WORLD TRADE  
ORGANIZATION  WT/COMTD/W/166 
30 April 2008 
 (08-2074) 
  
  
      
 
    
 
    
TECHNICAL COOPERATION AUDIT 
REPORT FOR 2007 
 
Note by the Secretariat
 
    
 
     
 
 WT/COMTD/W/166 
Page 2  
 
  
TABLE OF CONTENTS 
 
I. EXECUTIVE SUMMARY.......................................................................................................4 II. INTRODUCTION............................................................................................................... ......9 
III.
 PERFORMANCE .............................................................................................................................. 11 
 
A. O BSERVATIONS ON THE PREPARATORY /DESIGN PHASE OF TRTA S............................................11  
B. O BSERVATIONS ON THE IMPLEMENTA TION AND EVALUATION PHASES OF TRTA S...................12  
C. O BSERVATIONS ON PERFORMANCE ............................................................................................13  
D. O BSERVATIONS ON REPORTING ON TRTA  ACTIVITIES ...............................................................27 
IV. TECHNICAL ASSISTANCE MANAGEMENT COMMITTEE (TAMC) ......................... 29 
V. SUMMARY CONCLUSIONS ........................................................................................................ 30 
ANNEX 1 ........................................................................................................................ .....................31 
ANNEX 2 ........................................................................................................................ .....................32 
  WT/COMTD/W/166 
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 ACRONYMS  
 
BTOR  Back To Office Report 
COMTD Committee On Trade And Development DDA  Doha Development Agenda 
DDAGTF Doha Development Agenda Global Trust Fund 
IDB  Integrated Database ITTC  Institute For Training And Technical Cooperation JITAP  Joint Integrated Technical Assistance Programme K&S  Knowledge and Skills 
M&E  Monitoring and Evaluation 
MTS  Multilateral Trading System  OD  Operational Divisions PEF  Participant's Evaluation Form RTA  Regional Trade Agreements 
RTPC  Regional Trade Policy Course 
RB  Regular Budget RFC  Reference Centre SPS  Sanitary And Phytosanitary Measures TA/TRTA
1 Trade-Related Technical Assistance And Training (includes workshop, seminars, 
courses, conferences, etc) 
TAMC  Technical Assistance Management Committee 
TBT  Technical Barriers To Trade TCA  Technical Cooperation Audit Unit TNS  Trade Negotiations Skills Course TPC  Trade Policy Course 
TPR  Trade Policy Review 
 
                                                     
 
 1 Used as synonym. WT/COMTD/W/166 
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 I. EXECUTIVE SUMMARY 
1. Technical assistance delivered in 2007 continue d to be well received by the overwhelming 
majority of the beneficiaries.  The data review evidence that it contributed to the Members' trade- 
related capacities by imparting knowledge and skills relevant to  meeting obligations and use 
opportunities emanating from membership.  It has al so strengthened developing countries' and LDCs' 
capabilities to more effectively participate in trad e negotiations.  The WTO TRTA providers and other 
resource persons in general made good impres sion on the participants and demonstrated 
professionalism and an impressive command of their subjects. 
2. More specifically, the performance is illustrated by the indicators below: 
 - Contribution to strengthening Memb ers' trade-related human resources:
  The estimated 
grand total of beneficiaries of the entire WT O TRTA amounted to more than 19,000.  It 
also includes those who benefited from WTO' contributions to TRTA events organised by other agencies.  By comparison, the TRTAs in 2006 reached 14,700, in 2005: 12,400, in 2004: 12,000, in 2003: 14,000 a nd in 2002 some 16,000 persons.  It should 
be noted that in reality the number of beneficiaries is smaller since many participants 
attended more than one TRTA events.  
  - Satisfaction of the participants with the results of the attended TRTA
:  A TRTA event 
is usually considered successful if at least 80  per cent of the participants rated it "very 
successful" or "successful".  This report id entified, again, a higher than standard 
satisfaction of participants, i.e. 98 per cent of them rated the attended TRTA "very 
successful" and/or "successful".  This perfo rmance is about the same as in 2005 and 
2006. 
  - TRTA providers continue to be more "r igorous", i.e. 93 per cent of them rated the 
workshops, courses, seminars, etc, "very successful" or "successful" (in 2006 the 
related figure totalled 92.5 per cent and 2005 it w as about 89 per cent).  As in last year, 
the providers' rating was based on reflecting on their observations on the quality of the 
exchanges and level of interaction with the participants and the analysis of the PEFs. 
  - Achievement of TRTA objectives (Effectiveness and Impact
):  Objectives were deemed 
fully achieved by 84 per cent of the repor ted TRTAs.  It reflects a good performance 
and a bit even higher than in 2006 (81 per cent).  TCA recommends that 80 per cent 
achievement rate, although it is ambitious and demanding, cont inue to be considered as 
a "standard expectable rate of effectiveness".  
  - Three products, i.e. the Trade Negotiations Skills (TNS) courses, two Geneva-based 
TPCs and the WTO Reference Centres Progra mme were reviewed for identifying and 
demonstrating effects and impact.  
  - Feedback on the TNS courses showed that more than 95 per cent of the participants 
expressed satisfaction with the effects of the TA while some 87 per cent marked the full achievement of the course objectives.  All participants expande d their knowledge of 
bilateral and multilateral trade negotiations.  A number of them indicated that they 
would use the knowledge and skills acquire d in the Doha negotiations, accession 
negotiations, bilateral and regional negotia tions, in advising their Geneva/Brussels-
based delegations and in their daily work. 
  WT/COMTD/W/166 
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  - Since most participants are selected from key government  ministries responsible for 
trade negotiations, this course has the potential to achieve a sustained impact on future 
trade negotiating capacity in the countries concerned. 
  - TCA welcomes the positive impact of the above described Trade Negotiations Skills 
Courses.  We believe, however, that all the courses delivered both in the field and in 
Geneva dealing with the development of trade negotiations skills would tremendously 
benefit from a cross-fertilization and a regular  exchange of experience and the analysis 
of best practices. It is recommended
 that providers of TNS courses should regularly 
consult with one another. Such a colla boration may result in a homogenous set of 
training materials and even higher impact. 
 - The evaluation of two Geneva-based TPCs, organised in 2006, aimed to find out the 
extent to which the training has influenced  the performance and achievements of the 
participants at work.  It was found that pa rticipation in the TPC was considered as an 
important asset in keeping a job, improving the quality of work, opening opportunities 
to be involved in higher level work, and even a factor in achieving promotion. 
  - The fact that 96 per cent of the particip ants were still in the same job as before 
attending the course (some eight months after the completion of the TPC), is explained 
by the explicit expectation stated among th e selection criteria that the participants 
should continue to assume WTO-related responsibilities with the nominating 
organisation at least for one year.  This a rrangement facilitated the consolidation of the 
results and further develop a nd sustain the acquired K&S. 
  - Evidence was put forward regarding broa der impact, in terms of the respondents' 
contribution to higher level of tasks, such as trade legislation, compatibility between 
national and WTO legal instruments, trade negotiations, etc; 
 
- Efforts were made to sustain the K&S bot h by the respondents and their supervisors. 
Internal reporting procedures applied in the recipient ministries provided for access to the training materials by other persons.  Thereby multiplier effects were achieved. 
 
- The TPCs programme management are most  reactive to implement participants' 
suggestions and almost every course has new, improved elements or teaching modalities.  Therefore most recommendations emanating from the evaluation referred to future ex-post evaluations of the TPCs.  The main recommendations included:  with 
a view to increasing the response rate, in th e future there is a need to sensitize TPC 
participants that in case of an ex-post eval uation of the course they should reply to the 
questionnaire and that it should be considered  as the participants' last task in the TPC
2; 
also more energetic efforts are needed to get answers from supervisors; in evaluating 
relevance the focus should be on the K&S tran sferred and in doing so use indicators, 
e.g. on the actual use of K&S; the role of TPC in career and impact on the performance of the working environment; sustainability should be looked into from the point of view 
of knowledge management both by the r espondent individual and the employing 
organisation. 
 
 - The evaluation of the WTO RFC Programme
 covered its operations between 2004 and 
2006.  Twenty-nine of the RFCs responded to the evaluation questionnaire.  This 
                                                      
