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SITUATION ANALYSIS

Project Background

In response to the 2014 conflict and crisis which broke out in Iraq because of the rise of the Islamic State

of Iraq and the Levant (ISIL), in October/November 2014, UNDP formulated the Iraq Crisis Response

and Resilience Programme (ICRRP) initially for a period of 2 years. ICRRP was then designed to

contribute to Outcomes 1,3 and 4 of 2011-2015 the UNDP Country Programme Document (CPD), and

aligned with Outcomes 1,3,5 and 6 of the 2014-2017 UNDP Strategic Plan.

Given the ongoing conflict in Iraq and at the time in the region, and the risk of escalation of these and

new conflicts, and the resulting need to respond as quickly as possible with support for the people of Iraq

and refugees from Syria, UNDP urgently began implementation of ICRRP realigning programmatic,

human and financial resources which existed within UNDP Iraq at the time, complemented with SURGE

support.

Since 2014/2015, UNDP has been at the forefront of providing stabilization, crisis response and recovery

support for the Government of Iraq, through the Funding Facility for Stabilization (FFS) and ICRRP;

ICRRP serving as the platform through which to provide emergency, early recovery and resilience

support. Implementation was initiated focusing on geographical locations which were not at the time

sufficiently supported by humanitarian clusters or agencies, and as such concentrated on the Kurdistan

Region of Iraq. Activities are implemented in close collaboration with local counterparts, as a critical basis

for ownership. UNDP has thereby strongly complemented the primarily life-saving and shorter-term

activities carried out by other partners through this multi-sectoral project strategy that has had

sustainability at its core. Accordingly, ICRRP was originally designed to cover 5 thematic areas: 1)

government coordination, 2) basic services, 3) livelihood recovery, 4) protection and 5) social cohesion,

to support the internally displaced persons, returnees, Syrian refugees and host communities.

From the time of design, and since implementation of the Programme began, the country context was

fluid, , which required ICRRP to maintain a level of flexibility that enabled it to respond to the highest

priority needs of target communities. Accordingly, with the endorsement of the ICRRP Project Board,

UNDP capitalized on programming flexibility to adapt its programming strategies.

Context

Since 2014, ISIL, occupied territory in the five Governorates of Diyala, Anbar, Ninawa, Salah-al-Din and

Kirkuk, dismantled the Government of Iraq’s control over resources and public infrastructure, and led to

the temporary dissolution of some units of the Iraqi Security Forces. Iraq’s largest cities, notably Mosul,

Ramadi, and Tikrit, were controlled by ISIL fighters for over two years and sustained widespread damage

to infrastructure, private homes, and businesses. During this period, Iraq faced one of the biggest

humanitarian crises ever facing the country. In such conditions, the Government was responsible for

supporting the five million internally displaced persons1 (IDPs) and 250,000 Syrian refugees while

undertaking a difficult military campaign. The fight to liberate areas occupied by ISIL led by the Iraqi

Security Forces, with the support of the Coalition resulted in further damage, taxing the Government of

Iraq’s limited resources at a time when global oil prices dropped drastically, significantly impacting upon

the lifeblood of Iraq’s revenue system. Accordingly, to alleviate the humanitarian situation, the

Government prioritized stabilization and resilience building activities that would help set the conditions

for voluntary returns.

Despite the immense challenges, the Government of Iraq, with the support of the international

community, has made significant progress in defeating ISIL and stabilizing the country. In July 2017,

Mosul (the claimed ISIL caliphate in Iraq) was officially declared liberated by the Government. The victory

presented one of the most important strategic events since 2014, as one of the region’s most historic,

1 In 2014, 2.5 million civilians were displaced inside Iraq; in 2015, more than one million people fled their homes; in 2016, an additional 700,000 people fled and in 2017, 1.7 million civilians were newly displaced.

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diverse cities were reclaimed from ISIL. Following Mosul, the military operations continued to liberate

Hawija in Kirkuk and three cities in western Anbar, where tens of thousands were displaced. The

Government of Iraq declared victory over ISIL in December 2017, marking the end of the military

operations in the country.

Overall, the situation in Iraq has been fluid for several years, and post-ISIL the state of flux is expected

to continue given that Iraq is in a phase of transition, posing a challenge to a sustainable return and

recovery and resilience building process, millions of people facing post-war realities. Millions of people

continue to be in critical need of livelihood support (going beyond emergency and subsistence support)

to sustain their lives in dignity. Since the IDP camps in Iraq have and will continue to close gradually,

large-scale returns will take place, particularly in areas where families are confident in the security forces

on the ground and the basic services available to them.

According to the International Organization for Migration, the return of an estimated 3.3. million displaced

persons have been enabled to return to their homes, because of considerable humanitarian, stabilization

and recovery building efforts, of the Government of Iraq with the support of the international community.

However, as of mid-2018 approximately 2.6 million people remain displaced, and Iraq continues to host

more than 250,000 refugees from neighbouring Syria, most within the Kurdistan Region.2 While the return

process has progressed, the return conditions vary- some having already started developing the local

economy, and some others still in need of livelihood assistance, to recover from the losses incurred

because of the war induced displacement.

Although major efforts have and will continue to be made by the Government to incentivize returns, many

vulnerable families will be unable to return without assistance. With the closure of camps, those families

who may not be able to return, due to insecurity, political uncertainty and lack of services, risk facing a

second displacement. Displaced families living in camps and substandard accommodation will also

remain highly vulnerable. On a far smaller scale, new displacement is also likely, caused by asymmetric

attacks and tensions in disputed and unstable areas, as was the case in October 2017, following the

Kurdish Referendum.

Furthermore, the resumption of the Government’s social protection system, including the Public

Distribution System, would be impacted by lack of Government resources and capacities, which will leave

the highly vulnerable residents of host communities in need of more assistance.

Rebuilding trust within and between communities, and communities and government require a

considerable and sustained effort to build social and economic resilience in the society, to prevent the

re-emergence of violence. The people of Iraq have also been facing numerous social challenges for

many years, which have been exacerbated by the 2014 conflict. This includes sectarianism, extremism,

and repeated waves of violence. The massive displacements negatively impacted upon Iraq’s social

structures, especially between different sects and amongst Iraq’s religious minorities. Furthermore, there

has been an increase in the number of armed groups that helped in the fight against ISIL but are now

aligned to different political agendas and therefore posing a challenge community cohesion.

The relationships between host communities and displaced populations in Iraq have remained tense in

select locations, due to high unemployment rates and problems of host community members strongly

correlated to the negative perceptions of displaced populations and incidences of inter-ethnic violence

within the host community. Additionally, those communities where residents are dissatisfied with lack of

basic service tend to show much more hostility towards IDPs –16 times more than people who are

satisfied with public services. This dissatisfied group of host communities is much more likely to engage

in violent activities due to their negative perceptions. Moreover, unemployed youth remains the most

vulnerable social group to radicalization – with analysis indicating that the concentration of unemployed

or disenfranchised youth was the only socioeconomic demographic to which violence was consistently

2 The weekly report for January 2018 of the Joint Crisis Coordination Center (JCC) notes that the Kurdistan Region is home to 273,499 Syrian and other refugees (JCC, 2018).

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and strongly correlated in the period of 2004-2015. In addition, the perpetrators of ethnic violence are

overwhelmingly within the 15-25 age range and are from lower-middle class socio-economic

backgrounds (within the fourth quartile of individual income). Such phenomena imply that Iraq risks falling

into dangerous cycles of violence, radicalization of certain social groups, particularly the youth,

succumbing to the propaganda from extremist groups and undertaking violent acts, driving further

displacement. Thus, the extended support to rebuilding of infrastructure and the creation of immediate

job opportunities both in the liberated areas and the areas hosting large displaced populations is critical.

Furthermore, in response to the rise of ISIL, the Kurdistan Regional Government (KRG) sought to

consolidate security in its areas and strengthened positions within the Disputed Internal Boundaries

(DIBs) areas neighbouring the ISIL controlled territory, where it has had skirmishes with ISIL fighters.

The KRG also took control of the contested city of Kirkuk, though not of the whole province. However,

the conduct of the Referendum for Kurdish Independence in September 2017 resulted in escalated

political tensions between the Kurdistan and Federal Government and led to military interventions

between the Federal Government and KRG and outbreak of violence in the disputed territories. By mid-

October 2017, over 150,000 people were displaced from Kirkuk, Makhmur and Tuz Khurmatu Districts

to Sulaymaniya and Erbil. Smaller numbers fled Zummar and Sinjar districts in Ninewa to Duhok

Governorate. The military intervention is reported to have resulted in considerable damage to

infrastructure in areas within the Kurdish Region. The development challenges were further compounded

by the economic recession which has pushed the host communities and the KRG to their limits. For

instance, the poverty rates in Kurdistan have worsened, unemployment rates increased, and many

government employees, including teachers, health staff, and others, have been paid partially for more

than a year.

In early 2018 Iraq declared its transition from a crisis response driven, and largely humanitarian and stabilization context, to one focusing on recovery and reconstruction, during the Iraq Reconstruction Conference held in Kuwait in early 2018. Accordingly, the UN led the formulation of the Iraq Recovery and Resilience Programme (RRP), with a view to support Iraq to fast-track this transition to recovery, with emphasis upon strengthening the social dimensions of recovery process.

Additionally, while central and northern Iraq were directly impacted by the ISIL conflict, the southern regions have also been impacted, and have been identified to require concerted support. The Government of Iraq’s focus on the areas of central and northern Iraq that were devastated by the conflict with ISIL meant that development and basic services deteriorated significantly in Iraq’s southern region, especially Basra, Karbala, and Najaf. These regions were also areas where communities answered the public calls to join the Iraqi Security Forces (ISF) and Popular Mobilization Forces (PMF), which helped defeat ISIL militarily. There is also a lack of trust between communities; communities and their government; and communities and the local security forces due to neglect of public infrastructure, corruption, and unemployment. The protests in Basra mid-2018 were demonstrative of public frustration.

Similar to the economic challenges faced by the people in the northern parts of Iraq, due to the damaged or destroyed infrastructure, homes, and businesses, concerns relating to socio-economic conditions exist throughout Iraq. Now that the military campaign has largely concluded, the public expects the Government of Iraq to address major structural challenges, as Iraqis are facing their core frustrations about lack of services, corruption, and lack of jobs.

Furthermore, a 2018 National Democratic Institute report (released following a survey conducted in 17 Governorates3, during February-April 2018) indicates that there is an increased sense of pessimism among people regarding the direction of the country, increased public focus on jobs, corruption, and economic issues as security concerns reduce, a higher level of trust in security bodies than governing institutions, concerns regarding the return of extremist groups and its potential for more violence, and

3 South: Basra, Missan, ThiQar, Diwaniya, Babylon, Najaf, Kerbala, Wassit, Muthana; West: Anbar, Salahaddin, Ninewa, Diyala, Kirkuk; North: Dohuk, Erbil, Sulaymaniyah.

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sectarianism being less appealing to the public, although potentially having a role in post-election coalition formation.4 Moreover, unemployed youth remain the most vulnerable demographic to radicalization – analysis has found that the concentration of unemployed or disenfranchised youth was the only socioeconomic demographic to which violence is consistently and strongly correlated in the period of 2004-2015. In addition, the perpetrators of ethnic violence are overwhelmingly within the 15-25 age range and are from lower-middle class socio-economic backgrounds (within the fourth quartile of individual income). Such phenomena imply that Iraq risks falling into dangerous cycles of violence, radicalization of certain social groups, particularly youth, succumbing to propaganda from extremist groups and undertaking violent acts, driving further displacement.

While recognizing that progress has been made in the stabilization process in Iraq, it is acknowledged

that still much more needs to be done. Therefore, at the end of 2017 the UN led the formulation of the

Iraq Recovery and Resilience Programme (RRP), which was launched in February 2018 in Kuwait. The

aim of the RRP is to support Iraq to fast-track the transition to recovery, with emphasis upon

strengthening the social dimensions of recovery process.

STRATEGY AND RESULTS

Against the above-mentioned changes in context, the following are the overall strategies5 (including those

adopted since inception and those adopted in response to the changes in context) adopted by ICRRP:

ICRRP will;

• work in support of the GoI’s efforts to prevent and respond to crises, and play a catalytic role

in developing resilience against shocks stemming from renewed violence, natural disasters

and/or instability.

• continue to focus on internally displaced persons, returnees, Syrian refugees and host

communities, with a special emphasis upon women and youth; and identify the support

requirements for particularly vulnerable groups (i.e. minority groups, victims of GBV etc.).

• scale-up programming efforts through an expansion in geographical focus:

a) scale-up of support within the Kurdistan Region covering Erbil, Duhok, Sulaymaniyah and

Halabja Governorates, and Raparin and Garmiyan Administrations

b) increased emphasis on picking-up where stabilization efforts transition-out, in the newly

liberated areas, of Diyala, Salah-al-Din, Kirkuk, Ninewah, and Anbar (undertaken in

coordination with the Funding Facility for Stabilization to ensure complementarity)

c) based on assessed priority recovery needs and in line with the ICRRP framework, support

other Governorates such as Basra, Karbala, Babel.

• based on identified needs, deliver a package of support for recovery and resilience of target

communities, including through piloting6 an Area Based Recovery Approach (ABRA). ICRRP will

respond to the needs of the people of Iraq in each of the target locations, both individually through

each Component, and where required through an integrated approach. UNDP thereby

complements the primarily life saving and shorter term activities carried out by other partners.

4 Available at https://www.ndi.org/publications/parliamentary-elections-new-turning-point-iraq-february-april-2018-survey-finding. 5 Includes those strategies adopted since inception, and those adopted in response to the changes in context. 6 In 2018-2019.

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To this end, the Project will work on five thematic areas of focus.

• ensure community engagement across all components, and serve as a platform which links

the community with other stakeholders, such as local authorities, private sector, academia, other

development organizations etc.

• engage Iraqi Civil Society Organizations (where relevant and suitable) to empower and

strengthen their capacities to lead community level processes for policy advocacy, and peace-

building in the longer term, and to implement defined activities.

• while responding through short-term interventions to emergency situations, ICRRP will focus

upon medium-term interventions to support a meaningful recovery process and build

community resilience in order to lay a strong foundation for sustainable development of Iraq.

• maintain a flexible approach to programming, given the continuing state of flux and accordingly

be able to address emerging needs.

• will support UNDP Iraq’s role to be the lead agency within the UN system for coordination

efforts in the Social Cohesion and Sustainble Livelihoods Cluster7/the Emergency Livelihoods

Cluster.

• through its programming efforts and support for Syrian Refugees hosted in Iraq, contribute to the

Regional Refugee and Resilience Plan (3RP) which is the UN and NGO response to the impact

of the Syria Crisis in Turkey, Lebanon, Jordan, Egypt and Iraq, in support of national efforts.8

Guiding Principles

ICRRP is guided by the following principles.

7 As announced on 2 September, 2014. The Social Cohesion and Livelihoods focus were later in 2016-2017 separated. 8 http://www.3rpsyriacrisis.org/

Response, Recovery

and Resilence

Crisis Prevention

and Response

Basic Services

Livelihoods RecoveryProtection

Social Cohesion

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Gender and Youth

Women in Iraq have faced high levels of gender-based violence, including domestic violence, sexual

harassment, honour killings, female genital mutilation, forced and early marriage, and human trafficking.

They are excluded from accessing jobs and services, particularly in poor rural areas, heading households

experiencing high levels of poverty. When it comes to conflict situations, Iraqi women have always been

among the first to feel the impact of violence and conflict. SGBV has been at a high level among IDPs

and the Syrian refugees. Youth in Iraq, (and especially young women) feel disempowered for various

reasons, including due to lack of freedom of expression, challenges in access to education, employment

opportunities, and the wide-spread social restrictions due to traditional and religious practices. As a

result, youth in Iraq has become an easy target of the proponents of extremist ideologies.

The gender will be mainstreamed across ICRRP in line with the UN Resolution 1325 and UN Seven Point

Action Plan on women’s participation in peacebuilding. The activities funded by the Project will be

designed to improve institutional policies and systems to incorporate gender considerations (i.e. crisis

management and response systems), develop women’s capacity to have meaningful participation in

recovery processes (which contribute to the country’s path to development), focusing on bridging gaps,

reducing gender inequality, improving wellbeing and creating economic opportunities. Engaging men and

boys will be key in order to challenge cultural gender norms and to advance gender equality and women’s

empowerment. To this end the Project will have a combination of activities which dedicatedly focus on

women, and where gender is mainstreamed across activities. In 2019, the Project will also develop a

dedicated Gender Strategy for the Project.

In keeping with the UN Resolution 2250, youth will also be a specific target group under the ICRRP.

Specific provisions will be made to ensure women and youth participation in the planning, implementation

and monitoring activities, which will ensure that the provisions relating to equal access to benefits and

resources for men and women is respected and implemented appropriately. Where relevant, specific

interventions targeting women and youth will also be adopted.

Environment and Natural Resources

ICRRP

Evidence based

Locally owned & driven through community &

CSO partnerships

Inclusive (ethnicity, religion,

geography, age)

Rights Based, Conflict sensitive

& Do no harm

Women's Empowerment

and Gender Equality

Environment Sustainability

considered

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Adding to the complex dimensions in the Iraqi context detailed above, is the environment and natural

resource base which could not only adversely affect the recovery, but also cause further destabilization

in the form of natural disasters, emergencies and crises. Numerous Governorates while being the origin

of displacement or hosts to the IDPs and refugees are also vulnerable to disasters such as droughts,

floods, sandstorms, earthquakes and health epidemics9.

At the point of design, and implementation during the peak of the crisis in Iraq, integrating environment

sustainability into programming strategies proved to be challenging, given the complex operational

context, and the pace at which support needed to reach the displaced people of Iraq.

The introduction of the 2030 Sustainable Development Agenda however has underpinned the need for

greater recognition of the value of the environment and the protection of environment and natural

resources. Therefore, in supporting Iraq in its recovery phase, from 2019 ICRRP aims to make greater

strides towards ensuring required safeguards are built into its interventions to protect environment and

natural resources. This would include for example introducing environmental concerns into the crisis

management/response policy and planning discourse, introducing environmental impact assessments

for proposed infrastructure and livelihood work, promoting environmentally friendly livelihood options,

supporting to raise awareness and build stakeholder (including communities) capacities and awareness

about environmental protection, mapping tensions around natural resources (i.e. access to water and

land) through the conflict and development analysis, and resolving these tensions through community

led dialogue and negotiation.

9 National Disaster Management Strategy in Iraq, November 2015

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Expected Results

ICRRP is based on the following updated theory of change:

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Outcome:

Since 2016, ICRRP contributes to the 2016-2020 CPD Outcome 3- Conditions improved for the safe

return of internally displaced persons in newly liberated areas. Accordingly, ICRRP also contributes to

National priority: Framework of Government Programmes, 2014-2018, Priority 1: Working to achieve

Iraq’s security, stability and protection of its facilities; and Priority 2. Upgrade living standard and services

provision for citizens

ICRRP is also aligned with the new UNDP Strategic Plan (2018-2022)- Outcome 3 Strengthen resilience

to shocks and crises. More specifically ICRRP contributes to Output 3.1.1: Core government functions

and inclusive basic services restored post-crisis for stabilization, durable solutions to displacement and

return to sustainable development pathways within the framework of national policies and priorities

Furthermore, since the endorsement of the Sustainable Development Agenda, ICRRP contributes to

several Sustainable Development Goals, of which the most important are Goal 510,and Goal 1611.

Output 1: Crisis response, recovery, preparedness and prevention structures strengthened

Since 2014 Iraq has set-up the Joint Coordination and Monitoring Centre (JCMC) to facilitate coordinated

response to the IDP situation, and the KRG established the Joint Crisis Coordination Centre (JCC) for

the same purpose. Since the establishment JCMC and the JCC have performed a satisfactory job of

response coordination across the government and with the international community. JCMC and the JCC

have established coordination and information management mechanisms. Having been newly formed

both received capacity development and financing support from numerous international and UN partners

including the UNDP, IOM, GIZ and KfW (Germany), MSB (Sweden), the DFID (U.K.), Japan and Canada.

