United Nations Development Programme
Country: IRAQ
Project Document
Project Title: Strengthening Iraq’s Capacity For Sustainable Water Resources
Management
UNDAF Outcome(s): Outcome 3. Environmental management and compliance with ratified
international environmental treaties and obligations.
Expected CP Outcome(s): Outcome 4. GOI has Institutional framework to develop MDG-based,
pro-poor, equitable and inclusive socio-economic, environmental policies and strategies.
(Those linked to the project and extracted from the CP)
Expected Output(s): Output 1: Interim secretariat for the National Water Council (NWC) and,
subsequently, the NWC itself are established; Output 2: Capacity of the NWC’s Internal Water
Committee and External Water Committee are strengthened; Output 3: National Security
Council’s (NSC) and Parliament’s understanding of water governance and policy issues
strengthened; Output 4: Collaboration achieved among GOI bodies, academia, as well as
relevant international water institutions, with the secretariat as POC for international donors.
(Those that will result from the project and extracted from the CPAP)
Executing Entity: GoI: Prime Minister Advisory Commission (PMAC), High Water Committee
(HWC), Ministry of Water Resources (MoWR), Ministry of Foreign Affairs (MoFA), National
Security Council, Parliamentary Council of Representatives.
Implementing Agencies: UNDP (Lead agency)
Brief Description
The primary objective of this Project is to assist the successful launch and functioning of the National
Water Council (NWC) by supporting the establishment of the NWC interim Secretariat hosted by the
Prime Minister Advisory Commission (PMAC) and establishing connections between the NWC and
international experts and institutions.
The project comprehends four outputs namely; (i) Interim Secretariat for the NWC and subsequently, the
NWS itself are established; (ii) Capacity of the NWC’s internal water committee and external water
committee strengthened; (iii) National Security Council’s (NSC) and Parliament’s understanding of water
governance and policy issues strengthened; (iv) Collaboration achieved among GoI institutions,
academia, as well as relevant international water institutions, with the Secretariat as POC for international
donors strengthened.
Programme Period:
24 months
Key Result Area (Strategic Plan): Promoting inclusive
growth, gender equality and MDG achievement
Atlas Award ID:
Start date:
End Date
PAC Meeting Date
Management Arrangements
______________
30/09/13 – to be revised
30/09/15 – to be revised
______________
DIM
Total resources required
2,450,000
Total allocated resources:

Regular

Other:
o NEA/I (DOS)
o UNDP
o Government
1.500.000
In-kind Contributions
_________
1,500,000
200,000
750,000
Agreed by (Government):
Agreed by (Executing Entity):
Agreed by (UNDP):
LIST OF ABBREVIATIONS
CPAP Country Programme Action Plan
DOS Department of State
EWC External Water Committee
GOI Government of Iraq
HWC High Water Committee
IWC Internal Water Committee
MoEN Ministry of Environment
MoFA Ministry of Foreign Affairs
MoWR Ministry of Water Resources
NDP National Development Plan
NEA/I Bureau of Near Eastern Affairs Iraq
NESAP National Environment Strategy Action Plan
NSC National Security Council
NWC National Water Council
PMAC Prime Minister Advisory Commission
UNDAF United National Development Assistance Framework
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I.
SITUATION ANALYSIS
Management of water resources is an existential issue for Iraq as it had now become one of the
most water insecure countries as a result of decades of conflict and associated skills loss and
institutional weakness in one of the world’s most fragile water environments. Among the warning
signs of impending crisis, which would affect millions of the poorest and most vulnerable of Iraq’s
population, first, there are: high and rising salinity, degradation of agricultural land with significant
decline in crop yields, outbreaks of water-borne diseases such as cholera due to poor sanitation,
and, diminishing quantities of water. Iraq’s proper management of its water resources is a
necessary condition for economic and social development and, ultimately, international political
stability in the Tigris and Euphrates river basin systems.
