J.1_Statement_of_Objectives.pdf

Statement of Objectives Iraq Governance Performance and Accountability (IGPA) Project

1. PURPOSE

The purpose of this Statement of Objectives (SOO) is to provide guidance on the results USAID intends to achieve through the Iraq Governance Performance and Accountability (IGPA) Activity.

Activities will advance effective, accountable, and transparent governance in Iraq. The effort will work with the Government of Iraq (GOI) at all levels to better respond to citizen needs by supporting reform initiatives and Iraqi change agents on inclusive governance and public sector transparency, accountability, and economy. “Reform initiatives” includes support to improve service delivery functions, public financial management, and open government initiatives, the pace of which will be dictated by the GOI. This activity will support the GOI and the citizens of Iraq in forming partnerships and collaborative efforts, particularly in light of the ongoing fiscal and security crises, to jointly solve problems. This activity will be infused with the principles of equity, representation, and participation. These principles are required to support efficient, effective, and inclusive governance aimed at improving the lives of Iraq’s citizens and advancing political accommodation through the function of service delivery and the transparent, accountable stewardship of public funds.

This activity has four objectives:

1. Enhance GOI Service Delivery Capacity

2. Improve Public Financial Management

3. Strengthen Monitoring and Oversight of Service Delivery and Public Expenditure

4. Support Iraqi Change Agents (cross-cutting objective)

Programmatically, IGPA is designed to integrate concepts of accountability, representation, and policy reform with sectorial approaches to improve essential public services. Monitoring and measuring these linkages constitutes a key component of the program.

IGPA will be a primary implementing mechanism for the U.S. Government’s (USG’s) support to the GOI and directly responds to the GOI’s National Development Plan and the Central Executive’s “government program” to accommodate the legitimate grievances of disaffected populations, as well as the Government’s stated commitment to implementing decentralization and other reforms, as articulated by the Prime Minister. Support under this award will target demand-driven technical assistance to a broad swath of GOI institutions including but not limited to individual governors’ offices, provincial councils, line ministries and their directorates in the provinces until such time as the directorates formally fall under the Governors’ offices in a decentralized organizational system (Ministries of Municipalities and Public Works, Education, Health, Youth and Sport, Agriculture, Labor, Finance, and Housing), the High Commission for Coordination of Provinces (HCCP) in the Council of Ministers’ Secretariat (COMSEC), the Prime Minister’s Advisory Committee (PMAC), the Parliament, as well as public-private partnerships inclusive of Civil Society Organizations. Some central ministries like the Ministry of Finance, Ministry of Electricity, the Ministry of Oil, and the Central Bank of Iraq may continue to receive support to achieve U.S. foreign policy objectives.

2. BACKGROUND

Iraq is experiencing both a fiscal crisis caused by the collapse in oil revenues, and a security crisis due to conflict with Da’esh (also referred to as the Islamic State of Iraq and the Levant or ISIL) that has undermined the nation’s territorial integrity and displaced more than 3.2 million persons to date. Due to sustained, vocal, and popular protests over a range of issues including public services and the need for reforms throughout government, the Prime Minister has redoubled his efforts to push through long-needed reforms in Iraqi governance. A suite of other administrative and financial reforms the Prime Minister announced in August 2015 supports political reconciliation, the streamlining of government, rationalization of capital and operating budgets, increasing revenue streams, and improving financial management.

2.1 Problem Statement

For Iraq, a nation developing and progressing despite successive iterations of conflict and an ongoing fiscal crisis, improved governance is seen as a key factor to national unity, stabilization in areas liberated from Da’esh, and ultimately the transition to socio-economic recovery and sustainable growth. With poor service delivery and citizen disaffection being major issues, the challenge is to ensure that democracy delivers for ordinary people. IGPA aims to improve service delivery and public financial management, and strengthen the monitoring and oversight of both. It will also serve as the USG’s primary project for supporting Iraq’s key champions for change and reform. Ultimately, IGPA intends to contribute to strengthening the social contract between Iraq’s citizens and their state.

The main purpose of USAID/Iraq’s programming is to assist the GOI at central and provincial levels to be more responsive, inclusive, equitable, and accountable in delivering public services to its people.

Public services for purpose of this document are defined as:

● A service which is provided by government to its citizens, either directly (through the public sector) or by financing the private provision of services

● The term is associated with a social consensus that certain services should be available to all regardless of income.

● The term “public services” includes but it is not limited to: electricity, fire services, waste management, water, telecommunication, social services, education, public transportation, social housing, planning, protection, health, taxation etc.