The work of JCMC and the JCC has demonstrated the benefits of a multi-sectoral and multidisciplinary

approach to crisis response.

From 2017, as Iraq moves towards the recovery phase, both the national and international stakeholders

expect that the JCMC and the JCC would respectively in Iraq and the Kurdistan Region, be able to play

a leadership role in facilitating this process. Due to the space that both entities have created for

themselves through their performance, the stakeholders also expect them to serve as national and

regional focal points for crisis management, prevention and disaster risk reduction with a view to

address future risks. The mandate of both entities also affirms this broader scope of work. However, the

required tasks being highly specialized, both entities require capacity development and financing support

to setup the proposed mechanisms and produce the deliverables. The overall support therefore proposed

to be provided through ICRRP since inception includes; i) advisory services, ii) technical support, iii)

training, iv) supply of priority equipment and materials, v) and financing of completing selected

deliverables.

Iraq requires a multidisciplinary and multi-level framework and approach for crisis management. At the

same time, it also needs to address the prevalent social and environmental hazards that could create

bottlenecks in recovery or lead to more humanitarian crises, if left unattended. Therefore, building upon

the capacities ICRRP has supported to develop between 2014-2017, this Component/Output of ICRRP

will overall focus on three key areas for capacity development; i) Returns and Recovery premised on

equality, non-discrimination, safety and security, ii) Crisis prevention and preparedness, and iii)

Strengthening the role of civil society especially women and youth in crisis response and preparedness.

The Project approach towards each of the three priories areas is discussed in following paragraphs. The

Project will pursue participation and empowerment of women through most of its interventions. A key

10 Achieve gender equality and empower all women and girls 11 Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, inclusive and accountable institutions at all levels

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element of the project strategy would be to promote participation of women’s organizations in the Project

activities in order to develop their knowledge and skills in the areas of crisis recovery, preparedness and

response. Partnerships between the Iraqi women and youth organizations and the JCMC and the JCC

would be promoted. The Project plans to engage the Iraqi Women’s Network and other such

organizations. In all the strategies, plans or other legislative or technical documents that would be

developed by the Project a women’s empowerment and gender sensitive approach would be applied.

In terms of returns and recovery the Project will support the JCMC and the JCC to better understand

the process and requirements, assess and evaluate needs, set-up information management system on

returns and recovery and improve coordination for recovery of returnees and assistance to the IDPs. The

support would include:

a) Enhance technical understanding of the JCMC and JCC about returns and recovery: - Through

advisory, mentoring and training technical capacities of both entities would be enhanced with

regards to returns and recovery, the issues involved, and the support that shall be provided.

b) Needs assessments and information management: - At the governorate offices, establish an

information management system to track needs of returnees in various communities, and districts

in order to implement follow-up actions. Setup a system at the governorate offices to access and

review available needs assessments and conduct assessments where required.

c) Improve stakeholder coordination: Assist the JCMC governorate offices to coordinate with a wide

range of recovery stakeholders by holding frequent area, district and governorate level meetings,

and through social media. This would include interaction with local government departments, UN

agencies, international NGOs, and local actors. Especial focus would be placed on improving

communication of the local civil society organizations with the JCMC and JCC governorate

offices, including the women and youth groups. The Project will introduce these organizations to

the JCMC and the JCC governorate offices and facilitate enhanced cooperation. Some prominent

women’s organizations include the Iraqi Women Network (more than 80 organizations), the

Coalition of Al Rafidain Women (5 organizations), Iraqi Al-Amal Association and the Iraqi Forum

for Female Journalists. There are also numerous youth volunteer groups in Iraq including the Iraq

Peace which are working on issues of social cohesion and reconciliation. The Project would bring

such groups in the network of JCMC.

In the area of crisis preparedness and prevention Iraq has a long way to go. Overall response

coordination has improved since the establishment of the JCMC and the JCC. There is a need to move

to the next level by streamlining the crisis and disaster management system and improving capacities

for key functions. Immediate priorities in this aspect are described below under the two sub-themes:

Crisis preparedness

a) Timely and easy to understand early warning is crucial for effective response. As of 2017 Iraq

and the KRG lack a systematic approach to producing and issuing timely early warning. The

Project will introduce an end-to-end early warning system to facilitate timely production and

sharing of warning with stakeholders and at-risk communities. This would entail support in terms

of improving interface between scientific and operational entities, upgrading of hazard monitoring

infrastructure, forecasting capacities and warning dissemination system to ensure the warning

alerts are received by stakeholders and at-risk communities in a timely manner;

b) The Project will support the JCMC and the JCC to improve emergency response management

at the national, regional and governorate levels. A response capacity assessment will be

conducted to analyse existing capacities and needs of the Iraqi and KRG system. The

assessment would focus on the JCMC, Prime Minister’s National Operations Center (PM-NOC),

Crisis Cell, the Iraqi Civil Defence, municipal governments, Iraqi Red Crescent, the JCC, KRG

Civil Defence, and related entities. Based on the assessment a capacity development plan would

be prepared. Necessary support would include equipping the governorate offices and the HQs

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of the JCMC and the JCC with necessary tools and technologies. For example, at the moment

both entities lack the capacity for On-site Response Coordination. The Project would provide the

JCMC and the JCC, ICT equipped vehicles for on-site-response coordination. Vehicles would

also be equipped with basic/essential rescue equipment so that in case of small-scale local

emergencies trapped individuals could be rescued quickly. Training would be provided to their

staff about On-site Response Coordination. Crisis management databases would be developed

in order to map resources available with different stakeholders for crisis response. The mapping

would include government, private sector and civil society resources. JCMC would also like to

setup a Smart Emergency Response team at the Iraq Civil Defence. The team will have the

capability to use modern technologies to assess emergency situations, undergo rapid

deployment and provide support for rescue, medical aid and other critical needs of the affected

people;

c) In order to improve the participation of ministries, governorates and departments in crisis

response and to address gaps in the system, the Project would introduce a culture of contingency

planning and response drills at the federal, governorate and local levels. Scenarios for civil

conflicts, droughts, earthquakes, forest fires and health epidemics would be prepared and using

the scenarios contingency planning would be facilitated at federal level and in high risk

governorates. Multi-sectoral emergency response drills would be organized under the leadership

of JCMC and the JCC;

d) All governorate offices of the JCMC have been made operational in 2016 and 2017. However,

the offices are yet not fully equipped with necessary ICT and office furniture. Many of them are

operating in a challenging work environment, including crammed offices, lacking meeting rooms

and uncomplete buildings. The Project would provide the basic ICT and office furniture to the 15

governorate offices of the JCMC.

e) In the KRG, the JCC is working on preparation of a blueprint for implementation of government

wide system for crisis and disaster management. The Project will include support to the JCC in

implementation of this proposed system. Advisory and mentoring support would be provided to

facilitate the rolling out of the government-wide system. Necessary support would be provided to

strengthen the existing governorate offices and set up/support offices at the province and district

levels by supplying the required priority ICT and office furniture. A special aspect of the advisory

and mentoring support would be to provide mentoring to women staff about management skills

so that they could perform their current jobs effectively and progress to higher levels of the ladder.

Also, support will be provided to transform the KRG Civil Defence Institute into a KRG Crisis

Management Academy. This will include design of training curriculum and conduct of courses;

Crisis prevention

f) A key gap is the lack of a law defining the system and mandate of stakeholders in Iraq and the

KRG. The Project will work with the JCMC to develop such a law/s in order to synchronize the

institutional setup of Iraq at various levels and provide legislative authority. The Project will work

with national stakeholders to amend existing law/s or draft a new law to fill the legislative gap.

The completion of this legislative work would help to describe the purpose, scope, priorities,

institutional arrangements, mandates, authorities, budget allocations and other procedures for

crisis management and prevention in Iraq. The existing draft Law that was prepared by the

National Disaster Management Committee in 2015 would be reviewed as well as a potential entry

point. For the Kurdistan region, the development of a law is already underway by the JCC with

support from the UNDP. The Project will provide advice to integrate in the laws of Iraq and KRG,

the concepts of gender-sensitive disaster risk reduction;

g) In the absence of risk information, the stakeholders are unable to make informed decisions about

integrating risk reduction in the sectoral, geographic, urban and community development plans.

The Project will support the preparation of a national risk profile for priority environmental hazards

and civil conflict and a regional risk profile for Kurdistan Region of Iraq (KR-I). This will be done

with close participation of Iraqi institutions; including the JCMC, JCC, meteorology and

seismology, universities, relevant ministries and others. Hazard maps of Iraq would be

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updated/prepared to highlight the exposure of different governorates and areas to certain

hazards. Additionally, a disaster damage and loss database for Iraq and KRG would be prepared

to document and analyse the historical impact of disasters/crises on Iraqi society and economy.

The analysis thus produced will include a gender lens wherever feasible;

h) Iraq developed its national disaster management strategy in 2015, and it was endorsed by the

National Security Council in 2016. However, little progress has been made towards

implementation of the strategy. The Project along the JCMC will work with the national policy

makers to setup an effective multi-stakeholder forum for facilitating the implementation of the

strategy. A national level working group would be set up to guide and monitor the implementation

of the strategy. The members would include: relevant ministries, governorates, meteorology and

seismology service, academic institutions/experts and relevant civil society organizations. In

order to enhance understanding and skills of the national stakeholders about crisis

prevention/disaster risk reduction, training would be organized targeting the JCMC, the

ministries, governorates and departments. Technical specialists would be attached with the

JCMC as advisors to support the national working group. Ways would be found to promote the

participation of women’s organizations in the implementation of strategy. The implementation of

strategy and achievement of results would be multi-year process; however, the project intends

to introduce a mechanism towards this end and help the Iraqi government to kick start the

process. The results of the risk assessment will be used to guide the work of the national working

group;

i) In order to improve resilience of high-risk communities in priority governorates, the Project will

design and implement a community awareness campaign targeting civil conflicts, droughts and

health epidemics for Iraq and relevant hazards for KRG; e.g. earthquakes, forest fires. The

campaign will use a gender sensitive approach to target both women and men. The Project will

use diverse mediums to create awareness, including printed materials, electronic media, social

media and locally influential individuals and organizations;

Third pillar would be focused on strengthening the role of civil society especially women, youth and

professional organizations in crisis recovery, response and prevention. This would be done through

promoting volunteerism in crisis management. In order to promote a whole of society approach, the

Project will work with the JCMC and the JCC to establish volunteer response forces. At the federal level

through consultations with the JCMC, the Civil Defence and the Iraqi Red Crescent Society, the Project

will upgrade the existing volunteer system by developing a database, improving networking with women

and youth organizations and providing training in response and preparedness concepts. It will aim to

target about 500 female and male volunteers for training and awareness raising activities. In the KR-I,

the Project would establish a two-hundred (200) strong volunteer force of trained women and men,

including youth and professionals from different walks of life. Half of the volunteers would be women and

half men. This force would enable the KRG to respond effectively to future crises and disasters and

reduce dependency upon international NGOs and humanitarians. The JCC will serve as the host

institution of the volunteer force. A volunteer management system will be developed, including a

volunteer law, information system, recruitment, remuneration, training and deployment system.

Volunteers will be provided generic and specialized training in order to orient them about concepts of

volunteerism as well as train them in specialized tasks, such as early warning, evacuation, rescue, relief

management, camp management, education, water, sanitation, hygiene systems management,

humanitarian response and recovery needs assessment. Necessary equipment kits would be supplied

to the volunteers to enable them to perform their functions. A database will be developed to maintain the

records of the volunteer force and contacts.

Output 2: Basic service delivery improved in target locations through rehabilitation of community

-based infrastructure

It is essential to ensure basic service delivery in the areas where the infrastructure was destroyed during

ISIL occupation and the return of IDPs are taking place, as the availability of basic services, such as

14

water, electricity, health and education, is one of the key factors for the IDPs when deciding whether to

return to their areas of origin. Further, in the areas where Syrian refugees and IDPs remain displaced,

additional infrastructure support is required to facilitate their resettlement, enabling services to be

provided to them and the host-communities, so that tensions are not created over access to limited

resources.

ICRRP’s response in this area was built primarily at the sub-district and district level where rapid needs

assessments with the host communities are used to prioritize basic services so strategic and targeted

interventions can be implemented rapidly to complement the existing services and to fill in gaps. To this

end, participatory planning is a key principle throughout the project planning, implementation and

monitoring for community recovery activities, and to contribute to the overall sustainability of efforts

through building the capacity of the local government structures and actors.

ICRRP has been providing infrastructure support in the four governorates of the Kurdistan Region,

including Duhok, Erbil, Halabja, and Sulaymaniyah Governorates in addition to over 13 communities in

the Baghdad, Diyala, Salah al Din and Ninewah Governorates. It is expected that support under this

Component will expand to nearly 30 locations including the newly liberated areas from 2018 onwards, to

provide fast-track support to vulnerable families in newly liberated cities and villages where tensions

threaten community cohesion, due to the gaps in basic service provision. In expanding its geographical

scope under this Component, ICRRP has worked in very close collaboration with the Funding Facility for

Stabilization to ensure complementarity and avoid overlap.

Accordingly, the Component will:

- Continue to work closely with local authorities and stakeholders to carry out participatory and

prioritized basic service needs assessments (including host communities, the displaced,

returnees and refugees, ensuring participation of women, youth, and minorities).

- Support the newly liberated areas to store critical basic services in support of the communities

which remained and the returnees

- Assist the Governorate to provide deliver basic services through rehabilitation of infrastructure in

sectors such as water, electricity, health, education, roads and solid waste management.

- Ensure gender and environmental safeguards are incorporated in to identified infrastructure

projects.

- Work with the sub-district and district level of the local governorates to develop their capacities

to undertake participatory planning processes.

- Support the Governorates and technical departments with the use of participatory assessment

tools and methodologies which are important to ensure that communities themselves highlight

the main threats to their safety and barriers to development and help shape the responses

required.

- Engage civil society organizations, as part of the consultations processes, and to also assess the

level of satisfaction of communities with the services provided with the support of ICRRP.

The activities of the program are implemented by UNDP, in keeping with its procurement rules and

regulations, and stringent quality assurance mechanisms in place. Select interventions, based on many

factors, including the type and scale of infrastructure, the Governorate and location (including issues

relating to access), are also implemented through the Governorates and Technical Departments, which

serve as Responsible Parties, and are accountable for the achievement of quality results.

The final prioritization of interventions is also verified with the Planning Team of the Governorate as well

as the Joint Crisis Coordination Centre (for locations with the Kurdistan Region), direct implementation

by UNDP in collaboration and coordination with the relevant governorate offices in the rest of Iraq, and

where suitable/relevant and practical, the cash for work (CFW) modality is also relied upon, with a

stringent multi-tiered monitoring system in place.

15

Output 3: Internally displaced people, returnees, host communities and Syrian refugees benefit

from improved livelihood opportunities

According to recent studies information on access to employment, cash aid and livelihoods

opportunities are among the most needed support for IDPs and returnees12.

The difficulty in sustaining livelihoods discussed in Section 2 above, means that context-related

interventions depending on the conditions and needs of different target groups as well as interventions

aiming at transitioning from emergency to early recovery are a priority. Although cash grants and food

support are extended to host communities by humanitarian counterparts, additional support for

sustainable and diversified forms of livelihoods for internally displaced people, returnees, highly

vulnerable host communities and Syrian refugees - is urgently needed.

While emergency livelihood opportunities, such as cash-for-work and emergency assets replacement will

be provided especially to IDPs who are protracted displaced, facing new or secondary displacement, as

well as to highly vulnerable host communities, more longer term livelihood opportunities such as

vocational trainings, value chain and small business development, asset recovery, direct job placements,

private sector partnership development and innovative approaches to create jobs need to be provided

for returnees, refugees and host communities. To transition into early recovery, skills development and

capacity enhancement will be provided to public stakeholders in view of strengthening the national

resilience, including developing partnerships with the private sector.

UNDP through ICRRP therefore supports livelihoods stabilization and local economic recovery efforts

aimed at:

i) Providing emergency livelihoods opportunities for internally displaced people, especially to

those who would need livelihoods support to go back home or those who face secondary or

new displacement. Main immediate livelihoods activities may include emergency

employment through cash for work and the provision of small start-up grants to set up micro

and small businesses with a specific focus on the most vulnerable groups, such as women

and youth.

ii) Facilitate returns by providing sustainable income generating opportunities to returnees at

their place of origin. Livelihood activities typically include but are not limited to asset

replacements, small business development, value chain development, and on-the-job

trainings.

iii) Provide long-term income generating opportunities to Syrian refugees to transit to more

sustainable forms of employment to strengthen their resilience beyond the crisis.

iv) Support the highly vulnerable people in host communities, especially the most vulnerable

who are not covered by the Government’s social protection floor, or women, youth and elderly

headed households.

v) Strengthen and improve the capacity of public sector stakeholders to address the livelihoods

needs of populations in a post-crisis environment in transition to recovery.

In line with the UNDP Guide for Livelihoods and Economic Recovery in (post) Crisis Contexts and based

on the UN Policy on Post-Conflict Employment Creation, Income Generation and Reintegration (see

below chart), this Output encompasses the required immediate livelihoods stabilization as well as support

to medium to longer term recovery efforts. Interventions seek to help communities to address

vulnerabilities, build resilience to future crises and lay the foundation for a transition towards sustainable

development. This approach is in line with UNDP’s livelihoods and economic recovery work, based on a

three-track approach13, focusing on immediate recovery to longer term development.

12 REACH Initiative, MCNA-IV 2017 and IOM Iraq, Integrated Location Assessment II Part 1, October 2017 13 UNDP Guide on Livelihoods and Economic Recovery in (post)crisis contexts (2013)- https://www.undp.org/content/undp/en/home/librarypage/crisis-prevention-and-recovery/guide--livelihoods---economic-recovery-in-

16

3.1 Immediate livelihood stabilization through emergency employment for internally displaced people,

Syrian refugees, returnees and host communities

Using labour intensive techniques (i.e. cash for work), this component will focus on the rehabilitation of

community-based socio-economic infrastructure such as markets, public facilities, water-harvesting

structures, irrigation canals, urban agriculture and solid waste management. Some innovative, new

approaches to livelihoods can also be part of the emergency response to livelihoods. These interventions

will target unskilled and unemployed host community members and IDPs with a focus on youth and

women while taking into consideration a small percentage of Syrian refugees seeking employment.

This component will be in line with Track A of the UN Employment policy (see above). Under this

component UNDP will support the immediate stabilization of livelihoods opportunities through cash for

work (CfW) projects for host community members and displaced population groups. Emergency

employment support will be aimed to: i) provide beneficiaries with an opportunity to benefit from additional

income generating activities, used as an entry point for vocational training and/or community dialogue;

ii) boost the purchasing power and revive the local markets in the host communities; iii) reduce secondary

and/or tertiary displacement by providing additional improved livelihoods opportunities in place of

relocation.

The main immediate livelihoods activities may include emergency employment through cash for work

and asset recovery in the form of the provision of small grants to set-up micro and small businesses with

a specific focus on the most vulnerable groups, such as women and youth. Targeted emergency

employment, SME development and local economic recovery support will serve as a basis for more

sustainable and diversified livelihoods opportunities, contributing to the overall resilience of affected

groups and communities. 14

UNDP will explore and adopt innovative income generation initiatives, such as UNDP 3x6 approach15,

wherever possible.

crisis-situations/ 14 A livelihood comprises the capabilities, assets (both material and social resources) and activities required for a means of living. It is considered sustainable when it can cope with and recover from stresses and shocks, and maintain or enhance its capabilities and assets both now and in the future, while not undermining the natural resource base. Livelihoods include five different dimensions, or types of capital: human capital, social capital, natural capital, physical capital and financial capital. 15 For more information , visit UNDP Global Toolkit on the 3x 6 approach at

http://www.undp.org/content/undp/en/home/librarypage/poverty-reduction/global-toolkit-on-the-3x6-approach--building-resilience-through-.html

● Livelihoods stabilization, through

Emergency employment and/or

enterprise recovery Track A

● Enterprise development and support in

rebuilding enterprises Track B

● Policy level support and development

Track C

17

In addition to the direct benefits to additional income, the cash for work projects will benefit communities

through better access to socio-economic infrastructure and basic service delivery.

