Intro to TATU (Tuition Assistance Top Up)
U. S. Department of Veterans Affairs Education Service Washington, DC

Objective

This presentation will familiarize you with the provisions of the Tuition Assistance Top Up program for MGIB Chapter 30 participants.

Whos eligible?

Chapter 30 active duty claimants: Eligible to receive MGIB benefits. Being paid tuition assistance by DOD. For courses beginning after 10-30-00.
(There is no top up provision for Chapter 1606 Guard/Reserve or Chapter 32 VEAP participants.)

How To Apply For TATU

You must first apply for MGIB benefits with VA Form 1990 and establish eligibility. TATU benefits will only be paid to eligible Chapter 30 individuals. You should submit a copy of the DOD TA form directly to VA.
Whats needed on the TATU form?
Claimants name. Names and codes of courses. Total cost of courses. Governments cost. Students cost. ESO signature. DOD control number.

Cost of Courses

Unfortunately, the Navy, USMC, and Coast Guard dont provide the total cost. Manual calculation is required. If DOD pays 100% TA for the course, VA will not pay benefits for the course. Likewise, if DOD pays 0%, VA will not pay benefits for the course.

TATU Tips

TATU is paid by the VA RPO having jurisdiction over the school. VA award letters will show whats been paid. Programs dont have to be approved for VA benefits. If DOD pays for the course, VA can pay the Top Up benefit.
One month of MGIB entitlement will be deducted when the TATU amount paid equals the claimants Chapter 30 monthly rate. The one year retro rule can be extended to pay from the beginning of a term if needed.
Legislation provides for individuals to use TATU benefits for a total of 36 months. The TATU entitlement is reduced by 1 month for every month of TATU training, regardless of training time. (Example: A student training for 3 months at time will be charged 3 months of TATU entitlement.)
Air Force Spousal TA isnt a government program and doesnt qualify for TATU. If a student withdraws, Top Up benefits must be repaid if DOD determines TA must be repaid. TATU is only paid for University, College or Votech schools and programs.

The COLLOQUIUM

coin@conus.army.mil October 2008 EDITION 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 USAIDs 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 USAIDs designation as the third D in the 2002 U.S. National Security Strategy (NSS). This designation makes developmentalong with diplomacy and defenseone 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 1
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 PRTs 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. 2

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 PRTs dynamic pillars and consistently monitor their progress through a robust performance monitoring plan and mapping tool. Strategic Vision, Design and Process A PRTs five phase process for developing a comprehensive strategy for a given province is based on its populations needs, existing services and value chain analyses throughout the area of operations. It includes the following components:

Objective

Description Provincial and District level governmental entities self-govern effectively deliver government services to the people.

SO1 Governance

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:

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
SO1 GOVERNANCE Provincial and District level governmental entities self-govern effectively, delivering government services to the People
SO2 INFRASTRUCTURE Improved Capacity of Provincial Institutions to Operate and Maintain Key Infrastructure IR 1.1 Improved Provision of Essential Services
SO3 ECON Improved sustainable Economic Development
SO4 PUBLIC HEALTH Improved Sufficient and Sustainable Public Health and Education
IR 1.1 Increased availability of loan capital, strategic private investment and access to monies
IR 1.1 Improved healthcare facilities and Health Services
IR 1.2 Improved Capacity of Human Resources at Directorate Level
IR 1.2 Improved access to business associations, private investment, education and collaboration

3. Improved waste water plants, solid waste & sewage systems Number of people served by waste water facilities
SO3: Economic Development Improved sustainable Economic Development in Province
INDICATORS Increased Employment: Increased Loan Capital Availability Improved Budget Expenditure
IR 1.3 Improved capacity of GOI to promote growth in private sector, reduce corruption, and increase % of budget spending
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
PERFORMANCE MEASURES: 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
PERFORMANCE MEASURES: 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
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
PERFORMANCE MEASURES: 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
PERFORMANCE MEASURES: 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

PERFORMANCE MEASURES: 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
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
IR 1.2 Improve Capacity of Civil Legal System
PERFORMANCE MEASURES: 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
PERFORMANCE MEASURES: 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 in each district 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)
SO6: AGRICULTURE Broad-based economic growth though agricultural development INDICATORS Increased food production Increased Labor and product market linkages
PERFORMANCE MEASURES: PERFORMANCE MEASURES: 1. Improved Feed Mills % increase in production 2. Develop Sheep Feed Lots % increase in production # of Feed lots started 3. Increased Poultry Production % increase in 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

