Application Summaries

ICLD Municipal Partnership Programme Application Period 1, 2016

Page Ref nr Swedish Part Application Decision

Botswana

5 2016-0002 Hultsfred municipality Development/Expansion Approval

10 2016-0033 City of Västerås Project Approval

14 2016-0034 City of Västerås Steering group Approval

China

18 2016-0003 Åmål municipality Steering Group Rejection

21 2016-0004 Åmål municipality Project Rejection

24 2016-0007 Region Dalarna Project Approval

28 2016-0008 Region Dalarna Steering Group Approval

31 2016-0012 Filipstad municipality Inception Approval

34 2016-0032 Vara municipality Steering Group Approval

37 2016-0035 Borlänge municipality Steering Group Rejection

40 2016-0039 Borlänge municipality Project Rejection

43 2016-0043 Vara municipality Development/Expansion Rejection

46 2016-0045 Gävle municipality Steering Group Rejection

48 2016-0046 Gävle municipality Project Rejection

51 2016-0047 Gävle municipality Project Rejection

Kenya

55 2016-0005 Västernorrland County Council Project Approval

58 2016-0006 Västernorrland County Council Steering Group Approval

61 2016-0015 Härryda municipality Steering Group Approval

65 2016-0016 Härryda municipality Project Approval

71 2016-0021 Region Västerbotten Project Approval

74 2016-0030 Västerbotten County council Project Rejection

77 2016-0031 Västerbotten County Council Steering Group Rejection

80 2016-0036 Umeå municipality Steering Group Rejection

83 2016-0038 Umeå municipality Project Rejection

88 2016-0050 Norrköping municipality Steering Group Rejection

90 2016-0051 Norrköping municipality Project Rejection

94 2016-0052 City of Borås Inception Approval

96 2016-0056 Region Västerbotten Steering Group Approval

Kosovo

99 2016-0025 Växjö municipality Project Approval

104 2016-0028 Hörby municipality Project Approval

107 2016-0029 Hörby municipality Steering Group Approval

Macedonia

109 2016-0020 Skellefteå municipality Inception Approval

Namibia

111 2016-0037 Falköping municipality Inception Approval

Serbia

113 2016-0040 Sandviken municipality Project Approval

116 2016-0057 Sandviken municipality Steering Group Approval

South Africa

119 2016-0001 Växjö municipality Development/Expansion Rejection

123 2016-0009 Tyresö municipality Steering Group Rejection

127 2016-0010 Tyresö municipality Project Rejection

131 2016-0011 Region Kronoberg Steering Group Approval

135 2016-0013 Tyresö municipality Project Rejection

139 2016-0014 Växjö municipality Project Approval

142 2016-0024 Söderhamn municipality Steering Group Rejection

145 2016-0041 Söderhamn municipality Project Rejection

149 2016-0044 Söderhamn municipality Project Rejection

153 2016-0048 Gävle municipality Project Approval Youth Democracy 157 2016-0053 Karlskrona municipality Rejection Project 161 2016-0054 Karlskrona municipality Steering Group Rejection

Tanzania

163 2016-0055 Sundsvall municipality Project Rejection

Uganda

167 2016-0022 Kalmar municipality Steering Group Approval

170 2016-0023 Kalmar municipality Project Approval

175 2016-0049 Vimmerby municipality Development/Expansion Approval

Ukraine

177 2016-0017 Region Gotland Steering Group Approval

180 2016-0018 Region Gotland Project Rejection

183 2016-0019 Region Gotland Project Approval

Zambia

186 2016-0026 City of Malmö Steering Group Approval

189 2016-0027 City of Malmö Project Approval

193 2016-0042 City of Malmö Project Rejection

Development/expansion Municipal Partnership Programme

Swedish applicant organization: Country of cooperation: Hultsfred Municipality Botswana Amount applied for (SEK): Cooperation partner Local government in 257000 cooperation country: North West District Council Ref. current project and steering group: Ref: 2016-0002

Summary of the application:

The project proposal is premised on the understanding and appreciation that the solutions of Solid Waste Management problems in NWDC cannot only be found by building Disposal Facilities and purchasing collection vehicles. It is equally imperative to cultivate community understanding of Solid Waste management and Environmental Protection as a societal problem and requires the cooperation of an informed community and Waste Management Authorities in equal measure.

Education gives people a broader knowledge, which in turn gives them great power to influence their way of life and their place in local society.

The thought of an extension is partly to develop the way of working with waste in NWDC, and partly to continuously educate and inform schoolchildren, teachers, media and society as a whole about the importance of waste management.

The extension and a possible future project will also help Hultsfred Municipality to test the LOTS- model further, in a field where it has not been used that much. Since the train-the-trainer method was and still are very successful in our previous project it will be a foundation also in the field of waste. Also, we want to follow up on how the chapter about environment in our training-manual and the train-the-trainer-method has been developed for the women who produce baskets. The project will be developed according to the LFA-model.

Potential areas of cooperation (problems and challenges for local authorities that could be solved within the partnership):

Currently, NWDC does not have community education specialists/experts within its establishment. As a result the aspects of community education and participation cultivation are not well defined. It is because of these issues that NWDC currently does not have a Community Education Strategy, therefore why NWDC would like the assistance of Hultsfred Municipality in this regard.

By building the train-the-trainer method into the environmental department of the council, and thereby increasing the institutional capacity dealing with waste, schools will be able to use this capacity long-term in their own local capacity building. In that way, local and smaller societies and villages can be reached. Schools are institutions also, and their task will be to build the capacity into their local students and their relatives. In that way, the level of institutional capacity will be higher long-term.

The expected changes at NWDC are that the project would need to have an officer who is responsible for it implementation, monitoring, evaluation and re-porting to Council Management. This therefore may require that the identified officer be relieved of some other responsibilities to be able to accommodate this.

NWDC would also have to establish a Task Force for implementation of the project, especially the training. This would also involve providing them with resources such as transport, accommodation etc.

North West District has over the tears been experiencing increasing challenges of Solid Waste Management. Population increase, especially in the district headquarters Maun, is among the major contributors. The increase in population is a result of more businesses establishing in the District. Of major concern are mine operations which have established, they bring along a significant population surge and increase in waste generation. The region is also an international tourist destination and therefore offers employment opportunities hence more prospective employees come here.

The main resultant Solid Waste problems include; illegal dumping by citizens, non-provision of household waste storage bins, non-payment of waste collection fee, low level citizen cooperation in waste management activities, e.g waste separation etc.

In addition, there is also a challenge of inadequate capacity within NWDC as a Waste Management Authority. This relates to; insufficient collection vehicles, limited disposal facilities, insufficient budget. Another major issue is insufficient Public Education. There has never been a meaningful and sustained Public Education exercise undertaken on waste management, except for a few that were mainly aimed at selling refuse bins at subsidized prices. Many initiatives have not been successful due to public

reluctance to assist authorities, and as a result, NWDC realizes they need to try and cultivate public participation through education among other measures.

However, the community is diverse and is made up of various sectors(school, business, religious groups etc); therefore developing an education program suitable for all these sectors would not be an easy task and may not be a specific and precise enough to achieve the desired results.

The partners appreciate that a strong Public Education Exercise could offer huge long-term benefits of young kids growing up with the information. This is because education seeks to achieve a change in mindset, long held beliefs, attitudes and ways of doing things, in this regard how the general community appreciates solid waste issues.

The overall aim of the project is to raise overall awareness level of waste management among school kids so that they will in turn transmit the message to their parents and the general society at large and that they grow into adulthood with better information so as to take better and more informed decisions. We believe this will assist in getting the community to understand and appreciate their role and those of waste Management Authorities in ensuring protection of the environment and its inhabitants. The education material will cover the following as a minimum; 1. What Constitutes Waste 2. How waste is generated 3. Environmental and health impacts of waste 4. Current waste Management situation in NWDC 5. Sustainable Waste Management Process 6. Individual initiatives/Contributions to sustainable waste management 7. Benefits of Sustainable Waste Management

How the proposed problems and challenges relate to one or more of the dimensions of local democracy described below:  Methods of information for and dialogue with community residents  Methods for considering the needs of vulnerable social groups and minorities  Methods for enhanced transparency and accountability  Formulation of municipal services that meet the needs of residents  Methods to ensure the representativeness of the local and regional political bodies

Information for and dialogue with Community residents The information Campaigns, material and methods will be based on the waste training manual and the train-the-trainer - method. The information will be packaged into a training manual to be used by all the trainers in all the selected schools. The main purpose of the manual is to standardise the procedure for training and the information to be delivered. An information booklet/marketing campaign on waste management would also be developed for the whole community.

Furthermore, since the information needs to reach different target Groups and also maybe at different stages, the messages needs to be adjusted according to the needs and levels of each target groups. Some possible target Groups might be teachers, students, the families of the students, informal Groups, the society as a whole, politicians, other government organisations and media. A time plan for information actions needs to be set specifically.

Vulnerable social Groups and minorities Vulnerable social Groups and minorities are important in local society, and in the long-term may be given a higher standard of Life with a better knowledge of waste management. Informal Groups will be involved in the planning of the Project, to discuss how they look upon the issue of waste and what their needs are to be part of a waste management process. We believe that every single thing that can give informal Groups a higher self-esteem is of great value for local democracy - and knowledge of waste is one of them, as is business training. Also, many of the families of the Children in primary schools are from a part of society where standard of living is sometimes low. Even here, self-esteem and pride will arise through a better knowledge and more strength in the shape of capacity building. We Believe these Groups in society are our most important target Group, not only with the environmental perspective in mind, but with the empowerment perspective also.

Transparency and accountability Since information is one of the main parts of the Project, the aim is to be transparent to all target Groups and participants. Also, the waste management manual will be an official document which is open to all and everyone to study. To be successful, it is very important that the local government gets a credibility in society and among the target Groups.

Municipal services that meet the needs of residents Information material and a waste training manual will be offered from the municipality to all residents. This project will further community knowledge on waste management and provide a platform for the community to express their views the relevance of the current service. The project will also aim to establish a District Solid Waste Advisory Committee. The committee will be composed of officers from; NWDC Environmental Health Department, Department of Waste Management and Pollution Control and Department of Environmental Affairs in the National Government who also have offices in Maun. The committee mandate would be to improve their working relationship and develop a solid waste management strategy beyond the project life span, by engaging individuals, community groups and businesses.

Representativeness of local and regional political bodies Local and regional politicians will early be involved in workshops to give their input on the Project. Also, they will be asked to be part of information material and Campaigns. They are important to

create a feeling of importance, pride and to express that everyone can do something to help.

Remarks

NWDC and Hultsfred municipality completed a LED-Project in 2014. The current idea is to apply the methodology previously developed to a different area, i.e. waste management. A similar application was rejected in the previous round of applications.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant and feasible. The proposed Development/expansion has a participatory approach to project planning which increases the likelihood for identifying relevant organizational capacity lacks that can be addressed in a future project.

Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

City of Västerås Botswana

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Gaborone City Council

Year 1: 500000

Year 2: 500000

Year 3: 500000

Project title: Ref:

Waste Not revised 2016-0033

Main cooperation area:

Environment/Climate

Summary of the application:

Continuing the partnership between Gaborone and Västerås this is a knowledge and experience exchange project within waste management. The overall objective is to achieve improved community resilience and a more sustainable environment in Gaborone and in Västerås.

Aims are to: 1. Introduce source separation of recyclable waste in a pilot area of approximately 1200 households and three schools in Gaborone 2. Approach new resident groups in Västerås with little experience of source separation 3. Increase public awareness in both cities

The project will provide the partners with experience regarding project management, residents dialogue, community empowerment, public-private collaboration, and more, thus strengthening the how their behaviours affect local environmental health is expected to increase. 10

Central for the project implementation are the Västerås public waste management and public housing companies, three schools in the pilot area in Gaborone and one school in Västerås.

After evaluation of the experience exchange and the pilot, the ambition is that source separation of recyclables will be expanded to the rest of Gaborone, forming a foundation for a sustainable resource management where waste is treated as a valuable resource.

Overall objectives:

As a result of the problem analysis several long term goals were identified. Most of these goals assumed that the scheme, as a result of the pilot project, had been introduced in the whole of Gaborone.

These goals include:

system; people taking more responsibility if they are more involved and that a change in behaviour can result in a change in other aspects of life as well

However, the success of the project is pivotal to how well the communication aspects are performed. It is vital that the project can easily communicate the idea, the goal, of the project. The project group therefore agreed on a single overall objective:

Improved community resilience and a more sustainable environment.

This objective aims at both Gaborone and Västerås since the gains, in different ways, are expected in both cities.

Project objective:

The project objective is transfer of knowledge and experiences resulting in GCC having a model for implementing source separation in residential areas.

By implementing source separation, GCC has increased its competence and capacity to meet future needs of the Gaborone residents and the global environment. The implementation process has provided experience regarding project management, resident dialogue, community empowerment, public-private collaboration, and much more. Meanwhile, Västerås has gained experience in project management in an international context, new influences in resident dialogue and communication, and 11

a deeper collaboration between the different partners within the city.

Immediate objectives:

1. Waste Not project members, relevant staff from schools involved, and communicators for the awareness campaign have attended environmental training to secure that everyone is at the same level of understanding. 2. Public awareness on environmental health issues including waste management has increased as an effect of the communication campaign. 3. Collaboration between GCC and private recycling company (Recycle It) is formalised in an agreement concerning collection of recyclables in Block 3. 4. Separated material is recycled into new products, which can be communicated as feedback to source separation participants. 5. The erected drop-off points are de facto used by the Block 3 residents.

How the proposed project relates to one or more of the dimensions of local democracy described below:  Methods of information for and dialogue with community residents  Methods for considering the needs of vulnerable social groups and minorities  Methods for enhanced transparency and accountability  Formulation of municipal services that meet the needs of residents  Methods to ensure the representativeness of the local and regional political bodies

Equity/inclusion All residents should be given equal opportunity to participate in this project. Since the source separation scheme is new to Gaborone and to GCC, it is of utmost importance that as many as possible engage in the project and share their opinion on the system both before and after. The choice of Block 3 as pilot area means that residents of different background, income level and social status will be involved. The project team will use different methods of communication in order to ensure that information will reach all residents and that everyone is comfortable with expressing their needs, worries, suggestions, etc. Since there are certain differences expected between men and women in terms of household waste handling, the gender perspective will be particularly present in forming the communication strategy.

Citizen participation For the local democracy to be strengthened - which is one of the most important objectives in this project - people need to experience that they have certain influence on their community development also when the development is more or less forced upon them by the authorities. The Waste Not project is a pilot project where residents in Block 3 will be interviewed both before and after implementation to give their opinion on waste-related issues and how they would like their waste management 12

designed to best meet their own needs. The method will be defined in the communication plan. Also during the campaign in Västerås (a waste management campaign aimed towards immigrants), resident dialogue will be used to better meet the needs of the users. The City Councils may or may not be able to accommodate all these ideas, but either way, they will be taken into account when planning for further developments of the waste infrastructure. This method of trying a new scheme with a systematic approach - a pilot project including resident dialogue and a thorough evaluation - is rather new particularly in Gaborone and could change how the city perceives local democracy.

Transparency Increased transparency, e.g. through direct consultation with the community, will strengthen the residents of the pilot area. Having an opportunity to meet and have a dialogue either directly with the authorities or through the WDC will bring the citizens closer to the City Council. During the pilot, information about the project will be spread in the community and in the schools and people should thereby get a better understanding about how decisions are made and what to expect regarding waste management in their community. It will also be very easy for anyone to contact the City Council. Transparency will also be a specific topic for the partners to discuss e.g. when producing the communication plan.

Remarks

The partners have collaborated within the programme since 2010. An application on the same theme as the hereby proposed project was rejected in the previous round of applications.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant, feasible and sustainable. The proposed pilot builds capacity on the organizational level and holds the potential to increase public participation and inclusion. Furthermore, the ICLD acknowledges the Letter of Support for the implementation of the pilot project.

Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

City of Västerås Botswana

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 Gaborone City Council

Year 2: 300000

Year 3: 300000

Title: Ref:

Steering Group Västerås-Gaborone 2016-0034

Title of related project(/s):

Ref: 2016-0033 Waste Not revised

Summary of application:

The overall objective for the municipal partnership between the City of Västerås and Gaborone City Council is to contribute to a mutual development and learning of use for the residents in Västerås and in Gaborone.

The partnership focuses on experience and knowledge exchange on challenges for a sustainable waste management. In Gaborone a pilot project will be implemented with the purpose to introduce source separation of recyclable waste in an area of approximately 1200 households and three schools.

The steering group supports to the project group are to:

tability for the new municipal service that will be developed as responsible for the local democracy.

need of municipal services.

challenges to develop a smart and sustainable city for all.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

The City of Västerås use a project governance tool that provides support for governance of projects by maintaining a good project culture and creates order through a unified structure for the project and its different phases.

The model serves as a tool where process and decision points are clarified. This makes it easier to manage the decisions in the steering group and the political bodies such as the committees, the city council executive and the city council assembly.

The City of Västerås works according to a client-contractor model which helps the organisation in the work of coordination, interaction, governance and contracting based on the needs that arise. There is also a good ability to listen to the advice of the performer. Thanks to experienced project managers and project staff within the city, we have a high competence in running project according to plan. As part of the client-contractor model there is a lot of experience from cooperating with external partners, which is of great benefit in cases where the city has need for external expertise.

The development projects are characterized by openness in the democratic decision-making, resident dialogues and extra attention to the diversity that exists in Västerås.

The steering group has decided on a client decision document (verksamhetens beslutsunderlag = VBU) where the effect and product goals for the City of Västerås are stated. A project contract will be prepared between the client and the contractor. Unfortunately, the PEJL-model is copyrighted and we are not allowed to share the templates with external partners. Still the steering group will have the possibility to discuss the governance related to these goals to establish a structure for the internal project governance.

This will be the first time the Västerås part of the steering group uses the model fully in an international project. In parallel we will be able to develop routines to fasten and quality ensure the administration in international projects with external funding.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

Information for and dialogue with community residents; In the City of Västerås we have a Policy for Residents Dialogues that will be translated into English in a separate ICLD project with another partnership Ref.No. 2015-0030. The policy provides a tool for the dialogues that can be used as a help for the Waste Not dialogues. Further, some representatives in the steering group are involved in both of these partnerships and will also be the link between the two partnerships to enhance the outcome. Further possibilities of interactions between different funds/ democracy.

In the Waste Not project different methods of information for and dialogues with community residents in especially the block 3 area in Gaborone will be used. Different methods will be discussed during the project. For example, there will be awareness and behavioural change campaign where the three target groups: 1) teachers and students, 2) residents and 3) member of the Ward Development Committee will be approached in different ways.

Different kinds of dialogues with the residents will be used. In feedback from ICLD regarding the of the target group analysis. They will be involved early in this project.

Enhance transparency and accountability; The elected politicians in the steering group will inform the residents about the project and its intentions as a way to pave the way for the project group. The elected politicians will take the role as the ultimately responsible for the legitimacy of the project. Thereby the steering group enhances transparency and accountability of the project.

Formulation of municipal services that meet the needs of residents; The representatives from the steering group has a responsibility to listen to the residents view on what the project is trying to achieve. response regarding their new tasks waste separation at source. In the City of Västerås the steering group will need to ask the project group for good examples in the meetings with the residents. Good examples will be used when newly arrived immigrants are installed in Västerås and are expected to sort their waste in their new homes as any other person from Västerås.

Remarks

The partners have collaborated within the programme since 2010. An application on the same theme as the hereby proposed project was rejected in the previous round of applications.

Recommendation from the Municipal Partnership Unit:

Approval

Since the related project is suggested to be approved, so is the Steering Group.

Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Åmål Municipality China

Number of project years: 1 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 Dunhuang city

Year 2:

Year 3:

Title: Ref:

Stress among children at day-care steering group 2016-0003

Title of related project(/s):

Ref: 2016-0004 Stress among children at day-care

Summary of application:

The steering group is compound with persons who are relevant to the subject area and that can contribute with their knowledge and experience. There are in each steering group a head of the day- care unit which creates an easier communication between the boss and the co-worker when it comes to the project and its activities. The competences that the bosses possess are an enormous support for the project group in their work forward in the project. The steering group also involves public health coordinators that will with their knowledge within the subject area support the project group and help out finding good and interesting speakers to future seminars, through their nets of contacts. The staff at the development unit as well as at the Foreign Affair Office has a broad experience in working in national/ international projects, which can be of great help in getting the project forward. The political representatives can, through their channels, create possibilities for future work within the subject area when it comes to stress among children at day-care. They can also facilitate in decision-making if necessary.

How the Steering Group will proceed to ensure the results of the participant project(s) are 18

monitored and quality assured:

The steering group will invite the project group to partake in some of their meetings in order to share information between each other in order to highlight any difficulties, challenges but also positive aspects.

The Swedish part of the steering group will travel together with parts of the project group to Dunhuang. This will give them an opportunity not only to get to know each other but also to share experiences and thoughts regarding the project.

Both project coordinators will have continuous contact with the project group in order to ensure the results and to be able to support and monitor the project.

Evidently the head of the day-care centers involved in the steering group will have frequent contact with the teachers, which also can be important in assuring the quality of the results of participant project.

The coordinators in both cities will submit a small report each month, on the progress of the project.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

Equity/inclusion The project group will get support from the steering group in their work on including all children no matter ethnicity, gender or religion etc in the project´s work in reducing stress among children at day- care. The steering group will also provide information regarding the municipal equality plan and how to work with equality. Citizen participation It is the responsibility of the steering group to put out actual information about the project on the municipal information platforms, like website, social media etc, this in order to secure that all citizens can become involved in the work of the project and its results. Transparency Transparency is of utmost importance between the project group and the steering group and that everyone feels as if they are part of the project and feel like they have the right to speak freely. By working in an international project, with transparency and distribution, it opens up to external observation. The project might discover some problems that will put pressure on the decision-makers which they are accountable for.

Possibility to demand accountability

The project and its main problem create a forum and legitimacy for the staff at the day-care centres, in both cities, to focus on preventing and reducing symptoms of stress among children. The steering group encourage the project participants and the project group to develop and deepen their work in finding solutions on how to decrease the stress level among children at day-care. Opportunities are created on a continuation of the current area of subject, since it is connected to political decisions in both municipalities. It gives the day cares mandate to work with the project.

Remarks

This Steering Group application is a product of an Inception phase the partnership did in 2014. Accordingly, this is the partnership s first Steering Group application.

Recommendation from the Municipal Partnership Unit:

Rejection

Since the related project is suggested to be rejected, so is the Steering Group.

Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Åmål Municipality China

Number of project years: Cooperation partner Local government in cooperation country: 1 Amount applied for per year (SEK): Dunhuang city

Year 1: 500000

Year 2:

Year 3:

Project title: Ref:

Stress among children at day-care 2016-0004

Main cooperation area:

Social Issues

Summary of the application:

this also affects children from an early age. For this reason, parents and other grown-ups are important role models for children in their daily life. The day care centres are important by supporting the children and parents in their daily life with a focus on giving children a safe and secure place to spend their days. The idea with this project is to give day care staff as well as tools in preventing stress, among themselves as well as measuring the noise level and through seminars on this topic. The goal with these activities is to help the day care staff as well as the parents in finding ways of lowering the stress level among children, this in turn will help reach the project goals of improving the health among the staff with less days of sick leave, as well as giving parents a more positive view of the work done by the cay care centres.

Overall objectives:

The overall objectives in a long term perspective are: 21

- Decrease the sick leave among preschool teachers, by working towards a calmer existence at the daycare - Decrease the annual budget when it comes to the cost for sick leave and extra staff. - A healthier and happier staff will reflect their wellbeing on the children. - Start a debate about stress in general, stress among young children and the society`s demands on parents today which can contribute to a better understanding and self-consciousness. Parents stress is often reflected on their children. - Decrease the cost of children who in the future are in the need of extra care. We can by targeting stress among children at an early age prevent these children from having problems with irritation, anxiety, anger, difficulties to concentrate etc. which are all signs of stress. It is an investment g the children the right conditions to cope in life. - The children will become healthier physically and psychologically, have chances to develop their potentials and good habits. They will become more creative with critical thinking, become better citizens and will be able to make a contribution to the society.

Project objective:

The project objective is to reduce the stress level among children at day-care

Immediate objectives:

1. Reduced stress level among children and a more positive attitude among parents towards day-care centres 2. Less days of sick leave among day-care staff 3. Lower noise level at the day-care

Equity/inclusion All children, no matter ethnicity, gender or religion, have the right to a safe and fair upbringing. Through the project, tools will be given to parents and day-care centre staff in how to act and behave hyperactivity amongst children, the project aspires to contribute to a calmer environment for everyone included in the project. 22

Citizen participation At this stage of the project, the focus is on three day-care centres but the result will be available and distributed to all day-care centres in both municipalities. Further, when Åmål and Dunhuang arrange seminars on the main problem, all relevant staff and parents will be invited to participate. Information regarding the project and its goals will be sent to all parents which might encourage them or improve, if necessary. By receiving this information, parents are also given the opportunity to withdraw from the project. Transparency Transparency is of utmost importance between the project group and the steering group and that everyone feels as if they are part of the project and feel like they have the right to speak freely. The project gives this main problem a platform for discussion regarding children with stress disorders. Further, the project brings legitimacy in discussing any possible problems at day-care centres. By working in an international project, with transparency and distribution, it opens up to external observation. The project might discover some problems that will put pressure on the decision-makers which they are accountable for. Possibility to demand accountability The project and its main problem create a forum and legitimacy for the staff at the day-care centres, in both cities, to focus on preventing and reducing symptoms of stress among children.

Remarks

This project application is a product of an Inception phase the partnership did in 2014. Accordingly, this is the partnership s first project application.

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the Project application to be an interesting proposal, however the application is not expected to be relevant for the programme as it does not address a lack of capacity on the organizational level, and as the solution is focused on knowledge transfer on the personal level. The application connects its aims and goals only briefly to the programme s core areas.

Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Region Dalarna China

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Hubei Provincial People´s Government

Year 1: 500000

Year 2: 500000

Year 3: 500000

Project title: Ref:

Youth Voices for Influence and Participation II 2016-0007 Dalarna/Hubei Main cooperation area:

Social Issues

Summary of the application:

The project's goal is that Region Dalarna and Hubei Provincial Government involve youth perspective in the planning and decision-making process. The project work with youth councillors by increasing their competence and roll in the municipalities. The youth councillors then reach out to the student councils in order to test a method for Citizen's Dialogue between the youth and the regional governing bodies.

Region Dalarna and Hubei Provincial Government shall send at least one proposal to the student years.

These intermediate goals should also be met:

1. Politicians and youth councillors are on the same page regarding the importance of adopting youth

perspective. 2. Region Dalarna and Hubei Government have a method for Citizen's Dialogue, and engage young people in the planning and decision-making process. 3. Officials are aware of the importance of adopting youth perspective in their proposals, and involve youth strategist and youth councillors in their planning process.

Long-termly, for the sustainable development of our regions, we aim to build a more inclusive society where youth perspective is included, youth's competence utilised, and more youth stay or move back to our regions.

Overall objectives:

1. Youth perspective is included in decisions that will influence the young people in Dalarna and Hubei. 2. Young people feel empowered. Increased trust in the democratic system. 3. More young people choose to stay in Dalarna. More young people who have moved out move back to Dalarna. 4. Young people's innovation, creativity and enthusiasm are utilized in regional development, which causes a positive impact on sustainable developments.

