U.S.-Ukraine Community Partnerships for Local Government Training and Education Project

Home , Bilozerka (river), Bohuslav, Boryspil, Boyarka, Hola Prystan, Kaharlyk

Award No. 121-A-00-97-00149-00

FINAL REPORT October, 2007

Prepared for United States Agency for International Development Regional Mission for Ukraine, Belarus, and Moldova Office of Democratic and Social Transition

Prepared by U.S.-Ukraine Foundation 1701 K Street, N.W. Suite 903 Washington, DC 20006 Phone: (202) 223-2228 Fax: (202) 223-1224 E-mail: [email protected] TABLE OF CONTENTS

INTRODUCTION………………………………………………………………………… 3 CPP PROJECT HIGHLIGHTS…………………………………………………………. 4 PROJECT COMPONENTS………………………………………………………. 5 I. U.S.-Ukraine Partnerships………………………………………………………... 5 Artemivsk-Omaha, NE…………………………………………………...... 7 Berdiansk-Lowell, MA…………………………………………………………. 8 Cherkasy-Des Moines, IA……………………………………………………… 9 Kalush-Little Rock, AR……………………………………………………….... 10 Kamianets-Podilsky-Athens, GA………………………………………………. 11 Kharkiv-Cincinnati, OH………………………………………………………... 12 Komsomolsk-Ithaca, NY……………………………………………………….. 12 Krasnodon-Birmingham, AL………………………………………………….... 14 Nikopol-Toledo, OH……………………………………………………………. 14 Pervomaisk-Kansas City, MO………………………………………………….. 15 Romny-Lognview, TX………………………………………………………….. 15 Rubizhne-Louisville, KY……………………………………………………….. 16 Slavutych-Richland, WA……………………………………………………….. 17 Svitlovodsk-Springfield, IL…………………………………………………….. 17 II. Cluster Partnerships Model-Best Practices…………………………………….... 18 Partnerships – Lessons Learned……………………………………………………………. 21 III. Regional Training Centers (RTC) Activity: Overview……………………...... 27 RTC Network Training Summary…………………………………………….... 30 Practical Management for Local Government Officials Course……………….. 36 Appendix 2 - List of Seminars Conducted by RTCs…………………………... 37 IV. Publications…………………………………………………………………...... 52 Partnery/Partners……………………………………………………………….. 52 Aspekty Samovryaduvannya/Thinking Locally………………………………... 54 Books, Guides and Manuals……………………………………………………. 56 Synergy Activities…………………………………………………………………………... 59 Background and Main Activities……………………………………………….. 59 Other Trainings and Internships………………………………………………… 65 Appendix 3 - Open World 2006/2007 Finalists………………………………… 69 CONCLUSION…………………………………………………………………………….. 69 APPENDIX I - LIST OF THE CPP PROJECT’S U.S. VOLUNTEERS……………… 71

U.S.-UKRAINE COMMUNITY PARTNERSHIPS PROJECT FOR LOCAL GOVERNMENT TRAINING AND EDUCATION

Final Report

INTRODUCTION

U.S.-Ukraine Community Partnerships Project for Local Government Training and Education (CPP) Award No. 121-A-00-97-00149-00 has completed its 10-year contract on July 14, 2007. This report aims to provide an overview of the CPP project and lessons learned over the 10-year program that focused its efforts on reforming local government in Ukraine.

The Community Partnerships Project was created to fill a critical need in Ukraine for public administration education and training for local governments, and since its inception has become a proven and veritable force to assist Ukrainian local government’s transformation into the bedrock of a democratic society. The CPP project built upon other Ukrainian local government projects that the U.S.-Ukraine Foundation has administered since 1995, including an NED- funded local government assessment and a Pew Foundation-supported project providing training to Ukrainian city governments. The project’s guiding principles included:

 Promoting sustainable and replicable innovations in municipal administration;  Establishing mutually beneficial and sustainable relationships to promote improved local government practices;  Creating a network of progressive local officials that support each other in their efforts to reform their governments;  Developing a “critical mass” of individuals and institutions working for change in Ukraine;  Providing a forum through CPP publications for discussions on issues relevant to local government concerns;  Offering individual city consultations on such topics as Economic Development, Communications, Housing and Communal Services, Transportation, Budget and Finance, Citizen Participation, Strategic Planning, and Public-Private Partnerships;  Training a new generation of municipal government personnel through trainings, workshops, seminars, exchanges and interaction with their counterparts in the U.S. and Europe.

CPP PROJECT HIGHLIGHTS

Slavutych Kuznetsovsk Kovel Sarny Volodymyr- Korosten Romny Volynsky Irpin Chervonohrad Pryluky Dubno Korostyshiv Kyiv Okhtyrka Ostroh Slavuta Vyshneve Boryspil Trostianets Lviv Boyarka Lubny Netishyn Ukrainka Shepetivka Pereyaslav-Khmelnytsky Skvyra Kaharlyk Kharkiv Vynnyky Iziaslav Zolotonosha Myrhorod Okhtyrka Khmilnyk Hrebinky Kaniv Cherkasy Koziatyn Kupyansk Horodok Korsun-Shevchenkivsky Dolyna Kalush Bohuslav Lozova Siversk Zhmerynka Kremenchuk Kobeliaky Rubizhne Baranyntsi Toporivtsi Smila Barvinkove Artemivsk Mukacheve Komsomolsk Kostiantynivka Kam`yanets-Podilsky Kam`yanka Svitlovodsk Khust Oleksandriya Debaltseve Chernivtsi Ternivka Rakhiv Dniprodserzhynsk Zhdanivka Kirovske Shakhtarsk Snizhne Pervomaisk Torez Donetsk Zelenodolsk Nikopol Yuzhnoukrayinsk Dokuchayevsk Voznesensk Vuhledar Tokmak Nova Odesa Ukraine Mykolayiv Nova Beryslav Berdiansk Kakhovka Kakhovka Melitopol Partner City 42 Kherson Hola Prystan Member of Mayors` Club 76 Armyansk Krasnoperekopsk Partner City & Regional Training Center 5 Dzhankoy Nyzhzhniohirsky Yevpatoriya Sudak

"A Marshall Plan of the Mind" - Walter Nunn, CPP Coordinator, Little Rock, AR

- 46 Ukrainian cities developed strategic plans - 18 Ukrainian cities participated in one-on-one partnerships with U.S. cities - 24 Ukrainian cities participated in cluster partnerships with U.S. Cities - 100+ of Ukrainian trainers in local government recruited and trained - 76 mayors have joined Mayors’ Club registered as an NGO - 233 Ukrainian local government officials trained in 18 U.S. Partner cities - 324 U.S. local government experts provided training in Ukraine as volunteers - 40,000+ Ukrainian local and regional government officials trained in 5 RTCs - 2,314 cities, towns, and villages participated in various CPP trainings - Over 40 local government officials from neighboring Belarus, Moldova and Russian participated in RTC trainings - Countless NGO and business representatives attended training seminars at CPP Regional Training Centers (RTCs). - 7,500 copies of monthly municipal bulletin “Partnery/Partners” (87 issues since 1997) - 5,500 copies of local government journal “Aspekty Samovriaduvannya/Thinking Locally” - 17 books published on local government, strategic planning, economics and democracy

PROJECT COMPONENTS

Four main components of the CPP project will be discussed in the final report: U.S.-Ukraine city partnerships, cluster partnerships, Regional Training Centers (RTC) and publications. The management of the CPP project is confident that precisely through these four unique approaches, serious attempts at local government reform were made possible.

Partnerships established Partnerships established Partnership established in 1997 in 1998 in 1999 Artemivsk-Omaha, NE Cherkasy-Des Moines, IA Berdiansk-Lowell, MA Donetsk-Louisville, KY Kharkiv-Cincinnati, OH Kamianets-Podilsky-Athens, GA Kalush-Little Rock, AR Kherson-Tucson, AZ Lviv-Philadelphia, PA Krasnodon-Birmingham, AL Komsomolsk-Ithaca, NY Romny-Longview, TX Mukachevo-Burlington, VT Nikopol-Toledo, OH Rubizhne-Flint, MI Pervomaisk-Kansas City, MO Slavutych-Richland, WA Svitlovodsk-Springfield, IL

By establishing community partnerships, the project sought to produce mutually beneficial and sustainable relationships that have continued to promote improved local government practices beyond the life of the project. By working in a significant number of cities distributed across Ukraine, the CPP project aimed at creating a network of progressive local governments supporting each other in their advancements within a less than supportive political environment.

The success of the CPP project has been pivotal to the democratic developments that have followed in Ukraine in recent years, many of which would have been impossible if not for the fact that needs articulated at the local level were reaching the establishment in Kyiv and demanding more open, transparent and responsive governance.

Beginning in 1997, the partnerships were established to offer a sustainable connection between a U.S. and a Ukrainian community through which the partners could work practitioner-to- practitioner to target, discuss and address a specific problem within the Ukrainian community. This allowed for systemic and fundamental changes to take place. Each partnership had 2-3 year work plan tailored to the need of an individual Ukrainian city. The goal of the workplans required a specific timetable and implementation strategy.

The CPP project set out to establish 18 partnerships between U.S. and Ukrainian communities in three phases over the first three years of the project. Thirteen partnerships were established in the first two phases, and the five final partnerships joined the project in 1999.

In 2000, a no-cost extension of Phase 2 of the CPP project started. A number of partnerships supported financially was reduced to 14 due to financial constraints. Partnerships not selected to receive continued funding - as well as other cities that have been active participants in the CPP project through involvement with RTC activities - continued to benefit from CPP publications, RTC trainings, and eligibility to participate in the project’s regional meetings and conferences.

With the project on its way the Ukrainian cities began their own synergy, gleaning best practices, working together to share experiences and approaches through formal and informal networks. While all partnerships had measurable success throughout the CPP project, cities like Berdiansk, Cherkasy, Kalush, Kamianets-Podilsky, Komsomolsk, and Slavutych quickly advanced to become mentors.

As the cities began working together camaraderie developed among the mayors of these cities and towns through joint initiatives such as the CPP project’s Mayors’ Roundtables and visioning exercises conducted by Alan Cohen, Mayor of Ithaca, NY. These forums gave the community leaders an opportunity to interact and share their experience. Ultimately, this launched the establishment of a new NGO, the Mayors’ Club, a professional association for city managers who want to share experiences on issues such as communal service reform, budget and finance, public health, investment opportunities, citizen participation, etc. As of now, the Mayors’ Club counts 76 mayors as its members. The mayors registered their NGO in December 2005 to fill a void that the Association of Ukrainian Cities did not offer and to provide a forum conducive to the professional and educational development of individuals in Ukraine who serve as mayors.

