1
TATWEER NATIONAL CAPACITY 
DEVELOPMENT (NCD) PROGRAM 
IN NINEWA PROVINCE: 
TRAINING ACTIVITY REVIEW 
 
Final Report
 
February 2011
This publication was produced for review by the United States Agency for International Development. 
It was prepared by Kathleen Webb on behalf of The QED Group, LLC, under Contract Number: GS-10F￾0405M/ Delivery Order No.: 267-O-00-09-00513-00.
 
ii Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
TATWEER NATIONAL CAPACITY 
DEVELOPMENT (NCD) PROGRAM 
IN NINEWA PROVINCE: 
TRAINING ACTIVITY REVIEW
Final Report
February 2011
The QED GROUP, LLC
Washington D.C. office:
1250 Eye Street, NW
Suite 1100
Washington, DC 20005
Phone: 202-521-1900
DISCLAIMER
The authors’ views expressed in this publication do not necessarily reflect the views of the United 
States Agency for International Development or the United States Government.
iii Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
CONTENTS 
ACRONYMS............................................................................................................................. 1
EXECUTIVE SUMMARY......................................................................................................... 2
OBJECTIVES AND BACKGROUND..................................................................................... 5
METHODOLOGY.................................................................................................................... 8
FINDINGS AND CONCLUSIONS ........................................................................................ 9
RECOMMENDATIONS.........................................................................................................15
ANNEX 1: SCOPE OF WORK.............................................................................................16
ANNEX 2: GOVERNOR’S LETTER OF AUTHORIZATION (REMOVED- FOR 
INTERNAL USE ONLY) .......................................................................................................19
ANNEX 3: FIGURES AND TABLES (BASED ON SAMPLED TRAINEES) ....................20
ANNEX 4: LIST OF REFERENCES......................................................................................30
ANNEX 5: LIST OF PERSONS INTERVIEWED (PARTIAL) (REMOVED- FOR 
INTERNAL USE ONLY) .......................................................................................................32
ANNEX 6: FIELD QUESTIONNAIRES...............................................................................33
1 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
ACRONYMS 
DG Directorates General
GOI Government of Iraq
KII Key Informant Interviews
M&E Monitoring and Evaluation
MOA Ministry of Agriculture
MOE Ministry of Electricity
MOH Ministry of Health
NCCMD National Center for Consultation and Management Development
NCD National Capacity Development
PMP Performance Management Plan
TOT Training of Trainers
QED The QED Group, LLC
SOW Scope of Work
USAID United States Agency for International Development
USG United States Government
2 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
EXECUTIVE SUMMARY
Purpose
The United States Agency for International Development (USAID)/Iraq Performance Evaluation and 
Reporting for Results Management (PERFORM) project, implemented by The QED Group, LLC 
(QED), was requested to perform an activity review of the Tatweer training program in Iraq’s 
Ninewa Province to determine its effects and impact. USAID requested a review of implementation 
challenges posed by Ninewa’s unique political position, precarious security situation and barriers 
presented by individual Directorates General (DGs). PERFORM was also tasked to pinpoint issues 
specific to the province in terms of impact and make recommendations, and review the degree of 
integration of the Training/Trainer of Trainers (TOT) program.1
Methodology
 
Two methods of study were utilized: key informant interviews (KIIs) and documentation review. 
PERFORM staff fielded a team of four data collectors, who spent a total of three weeks (Jan. 20-Feb. 
10, 2011) interviewing DGs, trainees2
Program Overview
and TOTs. In preparation for this activity, PERFORM sought a 
permission letter from the Governor to facilitate movement of the data collectors within the 
province (Annex 2). An orientation of the data collectors was carried out in Erbil on Jan. 20, 2011, 
facilitated by the PERFORM Technical and Operations Specialist. Team leaders were interviewed on 
Nov. 2010 by the PERFORM Senior Monitoring & Evaluation (M&E) Advisor at the Tatweer 
compound. The tools used for the interviews were a series of KIIs, and a documentation review was 
also carried out to understand the historical evolution and performance of Tatweer with respect to 
training. 
USAID/Iraq funded the National Capacity Development (NCD) program, or Tatweer 
(“development” in Arabic), in an effort to improve delivery of core public services to the Iraqi 
people. A three-pronged approach was utilized in which targeted ministries would receive training, 
systems development and capacity building. 
The core of Tatweer is training, which began in 2006 and continued into 2010. According to the 
Scope of Work (SOW), Ninewa province has been a major beneficiary of direct and roll-out training 
to a total of 9,924 provincial staff. This means an increase from 87 trainees in 2006 to the present 
number. As in the other 17 provinces, training was expected to be in the five administrative areas as 
follows: fiscal management; human resources; information technology; leadership and 
communication; and project management. According to the quarterly records, one-third received 
their training in information technology, another third received training in leadership and 
communication and the rest were trained in the other three subject areas. Training slowly increased
in the province of Ninewa by 2009, but according to training logs and surveys had significantly 
 
1 Scope of Work,’ Annex I.
2 For this review, a sample of 80 trainees was drawn from a list of approximately 8,000 trainees trained in the 
ministries as of Sept. 30, 2010. In this case, 80 interviews would have represented 1 percent of those trained. 
Due to insecurity, slow cooperation by the three ministries which would facilitate trainee interviews and the 
refusal of many trainees to be interviewed, 47 persons were interviewed, interviewed for the review was 
.01far below what was intended for reliability. Since the method of data collection (design and interviewing) 
followed M&E standards, and interviewees were selected from random lists, the data collected is considered 
representative despite the small sample, considering these factors and that this study is a review not an 
evaluation.
3 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
slowed by 2010 due to many factors explored in this review, such as insecurity, inexperienced TOTs 
and continued resistance of DGs towards creating an enabling environment for training.3
Key Findings and Recommendations
There are many positive outcomes to the training intervention in Ninewa. These include improved 
fiscal management and human resource management, an increase in information technology leading 
to improved management information systems, improved leadership and communication and 
introduction of a project cycle approach to service delivery. A significant number (37 percent) of 
those interviewed stated they were able to implement what they learned from the training (Figure 
8), while 63 percent said the training fully met their training needs (Figure 9). Seventy-six percent 
stated that their ministries were fully supportive of the training (Figure 10). Female participation was 
also significant at 2,424 women, representing 24 percent of enrollees (direct and rollout combined) 
by February 2011. The positive findings should be built on to address the challenges to the training 
program and the extension activities of Tatweer. 
There were many challenges to the training, such as some ministries lacking an enabling environment 
towards training and change, TOTs inadequately preparing to implement rollout training, and 
growing insecurity in the province. The sharp drop in direct training from 2009 (when 4,454 persons 
were trained, to 933 persons in 2010) was expected to be replaced with rollout training by the 
TOTs trained by Tatweer (Table 2). However, the figures shown in Table 3 indicate that rollout 
training also dropped from 1,097 in 2009 to 422 in 2010. These results suggest that the TOTs may 
not be able to sustain the training learned without intervention. The TOTs interviewed by the field 
team indicated that they have not received adequate training to jump-start the rollout process. This 
is supported in Table 3, which shows that there have been no Master TOTs or Advanced TOTs 
conducted by the TOTs. TOTs expressed concern that they did not receive enough Master TOTs 
training and Advanced TOTs training from the Tatweer trainers to support their own training needs. 