Project objective:

Region Dalarna and Hubei Provincial Government involve youth perspective in the planning and decision-making process.

Immediate objectives:

1. Politicians and youth-coordinators are on the same page regarding the importance of adopting youth perspective in planning and decision-making process. 2. Region Dalarna and Hubei Provincial Government do have a method for Citizen's Dialogue, and engage young people in the planning and decision-making process. 3. Officials are aware of the importance of adopting youth perspective in their proposals, and involve youth strategist and youth-coordinators in their planning process.

Equity/inclusion

Region Dalarna and Hubei Provincial Government do not involve youth perspective in the planning and decision-making process means that the young people do not get an equal opportunity to take part in the regional development. Their needs will be largely missing or ignored, because our society is governed by adults. Also, young people are not a homogenous group either. They are consisting of diverse individuals of different backgrounds, cultures and live in different situations. They are a vulnerable group in the sense that they have little power in decision-making of the society that they live in, but they are also consist of many men, women, girls and boys, and other LGBT communities that are also vulnerable groups. If we do not take in consideration of their needs, we are ignoring the needs of many from several vulnerable groups. If we keep ignoring the needs of young people, we will cause a vicious circle where less and less infrastructures, educations, services etc are built to meet their needs, the results are more and more young people will leave the regions and do not return. This will cause a demographic challenge and have a negative impact on the sustainable development of our regions. The project will try solve this problem and will also bring in the perspective of Gender Equality. We will have a Gender Equality expert in the project that follows the project from start to finish. The gender expert will offer two workshops on the subject to train the project manager and the youth coordinators. The gender expert will also produce an analysis for the project from the gender perspective. established good contacts with their gender expert there. We would like to maintain this contact and visit them again to discuss the issue and exchange work experience with them. The exchange of experience between the youth coordinators and experts in both regions will increase our knowledge of the situation and development of gender equality in each region, thus help us improve the way we work.

Citizen participation

The Swedish youth policy states that all decision that influences young people needs to take into 26

consideration of young people's perspective, that young people have a right to participate and influence. In China, covering all the levels, the youth policies are aiming to protect the legitimate rights and interests of young people and promote youth participation and development. If our organisations do not have a method or platform to involve young people, they will have very little opportunity to engage themselves, and we will not be able to implement these policies. We will have one expert in Citizen's Dialogue. The expert will visit the Chinese partners in the start of the project to spread the ideas of citizen's dialogue and together with the partners, set up a practical approach to handle the issues in the project. The expert will also be giving two workshops to the participants and youth councillors in the regions. During the projects' period, both Hubei government and Region Dalarna will send at least one proposals to the student council in the pilot municipalities, in order to take in youth perspective in the planning and decision-making process. This will not only help the regional governing bodies to test a method for citizen's dialogue, but also set up an example for our municipalities, and inspire them to test the method in their own municipality.

We do not see a directly link between the main problem and Transparency or Possibility to demand accountability, but we believe that by establishing a method for Citizen's Dialogue and engage more people to take part, the public will have a better understanding of how regional governing bodies work, and thus bigger chance for increased transparency and possibility to demand accountability.

Remarks

The partners recently completed a three year-project on the same theme titled Youth Voices for Influence and Participation.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant, feasible and sustainable. The project addresses lacking capacity on the institutional level of both partners. The project is deemed to increase equal and inclusive treatment of young citizens, foremost in Hubei.

Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Region Dalarna China

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 Hubei Provincial People´s Government

Year 2: 300000

Year 3: 236200

Title: Ref:

Management and Coordination II Dalarna-Hubei 2016-0008

Title of related project(/s):

Ref: 2016-0008 Youth Voices for Influence and Participation II Dalarna/Hubei

Summary of application:

The steering group will meet five times during the 3 year associated project implementation; three meetings in Hubei and two in Dalarna when the project results will be reported and the analysis and follow-up presented.

Steering group members and youth consultants in Dalarna and Hubei will meet and there will be joint events within four themes: civil dialogue, equality, the environment and young entrepreneurship. Anchoring will be made by information dissemination and meetings; internally in the participating organizations and externally to other stakeholders and citizens.

In the project Region Dalarna and the Hubei provincial government will include a youth perspective in the planning and decision making process. The aim is to test methods for citizen dialogue between young people and local authorities, using the student council on a few selected pilot schools. During the project period, the Region Dalarna and the Hubei provincial government will, through the

participation of youth strategists and youth consultants, send at least one draft each to the pilot schools to take in young people's opinions. The steering committee will make sure that the process is facilitated in each organization.

Hopefully we get a model that can be used to include young people so that their skills are utilized and allows young people to remain or move back to the regions.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

The coordinators of the Management and Coordination project will arrange meetings for the steering group twice a year and link these to the Youth VIPII-projects schedule and planning. The steering committee will get a real insight in to the different phases of the implementation through participating in the joint events and get the results from the project leaders on each meeting.

The Youth VIP II project will be monitored via interviews and there will also be analyses from the different focus areas of the project. The results will be presented at each meeting.

The meetings will also include discussions about the progress in each partner organization of including youth perspective in regional development. There will be notes taken at each meeting. The notes will be included in the overall report after each visit and the report will then be disseminated to the ations and other stakeholders of the project.

The results will also be discussed in internal meetings in the organisations, for example in the

The coordinators and youth strategist will meet the project leaders and coordinators at both sides of the Youth VIPII-project continuously to follow up and support the work.

In Hubei, the FAO and Youth federation will strictly choose the involved participants of the Steering group, select specific supervisors to follow the project, the two departments will frequently meet each other to review the project process. And they will actively coordinate with Dalarna for the two meetings every year and the survey to ensure the project quality.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

1) Inclusion: Region Dalarna and Hubei Provincial Government do not involve youth perspective in the planning and decision making process means that the young people do not get an equal

opportunity to take part in the regional development and that the regional organizations loses their views. The Region Dalarna board has adopted a Youth Strategy to increase the youth perspective and needs methods for implementation. The Hubei Province also wants to try new methods for listening to the younger citizens. So, in the new project Dalarna and Hubei will select participants from the youth related affairs staffs, not students, to enlarge the affected areas of people, because the youth affairs staffs in municipalities, universities and other institutions are the people that live closely to the youngsters and will collect their opinions and interesting topics, then feed back to the steering group, which make more youngster could express their opinions through the project. Experts in citizens dialogue and gender equality will be connected to the activities in this field to make sure that boys and girls and young men and women will be included and the steering group will have the possibility to learn more about the decision maker role in this process and bring new knowledge

2) Citizens participation, is a prerequisite for the project implementation. The steering group will prepare and make way for the Youth VIPII-project in the participating organizations so that the project team's work to test methods for dialogue will be facilitated. The steering group will have the possibility to learn more about the decision maker role in this process and bring new

Region Dalarna particularly one the policy councils will be introduced to the methods for citizen dialogue that we will explore in the Youth VIPII project as these could be interesting to try even on other target groups of citizens. The Hubei FAO and youth federation will have more internal meetings to conclude the ideas from the participants. The FAO will make the project achievement into the general working conclusion of Hubei with Sweden and the whole Europe, to make the project as the sample as to the other countries, the FAO will add the project achievement into the Government report that to be announced to all the Hubei people in every spring. And the youth Federation will have two meetings to conclude the project. the first one is meeting for all universities' youth federation staffs, other one is the meeting of youth CPPCC members, these two meetings will assure that the results of the project could be got by all universities and also the provincial decision makers.

Remarks

The partners recently completed a three year-project on the same theme titled Youth Voices for Influence and Participation.

Recommendation from the Municipal Partnership Unit:

Approval

Since the related project is suggested to be approved, so is the Steering Group.

Inception Phase Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Filipstad Municipality China

Amount applied for (SEK): Cooperation partner Local government in cooperation country: 271400 Longyan Municipality

Ref:

2016-0012

Summary of the application:

Since 2002, Filipstad has a strategy to increase the municipality's contacts in Europe and globally. The intent is to contribute to democratic development, to study the possibility of joint municipal cooperation projects for the benefit of both countries, explore interest in technology transfer of environmental and energy technologies to contribute to global sustainability, and create opportunities for business exchanges between local companies.

In May 2010 the Governor of Värmland signed a twin county agreement with Chinese province of Fuijan. In order to deepen the regional contacts, Filipstad and other municipalities in Värmland have investigated the possibility of deepening communal relations in the region.

In November 2011 a delegation from Filipstad went for a first visit in Longyan. In September 2012, a delegation from Longyan visited Filipstad for further deliberations.

After these initial visits, Longyan needed an approval from central Chinese governments for Filipstad to become an official Sister City. This approval was necessary before further collaborations could be discussed.

Pending Longyans formal approval of Sister city collaboration with Filipstad, there was a polite contact between the municipalities. A delegation from Longyan University visited Bergsskolan in Filipstad in November 2014 to discuss possible cooperation.

In January 2015 Filipstad was contacted by the Chinese Embassy in Stockholm who wanted to remove the last obstacle to Longyan desire to form a Sister City agreement with Filipstad. In the spring of 2015 Longyan announced that they received the formal approval to subscribe such an agreement. Filipstad has now received an invitation to visit Longyan.

The initial talks on collaboration, who took place in 2012/2013, has now been reactivated by the approval and Filipstad needs to meet the new management in Longyan to sign the Sister city agreement and to discuss future cooperation.

This project, which includes official visits to each country and other preparatory work, is expected in the short term to result in the establishment of a plan and agreement for a bilateral project between the municipalities. The project will deepen the relations between municipalities and develop the project plan including scheduling, organization and objectives for different areas of cooperation.

In the long term, the cooperation between the municipalities is expected to result in increased influence over important local development issues among the residents of Longyan, China. Collaboration and transfer of knowledge will also result in more sustainable urban development in the two municipalities.

Potential areas of cooperation (problems and challenges for local authorities that could be solved within the partnership):

The problems, challenges and potential areas of cooperation which can find its solution for the local authorities within the partnership are difficult to predict before the partners have been able to discuss these issues.

The main potential areas of cooperationt that could be discussed are energy, environment, care for the elderly, child care, education, business development, democracy and equality.

Remarks

The relationship between the partners dates back till 2010. In 2011 they were granted funding for an Inception phase. Due to a cumbersome process in China to approve sister City arrangements the partnership has been on hold for some years.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant and feasible. The proposed Inception phase is expected to result in a forthcoming project application.

Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Vara Municipality China

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 Huangshan City

Year 2: 300000

Year 3: 300000

Title: Ref:

Styrgrupp 2016-2019 2016-0032

Title of related project(/s):

Ref: 2014-0029 Storm Water Management.

Summary of application:

Ongoing projects will provide current information about project implementation, activities and goal fulfilment to the steering group. The steering group's task is to follow up ongoing projects and supporting projects to achieve the goals and expected results. The steering group initiates together with experts in different matters development areas and ideas for new projects collaborations. The steering group evaluates the current Action Plan (2015-2016) and take decisions on a new Action plan (2017-2018).

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

The Steering Group will meet twice a year and the purpose with these meetings are to discuss and monitor the common projects as well as identify needs in terms of new areas of cooperation. The Steering Group has the task to initiate new project within the framework of the areas that both municipalities have expressed that they find interesting for cooperation. A Plan of Action concerning

the co-operation in 2015-2016 was signed in 2014 and is indicative of this work. The Plan of Action will be updated for 2017-2018.

Ongoing contact between the Steering Group meetings will be handled through the partnership coordinators. In terms of e-mail contacts and telephone contact. The partnership coordinators are assign to follow up the ongoing projects continuously and to support the project leaders and project groups in their work.

At the Steering group meetings experts in different matters will participate, which will give possibilities to discuss specific areas and develop new project ideas with colleagues from the partner country.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

Equity /inclusion

The project will focus on the right to a good health. Inclusion and good mental health creates good conditions for reducing exclusion. Good public health is a concern for both the individual and for society. themselves in society, which ultimately becomes an issue of the opportunity to exercise democratic influence. Increasing inequality in health is a threat to the fulfilment of important societal targets. This has particular relevance to the knowledge-based society of today and tomorrow, with its increasing society. Reducing the health gap is thus a precondition for sustainable social development.

The Steering Group shall provide conditions to the Project groups to work within the specified core area. To provide conditions to work preventive in early age is a base for a good mental health later in life.

Both Vara Municipality and Huangshan City puts efforts on making as many citizens as possible to benefit from the cooperation with other cities or organization. For the past years, Huangshan and Vara have collaborated together with several projects, all of which are concerning the wellfair among citizen from both rural and urban areas. In the coming project, both municipalities are planning to involve departments from the municipal government and government of districts and counties to make sure all areas of Huangshan City and Vara municipality will be participating in the new project. To make sure that citizen from all areas can benefit from this cooperation.

Remarks

The partners have completed six projects since 2006 and one is still ongoing, Storm Water Management 2014-0029. In 2012 the official sister cities agreement between Huangshan and Vara was formed.

Recommendation from the Municipal Partnership Unit:

Approval

The application for a Steering Group is suggested to be approved for one year in relation to the ongoing project 2014-0029, Storm Water Management.

Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Borlänge Municipality China

Number of project years: 2 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 Wuhan Foreign Affairs Office

Year 2: 300000

Year 3:

Title: Ref:

Steering Group Project between Wuhan and 2016-0035 Borlänge

Title of related project(/s):

Ref: 2014-0017 Creating Supportive environment for health and learning

Ref: 2015- Abilities and Creativity through cultural Participation.

Summary of application:

The steering group from both cities consists of politicians and civil servants. The major responsibility for the steering groups are to monitor and evaluate all the on-going municipal partnership projects between two cities. The steering group members will meet twice in a year, once in Wuhan, China and once in Borlänge, Sweden. During the visits, the project leaders should update all the steering group members about projects. Besides the projects, the steering group members should also work on how to promote the development of the local democracy. The meeting minutes will be made by the coordinators. The steering group members should make sure the projects can be developed in a

sustainable way. The steering group members will also use any possible opportunities to spread the results of the projects.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

The coordinator from each steering group will update the steering group about the on-going Projects on a regular base.

The steering group will pay annul visit to the organisations which run the actual cooperation projects.

The steering group will read the annual reports of the on-going projects

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

Cultural project focuses on the inclusion Environmental technology project focuses on citizen participation Public Health project focuses on citizen participation and possibility to demand accountability Social project focuses on inclusion

The steering group will ensure that the social vulnerable groups are always part of the target group when doing the projects. The steering group emphasizes the communication with the media. Through them the information about the projects can be delivered to the public. Besides the projects' contribution to the local democracy, the steering groups decide to put more efforts on the citizen participation and give the possibility for the citizens to demand accountability. Wuhan now has a TV program which is very popular among the citizens. On the program, the government officials and the normal citizens will share the same stage and the officials from different municipal departments will take the complains and opinions from the citizen representatives directly. The whole process will be shown on TV and broadcast in Wuhan city. This is a great way to increase the citizens' participation and give them the possibility to demand accountability. Borlänge and Wuhan will put more efforts on this during this new steering group project period.

Remarks

Borlänge and Wuhan have been cooperating since 2009 within the framework of the ICLD administrated Municipal Partnership Programme. Many project proposals concerning technical services have been rejected, but since 2011 projects regarding health and culture have been approved.

Recommendation from the Municipal Partnership Unit:

Approval

The application for a Steering Group is suggested to be approved for one year in relation to the ongoing project 2014-0017, Creating Supportive environment for health and learning and project 2015-

Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Borlänge Municipality China

Number of project years: Cooperation partner Local government in cooperation country: 2 Amount applied for per year (SEK): Wuhan Social Welfare Bureau

Year 1: 489000

Year 2: 490900

Year 3:

Project title: Ref:

Creating a Better Life for the Socially Vulnerable 2016-0039 Seniors Main cooperation area:

Social Issues

Summary of the application:

In a democratic society, the senior citizens regardless of their race, religion, gender, social status and so on should enjoy the same rights to social securities. Borlänge and Wuhan are facing the same challenge with elderly care due to the rapid development of aging population. Instead of moving to the pension house, to offer home-help service can make the elderly people live normal and independent lives in their own homes as long as possible. Meanwhile effective preventive health care through different physical and cultural activities can keep the elderly people healthier. Wuhan and Borlänge has its own strength in either area. To create a better elderly care environment for the seniors, Wuhan and he project periods, the partner social welfare departments will share their experiences and knowledge and help each other to train the staffs who work in the elderly care filed. Besides the practical work, the partner organizations will also put efforts to promote the democracy in their daily work.

Overall objectives:

The long term objective for this project will contribute to create a more harmonious society. The senior citizens in our society, regardless of their gender, religion, race, economic status and so on will enjoy the same rights and have the opportunity to enjoy the same good elderly care service. All the seniors can reach dignified and secure lives. Everybody lives in the society will have faith in the government. This brings the solidarity to the society.

If the seniors are well taken by the society, they will become heathier. The money the government used to take on health care for the unhealthy seniors could be used to invest in other areas to promote economic growth. Therefore, everyone in the society will benefit.

Project objective:

The objective is capacity of municipal elderly care organization will be strengthened. They will be able to set up a better home- and more knowledge will be gained so that the elderly people, especially the vulnerable social seniors, regardless if they live in the pension house or receive help at home can all enjoy a better service in Wuhan. Meanwhile with the knowledge and experience Borlänge gain on the preventive care from Wuhan can make the senior become healthier and happier.

Immediate objectives:

1. To discover the elderly people's satisfaction and comments about the current service they receive through survey at the pension house and activity center in Wuhan 2. To discover the elderly people's preference on preventive care activities through survey in Borlänge. 3. To offer trainings to the management team who working with elderly care in Wuhan through study visits, lectures and seminars and make them understand how the system works in Sweden and how we can implement democracy at work. 4. To offer trainings to the staff (especially those working with socially vulnerable elderly) in both cities and increase their knowledge and competence at work.

 Formulation of municipal services that meet the needs of residents  Methods to ensure the representativeness of the local and regional political bodies The main problem relates more with the inclusion. In the demoncratic society, each elderly people shoud be included in the welfare system, regareless of their social and economic status, gender, religion and so on.

The main problem relates to citizen participation as well. To improve the quality of the service, we should listen to the elderly's voice and we should know if they are satisfied with the current service and if not, what and how should it be improved. We cannot make the changes without collecting opinions from the elderly.

Remarks

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application to be interesting and well planned with a potential for poverty reduction. However, the main problem as defined in the application is insufficiently relevant to the programme. The attempt to include the institutional level need be further developed.

Development/expansion Municipal Partnership Programme

Swedish applicant organization: Country of cooperation: Vara Municipality China Amount applied for (SEK): Cooperation partner Local government in 275000 cooperation country: Huangshan City Ref. current project and steering group: Ref: Ref: 2016-0032 Steering group 2016-0043 Ref: 2014-0029 Project

Summary of the application:

The cooperation between Huangshan City and Vara Municipality was established 10 years ago, in 2006. Since then 8 different Municipal Partnership projects have been carried out. In 2012 our municipalities signed an agreement for establishing Friendship City relations and we agreed on promotion of friendship, cooperation and social economic development. Every second year an Action Plan for the next two years are signed by the Mayors.

Huangshan City and Vara Municipality wish to build the future cooperation upon the existing successful partnership.

A future project will focus on the increasing mental illness among youth. Both municipalities have a common challenge even if the causes to mental illness among youth are different. We wish to develop a future project where we can find ways to identify and develop new methods as well as strengthen existing methods to work preventively to reduce the mental illness among youth. We need to identify causes to mental illness and identify positive and negative impact on mental illness. Based on what affects positively find success factors for increasing the mental health and participation in society of the target group.

Potential areas of cooperation (problems and challenges for local authorities that could be solved within the partnership):

Huangshan City and Vara Municipality are located far apart geographically but also when it comes to the social structure of the societies. Despite this, we have many common challenges when it comes to providing equal opportunities for education and creating good mental health among youth. In both our municipalities we see education as a key factor for a successful life and good mental health.

Education is also the key focus area to increase democracy and reach good results in poverty reduction.

China's education system is in the world's focus when it comes to topping the list with high scores in PISA tests. The PISA test measures the level of knowledge of 15-year-olds worldwide. Although China's education system gets high results, there are significant variations across the country. In China there is a big difference in the quality of education between urban and rural areas. This means that children in rural areas may have fewer opportunities to reach their goals in education and career. This can later in life lead to poverty, exclusion and mental illness.

During the recent years the situation has been put in focus and Huangshan City is facing an essential challenge when it comes to three groups of children and youth. - mental caring for left-behind children - mental caring for children from less-developed rural areas - mental caring for children who come from rural areas with their parents working in urban cities

Left-behind children often shows symptoms such as anxiety, infantile autism due to long time lack of communication and concern. Children from less-developed rural area usually with financial difficulties are facing the shock of great disparities with urban children financially, academically, socially and mentally. And kids who move to urban cities with their parents from rural villages, due to the lack of pre-school education, mistreated home-school experience and sometimes financial difficulties, are found difficult to blend in the new and advanced environment, being eccentric, unsociable, overly sensitive and self-abasement.

In Sweden we do not see the difference between urban and country side areas like in China but we see the connection between school drop-outs and poor results on one side and exclusion and mental illness on the other.

In both Huangshan City and Vara Municipality we need to focus on decrease the mental illness among youth. We have a common challenge even if the causes to mental illness among youth are different. We wish to develop a future project where we can find ways to identify and develop new methods as well as strengthen existing methods to work preventively to reduce the mental illness among youth. We need to identify causes to mental illness and identify positive and negative impact on mental illness. Based on what affects positively find success factors for increasing the mental health and participation in society of the target group.

- pointed out the need of continue to work with methods to prevent and decrease mental illness among youth.

Equity/inclusion The project will focus on the right to a good health. Inclusion and good mental health creates good conditions for reducing exclusion. Good public health is a concern for both the individual and for society. Health themselves in society, which ultimately becomes an issue of the opportunity to exercise democratic influence. Increasing inequality in health is a threat to the fulfilment of important societal targets. This has particular relevance to the knowledge-based society of today and tomorrow, with its increasing society. Reducing the health gap is thus a precondition for sustainable social development.

Remarks

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application for Expansion/Development to be insufficiently relevant to the programme since the challenges referred to do not address lack of capacity at organizational level.

Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Gävle Municipality China

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 299300 Zhuhai City

Year 2: 299300

Year 3: 299300

Title: Ref:

Steering & Management Zhuhai & Gävle 2016-0045

Title of related project(/s):

Ref: 2016-0046 Creativity through Education

Ref: 2016-0047 Citizen Dialogue

Summary of application:

The partnership between Zhuhai, China, and Gävle, Sweden has been going on since 2010.

The main objectives of the partnership are to strengthen local democracy, improve the competence and capacity of the parties in their developmental role and as service providers through mutual transfer of knowledge. The partnership should promote economic growth, economic and social equality, environmental protection, poverty alleviation and gender equality.

The Steering Group is in charge of the vision and long term planning of the partnership. It is crucial to ensure that the cooperation is sustainable, through broad cooperation and inclusive working methods. The steering committee should make sure that the projects and cooperation areas chosen are contributing to an improved local democracy, accountability, transparency and public participation. The steering committee should explore and decide future cooperation areas and projects, monitor the ongoing projects and monitor the partnership. The steering committee should also support the

dissemination of results.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

All project has their own action plan for measuring their results. This is followed up in the yearly report to ICLD and the JPSC. However, the steering committee will meet twice a year and then receive half-year-reports from all ongoing projects to monitor and support the ongoing work. The steering committee also aims to meet with the projects when the Steering Committee meets.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

The two applications submitted are "Citizen Dialogue" and "Creativity through Education". Both projects are mainly focusing on the core area of Citizen Participation, however there are also elements of Equity/inclusion in both projects. The association between the project problem and objectives are described carefully in the applications.

Remarks

The application is based on the results from a Municipal Partnership Inception Phase 2014-0080. This is the first time the partners apply for a Project and Steering Group together. This Steering Group will coordinate two projects 2016-0046 and 2016-0047.

Recommendation from the Municipal Partnership Unit:

Rejection

Since the related Projects are suggested to be rejected, so is the Steering Group.

Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Gävle Municipality China

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Zhuhai City

Year 1: 499908

Year 2: 499908

Year 3: 499908

Project title: Ref:

Creativity through Education 2016-0046

Main cooperation area:

Education

Summary of the application: the creative and free spirit that the students have. The long-term vision of the project is that youth should feel included and empowered. The project will promote more innovation and young entrepreneurship. Youth should feel free and experience that their possibilities are unlimited. More innovative ideas will then rise about the development of the city, and more youth will take be a part of public participation. This can lead to students being more motivated in school, less drop outs and decreased youth unemployment. The projects main target is that schools build capacity to encourage youth innovation and creativity. This will be achieved through the following activities: Deliver workshops and seminars on the current work on innovation reflecting the curriculums, both formal and informal activities in both the school in general and the classes (2 decision makers from each partner) Teachers work shadowing on teaching with focus on innovation (three teachers from

each partner) Benchmarking and study visits to learn about educational toolkits on innovation nd innovations in schools Pilot project with two classes one from each country to try the toolkit Exploring and pilot at least three methods to collect the students' innovative ideas. Examples of the methods could be competitions, online forum, students' council

The project aims to increase creativity and innovative thinking among the students through school. Youth is often considered a vulnerable group who is not heard, and creativity is limited. The project aims to empower youth to form and express new ideas. Youth creativity is linked to the betterment of human rights. Both municipalities need to enhance their capacity to encourage more ideas from youth.

Overall objectives:

Youth feel included and empowered More innovation and young entrepreneurship Youth feel free and that their possibilities are unlimited More innovative ideas arise about the development of the city More youth public participation Higher youth employment

Project objective:

Schools have the capacity to encourage youth innovation and creativity

Immediate objectives:

1. Increased knowledge on youth entrepreneurship trainings in the schools 2. The existence of toolkits for teachers to promote and train innovation and entrepreneurship 3. The existence of forums for the students to present innovative ideas to the decision makers

 Methods to ensure the representativeness of the local and regional political bodies

Main core area: Citizen Participation

Youth is considered as a vulnerable group who is often not heard and whos creativity is being limited by different circumstances. The project aims to empower youth through unlocking their innovative thinking with the support of their schools. Building the capacity in a way that help the youth grasp and apply innovation is directly linked to their well-being status and therefore help the other minorities and vulnerable groups well-being. Developing the educational system and increasing its capacity to accommodate creative thinking is one of the major areas of municipal services in Gävle and Zhuhai. Increasing the capacity of this main area so it becomes more supportive and accommodative to the innovation and the project will include the decision makers and the officials in the process along with the youth. The beneficiaries of the project are the students who are the community residents in both of Gävle and Zhuhai. The project will enable the youth to discuss, deliver and hear feedback from the decision makers. The dimension of dialogue is targeted within the project by increasing the youth public participation with contributing with their ideas and having those ideas heard on an executional level which increases their sense of belonging.

Remarks

The application is based on the results from a Municipal Partnership Inception Phase 2014-0080. This is the first time the partners apply for a Project and Steering Group together.

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application to be a well written proposal, however the project is not relevant considers the problem not to be realistic in terms of a three-year project. The application derives from previous experiences in an earlier approved Inception phase that however has not been reported.

Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Gävle Municipality China

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Zhuhai City

Year 1: 499380.00

Year 2: 499380

Year 3: 499380

Project title: Ref:

Citizen Dialogue 2016-0047

Main cooperation area:

Local Governance and Government Administration

Summary of the application:

three-year project between Zhuhai, China, and Gävle, Sweden. The overall objectives are to increase trust in local government, create sustainable development, decrease costs and risks for the city and have contempt and included citizens. This will be achieved through increased knowledge on Citizen Dialogue in the cities, practical experience on innovative Citizen Dialogue and a created policy/vision on Citizen Dialogue.

The use of Citizen Dialogue is very different in Sweden and China. Both Zhuhai and Gävle see a need to improve and develop the possibility for citizens to take part of the planning and development of the cities, through Citizen Dialogue and Public Participation. The project objective is that Citizen Dialogue is used as a tool for sustainable development. The overall objectives are to increase trust in local government, create sustainable development, decrease costs and risks for the city and have contempt and included citizens. This will be achieved through increased knowledge on Citizen Dialogue in the cities, practical experience on innovative Citizen Dialogue and a created policy/vision on Citizen Dialogue. 51

The following activities will be part of the project: -training and workshops for politicians / high officials on Citizen Dialogue and Public Participation -benchmarking/ good practice - explore examples of successful Citizen Dialogue in Sweden & China -pilot projects on Citizen Dialogue, two urban development projects (one in each city) -workshop with politicians and high officials on the cities Policy/vision on Citizen Dialogue -creating policy/vision for citizen dialogue.

The work with Citizen Dialogue will start off from the very beginning, with knowledge and capacity building, targeting high officials and politicians. Therefore, the Steering Committee and the decision makers in each country must be involved. The results and experience gained in the project will need to be analysed and later implemented by the politicians and officials in charge of development and planning of the two cities. To involve the highest level from the beginning of the project, and also in choosing the pilot projects for year II, we will ensure that the relevant stakeholders and individuals will be included and educated on the methods. The project aims to strengthen the possibility for vulnerable groups to make their voice heard.

Overall objectives:

Trust in local government Sustainable development Decreased costs and risks for the city Contempt and included citizens

Project objective:

Indicators show if the project is achieving its objectives and if the planned change is happening according to plan. These indicators demonstrate the progress and results of the project.

Citizen Dialogue is used as a tool for sustainable development

Immediate objectives:

1. Knowledge on Citizen Dialogue in the cities 2. Practical experience on innovative Citizen Dialogue 3. Policies/vision on Citizen Dialogue are/is created

Citizen participation The project aims to strengthen the possibility for citizens to make their voice heard. This is a long term process with the need of a systematic approach. SKL (SALAR) wrote in their project on citizen dialogue: nternational trend for coming to grips with this problem is to both invite and reach out to people in the community. It is a matter of gaining a good understanding of how the citizens want to communicate and engage in dialogue with the local authority. This means that using the same dialogue approach for all citizens is not enough. When only a few people turn up to the meeting that you have arranged, you cannot draw the conclusion that nobody is interested and be satisfied with that. If you seriously want t responsibility- to find the methods that suit different groups in the community. International experience shows that you have to depart from traditional meetings and develop new approaches to dialogue. You can do this by using new technology, through outreach activities and through cooperation with civil society organisations or key individuals who are well networked in

Part of the work with introducing / piloting Citizen Dialogue is to talk about the transparency and accountability in the process itself. The method of Citizen Dialogue is based on clear information to get the right expectations from the citizens. From the SKL-project: l authority may choose from a range of methods and tools to achieve greater engagement. Generally, it is the issue at hand that determines which form of participation is most suitable. In the ein to describe different levels of participation. In face of the decisions to be made, you should consider how you can enable the citizens to take part. It is also important to be clear towards the citizens about what level of participation they can expect. The aim is that the ladder should illustrate the different levels of participation in decision-making

-making process leads to an increased engagement and sense of responsibility among the citizens. Even if they do not get what they want, they have gained

l 53

government. To participate, you have to be well informed not only of what the local authority is doing but also of the results of its activities. The citizen needs to be convinced that the resources used give the right service at the right cost and of the right quality. Increased transparency leads to better quality of public services. If the information about the results becomes more transparent and is openly presented to people and media, then the requirements on the internal development of quality are

Remarks

The application is based on the results from a Municipal Partnership Inception Phase 2014-0080. This is the first time the partners apply for a Project and Steering Group together.

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application to be an interesting proposal with a very relevant theme, citizen dialogue. However, the application needs further development. The ICLD cannot see if the activities will lead to fulfilment of the objectives and there is no overall time schedule linked to the activities. The indicators need to be further developed and the dissemination plan for results must be improved.

Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

County Council of Västernorrland Kenya

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Republic of Kenya Mombasa County

Year 1: 500000

Year 2: 500000

Year 3: 500000

Project title: Ref:

Building capacity to address literacy challenges 2016-0005 and enhance democratic engagement in Västernorrland and Mombasa Main cooperation area:

Cultural and Leisure Activities

Summary of the application:

The project emanates from identified insufficiencies at organizational level to cope with rapid changes in literacy proficiency of children and youth in society. Poor reading proficiency is a threat to equity and inclusion and may have severe consequences both for the individual and for the society. The project partners will develop joint methods for cross-sectoral cooperation between regional authorities and other stakeholders working with children and adolescents in informal education (e.g. culture and sports) in both countries. Seminars and workshops will be organized in order to exchange knowledge and experiences of best practice, facilitating an active participation and ensuring a focus on persons in vulnerable situations with specific attention to gender issues. The project is anchored at different levels in the partner organizations, including the level of decision-making. In order to successfully stimulate r literacy proficiency, children and adolescents will be involved in the planning phase. In order to facilitate the involvement of families/parents, joint activities for parents and children/youth will be

arranged. The project will cooperate mainly with existing authorities, organizations, and associations. Consequently, favourable conditions are created for developing permanent structures and obtaining sustainable results.

Overall objectives:

The overall objectives of the project are: - Increased capacity and ability to understand and use written information and knowledge - Improved school results - Reduced drop-out rates - Increased youth employment - Increased social inclusion - Increased participation in democratic life in society - Reduced poverty

Project objective:

The project objective:

- Increased capacity in the partner organizations to address rapid changes of reading habits and abilities of youth in the society

Immediate objectives:

Intermediate objectives:

2) Developed methods to increase reading abilities by cross-sectoral collaboration 3) Enhance collaboration between stakeholders to increase motivation and allocate time for reading among young people

The lack of capacity to cope with decreasing reading skills, decreasing reading comprehension results and an increasing number of young people with poor abilities to understand qualified written information and to express themselves, result in a lack of ability and interest to participate in collective dialogues and activities in the society and in democratic processes. Through reading a story and then reproduce or talk about it to others one becomes more open to learn from others. The experience of the words and the reaction to the words, when one is forced to take a position on the content contribute to increased interest and ability to influence important issues in the society. The culture is thus an important way to participate in democratic processes and to understand your own situation. Poor reading skill is also a problem of equity and inclusion that may have serious consequences in the society and leading to poor educational performance or early school leaving and can contribute to social exclusion. It is a worrying trend that we must counteract by developing methods for cross- sectoral co-operation between local and regional authorities and other stakeholders within education, culture and sport working with children and young people.

Remarks

The application is based on the results from a Municipal Partnership Inception Phase 2013-0073. This is the first time the partners apply for a Project and Steering Group together.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant, feasible and well politically anchored within an important issue - insufficiency at organizational level to cope with rapid changes in literacy proficiency of children and youth in society. It clearly contributes to institutional capacity building in a relevant field and to mutual benefits. The proposed project is clearly contributing to two core areas of local democracy, equity/inclusion and citizen participation.

Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

County Council of Västernorrland Kenya

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 Republic of Kenya Mombasa County

Year 2: 300000

Year 3: 300000

Title: Ref:

Steering Group Västernorrland and Mombasa 2016-0006

Title of related project(/s):

Ref: 2016-0006 Building capacity to address literacy challenges and enhance democratic engagement in Västernorrland and Mombasa

Summary of application:

The Steering Group will provide an executive level commitment and take responsibility for the collaborative project's feasibility and achievement of outcomes. Two meetings a year will be conducted at key stages during the project period. Virtual correspondence will be conducted in-between the meetings. The Steering group will focus on 1) decision-making; 2) ensuring that the project's scope aligns with the requirements of the stakeholder groups; and 3) ensuring that benefits are tracked and realized. Equality in decision-making will be ensured by fairly weighing of all requests and by safeguarding stakeholder interests in project deliberations. The Steering group considers active communication to stakeholders as a vital means to obtain support from stakeholder groups. It will act to reconcile differences in opinion and approach, and resolve disputes arising from them. It will have a major responsibility to discuss risk management approaches as emergent issues require changes to be considered. It is also responsible for signing off the completion of each stage and authorizes the start of the next stage. The steering group will also be directly responsible for reviewing all costs associated

with the project. Overall, it will provide overall guidance and direction to the project, ensuring that it remains within specified constraints.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

The Steering Group will provide an executive level commitment and take responsibility for the collaborative project's feasibility and achievement of outcomes. The Steering group considers active communication to stakeholders as a vital means to obtain support from stakeholder groups. As has been described earlier, communication platforms and part taking in regular meetings will ensure that the ongoing processes in the project are continuously monitored and that the results are continuously disseminated to different levels in the participant organizations. The Steering Group will initiate measures to cope with challenges that have been identified at organizational levels, and enhance the capacity-building needed to cope with the rapid changes of literacy proficiency of children and youth in the society. The established cross-sectoral cooperation will provide good conditions for further developments.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

The two specified core areas in the project are Citizen participation and Equity/inclusion. The lack of capacity to cope with decreasing reading skills, decreasing reading comprehension results and an increasing number of young people with poor abilities to understand qualified written information and to express themselves, results in a lack of ability and interest among young people to participate in collective dialogues and democratic processes in the society. The Steering Group will strengthen the project t -up and by facilitating the implementation for increased citizen participation. Furthermore, the Steering Group will promote to develop a tool for cross-sectoral co-operation for increased dialogue and greater responsiveness to citizen´s needs and desires.

Regarding the Equity and inclusion, poor reading skills are also a problem of equity and inclusion that may have serious consequences in the society. It can lead to poor educational performance or early school leaving and can contribute to social exclusion.

The Steering Group has a significant role in both these areas because as for the development if methods for cross-sectoral co-operation between local and regional authorities and other stakeholders within education, culture and sport working with children and young people. By increased awareness and knowledge as well as providing greater support for the process of change within these two core

Remarks

The application is based on the results from a Municipal Partnership Inception Phase 2013-0073. This is the first time the partners apply for a Project and Steering Group together.

Recommendation from the Municipal Partnership Unit:

Approval

Since the related Project is suggested to be approved so is the Steering Group.

Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Härryda Municipality Kenya

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 Homabay

Year 2: 300000

Year 3: 300000

Title: Ref:

Steering group - The right to influence for 2016-0015 children and youth

Title of related project(/s):

Ref: 2016-0016 The right to influence for children and youth

Summary of application:

All the steering group members are all very interested in solving the problems that this project is set to deal with. Nearly all the members took an active part in the inception phase and some of them initiated the project ideas. The steering group members also have very prominent roles in both municipalities and are in the positions so that they can command other staff in the organisation to implement or adapt activities, methods and structures of working. As the members consist of a good mix of people, politicians (including the opposition) in both municipalities, high level managers, as well as people working closer to the young people. a minimum amount of steering group meetings set already. In these the progress of the project will be discussed. If the project is not going according to plan or the planned activities does not prove as 61

successful as one had hoped, the members can and will take actions in order to solve upcoming problems. Perhaps, if necessary adapt some activities, in order to succeed with the project and its objectives.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

In each meeting the steering groups will, internationally as well as locally, check if the activities are carried out as planned and if they seem to give the expected results. This will partly be monitored by looking at the indicators and the part time goals. If there seem to be any problems, or the results do not seem to be reached as expected they will try to figure out why that is and try to come up with solutions so that problems can be solved or minimized. They will also check so that there are no budget problems.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

Methods of information for dialogue with community residents - We will in the project improve the methods in how we inform children young people of how they can influence within the school environment as well as in the local society and also the methods of how to make children young people more aware of the CRC. The focus on children and young people does not include all the community residents, but a part of them and the future community residents. However, at the UN-days a wider variety of community residents will be informed of how we work with influence of youth and receive information of CRC.

The focus in this project is on the young community residents. In Homabay one is very active in with young people in different platforms in many different ways. Some of them are the children assemblies, the school debates, the politician and the children/youth forums, the people's parliament. In Homabay the youth also take part in media debates where they talk on radio and TV shows, where they can make their views heard. They are also allowed to hold elections and make their own pledges. If one can improve the digital work using iPads and mobile phones it will be very vibrant.

As Homabay already work with democracy issues and young people in different ways, such as media. Härryda got a lot to learn from them. Although Härryda have better facilities to work digitally with modern technology such as ipads etc, one has not done much of that yet. Working with improving democracy engagement for young people could possibly be developed together with Homabay if the project can help provide Homabay with some iPads.

An app could be developed, either together, or slightly differently to suit the local needs. The politicians as well as the young people will be involved in this process. The politicians that are

members of the steering groups will also be directly involved in project activates, such as asking the young people of their opinions through the app.

The plan is also to develop non-digital methods such as political lunches with young people, debates at the UN-day etc. Exactly what activities the politicians and the steering group members will be involved in is not yet clear. This will be planned more in detail by the young people and the project group and with the agreement of the steering group.

Methods for considering the needs for vulnerable social groups and minorities Children and young people have the right to know about their rights/ the CRC-convention, according to the UN and all the countries that have sign the convention, Kenya and Sweden included. It is our - authorities and adults - responsibility to give them the information about their rights and ways of possibilities for influence and participation. To stand up for your rights and to be able to express them in a constructive way requires encouragement and training.

Although the project focus mainly on some schools in the municipalities the idea is that if the work in the project prove successful it will be implemented further in the municipalities in many other schools and will meet the need for a larger group of young residents. When education about CRC and informing about various methods to influence all children/young people in the focus classes will be involved.

The project will try to elaborate methods that successfully will inform vulnerable social groups and minorities of the CRC and how to get involved in local democracy work and how to influence in schools. By addressing entire classes, we believe we will more easily reach also the silent boys and girls without pointing them out. Exactly how this will be carried out will be defined when the project has started

Methods for enhanced transparency and accountability- The notes from the steering group meetings will be distributed to people, mainly within the municipality, but also possibly to others, to anyone that will find them useful or interesting. How we have been working in the project and examples of results/activities carried out will be presented on the UN-day for the public and all pupils in Hulebäcksgymnasiet.

Formulation of municipal services that meet the needs of residents A - that some of the needs for the residents in Härryda, were that the young people would like to have more influence both within schools, associations and within the society as well as the wish for meeting politicians more often. The needs for this show a need to reshape some of the municipal service. When the CRC becomes part of the law in Sweden there will be yet more important to make sure that all

children and young people know about it, therefore there is a need to reshape the services so that all children and young people get to learn about CRC through school.

Methods to ensure the representativeness of the local and regional politically controlled organisations - As this project is operating within local organisation, our prime focus is there. However, if we get more youth engaged in participating in the democracy process at local level, the step to then get more involved at a regional level has diminished substantially. This project is aiming to take action on the - enquiry the young people stated that they would like to have more influence both within schools, associations and within the society. They also said that they lacked knowledge of how they could activity one has in Härryda the young people said that they would like to meet politicians more often.

Remarks

The partners have completed an Inception phase on the same theme and with the same title as the hereby proposed Project.

Recommendation from the Municipal Partnership Unit:

Approval

Since the related project is suggested to be approved, so is the Steering Group.

Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Härryda Municipality Kenya

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Homabay

Year 1: 500000

Year 2: 500000

Year 3: 500000

Project title: Ref:

The right to influence for children and youth 2016-0016

Main cooperation area:

Social Issues

Summary of the application:

Convention on the Rights of the Child (CRC) and to engage more young people in local democratic work in both participating municipalities. The project will primarily focus on working with young people aged 13-18 in certain schools and staff connected to them, although Homabay will also have some focus on working with the influence of small children (pre-school age). The purpose of the project is to improve structures within the municipalities so that more young people will engage in the local democracy work, including school influence and learn about CRC. Within the project new methods of working with young people on these issues will be developed. The methods that prove successful will be taken aboard and help forming new structures within the municipalities in order to nd school influence. As the municipalities Homabay and Härryda both have their strengths and weaknesses within this field, they have a lot to learn from each other and can inspire each and become more successful.

Overall objectives:

In the long term we want to increase the engagement among children and young people within the local democracy work and have increased knowledge of the UN Convention on the Rights of the Child (CRC), in both municipalities.

Project objective:

Immediate objectives:

8 a, b, c) Intermediate objectives, activities and indicators:

Partial goal 1: Increase the knowledge of CRC among staff working with young people and working

Activity 7, 19, 30. Information about the CRC and working methods o opinions for staff that works with young people (Unga Direkt) and some young people themselves (older ones) in Härryda and Homabay. The education would be carried out in English in combination with the Homabay visit to Härryda. Activity 12. Begin the practice of a democratic/UN-roleplay in Härryda with inspirations from the Homabay rhetoric competition. Carried with pupils in Härryda aged 15-19. Activity 23, 35. UN-roleplay in Härryda with inspirations from the Homabay rhethoric competition. Carried with pupils in Härryda aged 15-19 as well as young people from Homabay. Indicator 1: Number of staff, politicians and young people that have participated in further education -education Source: Statistics gathered from project leader in Härryda

Partial goal 2: Increased knowledge in how one can work with joint participation among young people and small children.

Activity 1. Visit to Härryda, steering group and project group. Project group consisting of two teacher(s)/headmaster, project leader and two young people aged 16-18. Activity 2. Three teachers/headmaster from Homabay job shadow/work in two Swedish nursery schools during ca three days (in combination with the visit to Härryda). Focus on learning how to involve very young children in joint decision making. Activity 5. Visit to Homabay, steering group and project group. Project group consisting of two

teachers or headmasters from (Ekdalaskolan and Rävlandaskolan), the project leader, youth worker and two pupils aged 16-18. Activity 6. A youth worker and a teacher/headmaster from Härryda job shadow/work in Homabay during ca three days (in combination with the visit to Homabay). Focusing on different ways of working with democracy issues. Thereafter writing reports of what work that has been carried out and what they have learnt and spread this information to their colleagues at home. Activity 13, 24. Visit to Härryda, steering group and project group. Project group consisting of teachers or headmasters, project leader and three pupils aged 16-18. Activity 14, 25. Three teachers or headmasters jobshadows/work with teachers in classes in Härryda/Homabay for two three days. Focus on how to teach pupils of the CRC among other things and how to involve young people in joint decision making. Thereafter writing reports of what work that has been carried out and what they have learnt and spread this information to their colleagues at home.

Activity 17, 28. Visit to Homabay, steering group and project group. Project group consisting of three teachers or headmasters from (Ekdalaskolan, Rävlandaskolan and Hulebäcksgymnasiet and three pupils aged 16-18. Activity 14, 25. Three teachers or headmasters jobshadows/work with teachers in classes in Härryda for two three days. Focus on how to teach pupils of the CRC among other things and how to involve young people in joint decision making. Thereafter writing reports of what work that has been carried out and what they have learnt and spread this information to their colleagues at home.

Activity 18, 29. Two teachers/headmaster from Homabay jobshadow/work in school/youth activities during two- three days in Homabay (in combination with the visit to Homabay). Thereafter writing reports of what work that has been carried out and what they have learnt and spread this information to their colleagues at home.

Indicator 2: Number of staff that have been involved in a knowledge exchange/job shadowing concerning work with young people and small children. Source: Statistics gathered from project leader in Härryda

Partial goal 3: Increased knowledge and engagement among young people (age 13-18) of how one can act to influence the school environment and the local democracy. I.e. who to contact in school about what, what rights you got in school, how you can influence and what in school, how remises works, information about/be able to participate in a rhetoric competition, develop app (Härryda) and a digital forum (Homabay).

Indicator 3: (for Härryda) Percentage of pupils in year 8 (in Ekdalskolan and Rävlandaskolan) that have given a positive response* to the statement: Lärarna i min skola tar hänsyn till elevernas åsikter -

Jag känner att jag kan påverkar hur vi arbetar i skolan - Jag känner att jag kan påverka vad vi ska arbeta I feel that I can influence how we work in school I feel that I can influence what we shall work with in school.) Source: Users (pupils) survey 2015, class 8 (carried out on a yearly basis)

Partial goal 4: Establish more channels/meeting points which creates possibilities for dialogues and information exchange between politicians, employees and young people (digital arenas, such as apps, lunches with politicians etc.).

Activity 3, 8, 15, 20, 22, 26. Informing pupils in Härryda and Homabay of various ways one can express oneself and influence the school environment as well as the local democracy (age 13-18). Focus on year 7 (13 year olds) in Härryda. E.g. Writing articles in the local newspaper, have lunches with the local politicians, using the digital platforms etc. in order to facilitate the dialogue between local politicians and young people.

Project indicator 4: (for Homabay): Number of young people in Homabay that use the website or F Baseline indicator: 0 (there is not yet a website or a Facebook platform)

Project objective: Improved structures and knowledge of methods to facilitate for children and young people to engage in joint participation, the local democracy work and to increase the knowledge about CRC. forum as we Homabay and work with those. Activity 10, 21, 32 Information and presentations (from professionals, young people involved in the project etc.) of the CRC in connection with the UN-day. Target group for the day: Young people (including all young people at Hulebäcksgymnasiet), municipal staff in Härryda, the public and visitors from Homabay Activity 11, 22, 33. Work in local schools with the CRC in various ways, in both municipalities. The work will then be presented on the UN-day on 24th October in Härryda. The presentation can include speeches held by young people or/and presentation of work carried out in exhibitions or a theatre etc. Activity 10, 16, 25. Information and presentations (from professionals, young people involved in the project etc.) of the CRC in connection with the UN-day. Target group for the day: Young people (including all young people at Hulebäcksgymnasiet), municipal staff in Härryda, the public and visitors from Homabay.

If you are not aware of your rights and not have the experience in participating/being included in decision makings as a young person it will be harder as an adult to become active in the local democracy. The children and young people also have the right to know about their rights/ the CRC- convention, according to the UN and all the countries that have sign the convention, Kenya and Sweden included. It is our - authorities and adults - responsibility to give them the information about their rights and ways of possibilities for influence and participation. To stand up for your rights and to be able to express them in a constructive way requires encouragement and training.

Although the project focus mainly on some schools in the municipalities the idea is that if the work in the project prove successful it will be implemented further in the municipalities in many other schools and will meet the need for a larger group of young residents. Also by spreading information during public events such as the UN-day in Härryda, the general public also get a better knowledge of CRC etc. When education about CRC and informing about various methods to influence all children/young people in the focus classes will be involved.

The work with the app in Härryda and the digital forum in Homabay could result in good methods for enhanced transparency and accountability. The digital methods will facilitate for young people to be in connection with local politicians/local political organizations.

By making some of the work public at the UN-day in Härryda you spread the information to more citizens in general and make the project transparent. Information about the project and its activities about in an info-sheet that is spread to all households in Härryda a few times a year.

Remarks

The partners have completed an Inception phase on the same theme and with the same title as the hereby proposed Project.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant, feasible and sustainable. The participatory approach to sharing knowledge on the UN Convention on the Rights of the Child in both municipalities ensures increased organizational capacity for equal treatment and inclusion of youth.

Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Region Västerbotten Kenya

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Elegeyo Marakwet

Year 1: 499875

Year 2: 499875

Year 3: 499875

Project title: Ref:

Ny ansökan 2016-03-03 11:26:22 2016-0021

Main cooperation area:

Local Economic Development

Summary of the application:

Region Västerbotten and Elgeyo Marakwet and The county of Elgeyo Marakwet in Kenya have worked together in an inceeptionphase and identified a joint area of cooperation relevant for both parties; capacity building for sustainable ecotourism.

The project stretches over three years; 2016-2018.

The main goal of the project is to establish capacity in the County Government of Elgeyo Marakwet to harness tourism potential in the county based on understanding and strategies for sustainable ecotourism.

The main goal is also relevant for Region Västerbotten who has started to develop sustainable ecotourism. An integrated quality secured ecotourism and sustainable development is seen as a viable option to harness the huge tourism potential to help improve the quality of life of the local communities through 71

economic empowerment.

We plan to quality secure this development implementing globally accepted criteria for ecotourism and sustainable tourism both on a corporate and on a destination level.

Overall objectives:

The changes in society that the concerted efforts of this project will contribute to in the long-term are: - By commencing a massive reforestation programme protecting bio-diversity, - Remove people on land slide prone areas which will provide security, - Protection of wetlands (gazette and conserve, the game park, all water catchment areas), - Create a buffer zone by establishing a belt of indigenous trees along the forests and steep slopes in the county. These changes will together with activities with and for the community reduce poverty and enhance economic and social opportunities.

Project objective:

Establish capacity in The County Government of Elgeyo Marakwet to harness tourism potential in the county based on understanding on and strategies for sustainable tourism.

Immediate objectives:

1. Establish a systematic sustainable planning for sustainable tourism. 2. Capacity building for all the stakeholders working on sustainable tourism. 3. Strengthen the coordination between sub-counties and departments working on the sustainable tourism.

Methods of information for and dialogue with community residents

l and regional politically controlled organisations.

In this paragraph we describe how the main problem relates to dimensions of local democracy: -Methods for considering the needs of vulnerable social groups and minorities Encourage local investors to venture into this sub-sector- establishment of Eco lodges. -Methods for enhanced transparency and accountability Supplement government efforts through advocacy in capacity building and training by the Civil Society Organizations (CSOs). -Formulation of municipal services that meet the needs of residents To provide policy guidelines and regulation in the sector To facilitate capacity building and training -Methods to ensure the representativeness of the local and regional political bodies Encourage community participation to help reduce poaching and reduce animal- human conflicts

The former governance structure never had plans and policies to allow exploitation of the resource and meet the needs of the local people.

Remarks

The partners were granted an Inception Phase in the first round of applications 2015. They were unusually quick to apply for a Project and Steering Group in the autumn of 2015. The applications fulfilled the quality that the ICLD asked for, but due to limited funds the applications were rejected. This is a slightly modified and even improved version of the previous application.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant, feasible and sustainable. The proposed project addresses an organizational challenge for both partners. The objectives and activities are logically designed to address that challenge while including relevant target groups in local communities. The partners have made a short but relevant description of how the project contributes to the core area equity/inclusion where they will develop policies and guidelines taking vulnerable groups into account.

Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

County Council of Västerbotten Kenya

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Homa Bay County Government

Year 1: 498200

Year 2: 496800

Year 3: 497200

Project title: Ref:

Governance for Effective, Quality Health Care 2016-0030 Service Delivery in Homa Bay County Main cooperation area:

Health

Summary of the application:

Health inequity is a global challenge and people in rural areas generally have lower health status than people in urban regions. This has social and economic implications for the people, particularly in resource poor countries where poor health is a direct threat to individuals and their local community. Västerbotten and Homa Bay County both face challenges in delivering healthcare to rural communities, whether it is due to lack of resources, infrastructure or political will. Owing to these challenges, Västerbotten has become a frontrunner in developing various ICT solutions to extend health services to rural communities, of which the latest innovation is the so called community based virtual health room. The main objective of the project is to improve the capacity to provide effective and high quality healthcare services through ICT, with particular focus on the community based health rooms. As the ICT capacity is lower in Kenya, the project will develop and evaluate telemedicine-based healthcare services, while at the same time ensuring the availability of adequate and skilled personnel capable of applying ICT through training activities. The concept will be thoroughly evaluated in both countries, from community as well as decision maker and health worker perspectives.

