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25th Div 1 nov 08 Presentation Final

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David Menegon

The document provides an overview of the Kirkuk PRT and its strategic objectives, interim results, and performance measures. It details the PRT's mission to improve livelihoods through governance, economic development, infrastructure, and other sectors. Charts outline the PRT's strategic objectives, indicators, and metrics for measuring progress in areas like governance, economic development, and rule of law. Critical assumptions for effective strategy implementation are also listed.

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KIRKUK PRT OVERVIEW LTC David Menegon
Kirkuk PRT & BCT Partnership VALUE CHAIN ANALYSIS (Implementing Strategies not Project Management) • PRT Organization and Mission • PRT’s Strategic Objectives and Interim Results • Implementation Strategic Goals not Project Management • Strategic Objectives and Milestones • Value Chain Analysis • PRT Strategic Objectives and Joint Campaign Plan • Non-Lethal Targeting and Shaping the Environment Leveraging value chains Developing the strategy Targeting tool towards strategy achievement
What are the challenges 18 APR 08, 1045 EXSUM: – The House Armed Services oversight and investigations subcommittee reports that the U.S. effort to rebuild Iraq and Afghanistan using PRT lacks clear goals, organizational structure and lines of command. – The six-month investigation gave recommendations that the State and Defense departments develop a "unity of command" for the PRTs along with specific objectives and way to ascertain whether they have been met. – PRT projects that overlap with those run by other U.S. entities and an indecipherable chain of command. – lacks "strategic guidance and oversight" and "clearly defined PRT objectives and milestones for achieving larger operational and strategic goals."
Governance Ms. Joanne Joria Section Head Provincial Program Manager Mr.. Jim Ramage SGT DeGanne Public Health Dr. Stacy Lamon CPT Schaub SSG Schaefer Rule of Law Ms. Rebecca Staton Section Head Mr. Ziyad Mohhamad MAJ Ailslieger SPC Smith Agriculture Mr. John Schnittker Senior Advisor Dr.Sami Almerani Munjid SGT Anderson SPC Hayworth Dr. John Stephenson Mr. Jim Vancura 418 CA Com. Convoy & Sec. Ops SFC Goff SSG Gomez SFC Jackson Education SGT Vosilus SGT Erickson Public Diplomacy Mr. Sri Kulkarni Mr. Martin Miller SGT Zachary Zerger Administration Mr. Cheyne Spikowski (DOS IT) CPL John Linthicum SPC Colvin (S-1) Kirkuk PRT Team Leader Mr. Howard Keegan USAID Dr. Jeff Ashley As of 21 JULY 08 Deputy Team Leader LTC David Menegon Partners IRAP/QRF IRD/CSP ACDI/VOCA INMA TIJARA RTI PRT Staff CERP CPTHart BDE LNO LTC Bennett SFC Haggis Econ/Ag Mr. Burdin Hickok Section Head Business Dev. MAJ Bennett Banking SGT Magnuson Energy SGT Goodwin Mr. Ismail Mansour Budget TBD Art 140 / Elections Ms. Melissa Ward Provincial Ops MAJ Decker Mr. Kris Graf SGT Huss Mr. Avad Amin POL AD Aaron District Ops Mr. Bill McFarland Mr. Michael Knowles Jim Gleason MAJ Joyce Team 1 Dr. Hussain Alshemri Mr. Jamal Saleh Mr. Jim Jeffery SPC Wood Infrastructure Mr. Jim Ramage Section Head Special Projects Frank Disimino SPC Holte SPC Andrews Team 2 Mr. Brian McCarthy CPT Jay Malmberg Mr. Sam Miisehimer Mr. Ayob Hajibadri (Terp) Team 3 Mr. Dan Baranski Ms. Anne Rozoky SPC Ashley 2/22 1/87 USACOE LTC Jack Hourgettes PPO Capt. Schaub Sub Cashier Mr. Martin Miller 3/6
Spiritual Self Actualization Prosperity Buy-in/Civil Society Security Needs Essential Needs Non-Lethal Targeting Shaping the Environment
Prosperity Security Needs Essential Needs Non-Lethal Targeting Shaping the Environment Spiritual
Non-Lethal Targeting Shaping the Environment • Effects, resources, and projects that shape the behavior of targeted populations. • Menu of Effects that can be implemented in the field – In the Box approach to: Spiritual Self Actualization Prosperity Buy-in/Civil Society Security Needs Essential Needs • Essential Needs through medicinal, emergency, rescue, shelter • Security Needs through safety planning, food supplies, power, water requirements and rule of law • Buy-in through Empowerment and achieving a sense of belonging, Civil Society • Prosperity through Economic Development • Self Actualization through direction and meaning, hobbies, politics, sciences and psychology • Spiritual thought religious teachings
USAID Partners GOI PRT BCT Counter Insurgency Farm Co-op School Market Cleaning ART140l Well Power Health Cl JTERP Project Management with no Strategy Fire Departments Police Hospital School JTERP City Master Plan Land Fill JTERP Hospital VITEC Farm Co-op School Market Health Cl School Beginning Developing Sustainable Performing Self-Reliant Governance Political Development Political Reconciliation Economic Development Rule of Law OPA Maturity Model X X X X X SO3 ECON Improved sustainable Economic Development SO4 PUBLIC HEALTH Improved Sufficient and Sustainable Public Health and Education in Kirkuk Province IR 1.3 Improved Education Opportunities and Overall Quality of Education IR 1.1 Improved healthcare facilities and Health Services IR 1.2 Improved Training of Healthcare Providers & Public Health Professionals IR 1.2 Improved Capacity of Human Resources at Directorate Level IR 1.1 Improved Provision of Essential Services SO2 INFRASTRUCTURE Improved Capacity of Provincial Institutions to Operate and Maintain Key Infrastructure KIRKUK PRT MISSION Improve the livelihoods of Iraqi citizens in Kirkuk by promoting reconciliation, shaping the political environment, supporting economic development and building the capacity of provincial government to hasten self-sufficiency IR 1.2 Increased Capacity To Execute Budgets IR 1.1 Increased Capacity to Govern Effectively SO1 GOVERNANCE Provincial and District level governmental entities self-govern effectively, delivering government services to the People IR 1.3 Increased Participation by All Govt Stakeholders IR 1.4 Inclusive Political Process for Populace IR 1.1 Increased availability of loan capital, strategic private investment and access to monies IR 1.2 Improved access to business associations, private investment, education and collaboration PRT’s Strategic Objectives Interim Results Cleaning Well Clinic Farm Woman Gran Grant Project School JTERP PoliceHospital School VITEC Market JTERP Cleaning Canal Clinic Farm Micro finance Woman Gran Grant Project INMASchool CanalsSchool Power Market JTERPMarketWell Fire Dep Farm Power MarketCanal Clinic Farm Power JTERP INMA School Farm School JTERP VITEC JTERP Farm INMASchool JTERP Power JTERPMarket Farm JTERP School INMA GOI X X X X X Projects Support Strategy
Critical Assumptions to Strategy Development In order to implement an effective PRT strategic plan that embraces the multi-phase concept, it is imperative that key critical assumptions are understood. – Host country government collaboration and financial buy-in. – A permissive security environment that allows strategic planning and project/program implementation. – Strong PRT and BCT leadership with supportive relationships with host government counterparts. – Adequate staffing in each PRT section that includes subject matter expertise and administrative support.