3.2: Support sustainable livelihood opportunities for internally displaced, host communities, returnees

and Syrian refugees.

Activities will focus on supporting the transition from short term support referred to under 3.1, towards

more medium and longer-term recovery efforts, building resilience for host communities as well for

returnees and refugees. 3.2 will be in line with Track B and C of the UN Employment policy (see

above).

An important part of that is livelihoods diversification, to ensure vulnerable groups have better options

available to sustain a stable income and access to livelihoods assets (i.e. financial, human, social,

physical and natural).

Enhancing livelihoods and employment opportunities is one of the key elements for self-reliance and

early recovery of the affected communities.

The intervention of this component may support vocational training, innovative solutions for sustainable

livelihoods (such as solid waste management, urban agriculture, restoring savings scheme and any

intervention that is socially/environmentally/technologically innovative among many others), value

chains, asset replacement, small business developments and private sector partnership development as

well as direct job placements in coordination with the private sector.

3.3: Develop the capacity of public/private stakeholders to support livelihood recovery in the target

locations

ICRRP will ensure that national capacities to provide livelihood opportunities to populations in need are

strengthened by building skills and capacity in relation to project implementation, know-how, trainings

and to some extent equipment - for public and private livelihood stakeholders, such as Chambers of

Commerce, related Ministries and private sector partners, is provided.

Output 4: Protection mechanism strengthened for vulnerable communities specifically women

and youth

Insecurity and reduced access to justice have severely impacted Iraqi communities, especially women

and the most vulnerable (namely the aged, widows, female heads of household, children, Persons with

Disabilities (PWD), Minority Communities, Internally Displaced People (IDP) and Refugees). They have

limited access to the formal justice system and little confidence in its workings. Institutional and capacity

needs to address these challenges are complex, multi-layered and require sufficient engagement and

commitment to ensure sustainable results. Interventions designed in response to the current crisis form

part of the overall rule of law support UNDP is providing in Iraq through various projects and will be

integrated into the longer-term comprehensive rule of law programme which is currently being designed.

Immediate focus of activities under this output is problem-solving through targeting at specific new

challenges which emerged as a result of the current crisis. They build on past and on-going efforts to

strengthen the rule of law and improve access to justice and protection through institutional support.

Focus of activities under this output will be to address immediate social protection needs while working

through institutional structures which UNDP is supporting as part of its broader rule of law and access to

justice programmatic support. As under its current projects, UNDP will implement its activities in support

of access to justice and social protection in collaboration with other UN partners through specific

agreements and/or memoranda of understanding.

It is foreseen that the following activities will be undertaken:

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Capacity needs assessments protection mechanisms - the exact scope of activities will be based on

capacity needs assessment in each of the target areas to inform the scope of support required to address

social protection issues and strengthen protection mechanisms in host communities, including for IDPs

and Syrian refugees. The assessment will look into existing formal and informal social protection

mechanisms and identify immediate gaps that are critical to ensure the safety and well-being of the

community. This assessment will also include a component on the role of police in the provision of

protection, as well as its role in dealing with cases of violence against women. Based on the findings of

assessment, UNDP will support the strengthening of linkages among social protection mechanisms and

support its professional capacity to address immediate protection issues.

Expansion of legal assistance services- as part of the current rule of law portfolio, UNDP is providing

support to key institutions, such as the High Judicial Council, the Human Rights Commission, the office

of the National Security Advisor, the Directorate for Combating Violence against Women (DCVAW),

Family Protection Units and the Bar Association. This on-going support will be expanded through

sustaining the current legal aid desks, and expansion of technical advisory and capacity strengthening

support to the DCVAW and the Family Protection Units. Three additional legal aid helpdesks will be

established. The expansion of support will be specifically targeted towards addressing protection needs

that arise from the current crisis.

Establishment of vulnerability monitoring and legal aid centres with the bar associations, relevant justice

institutions, Directorate of Combatting Violence against Women in KRG, Family Protection Directorates

in C&S Iraq on gender-based violence issues that can be accessed by the most vulnerable members of

communities; it will be ensured that these vulnerability monitoring and legal aid centres are linked to the

legal aid and justice systems in the courts at the governorates level, building on UNDPs existing project

on legal aid clinics to address social protection issues. In addition, they need to be linked closely with

informal conflict resolution mechanisms and informal justice systems and a thorough understanding of

the role of these informal mechanisms, and how to engage them in support of protection, is required. The

primary role of the centres is to provide both psycho-social and legal aid support to women in the

communities. In addition, the function of monitoring the general situation of SGBV and, where feasible,

detect individual incidents of grave nature such as rape, attempted rape, abduction, trafficking, forced

and under-aged marriages etc. will be essential as a basis for support. In addition, the centres will work

as a hub to support a comprehensive community sensitization and legal awareness campaigns with a

strong human rights component. While continuing focus on sustainable legal aid support, these centres

will be established with support of NGOs - through MoUs between the vulnerability monitoring and legal

aid centres and existing legal aid helpdesks, institutional linkages and sustainability will be ensured.

Specific focus is also to be given to those IDPs who arrived without identity papers and facilitating the

provision of legal identity papers, thus enabling proper registration and strengthening the rights position

of the IDPs.

Support the implementation of legal and human rights advocacy campaigns to inform the communities,

especially the most vulnerable (women, youth, IDPs, and minorities) of their rights and how to address

issues through legal and civil redress mechanisms. Campaigns will be conducted through the distribution

of legal awareness materials, organization of workshops and seminars through contracted NGOs, in

collaboration with lawyers, judges, human rights Commissioners and other relevant experts. Training will

also be provided to community members themselves on how to raise awareness amongst vulnerable

groups and to men and women to become community advocates to combat violence against women.

In terms of institutional support, continued support will be provided to the national and regional Human

Rights Commissions. In addition, UNDP will work with the Citizen Protection Departments of the Ministry

of Family Affairs. Support will be provided at the Governorate level to process grievances and issues of

the communities, ensuring focus on the most vulnerable, (namely the aged, widows, female heads of

household, children, Persons with Disabilities (PWD), Minority Communities, Internally Displaced People

(IDP) and Refugees). In order to strengthen the services and rights of the more vulnerable population, if

19

the complaint/ issue require legal redress, the Department can ensure that the beneficiary is able to

access the vulnerability monitoring and legal aid centre.

Output 5: Strengthened Social Cohesion through dialogue and capacity development of local and

national stakeholders

In the context of Iraq, ICRRP has defined social cohesion as a general condition of stable co-existence

within communities, when IDPs, refugees, returnees and host community members accept socio-ethnic

differences, have equitable access to socio-economic and other community resources, and feel safe and

secure in their homes.

The social cohesion component of ICRRP is therefore underpinned by recognition of the following

dimensions: Belonging16, Inclusion17, Participation18, Recognition19 and Legitimacy20.

Under the initial stages ICRRP, focused on leveraging the opportunities that were available to shape the

environment to be more amenable to Iraqi-led efforts towards social cohesion where possible, particularly

at the local and sub-national levels. Having made steady progress in laying the ground-work for medium

term peacebuilding processes at the community level, having taken stock of lessons learned, and given

the post-crisis situation in Iraq, it proposes to include a programming focus on reconciliation (building /re-

building relationships damaged by violence, not only among people and groups in society, but also

between people/citizens and the state) within the social cohesion Output, focusing mainly on the

individual and community reconciliation21.

Given the complex conflict drivers such as sectarianism, inter-communal tension, verbal and physical

violence, and discrimination experienced within the communities which has exacerbated because of the

recent influx of refugees and IDPs in Iraq, which often vary in its manifestation and effects based on sub-

location, the composition of communities, its geographical boundaries, proximity to the armed conflict

and political tensions, a one size fits all approach to Programming is not adopted. Further due to the lack

of trust between groups and actors in Iraq, UNDP has been identified by Iraqi interlocutors as being able

to play a worthwhile facilitating role regarding the concept of social cohesion. However, to be meaningful,

it is acknowledged that social cohesion efforts must be owned and led by the people of Iraq and

therefore UNDP's efforts will be to facilitate, encourage, support and advise.

Therefore, the Output adopts a multi-pronged complementary approach:

16 in a diverse society belonging means adopting an overarching identity as a society, feeling of belonging to the nation and reconciling it with specific (sub) group identities. This requires consensus on inclusive symbols, values, policies and programmes binding people together across other co-existing identities. 17 inclusion is based on the principles of equality of access for all and equal opportunities; it thus forms the structural dimension of social cohesion. 18 participation is the interactive part of social cohesion and means active involvement. It is the consequence of the former two - belonging and inclusion. Participation could be complicated by logistically unworkable conditions like distance, cost, physical isolation, communication and language barriers. 19 recognition refers to the management of differences in a sustainable way, promoting pluralism. In cohesive societies public and private institutions should contribute to practices of recognition of differences. 20 the legitimacy of the intermediary bodies representing the citizens. As mediators, these bodies need to be truly representative and allow enough space to allow mediation to occur. 21 An on-going effort to bring about peace between groups that were previously engaged in an event of dispute or conflict

20

5.1 Increase stakeholder knowledge on conflict sensitivity and strengthened capacities to conduct conflict

and development analysis studies and engage in monitoring triggers of conflict.

UNDP promotes evidence based and conflict sensitive programming, to, address the relevant triggers of

conflict, and ensure programming efforts do no harm.

ICRRP therefore highlights the importance of informing its programming efforts, based on conflict and

development analysis conducted for specific locations. The crucial factor about conflict and development

analysis exercises is to ensure a participatory approach is adopted, and the findings are disseminated.

Additionally, when context remains influx, as and when required, the analysis would be updated. ICRRP

also places emphasis upon ensuring that the analysis Reports/Presentations are available in the Arabic

language to support wider local use of the findings.

Overall under this area of work, the objective is to support UNDP’s Project teams and its governmental,

civil society and community partners to have an improved understanding of the importance of conflict and

development analysis and conflict sensitivity.

To this end ICRRP will:

- Conduct Conflict and Development Analysis (CDA) in target locations to identify the context

specific triggers of conflict by ensuring the involvement of communities (including women and

youth) and adopt innovative approaches to disseminate the findings with stakeholders

- Strengthen the capacities of local civil society organizations to conduct CDA, and incorporate

into project design processes

- Conduct updates CDA, for locations with frequent changes taking place.

- Conduct conflict sensitivity training for religious leaders, government officials, UNDP staff and

civil society partners.

- Provide technical assistance to promote conflict sensitivity at the national and sub-national levels,

for example, through engagement with the National Reconciliation Committee and where

relevant Local Peace Committees

- Train youth to conduct Conflict and Development Analysis, conflict sensitivity, and monitor

triggers of conflict

5.2 Develop national capacities to promote peace education

ICRRP will support to introduce a culture of peace education within the higher education system in Iraq

for the first time. To this end, UNDP builds on the partnership created with the Ministry of Higher Education

and Scientific Research, and national civil society partners since 2016, to collaboratively design a process

which incrementally makes progress to introduce the concept of peace and peace studies within Iraqi

Conflict & Development

Analysis & Sensitivity

Peace Education

Community Based

Interventions

21

National Universities. ICRRP together with its partners aims to work with 11 Universities22 across Iraq (as

of end 2017, the process engaged 7 Universities), ensuring a geographical distribution. The support to be

provided will continue to include as a minimum;

- Technical support to the Iraqi universities, students and youth to increase their peacebuilding

capacity which includes dialogue, negotiation, national reconciliation, trauma healing, social

justice, and conflict transformation

- Providing grants to support undertaking pilot initiatives to promote peace among the communities

where the Universities are located and among the academics, students and staff of the

Universities

- Support twinning/networking among the selected 11 Iraqi National Universities for knowledge and

experience sharing, and as a means of promoting understanding among the academics and

students

- Facilitating linkages to international academic institutions

- Support the process of establishing an Iraqi Universities Consortium for Peace Education and

setting up centres to promote peace within the Universities.

- Support developing an Arabic Language Peace Lexicon for the first time in Iraq.

- Support regular and social media advocacy campaigns and community solidarity activities and/or

events organized for host communities and displaced population

5.3 Support community-based initiatives to strengthen social cohesion among/within target communities

ICRRP supports the implementation of local, context specific community-based initiatives, and

encourages the adoption of innovative approaches, which particularly draw in women and youth. Support

will continue to be provided for different fora for promoting dialogue, including building upon the

participatory planning process at the community (sub-district) level and district/governorate levels.

Community consultations will serve as platforms for dialogue between duty bearers and communities to

identify and address concerns and enhance participatory approaches. The consultations will additionally

serve to assess the people’s perception of social cohesion in Iraq.

UNDP will work with the youth volunteers to build a common understanding of social cohesion and

support them to promote social cohesion messaging across Iraqi society, through media, civil society

and their own and other informal networks.

Building on efforts thus far, ICRRP will increase its investment to enhance the skills and knowledge

sharing and networking for civil society to develop best practices, promote inclusive processes, and

provide channels to share opinions and different views in a constructive manner. UNDP will continue to

support the formation of NGO consortiums and provide technical support to further develop capacities of

local civil society organizations related to conflict management skills, project management, and the

promotion of, for example, women’s rights in their area of work. The inclusion of youth will be a priority

in the work with civil society.

ICRRP will also support the operational use of spaces (i.e. Community Centres) as a safe space around

which the community can be mobilized for dialogue, to engage in interactive activities which facilitate

understanding and peaceful co-existence, provides basic services such as legal aid and counselling

support. Where the context so demands, the Project will work collaboratively for example between

Component 2, 3 and 4, to rehabilitate community centres and provide a package of support to strengthen

livelihood opportunities and promote social cohesion.

22 Interested additional universities are welcome for consideration on due course.

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Pilot Implementation Approach: An Area-based Recovery Approach piloted in targeted

Governorates (2018)

In the context of Iraq, variations of approach have been widely used to address the complexities of post-

conflict recovery. ICRRP pilot an area based approach to programming its recovery support, using the

geographic “area” as the entry point for intervention, as opposed to a sectoral approach and allows for

assistance to a variety of different groups, including members of Host Community, IDPs, Returnees and

Refugees.

The main aim of this approach is to create synergies between interventions, which may include the

following aspects: local governance mechanisms, conflict resolution and peacebuilding, basis service

delivery and infrastructure, economic recovery and diversification, agriculture and natural resource

management, development and energy sector. In addition, UNDP also seeks to address cross-cutting

issues through ABRA including gender, environment, disaster risk reduction and management and

protection.

Areas have also been identified to ensure that the Project identifies local problems/issues that require

solutions, in collaboration with the community, and importantly also realistically addresses such issues

through the provision of direct assistance (within the parameter of the project) and/or referrals.

Based on the availability of resources and identification of responsible parties/project partners, UNDP

proposes to pilot the Area Based Recovery Approach in at least 2 locations of the following six

Governorates: (i) Ninewah; (ii) Duhok; (iii) Diyala; (iv) Kirkuk; (v) Baghdad; (vi) Anbar .

The pilot approach will focus on achieving the following objectives:

a) Implement community identified and prioritized solutions for recovery and resilience, based on

appropriate gender sensitive context analysis and ensuring the contribution of women, youth and

vulnerable groups.

b) Engage the community, local authorities, civil society and other humanitarian partners in the

recovery planning process, including the identification of appropriate modalities for

implementation, while ensuring government ownership of the process and facilitation of dialogue

between government authorities and communities.

c) Create spaces for community dialogue to ensure that ‘voices’ from the community are heard,

particularly those of the minorities and marginalized group, including women.

d) Mobilize the community around common goals and through ongoing dialogue on issues specific

to their recovery objectives, as well as, on socially oriented topics that will promote the

preservation of peace, foster gender equality, encourage volunteerism, and civic engagement.

e) Design implementation plans that address the community needs and strengthen the nexus

between humanitarian assistance, development of peacebuilding efforts using community-based

modalities.

f) Contribute to community-led reconciliation efforts, as part of fostering social cohesion and the

preservation of peace in line with the national reconciliation agenda.

g) Increase awareness and explore the enhancement of system for the prevention of Gender-based

Violence (GBV) and the promotion of women’s rights as well as ensure that the local

organizations are familiar with the standards around Preventing Sexual Exploitation and Abuse

(PSEA).

23

Partnerships and Stakeholder Engagement

The Project overall works in close consultation and partnership with the Government of Iraq, at national,

governorate and local levels, and with the Kurdistan Regional Government. The ICRRP beneficiaries,

both individual and institutional are important stakeholders, and regular engagement is therefore crucial

for ensuring the Project meets the priority needs of target communities and the strategies/plans of the

Governments. Regular interaction, starting from initial consultations with the IDPs, returnees and host

communities and Responsible Party and UNDP staff to inform project prioritization is ensured. The

Development Partners, as key policy advocates with the Government of Iraq, and the main financial

contributors to the Project are also key partners of ICRRP.

ICRRP also capitalizes on strategic partnerships to achieve quality results. While select interventions are

implemented directly by UNDP, there are specific activities under the respective Components of the

Project which will be implemented in close coordination with the Federal, Provincial and Local

Governments, and other stakeholders who will serve as Responsible Parties. For example, for work

under Component 1 of the Project, the Joint Monitoring and Coordination Center (JCMC) under the

Federal Government of Iraq and the Joint Crisis Coordination Center (JCC) under the Kurdistan Regional

Government, are expected to be key partners.

Where required, ICRRP leverages the comparative expertise and experience of sister UN Agencies on

the ground in Iraq, such as UNHABITAT and UNWOMEN, in implementing specialized activities (i.e.

housing, women and livelihoods etc). To ensure coordination and information sharing with the relevant

UN Agencies, ICRRP also participates in the UN Cluster System, and on behalf of UNDP Iraq leads the

Emergency Livelihoods Cluster.

A key feature of ICRRP has been engagement with civil society. As it moves forward, ICRRP will see an

expansion of its partnership base, to invest in strengthening and empowering the local civil society, to

play an active and constructive role in Iraq’s path to achieve stability, and sustained peace. ICRRP will

also aim to identify strategic linkages with private sector, international academic and research institutions

to support its efforts. Given the comparative advantages of sister UN Agencies, UNDP will also work in

close partnership and coordination with the respective Agencies.

Entering into Partnerships will be guided by UNDP’s Rules and Regulations and informed by competitive

selection processes, and/or risk-based analysis/completion of required due diligence.

ICRRP will also work in close coordination with the Funding Facility for Stabilization (FFS), particularly in

providing complementary support in the newly liberated areas, the Disaster Risk Reduction Projects

given the focus on crisis management and crisis response support provision, and the Integrated

Reconciliation Project in Iraq (IRP), given the focus on social cohesion programming. Additionally, a level

of coordination will be maintained through UNDP Iraq’s Programme Unit, with the wider development-

oriented programming efforts in Iraq, through engagement in the UNDP Iraq’s Programme meetings to

discuss linkages on Good Governance, Access to Justice, Local Economic Reform, to help

create/strengthen the recovery/peace and development nexus is maintained, and to avoid overlap in

support provided. The ICRRP will closely coordinate with the new phase of the Local Area Development

Programme staring in 2019, the EU-MADAD funded Project supporting Syrian refugees and IDPs.

Coordination between the 2 EU funded Projects, and the Stabilization Pillar has been initiated in 2019,

which would serve as the platform for discussing the thematic and geographical areas of intervention, to

ensure complementarity of interventions. Additionally ICRRP’s social cohesion Component from 2019

works in overall coordination with the UNDP Country Office programming on Social Cohesion and

Community Reconciliation brining together 3 UNDP Iraq Projects (Integrated Reconciliation Project,

Funding Facility for Stabilization and ICRRP) .

