Institutional and Training Needs Assessment For Establishment of Ministry of Construction and Housing Iraq Housing Information and Training Center

INSTITUTIONAL AND TRAINING NEEDS ASSESSMENT
FOR ESTABLISHMENT OF MINISTRY OF CONSTRUCTION AND HOUSING
IRAQ HOUSING INFORMATION AND TRAINING CENTER

Institutional and Training Needs Assessment for Establishing
Ministry of Construction and Housing Knowledge and Training Center Draft Final Report
ACRONYMS
ESCWA Economic and Social Commission for Western Asia
IHITC Iraq Housing Information and Training Center
JICA Japanese International Cooperation Agency
MMPW Ministry of Municipalities and Public Works
MoCH Ministry of Construction and Housing
MMPW Ministry of Municipalities and Public Works
MoB Mayoralty of Baghdad
MoJ Ministry of Justice
MoPDC Ministry of Planning and Development Cooperation
MWR Ministry of Water Resources
MoE Ministry of Electricity
SoE State-Owned Enterprises
USAID United States Agency for International Development
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FORWARD
Given that Iraq suffers from a huge shortage in the housing sector, the government is
attempting to build 1,27 million housing units by 2010 through the public and private sectors
since both possess broad construction skills but need to develop and speed up their
activities to achieve that goal. Hence, special importance should be attached to topics such
as reformulating the housing sector policy, institutional change, capacity-building and other.
The modernization process underway in the housing sector is closely linked to developing
decentralization and privatization policy and participation of public bodies concerned. The
successfulness and effectiveness of this modernization process is directly connected with
training and capacity- building, based on which the Iraqi government signed agreements
with international donors in order to enhance its capacity and that of its institutions to deal
with the private sector in order to improve the standard of housing and consequently raising
living standard of the Iraqi people.
Hence, UN-HABITAT undertook the responsibility of laying the ground for enhancing the
capacity of the Iraqi housing sector focusing on institutional development and training in
various fields such as funding of housing, planning, housing development planning,
improvement and maintenance of housing areas, infrastructure planning, participation of
bodies concerned in the housing sector, in addition to the methods and techniques of
geographical information systems in terms of housing and services development.
Over the years, the government was the provider of almost all goods and services and the
creator of suitable job opportunities for citizens. MoCH and its institutions and companies are
employing over 24000 persons in this country. A survey of the housing sector in Iraq
conducted in 2006 showed that 90% of home owners built their homes by using their own
savings or by borrowing money from friends and relatives/employers. These homes were
mostly built by small contractors who showed flexibility in dealing with the local communities
to build new housing units or renovating and expanding old ones.
Thus raising performance level of this category of contractors represents the main challenge
facing the housing sector, which requires making a change in the attitude and management
of the government and its institutions to encourage and develop the private sector.
Challenges
MoCH has asked UN-HABITAT to assist in establishing a center for knowledge and training
to undertake enhancing the technical and administrative capacity of the housing sector in
Iraq. The Iraqi Training and Knowledge Centre for Housing shall be the stimulating tool to
enhance the capacity of MoCH, its institutions & companies, other ministries, the private
sector, universities and NGOs concerned to work together to achieve the goal of building
1,27 million housing units by 2010.
It is expected that the housing sector will emerge as an investment activity in order to be
organized and oriented and not just a sector concerned with executing government projects.
This shall require a change in MoCH role in order to cooperate with the financial services
sector, construction and housing sector and national, regional and international private
investors.
Knowledge management is based on dealing with knowledge as being an important and
basic element in creating a supporting and consolidating environment to exchange expertise
between the parties committed and interested in achieving the objectives of their institution
or sector. Therefore, knowledge should be organized and available in order to be utilized by
the parties responsible upon decision-making.
The current study prepared by UN-HABITAT consultants IdRC includes a workplan
proposed for the Iraqi Center for Housing, where UN-HABITAT consultants (via its
engineering work team in Baghdad) collected information through field visits conducted to
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MoCH and its institutions and companies, and also to some ministries as well as government
and private institutions concerned inside Iraq.
UN-HABITAT consultants in Amman also met some Iraqi officials from the ministries
concerned and met also with some private companies and representatives of some Iraqi
government institutions and universities. Moreover, a comparative study of similar
knowledge centers in other countries was conducted in order to obtain the best possible
means that ensure the successfulness of the proposed workplan.
The draft of this study has been prepared to be presented to MoCH as a basis for the
anticipated workshop in Amman where results and key proposals shall be discussed. The
final report shall be prepared after the workshop.
UN-HABITAT under the strengthening of the Housing Sector Project phase two will assist
MoCH in its initial steps towards establishing a functional centre. Due to limited resources of
the project, further support steps will be needed and pledges for support is required.
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TABLE OF CONTENTS
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ANNEXES
1. Contacts and interviews

2. References
3. Training Courses under UN Habitat Project:
Strengthening the Capacity of the Housing Sector
4. Mapping of Similar Institutions
5. Institutional Assessment Detailed Results
6. Business Plan
6a. Proposed English language training program
6b. IHITC GIS Lab Hardware and Software Requirements
6c. IHITC Budget
6d. IHITC suggested book purchase list
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1.0 INTRODUCTION
Abundant natural and human resources enabled Iraq to attain the status of a middle income
country in the 1970s. The country developed good infrastructure, and the education and
health care systems were widely regarded as the best in the Middle East. Since then,
successive wars, international sanctions and a repressive, state-dominated economic
system have stifled economic growth and development and debilitated basic infrastructure
and social services.
Despite the country's rich resource endowment, Iraq's human development indicators are
now among the lowest in the region. The Iraqi population faces serious challenges re-
working fundamental aspects of its governance, political decision making and economic
development.
Developments in the housing sector reconstruction are closely related to policy reform for
decentralization, privatization and public/stakeholders participation. The success and
effectiveness of such reform is directly tied to training and capacity building. This involves
upgrading the skills of officials and civil servants working in local, public administration,
introducing practices of partnership and participation with the private and non governmental
sector, and providing appropriate mechanisms of exchange with neighboring countries and
the international community.
UN-Habitat’s “Strengthening the Capacity of the Housing Sector in Iraq” addressed this
issue and focused on institutional development and training in various related areas
including housing finance, housing development planning and management, housing areas
improvement and maintenance, planning for infrastructure and housing, CBOs and
stakeholders participation in housing, and GIS tools and techniques for housing and
services.
In response to a request by the Ministry of Construction and Housing (MoCH), and based on
a rapid needs assessment conducted at the start of the abovementioned project, a total of
26 training workshops were held inside and outside Iraq. The training provided a good
introduction to a variety of subjects as outlined in Section 4.1 below. There remains,
however, a significant need to improve the capacities of the Ministry’s staff and that of other
relevant stakeholders for this purpose.
The main objective for this assignment is to develop the tools that would assist the Iraqi
Ministry of Housing and Construction in the establishment of a center of excellence offering
training and knowledge management in the housing and urban development sector. The
provided assistance will be in a form that would enable the Iraqi government to establish a
center that is sustainable, be a focal point in the reform of housing policy in Iraq, provide
technical assistance to decision makers, and possibly be replicated in other ministries or
regions in a decentralized fashion.
The study at hand aims to address various issues regarding the establishment of the Iraq
Housing Information and Training Center (IHITC) which would take a lead role in
promoting and supporting sectoral reform. The study develops a participatory, multi-
stakeholder structure, management and planning for the proposed center.
This study also addresses the training and capacity building that have been conducted to
date by Habitat and other donors and identifies the needs to catalyze and maximize the
impacts and effects of such training in a sustainable manner.
The specific tasks were to:
1. Conduct literature review of relevant documents
2. Conduct an assessment of Iraqi Ministry and Construction and Housing to develop a
clear understanding of the Ministry’s structure, its mission, capacity and capability, and
needs both from a physical and technical context.
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3. Conduct a training assessment to identify:

a) Extent of link between training goals/objectives and actual or expected
workplace outcomes
b) Need for improved training programs’ development and revision where
revisions or improvements in the training can improve the training impact (scaling up of
needed training)
c) Identifying unique circumstances, best practices and other factors that have
had an impact on the extent of training success
d) Identifying recurrent training needs and potential solutions
e) Identifying organizational or workplace barriers that might hinder or prevent
trainees’ demonstration or application of skills gained from the training program (e.g.,
workspace, equipment, communication infrastructure, etc.)
4. Mapping and Review of training center models to identify Mission Statements, Target
beneficiaries, technical services offered, staffing and qualifications, organizational
structures, financing and sources of funding, available facilities, and networking with other
sectoral entities.
5. Regular interaction with focal points and key senior officials in the Ministry of
Construction and Housing.
6. Develop a clear Business Plan with the following elements:
a) Mission Statement with clear goals and objectives for the center and
identifying the target and beneficiary groups.
b) Organizational Structure of the center and its various departments.
c) A Networking and Communication Plan
d) Staffing Plan for the center ranging from management to technical and
administrative staff.
e) Capacity Building Program including training objectives, scope, methodology,
expected outputs and target groups/departments in areas revealed by the TNA conducted
by the technical team.
f) A plan of training facilities and lab requirements and information system
network requirements.
g) A plan for the Center’s Knowledge Management System, archiving, and
library
h) Developmental plan for the center in terms of initial services to be offered,
development of new services, marketing strategies, revenues and financial sustainability,
and other issues.
7. Conduct a workshop to present the recommended model for the center and receive
feedback from the participants on any suggested modifications/recommendations.
8. Finalize the final report based on feedback received at the workshop.
1.1 Methodology
In addition to desk research and extensive literature reviews, the main approach that was
followed by the IdRC technical team revolved around the conduct of field data collection and
structured interviews. This was conducted by deploying two teams; a lead technical team
based in Amman, and a field technical team based in Baghdad. The two teams
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communicated on a daily basis to direct all the data collection efforts including the design of
a survey tool and structured interview forms.
The main tasks and activities undertaken by the IdRC technical team to meet the objectives
of the assessment at hand are described below.
1. Desk review – of previous UN Habitat training programs, other related training and
capacity building programs, reports on the Iraq Housing Sector, international housing and
building centers
2. Training and Institutional Assessment conducted simultaneously. In-depth
interviews of senior officials in MoCH, state-owned companies and commissions, as well as
other governmental and non-governmental agencies whose work impacts housing provision.
These interviews also addressed training needs, both through an analysis of previous UN
Habitat training and of current and future tasks and responsibilities of officials.
Interviews in Baghdad were supplemented by a series of meetings in Amman with
government and private sector officials, as well as participation the Housing Market Survey
Conference.
This final report is based on comments from UN Habitat, and from the
recommendations of the MoCH Committee established to “Study Establishment of
Information & Training Center for Iraq Ministry of Construction and Housing. As noted
by the Committee, there is still a need for a final workshop to define the specific
organizational set-up, roles and responsibilities of the Center within the Information
Technology Directorate.
1.2 Report Outline
The format of the report is as follows:
• Section 1 – Introduction
• Section 2 – The Current Situation – an overview of the Iraqi housing sector,
government policies and strategies, and donor input in the sector
• Section 3 – International Best Practices – outlining international best
practices in training, knowledge management, and a review of international models of
housing and construction knowledge and training centers
• Section 4 – Institutional and Training Needs Assessment, a detailed review of
the previous Habitat training, main institutions involved in housing, their roles and
responsibilities, their capacity building needs, and a review of training needs for the housing
and construction sector
• Section 5 – Business Plan for the Knowledge and Training Center, including
vision, mission, functions, target groups, legal and regulatory framework, communications
and marketing plan, capacity building plan, budget and financing, and short and long-term
action plans
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2.0 THE CURRENT SITUATION

2.1 Overview of Housing Sector Situation
After more than two decades of war, sanctions and neglect, the Iraqi housing sector is in
crisis. A series of studies have addressed the sector: starting with the World Bank/UNDP
Joint Sector assessment, continuing with various studies by UN Habitat, USAID and “the
Japanese International Cooperation Agency (JICA), with the last one being the Housing
Market Survey 2006, also funded by UN Habitat.
The Joint World Bank/UNDP Needs Assessment of the Housing Sector found that in order to
restore the Iraqi housing sector, considerable attention should be given to sectoral policy
reform, institutional change, and capacity building, among other things.
In terms of Human Capital and Institutional Capacity the assessment revealed that
personnel in the housing related agencies are generally well educated and highly qualified
despite the significant “brain-drain” that Iraq has undergone over the past 15 years. The
problem of human capital was found to be related to a lack of equipment, disruption of
bureaucratic services associated with the recent conflict, and the appropriate quantity and
skill-upgrading necessary to meet the present levels of required housing/services
production.
Furthermore, institutions related to the housing sector have over the past three decades
been heavily hierarchical, with central government line ministries consolidating most
decisions and administrative authority. Private sector interests where these do exist have
been significantly sidelined. The same was concluded for professional associations
(architects, planners, surveyors, builders, suppliers, etc.) and organized citizen groups. The
assessment concluded that there is little institutional capacity to introduce systems of
housing delivery that involve private, public and non-state actors.
In terms of a Policy Framework, the assessment concluded that no contemporary and
comprehensive housing policy in Iraq exists. The latest official “Housing Policy of Iraq” is the
1986 Report, the 1979 Report, and the 1974 Report, as well as the 1989 Report on
“Development Planning for Iraqi Governorates” and included a chapter on housing policy.
The present “de-facto” housing policy for South and Central Iraq has been a state-driven
approach, with very limited involvement of the private sector outside of the construction
industry. The State has assumed the responsibility of housing provision, and has not
adopted an enabling strategy for both the private sector and local communities and their
organizations. The main recommendations of the assessment hat pertained to the housing
sector included the following:
• Restoring the Institutional Capacity to Manage the Sector and Implement Reforms. This
was to include introduction of office information and communications technology to better
manage sector data and information.
• Initiate a 10-year program for the provision of housing to Internally Displaced Persons
(IDPs) and families.
• Initiate a 15-year urban upgrading program addressing the needs of low-income social
groups living in sub-standard neighborhoods.
• Provide Technical assistance for policy and regulatory reforms focused on housing and
land supply including property restitution, construction finance, building material,
construction technology and building codes and standards.
• Initiate Pilot public/private partnership programs in housing and land supply in key cities
of Iraq.
• Initiate a Sector Reform Program with Focus on Housing Finance
To date, there is still no national housing policy.
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The UN Habitat/IFC funded Housing Market Survey determined in late 2006 that there is a
need for 1.27 million new housing units. The goal is to build these by 2010 – approximately
900 housing units built daily from now until the end of 2010.
The Ministry of Construction and Housing has overall responsibility for the housing sector in
Iraq, but is also dependent on other ministries for planning, financing, and development of
infrastructure. Despite 24,000 employees in MoCH and its subsidiaries, 80-90 % of housing
since 1982 has been produced by produced by private sector, small scale contractors. The
main challenge is to scale up, so small contractors can be developers. This needs legislative
and regulatory support from MoCH.
The government has historically been the provider of almost all goods and services, and the
Ministry of Construction and Housing and its state-owned enterprises and commissions
employ 24,000 people nationwide. Management of MoCH activities, like all in Iraq, has a
highly centralized bureaucracy and government control. The Housing Market Survey showed
that 90% of households have built their houses independently using their own savings or
borrowing money from friends, relatives and/or employers.
Housing finance is also in a state of crisis. The Real Estate Bank, originally established to
provided funding for individual houses, is completely ineffective. The National Housing Fund,
established recently to improve the situation, has not fared much better. Banks do not want
to lend to individuals for housing, due the uncertain economic, political and security situation.
There are no large-scale private developers outside of Kurdistan. Small scale builders
construct most of the homes, and are adequately flexible to work on new housing,
extensions, renovations. The major challenge facing the sector is helping these contractors
reach the necessary scale of operations to meet housing demand. This also requires a
change in government attitude and management in order to encourage private sector
development.
Overall, a measured by UN-Habitat Key indicator 6, only 50% of households in Iraq are
connected to basic services such as electricity and water.
Other key bottlenecks as identified by the housing survey include:
• Lack of adequate institutional, human, financial and material resources
• Competition from other sectors for same resources
• Increased housing deficit and substandard living conditions
• Decreased housing affordability
• Construction of poor and substandard housing
• Infrastructure provision unable to guide urban development
• Institutions unable to guide private sector development
• Poor understanding or respect for building regulations…
The Housing Market survey recommended the following key policy guidelines:
• Finance – micro-finance, mortgage and construction financing
• Building materials and public sector professionals – increasing availability and reduce
costs of building materials, develop building skills
• Planning and land management – identify suitable land, prioritize upgrading of
partially serviced land
• Legal, institutional, policy framework for private sector housing – develop complete
framework, and gear institutional framework to support
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The criticality of housing, transportation infrastructure, and public facilities to the

reconstruction and economic revitalization efforts in Iraq are undeniable.
At the national level, policy planning and development has resulted in strategies, action
plans and some very limited construction and capacity building to improve the ability of the
housing sector to provide homes and infrastructure. Following is a brief review of these
strategies and the activities of key donors given in this section.
The Iraq National Development Strategy calls for the elimination of state organizations
that compete with private sector. Originally, state-owned enterprises, of which there are 10
in the housing sector, were to be privatized by the year 2008; that timing has been delayed.
The strategy encourages partnership between Iraqi and foreign investors, and encourages
foreign investment in principles, although in practice there are still many obstacles. It also
called for reduced disparity between rural and urban areas and between Baghdad and other
areas. It also promotes civil society involvement in planning and development. These are all
very new concepts in Iraq society and government.
The Amman Declaration is a series of Declarations, Recommendations and Plan of Action,
agreed upon by key stakeholders during the UN Habitat sponsored Symposium on Housing
and Urban Development in Iraq, in Amman, in September 2004. It calls for the government
to:
• Formulate National Housing and Urban Development Policy
• Introduce reforms in land utilization and management
• Strengthen housing and infrastructure finance
• Foster, promote and sustain good urban governance
• Create legal and regulatory framework
• Encourage partnering between the public and private sectors as well as community
participation
• Speed up capacity building and institutional reforms, including: the existing training
centers be expanded and strengthened as Housing and Technology Resource Centers
including Housing Guidance Centers and accelerating pace of training, including Training of
Trainers.
• The Action Plan calls for establishing a “National Institute of Housing and Urban
Development” by 2007 to serve as a think tank, pursue research and development work and
train human resources.
The recently signed International Compact between donor agencies and the Government
of Iraq focuses on broad reforms to improve the ability of the government to work with the
private sector to improve the lives of the Iraqi people. The key points of the International
Compact affecting the housing sector include:
• Economic reform, including supporting private sector based solutions to stimulate
housing development
• Improving standards of service
• Improving public finance management
• Engaging civil society
• Fighting corruption
• Civil service reform
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The overall goal is to meet the Millennium Development Goal of providing housing to 90% of
Iraqis.
Specific activities proposed in the International Compact to reach these goals include:
• Establishing sector and inter-ministerial working groups – policy guidelines for
planners
• Building research and information management capacity within the Iraqi line
Ministries in support of policymaking function
• Streamlining and improve donor coordination and implementation
• Introducing Iraqi co-funding and cost sharing
Specific targets in the Joint Monitoring Mechanism include:
• Establishing the public procurement Law (2007), implement 2008 – involve private
sector in this – regulations and national competitive bidding process
• 2009 – using e-procurement for most public sector transactions
• Conducting training programs for public procurement for public servants and the
private sector
• 2007 - training to educate policymakers, administrative and law enforcement
personnel and public about rights of civil society
• Supporting civil service reform
• Privatization of state-owned enterprises, changing government’s role to a policy,
planning and regulatory role
• Formulate and adopt National Housing and Land Management Policy and address
norms and standards, construction standards (2007)
• MOCH to operationalize Housing Market Information System at national and sub-
national level (2007)
• Restructure the Iraq Housing is expected to emerge as an investment activity to be
Housing Fund and regulated, encouraged and guided, not just government
disburse loans to at least expenditure and implementation. This requires a change in the
10,000 poor and low role of MoCH to coordinate and cooperate with the financial
income households (2007) service sector, the building and construction sector and individual
private investors—national, regional and international.
These are ambitious and
daunting goals, especially
given the current security circumstances in Iraq.
Housing is a basic human right. UN Habitat’s agenda worldwide is to ensure this basic
human right is fulfilled for all. There are 15 UN agencies working in Iraq helping Iraq to meet
Millennium Development Goals, many of which relate to housing. UN Habitat has taken the
leading role within the UN system in the housing sector and has conducted a range of
activities at policy and project level to improve access to housing for Iraqis UN Habitat has
helped to organize the National Committee for Habitat in Iraq, which links the various
governmental agencies within Iraq working in the housing sector..
2.2 UN Habitat and other Donor Housing Assistance
The Habitat activity, Strengthening the Capacity of the Housing Sector in Iraq, focused
on providing wide-ranging training activities (reviewed in Section 4.1 below), produced a
working paper on housing finance strategy and supported the above-mentioned Housing
Market Survey. In 2006, the project supported the following activities:
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• stakeholder discussions on importance of housing and housing finance sectors in