Some other concerns were long training gaps between training provided, which was six to nine 
months for 33 percent of those interviewed (Figure 7). The inability of TOTs to implement what 
they had learned also remains high: only 37 percent of the trainees were able to implement what 
they had learned. 
In light of the key findings, five recommendations are made:
• Challenges to successful training should be addressed in this province. The three 
project results are all dependant on the completion of Result 1, and obstacles to the training 
have to be removed. This means more direct training by Tatweer and a greater spread of 
enrollment by course type. Better follow-up, both remote or in nearby meeting sites such as 
Erbil, should be considered. The ministries where training was lower (Ministry of Interior, 
Human Rights, Environment, etc.) will require more intervention by Tatweer in the 
extension period.
• TOTs should be retrained. The pace of TOT rollout courses falls far below what is 
expected; in fact, rollout training should surpass the direct training at this point in the 
project. By retraining, especially more Master TOTs and Advanced TOTs (Refreshers), the 
project can create better teams of trainers.
 
3 Training numbers by province for April 2009 indicate 10 percent of attendees for training were from Ninewa
province. The Tatweer Quarterly report 16 (April-June 30, 2010) indicates 7 percent of attendees for training 
were from Ninewa and by December 2010, the number of attendees from Ninewa was 9 percent (Figure 18). 
Since the method of data collection (design and interviewing) followed M&E standards, and interviewees were 
selected from random lists, the data collected is considered representative despite the small sample, 
considering these factors and that this study is a review and not an evaluation.
4 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
• More virtual training should be utilized. Insecurity is ongoing and sporadic, so 
equipping one of the ministry sites with a generator and the other required equipment, 
under the management of a technical expert, can support computer systems. This can help 
with courses where there is less need for face-to-face interaction between trainer and 
trainee, such as budgeting.
• There should be training offered to the younger generation. The largest group of 
trainees interviewed, shown in Figure 14, is between 40 and 49 years old (63 percent) while 
those less than 30 years old are not represented at all. Trainees between 30 and 39 years 
old comprise 21 percent, but should be the majority (since the older ones will retire soon 
and the younger generation will build the country). Continued attention to female 
participation is necessary.
• Tatweer and follow-on projects should do more monitoring in Ninewa. There was 
a common request for increasing follow-up of the TOTs and trainees, using more effective 
tools than the post-training evaluation. More useful tools to assess organizational capacity 
changes over time can be developed, but the TOTs want their skills to be better developed
– a solution which only monitoring can address. The follow-up has been conducted mostly 
by surveys, telephone calls and emails, which need to be supported by more visits.
5 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
OBJECTIVES AND BACKGROUND 
Objectives
In October 2010, the USAID/Iraq Performance Evaluation and Reporting for Results Management 
(PERFORM) project implemented by The QED Group, LLC (QED) was requested to perform an 
activity review of the Tatweer training program in Ninewa Province. As stated in the SOW, USAID 
requested the review in order to clarify various implementation issues specific to Ninewa Province. 
The Directorates General (DGs) selected were Electricity, Health and Agriculture.4
A second area of importance was examining problems with instituting administrative change within 
the selected DGs, and ways in which these problems and barriers might be addressed in a follow-on 
public administration capacity-building program. 
For PERFORM, this meant studying factors outside of Tatweer’s manageable interest that affect 
service delivery (e.g. budget, infrastructure, security), and lower-level impact related to 
administrative effectiveness. It was expected that the study would analyze whether or not the 
Tatweer training was instrumental in creating an enabling environment for change. The study was 
also expected to identify how many Trainer of Trainers (TOTs) were trained, and the degree to 
which the ministry training centers have assumed responsibility for training. 
The study was expected to place emphasis on perception by customers (attendees at training and 
DGs) for whom service delivery had improved. The following were the key questions to be 
examined in the review:
1. Has the Tatweer training provided to DG staff precipitated changes/improvements in DG 
policies/regulations/procedures in the administration of service provision?
2. Have there been institutional or wider political-contextual barriers to change in DG 
administration improvement, and if so, what are these?
3. What changes/interventions (especially by a USAID follow-on program) are needed to best 
address these barriers?
Finally, it is noted that the current program Performance Monitoring Plan (PMP) is not designed to 
examine results at the provincial level. The study will provide insight into these areas. The Tatweer 
provincial program has tracked training outputs and satisfaction at the trainee/customer level 
through training logs and trainee surveys; however, higher-level results, such as improvements in 
provincial DG policies and procedures, have not been examined. A provincial level of analysis is 
provided in this study, which can provide information not available from current monitoring and 
evaluation frameworks and systems. 
Background
Tatweer delivers capacity-building assistance to ten ministries and five executive offices. The 
program utilizes a three-pronged approach, including training, systems development and capacity￾building. Under a collaborative approach, Tatweer advisors and team leaders were expected to 
interact daily with their ministerial colleagues, using a mentoring approach to support process 
 
4 Table 1 show that these three ministries trained amongst the highest number of persons by December 2010, 
other than Ministry of Education which trained 689 persons and Ministry of Municipalities and Public Works 
which trained 2,311 persons. (The Ministry of Electricity trained 1,245 persons, compared to Health which 
trained 1,652 and Agriculture which trained 581. Fifteen of the 33 ministries in Ninewa Province trained less 
than 10 persons by December 2010.
6 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
changes in public administration. This approach necessitated Arabic-speaking internationals and Iraqi 
professionals able to interact as trainers and TOTs. The Tatweer quarterly reports state that a wide 
range of training courses were conducted at competency, advanced and expert levels in both direct 
and rollout training. Tatweer’s strategy was to make the training Iraqi-owned so that after direct 
training, the various ministries and executive offices would conduct rollout training at the same pace.
Year 1 of the program focused on getting immediate training started in Sept. 2006 with training 
programs, refining of courses and training materials. The primary goal for Year 1 (Sept. 2006-Sept. 
2007) was to reach 21, 500 civil servants in all of Iraq.5
• Project Management
The results matrix for Year 1 shows training 
was carried out in six key subject matters. These were originally five key study areas, later expanded 
to six when project management was added:
• Fiscal Management and Procurement 
• Leadership and Communication
• Strategic Planning
• Information Technology
• Human Resource Management
Additional courses in anti-corruption, TOT, M&E, technical assistance and quality management were 
added. The annual report also indicates a regional training office was established in Mosul, in addition 
to two others. For Year 2 (Oct. 2007-Sept. 2008), the annual report makes reference to an 
expanded provincial outreach using two the National Center for Consultation and Management 
Development (NCCMD) and the Al Quds School for Computers and Information Technology in 
Mosul and Basra. The same report suggests that due to serious security difficulties in the two 
provinces of Mosul and Basra, by the end of the second year, only 29 people were trained in Mosul, 
compared to 4,700 in Basra and 15,768 grand total attendees at TOT training.6
The Year 3 annual report (Oct. 2008-Sept. 2009) refers to expansion of the mandate of the training 
center in Mosul to include delivery of technical assistance and embedded staff in government offices.7
In the Year 4 annual report (Oct. 2009-Sept. 2010) and the quarterly reports for the same time 
period, Tatweer refers to meeting the expected number of trainees, but there is no specific 
reference to Ninewa province, neither in terms of number of attendees from Ninewa nor the type 
of training received.
The same report refers to Tatweer meeting the target of 58,391 attendees of which 7 percent were 
from Ninewa province. 