2 This practice has indeed been introduced and at the completion of a TPC the participants receive a 
sample of the evaluation questionnaires (addressed to them  as well as to their supervisors) are briefed about the 
evaluation and requested to reply to the Secret ariat when the ex-post evaluation takes place. WT/COMTD/W/166 
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 technical assistance started in 1997. Over ten years the programme has expanded to 108 
countries, 25 regional organisations and 20 co untry representations (currently a total of 
153 RFCs are on the list) embracing the entir e eligible membership of WTO.  The 
programme implementation was to a large extent ad hoc and supply-driven.  The 
related field missions were managed on a one -by-one basis.  The annual expenditures 
of about CHF 330.000 do not appear to be t oo high if one takes into account that it 
included some 20-25 technical missions, hardware and software.  It was noted that during this 3 years period under review, 1178 persons benefited from the RFC-related 
technical assistance. 
 - The impact of RFCs is linked to the use of information and data  retrieved through the 
RFC at work, e.g. in trade policy formulation, preparation for trade negotiations, 
preparing notifications, etc.  All the RFCs responding to this questions confirmed such 
use and 88 per cent of them are convinced that  the RFCs play a role in national trade-
related capacity-building efforts.  It was found that 28 per cent of the respondents disseminate information to actual and potential users regularly, while the rest do it 
frequently or occasionally.  In addition, 75 per cent of the respondents also organise 
information sessions regularly, frequently or  occasionally. Seventy-six per cent of the 
responding 29 RFCs are operational full tim e and some 24 per cent function often or 
occasionally. 
 - The reliability of the Internet connection is crucial in effectively accessing WTO-
related data and information.  In this re gard 61 per cent of them had occasional, or 
frequent problems.  Eleven per cent of the respondents reported permanent problems 
with payment for Internet connection.  Here  there is clearly a need for securing funds 
for effective participation in the multilatera l trade system for which fast and reliable 
Internet connection has become a sine qua non . 
 - In some countries, where staff members have on-line desktop access to WTO, and/or 
the entire volume of information available at the RFC was copied to the server of the 
internal network, the question was raised if there is really a need for a separate RFC.  The answer is still yes as long as the RFC intends to benefit people outside the recipient ministry, e.g. other ministries, business community, academia, civil society, etc.  Sixty-seven per cent of the RFCs reported fre quent or occasional use by people from 
academia, eTrainees, business community, NGOs et c.  Fifteen per cent reported use by 
these groups of users all the time and 19 per cent of them reported no use at all. 
  - It was learned that slow or no access to Internet, poorly organised  documentation, lack 
of adequately trained RFC staff and shorta ge of space, ignorance of the whereabouts of 
the RFC, security rules to be applied in  accessing it in the host ministries' buildings, 
official working hours, etc., might lead to sub-optimal use of the Centres. 
  - However, the RFCs, as a whole, have the potential to become an important element of 
national trade-related capacity building. 
  - Once established by WTO, the sustainabilit y of the RFC lies in the hands of the host 
ministry.  Some of the responding RFCs suffer from understaffing and under-budgeting 
as well as low-speed and unreliable Internet access, others are lacking adequate office space and even basic stationery (paper, t oners, etc).  All these factors menace the 
sustainability of their services.  In this regard it is recommended
 that in the future the 
Centres, which can do without WTO, might need a minimum attention only 
(newsletters, downloadable additional information, etc,) and, at request, occasional 
follow-up in the future.  On the other hand,  the RFCs which cannot continue without  WT/COMTD/W/166 
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 WTO assistance, would need more frequent WTO interventions on the basis of 
individual needs assessment.  Overall, all the host ministries should be encouraged to respect their obligations and commitment to  the RFCs.  The exact needs should be 
triggered by the annual reports by the RFCs to WTO. 
 - It was found that 69 per cent of the respondent RFCs (in spite of their obligation) have 
never prepared an annual report about their functioning, users, results, etc., for the 
WTO.  More vigorous efforts were made in this regard, however, in 2006 and 2007 to 
redress the situation and monitor this oblig ation and sensitize targeted RFCs on the 
importance and value the Secretariat attribut es to feedback from them on the usefulness 
of RFCs.  By November 2007 this weakn ess was on the way to be remedied and the 
first batch of 11 reports (55 per cent) re quested from 20 RFCs assisted in 2005 were 
received, and after a reminder, another five. 
 - It was found that the coordination with ot her TRTA programmes was, indeed, more an 
exception than an established practice.  One important domain was the link between the WTO-established/upgraded RFCs and the Jo int Integrated Technical Assistance 
Programme (JITAP)-established/upgraded RFCs.  Since 2006 the coordination has 
improved and the ITTC's RFC Unit in prepar ing its programme of work takes into 
account of the African countries in which JI TAP has established RFCs.  As a result, 
with a view to avoiding overlaps and dup lication, when a WTO technical mission was 
scheduled to such a country, it was undertak en as a reinforcement of the existing RFC 
in the host ministry. 
 - The evaluation recommended that current prio rity to maximize the number of technical 
missions a year be revisited and new avenues of RFC-assistance be explored.  For instance, the time seems to be right to provide for regular exchanges of experience 
among the RFCs and helping them to create a network.  Thus more time would be 
available for in-depth management and refocusing of the programme. 
 - With a view to further improving the efficiency, it was recommended 
that WTO's other 
TA activities, including eTraining, should capitalize on the availability of the RFCs and 
the host governments should make the RFC an integrated component of their national 
capacity building efforts. 
 - Efficiency of TRTA activities:   During the period under review the efficiency of the 
reported TRTAs was found high.  Eighty-two per cent of the TRTAs were deemed very 
efficient and nine per cent were rated at satisfactory efficiency.  The results match the 
standard rate of success (80 per cent).  In ot her words the large majority of the TRTAs 
were deemed both effective and efficient.  Good efficiency often was attributed to 
factors such as cost sharing with other agencies, organising back-to-back missions, improved preparations and prio r circulation of the programme and training materials, 
which reduced the cost of reproduction of documents in hotels, etc. 
 - On the other hand, some TA providers identified TRTA elements that pulled down 
efficiency, e.g., non-availability of simultane ous interpretation, interpreters paid by 
WTO, power cuts during presentations, slow In ternet speed, or non-availability of it in 
demonstrating the effective use of WTO's services and databases, organisation of TRTAs without due regard to the heavy ag enda of the on-going negotiations that 
influenced the rate and composition of participants, etc. 
  - TCA noted other factors, some of them are not new, that negatively influenced 
efficiency, e.g.: last minute revisions and/or preparation of presentations, papers, still WT/COMTD/W/166 
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 occur, which clearly made the delivery l ess efficient by increasing the on-the-spot 
reproduction and communication costs.  Such  actions were explained by too much 
work and no time for sufficient prepara tion.  Regional workshops, that were not 
attended by a good percentage of the invite d countries, while advance payments for 
hotel bookings for full participation had to  be made, also influenced efficiency 
negatively. Reasons for this phe nomena should be explored.  From the point of  view of 
capacity-building, the value of workshops a ttended by more than a hundred participants 
is highly questionable. 
  - TCA wonders, even if the participants, e.g.  of RTPCs, need the best expertise to be 
shared by Geneva-staff, it is really worth ma king people travel long distance for one or 
two days to deliver a few lectures.  This pr actice is not only daunting on the persons but 
involves high costs too.  To meet such  needs the more frequent use of video-
conferencing is recommended, as an alternative. 
 
 - Most of the weaknesses can be remedied by better identification of needs, improved 
planning and organisation of work.  Furt hermore, a better awareness of the cost 
implications among TA pr oviders would certainly improve efficiency.  
  - Gender balance among the beneficiaries of WTO TRTA: 
 Equal opportunity and equal 
treatment of both men and women in TRTA is a basic principle.  It should be respected 
and promoted in all workshops, courses, se minars independently from their subject, 
duration, location or source of funding.  TCA' s review of the reports received show that 
women's proportion among participants in 2007 increased to 39 per cent, which is higher than in the year before (37 per cent).  This is a laudable development. 
 - Implementation of recommendations:
 This report benefited from the review of the 
implementation of the recommendations included in the last year's TCA report.  Overall 
the picture is favourable and the respo nding divisions rendered account of progress 
made in the areas of TRTA design, implementation and dissemination of methods, tools and results.  The implementation of the recommendations is described in the sections concerned.  
 - TCA is aware of the fact that improvement is a process and the efforts to maintain 
WTO comparative advantages in TRTA, to make it even more relevant, the results 
more sustainable and its management more e ffective and efficient, takes time.  We are 
convinced that the appropriate and systematic action on the agreed-upon recommendations of the strategic review and on the recommendations included in TCA 
reports as well as the application of the less ons learned will further improve the quality, 
relevance and impact of WTO TRTA activities. 
 - During the period under review TCA continue d to assist in the office-wide application 
of the concepts and methods of the results -based management in TRTA.  It should be 
mentioned that the importance of integr ating evaluation with other management 
functions is still not yet generally unders tood, accepted or exercised.  Office-wide 
change in perceptions, approaches, behavi ours, operational management practices etc, 
is slow.  Evaluation culture is improving, but it has to progress further until all staff 
concerned with TRTA become results and effect -oriented.  Also key to this progress is 
the explicit expectation from senior manage ment regarding the timely and analytical 
reporting on TRTA activities and the systematic follow-up to recommendations.  In other words, there is still room for improvement.  In this respect TCA has regularly 
shared its observations on BTORs with the authors, recognized good quality or, when it 
was due, suggested ways of improving TR TA planning, design, implementation,  WT/COMTD/W/166 
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 evaluation, and reporting in the future.  The positive reaction of the staff concerned, as 
well as the weaknesses encountered, encourag es TCA to continue with this kind of 
support service in order to further the quality of the technical cooperation activities and their reporting. 
II. INTRODUCTION 
3. This is the Technical Cooperation Audit's (TCA) seventh annual report on trade-related 
technical assistance (TRTA) activities of WTO implemented between 1 January and 31 December 2007.  The report covers the entire TRTA cycle and, accordingly, addresses a few selected features of  the planning, design, delivery, evaluation of and repor ting about TRTAs delivered in 2007.  It is based 
on the analysis of information and data on the ke y results achieved, the recommendations as well as 
lessons learned emerging from evaluations by TRTA  providers of ITTC, the operational divisions 
(OD) and those gathered through TCA's eleven on-site
3 and two ex-post evaluations. 
4. In accordance with the mandate defined by th e Doha Development Ag enda, during the period 
under review, WTO continued to use TRTA as a mean s of action to transfer knowledge and skills on 
WTO issues, and disseminate vital information on the status of the ongoing negotiations.  The 
Technical Assistance and Training Plan 20074 defined the boundaries of the TRTA and reflected and 
confirmed a common understanding of its scope. A ccordingly, TRTA was delivered to Members 
through a number of products outlined in the Plan and implemented by the WTO staff or together with 
those of other partner institutions. It was deliver ed in four key areas: a) general WTO-related 
technical assistance and training; b) specialized a nd advanced training and technical assistance; c) 
academic support for training and capacity building: an integrated approach and d) support training 
and technical assistance facilities. 
5. The technical assistance in these areas took the form of national and regional courses, 
seminars, workshops, conferences and input provided  at request to other organisations' TRTA or 
WTO-related meetings. The quantitative results  were slightly higher than in 2006. 
Year of implementation Number of TRTA activities 
implemented 
2005 462 
2006 486 
2007 508 
6. Overall, the persistently high number of TR TA activities coupled with more than optimal 
number of beneficiaries (39 on average reported to TCA in 2007) is not a new observation, it has been 
made in several earlier TCA reports.  The average duration over the years has not changed really, it 
fluctuates around four days (3.95 days in 2007; 4.11  days in 2006 and 4.08 days in 2005).  It should, 
however, be mentioned that the Secretariat, with a view to meeting the great many requests of the 
Members, has made its best to deliver as many as possible workshops, seminars, courses, technical 
missions, etc, either in the form of regional or nati onal activities.  This finding  leads us to repeat the 
observation made in TCA's Annual Report in prior y ears, i.e. the great number of TRTA activities, 
although it appears to be welcomed and needed by the Members, also involves the danger that scarce 
resources for TRTA are spread too thin.  This is a real danger particularly if one takes into account 
that external resources for TRTA did come in an erratic manner, which made the Secretariat to 
quickly catch up with all those TRTAs that had to  be postponed or reorganized within the necessary 
funds arrived.  TCA is convinced that more c onscious and organized efforts are needed and new 
avenues identified to reduce the great number of TR TA activities, increase their duration, use the time 
                                                      
3 Annex 1. 
4 WT/COMTD/W/151. WT/COMTD/W/166 
Page 10  
 
 more efficiently and make the TRTAs more in-d epth and directly linked to empowerment and 
national capacity building. 
7. During the period under review a wide variety of  needs of the Members were addressed based 
on the flexibility built into the implementation modalities of the plan. Improvements on the delivery methods of individual workshops, c ourses, etc, continued, including, inter alia , the preparation and 
wider use of more exercises, case studies and inter-active methods. TCA welcomes that, based on 
feedback gathered through monitoring and eval uation of TRTA.  The implementation of the 2007 
TRTA plan continued to put more emphasis on tailo ring training and dissemina tion of information to 
the needs of the participants. 
8. TCA believes that having funded almost three t housands of TRTA activities of small size and 
short duration, which benefited an impressive group of almost 90,000 persons
5 in the last six years, 
Members rightly endorsed the introduction of biennial TRTA planning for 2008-09.  The Plan, in principle, provides for more systematic planning and implementation of TRTA that should lead to 
sustainable trade-related national capacities. 
9. The ITTC continued to act as a recognised cen tre of coordination, planning, delivery of 
TRTA activities and monitoring the use of the DDAGTF. Likewise continued acting operational 
divisions (OD) that deliver the majority of TRTAs. TCA observed, however, that during the period ruled by financial uncertainties regarding TRTA  delivery, although some activities had to be 
postponed, reorganized or even cancelled, the gene ral reaction was vastly dominated by waiting for 
better days when money flows in again and we can do business as usual.  We believe that for such a 
"crisis" situation, which also occurred at the beginning of 2008, a contingency plan should be 
prepared and put into effect, and the slack period s hould be used to change priorities, develop more 
and better "software" for the workshops and courses.  In other words, a kind of a risk management 
approach should be followed since late coming of payments to the DDAGTF may occur again in the 
future. 
10. Collaboration with other agencies in deliveri ng TRTA activities continued in the period under 
review.  From among the many cooperating part ners one may mention ITC; UNCTAD; UNIDO; 
IMF; WIPO; the World Bank; the regional banks; th e donors' organisations; the JVI in Vienna; IDLO 
in Rome; the host universities of regional TPCs in  Chile, Hong Kong, Jamaica, Kenya, Morocco, 
Namibia, Singapore, etc. 
11. Overall, the TRTA results continue to demonstrat e that the great majority of the beneficiaries 
of the WTO TRTA activities were highly satisfied with the effectiveness, efficiency and timely 
delivery of the programme of workshops, semina rs and courses as well as with the knowledge and 
skills imparted. 
12. This report analyses aspects of performance in preparing, designing, implementing, 
evaluating and reporting about TRTAs and includes c onclusions and recommendations in the sections 
concerned.  Furthermore, in order to illustrate effects and impact it highlights the main findings of an 
annual synthesis of courses delivered in the field dealing with trade negotiations skills, as well as 
those of the ex-post evaluation of two Geneva-b ased Trade Policy Courses and the evaluation of the 
WTO Reference Centres Programme.  Wherever appropr iate the report highlight s developments in the 
implementation of recommendations made in earlier TCA reports. 
                                                     
