COLLOQUIUM VOL 4-2 - LTC Menegon

The COLLOQUIUM
October 2008 EDITION
coin@conus.army.mil Vol. 4 / 2
Version: 6 October 2008
Operational Design Prototype for
USAID and DOD Synchronization:
The Art of the Strategic Process for PRTs in Iraq
LTC David Menegon and Jeffrey Ashley, Ph.D.
Over the past decade, the U.S. Agency for International Development (USAID) has
played a key development role in global conflicts that continue to smolder throughout the
developing world, particularly in Iraq, Afghanistan, and certain fragile states.
Though attitudes regarding humanitarian and development assistance within some
quarters of the military were at times dismissive during the initial stages of the Iraq conflict,
there is now broad acknowledgement and appreciation within the military that USAID’s
humanitarian and development assistance programs are pivotal in joint/combined/interagency
efforts to undermine popular support for insurgent and terrorist elements in threatened
nations. Moreover, there is also increasingly broad recognition within the military that the
expertise USAID brings with regard to providing effective and culturally-appropriate
humanitarian assistance to foster long-term economic and political progress in the developing
world will be decisive as the U.S. government strives to develop capabilities aimed at not
only defeating ongoing insurgencies, but creating conditions in threatened nations that will be
key to preempting future insurgencies.
As noted by COL Thomas Baltazar, U.S. military LNO to USAID in an article
published in 2006, Government-wide recognition of the importance of development to shore
up states prone to instability led to USAID’s designation as the third “D” in the 2002 U.S.
National Security Strategy (NSS). “This designation makes development—along with
diplomacy and defense—one of the key pillars of national security. The National Security
Strategy noted that “development reinforces diplomacy and defense, reducing long-term
threats to our national security by helping to build stable, prosperous, and peaceful societies.”
However, irrespective that almost seven years have lapsed since the beginning of the
Iraq conflict, there is still a need to develop an interagency doctrine and recognized standard
guidelines outlining how USAID and DOD should organize and manage a cooperative and
mutually supporting relationship. As a result, the relationship between many USAID and
military elements working side-by-side in the same geographical areas, although greatly
improved, requires further collaboration. The key to success, then, remains how to make
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interagency relationships better. Further, there is a vital need for USAID and the Pentagon to
cooperatively develop a doctrinal guide to assist [military and civilian leaders in
standardizing and regulating the processes that the two organizations should use to cooperate
in organizing and synchronizing their efforts for unified stabilization objectives in the
termination phase of future conflicts, as well as for application in various areas to preempt the
emergence of insurgencies.
Genesis of the Concept
In February 2008, LTC David Menegon, Department of Defense, and Dr. Jeffrey
Ashley, USAID, deployed to a Provincial Reconstruction Team in Iraq and soon began the
process of addressing effective DOD-USAID collaboration and cooperation.. After their
arrival, Menegon and Ashley brainstormed and conceptualized a strategic planning process
and tool for provincial-wide implementation that would closely align with existing non-lethal
targeting exercises, the Department of State OPA Maturity Model and the joint DOS-USAID
strategy. In close collaboration and cooperation with the Brigade, they developed a
conceptual, multi-phase planning process that could potentially serve as a prototype and
template for standardizing future doctrine associated with the establishment and management
of joint/interagency stabilization programs in general. The process and procedures developed
could serve as an initial model upon which to base further efforts to standardize interagency
procedures for cooperative actions world-wide. Further, it could serve with regard to not only
how USAID and the military cooperate in organizing nation-building programs or for
providing emergency humanitarian relief, but also how all interagency elements might
cooperate in a unified effort to obtain agreed-upon objectives.
After a desk review of existing models of USAID strategic frameworks and
monitoring tools used in missions from around the world, Menegon and Ashley
conceptualized a multi-phase concept that involves consensus-building; the development of a
comprehensive strategy containing strategic objectives and interim results based on USAID
models; the identification of metrics, or performance indicators, associated with those
strategic objectives; the creation of a mapping tool to map out and report on the myriad
projects operationalized throughout the province, and the development of an information
sharing plan to report the result to stakeholders and constituents. The concept specifically
called for the development of a performance monitoring plan that would encompass key
pillars of any PRT’s focus and area of operations. Examples of such pillars are: Rule of Law,
Economic Development, Governance, Health and Education, Essential Services, Agriculture
and Public Diplomacy.
The strategic vision and concept for implementation of the comprehensive strategic
framework they envisaged was specifically delineated to complement the OPA Maturity
Model (see Annex A), the USAID-DOS strategic plan, PRT-Brigade Combat Team (BCT)
Joint Campaign Plan (JCP), and addresses concerns recently detailed in a Congressional
Report that included the following issues:
– The House Armed Services oversight and investigations subcommittee reports that the
U.S. effort to rebuild Iraq and Afghanistan using PRTs lacks clear goals,
organizational structure and lines of command
– The six-month investigation gave recommendations that the State and Defense
departments develop a "unity of command" for the PRTs along with specific
objectives and way to ascertain whether they have been met.

