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DONT KNOW IF IT BEEN POSTED IN THE PAST BUT IT A GOOD READ PART 5 AND 6 IS GOOD TOO IMO
J.J.
3. Vision
This Plan responds to the Government of Iraq’s National Development Plan (NDP) objective to alleviate poverty in Iraq by implementing economic and governance
reforms. Without progress in these areas the potential for the Government of Iraq to provide prosperity for its people and graduate from international aid will remain
unfulfilled.
Alignment to DFID and wider UK government priorities
This Plan helps to achieve the priorities in the DFID Business Plan and the DFID Structural Reform Plan by:
•Boosting wealth creation and helping Iraq to manage the expected increase in oil and gas revenues by completing programmes with the World Bank, IMF and IFC to
help the GoI promote investment climate reform, manage its public finances better, grow its non-oil and gas private sector, create jobs and raise incomes.
•Boosting wealth creation by helping to address Iraq’s shortage of skilled labour and limited management and technical know-how by helping to build partnerships
between Iraqi universities and universities elsewhere to support improved learning and research and ultimately equip young Iraqis with the professional skills they
need to gain productive employment.
•Promoting economic empowerment of women and girls by identifying and addressing the constraints that female entrepreneurs face by increasing access to
business management training, micro-finance and SME finance and supporting linkages between female Iraqi academics and academics in the UK and elsewhere to
improve Iraq’s higher education sector.
•Strengthening governance by responding to the GoI’s request to DFID to assist it with centre of government reform, policy coordination and improved parliamentary
oversight. Strengthening security through joint working with the FCO and MOD on projects to help conflict prevention through the Conflict Pool.
•Responding to the ongoing needs of the most vulnerable through the provision of humanitarian assistance to children and their families through UNICEF.
•Supporting FCO efforts on the Arab Human Development agenda in the areas of governance and economic growth.
•Incorporating lessons from DFID’s peace building/state-building framework through focussing the Iraq governance programme (TSI 2) on strengthening core state
functions, whilst also strengthening accountability. TSI 2 encourages and supports the demonstration by government and parliament of improved effectiveness and
responsiveness to the concerns of citizens. This is crucial for building government legitimacy and public confidence in the new Iraq across all communities.
•In doing all the above, supporting the HMG Iraq Strategy, the FCO-led Iraq Country Business Plan for FY2011/12 and the National Security Council agenda.
What we will stop doing
•We will not make any new investments beyond those already planned for the bilateral programme budget for FY2011/12.
•We will close our office in Baghdad in March 2012 and oversee continuing interventions through to FY13/14 from London.
•We will cease membership of three of the five donor working groups (WG) of which we are members. We will no longer be a member of the Gender WG as this will
be covered by our FCO colleagues. We will no longer be a member of the Public Financial Management WG as this will be covered by the DFID-funded IMF
Technical Adviser. We will no longer be a member of the Private Sector Development (PSD) WG as this will be covered by the DFID-funded World Bank PSD
Adviser. We will continue to be a member of the Public Sector Modernisation and Council of Representatives WGs.
5. Delivery and Resources
Activities funded from the FY2010/11 Iraq programme budget and ending in FY2011/12
•Humanitarian assistance: we contributed £1.8 million to the UNICEF 2010 humanitarian appeal to help vulnerable children and their families.
Activities funded from the FY2011/12 Iraq programme budget and ending in FY2011/12
•Governance: The budget in FY2011/12 is £1 million. The programme will provide technical assistance to the Iraqi Cabinet Office and the Finance Committee of the
Iraqi Parliament. Adam Smith International is the consultancy firm contracted by DFID to provide this assistance. The Swedish International Development Agency is
also contributing £1.47 million to the programme.
•Private Sector Development (PSD): The budget in FY2011/12 is £1.2 million to a World Bank Trust Fund to support state-owned enterprise reform and
improvements to the business environment.