 
5 This high figure does not necessarily identify 90, 000 different individuals. Many participants have 
certainly attended many more than one course, seminar, workshop, etc., particularly from small countries which 
have limited number of staff dealing with WTO matters. Others may have shown interest in new developments 
in the subject matter over the years.  WT/COMTD/W/166 
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 III. PERFORMANCE 
A. O BSERVATIONS ON THE PREPARATORY /DESIGN PHASE OF TRTAS  
13. The performance of TRTAs is influenced by th e quality of work in the preparatory/design 
phase.  A well prepared and designed TRTA workshop, seminar, etc, facilitates to measure and manage the performance.  A good design is tran sparent in terms of clearly describing the 
beneficiaries' group, the expected results and the wa y they are to be brought about and measured.  It 
also serves as basis for the accountability of the TA provider(s) to deliver the planned benefits on time 
and in the expected quality and within  allocated budget.  One of the ma jor criteria of a good design is 
the quality of the objectives to be achieved since it dete rmines the benefits that the participants should 
gain.  The following table shows the kind of objectiv es TA providers set out to achieve over the last 
three years: 
Quality of TRTA objectives     2007       2006        2005 
(rounded %) 
Real objective, reflecting benefits to be gained by participants 72 72.3 60.19 
TA provider's activity set out as an objective 20 23.30 34.47 
TRTA output set out as an objective 1 2.0 3.40 
No objective indicated 7 1.4 1.94 
 
14. On the one hand, the table reflects that almost three-quarters of the TA providers have 
understood that WTO seminars, workshops, courses,  etc, should focus on the expected results 
whereby participants gain impr oved knowledge and skills. On the other hand, the table appears to 
point to the stagnation of the number of TRTA activ ities that set out real objectives.  The percentage 
of those TRTAs that set out their resource pers ons' own activities, or outputs as objectives of a 
workshop, seminar, etc, or did not reply at all,  totalled about 28  per cent, which points to the 
persistence of the "just do it approach". 
15. It is noted that the expected  end-results were more frequent ly announced in the convocation 
letters of the TRTA events and reflected in the ob jective(s) indicated in the Participant's Evaluation 
Forms (PEF) prior to the activity.  It is also welcomed that more TA providers announced the 
objectives to be achieved at the beginning of a partic ular TRTA, which is important since the original 
convocation letters circulated to the recipient gove rnment authorities may not always be copied to 
individual participants.  One might conclude that af ter six years of systematic planning and design of 
TRTAs, the majority of TA providers seem to have become more effect- and result-oriented. 
16. Nevertheless, it still happens that TA providers  from the same division deliver workshops, on 
the same subject matter and sometimes well, so metimes poorly formulated objectives.  This inter alia , 
points to an insufficient communication or lack of exchange of information within the division(s) 
concerned.  Regular intra-and inter-divisional ex changes of views and experiences of TA providers 
would be highly desirable and it is recommended  to set out agreed-upon objectives and ensure that all 
TA providers attribute the same meaning to them. 
17. We have to reiterate that the quality,  inter alia , depends on the knowledge, adaptation 
capability and willingness of the TA providers to  apply the established design and evaluation 
procedures and tools, their readiness to exchange and learn from relevant experiences of other TA 
providers both within and outside the division.  Last  but not least, it also depends on the expectations 
of the senior management and the priority it attaches to TRTA. 
18. As suggested in earlier TCA reports, a formal c ontrol/verification of the consistency in the 
strategy to deliver cumulative benefits for the Members and the coherence in TRTA designs need 
more conscious and organized efforts.   In exploring the status of TCA's recommendations on quality WT/COMTD/W/166 
Page 12  
 
 control, it was found that in some divisions TRTA pr ogramme designs are left to the discretion of the 
TA provider responsible for its delivery, while in ot her divisions a kind of an informal quality control 
is exercised by a more senior staff member. In some other divisions TA providers need to submit the programme, power point presentations and exercises to  the Director for approval, with the aim of 
harmonizing the delivery of TA provided by the Division, besides assuring a desirable quality level in 
their activities.  Furthermore, it is important to hi ghlight that some divisions developed guidelines for 
the divisional TA, which must be followed in every activity. 
19. With a view to strengthening the TRTA developm ent process, the directors have an important 
role by continuously encouraging TA providers  to better planning and delivery and gathering 
feedback on results, effects and impact.  It goes without saying that TCA is ready to give advice also 
on the design aspects of TRTA activities to all the TA providers.  Therefore it is recommended
 that 
TRTA providers should regularly use TCA's services for assistance in the formulation of TRTA designs, e.g., setting out objectives, performance i ndicators, targets, evaluation procedures, gap-
charts, etc. 
20. In summary, TCA acknowledges the work put into the improved planning and design of 
individual TRTAs.  However, we continue to enco urage further improvements in the quality of the 
planning and design of WTO activities. 
B. O
BSERVATIONS ON THE IMPLEMENTA TION AND EVALUATION PHASES OF TRTA S 
21. In implementing the TA plan for 2007 the S ecretariat carried out or organised 508 TRTA 
activities, which is a record high quantitative achie vement.  What we suggested in earlier reports 
aimed at giving top priority to quality and capacity-b uilding, that, in exchange, would result in less 
but longer, more in-depth, more participatory and inter-active TRTAs.  Nevertheless, we have to 
recognize that the actual programme, overall a kind of a "business as usual" still enjoys the support of 
the Members. 
22. By our records 39 per cent of the TRTAS were delivered at Government 's initiative (mostly 
national ones), 46 per cent of them were foreseen in the annual TA Plan, six per cent were response to 
ad hoc  requests and nine per cent constituted a WTO- component in trade-related conferences, 
seminars, etc organized by other agencies.  Over all, the TA Plan provided a solid framework for 
implementing TRTAs and also facilitated to respond to  Government's requests.  However, it was also 
observed that for divisions with a multitude of  tasks linked to the Committees, and having no 
dedicated TRTA officials, meeting ad hoc  requests for technical assistance caused difficulties.  In this 
case early warning/information regarding the need fo r their contribution to workshops, courses, etc, 
not specifically mentioned in the annual TA Plan, would facilitate the organisation of their work.  
Accordingly, ITTC should give positive answer to the ad hoc  requests from Members or partner 
agencies once the availability of all the necessary resources are conf irmed. TCA also recognizes the 
difficulty to adjust to situations provoked by late coming contributions to the DDAGTF. 
23. The TA providers continued to meet the need  for information on the current negotiations, 
bridge knowledge gap on WTO rules and proce dures and build capacity to more effectively 
participate in trade negotiations.  Overall the average duration, a little bit less than four days of the 
reported TRTAs (that is slightly shorter than in 2006), enabled the resource persons to cover the WTO 
agreements going into detail determined by the comp osition, expectations and prior experience of the 
participants.  The evaluation reports and feedback re ceived from participants continue to confirm that 
WTO staff are considered as impartial experts of  WTO agreements.  They offered non-biased and 
comprehensive view of the current issues, which benefited from their possession of the latest 
information on the negotiations and the in-depth  knowledge of the internal mechanism of WTO 
committees.  Nevertheless, TCA believes that there is still room to reduce the number of activities, 
increase their duration and plan and implement them with a view to generating cumulative effects.   WT/COMTD/W/166 
 Page 13 
 
 
 C. O BSERVATIONS ON PERFORMANCE  
24. As in previous occasions TCA applied performance indicators (PIs) to demonstrate how 
TRTA worked in 2007.  This year we have a dded observations on effects and impact of three 
products, i.e. the Trade Negotiations Skills Cour ses, two Geneva-based TPCs and the WTO Reference 
Centres Programme.  Observations on the perform ance by applying the selected PIs are submitted 
below: 
(a) Contribution to strengthening Member s' trade-related human resources  
25. Members continued to request for and responde d to invitations to WTO TRTA workshop, 
seminars, courses with a view to improving their tr ade-related capacities.  More specifically, it is 
through the participants that recipient Members ga ined a more thorough understanding of trade policy 
matters and can participate more effectively in trade negotiations. The leve l and kind of benefits 
accrued to the participants depended on whether th ey attended training or information dissemination 
events. Both types of TRTA, however, served as a c ontribution to strengthening national trade-related 
capacities provided the participants do car e of the appropriate follow-up actions. 
26. TCA's records in 2007 show a rounded figure of some 7,900 persons having received new 
information, knowledge and skills through TRTA .  If the average number of participants6 (39) 
reported to TCA is applied to the total number of  TRTA activities, excluding those events to which 
WTO was invited to attend or make an input only, the rough grand total of beneficiaries reached more 
than 17,900.  By comparison, it is higher than in  any other previous year's quantitative performance 
since the adoption of the DDA in 2001.  Overall, WTO TRTA activities have benefited more than 
86,000 persons in the past six years.  These estimat es are, of course, indicative only but demonstrate 
an impressive quantitative achievement.  It should be noted that in reality the number of beneficiaries 
is smaller since many of them keep attending more than one TRTA events.  
27. The value of the contribution to Members' trad e-related capacities is also influenced by the 
number of participants of individual TRTA workshops , courses, etc.  In our experience, the intensive 
and inter-active TRTAs with a limited number of participants could achieve more in-depth and 
sustainable results than those atte nded by forty-fifty or even more participants.  TCA is aware of 
difficulties to limit sometimes the number of participants, particularly those of national TRTAs that fully lies in the hands of the recipient government.  However, for the sake of effective transfer of 
knowledge and skills, here it is proper to  reiterate TCA's earlier recommendation
 whereby there is a 
need to limit the number of participants to a maximu m of thirty, which has proven to be a manageable 
number to achieve TRTA objectives.  The desirable num ber of participants shoul d be mentioned in all 
invitation letters to training-oriented TRTAs.  To summarise, credit for the overall performance 
should go to some 230 staff members, who delivered  this huge TRTA programme, to the technical 
and administrative, logistics and support staff, and to the Members whose continuous support was 
vital for its smooth implementation. 
(b) Gender composition of the beneficiaries of WTO TRTAs  
28. Equal opportunity and equal treatment of both me n and women in TRTA is a basic principle. 
It should be respected and promoted in all work shops, courses, seminars independently from their 
subject, duration, location or source of funding. 
29. TCA's review of the reports received show that women's proportion among participants in 
2007 increased to 39 per cent, which is higher than in th e year before (37 per cent).  This is a laudable 
                                                      
