National Reconciliation Grant Fund
Lessons Learnt Workshop 15-16 July 2007
Report
NRGF
The National Reconciliation Grant Fund (NRGF) is a component of UNAMI-OCS/UNOPS Project
‘Facilitating Reconciliation in Iraq through Constitutional Review and National Dialogue’.
The NRGF was launched to support projects emanating from, and implemented by Iraqi Civil Society
Organizations to ensure that effective spaces and opportunities for dialogue and debate around the
constitutional review process are made available to the public. National reconciliation could be fostered as
a result.
The NRGF works all over Iraq with 20 grants allocated to 19 NGOs/coalitions of NGOs and an NGO
responsible for monitoring of the implementation of the grants under NRGF and reporting directly to
UNOPS.
The Workshop:
The National Reconciliation Grant Fund (NRGF) workshop took place in Amman and brought together
UNOPS Amman and field staff involved in the implementation of the NRGF project as well as
representative of an Iraqi NGO Al Yaqeen – monitoring agent for the grant projects. The exercise aimed at
indicating lessons learnt from the NRGF project in order to improve the implementation of similar activities
in the future. The workshop consisted of structured, open discussion on various stages and topics related
to the project.
The main participants of the workshops included:
1. Amman based UNOPS staff: Senior Governance & Socio Economic Development Programme
Officer, two Project Managers and a Grants Associate.
2. Iraq based UNOPS staff: two Field Associates based in Erbil, two Field Associates based in
Baghdad, one Field Associate based in Basrah.
3. Chairman of Board of Directors of Iraq based Al Yaqeen Center for Training Development and
Studies.
The lessons learnt from the NGRF can be subdivided in to the selection process, the implementation and
the project impact evaluation. While there were numerous individual lessons learnt the list below is not
exhaustive and we have just highlighted some of the key ones.
Selection Process:
1. Technology Limitations
Greater consideration needs to be made for the limitations of technology and technological support
within Iraq. For example, internet connections are slow, electricity not always in regular supply and
therefore the download of large documents is challenging.
2. TORs and RFPs
TORs and RFPs should be developed more effectively. Ensure they include relevant details, are not
overly complicated and they explain more transparently the selection process. This includes covering
such details as requirements for submitting MoU for partners working as coalitions and payment
systems.
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3. Project Proposal Design
The design of the project proposal has room for improvement. The suggestions range from the
practicalities of good project management to formatting issues and the ability to better organise
uniformity of information.
Examples of practical project management would be: objectives ought to be more clearly linked to
outputs and activities; in case of coalition implemented project there should be a paragraph on clear
divisions of responsibilities and duties among the partners; requirement for key performance
indicators and work plans. Other examples of improvements include using Excel (not Word) formats
for budgets and word limitations on submitting information in particular sections;
4. Timing/planning
Better organisation and design can be incorporated into planning stages ensuring that a range of
benefits can be achieved. Communications can be enhanced by utilising the versatility of software
allowing multiple users for bespoke email addresses. More time should be allocated for the selection
phase. The time constrain in the current project was caused by the need for translation of the project
proposals into English. General evaluation of project proposals can be improved by allowing longer
time for them. Additionally, this will allow assessors to check a higher percentage of references
submitted.
5. Memorandum of Agreements
The Memorandum of Agreements (MoAs) with the NGOs have much room for improvement.
Traditionally these have not been written or used with NGOs. Consideration should be taken for this
specific audience. Examples of improvements are: ensuring that MoAs are in a readable format and
Arabic translation is provided; ensuring that the grantees do read and understand all the MoA
provisions; multiple signatories for NGO coalitions or clear reference to the coalition, not particular
NGO, as a subject; ensuring that the MoAs reflect the nature of the project proposals and that
reporting requirements are clear; ensure that procurement requirements specific for NGOs are set
out; ensure that the use of UN branding is strictly controlled;
Implementation:
6. Al Yaqeen Monitoring & Reporting:
The monitoring and reporting process has many opportunities to be made more effective. Specific
examples of areas for improvement are in coordination between local NGOs and Al Yaqeen;
coordination internally between Al Yaqeen Baghdad and the North; improved understanding of the
projects on the part of Al Yaqeen monitors; consistency in experience of the monitors; keeping the
same monitors where possible; ease of identification of Al Yaqeen staff; and improvement of regional
reporting.