8
In terms of enrollments of Ninewa trainees in the original five study areas, the database through 
December 2010 indicates lower enrollment in strategic planning (0.2 percent) as compared to the 
other study areas (Figure 16 and 17). There is also low enrollment in TOT training, which comprised 
0.2 percent, or 21 people. This pattern of low enrollment in TOT is not unique to Ninewa and 
lower numbers are reflected in provinces such as Anbar and Diyala, to name a few. 
The same pattern of reporting is noted in all the quarterlies for Year 4. A Year 
4 summary of training numbers by core area through December 2010 indicates 9 percent of the 
overall trainees were from Ninewa, or a total of 9,815 attendees (Figures 18 and 19, Annex 3). 
Strategic planning training was delivered to 23 people and reflected 0.2 percent of the Ninewa 
training, but was lower in provinces such as Dahuk and Sulumaniya. The SOW for the study 
 
5 Tatweer Annual Report Year 1, page 1.
6 Tatweer Annual Report Year 2, page 18.
7 Tatweer Annual Report Year 3, page 4.
8 Tatweer Quarterly Report 14, Training update page 55, Quarterly Report Training update page 73.
7 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
suggested that from quarterly records, one-third of trainees received their training in information 
technology, while another third received training in leadership and communication with the rest 
received training divided between the other three subject areas. As shown in Figures 16 and 17, this 
figure is accurate as 33 percent of the 9,815 attendees by December 2010 did receive training in IT 
and 24.2 percent received training in leadership and communication.
Although training slowly increased in the province of Ninewa from 2006 to 2009, it is noted in the 
SOW and from extrapolation of results from Tatweer databases that by the end of 2010, training 
had slowed significantly. Tables 2, 3, and 4 illustrate this statement in the SOW and show that direct 
trainees have declined since the end of 2009 and that rollout trainees have also dropped. 
8 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
METHODOLOGY
Methodology
The review of the Tatweer training activity in Ninewa province was a review of a specific activity 
with an expected result linked to the other two activities and their expected results. In order to 
separate the three activities, PERFORM studied 56 documents, including annual reports, monthly 
reports and quarterly reports. A full list is shown in Annex 4.
Since the study was a review, not an evaluation, and since study subjects were in an increasingly 
insecure environment, two reliable methods would be used for a small number of in-depth 
interviews: KIIs and document reviews. Documentation study is a core M&E method that helps 
evaluators understand the history and performance of a project, and explains why and how changes 
are occurring. 
Key informant interviews (KIIs) are also reliable core M&E methods to gain secondary data both 
qualitative and quantitative in a structured way. As many of the questions were open ended, they 
served to gain information on satisfaction, feelings and attitude. PERFORM developed a series of five 
tools to be used in open ended discussions with DGs/advisors, team leaders, TOTs and trainees 
(Annex 6). 
The USAID/Iraq PERFORM project staff conducted five team leader interviews in October 2010 at 
the Tatweer compound. In November 2010, two QED PERFORM staff travelled to Ninewa to 
conduct DG, TOT and trainee interviews. Their efforts were hindered by insecurity. Therefore, in 
January 2011, PERFORM fielded a team of four data collectors working for a local market survey 
contractor. After orientation by PERFORM staff, the data collectors spent a total of three weeks 
(January 20-February 10) interviewing 52 persons. 
These included DGs, Trainees9
1. Team Leaders (5)
and Training of Trainers (TOTs), distributed throughout several 
ministries and sampled as shown below: 
2. DGs (4): Ministry of Health (MOH), Ministry of Education (MOE) (2), Ministry of Agriculture 
(MOA)
3. TOTs (5)
4. Trainees (38)10
In preparation for this activity, a permission letter was sought from the Governor to facilitate 
movement of the data collectors within the province (Annex 3). The PERFORM technical and 
operations specialist oriented collectors in Erbil on January 20. Team Leaders were interviewed in 
November 2010 by PERFORM’s Senior M&E Advisor in the Tatweer compound. The tools used for 
the interviews were a series of key informant interviews (KIIs) selected to elicit interviewees’ 
perceptions of the quality of the Tatweer training and its impact on the ministries in Ninewa. A 
documentation review was also carried out to understand the historical evolution and performance 
of Tatweer with respect to training. 
 
9 A sample of 80 trainees was drawn from an estimate list of 800 trainees trained in the ministries provided to 
PERFORM. In this case, 80 interviews would have represented 10 percent of those trained. Due to insecurity, 
slow cooperation by the three ministries and refusal of many trainees to be interviewed, only 38 persons were 
interviewed, or 4.7 percent of the total. 
10 The data collectors received a list of 80 trainees to be interviews, but were able to interview 38. This figure 
included 12 females and 26 males.
9 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
FINDINGS AND CONCLUSIONS 
The Delivery of Tatweer Training in Ninewa Province
Databases and interviews confirm direct training and rollout training have been delivered to the 
province over the period of 2007-2010. The total through February 2010 is 9,924 persons (or 9 
percent of total training delivered in the country), of which 2,424 are female (24 percent) and 7,500 
are male. This figure reflects significant female participation. Of the trainees interviewed for this 
review, 79 percent indicated that female participation was adequate (Figure 13) but 50 percent 
maintained there are still barriers to female participation due to continued lower opportunities for 
females to advance. Figure 14 shows that the age range of sampled younger persons (30-39 years) 
was only 21 percent when compared to those 50 and above who received 26 percent of training. 
The largest category of trainees 53 percent were 40-49 years. This finding was supported by other 
interviews suggesting selection of younger workforce members was less than the older. 
Tatweer successfully conducted a wide range of training courses in Ninewa province. As shown in 
Figures 15 and 16, it is clear that this training comprised all six key courses plus additional courses. 
However, there was high delivery of two of the courses (Information Technology, 33 percent, and 
Leadership and Communications, 24.5 percent) compared to the other courses. If all the courses are 
considered important, the Ninewa province did not receive enough training in the other subject 
matters. The interviews with trainees also indicate that although they were satisfied with the 
training, there was too wide a gap between training activities. Figure 7 shows how the training gap 
went as long as 6-9 months for 33 percent of trainees. 
Of particular importance is the Training of Trainers course, since the TOTs were expected to do 
rollout training, sustaining the program. TOT training was 0.2 percent of the total training delivered. 
Some of the trainees interviewed for the major courses (other than TOT) suggested that the 
training met their expectations (76 percent), that 45 percent attained both Competency and 
Advanced training, and that the training improved their skills (76 percent). In addition 65 percent 
suggested that the training improved their ministry performance in many areas. These areas are 
shown below as positive outcomes. 
However, as Table 1 shows, the training did not reach all the ministries to the same extent by 
December 2010. For example, highest numbers of trainees were in three ministries, namely the 
Ministry of Municipalities and Public Works (2,311 persons, or 26 percent), Ministry of Health (1,652 
persons, or 18.6 percent), and Ministry of Electricity (1,245, or 14 percent) while the other 30 
ministries had less than 600 trainees each, and 15 had less than 10 trainees. Interviews with key 
informants indicated this was due to resistance of some of the ministries towards the training and 
insecurity preventing the program from penetrating and embedding. 
Where the project has been embedded there was reportedly more positive change at all levels, 
including the DG. Therefore it can be stated that where Tatweer trained larger numbers of trainees 
(600 or more) they likely precipitated positive improvements in DG policies, regulations and 
procedures. The project has therefore been relatively successful in this area and it is likely that the 
other ministries could follow suit. There is no evidence of wider political contextual barriers being 
fully overcome in all the ministries, but the review results suggest this is happening. At this point in 
time there is no evidence that service provision to the general public has improved, but this was not 
what Tatweer was trying to achieve based on its PMP.