24

Risks and Assumptions

The Project is based on the following key assumptions:

• Policy makers/ key government officials and institutions, continue to be willing to engage with UNDP

and ICRRP, and are receptive to the crisis response, recovery and resilience support provided.

• Stakeholders, in particular beneficiaries are receptive to the support provided.

• Sufficient levels of security and political stability exists, enabling access to the target areas, to design,

implement and monitor the project activities.

• Sufficient resources for the project are available, and on time.

The rapid changes in social, political, economic, operational and security situation at national and local levels are broadly the main anticipated categories of risks. The specific risks are detailed, together with the mitigation measures in the Annex to the Project Document.

Knowledge

ICRRP being one of the larger crisis response and recovery support Projects in the MENA region will

aim to document and disseminate its learning, both on programmatic and operational matters. Given the

current trend of intense conflicts in the Arab Region, the project will actively contribute to regional level

learning programme design and management. The Project will also share its experiences, both positive

and negative, with the Government and civil society partners. The Analysis (i.e. conflict and development

analysis) and Assessments (i.e. Institutional Capacity Assessments, Livelihood Market Assessments,

Needs Assessments) undertaken through the Project, is disseminated among partners/stakeholders,

with a view to sharing knowledge created through the Project. The Project’s involvement with various

forums and platforms such as the UN Cluster System, and the 3RP, also enables sharing the findings

from its research, and project’s lessons learned.

Sustainability

The Project’s sustainability and exit strategy is built into the Project’s approaches and activities. However,

before the final year of implementation, the Project will undertake a review of its overall strategy, with a

view to developing a detailed plan for transition and exist. The exit strategy will also be informed by the

findings of the Project evaluation proposed for 2019. The key elements of sustainability and exist strategy

include the following:

a) The Project invested in creating/strengthening institutional capacities across the different

Components of the Project that would take the areas of work forward. For example, the JCMC

and the JCC to take forward the crisis response work in Iraq or the Erbil Chamber of Commerce

and Industry in KRI for livelihoods, and the network of Iraqi universities for peace education.

b) Engagement of civil society organizations, as Responsible Parties and as beneficiaries, would

enable the Project to support capacity building to respond to the fast-evolving needs of the IDPs,

refugees, returnees and host communities.

c) The capacity building support for beneficiaries (i.e. vocational training, job-placement, business

development support, mentorship etc.) would help to develop the practical skills and knowledge

of beneficiaries to enable them to create income generating opportunities in the medium term.

d) The Project will facilitate partnerships to support sustainability of relevant activities. For example,

for the handover of community centers supported by the Project, partnerships among local

government and civil society actors will be facilitated, for the continued operations of the project.

e) Endorsement of National Level institutions will be obtained for the continuity of pilot work initiated

by the Project and later scaled up (i.e. Peace education within the higher education system in

Iraq).

f) Infrastructure units rehabilitated for the provision of basic services will be handed over to the

respective line Directorate/Local Authority, while also keeping the relevant Governorate officials

informed. The relevant line Directorates/Local Authorities are also engaged from the planning

phase of the project, and play a key role in monitoring project implementation, which lays a crucial

foundation to strengthen ownership for the Project.

25

PROJECT MANAGEMENT

The Project will be directly implemented (DIM) by UNDP Iraq and accordingly it will be accountable for

the overall management of the Project and achievement of results.

UNDP will enter into agreements with qualified entities (government and non-government, including

academic institutions, research organizations, civil society organizations, and UN Agencies etc.), as

Responsible Parties (RPs) to assist in successfully delivering project outputs. RPs will be directly

accountable to UNDP in accordance with the terms of the signed agreements. RPs will be selected in

keeping with UNDP’s established rules and regulations, to take advantage of their specialized skills, to

achieve high quality results, to mitigate risks and to relieve administrative burdens.

Activity implementation will focus at the National, Regional, Governorate, District and Municipality levels.

The Project is managed in overall coordination with other Projects implemented by UNDP in Iraq, most

significantly the Funding Facility for Stabilization.

Financial contributions are received by ICRRP, as both earmarked and un-earmarked contributions from

donor countries. Funds are managed in keeping with UNDP’s Financial Rules and Regulations, and with

alignment with the Donor Contribution Agreements.

A final evaluation will be conducted for the project as per UNDP corporate requirements/guidelines. The

Project will be audited as per UNDP’s Rules and Regulations and in accordance with the audit plans of

the UNDP Office of Audit and Investigations.

GOVERNANCE AND MANAGEMENT ARRANGEMENTS

The Project Board for the Iraq Crisis Response and Resilience Programme (ICRRP) serves as the overall project governance structure of the ICRRP. The Project Board provides strategic direction to and oversight of ICRRP and ensures that the interventions funded through ICRRP are in line with the Government priorities.

The Project Board will be chaired by UNDP, with the engagement of the Ministry of Planning of the Kurdistan Regional Government (KRG), the Joint Coordination and Monitoring Committee (JCMC), the Joint Crisis Coordination Center (JCC) as Senior Beneficiaries, and major fund-contributing partners. The composition of the Project Board may be adjusted upon the decision of the Chair.

UNDP will serve as secretariat to the Project Board and will present regular updates on assessments, contracting, implementation, results, and contributions.

In principle, the Project Board will convene at least annually, although the Chair may decide to hold meetings at any time. The Project Board is expected to play a facilitating role and serve as an agile mechanism providing timely guidance in rapidly changing contexts. Every effort will be made to achieve consensus on key issues. Where this is not possible, decisions will be guided by the Chair.

The Project Board is responsible for making, management decisions for ICRRP when guidance is required by UNDP, including recommendation for UNDP/Implementing Partner approval of project plans and revisions. In order to ensure UNDP’s ultimate accountability, Project Board’s decisions should be made in accordance with standards that shall ensure management for development results, best value money, fairness, integrity, transparency and effective international competition.

26

Any member of the Project Board can propose to establish a sub-committee or task force group to discuss specific thematic or strategic matters related to ICRRP. Establishment of such a group will be endorsed by the Chair and approved by the Board.

The responsibilities of the Project Board include:

• Endorsing proposed ICRRP interventions, ensuring that these are in line with the strategic priorities of the Government and complementary to other efforts undertaken in relevant areas;

• Reviewing the priorities and appropriateness of ICRRP interventions;

• Providing policy guidance where required;

• Identifying obstacles to implementation and impact and agreeing on steps to address these;

• Reviewing periodic progress and financial reports;

• Reviewing risk mitigation measures.

Government of Iraq and Kurdistan Regional Government

The Government of Iraq and the Kurdistan Regional Government (KRG) are represented in the Project

Board as the Senior Beneficiaries.

The UNDP Resident Representative/Country Director

The UNDP Resident Representative/Country Director will serve as the Executive and Chair of the Project

Board. S/he will ensure full compliance of the Project with UNDP’s Rules and Regulations, alignment

with the UNDP Country Programme 2016-2020, and coordination and complementarity with the other

UNDP Projects implemented in Iraq.

Head of Stabilization

The Head of Stabilization (HoS) serves as the Senior Supplier, as the Portfolio Manager in UNDP Iraq

for Stabilization and Recovery support. The HoS provides guidance regarding the technical feasibility of

the project. Moreover, the HoS provides advice on the identification of strategies, design and methods

to carry out Project actions. Both these roles help to ensure the needs and expectations of the

beneficiaries are met.

While the HoS reports to the DSRSG/UNRC/HC, for all strategic priorities relating to programming for

Stabilization and Recovery programming, the HoS reports to UNDP Resident Representative on a day

to day basis on all operational matters relating to the Portfolio. HoS coordinates with UNDP’s Deputy

Resident Representative (Programme) to ensure coherence with UNDP’s overall programme.

Project Management Team

ICRRP is managed by UNDP in line with UNDP corporate rules and regulations. The Project

Management Team, based out of Erbil, is responsible for the successful management of Project outputs

and contribution to the achievement of Project outcomes. The Programme Manager (PM) has the

responsibility to run the Project on a day-to-day basis on behalf of UNDP, and within the framework

outlined by the Project Document and the guidance of the Project Board. The PM is responsible for

working in coordination with the respective Senior Beneficiary/ies, and service providers and Responsible

Parties of the Project to ensure project implementation, financial management, administration, monitoring

and reporting takes place in a timely manner. The Project Management Team also comprises of relevant

technical, coordination, administration, finance, reporting, monitoring and evaluation expertise, both

international and national. The Project Management Team comes directly under the oversight and

purview of the HoS.

Service Center for Operations Support

27

While initial operational support was provided through rapid SURGE deployments, a Service Center was

established, to provide dedicated operations support for UNDP’s Funding Facility for Stabilization, which

went on to also provide operations support to ICRRP. The Service Center is the operations team

supporting ICRRP. The Service Center has delegated authority to fast track implementation, and is led

by the Head of Service Center, who is supported by international and local expertise relating to

procurement, human resources, administration and finance. Given the complex operational environment

in Iraq, which has high levels of fraud and corruption, additional measures to prevent, detect and mitigate

corruption are in place.

Project Assurance

The Project Assurance role provided by UNDP supports independent project oversight and monitoring

functions. This role ensures appropriate project management milestones are managed and completed.

The Project Assurance role needs to be engaged throughout the Project in order to ensure that the

Project remains relevant, follows the approved plans and continues to meet the planned targets with

quality. Project Assurance is required to ensure beneficiary needs and expectations are being met and/or

managed; risks are being controlled; the project remains viable; applicable UNDP rules and regulations,

and donor requirements, are being observed.

ICRRP Project Governance and Management Structure

Senior Beneficiary

Ministry of Planning -KRG

JCMC

JCC

Project Assurance By UNDP

Executive

UNDP Resident Representative/ Country Director

Service Center

(Procurement, Human Resources,

Administration & Finance)

Project Manager and

Project Management Team

Supplier Head of Stabilization

Deputy Resident Representative

(Operations)

Deputy Resident Representative (Programme)

Head of Stabilization (HoS)

Members

Donors

28

LEGAL CONTEXT

[NOTE: Please choose one of the following options, as applicable. Delete all other options from the document]

Option a. Where the country has signed the Standard Basic Assistance Agreement (SBAA)

This project document shall be the instrument referred to as such in Article 1 of the Standard Basic Assistance Agreement between the Government of (country) and UNDP, signed on (date). All references in the SBAA to “Executing Agency” shall be deemed to refer to “Implementing Partner.”

This project will be implemented by [name of entity] (“Implementing Partner”) in accordance with its financial regulations, rules, practices and procedures only to the extent that they do not contravene the principles of the Financial Regulations and Rules of UNDP. Where the financial governance of an Implementing Partner does not provide the required guidance to ensure best value for money, fairness, integrity, transparency, and effective international competition, the financial governance of UNDP shall apply.

RISK MANAGEMENT

UNDP (DIM)

1. UNDP as the Implementing Partner will comply with the policies, procedures and practices of the United Nations Security Management System (UNSMS.)

2. UNDP as the Implementing Partner will undertake all reasonable efforts to ensure that none of the [project funds]23 [UNDP funds received pursuant to the Project Document]24 are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via http://www.un.org/sc/committees/1267/aq_sanctions_list.shtml. This provision must be included in all sub-contracts or sub-agreements entered into under this Project Document.

3. Social and environmental sustainability will be enhanced through application of the UNDP Social and Environmental Standards (http://www.undp.org/ses) and related Accountability Mechanism (http://www.undp.org/secu-srm).

4. UNDP as the Implementing Partner will: (a) conduct project and programme-related activities in a manner consistent with the UNDP Social and Environmental Standards, (b) implement any management or mitigation plan prepared for the project or programme to comply with such standards, and (c) engage in a constructive and timely manner to address any concerns and complaints raised through the Accountability Mechanism. UNDP will seek to ensure that communities and other project stakeholders are informed of and have access to the Accountability Mechanism.

5. All signatories to the Project Document shall cooperate in good faith with any exercise to evaluate any programme or project-related commitments or compliance with the UNDP Social and Environmental Standards. This includes providing access to project sites, relevant personnel, information, and documentation.

6. UNDP as the Implementing Partner will ensure that the following obligations are binding on each responsible party, subcontractor and sub-recipient:

a. Consistent with the Article III of the SBAA [or the Supplemental Provisions to the Project Document], the responsibility for the safety and security of each responsible party, subcontractor and sub-recipient and its personnel and property, and of UNDP’s property in such responsible party’s, subcontractor’s and sub-recipient’s custody, rests with such responsible party, subcontractor and sub-recipient. To this end, each responsible party, subcontractor and sub-recipient shall:

23 To be used where UNDP is the Implementing Partner 24 To be used where the UN, a UN fund/programme or a specialized agency is the Implementing Partner

29

i. put in place an appropriate security plan and maintain the security plan, taking into account the security situation in the country where the project is being carried;

ii. assume all risks and liabilities related to such responsible party’s, subcontractor’s and sub-recipient’s security, and the full implementation of the security plan.

b. UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications

to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of the responsible party’s, subcontractor’s and sub-recipient’s obligations under this Project Document.

c. Each responsible party, subcontractor and sub-recipient will take appropriate steps to prevent misuse of funds, fraud or corruption, by its officials, consultants, subcontractors and sub-recipients in implementing the project or programme or using the UNDP funds. It will ensure that its financial management, anti-corruption and anti-fraud policies are in place and enforced for all funding received from or through UNDP.

d. The requirements of the following documents, then in force at the time of signature of the

Project Document, apply to each responsible party, subcontractor and sub-recipient: (a) UNDP Policy on Fraud and other Corrupt Practices and (b) UNDP Office of Audit and Investigations Investigation Guidelines. Each responsible party, subcontractor and sub-recipient agrees to the requirements of the above documents, which are an integral part of this Project Document and are available online at www.undp.org.

e. In the event that an investigation is required, UNDP will conduct investigations relating to any

aspect of UNDP programmes and projects. Each responsible party, subcontractor and sub-recipient will provide its full cooperation, including making available personnel, relevant documentation, and granting access to its (and its consultants’, subcontractors’ and sub-recipients’) premises, for such purposes at reasonable times and on reasonable conditions as may be required for the purpose of an investigation. Should there be a limitation in meeting this obligation, UNDP shall consult with it to find a solution.

f. Each responsible party, subcontractor and sub-recipient will promptly inform UNDP as the

Implementing Partner in case of any incidence of inappropriate use of funds, or credible allegation of fraud or corruption with due confidentiality.

Where it becomes aware that a UNDP project or activity, in whole or in part, is the focus of investigation for alleged fraud/corruption, each responsible party, subcontractor and sub-recipient will inform the UNDP Resident Representative/Head of Office, who will promptly inform UNDP’s Office of Audit and Investigations (OAI). It will provide regular updates to the head of UNDP in the country and OAI of the status of, and actions relating to, such investigation.

g. Choose one of the three following options:

Option 1: UNDP will be entitled to a refund from the responsible party, subcontractor or sub-recipient of any funds provided that have been used inappropriately, including through fraud or corruption, or otherwise paid other than in accordance with the terms and conditions of this Project Document. Such amount may be deducted by UNDP from any payment due to the responsible party, subcontractor or sub-recipient under this or any other agreement. Recovery of such amount by UNDP shall not diminish or curtail any responsible party’s, subcontractor’s or sub-recipient’s obligations under this Project Document. Option 2: Each responsible party, subcontractor or sub-recipient agrees that, where applicable, donors to UNDP (including the Government) whose funding is the source, in whole or in part, of the funds for the activities which are the subject of the Project Document, may seek recourse to such responsible party, subcontractor or sub-recipient for the recovery of any funds determined by UNDP to have been used inappropriately, including through fraud or corruption, or otherwise paid other than in accordance with the terms and conditions of the Project Document. Option 3: UNDP will be entitled to a refund from the responsible party, subcontractor or sub-recipient of any funds provided that have been used inappropriately, including through fraud or corruption, or otherwise paid other than in accordance with the terms and conditions of the

30

Project Document. Such amount may be deducted by UNDP from any payment due to the responsible party, subcontractor or sub-recipient under this or any other agreement. Where such funds have not been refunded to UNDP, the responsible party, subcontractor or sub-recipient agrees that donors to UNDP (including the Government) whose funding is the source, in whole or in part, of the funds for the activities under this Project Document, may seek recourse to such responsible party, subcontractor or sub-recipient for the recovery of any funds determined by UNDP to have been used inappropriately, including through fraud or corruption, or otherwise paid other than in accordance with the terms and conditions of the Project Document. Note: The term “Project Document” as used in this clause shall be deemed to include any relevant subsidiary agreement further to the Project Document, including those with responsible parties, subcontractors and sub-recipients.

h. Each contract issued by the responsible party, subcontractor or sub-recipient in connection

with this Project Document shall include a provision representing that no fees, gratuities, rebates, gifts, commissions or other payments, other than those shown in the proposal, have been given, received, or promised in connection with the selection process or in contract execution, and that the recipient of funds from it shall cooperate with any and all investigations and post-payment audits.

i. Should UNDP refer to the relevant national authorities for appropriate legal action any alleged

wrongdoing relating to the project or programme, the Government will ensure that the relevant national authorities shall actively investigate the same and take appropriate legal action against all individuals found to have participated in the wrongdoing, recover and return any recovered funds to UNDP.

j. Each responsible party, subcontractor and sub-recipient shall ensure that all of its obligations

set forth under this section entitled “Risk Management” are passed on to its subcontractors and sub-recipients and that all the clauses under this section entitled “Risk Management Standard Clauses” are adequately reflected, mutatis mutandis, in all its sub-contracts or sub-agreements entered into further to this Project Document.

31

Results and Resources Framework- Iraq Crisis Response and Resilience Programme Revision to RRF: 1 October 2014 – 31 December 2021

32

Intended Outcome as stated in the UNDAF/Country Programme (2016-2020) Results and Resource Framework: Country Programme Outcome 3 : Conditions improved for the safe return of internally displaced persons in newly liberated areas

Outcome indicators as stated in the Country Programme (2016-2020) Results and Resources Framework, including baseline and targets: Increase in percentage of internally displaced persons returning to liberated areas Baseline: 10%; Target: 80%; Source: Joint Coordination and Monitoring Centre; Frequency: Annual

Applicable Output(s) from the UNDP Strategic Plan (2018-2022):

UNDP 2018-2022 Strategic Plan Outcome 3: Strengthen resilience to shocks and crises UNDP 2018-2022 Strategic Plan Output 3.1.1: Core government functions and inclusive basic services restored post-crisis for stabilization, durable solutions to displacement and return to sustainable development pathways within the framework of national policies and priorities Output Indicators: 3.1.1.2. Displaced populations benefitting from durable solutions, disaggregated by target groups 3.1.1.3. Number of people benefitting from jobs and improved livelihoods in crisis or post-crisis settings, disaggregated by sex and other characteristics

Project title and Atlas Project Number: Iraq Crisis Response and Resilience Programme (ICRRP) /00085156

EXPECTED OUTPUTS

OUTPUT INDICATORS

DATA SOURCE

BASELINE TARGETS

Oct 2014-2021 (Targets set from 2015-2021)

DATA COLLECTION

METHODS

Value

Year

Year

1

Year

2

Year

3

Year

4

Year

5

Year

6

Year

7

Output 1- Crisis response, recovery, preparedness and prevention structures

1.1: Improve national and regional management of sustainable returns, recovery and IDPs;

(a) Joint coordination mechanism at regional level in place

Overall target:

Joint Crisis Coordination committee set up at KRG level

(i)Project quarterly Reports

(ii)Reports from Responsible Parties

Central coordination body exists in Baghdad but not at the regional level in the Kurdistan Region

2014 N/A JCMC Baghdad;

JCC HQ – Erbil

JCC Office in Sulaymaniyah governorate

JCC Office in

Dohuk,

Halabja Governorates;

.