Recognizing the imperative of strengthening the existing government framework for water
management - with its patchwork of overlapping responsibilities divided among ministries, each
with inadequate information- the Government of Iraq (GoI) is establishing an inter-ministerial
National Water Council (NWC), chaired by the Prime Minister, to coordinate both domestic and
international aspects of water governance, providing a mechanism to address water issues in a
holistic manner with the involvement of all the ministries with a significant stake.
The legislation to establish the NWC is pending before the Parliament and is expected to pass
soon. The draft law provides for the establishment of a secretariat (to be funded by GoI). In
addition, the NWC has 2 inter-ministerial committees – one for international waters (chaired by
Minister of Foreign Affairs) and another for domestic water resource management (chaired by
Ministry of Water Resources).
United Nations Development Programme (UNDP) has received two Note Verbales from GoI since
December 2010 requesting support to strengthen Iraq’s capacity to negotiate with its neighbouring
riparian states. UNDP has provided expert support to Iraq since these requests, which has
assisted with the NWC process. UNDP has an established a global water governance program
(based at the Stockholm International Water Institute in Stockholm) and is well placed to
coordinate support to building Iraq’s capacity on domestic and transboundary water issues. This
Project will be a key part of the long-term UNDP water governance program, which included
current and future activities on a wide range of water-related environmental issues (e.g. duststorms, drought management, desertification, climate change, disaster risk reduction, and
marshlands) in Iraq and the region.
The primary objective of the Project is to assist the successful launch and functioning of the NWC
by supporting the establishment of the NWC interim Secretariat hosted by the Prime Minister’s
Advisory Council (PMAC) and establishing connections between the NWC and international
experts and institutions. To achieve this, specific objectives are as follows:
 Support for the establishment of the NWC and its Secretariat through: recruitment of
interim Secretariat staff with inter-disciplinary skills (including hydrology, economics, law
and communications); capacity building through training, workshops, seminars and study
tours; and provision of technical, scientific and communications advice;
 Strengthening of the NWC’s Internal Water Committee and External Water Committee by
provision of assistance on technical, policy, legal, and political economy issues;
 Support to members of the National Security Council and the Parliament (especially the
Committee on Water and Agriculture) on water governance to enhance their capacity to
assess, establish and implement appropriate water security policies; and
 Facilitation of collaboration among Iraqi institutions and experts and counterparts abroad.
The primary beneficiaries of the Project will be: the NWC and its Secretariat, the Ministries of
Water Resources and Foreign Affairs, the National Security Council and the Prime Minister’s
Advisory Commission (PMAC). Support will also be extended to the Parliament to provide effective
leadership in formulation of legislation and to enhance communications with citizens on matters of
water governance.
The Ministry of Environment (MoEN has recently launched the National Environmental Strategic
Action Plan (NESAP) to domesticate and implement multilateral environment agreements to which
3
Iraq has become a party to. It comprises 10 strategic priority areas identified as (1) Protect and
improve air pollution, (2) protect and improve water quality, (3) control land degradation and
combat desertification, (4) maintain marine and coastal environment, (5) protection and
sustainable use of biodiversity, (6) develop and improve waste management, (7) reduction of oil
pollution, (8) reduction of radioactive contamination, (9) integrated management of hazardous
chemicals and (10) develop institutional, legal framework of environmental sector.
The 2010-14 UNDAF for Iraq has also identified environment as one of its principal priorities for
2010 –2014: “Environmental management and compliance with ratified international environmental
treaties and obligations (priority 3).” The outcomes relevant to this project are linked to (2), (3), (4),
(5), and (10) of the NESAP priorities to support relevant policy and operational framework
development with a view to strengthen resources conservation mechanism.
II.
LESSONS LEARNED
UNDP has implemented a number of environment and water related projects and focused on or
the development of institutional capacities because of decade’s sustained damages and neglect.
Relevant policies, legislations and strategies are important to promote environment sustainability
and implement an efficient management of water’s resources in Iraq with required implementation
capacities.
In particular, UNDP’s technical assistance in the water sector is focused on enhancing institutional
capacity building, on the creation of ad hoc regulatory bodies and on the spreading of technical
know-how to better cope with environmental-related risks.