Such CPP cities as Berdiansk, Cherkasy, Komsomolsk, Kamianets-Podilsky, and Slavutych (and it is certain that soon Korosten and Voznesensk will be on the list as well) have been mentioned and utilized by other USAID-funded projects as role models for other cities in Ukraine, and have even been included in Presidential speeches focusing on progress of the local government. With the exception of Slavutych, all the other cities mentioned had their first experience in working with foreign experts through the CPP project. Becoming aware of the benefits of such cooperation, the mayors of these cities began looking for the opportunity to work with other

6 foreign aid projects and their success in those projects is, to a large extent, due to the fact that they learned to think and act in a new way through participation in the CPP project.

Mayors who went through the CPP project schooling are now in high demand at higher levels of public administration. Viktor Baloha, Presidential Secretariat’s Chief of Staff, cooperated with the CPP project in 1998 as the Mayor of Mukachevo; Borys Silenkov, Kherson Oblast Governor, is a former Mayor of Nova Kakhovka (2002-2005); and Mykola Lavryk, Governor of the Sumy and Chernihiv Oblasts, worked in cooperation with the CPP project as the Mayor of Romny. Oleksandr Popov’s career has been an extraordinary one. Being the mayor of the small city of Komsomolsk he was invited to fill the position of Minister for Housing and Communal Services - a unique case for Ukraine and other countries. Volodymyr Udovychenko, Mayor of Slavutych, Oleksandr Popov, Mayor of Komsomolsk, and Valeriy Baranov, Mayor of Berdiansk were part of the Ukrainian Delegation to the Congress of Local and Regional Authorities of Europe.

The innovations of the CPP project include direct results of partnership activities as well as initiatives that have been aided by the support of project activities such as conferences, publications, and RTC training. Partner communities have been dynamic in sharing ideas and drawing on each others’ experiences, implementing many more new programs and projects than were anticipated in their workplans and often drawing on additional resources outside the CPP project. Results reported here do not necessarily correspond to USAID’s reporting framework and many appear to vary slightly from USAID-reported results due to framework specifications.

Artemivsk (Omaha, Nebraska) Economic Development:  The city has simplified registration procedures for new business (now an enterprise can register in one day). These new procedures resulted from collaboration between the city government and the Board for Small Business Support. The Board was established in 2002 and consists of city government officials and citizens. In meets quarterly to discuss business development issues.  The city developed zoning and tax mapping programs with the assistance of a citizen-government working group. By 2002, 16 territorial and economic zones have been defined to facilitate the differentiation of land tax and leasing rates.  The city has budgeted 30,000 UAH to support small business development initiatives, including seminars, quarterly roundtables and a telephone hotline for new and current entrepreneurs. Communal Services:  The city introduced new measures resulting in increased consumer payments for communal services (heating to 95.7% of charges; water to 78%; and housing to 73.5%).  Two private housing maintenance enterprises were established to improve the provision of services. The city is encouraging the creation of condominiums.  A city-wide energy conservation program was implemented. Artemivsk implemented two pilot projects. Energy-saving technologies were introduced in communal enterprises and street lighting was modernized in order to reduce energy consumption. Citizen Participation:  The city conducts monthly public meetings in city neighborhoods, giving citizens an opportunity to discuss their concerns. As a result of these meetings, street lighting was improved and transportation problems were resolved in some city districts.  Other public meetings such as roundtable discussions and public hearings, have been held on such topics as business development, budgeting and taxes, citizen participation.  A public hearing was held on the results of the municipal program on improved water supply for the city of Artemivsk. As a result, the city developed a program to reform and improve water

supply for Artemivsk’s satellite cities over the period of 2003-2005, with further plans until 2010.  Another public hearing was held on reform of housing and communal services. As a result, the city government developed a plan on housing development over the period of 2003-2005, with further plans until 2010.  City districts held Open Letter Days in 2003. Citizens spoke with city representatives about issues related to municipal customer services, housing and communal services reforms and supply of hot water.  A roundtable, “European Experience in Small Business Development”, was organized together with the local Chamber of Commerce.  The city government has formed a working group of representatives of government departments and services directly connected with registration and legalization of business entities. The working group conducted “Reception Days” for local entrepreneurs.  A public hearing on proposal to establish a medical cashier in the city was held. A commission was created to develop this proposal and members of the commission visited Komsomolsk to learn of that city’s experience. Finance/Budgeting:  The city conducted an open tender for the provision of transportation services. Government Transparency:  A city web site was developed. Additional Activities:  Developed and approved City Charter.  Established School of Young Leaders, involving school-age youth in community development.  Established Young City Manager School to train young people with advanced degrees in public service.  Established School for Management Training to train potential candidates for high city offices.  Participated in NIS Secondary School Partnership Program funded by the U.S. Department of State Youth Programs Division Office of Citizen Exchanged in 2001-2003.  Artemivsk high schools developed new degrees, including language, computers and economics. This initiative was undertaken as a result of an internship to Omaha where city officials visited Omaha magnet schools.

Berdiansk (Lowell, Massachusetts) Finance/Budgeting:  The city introduced 32 new measures to increase budget revenue. As a result of one such measure that provided incentives for energy conservation, the Education Department saved 150,000 UAH ($28,300) and the health care sector 100,000 UAH ($18,800). The measures were developed by the city government, reviewed by the community at a public hearing, and amended before approval by the city council.  The 2002 city budget was approved after incorporating community input from a public hearing.  A citizen-government working group inventoried city land resources. This inventory helped the city to identify land parcels that had not been included in the city database, resulting in an increase in tax revenue of 44% over the previous year. Strategic Planning:  The city council approved a strategic plan in May 2002. The plan was developed with significant input from citizens obtained through opinion polls, public hearings, and an information campaign in local media. The city received hundreds of proposals from citizens, which were incorporated into the strategic plan. The strategic plan was published in booklet form. The city government and strategic planning working group monitor implementation of the plan twice per year, and the city council reviews the monitoring report

annually. Citizen Participation:  Public hearings and other public meetings are held regularly on topics such as the city budget, educational issues (which resulted in the introduction of internships for high school students with local businesses), communal services, transportation, law enforcement, and a draft city charter. Working groups have been established to address issues such as the city charter, strategic plan, personnel and retraining courses, and housing reform. Communal Services:  Free transportation for pensioners is provided on special buses which serve 19 routes in the city.  Twenty-six condominiums already exist and two private housing maintenance enterprises were created, serving 25% of city residences.  A "communal amnesty" program was introduced to provide incentives for payment of indebtedness for communal services. This program was replicated in other Ukrainian cities. The city developed a simplified registration system for low-income citizens to receive subsidies for communal services. As these subsidies are funded by the national government, proper registration decreased the burden on the city budget by reducing nonpayment by eligible citizens who found the previous procedures too arduous.  Residents of apartment buildings elected representatives to supervise the performance of ZhEKs, water and heat supply company. These representatives must sign off when the work has been done satisfactorily. In addition, these elected representatives assist communal services enterprises and ZhEKs in collecting payment from citizens. ZhEK and communal services manager meet on a regular basis with these elected representatives to identify the most urgent problems.  To date, 33 condominiums have been registered in the city. The city has allocated 100,000 UAH to assist in repairing residential buildings which have already formed condominiums, with a further 238,000 UAH allocated for apartment buildings which form condominiums after 2002. Economic Development:  In cooperation with the city government, the Center for Development of Entrepreneurism was established. The Center conducts training seminars and provides consulting to local businesses. The Center has already served more than 1,000 people.  The worked with Polish partners to obtain ISO 9001:2000 Certificate, which demonstrates that the city’s municipal services conform to international standards. and was approved in November 2003. Berdiansk was the first city in Ukraine to qualify for this certificate.  As part of the implementation of a city tourism development program, the city started working with a Zaporizhzhya airline company to restart regular flights to Berdiansk from Kyiv, Moscow and Kerch. In addition, the railway station has been renovated. Government Transparency  The city published 500 copies of the draft city charter and distributed them to local libraries, post offices, schools, and businesses. An anti-procrastination committee was established to prevent delays in city administrative processes; the city mayor, city council deputies, and other city officials sit on this committee. The government presents information about its activities to local media.

Cherkasy (Des Moines, Iowa) Communal Services:  The city initiated and is implementing a recycling program; a workshop for recycling plastic bottles was created.  Equipment to lower iron content and add chlorine to drinking water in the city was installed. Energy saving measures were introduced to the water infrastructure. Cherkasy purchased automated equipment to add the necessary concentration of chemicals (such as chlorine) to regulate treatment of water, depending on its quality. As a result, the water company does not

overuse costly chemicals and decreases the concentration of residuals in water. More than 10 condominiums were created. Citizen Participation:  Two citizen-government working groups were established to focus on city water supply issues. Public meetings are held to solicit public input in community development. Government Transparency:  A city charter was developed. A draft version was published in the local newspaper. A "Clean Water" program was established to inform students and teachers about water conservation measures. The city created a weekly newsletter to inform the public about city council activities. A city web site was developed. Additional Activities:  Held two business exhibitions in Des Moines with participation of Cherkasy businesses.  Center for Disease Control Micro-Nutrients Project.  NIS Secondary School Partnership Program funded by the U.S. Department of State Youth Programs Division Office of Citizen Exchanges. 2001-2003 focused on ecological and water issues.  USAID-funded HIV/AIDS Prevention Program Pilot program "Want to be modern, be healthy."  Beach clean-up project by Cherkasy entrepreneurs.

Kalush (Little Rock, AR) Communal Services:  Water meters were installed in city buildings, which resulted in a 20% reduction in heat consumption. Through the Effective Budget Expenditure Plan, one school saved 10,000 UAH ($1,900). High efficiency boilers were installed in city buildings to further reduce expenditures on communal services provided to public buildings.  A new landfill was created.  Local heat supplier Kalushteplokomunenerho supplies heat directly to residences without going through ZhEKs. This approach allows citizens the ability to know who is responsible when heat supply is cut off. Direct supply also reduces the cost of provision.  A new sub-department of the communal services department was created to implement the reorganization and development of communal services.  In February 2003, representatives of communal services enterprises visited Kamianets-Podilsky to learn about Kamianets' experience of combining the heat supply company and water works. Economic development:  Kalush participated in a project funded by the Canadian International Development Agency to support small business in Kalush city and rayon. The project entailed training seminars and use of information technology. Finance/Budget:  The city conducted open tenders for the provision of services and supplies to city schools, including food provision; expenditures for these services were reduced. The Effective Budget Expenditure Plan provides for better control over expenditures, measures to increase payments for communal services, a search for alternative funding sources, and measures to utilize budget revenue more cost-effectively. Additional Activities:  Kalush - Grand Prairie, Texas Sister City Relationship.  Development of Youth Leadership U.S.-Ukraine High School Exchange between New York and Kalush, Lviv, Dnipropetrovsk, funded by U.S. Department of State.  Kalush High Schools Debate Project.

