The Report
of the Iraq Inquiry
surveillance
system was being re-established, hospitals and clinics were
functioning
again, and
police stations had been refurbished.
531.
CPA(Baghdad)
was functioning more effectively, helped by the good
relationship
between
Mr Sawers and Ambassador Bremer and the arrival of
Mr Bearpark. However,
across the
CPA, there were:
“… still
too many people with the wrong skill set – policy focus rather
than
operational
expertise, and insufficient experience of post-conflict developing
country
situations.”
532.
Across Iraq,
food distribution was going well, salaries had been paid, an
interim
budget was
being developed, the oil sector was recovering well, and Bechtel
had
completed
its assessment of immediate needs and would shortly begin a
series
of
projects.
533.
The report
also identified a number of priorities, including:
•
security;
•
the justice
and security sector;
•
the
political process;
•
kick-starting
the economy; and
•
better
communication with the Iraqi people, to manage expectations
and
address
“conspiracy theories and rumours”.
534.
The report
concluded that “without improved security, little else is
possible”. Iraqis
were
increasingly frustrated with the perceived lack of progress, and
“time was running
out fast”.
The Coalition needed to accelerate progress.
535.
Baroness Amos
made a number of recommendations, including:
“Make
CPA(South) a model
•
We need to
replace Olsen. If that is not possible immediately, we
should
strengthen
the senior management team around him; and provide other
staff
as
required.
…
“Strengthen
CPA (Baghdad)
•
Provide
whatever additional staff are required with the right skill
…
…
“Public
Services
•
Electricity
supply lies at the root of many of the public service problems
…
I stand
ready to provide additional resources if they are required to
support
emergency
rehabilitation.”
94