The Delivery of Rollout Training by the TOTs
The review provided an opportunity to interview Tatweer Team Leaders who were familiar with the 
process of training, including TOT training and some of the TOTs working in Ninewa province. 
According to the Tatweer staff interviewed, training was delivered to a significant number of TOTs, 
but some parts of the Master and Advanced TOTs were delivered in Erbil or virtually due to 
10 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
insecurity. Table 1 shows 35 persons including nine women received TOT training, most of these in 
2007. This early training was appropriate so that the TOTs could then prepare to do rollout
training. However Master TOTs were not started until 2009 and only delivered to eight persons, 
none of them female. Advanced TOTs or refreshers were also only delivered to three persons, all 
male. According to the TOTs and Team Leaders it takes significant training to produce competent 
TOTs. The TOTs receiving basic training did not all received the Masters and Advanced training. 
Despite this 78 percent of the trainees interviewed indicated satisfaction with their trainers, and 63 
percent said their trainers were able to meet their training needs.
Direct training increased from 2007-2009 in the province, increasing from 202 in 2007 to 4,454 by 
the end of 2009. However, there was a drop from 2010 to 933 trainees, which was explained by 
Tatweer to be due to increased rollout. However the rollout figures shown in Table 3 indicate that 
rollout trainees numbered 1,671 by mid February 2011 with numbers increasing from 2008 when 
there were 29 trainees, to end of 2009 when there were 1,097 trainees. This figure dropped to 423 
trainees in 2010. The TOTs and Tatweer staff explained that this was due to lack of training 
delivered on time to the TOTs and not at a high enough level or sustained so they could do their 
task. A second reason was due to insecurity and continued resistance by some ministries towards 
expanding training in their ministries.
The results of interviews with trainees are shown in Figures 2, 3, and 4. However of the total 
enrollees, 83 percent received direct training from Tatweer trainers while 17 percent received 
rollout training from TOTs trained by Tatweer trainers.11
Table 1 reflects training up to Sept. 30, 2010. The table illustrates that enrollees for training have 
been drawn from all the ministries, but the majority came from three ministries.
The training was delivered to both men 
and women, although the percentage of women receiving the training is 25 percent compared to 75 
percent male enrollees. This may be a reflection of the number of men employed in the ministries, 
which is higher than the number of women. 
12
It was originally intended that NCCMD be in the forefront for TOT and subsequent rollout training, 
but this was not realized in either Ninewa province or the other provinces where Tatweer worked 
to the degree expected. Three regional training centers were set up in the country, including one in 
Mosul. There is evidence that this training center was used more in the first two years than the 
latter years, as the Ministries of Oil and Electricity now have their own training centers. This is 
another positive result, and the ministries interviewed suggested they modeled theirs on the 
Tatweer model for training centers.
The figures for 
ministry training, current as of Dec. 31, 2010, indicate there were 9,815 enrollees by the end of Year 
4. All five courses were delivered to the ministry enrollees, including the Project Management 
course added after the Tatweer project started training in the five core subject areas. Figures 16 and 
17 show that these six received the most attention, but that there were also a wide range of courses 
provided, ranging from quality management and strategic planning to anti-corruption. These course 
types match those for the other provinces. 
Training centers for the MOH and MOE are now under construction, and the MOA has two training 
centers. It is understood that these four centers and the two to be constructed in the MOH and 
MOE are solely due to the integration of the training courses along with greater emphasis on human 
resource development, due to the Tatweer project. The regional center is therefore little used 
compared to the other centers, and this is appropriate.
 
11 The Ninewa province results show a higher percentage of direct trainees (8,253) when compared to rollout 
trainees (1,671). This differs to the combined results for all provinces which indicate substantially higher 
percentage of rollout enrollees (51.6 percent) as compared to direct enrollees (44.8 percent).
12 Table 1 shows enrollees were drawn from all ministries, but mainly the Ministries of Municipalities and Public 
works, Health and Electricity.
11 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
On the other hand, as the challenges section of the findings indicate, if Tatweer is to increase
systems development and capacity building in Ninewa Province, it must surmount several challenges, 
from security to resistance within the ministries. 
The number of rollout trainees, those trained by the TOTs, is far lower than the number of direct 
trainees, who were trained by Tatweer. This contradicts the suggestion by Tatweer that TOTs are 
doing more rollout training than the direct training provided in 2007. For example, Tables 2 and 4 
indicate 83 percent of training was direct, whereas 17 percent of the training was rollout as of Sept.
30, 2010. Combined statistics for all the provinces show that while rollout enrollees increased from 
2007 (12.6 percent) to 2008 (59.49 percent) they declined in 2010 (35.22 percent). 
This result reflects a decline in TOT training, even expressed by the TOTs themselves, who face 
many obstacles in getting support to carry out the training. 
Positive Outcomes on Ministry Performance
The successful introduction of the training programs was essentially dependant on the advisory role 
provided by advisors or team leaders, who in turn gained trust and convinced DGs to integrate the 
training programs and better practices. This meant the ministries and their staff would be able to 
better deliver services to the public, develop their systems and build their capacity. The interviews 
with DGs and TOTs confirm that the training courses, build-up activities for systems development, 
and capacity building by Tatweer are positively received. The training impacted the ministries’ ability 
to deliver public services in the six target areas, as illustrated in these quotations from DGs and 
others interviewed: 
Fiscal management improved: 
• “Before payroll standards were introduced, paychecks were handled in an unorganized 
way. Employees piled up in front of an office waiting for their paychecks. Now payroll is 
handled more efficiently. Employees know what time to pick their pay checks.”
Human resource management improved:
• “Before, the employee appraisal system was not transparent. Employees simply didn’t 
know on what they were being appraised. It was secretive. Now they do. It is a 
transparent appraisal system. Employees now know their weakness and their strengths. 
It is also a motivational tool.” 
• “Before, employees were placed anywhere. There was not a good match between 
employee skills and position requirements. Now with the help of the job description 
manuals, ministries are hiring the right person for the right place.”
Information Technology improved:
• “Before 2003, there was little development in IT. The most important [development] is 
the infrastructure we have developed, and we all are using CISCO equipment. After 
people got trained, they started using the equipment and knowing how to troubleshoot 
it.”
• “Before trainees did not know how to use a computer, much less what to do with 
them.” 
• “When team leaders and TOTs first visited some of these offices they found the 
computers to be not even connected to an electric outlet. The computers served just as 
a decoration. We asked, ‘Do you know what to do with them?’ No one answered. After 
12 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
training they knew Microsoft Word and Excel. They went from paper to electronic 
forms.”
Leadership and communication improved:
• “There is growing evidence of strategic planning within ministries due to management 
changes within the DGs, making them more efficient and effective in providing services.“
Improved mandate communication style: 
• “Within the ministries there are now indications of an improved mandate 
communication style, evidenced in the formation of working groups and committees to 
execute organization plans. There is a new confidence.”
Project management improved:
• “Trainees, we were told, benefit from the training courses, because the skills they 
acquire can be taken back to the workplace and use right away. Some of those tools and 
skills with immediate application capability are: Gantt Charts, Primavera and Microsoft 
Project Management.” 