6 The average has been heavily influenced by the high number of participants (2-400) of eTraining 
courses WT/COMTD/W/166 
Page 14  
 
 development.  It should be noted that about nine per cent of the reports (covering 576 participants) 
were silent about gender composition of the participants or did not in clude relevant information on it. 
TCA learned that the precise recording of the par ticipants continued to be a challenge.  It was 
particularly difficult in regional and national events  that involved a number of participants from a 
wide range of agencies who joined and left the workshop, conference, etc, at their will depending on 
their interest in particular subject matters. 
30. Gender composition of TRTA beneficiaries is to  a large extent determined by the power 
structure, positions of women, culture, traditions, etc in the recipient organisations.  Furthermore, it 
has to be noted that the 39 per cent female particip ation rate is not bad at all.  A relatively good 
gender balance is normally achieved in the Geneva -based training courses.  TCA believes that more 
can/should be done also by the Secretariat to enc ourage mainstreaming women in WTO TRTA in the 
field too. 
(c) Substantive areas addressed by WTO TRTAs reflect Members' demand
 
31. In 2007 the TRTAs reported to TCA in regional and national activities addressed most 
frequently the following substantive issues: Serv ices, Agriculture, NAMA, Rules, TRIPS, DS, SPS 
and TBT. In these areas the Members' needs rema ined as high as in 2006.  Technical assistance was 
also delivered in other areas e.g., Trade Facilitati on, Reference Centres, Trade and Development, 
Accession, Customs Valuation, Government Procurement, Implementation Issues, Trade and Environment and Trade Negotiation Skills, etc. 
32. TRTAs delivered at the country level were  fully based on national requests and the 
programme and its objectives were agreed upon between the recipient government and the Secretariat. 
There is no information, however, on the number of country-requests that had to be turned down, at 
least temporarily, for lack of resources, timing, or were, for practical reasons, integrated into regional 
TRTAs, etc.  
33. Issues discussed in regional activities were most  frequently identified by the Secretariat and 
based on the similarity of country requests. Howeve r,  TA providers, in developing such programmes 
also took into account suggestions made by particip ants. For instance, a regional seminar on trade and 
development for English-speaking African countries – which was held in Mauritius in August 2007 – 
included sessions on the developmental aspects of the Agriculture and NAMA negotiations. It is envisaged that future trade and development activ ities will also include sessions on the developmental 
aspects of particular negotiating areas.  Overall regional TRTAs were organised with due consideration to resource constraints and in additio n to dissemination of information and training they 
also functioned as a means to create awareness and facilitate networking of participants. 
34. TCA recommended that future TRTA programme s should be more fully demand-driven and 
tailored to Members' needs to the extent possible.  Furthermore, the activities should add value to the 
results of those delivered formerly both in nationa l and regional context.  Many divisions submitted 
evidence to TCA on progress made in this regard.  For instance in some divisions, for each and every 
TA activity, TA providers thoroughly examined Me mbers' needs, whenever they were submitted, 
besides preparing the programmes in close consulta tion with government officials of the recipient 
Member.  Moreover, TA providers received background documentation prior to any activity.  This 
approach is expected to be furthe red by the biennial planning system introduced for 2008-09.  In order 
to derive full benefits from this approach, in lin e with initiatives made by some operational divisions 
and TCA's recommendations, there is a need to coll ect information and evidence of the effects and 
impact on a regular basis and maintain a database of participants. 
35. There was also progress made in the implem entation of TCA recommendations on the need 
for an organised follow-up to recommendations eman ating from individual TRTAs.  In this domain,  WT/COMTD/W/166 
 Page 15 
 
 
 for instance, TA providers in some divisions were re quested to prepare internal debriefings in addition 
to BTORs.  Based on those internal debriefings and BTORs' recommendations and lessons learned, 
the structure/programme/presentations/exercises th at had been considered successful by the TA 
provider and participants were reproduced.  Subsequently, the re commendations and lessons learned 
were assessed by the Division, and appropriate acti ons were taken (e.g. improvement of presentations, 
exercises, background materials, divisional checklists, etc.). 
36. TCA encourages the approach to identify and me et Members' needs by TRTAs in general and 
define and satisfy the participants' needs/exp ectations both through national and regional TRTA 
events. 
(d) Participants' satisfaction with results  
37. The performance quantifies the observations and level of satisfaction of the beneficiaries 
stated at the end of the activity.  The particip ants submitted views on the quality of how well the TA 
providers addressed substantive issu es, their interaction with the pa rticipants, the timely availability 
and quality of the training materials, the potential us efulness of the imparted knowledge and skills at 
work, quality of accommodation and logistics etc.  Information on these aspects of performance is 
important from the point of view of results -based management, which not only measures the 
performance of the TRTA provider(s) in terms of timely delivery of the programme of the workshop 
but also takes into account the beneficiaries' vi ews on the TRTA's immediate effects and impact on 
them.  Another important angle of success covere d the views, observations and evaluation judgment 
of the TA providers.  In line with these considera tions the success ratings in 2007 assessed both by the 
participants and the TA providers  generated the results below: 
TRTA success rating (%)  
(rounded figures)  
 2007 2006 2005 
Results  
Participants TA 
 providers 
  
Participants TA 
providers 
  
Participants 
 TA  
providers 
 
Very successful  56 38 47 39 48 35
Successful 42 55 51 54 50 54
Satisfactory 2 7 1 5 1 9
Non-satisfactory - - 1 2 1 2
 
 
38. Experience shows that a TRTA event is usually considered successful if at least eighty per 
cent of the participants rated it "very successful" or "successful".  Therefore, this 80 per cent served as 
a benchmark.  The table above shows a significantly higher than standard satis faction of participants, 
i.e. 98 per cent of them rated the attended TRTA "very successful" or "successful".  This performance 
is almost identical with those achieved in 2005 a nd 2006.  It was noted that the proportion of "very 
successful" increased by eight per cent of the reported TRTAs over previous years.  This is laudable and points to increasing professionalism of the res ource persons in training, capacity-building and 
disseminating information. 
39. At the level of individual TRTA activities, it s hould be recalled that the participants' success 
ratings are expressed at the end of the TRTA works hop, course, etc, and provide guidance for the TA 
providers on how technical assistance could/should be improved.  This is an important feedback for 
the Secretariat but for the Members it is even more im portant that the participan ts return to work and WT/COMTD/W/166 
Page 16  
 
 use the new knowledge and skills.  Such changes, however, can only be identified through ex-post 
evaluations
7.  
40. On the other end, the workshops, seminars, courses,  etc, were also rated by the TA providers 
and 93 per cent of them rated their workshops , courses, seminars, etc, "very successful" or 
"successful".  TA providers continue to appear to be more critical than the participants.  As in 
previous years, the providers' rated success on the basi s of  the quality of the exchanges of views, the 
solutions to quizzes, tests and cases, and the analysis of the PEFs, pers onal interviews, etc.  In TCA's 
view the less than perfect rating by TA providers, inter alia , reflects a professional judgment, and 
points to intentions to learn and improve. 
41. Other features, e.g. uneven composition of the pa rticipants, as a factor of risking the timely 
implementation of the programme, and through it th e success of the entire TRTA event, appear to 
have been mentioned less frequently.  The progress may be explained by a more systematic selection of participants (through eTraining, for instance) with more or less hom ogenous level of knowledge, 
which may result from an better cooperation between the recipient government agency(ies) and the 
Secretariat in the preparatory phase.  However, in reaction to such uneven group composition, TA 
providers had to change the programme and incl ude extra sessions tailored to the needs of the 
beginners.  This flexibility is welcomed by the participants concerned but in fact it hinders the 
planned full delivery of the original programme. 
42. In conclusion, the evaluation reports in 2007 reflect a record high satisfaction of the 
beneficiaries and the technical assistance received en joyed their full cooperation and support.  On the 
other hand, they also called the TA providers' attention to areas wh ere further improvements would be 
welcomed.  TCA notes that year by year the pa rticipants have asked for longer duration of the 
activities and more opportunities to practice on cases a nd work on national experiences.  Furthermore, 
the participants often would have welcomed more  opportunities to interact with both the resource 
persons and with each other.  Likewise, they wo uld have appreciated explanations of possible 
alternative actions, which had enabled them to wei gh up appropriate courses of actions in their own 
national context.  TCA recommends
 that more and better organised office-wide efforts be made to 
develop new and more case studies, tests, quizzes, et c, adaptable to the needs of national seminars.  
TCA supports the practice of some divisions wher eby after every TA activity, TA providers are 
requested to inform fellow colleagues about the outcome of the application of cases, tests, etc, so as to 
multiply the use of exercises which recei ved good feedback, a nd improve on others. 
(e) Achievement of TRTA objectives (Effectiveness)  
 
2007 2006 2005 Level of objective achievement 
% 
The objective was fully achieved 84 81 81 
The objective was partially achieved 8 15 11 
The objective was not achieved  2 1 
No objective was stated 8 2 7 
 
 43. The achievement of the objectives set out by the TA provider(s) is closely linked to the good 
or bad performance of the TRTA event.  The objectiv es, if well formulated, should reflect the change, 
the answer to the problems/needs that underlined the TRTA and should be achieved by the end of the 
activity. In this regard, the level of achievement  of the objectives, i.e. the effectiveness, also 
                                                     
 
7 As mentioned in paragraph 12, such information is included in the sub-section on effects and impact 
of Geneva-based TPCs and the WTO Reference Centres Programme.  WT/COMTD/W/166 
 Page 17 
 
 
 demonstrates how well the TA provider analysed th e needs of the participants and how well s/he 
managed to respond to the needs.  TCA recalls that  the rates of success, effectiveness and efficiency 
together are three major criteria  that should be  considered by the management in deciding on 
improvements of future TRTAs. 
44. The 84 per cent objective achievement rate in  2007 points to continued good performance and 
it is even somewhat  higher than in previous year s.  It also reflects that  the needs for TRTAs were 
correctly analysed or foreseen and by and large ad equately responded. TCA believes that 80 per cent 
success rate suggested last years as a "standard expectable rate of e ffectiveness" may continue to be 
used as a target by TA providers. 
45. TCA recalls that TRTA providers should clear ly indicate the objectives in the invitation 
letters to a TRTA activity, and also state them at  the beginning of the workshop, seminar or course 
and mention how their achievement would be meas ured.  In 2007, similar to 2006, it was observed 
that more TRTA providers followed that advice.  The public statement of the objective(s) and the intention to evaluate called the participants' attenti on to the result-orientation of the TRTA and to the 
intention of the TA provider(s) to verify the achiev ement of the intended results.  Nevertheless, many 
of the TA providers still need assistance in setting out simple, measurable, achievable, realistic and 
time-bound objectives, supported by performance indicators.  Furthermore, they also seem to need help in the proper application of the evaluation methods (gap analyses, interviews, PEFs, verbal 
evaluations, writing analytical BTORs) that should continue to be provided by TCA. 
46. TCA noted that in the preparatory/design ph ase more TRTA providers set out performance 
indicators and used them as yardsticks in measuring actual performance when evaluating 
effectiveness.  Although their number have increased  they still represent a small percentage (21 per 
cent).  On the other hand, it is noted that most TA providers used one or several of the following 
performance criteria, ex-post. 
 
