2016 - 2018 · 2016 - 2018. Governorate's Vision Erbil is a capital economically prosperous with its resources. Erbil enjoys ... Stepping towards sustainable development, in Sept

2016 - 2018

Governorate's Vision

Erbil is a capital economically prosperous with its resources. Erbil enjoys

sustainable development and is deemed a regional commercial center

that encourages investments as well as an incubator for creativity and in-

novation. Erbil offers its society the luxury of advanced world-class infra-

structure, yet maintains its Kurdistan culture and heritage

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

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

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

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

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

Kurdistan Region.

Dr. Ali SindiMinister of PlanningKurdistan Regional Government - November 2015

Foreword Letter by the KRGMinister of Planning

Ladies and Gentlemen

With all the pride, we are pleased and honored to put in your hands today The summary for our hard work and our sincere efforts and during the previous two years Which yielded prepare a document of the Stra-tegic Plan of the province of Erbil for years (2016-2018) Where it serves as the compass that will determine our direction and the road map that we go, in the coming years.

In this Perspective and to achieve the objectives of the Kurdistan region, the development strategies was built based on the Vision 2020 of the Kurdistan region to complete this vision, we must raise the quality of public services provided and the consolidation of institutional public work and enrich government policy and ensure its stability in accordance with the clear vision and specific plan of action to address the various challenges.

To achieve this, we are referring to the importance of this work based on a participatory approach intellec-tual of the various committees and technical teams and that was the greatest attention to put a strategic path focused on the temporal stages of social transformation – economic in the province of Erbil within the strategic directions for the Kurdistan region in the coming years where this path focused on strategic priorities within the time periods of successive and consecutive starting with the promotion of the ele-ments of the institutional efficiency of all government institutions and ending with the achievement of the complementary and competitive in the government services and the foundations of development. The Social and economic transformation program focuses on programs that enhance productivity when citizens in various spheres of life, Which coincides with the improvement of basic services for citizens of the health and education and operating, These services will be start in the major projects of basic infrastruc-ture, water, electricity, roads Based on a true and clear partnership with the private sector and investors.

In order to promote this path, we must define the objectives and a clear strategy with a specific time frame. Inclusive of all economic and social sectors, we have focused in our targets on the human resource for the preparation, development and processing, which is considered the main driver for all other sectors.

Nozad Hadi MawloodErbil GovernorChairman of the Steering Committee to prepareStrategic Development Plan of the province of Erbil

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

• Foreword

• Steering Committee

• Members of the Planning Committee

• Glossary of Terms and Abbreviations:

• List of Figures

• List of Tables

• Background about the Development of the Province Strategy Project

• Strategy Development Methodology

• Content of the Structure of the Strategic Priorities and Adopted Coding

• Reference Documents Used in the Process of Preparing the Plan

• Erbil Province in Breif

• Administrative Divisions

• Distribution of the Population per District

• Most important aspects that need planning and development according to results of the analysis

• Priority sectors

• Vision Statement

• Mission Statement

• Strategic Goals

• Chapter One: Institutional Performance

• Current Situation

• Strategic Goal

• Challenges and Corrective Interventions

• Policies to be Adopted by the Province to Achieve the Goal

• Required legislative improvements

• Proposed Project(s) to the Regional Government

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Table of Contents

• Chapter Four: Economic Development


• Strategic Goal


• Policies to be Adopted by the Province to Achieve the Goal

• Required Legislative Improvements

• Proposed Project(s) to the Regional Government

• Chapter Five: Public Services


• Strategic Goal


• Policies to be adopted by the Province to Achieve the Goal


• Proposed Project/s to the Regional Government

• Chapter Six: Crisis Management and Readiness


• Strategic Goal


• Policies to be adopted by the Province to Achieve the Goal


• Proposed Project/s to the Regional Government

• Assumptions of Strategy Realization

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

• List of Appendices

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Name Organization/ Position

1 Mr. Nawzad Hadi Mawlood Erbil Governor - Chairman of the Steering Committee2 Mr. Taher Abdullah Osman Erbil Deputy Governor3 Mr. Suleiman Khaled Suleiman Governorate Council Member4 Mr. Haroush Omar Asaad Consultant at the Ministry of Finance5 Dr. Rozhan Abdul Qadir Dezaye Former parliament member and university professor6 Dr. Nabil Taha Al-Azary Consultant at the Supreme Economic Council of the Kurdistan Region7 Dr. Wasfi Tahir Saleh Dean of the Faculty of Business and Economics - University of Salah

al-Din8 Dr. Aras Qadir Khoshnaw Director of the Kurdish Information and Strategic Studies Center9 Ms. Kosar Karim Mahmoud Director General at the Supreme Council for Women's Affairs

10 Mr. Fida al-Din Muhammad Amin Member of the Chamber of Commerce and Industry11 Mr. Saman Izzadeen Erbil Director of Statistics12 Ms. Susan Mohammed Arif Director of Women Empowerment Organization (WEO)

1 As’ad Ahmed As’ad Director of Planning/Expert Engineer

Chairman of the Planning Committee

2 Susan Abdullah Isma’el Senior Chief Engineer Member/Committee Reporter3 Fahd Mohammed Omar Senior Chief Engineer Member4 Mohammed Sheikh Omar Senior Accountant Member5 Nazeera Isma’el Ibrahim Senior Chief Engineer Member6 Hfekr Najib Abdul Rahman Chief Engineer Assistant Member

Steering Committee

Members of the Planning Committee

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1 LADP Local Area Development Program2 UNDP-Iraq United Nations Development Programme – Iraq 3 PPP Public Private Partnership 4 BOT Build, Operate and Transfer Projects5 BOOT Build, Operate, Own and Transfer Projects6 SIDA Swiss International Development Agency (SIDA)7 EU European Union8 SWOT Strengths, Weaknesses, Opportunities and Threats Analysis9 PESTEL Political, Economical, Social, Technological, Environmental and Legal

Analysis 10 IDPs Internally Displaced Persons 11 UNHCR The UN Refugee Agency

Glossary of Terms andAbbreviations:

11STRATEGIC DEVELOPMENTAL PLAN OF ERBIL GOVERNORATE

List of Figures:

• Figure 1 Strategy Development Methodology

• Figure 2 Temporal stages of economic and social transformation in Erbil within the strategic directions of Kurdistan Region

• Figure 3 Geographical Location

• Figure 4 Administrative Divisions

• Figure 5 Vision of the Region: Citizens of Kurdistan, freedom, health, economic and social welfare

• Figure 6 Daily hours of electricity supply by district in Erbil Province

• Figure 7 Sewerage

• Figure 8 Tourism growth in the region over the past years

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List of Tables

• Table 1 Distribution of the Population per District

• Table 2 Strategic Goals

• Table 3 Transportation

• Table 4 Use of Internet

• Table 5 Population Density in Erbil per District

• Table 6 Geographical distribution of the Population and Average Household Size Per District

• Table 7 Population Distribution Between Urban and Rural Areas per District

• Table 8 Education and Illiteracy

• Table 9 Number of Schools by Periods of Study per District

• Table 10 Number of students by level of education, gender and environment

• Table 11 Distribution of school dropouts’ numbers and rates for academic year (2012- 2013) according to grade and gender

• Table 12 Distribution of population above the age of 10 years old according to educational attainment

• Table 13 Public universities in Erbil and the distribution of students by gender for the academic year 2013-2014

• Table 14 Private Universities in Erbil

• Table 15 Poverty indicators

• Table 16 Agricultural Products in Erbil 2012-2013

• Table 17 Fisheries in Erbil in 2014

• Table 18 Local Economic Activity

• Table 19 International Border Points in KRG

• Table 20 Erbil International Airport flights in 2013

• Table 21 Airlines in Erbil International Airport in 2013

• Table 22 Distribution of tourist arrivals to the region in 2011 according to destination

• Table 23 Banks in Erbil Till the end of 2013

• Table 24 Distribution of employment in the private sector

• Table 25 Government health centers in Erbil in 2014

• Table 26 Timetable of the Follow up on the Implementation of the Strategic Development Plan

• Table 27 Timetable of Evaluation Reports

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Background about the Development of the Province Strategy Project

Given the role strategic planning plays in achieving the economic development and welfare of citizens, the Ministry of Planning in Kurdistan, in cooperation with the United Nations Development Program (UNDP), has developed strategic development plans for the three Provinces of Kurdistan: Erbil, Suleimaniyah and Duhok. The UNDP, through the Local Area Development Program, specialized technical support, and glob-al expertise, provided the necessary support for the staff and local committees in each Province, to im-plement the process of strategic planning through a collaborative and integrated approach, in order to achieve a better future that takes into consideration the available resources, opportunities and challenges.This strategic plan for Erbil Province comes after a three-year time gap after the last strategic plan of the Province, which ended in 2012. The plan was developed through a high-level collaboration that included more than 500 representatives of the various segments of the society, from Districts and Sub- representa-tives with representatives of all sectors, to stakeholders from governmental bodies and representatives of the private sector and local entities, in addition to local experts and the youth.

The plan identified six Strategic Goals that would contribute to realizing Erbil’s future vision: 1) Improv-ing institutional performance, 2) Improving the level of infrastructure and services, 3) Developing human resources through educated, training and qualification, 4) Enhancing contributions of the economic sec-tors, 5) Improving the level of public and environmental services, 6) Adopting a sophisticated system for crisis management and raise readiness. These goals serve as the guide and mentor to decision-makers and those concerned with developmental priorities in the Governorate over the next three years (2016-2018); they shall likely remain as strategic priorities’ list for a phase beyond three years, which are the term of the plan.

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

The six implementation programs reflect the mechanisms through which the strategic priorities would be achieved, they are: 1) Legislative and legal amendments, 2) Restructuring, 3) Human resources develop-ment, 4) Providing research and development, 5) Media and awareness, and 6) Technical/sectorial projects.This strategy was developed in collaboration with the Ministry of Planning – Iraqi Kurdistan, Swedish In-ternational Development Agency (SIDA), cost sharing by the European Union (EU), and the United Nations Development Program (UNDP).

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Strategy DevelopmentMethodology

Development of a strategic plan is one of four main phases in the Strategic Management Cycle

Figure 1 Strategy Development Methodology

Strategic Planning and Priority Identification

Follow up andEvaluation




Programs and Projects Implementation

Financial Allocation in Response to PlanResults Management


Background about the Development of the Province Strategy Project

Figure 2 Timeframes of economic and social transformation in Erbil withinthe strategic trends of Kurdistan Region

Time phases for the economic and social transformation in Erbil within the strategic directions of Kurdistan region

2015 Planning

Strengthening theelements of institutional

efficiency“Increase productivitystart priorities in 2016”

Focusing ondevelopmental priorities

“Expansion ofattractive productiveprojects to create job

opportunities”2017 - 2018

Development andinvestment expansion

Achieve integrationcontinuity and

competitiveness2019 - 2025

Integration andcompetitiveness

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The socio-economic transformation program in Irbil Governorate:

A socio-economic transformation program of any society is primarily based on integration of efforts and commitment to implementation. Elements of development are perceived as complementary to each oth-er and successive. Further, the above model of socio-economic development is based on strengthening all aspects of institutional capacities in all public institutions, which is a key requirement of to trigger the subsequent phases of the strategic route introduced in the model.

The structure of any socio-economic development model is usually focused on identification of priorities for that society and within a logical framework. Review of the statistical indicators of Irbil Governorate showed that priority areas are focused on increasing all elements of productivity: Human, economic, and investment resources as well as the infrastructure.

This strategic plan comprises a part of the roadmap within the socio-economic transformation route, start-ing from 2016 throughput 2018. It also comprises a key pillar of the subsequent strategic plans.


In terms of the development principles of strategic plans, the plan was developed according to the following principles:• Baseline assessment using available data, statistics and estimates• Engagement of stakeholders from all sectors to formulate a roadmap to develop the Province• Utilize the available human capital within the Province structure and build their capacities through actual work

The strategic plan was developed according to the following phases:1- Determination of the parties responsible for the plan development in the Province, the structure that guarantees top management will, and sustainability of the results (WHO?)The focus in this phase was on the importance of the local ownership of the product and availability of political will for change, in addition to utilizing the available human resources in the Province to insure in-stitutionalized effort and expertise. A steering committee was formed, chaired by the Governor, in addition to a permanent planning committee formed with membership of the Governorate staff, primarily from the Directorate of Planning.

2- Baseline Assessment (where are we now) This phase included several steps, including:• Collection of data and statistics on the current developmental situation in the Governorate from various sources, analyzing and reviewing them and preparing a developmental baseline paper.• Analysis of internal and external environment (SWOT and PESTEL) involving different stakeholders and partners.

3- Determination of where we want to be (Future trends of vision and goals) This phase included:• Utilization of the outcomes of baseline analysis to determine the future development priorities and to formulate strategic goals• Determination of the future vision based on strengths and opportunities.

4- Identification of the how to reach the desired future (work mechanisms, programs and projects)In this phase, future trends became clear; accordingly, central committees were formed with member-ship of specialized and knowledgeable people representing various segments of the society, taking into account the representation of women and different groups. Each committee tackled one of the strategic priorities. A second phase of analysis was implemented, which included identifying the key challenges of each strategic goal, and proposed solutions including projects, policies and work mechanisms. Proposed projects and mechanisms were aggregated to achieve each strategic priority within implementation pro-grams. Then, an estimation of the cost of the proposed programs and prioritizing them was carried out according to specific criteria and methodologies endorsed by the steering committee.

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Structure of the Strategic Priorities Content and Adopted Coding:

Each strategic priority comprises six components:

1- Current Status (where are we now regarding the priority)• This component showcases the relevant data and statistics enabling the reader from forming an analytic view of the priority’s current status.• The Strategic Development Plan has six priorities. Each priority tackles one of the six strategic goals of the Governorate.

The size of this section varies from one priority to another according to data availability, hence the level and depth of analysis it provides. Both limited availability of thorough data at the Governorate level in the different areas of development in general are limited, and the fact that data are based on statistical surveys through representative samples taken at the national level and the Region level, may sometimes result in not reflecting the exact status in the Governorate. However, some priorities and sectors had a better advantage compared to others in terms of the availability of data and statistics, and subsequently the abil-ity to provide integrated analysis of the priority. Therefore, it is worthwhile noting that the quality of this component varies from one priority to another according to the degree of data availability, their accuracy level, and status of update.

2- Strategic Goal (where do we want to be in the future in terms of this priority)After recounting and analyzing the status of the priority, the statement of the Governorate strategic goal, which illustrates the future direction regarding the priority, is presented.

3- Challenges and Corrective Interventions (how can we achieve the desired future result)• This component is recounted in each component in the form of a table showing the key challenges re-lated to the priority and the corrective interventions or projects that would address such challenges.• The table also shows the link between the Governorate strategic goal and that of the Region, as it appears in the Kurdistan Vision 2020.• The table shows the number of the regional strategic goal at the top, as it appeared in “Kurdistan Vision 2020” and the number of the Governorate strategic goal as it appears in this document.


Areas of challenges reflect the Governorate agenda of implementation, which are six programs with a number of projects subsumed under each project according to its nature:

1- Legislative and Legal Amendment Program “Legislations”, which includes all projects and rectifica-tions related to evaluating, updating or amending a legislation or a law.

2- Restructuring Program “Restructuring and Administration”, which includes all projects and rectifica-tions related to restructuring, authorities, developing departments and simplifying procedures.

3- Human Resources Development Program “Human Resources”, which includes all projects and recti-fications targeting the human element, including staff, skilled workers and labor. This covers issues like capacity building, training, developing human resources management systems, exchanging expertise and the like.

4- Studies and Research Provision Program “Research and Studies”, which includes all projects and recti-fications targeting provision of data, research and studies; including surveys, statistics and so forth.

5- Awareness and Media Program, which includes all projects and rectifications targeting public aware-ness through media and other means, in addition to anything related to developing media and its tools.

6- Technical/ Sectoral Projects Program “Technical”, which includes all sectoral technical projects and rectifications relating to the priority area, and would contribute to achieving goals of the strategic priority. Some sectors intersect with more than one priority; therefore, sectoral projects are distributed over the six areas of priority for the Governorate.

The coding that was given to each of the challenges and interventions has indications: The code of chal-lenges has three digits, from left to right; the first digit indicates the number of the regional goal, while the second digit indicates the number of the Governorate strategic goal, and the third digit indicates the number of the challenge area.The coding of the corrective interventions/projects is comprised of 4 digits: the first three digits are iden-tical to the challenge code mentioned above, while the fourth digit reflects the number of the project/intervention.

EXAMPLE

5 Program (Challenge Area) Challenges # Projects/Intervention

4.1.5 Awareness and Media Launching an awareness media campaign to introduce the banking sector, banking services, and rights of banks’ clients

4.1.5.1 Launching an awareness media campaign to introduce the banking sector, banking services, and rights of banks’ clients

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Challenge Code 4.1.55: Indicates that these challenges are related to the fifth work program “Awareness and Media”1: Indicates that challenges are related to the first strategic goal of the Governorate4: Indicates that challenges are related to the fourth strategic goal of the Governorate

Interventions/Projects Code 4.1.5.11: Project number 15: which falls under the fifth work program “Awareness and Media”1: and contributes to achieving the first strategic goal of the Governorate4: and contributes to achieving the fourth strategic goal of the region

1- Policies that will be Adopt by the Governorate to Achieve the GoalIn this priority component, we mentioned the policies to be adopted by the Governorate and would con-tribute to achieving the strategic goal of the priority, and/or facilitate the implementation of the projects falling under the goal.

2- The Required Legislative ImprovementsThese are the requirements at the level of legislations, which would contribute to achieving the strategic goal, and facilitate the implementation of projects falling under the goal. This component falls under the jurisdiction of the legislative authority of the Region. However, it is mentioned due to its importance and to be used it as guidance by the Region’s legislative authority.

3- Projects Proposed to the Region’s GovernmentThis component is a summary of the strategic projects that require the will and management of the Re-gion’s Government. Moreover, such strategic projects would continue the progression towards achieving the Governorate strategic goal.


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

2- Iraq Household Socio Economic Survey 2012; summary indicators of the Region, MoPIC-KRG, Iraq, 2013.

3- Agenda of Kurdistan (2), the Center of Kurdistan Strategic Studies and CIPE, 2012.

4- Guiding Plan for Tourism in the Region of Kurdistan, the General Authority for Tourism – KRG, August 2012.

5- Governorate Profile- Erbil, Joint Analysis Unit (JAU), 2013.

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

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

8- National Strategy to Confront Violence against Women in Kurdistan (2012-2016), the Supreme Council for Women’s Affairs, Kurdistan-Iraq, 14/09/2012.

9- Project of National strategy for Advancement of Women in Kurdistan (2014 - 2024), KRG and UN Women.

10- Poverty Mapping and Maternal Mortality Survey 2013, the National Bureau of Statistics and Kurdistan Regional Statistics Office.

11- Information, Statistics and Indicators of Erbil in 2014, the Ministry of Planning, Kurdistan Regional Statistics Office, Erbil Statistics Directorate.

12- Provincial Diagnosis Report of Erbil, the International Labour Organization, 2012 - One of the outputs of (Private Sector Development Programme-Iraq (PSDP-I)

Reference Documents Used inthe Process of Developing the Plan

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Erbil Governorate in Brief

Erbil, the city of the Gods (Arbi-Ilu, meaning the ‘Four Gods’), Qelay Hewlêr as called by its people, or Erbil as currently called, is the capital of the Region of Kurdistan, Iraq. Irbil’s reputation began to spread globally as a home for investment, where investments amounted to more than USD 24 billion in 12/05/2012. Erbil hosts 32 foreign consulates in 20151.As an urban city, Erbil is not modern; it is the oldest inhabited city in the world so far. Its name appeared in historical blogs since about 3000 BC as a vivid town and a Sumerian property. According to the Sumer-ian records, its name was (Urbilum) back then, as stated in one of the writings of the Sumerian King Sholki about 2000 BC. The Sumerians were the first people that appeared in Mesopotamia. Most historians con-firm their displacement from Kurdistan (northern Mesopotamia: currently Iraq) towards the alluvial plain in southern Iraq, where they established cities and built the first civilization in human history. The Akkadians said, in the second half of the third millennium BC, Erbil’s name (as Urbil), while the Assyrians, since the middle of the third millennium until the middle of the first millennium BC, named it as of (Arba’ilu); i.e. the city of the four gods. In the era of Iranian empires, the name remained the same (Arba’ilu), while the Greeks named it in several ways: Arbilla, Arbillas, and Arbilis. Erbil borders have witnessed one of the most impor-tant historical battles (Arbilla or Kokamila battle) between Alexander the Great and Darius, the Achaeme-nid King in the fourth century BC, specifically in the year 331 BC. Also, Erbil’s name was mentioned in the books of Arab and Muslim historians as Arbel and Erbil, for more than fifty centuries. Erbil, as a governorate with administrative geographical borders, was first found in 1923. The second stage of its growth Erbil began after the fall of the Baathist regime in Iraq in 2003, and Erbil began a new civiliza-tion era since 2004 up to date, during which Erbil, as a capital of Iraqi Kurdistan, witnessed a rapid, steady and vigorous development that made Erbil the focus of attention of the world that is looking for stability and real opportunities. Over the last years, Erbil expanded and moved away from its famous castle located at the center of the Governorate, rendering the holistic plan for the city a reality that is taking place in front of the eyes of Erbil’s families’ visitors, with pride and stability.