Strategic Vision, Design and Process 5 Stage Program • Mapping/Charting of a projects – USAID, USACE, CERP • Reporting to stakeholders – PRT,BCT,DOD,DOS,USAID,NSC, etc. SO1: GOVERNANCE Provincial and District level governmental entities self-govern effectively, delivering government services to the People INDICATORS Increased expenditures of GOI Funds Improved Effectiveness and Legitimacy of Provincial and District Government IR 1.1 Increased Capacity to Govern Effectively IR 1.2 Increased Capacity To Execute Budgets IR 1.3 Increased Participation by All Govt Stakeholders PERFORMANCE M E A S U R E PERFORMANCE M E A S U R E kdPerfomandeskdkdkk k d k d k d k Project Priorit y Locati on Cost Effect Secto r Effect EET Status Kirkuk Bypass Road Design 07001 Kirku k $4.675 mil Facilitatetheflowof trafficaround Kirkukcity Trans por- tation Enhanc e Essenti al Service s Approved bytheNational EmbassyTeam (NET) in Baghdad; Currentlybeing contracted by GRN Kirkuk Commu nity Reconcil ia-tion Initiative 07002 Kirku k $3.553 mil Beautifythe citywith 13greening units Other Other Approved bytheNational EmbassyTeam (NET) in Baghdad; Currentlybeing contracted by GRN Solid W aste Transfer Station #2 07003 Kirku k $2.796 mil Facilitate thetransfer of solid wastebefore compaction and movement to thelandfill Sanita tion Enhanc e Essenti al Service s Submitted to National EmbassyTeam (NET); Awaiting Approval 11kV Electrica lDistro Al W asiti 07004 Daqu q $972k Increasethe electrical capacityand distribution Electri city Enhanc e Essenti al Service s Submitted to National EmbassyTeam (NET); Awaiting Approval 10,000 Corn Producers 50kDomans 35kMT yearly Processing Drying Plants Storage Grain Silo Livestock Feed Processing Processing Fertilizer FeedGrains Farmer Livestock Poultry Processing Packaging Cold Storage Egg Hatchery Farmer Egg Producer W holesale Retail Flower Processing Packaging Bakers W holesale Retail Canal Cleaning Projects W ells • Conceptualization, Communication and Concurrence • Strategic Framework • Performance Monitoring Plan
SO3 ECON Improved sustainable Economic Development SO4 PUBLIC HEALTH Improved Sufficient and Sustainable Public Health and Education in Kirkuk Province IR 1.3 Improved Education Opportunities and Overall Quality of Education IR 1.1 Improved healthcare facilities and Health Services IR 1.2 Improved Training of Healthcare Providers & Public Health Professionals IR 1.2 Improved Capacity of Human Resources at Directorate Level IR 1.1 Improved Provision of Essential Services SO2 INFRASTRUCTURE Improved Capacity of Provincial Institutions to Operate and Maintain Key Infrastructure KIRKUK PRT MISSION Improve the livelihoods of Iraqi citizens in Kirkuk by promoting reconciliation, shaping the political environment, supporting economic development and building the capacity of provincial government to hasten self-sufficiency IR 1.2 Increased Capacity To Execute Budgets IR 1.1 Increased Capacity to Govern Effectively SO1 GOVERNANCE Provincial and District level governmental entities self-govern effectively, delivering government services to the People IR 1.3 Increased Participation by All Govt Stakeholders IR 1.1 Increased availability of loan capital, strategic private investment and access to monies IR 1.2 Improved access to business associations, private investment, education and collaboration IR 1.3 Improved capacity of GOI to promote growth in private sector, reduce corruption, and increase % of budget spending
KIRKUK PRT MISSION Improve the livelihoods of Iraqi citizens in Kirkuk by promoting reconciliation, shaping the political environment, supporting economic development and building the capacity of provincial government to hasten self-sufficiency SO5 RULE OF LAW Establish fair, effective, and transparent administration of justice and civil dispute resolution through capacity building. IR 1.2 Improve Capacity of Civil Legal System IR 1.1 Improved Capacity Within Justice System SO6 AGRICULTURE Broad-based economic growth thought agricultural development IR 1.1 Increased Private Markets Initiatives IR 1.2 Increased Capacity of Agriculture Stakeholders IR 1.3 Improved access to economic opportunity for rural and urban farmers SO7 PUBLIC DIPLOMACY Through Public and Cultural Affairs, Build Provincial Capacity; Foster Economic Development; Strengthen Rule of Law; Promote Reconciliation and Moderate Media IR 1.1 Public Affairs Increased Dissemination of Information on PRT, GOI and Kirkuk Government to Citizens of Kirkuk IR 1.2 Cultural Affairs Increased Awareness of U.S. Culture and Values Among Citizens of Kirkuk
SO3: Economic Development Improved sustainable Economic Development in Kirkuk Province INDICATORS Increased Employment: Increased Loan Capital Availability Improved Budget Expenditure IR 1.1 Increased availability of loan capital, strategic private investment and access to monies IR 1.2 Improved access to business associations, private investment, education and collaboration IR 1.3 Improved capacity of GOI to promote growth in private sector, reduce corruption, and increase % of budget spending PERFORMANCE MEASURES: 1. Improved access to loan capital: • Increased Loan Capital available in private and public banks in the rural and urban areas • Number of Letter of Credits issued by private and Public banks 2. Improved access to private investment: • Investment Commission # of private investors from Iraq and from abroad • Shortened running time to get licenses for private investment from Baghdad • Number of internet hits on website of the Investment Commission PERFORMANCE MEASURES: 1. Improved education opportunities: • # of VOTEC enrolled • # of VOTEC graduates • # of VOTEC graduates employed • # of SBD trained • # of SBD starting a business 2. Improved collaboration with business associations/NGO • # of Micro Loan Applicants for urban and rural areas • # of business plans developed PERFORMANCE MEASURES: 1. Increased capacity for GOI to expend their budget: • Amount of Iraqi budget obligated and disbursed 2. Decreased USG resources invested in Province • Amount of US $ committed and spent 3. Increased amount of fuel to public • Amount of petroleum distributed monthly • Amount of oil produced monthly
SO1: GOVERNANCE Provincial and District level governmental entities self-govern effectively, delivering government services to the People INDICATORS Increased expenditures of GOI Funds Improved Effectiveness and Legitimacy of Provincial and District Government IR 1.1 Increased Capacity to Govern Effectively IR 1.2 Increased Capacity To Execute Budgets IR 1.3 Increased Participation by All Govt Stakeholders PERFORMANCE MEASURES: 1. Improved Legal Framework and Ability to Administer Local Laws • Increased Number of Laws Passed and implemented 2. Improved Communication among Provincial officials • Increased Number of Meetings Between Local Councils / Administrators and Provincial Govt. 3. Improved Ability to Identify Committee Priorities and Recommendations • % of committee recommendations forwarded and arbitrated by council. PERFORMANCE MEASURES: 1. Budget Preparation • Increased forecast accuracy • # of people trained in budget preparation 2. Improved Budget Execution • % of Budget Obligated and expended to Priority Projects 3. Improved Ability to fund district and sub-district projects • % of Budget Expended on Priority Projects PERFORMANCE MEASURES: 1. Improved Turkman Representation • End of Turkman Block Boycott 2. Improved Arab and Turkman Confidence in Political Process • Number of Arab and Turkman Block Resolution Points Implemented 3. Improved Relationship between Executive and Legislative Branches • Number of Joint PC Chairman – Governor Meetings
CFT Operational FrameworkCFT Operational Framework Legitimate Governance APR PIC Educate Tribal Leaders on Political Process CAMPLAN Phase II CAMPLAN Phase III CAMPLAN Phase IV Budget provided to District Councils Monitor and facilitate Provincial Government in administering their jurisdiction IAW the Prov Powers Law PRT/BCT/TFs facilitate implementation of Provincial Powers Law Support PRT efforts to end Turkmen boycott Prov. Powers Act, Election Law, Article 140 Prov Elections, Local councils capable of administrating day to day requirements Completion of administration reorganization to include Provincial Councils and Administrators Provincial Elections & Seating of Provincial Government PPA Implemented Identify/encourage and develop moderates and potential candidates for councils Facilitate legislation for District elections Support Arab political party / coalition development in preparation for Provincial elections Tie local councils to local ministry departments Provide District Level Budget Training Province: Provide Budget Training, Oversee budget execution and 2009 budget development Encourage voter participation Effects Objective: 3. Legitimate Dist. and Prov. Govt. able to allocate resources to gain Popular Support Develop Administrative / Governmental processes and terms of reference Foster Ethics / Human Rights Initiatives Improve Local Councils ability to function thru PRT/TF/Co training and mentorship Prepare Governor to exercise authority over IP Implement 13-Point Agreement post-Arab Boycott Educate & Develop Local, District, Provincial Institutions Refine RTI training for Provincial & District Councils and Administrations Support local courts in establishing RoL
SO2: INFRASTRUCTURE Improved Capacity of Provincial Institutions to Operate and Maintain Key Infrastructure INDICATORS •Approved and Implemented Urban Master Plan •Improved Effectiveness of Kirkuk Government and Organizations to Deliver Essential Services •Reduction of Unemployment IR 1.1 Improved Provision of Essential Services IR 1.2 Improved Capacity of Human Resources at Directorate Level PERFORMANCE MEASURES: 1. Improved operations and maintenance of energy infrastructure • Increased number of projects • Percentage of projects completed by IFT sector 2. Improved water resources management • Improved operations and maintenance plans • Increased availability of potable water • KM of canals cleaned for irrigation 3. Improved waste water plants, solid waste & sewage systems • Number of people served by waste water facilities PERFORMANCE MEASURES: 1. Increased technical competency of staff • Increased number of Directorate staff trained in technical areas 2. Increased capacity to implement O&M programs • Number of work plans developed and implemented • Improved Resource allocation 3. Improved fiscal monitoring of expenditures • Improved procurement controls
