IRAQ GOVERNANCE & PERFORMANCE ACCOUNTABILITY PROJECT (IGPA

IRAQ GOVERNANCE &

PERFORMANCE ACCOUNTABILITY

PROJECT (IGPA/TAKAMUL)

FY20 QUARTER-2 REPORT

JANUARY 1, 2020 – MARCH 31, 2020

USAID IGPA/TAKAMUL

Program Title Iraq Governance and Performance Accountability Project

(IGPA/Takamul)

Sponsoring USAID Office USAID Iraq

Contract Number AID-267-H-17-00001

Contractor DAI Global LLC

Date of publication April 30, 2020

Author IGPA/Takamul Project Team

Cover Administrator Loa’ay Rasmi Hameed at the Health Directorate’s

quarantine location in Anbar.

This publication was produced for review by the United States Agency for International Development.

The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for

International Development or the United States Government.

CONTENTS

PROJECT SNAPSHOT 1

EXECUTIVE SUMMARY 1

3 الموجز التنفيذي

CHAPTER 1: PROJECT PROGRESS 4

OBJECTIVE 1: ENHANCE THE SERVICE DELIVERY CAPACITY OF THE

GOVERNMENT OF IRAQ 4

RESULT 1.1 IMPROVE SERVICE DELIVERY OUTCOMES IN SECTORS WITH HIGH

IMPACT/VISIBILITY 5

RESULT 1.2 STRENGTHEN THE STRATEGIC APPROACH AND CAPACITY OF THE

FEDERAL LINE MINISTRIES AND PROVINCIAL DIRECTORATES TO

BETTER ALIGN SERVICE DELIVERY OUTCOMES WITH THE PRIORITIES

OF PROVINCIAL GOVERNMENTS AND LOCAL POPULATIONS 23

RESULT 1.3 ENHANCE REGULATORY AND PROCEDURAL CERTAINTY TO ATTRACT

PRIVATE SECTOR INVESTMENT 27

SUCCESS STORY New bidding procedure speeds up development undertakings 28

SUCCESS STORY Citizen clamor turned dump pit into a playground in Najaf neighborhood 29

OBJECTIVE 2: IMPROVE PROVINCIAL AND NATIONAL GOVERNMENT PUBLIC

FINANCIAL MANAGEMENT 30

RESULT 2.1 STRENGTHEN CAPACITIES OF ADMINISTRATIVE AND FINANCIAL

AFFAIRS DIRECTORATES AND SUPPORT THEIR CONVERSION INTO

FULLY OPERATIONAL FINANCIAL MANAGEMENT OFFICES 32

RESULT 2.2 SUPPORT THE DEVELOPMENT OF FEDERAL OVERSIGHT MECHANISMS

SUCH AS FINANCIAL PROCEDURES OF PROVINCES’ FINANCES 37

RESULT 2.3 ENHANCE PROVINCIAL REVENUE GENERATION, COLLECTION, AND

MANAGEMENT OUTSIDE OF THE OIL SECTOR 38

RESULT 2.4 ENHANCE BUDGET-CYCLE PLANNING, DEVELOPMENT, AND EXECUTION

AGAINST DECENTRALIZED EXPENDITURE ASSIGNMENTS 43

OBJECTIVE 3: SERVICE DELIVERY AND PUBLIC EXPENDITURE MONITORING

AND OVERSIGHT 48

RESULT 3.1 STRENGTHEN THE CAPACITY OF SELECTED PROVINCIAL INSTITUTIONS

TO ESTABLISH EFFECTIVE CITIZEN PARTICIPATION AND OUTREACH

MECHANISMS. 50

RESULT 3.2 ENHANCE PUBLIC CAPABILITY AND WILLINGNESS TO PARTICIPATE IN

PLANNING, MONITORING, AND EVALUATING PUBLIC SERVICES. 62

SUCCESS STORY Access to information gives voice to communities 69

SUCCESS STORY CSO: Iraq’s other frontliner in the fight against COVID-19 70

OBJECTIVE 4: SUPPORTING IRAQI CHANGE AGENTS 75

RESULT 4.1 ENHANCE THE CAPACITY OF CHANGE AGENTS 75

RESULT 4.2 ENHANCE THE CAPACITY OF WOMEN AND VULNERABLE

POPULATIONS TO REPRESENT THEIR NEEDS WITHIN THE GOVERNMENT

DECISION-MAKING PROCESSES 77

TASK ORDER 1: ASSISTANCE TO MINISTRY OF FINANCE AND MINISTRY OF OIL 80

SUBTASK 1: TECHNICAL ASSISTANCE TO IRAQ’S MINISTRY OF FINANCE TO

IMPLEMENT A COMMITMENT CONTROL SYSTEM AND TO DESIGN AND

OPERATIONALIZE AN IMPROVED CASH MANAGEMENT SYSTEM 80

SUBTASK 4: SUPPORT TO THE ECONOMIC REFORM UNIT 83

TASK ORDER 3: KRG INFORMATION SYSTEMS REFORMS 85

SUBTASK 1: IRAQI KURDISTAN REGION REFORM COORDINATOR 85

SUBTASK 2: KRG CHIEF INFORMATION OFFICER ADVISORY SUPPORT 87

TASK ORDER 4: NINEWA INVESTMENT FACILITATION INITIATIVE 90

TASK ORDER 5: ANTI-DOMESTIC VIOLENCE LEGISLATION 95

CHAPTER II: MONITORING, EVALUATION, AND LEARNING 102

IGPA/TAKAMUL MEL SYSTEM 102

PROJECT LEARNING 102

CHALLENGES AND LESSONS LEARNED 102

AMELP INDICATORS CHANGE LOG 111

COMPLEXITY AWARE MONITORING 112

CONCURRENT SENTINEL INDICATORS 112

LONG-TERM SENTINEL INDICATORS 114

CHAPTER III: CONTEXT MONITORING THE POLITICAL ECONOMY OF

GOVERNANCE IN IRAQ 120

POLITICAL CONTEXT AND GOVERNANCE CHALLENGES 120

IMPACTS ON IGPA/TAKAMUL PROGRAMMING 128

ANNEX 1: PROJECT SNAPSHOTS 131

ANNEX 2: MONITORING & EVALUATION DISAGGREGATED TRAINING DATA,

EVALUATION FINDINGS, SURVEYS 136

ANNEX 3: QUARTERLY FINANCIAL INFORMATION – FY20, Q2 143

ANNEX 4: OVERVIEW OF SUBCONTRACTORS 146

ANNEX 5: SUCCESS STORIES IN ARABIC 149

ANNEX 6: CONTRACT DELIVERABLES 154

ANNEX 7: QUARTERLY SUB-ACTIVITY REPORT 155

ANNEX 8: QUARTERLY MEDIA COVERAGE 163

ANNEX 9: TASK ORDER 3 SUBTASK 2 PROGRESS SHEETS 174

ACRONYMS

176

USAID.GOV IGPA/TAKAMUL FY2020 QUARTER -2 REPORT | 1

PROJECT SNAPSHOT



EXECUTIVE SUMMARY The reporting period represented the penultimate quarter of IGPA/Takamul’s third year. It was a

period in which the project moved forward and made significant progress against indicators in its

work plan, while at the same time adapting to the global pandemic which continues to grip the

country, the region, and the world. Throughout all this was a backdrop of significant security and

political challenges – most particularly the killing of Iranian General Soleimani and Iraqi militia leader

al-Muhandis, and the subsequent spike in security incidents, in addition to the continuing failure of

the Iraqi political class to agree on a replacement for outgoing Iraqi Prime Minister Adel Abdul

Mahdi.

One of the hallmarks of the IGPA project has been its adaptive management approach, nimble

enough to adapt to changing realities, to produce the support and outputs that the Government of

Iraq and the Iraqi people require at this juncture.

Despite the challenges during this period, IGPA/Takamul managed to achieve the required progress

against indicators in the areas of service delivery, public financial management, oversight and

accountability, and achieving sustainability through change agents. The details of those achievements

are narrated in this report. At the same time, the Project creatively developed alternative

approaches – virtual meetings and remote training – to maintain active engagement with key

stakeholders.

IGPA/Takamul’s Ninewa Investment Facilitation Initiative (NIFI) also adjusted its technical assistance

delivery mechanism to minimize the impact of government-imposed curfews and restrictions on

gatherings and movement between cities due to the COVID-19 pandemic. As of mid-March,

IGPA/NIFI successfully started offering remote training and began engaging with its beneficiaries

through this mode. The remote training-workshops, which will be conducted more frequently

moving forward, use a more modular approach and with smaller participant groups; a modality that

participants themselves concurred with.

This reporting period witnessed the formal drawdown of Task Order 5 - Anti-Domestic Violence

legislation. Although the law has not been passed within the TO5 period of performance, the

achievements of this Task Order remain substantial. These achievements have significantly

strengthened the legislation, consolidated and advanced the coordination efforts to pass the law, and

prepared an extensive advocacy strategy with a diverse coalition. Furthermore, TO5 laid the

groundwork for a stronger implementation phase by mapping out current domestic violence services

and networks and completing a gap analysis and training for these anti-domestic violence service

providers, empowering them to provide better services and preparing them for the eventual passage

of the law.

IGPA/Takamul-created informal structures within the local governments, such as the social

accountability groups, technical working groups, Tawasul and Ta’awn, and the cadre of trained civil

society organizations and volunteers proved their value and relevance as the global coronavirus

pandemic hit Iraq. They have become the new frontline heroes protecting citizens from an invisible

enemy. Their activities are documented in this report.


The COVID-19 crisis also required the Project to begin work planning for Year 4 earlier than

scheduled and to incorporate relevant activity streams that speak to the changed reality of Iraq. Two

areas wherein the project will be expanding its support will be: 1) public financial management, in

which a focused effort will be made to support effective reforms in light of the serious financial crisis

precipitated by the dramatic and prolonged drop in global oil prices; and, 2) emergency and crisis

management planning, in which the project will build on its current work to support the

development of structures, processes, and capacities at the provincial level to manage crises in an

integrated fashion. Crisis management planning will incorporate service delivery, public financial

management, including civil society and private sectors approaches, to better coordinate those with

the efforts of the central agencies in Baghdad and Erbil.

IGPA/Takamul is proud to share its accomplishments during this extraordinary time replete with

economic, political, and health challenges.


الموجز التنفيذي

تمثل فترة كتابة هذا التقرير الربع ما قبل الأخير من السنة الثالثة من عمر مشروع تكامل. وهي الفترة التي قطع فيها المشروع اشواطا متقدمة عن طريق تحقيق مؤشرات خطة العمل الخاصة به، والتكيف في ذات

صاعدا ملحوظا من حيث الفترة مع الوباء العالمي الذي يجتاح البلاد والمنطقة والعالم اجمع. وقد شهدت هذه الفترة تقائد في الحشد الشعبي العراقي ابو الالتحديات الأمنية والسياسية، اهمها فيما يتمثل بمقتل الجنرال الإيراني قاسم سليماني و

مهدي المهندس، وسلسلة الحوادث الأمنية اللاحقة لذلك بالإضافة الى الفشل المستمر للطبقة السياسية العراقية في اختيار لرئيس الوزراء المستقيل عادل عبد المهدي.بديل

ولعل أهم ما تميز به عمل مشروع تكامل في هذه الفترة هو مقارباته الادارية المتسمة بالتكيف والقابلية العالية على التعامل مع الوقائع المتغيرة لغرض انجاز الدعم المخطط له والخروج بمخرجات يحتاجها شعب العراق وحكومته في هذا

منعطف.ال

وبالرغم من التحديات التي شهدتها المرحلة فقد حقق مشروع تكامل التقدم المطلوب في مجالات تقديم الخدمات والادارة المالية العامة والاشراف والمساءلة وتحقيق الاستدامة عبر عناصر التنمية العراقيين. وستستعرض تفاصيل هذه

تمكن المشروع من ايجاد حلول بديلة كالاجتماعات الافتراضية والتدريب عن المنجزات في هذا التقرير. وفي الوقت ذاته، بعد لضمان الاستمرار بالتواصل الفعال مع الشركاء.

كما قامت مبادرة تسهيل الاستثمار في نينوى التي رعاها مشروع تكامل بتعديل آليات الدعم الفني الخاصة بها للتقليل من الحكومية المفروضة على الحركة والتجمعات بفعل الأزمة الصحية الناتجة عن انتشار وباء تأثيرات حظر التجول والقيود

كورونا. وقد بدأ مشروع تكامل بنجاح اقامة دوراته التدريبية عن بعد وأشرك العديد من المستفيدين فيها بهذه الطريقة. مد على التعامل مع مجموعات صغيرة من وستقام هذه الورش التدريبية باستمرار بمرور الزمن وباستخدام نمط يعت

المستفيدين وهو ما توافق مع رغبات المشاركين فيها أنفسهم.

المعني بتشريع قانون مناهضة العنف الأسري وعلى 5شهدت فترة كتابة هذا التقرير انتهاء عمل فريق أمرالمهمة رقم

ان منجزاته متميزة وملموسة، فقد عززت جهود الفريق الرغم من أن القانون لم يتم تشريعه اثناء فترة عمل الفريق، الامسار تشريع هذا القانون، وجهود التنسيق الجارية لتمرير القانون كما قام بإعداد حملة مناصرة واسعة النطاق بالاشتراك

يعه عبر رسم مع تحالف متنوع من الشركاء. وبالإضافة الى ما تقدم، وضع الفريق الأساس لتنفيذ ناجح للقانون حال تشرخارطة بخدمات وشبكات مناهضة العنف الأسري القائمة واجراء تحليل للثغرات واقامة دورات تدريبية للعاملين في مجال خدمات مناهضة العنف الأسري لتمكينهم لغرض تقديم خدمات أفضل واعدادهم لمرحلة ما بعد تشريع القانون.

ضمن أطر الحكومات المحلية مثل مجاميع المساءلة المجتمعية ومجاميع وقد أنشأ مشروع تكامل كيانات غير تقليدية تواصل" و "تعاون" بالإضافة الى الكوادر المدربة في منظمات المجتمع المدني والمتطوعين الذين “العمل الفني وفريقي

الخط الأمامي في الصراع المرير اثبتوا فعالية وفائدة أثناء انتشار الجائحة العالمية كورونا في البلاد. وقد أصبحوا ابطال ضد العدو الخفي المتمثل بالفايروس. وقد وثق هذا التقرير نشاطات هذه المجاميع.

وقد فرضت أزمة فايروس كورونا على المشروع البدء بالتخطيط للعمل للسنة الرابعة من المشروع بوقت أبكر من الوقت الوقائع المتغيرة في العراق. وهناك مجالان اساسيان يعمل المحدد سابقا وإدراج مجموعة من النشاطات في ضوء

( الإدارة المالية العامة حيث سيتم بذل جهود مركزة لدعم الاصلاحات 1المشروع على توسيع دعمه الفني فيهما وهما: طيط لإدارة الطوارئ ( التخ2المالية في ضوء الأزمة المالية الخانقة الناتجة عن الهبوط الكبير والطويل في أسعار النفط. )

والأزمات حيث سيؤسس المشروع على جهوده الحالية لدعم تكوين الجهات والعمليات والقدرات على المستوى المحلي لإدارة الأزمات بطريقة متكاملة. وسيتضمن التخطيط لإدارة الأزمات تقديم الخدمات والادارة المالية العامة واشراك

لتحسين التنسيق مع المؤسسات المركزية في بغداد وأربيل.المجتمع المدني والقطاع الخاص

ويفتخر مشروع تكامل بمشاطرة منجزاته في هذه الفترة الحرجة المكتظة بالتحديات الاقتصادية والسياسية والصحية.


CHAPTER 1: PROJECT PROGRESS

OBJECTIVE 1: ENHANCE THE SERVICE DELIVERY

CAPACITY OF THE GOVERNMENT OF IRAQ

IGPA/Takamul focuses on strengthening the ‘bottom-up’ functions that directly impact the delivery

of essential services and works to develop key organizations that have been identified as integral to

the overall system for delivering services. As with all IGPA/Takamul objectives, Objective 1 is closely

linked with others in pursuit of the project goal. Activities work to improve services for water, solid

Indicator Planned Target for

FY20

Total Achieved

during FY20

% Achieved

during FY20

Number of improved business

processes implemented by

provincial governments as a

result of IGPA/Takamul support

48 35 72.9%

Number of contracts awarded by

the GOI as a result of

IGPA/Takamul support

63 49 77.8%

Value of contracts awarded to

improve service delivery as a

result of IGPA support

$133 million $126,808,688 95.3%

Number of initiatives

implemented by IGPA/Takamul

supported provincial institutions

63 21 33.3%


waste management, and electricity by improving operations and public services through business

process reengineering, strengthening development planning and procurement, and legislative

reforms.

RESULT 1.1 Improve service delivery outcomes in sectors with

high impact/visibility

1. Developing and implementing assistance packages

An assistance package is a bundle of activities designed to address performance and capacity gaps in

the delivery of services. IGPA/Takamul selects and plans activities under these packages after

assessing service directorates, such as the Water Directorates that manage and operate public water

service delivery, and the Municipality or Municipalities Directorates that are in charge of solid waste

management (SWM) services.

Assistance packages related to water and solid waste management were designed for each of

IGPA/Takamul’s target provinces: Baghdad, Basrah, Babil, Anbar, and Ninewa. An assistance package

related to water and electricity was designed for the Kurdistan Region of Iraq (KRI), while a special

package was designed to support religious minorities in the Ninewa Plains. Assistance packages were

also specifically designed for the Higher Commission for Coordinating Among Provinces Secretariat

(HCCPSec), and the Provincial Women Empowerment Departments (PWED). An assistance package

for Babil Governor’s Office was implemented and completed in FY19.

Assistance packages for the water sector

Assistance packages for the water sector mainly cover the following four internationally-recognized

areas of water utility management: technical, administrative/human resources, financial, and customer

service. IGPA/Takamul added a fifth area, social inclusion, to raise the awareness of service providers

on how citizens access services differently. The packages also cover implementation of short-term

campaigns to conserve water, monitor water quality at the household-level, pay water bills, and

reduce illegal use of potable water.

During this reporting period, the following progress was recorded in the implementation of

assistance packages in various provinces:

Basrah. On February 18, IGPA/Takamul proposed to establish the Basrah Water Management

Council to act as an advisory and coordination body for various stakeholders including donors, the

federal government, and local entities. The proposal was presented to the Higher Commission for

Coordination among Provinces Secretariat (HCCPSec) and constitutes part of a larger study

conducted to mitigate future water crises in Basrah. This study was done at the request of the

Basrah Provincial Government during a workshop on December 11, 2018. The HCCPSec committed

to present the proposal to the Council of Ministers. conducted to mitigate future water crises in

Basrah. This study was done at the request of the Basrah Provincial Government during a workshop

on December 11, 2018. The HCCPSec committed to present the proposal to the Council of

Ministers.


The water assistance package for Basrah also included the review and enhancement of preventative

maintenance processes for al-Abbas water project (R-Zero) using business process reengineering

(BPR). (More information provided in the BPR section.)

In light of the ongoing health crisis, IGPA/Takamul assisted the Basrah Water Management

Committee to maintain active management of the Shatt al-Arab water basin by using WhatsApp. Shatt

al-Arab, which is the main source of raw water for the province, needs to be constantly monitored

for environmental contamination. The Project helped the water management committee to conduct

virtual meetings and maintain oversight of the regular cleaning of the water basin.

Babil. In mid-March, the 630,000 residents serviced by the Water Directorate started benefitting

from extended water access—increasing from 10 to 18 hours daily of uninterrupted water supply.

With technical support from IGPA/Takamul, the Water Directorate applied business process

reengineering (BPR) to its procedures for maintenance of its water stations. BPR resulted in the

directorate not only increasing its service hours, but also in an improvement in water quality.

Baghdad. This quarter, IGPA/Takamul completed business process mapping for Baghdad’s water

assistance packages. The Project completed the mapping of priority functions: managing citizens’

complaints in al-Jesir; improving water quality and rewashing of filters in al-Mahmoudiyah water

center; and extending the water network coverage in al-Saiedat region. The mapping will be used to

develop new models for these functions. IGPA/Takamul will provide the required support and

training once the new models are developed.

Anbar. IGPA/Takamul conducted an electronic survey of citizens on water quality and sustainability

of the water supply. Notwithstanding the movement restrictions affecting Anbar and the rest of the

country due to coronavirus, the Anbar Water Directorate is maintaining full water delivery services

to Ramadi City, Anbar’s capital city. The directorate recently adopted IGPA/Takamul’s reengineering

tools for water services. The directorate staff claim that the system improvements came at an

opportune time, allowing them to handle the demands of the population more efficiently even with a

skeletal force.

TECHNICIANS AT THE BASRAH WATER DIRECTORATE PERFORM PREVENTIVE MAINTENANCE AND STERILIZATION

DURING THE TIME OF THE PANDEMIC.


Dahuk. IGPA/Takamul is providing technical assistance to the Kurdistan Regional Government’s

(KRG) Ministry of Municipality and Tourism to find solutions to the algae problem in Dahuk’s water

treatment plant. On January 26, IGPA/Takamul, together with an international water expert,

inspected Dahuk’s water treatment plant to investigate the algae bloom that has infested the water.

The Water Directorate successfully dealt with this problem in the past with stop-gap solutions, but

the current infestation has gone on for more than three months. IGPA/Takamul recommended

permanent solutions to prevent recurrence.

Emergency Response Plan for Basrah Water Management Committee. IGPA/Takamul

collaborated with the Basrah Water Management Committee and Social Accountability Groups

(SAG) to develop an Emergency Response Plan in case of a water contamination emergency in

Basrah. In the February 20-21 workshop with the committee, the Project identified critical issues and

areas of focus. On March 8 and 9, a second workshop was held with 21 SAG members in Erbil. SAG

members pinpointed which populations and locations in Basrah would be most vulnerable to a water

crisis similar to that which affected the area in 2018 and identified effective coping strategies.

The Emergency Response Plan sets out roles and responsibilities, priority steps, and tasks to be

implemented when an emergency is declared. The plan specifically addresses technical issues while

protecting public health and livelihoods by making clean, safe, domestic water available to all those in

need, while prioritizing vulnerable populations. The importance of crisis communication planning and

message communications during a crisis are also emphasized in the plan.

The plan was developed in line with global best practices, adapting them to the local context through

consultation with government officials, civil society, and citizens. The goal of this emergency

response plan is to help guide decision makers and stakeholders to respond in a timely and

organized way to unexpected crises, while protecting the health of Iraqi citizens.

Assistance packages for the solid waste management sector

For the solid waste management (SWM) sector, assistance packages largely cover the main areas

needed for SWM improvement. These include improving availability, quality, presentation, and use of

information to enable improved planning, monitoring of service provision, and private sector

engagement. IGPA/Takamul conducted a cost recovery ratio and optimization analysis of SWM at

the municipal level as part of a comprehensive budgeting exercise to assist in advocacy efforts for

improved funding.


Activities in the packages include facilitating improved cooperation between the Municipalities

Directorates and other governmental bodies like the Department of Environment, Governor’s

Offices, and Ministry of Oil, among others, as well as assisting the Municipality Directorates in

system efficiency improvements using BPR. Activities within these packages also focus on

strengthening communication and cooperation between citizens and private business holders in

efforts to increase awareness of waste reduction.

During the reporting period, IGPA/Takamul continued implementation of activities for the five SWM

assistance packages in Anbar, Babil, Baghdad, Basrah, and Ninewa which covered the main areas

needed for SWM improvement. Activities during this reporting period included:

Babil. The new model for emergency and periodic maintenance of vehicles of the Municipality

Directorate helped improve service delivery for citizens in Babil.

Baghdad: The Directorate of Municipalities started implementing the new model to improve the

mechanism for collecting municipality funds from solid waste cleaning and commercial properties.

In Baghdad, a BPR tool was used to fast-track a COVID-19 awareness campaign in al-Jisr. The

subdistrict’s Municipality Directorate was able to quickly launch its awareness campaign to halt the

spread of coronavirus by analyzing and consolidating the process. Previously trained by

IGPA/Takamul on BPR, the directorate led an area-wide campaign, produced and distributed

informational materials, and procured non-contact thermometers for early detection of infection.

Without BPR, the standard administrative process would have prevented the directorate from

conducting this timely community awareness campaign.

To improve operations in Baghdad’s Municipality Directorates, the Project completed the mapping

of priority functions: managing citizens’ complaints in al-Jesir and maintenance of garbage trucks in al-

LANDFILL OPERATIONS TRAINING IN BAGHDAD.


Naser and al-Salam Municipalities. Once new processes are developed, IGPA/Takamul will provide

the required support and necessary training to implement the desired changes.

Basrah. IGPA/Takamul secured the concurrence of the governor for Basrah’s assistance package for

SWM. The governor directed the Municipality Directorate to assign a technical team to work with

IGPA/Takamul using BPR tools to identify inefficiencies and raise public awareness on waste

reduction practices.

Assistance package for solid waste management support

This is the second SWM support package which includes: 1) Integrated Solid Waste Management

Plan, 2) training for the land fill operators, 3) rehabilitation of a number of open dumpsites, 4)

preparation of a land fill operations manual, and 5) an environmental monitoring training to build the

capacity of the operators. Next quarter, the Project will assist selected municipalities to upgrade

their existing intermediary dumpsites or install new greenfield transfer stations.

During the reporting period, the Integrated Solid Waste Management Plans and training for landfill

operations were completed. The remaining two activities--rehabilitation upgrades to existing

municipal waste disposal sites and major transfer station and site clean-up--are anticipated to be

implemented in the upcoming quarter when normal activities are permitted.

Assistance Package for the Ninewa Plains

During this reporting period, the governor of Ninewa approved the establishment of the four new

units for Hamdaniya Mayor’s Office. These are: Consultancy, Public Finance, Civil Society

Organizations, and IT units. IGPA/Takamul assisted the Mayor’s Office to establish these units as

part of the assistance package using organization analyses and design method to improve the ability

of the district government to deliver essential services to its constituents. Also, during this reporting

period, IGPA/Takamul conducted a training on February 13 and 14 for 19 staff of the four new units

on the roles, responsibilities, work procedures, and the technical relationship between the units. The

new staff officially began their work on February 16.

THE DISTRICT MAYOR OF HAMDANIYA (LEFT), LEADS A TWO-DAY TRAINING FOR THE 19 STAFF OF THE FOUR NEW

UNITS UNDER THE HAMDANIYA MAYOR’S OFFICE.


Assistance package for the Higher Commission for Coordinating Among Provinces

Secretariat

IGPA/Takamul developed this assistance package in close coordination with the HCCPSec chairman

and his key staff. Activities under this bundle of assistance will enable HCCPSec to respond

effectively to the provincial governments' needs to improve service delivery. The Project also

obtained official approval for the implementation of assistance package activities related to HCCPSec

needs such as the improvement of its legal competencies, support for the development of an

archiving electronic system, and support for the formation of a local coordination commission. The

package also aims to improve HCCPSec’s ability to gauge effectiveness of decentralized service

delivery and capability in reporting incomplete transfer of functions and authorities for certain

decisions and actions.

During the reporting period, the Project completed the groundwork for launching the above

assistance package, including the completion of scopes of work for activities and specialized staff.

Assistance packages that are currently being implemented under this Objective in varying levels of

progress, as shown in the table below.

Type of Package

Number

of

Packages

Estimated

Progress

Ratio Activities

Water 5 85% The APs for Anbar, Ninewa, awarded – in vetting

stage

• BPR “To Be” phase under

implementation

• BPR Unit began working with the Ninewa

Water Directorate

• BPR Unit began working with the Erbil and

Sulaimaniya Water Directorates

• Started implementing rehabilitation plan and

developing standard operating procedures for Ifraz-

3 and Dukan-2 Water Treatment Plants

• Awareness campaigns completed in Baghdad,

Basrah, and Babil

• Work began to conduct a cost-

recovery ratio and optimization analysis in all

provinces

- Water testing RFP ongoing in Baghdad

- Enhancement of water service outcome

RFP is ongoing in Basrah

Installing fleet

management

system for Erbil

and Basrah

vehicles

1 5% Kickoff meeting conducted.

First deliverable—Revised Project Implementation

Plan—submitted.

Solid waste

management 6 49% • Reviewing data to support Municipality

Directorates’ activities. Proposals received, and

winner selected. Awaiting contracting office

approval

• BPR Unit began working with the Ninewa

Municipality Directorate

• BPR “To Be” phase is in the


implementation stage

• Awareness campaigns in all provinces are

completed

Work on cost recovery started implementation in

all provinces

KRG Council of

Ministers - DPM

Office to Perform

Services in KRI-

Xizmat

1 60% • Launched an awareness campaign

• Crafted and implemented a branding strategy to

create a proper and unified public image for the

website

• Reception desk: Portal translation of services

completed

• Mobile application development for Android

and IOS ongoing.

1. Business Process Reengineering:

• Company registration

• Private sector pension

• Building Permit

2. Awareness campaigns for water

conservation completed.

Cost recovery and/or financial capacity building

completed - MOLSA

Ninewa Plains

Assistance Package 1 30% Submitted all packages to the Ninewa Governor for

approval. IGPA/Takamul assisted Hamdaniya Mayor

to develop an Investment Plan.

• Technical Working Group (TWG) selection

criteria developed

• TWG formed and oriented on

roles/responsibilities in developing the

investment plan

• Public hearing sessions to listen to citizen

priorities have been conducted and input

obtained

• Worked with mayor to present investment

opportunities at Ninewa Investment Forum

(NIF)

• IGPA currently working with mayor and

relevant provincial authorities to finalize the

draft plan

• Governor approved the formation of the four

units

• Formation letter received

• IGPA trained the designated staff on roles,

responsibilities and the work mechanisms for the

newly established units

o Train SAG on survey design and how to

develop survey questionnaire for the two

services (Water & SWM)

• Trained SAG on conducting online surveys

• Draft investment plan submitted to PPDC for

review and adoption as well as to Investment

Commission to start preparing studies for these

projects

• With SAG, IGPA conducted a survey in Hamdaniya

district to gauge investment priorities


2. Reengineering public service processes for a more efficient delivery

Business Process Reengineering (BPR) is a tool to improve service delivery interventions by assessing

and streamlining steps in public service delivery. BPR focuses on eliminating waste; removing steps or

documents that do not add value or that can be merged with other steps. The reduction of steps

and documentation leads to reductions in time and cost. Reengineering of processes was part of

earlier activities implemented by IGPA/Takamul and is still being used to conduct comprehensive

reviews and redesigns of select service provision processes. BPR is also a part of most assistance

packages designed for water and SWM.

During this reporting period, BPR activities have been completed at different directorates in Anbar,

Babil, and Baghdad. The Project worked with each directorate to improve processes for water

purification and distribution. The implementation phase began in mid-February and the Project is

working to capture and report the results.

Despite the movement restrictions affecting Anbar and the rest of the country due to coronavirus,

Anbar Water Directorate has maintained full water delivery services to Ramadi City as a result of

adopting IGPA/Takamul’s business reengineering process for water services. Babil also benefitted

from improvements in water services as a result of streamlining the maintenance of its water

stations. The 630,000 residents serviced by the Babil Water Directorate started benefitting from

extended water access—from just 10 hours per day to 18 hours of uninterrupted water flow.

THE MUNICIPALITIES DIRECTORATES OF AL-NASER WASALAM IN BAHDAD REENGINEERS THE ALLOCATION OF

MACHINERY AND RESOURCES TO PAVE A GARBAGE-FILLED AREA WITHOUT COMPROMISING THE REGULAR TRASH

COLLECTION SERVICES IN THE NEIGHBORHOODS.


Baghdad. The new streamlined process in Baghdad improved the potable water supply for the

100,000 inhabitants of al-Jisir subdistrict. They no longer buy drinking water from water trucks. This

was made possible by streamlining the management process and operations workflow at the water

station.

Basrah. The introduction of preventive maintenance enhancements for al-Abbas water project (R-

Zero) will save $20,000 annually for the Basrah Water Directorate. The implementation of the new

model decreased monthly maintenance costs from $4,185 to $2,511 and the monthly maintenance

time from 60 to 30 hours. The Water Directorate has now started applying the same model, which

is benefiting 1.8 million people in Basrah, to the other 300 water projects in the province.

Despite movement restrictions to avoid the spread of the coronavirus, al-Zubair’s Water

Directorate continued to address citizens’ complaints received this month through social media and

the Complaints Department’s hotlines. The process of responding to complaints is a product of

IGPA/Takamul’s technical support to the Water Directorate on how to receive, respond to, and

follow up on citizens’ complaints.

A PERSONNEL OF THE MUNICIPALITY DIRECTORATE OF AL-MADAYIN IN BAGHDAD EXPLAINS THE NEW CLEANING FEES

TO BUSINESS OWNERS.


During this quarter, a total of 35 business processes were completed:

TABLE 1: BUSINESS PROCESS REENGINEERING – ROUND 3

PROVINCE SECTOR SERVICE

ANBAR Water

1. Conducting preventive and emergency maintenance for complexes and projects

2. Increasing the quantity and quality of water produced and upgrading to a better level

3. Developing a mechanism for repairing broken fractures in networks to ensure access to the consumer and upgrade to a better level

4. Establishing of a central maintenance workshop for pumps, electric motors and systems used in water plants

5. Improving the quantity and quality of water and upgrade to a better level

BABIL

Water

6. Developing of water treatment plant (WTP) and complex tracking system

7. Developing of a maintenance mechanism for water network cracks and fractures

8. Organizing the process of managing sterilization and adding alum

9. Establishing a regular maintenance of generators in complexes and projects (WTP)

10. Maintenance of network pressure and discharge

SWM

11. Improving the management of emergency waste removal.

12. Developing a trash collecting mechanism using Municipality Directorate resources in

cleaning commercial areas

13. Emergency and periodic maintenance of Municipality vehicles

14. Converting land with accumulated waste into gardens and playgrounds

15. Improving the management of the central station

BAGHDAD

Water

16. Improving the quantity and quality of water to households through extended new

pipe line network in al-Gazaier sector

17. Increasing the production of raw and drinking water to service al-Gesser Nahiyia

citizens

18. Increasing the efficiency of water reaching homes through the maintenance of water

compact units in al-Rashed Nahyia

19. Increasing the amount of water reaching homes through the maintenance of

networks in al-Mahmoodyia Qadah

20. Improvement of the delivery of potable water to underserved areas that do not

contain water networks using pond cars in al-Maamel region

SWM

21. Converting land with accumulated waste into playgrounds and parks

22. Improving the mechanism of monitoring violations on municipality properties.

23. Improving the periodic maintenance of solid waste vehicles

24. Improving the use of resources available for cleaning city streets

25. Improving the mechanism of collecting municipality fees from solid waste cleaning and

commercial properties

BASRAH

Water

26. Improving the preventive maintenance of water project

27. Developing a mechanism to deliver potable water using water trucks

28. Providing fuel for equipment and machinery to Basrah Water Directorate

29. Providing materials from storages (sterilization materials)

30. Raising awareness among citizens about water conservation

SWM 31. Improving the mechanism for trash collection in local quarters and provision of

cleaning and safety equipment to cleaning labors


Related to the BPR activity, IGPA/Takamul conducted two kinds of surveys for a total of 1,360

respondents in Anbar, Baghdad, Babil, and Basrah on the water and SWM services. The first survey,

conducted for 671 respondents, aimed to figure out the baseline (“as-is”) of service quality and

quantity and to determine improvements in cost and time efficiency. The second survey aimed to

determine the citizen’s satisfaction on the improvements (“to-be”) employed through the

reengineering in terms of quality and delivery, and cost and time efficiency, using the first survey

results as the baseline. Results of these surveys showed higher citizen satisfaction for both the water

and SWM services,

3. Rolling out fleet management system

Fleet management is a function which allows entities that rely on transportation services to remove

or minimize the risks associated with vehicle investment. Through fleet management, entities can

improve efficiency, productivity, and reduce their overall transportation and staffing costs while

remaining in full compliance with government requirements.

In Iraq, one of the challenges of service delivery is the lack of proper planning and monitoring of the

movement of the vehicles that deliver services. This is exacerbated by corruption and

mismanagement, which decreases the return on investment of these vehicles to very low levels.

Recently, IGPA/Takamul supported the installation of a fleet management system for Baghdad

Municipalities Directorate, whereby 400 GPS hardware units were installed in the fleet. This resulted

in increased trash collection coverage of 3.4 km2 from 2.2km2 and doubled the number of

beneficiaries to 81.6 percent of the 80,000 citizens in al-Jisr Municipality. It also decreased the

number of workers needed in trash collection by 25 percent. Similarly, 200 devices were installed on

vehicles owned by Baghdad Water Directorate. In both cases it was reported that the system

accurately monitored vehicle mileage, fuel consumption, and misuse of vehicles, which enables

broader future coverage as a result of increased efficiency.

32. Improving the maintenance procedures for Zubair Municipality machineries

33. Improving awareness of and communication with local citizens for SWM

34. Improving the procedure of supplying fuels for Zubair's machineries

35. Improving the procedure of supplying oils for Zubair machineries

https://en.wikipedia.org/wiki/Business_efficiency

https://en.wikipedia.org/wiki/Productivity


BPR INFOGRAPHIC


On March 22, IGPA/Takamul conducted an online kick-off meeting with stakeholders engaged to

provide and manage the fleet of vehicles for water and solid waste management services. This work

includes the management of 212 vehicles for Erbil Water Directorate, 201 vehicles for Basrah

Municipalities Directorate for solid waste disposal, and 111 vehicles for Basrah Water Directorate

for a total of 524 vehicles.

4. Supporting the Kurdistan Regional Government’s reform initiative

through Xizmat

The Xizmat government services portal is part of the KRG’s ongoing reform and modernization

program. The regional government portal serves as a centralized location of all government services

in one website1. Currently, 4222 public services are listed on the website. During this reporting

period, the translation of 60 major services from Kurdish into Arabic and English was ongoing.

Translating these services will encourage foreign investments and the registration of international

companies in the region. It will also help the other non-Kurdish speaking residents to communicate

with the related ministries and access relevant guidance and instructions.

The Project is also developing mobile applications for both Android and IOS systems to facilitate

access to the Xizmat portal. This project started on February 3 with a kickoff meeting with the

technical team of the Deputy Prime Minister’s Office. Despite the current situation, the vendor is

working to develop the first version of the application for testing before it goes live.

This quarter, IGPA/Takamul also supported the implementation of reengineering tools to enhance

service delivery of:

• Issuing building permits, following the development and adoption of the new process for all

Erbil municipalities;

• Private sector employee subscriptions for social insurance;

• Notary public services and MOLSA, which will start when the STTA is hired;

• Maintenance of water pipe networks in Sulaimaniya.

5. Revitalizing the Provincial Planning and Development Councils

The Provincial Planning and Development Council (PPDC) is an advisory group for the executive and

legislative branches of local governments. PPDCs provide technical assistance to the governor in

drafting provincial development plans so that they reflect the needs of the citizens. Many PPDCS are

no longer active; IGPA/Takamul worked to revitalize the PPDC as a provincial planning structure

since 2017. IGPA/Takamul supported the building of the PPDCs’ capacity in the areas of governance,

planning, and consultative-based decision making to ensure the participation of local citizens, which

will improve service delivery with high impact and visibility. HCCPSec oversees the support provided

to PPDCs to ensure it is active and is used as a tool for provincial planning.

During this reporting period, the Ninewa PPDC ensured inclusion of citizen views in development

planning by conducting public listening sessions with sectoral representatives. In early March, the

Ninewa PPDC met to review the complaints raised by the citizens through the “single response

1 https://services.gov.krd/

2 The number is accurate as of this quarter, although the number of services may decrease if similar services are combined into one or

cease to operate as a service for any reason. It could also increase as government services expand.

https://services.gov.krd/


window” and designed a plan to integrate lasting solutions to prevalent complaints into the provincial

development plan. The PPDC also discussed integrating infrastructure projects proposed by citizens

into the provincial master plan. During the meeting, the council discussed sectoral plans and the

status of their implementation.

IGPA/Takamul likewise assisted in revitalizing and activating Provincial Planning and Development

Councils in all federal provinces excluding including Muthanna and Qadisiya which are being

supported by another donor agency.

6. Developing sector development plans

Sector development plans (SDP) seek to institutionalize the process of service delivery planning

within the PPDCs and decentralized entities so that they are in alignment with both citizens and GOI

priorities as well as capital investment plans.

IGPA/Takamul support the preparation of SDPs for Anbar, Babil, and Baghdad during this reporting

period. Related activities included:

• Ensured that the final SDP complies with IGPA/Takamul standards. A letter will be sent to

the Governor’s Office for concurrence.

• Met with Kirkuk Governorate and SDPs Committee to follow up and continue the process

of SDP for water and municipality sectors.

• Met with Salah al-Din Governorate and the SDPs Committee to follow up and continue the

process of SDP for water and municipality sectors.

• Conducted a national workshop for the task force including the Water and Municipality

Directorates and supporting bodies.

Ninewa. IGPA/Takamul continued to support Ninewa to mainstream service delivery planning

within the PPDC and to align them with the governorate’s capital investment plan. The Project

devised the “single response window” as a platform for Ninewa citizens to channel their concerns or

suggestions for improving governance. Four hearing sessions were convened through this platform

to gather citizen inputs into the development of the province’s development plan. The Project

conducted hearing sessions in Tal Kayf, Hamdaniya, and Sheikhan districts and were attended by 170

citizens. The suggestions gathered at these hearings were forwarded to the Ninewa Governorate for

inclusion in the provincial development plan, which will be supported by the Project. The PPDC also

discussed integrating infrastructure projects proposed by citizens into the provincial master

plan. During the meeting, the PPDC discussed sectoral plans and the status of their

implementation.

Equality & Inclusion

Targeting Strategy. In Iraq, certain groups of citizens confront barriers that prevent them from

fully participating in political, economic, and social life. These groups may be excluded or

marginalized through norms, stereotypes, and stigmas based on gender, race, ethnicity, religion, age,

disability, immigration status, or other characteristics. Such practices rob them of dignity, security,

and the opportunity to lead a better life; it can prevent them from engaging with government and

holding it accountable. While the groups and populations that are considered marginalized are not

fixed and vary by geographic area and over time, in present day Iraq, women, girls, youth, internally-


displaced, and certain religious and ethnic groups are among those excluded from decision making

processes and access to services.

During this quarter, the E&I team finalized the Targeting Strategy under the IGPA/Takamul project.

This strategy took gender and inclusion in the Project from an abstract concept to a process of

necessary steps for ensuring fair representation and participation of women and men throughout

implementation. The outputs of the strategy include ways to identify specific entry points for

addressing gender and inclusion.

The targeting strategy will be implemented through specific diversity plans developed by each of the

four IGPA/Takamul project objectives with support from E&I. All components set numerical targets

for equitable participation in each of their Year 3 activities as a baseline. After each quarter, the

team will individually review the participation data with E&I to identify gaps, challenges, and

opportunities. The gaps and challenges will form the basis for designing interventions with

implementing partners to improve their willingness and institutional capacity to address issues

related to gender and inclusion.

UNDER THE PROJECT’S GENDER SAFETY AUDIT ACTIVITY, IGPA/TAKAMUL RECOMMENDS UPGRADES TO ERBIL STADIUM

TO MAKE IT SAFER AND COMFORTABLE FOR WOMEN, GIRLS, AND PERSONS WITH DISABILITIES.


Ensuring participation by women, youth, the disabled, the internally displaced, or other marginalized

groups is the entry point for targeting. Making this an explicit step in the planning stage for each

activity opens the door to including religious or ethnic minorities, IDPs, persons with disabilities,

women or others who may not otherwise have their voice heard. The targeting strategy outlines

steps for getting technical teams to understand how gender and inclusion relate to their activities

and how to incorporate it into planning. Given adequate commitment, each team should produce

results that drive more inclusive service delivery and accountability for all Iraqis.

Gender Safety Audits. On January 21, a group of seven gender safety auditors – composed of

representatives from the gender unit of the Erbil Governorate (three), Water Directorate (two),

and CSOs (three) – visited the Erbil Stadium to undertake a gender safety audit. The group’s

meetings in November and December 2019 led to choosing the Erbil Stadium as an ideal location to

undertake a gender safety audit due to many safety complaints being documented from women

attending events at this venue. The gender safety auditors submitted on a list of recommendations

collected during their last visit to the stadium administrators.

7. Developing and promoting the use of Standard Bidding Documents to

strengthen the procurement system at the federal and local levels

Improving procurement using the standard bidding documents

IGPA/Takamul developed the standard bidding documents (SBD) to reduce the average bid

preparation time and create a relatively easier application process. The SBDs are tools used to

improve the transparency of procurement processes and making it easier for small- and medium-

sized enterprises to participate in bidding. IGPA/Takamul developed SBDs to be used as a template

based on the budget of a procurement. It conducted hands-on “learning by doing” workshops to

teach provincial procurement officials how to use the SBDs to customize bidding documents for

specific public service-related procurements. These applications are used for approximately 70

percent of all government procurement activities.

Procurement support for the federal government

During the reporting period, six projects for Babil worth $21,543,545 and four for Baghdad worth

$8,730,160 for water and education sectors were awarded using IGPA/Takamul-promoted new

bidding tools for a total of $30.27 million. There is now a total of 49 awarded projects worth $126.8

million since the beginning of FY2020. See Table 2 below for a summary of the projects awarded this

quarter and since the beginning of the Project.

Building the government’s procurement capacity

KRG. During this quarter, IGPA/Takamul conducted Training of Trainers courses and capacity

building activities for all provinces in the KRI. The Project worked with the Ministry of Planning to

launch new bidding tools for small projects of up to $4.2 million and medium-sized projects of up

to $8.4 million. The SBDs are typically used for basic service bids such as procurement of drinking

water stations, sewage networks, trash collection and recycling, as well as the construction of

schools and medical centers.