Kamianets-Podilsky (Athens, Georgia) Strategic Planning:  The strategic plan was approved by the city council in October 2001; it was the result of significant input from citizens (via working groups, opinion polls/surveys, public hearings, etc.). Citizen Participation:  Public hearings and other public meetings were held on topics such as neighborhood beautification, downtown reconstruction, strategic planning, and corruption in local government. A public anticorruption committee was created as part of the Toloka initiative aimed at increasing citizen participation in community development.  On November 21, 2002, the city council approved provisions on public hearings for the city. According to the provisions, public hearings cannot be held in the three months prior to local elections so that they cannot be used to manipulate the electorate. Citizens, city council deputies, mayor and the city executive committee can initiate a public hearing. If initiated by the citizens, the city government can only provide logistical support, but it cannot influence or stop the hearing. Applications to hold public hearings are submitted to the city council secretary, who has five days in which to review the application with relevant city government officials. After the public hearing, the city council secretary presents any proposals resulting from the hearing to the city council for consideration at the next session. The idea to develop these provisions resulted from a roundtable with participation of approximately 40 city council members, Toloka members, Institute of Civic Society' (Kyiv), NGOs, government representatives. A public hearing was held to discuss development of the provisions before the city council approved them. These provisions on public hearings become a part of the city charter, which is in development.  The city council also approved provisions on public neighborhood meetings. The provisions enable residential buildings, quarters or micro districts to conduct meetings of residents and institute their decisions. Economic Development:  An ombudsman was appointed to represent local business interests to the city government. The ombudsman has access to all government plans/programs related to business activity and development. He participated in developing the agenda on economic issues for the December 2001 city council session. His input encouraged the city council to question proposals submitted by the city and oblast finance departments and the oblast tax administration. As a result of these moves by the city council, the ombudsman was able to protect local businesses threatened by measures creating an unfavorable business environment. The city council also decided that starting 2002 budget would be subject to approval by the ombudsman.  A City Economic Development Agency was created and charged with providing consulting for businesses.  Kamianets-Podilsky has adopted provisions which ensure that any city council decision which may negatively affect the city's entrepreneurial climate must be reviewed through a special procedure. Kamianets-Podilsky claims to be the first city in Ukraine to adopt this type of reform.  The city council approved provisions on using city-owned property as collateral for businesses applying for bank loans. The provisions layout specific procedures which must be followed.  The city council approved provisions to provide loans at 3% interest to local small businesses, as part of the city's Small Business Support Fund. Communal Services:  The communal services billing department was reorganized. Payment for water services increased to 120% of charges within one month (including payment of arrears). The city introduced a new policy by which 30% of all rental payments to housing maintenance are automatically deposited to the account of the garbage disposal company. This measure facilitates payment of arrears, introduction of a strict schedule of garbage pick-up, and the

purchase of new vehicles  Using the example of partner city Athens, Kamianets-Podilsky introduced a School Bus program enabling students on some routes to ride special, supervised buses at discounted monthly rates to and from school. Government Transparency:  The mayor established a commission to analyze municipal management decisions. An analysis of corruption of local government was conducted in the city, and the results were presented at a public hearing and in local media and press. A survey was conducted to study citizen opinion on priority challenges facing the community. Of 1,100 surveys distributed, 600 were received.

Kharkiv (Cincinnati, Ohio) Economic Development:  The city government has developed a two-year program to support business development. Finance/Budget:  The city council approved its 2002 budget (drafted according to the new Budget Code) after citizen input at a public hearing. Communal Services:  A citizen-government working group was created to address communal services reform; the city implemented a two-year housing and communal services reform program. Heat and water meters were installed in residential buildings at the cost of residents. Citizen Participation:  Public hearings have been held on topics such as planned improvements to the sanitation system, privatizing and leasing city-owned property, and youth policy. A series of public meetings discussed a new landfill to be constructed by foreign companies.  The city held a two-month competition to find the "city's dirtiest courtyard". The winner was "treated accordingly" and won a broom. Government Transparency:  The city uses local mass media and publications to inform citizens about government decisions on budgetary issues. Information about upcoming public hearings is published in local media. The mayor and city council members meet weekly with residents of the cities' districts. As a result of these meetings, funding for street and courtyard lighting was doubled in the 2003 budget. The mayor has also submitted a proposal to the city council to increase spending on road maintenance by 10 million UAH.  The city website (www.citynet.kharkov.ua) has been updated to provide more up to date coverage of events in the city.

Komsomolsk (Ithaca, New York) Municipal Service:  As a result of public hearings, the city council organized local law and order units. In 2001, the city government appointed a Public Order Specialist and allocated funds to support a municipal police force. The force originally had 20 members and plans to take on 20 more. The initiative was publicized and a telephone number was set up to inform citizens about the force's activities. The municipal police have reduced theft of scrap metal and provide patrolling of dachas; activities are controlled by a public steering committee.  Medical cashiers have been established in 2002 and now have 1,900 members. The cashiers have provided funding for 12 surgical operations and hospital treatment for 200 members. In addition, the cashiers purchased medicine valued at 28,000 UAH ($5,300). The city council agreed to provide free medicines in hospital (via medical cashiers) to 11,000 pensioners; more than 400 people have taken advantage of this program. Health care in the city has been transferred from 100% municipal hospitals to family doctors. Medical personnel who are

considered city employees now work as private entrepreneurs contracted by the city; the reform is overseen by a committee.  The NGO Asimed implemented its International Renaissance Foundation-funded project to create citizens' committees to supervise the work of health care institutions in the city and disseminate the acquired experience in other communities in Ukraine. Economic Development:  The city established a telephone hotline to the Business Registration and Licensing Department for consultation services to local entrepreneurs. The Economic Development Department developed a restructuring plan involving the creation of four divisions: 1) Registration and Permits, 2) Data Analysis, 3) Business Advice and Relations, and 4) Legal Codes and Regulations.  A Business Support Fund was established. The Fund will receive grant funds from the city budget annually and will conduct a competition to determine the most effective use of these funds in supporting local business.  A Council of Entrepreneurs was established in spring 2001. The council includes nine businesspeople and a mayor. It meets at least monthly.  A registration office was established to provide assistance on registration of businesses with all relevant state institutions. In addition, a business development coordination board was created. Strategic Planning:  The city's strategic plan was approved by the city council in December 2001. As part of the strategic plan, an energy saving program, the city beautification program, several reconstruction projects for buildings and parks in the city, the medical cashier support for pensioners, the Law and Order program, a business support program, and others have been incorporated into the 2002 city budget with funds for implementation.  Results of Ithaca Mayor Alan Cohen's community visioning exercises were published in local media and leaflets. Local media regularly highlight the city's strategic planning process.  In December 2000, two local newspapers (Hromadska Dumka and Teleekspres) organized a competition entitled "Do you have an idea?", to collect proposals from citizens on city improvement projects.  An essay contest, "City of My Dream," was held among local high school students; submissions were used by the strategic planning subgroups and the best essays were published in local newspapers and highlighted on a TV program. In total, over 100 citizens took part in the strategic planning process. After the March 2002 local elections, the mayor reorganized the Executive Committee to align with the priorities of the strategic plan. Four deputy mayors were appointed and are responsible for the four main priorities of the strategic plan, and department heads were tasked with the subtopics of each priority.  The city reported in March 2003 that it has thus far implemented 10 projects outlined in the city's strategic plan. Citizen Participation:  In January, a series of public meetings were held to discuss 2001 budget issues. Other public hearings and meetings were held on topics such as local business-government interaction, the draft strategic plan, and public safety. Student volunteers are working in the city's economic development department, assisting city officials in arranging meetings and responding to queries from the community.  A public hearing was held in December 2002 on the role of the public in management of housing and communal services. As a result of the hearings, citizens' committees were created to supervise the work of communal services enterprises.  A public hearing was held in March 2003 on national government plans to establish a correctional facility in Komsomolsk. The community expressed its rejection of these plans.

Finance/Budgeting:  The city held open tenders; as a result of competitive bidding in 2000, the city reports that communal services provision has increased efficiency and improved quality Government Transparency:  Before and after public hearings and other public meetings, the city government works closely with local media and press to publicize plans, proposal, decisions, and future steps. A poll was conducted to obtain information on issues of business registration and operations. Youth parliament representatives assisted with polling of local businesses. The results show that most problems emerge when businesses undergo checks by controlling entities. Obtaining permits is less difficult, but registration and reporting are problematic. In response to the question, "From what source do you get information on effective legislation and its changes?," businesspeople answered (most to least probable): rumors, friends; local newspapers; local television; national publications; national television; specialized publications; and individual advice from controlling agencies. Respondents ranked possible reasons why they might have conflicts with controlling agencies (most to least probable): frequent changes to legislation; lack of information/advice from controlling agencies; low awareness of businesses; biased attitude to business; agencies overemphasize legal requirements that are difficult to obey; and violations of inspection procedures.  The Business Registration and Licensing Department established a telephone number to provide consultation services and announced its hours of operation.  A Leaders of Komsomolsk program has been established to engage active citizens in leadership roles in the community.

Krasnodon (Birmingham, Alabama) Communal Services:  Due to the installation of mini-boilers in city buildings, the city reported 18,100 UAH ($3,400) in savings during the winter 2000-2001 season. Six condominium associations were created as a precursor to privatizing housing maintenance. New wells were drilled to provide more drinking water within city limits; the wells have reduced the city government's costs for purchasing water from outside sources and thus allowed the government to purchase and install new equipment. Economic Development:  One-stop office to register a business has been created. Citizen Participation:  Public committees were created to respond to health care issues and city beautification initiatives.  Public hearings were held in several city districts to discuss city government performance in 2000 and future development plans.  A roundtable discussion was held among city officials and representatives of housing and neighborhood committees to discuss how to improve residents' payments for communal services.

Government Transparency:  AJI draft resolutions are published in local press in advance of review by the city council

Nikopol (Toledo, Ohio) Communal Services:  The city's water supply company and water treatment facility developed strategic plans.  The city conducted an analysis of financial and housing services. Housing maintenance services were reorganized and new municipal companies were created from subdivisions of one large housing municipal services company. Citizen participation:  Initiative groups on cooperation between citizens and the local government were established as a

result of public hearings on city district development. Neighborhood associations were created. As the associations become stronger, the city transfers certain responsibilities (such as beautification, social protection issues) to them. The associations are often consulted on draft decisions.  Public hearings and other public meetings have been held on topics such as strategic planning, transportation, and heating. Roundtable meetings with city officials, political party reps, and NGOs are held monthly. Government Transparency:  A draft city charter was developed; the draft was published in local press.  Information on budget revenue and expenditure is published monthly in the local newspaper.

Perviomaisk (Kansas City, Missouri) Citizen Participation:  Public hearings have been held on education, heating, and other issues.  As a result of the hearing on education, one local school was reorganized and split into two institutions. In addition, the city council approved a citizens' request to turn a kindergarten into a primary school to better meet the needs of that neighborhood.  Neighborhood associations were created.  The Youth Parliament meets regularly and provides recommendations to the city council on issues of interest to young people. Communal Services:  Private housing associations were created. As a result, the percentage of those who do not pay for services has decreased substantially and the quality of services has improved. Finance/Budgeting:  The city conducted an open tender to provide housing or other communal services through private sector enterprises. Government Transparency:  An Internal Policy and Information Department created in the city government is now responsible for working with local media, to inform the public about government plans and activities, and to obtain input from the public on local government policies. City government officials present information about plans and activities in local media.  The city government established a weekly telephone hotline where city officials respond to calls from citizens on topics such as public benefits and provision of communal services.  The local press publishes a schedule of hotline dates and topics.  A city web was developed.  The city government conducts public opinion polls.