Location:Erbil is located in the Region ofKurdistan, Iraq, bordered by Turkey on the north and Iran on thenortheast, with an area of 15,074 km2, while the internal borders areSulaymaniyah and Kirkuk at the south, Nineveh Region at the west and Do-huk at the northwest.

Figure 3 Geographical Location


Population:Erbil total population amounted to 1,957,486 persons in 2014, where females constituted 49%, while males constituted 51%3.In addition to the Kurdish nationals, there are some other components in Erbil, including (Turkmen, Chal-deans, Assyrians, Armenians and Arabs). As for religion, the majority of population are Muslims, yet other religions also exist; Christians, Yezidis, and Kakanis.

Terrain and Natural Resources:Erbil’s typography varies between high mountains, foothills and plains, yet its most important natural ter-rain is a series of towering mountains that rise (2100- 3600 m) above sea level, permeated by deep valleys.Among those mountain ranges are (Hasarost, Cork, Bradost, and Safeen), in addition to the wide plains which are one of the most important agricultural sources for the production of wheat and barley. Erbil is also famous for the production of other agricultural crops; nuts, figs, grapes, and pomegranates. It is also rich with mineral wealth; e.g. oil, iron and other minerals. Erbil is also an important commercial center in the region, in addition to being a tourist center due to the several tourist and historical areas it includes.

Electricity:The production capacity of electricity of Erbil is (1029) megawatt, but the total losses in the system of the electricity networks is about 35%; 12% of which are technical losses and 23% are non-technical losses. The percentage of the population covered by the electric power services in the (center, outskirts and villages) is up to 98% of the gross population, for 22 hours per day during the year 2014.

Water:The main source of drinking water in Erbil is the surface water and groundwater. The per capita share of potable water is 250 liters per day in the city of Erbil and 200 liters per day in the other outskirts and areas4.

1 Investment Authority website, May 2015: http://www.kurdistaninvestment.org/docs/licensed_projects.pdf date of entry June 182 Information, statistics and indicators for Erbil Governorate 2014, the Ministry of Planning, Kurdistan Statistical Authority, Erbil Directorate of Statistics3 Erbil Directorate of Statistics, 2014.4 IBID

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Administrative Divisions

Erbil Governorate Comprises Ten Districts:

• Erbil’s central district; located in a plain area surrounded by hills from the east and by the higher Zab River from the west.

• Dashti Hawler; located in a plain and wide area surrounding at the east by a range of hills and valleys and by Erbil, the capital, at the west.

• Khabat district; located on the main road between Erbil and Mosul. The center of this district looks directly on Zab River, which is an important agricultural and industrial region.

• Shaqlawa district; located at the foot of Safeen Mount in a vast valley covered by dense forests and orchards.

• Soran district; located in a semi-plain area and surrounded by Mount Zozouzk at the north, Mount Cork from the south and Mount Hendrin from the east.

• Koya district; enjoys an important geographical location between three major cities (Sulaymaniyah, Kirkuk and Erbil), bordered at the east and south by lower Zab river bottom, Mount Hept Sultan at the north-east and embraced by Mount Bawage at the west

• Mirga Sur district; located in the far northern border of Erbil, at the Turkish-Iraqi-Iranian border triangle, which is very rugged mountainous area.

• Choman district; located at the Iraqi-Iranian border, north of Erbil, of a mountainous nature and through which passes the international road to Iran via Haj Omran border.

• Rawandoz district; the oldest districts in Erbil, located at the foot of a rocky mountain surrounded by towering mountain ranges and deep valleys.

• Makhmor district; located at the south of Erbil, on a plain area,


Distribution of Populationper District

District Population & Percentage Urban Countryside Total

Erbil›s centralPopulation 834,561 71,684 906,245

% 92.09% 7.91% 46.28%

Dashti HawlerPopulation 182,927 29,015 211,942

% 86.31% 13.69% 10.82%

KhabatPopulation 74,449 31,198 105,647

% 70.47% 29.53% 5.39%

ShaqlawaPopulation 98,701 44,697 143,399

% 68.83% 31.17% 7.32%

SoranPopulation 140,765 37,464 178,228

% 78.98% 21.02% 9.10%

RawandozPopulation 14,340 9,998 24,337

% 58.92% 41.08% 1.24%

ChomanPopulation 17,057 12,893 29,950

% 56.95% 43.05% 1.57%

Mirta SurPopulation 17,021 33,803 50,824

% 33.49% 66.51% 2.60%

MakhmorPopulation 35,874 163,870 199,744

% 17.96% 82.04% 10.20%

KoyaPopulation 82,403 24,767 107,170

% 76.89% 23.11% 5.47%

TotalPopulation 1,498,097 459,389

1,957,486% 76.53% 23.47%

Table 1 Distribution of Population per District

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Results of Internal and External Analysis and Most ImportantDevelopment Challenges

After collecting developmental data and drafting the developmental reality in Erbil, the analysis of external and internal environment, including hexagon analysis of the political, economic, social, tech-nical, environmental and legislative aspects, was implemented. The most important factors that are expected to affect the application of the development strategy are as follows:

The most important capabilities owned by the Governorate:Erbil Governorate is distinguished for being capital of the Region, which reflects on many privileges; such as the proximity to the decision-making center, the possibility of facilitating government transactions and the high-level attraction to investors. On the other hand, such position burdens Erbil with responsibilities and pressures to achieve the projects and raise the level of quality and efficiency of service.

Erbil was named as the capital of Arab tourism for the year 2014 and achieved the highest traffic travel ratio compared to Sulaimaniya airport across Erbil International Airport, thus had the largest share of capi-tal invested in the region over the years from 2008 to 2012. If not for the lack of the annual government budget in the whole of Iraq in 2014, in addition to the war against ISIS since 2014 and till the preparation of this strategy in 2015, with a high price in terms of the number of martyrs in Peshmerga and the number of the displaced and refugees, Erbil would have managed to continue to achieve leaps in developing quality at all levels.

In addition to being the capital of the Region, the following points represent an important potential for the future:

Natural Resources:The availability of natural resources of oil, gas, surface and groundwater, fertile lands and forests is one of the most important natural resources that characterize Erbil. The existence of productive quantities of minerals; such as iron and others are also expected inside Erbil’s mountain ranges. However, there is no geological or feasibility studies available now to show the qualities and quantities available and the pos-sible ways to invest in them.

Due to the availability of water and plains, wheat and barley are considered strategic agricultural products in Erbil, but donum productivity, the quality of the crop and the level of global competitiveness are issues that still in need of studies and researches in terms of how to develop and improve the quality of produc-tion. In addition to wheat and barley crops, Erbil produces other corps; e.g. nuts, figs, grapes and pome-granates. In spite of the availability of government support for the agricultural sector, yet the absence of comprehensive agricultural studies on soil and water quality and quantity, economically viable agricul-tural varieties and the level of their market competitiveness are still non-available.

Human Resources:Human resources are the main pillar for achieving comprehensive and sustainable development, where the youth in Erbil (15-24 years of age) constitutes 23.5%5 of Erbil population, while economically active figures comprised 57.3% in 20146.In addition to the local human resources in the labor force category, foreign labor forces are also concen-trated in Erbil, brought by foreign investments based in the Governorate, in addition to numbers of dis-placed workers; either from Iraqi governorates or from the Kurds coming from Syria. Records in Erbil show the number of displaced families from the various governorates to be 96536 families, of 444561 displaced persons, till 17/08/20157, and the number of Syrian refugee families reached 43351 of 113307 refugees up to 15/07/20158.

5 Information, statistics and indicators for Erbil Governorate 2014, the Ministry of Planning, Kurdistan Statistical Authority, Erbil Directorate of Statistics6 IBID. The given percentage is calculated according to the definition of ILO for the age group between 15-65 years7 ERC statistics.8 As per UNCHR website.


Investments-attracting tourism natural ingredients:In addition to the towering mountains and picturesque natural areas liable to be developed and become excellent tourist areas, Erbil features several historic archaeological sites, most notably Erbil Castle, which the UNESCO considered as a World Heritage because of its ancient history and tradition, as well as the green spaces that constitute virgin natural reserves, rich with diversity in vegetation and animal life, in ad-dition to several religious and archaeological sites.

In addition to the natural ingredients available in Erbil, the governorate hosts the annual Erbil Interna-tional Fair since the year 2004. Given the increasing number of participants every year, the Fair is deemed the most modern exhibition center in Iraq featuring a central location in Erbil in front of Sami Abdul Rah-man Park and extends over a space of 19000 square meters of interior, air-conditioned galleries and 5000 square meters of outdoor exhibition space.

Erbil International Airport contributes to facilitating the movement of businessmen interested in invest-ing in Erbil or even in the Region as a whole, in addition to being a helping factor in increasing tourist groups from outside the region; which is a field that still bears potential development and improvement in the future with respect to Erbil. The expansion of Erbil Airport contributed to increasing the number of flights and passengers and raised the airport’s capacity to 3 million passengers a year, in addition to in-creasing the capacity of shipping services. Movement to and from Erbil through Erbil International Airport witnessed a steady increase over the past years from less than 200,000 passengers in 2006 to nearly one million passengers a year in 2012

Most important areas that need planning and development according to results of the analysis:

Sustainable management of natural resources and the environment:Although the Kurdistan as a whole, including Erbil, is currently enjoying an abundance of surface and groundwater water, yet the current water consumption pattern and the absence of sustainable environ-mental management of water resources threatens such abundance and threatens to increase the pollution of groundwater levels in the long run. There is some weakness in the sewage system, where only 14.7% of the population mainly use the governmental sewerage network, while 82.3% use external covered chan-nels9. Washing water (Gray Water) is being disposed of through external, mostly uncovered, channels on the sides of the streets, which creates potential environmental threats, especially in summer, in addition to the absence of heavy water treatment plants. On the other hand, water pricing process and the collection of revenues in a way that ensures covering production costs need a comprehensive study that takes into account disparity in the standard of living and services between rural and urban areas and water usages.In another context, impacts of climatic changes associated to desertification in Erbil were observed during the past few years; such as the increase in terms of the severity and duration of dust storms and the high temperatures during summer, in addition to the growing proportion of pollution in the air, especially in the center of Erbil. Visibly noted is the steady increase over the recent years in the number of vehicles, the diversity of their forms and the widespread use of motorcycles. Consequently, there is a high proportion of harmful gases resulting from vehicle exhaust as well as the increasing traffic congestions, especially at peak hours on the main streets in the center of the governorate. On the other hand, there is an increasing pressure on the main streets between Erbil and the other governorates, particularly Turkey-Dohuk-Erbil line, which witnessed a doubling in the number of tanker vehicles carrying goods from Turkey to the Re-gion over the past years.

9 Information, statistics and indicators for Erbil Governorate 2014, the Ministry of Planning, Kurdistan Statistical Authority, Erbil Directorate of Statistics

28

On the other hand, the active construction movement in Erbil, especially during 2010 – 2014, and the ac-companying air pollutants resulting from construction and drilling operations and other, increased the severity of air pollution and noise in the city.

As for land usage and productivity of agricultural land, Erbil has prepared a basic design for the city that indicates the areas for urban expansion and determines land usages thoughtfully. In addition, the gover-norate has prepared a map of soil types in Erbil that can serve as a basis for a deeper study on agricultural land use in the future. Erbil depends on the basic design of Erbil’s center in determining the urban expan-sion and road projects. In addition to the basic design, the Industrial City project will organize the invest-ment process in various industries outside the residential areas and within the framework of an infrastruc-ture supportive to industrial investments.

Despite the great effort exerted for organizing the city, there is still a need to prepare a holistic study on ag-ricultural production and uses of farmlands. In addition, a geological survey targeting the mountain areas rich with natural resources is needed in order to determine the future framework for investing in them as successfully and sustainably as possible. However, the basic design needs to expand to gradually include the other areas and districts in Erbil, enhance the monitoring, measurement and accurate documentation of environmental safety indicators, implement sustainable environmental management projects that deal with sewage and uses of alternative energy, raising awareness and efficiency with respect to using such resources.

Disparities in Governmental services in the center and the outskirts:Despite of the developmental progress taking place in the center of Erbil, districts and sub-districts are still unequal to the center in terms of services’ coverage and other several developmental aspects; e.g. the level of education, poverty rate, economic participation, etc. Since Erbil is the Region capital, where the center of the Governorate is the center of the Region and the seat of international missions, bodies and organiza-tions, the contrast between the center and the outskirts is clear.

For example, although the coverage at the governorate level of government water network services is 86.5%, yet it varies between 95% in Erbil, Dashti Hawler and Mirga Sur, compared to less than 80% in Khabat, in addition to varied periods of supply and interruptions. Per capita share of potable water also varies between the center and the outskirts; while it is 250 liters/day in Erbil, the average is 200 liters/day in the outskirts10.

In terms of electricity, there is a need to develop the services in this field in several aspect. First, productiv-ity should be raised in order to raise the rate and duration of coverage reaching to continued and unin-terrupted distribution for all areas, particularly for the outskirts and remote villages. On the other hand, overall losses of electricity should be reduced by organizing consumption, activating control over abuses and improving the quality of extensions used to reduce technical losses. Only 6.1% of the population rely on national electricity solely, while the majority of the population (72.7%) rely on two sources together; the national network and generators11. A variation is expected in the level of coverage and the period of coverage between the center and the outskirts.

10 Information, statistics and indicators for Erbil Governorate 2014, the Ministry of Planning, Kurdistan Statistical Authority, Erbil Directorate of Statistics11 Governorate Profile- Erbil, Joint Analysis Unit (JAU), 2013


With regard to solid waste collection and disposal services, while 80% of Erbil population in general have access to this service, almost one-third of the population in Merga Sur and Choman dispose waste on their own by throwing, burning or burying them in open areas12.

In the area of public health services; governmental health centers and hospitals, the variation is manifested in the difficulty of accessing service centers due to the lack of public transportation, which is an common obstacle throughout Erbil. However, it is expected that this difficulty is much more intense in the outskirts. In addition, quality of medical services provided varies between the center and the outskirts, while foreign investments are piling up in the health sector; clinics and specialized ophthalmic, dentistry and orthopedic hospitals in the center, the remote outskirts suffer from the lack of diversity, specialization and abundance.

Public Transportation:Establishment of a public and integrated network of fast and efficient means of transportation in the capi-tal is one of the most important factors of encouragement to development and investment. If available, such network would alleviate air pollution caused by private means of transportation and ease the pres-sure on traffic jams, which are expected to experience a steady increase in Erbil.

The basic design of Erbil’s center (Erbil Master Plan), released in 2013, includes a public transport network that runs from the vicinity of the castle in the city center to the surrounding areas in a circular manner. The rapid bus project is one of the approved strategic projects, yet non-availability of budget in 2014 and assigning whatever available allocations of the budget of 2015 to support the war against ISIS, cover the basic operating expenses, and Erbil’s previous obligations towards some continuing credit projects, all have caused the project to be delayed to a later period.

Erbil shall remain in need to develop the public transportation system even after the implementation of the rapid bus project, which is not expected to be sufficient to cover the need in light of the city’s exten-sion and expansion, the increasing interest in investing in the Region and establishing foreign companies and investments in Erbil.

Local Statistical Databases:One of the most important determinants and difficulties that faced preparation of this plan is the lack of updated and accurate data for developmental indicators at Erbil’s level. When available, data were frag-mented distributed among a large number of agencies and departments. Erbil Statistics Directorate partici-pates in the preparation of socio-economic surveys periodically; e.g. household and social surveys headed and governed by Region’s Department of Statistics. These surveys are based on random representative samples from the different governorates in the Region. The survey process consumes considerable time and human effort, so that once the results are completed and announced, they become within a period of two years, at least, between the implementation of the surveys and announcing the results. Addition-ally, there is a lack in developmental indicators since there is no single entity that has a measurement to all indicators, which can be available in Erbil in collaboration with the Directorate of Statistics to facilitate a planning process based on facts and figures that reflect the value of developmental indicators annually.On the other hand, despite the availability of a number of studies by university students, these studies are focused on specific areas and issues. These studies can be useful for realizing the facts but vary in terms of quality and cannot be adopted as a basis for planning the governorate, as they are not approved nor by the Ministry of Planning or the Region Erbil Directorate of Statistics. Also, there is a lack of public and private research centers concerned with undertaking developmental studies and research that contribute to proper planning.

12 IBID

30

Crisis Management and Raising Readiness to Emergencies:Security and economic crisis during 2013 and 2014, implications of which extended to 2015 as well, proved the importance of upgrading the readiness for crisis management at the level of the Region and the gov-ernorate as well.

Development of an effective early warning system requires multiple time phases that extend to dozens of years. However, early warning systems requires active developmental databases based on indicators that can be quickly and accurately measured. Establishing such system can be executed over the next three years, based mainly on the development of an integrated system of indicators; political, security, econom-ic, environmental and community, sensitive to changes in the value of indicators and analyze them after the availability of their basic values.

Building the system is associated with the other requirements including processing and technological automation, as well as training and requalification of the existing staff.

Efficiency of Government Services:There is a need to reduce administrative bureaucracy, improve efficiency of public services and strengthen the regulatory system relevant to priority issues identified in the Strategic Development Plan 2016-2018.

The development of government services’ management has more than one dimension, including:

1- Administrative procedures:Currently, there is no measurement for a number of important indicators related to the efficiency and ef-fectiveness of government services; such as the time necessary to deliver the service, etc. Also, there is no scheme for administrative procedures provided by the governorate and its affiliated local districts, to en-able determining the number of steps necessary to conduct and finalize every administrative transaction by the citizen or beneficiary in general.

2- Number and competencies of available staff:There is a kind of imbalance in the distribution of the government staff volume in governmental institu-tions in the governorate. When some institutions suffer from limited resources in certain disciplines, other institutions can be described as facing inflation.In terms of competencies, there is also a wide disparity among government staff and there is a need for implementing a requalification program and raising the capacities in the long run, with a view to improve the capacities of government staff in various fields; administrative, technical and service delivery.

3- Government services automation:Nowadays, e-government is one of the important improvements that would increase transparency, im-prove the performance efficiency and raise the confidence and trust between the people (services’ recipi-ent) and the government. Erbil is looking forward in the next phase to establish and apply the principles of e-government.


4- Financial and administrative control and monitoring:Control and transparent follow-up are of the most important elements of good governance. At present, there are many areas to improve the control and follow-up in Erbil, including connecting the control and follow-up with the governorate strategic indicators and vision indicators of the Region to be able to bet-ter monitor and measure the achievement quantitatively and qualitatively. Achieving such goal requires establishing and developing an integrated system for monitoring and evaluation in Erbil, with globally supported systematic mechanisms.

Currently, there is no accurate measurement of the efficiency of service delivery; such as the time required to deliver all government services, the number of documents to be filled out by the auditor, the number of staff involved in delivering the service and the time spent by employees in such delivery. To improve government services and their management method, the current situation should be measured first, then gaps should identifying, and finally the required improvements should be structured and implemented. Such steps fall within the e-government methodology.

Scientific research, innovation and women participation:Scientific research, innovation and women participation are among the important issues of development. However, they are not top priorities of development in Erbil for the next three years due to the large number of urgent priority issues that threaten the sustainability of development in Erbil; e.g. growing environmental pollution, sanitation, water, and transportation. Another area of urgent priority in Erbil is accommodating basic needs of the increasing number of displaced persons and refugees to the governo-rate as a result of the war in Syria and ISIS terrorist attacks in Iraq. Despite all the above-mentioned priority areas, it is important not to exclude scientific research and innovation and promote women participation in the development process, among areas for improvement in the future, modest steps can be taken to this effect over the coming years. Weak innovation and scientific research is primarily due to the quality and system of education, which needs to be developed at the level of the Region as a whole.

On the other hand, the level of women empowerment and participation in various areas of development are still limited and below the desired level. Females’ academic achievement levels in Erbil vary from one geographic area to another and between urban and rural areas. As well, women participation in economic activities and decision-making centers varies and is still below the required level.