– PRT projects have been identified that overlap with those run by other U.S. entities
and that have an indecipherable chain of command.
– Evidence has been found of a lack of "strategic guidance and oversight" and "clearly
defined PRT objectives and milestones for achieving larger operational and strategic
goals."
The Framework and Principles Governing the Strategic Planning
In order for assistance programs and interventions in Areas of Operation to achieve
results and lay the foundation for successful benchmark development, it is imperative to first
articulate and implement a comprehensive strategy that establishes realistic objectives,
employs specific bench marks to assess interim results, and provides reliable metrics that are
inter-linked to an overarching goal of a “Self-Reliant Iraq” in all sectors of society.
The establishment of realistic goals which are attached to specific desired outcomes
(and metrics to evaluate whether the goals are being achieved) are intended to help the
cooperating multiple agencies clarify the actual value of what programs are attempting to
accomplish. This is necessary since beginning with the inception of assistance programs,
multiple U.S. agencies have tended to concentrate on the management of numerous projects
with no direct linkages to each other for achieving a specifically articulated strategic goal,
particularly in a theater of war. As a result, for example, schools were often built and
furnished where there were no teachers or students; companies were started where there was
no realistic realm of profitability or productivity; agriculture programs were established with
no clear understanding of their value chains to sustain them; and, infrastructure projects were
“stood up” without full participation from Iraqi counterparts and adequate planning,
preparation and execution of Government of Iraq (GOI) resources.
To break the cycle of often widespread and prevalent ad hoc approaches to program
implementation, Ashley and Menegon utilized existing USAID and DOD planning models
and creatively conceptualized and elaborated a five phase process designed to strategically
implement a full complement of a PRT’s dynamic pillars and consistently monitor their
progress through a robust performance monitoring plan and mapping tool.
Strategic Vision, Design and Process
A PRT’s five phase process for developing a comprehensive strategy for a given province
is based on its population’s needs, existing services and value chain analyses throughout the
area of operations. It includes the following components:
1. Conceptualization, Communication
and Consensus
3
2. Strategic Framework
SO1: GOVERNANCE
Provincial and District level governmental entities self-govern effectively,
delivering government services to the People
INDICATORS
Increased expenditures of GOI Funds
IR 1.1
Increased Capacity
to Govern Effectively
IR 1.2
Increased Capacity
To Execute Budgets
IR 1.3
Increased Participation by
All Govt Stakeholders
PERFORMANCE
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4
3. Performance Monitoring Plan
4. Mapping andCharting of Projects:
USAID, USACE, CERP, ICERP
5. Reporting to stakeholders
PRT, BCT, DOD, DOS, USAID, etc
Phase One: Conceptualization, Communication and Consensus
In the first phase of a planning process, it is essential the PRT organize an in-house
conference for all section heads and members of their staff to discuss current operations,
revisit a joint PRT-BCT campaign strategy, and begin to define a comprehensive mission
statement and PRT strategic plan. After building consensus with PRT staff on the need for a
unified vision and strategic process, USAID and other agency implementing partners must be
invited to brief the staff and each other on their current activities in the PRT’s area of
operations. This is imperative, particularly given the difficulties of meeting and interacting on
common grounds in a theater of war. PRT sections require an opportunity to interact with
USAID and other agency partners and learn about current projects and how their respective
sections could benefit from the activities the projects and programs offer.
Phase Two: Strategic Framework
Phase 2 of the strategic planning process includes crafting pillar frameworks based on
“best practice” strategic framework models derived from USAID’s sustainable economic
development literature. The frameworks that can be used and designed for a PRT include
objectives, interim results, and measurable performance indicators (or metrics) that track the
performance of projects and their relationship with the overall framework objectives. The
PRT strategic framework can articulate and delineate the priorities of the PRT and also align
itself with the Joint Campaign Plan the PRT coordinates and shares with a Brigade or, the
OPA Maturity model and the DOS-USAID joint plan. (See Example of Illustrative Strategic
Objectives at Annex B.)
Needs Assessment and Value Chain Analysis
Needs assessment and value chain analysis are important tools at the center of the
non-lethal planning and targeting process. These analytic tools are performed in
collaboration with a PRT, a Brigade, and project implementing partners. Specifically, Value
Chain Analysis includes a series of activities where products pass through all the activities on
the chain sequentially and at each link in the chain the activities increase value production.
The ultimate goal is to maximize value creation while minimizing costs.
Submitted to National Embassy Team (NET); Awaiting ApprovalEnhanc
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Facilitate the transfer of solid waste before
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53
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Feed
Processing
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Farmer
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Poultry
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For a PRT, needs assessment and value chain analysis are critical within the strategic
planning process because the tools help coordinate the Division, Corps, USAID, OPA and
other agencies’ efforts in addressing key processes and elements that are broken in the value
chain. For example, a PRT, particularly in highly critical sectors such as economic growth
and agri-business, can initiate value chain analyses and subsequently develop quick response
packages or toolkit projects ( for example, “In-a-Box” projects represented in annex D) to
implement in these key sectors. Needs assessments and value chain analyses are crucial
methods required to describe the full spectrum of project needs and reveal where a PRT can
best focus its efforts in project implementation. The chart below represents an example of
how value chain analysis (and needs assessments) is important in non-lethal targeting. (See
example of Value Chain Analyses at Annex C.)
10,000
Corn
Producers
50k
Processing
Drying
Plants
Storage
Grain
Silo
Livestock
Feed
Processing
Wholesale
Retail
Feed
Packaging
Cold
Storage
Wholesal
e
Retail
Fertilizer
Feed
Grains
Sheep
mFar ing
Farmer
Livestock
Poultry
Processing Packaging
Cold
Storage Wholesale
Retail
Marketing
Poultry
Farming
Egg
Hatchery
Farmer
Egg
Producer
Double Farmers
Feed Grain Income
200% Grain
Production increase
Wholesale
Retail
Flower
Bakers
Wholesale
Retail
Human Consumption
Quality improvement
80/20 Feed/Human to 60/40
Feed/Human
50% Increased Farmer income
10% decrease in Cost to consumer
SO6 IR 1.1.1
Improved
Feed Mills
% increase in
production
SO6 IR 1.1.2
Develop
Sheep Feed
Lots
% increase in
production
SO6 IR 1.1.3
Increased
Poultry
Production
% increase in
production
SO2 IR 1.1.2
Improved
water
resources
management
KM of canals
cleaned for
irrigation
SO1 IR1.2
Increased Capacity
Canal
Cleaning
Projects
Seed
Wells
Pro-
cessingCapital
Farmer
Livestock
Sheep
SO3 IR 1.1
Increased availability of
loan capital, strategic private
investment and access to monies
SO6 IR 1.1
Increased Private Markets
Initiatives
To Execute Budgets
Figure 1 - Value Chain Analysis is an important tool for the non-lethal planning and targeting
process
Phase Three: Performance Monitoring Plan (PMP)
During phase three, the PRT should focus on fine tuning its strategic frameworks and
monitoring tools. Once the frameworks are crafted, vetted with section heads and their staff
and approved by the PRT Team Leader, each section chief and his/her staff should prepare a
PMP that corresponds to each of the strategic frameworks. In some instances, these plans
include needs assessments and value chain analyses already discussed. The development of a
PMP outlines all strategic objectives, interim results, performance metrics, benchmarks,
baseline data and non-lethal targets. It is essential that, at a minimum, the PMP include a
detailed definition of each performance indicator, the source, method, frequency and schedule
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6
of data collection, and the office, team, or individual responsible for ensuring data are
available on schedule.
As part of the PMP process, it is critical for the PRT to define how performance data
will be analyzed and subsequently how it will be reported, reviewed, and used in joint
program planning and decision making. With the above in mind, the PMP for a PRT can
exemplify standard monitoring practices and allow a PRT to plan and manage the collection
of performance data. Moreover, the PMP should always be envisioned as a “living”
document that can be periodically reviewed and refined as circumstances required. As such,
it enables all stakeholders to collect comparable data over time even when key personnel
change. (See PMP example at Annex E.)
Phase Four: Mapping and Charting of Projects
This phase includes a mapping/data-information project that a PRT can share with its
Brigade and partner agencies. By obtaining USAID, Brigade funding, local government
funding, and, if possible, USACE project data, a PRT is able to better collaborate with the
Brigade to map project locations across the area of operations. This phase also provides an
overview of development activities and facilitates the coordination and monitoring of
projects. The map and data-sharing project allows both the PRT and the Brigade to
cooperatively plan project implementation to prevent duplication of effort, maximize use of
resources, and cultivate synergy by synchronizing USAID and military efforts to obtain
unified objectives. The creation of maps illustrate -- through hyperlink to project data --
operational project information such as start/end dates, employment figures, number of
beneficiaries, financial contributions, and sector descriptions. The map and data-sharing
information project can be updated quarterly and shared with Brigade and PRT colleagues.
Phase Five: Reporting to Stakeholders
A PRT needs to communicate and share information with all relevant stakeholders. In
Iraq specifically, these include the Government of Iraq (GOI) officials, U.S. Embassy and
USAID officials and staff, Multi National Corps - Iraq (MNC-I) commanders and staff,
Multi-National Forces - Iraq (MNF-I) commanders and staff, the U.S. Army Corps of
Engineers, relevant cooperating agencies, implementing partners, USAID/Washington and
other donor agencies. The broad dissemination of such information is intended to stimulate
and cultivate habitual dialogue between and among all stakeholders in order to promote inter-
agency and GOI support for a PRT’s/GOI strategic objectives. It is important to note that all
information sharing must always be in accordance with DOS, USAID and DOD operational
security policies.
Strategic Objectives
To define strategic objectives based on a PRT’s pillars or sections, one might consider
the following PRT Mission Statement: “Improve the environment of the Iraqi citizens in the
area of operation by promoting reconciliation, shaping the political environment, supporting
economic development and building the capacity of provincial government to hasten self-
sufficiency and self-reliance.” To fully address and meet objectives prescribed under such a
Mission Statement, a PRT might identify a host of key strategic objectives (SO) and
intermediate or interim results (IR) derived from the Joint Campaign Plan and DOS-USAID
Mission plan. As an example, the strategic objectives might look like the following:

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Objective Description
SO1 Governance
Provincial and District level
governmental entities self-govern
effectively deliver government services to
the people.
SO2 Infrastructure
Improved capacity of provincial
institutions to operate and maintain key
infrastructure.
SO3 Economic Development
Improved sustainable economic
development in the private sector to
establish and implement broad-based and
comprehensive economic development
strategies that promote equitable and
sustainable growth.
SO4 Public Health & Education
Improved sufficient and sustainable
public health and education in the
province.
SO5 Rule of Law
Establish a justice system in Area of
Operation which ensures the fair,
effective, and transparent administration
of justice through capacity building in the
areas of judicial process, policing and
investigation, and corrections.
SO6 Agriculture
Improved broad-based economic growth
through agricultural development through
increased food production and product
market linkages.
SO7 Public Diplomacy
Through public and cultural affairs, build
provincial capacity; foster economic
development; strengthen rule of law;
promote reconciliation and moderate
media.

Below is an illustrative example of what a PRT strategic framework might look like. It
includes both the mission statement, the strategic objectives and the interim results:
8
SO3
ECON
Improved sustainable
Economic Development
SO4
PUBLIC HEALTH
Improved Sufficient
and Sustainable
Public Health and
Education
IR 1.3
Imp ationroved Educ
Opportunities and
Overall Quality of
Education
IR 1.1
Improved healthcare
facilities and Health
Services
IR 1.2
Improved Training
of Healthcare
Providers & Public
Health
Professionals
IR 1.2
Improved Capacity of
Human Resources at
Directorate Level
IR 1.1
Improved Provision
of Essential
Services
SO2
INFRASTRUCTURE
Improved Capacity of
Provincial Institutions
to Operate and
Maintain Key
Infrastructure
IR 1.2
Increased Capacity
To Execute Budgets
IR 1.1
Increased Capacity
IR 1.1
Increased availability
of loan capital,
strategic private
investment and
access to monies
SO1
GOVERNANCE
Provincial and District
level governmental
entities self-govern
effectively, delivering
government services to
the People
IR 1.2
Improved access to
business associations,
private investment,
education and
collaboration
IR 1.3
Increased Participation
by All Govt
Stakeholders
SO5
RULE OF LAW
Establish fair, effective,
and transparent
inistration of justi
and civil dispute
adm ce
resolution through
IR 1.2
Improved Capacity
of Civil Legal
IR 1.1
Improved Capacity
Within Justice
SO6
AGRICULTURE
Broad-based economic
growth through
agricultural development
SO7
PUBLIC DIPLOMACY
Through Public and
Cultural Affairs, Build
Provincial Capacity; Foster
Economic Development;
Strengthen Rule of Law;
IR 1.1
Increased Private
Markets Initiatives
IR 1.1 Public Affairs
Increased
Dissemination of
Information on PRT,
GOI and Kirkuk
IR 1.2
Increased Capacity of
Agriculture Stakeholders
IR 1.2 Cultural Affairs
Increased Awareness
of U.S. Culture and
Values among Citizens
of the Province
PRT MISSION
Improve the environment of Iraqi citizens in The AOR by promoting
reconciliation, shaping the political environment, supporting
economic development and building the capacity of provincial
government to hasten self-sufficiency
IR 1.3
Improved access to
economic opportunity for
rural and urban farmers

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Necessity for the Strategic Objectives and a Monitoring Plan
A PRT’s strategic framework and performance monitoring plan can serve as
implementation components for the OPA Maturity Model and the PRT-BCT Joint Campaign
Plan (JCP). The Maturity Model in particular requires that the PRT develop quarterly work
plans in which project efforts and resources are allocated to target, address and prioritize core
objectives. The strategic objectives and performance monitoring plan’s focus on specific
projects and initiatives foster improved economic and infrastructure conditions in the
Province, and ensure that these projects are part of the larger coordinated effort envisioned in
the Maturity Model and the JCP. As a result, the PRT strategic frameworks are effectively
aligned with the OPA Maturity Model and also dovetail nicely into the Joint Campaign Plan
(JCP) articulated by Brigade and PRT colleagues.
The PRT, particularly in the economic, essential services and agriculture sectors, can
conduct and initiate needs assessments and value chain analyses and develop various toolkit
projects (“In-a-Box” project examples illustrated in annex D) to engage these key sectors.
Such needs assessments and value chain analyses are the fundamental and crucial analytic
exercises required to describe the full spectrum of project needs and define where the PRT
should focus its best efforts in project implementation. The “In-a-Box” projects serve as a
packaged tool or toolkit that can be readily and quickly implemented to restore broken links
in a value chain. This of course depends on the arsenal of projects within a PRT’s domain and
sufficient financial and technical resources to implement them.
In accomplishing the task of implementing the Maturity Model and JCP, the PRT
strategic objectives and performance monitoring plan can address both the Maturity Model
and JCP’s objectives: (a) to assist in the development of sub-national governance a PRT can
work to build capacity in provincial and district level governments; (b) to help establish and
implement economic growth a PRT strives to improve sustainable development in the private
sector; (c) to enhance the quality of justice a PRT supports the establishment of a system
which ensures the fair, effective and transparent administration of justice throughout the
province; (d) to promote public development a PRT supports the improvement of the
infrastructure, agriculture, health and education, and; (e) to promote, in regard to
reconciliation, the resolution of differences among conflicting parties through public and
cultural affairs and the use of the media. The following box illustrates the comparisons
between the OPA Maturity Model and JCP objectives and the PRT strategic objectives:
OPA Maturity Model &
JCP Objectives
Aligned PRT Strategic
Objectives
(a) Governance SO1 Governance
(b) Political Development SO2 Infrastructure
SO4 Public Health & Education
(c) Reconciliation SO7 Public Diplomacy
(d) Economic SO3 Economic Development and SO6 Agriculture
(e) Rule of Law SO5 Rule of Law