Overall objectives:

The proposed project shall contribute to improved capacity to provide effective, quality healthcare services to Homa Bay Citizens using ICT and Telemedicine.

In a long-term perspective we foresee that this project will stimulate the growth of telemedicine in Kenya and Sweden, bringing medical support closer to the people thus making healthcare more people-centered. The rapid development of ICT-technology is already changing the face of healthcare, and properly used, it can contribute to a more equitable healthcare. An equitable care will primarily benefit the poorest and most underprivileged population.

Project objective:

Improved capacity at the County level to provide effective, quality healthcare services to Homa Bay Citizens using ICT and Telemedicine.

Immediate objectives:

Intermediate objective 1: Understanding among stakeholders about the project

Intermediate objective 2: Knowledge and understanding of telemedicine as a tool for effective quality health care delivery among implementers in Homa Bay County

Intermediate objective 3: Established virtual health rooms in selected sub-counties, as models and test- beds

Intermediate objective 4: Understanding of needed investments for integrating telemedicine in the health care system in Homa Bay Count

Homa Bay County, as in any part of Kenya, has no effective communication and information dissemination system when it comes to healthcare communication. Despite the presence of 75

community dialogue strategies, the system is poorly resourced, coordinated and thus less effective. The rural community is majorly comprised of poor households with limited ability to purchase communication devices such as cell-phones.

Our inability to conduct regular households and population surveys limits our capacity to effectively, accurately and promptly map out and consider the needs of the vulnerable social groups and minorities.

Lack of capacity to provide supervision and monitoring of services at different levels has created a gap in our ability to ensure an enhanced transparency and accountability in the delivery of healthcare services. In particular, in rural health facilities where automation of health services is yet to be realized, it is faced with the challenge of quality record keeping and follow-up mechanisms. In most cases, patient records do not move with them to the next level of care, necessitating loss-to-follow-up in managing specific cases.

Due to limited resource and technical capacity, the Department of Health Services in Homa Bay County is frequently faced with the challenge of adequately and effectively engaging the community in needs identification, intervention design and program implementation as required by the Kenya Constitution 2010, Public Participation Principles.

Remarks

The Centre for Rural Medicine (GMC) is leading an ICLD project addressing rural healthcare challenges in Indonesia 2015-0054. This partnership was initiated through a dialogue between representatives from The Centre for Rural Medicine and Homa Bay County Government in December 2015.

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application to be interesting and well planned with a potential for poverty reduction. However, the main problem as defined in the application is insufficiently relevant to the programme. The problem needs to address capacity lacks at an institutional level and where proposed contribution to democratic development would occur.

Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

County Council of Västerbotten Kenya

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 299400 Homa Bay County Government

Year 2: 299400

Year 3: 299400

Title: Ref:

Steering Group - The Centre for Rural Medicine 2016-0031 and Homa Bay County Government

Title of related project(/s):

Ref: 2016-0030 Governance for Effective, Quality Health Care Service Delivery in Homa Bay County

Summary of application:

The steering committee possesses important knowledge of the challenges in satisfying the need for healthcare in rural communities. The project will address structural, technical; attitude- as well as knowledge-related challenges related to ICT, and the role of the steering committee will primarily be to support the efforts of sensitizing and creating awareness among health professionals, policy makers and inhabitants through communication and networking.

The steering committee is also responsible for the results and has the mandate to steer the project to ensure best use of resources. The members have been selected based on their knowledge as well as strategic position they possess with respect to the opportunity of influencing healthcare development in rural areas. According to experience, this is necessary to achieve success, whether the project is proceeding according to plan or not. The steering group's most important work is thus anchoring and dissemination to ensure sustainability of the results.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

The project and steering group will have a mid-term and end-term reviews including joint monitoring and evaluation activities conducted by the project partners. Benchmarking shall be done between partner countries to learn and document best practices and approaches in rural medicine and telemedicine. The steering group will also ensure that both national and international policy and standards are met and adhered to while implementing the project. The Steering Group shall also ensure that standardized reporting tools are developed and used during the project implementation period.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

This how the Steering Group will enhance local democracy, based on principles of equity/inclusion, citizen participation, transparency and accountability:

The proposed project will ensure enhanced community and stakeholder participation in project design, development, implementation, monitoring and evaluation. Participatory monitoring and focus group discussion etc will be relied upon to promote information for and dialogue with community residents. Regular media briefings and editorials in the local media will also be used by the Steering Group.

The Steering Group will work with the Community Health Structures including County Health Advisory Board, County Health Committees, County Assembly Health Committee, and Hospital Management Boards to regularly identify and communicate the needs of vulnerable social groups and minorities in Homa Bay County. The Steering Group will also actively involve the vulnerable groups and minorities in decision-making on issues relevant to and affecting them.

The Steering Group will promote transparency and accountability as by law required through measures including but not limited to: - (a) Community and Stakeholder participation and active involvement in project implementation, monitoring and evaluation (b) Community and stakeholder sensitization, awareness creation and education on the benefits of the project (c) Use of standardized data capture and project reporting tools/templates (d) Interfacing ICT with field activities for real time data capture and reporting (e) Involvement of the Project Steering Committee in all budgeting and financial expenditure approvals, with minute records for the same.

(f) Preparation of Monthly Account Reconciliations and Financial Reports (g) Preparation and dissemination of Quarterly and Annual Narrative and Quantitative Reports.

A pre-project baseline survey shall be conducted to identify present need and appropriate technology to address the same. The Steering Group, working closely with their Swedish Counterparts shall document best lessons and case studies to aid in the formulation of effective and customer-oriented county services that meet the needs of Homa Bay Citizens.

The Steering Group, guided by the provisions of the Kenya Constitution 2010 on Public Participation and Homa Bay County Health Strategy, shall ensure that an all-inclusive Project Management Committee is established and adequately empowered to implement and manage the project.

Remarks

Recommendation from the Municipal Partnership Unit:

Rejection

Since the related Project is suggested to be rejected, so is the Steering Group.

Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Umeå Municipality Kenya

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 Kajiado County Government

Year 2: 300000

Year 3: 300000

Title: Ref:

Management and Coordination, Kajiado County 2016-0036 Government and City of Umeå

Title of related project(/s):

Ref: 2016-0038 Governance for Integrated Environmental Systems on Waste and Water Management

Summary of application:

The steering group consists of politicians and civil servants from The City of Umeå and Kajiado Government. The steering group decides on the project's direction and manages the work through ongoing conversations with the project group and project participants and through monitoring of the project as a whole. The steering group anchors the work towards political assemblies and through the politicians to their respective political parties. The steering group meets twice a year, but also follows the projects on a regular basis through the coordinator. The objectives of the project are well anchored in relation to the needs in The City of Umeå and Kajiado.

How the Steering Group will proceed to ensure the results of the participant project(s) are

monitored and quality assured:

The steering group will have meetings twice a year and participate in different parts of the program, including on travels to Sweden and Kenya.

The meetings of the steering group will focus on different aspects of the project; governance, plans, activities, monitoring and evaluations. The meetings are decision-making forums and minutes from these meetings will be attached to the report to ICLD.

The steering group will also communicate the project with the municipal executive committee and council in Umeå and Kajiado Government, as well as with the administrative and operative parts of the organizations. This will ensure the project's effectiveness and participation, as well as transparency and accountability.

The steering group has also agreed on roles and responsibilities within the project.

In order to steer and co-ordinate the project, the steering group will do the following: a) Give guidelines to coordinators and project-leader, b) Learn and communicate, c) Follow-up and evaluate d) Involve partners and networks e) strategic analysis

The coordinators for the whole project will work mainly with: a) Communication with steering group, b) Managing the exchange, c) Communication with project-leaders d) Follow-up and evaluation, e) Analysis and documentation, f) Strategic analysis

The project-leaders will work mainly with: a) Communication with coordinators and project-leaders, b) Co-operation with stake-holders in the project, c) Managing the activities in the project, d) Follow-up and evaluation of the project, and e) Analysis and documentation of the project.

The Steering Group will moreover deal with general challenges to democratic local and regional political bodies. 81

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

Strengthening the capacity on waste and water management within the local government of Kajiado is directly linked to strengthening local democracy and poverty eradication. When the local services increases. It also gives incentives to people to hold their local government accountable for providing services, and thereby increases participation in local political processes. In the end, this project will contribute to establish improved preconditions for developing local democracy.

It has become internationally accepted that waste management should be addressed in a holistic way, which is commonly referre management hierarchy a policy guideline that is part of many national environmental laws and policies is also a cornerstone of the ISWM approach. The ISWM will recognize three important dimensions in solid waste management specifically. a. The Stakeholders involvement in waste management b. The practical and technical elements of the solid waste system Aspects of the local context should be taken into account when assessing and planning a waste management system. c. Sustainability aspect, which should be able to generate funds for its own management.

In the project, collaboration with community residents, enhancing the needs of vulnerable social groups and providing of municipal services that meet the needs of the residents are important methods to ensure improvement of local democracy. Transparency and accountability is the foundation of this partnership. This will be guaranteed by the steering group through its political strength as well as involvement of key civil servants.

Remarks

This is the partnership s third round of project applications. In the last round the application was deemed relevant but the contribution to local democracy aspects such as transparency and accountability could be developed further and was therefore rejected.

Recommendation from the Municipal Partnership Unit:

Rejection

Since the related project is suggested to be rejected, so is the Steering Group

Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Umeå Municipality Kenya

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Kajiado County Government

Year 1: 500000

Year 2: 500000

Year 3: 500000

Project title: Ref:

Governance for Integrated Environmental Systems 2016-0038 on Waste and Water Management Main cooperation area:

Environment/Climate

Summary of the application:

The city of Umeå and Kajiado County Government have established a collaboration in an inception phase financed by the ICLD. The project described in this application aims at strengthening the capacity within the Kajiado County Government in the area of integrated E environment systems for waste and water management.

The application is based on a thorough stakeholder and problem analysis, describing the vast needs in Kajiado County and for the accountable County Government to work for sustainable needs in the area of waste and water.

The project will last for 3 years. The City of Umeå collaborates with the Kajiado Country Government through its leading politicians and the municipality owned company VAKIN. VAKIN is responsible for waste and water management in Umeå and functions as a competence building resource in the region as well as internationally.

The project will contribute to build capacity on sustainable waste and water management for all the stakeholders working at the county government level. Local politicians and decision makers will have received information about sustainable waste and water management at the end of this project. Moreover, the project will also establish a foundation for, and deliver formal decisions on a policy for integrated waste and water management for Kajiado County.

Overall objectives:

Strengthening local democracy through changes in society for both Umeå and Kajiado (although on different levels). This project will contribute to this by: Improved operation, planning and implementation on integrated waste and water system Improved health and living condition for the county residents Cleaner environment Informed residents on how to sort the waste and how to treat hazardous waste Establishing Kajiado County as a show-case on effective, transparent and accountable governance for integrated waste and water management

With a higher standard and quality in living there will be more energy for people to use for improving their own situation. For instance, there will be more time for studying, easier ways for cooking food and keep illness away. As a result, the risk of poverty and vulnerability will become less dominant. In the long run it will also enhance social trust and local democracy.

Project objective:

- Build capacity for sustainable waste and water management, based on the model for Integrated Environmental Technique Knowledge System (see illustration in Attachment 1), further on referred to as the System Model. The project will focus on three of the themes in the model. These themes are i) laws and regulations, ii) planning and iii) cooperation. The other themes are present in the project due to its importance for the system and for long term implementation. - By achieving this, the project will enhance a democratic process for effective, transparent and accountable governance for these issues in Kajiado County.

Delimitation: The purpose of this project is not to build technical infrastructure (waste- and recycling stations, waterworks etc), but to build capacity in the County Government of Kajiado and create a foundation in order to enhance a sustainable society, through establishing policies for waste and water management. The project will however increase the learning on different technical solutions.

Furthermore, the project will focus more on waste than water. The partners have however decided to 84

work on water as well since waste and water management are closely related.

Immediate objectives: 1. Build capacity on sustainable waste and water management for all the stakeholders working at the county government level. Local politicians and decision makers will have received information about sustainable waste and water management.

2. Create a foundation for, and take formal decisions on, establishing a policy for integrated waste and water management for Kajiado County.

In details: Hazardous waste can contaminate water. It has become internationally accepted that waste

Solid Waste Manage a policy guideline that is part of many national environmental laws and policies is also a cornerstone of the ISWM approach. The ISWM will recognize three important dimensions in solid waste management specifically: a. The Stakeholders involvement in waste management b. The practical and technical elements of the solid waste system Aspects of the local context should be taken into account when assessing and planning a waste management system. c. Sustainability aspect, which should be able to generate funds for its own management.

Therefore, in relation to the above dimensions, i. Equity: All citizens are entitled to an appropriate waste management system, clean drinking water and safe sanitation for environmental health reasons.

ii. Effectiveness: The waste management model applied will lead to the safe removal of all waste. A sustainable water management will lead to long term sustainable water and sanitation service. iii. Efficiency: The management of all waste should be done by maximizing the benefits, minimizes the costs and optimizing the use of resources, taking into account equity, effectiveness and sustainability. iv. Sustainability: the management system should be appropriate to the local conditions and feasible from a technical, environmental, social, economic, financial, institutional and political perspective.

This is outlined in the summary below: a) Environmental aspects - to focus on the effects of waste management on land, water and air on the need for conservation of non-renewable resources, pollution control and public health conditions. b) Political/legal aspects - address the boundary conditions in which the waste management systems exist: setting goals and priorities; determination of roles and jurisdiction; the existing or planned legal and regulatory framework; and the basic decision making process. c) Institutional aspects - will relate to the political and social structures which will control and implement waste management: the distribution of functions and responsibilities; the organizational structures, procedures and methods implicated; the available institutional capacities; and the actors such as the private sector who could be involved. Planning is often considered the principal activity in relation with institutional and organization aspects. d) Social cultural aspects - will include the influence of culture on waste generation and management in the household and in businesses and institutions, the community and its involvement in waste management, the relations between groups and citizens, between people of various ages, sex, ethnicity and the social conditions of waste workers. e) Financial economic aspects - pertains to budgeting and cost accounting within the waste management system in relation to local, regional, and international economy e.g like privatization, Public Private Partnerships, charging for solid waste management, cost recovery and reduction, the impact of environmental services on economic activities. The commodities, marketplace and how the recycling infrastructures connect to it, efficiency in county solid waste management systems, macroeconomic dimensions of resource use and conservation, income Generation, employment creation. f) Technical and performance aspect - what equipment and facilities will be used or planned and how they will be designed, what technical capacity will be required to implement ISWMS.

In conclusion waste management systems has the following order: generation > separation > storage > recovery > final disposal Therefore a well-structured engagement with citizens, who are the key generators, with an aim to create an enabling environment for a comprehensive sustainable solid waste management systems to

be implemented at the grassroots level is key for a sustainable ISWM system.

Developing a clear hierarchy and pathways for the waste from grass root level is central to ensure inclusion and citizen participation, transparency, ownership and give the community a clean and healthy environment, with the possibility to hold decision makers accountable.

Remarks

The partnership has been active applying for funds since 2014, but only the inception in that year has been approved since then. This is the partnership s third round of project applications. In the last round the application was deemed relevant but the contribution to local democracy aspects such as transparency and accountability could have been developed further why the application was rejected.

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application to be interesting and having a clear potential for poverty reduction in taking steps for a new sustainable waste and water management. However, the proposed objectives are insufficiently relevant to the programme. The contribution to the programme s core areas are vague and could be developed further.

Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Norrköping Municipality Kenya

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 Eldoret Municipality

Year 2: 300000

Year 3: 300000

Title: Ref:

NORELD Solid Waste Management (SWM) 2016-0050 project. Environmental protection that benefits the low-income communities

Title of related project(/s):

Ref: 2016-0051 NORELD Solid Waste Management (SWM) project. Environmental protection that benefits the low-income communities

Summary of application:

The main aim of the Steering Group (SG) is to support the partnership. The SGs role will be to: -Monitor, ensure, assess whether the overall objective, project objectives and activities are being followed. -Act as an advisory board -Ensure the project follows and upholds democracy and to meet needs the residents -Ensure that the partnership is not vulnerable to changes. - Disseminate the outcomes to other departments within the municipalities

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

Through working closely with the project team, meetings and feedback. Through field visits and documentation and reports they can monitor and the projects quality.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

By supporting, advising and seeing to that the overall objective, project objectives and activities are being followed the SG will strengthen project teams work within: - Equity/inclusion - Citizen participation - Possibility to demand accountability

Remarks

This is the partnership s first project application. The partnership completed a successful Inception phase during 2014-1015. Norrköping municipality is also a new partner to the programme and has no other history than the Inception phase together with Uasin Gishu County.

Recommendation from the Municipal Partnership Unit:

Rejection

Since the related project is suggested to be rejected, so is the Steering Group.

Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Norrköping Municipality Kenya

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Eldoret Municipality

Year 1: 499300

Year 2: 499300

Year 3: 499300

Project title: Ref:

NORELD Solid Waste Management (SWM) 2016-0051 project. Environmental protection that benefits the low-income communities Main cooperation area:

Environment/Climate

Summary of the application: a) Overall Objectives Uasin Gishu County are experts in provision of sustainable solid waste management services with adequate infrastructure based on the needs of the low in-come communities of Eldoret through creation of an enabling environment for multi stakeholder participation.

b) Project Objective The project aims at increasing SWM services to the low-income communities of Eldoret to benefit them socially, economically and environmentally. c) Indicators for the Project Objective -SWM services extended to Kipkaren and waste collection increased by 50% by June 2019 -Established cooperation with the socially marginalized in the reuse of solid waste, improved working

conditions and increased social-economic benefits. -Low-income communities brought into mainstream by promoting livelihoods opportunities (SWM) poverty alleviation. d) Immediate Objectives

services

ment including reuse and recycling established. -income areas

especially women and youth

Indicators - Framework for SWM categorizing legislation, plans and coordination, Technology/funding, -Public awareness strategies for solid waste management. -Adequate regulations enforced. -Participation of the community in solid waste management activities increased -Community understanding of their roles and rights -Change in quantities of solid waste for final disposal. -Change in quantities of solid waste reused or recycled. -Private sector participation -Number of facilities provided or expanded. - Aesthetic quality of Kipkaren environment enhanced. -Number of diseases related to poor solid waste collection reduced -Environmentally acceptable site -Neighbourhood waste association or groups -Existence of Small entrepreneurs. -Volume of waste and income

Overall objectives:

Uasin Gishu County are experts in provision of sustainable solid waste management services with adequate infrastructure based on the needs of the low in-come communities of Eldoret through a

creation of an enabling environment for multi stakeholder participation.

Project objective:

Increased SWM services to the low-income community of Kipkaren in Eldoret with socially, economically and environmentally benefits.

Immediate objectives:

Objective 1

Objective 2 Reduce quantities of solid waste with practices of suitable management including reuse and recycling established.

Objective 3 Educate and Sensitisation the Public on SWM

Objective 4 Enhance waste collection and transportation in the low-income areas

Objective 5 Promote entrepreneurship to create employment and income for the community in Kipkaren, especially women and youth

local democracy described below: Equity/inclusion

People that scavenge through trash for a living in are poor, socially marginalized and politically disenfranchised. Although some waste pickers work alone, the field is dominated by family and microenterprises comprised of women, children and elderly relatives who have no access to social benefits.

Citizen participation SWM objective to achieve environmental benefits, economic optimization and societal acceptability. In order to develop a sustainable SWM and guarantee effective operations public participation is necessary. But if citizens have no environmental education and awareness the exercise is almost impossible.

Possibility to demand accountability As the SWM engage and affect mostly the slum areas where vulnerable and marginalized live, the possibility to demand accountability is minimal as they are not aware of their rights and have other important problems to solve due to poverty.

Remarks phase during 2014-1015. Norrköping municipality is also a new partner to the programme and has no other history than the Inception phase together with Uasin Gishu County.

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application to be interesting and well planned. The stakeholder analysis is well elaborated and takes vulnerable groups in consideration in a commendable way. However, the proposal s connection to the programme s core areas is deemed insufficient. Accordingly, the contribution to the enhancement of the local democracy is too small.

Inception Phase Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

City of Borås Kenya

Amount applied for (SEK): Cooperation partner Local government in cooperation country: 275000 Machakos County

Ref:

2016-0052

Summary of the application:

The City of Borås through the municipal company, Borås Waste Recovery AB (BWR), is developing partnership with the sub-counties Kangundo, Matungulu and Mavoko in Machakos County, Kenya. The inception phase will focus on sharing experiences regarding democratic values and participation for achieving sustainable development and in learning about in waste management. After the elections and the devolution in 2013 Machakos County including the sub-counties are working deliberately and strategically to build institutions that can be accountable to deliver a democratic sustainable development and growth. Poor waste management resulting in bad sanitation, poor use of resources and unattractive centres is a problem in the sub-counties. BWR has experience of working with similar projects in other countries and therefore the sub-counties of Machakos wants to take part of the experiences to help build appropriate capacity for waste management and recovery. The inception project aims at a three- well as how Borås handles and plans waste management and a closed loops society. Machakos is already familiar with the collaborative model used since the triple helix model already is being used in the county by I Choose Life- Africa an NGO.

Potential areas of cooperation (problems and challenges for local authorities that could be solved within the partnership):

The amount of solid waste generated in Kangundo, Matungulu and Mavoko has risen due to an increase in population in these regions over time. The combined population stands at about 471,526 with an average of 2.7% growth per year. The increase in population amidst economic and social

development that comes with the demand for a higher and affluent standard of living has created the need for more production as there is more demand for consumption.

In general, there is weak public participation in planning, budgeting, implementation and overall leadership accountability in the three Sub Counties. There is little understanding of democratic principles required for accelerated development. Public participation is an essential element of any development milestone in the public domain. However, in these Sub Counties, communities continue to be looked at as passive recipients of government services, and are very often disregarded even in local decision-making processes. Ultimately, this approach results in the people failing to know the role they can play in the development process including waste management. This is a problem that can potentially be addressed by this project.

It is also noted that the Sub Counties do not have a clear strategy or plan and capacity for waste management and recovery. The problem is further aggravated by inadequate inclusion of the waste generators at the collection points and poor transportation, processing and final disposal. This has led to open air disposal of waste with no intention of recovering. The open air disposal poses environmental and health challenges in the region. Environmental challenges range from aesthetic factors to water and soil contamination. The waste act as good breeding ground for rodents, flies and mosquitoes which contribute to the spread of diseases in the sub-counties. This partnership seeks to address the above challenges.

Remarks

Both applying parties have several years of experience from the programme, although with other partners. As partners, they applied for Inception phase in the previous round of applications, which was rejected.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant and feasible. The proposed Inception phase is expected to result in a forthcoming project application where improved waste management becomes a tool for democratic development.

Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Region Västerbotten Kenya

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 Elgeyo Marakwet

Year 2: 300000

Year 3: 300000

Title: Ref:

Management and Coordination 2016-0056

Title of related project(/s):

Ref: 2016-0021 Capacity building for Sustainable Ecotourism

Summary of application:

The Steering Group made up of politicians and civil servants from Region Västerbotten and Elgeyo Marakwet County Government. The Steering Group decides on the project's direction and management efforts through ongoing conversations with the project group and project participants and through monitoring of the project as a whole. The steering group anchors the work towards political assemblies and through their respective political parties. The steering group meets two times a year, but follows the projects on a regular basis through their coordinators. The objectives of the projects are well anchored in relation to the needs of the parties.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

The Steering Group will have meetings twice a year and participate on different part of the program when the teams are traveling to Sweden and Kenya. During these travels the Steering Group will have

meetings where they decide on different aspects of the project; governance, plans, activities, monitoring and evaluations. Minutes from these meetings will be attached to the report to ICLD. The Steering Group will also communicate the project with the executive committees and assemblies in both Region Västerbotten and The County Government of Elgeyo-Marakwet, as well as with the administrative and operative parts of the organizations in order for effectiveness, participation, transparency and accountability. The Steering Group has also agreed on roles and responsibilities for the Steering Group, coordinators, project-leaders and external consultants. In order to steer and coordinate the project, Steering Group will do the following: a) give guidelines to coordinators and project-leaders, b) learn and communicate, c) follow-up and evaluate d) involving partners and networks e) strategic analysis The coordinators for the whole project will work mainly with: a) communication with steering group, b) managing the exchange, c) communication with project- leaders for each project, d) follow-up and evaluation, e) analysis and documentation, f) strategic analysis The project-leaders for each project will work mainly with: a) communication with coordinators and project-leaders, b) co-operation with stake-holders in their project, c) managing the activities in their project, d) follow-up and evaluation of their project, and e) analysis and documentation of their project. The external consultant will work mainly with: a) facilitation of dialogue at workshops and seminars b) strategic analysis c) support in producing reports and material d) providing networks

The projects managed by the Steering Group deal with challenges that are universal for democratic local and regional political bodies. The projects managed by the Steering Group deal with challenges that are universal for democratic local and regional politically controlled organisations.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

- Methods of information for and dialogue with community residents - enhanced transparency and accountability - Formulation of municipal services that meet the representativeness of the local and regional politically controlled organisations

The basic methods for this partnership are governance and capacity building for sustainable regional development. In the projects, collaboration with community residents, and enhancing the needs of vulnerable social groups are important methods. The projects are mostly working with these methods. However, transparency and accountability are the foundation of this partnership which will be guaranteed by the Steering Group.

Remarks

Recommendation from the Municipal Partnership Unit:

Approval

Since the related Project is suggested to be approved so is the Steering Group.

Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Växjö Municipality Kosovo

Number of project years: Cooperation partner Local government in cooperation country: 2 Amount applied for per year (SEK): Komuna Vushtrri

Year 1: 413300

Year 2: 447400

Year 3:

Project title: Ref:

Demokratiutveckling genom Fullmäktige 2016-0025

Main cooperation area:

Local Governance and Government Administration

Summary of the application:

The two-year project is based on a mutual problem analysis where the municipalities have challenges in their work with, and in, the city council. In general terms, it´s about challenges in administration/coordination, transparency and participation, which also affects the accountability to the citizens. The two municipalities have different challenges that they want to develop in this project, but they all relate to this mutual problem analysis. They also have different strengths, weaknesses, skills and experience that will contribute to an effective project collaboration and exchange of knowledge that promotes and develops both partners.

council as a governing body and (4) the city council as an arena for review, transparency and debate, and thereby creating greater understanding, participation and accountability. The new skills shall have contributed to a plan and pilot-tests for implementation of selected methods and good practices that will develop the municipality's work with, and in, the city council.

Overall objectives:

The overall objective to be reached in 10-15 years is to have strengthened the local democracy and its capacity and increased its accountability as well as the public interest for local politics. There shall exist a well-functioning organization handling the work of the city council, implemented at organizational level and not dependent on specific individuals and their competence. Councillors shall have a high competence of meeting techniques, and be implementing them, contributing to efficient, transparent and interesting meetings and discussions in city council which creates a greater interest from the citizens. There shall be active participation from citizens in the whole process of decision-making; from a need and proposal to implementation and evaluation. This will benefit the local democracy and its practice.