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Priority sectors

Security, public transportation and sanitation are considered priority service sectors in the next phase. Besides, the provision of investment requirements of infrastructure, trained local workforce and financial services are development priorities to enable remedy of the economic and developmental setback that affected the Region as a whole during 2013-2015.

Vision Statement:“Erbil is an economically prosperous capital with its resources; enjoys sustainable development; and a regional commercial center that encourages investments and incubates creativity and innovation; and at-tains the well-being of its society with advanced infrastructure aligned with international standards; and maintains its Kurdish culture and heritage”.

Mission Statement:Erbil endeavors to provide development requirements for its citizens, investors and visitors, through offer-ing safety, security and government services characterized by accuracy and speed, provided by qualified local staff in alignment with the principles of fairness and transparency to achieve economic prosperity and sustainable development.

Strategic Goals:Erbil’s Strategic Development Plan includes six Strategic Goals that respond to the Governorate develop-ment needs, on the one hand, and the goals of the Region’s strategic vision 2020, as follows:

Table 2 Strategic Goals

Strategic Goal N. Goal Priority Theme Associated Regional Goal

One

Developing the institutional performance through institutional restructuring and management systems, as well as using modern technology and working to achieve social justice

Institutional performance

Fifth: Effective and honest government

Two

Raising the level of infrastructure by improving the level of water and sanitation, electricity, public transportation, communications and housing, in addition to reducing the volume of losses in public facilities.

Infrastructure The third: Availability of the necessary infrastructure

Three

Developing the human resources in terms of education, training and qualifications. Human resources

The Second: Education system and employment opportunities that enable the citizens of investing their potentials and improving their livelihoods.

Four

Enhancing the level of economic and investment sectors contribution through deploying the available natural resources

Economic development

The fourth: Development of a diversified private sector-based economy

Fifth

Improving the level of public and environmental services in areas of health, residency, culture and media awareness

Public servicesThe first: Health and social services responsive to citizens needs

Sixth

Adopting a sophisticated system for crisis management, security readiness and early warning at all levels (social, cultural, economic and political)

Crisis management and readiness

The fifth: Effective and honest government


Figure 5 Region›s Vision: Citizens of Kurdistan … freedom, health, economic and social welfare

Health and social services that respond to the needsof citizens

The adoption of a sophis-ticated system for crisis

management and security preparedness and early

warning at all levels (social, economic, political, cultural)

Availability of thenecessary infrastructure

Raising the level of infrastructure through improving the level of water and sanitation,

electricity, public transport, communi-cations and housing

services, and reducing the volume of waste in

public facilities

Specialized tech-nical programs as

specified in the Executive Plan

Accountability Honesty Commitment FairnessProfessionalism Transparency Equity tions' pro-gram as specified in the Executive Plan

Our Values

The develop-ment of human

resources as specified in the Executive Plan

Awareness and media program

as specified in the Executive Plan

Program to restructuring

governmental institutions as


Conductingstudies and

research program as specified in the

Executive Plan

Modifying legisla-tions' program as specified in the Executive Plan

Infrastructure

The

goal

s of

the

Gov

erno

rate

The

obje

ctiv

es o

f the

Reg

ion

Prog

ram

s an

d pr

ojec

ts

InstitutionalPerformance

PublicServices

EconomicDevelopment

HumanResources

Improving the level of public and environ-ment services in the health, residential, cultural sphere and media awareness

fields

The development of the institutional per-formance through in-stitutional restructur-

ing and administrative regulations, as well

as the use of modern technology and work-ing to achieve social

justice

Enhancing the level of the economic and investment sectors'

contribution through utilizing the available natural resources and

wealth

Human resources development; educa-

tion, training and qualification

The development of adi-versified economy based

on the private sector

Effective and honest government

Education and jobopportunities system that

enable the citizens to invest in their potentials

and develop theirstandard of living

Erbil is a capital economically prosperous with its resources, enjoys sustainable development and deemed a regional commercial center that encourages investments and an incubator for creativity and innovation. Erbil provides its society a luxury with advanced first-class

infrastructure, yet with keeping its Kurdistan culture and heritage

Wellbeing Creativity Development Kurdistan Vision: the citizens of Kurdistan; freedom, health, and economic and social well-being

Erbil vision

34

Map of Strategic Goals

• Projects included in Erbil’s Strategic Development Plan, (2016-2018) are a step on the way of comprehen-sive development within the framework of the global model of social-economic transformation.

• Erbil’s Strategic Goals are on the long-term and will remain appropriate post-2018 considering that they will be validated upon updating the plan for another period afterwards.

• Erbil’s Strategic Goals and performance indicators for each goal are linked to the strategic goals of Kurd-istan Vision 2020 and the developmental indicators system set by the Ministry of Planning in the Region.

• The sixth strategic goal of Erbil, “Adoption of a sophisticated crisis management system” is linked to the other five goals.

• Achieving any of Erbil’s Strategic Goals will directly contribute to the achievement of one of the Region goals and indirectly to the achievement of all goals.

• Each strategic goal can be realized by implementing a number of interventions “projects/policies/ pro-cedures”, which fall under six major programs depending on the quality of intervention and the desired effect. These programs are: 1) Legislation amendment, 2) Restructuring and management, 3) Human re-sources development, 4) Studies and research, 5) Awareness and media, and 6) Goal-related technical pro-jects program.

• Adopting the classification methodology of interventions/projects in work programs enables Erbil to study and analyze the allocated and disbursed budget for each program and each goal separately. This approach will facilitate application of the result oriented budgeting process, which developed countries adopts in managing and implementing their budget.

• Each strategic goal has a follow-up scorecard describing the goal and performance indicators that will be used for monitoring and evaluating the achievement, group of interventions listed under each program and each goal, the hypotheses specific to the goal, and data required to measure the progression and their source.

• The Development Unit/ Strategic Management Unit uses goals scorecards for monitoring the progression and development of monitoring and evaluation reports.


PRIORITY ONEInstitutional Performance

38

Current Situation

This priority tackles government efficiency at the governorate level in undertaking its service delivery role to citizens and leading the development process through a participatory and transparent approach sub-ject to monitoring and control. The local government includes the Governorate, Governorate Council, local councils and various government departments that operate within Erbil territory.To enable the government of service delivery and undertake its role in efficient management of the devel-opment process in the Governorate, current situation of some aspects was assessed:-

The Governorate and Citizens:The open-door policy adopted by the governorate in receiving citizens’ requests and complaints reflects a high transparency and expresses the spirit of local administration. On the other hand, it exposes the Governorate and its council to a great pressure in terms of the number of visitors it receives on daily bases, which affects the flow of administrative work in an organized institutional manner. Members of the local community still deal with the Government and elected local councils with tribal perception. They consider the Governorate and its council a tribal bureau that is open at any time for requests and complaints. Such perception causes a great pressure due to the need to prompt responses in most cases because of the pressing, unscheduled demands of citizens. The open-door policy pursued by the governorate reflects a high transparency and expresses the spirit of local government administration. However, management of interaction inputs between the Government and citizens need to be developed and improved to ensure that institutionalization of work and operations is not affected.

Institutionalization and sharing knowledge among public institutions:Since Erbil is the Region capital, where the different ministries and directorates are based, rapid access to information and requirements of higher coordination is available. There is a need for further develop-ment of the level of exchanging and institutionalizing information so they are no longer dependent on specific individuals whose absence stumbles work or access to accurate information. Knowledge institu-tionalization and knowledge sharing with relevant authorities are two different issues. The first requires an approved institutional system that ensures knowledge institutionalization within institutions, regardless of who is the owner of such knowledge, and thus ensuring knowledge sustainability and accumulation within Government institution. The second, which is exchanging and sharing knowledge with the relevant authorities, requires a study of coordination mechanisms at the level of institutions, departments and sec-tions in the governorate. It also requires studying the level of knowledge to be shared at each administra-tive level, identifying the mechanisms to achieve such goal, promote them with common institutional policies that ensure the exchange of knowledge and the efficiency sharing them in real time. One of the important challenges to strategic planning at the governorate level is issues related to institutionalizing and sharing knowledge. Information exists only with certain individuals in an institution, thus success of involving institutions in assessing the current status in addition to determining priorities and future vision in the various strategic dimensions simply depends on inviting the right person who has the information and their accumulation. In brief, information sharing, clarity of vision and the coordination within any sin-gle directorate reflects clear vulnerability. Hence, quality of information and knowledge that the Governo-rate can obtain from any directorate depends largely on the person who was contacted at that directorate and the extent of his knowledge about what is needed and not on the availability of information at the directorate contacted.


Organizational Structures and Operations Management:

In institutional management, the current situation reflects the presence of a large area in need for devel-opment and improvement with respect to institutionalizing Government work. Governorates rely on the law, the decisions, and regulations issued by the Region Government to determine their functions. Al-though the law is the main pillar to identify responsibilities and functions, yet the law alone is not enough to achieve the strategic management. There should be organizational structures, internal systems, opera-tions’ schemes, job descriptions, and functional guides for the different departments within global ad-vanced bases and standards. As well, there is a need to assess the organizational structures in terms of whether they include functions according to the strategic management standards, good governance and the availability of strategic management requirements of detailed job descriptions, internal systems and operations’ scheme for departments, showing the course of action and related procedures.

Human Competencies:

Erbil suffers an imbalance in the distribution of staff between different departments and directorates. While the staff at some units suffers workload, staff at other units may be enjoying relaxation in terms of work-load and requirements and even working hours. On the other hand, there is variation in the distribution of competencies and matching the available competencies with job requirements in various administrative units. The inflation of government staff in the public sector is not only confined to Erbil through but it is a general phenomenon in both Iraq and Kurdistan as a natural result of the public sector’s accommodat-ing citizens’ needs of jobs at some point after fall of the previous regime. Addressing and correcting such phenomenon according to a clear methodology and specific indicators needs a long period of time that may extend to dozens of years.

On the other hand, the current situation reflects the disparity in the level of professionalism among gov-ernment staff based on the quality of the previous experiences, the level of control and the extent of link-ing performance standards in an integrated manner with career promotion in the absence of an encour-aging system of incentives’ and disciplinary system as well. Professionalism requires building new cultural system in the community based on respecting working hours and time in general. It also requires years of time as well as sequential stages of institutional development that must be in line with the institutional reform towards results-oriented professional management.

The most important changes that will have a positive impact on absorbing such career inflation and restor-ing balance to government departments include provision of alternative and attractive jobs/incomes for citizens; whether through legislative amendments. Such amendments should raise the degree of job se-curity in the private sector or promote and develop foreign investments that rely on human capital. Other approaches may include supporting entrepreneurs and income-generating projects for citizens through long-term and sustainable programs that enhance the survival, development and continuous support of enterprises. It may include as well the development of pension and social security laws to ease the burden of the public sector and other related interventions that must go in line with the media effort to change the prevailing culture to go to the private sector as a secured option.

40


CHAPTER ONEInstitutional Performance

42

Current Situation

This priority tackles government efficiency at the governorate level in undertaking its service delivery role to citizens and leading the development process through a participatory and transparent approach sub-ject to monitoring and control. The local government includes the Governorate, Governorate Council, local councils and various government departments that operate within Erbil territory.

To enable the government of service delivery and undertake its role in efficient management of the devel-opment process in the Governorate, current situation of some aspects was assessed:-

The Governorate and Citizens:The open-door policy adopted by the governorate in receiving citizens’ requests and complaints reflects a high transparency and expresses the spirit of local administration. On the other hand, it exposes the Governorate and its council to a great pressure in terms of the number of visitors it receives on daily bases, which affects the flow of administrative work in an organized institutional manner. Members of the local community still deal with the Government and elected local councils with tribal perception. They consider the Governorate and its council a tribal bureau that is open at any time for requests and complaints. Such perception causes a great pressure due to the need to prompt responses in most cases because of the pressing, unscheduled demands of citizens. The open-door policy pursued by the governorate reflects a high transparency and expresses the spirit of local government administration. However, management of interaction inputs between the Government and citizens need to be developed and improved to ensure that institutionalization of work and operations is not affected.

Institutionalization and sharing knowledge among public institutions:Since Erbil is the Region capital, where the different ministries and directorates are based, rapid access to information and requirements of higher coordination is available. There is a need for further develop-ment of the level of exchanging and institutionalizing information so they are no longer dependent on specific individuals whose absence stumbles work or access to accurate information. Knowledge institu-tionalization and knowledge sharing with relevant authorities are two different issues. The first requires an approved institutional system that ensures knowledge institutionalization within institutions, regardless of who is the owner of such knowledge, and thus ensuring knowledge sustainability and accumulation within Government institution. The second, which is exchanging and sharing knowledge with the relevant authorities, requires a study of coordination mechanisms at the level of institutions, departments and sec-tions in the governorate. It also requires studying the level of knowledge to be shared at each administra-tive level, identifying the mechanisms to achieve such goal, promote them with common institutional policies that ensure the exchange of knowledge and the efficiency sharing them in real time. One of the important challenges to strategic planning at the governorate level is issues related to institutionalizing and sharing knowledge. Information exists only with certain individuals in an institution, thus success of involving institutions in assessing the current status in addition to determining priorities and future vision in the various strategic dimensions simply depends on inviting the right person who has the information and their accumulation. In brief, information sharing, clarity of vision and the coordination within any sin-gle directorate reflects clear vulnerability. Hence, quality of information and knowledge that the Governo-rate can obtain from any directorate depends largely on the person who was contacted at that directorate and the extent of his knowledge about what is needed and not on the availability of information at the directorate contacted.


Strategic Goal

Developing the institutional performance through restructuring institutions and management systems, as well as using modern technology and working to achieve social justice

Challenges and Corrective Interventions:

Regional Goal 5 Effective and Honest government

Governorate›sStrategic Goal (1)

Developing the institutional performance through restructuring the institutions and man-agement systems, as well as using modern tech-nology and working to achieve social justice

1 Program Challenges # Interventions/Projects

5.1.1 Legislations

The non- activation of the Civil Service law and the Council of Civil Service No. (7) for the year 2011

5.1.1.1Developing mechanisms to activate the forma-tion of the Civil Service Council

2 Program Challenges # Intervention/Projects

5.1.2 Restructuring and management

Weak matching between job requirements and existing competencies and weak institutionalization

5.1.2.1

Evaluation and devel-opment of regulatory structure in government institutions, including Erbil, so as to contribute to raising the efficiency of the institutional inputs and achieving the high-est levels of effectiveness of the provided services

5.1.2.2

Completing the prepara-tion of job descriptions, updating and apply-ing them (the duties, powers, and inputs) and circulating them to staff members

5.1.2.3

Issuing a guide in the form of regulations, instructions and pro-cedures that shows the administrative, financial and technical powers of the functions of the min-istries and institutions, taking into account the mandate and decentrali-zation

44

5.1.2

Higher average time periods for delivery of government services due to the multiplicity of procedures in the provision of services

5.1.2.4Re-designing the service provision procedures in and government institutions departments

The absence of institutional evaluation and weakness in the individual performance evaluation system

5.1.2.5

Introducing a system to evaluate the institutional performance, as well as developing and updating a multilateral evaluation of individual performance system

Poor efficiency and requalification of public employees

5.1.2.6Completing the training project system for government employees

Non-adoption of modern methods in the pattern of human resources management in the various governmental sectors and the reliance on the old style

5.1.2.7

Developing self-directorates and people management to the departments of human resources administration, in name g and content, re-qualifying and training their cadres in the ministry/institution

Overlapping, contradictory and aging adopted policies

5.1.2.8

Studying and updating the procedures governing the priorities of service (health sector, education and infrastructure: electricity, water and sewage) as well as streamlining them so that the recipient shall be served in the right place and time, documenting those procedures in a mechanism to be published

Delays in beginning the implementation of the e-government

5.1.2.9

Starting the e-government project through the Information Technology Directorate and focusing on priority service directorates

The lack of a national smart card 5.1.2.10

Accelerating the project for issuing national cards with national number

The weak role played by the Information Technology Directorate in the Prime Ministry

5.1.2.11

Activating the role of the Information Technology Directorate in the Prime Ministry to achieve the goals set for it to access the so-called Smart Government


Policies to be adopted by the Governorate to Achieve the Goal:1. Promoting the principle of equal opportunities and the most qualified gets the job.2. Adopting incentive policies for employees based on activating performance monitoring and evaluation, where competent staff get rewarded and failing staff get punished.

Required legislative improvements:N/A

Proposed Project(s) to the Regional Government:1. Activating and implementing the Civil Service Council law, No. 7 of the year 2011, and providing the financial resources necessary for training, requalification and specialized management consultations


5.1.3 Human Resources

The lack of a plan to distribute the human resources from the in-stitutions with surplus to the institutions that suffer a lack of human resources

5.1.3.1

Preparation and im-plementation of a plan to transfer the human resources, based on the increase and decrease in the governmental institu-tions within the districts in the governorate


5.1.4 Studies and researches

Weak regulatory struc-tures at the level of government in general and at the level of min-istries and institutions

5.1.4.1

Re-examine the organi-zational structures of the state and redesigning them to suit theirobjectives and strategies


5.1.5 Awareness and Media

The spread of the cul-ture of non-focusing on servicing the re-cipients and the weak concept of responsibil-ity and social account-ability at the private sector, as well as the weak confidence in private sector by the public sector

5.1.5.1

Designing and launching an awareness campaign to spread the public service and citizenship culture


5.1.6 Technical

The lack of monitor-ing and evaluation systems within the institutions and the central governorate

5.1.6.1

Building a central follow-up and evaluation system in the governorate and the districts within the governorate

each other5.1.6.2

Preparing an assessment of the strategic plans of governmental institu-tions and the procedures to develop them

CHAPTER TWOInfrastructure

48

Current Situation

Electricity:Total electricity production in Erbil (1029) mw, while the overall loss in the grid is around 35% of produced energy; 12% of which are technical losses and 23% are non-technical losses.

The percentage of the population covered by the electric power (in the center and outskirts) is 98%, with an average supply of 22 hours per day for the year 2014. However, the daily supply hours of electricity vary from one district to another.

Only 0.7% of Erbil population depends on the national electricity as the only source of electricity. Most of the population (85.2%) relies on another helping source (shared generators) in addition to the national electricity and 9.6% depends on other two sources in addition to the national electricity13. Shared genera-tors are the most commonly used source of electricity with more than one family share the same generator in the residential area and a special generator for the house in addition to the national electricity.

Daily hours of supply varies during the year, where they decrease during summer times as the pressure on the electricity network increases for air conditioning.

Figure 6 Daily hours of electricity supply by district in Erbil Governorate

Daily Hours Of Electricity Supply By District

14

12

10

8

6

4

2

0Soran Shawalawa Mergasoor Khabat Choman Rawandoz Dashi

HawferErbil Koya



Water:Surface and groundwater constitute the main source of drinking water in Erbil, where the population is supplied with drinking water through public networks, with water network coverage in Erbil amounting to 92.2% of the population served by government network of drinking water.

A percentage of 99.3%, of Erbil population have access to sustainable source of treated water, which is higher than the Region average of 98.1%.

A percentage of 92.1% of the population depends on public water system as the primary source of drink-ing water, while 7.1% depends on closed water wells.

More than one third of the population (35.6%) gets drinking water from the public network on a daily basis and continuously throughout day hours, while 18.6% has access to water from the public network for 12 to 24 hours per day, and 18.7% has access to drinking water from the public network for less than one hour per day.

Khabat is the district with the lowest coverage of drinking water services through the public network, where less than 80% of the population in Khabat is are connected to the public water network14.

The per capita share of drinking water in Erbil is 250 liters/day, which is equal to the global average of per capita share of drinking water by the World Bank Development Indicators, while such share is less in the outskirts and areas where the average reaches 200 liters/day15.

In terms of the quality of drinking water, the majority of participants in Erbil’s planning process indicated that the quality of water is good and that the population depends on it for drinking. They also pointed out that bottled drinking water, which have recently increased as a general phenomenon is usually used for guests in way of hospitality and not as a common commodity when there are no guests.

Roads and Transportation:Roads inside Erbil are generally good, yet they face the chal-lenge of keeping up with the continuous and rapid expansion of the city, in addition to the steadily increasing number of ve-hicles. As well, toads have to keep up with the growing neces-sity to cover the needs of the new residential communities that sheltered groups of displaced people in a quick and emergency response to the waves of refugees to the Governorate. The re-sulting pressure on infrastructure services in general, including roads, has multiplied significantly during 2013 and 2014, which affected the distribution of services to citizens and delayed the process of achieving full coverage of services to all areas of the Governorate. In general, up to the year 2012, 62% of raids in Er-bil were paved and has paved sidewalks as well, while 7.4% of were paved but without sidewalks and 21% were dirt roads16.