Iraq’s socio-economic development and incorporating key needs into National Development
Strategy and International Compact
• development of slum upgrading strategy and action plan, including interministerial
slum upgrading task force; pilot projects
• capacity building strategy and groundwork for institutionalizing training and KM in
MoCH
• nationwide housing market study to aid more effective formulation of policies &
strategies and contribute towards the establishment of a widely accessible Housing
Information
System
• Activated National Habitat committee and reoriented it to play a more meaningful
role in the implementation of the Habitat Agenda in Iraq
• Dialogue with MoCH on future role of Ministry and related organizational
development.
Its next phase of activities will focus on institutional and program activities to build a better
housing sector information system, development capacity of senior staff and the involvement
of external stakeholders and lay the groundwork for subsequent activities such as
demonstration and pilot projects. The three main objectives of this phase are to:
1. Develop and promote guidelines for reforms of policies, programmes and
strategies
2. Develop institutional framework for the national housing sector
3. Support establishment of a Knowledge and Training Center (IHITC) at the MoCH
The current study comes under Objective No. 2 above and provides the groundwork for
Objective No. 3 – supporting the establishment of a IHITC.
The most urgent need in Iraq at this time is to construct housing. Long-term policy, planning
and capacity building must be combined with active programs to support private sector
development in the housing sector. At a recent meeting in Amman, there was discussion of
establishing a Task Force to jump start activities in this sector which, despite the various
studies, action plans and proposals, have not yet resulted in major construction of housing
units.
A related UN Habitat project, the Urban Sector Strengthening Project in partnership with
the Ministry of Municipalities and Public Works (MMPW), in 2005-2006, conducted
numerous training activities in urban planning, GIS, local government, as well as review of
good practices and preparation of action plans for urban planning, land and financial
management. It also supported a feasibility study of demonstration projects to illustrate
benefits of PPP for municipal services
UN Habitat previously supported an Iraqi Urban Observatory in the Ministry of
Municipalities and Public Works (MMPW), to monitor achievements in relation to MDGs; but
is no longer functioning. The MMPW still collects data on urban development and housing,
but MoCH needs to have that data also readily available.
Several other donors are providing assistance either directly or indirectly to the housing
sector. The Economic and Social Commission for Western Asia (ESCWA) has
conducted management training for civil servants from several Ministries, including MoCH
and facilitated a brainstorming session on rehabilitating the Iraqi construction sector. Current
activities focus on improving project management, especially in working with the private
sector, across a range of Ministries. ESCWA also has two project proposals pending: one for
the establishment of an Urban Observatory in the Mayoralty of Baghdad (Amanat Baghdad),
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and one for a proposal pending to provide support to the Building Research Center in
MoCH.
USAID is funding the National Capacity Development Project which will focus on core public
administration functions: fiscal management, personnel management and administration,
leadership/communications, strategic planning, information technology, and technical skills.
A key source of management knowledge will come in the form of public-private alliances,
which will leverage human, financial, and technological resources and will be based on
USAID’s Global Development Alliance (GDA)1 model. USAID also funds major infrastructure
projects.
UNDP is providing training to the MMPW to support decentralization and municipal capacity
building.
In 2005 the Japanese International Cooperation Agency (JICA) commissioned an
assessment of 12 vital sectors of the Iraqi economy to determine the gaps and needs for
capacity building and develop a comprehensive capacity building program. The JICA
Survey on Capacity Development for Iraq Re-Construction was carried out in Iraq and
Jordan to assess the status and requirements for the sector.
The Construction sector was included in this study because it supports a vital component in
the life of the Iraqi population which is housing. The survey reported that a major role of the
government will need to address the housing shortage through both, continuing a policy of
helping to secure housing through the implementation of large scale housing projects and
through the establishment of an adequate environment that would promote the propagation
of the housing development projects on private sector and cost effective basis.
The study also reported that the Iraqi MoCH major support to cope with and administer the
development required to meet current and anticipated demand, particularly given their
limited experience in administering this particular sector under the rules and forces of free
economy and in attracting foreign investment. A number of gaps were reported in the
current capabilities of the institution. Many expressed needs seemed properly focused on
core construction related issues such as tendering, project management and building
technology and standards. Strong and numerous needs were also expressed in operational
issues with heavy emphasis on information technology, a trend characteristic of all
government institutions after many years of isolation resulting in massive degradation of
operational capabilities and ability to utilize and implement modern technology and
management practices. The main areas of key interest to support the development of the
Iraqi Construction sector and its intuitions were identified and ranked in accordance to
urgency and specificity. Those included the following:
• Contracting and Procurement
• Operations
• Urban Planning
• Regulating
• Policy and Planning
• Technical Skills and Technology
• Human resources
• Organizational
• Coordination with External Parties
1
http://www.usaid.gov/our_work/global_partnerships/gda/businessmodel.htm.
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2.3 Completed Training under UN Habitat Strengthening the Capacity of the Housing
Sector in Iraq
The UN-HABITAT training program consisted of a series of workshops, and study tours,
most of which took place outside of Iraq. Eight GIS courses were given in Baghdad. The
courses covered a variety of topics covering urban planning, community mobilization, private
sector participation and specific technical subjects such as private sector participation in
water and sanitation management (see Annex 3 for full listing).
According to the training materials and evaluations, training focused on active participation
of trainees, including field visits and hands-on group work. Most evaluations from trainees
during the training, and those met during the needs assessment, were positive about the
content of the training. However, when most of them returned to Baghdad, they found it
hard to follow up on their work due to lack of resources such as access to internet,
references, colleagues who understood what they had learned, and the general security
situation which makes it hard to plan and start anything new.
According to interviewees with some of the trainees, the exposure to international best
practices was useful for all participants in training courses, most of whom took active part in
the training.
The review of training evaluations and interviews with trainees provided some insights into
how future training could be improved. Recommendations are:
• More examples from Iraq should be used in the training. The trainers must be familiar
with the Iraqi situation and be able to help trainees assess how they can use the
tools they have learned in their jobs, given the difficult situation.
• There should be follow up to the training to support trainees in their daily work.
Given the limited exposure most Iraqis have had to Internet, research, connection
with trends and ideas outside of Iraq, it is very important that they have follow-up to
their training through on-going contact with trainers.
• On the GIS training, more emphasis should be given on how to use GIS, how to use
the information obtained from GIS to assist with decision making – not just the
mechanics of GIS. The training itself was considered good by trainees, some of who
are now using new methods of data processing. However, due to limited skills or
equipment, it is not always easy for them to use what they have learned.
• Trainee selection must be done carefully in order to ensure that the right people are
chosen who will really benefit from it and whose organization will therefore benefit.
• Certain core concepts such as private sector participation, strategic planning,
community participation, should be included in all training courses.
• Innovative training methods should be included in a new program, including more on-
the-job training, online contact between trainees on their jobs and trainers in Iraq or
overseas, peer learning (pairing trainees with a mentor from a similar institution).
• English training for more professional personnel will make international training more
accessible. At this time, only those who have good English can go to most
international training courses, which means the most appropriate trainees are not
always selected.
• Training should be participatory and directly relevant to the work situation of trainees.
• Study tours and training courses should include a daily, end of day evaluation and
review of what was learned, and tasks for the next day.
• Training providers outside of Iraq should be required to produce case studies from
the Arab world Iraq.
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2.4 The Challenges

The main challenges facing the housing sector are to achieve the goal of providing 1.27
million housing units by the year 2010. The “Housing Sector” includes all organizations and
individuals, public and private, who are in a position to facilitate and implement construction.
The most urgent goals are those outlined in the International Compact:
norms and standards, construction standards (2007)
national level (2007)
• Restructure the Iraq Housing Fund and disburse loans to at least 10,000 poor and
low income households (2007)
Housing is expected to emerge as an investment activity to be regulated, encouraged
and guided, not just government expenditure and implementation. This requires a change in
the role of MoCH to coordinate and cooperate with the financial service sector, the building
and construction sector and individual private investors—national, regional and international.
The following institutional and training needs analysis provides the framework for
establishing the Iraq Housing Information and Training Center, which will be the catalyst, the
guide for improving the capacity of the MoCH, its various state-owned companies and
enterprises, other government ministries, the private sector, universities and non-
governmental organizations to reach these goals.
17
3.0 INTERNATIONAL BEST PRACTICE

3.1 What is Knowledge Management?
The task ahead of all actors in the Iraqi housing sector is
enormous. The MoCH has requested UN Habitat’s assistance
in establishing a Knowledge and Training Center which will
take the lead in improving technical and managerial capacity
to provide housing in Iraq. Training is a familiar concept to all,
and includes workshops, seminars, on-the-job training, study
tours, training of trainers, etc.
Knowledge Management is a relatively new concept, and
needs to be clearly understood within the context of the Iraqi
housing sector. Knowledge Management emerged in the
private sector as a concept designed to improve business
performance. By establishing a culture of learning, a methodology to capture, refine and
share relevant information between employees, departments, and partner organizations in
an appropriate and usable form, businesses were able to improve performance and reduce
duplication of efforts – i.e., cost.
The term “knowledge” refers to more than just a piece of data or information. Knowledge
includes both “explicit knowledge”, tangible facts, and “implicit knowledge” which refers to
our own experience and response to specific events and facts.
A simple example is when a landowner decides to build a house and needs to choose a
contractor. He can find a list of building contractors -- that is explicit knowledge. It is hard
data, information. He talks to his friends and colleagues to learn from their personal
experience who is a good contractor and who is not. He built a new kitchen a few years ago,
and had experience with one contractor, so feels he knows what to look for in a contractor.
This is implicit knowledge. He is combining the facts (explicit knowledge) – with his own
experience and that of his friends (implicit knowledge) and makes a final decision.
We make numerous decisions in our
personal and professional lives. Knowledge Management is a conscious strategy
Everyone in the housing and of getting the right knowledge to the right people
construction sector, from the day at the right tie and helping share and put
laborer to the Minister, makes information into action in ways that strive to
improve organizational and sector performance.
decisions based on his explicit and
It includes:
implicit knowledge. In the absence of Creating Knowledge
any explicit knowledge, any hard data, Capturing Knowledge
we make our decisions based on our Storing knowledge
discussions with colleagues, our Sharing knowledge
instincts and our experience.
The purpose of a Knowledge Center is to create knowledge, to provide more data and
information in a form which can be used to help people make decisions. The Knowledge
Center does not create all of the knowledge, but it knows where to find it. Once the
knowledge is created, it captures it by documenting it in a usable form (such as reports,
databases). Then it stores the information. Most importantly, a Knowledge Center shares
information. There are numerous examples of massive data collection exercises where data
18
was collected and stored, sometimes even analyzed, but never used to support decision
making.
Knowledge Management supports training by providing access to information and
resources on a particular topic. It also encourages personal connection through
“communities of practice” where people with similar professional interests connect through
Internet, direct meetings and other means. This helps to share the implicit knowledge, so
that people do not need to rely on data, or waste time sifting through reams of information
when they may find an individual who has had a similar experience.
Knowledge must be used. Even the World Bank, which developed an award-winning
Knowledge Management network, found in an internal evaluation that they needed to embed
knowledge sharing into its core business processes to ensure that it was being used to
support their results-oriented framework – not just for the sake of sharing knowledge.
The MoCH, its related entities and other stakeholders in the housing and construction sector
have many challenges ahead. Their future role will be changing from a service provider to
one of policy, planning and regulation of the sector. They need to update the practical skills
and tools they have to implement familiar activities such as housing construction and road
building. They need to learn about and implement new concepts such as private sector
participation, public-private partnership, community participation and broad-based strategic
planning.
Most of all, they need exposure, they need stimulation, they need access to information
which can help them make decisions. They need a center for this information; they need a
center for learning, a center for sharing ideas.
Knowledge Management is about seeing knowledge as a valuable asset and creating a
climate that taps into and supports the exchange of knowledge among those committed to
achieving the goals of the organization and/or sector.
Knowledge is not just a bunch of facts, a series of reports, files full of data. Knowledge is a
combination of hard data, information from other sources, and our own personal experience
that we use to – make decisions.
An effective Knowledge Center will:
• Tap all existing of knowledge (data, reports, individual expertise) before starting to
create additional knowledge
• Promote a culture of information sharing and learning – a culture where everyone
recognizes that knowledge sharing makes them stronger and more competent in
their work
A successful Knowledge Center has:
• Clear, realistic goals and objectives (do not aim to do too much too early)
• Strong support from senior management
• A solid legal and regulatory framework to support it even if there are senior
management changes
• A high level and senior position in the hierarchy or full independence (i.e., reporting
directly to a government deputy or minister, or fully independent from government)
• Resources – a commitment from its “mother organization” for regular resource
allocation
• Strong links with all levels and departments in an organization
• Where appropriate, strong links with stakeholders outside of an organization
19
• A dynamic Director and staff who understands the need for outreach and networking.
The Director does not need to be an expert in the topic, s/he has to be a
communicator, open to ideas, open to learning, open to communicating with all levels
of the organization and its clients
• Easy access to information for users of the Center
Knowledge and Training Centers are often
KM Success Stories
combined in order to take advantage of the
integration of knowledge management to Ford Motor Company claims US$750 million cumulative
support training. Also, a Knowledge Center savings over five years by transferring best practice
can be the catalyst for learning by knowledge across its large base of assembly plants. There
were many lessons that were learned by Ford that are now
encouraging staff of an organization to part of the KM Body of Knowledge.
come to it (physically or via Intranet links) to
obtain information to help them make better British Petroleum claims US$80 million savings per year
decisions in their work. A Knowledge and on oilfield development costs attributable to learning
Training Center includes a documentation before, during, and after major projects. These techniques
are now well documented, proven, and readily emulated by
center with easy document retrieval. A knowledgeable KM practitioners.
Knowledge Center is the catalyst for
learning, not always the exact location of
learning.
In this report, the Knowledge and Training Center for MoCH is referred to as the Iraq
Housing Information and Training Center.
In this section, a number of Knowledge Centers relevant to the housing sector were
reviewed in order to:
1. Illustrate the potential roles and activities of such a Center
2. Identify best practices in knowledge management for the housing and construction
sector
3. Identify potential partners for the Iraq Housing Information and Training Center
It should be mentioned that that review was not restricted to centers per se, it also included
governmental entities in the housing sector that follow certain practices that cold be
implemented in the center under study.
3.2 International Models of Knowledge and Training Centers
The main purpose of this task was to conduct an extensive review of housing sector centers
of excellence, research and training. The purpose of the review was to help the MoCH
IHITC formulate its mission statement and objectives. The scope of the review covered
centers in developing countries and in developed countries. The review of centers in
developing countries was conducted in a manner that identifies replicability and applicable
lessons that are pertinent to the case at hand (i.e., the Iraqi Housing Sector). The following
information on such centers was gathered through desk research and correspondence:
• Mission statements for various centers (e.g., Research, Education, Outreach)
• Targeted beneficiaries
• Technical services offered
• Staffing and Organization
• Resources
• International cooperation, and
• Financing
20
Descriptions of the mapped entities that were found relevant to the case at hand are
presented in this section, while descriptions of additional centers that were mapped are
presented in the Annex. The centers presented in the Annex are somewhat of a different
nature, however, parts of their scopes of services could be applied to the proposed center in
Iraq in the medium to the long term horizon
The main centers/entities that were mapped are as follows:
Developing Countries
• Building and Housing Research Center-Iran

• Housing and Urban Development Corporation-Jordan
• Human Settlement Management Institute -India
• Housing and Building National Research Center of Egypt
• Center for Housing Planning and Building –Sri Lanka
• Institute for Regional and Urban Planning - Belarus
• The Institute for Local Government Studies-Ghana
• Institute for Habitat Development-Albania
Developed Countries
• Institute for Housing and Urban Development Studies (HIS)-Netherlands
• Center for Housing Studies is Harvard University's-USA
• Asia-Pacific Network for Housing Research-Hong Kong
• National Fair Housing Training Academy-USA
The centers presented in this section of the report are:
• Human Settlement Management Institute in India
• Housing and Building National Research Center of Egypt
• Center for Housing Planning and Building in Sri Lanka.
The presentation of the other mapped centers are included in Annex 4.
3.2.1 Housing and Building National Research Center of Egypt (HBNRC)
Mission
Originally founded in 1954, the Housing and Building National Research Center (HBRC) is
an independent government research establishment subordinate to the Ministry of Housing,
Utilities, and Urban Development. HBRC performs a leading role in enhancing the
performance of the building sector through scientific research.
The center is involved in scientific research, technical development, and action planning that
addresses the nation’s priorities in the field of housing, building, and environmental design.
Strategic studies concerning building activities and urban development have been
accomplished and numerous national problems investigated and solved. HBRC also
provides technical consultation, field inspection, quality control and experimental testing
services. It publishes codes of practice and offers training courses and other activities to
disseminate and promote the implementation of those codes. The output of the center is
geared towards public policy, quality control, and technical assistance.
21
A presidential decree was issued in 2005 for the reformulation of the Housing and Building
Research Center as The Housing and Building National Research Center with the following
main goals
• Coordination between the research efforts in the field of building industry
• Deploying of knowledge in the field of housing and building
• Satisfying more effective and economical buildings
• Developing the methods of construction
• Assisting in the development of the engineering field
• Applying construction codes and regulations
Activities
The HBRC performs eight main areas of research through different departments as
summarized in Table 3-1. The center also includes training center, Information center, and
Information technology and network department as presented in the following section.
Table 3-1 Areas of Research at HBRC

Research Area Main Activities
• Conducting tests to determine the physical, chemical and mechanical properties on building
material
Strength of
Materials and • Design of concrete mix for a specified compressive strength.
Quality Control • Testing of a pre-designed concrete mixes
Research
• Testing of fresh and hardened concrete
• Performance of concrete admixtures.
• Planning and design of housing projects and its related studies on economic, environmental,
social and cultural issues.
• Planning and design criteria of urban communities,
Architecture and
Housing Research • Studies on architectural and urban character appropriate for the local environment.
• Applied research on laws and legislations, building economics and urban communities.
• The use of geographic information system GIS applications in the field of planning and its
related studies.
• Geological field studies
Raw Materials and • Studying the technology of building materials industry
Processing • In-situ visits for the mines of the natural materials
Research
• Studies on the chemistry of reinforced concrete components
• Recycling of the wastes of building materials
• Study and analysis the external climatic conditions
• Study the thermo physical, mechanical moisture and thermal properties of buildings materials
Building Physics
and Environment
• Study of Energy conservation and the use of new renewable energy
Research • Study characters of uses for absorption materials, and noise control.
• Design principles of test of halls from sound point of view.
• Design principles of natural and artificial light in building to conserve energy
• Development of reinforced concrete theories.
Reinforced • Constructing physical models using structures designed using innovative materials to study
Concrete their adequacy for the purpose of its construction.
Research • Repair and retrofitting of reinforced concrete structures.
• Studying structures built using bricks and stones.
Structures and • Static analysis, stability of structural systems, structures and bridges.
Metallic
Construction • Dynamic and seismic analysis
Research • Development of new structural systems
• Analysis, studying and assessment of steel structures.
• Structural analysis for all steel bridges systems.
• Analysis of the structural systems for wooden structures and studying their stability.
22
• Quality control for structures and steel bridges.