In the water management sector most UNDP’s support focused on multilateral environment
conventions based reporting and planning for environment management including
disasters/drought, climate change and water resources management.
III.
STRATEGY
This project will be implemented in collaboration with the Prime Minister Advisory Commission
(PMAC), the Ministry of Water Resources (MoWR), the Ministry of Foreign Affairs (MoFA), the
National Security Council (NSC) and the Parliamentary Republic of Iraq. The strategy adopted is
to capacitate the said ministries to fulfil their legal, regulatory, enforcement, monitoring,
implementation and public awareness mandate in line with their establishment laws.
In particular, the project has been prepared in the context of the environment priorities laid out in
the NDP, UNDAF, UNDP CPAP 2011-14, and NESAP responding specifically to the 2nd and 10th
Strategic Objectives on improving and protecting water quality and environmental sector
institutional and legal framework development, which includes four key themes related to
legislations, policies, human capacities, institutions' efficiency/effectiveness and environmental
awareness.
This project support is based on a collaborative approach between UNDP and the key
beneficiaries including PMAC, MoWR, MoFA, NSC, Parliament Republic and civil society working
in the water management areas in Iraq. On this account, we believe that the role of the civil society
as active actor could be of vital importance for the project’s achievement and for contributing in
fostering an environmental education and awareness.
UNDP also contributes to mainstreaming gender dimensions in environmental wellbeing and
sustainable energy use for women and youth and gaining an access to a clean environment and
energy provision preserved in the Iraqi Constitution.
Overall, the project will also contribute to Iraq’s obligation to meet MDG 7 to ‘ensure environmental
sustainability’ and the National Development Plan.
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IV.
SUSTAINABILITY
The primary objective of this multiannual Project is to assist the successful launch and functioning
of the NWC by supporting the establishment of the NWC interim Secretariat hosted by the Prime
Minister’s Advisory Council (PMAC) and establishing connections between the NWC, international
experts, institutions and civil society. As indirect beneficiary, civil society could, in turn, become
more empowered through education and through an active engagement in local programmes to
foster a proper water consumption education and awareness programme.
To begin with, UNDP will support the establishment of the NWC interim secretariat hosted by
PMAC, in particular the technicality of individual capacities in a foundation of environmental
governance to undertake international mandates and obligations. In the second year, the project
expands its capacity building activities establishing the NWC’s Internal and External Water
Committee. Staff will be hired and trained to build capacity in internal water
management/governance, demonstrating enhanced understanding of global best practices in
water management.
The projects aims to enhance the collaboration achieved among GOI bodies, academia, as well as
relevant international water institutions, with the secretariat as POC for international donors by
organizing seminars, workshops and sites’ visits. Said capacity building process will enhance
sustainability of the programme activities and institutions enabling the NWC to facilitate Iraq’s
ability to: (i) monitor, assess and report on quantity and quality of internal and external water
resources; (ii) manage internal water resources more efficiently, including matters of water
allocation; (iii) build productive relationships among national and foreign experts and institutions;
and (iv) understand how to negotiate principled (win-win) and stable cooperative water
agreements. Sustainability is therefore ensured through this broad based national capacity
building strategy.
V.
GENDER
Gender aspects are intrinsically related to environment sustainability because of the fact that the
primary direct beneficiaries of ecosystem services are local women and youth. Evidence shows
that the significant involvement of women in water resources development and management can
help make projects more sustainable, and advance the overall progress on Millennium
Development Goals. On this account, an improved water supply saves women time and energy
and contributes to their social status’ improvement.
Environmental wellbeing and its awareness activities promote importance of the services and
conservative water and energy use. The area of advocacy emphasizes active involvement of
women who are the forefront of direct users and promote an increased awareness of a clean
environment. Through the course of periodical discussions with MoWR, the project envisages a
creation of the necessary platform to ensure quality of life and maintain the gender balance in
trainings and wider promotion of sustainable development in Iraq. Gender mainstreaming into
environment and water management work will also be made possible through trainings and grass
root leadership roles.