Paved roads in Erbil (5391 km) constitute 36.3% of the total

length of paved roads in Kurdistan Region, which amounted to 14,841 km by the end of 201217.

14 Governorate Profile – Erbil, 2013, JAU15 Erbil Water Directorate and Erbil Outskirts Water Directorate, 201516 IHSES 201217 Socio-Economic Indicators in KRG – Socio-Economic Monitoring System, Ministry of Planning. Kurdistan Regional Statistics Office, Kurdistan Region, Iraq, Dec 2012

Basic Data on Erbil

Area: 15.074 km2 constituting

3.5% of Iraq

Population: 1.957.486

Population growth rate: 2.8

Total fertility rate: 3.6

Average family size: 5.4

Males: 51%

Females: 51%

Urban: 76.5%

Countryside: 23.5%

50

Table 3 Transportation18

Millennium Development Goals MDG/CI

Kurdistan Dahuk Erbil Sulaimaniya Iraq Source

Total length of paved roads (km)

CI 14841 3777 5391 5673 - KRSO

Main roads length (km)

- 3825 1047 1469 1309 - KRSO

Central roads length (km)

- 3984 980 1452 1552 - KRSO

Rural road length (km)

- 7033 1750 2470 2813 - KRSO

Highways length (km)

- 0 0 0 0 - KRSO

Public transport between Erbil and the other governorates in the Region is limited. Means of transporta-tion are small cars of five passengers, which vary in quality and general appearance and there is no public means of transportation; buses or tram. The rapid bus project was among the approved projects in Erbil for 2013, which is planned to provide transportation around the city in circular routes around the castle. Yet, this project was not implemented because of the budget deficit and failure to provide a budget for 2014.

Provision of public transport is a very important future priority to Erbil as a capital city, which shall impact the development of investment movement, especially with regards to workforce required for different in-vestments. Another importance of public transportation lies in alleviating the growing traffic jams on the main streets of the capital and in the reduction of environment pollution.

Sewage:Only 14.7% of the population rely on public sewage system, while 82.3% rely on covered channels outside the houses. Generally, 98.3% of the population dispose liquid waste through improved means, yet this percentage varies from one district to another, the least of which is in Souran, followed by Rawandiz, then Erbil, while the highest is in Khabat and Choman19. Channels at the sides of the streets, originally designed for disposal of excess rainwater and currently used for the disposal of grey water from houses, has a nega-tive impact on environmental safety and the image of the capital city. Currently, lack of treatment plants for liquid waste or waste water is one of the aspects that needs attention in the next stage to reduce the risk of groundwater contamination, which is the major source of drinking water. Other areas of needed attention include the growing proportion of contamination in the soil, which is one of the important agri-cultural resource in Erbil.

18 Socio-Economic Indicators in KRG – Socio-Economic Monitoring System, Ministry of Planning. Kurdistan Regional Statistics Office, Kurdistan Region, Iraq, Dec 201219 Governorate Profile of Erbil 2013, JAU


Figure 7 Sewerage

Proportion of population using improved sanitation methods per district

96

100

94

98

92

90

88

86

84

82Khabat Choman Mergasoor Shawalawa Dashi

HawferKoya Erbil Rawandoz Soran

20 IBID21 Family social and economic survey in Iraq (EHSAS) 2012 – Province summary indicators, Ministry of Planning – Kurdistan, Iraq, 201322 Information, statistics and indicators for Erbil Governorate 2014, the Ministry of Planning, Kurdistan Statistical Authority, Erbil Directorate of Statistics

52

Solid waste:A percentage of 80.8% of Erbil population receive waste collection service, while 8.7% dispose household waste in open places. It is estimated that more than one third of the population in Ghuman and Mirga Sur districts either burn or bury their home waste in open areas20.

Waste collection service is a municipal service that needs to be further developed in the next phase in terms of comprehensiveness, regularity of coverage and the number of times waste is being collected per day. Development should also include separating hazardous waste; such as industrial, medical and house-hold waste, and finally the ways of handling; processing, recycling, and safe burial, etc. Investments in this fields can be encouraged either by the private sector or in partnership between the government and the private sector. Residences:The Region of Kurdistan moved from a state of mass destruction in 2003, where people were in great need for residence into a state where two-thirds of them have their own houses. Currently, 74.1% of families in the Region owns the houses they live in; the highest percentage of such class is in Erbil (75.4%) and the lowest is in Dohuk (71%). As for the remaining percentage of population, they either occupy free houses in agreement with the owner or pay rents for their residences. Most of the families in the Region in general and in Erbil as well live in housing units inhabited by one family21.

Communications:There are several means of communication in the Region as a whole; a number of private telecommunica-tion operators are available, the most popular and widely used by the citizens are Asiacell and Korek. Erbil recorded 58,500 fixed phone users, while the Region recorded 6,905,000 mobile phone subscriptions until 2014 for all citizens of Kurdistan22.

Internet is still primarily used for the purposes of social networking and at homes more than at workplaces. A large gap still exists in the technical skills among young people and the elders who make up the majority of public sector employees. Only 11% of the 6-year-old population use internet, where 75.7% of them use it at homes, compared to 16.1% who use it at workplaces. Still, less than 4% of internet users use e-mails, which is the method of modern world communication particularly for business purposes.

Table 4 Internet Use

Internet users at the age of 6 and over

Detail Level(%) ofinternet users

Average usage by users (hour/week)

Main location for Internet use (% of users)

Homes Internet Café

educational institution Work Through

Mobile Others

Erbil 11 17 75.7 0.7 1.1 16.1 3.6 2.9

Distribution of individuals at the age of 6 and older who use internet as per usage fields and purposes (%)

Detail Level

Main field for internet usage Main purpose of internet usage

Email ChatTalking to

othersBrowsing Other Total Amusement

Contacting

relatives &

friends

Work/jobStudy

and research

Other

Erbil 3.7 25.9 23.1 42.5 4.9 100 28.7 22.8 11.6 28.8 8

Source: IHSES 2012


Strategic Goal

Upgrading the level of infrastructure by improving the level of water and sanitation, electricity, public transport, communications and housing services, in addition to reducing the volume of waste in public facilities


Regional Goal 3 Provision of the necessary infrastructure

Erbil Strategic Goal 2

Enhancing the level of infrastructure by improving water and sanitation, electricity, public transport, communications and housing services, inaddition to reducing the volume of waste in public facilities


3.2.1 Legislations

Failure to pass a law that regulates water sector in the Region

3.2.1.1

Amending or adopting a law regulating water sec-tor, based on water sector studies and depends on water cost recovery

Lack of legislations that regulate services sectors- environment relationship

3.2.1.2

Passing a legislation and amending the (Environ-mental Protection Law) to defines the environ-mental violations and consequent penalties, including all types of waste management, air pollutants, soil and water bodies

Lack of laws regulat-ing electricity sector 3.2.1.3

Modifying the laws on electricity (production, transport and distribu-tion), violations and ma-nipulations, along with adopting the principle of cost recovery

Lack of laws regulating public transport 3.2.1.4

Passing a law on public and private transport so as to ensure transport cost recovery

Increasing rate of roads' violations 3.2.1.5

Forming permanent committees by an administrative decision by the Governor to study roads’ violations and their prevention

54


3.2.2 Restructuring and management

Lack of a point of reference regulating work overlaps of water sector

3.2.2.1 Restructuring water sector

Ineffectiveness of the regulations on viola-tions against water resources

3.2.2.2

Setting up inspection committees to apply regulations on water sec-tor violations

Variation in the level of human resources' competencies in the public sector

3.2.2.3

Evaluating training mech-anisms and the quality of programs and training providers in the public sector

High rates of environ-ment pollution 3.2.2.4

Developing and restruc-turing of Environmental Protection and Improve-ment Board

Rate of electricity losses reached (34%), of which (12%) are due to technical reasons and (22%) are due to violations

3.2.2.5

Restructuring the electricity distribution network and developing the losses monitoring system

Lack of public trans-portation 3.2.2.6

Building up a structure for the public transport sector with all its compo-nents



Lack of technical hu-man resources special-ized in water sector

3.2.3.1Developing special-ized technical training programs

Lack of human re-sources in the field of environment

3.2.3.2

Developing training programs specialized for human resources in the field of environment

Lack of human re-sources in the Environ-mental Protection and Improvement Board

3.2.3.3

Studying the necessary needs to meet the vacan-cies in the Board through transfers from other institutions

Technical shortage of trainers at the electric-ity sector's training center

3.2.3.4

Providing the electricity sector's training center with qualified technical staff

Lack of specialization in areas of public trans-port

3.2.3.5Meeting the deficiencies in technical staff in areas of public transport

Shortages in techni-cal staff specialized in roads

3.2.3.6

Fulfilling the qualitative deficiencies in technical specializations in the roads sector

Weak technical com-petencies in roads-related areas

3.2.3.7

Preparation of a training program to train techni-cians and increase ef-ficiencies in roads-related areas



3.2.4 Studies andResearch

The non-application of the results of studies on water

3.2.4.1Reviewing the studies on the regulations govern-ing water sector

Lack of surveys to demonstrate the amount of water stor-age (water basins and water resource)

3.2.4.2

Preparation of Hydraulic surveys and Hydro geo-logical studies (surface and groundwater)

Lack of studies to illustrate the growth of water sector needs (agricultural, industrial, residential use)

3.2.4.3

Preparing comprehensive studies taking into ac-count population growth rates, the acceleration of growth and the level of pressures on public services

Increasing pressure on services (water, roads, electricity) as a result of receiving large numbers of displaced persons

3.2.4.4Increasing the financial budget allocations for the public services sector

Lack of environmental studies and research

3.2.4.5

Conducting a study to establish an environmen-tal research and studies center

3.2.4.6

Preparing a study on agri-cultural, industrial and municipal waste manage-ment

3.2.4.7

Conducting a study on adaptation programs and reducing the effects of climate change

Variance in the quality of services provided by telecommunication companies

3.2.4.8

Studying the establish-ment of an agency to regulate the telecommu-nications sector, repre-senting the supervisory role

Lack of studies dem-onstrating residential needs and geographi-cal distribution of poor groups and families of martyrs

3.2.4.9

Preparing a study on low-income youth, poor families, and families of martyrs to provide them with adequate housing

56


3.2.5 Awareness & Media

Irresponsible use of water and natural resources

3.2.5.1

A comprehensive media plan; educational,awareness and preventive (to rationalize theconsumption of ) water, electricity, environment, sanitation, transport, municipalities and reserved areas


3.2.6 Technical

Weak and varying level of infrastructure ser-vices; sanitation, water, waste and electricity

3.2.6.1 Developing a Master Plan for the water and sanita-tion networks, waste management and investment

3.2.6.2 Adopting a Master Plan for 20-25 years for theelectricity sector

Lack of integrated public transport ser-vices

3.2.6.3 Adoption of the Roads Master Plan (2010-2030)

3.2.6.4 Developing a Master Plan for transport in Erbil

3.2.6.5 3.2.6.6

Poor coordination between transport and roads sectors

3.2.6.6Formation of permanent committees for transport, housing and reconstruction, interiors andmunicipalities

Lack of source treatment of industrial and medical waste

3.2.6.7 Lack of source treatment of industrial and medical waste

Lack of a Nano System or remote sensor system that enables monitoring of environmental pollution

3.2.6.8 Establishing the Nano System (remote sensor) cent-er to detect and monitor environmental problems

Lack environmental disasters management programs

3.2.6.9Establishing a council for environmental disasters management within the crisis management center/unit

Lack of programs for trading in and safety handling of chemicals

3.2.6.10 Adopting an international code to handle chemicals and their access through customs authorities

Weak use of water rationalization equipment

3.2.6.11 Use of water rationalization equipment

Weak use of electricity rationalization equipment

3.2.6.12 Use of electricity rationalization equipment


Policies to be adopted by the Province to Achieve the Goal:1. Giving priority to environment-friendly infrastructure projects. 2. Encourage partnerships between public and private sectors3. Encouraging specialized companies that are implementing technically-sophisticated infrastructure bids to include local staff in their projects to raise the efficiency of local staff in terms of modern methodolo gies and techniques.4. Allocating a budget for scholarships for Erbil staff, municipalities’ staff in particular, to developed countries in environment-friendly infrastructure management; such as Japan and Germany.5. Encouraging donors to provide support and grants in environmental areas; e.g. solid waste management, hazardous waste and waste from factories and improved rural sanitation projects, so as to cover the district’s outskirts.

Required Legislative Improvements:1. Passing laws regulating water sector and ensuring environmental protection.2. Reviewing electricity laws with a view to reduce waste and recover costs.3. Passing a law for public transport.

Proposed Project(s) to the Regional Government:1. Restructuring water and electricity sectors and studying the tariff and losses.2. Establishing new power generation plants and improving distribution efficiency from existing plants.3. Preparing a structure and a comprehensive system of public transport.4. Developing and restructuring the Environment Protection and Improvement Agency.5. Improving the competencies of public sector cadres; technicians in particular.

CHAPTER THREEHuman Resources

60

Population Distribution and Demography Kurdish represent the majority of Erbil’s residents along with other components of the Kurdish commu-nity; Turkmen, Chaldeans, Assyrians, Armenians and Arabs. Most of Erbil residents are Muslims besides other religions such as Christians, Yezidis, and Kakanis.

Total population in Erbil amounts to 1,957,486 persons, where females constitute 49% and malesconstitute 51% thereof. Total population growth rate is 2.8 and the average household size is 5.4 persons23. Dependency ratio is 74.25%.

Population density in Erbil as a whole is 130 persons/km2 and it varies from one area to another, where the highest rate is in Erbil (801 persons/km2) and the lowest is in the district of Mirga Sur (26 persons/km2).

Table 5 Population Density in Erbil per District

(Population density (130 people/km2) (Based on population estimates of 2014)

District Population Population Density

Erpil 906,245 801

Dashti Hawler 211,942 162

Khabt 105,647 152

Shaqlawa 143,399 97

Soran 178,228 84

Rawandoz 24,337 46

Doman 29,950 35

Merta Sur 50,824 26

Makhmor 199,744 75

Koy Sanjaq 107,170 52

Table 6 Geographical Distribution of the Population and Average Household Size Per District

Geographic distribution of population by administrative division of the Governorate

District No. of families Population per district (%) Family per district (%) Average family size

Central 174,033 46.23 47.26 5.20

Dashti Hawler 39,318 10.85 10.68 5.40

Soran 31,574 9.03 8.57 5.60

Shaqlawa 26,962 7.30 7.23 5.30

Choman 5,703 1.49 1.55 5.10

Koya 21,326 5.56 5.79 5.10

Merga Sur 11,074 2.66 3.01 4.70

Khabat 18,405 5.54 5.00 5.80

Rawandoz 4.945 1.26 1.34 5.00

Makhmor 34,933 10.17 9.49 5.70

Total 368,272 100 100 100

(Based on residential estimates’ results – Directorate of Statistics Erbi)

Current Situation

23 IHSES 2012


The following table shows the population in the Erbil by district and environment, where it is noticeable that the average urban rate is 76.52% and the average rural ratio is 23.38%. Erbil has the highest urban rate compared to other districts with 92%, while the highest rural rate reaches 82% in Makhmor district.

Table 7 Population Distribution Between Urban and Rural Areas per District

District Population &Percentage Urban Countryside Total

Erbil's centralPopulation 834,561 71,684 906,245

% 92.09% 7.91% 46.28%

Dashti HawlerPopulation 182,927 29,015 211,942

% 86.31% 13.69% 10.82%

KhabatPopulation 74,449 31,198 105,647

% 70.47% 29.53% 5.39%

ShaqlawaPopulation 98,701 44,697 143,399

% 68.83% 31.17% 7.32%

SoranPopulation 140,765 37,464 178,228

% 78.98% 21.02% 9.10%

RawandozPopulation 14,340 9,998 24,337

% 58.92% 41.08% 1.24%

ChomanPopulation 17,057 12,893 29,950

% 56.95% 43.05% 1.57%

MirgaSorPopulation 17,021 33,803 50,824

% 33.49% 66.51% 2.60%

MakhmorPopulation 35,874 163,870 199,744

% 17.96% 82.04% 10.20%

KoyaPopulation 82,403 24,767 107,170

% 76.89% 23.11% 5.47%

TotalPopulation 1,498,097 459,389

1,957,486% 76.53% 23.47%

Urban and rural areas

62

Education and Literacy:Population percentage in primary education is 22% in Erbil, which is a high percentage with important implications on the strategic planning in terms of preparing the market to receive this young generation after completing their education. It also requires paying attention to the quality of primary education in which this category is enrolled and shall grow up to lead development in the future. On the other hand, the rate of illiteracy in Erbil is currently high, amounting to 26.8%, which is concentrated mainly among adults category. It is only natural that this percentage decreases with time, especially with addressing school drop outs at different stages of primary education24.

The ratio of people who can read and write in Erbil in 2011 amounted to 73.3%, which is lower than the national average of 90.4%. This percentage varies from one district to another and between males and females in favor of males.

Table 8 Education and Illiteracy 25

KRG Dohuk Erbil Sulaymaniyah Iraq Source

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

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

Percentage of people who can read and write in age group 15-24 years – males

92.3% 91% 89.2% 95.9% - KRLFS

Percentage of people who can read and write in age group 15-24 years - females

81.6% 77.3% 77.8% 88.1% - KRLFS

In terms of the number, distribution and types of government schools, a large number of schools in Erbil still adopt the double-shifts system; most of them are in the central district. Indicator to the number of stu-dents per teacher amounts to 14 students in total government schools, and the average students-teacher ratio in each classroom is 25 students; both are excellent ratios compared to global standards. However, disparity in these two indicators by district needs to be studied, in addition to the need to review the ef-ficiency of teachers and the quality of the curriculum, which is deemed week by most parties involved in the planning process and in need of comprehensive development and requalification.

Table 9 Number of Schools by Periods of Study per District 26

Education Directorate / District One shift Two shifts Total

Erbil 193 206 399

Daw Rober 142 32 174

Dashti Hawler 213 62 275

Khabat 131 12 143

Shaqlawa 250 41 291

Soran 164 66 230

Rawandoz 57 14 71

Choman 98 9 107

MergaSur 138 38 176

Makhmor 102 3 105

Koya 227 40 187

Total 2198 523 1675

24 Information, statistics and indicators for Erbil Governorate 2014, the Ministry of Planning, Kurdistan Statistical Authority, Erbil Directorate of Statistics25 Socio-Economic Indicators in KRG – Socio-Economic Monitoring System, Ministry of Planning. Kurdistan Regional Statistics Office, Kurdistan Region, Iraq, Dec 201226 Information, statistics and indicators for Erbil Governorate 2014, the Ministry of Planning, Kurdistan Statistical Authority, Erbil Directorate of Statistics


1. Total number of students in all grades as per gender and environment (Directorate of Statistics Erbi and General Directorate of Education, 2013-2014)

Table 10 Number of students by level of education, gender and environment

Total number of students in schools (males/females) according to the statistics of the General Directorate of Education 2013-2014

GradesUrban Rural Total

Males Females Males Females

KG 13,049 12,882 275 281 26,487

Expedited Educa-tion 1,740 1,209 0 0 2,949

Primary 174,261 157,744 44,162 35,873 412,040

Preparatory 34,986 34,720 1,896 1,723 73,325

Secondary 3,457 3,976 4,033 3,114 14,580

Vocational 1,588 953 0 0 2,541

Total 229,081 211,484 50,366 40,991 531,922

Table 11 Distribution of school dropouts’ numbers and paercentage for academic year (2012-2013) per grade and gender 27

Grades Distribution of the Number and drop-out percentages per gender

Males Females Total

Primary 2,709 1,519 4,228

64% 36% 71%

Secondary 230 119 349

66% 34% 6%

Preparatory 941 387 1,328

71% 29% 22%

Vocational 24 21 45

53% 47% 1%

Total 3,904 2,046 5,950

66% 34% 100

Table 12 Distribution of population above the age of 10 years according to educational attainment 28

Distribution of population at the age of 10 according to educational achievement (%)

Detail Level Illiterate Reads

OnlyReads & Writes Primary Middle

Prepara-tory or Voca-tional

DiplomaBach-elor and higher

Other Non-in-dicated Total

Erbil 26.8 6 12.2 18.9 16.6 7.9 5.7 5.8 0.1 0 100

27 Information, statistics and indicators for Erbil Governorate 2014, the Ministry of Planning, Kurdistan Statistical Authority, Erbil Directorate of Statistics28 IBID

64

Higher and Vocational Education:In Erbil, there are five public universities, four of which are academic and one is technical, in addition to seven private universities. Public universities include Salahaddin, Koya, Erbil Medical, Soran and Politeknik Erbil (a technical university). Private universities include Ishik, Cihan - Erbil, SABIS, the Lebanese French, Hayat, University of Kurdistan and Bhaan University. Universities vary in size and capacity, as well as in quality of the offered curriculum and disciplines. Polytechnic University of Erbil is the only public technical university.