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Critical Assumptions
In order to implement an effective PRT strategic plan that embraces the multi-phase concept
mentioned above, it is imperative that key critical assumptions are understood. Those
assumptions, although not exhaustive, are listed below
• host country government collaboration and financial buy-in.
• a permissive security environment that allows strategic planning and project/program
implementation.
• strong PRT and BCT leadership with supportive relationships with host government
counterparts.
• adequate staffing in each PRT section that includes subject matter expertise and
administrative support.
Conclusion
The development of a PRT’s strategic plan, including consensus-building, a
framework, a PMP, a mapping tool and a reporting plan provide an excellent opportunity for
a PRT to monitor its projects and programs and their effects or results. Data and performance
metrics can be used to maximize effectiveness of resources and engage in forward joint
planning with a Brigade. Consensus-building and the development of clear objectives,
performance monitoring plans, and a mapping/data-information sharing project can easily
support the overarching goal of improving the environment of Iraqi citizens in the area of
operations by promoting reconciliation, shaping the political environment, supporting
economic development and building the capacity of provincial government to hasten self-
sufficiency. It also supports and effectively synchronizes with the OPA Maturity Model and
JCP objectives by implementing a five-stage process based on clear performance measures,
monitoring plans, benchmarks and targeted goals.
With consistent implementation, a PRT strategy formulated using the above process
and nested with the OPA Maturity Model and the JCP can be coordinated effectively to
achieve measurable results that are responsive to stakeholder needs. Formal standardization
of such a process as described above would promote interagency efficiencies in allocation of
resources, help avoid unnecessary duplication, and most importantly, eliminate much of the
guess work in trying to determine what projects will most efficiently support strategic goals
by providing an avenue where the populace, among which USAID and military service
members are operating, identify what infrastructure and services they need.

Example of Provincial Assessment Behavior Statements
Maturity
Objective
Beginning Developing Sustainable Performing Self-Reliant
Governance
X
Political
Development X
Political
Reconciliation X
Economic
Development X
Rule of Law
X
Annex: A
Example of OPA Maturity Model Tracking Document
- 1 -

SO1: GOVERNANCE
Provincial and District level governmental entities self-govern effectively, delivering
government services to the People
INDICATORS
Increased expenditures of GOI Funds
Improved Effectiveness and Legitimacy of Provincial and District Government
IR 1.1
Increased Capacity
IR 1.2
Increased Capacity
To Execute Budgets
IR 1.3
Increased Participation by All
Govt Stakeholders
PERFORMANCE MEASURES: PERFORMANCE MEASURES:
1. Budget Preparation
• Increased forecast accuracy
• # of people trained in budget
preparation
2. Improved Budget Execution
• % of Budget Obligated and
expended to Priority Projects
3. Improved Ability to fund district
and sub-district projects
• % of Budget Expended on Priority
Projects
PERFORMANCE MEASURES:
1. Improved Turkman
Representation
• End of Turkman Block Boycott
2. Improved Arab and Turkman
Confidence in Political
Process
• Number of Arab and Turkman
Block Resolution Points
Implemented
3. Improved Relationship between
Executive and Legislative
Branches
• Number of Joint PC Chairman
– Governor Meetings
1. Improved Legal Framework and
Ability to Administer Local Laws
• Increased Number of Laws
Passed and implemented
2. Improved Communication
among Provincial officials
• Increased Number of Meetings
Between Local Councils /
Administrators and Provincial
Govt.
3. Improved Ability to Identify
Committee Priorities and
Recommendations
• % of committee
recommendations forwarded
arbitrated by council.
and
- 2 -
Annex: B
Example of Illustrative Strategic Objectives

SO2: INFRASTRUCTURE
Improved Capacity of Provincial Institutions to Operate and Maintain Key Infrastructure
INDICATORS
•Approved and Implemented Urban Master Plan
•Improved Effectiveness of Kirkuk Government and Organizations to Deliver Essential Services
•Reduction of Unemployment
IR 1.1
Improved Provision of Essential Services
IR 1.2
Improved Capacity of Human Resources
at Directorate Level
1. Improved operations and maintenance
of energy infrastructure
• Increased number of projects
• Percentage of projects completed by IFT
sector
2. Improved water resources management
• Improved operations and maintenance
plans
• Increased availability of potable water
• KM of canals cleaned for irrigation
3. Improved waste water plants, solid
waste & sewage systems
• Number of people served by waste
facilities
water
- 3 -
1. Increased technical competency of staff
• Increased number of Directorate staff
trained in technical areas
2. Increased capacity to implement O&M
programs
• Number of work plans developed and
implemented
• Improved Resource allocation
3. Improved fiscal monitoring of
expenditures
• Improved procurement controls
Annex: B

SO3: Economic Development
Improved sustainable Economic Development in Province
INDICATORS
Increased Employment:
Increased Loan Capital Availability
Improved Budget Expenditure
IR 1.3IR 1.1
Increased availability of loan capital,
strategic private investment and access to
monies
IR 1.2
Improved access to business
associations, private investment,
education and collaboration
Improved capacity of GOI to promote
growth in private sector, reduce corruption,
and increase % of budget spending
PERFORMANCE MEASURES:PERFORMANCE MEASURES:
1. Improved access to loan capital:
• Increased Loan Capital
available in private and public
banks in the rural and urban
areas
• Number of Letter of Credits
issued by private and Public
banks
2. Improved access to private
investment:
• Investment Commission # of
private investors from Iraq and
from abroad
• Shortened running time to get
licenses for private investment
from Baghdad
• Number of internet hits on
website of the Investment
Commission
1. Improved education
opportunities:
• # of VOTEC enrolled
• # of VOTEC graduates
• # of VOTEC graduates
employed
• # of SBD trained
• # of SBD starting a business
2. Improved collaboration with
business associations/NGO
• # of Micro Loan Applicants for
urban and rural areas
• # of business plans developed
1. Increased capacity for GOI to
expend their budget:
• Amount of Iraqi budget obligated
and disbursed
2. Decreased USG resources
invested in Province
• Amount of US $ committed and
spent
3. Increased amount of fuel to
public
• Amount of petroleum distributed
monthly
• Amount of oil produced monthly
- 4 -Annex: B

SO 4: PUBLIC HEALTH & EDUCATION
Improved Sufficient and Sustainable Public Health and Education in Province
INDICATORS
•Increased Number and Quality of Health Services
•Increased Quality of Healthcare Providers
•Improved Educational System
IR 1.1
Improved Healthcare Facilities and Health
Services
IR 1.2
Improved Training of Healthcare
Providers & Public Health
Professionals
IR 1.3
Improved Education Opportunities
and Overall Quality of Education
1. Increased quality of healthcare
• Number of hospitals assessed
for quality of care standards
• Number of facilities maintaining
quality of care standards
• Number of healthcare facilities
with patients charting systems
2. Improved access to healthcare
• Number of health clinics
maintaining standard hours of
operation
3. Improved institutional capacity to
deliver services
• Number of health clinics and
hospitals with adequate staffing
• Number of formularies
adequately stocked
1. Improved quality of professional
care
• Increased number of physicians
receiving annual Continuing
Medical Education (CME)
2. Improved capacity of service
providers
• Number of modules of public
healthcare education
3. Increased access to health services
• Number of qualified healthcare
professionals in underserved areas
4. Development of a public health
system in the province
• Steps toward the development of a
public health curriculum in the
university system
1. Improved quality of education
for children
• Increased number of teachers
in underserved areas
• Number of schools with
improved physical
infrastructures including
sanitation
2. Greater access to vo-tech
education
• Increased number of students
3. Increased participation of girls
in the educational system
• Increased number of females
enrolled in intermediate and
secondary school
- 5 -Annex: B