 
 
     
47. It is welcomed that the major sources of the evaluation are linked to the participants, their 
views, opinions, performance and level of participati on.  It is also laudable that the TRTA providers 
did not rely on one indicator only and based their ev aluation on several criteria.  Participant's opinions 
included in the PEFs, as well as feedback received fro m them during the workshop, seminar, etc. were 
the most often used PIs. Other PIs, e.g., formal  tests of how well the knowledge and skills were 
transferred were also used more often.  TRTA provi ders have also used kind of proxy indicators, e.g. 
active participation, quality of the participants' pr esentations as well as views collected through round-
tables completing the activity.   
48. In designing the workshop, seminar, etc., the ma jority of the TA providers (61  per cent) still 
do not set out targets and hence do not use them  in support of the analysis of the performance in the evaluation phase.  TCA recognizes the difficulties to se tting out targets for TRTAs that deal primarily Quality of Performance Indicators (PI) Per cent 
Preset Indicators 21 
Answers to PEFs 44 
Active participation 27 
End-of-TRTA verbal evaluation 7 
Quality of participants' presentations  6 
Formal test of K/S taught 11 
Feedback from participants 26 
Feedback from participant's employer 1 
No indicators set out 9 
Total Questionnaires with no replies 6 WT/COMTD/W/166 
Page 18  
 
 with information dissemination.  However, the quan tification of the expected effectiveness of the 
transfer of knowledge and skills should not pose a challenge in TRTAs d ealing with training and 
capacity building. 
49. One can conclude that the different kinds of and regular feedback received from the 
participants substantiated the hi gh level of effectiveness of the TRTAs reported to TCA.  No doubt 
about that the TA providers have gradually become more effect- and results oriented.  To keep this 
approach moving and even further improve on this , TCA compliments the authors of outstanding 
evaluations and makes suggestions to the authors of  those evaluations that could be improved.  The 
TA providers concerned appreciated the advice received. 
(f) Examples of effects and impact
 
50. The effectiveness in achieving objectives and success shown above point to the results 
brought about at the end of a particular TRTA.  Fu rther down the line, however, it is also important to 
see if any impact has also been achieved.  Related evidence would demonstrate important lasting 
changes in knowledge and skills generated by one or several TRTAs.  A positive outcome of a TRTA 
activity was related to import licensing.  As a resu lt the recipient country prepared and presented five 
notifications.  The activity also contributed to the constitution of a working group composed by all the 
ministries and entities involved in those procedures. 
51. To benefit from more in-depth information on this issue this report has selected one product 
that deals with the development of trade negotiati ons skills and also puts forward briefs on the main 
findings of ex-post evaluations of two Geneva-b ased Trade Policy Courses and the WTO Reference 
Centres Programme. 
(i) The  Trade Negotiations Skills Courses 
52. Capacity in trade negotiations skills is one of the areas that developing countries have 
identified as a priority for TRTA.  The WTO Secretariat provides large amount of documentation on Agriculture, NAMA, Rules and Services negotiations fo r the participants to ensure that institutional 
and human resource capacities could be further devel oped and sustained in this particular area.  The 
involvement of local counterparts (e.g. academic  institutions) in the courses and documentation 
provided by the WTO are expected to support the sustained use of capacities brought about.  
53. The trade negotiations skills courses selected fo r this report constitute a five-day intensive 
programme
8 delivered in the field.  The courses are d esigned to equip particip ants with skills and 
knowledge on choosing appropriate st rategies and tactics for particip ation in trade negotiations, as 
well as impart techniques of systematic decisi on making needed for monitoring and managing the 
negotiating process.  It was found that: 
 - The training benefits government officials with good knowledge of the WTO 
Agreements or the multilateral trading system (MTS), who serve or will serve as their Government negotiators in regional or in ternational trade negotiations. The course 
encompasses all the stages in trade negotia tions—from the consultation stage to actual 
negotiations, involving real give-and-take.  Pa rticipants apply the lessons in simulated 
bilateral, plurilateral and multilateral tr ade negotiations.  The skills acquired are 
appropriate for use in more formal negotiati ons, at both bilateral and multilateral levels. 
 - During 2007, six regional and one nati onal intensive courses on trade negotiations 
skills were implemented in Malaysia, Ghan a, Singapore (a module in the RTPC), 
                                                     
 
8 See Annex 2 for course programme.  WT/COMTD/W/166 
 Page 19 
 
 
 Vienna, Yemen, Senegal and Ma li and benefited a total of 23 1 persons.  Evaluations of 
these courses highlighted that many particip ants gained a relatively high level of 
knowledge on trade negotiating issues in the WTO, key negotiating positions of major 
WTO members, and the state of play in the DDA negotiations.  A number of them demonstrated a real commitment to the negotiations.  Officials from the various 
ministries in the different countries working together - including those from the 
ministries of commerce, finance, foreign affairs, industry, agriculture, and board of investment - learned that it is extremely important to coordinate their negotiating 
positions since trade negotiations are a give-and-take process.  Since the training program is designed on the basis of the actual negotiating issues in the DDA, most of 
the participants feel that their trade ne gotiations skills have been substantially 
strengthened in practical terms.  Participan ts were particularly interested in trade 
negotiation techniques, formula for calculati ng trade barrier reductions in agriculture 
and NAMA, services negotiations, rules nego tiations, coalition building, as well as 
presentation skills in the negotiating process. 
 - Feedback gathered from participants on the course results has always been very 
positive and reassuring.  During the period under review, more than 95 per cent of  the 
participants expressed satisfaction with the effects of the TA while some 87 per cent 
marked the full achievement of the course objectives. All participants expanded their 
knowledge of bilateral and mu ltilateral trade negotiations.  A number of them indicated 
that they would use the knowledge and sk ills acquired in the Doha negotiations, 
accession negotiations, bilateral and regi onal negotiations, in advising their 
Geneva/Brussels-based delegati ons and in their daily work. 
 - Since most participants are selected from key government  ministries responsible for 
trade negotiations, this course has a sust ained impact on future trade negotiating 
capacity in the countries concerned.  The trained officials are able to apply their newly 
acquired skills and knowledge to the WTO a nd FTA negotiations given that most of 
them are active members in the WTO and ar e also involved in many bilateral and 
regional FTA negotiations.  By way of example, several Ambassadors to the WTO of Central Asian, Eastern European and Pacific countries as well as negotiators  for Agriculture, current delegates to the WTO of eight other countries from Africa, and 
Asia, chief negotiators of three countries and members of the negotiating teams of 
eleven countries benefited from the course. 
 - TCA has observed, and noted through reports  concerned, that the courses indeed were 
designed to achieve impact.  Immediate effects are identified at the end of the course but participants also evaluate the resource person, training materials, teaching methods, 
allocation of time for each subject, adequacy of training tools, how much they have 
learned, as well as their impressions of the training facilities and services provided.  
Clearly, the design of this course proves to be a constructive way of learning and acquiring trade negotiations skills. 
 - TCA welcomes the positive impact of the above described Trade Negotiations Skills 
Courses.  We believe, however, that all the c ourses, delivered either in the field or in 
Geneva, dealing, inter alia , with the development of such skills should benefit from a 
cross-fertilization and a regular exchange of experience and the analysis of best 
practices.  It is, therefore, recommended
 that providers of TNS courses should regularly 
consult with one another. Such a colla boration may result in a homogenous set of 
training materials and even higher impact. WT/COMTD/W/166 
Page 20  
 
 (ii) Geneva-based Trade Policy Courses 
54. TCA conducted an ex-post evaluation that aimed to find out the extent to which the training 
has influenced the performance and achievements of  the participants at work.  It was based on 
information obtained from former participants  of the selected TPCs (Nos 35&36) and their 
supervisors.  It took place some eight months af ter the TPCs were completed in 2006. Main findings: 
 - The TPCs have been undergoing conti nuous improvements both in terms of the 
structure of the programme and delivery met hods.  Participants' views were regularly 
sought for and suggestions implemented as appr opriate by the Secretariat. Most of the 
suggestions of the respondents to the ex- post evaluation were not very different from 
those they had made at the completion of the TPC.  Their value lies indeed in the fact 
that they were made some eight months after the TPC, therefore appear to have been 
well - digested. 
 
Relevance of the TPCs to work
 
 - The responding participants left the TPC s Nos. 35&36 with motivation and capability 
to apply the imparted Knowledge and Skills (K&S) and confirmed that those proved to 
be relevant to their work; 
 - None of the respondents reported about di fficulties to apply the acquired K&S, neither 
from individual nor from the supervisors' point of view; 
 - The participation in the TPC appear to be an important asset in keeping a job,  
improving the quality of work, opening opport unities to be involved in higher level 
work, and even a factor in achieving promotion; 
 - The very high level of stability in job (96 per cent were still in the same job as before 
attending the course) some eight months after the completion of the TPC, is explained by the explicit expectation stated among th e selection criteria that the participants 
should continue to assume WTO-related responsibilities with the nominating 
organisation at least for one year. This arra ngement facilitated the consolidation of the 
results and further develop a nd sustain the acquired K&S; 
 - Evidence was put forward regarding broa der impact, in terms of the respondents' 
contribution to higher level of tasks, such as trade legislation, compatibility between national and WTO legal instruments, trade negotiations, etc.  
Sustainability of results
 
 - Efforts were made to sustain the K&S bot h by the respondents and their supervisors; 
 - Adherence to internal reporting procedur es applied in the employing organisations 
ensured a broader knowledge of the potentia ls of the TPC and provided for access to 
the training materials by other persons. Thereby multiplier effects were achieved; 
 - The participation in a number of additiona l training by the respondents demonstrated 
their continued motivation to learn more and deeper; 
 - It should be noted that responsibility for sustainability of TPC results, and WTO TRTA 
in general, lies with the individual participants and their employers. 
 
Ex-post evaluation methodology  
 - The evaluation was the first of its kind and if carried out more systematically in the 
future it would facilitate the comparison of the effects and impact of the evaluated TPCs and even other TRTA products. The ev aluation questionnaires have proved to be 
useful and are reusable in future similar evaluations.  
  WT/COMTD/W/166 
 Page 21 
 
 
 Recommendations and Lessons learned  
- Sensitize TPC participants that in case of an ex-post evaluation of the course they 
should reply the questionnaire and it should be considered as the participants' last task 
at the TPC. 
 - Make more energetic efforts to get answers from supervisors.  
 - In evaluating Relevance from the point of view of the K&S  transferred: 
• use indicators, e.g. usefulness of K&S at work;  
• collect evidence of actual use of K&S;  
• try to identify the role of TPC in career;  
• gather evidence of impact on the perfo rmance of the working environment. 
  - In evaluating Sustainability look into it from the point of view of knowledge 
management both by the respondent individua l and the employing organisation, e.g. 
• participation in additional training; 
• knowledge sharing with others; 
• evidence of any multiplier e ffects (briefings, workshops  for others within and 
outside the employing organisation); 
• evidence of the existence/respect to inte rnal procedures to store, disseminate 
training materials; 
• supervisors' expectation/encouragement,  instructions, guidance to apply TPC-
generated K&S. 
 