Analyzing the current status of education reflected a weakness in quality and its inadequacy in terms of modern methodologies and methods of education, in addition to a general weakness and a large variation in teachers’ competencies from one area to another. On the other hand, there is the lack of studies that show market needs and link education output with employment opportunities. Vocational education and training showed weakness in terms of the diversity of available professional disciplines and the number of institutions that offer vocational training. As well, it suffers a shortage in the number of graduates and the absence of the foundations of measuring the competencies of the professionals, which would save time and effort to the employer in selecting the required efficiencies according to standards and foundations measured by supported certificates.

In Erbil, there is now a Department of Vocational Training under the Ministry of Labor and Social Affairs, subordinating 8 different sections: electricity, refrigeration and air conditioning, generators’ repair, weld-ing, carpentry, sewing, computer and PVC. On the other hand, there is a great market need for craftsmen who have the knowledge and know-how in dealing with modern imported raw materials available in Erbil markets. Gaps emerge evidently in professional skills and behaviors in the construction sector, for exam-ple; being a sector witnessing an increasing booming since 2003 until now.

Table 13 Public universities in Erbil and the distribution of students by gender for the academic year 2013-2014

Number of students in colleges and institutes per grade and gender for the year 2013-2014Univ. Coll./

InstDept. Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Grand Total

M. Fem. M. Fem. M. Fem. M. Fem. M. Fem. M. Fem. M. Fem. M. Fem. Total

Salahad-din

11 81 2787 3371 2734 3169 2322 2646 2603 2473 22 10 0 0 10468 11669 22137

Koya 5 28 745 720 758 639 461 564 412 310 10 7 0 0 2386 2141 4527

Erbil Medical

5 7 215 386 168 368 147 242 150 200 103 153 61 68 844 1417 2261

Soran 4 29 716 517 429 359 290 241 249 217 0 0 0 0 1684 1334 3018

Po-liteknik

10 73 1982 2178 2143 2334 108 97 128 104 0 0 0 0 4361 4713 9074

Total 35 209 6445 7172 6232 6869 3328 3691 3542 3304 135 170 61 68 19743 21274 41017


Table 14 Private Universities in Erbil

Number of Private Colleges in 2013-2014Universities Number of Current Colleges

Aishiq 6

Cihan – Erbil 5

SABIS 3

Lebanese French 5

Hayat 5

66

Strategic Goal

Human Resources Development; in Terms of Education, Training and Competencies


Regional Goal 2 Education system and employment opportunities that enable the citizens to invest their potentials and improve their standard of living

Erbil Strategic Goal 3 Human resources development; in terms of education, training and com-petencies


2.3.1 Legislations

Weak university admis-sion policy 2.3.1.1

Reviewing the central admission policy and proposing an alternative policy

Weak conformity between labor market requirements and education and training outputs

2.3.1.2

Passing a law to establish a council for labor and education in addition to the vocational training, with a major participa-tion of the private sector

The existence of school dropouts 2.3.1.3

Reviewing the applica-tion mechanism of the provisions of law with re-gard to school dropouts

Weak linking between scientific researches and the provincial needs and develop-mental priorities

2.3.1.4

Establishing a council for scientific research with representation of the public and private sectors, in addition to is-suing a law in this regard with wide powers

Low attraction to private sector jobs and the weakness of entrepreneurship

2.3.1.5 Reviewing the legisla-tions governing the labor market and investment law, modifying them in order to encourage ac-quiring jobs in the private sector

2.3.1.6Establishing a fund/funds to finance micro, small and medium-sized enterprises



2.3.2Restructuring andmanagement

Weak regulatory struc-tures in public sector and the variability of distribution of public staff in terms of num-bers, quality and weak conformity between job requirements and competencies

2.3.2.1

Restructuring public sector institutions, keeping/preparing job descriptions, assessing the available competencies their compliance to the requirements of the job and preparing the institutional guides necessary to ensure institutionalizing the knowl-edge and work


2.3.3 HumanResources

Weak efficiency of most universities and educational institu-tions because of poor follow-up and evalua-tion system

2.3.3.1 Activating the role of qualitative securitydirectorates and educational supervision

Weak efficiency of faculty members, scientifically technically

2.3.3.2

Designing a program of requalification and educa-tional development to be mandatory for all faculty members and attendance therein shall be linked to career track and the system of bonuses (the results of the preparatory conference)

Nurseries low quality level 2.3.3.3

Applying currently approved standards to open and manage nurseries in institutions that contain a large number of female employees

Weak role of educational supervision of students in public schools

2.3.3.4Re-qualifying the existing to keep up with the existing methods of psychological and educational guidance

2.3.3.5 Preparing a modern methodology to educational guidance

2.3.3.6 Studying schools' need for appointing qualified social workers

Weak teaching of curriculum according to international standards and teaching methods

2.3.3.7 Reviewing and updating the curriculum, in addi-tion to the provision of the tools necessary for the purpose, including re-qualifying teaching cadres

Weak inclination towards entrepreneurship by young job seeker for focusing on public jobs

2.3.3.8 Provision of micro, small and medium loans for those wishing to establish private projects

2.3.3.9 Preparation and qualification of workers in the field of granting small and medium loans

68


2.3.4 Studies and Research

Weak conformity between labor market requirements and out-puts of the education and training

2.3.4.1Studying market needs for the required func-tions and competencies and estimating future needs

2.3.4.2 Studying local competencies and comparing them with the needs of the market

2.3.4.3

Studying the current work preparations and methodologies in higher education and vocational training and working on updating them

Lack of teaching and research sources in Kurdish

2.3.4.4 Studying the language barrier in the teaching process and proposing alternatives

Lack of data on the proposed and required jobs

2.3.4.5Setting up a database on the needs of labor market and job seekers, to be the basis for a recruitment network


2.3.5 Awareness and Media

awareness, inparticular 2.3.5.1

Designing and implementing a comprehensive awareness campaign about the rights and duties of citizenship, the freedom of expression and the sense of responsibility, investing in communica-tion mechanisms across educational institutions to spread the mission of the campaign


Policies to be Adopted by the Governorate to Achieve the Goal:1. Adopting an appointment policy according to efficiency and job requirements.2. Allocating the necessary sources to build staff capacities and generalizing the concept of “the governorate is a continuous learning institution”.

Required Legislative Improvements:1. Amendment of the central university admissions policy.2. Issuing a law to establish a council for labor and education in addition to vocational training, with a major participation of the private sector.3. Establishing a council for scientific research with representation from both public and private sectors, issuing a law in this regard with wide powers.4. Reviewing and modifying the legislation governing the labor market and the investment law to encourage acquiring jobs in the private sector.5. Studying and developing instructions on the supervision and educational and psychological counseling and following-up their application in the Region

Proposed Project(s) to the Regional Government:1. Implementing an integrated national program on the long-term for the reformation of the primary, higher and vocational education, adjusting their inputs and measuring their outputs in accordance with global methodologies that enable comparison on a global level.2. Restructuring public sector institutions, preparing job descriptions, assessing competencies and their compliance with job requirements and preparing institutional guides necessary to ensure to ensure institutionalizing knowledge and work.3. Implementing a comprehensive national program to eliminate e-literacy and teach English language to public sector employees.

CHAPTER FOUREconomic Development

72

Current Situation

Family Income and Poverty:The percentage of the population living below the poverty line rose (105.5 Iraqi dinars per month / person) in Erbil in the year 2012 to 3.6% of population, compared to (3.4%) in 2007. This percentage varies between rural (9.3%) and urban areas (2.4%)29, and from one district to another; 1% in Erbil and Koya, compared to 5% in Khabt and 6% in Merga Sur. The percentage of children under the age of 5 years who are suffering from malnutrition rose from 6.5% in 2000 to 9.7% in 2011.

Table 15 Poverty indicators

Millennium Develop-ment Goals

Kurdistan Dahuk Erbil Sulaimaniya Iraq Source

Ration of (non-secured) workers to the number of working population

MDG 22.4 25.6 18.2 22.7 - KRLFS

Prevalence of underweight (moderate to severe)

MDG 6.5 6.0 8.3 4.9 8.4 MICS

Prevalence of severe under-weight

MDG 3.4 3.2 4.6 2.1 3.8 MICS

Prevalence of stunting (moderate)

- 17.1 21.4 18.6 11.9 22.3 MICS

Prevalence of stunting (severe)

- 6.6 7.5 8.2 4.1 9.6 MICS

29 IHSES 2012


Agriculture and Agro-Products:Agriculture is one of the important productive sectors in Erbil and that generates job opportunities for local employment, especially in areas of high poverty rates compared to the average of the governorate.

Despite of the nature’s richness of water and fertile soil, the agricultural sector in Erbil is still far from using the mechanization and modern techniques currently used in the agricultural and livestock production sector. In addition it suffers the a lack of comparative studies that enable decision makers to compare the productivity per unit in this sector with other areas advanced in agricultural techniques, as well as the ab-sence of feasibility studies for the various crops and agricultural production in general, leading to creating a random sector.

Workers in the agricultural sector suffer weak knowledge and modern means of production, in addition to poor skills, especially skills related to the use of modern technology and machines. On the other hand, the government provides various types of support for workers in this sector, e.g. pesticides, fertilizers, seeds, etc., yet the amount of support provided is insufficient and the timing of its distribution does not fit with the production cycle in several occasions, rendering that support ineffective and unable to achieve its desired impact.

As a result, cost of local product is very high and no competitive in terms of quality, in addition to being un-protected within laws on local product protection, especially the local products similar to those imported from neighboring countries such as Turkey and Iran. Protecting the local product by preventing the impor-tation of similar products is not the ideal solution as long as the local product is uncompetitive in terms of price, because if its high cost of production, and quality. Future efforts must focus first on the implementa-tion of feasibility studies and then benchmarking studies, leading to identifying the products that have the potential to compete, at least locally, with similar imports. Afterwards, production methods and the skills of producers should be developed, as well should be supported with the necessary machines, technologi-cal equipment and assets; seeds for example, providing them with specialized laboratories and facilitating local, regional and global marketing mechanisms.

It is estimated that the next three years shall be exhausted in studying the sector and identifying areas for improvement and development of the product and those who produce it. Also, the next strategy for the post-2018 years should focus on issues such as the protection of the developed local product, product certificates of quality and support of exports.

74

Table 16 Agricultural Products in Erbil 2012-2013

Product Space/Doumn Total Production/Tonn

Wheat 636,828.5 319,855.8

Barley 137,140 55,457

Hommos 5,265.8 662

Lentil 156 23,4

Rice 99 61

Tomatoes 9,232 37,011

Cucmber 3,615 20,744

Eggplant 1,602 12,790

Potato 712 6,169

Onion 3,775 21,110

Corn 7,490 253,777

Sunflower 13 7

Okra 302 942

(Te Rozy) Cucumber 766 2,819

Toten 6 3

Muskmelon 7,416 46,340

Watermelon 4,373 16,525

Beans 154 358

(Cody) Trees 1,066 4,700

Sesame 33 16

Cowpea 766 2,580

Mash 29 20

Pepper 1,065 7,439

Table 17 Fisheries in Erbil in 2014

Project Type Number Production Capacity/Ton/Year

Ponds 175 313.96

Concrete basins for salmon 2 90.16

Closed basins 1 24.416

Cage basins 1 18

Total 179 446.536

Source: Annual Report of the Directorate of Fisheries in the Ministry of Agriculture, 2014


Investment:The number of local companies registered stood at 10756 in various disciplines, and the total of registered foreign companies was 2004, where most companies are Turkish (44%), followed by Iranian, Arab and European companies in the various disciplines30. In terms of the size of investment capital used in Erbil, it exceeded USD 24 billion as of May 2015, most of which (80%) is domestic capital31. Foreign investment in Erbil focuses on the sectors of services and contracting.

Industry and Trade:Total number of factories in Erbil by the end of 2014 stood at 2753, of which 37 are large industries facto-ries (30+ workers); 2716 factories for small to medium industries, of which 1233 are working factories and 1483 are under construction. Industries that employ 1-9 workers are small industries and industries that employ 10-29 workers are medium industries.

Industries areas focus on sand and stone quarries (252) and presses (292), while other industries are dis-tributed among food, textile and manufacturing industries and machinery. The estimated number of job opportunities offered by the industrial sector is 36932 jobs.

In trade, the current trade movement can be described as being a one-way movement where the Region imports, in general, different Products mainly from Turkey and Iran, in addition to products from China and other countries, while the local product, in return, is not up to competition to reflect the movement of trading in some products.

There are no specialized economic studies addressing the comparative advantage of the productivity of some products, the potential to develop them, and the economic feasibility of producing them. In addi-tion, there is a lack of integrated and targeted support programs for products with competitive potential in the future and the unavailability of the infrastructure needed to support commercial trade; e.g. roads and railways.

In terms of domestic economic activity and exchanges between districts, there is also a room for develop-ment and improvement through providing the support and infrastructure necessary to convert them from internal exchange operations to a product marketable externally. For example, Shaqlawa district is distinct for tourist services while Koya features quality poultry products and eggs.

Table 18 Local Economic Activity 32

# District Types of flows among districts

1 Shaqlawa Tourist services

2 Choman Agricultural products / stone

3 Maxmur Stone and plaster / agricultural crops

4 Koya Poultry products and eggs

5 Soran Agricultural products / plastic products / textiles

6 Merga Sur Agricultural products / wood products

7 Rawandoz Natural water / cattle and sheep

8 Erbil Plain Natural water / crops / passenger transport services

9 Khabat Beverages and juice / crops

10 Erbil Centre Agricultural products and crops / agricultural kits / industrial tools / wholesale trade

30 Information, statistics and indicators for Erbil Governorate 2014, the Ministry of Planning, Kurdistan Statistical Authority, Erbil Directorate of Statistics31 From the lecture of Mr. Nawzad Hadi, Governor of Erbil, at the Swiss Taft University, https://youtu.be/j7yOVZ8vA2U, on June 28th, 201532 Erbil's Provincial Diagnostic Report, with the support of ILO, 2012

76

Tourism:Globally, the importance of tourism as an economic sector began increasing; tourist numbers increased during the period 1990 - 2011 steadily and developing countries experienced a growth in tourism sector as well. World Travel and Tourism Council (WTTC) statistics indicate that the share of developing countries rose from 30% in 1980 to 47% in 2011 and is expected to further rise to 47% in 2030.

In general, Kurdistan Region, including Erbil, enjoys important natural, historical and cultural data stimu-lating tourism development; e.g. attractive nature including mountain ranges which are an extension of Zagros Mountains series, where the highest peak of this series at a height of 3607 m is in Erbil; the water-falls where the most famous are Bekhal Falls in Erbil, in addition to a number of natural springs. The Great Zab river is also the natural and administrative border between Erbil and Nineveh governorates. Climate in Erbil is hot in summer and cold to mild in winter, where temperatures in July and August reach to 50°C and 2°C in January, varying from one area; temperature reaches to -5°C in mountainous areas than in plains.

There are five crossings to Kurdistan Region with neighboring countries; one of them, Haj Omran crossing, is located in Erbil, connecting Erbil with Iran. In addition to the international terminal, there are several cross points between Erbil and the other governorates.

In terms of the transport network in Erbil, public transport is a key sector that needs to be developed in the next phase. Roads are available and in a good status, especially in the center of Erbil, yet they need to keep pace with the rapid expansion of the city’s area and residential areas. There are two bus stations in Erbil that provide transport services for a number of cities, but they are not up to international standards and non-organized within a comprehensive framework of the sector. There are public transport between Erbil and the other governorates. There is no railway.

Table 19 International Border Points in KRG

Governorate No. of Border Points Border Name and Areas it links

Erbil 1 Haj Omran - links Erbil with Iran

Sulaymaniyah 1 Bashammakh - links Sulaymaniyah with Iran

Dohuk 2Ibrahim Al-Khalil – links Dohuk with Turkey

Fishkhabour – links Dohuk with Syria

Garmian 1 Pervezkhan - links Garmian with Iran

Reaching Erbil by air is through Erbil International Airport, which connects the governorate directly with 17 international destinations in addition to Baghdad and Basra. It records 11 flights per day, and the num-ber of travelers amounted to 621,870 passengers in 2011, representing an increase of 37% compared to 2010, at the rate of annual increase of 25 % since 2006.

33 The report on e current status of tourism - the guiding plan for tourism in the province of Kurdistan, the General Authority for Tour-ism - Kurdistan Regional Government, August 2012


Table 20 Erbil International Airport flights in 2013

City Trips per week

Istanbul More than 10

Amman, Beirut, Vienna, Dubai 5-10

Doha, Abu Dhabi, Frankfurt, Baghdad, Basra, Antalya, Larnaca, Cairo, Ankara, Am-sterdam, Tehran, Gothenburg, Stockholm, Dusseldorf

1-4

Table 21 Airlines in Erbil International Airport in 2013

Airlines

Austrian, Iraqi, Atlas Jet, Jordan, Berlin lines, Lufthansa, Middle East Airlines, Union, Fly Dubai, Turkey, Cyprus, Becasss, Transavia, Qatar, Mahan, Olympic Zagros, Egypt Air, Al-Arabia.

Political stability is one the most important factors affecting the development of tourism. The Region has been in general witnessing excellent political and security stability since 2004 to 2013. Tourist traffic, either for the purposes of leisure or work, has been affected by the tense economic situation due to the failure to approve the annual budget for Iraq. Other reasons include the armed attacks in Erbil, most notably of which is the coward bombing near the governorate building in November 2014 and the attempt to enter Erbil by the terrorist ISIS organization in August 2014. Kurdistan, and Erbil the capital in particular, is an important destination for those looking for opportunities to invest in services sectors, including tourism industry which has seen remarkable growth in the number and quality of hotels, restaurants and cafes since 2004 until the moment, where Lebanese investments dominated this sector.

Tourist numbers have dramatically increased in the Region since 2007, where numbers of tourists exceed-ed 1.7 million tourists in 2011, most of whom (69%) went to Erbil. Tourism revenues for the same year amounted to USD 600 million. The number of tourists to the Region doubled in a notable and remarkable boom in 2012, with the number of tourists exceeding 2.5 million tourists during the first half of 2012; where 223,000 crossed to Erbil by air through Erbil International Airport and 755,000 crossed to Erbil through bor-der crossings with Iraq. The majority of tourism in the Region is internal, where approx. 70% of the tourists are Iraqis, compared to less than 15% of foreigners.

Figure 8 Tourism growth in the region over the past years

78

Table 22 Distribution of tourist arrivals to the region in 2011 according to destination

Governorate Tourist (%)

Erbil 69%

Sulaymaniyah 19%

Dohuk 12%

Tourism sector needs full regulation and development in the Region, since there is still a need to adopt and circulate the international rankings for tourist facilities. Tourist areas and utilities, means and lines of transportation should also be developed, as well as the local human resources that could be an important element in the labor required for the sector, not to mention the culture of the tourist community. Further, the high cost of tourism, especially travel tickets’ and hotel accommodation, as well as the limited airlines, in addition to the lack of organized promotion and weak associated services of local handicrafts and folk-lore exhibitions, among others, are some of the most important aspects that need to be developed in the next phase.

Financial and Banking Services:Banking and financial services can be available and investor’s confidence can be attained with the exist-ence of a legislative structure that govern them, guarantee the right of the investor, facilitate the provision of basic investment service and develop economy in general.

Central Bank of the Kurdistan is subordinate to Iraqi Central Bank in Baghdad. As well, the banking sector in the Region is subject to a complete subordination to the laws of the Central Bank of Iraq in Baghdad, which limits the possibility of diversification of services and affects the liquidity available, in addition to increasing the time needed to complete banking transactions’ procedures. Only a limited number of finan-cial services is being offered in the Region; e.g. banks that provide limited and modest services in terms of investment. The Region in general lacks other important financial services for investment; such as stock market, bonds and currency exchange.

There are 95 banks in Erbil, most of which are located in central Erbil. They vary between public, private and specialized banks that provide certain sector services; such as the agricultural loans. ATMs are available at only ten banks only and they are mostly out of order. The number of bank users in Erbil in 2013 was ap-prox.100,000, yet there are no precise figures or analytical statistics on the number of users of banks, their nationalities, or the quality of services they receive. Salaries constitute the majority of the trading volume in banking services, while the other services are of very limited number; including opening of current and savings accounts in local currency and dollar, bank transfers and a limited number of facilities including promissory notes and letters of guarantee. Among the services offered by the banks are also lending ser-vice, which includes housing, agricultural and industrial loans.