Between February 29 and March 5, the Project held a training course for 20 trainers for the

Kurdistan region and yet to be completed. When completed, those who will pass the final


examinations will receive an international accreditation as SBD trainers. These accredited trainers

will enhance the KRG’s ability to conduct its own procurement trainings across KRI provinces,

serving as valuable asset to the procurement infrastructure in the region that will promote the

program’s sustainability.

TABLE 2: SUMMARY OF CONTRACTS AWARDED IN FY20, Q2

PROVINCE Number of Contracts Awarded and value in

US$ per quarter, FY20 Total Number and Value in

$, FY20 – Q2 FY20 Q-1 FY20 Q-2

Ninewa

Anbar

Baghdad 33 $70,227,699.75 4 $8,730,160.62 37 $78,957,860.37

Basrah 6 $26,307,282.91 6 $26,307,282.91

Babil 6 $21,543,545.01 6 $21,543,545.01

Baghdad Amanat

Dahuk-KRG

TOTAL 39 $96,534,982.66 10 $30,273,705.63 49 $126,808,688.29



RESULT 1.2 Strengthen the strategic approach and capacity of the

federal line ministries and provincial directorates to

better align service delivery outcomes with the

priorities of provincial governments and local

populations

1. Upgrading the structure of service directorates to align to

decentralization

For many years, Iraq has been working under a strictly centralized governance system and most of

the performance evaluations in the provinces were performed by personnel from the ministries

based in Baghdad. With decentralization, performance evaluation responsibility shifted to the

provincial governments.

Upgrading the organizational structures of the Directorates of Municipality,

Municipalities, and Water

IGPA/Takamul worked with the HCCPSec and the provinces of Najaf, Baghdad, Babil, Anbar, Wasit,

and Basrah to review the organizational structure upgrades for service directorates. The prime

minister issued an order to establish a central committee headed by HCCPSec representatives with

members from the Ministries of Planning, Finance, and Municipalities and Public Works. The Project

worked with the central committee and the technical working groups from pilot provinces to review

and analyze the current organizational structures, identify gaps, and propose changes in light of the

shift to decentralization. The focus was on upgrades that contribute to service delivery

improvements.

The recommended upgrades included the requirements from the Administrative and Financial Affairs

Directorates (AFAD) in budget execution and financial reporting. It also considered reports from

civil society and volunteer groups to the service directorates on evaluating service delivery from the

end users’ perspective. The upgraded structures clearly defined the relationship of these

directorates with PPDC wherein the service directorates will share their short- and long- term plans

with the PPDC. The plans will incorporate recommendations into the provincial annual plans. As a

next step, the PPDC submitted the organizational structure upgrading recommendations to the

prime minister for review and approval.

During this reporting period, IGPA/Takamul supported the HCCPSec in publicizing the draft

structures and sharing with the other provincial governments. The Project trained the staff of the

service directorates in targeted provinces on the proposed upgraded organizational structures and

how to operationalize the new structure in preparation for implementation after the prime

minister’s approval.

2. Institutionalizing the Performance Evaluation Department and

ensuring integration

After decentralization, the Prime Minister approved a new provincial government structure, which

included the establishment of the Provincial Evaluation Department (PED). IGPA/Takamul


introduced PED as a governance tool to monitor and improve the performance of provincial service

delivery. Under a strictly centralized system, the Governor’s Office has no oversight authority over

service delivery as this was managed from relevant ministries in Baghdad.

IGPA/Takamul established PED in Maysan, Basrah, Baghdad, Wasit, Najaf, Ninewa, Babil, and Anbar

to collect data and report water and SWM service performance to the governors. PEDs are now

knowledgeable on the means and tools for obtaining data, data evaluation, and report writing.

Collectively, PEDs recommended actions to further improve their functions to the HCCPSec, the

GOI entity that resolves provincial issues needing federal intervention.

During this quarter, IGPA/Takamul worked with the PEDs and CSOs of Baghdad, Babil, Wasit,

Basrah, Anbar, Najaf, Maysan, and Ninewa to develop a mechanism to coordinate the

administration of citizen satisfaction surveys and awareness campaigns. The parties also agreed on a

platform wherein PEDs can access citizen evaluations of services as conducted by the CSOs. The

coordination mechanism was finalized on December 11, after which the PEDs and CSOs jointly

developed plans to conduct awareness campaigns in eight provinces. See related activities next page.

THE PROVINCIAL EVALUATION DEPARTMENT DIRECTED NAJAF’S KUFA MUNICIPALITY DIRECTORATE TO DISINFECT ITS

GARBAGE TRUCKS TO PREVENT THE SPREAD OF CORONAVIRUS.


IGPA/Takamul supported

the Provincial Evaluation

Departments and civil

society groups to create a

coordination mechanism

that integrates collective

efforts and resources

toward improved service

delivery.

During this quarter, the

PED and civil society

organizations jointly

implemented governance

functions through activities

fully funded by their

respective local

governments.

Najaf

• Conducted an awareness

campaign to promote proper

trash disposal; held public

forums; distributed

informational brochures in al-

Askeri neighborhood and

schools; and, promoted

messages through live radio

broadcast.

Baghdad

• With the Municipalities

Directorate, held a campaign to

promote proper trash disposal

in Rashdiya. Volunteers and

government representatives

distributed leaflets and trash

bags to houses and schools.

Basrah

• Following a performance audit

of trash collection services,

worked with the Municipality

Directorate on a two-day

awareness campaign with civil

society volunteers distributing

flyers and trash bags while

visiting homes and businesses. Anbar

• 35 volunteers and the

Municipality Directorate

campaigned in Ramadi’s al-

Tameem reaching 8,500 families.

The team placed instructional

brochures and trash bags at

each doorstep while garbage

trucks rolled outside collecting

trash.

• IGPA/Takamul Change Agents

formed a joint committee

trained by PED to advocate for

a new division at the

Municipality Directorate to

conduct internal performance

evaluations.

Babil

• Held a clean-up drive reaching

203 households and spoke to

residents to be responsible in

cleaning their immediate

surroundings.

Ninewa

• Urged residents in two

neighborhoods to do their part

in keeping their own

surroundings clean. The

campaign also involved clearing

up roads and canals.

Wasit

• Collaborated with the Citizen

Affairs Department to remove

accumulated trash in al-Falahiya

that posed a health hazard in

an area with 10,500 people.

The initiative generated

assistance from partners valued

at $3,000 for the two-day

campaign.

• Held a cleanliness drive in al-

Hay City, home to 12,000

citizens and more than 800

commercial establishments.

Maysan

• With the Umarah Municipality

Directorate, campaigned to

promote proper trash disposal

to adhere to collection

schedules.

As the Project’s Arabic name Takamul, or “integration,” implies, the

Project works to integrate governance functions within the

provinces, promote cooperation between the central and provincial

governments, and integrate civil society into this process to ensure

accountability, transparency, and citizen support.


HCCPSec and PED

Per IGPA/Takamul’s mechanism, PEDs send regular reports to the HCCPSec outlining issues

impeding service delivery at the provincial level and requesting coordination with appropriate federal

entities. The HCCPSec’s own PED analyze these reports and provide the necessary follow up with

federal entities to ensure that the support is provided for service delivery. The HCCPSec PED also

communicates any new federal directions related to service delivery improvement to the PEDs.

Osama Tariq

Head, Provincial Evaluation Department

BAGHDAD

“When I assumed the position as head of

Baghdad PED, I realized that the department

needed a mandate to be able to work

properly. I also found a big pile of work

waiting for me.

“One of our biggest challenge was to

overcome the misconception of other

departments that we would be evaluating

individual performance. We were not; rather

we look at the performance of the

department as a whole. Since then, the

departments started cooperating with us.

“Another challenge was the evaluation

methodology. The traditional way is to ask

questions from the staff, but this method is

unreliable. Thankfully, IGPA/Takamul trained

us in the proper methods and in processing

the data through Excel for accurate

calculation.

“We would like to thank IGPA/Takamul for

helping us and we wish to continue

cooperating with the Project.”

Jameel Ibrahim

Head, Provincial Evaluation Department

ANBAR

“When the PED was formed, we did not exactly

know the scope of our work. We asked the

departments if there was something that needed to be

“solved.” We did not have evaluation or

measurement tools. Then IGPA/Takamul trained us

on evaluation principles and techniques and gave us

measurement tools, including an evaluation form

consisting of 30 questions. We then circulated this

form to the departments and asked them to evaluate

their own performance. We checked and validated

the responses and investigated matters that need to

be addressed.

“Thanks to IGPA/Takamul for their training and

assistance because they are really of great significance

to our work. Moreover, based on the trainings and

material given to us, we created a Performance

Evaluation Division within the Ramadi Municipality

Directorate. We then trained the PED staff on

conducting performance evaluation.”


RESULT 1.3 Enhance regulatory and procedural certainty to

attract private sector investment

1. Implementing a public private partnerships (PPP) mechanism and

other alternative financing programs

IGPA/Takamul provides technical assistance to build the capacity of federal and local government

staff in utilizing public private partnership (PPP) as a mechanism for improving the delivery of

services, especially those related to water, solid waste management and electricity. IGPA/Takamul

also provides support in reviewing the current legal framework (the draft PPP law) that governs

PPPs in Iraq, in order to determine if there are any gaps and needed reforms.

Support to the federal government

In early January, IGPA/Takamul continued to engage with the Council of Representatives (COR) and

secretariats of the Finance Committee and the Investment and Economic Committee to discuss

Iraq’s draft public-private partnership (PPP) law. IGPA/Takamul emphasized the need to further

share the concept of PPPs among COR members and explain how PPPs can be used to achieve

sustainable economic development. The Project also discussed the need to coordinate with the

parliament’s Legal Committee to review comments received by the investment committee.

Support to KRG

In response to a request from the KRG’s MOP to enhance private sector involvement in

development efforts, IGPA/Takamul developed a PPP policy note. The policy note is the product of a

comprehensive situational assessment of public facilities, highlighting facilities that are lacking and

needing improvement. Informed by international best practices, the KRG PPP Policy Paper will guide

the region’s PPP program development and give stakeholders a comprehensive overview of the

identified gaps that the PPP program seeks to address. One of the key recommendations in the

policy notes is to shift from the current practice of creating ad-hoc PPPs, called “investments,” to a

systematic formulation of a PPP program.

On March 1, IGPA/Takamul held one-day workshop on Capacity and Consensus Building for PPP

with 13 participants from various ministries. The workshop concentrated on capacity building on

PPP, policy components and programs, and consensus building over the KRG PPP policy paper.


Government bidding is inherently a complex

undertaking. In Iraq, this complexity was

more pronounced because of the ambiguous

and unwieldy bidding process. No matter the

size of the procurement, be they multi-

million-dollar construction projects or

drinking water stations, the effort was the

same: massive. Moreover, the evaluation

criteria were hazy and easy to manipulate,

with the lowest price becoming the deciding

criterion for winning.

Siham Kadhim Jabir, Head of the Tenders

and Contracts Department of Iraq’s Ministry

of Planning, said: “Previously, there were no

bidding documents, just a set of regulations.

The evaluators assign scores based on their

own interpretation because the criteria were

not clearly explained.”

In 2018, IGPA/Takamul introduced two

kinds of Standard Bidding Documents

(SBD)—one for procurements under $2.5

million and one for procurements for non-

consulting services. The Ministry of Planning

of both the federal government and the

Kurdistan Regional Government adopted the

SBDs.

Aside from introducing new procedures,

IGPA/Takamul also shortened the

the timeframe of each stage of the process.

Previously, procurement analysis and

preparation of bidding documents alone took

from three to six months. This was cut to no

more than 30 days, and the opening of bids

should be done within three days from the

deadline of submission. Since then, the SBDs

have become the fundamental document for

government procurements. From October

2019 through March 2020, 49 projects valued

at $127 million have been awarded using the

SBD.

“The SBD facilitated the work for both the

bidder and the procurement officers. It

introduced a clear set of evaluation criteria,

removed bureaucracy, and allowed small but

qualified businesses to have a fair chance of

winning,” Ms. Jabir said. “Several projects that

were awarded using the SBD have been

completed on time and have complied with

the quality standard specified in the bid,” she

added.

“After trying many times in the past, I was

finally able to win a construction project with

the government. I am so happy that the

government bidding was changed for the

better!” a grateful Omaid exclaimed.

SUCCESS STORY

New bidding procedure speeds up

development undertakings

A REVISED BIDDING PROCESS AND SIMPLIFIED BIDDING DOCUMENTS FAST-TRACK

DEVELOPMENT PROJECTS IN IRAQ


SUCCESS STORY

Citizen voices transform dump pit into a

playground in Najaf neighborhood

Within the premises of a public elementary school

in al-Askari, a bustling neighborhood in Najaf’s

capital city, a vacant land grew into a garbage site.

Over the years, residents in the area kept dumping

their household trash into a vacant yard, until one

day it became a permanent dump site.

Narjes Ali, a mother of four Hai al-Askari,

complained: “This accumulation of trash is a

nightmare—the stench and the swarm of flies are

unbearable. Unfortunately, this dump site is along

the road to the school where my two sons are

studying. So, the parents in this area got together

and talked to Ms. Zahraa to help us solve this

problem.”

Zahraa al-Musawi, is the head of Al-Shamis civil

society organizations (CSO), which is a member of

Najaf Tawasul. Tawasul is a semi-formal structure

organized by IGPA/Takamul that works with local

government to address citizen complaints. “The

main issue was the lack of interaction between the

government service department and the

community. After attending a workshop conducted

by IGPA/Takamul, we requested the

Project to facilitate a meeting among government

agencies and CSOs to coordinate efforts in solving

this problem,” Zahraa said.

In January 2019, with support from IGPA/Takamul,

Najaf’s Performance Evaluation Department and

Tawasul developed an action plan and conducted a

town hall meeting in al-Askari to discuss cleaning

the site and promoting proper waste disposal

among the residents. Afterwards, the combined

teams cleaned up the dump site. They expanded

the cleaning drive to six schools in al-Askari. The

Health Directorate, Kufa University, and Imam Ali

Shrine joined on these campaigns contributing

informational materials, saplings and plantlets, and

packed meals for the volunteers.

“The ugly site is now replaced with a beautiful

playground for our children. The accountability

groups continually come back to the area to ensure

the efforts were not wasted. Now, it is our turn as

citizens to take the initiative to maintain cleanliness

in this area,” Narjes Ali said.

THE DUMPSITE ALONG THE ROAD TO THE SCHOOL THREATENS THE HEALTH OF

STUDENTS. PARENTS, TAWASUL, AND THE PROVINCIAL EVALUATION

DEPARTMENT ACTED TOGETHER TO CREATE A SPACE FOR CHILDREN’S WELLBEING.


OBJECTIVE 2: IMPROVE PROVINCIAL AND

NATIONAL GOVERNMENT PUBLIC FINANCIAL

MANAGEMENT

Indicator Planned Target

for FY20

Total Achieved

during FY20

% Achieved

during FY20

Number of government

institution (central, federal,

provincial) that have

implemented SOPs to manage

PFM functions as a result of


2 1 50%

Number of revenue laws passed

by local governments as a result

of IGPA support

5 2 40%

Number of provincial in-year

budget reports produced in

accordance with law or best

practice as a result of IGPA

support

20 2 10%


Improved Public Financial Management (PFM) is the foundation of IGPA/Takamul’s approach to

strengthen governance of provincial and national government institutions that perform essential

functions impacting water, electricity and solid waste management (SWM) services delivery.

IGPA/Takamul’s main areas of support under Objective 2 include PFM reforms for local revenue

generation and collection, planning and budgeting, financial reporting, and oversight and monitoring.

This workstream implements PFM interventions in key national GOI and KRG ministries including

the Ministry of Finance and Ministry of Planning.

During the second quarter of FY20, IGPA/Takamul focused on developing PFM toolkits for local

revenue collection and management, budgeting, and financial reporting to improve fiscal

decentralization. These toolkits are important for the sustainability of the training and capacity

building activities implemented by the Project. IGPA/Takamul also expanded its work on improving

public investment management with the development of a Public Investment Management framework

and feasibility study preparation toolkit. These are important for strengthening both the selection of

key small and large capital projects and their implementation at the national and provincial level.

IGPA/Takamul also dedicated resources to support provincial Administrative and Financial Affairs

Directorates (AFAD) and decentralized units to prepare the annual financial reports required by the

Ministry of Finance despite the challenges faced with the deteriorating security situation and the

onset of the COVID-19 pandemic.

Notable accomplishments for the quarter are as follows:

• Supported AFADs and decentralized units to prepare annual final accounts and monthly

financial reports in accordance with MOF requirements for MOF approval. This enabled the

allocation of funds for operating and capital expenditures despite the COVID-19 restrictions.

• Developed PFM reform toolkits for local revenue collection and management, financial and

budget execution reporting, and budget preparation with input from MOF and AFAD

counterparts to improve fiscal decentralization and PFM practices at the provincial level.

• Supported Wasit AFADs to prepare local revenue guidelines and a mechanism for collecting

and managing local revenues. These will be implemented and replicated in other provinces

that have met MOF requirements for a local revenue bank account.

• Continued the rollout of the Iraq Development Management System (IDMS) training for

provincial planning departments, AFAD, and decentralized directorates in the 15 provinces

through the second two-day workshop held for 19 Ninewa provincial officials and staff.

• Developed a public investment management process framework and feasibility study

preparation toolkit based on international best practices for the KRG and key service

delivery ministries to improve project selection and the capital investment process.

• Initiated the gender budgeting pilot work at the national and provincial level, working with

the Ministry of Finance and Ministry of Planning to outline gender budget instructions for the

national budget process.

• Supported the Mayor of Hamdaniya under the Ninewa Plains Assistance Package to conduct

a survey of 1,100 citizens for their perspective on investment priorities and service delivery

projects to inform the district’s development planning process.


RESULT 2.1 Strengthen capacities of Administrative and Financial

Affairs Directorates and support their conversion into

fully operational financial management offices

1. Developing and implementing assistance packages

An assistance package is an integrated, comprehensive package of activities that address capacity

development and performance enhancement in service delivery, PFM, and oversight and

accountability for key provincial government institutions supported by IGPA/Takamul. In FY19,

IGPA/Takamul developed assistance packages primarily for the Water and Municipality Directorates

in the five targeted non-KRI provinces, and for Erbil’s Ministry of Electricity and Ministry of Water.

Under these assistance packages, IGPA/Takamul helped build the capacity of these key service

delivery units to assume these responsibilities, which is important to reduce overall costs and

maximize fee collection.

Federal provinces. During the reporting period, IGPA/Takamul supported Anbar and Basrah

provinces to collect data needed to develop the cost recovery model for Water and Municipality

Directorates working with the accounting and financial, collection, and technical units within the

directorates. The accounting and finance departments provided water and trash collection services

costs, expenditures and accounts payable; the collections and revenue unit provided data and input

on collections and receivable; and the technical units provided data on quantities (consumption and

production when applicable) and fixed assets.

Kurdistan Regional Government. During this quarter, IGPA/Takamul continued supporting the

KRG Ministries of Electricity and Water to complete cost recovery models for electricity and water

services. The analysis involved assessing the current costs and pricing of services to determine what

is needed for cost recovery of water and electricity services. The ministries can use these cost

recovery models for planning and budgeting purposes and to inform awareness campaigns to

encourage citizens to pay the fees. The Project has completed the cost recovery models but was

unable to train the ministry staff on using the models due to the COVID-19 restrictions that started

in early March.

KRG Xizmat assistance package. IGPA/Takamul is supporting the Ministry of Labor and Social

Affairs (MOLSA) and its directorates in strengthening governmental accounting and internal financial

audit. IGPA/Takamul initiated this new activity in Year 3, which includes a comprehensive capacity

building program for directorates in Erbil, Sulaimaniya, and Dahuk which is undergoing a review of

current processes, procedures, staff knowledge and skills. Under the package, the Project initiated

the MOLSA governmental accounting system training activity in February and MOLSA internal

financial activity in March.

During this quarter, IGPA/Takamul conducted a technical assessment of the current governmental

accounting process in the three provinces. While the Project completed the technical and capacity

assessments, the training and capacity building program implementation is on hold due to the

COVID-19 restrictions. For the internal financial audit work, the Project initiated the technical

assessment for the three provinces. The Project likewise suspended the assessment process due to

the COVID-19 restrictions.


2. Building the capacity of AFAD and decentralized directorates on

budget execution and reporting

The key milestones achieved in Q2 related to building the capacity of AFAD and decentralized

directorates on budget execution and reporting include:

• Supporting AFAD and decentralized directorates to prepare the annual financial accounts

and monthly financial reports in accordance with MOF requirements. This enabled financial

allocations for operating expenses particularly during the critical COVID-19 restriction

period; and.

• Continuing daily on-the-job training and capacity building in financial management and

accounting, budgeting, and local revenue generation for the AFAD and decentralized

directorates.

In this reporting period, IGPA collaborated with the Basrah AFAD manager and Water Directorate

staff to conduct a series of three-day training on preparing final accounts and financial statements for

self-funded service delivery units (i.e. water and SWM). A total of 26 participants (25 male;1 female)

from the AFAD, Water, Sewerage, Municipalities of Basrah, Babil, Baghdad, Anbar, and Ninewa

attended the workshops. As a result of the hands-on workshop, the participants prepared the

financial statements, previously prepared by the ministries, for the first time since the directorates

were decentralized in 2017.

WORKSHOP PARTICIPANTS PREPARE ACTUAL BALANCE SHEETS AND PROFIT AND LOSS STATEMENTS DURING A

WORKING SESSION.


Baghdad. The Project focused on building capacity of AFAD and decentralized departments

through the following activities:

• Conducting a workshop for the accounting staff of Baghdad AFAD and its related

departments on how to maintain accounting records and extract and verify results using

accounting records as per the requirements of MOF;

• Conducting on-the-job training and capacity building of accounting staff in the AFAD

Financial and Planning Departments; and

• Supporting AFAD to prepare financial reports and final accounts that required revisions

from the 2019 financial year.

Babil. IGPA/Takamul supported AFAD to prepare the 2019 final accounts. The Project conducted

training for Babil AFAD and decentralized directorates on how to prepare the final accounts trial

balance for 2019. The Project also assisted the Babil AFAD to complete end-of-year accounts for

2017, which the MOF had previously returned to the AFAD due to several unbalanced accounts.

Since October 2019, the Project has been supporting AFAD staff to revise all financial accounts

correctly and to resubmit the 2017 financial accounts report to the MOF.

Anbar. The Project developed a PFM toolkit for monthly financial reporting and budget execution

with an excel spreadsheet program and detailed manual for instructions on how to use the

spreadsheet. IGPA/Takamul developed the toolkit with Anbar AFAD and tested and finalized the

excel spreadsheet program. The directorate has adopted the spreadsheet for preparing the monthly

financial report and budget execution report during the second quarter. The Project plans to

implement the PFM toolkit in the other non-KRI provinces beginning in the next quarter.

IGPA/Takamul further supported Anbar AFAD to conduct a two-day training replicating the

Project’s annual final accounts workshop conducted for AFAD and decentralized unit staff from the

15 non-KRI provinces. The training took place in Babil on February 4-5 for 17 AFAD accountants

(12 male, 5 female) on preparing the 2019 annual final accounts in accordance with MOF

requirements. The Project then supported the AFAD and decentralized units to prepare the

consolidated 2019 annual final accounts. As a result, the AFAD submitted the 2019 final accounts to

MOF in March.

Basrah, Dhi Qar, Muthanna, Maysan. For the southern region, the project focused on building

the capacity of AFAD and decentralized directorate staff to prepare monthly financial reports that

comply with the MOF requirements. On January 29-30, the Project conducted a comprehensive

two-day training on preparing the final accounts for 41 staff members (28 male; 13 female) from the

Health, Education, Municipalities, Roads and Bridges, Youth and Sport, and Urban Planning

Directorates in Basrah, Maysan, Dhi Qar, and Muthanna. The workshop mainly covered final

accounts as a strategic financial planning tool that MOF uses to determine budget allocations, and

using final accounts to prepare financial statements, and investment and operating budgets. The

Project then assisted the four provincial AFADs to prepare the 2019 final accounts, which was

submitted to MOF in March.

Salah al-Din. IGPA/Takamul assisted the AFAD to conduct a workshop for 16 decentralized

directorate accounting managers on preparing final accounts to meet the MOF requirements. The

Project likewise assisted the Salah al-Din AFAD and directorates to prepare the 2019 final accounts

in accordance with MOF requirements, and to submit the final accounts by March.


Erbil, Dahuk, Sulaimaniya, Halabja. IGPA/Takamul hired two PFM advisors to be embedded in

the Sulaimaniya and Erbil offices. They were tasked with building the capacity of the provincial

finance and accounting units in PFM practices. The advisor for Sulaimaniya prepared a technical and

capacity assessment of the provincial finance and accounting units to inform the development of a

targeted training and technical support program for Sulaimaniya and Halabja. The Project will share

the assessment results with the Sulaimaniya governorate once the COVID-19 restrictions are lifted

and use the assessment findings to develop a targeted training and capacity development program for

the four KRI provinces.

3. Creating fixed asset registry for AFADs and Water and Municipality

Directorates in two pilot provinces

The provincial units have no accurate recording systems or databases for registering fixed assets.

Under this activity, IGPA/Takamul is developing and implementing an online or intranet database

system to register the fixed assets in the provincial AFAD and stock departments for Anbar and

Basrah, and for finance and accounting units in Erbil, Sulaimaniya, Dahuk, Halabja. These registries list

all the fixed assets a public institution owns, tracks the book value and depreciation, and verifies the

status of fixed asset. The registry database information is used to prepare the operating budget for

each department.

The Project previously determined the technical specifications (hardware and software), resources

needed, and timeline to carry out the work. During the quarter, IGPA/Takamul focused on

developing the RFPs to develop the fixed assets registry databases. In the next quarter, the Project

expects to select qualified vendors to begin developing the databases for the four KRG provincial

finance and accounting units, including Anbar and Basrah provincial AFAD and Water and

Municipality Directorates.

IGPA/TAKAMUL EMBEDDED ADVISER (RIGHT) REVIEWS BABIL AFAD’S 2017 BOOK OF ACCOUNTS WITH THE HEAD OF THE

AFAD FINANCIAL ADMINISTRATION SECTION.


“As directorates were decentralized, the

preparation of the final accounts—

consisting of revenues, expenses, and

financial settlements of the whole fiscal

year—now rests squarely on our

shoulders. Previously, the Ministry of

Finance prepared them. IGPA/Takamul

prepared us for this big responsibility

through continued workshops. If we are

not able to correctly finish the previous

year’s final account, then the succeeding

year’s budget will be delayed.

“IGPA defined the mission of the AFADs,

created an organizational structure and

spelled the roles and responsibilities of the

staff. It created standard operating

procedures according to best practices and

aligned with Ministry of Finance’s rules and

regulations. IGPA/Takamul organized

joint meetings and trainings and developed

a communications platform wherein all

financial departments across Iraq could

coordinate. That way all our systems and

processes were streamlined and

synchronized.

“Even now with the restrictions on

movements, we could still do our work as

we have maintained regular coordination

with IGPA/Takamul. Thankfully, since all the

staff have been trained by the Project, even

if we don’t physically work side by side, we

were able to finish our final accounts in a

timely manner.”

Mr. Hassan Al-Kaabi

AFAD Director, Babil


4. Developing a coordination mechanism between the Ministry of

Finance (MOF), Ministry of Planning (MOP), and AFADs

Essential elements of an efficient and successful PFM system include a medium-term top-down

planning process and budget formulation based on forecasted revenues. It should also include an

expenditure framework with budget ceilings and expenditures for allocated funds and capital

investment, operations and maintenance, and recurring expenses. These PFM elements are the result

of coordination and communication between the MOF, MOP, Higher Coordinating Commission for

Provinces Secretariat (HCCPSec), and AFAD. The AFAD and other key governorate offices serve as

the link between top-down and bottom-up planning and budgeting, which enables service delivery

directorates and key stakeholders to provide input into the process.

During the reporting period, the Project focused on maintaining the coordination between the MOF,

AFAD, and decentralized directorates while preparing the consolidated annual final accounts and

monthly financial reports to ensure adherence to MOF requirements. The Project facilitated this

coordination primarily through a WhastApp group established between the AFAD directors and

MOF budget and accounting department staff. The Project requested that the MOF identify a point

of contact within its decentralization department that will assume responsibility for formal

coordination between the MOF and AFAD. However, this process was delayed due to the inability

of the parliament to vote for a prime minister and permanent key MOF officials.

RESULT 2.2 Support the development of federal oversight

mechanisms such as financial procedures of

provinces’ finances

1. Supporting the development of a reporting portal between

decentralized service delivery directorates, AFADs, and MOF

The MOF is currently implementing an Integrated Financial Management System (IFMIS) at the

national level. This system will have a significant impact on how allocations are made for specific

expenditures based on a standard chart of accounts. The IFMIS will assist with timely allocation of

resources to government units, support the budget planning and execution process (including

procurement), cash management, asset management, and monitoring and evaluation. IGPA/Takamul

has been working with the MOF, AFADs and KRG finance and accounting units to implement an

interim electronic solution at the provincial level that will produce reports on budget execution and

monitoring.

During the last quarter, IGPA/Takamul presented the concept of a reporting portal to the AFAD

directors and MOF and MOP representatives during a two-day workshop. The reporting portal is a

web-based application connected to a database that contains various MOF-required financial forms

and reports such as the trial balance, annual final account, and budget expenditure. This portal will

link AFADs, decentralized directorates, and the MOF. The reporting portal will streamline the

monthly reporting process required by the MOF; minimize time for the AFAD to prepare monthly

trial balances for the MOF to facilitate a timely release of funds for salaries and other operating

expenses; and facilitate electronic exchange of information between the MOF and provincial entities.


2. Implementing a payroll management system

IGPA/Takamul proposed in its Year 3 work plan to introduce improved control, accountability, and

oversight for payroll expenditures through the IFMIS for allocation and expenditure processes.

However, the IFMIS system has been significantly delayed and a vendor has not yet been selected by

the MOF to design and implement the system.

As such, the Project proposed revising this Year 3 activity to focus on delivering training for AFAD

and decentralized directorates in payroll accounting procedures and payroll management in

accordance with MOF and GOI rules and regulations. This training will be delivered as a module of

the specialized PFM training program planned for AFAD and decentralized directorates in the last

quarter of Year 3.

3. Develop the external and internal financial and performance audit

capacity for the FBSA, MOF, MOP, and AFADs

During the reporting period, IGPA/Takamul met with the deputy head of the Federal Bureau of

Supreme Audit (FBSA) to discuss potential areas of collaboration to strengthen accounting processes

in provincial AFAD and decentralized directorates. As a result of the meeting, the project agreed to

support the FBSA to conduct a workshop for provincial accounting departments on the FBSA’s new

procedures on including the annual account balance for each decentralized directorate in the federal

accounting balance report. The Project also agreed to facilitate deliberations between the FBSA,

MOF, and AFADs to update budget execution instructions for adopting a unified accounting balance

procedure for each province. The discussions will also include development of a mechanism to

regulate and organize the cash advances and interim loans for each provincial department. The

Project agreed to support the FBSA and MOF to implement a mechanism for AFAD to streamline

the process for allocating funds to decentralized directorates for timely operating and capital

expense payments.

RESULT 2.3 Enhance provincial revenue generation, collection,

and management outside of the oil sector

1. Implementing the Local Revenue Law

Wasit and Babil local revenue generation efforts

During the first quarter, Wasit province became the first Iraqi province authorized by the MOF to

open a local revenue bank account. In Quarter 2, the Project supported Babil province to become

the second Iraqi province authorized by MOF to open a local revenue bank account. As with Wasit,

the Project supported Babil AFAD to prepare a budget that included estimate revenues for 2021,

which will be collected and deposited in the newly opened bank account. For Wasit, the Project

assisted the AFAD local revenue department to prepare the budget for the different types of

revenue to be collected for 2020 that were approved by the governor and MOF in February. The

Project assisted the AFAD to activate the newly opened bank account to maximize local revenue

generation in the province. In addition, IGPA/Takamul supported the Wasit AFAD to implement

procedures enabling the province to deposit daily collected revenues in the bank account and to

spend them for authorized purpose within the limits allocated in the approved planning budget.


In Wasit, the Project worked with AFAD to prepare a local revenue manual. The manual will be

replicated and implemented in the other provinces authorized by the MOF to open local bank

accounts and to generate local revenues. The manual describes the legal framework for local

revenue generation, how to collect and manage local revenues, develop a local planning budget based

on estimated revenues, and the MOF requirements for opening a bank account. To bring more

clarity to defining federal and local revenue for national and provincial institutions, the Project

developed a working paper that articulates the principles for federal and local government revenues.

representatives. The working paper will help these agencies to reach a consensus on federal and

local revenue principles to strengthen fiscal and administrative decentralization.

IGPA/TAKAMUL’S EMBEDDED ADVISER DISCUSSES NEXT STEPS TO IMPLEMENT LOCAL REVENUE COLLECTION IN SALAH

AL-DIN.


GIZ Decentralization Project leverages

local revenue accounts for local

development projects grants

During the reporting period, IGPA/Takamul

supported the GIZ-funded “Support Decentralization

and Local Governance in Iraq” project to use the

depository accounts of Babil and Wasit for grant

funds for approved capital projects. For Wasit, the

MOP transferred 50,000 euros in GIZ grant funds

to the provincial bank account for a date packaging

plant project planned for Alziziya district. For Babil,

GIZ is providing 25,000 euros to construct a park

in Hashemite District. GIZ will continue

transferring grant funds for capital projects as more

provinces open local bank revenue accounts with

IGPA/Takamul support.

2. Diversifying financial and

potential revenue streams through

engagement with the private sector

The project is supporting Hamdaniya District

through the Ninewa Plains Assistance Package

(NPAP) to develop the capacity of the Mayor’s

Office and the district to improve administration and service delivery. This NPAP assistance has

been ongoing since October 2019. Improved service delivery can increase the potential for private

sector development and investment in the district. Ninewa’s Hamdaniya District has potential for

private sector development in both domestic and foreign investments in key sectors.

Prior to the holding of the Ninewa Investment Forum in December where the district mayor spoke

to investors, the Project conducted an informal paper-based survey of 100 citizens at a town hall to

determine citizen perspectives on the priority projects. The mayor incorporated the feedback to

determine the final investment priorities for the district.

During this quarter and through the NPAP assistance, IGPA/Takamul supported the mayor to

conduct a survey of Hamdaniya citizens on priority investments and service delivery projects for the

district. This integrated activity involved close collaboration with Objective 3 - Oversight and

Accountability. This information will be used as inputs to the district’s capital investment plan, as

requested by the mayor. The Project surveyed 1,100 citizens in three district neighborhoods to

provide their perspective on key issues such as priority investment projects, service delivery

projects, citizen consultations, and preferred channel of communication with the local government.

Key highlights from the study include:

• Top three investment projects: infrastructure, agriculture and livestock, and health

• Top three service delivery projects: roads, water, and sewerage improvements

MANAGERS OF BABIL AFAD ACCOUNTING DEPARTMENT

AND LOCAL REVENUES DEPARTMENT REVIEW REVENUE

ACCOUNT ACCOUNTING TO PREPARE FOR RECEIVING

GIZ GRANT FUNDS


• Citizen consultations: the majority of citizens surveyed concurred that the district

government should organize more meetings with citizens and CSOs for priority project

suggestions. The respondents noted that they had not previously participated in investment

meetings and/or conferences organized by the district government.

• Communication channels: The most common means of contact with the local government is

direct or in-person communication; the second is by social media; and third is by

phone. None of the respondents used email to contact local departments.

The mayor can use the survey results and recommendations to address the issues related to

government’s responsiveness to citizens and mechanisms for citizens to provide feedback on

services, investment priorities, and related government functions.

A MEMBER OF NINEWA’S SOCIAL ACCOUNTABILITY GROUP (OBJECTIVE 3) CONDUCTING A SURVEY IN HAMDANIYA ON

PRIORITY INVESTMENTS AND SERVICE DELIVERY PROJECTS (OBJECTIVE 2).


“I have attended three important training

courses conducted by IGPA/Takamul. The

Central Accounting System course was

directly relevant to my work and

profession. The course updated my learning

about public accounting. The Advocacy

Course increased my competency in

advocating for issues. We all think

advocating for something is nothing but

common sense. However, it takes more

than that.

“I learned that having accurate, evidenced-

based information is crucial to be able to

convince others of your ideas. In the

training conducted by IGPA/Takamul, I have

learned to draft a detailed plan to achieve

the community goals and how to present

them to my managers. The training had a

mix of participants from different Iraqi

provinces, and I particularly learned a lot

through my interactions from the

participants from Anbar province.

“Apart from my job as Accounting Manager,

I also represent my community in the

governorate. In December 2019, I

presented a community project to the

governorate, which is the rehabilitation of

the Dukan Dam. The dam has four huge

pumps, each costing IQD2 billion, which

supplies water to Sulaimaniya. My

presentation played up the strengths and

weaknesses of the project, a technique that

I have learned from IGPA/Takamul.

“The governorate then approved my

proposal to address weaknesses—removing

illegal water connections. A budget was

allocated for the project and was presented

to the KRG Council of Ministers for final

approval and disbursement. We are now

awaiting this approval.”

Zryan Muhamed Fattah

Accounting Manager, Sulaimaniya

Governorate Office

Participated in IGPA/Takamul trainings

on Central Accounting System Course;

Advocacy Course; and Administrative

Organization Course


RESULT 2.4 Enhance budget-cycle planning, development, and

execution against decentralized expenditure

assignments

1. Strengthening provincial budget formulation and creation of debt

management function

Federal provinces

Since Year 1, IGPA/Takamul has been enhancing the capacity of the newly established AFADs within

the Governor’s Offices through training and capacity building in budgeting, financial management, and

local revenue generation. The Project has gradually expanded support to cover 15 AFADs and

decentralized directorates.

During the reporting period, the Project conducted a series of four workshops with the MOF to

train 152 participants (130 male; 22 female) from AFAD and the HR units of decentralized

directorate Human Resources (HR) units from the 15 non-KRI provinces. The workshops covered

promotion procedures, retirement and other HR functions, HR planning, and the relationship

between HR functions and operation budget formulation. The workshop also provided an

opportunity for the MOF and the participants to reach a common understanding of HR functions,

and to discusses and solve HR-related issues in the provinces. After the workshop, the participants

created a WhatsApp communication group to establish and strengthen coordination on HR issues.

During the HR workshop, the participants raised the issue of a GOI regulation that prevented self-

funded departments to carry over vacant positions, if they are not filled, during the budget year.

The self-funded departments have also been constrained in filling key positions that opened up when

senior staff retired as a result of the recent amendment to the pension law changing the age for

retirement from 65 to 60. Following the workshop, the Project worked with the Deputy Finance

Minister to propose a draft 2020 national budget clause authorizing self-funded department to keep

the vacant positions until they are filled. This will enable the departments to address staffing gaps

that impact the delivery of basic services in various sectors.

KRI provinces

Public Investment Management Best Practices Framework. During the reporting period, the Project’s

international expert provided technical support to the KRG’s MOP and line ministries in

strengthening public investment management (PIM). The expert reviewed the public investment

management (PIM) process of the MOP and key line ministries including Ministries of Electricity,

Water, and Housing and Construction and compared them with international best practices.

The international best practice framework uses benchmarks for a comprehensive public investment

management process for planning, budgeting, implementation of capital projects. The framework

recommends eight essential PIM functions are in place with guiding practices and processes for

national and provincial level governments. These eight PIM functions are project initiation, pre-

feasibility study preparation, feasibility study preparation, project selection, project implementation,

project modification, project operations, and project evaluation. While the Project has completed

the assessment, the activity is currently on hold due to the COVID-19 restrictions on meetings and

gatherings.


Feasibility Study Preparation Toolkit. Preparing feasibility studies is an important step in

planning, selecting, approving, and implementing small and large service delivery projects. In Q2,

IGPA/Takamul engaged an international expert to provide technical support to the MOP and key

service delivery line ministries in feasibility study preparation. The Project reviewed the current

processes and capacities in the MOP and Ministries of Electricity, Municipalities and Tourism,

Housing and Constructions, and Agriculture and Water Resources to prepare feasibility studies or

to review feasibility studies prepared by an external resource. The Project will prepare a situational

report to be presented in a workshop when the COVID-19 restrictions are lifted.

The Project drafted best practice guidelines and procedures for preparing feasibility studies to

determine the economic, financial, social, and environmental viability of projects proposed by the

line ministries for MOP approval and funding. The feasibility study preparation toolkit includes:

• Pre-Screening Guidelines

• Pre-Feasibility Study Guidelines

• Feasibility Study Guidelines/Checklist

• Feasibility Study Explanatory Notes

• Case Studies of Proposed Projects for Feasibility Studies for training purposes

2. Gender budgeting pilot

During the quarter, IGPA/Takamul engaged an international gender budget expert to implement the

gender budgeting pilot activity. The following is a brief summary of the activities and results to date:

1. Guidelines for national gender responsive budgeting. According to the 2019 PFM Law

(Article 10), the MOP and MOLSA are responsible for developing and including gender budget

instructions for the national budget process. Guidance and capacity for doing so are limited at

present in the MOP and MOLSA.

As a result of the initial working meetings facilitated by the Project in February/March, the MOF and

MOP agreed to draft the first-ever Gender-Responsive Budget Circular for the 2021 national budget

process. This is the first step toward implementing gender-responsive planning and budgeting

according to the PFM Law. The circular will be based on public expenditure management

international best practices. The circular can instruct ministries to consider gender gaps in

developing their medium-term sectoral budgets for FY2021, and 2022 and 2023 outyears. Spending

units will be required to demonstrate how the needs and interests of women and men are

addressed in their budget proposals and supported with adequate financial resources. The MOF and

MOP tentatively agreed to pilot the circular with MOLSA and Ministry of Youth and Sports.

2. Plan for training PWED in basic provincial planning and budgeting processes. Iraq’s

gender infrastructure is weak particularly at the provincial level. Neither federal nor provincial level

institutions have capacity to play the critical role of mainstreaming gender for improved service

delivery and accountability. As a result, GOI requested IGPA/Takamul to build capacity of the

provincial women empowerment directorates (PWED) to engage with PPDC in provincial planning

and budgeting. During the reporting period, the Project began preparing a detailed training plan and

materials for training PWED and PPDC in basic gender responsive planning and budgeting with

provincial AFAD. It is important to involve the PPDC in this planning and budgeting training as the

PPDC is responsible for the provincial planning process and for developing the provincial


development plan. This activity is integrated with Objectives 1 and 4 and the Equity and Inclusion

teams.

3. Gender Responsive Budgeting Pilot for ADV Support Services. The Project is preparing

a concept note on costing and budgeting for anti-domestic violence (ADV) support services in Iraq.

The concept note will guide GOI’s relevant ministries and institutions on how to conduct a credible

costing exercise to secure financial resources for the anticipated ADV Law in Iraq. Currently, ADV

measures are underfinanced in the federal budget, and additional budgetary resources are required

to meet the urgency and magnitude of the problem. Allocating resources will ensure effective and

sustainable implementation. The regulations in the draft ADV Law and main findings of the “Analysis

Report on Regulatory and Administrative Requirements and Development of and Implementation

Roadmap for the New Law” prepared by the Project will be used as the basis for the costing

exercise.

The consultant participated in a two-day ADV workshop on enhancing the basic understanding of

domestic violence for 22 GOI representatives. During a half-day session, the consultant presented

gender-responsive budgeting entry points throughout the budget cycle, showing how to link ADV

support services to preparing a gender-responsive budget proposal. The participants’ plenary and

group work discussions indicated weaknesses in the current ADV support system. The next steps

include developing a costing template for the relevant ministries for completing costing exercises in a

workshop or through working meetings. Once the costing exercise is completed, the Project will

support the counterparts to integrate costed services/measures /interventions into specific sector

operational and financial plans, and to break them down into ADV-related objectives, activities,

results, and inputs. This activity was designed in collaboration with Task Order 5 – Anti-Domestic

Violence legislation.

PARTICIPANTS AT THE GENDER RESPONSIVE BUDGETING WORKSHOP.


Under the assistance package for the Ninewa Plains, IGPA/Takamul supported the creation of four units in the Mayor’s Office to strengthen service delivery and conduct public hearing sessions to listen to citizen priorities.

Ninewa’s social accountability group was tapped to survey 1,100 respondents for their perspective on investment priorities and service delivery projects. The citizens’ suggestions will inform the district’s development planning process.

Rami Kether Polis

Hamdaniya Municipality Director

“In the past, the development planning process in

Ninewa was flawed because it was not

participative. Recently, IGPA/Takamul conducted a

survey asking suggestions from ordinary citizens

about projects and government services. I believe,

is how it should be done with consideration to

people’s opinions.

“Aside from the survey, IGPA/Takamul opened

other avenues for us to get the pulse of the

people. This is very helpful for me in my work.

Without these voices, we will not know what the

people really need. For example, people were

clamoring for more recreational facilities to

improve their wellbeing. The government

responded by allocating four pieces of land in

Hamdaniya to establish a sports city and three

soccer fields.

“Another example is the “single response

window” program. This program provides faster

service to the citizen, and surprisingly, has

reduced our work load because of the more

efficient system. Thanks to IGPA/Takamul for

introducing these systems and tools, resulting in

higher work efficiency and higher citizen

satisfaction.”

Majeda Marzena

Hamdaniya Water Operation Center

Manager

“In the past, the government decides which

projects will be implemented in the district. Now,

the government is gathering people’s opinions

through a survey. When a survey was conducted

recently, the people in Hamdaniya were talking

about it in a good way as this was not done

before. The people feel that they were a key

component in the decision-making process.

“As an employee in the Water Directorate, I have

participated in several trainings conducted by

USAID. I am impressed with how they place the

citizens at the center of services and development.

The activities in Hamdaniya reduced the gap

between the government and the people. The

training taught me how to handle and absorb

frustrations of the people because of service

deficiencies. I also learned how to make them

understand the problem and to appease them.”