(iii) Effects and impact of WTO Reference Centres Programme 
55. TCA conducted this programme evaluation with a view to improving the impact of this 
technical assistance.  It was primarily based on feedback from beneficiary countries. Members in 
general attribute high importance to comprehe nsive and quickly accessible information and data 
needed for their work related to the implementa tion of WTO Agreements, exercising their rights and 
participating effectively in multi- and bilateral trade negotiations.  The WTO RFC-related technical 
assistance started in 1997 without a specific long-term strategy, allocation of dedicated resources or 
specific programme objectives and indicators of achievement.  It was implemented to a large extent 
on an ad hoc basis and was overwhelmingly supply -driven.  The field missions were included in 
WTO's annual technical assistance and training pl ans and carried out and managed on a one-by-one 
basis. 
56. Over ten years the RFC-related assistance have expanded to 108 countries, 25 regional 
organisations and 20 country represen tations (currently a total of 1 53 RFCs are on the list) embracing 
the entire eligible membership of WTO.  The eval uation in 2007 identified a total of 128 RFCs and 
invited them answer the evaluation questionnaire.  Tw enty-nine of them (22.7 per cent) replied to all 
or some of the questions.  Below are extracts of the main findings and recommendations emerged 
from the evaluation: 
The functioning and relevance of the RFCs
 
 - It was found that some 76 per cent of the responding 29 RFCs are operational full time 
and some 24 per cent function often or occasionally.  Clearly, the responding RFC's operations are adapted to the needs of their act ual users.  The need for less than eight 
hours of operation a day and 40 hour a week may also be explained by the improving Internet-access of the u sers in their offices.  
Internet access
 
 - The reliability of the Internet connection is crucial in effectively accessing WTO-
related data and information.  In this re gard some 29 per cent of the responding RFCs WT/COMTD/W/166 
Page 22  
 
 have never had problems with Internet connection.  However, 61 per cent had 
occasional problems, seven per cent had fre quent problems and one RFC had problems 
with Internet connection all the time. 
 - Eleven per cent of them (three RFCs) reported permanent probl ems with payment for 
Internet connection.  Furthermore, the eval uators also learned that a good portion of the 
RFCs (according to an estimate, about two-thirds of LDCs in Africa) do not have 
permanent access to Internet for cost reasons.  Here there is clearly a need for securing 
funds for effective participation in the mu ltilateral trade system for which fast and 
reliable Internet connection has become a sine qua non .  
 - It was found that computers and access to  and the speed of Internet facilities have 
considerably improved in many targ eted countries (very often financed  from different 
TA programmes, e.g. EU, WB, etc).  In so me countries, where staff members have on-
line desktop access to WTO, and/or the entir e volume of information available at the 
RFC was copied to the server of the internal  network, the question was raised if the 
ministry would really need the RFC.  The an swer is still yes, as long as there is a need 
for a RFC to benefit people from outside the recipient ministry, e.g. other ministries, 
business community, academia, civil society, etc. 
 - For a smooth functioning of the RFCs effec tive trouble-shooting is vital.  Fifty-two per 
cent of the respondents have never requi red help and 41 per cent needed help 
occasionally only.  The help by WTO was fully effective for 64 per cent of the 
requesting RFCs and partially effective for 29 per cent. 
Non-government users
 
 - Sixty-seven per cent of the RFCs repor ted frequent or occasional use by people from 
academia, eTrainees, business community, NGOs et c.  Fifteen per cent reported use by 
these groups of users all the time and 19 per cent of them reported no use at all.  
 - It is worth mentioning that forty-six per cent of the RFCs accorded priority to 
eTrainees.  This is important, since th e RFCs can considerably facilitate the 
Government staff's participation in the WTO eTraining programmes, which is often 
used by the Secretariat as a pre-course befo re a more in-depth training takes place.  
 - It is evident that slow or no access to Inte rnet, poorly organised documentation, lack of 
adequately trained RFC staff and shortage of space, ignorance of the whereabouts of the RFC, security rules to be applied in  accessing it in the host ministries' buildings, 
official working hours, etc., might lead to sub-optimal use of the Centres. 
The use of RFC-originated information
 
 - A very important aspect of the impact of RFCs relates to the use of information and 
data retrieved through the RFC at work, e.g. in trade policy formulation, preparation for 
trade negotiations, preparing notifications, etc.  All the RFCs responding to this 
questions confirmed such use and 88 per cent of the respondents are convinced that the 
RFCs play a role in national trade-related capacity-building efforts.  It was found that 28 per cent of the respondents disseminate information to actual and potential users 
regularly, while the rest do it frequently or occasionally.  In addition, 75 per cent of the respondents also organise information sessi ons regularly, frequently or occasionally.  
 - The RFCs, as a whole, have the potential to become an important element of national 
trade-related capacity building.  The numerous  examples of the use of RFC-originated  WT/COMTD/W/166 
 Page 23 
 
 
 information and data evidence that the RFC, when it functions as expected, is relevant 
in meeting needs for up-to-date trade-related information. 
Sustainability of RFCs  
 - Once established by WTO, the sustainabilit y of the RFC lies in the hands of the host 
ministry.  Some of the responding RFCs suffer from understaffing and under-budgeting 
as well as low-speed and unreliable Internet access, others are lacking adequate office 
space and even basic stationery (paper, t oners, etc).  All these factors menace the 
sustainability of their services.  Only a few of them stated that the RFC is functioning smoothly and the host ministry provides the necessary support.  Some counterpart ministries, however, have shown consid erable initiatives in improving upon the 
assistance provided from WTO, and have supplemented the RFCs centres with own 
funds or with funds from other programmes.  
 - The weak sustainability of the RFCs and their value to the host ministry may be 
influenced by the fact that the majority  of the upgrading technical missions were 
initiated by the Secretariat.  The evaluators wonder if the practice of regular upgrading 
at WTO's expense, which is not a rule, has not contributed to the development of an 
ambiguous co-ownership over the RFCs.  In other words, expectations (particularly 
from LDCs) may continue, that WTO will k eep supplying (donating indeed) computers 
and related hardware, etc., fo r a good number of years in the future.  Along these lines, 
there is no need for the ministries to make  serious efforts to take full responsibilities 
over the functioning and maintenance of the RFCs or organise support from other 
donors, programmes or projects.  Indeed, WT O made them believe that it would take 
care of the RFCs with no time limit. 
 - With due regard to the sustainability of  the RFCs, as a generic approach, it can be 
suggested that those Centres, which can do without WTO, might need a minimum 
attention only (newsletters, dow nloadable additional information, etc,) and, at request, 
occasional follow-up in the future.  On the ot her hand, the RFCs which cannot continue 
without WTO assistance, would need more frequent WTO interventions on the basis of individual needs assessment.  Overall, all the host ministries should be encouraged to respect their obligations and commitment to  the RFCs.  The exact needs should be 
triggered by the annual reports by the RFCs to WTO. 
Reporting of RFCs to WTO
 
 - It was found that 69 per cent of the respondent RFCs (in spite of their obligation) have 
never prepared an annual report about their functioning, users, results, etc., for the 
WTO.  Most of them were not even awar e of the above-mentioned reporting obligation 
and evidently, the Secretariat,  for some reason, did not ask for the annual reports.  More 
vigorous efforts were made, however, in 2006 and 2007 to redress the situation and 
monitor this obligation and sensitize target ed RFCs on the importance and value the 
Secretariat attributes to feedback from them on the usefulness of RFCs.  By November 2007 this weakness was on the way to be reme died and the first batch of 11 reports 
(55 per cent) requested from 20 RFCs assisted in 2005 were received and after a reminder, five new reports were received. 
Performance and management
 
 - Since the adoption of the DDA, a total of 130 missions were carried out to establish, 
update or consolidate formerly brought about RFCs.  The planning, organising, designing and implementing of the RFC programme (which included 20-25 missions a year) had been basically the responsibility of  one official until 2004 when an assistant 
joined the programme first on a part-time and from July 2007 on a full time basis. WT/COMTD/W/166 
Page 24  
 
  
 - Although the expansion of the RFCs was not  based on any elaborated strategy or long-
term programme, the drive to deliver the maximum possible number of RFC–related 
technical missions was very much in line  with the overall trend in delivering WTO 
TRTA in those years and in particular those between 2002 and 2006 ("just do it").  
Furthermore, the established practice wh ereby each RFC should be re-visited and 
strengthened in every three-to-five years, as well as the growing number of new Members and countries in accession further encouraged this quantitative and largely standardized approach. 
Workload
 
 - Although there was no time-management st udy foreseen to be conducted within the 
framework of this evaluation, by experience,  the evaluators note that in the period 
under review the effective management (pla nning, designing, delivering, reporting and 
follow-up of an annual twenty-two RFC missions on an average), would certainly have necessitated more staff allocations than th e currently one professional and one support 
staff.  However, it is a question if in the fu ture there is still need for more than twenty 
technical missions a year, or a more  qualitative approach should prevail. 
 - The evaluators believe that the priority  given to maximizing the number of technical 
missions a year be revisited and new avenues of RFC-assistance be explored.  For instance, the time seems to be right to provide for regular exchanges of experience 
among the RFCs and helping them to create a network.  Thus more time would be 
available for in-depth management and refocusing of the programme.  That should be 
used to making the feedback system from th e RFCs fully operational and to deciding on 
future assistance tailored to the needs of  the individual countries and RFCs for 
information and data management.  If importa nt considerations dictate to keep the 
current rotation of RFC upgrading plus thei r establishments in acceding countries at the 
current level, it is recommended that additi onal professional staff be assigned to run the 
ITTC/RFC programme properly. 
Efficiency of RFCs
 
 - The annual expenditures of about CHF 330.000  do not appear to be too high if one 
takes into account that it included some  20-25 technical missions.  This amount 
corresponds to that of two three-four day regional technical cooperation seminar 
attended by 40-45 participants.  It was not ed that during this 3 years period under 
review, 1178 persons benefited from the RFC -related technical assistance.  Thus the 
total number of  persons trained by the RF C programme represented three per cent only 
of the totality of 39,084 persons benefiti ng from the entire TRTA programme between 
2004 and 2006.  The total expenditure on RFCs  during this period of time represented  
2.1 per cent only of the total expenditures on WTO TRTA.  With a view to further 
improve the efficiency,  it is recommende d that WTO's other TA activities, including 
eTraining, should capitalize on the availabilit y of the RFCs and the host government 
should make the RFC an integrated component of national capacity building efforts. 
Coordination  
 - The coordination leaves a lot to desire. It  was, indeed, more an exception than an 
established practice. One important domain was the link between the WTO-
established/upgraded RFCs and the Joint In tegrated Technical Assistance Programme 
(JITAP)-established/upgraded RFCs.  Since 2006 the coordination has improved and the ITTC's RFC Unit in preparing its programme of work pays due account to the African countries in which JITAP has established RFCs.  As a result,  with a view to 
avoiding overlaps and duplication when a tec hnical mission is scheduled to a country,  WT/COMTD/W/166 
 Page 25 
 
 
 where there are JITAP-established reference centres, the WTO mission is undertaken as 
a reinforcement of the existing RFC in th e host ministry.  In this regard it is 
recommended to use the TAMC meetings too for coordination between RFC TA and other TA activities. 
Improvements and further assistance needed from WTO
 
  The responding RFCs submitted ideas for improvements in the following main areas: 
 - Supply of more publications, books, CDs, vide os, etc; train coordinators in information 
management; organise exchange of views of RF C coordinators in Ge neva or regionally; 
pay access to other trade-related databas es and Internet; update computers.   
 - The evaluators recommend that each and every one of the above suggestions (further 
detailed in the report) be examined by th e RFC programme management and give due 
attention to implementation within the framework of the RFC strategy. 
 