Challenges to the Institutionalization of Training and Getting Administrative 
Change
Factors affecting training implementation outside of Tatweer’s control: 
• Approval must first come from the top. Many interviewees reported that 
implementation of training skills sometimes cannot be carried out because top management 
needs to approve changes in governance and administration laws. For example, human 
resources training on employee performance appraisal and its implementation have been 
encountering resistance because Iraqi personnel management laws need to be changed first 
to give Tatweer Human Resources new ways and means to work. Another example came 
from an interviewee at the Ministry of Health in Mosul, who said, “Our key problem is 
getting the approvals from the Ministry of Health in Baghdad at every step. For example, we 
have a good cadre with capabilities to conduct the sessions, but those are on the shelf 
because we have to get approval from Baghdad first.” 
• Security. Due to prevalent high security threats in Ninewa, Tatweer hasn’t been able to 
conduct training sessions or conduct site visits to monitor training activities and 
implementation. Interviewees told us that they have not been able to fully monitor training 
implementation. 
• Trainee selection. In many cases, trainees did not exhibit the skills required to maximize 
training knowledge acquisition. PERFORM was told this is a hindrance to training impact. 
One Team Leader commented, “They don’t stick to trainee selection criteria. They send 
their relatives and people they like. There are politics involved in their selections.” And 
another interviewee said, “At the beginning, they just sent people to us just to oblige.”
• Inadequate communication between provincial government and central 
government. Communication between directorates and the central government is 
infrequent and superficial. For example, the Director of Agriculture needs to send a letter to 
Baghdad to ask for approval to conduct leadership and communication training courses from 
13 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
Tatweer. This takes time, since is not done electronically, and results in misunderstandings 
and approval delays.
• Weak management support for trainees to transfer skills to the work place.
Interviewees told PERFORM some of their immediate managers do not support the 
transference of skills to their work place. This is sometimes reflected in a lack of basic 
working materials, such as computers, or software to implement training. The trainees also 
face a lack of opportunities to simply implement a technique, formula, or procedure. 
According to interviewees, there are several reasons for management not to be supportive 
of training: they feel threatened, unaware of the training subject matter and unfamiliar with 
Tatweer and its representatives. IT managers believe their staff would be replaced by 
computers, robbing them of seniority and influence in their organization. 
• Bottom-up approach perceived as challenging and difficult. Some interviewees felt 
Tatweer’s bottom-up approach to training government employees was a challenging and 
difficult method. 
• Management resistance to change. Managers are reluctant to adopt new ways and 
means to do business. Resistance to change varied, but feedback from focus groups agreed 
on the following:
o Managers are afraid to lose jobs and prestige within the organization. 
o Managers feel unable to learn new skills. 
o Managers feel a need to protect the status quo. 
Factors affecting implementation of the project activities which can be controlled: 
• Inadequate monitoring. One interviewee said: “Tatweer is big. We don’t have sufficient 
people to do monitoring … there is not enough manpower.”
• Training feedback not taken into account at times. When advisers get feedback from 
trainees to change or enhance the curriculum, this goes to the curriculum development team in 
Karrada. But future training content does not reflect this feedback, or it takes one year to be 
included in the training handouts, if at all.
• Training time. Interviewees said most of the training courses weren’t long enough to cover 
the syllabus, and trainees didn’t have sufficient time to understand the concepts or practice the 
new skills. For example, the five training days allocated to procurement were not enough to 
cover course topics. Consequently, trainees couldn’t fully understand the subject matter and as a 
result they find themselves less than fully capable of transferring procurement course knowledge 
to the workplace.
• Inadequate sharing of best practices among staff. Some interviewees felt there was not 
enough emphasis put on learning from each other’s success stories. During interviews, 
PERFORM noticed certain proven ways of doing business were completely unknown to others, 
such as ways to approach ministries and gain their buy-in and support, or how to go about 
ensuring that trainees that were sent to training met the established selection criteria. An 
interviewee said: “This is a gap in the work we do. We are very busy; we are small team and huge 
program. We never have the time to share progress with others and it is the responsibility of the 
leadership to implement that.”
14 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
• Quantitative training monitoring reports without qualitative data. Tatweer was unable 
to provide PERFORM with open-ended comments for its post-training survey analysis. Open￾ended questions are valuable because they are designed to encourage the respondents to 
answer in a spontaneous manner and explain the answers to earlier questions. Such responses 
can help training managers create action-item lists for the relevant staff. 
• Trainees responding to questionnaires can feel disappointed if they don’t have the 
chance to add a comment. It is particularly useful for the respondent to be able to comment 
on an issue, and for management to understand the plusses and minuses of training. Detailed 
feedback from trainees is fundamental in helping solve problems and continue good practices.
 
15 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
RECOMMENDATIONS
Challenges to successful training should be addressed in all the provinces. Where there is 
resistance in the ministries and other barriers such as TOT competency, the project has to address 
these. The completion of the three project results are all dependant on the completion of Result 1:
training. 
TOTs should be retrained. The pace of TOT rollout courses falls far below what is expected. In 
fact, rollout training should have surpassed direct training by now. Because of insecurity and need for 
more Master and Advanced TOT training, this may mean more training for Ninewa ministry 
workers, conducted in Erbil and Baghdad if necessary. 
The creation of an enabling environment for TOTs also needs to be addressed. By 
conducting retraining, the project can create better teams of Master Trainers and TOTs, which in 
time can build the internal capacity of the ministries and create a better cascading training 
environment. At the same time, penetrating the ministries which are not doing the training is 
important so that senior management is convinced of the importance of training and capacity 
building.
More virtual training for Ninewa province should be utilized. Insecurity is ongoing and 
sometimes sporadic, so equipping one of the ministry sites with a generator and other required 
equipment, all under the management of a technical expert, can support computer systems in case of 
insecurity. This can help with courses where there is less need for face-to-face interaction between 
trainer and trainee, such as budgeting.
Training should be offered to the younger generation. Figure 14 shows the age range of the 
trainees interviewed. Those between 30-39 years old comprise only 21 percent of trainees, yet 
should be the majority. Continued attention to female participation is necessary.
Tatweer and follow-on projects should do more monitoring in Ninewa. There was a 
common request for increasing follow-up on the TOTs and trainees, using more effective follow-up 
tools than the post-training evaluation. More useful tools to assess organizational capacity changes 
over time can be developed, but TOTs want their skills to be better developed – a solution which 
only monitoring can address. Follow-up has been conducted mostly through paper surveys, 
telephone calls and emails, which should be supported with more visits.
16 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
ANNEX 1: SCOPE OF WORK 
Activity Review of Tatweer National Capacity Development Program
Ninewa Province
Project Description:
The Tatweer program has been primarily focused on improving administrative capacity at the central 
service-ministry level. As it became clear that provincial Directorates General or DGs (the 
ministries’ provincial offices) were the linchpin for improved delivery, the program expanded to 
improve basic administrative skills for employees at that level.
The provincial rollout program began in 2008, focused on both training of provincial DG staff and 
building a cadre of Iraqi trainers at regional training centers through a Training of Trainers (TOT) 
program. Ninewa province has been a major beneficiary of the training with over 8,000 provincial 
staff in multiple service DGs trained in the five administrative areas: fiscal management; human 
resources; information technology; leadership and communication; and project management. 
Tatweer also provided some specialized courses as requested and appropriate to the individual DGs.