PERFORMANCE MEASURES: 1. Access by micro entrepreneurs to financial services from financially viable instructions # of Loans 2. Improved access to appropriate agriculture technologies Number Beneficiaries
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 Governments 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 Cultural Awareness Through International
Exchange Programs Number of Kirkuk Citizens Sent on Exchange Programs

- Improved Awareness of

Economic Strategies Number of Citizens Aware of Economic Strategy (Survey)
Performance Measures: -Improved Awareness of Agricultural Processes Percentage of Citizens Aware Of Agricultural Strategies (Survey)
-Improved Cultural Awareness Through the Delivery of U.S. Publications Number of Books, Media, and Pamphlets Handed Out to Citizens
-Civil Society, NGO, Women and Youth Initiatives
Number of Civil Society, NGO, Women and Youth Proposals, Conferences and Programs
Performance Measures: - Improved Awareness of Judicial Processes Percentage of Citizens Aware of Laws and Court Procedures (Survey)
- Pamphlets and Websites Number of Cultural Pamphlets and Websites
Performance Measures: - Improved Awareness of Infrastructure Projects
Performance Measures: - Improved Awareness of Health Care in Kirkuk Percentage of Citizens Aware of Health Care Initiatives (Survey)
Information Repository and Archive Resource Organize
Information on Kirkuk Number of News Briefs, Surveys, Media Archives
Number of Citizens Aware of Local Projects
Example of Value Chain Analyses as Targeting Tool

SO6 IR 1.1 Increased Private Markets Initiatives SO3 IR 1.1 Increased availability of loan capital, strategic private investment and access to monies SO1 IR1.2 Increased Capacity To Execute Budgets
Human Consumption Fertilizer
Seed 10,000 Corn Producers 50k Domans 35k MT yearly Processing Storage Drying Grain Plants Silo Livestock Feed Processing Wholesale Retail Feed

Sheep Farming

Farmer Livestock Sheep Capital Processing Packaging Cold Storage Wholesale Retail
Farmer Egg Producer Egg Hatchery Farmer Livestock Poultry Packaging Processing Cold Storage Wholesale Retail
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
Annex: C Example of Value Chain Analyses as Targeting Tool
Example of Poultry Farming Business Analysis
Where to Focus Resources and Priorities
Imported EGGS SO3 IR 1.1 Increased availability of loan capital, strategic private investment and access to monies

Local Egg Production

EGGS Laying Hens Mothers Laying House
1 Cycle: Chick to Market 45 to 50 days 3 to 4 Cycles per year

Fresh Product

40% Transportation Live Birds Access to Market Wholesale Retail Distribution

Locally Produced Poultry

400,000 EGGS (imported) $80,Egg Hatchery $48,000 Iraqi Contribution 40 Broiler Farmers $5,000 Each Feed Litter Processing

60% For Processing

Slaughter House
Access to Capital ($495k)
Processing Packaging Cold Storage
Wholesale Retail Distribution
Imported Feed $1,250,000 For 400,000 Birds

Frozen Product

Processing Fertilizer

Locally Sourced Grains

Protein Supplement Feed Mill $205,000

Locally Produced Feed

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BCT Projects/Effects are synchronized into Strategic Objectives
Fixing Breaks in Value Chains
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+
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%
Annex: D Example of Projects

- 11 -

*Estimated Costs

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 (Construction, Equipment) Budget: $4,500 (Ovens) Income:

- 12 -

Sheep in a Box $15,750*
Local Contribution $4,500 (Construction, Fodder)

Calves in a Box $16,875*

Local Contribution $5,000 (Construction, Fodder)
Bee Keeping in a Box $6,000*
Local Contribution $2,000 (Construction, Equipment) Budget: $4,500 (30 Bee Cells) Income:
Budget: $11,250 (90 Sheep) Income:
IRD Budget: $11,875 (25 Calves) Income:

* Estmated Cost

- 13 -
Greenhouse in a Box $38,000*
Local Contribution $14,000 (Construction, 1 Greenhouse) Budget: $24,000 (2 Greenhouses) Income:
Fish Hatchery in a Box $29,000*
Local Contribution $10,000 (Dig Pools and well) Budget: $19,000 (Generator, Submersible, Fish) Income:

Water in a Box $150,000*

1,500 with potable water

* Estimated cost for

- 14 -
Illustrative Performance Plan SO2: Infrastructure
Intermediate Result Performance Measure