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VI.
RESULTS AND RESOURCES FRAMEWORK
Intended Outcome as stated in the Country Programme Results and Resource Framework:
Outcome 4: Institutional framework developed and implemented by GOI with MDG-based pro-poor, equitable and inclusive socio-economic and
environmental policies and strategies
Applicable Key Result Area (from 2013-15 Strategic Plan): Promoting inclusive growth, gender equality and MDG achievement
Partnership Strategy: A national staff stationed within PMAC to better facilitate communication among stakeholders
Project title and ID (ATLAS Award ID): Strengthening Iraq’s Capacity for Sustainable Water Resource Management
INTENDED OUTPUTS
Output 1:
Interim secretariat for the NWC
and, subsequently, the NWC
itself established.
Baseline:
1.1 none, 1.2 none,1.3 none
Indicators:
1.1, Interim secretariat for NWC
established;
1.2, NWC established.
1.3, Technical assessment
conducted
OUTPUT TARGETS FOR
(YEARS)
INDICATIVE ACTIVITIES
Output 1. Institutional,
regulatory and technical
and inter-ministerial
coordination capacities
strengthened.
1.1. Activity Result (2014-2015): NWC interim
secretariat is established as a functioning subinstitution with staff and access to needed
information and expertise.




UNDP
INPUTS
$538,008
(NEA/I)
Recruitment of project management staff
(UNDP International Staff based in Baghdad)
for 17 months for a total amount of US$
440,111
Recruitment of UNDP Project Staff based in
Baghdad) for 17 months for a total amount of
US$ 97,897
1.2. Activity Result (2014-2015): NWC is established
as a functioning and efficient meta-institution to
coordinate interagency water policy.

RESPONSIB
LE PARTIES
Trainings provided for NWC interim
Secretariat and lobbying on behalf of formal
passage of NWC law
Provide technical, scientific and
communications advice to NWC staff trough
internationally recognized specialists;
1.3.
Activity
Result
(2014-2015):
Technical
consultation to develop stakeholder mapping, NWC
functions and water security strategies.
UNDP
$211,000
(NEA/I)
$125,000
(Cost sharing
with GOI
required)
$185,000
(NEA/I)



Recruitment of national and international
consultants:
Rapid stakeholder mapping, NWC decree, roles
and responsibilities and, NWC structure and Water
security strategies and initiatives developed
Additional consulting services, seminars, site visits
and workshops provided
7
Output 2:
Trainings provided for two
committees, the Parliamentary
Committee and National
Security Council to enhance
their capacity to assess and
develop appropriate water
policies and security policies,
including new national security
initiatives (Activity 2.1.1, 3.1.1
and 3.2.1)
Baseline:
2.1 none
Indicators:
2.1, 75% (10-15) of the Internal
and External Water Committee’s
members understand the basic
concept of technical, policy,
legal and diplomatic skills and
trading packages, water rights,
share and allocation;
Output 2. Internal and
External Water
Committee’s capacity to
demonstrate global best
practices and negotiation
skills in water
management and
negotiation skills on
transboundary water
issues enhanced;
2.1 Activity Result (2014): The committees, NSC and
Parliament members are trained, staffed, receives
training to build capacity in internal water
management/governance,
and
demonstrates
increased understanding of global best practices in
water management.



Consultations on technical, policy, legal, and
diplomatic skills for the IWC and key stakeholders
trough internationally recognized specialists
contracted.
Expert advice on technical, policy, legal, and
diplomatic issues for the EWC and National
Security Council and Parliament members trough
internationally recognized specialists contracted.
Advanced training on technical, policy, legal, and
diplomatic skills for the internal and external
committees and key stakeholders through
internationally recognized specialists contracted.
