated:

The dominance of tribalism in the relationship between the Province and the citizen

The community still interacts with the government and elected local council through the perspective of the tribe, treating the Province and its council as a tribal council that is always open any time for applications and complaints. This places the Province and its council under significant pressure in terms of the number of daily clients, and affects the flow of administrative operations in an organized and institutionalized manner. This is due to the need to promptly respond to the pressures of unscheduled urgent applications by citizens most of the time. The open door policy followed by political Provinces reflects high transparency and reveals the management spirit of the local government; however, managing the inputs of the interaction between the government and citizens needs development and improvement, in order to ensure that it does not affect the institutionalization of operation and its processes.

Coordination among different governmental institutions and the institutionalization of knowledge

The efficiency and transparency of coordination among the different governmental entities concerned with managing the Province is considered to be one of the most important enablers to achieve high efficiency of public services and the rule of law. This aspect requires a lot of effort and development in the upcoming period, whether in terms of coordination between the Province and the Region’s government, between the Province on one side and technical directorate and the Province’s council on the other, or among the technical directorates with functional connection themselves. In terms of the current status, there is an overlap in authorities due to the lack of clarity in the administrative reference in some cases. In addition, there is a general weakness in the coordination process meant to unify the overall direction of managing the Province. Furthermore, sharing information, and the clarity of vision and coordination inside the individual directorate reflects a plane weakness, since the quality of information and knowledge that the Province can obtain from a directorate depends largely on the person in that directorate with whom communication is made, and on his knowledge and learnedness of what is required, not on the availability of information in the directorate with which coordination is done.

64 Organizational structures and operations management

In the area of institutional management ,the current situation reflects a wide range of issues in need of development and improvement ,in terms of the institutionalization of governmental operations at the Province’s level ,since Provinces depend on the law ,decisions and instruction issued by the Region’s government to specify their roles and expand their duties .In spite of the fact that the law is the mainstay of clarifying roles and responsibilities ,the law alone is not enough .In order to achieve strategic management, organizational structures ,internal regulations ,procedure maps ,job descriptions and work manuals for the different departments have to exist .In spite of some efforts that were done during 2012 by the Ministry of Planning in the Region of Kurdistan and in the Provinces to specify the most successful organizational structure of the Provinces and to unify it at the level of the Region ,this effort has not been completed yet ,and there is apparent weakness in the organizational structures in terms of covering roles according to the standards of strategic management and good governance .There is a number of directorates and departments in the Province whose roles do not match their title ,in addition to lacking procedures maps that show the flow of processes and procedures .There are no studies on operations or work manuals regulating staff.

65 Duhok Provincial Development Strategy Strategic Goal:

Developing the efficiency of the Province’s managerial, financial and supervisory systems, through focusing on improving efficiency and readiness in crisis management

Challenged and Corrective Interventions:-

Region Goal 5 Effective and Honest Government Developing the efficiency of the Province’s managerial, finan- Strategic Goal 3 of the Province cial and supervisory systems, through focusing on improving efficiency and readiness in crisis management 1 Program Challenges # Interventions/Projects

Reviewing and updating the work and Work and social retirement laws do social retirement laws to encourage not follow modern developments in 5.3.1.1 work in the private sector, guaran- the job market teeing workers’ rights according to international standards 5.3.1 Amending Legislations

Amending the Financial Control The limited authority of the Financial Bureau Act to expand its authority to 5.3.1.2 Control Act supervise decisions and administrative activities

66 2 Program Challenges # Interventions/Projects

The inadequate knowledge of most Conducting educational and training workers of the principles of profes- 5.3.2.1 workshops to explain and develop the sional behavior principles of professional behavior

The lack of clear career paths for Designing career paths for employees 5.3.2.2 workers in public institutions based on the parallel training paths

Establishing a training center/institute on administrative and financial aspect, The low level of managerial and to be concerned with preparing, de- technical skills of some workers in 5.3.2.3 signing, implementing and evaluating the public sector training programs and plans for the public sector institutions 5.3.2 Human Resources

The absence of a manual to analyze Preparing a manual to analyze and public positions on which all public classify positions, including their roles, 5.3.2.4 institutions rely to develop their hu- responsibilities, job requirement, man resources knowledge, skills and qualifications

Not adopting a performance evalu- Preparing a system to evaluate em- ation system linked to the institu- 5.3.2.5 ployees performance linked to institutional performance based on the tional performance principle of reward and punishment

Designing an incentives systems linked The lack of a system for incentives 5.3.2.6 to the results of employees perfor- and rewards mance evaluation

67 Duhok Provincial Development Strategy 3 Program Challenges # Interventions/Projects Reviewing and/or redesigning organizational structures to reflect the The inadequacy of the managerial 5.3.3.1 objectives and responsibilities of insti- system of public institutions tutions, and merging institutions that have similar jurisdiction Reviewing the policies and procedures currently regulating operations and The inadequacy and complexity designing procedures manuals, guar- of procedures followed in public 5.3.3.2 anteeing simplifying procedures and departments and institutions ensuring their speedy execution at the suitable time and place for the benefit of the service recipient Establishing and administrative court The absence of an administrative in the Province, according to the regu- 5.3.3.3 judicature in the Province lations of Law Number (14) of (2008) of the Ministry of Justice in effect The absence of an administrative su- Establishing an “Administrative Body” pervisory entity to supervise public 5.3.3.4 that follows the Bureau of Financial 5.3.3 Restructuring Program institutions Control in Duhok Province Issuing a financial manual of all the The lack of a comprehensive finan- 5.3.3.5 financial laws and regulations and cial manual updating them continually The lack of instructions to implement Issuing Instructions for the Journalism the Journalism Freedom Protection 5.3.3.6 Freedom Protection Act Act Low quality of equipment in the Equipping the Quality Control Depart- 5.3.3.7 Quality Control Department ment and training technical staff Issuing a decision from the Governor to specify the roles and authorities of The lack of clear roles for the Quality 5.3.3.8 the Quality Control Unit, providing it Control and Assurance Unit with the suitable equipment and rehabilitating it to do its duties 5.3.3.9 Process Reengineering The existence of harsh routine 5.3.3.10 Restructuring institutions 5.3.3.11 Studied delegation of authorities Centralism in state’s departments 5.3.3.12 Reactivating decentralism of Provinces

68 4 Program Challenges # Interventions/Projects

The lack of an efficient database in Starting the formation of a compre- most institutions and the weakness hensive central database that is fed 5.3.4.1 of the culture of spreading knowl- by the archiving units of the different edge directorates in the Province

Preparing and developing the proce- The inadequacy of procedures fol- dures followed in recruitment, includ- 5.3.4.2 lowed in public recruitment ing the formation of a committee, setting standards, …etc

The inadequacy of internal networks Designing and implementing an inter- 5.3.4.3 and information systems nal network and securing servers

5.3.4 Technical Programs The absence of a specialized media Establishing a media faculty in one of 5.3.4.4 faculty Duhok’s universities

Not enforcing the Civil Service Act Placing mechanisms to enforce the and the Civil Service Council Number 5.3.4.5 formation of a Civil Service Council (7) of 2011

The relative insecurity in the Region in general and in the Province in Adopting an early warning and crisis specific, and the state of war against 5.3.4.6 management system at the level of terrorism are considered important Duhok challenges

69 Duhok Provincial Development Strategy Policies the Province Will Take to Achieve Goal:

1- Enhancing the rule of law and the principle of justice in distributing the benefits of development

2- Taking care of the most challenging districts in terms of poverty levels and competencies

3- Enhancing the coordination among governmental departments and frequently exchanging information through official systems and channels

4- Encouraging authority delegation and knowledge transfer and training during work, in order to build employees’ skills by their managers

Required Legislative Improvements:-

1- Enforcing the Civil Service Council and reviewing the Civil Service Act to ensure giving priority to competence and transparency; and minimizing procedures

2- Reviewing the Financial Supervision Authority Act and amending it to support the administrative supervision practice in financial affairs by the authority

3- Passing a legislation to establish an Electronic Government Authority, which would review and propose the required legislations to establish the e-government

4- Reviewing the articles on the regional development budget to include employees performance evaluation, development and rehabilitation

Proposed Project to the Region’s Government:-

1- Conducting an analytical study of the work procedures in the different ministries and reengineering governmental operations and procedures, in order to reduce time and routine, combat centralism, and enhance transparency and the delegation of possible authorities to local governments

2- Performing a comprehensive study at the Region’s level to measure the inflation of public staff and the gaps between the job requirements and the available competencies

3- Evaluating and developing the organizational structure of ministries and public sector institutions to elevate the efficiency of public services, enhance coordination among institutions and departments, match the job requirements with the public staff and increase transparency.

4- Engaging Provinces and directorates in a long-term comprehensive phased project, for the purposes of developing job descriptions, employment manuals and operations manuals, according to the standards of strategic management and results-oriented management, utilizing specialized foreign expertise, starting from the ministries with the highest priority it terms of their effect on development

5- Reviewing the methodology of performance evaluation in the public sector and linking career advancement with the results of performance evaluation

70 71 Duhok Provincial Development Strategy

CHAPTER FOUR Public Services Current Situation

This priority tackles the basic public services, such as electricity, water, sanitation, roads, health and education; in terms of the current situation and the required areas of improvement in the upcoming period.

The current situation data on the services of electricity, water and sanitation shows that the priority of increasing the power distribution efficiency “reducing losses and increasing the provision hours to reach 24 hours a day on the medium or long term” on one hand, and the necessity of increasing the production capacity on the other hand. It is expected that the daily need of Duhok in the upcoming years would increase, due to the demographic growth and the orientation towards developing private sectors and achieving economic development. The existing network barley covers the residential needs, and what is consumed by the industry sector is almost only 2% of production. Part of the future orientation of the Province includes developing the local private sector and increasing the size of investments in the agricultural, industrial, trade and tourism sectors; the increase in demand of electricity is a matter of time.

It is necessary that the Province target on the long run reaching a 100% citizens’ reliance on the local network, since giving up generators has a positive impact on the environment and the aesthetics of the construction division. Electric generators, whether joint of private, are considered sources of air pollution and noise pollution, in addition to the burden the cost operating a generator form on the citizen in terms of fuel and maintenance. Furthermore, they indicate the incompletion of the region’s developmental rehabilitation in the eyes of visitors and investors, not to mention deforming the aesthetics of construction in neighborhoods and cities.

It is possible to start searching for environment-friendly generation techniques, through initially limited generation stations, and then expanding. Duhok is characterized by the existence of running water, wind and electricity, which could form alternatives to fossil fuels in generating electricity in the future.

Regarding drinking water, the current situation shows that the consumption rate exceeds the international average per capita, which indicates water waste and misuse. The per capita share in the center exceeds the international average of 250 Liters/Capita/Day, reaching 274/Liters/Capita/Day. In the fringes it is equal to the international average

As for drinking water and electricity services, the governments must at least reclaim the cost, through a usage fee policy that accommodates the types of use, consumption and the income level. This is a proposed development area to the Region’s government.

Regarding sanitation, in spite of the fact that the percentage of the population connected to the public sanitation network is small (2.3%23), the used technique of septic tanks is considered environment-friendly and environment-improving technique in the field of black water disposal that is if the specialized standards are applied, and if their effect on groundwater is periodically checked.

23 IHSES II, 2012

74 Electricity

Production Capacity 1189MW

Losses 35%

The Percentage of the population served by the national electricity network in the centers, villages and fringes 98%

Percentage of families using national network only 4.7%

Percentage of families using the national network and another source (joint generator) 85.7%

Percentage of families using the national network and two other sources (joint and private generators) 9.6%24

Table 13 Generation Stations in Duhok Province 201225

Capacity No No. of Station Regions Served MW 1- Duhok Gas Station/ Kawashi 1000 Kurdistan

2- Duhok Station/Ba’adri 150 Kurdistan

3- MW Station/Duhok 29 29 Kurdistan

4- Akre Station 10 Kurdistan

There are projects under construction:

1- Adding 500 MW to the station of Kawashi to become 1500 MW.

2- 840 MW in Fishkhabour

3- 37 MW in Diralook.