Romny (Longview, Texas) Communal Services:  The Housing and Communal Services Department has been reorganized into the Main Office of Municipal Economy. The head of this office is also the Deputy Mayor in charge of housing and communal services. The Office constitutes the housing maintenance and repair authority; construction, city improvements, and environmental issues; the economics, contracts, and rate policy department; the public transportation authority; and the legal department.  As a result of this reorganization, four new private ZhEKs are serving residential houses on the right bank of the city. Previously, collection rate for services provided by the city-run housing maintenance company (VRZhRU) were less than 68%. In the first six months of operation, payments at all four private companies increased (Zhytloservis received 97% of charges, Mars- 80%, Nash Dim-82%, and Zhytlovyk-112%). Reasons for the success of these companies include: 1) the city-run company retained its debts to avoid placing undue burden on the new

companies, 2) the private businesses worked closely with the community to encourage more people to pay for services, making door-to-door visits to debtors, posting announcements, holding meetings with building residents, etc. and 3) each private company employs less than 50 people, allowing the companies to pay the single, fixed tax.  A municipal police force was created in Romny in fall 2002. The city government provided two cars and premises for the members of the municipal force. Initially, there were 25 inspectors who work jointly with Romny police department (under the Ministry of Interior) and with Romny traffic police, the commercial department of the city executive committee, sanitation and epidemic station and the main department of city infrastructure. Since the unit began operations, it has processed 351 legal violations, including petty crimes, traffic violations, retailing regulations, and drunk and disorderly incidents. Economic Development:  The RIA Tsentr's Small Business Support Center, an NGO active since April 2002, assists businesses by provided training, consulting, and auditing services. The Center is has developed a business plan to reduce the level of unemployment in Romny. The Center planned to become an affiliate of the Association of Small Business Development Centers, which represents 1,600 centers and satellite offices throughout the U.S. and its territories. In addition to the NGO (RIA Tsentr), the city government has created an organization to support the development of small business and manufacturing; the city's Center for Small Business Development assists businesses in obtaining premises and equipment, personnel training, and micro-credits.  Small Business Development Center Director Serhiy Hoptinets undertook a study tour in partner city, Longview, to study the operations of the Kilgore College Small Business Development Center.  The Romny Small Business Development Center applied and has been approved for a Peace Corps volunteer to work with the center to further develop its capacity. The Peace Corps volunteer worked with the Center in 2003. Citizen Participation:  A citizen-government working subgroup on communal services issues was created and developed an action plan for communal services reform and reorganization. Public hearings were held on topics such as the draft city charter and plans for the celebration of the city's 1,100th anniversary.  A public hearing was held on 16 January 2003, during which the citizens and government reviewed the performance of the municipal police force. Government Transparency:  City and rayon newspapers published a detailed article on the city's communal service reform plans, written by the chairperson of the city council's Standing Commission. Citizens have sent in responses.  The city conducted a survey of local businesspeople to ascertain their needs for consulting and other services to ' be provided by the small business development center. Survey results show that the most urgent needs include consulting, financial analysis of enterprises, development of business plans, search for partners and investors, and participation in programs aimed at the support of small business.

Rubizhne (Louisville, KY) Communal Services:  A two-year energy plan was developed and implemented. An open tender was conducted to provide housing or other communal services from private sector enterprises. Economic Development:  Rubizhne applied for and was approved to host a Peace Corps volunteer to work in the Economic Department for the city. Citizen Participation:

 Public meetings were held on topics such as communal services financial issues, water supply, and housing issues.  A public hearing was held on February 15, 2003 on city government and mayoral performance in 2002. Local newspapers Rubezhanskiye Novyny and Vesnyk Krasytelya published Mayor Busenkov's report in advance of the public hearing. Over 300 people participated in the public hearing. As a result, a city government resolution was drafted which includes, among other issues, plans to develop an economic development strategy to 2011, organization of a business center to provide consulting services to entrepreneurs, reform of communal services (including privatization of certain services, reform of tariffs and introduction of energy-saving practices). The resolution was published in local newspapers Rubezhanskiye Novyny and Vestnyk Krasytelya. Government Transparency:  The city government writes a regular column in the local newspaper to highlight local business issues. The city mayor appeared on a live call-in show to hear from citizens regarding communal services. The city government submits information about its plans and activities to regional media.

Slavutych (Richland, Washington) Communal Services:  A private company was established to provide housing maintenance and communal services to one city neighborhood and city hall. The city conducted an inventory of communally owned land and auctioned incomplete building sites. A new system of tariffs was developed.  The city established several test plots which grew crops using waste water; the irrigated crops grew about one-third taller and of more robust color than the untreated crops. Citizen Participation:  The community council meets weekly to discuss issues of importance to the community. A public hearing was held on the budget. The communal services department holds regular meetings with citizens to discuss communal services reforms. Government Transparency:  The communal services department holds regular meetings with local media to discuss communal services reforms.

Svitlovodsk (Springfield, Illinois) Communal Services:  Two private ZhEKs are operating: one private park and recreation service, and one private trash disposal service. Neighborhoods can choose between private and city housing maintenance service providers.  The city has privatized several communal service entities, including a street lighting company, a landscaping company, one housing maintenance office, and an emergency building repair company.  The city reorganized the water supply company and transitioned it to a semi-municipal, semi- private company that services all the city central heating infrastructure. • A municipal police force was created. Economic Development:  The city is developing zoning and tax mapping programs. An action plan to implement a zoning program was developed. The city created a map detailing plots where new businesses can be established; these plots have already been approved for the development of various businesses by all relevant city and state authorities. Creation of this map helped to reduce the time businesses must wait (currently two months) for building permission.  The city council approved a plan to help local businesses and their employees by allowing businesses to pay a reduced land tax rate in return for a pledge to raise employee salaries-the

increased revenue from personal income taxes will help offset the loss in tax revenue and the living standards of the workers will be raised.  The city planned to establish a Chamber of Commerce, with assistance from partner city Springfield. Finance/Budgeting:  Svitlovodsk has established a commission to monitor the use of budget funds. Representatives from the Executive Committee, the tax administration, the pension funds and auditing sit on the commission, which meets twice monthly.  Tenders are held on road maintenance services. Strategic Planning:  The strategic plan for city development was approved in December 2001 and has been tied to the city budget to promote appropriate funding for plan objectives. A presentation version of the strategic plan was prepared as a tool for attracting investment. An NGO, the Center for Strategic Development, was established to monitor implementation of the strategic plan. Citizen Participation and Government Transparency:  Citizen-government working groups were created to develop zoning and tax mapping programs in the city.  A public hearing on the draft strategic plan (with funding from International Renaissance Foundation) was held in August 2001. The hearing was the culmination of much effort on the part of the Svitlovodsk government to bring modern planning practices into use and to make citizen participation an integral part of the planning process. The draft strategic plan was published in local newspapers as well as separate booklets for distribution among the community. Several meetings were held prior to the public hearing so that the public would better understand the planning process and the purpose of the document. A series of surveys conducted over several months revealed that the number of respondents who reported not to be interested in the strategic planning process fell from 22.7% to 8.1 %. In addition, the final survey showed that 55.7% of respondents are now prepared to participate in strategic plan implementation.

II. CLUSTER PARTNERSHIPS MODEL Best Practices

In 2003, USAID did not extend work with one-on-one partnerships. Therefore, in order to continue providing long term technical assistance to additional Ukrainian cities the CPP project launched its newest component - Cluster Partnerships - which was aimed at broadening the scope of training and technical assistance provided to progressive Ukrainian local governments. Working under a two-and-a-half-year cost extension ending November 30, 2005, these cluster partnerships focused on reforms in the economic development and housing and communal services areas. With 23 new cities nationwide – clusters of cities in four regions of Ukraine (western, central, southern and eastern) – the CPP project worked to entrench the values of networking and sharing resources and experience among a wider group of cities in order to expedite and institutionalize more effective, transparent and accountable local government practices. Relying on the established expertise of current U.S. partners, the resources of the RTCs, and the wealth of experience now available in the current Ukrainian partner communities, the Clusters extended training and expertise sharing to more local governments. The U.S. partnership cities have, through the years of the CPP project, developed a unique knowledge on local government issues in Ukraine and therefore, were able to respond to ever changing needs of Ukrainian cities quickly.

By extending the partnership network from the existing 14 Ukrainian cities to 24-32 new cities clustered around 8 mentor-city hubs (3-4 new cities with each of 8 current partner cities), the Cluster Partnership model sought to strengthen and formalize the activities of this relatively informal network, recognizing the value of opportunities for local governments to learn from one another. Relying on the established expertise of current U.S. partners, the resources of the RTCs, and the wealth of experience now available in the current Ukrainian partner communities, the clusters extended training and expertise sharing to more local governments, and their NGO and business sector partners.

The Cluster Concept – Each Cluster consisted of one Regional Training Center, experienced partnerships, and six new Ukrainian partner cities incorporated in each cluster

Housing and Communal Services Cluster Partnerships

Central Region Southern Region (working with the Cherkasy RTC) (working with the Kherson RTC) Kaniv, Cherkasy obl. Kakhovka, Kherson obl. Lubny, Poltava obl. Kransoperekopsk, Crimean Autonomous Republic Oleksandria, Kirovohrad obl. Melitopol, Zaporizhzhya obl. Pryluky, Chernihiv obl. Nova Kakhovka, Kherson obl. Smila, Cherkasy obl. Tokmak, Zaporizhzhya obl. Zolotonosha, Cherkasy obl. Voznesensk, Mykolaiv obl.