8
UNDP
$185,687
(NEA/I)
$200,000
(Cost sharing
with GOI
required)
Output 3:
Collaboration achieved among
GOI bodies, academia, as well
as relevant international water
institutions, with the secretariat
as POC for international donors
(Examples: International Food
Policy Research Institute,
Washington, D.C.; International
Centre for Biosaline Agriculture,
Dubai; Stockholm International
Water Institute, Sweden (where
UNDP has a global water
governance project)
Baseline:
3.1, none
Indicators:
3.1, 75% of NSC’s and
Parliament’s representatives to
improve demonstrated
understanding of water security;
Output 3. Numbers of
Water Security Initiatives
developed and
international network
established ;
3.1. Activity Result (2015): Workshops, trainings, and
study tours held, resulting in measurable increase of
participants’ knowledge and competencies on water
security.
UNDP
$201,162
(NEA/I)
$425,000
(Cost sharing
with GOI
required)
UNDP Contribution
The GOI Contribution
General Management Service
8% (2014-2015)
Funded
$200,000
$750,000
$111,111
Total Estimated Cost in 2014
Total Estimated Cost in 2015
Grand Total Estimated Cost in
2014-2015
Funded
Funded


Provision of technical advice to the
Parliamentary Committee on Water and
Agriculture to enhance understanding of
international best practices in water efficiency
and management.
Workshops or direct technical assistance
provided through internationally recognized
specialists to enhance their capacity to assess
and develop appropriate water and security
policies, including new national security policy.
Funded
9
$877,567
$822,433
$2,450,000
10
VII.
MANAGEMENT ARRANGEMENTS
Project Organisation Structure
Project Board
GOI
UNDP CCENRM UNIT
DOS
Project Assurance
UNDP IRAQ
GOVERNANCE UNIT
Project Manager
Project Support
UNDP
CCENRM UNIT
UNDP CCENRM UNIT
Project Board
The project will be implemented upon the approval and signature of the project by the
stakeholders. It will be enacted by UNDP in partnership with relevant Iraqi institutions: PMAC,
MoWR, MoFA, NSC, Parliamentary Council of Representatives and other international
development partners (UN agencies, US DoS, TBD). Both Iraqi and donor representatives will be
part of the Project Board (or Project Steering Committee) and they will meet each 6 months in a
location that is mutually agreed upon.
The tasks of the project board will consist of initiating the project, examining the management
arrangement, and giving guidance to the planning, the monitoring and evaluation. The board also
will report on the inputs and contributions of each member, examine the risks and issues log, and
provide suggestions for further developing the project to achieve its outputs.
The multi partner project will be led by a Project Manager who will represent UNDP with support
from a pool of short-term international and national experts. As and when the National Water
Council is legally established, the project team and project moves to be part of the National Water
Council/Secretariat. Mainstreaming elements as the environmental management and the
compliance with ratified international treaties and obligations; as well as working towards the
Millennium Development Goals will be reported in the board.
UN Agency
PMAC /UNDP
Roles and Responsibility
Management
The interim NWC secretariat will be located
under PMAC.
The main role is to manage the PMAC inputs,
provide overall coordination and assist in
communicating with Parliament and NSC for
achieving objectives along with the NWC
secretariat.
Leading Programme
Outputs
Output 1: Interim
secretariat for the NWC
and, subsequently, the
NWC itself are
established
MoWR /UNDP
MoWR is a member of the Internal Water
Committee
(IWC)
upon
the
NWC
establishment.
The main task is to support data and provide
relevant information gathering.
Output 2: Capacity of
the NWC’s Internal
Water Committee and
External Water
Committee
strengthened
MoFA /UNDP
MoFA is a member of the External Water
Committee (EWC) upon the NWC
establishment.
Provide assistance in relevant information
gathering (e.g. bilateral agreements with
neighbouring countries.
Provide specific inputs and technical expertise
as required and assistance in establishing a
communication channel with the NWC
Secretariat along with PMAC
Output 2: Capacity of
the NWC’s External
Water Committee
strengthened
NSC /UNDP
Output 3: National
Security Council’s and
Parliament’s
understanding of water
governance and policy
issues strengthened
Parliamentary
Council of
Representatives
/UNDP
Provide overall coordination and assistance in Output 3: Parliament’s
establishing a communication channel with the understanding of water
NWC Secretariat along with PMAC.
governance and policy
issues strengthened
PMAC/MoWR/
MoFA/NSC/
Parliamentary
Council of
Representatives/
UNDP
Provide overall managerial guidance and
assistance in establishing communication
networks between the secretariat and multiple
actors/institutions.