24 Duhok Province Data and Statistics Duhok Directorate of Statistics, 2014 – based on the second Socio-economic survey, 2012 25 ibid

75 Duhok Provincial Development Strategy Table 14 Soled/ Consumed Power Distribution of 201326

No. Average Consumed Units Percentage 1 Residential 84.6 2 Commercial 12.8 3 Industrial 0.20 4 Agricultural 0.50 5 Governmental 1.06

The annual percentage of increase in demand is 10.5%

Drinking Water

- Volume of pure water produced (m3 /day) 218000

- Residential units connected to public network 95.6%

- Residential units depending on tank vehicles 1%

- Residential units depending on (river-canal-aqueduct-streams) 0.2%

- Residential units depending on open or covered wells 0.7%

- Per capital share of drinking water (277 Liters/Capital/Day) in Duhok (Province’s center). In the rest of districts and Districts and Sub-Districts (250 Liters/Capital/Day)

Figure 9 The Distribution of Families According to Availability of Water from the Public Network

26 ibid

76 Figure 10 Drinking Water Treatment before Usage by Citizens

Sanitation:

Figure 11 Sanitation in Duhok

77 Duhok Provincial Development Strategy Roads and Transportation

The past years witnessed an improvement on the quality of roads and their coverage in all Provinces, however, road coverage in the fringes of Duhok are still less than Erbil and Suleimaniyah, and the total length of paved main roads is still less than Erbil and Suleimaniyah. In addition, the road linking Duhok with the Provinces of Erbil and Suleimaniyah is still incomplete in terms of upgrade and expansion.

Table 15 Transportation27

Millennium De- Region of velopment Goals Duhok Erbil Suleimaniyah Iraq Source Kurdistan MDG/CI Total length of CI 14,841 3,777 5,391 5,673 - KRSO )paved roads (Km Length of main - 3,825 1,047 1,469 1,309 - KRSO )roads (Km Length of central - 3,984 980 1,452 1,552 - KRSO )roads (Km Length of rural roads - 7,033 1,750 2,470 2,813 - KRSO )(Km Length of highways - 0 0 0 0 - KRSO

Housing

The status of family housing in Kurdistan is considered good ,since most families own the residences they live in .This percentage is highest in Erbil )75.4%( and lowest in Duhok.)71%(

Most residences in Duhok )96.9%( are housed ,while a very small percentage )1.1%( of families live in apartments ,and 2% live in a different residential pattern ,such as slums and other.

In ,2013 the Province completed 356 residential buildings“ houses ”as part of the housing projects for low income people ,which included 2440 apartments and 5528 houses .As a result of the population increase due to internally displaced people in ,2014 it is expected that the need for residential units has increased.

In addition ,there are a number of housing projects executed by the private sectors ,however ,they target medium to high income people.

27 Kurdistan Region Statistics Office 2015, Socio-Economic Monitoring System Report in Kurdistan Region 2013, Erbil – Kurdistan

78 Figure 12 Distribution of Housing according to Occupancy in Duhok 2012

Health

Table 16 Health Services28

Region of Indicator Duhok Erbil Suleimaniyah Iraq Source Kurdistan Newborn Mortality (per 1000 28 33 27 24 32 MICS )born alive Infant Mortality under 5 Years of )Age (per 1000 born alive 32 37 34 25 37 MICS

Birth Control Means Prevalence 64.5% 52,4% 62.3% 66.6% 52.5% MICS HIV Positive (AIDS) (for age 3.7% 1.7% 3.5% 5.2% 3.1% MICS )bracket of 15-24 years

28 Kurdistan Region Statistics Office 2015, Socio-Economic Monitoring System Report in Kurdistan Region 2013, Erbil – Kurdistan.

79 Duhok Provincial Development Strategy Table 17 Primary Care Hospitals and Clinics29

Indicator Value Number of public hospitals 13 Number of beds in public hospitals 1685 )Hospital beds per 1000 (target 2.5 1.5 )Primary care health clinics per 1000 (target 1 0.6

Table 18 Vaccination Rate30

Vaccination Coverage % Vaccination Spring national oral vaccination campaign against polio for children under 5 in 2013 First round 97.3 Second round 97 Fall national oral vaccination campaign against polio for children under 5 in 2013 First round 97 Second round 99.5 National vaccination campaign against measles alone and 93.5 the MMR vaccine of primary school children of 2013

Disability rate5.95%

Table 19 Distribution of Physicians According to Specialty and Field of Work31

Total 8004

Total number of physicians 929

Specialists 217

Specialty-practicing physicians 133

General practitioners 62

Trainee physicians 111

Senior residents 189

Regular residents 217

Total number of pharmacists 112

Total number of dentists 160

29 According to the statistics of the General Directorate of Health in Duhok Province, Health Planning and Education Department/ Statistics Division of 2013 30 ibid 31 ibid

80 Number of medical staff and midwives 2063 University nursing staff 121 Nursing staff of nursing institutes graduates and midwives 693 Nursing preparatory schools and midwives 774 Other 475 Number of lab support staff 603 Number of support staff other than nursing and lab 1001 Number of engineers 155 Number of administrative staff 1487 Number of technical staff 269 Number of services staff 1225 Indicators (per 10000 of population) Physicians (target: 10) 8.3 Nursing staff (target: 40) 18.4 Dentists (target: 2) 1.4 Pharmacists (target: 2) 1 General practitioners and specialty practitioners 6.4 Specialists 1.9 Nursing staff to doctors (target 4:1) 2.2:1 Hospital beds per physician 1.8 Hospital beds per specialist 7.8

81 Duhok Provincial Development Strategy Education

Duhok Province suffers from a shortage of schools and the existence of two- and three-period schools, in addition to a relatively high level of average illiteracy compared to the Region’s average, especially females in the age of 15-24, where the average illiteracy of this segment in Duhok is 22.7%, which is higher than the Region’s average of 18.4% for the same segment. There are also variations in the level of education and literacy educational attainment between districts and Districts and Sub-Districts

Table20 Education and Illiteracy32

Region Duhok Erbil Suleimaniyah Iraq Source

Net enrollment in primary education 94.8% 94% 92.7% 97.8% 89.1% MICS

Net enrollment in secondary education 88.9% 86.2% 88.2% 91.2% - KRLFS

Percentage of people in the age of 15-24 who 92.3% 91% 89.2% 95.9% - KRLFS can read and write – male

Percentage of people in the age of 15-24 who 81.6% 77.3% 77.8% 88.1% - KRLFS can read and write – female

32 Socio-Economic Indicators in KRG – Socio-Economic Monitoring System, Ministry of Planning. Kurdistan Regional Statistics Office, Kurdistan Re- gion, Iraq, Dec 2012

82 Strategic Goal

Developing local services provided to citizens and investors ,through focusing on infrastructure services and health and educational services through environmental preservation.

Challenges and Corrective Interventions *:-

Regional Goal 1 Health and Social Services that Responds to the Citizens’ Needs Educational System and Employment Opportunities to Enable Citizens to Invest their Capabili- Regional Goal 2 ties and Improve their Living Regional Goal 3 Availability of the Required Infrastructure Strategic Goal 2 of the Developing local services provided to citizens and investors, through focusing on infrastruc- Province .ture, health and educational services through environmental preservation

1 Program Challenges # Interventions/Projects

There are administrative and financial problems in departments providing these services and a lack of current struc- Studying the possibility of allocating a tures in keeping up with future develop- 4.2.1.1 part of revenues to improve the perfor- ments mance of services The lack of a mechanism to delegate authorities The limited role of investment and Engaging the private sector (signing participation of the private sector in the 4.2.1.2 contracts with the private sector) in public sector in elevating the quality of services services provision

Providing services to Kurdish regions Conducting a study to estimate the outside the directorate’s borders without 4.2.1.3 financial burden of services provides to Restructuring 4.2.1 an additional budget Kurdish regions outside Duhok Province Program

Not providing services based on compre- Building a system to provide services hensive plans 4.2.1.4 based on comprehensive plan

The complexity of service provision procedures and the inefficiency of follow Enforcing the role of follow up and 4.2.1.5 up and evaluation units at the level of the evaluation units in the Province Province

Pollution of surface and ground water 4.2.1.6 Developing the sanitation networks

83 Duhok Provincial Development Strategy 2 Program Challenges # Interventions/Projects

The lack of a study that matches the job Conducting a study of the vocational responsibilities assigned to employees 4.2.2.1 burden with salaries Human Resourc- 4.2.2 es Program Preparing a program to qualify manage- The lack of a plan to qualify leadership 4.2.2.2 rial leadership

84 3 Program Challenges # Interventions/Projects

The services provided are not at the Conducting survey-based studies that required level in terms of quantity and 4.2.3.1 show the satisfaction with the quality of quality )service (health, education…etc

Conducting studies that show the level There is an issue of distributing services 4.2.3.2 of geographical spread of the services in the regions of the Province provided to citizens

The lack of economic feasibility studies Preparing economic feasibility studies on the possibility of purchasing services 4.2.3.3 on purchasing services from the private from the private sector sector

Formulating a mechanism to provide services in villages and rural areas, directing The lack of studies that show the basic a wave of necessary services to regions lack- services that should be provided in vil- 4.2.3.4 ing them, and preparing studies to provide lages and rural areas services to the areas of village congregation Research and 4.2.3 based on standardized criteria Studies Program

The lack of a manual for the services Preparing a manual of the services 4.2.3.5 provided provided

Preparing a comprehensive study to Current laws and legislations do not serve identify the legislations that need devel- 4.2.3.6 the process of service provision opment, which are related to developing and providing services

The lack of a particular study to illustrate Studying the equipment needs of voca- the actual vocational schools needs of 4.2.3.7 tional and applied sciences schools equipment

Studying the needs of existing librar- The lack of a study that evaluates the ies in educational institutions in local needs of educational institutions of 4.2.3.8 languages and establishing new libraries libraries in institutions that lack them

4 Program Challenges # Interventions/Projects

Formulating a comprehensive plan to Awareness and The lack of a plan to educate the civil 4.2.4 4.2.4.1 educate the society of public services Media Program society of services and how to maintain them

For the purposes of linking the Province’s projects to the Regional objective, the second Regional Goal was adopted for all * of the projects of this priority, in spite of the fact that the projects are connected to the first and third objectives in addition to the second Regional objective

85 Duhok Provincial Development Strategy Policies the Province Will Take to Achieve Goal:

1- Encouraging programs concerned with family planning which engages the media, local leaders and clan chieftains in this regard

2- Cooperating with international organizations and donor entities for the purposes of directing support to projects that serve citizens in the most impoverished regions, and to support the Province’s developmental priorities regarding infrastructure and services

3- Taking into consideration the improvement of health and educational services and improving the access of all citizens to these services

4- Taking into consideration the fair geographical distribution of services, based on the population density and the level of disadvantage

Required Legislative Improvements:-

1- Developing legislations regulating quality control in infrastructure projects

2- Passing an additional budget for Duhok Province to be allocated for projects that aim at bridging the development gap between it and the Provinces of Erbil and Suleimaniyah in the different development areas, and increasing the social and economic development indicators of the Province

Proposed Project to the Region’s Government:-

1- Establishing a special fund to compensate for the damages the followed the flow of a large number of internally displaced people and for their damaging the Province’s infrastructures

86 87 Duhok Provincial Development Strategy

CHAPTER FIVE Investment Environment Current Situation

The volume of local ,foreign and joint capital investments in Duhok until mid 2015 is estimated to exceed5 billion dollars ,most of which are local investments of nearly 4 billion dollars ,while a 1 billion dollar capital is distributed almost equally between joint and foreign investments33.

Table 21 the Distribution of Invested Capital of Duhok Province until Mid 2015

Local Investments $3,917,311,172 77.43% Joint Investments $596,051,072 11.78% Foreign Investments $546,126,434 10.79% Total Investments $5,059,488,678 100.00%

Some of the sectors that can be established or developed as a result of the optimal use of the available natural and human resources ,the geographic location of Duhok Province ,and the policies that encourage investment by the Region’s government are: - Extraction industries - Petrochemical industries - Construction materials industry - Services projects in tourism, transportation and clearance - Natural reservations and the hospitality facilities following them, similar to what many courtiers do to enhance income through environment tourism - Transportation services - Infrastructure development services through partnership with the government

Investment Laws

In spite of the advancement in the framework of legislations that encourage investment in the Region of Kurdistan, some laws related to protecting the local production and qualitative standardization, still need development.

Financial and banking Services

Financial and banking services are considered among the most important requirements for investment and attracting capital. In addition, providing a number of feasibility studies of feasible investment projects and providing a number of facilities for investors and attractive incentives for capitals are all considered basic to developing investment and attract capital. Currently, the banking and financial sector is characterized by extreme weakness, since it lacks service diversity, especially those needed for trade and investment. On the other hand, investors suffer from a trust issue between citizens and banks, where clients prefer receiving money in cash, while checks and banking instruments are considered unacceptable by the majority. Furthermore, the limited diversity and number of available local banks in the Province, and the limited electronic banking services and financial trade facilities accredited by banks outside the Region, are limiting factors of investment.