The GOI has identified their ability to improve the delivery of public services to the citizens of Iraq as one of their greatest risks to social stability. Public discontent continues to grow over the perceived and actual lack of progress in improving service delivery.

USAID/Iraq has identified a shift in the last year to promote greater cooperation across governmental roles and with citizens to improve service delivery outcomes. The shift is not seismic, but significant nonetheless, in both the GOI’s willingness to change and the tenor of the Iraqi people’s peaceful advocacy for that change. Representational of this emerging opportunity, Prime Minister Haydar al- Abadi released a statement in August 2015 calling for political reform in the administrative, financial, economic, and services sectors and announced initiatives to counter corruption. The Council of Ministers unanimously passed the reforms on 9 August 2015, and Parliament unanimously passed the changes on 11 August 2015 in the presence of 297 members. Abadi’s plans for reforms promise a more inclusive and accommodating model of governance, and it is USAID/Iraq’s intent to enable them insofar as they advance Iraq’s economic and social development. However, fundamental reforms of institutions on this scale require the proper alignment of political will, resources, and technical capacity to succeed.

2.2 Development Hypothesis

If GOI service delivery capacities are enhanced, public financial management is improved, monitoring and oversight of service delivery and public expenditures are strengthened, and key champions for change in Iraq are supported, then the GOI’s response to its citizens’ needs will be improved at the local and national level.

3. PERFORMANCE OBJECTIVES

The modernization of public sector service delivery require a strong set of public institutions with clarity of roles and responsibilities to serve the nation’s people most effectively, efficiently, inclusively, transparently, and accountably. These institutions require a cadre of public servants capable of carrying out their roles and adjusting to institutional change as reforms unfold. IGPA will address capacity gaps in key central level institutions and throughout the provinces, to enhance their combined ability to perform their essential functions in response to citizens’ needs in the short, medium, and long term. Aligned with Government of Iraq budget cycles and planning rhythms, IGPA assistance activities will target budget and development planning as well as fiscal management and internal and external controls. It will likewise address upwards and downwards accountability, particularly in light of pending decentralization reforms and implementation. Finally, this project will bolster the national reform agenda, particularly those reforms that are essential to strengthening service delivery, by supporting Iraqi public sector change agents, where they are identified. Through this project, USAID will provide technical expertise, mentoring, and coaching to key Iraqi actors to enable them to apply newly acquired skills, implement strategies, and facilitate behavior change (institutional and individual) that will lead to sustainable improvements in Iraq’s governance and service delivery to citizens.

One among the USAID's major programming priorities, in the next five years, is to support the GoI to carry out reforms under the International Monetary Fund’s (IMF) Stand-By Arrangement and future World Bank loans. Efficiently generating funds from domestic tax and fee resources and allocating these to economically and socially productive investments will be critical. Domestic Resource Mobilization (DRM) under IGPA will play the critical role in helping GoI to increase tax and fee collection and establish systems for transparent revenue allocation at the provincial and central levels. To support the effective mobilization of domestic resources, the USAID will work closely with other U.S. Government partners as well as with the IMF, the World Bank, and other bilateral and multilateral donors.

3.1 Baseline and Periodic Political Economy

Assessments, Geographic Focus

While USAID/Iraq understands national-level issues and trends driving (and obstructing) GOI public sector reforms to improve service delivery, each of Iraq’s subnational political units have a distinct context and list of influential actors. Without adapting national reform trends to sub-national political realities, IGPA will be at risk of erroneously applying national-level assumptions to localized contexts, or be at risk of missing opportunities to have greater programmatic impact on local service delivery outcomes. To mitigate this risk and enhance project efficiency, the Contractor will conduct political economy analysis (PEA) in five regions of Iraq to provide USAID technical managers and Contractor staff with a systematic way of optimizing the geographies, sectors, and individuals we partner with to achieve IGPA’s targets.

A baseline PEA will be conducted in the first 90 days of the project and be used to map Iraqi change agents, as well as influential actors in and out of government that could either enable or impede project performance against stated objectives in each geographic focus area. The objective of all project supported assessments, especially baseline PEAs, is to (1) identify existing problems that are impeding progress within specific service delivery platforms, and (2) provide recommendations that can be translated into actions plans for realistic, high-priority interventions with the potential to tangibly improve the performance of service delivery units within a single Iraqi budget cycle.