TCA's key recommendations emanating from the programme evaluation  
 
Planning Phase 
 - Study trade environment in targeted countries and identify the best ways and means to 
meet needs for WTO –related information and data.  
 - Develop long-term strategy for RFCs.  - Define long-term and annual objectives that focus on improved skills in information 
management and key performance indicators.  The objectives should be realistic and 
achievable within available time and budget. 
 
Design Phase 
 - Develop RFC-related technical missions into a multi-year programme. 
 - Revise training programme and put more em phasis on learning the five most important 
databases (IDB, CTS, Docs-on-line, Trade and Services and Statistics) and also 
appropriate information management techniques. 
 - Develop guidelines for the operation of WTO Reference Centres.  
Implementation 
 - The number of field missions be significan tly reduced (to ten or less) and, every second 
year of the biennium a regional workshop be  organised for the RFC coordinators at a 
location where a well-functioning RFC's operations can also be demonstrated to the participants as best practices.  These wo rkshops will enable the WTO to bring 
responsible trade policy officials from LD Cs and other developing countries together 
for a more in-depth hands-on training and share experiences about the most effective 
ways of operating and utilizing WTO RFCs .  The required resources should be 
absorbed within the approved budget of the biennial Training and Technical Assistance Plan. 
 - Continue to plan and deliver RFC TA jointly with ITC.  - WTO staff delivering substantive subjects to  the participants in future RFC missions 
should be fully conversant with the subject matters reflecting the new priorities.  In 
other words, staff e.g. librarians, documen talists, statisticians and those trained in 
information management should tackle th e IDB, CTS, Docs-on-line, Trade and 
Services  and Statistics and informati on management.  The role of technical 
cooperation staff should focus on issues such as planning, needs identification, programme preparation, coordination and scheduling. 
 WT/COMTD/W/166 
Page 26  
 
 Management of the RFC Programme – monitoring and evaluation 
 - It is recommended that the obligation of the RFCs regarding the preparation of annual 
reports  continue to be monitored and an alysed by the RFC Programme Management 
not only from RFCs assisted in a particular year but from all of them (153).  This would certainly put the programme planning and implementation on a more solid basis. 
 - Analyse RFC annual reports and identify best practices. 
 - Continue to prepare BTORs of individual technical missions.  - Revise RFC Programme as appropr iate to respond to new demands. 
 - Introduce systematic coordination with I TTC staff responsible for JITAP of their 
programme continuation; and also with other ITTC  regional managers, WTO  
operational divisions as well as with ITC. 
 - Efforts should be made to regularly keep  all RFCs up-to-date in terms of latest 
information. 
 
(g) Efficiency of TRTA activities
 
57. In examining the performance of TRTA workshops , seminars, courses, etc., reported to TCA, 
it is also important to look into whether they were  carried out efficiently, i. e., if the results, in the 
opinion of the TA provider(s), justified the costs.  During the period under review the efficiency of the 
reported TRTAs was found acceptable. Eighty-two per cent of the TRTAs were deemed very efficient 
and nine per cent were rated at sa tisfactory efficiency.  The results match the standard rate of success 
(80 per cent).  The authors in giving high marks for efficiency usually referred to factors such as cost 
sharing with other agencies, organising back-to- back missions, improved preparations and prior 
circulation of the programme and training materi als, which reduced the cost of reproduction of 
documents in hotels, etc.  Cost-wise, national semina rs continue to be consid ered more efficient since 
host governments bear the brunt of the costs.  TA  providers have judged efficiency mainly on the 
basis of the direct costs. 
58. TCA's observed that efficiency was better wh en inter-active and participatory methods 
characterized the TRTA events and teaching focused on the transfer of knowledge.  In this regard it is 
worth noting that many divisions increased professionalism in furthering capacity building in a systematic manner that also contributed to improve d efficiency.  In several divisions presentations, 
exercises and hands on training sessions were constan tly reviewed, upgraded and adjusted to the most 
recent developments in Geneva.  The material wa s freely shared and reused by TA provider(s) and 
also shared with other divisions as required.  Such  an adaptive work also re lied on the participants' 
input that included the provision of, e.g., tariff and tr ade data that can be used in future TA activities. 
59. 2007 also witnessed a continuous and more c onscious process of capacity building.  For 
example, the NAMA regional and national workshops/ seminars organized in collaboration with the 
Statistics Section of the ERSD were built on the previous events with a view to updating the 
participants on the latest developments of the NAMA negotiations and technicalities involved.  Such 
activities necessitated the identification of particip ants, which could be recalled for more in-depth 
TRTA. ITTC's training unit regularly introduced new exercises, e.g., case studies for the TPC revision, hands-on exercises for computer related s ubjects (docsonline, IDB, CTS, WITS, Toolkit, 
etc.); Round Tables for negotiators, and for LDCs.  The Unit also extended the TPR programme, and 
contributed to the development of a "short" and a "long" simulation DS exercise.  Overall, many 
TRTA activities became more interactive and the met hods participative.  In other words within the 
same duration and budget the pa rticipants benefited more. 
60. TCA welcomed the intention of several operational divisions to use eTraining, that appears to 
be one of the most efficient TRTA product, mo re frequently and in a systematic manner.  Inter alia , 
this would result in more homogene ous knowledge of the participants and improved efficiency of the 
face-to-face, or more intensive TRTAs.  It is also laudable that the eTraining programme regularly  WT/COMTD/W/166 
 Page 27 
 
 
 highlights in its evaluation reports the number of persons who regularly used WTO RFC in 
completing eTraining-related tasks. It also circ ulates the list of participants who successfully 
accomplished eTraining to the Operational Divisi ons with a view to facilitating selection of 
participants to benefit from other TRTA activities. 
61. On the other hand, some TA providers identifie d TRTA elements that pulled down efficiency, 
e.g., non-availability of simultaneous interpretation,  interpreters paid by WTO, power cuts during 
presentations, slow Internet speed, or non-availabili ty of it in demonstrating the effective use of 
WTO's services and databases, organisation of TRTAs without due regard to the heavy agenda of the 
on-going negotiations that influenced the ra te and composition of participants, etc. 
62. TCA noted other factors, some of them are not  new, that negatively influenced efficiency, 
e.g.: 
 - workshops, conferences that involved more th an a hundred participants which from the 
point of capacity-building their value is highly questionable.  
 - TRTAs that are implemented on the basis of assumed, but not verified, needs may 
prove to be inflexible, leading to unmet individual expectations;  
 - last minute revisions and/or preparation of presentations still occur, which clearly made 
the delivery less efficient by tremendously increasing the on-the-spot reproduction and communication costs. Such actions were explained by too much work and no time for sufficient preparation; 
 - TCA also wonders, even if the participants, e. g. of RTPCs, need the best expertise to be 
shared by Geneva-staff,  is it really worth making people travel long distance for one or 
two days to deliver a few lectures. This pr actice is not only daunting on the persons but 
involves high costs too. In case of meeting the above needs the application of video-
conferencing should be weighed up as an alternative. 
 - Finally, efficiency suffers if slack time a ppears in the programme delivery, if the size of 
beneficiaries' group turns out to be unma nageable (for training the ideal would be 
between 15 and 25) and the duration does not correspond to the learning objectives. 
 63. Most of the weaknesses can be remedied by better planning and organisation of work. 
Furthermore, efficiency would improve if reporti ng becomes more regular and analytical and the 
recommendations are systematically discussed and followed-up.  TCA believes that WTO divisions 
should continue to develop TRTA workshops, courses and seminars of longer duration, more in-depth 
in scope and hands-on and specialised.  Training of the TRTA providers (Training of Trainers – TOT) 
would also help.  Therefore TCA repeats its recommendation
 that such a training be offered for those 
new to design, implement, evaluate  and report about TRTA and also re freshment training for the more 
experienced ones who had attended such a tr aining earlier.  It is also recommended  that in order to 
develop a common language and evaluation culture for TRTA, HRD, upon recruiting a staff member 
to be responsible for TRTA (both on a fix- and/or  short term basis), should arrange a briefing/training 
for him/her with TCA. 
64. Such an approach to efficiency may require some changes in TRTA strategy and planning, 
and extra efforts by TA providers.  We believe the new biennial planning framework is flexible 
enough to provide for these gradual changes.  Such e fforts indeed are investment in the future. The 
TRTA programme on the long run would further increase the Members' ownership over TRTA 
results, provided the Members' own capacity -building efforts are linked to them.  
D. O BSERVATIONS ON REPORTING ON TRTA  ACTIVITIES  
65. TCA appreciates the number of BTORs sent to it for information and considers that the 
volume and quality of information gathered last  year (some 180 reports) was representative enough WT/COMTD/W/166 
Page 28  
 
 but not complete.  It also welcomes that the in formation analysed in the back-to-office reports 
included not only the TA providers' reflections on one workshop, semina r, course, but in most reports 
the participants' views were also considered.  
66. Reporting of TRTA activities provides the manage ment with feedback and evidence of what 
went well and what went wrong, what should or should not continue and what should improve.  
Analytical reporting on TRTAs in WTO was not in troduced to find guilty but to use reporting as a 
learning opportunity and hence improve TRTA.  TA  providers became the central points of the 
reporting system for they have a comprehensive view  of their TRTA activities over a certain period of 
time, can identify trends, compare the results and outcome of different workshops and seminars and 
draw conclusions reflecting on the feedback received.  
67. The substance and format of reporting on TRTA  activities has to follow established internal 
procedures on monitoring and evaluation of WTO technical cooperation, which, inter alia , stipulate 
that a Back-to-Office-Report has to be prepared  within a week after the TRTA concerned was 
completed. Regarding the regularity of reporting, a la rge majority of the reports sent to TCA last year 
were prepared within the established deadlines.  So me others, although they were prepared, for some 
reasons were not sent to TCA.  Again some of them, particularly the ones which reported about 
TRTAs delivered in the course of the second half of November and in December 2007 were at the 
beginning of 2008 only.  The reasons referred to we re mainly lack of time or year-end leaves. 
Furthermore, it is not excluded that some TRTA activities might not have been reported about.  For 
the preparation of this report a deadline of 15 February was set up beyond which TCA could not take 
into consideration late-prepared BTORs. 
68. Most reports sent to TCA addressed the established performance concerns, that is 
effectiveness, efficiency and timeliness of delivery.  It was also found that an increasing number of TRTA providers have m oved from description to analysis a nd reflection on the participants' 
observations and suggestions.  TCA noted some reports of outstanding quality that constitute good 
examples or "best practices".  Inter alia , the reports on the three-month TPCs and Geneva-based 
activities, courses and workshops on NAMA and TF, government procurement, DS, SPS, trade 
negotiation skills and techniques are particularly worth mentioning.  
69. Regarding reporting on the regional trade policy courses (RTPCs) we recall TCA's 
observations put forward in our last report.  That  is, RTPCs constitute a complex subject to report 
about for two reasons.  On the one hand, the repor t, in accordance with WTO's established evaluation 
procedures, should be prepared by the staff member responsible for the organisation of the particular 
RTPC and reflect the performance of some twenty a nd more resource persons.  On the other hand, it 
is difficult to respect this procedure to letter for it would necessitate the permanent presence of a 
member of the Secretariat throughout the entire dur ation of all the five the RTPCs, which, for 
resource constraints, is not feasible.  Hence it was recommended
 that the Academic Coordinator of 
each of the RTPC be in charge of preparing th e course evaluation report.  The contract of the 
Academic Coordinators should make  clear reference to this reporti ng obligation.  The programme of 
the preparatory workshops in Geneva should allo cate time for a briefing on evaluation issues, the 
latter to be given by TCA. In this regard TCA ha s sensitized the Academic Coordinators participating 
in the Geneva preparatory meetings but observed no particular progress or follow-up.  Therefore we 
encourage ITTC to make more efforts that such eval uation reports be prepared and circulated to all on 
the mailing list of BTORs.  We also encourage ITTC to feel free to add their own observations to the 
reports prepared by the Academic Coordinators.  The planned evaluation of the RTPC programme 
would hopefully bring up some more recommend ations regarding reporting on the effects and 
outcome of such courses. 
70. Improvement of TRTAs lies in the follow-up to the recommendations included in the BTORs.  
Most of the 180 reports reviewed included recomme ndations that were drawn from reflecting on the  WT/COMTD/W/166 
 Page 29 
 