SO 4: PUBLIC HEALTH & EDUCATION Improved Sufficient and Sustainable Public Health and Education in Kirkuk Province INDICATORS •Increased Number and Quality of Health Services •Increased Quality of Healthcare Providers •Improved Educational System IR 1.1 Improved Healthcare Facilities and Health Services IR 1.2 Improved Training of Healthcare Providers & Public Health Professionals IR 1.3 Improved Education Opportunities and Overall Quality of Education PERFORMANCE MEASURES: 1. Increased quality of healthcare • Number of hospitals assessed for quality of care standards • Number of facilities maintaining quality of care standards • Number of healthcare facilities with patients charting systems 2. Improved access to healthcare • Number of health clinics maintaining standard hours of operation 3. Improved institutional capacity to deliver services • Number of health clinics and hospitals with adequate staffing • Number of formularies adequately stocked PERFORMANCE MEASURES: 1. Improved quality of professional care • Increased number of physicians receiving annual Continuing Medical Education (CME) 2. Improved capacity of service providers • Number of modules of public healthcare education 3. Increased access to health services • Number of qualified healthcare professionals in underserved areas 4. Development of a public health system in the province • Steps toward the development of a public health curriculum in the university system PERFORMANCE MEASURES: 1. Improved quality of education for children • Increased number of teachers in underserved areas • Number of schools with improved physical infrastructures including sanitation 2. Greater access to vo-tech education • Increased number of students 3. Increased participation of girls in the educational system • Increased number of females enrolled in intermediate and secondary school
SO5: Rule of Law Establish a justice system in Kirkuk which insures the fair, effective, and transparent administration of justice through capacity building in the areas of judicial process, policing and investigation, and corrections. INDICATORS • Increased Capacity at MCC • ROL activities expanded beyond Kirkuk • Increased Transparency IR 1.1 Improved Capacity Within Justice System PERFORMANCE MEASURES: 1. Increased Capacity at Major Crimes Court • Increased Number of Cases Referred for trial • Increased Number of Cases Adjudicated • Decreased Time Between Trials 2. Prompt Adjudication of Detainees • Decrease in average time between arrest and appearance before Investigative Judge • Decrease in average time between arrest and trial 3. Improved Juvenile Justice System • Juvenile facility meeting minimum humanitarian standards • Educational component implemented 4. Improved Court Security • Number of Awarded Courthouse security projects • Number of FPS/PSD Trained • Number of FPS/PSD Equipped • Number of Judges provided with protective equipment 5. Improved Criminal Justice Coordination • Participation in Criminal Justice Conferences • # of Judges, Investigators trained • Participation in Criminal Justice Councils • # and regularity of council meetings held # of criminal justice partners in attendance PERFORMANCE MEASURES: 1. Develop Baseline Data of Needs • All courts in province assessed • Bar Association polled • Law School polled • Public polled 2. Public Access Improved • A capable and sustainable legal aid office established in each district • Detainee liaisons established IAW MND-N Campaign Plan • Majority of citizens polled say they have access to the courts 3. Improve Transparency • Media has access to the courts • Information about laws, rights, and case results is disseminated to the Iraqi public 4. Integrate ROL concepts into other PRT sections as needed • ROL Issues arising in other PRT functional areas are successfully addressed (case by case basis) IR 1.2 Improve Capacity of Civil Legal System
SO6: AGRICULTURE Broad-based economic growth though agricultural development INDICATORS Increased food production Increased Labor and product market linkages IR 1.1 Increased Private Markets Initiatives IR 1.2 Increased Capacity of Agriculture Stakeholders IR 1.3 Improved access to economic opportunity for rural and urban farmers PERFORMANCE MEASURES: 1. Improved Feed Mills • % increase in production 2. Develop Sheep Feed Lots • % increase in production • # of Feed lots started 3. Increased Poultry Production • % increase in production 4. Introduce Sunflower, olive, and Cotton Seed Processing • # of enterprises created • # of beneficiaries 5. State-owned economic assets • Improved efficient operation and profitability • # receiving private investment PERFORMANCE MEASURES: 1. Improved Communication among Provincial officials • Increased # of recommendations and actions 2. Improved Ability to Identify Priorities and execute • Increased # initiatives 3. Introduction of agricultural best practices through training • # of beneficiaries trained PERFORMANCE MEASURES: 1. Access by micro entrepreneurs to financial services from financially viable instructions • # of Loans 2. Improved access to appropriate agriculture technologies • Number Beneficiaries
SO7: PUBLIC DIPLOMACY Through Public and Cultural Affairs, Build Provincial Capacity; Foster Economic Development; Strengthen Rule of Law; Promote Reconciliation and Moderate Media INDICATORS Increased Iraqi Awareness of District and Provincial Government’s Democratic Processes Increased Iraqi Understanding of U.S. Culture IR 1.1 Public Affairs Increased Dissemination of Information on PRT, GOI and Kirkuk Government to Citizens of Kirkuk IR 1.2 Cultural Affairs Increased Awareness of U.S. Culture and Values Among Citizens of Kirkuk Performance Measures: Performance Measures: Performance Measures: Performance Measures: -Improved Awareness of Government Officials and Democratic Processes Number of Kirkuk Citizens Who Understand Democratic Process (Survey) - Improved Awareness of Judicial Processes Percentage of Citizens Aware of Laws and Court Procedures (Survey) Performance Measures: -Improved Cultural Awareness Through International Exchange Programs Number of Kirkuk Citizens Sent on Exchange Programs -Improved Cultural Awareness Through the Delivery of U.S. Publications Number of Books, Media, and Pamphlets Handed Out to Citizens Performance Measures: Performance Measures: - Improved Awareness of Economic Strategies -Improved Awareness of Agricultural Processes - Improved Awareness of Health Care in Kirkuk Number of Citizens Aware of Economic Strategy (Survey) Percentage of Citizens Aware Of Agricultural Strategies (Survey) Information Repository Organize and Archive Resource Information on Kirkuk Number of News Briefs, Surveys, Media Archives - Improved Awareness of Infrastructure Projects Number of Citizens Aware of Local Projects Percentage of Citizens Aware of Health Care Initiatives (Survey) -Civil Society, NGO, Women and Youth Initiatives Number of Civil Society, NGO, Women and Youth Proposals, Conferences and Programs - Pamphlets and Websites Number of Cultural Pamphlets and Websites
SO8: Emergency Management Improve Emergency Management and Coordination Capabilities to Prepare and Respond to Daily Emergencies and All-Hazard Disasters in Kirkuk Province INDICATORS •Enhance Public Safety of the Population •Enhance Emergency Programming Capacity •Increased Quality of Emergency Preparedness & Response IR 1.1 Enhance the Operational Capacities and Resources of the Kirkuk Provincial Joint Communication Center (PJCC) IR 1.2 Strengthen the Emergency Management Planning Process to Effectively Address All- Hazard Incidents & Disasters IR 1.3 Improved Emergency Education Related to Risk Reduction and Response PERFORMANCE MEASURES: 1. Building an Updated PJCC Facility • Provide Increase space to house additional personnel and equipment to enhance the capacity of the PJCC 2. Modernize IT, Communication and GIS Resources of the PJCC • Increased ability to obtain and manage essential and actionable information to improve emergency response, recovery, and preventive interdiction 3. Improve Capacity of PJCC Staff in Accordance with MoI’s Standards • Upgrade and standardize personnel skills, abilities and knowledge of their mission critical tasks 4. Improved Operational Capacity and Institutional Procedures to Coordinate Response Services • Increase efficiency, ensure proper command and control, unity of effort and organizational cohesion to increase effective response and recovery to an incident or a disaster. PERFORMANCE MEASURES: 1. Develop an Emergency Planning Coordinating Committee • Represent collective multi-discipline subject matter experts from various ministries or directorates 2. Conduct Emergency Risk Assessment • Identifies threats & vulnerabilities; gaps between existing emergency response assets & capabilities and those required but unavailable 3. Develop Emergency Management Improvement Strategy • Formulate a plan to address resource & capabilities deficiencies 4. Develop Incident Specific Crisis Action Plans, or Event Plans • Coordinated operational policies and procedures to prevent, prepare, respond and recover from an anticipated threat, incident or disaster as well as high risk public events PERFORMANCE MEASURES: 1. Improve Institutional Capacity to Provide Emergency Management Education • Provide training on emergency management principles & concepts at universities and other training institutions for various first responder disciplines, emergency & government officials, community and business leaders, etc. 2. Enhance Capacity to Provide Public Safety Information • Increased mass media public service information announcements • Provide community first aid and emergency preparedness training 3. Collaboration with other Provincial Governments and Private Agencies • Liaison with other provinces, private organizations, etc. to learn & teach best practices, coordinate training activities, leverage resources, etc.