33 The data and statistics of the General Directorate of Investment in Duhok, the Directorate of Studies and Information, 2015

90 Table22 Number of Banks and their Geographic Distribution in Duhok Province34

Number of banks District Special- Total number of banks per district Central Trade Local ized Duhok 1 8 4 11 24 Zakho 5 1 7 13 Semel 1 1 Imadiyah 3 1 4 Akre 2 1 3 Bardarash 1 1 2 Shekhan 1 1 2 Total number of banks based on 1 21 9 18 49 bank type

Some data and statistics are unavailable ,and their availability would be helpful for the purposes of developing the financial services provided to investors .They include-: • The percentage of banking services use and their distribution • Most widely used banking services in the Province • The size of transfers and exchange according to the type of banks • Micro and small financial services, and the size of given financing, according to the type of project, gender and borough • Volume of debts and their type • The efficiency of the current moderate automation of banking services

34 Duhok data and statistics, the Directorate of Statistics of Duhok, 2014

91 Duhok Provincial Development Strategy Strategic Goal

Preparing an attractive investment environment in cooperation with the private sector and international organizations

Challenges and Corrective Interventions:

Regional Goal 4 Developing a Diversified Economy Backed by the Private Sector Preparing an attractive investment environment in cooperation with the private sector Strategic Goal 5 of the Province and international organizations 1 Program Challenges # Interventions/Projects

The need for updating laws and legislations, in order to be qualified Reviewing and amending the Invest- 4.5.1 Amending Legislations 4.5.1.1 for creating an investment attractive ment Act environment

2 Program Challenges # Interventions/Projects

Centralism in decision making and the Establishing a unified investment 4.5.2 Restructuring Program need for obtaining approvals of some 4.5.2.1 window for serving investors ministries

3 Program Challenges # Interventions/Projects

Designing a technical rehabilitation 4.5.3.1 program and training human resources concerned with investment

The shortage of technically-skilled Dedicating technical and managerial Human Resources Pro- 4.5.3 workforce able to implement invest- 4.5.3.2 rehabilitation courses for depart- gram ment projects ments related to investment

Implementing the New Employee 4.5.3.3 Program at the level of departments in the Province

92 4 Program Challenges # Interventions/Projects

Preparing a sectoral study about the Investors lacking a clear vision of 4.5.4.1 available investment opportunities in investment each sector

Research and Studies 4.5.4 Program The inability of investors to accurately Preparing primary feasibility studies 4.5.4.2 identify investment opportunities at the level of each sector

Expanding the database in invest- 4.5.4.3 ment directorates to include information about other economic sectors The lack of sufficient databases that investors can access Preparing a market study on the 4.5.4.4 investment sectors’ needs of human resources in technical aspects

5 Program Challenges # Interventions/Projects

The investment authority should 4.5.5.1 adopt a media campaign to promote investment in all sectors in Duhok Failure of the media to highlight the role of investment and its importance, or depicting it negatively Adopting an annual investment sym- Awareness and Media 4.5.5.2 4.5.5 posium in Duhok Province Program

Launching a media campaign to The shortage of technically-skilled remove the culture of shame and 4.5.5.3 workforce promote work opportunities in investment sectors

93 Duhok Provincial Development Strategy 6 Program Challenges # Interventions/Projects Ensuring showing the financial blanket 4.5.6.1 model of investors

Some investors not completing projects, Subcontractors providing a guarantee 4.5.6.2 and the slowness of implementation for good execution Unifying investment contracts and 4.5.6.3 endorsing them by the specialized authorities

Forming a local economic team that works on formulating the economic 4.5.6.4 The lack of a clear financial and economic policy of the Province and supporting policy for the government towards it with foreign expertise investment, especially regarding the Preparing an economic reform pro- stability and constancy of policies, open- 4.5.6.5 gram at the level of Duhok Province for ness and economy liberation, reform five years programs, taxation levels and the level of Reactivating the operation via PPP, BOT government intervention systems in strategic projects identified 4.5.6.6 by virtue of Instruction Number (1) of 2007 issued by the Supreme Council of Investment Mandating that investors recruit the The weak participation of the local work- local workforce with percentages that 4.5.6.7 force in investment projects vary by sector, need and common wages in the market Changing the form of subordination of consulting offices supervising invest- 4.5.6.8 The weak supervision on implementing ment projects and linking them the 4.5.6 Technical Programs projects and not holding delinquents General Directorate of Investment accountable Specifying a ceiling for the annual 4.5.6.9 work size of consulting offices

Amending the Investment Act and The prevalence of using connections and 4.5.6.10 focusing on transparency and account- nepotism ability Neglecting the private sector by the Establishing an economic partnership government regarding investments, and 4.5.6.11 council between the public and private not engaging it in decisions related to sectors investment The lack of suitable lands dedicated for Starting a project for the gradual ac- establishing investments, the fact that quisition of lands by the state through most lands have usage rights belonging 4.5.6.12 a specialized committee formed from to owners, and the lack of purely public the land appraisal committee lands, especially in districts

The lack of suitable means of transporta- Providing infrastructure, such as roads, tion in investment locations, especially in means of transportation, electricity, villages and rural areas, and the inad- 4.5.6.13 power and water, according to the equacy of electricity, power and water needs of investment lands services

Not using and managing governmental quality control and supervision efficient- Reconsidering the standards of quality ly, especially regarding the pricing of 4.5.6.14 control and supervision and compensating for services provided to real estate projects

94 Policies the Province Will Take to Achieve Goal:

1- Enhancing and strengthening supervision and the principles of good governance

2- Enhancing the relationships with international organizations and donor entities

3- Seeking the provision of data related to economic development at the level of the Province

4- Encouraging economic studies that tackle:-

a. Trade and tourism sectors

b. Demographic growth and its impact on the economy

c. Identifying the value chain of the main economic activities in the Province

d. Feasibility studies of future economic projects

e. Market needs of the workforce on the medium and long terms

5- Engaging the private sector as a key stakeholder in projects related to it or affecting it

Required Legislative Improvements:-

1- Issuing instructions that would ensure the implementation of quality control in the different economic sectors

2- Reviewing and developing the legislations and procedures that serve BOT and BOOT projects, taking into consideration the investor’s financial blanket, the mandate of contracts and the guarantees of good execution

3- Studying the central legislations defining the financial and banking sector in the Region, proposing the required legislative amendments and negotiating the Government of Baghdad regarding them

4- Reviewing and developing the Investment Act regarding industrial projects, in a manner that serves the development of the sector, and the sustainability of resources and the environment

5- Establishing an economic partnership council between the public and private sectors

6- Studying and issuing legislations related to increasing banks’ capital, introducing the banking services necessary for investment, possibly increasing the interest rate on bank deposits, and identifying the type of interest on bank loans in order to motivate economic growth

7- Reconsidering the standards of distributing the funds dedicated for supporting the agricultural sector, according to the relative advantage of the agricultural sector in each directorate

8- Reviewing the Regional Statistics Act and introducing amendments that would facilitate data gathering and delegating required authorities to statistical agencies

95 Duhok Provincial Development Strategy 9- Issuing the required legislations and instructions to protect local products having a development potential, especially regarding trade exchange with countries that have local products protection laws

Proposed Project to the Region’s Government:-

1- Reviewing and developing the methodology adopted in identifying the projects given for investment, and the proposed locations of such projects through the Kurdistan Investment Authority, such that it takes into consideration the developmental priorities of each Province, according to their strategic plan and its attractiveness to investors, such that more investment facilities are granted to encourage investment in the economically weakest areas

2- Establishing a unified investment window to serve investors, that include:

a. Restructuring the institutions concerned with economic growth

b. Reengineering public processes and services to reduce time and minimize errors

c. Designing the required infrastructure to implement the unified window, including electronic services

d. Building the capabilities of the concerned public staff and eradicating electronic illiteracy to enable the management of the window

3- Conducting a comprehensive economic study on the different economic sectors to identify the relative economic advantage of each Province ,and the growth-motivating priority sectors for the next phase

4- Preparing an industrial map for industries at the level of the Ministry of Industry and Commerce

5- Conducting a study on the available natural resources that exist on the ground and underneath it in the Region ,showing the type of available natural resources ,their quantities and the feasibility of their investment

96 97 Duhok Provincial Development Strategy

CHAPTER SIX Human Resources Strategic Goal

Duhok Province is considered the richest in the Region in terms of young human resources, since more than a quarter of the population (27.2%) is under the age of 10 years, and 60.5% of it is under the age of 24. This structure of the demographic pyramid curries high demands in terms of social welfare, protection and services, especially health and education, however, a quality revolution in developing the Province at the hands of the young generation is expected to take place in the next twenty years if security is established, and real and comprehensive reform programs of the education sector is curried out; that is in terms of curricula, competencies, management, and modern tools and equipment for schools that would promote the level of education to the level of advanced countries.

On the other hand, the absence of quality welfare of today’s children/ tomorrow’s youth, is expected to double the responsibilities of the public sector, and widen the gap between the private and public sectors, with a constant inflation in the size of the public sector staff, reflecting disguised unemployment that depletes the development resources and not contribute efficiently in its renaissance.-

Table23 Demographic Structure in Duhok Province in 201435

Age Group of Population % 4 -0 13.6 5-10 13.6 10-14 12.7 15-19 10.8 20-24 9.8 25-29 8.9 30-34 7.3 35-39 6 40-44 4.8 45-49 3.4 50-54 2.3 55-59 2.3 60-64 1.7 65 + 2.6

35 Duhok data and statistics, the Directorate of Statistics of Duhok, 2014 100 Figure 13 a Chart Showing Demographic Structure of Duhok Province in 2014

Demographic Structure of Duhok

Percentage of the Population

+ 65 2.6 60-64 1.7 55-59 2.3 50-54 2.3 45-49 3.4 40-44 4.8 35-39 6 30-34 7.3 25-29 8.9 20-24 9.8 15-19 10.8 10-14 12.7 5-10 13.6 0-4 13.6

As per education, there is an apparent inadequacy in the quality of education at the level of the Region. Currently, process standardization and quality comparison for education outputs of different levels compared to other countries in the world do not exist. For example, English and Arabic languages form an important obstacle facing the youth in cultural communication, life-long learning and responding to the market needs, especially with the increase of foreign and Arab investments in Suleimaniyah and the Region.

In addition, vocational education and training are considered to be one of the relatively inadequate areas that need research and development, in order to be consistent with the current and future market needs. This is consistent with the highlighted future orientations and priorities the Region’s Vision 2020.

It is of utmost importance that we in the next phase lay firm foundations and take responsible and serious steps to enable and rehabilitate women in Duhok, in terms of combating their illiteracy, protecting them from all forms of discrimination, nurturing their development and enabling them socially, economically and politically, in order for them to be the mothers that nurture a new balanced, educated and active generation.