Output 4: Collaboration
achieved among GOI
bodies, academia, as
well as relevant
international water
institutions, with the
secretariat as POC for
international donors
VIII. MONITORING FRAMEWORK AND EVALUATION
Please refer to the Deliverable Description to complete this component of the template.
Suggested text to be adapted to project context
In accordance with the programming policies and procedures outlined in the UNDP User Guide,
the project will be monitored through the following:
Monitoring and evaluation will be undertaken in line with the monitoring and evaluation plan. GoI,
US DoS and UNDP will be responsible for setting up the necessary M&E mechanisms, tools and
conducting reviews, in order to ensure continuous monitoring and evaluation of the project, with
the view to ensuring efficient utilization of programme resources as well as accountability,
transparency and integrity. The implementing partners will provide periodic reports on the
progress, achievements and results, outlining the challenges faced in project implementation as
well as resource utilization as articulated in the AWP. The reporting will be in accordance with the
UNDP procedures.
In accordance with the programming policies and procedures outlined in the UNDP User Guide,
the project will be monitored through the following:
12
MECHANISM
DISTRIBUTION
Quarterly Progress
Report (QPR)
Internal/Project
Board
Annual Review
Report
Project Board
Annual Project
Review
Project Board
Issue Log
Internal
Risk Analysis
Internal
Lessons-learned
Log
Internal
Monitoring
Schedule Plan
Internal
Final narrative
report
Donor
Final audited
financial statement
Donor
DESCRIPTION
Quarterly reports will record progress
towards outputs and financial
performance.
An Annual Review Report shall be
prepared by the Project Manager and
shared with the Project Board As
minimum requirement, the Annual
Review Report shall consist of the Atlas
standard format for the QPR covering the
whole year with updated information for
each above element of the QPR as well
as a summary of results achieved
against pre-defined annual targets at the
output level.
Based on the above report, an annual
project review shall be conducted during
the fourth quarter of the year or soon
after, to assess the performance of the
project and appraise the Annual Work
Plan (AWP) for the following year. In the
last year, this review will be a final
assessment. This review is driven by the
Project Board and may involve other
stakeholders as required. It shall focus
on the extent to which progress is being
made towards outputs, and that these
remain aligned to appropriate outcomes.
An Issue log will be activated in Atlas and
updated by the Project Manager to
facilitate tracking and resolution of
potential problems or requests for
change.
A risk log shall be activated in Atlas and
regularly updated by reviewing the
internal and external environment that
may affect the project implementation.
A project Lessons-learned log shall be
activated and regularly updated to
ensure ongoing learning and adaptation
within the organization, and to facilitate
the preparation of the Lessons-learned
Report at the end of the project.
A Monitoring Schedule Plan shall be
activated in UNDP’s ATLAS
management system and updated to
track key management actions/events.
A final narrative report will be provided to
the donor within one month of the end of
activities of the project by agreement with
the donor and within the framework of
the General Arrangement.
A final audited financial statement will be
provided through UNDP in New York to
match the final narrative report by
agreement with the donor and as per the
General Arrangement.
13
DEADLINE
Each quarter
Annual
Annual
Continuous
Continuous
Continuous
Continuous
Within one
month of end
of project
End of project
Quality Management for Project Activity Results
Replicate the table for each activity result of the AWP to provide information on monitoring actions
based on quality criteria. To be completed during the process “Defining a Project” if the information
is available. This table shall be further refined during the process “Initiating a Project”.
OUTPUT 1: Interim secretariat for the NWC and, subsequently, the NWC itself are established
Activity Result 1
(Atlas Activity ID)
Short title to be used for Atlas Activity ID
Activity Result.1 (2013-2014): NWC interim
secretariat is established as a functioning subinstitution with staff and access to needed
information and expertise.