 
 views of the participants or the recipient gove rnment agency(ies).  Id eas for improvements, inter alia , 
covered increased duration, better and/or continue d collaboration with other agencies, changes in 
course substance, location, better sel ection of participants, etc.  The great number of recommendations 
demonstrate that the TA providers increasingly care of the results of their workshops and seminars, 
etc., and have ideas on how to improve them and ma ke them more relevant to the needs of the 
Members.  TCA has noted that some divisions re gularly discussed the outcome of every TRTA and 
took decisions as appropriate. TCA encourages all divi sions to establish that practice.  Furthermore, 
office-wide recommendations should regularly be discussed in the TAMC. 
71. Last year TCA recommended that the divisions concerned capitalize on the accumulated 
experience with TRTA and synth esize the results and outcome achieved annually.  It was also 
proposed that the synthesis should be discussed within  the divisions with the participation of TCA. 
Thus the big picture of effects and impact would be more complete and detailed.  Many divisions 
reflected on this recommendation and indicated that in preparing their contribution to ITTC's annual 
implementation reports and in providing informa tion on effects and impact to TCA provide enough 
opportunities for such a synthesis since their inputs  are always discussed within the divisions.  
Furthermore in some divisions such an exchange of experience is a kind of a routine.  In addition, at 
their own will, some TA providers prepared annual synthesis of their TRTA performance that they 
considered important for getting prepared for the next year's TRTA work. 
72. The ITTC revised Intranet site facilitated the pl anning of TCA's own evaluation missions as a 
well as the follow up on the reporting discipline. Room  for improvement in reporting is ample.  TCA 
noted that the new reporting format introduced at the beginning of 2007 was used by the 
overwhelming majority of TA providers.  It was al so noted that in case of similar and repeatedly 
implemented workshop, seminars, etc, the reporting tended to be repetitive.  Finally it is, again, 
recommended  that the operational divisions and the ITTC ensure that BTORs are prepared within the 
official deadline, as required by the established monitoring and evaluation procedures of TRTA 
activities in WTO.  TCA on its own behalf appreciat es the BTORs copied to the Audit Unit since the 
represent a most valuable source of information on the effects and impact of WTO TRTA. 
73. In order to improve the awareness and fac ilitate the application of the established M&E 
procedures, concepts and tools, as well as the disse mination of lessons learned, TCA has included all 
that information in its Intranet page.  The same volume of information is al so available on CD-ROM.  
Both represent indeed an evaluation resource kit, covering guidelines, checklists, reporting forms, best 
practices, etc, and are recommended to be regularly consulted by all persons involved in TRTA. 
IV. TECHNICAL ASSISTANCE MANAGEMENT COMMITTEE (TAMC) 
74. The TAMC continued to function as a forum to discuss coordination, management and other 
across-the-board issues of TRTA.  In 2007 it had six m eetings and, in addition to the status of the 
implementation of the annual TRTA plan and the fi nancial situation, which are recurrent items on the 
agenda, it discussed some of the following issu es in several sessions, such as:  selection of 
participants in regional activities; implementation of the recommendations of the Strategic review; 
outsourcing of TA; eTraining; ITTC's new web- site; TRTA and Training Plan for 2008-09, etc. 
75. ITTC played the lead role in organising an d reporting about the TAMC's work.  It is 
welcomed that an increasing number of operational di visions regularly participated in the meetings 
and shared experiences on TRTA issues.  The TAMC  has continued to serve as a reminder of the 
importance of TRTA in the Secretariat's work a nd strengthened the awareness of accountability for 
well organised and highly relevant TRTA activities. WT/COMTD/W/166 
Page 30  
 
 V. SUMMARY CONCLUSIONS  
76. Overall, the performance of the TRTA progr amme implemented in 2007 was not, indeed, 
much different from the one delivered in 2006.  Th e workshops, seminars, courses, etc. continued to 
be recognised by the majority of the beneficiarie s very successful or successful.  The data analysis 
substantiated that WTO TRTA contributed to the Members' trade- related capacities by imparting 
knowledge and skills relevant to meeting obligations and use opportunities emanating from 
membership.  It has also strengthened devel oping countries' and LDCs' capabilities to more 
effectively participate in trade negotiations.  Th e WTO TA providers and other resource persons in 
general made a good impression on the participants and demonstrated an impressive command of 
their subjects and an increasing professionalism in adult training and in disseminating timely and 
relevant information. Joint orga nisation and delivery with partner institutions continued to mutual 
satisfaction. 
77. Nevertheless, TCA recalls that most of the WTO-met TRTA needs are also served by other 
agencies, the private sector, the acad emia, civil society organisations, etc.  Some of them are partners 
in organising and implementing WTO TRTA but have also their own trade-related assistance 
programmes.  Of trade related technical assistance in many Member states, WTO's, represents only a 
modest percentage.  Furthermore, two large TR TA products i.e. the RTPCs and the university 
partnership programme are continuously developi ng (competitive) intellectual capacities in the 
regions.  Hence this report again emphasizes the need for continuous efforts for keeping WTO's 
comparative advantages, reviewing old practices, exploring and putting inno vative ideas into effect, 
giving top priority to quality over quantity, and k eeping pace with new developments since what may 
seems to be good enough for the present soon becomes out-dated. 
78. The TRTA programme implementation in 2007 did not result in many new lessons.  What is 
needed, indeed is the systematic application of t hose learned over the last six years.  The report has 
acknowledged the divisions' efforts to better qualit y and maintain high performance and this drive 
should be further capitalized on.  The report also  explored and highlighted areas that ask for 
improvements.  This will certainly take place if th e regular exchange of views and experiences of TA 
providers are systemized and become a sort of divisional habit.  This process of improving TRTA would certainly become a standard feature if it re ceived an increased attention and support from the 
directors concerned. 
79. TCA does not recall the lessons learned included in our last year's report but makes additional 
efforts that the lessons learned will be disse minated and known to a maximum number of TA 
providers.  It is important to emphasize that less ons learned are worth as much as they are known and 
applied.  Hence is the importance of continuous dialogue of TA providers in the Secretariat. 
80. Finally, TCA recalls that when lessons learned require individuals or their units' to change 
operational management practices,  perceptions, approaches and behaviours, their office-wide 
application indeed takes time and need explicit and systematic support from senior management.  
Otherwise bad practices, lacking critical feedback, b ecome a routine and may give the impression that 
all goes well.  Therefore, continuous efforts are n eeded in terms of reminde rs, briefings, dissemination 
and feedback until the lessons are known enough and consistently applied in every phase of TRTA 
planning, design, implementation and evaluation.  TCA continues to support those efforts.   WT/COMTD/W/166 
 Page 31 
 
 
  
ANNEX 1 
 
List of evaluations conducted by TCA in 2007  
 
Onsite Evaluations  
 1. Malaysia
 Intensive Course on Trade Negotiation Skills (26 February - 2 March) 
 2. Lesotho
 Upgrading of the WTO Reference Centre (24-26 April) 
 
3. Argentina  Trade Facilitation for Latin America (25-29 June) 
 4. South Africa
 Trade-related Intellectual Property Rights for African Countries (3-5 July) 
 
5. Mauritius  Trade Policy Course on Special and Differential Treatment, LDCs, Small 
Economies and the Integrated Framework for African countries (20-23 August) 
 6. Macao
 National Seminar on Trade in Services and the GATS (20-21 September)  
 
7.  Indonesia  WTO/ESCAP High-level Asia-Pacific Regional Consultations on the Doha 
Development Agenda Negotia tion Issues (24-28 September) 
 8. Austria
 Regional Training Course on Trade Policy and WTO Accession (22-26 
October) 
 
9. Qatar  Regional Workshop on WTO Issues for Academics in Arab and Middle East    
countries (11-13 December) 
 10  Zambia
 Regional Workshop on SPS issues for selected English-speaking African 
countries (10-12 December) 
 
 Ex- Post Evaluations initiated in 2007
 
 11. WTO Reference Centres 
 
Ex- Post Evaluation completed in 2007
 
 12. Trade Policy Courses   13.  eTraining courses WT/COMTD/W/166 
Page 32  
 
 ANNEX 2 
 
A sample programme of the course on
 
Trade Negotiations Skills  
  
- The intensive course on trade negotiations sk ills requires participants to process a large 
amount of information, calculate and analyze data, manage teamwork dynamics  and immerse directly 
into rounds of simulated negotiations.  The following  is an overview of the five-day training course. 
- On day one
, the intensive course opens with welcome remarks by the host country 
representative, who then invites the WTO resource pe rson to make introductory remarks.  After that, 
the resource person provides background informati on on course objectives and expectations.  The 
WTO expert begins with an overview of WTO ru les and principles, negotiating process, negotiating 
framework for reduction of trade barriers, the Ge neral Agreement on Trade in Services, and Rules 
including RTAs and fisheries subsidies.  The afternoon session continues with powerpoint 
presentations on trade negotiating approaches and strategies, as well as on the organization and 
planning of the bilateral and plurilateral negotiations. 
- On day two , the WTO expert briefs participants on the requirements of the negotiations prior 
to their commencement.  Participants then break  into their assigned hypothetical “country” groupings 
and proceed with national consulta tions before beginning the first round of bilateral negotiations.  
During the negotiations, participants are free to cal l for recess and continue  with the group/national 
consultation process whenever it is deemed necessary. 
- On days three and four , bilateral negotiations among the six countries continue, with different 
pairings per session, bearing in mind that, as part of the WTO negotiating process, bilateral concessions would eventually be multilateralized .  Throughout the negotiating process, the WTO 
expert acts as the facilitator, honest-broker or the "shepherd".  The final bilateral session takes place in 
the morning of Day 4.  In the afternoon, all par ticipants reconvene at a plenary session to share the 
results of their respective bilateral negotiations.  These  results are officially tabled by the WTO expert 
who acts as a Chairperson of the negotiations. 
- The final day begins with informal meeti ngs among countries, prior to the multilateral round 
of negotiations, in which coalitions and joint proposals are formulated and discussed. At the 
multilateral session, exchanges of requests and o ffers among the six countries occur, and written 
proposals on Rules are discussed.  In concluding, the Chairperson confirms that "these negotiations" 
do indeed move forward the process of the DDA nego tiations.  The intensive course closes with final 
comments and remarks from the appointed “Heads of Delegations” and the WTO expert.  Certificates 
are granted to all participants, in recognition of their diligent and sincere efforts, which become 
evident throughout the course. 
 
__________