Illustrative Performance Plan SO3: Economic Development Improved sustainable Economic Development in Kirkuk Province INDICATORS: Definition: Increased Employment Employment of all peoples that capable of working within the Kirkuk Province Increased loan capital availability How much the Micro Finance Institutions, Rankings, and social programs have available to lend Improved budget expenditure The budget is the capital budget of GOI Level Indicator and Definition Data Source and Method of Collection Data Acquisition Results Frequency Benchmark Responsible Year Baseline Target Performanc e Measure Increased amount of fuel to public: (1.3.3) Amount of petroleum distributed monthly Petroleum Products Distribution Center Q Oil Distribution SME 2008 (1.3.3) Amount of oil produced monthly Petroleum Products Distribution Center Q Oil Distribution SME 2007 900,000 Cubic Meters 1 New Refinery to Double Production Performanc e Measure Improved collaboration with business associations/NGO: (1.2.2) # of Micro Loan applicants for urban and rural areas Al Murshed provides data to Econ Team Q Economics Business Advisor 2008 574 Loans granted 1,500 Loans granted (1.2.2) # of business plans developed Al Murshed provides data to Econ Team M Economics Business Advisor 2008 0 Plans Developed 25 per month
Oil Industry – 45,000 Agriculture – 65,000 Individual Business – 65,000 Private Companies – 45,000 State Owned – 35,000 Government Employees – 5,000 Iraqi Armed Forces – 25,000 Iraqi Police Force – 6,700 Homes/Construction–5,000 Kirkuk Population 1,250,000 Population employable 562,500 45% Job Opportunities Sector - Number Employed Transition strategies Measures of Sustainable Development Employment Police Training Civilian Service Corps Military Training Roads, Parks/Construction–5,000 Kirkuk Unemployment 230,625 41% Dams, Canals/Construction–5,000 Plumber. Electrician Literacy Business Carpenter VOTECH, JTERP Capital Microfinance, Private Investing New Companies – 15,000 Agricultural New Farms – 15,000 Medical, Education – 15,000Higher Education Total Employed 351,700
Value Chains and Economic Development • A process where a service or product acquires value as it moves through a chain to the final consumer – Includes producers, processors, input suppliers, exporters retailers, etc. – Can be defined by a particular finished product or service – Includes both vertical and horizontal linkages – Legal and illegal originations and relationships – Conflict arises when participants maintain, compete, and replace others in Value Chains a chain is only as strong as its weakest link…
Elements of Value Chain Analysis • Understanding Product Markets and Market Trends • Relationships between Participants – Describes functions, participants, and relationships among participants • Identification of Constraints and Opportunities • Subsector mapping – Identifying key functions/activates – Identifying participants performing each function – Graphic presentation of inter-relationships – Identifying broken links in the Value Chain
Value Chain Development • The stages of recovery in conflict-affected environments are rarely clearly defined or linear • There is generally a period when relief activities are the priority for donors and implementing agencies, and a period when sustainable economic development is considered to be essential. • How economic development (and specifically, value chain development) activities can be strategically incorporated into the relief and reconstruction phase in order to reduce the economic drivers of conflict and lay the groundwork for a more rapid transition to sustainable development. Relief Driven Agenda Value Chain Development Driven Agenda
10,000 Corn Producers 50k Domans 35k MT yearly Processing Drying Plants Storage Grain Silo Livestock Feed Processing Wholesale Retail Feed Processing Fertilizer Packaging Cold Storage Wholesale Retail Fertilizer Feed Grains Sheep Farming Farmer Livestock Poultry Processing Packaging Cold Storage Wholesale Retail Poultry Farming Egg Hatchery Farmer Egg Producer Double Farmers Feed Grain Income 200% Grain Production increase Wholesale Retail Flower Processing Packaging Bakers Wholesale Retail Human Consumption Quality improvement 80/20 Feed/Human to 60/40 Feed/Human 50% Increased Farmer income 10% decrease in Cost to consumer SO6 IR 1.1.1 Improved Feed Mills % increase in production SO6 IR 1.1.2 Develop Sheep Feed Lots % increase in production # of Feed lots started SO6 IR 1.1.3 Increased Poultry Production % increase in production SO2 IR 1.1.2 Improved water resources management KM of canals cleaned for irrigation SO1 IR1.2 Increased Capacity To Execute Budgets SO3 IR 1.1 Increased availability of loan capital, strategic private investment and access to monies SO6 IR 1.1 Increased Private Markets Initiatives Canal Cleaning Projects Seed Wells Pro- cessing Capital Farmer Livestock Sheep Land Ownership
Slaughter House Access to Capital ($495k) Processing Packaging Cold Storage Local Egg Production Fresh Product Feed 40 Broiler Farmers $5,000 Each 40% Live Birds Transpiration Access to Market Wholesale Retail Distribution1 Egg Hatchery $48,000 Iraqi Contribution 400,000 EGGS (imported) $80,000 60% For Processing Kirkuk Poultry Farming Business Analysis Where to Focus Resources and Priorities Mothers Laying House Laying HensEGGS Protein Supplement Feed Mill $205,000 Locally Sourced Grains Imported Feed $1,250,000 For 400,000 Birds 40% 60% Litter Locally Produced Feed Imported EGGS Locally Produced Poultry Wholesale Retail Distribution Frozen Product ICERP Loan Cap SO3 IR 1.1 Increased availability of loan capital, strategic private investment and access to monies Processing Fertilizer Fertilizer Retail ICERP Loan Cap USAID 1 Cycle: Chick to Market 50 to 55 days 3 to 4 Cycles per year
BCT Projects/Effects are synchronized into Strategic Objectives Hoop House in a Box $3,000-$6,000 $3,000 investment = $2,525 yearly Income = Employment, Stability, Prosperity 1 Season Yield 6 Tons Income $1,200 Expenses $605 Profit $595 Water Efficiency 35% 2 Season Yield 20 Tons Income $4,100 Expenses $1,575 Profit $2,525-$5,000+ Water Efficiency 98% Drip System in a Box $2,200 4 Donams Drip Irrigation System Opportunity to Grow Crops on barren land Village from $0 income to $2,500+
BCT Projects/Effects are synchronized into Strategic Objectives Fish Hatchery in a Box $29,000 Local Contribution $10,000 (Dig Pools and well) IRD Budget: $19,000 (Generator, Submersible, Fish) Income: Greenhouse in a Box $38,000 Local Contribution $14,000 (Construction, 1 Greenhouse) IRD Budget: $24,000 (2 Greenhouses) Income:
BCT Projects/Effects are Synchronized into Strategic Objectives Water in a Box $150,000 1,500 with potable water Poultry in a Box $34,000 Local Contribution $12,000 (Construction, Equipment) IRD Budget: $22,000 (Chicks, Feeding Troughs, Water System Ventilation Fan, Heating Device Generator) Income:
BCT Projects/Effects are synchronized into Strategic Objectives Bee Keeping in a Box $6,000 Local Contribution $2,000 (Construction, Equipment) IRD Budget: $4,500 (30 Bee Cells) Income: Sheep in a Box $15,750 Local Contribution $4,500 (Construction, Fodder) IRD Budget: $11,250 (90 Sheep) Income: Calves in a Box $16,875 Local Contribution $5,000 (Construction, Fodder) IRD Budget: $11,875 (25 Calves) Income:
BCT Projects/Effects are synchronized into Strategic Objectives Stores in a Box $3,000 Local Contribution $1,000 (Construction, Equipment) IRD Budget: $2,000 (Store supplies and access to distribution) Income: Bakery in a Box $6,000 Local Contribution $2,000 (Construction, Equipment) IRD Budget: $4,500 (Ovens) Income:
Irrigation 28% Cattle 21% Poulty 6%Grain and Feed 2% Hoop Houses 3% Bees 12% Sheep 24% Springs 2% Agriculture Buildings 3%Fish 6% Total Funding $2,426,031 Jobs Created 5176 The agricultural development of Kirkuk has created 5,176 jobs within the province. Close to 2.5 Million US Dollars have been spent to insure the agricultural success of Kirkuk. Agricultural Breakdown Sheep 47 Bees 22 Hoop Houses 5 Poultry 10 Grain and Feed 4 Cattle 37 Irrigation 48 Fish 11 Springs 4 Agriculture Buildings 6 BCT Projects/Effects are synchronized into Strategic Objectives The Agricultural Project Breakdown
US Dollars Spent Iraqi Money Spent Participants Jobs Created $58,005,687 $19,244,083 79,582 9,894 Projects by Type Economic 66% Government 0% Health1% Education 9% Infrastructure 10% Agriculture 14% Agriculture Economic Government Health Education Infrastructure USAID DATA ANALYSIS Agriculture 178 Economic 810 Government 2 Health 16 Education 106 Infrastructure 126 Rule of Law 1 Total 1239 Project Breakdown for Province Projects byProjects by TypeType in Haweejain Haweeja Agriculture 31% Economic 52% Education7% Health2% Infrastructure8% Agriculture Economic Education Health Infrastructure Jobs Created 4326 People Trained 120 Number of Grants 137 Grants in Dollars $7,660,056 Total Projects 227 Haweeja
Value Chains and their Importance in Counter Insurgency • Shaping the environment by protecting, removing, and creating new players – Armed conflict to protect ones interest in a value chain or replace another player – Lethal Targeting - Remove players from value chains, (Starve your enemies) – Non-Lethal Targeting - Empower new players in value chains to shape the environment, (Reward your friends)
40 Broiler Farmers $5,000 Each 1 Egg Hatchery $48,000 Iraqi Contribution Locally Produced Poultry Retail ICERP 40 Broiler FarmersPoultry Distribution Access to Market Loan Cap USAID
Shaping the Environment Who do we Empower and Why? Well Woman's Group Generator CoOp Hoop House Hoop House Poultry Farm GOV ROL Micro Finance GOV ESS Store Bakery Sheep Farm Generator CoOp Chicken Farm
Kirkuk City Hawija Alton Kopry Taza
Conclusion • Development of a GOI, BCT, PRT, (MND-N) strategic plan – including consensus-building – Strategic Framework – Performance Monitoring Plan (PMP), and their effects and results – Mapping tools and a reporting plan • Common measurements of performance and effectiveness between: – PRT (quarterly maturity model) – BCT (monthly PSTA) – MND-N (monthly Effects Approval Board) • What are the Effects (in the box projects) that can be implemented at the tactical level? • How has empowering new players in value chains shaped the environment for the future

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25th Div 1 nov 08 Presentation Final

  • 1. KIRKUK PRT OVERVIEW LTC David Menegon
  • 2. Kirkuk PRT & BCT Partnership VALUE CHAIN ANALYSIS (Implementing Strategies not Project Management) • PRT Organization and Mission • PRT’s Strategic Objectives and Interim Results • Implementation Strategic Goals not Project Management • Strategic Objectives and Milestones • Value Chain Analysis • PRT Strategic Objectives and Joint Campaign Plan • Non-Lethal Targeting and Shaping the Environment Leveraging value chains Developing the strategy Targeting tool towards strategy achievement
  • 3. What are the challenges 18 APR 08, 1045 EXSUM: – The House Armed Services oversight and investigations subcommittee reports that the U.S. effort to rebuild Iraq and Afghanistan using PRT lacks clear goals, organizational structure and lines of command. – The six-month investigation gave recommendations that the State and Defense departments develop a "unity of command" for the PRTs along with specific objectives and way to ascertain whether they have been met. – PRT projects that overlap with those run by other U.S. entities and an indecipherable chain of command. – lacks "strategic guidance and oversight" and "clearly defined PRT objectives and milestones for achieving larger operational and strategic goals."