Statistics from the Tatweer program for Ninewa indicate that more than approximately one third of 
trainees received their training in information technology. Another quarter received training in 
leadership and communication. The rest are mostly divided between project management, human 
resources and fiscal management. Most of the training occurred in 2009 with a large decrease in 
numbers trained beginning in September of 2009. Beginning in 2010, direct Tatweer training 
sessions have slowed to a trickle, with an average of one training per week for Ninewa. 
Background:
The Tatweer provincial program has tracked training outputs and satisfaction at the 
trainee/customer level through training logs and trainee surveys; however, higher-level results such 
as improvements in provincial DG policies and procedures have not been examined. 
The current program Performance Monitoring Plan (PMP) is not designed to examine results at the 
provincial level; therefore, it is difficult to determine results in a particular province. The situation in 
each province is unique- both politically and in terms of DG capacity. A provincial level of analysis 
would provide information not available from current monitoring and evaluation frameworks and 
systems. 
Purpose:
USAID seeks to examine the USAID/Tatweer program’s provincial rollout training component in 
Ninewa province. The purpose of this study is therefore to determine if selected DGs that have 
received staff training from Tatweer have improved their organizational policies, procedures, and 
efficiency that in theory would positively impact service delivery. Selected DGs are the DG of 
Electricity, DG of Health and DG of Agriculture. The study will also examine some of the barriers 
or problems with instituting administrative change within the selected DGs and examine ways that 
these problems and barriers might be addressed in a follow-on public administration capacity￾building program.
It is unclear how the TOT program has been integrated into the program for Ninewa. It is also 
unclear how many training staff have been trained through the Tot program for Ninewa, or whether 
the training centers have taken over much of the training. 
With so many factors that affect service delivery outside of Tatweer’s manageable interest (i.e. 
budget, infrastructure, security), this study will also focus on lower-level impact related to 
17 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
administrative effectiveness—administrative/management changes within the DG that are now more 
efficient and effective in providing services. This study will document administrative changes that 
have occurred, analyze whether Tatweer training was instrumental in those changes, and if those 
changes have improved DG administrative efficiency.
The study described in this document would provide specific information on provincial DG 
utilization of Tatweer training and its effectiveness in improving overall DG performance. It could 
also pinpoint issues specific to the provinces that could indicate a need to broaden the evaluation 
study to include several key provinces to determine any variance in impact of the Tatweer program 
in different regions. This study comes toward the end of the Tatweer program will serve as an 
assessment of current project status.
Research Questions:
The best measure of improved service delivery would be a perception by customers that service 
delivery has improved. However, given the challenges associated with collecting opinion data from 
customers, the targeted interview subjects will be DG staff: Tatweer trainees and other key 
informant observers of Tatweer results. 
Key questions to examine in this study:
1. Has the Tatweer training provided to DG staff precipitated changes/improvements in DG 
policies/regulations/procedures in the administration of service provision?
2. Have there been institutional or wider political-contextual barriers to change in DG 
administration improvement, and if so, what are these?
3. What changes/interventions (especially by a USAID follow-on program) are needed to best 
address these barriers?
Suggested Methodology and Study Tasks:
The research team will interview DG staff and analyze Tatweer training effectiveness in the DGs of 
Agriculture, Health and Electricity. It is envisioned that the research team will first conduct 
qualitative in-depth interviews of the DG directors, probing their understanding of Tatweer’s 
program and what they expected and received from the program. The researchers will also assess 
the director’s support for Tatweer initiatives and perception of the barriers to staff-led 
administrative changes meant to improve policies/regulations/procedures that support better service 
delivery. 
The team will conduct interviews with the DG coordinators of Tatweer’s training activities to 
identify the training plan for each DG, criteria for selection of trainees, and what the goal is for the 
overall training plan. They will also discuss the issues and problems the coordinator sees with the 
program and its impact on DG performance overall.
Finally, the team will conduct focus groups of Tatweer trainees to find out how they have been able 
to utilize their training in their jobs, particularly as it relates to improving 
policies/regulations/procedures of their agency. Researchers will determine what trainees see as 
barriers to substantive administrative change in their DG and how a future USAID program could 
provide support to overcome those barriers.
Team Composition:
A team leader familiar with Iraq and issues in Iraq related to governance, administrative reform, and 
capacity development. The research team should include the USAID Representative for Ninewa, plus 
additional M&E specialists who are Arabic speakers to set up and handle the interviews and focus 
groups. An additional USAID CBO team member would also be useful.
18 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
Schedule and Timeline:
The schedule for the evaluation is as follows:
September 2010
• DG director introductory meetings-- USAID representative with possible evaluation team 
member(s) meet with DGs to secure permission for the study
• First interviews with DG directors and training coordinators
• Interviews/research with Tatweer provincial training staff—purpose, training plan, trainee 
survey results
October 2010
• Finish interviews with DG directors
• Interviews with training coordinators
• Development of questions and format for focus group meetings
November 2010
• Finish training coordinator interviews
• Finish focus group interviews
• Draft evaluation results
December 2010
• Final draft
• Review by USAID Ninewa Rep and Tatweer COTR
• Final report due
Deliverables:
• Interim report on in-depth interviews with DG directors and training coordinators—
information consolidation of province data and preliminary analysis to inform questions for 
discussion with trainee focus groups. (Mid-October)
• First draft of report for USAID review. (End of November)
• Final report in English and Arabic. (Mid-December)
19 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
ANNEX 2: GOVERNOR’S LETTER 
OF AUTHORIZATION 
(Removed – For Internal Use Only)
20 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
ANNEX 3: FIGURES AND TABLES 
(BASED ON SAMPLED TRAINEES) 
 
Figure 2
Did the training match y our expectation?
Yes, 28 out of 
37, (76%)
No
 9 out of 37, 
(24%)
Figure 1
10%
27%
12%
25% 27%
0%
10%
20%
30%
Fiscal
management
Information
Technology
Project
Management
What area of training did y ou attend?
21 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
Figure 4
Did the training improv e y our skills?
Yes
29 out of 38
(76%)
No
9 out of 38
(24%)
Figure 3
What lev el of training did y ou attend?
Both
17 out of 38,
(45%)
Advance
3 out of 38,
(8%)
Competency
18 out of 38,
(47%)
Figure 5
Percentage of received training courses per year
28%
45%
21%
7%
0%
20%
40%
60%
80%
100%
2007 2008 2009 2010
22 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
Figure 7
13%
7%
40%
33%
0%
7%
0%
10%
20%
30%
40%
 One
month
 1-3
months
 3-6
months
6-9
months
 1 year More than
one year
How long was the gap between training levels?
Figure 9
63%
37%
0%
0%
20%
40%
60%
80%
Yes, fully To some extent No
Was the trainer able to meet your training needs?
Figure 10
76%
24%
0%
0%
20%
40%
60%
80%
Yes, fully To some extent Not at all
Has your ministry been supportive of the training?
23 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
Figure 11
Are there any barrier/problems(including political, 
geographical,etc) affecting the training results?
Yes
19 out of 38, 
(50%)
No
19 out of 38, 
(50%)
Figure 12
100%
0%
0%
20%
40%
60%
80%
100%
Yes No
Did female participate in the training?
Figure 8
37%
50%
13%
0%
10%
20%
30%
40%
50%
Yes, fully To some extent No
Have you been able to implement what you learned from the 
training?
Did women participate in the training?
24 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
Figure 13
79%
21%
0%
20%
40%
60%
80%
Yes No
Was female participation adequate?