• Development and Updating of Site Investigation Methods
Soil Mechanics • Evaluation of Geotechnical Characteristics of Soil and Rock Formations in Egypt.
and Foundation
Engineering • Development of Design and Construction Techniques for Foundations.
Research • Effect of Environmental Factors on Geotechnical Characteristics.
• Use of Information Systems in Geotechnical Engineering.
• Development of new purification and treatment systems for water and wastewater
Sanitary and
Environmental
• Evaluation of the performance of water purification plants
Engineering • Development of the design and the execution of wastewater projects.
Research • Applying standard laboratory tests on water and wastewater piping materials
• Construction engineering to advance construction technology.

Construction • Project management and total quality management
Engineering and • Technical studies to improve regulations that impact the construction industry
Management
• Utilization of information and communication technologies
• Qualifying organizations towards obtaining quality management certification
Organization
The center is overseen by the Minister of Housing, Utilities and Urban Development. It is
managed by a board chaired by the Chairman of the Center and the following
memberships:
• Three administrative members from the center
• Eight technical members of the center (mainly the heads of the various research
departments).
• Members from outside organizations including
o Arab Contractors Company
o Central construction agency
o Universities
o Ministry of Housing Utilities and Urban Development
o Academy of the Scientific Research and Technology
o Ministry of Planning
o Ministry of Administration Development
o Ministry of Local Development
o Ministry of Religious Affairs (Al-Awkaf )
Research is conducted through 11 scientific institutes that employ 131 research staff,
including 81 assistant staff with backgrounds in civil engineering, architecture, urban
planning, geology, chemistry, electrical engineering, and building physics. There is a total of
649 employees in the center.
HBRC has 8 different laboratories equipped with up-to-date technologies which serve
building industry. The available labs are: strength of materials and quality control; raw
materials and processing; building physics; acoustics; reinforced concrete; field
measurements for structures and steel bridges; soil mechanics and foundations; and
sanitary and environmental engineering.
It is also host to a library aimed at providing sources of information, both national and
international, and makes them available to all users whether from HBRC or not. The library
uses the CDS/ISIS international system to build its database which includes the entire library
collection
23
More importantly, the Center has an Information Technology Network and an Information
Center to support the building sector, its organizations, companies and manufactures. This
is done through provision of updated data and analysis, with a scientific basis for decision
making. The information center is intended to link the HBRC with other local and
international information networks. Besides its database function, the computer facilities of
the information center are used for advanced analysis by HBRC staff, and to process HBRC
publications
In 1999, The Urban Training & Studies Institute was formed as a quasi-private organization
affiliated to the Housing and Building Research Center – HBRC via an Egyptian –
Netherlands Development Co-operation Program. The mission of UTI is to strengthen
institutional and human resources capacities that can nurture the improvement of the living
and environmental conditions of cities in Egypt and the Middle East. UTI has become
training and capacity building institution specialized in post-graduate and tailor-made
training, policy research and technical advisory services. It focuses on urban management &
planning, housing & real estate development policies, informal settlement upgrading and
urban renewal, urban environmental planning and management, infrastructure management
and urban finance, as well as the utilization of GIS systems in urban development. It is this
component of the HBNRC that is most relevant to the proposed center in Iraq. It is believed
that the model of this training entity can be replicated in Iraq at a smaller scale in the initial
stages that can be expanded in the future.
International Cooperation
HBNRC has partnerships and cooperation programs with a number of international
organizations including
• Institute for Housing and Urban Development Studies (IHS), Netherlands
• Environmental Impact Assessment Center (EIA), University of Manchester, UK
• School of Architecture, Planning and Landscape, University of New Castle, UK
• University of London and University of Oxford and sponsored by DFID , UK
• Japan International Cooperation Agency (JICA) in the field of training and joint
research.
• Building Scientific and Technology Center, Paris (France)
Financing
The center is very largely financed through the annual governmental fund and substantial
resources are also drawn from, the construction industry for work done at the organization.
Another source of finance is the joint research work done with foreign agencies such as
UNESCO, and domestic research agencies such as the Egyptian Academy for Scientific
Research and Technology.
3.2.2 Human Settlement Management Institute (HMSI)-India
Mission
HSMI is an institute that was established by Indian Housing and Urban Development
Corporation HUDCO in 1985. It was established with initial support from the Institute of
Housing and Urban Development Studies (IHS), Rotterdam, the Netherlands.
It focuses on the development of conceptual and practical knowledge in the fields of
Housing, Housing Finance; Urban Infrastructure, Planning and Management, Urban
Finance, Transport and other urban issues pertaining to utility, social and commercial
infrastructure. It main activities can be summarized as follows:
• Training and education in these fields, especially for professionals from State Housing
Boards, Water Supply and Sewerage Boards, Urban Development authorities, Municipal
24
Corporations, Housing Finance Institutions, Private Sector organizations, NGOs, besides

programs for Urban managers and administrators from developing countries.
• Research and Consultancy on related subjects of housing and infrastructure as well as
Urban poverty, Urban Environment, Urban Governance and Urban Finance.
• Institutional capacity building by establishing regular training programmes at State Level
training institutes in various States and Regions in the country.
Today, HSMI works at International, National and Decentralized levels. The Institute
undertakes capacity building activities that support Human Settlement and Urban
Development sector. It has several thrust areas to address the capacity building
requirements of the sector in a comprehensive manner. These include:
• Urban Infrastructure
• Housing and Urban Finance
• Urban Environment
• Urban Poverty Alleviation
• Urban Governance
• Urban Transport
• Computer Applications in Human Settlements
Activities
HSMI has activities in three main areas; training, research , and consultancy. Table 3-2
below summarizes the main aspects of these activities
Table 3.2 – HSMI Activities
Area Description
HSMI conducts national and international level Policy Seminars for the senior level professionals and
administrators. These seminars are related with the challenges confronting the urban governance.
Seminars are also conducted for validation of research studies conducted by the Institute and on the
Training Strategies.
HSMI Training Programmes are divided into three categories:
• External: for all the professionals related to the field of human settlement and infrastructure- urban
Training and rural. These programmes train these professionals in various areas and fields of human
settlement, bringing into use the latest practices and applications.
• In-house: HUDCO's own employees. These programmes are under two broad categories I) Induction
Programmes: For the young professionals at the time of their recruitment II) Orientation Programmes:
For the Executives and the the Non-Executives.
• Decentralized: for the capacity building of local bodies.
Sponsored research including action-oriented research on subjects related to housing, urban development
Research
as well as others.
Consultancy Services on a selective basis in the areas of:

Urban Planning, Municipal Financial Management, Training Need Assessment Studies, Institution Building
and organizing tailor made training programmes including
Development of Manuals
Consultancy
Municipal Asset Management
Budgeting, Accounting, Borrowing and Debt Management
Resource Mobilization and Expenditure Control
25
Considering the Institute’s set up (i.e., its formation by the Housing Corporation), and the
nature of its activities (mainly training and consultancy), it is believed that this institute is of
great relevance to the center under study, and should be a model to build on for the
development of the proposed center as will be seen in following sections of this report.
Organization
The HSMI is a small organization comprised of a management department, faculty in
different specializations, an administration division, a finance division, an administrative
division, and a secretarial division. The management team comprises of a Chairman and an
Executive Director for training. There are 20 faculty members (teaching and non-teaching),
four administrative officers, three finance officers, and three secretarial officers. Its small
sized set-up is an optimal model to follow for the initial stages of the Iraqi center.
The main facilities at the HSMI include equipped classrooms (three), a Computer Facility
for its training and research activities, and Library and Documentation Center.
As mentioned before, HSMI was established as a result of an international cooperation
program. It maintains a number of cooperation programs with various entities including:
• United Nations Center for Human Settlement
• World Health Organization
• Institute of Housing and Urban Development Studies
• Common Wealth Government Forum, London
Financing
The center is very largely financed through the annual governmental fund and substantial
resources are also drawn from, the construction industry for work done at the organization.
Another source of finance is the joint research work done with foreign agencies such as
UNESCO, and domestic research agencies such as the Egyptian Academy for Scientific
Research and Technology.
3.2.3 Center for Housing Planning and Building (CHPB) –Sri Lanka
Mission
The Center for Housing Planning and Building (CHPB) is a Training and Research Center of
the Sri Lankan Ministry of Urban Development, Housing and Construction. It was established
in 1979 with a grant from the Government of the Netherlands. The main objective of the
center is to provide mid-career training to professionals, administrators and other personnel
involved in the housing and building development programmes in Sri Lanka.
The mission of the CHPB is delivering up to date training, research, information services in
support of National, Provincial and Local level public and private sector agencies and
individuals, who are involved in the planning and management of activities in the broad
areas of human settlements, urban infrastructure, urban development
Activities
As mentioned above, the main activity of the center is to provide mid-career training to
professionals and administrators. The importance of the mid-career training conducted by
the CHPB was recognized by the government and this led to the establishment of the CHPB
as a formal training and research institution approved by the Cabinet of Ministers on a
permanent basis as a special division of the Ministry, with an annual treasury grant for
salaries and recurrent expenditure. Over the years CHPB has expanded its activities to cater
to the training needs generated by a wide range of new programmes. Presently these
26
activities serve some of the needs of other Ministries, the private sector and the
requirements of individuals as well.
CHPB has earned itself a name in its areas of activities by conducting many programmes for
local professionals as well as those from the region, with the sponsorship of foreign funding
agencies. These agencies included Asian Productivity Organization (APO), United Nations
Development Programme (UNDP), UNCHS, the Institute for Housing and Urban
Development Studies (IHS), Rotterdam, the Netherlands, UNICEF and DANIDA.
In addition, CHPB has linkages with and participates in various other activities of the
ministry, construction industry, housing and related agencies, and also some activities in the
region, some of which are listed below:
• Participation as a member in the HABITAT steering committee activities
• Organization of the exhibition of Best Practices in Human Settlements as a
preparatory activity of HABITAT II conference
• Participation in Workshops organized by the ministry for formulation of Housing and
Urban Development policies
• Member of the Steering committee for the preparation of Bio-diversity action Plan of
the Ministry of environment and Women’s Affairs
• Member of the Network of Training and Research Institutes in Human settlements in
Asia and the Pacific (TRISHNET); participated in its workshops Human Settlements
Database in Asia and the Pacific; contributing to its Newsletter.
• Activities of the National Construction Contractors Association of Sri Lanka
Plans are underway to start new services and activities to offer advisory services to build
affordable houses, with less costly construction material, less costly techniques, affordable
features and less costly processes. Advice will be available in the form of plans, estimates,
brochures and leaflets.
Organization
This center also has a simple organizational structure as shown in Figure 3-1. The center
only employs 12 people. It draws upon a pool of 60 visiting faculty members to conduct the
training activities. Those experts are mainly from:
• Universities
• Public sector
• Private sector
• Banking sector, and
• Freelance consultants.
those trainers offer structured training programs in Civil Engineering Construction, Project
Management, General Management, Landscape Design, Urban Design, Disaster
management, and Skill Enhancement.
This set up is considered optimal for the Iraqi center under consideration, especially that it
could rely on expertise in Iraqi universities as the trainers in the initial stages, provided some
training of trainers activities are provided in the early stages.
The main facilities at the CHPB include four equipped classrooms, a library, a dorm, a
cafeteria, and a print shop.
27
Figure 3-1 Organizational Structure of CHPB
Director
Deputy Director Deputy Director Deputy Director

Housing Technical UDLIHP
Development Planning Administrative

Training Officer Officer
Assistant Assistant
Clerk
Typist
Stenographer
IT specialists
As with HSMI, this center was also established as a result of an international cooperation. It
maintains a number of cooperation programs with various entities including
• ADPC - Asian Disaster Preparedness Center in Bangkok, Thailand.
• ICIMOD- International Center for Integrated Mountain Network in Katmandu, Nepal.
• HUDCO India-Housing and Urban Development Corporation
• Institute of Housing and Urban Development Studies
Financing
CHPB functions as a division of the Ministry, partly financed from a government grant and
partly by the course fees levied.
28
3.2.4 Analysis and Recommendations

Table 3-3 presents the main characteristics of the three centers reviewed and the extent of
relevance for the different aspects of the mapped centers to the proposed center at the Iraqi
MoCH. Five main indicators (characteristics) were assessed in terms of relevance to the
proposed center at the MoCH. Those were
• Ownership and Affiliation in terms of relationship with governmental
organizations (if any) or with beneficiary organizations
• Mission and Objectives
• Internal Structure of the center
• Services offered by the center
• Needed Resources
Considering that the proposed center is still in its conception phases, it was believed that
those main indicators are the main criteria of relevance at this stage of its development and
would need to be assessed in order to judge on the launching of the project. Other details
and issues could be addressed and adjusted once the center is operational and providing its
intended services.
In addition, three degrees of relevance were established for such comparison. The main
purpose of this comparison was to determine which of the aforementioned indicators are
applicable and replicable for the proposed center and to what extent. The classification was
based on the consulting team’s judgment based on the results of the assessment , and the
understating of the long-term vision for the proposed center, thus, the immediate needs to
launch it by benefiting from the experience of other relevant centers. The three main levels
of relevance were as follows:
• High
• Medium
• Low
As can be seen in the Table, some of the mapped entities are somewhat relevant and others
are highly relevant. The Egyptian model is a perfect example of what the proposed center
should be in 10 to 15 years. It is an advanced training and research center that is affiliated
to a Housing Governmental Entity. With proper planning and business management, it is
believed that the Iraqi center could evolve into a center similar to those and focus not only
on training but on research and consultancies.
The Indian model serves as an excellent model on the medium range. It employs a medium
sized faculty and offers training in areas that are needed for housing and construction
professionals in Iraq. The Sri Lankan model is a model that could be immediately
implemented, especially in terms of its small size and reliance on external trainers.
Therefore, the overall recommendation for the proposed center is to set a long term goal of
replicating the Egyptian model. However, the immediate goal should be to implement a
model similar to the Sri Lankan model, with a medium term goal of replicating the Indian
model.
A key factor for the success of all the above models has been international cooperation. It
is, therefore, very important that the MoCH center implement an aggressive partnership
program. One of the top priorities is to establish a partnership with the Institute for Housing
and Urban Development Studies (HIS) in the Netherlands, which has assisted in the
establishment of many centers around the world (see Annex for details). It is also highly
recommended that centers like the Indian and the Sri Lankan centers be partnered with to
29
benefit from their experience in their early stages. In addition to technical benefit, the
partnering efforts will help the center gain international exposure.
30
Table 3-3 Summary of Mapping Exercise and Relevance to Proposed Center in Iraq
Extent of Relevance with Regard to Overall
Entity Ownership Mission and Needed Comments
Structure Services Relevance
and Affiliation Objectives Resources
Good model both in terms of its affiliation with a governmental housing
Human entity, missions and objectives and in terms of it size. Center focuses
Settlement on training (external and internal), but also conducts research and
Management High High High High High High consulting, major source of income for sustaining operations. The
Institute (HMSI)- center has its own faculty, not a goal of the Iraq MoCH IHITC. Overall,
India the Iraqi center could use this center as a target for the medium range
of 5 to 7 years,
Housing and
Building
This center is relevant for long-term planning, not in the short-term, as
National
High High Medium Medium Low High it is too advanced. It I also affiliated with a Ministry and has a similar
Research
target group as the proposed MoCH center.
Center of Egypt
(HBNRC)
Best model that for immediate term. It is small sized and similar in
Center for nature. More importantly it relies on external faculties that are brought
Housing in on as needed basis. The Iraqi center can follow this model of
Planning and High High High High High High utilizing external trainers until it can afford to hire full-time trainers.
Building (CHPB) The center serves a governmental housing entity similar to the MoCH
–Sri Lanka and employs a limits number of staff. Its library and information
management strategies are ideal for the MoCH center.
31
3.2.5 Potential Partners; Centers/Entities In Developed Countries

The purpose of this section is to provide brief descriptions of some advanced housing
research and training centers in developed countries that were also reviewed during this
assignment. Although some of those centers are quite advanced and difficult to replicate at
this stage, it is believed that the proposed center in Iraq can approach such entities with the
purpose of establishing partnerships and cooperation programs. Such relationships are
believed to have a strong positive impact on the evolution of the Iraqi center.
3.2.5.1 Institute for Housing and Urban Development Studies (HIS)-Netherlands
IHS is an international center of excellence associated with the Erasmus University
Rotterdam and operating on a global scale that offers specialized post graduate education,
training, advisory services and applied research in the fields of urban management, housing
and urban environment with the mission to develop human and institutional capacities to
reduce poverty and improve the quality of life in cities.
It works with a number of centers and governments worldwide. HIS has also supported the
establishment of training centers around the world and has a strong international
cooperation program including:
• Egypt: UTI-Urban Training and Studies Institute, HBRC-Housing Building and
Research Center
• Ghana: Institute for Local Government Studies-ILGS
• India: HSMI-Human Settlement Management Institute
• Indonesia: IUDM-Integrated Urban Infrastructure Development Management, Ministry
of Public Works
• Peru: NGO Foro Ciudad para la Vida (Federation of NGO’s, Local Governments,
Civil Society Organizations), National Urban Management Programme
• Sri Lanka: CHBC-Center of Housing, Building and Construction, National Housing
Authority-NHA
• Tanzania: CHS-Center for Housing Studies
3.2.5.2 Center for Housing Studies is Harvard University's-USA
The Joint Center for Housing Studies is Harvard University's center for information and
research on housing in the United States. The Joint Center analyzes the dynamic
relationships between housing markets and economic, demographic, and social trends,
providing leaders in government, business, and the non-profit sector with the knowledge
needed to develop effective policies and strategies.
Established in 1959, the Joint Center is a collaborative unit affiliated with the Harvard Design
School and the Kennedy School of Government. Through its rich array of research,
education, and public outreach programs, the Joint Center serves as a convener for
informed discussion on a broad range of issues in the housing sector of the nation's
economy. In doing so, it educates business leaders, government officials, policy makers,
and the public on critical and emerging factors affecting housing and our communities.
In addition to research, the Center offers teaching activities of its faculty and training of
graduate students, students in executive or other special programs, and visiting scholars
from around the world. The Center also has a program for visiting scholars from institutions
outside the U.S. who are engaged in housing research and wish to affiliate with Harvard.
3.2.5.3 Asia-Pacific Network for Housing Research