Six target regions identified by USAID/Iraq provisionally include: (1) provinces recovering from Da’esh occupation and large IDP populations, (2) Kirkuk, Diyala and other localities with “internally disputed boundaries,” (3) south-central provinces, (4) greater Baghdad, (5) southern oil-producing provinces and

(6) provinces within Iraqi Kurdistan Region (IKR). Since Iraq is a very dynamic environment, it is possible that this may shift between proposal and implementation. If that is the case, USAID and the Contractor jointly will decide on any adjustments to IGPA’s areas of operation.

Annual performance indicators or targets for each IGPA objective are specified below. In light of the regional variation in the prioritization, base-line capacity and political will to take on public sector reforms, USAID and the Contractor will set annual milestones for achieving IGPA’s end-of-project performance targets and indicators on a region-by-region basis.

USAID/Iraq recognizes that there could be multiple approaches to achieving the objectives outlined below and the specific performance objectives may vary somewhat depending upon the approaches Contractors propose. Objective four activities -- on demand technical services -- will be the resource base for the baseline, semi-annual, and ad hoc PEAs, survey work, and other sector assessments referenced in this section.

3.2 IGPA Objectives

IGPA Project Goal: Improve Government Response to Citizens’ Needs

USAID/Iraq’s goal for IGPA is to improve the government’s response to citizens’ needs, and will be advanced by three main objectives, described in detail below. Each of these objectives requires substantial support from partners at the central and provincial levels in order to meet performance targets for each objective. It is, therefore, essential for the Contractor to identify provincial and national actors who have the mandate, are motivated to achieve IGPA’s objectives, and whose success will enhance the performance of peers and subordinates.

Due to the ongoing nature of reform in Iraq, particularly decentralization reforms, each of these objectives requires immediate, medium-, and long-term approaches in order to achieve the proposed intermediate results. Any attempt to support change and reform in Iraq, consensus must be built across many levels of stakeholders. Building this consensus rests with Iraqi counterparts; however, USAID has proven to be a valuable partner in assisting our partners in civil society and government to convene stakeholders, facilitate discussion to identify and to work through their differences, and mobilize neutral, technical options to help reach consensus on mutually beneficial outcomes, and to help parties move from consensus to action. USAID/Iraq expects the IGPA project to continue playing this role where possible and expects Contractor's’ technical approach to embrace that role.

Required Goal Level Indicator: % citizens reporting improvements to IGPA-supported service delivery platforms (satisfaction survey)

3.2.1 Objective 1 - Enhance GOI Service Delivery Capacity – 30% of Total Effort

USAID’s objective is to provide technical assistance to government institutions and regulators to improve service delivery outcomes in sectors with potential for high impact and visibility, potentially by assisting to create the regulatory and procedural certainty to attract private sector investment, to better target capital investment spending in service delivery sectors, to promote harmonization across local service delivery platforms, or to mobilize public and private resources for capital improvement projects or health and human services. IGPA is poised to build upon the work of USAID legacy activities with provincial governments and service delivery ministries by continuing with knowledge and skills transfer, as well as organizational restructuring and strengthening within the provincial government executive administration – i.e., Governors’ offices.

With an objective to strengthen the strategic approaches and capacities of line ministries and provincial directorates, USAID expects service delivery outcomes to be better aligned with the priorities of provincial governments and local populations when line ministry personnel and functions are decentralized. USAID also expects assistance activities to improve the performance of sub-national officials, particularly Governors, to absorb, adapt and execute expanded service delivery responsibilities.

Decentralization reform has proceeded in fits and starts in Iraq. While all indications are that it will proceed at a more accelerated pace in the next five years, it is imperative that IGPA achieve concrete “wins” at every stage in this decentralization transition in order to help the GOI improve its response to citizens’ needs on a year-over-year basis. Each Iraqi budget cycle is an opportunity for reformers to press for improvements in transparent, accountable governance; and for spoilers to undercut progress. If the Contractor suggests selecting target provinces within IGPA’s geographic focus areas, the technical approach will illustrate that the U.S. Government’s priorities and equities must first be considered.

Objective One Results

● Improve service delivery outcomes in sectors with potential for high impact and visibility.

● Strengthen the strategic approach and capacity of line ministries and provincial directorates, to be better align service delivery outcomes with the priorities of provincial governments and local populations.

● Enhance regulatory and procedural certainty to attract private sector investment.

● Enhance the targeting of capital investment spending in service delivery sectors that serve vulnerable and disadvantaged populations.