Lomeaa Abdullah Basheer

Housewife, Survey respondent

“I was asked about the kind of projects that

should be implemented in the district and how

government services can be improved. I am very

happy they did the survey because as a housewife,

I do not normally go to authorities to tell them

what I think. Yes, they should do more surveys.”

Faez Abba, Survey Respondent

“For the first time, I was consulted about what

the government should do. Irrigation project, I

told the interviewer. This is a big project and

will provide us employment. The Ninewa Plains

needs water to revive its agriculture.”



OBJECTIVE 3: SERVICE DELIVERY AND PUBLIC

EXPENDITURE MONITORING AND OVERSIGHT

Indicator Planned Target

for FY20

Total Achieved

during FY20

% Achieved

during FY20

Number of mechanisms developed

or implemented to establish

effective citizen participation,

outreach and communication

5 4 80%

Number of interventions

implemented by IGPA/Takamul-

supported CSOs and SAGs

20 6 30%

Number of CSOs receiving USG

assistance engaged in advocacy

interventions

10 18 180%

Number of policy changes by

provincial governemetn as a result

of advocacy interventions

implemented by CSOs/SAGs or

TWGs

3 0 0%


By working with civil society partners and local officials to develop accountability frameworks,

IGPA/Takamul is building effective feedback mechanisms to help ensure that government responds

to citizens’ needs. Areas of support include public administration, communications, inclusive budget

planning, and CSO oversight of service delivery and budget execution. Monitoring and oversight of

service delivery and public expenditure should engage both the ‘supply’ and the ‘demand’ or uptake

side of services and expenditure. This Objective will equip select provincial institutions with tools

and skills necessary to establish effective mechanisms for citizen participation and outreach.

Despite significant challenges such as continued tensions between civil society and Iraqi governance

and the COVID-19 pandemic, IGPA/Takamul partners have continued to serve citizens, acting as

channels of communication between citizens and their governments. Over the reporting period,

Objective 3 partners conducted 59 community action campaigns, mostly self-funded, and responded

to the everyday concerns of around 838,668 Iraqi citizens using IGPA/Takamul communication and

outreach model and tools. Of these activities, 23 were supported by IGPA/Takamul. These efforts

generated over $560,000 in material and direct government service contributions.

As the COVID-19 crisis evolved, IGPA/Takamul partners pivoted their effort to meet the concerns

of the citizens in their regions, through education, assistance, and community action projects.

(Please see special COVID-19 activity section). The highlights of activities this reporting period are

as follows3:

• Following a water conservation and bill payment communication campaign conducted by Babil

Civil Society Organizations (CSOs) and Tawasul, water directorate revenues increased by 54

percent from October 2019 to January 2020, which bolstered the directorate’s ability to extend

water services.

• IGPA/Takamul worked to institutionalize the roles of CSOs in local government through a

capacity development program with the Council of Ministers Secretariat (COMSec) Non-

governmental Organization (NGO) Directorate. COMSec recently approved the creation of

CSO offices in six provinces: Babil, Ninewa, Baghdad, Anbar, Najaf, and Basrah.

• IGPA/Takamul worked with Technical Working Groups (TWG) in Baghdad, Anbar, Basrah,

Ninewa, Babil, and Baghdad Amanat to develop communications manuals that enhance local

government communications planning. The manuals will be shared with service delivery

directorates across Iraq.

• With technical support from IGPA/Takamul, Baghdad, Anbar, Babil, Basrah, Wasit, Najaf, and

Ninewa adopted integrated citizen complaint mechanisms to collect citizen concerns, log and

track them and forward them to the provincial Citizens Affairs Department for resolution. The

new procedures move the complaints along proper channels—from the time they were filed up

to their resolution—creating transparency and a record of actions taken in response to citizen

concerns.

• Babil, Basrah, and Baghdad, instituted the “Accountability Platforms,” which will play a vital role

in receiving and responding to complaints and concerns raised by residents.

3 Beneficiary population estimates and service delivery data in this section were sourced from the Directorates of

Municipality, Municipalities, and Water and Governor’s Office departments. Other numbers (attendance, fund generated,

number of complaints, and other similar data) were sourced from partner CSO records.


• After identifying the needs resulting from four “Single Response Window” public hearing

sessions in Ninewa, 181 citizen concerns were introduced by the head of the “Single Response

Window” to the Ninewa PPDC. The “Single Response Window” will follow up to ensure these

concerns are addressed in the Ninewa provincial plan and budget.

Result 3.1 Strengthen the capacity of selected provincial

institutions to establish effective citizen participation

and outreach mechanisms.

IGPA/Takamul works with government and civil society to develop strong accountability frameworks

to help government respond effectively to citizens’ needs. Areas of support include public

administration, communication, inclusive planning, and CSO oversight of service delivery and budget

execution.

1. Developing and implementing assistance packages for CSOs

CSOs play an important role in monitoring and oversight of local service delivery and conducting

behavior change communications campaigns to their communities. To be successful, CSOs must

have the capacity to coordinate oversight activities among different actors in the service delivery

process.

Special assistance packages for CSOs support their efforts to build their capacity in monitoring and

oversight over public services, expenditure and investment budgets, and enable them to engage

effectively with government entities. Assistance packages are coordinated with Provincial Planning

and Development Councils (PPDC) to ensure they contribute to decisions made by the PPDCs in

coordination with Objective 1. Under Objective 2, coordination will continue to be enhanced by

training CSOs on the provincial budget process and prioritizing projects under the provincial capital

investment budget.

IN ANBAR, USAID SUPPORTED THE PRINTING OF ANTI-COVID-19 MATERIALS FOR THE PROVINCIAL GOVERNMENT AND

CIVIL SOCIETY ORGANIZATION ACTIVITIES.


2. Institutionalizing CSOs role in local governance

CSO mechanism

IGPA/Takamul works to institutionalize the roles of CSOs in local government. IGPA/Takamul

worked on capacity development with the COMSec NGO Directorate. As a result of these efforts,

COMSec recently approved the creation of CSO offices in Babil, Ninewa, Baghdad, Anbar, Najaf, and

Basrah establishing a formal structure to link government with constituents at the local level.

This initiative was the result of working with the COMSec NGO Directorate on guidelines to

establish these CSO Offices. In January, the Director General of the COMSec NGO Directorate

issued these guidelines for establishing CSO offices within Provincial Governor’s Offices. The

guidelines are an important tool in staffing the offices, establishing their organizational structure, and

providing operating procedures for each unit.

The guidelines were used to nominate staff to manage the CSO offices. IGPA/Takamul and the NGO

Directorate trained 77 new staff members of the provincial NGO offices and NGO Directorate on

these guidelines and procedures. In Ninewa, IGPA/Takamul also developed a Scope of Work (SOW)

for the CSO office in the Ninewa Governorate.

In the Kurdistan Region of Iraq (KRI), IGPA/Takamul supported the activation of the KRI’s NGO law

1 of 2011, which clarifies coordination between KRI CSOs and the KRG. IGPA/Takamul partner,

STOP Organization, held four roundtables throughout the KRI on the law. One hundred and fourteen

people (31 women and 83 men,) including representatives from civil society, the KRG Council of

Ministries, and Kurdistan Parliament’s Civil Society Committee attended the discussions. Participants

identified concerns with the law, the lack of coordination between the government and civil society

and a lack of understanding on the role of CSOs in monitoring and oversight of public expenditures.

Participants also commented that the NGO law needs to be activated and introduce necessary

amendments to allow the CSOs to be more active. When the COVID-19 restrictions are lifted,

STOP Organization will organize a conference to discuss and compile recommendations for the KRG

on the activation of the current NGO Law.

3. Strengthening public outreach and engagement

Communication manuals

IGPA Takamul has worked with local government and civil society to create Technical Working

Groups (TWGs). TWGs are semi-formal coalitions of citizen groups and government

representatives that identify and resolve citizen concerns regarding public service delivery.

Over the reporting period, IGPA/Takamul worked with TWGs in five Iraq provinces (Baghdad,

Anbar, Basrah, Ninewa, and Babil) and Baghdad Amanat to develop communications manuals to

enhance local government communications programs. The TWGs have approved the initial draft of

the manuals and shared them with other provinces for further refinement and approval.


Collaborating

with the

government

makes CSO

work more

effective

THUKRA SALIH

Head, Omaima

Organization for

Women’s Rights

BABIL

“We used to work on our

own, independent of any

government entity. Our

work involved monitoring

the activities of the local

government, but we did not

have any part in the

implementation itself. We

thought it was important to

be independent and isolated

from government in order to

maintain our objectivity. We

also thought that as a civil

society organization, our

actions were confined to

monitoring.

“However, this isolation was

counterproductive. We were often stopped by

authorities who asked for

permits as we go into the

field to do our work.

Working in isolation

appeared as though our

work was not legitimate.

“Working in isolation

appeared as though our work

was not legitimate.

“This all changed when

IGPA/Takamul came in to

harmonize our efforts with

the programs of the local

government. IGPA/Takamul

showed us how we can

become an effective bridge

between the citizens and the

government.

“The Project’s trainings such

as on advocacy, stakeholder

mapping, and emergency

response were very relevant

and useful for us.

“We have not lost

our voice and our

independence,

instead we realized

that collaborating

with the

government has

made us more

effective.

“This collaboration is also

advantageous for the

government. Previously,

citizens were cynical and

distrustful of government

actions. Since we live with

the people and they trust

us, we can effectively

communicate with the

people and rally their

support on behalf of the

government.”

FIRST PERSON


Communication planning

For citizen outreach efforts to be successful, government and civil society must communicate

efficiently, provide immediate and ongoing feedback on citizen complaints, and resolve concerns in a

timely manner. Proper communications planning helps ensure that messages are properly crafted,

and the most effective channels are used to communicate.

Water testing manual. IGPA/Takamul supported the Babil provincial government in

communicating its water purity policies to the community and delivered the guidelines for testing

across water laboratories in the province. IGPA/Takamul assisted the Babil Water Directorate and

provincial government to improve water quality and ensure that laboratory devices to test for

chlorine and turbidity are calibrated correctly. IGPA/Takamul will support the Babil government in

the printing and distribution of the manuals.

Emergency Response Plan. The Basrah Water Management Committee began development of

an Emergency Response Plan to respond to emergencies such as water contamination, flood, and

waste spills. The committee sets out roles and responsibilities, vulnerability assessments, and

prioritized responses for each specific emergency. A workshop on previous water emergency

experiences identified challenges and gaps to be addressed through this plan; coordination and

communication were raised as critical issues to be incorporated.

Electricity smart meter awareness drive. Working with its partner, STOP Organization,

IGPA/Takamul began preparation for an awareness drive on electricity smart meters in the KRI. The

campaign will increase public awareness on the use of the new smart meters, reduce power

consumption, facilitate payment of power bills, and reduce illegal power connections. This activity is

one component of IGPA/Takamul’s assistance package for the KRG Ministry of Electricity (MOE).

The awareness drive is on hold due to the current COVID-19 ban on public activities.

Social Security Law awareness campaign. IGPA/Takamul and Erbil Marathon for Sports and

Peace began an awareness campaign to support the KRG Ministry of Labor and Social Affairs

(MOLSA) Social Security Law. The campaign encouraged private sector workers to register in the

social security system of the KRG. This system requires private companies to pay benefits to their

employees through a monthly payment made to MOLSA. Often, KRI workers want public sector

jobs as they provide MOLSA benefits, and this campaign is encouraging citizens to work in the

private sector because these jobs will still provide a social security safety net. This is particularly

important as government budgets are strained given the impact of COVID-19 on the economy and

decreased revenues due to the crash in the price of oil.

Unified notary public electronic system awareness campaign. IGPA/Takamul began

implementing a public awareness campaign across KRI on the New Unified Notary Public Electronic

System. The campaign will increase citizen awareness its procedures and a list of required

documentation to notarize documents.

Technical Working Groups (TWG)

Baghdad Amanat TWG’s campaigns #BaghdadIsMyResponsibility and #LetsKeepItClean brought

together government officials and local CSOs to educate citizens on waste reduction and later the

COVID-19 pandemic. These activities impacted over three million residents of Baghdad Amanat and

were supported by IGPA/Takamul, UNICEF, and the International Committee of the Red Cross, in

coordination with four ministries (Education, Health, Industry and Minerals, Higher Education and


Scientific Research), Baghdad Provincial Council, Baghdad Municipalities, Baghdad Water Directorate,

the Baghdad Amanat Social Accountability Group (SAG), and local civil society. Baghdad Amanat

leveraged social media to expand the reach of its messages by posting these activities on its

Facebook page.4 Other programs focused on Baghdad’s al-Rahmaniyah’s Emarat al-Walid Street and

al-Shish communities and al-Hurriyah Shula.

The Baghdad TWG conducted a communications campaign on proper waste management, water

conservation, payment of water bills, and illegal water tapping. The Baghdad service directorates

installed hotlines to easily report issues, disseminated trash collection schedules, and rallied citizens

to help ensure cleanliness and a sustainable water supply. At the end of the campaign, the

Municipality and Water Directorates of Baghdad noted, the “outstanding behavior from citizens and

their amazing response and cooperation to the work of the municipalities.” The campaign resulted in

a reduction in time, money and effort by the government to keep the streets clean, as well as

increased revenues from water bill payment.

The Baghdad Municipalities Directorate magazine recently featured the Baghdad and Anbar TWGs

efforts to plant 1,000 trees in Anbar’s Lake Al-Habbaniyah resort. The once famous resort fell into

disrepair under Da’esh but is now becoming a popular tourist destination again. IGPA/Takamul

produced a video highlighting the TWGs’ work in Lake Habaniyah.5

TWGs conducted similar campaigns across Iraq. In Wasit, the TWG, with the PED, local service

directorates, and CSOs, conducted multiple public awareness and clean-up campaigns in the al-

Tameem, al-Hay, al-Mashora and al-Kut communities. These campaigns reached over 12,000

residents and over 800 commercial establishments. The campaigns enjoyed an in-kind cost share

with the local government of Wasit. Efforts done by the Savior of Human Charity Society and the

TWG in the training of 75 women on improved refuse collection and disposal were built upon

IGPA/Takamul’s training of trainers. Integration between the Wasit PED, Tawasul, TWG and CSOs

made these programs a success.

Using an IGPA/Takamul and TWG jointly-developed communication and public outreach plan, the

Municipality Directorate of Basrah conducted a communications drive on proper trash disposal. The

Basrah Municipality Directorate promoted this activity on Facebook.6 In addition the TWG worked

with local CSOs, the Basrah SAG, and local government to provide potable water to over 3,500

citizens in the Hay al-Khutwah, Hay al-Jameeyat and al-Zarigi communities.7

The newly formed Ninewa TWG launched multiple communications campaigns regarding solid waste

management in the 17 Tamooz and Garage Al-Shemal neighborhoods in Mosul. Public service

providers, local officials, CSOs, and volunteers distributed trash bags and two 2,000 informational

brochures. This campaign communicated to local residents the roles citizens play in sustaining and

enhancing service delivery. The Ninewa provincial government and local citizens welcomed these

efforts.8

The TWGs have been working to help build government capacity. In Anbar, the TWG met with the

Anbar Governor to coordinate opening a local revenue account with the governorate’s International

4 Mayoralty of Baghdad, March 2, 2020: https://www.facebook.com/watch/?v=2423206837794518. 5 IGPA/Takamul. January 28, 2020. https://www.youtube.com/watch?v=z4hkLbKisnI 6 Basrah Municipality Directorate. February 26, 2020. https://www.facebook.com/416815041995436/posts/1101554360188164/ 7 Basrah Water Directorate. February 28, 2020. https://www.facebook.com/478296385541921/posts/2914508218587380/ 8 Mosul Municipality Center News - Mosul Municipality Directorate, February 4, 2020:

https://www.facebook.com/watch/?v=200077204726825


https://www.youtube.com/watch?v=z4hkLbKisnI

https://www.facebook.com/416815041995436/posts/1101554360188164/




Organizations Affairs Department and Administrative and Financial Affairs Directorate (AFAD). In

March, the governor authorized the department to work with IGPA/Takamul to conduct capacity

building trainings for the staff of the Directorates of Health and Education. In the KRI, IGPA/Takamul

worked to support the capacity of the KRG Ministry of Planning's Kurdistan Institute for Public

Administration (KIPA). This activity was designed to build the capacity within the KIPA on

organizational development, and oversight and monitoring. Additionally, IGPA/Takamul will also

develop a strategy for KIPA to build the capacity of other KRG institutions, thus sustaining the

impact of IGPA/Takamul beyond its project lifetime.

Working with the Al-Falujah Center CSO, the Anbar TWG conducted a capacity building event on

waste management targeting local homemakers. The CSO and TWG used the skills they acquired

from IGPA/Takamul training on behavior change communication and stakeholder mapping.

4. Developing a community of practice and coordination between

citizens and government

Tawasul and Ta’awn service delivery response teams

Tawasul is a public-private outreach initiative that opens channels of communication for citizens who

may not have other methods to bring public service concerns to government officials. In addition, a

similar initiative, Ta’awun, was begun in Basrah. There are currently Tawasul/Ta’awun activities in

Babil, Najaf, Wasit, and Basrah provinces.

In Babil, Tawasul has engaged over 90 CSOs and 24 volunteer groups (2,051 citizens) to conduct 42

campaigns designed to modify citizen behavior on water conservation, water bill payment and trash

removal. Of the 227 public service complaints registered in Tawasul meetings and public forums, 193

have been resolved to date.

“THANK YOU TAKAMUL” ECHOED THE PEOPLE IN AL-HAYKIM AT THE END OF THE CLEANING AND ROAD

IMPROVEMENT CAMPAIGN. DESPITE SECURITY CONCERNS IN BASRAH, JOINT CIVIL SOCIETY AND GOVERNMENT

CAMPAIGNS CONTINUE TO SERVE THE BASRAH POPULATION AND TO REBUILD CITIZEN TRUST IN THE GOVERNMENT.

AL-DAIR CAMPAIGN IS PART OF THE TA’AWN TEAM’S EFFORTS TO BUILD UPON THE SUCCESS OF PREVIOUS ACTIVITIES

AND ENCOURAGE GREATER CITIZEN INVOLVEMENT.


FIRST PERSON Nebras Ali

Head of Durat al-Durar Organization

ANBAR

“The crisis was a time for us to not only

mobilize our efforts but also to engage

with other partners from the

community, an idea that was always

stressed by IGPA/Takamul.

“I then started collaborating with the

religious community who expressed

their willingness and became actively

involved in the campaign. I was inspired

by a principle that I learned from

IGPA/Takamul: identify your main

opponent and proponent and craft your

message accordingly.

“In our coronavirus campaigns, I used

the techniques taught by IGPA/Takamul

such as going door to door and talking

with people in an engaging tone.

Someone would think these are of little

importance, but I would say these

techniques help in winning our target

audience over.

“Another important thing I learned from

the Project is maintaining active

communication. Our organization

created WhatsApp groups for several

neighborhoods across Basrah and added

community leaders to these groups. This

helps us communicate quickly with the

different groups and in turn we can get

instant feedback from them.”


Since inception, Babil’s Tawasul team has served 248,424 citizens, conducted 10 public clean-up

campaigns, and resolved three water network issues. One public forum hosted 1,036 citizens and a

series of women’s forums had 234 participants. In one forum, citizens from the Hay al-Askary

neighborhood raised concerns about limited water supply. In response, the Babil Water Directorate

funded the installation of a 1.5-kilometer water pipe to restore regular water service to the

neighborhood. Other campaigns included a clean-up campaign benefitting 7,000 citizens in Hilla’s

Mohandiseen 3 and 4 neighborhoods, which came directly from a Tawasul public forum.

Babil’s Tawasul has engaged a broad spectrum of the community to include the provincial Governor’s

Office, Hilla Municipality Directorate, Babil Water Department, Babil Sewage Department, the Social

Accountability Section, the Babil Crisis Cell, several other civic groups, and local CSOs to work on

community campaigns. In the reporting period, the Tawasul team brought together the Babil

Development team, Agriculture Department, and SAG to review and discuss designs for sidewalks

and traffic islands on the community’s main and sub-roads. Local government officials increasingly

understand the importance of these efforts; the Governor of Babil recently recognized the Tawasul

team and its CSO counterparts for helping their communities.

To help improve trash disposal, the Tawasul team encouraged the use of a musical alert to announce

the arrival of the garbage trucks. Tawasul supplied 175 sound systems for the Babil Municipalities

Directorate and another 175 for the Hilla Municipality Department. The musical alerts notify citizens

when to bring out their trash for disposal.

Responsiveness to citizen concerns and improvements to public service have had positive effects.

Following a campaign in Babil on water conservation and bill payment by local CSOs and Tawasul, the

water directorate’s revenues from bill payments increased by an average of 54 percent within

October 2019 through January 2020. The added revenues bolstered the directorate’s ability to

increase water delivery to 95 percent of the al-Hashimyah district and extend water services to run

24 hours per day. To keep up with increased payments, the water directorate established a separate

Water Fees Collection Section within their Accounting Department.

Expanding efforts to become more inclusive of marginalized groups, specific Tawasul chapters were

created to focus on the inclusion of women in Wasit and Najaf. These efforts allow more effective

outreach efforts with marginalized communities especially women, minorities, and IDP families.

IGPA/Takamul trained these Tawasul chapters in conducting outreach to local CSO and government

partners.

In Wasit, Tawasul conducted three cleaning and awareness campaigns benefiting approximately

30,500 citizens and over 800 commercial establishments. Joining the campaigns were the PED, the

Wasit TWG, and the Citizens’ Affairs Department. These campaigns engaged 14 CSOs and

generated over $3,000 in support from local government.

Najaf’s Tawasul launched multiple campaigns in response to citizen concerns with trash accumulation.

Three CSOs (Al-Shamis, Health Professional, and al-Intisar), Najaf government partners, and Tawasul

educated school administrators in al-Askari on school cleanliness procedures and trash collection

schedules. The Health Directorate gave out brochures to area residents while Kufa University and

the Imam Ali Shrine contributed plants for the schoolyards and provided meals to volunteers.

Together, the initiative generated assistance from stakeholders valued at $17,000 for the three-day

campaign.


Khalid al-Mubarak

Noorseen Voluntary Group

BASRAH

FIRST PERSON

“I have been a volunteer since 2013 and

involved with many organizations. I established

the Noorseen Group to be able to help my

community.

“Then IGPA/Takamul invited us to collaborate

in their initiatives. They trained us to become

more effective in our work. IGPA/Takamul

fosters teamwork, that is, incorporating the

entire group’s idea into our planning and

implementation. The trainings delivered by the

Project showed us how to channel our focus

more effectively.

“Then the COVID-19 pandemic came, and this

was our real test in applying our learning into

planning and coordinating our response to our

community campaigns. Our involvement in the

battle against the virus included awareness-

rising and sanitation campaigns.

“But we also monitor and report other

problems in the community. When we are

doing a sterilization and cleanup campaign and

happen come upon a pile of garbage or water

main breaks, we report them to the

concerned entity through our WhatsApp

groups, which IGPA/Takamul helped to create.


Similar projects have been conducted in Najaf’s Nidaat neighborhood of approximately 8,000

citizens. Seventy-five volunteers from three CSOs as well as the Tawasul team and the Najaf

Municipality Directorate participated in the campaign. As a part of the campaign the Tawasul team

conducted a forum with the citizens to encourage them to pay fees regularly and to stop illegal

water tapping.

Najaf’s Tawasul, together with the Kufa water district, local CSOs, and government leaders to also

conducted another campaig n to promote water conservation and discourage illegal water network

tapping. The campaign reached approximately 5,000 citizens in Hay al-Krayshat al-Janobi community.

Nearly 80 percent of residents in this district do not pay for water services and many household

illegally tap into the water network. Residents responded positively to the door-to-door visits and

shared concerns about water leakage. The water department responded and repaired broken pipes

in the district, demonstrating improved respsonivess to citizen’s needs through increased civil

society engagement. IGPA/Takamul is working with local government officials to determine the

impact of these campaings on revenue collection.

The most recent Tawasul organization that was developed is in Basrah and is known as Ta’awn. The

organization is active in conducting local cleaning campaigns, improving public access to schools and

hospitals, and working with the local citizens and service providers to increase citizen payments for

water services.

Ta’awn sought to provide disenfranchised populations with a vehicle to communicate concerns to

local government. Road conditions in Basrah’s al-Hakim neighbourhood, a home to indigenous

populations and the internally displaced, prevented easy access to education and health facilities.

Ta’awn, civil society (al-Amal, al-Basria, Salam Center, and Bena al-Insan) and government partners

collaborated to improve the road conditions in the neighbourhood that allowed greater access to

public services.

A women’s subgroup of Basrah’s Ta’awn team successfully interceded for over 2,000 citizens to

provide potable water to the al-Khatwa neighborhood. The Ta’awn team directly interacted with

female members of households to understand their concerns. In response, the local government

fixed a broken water main, and the problem of access to water and flooding was resolved.

As government is seen as more responsive to citizen concerns Ta’awn is assisting Basrah’s provincial

government to campaign for payment of water bills and improving water quality and delivery. At a

recent program with service directorates and other local government units, Ta’awn discussed the

creation of a public service desk and database to map served and underserved areas and enhancing

women’s role in campaigning for water bill payment. The Water Directorate’s website will also serve

as a platform to receive the citizens’ feedbacks on issues related to paying water bills.

Single response window

The “Single Response Window” is a one-stop access point for citizens to channel concerns or

suggestions directly to government and planning officials. This “one-stop shop” will serve as a vehicle

to ensure that concerns are brought directly to provincial planning authorities for their

consideration and inclusion in annual planning and budgeting documents.

After four “Single Response Window” public hearing sessions in the Talkayf, Hamdaniya, Bashiqa and

Shekhan communities of Ninewa, 181 citizen concerns were submitted by the head of the Single


Response Window program to the Ninewa PPDC. The PPDC and service providers will then match

these needs with their upcoming provincial development plans.

Surveys on service delivery

Last quarter in November, IGPA/Takamul, through Objective 3, conducted surveys on water use

and a pre-survey on trash collection to determine types of water services and levels of efficiency of

service deliveries. The first survey targeted 1,662 households in Basrah’s Shat al-Arab, al-Hartha and

al-Deer. Findings in this survey are the following:

• Do you think that a 1000-liter tank (1 m3) is sufficient per day to cover all your home

needs? Yes 1,308 (79%) – No 354 (21%)

• If the water source is from outside the house, what kind of water containers do you use

to carry water to the house? Plastic containers 124 (60%) - Metal containers 78 (38%) –

Other 5 (2%)

• Is there a warning from the Water Department / Health Department / Environment

Department in the event of water pollution? Yes 60 (4%) – No 1602 (96%)

• Do you think that the water that came to your house was the cause of your illness?

Intestinal inflammation 254 (15%) - diarrhea 484(29%) - skin diseases 313 (19%) – Others 611

(37%)

• Does the water smell of chlorine? Yes 682 (41%) – No 980 (59%)

For the second survey, 1,319 households were surveyed in Basrah’s underserved areas in al-Mea’qal,

Abo al-Khasiab and al-Zubair. Result of the survey are the following:

• Are there community initiatives that contributed to cleaning up your area? Yes 274(20%) –

No 1,045 (80%)

• Who is responsible for throwing garbage? Father 594 (45%) Mother 246 (19%) Children 432

(33%) Others 47 (4%)

• List any methods you think are the best way to educate citizens about waste collection?

Brochures 234 (18%) - School awareness programs 433 (33%) - Social media 567 (43%) -

Others 85 (6%)

• Have you ever lodged a complaint on the topic of waste collection to a government

institution? Yes 155 (12%) No 1164 (88%)


INSIGHTS

Omer al-Waleed

Al Waleed Organization for Relief and Human

Development ANBAR

“Our organization spent an equivalent of

$55,000 to finance COVID-19 prevention

and relief activities. We conducted 11

campaigns since March 21. We cleaned,

sterilized, fumigated public spaces, and

distributed food baskets to more than 600

families whose livelihoods have been affected

by the lockdowns. Through IGPA/Takamul,

our organization gained significant experience

and enhanced our ability to do our work.

Those trainings were timely and relevant.

We have used the learning we gained as we

respond to this crisis.”

Mustafa Muhammed

Lenahya be Salam Organization

ANBAR

When we partnered with IGPA/Takamul and attended

their training, our communication skills and tools were

enhanced. As a CSO, our budget is limited, and we are

unable to cover the expenses of awareness campaigns and

the distribution of trash containers, and brochures to

citizens. Takamul assisted us to buy containers, brochures,

and leaflets to be distributed to citizens. During this critical

time, our organization is working hard to conduct

sanitation campaigns against COVID-19. I would like to

thank IGPA/Takamul and I hope that our collaboration

with them continues.

Jinan Fattah

Al-Falluja Center for Women Organization, ANBAR

“We lacked the skills to effective communicate with the

people and we didn’t have connections with government

officials. Through IGPA/Takamul’s training we learned

leadership skills, effective communication, and advocacy.

IGPA also put us in a direct contact with Anbar

government institutions, with whom we now directly

collaborate in conducting campaigns…it is important to

coordinate with the local government. The good thing

about our activities is that women are playing a major

role in the campaigns.”


RESULT 3.2 Enhance public capability and willingness to

participate in planning, monitoring, and evaluating

public services.

1. Improving service delivery using information gathered by civil society

groups

Social Accountability Group

Social Accountability Groups (SAGs) are informal networks of citizen groups representing women,

youth, and vulnerable populations that advocate citizens’ concerns with government officials and

conduct community-based activities to resolve them. There are SAGs in Anbar, Ninewa, Basrah,

Babil, and Baghdad.

In Basrah’s Al-Sekak neighborhood, many of the 1,100 households and approximately 5,000 citizens

lack appropriate public services. A recent cleaning campaign linking residents to the district’s service

departments brought together workers and volunteers who repaired rail tracks and roadways,

removed over 200 tons of garbage, distributed cleaning materials, repaired three broken water

pipes, and distributed 15 metal garbage bins. The local government contributed 12 garbage trucks to

help with the cleanup. Noting the quick accumulation of trash, the local government is increasing the

number of garbage trucks servicing the area. The campaign was a joint undertaking of the service

directorates of Basrah, Citizens’ Affairs Department, PWED, the railway company, Basrah’s

provincial government, as well as CSOs, and the Basrah SAG.

The cleaning of Basrah’s al-Ashar River has now become a habit for local governance. The river had

become highly polluted and filled with sewage and trash. CSOs, the SAG, and local government

officials joined forces to clean the river. Today, two years after the initial cleanup campaign, the

Basrah Municipality Directorate continues to monitor and clean up the river as a part of a

sustainability plan with local partner CSOs.9

In March, IGPA/Takamul trained 16 individuals from the Basrah SAG and six CSO members of the

Ta’awn team on water crisis management and mitigating water crisis effects on marginalized families.

The participants learned how to identify marginalized populations, establish effective communication

with them, and how to provide assistance during crisis.

Following the disconnection of water services to residents in Baghdad’s al-Risafa al-Thaniyah district,

SAG member Oxygen of Hope Organization brought this issue to the attention of the Baghdad

government, successfully solving the problem.

To increase citizens’ perspectives in the Hamdaniya district’s investment plan, the Ninewa Plains

SAG conducted a survey to gather residents’ feedback on government projects and services. Ninewa

SAG engaged 50 volunteers from CSOs and community groups to interview 1,170 Hamdaniya

respondents on public service quality, service improvement, and what programs are most beneficial

for them. The SAG envisions that the results will be integrated into Hamdaniya’s Investment Plan.

(Also see Objective 2 report on page 41 and an infographic on the results of the survey on page 47). Prior

to the survey IGPA/Takamul conducted a survey development workshop for the Ninewa SAG. The

9 Basrah Municipality, March 17, 2020 https://www.facebook.com/416815041995436/posts/1117311198612480/



workshop included 23 Christian, Muslim, and Yazidi representatives from different social

backgrounds who jointly developed survey questionnaires.

Ninewa SAG-member, Muthabiroon, conducted a five-day cleaning campaign in al-Zanjeely, al-Farooq,

New Mosul, and Wadi Hajar communities focusing on schools. The group with 30 volunteers

cleaned schools while students were on mid-term break. The volunteers also raised awareness by

directly engaging with the residents regarding proper trash disposal and how to maintain a clean

environment.

Civil Society Organizations

Civil society plays a critical role in representing their communities to local government officials.

Although nascent, CSOs in Iraq play an important role in helping to strengthen Iraq’s fragile social

safety net and offering disenfranchised populations a voice.

In Wasit, the Ashur Foundation for Human Rights and Development conducted an environmental

protection awareness campaign in the al-Kut Internal Park and Wasit provincial bus terminal. The

Ashur Foundation received a commendation from the Deputy Governor of Wasit, along with his

commitment to follow through on their recommendations. A similar campaign was launched in

Anbar by the CSO Ba’dna Ibkhair Organization for Humanitarian Aid and local government officials who

initiated a six-day cleanliness campaign that targeted four schools in Ameriyat Al-Somomod.

IGPA/Takamul worked with PEDs and CSOs in Baghdad, Babil, Wasit, Basrah, Anbar, Najaf, Maysan,

and Ninewa to coordinate surveys to gauge citizen satisfaction, conduct awareness campaigns, and

create a channel for PEDs to obtain CSO reports on citizens’ evaluation of public services. Once

finalized in December 2019, PEDs and CSOs jointly developed plans to conduct awareness

campaigns in eight provinces.

The Anbar PED and CSOs conducted an awareness campaign in Ramadi’s Al-Tameem neighborhood.

Volunteer teams from Anbar and more than 35 individuals participated in this campaign, which

reached 8,500 families.

Similar campaigns were conducted in other regions as well. Babil’s PED and local CSOs conducted a

self-funded drive in January that reached 203 households. Najaf’s PED, Municipality Directorate and

the Al-Shamis CSO hosted a town hall meeting in the al-Askri neighborhood targeting citizens, school

administrators, women, and students to make them aware of proper trash disposal. The activities

were funded by Al-Shamis. Maysan’s PED coordinated with CSOs and the Umarah Municipality

Directorate to encourage citizens to properly dispose of trash. The campaign was fully funded by

Maysan’s local government.

In Baghdad the PED worked with local CSOs to launch a door-to-door awareness campaign to

promote proper trash disposal in the Rashdiya community. Campaign participants used

communications materials to encourage them to cooperate with cleanliness efforts. The team also

visited a local school to raise student’s awareness of proper trash disposal. Rashdiya Municipality

Directorate contributed trash bags, workers, and vehicles to the campaign.10

10 Baghdad PED, January 13, 20202:

https://www.facebook.com/100409174692059/photos/pcb.181625153237127/181624923237150/?type=3&theater

https://www.facebook.com/100409174692059/photos/pcb.181625153237127/181624923237150/?type=3&theater


IGPA/Takamul supported Baghdad’s PED with capacity building programs that enabled the PED to

evaluate and address service delivery problems. The development of the PED and CSO coordination

mechanism represents a successful collaboration between IGPA/Takamul’s service delivery team and

oversight and accountability team.

[Further CSO activities are included in the section COVID-19 emergency response on page 65.]

Stakeholder mapping

On January 23, IGPA/Takamul conducted a stakeholder mapping training for 22 (four women, 18

men) staff members of the PPDC, PWED, PED, AFAD, and CSOs from the Basrah and Wasit

governorates. The training discussed advocacy and communication strategies to enhance engagement

with marginalized populations.

Barah’s Al-Fayhaa Association for Development used the techniques learned from a shareholder

mapping training to initiate a campaign to clean the environs around the Al-Na’isa Primary School in

PART OF THE #LETSKEEPITCLEAN CAMPAIGN IN AL-ADAMIYA AT THE AL-RISAFA SIDE OF BAGHDAD, WHICH WAS

PARTICIPATED BY PERSONS WITH DISABILITIES, IS THE PAINTING OF PAVEMENTS AND HANDING OUT BROCHURES TO

RESIDENTS ENCOURAGING THEM TO KEEP THEIR SURROUNDINGS CLEAN.


Shat Al-Arab district. Based on their stakeholder mapping strategy, the CSO directly approached

concerned officials and influential groups to bring speedy solutions. The provincial government

deployed teams to fix a broken water main that was causing flooding in the area and to clear up the

accumulation of garbage.

2. Creating and operationalizing rapid response community action

capability

Immediate response gateway

The immediate response gateway seeks to enhance coordination among Provincial Crisis Cells,

service providers, and provincial government in targeted provinces. It establishes community based

rapid response capability to ensure service delivery for traditionally underserved communities and

seeks to improve the responsiveness to crisis situations. Basrah, Babil, Najaf and Anbar were

targeted for this project. The governor’s offices in these provinces have adopted unified plans to

mitigate public service crises. They developed unified guidelines for responding to crises, forecasting

potential crises, disaster preparedness, and crisis management for multi-province disasters such as

natural calamities or water contamination.

Citizen Advisory Boards

Community based Citizen Advisory Boards (CAB) are established by local government officials to

address citizen concerns with government officials and track their resolution.

During this reporting period, CABs were established in Anbar and Salah al-Din provinces. These

entities serve as a communications conduit between citizens and government. The advisory boards

will handle citizen complaints and convey them to the right government agency so that they will be

effectively addressed during the government planning process. The advisory boards, comprised of

tribal leaders, CSOs, community leaders, and volunteers, will follow through on government

response to citizen complaints and conduct public opinion surveys to assess service delivery.

In Anbar, IGPA/Takamul supported citizens and CSOs to work with provincial officials to

incorporate their needs into the provincial development planning process. During a public forum,

CAB members gathered residents’ complaints about water and trash collection services to share

with service directorates. To date, the Electricity Directorate has responded to citizen complaints

and installed 53 electric power distribution columns and now approximately 900 citizens have access

to electricity.

3. Developing platform to increase local government accountability

Access to information

Transparency and access to government information is critical for citizens to have oversight of

government activities and to hold them accountable. Given its importance, IGPA/Takamul supported

efforts to ensure citizens are aware of what and how to access government information.

Within this reporting period, Babil and Wasit citizens accessed public information through multiple

channels with IGPA/Takamul’s technical support. The governors of Babil and Wasit authorized their

respective CSO offices to share approved government information to ensure a free flow of


information between the government and the people. Now, citizens of these provinces have easy

access to information on public finance, investments, government services, and new projects through

Facebook, Twitter, websites and other social media platforms.11

Complaint system

Integrating disenfranchised populations into governance is a key goal of IGPA/Takamul. One method

for this is a government complaint system where citizens can present their concerns directly to local

government. Six provinces (Baghdad, Anbar, Babil, Wasit, Najaf, and Ninewa) adopted this new

mechanism to handle citizen complaints, directly soliciting them and forwarding them to the

province’s Citizens Affairs Department. These provinces established procedures to quickly move

complaints along proper channels—from the time they were filed to their resolution—creating a

clear path to ensure that the concerns raised by citizens are given proper attention.

One of the most active citizen complaints departments was in Ninewa province. IGPA/Takamul

provided capacity building training to the Governor's office, PED, PWED, CSOs, SAG, and the

Citizen Complaints Department to identify collaboration strategies. This program focused on

defining the work and goals of participants in this process, the role of each of them in receiving

citizens' complaints, and ways of resolving them.

In Ninewa, the Governor approved restructuring the Citizen Complaints Department to enhance its

functionality and efficiency in acting on citizens’ complaints. The restructuring will contribute to

more organized and faster follow-up actions. IGPA/ Takamul will create an organizational structure

and communications support to this restructured office.

Accountability platforms

Accountability platforms are part of IGPA/Takamul’s goal to create mechanisms that enhance civil

society’s oversight over the delivery of public services. Members of these organizations represent

the service directorates, Governor’s Offices, and civil society members.

Accountability platforms are being established in Baghdad, Anbar, Babil, Basra and Ninewa. They are

designed to hold service providers accountable for public expenditures, performance, and policy

implementation. They also provide performance evaluations for local councils and sub-district

managers making government more transparent and accountable by improving governance practices

within their own institutions. Three provinces embraced the accountability platforms: Babil, Basrah

and Baghdad. IGPA/Takamul supported the Babil effort by helping to define the roles and

responsibilities of the committee and promote this as a means to discuss and address urgent service

delivery issues.

IGPA/Takamul will work with the other target provinces to train these new accountability teams and

local CSOs on their roles and in supporting them to conduct surveys, site visits, and community

meetings to capture and address citizens’ needs.

11 Ankido, February 3, 2020: https://www.facebook.com/ankedo2016/photos/a.705037389576800/2727791817301337/?type=3

Ashur Foundation for Development and Human Rights, February 3, 2020:


Iraqi Civic Action NGO, February 1, 2020: https://www.facebook.com/471941672819052/posts/3106963725983487/

https://www.facebook.com/ankedo2016/photos/a.705037389576800/2727791817301337/?type=3




FIRST PERSON

ADDRESSING CITIZEN

COMPLAINTS

From segregation to

integration

“We were working in a

compartment, isolated from the rest

of the departments. Not that it was

on purpose, it was just how it was.

We did not even know what other

Provincial Citizens Affairs

Department do because we were

not in touch with them.

“Then IGPA/Takamul came and

started providing technical

assistance. That was when we began

working with the different

departments in the provincial

government. We planned and

collaborated with them.

“During IGPA/Takamul’s

workshops, we sat and learned

together with the other teams and

exchanged ideas and experiences.

“So, this opened our perspective

and gave us directions. Before, I

think our work and communications

tools were random.

“From thereon, we started working

as a part of a bigger unit – we

revised our processes and complaint

forms and came up with a unified

complaint process. This new

method now takes into

consideration the whole process in

its totality—from the time a

complaint was filed up to its

resolution.“

Naif Abid Hamadi

Head, Citizens Affairs

Department, ANBAR


EQUALITY AND INCLUSION

Training Materials for SAG and Service Providers

IGPA/Takamul developed three detailed training designs and a Gender and Inclusion checklist for

ongoing monitoring and auditing of activities. These materials will be adapted and used by SAGs and

service providers. The trainings focus on a robust introduction to the need for gender and social

inclusion, service delivery, and the “Do No Harm” principle, as well as gender safety audits for

SAGs. The trainings were designed to increase the skills and abilities of IGPA/Takamul project

partners to address gender and diversity in project activities. In tandem with the Targeting Strategy

and continued programmatic support, the training materials for SAGs and service providers were

developed to produce behavioral change outcomes, thus increasing the likelihood of sustainability

beyond the project lifecycle.

The checklist provides detailed guidance throughout the activity lifecycle. The checklist is broken

down by types of activities, such as policy, operations, community meetings or focus groups, service

delivery, technology, as well as M&E, analysis, and reporting. The intention of this document is to

offer guidance on how project staff can better identify where social inclusion and gender issues may

be relevant to planned activities. The questions within the checklist can help teams more easily

identify whether past, current, and upcoming activities adequately consider social inclusion and

gender.

THE NAJAF TAWASUL LEADS AN AWARENESS CAMPAIGN ON WATER CONSERVATION.


SUCCESS STORY

TRANSPARENCY PROVIDES A CHANNEL TO INFORM THE CITIZENS AND

REBUILDS TRUST BETWEEN GOVERNMENT AND PEOPLE

A lack of transparency on public service

planning and finances has fostered uncertainty

between the Iraqi government and its citizens.

This is especially true in marginalized

communities with limited access to

government who often feel their voices are

unheard.

Working with government partners in Wasit

and Babil, IGPA/Takamul promoted greater

transparency by establishing Access to

Information Committees, led by local civil

society organizations (CSO). The committees

follow a unified set of guidelines to promote

greater access to critical information by local

citizens. Through these platforms and the new

guidance, citizens have access to information

on issues such as the public service

departments’ annual budgets, costs of specific

service projects, and project timelines.

Najat al Wa’ali, the head of Wasit’s Araq

Organization for Supporting Women welcomed

the initiative, noting: “Civil society is the

linkage between citizens and their local

government. Giving access to public

information is a significant fist step in

increasing transparency in local government in

Wasit.”

A journalist from Wasit, Hamza Saleh al-

Zarkani, emphasized his improved ability to

access information. “In the past, I faced

challenges in gathering information from some

service directorates due to their sensitivity

about reporting information related to public

service projects. After IGPA/Takamul’s access

to information program with the Wasit

Governor’s office, we have now a mechanism

and guidelines by which you can visit any

directorate and gather information. After

submitting the request, I get a response in less

than ten days,” Zarkani said.

In Babil, the local government has committed

to accepting public comment on the

information it shares. CSOs in Babil and

Wasit are working with their government

partners to implement these new guidelines

and make information more accessible to

citizens, contributing to an improved

relationship between the government and the

people it serves.

ACCESS TO INFORMATION GIVES

VOICE TO COMMUNITIES

IN WASIT, CIVIL SOCIETY LEADS AN ACCESS TO

INFORMATION COMMITTEE MEETING WITH CITIZENS


SUCCESS STORY

CSO: IRAQ’S OTHER

FRONTLINER IN THE

FIGHT AGAINST COVID -19

As the coronavirus spread to all corners of the

world, Iraq was one of the first countries that

implemented stringent nationwide precautionary

measures. The usual government and community

activities were halted, and all efforts shifted to

keeping citizens safe from the deadly virus. In

cities and districts, local CSOs provide critical

services to keep the situation from

overwhelming Iraq’s fragile health facilities.

IGPA/Takamul placed civil society at the

foundation of its efforts to build good

governance across Iraq’s local government units.

The Project trained CSOs to become effective

partners and advocates in service delivery,

integrating them into semi-formal public-private

structures in provinces and districts that were

created by IGPA/Takamul. When the

coronavirus pandemic struck, the CSOs were

already seasoned community workers and their

army of volunteers was ready to spring into

action.