The Asia-Pacific Network for Housing Research was established to provide a forum for
housing academics, policy makers and the like who have a strong interest in housing, It also
aims to examine and review housing issues and experiences in the respective and
comparative socio-political and economic contexts, and to draw lessons from outside the
region. Generally its objectives are to Promote and enhance housing research, Strengthen
networking among housing researchers, policy makers and practitioners, Enhance the
exchange and dissemination of research findings and publications, and Facilitate housing
education and training in the region
The network offers membership opportunities to outside institutes for a nominal fee.
Housing-related institutions are allowed to nominate representatives to join the network as
institutional members. Members receive a number of privileges, the most significant of
which is invitations to join collaborative research projects when the opportunity arises
3.2.5.4 National Fair Housing Training Academy
The National Fair Housing Training Academy (NFHTA) is the educational arm of the US
Department of Housing and Urban Development's Office of Fair Housing and Equal
Opportunity. The concept of the Academy was approved by Congress in 2004, when funds
were provided through the Fair Housing Assistance Program (FHAP) for the initial formation
and coordination of activities necessary to establish this new institution.
The Academy aims to be the premier administrative fair housing and equal opportunity
learning and research center, and an advocate for fair housing’s best methodologies and
practices nationwide. Through excellence in training and research, it leads the education
and development of the principles of fair housing and equal opportunity for all people
residing in the United States.
Interdisciplinary Research Consultants (IdRC) 33

4.0 INSTITUTIONAL AND TRAINING NEEDS ASSESSMENT

4.1 Institutional and Training Needs Assessment of MoCH Institutions
The main purpose of this task was to develop a better understanding of the current
organization of the Ministry and its main mission(s) and institutional/capacity needs. Such
information would help consulting team identify the main capacity gaps within the Ministry
personnel that could be part of the capacity building efforts to be handled by the proposed
center of excellence. The assessment was to also help the consulting team decide/design
an optimal place for the proposed center within the Ministry’s organizational structure that
would maximize the benefit and avoid duplication of effort, and whether any modifications to
the organizational structure would be needed.
Many of the Government Ministries in Iraq either require services or provide input into the
Housing and Construction GOI Ministries with stake in
Sector in Iraq. The main Housing and Construction Sector
Ministry is MoCH, but it works • Construction & Housing
closely both as a client and a • Displacement & Migration
contractor for many other • Education
ministries. A brief analysis of • Electricity
various MoCH entities is • Environment
included in Section 4.2 below, • Finance
followed by a brief analysis of • Health
other key governmental and • Higher Education
non-governmental entities • Housing and Construction
involved in the housing sector • Industry and Minerals
(section 4.3). Details on the • Interior (security)
various units and departments • Justice
within MoCH are provided in • Municipalities
the Annex. An analysis of the • Oil
legal and regulatory framework • Planning
for the proposed center is • Science and Technology
presented in Section 4.3. • Transport
Section 4.4 provides a • Water Resources
summary of knowledge • Municipalities and Public Works
management and capacity
building needs that are the foundation of Section 5, the IHITC Business Plan.
The assessment exercise, whose detailed findings are presented in the Annex, addressed
the various commissions and companies that lie under the Ministry’s umbrella; the duties,
by-laws, capabilities and formation, technical capacity as it relates to mission,
accomplishments, and current ongoing works for each of them. The assessment also
focused on the various physical needs of the various entities that could be later covered by
the new proposed center (e.g., equipment, lab furnishings, software, etc.)
The assessment focused on the human capacity and training needs issues within various
departments of the MoCH, in order to formulate the capacity building needs, which would
later serve in formulating a mission statement and scope of services of the proposed center
to fill such gaps within the organization.
It should be mentioned that due to size of the ministry, geographic dispersion, time
constraints, and security conditions, not every single department/unit with the MoCH was
assessed. Departments/units that are representative of the overall duties and
responsibilities of the MoCH were selected for the survey. The purpose was to develop an
overall understanding of the overall needs in terms of key areas related to the ministry.
Those mainly included, engineering/construction related skills, housing finance issues,
human resources development, Information Technology and Geographic Information

Systems, and building related Quality Control; all of which are areas believed to be served
by the proposed center. Therefore, departments/units that are representative of such
responsibilities were selected and included in the field assessment.
The following sections present the main findings of those surveys/interviews presented as
per department/directorate. The information presented summarized the main information
that was extracted in the field interviews. Each section presents a brief description of the
department/unit and outlines the identified capacity needs in addition to physical needs. It is
assumed that the majority of the capacity needs could be supplemented as part of the
proposed center’s activities.
4.2 Ministry in General
The core functions as mandated to the Ministry of Construction and Housing can be
summarized as follows:
1. Developing plans for the building, housing, roads and bridges and executing the civil
airports within the general plans for the country
2. Conducting special studies related to the construction sector and the technical and
economical feasibility studies for projects, and ensuring knowledge and technology transfer
3. Preparing and/or reviewing designs, documents and work instructions for its own
projects or projects awarded to Iraqi, Arab and international consultants
4. Conducting Quality Control and participating in setting the standards for the
construction sector
5. Executing projects through bidding or direct invitations of Iraqi, Arab and
international contractors
6. Supervision and follow up on the execution of the awarded projects
7. Execute projects related to other parties inside and outside Iraq through own
execution and design staff
8. Maintenance of public roads including highways and bridges located outside
Baghdad and other municipalities. Operating and furnishing bridges and performing land
acquisition for these projects.
Figure 4-1 below shows the organization of the Ministry head quarters. As can be seen in
the Figure, there are four main departments; Commercial and Financial Affairs,
Administration and Legal, Technical Affairs, and Planning and Project Follow up. Under
each main department, there is a number of sections that are responsible for the various
issues assigned to the departments. Through those main departments and the
sections/units underneath, the Ministry of Housing and Construction has three major
operational areas; housing, roads and bridges and public buildings.
In addition, there are three main commissions; the Housing Commission, the Building
Commission, and the Roads and Bridges Commission with several companies within the
ministry performing the different construction activities required by these commissions. The
State Commission for Housing is responsible for the planning and construction of publicly
funded housing to meet the needs of the population as determined by the government.
Similarly, the State Commission for Roads and Bridges conducts planning, engineering,
construction and maintenance on all primary, secondary, and tertiary roads and bridges
outside of municipality boundaries. Lastly, the State Commission for Public Building serves
as the primary engineering and construction agent for planning and construction for all public
facilities required to carry out the duties and functions of all of the other Ministries and
agencies within the government.

Figure 4-1 MoCH Organizational Structure
In addition, there are a number of State-Owned-Enterprises (SOE’s) and Commissions that

operate under the Ministry. Furthermore, several national centers for consultations,
construction laboratories and research provide services for the construction market; finally
several general directorates perform efficient work in planning, follow-up, technical,
administrative, legal, financial and commercial aspects. There are approximately 24,600
employees in the Ministry and all of its entities, with 5% of them as senior management,
30% as middle management, and the remaining 65 percent are technicians, skilled and
unskilled labor. The MoCH has offices in all 15 governorates.
All MoCH entities have close working relationships with other government agencies, due to
the need for coordination in their activities. They also collaborate with the private sector, and
academic institutions.
Although some of the Ministry enterprises are located within the Ministry Compound, some
are up to 10 km away, which under current security circumstances can make communication
and access difficult. The MoCH itself is located in the Green Zone, therefore, not easily
accessible to the general public and private sector.
4.2.1 The Housing Fund
The Housing Fund is the equivalent to a Department and is directly connected to the
Minister. This fund was established in 2004 after the failure of the Real Estate Bank. The
fund is connected to the MoCH, however, it is financially and administratively independent.
The Fund is mainly financed by the Ministry of Finance through an interest free loan to be
paid back over 25 years. The fund is represented by an Executive Manager. The Fund’s
capital is IQD 300 billion ($200 million) subject to increase based on a recommendation of its
board and a decision by the Prime Minister.

The specific responsibilities of the Fund are to finance housing projects, lend capital to
individuals to build their dwellings, support and finance authorized banks, and improve
cooperative sectors. The Fund also gives loans to individuals to purchase homes (as
opposed to building homes) provided they meet certain conditions and requirements.
Discussions with representatives from the Fund revealed that the Fund aims to become a
pioneer in housing finance, and assume a role of an intermediate in finance between banks
and beneficiaries exclusively for housing purposes. It also envisions itself establishing
stronger relationships and partnerships with the private sector for the erection and
construction of housing projects. In addition to the capacity building needs, the Fund
representatives identified shortages in office space and resources such as information
systems and references (mainly textbooks, up to date technical reports, periodicals, etc.).
The need in terms of information systems and reference materials is a shortage that could
be filled by the proposed center. The Fund currently utilizes computer systems for Loaning
Systems, Auditing Systems, and Levy Systems. However, most of the used software needs
significant upgrading.
The main areas of training that were identified as needed for the staff of the Fund includes
Housing Projects Financing, Project Appraisals, Credit Mechanisms, Loan servicing,
Customer services, Public Private Partnerships, and Computer applications in finance
According to the Housing Market Survey, the Housing Fund “has missed the opportunity for
providing innovative lending instrument and instead resorted to providing project finance for
units unaffordable to households for whom they were intended”. The Fund cannot operate
outside the parameters of the original Real Estate Bank, and has issued very few loans sine
its establishment. Its mandate was modified to make it into a channel for funding other
banks that are expected to on-lend to households. This also was not successful.
4.2.2 State Commission for Housing
This is one of the important commissions within the MoCH that has a wide range of
responsibilities. The main areas within the organization include financial affairs,
projects/engineering/design, legal matters, information technology, and personnel
management. This diverse range of specialties is needed for the nature of responsibilities
undertaken by the commission. The commission also oversees housing projects in all 15
governorates in Iraq (KRG governorates are not included in its scope)
The Commission employs nearly 540 employees comprised of engineers, legal specialists,
planners, financial specialists, and IT specialists. The Commission realizes the importance
of the continuous capacity building of its staff, however, it does not maintain an organized
training program for its staff.
Interviewed individuals at the Commission indicated the need for training outside Iraq or by
trainers exposed to up to date and international practices in the various areas of training.
Also, the Commission indicated that in many cases, the nomination of trainees is based on
receipt of invitations by the various training providers and not according to a plan set by or
TNAs conducted by the Commission. Another interesting finding is the extent of training
conducted by other entities of the MoCH. This is indicative for the need of an organizing
body related to training for the various organizations within the MoCH similar to what is
proposed through the Center.
Representatives of the Commission indicated the lack of reference materials and texts that
would help improve the quality of the work. This holds true for the various areas within the
organization including engineering, finance, and legal.
Several areas of training needs were identified including Project planning and management,
Statistical forecasting and modeling related to housing planning, Cost and quality control,
related to hosing projects, Contracting and Public-Private-Partnerships, Human Resources
development, Machinery related training, Legal aspects of construction, and GIS and

Information Technology. The Commission also reported a deficiency in Information

Technology and MIS.
4.2.3 Department of Technical Affairs
The significance of this department is that it is home to the Directorate of Manpower Affairs
and Training, which is the main body within the MoCH responsible for training and capacity
building in general. The Department has four other Directorates; Statistics, Research and
Studies, Environment and Safety, Development and Investments, and Machines and
Equipment.
Within this Department, the Directorate of Manpower Affairs and Training is assigned the
responsibility of preparing training plans and identifying opportunities to achieve those plans
both with governmental and non-governmental organizations. In recent years, the
Directorate has not been successful in meeting all of its training goals mainly due to the lack
of funding by donors to invest in those capacity building efforts, especially for the training of
staff outside Iraq. The general needs outlined by the Department as it relates to training and
capacity building activities include IT systems, scientific references, and periodicals. Details
on the Directorate of Manpower Affairs are provided in the Annex.
4.2.4 MoCH Information Technology
This critical Department (shown as the Information Center and directly linked to the
Deputy Minister) of 322 employees within the MoCH is mainly responsible for the
management and unification of IT systems within the MoCH. It is responsible for all
technical and financial studies in cooperation with the beneficiary parties in the field of
computers. It also deals with activities and efforts related to qualifying MoCH employees
in the field of computers. This is done for all the MoCH Departments, subsidiaries, and
companies. The main units within this Department are typical of any IT division. It was
found to be interesting that it has a training unit that specializes in offering IT related
training to MoCH employees (including the companies and other subsidiaries).
The representative of IT indicated that they could not achieve most of their goals mainly due
to lack of the needed finance and the deteriorated security conditions. One of the most
important units within this Department is the newly added GIS unit.
To perform its services in a more efficient manner, representatives of the Directorate believe
that it should become an independent Department within the MoCH organization structure
(as opposed to its current status directly linked to the DM) and become connected with all
the MoCH subsidiaries via an information network, and the various governorates through a
unified data base. The representative of the directorate also indicated that slow but
continuous advancement of the private sector service providers in the field may push the
MoCH towards more reliance on the private sector. It was expressed that there are
significant needs to build the capacity of the MoCH IT staff to become more self sufficient
and reliant. To achieve this, there is a need to build the capacity of the employees through
training and education programs, and to improve the MoCH IT infrastructure. The GIS unit is
also an important unit that has to be properly equipped (both with staff and other resources)
in order to be able to deliver the anticipated services. Special, and continuous, training
programs would be required of the employees of this unit preferably outside Iraq.
The Directorate is relatively well equipped considering the conditions in Iraq. It has offices,
computers, GIS tools, several software (MS Office, ACAD, IE, Photoshop). In addition it has
some basic training tools such as laptops, projectors and a data show. It has two very well
equipped training facilities and is currently working on expanding them.
The Directorate has a clear idea of its training needs. However, the actual training that takes
place often has to be negotiated based on the financial capabilities. It also provides internal
training for MoCH staff mainly in the areas of IT applications and GIS. The main areas of
2
31 of the total employees hold a college degree

training that were identified as needed for the staff of the Directorate include Installation,
operating and maintenance of VSAT, Analysis and design of data bases, Programming of
databases (MS Access), Design of websites
The GIS Unit is still in the preparatory stages and is assigned with preparing the staff of the
MoCH working on GIS and its applications, and the activation of GIS and its utilities to be
used on the ground. Being a new unit, it still needs significant training of its staff. One of
the main goals of this unit is to formalize their training activities through the Training Unit at
the IT Directorate. It envisions itself becoming a GIS training center that is responsible for
building the GIS capacity of all staff in the MoCH and its subsidiaries.
Despite limited financial resources, the Unit has managed to build the capacity of its staff to
become trainers in the field. This has mainly been done through training inside and outside
Iraq with the assistance of donor entities. The representatives of the Unit recognize the
methodology established by UN-HABITAT as having a great impact in the achievements
they have made so far. They view the completion of training methodology by UN-
HABITAT/second stage as vital to their sustainability.
The main challenges that this Unit faces are delays in the provision of the latest versions of
programs, and a lack of comprehension of essentiality of GIS by MoCH staff, especially
decision makers. Security conditions, of course, remain a challenge without saying.
The training Unit is another small
unit within the IT Directorate. This
unit is concerned with training on
IT related matters only. As seen in
Figure 4-2, it has access to a very
well equipped training laboratory
and is currently working on
expanding it. An extension to the
existing facilities, funded by
USAID, will enable them to serve
50 persons with all the needed
training tools including furniture,
computers, internet, and network.
As mentioned above, this Unit
mainly focuses on IT related
training for MoCH staff. The Unit Figure 4-2 Training Lab
realizes the importance of
partnering arrangements with
training providers from the private sector and is constantly exploring cooperation channels.
materials and technical reports.
Except for the training provided by HABITAT and the World Bank, the other training subjects
are relatively basic. There are additional needs for training in advanced network systems
and advanced programming.
4.2.5 National Center for Construction Laboratories
This center of over 1200 employees serves all the MoCH subdivisions, the Central Institute
for Testing and Quality Control, all projects implemented by ministries, the private sector, in
addition to foreign companies working in construction field. It is mainly responsible for all
activities related to testing of different construction materials (i.e., performing all tests
(physical and chemical) for constructional materials, quality control for concrete and
establishing of fields labs), soil investigations, rehabilitation of constructional parts subject to
attacks, performing of applicable research, and raising of staff capabilities by training
courses. In addition to the field laboratories established in project sites, the Center has 14
laboratories throughout the nation.

Given the nature of its services, the Center’s management sees a significant potential in
strengthening their relationship with the private sector. Considering the ongoing re-
construction activities, serving the private sector contractors can help with the Center’s
financial sustainability and can tremendously improve its financial performance. According
to the Center’s management, improved financial performance could also help the creation of
the badly needed employee incentive plan to improve their financial compensation. In other
words, the Center has an excellent potential if it were to operate on a commercial basis to
provide the various types of services within its jurisdiction.
However, due to years of neglect, and the recent conflicts, the Center is only operating at
50-60% of its capacity due to the lack of equipment needed for modern testing techniques
and methods.
The Center has a training directorate within its Research and Technical Affairs Department.
In addition to training of the Centers staff, this facility also trains staff from other
organizations mainly in the areas of laboratory testing. The Center has some physical
infrastructure for training. This mainly includes lectures halls and computer training halls.
There is a significant need for equipment in those facilities, and there is an ongoing
rehabilitation activity for some additional training halls.
Another major deficiency exists in terms of reference materials. The Center currently has a
small “library” facility with nearly 2500 documents. The library, however, only has one
computer and there is no documentation system of the contents. It is believed that the
library should serve as a vital resource for not only the Center staff, but to academic
institutions and the various organizations involved in the construction industry. There is a
need for international periodical journals and up to date references and standards.
4.2.6 State Owned Companies
As was seen in the MoCH’s organization structure, there is a total of nine state owned
companies. Most of those companies were established according to the Companies Law of
1987, and there have been some mergers of some of the companies since the last conflict.
The current companies in the MoCH organization structure are:
• Ashur State Corporation Company