Housing and Communal Services  One-Stop Housing and Communal Services Customer Center was established (Snizhne)  Condominium associations were created (Dubno, Nova Kakhovka, Shepetivka, Tokmak, Torez)  Area of container-based garbage collection has been expanded to include 179 containers around the city (Dubno and Oleksandiya)

 An information system has been launched, which is aimed at unifying the system of housing and communal services payments and simplifying the payment of subsidies to low-income people (Dubno)  Apartment buildings have been connected to the micro-district boiler of Khmelnytsky (Dubno) and city-owned facilities (schools, hospitals etc.) have been equipped with individual mini-boilers and it is planned to change the entire city heating system to small- scale boilers (Zolotonosha)  443 apartment owners received assistance to install individual heating units in their apartments (Dubno)  Ongoing aggressive beautification initiatives (Kakhovka, Kaniv, Oleksandriya, Pryluky, Tokmak)  Through the city’s efforts to improve tourism services, a local hotel was recognized by a national tourism guild as third in Ukraine among similar hotels (Kakhovka)  Cities developed 2 projects in heat supply to save 10% of gas and to use new gas meters and currently it is looking for financial resources (Kakhovka, Kaniv)  The local waterworks continues to exchange pumps to increase efficiency. It installed multi-tariff power meters that enable the utility to consume electricity during the hours when tariffs are lower (Kakhovka)  The Cargill Co. that started its operation in the area leased a new garbage truck to the City. The City’s landfill is being rehabilitated and expanded (Kakhovka)  As a result of the city’s Strategic Plan being approved, the city centralized heating system was decentralized (by installing neighborhood heaters) and street lightning system was reconstructed in accordance with energy-saving standards (Krasnoperekopsk, Oleksandriya)  Mini-boilers assembled in several neighborhoods to improve heat supply and to reduce expenses for gas (Krasnoperekopsk)  As part of the city’s efforts to improve communal services delivery and expand the market for local providers of communal services, a private company has taken over the service of garbage collection (Lubny)  The city attracted a French company to build a new solid waste sorting facility and investments have been made in capital improvements of the sewage treatment facilities and city heating system (Smila)  The water and sewage company was split into four independent units to improve efficiency and, working under the small enterprise legislation, will pay smaller taxes to the national budget and city is currently building a sewage facility to serve the local hospital (Voznesenks) Economic Development Cluster Partnerships

Easter Region Western Region (working with the Donetsk RTC) (working with the Lviv RTC) Debaltseve, Donetsk obl. Dubno, Rivne obl. Kirovske, Donetsk obl. Korosten, Zhytomyr obl. Shakhtarsk, Donetsk obl. Koziatyn, Vinnytsya obl. Snizhne, Donetsk obl. Shepetivka, Khmelnytsky obl. Torez, Donetsk obl. Volodymyr-Volynsky, Volyn obl. Zhmerynka, Vinnytsya obl.

Economic Development  One-Stop Business Registration and Permit Office were established (Debaltseve, Dubno, Kirovske, Korosten, Kozyatyn, Krasnoperekopsk, Snizhne, Torez, Zhmerynka)  To accelerate business development, 191.9 square meters of municipal premises were rented out to retail businesses (Kozyatyn)  To achieve the improvement of land usage, the city created a searchable database of vacant premises and land (Torez)  City School Bus Program was launched (Zhmerynka)  New communally-owned company was created to provide housing repair services (Zhmerynka)  The city council approved the 2008 Passenger Transportation Improvement and Development System (Torez)  Investments have been made in capital improvements of the sewage treatment facilities and city heating system (Smila)  Developed brochures to promot the city for economic development (Volodymyr-Volynsky, Voznesensk, Kirovske, Pryluky)

PARTNERSHIPS - LESSONS LEARNED

Before the Community Partnerships Project started in 1997, the U.S.-Ukraine Foundation conducted an opinion poll involving more than 150 Ukrainian cities. At that time, only 6% of the mayors said that the reason the people did not understand the problems of local government and hence had a negative attitude to it was that local government officials were not able to carry on a dialogue with the people. The remaining 94% of the mayors believed that the people themselves were to blame for the situation. That is why citizen participation in management processes was determined by the CPP project as one of the priority issues. The first trainings on this topic were presented in an appealing package – Creating a Positive Image, How to Win the Elections, etc. Within 2-3 years, the trainings on citizen participation techniques were among the most popular at four of the CPP project’s Regional Training Centers (RTC) (Lviv, Cherkasy, Kherson, and Donetsk). The CPP project was one of the first and, undoubtedly, the most coherent in this field. While the Law “On Local Government in Ukraine” of 1997 only mentioned public hearings as a form of citizen participation (the first public hearings in Ukraine were held in Komsomolsk, Poltava oblast, in September 1997), two years later public hearings became a normal practice in those cities which cooperated actively with the CPP project. Mayors became convinced that public hearings assisted them in solving some of the most critical issues of local government. Mayor Mazurchak of Kamianets-Podilsky noted that the answers to their problems lie within their communities. They only have to be willing to listen. Kamianets- Podilsky was the first to introduce guidelines for conducting public hearings in order to prevent their use as a political pressure tool. While Valentyna Poltavets, Deputy Mayor in Komsomolsk observed that “government officials are there to serve the people and not the other way around.” This was a major breakthrough in the mentality of Ukrainian local government officials.

At the end of 2003 the Law “On the Fundamentals of State Regulatory Policy in the Sphere of Economic Activity” introduced public hearings as a compulsory element of local government activity.

The CPP project was the first in Ukraine to begin systematic work on providing information and teaching the principles of strategic planning in local government. Prior to that, a strategic plan for Ivano-Frankivsk was developed with the support of the Canadian International Development Agency (CIDA). However, this was an isolated event. From the onset of the CPP project, trainings on strategic planning were held in all Ukrainian partner cities and strategic plans were adopted in a majority of them. From 2001 non-partner cities started filing requests for training. In 2001, the manual Community Development Strategic Planning was printed in the journal Aspekty Samovriaduvannia/Thinking Locally and later published as a book. This book was the first of its kind in Ukraine. Given its ideology and terminology, it is interesting to note that a decree of the Ministry of Economy No. 224 of July 29, 2002 “On Approval of Methodological Recommendations for the Formation of Regional Development Strategies” makes it clear that its authors made use of the above-mentioned manual.

One of the most important principles of the CPP project which the cities were required to fulfill was to develop strategic plans involving the community as much as possible and encourage teamwork cooperation among officials of the executive committees. Even in those cities where, for some reason, the plan did not become a fundamental document of local policy or the process wasn’t finished completely, new work skills had a considerable effect on the everyday life of local communities.

Kamianets-Podilsky is one of the best success stories in this area. Taking part in the planning, the local business community believed that the city had great tourism potential, which would be developed gradually. Through their partnership with Athens, GA, and, specifically, close work with partnership coordinator Rusty Brooks, Kamianets-Podilsky city officials came to understand that tourism involves not only historic sites but also the development of city infrastructure, marketing strategy, events, multilingual guides, souvenir shops, etc. for successful tourism. Now the level of investments into this little town equals that of some Ukrainian oblasts. As a result of their training through the CPP project and their understanding of the importance of transparency in local government, the city of Kamianets-Podilsky was the first in Ukraine to post its city budget on the internet for the citizens. Other cities posted city budgets in public libraries and newspapers for discussion.

From the very beginning Komsomolsk was seriously focused on developing its strategic plan. After it was approved, city management reorganized the administrative structure accordingly and decided that it was necessary to arrange and standardize the managerial activity. For that they complied with International Organization for Standardization (ISO) 9001:2000 standards for certification of the executive committee. They also came to the conclusion that it was essential to put the financial and budget systems in order and switched to a program targeted method. Finally, they combined these individual systems into a single managerial system. It is worth noting that the CPP project gave the cities the first push, after which the well-trained staff, having the opportunity to implement their ideas, did everything on their own initiative.

Partner city Berdiansk was approved in November 2003 for an ISO 9001:2000 Certificate, which demonstrates that the city’s municipal services conform to international standards. About 300 Ukrainian enterprises are certified for the ISO certificate already, but Berdiansk was the first Ukrainian city to qualify for this certificate. Berdiansk worked throughout 2003 in order to bring

its services up to the established ISO code, starting with its cooperation with the Polish city of Lublin. Lublin, which was already ISO certified, shared its experiences with Berdiansk representatives who traveled to Lublin several times throughout the year.

The transfer of specific techniques and methods of management was not the main goal of the CPP project. The strategic objective was to train local government officials to think outside the box and create a critical mass of such officials so that innovations could be introduced by a team of like-minded people.

The first objective to train local government officials to think outside the box was achieved by offering internships in the United States and involving interactive forms of training. The second objective to create a critical mass was achieved by the mass character of the internships and through the establishment of intensive cooperation between Ukrainian cities. For example, Komsomolsk, Kamianets-Podilsky and Berdiansk have become mentors for many Ukrainian cities not directly involved in the CPP project. Local government officials from around Ukraine came to these cities to learn about innovations in communal services, public health reform, specifically establishing family practices (Komsomolsk and Kamianets-Podilsky), municipal police, and streamlining municipal services.

One of the main strengths of the CPP project was peer-to-peer training and sharing of experience. For example, mayors, city managers and heads of the departments traveled to their Ukrainian partner cities as trainers. Internships in the U.S. partner cities were carried out in a mutually beneficial format. To begin with, the internships focused on one city, rather than having the participants visit several cities or states. Consequently, the Ukrainians had an opportunity to become acquainted with various aspects of local government in the U.S. through close day-to-day interaction with their American colleagues. During their internship, Ukrainians learned about the work of city managers, city councils, departments of economic development, communal services, utilities, and waste management, as well as neighborhood associations.

In the course of the CPP project Ukrainian partner cities had the benefit of working with the U.S. cities and volunteers (see Appendix 1 at the end of report) as well as Polish local government trainers. However, working with the U.S. counterparts proved to be more beneficial and cost effective. The essential difference was attributable to the fact that U.S. trainers volunteered their time whereas the Polish trainers had to be paid consulting fees of up to $250 per day. The CPP project only covered travel cost and per diem expenses. Therefore, the cost for a 10 day trip for a U.S. trainer to Ukraine was approximately $3,242 versus a 10 day Polish trainer cost of $4,537.

U.S. volunteers who served as partnership coordinators and professionals contributing with their technical expertise traveled to their Ukrainian partner cities numerous times often taking their vacation, days off and covering their own cost of the trip. All-in-all, in-kind contribution to the project by the U.S. volunteers amounted to over $5.4 million. During the internships in the U.S. the Ukrainian participants had many opportunities to witness the importance of volunteering in all sectors of society and learned that even in the U.S. the government can’t achieve its objectives without citizen participation.

In addition, the visits were, as a rule, organized by American officials who earlier had visited a Ukrainian city and by then had a fairly good idea of the specific character of the work that their

Ukrainian colleagues performed, were aware of their educational needs, and maintained regular contact with each other. These contacts turned out to be long-lasting and some continue to this day, long after the official partnerships funded by USAID have ended.

A deep immersion in American realities provided the Ukrainian interns with the opportunity to see for themselves that standard problems of local government can be solved in ways completely different from those that they were used to, and this led to a change in mentality. A new way of thinking was being formed: if a problem can be solved in a Soviet or an American way, then there are many other ways out there to solve it, probably even more effectively, one only needs to look for them. Tetyana Drevs, Deputy Mayor of Debaltseve, who was the first one to go to the U.S. from her city, noted that, “After the trip, my colleagues no longer understood me.”