JCC Office in Raparin Admininstration; Garmiyan Admnistration

Joint coordination mechanism at Kurdistan region functioning and operationalized

Joint coordination mechanism at Kurdistan region functioning and operationalized

(i)UNDP Monitoring reports;

(ii)Interviews with government stakeholders

(iii) Reports from Responsible Parties

33

(b) # of government departments and civil society organizations and groups participated in returns, recovery and IDP management process coordinated by JCMC and JCC

Overall target: Min. 70 government agencies and CSOs across 10 governorates; In each governorate: 5 government departments, and 5 CSOs (2 women groups; 1 youth group)

(i)List attendance at Coordination meetings confirmingf government departments and civil society organizations and group

(ii)Progress Reports of Responsible Parties;

Weak cooperation between government and civil society, with limited engagement in coordination of returnee and IDP support efforts

2014 N/A In each governorate: 5 government departments, and 5 CSOs (2 women groups; 1 youth group)

In each governorate: 5 government departments, and 5 CSOs (2 women groups; 1 youth group

In each governorate: 5 government departments, and 5 CSOs (2 women groups; 1 youth group

In each governorate: 5 government departments, and 5 CSOs (2 women groups; 1 youth group

70 government agencies and CSOs across 10 governorates continues to participate crisis management

70 government agencies and CSOs across 10 governorates continues to participate crisis management

(i)UNDP Monitoring reports;

(ii)Interviews with government stakeholders

(iii) Reports from Responsible Parties

(c)Types (and frequency) of key information products developed and disseminated by the JCMC and JCC to relevant stakeholders

Overall Target: Quarterly Situation reports, Thematic reports briefings, for Senior Officials

(i)Public information materials (e.g. situation reports, Thematic reports briefings) produced by JCMC and JCC;

(ii) Progress Reports of Responsible Parties;

Information products not developed and disseminated

2014 N/A Situation reports, Thematic reports, briefings, for Senior Officials

Situation reports, Thematic reports, briefings, for Senior Officials

Situation reports, Thematic reports, briefings, for Senior Officials

Situation reports, Thematic reports, briefings, for Senior Officials

Situation reports, Thematic reports, briefings, for Senior Officials continuous to be produced

Situation reports, Thematic reports, briefings, for Senior Officials

continuous to be produced

(i)UNDP Monitoring reports;

(ii)Interviews with government stakeholders

(iii) Reports from Responsible Parties

(d) # of assessments conducted or analysed to identify the needs of IDPs and returnees

Overall target:

10 assessments

Assessment reports

Limited and weak assessments done by humanitarian and civil society and used by JCMC

2014 N/A Assessment tools developed

10

Assessments completed

10 assessment results shared and used by JCMC

10 assessment results shared and used by JCMC

10 assessment results shared and used by JCMC

10 assessment results shared and used by JCMC

(i)UNDP monitoring activities

(ii) Documents uploaded on JCMC website

34

(e) # of staff from JCMC and JCC trained in identified priority areas (disaggregated by type of training and gender)

Overall target:

250 JCMC/JCC staff

trained

(i)Training curricula;

(ii)Training reports produced by Consulting Firms;

(iii)Attendance sheet;

(iv)Pre-and-post assessment/test reports

No training provided to staff from JCMC and JCC

2014 N/A 50 JCMC/JCC staff

100

JCMC/JCC staff

100

JCMC/JCC staff

50

JCMC/JCC staff

250 JCMC/JCC staffs applied knowledge and skills in their works

250 JCMC/JCC staffs

applied knowledge and skills in their works

(i) UNDP monitoring activities;

(ii)Class observation.

(f) # of government offices equipped with ITC equipment

Overall target: 7Offices

(i)Progress reports;

(ii)Reports produced by the Responsible Parties

(iii)UNDP’s procurement tracking

Zero (0) ITC equipment provided to JCC and/or JCMC

2015 N/A 1

Office

2

Offices

2

Offices

2

Offices

Government offices maintain the office and ICT equipment provided

Government offices maintain the office and ICT equipment provided

(i) UNDP monitoring activities;

(ii) Physical check/observation.

1.2. Advance early warning and response services available to at-risk and affected communities

(a) Response capacities and needs identified for GoI and KRG (area of work from 2019)

(i)Minutes from regular coordination meetings;

(ii)Progress reports submitted by Responsible Parties

Response capacities and needs not identified for GoI and KRG

2017 N/A N/A N/A N/A N/A Response capacities and needs identified for GoI and KRG

Response capacities and needs identified for GoI and KRG

(i) UNDP monitoring activities

(ii)Progress reports submitted by Responsible Parties

EXPECTED OUTPUTS

OUTPUT INDICATORS

DATA SOURCE

BASELINE TARGETS DATA COLLECTION

METHODS

Value

Year

Year 1

Year 2

Year 3

Year 4

Year

5

Year

6

Year 7

35

(a)Early warning strategy for GoI and KRG developed (area of work from 2019)

Overall target:

Early warning Strategy developed for GoI and KRG

Progress reports

No early warning strategy in place for GoI and KRG

2017 N/A N/A N/A N/A N/A Early warning strategy developed for GoI and KRG

Early warning strategy developed for GoI and KRG

(i) UNDP monitoring activities;

# of Government staff trained on early warning and response

Overall target:

25 government staff

(i)Training curricula;

(ii)Training reports produced by Consulting Firms;

(iii)Attendance sheet;

(iv)Pre-and-post assessment/test reports

Limited training provided to Government staff on early warning and response

2017 N/A N/A N/A N/A N/A 25 Govt. staff

N/A (i) UNDP monitoring activities;

(ii)Class observation.

1.3. Strengthen legislative, institutional and risk-information systems for crisis

36

(b) Measures taken to develop the crisis management law and implement the National Disaster Management Strategy in Iraq in a gender-sensitive manner

Overall target:

a) Decisions made by the national stakeholders to prepare a new legislation or update the existing laws in order to streamline the crisis management system in Iraq;

b) Agreement reached among stakeholders to form a working (group on implementation of National Disaster Management Strategy

(i)Progress reports;

(ii)Reports produced by the respective governorates/Responsible parties

The Crisis Law and Disaster Risk Management (DRM) strategy not priority for government

2017 N/A N/A N/A Decisions made by the national stakeholders to prepare a new legislation/update the existing laws

Agreement reached among stakeholders to form a working (group on implementation of National Disaster Management Strategy

Agreement reached among stakeholders to form a working (group on implementation of National Disaster Management Strategy

Agreement reached among stakeholders to form a working (group on implementation of National Disaster Management Strategy

(i)UNDP Monitoring reports;

(ii)Interviews with government stakeholders

(c)Crisis management law for the Kurdistan region approved by the Government

Overall target:

Issuance of Crisis Management Law of Kurdistan

(i)Progress reports;

(ii) Draft and final Crisis management law

Crisis management law not drafted in Kurdistan region

2017 N/A N/A N/A A Crisis Management Law of Kurdistan drafted

A Crisis Management Law of Kurdistan issued by KRI-Parliament.

A Crisis Management Law of Kurdistan implemented

A Crisis Management Law of Kurdistan implemented

(i)UNDP Monitoring reports;

(ii)Interviews with government stakeholders

37

(d)# of measures taken to implement the government-wide system for crisis management in KRG in a gender-responsive manner

Overall target:

A working group established by the JCC to supervise the implementation of the government wide crisis management system with participation of women’s organizations.

(i)Progress reports;

(ii)Minutes from coordination and coordination meetings

Zero (0) design of the government wide crisis system prepared

2017 N/A N/A N/A Gender Policy for JCC developed

Gender Policy for JCC implemented

A working group established by the JCC to supervise the implementation of the government wide crisis

A working group established by the JCC to supervise the implementation of the government wide crisis

(i)UNDP Monitoring reports;

(ii)Interviews with government stakeholders

1.4 Increase participation of civil society including women, youth and professionals in crisis recovery, response and prevention processes;

(a)# of members of civil society organizations oriented by Iraqi Civil Defence and Iraqi Red Crescent on preparedness and response skills (from 2019 onwards)

Overall target:

250 women, and 250 men and youth

(i)List of CSOs

(ii)Progress Reports

Lack of orientation of civil society organizations to participate in crisis management

2014 N/A N/A N/A N/A N/A 150 women, and 150 men and youth

100 women 150 men and youth

(i)UNDP Monitoring reports;

(ii)Interviews/FGDs with CSOs

38

(b)# of women, men and youth registered as volunteers in KR-I and trained in crisis management, recovery and crisis prevention skills. (from 2019 onwards)

Overall target:

100 women and 100 men

(i)Database of women, men, and youth registered as volunteers

(ii)Progress Reports

No Crisis volunteer force exist in KRG, except for Red Crescent

2014 N/A N/A N/A N/A N/A 100 women and 100 men

100 women and 100 men

(i)UNDP Monitoring reports;

(ii)Interviews/FGDs volunteers

EXPECTED OUTPUTS

OUTPUT INDICATORS

DATA SOURCE

BASELINE TARGETS DATA COLLECTION

METHODS

Value

Year

Year 1

Year 2

Year 3

Year 4

Year

5

Year

6

Year 7

Output 2: Basic service delivery improved Internally displaced people, returnees, host communities and Syrian refugees, through rehabilitated community infrastructure

2.1 Design and rehabilitate priority infrastructure to enable service delivery

(a) # of communities engaged in basic service needs assessments (gender disaggregated); Overall target: 70

(i)list identified and proposed projects;

(ii)community assessment reports

Zero (0) communities have basic service restoration/rehabilitation

2014 5

Communities

10 communities

10

Communities

10

communities

15

communities

10

communities

10

communities

(i)UNDP Monitoring reports;

(b)# of communities(districts/sub-districts) in project target locations have basic service restored/rehabilitated; Overall target: 70

(i)list identified and proposed projects;

(ii)community assessment reports

Zero (0) basic socio-economic infrastructure projects rehabilitated/reconstructed

2014 5

Communities

10

Communities

10

Communities

10

Communities

15

Communities

10

Communities

10

Communities

(i)UNDP Monitoring reports

39

(c)# (and type) of basic socio-economic service infrastructure projects rehabilitated25 Overall target: 150 projects rehabilitated

(i)weekly progress report of field engineers;

(ii)tracking matrix of infrastructure projects;

(iii) monthly progress of infrastructure projects

Zero (0) people benefitting from rehabilitated basic socio-economic infrastructure

2014 10

projects

20 projects

20

projects

20

projects

30

projects

30

projects

20

projects

(i)Project ‘close-out’ inspection for projects between 80 – 99% complete

(ii) Final quality check ahead of certification of payment for projects 100% complete.

EXPECTED OUTPUTS

OUTPUT INDICATORS

DATA SOURCE

BASELINE TARGETS DATA COLLECTION

METHODS

Value

Year

Year 1

Year 2

Year 3

Year 4

Year

5

Year

6

Year 7

Output 3: Internally displaced people, returnees, vulnerable host communities and Syrian refugees benefit from improved livelihood opportunities

3.1. Immediate livelihood stabilization through emergency employment for internally displaced people, refugees, returnees and host communities

(a)# of men and women benefiting from cash for work (CfW)

Overall target: Min. 25,000

i)Monthly progress report;

and/or Quarterly reports

Zero (0) displaced men and women benefitting from CfW from UNDP

2014 6,000

Beneficiaries

3,000

Beneficiaries

3,000

Beneficiaries

3,000

Beneficiaries

2,500

Beneficiaries

1,500

Beneficiaries

1,000

Beneficiaries

(i)Monitoring visits (ii)Progress Review Meeting Responsible Parties

(b)# of men and women benefiting from emergency asset

Overall target: Min. 7,000

i)Monthly progress report;

and/or Quarterly reports

Zero (0) men and women befitting from asset recovery from UNDP

2014 1,000

Beneficiaries

1,000

Beneficiaries

1,000

Beneficiaries

2,500

Beneficiaries

500

Beneficiaries

500

Beneficiaries

500

Beneficiaries

(i)Monitoring visits (ii)Progress Review Meeting Responsible Parties

3.2. Support sustainable livelihood opportunities for internally displaced, host communities, returnees and Syrian refugees.

25 Includes the provision of equipment and furniture to operationalize infrastructure units, and as a minimum includes water, sewage, electricity, roads, housing, education and health sectors.

40

(a)# of livelihoods assessments carried out and used to define project design options Overall target: 25

(i)UNDP assessment reports;

(ii)Assessments reports produced by Responsible Parties

No comprehensive data available on livelihoods

2014 5

Assessments

5

Assessments

3

Assessments

3

Assessments

3

Assessments

3

Assessments

3

Assessments

Survey/FGDs/Field data collection

(b)# of men and women benefitting from sustainable livelihood interventions Overall target: Min. 10,000

(i)Monthly progress report;

And/or Quarterly reports

Some livelihood support provided to men and women in Iraq by UNDP

2014 500

Beneficiaries

3,500

Beneficiaries

1,000

Beneficiaries

2,000

Beneficiaries

1,000

Beneficiaries

1,000

Beneficiaries

1,000

Beneficiaries

(i)Monitoring visits (ii)Progress Review Meeting with Responsible Parties

(c)Percentage increase in amount of in income generated among target Overall target: Min. 10%

ii)Baseline/Endlines reports produced by Responsible Parties

0% of increase in income generation

2014 10% 10% 10% 10% 10% 10% 10% Baseline and Endline survey

EXPECTED OUTPUTS

OUTPUT INDICATORS

DATA SOURCE

BASELINE TARGETS DATA COLLECTION

METHODS

Value

Year

Year 1

Year 2

Year 3

Year 4

Year

5

Year

6

Year 7

3.3: Capacity of public/private stakeholders developed to support livelihood

(a)# and type of public/private institutions benefiting from capacity

Overall target: Min. of 2 institutions

i)Monthly progress report;

and/or Quarterly reports

Zero (0) public/private stakeholders benefited capacity development support to speed up livelihood recovery in target locations

2014 N/A 1 1

1 1 1 0 (i)Monitoring visits (ii)Progress Review Meeting Responsible Parties

Output 4: Protection

4.1. Expanded legal and psychosocial support services to the affected communities

41

mechanism strengthened for vulnerable communities specifically women and youth

(a)# of vulnerability monitoring and legal aid clinics established Overall target: 3 additional monitoring and legal aid clinics

i)UNDP Progress report;

(ii) Reports produced by Responsible Parties

3 vulnerability monitoring and legal aids in refugee and IDPs areas of KRG established

2014 N/A N/A 3 legal aids clinics

N/A N/A N/A N/A Field monitoring;

(b)# of people who benefit from legal aid services under the programme; Overall target: 10, 000

i)UNDP Progress report;

(ii) Reports produced by Responsible Parties

500 legal service cases achieved till July 2014;

2014 N/A N/A 10,000 beneficiaries

N/A N/A N/A N/A Field monitoring;

FGDs;

Interviews

(c)# of people who have received the Sexual and Gender-based Violence (SGBV) awareness; Overall target: Min. 3,500

i)UNDP Progress report;

(ii) Reports produced by Responsible Parties

Zero (0) people received awareness training on SGBV

2014 N/A N/A 3,500

beneficiaries

50

beneficiaries

50 beneficiaries

50

beneficiaries

50 beneficiaries

UNDP monitoring;

FGDs;

Interviews

(d)# of SGBV victims and other vulnerable people benefit from psychosocial support services. Overall target: Min. 250

i)UNDP Progress report;

(ii) Reports produced by Responsible Parties

Zero (0) people received psychosocial support

2014 N/A N/A 250

beneficiaries

250

beneficiaries

N/A N/A N/A Field monitoring;

FGDs;

Interviews

EXPECTED OUTPUTS

OUTPUT INDICATORS

DATA SOURCE

BASELINE TARGETS DATA COLLECTION

METHODS

Value

Year

Year 1

Year 2

Year 3

Year 4

Year

5

Year

6

Year

7

Output 5. Strengthened Social Cohesion among local actors and communities

5.1. Increase stakeholder knowledge on conflict sensitivity, and strengthened

(a)# of conflict and development analysis (CDA) studies completed in target locations/ Overall target: At least 5 CDAs

CDAs reports produced by Responsible parties and/or UNDP Staff

Zero CDA studies conducted in target locations by UNDP

2014 N/A N/A 5 CDAs 2 CDAs 1 CDA 1 CDA 1 CDA Field data collection through FGDs and Interviews

42

(b)# of religious leaders trained on promoting dialogue, co-existence and human rights Overall target: Min. 2,000

(i)Awareness raising agenda

(ii) Awareness raising reports;

(iii)Attendance sheets

Zero (0) religious leaders trained promoting dialogue, co-existence and human rights

2014 N/A N/A 2,000 religious leaders

200

religious leaders

300

religious leaders

N/A N/A UNDP Monitoring activities; Human interest stories/changes stories.

(c)# of youth trained to monitor triggers of conflict;

Overall target: Min. 150 youth

(i)Training agenda

(ii)Training/activities reports;

(ii)Attendance sheets

Zero youth trained to monitor triggers of conflict

2014 N/A N/A 50 Youth 50

Youth

50

Youth

20

Youth

20

Youth

UNDP Monitoring activities; Human interest stories/changes stories.

(d)# of civil society organizations trained to conduct conflict and development analysis studies.

Overall target: 8 CSOs

(Iraqi Al-Amal, Al-Massela, SANAD, Al Tahreer, Al-Firdaus, DHRD, CDO, Peace and Freedom Organization, RID):

(i)Training curricula

(ii)Training/activities reports;

(iii)Attendance sheets;

Zero (0) CSOs trained to conduct CDA conflict and development analysis CDA studies

2014 N/A N/A 2 CSOs

2 CSOs

2 CSOs

2 CSOs 2 CSOs UNDP Monitoring activities

EXPECTED OUTPUTS

OUTPUT INDICATORS

DATA SOURCE

BASELINE TARGETS DATA COLLECTION

METHODS

Value

Year

Year 1

Year 2

Year 3

Year 4

Year

5

Year

6

Year

7

Output 5. Strengthened

5.2 Enhance national capacities to promote peace education

43

Social Cohesion among local actors and communities

(a)# of Iraqi public universities engaged in promoting a culture of peace

Overall target: 11 Universities

Baghdad, Karbala, Kufa, Anbar, Tikrit, Mosul, Duhok and others.

Reports from the Responsible Parties.

Zero Iraqi public Universities engaged in promoting peace education in Iraq

2014 N/A N/A 3 Univ. 3 Univ. 3 Univ. 1 Univ. 1 Univ. (i) Reports submitted by Responsible Parties

(ii) Interviews and FGDs with Universities’ stakeholders

(b)# of peace centres established in Iraqi public Universities; Overall target: 7

Reports from the Responsible Parties

Zero (0) peace centres active in Iraqi public Universities

2014 N/A N/A The decision and approval to establish Peace Centres across 7 Universities by Ministry of Higher Education.

The establishment of Peace Centres across 7 Universities are currently on-going

The establishment of Peace Centres across 7 Universities are currently on-going

Peace centres established in 7 Iraqi public Universities;

N/A (i) Reports submitted by Responsible Parties

(ii) Interviews and FGDs with Universities’ stakeholders

(c)# of academics and university students from Iraqi public universities trained on peacebuilding skills, include dialogue, tolerance and to promote peaceful co-existence Overall target: 55 academicians; 150 University students

(i)Training agenda/curricula

(ii)Training/activities reports;

(iii)Attendance sheets;

(iv) Training assessment report

Zero (0) academics from Iraqi public universities trained on peacebuilding skills, include dialogue, tolerance, and to promote peaceful co-existence

2014 N/A N/A 25 Academicians;

100 University students

25 Academicians;

50 University students

25 Academicians;

50 University students

25 Academicians;

50 University students

50 University students

Interviews and FGDs with Universities’ stakeholders

44

(d)Arabic Language Peace Lexicon formulated and adapted at the Iraqi public universities to support peace education in Iraq Overall target: 1 Arabic Language Peace Lexicon

(i)Activity reports; (ii)Draft and final document of Arabic Peace Lexicon.