• Hamourabi State Corporation Company
• Al Fao State Corporation
• Al-Mansoor State Corporation Company
• Al-Farouq State Corporation Company
• Saad State Engineering Company
• Al-Moutasim State Corporation Company
• Al-Rasheed State Corporation Company
• Al-Salam State Corporation Company.
Some of those companies specialize in building, while others specialize in roads and
bridges. In general, those companies specialized in executing public projects (e.g.,
Buildings, Industrial Buildings, Grains Silo, Factories, Housing complexes, etc.). It should be
mentioned that some other ministries also have companies affiliated with them for the
execution of construction projects related to those ministers. For example, the Ministry of
Transport has a company hat specializes in the execution of roads and railway projects.
Due to the security conditions, the consulting team was not able to visit all the companies.
The following sections summarize the main findings of the assessments hat took place for
those companies that were visited.
As will be seen in the following sections, the main constraints faced by the various
companies are related to the lack of appropriate equipment, financial constraints, and staff
capacity in up to date construction management issues. The ongoing re-construction efforts

in Iraq are exceptional opportunities for the state companies to improve their revenues and
financial performance. However, the SOEs face fierce competition from the private sector.
They compete with the private sector, even for government contacts, and reportedly can
compete on price, but not on quality of work. They need to adopt modern management
practices in order to compete, and also need to improve their skills competing on a
commercial basis for projects. The MoCH relationship with the private sector can take
different forms: as a competitor for projects, as a partner, and an employer of private sector
firms for specific tasks. (MoCH entities often sub-contract work to smaller private
companies.)
IT applications in the construction sector are also weak in the various companies. A general
training needs and capacity for the various companies include the following:
• Construction management techniques (scheduling, resource leveling, fleet
management)
• IT applications (construction management software, GIS, and CAD)
• Financial management
• Management skills (including proposal management)
• Legal aspects
The National Development Strategy calls for privatizing most state-owned enterprises
(SOEs) by 2008, but latest reports indicate that this will be delayed. Details on the SOEs
covered in this assessment are included in the Annex.
4.2.7 Management Information Systems at MoCH
MIS in any organization broadly refers to a computer-based system that provides managers
with the tools for organizing, evaluating and efficiently running their departments. An MIS
can include software that helps in decision making, data resources such as databases, the
hardware resources of a system, decision support systems, people management and project
management applications, and any computerized processes that enable the department to
run efficiently. As was seen in section 4.2.4, the MoCH has an IT Department within its
organization that would be responsible for MIS. Although the Ministry itself and some of the
subsidiaries are relatively well equipped with computers and networking, there remains a
number of deficiencies that hinder the establishment of a comprehensive MIS for the entire
ministry. The following are the main observations that were made during the field visits to
the various entities as it relates to IT systems:
• Software and hardware: the main available software are mainly basic Microsoft
Office applications. Other specialized engineering software are also found in some entities,
however, those are mostly pirated copies. Several used software are downloaded free from
the internet. Several software in various departments, including the GIS Unit are in
desperate need of updating.
• Local domain and e-mailing system: there is no common e-mailing system the
employees using their Yahoo personal e-mail.
• Information flow system and information/Knowledge/data sharing- There is no
well defined information flow scheme, especially between the MoCH headquarters and the
subsidiaries. There is a need for improving the WAN infrastructure. The departments share
only basic managerial documents and orders and some decision making such as
communication letters and annual reports.
• GIS system -GIS system is not integrated within MIS system. Generally, there is no
well defined MIS or GIS system within the MOCH. The existing system needs serious
development in terms of computer networking system as well as online information and data

sourcing such as standards and specifications. Server database system is a must to assist
the MOCH to perform data acquisition, pre-processing, data management, storage and
retrieval, manipulation and analysis.
• Finally, there are no standard operating procedures SOPs describe the
documentation management system that include: data collection, data flow, data validation
and accuracy, data entry, data storage and data processing.
4.3 Overview for Other Entities
In addition to the MoCH, other key actors in the housing and construction sector include:
• Ministry of Municipalities and Public Works (MMPW) and the individual
municipalities within that Ministry
• Mayoralty of Baghdad (Amanat Baghdad)
• Ministry of Justice (MOJ), where the Land Registration Department is located
• Ministry of Planning and Development Cooperation (MOPDC) which oversees all
planning and development activities and is mainly responsible for coordination with
the donor community for funding of re-construction projects
• Ministry of Water Resources (MWR)which supports infrastructure development
(often implemented by MoCH)
• Ministry of Electricity (MOE) which supports infrastructure development
Urban planning was previously centralized and all done in Baghdad. There are new
regulations requiring greater decentralization, but there is still no regulatory and institutional
framework for land use planning and management under the new government. There are no
clear lines of authority, division of labor, or systems and procedures. Nearly 85% of the land
is still owned by the State.
Mayoralty of Baghdad (Amanat Baghdad)- The Baghdad Governorate is comprised of 6
districts located outside Baghdad City and its suburbs boundaries. The Governorate is
administered under the jurisdiction of the Baghdad Governor. The City of Baghdad and its
suburbs have an area of approximately 950 km2 that are administered by Mayoralty of
Baghdad. The City of Baghdad itself is divided into nine municipalities. Each municipality is
responsible for the municipal services under its jurisdiction such as water, sanitation and
solid waste collection. The planning and reconstruction of projects related to each
municipality is the responsibility of the Mayoralty of Baghdad. This includes project planning,
funding, agreements with donors, design and execution. The City of Baghdad is home to
more than 5 million inhabitants. Over the past 15 years, construction of new housing in Iraq
has been significantly below the demand, the average construction in the 1990s being below
500,000 m2 of built area compared with more than 1.5 million in 1989 and 2001. A backlog
of at least 1.4 million housing units has been estimated for Iraq. At the same time,
infrastructural maintenance, upgrading, and expansion have been largely neglected. As a
result, construction activities for housing, coupled with the maintenance, upgrading and
expansion of existing infrastructure in the city of Baghdad, is significantly needed over the
coming years.
The city of Baghdad and its inhabitants have long suffered from the lack of modern urban
planning prevalent in advanced countries. There has been some urban planning, but limited
in scope, and with no participation of citizens. The master plans produced in the lsat 20-30
years were general zoning plans with little consideration of the socioeconomic aspects of
citizens. Like all government ministries, the Mayoralty of Baghdad has suffered from the
lack of international exposure to international best practices in the last 25 years. Retaining
staff has been a problem, especially since the recent war and civil strife. Since March 2003,
some residents of Baghdad have formed grass-roots organizations to articulate their needs.

Ministry of Justice - The General Directorate of Real Estate is located in the Land
Administration Department. The process of buying and selling land can be done in one
month and is relatively efficient. Most people have titles to their land, even though the
system is fully paper-based, which makes it difficult to compile statistics on land use and
therefore to develop land use plans.
Ministry of Municipalities and Public Works -The Ministry of Municipalities and Public
works prepares urban development plans which should be implemented by municipalities.
They also design wastewater treatment plants and other infrastructural works.
All ministries have planning and follow up departments, but a recent study indicated that
they spend about one month on planning and 11 months on follow up.
The private sector in Iraq is considered by all interviewees (both public and private) to be
very competent for building small scale projects. Private sector representatives indicated that
they are also fully capable of constructing large projects, but that current banking laws, laws
regulating sale of apartments on an individual basis and land purchase laws make this kind
of investment very risky and usually not profitable. The Iraqi Contractors Federation has
30,000 members, some of them very active, some are contractors in name only.
All universities in Iraq also have engineering consulting offices, which sell their services.
Some private investors have the funds to invest in housing schemes, but individuals do not
have access to funds to purchase these homes.
With the opening up of Iraq to international investment, many contractors are at a
disadvantage in communicating with foreign businessmen. The new investment rules allow
for 100% foreign ownership and 100% repatriation of earnings, so despite the security risks,
Iraq is an appealing investment opportunity for some companies. Private companies need
assistance in preparing themselves for communicating with and negotiating with international
companies. Many contractors sign contracts in English without even understanding the
specifications – then run into later disputes. They are now getting them translated into
Arabic.
English language is also a major hurdle in the public sector to communication with donors,
researching and networking via the Internet, and attending international training courses.
There are four main universities in Baghdad, the University of Baghdad University of
Technology, Almustansaria University and Al Nahrawan. The University of Baghdad is
considered the best, but all universities are rapidly leaving anyone who has the opportunity
to leave the country. Universities outside of Baghdad are not as strong and sometimes
partner with Baghdad based universities for training courses.
4.4 Conclusions
This task focused on understanding the roles and responsibilities of the MoCH in general
and some of its departments/subsidiaries, and the general areas where training and capacity
building is needed. The data collection addressed capacity building needs that would
enable the various entities better achieve their objectives and overcome obstacles reported
by the interviewed entities.
As determined by the Housing Market Survey, and concluded in the subsequent conference,
the most urgent need in the housing sector is to reinforce the existing strengths of the
housing sector by encouraging private sector to accelerate the speed of housing
development, increase the involvement of civil society, and other moves towards
decentralization and privatization.
In the short term, the Ministry and its entities need to develop their capabilities to both
support private sector development and work with other non-government entities. The SOEs
need to improve their capabilities to compete with the private sector. The priorities for the

MoCH are to achieve the three objectives in the International Compact, which are noted
below:
national level
• Restructure the Iraq Housing Fund and disburse loans to at least 10,000 poor and
low income households
norms and standards, construction standards
Beyond assisting in achieving these specific objectives, there is a need for an overall change
in the attitude, systems, and management of the MoCH and its entities to take on a more
policy and regulatory oriented goal. For the SOE’s, there is an urgent need to be able to
better compete with and collaborate with the private sector. Most entities have their own
training centers, some have documentation centers, some have IT center.
Training for all professional level staff is needed in the following topics in order to (1) develop
a culture of learning where staff will themselves find and use the knowledge they need to
make decisions and, (2) orient staff towards the changing role of MoCH and government in
general
• Private sector participation
• Strategic planning
• Community participation, stakeholder consultation
• Knowledge Management – how to access and use knowledge for decision making
The capacity to design and implement training programs is limited, and there are few regular
training budgets, with training mostly funded on an ad hoc basis by donors. There is a lack
of experienced trainers, training plans are either non-existent or very general, and selection
of trainees is not based on specific need, language ability, and job description (or future job
description). Training and manpower directors recognize these drawbacks and want to have
tools to improve their ability to design, implement and evaluate training programs
Employees recognize that they need to know more about private sector participation, but
have no awareness of the need for participatory planning.
Information management and documentation needs are great. Information flow between
departments, between MoCH entities is limited and ad hoc. There is a small MoCH
documentation center, but with no cataloguing system. There is limited knowledge of
software beyond word processing and Internet.
English language is a major constraint in increasing knowledge through the use of Internet,
communication with outside agencies and individuals, and also in working with international
companies and contractors.
Management capabilities need to be improved. Many senior professional staff has left and
there is an urgent need to build the capacity of staff to take on senior positions. The MoCH
coordinates well with other Ministries, but there is little sharing of data on an organized basis
within various MoCH entities and other government agencies. There is limited technical
capacity to establish databases, and even less to design information systems for specific
decision and policy making needs
Housing finance is almost non-existent. There is a need for efficient management of loan
process, lack of expertise of the Fund to manage loans and innovative approaches to
lending for low income households.

There is a need to convey to the private sector and the general public the role of the MoCH
and its plans so that they feel their needs are being taken into account and also are realistic
in their expectations of what the government can deliver. SOE’s need to improve their ability
to compete with private sector on a commercial basis, and partner with the private sector
(national and international). Proposal writing, tendering and procurement are areas where
improved skills are needed.
There is a need to develop clear, transparent policies and programs – and communicate
those programs to the public and other sector stakeholders. Existing construction guidelines
and standards are either non-existent or unclear. The MoCH needs to improve its
communication with stakeholders, establishing a consultative process – especially with
organizations working at community level.
Depending on the types of services provided by the various departments, the reported
capacity building needs differed. For example, the hard core engineering related
departments focused on core construction related issues, while other departments
addressed information technology and human resources.
The MoCH, like all government ministries, needs to translate national development
strategies into sector policies and strategies so that MoCH can assume an active role in
coordinating with relevant ministries to develop and implement new housing policies
consistent with provision of affordable housing in a market economy. It needs to support
improved access to housing resource for land, and materials and finance and institutional
support.
MoCH and its entities have strong skills in building and construction management; however,
they are less skilled in policy, planning and management. Also, many senior staff has left,
and there is urgent need for developing skills of mid-level staff to move up into their
positions, with focus on policy, strategic planning and change management.
The greatest training needs as expressed by staff are for skills in management and planning,
supported by IT/computer and English language skills. There is less demand for technical
skills, although they have been identified by previous studies. MoCH needs to start a
program of English language training; the IHITC can help in designing on-site training which
will be specifically targeted towards the needs of professional staff. This will help to increase
the effectiveness of the IHITC in helping staff educate themselves through Internet and
contact with international agencies.
There is an urgent need to build housing – MoCH is under great pressure. The MoCH will
not be able to, nor should they, build all the housing in Iraq. The Iraq Housing Information
and Training Center can help by supporting MoCH public relations staff to present the plans
and accomplishments of MoCH to the public and to private sector partners. Even with private
sector involvement it will take time. The MoCH needs to communicate to citizens, and to the
private sector, their plans and how they expect to implement them, and be realistic, so as
not to raise expectations.
The four major areas identified by the MoCH for the capacity building program support the
achievement of the goals above:
• Organizational Management and Planning
• Land and Housing Delivery
• Building and Construction Sector
• Housing Market Information and GIS
While some of the areas, such as land management, go beyond the role of the MoCH, the
MoCH, with the support of the Iraq Housing Information and Training Center, can take a
leading role in promoting improvements in other Ministries which will improve the ability for
MoCH to facilitate housing provision.

The Business Plan for the Iraq Housing Information and Training Center, outlined in Section
5, includes an outline of the capacity building needs and detailed capacity building program
which will help the MoCH and its counterparts achieve these goals. MoCH efforts in
establishing a Knowledge Management and Training Center should focus on its core tasks
and strengths, and should tap into other sources of training as appropriate. For example,
training in public administration and management is being supported by USAID for the
National Consulting Center and the MoCH should focus on housing and construction related
training and should tap directly other training sources outside of MoCH for public
administration/management training.
MoCH has a major task – providing results on the ground—getting housing built, while at the
same time stepping back and playing a more regulatory and guiding role. MoCH has good
working relationships and mechanisms of coordination with other Ministries. The need is to
extend that to working with the players noted above – Iraqi, Arab and international investors
and donors in financial services, building and construction.
The MoCH plans to continue reorganization to achieve its goals of housing sector reform,
working with governmental and non-governmental entities. The IHITC can help be the
catalyst towards achieving those goals, as a center of information, knowledge and learning
on housing related topics.

5.0 IRAQ HOUSING INFORMATION AND TRAINING CENTER BUSINESS PLAN

5.1 The Overall Plan
This section summarizes the recommended structure of the proposed center. It addresses
the proposed institutional set up, staffing plan,
5.1.1 Vision
IHITC Vision
Vision of Iraqi Training and Knowledge Centre for Housing is to be the pioneering
institution in the field of improving standard of living of all Iraqis via managing a
developed government housing sector with increased private sector participation.
Duty of the Iraqi Training and Knowledge Center for Housing is to provide
knowledge and the means and tools necessary for MoCH and other public and
private institutions to be able to make sound strategic decisions to support and
implement the huge task of restructuring the housing and construction sector and
speed up the building of dwellings.
5.1.2 Mission
Mission of the Iraq Housing Information and Training Center

Provide the necessary knowledge and tools to the Ministry of Construction and
Housing, and other public and private sector institutions so they can make the
correct strategic decisions to support and implement the enormous task of
restructuring the housing sector while accelerating the pace of housing
Iraqi Training and Knowledge Centre for Housing shall be a stimulator and motivator to
enhance the capacity of state-owned institutions to cooperate and compete with the private
sector in the field of housing in a free liberal market. The Center shall work to execute
knowledge management tasks (creating, collecting, storing and disseminating information)
via operations pertaining to information gathering, expertise analysis, scientific research and
consultancy services provision in the field of housing sector to help fulfill the objectives of the
proposed workplan.
The work-plan of the centre focus on preparing necessary capacities and availing necessary
knowledge for the housing sector stakeholders to meet the following challenges as outlined
in the Housing Market Study (2006) and agreed by Iraqi stakeholders in December 2006
workshop on: "Iraq Housing Sector Analysis and Policy Directions"
5.1.3 Goals and Objectives
The proposed goals and objectives are generally designed to build on the strengths and
abilities already found in the public and private sectors. Most importantly, given the current
economic, security and human resources constraints, the goals defined need to be realistic
and pragmatic. Change in any institution is slow, despite the urgent need, and the IHITC
needs to start with relatively modest goals and objectives in order to ensure initial success
and establish its reputation.
The goals and objectives below are divided into short and long-term. They support both the
short-and long-term goals as proposed in the Housing Market Survey (2006):

• Short-term objectives: facilitate the high-quality fast building action through small
contractors.
• Long and medium term objectives: make changes in policy and legislations to speed
up progress in the Iraqi housing sector.
Goal 1: Serve as a main resource of information for the housing and construction in Iraq
Objective 1-1: Establish an Urban Observatory at IHC

Objective 1-2: Establish a documentation center with a database on housing and
construction in Iraq including links to other institutions.
Objective 1-3: Establish a geographical information system (GIS) center to assist the
Geographical Information System Unit of MoCH to compile all existing data on
housing and land management, and will serve as a capacity building resource for
stakeholders.
Goal 2: Serve as a training center for housing and construction in Iraq
Objective 2-1: Develop expertise in training needs assessment, training design,

implementation and evaluation, and shares that expertise through capacity building
for other training centers of MoCH entities.
Objective 2-2: Establish links, including funding, with manpower development and
training centers within and outside of Iraq.
Objective 2-3: Conduct training courses on priority subjects identified through
ongoing training needs assessment
Goal 3: Support and conduct research in key planning issues
Objective 3-1: provide research assistance in development of guidelines on four key

topic areas (Housing Needs and Affordability, Housing and Land Delivery, Building
Materials and Construction, Housing Market Information Management)
Objective 3-2: Identify research shortcomings, devise suitable solutions and seek out
funding opportunities to develop the IHC.
Objective 3-3: Facilitate the process of knowledge sharing through research and
policy.
Objective 3-4: (long-term) Develop skills in specific research areas.
Goal 4: Provide advisory services for the housing and construction sector
Objective 4-1: Exchange knowledge on the best way possible to set up knowledge
centers with other centers inside and outside the housing sector in Iraq.
Objective 4-2: (long-term) Establish a advisory services unit to provide services on a
commercial basis.
Goal 5: Establish a national and international network to support, advocate for, and
document housing sector development

Objective 5-1: Conduct a series of seminars on key topics with open invitation to
housing sector stakeholders.
Objective 5-2: Establish contacts and official links with two similar international
centers.
Objective 5-3: Promote and publicize the Center’s functions inside and outside
MOHC.
Specific approaches and activities to support the IHITC objectives are outlined in sections
that follow. Activities are also designed to support the MoCH and other stakeholders in
reaching the 2007/2008 objectives outlined in the International Compact, which are:
• Operationalize Housing Market Information System at national and sub-
national level (directly through Urban Observatory)
• Restructure the Iraq Housing Fund and disburse loans to at least 10,000
poor and low income households (indirectly through capacity building on housing finance)
• Formulate and adopt National Housing and Land Management Policy
and address norms and standards, construction standards (indirectly through
documentation of existing guidelines, assistance with guidelines development and capacity
building)
It is important to note that the IHITC will play a supporting role to institutions responsible for
achieving the goals outlined in the International Compact; it will not have direct responsibility
for achieving them.
The Center will not provide all education, not have all the information at hand; but Center
staff will know where it can be found. It will be the meeting place for people from different
departments within MoCH, for others from outside the Ministry. It will collect and conduct
studies and research relevant to the needs and reforms of the housing sector. It will give
people the ability to find knowledge, skills, new ideas, through their own research. The IHITC
will provide tailor-made and specialized training to professionals, technical cadre and policy
makers working in central and local government agencies, NGO’s, private sector and
educational institutions. It will foster openness and transparency in planning and
implementation.
IHITC focuses its work on institution building and human resources development that will
foster urban environmental improvement and better quality of life in cities of Iraq. IHITC will
become a training and capacity building center specialized in post-graduate and tailor-made
training, policy research and technical advisory services in the fields of urban management
and planning, housing and real estate development policies, informal settlement upgrading
and urban renewal, urban land planning and management, infrastructure management and
urban/housing finance.