Table 23 Banks in Erbil till the end of 2013

DistrictBank Type

Central Public Private Specialized Total

Central Erbil 1 20 48 5 74

Dashti Hawler 0 2 0 0 2

Khabat 0 2 0 1 3

Shaqlawa 0 3 0 1 4

Soran 0 3 0 1 4

Koy Sanjaq 0 2 0 0 4

Choman 0 1 0 0 1

Merga Sur 0 3 0 0 3

Makhmor 0 1 0 0 1

Total 1 37 48 9 95

Unemployment and Employment:The percentage of population at working age in Erbil is (57.3%), which is the percentage of the population in the age group of 15 to 64 years of age according to the ILO definition. Unemployment rates vary by gen-der, where unemployment rates among males is 4.3% versus 12.8% among females34.

In terms of economic sectors generating income, the private sector has absorbed almost half of employ-ment in Erbil (44.5%). Service sector achieved the highest proportion of employment, absorbing 71.4% of labors, followed by the industrial sector at 20.2% and finally the agricultural sector at 8.4% thereof.

Table 24 Distribution of employment in the private sector35

Millennium Development Goals

KRG Dahuk Erbil Sulaimaniya Iraq Source

Private sector share - 49% 48% 44.5% 54% - KRLFS

Q32012

Ratio of work-ers as per eco-nomic activity: Agriculture

CI 7.1% 7.6% 8.4% 5.3% - KRLFSQ32012

Ratio of work-ers as per eco-nomic activity: Industrial

CI 19.3% 20.8% 20.2% 17.3% - KRLFSQ32012

Ratio of work-ers as per eco-nomic activity: Services

CI 73.6% 71.6% 71.4% 77.4% - KRLFSQ32012

34 Labor Force Report 201335 Socio-Economic Indicators in KRG – Socio-Economic Monitoring System, Ministry of Planning. Kurdistan Regional Statistics Office, Kurdistan Region, Iraq, Dec 2012

80

Competences of local Manpower for Recruitment in Foreign Investments:Local competencies can be currently described as weak and disproportionate to the requirements of for-eign investors. On the one hand, there is the language barrier as a main obstacle facing the possibility of hiring local staff, since Kurdish, Arabic and English languages are main languages, as well as Turkish in several occasions. Most young people lack the English language fluency. On the other hand, there is a weakness in the required expertise in a degree that varies from the requirements of one sector to another. Thirdly, there is also poor professional and productivity culture, on top of which is adherence to working hours and deadlines.

There is no study on economic sectors’ needs of competencies that can guide the design and implemen-tation of requalification and training programs for the local workforce, neither a comprehensive study on the potentials and aspirations of the local workforce and their view of the various careers and jobs. Such studies are essential in determining the most important causes of the gap between the local workforce requirements and needs of the economy.


Strategic Goal

Enhancing the level of contribution to the economic and investment sectors by employing availablenatural and other resources


Regional Goal 4 Developing a diversified private sector-based economy

Erbil Strategic Goal 4 Enhancing the level of contribution to the economic and investmentsectors by employing available natural and other resources


4.4.1 Legislations

Poor legallegislations andregulations governing the economic and in-vestment environment

4.4.1.1

Reviewing and classifying the laws of the major and supporting investment sectors and developing regulations organizing such sectors

4.4.1.2

Reviewing the regula-tions of government contracts related to tenders and projects with the private sector and ap-proving the rules of FIDIC

4.4.1.3Issuing legislation for small and micro financing institutions

4.4.1.4Issuing legislation concerning mortgage companies

4.4.1.5

Resolving the problem of insurance companies and the legal reference thereof

4.4.1.6

Activating the issuance of law of establishment of public joint-stock companies

Lack of use of govern-ment tools related to qualitative control and monitor efficiently

4.4.1.7

Issuing deterrent law/regulations activating the operations of Quality Assurance and Standardi-zation Authority

4.4.1.8Enforcing commercial property and patent protection law

4.4.1.9

Reviewing Statistics Act and making amend-ments related to easiness of data collection and authorizing the Statistics Department for imple-mentation thereof

82


4.4.1

Lack of use of govern-ment tools related to qualitative control and monitor efficiently

Lack of an institu-tion concerned with deposit guarantee and classification thereof

4.4.1.10 Enforcing the law od bank deposit protection

Low support of eco-nomic development projects of competitive advantage and dependency on oil in Erbil

4.4.1.11

Establishing develop-ment investment fund under a law, so that a pro-portion shall be subtract-ed from Erbil›s (oil and non-oil annual) revenues to invest thereof for the purpose of developing other economic sectors


4.4.2 Structuring and Ad-ministration

Multiple measures and the government agencies responsible for providing services to investors

4.4.2.1

Creating a unified invest-ment window for inves-tors along with providing the representatives of the directorates therein with adequate powers



Lack of experience in establishing and managing small and medium enterprises

4.4.3.1

Preparing and imple-menting a training plan for the management of small and medium-sized enterprises

Lack of qualified and trained tourist cadre 4.4.3.2

Preparing and imple-menting a plan for train-ing and qualifying the workers in tourism sector in all related fields and providing the trainees with international certifi-cates in the field

Poor efficiency of hu-man resources in the field of investment in some government directorates

4.4.3.3

Assigning technical and administrative training courses for qualifying the investment-related directorates



4.4.4 Studiesand Research

Lack of unified mon-etary policy for the management of cash from the interests of loans and deposits and other banking rates, in addition to the mul-tiplicity of the regula-tory framework of the banking sector from two reference points and the relationship mechanism with the central government in Baghdad

4.4.4.1

Preparing an integrated study on the state of monetary policy in the Region of Kurdistan and the available options for the future relation-ship of the branches of the central bank in the Region with the Central Bank of Iraq

The high cost of do-mestic production 4.4.4.2

Preparing a comprehen-sive study on the reasons for high production costs of domestic products and determining the number of scalable value-added products (made in Erbil)

Lack of surveys and studies on soil quality, classifying them into agricultural land and valuating them

4.4.4.3

Implementing a com-prehensive study to determine the quality of soil, classifying them into agricultural land and valuating them

Lack of studies on mar-ket needs regarding local workforce, level of required skills and numbers and future changes of human resources

4.4.4.4

Preparing a study on the labor market in terms of the needs of invest-ment sectors of human resources, focusing on vulnerable groups

Application of the principles of product production by some countries that have business relationship with the Region

4.4.4.5

conducting a study on commercial relations with neighboring coun-tries, especially product protection issues

84


4.4.5 Awarenessand Media

Lack of promotion strategy for Erbil as center for investment

4.4.5.1Developing a strategy to promote investment in Erbil

Lack of banking aware-ness on the part of the clients (citizens) and the staff in banking sector

4.4.5.2

Launching a media campaign to publicize banking sector, bank-ing services and dealers' rights and obligations

Lack of budgetssufficient to support the agricultural sector and raise its produc-tion, in addition to the random sector-oriented support

4.4.5.3

Making programs to sup-port the agricultural sec-tor based on the relative advantage of products and crops


4.4.6 Technical

Failure to complete the diagnostic report about Erbil on all economic sectors in the governorate and its comprehensiveness at the level of districts and adopting its find-ings

4.4.6.1

Updating and activat-ing data diagnostic report about Erbil and expanding this study by including a number of economic sectors down to the level of districts and putting them into practice

Poor capability of fi-nancing large strategic projects in Erbil by the government

4.4.6.2

Adopting of the principle of BOT and BOOT for infrastructure projects and strategic projects; e.g. (Erbil metro, public transport inside Erbil, free zones) and infrastructure projects; e.g. (generation and distribution of elec-tricity, energy projects, water supply projects, railways, dams, silos and refrigerated warehouses, parking lots, information technology-supportive infrastructure)

Limited role of private sector in achieving comprehensive eco-nomic development

4.4.6.3

Establishing an economic partnership council involving public and private sectors



4.4.6 Technical

The Region’s central bank dependency on the Central Bank in Baghdad and the mar-ginalization of its role

4.4.6.4

Considering the central bank branch in Erbil as a branch of the Central Bank in Baghdad, with full powers, structure and services

4.4.6.5

Improving and activating the standards of good governance in the finan-cial and banking sectors and the development of financial control systems

Inefficiency of state banks and service quality

4.4.6.6

Introducing banking services that conform to international prac-tices, including: opening credits, individual loans, sector loans, credit cards and bank guarantees

4.4.6.7

Introducing a tender by the central bank in the Region to provide clear-ance services between banks

4.4.6.8

Establishing a private company with a contri-bution from the Central Bank of Credit Informa-tion to provide banks with information about dealers

4.4.6.9Adoption of Treasury Bills as a source of project finance

Limited role of private sector in achieving comprehensive eco-nomic development

4.4.6.10

Facilitating the estab-lishment of cooling and regular warehouses, as well as general agricul-tural markets based on advanced standards

4.4.6.11

Establishing companies specialized in marketing agricultural products and connecting them with production companies

4.4.6.12

Implementing a set of policies to protect local products and consumer protection

86


4.4.6 Technical

Using undeveloped agricultural technol-ogy and providing the infrastructure support-ing the agricultural sector

4.4.6.13

Evaluating the agricul-tural production inputs in Erbil (machinery, equipment, seeds and seedlings and farming methods) and areas of development

4.4.6.14

Starting the implementa-tion of the projects of dams' construction, water storage and irrigation channels approved by Erbil, along with activat-ing the regional agree-ments with neighboring countries

4.4.6.15

Licensing strategic agricultural projects and implementing them on agricultural properties of large areas and on sci-entific basis depending on soil testing and land classification

Most lands are bur-dened with owners’ disposal rights, in ad-dition to lack of public lands for cultivation purposes

4.4.6.16

Committing to Erbil's comprehensive scheme which divides the lands into agricultural, indus-trial, tourism and other usages

Poor government support directed to entrepreneurship

4.4.6.17

Launching business incubator program in cooperation with the pri-vate sector, international agencies and civil society organizations

Poor database serving the economic activities 4.4.6.18

Preparing and develop-ing comprehensive data-base serving all economic sectors


Policies to be adopted by the governorate to achieve the goal:1. Encouraging investment projects serving Erbil’s development priorities2. Seeking to provide economic databases3. Encouraging studies dealing with the economic challenges in Erbil, including the gap between the private sector needs and available labor competencies

Required Legislative Improvements:1. Setting up fund(s) to finance micro, small and medium enterprises at Region level with branches in every governorate.2. Studying and developing investment laws to ensure investments sustainable growth.3. Studying the possibility of making legislative amendments within the powers of the Region that would develop the financial and banking sector in the Region and investments’ service.

Proposed Project(s) to the Regional Government:1. Studying the support provided to the agriculture sector and its organization, along with increasing the ceiling allotted thereof to ensure supporting the projects and products with future development potential.2. Preparing a comprehensive survey of the natural resources available in the Region; above and in the ground, indicating the feasibility of investing thereof.3. Creating a unified investment window for investors’ services, including: A. Restructuring the institutions concerned with economic growth B. Re-engineering operations and public services to save time and reduce errors C. Designing the infrastructure necessary to apply the unified window including its electronic services D. Building capacity of concerned government staff and e-literacy to enable managing the window.4. Preparing industrial map of the industries at the level of the Ministry of Industry and Trade5. Conducting a study of the natural resources available in the Region above and in the ground, indicating the types of available natural resources, their expected quantities and the feasibility of investment thereof.6. Implementing radical reforms to education sector to develop the quality of education and improve alignment of outputs thereof with market requirements.

CHAPTER FIVEPublic Services

90

Health Services:

Health services in Erbil witnessed remarkable development in recent years, especially with regard to the provision of specialized health services and the number of foreign health facilities which provide high-level medical services provided with advanced technologies. The number of government hospitals amounted to 25 hospitals containing 2833 beds and 271 health centers.

Infant mortality per 1000 births is 3.6 and mortality rate of children less than 5 years per 1,000 births is 21.35.36

Table 25 Government health centers in Erbil in 2014

Health Centers NumberTotal number of non-specialized health centers 271Primary health centers (managed by a doctor) 100Specialized health centers 17Medical Consulting Clinics 10Clinics on Duty 7Traditional Clinics 17

Government health services in Erbil need to be developed in terms of the number of beds per 1000 citi-zens, since the current ratio is one bed for every 1000 citizens, which is a small percentage where the target in the future is two beds per 1000 citizens. The public sector in medical services needs to raise the level of quality of service and the introduction of the concepts and standards of global health, as well as en-hancing the quality and tightening the control and follow-up on the sector to reduce infant and maternal mortalities and increase the success rate of treatments and reduce medical errors. Also, there is a need to reduce the variance in the number of centers and the field of medical services provided in the center and outskirts. Additionally, there is a need to raise the level of using of modern technology and equipment and the development of medical laboratories, testing methods and used machinery, as well as the develop-ment of medical and administrative staff in the sector.

Environment:Despite the government’s keenness to increase green areas in Erbil, where 113 park projects were im-plemented during 2013 only, yet urban expansion, the steady increase in population and the increasing mobility, especially in the city center, all contributed to increasing pollution in the air. During 2012 and 2013 Erbil witnessed an increase in the severity and duration of seasonal dust storms during the single year, which reflects a vulnerability to climate change. On the other hand, the inevitable result of the deple-tion of ground and surface water as well as the weakness of sewerage network and the non-application of solid and liquid wastes’ treatment and their impact on raising pollution in the soil, which is alarming in the medium and long term.

There is severe weakness in the field of periodical environmental studies and statistics, in addition to the weak competencies of employees in the environmental field and the limited existing disciplines, as well as the lack of modern technologies in environmental management or advanced mechanization in this field.

Current Situation



Upon analyzing the status quo in the field of environment, the concerned team was unable to determine the readings, indicators or the specific data related to rates of pollution and toxic gases in the different natural environment resources of air, water and soil due to the lack of this kind of data and information. However, the various participants in the planning process pointed to the growing severity of environmen-tal problems notable in Erbil, whether in terms of low rainfall or tangible air pollution, among others.

The Kurdistan Environment Protection Authority is concerned with maintaining environment improve-ment, yet the preservation of the environment issues are subject to the participation of other governmen-tal institutions; such as the municipality, municipalities and agriculture. The environmental field in Erbil is still weak and needs development, particularly the data and measuring tools of the different levels of pollution and the efficiency of experienced workers and specialists.

Housing:Erbil seeks to provide housing for its citizens, particularly low-income families, through the implementa-tion of various housing projects. The provided housing services vary to include two main types of residen-tial buildings; three-storey buildings and ten-storey buildings, with residential units of 108m2 and 114 m2, targeting low-income people37. In addition to multi-storey residential units, Erbil provides independent housing units carried out by the Iraqi Korean company according to international standards, using Korean environment-friendly technology. Under the direct guidance of the President of Kurdistan Regional Gov-ernment, Mr. Nechirvan Barzani, 5,000 housing units were allocated within the project “Korean Homes” for low-income persons, located close to Berzyn complex, which were distributed and delivered to 5,000 applicant citizens through a lottery as of February of 2014.

Associations and non-governmental organizations:Civil society and non-governmental institutions vary in Erbil and they are divided according to their web-site to centers, associations and organizations. According to database of non-governmental organizations at UNAMI in 2010, there are 66 associations, institutions and non-governmental organization, both local and national, in Erbil, most of which (60) are with scope of work that include Erbil, in addition to the rest of Kurdistan governorates while the remaining are concerned with developmental programs on the level of Iraq as a whole38. The areas of work of associations and organizations vary from general humanitarian to specialized in providing specific services; such as services in the field of autism, chronic diseases care or care for writers or Arts.

In addition to local and national associations, dozens of international community organizations are head-quartered in Erbil or established a local branch therein.

In general, associations and non-governmental organizations vary in terms of the quality of programs and levels of empowerment, in addition to the fact that the sector as a whole needs organization in terms of official registration methodology and control of activities by the government.

37 Erbil Statistics38 List of associations in Erbil – UNAMI, 2012

92

Strategic Goal

Improve Public Services offered to Citizens in; Environment management, Health, Housing, Culture, and Awareness


Regional Goal 1 Health and social services that respond to the needs of the citizens

Provincial Goal 5 Improve Public Services offered to Citizens in; Environment management, Health, Housing, Culture, and Awareness


1.5.1 Legislations

Lack health insurance system 1.5.1.1 Approval of health insur-

ance system

Lack of social security investment law in or-der to achieve perma-nence and continuity to provide security services

1.5.1.2

Establishing an invest-ment unit for social secu-rity funds (where board members are completely separate from the secu-rity members within the best security practices)

The lack of citizens' national numbers 1.5.1.3

Issuing a law guaran-teeing the adoption of national numbers in the Civil Status Card



1.5.2 Structure andAdministration

Weak commitment to the principles of non-infringement of the nature reserves and pollutants

1.5.2.1

Formation of a joint com-mittee of the competent authorities to prevent violations to address current the current viola-tions of infringement of protected areas and roads

Increasing rare of road infringements and land uses

1.5.2.2

Formation of a joint com-mittee of the competent authorities to prevent new violations to address current violations on the land and the use of licenses

Failure to apply the principle of restor-ing the cost of public medical services

1.5.2.3Applying the principle of the restoration of public medical cost

Lack of citizens' health card files 1.5.2.4 Setting up smart card

health for the citizens

Lack of an integrated social security law 1.5.2.5

Issuing an integrated modern law with the best social security practices based on Presidential De-cree No.15 of 2012 on the law of social security, as amended, No. 4 of 2012, dated June 26, 2012

Weak and limited numbers of youth centers

1.5.2.6Expansion of youth cul-tural centers to be cultur-ally eligible for youth

Lack of accurate data about job seekers and a weak mechanism to link job seeker citizens with the needs of the labor market

1.5.2.7

Creating specialized databases that link the needs of the employer and specifications with the job seekers and their career ambitions

Disqualification of care houses 1.5.2.8

Restructuring the care centers for children, women, aging persons, orphans and the dis-placed

High rates of poverty outside Erbil Center 1.5.2.9

Establishment of produc-tion cooperatives in the poorest areas

94



Non-readiness of human resources cadres to deal with the matters related to pollution

1.5.3.1Providing a specialized training program for hu-man cadres

Qualitative shortage in the medical field in terms of the number of doctors and some terms of reference

1.5.3.2

Adopting a program to send the outstand-ing graduates from the Medical Board of Medical Sciences abroad, obligat-ing them to return and provide years of service

Poor distribution of medical personnel be-tween rural and urban areas

1.5.3.3 Adoption of the health master plan

Varied level of tech-nical efficiencies in public sectors

1.5.3.4Developing a training plan for professionals in government institutions

Weak professional competencies within the unemployed cat-egory

1.5.3.5

Preparing a specialized training program to train the unemployed categories

Modest household income in Erbil 1.5.3.6

Preparation of a training program for qualifying housewives to work from home



Lack of studies that illustrate the level of violation of green spaces

1.5.4.1

Developing a mechanism for better coordination between the Environ-ment Agency and educa-tional institutions

Acute shortage of modern equipment 1.5.4.2

Preparing studies and Health for medical needs (medical equipment)

Non-conformity of scientific curriculum with market scientific requirements

1.5.4.3

Conducting a study on curriculum development based on the scientific re-quirements (knowledge economy)

Violations by doctors to practice controls 1.5.4.4

Tightening the proce-dures for controlling infringing doctors in profession practices

Weak public medical services in Erbil 1.5.4.5

Studying the possibility of establishing a medical services company (a public company)




Universities' inability to accommodate the numbers of graduates students in prepara-tory years

1.5.4.6Studying the possibility of increasing the capacity of universities

There is no evidence to improving public services

1.5.4.7 Preparing guide to im-prove public services



Lack of awareness in the field of the envi-ronment and environ-mental impact

1.5.5.1

Holding workshops to educate citizens about the environmental impact


1.5.6 Technical

Lack of pollution measuring devices (air, soil, water)

1.5.6.1Providing laboratory and field pollution measure-ment devices

Weak distribution in the field of medicine and medical equip-ment

1.5.6.2

Adopting an estimate plan for the needs of medicines and mecha-nisms to cover them

Policies to be adopted by the Province to Achieve the Goal:1. Inclusion of environmental safety standards in the study of bids and making assignment decision.2. Encouraging international organizations to carry out projects in the management and treatment of waste and the provision of pollution measuring devices and training employees on using them.3. Encouraging partnership with the private sector in the field of environmental management.4. Encouraging the publication of scientific research conducted by graduate students in collaboration with universities.