Regarding the long-term contacts, the following American experts should be mentioned: Rusty Brooks (Athens, GA) - strategic planning in Kamianets-Podilsky; L.D. McMullen, Bob Mickle, Ann Schodde (Des Moines, IA) - water supply, municipal management and neighborhood association in Cherkasy; Alan Cohen and Beth Fuller (Ithaca, NY) - strategic planning and citizen participation in Komsomolsk; John Jeanetta (Omaha, NE) - effective municipal development and community involvement in Artemivsk, Brad Bunt (Longview, TX) - Small Business Development Center in Romny and assistance of partnership development between Gladewater, TX and Kirovske; Steve Hubbs (Louisville, KY) – water utility in Rubizhne; Walter Nunn (Little Rock, AR) – importance of citizen participation in economic development in Kalush; Scotty Colson (Birmingham, AL) – importance of diversification for economic development in Krasnodon; Cincinnati, OH team – transportation and parking in Kharkiv; LoAnn Ayers (Richland, WA) – economic development in Slavutych. These real friends of the Ukrainian cities came numerous times, often at their own expense, and their visits included: monitoring events previously planned, analyzing the current situation, and developing work plans for the next 6-8 months. Under such conditions the Ukrainian side had to work regularly and plan for the future. Ludmyla Skyba, Deputy Mayor of Artemivsk, noted that innovations in the city were successful because “you [American partners] believed that we can do this.” The American interaction provided Ukrainians with the boost of self-confidence.

The CPP project exchanges provided opportunities for the Ukrainian participants to not only experience local government in the United States but to see a lot of things that were not part of the partnerships’ workplans. Oleksandr Mazurchak, Mayor of Kamianets-Podilsky, participated in an internship program on communal services in their partner city Athens, GA where he observed school buses in operation. Upon Mayor Mazurchak’s return, a survey of the city’s transportation needs for students was conducted resulting in the introduction of the School Bus Project in Kamianets-Podilsky that linked remote neighborhoods with downtown schools. With minimal city funding the program offered parents significant savings on bus fares and a safe ride for their children. The children now go to school on marked school buses operating along special routes called school corridors. At a bus stop students are met by a teacher or senior student responsible for safety. All buses serving the school corridors are painted in yellow and equipped with information signs and flashing lights, guaranteeing better road safety. The new system is also beneficial for the transportation company, since it provides advance payment. Substantial savings are secured by the fact that for the rest of the day the "school" buses run on ordinary routes. The School Bus Project that initiated in Kamianets-Podilsky was eventually used as a model by Ministry of Education to set up similar models around Ukraine.

Valeriy Baranov, Mayor of Berdiansk, traveled on the CPP project internship to the U.S. visiting Washington, DC and Lowell, MA. Mr. Baranov developed a list of 40 items he learned about on his trip that he planned to introduce back home. Initiatives included development of energy conservation and beautification plans, introduction of new forms of work with citizens’ requests and with committees of self-governance; creation of more committees of self-governance, and municipal police to name a few. The aforementioned improvements in Berdianks were some of the steps that led to fulfillment of requirements necessary for ISO 9001:2000 Certification.

The CPP project was one of the first to introduce real interactive forms of training. Often Ukrainian officials would say that such forms of training are much more effective and interesting than the traditional Soviet style of listening to lectures. Volodymyr Vyhivsky, First Deputy Mayor of Korosten, noted that, “After I attended your trainings, I forbade my subordinates to waste time on classes in the oblast (state) centers for professional development.” Although the limited number of Regional Training Centers created substantial problems for participants (long travel distances) and overloaded RTCs, it also provided experts from different regions of Ukraine with the possibility of communication, which they previously did not have, due to the traditional form of meetings involving mainly colleagues from the same region. It should be mentioned that the number of cities which are really interested in considerable changes and are looking for new forms and approaches is quite limited - 50, or on average 2-3 cities per oblast. The CPP project provided the opportunity for representatives from ten such cities from various oblasts to meet and communicate. On several occasions, seminars on innovative topics in the Lviv RTC attracted local government professionals from other parts of Ukraine and vice versa.

The Regional Training Centers devoted much attention to the practical aspects of local government through active involvement of local government practitioners. In this way, the experience obtained in the U.S. and results of the implementation of new techniques in the Ukrainian partner city became common knowledge for other Ukrainian cities. Yuriy Gerzhov, Mayor of Voznesensk, stressed the practical aspect of training saying that “your [RTC] seminars hit the bull’s eye. Whenever I come upon a problem and don’t know how to resolve it, in 2-3 days I receive an announcement about an RTC seminar addressing the subject.”

The CPP project is often mentioned as the most significant and effective resource of training at many national conferences, meetings and roundtables on issues of training local government officials.

Bringing together a critical mass of government officials who think in a new way was accomplished because the CPP project in general worked with small cities where the number of top-management staff (deputy mayors, heads of main departments) was about 10 people. Unfortunately, cooperation with big cities as a rule did not produce such tangible results. Because the number of top managers there reaches up to a 100 people, implementing innovations required that the great bureaucratic machine be overcome. An exception perhaps is Cherkasy where the city management focused on two projects having to do with improving the water supply, economic development and work of neighborhood associations.

During the first three years, USAID did not allow elected officials to participate in the CPP project internships in the U.S. Therefore, mayors and city clerks were automatically excluded from the circle of interns while they actually are the ones that determine policy in a city. It

25 turned out that the critical mass was being formed excluding these important professionals. After this policy had been changed, the situation improved substantially.

Improved Development of Local Government in Ukraine as a Result of the CPP Project

An analysis of the main results of the CPP project activities and constant monitoring of the effectiveness of local government entities from 1997-2007 allow us to conclude that over the given period systemic changes took place in local government, in terms of professionalism, organization, policy and mentality.

1. In the professional sphere, the efforts of the CPP project trainers, experts and consultants were geared towards promoting new skills and techniques in separate fields of municipal management (i.e.: communal enterprise, communal property, municipal administration, etc.). These skills and techniques were either the individual intellectual product of the RTC trainers or were borrowed from international management practices through international partners of the CPP project (American, Polish, and Russian) and adapted to Ukrainian management practice. Adoption of new skills and techniques in Ukrainian municipalities resulted in effective managerial decisions, such as introducing new forms of housing maintenance, new systems and forms of management of communal property, budget process and economic development.

2. In the organizational sphere, the main aspects of the CPP project’s influence were the methodology of improving the process of managerial decision-making and systems of managing a municipality as an organization, on the one hand, and improving the individual skills (personnel professional development) of officials on the other. This influence was brought about through thematic training on problems of organizational development, improving human resources management, as well as through the trainings of the Municipal Management Course developed and implemented in cooperation with the Carl Vinson Institute of Government at the University of Georgia, Athens, GA. Anecdotal examples illustrate the many changes that have been incorporated into the management practices after the internship in the U.S. and trainings at the RTCs. (Executive committee meetings are now conducted with a prepared agenda sent around to the members of the executive committee prior to the meeting. In some cities city halls have been renovated in the western style - with smaller offices for the mayor and deputy mayor and the extra space utilized for a conference room that serves as training space for a new generation of local government officials. (Pryluky, Lubny).

3. In the policy sphere, the most important influence of the CPP project was the introduction of citizen participation into management practice, and the development of methods and techniques of citizen participation for local government decision-making process. Such methods included public hearings, citizen advisory committees, working groups involving citizen participation, public reception hours, on-line chats with mayors, etc.

4. The psychological influence of the CPP project on the local government manifested itself in many different spheres. It resulted in a deeper understanding by local government professionals of the point and place of the institution of local government in the political

and administrative system in Ukraine; the independence of this institution from the institution of state authority; the consolidation of the sense of confidence by officials in their own powers and ability to legally defend their own positions; the growth of motivation in decisions based on one’s own initiative and personal responsibility for the benefit of the territorial community.

The ability to approach the public and ask for their advice and support is what local government leaders were lacking first and foremost in the end of the 1990s. That is why one of the most important spheres of activity of the CPP project was the attraction of citizens to the managerial decision-making process. Today, local government in Ukraine is significantly more open and transparent. Moreover, the cities began to understand that they will need new professionals to fill critical municipal positions and therefore, training courses in municipal government were established in their cities for the younger generation.

The budget process in territorial communities now involves public hearings and has become more transparent and accessible to the public. In many communities in southern Ukraine thanks to the work of the CPP project a statute on management of communal property has been introduced, which helped launch the process of auctions, or competitions for the rental and sale of communal property.

The CPP project’s work on widening the sources of income for local budgets also promoted greater independence for the territorial community. Unfortunately, this process has just begun and requires more detailed work and modification. In many cities models of programmatic and goal-oriented methods of putting together a local budget have been introduced. Cities came to understand that the development of small- and medium-sized businesses increases their budget revenues through taxes. As a result, many CPP project cities introduced a simplified business registration process, created a number of incentives for businesses and a friendlier environment.

A great deal of work was done to introduce market relations in providing communal services. Practically every city today has an alternative system of delivering communal services, with the exception of those spheres in which there is a natural monopoly on services. Conditions have been created in which a more transparent procedure for establishing tariffs for communal services is introduced.

III. Regional Training Centers Activity: Overview

Since 1997, CPP’s five Regional Training Centers (RTCs) conducted practical training for local government officials and other local leaders from various cities in Ukraine. The Slobozhansky RTC was opened in May 2002 and operated only through March 2006 due to budget cuts to the CPP project. The CPP project was the first in Ukraine to establish RTCs for local government in order to reach cities throughout the country and to develop strategies to meet the needs of the various regions of Ukraine. The idea of regional training centers was later adopted by Association of Ukrainian Cities with funding from USAID in 2000.

. Central Ukrainian RTC (Cherkasy); . Eastern Ukrainian RTC (Donetsk);

. Slobozhansky RTC (Kharkiv); . Southern Ukrainian RTC (Kherson); . Western Ukrainian RTC (Lviv).

During Phase 1 of the CPP project, four centers held seminars, trainings, and roundtables in the five main CPP project focus areas: economic development; housing and communal services; budget and finance; transportation; and citizen participation. The initial training modules were developed by the Santa Cruz Institute (SCI) of Tucson, AZ, with the cooperation of the Center for Russian, Central and East European Studies at Rutgers University and the Foundation in Support of Local Democracy (FSLD) Centers in Poland. Based on the needs of local government entities, additional focus was given to the following topics:

. Strategic planning; . Management and human resources in municipalities; . Social services, cooperation with NGOs; . Environmental protection; . Health care; . Information technologies; . Public relations.

See Appendix 2 for list of seminar topics.

The RTCs utilized experienced Ukrainian, Polish and American trainers. In order to improve the potential of the RTCs, the CPP project partnered each center with one of the FSLD Regional Centers in Poland to cooperate and assist the RTCs in developing their seminars and skills and tap into the experience of the FSLD network of Training Centers - Lviv-Krakow, Cherkasy- Szczecin, Donetsk-Katowice and Kherson-Rzeszow. Through these centers and with assistance from TACIS IBPP, MATRA and PAUCI the CPP project conducted special methodological trainings for Ukrainian trainers and study tours for local government officials. The RTC trainings and consulting services were based mainly on the Ukrainian experience and were geared towards the practical needs of local government.