•Development Partnerships in Higher Education (DeLPHE) - The budget in FY2011/12 is just over £0.95 million. The British Council is contracted to establish
partnerships between university faculties in Iraq and elsewhere to improve higher education teaching and research.
•We have set aside just over £237,000 for life support costs (security and accommodation) for the First Secretary Development in Baghdad
Activities funded from prior year Iraq programme budgets and continuing until FY2013/14
•International Monetary Fund (IMF) support: we are funding the post of an IMF technical adviser for 3 years from March 2011 to March 2014. £1m was allocated from
the FY2010/11 budget to the multilateral IMF Fragile States Trust Fund as a contribution to IMF advisory costs in six countries, including Iraq.
•International Finance Corporation (IFC) investment: we have an investment of £3.6m in the IFC’s Iraq Business Assistance Facility (IBAF) to help improve the
competitiveness of small and medium-sized enterprises. This will be spent over 3 years from March 2011 to March 2014. This money was allocated from the 2005/6
programme budget but the IFC was unable to use it due to the security situation.
Activities funded from DFID central budgets
•Land mine clearance: DFID’s Conflict and Humanitarian Assistance and Security Department is supporting a multi-country, mine action programme. This includes
£3 million for a 2.5 year programme in Iraq starting March 2011.
•Conflict Pool: the UK’s tri-departmental (DFID, FCO, MOD) Conflict Pool funds conflict prevention projects. The Iraq allocation for FY2011/12 is yet to be confirmed.
Partnerships
Our key focus with the Government of Iraq (GoI) will be to influence policy reform through the interventions above so as to improve economic opportunities, raise
living standards and support a more secure and peaceful Iraq. For example, technical assistance to the Iraqi Cabinet Office and the Iraqi Parliamentary Committee on
Finance will help the GoI to develop more effective policies to deliver public services at the level, and of the quality, that Iraqis expect. We will continue to be an active
member of the Iraq Partners’ Forum (IPF). This is the main forum for donors in Iraq and is co-chaired by the World Bank and UN. We will work with other members of
the IPF to support the GoI to design a new framework for GoI-donor engagement. This will increase the ownership that the GoI has over donor aid flows and
encourage improved coordination between donors. The Swedish government will jointly fund our governance work, thus broadening the field of donors supporting
Iraq’s development in this area. We will continue at high levels to urge the multilaterals to strengthen their presence in Iraq.
Two of our World Bank Group partners, the IFC and IBRD scored lowly in the DFID-led Multilateral Aid Review (MAR) on addressing gender. However, the MAR
6. Delivering Value for Money (VfM)
Key action points of a VfM Strategy
• The DFID Iraq programme has demonstrated that it is possible to deliver Value for Money in a difficult and hostile environment by adopting a flexible approach to
our programmes. This is despite costs being high relative to countries with more benign conditions and despite using a more limited range of instruments than
elsewhere. For example, as of January 2011, of the 13 projects in the DFID Iraq portfolio over £1 million, 12 were assessed as either having or being on track to
completely/largely deliver their intended purpose. [1]. We will not be designing any new programmes and so our focus in FY2011/12 will be on ensuring VfM from
our existing investments. The Iraq programme would of course be part of any future MENAD VfM strategy.
• We will improve VfM from existing investments by regular meetings with project implementers and partners, quarterly risk management reporting, annual reporting
against logframes and project completion reporting which give an opportunity to learn lessons of use to continuing programmes. We will also report quarterly against
our full Results Framework for FY2010/11 which contains more detail than the summary in this Operational Plan.
• We will focus on the sustainability of programme outcomes, for example through handing over work on public financial management from TSI 2 to the World Bank
by April 2011 and bringing on board donors such as Sida. This further supports efforts to deliver VfM.
• We will regularly review whether there are opportunities for reductions in unit costs, e.g. consultancy days and contractors’ budgets.
• Staff working on the Iraq programme will have a VfM objective in their performance management forms. Where appropriate staff will receive training on financial
management, results and VfM.
• We will also work through our bilateral relationships and through the Iraq Partners’ Forum to assist the GoI to develop robust assessment and action plans to
improve delivery of the National Development Plan. [b]
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J.J.