Objective One Indicators

USAID will track the performance IGPA’s service delivery objectives by monitoring indicators that measure improvements in planning, procurement and delivery of service delivery functions in decentralized sectors. The Contractor will specify what performance targets will be reached based on the proposed performance work statement, against indicators specified below. The Contractor is invited to suggest indicators that would best measure the project’s outcomes, specific to the proposed performance work statement, but at a minimum, indicators for “improved planning, procurement and delivery” must include:

● Provincial government management units in health, education, public works and two other public service delivery sectors develop (if not finished yet) and implement NUMBER of improvement plans in line with national standards, with PERCENTAGE of capital investment spending executed against the plan

● In NUMBER of provinces policies and procedures for public procurement are implemented transparently, NUMBER and TYPE of model tendering procedures developed and implemented, with NUMBER demonstration projects brought to financial close

● NUMBER of provincial governments develops and implement integrated resources plans for public spending in number of decentralized public services in line with national standards

● NUMBER of IGPA-supported demonstration projects that address priority needs of vulnerable or disadvantaged populations, including the disabled, widows, internally placed persons, and religious and ethnic minorities

● NUMBER of public services delivered in TYPE of sector in NUMBER of provincial governments that reduce gender disparities by PERCENT on a year over year basis

● IGPA-supported initiatives to introduce innovative technology, such as e-government, aimed to more efficiently and transparently provide public services (vehicle registration, business and NGO registration, health care applications, etc.) implemented and functional in NUMBER of provinces

3.2.2 Objective 2: Improve Provincial and National Government Public Financial Management – 30% of Total Effort

A key component of the IGPA project is to strengthen public financial management systems at provincial and central levels, with a twin emphasis on (1) revenue generation, (2) budget-cycle planning, development and execution against decentralized expenditure assignments. USAID intends to strengthen overall budget development and public financial management systems of provincial governments so that they comply with national standards set by the Ministry of Finance. This will be especially relevant in the context of reforms in which decentralization will require enhanced (and perhaps new) public financial management systems endorsed by the World Bank at both the national and sub- national levels to implement and account for financial transfers and possible new revenue generation mechanisms. Iraq’s capacity needs related to Public Financial Management (PFM) span a wide range.

They include but are not limited to budget planning, procurement, project management, asset management, accounting, financial reporting, and revenue generation.

Objective 2 Results

● Strengthen capacities of provincial treasury offices and support their conversion into fully operational financial management offices.

● Support development of federal oversight mechanisms, such as financial audit procedures, of provincial finances.

● Enhance provincial revenue generation, collection and management from outside the oil sector.

● Enhance budget-cycle planning, development and execution against decentralized expenditure assignments.

Objective 2 Indicators

USAID will track the performance IGPA’s public financial management objective by monitoring indicators that measure fiscal decentralization reforms that enhance budget execution and increase local revenue generation. The Contractor must specify what performance targets will be reached based on the proposed performance work statement, against indicators specified below. The Contractor is invited to suggest indicators that would best measure the outcomes of assistance provided under this objective, specific to the proposed technical approach, but at a minimum, indicators for “enhanced budget execution” and “increase local revenue generation” must include:

● NUMBER of provincial governments with developed internal procedures to implement and comply with Ministry of Finance standards and regulations on decentralized finance, includes enabling financial reporting and oversight of district expenditures

● NUMBER of provincial governments that develop revenue generation strategies

● In NUMBER of provincial governments, locally derived revenues streams constitute

PERCENTAGE share of provincial government expenditures in IGPA-supported sectors (e.g., Health, Education, Public Works, Youth and Sports, Agriculture)

● NUMBER of provincial governments that develop and implement standard operating procedures to manage expenditure assignments in IGPA-supported sectors (e.g., Health, Education, Public Works, Youth and Sports, Agriculture)

● NUMBER of provincial governments that develop revenue generation strategies

● In NUMBER of provincial governments, locally derived revenues streams constitute

PERCENTAGE share of provincial government expenditures in IGPA-supported sectors (e.g., Health, Education, Public Works, Youth and Sports, Agriculture)

Objective 3: Strengthen Monitoring and Oversight of Service Delivery and Public Expenditure – 20% of Total Effort Strengthening citizen engagement while improving government capacity to budget for, finance, and deliver services can improve social accountability and ultimately, the quality of services. Through this objective the Contractor will support the GOI to understand and internalize in its processes and governance structures, the role of citizens in providing accountability through formal civil society organizations, social media, or individual activism. IGPA will endeavor to infuse its activities in objectives one and two with the importance of citizen participation as a critical element in good governance while concretely supporting initiatives that strengthen citizen and provincial council monitoring and oversight of service delivery and public expenditure through objective three.