Cognizant of their influence in the community,

the Basrah Governor nominated local CSOs as

members of the Joint Center for Monitoring and

Coordination (JCMC) and local authorities

invited them to be a part of the community crisis

cells. “The district mayor asked us to be a part

of the collective effort in the battle against the

virus. In this important mission, IGPA/Takamul

was with us in every step of the way, whether in

coaching us in advocacy techniques for our

campaigns, coordinating our movements

FROM COMMUNITY INFLUENCERS TO VANGUARDS AGAINST AN INVISIBLE ENEMY, CIVIL

SOCIETY ORGANIZATIONS (CSO) BOOST GOVERNMENT EFFORTS IN KEEPING CITIZENS

SAFE FROM THE CORONAVIRUS

or facilitating collaboration with concerned

entities,” said Ruqaya Mahmood head of al-Soror

Organization.

These volunteer groups went door to door,

distributing informational materials, personal

protective equipment, and sanitizers. They cleaned

and fumigated public buildings and neighborhoods.

They learned to make facemasks when

commercial supplies ran out. They delivered food

supplies with hope and cheer to vulnerable

populations. For the most part, their activities

were self-funded.

Durar al-Iraq, another IGPA/Takamul partner CSO,

is a member of al-Zubair crisis cell. “At the

request of the mayor, we began producing

facemasks for health workers, the police force,

and the citizens. We mobilized other CSOs like

Zubair Sports and Youth Forum and Zubair Women’s

Workshop for Sewing and Needlework to help. We

have produced more than we need and so we

shared them with Basrah center district and al-

Hartha,” said Hanadi, head of Durar.

“Via the communication platform that

IGPA/Takamul created for us, we organized and

distributed work to avoid overlapping or

duplicating efforts with other CSOs. We

consulted IGPA/Takamul team on our plans, and

they guided us in every possible way,” Mohammed

al-Asadi, founder of Hima Association, said. In

Basrah, 16 CSO partners of IGPA/Takamul remain

actively engaged in managing the health crisis.


Iraqi CSOs have played an important role in

helping meet the COVID-19 crisis that has

gripped Iraq. As protector of Iraq’s fragile social

safety net, they have played an important role in

raising awareness, conducting sanitation

campaigns, and supporting those in need during

the crisis. These efforts illustrate the strength and

sustainability of the CSOs in the network that

have received support from IGPA/Takamul.

Working remotely, the IGPA/Takamul team

continued to communicate with social

accountability groups (SAG) and CSOs in the

provinces via social media groups to find ways to

remotely and effectively communicate with and

raise people’s awareness of the current health

risks. As the threat of the coronavirus began to

spread, the different groups SAGs were able to

take the skills developed through their work with

IGPA/Takamul and quickly adapted them to help

educate their communities about the dangers of

the virus. Below are some examples of this

exemplary work.

BAGHDAD

The Baghdad Amanat TWG organized the

#LetsKeepItClean campaign, collaborating with

persons with disabilities (PWD). The program was

implemented in 16 schools and primary health

care centers in several neighborhoods throughout

the province. The International Committee of the

Red Cross, the Ministry of Health, and the

Baghdad Amanat Social Accountability Group

(SAG) worked together to distribute masks and

brochures to raise coronavirus awareness.

Following their cleaning campaign, the Baghdad

TWG conducted a month-long campaign

distributing informational materials and personal

protective equipment (PPE) within Baghdad’s most

populous neighborhoods. The TWG, which was

trained by IGPA/Takamul on communications and

public outreach, distributed instructional flyers on

COVID-19, masks, and gloves to over 1,700

citizens, security forces, cleaners, and market

owners.

BABIL

The IGPA/Takamul-trained SAG in Babil and

seven CSOs including Umaima for Women Rights,

al-Firdous for Development, Muntada al-Maraa, Aws

Baghdad in Babil, al-Nojoom, al-Ahlam, al-Tahadi and

Together for a Better Life implemented a self-funded

sanitation and awareness intervention to contain

the spread of coronavirus in the city. SAG and

CSOs members distributed face masks, gloves,

sanitizer, and instructional materials to local shop

owners. Activities were covered by Babil’s local

media.

HELPING STOP THE SPREAD OF COVID-19 IN IRAQ

USING IGPA/TAKAMUL OUTREACH MODEL & TOOLS


BASRAH

The Basrah SAG developed a strategic plan with

local civil society and government officials to

protect citizens from the contagion. Participating

CSOs included the Armenian Basrah Organization,

Bina’a al Inssan Organization, Hemma Foundation,

Resalt Amal and the Noorsen Volunteer Team. The

SAG teamed up with the Director of Civil

Defense and the Department of Health to

conduct awareness and sterilization campaigns in

high-traffic public areas. In a similar campaign,

SAG member teams from Hama Volunteers and

Tatawa’a Ma’ana coordinated with the Basrah

Directorate of Health to deliver similar support.

In addition to these campaigns the Basrah SAG is

focusing on alternative methods to raise people’s

awareness during the current health crisis.

Basrah’s popular al-Rasheed Radio hosted

representatives from IGPA/Takamul-trained SAGs

and CSOs to raise citizens’ awareness about

health precautions against coronavirus.

IGPA/Takamul coordinated with the Civil Defense

Department and Health Directorate to train the

SAG on the medical aspect of COVID-19.

Abu al-Khasib District Mayor requested

IGPA/Takamul’s partner Al-Soror, which held

sanitation campaigns across Basrah with the SAG

and TWG, to become a member of the provincial

crisis cell. The district mayor also invited Durat al-

Iraq Association and al-Mirbad Group to monitor,

supervise, and follow up on the work of a sewing

workshop that is already under implementation.

The Basrah Governor also asked CSOs to

participate in provincial planning to mitigate the

coronavirus spread.

Al-Mirbad volunteers launched a coronavirus

publicity blitz in Basrah’s al-Zubair district.

Volunteers handed out brochures and face masks,

donated by a sewing shop, to residents, vendors,

and security forces. This activity followed the al-

Zubair district mayor’s meeting with CSOs and

volunteer groups. After the successful campaign,

the mayor requested that al-Mirbad supervise the

sewing of more masks for distribution to

residents. Meanwhile, the Tatwaa Ma’ana team

provided hundreds of brochures during the

campaign.

Continuing the campaigns, CSOs and the SAG, in

coordination with the Basrah crisis cell, sanitized

mosques and populous areas. Volunteers helped

distribute food baskets to low-income families.

Participating CSOs included Tatwaa, Maana and

Durat al-Durar Organization in collaboration with

Hima Association for Development, al-Salam Center

for Strategic Studies, Risalat Amal Group, and Support

without Border. As part of their social solidarity

plan, Amal al-Basria Association distributed food

baskets to low-income families. The civic groups

now receive calls requesting them to sanitize

areas.

Durat al-Durar trained other CSOs to launch

coronavirus awareness campaigns in Abu al-

Khasib district, one of the most crowded areas in

Basrah. In collaboration with Basrah Civil Defense,

50 volunteers from various trained CSOs targeted

5,000 citizens in this Durat al-Durar-initiated

campaign. The second campaign was held in Abu


al-Khasib district with the participation of 70

volunteers and religious figures and led the

cleaning of government institutions, residences,

and houses of worship benefiting approximately

5,000 people.

Al-Soror, another IGPA/Takamul-trained CSO,

conducted an awareness campaign against

COVID-19 on the busy streets of Basrah’s Abu al-

Khasib district. The organization distributed

pamphlets and face masks, manufactured locally by

a CSO member, to low-income families. Dubbed

“Let’s Defeat Corona,” the campaign targeted

people packed in crowded homes with more than

30 people in a bid to tackle the face mask

shortage and minimize the spread of the

coronavirus. About 200 people received face

masks and 250 received informational materials.

Al-Soror conducted its first campaign in Abu al-

Khasib and will continue to conduct similar

campaigns.

Two CSOs, Durrar al-Iraq and Noorsen, and the

SAG supported a sewing company to produce

5,000 masks in al-Zubair district for citizens in

Basrah. This was coordinated with the al-Zubair

district government, the Directorate of Youth and

Sports, and al-Mirbad. This self-funded

intervention was carried out in cooperation with

the Zubair Women’s Operator and the Youth of the

Takaful. To date, 1,000 masks have been produced

despite shortages of raw materials and

restrictions on movements.

As coronavirus cases mount, civil society

volunteers in Basrah were informed by the local

government that it will tighten restrictions on

movement. IGPA/Takamul coordinated with the

Joint Center for Monitoring and Coordination

(JCMC) to facilitate volunteers campaigning for

awareness and sanitation in local areas. Following

this order, CSOs have suspended their activities

at this time but are ready for any calls to action.

The groups coordinate with the provincial Crisis

Cell through the JCMC.

Anbar

Anbar’s Ba’dna Ibkhair Organization for Human Aids,

a CSO trained by IGPA/Takamul on stakeholder

mapping, completed its outreach campaign to help

protect citizens from the contagion. The campaign

started on March 9 and was conducted in

coordination with key stakeholders including the

Ameriya Mayoralty, the staff of Ameriya Public

Hospital, and volunteer citizens. The group

sanitized areas frequented by citizens such as

public markets, government institutions, schools,

health facilities, commercial establishments, and

mosques. A total of 2,000 masks were distributed

to citizens, along with informational materials.

The Anbar SAG utilized the IPGA/Takamul

outreach model and produced a self-funded

awareness video to protect its citizens from

contracting coronavirus. IGPA/Takamul shared

the video on its Facebook page.

Twelve IGPA/Takamul partner CSOs from Anbar

including Ba’adna IbKhair, Rama, Muntada al-

Mahaba Wal Salam, al-Waleed, al-Haq, Le Nahya Be

Salam, Artdh Aa-Hadarat, Nabah al-Hayat, Falluja

Center for Women, Belad al-Salam, Sun of Life, and

Balad al-Hadarat supported local communities by

raising funds to provide food for vulnerable

families and those who work for daily wages.

Volunteers also coordinated with shop landlords

to exempt tenants from paying rent this month.

The initiative generated assistance valued at

$55,000 over the course of the campaign.

Wasit

The partnership between the local government,

civil society, and the TWG pivoted to support the

local population through the distribution of 575

food baskets to affected families. Together with

the Wasit Health Directorate, this coalition raised

awareness on the coronavirus by educating

https://www.facebook.com/USAIDTakamul/videos/217671356280756/?t=14


citizens on proper waste disposal. As part of this

effort, the TWG worked with a local CSO, Savior

of Human Charity Society, to train 75 women on

proper waste disposal and environmental health

and cleanliness. In conducting the training, the

CSO members used skills they acquired from

IGPA/Takamul’s communications training,

demonstrating the sustainability of the project’s

capacity building activity.

As requested by the newly established CSO

Office in Wasit, the provincial government

provided transportation facilities to CSOs and

volunteers to facilitate the distribution of food

items donated by citizens and CSOs to the poor

and marginalized families of Wasit. The CSO

Office also successfully coordinated with civil

society to support the local government in

enforcing compliance with curfew. Jinan Al Rahma

Organization conducted three campaigns to

distribute food items, including vegetables, to 200

vulnerable families, while the Monqith al Insan

Charity Organization organized citizen donations

and delivered vegetables and other food items to

575 poor families. These drives also included

efforts to raise awareness on sanitation and the

risks of the coronavirus.

IGPA/Takamul partner CSO, al-Saqar for

Humanitarian Relief, an active member in Tawasul

and TWG, distributed 500 food baskets to low-

income families along with COVID-19 awareness

brochures, masks, and encouragement to stay

home. Al-Saqar collaborated with Wasit’s Health

Directorate to sanitize the area and the Governor

of Wasit and other government officials joined the

campaign.

Ninewa

Two organizations that are part of Ninewa’s SAG,

Youth of Tal Afar and Zummar Youth Council,

conducted sanitation campaigns in their respective

localities to prevent the spread of COVID-19.

The Youth of Tal Afar helped sanitize public and

governmental spaces and conducted outreach

campaigns to minority groups in the Ninewa

Plains. Zummar Youth Council helped clean and

sterilize the district center, schools, government

offices, and public markets in Zummar. The

Municipality and Health Directorates, National

Security Directorates, Police Departments, and

other agencies participated in the drive.

IGPA/Takamul partner CSO, the Engineering

Association for Development, handed out

thermometers and assisted low-income families

with financial support in al-Farouq, al-Sarjkhana,

al-Maydan and Shaikh Abu al-Aola districts in

Ninewa. The CSO also provided nine medical

beds to al-Salam hospital for quarantined patients.

The Odessa Organization for Women’s Development,

a Ninewa-based CSO trained by IGPA/Takamul

on stakeholder-mapping, initiated a three-day

awareness campaign on COVID-19. Called

“Prevention Is Better Than Cure,” the campaign

was conducted in Mosul and the Ninewa Plains.

The women volunteers went from house to

house to distribute brochures and flyers, with

particular outreach to minorities and underserved

families including Yazidis, Christians, Turkmen,

and Shabaks.


OBJECTIVE 4: SUPPORTING IRAQI CHANGE

AGENTS

The Project identifies and supports Iraqi Change Agents to advocate for improved service delivery

and provides them with ongoing training to ensure their sustainable impact. Current Change Agents

come from academia, nongovernment organizations, service directorates, federal government

institutions, and women’s groups. As the Project was developing, IGPA/Takamul refined the

approach and selection criteria of Change Agents based on trustworthiness, critical thinking skills,

and ability to coach and educate, among others. As of this quarter, there are 76 Change Agents

ensuring better gender balance and equitably represent IGPA/Takamul project Objectives.

RESULT 4.1 Enhance the capacity of change agents

1. Developing the capacity of Change Agents

During this reporting period, IGPA/Takamul conducted three two-day training sessions on change

management and organizational structures. A total of 51 Change Agents participated of whom 20 are

women and 31 men.

Using question and answer and small groups-discussion techniques, these training focused on change

management and building effective organizational structures and how these structures contribute to

service delivery improvements. Following the Project’s trainings, Change Agents in some provinces

conducted the following activities:

Baghdad. Ms. Khawala Musa Abas from Baghdad Amanat worked with the members of the Media

and Communication Unit to review, evaluate, and update the unit’s organizational structure to make

it more citizen-oriented.


Najaf. Change Agents Mr. Ahmed Alhilo who is the governor’s advisor for services affairs and Mr.

Ahmed al-Risawee, head of the Municipality Directorate echoed IGPA/Takamul’s trainings to the

staff of Najaf Governor’s Office and Municipality Directorate. Highlighting this reporting period are

the following Change Agent initiatives:

Anbar. Guided by IGPA/Takamul’s trainings on advocacy, change management, and organizational

structure, Anbar’s Change Agents and Ramadi city formed a joint committee to advocate for the

formation of a new division at the Municipality Directorate to conduct internal performance

evaluations. To prepare them for this advocacy task, the head of the Performance Evaluation

Department trained the committee using the IGPA/Takamul module.. The Change Agents and

Ramadi’s Municipality Directorate agreed to lobby the Anbar governor to upgrade this committee

into a division within the directorate.

Babil. In February, the Change Agents conducted a change management training they learned from

IGPA/Takamul to 45 participants from the Governor’s Office. They discussed the need to revise the

training center’s organizational structure to provide relevant trainings on decentralized services for

employees. In early March, Change Agent Ms. Thabat Jasim created a team calling it فريق قادة التغيير

.to advocate for women’s issues in Babil (Women Change Agents team) النسوي

Baghdad. In February, two Change Agents from Baghdad Amanat received approval from Baghdad’s

deputy mayor to start advocacy activities to improve trash collection in Karada 903, a populous area

that is home to a cafe culture crowd called Ridha Alwaan. The duo met with local officials and

interviewed people in the neighborhood, including garbage truck drivers, to collect information

about obstacles in trash collection. With the information, the Change Agents recommended to

remove wiring clutter from electrical lines and add more trash containers.

Erbil. In March, two Change Agents prepared an advocacy plan to address complaints of inaccurate

water meter readings that are resulting in exaggerated household water bills. The Change Agents

met with their partners in the General Directorate of Water Services to design advocacy activities

for the directorates, which include revisiting installed water meters in the affected Erbil

neighborhoods and planning a response to the findings.

IGPA/TAKAMUL-TRAINED CHANGE AGENT FROM BABIL, MOHAMMED OMRAN, EXPLAINS HIS TEAM’S GOAL OF HELPING

THE BABIL GOVERNORATE’S TRAINING CENTER TO BE RESPONSIVE TO THE TRAINING NEEDS OF THE LOCAL

GOVERNMENT STAFF. THIS INITIATIVE WAS FULLY FUNDED BY THE BABIL LOCAL GOVERNMENT.


Dahuk. In February, a Change Agent replicated the training he received from IGPA/Takamul to his

counterparts in the Governor’s Office Finance Unit. As a result of this training, changes related to

work and positions within the unit were implemented, benefiting the staff and the unit through

enhanced and more efficient work systems. This initiative was fully funded by the provincial

government.

Basrah. As a result of the Change Agent’s advocacy activities in January, the Municipality

Directorate in Basrah agreed to add $20,000 to its budget to fund additional trash collection

equipment for Hay Al-Askary, such as trash bags and containers. The Basrah Governor’s assistant,

one of the Change Agents, led the discussions with the Directorates of Municipality Services,

Environment, and Agriculture advocating to improve trash collection in Hay Al-Askary in al-Zubair

district.

2. Strengthening national capacity development support

To ensure the sustainability of IGPA/Takamul trainings and capacity building initiatives, the Project

engaged with three training institutions at the federal level and one at the regional level to transfer

training resources and train potential trainers from these institutions to ensure the continuity of

IGPA/Takamul trainings and capacity building initiatives. These institutions are the: 1) National

Training Center of Administration Development and Information Technology of the MOP; 2)

Accounting and Financial Training Center of the MOF; and, 3) Training Unit of the Ministry of

Construction, Housing, and Public Works. In the Kurdistan Regional Government, IGPA/Takamul

engaged with the Kurdistan Institute for Public Administration for this purpose.

During this reporting period, IGPA/Takamul trained they key staff from the above training

institutions to deliver the training topics and serve as resource persons for future capacity building

courses. Furthermore, the Project worked on standardizing the curriculum to ensure appropriate

branding, formatting, and classification of materials before the materials are handed over to these

entities.

RESULT 4.2 Enhance the capacity of women and vulnerable

populations to represent their needs within the

government decision-making processes

1. Developing assistance package for Provincial Women Empowerment

Directorates and Gender Units

On December 22, Erbil Governorate’s Gender Unit and IGPA/Takamul signed an assistance package

designed to support women and their roles and contributions in mainstreaming gender in planning,

policy making, budgeting, and staffing.

During this quarter, IGPA/Takamul project approved three scopes of work to start a series of

trainingss designed for Erbil Governorate Gender Unit. These activities, which are included in the

assistance package are as follows: (a) identify roles, responsibilities, and linkages within the gender

unit; (b) capacity building to undertake gender mainstreaming; and (c) strategic planning,

administration, and budgeting.


INSIGHT Fada Wadi

Change Agent and

Head of Municipal Awareness BAGHDAD AMANAT

“IGPA/Takamul supported us to

conduct cleanliness campaigns in

different cities of Baghdad. We

distributed brochures, trash bags,

and trash bins to raise awareness of

citizens on trash collection and

water conservation.

BaghdadIsMyResponsibility was our

most successful campaign. It was

very visible and popular among the

citizens.

“IGPA/Takamul trained Change

Agents on advocacy, a very useful

course when we asked for more and

better services for Karrada, a sub-

district in Baghdad. In our regular

work in the community, we use the

techniques and strategies introduced

by Takamul in the trainings. We

appreciate the continued support

given by IGPA/Takamul.”


The total includes a male participant each from the Ministries of Planning and Finance.

TABLE 3: CHANGE MANAGEMENT & STRUCTURAL ORGANIZATION TRAINING

PARTICIPANTS

PROVINCE GOVERNOR’S

OFFICE

MUNICIPALITY

DIRECTORATE

WATER

DIRECTORATE CSO OTHERS

TOTAL

TRAINED

BAGHDAD 4 3 0 1 2 Baghdad Amanat

10 (4

females, 6

males)

BABIL 5

0 2 2 0 9 (4

females, 5

males)

BASRAH 7

3 0 3 0 13 (7

females, 6

males)

NAJAF

2 0 0 0 0 2 males

ANBAR 3 0 0 3 1

Academic

7 (3 female,

4 males)

NINEWA 1 0 0 2 0

3 males

ERBIL 1 0 1 0 0 2 (1 female, 1 male)

SULAIMANIYA 1 0 0 0 0 1 female

DAHUK

1 0 0 0 0 1 male

HALABJA 1 0 0 0 0 1 male

TOTAL 26 6 3 11 3

5112

(21 females,

30 males)


TASK ORDER 1: ASSISTANCE TO MINISTRY OF

FINANCE AND MINISTRY OF OIL

Subtask 1: Technical Assistance to Iraq’s Ministry of Finance to

implement a commitment control system and to

design and operationalize an improved cash

management system

IGPA/Takamul’s Task Order 1 Subtask implements key public financial management (PFM) reforms in

support of the Government of Iraq’s (GOI) Ministry of Finance (MOF) in cash management, fiscal

analysis and reporting, treasury operations, and improving the national and provincial budget cycle.

This PFM reform work is implemented by the Subtask 1Advisor embedded in the MOF in Baghdad.

The Sub-Task 1 Advisor work to achieve five objectives:

Objective 1: Improve Cash Management through Technical Support to the Cash

Forecasting Division

Objective 2: Establish and Build Capacity of the MOF Macroeconomic Unit

Objective 3: Improve MOF Fiscal Analysis and Reporting

Objective 4: Enhance Budget Cycle Planning and Preparation

Objective 5: Improve Treasury Operations

Accomplishments

IGPA/Takamul initiated meetings with the newly appointed top management officials of the MOF to

introduce this task order’s workplan and technical assistance. The meetings were conducted with

the MOF Deputy Minister, Director General of the Accounting Department, Acting Director

General of Budget, and Director General of Economic Department.

IGPA/Takamul participated in reviewing the new Public Financial Management (PFM) Law 6/2019 as

part of a committee at the Accounting Department of the Ministry of Finance. The team shared their

notes with the Director General of the Accounting Department, who is preparing the department’s

implementation manifesto for PFM Law 6/2019.

This quarter, IGPA/Takamul provided consultation and advice to the MOF on the latest economic

crises over phone and emails. The latest collapse in oil prices in March 2020 where prices fell from

the $50s to the $20s per barrel put the GOI’s finances at high risk as oil revenues represent 85% of

the country’s total revenue. Like the rest of the world, Iraq is facing the COVID-19 pandemic, which

requires the MOF to urgently mobilize funds to provide necessary resources for the Ministry of

Health and other line ministries in their efforts to fight the disease.

The Project also provided advice and consultation to MOF counterparts during the month-long

mission, supporting the Accounting Department’s Director General and his deputy to prepare a six

months cash plan for the GOI, with recommendations on emergency prioritization of expenditures

and finances.


Objective 1: Improve Cash Management through Technical Support to the

CFD

IGPA/Takamul continued supporting and coaching the Cash Forecasting Division (CFD) to prepare

the three-month rolling cash forecast reports for Q2. However, drop in oil prices and the COVID

19 pandemic presented severe financial challenges for the GOI. The Project worked with the MoF to

build a cash forecast to form a road map for cash management from March to August 2020 to help

the GOI manage these challenges.

Objective 2: Establish and Build Capacity of the MOF Macroeconomic Unit

IGPA/Takamul initiated a meeting with the Deputy Minister to review and explain the objectives of

TO1 Subtask 1. The Deputy Minister, after consultation with the Economic Department, informed

IGPA/Takamul that the ministry will send an official request to USAID affirming their commitment to

implementation of the activity.


IGPA/Takamul started discussions with the Account Unifications Section in the Accounting

Department to identify which financial and fiscal reports should be compiled and consolidated.

Afterwards, the Project offered a sample set of fiscal reports to the Accounting Department, per the

request of the deputy minister.

Implementation Status

Objective 5: Improve Cash Management through Technical Support to the Cash

Forecasting Division

Activity 1.1 Expand the three-month cash flow forecasts to include domestic revenues and

share the forecast with the MOF tax department to get feedback for the budget estimates

for revenues

Results: The Accounting Department’s Director-General informed IGPA/Takamul

of their commitment to achieve the goals of the activity.

Activity 1.2 - Assist the Cash Management Committee (CMC) to be more transparent about

how decisions on reprioritizing payments are made and the rationale for cash management

decisions

Results: IGPA/Takamul will support the newly appointed deputy minister in activating and leading

the CMC. During a meeting earlier in the quarter, the deputy minister expressed that activating the

CMC has been delayed for too long, and she will intervene to reactivate the CMC meetings. The

Project will support the MOF to operationalize the CMC.

Objective 6: Establish and Build Capacity of the MOF Macroeconomic Unit [to be

implemented by UNDP as per USAID guidance]

Activity 2.1 Assess MOF’s capacity and organizational needs to establish a macroeconomic

function working in coordination with MOP.

Results: IGPA/Takamul was informed that the deputy minister provided USAID with a letter stating

the MOF’s needs and commitment to implement the activity.



Activity 3.1 Prepare a manual on reports compilation and

dissemination, including characteristics, coverage, and timeliness and

deliver training on the use of the manual.

Results: See Activity 3.3. summary below.

Activity 3.2 Build capacity of the MOF to prepare the core fiscal reports

quarterly, semiannually, and annually with evaluation of budget execution.

Results: See Activity 3.3. summary below.

Activity 3.3 Develop the core fiscal reports that meet fiscal transparency

requirements to enable budget comparison (approved and actual each month

and year-to-year comparisons).

Results: IGPA/Takamul is following up with the Unification Section of Accounts in the Accounting

Department to start working on fiscal reporting and analysis. The Project learned that the section is

currently working on the financial statements from 2015 to 2017 and the supporting data needed for

the 2020 statement.

Objective 8: Enhance Budget Cycle Planning and Preparation

Activity 4.1 Review the current national and provincial budget cycle.

Results: During a meeting, the MOF deputy minister requested the multiyear budgeting training for

the ministry, which the Project will deliver next quarter. This quarter, IGPA/Takamul began the

review of the provincial-level budgeting process.

Objective 9: Improve Treasury Operations

Activity 5.1 Develop and present the concept for a treasury management

information system

Results: The concept paper, which outlines the technical requirement of the treasury management

information system was delivered to the MOF’s deputy minister.

Challenges

The advisor was on leave between February 5 and March 7 and returned to Erbil due to the

lockdown in Baghdad. The advisor will resume work at his original station in the MOF in Baghdad

whenever the lockdown is lifted.


Subtask 4: Support to the Economic Reform Unit

IGPA/Takamul’s Task Order 01 Sub-Task 4 provides senior advisory support, through a Financial

Sector Specialist, to the Prime Minister’s Office (PMO) Economic Reform Unit (ERU) to carry out

priority economic reforms. The Financial Sector Specialist coordinates with high-level Government

of Iraq officials in the Ministries of Finance, Planning, and Electricity, the Central Bank, and other

government entities, to support the continued economic reforms.

Accomplishments

• Per the request of the Prime Minister, IGPA/Takamul participated in meetings as a

member of the PMO budget committee that will work on the draft 2020 National Budget.

The committee is comprised of advisors to the Prime Minister and senior officials of the

Ministry of Finance (MOF).

• Developed financial models to show a comparative analysis ofn various sectors of the

national budget.

• Per the request of the Minister of Health, participated as member of a team working to

develop public private partnership structures for five new hospitals of which construction

will be completed in 2020.

• Identified potential major projects that would qualify for financing by export credit

agencies (ECA).

• Worked with the head of the ERU to prepare reports that identify the key fiscal reforms

required to cope with the economic impact of the fall in oil prices and COVID-19

response impact.


Advisory services to support the lending programs of international financial institutions

The Government of Iraq’s Stand-By Agreement with the IMF is still on hold. Initial discussions have

begun with the IMF to see the financing options available to Iraq in light of the global financial crisis.

The caretaker government is reviewing World Bank loans that have been previously approved and

not utilized. The aim is to use these funds to support the Ministry of Health requirements to combat

the COVID-19 spread.

Progress on the implementation of systems and procedures for improved management

of financial instruments

IGPA/ Takamul was requested to assist the PM’s advisers with the preparations of the draft 2020

National Budget. The tasks included analyzing the data from the MOF and various government

institutions and preparing regular updates for the PM’s advisers. Changes to the 2020 National

Budget are expected to be made once the new government is sworn in. When this occurs, the

Project will brief the new government on the draft budget and will continue supporting the

government as requested.

Advisory services relating to financing key projects using ECA and other types of financing

instruments

Several ministries requested authorization to borrow from ECA and to include financial allocations

for these borrowings in the draft 2020 National Budget. However, given the decline in oil prices, the


focus of the government will be on the fixed costs requiring financing. The discussions on the new

projects are likely to be delayed, while the focus remains on the required short term government

reforms.

Analyzing, assessing and reporting on Iraq’s financial sector

Given the current political situation, the political parties are focused on the formation of a new

government and most of the financial sector reforms are expected to be placed on hold.

Building the capacity of ERU staff to analytically determine necessary financial sector

reforms and assisting the ERU in developing and rolling out such reforms

IGPA/Takamul will work to develop the skills of the ERU team in reviewing and analyzing

government reports and projects, based on the tasks assigned by the PM and his advisers.

Engaging other donors currently operating within the financial sector to document and

minimize duplication of efforts by future USAID assistance

Due to the current COVID- 19 situation, many donor organizations have relocated their personnel

from Baghdad. IGPA/Takamul, however, will continue to coordinate with project teams that are still

working from the capital city.

Advise officials on private sector development and identification of major obstacles such as

onerous regulatory requirements, limited options for increasing finance for small and

medium-sized companies and start-ups and crowding out by state-owned enterprises

Given the current political situation, political parties are focused on the formation of a new

government. Most of the private sector development reforms are expected to be put on hold, given

that a caretaker government will not be able to implement the required changes.

Advise senior officials in the Prime Minister’s Office on priority issues as requested, such as

options to set up an electronic system through banks to pay salaries, or financing of power

generation to expand capacity to meet excess demand

This activity is also on hold until such time that a new government is formed, and the Project can

resume this activity.

Challenges

The COVID-19 virus has had a significant effect on the day- to -day operations at the Prime

Minister’s Office and within the ministries. Many projects were put on hold, as the government is

refocused at supporting the orders and policies set out in by the Crisis Management Committee

headed by the PM. The fall in oil prices have placed pressure on political parties to form a new

government. Because the caretaker government has limited capabilities in terms of borrowing and

decreasing fixed expenditures, several decisions need to be made by an authorized government since

a caretaker government has limited capabilities in terms of borrowing and decreasing fixed

expenditures.


TASK ORDER 3: KRG INFORMATION SYSTEMS

REFORMS

Subtask 1: Iraqi Kurdistan Region Reform Coordinator

IGPA/Takamul’s Task Order 3 Sub-Task 1 provides advisory support, through a Reform

Coordinator, to the Kurdistan Regional Government (KRG) to coordinate the implementation of

reforms related to the Identity Management System (IMS). The Reform Coordinator ensures the

timely implementation of IMS-related projects by assisting the Deputy Prime Minister’s Office

(DPMO) in orchestrating reforms related to improving service delivery and operations, as well as in

the decentralization process involving the World Bank and International Monetary Fund.


Activity Status Overview

The following activities were undertaken by IGPA/Takamul during this reporting period:

• Participated in a meeting to discuss the cooperation between the Xizmat team and the

Department of Coordination and Follow up (DCF) in terms of defining a mechanism to

simplify and facilitate updating of the Xizmat portal. A time line of May 15 was set to

deploy the new mechanisms and update the portal.

• Hosted a kick-off meeting of the Mobile Application Project for Xizmat portal. At the

meeting, the aims of this app project were discussed, and the technical functions of the

mobile application were verified.

• Met with the Senior Advisor to the COM on February 18 to evaluate the quality of

translation of documents for the Xizmat portal and the deadline for completion. Specific

improvements were suggested, which were then communicated to the translators.

• After participating in the Xizmat team’s weekly meetings, underscored the need to return

the updated information about the services provided by the Ministries of Finance and

Economy, Justice, Municipalities and Tourism, Labor and Social affairs, Interior, and the

Department of Non-Governmental Organizations.

• Reviewed the latest development in the implementation of KRG’s Council of Ministers’

Decree #33 that assigns the review and restructuring of the entire KRG ministries’ and

department’s structure to a high committee consisting of several ministers. The review

process started in early December 2019. IGPA/Takamul recommended making the new

structure more service-centric, i.e. the rightsizing of government departments should be

based on the number and the quality of services that these departments provide to the

public.

• Analyzed the private sector employee registration and social security procedures currently

implemented by the Ministry of Labor and Social Affairs (MOLSA) and outlined the major

changes needed to automate these processes. Mirroring the currently applied laws such

the Federal Iraqi Law #39 of 1971 and its amendments, the Project identified the following

factors to be considered: the level of contributions to the social security for each

employee; entities involved in the registration of the private sector businesses and their


employees; the mandate of MOLSA to track the employees’ move between different jobs

to be able to protect their rights and benefits; and the compatibility of any potential

system with Identity Management System as well as with the Company registration and

any tax administration systems. This is part of the efforts to prepare a requirement list to

be utilized by MOLSA in their pursuit to develop or acquire suitable solutions or an

automated system for dealing with private sector businesses.

• Participated in reviewing the English pages of the Xizmat portal and evaluated the quality

of translation of the service provider with the aim of enhancing the quality and accuracy of

the translated materials. Additionally, the Project continued assisting the Xizmat team in

obtaining further updates from the Department of Non-Governmental Organization.

• Reviewed the draft investment law that was prepared by the High Council of Investment

in the region. After discussing some general concepts of the draft legislation with an

expert, the Project offered suggestions to the KRG Cabinet Secretary to be hopefully

considered in forthcoming discussions in the Cabinet.

Challenges

The following implementation challenges were experienced during this reporting period:

• Although the re-engineering process of the company registration was identified as one of

their top priorities, due to the busy schedule of both the Prime Minister and the Deputy

Prime Minister, KRG has not been able to continue with drafting the needed legislation to

supersede all other prior laws in this regard.

• Due to conflicting schedules of the COM’s Senior Advisor, the plan to conduct a change

management training was not started.

• Despite multiple attempts by IGPA/Takamul to organize a meeting for the International

Reform Coordination Task Force (IRCTF) to discuss the reform status with the donors’

representatives, there was no response from the IRCTF on the matter.

• As a result of the delay in the negotiations between World Bank’s Public Finance

Management (PFM) team and officials of the Government of Iraq, the World Bank team

was not able to provide the support they promised to KRG on the development of the

payroll system.


Subtask 2: KRG Chief Information Officer Advisory Support

IGPA/Takamul’s Task Order 3, Sub-Task 2 aims to provide senior advisory support, through a Chief

Information Officer (CIO) Advisor, to the Kurdistan Regional Government (KRG) to spearhead

implementation of reforms in the area of public financial management (PFM) systems, processes, and

technology, thereby helping to improve the efficiency and effectiveness of government. The CIO

Advisor reinforces the link between policymakers and an e-enabled public service that has the

electronic tools to support a vision of enhanced service delivery. These efforts include interventions

to institutionalize benefits realized from reducing the proportion of total KRG expenditures devoted

to wages and salaries and preparations for right-sizing the civil service.

Accomplishments

• Funding has been agreed by the World Bank for all activities within the Payroll and

ePayments component

• Completion of business analysis work to examine private-sector pension management

processes at the Ministry of Labor and Social Affairs (MOLSA).

The Project will update the project implementation activities and timelines based on the

requirements for the World Bank funding for all of the activities within the Payroll and ePayments

component (Objective 1).


Activity Status Overview

• Activity methodology – Delivered in Year 1

• Action plan – Delivered in Year 1

• Procurement preparation and planning – (updates in progress)

First two Terms of Reference were submitted to funding agency (World Bank).

Remaining six Terms of Reference within the Payroll and ePayments components are

complete in draft form for review by counterparts prior to engaging with WB procurement

specialists to translate these into bidding documents.

Discussions between the World Bank and the federal Government of Iraq to finalize a large-scale

Grant Agreement for PFM reform activities were successfully concluded in early February. This is a

significant step forward for both the GOI and the KRG. The World Bank has confirmed that it will

fund all activities proposed under the payroll and ePayment workstream through a grant. These are

to be undertaken in the form of “turnkey” recipient-executed contracts whereby suppliers will be

accountable for providing the required hardware, software, and services in outcome-focused work

packages for each component.

European Union-Funded Grant Agreement, between the Government of Iraq and the

World Bank

Negotiations between the World Bank, European Union, and the GOI were completed in early

February. There are three components to the overall grant agreement:


1. Financial agreement between the European Union and GOI;

2. Administrative Agreement between the European Union and the World Bank; and,

3. the Grant Agreement itself, between the World Bank and GOI – which will be signed once

the COVID19 crisis has abated. Dates for the financial agreement have been revised to

reflect the new project start dates and will be effective until mid-2023.

The project requires a Project Operational Manual to be in place before final approval can proceed.

This manual will set out fiduciary management details, to be used primarily by the KRG Ministry of

Planning (MOP) which will manage disbursement and administrative issues within the region for this

and other components of the grant. A consultant engaged directly by the bank will prepare the

Project Operational Manual, which must be completed within 90 days of the grant agreement being

signed.

Of particular relevance to Subtask 2 is that current estimates indicate that procurement activities

can commence from April 2020 onward subject to the revised grant agreement dates and the

adoption of the manual.

Restrictions as previously noted that are attached to bank-executed Advisory Services and Analytics

activities are no longer applicable. A draft Term of Reference for the proposed activities within the

payroll component will be updated to reflect the original design assumptions with hardware and

software included with technical assistance for holistic “turnkey” work packages.

The funding earmarked for the KRG payroll and reform work envisaged within the grant agreement

is12.67 percent of the overall $8.5 million grant to KRG. This is based on the KRG share of the

overall GOI federal budget. Of note, the recipient executed portion of the grant is $8.5 million, the

remainder of the $17.6 million is World Bank-executed Advisory Services and Analytics inputs13.

See Objective 1 – Payroll and ePayment and Objective 2– eServices progress sheets in ANNEX

10.

Objective 3. Capacity Development and QA.

• Funding has not yet been identified for the activities within this Objective.

Objective 4. Interoperability

• Funding has not yet been identified for the activities within this Objective.

13 Project: P170704. US$ 17.6 (IPFM) Strengthening Public Financial Management Oversight and Accountability Institutions in Iraq: the

project development objective is to strengthen institutions and mechanisms of fiscal accountability and oversight at federal and

regional levels. Appraisal completed on October 7, 2020. Counterpart organizations are Central Statistical Office; KRI Shura Council;

Office of the Prime Minister; Federal Ministry of Finance; Federal Ministry of Planning; Federal State Council; Federal Board of

Supreme Audit; KRI Commission of Integrity; KRG Ministry of Planning; KRI Parliament; KRI Board of Supreme Audit; Iraqi Council of

Representatives; Federal Commission of Integrity; KRI Ministry of Trade; and, the General Secretariat of the Council of Ministers.


Challenges

Management of scope is always challenging in such areas as addressed by this Task Orders’ scope of

work, and with strategy advice and guidance being a key outcome of the work. The three issues of

particular note will be monitored closely on an ongoing basis. They are:

• The impact of COVID-19 and sharp oil-price reductions are being felt across KRG, with the

amount of available management time decreasing significantly.

• Broadening of the scope beyond PFM reforms, particularly with general technology or

integration strategy and into functional areas that are the responsibility of other line

ministries (Health, Agriculture, etc.)

• Digital communications, general government services, and digital financial services in

particular.

The approach as envisaged by the 2017/8 roadmap within the previous Task Order 003’s scope of

work was revised into four Objectives (with associated activities) that better align with the

requirements and KRG organizational responsibilities. They are:

1. Payroll and ePayment: This Objective represents the functional content of the original

Objectives 1, 2, and 3 and brings together all the payroll and payment components into

one workstream;

2. eServices: Comprises the process redesign of government service provision with a focus

on functional streamlining and digital delivery;

3. Capacity Development and QA: Represents the major technical components of

software development, testing, and application security; and,

4. Interoperability: Provides the portal management framework for eServices along with

all the technical integration and development tools to enable data sharing and harnessing

the potential of digital IMS deployment.

Each of the Objectives outlined above comprises multiple activities each of which is tracked and

reported upon as a separate component subactivity.

Additional funding from donors and KRG resources continues to be sought to enable the additional

activities to be implemented.


•

TASK ORDER 4: NINEWA INVESTMENT

FACILITATION INITIATIVE

14 IGPA/NIFI was unable to obtain the signed and stamped supporting document to confirm the financing for four businesses by the Joint

Development Association International JDA due to the curfew in Erbil. Hence, MEL complete verification was not done. However,

IGPA’s senior management decided to report this indicator during this quarter.

SUMMARY TABLE OF RESULTS

INDICATORS ACTUAL

CUMULATIVE

FY19

LIFE OF

PROJECT

TARGET

FY20

ACTUAL FY20

CUMULATIVE

%

ACHIEVED Q1 Q2

Number of micro, small and

medium enterprises (MSME)

that access or mobilize

financing as a result of USG

assistance

0 30 0 414 4 13%

Number of firms receiving

USG-funded technical

assistance for improving

business performance

(Standard Economic Growth

Indicator 5.2.1)

0 200 20 105 125 62.5%


IGPA/Takamul’s Ninewa Investment Facilitation Initiative (NIFI) is designed to increase employment

through demand-driven private sector-led economic growth in Iraq, with a major focus on the

Ninewa Plains. The Task Order provides firm-level technical assistance and practical training to help

businesses in Ninewa acquire the knowledge, tools, and financing to start-up, revitalize, and grow.

Over the past quarter, IGPA/NIFI worked to: (1) establish business development centers (BDC); (2)

provide business development services (BDS); and, (3) follow up on the results of the Ninewa

Investment Forum (NIF) held December 3-5, 2019.

Task 1: Establish Business Development Centers (BDC)

This quarter, IGPA/NIFI supported the establishment of a second BDC in Ninewa. IGPA/NIFI

conducted negotiations with several incubators in Mosul and Ninewa, including The Station, which

announced that they would open a branch in Mosul during the NIF. To mitigate the risk of a delayed

opening, IGPA/NIFI identified other potential partners for establishing an embedded BDC in Mosul.

The potential partners include Qaf Media Lab and Mosul Space. IGPA/NIFI started the process of

assessing each of these institutions in terms of rent, location, facilities, and commitment to providing

apprenticeships and building sustainability. Progress towards establishing the Mosul-based BDC has

been temporarily put on hold due to the COVID-19 pandemic.

IGPA/NIFI continues to expand the pipeline of SMEs that are being supported and matched with

existing sources of financing. During this reporting period, 17 SMEs were prepared and matched

with GroFin and 24 were prepared and matched with the Central Bank of Iraq’s (CBI) Tamkeen

Zero Interest Loan program. Several other small businesses were matched with grantmaking

organizations including Joint Development Associates International (JDA) and the French organization

Action Contre la Faim (ACF). All of these SMEs participated in IGPA/NIFI’s Financial Facilitation

workshops, which led the business owners through the process of completing Lean Canvas one-page

business plans.

Following the Financial Facilitation training-workshop in al-Qush Subdistrict in Ninewa, 14 out of 21

small businesses were referred to JDA for consideration under their grant program. JDA approved

four proposals for grant financing including a handicraft business, women-owned dress rental,

women-owned beauty salon, and a photocopying shop. All four businesses are from the Ninewa

Plains.

This quarter, more SMEs and entrepreneurs have reached out to IGPA/NIFI requesting to be part of

the technical services that are now offered remotely due to the spread of COVID-19. IGPA/NIFI

received a list of 12 entrepreneurs from the Mosul-based incubator, Mosul Space, and will assess

their needs for potential technical assistance. These entrepreneurs were participants at the Unleash

Your Ideas event that was held in Mosul. They requested remote training-workshops on Social

Media Marketing and Lean Canvas One-Page Business Plans.

Mosul Space expressed interest in the remote training-workshops that IGPA/NIFI launched in mid-

March and will recommend SMEs to be considered for IGPA/NIFI’s remote business development

services.

Task 2: Provide Business Development Services

This quarter, IGPA/NIFI’s BDS focused on rolling out a series of training-workshops for Ninewa and

northern Iraq SMEs and entrepreneurs with a particular focus on women-owned businesses. Topics


of the training-workshops included Access to Finance, Financial Literacy, and the Lean Canvas One-

Page Business Plan.

As of mid-March, IGPA/NIFI successfully adjusted its technical assistance delivery mechanisms to

minimize the impact of the Iraq and Ninewa governments’ curfews and restrictions on gatherings

and movement between cities due to the COVID-19 pandemic. IGPA/NIFI successfully started

offering remote training and engaging with its beneficiaries through this mechanism. The remote

training-workshops used a more modular approach with smaller participant groups and are

conducted more frequently. Remote workshops conducted during the period included Social Media

Marketing, Lean Canvas One-Page Business Plans, How to Apply for a Loan, and Risk Management for

SMEs. The other remote workshops that IGPA/NIFI will be rolling out include Cash Flow

Management and Inventory Management.

In total, IGPA/NIFI conducted ten events during the reporting period, one training for 24 females

from 20 SMEs, and nine workshops; five of these workshops were conducted remotely. A total of

129 entrepreneurs, 73 men and 56 women, participated in these workshops.

Throughout the quarter, IGPA/NIFI gained wide publicity for its face-to-face training-workshops by

arranging media coverage and republishing the media reports on IGPA’s Facebook page.

Below is a summary of the media coverage reports:

• Financial Literacy for Women Entrepreneurs:

This training-workshop was covered by Radio al-Ghad, Rudaw TV, and KirkukNow.

