Current Situation

This priority deals with the government’s efficiency, at the level of the Province, in performing its role in providing services to citizens and leading the process of development in the Province, through a collaborative and transparent approach subject to follow up and supervision. The local government includes the Province, the Province’s council, local councils, local directorates and the different local departments whose scope of geographic operation is Duhok Province.

In order for the government to provide its services and perform its role in effectively managing the development of the Province, there are a number of aspects whose current status was evaluated:

 

The dominance of tribalism in the relationship between the Province and the citizen


The community still interacts with the government and elected local council through the perspective of the tribe, treating the Province and its council as a tribal council that is always open any time for applications and complaints. This places the Province and its council under significant pressure in terms of the number of daily clients, and affects the flow of administrative operations in an organized and institutionalized manner. This is due to the need to promptly respond to the pressures of unscheduled urgent applications by citizens most of the time. The open door policy followed by political Provinces reflects high transparency and reveals the management spirit of the local government; however, managing the inputs of the interaction between the government and citizens needs development and improvement, in order to ensure that it does not affect the institutionalization of operation and its processes.

 

Coordination among different governmental institutions and the institutionalization of knowledge


The efficiency and transparency of coordination among the different governmental entities concerned with managing the Province is considered to be one of the most important enablers to achieve high efficiency of public services and the rule of law. This aspect requires a lot of effort and development in the upcoming period, whether in terms of coordination between the Province and the Region’s government, between the Province on one side and technical directorate and the Province’s council on the other, or among the technical directorates with functional connection themselves. In terms of the current status, there is an overlap in authorities due to the lack of clarity in the administrative reference in some cases. In addition, there is a general weakness in the coordination process meant to unify the overall direction of managing the Province. Furthermore, sharing information, and the clarity of vision and coordination inside the individual directorate reflects a plane weakness, since the quality of information and knowledge that the Province can obtain from a directorate depends largely on the person in that directorate with whom communication is made, and on his knowledge and learnedness of what is required, not on the availability of information in the directorate with which coordination is done.

 

Organizational structures and operations management:


In the area of institutional management, the current situation reflects a wide range of issues in need of development and improvement, in terms of the institutionalization of governmental operations at the Province’s level, since Provinces depend on the law, decisions and instruction issued by the Region’s government to specify their roles and expand their duties. In spite of the fact that the law is the mainstay of clarifying roles and responsibilities, the law alone is not enough. In order to achieve strategic management, organizational structures, internal regulations, procedure maps, job descriptions and work manuals for the different departments have to exist. In spite of some efforts that were done during 2012 by the Ministry of Planning in the Region of Kurdistan and in the Provinces to specify the most successful organizational structure of the Provinces and to unify it at the level of the Region, this effort has not been completed yet, and there is apparent weakness in the organizational structures in terms of covering roles according to the standards of strategic management and good governance. There is a number of directorates and departments in the Province whose roles do not match their title, in addition to lacking procedures maps that show the flow of processes and procedures. There are no studies on operations or work manuals regulating staff.