Required Legislative Improvements: 1. Studying and developing the legislations on the supply of medicines.2. Activating the Civil Service Law.3. The development of the social security legislations.4. Reviewing and developing investment law in respect of industrial projects to serve the development of the sector and the sustainability of resources and environment.5. Reviewing and developing the qualitative measuring standards approved in the Region.

Proposed Project/s to the Regional Government:1. Implementation of a number of partnership projects between the public and private sectors in order to raise the level of health services and improve their geographical distribution.2. Developing an electronic system for health service sector to enable stakeholders to track the services provided through the smart card and the adoption of the national number.

CHAPTER SIXCrisis Management and Readiness

98

The concept of early warning is one of the modern concepts based on prediction of negative situations be-fore they occur, by monitoring and interpreting danger signs and to sending reports to decision-makers. Early warning system is known as a tool that gives prior signs or signals to the probability of malfunction or crisis occurrence before they happen and aggravate.

Early warning system depends mainly on:1. Providing a comprehensive and accurate base of information and data on all aspects.2. Providing the required electronic link between databases to provide an integrated network.3. Good planning for crisis management, which would study the possible scenarios and determine the definition of all crises and risks that Erbil may be exposed to, along with the effects and implications of all of the risks that have been identified?4. The ability to read the indicators correctly.5. Efficient decision-making and implementation (being able to respond to the indicators by taking the decision in a timely manner and implement the necessary action with high efficiency).6. Availability of capabilities to deal with the identified risks.

Global attention has been dramatically given to both the economic and security early warning indica-tors. However, early warning systems at the level of governments should include environmental, social and health aspects in addition to the economic and political/security aspects. Thus, the databases, which are the basis of the early warning system, are branching out to social safety network, economic security network, environmental safety network, health safety network and political/security safety network. Each network is linked to a sub-warning system that alerts decision makers with the probability of risks in a particular area.

The provision of an integrated and efficient early warning system required several years. However, the first step is to design the necessary databases and make a qualitative development in the areas covered by pe-riodic statistics and statistical cadres, both quality and quantity wise. The next phase (2016-2018) may also include the implementation of the electronic design of a preliminary version of the crisis management system in addition to training the staff concerned with statistics.

The importance of the existence of an integrated system for early warning and crisis management has become evident in the years 2013 and 2014 with the growing influx of displaced people to the Region and governorates and displaced groups began to affect the social fabric composition and structure of popula-tions. The existence of such system has increased when Erbil was exposed to terrorist attacks when ISIS forces tried to access the governorate through a number of coward bombings.

Erbil is currently depending on an emergency committee “operations rooms” which meets in the event of danger in order to manage the resulting impacts, which is a course based on reactions rather than antici-pations of acts and trying to prevent them. The need to provide an integrated scientific methodology for crisis management is an urgent and essential need to ensure the preservation of Erbil’s developmental gains against risks of all kinds.

Current Situation


Strategic Goal

Adopt an advance crises management and early warning system measures warning indicators at all levels; social, economical, political and cultural.


Regional Goal 1 Health and social services that respond to citizens' needs

Provincial Goal 6Adopt an advance crises management and early warning systemmeasures warning indicators at all levels; social, economical,political and cultural.


1.6.1 Legislations

Weak ability to early sense of dangers, thus weakening thereadiness to riskmanagement

1.6.1.1

Issuing legislation that entails the establishment of a regional council for early warning and crisis management linked to the local councils in the other governorates


1.6.2 Field of Challenges Challenges

1.6.2.2

Establishing a council for crisis management and early warning at the Erbil's, to be headed by the governor and the membership of rep-resentatives from the following sectors (eco-nomic, political, cultural, social, earthquakes and natural disasters, epidem-ics, health, educational, security, environmental)

1.6.2.3

Establishing a directorate for early warning and crisis management, ac-cording to the following structure: (unit of surveys and questionnaires, unit of analysis, study and construction of indica-tors, monitoring and evaluation unit and the support and relief unit)

1.6.2.4

Determining the struc-ture of the early warning support directorate, along with its powers and their Interaction with other directorates, as well as the job descriptions for the head of the directo-rate and staff members

100



Lack of humanresources' readiness in the field of earlywarning and crisis management

1.6.3.1

Preparing a training and requalification plan for the technicians and skillful personnel in the early warning support and crisis management directorate

The absence ofmobilization practices' skills

1.6.3.2

Cooperation with a con-sulting firm specialized in carrying out mobilization practices for the first year and ensuring transfer of knowledge to local trainers to do the job in subsequent years

Technical level of the staff of statistics 1.6.3.3

Designing a special training program for the staff of the Directorate of Statistics in Erbil within the technical and skills work


1.6.4 Researchand Study

Lack of rating at the level of the Region for the classification of crises and means of electronic support

1.6.4.1

Adoption of crises' rating at the level of Kurdistan to include the following crises' names: (economic, political, cultural, social, earthquakes and natural disasters, health and epidemics, educational, security, environmental)

1.6.4.2

Commissioning a consultation firm to study the electronic link requirements among the following: Kurdistan Statistics Authority and directorates of statistics in the governorates

The absence of com-prehensive reports about the situation in Erbil

1.6.4.3

Issuing an annual peri-odical report under the name "State of Erbil', to be issued by early warn-ing and crisis manage-ment support directorate in a participatory manner




Gaining support and awareness in the field of crisis management

1.6.5.1

Launching of ongo-ing campaigns to raise awareness and gain support to instill a culture of early warning and crisis management, as well as transparency in dealing with them and the announcement of the mobilization practices, volunteering and support and relief campaigns


1.6.6 Technical

The extent of readiness to implement the early warning and crisis management system

1.6.6.1

Commissioning a consul-tation firm to determine the needs to support the early warning and crisis directorate with the necessary software & hardware), studying the options for remote sens-ing systems and control-ling systems via satellite

Inadequate practical and applied aspects in the early warning system and crisismanagement

1.6.6.2

Adopting practical and mobilization practices that stimulate raising readiness to all types of crisis programs

Financial allocations to support the early warning and crisis management system

1.6.6.3

Preparing an annual budget to support the early warning and crisis management system, covering its allocations from the operating budg-et, the capital budget, Regions' development or strategic budget

102

Policies to be adopted by the Province to Achieve the Goal:1. Enhance the coordination between government directorates through regular coordinating meetings.2. Encourage building up institutional knowledge and management of information between Erbil’s directorates.

Required Legislative Improvements1. Issuing the necessary legislations to build an early warning system at the level of the Region, s linked to local databases for the indicators of early warning system.2. Developing the legislations associated with crisis management legislation to raise the efficiency in crisis management and replacing confronting emergencies after their occurrence of emergency with an integrated and ongoing crisis management.

Proposed Project/s to the Regional Government: 1. To establish a council for early warning and crisis management, providing the necessary financial allocations for building the system, the training of personnel and the provision of the equipment and devices, along with preparing a long-term plan to establish and develop the system over the coming years.2. Strengthening Department of statistics and support it with necessary staffing, training and financial resources, so it can fulfill her role and widen her scope to function as the essential regional data bank for the region and governorates

Assumptions of Strategy Realization:1. Region’s ability to restore security and stability to the status before 2014.2. Achieving stability with respect to the budget, the allocation of provincial development and the provision of the budget required to implement the strategy.3. Increasing the annual provincial allocations and activating the powers granted to local governments.4. Adoption of corrective legislation required by the provincial government.5. Stopping the displacement to the Region and reaching radical solutions to the problem of displaced people currently existing in Erbil.6. Recovery in oil prices from the current crisis of the sharp decline in the world price of the barrel of oil.7. Continuation of peaceful coexistence among the various segments of society in Erbil.8. Stability of natural conditions and disappearance of natural disasters in the next phase.


Application Requirements of the Strategic Development Plan of the Erbil Province and Performance Follow up and Assessment:

In order to apply Erbil’s strategic development plan successfully, the following are required:1. Arranging the proposed projects in order of priority and reliability on each others.2. Establishing strategic management unit39 in Erbil to follow up the implementation of the plan, to linked directly to the governor’s office and shall have the authority to directly contact the governor and the technical departments of the concerned ministries and general directorate in the Ministry of Planning. This unit may be at the level of a directorate or a department within the organizational structure of Erbil or in the form of a committee or a body to avoid the hassles/requirements of legislative change in the organizational structure.3. The unit shall be responsible for the following tasks: A. Preparing the project’s descriptive cards for each project included in the strategic plan. B. Following-up the collection of the necessary financial allocations for the implementation of projects through investment budget and provincial development budget and other possible financial resource allocations from specific regional strategies. C. Periodical review of the plan and proposing any necessary corrective changes. D. Implementation follow-up by the bodies in charge for each project, measuring performance indicators E. Predicting the potential risks during implementation, which would block the implementing the project, and managing these risks should they occur. F. Preparing performance follow-up reports. G. Coordinating with the Ministry of Planning about performance indicators to provide the ministry with the results of s achievement according to its requirements. H. Preparation of internal evaluation reports on the efficiency and effectiveness of implementation. I. Supporting the external assessor by providing all the data required for the preparation of the external evaluation report4. Allocating the necessary financial resources for: A. Building the capacities of the staff in the strategic management unit in terms of strategic management, follow-up and evaluation mechanisms B. Designing a database for developmental indicators and performance indicators as included in the Strategic Development Plan C. Covering operating expenses for the unity of strategic management, including moving to projects’ sites when needed, as well as meetings with the concerned directorates and institutions for follow-up purposes D. Implementation of external evaluation

39 A Unit may be at the level of a division or a directorate based on the decision of the Governor and if not possible within the organi-zational structure, a committee may be formed.

104

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

Table 26 Timetable of the Follow up on the Implementation of the Strategic Development Plan

Date Follow Up Report Deadline Period covered by the report

1 First follow-up report for the first year 2016 5 May 2016 First Quarter of the first

year

2 Second follow-up report for the first year 2016 5 July 2016 Second Quarter of the

first year

3 Third follow-up report for the first year 2016 5 October 2016 Third Quarter of the first

year

4 Fourth follow-up report for the first year 2016 5 January 2017 Fourth Quarter of the

first year

5 First follow-up report for the second year 2017 5 May 2017 First Quarter of the sec-

ond year

6 Second follow-up report for the second year 2017 5 July 2017 Second Quarter of the

second year

7 Third follow-up report for the second year 2017 5 October 2017 Third Quarter of the

second year

8 Fourth follow-up report for the second year 2017 5 January 2018 Fourth Quarter of the

second year

9 First follow-up report for the third year 2018 5 May 2018 First Quarter of the third

year

10 Second follow-up report for the third year 2018 5 July 2018 Second Quarter of the

third year

11 Third follow-up report for the third year 2018 5 October 2018 Third Quarter of the

third year

12 Fourth follow-up report for the third year 2018 5 January 2019 third Quarter of the

third year


Timetable of Evaluation Reports:

Table 27 Timetable of Evaluation Reports

Date Evaluation Concerned Period

Assessment es-timated period

Aspects meas-ured byassessment

Proposals included in the assessment report

Implementing agency40

1 Initial assessmentOne month from the date of ap-proving the plan

One month

Erbil’s readiness for implementa-tionAvailability of implementation requirementsRealistic expecta-tions and indica-tors

Results of assess-ing the readiness and proposals to improve the efficiency of im-plementation as well as expecta-tions of achieve-ment levels

External assess-ment

2mid-term achievement as-sessment

The first year and half of the second year of the plan

45 days

Level of success in achieving the goals of the plan during the first half of the imple-mentation period of the plan.The assessment report shall measures the fol-lowing areas: Relevance, ef-fectiveness and efficiencyRelevance: To what extent the results achieved are relevant to the set goals and the root causes of the challenges of development.Effectiveness: Adequacy of implementation (the level actually achieved versus the plan) Effi-ciency: Efficiency of implementa-tion (level of achievement earned within the allotted budget and time)

Areas for im-provement that would develop the efficiency and effectiveness of the implemen-tation of the second half of the strategyMost achieved and most back-ward goals based on the indicators

1. Internal evalua-tion2. Optional - ex-ternal evaluation

40 Internal assessment means that it shall be carried out by the administrative unit in charge to do so by the governorate, while the external assessment means contracting with a third party to carry it out to ensure transparency

106

Date Evaluation Concerned Period

Assessment es-timated period

Aspects meas-ured byassessment

Proposals included in the assessment report

Implementing agency

3Final achieve-ment level as-sessment

Entire period for implementing the strategy

45 days (one month before the expiration of the term of the plan and 15 days after the end of it)

The level of suc-cess in achieving the goals of the plan through the full implementa-tion periodAddressing the same aspects mentioned in the mid-term assess-ment; relevance, efficiency and effectiveness

The general framework for future strategy suggested to be addressed in the next strategic plan

Internal assess-ment in addition to the external assessment

4

Assessing the social and eco-nomic impact of the plan

Five years from implementing the plan

Three years to implement the plan and two years after

Three months

Sustainabil-ity of the results obtained from implemented projects, legisla-tive changes and developmental policies covered by the plan.The impact of apply-ing the planned projects, policies and mechanisms on the society and the devel-opment of the local economy in terms of increas-ing/decreasing investment of human resources, lands, imports, exports, regis-tered economic establishments, investments etc. ..The implemen-tation of the socio-economic impact of the plan shall be through focused questionnaires and interviews measuring the impact of changes brought about by the plan to various social and economic aspects in Erbil

Practical propos-als to maximize the positive im-pact of the devel-opmental plans on the social and economic infra-structure in Erbil in the future

External Assess-ment


LIST OF APPENDIXESAppendix (1) Strategic Priorities and Goal Map

Appendix (2) Member of Thematic Committees, Experts andConsultants Supported Strategic Planning and Stakeholders Consulted

110

Appendix 1Roadmap of Strategic Dimensions and Objectives

Introduction:This document is prepared to fulfill the requirements of implementing the strategic management of the Governorate in accordance with the international best practices. It includes a summary of the methodol-ogy of preparing the strategic development plan, the Governorate future roadmap within the globalmodel of social and economic transfer and the Governorate strategic objectives diagram which demon-strates the link between the Region’s Vision and the model to be implemented for the purposes of follow up and assessment during the implementation phase of the plan projects.

This document aims to provide the concerned with a comprehensive picture of the objectives to be achieved and how it will participate in achieving Kurdistan Region Vision 2020.

Based on the Governorate strategic development plan along with this document, the Governorate has prepared an executive action plan with a 3- year timeframe (2016-2018), in addition to a follow up and assessment plan identifying the concerned committees, their roles and achievement reports they issue.

Time phases for the economic and social transformation in Erbil within the strategic directions ofKurdistan Region

Strategic Developmental Plan ofErbil GovernorateFor the years 2018-2016

2015 Planning

Strengthening theelements of institutional

efficiency“Increase productivitystart priorities in 2016”

Focusing ondevelopmental priorities

“Expansion ofattractive productiveprojects to create job

opportunities”2017 - 2018

Development andinvestment expansion

Achieve integrationcontinuity and

competitiveness2019 - 2025

Integration andcompetitiveness


Work Methodology:The determination of the strategic direction or the path that must be followed by Erbil in the coming years depends in its accuracy on the realistic analysis based on the historical dimension of the governorate, the available resources and facilities and development future aspirations. Hence, we have analyzed the environment's internal and external elements with all their components. In order to achieve the highest level of accuracy through analysis, a (PESTLE) analysis has been performed to the environment's external components within the following methodology:

Analysis of Previous Performance

About the Roadmap of Strategic Objectives:Projects of Erbil strategic development plan for the years (2016-2018) are a step on the road of develop-ment and the comprehensive development of Erbil within the global model of social-economic transfor-mation.

Erbil Strategic objectives are long term and will remain appropriate for post-2018 considering reviewing it at the time of updating the strategic plan for the period of time to come.

Erbil strategic objectives each performance indicator re linked to the strategic goals of Kurdistan Region Vision 2020, and system development indicators set by the Ministry of Planning.

Erbil strategic sixth goal "the adoption of a sophisticated system of crisis management" is linked to the other five goals.

Achieving any strategic objective will directly contribute in achieving one of the regional goals and indi-rectly to the achievement of all goals.

About the Roadmap of Strategic Objectives- “Cont’d”:Each strategic objective is achieved through implementing a number of interventions "projects/ policies/ procedures", which fall under six major programs depending on the quality of intervention and the desired effect, namely: 1) amend laws, 2) restructuring and management, 3) the development of human resources, 4) Studies and Researches, 5) Awards and Media, and 6) art projects associated with the targeted program.

1. Mission and Values

2. Vision

3. External analysis (chances & threats)* SWOT analysis and spotting location by (PESTLE) analysis

4. Internal analysis (strengths & weaknesses)

5. The Strategy

6. Targeted values for the beneficiaries,strategy dimensions

7. Designing strategic goals' cards

8. Meetings to review strategy management

Strategic guides

Why do we Exist?

Where are we now? Where do we want to be?

What are the factors affecting our outcomes and results ?What is the environment surrounding us?

How is our processes? (Chain Series)

How could we achieve our future vision?

Analysis of Previous Performance

Strategy Development

Stra

tegy

Pla

nnin

gSt

rate

gy T

rans

latio

n Fo

llow

Up

Strategy Implementation

Strategy Translation

Follow Up

Assessment

How can we translate the strategy into operational goals?

How can we identify the measures and goals to moni-tor and control the strategy?

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

Control (monitor) the strategy and learning

112

Adopting a systematic classification of interventions/ projects in action programs will enable Erbil to study and analyze the allocated budget and disbursed for each program separately, and each goal separately. this will make it easier to implement Result Oriented Budgeting. It is a principle adopted by the developed countries in the management and implementation of their budgets items.

Each strategic objective has a follow-up card describes the objective definition, performance indicators that will be used for monitoring and evaluating the achievement, group of interventions listed under each program and each goal, in addition to assumptions of the objective and the necessary data to measure achievement and its source.