  • 4. Governance Ms. Joanne Joria Section Head Provincial Program Manager Mr.. Jim Ramage SGT DeGanne Public Health Dr. Stacy Lamon CPT Schaub SSG Schaefer Rule of Law Ms. Rebecca Staton Section Head Mr. Ziyad Mohhamad MAJ Ailslieger SPC Smith Agriculture Mr. John Schnittker Senior Advisor Dr.Sami Almerani Munjid SGT Anderson SPC Hayworth Dr. John Stephenson Mr. Jim Vancura 418 CA Com. Convoy & Sec. Ops SFC Goff SSG Gomez SFC Jackson Education SGT Vosilus SGT Erickson Public Diplomacy Mr. Sri Kulkarni Mr. Martin Miller SGT Zachary Zerger Administration Mr. Cheyne Spikowski (DOS IT) CPL John Linthicum SPC Colvin (S-1) Kirkuk PRT Team Leader Mr. Howard Keegan USAID Dr. Jeff Ashley As of 21 JULY 08 Deputy Team Leader LTC David Menegon Partners IRAP/QRF IRD/CSP ACDI/VOCA INMA TIJARA RTI PRT Staff CERP CPTHart BDE LNO LTC Bennett SFC Haggis Econ/Ag Mr. Burdin Hickok Section Head Business Dev. MAJ Bennett Banking SGT Magnuson Energy SGT Goodwin Mr. Ismail Mansour Budget TBD Art 140 / Elections Ms. Melissa Ward Provincial Ops MAJ Decker Mr. Kris Graf SGT Huss Mr. Avad Amin POL AD Aaron District Ops Mr. Bill McFarland Mr. Michael Knowles Jim Gleason MAJ Joyce Team 1 Dr. Hussain Alshemri Mr. Jamal Saleh Mr. Jim Jeffery SPC Wood Infrastructure Mr. Jim Ramage Section Head Special Projects Frank Disimino SPC Holte SPC Andrews Team 2 Mr. Brian McCarthy CPT Jay Malmberg Mr. Sam Miisehimer Mr. Ayob Hajibadri (Terp) Team 3 Mr. Dan Baranski Ms. Anne Rozoky SPC Ashley 2/22 1/87 USACOE LTC Jack Hourgettes PPO Capt. Schaub Sub Cashier Mr. Martin Miller 3/6
  • 6. Prosperity Security Needs Essential Needs Non-Lethal Targeting Shaping the Environment Spiritual
  • 7. Non-Lethal Targeting Shaping the Environment • Effects, resources, and projects that shape the behavior of targeted populations. • Menu of Effects that can be implemented in the field – In the Box approach to: Spiritual Self Actualization Prosperity Buy-in/Civil Society Security Needs Essential Needs • Essential Needs through medicinal, emergency, rescue, shelter • Security Needs through safety planning, food supplies, power, water requirements and rule of law • Buy-in through Empowerment and achieving a sense of belonging, Civil Society • Prosperity through Economic Development • Self Actualization through direction and meaning, hobbies, politics, sciences and psychology • Spiritual thought religious teachings
  • 8. USAID Partners GOI PRT BCT Counter Insurgency Farm Co-op School Market Cleaning ART140l Well Power Health Cl JTERP Project Management with no Strategy Fire Departments Police Hospital School JTERP City Master Plan Land Fill JTERP Hospital VITEC Farm Co-op School Market Health Cl School Beginning Developing Sustainable Performing Self-Reliant Governance Political Development Political Reconciliation Economic Development Rule of Law OPA Maturity Model X X X X X SO3 ECON Improved sustainable Economic Development SO4 PUBLIC HEALTH Improved Sufficient and Sustainable Public Health and Education in Kirkuk Province IR 1.3 Improved Education Opportunities and Overall Quality of Education IR 1.1 Improved healthcare facilities and Health Services IR 1.2 Improved Training of Healthcare Providers & Public Health Professionals IR 1.2 Improved Capacity of Human Resources at Directorate Level IR 1.1 Improved Provision of Essential Services SO2 INFRASTRUCTURE Improved Capacity of Provincial Institutions to Operate and Maintain Key Infrastructure KIRKUK PRT MISSION Improve the livelihoods of Iraqi citizens in Kirkuk by promoting reconciliation, shaping the political environment, supporting economic development and building the capacity of provincial government to hasten self-sufficiency IR 1.2 Increased Capacity To Execute Budgets IR 1.1 Increased Capacity to Govern Effectively SO1 GOVERNANCE Provincial and District level governmental entities self-govern effectively, delivering government services to the People IR 1.3 Increased Participation by All Govt Stakeholders IR 1.4 Inclusive Political Process for Populace IR 1.1 Increased availability of loan capital, strategic private investment and access to monies IR 1.2 Improved access to business associations, private investment, education and collaboration PRT’s Strategic Objectives Interim Results Cleaning Well Clinic Farm Woman Gran Grant Project School JTERP PoliceHospital School VITEC Market JTERP Cleaning Canal Clinic Farm Micro finance Woman Gran Grant Project INMASchool CanalsSchool Power Market JTERPMarketWell Fire Dep Farm Power MarketCanal Clinic Farm Power JTERP INMA School Farm School JTERP VITEC JTERP Farm INMASchool JTERP Power JTERPMarket Farm JTERP School INMA GOI X X X X X Projects Support Strategy
  • 9. Critical Assumptions to Strategy Development In order to implement an effective PRT strategic plan that embraces the multi-phase concept, it is imperative that key critical assumptions are understood. – Host country government collaboration and financial buy-in. – A permissive security environment that allows strategic planning and project/program implementation. – Strong PRT and BCT leadership with supportive relationships with host government counterparts. – Adequate staffing in each PRT section that includes subject matter expertise and administrative support.
  • 10. Strategic Vision, Design and Process 5 Stage Program • Mapping/Charting of a projects – USAID, USACE, CERP • Reporting to stakeholders – PRT,BCT,DOD,DOS,USAID,NSC, etc. SO1: GOVERNANCE Provincial and District level governmental entities self-govern effectively, delivering government services to the People INDICATORS Increased expenditures of GOI Funds Improved Effectiveness and Legitimacy of Provincial and District Government IR 1.1 Increased Capacity to Govern Effectively IR 1.2 Increased Capacity To Execute Budgets IR 1.3 Increased Participation by All Govt Stakeholders PERFORMANCE M E A S U R E PERFORMANCE M E A S U R E kdPerfomandeskdkdkk k d k d k d k Project Priorit y Locati on Cost Effect Secto r Effect EET Status Kirkuk Bypass Road Design 07001 Kirku k $4.675 mil Facilitatetheflowof trafficaround Kirkukcity Trans por- tation Enhanc e Essenti al Service s Approved bytheNational EmbassyTeam (NET) in Baghdad; Currentlybeing contracted by GRN Kirkuk Commu nity Reconcil ia-tion Initiative 07002 Kirku k $3.553 mil Beautifythe citywith 13greening units Other Other Approved bytheNational EmbassyTeam (NET) in Baghdad; Currentlybeing contracted by GRN Solid W aste Transfer Station #2 07003 Kirku k $2.796 mil Facilitate thetransfer of solid wastebefore compaction and movement to thelandfill Sanita tion Enhanc e Essenti al Service s Submitted to National EmbassyTeam (NET); Awaiting Approval 11kV Electrica lDistro Al W asiti 07004 Daqu q $972k Increasethe electrical capacityand distribution Electri city Enhanc e Essenti al Service s Submitted to National EmbassyTeam (NET); Awaiting Approval 10,000 Corn Producers 50kDomans 35kMT yearly Processing Drying Plants Storage Grain Silo Livestock Feed Processing Processing Fertilizer FeedGrains Farmer Livestock Poultry Processing Packaging Cold Storage Egg Hatchery Farmer Egg Producer W holesale Retail Flower Processing Packaging Bakers W holesale Retail Canal Cleaning Projects W ells • Conceptualization, Communication and Concurrence • Strategic Framework • Performance Monitoring Plan
  • 11. SO3 ECON Improved sustainable Economic Development SO4 PUBLIC HEALTH Improved Sufficient and Sustainable Public Health and Education in Kirkuk Province IR 1.3 Improved Education Opportunities and Overall Quality of Education IR 1.1 Improved healthcare facilities and Health Services IR 1.2 Improved Training of Healthcare Providers & Public Health Professionals IR 1.2 Improved Capacity of Human Resources at Directorate Level IR 1.1 Improved Provision of Essential Services SO2 INFRASTRUCTURE Improved Capacity of Provincial Institutions to Operate and Maintain Key Infrastructure KIRKUK PRT MISSION Improve the livelihoods of Iraqi citizens in Kirkuk by promoting reconciliation, shaping the political environment, supporting economic development and building the capacity of provincial government to hasten self-sufficiency IR 1.2 Increased Capacity To Execute Budgets IR 1.1 Increased Capacity to Govern Effectively SO1 GOVERNANCE Provincial and District level governmental entities self-govern effectively, delivering government services to the People IR 1.3 Increased Participation by All Govt Stakeholders IR 1.1 Increased availability of loan capital, strategic private investment and access to monies IR 1.2 Improved access to business associations, private investment, education and collaboration IR 1.3 Improved capacity of GOI to promote growth in private sector, reduce corruption, and increase % of budget spending
  • 12. KIRKUK PRT MISSION Improve the livelihoods of Iraqi citizens in Kirkuk by promoting reconciliation, shaping the political environment, supporting economic development and building the capacity of provincial government to hasten self-sufficiency SO5 RULE OF LAW Establish fair, effective, and transparent administration of justice and civil dispute resolution through capacity building. IR 1.2 Improve Capacity of Civil Legal System IR 1.1 Improved Capacity Within Justice System SO6 AGRICULTURE Broad-based economic growth thought agricultural development IR 1.1 Increased Private Markets Initiatives IR 1.2 Increased Capacity of Agriculture Stakeholders IR 1.3 Improved access to economic opportunity for rural and urban farmers SO7 PUBLIC DIPLOMACY Through Public and Cultural Affairs, Build Provincial Capacity; Foster Economic Development; Strengthen Rule of Law; Promote Reconciliation and Moderate Media IR 1.1 Public Affairs Increased Dissemination of Information on PRT, GOI and Kirkuk Government to Citizens of Kirkuk IR 1.2 Cultural Affairs Increased Awareness of U.S. Culture and Values Among Citizens of Kirkuk