7. Effectiveness of Al Yaqeen
Al Yaqeen could be more effective if provided by UNOPS timely with grantee project proposals.
UNOPS Amman could better coordinate FAs and NGOs proposals to ensure this. Additionally, Al
Yaqeen’s role as monitoring agent could be better introduced to NGOs both by UNOPS and by
themselves.
8. Al Yaqeen Monitoring Modalities
Some of the Al Yaqeen monitoring modalities are too elaborated to be feasibly implemented.
Examples of suggested improvements are: ensure high quality of monitors; ensure appropriate
monitoring tools; take into account lack of standards for monitors and facilitators within Iraq; ensure
quality of feedback forms; ensure appropriate statistical analysis and expertise in monitoring; ensure
robust internal monitoring and quality control procedures; ensure better communication between all
parties.
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9. Field Associates:
Field Associates (FAs) are used extensively for monitoring, reporting, problem solving and general
interaction with NGOs. Challenges have been identified and the need for improvement in the
effectiveness of FAs. Specific examples are the challenges of using available transport networks
within Iraq; shortages of UNOPS staff able and willing to be involved in monitoring; opportunities to
meet grantees in secure venues; limited availability and cost of venues; and meeting multiple NGOs at
one time.
10. Guidelines and Procedures Reform and Creation:
It became apparent that UNOPS required new procedures and guidelines to deal with unexpected
events and also would improve by streamlining extant procedures. For example UNOPS ought to
consider developing internal procedures for dealing with requests for change of scope of work or the
rescheduling of the projects as well as budget revisions. These can serve to assist if there are delays
in funding which invariably can affect project implementation. A second set of guidelines for media
monitoring carried out by NGOs who also be helpful. The monitoring and evaluation system would
also benefit from being streamlined. In addition, guidelines could be created to assist NGOs in
preparing financial reports. The new guidelines, as well as those already in place but scattered in
various documents, should be consolidated in one comprehensive manual. The manual would serve
both UNOPS and grantees to set clear rules of implementation and cooperation.
11. Reporting by NGOs
There is an opportunity to improve reporting by making the reporting format more accessible to all
NGOs, or providing alternative formats. Additionally, NGOs seemed to find the actual completing of
the formats challenging. There may be scope to support NGOSs with examples of appropriate
reporting and in providing FAs with the ability to assist NGOs. To this end the capacities of FAs should
also be improved in order to enable them to render the assistance effectively.
12. Grants’ implementation monitoring – considerations for the future
The role of the monitoring Agent will have to be re-evaluated in order to answer the questions whether
monitoring agent should be policeman or rather focus on analysis of the project impact? Monitoring
agent might also engage less but better qualified staff. By doing so fewer events would be covered but
more impact analysis would be delivered. It is also envisaged that in the future a monitoring agent can
also play a role of a mentor vis-à-vis the grantees. With regards Al Yaqeen in particular, the NGO
should work on developing its capacities.
Project Impact Evaluation
13. CRC Civil Society Feedback
The project could benefit from an independent party collecting information and feedback from the
grantees and delivering a report to the Constitutional Review Committee (CRC). This independent
party could serve to support the proposed Public Outreach Unit which the CRC were intending to
activate. The purpose of the Public Outreach Unit was also to collect feedback from civil society,
however, it seems to have not yet been created.
14. UNOPS Strategy with CRC:
CRC extended its mandate until September 2007 but reports are that it is very likely that it will be
further extended perhaps even until 2008. It gives a chance for NGOs and UNOPS to present to CRC
consolidated recommendations produced during implementation of particular projects. NGOs will be
thus required to present final reports with recommendations and UNOPS ought to publicise the
outcomes of the NGOs’ work.
In order to achieve these aims, UNOPS intends to:
 encourage the NGOs to present their recommendations and produce a mid term project report to
be submitted to CRC;
 encourage NGOs to lobby as a platform not individually;
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engage with Permanent Committee of Civil Society within the Parliament;
designate resources within the budget to financially support regional and central conferences
gathering the grantees in order to present their recommendations;
prepare documentation on the NRGF – report on what has been achieved and key success
stories;
develop a media committee strategy in order to most effectively present this report
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