3. Vision
This Plan responds to the Government of Iraq’s National Development Plan (NDP) objective to alleviate poverty in Iraq by implementing economic and governance
reforms. Without progress in these areas the potential for the Government of Iraq to provide prosperity for its people and graduate from international aid will remain
unfulfilled.
Alignment to DFID and wider UK government priorities
This Plan helps to achieve the priorities in the DFID Business Plan and the DFID Structural Reform Plan by:
•Boosting wealth creation and helping Iraq to manage the expected increase in oil and gas revenues by completing programmes with the World Bank, IMF and IFC to
help the GoI promote investment climate reform, manage its public finances better, grow its non-oil and gas private sector, create jobs and raise incomes.
•Boosting wealth creation by helping to address Iraq’s shortage of skilled labour and limited management and technical know-how by helping to build partnerships
between Iraqi universities and universities elsewhere to support improved learning and research and ultimately equip young Iraqis with the professional skills they
need to gain productive employment.
•Promoting economic empowerment of women and girls by identifying and addressing the constraints that female entrepreneurs face by increasing access to
business management training, micro-finance and SME finance and supporting linkages between female Iraqi academics and academics in the UK and elsewhere to
improve Iraq’s higher education sector.
•Strengthening governance by responding to the GoI’s request to DFID to assist it with centre of government reform, policy coordination and improved parliamentary
oversight. Strengthening security through joint working with the FCO and MOD on projects to help conflict prevention through the Conflict Pool.
•Responding to the ongoing needs of the most vulnerable through the provision of humanitarian assistance to children and their families through UNICEF.
•Supporting FCO efforts on the Arab Human Development agenda in the areas of governance and economic growth.
•Incorporating lessons from DFID’s peace building/state-building framework through focussing the Iraq governance programme (TSI 2) on strengthening core state
functions, whilst also strengthening accountability. TSI 2 encourages and supports the demonstration by government and parliament of improved effectiveness and
responsiveness to the concerns of citizens. This is crucial for building government legitimacy and public confidence in the new Iraq across all communities.
•In doing all the above, supporting the HMG Iraq Strategy, the FCO-led Iraq Country Business Plan for FY2011/12 and the National Security Council agenda.
What we will stop doing
•We will not make any new investments beyond those already planned for the bilateral programme budget for FY2011/12.
•We will close our office in Baghdad in March 2012 and oversee continuing interventions through to FY13/14 from London.
•We will cease membership of three of the five donor working groups (WG) of which we are members. We will no longer be a member of the Gender WG as this will
be covered by our FCO colleagues. We will no longer be a member of the Public Financial Management WG as this will be covered by the DFID-funded IMF
Technical Adviser. We will no longer be a member of the Private Sector Development (PSD) WG as this will be covered by the DFID-funded World Bank PSD
Adviser. We will continue to be a member of the Public Sector Modernisation and Council of Representatives WGs.
5. Delivery and Resources
Activities funded from the FY2010/11 Iraq programme budget and ending in FY2011/12
•Humanitarian assistance: we contributed £1.8 million to the UNICEF 2010 humanitarian appeal to help vulnerable children and their families.
Activities funded from the FY2011/12 Iraq programme budget and ending in FY2011/12
•Governance: The budget in FY2011/12 is £1 million. The programme will provide technical assistance to the Iraqi Cabinet Office and the Finance Committee of the
Iraqi Parliament. Adam Smith International is the consultancy firm contracted by DFID to provide this assistance. The Swedish International Development Agency is
also contributing £1.47 million to the programme.
•Private Sector Development (PSD): The budget in FY2011/12 is £1.2 million to a World Bank Trust Fund to support state-owned enterprise reform and
improvements to the business environment.
•Development Partnerships in Higher Education (DeLPHE) - The budget in FY2011/12 is just over £0.95 million. The British Council is contracted to establish
partnerships between university faculties in Iraq and elsewhere to improve higher education teaching and research.