  • 13. SO3: Economic Development Improved sustainable Economic Development in Kirkuk Province INDICATORS Increased Employment: Increased Loan Capital Availability Improved Budget Expenditure IR 1.1 Increased availability of loan capital, strategic private investment and access to monies IR 1.2 Improved access to business associations, private investment, education and collaboration IR 1.3 Improved capacity of GOI to promote growth in private sector, reduce corruption, and increase % of budget spending PERFORMANCE MEASURES: 1. Improved access to loan capital: • Increased Loan Capital available in private and public banks in the rural and urban areas • Number of Letter of Credits issued by private and Public banks 2. Improved access to private investment: • Investment Commission # of private investors from Iraq and from abroad • Shortened running time to get licenses for private investment from Baghdad • Number of internet hits on website of the Investment Commission PERFORMANCE MEASURES: 1. Improved education opportunities: • # of VOTEC enrolled • # of VOTEC graduates • # of VOTEC graduates employed • # of SBD trained • # of SBD starting a business 2. Improved collaboration with business associations/NGO • # of Micro Loan Applicants for urban and rural areas • # of business plans developed PERFORMANCE MEASURES: 1. Increased capacity for GOI to expend their budget: • Amount of Iraqi budget obligated and disbursed 2. Decreased USG resources invested in Province • Amount of US $ committed and spent 3. Increased amount of fuel to public • Amount of petroleum distributed monthly • Amount of oil produced monthly
  • 14. SO1: GOVERNANCE Provincial and District level governmental entities self-govern effectively, delivering government services to the People INDICATORS Increased expenditures of GOI Funds Improved Effectiveness and Legitimacy of Provincial and District Government IR 1.1 Increased Capacity to Govern Effectively IR 1.2 Increased Capacity To Execute Budgets IR 1.3 Increased Participation by All Govt Stakeholders PERFORMANCE MEASURES: 1. Improved Legal Framework and Ability to Administer Local Laws • Increased Number of Laws Passed and implemented 2. Improved Communication among Provincial officials • Increased Number of Meetings Between Local Councils / Administrators and Provincial Govt. 3. Improved Ability to Identify Committee Priorities and Recommendations • % of committee recommendations forwarded and arbitrated by council. PERFORMANCE MEASURES: 1. Budget Preparation • Increased forecast accuracy • # of people trained in budget preparation 2. Improved Budget Execution • % of Budget Obligated and expended to Priority Projects 3. Improved Ability to fund district and sub-district projects • % of Budget Expended on Priority Projects PERFORMANCE MEASURES: 1. Improved Turkman Representation • End of Turkman Block Boycott 2. Improved Arab and Turkman Confidence in Political Process • Number of Arab and Turkman Block Resolution Points Implemented 3. Improved Relationship between Executive and Legislative Branches • Number of Joint PC Chairman – Governor Meetings
  • 15. CFT Operational FrameworkCFT Operational Framework Legitimate Governance APR PIC Educate Tribal Leaders on Political Process CAMPLAN Phase II CAMPLAN Phase III CAMPLAN Phase IV Budget provided to District Councils Monitor and facilitate Provincial Government in administering their jurisdiction IAW the Prov Powers Law PRT/BCT/TFs facilitate implementation of Provincial Powers Law Support PRT efforts to end Turkmen boycott Prov. Powers Act, Election Law, Article 140 Prov Elections, Local councils capable of administrating day to day requirements Completion of administration reorganization to include Provincial Councils and Administrators Provincial Elections & Seating of Provincial Government PPA Implemented Identify/encourage and develop moderates and potential candidates for councils Facilitate legislation for District elections Support Arab political party / coalition development in preparation for Provincial elections Tie local councils to local ministry departments Provide District Level Budget Training Province: Provide Budget Training, Oversee budget execution and 2009 budget development Encourage voter participation Effects Objective: 3. Legitimate Dist. and Prov. Govt. able to allocate resources to gain Popular Support Develop Administrative / Governmental processes and terms of reference Foster Ethics / Human Rights Initiatives Improve Local Councils ability to function thru PRT/TF/Co training and mentorship Prepare Governor to exercise authority over IP Implement 13-Point Agreement post-Arab Boycott Educate & Develop Local, District, Provincial Institutions Refine RTI training for Provincial & District Councils and Administrations Support local courts in establishing RoL
  • 16. SO2: INFRASTRUCTURE Improved Capacity of Provincial Institutions to Operate and Maintain Key Infrastructure INDICATORS •Approved and Implemented Urban Master Plan •Improved Effectiveness of Kirkuk Government and Organizations to Deliver Essential Services •Reduction of Unemployment IR 1.1 Improved Provision of Essential Services IR 1.2 Improved Capacity of Human Resources at Directorate Level PERFORMANCE MEASURES: 1. Improved operations and maintenance of energy infrastructure • Increased number of projects • Percentage of projects completed by IFT sector 2. Improved water resources management • Improved operations and maintenance plans • Increased availability of potable water • KM of canals cleaned for irrigation 3. Improved waste water plants, solid waste & sewage systems • Number of people served by waste water facilities PERFORMANCE MEASURES: 1. Increased technical competency of staff • Increased number of Directorate staff trained in technical areas 2. Increased capacity to implement O&M programs • Number of work plans developed and implemented • Improved Resource allocation 3. Improved fiscal monitoring of expenditures • Improved procurement controls
  • 17. SO 4: PUBLIC HEALTH & EDUCATION Improved Sufficient and Sustainable Public Health and Education in Kirkuk Province INDICATORS •Increased Number and Quality of Health Services •Increased Quality of Healthcare Providers •Improved Educational System IR 1.1 Improved Healthcare Facilities and Health Services IR 1.2 Improved Training of Healthcare Providers & Public Health Professionals IR 1.3 Improved Education Opportunities and Overall Quality of Education PERFORMANCE MEASURES: 1. Increased quality of healthcare • Number of hospitals assessed for quality of care standards • Number of facilities maintaining quality of care standards • Number of healthcare facilities with patients charting systems 2. Improved access to healthcare • Number of health clinics maintaining standard hours of operation 3. Improved institutional capacity to deliver services • Number of health clinics and hospitals with adequate staffing • Number of formularies adequately stocked PERFORMANCE MEASURES: 1. Improved quality of professional care • Increased number of physicians receiving annual Continuing Medical Education (CME) 2. Improved capacity of service providers • Number of modules of public healthcare education 3. Increased access to health services • Number of qualified healthcare professionals in underserved areas 4. Development of a public health system in the province • Steps toward the development of a public health curriculum in the university system PERFORMANCE MEASURES: 1. Improved quality of education for children • Increased number of teachers in underserved areas • Number of schools with improved physical infrastructures including sanitation 2. Greater access to vo-tech education • Increased number of students 3. Increased participation of girls in the educational system • Increased number of females enrolled in intermediate and secondary school
  • 18. SO5: Rule of Law Establish a justice system in Kirkuk which insures the fair, effective, and transparent administration of justice through capacity building in the areas of judicial process, policing and investigation, and corrections. INDICATORS • Increased Capacity at MCC • ROL activities expanded beyond Kirkuk • Increased Transparency IR 1.1 Improved Capacity Within Justice System PERFORMANCE MEASURES: 1. Increased Capacity at Major Crimes Court • Increased Number of Cases Referred for trial • Increased Number of Cases Adjudicated • Decreased Time Between Trials 2. Prompt Adjudication of Detainees • Decrease in average time between arrest and appearance before Investigative Judge • Decrease in average time between arrest and trial 3. Improved Juvenile Justice System • Juvenile facility meeting minimum humanitarian standards • Educational component implemented 4. Improved Court Security • Number of Awarded Courthouse security projects • Number of FPS/PSD Trained • Number of FPS/PSD Equipped • Number of Judges provided with protective equipment 5. Improved Criminal Justice Coordination • Participation in Criminal Justice Conferences • # of Judges, Investigators trained • Participation in Criminal Justice Councils • # and regularity of council meetings held # of criminal justice partners in attendance PERFORMANCE MEASURES: 1. Develop Baseline Data of Needs • All courts in province assessed • Bar Association polled • Law School polled • Public polled 2. Public Access Improved • A capable and sustainable legal aid office established in each district • Detainee liaisons established IAW MND-N Campaign Plan • Majority of citizens polled say they have access to the courts 3. Improve Transparency • Media has access to the courts • Information about laws, rights, and case results is disseminated to the Iraqi public 4. Integrate ROL concepts into other PRT sections as needed • ROL Issues arising in other PRT functional areas are successfully addressed (case by case basis) IR 1.2 Improve Capacity of Civil Legal System