Zero (0) Lexicon in Arabic language and adapted at the Iraqi public universities

2014 N/A N/A Peace Lexicon formulated

N/A Peace Lexicon adopted by the Ministry of Higher Education

Peace Lexicon adopted for use in the Diploma Programme

(i)Endorsement letter from the Ministry of Higher Education

(ii) Interviews with Responsible Parties, Universities and Ministry Officials

(e)# of technical peacebuilding texts translated into the Arabic Language for distribution among the Iraqi Universities Overall target: 6 Peacebuilding texts translated

(i)Activity reports; (ii)Peacebuilding texts

Peacebuilding texts are not readily available in the Arabic language, posing a challenge to promoting peace education within the higher education system

2014 N/A N/A 3 Key Texts translated to Arabic.

3 Key Texts translated to Arabic.

N/A

N/A

N/A

UNDP Monitoring activities

EXPECTED OUTPUTS

OUTPUT INDICATORS

DATA SOURCE

BASELINE TARGETS DATA COLLECTION

METHODS

Value

Year

Year 1

Year 2

Year 3

Year 4

Year

5

Year

6

Year 7

Output 5. Strengthened Social Cohesion among local actors and communities

5.3 Improve social cohesion among/within target communities through implementation of community-based initiatives

(a)# of community platforms for dialogue established Overall target: 16

(i)UNDP Progress report;

(ii) Reports produced by Responsible Parties

Zero (0) community platforms for dialogue established

2014 N/A Community platforms for dialogues initiated

4 Community platforms for dialogues established

4 Community platforms for dialogues established

4 Community platforms for dialogues established

2 Community platforms for dialogues established

2 Community platforms for dialogues established

UNDP Monitoring activities

45

(b)# of community centres supported to maintain their operations and serve as the base for social cohesion interventions in target locations Overall target: 7 centers

(i)UNDP Progress report;

(ii) Reports produced by Responsible Parties

Zero (0) community centres supported

2014 N/A Community centres identified

7 Community centres established

7 Community centres operated

7 Community centres operated

N/A

N/A

UNDP Monitoring activities

Reports produced by Responsible Parties

(c)# of young volunteers mobilized for promoting social cohesion (SC) identified (gender and age disaggregated) Overall target: Min. 50

(i)UNDP Progress report;

(ii) Reports produced by Responsible Parties

Zero (0) young volunteers for social cohesion identified

2014 N/A Selection criteria for engaging young volunteer for SC activities initiated

50 young volunteers identified

50 young volunteers mobilized for promoting SC activities

50 young volunteers mobilized for promoting SC activities

50 young volunteers mobilized for promoting SC activities

50 young volunteers mobilized for promoting SC activities

UNDP Monitoring activities;

Reports produced by Responsible Parties

Human interest stories/changes stories.

(d)# of civil society organizations strengthened to lead the process of social cohesion in target locations Overall target: 5 CSOs

(i)UNDP Progress report;

(ii) Reports produced by Responsible Parties

Zero (0) civil society organizations (CSOs) lead the process of social cohesion in target locations;

2014 N/A CSOs to lead SC activities at targeted locations identified

2 CSO capacitated to lead SC activities

2 CSO capacitated to lead SC activities

1 CSO capacitated to lead SC activities

5 CSOs continuous to lead to lead SC activities

5 CSOs continuous to lead to lead SC activities

UNDP Monitoring activities;

Reports produced by Responsible Parties

46

(e)# of people engaged in community-based project initiatives Overall target: Min. 1,000

(i)UNDP Progress report;

(ii) Reports produced by Responsible Parties

Zero (0) people engaged in community-based projects (CBPs) initiated

2014 N/A Communities and areas for CBPs identified

1,000 people

1,000

people

500

people

500

people

500

people

UNDP Monitoring activities

Reports produced by Responsible Parties

(f)# of advocacy campaigns and community solidarity activities and/or events organized for host communities and displaced population Overall target: Min. 20

(i)UNDP Progress report;

(ii) Reports produced by Responsible Parties

Zero (0) advocacy campaigns and community solidarity activities and/or events organized for host communities and displaced population

2014 N/A 5 community events

20

community events

20

community events

20

community events

20

community events

20

community events

UNDP Monitoring activities;

Human interest stories/changes stories.

(g)# of analysis of community perceptions relating to the value/usefulness of the community-based initiatives conducted (qualitative and capturing the feedback of women and youth). Overall target: 1 Analysis

(i)Community perception report;

Zero (0) analysis of community perceptions relating to the value/usefulness of the community-based initiatives conducted (qualitative and capturing the feedback of women and youth)

2014 N/A N/A N/A N/A N/A 1 Analysis N/A Community feedback through survey/FGDs

47

MONITORING AND EVALUATION

Monitoring Plan

Monitoring Activity Purpose Frequency Expected Action Partners (if joint)

Estimated Cost

(if any)

Track results progress

a) Field level monitoring of progress of activity implementation, challenges and issues that negatively impact the pace and quality of project implementation. b) Progress data against the results indicators in the RRF collected and analysed to assess the progress of the project in achieving the agreed outputs.

a) Weekly or monthly or quarterly based on Component (additionally details provided in a multi-layered monitoring framework) b) A minimum, quarterly, and where relevant in keeping with the frequency required for each indicator.

Slower than expected progress will be addressed by project management.

USD 300,000 per year (including staff time)

Monitor and Manage Risks

Identify specific risks that may threaten achievement of intended results. Identify and monitor risk management actions using a risk log. This includes monitoring measures and plans that may have been required as per UNDP’s Social and Environmental Standards. Audits will be conducted in accordance with UNDP’s audit policy to manage financial risk.

Twice a year (from 2018)

Risks are identified by project management and actions are taken to manage risk. The risk log is maintained to keep track of identified risks and actions taken.

Knowledge Management

Knowledge, good practices and lessons will be captured regularly, as well as actively sourced from other projects and partners and integrated back into the project.

At least annually (from 2018)

Relevant lessons are captured by the project team and used to inform management decisions.

Project Review to Make Course Corrections

Internal review of data and evidence from all monitoring actions undertaken by the Project Team to inform decision making by the Project Board. This internal review will also include taking stock of exit/phase-out strategies adopted by the Project.

Annually Performance data, risks, lessons and quality will be discussed by the project and used to make course corrections.

48

Monitoring Activity Purpose Frequency Expected Action Partners (if joint)

Estimated Cost

(if any)

Annual Project Quality Assurance

The quality of the project will be assessed against UNDP’s quality standards to identify project strengths and weaknesses and to inform management decision making to improve the project. The Quality Assessment tool is used from 2016 onwards.

Annually from 2016, and minimum of

every 2 years starting from 2018

(by latest Q3)

Areas of strength and weakness will be reviewed by project management and used to inform decisions to improve project performance.

Project Report

A progress report is circulated to members of the Project Board and key stakeholders, consisting of progress data showing the results achieved during the reporting period, a summary of risks, and lessons learned, and any evaluation or review reports prepared over the period.

-Annual progress report -Final project report

USD 40,000 Per year (excluding staff time)

Project Review by the Project Board

The Project Board holds regular project reviews (a minimum annually) to assess the performance of the project. In the project’s final year, the Project Board will hold an end-of project review to capture lessons learned and discuss opportunities for scaling up and to socialize project results and lessons learned with relevant audiences.

At-least Annually

The Project Board will discuss any quality concerns or slower than expected progress and agree on management actions to address the issues identified.

N/A

Project Evaluation To determine the failures and successes of program activities to strengthen the implementation process.

Mid-Term and/or Final Evaluation

The Project Management Team and Steering Committee will review the findings of the Evaluation to identify ways to strengthen the implementation process and determine the need for and nature of a further phase of support.

USD 150,000 Per evaluation

Project Closure Quality Assurance

The quality of the closure process of the project will be assessed against UNDP’s quality standards to identify strengths and weaknesses and to inform management decision making to improve the process.

In the lead up to Closure of the

Project

Areas of strength and weakness will be reviewed by project management and used to inform decisions to improve project performance.

49

Multi-Year Work Plan Iraq Crisis Response and Resilience Programme -Project Document Revision

Years: 1 October 2014- 31 December 2021 (7.3 years)

EXPECTED OUTPUTS

INDICATIVE ACTIVITIES

TIMEFRAME (7.3. years)

RESPONSIBLE PARTY

PLANNED BUDGET

14 15 16

17 18 19 20

21 Funding Source

Budget Description

Estimated Amounts

(USD)

Output 1- Crisis response, recovery, preparedness and prevention structures strengthened

1.1. Improve national and regional

management of sustainable returns,

recovery and IDPs

Indicators:

a. Joint coordination mechanism at

regional level in place

b. # of government departments

and civil society organizations

and groups participated in

returns, recovery and IDP

management process

coordinated by JCMC and JCC;

c. Types (and frequency) of key

information products developed

and disseminated by the JCMC

and JCC to relevant

stakeholders

d. # of assessments conducted or

analysed to identify the needs of

IDPs and returnees

Activity 1.1. Improve national

and regional management of

sustainable returns, recovery

and IDPs

- Supplies, Goods and Materials, equipment and furniture, and transport and security

- Personnel (FTA/TA/SC/UNVs) Consultants, Travel and Training

- Training of counterparts

- Contracts- programmatic and procurement contracts

- Other direct project

Activity 1.1: 2,000,000

Funded: 1,800,000

Unfunded: 200,000

Technical support to establish and strengthen the systems/structures of the JCMC and JCC.

x x x

x

x

x

x x

UNDP, JCMC and JCC

UK-DFID,

Governments of

Japan & Austria

Orientation workshops for JCMC, JCC and their partner departments about returns and recovery.

x

x

x

x x

Technical support to set-up an information management system in IDP/Refugee hosting governorate office

x x x

x

x

x

x x

Provide training and mentorship support for the staff of the JCMC and JCC in identified priority thematic areas/topics

x

x

x

x

x x

Provide priority equipment and furniture required by the JCMC and JCC and its regional network of Offices to be operational

x x x x

x

Facilitate exposure visits to learn about crisis response and management systems in place in other countries

x

x

x

x x

50

e. Number of staff from JCMC and

JCC trained in identified priority

areas (disaggregated by type of

training and gender)

f. # of government offices provided

with priority equipped (including

ICT equipment) and furniture

Baseline:

a) Central coordination body exists in

Baghdad but not at the regional level

in the Kurdistan Region (2014)

b) Weak cooperation between

government and civil society, with

limited engagement in coordination of

returnee and IDP support efforts

(2014);

c) Information products not developed

and disseminated (2014)

d) Limited and weak assessments done

by humanitarian and civil society and

used by JCMC (2014)

e) No training provided to staff from

JCMC and JCC (2014)

f) Equipment and furniture not provided

to JCMC and JCC by UNDP. A

regional network for JCMC and IC not

in place. (2014)

Overall Targets:

a) Joint Crisis Coordination committee

set up at KRG level

b) In each governorate: 5 government

departments, and 5 civil society

groups including at least 2 women

groups and 1 youth group participated

in returns and recovery process;

Conduct a gender analysis for the JCC and JCMC

x

x

x

x

x

costs (DPC)- operations support, M&E, communications and visibility

Activity 1.2: 5,000,000

Funded: 2,682,733

Unfunded: 2,317,267

Activity: 1.2. Advance early

warning and response

services available to at-risk

and affected communities

Assess early warning capacities and needs in Iraq

x

X x

UNDP,

JCMC and JCC

UK-DFID

Government of Japan

Prepare an early warning strategy for GoI and KRG;

x

x x

Assess response capacities and needs of in Iraq and prepare a plan to upgrade them;

x

x x

Introduce a culture of contingency planning for civil conflicts, droughts, and health epidemics;

x

x x

51

c) Situation reports, briefings for Senior

Officials, Thematic reports developed

and disseminated by the JCMC and

JCC to relevant stakeholders

d) At least 10 assessments either

conducted or analysed with regards to

returns, recovery and IDPs;

e) At least 200 staff from JCMC and JCC

trained on identified priority areas

(disaggregated by type of training;

and gender)

f) At least 7 government offices of the

JCMC and JCC and its regional

offices supported

1.2. Advance early warning and response

services available to at-risk and affected

communities26;

Provide support to develop a crisis management database for all Governorates in Iraq, to map response efforts

x

x x

Provide training on end-to-end early warning system to the JCMC and JCC, partner ministries, departments and governorates;

x

x x

Conduct multi-sectoral response exercises at the JCMC and JCC for its network of stakeholders;

x

x x

Train a Smart Response Team at the Iraq Civil Defence with advanced response, rescue, evacuation and medical aid capacities;

x

x x

Provide technical support to upgrade the weather forecasting infrastructure of the Meteorology and Seismology Service of the GoI;

x

x x

26 2019.

52

Indicators:

a) Response capacities and needs

identified for GoI and KRG

b) Early warning strategy for GoI and

KRG developed.

c) # of Government staff trained on early

warning and response

Baseline:

a) Response capacities and needs not

identified for GoI and KRG (2017)

b) No early warning strategy in place for

GoI and KRG (2017);

c) Limited training provided to

Government staff on early warning

and response (2017)

Overall Targets:

a) Response capacities and needs

identified for GoI and KRG

b) Early warning strategy developed

for GoI and KRG

c) At least 25 Government staff trained

on early warning and response

Provide priority equipment to JCMC/JCCand its high-risk governorate offices to boost early warning systems;

x x

x

53

1.3. Strengthen legislative, institutional and

risk-information systems for crisis

prevention and resilience building

Indicators:

a) Measures taken to develop the crisis

management law and implement the

National Disaster Management

Strategy in Iraq in a gender-sensitive

manner;

b) Crisis management law for the

Kurdistan region approved by the

Government;

c) # of measures taken to implement the

government-wide system for crisis

management in KRG in a gender-

responsive manner.

Baseline:

a) The crisis law and Disaster Risk

Management (DRM) strategy not

priority for government (2017);

b) Crisis management law not drafted

for the Kurdistan Region (2017);

c) Zero (0) design of the government

wide crisis system prepared (2017).

Targets:

a) Decisions made by the national

stakeholders to prepare a new

1.3. Strengthen legislative,

institutional and risk-

information systems for crisis

prevention and resilience

building

Activity 1.3: 3,000,000

Funded: 2,500,000

Unfunded: 500,000

Provide technical support to the GoI including to develop a national crisis and disaster database to estimate the losses and damages; and to setup a national working group for implementation of the National Disaster Management Strategy in Iraq;

X x

UNDP, JCMC and JCC

UK-DFID &

Government of Japan

Conduct advocacy with policy makers of Iraq about the streamlining of the crisis management system;

x

X

x x

Conduct training courses on crisis prevention and disaster risk reduction for members of the JCMC national working group and for high risk governorates and JCC

x

x

x X

Provide technical advisory support to JCC to prepare crisis management law in KRI and support the rollout of proposed crisis management system in KRG;

x

x

Provide support to develop a crisis and disaster database for the KR-I;

X

X x

54

legislation or update the existing laws

in order to streamline the crisis

management system in Iraq;

Agreement reached among

stakeholders to form a working group

on implementation of National

Disaster Management Strategy;

b) Notification issued by the KRG to

approve the crisis management law

for KR-I;

c) A working group established by the

JCC to supervise the implementation

of the government wide crisis

management system with

participation of women’s

organizations.

Provide support to upgrade hazard maps of KR-I for earthquake, drought, forest fires and civil conflict flash points;

x

x x

Activity 1.4: 1,000,000

Unfunded: 1,000,000

Provide support to increase risk awareness (civil conflicts, earthquakes, forest fires and health epidemics) across Iraq by involving different stakeholders;

X

x

x

1.4 Increase participation of civil society

including women, youth and professionals

in crisis recovery, response and prevention

processes;27

Indicators:

a) # of members of civil society

organizations oriented by Iraqi Civil

Defence and Iraqi Red Crescent on

preparedness and response skills;

b) # of women, men and youth

registered as volunteers in KR-I and

trained in crisis management,

recovery and crisis prevention skills.

Baseline:

1.4 Increase participation of

civil society including women,

youth and professionals in

crisis recovery, response and

prevention processes;28

Provide a technical expertise to draft the policies and procedures manual on volunteerism; and to support identification, skills assessment and registration of volunteers;

x

x x

UNDP, JCMC and JCC

UK-DFID Provide technical support to develop a volunteer database;

x

x x

Conduct basic training courses about the concept of volunteerism;

x

x x

27 2019. 28 2019.

55

a) Lack of orientation of civil society

organizations to participate in crisis

management (2014);

b) No Crisis volunteer force exist in

KRG, except for Red Crescent

(2014).

Targets:

a) 250 women, and 250 men and youth

given orientation by Iraqi Civil

Defence and Iraqi Red Crescent

about crisis preparedness and

response and the role of civil society

in it;

b) 100 women and 100 men registered

and trained as volunteers in the

KRG/JCC volunteer response force.

Conduct specialized training for interested volunteers in areas of basic search and rescue, camp management, relief management, needs assessment, early warning and risk reduction;

x

x x

Provide volunteer kits and

organize practice sessions to

teach the use of kits; especially

for the search and rescue teams,

communication/warning teams,

safety kits, night operation kits

etc.

x

x

x

Grant Total Output 1 Sub-total: 11,000,000

Funded: 6,982,733

Unfunded: 4,017,267

Output 2: Basic service delivery

improved in target locations, through

rehabilitated29 community

infrastructure.

Activity 2.1. Design and rehabilitate priority infrastructure to enable service delivery

Indicators:

a) # of communities engaged in basic

service needs assessments

Collect data in consultation with relevant stakeholders to map the existing infrastructure to enable priority service delivery in the target locations

x x x

x

x

x

x x

- Governor

ates,

including

Governments of

Germany (KfW), Japan,

- Supplies, Goods and Materials, equipment

29 Includes the provision of equipment and furniture to operationalize infrastructure units.

56

b) # of communities(districts/sub-

districts) in project target locations

have basic service

restored/rehabilitated;

c) # (and type) of basic socio-economic

service infrastructure projects

rehabilitated30;

d) # of people (gender disaggregated)

benefitting from rehabilitated basic

socio-economic service

infrastructure.

Baseline:

a) Zero communities (districts/sub-

districts) engaged (2014);

b) Zero (0) communities(districts/sub-

districts) in project target locations

have basic service rehabilitation

(2014);

c) Zero (0) basic socio-economic

infrastructure projects rehabilitated

(2014);

d) Zero (0) people benefitting from

rehabilitated basic socio-economic

infrastructure (2014).

Targets:

Work closely with Governorates, and local authorities, the communities and other stakeholders to carry out participatory basic service needs assessments to identify priority needs

x x x

x

x

x

x x

in the

Kurdistan

Region of

Iraq

-

- Institution

s within

areas of

Administr

ation with

disputed

borders

- UNDP

Kuwait and

Austria

and furniture, and transport and security

- Personnel (FTA/TA/SC/UNVs) Consultants, Travel and Training

- Training of counterparts

- Contracts- programmatic and procurement contracts

- Other direct project costs (DPC)- operations support, M&E, communications and visibility

Activity 2.1: 88,187,164

Funded: 66,187,164

Unfunded: 22,000,000

Assess environmental implications of proposed infrastructure rehabilitation works, prior to finalizing design and implementation plans

x

Support to rehabilitate prioritized service delivery infrastructure for returnee and host communities and small infrastructure to provide services for IDP camps.

x x x

x

x

x

x x

Identify and provide priority equipment and furniture required to operationalize infrastructure/service provision

x x x

x

x

x

x x

Support targeted locations in the newly liberated areas to enable a sustainable returns process by rehabilitating infrastructure which provides critical basic services, working in coordination with the Funding Facility for Stabilization.

x

x

x

x

x x

Support the areas in Iraq with disputed internal boundaries to meet the priority infrastructure needs.

x

x

x

x x

30 Includes the provision of equipment and furniture to operationalize infrastructure units, and as a minimum includes water, sewage, electricity, roads, housing, education and health sectors.