•We have set aside just over £237,000 for life support costs (security and accommodation) for the First Secretary Development in Baghdad
Activities funded from prior year Iraq programme budgets and continuing until FY2013/14
•International Monetary Fund (IMF) support: we are funding the post of an IMF technical adviser for 3 years from March 2011 to March 2014. £1m was allocated from
the FY2010/11 budget to the multilateral IMF Fragile States Trust Fund as a contribution to IMF advisory costs in six countries, including Iraq.
•International Finance Corporation (IFC) investment: we have an investment of £3.6m in the IFC’s Iraq Business Assistance Facility (IBAF) to help improve the
competitiveness of small and medium-sized enterprises. This will be spent over 3 years from March 2011 to March 2014. This money was allocated from the 2005/6
programme budget but the IFC was unable to use it due to the security situation.
Activities funded from DFID central budgets
•Land mine clearance: DFID’s Conflict and Humanitarian Assistance and Security Department is supporting a multi-country, mine action programme. This includes
£3 million for a 2.5 year programme in Iraq starting March 2011.
•Conflict Pool: the UK’s tri-departmental (DFID, FCO, MOD) Conflict Pool funds conflict prevention projects. The Iraq allocation for FY2011/12 is yet to be confirmed.
Partnerships
Our key focus with the Government of Iraq (GoI) will be to influence policy reform through the interventions above so as to improve economic opportunities, raise
living standards and support a more secure and peaceful Iraq. For example, technical assistance to the Iraqi Cabinet Office and the Iraqi Parliamentary Committee on
Finance will help the GoI to develop more effective policies to deliver public services at the level, and of the quality, that Iraqis expect. We will continue to be an active
member of the Iraq Partners’ Forum (IPF). This is the main forum for donors in Iraq and is co-chaired by the World Bank and UN. We will work with other members of
the IPF to support the GoI to design a new framework for GoI-donor engagement. This will increase the ownership that the GoI has over donor aid flows and
encourage improved coordination between donors. The Swedish government will jointly fund our governance work, thus broadening the field of donors supporting
Iraq’s development in this area. We will continue at high levels to urge the multilaterals to strengthen their presence in Iraq.
Two of our World Bank Group partners, the IFC and IBRD scored lowly in the DFID-led Multilateral Aid Review (MAR) on addressing gender. However, the MAR
6. Delivering Value for Money (VfM)
Key action points of a VfM Strategy
• The DFID Iraq programme has demonstrated that it is possible to deliver Value for Money in a difficult and hostile environment by adopting a flexible approach to
our programmes. This is despite costs being high relative to countries with more benign conditions and despite using a more limited range of instruments than
elsewhere. For example, as of January 2011, of the 13 projects in the DFID Iraq portfolio over £1 million, 12 were assessed as either having or being on track to
completely/largely deliver their intended purpose. [1]. We will not be designing any new programmes and so our focus in FY2011/12 will be on ensuring VfM from
our existing investments. The Iraq programme would of course be part of any future MENAD VfM strategy.
• We will improve VfM from existing investments by regular meetings with project implementers and partners, quarterly risk management reporting, annual reporting
against logframes and project completion reporting which give an opportunity to learn lessons of use to continuing programmes. We will also report quarterly against
our full Results Framework for FY2010/11 which contains more detail than the summary in this Operational Plan.
• We will focus on the sustainability of programme outcomes, for example through handing over work on public financial management from TSI 2 to the World Bank
by April 2011 and bringing on board donors such as Sida. This further supports efforts to deliver VfM.
• We will regularly review whether there are opportunities for reductions in unit costs, e.g. consultancy days and contractors’ budgets.
• Staff working on the Iraq programme will have a VfM objective in their performance management forms. Where appropriate staff will receive training on financial
management, results and VfM.
• We will also work through our bilateral relationships and through the Iraq Partners’ Forum to assist the GoI to develop robust assessment and action plans to
improve delivery of the National Development Plan. [b]
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