Project objective:

The project objective is to create a new forum of cooperation for officials and councillors from both partner municipalities, through which the project will aim to achieve greater skills and knowledge among officials and politicians concerning methods and good practices regarding work of the city council within the following four (4) specific themes; (1) management/coordination of the meetings, (2) technology and meeting formalities, (3) the city council as a governing body and (4) the city council as an arena for review, transparency and debate, and thereby creating greater understanding, participation and accountability. The new skills shall have contributed to a plan and pilot-tests for implementation of selected methods and good practices that will develop the municipality's work with, and in, the city council.

The four specific themes include the following issues:

Management/coordination of the meetings; How can we work to create good conditions for constructive meetings? Decisions, voting system, case process, protocols, information to the council, fees, information to citizens, communication with team leaders, management of new politicians, etc. Technology and meeting formalities; Chairpersons role as facilitator, debate and response, claims, motions, interpellations, the Rules of Procedure, voting, reservation, general question 100

and answer session, etc The city council as a governing body; Which matters are handled by the city council? The municipal organization, the budget process, governing documents, delegation of responsibilities, tasks and monitoring, law constraints and opportunities, etc The city council as an arena for review, transparency and debate; Here we try to select parts of the above presented issues concerning democracy in a more general aspect and on a higher level of abstraction, which highlights the council's role in the local community.

Immediate objectives:

Short-term objective 1: New platform for international cooperation and a greater general knowledge of work with, and in, the city councils in both municipalities.

Short-term objective 2: Increased knowledge regarding coordination of, and work within, the city councils, with special focus on the four (4) specific themes presented in the project objective (7a) as well as on the process in Växjö and learnings from it.

Short-term objective 3: Greater skilled officials and Councillors with competence and capacity to implement new methods/techniques (regarding the four specific themes) in their work with, and in, the city council.

Short-term objective 4: A new compilation of a report explaining and recommending new best practices in order to develop the work of the city council (internal: councillors and officials, external: citizens). The report will also cover current strengths and weaknesses of the city council connected to the chosen best practices. (The two municipalities can choose different best practices.) It will contribute to new knowledge that can, and will, be spread also outside the project and its participants for sustainable results.

Short-term objective 5: New knowledge regarding implementation of new methods/best practices trough at least one (1) pilot- test in each municipality. The new knowledge will be included in the report presented in short-term

Short-term objective 6: Greater knowledge among officials and Councillors in general (not only participants in the project) in both municipalities regarding strengths, weaknesses, new methods and best practices to be used in their work with, and in, the city council.

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Short-term objective 7: Overall, an increased local municipal capacity in the important democratic work of the city council. It will stretch over different political parties and their elected Councillors as well as different positions of officials working with city council and its coordination and administration. It will set a foundation for sustainable results in a long term perspective.

The problem actually relates to all four core areas. The city council is the main democratic body of a municipality; it includes the directly elected politicians representing the citizens. The city council takes all the important decisions regarding the work of the municipality. If the city council is not functioning with full efficiency, then all four core areas will be affected. They will on the other hand be positively affected by the work and results of this project regarding more participation and inclusion (from councillors, parties and the public) both in general but also with regards to gender and equity as well as better transparency of its work, which together will lead to a greater possibility to demand accountability. We know that there is a history in both (all) countries of gender inequality in politics and issues challenges related to this, but have the will to work for a more gender equal representation and participation in the city council and municipality as a whole.

Remarks

Växjö municipality and Kommuna Vushtrri is a very active partnership. They have been cooperating in a range of different projects over the last three years. The partnership has now three active projects in three different thematic areas.

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Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant, feasible and sustainable. The stakeholder analysis is thorough and the main problem concerns lacking capacity at the organizational level. The project proposal connects well to the program s four core areas, especially transparency and possibilities to demand accountability.

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Hörby Municipality Kosovo

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Peja Municipality

Year 1: 436000

Year 2: 436000

Year 3: 436000

Project title: Ref:

Citizen´s Dialogue Based Waste Management and 2016-0028 Waste Water Treatment Main cooperation area:

Municipal Technical Service

Summary of the application:

Citizen´s Dialogue Based Waste Management and Waste Water Treatment is a partnership program between Hörby municipality and the City of Peja in Kosovo. The project will be conducted over three years - 2016-2019 - and is the continuation of the partnership between the two cities that was established in 2011. The overall objective of the project is, by establishing democratic and including forum for citizen´s dialogue, to create sustainable structures for waste management and waste water treatment in Peja which in turn leads to the strengthening of the local democracy and promotion of positive social change. Within the project period, the objective is, together with the citizens of Peja through citizen´s dialogue processes, to conduct a waste water treatment plan for a village consisting of 50-300 households together with a waste management communication plan targeted towards households and local business in the city centre.

Overall objectives:

The overall objective of the project is, by establishing democratic and including forum for citizen´s 104

dialogue and participation, to create sustainable structures for waste management and waste water treatment in Peja which in turn leads to positive social change and well-being among the population.

Project objective:

The project objective is to conduct, together with the citizens of Peja through citizen dialogue processes, a waste water treatment plan for a village consisting of 50-300 households together with a waste management communication plan focusing on recycling, targeted to households and local businesses in the city centre.

Immediate objectives:

The short term objectives are:

1. To increase the level of knowledge on how to implement and conduct a sustainable plan for recycling and waste management 2. To increase the level of knowledge on how to put together a solid waste water treatment plan for extensive sewage systems aimed for 50-300 households 3. To identify potential funders and financing structures to support the implementation of sustainable waste water treatments 4. To develop models on how to create democratic and solid platforms for citizen participation and dialogue

Citizen participation is one of the core areas in implementing a sustainable local democracy as well as strengthening the local municipal service organisation. This project aims at establishing, through democratic forum for citizen´s dialogue, solid systems for waste management and waste water treatment. This in turn, will contribute in a long-term perspective in raising the standard of living and to protect the environment. Public involvement in all phases and aspects is of absolute importance in order for the project to be able to strengthen the local service organization in regards to waste management and waste water collection. The lack of sufficient citizen´s dialogue networks and structures in Peja has negative implications on the level of citizen participation which in turn creates a deficit of trust in the political establishment. Consequently, by addressing the project´s main problem in the light of increased citizen participation, the areas of transparency and possibility to demand 105

accountability will also be highlighted and handled upon.

Remarks

The partnership has today one project that was just completed within the theme municipal technical services. This is the partnership s only application since 2012. One of the project members has participated in the ITP-programme "Local Governance with a Rights Based Approach" arranged by the ICLD.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant, feasible and sustainable. The stakeholder- and problem analysis is done in an excellent way, broad groups of citizens have been considered through cooperation with NGOs. Essential in the application is not only the core area citizen dialogue, but transparency and accountability have key roles in the aims and goals of the proposal.

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Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Hörby Municipality Kosovo

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 210000 Peja Municipality

Year 2: 210000

Year 3: 210000

Title: Ref:

Steering Group - Citizen´s Dialogue Based Waste 2016-0029 Management & Waste Water Treatment

Title of related project(/s):

Ref: 2016-0028 Citizen´s Dialogue Based Waste Management and Waste Water Treatment

Summary of application:

The overall objective of the partnership project Citizen´s Dialogue Based Waste Management and Waste Water Treatment is, by establishing democratic and including forum for citizen´s dialogue, to create sustainable structures for waste management and waste water treatment in Peja which in turn leads to strengthen the local democracy and positive social change. Within the project period, the objective is, together with the citizens of Peja though citizen´s dialogue processes, to conduct a waste water treatment plan for a village consisting of 50-300 households together with a waste management communication plan targeted towards households and local business in the city centre. The Steering Group´s main responsibility is to gain approval for the objectives of the project among the political establishment in each respective city. Moreover, the Steering Group has a controlling function in measuring the implementation and development of the project to the overall planning and vision statement of the common partners.

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How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

The Steering Group will be reported to by the coordinators in both cities on how the development of the project - results, goals and activities. During the Steering Group meetings, the overall objective, together with the project objective and intermediate goals, will be followed up and evaluated.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

Citizen participation is one of the core areas in implementing a sustainable local democracy as well as strengthening the local municipal service organisation. This project aims at establishing, through democratic forum for citizen´s dialogue, solid systems for waste management and waste water treatment. This in turn, will contribute in a long-term perspective to raising the standard of living and to protect the environment. Public involvement in all phases and aspects is of absolute importance in order for the project to be able to strengthen the local service organization in regards to waste management and waste water collection. The lack of sufficient citizen´s dialogue networks and structure in Peja has negative implications on the level of citizen participation which in turn creates a deficit of trust in the political establishment. Consequently, by addressing the project´s main problem in the light of increased citizen participation, the areas of transparency and possibility to demand accountability will also be highlighted and handled upon. The Steering Group is responsible for lifting the importance of citizen participation and dialogue on the political agenda and be part of the planning and implementation of the citizen´s dialogue event that are being produced during the project period.

Remarks

The partnership has today one project that was just completed within the theme municipal technical participated in the ITP-programme "Local Governance with a Rights Based Approach" arranged by the ICLD.

Recommendation from the Municipal Partnership Unit:

Approval

Since the related project is suggested to be approved, so is the Steering Group

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Inception Phase Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Skellefteå Municipality Macedonia

Amount applied for (SEK): Cooperation partner Local government in cooperation country: 178500 Municipality of Cair

Ref:

2016-0020

Summary of the application:

The municipalities of Skellefteå, Sweden and of Çair, Macedonia, wish to initiate cooperation in order to enhance attitudes, decrease prejudice and increase knowledge on issues of functional variations and the rights of differently abled people.

The project aims to develop cultural means of expression, theatre in particular, in order to reach out to

Macedonia.

By working with theatre and actors with their own disabilities, the project will strengthen individual participants as well as reach a broader public. When persons with disabilities enter new arenas, they become increasingly visible and public prejudice is automatically challenged. Well-established actors with functional variations from Skellefteå will serve as role models and inspirers to the project. Through an inclusion of high level politicians from Skellefteå and Cair, the project will be anchored at a decision making level, also enabling its long term survival.

Potential areas of cooperation (problems and challenges for local authorities that could be solved within the partnership):

The implementation of democratic values and human rights is an ongoing problem in Macedonia

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which is naturally reflected in the work of the Municipality as well. This is a result of low public awareness about the importance of democracy and tolerance towards each individual regardless of gender, ethnicity, religion, sex, age, sexual identity, etc. Therefore, this problem would definitely be approached in a partnership with the aim of gaining knowledge and expertise from the Swedish Municipality which is far more trained and well-equipped regarding this issue. A particular problem (that can be considered as a sub-category of the aforementioned issue) that the two parties have chosen to address in this partnership are the rights of differently abled people.

Remarks

This Inception phase is the partnership s first application. The inception was initiated through two Macedonian participants of the ICLD ITP-programme Local Governance with a Rights Based Approach .

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant, feasible and sustainable. The problem area is deemed relevant for both partners and thus has a high level of reciprocity, it connects well to the programme s core areas, especially equity/inclusion. The decision to cooperate with NGOs is also deemed positive due to the chosen theme.

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Inception Phase Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Falköping Municipality Namibia

Amount applied for (SEK): Cooperation partner Local government in cooperation country: 275000 Ondangwa Town Council

Ref :

2016-0037

Summary of the application:

We live in a time of rapid change and progress and contemporary social research (for example, Bauman, 1991 and Giddens, 1993) suggests that the future is more open than ever before, with a constant transformation of life forms, which in turn affects contemporary lifestyles and values. Globalisation is causing significant changes in local communities, through migration, urbanisation and the emergence of innovative technology. People experience both a here-ship and there-ship at the same time. Change is nowadays often disruptive by its nature, entire communities and business sectors are experiencing rapid and fundamental changes. The local community is intertwined with the global community, a local event may, instantaneously, affect another local community on the other side of the world. Two fundamental strands of transformations have shaped the constitution of contemporary political life (Held and McGrew 2001). Firstly, the development of territorially based political communities, such as the modern nation-state). Secondly, the break in the exclusive link between geography, understood as nation-states, and political power. Due to this, the importance of locally-led initiatives is increasing significally and is expected to be of even greater importance in the decades to come. Globalisation requires local councils to be flexible and innovative in order to create social cohesion and deliver welfare services to the citizenry. Participation and collaboration, locally and globally, is thus pivotal to local councils. Falköping borough council focuses on social sustainable development and is grounding its work with the participation and dialogue with the citizenry on systemic principles in a research project at the University of Bedfordshire, UK.

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Potential areas of cooperation (problems and challenges for local authorities that could be solved within the partnership):

Globalisation, sometimes conjunctively referred to as the age of the Anthropocene (Reason 2016), challenges local communities and places new demands on the local councils. The suspension of time and space, caused by innovative technology, creates tensions as well as completely new possibilities in the local community. Both Ondangwa Town Council and Falköping borough council are local councils geographically located in rural areas where the effects of globalisation are clearly noticeable. Falköping is harbouring the opportunities and challenges that comes with having more than a hundred different nationalities living in the municipality. And how to, in times of austerity, meet the needs from the citizenry for education and social welfare (more than 15 per cent of children live in, by Swedish standards, poor families). Ondangwa Town Council and Falköping borough council has identified the following as common challenges:

social welfare the curbing of unemployment and job creation

Remarks

Falköping Municipaltíty and Ondangwa Town Council have during the year 2010 cooperated in a partnership project on waste and water management. Due to the extended intermission the partners have been granted the possibility to apply for an Inception Phase. The application has been rejected twice in 2015.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant and feasible. The proposed Inception phase is expected to result in a forthcoming project application and the partners have ambitions to enhance social cohesion possibly through a method for citizen dialogue.

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Sandviken Municipality Serbia

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): City of Subotica

Year 1: 450000

Year 2: 450000

Year 3: 450000

Project title: Ref:

Dragi Gradi Sandviken Subotica 2016-0040

Main cooperation area:

Local Economic Development

Summary of the application:

The aim of the project is to Sandviken Municipality in cooperation with the Federation of Sandviken establishing a partnership with the public party in Subotica. The aim is to strengthen the capacity of Subotica Trade Association and its members in Norra Backa District of Serbia. The partnership formed in accordance with the "Letter of Intent" which was established in 2014. The document was developed during the Entrepreneur Association in Sandviken participation in the international trade fair in Subotica in June 2014. Cooperation will assist the Serbian party in its rapprochement with the European Union and its fundamental values. Our municipal partnership takes particular account of issues related to youth entrepreneurship, gender equality and women's role in the development of an integrated perspective in local decision-making. Overall, the project aims to contribute to equitable and sustainable economic development.

Overall objectives:

The effects are a business climate where small and medium-sized enterprises have better opportunities 113

to create a stable economic growth and create a competitive base. Thereby also better basis for creating new jobs. The young potential entrepreneurs choose to educate themselves or start their own business in Subotica, instead of moving from the region. A labour that gives women, young people and vulnerable groups safer conditions and equal terms.

Project objective:

The project objective is that the city of Subotica has established a regular relationship with one or more business associations operating on a voluntary basis for the local economy. This relationship must be of a planned regular character in order to create conditions for the project's milestones.

Immediate objectives:

Intermediate objective 1: Establish an objective description of the relationship between a non-profit business association, and the public party, including politicians and civil service organization. Intermediate objective 2: Establish a status report of the number of companies in Subotica, including the apparent number of jobs divided between men and women. Intermediate objective 3: Establish a planned routine for dialogue and workshops between industry representatives and the city of Subotica. Intermediate objective 4: Creating conditions for small and medium-sized enterprises in Subotica to get in relationship with SMEs in Sandviken.

By promoting entrepreneurship and its development at the micro level, the project creates a better economic cohesion, a more balanced sustainable development, which in turn should contribute to a fairer redistribution of resources, reduce poverty and create more favourable conditions for human rights to be implemented in practice.

discussions where the public is invited to ensure an effective two-way communication with interested citizens.

Regular two-way communication with target audiences and stakeholders is essential not only to ensure transparency and accountability, but also to secure the valuable input that can be used to improve the project's effects. The organizational structure and membership business association "Subotica" will be used as a channel through which each measure will be assessed for advice and improvement. Regular communication, exchange of information and data for coordination between the partners and those in groups / stakeholders are important components of the methods to ensure broad representativeness.

Local business representatives designing the work in the project to provide social security and services for local residents. The project will appoint representatives in the city of Subotica official committees bringing together different institutions and organizations. These committees include Employer Committee, the Gender Equality Committee, Socio-Economic Committee, the Committee for National Minorities, etc. In addition, entrepreneurs will be represented by their union, while various civil society organizations will represent the public. In order to ensure transparency and accountability for processes, institutions and decision-makers for project implementation, a continuous media campaign of the project activities will be planned.

Remarks

The application is based on the Inception phase 2015-0055. The partnership can contribute to the Serbian rapprochement to the European Union and its fundamental values.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant, feasible and sustainable. The project objective refers to development at the institutional level and is sustainable over time. The ICLD Guidelines states that partnerships in Europe should promote alignment with the EU and its basic values and the project aims to do this.

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Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Sandviken Municipality Serbia

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 188000 City of Subotica

Year 2: 188000

Year 3: 188000

Title: Ref:

Styrgrupp Dragi Gradovi 2016-0057

Title of related project(/s):

Ref: 2016-0040 Dragi Gradi Sandviken Subotica

Summary of application:

The Steering Group will contribute a support and understanding on a political plan for the project's goals! The aim to strengthen the capacity of Subotica Trade Association and its members in Norra Backa District of Serbia. The steering group will assist the Serbian party in its rapprochement with the European Union and its fundamental values. Our municipal partnership takes particular account of issues related to youth employment, gender equality and women's role in the development of an integrated perspective in local decision-making. The steering committee has a assignment to open access for the project in the local decision-making. Overall, the project aims to contribute to equitable and sustainable industrial development with the support of the steering group's influence in the political arena.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

The steering group will take part in the information efforts of the municipal executive board. Through municipal executive members, a call to spread knowledge about the project and open to a reception of

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the administrations committees. In particular, the committees that has a greater involvement with the designated target groups. Specifically, Employment committee and Education committee beside the municipal executive board which is the political board responsible for Trade and Industry office and The municipal executive office.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central: d) Which of the initially explained core areas (in Swedish referred to as "kärnområden") are specified in your associated projects? Describe how the Steering Group will strengthen the project team's work within the core areas that are most central. Please answer in English

By promoting entrepreneurship and its development at the micro level, the project creates a better economic cohesion, a more balanced sustainable development, which in turn should contribute to a fairer redistribution of resources, reduce poverty and create more favorable conditions for human rights to be implemented in practice. The Steering Group will both strengthen the project management is involved in the core areas.

Through the development and construction of the Entrepreneur Association of Subotica and other associated activities in the project, the results and the local utility will be presented to local citizens in Subotica and Sandviken. Various forms of communication tools will be used, such as television coverage of the project activities and interviews with councillors, newspaper articles, round table discussions where the public is invited to ensure an effective two-way communication with interested citizens. Members of the Steering Group will give credibility in the communications which aim to inform and to include citizens.

Local business representatives designing the work in the project to provide social security and services

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for local residents. The project will appoint representatives in the city of Subotica official committees bringing together different institutions and organizations. These committees include Employer Committee, the Gender Equality Committee, Socio-Economic Committee, the Committee for National Minorities, etc. In addition, entrepreneurs will be represented by their union, while various civil society organizations will represent the public. In order to ensure transparency and accountability for processes, institutions and decision-makers for project implementation, a continuous media campaign of the project activities will be planned.

Remarks

The application is based on the Inception phase 2015-0055. The partnership can contribute to the Serbian rapprochement to the European Union and its fundamental values.

Recommendation from the Municipal Partnership Unit:

Approval

Since the related Project is suggested to be approved so is the Steering Group.

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Development/expansion Municipal Partnership Programme

Swedish applicant organization: Country of cooperation: Växjö Municipality South Africa Amount applied for (SEK): Cooperation partner Local government in 275000 cooperation country: Tlokwe City Council Ref. current project and steering group: Ref: 2014-0007 Steering Group 2016-0001

Summary of the application:

This application for development/expansion is based upon the Municipal Partnership between Region Kronoberg, the City of Växjö and Tlokwe City Council, which started already in 2006. Until today, more than 30 projects have been implemented within almost all spheres of local government. The application suggests six months of implementation to plan for a full-scale project targeting strategic planning of green open spaces. It nominates four municipal participants from each side and schedules two international stages in Växjö and Potchefstroom.

The problem inventory presents both similarities and differences between the two partners. Tlokwe City Council do not have a politically adopted strategic document addressing green open spaces, making it hard to focus, make priorities and allocate funding. Today, the political level put hard investments first (housing, roads, water, sewer) while the operational level lacks capacity to plan for and maintain those green areas. Most such areas are considered to be unsafe combined with crime, littering, violence and poverty. The City of Växjö has a strategic vision at the field. The program indicates what to reach for but not always what way to go or budget to use. To develop administrative capacity, Växjö also needs to improve measures for inter-departmental cooperation, safety and gender equality planning and find new tools for communication with the community.

Potential areas of cooperation (problems and challenges for local authorities that could be solved within the partnership):

The problem inventory addresses the area of green open spaces and the municipal task to strategically plan for, finance and maintain those areas in or close to city environments. In order to describe problems and challenges connected to green open spaces, one might need to look at prerequisites and context for the Swedish and South African partner separately. Some signs and conditions might be 119

similar for the City of Växjö and Tlokwe City Council, but most important there are differences between the two connected to political planning, resources and ways to cooperate and work.

The problem inventory for Tlokwe City Council starts with the absence of a strategic policy framework for green open spaces in Potchefstroom. The municipal allocating of resources is today focused on provisioning of basic services for the citizens, such as housing, roads, water, sewer and similar infrastructure. Strategic planning and maintenance of green open spaces is much lower on the political agenda and often lacks budget and other kinds of resources. The absence of guidelines faces challenges of how to manage these areas and environment in sustainable manner. With no strategic visions for green open spaces, local council finds it difficult or even impossible to make far-reaching political decisions and/or point out ways to go, when to do it and how to do it.

Potchefstroom (Tlokwe City Council) is a growing city. New houses and city areas are built and developed without respect to green open spaces. Instead, these areas are often missed and neglected and combined with crime, littering, violence and new settlements for poverty. The opportunities of creating attractive meeting-places for people is negatively changed for insecurity. The municipality has no long-term visions for these green areas and fails to keep up with the maintenance. People therefore look at the green spaces as unsafe and avoid them at night.

The level of poverty and unemployment is a great challenge to Tlokwe City Council today. The city core is surrounded with poor residential areas and the unemployment rate is especially high amongst women and youth. In many cases, community is utilizing the green open spaces in incorrect manner due to the lack of ownership elements.

The problem inventory for the City of Växjö is different from the situation for Tlokwe City Council. In Växjö, there is a strong political support for creation and maintenance of green open spaces and the so- politically adopted in 2013 (latest version) and it describes green environments in the city, its values and functions. According to the Green Structure Program, all citizens should have good accessibility to parks, nature and the lakes. The natural assets must be taken care of and should be available for recreation and positive experience.

There are however also challenges connected to this strategic document and to the status of green open spaces in Växjö. The Green Structure Program presents a long-term vision that is overall and not always very concrete. The document indicates what to reach for, but not always what way to go or what budget to use. This creates a positive support for strategic planning but it also creates high hopes and expectations - sometimes too high. In order to be able to use the program practically, the City of Växjö must make priorities, add action-plans, allocate money and put actions into a timeline. The Green Structure Program is a good start but it needs to be supplemented in order to become sharp and

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efficient. Moreover, the formal responsibility for green open spaces is divided between several municipal departments in Växjö, such as the Executive Office, the Department of Technical Services and the Department of Culture and Leisure Services. The mix of different stakeholders and duties for different stakeholders sometimes creates a difficult situation. Most departments tend to work isolated without good platforms for cooperation with other departments. The inter-departmental links need to be strengthened in order to keep up good service delivery for the citizens.

The green areas in Växjö are usually used and appreciated by the people in the city. They are used for spontaneous meetings, recreation, playing, sports, barbecue etc. Some of these green spaces are however linked with unsafety and insecurity; just as in the problem inventory for Tlokwe City Council. Today, the City of Växjö pays a lot of attention to plan for, remake, put up lights and take away bushes to improve safety/feelings of safety. But it is difficult to keep pace or be steps ahead. Instead, people still avoid passing parks and green areas during night-time when fearing of crime and violence. Moreover, the strategic planning of the green open spaces in Växjö must be developed and better include gender analyses and assessment of physical accessibility. Today, certain design of an area might attract only boys or men, while the female perspective is forgotten or neglected. This is especially the case when planning for playgrounds and sport equipment. In some cases, boys or young men take over on expense of girls or young women who decide to leave or stand back. The definition of physical accessibility is well known and the City of Växjö works hard to establish green spaces open to all citizens. Still, work is to be done, especially when preparing for the corridors outside of the green open spaces leading to the actual park or are for recreation.

Finally, the City of Växjö today communicates with the citizens when planning for new green areas or when remaking existing ones. The aim is of course to get precise input from people living next to and/or people using the green spots. The process supports local democracy and provide opportunities for people to engage and make a difference. Even though the methods are there, citizens often say they did not know, they were never asked or had a real chance to influence the planning process. Therefore, the municipality needs to sharpen its tools for information and dialogue with the citizens when doing strategic planning. There is a great need to find new channels of communication beside those traditional methods that used to be efficient before. If so, the planning process would be better and more democratic while mistakes and irritation would be reduced.

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As was discussed just above (see section 5a), in order to plan for, establish or remake green open spaces the municipality in Sweden or South Africa must provide information about its intentions and set up a good system for communication between itself on one side and neighbours, users, citizens and additional stakeholders on the other. According to national law, citizens have the right to know and the right to react on changes in his or her local environment. Unfortunately, the municipalities sometimes fail to set up such systems or establish good dialogue with the community. The methods could be bad, outdated or not used at all. People might prefer not to attend public meetings but instead try to influence planning processes through other channels (e-mail, internet, social media etc). People sometimes say they did not know what was about to happen, they were never asked or had a real chance to influence the process. Therefore, the municipality needs to sharpen its tools for information and dialogue with the citizens when doing strategic planning. This particular development/expansion initiative will put focus on how to safeguard local democracy and pinpoint methods to enhance citizen participation. When doing it well using methods attracting new thinking and new perspectives, the final results will come out much better while mistakes and disappointments will be reduced to minimum.

The municipality has very much to gain from placing openness and transparency first when drawing up new plans for a green open area in the city. As was discussed just above (see section 5a and 5b), well-working municipal tools to inform citizens and call for public activity/engagement when doing strategic planning will automatically strengthen local democracy and provide good results in the end. The final results will be seen as products of public participation and be accepted by the majority of people. The results will view the wants and requests from many individuals - the same individuals that next will visit the green areas to use for leisure and recreation. According to this, transparent information and direct communication between the municipality and the users/citizens strengthen local democracy. People get knowledge of what is going to happen and opportunities to react. Transparency calls for active citizens - not passivity.