57

a) 70 communities (districts/sub-

districts);

b) At least 70 communities (districts/sub-

districts) have basic service

rehabilitated;

c) 150 basic socio-economic service

infrastructure projects rehabilitated in

target locations (disaggregated by

sector)31;

d) Minimum of 2 million people from

across IDPs, Syrian refugees,

returnees and host communities

benefited.

Put in place a monitoring system and tools to track activity implementation, ensuring technical quality standards are met and systematically document results achieved.

x x

x

x

x

x

x

Grant Total Output 2 Sub-total: 88,187,164

Funded: 66,187,164

Unfunded:

22,000,000

Output 3: Internally displaced people,

returnees, vulnerable host

communities and Syrian refugees

benefit from improved livelihood

opportunities

3.1. Immediate livelihood

stabilization through

emergency employment for

internally displaced people,

refugees, returnees and host

communities

Governments of

- Supplies, Goods and Materials, equipment and furniture, and

Activity 3.1: 10,000,000

Funded: 8,000,000

Unfunded:

2,000,000

31 As a minimum includes water, sewage, electricity, roads, housing, education and health sectors

58

3.1. Immediate livelihood stabilization

through emergency employment for

internally displaced people refugees,

returnees and host communities

Indicators:

a) # of men and women benefiting from cash for work (CfW) (gender and age disaggregated);

b) # of men and women benefiting from emergency livelihood asset replacement support (gender and age disaggregated).

Baseline:

a) Zero (0) men and women benefitting from CfW from UNDP (2014);

b) Zero (0) men and women befitting from asset recovery from UNDP (2014).

Overall Targets:

a) At least 25,000 men and women (at

least 30% women) in crisis affected

communities in target governorates

benefit from cash for work;

b) At least 7,000 men and women (at

least 30% women) in crisis affected

communities in target governorates

benefited from livelihood asset

recovery support.

Assess the needs and gaps in livelihoods for different displaced people in target locations by either using the existing documentation or by launching new assessments, where possible in collaboration with the Emergency Livelihoods (EL) Cluster partners. Includes verification of any environmental impact in the provision of emergency employment support.

x x x

x

x

x

x x

- UNDP

- Internatio

nal and

national

Civil

Society

Organizat

ions

Germany (KfW), Japan,

transport and security

- Personnel (FTA/TA/SC/UNVs) Consultants, Travel and Training

- Training of counterparts

- Contracts- programmatic and procurement contracts

- Other direct project costs (DPC)- operations support, M&E, communications and visibility

Activity 3.2: 50,615,884

Selection beneficiaries through competitive and participatory process, ensuring transparency.

x x x

x

x

x

x x

Implement cash for work and emergency livelihood asset replacement projects in keeping with the Standard Operating Procedures developed by the Emergency Livelihoods Cluster and by feeding into other Clusters’ needs.

x x x

x

x

x

x x

Monitoring mechanisms put in place to ensure accurate and transparency delivery of support

x x x

x

x

x

x x

Conduct assessments after

completion of the project to

assess resulting changes

(positive and negative) and

disseminate lessons learned

with wider stakeholders.

x x x

x

x

x

x x

3.2. Support sustainable livelihood

opportunities for internally displaced, host

communities, returnees and Syrian

refugees.

Indicators

3.2. Support sustainable

livelihood opportunities for

internally displaced, host

communities, returnees and

Syrian refugees.

59

a) # livelihoods assessments are carried out and used to define project design options

b) # of men and women benefitting from

sustainable livelihood interventions32;

c) Percentage increase in income

generated among target

beneficiaries;

Baseline:

a) No comprehensive data available on

livelihoods (2014)

b) Zero men and women befitting from

sustainable livelihood support from

UNDP (2014);

c) 0% of increase in income generation

(2014);

Overall Targets:

a) At least 25 livelihoods assessments

are carried out in target locations/

livelihood sectors

b) At least 10,000 men and women (at

least 30% women) in crisis affected

communities’ benefit from various

sustainable livelihood interventions;

c) At least 10% increase in income being

generated among target beneficiaries

as results of livelihood interventions;

Assess the needs and gaps in

livelihoods for different target

groups (internally displaced, host

communities, returnees and

Syrian Refugees) by either using

the existing documentation or by

launching new assessments,

where possible in collaboration

with the EL Cluster partners.

Includes the verification of any

environmental impact in the

provision of emergency

employment support.

x

x

x

x

x x

- UNDP

- Internatio

nal and

national

Civil

Society

Organizat

ions

Governments of

Germany (KfW and

GIZ), Japan, France, Austria,

Kuwait

Funded: 30,362,657

Unfunded: 20,253,227

Beneficiary selection through

competitive and participatory

processes, ensuring

transparency.

x

x

x

x

x x

Provide sustainable livelihood

support through vocational

training, jobs placement

services, creation of micro, small

and medium businesses

opportunities.

x

x

x

x

x x

Conduct assessments after

completion of the project to

assess resulting changes

(positive and negative) and

compile lessons learned.

x

x

x

x

x x

32 To be disaggregated by the type of livelihood intervention (for example business skills training, vocational training, job placement, creation of SMSEs etc.)

60

Pilot new/innovative models for

sustainable livelihoods, in the

target locations, considering the

local context, and placing

emphasis on environmentally

friendly livelihood options

x

x

x

x

x x

Activity 3.3: 1,000,000

Funded: 500,000

Unfunded: 500,000

Implement context specific

interventions which specifically

target youth and women

x

x

x

x

x x

Identify private sector partners

that can support the promotion of

sustainable livelihoods in the

target locations, including to

support technical skills and

knowledge development through

on the job-training

x

x

x

x

x x

3.3: Develop the capacity of public/private

stakeholders to support livelihood recovery

in the target locations

Indicator:

a) # and type of public/private

institutions benefiting from capacity

development support.

Baseline:

a) Zero (0) public/private stakeholders

benefitted from capacity

development support for livelihood

recovery in target locations (2014).

Overall Target:

a) At least 2 public/private stakeholders benefited from capacity development support

3.3: Develop the capacity of

public/private stakeholders to

support livelihood recovery in

the target locations

Assess the needs and gaps in livelihoods for different public/private stakeholders by either using the existing documentation or by launching new assessments.

x

x

x

x x

- Chamber

s of

Commerc

e

- Relevant

Governm

ent

Ministries

- Academi

a

Governments of Japan and

France

Prioritize the implementation of priority projects

x

x

x

x x

Implement capacity building projects for priority Chambers of Commerce and Ministries mandated to support livelihood recovery in the target locations

x

x

x

X x

Identify private sector partners that can support the promotion of sustainable livelihoods in the target locations,

x

x

x

x x

61

Conduct assessments after completion of the project to assess resulting changes (positive and negative) and disseminate lessons learned with wider stakeholders.

x

x

x

x x

- Unions

- UNDP

- Internatio

nal and

national

Civil

Society

Organizat

ions

Provide technical advisory support to project partners, for the design, implementation and monitoring of activities.

x

x

x

x

x

Grant Total Output 3 Sub-Total: 61,615,884

Funded:

38,862,657

Unfunded: 22,753,227

Output 4: Protection mechanism strengthened for vulnerable communities specifically women and youth

4.1. Provide legal and psychosocial

support services for affected persons

among IDPs, Syrian Refugees and host

communities

Indicators:

a) # of vulnerability monitoring and legal

aid clinics established;

b) # of people who benefit from legal aid

services under the programme;

c) # of people who have received the

Sexual and Gender-based Violence

(SGBV) awareness;

4.1. Provide legal and

psychosocial support

services for affected persons

among IDPs, Syrian Refugees

and host communities

-

Activity 4.1. 3,000,000

Funded: 500,000

Unfunded: 2,500,000

Establish vulnerability monitoring and legal aid centres with the Directorate of Combatting Violence Against Women or Family Protection Directorate on gender-based violence issues that can be assessed by the most vulnerable members of the communities.

x x

x

x

x

x x

Governments of Austria, Japan,

and

- Supplies, Goods and Materials, equipment and furniture, and transport and security

- Personnel (FTA/TA/S

Provide support and legal aid services for victims of sexual and gender-based violence, and other vulnerable persons.

x x

x

x

x

x x

62

d) # of SGBV victims and other

vulnerable people benefit from

psychosocial support services.

Baseline:

a) Three vulnerability monitoring and

legal aids in refugee and IDPs areas

of KRG established;

b) 500 legal service cases achieved till

July 2014;

c) Zero (0) people received awareness

training (2014);

d) Zero (0) people received

psychosocial support (2014).

Overall Targets:

a) Three additional monitoring and legal

aid clinics established;

b) 10,000 people benefit from legal aid

services (gender disaggregated)

c) 3,500 people received SGBV

awareness training (gender

disaggregated);

d) Minimum 250 people benefit from

psychosocial support services

(gender disaggregated).

Provide psychosocial support and counselling services. x x

x

x

x

x x

Germany (KfW)

C/UNVs) Consultants, Travel and Training

- Training of counterparts

- Contracts- programmatic and procurement contracts

- Other direct project costs (DPC)- operations support, M&E, communications and visibility

Conduct community awareness raising on issue of sexual and gender-based violence

x x

x

x

x

x x

Establish vulnerability monitoring and legal aid centres with the Directorate of Combatting Violence Against Women or Family Protection Directorate on gender-based violence issues that can be assessed by the most vulnerable members of the communities.

x x

x

x

x

x x

Provide support and legal aid services for victims of sexual and gender-based violence, and other vulnerable persons.

x x

x

x

x

x x

Provide technical advisory support to project Partners

x x

x

x

x

x

x

Grant Total Output 4 Sub Total: 3,000,000

Funded: 500,000

Unfunded: 2,500,000

63

Output 5. Strengthened Social

Cohesion through dialogue and

capacity development of local and

national stakeholders.

5.1. Increase stakeholder knowledge on

conflict sensitivity, and strengthened

capacities to conduct conflict development

analysis studies, and engage in monitoring

community tensions.

Indicators:

a) # of conflict and development analysis

studies completed in target locations/

# of locations covered by a conflict

and development analysis;

b) # of religious leaders trained on

promoting dialogue, co-existence and

human rights;

c) # of youth trained to monitor triggers

of conflict;

d) # of civil society organizations trained

to conduct conflict and development

analysis studies.

Baseline:

a) Zero conflict and development

analysis studies conducted in target

locations (2014);

b) Zero (0) religious leaders trained

promoting dialogue, co-existence

and human rights (2014);

c) Zero youth trained to monitor triggers

of conflict (2014);

d) Zero (0) civil society organizations

trained to conduct CDA conflict and

development analysis CDA studies

(2014).

5.1. Increase stakeholder

knowledge on conflict

sensitivity, and strengthened

capacities to conduct conflict

development analysis studies,

and engage in monitoring

community tensions.

- Governor

ates in

the

Kurdistan

Region

- Liberated

Governor

ates

- Other

Governor

ates

facing

significan

t social

tensions/

communit

y issues

due to

the influx

of IDPs

(i.e.

Basra,

Karbala)

- Civil

Society

Organizat

ions

(National

and

Internatio

nal)

- UNDP

- Supplies, Goods and Materials, equipment and furniture, and transport and security

- Personnel (FTA/TA/SC/UNVs) Consultants, Travel and Training

- Training of counterparts

- Contracts- programmatic and procurement contracts

- Other direct project costs (DPC)- operations support, M&E, communications and visibility

Activity 5.1: 3,000,000

Funded:2,500,000

Unfunded: 500,000

Activity 5.2: 3, 000,000

Funded: 2,500,000

Unfunded: 500,000

Strengthen the capacities of local civil society organizations to conduct CDA and incorporate into project design processes

x

x

x

x

x x

Governments of Japan, Austria,

Germany (KfW)

Conduct conflict sensitivity training for UNDP teams, to help improve programming quality

x

x

x

x

Conduct conflict sensitivity training for religious leaders, government officials, and civil society partners.

x

x

x

x

x x

Train youth to conduct conflict

and development analysis

studies, and monitor community

tensions, to better enable them

to engage in conflict prevention

process.

x

x

x

x

x

x

64

Overall Targets:

a) At least 5 conflict and development

analysis studies completed;

b) 2,000 religious leaders trained

(gender disaggregated where

relevant);

c) 150 youth trained to monitor triggers

of conflict (gender disaggregated);

d) 8 civil society organizations trained to

conduct conflict and development

analysis.

5.2. Enhance national capacities to

promote peace education

Indicators:

a) # of Iraqi public universities engaged

in promoting a culture of peace

education in Iraq;

b) # of peace centres established in Iraqi

public Universities;

c) # of academics and university

students from Iraqi public universities

trained on peacebuilding skills,

include dialogue, tolerance and to

promote peaceful co-existence;

d) Arabic Language Peace Lexicon

formulated and adapted at the Iraqi

public universities to support peace

education in Iraq;

e) # of technical peacebuilding texts

translated into the Arabic Language

for distribution among the Iraqi

Universities;

5.2. Enhance national

capacities to promote peace

education

Provide technical support to the Iraqi universities, students and youth to develop their peacebuilding skills including dialogue, negotiation, community reconciliation, trauma healing, social justice concept, and conflict transformation tools.

X

x

x

x

x x

- Ministry of

Higher

Education

and

Scientific

Research

- Iraqi public

Universities

- Civil

Society

Organizatio

ns (national

and

internationa

l)

- Internationa

l academic

institutions

- UNDP

Governments of

Austria, Japan

Germany (KfW)

Establish the Iraqi Universities Consortium for peace education under the supervision of the Ministry of Higher Education and Scientific Research

x

x

x

x

x x

Provide technical advisory support to the Ministry of Higher Education and Scientific Research to develop a Strategy for promoting peace education in Iraqi universities.

x

x x

Support the development of an Arabic Language lexicon for Peace and conflict studies, in consultation with Iraqi Academics and international peacebuilding and Arabic language experts.

x

x

Establish the Practitioner pilot Diploma Degree in Peace and Conflict Studies through at least 1 University

x

x

x

x x

Provide technical advisory support to identify peace studies texts, suitable/relevant for the Iraqi context, and provide support required to translate into the Arabic language.

x

x

x

x

x x

65

Baseline:

a) Zero Iraqi public Universities engaged

in promoting peace education in Iraq

(2015);

b) Zero (0) peace centres active in Iraqi

public Universities (2015);

c) Zero (0) academics from Iraqi public

universities trained on peacebuilding

skills, include dialogue, tolerance, and

to promote peaceful co-existence

(2015);

d) Zero (0) Lexicon in Arabic language

and adapted at the Iraqi public

universities (2015);

e) Peacebuilding texts are not readily

available in the Arabic language,

posing a challenge to promoting

peace education within the higher

education system (2015);

Overall Targets:

a) 11 Iraqi public Universities engaged;

b) 7 peace centres at the Iraqi public

Universities active;

c) At least 55 academicians from Iraqi

public Universities trained on

Peacebuilding skills; And 150

University students trained on peace

Provide technical advisory and capacity development support to build resiliency and trauma recovery skills of relevant academics, students, teachers and counsellors (pilot initiative to be conducted based on availability of funds).

x

x

x

x x

Activity 5.3: 5,500,000

Funded: 3,850,500

Unfunded: 1,649,500

Provide grants for the trained youth and students to conduct peace initiatives which promote social cohesion and culture of tolerance and co-existence.

x

x

x

x

x x

5.3. Support community-based

initiatives to strengthen social

cohesion among/within target

communities

Promote inter and intra

community dialogue between

communities and with duty

bearers promoted through inter-

community consultations in

conflict affected target areas.

x x x

x

x

x

x x

-UNDP

-International and national civil society organizations

Governments of Austria, Japan,

Germany (KfW)

Identify social cohesion

champions and develop their

capacities to promote social

cohesion through advocacy and

social mobilization.

x x x

x

x

x

x x

66

and prevent violence extremism

(PVE) (gender disaggregated);

d) Arabic Language Peace Lexicon

formulated;

e) At least 6 peacebuilding texts

translated into the Arabic Language;

5.3. Support community-based initiatives

to strengthen social cohesion

among/within target communities

Indicators:

a) # of community platforms for dialogue

established;

b) # of community centres supported to

maintain their operations and serve as

the base for social cohesion

interventions in target locations;

c) # of young volunteers mobilized for

promoting social cohesion identified

(gender and age disaggregated);

d) # of civil society organizations

strengthened to lead the process of

social cohesion in target locations;

e) # of people engaged in community-

based project initiatives.

f) # of advocacy campaigns and

community solidarity activities and/or

events organized for host

communities and displaced

population

g) # of analysis of community

perceptions relating to the

value/usefulness of the community-

based initiatives conducted

(qualitative and capturing the

feedback of women and youth).

Provide capacity development

support for civil society and

support to strengthen networking

and enhance information-

sharing and provide channels for

voicing and participation in a

peaceful and constructive

manner.

x x x

x

x

x

x

x

67

Baseline:

a) Zero (0) community platforms

established (2014);

b) Zero (0) community centres

supported (2014);

c) Zero (0) young volunteers for social

cohesion identified (2014);

d) Zero (0) civil society organizations

lead the process of social cohesion

in target locations;

e) Zero (0) people engaged in

community-based project initiatives

(2014);

f) Zero (0) advocacy campaigns and

community solidarity activities and/or

events organized for host

communities and displaced

population (2014).

g) Zero (0) analysis of community

perceptions relating to the

value/usefulness of the community-

based initiatives conducted

(qualitative and capturing the

feedback of women and youth)

(2015).

Overall Targets:

a) 16 community platforms established

for dialogue;

b) 7 Community centres supported;

c) Minimum 50 youth volunteers

identified (at least 40% women);

d) Minimum of 5 civil society

organizations capacitated;

e) At least 1,000 people engaged in

community-based project initiatives

(gender and age disaggregated);

68

f) At least 20 advocacy campaigns and

community solidarity activities and/or

events organized for host

communities and displaced

population.

g) An analysis of community perceptions

relating to the value/usefulness of the

community-based initiatives

conducted (qualitative and capturing

the feedback of women and youth).

Grant Total Output 5 11,500,000

Funded: 8,850,500

Unfunded: 2,649,500

Total Direct Project Implementation Costs (Output 1, 2, 3, 4 and 5)

Total:

175,303,048.00

Funded: 121,383,054.0

0

Unfunded:

53,919,994.00

Programme Management Costs 8,696,952

Funded: 6,030,239

Unfunded: 2,666,713

UNDP Indirect Costs (GMS 8 % for All Donors) 16,000,000

Funded: 11,078,609.3

Unfunded: 4,921,390.7

69

GRAND TOTAL 200,000,000.00

Funded: 138,491,902.3

Unfunded:

61,508,097.7

Estimated Annual Budget of ICRRP

Sr. Year Estimated Budget (USD)

1. 2014 1,000,000.00

2. 2015 4,234,718.84

3. 2016 22,991,527.59

4. 2017 34,830,003.31

5. 2018 26,523,364.36

6. 2019 45,000,000.00

7. 2020 43,000,0000

8. 2021 22,420,386

TOTAL 200,000,000.00

70

Annexes:

Annex 1: Risk Analysis

Annex 2: Project Board Terms of Reference -Separate Document

71

ANNEX 1: IRAQ CRISIS RESPONSE AND RESILIENCE PROGRAMME – RISK ANALYSIS

SL

#

Description Type Probability(P)/ Impact (I)

On a scale from 1 (low) to 5 (high)

Counter Measures / Management Response Monitored by Status

(as of Q4-2018)

Fluid political environment causes high turnover of leadership negatively affects the pace of project implementation.

Political P- 3

I- 3

- UNDP to ensure strong relationships are maintained at the high political level, , as well as with provincial command cells and municipal officials, and the required high level decisions are minuted through the Steering Committee meetings.