With time the RTC network expanded its training expertise to Ukraine’s neighbors as well. Building on its regional work, the CPP project trainers at the Cherkasy RTC trained Belarusian and Moldovan officials. The partnership was established with the Representative Office of the Friedrich Ebert Foundation, a German foundation working in Ukraine, Belarus, and Moldova, and the Belarusian Lev Sapieha Foundation. The project grew out of a presentation on the U.S.- Ukraine Foundation’s RTC network and its training capacities by Cherkasy RTC Director at the Ukrainian-Belarusian Forum of NGO organizations held in Kyiv. Initially, the project entailed local council deputies and executive committee officials from Belarus taking a study tour to Ukraine. The project evolved into a three-day seminar entitled “Local Government in Ukraine and Belarus: Learning the Experiences and Developing Proposals for Reforms.” Ultimately, 37 participants, mostly local council deputies, executive committee officials, and heads of NGOs attended the three seminars in Pryluky, Kyiv and Komsomolsk.

The RTCs served as resource centers of applied research and other educational materials in the field of local government and public administration. They work together with local organizations and international projects supporting local government in Ukraine.

1. The partner cities that the CPP project started working with in 1998 gained invaluable innovative experience that allowed them to take a great step forward in their development. Berdiansk, Kamianets-Podilsky, Komsomolsk, Cherkasy and other cities to this day remain the shining beacons of local government in Ukraine as cities with effective development that have provided their residents with a new quality of life. The CPP project laid the foundations of constructive and professional municipal movement in Ukraine.

2. The CPP project was the first in Ukraine to establish a system of training for local government officials that was based on the paradigm of “knowledge creation” and not just transfer of information from teacher to student. This system is based on learning the needs of the client, utilizing interactive approaches, SWOT analyses (Strengths, Weaknesses, Opportunities and Threats) and benchmarking techniques. This approach marked a significant improvement in the quality of educational-consultative services for local government entities, which in turn led to improved municipal management and positive systematic changes in the development of Ukrainian cities.

3. A municipal environment based on horizontal contacts between cities and various oblasts of Ukraine originated and continues to actively develop within the CPP project network. Such cities as Berdiansk, Cherkasy, Kamianets-Podilsky and Komsomolsk have been visited by various groups from smaller cities to learn the system of effective reforms and innovations in the communal services and public health sectors.

4. The CPP project basically brought to Ukraine the techniques of strategic urban development planning, which are based on extensive citizen participation. Today, a large number of Ukrainian cities, townships and villages have a strategic plan or have identified the need for one.

5. Thanks to the partnerships between Ukrainian and American cities, internship programs, and the educational components of the CPP project, there was a significant change in the consciousness of a vast majority of Ukrainian local government officials in support of democratic values. A “critical mass” of local managers was created whose work was based on the principles of transparency and citizen participation. With every year, local government, which is developing on such principles, plays an even more significant role in the system of government in Ukraine.

The CPP project’s RTC network became the first completely independent arena in Ukraine for open discussion about the problems of local government and for establishing a dialogue between state government structures (on the national and regional level) and local government entities. This role of the RTC network has not lost its urgency and continues to grow in an overly politicized and heterogeneous Ukrainian society.

RTC Network Training Activities Summary

November 2000 -- May 2007 CURTC EURTC SURTC WURTC SRTC TOTAL RTC Cherkasy Donetsk Kherson Lviv Kharkiv Seminars 362 369 413 391 242 1,777 Training Days 663 616 678 710 352 3,019 Participants 9,221 7,614 9,815 8,545 4,067 39,262

RTCs’ Trainings by Primary Focus, November 2000 -- May, 2007

TOT, Needs Transportation Budget and Strategic/Business Assessment 1% Finance Planning 3% 10% Citizen 10% Participation Public Relations 12% 3%

Other Economic 1% Development 13%

NGOs / Social Policy Education 2% 1% Management, Elections Human Resources 1% 15%

Environment Land 2% 9% Information Housing/Communal Health Technology Services 2% 1% 12%

BREAKDOWN OF LOCAL GOVERNMENT OFFICIALS TRAINED BY THE RTCs November 2000 - May 2007

RTC Training Participants No. of Participants Deputy of the Verkhovna Rada: 3 Representative of a State Entity of Republican Significance: 147 City (town, village) Mayor: 4,037

Head of Oblast or Raion Administration: 79 Secretary of City (town, village) Council: 2,203 Deputy City (town, village) Mayor: 2,327 City Clerk: 613 Deputy of City (town, village) Council: 988 Deputy of Oblast (Raion) Council: 173 Head of Department of City Hall: 4,256 Head of Housing and Communal Services Enterprise: 934 Head of Department of Oblast or Raion Administration: 1,225 Deputy Head of Department of City Hall: 657 Manager of Commercial Enterprise: 459 City Hall Executive: 8,713 Executive of Oblast or Raion Administration: 2,182 Specialist of Housing and Communal Services Enterprise: 2,278 Executive of Commercial Enterprise: 405 Representative of Social Sphere Entity: 690 Representative of Neighborhood Committee: 347 Representative of Medical Entity: 588 Representative of Educational Entity: 1,896 Representative of Culture or Sport Entity: 169 Representative of Media: 308 Representative of NGO: 1,622 Other: 1,636 TOTAL 39,262 Participation of Women 21,228 Ukrainian Cities Strategic Planning: Results Lviv RTC

City Strategic Assistance Provided Year Comments Plan in Writing a Written Strategic Plan *** Kalush, Ivano-Frankivsk Consultative support 1999-2000 Process not completed – oblast within CPP framework action plan not developed Mukachevo, Zakarpattia Consultative support 1998-2000 Process not completed – oblast within CPP framework action plan not developed Kamianets-Podilsky, Consultative support 1999-2000 First plan for 2000-2004 Khmelnytsky oblast within CPP framework approved by the council Zhmerynka, Vinnytsia Consultative support 2002-2004 Approved oblast within the “regional partnership” framework Volodymyr-Volynsky, Consultative support 2002-2004 Approved Volyn oblast within the “regional partnership” framework

*** Prior to Chemonics International’s LED project began in 2004

Korosten, Zhytomyr Consultative support 2002-2004 Approved oblast within the “regional partnership” framework Zhovkva, Lviv oblast Written Within the framework of 2003-2004 Not approved, new mayor the Trilateral Partnership Project TACIS-IBPP Kolomyya, Ivano- Written As part of People’s Voice 2006 Tourism development Frankivsk oblast Project strategy approved by the council Rakhiv, Zakarpattia oblast Written 2006-2007 Not approved yet, mayor’s explanations are unconvincing Dolyna, Ivano-Frankivsk Nearing 2006-2007 Will be approved by oblast completion September 2007 Radekhiv, Lviv oblast Nearing 2007 Will be approved by completion September 2007 Cherkasy RTC

City Strategic Assistance Provided Year Comments Plan in Writing a Written Strategic Plan Kaniv, Cherkasy oblast Assistance provided 2003-2004 Final aspects completed as part of LED Project Dykanka, Poltava oblast Written 2004 - 2005 Approved Dykankivsky rayon Written 2004 - 2005 Approved Chyhyryn, Cherkasy Written 2005 Approved oblast Kremenchuk, Poltava Assistance provided 2004 Plan not submitted for oblast session approval, but basically implemented Ternivka, Dnipropetrovsk Written 2004 - 2005 Approved oblast Chernihiv, Chernihiv Written 2005 - 2006 Together with People’s Voice oblast Project Boyarka, Kyiv oblast Written 2006 - 2007 Approved Komsomolsk, Poltava Assistance Provided 2000 - 2002 New plan for 2006-2013 oblast approved Ukrainka, Kyiv oblast Assistance Provided 2005 - 2006 Approved Oleksandria, Kirovohrad Written 2003 - 2004 oblast Kaniv, Cherkasy oblast Written 2003 - 2004 Smila, Cherkasy oblast Written 2003 - 2004 Zolotonosha, Cherkasy Written 2003 - 2004 oblast Pryluky, Chernihiv oblast Written 2003 - 2004 Lubny, Poltava oblast Written 2003 - 2004 Donetsk RTC

City Strategic Assistance Provided Year Comments Plan in Writing a Written Strategic Plan Kirovske, Donetsk oblast Assistance 2003-2005 Strategic plan developed and provided as part approved.

of the Cluster Project in organizing clusters seminars Shakhtarsk, Donetsk Assistance provided as 2003-2005 Development of strategic oblast part of the Cluster Project plan not completed in organizing clusters seminars Snizhne, Donetsk oblast Assistance provided as 2003-2005 Development of strategic part of the Cluster Project plan not completed in organizing clusters seminars Debaltseve, Donetsk Assistance 2003-2005 Strategic plan developed and oblast provided as part approved. of the Cluster Project in organizing clusters seminars Kirovsk, Luhansk oblast Strategic plan 2004 Strategic plan developed and developed by approved. the EURTC experts and Polish experts from the MISTIA Institute under framework of TACIS Project Rubizhne, Luhansk oblast Plan for 2000 improving the local housing and communal services developed by the city Luhansk Assistance provided in 2001 developing a city statute Donetsk Assistance provided in 2003-2005 developing a city statute Krasny Lyman, Donetsk Assistance provided in 2003 Program developed and oblast developing a program for approved the development of the resort-recreational zone

Kherson RTC

City Strategic Assistance Provided Year Comments Plan in Writing a Written Strategic Plan Berdiansk, Zaporizhzhya Strategic Plan Series of Seminars- 2003 Plan approved by the city oblast for Local Socio- Workshops conducted by council Economic SURTC trainers Development

Voznesensk, Mykolaiv Strategic Plan Series of Seminars- 2001 Developed per request of the oblast for Local Socio- Workshops conducted by city government, approved Economic SURTC trainers by the city council Development Nova Kakhovka, Kherson Strategic Plan Series of Seminars- 2002 Developed per request of the oblast for Local Socio- Workshops conducted by city government, approved Economic SURTC trainers by the city council Development Kakhovka, Kherson Strategic Plan Series of Seminars- 2002 Plan approved by the city oblast for Local Socio- Workshops conducted by council Economic SURTC trainers. Development Consulting.

Tokmak, Zaporizhzhya Strategic Plan Series of Seminars- 2003 Plan approved by the city oblast for Local Socio- Workshops conducted by council Economic SURTC trainers. Development Consulting.