Activity Result.2 (2014): NWC is established as
a functioning and efficient meta-institution to
coordinate interagency water policy.
Start Date:
30/09/2013
End Date:
30/09/2014
Purpose
Assist the launch and functioning of the NWC by supporting the
establishment of the NWC interim Secretariat hosted by the PMAC.
Description
For the 1st activity there will be a recruitment and training of a National
Advisor as interim Secretariat staff. The 2nd activity will be implemented
through workshops, seminars and study tours; and provision of technical,
scientific and communications advice.
Quality Criteria
How/with what indicators the quality
of the activity result will be
measured?
Quality Method
Means of verification. What
method will be used to
determine if quality criteria has
been met?
Date of Assessment
When will the
assessment of quality be
performed?
Monitoring report
Report
quarterly
Annual report
Report
yearly
OUTPUT 2: Capacity of the NWC’s Internal Water Committee and External Committee are
strengthened
Activity Result 2
(Atlas Activity ID)
Short title to be used for Atlas Activity ID
Activity Result. 1 (2014-2015): the Internal
Water Committee is established, staffed,
receives training to build capacity in internal
water management/governance.
Activity Result. 2 (2014-2015): Strengthening of
the NWC’s External Water Committee by
provision of assistance on technical, policy, legal,
and political economy issues.
Purpose
Strengthen institutional capacities of the NWC
Start Date:
01/07/2014
End Date:
31/03/2015
For the 1st activity result, trainings on technical, legal and diplomatic skills will
be organized for the Internal Water Committee; The 2nd part will be focused
on the enhancement of analytical skills, through the organization of specific
training and advice on sources of data for the External Water Committee.
Quality Criteria
Quality Method
Date of Assessment
How/with what indicators the quality Means of verification. What
When will the
of the activity result will be
method will be used to
assessment of quality be
measured?
determine if quality criteria has
performed?
been met?
Description
14
Monitoring report
Report
quarterly
Annual report
Report
yearly
OUTPUT 3: National Security Council’s (NSC) and Parliament’s understanding of water
governance and policy issues strengthened.
Activity Result 3
(Atlas Activity ID)
Short title to be used for Atlas Activity ID
Activity Result.1 (2014-2015): workshops,
trainings, and study tours, that result in a
measurable increase of participants’ knowledge
and competences on water issues.
Activity Result.2 (2015): workshops, trainings,
and study tours, that result in a measurable
increase of participants’ knowledge and
competences on water issues.
Start Date:
01/10/2014
End Date:
30/06/2015
Purpose
Strengthen institutional capacities of the NSC and of the Parliamentary
Council of Representatives
Description
Support to members of the National Security Council and the Parliament
(especially the Committee on Water and Agriculture) on water governance to
enhance their capacity to assess, establish and implement appropriate water
security policies, through direct technical advice and assistance.
Quality Criteria
how/with what indicators the quality
of the activity result will be
measured?
Quality Method
Means of verification. what
method will be used to
determine if quality criteria has
been met?
Date of Assessment
When will the
assessment of quality be
performed?
Monitoring report
Report
quarterly
Annual report
Report
yearly
OUTPUT 4: Collaboration achieved among GOI bodies, academia, as well as relevant
international water institutions, with the secretariat as POC for international donors
Activity Result 4
(Atlas Activity ID)
Short title to be used for Atlas Activity ID
Activity Result. 4 (2014-2015): Facilitation of
collaboration among Iraqi institutions and experts
and counterparts abroad.
Start Date:
01/01/2014
End Date:
30/09/2015
Purpose
Enhance collaboration between Iraqi water institutions, academia, and other
important international water institutions
Description
This activity included workshops, seminars, or site visits that encourage the
collaboration between multiple actors on water related knowledge/issues.
Quality Criteria
how/with what indicators the quality
of the activity result will be
measured?
Quality Method
Means of verification. what
method will be used to
determine if quality criteria has
been met?
Date of Assessment
When will the
assessment of quality be
performed?
Monitoring report
Report
quarterly
Annual report
Report
yearly
15
IX.