Remarks

The partners have cooperated since 2009 and this is one of three applications in this round. The partnership is also applying for a Steering Group and a project. Three of the project members of the South African partner have participated in an ITP-programme arranged by the ICLD.

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD consider this proposal for Development/Expansion to be a relevant and feasible application, however due to limited funds in this call for proposals the application is rejected.

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Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Tyresö Municipality South Africa

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 450000 Theewaterskloof Municipality

Year 2: 450000

Year 3: 450000

Title: Ref:

Steering group Theewaterskloof-Tyresö 2016-0009 partnership

Title of related project(/s):

Ref: 2016-0010 Client care and customer relations, Medborgarfokus

Summary of application:

The Steering group shall supervise, follow and support the two projects that we are now applying for. The projects concern waste management and client care. The steering group shall guarantee that information is given to other politicians, officials, other external stakeholders and the public in the partnership municipalities. The steering group coordinators will ensure that the project teams comply with the project progress lines timely and that the administration is in accordance with the requirements of ICLD. The Tyresö steering group members are: - the mayor, - the leader of the opposition, - the deputy Mayor - also on the board for environment and city planning, - the chairman of the board for diversity and Civic dialogue - the municipal manager

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- the head of the department for technical affairs and also for Client care/Medborgarfokus - the partnership coordinator. The Theewaterskloof steering group members are: - the speaker of the municipality (representative of the governing party DA) - the representative of the official opposition on council (ANC) - the representative of a third party (COPE) - the municipal manager - the partnership coordinator.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

The project teams report to their steering group at home, and the joint steering group takes part of decision making concerning evaluation and next steps. The teams also report to their bosses, who have given them the time and resources to work with the project/s. The goals and aims for the projects are not separate from everyday work in the departments/directorates, but incorporated in the planning of the municipal development. The quality criteria that each municipality uses, are of course to be applied on the results of the projects. That is, through client surveys, collection of statistics etc that is normally used. Quality control and holistic municipal involvement in the projects are also enhanced by the client care task group in TWK. This task group is an integrated client care body in TWK and resulted directly from the discussions between the municipal groups in the partnership extension phases. As in Tyreso, the steering group in TWK report to the municipal management and council bi- monthly in order to allow these entities to be part of the monitoring and quality control.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

The steering group´s politicians and managers have already identified the issues and concerns that need to be met in both our municipalities in the two project proposals. They are prioritized in both municipalities and resources are set aside for the work.

In TWK, the need to communicate with all residents, not only writing in English or Afrikaans, but also

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in Xhosa is a priority. To include all residents in a diverse community, and for them to feel included, there is a need for new approaches in every media: from written materials, internet based forms/applications, how and where meetings are arranged etc. Not everyone can express themselves in front of a lot of people, or maybe not even write it down properly- it is for these people that we want to create better client care.

To comply with this, TWK adopted an integrated communication strategy to ensure that it talks to all residents. It also adopted a language guideline to ensure that it talks to people in the three official languages of the Western Cape: English, Afrikaans and isiXhosa. The projects will be reported to the people in ward committee meetings, meetings in regards to the service level agreements and public participation processes related to the Integrated Development Plan (IDP) and annual budget. Help desks at the various town offices will also inform the community of progress and get them involved.

TWK municipality is highly regarded as a local government that comply with the Public Access to Information Act and have received special awards for compliance in this regards. The municipality was recognized for its transparency.

The municipality host a diverse community of various culture, religious and social groups. It talks to all its people thought the interventions mentioned.

The same can be applied to Tyresö with the influx of new inhabitants who are refugees, mainly single households. To communicate with the new residents so that they feel themselves to be a part of Tyresö and the Swedish society is a priority for Tyresö.

The above mentioned is a base for citizen participation and transparency: an invitation that is trustworthy and truly inviting.

Dealing with complaints is one of the most important things that can help a municipality to work together with the residents. To be accountable for services rendered is a part of quality development that both municipalities continuously work on.

Remarks

The partnership between the municipalities of Tyresö and Theewaterskloof was established in 2011 -0041 has been completed. The partners apply for two projects: Client care and customer relation 2016-0010 and Waste Management Start small and let it grow 2016-0013.

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Recommendation from the Municipal Partnership Unit:

Rejection

Since the related Projects are suggested to be rejected, so is the Steering Group.

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Tyresö Municipality South Africa

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Theewaterskloof Municipality

Year 1: 500000

Year 2: 500000

Year 3: 500000

Project title: Ref:

Client care and customer relations, 2016-0010 Medborgarfokus Main cooperation area:

Local Governance and Government Administration

Summary of the application:

TWK delegates see Tyresö´s Servicecenter as a model for client care they intend to develop in TWK.

TWK does not reach residents who do not have the resources to go 50 km to the head office in Caledon; therefore, local "one stop shops" / help desks and information centres are needed. The libraries in the TWK wards shall be used for this, together with Thusong Centres which have various levels of government provide communities with service advice and physical services.

In 2014 TWK adopted a strategic client care implementation plan, addressing the needs of all groups on various levels as well extremely poor people, disabled people, uneducated people and the LGBT- Community. TWK needs to develop its waste management from landfills and (illegal) dumping sites to fractionizing waste and recycling waste. To make this happen, it is necessary that the residents are involved in the change process through information, education and participation.

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All official information is in either English or Afrikaans, and to talk to isiXhoasa was also added as an official language. The work to develop communications with residents, also on social media, has therefore become a core issue for the development of waste management.

Overall objectives:

Poverty is also lack of knowledge and skills inadequacies, leading to passivity and distrust. People who are informed and have basic life skills can better manage their lives. We will start to communicate with the people (Xhosa) who we have not been in contact with before. See also the "Back to basics" and "Batho Pele" programs. With making information more easily accessible locally and in more languages, the people develop trust in the municipality and that the municipality will serve them and meet their needs. The aim is to invite the people to be partners of the municipality, not only stakeholders.

Client care will be enhanced through gender desk, help desks and information centres and this will strengthen the fibre between the municipality and the people it serves. Optimum utilization of available mechanisms such as VPUU will show to the people that the municipality is honest in it attempts to instigate development as a means to improve community life. Good understanding and trust between the people and the municipality will enhance the impact and outcome of local governance. The entire project will bridge the gap between public expectations from the municipality and the latter's ability to deliver.

Development will increase economic opportunities and create jobs. This will reduce poverty and enhance socio-economic and welfare profiles.

You can build sustainability and democracy in the community when people experience that they are seen in their own right. With greater trust in the municipality, the will to pay bills etc. will hopefully increase.

Project objective:

To adhere to the call for extended democracy and municipal service delivery as envisaged in the Constitution of the Republic of South Africa and to create equal opportunity by redressing the inadequacies that resulted from the previous dispensation in the country. To achieve the goals in regards to communication and client care as defined in the municipal strategic sessions of 2013, 2014 and 2015. To achieve the goals as defined in the Theewaterskloof municipal Communication Strategy, Client Care Strategy, Langauge Guideline, help Desk Intervention and the Integrated Communication Plan. To develop the Council approved gender desk, town help desks and information centres. 128

To integrate client care enhancement strategies such as the help desks, information centres, Thusong Centres, VPUU, CRDP, ward committees, service Level agreements and the public involvement in the development of the Integrated Development Plan. To achieve good client and municipal relations. To render client care interventions to all people from all cultural, geographical, religion and social backgrounds. To ensure that all people benefit form municipal service delivery. To create improved socio-economic and welfare profiles in communities. To extend municipal functions beyond the municipal mandate in order to lessen the gap between the authorities: local, province and national. To provide adequate information about the collection and recycling of waste in English, Afrikaans and Xhosa. To support people with matters that are not a municipal mandate, for example, breast cancer screening, vaccinations and legal services and to involve people from the private sector in this. To develop the municipal Facebook pages.

Immediate objectives:

1 Information to, and cooperation with, ward- and street committees about translation to Xhosa 2 Servicecenter/helpdesk in place with trained staff with material and equipment in place 3 Technological driven complaint register 4 Cooperation initiated with gender desk 5 Integrated communication facility- for clients to get access to a structure for meetings with different departments - 6 knowledge bank of internal information for the helpdesk people 7 Cooperation with the technical directorate about their forms and information material, translation into Xhosa 8)When the internal information database for the helpdesk function has been established, the next step is to adapt the information to the residents and the external website. Information is a foundation stone for democracy development, and the use of internet through computers available to the public and smart phones will increase, even if access in the region today is not so high. The HelpDesk function can, in a next step, be transferred to social media, e.g. Facebook.

Equity/Inclusion: The client care Project aims at creating a larger degree of Equity and inclusion for the Xhosa and all special need groups such as the poorest of the poor, physically disabled, the LGBT community and Xhosa speaking community.

Citizen participation: To create "one stop client care and information centres" in local communities so that they have easy access to municipal information and service delivery. These centres invite and make it possible for communities to be more active in local government.

The aim of the client care intervention is to be more accountable to the entire community and not only those who are perceived to be traditional groups in Theewaterskloof. Through effective communication and client services the municipality must become more transparent to Xhosa speaking people.

Demand accountability: It would enable the Xhosa people to word their opions to a much larger degree than today, and to demand their rights, and hold the municipality accountable for their services/service level. Demand accountability also effects special needs groups.

Remarks

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application to be interesting and with a potential for poverty reduction. However, the main problem as defined in the application is insufficiently relevant to the programme as it is weak in addressing a lack of capacity at an organizational level.

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Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Region Kronoberg South Africa

Number of project years: 2 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 490800 Tlokwe City Council

Year 2: 490800

Year 3:

Title: Ref:

Steering Group, 2016-2018 2016-0011

Title of related project(/s):

Ref: 2016-0014 Tlokwe Inclusivity Disability Sector 2

Ref: 2016-0001 Strategic Planning of Green Open Spaces

Summary of application:

The Municipal Partnership between Region Kronoberg, the City of Växjö (Sweden) and Tlokwe City Council (South Africa) started already in 2006. The ten years of working together have resulted in more than 30 ICLD funded projects with participants from the municipality and region/province, but also NGOs, Church, Police, universities and non-profit organizations.

This new application aims to prolong current Steering Group; from August 2016 until July 2018. The Steering Group will consist of political delegates from all three partners representing both political majority and opposition. The time-plan covers six activities including four Steering Group meetings in Kronoberg and Potchefstroom.

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During the two years, the Steering Group will keep up communication with all new, on-going and ended projects. The projects will be requested to compile frequent progress reports on achievements for the Steering Group members to keep track and to assess if the projects are according to plan. The Steering Group will be able to meet with the projects and provide recommendations at the Steering Group meetings, but also interact before, between and after those meetings. Finally, the Steering Group is to evaluate tangible results from the projects and will take proper measures to sustain good results and prepare for the time after project closure.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

Two times a year, the Steering Group will gather for Steering Group meetings in Sweden and South Africa with additional study-visits and meetings with local and regional partners/stakeholders such as municipalities, region, NGOs, university, Church, Police, private companies, non-profit organizations etc. Before each Steering Group meeting, all new, on-going and ended projects will be requested to compile progress reports that are sent out to the political delegates for reading and preparing. At the actual meeting, all coordinators for the projects (and/or other key-persons) will attend to present the progress reports but also to point out benefits/challenges, comment on timeframe, goal achievement and expected outputs. This frequent status update will make it possible for the Steering Group members to keep track with the project implementation and to assess if the projects are according to plan. If so, the Steering Group members will take measures to sustain good results and prepare for the time after project closure. If instead a project is assessed to be behind schedule or at risk, the Steering Group must make harsh recommendations on what to do or alternatively call for discussions with ICLD.

In order for the Steering Group to follow the different projects also in times between the Steering Group meetings, the Swedish and South African coordinators will continuously update the delegates through e-mailing, local meetings at each side, statistics and sent out newsletter. In 2012, the Steering Group requeste Tlokwe Cooperation Assessment Report, 2006- on benefits, good results and challenges from seven completed projects. Such assessment report could be decided also now. Finally, the coordinators continuously keep record of tangible results from ten years of working together within frames of the partnership (2006-2016). At moment, the list sums up 16 such concrete results, which further serves to assess quality of the projects carried out.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

During 2006-2016, the Municipal Partnership has focused on equity/inclusion by initiating and

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successfully carrying out specific projects targeting democracy, diversity, gender equality and support for school dropouts (see list in 4b). These projects have specifically addressed public initiatives to support and empower vulnerable social groups such as youths, disabled people, long-term sick and unemployed people. The aim has been to put up systems to safeguard fundamental human rights and to prevent segregation and social exclusion.

According to the Memorandum of Understanding that was renewed in May 2015, democracy should run as a theme within the current partnership. All joint projects should in one way or another preserve and safeguard good governance, good management and capacity building. Among many possible themes, the projects should address integration, communication, public administration and social development. The determination is to continue to work in line with this MoU statement and thus preserve values of equity/inclusion also in future project initiatives.

During 2006-2016, the Municipal Partnership has focused on citizen participation by initiating and successfully carrying out specific projects targeting democracy, political mission/work, diversity and public relations and communication (see list in 4b). These projects have specifically addressed public initiatives to deepen democracy by establishing new channels of communication between the public sector and the citizens. The projects have put citizen engagement and the will to change/take part first and as a result put focus on methods linking to e-democracy, public meetings, social media, strategic planning, political campaigning, surveys and e-petitions.

According to the Memorandum of Understanding that was renewed in May 2015, democracy should run as a theme within the current partnership. All joint projects should in one way or another preserve and safeguard good governance, good management and capacity building. Among many possible themes, the projects should address integration, communication, public administration and social development. The determination is to continue to work in line with this MoU statement and thus preserve values of citizen participation also in future project initiatives.

During 2006-2016, the Municipal Partnership has focused on transparency by initiating and successfully carrying out specific projects targeting democracy, political mission/work, sustainable integrated planning, budget and economy and public relations and communication (see list in 4b). The overall aim of these projects has been to further improve the public systems in order to safeguard openness and transparency. The named projects have put focus on public information, municipal auditing, transparent planning processes, open council meetings and citizen participation in times for and between the political elections. The basic intention has been to study best practices in the field, learn from each other and test/adopt new methods in home environment.

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Remarks

This is Region Kronoberg first steering group application. The municipalities in the region earlier applied for funds under the Regional Council of Southern Småland. Three participants from the South African partner have participated in a ITP-programme arranged by the ICLD.

Recommendation from the Municipal Partnership Unit:

Approval

Since the related project is suggested to be approved, so is the Steering Group

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Tyresö Municipality South Africa

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Theewaterskloof Municipality

Year 1: 500000

Year 2: 500000

Year 3: 500000

Project title: Ref:

Waste management- Start small and let it grow 2016-0013

Main cooperation area:

Urban Planning

Summary of the application:

TWK will establish a waste management system in order to minimize waste by starting collection of recyclable waste. We create baselines by doing waste characterization in pilot communities.

This needs to be communicated in different languages depending on the target group, with the aim to create support, awareness, public participation, and to decrease illegal dumping as well as littering. By raising awareness about recycling and waste management we can contribute to the concept of

Other stakeholders that will be involved in the development work are: pickers and other local entrepreneurs who collect waste for a living, VPUU (Violence prevention through Urban Upgrading) working in the communities, Youth Jobs in Waste together with Tedcore, and ward - and street committees. We will have waste awareness programs for schoolchildren and their families and engage school children for "Waste Events".

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Tyresö municipality has quality guarantees so the citizens know what they can expect from municipal services, which partly could be applicable in TWK. We will make a synergy project together with Client Care/ Medborgarfokus.

Overall objectives:

Jobs can be created by recycling and better use of resources. If adequate information can be given to all people in the communities in their own languages, the inclusion of vulnerable groups who before have not been invited/involved will increase.

The intention is to increase public participation in the work for a better environment/waste minimization.

The ways to reach the residents will be through the towns, ward- and street committees. By giving information also in Xhosa, local democracy can be developed and strengthened.

Reuse, upcycling and waste minimisation are means of decreasing poverty and enhancing housing areas, especially the informal settlements.

Project objective:

Waste minimisation is the main objective.

It will start as a small recycling project, a pilot project in a small town with a 2-bag system (a clear bag for recyclables and a black bag for solid (household) waste. The private sphere and the community will be involved. Public participation and buy-in is crucial for the success of the work.

The methodology and lessons learned will be used for implementation in the greater TWK Municipality.

Dissemination of information as well as education to children and households is also necessary to implement the system in a long term sustainable way.

Immediate objectives:

1: Waste characterization 2: Report back to residents (also in Xhosa) about the outcome of waste characterization 3: To introduce a two bag system (black bag waste, clear bag recyclables)

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4: Cooperation with TWK communications team and YJW/Tedcore about information to the residents 5: Translation of information material into Xhosa.

The municipalities have to communicate with and educate the inhabitants about the work for improving and developing waste collection services and routines. The development of waste management into recycling and waste minimization cannot be done without participation of the people living in the communities.

All future information, surveys about Customer satisfaction, reports and updates about the development will also be given in Xhosa in order to include the Xhosa population to a greater extent than before.

TWK technical directorate will report about the results from waste characterization to council, the town managers, ward- and street committees, local newspapers and on the TWK municipal website. The Client Care/Medborgarfokus project team in TWK will support them with the spreading of information and communication.

School children will also be a target/partner group for education, waste management events, competitions, exhibitions etc. The children are great ambassadors and will bring their knowledge home to their families.

The earlier mention YJW and VPUU will be engaged in the work to reach young inhabitants and increase their environmental awareness.

Remarks

The partnership between the municipalities of Tyresö and Theewaterskloof was established in 2011 -0041 has been completed. The partners were granted

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funds for dissemination of the project. This application is based on Development/Expansion Waste management 2015-0022.

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application to be interesting with a potential for poverty reduction. However, the main problem as defined in the application is insufficiently relevant to the programme and the project objective must address issues relating to democracy. The identification of stakeholders is encouraging but the planning could be improved.

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Växjö Municipality South Africa

Number of project years: Cooperation partner Local government in cooperation country: 2 Amount applied for per year (SEK): Tlokwe City Council

Year 1: 498750

Year 2: 498750

Year 3:

Project title: Ref:

Tlokwe Inclusivity Disability Sector II 2016-0014

Main cooperation area:

Social Issues

Summary of the application:

The two-year project aims to build capacity on local and regional level in order to start and develop daily activities for persons with mental and learning disability coming from the previously disadvantaged areas in Potchefstroom. Today there is a problem that young adults with disabilities after finishing school have nowhere to go and they end up on the street vulnerable to abuse, excluded from the community. There is a lack of knowledge and capacity on how to organise and use daily activities as a mean to strengthen capacity and independency among the disabled persons as well as to increase the equity/inclusion of them into society. Through a development project between Tlokwe and Växjö 2015 the aim has been worked out and the goal has been set. The project includes study visits, sharing of working methods, educational sessions, discussions, presentations and shadowing in order to build capacity so that Tlokwe can start up their own daily activities. Växjö sees that the cooperation can lead to self-examination, give the employees more energy and motivation into the work as well as new ideas, perspectives and possibilities on how to work with this group of people.

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Overall objectives:

The overall objective is to: through building capacity within government, creating meaningful activities for people with mental and learning disabilities using their potential, making them independent and less vulnerable to abuse and change the way they are looked upon, going from exclusion to being included in Society. Stigma will be reduced and new opportunities will arise. The disabled will be offered meaningful activities as well as access to a meeting place where they can receive support, protection and various choices. In 10-15years there will be various different forms of daily

These daily activities are going to bring change in a sense that young adults aged 19, when exiting from schools they are going to have a place to go unlike previously when they ended up in the streets. Amongst the daily activities planned there is a vegetable garden that can decrease poverty, by doing vegetable garden the Society can get fresh vegetable from this gardens.

Project objective:

Capacity has been built on local and regional level to develop/start three (3) daily activities, for 30-40 adults with mental and learning disabilities, located in the previously disadvantaged areas of Potchefstroom.

Immediate objectives:

Short term objective 1: Knowledge exchanged regarding organisation and working methods with regards to how to organise and implement daily activities.

Short term objective 2: Increased knowledge and understanding, among the project participants and their organisations, for the situation and the needs of individuals with different types of disabilities.

Short term objective 3: 5 best practices/good working methods identified. These will, during the implementation of daily activities in Potchefstroom, be used in order to meet the needs of the target group for the daily activities.

Short term objective 4: Good knowledge about and understanding for daily activities, cooperation around the activities. Buy- in from other stakeholders on the regional level such as Social Department, Department of Agriculture, Department of Health and Department of Education that they support and will take part

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of the implementation.

The main problem relates first and foremost to equity/inclusion which has been mentioned already. It also relates to citizen participation. The group of disabled persons are today not fully included into society. They are rather often excluded from society in many aspects. There is a lack of capacity which includes knowledge on how to help and support this group to become more included. By building capacity through this project, we will be giving the young adults with disabilities an opportunity/ the right to live independently and strengthening their confidence and self-esteem. This will also decrease the % of unemployment in Potchefstroom due to the fact that the daily activities will be their job, it will also keep them safe and away from being vulnerable in the streets. We also see that this will lead to a greater inclusion of them into society as well as open up possibilities for them to participate in society as citizens as well.

Remarks

This project application is derived from a Development/Expansion that was finalized in late in 2015. The partnership has been active in the programme since 2009. Three participants from the South African partner have participated in a ITP-programme arranged by the ICLD.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD consider this project proposal to be a relevant, feasible and sustainable application. The project aims to address an equity problem that the ICLD recognizes as essential for local democracy to be developed. The problem analysis is logical and self-evident, the proposal s aims and goals are stringent and connect well to the programmes core areas, especially to equity and to public participation.

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Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Söderhamn Municipality South Africa

Number of project years: 2 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 Ugu District Municipality

Year 2: 300000

Year 3:

Title: Ref:

Ledning och samordning, 2016-2018(mars-16) 2016-0024

Title of related project(/s):

Ref: 2016-0044 Integration through Maths and Science Ref: 2016-0041 Water Management for a sustainable society

Summary of application:

The steerinng committé will meet two times a year, one time in Port Shepstone and one time in Söderhamn. Communication will, as before be made through mail and Telephone calls. Evaluation will be done on a regular basis and will be documented. All results will be discussed in the steering committees. The steering committees always writes notes on their meetings. A main task will be to decide about the cooperation the next coming years. Interesting areas has been discussed and examples of that are waste management, special programmes (for ex unemployed youth), democracy Projects, integration, senior Citizens, integration and ICT.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

The project leaders reports, in writing, every month to the steering Group. They also participate at the

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meetings regularly and then report the projects. We also gather the project leaders to workshops twice a year. The same thing is done in Ugu District. Both in Ugu District and in Söderhamn the results are measured, both in water- and educational Projects. This show us the magnitude of the improvement. If results are not what we expected we analyse data and take measures accordingly.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

The Citizens are informed through the web, media and seminars. Both municipalities do this with help from respective Communication department. The information is also spread through meetings in both municipalities by dialogue out in the rural areas. In the rural areas there are many vulnerable social Groups. Their needs have been considered in meetings, knowledge in Ugu District and through our own observations since we have spent a lot of time there. Water management and education are top priorities in these areas. In our Projects Citizen participation is essential. We target vulnerable groups and meeting will be held with Citizens in the rural areas. Transparency is provided through meetings, information on the web and in media. Tranparency is also provided through the work being done in the Projects, that is in reports, what participants are telling parents, friends and so on and finally through meetings with locals. Accountability is secured through follow up on results, reports and meetings in the Executive Committé. Water and waste management is really essential to the residents and in the longer run education is just as important to create a democratic, equal and sustainable society. It is well known that education is the key factor in creating a better life for people and it will also enhance the knowledge about human rights, democracy and so on. We have politicians that represent both opposition and the ruling party, local and regional, in the Projects.

Remarks

The partners have collaborated in the programme since 2009 on water management and education. The partners have, in the three previous rounds of applications filed almost identical applications on training of teachers and principals as well as applications to reduce water leakages. The applications have been rejected in the previous rounds since the Projects have not been considered sufficiently relevant in terms of the objective of the Municipal Partnership Programme.

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Recommendation from the Municipal Partnership Unit:

Rejection

Since the related Projects are suggested to be rejected, so is the Steering Group.

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Söderhamn Municipality South Africa

Number of project years: Cooperation partner Local government in cooperation country: 2 Amount applied for per year (SEK): Ugu District Municipality

Year 1: 411820

Year 2: 411820

Year 3:

Project title: Ref:

Water Management for a sustainable society 2016-0041

Main cooperation area:

Municipal Technical Service

Summary of the application:

Water Management for a sustainable society. This proposed project is a continuation of the completed water project 2010-0097. Both partners, UGU District, South Africa and Soderhamn Municipality, are strongly in favour of a continuation of a cooperation with this proposed project as the above referred completed project was, and still is, undoubtedly successful.

Improved supply of drinking water, both in terms of quantity and quality to the most vulnerable groups in society is an important cornerstone for with regards to democracy process. democratization. Focus areas;

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Activities and achieved goals must be measurable. Target groups should be different parts of the organizational structure such as;

the local level

To achieve good equality and spreading effect, the proportion of women involved in the project should be minimum 50%.

Questions to be highlighted in the education, information and communications referred to are;

llow-up and further development of control programs for reducing unnecessary wastage of drinking water which was successfully worked with in completed Project 2010-0097.

-up and further development of the project, War against leaks. The main activities include internal information and education, information to the consumers and campaigns. Introduce routines for Quick actions regarding solving technical problems in the water supply.

eeds and abilities, integrate the work of

without delay.

the UGU District.

- PPP (Private- Public- Partnership) to be implemented in other areas with similar problems.

Environment Agency in the district with good examples from Soderhamn, e.g. effective environmental monitoring of river health to increase Blue Flag (sea water quality) and Green Drop Status (drinking- and waste water quality).

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Overall objectives:

Safe and reliable water supply for everyone in the society will have a positive effect on reducing poverty and improve health. Especially women will benefit. Environmental aspects will improve and be sustainable. Basic service functions such as access to clean water and proper sanitation systems enable both women and men to participate in community development that strengthens the process of democratization.

Project objective:

This proposed project is a continuation of the completed water project 2010-0097. Both partners, UGU District, South Africa and Soderhamn Municipality, are strongly in favour of a continuation of a cooperation with this proposed project as the above referred project was undoubtedly successful. When the previous water project was initiated, 2009, the drinking water waste, non- revenue part, was 43 % of the production volume. The long term target was set to 21 %. By the end of 2012, the waste was reduced to 28.7 %. By the year ending 2013, the waste is down to 29.7 %. The non- revenue percentage has per the financial year ending 2014-2015 reduced to 26 %. The long term target is coming closer as an effect of structural planning and hard work. There are many activities on-going, both technical and educational, which will ensure a sustainable long term effect. It must be noted that the water loss figure will for now fluctuate as the municipality continues to implement various reduction strategies but the tremendous reduction from 43% to 29.7% was applauded and UGU District is among the Districts with best results. Target for this project is to reduce drinking water waste further to a stable level below 25 %.

Immediate objectives:

1.Organize training for stakeholders as mentioned

2.Plan for long time effectiveness regarding reduction of drinking water wastage

3.Plan for long time expansion of smart meter installation as a tool for monitoring of drinking water wastage.