Below are the links to the media coverage:

https://www.facebook.com/FMalghad/videos/119368569501645/

http://kirkuknow.com/ar/news/61437

https://www.facebook.com/Rudaw.net/videos/193816012022082/

• Lean Canvas One-Page Business Plana for Women Entrepreneurs in Mosul:

This training-workshop was covered by Radio al-Ghad:


• Joint IGPA/NIFI Workshop with the Iraq Private Banks League (IPBL) to Introduce Central

Bank of Iraq’s (CBI) Tamkeen Zero Interest Rate Loan Program

• Ezidi24 and KirkukNow covered the workshop:

http://kirkuknow.com/ku/news/61622?fbclid=IwAR1rxRYtR66q0nsprlulFsolN3hJ51ZpkZzzf

K6QidwWfxUHdWg9R0uMBOg

https://www.facebook.com/Ezidi24.news/videos/864885980620193/

https://ezidi24.com/ar/?p=27042

• Two IGPA/NIFI Businesswomen Trainees Featured in Media:

These feature reports were produced and published by Radio al-Ghad:

Zahra al-Aarajee, who owns Maria Complex for Women in Mosul, attended IGPA/NIFI’s

Financial Literacy workshop for Women Entrepreneurs.

https://youtu.be/O8KKOSsW3Iw


http://kirkuknow.com/ar/news/61437

https://www.facebook.com/Rudaw.net/videos/193816012022082/



https://ezidi24.com/ar/?p=27042

https://youtu.be/O8KKOSsW3Iw


Haneen, a talented painter from Mosul who attended IGPA/NIFI’s Financial Literacy

Workshop for Women Entrepreneurs


Task 3: Conduct the Ninewa Investment Forum

After the Ninewa Investment Forum (NIF) which was held at the Divan Hotel in Erbil on December

3-5, 2019, IGPA/NIFI continued to follow up on the NIF-facilitated matchmaking engagements

between featured SMEs and investors. These include:

Lezzoo, a food delivery service and one of the SMEs featured at the Ninewa Investment Forum

(NIF), is in the process of closing their seed round of financing to support their continued

growth in Iraq.

Mosul-based Universal Education Center and holder of the Wall Street English franchise is making

progress in negotiations with Gatherton, an investor that the SME met at the NIF, to secure

investment needed to open two new English Language Schools in Mosul and Erbil. The SME

is working with the investor to develop a financial model for the Wall Street English

franchises.

GroFin is reviewing several loan applications from SMEs that connected with GroFin as a result

of the NIF. GroFin approved a loan of $240,000 to Nour Al Alam for producing hygienic

Paper.

IGPA/NIFI submitted the NIF Final Report to USAID in January.

Ninewa Investment Forum (NIF) Participant Survey Analysis

IGPA/Takamul TO4 conducted a survey of the NIF participants to determine the impact of the event

on perceptions of Ninewa as an investment destination. Of the 303 NIF attendees, 133 completed

the survey. The results of the survey are summarized in the table below.

QUESTIONS

% of 4 &

5 ratings Mean

Standard

Deviation

Coefficient of

Variation

1 Effectiveness of NIF in explaining the positive

reasons for investing in Ninewa 65% 3.73 0.91 24%

2 Effectiveness of NIF in examining how to invest in

Ninewa 50 3.44 0.90 26%

3 Value of information provided about the investment

climate in Ninewa 45 3.41 1.00 29%

4 Value of information provided during sector panels. 47 3.41 0.95 28%

5 Presentations given by featured SMEs during the

sector panels 44 3.35 1.07 32%

6 Your overall perception of Ninewa’s investment

potential BEFORE NIF 34 2.77 1.34 48%

7 Your overall perception of Ninewa’s investment

potential AFTER NIF 68 3.78 0.97 26%

8 Your overall experience at the NIF 74 4.05 0.82 20%

Rating scale: 1 – Poor, 2 – Fair, 3 – Average, 4 – Good, 5 - Excellent



Based on the survey results, the NIF was successful in having an impact on the perceptions of the

participants. This is indicated by the that participants’ perception of Ninewa’s investment

attractiveness increased significantly after attending the forum. Only 34 percent of participants had

an average positive perception before attending the forum, while 68 percent participants walked out at

the end of the forum with a good positive perception.

The positive impact of the NIF on participant perceptions of Ninewa was due to the valuable

information that was presented regarding Ninewa’s investment climate. In addition, participants had

the opportunity to discuss investment opportunities and ways to overcome challenges directly with

each other. In particular, a special area designated as the SME Market Place was set up at the NIF

and presented a unique networking platform in which selected and supported SMEs displayed and

presented their businesses and products.

The NIF program included a series of panels composed of local, regional, and international business

leaders, government officials, and other stakeholders which enriched the level of information

presented and communicated at the forum. More than half of participants (65%) appreciated the

effectiveness of NIF in explaining the positive reasons for investing in Ninewa. Moreover, 47 percent

of participants were positive about the information presented at the sector panels. In addition, 50

percent of participants thought that the information presented at the NIF were valuable on (average)

while the remaining participants views were distributed across the scale.

Three-fourths of respondents (74%) found their overall experience at NIF to be positive. Factors

that are likely to have contributed to this outcome include:

• The organization and management of the event.

• The availability and accessibility of information about the investment climate and

investment opportunities.

• The level and quality of local, regional, and international experts participating at the event

and the sharing of their knowledge and experience.

• The pre-preparation and support given to SMEs to be enable them to present their

investment opportunities during the panels.

• The positive and significant event promotion and media coverage as the event was

promoted to and by several key media players.

• The networking opportunity that the forum gave to participants with more than 28

international investors and more than 100 local businesses and investors.


TASK ORDER 5: ANTI-DOMESTIC VIOLENCE

LEGISLATION

15 The PIR stipulates four revisions per stage; hence, this indicator requires a breakdown. The Anti Domestic Violence

team were able to achieve two stages out of 5.

SUMMARY TABLE OF RESULTS

INDICATORS ACTUAL

CUMULATIVE

FY19

LIFE OF

PROJECT

TARGET

FY20

ACTUAL FY20

CUMULATIVE %

ACHIEVED

Q1 Q2

1 Number of revisions (clauses or

paragraphs) to draft law that

strengthen provisions15

0 20 16 0 16

a. Stage1: COMSec version

before it was sent to State

Council

0 4 8 0 8 200%

b. Stage2: President Office 0 4 0 0 0 0%

c. Stage3: GOI (COMSec, State

Council and COM) 0 4 8 0 8 200%

d. Stage4: at the COR before

the first reading (unification

stage)

0 4 0 0 0 0%

e. Stage5: at the COR (after the

first reading, during the

second reading, and before

the vote)

0 4 0 0 0 0%


There have been numerous efforts at both the national and regional levels to address the problem of

domestic violence (DV) in Iraq. Legislation at the national level has been pending since 2013, without

successful passage to date. Over the past several months, Iraq has undergone significant shifts in its

government and society due to ongoing domestic conflict, international tension between the U.S.,

Iran, and Iraq, and a global health pandemic affecting the region.

Despite the ongoing internal and external socio-political events occurring in Baghdad, the ADV team

continued to work to support passage of the law.

The COVID-19 pandemic within Iraq impacted Task Order 5 (TO5) activities, with the project

closely monitoring the situation and adjusting its approach in alignment with the GOI and KRG’s

guidance. As of March 11, all workshops and events were cancelled. IGPA/Takamul asked all

participants and staff on travel to return to their home provinces until further notice, to ensure that

no IGPA/Takamul staff, participants, or other beneficiaries were negatively affected by the

governmental travel protocols from the GOI and KRG. This meant that the TO5 Task 3 training for

GOI officials in Erbil was ultimately a two-day instead of three-day training. The ADV team also

decided to not move forward with holding a Coalition Coordination Group (CCG) meeting in

March, due to ongoing operating procedures in place at al-Rasheed Hotel in Baghdad.

Despite these external challenges, TO5 closed out its period of performance with a number of

successes. The ADV law is in a stronger place, both in its content and support. The ADV team

trained a large and diverse range of advocacy coalition members on a strategic advocacy plan for the

ADV law. The ADV team also trained relevant DV service providers and stakeholders to improve

their current domestic violence service provision as well as to better prepare them for the eventual

implementation of the ADV law. In addition to GOI officials, these trainings targeted CSOs, who will

play an important role in law oversight as well as law sensitization and awareness in their

communities.

The ADV team provided further legal analysis support and their recommendations to strengthen the

law were included in the most recent version sent to the Najaf Islamic scholars; a significant sign of

the trust-building TO5 conducted over the course of this period of performance. The ADV team

worked with COR members to strengthen and unify their strategy for passing the ADV law through

COR, supporting the successful development of the Coalition Coordinating Group, a joint COR

committee. Formed by TO5 in response to a lack of coordination, the coordinating group continued

to serve as the primary ADV law coordination force throughout the quarter. These and other

achievements over the past quarter are described in further detail below.

16 This indicator should cover two trainings that were held in Q2. However, the MEL team dropped the second and last

training due the fact that posttest was not done as a result of external and unforeseeable factors namely the COVID-19.

Trainees were requested to fly back to their respective governorates; hence the last day of the training was cancelled.

2 Number of individuals trained on advocacy techniques 4 75 0 94 94 130.6%

3 Number of public awareness activities conducted 0 15 0 0 0 0%

4 Change in awareness of concept of ADV within selected groups 0 50% 0 65.63

%16 100% 131.26%


Task 1: Support the review and amendment of draft ADV Law

Stakeholder mapping and engagement

In terms of champion and stakeholder engagement, the TO5 project met with numerous Iraqi and

international stakeholders involved in the drafting or the passage of the ADV law such as MPs,

government officials, Coalition Coordinating Group members, political party officials, and religious

and tribal leaders. TO5 submitted its seventh and final edition of the Stakeholder Mapping report to

USAID. To date, the ADV team has not identified any perceivable stakeholder changes in behavior,

but it is important to emphasize support may change in the coming quarter due to the socio-political

escalation of tensions and the current global health crisis. The COVID-19 pandemic has resulted in

increased instances of domestic violence around the globe as women are confined to home with

their abusers and as shelters and other resources are shut down due to COVID-19 related impacts.

Passing the ADV law is thus more important than ever to provide DV victims with the protections

they need.

Despite the current circumstances, the ADV team held strategy meetings to further finalize an

advocacy and awareness plan and gather planning resources for social service delivery in support of

ADV efforts. For instance, the ADV team conducted a strategy meeting with al-Hikma’s Zainab al-

Ghuarbi to seek their support in nominating religious leaders to join the Coalition Coordinating

Group, as well as participating in the advocacy and awareness training. The ADV team also met with

the CCG member and political party representative of al-Hikma, Ms. Zainab al-Ghurabi, and Sheikh

Fadhil from the Saheed Mihrab Association to discuss the law and religious and tribal leader

nominations for the advocacy coalition. In tandem, the ADV team met with religious and tribal

leaders to analyze potential additions to the advocacy coalition, and to discuss the ADV law and

their interest in joining the advocacy coalition. A meeting also occurred with the IGPA/Takamul

Public Management team and a Gender Budgeting Pilot Consultant to discuss piloting gender

YOUTH AND MEDIA GROUPS PARTICIPATE ON AN ADVOCACY TRAINING TO HELP PUSH THE ANTI-DOMESTIC

VIOLENCE INTO THE LEGISLATION AGENDA.


budgeting for the ADV law and resource planning17. In response to meeting restrictions due to

COVID-19, Coalition Coordinating Group meetings in the week of March 15 and onward did not

occur.

Review of draft law and relevant ADV legislation

During this quarter, the TO5 project reviewed multiple ADV versions of the draft laws that the GOI

shared, including recommendations made by Najaf Islamic scholars. For instance, the ADV team met

with Elite Alliance’s Haider al-Awadi, who is also a CCG member. The meeting focused on integrating

the TO5 project’s recommendations into the ADV version that Najaf Islamic scholars reviewed. As a

result of this discussion, Mr. al-Awadi incorporated many of the TO5 recommendations into the

next draft version.18 Examples of these recommendations include ensuring that reconciliation

proceedings are based on a victim’s consent to these proceedings. While including a mechanism for

reconciliation with a victim’s abuser is not an optimal draft version in terms of international

standards, more conservative factions including the Islamic scholars assert that a reconciliation

mechanism is necessary in order to support the ADV draft law. Accordingly, ensuring a victim’s

consent is required provides a compromise to protect the victim while not alienating more

conservative potential supporters of this law.

The ADV team also sent Mr. al-Awadi the most recent draft law version from the Council of

Ministers Secretariat (COMSec) for their review, as part of the team’s efforts to improve

coordination and unify the competing ADV law drafts. The TO5 project later received an updated

copy of the draft law from him, incorporating the ADV team’s recommendations. Mr. al-Awadi

received additional feedback from the ADV team for the Islamic scholars in Najaf so they could

continue their review of the draft law. The ADV team also provided religious and tribal leaders that

joined the TO5 advocacy coalition with a copy of this law as evidence that Islamic scholars do not

oppose this law. This served as a crucial step in obtaining these more conservative leaders’ trust and

support for the law.

Support passage of the law

Various entities reviewed the ADV law and reached an agreement regarding which draft should be

presented to the COR. The COMSec Women’s Empowerment Directorate (WED) Director

General (DG) informed the ADV team that she met in early March with the Women, Family, and

Childhood Committee’s (WFCC) acting chair, Ms. Intisar al-Joubori, and they agreed that they

preferred to use the COMSec version over the President’s Office version, as they believe it to be

stronger. The President’s Office version is the same version that was in the COR’s last term of

2015-2018 when it underwent First and Second Readings. This version is considered weaker than

the COMSec version as it has faced significant objection from opponents representing political blocs

and parties and Members of Parliament during the last COR term. Their objections were based on

the version not incorporating feedback from opponents and more conservative factions, including

17 The purpose of gender budgeting is to analyze existing budgets and cross-sectional initiatives, identify gaps, and design and fund public

services that address the specific needs associated with domestic violence protection.

18 Najaf scholars received this draft of the law.


Islamic scholars. In comparison, the COMSec version underwent several rounds of revisions and

incorporated a wide range of diverse stakeholder feedback. Accordingly, WED and WFCC identified

this as the more passable version that should be placed on the COR agenda. However, if the

President’s Office (PO) law is placed on the COR agenda, it will still be possible to reconcile it with

the stronger COMSec version of the law during the First and Second Readings.

To further advocate for the law, IGPA/Takamul secured a meeting with the COR Speaker’s Second

Deputy Dr. Basheer al-Hadad to advocate directly for placing the ADV law onto the COR agenda

for its First Reading during March. However, this meeting was postponed due to the COVID-19

pandemic. Once the situation normalizes, IGPA/Takamul will hold this meeting as soon as safely

possible. The COR leadership’s willingness to meet to discuss the ADV law in the first place is a

positive sign for the law’s support within the COR.

Given that WED has not provided realistic timelines for sending the ADV law to the COR in the

past and there is a lack of clarity on whether COM can legally send the law to COR while in

caretaker status, the ADV team maintains that placing the PO law, currently still pending in the

COR, on the legislative agenda now and unifying with COMSec during the reading phases remains

the most expedient approach.

The ADV team received feedback on the Elite Alliance version of the ADV law from Mr. Siraj Eldin al-

Assi, a tribal leader and Ph.D. candidate at the University of Kirkuk, on behalf of the Coalition

Coordinating Group’s religious and tribal leaders. It was noted that the law is comprehensive and

provides adequate protection and therefore, it should be passed with urgency.

AMONG THE PARTICIPANTS IN THE ANTI-DOMESTIC VIOLENCE LEGISLATION ADVOCACY TRAINING IS THE RELIGIOUS

SECTOR.


Task 2: Support passage of ADV Law in the Council of Representatives

Advocacy Coalition Formation

During this reporting period, the TO5 project strengthened the Coalition Coordinating Group and

supported it to further develop its advocacy and campaign objectives. The ADV team held several

successful Coalition Coordinating Group meetings, engaged with religious and tribal leaders around

Iraq, and proactively planned and undertook advocacy awareness coalition trainings19.

Due to the continued socio-political situation in Iraq, the ADV team devised a contingency plan to

conduct one-on-one interviews with as many Coalition Coordinating Group members present at the

workshop held in December 2019. The priorities during these interviews were to identify roles and

responsibilities, clarify timelines, reach an agreement on a logo for the advocacy campaign, discuss

rebuttal messaging, and agree on the next steps for the campaign. During these meetings, coalition

members expressed their commitment to the ADV initiative. Coalition members also provided

helpful feedback to the ADV team on the various potential directions the legislation could take and

shared different versions of the ADV law. For instance, the ADV team spoke with Ms. al-Hammash

from Lamsa Iraqia, a CCG member representing youth groups who agreed to be the point of

contact for the campaign’s social media outreach and influencers and bloggers. Mr. al-Awadi, sees his

work within the coalition as coordinating with the COR committees regarding legislation and

mediating with tribal leaders as required. Throughout the discussion, Mr. al-Awadi reiterated that

even when the TO5 project closes, his organization20 will continue the campaign and stated that he

19 These trainings took place in February 2020. 20 Sawa Organization for Human Rights.

YOUTH GROUPS IDENTIFY THE INFLUENTIAL PEOPLE AND DECISION-MAKERS AS TARGET AUDIENCE THE ANTI-DOMETIC

VIOLENCE LEGISLATION ADVOACY ACTIVITIES DURING THE TRAINING.


feels that the negotiation skills workshop training would be useful for MPs and others, such as CSOs,

to enable their work with opponents to the law.

On February 2 and 3, a total of 26 CSO advocacy coalition representatives attended the TO5

advocacy training and presentation on the agreed ADV advocacy and awareness campaign. On

February 5 and 6, a total of 21 advocacy coalition youth groups and media groups received the same

training. On February 9-10, a total of 18 trainees including seven religious and tribal leaders received

a training that included management of resources, messaging, targeting, delivery methods,

persuasion, negotiating, and communicating with the media. On February 12 and 13, a total of 13

representatives from the GOI also received their training. Lastly, on February 16 and 17, a total of

16 MPs and COR advisors attended the TO5 advocacy training. The ADV team consolidated

feedback from CSOs, youth groups, media, GOI representatives, and MPs, and finalized the Coalition

Coordinating GroupAdvocacy and Awareness Strategy Paper. The paper outlines decisions taken to

date by the coalition members on key advocacy messaging, audiences, activities, and the logos for the

advocacy campaign.

Task 3: Support sensitization and awareness of ADV Law implementation

Conduct the analysis of the Regulatory and Administrative Requirements/Case

Implementation

Within the reporting period, the ADV team finalized and submitted Activity 3.1’s analysis report on

regulatory and administrative requirements and development of an ‘implementation roadmap’ for the

law providing recommendations based upon interviews held (in December 2019) with Iraqi

stakeholders. The ADV team developed a training agenda and materials for Activity 3.2 and 3.3

trainings on domestic violence cases and campaign awareness messaging. A total of 13 CSO

representatives and 22 GOI representatives took part in trainings on March 3-5 and March 9-1021,

respectively, in Erbil, KRI. Originally, twenty-two CSO representatives confirmed their attendance;

however, due to the KRG travel directive banning people from Najaf and Kirkuk from entering KRI,

together with other COVID-19 travel concerns, attendance was adversely impacted.

The training focused on enhancing participants’ basic understanding of domestic violence. It built

upon existing knowledge of domestic violence but approached the issue from the lens of victim

safety and offender accountability.

On the second day of training on March 9-10, TO5 provided forward-looking implementation

support, including introducing an opportunity to pilot gender-responsive budgeting (GRB), which

plans for and funds social protection services for domestic violence survivors. This session focused

on explaining GRB, its importance, how to implement it, and how to support ADV services within

the budgeting process.

21 Due to directives from the KRG regarding the COVID-19 pandemic, the training was cut from three to two days.


CHAPTER II: MONITORING,

EVALUATION, AND LEARNING

IGPA/TAKAMUL MEL SYSTEM

During this quarter, the MEL unit focused on improving its internal tools and systems and enforced

additional data quality measures across all objectives. Adapting to the limitations imposed by the

COVID-19 crisis, the MEL unit looked for alternatives that can be considered as data source for

online activities.

PROJECT LEARNING

Challenges and Lessons Learned

OBJECTIVE 1 – ENHANCE IRAQI GOVERNMENT’S SERVICE DELIVERY CAPACITY

Babil Water

Problem Statement: The prevailing general strike and demonstrations in most governorates,

including Babil Province led to significant disruption and delay of work, as there were internal

challenges within the Water Department related to improving the old Hilla water project from

manual operation to the automated programming logic system (PLC). Project completion was hinged

on additional funding. However, fund disbursement could not be done because the budget has not

been approved by parliament. The directorate has no authority to spend allocated budget until

February 2020 .

Action: IGPA/Takamul conducted multiple meetings and follow-ups with the director of the water

plant who gave his full cooperation to the Project. Funds were sourced out to complete the

implementation and purchase the necessary supplies. Relying on available means of communication in

lieu of face-to-face meetings, the Project helped the water directorate to organize a database

consisting of information related to the implementation and organization of the service .

Outcome: Water operations was fully re-engineered according to plans. The water directorate was

fully satisfied with the high-technology improvements and the quality of professional and technical

work that was done.

Babil SWM

Problem Statement: The political turmoil in the province resulted in the changing of Hilla

Municipality Directorate leadership three times. Citizen protests blockaded roads and disrupted

government services, preventing IGPA’s re-engineering experts from working and reaching the sites.

Actions: The Project exerted effort to work with three Municipality Directorates to explain the

general principles of business process re-engineering and persuade the Re-engineering Committee to

continue their work. The Project continued closely coordinating with the Re-Engineering Committee

to organize the dates and locations of the committee's periodic meetings.


Outcome: Despite the challenges, the Project was able to implement the re-engineering procedure

according to the requirements through productive coordination with the Municipality Directorate

and finding ways to overcome the obstacles . As a result of this new working modality, the Project

noted an increased level of confidence within the Municipality Directorate in their own ability and

their trust and closer relationship with the Project.

Anbar Water

Problem Statement: Anbar was faced with the challenge of convincing citizens to wisely use pure

water, refrain from illegal water tapping, pay their water bills regularly, including the random and

unplanned building of residential houses. The local government was not able to control these cases.

Action: Anbar Water Directorate, in cooperation with the Anbar Governorate, took practical

measures that contribute to reducing these problems, including: spreading awareness among citizens

of the importance of water conservation, using satellite TV and other media to explain the penalties

and fines for violators (estimated to be up to IQD 500,000), coordinating with the heads of tribes,

and the formation of joint committees to support the enforcement of the laws.

Outcomes: The above measures contributed to obtaining satisfactory results and clear cooperation

of the citizens with the water directorate. This led to increased confidence and communication

between the citizens and the service departments.

Baghdad Water Directorate

Problem statement: Water consumers were illegally tapping into water networks and using

potable water for agriculture, depriving the people of drinking water. The directorate also lacked

budget for the water centers. In addition, the water centers have to undergo a long process when

requesting for installation of a new network or expanding water coverage to a new locality. The

Project also noticed that most citizens did not pay their water bills mainly because of the poor

service.

Action: IGPA/Takamul helped the Baghdad Water Directorate to reduce the unnecessary and

repetitive steps in their work, which allowed the staff to do other tasks. It also reduced their

operating cost and forced them to use already existing resources within the directorate.

IGPA/Takamul worked with the governorate and Baghdad Water Directorate to enforce the laws

and ordinances and encourage citizens to pay their water bill. Baghdad Water Directorate installed a

SCADA system for projects and conducted an awareness campaign to encourage water

conservation, illegal tapping, and payment of bills.

Outcome: The citizens have reduced buying water from the local market as there was more

potable water available. The volume of water supplied al-Iiser water plant dramatically increased and

the quality of water coming from Mahmoodyia water plant improved.

Baghdad Municipalities Directorate

Problem statement: Baghdad Municipalities Directorate faced the challenge of having a short

timeframe to implement business process re-engineering (BPR) and methodology in their operations.


Actions: The Project closely followed up with the directorate through continuous communication,

including conducting multiple meetings with the BPR Teams to implement the process re-engineering

methodology within schedule.

Outcomes: The BPR methodology action plan for selected services was successfully completed

within the time period specified by IGPA/Takamul. However, more time was needed to correct

deviations from the new model .

Solid Waste Management

Background: Cabinet Decision No. 202 of 2016 showed that the General Secretariat of the

Council of Ministers/Legal Department was responsible for recalling the draft waste management law

that exists at the State Consultative Council for reconsideration for the purpose of including it in the

formation of the National Center for Waste Management.

Problem statement: Key challenges include the development of a general waste management

policy and the establishment of branches of the National Waste Management Center in the

governorates as called for in the draft law.

Actions: IGPA provided legal and technical support and advice to help formulate a draft law for

waste management that is compatible with the Iraqi legal system. This was done by evaluating the

draft waste management law; coordinating with the concerned ministries and relevant authorities to

inform them of the Project’s intention to integrate the work related to the draft waste management

law; holding consultative meetings with the relevant authorities; and, identifying gaps and developing

appropriate solutions.

Outcomes: As a result of the actions above, there was more clarity regarding the provisions and

intention of the law on waste management. All recommendations presented in the form of articles

and legal paragraphs will be included in the final draft.

Procurement: (all provinces)

Problem statement: Obtaining approval for the opening of tenders using the Standard Bidding

Documents by the contract departments in the provinces. The lack of communication has led the

contractors and private sector to view the provincial governments as unresponsive to their

concerns.

Action: The Ministry of Planning (MOP) evaluated the need to establish a new unit within the

contract departments to explain and clarify the criteria and documentary requirements for

participating in government bidding.

Outcome: MOP authorized all contract departments of decentralized agencies to establish new

units that will directly deal with all private sector companies who are participating in government

bidding using the SBDs. As a result, the number of complaints decreased, and more companies were

participating in the bids.


Basrah

Problem statement: The degradation of Basrah's water sources has been a persistent problem for

decades due to its geographical location. Officials in the province could not find suitable solutions to

address the crisis.

Actions: IGPA/Takamul provided technical support and consultation to the Basrah Governor’s

Office to establish the Basrah Water Committee. The Project conducted crisis management training

to members of the committee to enable them to tackle the crisis efficiently.

Outcome: Establishing this committee brought decision makers to the table to address issues,

consolidate decisions related to water management, and provide equitable distribution of water.

Problem statement: Illegal tapping of water supply systems and diverting water for agricultural

use denies citizens access to water. The technical staff of the Basrah Water Directorate lack

technical expertise, delaying solutions to the problems in water projects.

Actions: Through the Project’s water crisis prevention assistance package, many awareness

campaigns were conducted in coordination with mosques and churches in the province. IGPA/

Takamul trained operators at the water plants on proper operations and preventive maintenance,

and trained engineering staff on planning according to international standards through the

preparation of the Sectoral Development Plan. Moreover, legal and technical workshop were

conducted focusing on the importance of paying water bill. The workshops were also participated by

the Water Directorate and CSOs.

Outcome: Citizen satisfaction, and increased trust between citizens and entities working on service

delivery, and improved efficiency of operators which reflected positively on the directorate’s

services.

Problem statement: In 2018 and 2019, Basrah reeled from political and social problems that led

to massive protests over poor water and SWM service. Many directorates were shut down and

roads were blocked.

Actions: Through frequent communication with the Basrah Municipality team during the crisis, the

service delivery team managed to complete the design of solid waste mid-station of Basrah

Municipality Directorate and completed the layout to construct the solid waste station. Likewise, the

team has completed the technical trainings according to international standards to operators at the

Basrah Municipalities Directorate.

Outcome: As a result of the above actions, the Project noted higher citizen satisfaction, increased

trust between citizens and entities working on service delivery, and improved efficiency of

employees at the directorate, mid stations, and landfill.

OBJECTIVE 2 – IMPROVE PROVINCIAL AND NATIONAL GOVERNMENT PUBLIC

FINANCIAL MANAGEMENT

Problem Statement: The Hamdaniya district government in Ninewa has potential for private

sector development and domestic and foreign investment in key sectors. To be able to better

understand what the district government needs to attract the private sector, the district government


needed to solicit inputs from citizens on priority investment projects, service delivery projects, and

assess the responsiveness of government to citizens’ basic needs.

Action: As part of the Ninewa Plains Assistance Package, the project supported the Hamdaniya

mayor to conduct a survey of Hamdaniya district citizens on priority investments and service

delivery projects for the district. The mayor also requested this information for input for the

district’s capital investment plan. The project surveyed a total of 1,100 citizens (53% male; 47%

female) from three of the seven district neighborhoods. Forty-two volunteers from the

IGPA/Takamul-established Social Accountability Group (SAG) and CSO representatives conducted

the survey.

Outcome: The survey results revealed information that the Hamdaniya mayor and district

government can consider when making decisions on service delivery and district development

needs. The citizens surveyed selected infrastructure, agriculture and livestock, and health as the top

three sectors for investment projects. For the top three service delivery projects, respondents cited

roads, water, and sewerage improvements as priorities.

OBJECTIVE 3 – SERVICE DELIVERY AND PUBLIC EXPENDITURE MONITORING

AND OVERSIGHT22

The continued civil unrest and the dissolution of provincial government has empowered the

provincial governors and made it increasingly difficult for local organizations to reflect and resolve

the issues of concern to citizens. This only became more difficult as policies to combat COVID-19

were put in place across Iraq and local government became overwhelmed as it was ill-prepared to

meet the challenges of the COVID-19 crisis.

The COVID-19 epidemic has been an impediment to program activity, but also built a closer

relationship between local governance and the CSO community and provided an important learning

exercise for program implementation. As the COVID-19 crisis spread edicts prevented Iraqis from

conducting public fora and meetings. From this IGPA/Takamul developed new tools to help local

partners, both through remote activity but also in the development of standalone materials that

allowed for self-learning applications. In addition, as IGPA/Takamul partners pivoted their operations

to help meet the COVID-19 crisis new relationships between the civil society and government

sectors have emerged – thus building the perceived value of CSO partners to government

interlocutors while developing the capacity of the CSOs themselves. These efforts have also built

closer relationships between CSOs and their communities.

Prior to this upheaval, government actors were reticent to engage civil society and were often seen

as aloof to citizen concerns. That said, where collaborative programming with government and

CSOs has been implemented through programs such as Tawasul, Technical Working Groups and the

Social Accountability Groups, results have been exemplary and have validated IGPA/Takamul’s

collaborative engagement strategy to create connection between government and citizens. One of

the primary lessons learned over the project’s implementation period is that collaboration with all

22 Numbers in this section are estimates sourced from service directorates, Governor’s Office departments, and records

of partner CSOs.


partners, government and civil society in program design and execution dramatically increases

effectiveness.

Anbar

Problem statement: Poor infrastructure management, the destruction of war and the tribal

structure of the Anbar province has impacted public service delivery to the region’s citizens. The

restoration of these services is critical to improving the lives of those that suffered the impact of

Da’esh in this region. Integrating Anbar’s displaced population concerns regarding public service

delivery are critical to stabilization of this region.

Action: The Anbar provincial government established an Anbar Citizen Advisory Board (CAB).

CABs are established by local government officials to allow citizens to express their concerns with

government officials and track their resolution and are effectively addressed in the provincial

development planning process. The advisory boards, comprised of tribal leaders, CSOs, community

leaders, and volunteers, follow through on government response to citizen complaints. During local

public fora, Anbar CAB members gather residents’ complaints about water and trash collection

services to share with service directorates.

Outcome: CABs have contributed to the stabilization of the province and improved services

through the establishment of a forum for interaction between the local government and civil society.

In one example, the Electricity Directorate has responded to citizen complaints by installing 53

electric power poles, expanding electricity delivery to an additional 900 citizens in the province.

Babil

Problem statement: The citizens of Babil lack information regarding the cost, timing and status of

public works projects that are reactive to their concerns with public service delivery. This challenge

caused misinformation and speculation that inflamed the relationship between the province’s citizens

and its local government. This challenge was noted in a communications assessment done in the

region earlier in the year.

Action: To combat this lack of information, the provincial Governor established an Access to

Information Committee (AIC) and set standard guidelines on the provision of public information to

citizens upon request. This information included the annual budgets of public service directorates,

financial information timelines on select public service projects. In addition, other IGPA/Takamul

programs such as Tawasul and TWG helped ensure citizens were able to access this information and

use it in advocacy campaigns.

Outcome: These programs have led to a more realistic understanding of the challenges of public

service delivery and made citizen complaints more realistic. Greater understanding of public service

projects through increased access to information and greater responsiveness to citizen concerns and

improvements to public service have had positive secondary effects. Following a public

communications campaign in Babil on water conservation and bill payment conducted by local CSOs

and Tawasul, the water directorate’s revenues increased by 54 percent from October 2019 to

January 2020.


Baghdad

Problem statement: Civil and political unrest in Baghdad has been a challenge to the relationship

between local government and the significant number of capable CSOs from the region. This

contentious relationship has limited the impact CSOs have had on improving the delivery of public

service to citizens. As in many regions, the COVID-19 epidemic has kept protestors from the

streets and has built stronger linkages between civil society and local governance. But Baghdad based

CSOs still lack capacity in areas such as planning, oversight and accountability, and communication

skills. If civil protest in Baghdad intensifies following the current curfew and Ramadan, this mistrust

and miscommunication between CSOs and government officials is anticipated to increase.

Action: CSOs and government have been working collaboratively to maintain contact, create

relationships and attempting to build trust by focusing on increasing the efficiency of service

provision in lieu of political confrontation. Baghdad recently adopted a new mechanism to handle

citizen complaints and has committed to develop an integrated complaint mechanism. The new

complaint system will collect citizen concerns, log and track, and forward them to the Citizens

Affairs Department. The platform’s members include key officials from the Water and Municipality

Directorates, as well as representatives from the Governor’s Office and local civil society. In helping

to define the roles and responsibilities of the committee and promote this approach, IGPA/Takamul

developed a means to bring decision makers and citizen together to discuss and address urgent

service delivery issues.

Outcome: Relationship building exercises such as joint public service campaigns and efforts such as

the accountability platform have had positive effect on building the relationship between Baghdad

civil society and local government. Rebuilding this trust following civic protests that gripped Baghdad

and other regions has been difficult; results of these efforts has helped shore up this relationship

while providing citizens an outlet to express their concerns.

Baghdad Amanat

Problem statement: Baghdad Amanat holds a unique place in Iraq’s governing structure. Created

by a unique legislation, it is an independent authority unrelated with Baghdad Governor’s Office. The

two governmental institutions—Amanat and the Governor’s office—provide basic services to the

citizens. The Baghdad Amanat lacked a unified method of communication with local citizens, leading

to confusing messages which were often at odds with Baghdad’s governorate’s messaging.

Action: The Baghdad Amanat TWG worked with other TWGs from across Iraq to develop

manuals on public communication and outreach, and behavior change communication. These

communications manuals enhance the Amanat’s communications program and will improve the

method of communications from local governance to its citizens. A recent communications

assessment identified the need for a unified communications program to address citizen concerns.

These manuals will help address this need and to engage citizens helping to increase citizen

participation in these efforts.

Outcome: These communications manuals have enhanced local government communications

program and will be shared with service delivery directorates across all of Iraq’s provinces. The

TWGs have approved the initial draft of the manuals and the documents with other provinces for

further refinement and approval.


Basrah

Problem statement: Infighting within the Basrah local government (particularly around the

formation of the provincial NGO Office) and between various tribal groups increased the difficulty in

resolving citizen concerns with the local government. In addition, a lack of resolution to citizen

concerns with public service delivery inflamed an already tense situation between local governance,

citizens, and CSOs.

Action: Ta’awn and the Basrah TWG have been effective as a vehicle to provide disenfranchised

populations with a vehicle to communicate concerns to local government. One example of this is the

collaboration by Ta’awn, civil society, and government partners to improve road conditions in

Basrah’s al-Hakim neighborhood, a home to indigenous populations and the internally displaced, now

make it easier for children to go to school and to transport the sick to the hospital. Other

programs such as the complaints tracking program continues with the Basrah’s Water Directorate

and Municipality Directorate and giving technical support to improve them.

Outcome: This interaction between CSOs, Ta’awn, the TWG, and local government partners has

increased the confidence of citizens that Basrah governance is responsive and to government that

citizens can play a constructive role in providing support to local government. While governance

responsiveness to citizen concerns has increased, continued actions by Ta’awn, the TWG, and citizen

complaint tracking system are important as the public service needs of many Basrah citizens are still

unmet and relationships between citizenry and the Basrah government need continuous

improvement.

Kurdistan Region of Iraq

Problem statement: KRI government officials remain skeptical of implementing programs with

civil society groups. The centralized system of governance in the KRI and periods of caretaker

governments have made it difficult to work with local partners. Economic conditions caused by

COVID-19 and the decrease in the price of oil that has negatively impacted the Iraqi budget could

lead to greater civil unrest if the KRG is unable to deliver public services or pay public employee

salaries.

Action: IGPA/Takamul and its partners worked to provide legal protections to local CSOs.

Primarily this is by supporting the activation the KRI NGOs Law 1 of 2011. IGPA/Takamul CSO

partner STOP Organization brought together representatives from civil society, the KRG Council of

Ministries, and the Kurdistan Parliament’s Civil Society Committee to identify concerns with the law

as well as the lack of understanding of the role of CSOs in monitoring and overseeing public

expenditures. STOP will continue organizing a one-day conferences to all relevant parties to discuss

and compile recommendations to submit to the Kurdistan Regional Government.

Outcome: Although KRI government officials were initially reticent in working with civil society

groups or responding to citizen concerns as linkages between CSOs and government were

strengthened, KRI authorities recognized the important role the CSO groups can play – both in

outreach to citizens but also in identifying issues of concern for citizens. In return, CSOs offered

support to service providers by communicating directly with citizens on the resolution of public

service concerns and other issues. Eventually, the government came to engage and respect CSOs.

This interaction has increased government responsiveness to citizen concerns and improved the

overall relationship between citizens and government in the KRI.


Najaf

Problem statement: The paying of water fees is important in that it helps fund infrastructure

development and reflects citizen support for the public service delivery— a citizen pays fees or taxes

in recognition of a government providing what are considered essential services. Najaf, like most

communities in Iraq, suffers from a legacy of citizen expectation of free service, poor water

conservation, and illegally tapping into the water system.

Action: To support increased bill payment and water conservation, the Najaf Tawasul team worked

with the Kufa water district, local CSOs and government leaders to promote bill payment, water

conservation and to discourage illegal water network tapping. The campaign reached over 5,000

residents nearly 80 percent who do not pay for water services and many households that illegally tap

into the water network. Residents responded positively to the door-to-door visits, but also shared

concerns about water leakages with government interlocutors.

Outcome: Based on the concerns raised by citizens the water department responded immediately

and repaired broken pipes in the district, demonstrating improved responsiveness to citizen’s needs

through increased civil society engagement. This responsiveness is believed to have led to an

increase in water bill payments; IGPA/Takamul is currently working with local government officials

to determine the impact of these campaigns on revenue collection.

Ninewa

Problem statement: Significant populations within the Ninewa province still lack a voice in

presenting their concerns to local governance. Public service delivery is still lacking for many

portions of the Ninewa population. This has bred suspicion and mistrust in some minority

populations given the region’s recent history. Providing platforms that allow citizens equal access to

express their concerns to government is critical to successfully rebuilding of the province.

Action: Multiple efforts to support citizens to voice their concerns to local government are being

supported. One result is the development of a “single response window,” a one-stop platform for

citizens to voice their concerns or suggestions directly to government and planning officials for

consideration in the planning and budgeting process. In addition, the Governor's office, PED, PWED,

CSOs, SAGs, and the citizen’s Complaint Department continually meet to identify collaboration

strategies in responding to citizen concerns. To ensure minority voices are heard, the newly formed

Ninewa Plains SAG conducted a survey to gather the Hamdaniya residents’ feedback on government

projects and services in the area. SAG members will use the survey results to advocate to local

officials for improvements in public services, helping to strength the citizen-state bond and improve

government responsiveness. The SAG envisions that the results will be integrated into the

Hamdaniya’s Investment Plan.

Outcome: Progress has been made on integrating marginalized populations in public service

planning after four “single response window” public hearing sessions and the concerns of 181

participants were communicated from the head of the “single response window” to the Ninewa

PPDC. The next step will be the following up with the PPDC and service providers to match these

needs with their upcoming plans. Recognizing the importance of responding to citizen concerns the

Governor restructured the Citizen Complaints Department to enhance its effectiveness in acting on

citizens’ complaints regarding pubic services and to improve service delivery accountability.


Wasit

Problem statement: Wasit’s large and transient population contributes to the lack of

communication between the citizens of the province and local government. The vision of an aloof

and detached government lacking channels of communication for citizens to report and address

concerns has caused government to be viewed as an ineffective partner in addressing public service

delivery concerns and driven public skepticism toward government. In addition, it has opened the

opportunity for malign influences to engage with citizens in the province.

Action: Wasit’s Tawasul organization joined with Provincial Evaluation Department (PED), the

Wasit TWG, and the Citizens’ Affairs Department successfully conducted public service campaigns

that directly impacted 30,500 citizens and over 800 commercial establishments. This collaboration

between local governance and civil society not only had an impact on the citizens of the region but

demonstrated how government and the local citizenry could work together further increasing public

confidence in governance.

Outcome: As communication between the public and the local government increased, satisfaction

with local governance increased among local citizens. Through this program the local government in

Wasit better understood community needs and rebuilt its relationship with the citizenry of Wasit

province.

AMELP INDICATORS CHANGE LOG

The MEL team updated all indicator targets for FY20. The actuals achieved during Years 1 and 2 will

be considered as a baseline. The table below shows the changes made during Q2 of FY20:

Indicator Added Dropped Updated No

Changes

Number of Provincial in-year budget reports

published in accordance with law/best practice

X

Number of persons trained with USG

assistance to advance outcomes consistent

with gender equality or female empowerment

through their roles in public or private sector

institutions or organizations

X


COMPLEXITY AWARE MONITORING The following section provides an aggregated update on tracked concurrent and long-term impact

sentinel indicators captured by IGPA/Takamul’s CAM between January and March 2020.

Concurrent Sentinel Indicators

Political Interactions on National Level

Tensions between the United States (U.S.) and Iran have persisted, especially with Iran’s emboldened

and violent interference, and the U.S. termination of Iranian Quds Force Commander Qasim

Soleimani and Iraqi Deputy Head of Popular Mobilization Forces (PMFs/Hashed), Abu Mahdi al-

Muhandis.23 These events have affected the Iraqi governance structure, provincial governments’

performance, political legitimacy, state sovereignty, regional roles, and the direction of the

democratization process in Iraq and the region. Iraq has been in a political deadlock; infighting

between Shia factions and disputes between Kurdish and Sunni politicians have prevented the

consensus required to establish a new government. President Barham Salih appointed Mohammed

Allawi’s as the Prime Minister (PM) designate, with responsibility to form the transitional

government.24 Thirty days later, Allawi withdrew his candidacy for the position, leaving Iraq at an

impasse and forcing Shia parties to choose a new successor. Regardless of who is appointed the next

PM designate, the political process in Iraq is bound to be problematic.

On March 17, President Barham Salih designated Adnan al-Zurfi as PM-designate, tasked with

forming the government.25 Salih designated al-Zurfi after the two largest parliamentary blocs (Bina’a

and Islah blocs) failed to nominate a new candidate for the position in March. However, al-Zurfi was

rejected by several Shia factions who accuse the president of a constitutional violation by his

nomination. Shia political blocs emphasized they will endorse the PM-designate if he ensures the exit

of foreign troops, including American military presence, from Iraq in the next government’s vision

plan. This exit was demanded by parliamentary legislation passed earlier this year. Additionally, the

next PM-designate must ensure elections are held early, the 2020 national budget is submitted to

parliament, and a reduction in U.S-Iranian tensions in Iraq. Concurrently, protesters continue to call

for tangible change. Their demands for good governance, an end to corruption, and upholding the

country’s sovereignty remain unchanged. Despite the killing of protesters, kidnapping of dozens,

injuring of thousands, and the spread of the Coronavirus, the protest movement that began last

October remains relatively strong. IGPA/Takamul reported extensively on these dynamics in its

weekly political and security reports.

Political Interactions on the Provincial Level

The process of appointing a new PM-designate in Iraq and setting a date to hold early elections

affected the political and economic environment that influenced provincial government performance,

specifically in terms of service delivery, holding provincial elections, and socioeconomic policies

which in turn instigated public anger and protests. For example, in Babil, the acting governor

ordered the removal of the directors general of electricity and education, and directors of

government property, tax office, water resource, and urban planning at the same time; and in Wasit,

23 https://www.politico.com/news/2020/01/03/mike-pompeo-us-war-iran-093149 24 https://www.aljazeera.com/news/2020/02/iraq-president-appoints-mohammed-allawi-pm-state-tv-200201150554113.html 25 https://nation.com.pk/17-Mar-2020/iraqi-president-barham-salih-names-adnan-al-zurfi-as-new-pm

https://www.politico.com/news/2020/01/03/mike-pompeo-us-war-iran-093149

https://www.aljazeera.com/news/2020/02/iraq-president-appoints-mohammed-allawi-pm-state-tv-200201150554113.html

https://nation.com.pk/17-Mar-2020/iraqi-president-barham-salih-names-adnan-al-zurfi-as-new-pm


the acting governor changed the directors of four service delivery directorates of: Municipalities,

Municipality, the Water Directorate, and the Sewage Directorate. Disputes also erupted between

the former governor and the current Governor Mohammed al-Atta of Baghdad. The federal

administrative court issued a decision allowing reinstatement of Baghdad former Governor Falah al-

Jazari. Despite political challenges, IGPA/Takamul’s programming remains unaffected as activities can

be implemented through the governor’s deputies.