SO5: Rule of Law
Establish a justice system in which insures the fair, effective, and transparent administration of justice through
capacity building in the areas of judicial process, policing and investigation, and corrections.
INDICATORS
• Increased Capacity at MCC
• ROL activities expanded beyond Kirkuk
• Increased Transparency
IR 1.1
Improved Capacity Within Justice System
1. Increased Capacity at Major Crimes Court
• Increased Number of Cases Referred for trial
• Increased Number of Cases Adjudicated
• Decreased Time Between Trials
2. Prompt Adjudication of Detainees
• Decrease in average time between arrest and
appearance before Investigative Judge
• Decrease in average time between arrest and trial
3. Improved Juvenile Justice System
• Juvenile facility meeting minimum humanitarian
standards
• Educational component implemented
4. Improved Court Security
• Number of Awarded Courthouse security projects
• Number of FPS/PSD Trained
• Number of FPS/PSD Equipped
• Number of Judges provided with protective equipment
5. Improved Criminal Justice Coordination
• Participation in Criminal Justice Conferences
• # of Judges, Investigators trained
• Participation in Criminal Justice Councils
• # and regularity of council meetings held
# of criminal justice partners in attendance
1. Develop Baseline Data of Needs
• All courts in province assessed
• Bar Association polled
• Law School polled
• Public polled
2. Public Access Improved
• A capable and sustainable legal aid office established
each district
in
• Detainee liaisons established IAW MND-N Campaign
Plan
• Majority of citizens polled say they have access to the
courts
3. Improve Transparency
• Media has access to the courts
• Information about laws, rights, and case results is
disseminated to the Iraqi public
4. Integrate ROL concepts into other PRT sections as
needed
• ROL Issues arising in other PRT functional areas are
successfully addressed (case by case basis)
IR 1.2
Improve Capacity of Civil Legal System
- 6 -Annex: B

- 7 -
IR 1.1
Increased Private Markets Initiatives
IR 1.2
Increased Capacity of Agriculture
Stakeholders
IR 1.3
Improved access to economic
opportunity for rural and urban
farmers
1. Improved Feed Mills
• % increase in production
2. Develop Sheep Feed Lots
• # of Feed lots started
1. Access by micro entrepreneurs
to financial services from
financially viable instructions
• # of Loans
2. Improved access to appropriate
agriculture technologies
• Number Beneficiaries
3. Increased Poultry Production
4. Introduce Sunflower, olive, and
Cotton Seed Processing
• # of enterprises created
• # of beneficiaries
5. State-owned economic assets
• Improved efficient operation and
profitability
• # receiving private investment
1. Improved Communication among
Provincial officials
• Increased # of recommendations
and actions
2. Improved Ability to Identify
Priorities and execute
• Increased # initiatives
3. Introduction of agricultural best
practices through training
• # of beneficiaries trained
SO6: AGRICULTURE
Broad-based economic growth though agricultural development
INDICATORS
Increased food production
Increased Labor and product market linkages
Annex: B

SO7: PUBLIC DIPLOMACY
Through Public and Cultural Affairs, Build Provincial Capacity; Foster Economic Development; Strengthen Rule of Law; Promote
Reconciliation and Moderate Media
INDICATORS
Increased Iraqi Awareness of District and Provincial Government’s Democratic Processes
Increased Iraqi Understanding of U.S. Culture
IR 1.1 Public Affairs
Increased Dissemination of Information on PRT, GOI and Kirkuk
Government to Citizens of Kirkuk
IR 1.2 Cultural Affairs
Increased Awareness of U.S. Culture and Values Among Citizens of
Kirkuk

Performance Measures:
-Improved Awareness of Government Officials and
Democratic Processes
Number of Kirkuk Citizens Who Understand Democratic
Process (Survey)
- Improved Awareness of Judicial Processes
Percentage of Citizens Aware of Laws and Court
Procedures (Survey)
-Improved Cultural Awareness Through International
Exchange Programs
Number of Kirkuk Citizens Sent on Exchange Programs
-Improved Cultural Awareness Through the Delivery of U.S.
Publications
Number of Books, Media, and Pamphlets Handed Out to
Citizens
- Improved Awareness of
Economic Strategies
-Improved Awareness of
Agricultural Processes
- Improved Awareness of Health
Care in Kirkuk
Number of Citizens Aware of
Economic Strategy (Survey)
Percentage of Citizens
Aware Of Agricultural
Strategies (Survey)
Information
RepositoryOrganize and Archive Resource
Information on Kirkuk
Number of News Briefs, Surveys, Media
Archives
- Improved A areness ofw
Infrastructure Projects
Number of Citizens
Aware of Local
Projects
Percentage of Citizens
Aware of Health Care
Initiatives (Survey)
-Civil Society, NGO, Women and Youth Initiatives
Number of Civil Society, NGO, Women and Youth
Proposals, Conferences and Programs
- Pamphlets and Websites
Number of Cultural Pamphlets and Websites
- 8 -
Annex: B

Example of Value Chain Analyses as Targeting Tool
10,000
Corn
Producers
50k Domans
35k MT yearly
Processing
Drying
Plants
Storage
Grain
Silo
Livestock
Feed
Processing
Wholesale
Retail
Feed
Packaging Cold
Storage
Wholesale
Retail
Fertilizer
Feed Grains
Sheep Farming
Farmer
Livestock
Poultry
Processing
Packaging Cold
Storage
Wholesale
Retail
Poultry Farming
Egg
Hatchery
Farmer
Egg
Producer
Double Farmers
Feed Grain Income
200% Grain
Production increase
Wholesale
Retail
Flower
Bakers
Wholesale
Retail
Human Consumption
Quality improvement
80/20 Feed/Human to 60/40 Feed/Human
50% Increased Farmer income
10% decrease in Cost to consumer
SO6 IR 1.1.1
Improved Feed
Mills
% increase in
production
SO6 IR 1.1.2
Develop Sheep
Feed Lots
% increase in
production
# of Feed lots
started
SO6 IR 1.1.3
Increased
Poultry
Production
% increase in
production
SO2 IR 1.1.2
Improved water
resources
management
KM of canals
cleaned for
irrigation
SO1 IR1.2
Increased Capacity
To Execute Budgets
SO3 IR 1.1
SO6 IR 1.1
Increased Private Markets Initiatives
Canal
Cleaning
Projects
Seed
Wells
Pro-
cessing
CapitalFarmer
estockLiv
Sheep
- 9 -
Annex: C
Examp e of Value Chain Analyses as Targeting Tooll

- 10 -
Slaughter
House
Access
to
Capital
($495k)
Processing Packaging Cold
Storage
Local Egg Production
Fresh Product
Feed
40
Broiler
Farmers
$5,000 Each
40%
Live Birds
Transportation
Access to
Market
Wholesale
Retail
Distribution
1 Egg
Hatchery
$48,000
Iraqi
Contribution
400,000
EGGS
(imported)
$80,000 60%
For
Processing
Example of Poultry Farming Business Analysis
Where to Focus Resources and Priorities
Mothers
Laying
House
Laying
HensEGGS
Protein
Supplement
Feed Mill
$205,000
Locally
Sourced
Grains
Imported
Feed
$1,250,000
For
400,000 Birds
40%
60%
Locally Produced Feed
Imported
EGGS
Locally Produced Poultry
Wholesale
Retail
Distribution
Frozen Product
SO3 IR 1.1
Fertilizer
1 Cycle: Chick to Market 45 to 50 days
3 to 4 Cycles per year
Litter Processing
Annex: C
Example of Value Chain Analyses as Targeting Tool