5.1.4 Target Groups and Bodies Concerned

MoCH and its institutions are in great need for capacity-building, and MOHC is expected to
lead the development and activity speedup process in the Iraqi housing sector. Hence, the
Center shall focus (in the short run) on providing MoCH employees with the administrative
and technical means to perform their tasks in the best way and then (in the long run) the
Center shall gather round the bodies concerned.
It is noteworthy that the Center is no totally out for training in itself but also undertakes to
improve information conversance operations in order to take and implement the right
decision.
The IHITC will bring together stakeholders
from relevant Ministries, non-
Box 5.1 Assumptions
governmental organizations, the private
sector, universities and donors, for The plan outlined in this section assumes
training and advocacy activities. However, that proposals for USAID funding of an
the capacity building needs of the MoCH internal computer network for the MoCH will
itself and its various entities are be implemented. If they are not, then the
enormous, and the MoCH is expected to MoCH should consider providing its own
take the lead in reform and acceleration of funding or seeking other sources in order to
activities in the housing sector in Iraq. establish this network, which must be
Therefore, the main focus, initially, of the available for the IHC to do its job effectively
IHITC will be on helping to give MoCH
professional and technical staff the
management and technical tools to do their jobs better, including policy development,
planning and implementation.
5.2 Institutional Set Up
5.2.1 Legal and Regulatory Framework
Although affiliated with the MoCH, one of the key factors for the success of the proposed
center is financial and administrative independence. The proposed Center will serve the
MoCH and its various entities, however, as a certified training and knowledge management
center, the Center can also provide services to other governmental and non governmental
bodies. Such service provision will help the proposed center’s financial sustainability and
performance. In other words, if efficiently operated on a commercial basis, the Center could
generate enough income to allow it to sustain its operations and to continuously upgrade
and expand its scope of services.
The nature of the services to be offered by the center, especially IT and GIS related
activities, will warrant the continuous purchase and procurement of equipment, software,
reference materials, etc. To do so efficiently, there ought to be no procurement restrictions.
If the center were to be a department/division within the MoCH, then it would have to follow
the MoCH procurement regulations, which could be cumbersome.
Another important factor for the success of the center (which was also revealed during the
TNA activities that took place) is financial compensation of the various staff/trainers. In
order to be able to solicit the expertise of distinguished trainers and experts in the various
areas (especially IT and GIS related services), financial compensation of such personnel
should be competitive with the private sector. There will be a need for competitive
compensation packages, employee incentives, marketing budget, etc. Therefore, the center
should not follow the civil service regulations of Iraq.
One of the most flexible approaches to achieve the above main points for the proposed
Center is through the creation of a State-Owned-Company. The Iraqi state-owned
companies are governed by the State Companies Law No. 22 of 1997 (the “State
Companies Law,” or the “Law”). As defined in the Law, state-owned companies are those

self-financed government-owned economic units. They enjoy independent juridical

personality as well as financial and administrative autonomy. According to the Law, state-
owned companies are presumed to operate on commercially-oriented principles.
Prior to the enactment of the State Companies Law, all public-sector establishments in Iraq
were principally part the government’s various ministries, and subject to their respective laws
and regulations. With the aim of improving their economic performance and standardizing
the laws regulating their operations, many public-sector establishments were “corporatized”
under the State Companies Law. The 45-article statute sets out the rules governing state-
owned companies. Among other things, the Law specifies the requirements for establishing,
managing, consolidating, and dissolving state-owned companies.
It is believed that the proposed center can function as a state-owned-company that is
operated on a commercial basis. This proposed company/center will serve the MoCH, other
ministries and governmental bodies, and non governmental entities. With a companies’ law
that allows such set up, and with the actual existence of SOE’s under the MoCH, it is
believed that the Iraqi legal framework allows the MoCH to establish the proposed center as
an SOW with no need for legal/regulatory amendments. The following summarizes some of
the main issues related to the creation of an SOE in Iraq.
Formation and Registration
According to the Law, an application to establish a state-owned company must be
submitted by the concerned ministry to the Council of Ministers. The application
must include the name of the state-owned company; its principal head office; its
business objective and the nature of its activities; and its capital. The application
must also be supported by a study setting forth the economic and technical feasibility
of the state-owned company in question. Once the Council of Ministers approves the
application, including the proposed capital of the company, the overseeing ministry
will submit a memorandum of association to the Companies’ Registrar at the Ministry
of Trade. The Registrar will then issue a certificate of registration evidencing the due
incorporation of the state-owned company. Both the memorandum and certificate
will be published in the Official Gazette and in the Registrar’s Bulletin.
Once formed and duly registered, the board of directors of the company must
prepare an internal regulation for the company and submit the same to the
concerned minister for approval. As stipulated in the Law, the regulation must
specify the authorities and responsibilities of the company’s board of directors, and
the manner by which the company will be managed. Among other things, the
regulation will prescribe procedures for electing the employees’ representative on the
board; the minimum qualifications for board members; the organizational structure of
the company; and the duties of the various departments and units within the
company.
Capital
The capital of a state-owned company will be determined by the Council of Ministers
as part of its initial approval process. The capital will be paid-up from the public
treasury, either in full, or by installments as determined by the overseeing ministry in
cooperation with the Ministry of Finance. Likewise, increasing or decreasing the
state-owned company’s capital, if necessary, will also involve the approval of the
Council of Ministers in the form of an application submitted by the overseeing
ministry.
Management
State-owned companies are managed by a board of directors and a general
manager. According to the Law, the board is responsible for setting the
administrative, financial, regulatory, and technical plans and policies necessary to run

the business operations of the company, and to see that it achieves its business
objectives. In exercising its duties, the board may, as it deems appropriate, delegate
some of its authorities to the general manager.
Profits and Losses
The Law contains rules describing the manner by which the state-owned company’s
profits will be distributed among the concerned parties. The Law also specifies the
relevant actions that need to be taken in the event that the company’s losses for any
given fiscal year exceed certain percentages of the company’s capital.
Investment and Borrowing
The Law also contains rules specifying the investment, lending, and borrowing
options that are available to a state-owned company. Pursuant to the Law, a state-
owned company is allowed to employ its excess liquidity, if any, by investing in public
shareholding companies, or by participating in joint venture arrangements with such
public shareholding companies in projects falling within the state-owned company’s
business objective.
As to lending and borrowing, the Law allows state-owned companies to lend and
borrow from national financial institutions or other state-owned companies for the
purposes of financing its operations.
Based on the above characteristics of an SOE, the consulting team recommends that the
MoCH consider the formation of the proposed center as an SOE under its jurisdiction. The
MoCH could also investigate whether other ministries or SOE’s would be interested in
ownership of the proposed center. Shall the MoCH adopt this proposal; it would have to
develop an “Internal Regulation” that mainly addresses the main characteristics of the
proposed enterprise (i.e., objective, mission statement, management, jurisdiction, etc.). It is
believed hat the proposal developed under this study could be used as a basis to formulate
this document. A typical “Internal Regulation” under the Iraqi Companies Law would cover
the following:
1. SOE’s juridical personality with financial and administrative autonomy, paid-up capital
including movable and immovable assets.
2. Main objective of the SOE. This would also address supplementary powers which the
SOE entitled to exercise in furtherance of its main objective. Among other things,
those include:
− To own, in its name, movable and immovable assets, equipment, and
machinery, and to sell, lease, rent and dispose of the same in accordance with
the requirement of the law.
− To open and operate bank accounts with national and foreign banks in
whatsoever currency pursuant to the applicable laws and regulations. And in
furtherance of its objectives, to issue checks, payment orders, promissory notes
and bonds, and to obtain secured or unsecured banking facilities of any form.
− To enter into joint ventures, borrow and lend funds, and invest its excess
liquidity in the manner, and in compliance with the restrictions, as stipulated in the
Law.
− To conduct tenders and auctions, and to enter into in all forms of agreements
necessary for the operation of company in accordance with the laws and
regulation in effect.
− To commission local or foreign experts and consultants for the purpose of
improving and enhancing the business operation of the company.
3. Management scheme, for example by a board of directors and a general manager.

4. The duties of the board

5. Duties and responsibilities of the Director
6. Different divisions forming the organizational structure of the SOE, and the duties and
responsibilities of each such division.
5.2.2 Needed Institutional Preparations
The Iraqi Center for Housing should be established as an institution directly linked with the
Deputy Minister to guarantee its speedy implementation and continue its activities. Hence
the process shall start by directly registering it as a state-owned institution pursuant to
Company Law 22 of 1977, given that state-owned companies are financially self-funding
economic units enjoying financial and administrative independence and run on commercial
basis.
As soon as the Center is established as a state-owned institution, it is recommended that its
director is directly linked with the board chairman headed by the deputy minister of housing,
with representatives from the public and private sectors.
The Center shall appoint an auditor and shall open a separate bank account and sign
contracts in terms agreed upon with clients and consultants. The Center shall be able to
establish joint projects with other non-government bodies, including international institutions
and companies.
5.2.3 IHITC Location
The Minister of Construction and Housing in its meeting with UN-HABITAT Amman Team on
19th April 2007 has decided to establish the Centre initially as a section under her direct
supervision. She will appoint its director and needed staff from within Ministry available
capacities. The Iraqi Training and knowledge Center for Housing should possess close links
with personnel training centers and departments of other institutions.

5.2.4 Personnel and administrative structure of the Center

The Center shall consist of two main units (a training unit and a knowledge management
and urban Observatory Unit) and shall have ten employees. The administrative structure of
the Center is suggested to be as follows:
Director of the Iraqi Training and

Knowledge Center for Housing
Finance and Accounting Administrative Deputy
Urban Observatory Unit Training Unit
Documentation and GIS Lab

Archiving Unit
The Center should have a limited number of technical employees in the first stages provided
that it recruits its technical personnel on part-time basis from local universities, the private
sector, non-government institutions and the international market through partnership
relations coordinated by UN-HABITAT and other donors.
5.2.5 Partnerships with International Institutions

One of the key duties of the Center in its first two years is to establish links with many
institutions and individuals inside and outside Iraq to facilitate its work. So in order to achieve
that goal the Center should launch a strong campaign to build and strengthen its local and
international relations.
5.3 IHITC Functions

In order for the Center to achieve its objectives, it shall have the following five main
functions put on various stages in the course of its progress:
1- Information management
2- Capacity-building
3- Applied case-study research
4- Consultancy services
5- Coordination between the first four functions
A description of the various functions follows.

5.3.1 Information Management

The greatest need within the housing sector is for reliable information on housing needs,
housing plans and new trends in housing planning, design and construction. The IHITC will
actively seek out all documentation centers, libraries and personal collections of MoCH staff
to collect and catalogue all existing documents. They will be made available as soon as
possible to visitors to the Center.
The Center shall target all documentation centers, libraries and private collections of MOHC
personnel to gather and catalogue all existing documents and these documents shall be
made available for its visitors as soon as possible, and it shall also design a simplified user’s
guide for various topics via MS Access. The information management system shall consist
of:
• Small library with reports, books, maps, bulletins and paper magazines.
• Information stations to obtain E-documented information, including access to the
internet and GIS data.
• Access to available data via MoCH ENTRANET, and access to specific information
via MoCH website.
• Assist clients (via the internet or personally) to obtain and make use of information.
The documentation and archiving department of the Center shall provide national and
international information sources in Arabic and English and make them accessible to all
users inside and outside MoCH.
The Center shall be the witness to the establishment of the urban development monitoring
department, which shall compile, analyze, update and publish reports on housing indicators
in coordination with other government bodies.
5.3.2 Capacity Building
5.3.2.1 Approach
It is required to increase activities quickly to meet capacity-building needs of MOHC and
other ministries. The role of the Iraqi Center for Housing is to conduct specific training
courses and support all training sections affiliated to MOHC to enable them formulate and
execute more effective programs. The Center shall be an information center for training to
assist individuals and institutions from the public and private sectors determine the training
courses required, evaluate their needs and establish relations and communications with
training services providers.
The director of the Iraqi Center for Housing and its deputies from MOHC and its affiliated
bodies shall be assigned to make a study tour to similar training centers and shall attend a
trainer’s training course.
There are numerous training centers within and outside of the MoCH, all of which are
conducting training of relevance to the Housing Sector. For example, the capacity of the
NCCD is being upgraded with USAID support to improve public management training. JICA
and USAID will be providing some capacity building training directly to MoCH personnel. The
IHITC will establish immediate links with the appropriate staff within MoCH to ensure that
this training is coordinated with IHITC efforts. In addition, the IHITC will coordinate closely
with the Manpower and Training Directorate of MoCH which will keep its planned role of
incorporating training needs assessment with performance assessment and career planning
for MoCH employees. It will identify training needs and share those with the IHITC.
Rapid scaling up of activities is needed in order to meet the capacity building needs of
MoCH and its counterparts. The role of the IHITC, in addition to conducting some training
activities, will be to support the various training directorates in MoCH entities (SOEs,
Commissions, etc.) so that they can design and implement more effective training programs.

The IHITC will be as the information center for training, to help individuals or institutions from
the public and private sector to identify training courses, evaluate their worth for their needs,
and make the links with the training providers.
The broader information, networking and outreach function of the Center will also serve to
develop capacity of housing sector stakeholders as they do their work through knowledge
sharing, networking, outreach and communication activities. At the moment, many
workshops and conferences are taking place outside of Iraq; the IHITC can be the focus for
more of these activities within Iraq.
Capacity building consists of a range of activities beyond classic “training courses.” In
addition to workshops and training courses, it can include:
• On-the-job training, including work experience and training funded by international
contractors working in Iraq
• Ongoing informal seminars on key topics
• Conferences
• Study tours, including those funded by international companies working in Iraq
• Visits to IHITC, where one obtains customer assistance in finding and using learning
resources
• Secondment to local or international institutions
• Seminar series as noted in Section ___ to provide input into specific policies and
guidelines
Capacity building in a sector so large requires more than targeting individuals. It requires
targeting the culture of the organization and helping to instill a “culture of learning” within the
organization. MoCH employees need to know there is a place to go when they need to make
a decision. In the long term, they should be able to “go” there without leaving their desk –
i.e., access it through the Internet. They might not find the answer to their question at the
Center, but they should be able to find the name of a person or organization that can help
them with their question. Alternatively, they can post a question on a discussion site related
to their “community of practice” and then obtain an answer from a variety of people to help
them make their decision. These capacity building aspects are covered in the other functions
of the IHITC.
The Internet provides a great body of knowledge, most of it in English. Initial training in
English combined with a fully networked Ministry will help the Ministry to make an
exponential jump in its capacity to support housing sector development. Purchasing and
distributing a number of language dictionaries is also a proven method to improve
knowledge gathering and is a simple measure which could help in Iraq.
The IHITC, in coordination with the Manpower Directorate, will keep or have access to
records on training needs, training conducted, and all individual trainees from MoCH and its
entities. It will establish links with all training centers. The Training Director for IHITC and
additional designated Training Center Directors from MoCH and its entities will be selected
to do a study tour to a similar Training Center. They will also attend the Training of Trainers
course.
5.3.2.2 Relation with Capacity-Building Services Providers
The Iraqi Training and Knowledge Center for Housing shall establish relations and
contacts with training services providers inside and outside Iraq and shall adopt an
accredited trainer evaluation system to ensure the use of effective training methods
and techniques. Trainers shall be trained outside Iraq, who shall (after acquiring the

necessary experience) conduct seminars to train new trainers as well as

experienced ones who may benefit from new methods and techniques.
The IHITC will also provide relevant information to trainers outside Iraq to make sure their
training is in Iraq context. The IHITC will establish a comprehensive database of training
opportunities including local, international, online, public and private sector providers.
Facilities within or accessed through the IHITC will make online courses available.
A variety of training models and partnerships will be used, and the IHITC will rely heavily on
outside faculty from universities and training centers, who will also be included in the training
of trainers’ courses. The IHITC will build partnerships with both public and private training
organizations. University students will be encouraged to work as interns in the IHITC in order
to develop early skills in housing and sector policy and planning.
5.3.2.3 Training Methodology
Analysis of previous training course evaluations indicated that there was a need more
participatory training directed to the specific situation and needs of participants. The training
methodology used for all training will be to engage the trainees in working on specific tasks,
plans and activities. Training methodologies will focus on an interactive approach to training
– exercise and discussions, development of action plans, both individual and organizational.
The training methodology used for all training areas shall focus on making trainees
participate in certain tasks, plans and activities. This methodology shall concentrate on
interactive-oriented training methods (exercises and discussions) and design workplans on
personal and institution levels.
The training unit of the Iraqi Center for Housing shall keep a list of training services providers
who provide their services via the internet and shall attempt to incorporate them in a long-
term training plan since this practice would help increase knowledge of best international
practices without bearing the high travel costs.
5.3.2.4 Trainee Selection
Trainee selection criteria should be transparent and stringent and the Center shall
cooperate with the HR and Training Section to formulate specific programs for
trainee selection and training follow-up. It should, use standardized screening format,
with information such as:
• Relevance of training to the trainees position and responsibilities or position in the
near future
• Personal receptiveness of the trainee to learning and change, and ability to be a
change agent within their own division/department/sector
• Previous training courses conducted
• Evaluation of trainee by previous trainers
• English language ability, where needed
5.3.2.5 Training Topics
The evaluation of institutional and training needs, including reviewing earlier training
workshops, shall be used as a basis for determining capacity-building subjects within the
four main areas considered of priority at the centre initial stage by UN-HABITAT and its
counterpart as being:
• Organizational Management and Planning

• Land And Housing Delivery System

• Building And Construction Sector

• Housing Sector Related Information and GIS.
Training management is to be added to the above four main subject given its importance
since capacity-building of training managers, employees of training center of MOHC and its
institutions is the key to boost and accelerate the implementation of capacity-building
programs. Training management focuses on improving and developing the capacities of
managers of training programs to evaluate, plan and implement these programs. Training
management also focuses trainer’s training programs to ensure effectiveness of training
methods and techniques employed.
In addition, MoCH should continue its plans to improve and develop English courses for its
employees to maximally utilize the information available at the Center. This study includes
some proposals to boost English training.
The five main topic areas are described below and are outlined in Table 5-1 along with sub-
topics as identified through the Institutional and Training Needs Assessment.
Courses In Training Management And Knowledge
a- Training programs design and management. Target group: training managers of
MoCH institutions.
b- Trainer’s training on five key topics: project management, housing funding, GIS, MIS,
civil society participation and self-support, the latest in the building and construction
sector. Target group: certain training managers and trainers.
c- Training methods and technique. Target group: local trainers who shall conduct
training via the Iraqi Center for Housing.
d- Knowledge management. Target group: the director of the Iraqi Center for Housing
and its deputies.
Courses In Organizational Management And Planning
a- Internet utilization and distant learning at the Iraqi Center for Housing by permanent
employees.
b- Project management and Management skills. Target group: permanent employees at
MOHC and its institutions and for university professors specialized in construction
management science.
c- Participation of the private sector in building and construction. Target group: public
and private sector officials.
d- Strategic planning/policy formulation. Target group: medium and high level officials of
MOHC and other government bodies, NGOS and the private sector.
e- Coordination with overseas parties (donors and investors). Target group: MOHC
permanent employees
Courses In Land And Housing Delivery
a- Development of the housing system for civil society benefit. Target group: medium
and high level officials of MoCH and other government bodies, NGOS and the private
sector.
b- Housing finance. Target group: Housing Fund, MOHC, the private sector, NGOs,
Ministry of Finance, Ministry of Planning, Ministry of Municipalities and Public Works,
Baghdad Mayorality, the banking sector and the Cabinet.
c- Financing of housing projects and their mechanisms. Target group: Nation Housing
Fund employees, Real Estate Bank and Commercial Banks.