Indicator and Definition

(1.1) Improved provision of essential services
Data Source and Method of Collection
DG of electricity, Street surveys
Data Acquisition Frequency Benchmark Responsible
Q 10 hrs per day in next Q Infrastructure Team Leader

Results Baseline

8-10 hours of power per day

Target

18 hour service
Improved operations and maintenance of energy infrastructure: (1.1.1) Increased # of projects (1.1.1) % of projects completed by INF sector PRT Records PRT Records Q Q 1 20% Completion Infrastructure Team Infrastructure Team 1 0% 4 per year 100% completion

Performance Measure

Improved water resources management: (1.1.2) Improved operations and maintenance plans (1.1.2) Increased availability of potable water (1.1.2) KM of canals cleaned for irrigation DGs of Water DGs of Water, Street Surveys DG of Water Resources Q Q Q NA 2 hours of increase per Q 650 Per Q Infrastructure Team Infrastructure Team Infrastructure Team Plans 4-6 hrs of water flow per day 1,840 KM cleaned 2 Plans completed 20 hrs of water flow per day 3,800 KM cleaned
Improved waste water plants, solid waste, & sewage systems: (1.1.3) volume of waste disposed of in landfill (1.1.3) # of people served by waste water facilities DG of Minicipality of Kirkuk DG of Sewer Directorates on training, personal interview Q Q SA 282 m3 of waste disposed per day ? NA Solid Waste Management Adivsor Infrastructure Team Infrastructure Team 2007 No waste disposed 0 X 1,130 m of waste disposed per day 30,000 people served NA
(1.2) Improved capacity of human resources at Directorate Level
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
Increased capacity to implement O&M programs: (1.2.2) # of work plans developed and implemented (1.2.2) Improved resource allocation PRT Records PRT Records SA SA NA NA Infrastructure Team Infrastructure Team PM budget 2 work plans 1 PM budget

Improved fiscal monitoring of expenditures: (1.2.3) Improved procurement controls PRT Records Q NA Infrastructure Team Logistical budgeting 1 Logistical budget
Annex: E Example of Performance Monitoring Plan
Illustrative Performance Plan SO3: Economic Development
(1.1) Increased availability of loan capital, strategic private investment and access to monies
Data Acquisition Data Source and Method of Collection Frequency Benchmark Responsible
Micro Finance Institutions provide data M Economics Team
Improved access to loan capital: (1.1.1) Increased loan capital available in private Micro Finance Institutions provide and public banks in rural and urban areas data (1.1.1) # of letter of credits issued by private and public banks M Economics Team $1,109,306 Available
Improved access to private investment: (1.1.2) Investment Commission # of private investors from Iraq and from abroad (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 Investment Commission Investment Commission Investment Commission M M M Economics Team Economics Team Economics Team 2008 2008
(1.2) Improved access to business associations, private investment, education, and collaboration Improved education opportunities: (1.2.1) # of VOTEC enrolled (1.2.1) # of VOTEC graduates (1.2.1) # of VOTEC graduates employed (1.2.1) # of SBD trained Al Murshed provides data to Econ Team Al Murshed provides data to Econ Team Q Education Team Education Team Education Team Economics Business Advisor Economics Business Advisor
153 Trained 41 Businesses started 500 Trained
(1.2.1) # of SBD starting a business Performance Measure

100 Started

Improved collaboration with business associations/NGO: (1.2.2) # of Micro Loan applicants for urban and Al Murshed provides data to Econ rural areas Team (1.2.2) # of business plans developed Al Murshed provides data to Econ Team Q Economics Business Advisor Economics Business Advisor Loans granted 0 Plans Developed 1,500 Loans granted

25 per month

(1.3) Improved capacity of GOI to promote growth in private sector, reduce corruption, and increase % of budget spending
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

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
Increased amount of fuel to public: (1.3.3) Amount of petroleum distributed monthly (1.3.3) Amount of oil produced monthly Petroleum Products Distribution Center Petroleum Products Distribution Center Q Q Oil Distribution SME Oil Distribution SME 159,620,159 Liters distributed 900,000 Cubic Meters 1 New Refinery to Double Production
Illustrative Performance Plan SO4: Public Health & Education
(1.1) Improved Healthcare Facilities and Health Services