LEGAL CONTEXT
If the country has signed the Standard Basic Assistance Agreement (SBAA), the following
standard text must be quoted:
This project document shall be the instrument referred to as such in Article 1 of the SBAA between
the Government of (country) and UNDP, signed on (date).
Consistent with the Article III of the Standard Basic Assistance Agreement, the responsibility for
the safety and security of the executing agency and its personnel and property, and of UNDP’s
property in the executing agency’s custody, rests with the executing agency.
The executing agency shall:
a) Put in place an appropriate security plan and maintain the security plan, taking into account
the security situation in the country where the project is being carried;
b) Assume all risks and liabilities related to the executing agency’s security, and the full
implementation of the security plan.
UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to
the plan when necessary. Failure to maintain and implement an appropriate security plan as
required hereunder shall be deemed a breach of this agreement.
The executing agency agrees to undertake all reasonable efforts to ensure that none of the UNDP
funds received pursuant to the Project Document are used to provide support to individuals or
entities associated with terrorism and that the recipients of any amounts provided by UNDP
hereunder do not appear on the list maintained by the Security Council Committee established
pursuant
to
resolution
1267
(1999).
The
list
can
be
accessed
via
http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in
all sub-contracts or sub-agreements entered into under this Project Document.
16
X.
ANNEXES
Risk Analysis.
#
1
2
3
DESCRIPTION
DATE
IDENTIFIE
D
Change in Government
or leadership of Ministry Project
document
of Environment
Unstable security
situation in Iraq
Workshops may be
delayed
Project
document
Project
document
TYPE
Political
Operational
Operational
IMPACT &
PROBABILITY
Scale from
1 (low) to
5 (high)
Project Output
targets may not
be fully
achieved during
proposed time
frame
P=4
I=5
Potential delay
in implementing
the project
activities
P=3
I=4
Participants are
victims of
attacks.
Reputation of
project and UN
severely
damaged.
P=3
I=5
COUNTERMEASURES;
MGMT RESPONSE
Countermeasure: While
working with MoEnv, request
Steering Committee to
nominate interim focal point
to avoid delay in process
Countermeasure: On-going
analysis of security situation
and compliance with UNDP
security guidelines
OWNER
SUBMIT
TED;
UPDATE
D BY
Program
me
Advisor
UNDP
Project
Manager
UNDP
Project
Manager
UNDP
Project
Manager
UNDP
Project
Manager
UNDP
Project
Manager
.
Countermeasure: On-going
analysis of security situation
and compliance with UNDP
security guidelines.
Mgmt Response: hold
workshops/trainings outside
Baghdad, most likely in Erbil.
LAST
UPDAT STATUS
E
4
5
Turnover of staff
The Iraqi government,
ministries, governorates
and authorities don’t
implement the
recommendations made
by the experts
Project
document
Project
Document
Operational
Strategic
Countermeasure: Ensure a
reliable national staff member
recruited.
Lack of
coordination of
activities
P=3
I=5
Mgmt Response: Greater
monitoring and evaluation
from the PM
Advocacy to
National
Committee to
mobilize support
from GOI to
implement
activities and
allocate funding
for
implementation
of
recommendatio
ns
P=4
I= 4
Bilateral meeting with other
organizations (donors)
providing support to
GOI/governorates
UNDP
Project
Manager,
MoEnv
and
MoWR
MoENV
and
MoWR,
UNDP
Project
Manager
UNDP
Project
Manager
UNDP
Project
Manager
Use the standard Risk Log template. Please refer to the Deliverable Description of the Risk Log for instructions
Agreements. Any additional agreements, such as cost sharing agreements, project cooperation agreements signed with NGOs1 (where the NGO is
designated as the “executing entity”) should be attached.
Terms of Reference: TOR for key project personnel should be developed and attached
Capacity Assessment: Results of capacity assessments of Implementing Partner (including HACT Micro Assessment)
1
For GEF projects, the agreement with any NGO pre-selected to be the main contractor should include the rationale for having pre-selected that NGO.
18