Courses In The Building And Construction Sector

a- Construction management. Target group: small private sector contractors, MoCH
construction companies.
b- The latest developments and innovations in the housing construction. Target group:
Housing Agency, housing contractors and other parties involved in the housing
sector.
Courses In Housing Sector-Related Information And GIS
a- GIS for real estate management and database design management. Target group:
technical and administrative staff of the Iraqi Center for Housing and selected
employees from MOHC.
b- GIS for land and infrastructure. Target group: GIS unit and trainers (previously
trained locally) specialized in GIS.
c- Utilizing GIS technologies in Urban Sector Studies and observations
The IHITC will also develop, in cooperation with international and local consultants, a
standardized one-hour session on the following four topics, which will be incorporated in
most of the training courses:
• Private sector participation
• Strategic planning
• Community participation, stakeholder consultation
• Knowledge management – how to access and use knowledge for decision making

Table 5-1 Training Topics

INTERNATIONAL TRAINING OF TRAINERS COURSES
The below topics for the Training of Trainers are for guidance as well as the mentioned national training courses. The potential implementing partner can develop the courses according to international standards and
recently developed theories and practices, while keeping in mind Iraqi needs as outlined in the report. The detailed content and scope of the training can be updated during the inception in cooperation with the assigned
staff.
Course Title Modules Duration/ Participants Remarks Resulting National Trainings NT
TOT cross-cutting M1: Design and Management of Training This is a cross-cutting module in all following
elements in all Programs training of trainers workshops.
following TOTs NT-1: Training and Knowledge Management
M2: Training techniques 1- 2 days The potential service provider can provide
(Training and Course
M3: Knowledge Management additional training topics that will help fulfill the
knowledge
objectives.
management)
The course will focus on introducing

TOT1: M1: Internet use for Iraq Housing sector Three weeks course institutional innovation and supporting private
Organizational M2: Project Management Cycle sector like management approaches, with NT-2: Management Skills
15 participants from IHC, Training and human
Management and performance based management.
M4: Strategy Planning/Policy resources, NT-3: Strategy Planning, Development and
Planning
(Management Skills Development MoMPW, MPDC and Housing Commission, The potential service provider can provide Business Planning
Series) M5: development of business plans Baghdad University additional training topics that will help fulfill the
objectives.
M1: Housing policies and strategies

NT-4: Housing Policies and Strategies
M2: Planning and developing The course content and modules design can NT-5: Planning and Developing Community
Community based Housing programmes Three weeks course include additional topics as seen necessary by Based Housing Programmes
M3: Housing Finance 7 participants from MoMPW, Housing Fund, the potential implementing partner.
TOT2: Land and NT-6: Housing Finance
M4: Housing Finance and Credit University of Baghdad, Economics/Accounting, The potential service provider can provide
Housing Delivery NT-7: Credit management and local loans
Mechanisms Housing Commission, Erbil MoCH, Private additional training topics that will help fulfill the
administration
M5: land planning and management Consultancy firms, NGOs representatives. objectives and respond to the housing policy
objectives as outlined above. NT-8: Land Planning and Management
M6: Asset Management and
NT-9: Asset Management and Maintenance
Maintenance
M1: Construction Management for small NT- 10: Construction Management for Small
Real Estate developers Three weeks course The potential implementing partner can provide Scale Real Estate developers
TOT3: Building
M2: Innovations in Construction 7 participants from private construction additional training topics that will help fulfill the NT-11: PSP in building and Construction
Material and
companies, MoCH construction companies, objectives and respond to the housing policy NT-12: Innovations in Construction
Construction M3:
University of Salah El-Din, University of Baghdad objectives as outlined above. Technologies and building materials
PSP in building and construction production
TOT4: Housing M1: GIS for urban studies Three weeks course The potential implementing partner can provide NT-13: GIS for Urban Studies and Local Urban
Sector related GIS M2: GIS in land and Infrastructure 7 participants from the Urban Observatory, GIS additional training topics that will help fulfill the Observatories
and Information department at COSIT, GIS department MoCH, objectives and respond to the housing policy NT-14: GIS for Real Estate Development and
M3: GIS for real estate management and
MoMPW urban planning, Erbil MoCH, Erbil City,

development objectives as outlined above. Management
Hillah City.
Table 5-1 (cont’d) National Training Topics Details
NT-1: TRAINING AND KNOWLEDGE MANAGEMENT

The National Training Course on Training and Knowledge Management will be a single course that includes the different modules mentioned below targeting training managers in the Ministry and
outside it. The forth module will explain the process of secondment and how it can be effectively utilized in acquiring experience in knowledge management.
Modules Title Objective Target Group Scope/methodology Outputs
3 Sessions:
M1: Design and Improve design and 1. Workshop – Needs assessment, design and 1. Training plans
Training Directors in management of TP
Management of Training implementation of 2. Training Director network facilitated by IHC –
MoCH
Programs training programs 2. Practice – Development of training plans monthly meetings and e-mail network
3. Workshop – Review of training plans
3 Sessions: 1. Training manuals on selected topics
1. Workshop – planning training course and training 2. Edited DVD film of TOT course and training by
Establish in-country Training Directors, methodologies, focus on facilitation of learning, not trainers
M2: Training of Trainers training capability on selected trainers in 4 key “teaching”, results-based training and communicating results 3. 7 trainers trained (for each of the four groups)
key topics topics (recommendations, case studies, etc) able to train to international standards in Iraq
2. Practice – Implement training course** 4. Participants in each TOT group produce
3. Workshop – Review training and revise plans/techniques recommendations related to their area of study
Improve training 1. Improved local training capability

Trainers who provide Workshops on innovative training techniques conducted by
M3: Training techniques capability of local 2. Each participant will develop and conduct
training through IHC TOT trainers
trainers one innovative training session
5 Sessions:
1. Secondment to international knowledge and training
center, develop individual and institutional action plan
1. Action plan for IHC and each Unit within IHC
M4: Knowledge Develop skills of KHC Director and Unit 2. Practice (6 mos.)– Implement Plan
2. Official links developed with international center
Management KHC managers Managers 3. Secondment – review implementation, revise plans
3. Final plan developed
4. Practice (6 mos)- Implement Plan
5. Secondment – review, revise, and learn new skills as
identified in course of work

Table 5-1 (cont’d) Training Topics

ORGANIZATIONAL MANAGEMENT AND PLANNING
This National Trainings will be carried out by ESCWA (Not within the scope of this assignment)
Course/ Module Title Objective Target Group Scope/methodology Outputs
NT -2: Management Skills
M2-1: Internet use and Professional staff in
Workshop - in IHC, once information systems fully
distant web-based Increased staff ability MoCH, Housing 1. Staff produce reference list for improving their
established – staff will work in small homogeneous groups
learning for Iraq Housing for self-learning Commission and Housing decision making abilities in their individual tasks
developing key reference and Internet site list
sector Fund
3 sessions:
Professional staff in 1. Workshop – project design, tendering, procurement, 1. Training manual on public procurement
Improve ability of MoCH and entities project management (client-owner relationship)
2. Checklist on public procurement
M2-2: Management Skills SOEs to manage responsible for 2. Monthly follow up seminars – discussion and input into
public procurement procurement, university new government policy on public procurement 3. (Key documents all available through IHC)
(Procurement)
process construction management 3. (Year 2) Workshop on changes aspects of public 4. Summary of revised government policy on
professors procurement policy public procurement
M2-3: Coordinating with Improve ability for Senior and mid-level

Workshop
external parties donor coordination MoCH staff
NT-3: Strategy Planning and Development
M3-1:Strategy 1. Monthly seminar series – senior officials will update

Planning/Policy Mid- and senior level group on policy development, facilitated discussion and
Development Assist in developing MoCH officials, recommendations by mixed group of advisors (NB: senior 1. Monthly recommendations to senior policy
strategic plans government, NGO and staff already have forum for meeting, facilitation/guidance planning body (National Habitat Committee)
private sector needed during those meetings to improve their planning
M3-2: Business Planning capabilities)

Table 5-1 (cont’d) National Training Topics

LAND AND HOUSING DELIVERY NATIONAL TRAINING SERIES
Course Title Objective Target Group Scope/methodology Outputs
Mid-level MoCH officials 1. Workshop- changes in policy thinking, enabling 1. Draft strategies for selected governorates
Enhance government based on PSP and community led housing
from Housing approach, decentralization, budgeting and housing
understanding for programmes
NT-4: Housing Policies and Commission, MoMPW programming, conducive laws and regulations, participatory
enabling housing policies
Strategies Urban Planning and needs assessment and action planning. Workshop to be 2. Recommendations on decentralization
and decentralization of
Housing Directorates in conducted by Baghdad University staff and private strategies and budgetary allocations
housing decision-making
Governorates companies experts trained in the TOT. 3. suggestions for legal and regulatory reforms.
1. Participant groups produce action plans for
1. Workshop - stakeholder communication and developing one community-based housing
Improve government
Mid-level MoCH officials, consultation, community based planning, discussion of scheme
NT-5: Community based support and local
government, NGO and challenges and opportunities, international best practices,
Housing Development capability for community 2. Recommendations on challenges and
private sector field visits to community projects (within Iraq) – workshop
based housing opportunities to community-based housing
conducted, if possible, by an NGO in contract with IHC
delivery
1. Workshop – Facilitated activity with participants
Housing Fund, MoCH, developing solutions to housing finance. Use of IHC 1. Recommendations on housing finance
private sector, NGOS, information center to identify international best practices. solutions
Develop solutions to MOF, MoPDC, MMPW, Requires prior up to date short summary document on
NT-6: Housing Finance 2. Improved communication between
housing finance issues Amanat Baghdad, current status of housing finance. (To be developed by TOT stakeholders in housing finance
banking sector, Prime team which attended international training)
Ministry
(Consider making this bi-monthly seminar series)
Improve National
Housing Fund, Real 1. Workshop – select key, active staff as change agents
NT-7: Mortgage, Credit National Housing Fund,
Estate Bank and and develop with them solutions to improve access to low- 1. Recommendations on low-income housing
Management and Local Loans Real estate bank and
Commercial Banks income housing and to expedite processing of loans, use finance
Administration commercial banks staff
capabilities in Housing examples of successful projects in Iraq
Finance
MoCH, MoMPW staff 1. Workshop – Introduce participants to different success
Introduce new tools and
involved with land, and failures in urban land management, registration,
NT-8: Land Planning and techniques for land 1. An action plan for transformation/creation of
Ministry of Justice, regularization, land acquisition laws, planning and allocation
Management allocation, administration land management units in governorates.
Ministry of Finance and processes. In addition to innovative examples of land
and development
Governorates management institutions and approaches.
Create understanding
among officials private MoCH companies and 1. workshop – discuss the process of maintenance and the
NT-9: Asset Management and sector and Communities research centre, private creation of asset management companies. Assess 1. A plan for promotion of asset management
Maintenance on building maintenance sector companies and contracting process, and study cases from different companies in Iraq.
and management of NGOs, MoPDC, MoI. countries.
housing stock

Table 5-1 (cont’d) Training Topics

BUILDING AND CONSTRUCTION SECTOR NATIONAL TRAINING SERIES
Course Title Objective Target Group Scope/methodology Outputs
1. Workshop – at Iraq Contractors Federation – case 1. Case study of UN Habitat experience in north
study of UN Habitat work with contractors in North – 2. Recommendations on short and long-term
NT-10: Construction recommendations on how to replicate in Baghdad.
Develop skills of Small contractors building tools to accelerate pace of construction by
Management for small Focus on small-scale project management. Include
housing contractors housing in Baghdad small scale contractors in Baghdad
contractors discussion of collaboration/cooperation in order to
scale up and accelerate house construction. 3. Recommendations for future
workshops/seminars/training
1. Workshop 1– Review of PSP tools (design-build, BOT,

BOOT), current rules and regulations, develop proposals for 1. Recommendations to government on
Improve public Private and public sector short and long-term solutions to improving private sector accelerating pace housing construction by private
NT-11: PSP in building
private partnerships officials in Ministries (at participation (this require consultant to prepare initial sector
and construction
to accelerate house Iraq Contractors overview of challenges and opportunities, workshop to be 2. Case studies of improved private sector
construction Federation) facilitated by someone in private sector) participation (UN Habitat work with small scale
2. Workshop 2 – Detailed information on specific PPP tools contractors in North)
currently possible in Iraq
1. Monthly day-long seminar series facilitated by trainers
who attended TOT course, with presentations international 1. Monthly recommendations on innovations – (to
Increased speed, Housing Commission, and national experts: First seminar includes visit to IHC site be included in IHC newsletter)
NT-12: Innovations in
efficiency and quality housing contractors, other and orientation to facilities and information. Participants to 2. Each participant has list of information sources
Construction
of construction housing providers choose topics after first seminar, which might include: for innovative building techniques of interest
building materials, building techniques, low-income housing (Arabic and/or English)
solutions.

5.3.3 Case Study Applied Research

In addition to applied problem solving research, the Iraqi Training and Knowledge Center for
Housing shall initially conduct a series of studies on show cases aimed at designing training
materials, directing housing sector policies and outlining strategies to evaluate the critical
situation in Iraq.
Rather than academic research, the IHITC will carry out a series of case study and issue-
focused research that aims at the development of training support materials, feeding policy
and strategy development based on assessment of critical Iraqi issues.
Research is geared to institutional analysis and the assessment of government policy
effectiveness and implementation impacts for housing and urban development sectors. Initial
research priorities will be to support the development of guidelines on four topics previously
identified by UN Habitat as priority:
o Housing needs and affordability
o Housing and land delivery
o Building materials and construction sub sectors
o Housing market information management
The IHITC will also be responsible for documenting lessons learned in establishing this
Center as a guide to other organizations in Iraq which want to establish similar Centers or
sub-Centers. The IHITC will, in collaboration with UN Habitat, identify a consultant to assist
with development of these guidelines. The consultant will develop draft guidelines, to be
discussed in a series of workshops with key players. The IHITC will facilitate this process,
and will document the lessons learned in the process in order to develop a standard
methodology for development of guidelines.
In the first two years, the main task will focus on collecting, storing and disseminating
existing research in order to establish the IHITC’s reputation as the key source of information
on planning for housing and construction in Iraq.
In the second year, The IHITC will establish a database of all research organizations, within
and outside of Iraq, working on housing and construction topics relevant to Iraq. It will
conduct a GAP analysis to identify gaps in research and propose specific topics for further
research by the IHITC beyond the four topics noted above. It will also identify funding
sources and collaborative partners for research.
The IHITC newsletter will provide quarterly updates on research being conducted on housing
in Iraq.
5.3.4 Consultancy Services
The Iraqi Center for Housing may in the long run provide pay consultancy services for other
government bodies and for the private sector. This may take also the form of individual
consultations by the Center’s employees, who may search for information in the databases
for the benefit of the private sector and provide consultancies and advice for it.
Such services will take two forms:
1. Fee paid services for international and national private companies, and other
government agencies (at special rate). Some services can be provided via internet,
such as information searches and literature reviews.
2. Free services for the general public in the form of standardized plans, estimates,
brochures and leaflets on relevant issues
Initially, sharing of knowledge should be provided for free in order to establish the credibility
of the Center. It will be the best form of advertising to provide useful, targeted information to
clients.
In conjunction with the analysis of research activities, the IHITC in Year 2 will conduct a GAP
analysis of advisory services, identifying national and international sources of advisory
services on all relevant topics. This review will identify:
• Service gaps which could be filled by IHITC
• Service gaps which are now being filled by international companies and for
which IHITC could assist Iraq organizations to fill
• All services currently available as a guide to any organization doing business
in Iraq
5.3.5 Marketing and Communication
This study proposes a wide communication network. The Center’s director and employees
shall formulate a detailed workplan for communication and marketing and shall personally
abide by it. The main task in the first two years shall be wining the support, commitment and
respect of MoCH employees. Once they are convinced that the Iraqi Center for Housing has
became a credible and effective institution, they shall use it more and promote it amongst
their friends in other ministries and in the private sector.
A certain logo may be used to develop publicity, interest and commitment of a given
institution or sector such as the housing sector, or for a certain service provided by a certain
body. Thus the director and subordinates shall work to design a logo to be a distinguished
symbol of the Iraqi Training and Knowledge Center for Housing.
Suggested activities in the first 2 years include;
• Establish a welcoming, stimulating and professional looking physical environment
with basic information available (the key documents, several simple databases) before
inviting visitors
• Conduct a “soft opening” of the Center as soon as facilities are in lace by inviting the
Board of Directors and selected key officials from within MoCH and counterpart agencies to
a tour of the Center
• Ensure media coverage of the “soft opening
• Follow this with a series of tours (one per week) for senior officials from the various
MoCH entities, followed by similar tours for senior officials in other entities (public and
private sector). The goal should be to have one such tour every week.
• Identify “communities of practice” on subjects of interest to the housing and
construction sector. These are discussion groups, and e-mail networks of people with similar
professional interests. Publicize information on these groups throughout the Ministry
• Establish a simple monthly e-mail update to be sent to all MoCH staff, and to all
interested parties. Use simple database programs (MS Access, for example), for
establishing a comprehensive mailing list of people interested in housing development in
Iraq
• Conduct a monthly seminar series on key policy issues, which will be used to
improve networking, and to gain input from key stakeholders on policies. Guest speakers
should be invited, and the Training Director should facilitate the discussion. These seminars
can in the future be used to present draft guidelines, policies, etc. Suggested topics are:
o Constraints to private sector housing development – open discussion
o Housing finance – opportunities and constraints

• Participate in workshops, seminars, on the housing sector in order to gain exposure

for the Center
• Establish a reputation as a location for discussion/seminars, both formal and
informal, on key policy topics. Obtain private sector sponsorship for provision of very simple
snacks to invite participants to “brown bag lunch” discussions on key topics of interest. Invite
NGO officials, private sector officials, university professors, staff of counterpart agencies to
present their views on the housing sector. Invite senior MoCH officials to attend and hear
their views.
• Establish the IHITC website as early as possible. Initially, it can show goals and
objectives, links, simple database lists as per above (training opportunities, internet links to
available reports on the Iraqi housing sector). In the long run, it should provide access to all
publicly available data in the IHITC and MoCH, including GIS data on land use planning.
• Establish a relationship with the MoCH public relations office and provide support
where need to PR activities through development of brochures, posters, which explain
housing policy and plans.
The Director of the Center and his direct assistant should be responsible for ensuring these
activities take place, along with the assistance of the various units. A local consultant with
expertise in communication should be hired sometime in the first six months to guide the
Director in implementing a detailed communication plan.
5.4 Physical Facilities
Figure 5-2 is a general proposed program of the main function areas of the IHITC3.
Figure 5-2 Main Function Areas at the IHITC
3
This is not an engineering floor plan; it is mainly intended to demonstrate the needed area functions