Objectives cards will be used by Development Management Unit/ Strategic Management Unit to follow-up achievements and prepare the follow-up and assessment reports

A Sample of the Strategic Objective Card for the Purposes of Follow Up.:

NO.Strategic Objective

Area Human Resources Developing human resources in terms of education, training and qualification Program Amending laws

Officer in ChargeGovernorate AdministrationPosition

Objective DefinitionIndicator Officer

Performance indicators (outcomes)

1

2

Programs and Projects belong to the objectiveIndicator Officer

Performance indicators of programs and projects outcomes

11

22

3

4

NO.الهدف اإلستراتيجيNO.Indicator

Measure-ment Fre-quency

Officer in charge

BasisIndictor's Values (Targeted )

2015201620172018

Equation Indicator Unit

Data availability

hypotheses Data Source Remarks


Health and social services that respond to the needsof citizens

The adoption of a sophis-ticated system for crisis

management and security preparedness and early

warning at all levels (social, economic, political, cultural)

Availability of thenecessary infrastructure

Raising the level of infrastructure through improving the level of water and sanitation,

electricity, public transport, communi-cations and housing

services, and reducing the volume of waste in

public facilities

Specialized tech-nical programs as


Accountability Honesty Commitment FairnessProfessionalism Transparency Equity tions' pro-gram as specified in the Executive Plan

Our Values

The develop-ment of human

resources as specified in the Executive Plan

Awareness and media program

as specified in the Executive Plan

Program to restructuring

governmental institutions as


Conductingstudies and

research program as specified in the

Executive Plan

Modifying legisla-tions' program as specified in the Executive Plan

Infrastructure

The

goal

s of

the

Gov

erno

rate

The

obje

ctiv

es o

f the

Reg

ion

Prog

ram

s an

d pr

ojec

ts

InstitutionalPerformance

PublicServices

EconomicDevelopment

HumanResources

Improving the level of public and environ-ment services in the health, residential, cultural sphere and media awareness

fields

The development of the institutional per-formance through in-stitutional restructur-

ing and administrative regulations, as well

as the use of modern technology and work-ing to achieve social

justice

Enhancing the level of the economic and investment sectors'

contribution through utilizing the available natural resources and

wealth

Human resources development; educa-

tion, training and qualification

The development of adi-versified economy based

on the private sector

Effective and honest government

Education and jobopportunities system that

enable the citizens to invest in their potentials

and develop theirstandard of living

Erbil is a capital economically prosperous with its resources, enjoys sustainable development and deemed a regional commercial center that encourages investments and an incubator for creativity and innovation. Erbil provides its society a luxury with advanced first-class

infrastructure, yet with keeping its Kurdistan culture and heritage

Wellbeing Creativity Development Kurdistan Vision: the citizens of Kurdistan; freedom, health, and economic and social well-being

Erbil vision

114

Appendix 2Members of the Central Committees, Experts and Participating Entities

Table of Content

A: Central Committees B: Foreign Consultants and Experts C: Entities involved in current conditions analysis and collecting data

Strategic Developmental Plan ofErbil GovernorateFor the years 2018-2016


Infrastructure Dimension

# Name Organization/ Position

1 Delshad Aziz Beirdaoud Director of Technical Communications

2 Nozad Sa’ed Eldein Ibrahim Roads and Bridges Expert Engineer

3 Sami Saleem Erbil Municipalities General Manager Assistant

4 Shwan Yousef Head of Technical Department- Erbil Municipality Head Office

5 Falah Mawloud Ismael Director of Geological Survey and Mineral Investigation- Erbil

6 Ehsan Farhan Environmental Protection and Improvement Board

7 Najm Eldien Hamad Ali Environmental Protection and Improvement Board

8 Hefal Ahmad Mohammed Environmental Protection and Improvement Board

9 Zaino Johar Kaka Mechanical Engineer/ Erbil Governorate

10 Kurdistan Khorshid Qader Civil Engineer/ Erbil Governorate

11 Hero Shaheed Architecture

12 Fero Farouq Civil Engineer

13 Suleiman Khaled Suleiman Member of Governorate Council

14 Hafkar Hafkar Najeeb Erbil Governorate

15 Avin Tahseen Director of Planning/ Erbil Water Directorate

16 Abdul Khaleq Ali Transportation Manager in Erbil

17 Mazen Tala’at Regional Coordinator

18 Qasem Jalal Sewage System Directorate

19 Thaer Gorges Senior Electrical Engineer

20 Bashtwan Hasan Architecture

21 Dana Aziz Humaid Chief of Execution Sector/ Erbil Governorate

22 Farhad Othman Hasan Director of Planning/ Erbil Electricity

23 Dr. Hanan Ibrahim World Health Organization (WHO)

A: Central Committees

116

Economic Development Dimension


1 Arkhawan Ibrahim Manager of Planning Department

2 Majedah Ibrahim Shaker Manager of Studies and Researches Department

3 Ari Hamed Planning Department

4 Hadi Fath Allah Food Security Coordinator- FAO

5 Nazera Isma’el Erbil Governorate

6 Amin Ra’ouf Erbil General Directorate of Agriculture

7 Bashar Ali Kurdistan Charity Organization

8 Mohammed Sheikh Accountant of Erbil Governorate

9 Soulein Aziz Director of Planning and Follow-Up Directorate (Erbil Tourism)

10 Laila Mohammed Amin Manager of Planning at Environment Directorate- Erbil

11 Azad Saber Hussein Agricultural Engineers Association Arbil branch

12 Bani Hamad Amin Hamad Secretary

13 Isma’el Othman Hamad Vocational Training Directorate- Erbil

14 Fa’eq Hanna Bolos Investment Board/ Erbil

15 Kamel Toma Kako Central Bank of Iraq/ Erbil

16 Daoud Suleiman Mawaloud Bar Association

17 Dr. Mohammed Al Yasin Ministry of Planning

18 Dr. Nabil Al Athari Economic Council

19 Saman Eiz Eldein Erbil Statistics Manager

20 Halawan Bukhtyar UNDP Project Manager

21 Fida’ EldeinMohammed Amin Member of Erbil Chamber of Commerce and Industry

22 Nuha Toma Abbo Human Resources Manager

23 Nader Agha Hussein

24 Anwar Ja’afar FAO


Human Resources Development Dimension


1 Suzan Abdullah Isma’el Engineer/ Erbil Governorate

2 Ahlam Ibrahim Administration Department Manager

3 Shirzad Wahid Aziz Human Resources Manager

4 Bekshan Saber Aziz Planning Manager

5 Shilan Jamil Miran Kurdish Strategic Studies and Researches

6 Najib Mohsen Member of Erbil Governorate Council

7 Kasabi Hamed President of Kurdistan Staff Union/ Erbil

8 Fahed Mohammed Omar Head of Planning Cell in Erbil Governorate

9 Nuha Toma Abebo Human Resources Manager

10 Arkhwan Johar Engineer

11 Ahmad Abdul Rahman Ahmad Engineer

12 Aram Yasin Faraj Programmer

13 Ala’a Nozad Jalal Engineer

14 Kanar Sa’ed Planning Department Manager

15 Tarifah Mahmoud Engineer

16 Khaled Khoshno NPO- Education Sector

17 Sawsan Amin KIPA Manager

18 Isma’el Othman Hamad C.T.V

19 Sozan Aref WEO

20 Asmad Ahmad Asa’ad Chief of Execution Sector/ Erbil Governorate

21 Farhad Othman Hasan Director of Planning/ Erbil Electricity

22 Dr. Hanan Ibrahim World Health Organization (WHO)

118

General Services Dimension


1 Hafkar Najib Civil Engineer

2 Ahmad Abdul Rahman Ahmad Engineer

3 Naser Aziz Lawyer

4 Araz Foa’ad Saber Civil Engineer

5 Tha’er Gorges Electrical Engineer

6 Mohammed Abdul Qader

7 Bashadar Bosho Saber Geologist

8 Hafal Ahmad Mohammed Environmental Health

9 Najm Addein Emad Ali

10 Aman Faraman Geologist

11 Ahmad Mohammed Maintenance and Networks Department Manager

12 Dr. Amin Al Edrisi Prof. in Economics/ Salah Eldien University

13 Dr. Yasin Abdullah Head of Economics Department in Salah Eldien University

14 Dr. Sabah Saber Khoshnaw Prof. Asst. of Economics

15 Solin Aziz Touristic Planning and Follow-Up Department Manager

16 Laila Mohammed Amin Environmental Planning Department Manager-Erbil

17 Dr. Hanan Ibrahim WHO- Erbil Program

18 Zuheino Johar Engineer in Erbil Governorate

19 Kurdistan Khorshid Engineer in Erbil Governorate

20 Nyaz Salah Eldein Planning Department/ Erbil

21 Fa’eq Hanna Economist in the Investment Board

22 Isma’el Othman Hamad Ministry of Labor/ Vocational Training Directorate-Erbil

23 Hajar Haman A Physician in WHO

24 Berwa Jouki Executive Director at a private hospital

25 Hero Shahid Architect

26 Jamal Saleh DHO- Technical Manager

27 Suleiman Khaled Suleiman Governorate Council Member/ Erbil


Institutional Performance Dimension


1 Aras Khoshnaw President of KISSK

2 Taher Abdullah Erbil Deputy Governor

3 Sherzad Wahid Human Resources Manager

4 Kosar Karim Mohammed High Council of Women Affairs

5 Fian Suleiman Secretary General of Kurdistan Women Union

6 Kamal Khorshid Mohammed Administration and Training Directorate

7 Wasfi Hamad Mohammed Saleh Civil Affairs Director- Erbil Governorate

8 Shilan Jamil Ahmad Strategic Studies and Researches Center

9 Rezqyyah Mahmoud Hamad Studies and Researches Manager in Commercial Banks

10 Sah Rowin Isma’el Ahmad Commercial Banks Manager/ Representative of Staff Association- Kurdistan

11 Abbas Moradi Executive Director at Canadian Green Solutions

12 Fahad Omar Planning Engineer in Erbil Governorate

13 Dana Aziz Humaid Construction Engineer in Erbil Governorate

14 Mazyar Rujaibi Canadian Green Solutions

15 Hayman Hamawandi General Manager of IBSI Co.

16 Bashtewan Hasan Architect

17 Zaina Yahya Sa’eed Executive Director- Erbil Investment Board

18 Nzeerah Isma’el Engineer/ Erbil Governorate

19 Bashar Ali KCU

20 Mohammed Ali Khader Vocational Engineer in Erbil Governorate

21 Ahrar Mohammed Planning Manager

22 Feda’ Eldein Mohammed Council Member of Erbil Chamber

23 Sawsan Amin KIPA

24 Dr. Mohammed Al Yasin Consultant in Ministry of Planning

25 Dr. Nabil Taha Economic Consultant in KRG

26 Sowzan Abdullah Isma’el Engineer/ Erbil Governorate

120

Crises Management Dimension


1 Dr. Wasfi Qahwagi Dean of Management and Economics Faculty

2 Dr. Abdullah Khorshid Qader Iraqi Institutes Manager

3 Mohammed Abdullah Saleh Civil Defense Directorate/ Erbil

4 Shifan Najm Eldein Owla Captain/ Interior Affairs Representative

5 Ra’ed Hiresh Farouq Jawad Erbil Police

6 Robitan Fadel Nihad Brigadier- Traffic Department/ Erbil

7 Khaled Abed Rashid Brigadier General/ Erbil Governorate

8 Mohammed Sheikh Omar Erbil Governorate9 Saman Eizz Eldien Rashid Erbil Statistics Manager

10 Sowzan Abdullah Isma’el Erbil Governorate

11 Arkhwan Johar Engineer

12 Dr. Ra’ed Anwar DOH

13 Azhi Zyoud Architect

14 Hamzah Hamed Public Relations and Media Manager

15 Khaled Khoshnaw ----

16 Rawaj Hajji Barazan Organization

17 Taher Othman Deputy Governor

18 Asa’ad Ahmad Planning Manager/ Erbil Governorate

19 Halawan Bakhtyari Project Manager


The following experts and consultants participated in the provision of technical support and expertise for Steering Committee, Planning Committee and Pivotal Committees during the process of preparing the plan. That was done through a project of implementing specialized consultation services for the benefit of UNDP-Iraq.

MEDAL: International Management- USA, Regional Management- Jordan- Kurdistan RepresentativeOffice- Erbil, Iraq Representative Office- Basra

MEDAL Team of Experts: 1- Dr. Ranal Al Akhal- Executive Director- MEDAL- Strategic Planning and Local Development Expert and a certified quality assessor at European Institution for Quality Management- Belgium.2- Dr. Ahmad Al Shoqran- Expert of Economic Development and Cities and Governorates Development Plans. 3- Dr. Khaled Al Wazani- Chief Economist and Economic Consultant at Economic Policies Development Forum.4- Mr. Rami Abu Shamah- Government Performance Assessment Expert- Ex. Member in Government Performance Assessment Committee in the Cabinet- Jordan. 5- Mr. Ghazi Al Daboubi- Expert in Management, Human Resources Development and Vocational Education and Training.

UNDP Project Management Team:Mr. Thair Shraideh, Programme ManagerMr. Halwan Bahktyar, Coordinator for Erbil GovernorateMr. Ibrahim Baba-Ali, Coordinator for Sulaimaniya GovernorateMs. Rawshan Hassan, Coordinator for Dohuk GovernorateMr. Aree Mustafa, Regional Coordinator

B: Foreign Consultants and Experts

122

C: Authorities involved in ActualSituation Analysis and Collecting Data

Consultation Meeting in Erbil Governorate on 27/2/2014


1 Yasin Seddiq Hussein Erbil General Directorate of Electricity

2 Abdullah Mohammed Abdullah Erbil Environment Directorate

3 Nazeer As’ad Ahmad Groundwater Directorate

4 Junar Mohammed Ahmad Erbil General Directorate of Agriculture

5 Abdullah Hussein Hamad Erbil Forests Directorate

6 Dr. Samend Mohammed Qader Erbil Veterinary Directorate

7 Eikrin Abdullah Aziz Erbil Roads Directorate

8 Masa’oud Mohammed Karesh Erbil Water Directorate

9 Nader Ba Baker Mohammed Erbil Antiquities Directorate

10 Ferhad Mohammed Qader General Directorate of Municipalities

11 Maher Mohammed Amin Abdullah Erbil Construction and Housing Directorate

12 Serdar Omar Qader Erbil Irrigation Directorate

13 Bayar Feqi Eldien Qader Erbil Districts Water Directorate

14 Ashti Humail Howaiz Traffic Engineering Directorate

15 Nizar Miroula Landscapes Engineering Directorate

16 Shazar Rahman Ali Erbil Balance Station

17 Abdul Khaliq Ali Fateh Allah Erbil Transportation Directorate

18 Honar Nouri Wali Road Maintenance Directorate

19 Bkhtyar Abdullah Abdul Rahman Gas Plant

20 Shwan Yousef Abdullah Erbil Municipality Head Office

21 Srwin Abdul Jabbar Khorshid Erbil Municipality Head Office

22 Hayour Mohammed Ahmad Erbil Land Registration /1 Directorate

23 Bakhshan Saber Aziz General Directorate of Erbil Education

24 Shirwan Qader Hamad Amin General Directorate of Erbil Tourism

25 Khesro Sa’eeed Erbil Real Estate Registration Directorate

26 Sameh Yousef Erbil Sewage Directorate

27 Saman Taha Aziz General Directorate of Social Care 28 Dalier Saber Mohammed General Directorate of Erbil Health

29 Abdullah Feqi General Directorate of Erbil Health

30 Tayyeb Kezo Ali Industrial Development Directorate/ Erbil

31 Nizar Ahmad Construction Labs Directorate/ Erbil


Consultation Meeting in Erbil Governorate on 1/4/2014


1 Feda’ Eldien Mohammed Amin Member of Chamber of Commerce and Industry/ Erbil

2 Abdel Wahed Tawani Mayor of Doman District

3 Sajedah Abdullah Ba Baker Staff in the General Directorate/ Erbil

4 Dr. Abdullah Feqi Yazeidin Planning Manager of Health General Directorate- Erbil

5 Jabouk Omar Mustafa Mayor of Koyyah District

6 Rizkar Hasan Naser Mayor of Shaqlawah District

7 Hussein Kalari Mayor of Harir District

8 Masoud Karesh Erbil Water Manager

9 Mazen Tala’t UN_Habitat

10 Nader Ba Baker Mohammed Director of Erbil Antiquities Directorate

11 Shirwan Qader Hamad Amin Erbil Tourism General Manager

12 Ahmad Nabi Isma’el Head of County in Meirta Sour District

13 Ferhad Othman Hasan Planning Manager of Erbil Electricity Directorate

14 Honar Nouri Wali Director of Erbil Road Maintenance Directorate

15 Eikrin Abdullah Aziz Director of Erbil Road Directorate

16 Sa’ed Eldien Ibrahim Taher Planning Director of Erbil Districts Water

17 Ferhad Mohammed Qader Technical Manager in the General Directorate of Erbil Municipalities

18 Zaradeshit Abdullah Omar Planning and Follow-Up Manager in the General Directorate of Erbil Municipalities

19 Bakhtyar Sader Eldein Sharif Director of Urban Planning Directorate/ Erbil

20 Tayyeb Katho Ali Director of Industry Development Directorate/ Erbil

21 Shaker Saleh Ahmad Member of the Governorate Council

22 Hewa Abdullah Aziz Technical Manager in Landscapes Engineering Directorate

23 Hewa Abdul Qader Baha’ Eldien General Manager of Bright Future Foundation

24 Mohammed Saber Aziz Manager in the Ministry of Planning

25 Thakshan Saber Aziz Planning Manager at the General Directorate of Education- Erbil

26 Dana Aziz Humaid Implementation Sector Manager/ Local Administration/ Erbil Governorate

27 Serwin Abdul Jabbar Khorshid Manager of Planning Department/ Erbil Municipality Head Office

28 Shwan Yousef Abdullah Erbil Municipality Head Office Assistant Manager

29 Ahmad Qader Hamad Amin Head of Khlaifan County/ Souran District

30 Star Agha Omar Acting Mayor of Khabat District

31 Ibrahim Sheik Allah Ibrahim Mayor of Makhmour District

32 Saber Othman Ali President of Labor Union

33 Nazir Asa’ad Ahmad Director of Groundwater Directorate

34 Adbullah Hussein Hamad Director of Erbil Forests Directorate

35 Laila Ahmad Amin Planning Manager at Erbil Environment Directorate

36 Abdul Khaliq Ali Fateh Eldien Director of Erbil Transportation Directorate

37 Sarwad Abdul Majid Abdul Qader Director of Erbil Sewage Directorate

38 Saman Izz Eldein Rashid Director of Erbil Statistics Directorate

39 Sherin Reda Saleh GIS

40 Sowzan Aref Women Empowerment Organization Manager

41 Junar Mohammed Ahmad A manager at Erbil General Directorate of Agriculture

42 Maher Mohammed Amin A manager at Erbil Construction Directorate

43 Nehad Latif Mayor of Erbil Center

44 Anwar Ja’afar Hamad FAO Office Manager- Erbil

124

Consultation Meetings during 19/4/2014- 29/4/2014


1 As’ad Ahmad As’ad Planning Manager of Erbil Governorate

2 Mohammed Sheikh Omar Governorate Accounts Directorate

3 Fahed Mohammed Omar Planning Directorate at Erbil Governorate

4 Sowzan Abdullah Isma’el Planning Directorate at Erbil Governorate

5 Nazirah Isma’el Abdul Rahman Planning Directorate at Erbil Governorate

6 Hafkar Najeeb Abdul Rahman Planning Directorate at Erbil Governorate

7 Abdul Khaleq Fateh Allah Erbil Transportation Directorate

8 Bashdar Thosho Erbil Irrigation Directorate

9 Mohammed Abdul Qader Geologist

10 Shwan Yousef Erbil Municipality Assistant Manager

11 Serwin Abdul Jabbar Khorshid Erbil Municipality Head Office

12 Junar Mohammed Amin Erbil Agriculture Directorate

13 Junar Anwar Ali Construction and Housing Ministry

14 Munal Nouri Ahmad Erbil Sewage Directorate

15 Fahed Mohammed Omar Planning Directorate at Erbil Governorate

16 Zardeshet Abdullah Omar General Directorate f Municipalities

17 Ferhad Othman Hasan Erbil Electricity Directorate

18 Hokar Othman Hamad Amin Erbil Education Directorate

19 Sajedah Abdullah Ba Baker Erbil Health Directorate

20 Efin Abdul Rahman

21 Hawnaz Hawar

22 Woryya Omar Hamad Engineer

23 Kolkhater Othman Qader Erbil Health Directorate

24 Deleir Saber Engineer

25 Tala’at Hamad Ahmad Erbil Road Maintenance Directorate

26 Hewa Abdullah Aziz Landscapes Engineering Directorate

27 Eifin Mohaisen Erbil Water Directorate

28 Aso Humaid Karim Erbil Health Directorate

29 Bashar Ali Erbil Contractors Union


Meeting of Planning Committee with Sectorial Departments to update the statistical information on 17/2/2015


1 Taher Abdullah Deputy Governor

2 As’ad Ahmad As’ad Planning Manager of Erbil Governorate

3 Saman Izz Eldien Erbil Statistics Manager

4 Marewan Hadi Fifth Municipality Director

5 Shwan Yousef Abdullah Manager of Technical Department in Municipality Head Office

6 Sartib Saber Qader Municipality Qir Factory Manager

7 Bashdar Dakoul First Municipality Director

8 Bayar Feqi Eldein Qader Director of Erbil Districts Water Directorate

9 Merywan Rahman Mohammed Employee at the General Directorate of labor and Social Security

10 Nozad Sa’ad Eldien Ibrahim Engineer at General Directorate of Erbil Roads

11 Maher Mohammed Amin Abdullah A manager at Erbil Construction Directorate

12 Ferhad Othman Hasan Erbil Electricity Planning Manager

13 Fahed Mohammed Omar Engineer/ Erbil Governorate

14 Hafiz Abdel Aziz Qader Natural Resources Ministry

15 Ari Hamed Abdul Karim Industry and Trade Ministry

16 Majedah Ibrahim Shaker Industry and Trade Ministry

17 Kofar Abul Rahim Ahmad Erbil Roads Directorate

18 Shwin Mahmoud Erbil Roads Directorate

19 Bakhshan Saber Aziz Erbil Education Planning Manager

20 Manal Toma Shabah Erbil Sewage Directorate

21 Eifin Tahsin Mohsen Erbil Water Directorate

22 Abdul Khaliq Ali Fatah Allah Erbil Transportation Directorate

23 Amin Ra’ouf Beirdawa Erbil General Directorate of Agriculture

24 Zaradeshit Abdullah Omar Erbil General Directorate of Agriculture

25 Ferhad Mohammed Qader General Directorate of Municipalities

26 Mazen Ahmad Abdullah Second Municipality Director

27 As’ad Ali Qader Sixth Municipality Director

28 Mohammed Johad Beirdaoud Fourth Municipality Director

29 Ala’ Ali Hasan Third Municipality Director

30 Nabaz Ghazi Mahmoud General Directorate of Erbil Health

31 Efin Saleh Oula Erbil Municipality Head Office

32 Ahmad Abdul Rahman Ahmad Engineer/ Erbil Governorate

33 Hafkar Najib Abdul Rahman Engineer/ Erbil Governorate

34 Sowzan Abdullah Isma’el Engineer/ Erbil Governorate

35 Mohammed Sheikh Omar Accountant/ Erbil Governorate

36 Nazeera Isma’el Ibrahim Engineer/ Erbil Governorate