Figure 14
21%
53%
26%
0%
10%
20%
30%
40%
50%
60%
30-39 40-49 50 and above
Ages
Age range of trainees
Figure 15
Trainees number and Percent by gender 
Male
26 out of 38, 
(68%)
Female
12 out of 38, 
(32%)
Trainees: number and percent by gender
25 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
Figure 16
TATWEER Enrollments by Core Area in Ninawa Province
Leadership and 
Communications
24.5%
Human Resource 
Management
11.5%
Fiscal Manageme
11.5%
Training of Trainers 
General Program
0.2%
Anti-Corruption
0.1%
Project Managemen
15.7%
Quality Managemen
0.7%
Strategic Plannin
0.2%
Monitoring and 
Evaluation
1.8%
Technical Assistanc 
Training
0.8%
Information 
Technology 
Managemen
33.0%
Figure 17
TATW EER Enrollments by Core Area in Ninawa Province
Total number of enrillments is (9815) by December 2010
68
23
79
177
21
2402
3241
1130
1127
1537
10
0 500 1000 1500 2000 2500 3000 3500
Project Management
Human Resources Management
Leadership and Communications
Training of Trainers General Program
Technical Assistance Training
Quality Management
Tatweer Enrollments by Core Area in Ninewa Province
Tatweer Enrollments by Core Area in Ninewa Province
Total Number of Enrollments is 9815 by December 2010
26 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
Figure 18
TATW EER Enrollments by Core Area and Provinces
Baghdad
21%
Basrah
Dahuk 7%
3%
Erbil
8%
Karbala
3%
Muthanna
4%
Najaf
4%
Ninawa
9%
Dhi Qar
6%
Maysan
5%
Salah ad Din
3%
Sulaymaniyah
3% Wasit
3% Anbar
4%
Kirkuk
6%
Babil
4%
Diwaniyah
3%
Diyala
3%
Figure 19
TATW EER Enrollments by Core Area and Provinces
4596
4130
21893
7563
3635
6305
3267
2683
8032
3411
6003
4745
4430
4078
9815
3229
3256
3587
0 5000 10000 15000 20000 25000
Anbar
Babil
Baghdad
Basrah
Dahuk
Dhi Qar
Diwaniyah
Diyala
Erbil
Karbala
Kirkuk
Maysan
Muthanna
Najaf
Ninawa
Salah ad Din
Sulaymaniyah
Wasit
Tatweer Enrollments by Core Area and Province
Tatweer Enrollments by Core Area and Province
27 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
9
14
5
0
5
10
15
Electricity Health Agriculture
Number of Trainees by Ministry
Figure 20
28 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
Ministry
Enrollments
Ministry
Enrollments
Total Male Female Total Male Female
1 
Council of Ministers 
Secretariat (COMSEC)
1 1 0 18 Ministry of Industry 146 120 26
2 Ministry of Planning 330 231 99 19 Ministry of Communication 40 21 19
3 Ministry of Finance 101 83 18 20 Ministry of Tourism 10 8 2 
4 Ministry of Oil 536 448 88 21 Tameem Governorate 1 1 0
5 Ministry of Electricity 1,245 1,005 240 22 Missan Governorate 1 0 1
6 
Ministry of Water 
Resources
529 406 123 23 Ministry of Natural Resources 1 1 0
7 Ministry of Health 1,652 1,181 471 24 Ministry of Work 9 6 3
8 Ministry of Agriculture 581 437 144 25 Ministry of Transportation 53 35 18
9 Ministry of Justice 178 149 29 26 Ministry of Youth & Sports 17 13 4
10
Municipalities & Public 
Works
2,311 1,760 551 27 Others 69 54 15
11
Ministry of Higher 
Education
7 5 2 28 Ninewa Governorate 2 2 0
12 Construction/ Housing 252 226 26 29 Muthana Governorate 1 1 0
13
Ministry of Education 689 447 242 30 Ministry of Displaced & 
Emigrants
4 3 1
14 Ministry of Interior 6 4 2 31 Presidency Council ( PC ) 1 1 0
15 Ministry of Human Rights 3 3 0 32 Sunni Endowment 5 4 1
16 Ministry of Environment 1 1 0 33 Ministry of Foreign Affairs 2 2 0
17 Ministry of Trade 86 67 19 Total 8870 6726 2144
Table 1: Participants by Ministries in Ninewa since Provincial 
Rollout (Dec. 30, 2010)
29 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
Level 2007 2008 2009 2010 2011 Total 
Enrollments 
direct in all 
years 
Table 2
Enrollments (Direct)
2007
Enrollments (Direct)
2008
Enrollments (Direct)
2009
Enrollments (Direct)
2010
Enrollments (Direct)
2011
Male Fem. Total % Male Fem. Total % Male Fem. Total % Male Fem. Total % Male Fem. Total %
Competency 88 58 146 72 1,570 635 2,205 88 2,972 813 3,785 85 239 70 309 33 0 0 0 0 6,445
Advanced 32 4 36 18 229 42 271 11 227 99 326 7 72 27 99 11 2 0 2 1 734
Expert 0 0 0 0 16 2 18 1 9 3 12 0 51 6 57 6 16 7 23 15 110
Training of 
Trainers
16 4 20 10 1 0 1 0 4 1 5 0 3 4 7 1 2 0 2 1 35
Special 
workshop
0 0 0 0 19 0 19 1 252 70 322 7 377 77 454 49 104 19 123 82 918
Master TOT 0 0 0 0 0 0 0 0 1 0 1 0 7 0 7 1 0 0 0 0 8
Advanced 
TOT(Refresher )
0 0 0 0 0 0 0 0 3 0 3 0 0 0 0 0 0 0 0 0 3
Total 136 66 202 100 1,835 679 2,514 100 3,468 986 4,454 100 749 184 933 100 124 26 150 100 8,253
Table 3
Level Enrollments(Rollout) 
2007
Enrollments(Rollout)
2008
Enrollments(Rollout)
2009
Enrollments(Rollout)
2010
Enrollments(Rollout)
2011
Total 
Enrollments 
Rollout in 
Male Fem. Total % Male Fem. Total % Male Fem. Total % Male Fem. Total % Male Fem. Total % all years 
Competency 
(Rollout)
0 0 0 0 7 1 8 28 715 264 979 89 224 92 316 75 38 68 106 86.18 1409
Advanced 
(Rollout)
0 0 0 0 0 1 1 3 89 29 118 11 83 23 106 25 15 2 17 13.82 242
Training of 
Trainers(Rollout)
0 0 0 0 17 3 20 69 0 0 0 0 0 0 0 0 0 0 0 0 20
Total 0 0 0 0 24 5 29 100 804 293 1,097 100 307 115 422 100 53 70 123 100 1671
30 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
ANNEX 4: LIST OF REFERENCES 
Tatweer Annual Reports
USAID Tatweer Annual Report Year 1 2007
USAID Tatweer Annual Report Year 2 2008
USAID Tatweer Annual Report Year 3 2009
Tatweer Monthly Reports
August 2007 Monthly Report
December 2007 Monthly Report
November 2007 Monthly Report
October 2007 Monthly Report
September 2007 Monthly Report
April 2008 Monthly Report
August 2008 Monthly Report
December 2008 Monthly Report
February 2008 Monthly Report
January 2008 Monthly Report
September 2008 Monthly Report
May 2008 Monthly Report
November 2008 Monthly Report
October 2008 Monthly Report
April 2009 Monthly Report
August 2009 Monthly Report
December 2009 Monthly Report
February 2009 Monthly Report
January 2009 Monthly Report
July 2009 Monthly Report
June 2009 Monthly Report
March 2009 Monthly Report
May 2009 Monthly Report
November 2009 Monthly Report
October 2009 Monthly Report
September 2009 Monthly Report
SSN Monthly Report December 2009
April 2010 Monthly Report
August 2010 Monthly Report
February 2010 Monthly Report
Tatweer Quarterly Reports 
Quarterly Report-1 (Aug-Oct) 2006
Quarterly Report -2 (Nov-Dec) 2006
Quarterly Report -3 (Jan-Mar) 2007
Quarterly Report -4 (Apr-Jun) 2007
Quarterly Report -6 (Oct-Dec) 2007
Quarterly Report 7 (Jan-Mar 2008) 
31 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
Quarterly Report 8 (April- June 2008)
Quarterly Report 9 (Jul-Sep 2008) Tables and Indicators only
Quarterly Report 10 (Oct-Dec 2008)
Quarterly Report 11 (Jan-Mar 2009)
Quarterly Report 12 (Apr-Jun 2009)