  • 19. SO6: AGRICULTURE Broad-based economic growth though agricultural development INDICATORS Increased food production Increased Labor and product market linkages IR 1.1 Increased Private Markets Initiatives IR 1.2 Increased Capacity of Agriculture Stakeholders IR 1.3 Improved access to economic opportunity for rural and urban farmers PERFORMANCE MEASURES: 1. Improved Feed Mills • % increase in production 2. Develop Sheep Feed Lots • % increase in production • # of Feed lots started 3. Increased Poultry Production • % increase in production 4. Introduce Sunflower, olive, and Cotton Seed Processing • # of enterprises created • # of beneficiaries 5. State-owned economic assets • Improved efficient operation and profitability • # receiving private investment PERFORMANCE MEASURES: 1. Improved Communication among Provincial officials • Increased # of recommendations and actions 2. Improved Ability to Identify Priorities and execute • Increased # initiatives 3. Introduction of agricultural best practices through training • # of beneficiaries trained PERFORMANCE MEASURES: 1. Access by micro entrepreneurs to financial services from financially viable instructions • # of Loans 2. Improved access to appropriate agriculture technologies • Number Beneficiaries
  • 20. SO7: PUBLIC DIPLOMACY Through Public and Cultural Affairs, Build Provincial Capacity; Foster Economic Development; Strengthen Rule of Law; Promote Reconciliation and Moderate Media INDICATORS Increased Iraqi Awareness of District and Provincial Government’s Democratic Processes Increased Iraqi Understanding of U.S. Culture IR 1.1 Public Affairs Increased Dissemination of Information on PRT, GOI and Kirkuk Government to Citizens of Kirkuk IR 1.2 Cultural Affairs Increased Awareness of U.S. Culture and Values Among Citizens of Kirkuk Performance Measures: Performance Measures: Performance Measures: Performance Measures: -Improved Awareness of Government Officials and Democratic Processes Number of Kirkuk Citizens Who Understand Democratic Process (Survey) - Improved Awareness of Judicial Processes Percentage of Citizens Aware of Laws and Court Procedures (Survey) Performance Measures: -Improved Cultural Awareness Through International Exchange Programs Number of Kirkuk Citizens Sent on Exchange Programs -Improved Cultural Awareness Through the Delivery of U.S. Publications Number of Books, Media, and Pamphlets Handed Out to Citizens Performance Measures: Performance Measures: - Improved Awareness of Economic Strategies -Improved Awareness of Agricultural Processes - Improved Awareness of Health Care in Kirkuk Number of Citizens Aware of Economic Strategy (Survey) Percentage of Citizens Aware Of Agricultural Strategies (Survey) Information Repository Organize and Archive Resource Information on Kirkuk Number of News Briefs, Surveys, Media Archives - Improved Awareness of Infrastructure Projects Number of Citizens Aware of Local Projects Percentage of Citizens Aware of Health Care Initiatives (Survey) -Civil Society, NGO, Women and Youth Initiatives Number of Civil Society, NGO, Women and Youth Proposals, Conferences and Programs - Pamphlets and Websites Number of Cultural Pamphlets and Websites
  • 21. SO8: Emergency Management Improve Emergency Management and Coordination Capabilities to Prepare and Respond to Daily Emergencies and All-Hazard Disasters in Kirkuk Province INDICATORS •Enhance Public Safety of the Population •Enhance Emergency Programming Capacity •Increased Quality of Emergency Preparedness & Response IR 1.1 Enhance the Operational Capacities and Resources of the Kirkuk Provincial Joint Communication Center (PJCC) IR 1.2 Strengthen the Emergency Management Planning Process to Effectively Address All- Hazard Incidents & Disasters IR 1.3 Improved Emergency Education Related to Risk Reduction and Response PERFORMANCE MEASURES: 1. Building an Updated PJCC Facility • Provide Increase space to house additional personnel and equipment to enhance the capacity of the PJCC 2. Modernize IT, Communication and GIS Resources of the PJCC • Increased ability to obtain and manage essential and actionable information to improve emergency response, recovery, and preventive interdiction 3. Improve Capacity of PJCC Staff in Accordance with MoI’s Standards • Upgrade and standardize personnel skills, abilities and knowledge of their mission critical tasks 4. Improved Operational Capacity and Institutional Procedures to Coordinate Response Services • Increase efficiency, ensure proper command and control, unity of effort and organizational cohesion to increase effective response and recovery to an incident or a disaster. PERFORMANCE MEASURES: 1. Develop an Emergency Planning Coordinating Committee • Represent collective multi-discipline subject matter experts from various ministries or directorates 2. Conduct Emergency Risk Assessment • Identifies threats & vulnerabilities; gaps between existing emergency response assets & capabilities and those required but unavailable 3. Develop Emergency Management Improvement Strategy • Formulate a plan to address resource & capabilities deficiencies 4. Develop Incident Specific Crisis Action Plans, or Event Plans • Coordinated operational policies and procedures to prevent, prepare, respond and recover from an anticipated threat, incident or disaster as well as high risk public events PERFORMANCE MEASURES: 1. Improve Institutional Capacity to Provide Emergency Management Education • Provide training on emergency management principles & concepts at universities and other training institutions for various first responder disciplines, emergency & government officials, community and business leaders, etc. 2. Enhance Capacity to Provide Public Safety Information • Increased mass media public service information announcements • Provide community first aid and emergency preparedness training 3. Collaboration with other Provincial Governments and Private Agencies • Liaison with other provinces, private organizations, etc. to learn & teach best practices, coordinate training activities, leverage resources, etc.
  • 22. Illustrative Performance Plan SO3: Economic Development Improved sustainable Economic Development in Kirkuk Province INDICATORS: Definition: Increased Employment Employment of all peoples that capable of working within the Kirkuk Province Increased loan capital availability How much the Micro Finance Institutions, Rankings, and social programs have available to lend Improved budget expenditure The budget is the capital budget of GOI Level Indicator and Definition Data Source and Method of Collection Data Acquisition Results Frequency Benchmark Responsible Year Baseline Target Performanc e Measure Increased amount of fuel to public: (1.3.3) Amount of petroleum distributed monthly Petroleum Products Distribution Center Q Oil Distribution SME 2008 (1.3.3) Amount of oil produced monthly Petroleum Products Distribution Center Q Oil Distribution SME 2007 900,000 Cubic Meters 1 New Refinery to Double Production Performanc e Measure Improved collaboration with business associations/NGO: (1.2.2) # of Micro Loan applicants for urban and rural areas Al Murshed provides data to Econ Team Q Economics Business Advisor 2008 574 Loans granted 1,500 Loans granted (1.2.2) # of business plans developed Al Murshed provides data to Econ Team M Economics Business Advisor 2008 0 Plans Developed 25 per month
  • 23. Oil Industry – 45,000 Agriculture – 65,000 Individual Business – 65,000 Private Companies – 45,000 State Owned – 35,000 Government Employees – 5,000 Iraqi Armed Forces – 25,000 Iraqi Police Force – 6,700 Homes/Construction–5,000 Kirkuk Population 1,250,000 Population employable 562,500 45% Job Opportunities Sector - Number Employed Transition strategies Measures of Sustainable Development Employment Police Training Civilian Service Corps Military Training Roads, Parks/Construction–5,000 Kirkuk Unemployment 230,625 41% Dams, Canals/Construction–5,000 Plumber. Electrician Literacy Business Carpenter VOTECH, JTERP Capital Microfinance, Private Investing New Companies – 15,000 Agricultural New Farms – 15,000 Medical, Education – 15,000Higher Education Total Employed 351,700
  • 24. Value Chains and Economic Development • A process where a service or product acquires value as it moves through a chain to the final consumer – Includes producers, processors, input suppliers, exporters retailers, etc. – Can be defined by a particular finished product or service – Includes both vertical and horizontal linkages – Legal and illegal originations and relationships – Conflict arises when participants maintain, compete, and replace others in Value Chains a chain is only as strong as its weakest link…
  • 25. Elements of Value Chain Analysis • Understanding Product Markets and Market Trends • Relationships between Participants – Describes functions, participants, and relationships among participants • Identification of Constraints and Opportunities • Subsector mapping – Identifying key functions/activates – Identifying participants performing each function – Graphic presentation of inter-relationships – Identifying broken links in the Value Chain
