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10.2  |  Reconstruction: July 2004 to July 2009
electricity for between seven and 12 hours a day. Mains water was not suitable for
drinking; families that could afford it bought bottled water. Hospitals were dirty and poorly
staffed and equipped. Experienced doctors had left the country or been killed. Medicine
was expensive and in short supply. School standards were low.
724.  More positively, Dr Marsden reported that people still rejoiced in their greater
political freedom. Civil society was growing. The better off could enjoy new consumer
goods and the freedom to travel outside Iraq. There were signs of growth in the local
economy and public sector salaries had steadily increased.
725.  Dr Marsden sent Ms Aldred the third iteration of the Better Basra Action Plan
(BBP3) on 2 March.413 In her covering letter, Dr Marsden advised that:
“For the first time we have got a fully integrated plan that has been drafted jointly
by the Consulate [British Embassy Office Basra], the PRT and MND(SE).”
726.  Dr Marsden also advised that BBP3 had also been discussed in detail with the
Head of the US Embassy Regional Office in Basra, who was content with it (though he
did not intend to clear it formally with Washington).
727.  BBP3 stated that it was “a comprehensive strategy for bringing Basra to the point
where it can transition to Provincial Iraqi Control (PIC)”. It sought to ensure that all nine
“lines of operation” (political, security, rule of law, the judiciary, prisons, governance,
infrastructure, economic development and strategic communications) were integrated
under a single, overarching political strategy. BBP3 set out for each line of operation, key
benchmarks for March and June 2007, a detailed work plan, and an estimate of the cost
of implementing proposed new projects (which totalled some £21m in 2007/08). Delivery
of BBP3 would be “driven by” the southern Iraq Steering Group (SISG).
728.  The political and security lines of operation are described in Section 9.5 and the
rule of law, judiciary and prisons lines of operation in Section 12.1.
729.  On governance, BBP3 stated that the UK’s focus would continue to be to help the
Provincial Council to plan for, access and spend resources in a prioritised, transparent
and accountable way, and to develop an effective working relationship with Baghdad to
ensure that Basra got its share of the national budget.
730.  On infrastructure, the UK’s objective was to support the Provincial Council to
deliver better services using Iraqi resources, while continuing to use CERPs funding,
where appropriate, for “last mile service provision”.
731.  On economic development, the UK’s priorities were to boost job creation, lay
the foundations for more entrepreneurial activity and cross-border trade, support the
agricultural sector, and build the Provincial Government’s capacity to support economic
413  Letter Marsden to Aldred, 2 March 2007, ‘Better Basra’ attaching Paper Basra Consulate/PRT/
MND(SE), 1 March 2007, ‘Better Basra Mark 3: The 2007 plan’.
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