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 Methods to ensure the representativeness of the local and regional political bodies

Well educated and well off citizens are to some extent given priority as they keep themselves informed and they can speak their mind. They are also by way of internet informed what is going on both locally, nationally and internationally. Less well-off citizens are definitely disadvantaged in respect of communication. Potable drinking water is a democratic issue to reach equality among all citizens. Local chiefs, called Nkohzi, are since 2013 invited to the District executive meetings as a way of those political leaders on local level to be informed of what is going on. That is a positive decision which improves transparency and participation for the vulnerable citizens who in turn can require accountability through their local chiefs.

Remarks

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application to be interesting with a potential for poverty reduction. However, the project and its main problem as defined in the application is insufficiently relevant to the programme in terms of addressing lacking capacity for democratic development at the organizational level.

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Söderhamn Municipality South Africa

Number of project years: Cooperation partner Local government in cooperation country: 2 Amount applied for per year (SEK): Ugu District Municipality

Year 1: 500000

Year 2: 500000

Year 3:

Project title: Ref:

Integration through Maths and Science 2016-0044

Main cooperation area:

Education

Summary of the application:

Ugu District Municipality and Söderhamn have similar challenges regarding integration and training. Through this project, the municipalities can learn from each other. The project aims to improve the situation for vulnerable groups.

Weak groups in rural Ugu do not get the training necessary to reduce poverty and increase democratization. By raising the level of education, the project contributes to rural development. Students in rural areas have insufficient knowledge of mathematics and science as well as in English. A successful investment, will in the long term contribute to higher education and thus to brighter prospects for the students who will be recruited locally by the municipality and private companies; an important step to fight poverty.

By raising the level of knowledge and status of teachers in mathematics, science and English and for principals, the problem can be solved. Principals are a key group because they hold a leading position. This improves education and integration in rural areas. A model will be created, which ensures that 149

efficient work will be carried forward.

The current refugee situation in Sweden and Söderhamn affects the educational situation. Many newcomers have a desire to study science. How can we integrate in the best way and facilitate studies for newcomers? The question will be answered in the project.

Overall objectives:

Segregation and low educational level are problems both in the Municipality of Söderhamn and in Ugu District Municipality. By targeting vulnerable groups in the project, integration will enhance. In the long term this will lead to poverty reduction and development of democracy.

Both South Africa and Sweden have similar challenges when it comes to raising the level of education in mathematics and science. The second challenge is to get more young people interested in the above topics. The entire school organization, especially principals, should be involved in the work. It is required if the project should have an impact in schools. Furthermore, students from rural areas in South Africa, have poor knowledge of English. A successful investment in mathematics, science and English , will in the long term contribute to a higher level of education and thus to brighter prospects for the students , whom among other things, will be recruited locally by the municipality and private companies. This is an important step to fight poverty, especially in the rural area. It is well known that education is a key factor when it comes to empowering people. It will also develop Ugu District as an organisation since it will be easier to recruit competent staff. It will also develop Ugu as an organisation and enhance the status of Ugu among other stakeholders. That is because Ugu will lead and coordinate them in this work. To bring the stakeholders together have, in earlier projects, been a success factor.

Project objective:

The projects goal is to raise the level of knowledge and status of teachers in mathematics, science and English and of principals. Principals are a key group because they hold a senior position and can push development. This will lead to improved education. A model will be created to ensure that efficient work also will be carried forward. Working in this way is important in both Sweden and South Africa. In a longer term it will also raise the competence of the students which will be essential and they will be more integrated in the society.

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Immediate objectives:

The goal is to educate at least 50 persons, 40 teachers and 10 principals per year. In total there will be 100 persons.

1. Organise seminars and workshops for teachers to upgrade their skills (both pedagogical and subject- wise) in mathematics, science and English and therefore feel more secure in the teaching situation. This will contribute to a better education for the students and lead to better integration since students from vulnerable groups will be recruited.

2. In the former project (2010-0096), we saw that principals need to be strengthened in the following areas, areas that also contribute to better integration:

1. Leadership 2. Organization 3. Team building 4. Attitudes towards students and staff

The project will, for the principals , focus on these areas.

The municipal government of Ugu District will, if the main problem of vulnerable groups in the rural area who lack adequate education gets solved, have citizens that integrate better in the society. The project will focus on recruiting vulnerable groups. The municipality will also be able to hire students from local schools leading to poverty reduction in the local communities. This will also follow the national plans to develop and come to terms with the injustice prevailing in the poor rural areas of 151

South Africa, caused by the former apartheid system. Vulnerable groups are given greater opportunities to assert themselves through education.

It is also well known that education and the opportunity to influence the democratic rights go hand in hand. If the main problem is solved it will also meet the residents' needs in these areas. The quality of municipal services will be increased. We will work with the local leadership which is very important in the rural area. Nkosis (traditional leaders) have a strong position in the rural society.

tability

Educated people are in a better position to demand their rights. The corruption that exists in South Africa will be questioned when people are more educated.

Remarks

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application to be interesting and with a potential for poverty reduction. However, the main problem as defined in the application is insufficiently relevant to the programme as it is week in addressing a lack of capacity at organizational level.

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Gävle Municipality South Africa

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Buffalo City Metropolitan Municipality

Year 1: 499680

Year 2: 499680

Year 3: 499680

Project title: Ref:

Non-Discrimination in Local Governance 2016-0048

Main cooperation area:

Local Governance and Government Administration

Summary of the application:

- communities especially related to vulnerable groups (different races/gender/displaced/refugees/foreigners/sexual orientation /disabled etc ) and strengthen integration of these communities for a more united society and non-discriminating community. The project objective is to strengthen municipal knowledge, understanding and capacities on issues of discrimination in order to improve policies and platforms for integration in the municipality. This will be achieved through study visits, workshadowing of partners, workshops, seminars, and presentations. The aim is also to create improved platforms for communication and dialogue on discrimination in the municipality. The activities will aim to raise awareness as well as spread knowledge and experience on non-discrimination in a wider perspective in the organization.

equality. Democracy recognizes worth and equal rights of all whereby, equality prohibits discrimination which is also the cornerstone of human rights. Discrimination not only forms a menace to the society, but also to the individual who is subjected to such an adverse treatment as it is a direct denial of the equal worth of the victim. It is a violation of a person's identity. The consequences of discrimination match the severity of the offence, a causal link to alienation, exclusion, radicalization and decreasing psychological well-being.

Overall objectives:

1. Increased trust amongst different racial, religious, minority groupings, ethnic groups, sexual orientation, immigrants and citizens 2. Voter interest and increased turnout during elections 3. Decreased protests and strike action 4. Decreased poverty, crime, violence, intolerance and human rights violations 5. Inclusion of vulnerable and marginalised groups

Project objective:

Project objective: Politicians and Officials have increased knowledge, skills and capacities in dealing with issues of discrimination

Immediate objectives:

1. Increased Knowledge, skills and capacities on issues of discrimination 2. Increased awareness on matters of discrimination 3. Innovative platforms for discussion on matters of discrimination are implemented

Core area: Equity/inclusion The main problem ticians and Officials lack knowledge, skills and capacities in dealing with

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Discrimination runs against the most fundamental values of a modern society. In fact, it is a threat to democracy, which is predicated on the idea of a society in which arbitrary hierarchies and preferences based on, for example gender, ethnic origin, and wealth have been eliminated with a view to achieving equality. Democracy recognizes worth and equal rights of all whereby, equality prohibits discrimination which is also the cornerstone of human rights. Discrimination not only forms a menace to the society, but also to the individual who is subjected to such an adverse treatment as it is a direct denial of the equal worth of the victim. It is a violation of a person's identity. The consequences of discrimination match the severity of the offence, a causal link to alienation, exclusion, radicalization and decreasing psychological well-being.

As far as historical records show, no society or nation has been immune to discrimination, either as victim or victimizer. Contemporary forms of discrimination date back to when European colonizers penetrated and transformed previously isolated societies and peoples. The more extreme forms of discriminatory practices include genocide, slavery, legislated discrimination (such as Apartheid), discriminatory immigration laws, and disenfranchisement. Less extreme forms of prejudice and discrimination, but nevertheless pervasive and oppressive, include social exclusion at the institutional level (such as in schools and hospitals), and the more subtle forms practised by the media. Some groups appear to suffer from more persistent forms of discrimination, such as Jews (as in anti- Semitism) and the Roma (a.k.a. Gypsies), regardless of time and place. There are many forms of discrimination, besides the more familiar forms like race and gender, based on ethnicity, religion, sexual orientation, age, disability or handicap, and sexual harassment. The mentioned characterization refers to a situation of the direct discrimination, in which a person is treated adversely directly on the basis of a prohibited ground. Indirect discrimination, refers to a situation in which an apparently neutral provision or practice is discriminatory in its effects. Besides direct and indirect discrimination, we may use the term institutional discrimination. Institutional discrimination refers to the practices or procedures in a company or an institution, or even the society as a whole, which are structured in a way that tends to produce discriminatory effects, for example in the Apartheid regime in South Africa. Discrimination produce immense effects in the psychological, social, political, and economic domains. Whether intended or not, the effects are compounded by the loss of self-worth, a sense of alienation from the wider society, political disempowerment, and economic inequalities. Prejudice and ethnic hostilities constitute a major danger to peace both within a nation and among nations." As a consequence, the emergence of a new global moral order increasingly provides a leverage point to counter the effects of prejudice and discrimination. While many agree that the various international instruments to protect people against prejudice and discrimination are still not universally followed or even implemented, it is clear that a new international consciousness is indeed emerging and is, in fact, intensifying. The effects of discrimination in society are reflecting on race, religion, and disable discrimination. One

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of the main reasons cause violence is race discrimination. Discrimination is about exclusion and subordination and it effectively conveys an explicit message of differentness and inferiority of the victim - Humiliation. Studies carried out in the field of racial discrimination provide also direct proof of this humiliating nature of discrimination, as it has been found that experiences of racism and racial discrimination have a direct bearing to the psychological well-being of persons who have suffered ethnic discrimination: such experiences were found to increase symptoms related to anxiety and depression. Discrimination leads to disunity which results in the dissolving of society.

Remarks

In the autumn of 2015 the partners applied for a project with the same theme. The applications fulfilled the quality that the ICLD asked for, but due to limited funds the application was rejected. This is a slightly modified and even improved version of the previous application. The partners have been collaborating within the program since 2002. A representative from Buffalo City has participated in an ICLD ITP.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be a strong and solid project application where the main problem and its effects are very clear. Through improved policies, strategies and platforms, the project will contribute to strengthen the municipal capacity within the core areas equity/inclusion for integration.

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Youth Democracy Municipal Partnership Programme

Summary English version

Swedish applicant organization: Country of Cooperation:

Karlskrona Municipality South Africa

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): City of Tshwane/Pretoria

Year 1: 350000

Year 2: 350000

Year 3: 350000

Project title: Ref:

Youth empowerment and local democracy 2016-0053

Main cooperation area:

Social Issues

Overall Objectives (describe in short what changes in society the concerted efforts of the project will contribute to in the long term):

The children and youth will feel included in and an important part of the local society.

Local democracy will be strengthened when sustainable structures, programmes and plans are in place and based on political consensus that the municipalities must have a specific focus on the conditions of children and youth.

It is of vital importance that municipal policy and planning always has a child- and youth perspective and that politicians and officials constantly are aware of the need to create a society where every child will have equal opportunities in life.

The social cohesion will grow, instead as we now see disintegration and alienation.

With participation from children and youth as well as from those municipal employees and NGO:s

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working with youth issues the decision-makers will have a more solid and deeper information and understanding when they work with and decide about municipal policies and practices.

The project will help the municipalities to reach many of the UN SDG goals;

1. End poverty in all its forms everywhere

3. Ensure healthy lives and promote well-being for all at all ages

4. Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all

5. Achieve gender equality and empower all women and girls

10. Reduce inequality within and among countries

16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels

17. Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development

From Tshwane they will also underline that the proposed Youth Democracy Project is twofold; the civic participation and the skills training programme. The programme seeks to encourage active youth citizenry by creating and conscious youth and to create sustainable livelihoods for the youth.

Project Objective (state the objective that the project aims at achieving within the time frame):

The project objective:

Tshwane: The Civic Youth Project mobilise and engage with the youth from all seven regions of the city both men and women and all races with the view of promoting social cohesion. The Sekampaneng skills centre will train 300 youth per year 900 youth over the period of three years.

To implement sustainable municipal structures and methods which will empower and support children and youth so they can and are motivated to find ways to access/seize opportunities and utilize such to improve their lives and the lives of other youth in their municipalities and across the world. This plans and structures must be recognized and approved by all levels of the municipality; political, administrative and by the civil society.

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The perspective should be "Nothing done for the youth without them!" and the aim is to work towards a local well-functioning democracy, non-racial with equal opportunities for all citizens.

Both Karlskrona and Tshwane are now in the process of looking for new and sustainable structures and solutions helping to solve this problem.'

Karlskrona started 2015 a municipal project called the Karlskronakommissionen with the aim to create a sustainable strategy with a focus on children and youth and the objective to create a municipality characterised by social cohesion and will to give children and youth good conditions when growing up. During 2016 the plan is to directly involve children and youth in this project.

Immediate Objectives (short term objectives that together contribute to achieving the project objective, indicate in bullet points):

Outline of the project Year 1: To discuss and agree about a 3year plan for the project. Planning and information phase. Year 2: Working phase Year 3: Implementation/evaluation. Did we reach the objectives? Way forward?

Tshwane : The intermediate objective of the project is to first create conscious youth through the creation of the economic participation and in combination with this empower their capacity and will to engage in the development of local democratic participation

We also need to: 1. Investigate, discuss and share the situation for the children and youth in both municipalities when it comes to their rights and conditions expressed by UN conventions and agreed about in The UN Resolution Transforming our world: The 2030 Agenda for Sustainable Development.

2. Investigate, discuss and share the experience from the two partners concerning earlier programmes and methods used to motivate, ease and support child and youth participation in all aspects of the society at the municipal level. Oversee and compare the actual policy and planning in both municipalities when it comes to participation from children and especially youth.

Also to check and learn from other partnership projects within this special focus area.

3. Form a reference group of youth and NGO:s working with youth to assure there will be input from the youth themselves. Elect two pairs from each municipality who will follow the project during all three years. This might, if we can find extra financing be expanded to a bigger group.

4. Investigate, discuss and share different methods on how schools and pre-schools can be used in the

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process and the project. Make a hand-book for different ages to be used and be inspired by. Democracy and participation must be encouraged and taught from young age at schools! This is very important from the Swedish perspective.

5. On the basis of the above suggest working models to be used and implemented in the municipal structures. This could be social medias, municipal youth assembly, shadowing projects... Establish municipal structures that will push for achievement of child and youth participation and influence in the local municipality.

Remarks

The partners have been collaborating on issues concerning youth influence within the programme since 2009. In the spring of 2015, a Development/expansion was approved which has resulted in the current application.

Recommendation from the Municipal Partnership Unit:

Rejection

The ICLD considers the application to be interesting and having valuable ideas on how to increase youth influence. However, the project planning is not clear and some information regarding Tshwane is missing. The main problem and its causes are insufficiently connected to the project objective and intermediate objectives.

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Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Karlskrona Municipality South Africa

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 City of Tshwane/Pretoria

Year 2: 300000

Year 3: 300000

Title: Ref:

Management and Coordination Karlskrona and 2016-0054 Tshwane /Pretoria 2016-2017

Title of related project(/s):

Ref: 2016-0053 Youth empowerment and local democracy

Summary of application:

The steering group will contribute to reach the objectives of the related project through follow up, monitor, support and actively take part in the project activities when it is suitable. Also inform about and promote the partnership project as a tool to work with municipal development, competence building for municipal staff and politicians and support local democracy for the benefit of the citizens in both countries. The steering group provides a wide network of contacts both within the municipal structures, regional and national political and administrative levels as well as with the citizens and business sector.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

The projects must be monitored by the ICLD -coordinators, especially now when there are many new

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persons active in the partnership. The project-leader must work together with the coordinator to make sure that the rules and regulations follows, that the activities follows the project plan and to ensure that money is wisely spent according to the budget. One important thing is also to remind about the Code of Conduct. The Steering group must be invited to different project activities. Every steering meeting must follow up the processes and the coordinator must inform on a weekly basis about what is going on in the projects in both municipalities. This is best done by a weakly mail, more often sometimes and a bit more less frequent when the activities are a bit slow.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

With the project Youth Democracy and Municipal Youth Empowerment we wish to develop more active participation from the younger citizens since they are the generation taking over. Also to support the municipal officials working with youth so they will feel competent supporting this aim. It is also an equity/inclusion project since it means to ensure better ways to include one part of the municipal population which very often feels left outside the political power and not listened to. Therefore is one of the most important aims of the Steering Group to remind about this and follow up that the project activities follows this aim.

Remarks

Recommendation from the Municipal Partnership Unit:

Rejection

Since the related project is suggested to be rejected, so is the Steering Group.

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Sundsvall Municipality Tanzania

Number of project years: Cooperation partner Local government in cooperation country: 2 Amount applied for per year (SEK): Makunduchi Wards, Zanzibar

Year 1: 500000

Year 2: 500000

Year 3:

Project title: Ref:

Environmental Sustainability 2016-0055

Main cooperation area:

Environment/Climate

Summary of the application:

Makunduchi Wards Committee, Zanzibar, and the Municipality of Sundsvall, Sweden, started a Municipal Partnership in 2016. During the first project focus is on how Makunduchi Wards Committee can use their position and mandate to increase educational standards on primary and secondary level. Already during the inception phase the partners also discussed environmental issues, and the need to increase the level of living conditions in Makunduchi.

During the first meetings of the steering group and the project group in Makunduchi, February 2016, there were a number of meetings on both local and national level. During meetings with local school boards, women-groups in the shehias as well as with the Makunduchi Wards Committee, it became obvious that there is a very strong need of activities on sustainability, (social, economic and environmental) in the area.

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The steering group in Sundsvall and in Makunduchi agreed to apply for funding from ICLD for a second project for two years. This new application focuses activities to increase the capacity of Makunduchi Wards Council to support a sustainable environment in Makunduchi. With a clean and safe environment, enough clean water, food on the tables and environmental friendly energy supply that is not too expensive, living conditions should increase and more people will be able to engage in other development and democratic activities as well.

Overall objectives:

In 10 to 15 years a number of important steps are taken to fulfil the Global Development Goals. Makunduchi will be a more gender responsive society with safe surroundings. As the basic needs of families are better taken care of, more time can be spent for other areas of improvement and local democratic activities.

The Makunduchi Ward Council has their strategy to reduce, reuse, recycle waste and especially hazardous waste is well taken care of. The knowledge of how environmental friendly sources of energy can be used for lighting, cooking, etc has increased and the area is not only depending on expensive electricity through the grid. Citizens are healthy and engaged to keep the area clean and safe. With enough of clean water for the families, power for light and cooking children can spend more hours for studies and Homework, instead of searching for water and wood and spend the evenings in darkness, only with dangerous kerosene lights and a few candles. As the Makunduchi Ward Council has shown their ambitions and engagement for better living conditions for all inhabitants, more people will have trust in the capacity of councillors and will engage in different areas of improvement.

Lifelong learning, entrepreneurship and new job opportunities, will increase incomes and living conditions will improve to make the everyday living more easily.

Project objective:

Makunduchi Ward Council has the capacity and their strategy for a sustainable environment

Immediate objectives:

1. Makunduchi Ward Council has a structure for their responsibilities and activities to support a sustainable environment in the area

2. Inhabitants are familiar with the efforts of Makunduchi Ward Council to increase living

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conditions through a healthier and safe environment.

3. Increased participation of people in Makunduchi and in Sundsvall to achieve a safe and sustainable habitat in both communities.

Equity/inclusion Currently, Makunduchi Wards lacks the capacity and resources in many areas to meet the needs of its by water wells that were built by private initiatives by such actors as Sundsvalls Gymmnasium. As stated earlier, most resources for education are supplied by organizations such as USAID and other global initiative educational programs.

Today there is a lack of resourcefulness for information, communication and ways to engage with the inhabitants in the community, and vice versa.

As elections are coming up, it is not easy for the inhabitants in Makunduchi to identify the ambitions of the different political parties concerning sustainability in general and environmental sustainability in particular, for Makunduchi.

Currently, nor does the Makunduchi Wards Committee have an inclusive communication strategy for the area.

ccountability The beneficial effects of sustainable environment include improvement of living standard of people. More people will send their kids to schools and therefore illiteracy will be reduced, if not eradicated completely. Illiteracy and democracy cannot co-exist. It is therefore barrier to meaningful citizen participation of the people in the affairs of their village

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Remarks

The partners are currently managing one project within the theme of education that was approved in the previous round of applications. The partnership has had two project applications in the earlier rounds that have been rejected.

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application to be interesting and having a clear potential for poverty reduction. It is noted that the proposal uses the SDG:s as a logical starting point. However, the proposed problem area is very broad and is not deemed sufficiently relevant to the programme. Furthermore, the proposed contribution to local democracy aspects is weak and could be developed.

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Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Kalmar Municipality Uganda

Number of project years: 2 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 299400 Entebbe Municipal Council

Year 2: 299400

Year 3:

Title: Ref:

Sites & Stories II, Steering Group, March 2016 2016-0022

Title of related project(/s):

Ref: 2016-0023 Sites & Stories II

Summary of application:

structures for a heritage/cultural center in Entebbe as a democratic arena and meeting place for reflection and cultural expressions of cultural and musical groups, women's groups, youths and other stakeholders. Entebbe Municipality lacks a structure on organizational level to include the cultural heritage in the local democratic process. By giving the cultural heritage a possibility to be visible in the local democratic process, new knowledge can be brought into the community development in a way that is missing in Entebbe of today.

The activities of the steering group will contribute to anchor the project internally and externally. But also to follow-up and implement the project results. In the case of the Site and Stories II project, political involvement will be very important to achieve good results as the local political history and stories will be used in developing the municipalities.

Four meetings will be held with the steering group during the project period and all meetings with will

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be held simultaneously with key activities in the Sites and Stories II project.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

The steering group will receive regular reports from the project activities to ensure that the project follow the project plan and that the aims and objectives are being met.

The steering group will monitor the development by direct participation in the milestone activities of the project. The Steering group meetings will be organized in parallel with gatherings of the project group.

External experts will analyse and evaluate the project activities and give advice om improvements during the project period. The external experts will come from the Makerere University in Kampala, the Nkumba University in Entebbe and the Linnaeus University in Kalmar.

The ABF in Gothenburg and the National Museum in Entebbe will also contribute to assure the quality of the project and that the project are based on research and evidence-based practice. These two organizations have not got a formal role as evaluators, but they will contribute with their methodological knowledge in the practical activities that are planned in the project.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

The project Sites and Stories II aims to develop and create a permanent structure for the use of pedagogical methods where historical events in the local society are used to discuss the problem of today. Depending on what theme that is chosen you could argue that the project touch upon equity/inclusion, citizen participation, transparency and accountability. All of these dimensions have been up for discussion in the initial project Sites and Stories I.

implement more of a bottom-up approach. Several groups have never had the chance to tell their stories and even less expressed them in democratic forums.

Given this ambition the political representatives and the public officers within the steering group have a key role to play. Their involvement is absolutely necessary to create the necessary structures, but also to give a real voice to the participants. The steering group will therefore be actively involved and participate in the key activities of the associated project.

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This section has been thoroughly presented in the main project application regarding the challenge that Entebbe Municipality is facing on an organizational level and also how the heritage/cultural center is connected to an institutional change in Entebbe Municipality.

Remarks

The partners have collaborated within the programme since 2009. An application on the same theme as the hereby proposed project was rejected in the previous round of applications. Two participants have completed ICLD ITP:s.

Recommendation from the Municipal Partnership Unit:

Approval

Since the related project is suggested to be approved, so is the Steering Group.

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Kalmar Municipality Uganda

Number of project years: Cooperation partner Local government in cooperation country: 2 Amount applied for per year (SEK): Entebbe Municipal Council

Year 1: 493100

Year 2: 496700

Year 3:

Project title: Ref:

Sites & Stories II, March 2016 2016-0023

Main cooperation area:

Local Governance and Government Administration

Summary of the application:

2013-14 the project Sites and Stories was carried out, which aimed to develop local democracy by engaging people in local sites and stories and create pedagogical concepts for reflection on contemporary issues, such as democracy, societal challenges and dreams for the future.

The project was a great success. Now Entebbe Municipality wants to take a step further and develop permanent structures for a heritage/cultural center in Entebbe as a democratic arena and meeting place for reflection and cultural expressions. Entebbe Municipality lacks a structure on organizational level to include the cultural heritage in the democratic process. This project aims to develop a structure, organization and content for a cultural center and Entebbe is positive to implement an institutional change that includes the activities of the cultural center in the municipal organization. The cultural center is suggested to be an integrated part of the Community Based Services Department within the municipality and complement the already existing Municipal Development Forums as an arena for local democratic processes.

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The citizens will be engaged in study groups, workshops and two permanent educational programs will be developed and implemented. Kalmar is also planning for a cultural center, which makes the project very relevant. Cultural heritage is not considered being a tool for engaging the local community in democracy- and societal challenges, but this project will highlight and implement this as a sustainable structure in the municipal organization of Entebbe.

Overall objectives:

- To improve the democratic structures in the municipality (by creating a democratic platform and meeting place for citizens, cultural and music groups, women groups, children, youth, schools etc). - To enhance the use of the heritage as a tool in several fields of community development. - To create an educational arena for developing the local heritage based on the needs and benefits of the community today. - To improve the socio-economic well-being (by creating a meeting place for different groups of people that in the long run will be income generating). - To engage people in the community in an ongoing process of recording stories and heritage and expressing the stories and local needs in cultural programs, drama and time travels.

Project objective:

To create a permanent structure within the municipal organization for a heritage/cultural center in Entebbe, a meeting place where the cultural heritage can be used for reflection on contemporary issues, using cultural expressions and educational programs to involve the local community in the democracy process.

Immediate objectives:

1. Engage people in study groups/study circles, recording of stories connected to sites, heritage and life experiences in Entebbe 2. Extend the existing working group in Entebbe and brainstorm ideas and opportunities on the heritage/ cultural center 3. Capacity building for all the stakeholders to organize, implement and run a heritage/cultural center 4. Develop and implement at least two educational programs, one to be held at the center, one at a local heritage site

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5. Continue with the educational programs developed in the previous project. Extend one of the existing programs in Sites and Stories to be accessible for the public (Freedom Tree) 6. Get inspiration and ideas from the planning and development of the new cultural center in Kalmar 7. Establish a Bridging Ages Uganda and also have connections with Bridging Ages groups in other countries 8. Determine an organizational structure in the Department of Community Based Services Department 9. Agreement on the use of a heritage/cultural center between Entebbe Municipality (Community Based Services Department) and Bridging Ages Uganda. 10. National conference in Entebbe to promote and disseminate the heritage/cultural center 11. Written report of the project outcome and results (public and academic)

- Equity/inclusion

The main problem relates directly to this dimension of local democracy, since without an existing structure within the municipal organization, these groups will be marginalized. By establishing a cultural center, as being part of the Community Based Services Department in the municipal structure, a new and reliable arena for vulnerable groups and minorities will be offered. The cultural center will, among other activities, offer study circles and Time Travels where vulnerable groups and minorities will be given an opportunity to get their voice heard. This project idea is a good example of how the municipal institution in Entebbe can be strengthened and establish a new structure for how to interact with these groups of the society.