- 11 -
Hoop House in a Box
$3,000-$6,000*
$3,000 investment =
$2,525 yearly Income =
Employment, Stability,
Prosperity
1 Season Yield
6 Tons
Income
$1,200
Expenses
$605
Profit
$595
Water Efficiency
35%
2 Season Yield
20 Tons
Income
$4,100
Expenses
$1,575
Profit
$2,525-$5,000+
Water Efficiency
98%
Drip System in a Box
$2,200*
4 Domans
Drip Irrigation System
Opportunity to Grow Crops on
barren land
Village from
$0 income to $2,500+
BCT Projects/Effects are synchronized
into Strategic Objectives
Fixing Breaks in Value Chains
*Estimated Costs
Annex: D
Example of Projects

- 12 -
Stores in a Box
$3,000*
Local Contribution
$1,000
(Construction, Equipment)
Budget:
$2,000
(Store supplies and access to distribution)
Income:
Bakery in a Box
$6,000*
Local Contribution
$2,000
Budget:
$4,500
(Ovens)
Income:
Annex: D
Example of Projects *Estimated Costs

- 13 -
Bee Keeping
in a Box
$6,000*
Local Contribution
$2,000
Budget:
$4,500
(30 Bee Cells)
Income:
Calves in a Box
$16,875*
Local Contribution
$5,000
(Construction, Fodder)
IRD Budget:
$11,875
(25 Calves)
Income:
Sheep in a Box
$15,750*
Local Contribution
$4,500
(Construction, Fodder)
Budget:
$11,250
(90 Sheep)
Income:
Annex: D
Example of Projects
* Estmated Cost

- 14 -
Fish Hatchery
in a Box
$29,000*
Local Contribution
$10,000
(Dig Pools and well)
Budget:
$19,000
(Generator, Submersible, Fish)
Income:
Greenhouse in a Box
$38,000*
Local Contribution
$14,000
(Construction, 1 Greenhouse)
Budget:
$24,000
(2 Greenhouses)
Income:
Water in a Box
$150,000*
1,500 with potable water
Annex: D
Example of Projects
* Estimated cost for

Illustrative Performance Plan SO2: Infrastructure
Data Acquisition Results
Level Indicator and Definition Data Source and
Method of Collection Frequency Benchmark Responsible Year Baseline Target
Intermediate
Result
(1.1) Improved provision of essential services
DG of electricity, Street
surveys
Q
10 hrs per day in
next Q
Infrastructure
Team Leader
2007
8-10 hours of
power per
day
18 hour service
Performance
Measure
Improved operations and maintenance of energy infrastructure:
(1.1.1) Increased # of projects PRT Records Q 1
Infrastructure
Team
2007 1 4 per year
(1.1.1) % of projects completed by INF sector PRT Records Q 20% Completion
Infrastructure
Team
2007 0% 100% completion
Performance
Measure
Improved water resources management:
(1.1.2) Improved operations and maintenance
plans
DGs of Water Q NA
Infrastructure
Team
2007 0 Plans 2 Plans completed
(1.1.2) Increased availability of potable water DGs of Water, Street Surveys Q
2 hours of
increase per Q
Infrastructure
Team
2008
4-6 hrs of
water flow
per day
20 hrs of water flow per
day
(1.1.2) KM of canals cleaned for irrigation DG of Water Resources Q 650 Per Q
Infrastructure
Team
2007
1,840 KM
cleaned
3,800 KM cleaned
Performance
Measure
Improved waste water plants, solid waste, & sewage systems:
(1.1.3) volume of waste disposed of in landfill DG of Minicipality of Kirkuk Q
282 m3 of waste
disposed per day
Solid Waste
Management
Adivsor
2007
No waste
disposed
1,130 m
3
of waste
disposed per day
(1.1.3) # of people served by waste water
facilities
DG of Sewer Q ?
Infrastructure
Team
2007 0 30,000 people served
Intermediate
Result
(1.2) Improved capacity of human resources at
Directorate Level
Directorates on training,
personal interview
SA NA
Infrastructure
Team
2007 X NA
Performance
Measure
Increased technical competency of staff:
(1.2.1) Increased number of Directorate staff
trained in technical areas
Directorates on training,
personal interview
SA ?
Infrastructure
Team
2007 ?
10% increase in trained
personnel
Performance
Measure
Increased capacity to implement O&M programs:
(1.2.2) # of work plans developed and
implemented
PRT Records SA NA
Infrastructure
Team
2007 0 2 work plans
(1.2.2) Improved resource allocation PRT Records SA NA
Infrastructure
Team
2007
0 PM
budget
1 PM budget
Performance
Measure
Improved fiscal monitoring of expenditures:
(1.2.3) Improved procurement controls PRT Records Q NA
Infrastructure
Team
2007
0 Logistical
budgeting
1 Logistical budget
Annex: E Example of Performance Monitoring Plan

Illustrative Performance Plan SO3: Economic Development
Level Indicator and Definition Data Source and Method of
Collection Frequency Benchmark Responsible Year Baseline Target
Intermediate
Result
(1.1) Increased availability of loan capital,
strategic private investment and access to
monies
Micro Finance Institutions provide
data
M Economics Team 2008 NA NA
Performance
Measure
Improved access to loan capital:
(1.1.1) Increased loan capital available in private
and public banks in rural and urban areas
Micro Finance Institutions provide
data
M Economics Team 2008
$1,109,306
Available
(1.1.1) # of letter of credits issued by private and
public banks
2008
Performance
Measure
Improved access to private investment:
(1.1.2) Investment Commission # of private
investors from Iraq and from abroad
Investment Commission M Economics Team 2008
(1.1.2) Shortened running time to get licenses for
private investment from Baghdad
(1.1.2) # of internet hits on website of the
Investment Commission
Intermediate
Result
(1.2) Improved access to business associations,
private investment, education, and collaboration
2008
Performance
Measure
Improved education opportunities:
(1.2.1) # of VOTEC enrolled
Education
Team
2008
(1.2.1) # of VOTEC graduates
Education
Team
2008
(1.2.1) # of VOTEC graduates employed
Education
Team
2008
(1.2.1) # of SBD trained
Al Murshed provides data to Econ
Team
Q
Economics
Business
Advisor
2008 153 Trained 500 Trained
(1.2.1) # of SBD starting a business
Team
Q
Economics
Business
Advisor
2008
41 Businesses
started
100 Started
Performance
Measure
Improved collaboration with business associations/NGO:
(1.2.2) # of Micro Loan applicants for urban and
rural areas
Team
Q
Economics
Business
Advisor
2008
574 Loans
granted
1,500 Loans granted
(1.2.2) # of business plans developed
Team
M
Economics
Business
Advisor
2008
0 Plans
Developed
25 per month