  • 26. Value Chain Development • The stages of recovery in conflict-affected environments are rarely clearly defined or linear • There is generally a period when relief activities are the priority for donors and implementing agencies, and a period when sustainable economic development is considered to be essential. • How economic development (and specifically, value chain development) activities can be strategically incorporated into the relief and reconstruction phase in order to reduce the economic drivers of conflict and lay the groundwork for a more rapid transition to sustainable development. Relief Driven Agenda Value Chain Development Driven Agenda
  • 27. 10,000 Corn Producers 50k Domans 35k MT yearly Processing Drying Plants Storage Grain Silo Livestock Feed Processing Wholesale Retail Feed Processing Fertilizer Packaging Cold Storage Wholesale Retail Fertilizer Feed Grains Sheep Farming Farmer Livestock Poultry Processing Packaging Cold Storage Wholesale Retail Poultry Farming Egg Hatchery Farmer Egg Producer Double Farmers Feed Grain Income 200% Grain Production increase Wholesale Retail Flower Processing Packaging Bakers Wholesale Retail Human Consumption Quality improvement 80/20 Feed/Human to 60/40 Feed/Human 50% Increased Farmer income 10% decrease in Cost to consumer SO6 IR 1.1.1 Improved Feed Mills % increase in production SO6 IR 1.1.2 Develop Sheep Feed Lots % increase in production # of Feed lots started SO6 IR 1.1.3 Increased Poultry Production % increase in production SO2 IR 1.1.2 Improved water resources management KM of canals cleaned for irrigation SO1 IR1.2 Increased Capacity To Execute Budgets SO3 IR 1.1 Increased availability of loan capital, strategic private investment and access to monies SO6 IR 1.1 Increased Private Markets Initiatives Canal Cleaning Projects Seed Wells Pro- cessing Capital Farmer Livestock Sheep Land Ownership
  • 28. Slaughter House Access to Capital ($495k) Processing Packaging Cold Storage Local Egg Production Fresh Product Feed 40 Broiler Farmers $5,000 Each 40% Live Birds Transpiration Access to Market Wholesale Retail Distribution1 Egg Hatchery $48,000 Iraqi Contribution 400,000 EGGS (imported) $80,000 60% For Processing Kirkuk Poultry Farming Business Analysis Where to Focus Resources and Priorities Mothers Laying House Laying HensEGGS Protein Supplement Feed Mill $205,000 Locally Sourced Grains Imported Feed $1,250,000 For 400,000 Birds 40% 60% Litter Locally Produced Feed Imported EGGS Locally Produced Poultry Wholesale Retail Distribution Frozen Product ICERP Loan Cap SO3 IR 1.1 Increased availability of loan capital, strategic private investment and access to monies Processing Fertilizer Fertilizer Retail ICERP Loan Cap USAID 1 Cycle: Chick to Market 50 to 55 days 3 to 4 Cycles per year
  • 29. BCT Projects/Effects are synchronized into Strategic Objectives Hoop House in a Box $3,000-$6,000 $3,000 investment = $2,525 yearly Income = Employment, Stability, Prosperity 1 Season Yield 6 Tons Income $1,200 Expenses $605 Profit $595 Water Efficiency 35% 2 Season Yield 20 Tons Income $4,100 Expenses $1,575 Profit $2,525-$5,000+ Water Efficiency 98% Drip System in a Box $2,200 4 Donams Drip Irrigation System Opportunity to Grow Crops on barren land Village from $0 income to $2,500+
  • 30. BCT Projects/Effects are synchronized into Strategic Objectives Fish Hatchery in a Box $29,000 Local Contribution $10,000 (Dig Pools and well) IRD Budget: $19,000 (Generator, Submersible, Fish) Income: Greenhouse in a Box $38,000 Local Contribution $14,000 (Construction, 1 Greenhouse) IRD Budget: $24,000 (2 Greenhouses) Income:
  • 31. BCT Projects/Effects are Synchronized into Strategic Objectives Water in a Box $150,000 1,500 with potable water Poultry in a Box $34,000 Local Contribution $12,000 (Construction, Equipment) IRD Budget: $22,000 (Chicks, Feeding Troughs, Water System Ventilation Fan, Heating Device Generator) Income:
  • 32. BCT Projects/Effects are synchronized into Strategic Objectives Bee Keeping in a Box $6,000 Local Contribution $2,000 (Construction, Equipment) IRD Budget: $4,500 (30 Bee Cells) Income: Sheep in a Box $15,750 Local Contribution $4,500 (Construction, Fodder) IRD Budget: $11,250 (90 Sheep) Income: Calves in a Box $16,875 Local Contribution $5,000 (Construction, Fodder) IRD Budget: $11,875 (25 Calves) Income:
  • 33. BCT Projects/Effects are synchronized into Strategic Objectives Stores in a Box $3,000 Local Contribution $1,000 (Construction, Equipment) IRD Budget: $2,000 (Store supplies and access to distribution) Income: Bakery in a Box $6,000 Local Contribution $2,000 (Construction, Equipment) IRD Budget: $4,500 (Ovens) Income:
  • 34. Irrigation 28% Cattle 21% Poulty 6%Grain and Feed 2% Hoop Houses 3% Bees 12% Sheep 24% Springs 2% Agriculture Buildings 3%Fish 6% Total Funding $2,426,031 Jobs Created 5176 The agricultural development of Kirkuk has created 5,176 jobs within the province. Close to 2.5 Million US Dollars have been spent to insure the agricultural success of Kirkuk. Agricultural Breakdown Sheep 47 Bees 22 Hoop Houses 5 Poultry 10 Grain and Feed 4 Cattle 37 Irrigation 48 Fish 11 Springs 4 Agriculture Buildings 6 BCT Projects/Effects are synchronized into Strategic Objectives The Agricultural Project Breakdown
  • 35. US Dollars Spent Iraqi Money Spent Participants Jobs Created $58,005,687 $19,244,083 79,582 9,894 Projects by Type Economic 66% Government 0% Health1% Education 9% Infrastructure 10% Agriculture 14% Agriculture Economic Government Health Education Infrastructure USAID DATA ANALYSIS Agriculture 178 Economic 810 Government 2 Health 16 Education 106 Infrastructure 126 Rule of Law 1 Total 1239 Project Breakdown for Province Projects byProjects by TypeType in Haweejain Haweeja Agriculture 31% Economic 52% Education7% Health2% Infrastructure8% Agriculture Economic Education Health Infrastructure Jobs Created 4326 People Trained 120 Number of Grants 137 Grants in Dollars $7,660,056 Total Projects 227 Haweeja
  • 36. Value Chains and their Importance in Counter Insurgency • Shaping the environment by protecting, removing, and creating new players – Armed conflict to protect ones interest in a value chain or replace another player – Lethal Targeting - Remove players from value chains, (Starve your enemies) – Non-Lethal Targeting - Empower new players in value chains to shape the environment, (Reward your friends)
  • 37. 40 Broiler Farmers $5,000 Each 1 Egg Hatchery $48,000 Iraqi Contribution Locally Produced Poultry Retail ICERP 40 Broiler FarmersPoultry Distribution Access to Market Loan Cap USAID
  • 38. Shaping the Environment Who do we Empower and Why? Well Woman's Group Generator CoOp Hoop House Hoop House Poultry Farm GOV ROL Micro Finance GOV ESS Store Bakery Sheep Farm Generator CoOp Chicken Farm
  • 40. Conclusion • Development of a GOI, BCT, PRT, (MND-N) strategic plan – including consensus-building – Strategic Framework – Performance Monitoring Plan (PMP), and their effects and results – Mapping tools and a reporting plan • Common measurements of performance and effectiveness between: – PRT (quarterly maturity model) – BCT (monthly PSTA) – MND-N (monthly Effects Approval Board) • What are the Effects (in the box projects) that can be implemented at the tactical level? • How has empowering new players in value chains shaped the environment for the future

Editor's Notes

  • #17: Red: During this phase is where we will transition and establish baseline on Civil component of the AO Tasks: validate counterparts assessment of their AO. Concern is the 3/25 BCT lacks information on the capability of the District and Sub-District Councils. RFI have been submitted but no reply as of today. Task: SOI transition Tasks: Moderate Tribal Leaders Task: Art 140 information Task: Contract Iraqi Survey group This phase is complete when we have a clear understanding of the capability of govt bodies in the province and develop our way ahead (Civic Action Plan) in improving their capability to support the local population. Amber: Build/Improve working relations / Communication of District and Sub-District Councils with Provincial Councils and influence moderate tribal leaders to buy into District Council and Provincial Council. This will happen they can be part of the future or they can sit and watch the train go by. Tasks: Facilitate / encourage DC and Sub District Councils to reach out to PC for support. Tasks: PRT encourage PC to est. mtg with each District Council, Sub – District Council Representative in attendance Tasks: IO Campaign on ART 140 Tasks: IO Campaign to ensure populace is aware of govt. leaders and efforts Yellow: TFs work with DCs to enhance their capability, process and desire to execute their responsibility to address the needs of the people of the District they represent. The BCT is the link between the TFs and PRT to get the PRT to influence distribution of resources to the DCs to allow them to do this. Process are emplace to allow this communication to continue without Coalition forces being the driving force. PRT/BCT/TF continue to monitor. DC pushes PC to approve Charter outlining authority of DC. PRT influence PC to ratify this Charter. Tasks: Local Councils est sub-committees to address specific services in their districts Tasks: PCC influences PC to pass Charter for identifying responsibilities and authority of DCs and Sub-DCs Tasks: Assits PC and Tuz DC to bring the District Council of Tuz into the fold Green: DCs have access to resources from PCs. Local population sees DC and PCs capable of support the populace. Local populace sees life is better with govt than insurgents Tasks: Monitor Govt process Tasks: Transition from heavily assisting local councils to PRT