CHANGES IN PROVINCIAL GOVERNOR’S POSITION, JANUARY – MARCH 2020

PROVINCE NAME AFFILIATION REPLACEMENT AFFILIATION NOTES

Basrah Asa’ad al-Idani Al-Nasr N/A N/A Idani is keeping his position as

a governor and did not give

up his seat in the COR yet

Karbala Nassif al-

Khattabi

Maliki’s State

of Law

N/A N/A No change

Babil Karar Alabadi Abadi’s Nasr

List

Hassan Mandil

(acting

governor)

Hakim’s

Hikma

Movement

Babil PC impeached

Governor al-Abadi

Qadisya Zuhair al-

Shalan

Maliki’s State

of Law

N/A N/A No change

Dhi Qar Adel al -

Dakhili

Hakim’s Hikma

Movement

Abadar al-Omar Al-Nasr Governor al-Dakhil resigned

during the demonstrations

Erbil Nawzad Hadi KDP Firsat Sofi Kurdistan

Democratic

Party (KDP)

Hadi term for holding office

was expired

Ninewa Mansour al-

Mareed

Ataa

Movement

(Falih al-Fayyad

list)

Najem al-

Jobouri

Independent Ninewa PC by majority voted

for al-Joburi to replace al-

Mareed

Wasit Adel al-Zarkani Sadr’s Sayroon Mohammed al-

Mayahi

Hakim’s

Hikma

Movement

Wasit PC impeached

Governor al-Mayahi but the

Administrative Tribunal

Court ruled to reinstitute him

Najaf Loai Al-Yasir State of Law N/A N/A No change

Maysan Ali Dway Sadr’s Sayroon N/A N/A No change

Muthanna Ahmed Menfi State of Law N/A N/A No change

Salah al-Din Amar Jabouri Al-Jamahier al-

Wataniyh

No changes N/A N/A

Anbar

Ali Farhan Anbar

Hawiyatona

(Halbousi list)

No changes N/A N/A

Diyala Muthana al-

Tamimi

Badr

Organization

No changes N/A N/A

Baghdad Falah al-Jazari Maliki’s State

of Law list

Mohammed

Jabbir al-Atta

Maliki’s State

of Law

Baghdad PC impeached al-

Jazari

Kirkuk Rakan al-

Jabouri

Arabic

Coalition in

Kirkuk

No changes N/A N/A

Dahuk Farhad Atroshi KDP No changes N/A N/A

Sulaimaniya Haval Abubakir Gorran No changes N/A N/A

Halabja Azad Tawfiq PUK No changes N/A N/A


Long-term Sentinel Indicators

IGPA/Takamul identifies the following issues as long-term sentinel indicators that will continue to

impact Iraqi political and governance policies in 2020.

Public Anger, Mistrust, and Protests

The Iraqi protesters continued to demonstrate until March 21, where anti-government protests

were postponed in wake of the mounting concerns over the spread of the coronavirus. The

movement, which erupted some five months ago, demanded the overthrow of the political class and

holding of early elections. The remaining protesters in al-Tahrir Square and across the country’s

southern and central regions announced they would be returning to their homes until the

coronavirus threat abated. They vowed to return to the streets if the political forces and

government fail to meet their demands. The demonstrations came at a cost. Some 28,000 protesters

were wounded and 700 killed as authorities sought to stifle them with excessive force, drawing

widespread local and international condemnation. Escalations took place in the southern provinces,

such as Dhi Qar Najaf, Karbala, and Wasit. Protestors announced general strikes and blocked main

bridges and roads. ISF used violence to take control. In Dhi Qar the protesters issued a deadline of

January 19 for the political establishment to meet protestors’ demands. After the deadline, the

protestors escalated their activities with support from Baghdad and other provinces. The trending

hashtag ( مهلة-الناصرية "Nassirysh deadline) was widely circulated on social media.

Amid the unrest, the government could not identify those responsible for civilian casualties. The

authorities’ seeming inability to uncover the instigators of the violence prompted, in turn, the

protesters to point fingers at pro-Iran factions and militias. Many of the protesters expressed their

grievances over foreign, especially Iranian, meddling in Iraq’s internal affairs. On top of rallying against

corruption and demanding more job opportunities, the protesters also called for early elections and

a new electoral law.

Another aspect which affected the demonstrations was the U.S. strike on Qasim Soleimani and Abu

Mehdi al-Muhandis, in addition to Muqtada al-Sadr’s decision to withdraw his support from the

demonstrations. The nomination of Mohammed Tawfiq Allawi as the new Iraqi PM-designate was

simultaneously received negatively by the protesters, who see his appointment as a plot by al-Sadr

and his Iran-backed allies in the government to end the protests in Baghdad. Al-Sadr’s paramilitaries

and ‘blue hats,’ which were supposedly created to protect protestors from security forces, sought to

end the months-long demonstrations by attacking the places where protesters camped since

October. In Baghdad’s Tahrir Square, they successfully captured the famous Turkish restaurant

which had become a symbol of Iraq’s ‘October revolution’.26 Additionally, the Sadrist group

cooperated with security forces to end the sit-in at al-Tahrir Square which further angered the

public. In February, al-Sadr ‘s “blue hats” attacked the protesters in Najaf in what was called the

“bloody night.” Najaf hospitals were crowded with victims and the governor announced a local

holiday. A very strong campaign was launched against al-Sadr on social media denouncing his

coordinated attacks against protesters to gain control of protest areas. The campaign included

making fun of his vacillating decisions. This is the first time al-Sadr was criticized publicly and

sarcastic photos of him surfaced.

26 https://observers.france24.com/en/20200210-how-iraq%E2%80%99-blue-hat-militiamen-went-protecting-killing-protesters

https://observers.france24.com/en/20200210-how-iraq%E2%80%99-blue-hat-militiamen-went-protecting-killing-protesters


The inevitable result of this separation between al-Sadr and protesters will be the creation of a new

conflict (that is added to the large number of chronic conflicts in Iraq) between those who believe

that the Sadrist movement is still a “centrist current” opposing Iranian influence, and those who

believe that al-Sadr shifted to the other side and turned his back on the protesters and their

demands.

Women took greater role in protests to demand their rights in what they called the “Pink-Purple

Protest.” The march, spearheaded and organized by women, sought to challenge a Twitter post by

al-Sadr which called for gender segregation in the anti-government protests. Iraq's often conservative

gender dynamics started to shift as more women carve out a place for themselves in the country's

public sphere. Protesters challenged the country's conservative communities by sharing the same

tents at the protest areas and ensuring the equal participation of both sexes. Despite the threat of

violence against them, women rebelled against tribal norms, the religious fatwa, and the mentality of

male hegemony in the conservative provinces of Najaf, Karbala, Dhi Qar and Basrah.

The U.S-Iran Conflict in Iraq

U.S-Iranian tensions flared in January 2020, when the Iranian Quds Force Commander Qasim

Soleimani and Abu Mehdi al-Muhandis were killed in a U.S. airstrike on Baghdad international airport.

Their death exacerbated already high tensions between Iran and the U.S. and triggered concerns of

retaliation from Iranian forces and Iranian-backed militia and proxies in Iraq. On January 17, al-Sadr

called on all factions to form mass protests against what he called the U.S. occupation.27 Al-

Sadr seems to be aiming for the lead of PMF/Hashed factions in the absence of its deputy head, Abu

Mahdi al-Muhandis. Simultaneously, Hadi al-Ameri, head of the Badr Organization and Bina’a bloc,

held meetings in both Baghdad and Tehran with faction leaders to unify their discourse. Political

analysts explained that the PMF’s post-Muhandis future seems weak due to the competition between

many factions to reach leadership positions; al-Muhandis represented the central leadership that

curbed this competition.

On January 5, a statement from the political office of Kata’ib Hezbollah warned that members of

parliament who do not attend the parliamentary session to end the U.S. presence in Iraq would be

considered traitors. At the session and in the absence of all Kurdish and most Sunni members of

parliament, the COR passed a decision urging the government to cancel the request for assistance

submitted to the U.S-international coalition to fight Da’esh. Parliament called to end the presence of

any foreign forces in Iraqi territory and prevent them from using Iraqi land, water, and air for any

reason whatsoever.28 The resolution seems unlikely to end the U.S. troop presence in Iraq,

with U.S. Secretary of State Mike Pompeo responding: "We're confident the Iraqi people want the

U.S. to continue to be there."29 Calls by the political parties loyal to Iran and the armed Shia

factions failed to terminate the security agreement signed between Baghdad and Washington in 2008

and to shut down the U.S. Embassy in Baghdad. Many reasons could be behind this, most notably

because the agreement binds the Iraqi government to submit a termination request to the U.S.

ambassador through the Iraqi Foreign Ministry. Under the agreement, this request would be

executed one year from the date of its submission.

27 https://www.theguardian.com/world/2020/jan/24/iraqi-clerics-supporters-take-to-streets-in-call-for-removal-of-us-troops 28 https://www.axios.com/iraq-parliament-us-troops-iran-soleimani-39f46292-b6b5-4070-bacd-92cfae1f586c.html 29 https://thehill.com/homenews/sunday-talk-shows/476815-pompeo-were-confident-the-iraqi-people-want-the-united-states-to

https://www.theguardian.com/world/2020/jan/24/iraqi-clerics-supporters-take-to-streets-in-call-for-removal-of-us-troops

https://www.axios.com/iraq-parliament-us-troops-iran-soleimani-39f46292-b6b5-4070-bacd-92cfae1f586c.html

https://thehill.com/homenews/sunday-talk-shows/476815-pompeo-were-confident-the-iraqi-people-want-the-united-states-to


Furthermore, Asaib Ahl al-Haq (AAH) militia leader Qais al-Khazali did not publicly appear until

January 4, blending in by wearing fatigues in the Najaf procession. His videotape was interpreted as a

vow to get revenge for Soleimani and al-Muhandis' deaths even at the cost of his own life. The pro-

Iranian militia group in Iraq attacked the U.S. embassy and U.S. military bases several times with

Katyusha rockets. The U.S. launched retaliatory air strikes against a pro-Iranian militia group in Iraq

after a rocket attack killed two of its soldiers. The U.S. Defense Department confirmed a series of

"defensive precision strikes" had been carried out by manned aircraft against five Kata’ib Hezbollah

facilities that stored weapons including rockets.

Adding to these escalations were the Katyusha rocket attacks on the U.S. Embassy in Baghdad on

January 27. At least one rocket hit a dining facility, slightly injuring one person and causing minor

building damage.30 A U.S. State Department spokesperson stated that, “Since September 2019,

there have been over 14 attacks by Iran and Iranian-supported militias on U.S. personnel in Iraq.”31

As opposed to previous attacks, this time the Government of Iraq (GOI) was quick to condemn the

attack, and several Iranian political and military militias promptly denied responsibility.

Anti-Iranian and American-Sentiment

Muqtada al-Sadr was invited to a meeting in Qom-Iran that was also attended by Sadr’s rivals in the

PMF/Hashed organization in the hopes that al-Sadr might crack down on the protest movement and

even eventually become the de facto leader of the PMF/Hashed.32 Following the meeting, al-Sadr

called for a million-man march against the U.S. presence in Iraq, which was welcomed widely by all

other PMF/Hashed factions despite the strong disagreements between them. However, Baghdad’s al-

Tahrir Square protesters rejected al-Sadr’s call to participate in the march. Soon after, al-Sadr

stepped forward to lead the PMF/Hashed in cracking down on the protests in Baghdad and Najaf,

which resulted in the killing of nearly a dozen protesters. This raised strong criticism against him and

even led Sistani to take action against al-Sadr, leading al-Sadr to withdraw his people from the

protest squares. Following these events, al-Sadr’s popularity among Iraqis declined, eliminating him

from Iran’s list of possible PMF leader.

Iran is now struggling to reorganize the military network to maintain its power in the first and most

important station of its regional network. The PMF/Hashed announced in February the appointment

of Abu Fadak al-Mohammadawi to al-Muhandis' position as the PMF's chief of staff. Mohammadawi is

a former military leader in Kata’ib Hezbollah who left the PMF a few years ago due to disagreements

with other leaders. Four PMF/Hashed factions known to be close to Ayatollah Ali al-Sistani

expressed their objection to Mohammadawi's appointment, calling upon all PMF factions to integrate

into state forces under the command of the PM as commander in chief of the armed forces. They

are the al-Abbas combat division, the Ali Akbar Brigade, the Imam Ali Division and the Ansar

Marhaia Brigade. This is an indicator of the fragmentation that has taken place in the PMF following

the deaths of Soleimani and al-Muhandis. Although Iranian Supreme Leader Ayatollah Ali

Khamenei immediately announced General Esmail Ghaani as Soleimani’s successor to lead the Quds

Force, Ghaani does not have the diplomatic charisma and networks to be an effective leader of the

PMF. Due to the recent anti-Iranian sentiment arising from the recent protests in Iraq, Iran realizes

the new PMF leader must be an extremely loyal Arab who can disguise Iran’s shadow influence

among the Iraqi public. Another option for Iran is giving the lead to Hezbollah, which has been Iran's

30 https://www.nytimes.com/2020/01/27/world/middleeast/baghdad-iraq-rocket.html 31 http://www.hurriyetdailynews.com/three-injured-in-attack-on-us-embassy-in-baghdad-151438 32 https://aawsat.com/english/home/article/2082036/sadr-meets-iraqi-militias-irans-qom

https://www.nytimes.com/2020/01/27/world/middleeast/baghdad-iraq-rocket.html

http://www.hurriyetdailynews.com/three-injured-in-attack-on-us-embassy-in-baghdad-151438

https://aawsat.com/english/home/article/2082036/sadr-meets-iraqi-militias-irans-qom


strongest regional ally for years, fighting on behalf of Tehran in Iraq and other countries. Meanwhile,

some prominent PMF leaders are also competing over the organization's leadership. Kaabi, Kata’ib

Sayyid al-Shuhada leader Abu Alaa al-Walai and the Badr organization’s Hadi al-Amiri have been

traveling to Tehran to attend meetings with commanders of Iran’s Islamic Revolutionary Guard

Corps (IRGC) and other senior leaders to gain their trust and support.

On the other hand, the Pentagon ordered military commanders to plan for an escalation of

American combat in Iraq, issuing a directive to prepare a campaign to destroy an Iranian-backed

militia group (Kata’ib Hezbollah) that threatened more attacks against U.S. troops. But the U.S. top

commander in Iraq warned that such a campaign could be bloody and counterproductive and risks

war with Iran.

The U.S-led coalition handed over five military bases inside Iraq, most recently from al-Taqaddum

Air Base in the western Iraqi province of Anbar, where U.S. marines and troops from Italy, Canada,

and Spain were being hosted.33 The coalition also withdrawn from K1, al-Qaim near the Syrian

border, Qayyarah in western Iraq, and al-Sqoor base inside Ninewa operation command. Coalition

officials repeatedly announced that the decision to reposition troops was “long-planned” and is

unrelated to recent attacks on “Iraqi bases hosting coalition troops, or the ongoing COVID-19

situation in Iraq.”

American Sanctions on Iraq

In January, President Donald Trump warned Iraq that he would enforce economic sanctions if it

expelled American troops in retaliation for a U.S. airstrike in Baghdad that killed a top Iranian official.

On January 10, the Federal Reserve Bank of New York (FRBNY) leveraged Iraq’s access to its

accounts at the FRBNY and heralded a redeployment of harsh sanctions previously deployed in

2015.34 That radical step to limit Iraq’s access to its foreign currency accounts was meant to ensure

that the country’s currency was not flowing into the hands of rogue actors linked to Iran and Da’esh.

Still, Iran is a critical supplier of natural gas and electricity to the Iraqi power grid, which suffers from

periodic spikes in demand during summers. The Iraqi electricity system has suffered from both the

lingering effects of the Iraq War and attacks by Da’esh, with Iranian exports responsible for as much

as a third of the country’s capacity. These exports are critical to the Iraqi economy, justifying their

waiver under the current sanctions package aimed at Iran. All of Iraq’s payments are paid in Iraqi

dinars, not in dollars.

U.S. sanctions on Iraq could significantly bolster Iran’s economic clout into the region. Iran has long

sought to use Iraq as a means of evading sanctions, so isolating the Iraqi economy could boost such

efforts while enabling Iran to use its proxies in Iraq to build patronage networks. Iraq’s PMF/Hashed,

largely sponsored by Iran, already competes with Baghdad in the provision of security and, over

time, could also rival the state in the provision of other public goods, like welfare services or

infrastructure. There are few benefits, if any, to sanctions on Iraq. If the U.S. does move forward

with this strategy, it may come to seriously regret its actions because it will lose its influence in Iraq.

33 https://www.rudaw.net/english/middleeast/iraq/040420201 34 https://www.atlanticcouncil.org/blogs/new-atlanticist/the-effect-of-us-sanctions-on-the-iran-iraq-alliance/

https://www.rudaw.net/english/middleeast/iraq/040420201

https://www.atlanticcouncil.org/blogs/new-atlanticist/the-effect-of-us-sanctions-on-the-iran-iraq-alliance/


Furthermore, the State Department announced the designation of Ahmad al-Hamidawi, the leader of

the Iranian-backed Iraqi militia group Kata’ib Hezbollah, as a global terrorist a day ahead of the

expected confidence vote by Iraq’s parliament on a new government.

Government Formation

The political establishment resumed its negotiations about nominating a new candidate to replace

resigned PM, Adel Abdul Mahdi, with reports about meetings between Hadi al-Amiri, the head of

Bina’a parliamentary bloc, and Muqtada al-Sadr, the head of Islah parliamentary bloc in Iran. PM

Abdul Mahdi visited Erbil and news erupted that he is advocating to convince the Kurds to approve

his re-nomination to the PM position, though the news was quickly refuted by the PM office. On

January 20, Mohammed Allawi’s name dominated the media as the chosen candidate; however, the

demonstrators published posts and created banners at al-Tahrir square rejecting Allawi’s nomination

based on information about his tenure at the Ministry of Transportation.

Meanwhile leaks from al- Bina’a parliamentary bloc accused al-Sadr’s Islah bloc of rejecting Allawi

based on political calculation. On February 1, President Barham Salih appointed former Minister of

Communication Mohammed Tawfiq Allawi as PM-designate.35 In a video circulated on various social

media platforms, Allawi said he would resign if political blocs attempted to impose candidates for

cabinet jobs and called on protesters to continue demonstrating until their demands are met. The

appointment of Alawi was rejected by Dawa Party and its factions, al-Nasr list headed by former PM

Haider al-Abadi and State of Law list headed by former PM Noori al-Maliki. The nomination,

however, was welcomed by Islah and Bina’a parliamentary blocs who supported Allawi’s candidacy

and hailed the decision as a step to address the demonstrators’ demands. In addition to his political

support, al-Sadr supported Allawi’s nomination by cracking down on the demonstrations in al-Tahrir

square in Baghdad and al-Habobi square in Dhi Qar, using his followers to attack and expel the

demonstrators from the main demonstrations and sit-in areas. Al-Sadr’s move was widely rejected

by political and civic activists who accused him of attempts to hijack the demonstrations and silence

the popular rejection of Allawi’s nominations. Social media circulated news of al-Sadr considering

withdrawing his support for PM-designate Allawi a few days after announcing his support. This is

reportedly due to PM Allawi’s meeting with several Iraqi demonstrators and activists in violation of

al-Sadr's recent moves. Al-Sadr believed that Allawi’s meeting with demonstrators and activists was

done without any coordination with al-Sadr or his representatives. Withdrawing al-Sadr's support

for the PM-designate means that Allawi is unable to obtain the confidence of the COR because of al-

Sadr’s influence among the parliamentarians and the opposition to Allawi from multiple parties in the

COR.

The parliament postponed a voting session on February 27 to pass Allawi’s proposed cabinet due to

a dispute between the political blocs. The parliamentary session was postponed to February 29, but

the COR speaker, Mohamed al-Halbousi, moved it to March 1 as many politicians were dissatisfied

with Allawi's nominated ministerial list.36 The parliament failed to reach a quorum necessary to hold

a vote of confidence session for Allawi’s new government. There were only 108 out of the 329

members of parliament (MP) who attended the extraordinary session which had already been

delayed twice. On March 2, PM-designate Mohammed Allawi withdrew his candidacy for the position

of the PM and left Iraq at an impasse and confronted Shia parties with the need to choose a

35 https://www.bbc.com/news/world-middle-east-51342053 36 https://www.al-monitor.com/pulse/originals/2020/03/iraq-sunni-shiite-protests-pmu.html

https://www.bbc.com/news/world-middle-east-51342053

https://www.al-monitor.com/pulse/originals/2020/03/iraq-sunni-shiite-protests-pmu.html


successor. There were no calls of outrage over Allawi’s withdrawal; the reaction to his nomination

was already mixed. Some lauded the fact that he was not a member of any of the discredited political

parties and that he was not complicit in any of the corruption plaguing the country. Others, including

many of the protesters, criticized choosing a former MP and minister who was a member of the

political elite that harmed the country in the first place. Allawi accused the political parties of

obstructing his efforts to form an independent Cabinet. However, Allawi's Cabinet was made up of

weak and inexperienced individuals who lacked political support, as well as support from Iraqi

protesters. Allawi had forgotten that, as a compromise candidate, his most important task was to

bring all the parties to the table and involve them in the formation of a strong government to get

Iraq out of crisis. Instead, he neglected the political parties and formed a Cabinet in isolation. The

political vacuum comes at a time when government services are needed especially with the outbreak

of the coronavirus. Not only that an entire government effort is needed to stem the spread of the

virus but drop in oil prices could mean that an economic crisis could be another crisis that Iraq must

deal with while preparing the 2020 National Budget.

Political parties in Iraq continue to fail in finding a new prime minister and forming a transitional

government that would lead the country to early elections and a new political order creating a

power vacuum exploited by the militias to recover from the killing of their leaders. On March 15,

leaked committee reports indicated that the committee selected Naim al-Suhail. However, Muqtada

al-Sadr’s Sayroon list issued a statement on March 16 saying that they had not agreed on Suhail. This

was followed by another statement from Ammar al-Hakim’s Hikma bloc stating that it declines to be

involved in nominating anyone and announcing its withdrawal from the committee.

Abdul Mahdi said on March 2 that he would appoint one of his deputies or a minister to head the

caretaker Cabinet. He has handed over some of his other tasks to the head of his office, Abu Jihad

al-Hashemi. Abdul Mahdi and his supporters among the PMF/Hashed do not want to hand over this

post to President Salih at this sensitive time, as they view him as a U.S. ally.

On March 17, Salih Barham Salih designated a former governor of Najaf, Adnan al-Zurfi, for the

prime minister's post.37 The Nasr coalition of former PM Haider al-Abadi, Ammar al-Hakim’s

Hikma movement, former PM Noori al-Maliki’s State of Law coalition, and the Sunni Forces Alliance

are among the groups that supported al-Zurfi and their representatives participated in the

designation ceremony. The Fatih bloc condemned Salih's move, saying it went against the

constitution and promising to work to prevent al-Zurfi from winning a confidence vote in

parliament. As Iraq's PM-designate Adnan al-Zurfi struggled to secure adequate parliamentary votes

for his candidacy, Iraqi political parties are uncertain about whether they should support him, find a

new candidate or keep caretaker PM Adel Abdul Mahdi in office. Al-Zurfi knows he cannot obtain

Kurdish and Sunni support without securing the Shia camp, which has held the premiership since

2004. Therefore, he has approached Shiite parties to make sure they do not turn their back on him

when it comes time to approve his cabinet. If the Shia parties withdraw support, that would most

likely lead to a Sunni and Kurdish withdrawal of support. The Sunnis appear to be happy with al-

Zurfi, so long as he is close to the U.S. and keeps his distance from Iran. However, even some Sunni

groups are under Iranian influence, and it is difficult to imagine them supporting a prime minister

who opposes Iran.

37 https://www.upi.com/Top_News/World-News/2020/03/17/Adnan-al-Zurfi-named-new-prime-minister-of-Iraq/7831584455723/

https://www.upi.com/Top_News/World-News/2020/03/17/Adnan-al-Zurfi-named-new-prime-minister-of-Iraq/7831584455723/


CHAPTER III: CONTEXT MONITORING

THE POLITICAL ECONOMY OF

GOVERNANCE IN IRAQ

This chapter presents an overview of the USAID-funded IGPA/Takamul’s operational context,

through the lenses of political economy, conflict sensitivity, and complexity aware monitoring

approaches, which altogether constitute Context Monitoring. The dynamics and variables presented

in Context Monitoring section also reflect Iraq’s progress in its journey to self-reliance and the

resilience of the its political process and governing system.

This chapter also highlights the challenges to programing and implementation, lessons learned, and

steps taken to facilitate implementation throughout this reporting period.

Political context and governance challenges

Provincial Councils

The Iraqi Parliament voted to dissolve provincial councils in a majority vote on October 28, 2019.

Soon after, the votes brought great condemnation and were appealed in the Supreme Federal Court

(SFC). The Council of Representatives (COR) tried twice to dissolve the Iraqi provincial councils as

a response to the nationwide protests, however, the SFC is yet to approve the dissolution.

Following the decision to dissolve the provincial councils and because of the ongoing disputes

between the provincial governors, the state council issued several decisions that are summarized

below.

• If a governor resigns, he/she should submit their resignation to the PM.

• Deputy governor, mayor, or sub district administrator should submit their resignation to the

governor.

• The Council of Ministers (COM) can designate someone to assume the governors’ or

mayors’ position once it is vacant.

• Governor can designate someone to assume the sub district administrator’s position as soon

as it becomes vacant.

• The COR can remove the governor and his deputies with an absolute majority vote based

on recommendation submitted by the prime minister.

• The COM can remove the Mayor.

• The governor can remove the sub district administrator.

ECONOMIC DYNAMICS

Concurrent with the political impasse, the Iraqi economy is facing challenges, including a huge

predicted deficit in the 2020 National Budget, as well as the lack of a legal framework that enables

the caretaker government to send the draft law of the national budget to the COR. Analysts state

that the Iraqi state can use 12 percent of the total allocated budget in 2019 for operational


obligations in 2020 until the law of the national budget is legislated. The Iraqi economy was further

threatened by the coronavirus outbreak and the decrease in oil prices.

Agreements and Projects

The Memorandum of Understanding (MOU) on electricity exchange between Iraq and Iran was

halted due to the political-economic changes in Iraq.38 The power grid of the two countries was

synchronized in November 2019 in the presence of Iranian and Iraqi officials, but the halted MOU

will impact the reduction of losses of the Iraqi electricity grid that should be implemented in 2020.

Additionally, Russia is ready to strengthen ties with the Kurdistan Region of Iraq (KRI) and

cooperate in different areas such as education and trade. Oleg Levin, the Consul General of the

Russian Federation in the Kurdistan Region, expressed his satisfaction with development in the

Kurdish region, particularly the forming of a new government and its pursuit of reform. Levin

affirmed his country’s support to the KRG’s efforts to reform the government, economy, and other

societal sectors. Levin also pointed to companies like Gazprom Neft and Rosneft as an important

example of Russian interests and work in the region. Erbil and Moscow have deepened bilateral

relations over the past few years, notably after the KRG signed an agreement with Russia’s state oil

company Rosneft to develop the region’s oil and gas infrastructure, including the design of a new gas

pipeline that could boost oil production in the Kurdistan Region.39

Russia’s state oil company paid $250 million to an external consultant to help secure deals in the

Kurdistan region according to documents that shed new light on transactions that have strengthened

Moscow’s presence in the Middle East. The fee was linked to deals that helped Rosneft become the

dominant foreign player in the Kurdish oil industry.40

On February 4, UNDP signed a letter of agreement with the Governorate of Dahuk to establish a

pilot solar park that will provide a minimum of two megawatts of electricity within two years. The

European Union (EU) provided $2 million of funding for this project under the UNDP programme

Supporting Recovery and Stability in Iraq through Local Development. Governor of Dahuk, Farhad

Atrushi, said “our commitment to take climate action, deliver affordable, clean energy to the citizens

and address electricity shortages remains as strong as ever.” Dahuk experiences serious deficits in

electricity and has over 1,000 electricity generators that are causing chronic air and noise pollution.

Dahuk foresees the installation of solar parks to provide up to 40 megawatts of clean electricity by

2030.41

Regional Economic Agreement

Oil and gas operator Dana Gas said that recent events in Iraq have not affected its business in the

Kurdistan Region as company’s business is proceeding as usual. Dana Gas still intends to double its

production to 900 million cubic feet per day by 2023. The company also said that it was confident in

its plans to expand its operations in the Kurdistan Region by adding two gas production lines with a

38 https://en.mehrnews.com/news/155750/Iran-Iraq-electricity-MoU-halted-official 39 https://www.kurdistan24.net/en/news/31b6d5ec-d915-4f13-8073-15f174079e1f 40 https://ekurd.net/russias-rosneft-paid-mystery-2020-03-03 41 https://www.iq.undp.org/content/iraq/en/home/presscenter/pressreleases/2020/01/solar-energy-park-establishment.html

https://en.mehrnews.com/news/155750/Iran-Iraq-electricity-MoU-halted-official

https://www.kurdistan24.net/en/news/31b6d5ec-d915-4f13-8073-15f174079e1f

https://ekurd.net/russias-rosneft-paid-mystery-2020-03-03

https://www.iq.undp.org/content/iraq/en/home/presscenter/pressreleases/2020/01/solar-energy-park-establishment.html


capacity of 250 million cubic feet per day, following payments it received from sales of gas and

liquids.42

On January 13, the Office of Kurdistan Region’s Ministry of Municipalities and Tourism signed an

agreement with China to start the construction of a new Chinese Consulate General in Erbil. In

recent years, relations between the KRG and China have developed further in the economic and

education sectors.43

Oil, Gas, and Electricity

The Ministry of Electricity announced that Iraq’s production of electricity, excluding the Kurdistan

region, has dropped by 27 percent within the past three months because of reduced shipments of

natural gas from Iran. Iran decreased pipeline deliveries to Iraq to just 4 million cubic meters a day in

January 2020, from a daily rate of 25 million in October 2019.69 Despite these complicated

developments, Iraq appears to have made progress in achieving independence from Iranian gas and

electricity imports. The GOI authorized the Oil Ministry to sign all six contracts on January 23. The

projects are slated to provide significant natural gas production for Iraq, potentially reducing its

reliance on Iranian gas. The contracts could also boost Iraqi and U.S. advocates for renewing a

waiver related to Iranian sanctions that expires February 13. So far, the waiver allowed Iraq to

continue importing about 1,400 MW of electricity and 28 million cubic meters of gas from Iran.44

Electricity generation capacity in the KRI has grown in the last decade. While residents of the KRI

could only make use of two hours of electricity per day in 2007, power supply has now reached 17

hours per day. Generating capacity has expanded from 482 megawatts in 2007 to around 6,737

megawatts as of November 2019.45

The U.S. State Department granted a 45-day waiver to allow Iraq to continue to buy gas and

electricity from Iran, despite sanctions imposed by Washington on Iran. The waiver gives Iraq 45

days to show that it acting to develop domestic gas supplies or find alternative sources for power.46

The 45-day period could be extended again once Iraq submits a technical timetable detailing how it

plans to meet gas independence.47

The Impending Fiscal Crisis

Political and security crises in Iraq have been escalating, and the coronavirus outbreak has recently

been added to the list. Meanwhile, news about the dropping oil prices put all Iraqis at risk.48

According to the economic affairs adviser to the Iraqi government, 93% of Iraq's budget relies on oil

exports. On March 14, Iraq lost half of its financial revenues as oil prices dropped to $30 per

barrel.49 According to the 2020 national budget draft that the government proposed which awaits a

vote in the parliament, the budget is $135 billion, and the deficit amounts to $40 billion. These

numbers were calculated based on a selling price of $56 per barrel of oil. But this price has been

almost halved. Most of the Iraqi budget goes to the salaries of the 7 million employees as operating

42 https://www.kurdistan24.net/en/economy/3ce61e36-6ddd-4ea3-9d50-0c17b9d8080c 43 https://www.kurdistan24.net/en/news/c55ce2c3-7b3d-4594-a8c7-c682bba61a3b 44 https://www.france24.com/en/20200121-iraq-to-stop-iran-gas-transfers-if-us-waiver-ends-bank 45 https://brandkri.com/data-electricity-generating-capacity/ 46 https://en.radiofarda.com/a/u-s-grants-iraq-waiver-to-buy-iranian-energy-supplies-but-sets-conditions/30431925.html 47 https://www.presstv.com/Detail/2020/02/13/618528/Iran-gas-electricity-iraq-waiver-US-sanction 48 https://arabic.cnn.com/business/article/2020/03/10/oil-price-crash-explainer 49 https://www.rudaw.net/arabic/business/14032020

https://www.kurdistan24.net/en/economy/3ce61e36-6ddd-4ea3-9d50-0c17b9d8080c

https://www.kurdistan24.net/en/news/c55ce2c3-7b3d-4594-a8c7-c682bba61a3b

https://www.france24.com/en/20200121-iraq-to-stop-iran-gas-transfers-if-us-waiver-ends-bank

https://brandkri.com/data-electricity-generating-capacity/

https://en.radiofarda.com/a/u-s-grants-iraq-waiver-to-buy-iranian-energy-supplies-but-sets-conditions/30431925.html

https://www.presstv.com/Detail/2020/02/13/618528/Iran-gas-electricity-iraq-waiver-US-sanction

https://arabic.cnn.com/business/article/2020/03/10/oil-price-crash-explainer

https://www.rudaw.net/arabic/business/14032020


expenses.50 Drop in oil prices will directly affect them, as their only income will be government

salaries.

In an attempt to weather the impact of dropping oil prices, the Iraqi parliamentary Economic and

Investment Committee proposed on March 12 a series of steps,51 including halting investment

spending and curbing operational spending; making agreements with creditors to delay the

settlement of Iraq’s local and foreign debt until the financial situation improves; and collecting state

debt from the cellphone and telecommunication companies.

The government also proposed halting payment of money to investors in the electricity sector;

working on boosting government revenues; supporting the Treasury with the value of the region’s

exports of crude oil and border outlets; and reviewing exchange rates of the Iraqi Central Bank to

secure prices that do not affect citizens and that ensure the salaries of state employees.

The government employees and experts in Iraq expect the 2020 financial budget to suffer

significantly, and they expressed their concerns about the government’s inability to pay salaries in the

coming months. This in itself constitutes a new challenge for the Iraqi government, in addition to the

political, security, and social crises, especially those related to the U.S-Iranian conflict, the

coronavirus outbreak and, the ongoing protests in southern Iraq.52 The financial revenues that

entered Iraq in February amounted to $5 billion, when the selling price of oil was $51 per barrel.

Kurdistan Regional Government

The political and governance context of the Kurdistan region was dominated by the critical

developments in Baghdad and the ambitious reform agenda set by the new Kurdistan Regional

Government (KRG) cabinet. Meanwhile, the KRG proceeded to cultivate economic, investment, and

trade relations with regional and international powers, especially the United States, Russia, and

Turkey. The KRG also expedited its service delivery plans and projects. The KRG Ministry of

Electricity announced plans to increase the number of hours for electricity supply provided to the

residents across all seasons. One of the major priorities for KRG’s new government cabinet is the

rapprochement and mending relations with Baghdad, aimed at securing sustainable relations with the

Federal government and preserving the Kurdistan region’s share of the upcoming 2020 national

budget. The KRG Ministry of Planning also signed a MOU with UNDP on February 3 to develop the

Kurdistan region 2030 vision. UNDP will support the KRG to develop an integrated vision for

development aligned with and based on the Sustainable Development Goals (SDGs) that were

adopted by all United Nations member states in 2015.53 Relatedly, Minister of Planning Dara Rashid

and Sulaimaniya Governor Haval Abu Bakr announced the allocation of $150 million for

implementation of service projects, noting that soon most of the stalled projects will be resumed.54

The KRG renewed its pledge to fully implement a widely touted reform agenda in all its institutions

in 2020. The primary focuses include reducing debt and promoting economic diversity and creating

the right regulatory framework to encourage foreign and domestic entrepreneurs by making it easier

to do business and invest in infrastructure in the Kurdistan region. In late December, the Kurdistan

50 https://almadapaper.net/view.php?cat=218954 51 COR steps towards investment reduction 52 https://www.youtube.com/watch?v=u4_ovSvFpyE 53 https://www.kurdistan24.net/ar/news/032d8081-a412-4b46-b27a-2fc39d7e65a6 54 https://www.pukmedia.com/EN/EN_Direje.aspx?Jimare=58406

https://almadapaper.net/view.php?cat=218954

http://ar.parliament.iq/2020/03/12/%D8%A8%D9%8A%D8%A7%D9%86-%D9%84%D8%AC%D9%86%D8%A9-%D8%A7%D9%84%D8%A7%D9%82%D8%AA%D8%B5%D8%A7%D8%AF-%D9%88%D8%A7%D9%84%D8%A7%D8%B3%D8%AA%D8%AB%D9%85%D8%A7%D8%B1-%D8%A8%D8%B4%D8%A3%D9%86-%D8%A7%D9%86/?__cf_chl_jschl_tk__=a6df14835b7040c53c916f12cc838c4dc8be4ccf-1584168893-0-AYbdZp9FDy94otPuvB8U5-rjmwQo8Vc1SXDm_Gbl2I_X1ycLzjuKxW-evp8hO2zmdGtISGtr1CynG2TzJ4w3UPjKztjLhjeQqkaB9OgSXo0fy41yjNWzSBqVnGCE68IjioCUT_VE-7qFUFABG-wqfB32k7uGyU1_YfqOnx0p3HOfk4-87ycP_lyQfmI6XvcBZxu8LwA9V-AuoMaRbB-uI8l-m5wVjupBZhNze40igl0tZ3Hh2_bOq4UGVJextK_aeCLlCjVMBzq2sMFqGZSjmRWzEu7ytWqqkHGfFFus4EqwTmx_k6XSsZ7h6s0272m6MPVjWVtWZqOOa-kcSLptLlzirJ8ZefGr-NXyFfpdnzNuhJh1bMVVAj41ImPrzNBQy1YBFNz7rbE4j3T_v2KUJHeqqiRVzqQUi7zlavrxo925Lj0EDZhw7Di-o5TxQehIbQLC5V-Js_aVS8LA--5Ls9x0LfFsVoFq3yyL16Y4uwrJazEgGvz0fNqIAV209bYNNIexvEie1hFpvime1WuLNE-b-rhzHXKR1BZEpe9W6n7I

https://www.youtube.com/watch?v=u4_ovSvFpyE

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Parliament completed the first reading of the Article 19 bill, after which 85 lawmakers voted to grant

parliament an emergency status to facilitate its passage.55

On January 8, the Kurdistan Region received more than 40 new refugees from neighboring Syria.

According to a statement by the Joint Crisis Cooperation Centre (JCCC) of the KRG, at least 43

refugees entered the Kurdistan Region through Sihela border crossing. The JCCC revealed that a

total of 19,404 refugees have so far received by the Kurdistan Region since October.56

On January 13, the Kurdistan Regional Government (KRG) President and spokesperson issued

strong statements against the head of Hezbollah, Hasan Nasrallah, accusing him of insulting former

President Masoud Barzani during his interview with al-Jazeera TV. During his interview, Nasrallah

urged Masoud Barzani to thank Iran and Qasim Sulaimani for saving Erbil during Da’esh attacks in

August 2014.57

On January 22, the Kurdistan Region's Council of Ministers began the process of an overhaul to the

tax system in the Kurdistan region. According to a Kurdistan Regional Government (KRG)

statement, the cabinet also approved a project designed to improve monitoring and auditing of

government and private sector budgets, the facilitation of which will be supported by the Ministry of

Finance and Economy.58 On the other hand, Several Change Movement (Gorran) MPs sent a letter

to the Kurdistan Parliament speaker officially declining their parliamentary pensions. Other MPs,

including at least four New Generation MPs and one MP from KDP, have also declined their

pensions, citing their right to do so under the recently passed Pension Reform Bill. The Reform Bill

was recently passed with 89 votes in favor, despite protests from activists and opposition parties

who said that it primarily benefited senior government officials at the expense of ordinary

government workers and people dependent on government social services.59

Russia’s Deputy Foreign Minister and President Vladimir Putin’s Special Representative for the

Middle East and Africa, Mikhail Bogdanov, arrived in Erbil to meet with multiple senior Kurdistan

Region officials on January 29. The delegation met with KDP leader Masoud Barzani. Barzani voiced

his gratitude to President Putin, Russia's foreign minister, and Russian companies for their supportive

role in Kurdistan Region's development. In the next meeting, Bogdanov relayed President Putin's

regards to Kurdistan Region President Nechirvan Barzani, after which both sides focused on the

necessity of defusing current US-Iranian tensions to avoid Iraq and the Kurdistan Region from

becoming a field to settle foreign and internal conflicts. Bogdanov then met with KRG PM Masrour

Barzani, to whom he extended an official invitation to participate in the upcoming St. Petersburg

International Economic Forum, a leading global platform for members of the business community to

meet and discuss the key economic issues facing Russia, emerging markets, and the world.60

Kurdistan officials and political analysts highlight the tricky situation that the KRG is in given the

recent escalation of tensions between the United States and Iran, which have forced the KRG into

treacherous diplomatic terrain. Over the last few weeks, the Iranian regime sent Kurdish leaders a

threatening message, warning and pushing for the Kurdistan region to commit itself to the Iraqi

Parliament's decision to push out U.S. forces. The message dictated that Kurdistan region is part of

55 https://www.kurdistan24.net/en/news/d93ae473-2381-4349-8c71-57997190a46c 56 http://www.basnews.com/index.php/en/news/kurdistan/572864 57 Hezbollah attacks Masoud Barzani during an interview. 58 https://www.kurdistan24.net/en/news/147faf8a-f8fd-4a61-bb43-814a35e0055a 59 https://www.knnc.net/ar/Details.aspx?jimare=2830 60 https://www.kurdistan24.net/en/news/168b3186-baaa-4170-ba95-52148511297c

https://www.kurdistan24.net/en/news/d93ae473-2381-4349-8c71-57997190a46c

http://www.basnews.com/index.php/en/news/kurdistan/572864

https://arabi21.com/story/1236978/%D8%AD%D9%83%D9%88%D9%85%D8%A9-%D9%83%D8%B1%D8%AF%D8%B3%D8%AA%D8%A7%D9%86-%D8%A7%D9%84%D8%B9%D8%B1%D8%A7%D9%82-%D8%AA%D9%87%D8%A7%D8%AC%D9%85-%D9%86%D8%B5%D8%B1-%D8%A7%D9%84%D9%84%D9%87-%D9%88%D8%AA%D8%B5%D9%81%D9%87-%D8%A8%D9%80-%D8%A7%D9%84%D8%B1%D8%B9%D8%AF%D9%8A%D8%AF

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the same military and political geography of Iraq and no exception is accepted. Senior members of

KDP and PUK say their respective leaderships are worried about more than just physical attacks on

KRG territory. Multiple Kurdish leaders also expressed concern that Iran could instigate internal

chaos and division. The U.S. is also a key military partner, having provided hundreds of millions of

dollars’ worth of direct financial assistance to Kurdish forces, as well as training, intelligence, and air

support for counter-terrorism operations. The KRG sees the U.S. presence and support as crucial

for the Kurdistan region’s prosperity and security. The KRG finds continuing this balancing act more

and more difficult. Last February, for example, the KRG Ministry of Natural Resources (MNR) issued

an order banning all exports of fuel and crude oil to Iran. Rethinking the Iranian threats and

retaliations, a week later, the MNR clarified the earlier directive, stating that the order only intended

to halt illicit smuggling; licensed permit holders could still send trucks through the KRG border

crossings to Iran.61

On February 10, a KRG delegation arrived in Baghdad to discuss payments owed to Kurdish farmers

and the building of dams in the Kurdistan Region. An agreement was reached on forming a high-level

technical committee between the two ministries to put in place plans for the growth of agriculture.

The delegation also presented proposals for building five large dams in the region. The Kurdistan

Region has many rivers, some of which originate in neighboring Iran and Turkey. According to

experts, nearly 50 billion cubic meters of water pass through the region annually. However, more

than 85 percent of the water passing through the region is not stored in dams or used. Iraq’s

Kurdistan Region is home to three large dams – Dukan, Darbandikhan, and Dahuk – which

collectively store more than 10 billion cubic meters of water.62

The General Leadership Council of the Patriotic Union of Kurdistan (PUK) elected Bafel Talabani

and Lahour Jangi as the party's co-leaders. Bafel Talabani is the son of Jalal Talabani, the late founder

of the PUK and Lahour Jangi is Bafel Talabani's cousin. The election comes while a source revealed

that Kosrat Rasoul, head of PUK’s High Political Council, had called on Talabani to suspend the

election of the party's co-leaders until all sides reach an agreement on the distribution of power.

Rasool had also warned that they would not adhere to any new decisions if the meetings were

continued.63

The Ministry of Peshmerga Affairs is waiting for a response from Iraq’s Defense Ministry on a

proposed framework on military cooperation and coordination between Erbil and Baghdad. The

ministry raised a proposal during their last meeting with Iraqi counterparts, and now it awaits

Baghdad’s approval. Below are the main points in the proposal to Erbil:64

• Return of the Peshmerga forces to the areas disputed between Erbil and Baghdad.

• Organizing joint operations to battle Da’esh militants.

• Exchanging intelligence between the regional and federal governments.

• Allocating the Peshmerga share from Iraq’s defense budget.

• Including Peshmerga forces in military trainings.

61 https://www.iraqoilreport.com/news/krg-walking-a-tightrope-between-us-and-iran-42455/?utm_source=IOR%20Newsletter 62 https://ekurd.net/kurdistan-delegation-iraqi-capital-2020-02-10 63 https://www.pukmedia.com/EN/EN_Direje.aspx?Jimare=58387 64 http://www.basnews.com/index.php/ar/news/kurdistan/582443

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https://www.pukmedia.com/EN/EN_Direje.aspx?Jimare=58387

http://www.basnews.com/index.php/ar/news/kurdistan/582443


• Respecting the previous agreements between Peshmerga and Iraqi forces.