Intermediate
Result
(1.3) Improved capacity of GOI to promote
growth in private sector, reduce corruption, and
increase % of budget spending
NA NA NA 2008 NA NA
Performance
Measure
Increased capacity for GOI to expend their budget:
(1.3.1) Amount of Iraqi budget obligated and
disbursed
Manager of the Treasury M
Economics
Business
Advisor
2008
3% of 172
Billion Dinars
All 172 Billion Dinars
spent
Performance
Measure
Decreased USG resources invested in Province:
(1.3.2) Amount of US $ committed and spent
Information comes from USAID
and CERP
M
Economics
Business
Advisor
2008
Performance
Measure
Increased amount of fuel to public:
(1.3.3) Amount of petroleum distributed monthly
Petroleum Products Distribution
Center
Q
Oil Distribution
SME
2008
159,620,159
Liters
distributed
(1.3.3) Amount of oil produced monthly
Petroleum Products Distribution
Center
Q
Oil Distribution
SME
2007
900,000 Cubic
Meters
1 New Refinery to
Double Production

Illustrative Performance Plan SO4: Public Health & Education
Intermediate
Result
(1.1) Improved Healthcare Facilities and Health
Services
DG of Health Q
PRT Public Health
Team
2008 NA NA
Performance
Measure
Increase quality of healthcare by:
(1.1.1) # of facilities assessed for quality of care
Individual Facility
Assessments
A
PRT Public Health
Team
2008 10 X
(1.1.1) # of facilities maintaining quality care and
using a patient charting system
Individual Facility
Assessments
A
PRT Public Health
Team
2008 0
Develop and implement 1
charting system for all
facilities
Performance
Measure
Improve access to healthcare
(1.1.2) # of facilities observing standard hours of
operation
Individual Facility
Assessments
A
PRT Public Health
Team
2008 6
100% of Facilites observe
standard operation hours
Performance
Measure
Improve institutional capacity to deliver service by:
(1.1.3) # of facilities with adequate staffing
Individual Facility
Assessments
A
PRT Public Health
Team
2008 0
All facilities adequately
staffed
(1.1.3) # of formularies adequately stocked
Individual Facility
Assessments
A
PRT Public Health
Team
2008 0
All formularies adequately
stocked
Intermediate
Result
(1.2) Improved Training of Healthcare Providers &
Public Health Professionals
DG of Health A
PRT Public Health
Team
2008 NA NA
Performance
Measure
Improved quality of professional care:
(1.2.1) Increased # of physicians receiving
annual Continuing Medical Education (CME)
DG of Health A
PRT Public
Health Team
x ?
Coordinate programs for
CME
Performance
Measure
Improved capacity of service providers:
(1.2.2) # of modules of public healthcare
education
DG of Health BA
PRT Public
Health Team
x ?
Nursing and Med. Tec.
Programs
Performance
Measure
Increased access to health services:
(1.2.3) # of qualified healthcare professionals in
underserved areas
DG of Health A
PRT Public
Health Team
x ?
3 Mobile Medical Teams
for underserved areas
Performance
Measure
Development of a public health system in the province:
(1.2.4) Develop a public health curriculum in the
university system
DG of Health A
PRT Public
Health Team
x ?
Universities have a
usable curriculum

Intermediate
Result
(1.3) Improved Education Opportunities and
Overall Quality of Education
DG of Education A
PRT Education
Team
2008 NA NA
Performance
Measure
Improved quality of education for children:
(1.3.1) # of teachers in underserved areas DG of Education A
PRT Education
Team
x ? 1/23 student teacher ratio
(1.3.1) # of schools that improve building
infrastructure and sanitation
Individual Facility Assessments A
PRT Education
Team
x ?
260 school sanitation
programs in effect
Performance
Measure
Greater access to vo-tech education:
(1.3.2) # of students in vo-tech education DG of Education A
PRT Education
Team
2008 864 1,000 students enrolled
Performance
Measure
Increased participation of girls in the educational system
(1.3.3) # of females in enrolled in intermediate
and secondary schooling
DG of Education A
PRT Education
Team
x ?
Increase number of
Females in school by
20%

Illustrative Performance Plan SO5: Rule of Law
Intermediate
Result
(1.1) Improved capacity within justice system Chief Judges of Kirkuk Q ROL Team 2008 na na
Performance
Measure
Increased capacity at Major Crimes Court:
(1.1.1) Increased # if cases referred fir trial Chief Judges of Kirkuk Q ROL Team 2008 54 Referred 200 Referred
(1.1.1) Increased # of cases adjudicated Chief Judges of Kirkuk Q ROL Team 2008 32 Adjudicated 200 Adjudicated
(1.1.1) Decrease time between trials Chief Judges of Kirkuk Q ROL Team 2008 12 Months 6 Months
Performance
Measure
Prompt adjudication of detainees:
(1.1.2) Decrease average time between arrest
and appearance before Investigative Judge
Chief Judges of Kirkuk Q ROL Team 2008 24hours - 3
weeks
Within 24 hours
(1.1.2) Decrease average time between arrest
and trial
Chief Judges of Kirkuk Q ROL Team 2008 12 months or
longer
6 Months
Performance
Measure
Improved Juvenile Justice System:
(1.1.3) Juvenile facility meeting minimum
humanitarian standards
Juvenile facility Warden,
Locational assesments
SA ROL Team 2008 15 Boys per
Room
5 Boys per Room
(1.1.3) Educational component implemented Kurdistan Save the Children
Committee
SA PRT Education
Team
2008 No Education
Program
1 Education Center
Performance
Measure
Improved court security:
(1.1.4) # of awarded courthouse security projects PRT Records SA ROL Team 2008 1 Awarded 7 Courts reviewed for
Security Projects
(1.1.4) # of FPS/PSD trained Chief Judges of Kirkuk Q ROL Team 2008 26 FPS/ 95
PSD trained
176 FPS/ 99 PSD trained
(1.1.4) # of FPS/PSD Equipped Chief Judges of Kirkuk Q ROL Team 2008 None fully
equipt
176 FPS/ 99 PSD
(1.1.4) # of judges provided with protective
equipment
Chief Judges of Kirkuk SA ROL Team 2008 0 Judges with
equipment
All 69 Judges with
equipment
Performance
Measure
Improved Criminal Justice coordination:
(1.1.5) Participation in Criminal Justice
Conferences
Chief Judges of Kirkuk A ROL Team 2008 0 Participation 100% of the 69 judges
participating
(1.1.5) # of judges & investigators trained Chief Judges of Kirkuk Q ROL Team 2008 0 judges
trained
100% of the 69 judges
trained
(1.1.5) Participation in Criminal Justice Councils Chief Judges of Kirkuk A ROL Team 2008 0 Participation All 5 Criminal Justice
Judges Paricipate
(1.1.5) # and regularity of council meetings held Chief Judges of Kirkuk SA ROL Team 2008 0 Council
meetings
1 Per Month
(1.1.5) # of criminal justice partners in attendance Chief Judges of Kirkuk SA ROL Team 2008 0 Partners in
attendance