101 Duhok Provincial Development Strategy Strategic Goal

Developing HR, especially the youth and women, to enable them to effectively participate in developing the society and its national and civil values

Challenges and Corrective Interventions:

Educational System and Employment Opportunities to Enable Regional Goal 2 Citizens to Invest their Capabilities and Improve their Living Developing HR, especially the youth and women, to enable Strategic Goal 6 of the Province them to effectively participate in developing the society and its national and civil values Challenges 1 Program # Interventions/Projects

The legislations regulating the affairs Reviewing and amending the legislations related to of people with special needs are not 2.6.1.1 people with special need keeping up with modern changes

The lack of interest in kindergartens and nurseries, the inadequacy of workers in Issuing instructions regarding opening nurseries kindergartens, and the fact that existing 2.6.1.2 and kindergartens and the conditions of workers in kindergartens are not suitable as educational them institutions

The lack of instructions regarding Issuing instructions regarding quality standards and 2.6.1.3 products’ standards and specifications specifications of domestic products

Reviewing the laws of the social safety network and the laws The feelings of the absent social 2.6.1.4 of social security, and amending the articles related to achiev- justice ing the feeling of social justice Amend- 2.6.1 ing Legis- The lack of a comprehensive health 2.6.1.5 Enacting a comprehensive health insurance law lations insurance law

Issuing instructions for the introduction of modern The inadequate graduates’ compe- 2.6.1.6 evaluation and rectification techniques for students tence in educational institutions in educational institutions

The lack and inadequacy of attention to Issuing instructions to public institutions to benefit humanitarian research and studies (edu- 2.6.1.7 from available expertise in universities )cational, social, health

The lack of instructions related to Issuing instructions related to sporting activities in the activities of sports education in 2.6.1.8 sports education in educational institutions educational institutions

The inadequate attention to sporting Issuing instructions and standards for opening, op- activities, especially in districts (school 2.6.1.9 erating and managing local sports centers and halls )sports, sports clubs

102 2 Program Challenges # Interventions/Projects

The inadequate utilization of the Establishing a specialized center in the Province and repressed potential of the youth to 2.6.2.1 districts for scientific education and for the gifted develop the community

The dearth of museums, the lack of Establishing an archeology department in the fac- interest in archeological locations and 2.6.2.2 ulty of human sciences in universities lack of a tourism guide

The lack of a museum dedicated to Establishing a museum dedicated to the Province’s 2.6.2.3 the history of Duhok history

Inadequate attention to nongov- Establishing a specialized administrative unit dedi- ernmental organizations (NGOs) 2.6.2.4 cated for the work of NGOs following the Depart- concerned with developing human Restruc- ment of NGOs in the Council of Ministers resources 2.6.2 turing Program

Starting the computerization of institutions and 2.6.2.5 launching the e-government project

The inadequate competence of insti- Reviewing and updating the current institutional 2.6.2.6 tutions performance evaluation framework

Taking a decision to establish a unit dedicated to 2.6.2.7 managing human resources in institutions

The existence of a surplus in some Conducting a study on the institutions’ needs of staff 2.6.2.8 public institutions .and rehabilitating and distributing the surplus

103 Duhok Provincial Development Strategy 3 Program Challenges # Interventions/Projects

Redesigning training plans and programs to reflect the The low level of technical and training work requirements and actual needs of employees, skills of the workers in the Directorate 2.6.3.1 and rehabilitating the employees of the Directorate of of Vocational Training Vocational Training

The inadequacy of technical skills of Preparing a program to rehabilitate people with 2.6.3.2 people with special needs special needs Preparing a training program in educational rehabilitation and development for teachers, according to The inadequate competence of edu- 2.6.3.3 their actual needs, and linking their participation in cational institutions graduates these courses with the results of their annual performance evaluation

The high level of poverty and unem- Conducting training programs to rehabilitate poor 2.6.3.4 ployment young people to have the required skills

Conducting training courses for the staff of NGOs Inadequate attention to NGOs special- 2.6.3.5 concerned with developing human resources on ized in developing human skills how to provide project proposals

Human Weakness of young people’s commu- Conducting training courses for the youth on com- 2.6.3 Resources 2.6.3.6 Program nication skills munication skills

The occurrence of some negative Conducting workshops for the Province’s employees phenomena as a result of the large 2.6.3.7 on managing crises and emergencies number of internally displaced people

The lack of communication skills among law enforcement authorities Conducting training courses for law enforcement 2.6.3.8 in dealing with citizens and public authorities on how to interact with citizens institutions

The low level of managerial and tech- Conducting training courses for district attorney 2.6.3.9 nical skills of district attorney staff staff

The shortage of farmers’ technical Conducting awareness, rehabilitation and training 2.6.3.10 skills courses for farmers

The lack of tourism staff due to the Reviewing the tourism training system and prepar- lack of tourism faculties and institu- 2.6.3.11 ing staff, benefiting from the experiences of the tions, and due to the socials mores surrounding region

104 4 Program Challenges # Interventions/Projects

The inadequate competence of edu- Studying the required skills in the job market and 2.6.4.1 cational institutions graduates linking them to educational curricula

The lack and inadequate attention Reviewing the current status of research and studies given to humanitarian research and 2.6.4.2 centers and their needs of staff and funds )studies (educational, social, health

Research and The shortage of survey data from Surveying schools’ needs of psychological and edu- 2.6.4 2.6.4.3 Studies educational advisors in schools cational advisors Program

The lack of a study on the economic Studying the social and economic status of margin- and social status of marginalized seg- 2.6.4.4 alized segments, in order to direct the operations of ments in the society small and medium projects

The lack of attention given to NGOs Studying the needs of NGOs and diagnosing their concerned with developing human 2.6.4.5 issues skills

105 Duhok Provincial Development Strategy 5 Program Challenges # Interventions/Projects

The weakness of belonging and Designing and executing an awareness campaign 2.6.5.1 citizenship regarding, rights, responsibilities and citizenship

The inadequate attention to the issue Launching an awareness campaign on family plan- 2.6.5.2 of family planning ning

Violence against women 2.6.5.3 An awareness campaign on violence against women

Media and Launching an educational/awareness campaign on Fanaticism in daily life 2.6.5.4 2.6.5 Aware- acceptance of others, coexistence and tolerance ness Program

The low level of participation in the Launching an awareness campaign for people with community by people with special 2.6.5.5 special needs to facilitate their integration in the needs society

An awareness campaign targeting families to be 2.6.5.6 engaged in parental boards

The weak relationship between educational institutions and families An awareness campaign to spread the culture and 2.6.5.7 value of work and frugality

An awareness campaign on women’s rights and 2.6.5.8 their vital role in the society

106 6 Program Challenges # Interventions/Projects

The inadequate coordination among Forming a board to coordinate between the public the public sector, the private sector 2.6.6.1 and private sectors and NGOs and NGOs

The lack of budget allocations for edu- Increasing allocation to educational, social and 2.6.6.2 cational, social and cultural sectors cultural sectors

Limited funding for illiteracy eradica- Continuing holding illiteracy eradication centers and 2.6.6.3 tion centers increasing funding

Reviewing the criteria and principles of admission The inadequate competence of edu- 2.6.6.4 followed in universities and proposing alternative cational institutions graduates mechanisms

Not patronizing distinguished scien- 2.6.6.5 Founding a prize for distinguished scientific research tific research

The Limited utilization of the re- Providing youth centers with the required equip- pressed potential of the youth to 2.6.6.6 )ment (sporting, cultural, artistic, scientific…etc develop the community

The lack of a database for job seekers Designing and establishing a database for job seek- Technical and available employment opportuni- 2.6.6.7 2.6.6 ers and available employment opportunities Programs ties

The dearth of museums, the limited Increasing funds for archeological excavations and attention to archeological locations 2.6.6.8 ruins renovation and the lack of a tourism guide

The lack of attention to publishing 2.6.6.9 Establishing a translation press and translations

The lack of a reference in printing, Allocating funds for a printing, publishing and distri- 2.6.6.10 publishing and distribution bution press

The inadequate attention to sports activities, especially in districts (school 2.6.6.11 Preparing a strategic plan for sports activities )sports, sports clubs

The limited interest in scouts camps in 2.6.6.12 Establishing periodic scouts camps for the youth the Ministry of Education

107 Duhok Provincial Development Strategy Policies the Province Will Take to Achieve Goal:

1- Patronizing young talents and gifted persons among the youth, girls, women and people with special needs

2- Encouraging entrepreneurship and small projects establishment among the youth and women, especially the citizens of districts with a high poverty rate

3- Adopting an open-door policy in the field, by encouraging the participation of all segments in the community in the process of development, especially civil society organizations, the media, ethnic/ religious minorities representatives, and people with special needs “different disabilities”

4- Patronizing youth activities and women rally activities, and giving them attention to positively motivate them

5- Continuing the process of educational institutions and ensuring the continual auditing of their quality level

Required Legislative Improvements:-

1- Issuing regulating legislations to improve the quality of education in the Region, including teachers’ capability building, providing a system for performance evaluation linked to career advancement, and measuring the competence of education outputs according to internationally accredited standards, in order to enable qualitative comparisons

Proposed Project to the Region’s Government:-

1- Conducting drastic reforms to the education sector, in order to develop the quality of education and improve the suitability of its outputs with the market requirements, based on the results of specialized studies on the market and investment requirements, the aspirations of job seekers, and the gap between education outputs the developmental needs in the next phase. This includes:

a. Training and rehabilitating the administrative and educational staff in all stages of the education sector, adopting a Teacher Competence Certificate to be renewed every three years, and linking the results of the competence examination with career advancement

b. Adopting competence examinations for students based on international standards

c. Preparing a comprehensive vocational training plan that responds to the market’s needs, and targets recruitment and the local workforce

d. Allocating sufficient funds to the programs of education and vocational education reform

108 Assumptions of Strategy Realization:

1- The ability of the Region to regain security, thereby regaining investors’ trust to the levels of 2012

2- Achieving stability regarding the budget and regional development funds, and providing the required budget to implementing the strategy

3- Increasing the annual Provinces’ budgets and increasing the authorities granted to local governments

4- Passing the required rectifying legislations by the Region’s Government

5- The cessation of the flow of internally displaced people to the Region and to the Province, and obtaining fundamental solutions to the problem represented by the existing internally displaced people in the Province

6- The recovery of oil prices from the current crisis represented by the large drop in global oil prices

7- the continuation of the peaceful coexistence of all community segments in the Province

8- Stability of natural factors and absence of cataclysms in the next phase

109 Duhok Provincial Development Strategy Application Requirements of the Strategic Development Plan of the Duhok Province and Performance Follow up and Assessment: In order to implement the Province’s strategic development plan successfully ,the following are required:

1- Ordering the proposed projects based on priority, and based on the dependence of some of them on others

2- Establishing a strategic management unit in the Province to be involved in the implementation of the plan, be directly connected to the Governor’s Office, and have the authority to directly contact His Excellency the Governor, the technical directorates following ministries, and the concerned General Directorate at the Ministry of Planning. The unit will be concerned with:

a. Preparing project description cards for each project, as mentioned in the strategic plan

b. Following up on obtaining the financial allocations required to implement the projects, through the investment budget, the regional development budget and other possible financial resources from specific regional strategic funds

c. Periodically reviewing the plan and proposing any necessary corrective amendments

d. Following up on execution of each project by the responsible entities, and measuring performance indicators

e. Predicting the potential risks which would hinder implementing the project and managing such risks if they occur

f. Preparing performance follow up reports

g. Coordinating with the Ministry of Planning regarding performance indicators, in order to provide the Ministry with progress results as per their requirements

h. Preparing internal evaluation reports regarding the efficiency and effectiveness of implementation

i. Supporting external reviewers by providing them with the required data to prepare the external review report

3- Allocating funds necessary to:

a. Building the capabilities of the strategic management unit staff, in terms of the mechanisms of strategic management, follow up and evaluation

b. Designing a database for the development indicators and performance indicators mentioned in the strategic development plan

c. Covering the operational expenses of the strategic management unit, including transportation to the locations of projects upon need, and meeting with the concerned directorates and organizations for the purposes of follow up

d. Executing the external evaluation

110 Timetable of the Follow up on the Implementation of the Strategic Development Plan

Table24 Timetable of the Follow up on the Implementation of the Strategic Development Plan

No. Follow up Report Deadline Period Covered by Report

1 First Follow Up Report of the First Year 2016 May 5 , 2016 First Quarter of First Year

2 Second Follow Up Report of the First Year 2016 July 5 , 2016 Second Quarter of First Year

3 Third Follow Up Report of the First Year 2016 October 5 , 2016 Third Quarter of First Year

4 Fourth Follow Up Report of the First Year 2016 January 5 , 2017 Fourth Quarter of First Year

5 First Follow Up Report of the Second Year 2017 May 5 , 2017 First Quarter of Second Year

6 Second Follow Up Report of the Second Year 2017 July 5 , 2017 Second Quarter of Second Year

7 Third Follow Up Report of the Second Year 2017 October 5 , 2017 Third Quarter of Second Year

8 Fourth Follow Up Report of the Second Year 2017 January 5 , 2018 Fourth Quarter of Second Year

9 First Follow Up Report of the Third Year 2018 May 5 , 2018 First Quarter of Third Year 10 Second Follow Up Report of the Third Year 2018 July 5 , 2018 Second Quarter of Third Year

11 Third Follow Up Report of the Third Year 2018 October 5 , 2018 Third Quarter of Third Year

12 Fourth Follow Up Report of the Third Year 2018 January 5 , 2019 Fourth Quarter of Third Year

111 Duhok Provincial Development Strategy Table 25 Timetable of Evaluation Reports

No Evaluation Period Estimated Aspects Measured by Evalu- Proposals Present- Perform- Covered by Time for ation ed by Evaluation ing Party1 Evaluation Evaluation Report 1 Primary One month One month The Province’s readiness Readiness evalu- External Evaluation from approv- The availability of imple- ation results and evaluation ing the plan mentation requirements proposals to im- The practicality of expecta- prove the efficiency tions and indicators of implementation, in addition to progress levels expectations 2 Midterm First year and One and a Level of success in achiev- Improvement areas 1- Internal progress the first half half months ing the goals of the plan which would de- evaluation evaluation of the second during the first half of the velop the efficiency 2- Op- year of the .implementation plan and effectiveness tional plan The performance evaluation of implementation -external report measures the follow- in the second half evaluation :ing of the strategy Relevance, effectiveness and efficiency Goals with high- Relevance: The relevance of est and lowest results achieved to objec- progress based tives set, and root causes of on performance development challenges indicators Effectiveness: Effectiveness of implementation (actual )vs. planned Efficiency: Efficiency of implantation (achieved progress level within allocated )time and budget