China delivered a consignment of 1,008 coronavirus testing kits to the Kurdistan Region to help

health authorities contain the outbreak. Also, a group of Chinese experts will visit the Kurdistan

Region to evaluate the coronavirus situation and the mechanisms for dealing with the disease by the

Health Ministry. The Chinese Consul General said his government will continue to donate medical

equipment to the region.65

The office of the KDP leader, Masoud Barzani, released a statement rejecting media reports claiming

that Barzani is in dispute with PM-designate Allawi over personal political interests. The statement

calls the reports “unfounded and baseless,” noting that Barzani is concerned about the mechanism of

forming the government as well as the cabinet’s agenda led by Allawi. The statement also said that

this mechanism fails to take into consideration the rights and demands of different components of

Iraq, including the Kurdistan Region, and will certainly lead to further political crisis in Iraq.66

The Ministry of Municipality and Tourism is recommending reforms to the municipal councils as part

of the government-led reform agenda. The ministry is working on a new bylaw, according to which

75 percent of the new council members will be selected from directors of government institutions.

The remaining 25 percent of the council members will be selected from syndicates, non-

governmental organizations, and specialized professional entities.

Faith-Based Communities

The faith-based communities continued to voice their concerns over the GOI marginalization of

their political rights, and the ongoing demographic change process; especially by the pro-Iranian

militias in the Ninewa Plains. Chaldean Patriarch Cardinal, Louis Raphael Sako, said that the time has

come for Christians to set up their own party in order to have greater representation. Sako

suggested the establishment of a team to follow the affairs of Christians to boost relations with

Arab, Kurds, Turkmen, Yezidis, and Sabean-Mandaean based on common constitutional concepts of

the state and citizenship.

Ancient buildings and sites were restored in Al-Qush, the predominantly Christian village in the

Ninewa Plains. The project aims to preserve the heritage of the village and to attract tourism. The

history of the village dates back thousands of years and it is one of Iraq’s historic sites. Dani

Asmarou, head of the renovation project and cultural heritage of the village, said that the project

was able to collect cultural heritage artifacts from some people and placed them in the village. The

houses and other features of the village were restored to their original structure. The renovation

cost $120 thousand, which was raised by people in the area, local figures, churches and the head of

the project. The locals want to charge entrance fees and reinvest the money in the village.67

Kurdistan Region Prime Minister Masrour Barzani congratulated the Kakai religious minority on the

occasion of Qultas (The Three-Night Day), during which the Kakai community spends three days

fasting. PM Barzani said that the Kakai community are an integral component of the Kurdish nation,

and their rights are protected in light of the national and religious coexistence in the Kurdistan

Region. The Kakais follow Yarsanism, a religion founded in the late 14th century in what is now

western Iran and now live primarily in Iran, Iraq, and Turkey. Members residing in the Kurdistan

65 https://www.rudaw.net/english/kurdistan/240320205 66 http://www.basnews.com/index.php/en/news/kurdistan/584632 67 http://kirkuknow.com/en/news/61084

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Region and Iraq's disputed territories are usually considered to be Kurdish in ethnicity. Having

suffered religious persecution from multiple directions, both historically and in recent years,

members of the community have often sought to avoid attention by keeping their practices secret. A

significant number of Kakai families evacuated their villages in Kirkuk's Daquq district following the

militant group's rise to prominence in 2014. In the summer of 2018, members of the Kakai

community in Kirkuk called on the KRG, the federal government of Iraq, the United Nations, and

civil society organizations to protect them from being targeted again by Da’esh.68

Iraqi Christians fears that worshippers may be forced to leave the country. Tensions in Iraq could

lead to renewed persecution of Christians, local bishops have warned. Iraqi Christians are

particularly concerned about being perceived as pro-western and pro-American, which makes them

targets for attacks by the pro-Iranian militia groups, said John Pontifex, the head of press at the

United Kingdom charity Aid to the Church in Need.69

The Directorate of Syriac Heritage and Museum in Ankawa subdistrict of Erbil received a delegation

from the U.S. Consulate General in Erbil. The two sides discussed a project for developing the Syriac

Heritage Museum within a minority support and heritage preservation program, the only such

museum that preserves the heritage and culture of the Chaldean-Syriac-Assyrian people. The

Director of the Syriac Heritage Museum will visit the U.S. as a part of a minority heritage

preservation program to acquaint the institution with up-to-date methods used by international

museums in preserving heritage with an aim to develop the Syriac Heritage Museum in line with

international standards.70

On January 23, a ribbon cutting ceremony was held in Erbil for the opening of a USAID-funded

empowerment project to provide training to minorities in the Kurdistan Region and Ninewa Plains.

The Catholic University in Erbil (CUE) stated that Building Economic Empowerment for Minorities

(BEEM) aims to build economic empowerment for minorities to increase the chances of employment

for people in these communities. The project was first announced on November 11 following

coordination between the CUE and the U.S. Consulate in Erbil. Two learning centers in Erbil and

Talsqof will teach English and Kurdish languages to the region’s ethnic and religious minorities as well

as business and computer skills to help them compete in the job market.71

Examples of activities with conflict mitigation sensitivity impact

Throughout the reporting period, IGPA/Takamul implemented several activities that promoted

conflict mitigation in various provinces. The project implemented “Development of a ‘community of

practice’ and improve coordination between citizens and government” throughout several

provinces.72 In February, the activity launched an awareness campaign to support SWM and water

services in Basrah, specifically al-Dayr district al-Hakim neighborhood. The campaign targeted more

than 4,000 citizens, mostly vulnerable people who lived in the marshes before they were forced to

leave due to the water shortage issue during Saddam regime.

68 https://www.kurdistan24.net/en/news/2740fd69-bbf8-415a-a96c-fefbd4b2bd9b 69 http://english.ankawa.com/?p=23301 70 https://syriacpress.com/blog/2020/01/09/u-s-consulate-general-delegation-visits-the-directorate-of-syriac-heritage-and-museum-in-

ankawa/ 71 https://www.rudaw.net/english/lifestyle/23012020 72 A-BAG-0138 3.1.3.1 - Tawasul wa Ta’awun activity.

https://www.kurdistan24.net/en/news/2740fd69-bbf8-415a-a96c-fefbd4b2bd9b

http://english.ankawa.com/?p=23301

https://syriacpress.com/blog/2020/01/09/u-s-consulate-general-delegation-visits-the-directorate-of-syriac-heritage-and-museum-in-ankawa/

https://syriacpress.com/blog/2020/01/09/u-s-consulate-general-delegation-visits-the-directorate-of-syriac-heritage-and-museum-in-ankawa/

https://www.rudaw.net/english/lifestyle/23012020


The area lacks many services such as streets, water, and sewage. The citizens were unable to reach

the main road in rainy days; for example, children could not go to school and even urgent medical

conditions could not easily access the hospital. After several visits and meetings with local officers, it

was agreed that the area should be connected to the main road by a sub street. The campaign

expanded to adding sand-gravel, fixing ruptures in the pipelines, and handing out 500 brochures,

providing 15 trash containers, one-ton garbage bags and 60 sound devices to equip garbage trucks. In

addition to volunteers from diverse backgrounds, including Christians and African-Iraqi citizens,

three CSOs, the district mayor, the Municipalities Directorate, the Governor’s Office participated in

the campaign. The activity was instrumental in improving government-to-citizen communication and

enhancing service delivery, which in turn contributed to the mitigation of communal conflicts. Al-

Dayr district, located in the north of Basrah, suffers from chronic tribal conflicts that affected district

stability and the provincial government’s capacity to provide services. Al-Hakim neighborhood

citizens complained that officials visited the area and made promises in the election period as part of

their propaganda without taking any action. The recent protest adds a serious security challenge in

addition to the fractures between people and the government. Due to the effective communication

strategy with main stakeholders and local figures, the citizens from different tribes cooperated with

the CSOs, volunteers, and government officials to support the campaign. The citizens understood

the importance of collaborating with the provincial government and convinced about the importance

of including these areas in future infrastructure and urban development service projects as they have

suffered decades of neglect.

Impacts on IGPA/Takamul Programming

As coronavirus spreads across the globe, the number of infected people in Iraq is still manageable.

Although the country has taken strict measures to reduce infections, Iraqi officials are worried that

the situation could deteriorate, and announced that other tight measures to prevent the virus'

spread will be taken soon. IGPA/Takamul continued its activities through virtual and distance

learning approaches due to the extended nationwide curfew and continued implementation in all

components–service delivery, public financial management, oversight and accountability, and

sustainability–through the development of Change Agents. Once the political establishment agrees

on a new PM-designate, this represents an opportunity to increase the program’s work with respect

to its core objective of supporting the decentralization agenda through improved, responsive service

delivery and public financial management. Furthermore, any possible candidate of the premier

position will have a governmental program that includes many areas in which IGPA/Takamul is

currently operating and could expand in depth and geographical reach. These include:

National Budget

• Accelerate and finalize the 2020 budget law and submit to the Council of Ministers and the

prime minister to maximize non-oil revenues and reduce unnecessary expenditures to

minimize the budget deficit due to the sharp drop in oil prices.

• Aim for economic growth and equitable allocation of resources to achieve strategic

development reforms for the medium-term budget for 2020-2022.

Early Elections

• Prepare for free, fair, and transparent elections in cooperation with the United Nations in

Iraq, with full government support to the Independent High Electoral Commission and


provide all requirements to conduct fair and equitable elections within a maximum period

of one year from the date of conferring confidence to the government.

Economic and Investment

• Work to improve and develop an investment environment that attracts domestic and

foreign capital, draw a new investment map, and give investors additional privileges in the

investment process to attract foreign investment, get the economy moving, and provide

more job opportunities for unemployed youth with advanced education.

• Work to achieve tangible economic growth and give the private sector a fundamental role

in reviving the economy; reform and enable to move towards a market economy; adopt

public-private partnership that contributes to national interest; and, to support and

strengthen the economic infrastructure.

• Limit the role of the state as a guard, regulator, and intervening party to restore balance

to the economy when it is impaired through the system of macroeconomic policies.

• Significantly reduce government spending and direct the available financial allocations

towards infrastructure that improve basic public services and that serve the work of the

private sector; reduce production costs; and, enhance its competitive capabilities.

• Support small and medium enterprises because of their role in reducing unemployment, as

well as support micro-projects and give facilities to the microfinance institutions.

• Work urgently to automate customs procedures to revitalize the industrial and

agricultural sector, facilitate trade, maximize state resources, and prevent waste of public

money.

Supporting the provinces

• Support the provincial government administration to perform their duties for citizens

within the bounds of decentralization policies.

• Complete unfinished projects that are currently in progress.

• Maximize local revenue generation within constitutional provisions and related laws The

Project is in the process of developing a concept note to identify strategies to support the

nominated PM and his policy aims in consultation with partners and other stakeholders.


ANNEXES

ANNEX 1: PROJECT SNAPSHOTS ................................................................................................... 131

ANNEX 2: MONITORING & EVALUATION DISAGGREGATED TRAINING DATA,

EVALUATION FINDINGS, SURVEYS ....................................................................... 136

ANNEX 3: QUARTERLY FINANCIAL INFORMATION – FY20, Q2 ................................. 143

ANNEX 4: OVERVIEW OF SUBCONTRACTORS .................................................................... 146

ANNEX 5: SUCCESS STORIES IN ARABIC ................................................................................... 149

ANNEX 6: CONTRACT DELIVERABLES ....................................................................................... 154

ANNEX 7: QUARTERLY SUB-ACTIVITY REPORT ................................................................... 155

ANNEX 8: QUARTERLY MEDIA COVERAGE ............................................................................ 163

ANNEX 9: TASK ORDER 3 SUBTASK 2 PROGRESS SHEETS .............................................. 174

ACRONYMS .................................................................................................................................................... 176


ANNEX 1: PROJECT SNAPSHOTS

TABLE 4: SUMMARY TABLE OF RESULTS

NO. INDICATORS

ACTUAL

COMULATIVE

FY18 & FY19

FY20 FY20 ACTUAL FY20

CUMULATIVE

(Q1+2+3+4)

FY20

%

ACHIEVED TARGET Q1 Q2 Q3 Q4

1 Percentage of citizens reporting

improvements to service

delivery platforms.

N/A 43% N/A N/A N/A N/A

2

Number of improved business

processes implemented by

provincial governments as a

result of IGPA/Takamul

support.

56 48 0 35 35 72.9%

3

Number of contracts awarded

by the GOI as a result of

IGPA/Takamul support.

75 63 39 10 49 77.8%

4

Value of contracts awarded to

improve service delivery as a

result of IGPA support.

$355,365,301 $133 million $96,534,983 $30,273,705 $126,808,688 95.3%

5

Number of initiatives

implemented by IGPA/Takamul

supported provincial

institutions.

65 63 20 1 21 33.3%

6

Number of government

institutions (central, federal,

provincial) that have

implemented SOPs to manage

18 2 0 1 1 50%


73 In Q1, IGPA/Takamul reported (1) achievement mistakenly since zero should’ve been reported. However, this quarter compensates for this mistake as the reported actual is 2.

PFM functions as a result of


7

Number local revenue laws

passed by local governments as

a result of IGPA support

0 5 0 2 2 40%

8

Number of provincial in-year

budget reports produced in

accordance with law or best

practice as a result of


77 20 073 2 2 10%

9

Number of mechanisms

developed, or implemented, to

establish effective citizen

participation, outreach and

communication

8 5 0 4 4 80%

10

Number of interventions

implemented by IGPA/Takamul-

supported CSOs and SAGs

71 20 1 5 6 30%

11

Number of civil society

organizations (CSOs) receiving

USG assistance engaged in

advocacy interventions

95 10 0 18 18 180%

12

Number of policy changes by

provincial government as a

result of advocacy interventions

implemented by CSOs/SAGs or

TWGs

0 3 0 0 0 0%


74 The numbers for the old indicator “Number of participants trained by IGPA/Takamul” which was double counting trainees will continue to be reported separately for years 1 and 2 to

avoid discrepancy. The total number of participants trained by IGPA/Takamul for Years 1 and 2 was 10,372. 75 The numbers for the old indicator “Number of participants trained by IGPA/Takamul” which was double counting trainees will continue to be reported separately for years 1 and 2 to

avoid discrepancy. The total number of participants trained by IGPA/Takamul for Years 1 and 2 was 10,372.

13 Number of individuals trained

by IGPA/Takamul74 N/A 895 464 508 972 108.6%

14

Number of participants

attending IGPA/Takamul’s

interventions75

N/A 4905 1576 681 2257 46%

15

Number of persons trained

with USG assistance to advance

outcomes consistent with

gender equality or female

empowerment through their

roles in public or private sector

institutions or organizations.

N/A 16 N/A N/A 0 0%


TASK ORDER 4

76 IGPA/NIFI was unable to obtain the signed and stamped supporting document to confirm the financing for four businesses by the Joint Development Association International (JDA) due to

the curfew in Erbil. Hence, MEL complete verification was not done. However, IGPA’s senior management decided to report this indicator during this quarter.


NO. INDICATORS ACTUAL

CUMULATIVE

FY19

LIFE OF

PROJECT

TARGET

FY20 ACTUAL

FY20 CUMULATIVE % ACHIEVED Q1 Q2 Q3 Q4

1 Number of micro, small and medium enterprises (MSME)

that access or mobilize financing as a result of USG

assistance

0 30 0 476 0 0 4 13%

2 Number of firms receiving USG-funded technical

assistance for improving business performance (Standard

Economic Growth Indicator 5.2.1)

0 200 20 105 0 0 125 62.5%


TASK ORDER 5

77 The PIR stipulates four revisions per stage; hence, this indicator requires a breakdown. The Anti Domestic Violence team were able to achieve two stages out of 5. 78 This indicator should cover two trainings that were held in Q2. However, the MEL team dropped the second and last training due the fact that post test was not done as a result of

external and unforeseeable factors namely the COVID-19. Trainees were requested to fly back to their respective governorates; hence the last day of the training was cancelled.


NO. INDICATORS ACTUAL

CUMULATIVE

FY19

LIFE OF

PROJECT

TARGET

FY20 ACTUAL

FY20 CUMULATIVE % ACHIEVED Q1 Q2 Q3 Q4

1 Number of revisions (clauses or paragraphs) to draft law

that strengthen provisions77 0 20 16 0 0 0 16

a. Stage1: COMSec version before it was sent to

State Council 0 4 8 0 0 0 8 200%

b. Stage2: President Office 0 4 0 0 0 0 0 0%

c. Stage3: GOI (COMSec, State Council and COM) 0 4 8 0 0 0 8 200%

d. Stage4: at the COR before the first reading

(unification stage) 0 4 0 0 0 0 0 0%

e. Stage5: at the COR (after the first reading, during

the second reading, and before the vote) 0 4 0 0 0 0 0 0%

2 Number of individuals trained on advocacy techniques 4 75 0 94 0 0 94 130.6%

3 Number of public awareness activities conducted 0 15 0 0 0 0 0 0%

4 Change in awareness of concept of ADV within selected groups 0 50% 0 65.63%

78 0 0 100% 131.26%


ANNEX 2: MONITORING & EVALUATION

DISAGGREGATED TRAINING DATA,

EVALUATION FINDINGS, SURVEYS

Number of participants attending IGPA/Takamul’s interventions

Table 7: Number of participants attending IGPA/Takamul’s interventions – FY20, Q2

UNIT OF MEASURE: NUMBER

ACTUAL RESULTS (ANNUAL AND QUARTERS)

Q1 FY20 Q2 FY20 Q3 FY20 Q4 FY20 FY20 -

CUMULATIVE

M F M F M F M F M F

Federal GOI

Officials 352 149 149 28 501 177

Provincial GOI

Officials 747 164 339 92 1,086 256

CSOs 94 62 39 29 133 91

Others* 7 1 5 0 12 1

Total 1200 376 532 149 1732 525

1576 681 2257

* Others include private sector actors trained including UN employees and civil activists.

Total number of participants for FY20-Q1 was 1,576 representing 32.1 percent of the IGPA/Takamul

LOP target. The table below reflects the total number of participants for our conferences and

workshops.

During FY20-Q2, the total number of participants was 681 participants. Main topics included

Business Process Reengineering (BPR), coordination mechanisms, and organizational structure. The

table below reflects the total number of participants in IGPA/Takamul conferences and workshops.

Number of Individuals Trained

During FY20-Q2, the total number of individuals trained was 508 trainees. Twenty-one trainings

were held this quarter including stakeholder mapping, organizational structure, and human

resources. The table below reflects the total number of individuals receiving trainings and on-the-job

trainings.


Table 8: Number of Individuals attending IGPA/Takamul’s trainings and on-the-job trainings

for FY20-Q2

UNIT OF MEASURE: NUMBER

ACTUAL RESULTS (ANNUAL AND QUARTERS)

Q1 FY20 Q2 FY20 Q3 FY20 Q4 FY20 FY20 -

CUMULATIVE

M F M F M F M F M F

Federal GOI

Officials 73 9 15 8 88 17

Provincial GOI

Officials 232 44 389 85 621 129

CSOs 65 36 6 5 71 41

Others* 2 3 0 0 2 3

Total 372 92 410 98 782 190

464 508 972

Figure 1: Number of individuals trained by IGPA/Takamul disaggregated by

sex, FY20 – Q2

410

98

0

50

100

150

200

250

300

350

400

450

Male Female

Number of individuals trained

disaggregated by sex

Total


Figure 2: Percentage of Males/Females individual trained by IGPA/Takamul, FY20 – Q2

Figure 3: Number of individuals trained by IGPA/Takamul disaggregated by

type/affiliation

11 23

474

Number of individuals trained by IGPA/Takamul

disaggregated by type/affiliation, FY20 - Q2

CSOs Federal GOI Official Provincial GOI Official

81%

19%

% of individuals trained by sex

Male Female


Figure 4: Number of individuals trained by IGPA/Takamul disaggregated by province

Training Evaluation Findings

During FY20 – Q2, IGPA/Takamul held 21 trainings. Decentralization, capacity building, planning and

communications were among the topics covered in these trainings. The below table reflects the level

of satisfaction among all trainees:

Questions Fully agree Agree Mostly

agree Disagree

Strongly

disagree

My expectations of this training

course were fully met 33% 54% 11% 2% 0%

The overall organization of the

training was good 45% 49% 5% 1% 0%

The group of participants was suitable 40% 49% 9% 2% 0%

The duration of the training was

suitable 18% 32% 26% 20% 5%

The training methods used were well

suited to the training content 33% 48% 17% 2% 0%

Examples given during the training are

suitable for local context 41% 43% 14% 2% 0%

2720

46

78

106

1 3

17

913

2

10 9

18 17 18

61

9 8 9

27

0

20

40

60

80

100

120

Number individuals trained by IGPA/Takamul

disaggregated by province,

FY20 - Quarter 2


The training was delivered in a way

that allowed sufficient interaction

between trainer and participants 58% 37% 4% 0% 0%

You will use the training materials in

your future work 45% 42% 12% 2% 0%

The training was well suited to my

level of understanding of the subject. 37% 52% 11% 1% 0%

The training fully addressed problems

I experience in my daily work. 27% 42% 27% 4% 0%

There is a development in the

knowledge level I have after I attend

this training 35% 53% 11% 1% 0%

The different topics of the subject

were sufficiently and coherently

covered in the training. 26% 45% 23% 5% 0%

I had enough opportunity to express

my points of view and experiences 44% 48% 7% 1% 0%

The training comprised a good balance

between theory and practical

experience/exercise.

34% 48% 16% 2% 1%

The trainer(s) was/were very

knowledgeable on the subject of the

training.

54% 38% 7% 1% 0%

The trainer(s) conveyed their

knowledge and experience to me in a

very understandable manner.

54% 40% 6% 0% 0%

The trainer(s) answered my questions

in a way that helped me better

understand the subject of the training.

54% 40% 6% 0% 0%

OVERALL AVERAGE / Final Average 40% 45% 12% 3% 0%

Pre and Post Tests Findings

The MEL unit in its attempt to instill proper and reflective MEL tools and processes enforced the

importance of conducting pre/post testing for all trainings. This is the key method where a short-

term impact can be and should be measured. As a result, the pre/post testing requirement was

introduced in October 2019, the beginning of Fiscal Year 3. In general, the results revealed high

quality, accurate and measurable data for 45 trainings out of 50. The rest of the tests were dropped

because the results were either not measurable or not comparable.

POSITIVE CHANGE: The highest Positive Change were observed under Task Order 5 “Anti-

Domestic Violence Legislation” with a total of 81.5% followed by IGPA’s Objective 1 “Enhanced GOI

service delivery capacity” with a total of 64.96%, and, and finally IGPA’s Objective 3 “Strengthened

Monitoring and Oversight of Service Delivery and Public Expenditure” with a total of 46.04%.


NEGATIVE CHANGE: The highest Negative Change were observed under Task Order 4 “Ninewa

Investment Forum Initiative with a total of 10.0% followed by IGPA Objective 4 “Change Agents’”

with a total of 8.67%, and finally IGPA’s Objective 3 “Strengthened Monitoring and Oversight of

Service Delivery and Public Expenditure with a total of 8.58%

NO CHANGE: Lastly, the highest No Change (neutral) percentages were observed under IGPA’s

Objective 4 “Change Agents” with a total of 74.37%, followed by Task Order 4 “Ninewa Investment

Forum Initiative” with a total of 68.95%, and finally by IGPA’s Objective 2 “Improved Provincial and

National (Federal) Government Public Financial Management” with a total of 65.30%.

Objective Positive change Negative Change No Change

1: Enhanced GOI

service delivery

capacity 64.96% 3.15% 31.89%

2: Improved Provincial

and National (Federal)

Government Public

Financial Management 32.21% 2.49% 65.30%

3: Strengthened

Monitoring and

Oversight of Service

Delivery and Public

Expenditure

46.04% 8.58% 45.39%

4: Change Agents’

team 16.96% 8.67% 74.37%

Task Order 4: Private

sector development

and investment forum 21.05% 10.0% 68.95%

Task Order 5: Anti-

Domestic Violence

Legislation 81.50% 3.41% 15.09%

Surveys79

During this reporting period, IGPA/Takamul conducted three new surveys, bringing the total surveys

conducted to seven. Two of the surveys during this quarter were conducted by Objective 1:

Enhanced GOI service delivery capacity. These two surveys dealt with the Business Process

Reengineering activity covering Anbar, Babil, Baghdad, and Basrah. The surveys covered both water

and SWM sectors. The remaining surveys were conducted by Objective 2: Improve provincial and

79 This includes Q1 and Q2. The surveys from Q1 are reported during Q2 as a result of several factors including delays in

data entry and type of analysis requested.


national government public financial management, where citizens in Hamdanyah district were asked

about their top priority project lists. All these surveys were conducted using DAI-Collect80. The

table below shows more info regarding these surveys:

Name of

survey Description Objective

Number of

respondents

Quarter/

Year

Type of analysis

provided

Water

conservation

A questionnaire

on the rationing

the water

consumption

3 1662 Q1/FY20 - Who is in-charge of

refilling water tanks

- Areas where water

networks are/not

implemented

- Diseases caused by

water consumption

SWM Pre

Survey

A questionnaire

on SWM service

in Basrah

3 1,319 Q1/FY20 - Trash collection

mechanisms

- Who is in charge?

Ninewa

Investment

Forum

survey

A questionnaire

on the Ninewa

Investment

Forum

Task

Order 4

133 Q1/FY20

“As-Is”

Model

A survey on the

quality of water

SWM services

1 671 Q2/FY20 Cost and time

efficiency

“To-Be”

Model

A survey on the

quality of water

SWM services

1 689 Q2/FY20 Cost and time

efficiency

Priority

Project list

A questionnaire

on services

provided to

citizens and

priority

investment

projects

2 1100 Q2/FY20 - Top priority list

projects

- Citizen’s feedback on

local departments

80 Mobile data collection used by DAI globally. IGPA/Takamul adopted this service since it was launched in October 2019.

USAID.GOV IGPA/TAKAMUL FY2020 QUARTER-2 REPORT 143

ANNEX 3: QUARTERLY FINANCIAL INFORMATION – FY20, Q2




ANNEX 4: OVERVIEW OF SUBCONTRACTORS

Al JIDARA

CONTRACT VALUE:

ROLE ON IGPA/Takamul:

Al Jidara’s primary responsibilities include providing technical assistance in support of

IGPA/Takamul’s Objective One, “Enhance GOI Service Delivery Capacity,” which provides technical

assistance to government institutions and regulators to improve service delivery outcomes in

sectors with potential for high impact and visibility at the national, provincial, and local levels. This

includes the provision of three Service Delivery Coordinators that provide targeted assistance to

key service delivery improvement activities and participate in work-plan development to design

activities in-line with IGPA/Takamul AMELP indicators. Al Jidara’s activities include technical

assistance for government institutions and regulators to improve service delivery, the creation of

regulatory and procedural certainty to attract private sector investment, and support for

organizational restructuring and strengthening with regards to provincial government execution of

service delivery.

AQUA STRATEGIES, INC.

CONTRACT VALUE – Contract 1:


CONTRACT (IQC) VALUE – Contract 3:


Aqua Strategies works with IGPA/Takamul to provide water advisory services in Babil, Baghdad,

Basra, and Duhok. Aqua Strategies’ primary responsibilities include providing technical assistance in

support of Objective 1 - Enhance GOI Service Delivery Capacity, which provides technical assistance

to government institutions and regulators to improve service delivery outcomes in the water sector

with potential for high impact and visibility at the national, provincial, and local levels. Aqua Strategies

introduces and implements standard procedures for the operation and maintenance of Water

Treatment Plants to ensure the water treatment plants are supplying quality water regularly to

citizens at a low cost of production. Aqua Strategies also supports other activities which further

Objective 2-4 goals as they apply to the water sector. Aqua Strategies allocates Short Term

Technical Assistance (STTA) to provide expertise to assist the relevant IGPA/Takamul Objective

teams with activity design, monitoring activity implementation, and technical soundness throughout

all water works activities.

CREATIVE ASSOCIATES INTERNATIONAL

CONTRACT VALLUE:


Creative Associates International provided monitoring for the May 2018 parliamentary elections in

Iraq. In this capacity, Creative worked to strengthen electoral processes and increase participation of

marginalized voters, particularly internally displaced persons (IDPs) and minorities, through voter

registration and election day turnout. Creative conducted non-partisan election observation, media

monitoring, and reporting focused on the election cycle. Creative also conducted a voter education

campaign that specifically targeted IDPs and minorities in certain governates. Creative provided

periodic reports on progress, special voting and election day.

CROSSBOUNDARY, LLC

CONTRACT VALLUE:


CrossBoundary was a key partner for IGPA/Takamul Task Order 4 - Ninewa Investment Facilitation

and Business Development, as a part of the IDIQ portion of DAI’s prime contract. CrossBoundary

provided investment advisory services to small and medium-sized enterprises (SMEs) in Ninewa

province by unlocking investment across all sectors in the fragile market landscape. CrossBoundary

developed investment facilitation tools and capital mapping workshops for SMEs, as well as an


investment pipeline to shepherd investors to committing resources to SMEs. CrossBoundary played

a critical role in the implementation of the Ninewa Investment Forum.

ERNST & YOUNG

CONTRACT (IQC) VALUE:


Ernst & Young’s primary responsibility is to provide cross-cutting support to IGPA/Takamul under

Objective Two, “Improve Governorate and National Government Public Financial Management,”

Objective Three, “Strengthen Monitoring and Oversight of Service Delivery and Public Expenditure,”

and Objective Four, “Support Iraqi Change Agents.” EY achieves this by supporting the development

of internal procedures to implement and comply with Ministry of Finance standards; providing

analysis and making recommendations to increase locally derived revenue streams; assisting with the

development and implementation of standard operating procedures to manage expenditure

assignments; and developing regulations on decentralized finance, financial reporting, and oversight of

expenditures.

GAFFNEY, CLINE & ASSOCIATES (GCA)

CONTRACT VALUE:


Gaffney, Cline & Associates provided technical assistance under IGPA/Takamul’s Objective Four,

“Support Iraqi Change Agents.” This falls under the IDIQ portion of DAI’s prime contract,

specifically Task Order 1, effective August 31, 2017. GCA’s activities supported the Iraqi Ministry of

Oil to draft guidelines that will form the basis of a model contract for investments in the country’s

natural gas sector. Technical activities support the World Bank in preparation for their Development

Policy Financing III’s (DPF III) project. GCA’s deliverables included a model Supplementary Natural

Gas Processing Agreement, a Natural Gas Marketing Regulation, a Natural Gas Transport

Regulation, a Coordination and Implementation Roadmap for a flaring-reduction-gas-to-power

program, and a workshop with Ministry of Oil leadership.

GARDAWORLD

CONTRACT VALUE:


GardaWorld provides professional risk management services to IGPA/Takamul, especially focusing

on providing mobile security for movements in Baghdad and across Iraq. Road movement is risk and

information-led and conducted using armored vehicles. GardaWorld provides services in

IGPA/Takamul’s initial operational areas, including Baghdad, Basrah, and Erbil, as well as surrounding

provinces, but may be called upon to provide mobile security services elsewhere when required.

GardaWorld also provides threat assessments and manage physical movements under the

monitoring and oversight of the DAI Country Security Manager. To keep staff abreast of security

concerns, GardaWorld provides daily, weekly, and individual incident reports as designated by the

DAI Country Security Manager.

GENDER RESOURCES, INC. (GRI)





GRI provides cross-cutting support to IGPA/Takamul through activities related to gender, vulnerable

populations, and youth by working to support activities that ensure a gender-sensitive approach to

IGPA/Takamul programming while promoting a reduction in gender disparities within the provincial

government. GRI uses their experience to ensure that IGPA/Takamul takes diversity-sensitive

approaches to citizen outreach, planning, and service delivery across the board. GRI contributes to

both of IGPA/Takamul’s concurrent work streams, one to produce “quick win” demonstrable

improvements in service delivery with high-visibility, high-priority, projects; and the other to help


correct systemic capacity deficiencies in Iraqi governance. GRI is also responsible for implementing

several discrete Year Three Workplan activities. Lastly, GRI is deeply engaged on Task Order 5 to

support the review, amendment and passage of an effective Anti-Domestic Violence (ADV) law in

the Iraqi Council of Representatives.

IRFAD

CONTRACT VALUE:


IRFAD coordinated with senior IGPA/Takamul staff to conduct research and administer a survey to

assess service delivery capacity across Iraq. IRFAD first conducted a desk analysis of existing laws

and policies, studies of service delivery, political economy analyses, and media reports to understand

the current service delivery environment. It then conducted key informant/stakeholder interviews

and developed a survey questionnaire to administer in the capital and across all provinces. Interviews

and surveys were conducted at the national and provincial levels through one-on-one meetings and

focus groups. IGPA/Takamul staff utilize this data for various reports.

OVERSEAS STRATEGIC CONSULTING (OSC)

CONTRACT VALUE:


OSC provides support to IGPA/Takamul under Objective Three, “Strengthen Monitoring and

Oversight of Service Delivery and Public Expenditure,” by working to make provincial government

staff more receptive to citizen feedback and promoting citizen engagement with local government.

OSC does so by providing trainings to provincial government staff on effective citizen participation

and public outreach mechanisms; designing public awareness programs for citizens and civil society

organizations to increase participation in provincial budget development, service delivery outcomes,

and investment priorities; and designing public awareness programs using innovative technology to

enhance citizen consultation and engagement.

SOUKTEL

CONTRACT (IQC) VALUE:


Souktel provided cross-cutting support to IGPA/Takamul under all project objectives and created

digital solutions to problems identified by the IGPA/Takamul project team. They conducted an initial

scoping mission to provide an assessment of the current ICT context in Iraq and helped integrate

digital solutions in IGPA implementation. They then identified and tailored a solution to validate data

collected during the 2018 election in Iraq, for which IGPA provided monitoring support. They have

designed, created, and refined the website for the 2019 Ninewa Investment Forum (NIF), which is

currently live. The investment forum was organized by IGPA in December 2019 as one of the main

activities under contract CLIN 0005, Task Order 0004. Souktel also designed and developed a

platform for Monitoring, Evaluation, and Learning (MEL) and information visuals for IGPA.

4POINTS

CONTRACT VALUE:


4Points prepared, planned, and implemented IGPA/Takamul’s baseline and future annual public

opinion surveys that collect data on topics such as the population’s level of satisfaction with

government services, the responsiveness of government to citizens’ needs, and involvement of the

public in decision making processes. 4Points focuses on four areas: water, solid waste management,

and two variable service areas that are selected from respondent to respondent based on frequency

of use of services. 4Points produces the methodology and data collection tools, data processing

analysis, final data submission, and a survey and basic indicators report for the public opinion survey.


ANNEX 5: SUCCESS STORIES IN ARABIC

(Please see succeeding pages.)


عملية التنميةتسرع إجراءات العطاءات الجديدة

ي زيادة سرعة تنفذ مشاري ع التنمية تساهم العملية المعدلة لتقديم للعطاءات ووثائق العطاءات المبسطة ف

ي العراق ف

غامضة وغير تتسم التعاقدات الحكومية بالتعقيد بطبيعتها، ففي العراق كان هذا التعقيد واضحا بسبب عملية تقديم العطاءات ال

العملية. وبغض النظر عن حجم التعاقدات موضع البحث، سواء أكانت مشاريع انشائية ضخمة تكلف ملايين الدولارات او محطات

وبالإضافة الى ذلك فإن معايير صغيرة لمعالجة مياه الشرب، فإن الجهود والتعقيدات المتعلقة بها متماثلة من حيث الصعوبة.

ة للتلاعب، حيث مثل السعر الأقل المعيار الرئيس للفوز بالعطاء.التحليل ضبابية وقابل

وتقول سهام كاظم جابر، مدير دائرة المناقصات والعقود في وزارة التخطيط: " في الماضي، لم تكن هناك وثائق عطاء قياسية،

ا لتفسيراتهم الخاصة وذلك بسبب بل كان هناك مجموعة من التعليمات فقط. حيث يضع المحللون نقاطا للعطاءات المتقدمة وفق

غموض المعايير".

2.5، قدم مشروع تكامل نوعين من وثائق العطاءات القياسية، الأولى تخص التعاقدات التي تقل قيمتها عن 2018وفي عام

ردستان هذه مليون دولار والثانية للخدمات غير الاستشارية. وقد اعتمدت وزارتا التخطيط في الحكومتين الاتحادية واقليم ك

الوثائق.

وبالإضافة الى تغيير الاجراءات، قام مشروع تكامل بتقليل الفترة الزمنية اللازمة لكل مرحلة من مراحل العملية. ففي السابق،

ن استغرق تحليل وثائق العطاءات واعدادها فترة تتراوح بين ثلاثة وستة أشهر، وقد تم اختزال هذه الفترة الى ما لا يزيد عن ثلاثي

يوما في حين يتم فتح مظاريف العطاءات خلال ثلاثة ايام بعد الموعد النهائي لإرسال العطاءات. ومنذ ذلك الحين، اصبحت وثائق

مشروع 49أحُيل 2020إلى آذار 2019تشرين الاول العطاءات القياسية جزءا اساسا في التعاقدات الحكومية. وللفترة من

م وثائق العطاءات القياسية.مليون دولار باستخدا 127بقيمة

ونقل عن السيدة سهام كاظم جابر قولها: "لقد بسطت وثائق العطاءات القياسية عمل كل من مقدمي العطاءات ومسؤولي

فقد قدمت هذه الوثائق مجموعة من المعايير الواضحة وازالت العقبات البيروقراطية كما سمحت للشركات التعاقدات والمشتريات

ؤهلة بفرصة للفوز بالمناقصات. وقد تم انجاز عدة مشاريع من التي تمت احالتها باستخدام وثائق العطاءات القياسية الصغيرة الم

في الوقت المحدد لها وبمعايير الجودة المحددة في العطاء."

ي الماضي، تمكنت من وقال عمرعميد، أحد الفائزين بعطاء حكومي بإستخدام الوثائق القياسية " أخيرا، وبعد محاولات عديدة ف

الفوز بعقد مشروع بناء مع الحكومة. لقد سرني كثيرا التحسن الذي طرأ على عمليات التقديم للعطاءات

الحكومية."


النجف احد احياءلى ملعب في ا مكب نفاياتحول تن يالمواطن شكوى

وفريق الاهالي عمل .الطلبة لصحة تهديد المدرسة الى المؤدي الطريق على النفايات مكب يشكل

.الاطفال منها يستفاد خضراء حديقة الى النفايات مكب تحويل على معا الاداء تقويم وقسم تواصل

ينقل مواطنو النجف مخاوفهم الى فريق تواصل، الذي يتألف من منظمات المجتمع المدني، والذين بدورهم يقومون بالعمل مع

اكل المجتمعية.السلطات الحكومية لايجاد حل ناجح للمش

في مركز محافظة النجف، هناك بحر من القمامة الحيوية بالقرب من احدى المدارس الابتدائية في الحي العسكري، وهي من الاحياء

التي تغطي قطعة ارض متروكة. وبمرور الزمن، استمر اهالي هذه المنطقة رمي القمامة حتى جاء اليوم الذي اصبح فيه المكان مكبا

نفايات.دائما لل

اشتكت نرجس علي، وهي ام لاربعة اطفال وتسكن في الحي العسكري، متذمرة "الرائحة الكريهة وسرب الذباب من مكب النفايات

لا يطاق. لسوء الحظ، كان مكب النفايات هذا يقع على طول الطريق المؤدي الى المدرسة حيث كان اثنان من اولادي يدرسون. قرر

لمنطقة القيام بشيء ما، لذا اجتمعنا وتحدثنا الى السيدة زهراء لمساعدتنا في حل المشكلة".اولياء الامور في هذه ا

احدى منظمات المجتمع المدني، وهي عضو في فريق تواصل في النجف. فريق -زهراء الموسوي، هي رئيسة منظمة الشمس

مة المحلية لمعالجة شكاوى المواطنين. تقول تواصل هو تشكيل شبه رسمي تم تنظيمه من قبل مشروع تكامل ويعمل مع الحكو

كانت القضية الرئيسة هي عدم وجود تواصل بين الدائرة المختصة بتقديم الخدمات الحكومية والمجتمع. لقد طلبنا من “زهراء

لة.مشروع تكامل لتيسيير عقد اجتماع بين الجهات الحكومية ومنظمات المجتمع المدني لتنسيق الجهود في حل هذه المشك

، وبدعم من مشروع تكامل، قام قسم تقويم الاداء في النجف وفريق تواصل بوضع خطة عمل وعقد ندوة 2019في كانون الثاني

جماهيرية في الحي العسكرى لمناقشة تنظيف الموقع وتشجيع التخلص السليم من النفايات بين السكان. بعد ذلك، قامت الفرق مجتمعة

ثم وسعوا حملة التنظيف الى ست مدارس في الحي العسكري. كما شاركت في هذه الحملات كل من بتنظيف موقع مكب النفايات.

مديرية الصحة وجامعة الكوفة وادارة العتبة العلوية الذين ساهموا بمواد اعلامية وشتلات ونباتات ووجبات للمتطوعين.

ر بملعب جميل لاطفالنا. تقوم مجاميع المساءلة بزيارة المنطقة "الآن تم استبدال الموقع قبيح المنظواردفت السيدة نرجس علي قائلة

باستمرار لضمان ان الجهود المبذولة لم تذهب سدى. والآن، جاء دورنا كمواطنين لاخذ زمام المبادرة للحفاظ على النظافة في هذه

المنطقة".


المجتمعصوت سماع

ي تعزيز كفاءة تقدي ة اساسية ف م الخدمات واعادة بناء الثقة بير الحكومة الشفافية ركير

. والمواطن

خلق انعدام وجود الشفافية في عملية تخطيط وتمويل مشاريع الخدمات العامة ضبابية بين الحكومة والمواطن خاصة

التي ليس لها القدرة للوصول الى الخدمات والمعلومات وصوتها غير مسموع. الهشةفي المجتمعات

من خلال العمل مع الشركاء الحكوميين في بابل وواسط تعزيز مبدأ الشفافية من خلال تشكيل شجع مشروع تكامل

لجان معنية بالوصول الى المعلومات بقيادة منظمات المجتمع المدني وتقوم بتنفيذ مجموعة موحدة من التوجيهات التي

المواطنين من الوصول الى معلومات تعزز من امكانية وصول المواطن للمعلومات. مكنت هذه المنصات والتوجيهات

الدوائر الخدمية المتعلقة بالميزانية السنوية وتكاليف المشاريع الخدمية والجداول الزمنية للمشاريع.

رحبت نجاة الوائلي رئيسة مؤسسة افاق لدعم المرأة بهذه المبادرة وأشارت ان "منظمات المجتمع المدني تعد حلقة

كومة المحلية ووجود حق الوصول الى المعلومات يعد خطوة أولى مهمة في زيادة شفافية الوصل بين المواطن والح

حكومة واسط المحلية."

أكد حمزة صالح الزركاني احد صحفي محافظة واسط على وجود تحسن في قدرته على الوصول الى المعلومات "في ما

الخدمية وذلك بسبب الحساسية المتعلقة بنقل اي مضى كنت اواجه تحديات من اجل الحصول على معلومات من الدوائر

معلومات تخض مشاريع الخدمات العامة. بعد العمل الذي قام به مشروع تكامل مع مكتب محافظ واسط لأطلاق برنامج

الوصول الى المعلومات أصبح هناك الية وارشادات من خلالها يمكنك زيارة اي دائرة وجمع المعلومات وهذا بعد تقديم

يتم الرد عليه بفترة اقل من عشرة ايام." طلب

التعليقات العامة على المعلومات التي ستشاركها. تعمل منظمات المجتمع تعهدت الحكومة المحلية في محافظة بابل بقبول

المدني في بابل وواسط مع الشركاء الحكوميين لتنفيذ هذه التوجيهات الجديدة وجعل المعلومات متوفرة بصورة افضل

سع للمواطنين مما يساهم في تحسين العلاقة بين الحكومة والمواطنين.وأو

تقود منظمات المجتمع المدني في واسط اجتماع لجنة

الوصول للمعلومات مع المواطنين


ي العراق على خط المواجهة ضد فايروس ي ف

منظمات المجتمع المدن

كورونا

، تقوم منظمات ي ي التأثير المجتمعي الى الخطوط الأمامية لمواجهة عدو غير مرن

انتقالا من دورها ف

ي بتعزيز الجهود الحكومية لحماية المواطنير من فايروس كورونا. المجتمع المدن

وفي حين اجتاح الوباء جميع أنحاء العالم، كان العراق من أوائل البلدان التي طبقت اجراءات احترازية صارمة في جميع انحاء

واطنين من هذا الوباء النشاطات الحكومية والاجتماعية المعتادة، حيث توجهت الجهود للحفاظ على سلامة الم تالبلاد. وقد توقف

المميت. وفي مختلف المدن والأقضية قدمت منظمات المجتمع المدني خدمات مهمة لتجنب انهيار المؤسسات الصحية الهشة في

العراق.

وقد وضع مشروع تكامل المجتمع المدني ضمن الأسس لجهوده لبناء الحكم الرشيد بين وحدات الحكومات المحلية في جميع أنحاء

شبه ق. ودرب المشروع منظمات المجتمع المدني لتصبح شريكة فعالة ومناصرة في مجال تقديم الخدمات وجعلها جهاتالعرا

المحافظات والأقضية والتي قام مشروع تكامل بتشكيلها. وما ان بدأ الوباء بالانتشار حتى كانت منظمات المجتمع المدني رسمية في

طوعين جاهزة للعمل.بعامليها المجتمعيين وجيوشها من المت

وادراكا منها لتأثيرها المجتمعي، طلب محافظ البصرة من منظمات المجتمع المدني الاستمرار ان تقوم باجراء حملات توعية

وتثقيف صحي كما دعتها السلطات المحلية لتكون جزءا من خلايا الأزمة المشكلة لهذا الغرض. ومن جانب آخر، قام مشروع تكامل

المركز المشترك للرصد والتنسيق للسماح لمنظمات المجتمع المدني للقيام بحملات التعفير والاغاثة الخاصة بها. " طلب بالتنسيق مع

منا قائمقام القضاء ان نكون جزءا من الجهد الجماعي لمكافحة وباء كورونا وفي صدد هذه المهمة الحساسة، وقف مشروع تكامل

سواء بالتدريب على تقنيات المناصرة في حملاتنا، وتنسيق تحركاتنا، وتسهيل التعاون مع الى جانبنا في جميع خطوات مسيرتنا،

، تقول رقية محمود، رئيس منظمة السرور.“الجهات المعنية

وقد عمل المتطوعون على التحرك بين المنازل وتوزيع المواد التثقيفية ومعدات الوقاية الشخصية والمعقمات. كما قاموا بتعفير

ير الاحياء السكنية والمرافق العامة. كما تعلموا صناعة الكمامات الواقية عند نفادها من الاسواق. وقام المتطوعون بتوزيع وتطه

المستلزمات الغذائية هدفا لنشر الأمل والبهجة في أوساط الفئات الهشة. وفي أغلب الحالات، اعتمدت هذه المنظمات على التمويل

الذاتي.