Intermediate
Result
(1.2) Improve capacity of Civil Legal System Chief Judges of Kirkuk give monthly
data
Q ROL Team 2008
Performance
Measure
Develop baseline data of needs:
(1.2.1) All courts in province assessed Locational assesment A ROL Team 2008 4 Courts
assessed
100% of courts assessed
(6 total)
(1.2.1) Bar Association polled Locational assesment A ROL Team 2008 no
assessment
of Bar
Taken
1 initial assessment taken
(1.2.1) Law School polled Locational assesment A ROL Team 2008 No
Assessment
Taken
1 Comprehensive
assessment taken
(1.2.1) Public polled Locational assesment SA ROL Team 2008 0 polls in
effect
1 Poll conducted monthly
Performance
Measure
Public access improved:
(1.2.2) A capable and sustainable legal aid office
established in each district
Chief Judges of Kirkuk A ROL Team 2008 0 Legal Aid
offices
1 Sustainable Legal Aid
office created
(1.2.2) Detainee liaisons established IAW MND-N
Campaign Plan
Detainee Working Persons Group at
the Provencial Council
A ROL Team 2008 0 Detainee
Liasons
1 Detainee Leasion
(1.2.2) Majority of citizens polled say they have
access to the courts
ROL Team polling records SA ROL Team 2008 0 polls in
effect
Poll taken and more than
60% have access to
courts
Performance
Measure
Improve transparency:
(1.3.1) Media has access to the courts Chief Judges of Kirkuk SA ROL Team 2008 No Media
access
100% of courts
assessable to media
(1.3.1) Information about the laws, rights, and
case results is disseminated to the Iraqi public
Chief Judges of Kirkuk SA ROL Team 2008 1
Government
publication
1 Publication accessible to
the general public
Performance
Measure
Integrate ROL concepts into other PRT sections as needed:
(1.3.2) ROL issues arising in other PRT functional
areas are successfully addressed on a case by
case basis
All PRT Team Section Heads Q ROL Team 2008 0 Teams
functioning
with ROL
ROL intigrated with all 7
PRT Teams

Illustrative Performance Plan SO6: Agriculture
Broad-based economic growth through agricultural development
INDICATORS: Definition:
Increased food production
Increased labor and production market linkages
Level Indicator and Definition Data Source and Method
of Collection Frequency Benchmark Responsible Year Baseline Target
Intermediate
Result
(1.1) Increase private market initiatives
Performance
Measure
Improved feed mills:
(1.1.1) % increase in production
Performance
Measure
Develop sheep feed lots:
(1.1.2) % of increase in production
(1.1.2) # of feed lots started
Performance
Measure Increased poultry production:
(1.1.3) % increase in production
Performance
Measure Introduce Sunflower, Olive, and Cotton seed processing:
(1.1.4) # of enterprises created
(1.1.4) # of beneficiaries
Performance
Measure State-owned economic assets:
(1.1.5) Improved efficient operation and
profitability
(1.1.5) # of receiving private investment

Intermediate
Result
(1.2) Increased capacity of Agriculture
stakeholders
Performance
Measure Improved communication among provincial officials:
(1.2.1) Increase # of recommendations and
actions
Performance
Measure Improved ability to identify priorities and execute:
(1.2.2) Increase # of initiatives
Performance
Measure Introduction of agricultural best practices through training:
(1.2.3) # of beneficiaries trained
Intermediate
Result
(1.3) Improved access to economic opportunity
for rural and urban farmers
Performance
Measure
Access by micro entrepreneurs to financial services from finacially viable
instructions:
(1.3.1) # of loans
Performance
Measure Improved access to appropriate agriculture technologies:
(1.3.2) # of beneficiaries

Lieutenant Colonel David Menegon USAR, a Civil Affairs Officer in Army
Special Operations and a veteran of multiple theaters of operation, has served with
NATO in Bosnia-Herzegovina, the American Embassy in Jordan, in Guantanam
Bay managing Cuban and Haitian refugees, and two tours in Iraq with the First
Marine Division and 82nd Airborne Division in 2003 to 2004 and now in 2008
with the Department of State. Over the past 20 years LTC Menegon has devoted
his career to working with military commanders and civil authorities in lessening
the impact of military operations on civilian populations during times of war.
Recently as Deputy Team Leader in Iraq, LTC Menegon supervised a multi-
agency, multi-disciplinary Provincial Reconstruction Team (PRT) of 85 Defense
Department, State Department, Justice Department, USAID, USDA, FEMA, NGO and local staff. In his
civilian life, LTC Menegon has over 17 years of sales, marketing, and management experience at Xerox
Corporation. There his responsibilities included strategic planning, assessments, budget forecasts,
financial management and human resource, as well as sales and global document management to Fortu
100 banking and financial institutions and global corporations. Also as a charitable accomplishment,
LTC Menegon serves as the Commandant of the Knickerbocker Greys. Founded in 1881, the
Knickerbocker Greys instills leadership and develops character and integrity in New Yo
o
ne
rk City boys and
girls of all races and walks of life.
is
as
ya where
n
ct and
Angola, Rwanda during the 1994 genocide,
di, Sudan, Ethiopia, Cambodia and now Iraq.
US Army Combined Arms Center, Fort Leavenworth, KS 66027
Dr. Jeffrey Ashley is a Foreign Service Officer and Diplomat with the United States
Agency for International Development (USAID). Currently he serves as the USAID
Representative for the Provincial Reconstruction Team in Kirkuk, Iraq where he
responsible for establishing and implementing USAID programs from an annual
country budget totalling approximately $1.0 billion. Prior to serving in Iraq, he w
the Director of the Office of Basic Human Services at th U.S. Mission to Jakarta,
Indonesia. He has also held posts with USAID/East Africa in Nairobi, Ken
he served as the Director of the Office of Regional Health and HIV/AIDS
Programs; Director and Chief of Projects at USAID, Luanda Angola; Director and Chief of the Health
and Population Office at USAID Phnom Penh, Cambodia; and as Senior Health Officer at the USAID
Mission in Dar es Salaam, Tanzania. With 20 years of public health and development experience with
USAID, humanitarian and non-governmental organizations and Peace Corps in Africa, Asia and Lati
America, Dr. Ashley has spent his international career managing child survival, maternal and child
health, infectious disease and HIV/AIDS programs, food aid, food security, environment, agriculture and
democracy and governance programs around the world. He has worked extensively in many confli
post-conflict countries worldwide such as Nicaragua,
Burun
The COLLOQUIUM is published by the USA/USMC Counterinsurgency
Center (COIN Center), a directorate of the Combined Arms Center (CAC) at
Fort Leavenworth, Kansas. Permission is granted to print single copies of thi
article for personal, non-commercial use. Requests for reprint of articles
other publications, lesson plans, or similar multiple copy venues must
submitted via e-mail to:
s
in
be
coin@conus.army.mil; or in writing to the
following address: USA/USMC COIN Center, 630 McClellan Ave, Ft
Leavenworth, KS 66027. Also, it should be noted that the COLLOQUIUM
does not fact check statements or reputed sources in documents published
The responsibility for the accuracy of information asserted, sources, and
(where appropriate) security clearance for r
.
elease is deemed the personal and
professional responsibility of the author.

COLLOQUIUM VOL 4-2 - LTC Menegon

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