Head of Stabilization

No change

1 In the target areas the risk of tension being created / increased between newly resettling/resettled communities (which will receive direct support through the Programme) and other (i.e. immediate surrounding- communities)

a) A) Increases pressure on

resources and lack of access

to employment or basic

services may increase

tensions between displaced

groups and host communities

and exacerbate other tensions

on ethnic or religious grounds,

Security

P- 4

I-4

- Carry out comprehensive needs assessments in affected areas throughout the project duration, if needed through remote means of assessments.

- Ensure a strong focus on social cohesion throughout all project components to mitigate tension where possible.

- Community engagement will be promoted through the project with engagement of civil society.

- Beneficiary selection criteria designed in consultation with relevant partners to ensure the project “does no harm” and is conflict sensitive.

- A conflict analysis will be used when planning the design, implementation and monitoring activities ICRRP will be transparent in all aspects of its

Programme Manager

Unchanged.

72

which may hamper project

implementation.

b) B)In the target areas the risk of

tension being created /

increased between newly

resettling/resettled

communities (which will

receive direct support through

the Programme) and other (i.e.

immediate surrounding-

communities.

implementation, keeping its partners and beneficiaries informed, so that there is no misunderstanding about the project, and how resources are being used.

- Ensure close dialogue and consultation with the government and other partners to identify and provide necessary resources.

Challenges related to rotation of governments ‘staff. Fluid political environment whereby changes in government positions could lead to invite changing opinions on priorities or leadership gaps.

Operational

Impact: 3

Probability: 3

Ensure strong relationships are maintained at high political level, and high-level decisions on FFS/ICRRP are documented through the Steering Committee. FFS and ICRRP work with Provincial Control Cells and respective

governorates.

Programme Manager

Unchanged.

2 Lack of programme ownership by national partners:

a) Poor involvement of national counterparts would effectively impede or cease project activities as well as reduce the sustainability of project results.

b) Different levels of ownership and commitment may occur between KRG and Iraq national level counterparts.

Strategic/operational.

P-4

I-4

- Government partners (KRG and nationals authorities) would be closely involved throughout the project preparation. The Project will build on key national strategic strategies, including the national reintegration strategy.

- Close cooperation will be ensured throughout the project implementation cycle and authorities will be accountable for the projects results and achievements.

- The establishment of the crisis coordination cell will be essential for this as well as institutional support to relevant counterparts.

Programme Manager

UNDP Management

Unchanged.

3 Challenges in budgeting of the KRG government for allowing sustainability of the programmes

Strategic

Impact: 4

Probability: 3

- UNDP will continue the dialogue with the government to explain that UNDP’s funding cannot be used to substitute the government financial obligations. It will regularly collect

Programme Manager

Unchanged.

73

(e.g. support for maintenance and operations of IDP camps).

information on the status of government’s fiscal position.

4. Environmental safeguards not being incorporated, resulting in damage to the natural habitat in the target location as a result of project activities OR

Project failing to promote environmentally sutainable practices across all activities, results in negative impact upon programme results, and environmental impacts.

Strategic

Environmental

P-3

I-4

- Social and environmental screening assessment to be completed for each Component of ICRRP.

- Environmental screening checklists and safeguards to be factored into all construction work that will be undertaken. Requirements will also be reflected from the BoQ development stage, through the procurement phase, right through to completion of activities.

- ICRRP will also aim to design livelihood activities which support sustainable practices and protection of natural resources.

- Social cohesion activities, including the conflict analyses will incorporate the triggers of conflict related to natural resources.

- Small grants provided to civil society will incorporate the need to ensure environmentally friendly projects/initiatives are implemented.

Programme Manager

Component Leads

Identified in Q1 - 2018.

Unchanged.

5. Challenges related to rotation of governments ‘staff. Fluid political environment whereby changes in government positions could lead to invite changing opinions on priorities or leadership gaps.

Political P-3

I-3

Ensure strong relationships are maintained at high political level, and high-level decisions on FFIS/ICRRP are documented through the Steering Committee. FFIS and ICRRP work with Provincial Control Cells and respective governorates.

Programme Manager

UNDP Management

Unchanged.

6 Corruption by various stakeholders (internal and external) during project planning and implementation.

Operational

Financial

P- 4

I- 5

A no-tolerance policy in terms of dealing with corruption, which is practiced transparently and without exception in all cases where corrupt or fraudulent activities are encountered.

Robust monitoring mechanisms on all projects, with additional measures employed for projects which present a greater risk for corruption.

Programme Manager

Unchanged

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UNDP Operational and Financial Rules and Regulations will be communicated regularly to partners.

A frequent pace of field level monitoring to be undertaken and increase the capacity of staff to detect fraud and corruption.

Spot-checks by third-party for Government and NGOs serving as Responsible Parties.

8. Corruption during procurement processes.

Operational

Financial

P- 4

I- 5

All procurement actions will be managed in keeping with UNDP’s Operational and Financial Rules and Regulations.

To prevent leakage of confidential bidding information, including cost estimates, UNDP procurement staff communicate with all other UNDP staff only through emails; (communication by phone on procurement issues is banned).

Every single document submitted by a potential bidder will be verified. Only six staff will have access to draft and the final bills of quantity with pricing, limiting the possibility that information will be leaked. UNDP will hire predominantly international procurement staff, to limit the risk of conflict of interest and shield UNDP/ from pressures exerted on national staff by local authorities and vendors. UNDP-contracted engineers will also be rotated between core functions. All bids will be submitted on-line using an e-tendering platform.

UNDP Senior Managemnt

Programme Manager

Unchanged

ICRRP Output 1

SL

#

Description Type Probability(P)/ Impact (I)

Counter Measures / Management Response Monitored by Status

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On a scale from 1 (low) to 5 (high)

1 Weakened or lost political interest in supporting the role and function of the JCMC and JCC.

For the JCMC, lost political interest could make it less influential or in worst case scenario can lead to its merger with another institution.

For the JCC as an institution, given that it is a Directorate General, would survive lost political support but could, similar to the JCMC, lose its level of influence

Political

P = 2 JCMC, 1 for JCC

I = 4 for JCMC and 3 for JCC

The JCMC is under direct administrative supervision of the General Secretary of the Council of Ministers (COMSEC) who is also the Chief of Staff of the Prime Minister Office. The head of both the JCMC and the NOC holds weekly meetings with the UN Humanitarian Coordinator (HC). The close links of the JCMC Head to the senior decision-makers allow for quick government action.

The JCC has a stronger position within the KRG system due to it being under the Minister of Interior. The JCC Director General has direct access to the Interior Minister and the Minister is highly supportive of the JCC.

.

Component Lead, JCMC Executive Director, JCC Director General

The support from the SG COMSEC continues for the JCMC and from the Minister of Interior of KRG for the JCC. This support expected to continue unless there are changes at the political level.

2 Resistance and obstruction from different spoilers from within the government.

During the first 1.5 years, the spoilers could prevent JCMC and JCC from carrying out their duties and even delay proposals, plans and activities. However, now that both the JCMC and JCC have solid mandates and political support, the negative impact of spoilers has been significantly reduced.

Political

Operational

P = 1 for both institutions for the next period

I = 2

The JCMC is under direct administrative supervision of the General Secretary of the Council of Ministers (COMSEC) who is also the Chief of Staff of the Prime Minister Office. The head of JCMC/NOC holds weekly meetings with the UN Humanitarian Coordinator (HC) and these close links to the senior decision-makers allow for quick government action, addressing any issues relating to spoilers

The JCC has a stronger position within the KRG system due to it being under the Minister of Interior. The JCC Director General has direct access to the Interior Minister and the Minister is highly supportive of the JCC.

Component Lead, JCMC Executive Director, JCC Director General

As of Q2 no such resistance has been faced either by JCMC or by JCC. As a matter of fact the influence of JCMC and JCC has been growing with the passing of time. More stakeholders approaching them for partnerships.

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3 Removal of senior appointees and ‘champions’ of the institutions from office:

For both institutions, there would be a significant impact should key functionaries such as the Minister of Interior of the KRG, the JCC Director General or the head of NOC/JCMC leave or be removed from their positions. However, the impact would be particularly severe for the JCMC as it is more vulnerable due to its status as an office as opposed to a Directorate.

Operational

Organizational

Political

P = 1 for the next period

I = 3 for the JCC and 4 for the JCMC

The Project has been continuously providing mentorship/training to functionaries at all level of the hierarchy of the JCMC, and the JCC and their network offices to develop managerial and technical competencies at second and third tier of the management, so that even if there is a change the institutions can still function.

Component Lead, JCMC Executive Director, JCC Director General

In the near future no such threat is visible. However, KRG has elections in September and status of new political set up in Iraq is also uncertain in spite of the elections. Depending on the new political set-up in KRG and Iraq, changes might take place in the leadership of JCMC and JCC in later part of 2018 or early 2019.

4. Failed government prioritization resulting from lack of understanding or appreciation for measures/steps necessary for advancing a national/regional agenda for strengthened disaster and crisis management

Depending on the situation of IDPs and returnees, as well as other factors related to disaster risk management in Iraq policy/strategy decisions might be taken in 2018 concerning the JCMC.

For the JCC, the impact would be high as this could result in rejection of the JCC roadmap for 2017-2020 and thus prevent JCC

Political

Operational

P = 2 for the next reporting period

I = 3

JCC actively advocated with the Prime Minister’s office through the Minister of Interior to ensure approval of the Road Map. A high-level Technical Team has been formed by the Government to expedite its implementation. The Technical Team met in December 2017 and approved an Action Plan for implementation of the Strategic Plan (2017-20). This further confirms the prioritization of the disaster management agenda by the KRG.

Component Lead, JCMC Executive Director, JCC Director General

KRG has a clear priority to take measures for strengthening crisis/disaster management system. GoI needs to be steered to this direction. The Project is now working with the DSRSG office on this issue.

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from taking important steps forward

5. Low staff motivation, disabling institutional environment for learning, and other factors obstructing real learning outcomes.

The impact would be medium to high: given the small number of staff in both the JCC and JCMC, the motivation of each staff member is critical for organizational delivery.

Organizational

Operational

P = 2 for the JCMC since salaries are paid and 3 for the JCC as full salaries are not paid regularly.

I = 3

Innovative hands-on methodologies will be applied to generate interest of participants in the training. Also, the combination of training, study visits and mentoring will be applied to retain and generate interest of the participants in the learning process.

Component Lead, JCMC Executive Director, JCC Director General

Due to the regular training activities for the JCMC staff in 2018, the motivation of staff has improved. However, JCMC staff continues to work in challenging environment. The motivation of JCC staff is much higher due to positive leadership, better planning and improved political context due to lifting of sanctions.

6. JCMC and JCC are not able to lead on institutional and system strengthening under the pressure of delivering on their current responsibilities.

The small number of JCMC staff increases the impact to medium or high as any sudden emergency would require JCMC to pause organizational development measures. For the JCC, the impact is low to medium, particularly since the number of staff in both JCC Head Office and Governorate Offices have increased.

Operational

Organizational

P = 3

I = 3 for JCMC and 2 for the JCC

JCMC and JCC both have got clear mandate from the respective governments. The Project has been continuously implementing activities to develop and strengthen their institutional and human capacity for improved performance including their respective network offices including Governorate Offices. Development of leadership skills and practices are priority areas of support under the project.

Component Lead, JCMC Executive Director, JCC Director General

JCC is leading on institutional and system improvement with through formation of a law, and a strategy for establishing a Crisis Management Academy, as well as by implementing the Strategic Plan. JCMC lagging behind due to its institutional status and weak capacity. Project is taking up lobbying with the Iraqi government via the DSRSG office from Q2 onwards.

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7. Failed government financing of the operations of JCMC and JCC.

If the two institutions had no national budget allocation at all, the impact would be high. However, while both institutions are lacking an activity budget, staff salaries (reduced salaries for JCC), rent and bills are covered by the government and therefore their operational costs are partially covered

Operational

P = 2

I =3 (the impact is reduced due to coverage of operational costs)

The project financially supported certain JCMC and JCC activities such as travel and meetings to support their smooth functioning. Both institutions are getting support from different development partners also to implement various activities.

Component Lead, JCMC Executive Director, JCC Director General

Challenges of JCMC and JCC with regards to government financing continue to persist. This issue might be resolved for JCC after the approval of the proposed Crisis Management Law, where the establishment of a Kurdistan Crisis Management Fund is under consideration. For JCMC it may not be resolved until the streamlining of Iraqi crisis management system.

8. Security conditions preventing UNDP staff and consultants from working in Erbil, Baghdad and the other relevant governorates.

The impact is higher for the work with the JCMC given the large number of governorate offices, some in particularly difficult security environments. This makes it difficult for support through international experts to reach some of these officers.

The Iraqi visa issue (post referendum) has affected the travel of the International Consultants to Erbil in a timely manner.

Operational

P = 4 for JCMC governorate offices and 3 for JCC and JCMC head offices

I = 4 for JCMC governorate offices and 3 for JCC

The Project management and the JCMC management decided to organize the 3-level training courses on 5 themes at Basra, Sleimani and Istanbul, Turkey during 2018.

JCMC has been facilitating the issuance of visa for the staff and consultants of the Project.

Component Lead, JCMC Executive Director, JCC Director General

Governorate Coordination Officer of JCMC had to post pone visits to Anbar, Salahuddin and Kirkuk governorates due to bad security situation.

79

ICRRP Output 2

SL

#

Description Type Probability(P)/ Impact (I)

On a scale from 1 (low) to 5 (high)

Counter Measures / Management Response Monitored by Status

(as of Q4-2018)

1 After contract co-signed with contractor/ Governorate partner, delay to hand over the site to the vendor due to long process of clearance for land property and usage by the local authorities.

Operational

P-3

I- 4

UNDP's project to ensure all documentation of land clearances are in place, prior to commence the procurement processes.

Component Lead- Basic Services

Area Coordinators

Unchanged

2 Poor performance by contractor, low quality of supplied goods, works and service.

Operational

P-3

I- 3

• Release the payments upon certification of

satisfactory completion of all works or after

successful delivery of supplied equipment with

required testing and inspection in place, certified

by UNDP.

• Quality and quantities of supplied equipment

should be controlled by engineers from UNDP.

• UNDP contracted engineer on the ground

sufficiently monitors implementation of activities

and inspect supplied goods to ensure compliance

and quality of works. Ensure that any issues

identified are brought to UNDP’s attention in a

timely manner.

• Ensure the Performance Security in the amount of

10% of Contract price is in place, which shall be

valid and activated from the date of substantial

receiving of project.

Consider the performance evaluation of the recommended bidder during the evaluation and

Component Lead- Basic Services

Area Coordinators

Unchanged

80

procurement process, for the pervious works performed by the bidder with UNDP.

3 Significant delay in receiving the project by the end-user government after completion of all works by UNDP contractor.

Operational

P-4

I-3

UNDP shall assign the focal engineer to work closely with end-user to ensure all documentation and process in place within the timeliness.

Component Lead- Basic Services

Area Coordinators

Project Manager

Unchanged

4. Delay in completion of works or delivery of goods by the supplier by the contract end-date.

Operational

P-4

I- 3

• Ensure the payments per the contract terms to

be released on time upon completion of the

correspondence milestone with satisfactory.

• Facilitate from Project side, an improved process

of vendor creation and approval in UNDP internal

system and find alternative ways to ensure

international transfer of payments are processed

smoothly and reach to beneficiary more-quicker.

• In addition to the liquidated damage clause in the

contractor, a pre-award meeting to be considered

where possible to de-brief the selected bidder on

the UNDP contract terms and special conditions.

• Better coordination with relevant government

Departments to facilitate the entry of UNDP's

contractual equipment with all required shipping

document in place to ensure smooth through the

entry boarder

Component Lead- Basic Services

Area Coordinators

Programme Manager

Unchanged

5. Security conditions particularly in the selected newly liberated areas where activities are implemented (i.e. Diyala), poses a challenge to implementation

Operational

P-2

I-2

• Regular monitoring of security situation in

each implementation location.

• Assess any implication on implementation

and monitoring in a timely manner, and

Component Lead- Basic Services

Changed- lower risk.

81

and monitoring of project activities.

together with project management identify

alternative options for continuing

implementation.

• UNDP Engineers to regularly assess

implementation progress, and any

implications

If required, identify the need for 3rd party monitors, to supplement monitoring efforts.

Area Coordinators

Programme Manager

6. The infrastructure rehabilitation projects, supported with cfw opportunities, face challenges with cash transfers.

Operational

P-2

I-3

• UNDP to provide an SOP to the Governorate

partners on how project activities and CfW

activities are to be implemented.

• UNDP to put in place field monitors that will

undertake regular monitoring visits in order to

ensure the

Monitoring to be supplemented also by the presence of the UNDP contracted engineers, that will be able to identify and report on any significant issues/concerns.

Component Lead- Basic Services

Area Coordinators

Programme Manager

Identified in Q2 -2018

ICRRP Output 3

SL

#

Description Type Probability(P)/ Impact (I)

On a scale from 1 (low) to 5 (high)

Counter Measures / Management Response Monitored by Status

(as of Q4-2018)

1 Lack of coordination of livelihood programming efforts being undertaken in support of IDPs, Syrian Refugees and host communities, results in duplication of support provision.

Strategic

Operational

P-3

I-4

There will be active engagement in the Emergency Livelihoods Cluster to secure information relating to the livelihood programming efforts being undertaken by UN Agencies and civil society organizations. This will provide an opportunity for the Project to also share information relating to its programming.

Component Lead- Livelihoods

Unchanged

82

2. Funding from cash for work interventions don’t reach the beneficiaries, due to the high levels of corruption.

Operational

Financial

P-4

I-4

-Standard Operating Procedures on cash for work programming provided by the EL Cluster being consistently applied by UNDP’s partners. -Supporting documentation to confirm beneficiary identification and receipt of cash to be specified and verified during monitoring visits. -Selection of Responsible Parties take into account experience of I/NGOs that have experience in conducting CfW activities in Iraq, and have established monitoring systems and safeguards. -Follow up calls to randomly selected beneficiaries to verify receipt of cash. -Putting in place a complaints management system, that beneficiaries can access to raise concerns.

Component Lead- Livelihoods

Unchanged

ICRRP Output 5

SL

#

Description Type Probability(P)/ Impact (I)

On a scale from 1 (low) to 5 (high)

Counter Measures / Management Response Monitored by Status

(as of Q4-2018)

1 Changes in officials within the Ministry of Higher Education following the Parliamentary Elections in May 2018 which is the partner for the Peace Education initiative.

Political

P- 2

I-4

Working together with the NGO partner that has been working with ICRRP from the on-set on the Peace Education initiative in the Higher Education system in Iraq, the Project will secure the necessary endorsements from the Minister of Higher Education, prior to the Elections so that there will be minimal disruption to the initiative activities, post May 2018.

Finalize the next phase of support to take the peace education work forward, before formation of a new Government.

Maintain regular dialogue with the Ministry, the partner Universities and the NGO partner, to identify issues/challenges in advance, and collectively find solutions.

Component Lead- Social Cohesion

Unchanged

ToRs designed for next phase of work.

83

2 Limited implementation time-frames negatively impact upon social cohesion programming which requires medium to longer term interventions.

Operational

P- 2

I-4

The project will plan for activities within Q1-2018, with early design of Terms of References, and early identification of Responsible Parties, providing as much time as possible for implementation of activities, in keeping with the validity time-frame of the donor contributions.

Component Lead- Social Cohesion

Programme Manager

Unchanged

3 Declining donor funding for social cohesion activities, negatively impacts upon the continuity of some of the social cohesion activities initiated in 2017.

Financial

Operational

P-3

I-4

The project will review the project closure phases for each of the social cohesion projects to take stock of transition and handover requirements, with a view to ensuring responsible closure of the Project.

Programme Manager

Component Lead- Social Cohesion

Unchanged.

84