Additionally, as decentralization progresses, central line ministries must transition from service delivery bodies to a more regulatory role. Opportunities will therefore be present, to build their accountability and oversight capacities and procedures under this IGPA project objective.

Objective 3 Results

● Strengthen capacity of selected provincial institutions to establish effective citizen participation and outreach mechanisms.

● Enhance public capability and willingness to participate in planning, monitoring and evaluating public services.

Objective 3 Indicators

USAID will track the performance IGPA’s public financial management objective by monitoring a targets that demonstrate increased participation of civil society organizations, social media, or individual activism in the monitoring of local service delivery and the provision of formal feedback on public sector performance. The Contractor must propose a performance work statement to reach these targets. The Contractor is invited to suggest additional targets relevant to this objective that will be reached, but at a minimum, targets for service delivery monitoring and formal feedback must include:

● NUMBER of provincial governments that effectively monitor and oversee expenditures and made information public, so citizens can monitor progress and support oversight, in IGPA-supported sectors (e.g., Health, Education, Public Works, Youth and Sports, Agriculture.)

● NUMBER of oversight or internal accountability mechanisms strengthened, adopted or implemented by host nation through USG Assistance (Standard Indicator)

● NUMBER local mechanisms, supported with IGPA assistance, established by at least NUMBER provincial government decision-making bodies -- Provincial Councils, Governors Offices, Director General Offices of Service Delivery Units -- for citizens to engage their sub-national government and provide feedback on provincial budget, service delivery outcomes and investment priorities.

● NUMBER of IGPA-supported initiatives to use innovative technology to enhance citizen consultation and engagement implemented and operational

● In NUMBER of provinces Development plans publically posted so citizens can monitor progress.

● In IGPA-targeted NUMBER provinces, PERCENTAGE of citizens understand the roles and responsibilities of local leaders and their options for approaching local leaders with their concerns and understand their responsibilities towards improved local governance including paying taxes and ensuring citizen oversight.

Objective 4: Support Iraqi Change Agents [CLIN 0005] – 20% of Total Effort In addition to the activities described above, and in accordance with Section B of this Contract, the Contractor must respond to unanticipated events impacting on or related to the achievement of the objectives set forth in the Contract Statement of Objectives using the Supplemental Technical Assistance ordered by the Contracting Officer in accordance with Section H.33 of this contract.

Under this objective, the Contractor is expected to specify a technical approach for a rapid, flexible response mechanism that provides technical specialists and limited material support to Iraqi officials who require assistance on identifying public sector reforms and specifying near-term implementation options.

Over the planned five-year life of the mechanism, USAID estimates a need for both short-term and long-term technical assistance to Iraqi counterparts, potentially including specialists in: Public Financial Management; Municipal Finance; Tax and Revenue; Sovereign Debt; Oil and Energy; Local Capacity Development; Economic Development; Regulatory/and Policy Development; Public Administration;

Organizational Development; Public and Primary Health; Primary and Secondary Education; Urban Development; Water and Sanitation Specialist; Civil Engineers; Strategic Management; Capital Planning;

Multi-Sectoral Planning; Strategic Communications; Project Management Specialists; Elections Specialists; and Public Outreach Specialists. Also, the contractor may support activities of non-governmental actors to enhance the environment for reforms in Iraq or to support particular objectives under IGPA utilizing sub-contracting for services mechanism. (e.g., citizens input for participatory planning, independent oversight of GOI essential services, civil society organizations as interlocutors between government and citizens on key reform issues to improve communication in both directions, election monitoring etc.).

Objective 4 Results

Objective 4 activities are “crosscutting” and support objectives 1 - 3.

Objective 4 Indicators

USAID will track the performance of IGPA’s Objective 4 activities by monitoring indicators that measure the rapid deployment of technical advisors, who are able to identify impediments and recommend near-term remediation measures to improve public sector performance. The Contractor must specify what performance targets will be reached based on the proposed performance work, against indicators specified below. The Contractor is invited to suggest indicators that would best measure the project’s outcomes, specific to the proposed technical approach, but at a minimum, indicators for the deployment of technical specialists and sector advisors (“Specialists”) under this contract must include:

● RATIO of NUMBER of recommendations provided to Iraqi reformers responsible for improvements in service delivery, public financial management, and monitoring and oversight to NUMBER of technical and policy recommendations implemented by the GOI.