3 Final The entire One and a Level of success in achiev- General framework Internal progress period of half months ing the goals of the plan of the future stra- and exter- evaluation strategy im- (one month during the full period the tegic expectations nal evalu- plementation before the .implementation plan proposed in the ations end of the next strategic plan time period It tackles the same aspects and 15 days mentioned in the midterm after the end evaluation, i.e. relevance, )of the period efficiency and effectiveness

112 4 Evaluat- 5 years of 3 months Sustaining the achieved Practical proposals External ing the starting the results of the implemented to enlarge the posi- evaluation social and implementa- projects, legislative amend- tive impact of the economic tion of the ments and developmental development plans impact of plan policies included in the on the social and the plan plan. economic structure 3 years for The impact of implement- of the Province in implementing the plan’s directions, in the future ing the plan terms of projects, policies and 2 years and mechanisms on the after imple- community and the devel- mentation opment of local the economy, in terms the increase/ decrease in utilizing human resources, lands, imports, exports, registered economic facilities…etc

The evaluation of the socio- economic impact of the plan is performed through questionnaires and focus groups that measure the impact of changes made by the plan on the different social and economic aspects of the Province

(Footnotes) 1 Internal evaluation means that the evaluation will be performed by the administrative unit assigned to do that by the Province, whereas the external evaluation means contracting an external entity to perform the evaluation, in order to guarantee transparency and avoi

113 Duhok Provincial Development Strategy

LIST OF APPENDICES

Appendix (1) Strategic Priorities and Goal Map Appendix (2) Member of Thematic Committees, Experts and Consultants Supported Strategic Planning and Stakeholders Consulted Duhok Provincial Development Strategy 2016-2018

APPENDIX I

Map of Themes and Strategic Goals

116 Introduction:- This document has been prepared as a completion of the requirements of the Governorate's strategy management system application, in accordance with the international best practices. It includes a summary for the strategic development plan methodology and the future road map for the Governorate within the In- ternational Model of Socio-economic Transformation, and the Governorate’s strategic objectives scheme, which illustrates the link with the vision of Kurdistan and the model which will be used for the purposes of evaluation and follow up during the implementation of the plan’s projects

This document aims at providing stakeholders with a comprehensive view of the objectives to be achieved, and how they will contribute to accomplishing the Kurdistan Vision 2020

Based on the Provincial Development Strategy of the Governorate and this document, the Governorate prepared an executive work plan with a three-year timeframe (2016-2018), in addition to a follow up and evaluation plan to specify the concerned committees, the roles assigned to each and the progress reports they issue.

Integration and competitiveness Development and investment expansion

Focusing on Achieving Integration, developmental priorities Continuity and Competi- tiveness “Expanding Operation- Attracting Productive Enhancing the Elements of 2019 - 2025 Projects Institutional Efficiency “Increasing Produc- 2017 - 2018 tivity”

And Commencing Priorities 2016 Planning 2015

117 Duhok Provincial Development Strategy Methodology: The work methodology focused on an extensive analysis of all development elements in the governorate, through which the strategic direction for the upcoming years has been set. In order to ensure reaching the highest levels of precision, work teams have been formed to identify the gaps and challenges facing the governorate, through collaboration within the following mechanism

1. Mission and Values Why do we Exist? Analysis of Previous Performance

2. Vision Where are we now? Strategy Development Where do we want to be? 3. External analysis (chances & threats) What are the factors affecting our outcomes and results ? * SWOT analysis and spotting location by (PESTLE) analysis What is the environment surrounding us? 4. Internal analysis (strengths & weaknesses) How is our processes? (Chain Series) Strategy Planning Strategy 5. The Strategy Strategic guides How could we achieve our future vision? Strategy Implementation

Strategy Translation

6. Targeted values for the beneficiaries, How can we translate the strategy strategy dimensions into operational goals? How can we identify the measures and goals to moni- 7. Designing strategic goals' cards tor and control the strategy?

How to build a plan based on the vision and strategy? Strategy Translation Translation Strategy

Follow Up

8. Meetings to review strategy management Control (monitor) the strategy and learning Assessment Follow Up Follow

118 Regarding the Strategic Objectives Plan

• The strategic development plans for the Governorate for the years (2016 – 2018) form a step towards comprehensive development and growth in the governorate, within the framework of the international model for socio-economic transformation

• The strategic objectives of the Governorate are long term, and will remain suitable for the phase after 2018, taking into consideration the necessity of their review at the time of updating the strategic plan for a subsequent period

• The strategic objectives of the Governorate and the performance indicators of each objectives are linked to the strategic aims of the Kurdistan Vision 2020, and to the system of developmental indicators set by the Ministry of Planning in Iraqi Kurdistan

• Achieving any strategic objective of the Governorate directly contributes to achieving one of Kurdis- tan’s aims, and indirectly to achieving all aims.

• Each strategic objective is achieved through implementing a number of interventions “projects/policies/procedures”, which fall under six main programs classified according to the type of intervention and its desired impact. They are : 1) Legislations Amendment, 2) Restructuring and Management. 3) Human Resources Development, 4) Research and Development, 5) Awareness and Media, and 6) Tech- nical Projects Related to the Objective.

• Following a methodology for classifying interventions/projects under work programs enables the Gov- ernorate from maintaining and analyzing the allocated and spent budget for each program individually, and for each objective individually. This facilitates Results Oriented Budgeting adopted by developed Districts in managing and implementing their budgets.

• Each strategic objective has a follow up card that illustrates the objective’s definition, the performance indicators that will be used for the purposes of evaluating and following up on progress, the set of interventions falling under each program and objective, in addition to the assumptions related to the objective and the data required to measure progress and their source.

• Objectives cards are used by each Development Management Unit/ Strategic Management Unit, for the purposes of following up on progress and preparing follow up and evaluation reports.

119 Duhok Provincial Development Strategy Vision: Kurdistan citizens.. Freedom .. Sulaymaniyah Welfare Governance Investment Health...Economic and Social welfare Vision

Duhok Vision; The citizens of Duhok having the highest level of social and economic welfare, within a governance framework that invests in resources with high efficiency

Health and Social Services that Responds to the Citizens’ Needs

Educational System and Effective and Honest Availability of the Re- Employment Opportuni- Developing a Diversified Government quired Infrastructure ties to Enable Citizens to Economy Backed by the Utilizre their Capabilities Private Sector Kurdistan Objectives Kurdistan and Improve their Living

Managerial and Economy Financial Efficiency Public Services Geographic Location Human Resources Diversification Developing the Developing the local Utilizing the geo- Developing HR, Contributing to diver- efficiency of the services provided to graphic location of the especially the youth sifying the economy governorate’s mana- citizens and investors, governorate and its and women, to enable through utilizing ingredients gerial, financial and through focusing on them to effectively natural and financial supervisory systems, infrastructure ser- participate in develop- resources, based on Governorate’s Objectives Governorate’s through focusing on vices and health and Investment Environment ing the society and the relative advantage improving efficiency educational services Preparing the its national and civil of the governorate, and readiness in crisis through environmen- attractive investment values and engaging the management tal preservation. environment in coop- private sector eration with the private sector and international organizations

Program for Specialized tech- Awareness and Research and HR development Amending legisla- governmental nical programs media program development program specifies tions program institutions Specified in the specifies in the preparation pro- in the executive specified in the restructuring executive plan executive plan gram specifies in plan executive plan specified in the executive plan executive plan Programs and projects Programs

Accountability Professionality Credibility Transparency Commitment Equality Justice Our Values in our work

120 Sample of the Strategic Objective Card for Follow-up Purposes

Number 1 Strategic Objectives

Environment Field Attractive for Preparing the attractive investment environment in

Investments cooperation with the private sector and international Legislations organizations Program Amendment Objective Governorate Department Role Owner Indicator Performance Objective Definition Owner Indicators ) outputs( Preparing investment environment with all of its legislative and technical 1 components is a very important factor in achieving sustainable development ,since the more attractive the environment is ,the more it would lead to accelerated development 2

Programs and Pro- Indicator Programs and Projects under the Objective jects ’Outputs Perfor- Owner mance Indicators Amending 1 Reviewing and Amending the Investment Law 1 legislations

No. Strategic Objective No. Indicator Measurement Indicator Values Owner Base )Targeted( Frequency 2015 2016 2017 2018 Formula Indicator Units Data Availability

Assumptions Data Source

Remarks

121 Duhok Provincial Development Strategy 122 Duhok Provincial Development Strategy (2016-2018) Appendix II

Members of the Thematic Committees, Experts & Consultants Supported the Strategic Planning and the Stakeholders Consulted

123 Duhok Provincial Development Strategy Table of Contents

A: Thematic Committees:-3 B: Foreign consultants and experts7 C: Consulted Stakeholders

124 A: Thematic Committees:- 1- Diversification of Economy

# Name Institution / Role 1 Dr. Azad Ahmed Chairman 2 Iyad Abdul Haleem Head of the Chamber of Commerce and Industry 3 Abdal Rakeb Nazeer Co. UB 4 Nour Al Deen Al Sinjari Co. Sinar 5 Musheer Rasheed Duhok Governorate Council 6 Hafra Biyar Duhok Governorate Engineer / LADP 7 Jena Zeih Emanuel Engineer at LADP 8 Masud Abdul Aziz General Directorate of Agriculture in Duhok / Planning Head 9 Abdullah Tahir General Directorate of Tourism / Planning Department 10 Yeront Aminian Kurdistan MP 11 Nazdar Hussein Industrial Development Head 12 Kufan Tahssin Hussein Duhok Treasury / Assistant Manager 13 Delpheit Ahmed Manager 14 Dolofom Sero Manager 15 Dilgess Proe Lawyer 16 Doleir 17 Kulihar University Professor

125 Duhok Provincial Development Strategy 2 -Geographic Location

# Name Institution / Role 1 Ziyad Ahmed Karim Geologist 2 Hindan Nassr Al Deen Habib Farmer 3 Dr. Yassin Taha Mustafa ICT Manager at the University of Zakho 4 Farouq Yousef Sueliman Duhok Forest Director 5 Fostby Othman Muhammed Musallam Head of Duhok Transportation 6 Amid Muhammed Ma’soum Manager 7 Dr. Nizar Muhammed Salim No’man Duhok University 8 Geyafan Abdul Razzaq Suleiman Duhok Statistics 9 Khor Abdul Raheem Abdul Karim General Directorate of Roads and Bridges 10 Nazik Muhammed Governorate Council 11 Ivan Mustafa Taha Governorate Council Member 12 Bashar Muaya Sa’eed Engineer / Ibrahim Khalil Customs Directorate 13 Pawar Suleiman Architect / LADP II 14 Sakfan Salim Muhammed LADP 15 Mimir Farad ---- 16 Saman Management 17 Kilnaz -----

3 -Financial and Administrative Efficiency-:

# Name Institution / Role Musleh Saleh Lands Director / Duhok Dr. Hikmat Rashid Sultan University Professor Dalman Hussein Ahmed Governorate Council / Duhok Hafal Muhammed Muhammed Tahir Engineer / Duhok Governorate Hilal Suleiman Suleiman Jihan Bank Manager Burhan Sabri Sally Chief Engineer Izzat Fattah Othman Manager Dyaz Kri Rasoul Head of Duhok Construction Laboratory Shirwan Shukri Jameel Financial Supervision and Inspection in Duhok Issmat Ali Muhammed Financial Training Center in Duhok Iyad Ammo Inspection Department Browen Nissa Kurdistan MP Abdul Rahman Ahmed Othman Senior Chief Engineer / Programmer

126 R. Reteh Fattah Chief Editor of Iqra Newspaper Ali Ni’mat Ni’mat Planning Committee Member / Engineer Bissnah Muhammed Saleh Planning Committee Member / Programmer Sakfan Salim Muhammed Planning Committee Member Joan Al Hassan Manager Hafal Abed Supervisor Serzad Muhammed Supervision Committee Ihsan Yarar Civil Society