DG of Health

Q PRT Public Health Team
Increase quality of healthcare by: (1.1.1) # of facilities assessed for quality of care (1.1.1) # of facilities maintaining quality care and using a patient charting system Individual Facility Assessments Individual Facility Assessments A A PRT Public Health Team PRT Public Health Team X Develop and implement 1 charting system for all facilities
Improve access to healthcare (1.1.2) # of facilities observing standard hours of operation Individual Facility Assessments A PRT Public Health Team 100% of Facilites observe standard operation hours
Improve institutional capacity to deliver service by: (1.1.3) # of facilities with adequate staffing (1.1.3) # of formularies adequately stocked Individual Facility Assessments Individual Facility Assessments DG of Health A A A PRT Public Health Team PRT Public Health Team PRT Public Health Team 0 NA All facilities adequately staffed All formularies adequately stocked NA

Intermediate Result

(1.2) Improved Training of Healthcare Providers & Public Health Professionals
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
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
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
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
(1.3) Improved Education Opportunities and Overall Quality of Education

DG of Education

PRT Education Team
Improved quality of education for children: (1.3.1) # of teachers in underserved areas (1.3.1) # of schools that improve building infrastructure and sanitation DG of Education Individual Facility Assessments A A PRT Education Team PRT Education Team x x ? ? 1/23 student teacher ratio 260 school sanitation programs in effect

(1.2) Improve capacity of Civil Legal System
Chief Judges of Kirkuk give monthly data
Develop baseline data of needs: (1.2.1) All courts in province assessed (1.2.1) Bar Association polled Locational assesment Locational assesment A A ROL Team ROL Team 4 Courts assessed 100% of courts assessed (6 total)
1 initial assessment taken no assessment of Bar Taken No Assessment Taken 0 polls in effect 1 Comprehensive assessment taken 1 Poll conducted monthly
(1.2.1) Law School polled

Locational assesment

(1.2.1) Public polled Performance Measure Public access improved: (1.2.2) A capable and sustainable legal aid office established in each district

A A SA

ROL Team ROL Team ROL Team
0 Legal Aid offices 0 Detainee Liasons 0 polls in effect
1 Sustainable Legal Aid office created 1 Detainee Leasion Poll taken and more than 60% have access to courts
(1.2.2) Detainee liaisons established IAW MND-N Detainee Working Persons Group at Campaign Plan the Provencial Council (1.2.2) Majority of citizens polled say they have access to the courts Performance Measure Improve transparency: (1.3.1) Media has access to the courts (1.3.1) Information about the laws, rights, and case results is disseminated to the Iraqi public Performance Measure Chief Judges of Kirkuk Chief Judges of Kirkuk ROL Team polling records

ROL Team ROL Team

2008 2008

No Media access

100% of courts assessable to media
Publication accessible to Government the general public publication
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 Teams functioning with ROL ROL intigrated with all 7 PRT Teams
Illustrative Performance Plan SO6: Agriculture
Broad-based economic growth through agricultural development
INDICATORS: Increased food production Increased labor and production market linkages

Definition:

Intermediate Result Performance Measure Performance Measure
(1.1) Increase private market initiatives
Improved feed mills: (1.1.1) % increase in production Develop sheep feed lots: (1.1.2) % of increase in production (1.1.2) # of feed lots started
Increased poultry production: (1.1.3) % increase in production
Introduce Sunflower, Olive, and Cotton seed processing: (1.1.4) # of enterprises created (1.1.4) # of beneficiaries
State-owned economic assets: (1.1.5) Improved efficient operation and profitability (1.1.5) # of receiving private investment
(1.2) Increased capacity of Agriculture stakeholders Improved communication among provincial officials: (1.2.1) Increase # of recommendations and actions
Improved ability to identify priorities and execute: (1.2.2) Increase # of initiatives
Introduction of agricultural best practices through training: (1.2.3) # of beneficiaries trained

(1.3) Improved access to economic opportunity for rural and urban farmers
Access by micro entrepreneurs to financial services from finacially viable instructions: (1.3.1) # of loans
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 Guantanamo 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 multiagency, 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 Fortune 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 York City boys and girls of all races and walks of life. 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 is responsible for establishing and implementing USAID programs from an annual country budget totalling approximately $1.0 billion. Prior to serving in Iraq, he was 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, Kenya where 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 Latin 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 conflict and post-conflict countries worldwide such as Nicaragua, Angola, Rwanda during the 1994 genocide, Burundi, Sudan, Ethiopia, Cambodia and now Iraq.

US Army Combined Arms Center, Fort Leavenworth, KS 66027
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