قائمقام، بدأنا بإنتاج الكمامات الواقية للعاملين الصحيين وأفراد الشرطة والمواطنين. كما قمنا بتعبئة منظمات "بناء على طلب ال

المجتمع المدني الأخرى مثل ملتقى الزبير للشباب والرياضة وورشة الزبير النسوية للخياطة والتطريز للمساعدة في جهودنا. وقد

منا بتقديم منتجاتنا الى مركز قضاء البصرة والهارثة." تقول هنادي، رئيسة منظمة درر العراق. انتجنا بالفعل ما يزيد عن حاجتنا وق

"وقد استخدمنا منصة التواصل التي انشأها مشروع تكامل لنا وقمنا بتنظيم وتوزيع العمل فيما بيننا لتجنب التداخل والتكرار في

لمشورة مشروع تكامل حول خططنا، حيث قام المشروع بتوجيهنا خلال الجهود مع منظمات المجتمع المدني الأخرى. وقد سعينا

منظمة 16جميع المراحل وبكل وسيلة ممكنة"، يقول محمد الأسدي، مؤسس جميعة الهمة. وفي محافظة البصرة تعمل اكثر من

للمجتمع المدني شريكة لمشروع تكامل بفعالية في جهود ادارة الأزمة الصحية.


ANNEX 6: CONTRACT DELIVERABLES

Weekly Progress Reports Weekly USAID approval not needed

Weekly Political and Security

Report

Weekly USAID approval not needed

Quarterly Report FY20 Q-1 February 7, 2020 Approved

Task Orders 1 and 3 Monthly

Report

Monthly USAID approval not needed

Task Orders 1 and 3 Work Plan Monthly USAID approval not needed

Task Order 4 (NIFI) Weekly

Report

Weekly USAID approval not needed

Task Order 4 (NIFI) Monthly

Report

Monthly USAID approval not needed

Task Order 4 (NIFI) Ninewa

Investment Forum Final Report

January 5 USAID approval not needed

Task Order 4 (NIFI) Semi Annual

Progress Report

February 26 USAID approval not needed

TO5 ADV Weekly Report Weekly USAID approval not needed

DELIVERABLE TITLE SUBMISSION DATE STATUS


ANNEX 7: QUARTERLY SUB-ACTIVITY REPORT

DATE ACTIVITY TITLE PROVINCES MINISTRY/SECTOR WP RESULT

02 Jan A-BAG-0138-E025

Conduct Public Women Forum in Al Mohandiseen/3

Neighborhood in Hilla City in Babil province Babil Citizens 3.1.3

05 Jan A-BAG-0138-E026

Conduct culture dissemination campaign to encourage

citizens to pay water fees and reduce the water consumption Najaf Citizens 3.1.3

05 - 07 Jan A-BAG-0153-E002

Discussing TO-BE model and BPR new form for five

functions for Anbar Water in Sulaimaniya Sulaimaniya PG 1.1.1

05 - 08 Jan A-BAG-0162-E005 IDMS workshop Erbil NGA 2.4.1

07 - 08 Jan A-BAS-0016-E003

BPR Workshop to prepare the action plan for

implementation Erbil PG 1.1.1

07 - 08 Jan A-BAS-0017-E003

BPR Workshop to prepare the action plan for

implementation in Erbil Erbil PG 1.1.1

07 Jan

A-EBL-0094-E001

Roundtable discussion meeting with CSOs and PC in

Sulaimaniya City and with the relevant parties to discuss the

NGOs Law in KRI.

Sulaimaniya CSO 3.1.1

08 - 09 Jan A-BAG-0191-E003 Survey Designing Workshop Erbil CSO 3.2.4

09 Jan A-BAG-0138-E027

Conduct Cleaning Campaign and Behaviour Cahnge

Communication in Hay Al Mohandiseen/3 in Hilla city - Babil Babil Citizens 3.1.3

11 Jan A-BAG-0138-E028

Cleaning and culture dissemination in al-Nidaat neighborhood

in Najaf province Najaf Citizens 3.1.3

12 - 14 Jan A-BAG-0129-E030

Training on the upgraded organization structure of

Municipality and Municipalities directorates Erbil PG 1.2.1



12 - 14 Jan A-EBL-0054-E015 Standard Bidding Documents of small works Sulaimaniya PG 1.1.3

13 - 15 Jan A-BAG-0131-E024 Consultancy Service Projects Workshop Erbil PG 1.1.3

13 - 16 Jan A-BAG-0131-E025 COMSEC Procurement Workshop Erbil NGA 1.1.3

13 - 14 Jan A-BAG-0161-E001

Enhance the coordination mechanism among service provider

and crises cell Erbil PG 3.2.2

14 Jan A-EBL-0094-E002

Roundtable discussion with CSOs and PC to discuss the

NGOs Law in KRI Erbil CSO 3.1.1

15 - 16 Jan A-BAG-0129-E031

Training to the selected provinces on the upgraded

organization structure of Water directorate Erbil NGA 1.2.1

15 Jan A-BAG-0138-E024

Cleaning campaign and culture dissemination for al-Sekak

neighborhood in Basrah Basrah Citizens 3.1.3

18 Jan A-BAG-0135-E020

Conduct awareness campaigns in Anbar city to reduce the

time and the resources required to keep areas clean Anbar Citizens 1.2.2

18 - 19 Jan A-BAG-0145-E004

Training for change agents on change management and

organizational structures - Group 1 Erbil CSO 4.1.1

19 - 21 Jan A-EBL-0054-E016 SBD of Non-Consultancy services - Dahuk Dahuk NGA 1.1.3

20 - 22 Jan A-BAG-0131-E029 Pilot projects workshop for selected provinces Erbil NGA 1.1.3

20 - 21 Jan A-BAG-0140-E010

Workshop on disseminating the culture of accountability &

transparency Sulaimaniya CSO 3.2.3

20 - 21 Jan A-BAG-0145-E005





20 Jan A-BAG-0164-E003 Hearing Session in Ninewa Plains – Tlkeef district Ninewa Citizens 3.1.3

20 - 21 Jan A-BAG-0181-E006

Meeting with Ramadi Municipality and visiting the transfer

station Anbar PG 1.2.14

20 - 22 Jan A-BAG-0206-E004 AFAD HR training Erbil NGA 2.1.2

21 Jan A-EBL-0094-E003


NGOs Law in Duhok Dahuk CSO 3.1.1

22 - 23 Jan A-BAG-0145-E006



22 Jan A-BAG-0164-E004 Hearing Session in Ninewa Plain ( Hamdania District) Ninewa Citizens 3.1.3

23 Jan A-BAG-0147-E011

Stakeholder Mapping Training for Wasit and Basra PPDC,

AFAD, PED, PWED and CSO Offices Erbil PG 3.2.1

23 Jan A-BAG-0164-E005

Hearing session in Ninewa Plains (Shikhan & Bashiqa

Districts) Ninewa Citizens 3.1.3

23 - 25 Jan A-BAG-0206-E005 AFAD HR training - Group 2 Erbil NGA 2.1.2

26 - 28 Jan A-BAG-0206-E007 AFAD HR Training Erbil NGA 2.1.2

27 - 28 Jan A-BAG-0140-E011

Workshop on disseminating the culture of Accountability and

Transparency Sulaimaniya CSO 3.2.3

27 - 28 Jan A-BAG-0181-E008 Meeting with Ninewa Municipalities Ninewa PG 1.2.14

27 Jan A-EBL-0055-E005 Introducing the final BPR report for all KRI provinces Erbil NGA 1.1.1



29 - 30 Jan A-BAG-0206-E006 Preparing Annual Final Accounts and Financial Statement Basrah PG 2.1.2

29 - 31 Jan A-BAG-0206-E009 AFAD HR training Erbil NGA 2.1.2

29 Jan A-EBL-0095-E001 Access to finance Workshop for Ninewa SMEs Erbil SMEs TO4-2.5

02 - 04 Feb A-BAG-0130-E025 Workshop for Secretariat for PPDCs Erbil PG 1.1.2

02 - 03 Feb A-BAG-0207-E001 Advocacy training to coalition members - CSOs Erbil CSO TO5-2.2

02 - 06 Feb A-EBL-0054-E017 ToT refresher workshop Dahuk NGA 1.1.3

04 - 05 Feb A-BAG-0138-E031 Basrah Ta’awun team workshop Erbil Citizens 3.1.3

04 Feb A-BAG-0141-E019

Ninewa awareness Campaign -

#DontSayItIsNotMyResponsibility Ninewa Citizens 3.1.2

04 - 05 Feb A-BAG-0206-E010

Preparing Annual final accounts and annual financial

statements Babil PG 2.1.2

04 Feb A-EBL-0095-E004 Business planning and financial facilitation workshop Ninewa ؛Private Sector TO4-2.5

05 Feb A-BAG-0206-E008 AFADs archiving accounting files Baghdad PG 2.1.2

05 - 06 Feb A-BAG-0207-E002 Advocacy training for coalition members - youth and media Erbil CSO TO5-2.2

05 Feb A-EBL-0094-E004


NGOs Law in Halabja Halabja CSO 3.1.1

08 - 10 Feb A-EBL-0095-E002 Financial literacy training for women entrepreneurs Erbil entrepreneurs TO4-2.5

09 - 11 Feb A-BAG-0131-E030 Water bidding analysis workshop Erbil NGA 1.1.3



09 - 10 Feb A-BAG-0207-E003

Advocacy training to coalition member - religious and tribal

leaders Erbil Citizens TO5-2.2

12 - 13 Feb A-BAG-0207-E004 Advocacy training for coalition members- GOI Erbil NGA TO5-2.2

13 - 14 Feb A-BAG-0137-E006

Capacity building for the newly established units for Al-

Hamadaniya mayor office Erbil PG 1.2.9

13 Feb A-BAG-0138-E029

Culture dissemination in al-Hashimyah district in Babil

province Babil Citizens 3.1.3

13 Feb A-BAG-0138-E032

Change behavior and cleaning campaign in Najaf province in

Hay Al-Askri Najaf Citizens 3.1.3

16 - 17 Feb A-BAG-0207-E005 Advocacy training to coalition members - MPs Erbil NGA TO5-2.2

16 - 19 Feb A-EBL-0060-E002 Situational assessment for MOLSA Erbil NGA 2.1.1

17 Feb A-BAG-0136-E013 Coordination mechanism orientation workshop Erbil NGA 3.1.1

17 Feb A-BAG-0138-E030

Cleaning campaign and culture dissemination in al-Dir - hay

al-Hakim neighborhood Basrah Citizens 3.1.3

17 - 19 Feb A-BAG-0140-E012

Enhance Coordination & build the capacity of citizen service

desks Sulaimaniya PG 3.2.3

17 - 18 Feb A-BAG-0182-E001

Landfill operation training for Mosul Municipality and Ninawa

Municipalities Erbil PG 1.2.15

17 - 19 Feb A-BAS-0026-E002

Service delivery training for members of Basrah Water

Management Committee Erbil PG 1.3.3

18 Feb A-BAG-0136-E014 Coordination mechanism Orientation workshop Erbil NGA 3.1.1



18 - 21 Feb A-EBL-0060-E003 Situational assessment for MOLSA Dahuk NGA 2.1.1

19 Feb A-BAG-0136-E015 Coordination mechanism orientation workshop Erbil NGA 3.1.1

20 Feb A-BAS-0019-E001 Workshop on developing a Responsive Emergency Plan Erbil PG 1.4.2

21 - 22 Feb A-BAG-0186-E003

Hamdaniya district citizen’s service delivery and investment

priority survey Ninewa PG 2.1.6

23 - 25 Feb A-BAG-0206-E011

Training on Preparing Annual Final Accounts and Financial

Statements Erbil PG 2.1.2

23 - 27 Feb A-EBL-0060-E004 Situational assessment for MOLSA Sulaimaniya NGA 2.1.1

23 Feb A-EBL-0093-E002 Training needs assessment - Sulaimaniya Sulaimaniya PG 1.1.3

24 Feb A-EBL-0093-E003 Training needs assessment - Halabja Halabja PG 1.1.3

25 - 26 Feb A-BAG-0141-E022 Communication Manual workshop Erbil PG 3.1.2

25 - 26 Feb A-BAG-0182-E002 Landfill operations training for Anbar in Baghdad Baghdad PG 1.2.15

25 Feb A-EBL-0093-E004 Training needs assessment - Erbil Erbil PG 1.1.3

26 Feb A-EBL-0093-E005 Training needs assessment - Dahuk Dahuk PG 1.1.3

27 Feb A-EBL-0095-E006

Development of a one-page business plan (Lean Canvas) for

women entrepreneurs Ninewa entrepreneurs TO4-2.5

29 Feb - 05

Mar A-EBL-0093-E006 ToT for procurement and contracting personnel – KRG Erbil PG 1.1.3



01 Mar A-BAG-0141-E011 #BaghdadIsMyResponsibility Baghdad Citizens 3.1.2

01 Mar A-EBL-0104-E001

Capacity and Consensus building for Public Private

Partnership (PPP) policy Erbil PG 1.3.2

02 Mar A-BAG-0141-E010 Baghdad SWM campaign #LetsKeepItClean Baghdad Citizens 3.1.2

03 - 05 Mar A-BAG-0212-E001 Enhancing skill in domestic violence - CSOs and Youth Erbil CSO TO5-3.2

03 Mar A-EBL-0095-E005 Tamkeen Zero-Interest loan workshop Ninewa entrepreneurs TO4-2.5

04 - 05 Mar A-BAG-0182-E003

Landfill operation training for Basrah Municipality and Basrah

Municipalities Basrah PG 1.2.15

07 - 09 Mar A-BAG-0131-E031 Consultancy services workshop Erbil NGA 1.1.3

08 - 09 Mar A-BAG-0182-E004

Landfill operation training for Babil Municipality and Babil

Municipalities Baghdad PG 1.2.15

09 - 11 Mar A-BAG-0212-E002 Enhancing skills in domestic violence – GOI members Erbil CSO TO5-3.2

09 - 10 Mar A-BAS-0019-E002 Basrah Water Crisis Plan - Inputs from CSOs and SAG Erbil CSO 1.4.2

09 - 10 Mar A-EBL-0049-E003 Situational Assessment for financial audit process in MOLSA Erbil PG 2.1.1

19 Mar A-EBL-0095-E008 Social Media Marketing - Module 1 Erbil entrepreneurs TO4-2.5

26 Mar A-EBL-0095-E009 Risk Management for small and medium enterprises SMEs Erbil entrepreneurs TO4-2.5

26 Mar A-EBL-0095-E010

Social Media Marketing – Module 2: How to develop and

boost a Facebook Ad Post Erbil entrepreneurs TO4-2.5



29 Mar A-EBL-0095-E012

Business planning using Lean Canvas tool for women

entrepreneurs Erbil entrepreneurs TO4-2.5

31 Mar A-EBL-0095-E011 Business plaining using the Lean Canvas tool Erbil entrepreneurs TO4-2.5


ANNEX 8: QUARTERLY MEDIA COVERAGE

DATE IGPA ACTIVITY TITLE OR DESCRIPTION POSTED BY LINK(S)

Jan 1 Implement assistance

packages for Civil

Society Organizations

(CSO)

IGPA/ Takamul held a two-day workshop for 30

CSOs to introduce and disseminate the concepts

of the CSOs Coordination Mechanism and the

Law No. 12 of 2010 as amended for CSOs in

Basrah and Ninewa.

Al Rasid Center for Human Rights Al Rasid Center for Human Rights

Jan 1 Al Rasid center held a meeting in its office to

follow up the workshop held by IGPA/Takamul on

providing technical support for PEDs. At the

meetings, plans have been set for CSOs to follow

up the monitoring of the government

performance.

Al Rasid Center for Human Rights Al Rasid Center for Human Rights

Jan 2 Babil Tawasul held a forum to discuss the main

challenges of water and municipal services.

Ekhlas al Sultani Ekhlas al Sultani

Jan 2 IGPA/Takamul held a workshop on for Baghdad PEWD

to come up with an integrated work mechanism in

cooperation with PPDC and PED.

Baghdad PWED Baghdad PWED

Jan 2 Strengthening public

outreach and

engagement

Al Shaab Municipality Directorate campaigned in a

primary school, distributing brochures, flyers to raise

students’ awareness over trash collection.

Municipality Awareness Department Municipal Awareness Department


outreach and

engagement

Al-Kadhimya Municipality Directorate campaigned in a

kindergarten, distributing brochures, flyers to raise




outreach and

engagement

Al-Ghadeer Municipality Directorate campaigned in a

primary school, distributing brochures, flyers to raise



Jan 2 Babil Tawasul held a forum to discuss the main

challenges of water and municipal services.

Omaima Organization for Human

Rights

https://www.facebook.com/permali

nk.php?story_fbid=274643295877

9039&id=962347520520934 Jan 10

A meeting held between Mosul Municipality, water

directorate and IGPA/Takamul representatives in

Ninewa to discuss solid waste management mechanisms

and awareness campaigns planned for the governorate

PED Ninewa PED Ninewa

Jan 11 Strengthening the public

procurement system for

water and solid waste

services at the federal

and local level

IGPA/Takamul held a two-day workshop for SAG on

drafting two designs of surveys for water and SWM

services in Erbil

Luay Yaddago Luay Yaddago

https://www.facebook.com/permalink.php?story_fbid=2289691468000769&id=1545666372403286

https://web.facebook.com/permalink.php?story_fbid=2289719397997976&id=1545666372403286


https://web.facebook.com/permalink.php?story_fbid=1480715745425778&id=958786610952030

https://web.facebook.com/alwae.ab.iq/posts/2479311105620581



https://www.facebook.com/NinevehEvaluation/posts/559345467994159

https://www.facebook.com/eng.Luay.yaddago/posts/2716938718387664



outreach and

engagement

IGPA/Takamul in cooperation with Najaf Municipalities

organized a solid waste awareness campaign

Ali Alhussaini Ali Alhussaini


outreach and

engagement

IGPA/Takamul in cooperation with Najaf Municipalities

organized a solid waste awareness campaign

Najaf Municipality Najaf Municipality


outreach and engagement

Amanat Baghdad/municipality awareness department

conducted a cleaning awareness campaign (Baghdad is

my responsibility) in Ibdaa elementary school

(#IGPA/Takamul).

Municipality Awareness Department Municipality awareness

department


outreach and

engagement



my responsibility) in Al-Aqmar kindergarten

(#IGPA/Takamul).


department


outreach and

engagement


organized in MOE workshop about (Baghdad is my

responsibility) campaign to present its goals and

mechanism (#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Haraa elementary school

(#IGPA/Takamul).


department


outreach and

engagement



my responsibility) to neighborhood citizens in Al-Sadr

(#IGPA/Takamul).


department


outreach and

engagement



my responsibility) to passing by cars in Green Zone

(#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Zohoor Al-Amal kindergarten

(#IGPA/Takamul).


department


outreach and

engagement

Amanat Baghdad/municipality department conducted a

cleaning awareness campaign in Bilat Al-Shuhadaa'

health center


department


outreach and

engagement


cleaning awareness campaign for passing by vehicles

(#IGPA/Takamul).


department


outreach and

engagement

IGPA/Takamul in cooperation with Basrah Municipality

conducted a solid waste awareness campaign

Ihna Al-Basrah Ihna Al-Basrah


https://www.facebook.com/baladea.alnajaf/posts/1490513287769564

https://www.facebook.com/alwae.ab.iq/posts/2489184927966532


















https://www.facebook.com/100033977806605/videos/190477145428211/



outreach and

engagement

IGPA/Takamul in cooperation with Basrah Municipality

conducted a solid waste awareness campaign

Basrah Municipality Media Basrah Municipality Media


outreach and

engagement

UIMS shared a video about its project with multiple

NGOs including IGPA/Takamul project

Saad Shaker Saad Shaker


outreach and

engagement

UIMS shared a video about its project with multiple

NGOs including IGPA/Takamul project

UIMS UIMS


outreach and

engagement



my responsibility) in Alzubaidiya elementary school

(#IGPA/Takamul).

Municipality Awareness Department Municipality Awareness

Department


outreach and

engagement



my responsibility) in Ajial Alghad kindergarten

(#IGPA/Takamul).


Department


outreach and

engagement



my responsibility) in Sinbad kindergarten

(#IGPA/Takamul).


Department


outreach and

engagement



my responsibility) in Fajr Al-Islam elementary school

(#IGPA/Takamul).


Department


outreach and

engagement


cleaning awareness campaign in Al-Andalus elementary

school.


Department


outreach and

engagement



my responsibility) in Dijla elementary school

(#IGPA/Takamul).


Department


outreach and

engagement

IGPA/Takamul in cooperation with Provincial Evaluation

and CSOs departments, organized a solid waste

awareness campaign in Ramadi

Mohamed Ameen Mohamed Ameen


outreach and

engagement




Amer Alalwani Amer Alalwani


outreach and

engagement




CSOs department CSOs department


outreach and

engagement



my responsibility) in Aldora area (#IGPA/Takamul).

Municipality Awareness Department

Municipality Awareness

Department

https://www.facebook.com/basrabaladya/posts/1068142676862666

https://www.facebook.com/UIMSIRAQ/videos/1060760114262777/

https://www.facebook.com/UIMSIRAQ/videos/1060760114262777/













https://www.facebook.com/wwamaemohmedsi/posts/2631849403811283







outreach and

engagement

IGPA/Takamul organized a session in Ninewa for the

governorate to listen to citizens water and sewerage

service delivery concerns

Ninewa Governorate Media Ninewa Governorate Media


outreach and

engagement

IGPA/Takamul organized a women's forum session in

Telkeif/ Ninewa for officials listen to citizens water and

sewerage service delivery concerns



outreach and

engagement



my responsibility) in Atika elementary school

(#IGPA/Takamul).


Department


outreach and

engagement



my responsibility) in Alnahreen kindergarten

(#IGPA/Takamul).


Department


outreach and

engagement



my responsibility) in Alsadr city, district two

(#IGPA/Takamul).



Department


outreach and

engagement



my responsibility) in Alshaheed Abdulsala health center

(#IGPA/Takamul).



Department


outreach and

engagement



my responsibility) in Alwasitee elementary school

(#IGPA/Takamul).



Department


outreach and

engagement




Raad Naser Raad Naser


outreach and

engagement




Basim Bello Basim Bello


outreach and

engagement




Women and Children Department Women and Children Department

Jan 21 Amanat Baghdad/municipality awareness department


my responsibility) in Alhuria health

center(#IGPA/Takamul).


Department


outreach and

engagement



my responsibility) in Almashae'l elementary school

(#IGPA/Takamul).


Department


outreach and

engagement




department













https://www.facebook.com/raad.naser.9/posts/2949716078381925

https://www.facebook.com/basim.bello/posts/2633577180030010









my responsibility) in Alghadeer district

(#IGPA/Takamul).


outreach and

engagement



my responsibility) in Albustan kindergarten

(#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Alshaab district (#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Alshaheed Abdulsala health center

(#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Farazdaq elementary school

(#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Dafar elementary school

(#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Saraya elementary school

(#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Albaha kindergarten

(#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Albonook private hospital

(#IGPA/Takamul).


department


outreach and

engagement




Unified response team Unified response team


outreach and

engagement


Alhamdaniya/ Ninewa for officials listen to citizens

water and sewerage service delivery concerns

Isam Bihnam Isam Bihnam


outreach and

engagement


Alhamdaniya/ Ninewa for officials listen to citizens

water and sewerage service delivery concerns


Feb 02 Strengthening public

outreach and

engagement



my responsibility) in Shula neighborhood

(#IGPA/Takamul).


department


















https://www.facebook.com/fula.isam/posts/2541303402814667






outreach and

engagement



my responsibility) in Shaab neighborhood

(#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Al-Sadr neighborhood

(#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Saif Aldawla elementary school

(#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Worood Al-Jannah kindergarten

(#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Jood Al-Jawad kindergarten

(#IGPA/Takamul).


department


outreach and

engagement


conducted held a meeting with community police and

sheikhs of Al-sadr city 2 to discuss issues effecting

services in the district (#IGPA/Takamul).


department


outreach and

engagement

IGPA/Takamul in cooperation with Mosul municipality

and its directorates launched a water conservation

campaign in different city neighborhoods

Mosul Municipality Mosul Municipality


outreach and

engagement

IGPA/Takamul in cooperation with Mosul municipality

and its directorates launched a water conservation

campaign in different city neighborhoods

MNC MNC

Feb 04 Development of platform

to increase local

government

accountability through

the implementation of

citizen feedback tools

IGPA/Takamul conducted a two-day workshop to

present and discuss the integration mechanism of

receiving complaints, complaints classification for

Baghdad, Babil and Ninewa.

Iraqi institute for civil development Iraqi institute for civil development


outreach and

engagement



my responsibility) in Rawdat Al-Safa kindergarten

(#IGPA/Takamul).


department


outreach and

engagement

Amanat Baghdad/Municipality Awareness Department


my responsibility) in Rusafa, Adamhiya, Dora, and al-Sadr

2 neighborhoods (#IGPA/Takamul).


department











https://www.facebook.com/Municipalities.Nineveh/posts/1041548326244946

https://www.facebook.com/iraqiinstution/posts/2637775896468285?__tn__=-R



https://www.facebook.com/alwae.ab.iq/videos/165905878167510/




outreach and

engagement

IGPA/Takamul held a session about strengthen social

accountability mechanisms in local government in

Ninewa

Terkal foundation for women and

children Terkal foundation for women and

children


to increase local

government




IGPA/Takamul held a session about strengthen social

accountability mechanisms in local government in

Ninewa

Ninewa Research Center Ninewa Research Center


to increase local

government




(Baghdad is my responsibility) session held in al-Rusafa

municipality for Shiekhs, civil police, and citizens to

discuss way of enhancements for service delivery


department

Feb 10 Develop tailored BDS

Training Modules for

Selected Businesses

Twenty-four women from Ninewa, Erbil, Dahuk, and

Sulaimaniya participated in IGPA/Takamul Ninewa

Investment Facilitation Initiative (NIFI) workshop on

Financial Literacy for Women Entrepreneurs on Feb. 8-

10 in Erbil

KirkukNow-Arabic KirkukNow-Arabic


to increase local

government




IGPA/Takamul team in Anbar visited head of NGOs

Affairs Department, Omar Aluhaibi to discuss the

means of cooperation and upcoming programs for

Fallujah district

NGOs affairs Dept./ Governor Office NGOs affairs Dept./ Governor

Office


outreach and

engagement



my responsibility) in Al-Karkh neighborhood, district 210

(#IGPA/Takamul).


Department


outreach and

engagement

IGPA/Takamul team met officials in al-Karrada

Municipality Directorate to discuss awareness

campaigns role in enhancing service delivery to citizens


Department


outreach and

engagement

IGPA/Takamul team met officials in Municipality

Directorate’s Awareness Separtment to extend

Baghdad is my responsibility campaign in new areas in Al-

Kharkh


Department

Feb 11 Develop Tailored BDS

Training Modules for

Selected Businesses

Twenty-four women from Ninewa, Erbil, Dahuk, and

Sulaimaniya participated in IGPA/Takamul Ninewa

Investment Facilitation Initiative (NIFI) workshop on

Financial Literacy for Women Entrepreneurs on Feb. 8-

10 in Erbil

Radio Alghad Radio Alghad

Feb 11 IGPA/Takamul attended Anbar Governor’s Meeting to

discuss way of cooperation and plans during 2020

regarding civil society development.

NGO Dept./ Anbar Governor Office NGO Dept./ Anbar Governor

Office



https://www.facebook.com/centernccr/posts/1335611406640098



https://www.facebook.com/Kirkuknow/posts/2848424878555500











Feb 11 IGPA/Takamul attended Anbar Governor’s Meeting to

discuss way of cooperation and plans during 2020

regarding civil society development.

Hona Al-Anbar Channel Hona Al-Anbar Channel


outreach and

engagement



my responsibility) in Shula, Kadhimya and Al-Ghadeer

neighborhood (#IGPA/Takamul).


Department

Feb 16 Provide focused

advocacy training to

coalition members

IGPA/Takamul (TO5) held a two-day advocacy training

to coalition members in Erbil

Ahmed Alsahafi Ahmed Alsahafi



coalition members



Mahasen Hamdoon Mahasen Hamdoon



coalition members



Intesar Al-juboori Media Intesar Al-juboori Media


outreach and

engagement



my responsibility) in Shula, Kadhimya and Al-Mansour

neighborhood (#IGPA/Takamul).


department


outreach and

engagement



my responsibility) in Shula, Kadhimya and Al-Rasheed, Al-

Dora, Al-Adamiya, and Al-Sadr neighborhoods

(#IGPA/Takamul).


department

Feb 19 Implement assistance

packages for Civil Society

Organizations (CSO)

IGPA/Takamul held to introduce the staff of the newly

established CSOs offices in Basrah and Anbar provinces

with the coordination mechanism and their roles and

responsibilities.

CSOs department – Anbar Governor

Office CSOs department – Anbar

Governor Office


outreach and

engagement

Heet municipality conducted solid was campaign by

distributing pins and brochures for schools

Anbar Municiplities Directorate Anbar Municipalities Directorate


outreach and

engagement

IGPA/Takamul conducted solid waste management

training for specialists from Anbar in Almahmodiya,

Baghdad

Recycling factory/ Al-Mahmodiya Recycling factory/ Al-Mahmodiya


outreach and

engagement

Al-Amal voluntary group conducted a water

conservation campaign “drop refreshes our lives”

around Ramadi

Al-Amal voluntary group Al-Amal voluntary group


outreach and

engagement

With help from IGPA/Takamul-supported CSOs and

SAG members, Basrah Water Directorate fixes a pipe

in Al-Taweisa area

Basrah Water Directorate Basrah Water Directorate


outreach and

engagement

With help from IGPA/Takamul-supported CSOs and

SAG members, Basrah Water Directorate fixes a pipe

in A-Zagiri area

Basrah Water Directorate Basrah Water Directorate

https://www.facebook.com/Hona.alanbar.channel/posts/1029869250722835




https://www.facebook.com/mahasen.hamdoon.3/posts/2447352462261945

https://www.facebook.com/Entesaraljubory/posts/2482985571955854







https://www.facebook.com/baladiat.anbar/videos/875513662886974/







outreach and

engagement

IGPA/Takamul-supported SAG in cooperation with

Basrah’s Health Directorate launched “Your health is

precious to us” campaign to raise awareness about

COVID-19 virus

Volunteer with us Volunteer with us


outreach and

engagement

IGPA/Takamul-supported SAG in cooperation with

Basrah’s Health Directorate launched “Your health is

precious to us” campaign to raise awareness about

COVID-19 virus

Mohammed Majeed Mohammed Majeed

March

1

Strengthening public

outreach and

engagement

IGPA/Takamul in cooperation with Ministry of Finance

held a human resources management training in Erbil

Murtada Tumaa Murtada Tumaa

March

1


outreach and

engagement



my responsibility) in several neighborhoods

(#IGPA/Takamul).


department

March

2


outreach and

engagement



my responsibility) in several neighborhoods

(#IGPA/Takamul).


department

March

3

With IGPA/Takamul support, the Arab Women’s Legal

Network held their first meeting, titled “Supporting

justice response towards domestic violence and

violence against women cases” to discuss legal matters

regarding this subject.

Arab Women’s Legal Network Arab Women’s Legal Network

March

3

IGPA/Takamul in cooperation with Iraq’s Zero Interest

Tamkeen Initiative and the Iraqi Private Banks League

conducted a financial facilitation workshop in al-Qush,

Ninewa to 29 SMEs and entrepreneurs.

Ezidi24 Ezidi24

March

3

IGPA/Takamul in cooperation with Iraq’s Zero Interest

Tamkeen Initiative and the Iraqi Private Banks League

conducted a financial facilitation workshop in al-Qush,

Ninewa to 29 SMEs and entrepreneurs.

Ezidi24 Ezidi24

March

4

IGPA/Takamul held a workshop in Erbil to introduce

the cooperation mechanism between the provincial

government and CSOs on oversight and monitoring.

Women Empowerment Department Woman Empowerment

Department

March

5

IGPA/Takamul Project, in cooperation with Afaq

Foundation and PED in Wasit Province, conducted an

awareness campaign to raise citizen awareness on SWM

in Wasit.

Afaq Foundation Afaq Foundation

March

8

Wasit Province issued an administrivia order to form

Access to Information Committee which will help

citizens and CSOs to engage in policy formulating

planning, and decision making to provide better

services.

Afaq Foundation Afaq Foundation

March

8

Baghdad is My Responsibility Campaign is launched in

al-Shula district of Baghdad. The campaign aims at

Al-Shula Municipality Directorate Al-Shula Municipality Directorate

https://m.facebook.com/story.php?story_fbid=1358895167630645&id=476223092564528


https://www.facebook.com/MurtadaAlbukati/posts/2623613177750616





https://www.facebook.com/qanouniyat/posts/1567368013412328


https://ezidi24.com/ar/?p=27042&__cf_chl_captcha_tk__=efb445eeeed67bcb99d107994b73b0b511e9b2bb-1583341299-0-AT-ht8nKiesTCTgMCyr0wd7ASqGM91E1OcqmvQirMb8GPyuniqkxtTPaLw0l_nZ1cBhucXkxUVYDvEQp9GrwLelR23JqH4sqzBnEZ55dEnqovYbnv70vhxydQ8_t3o-tvfvIi27d0UhG9wrqtRSzFefPxwSYBl9-3OIiS6JasdCZwslksPG-bIpUUksh8fXmc37-W9HZk_5Jqv-c3c9vhU7FSdpFg0vAxslPaQ41LKo8OaSz5bzwpUrEFzZgYeg-8xGp_83g9kKobPO2QQF-KHKCV6SYUJb_0vi8UehyQHj3O9eFshGo43ACH52k-ryu1vdtXwDpQKA9qOsBJr5tGXkUHkxeYtlrTVS0SuZemSZMml4b9yQ8CpGIaOamm2j6M9FzVdXOVdVOy0CfbY23Xn7mm8o-wBgp_6zJ4JOs3bBKxKxmOS9jsqiR1spszN-2Bi4Ng1kglEXd7HrOLlQIVDI



https://www.facebook.com/afaq2010/posts/1977503165726713

https://www.facebook.com/afaq2010/posts/1978793992264297



raising citizen awareness on trach collection services.

Folder and leaflets were distributed in the campaign.

March

9

IGPA/Takamul Project, in cooperation with

Development Dimension Foundation and PED in Wasit

Province, conducted an awareness campaign to raise

citizen awareness on SWM in Wasit.

Development Dimension Foundation Development Dimension

Foundation

March

9


outreach and

engagement


al-Shula district of Baghdad. The campaign aims at

raising citizen awareness on trach collection services.

Folder and leaflets were distributed in the campaign.

Al-Shula Municipality Directorate Al-Shula Municipality Directorate

March

10


outreach and

engagement


Baghdad. The campaign aims at raising citizen awareness

on trach collection services. Folder and leaflets were

distributed in the campaign

Municipal Awareness Department Municipal Awareness Department

March

11


outreach and

engagement






March

11


outreach and

engagement






March

13


outreach and

engagement

Anbar’s Friends Organization continues to conduct an

awareness campaign about Coronavirus in Anbar.

Thaer Shukr Ali Thaer Shukr Ali

March

15


outreach and

engagement

#BaghdadIsMyResponsibility campaign is launched in





March

16


outreach and

engagement

A meeting was held in Headquarters of the 8th

general responsible of securing al-Khadimiya city area

to discuss the means of cooperation of raising

awareness about COVID-19 during the pilgrimage

visit with support of multiple organizations

(#IGPA/Takamul).


department

March

17

Through #BaghdadIsMyResponsibility campaign,


conducted a COVID-19 virus campaign in

Alzafraniya neighborhood (#IGPA/Takamul). Face

masks and gloves were distributed to the

households and shop owners.


March

17

Through #BaghdadIsMyResponsibility campaign, Baghdad

Amanat conducted a sanitation and awareness campaign

Baladyat Baghdad Baladyat Baghdad

https://www.facebook.com/DFD.iq/posts/109369684014163

https://www.facebook.com/DFD.iq/posts/109369684014163





https://www.facebook.com/Thaar82/posts/515799372661377





https://www.facebook.com/baladeat.alkarada.14/posts/635552810651896


in Zafaraniya sub-district of Baghdad. Face masks and

gloves were distributed to the households and shop

owners.

March

17

Through #BaghdadIsMyResponsibility campaign,

Baghdad Amanat conducted a sanitation and

awareness campaign in Zafaraniya subdistrict of

Baghdad. Face masks and gloves were distributed

to the households and shop owners.

Khakh Municipality Media Khakh Municipality Media

March

17

Aba’ad CSO in cooperation with IGPA/Takamul

launched a campaign to raise awareness about solid

waste management in al-Hay district, Wasit

Hamza Al-Hachami Hamza Al-Hachami

March

17

IGPA/Takamul conducted a workshop about building

CSOs capacity in Ramadi, Anbar.

Aziz Al-Ghazal Aziz Al-Ghazal

March

19

Prevention is better than cure. Omaima Organization

for Women’s Rights and partner organizations in

coordination with Babil Governorate and police

officers, lead a COVID-19 awareness campaign in al-

Imam neighborhood in Babil. Omaima applied the skills

learned from IGPA/Takamul training on planning,

communications, and oversight.

Abbas Alrikaby Abbas Alrikaby

March

24

IGPA/Takamul is supporting CSOs in northern Iraq

to promote best health practices, sanitizing public

spaces and spreading awareness about COVID-19

USAID Middle East USAID Middle East

March

25

U.S. Provides Additional Assistance to Iraq to Respond

to Novel Coronavirus COVID-19

US Consulate General in

Erbil

US Consulate General in Erbil

March

25

IGPA/Takamul is supporting CSOs in northern Iraq to

promote best health practices, sanitizing public spaces

and spreading awareness regarding COVID-19

US Consulate General in Erbil US Consulate General in Erbil

March

26

With the support of IGPA/Takamul, Afaq Organization

for Women launched awareness campaign regarding

COVID-19 in Wasit.

Haider Adnan Haider Adnan

March

26



Canada in Iraq Canada in Iraq

March

27



Ahmed Al-Zubidi Ahmed Al-Zubidi

March

28

With IGPA/Takamul’s support, an awareness campaign

was conducted in Anbar by CSO in response to

COVID-19

Omar Aluhaibi Omar Aluhaibi


https://www.facebook.com/Eng.Hamza.M/posts/2093039404175725


https://www.facebook.com/alrekbi/posts/2696668850566037

https://www.facebook.com/USAIDMiddleEast/posts/2918489308208575

https://www.facebook.com/erbil.usconsulate/posts/1126578217678196

https://www.facebook.com/erbil.usconsulate/posts/1126178781051473


https://www.facebook.com/CanadainIraqi/posts/2925797210831847

https://www.facebook.com/ahmed.alzubedy/posts/10159550795698812



ANNEX 9: TASK ORDER 3 SUBTASK 2 PROGRESS SHEETS

Objective 1 – Payroll and ePayment

Notes:

• WB funding confirmed for all eight activities shown on the table above (F2, F3, F4.a, F4.b, F4.c, F5, F6.a, F6,b)

• The timeline for the Payroll and ePayment activities will be updated when the effective date of the grant agreement is confirmed. This was expected to be in March

2020 and was pushed back with the COVID19 crisis.

• A “turnkey” approach with technical assistance, hardware, and software components will be completed by mid-April.

Bids Evaluation

ReportContract Signing

Contract

Completion

Technical &

Financial

Evaluation

Report &

Award

Recommendati

on

Date Date

2,410 1655

Technology Software 75 ICB N

Technology Hardware 30 ICB N Y

Sustainability Consulting/Trg 25 CQS N Y

Technology Hardware 400 LCS Y Y

Goods &

Services

Consulting/SW

Dev200 QCBS N Y

F4.bData Changes

and Corrections

Goods &

Services

Consulting/SW

Dev75 QCBS N N

F4.cLife Event

ChangesGoods &

Services

Consulting/SW

Dev125 QCBS N Y

Goods &

ServicesConsulting 75 QBS N N

Goods &

ServicesConsulting/Legal 75 QBS N N

Technology Software 150 QCBS N Y

Goods &

ServicesConsulting 50 QCS N N

WB Funding

Agreed

Re-baselining of Procurement Timines TBC - dependent upon execution dates as set out in Grant

Agreement

F6.a

ePayments

Strategy &

Preparation

F6.bRisk-Based

Auditing

F5 DeduplicationGoods &

Services

Consulting/SW

Dev150 QCBS N Y

N

F4.aEFPL and

Transfers

Sustainability Consulting/Trg 75 QCBS N

NF3

Regional

Process Centres

ad Contact Mgt

Goods &

Services

Consulting/SW

Dev75 QBS

QBS Y N

Payroll & ePayments

F2 Data ModellingGoods &

ServicesConsulting 75

Functional

Prequalification

(Yes/No) /PQ

Approve Date

Donor Review

Required (Y/N)

Pre/Post

ESTIMATED / ACTUAL DATES

COMMENTSTOR Prep &

Submission RFQ Issue Date

Bid Opening/

Proposals

submission

Date

Ref. No. ContractCategory of

expenditurePurchase Type

Estimated Total

Value ($ '000)

Procurement

Method


• Objective 2 - eServices

Bids Evaluation

ReportContract Signing

Contract

Completion

Technical &

Financial

Evaluation

Report &

Award

Recommendati

on

Date Date

2,535 760

Technology Hardware 30 SSS

Technology Hardware 20 LCS

Technology Software 35 SSS

Goods &

Services

Consulting/SW

Dev200 QCBS

Goods &

ServicesHardware/Repair 30 SSS

Goods &

ServicesConnectivity 20 LCS

Consulting 50

Materials 50

F9Access to

HealthcareGoods &

ServicesConsulting 100

F10eKurdistan

Strategy TBD

F11 TechzonKRG TBD

F12Company

RegistrationTBD KRG Priority

F13 Building Permits TBD

F14 Taxi Registration TBD

Technology Hardware 25

Goods &

Services

Consulting/SW

Dev50

Goods &

Services

Capacity

Development50

Prequalification

(Yes/No) /PQ

Approve Date

Donor Review

Required (Y/N)

Pre/Post

ESTIMATED / ACTUAL DATES

COMMENTSTOR Prep &

Submission RFQ Issue Date

Bid Opening/

Proposals

submission

Date

Ref. No. ContractCategory of

expenditurePurchase Type

Estimated Total

Value ($ '000)

Procurement

Method

Functional

Goods &

Services

Consulting/SW

Dev

eService Exploitation

F15

Private Sector

Pension Mgt -

Stage 1

KRG Priority

Ministry solution

Awaiting KRG budget allocation

Sustainability

100

F7Universal

Registration

F8Priority Infant

Vaccination


ACRONYMS

ADV Anti-Domestic Violence PMO Prime Minister’s Office

AFAD Administrative and Financial Affairs

Directorate

PPDC Provincial Planning and Development

Council

AMELP Activity Monitoring, Evaluation, and

Learning Plan

PPP Public-Private Partnership

BDC Business Development Center PWED Provincial Women’s Empowerment

Directorate

BPR Business Process Reengineering RFP Request for Proposal

CBI Central Bank of Iraq SAG Social Accountability Group

COM Council of Ministers SBD Standard Bidding Document

COMSec Council of Ministers’ Secretariat SDP Sectoral Development Plan

COR Council of Representatives SME Small- and Medium-sized Enterprise

CSO Civil Society Organization SOP Standard Operating Procedure

CSR Corporate Social Responsibility SOW Scope of Work

DPM Deputy Prime Minister STTA Short Term Technical Assistance

DPMO Deputy Prime Minister’s Office SWM Solid Waste Management

E&I Equality and Inclusion TOT Training-of-Trainers

GOI Government of Iraq TWG Technical Working Group

GRI Gender Resources, Inc. U.S. United States

HCCPSec Higher Commission for Coordination

among Provinces’ Secretariat

USAID United States Agency for International

Development

HRMS Human Resource Management System

ICT Information and Communication

Technology

IDP Internally Displaced Person

IFMIS Integrated Financial Management and

Information System

IGPA Iraq Governance and Performance

Accountability

IMS Identity Management System

IPP Independent Power Producer

KRG Kurdistan Regional Government

KRI Kurdistan Region of Iraq

M&E Monitoring and Evaluation

MEL Monitoring, Evaluation and Learning

MOE Ministry of Energy

MOF Ministry of Finance

MOFE Ministry of Finance and Economy

MOH Ministry of Health

MOMT Ministry of Municipalities and Tourism

MOO Ministry of Oil

MOP Ministry of Planning

MOU Memorandum of Understanding

MP Member of Parliament

NIF Ninewa Investment Forum

O&M Operations and Maintenance

PDD Public Debt Department

PEA Political Economy Analysis

PED Provincial Evaluation Department

PFM Public Financial Management

PM Prime Minister

PMF Popular Mobilization Forces