4 -Public Services

# Name Institution / Role Hoshyar Hassah Planning Department Lamya Hormiz Planning Department Gohware Abdul Rahim Planning Department – G.D. for Roads and Bridges Younes Ali Mhammed Planning Department Ali Shareef Engineer at Duhok Governorate Council Roney Che Mal Duhok Governorate Engineer at the Duhok Governorate Department of Sani- Mahfan Saleh Hussein tation Awaz Ahmed Mahmoud Steering Committee Member / Duhok Government Hajar Muhammed Shaker Head of Educational Planning Pawar Suleiman Engineer II LADP Jena Ziya Engineer / LADP Duleir Ahmed Management Murad Tho Teacher Arass Ammo Lawyer Jihan Ammo University Professor Kilstan Areef Business Administration Sherko Dilm Responsible Manager Barahm Hameed Manager Sherzath Akmar Management

127 Duhok Provincial Development Strategy 5 -Investment Environment

# Name Institution / Role Ali Abdullah Head of Industrial Investment Salam Salim Dilshad Ahmed Engineering / G.D. for Tourism Abdullah Tahir Planning Department Head / G.D. for Tourism Khalid Hassan Duhok Municipality Reper Abdullah Lawrico for Investment Ahmed Zubeel Duhok Industry Nafee’a Ali Duhok Investment Biwar Hashim Head of Planning Team Biland Bimarni Head of Building Planning Department G.D.B.B Dilshad Khalil Ibrahim Planning Engineering at Duhok Electricity Co. Khalid Younis Duhok Agriculture Urban Planning Engineer / Urban Planning Di- Barfan faisal Abdul Jabbar rectorate Nazik Muhammed Ali Governorate Council / Duhok Bahjat Ali Ibrahim Investment Manager Hadi Khalil Duhok University Sebyan Khalil University Professor Star Dara Teaching Committee Dyar Kamal ----- Simar Kalash Manager

6 -Human Resources

# Name Institution / Role Dr. Muhammed Sa’eed Birzanji Lecturer at the University of Duhok Samya Sa’eed Khalid Lecturer at UOD/SOC Dr. Shashan Muhammed Basic Education School Principal Ihan Jamal Planning Lecturer at UOD School Zoeybda Sayyed Saleh Social Sciences Consultant a CSR Iyyoub Fattah Sharfan Adel Hussein Steering Committee Ali Nimat Planning Team Biwar Muyi Al Deen Head of Planning Department

128 Hajir Muhammed Shakir Head of Educational Planning Sulaf Abdullah Lawyer Nawzad Sa’eed Assistant Manager at DOE Awaz Ahemd Manager at Wargah Ahmed Qassim Teacher Fahmi Suleiman Steering Committee Basnah Muhammed Planning Team Seban Manager Sefoler Supervisor Semal Lawyer Khairi Abbass

129 Duhok Provincial Development Strategy B: Foreign consultants and experts The following experts and consultants participated in the technical support for and experiences sharing with the directory committee, planning committee and hoc committees during the plan developing as a part of a project to implement specialized consultancy services for the UNDP - Iraq MEDAL: The International Management office– America, the Regional Management Office – Jordan – a Representative Office in Kurdistan – Erbil – a Representative Office in Iraq – Basra Experts of MEDAL:

1- Dr. Rana Al-Akhal – CEO – MEDAL – a strategic planning and local development expert and a certified quality examiner at the European Foundation for Quality Management - Belgium

2- Dr. Ahmad Shaqran – economic development, development plans and cities and governorates development expert

3- Dr. Khalid Al-Wazni – Senior economist and economic adviser at the Economic Policy Develop- ment Forum

4- Mr. Rami Abu Shama – governmental performance evaluation expert – former member of the government performance evaluation committee of the Cabinet - Jordan

5- Mr. Ghazi Al-Dboubi – Management, human resources development and professional education and training expert

C: UNDP Project Management Team Mr. Thair Shraideh, Programme Manager Mr. Halwan Bahktyar, Coordinator for Erbil Governorate Mr. Ibrahim Baba-Ali, Coordinator for Sulaimaniya Governorate Ms. Rawshan Hassan, Coordinator for Dohuk Governorate Mr. Aree Mustafa, Regional Coordinator

130 D: Consulted Stakeholders Consultation Workshop in the Governorate of Duhok, February 12 -13, 2014 # Name Work Place 1 Biwar Hashim Muhyi Al Deen Head of Planning Committee 2 Pawher Abdul Jalil Suleiman Member 3 Ali Ni’mat Ni’mat Member 4 Jena Ziya Kimanual Member 5 Samyan Saleh 6 Beh Sana Muhammed Saleh Member 7 Renas Hajji Abdullah Civil Engineer 8 Heh Darra Pierre Shhab Member 9 Javian Sa’een Sa’dallah Welfare Network / Observer 10 Masoud Abdul Aziz Mustafa Planning Head 11 Abdullah Quadi Ali Head of Kurdistan Water Directorate 12 Walat Muhammed Safar Head of Planning & Follow up / Municipalities 13 Dr. Hushyar Musa Suleiman Physician/Public Health Department/Duhok 14 Khurshid Ahmed Khalid Duhok Court 15 Hushyar Hassan Hassan Duhok Water 16 Khalid Suleiman Yassin GM / Municipalities 17 Nafee’a Mahmoud Ali Retail and Investment GM / Duhok 18 Keh Wer Abdlu Tahman Abdul Karim Planning Directorate / Roads 19 Ibrahim Mustrafa Taha Ministry of Finance 20 Burhan Sabri Chief Engineer 21 Hawar Saleh CSDP. R.M 22 Javian Abdul Razzaq Head of Duhok Statistics Office 23 Younis Ali Muhammed Engineer 24 Dr. Ninssen Teddy Shimon Geological Survey Directorate 25 Dilshad Ibrahim Khalil Planning Directorate 26 Nittrevan Sadiq Salman Head of the Youth Directorate 27 Lamya Yohanna Planning Department 28 Tahssin Omar Technical Department 29 Hajar Muhammed Shaker Head of Education Planning

131 Duhok Provincial Development Strategy Consultation Workshop in Duhok Governorate ,April 26-28 April2014 ,

# Name Work Place 1 Biwar Hashim Muhyi Al Deen Planning Committee Head 2 Bawhr Abdul Jaleel Suleiman Member 3 Ali Ni’mat Ni’mat Member 4 Jena Ziya Kimanuel Member 5 Beh Sana Muhammed Saleh Member 6 Heh Farr Pierre Shahab Member 7 Halat Hassan Civil Engineer 8 Abdullah Tahir Civil Engineer 9 Hoshyar Hassan Hassan Duhok Water Authority 10 Abdullah Tahir Tourism GM / Planning Directorate 11 Jyafan Sa’eed Sa’dallh Welfare Network / Observer Law Professional at the Directorate of Industrial De- 12 Adnan Sa’eed Abdul Rahman velopment 13 Samyan Hassan Omar Dams Planning Directorate 14 Mahmoud Muhammed Jassim Irrigation Directorate 15 Araz Younis Ahmed Department Head / Youth and Sports Directorate 16 Ali Ibrahim Muhammed Amin Head of the Statistics Department /Duhok Statistics 17 Hajar Muhammed Shakir Head of Education Planning 18 Muhammed Mustafa Abdullah Agricultural Planning Directorate 19 Dr. Ninssen Teddy Shimon Geological Survey Directorate 20 Khalid Suleiman Yassin Municipalities Planning Directorate 21 Walat Muhammed Safar Planning and Follow up Manager / Municipalities 22 Hazzim Muhammed Othman Engineer/ Head of Electrical Planning 23 Dr. Hoshyar Mousa Suleiman Physician/ Public Health Directorate/Duhok 24 Keh Wer Abdul Rahman Abdul Karim Planning Directorate/Roads 25 Maysam Muhammed Ibrahim Engineer/Planning Department/Bridges 26 Niwar Badee’ Abdul Azziz Culture and Arts

Consultation Conference in the Convention Centre- Duhok University November9/2014

132 # Name Work Place 1 Nozdar Salah Muhammed Ali Duhok Pharmacists Union 2 Omar Tajab Hassan Duhok Chamber of Commerce 3 Ja’far Abdullah Duhok Education 4 Shirzad Muhammed Badal Duhok Education Supervision 5 Saleh Jassim Hassan Duhok Education Supervision 6 Nawzat Jamil Najou Duhok Chamber of Commerce 7 Kawah Abdul Azziz Abdul Azziz Consumer Protection Association 8 Rashid Mirza Bibo Lalish Center 9 Nour Al Deen Khalaf Muhiy Duhok Chamber of Commerce 10 Botan Huhssin Saleh Duhok Deputy 11 Aland Amir Kouka Mangesh District Director 12 Sa’ban Khalil Abdullah Zawayteh District Director 13 Zirak Tahir Dosky Subcontractors Union 14 Diwaly Hajji Jassim Y. Kikerto Third Center 15 Salim Ali Omar Western Region Education Supervisor 16 Zafan Hashim Abdul Baqui Social Researchers Association 17 Tahssin Saleh Ibrahim Social Researchers Association 18 Halat Salman Suleiman Jihan Bank Manager 19 Izzat Tamir Hajji Accountants Union 20 Nouri Ahim Abu Bakir Kurdistan Labor Union 21 Isshaq Issa Ouraha Kurdistan Labor Union 22 Mahmoud Suleiman Sa’do Kurdistan Labor Union 23 Dalawer Yehet Amiri Kurdistan Labor Union 24 Kourkiss Ourha Yousef Democratic Assyrian Movement 25 Hassan Suleifani Kurdistan Authors Federation 26 Muhammed Abdullah Kurdistan Authors Federation 27 Bashi Muhammed Ali Kurdistan Authors Federation 28 Nizyar Tahssin Ahmed Artists Union 29 Shafan Mustafa Ali Artists Union 30 Ahmed Ahmed Mshgani Artists Union 31 Fadil Rashid Mahmoud Duhok Department of Environment 32 Hussein Ahmed Ibrahim Duhok Department of Environment 33 Muhammed Yousef Fattah Duhok Department of Environment 34 Bassam Ahmed Abdullah Norooz University

133 Duhok Provincial Development Strategy 35 Zerfan Hassan Norooz University 36 Nizar Ja’far Salim Norooz University 37 Waleed Hassan Hajji Norooz University 38 Issmat Ibrahim Hajji Norooz University 39 Farssat Mahmoud Muhammed Amin Norooz University 40 Fouzi Ali Nouri Norooz University Abdul Jabbar Muahmmad Mu- 41 Norooz University hammed 42 Masoud Ramadan Ahemd Norooz University 43 Juma Mustafa Nijim Norooz University 44 Hoker Hussein Ismail Norooz University 45 Faris Muhammed Muhammed Norooz University 46 Dyar Adil Abdullah Norooz University 47 Anwar Ismail Sa’eed Norooz University 48 Kafi Fouzi Mahmoud Norooz University 49 Hamid Hamid Muhammed Amin Norooz University 50 Gillan Juma Abdul Gaffir Norooz University 51 Hiwa Majid Muhiy Al Deen Norooz University 52 Dalman Kamil Ahmed Norooz University 53 Nazad Adil Muhammed Ali Norooz University 54 Hazar Jamal Yassin Norooz University 55 Houshank Farzenfah Norooz University 56 Seban Jamil Mustafa Norooz University 57 Ahmed Hassan Norooz University 58 Ihsan Muhssin Hussein Norooz University 59 Majid Idris Juma Norooz University 60 Ahmed Yihya Abdullah Faculty of Business Administration and Economy 61 Darman Suleiman Faculty of Business Administration and Economy 62 Araz Muhammed Rashi Omar Faculty of Business Administration and Economy 63 Hikmat Faculty of Business Administration and Economy 64 Hadi Khalil Faculty of Business Administration and Economy 65 Sinan Quassim Faculty of Business Administration and Economy 66 Muhammed Majid Mahmoud Faculty of Business Administration and Economy 67 Dleir Salim Ali Faculty of Business Administration and Economy 68 Ali Ja’farallah Safawi Faculty of Business Administration and Economy