As can be seen in the Figure, the main components of the IHITC include
1. Customer service/reception area
2. Offices
3. Documentation center, which will include at least one computer terminal with access
to databases and on-line documents
4. Meeting area which can also serve as seminar room for small seminars holding up to
15 people
5. Two training rooms, each holding up to 20-25 participants
6. Print and copy area, which can also house the IHITC’s server
7. GIS Lab (covered in more detail later)
Other auxiliary areas such as storage, lavatories, etc. will also be needed.
The IHITC will also make use of other MoCH facilities, such as the Ministry meeting hall, the
computer training center which has full set of computers already installed for training, and
the Manpower Directorate Training center.
Training activities will not always necessarily be conducted in the Center – the Center staff
and its affiliates will often move out to locations in other MoCH entities and beyond to
conduct training, which also supports the outreach function. In the long-term, additional
rooms and facilities will be needed to support research and advisory activities.
The training rooms will be equipped with high standard of furniture plus pull-down screens,
datashow, video and television system, slide projectors and overhead projectors. The IHITC
will be also equipped with an internal network which should be connected to a Ministry-wide
computer network. Internet service will be available for all visitors to the Center.
The proposed Knowledge Management System should be an integral part of network based
facility management system. The idea is to have a central place to store the needed
information for easy and quick reference at any time in the future. A Knowledge
Management System can take information in a variety of forms from different sources. A
good Knowledge Management Center actively seeks out information for incorporation into
the system.
The center should be the destination for free and helpful information including white papers,
case studies, free web seminars and e-newsletter. This information should be organized
and controlled through a special type of software that can:
 Improve learning and foster innovation by streamlining information access and
retrieval, putting content in context
 Organize information for easy retrieval and use, in order to enhance the ability of
housing sector specialist to improve self-learning, decision making and project
implementation
 Categorize and assess available documentation and enable organizations to identify
knowledge gaps.
The Knowledge Management System will consist of:
 Small library with hard copies of reports, books, maps, newsletters, magazines
 Information retrieval stations with electronic documentation, including Internet
access, access to GIS data
 Access to data available through MoCH Intranet, and selected information
accessible via IHITC website

 Customer assistance (on-line or in person) to guide clients in retrieving and utilizing

information
For managing the data storage and retrieval functions, there is a range of software available,
starting from simple MS Access database systems to GIS, to more sophisticated knowledge
management software. The Knowledge Management requirements of the IHITC are:
 Simple data entry, retrieval and access.
 The ability to design database systems to IHITC needs.
 Single interfaces to all information resources.
 Logical information mapping.
 Ability to move to any scale, and to integrate and update databases
 Graphs and information about the stored data and projects done.
 Ability to link to web/Intranet
In order to establish simple databases and documentation retrieval immediately, it is
recommended that the IHITC start by using MS Access. Eventually, this can be upgraded
and integrated with the GIS system. With this, the IHITC will be able to:
 Accelerate information discovery by connecting users with the right information at the
right time.
 Reduce manual categorization of large amounts of content, building comprehensive
taxonomies, and simplifying knowledge sharing.
5.5 GIS Sub-Unit
GIS and MIS are fairly new to Iraq not only for the housing sector, but for other sectors as
well including infrastructure, telecommunications, transportation, etc. The long years of
sanctions have prohibited Iraq from keeping up with the progress of technology and the
computerization/digitization of information. GIS has been successfully used worldwide as an
important tool to study and analyze housing and use management. However, the successful
establishment of any GIS and database system generally requires three main levels of
progress:
• Assessing existing information management system and strategy including existing
Database systems, data availability, and maps availability.
• Identify the needed hardware, software, data availability, data validity and GIS data
mapping.
• Creating an integrated GIS system.
For the MoCH, and as was seen earlier, there is a unit under the Department of Information
Technology specifically for GIS. Although the MoCH and some of its subsidiaries are
currently attempting to establish GIS systems for application, such attempts are still in their
infant stages. For instance the GIS Unit at the MoCH still faces problems introducing the
advantages of GIS usages to the other MoCH units and departments. The Unit aims to
complete GIS representation in other ministry companies, establishing of a network to
transfer data, establish a database, and application of GIS systems in ministry activities and
decision making. In other words, the MoCH through the GIS Unit, still needs to go through
the three stages identified above before they can implement a comprehensive and effective
GIS system.
Although still in need of significant capacity building, training, and equipment, the GIS Unit at
the MoCH can eventually evolve and be able to assume the role anticipated of it. However,
GIS related training and capacity building will also be needed in other

departments/subsidiaries of the MoCH to promote the use of GIS and to improve the flow of
information between the various departments and divisions. The proposed center could be
an effective vehicle in introducing such change. It could also be a very effective tool in
assisting the GIS Unit to make MoCH officials and departments realize the importance of
GIS and its application in their various departments, and would be the focal point for the
provision of training and capacity building for other MoCH staff on GIS. Considering the
relevance of the MoCH’s work to other governmental entities (e.g., MMPW, MoB, and
others), the center can also provide the GIS related training and capacity building to staff in
those organizations. In addition to the technical benefit to the MoCH, such training
provision will help the center generate income to help it sustain its operations. Target
trainees will also include engineers and technicians from the private sector as well.
This section of the report outlines the following three areas:
• Importance of and potential uses and applications of GIS at the MoCH in general.
• The GIS related role, mission and objectives of the proposed center
• A detailed plan of GIS training lab requirements and information system network
requirements to meet the above objectives;
5.5.1 Importance Of and Potential Uses and Applications of GIS at the MoCH
In the short to medium term, it is not expected that the MoCH will be able to utilize GIS in the
housing sector to the same extent as in developing countries. The main technical
responsibilities of GIS related activities will most probably remain with the GIS Unit at the
MoCH, however, the proposed center will act as a support vehicle to the Unit in spreading
such applications throughout the MoCH (and probably other relevant ministries).
The power of GIS stems first from its visual capability. A GIS map displays relationships in
the physical world that would be invisible when viewed on a spreadsheet or in a text report.
The type or amount of information available about a particular location that can be displayed
and analyzed in a GIS map is almost unlimited. For instance, a basic map of any
geographic area that is being considered for a housing project shows only the name,
location, and boundary of the area. A GIS map can show the census data of the area, the
exact locations of utilities serving the area, if any, auxiliary services available in the area,
and many other relevant information. This view on the area can help decision makers on the
candidacy of a location for a housing project, its advantages and disadvantages, additional
needs, etc. However, GIS can only do this if such data is available and is entered into the
interactive database.
In other words, Geographical information systems (GIS) can be useful in helping to inform
decisions on resource allocation to meet housing needs. Working from census and other
survey data, enhanced with detailed information means that GIS can provide a desktop tool
at a moderate cost. GIS can help investigate the relationship between the housing and
generalized measures of need not just at one geographical point such as a local authority
district but at a wider range of areas. Thus, it can be used to identify the scale of, for
instance, surpluses of housing over a region. This clearly will be important to the MoCH
where there is doubt about investing in a new housing project. In MoCH housing projects,
the potential uses of GIS range from the allocation of capital resources and guiding
investment decisions to matching prospective tenants with appropriate properties.
GIS is one of the technologies to better control and manage the existing development
including housing and urban development. If properly utilized, the MoCH and other
governmental entities like the MoB can use it as a tool need to identify areas and groups of
people who require access to housing in the various areas of Iraq.
With Iraqi cities growing at a faster rate, the local authorities are limited in resources to
properly manage and control the development, particularly physical development. Control
over development is critical for better urban design not only for existing areas but also for the

future, which can be accomplished through the proper utilization of GIS. Another application
for GIS that the MoCH can benefit from is housing market analysis and surveys.
In the area of housing and community development, GIS can be used in a number of areas
including, site selection, targeting and resource allocation, identifying housing needs, target
populations, and analyzing housing and community development data/projects to determine
where investments are being made.
5.5.2 Mission and Objectives of the GIS Lab
With the wide and diverse GIS applications in the housing sector, the MoCH needs to
develop its capacity in the use and utilization of GIS. The GIS side of the proposed center
will be in the form of a GIS training lab that is sufficiently equipped and staffed to provide
such training as per coordination and direction of the GIS Unit at the MoCH. The main task
of GIS Lab within the proposed Center is to be a source for spatial analysis pertaining to the
housing and construction sector in Iraq. It seeks to provide training and support research
works of geographical nature. Its support activities include obtaining data, conducting spatial
analysis, drawing up applications, evaluating, educating and training.
Other short term objectives of the GIS lab include the following:
• Provide technical support to the GIS Unit at the MoCH (training needs assessments,
identification of equipment needs, data acquisition, spatial analysis, application development
and evaluation, etc.)
• Provide training to other governmental and private sector trainees in GIS as a
revenue generating activity of the proposed centers
• Acting as a facility that could be used by universities and academic institutions in Iraq
for GIS related research
• Act as a liaison for the MoCH GIS Unit to keep up with updates in the technology,
communicate with software providers, and other housing related GIS service providers
• Support the information function of the IHITC (for example, by coordinating closely
with the Urban Observatory Unit)
5.5.3 Staffing
In the initial stages of operation, there will be a full-time lab director/technician. It should be
emphasized that competent GIS experts are hard to come by in the region. Therefore, it
may be that the candidates for the technician position will have to undergo extensive training
before he/she can assume the envisioned role. Also, during the initial stages of the lab’s
operation, it is envisioned that freelance or external trainers will be needed. Those will be
recruited in accordance with the training requirements.
The minimum ideal qualifications of the technician are as follows:
This person will serve as the GIS Lab Director/technician who will mainly work with
MoCH staff (especially at the GIS Unit) to increase GIS use and support in the
MoCH. The director will also teach introductory and in-depth workshops in GIS and
GPS. Other responsibilities include assisting the GIS Unit in with curriculum
assessment and development. He/she will work with MoCH staff members to
support the continued development of the GIS Program at the ministry. He will also
supervise GIS Lab technicians and the freelance trainers in the initial stages. The
director will also make recommendations on new software, hardware and datasets
necessary to support the GIS program at MoCH.
The lab director will report to the center director and will also be able to provide
reference services, research consultation, online searching, collection development,
and bibliographic instruction, developing/delivering traditional and digital library
services that facilitate education and research, specifically in the area of geographic

information systems. Another important role for the director is to participate in grant
proposal writing since the center will be operating on a commercial basis.
With GIS being a fairly new application at MoCH, the lab director shall have the
ability to understand the change process and how it will impact daily activities at the
MoCH; and the ability to change strategies/behaviors in response to changing
priorities and conditions.
The director must have a degree in engineering or a related field with three or more
years of progressively responsible experience in an academic or training laboratory
environment. Must have at least 2-3 years experience in GIS, hands-on experience
using ESRI software products, and experience teaching GIS to a governmental
organization community. Some supervisory experience is needed along with the
ability to gather data and write clear, concise reports. Demonstrated administrative,
organizational, and problem-solving skills. Experience in grant writing and project
development; outstanding written and oral communications skills. Significant
experience with the Internet and web-based technology. The ability to interact
effectively with lab colleagues and all members of the MoCH. English capabilities is
a must.
5.6 Archiving and Library
Over the last ten years or so, many documents have been developed and made available
and distributed in electronic form. There has been a migration from hard copy documents to
CDs, or "read only" electronic books viewable via the Internet using web browsers via
hypertext links or uniform resource locators (URLs), This offers instant access. Documents
are now able to stand the test of time and can be reprinted if necessary when needed.
The documentation and archiving area in the IHITC should aim at providing sources of
information, both national and international and in languages of Arabic and English as a
start, and makes them available to all users whether from the Ministry or not.
The library should present a large selection of books, dissertations, periodicals, conferences,
groups of journals, encyclopedias, dictionaries, and scientific research in both forms of hard
and soft copies. Google now has put almost all existing books on the Internet. Visitors to the
Center will be guided in using this search engine in order to view books online and print
selected pages without having to purchase them.
The library should have a program for its development including periodical maintenance of
books and their covering, internal and external loans, making periodical lists of the recent
collections, answering the enquiries of users, photocopying…etc. In addition, the staff
members of the library are well trained through attending professional conferences and
workshops in order to be able to submit better service and increase the performance of the
library.
The library should make use of international accepted electronic information systems such
as CDS/ISIS database software to build its database. This should enable the user to
technically deal with the records according to the international rules and regulations.
The CDS/ISIS is an advanced non-numerical information storage and retrieval software
developed by UNESCO since 1985 to satisfy the need expressed by many institutions,
especially in developing countries, to be able to streamline their information processing
activities by using modern (and relatively inexpensive) technologies.
The major features of the CDS/ISIS software are:
 the handling of variable length records, fields and sub fields, thus saving disk space
and making it possible to store greater amounts of information;
 the handling of repeatable fields;

 a data base definition component allowing the user to define the data to be
processed for a particular application;
 a data entry component for entering and modifying data through user-created data
base specific worksheets;
 an information retrieval component using a powerful search language providing for
field-level and proximity search operators, in addition to the traditional and/or/not operators,
as well as free-text searching;
 a powerful sort and report generation facility allowing the user to easily create any
desired printed products, such as catalogues, indexes, directories, etc.;
 a data interchange function based on the ISO 2709 international standard used by
leading data base producers;
 an integrated application programming language (CDS/ISIS Pascal and the
ISIS_DLL), allowing the user to tailor the software to specific needs;
 functions allowing the user to build relational data bases, though CDS/ISIS is not
based over a relational model;
 Powerful hypertext functions allow the design of a more complex user interfaces.
An initial list of books of reference materials to be included is included in the Appendix.

5.7 Services Planning

As shown earlier, the short-term objectives are meant to achieve credibility, trust and high
awareness of the Iraqi Center for Housing through direct support for policy formulation and
training courses in order to establish the Center as THE place to obtain information
pertaining to the housing sector by the end of 2008. A detailed short-term plan shall be
formulated at the workshop to discuss this subject and the proposals.
The center will be established as a section in its initial stage. It will be directly reporting to the
Minister of Housing. In the same time, administrative steps shall be taken to establish it as a
state-owned institution. In order to be able to charge fees for the training courses offered
and in order to enjoy a certain degree of financial and administrative independence on the
longer term.
By the end of 2008, a workplan for the Center that includes the expansion of research and
consultancy services operations shall be finalized for the period 2009-2013.
5.8 Financial Management/Sustainability Plan
Although most similar centers that were reviewed and studied for this survey receive mainly
government funding, some do cover the costs of some services and none enjoys total
financial independence. Hence the Iraqi Center for Housing can not be established without
financial commitment from MoCH since it needs funding to undertake its work in the long
run. The Center also needs the commitment of the high management to consolidate it via
linking it directly with the minister and providing it with the necessary institutional support.
The sustainability of the Center depends on full commitment from senior management which
it has received, in addition to the structure in which the Center Manager reports directly to
the Deputy Minister.
Once established, donor funding can be sought from UN Habitat, and other donors which
are funding capacity building activities in the construction sector – USAID, ESCWA, JICA,
UNDP, and others. The MoCH senior management, and the IHITC, should encourage these
organizations to channel their funding through the Center for training and research activities.
The Center will also be in a position to seek additional donor funding and eventually to raise
its own funds through training activities.
An illustrative budget for the first 2007-2008 is noted in Annex 6. This budget covers the
following items:
• 5 staff members, as chosen from existing MoCH staff
• Link to the MoCH computer network
• Utility costs
• Training (including English language training as recommended by this report0
• Office furniture
• Hardware and software for archiving, GIS sub-unit, and Urban Observatory
As soon as the IHITC is registered as a state-owned company, any funds provided will be
deposited and managed separately from MoCH funds.
In the long-term, the IHITC can charge for training courses, as well as improve its own
fundraising capabilities with donors once its reputation is established. It can also charge for
research and information dissemination activities, with a sliding fee scale, depending on the
client (i.e., public or private sector, individual or organization). It can also apply for funding
for research conducted with Iraqi or international organizations.

Based on current rates in Baghdad, the IHITC could charge up to ____ for a 5-day non-
residential course. It could pay trainers up to _____ day in order to access highly qualified
staff.
All training for MoCH will be managed through the IHITC and be managed as IHITC/MoCH
training. It is proposed that the additional training will be funded, through the IHITC, by UN
Habitat. The IHITC should also seek other funding opportunities and once the capabilities
are established.
For 2009-2011, a core budget to fund activities is noted, for which some funding should be
provided by the MoCH. This budget will need refinement and adjustment in 2008, when the
detailed plan for the next phase is developed. Table 5.2 summarizes the budget total.
Budget to be completed after workshop with Iraqi counterparts

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INSTITUTIONAL AND TRAINING NEEDS ASSESSMENT

FOR ESTABLISHMENT OF MINISTRY OF CONSTRUCTION AND HOUSING

IRAQ HOUSING INFORMATION AND TRAINING CENTER

1. Contacts and interviews

3. Conduct a training assessment to identify:

2.0 THE CURRENT SITUATION

The criticality of housing, transportation infrastructure, and public facilities to the

• stakeholder discussions on importance of housing and housing finance sectors in

2.4 The Challenges

3.0 INTERNATIONAL BEST PRACTICE

• Building and Housing Research Center-Iran

Table 3-1 Areas of Research at HBRC

• Quality control for structures and steel bridges.

• Construction engineering to advance construction technology.

Corporations, Housing Finance Institutions, Private Sector organizations, NGOs, besides

• Decentralized: for the capacity building of local bodies.

Consultancy Services on a selective basis in the areas of:

Figure 3-1 Organizational Structure of CHPB

Deputy Director Deputy Director Deputy Director

Development Planning Administrative

3.2.4 Analysis and Recommendations

3.2.5 Potential Partners; Centers/Entities In Developed Countries

3.2.5.3 Asia-Pacific Network for Housing Research

Interdisciplinary Research Consultants (IdRC) 33

4.0 INSTITUTIONAL AND TRAINING NEEDS ASSESSMENT

Interdisciplinary Research Consultants (IdRC) 34

Interdisciplinary Research Consultants (IdRC) 35

Figure 4-1 MoCH Organizational Structure

In addition, there are a number of State-Owned-Enterprises (SOE’s) and Commissions that

Interdisciplinary Research Consultants (IdRC) 36

Interdisciplinary Research Consultants (IdRC) 37

Information Technology. The Commission also reported a deficiency in Information

Interdisciplinary Research Consultants (IdRC) 38

Interdisciplinary Research Consultants (IdRC) 39

• Ashur State Corporation Company

Interdisciplinary Research Consultants (IdRC) 40

Interdisciplinary Research Consultants (IdRC) 41

Interdisciplinary Research Consultants (IdRC) 42

Interdisciplinary Research Consultants (IdRC) 43

Interdisciplinary Research Consultants (IdRC) 44

Interdisciplinary Research Consultants (IdRC) 45

Interdisciplinary Research Consultants (IdRC) 46

5.0 IRAQ HOUSING INFORMATION AND TRAINING CENTER BUSINESS PLAN

Mission of the Iraq Housing Information and Training Center

Interdisciplinary Research Consultants (IdRC) 47

Objective 1-1: Establish an Urban Observatory at IHC

Goal 2: Serve as a training center for housing and construction in Iraq

Objective 2-1: Develop expertise in training needs assessment, training design,

Goal 3: Support and conduct research in key planning issues

Objective 3-1: provide research assistance in development of guidelines on four key

Interdisciplinary Research Consultants (IdRC) 48

Interdisciplinary Research Consultants (IdRC) 49

5.1.4 Target Groups and Bodies Concerned

Interdisciplinary Research Consultants (IdRC) 50

self-financed government-owned economic units. They enjoy independent juridical

Interdisciplinary Research Consultants (IdRC) 51

Interdisciplinary Research Consultants (IdRC) 52

4. The duties of the board

Interdisciplinary Research Consultants (IdRC) 53

5.2.4 Personnel and administrative structure of the Center

Director of the Iraqi Training and

Finance and Accounting Administrative Deputy