Quarterly Report 13 (Jul-Sep 2009) Tables and Indicators only
Quarterly Report 14 (Oct-Dec 2009)
Quarterly Report 15 (Jan-Mar 2010)
Quarterly Report 16 (Apr-Jun 2010)
Miscellaneous 
USAID-Tatweer Indicators Matrix
USAID-Tatweer Program PMP 2006-2009 
USAID-Tatweer Project PMP 2006 - 2009 Final
USAID-Tatweer Project PMP 2006 - 2011 v24
USAID_Tatweer Employees who have Provided TA to Ninewa Province
USAID_Tatweer Program & Level with Total Participants in Ninewa Province
USAID_Tatweer Trainees in Ninewa Province
USAID_Tatweer Training of Trainers in Ninewa Provines
Major Problems with implementing change PTS Q10
Rollout Trainers-Ninewa
Tatweer Trainers from Ninewa - Names
Training courses- Tot names- Trainee names
 
32 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
ANNEX 5: LIST OF PERSONS INTERVIEWED
(PARTIAL) 
(Removed – For Internal Use Only)
33 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
ANNEX 6: FIELD 
QUESTIONNAIRES 
Director General (DG) questions
1. Interviewee Name:
2. Ministry:
3. Location:
4. Contact Information:
5. Location:
6. Explain your role in the Tatweer program?
7. Have you been able to implement this role?
• Yes
• No
8. Give reasons/ explanations for your answer:
9. What was the overall goal for the training?
10. Was the goal achieved? 
• Yes
• No
11. Give reasons/explanations for your answer:
12. What were the criteria to select trainees?
13. Has the criteria been followed?
• Yes
• No
14. Explain reasons/ explanations for your answer:
15. What problems/challenges have been faced in selection of trainees?
16. Does the trainee selection process have any effect on DG overall performance?
• Yes
• No
17. Give reasons/ explanations for your answer:
18. Give suggestions on how to address this problem/challenge on trainee selection:
19. What are the overall problems/ challenges faced:
20. What do you recommend to address these problems/challenges?
21. Name of the Interviewer:
22. Mobile Number of Interviewer:
23. Date of the interview:
Trainer of Trainers (TOT) questions
24. Interviewee Name:
25. Age:
26. Gender
• Male
• Female
27. Ministry:
28. Location:
29. Contact Information
30. Location:
31. Explain your role in the Tatweer training plan?
34 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
32. Have you been able to implement your role?
• Yes
• No
33. Give reasons for your answer:
34. Were you trained to be a TOT?
• Yes
• No
35. When did you receive your training as a TOT?
36. How many days was the training?
37. Was the trainer able to meet your training needs:
• Yes
• No
38. Give reasons for your answer:
39. Was the time allocated for the TOT raining adequate?
• Yes
• No
40. Give reasons for your answer:
41. Have you been able to implement what you learned from the TOT training in the ministry?
• Yes, fully
• To some extent
• No
42. Give reasons for your answer:
43. Has the TOT training resulted in any changes/improvements in your ministry at the level of 
policy (upper management)?
• Yes
• No
44. Give reasons and examples for your answer:
45. Has the TOT training resulted in any changes/improvements in your ministry at 
organizational level?
• Yes
• No
46. Give reasons and examples for your answer:
47. What support has the ministry give to the training?
48. Are there changes in your ministry in these areas:
o Program Management Yes/No
o Human Resources Yes/No
o IT Yes/No
o Fiscal Management Yes/No
o Leadership and Communication Yes/No
49. If yes, give examples:
o Program Management 
o Human Resources 
o IT 
o Fiscal Management 
o Leadership and Communication 
50. Are there any barrier/problems (including political, geographical, etc) affecting the training 
results?
• Yes
• No
51. Give reasons and examples for your answer:
52. Did females participate in the training?
35 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
• Yes
• No
53. Was the female participation adequate?
• Yes
• No
54. What can be done to increase female participation?
55. What can a next training program do to address these and other issues?
56. What do you recommend to improve future TOT training?
57. Name of the Interviewer:
58. Mobile Number of Interviewer:
59. Date of the interview:
Trainee questions 
60. Interviewee Name:
61. Age:
62. Gender
• Male
• Female
63. Ministry:
64. Location:
65. Contact Information
66. Location:
67. Job title:
68. What area of training did you attend?
• Fiscal management
• Human Resources
• Information Technology
• Leadership and Communication
• Project Management
69. Did the training match your expectations
• Yes
• No
70. Give reasons for your answer:
71. What level of training did you attend?
• Competency
• Advance
• Both
• Other (specify)
72. Did the training improve your skills?
• Yes
• No
73. Give reasons for your answer:
74. In what year did you receive the training and how many times per year:
• 2010…………times 
• 2009…………times 
• 2008…………times 
• 2007…………times 
75. Did the training improve your ministry performance?
• Yes
• No
76. Give reasons for your answer:
36 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
77. If yes, explain how in the following areas- i.e. Unit division directorate, commission and the 
ministry as a whole:
• Unit policies and procedures
• Division policies and procedures
• Directorate policies and procedures
• Commission policies and procedures
• Ministry policies and procedures
78. How long was the gap between training levels?
• One month
• 1-3 months
• 3-6 months
• 6-9 months
• 1 year
• More than one year
79. Have you been able to implement what you learned from the training?
• Yes, fully
• To some extent
• Not at all
80. Give reasons for your answer:
81. Was the trainer able to meet your training needs:
• Yes, fully
• To some extent
• Not at all
82. Give reasons for your answer:
83. Has your ministry been supportive of the training?
• Yes, fully
• To some extent
• Not at all
84. Are there any barrier/problems (including political, geographical, etc) affecting the training 
results?
• Yes
• No
85. Give reasons and examples for your answer:
86. Did females participate in the training?
• Yes
• No
87. Was the female participation adequate?
• Yes
• No
88. What can be done to increase female participation?
89. What can a next training program do to address this and other issues?
90. Name of the Interviewer:
91. Mobile Number of Interviewer:
92. Date of the interview:
37 Tatweer National Capacity Development Program in Ninewa: Training Activity Review Report
U.S. Agency for International Development
1300 Pennsylvania Avenue, NW
Washington, DC 20523 
Tel: (202) 712-0000
Fax: (202) 216-3524
www.usaid.gov