134 69 Nijirfan Abdul Hamad Faculty of Business Administration and Economy 70 Hakar Muhammed Salim Abdullah Faculty of Business Administration and Economy 71 Mifan Saleh Rashid Faculty of Business Administration and Economy 72 Zaid Hussein Ali Faculty of Business Administration and Economy 73 Zirfan Shahid Amin Faculty of Business Administration and Economy 74 Adnan Ahmed Muhammed Faculty of Business Administration and Economy 75 Jihan Zoro Sa’eed Faculty of Business Administration and Economy 76 Nari Sa’eed Mustafa Faculty of Business Administration and Economy 77 Shaima’ Khalid Ahmed Faculty of Business Administration and Economy 78 Dilphine Muhammed Rashoul Faculty of Business Administration and Economy 79 Youssef Abdul Karim Ahemd Faculty of Business Administration and Economy 80 Abdul Rasoul Saleh Mahdi Faculty of Business Administration and Economy 81 Omar Jamil Mansour Faculty of Business Administration and Economy 82 Mustafa Muhammed Nouri Faculty of Business Administration and Economy 83 Hussein Ahmed Hussein Faculty of Business Administration and Economy 84 Zohor Hussein Hussein Faculty of Business Administration and Economy 85 Khallat Shukri Quassim Faculty of Business Administration and Economy 86 Nissrim Hummaed Tahir Faculty of Business Administration and Economy 87 Ziyad Tarek Faculty of Business Administration and Economy 88 Mahir Jala Mustaf Faculty of Business Administration and Economy 89 Nozad Rajab Zubir Faculty of Business Administration and Economy 90 Omar Hikmar Majid Faculty of Business Administration and Economy 91 Qussai Abdul Wahid Izzat Faculty of Business Administration and Economy 92 Kofan Muhammed Sadeq Faculty of Business Administration and Economy 93 Ibrahim Abdul Jabbal Quassim Faculty of Business Administration and Economy 94 Noura Owiter Ayyoub Faculty of Business Administration and Economy 95 Nohara Younes Korkes Faculty of Business Administration and Economy 96 Shafan Abdul Rahman Jamil Faculty of Business Administration and Economy 97 Sirbrest Sabri Ismail Darah Toe District Director 98 Amin Ali Azziz Roufya Municipality Head 99 Mahmoud Tayyeb Muhammed Democratic Party Representative 100 Ahmed Khaled Badal Democratic Party Representative 101 Ali Ismail Abdul Rahman Bardarash Deputy Representative 102 Masoud Khalaf Bahjat Bardarash Deputy Representative 103 Tahssin Ismat Quadir Kurdistan Law Professionals Federation

135 Duhok Provincial Development Strategy 104 Pierre Mousa Ali Bardarash Municipality Mayor 105 Abdul Salam Muhammed Jirjis Bardarash Polytechnic Institute 106 Fattah Muhssin Hawi Bardarash Agriculture 107 Shaki Othman Hassan Bardarash Agriculture 108 Miqdad Kakil Suleiman Bardarash Youth Center Officer 109 Arz Hamid Muhammed Journalist Union Representative 110 Amir Ali Rashid Commerce Supervision 111 Karwan Ali Rashid Bardarash Deputy Representative 112 Abdul Quadir Abdullah Muhammed Kurdistan Teachers Federation Representative 113 Ibrahim Michael Hussein Youth Federation Representative 114 Abdal Muhammed Matou Head of the Labor Union Committee 115 Nizar Azziz Mustafa Head of the Mechanical Workers Committee 116 Amira Rasoul Outhman Shazda Center 117 Jamila Muahmmed Ismail Duhok Governorate Council Member 118 Narin Omar Muosa Bardarash Protection Officer 119 Salah Mustafa Ahmed Bardarash Department of Health 120 Hazzim Saeed Mahmoud Bardarash Department of Electricity 121 Fakhir Ahmed Outhman Bardarash Electrical Maintenance Officer 122 Tayyar Adel Kouran Media 123 Pierre Baqi Heritage Protection Association / Zakho 124 Mahdi Mounir Adul Rahman Artists Union 125 Pierre Muhammed Yahya Artists Union 126 Khalid Hussein 127 Suzan Muhammed Hajji Zakho University 128 She Radaar Hassan Ali Zakho University 129 Revenik Abdul Azziz Rashid Zakho University 130 Abbas Khalil Ibrahim Zakho University 131 Faris Hajji Yousef Zakho University 132 Mohammed Outhman Muhammed Zakho University 133 Sakfan A’ar Ismail Labor Union 134 Mulla Ghayyath Ahemd Saladdin Mosque Imam and Orator 135 Nawzat Jamil Salim Zakho University 136 Mullah Abdul Rahman Abdul Majid Barzan Mosque Imam and Orator 137 Nouri Ramadan Zakho Hospital 138 Salam Hassou E.M.K Officer

136 139 Ahmed Abdul Hamid Quassim Teacher 140 Qaiss Obeid Muhammed Soufi General Surgery and Laboratories Specialist 141 Muhammed Shams Al Deen Mosque Imam and Orator 142 Mullah Ahmed Sharnakhi Muslim Scholars Officer 143 Ramadan Abdulla Sanadi Y. Kikerto Member 144 Sameera Hassan Abdullah Zakho Women Union Officer 145 Fatmah Fikri Muhammed Zakho Women Union Administration and Finance Officer 146 Adiba Izziddin Tahir Zakho Women Union Member 147 Klafiz Salim Women Council 148 Khawlah Muhammed Abdullah Women Social Department Officer 149 Osama Sahmi Omar Zakho University 150 Berhat Abdul Jabbar Serab Zakho University 151 Reben Zarrar Zakho University 152 Adnan Karki Shro Journalists Union 153 Farhad Hajji Abdul Majid Journalists Union 154 Noah Suleiman Hussein Engineers Union 155 Yahya Sami Jamil Engineers Union 156 Muhssin Taha Al Shakh Zakho University 157 Dlofan Hajji Omar Zakho University 158 Dlofan Amin Suleiman Zakho University 159 Dia Ismat Dino Zakho University 160 Sa’eed Suleiman Zakho School Principal 161 Muhammed Abdul Karim Zakho Department of Health 162 Aas Ismail Hajji Zakho Committee 163 Sirbest Muhammed Saleh Hassan Peasants Union 164 Adil Ramadan Hussein Laqui N.G.B 165 Nawzat Jamil Salim Zakho Labor Union 166 Gharib Hassan Abdo Culture/ Branch 8 167 Muhammed Abul Khaliq Zakho University 168 Rebaz Khalil Saleh Zakho University 169 Afin Muhammed Saleh Ahmed Zakho University 170 Hifi Khalid Ahemd Zakho University 171 Shirzad Zakariyya Muhammed Zakho University 172 Kawar Farhad Ali Zakho University

137 Duhok Provincial Development Strategy 173 KawaR Sabri Hassan Zakho University 174 Azad Abdul Hamid Ismail Zakho University 175 Lawin Farhad Sami Zakho University 176 Banaf Ahmed Muhammed Zakho Youth Center 177 Jidyar Ali Saleh Zakho Youth Center 178 Latif Othman Ismail Khamtir Co. 179 Masoud Sabri Ahmed Public Medicines Repository 180 Ahmed Khalid Shro Zakho Chamber of Attorneys 181 Za’eem Masto Muhammed Zakho Chamber of Attorneys 182 Rah Naj Muhammed Nouri Zakho University 183 Karzan Ghazi Abdul Jabbar Zakho University 184 Abdul Razzaq Mousa Zakho Veterinarian Center 185 Sami Ma’rouf Awqaf 186 Muahmed Sa’eed Hassan Muslim Scholars Federation 187 Muhammed Tahir Mahmoud Awqaf 188 Michael Rashid Ali Faculty of Education and Basic Education 189 Shakir Fattah Kak Acre Polytechnic Institute 190 Hawar Adil Ayyoub Acre District Deputy 191 Sa’eed Ibrahim Yousef Arqa Peasants Committee Officer 192 Rashid As’ad Ahmed Peasants Committee Member 193 Sadiq Muhammed Ali Acre Agriculture 194 Pierre Adbullah Ahemd Acre Agriculture 195 Burhan Khalid Khano Kurdsin Mail and Telegram 196 Mus’ab Salamn Sultan Acre Polytechnic Institute 197 Ridwan Shakir Omar Faculty of Education and Basic Education 198 Hayyass Latiff Jowano Faculty of Education and Basic Education 199 Kafya Muhammed Muhammed Faculty of Education and Basic Education 200 Huda Isamil Nabi Faculty of Education and Basic Education 201 Dala Ramadan Sa’adallah Acre Municipality Presidency 202 Khadir Salman Abdi Private Sector 203 Hussein Abdul Latif Muhammed Institute 204 Ramadan Sharif Hassan Acre Irrigation 205 Muahmmed Sa’eed Abul Karim Engineers Union 206 Khourshid Ramadan Construction and Housing 207 Shams Al Deen Muhammed Acre Polytechnic Institute

138 208 Kamal Ramadan Ahmed Acre Culture Movement 209 Kamiran Quassim Abdul Rahman Acre Municipality Mayor 210 Hazzim Khalif Ali Faculty of Education and Basic Education 211 Shafee’ Muhammed Mahmoud Acre Sciences and Education Faculty 212 Sha’ban Fadil Ibrahim Acre Faculty of Education and Basic Education 213 Hassan Hussein Mawloud Acre Youth Center 214 Sa’ban Khesro Abdullah Union Head 215 Abdul Rahim Sa’bam Shekho Head of Acre Mechanical Committee 216 Sirbest Muhammed Shukri Acre Physicians Union Representative 217 Dumtin Sahtam Acre Physicians Union Member 218 Badrakhan Ridqan Acre Institute 219 Naram Joot Agha Acre Polytechnic College 220 Abdul Hamad Jassim Muhammed Acre Polytechnic Institute 221 Humim Ali Ahmed Acre Polytechnic Institute 222 Hora Jamal Younis Acre Polytechnic Institute 223 Ahmed Jamil Ibrahim Acre Agriculture 224 Rizkar Hajji Michael Lawyer 225 Akram Ismael Younis Lawyer 226 Bebers Tarek Khourshid Acre Polytechnic College 227 Ibrahim Salim Muhammed Acre Municipality 228 Hawar Adam Rashid Acre Municipality 229 Shamal Ismail Acre Radio 230 Azad Hassan Acre Journalism Censorship 231 Jabrael Korel Shimon Shekhan Education - Teacher 232 Bidar Hajji Shekho Shekhan Polytechnic Institute 233 Hamid Muhammed Saleh Shekhan Polytechnic College 234 Hashim Hassan Salim Shekhan Polytechnic Institute 235 Quabil Sabir Muhammed Shekhan Polytechnic Institute 236 Dolfan Taha Abdullah Shekhan Polytechnic Institute 237 Ali Uonis Taha Directorate of Culture and Arts 238 Sadiq Hajji Ahmed Shekhan Labor Union 239 Muhammed Aref Tatar Shekhan Ruins Representative 240 Amsad Ramadan Abdullah Economist 241 Miqdad Hassan Muhamed

139 Duhok Provincial Development Strategy Najm Al Deen Abdullah Abdul 242 Shekhan Directorate of Agriculture Quadir 243 Ahmed Hikmat Younes Shekhan Directorate of Agriculture 244 Bashir Jalil Azziz Peasant 245 Hafsal Tarek Lasho Artist 246 Imad Mustafa Ahemd Qassrook Veterinarian Center 247 Subhi Hafand Yousef Lawyer 248 Khayeryeh Saleh Muhyi Lawyer 249 Arduwan Fathi Ali Shekhan Polytechnic College 250 Diaa’ Mustafa Suleiman Shekhan Polytechnic College Dean 251 Bashir Fattah Abdul Qadir Islamic Union Party 252 Taj Al Deen Ahem Anwar Shikhan 253 Muahmmed Ahmed Mahmoud Islamic Imam 254 Shirzad Ghazi Idris Shekhan Sports and Youth 255 Father Jabrael Korkes Alqosh Monastery Prior 256 Khayri Khadar Saffo Shikan Sector Directorate 257 Wassim Samyan Shekhan Hospital 258 Amir Sabo Illias ShekhanBranch 20 Representatives 259 Khayri Kaddi Khadar Shekhan District Deputy 260 Keh Mal Mala’in Khalid Head of Shekhan Peasant Committee 261 Anwar Kreiteh Hassan Peasants Representative 262 Anweya Daoud Yokhanin Christians Chieftain 263 Hussin Hajji Ousman Azadi Troupe for Arts 264 Quadi Yasmi QUadir Shekhan District 265 Ali Khadar Illias Office Manager 266 Masoud Hazzim Anwar Shekhan Branch 20 Communication Member 267 Majid Muhammed Amin Shekhan GM 268 Shams Khan Majid Abdi Member / Women 269 Dindar Michael Ahmed Shekhan Polytechnic Institute 270 Akram Sueliman Ahemd Mosul Office Manager K.T.F. 271 Aysar Jirjis Hamid Shladzi District 272 Hafal Mihammed Sharif Jumanki District 273 Sami Oshna Korkis Kani Massi District 274 Najib Sa’eed Rashid Imadyah Distrcit Health Director 275 Hakar Hamid Rashid Imadyah District Director of Agriculture