It is difficult for the municipality to realize the needs of the community if the communication with the community members are weak. Entebbe Municipality has tried to bridge that gap the last years in several ways and a promising example is the Municipal Development Forums (Ebbe Westergren, Kalmar County Museum, participated in one of the meetings with a Development Forum in September 2015 and was very impressed). As mentioned above, the cultural center will complement the MDF and reach out even more locally to the residents. Though, the exact structure of the cultural

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center and the relation to the MDF will be decided locally within the municipality during the project.

This actual project, Sites and Stories II, has the ambition to use the engagement in the local heritage to address the needs of today. The project will strengthen the work that has already started in the municipality regarding community involvement.

- Citizen participation

This is a defined challenge for Entebbe Municipality on the organizational level that this project aims to meet and strengthen. The dialogue with the community residents have been insufficient, more of top-down than bottom-up. Several groups have never had the chance to be engaged in local democratic processes, to tell their stories and even less express themselves in common democratic forums. A cultural center, as being part of a developed municipal organization (suggested to be part of the Community Based Services Department), would be an important component in the Entebbe Municipality´s endeavour to strengthen the interaction and dialogue with the local communities. The newly installed Municipal Development Forum, MDF, (under the above mentioned department) is a positive initiative, but a cultural center would reach out much broader on the local level and complement the MDF in a very good way. Today, Entebbe Municipality lack a structure on organizational level to include the cultural heritage in the local democratic process and a cultural center could be part of an institutional change to better meet these needs.

- Transparency and possibility to demand accountability

The Municipal Development Forum (MDF) is established to ensure transparency and accountability as business associations and municipal representatives. However, its operation is quite problematic. There are important limitations on how much participation can actually deliver because accountability covers a much wider range of activity and larger scope for democratic local governance strategy than initially appears. To summarize, Entebbe Municipality has a defined challenge on the organizational level to include their citizens in the democratic process and to make it open and visible. This project aims to create the contents and organizational structure for a cultural center in Entebbe, which could be an open arena for the local citizens to express their needs and opinions and complement the MDF. In this application we describe how this cultural center can be organized, how this can strengthen the Entebbe Municipality and under which municipal department it will be ideally localized. This will contribute to an increased accountability for the municipality to involve the voices of the local communities in the decisions making processes.

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Entebbe Municipality has the ownership of the actual questions and the elected politicians will represent the citizens. By creating a cultural center, an important part of this new structure will be the effect of democracy and how the democracy will be given new opportunities to be developed. Since many of the target groups for the cultural center will be groups of the society that don´t have a history of engagement in the local democratic process it will be very important to include local and regionally politically controlled organisations, such as Council for the disabled, Women´s Council and the Indigenous Council that will represent these groups. The project has the ambition to strengthen this development by giving suggestions to the City Council of how to encourage and engage these politically organisations.

Remarks

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant, feasible and sustainable. The proposed structure for incorporating cultural heritage into the municipal operations holds the potential to increase equity and participation among vulnerable groups in society.

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Development/expansion Municipal Partnership Programme

Swedish applicant organization: Country of cooperation: Vimmerby Municipality Uganda Amount applied for (SEK): Cooperation partner Local government in 275000 cooperation country: Mukono Municipal Council Ref. current project and steering group: Ref: 2015-0102 Steering Group 2016-0049

Summary of the application:

Mukono and Vimmerby Municipality has since 2007 cooperated in the context of municipal partnerships. We have throughout the cooperation period had The Rights of the child and young people's rights as a common theme for our cooperation. During the contacts in the recent partnership project our partner raised the problem of an increase in youth unemployment and the need for advice/counselling on issues for young people. In Vimmerby there is a similar situation with an increasing alienation of young people who are inactive or who do not find employment or study options. To get a thorough background of the situation in each municipality, we are seeking a common development/broadening project. The project will allow us to work together to develop a new activity application with the support of the LFA project planning method. Where the visits in each municipality give the project team an opportunity to prepare together with stakeholders from both municipalities and as a result of that increase the quality and reciprocity on the application.

The development/expansion project has a timetable from July to December 2016

Potential areas of cooperation (problems and challenges for local authorities that could be solved within the partnership):

Both partners, municipalities, have a high rate of youths and/or young adults that find themselves standing outside the society without occupation. With occupation we mean not only work but as well studies, voluntary work, internship or any other occupation. That is not only a non-suitable situation for the person but as well a high rate of unused capacity for our municipalities. During earlier partnership both partners have raised the question/discussion about how to solve this

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problem and we both feel that there is a challenge in finding ways to cooperate internal with this question/problem. Both partners have sections/departments that work or are connected to youth/young situation, but none of them have the whole picture. We can see a challenge in finding methods, activities and infrastructure to make these sections/departments work together in a way that suites the target group. There is allows so a challenge in how to incorporate organizations, private institutions and initiatives that work with helping the target group finding occupation. How the proposed problems and challenges relate to one or more of the dimensions of local democracy described below:  Methods of information for and dialogue with community residents  Methods for considering the needs of vulnerable social groups and minorities  Methods for enhanced transparency and accountability  Formulation of municipal services that meet the needs of residents  Methods to ensure the representativeness of the local and regional political bodies

Problems with finding and/or lack of occupation for a particular group, in this case youths and young adults, is a problem and a challenge for our authorities. By developing the work and to include this group in the society would not only benefit the group but also give the municipality bound capacity and knowledge from a group with potential. As well as lower the costs for subsidy and other activities. Many youths and young adults lose their self-confidence when standing outside of the society, they don´t fell as there participating in the community. Meeting the needs from this group and make them feel involved would strengthen their participation in general as citizen´s.

Remarks

Since 2009, the partners have collaborated on issues concerning youth and local economic development. In the last two rounds of applications, they have filed project applications which have been rejected.

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant and feasible. The proposed Development/expansion addresses organizational challenges relating to lacking capacity to include youth. A wide range of stakeholders are to be included in an LFA-workshop, which warrants for a relevant forthcoming project proposal.

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Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Region Gotland Ukraine

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 Zmejevka Mayor

Year 2: 300000

Year 3: 300000

Title: Ref:

Zmejevka styrgrupp 2016-2019 2016-0017

Title of related project(/s):

Ref: 2016-0019 2016-2019 Zmejevka jordbruk

Ref: 2016-0018 2016-2019 Zmejevka turism

Summary of application:

The Partnership between Zmejevka and Region Gotland has been ongoing since 2014. Prior to that, the cooperation was organized in the form of a sister city agreement that was signed in 2001.

The Partnership's overall objective is to strengthen the local democracy, to build the capacity of the parties in their development through mutual transfer of knowledge and to enhance cooperation on all levels. In addition, the Partnership will be working to promote economic growth, reduce economic and social disparities, strengthen environmental protection, reduce poverty, and increase gender equality.

The steering committee is responsible for the vision and the long-term planning of the partnership. It is the steering committee's role to ensure that the cooperation is sustainable, through a cooperative and inclusive approach. The steering committee will continuously monitor the ongoing projects and follow

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up that the goals of the projects are met. Thus, the projects will contribute to improving local democracy, creating greater accountability and transparency, allowing for public participation and strengthening civil dialogue. The steering committee also has the task to examine and apply for future cooperation projects. The Steering Group will also actively support the dissemination of project results.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

Båda projekten har en egen aktivitets- och tidsplanering med mätbara indikatorer och utpekade verifikationskällor. Dessa kommer att följas upp löpande på styrgruppens möten. Styrgruppen kommer att följa upp den årliga rapporten till ICLD. Planeringen är att aktiviteterna i projekten och i styrgruppen genomförs tidsmässigt samlat, därmed blir det naturligt en löpande avstämning med projektens utveckling.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

Huvudsyftet med hela partnerskapet är att stärka den demokratiska organisationen och därmed den demokratiska kapaciteten. Samtliga åtgärder är därmed inriktade på att förbättra en jämlik och inkluderande behandling, öka deltagandet och delaktigheten, öka transparensen samt underlätta ansvarsutkrävandet.

I styrgruppen kommer de ledande demokratiskt valda företrädarna att sitta. Det gör att styrgruppen automatisk kommer att ha en viktig roll att fylla, projektmålen är att inrätta två nya demokratiska utskott och att så sker är helt beroende av att de ledande företrädarna driver dessa frågor. Förstudien har gemensamt pekat ut de prioriterade insatsområdena så de planerade aktiviteterna är väl förankrade hos båda parter.

Vidare kommer styrgruppen att delta på projektens utbildningar kring organisationsstrukturer, mötesteknik, protokollföring, föreningskunskap, SWOT-teknik och stormöten. Därmed kommer styrgruppen aktivt att stötta projekten i deras arbete.

Remarks

The partners completed an Inception phase in 2015 and applied for two Projects in the following round of applications. These applications were rejected on the grounds of insufficient relevance to the programme.

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Recommendation from the Municipal Partnership Unit:

Approval

Since the related project is suggested to be approved, so is the Steering group.

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Region Gotland Ukraine

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Zmejevka Mayor

Year 1: 450000

Year 2: 450000

Year 3: 450000

Project title: Ref:

Zmejevka turism 2016-2019 2016-0018

Main cooperation area:

Local Governance and Government Administration

Summary of the application:

Background In 1930 Gotland received the majority of the returning Swedes from Gammalsvenskbyn in Ukraine that had arrived in Sweden the year before. These Swedish villagers have been a very substantial part of Gotland society ever since. The Ukraine was liberated in 1991 an between the Municipality of Gotland and Gammalsvenskby 2001 was signed. The village Gammalsvenskby is now called Zmejevka. Currently Zmejevka has about 2 400 inhabitants. Most of them live off of small-scale farming. The standard of living in Zmejevka is comparable to the standard of living on Gotland 50 years ago. An Inception Phase feasibility study was completed 2014-2015, ICLD 2014-0011. In that study we jointly concluded what mutual areas of needs we could use as a basis for a future collaboration. The greatest needs as identified in the Inception Phase study are in the development of democracy, tourism and agriculture.

The main problem is that today there is no real cooperation between the stakeholders in Zmejevka, not

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least around tourism which is the main potential source of income for the village. There are no democratic platforms / agencies where tourism opportunities can be discussed. The lack of democratic work and capacity is obvious. There is also no knowledge exchange between the existing tourism operators, in general the awareness that they act on the tourist market and how it works is nonexistent. The main objective of the project is to set up a tourism committee which will be an executive subgroup of Bysovjeten (the village council). This subgroup is meant to serve as a democratic platform where the tourist industry's overall needs and opportunities can be actively discussed. The committee's function contributes to positive economic development in Zmejevka.

Overall objectives:

Genom att Bysovjeten och dess undergrupper har varit drivande i att utveckla arbetsformer som bidragit till att skapa en lokal turistbransch så skapas regional utveckling på 15 års sikt. Därmed är det ett väsentligt bidrag till att reducera fattigdomen långsiktigt. Genom sina organisatoriska framsteg i de lokala demokratiska organen har Zmejevka stärkt sin ställning och förhandlingsmakt uppåt i det demokratiska systemet. Det ökar förutsättningarna att utnyttja byns unika kvaliteter och därmed minskar fattigdomsproblemen på sikt.

Project objective:

Att Bysovjeten beslutar att inrätta ett Turistutskott som utgör en verkställande undergrupp till Bysovjeten. Turistutskottet skall arbeta vid sidan av det befintliga Tekniska/kulturella utskottet.

Immediate objectives:

1. Att medvetandegöra hur Bysovjeten kan stötta turismens utveckling.

2. Att Bysovjeten har kunskaper om demokratiskt samarbete på olika nivåer.

3. Förbättra samarbetet och delaktigheten mellan Bysovjeten och turistföretagare i Zmejevka.

4. Att förstärka kunskaperna om turistbranschens funktion, delar och krav.

5. Att korsa erfarenheterna av utvecklingsarbete i Zmejevka och på Gotland.

 Methods to ensure the representativeness of the local and regional political bodies

Huvudproblemet med bristande samarbete, svagt utvecklade demokratiska arbetsformer och svag medvetenhet om turismens potential relaterar till följande aspekter enligt nedan:

Avsaknaden av fungerande demokratiska plattformar, likt ett Turistutskott där samtal kan föras, gör att avundsjukan frodas i byn. Liksom att det missgynnar känslan av jämlik och rättvis behandling.

Bristen på fungerande demokratiska arbetsformer gör att få deltar i arbetet kring byns utveckling.

Avsaknaden av tradition med öppna stormöten och offentliga protokoll gör att insynsmöjligheterna och transparensen i processerna är begränsade för byns innevånare.

Det slutna demokratiska arbetssättet försvårar möjligheterna till relevant ansvarsutkrävande vid val till Bysovjeten.

Remarks

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application to be relevant, feasible and sustainable. The proposed project aims at achieving a structural development in Zmejevka. However, due to limited funds in this call for proposals, the application is rejected.

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

Region Gotland Ukraine

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Zmejevka Mayor

Year 1: 450000

Year 2: 450000

Year 3: 450000

Project title: Ref:

Zmejevka jordbruk 2016-2019 2016-0019

Main cooperation area:

Local Governance and Government Administration

Summary of the application:

Background In 1930 Gotland received the majority of the returning Swedes from Gammalsvenskbyn in Ukraine that had arrived in Sweden the year before. These Swedish villagers have been a very substantial part of between the Municipality of Gotland and Gammalsvenskby 2001 was signed. The village Gammalsvenskby is now called Zmejevka. Currently Zmejevka has about 2 400 inhabitants. Most of them live off of small-scale farming. The standard of living in Zmejevka is comparable to the standard of living on Gotland 50 years ago. An Inception Phase feasibility study was completed 2014-2015, ICLD 2014-0011. In that study we jointly concluded what mutual areas of needs we could use as a basis for a future collaboration. The greatest needs as identified in the Inception Phase study are in the development of democracy, tourism and agriculture.

The main problem is that today there is no real cooperation between the stakeholders in Zmejevka, especially around their main source of income, small-scale farming. There are no democratic platforms 183

/ agencies where agricultural development questions can be discussed. The lack of democratic work and capacity is obvious. There is also no knowledge exchange between the self-sufficient farmers. The main objective of the project is to set up an Agriculture Committee which will be an executive subgroup of Bysovjeten (the village council). This subgroup is meant to serve as a democratic platform where agricultural needs and opportunities can be actively discussed. The committee's function contributes to positive economic development in Zmejevka.

Overall objectives:

Genom att Bysovjeten och dess undergrupper har varit drivande i att utveckla arbetsformer som bidragit till ett lönsamt och hållbart jordbruk så skapas regional utveckling på 15 års sikt. Därmed är det ett väsentligt bidrag till att reducera fattigdomen långsiktigt. Genom sina organisatoriska framsteg i de lokala demokratiska organen har Zmejevka stärkt sin ställning och förhandlingsmakt uppåt i det demokratiska systemet. Det ökar förutsättningarna att utnyttja byns unika kvaliteter och därmed minskar fattigdomsproblemen på sikt.

Project objective:

Att Bysovjeten beslutar att ett Jordbruksutskott inrättas som utgör en verkställande undergrupp till Bysovjeten. Jordbruksutskottet skall arbeta vid sidan av det befintliga Tekniska/kulturella utskottet.

Immediate objectives:

1. Att medvetandegöra hur Bysovjeten kan stötta jordbrukets utveckling.

2. Att Bysovjeten har kunskaper om demokratiskt samarbete på olika nivåer.

3. Förbättra samarbetet och delaktigheten mellan Bysovjeten och jordbrukare i Zmejevka.

4. Att förstärka kunskaperna om effektiva odlingstekniker och nya grödor.

5. Att förstärka kunskaperna om produktutveckling och nya marknader.

6. Att korsa erfarenheterna av utvecklingsarbete i Zmejevka och på Gotland.

 Formulation of municipal services that meet the needs of residents  Methods to ensure the representativeness of the local and regional political bodies

Huvudproblemet med bristande samarbete, svagt utvecklade demokratiska arbetsformer och svag kunskapsutveckling relaterar till följande aspekter enligt nedan:

Avsaknaden av fungerande demokratiska plattformar, likt ett Jordbruksutskott där samtal kan föras, gör att avundsjukan frodas i byn. Liksom att det missgynnar känslan av jämlik och rättvis behandling.

Bristen på fungerande demokratiska arbetsformer gör att få deltar i arbetet kring byns utveckling.

Avsaknaden av tradition med öppna stormöten och offentliga protokoll gör att insynsmöjligheterna och transparensen i processerna är begränsade för byns innevånare.

Det slutna demokratiska arbetssättet försvårar möjligheterna till relevant ansvarsutkrävande vid val till Bysovjeten.

Remarks

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant, feasible and sustainable. The proposed project aims at achieving a structural development in Zmejevka by introducing an Agricultural Committee, which holds the potential to increase inclusion and participation.

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Steering Group Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

City of Malmö Zambia

Number of project years: 3 Cooperation partner Local government in Amount applied for per year (SEK): cooperation country:

Year 1: 300000 Lusaka City Council

Year 2: 297500

Year 3: 297500

Title: Ref:

LuMa Steering Group 2016-0026

Title of related project(/s):

Ref: 2016-0027 LuMa Sustainable Energy

Ref: 2016-0042 LuMa Youth for Change

Summary of application:

The Steering Group has the overall responsibility for the projects. They are responsible for long-term planning as well as for necessary decisions to move the projects forward. The activities, however, are led by the project managers and they report back to the Steering Group. The Group will ensure that the transversal aspects are kept alive in the projects: environment, gender, human rights and alleviating poverty. Two important areas for the Steering Group are financial control and evaluation. Costs in Connection with these areas are part of the Steering budget. In terms of evaluation, specific evaluation sessions are planned for each activity. Furthermore, we hope to get support from University of Zambia for evaluation. The Steering Group meets twice a year, once in Lusaka, once in Malmö. The meetings are also attended by the project managers for Youth for Change and Sustainable Energy. Members of the Steering Group will participate in the project group programs for each activity, in order to get a thorough understanding of the projects. They are expected to be active in the sessions for Citizen

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dialogue. However, it is important that the work of the steering group is well separated from the work of the project team.

How the Steering Group will proceed to ensure the results of the participant project(s) are monitored and quality assured:

There will be two annual steering committee activities: one in Malmö and one in Lusaka. During these activities there will always be a regular steering committee meeting with an agenda and minutes taken. Part of the agenda will be comparing the outcome with the project objectives and discuss possible alterations with the project manager.

But there will annually also be scheduled more open dialogue meeting (steering committee and possibly invited guests) that will be used for evaluation and discussion. The coordinators (from Malmö and Lusaka) will be preparing these meetings. The aim is for an honest and respectful session, where openhearted comments will be welcome. Minutes will not be taken during these meetings. Both coordinators will also make sure to keep the steering committee updated on progress and problems in between meetings, as a way of an ongoing monitoring process. We are discussing with the University of Zambia (department for geography and environmental studies) if they can advise us on our scheduled evaluation sessions as well as do an evaluation to t reached an understanding yet, but it looks promising.

The steering group will also make study visits during the activities to see how the projects are proceeding. It is also the responsibility of the steering group to monitor the two projects side by side to see that they are coordinated in an effective way and that they relate to one another so there can be mutual benefits.

How the Steering Group will strengthen the project team's work within the dimension or dimensions of local democracy that are most central:

The main area is Citizen participation in both projects, but if we do this well, it will also lead to inclusion in policymaking processes of groups that may not normally be heard in these processes: young people and poor people, especially poor women. There are also elements of both transparency and accountability in both projects (see more detailed descriptions in project application).

The role of the steering group is to strengthen the project teams work with these dimensions by functioning as a advisory board towards the project manager and the project group; giving them guidance through the process and helping them to keep an eye at the objectives of the projects. The steering committee can also be a link between the project group and the local management of the two cities, having the connections and the influence to broaden the way forward.

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We also expect the steering committee, especially the politicians, to have an active role in our annual university).

Remarks

This is the first time for the partnership to submit applications for projects and a Steering Group. The partnership is derived from a successful Inception phase which was completed in 2015. One of the Steering Group members have participated in an ITP-programme arranged by the ICLD.

Recommendation from the Municipal Partnership Unit:

Approval

Since one of the related projects is suggested to be approved, so is the Steering Group

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

City of Malmö Zambia

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Lusaka City Council

Year 1: 496000

Year 2: 499900

Year 3: 497000

Project title: Ref:

LuMa Sustainable Energy 2016-0027

Main cooperation area:

Environment/Climate

Summary of the application:

Malmö and Lusaka both have an interest in increasing the capacity of municipalities to tackle the effects of an unsustainable energy use: alternatives to charcoal in Lusaka and energy efficiency in Malmo. These are complex issues, related to all three dimensions of sustainable development, which will require a high degree of citizen participation in order to succeed.

Therefore, we are interested in working with new forms of citizen dialogue and inclusion, but also to increase awareness among policy makers and key functions in the municipality. In both municipalities citizen participation will be part of policies, including underrepresented groups in policymaking and implementation. Lusaka aims to develop a SEACAP, a Sustainable Energy Access and Climate Action Plan, while Malmo wants to test methods for multistakeholder partnerships in order to move from policy to implementation.

By inviting citizens and other stakeholders to participate in the knowledge alliances and citizen

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dialogue, the project aims to strengthen local democracy as well as to increase awareness for a better environment. Better quality decisions, healthier citizens and affordable sustainable energy solutions will also contribute to alleviating poverty, and are in line with the UN Sustainable Development Goals.

Overall objectives:

This project has long term objectives in two categories: strengthened local democracy and better environment/lessened climate impact. We believe that better quality decisions, healthier citizens and affordable and sustainable energy solutions will also contribute to alleviating poverty. - Municipal decisions that better addresses the needs of citizens - Decisions that are built on knowledge of alternatives and consequences - Healthier citizens - Better air quality - Saving the forests and protecting biodiversity - Reduced climate impact - Affordable and sustainable energy solutions for citizens

Project objective:

Lusaka (and Malmö) has improved capacity within the municipalities to tackle unsustainable energy use among citizens.

Immediate objectives:

1. Affordable sustainable energy alternatives are showcased and used in a demo si (a block in the city district Matero) 2. Increased knowledge on sustainable energy (target group: decision makers and key functions within the city of Lusaka)

4. Explored alternative funding to support capacity building for sustainable energy solutions in Lusaka

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We will mainly focus on knowledge/competence in this project: to provide knowledge on sustainable energy use but also on how to work with citizen participation and how to use citizens as a core resource in policymaking.

We are using this project to support the decision in Lusaka to produce a SEACAP - Sustainable Energy

(individuals and organizations) are being heard in this policymaking process, setting up new forms for citizens dialo businesses. Thus, our main area for the project will be citizen participation.

Since we will focus our work on a very poor area of Lusaka, Matero, we will also be working with a perspective of equity/inclusion. The inhabitants in this area would normally not be heard in such a process. The project will provide a platform and a meeting place for dialogs between decision-makers and the inhabitants in Matero.

An important target group for inclusion is poor women. When we talk about unsustainable energy use in Lusaka, the ICLD-project will focus on the wide use of charcoal (the SEACAP itself will have a much broader perspective). Poor women, who use charcoal for cooking, are the ones experiencing the worst health effects from inhaling the smoke. This group is especially important both in a participation perspective and for equity/inclusion. Since we aim for an open and transparent policymaking process, there may also be elements of transparency and possibility to demand accountability within the project. Regularly, there will be activities where the Lusaka City Council municipality publicly will update the citizens on the progress (public seminars at the University as well as a newsletter) But we do realize that these efforts most likely will reach just a few of the 2 000 000 citizens in Lusaka.

Remarks

Recommendation from the Municipal Partnership Unit:

Approval The ICLD considers the application to be relevant, feasible and sustainable. Through the use of citizen dialogue the project expects to make sustainable change in the local government in assisting it adopting a new Sustainable Energy Access and Climate Action Plan. The project relates well to the 191

programme s core areas inclusion and citizen participation and it considers the needs of vulnerable groups in a commendable way.

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Project Municipal Partnership Programme

Swedish applicant organization: Country of cooperation:

City of Malmö Zambia

Number of project years: Cooperation partner Local government in cooperation country: 3 Amount applied for per year (SEK): Lusaka City Council

Year 1: 499600

Year 2: 499400

Year 3: 499400

Project title: Ref:

LuMa Youth for Change 2016-0042

Main cooperation area:

Environment/Climate

Summary of the application:

Lusaka and Malmö are both facing energy challenges, due to climate change. But how ensure that the citizens have an influence in policymaking and implementation? And can the municipalities increase capacity by using new methods for participatory processes? The idea is to let young people in both Malmö and Lusaka have a voice in climate change. The project will aim to provide platforms for dialogue where young people are in a position to influence the policymaking-process as well as working with awareness rising.

With education on climate change, how to do radio and podcasts and with public hearings the young people will deliver their suggestions for the future and how to tackle the climate change.

The City of Malmö has recently adopted the new Global Goals for Sustainable Development and made a commitment to implement them on a local level. This project also has an aim to promote

17). This project specifically focuses on goal no 13 "Climate Action" where the objective is to take 193

urgent action to combat climate change and its impact.

This project is linked with the Steering Group (applied) and should be seen as a part of the cooperation with LuMa Sustainable Energy (applied).

Overall objectives: o Increased local democracy o The youth and their needs are listened to, leading to better quality decisions o Society is more open for innovative ideas and new solutions o All environmental problems are not solved but more visible, have action plans and good prospects to become less tangible o The air quality is much better in Lusaka o Saving the forests and protecting biodiversity o Reduced climate impact locally and globally

Project objective:

The Municipalities Lusaka and Malmö will provide more opportunities for young people to be involved in tackling climate change.

Immediate objectives:

1. The political will is more developed and more opportunities for young people to be involved in decision making are created 2. Increased interest among decision makers in inviting young people in dialogue and perceive them as equals 3. The municipality has established networks between schools, NGOs, other youth arenas ave been established in Lusaka for citizen dialogues between municipality and young people 4. The municipality has tested different models for how to involve young people 5. Increased knowledge on youth participation (target group: decision makers and key functions within the city of Lusaka) 6. This project has created time in the daily schedule to work with these topics. Looked

Some of the causes have been merged because of their similarities.

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Equity/inclusion o All citizens, young and old women and men, should have the opportunity to be listened to when talking about needs and preconditions. In this case, the project focuses on a group of citizens less listened to or even not at all from time to time, the young citizens. The main problem not listened to, not included and low level of equity. Citizen participation o The municipality has a responsibility to be including and participatory while conducting activities and within the work of the municipality. The main problem relates to the situation for the citizens (young people) to be able to gain more knowledge of a certain topic (climate s (climate change) important matter through dialogue with stakeholders and key positions within the municipality. Possibility to demand accountability o In this project, the main problem relates to the young citizens and their low possibility to participate in the decisions that are made in the municipality and even in the decision making process. During the project the young people will learn much more about decision making within the municipality. This will put them in a better possibility to demand accountability vital to a local democracy.

Remarks

Recommendation from the Municipal Partnership Unit:

Rejection The ICLD considers the application to be relevant, feasible and sustainable. The project proposal is well anchored vis-a-vis the programme s core areas especially citizen participation and inclusion. The 195

proposal s aims and goals are deemed sufficient for the programme but there is also potential for them to be improved and enhanced. The reciprocity of the proposal is also deemed positive. However due to limited funds in this call for proposals the application is rejected.

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