● Recruitment and placement of on-demand-driven technical services within NUMBER of days of an agreed scope of work between USAID and the Contractor.

● Development and implementation of a system for data capture, analysis and public reporting on relevant changes in national decentralization laws and policies; and

● NUMBER of research mechanisms includes focus groups and public perception surveys on Iraqi governance, permitting disaggregation by IGPA geographic focus area.

● NUMBER of annual deployments of technical advisors disaggregated by areas of intervention such as public sector service delivery, public financial management, monitoring and oversight, etc.

4. IGPA Guiding Principles

● IGPA will not provide services in place of the state but, rather, strengthen GOI capacity to provide these services itself, in cooperation, collaboration, and partnership with Iraqi citizens and the private sector.

● IGPA is not simply a public administration improvement effort. It is intended to assist the GOI as it improves its public administration but to do so always bearing in mind that the lack of shared ownership and responsibility for Iraq, between citizens and the state, remains a root cause of conflict able to undermine even the best public administrative systems. This project is as much about restoring faith in the social contract as it is improving the GOI systems required to deliver services.

● IGPA implementation will seek to support champions for change and reform wherever it identifies them, to serve as examples and inspiration for others.

● In the absence of a sea change/seismic shift of reform and political will, incrementalism in making strategic changes is the way to keep moving forward. Many small policy changes are enacted over time lead to a larger broad-based policy change. Employ incrementalism while keeping an eye out for that “seismic shift” opportunity for change.

● Identify and use implementation gaps as opportunities: institutions, policies, or budgets that have already been agreed but exist purely on paper often provide fertile ground for action that generates quick wins, which can have a galvanizing effect. USAID/Iraq has found that plucking this “low-hanging fruit” is great for morale, motivation, and momentum while building trust and confidence between the host country partner and the implementing partner.

● Utilizing an integrated implementation approach – do not silo your components or activities rather integrate all IGPA project components to mutually reinforce one another towards accomplishing the goal of improved government response to citizens’ needs.

● IGPA will utilize to the extent possible, the legacy of previous USAID-funded projects includes Taqadum, Tarabot, Tatweer, BPCS, A2J, AMEG, etc. This includes processes, systems (IT or otherwise), and strategies established by these projects with their GOI counterparts.

5. Monitoring, Evaluation, and Learning

To ensure the achievement of activity objectives and track progress, monitoring, evaluation and learning (ME&L) will be a core focus of IGPA, as specified in Section F. The Contractor must implement a robust ME&L system based on rigorous data collection, timely reporting and adaptive management. The Contractor must also report on a variety of indicators and targets agreed to through the Contract and work planning process, including relevant standard indicators from USAID’s Foreign Assistance Framework.

Elements of this activity contain aspects of complexity, in that there may be a low degree of certainty about how to solve specific problems coupled with a low agreement among stakeholders on which approach to use. Because results and objectives within these elements may require refinement or revision as implementation unfolds, the Contractor must propose use of complexity-aware monitoring methods as described in this December 2013 Discussion Note. Complexity-aware methods must be described in the Activities Performance Monitoring and Evaluation Plan, based on the technical https://usaidlearninglab.org/sites/default/files/resource/files/complexity_aware_monitoring_2013-12-11_final.pdf approach, and may include the following methods:

1. Sentinel Indicators

2. Stakeholder Feedback

3. Process Monitoring of Impacts

4. Most Significant Change

5. Outcome Harvesting

Complexity-aware methods will, at a minimum, be included in annual and final activity reports and demonstrate behavior and process changes enabled by assistance.

The Contractor must undertake baseline and annual surveys and public opinion polls to measure changes in public perception of IGPA supported sectors, and measure their change relative to non-IGPA supported sectors. Survey data should be gathered in a manner that permits, disaggregation by region, and where applicable sex, ethnicity and religious or other sectarian identity. At a minimum, the survey date should gauge:

● PERCENTAGE of citizens reporting improvements to IGPA-supported service delivery platforms

● PERCENTAGE of provincial residents who trusted local government to do what was right almost always or most of the time

● PERCENTAGE of provincial residents who rated the job their local government was doing as good or excellent

● PERCENTAGE of provincial residents who see local government-provided NAME OF SERVICE as adequate or improved

● PERCENTAGE of provincial residents who see local government’s gathering of citizens’ input as adequate or improved (survey data)