140 276 Mulla Saif Al Deen Imadyah B.L.N. – Scholars Union 277 Hakar Abul Salam Ahmed Imadya Head of Awqaf 278 Nassrat Islam Muhammed Islamic Federation Branch Manager 279 Mushir Muhammed Bashir Sarsank District Director 280 Abdul Wahid Tahis Amedi Committee 281 Ihsan Tawfir Tayyeb Amedi Polytechnic Institute 282 Dalakehsh Quadir Muhammed Saleh Amedi Polytechnic Institute 283 Hawwar Muhammed Sa’eed Balo Amedi Polytechnic Institute 284 Shawan Hafith Mustafa Amedi Polytechnic Institute 285 Beman Mushir Sa’eed District Council Member 286 Aishah Ali Omar Amedi District – Head ofWomen’s Committee 287 Assim Jabrael Sedo Amedi Labor Union Branch Head 288 Issmat Amin Amedi Agricultural Chief Engineer 289 Nafrooz Sha’ban Hakim Amedi Director of Culture and Arts 290 Zuhir Hajji Mustafa Issfka Co. 291 Muhammed Ahmed Muhammed Amedi Hospital Manager 292 Shafan Abdul Rahman Ibrahim Amedi Veterinarian Center 293 Saleh Quadir Abdullah Peasants Union 294 Yousef Ali Ahemd Peasants Union 295 Abdul Jalil Khali Rahid Peasants Union 296 Iyas Abdul Rahman Sarssank Tourism 297 Kawah Muhammed Rashid Warrar Organizations 298 Sofalf Saleh Abdullah Engineers Union 299 Solaf Muhammed Ali Amedi Treasury 300 Rizin Ahmed Suleiman Chamber of Attorneys 301 Joan Hamdi Ahmed Chamber of Attorneys 302 Issa Jirjis Hussein Sarssank Peasants Representative 303 Subhi Muhammed Abdullah Duhok Governorate 304 Hafal Ahmed Abdullah Amedi District 305 Jiyayi Ibrahim Muhammed Sa’eed Zirin Organizations 306 Nawras Malallah Khallat Pharmacist 307 Yousef Tawfiq Muhammed Amin Khani Library in Amedi 308 Adil Sufian Hussein Amedi B.T. 309 Zeirah Fan Sa’eed Tili Youth Center

141 Duhok Provincial Development Strategy 310 Biran Muhammed Sa’eed Youth Center 311 Hayfa Kolik Ismail Amedi Polytechnic Institute 312 Kalthoum Quadir Kirso Amedi Polytechnic Institute 313 Awat Muhammed Tahir Amedi Polytechnic Institute 314 Israa Mu’ayyad Yousef Amedi Polytechnic Institute Muhammed Sharif Muhammed 315 KTV Media Saleh 316 Ribaz Abdullah Othman Media 317 Hussein Khalid Sa’eed Amedi District Deputy Director 318 Mushtaq Immat Abed Bamerni District Director 319 Idris Younsi Fattah Commerce 320 Hussein Muhammed Hussein Commerce 321 Mahir Muhammed Ismail Commerce 322 Adbul Hamad Ramadan Tito Semel (E.M.K) Manager 323 Helen Luqman Ahmed University 324 Nissrin Muhammed Abdul Rahman University 325 Laila Muhammed Hajji University 326 Saleh Ghazi Saleh Media 327 Yousef Shafiq Tawfiq Engineers Union 328 Lizkine Ahmed Mirowin University of Agriculture 329 Muahmmed Sudqi Saleh University of Agriculture 330 Muhammed Ramadan Abdullaj Sports and Youth 331 Mustafa Hussein Hassan Head of Semel Labor Union 332 Suleiman Na’eef Ali Faculty of Agriculture 333 Issa Abdulla Issa Faculty of Agriculture 334 Jamal Ibrahim Sofi Sports and Youth 335 Saqleh Neh Ber Saleh Sports and Youth 336 Hikmat Khalid Yousef Sports and Youth 337 Issa Tahir Ismail Education 338 Warshin Sakkat Muhammed Batel District Director 339 Ahmed Abbo Muhammed Duhok Chamber of Commerce 340 Ahmed Juma Rajab Islamic Union Party 341 Mulla Obeid Muahmmed Hajji Islamic Scholars Union 342 Mulla Shakir Salim Islamic Scholars Union 343 Mulla Jalal Rashid Hajji Semel Head of Awqaf

142 344 Mulla Ismail Abdullah Retired Imam 345 Rabi’ Ismat Sa’dallah Agricultural Research representative 346 Faris Yousef Ibrahim Semel Peasants Union 347 Khalid Tahir Ibrahim Semel Peasants Union Member 348 Abdal Hussein Adbal Peasants Union Officer 349 Abdul Razzaq Ramadan Issa Semel Directorate of Agriculture 350 Izzat Ali Muhammed Semel Directorate of Agriculture 351 Mimin Hazzim Seif Faculty of Agriculture 352 Roufael Shelmon Faculty of Agriculture 353 Sirwaz Fattah Faculty of Agriculture 354 Kawa Yousef Merkhan Faculty of Agriculture 355 Khalil Abdul Quadir Faculty of Agriculture 356 Jiyay Ja’far Ahmed Semel Veterinary 357 Honer Safar Mahdi Faculty of Agriculture 358 T. T. R. Ibrahim Muhammed Faculty of Agriculture 359 Atif Eido Khadar Faculty of Agriculture 360 Hassan Hussein Hajji Duhok University 361 Dizwad Shawkat Tahir Semel Club 362 Kohdar Abdi Ismail L.N. Semel B.D.K

كوميتا ي.ن.ك Sa’adallah Ahmed Abdullah 363 E.N.K Committee? 364 Ibrahim Younes Noah Semel Culture and Arts 365 Nalan Khalid Suleiman Semel Culture and Arts 366 H. Zar Faisal Missi K.Q.K /Agriculture 367 Niwar Ahmed Tahir K.Q.K /Agriculture 368 Koran Wadli Hussein K.Q.K /Agriculture 369 Salar Sadiq Abdul Jabbar K.Q.K /Agriculture 370 Hassan Muhammed Hassan K.Q.K /Agriculture 371 S. Ribeh Set S. Laha Deen R. Ioof LlNklFP 372 Karim Jouli Waar TV 373 Sharfan Adil Hassan KSU 374 Sh. Msseikhan Ibrahim Alim Women Federation 375 Idris Haidar Ibrahim Kurdistan Teachers Federation 376 Mulla Ihsan Muhammed Salim Rikani Islamic Scholars Duhok Branch Officer 377 Abdullah Sa’eed tahir Head of Planning Department

143 Duhok Provincial Development Strategy 378 Muhssin Imad Ahmed Head of Engineering Department 379 Imad Shaki Sa’eed Duhok Governorate Council 380 Ziyad Abdullah Duhok Irrigation Director 381 Youza Farrad Dentist 382 Sakfan Tassin Sa’eed Khazar Co. 383 Ziyad Suleiman Ahmed Dunia Co. 384 Hishyar Hassan Ali Comeh L. K.h Rola 385 Farsat Hussein Muhyi Comeh L. K.h Rola 386 Athil Ismail Benyamin Assyrian Student and Youth Federation 387 Lazim Bashar Abdal Kurdistan Democrata Youth Federation 388 Hikmat Rashid Salfan Duhok University 389 Nawzat Jamil Jajjo Duhok Chamber of Commerce 390 Nazdar Abdul Quahir 391 Sabah Ali Sharif Governorate Council 392 Waheed Sa’eed Jijo Comeh L. K.h Rola 393 Olo Khalaf Olo Comeh K B. Ni 394 Dindar Muhammed Salim Duhok Outskirts Water Authority 395 Oman Ali Taha Duhok Education Deputy GM 396 Dilshad Sha’ban Ghaffar Kurdistan MP 397 Mullah Jihad Hussein Ibrahim Awqaf 398 Abdullah Daoud Ali General Directorate of Tourism 399 B. Khtyar Amin Ali Duhok Investment GM 400 Alif Tbein Abram Assyrian Student and Youth Federation 401 Muhammed Sa’eed Saleh Engineer 402 Diwali Muhiy Brendar Roads and Bridges 403 Khalil Ismail Badinan Canal 404 Hamid Kamal 405 Abdullah Ibrahim Abdulla Commerce Supervision Manager 406 Taha Ismail Osso Polytechnic University 407 Lizkine Abdi Jamil Zakho University 408 Kiffi Rajab Ahmed Communist Party 409 Khabour Muhammed Ali The Patriotic Union of Kurdistan Party 410 Jamil Othman Abbo Duhok Water Directorate 411 Jala Jamil Muhammed Head of Duhok Water Directorate 412 Khadeeja Muhammed Ahmed Directorate

144 413 Masoud Abdul Azziz General Directorate of Agriculture 414 Shawkat Taha Kurds Organization 415 Dilsheer Abdul Azziz Muhammed IRC Organization 416 Muhiy Al Deen Abdullah Thalassemia Association President 417 Muhannad Hikmat Rashid UNICEF 418 Jawhar Rashid University Engineer 419 Sayyed Khalid Ibrahim Health Directorate Employee 420 Jakar Saif Al Deen Real Estate Tax 421 Shirwan Ahmed Duhok University 422 Sameera Hussein Yosso Women Federation 423 Issmat Ahemd Civil Society 424 Dyar Tayyeb Duhok Veterinary Director 425 Nazik Muhammed Ali Duhok Governorate Council Member 426 Sa’eed Hajji Tahir Youth Directorate 427 Amin Yassin Ali Media 428 Abdul Wahid Mustafa ALi Businessmen Federation 429 Shafan Issa Mousa Civil Society 430 Ziyad Abed Salim Kurdistan Syndica 431 Dindar Abdi Ismail Duhok Governorate Council Member 432 Muahmmed Bakir Muhammed Research Center 433 Afrasyab Younis Duhok Directorate of Public Health 434 Ali Ali Halo Kurdistan MP 435 Yerowanin Nissan Kurdistan MP 436 Abdul Wahid Sadiq Mustafa Petroleum Products Distribution 437 Ihsan Issan Faidallah Hotels and Restaurants Association 438 Amin Hajji Amin Comeh L. Hemophilia 439 Shawkat Muhammed Amin Duhok Municipality Mayor 440 Ahmed Abdullah Zubir Duhok TV Media 441 Ayyoub Nassri Rudaw Media Network 442 Zenda Baran Rudaw Media Network 443 Z. F. R Salah Speidah TV 444 Shouqi Younis UNDP 445 Hariowan Bisfki Kurdistan Media TV 446 Rondak Zaki QUassim Kurdistan Media TV

145 Duhok Provincial Development Strategy 447 Kurdo As’ad Duhok Assistant Mayor 448 Idris Ahmed Abdullah Duhok Governorate Council 449 Samyan Abdul Khaliq Duhok Awqaf GM 450 Nashwan Muhammed Duhok Directorate of Sanitation 451 Sueliman Haidar Hussein Immortal Martyrs Association 452 Safar Tayyeb Ahmad Directorate of Petroleum Products Distribution 453 Hafal Hssan Civil Rights Organization 454 Sadiq Abdul Rahim Hassan Attorneys Federation 455 Haifa Ali Fattah Women Federation 456 Nasr Al Deen Muhammed Salim Zein Association for Special Needs 457 Linoss Odesho Batri Duhok Governorate Council 458 Dilfine Abdl Khaliq Ali Kurdistan Sisters Federation 459 Kamal Muhammed Saleh Duhok General Directorate of Electricity 460 Pierre Abdulla Illias YADC DUHOK 461 Najmah Suleiman Omar Islamic Union Party Member 462 Akram Ibrahim Duhok TV 463 Muhammed Mustafa Muhammed Peasants Union 464 Bahzad Fadil ALi Niro Association President 465 Diwali Hajji Jassim Duhok TV 466 Ismail Abula Mulla Heim Duhok Directorate of Treasury 467 Araz Hussein Muhammed Saleh K Nali KNN 468 Iyad Hassan Abdul Karim Head of Duhok Chamber of Commerce and Industry 469 Hafal Ahmed Hussein Duhok Municipalities GM 470 Osama Jikim Muhammed Students Development Organization 471 Fian Badee’ Muhammed Ministry of Education - Teaching 472 Mazkine Shukri Ministry of Education - Teaching 473 Adnan Mahmoud Abdul Rahman Human Rights Activist 474 Hishyar Rariq Jaleel Duhok Governorate Council Member 475 Yousef Khalid Engineer

146 147 Duhok Provincial Development Strategy