Plans Completed as Part of the CPP Cluster Project

RTC City Strategic Plan Assistance Year Comments Written Provided in Writing a Strategic Plan SURTC Krasnoperekopsk, Strategic Plan on the Series of Seminars 2003-2004 Developed as Crimea Development of Local and Workshops part of the Housing and Communal Conducted for regional Services Representatives of partnerships Regional project, with Partnerships Cities participation of Kyiv office staff and specialists from various Ukrainian cities SURTC Voznesensk, Strategic Plan on the Series of Seminars 2003-2004 Mykolaiv oblast Development of Local and Workshops Housing and Communal Conducted for Services Representatives of Regional Partnerships Cities SURTC Kakhovka, Kherson Strategic Plan on the Series of Seminars- 2003-2004 Developed as oblast Development of Local Workshops part of the Housing and Communal Conducted for regional Services Representatives of partnerships Regional project, with Partnerships Cities participation of Kyiv office staff and specialists from various Ukrainian cities SURTC Nova Kakhovka, Strategic Plan on the Series of Seminars- 2003-2004 Developed as Kherson oblast Development of Local Workshops part of the Housing and Communal Conducted for regional 34

Services Representatives of partnerships Regional project, with Partnerships Cities participation of Kyiv office staff and specialists from various Ukrainian cities

SURTC Tokmak, Strategic Plan on the Series of Seminars- 2003-2004 Developed as Zaporizhzhya oblast Development of Local Workshops part of the Housing and Communal Conducted for regional Services Representatives of partnerships Regional project, with Partnerships Cities participation of Kyiv office staff and specialists from various Ukrainian cities

Plans Completed with the Participation of RTC Trainers

RTC City Strategic Plan Assistance Year Comments Written Provided in Writing a Strategic Plan SURTC Bilyaivka, Odesa Local Strategic Series of Seminars- 2006 Plan completed oblast Development Plan Workshops and approved by conducted by the city council SURTC trainers. Consulting. SURTC Kherson Local Socio-Economic Developed with the 2005 Developed per Development Strategic help of a group of request of the city Plan SURTC trainers government, currently still being worked on SURTC Kherson Local Socio-Economic Developed with the 2005-2006 Developed per Strategic Plan for the help of a group of the request of the Development of cities in SURTC trainers and oblast state the Kherson oblast representatives of administration, the Kherson presentation of National Technical draft plan held in University January 2007, approved by the oblast council in May 2007 SURTC Bolhradsky rayon, Strategic Plan for the Presentation held on 2007 Work begun in Odesa oblast Development of the work completed, May 2007 Rayon training for village mayors, materials being collected

“Practical Management for Local Government Officials” Course developed by the U.S.-Ukraine Foundation’s Community Partnerships Project RTC network and the Carl Vinson Institute of Government at the University of Georgia, Athens, GA

The 6-month course on Practical Management for Local Government Officials was developed in collaboration with the Carl Vinson Institute of Government at the University of Georgia in Athens, GA (CVIOG). The series of course seminars was launched on January 20, 2005 and was held every six months. In Phase 2 of the CPP project it was determined that the time was right to provide an in-depth training for local government officials. Prior to this it appeared that only short term trainings were viable as local government officials could not dedicate more than 2 days for professional training. Despite initial objections from USAID, U.S.-Ukraine Foundation was approved to proceed with this course.

The foundation of the course was based on the analogous course at the Carl Vinson Institute of Government. The Institute is one of the leaders in training and re-training of American local government officials. Every year, the Institute designs and conducts more than 850 training programs for over 25,000 government officials. The CPP project’s RTC network had worked closely with the Carl Vinson Institute of Government for over two years. It should also be noted that CVIOG has been a coordinating entity of the Athens-Kamianets-Podilsky Partnership since 1999 and assisted its Ukrainian partner city immensely in transforming its local government system and improving the quality of life for its citizens.

The course program consisted of three sections: 1) personal management skills; 2) interpersonal management skills; 3) group management skills.

The activities were conducted based on an interactive adult education methodology, utilizing such forms as debate, discussion in groups, individual assignments, studying positive experience, mini-lectures, etc. It is important to underline that besides American and other examples, Ukrainian case studies were incorporated into the course

All 25 participants of the pilot course - mayors, deputy mayors, department heads, and council secretaries - participated in all three course sections, defended their own projects, and received a certificate from the Carl Vinson Institute of Government and the CPP project.

Pavlo Kozyrev, Mayor of Ukrainka was so inspired by this course that he has organized an Institute for Municipal Management in his city and has utilized one of the key trainers Valentyna Poltavets of Komsomolsk in this endeavor.

APPENDIX 2

List of Seminars Conducted by the U.S.-Ukraine Foundation’s RTCs

Southern Ukrainian Regional Training Center

Public Relations Information Support for Local Government Activities Organization of Effective Mass Media and Public Relations Departments Cooperation Between Local Government and Local Newspapers Forming a Positive Image of a Local Government Body Budget and Finance Accounting for Local Government Budget Process and Inter-Budgetary Relations on the Rayon Level Budget Process and Inter-Budgetary Relations in Local Government Bodies Executing the Local Budget Based on the Provisions of the Budget Code Public Procurement According to New Tender Legislation Ways of Increasing Local Budgets Revenues Energy Sector Management and Audit as a Way of Saving Budget Money Local Government Employee Salaries and Dependent Budget Organizations Organizing and Conducting Public Procurements Specifics of Budgetary Lawsuits in Cities of Rayon Subordination, Villages of City Significance and Villages Program-Oriented Local Budgeting Formation of Local Tariff Policy Elections Organization and Implementation of an Election Campaign Specifics of Election Preparations Peculiarities of Local Government Work with the Mass Media During Election Campaigns Economic Development Contractual Relations in Communal Property Management Ukrainian Bankruptcy Legislation: Analysis and Examination of Changes Defending the Interests and Rights of Local Government Bodies in Administrative Courts Investment Projects for Local Economic Development Informational Support for Improving the Local Investment Climate Marketing of Territories International Funds and Donor Organizations for Local Government Support Local Support for Youth Tourism Rent of Communal Property

Use of Regulatory Policy Mechanisms by Local Government Corruption and a Legal State. Why Corruption is Dangerous for the Development of Business Legal Means of Opening and Using City Markets Legal and Administrative Means of Managing Communal Property "Approval Offices" Creation and Activities Recreational Resources of Southern Ukraine Local Development in Recreational Areas City Investment Passport Development and Presentation Creating a Regional Development Agency Forms and Methods of Urban Economic Revitalization Housing and Communal Services Business Planning in the Housing and Communal Spheres Implementation of New Methods of Communal Service Management Housing Services Management and Finance Creation of Apartment Owners' Unions in Multi-Residential Buildings Development of Cooperation Between Communal Service Enterprises and the Community Creation and Operation of Communal Enterprises in Villages Business Planning and Accounting for Communal Services Entities Reforming the Housing and Communal Services of a City Reconstruction and Modernization of Communal Energy Systems Alternative Forms of Serving the Housing Fund Citizen Participation Cooperation between a City Council and Territorial Community Public Lobbying: Techniques and Practice Deputies and Community Cooperation Citizen Participation in Solution of Local Problems Methods of Conducting Public Hearings Local Government and Public: Transparent Cooperation Local Government Bodies and Public Self-Organization Bodies: Forming Relationships Organization and Activity of Public Self-Organizing Bodies (Neighborhood Committees) Development of a Territorial Community Statute Social Partnership. Evaluation of Social Projects Cooperation between Local Government Bodies and NGOs in Implementing Youth Policy Land Efficient Use of Land Resources

Rules of City Development as an Instrument of Territorial Administration

Innovations in Land Code and their Use by Local Government

Normative and Legislative Support of Land Regulations in Communities

Mechanism of Rent and Sale of Land Plots

Principles and Mechanisms of Governing Land Resources According to the Land Code

Sale and Rent of Land Plots

Technology of Selling Land. Financial and Expert Evaluation

Information Technologies Usage of Information Technologies to Improve Government Activity

Workshop: Creation of a City Image for Investors Using Web-site and CD-ROM

Optimization of Local Government Information Systems

Software for a One-Stop Service Center

Health Mechanisms of Reforming a Municipal System of Health Protection Ways and Mechanisms of Medicine Formation: From Family to Insurance Medicine Management and Human Resources Executive Office of the City Hall: Structure and Quality Management System Effective Tools for Protection of Local Government Rights against Central Administrative Authorities Basics of Local Government Leadership Improvement of Management Effectiveness Modeling of Municipal Services Modern Approaches to Municipal Management Improving the Psychological Climate in Administrative Structures Peculiarities of the Work of a Council under New Conditions Creating a Catalogue of Services Provided by Local Government Practical Management: Time Management and Personnel Motivation Certified Course: Practical Management for Newly Elected Mayors Cooperation between the State Authority and Local Government under the New Conditions of State Development Legal Protection for Local Government Activity Environment Natural and Cultural Heritage for Economic Development Ecotourism: Tools for Development on the Local Level NGOs and Social Policy Grant Programs Project Design

Protection of Children's Rights: Legislative Innovations Participation of NGOs in Solving Social Problems Social Services: Organization of Work, Authority, Legislation Organized Provision for Social Needs of Unprotected Sections of the Population Social Partnerships: Evaluation of Social Projects Social Protection at the State and Local Level Education Integration of Ukrainian Schools into the European Educational Space Concept of Regional Education Development Education Quality Management and Creation of Educational Policy on the Local Level Strategic and Business Planning Development of a Business Plan for an Investment Project Development of a Local Tourism Investment Program Conception Development of Local Education Reform Strategic Planning for Communal Health Care System Development How to Create a Strategic Plan for Territorial Community Development Development of a Business Plan for a Communal Enterprise Project Design

Eastern Ukrainian Regional Training Center

Citizen Participation Organization of Effective Public Relations

Citizen Participation in Local Government

Citizen Participation and Government Cooperation: Preparation and Realization of Projects

Problems of Social and Humanitarian Policy at the Regional Level and Solutions

Citizen Participation in the Pre-Election Period

The Role and Place of Community in Ensuring a Transparent Election Process

Youth Participation in Local Government

Methodology of Public Hearings

Image Creation for Local Government

Image Creation for Local Government and NGOs

Image Creation for Social Services

Organization of Effective Public Relations

Legislative Aspects of Cooperation with the Community

Legislative Aspects of Deputies Activity

Municipal Management

Effectiveness of Local Government Officials Using Conflict Resolution to Improve Local Government Administration Communicative Competence in Professional Activity Strategic Planning and Writing NGO Projects Professional Development for Young Local Government Employees Communicative Competence in Professional Activity of NGOs Practical Management in Local Government Activities Ethical Aspects of Local Government Activity Local Economic Development Local Economic Development

Strategic Planning for Local Economic Development

Instruments of Local Economic Development

Current Problems of Local Economic Development

Housing and Communal Services Problems of Housing and Communal Services Reform

Creation of Apartment Owners' Unions in Multi-Residential Buildings

Rent as an Effective Use of Communal Property

Managing Territorial Development and Planning

Local Finance Local Finance

Local Budget Implementation and Control

Ways of Developing Inter-Budgetary Relations on the Local Level

Central Ukrainian Regional Training Center

Budget and Finance Public Procurements Based on the Local Budget Local Budgeting Based on Provisions of the Budget Code Budget Process and Inter-Budgetary Relations on the Rayon Level Executing the Local Budget Based on Provisions of the Budget Code Financial Management in Local Government. Specifics of 2007 Citizen Participation Community Formations: First Step to the Creation of a Municipal Militia

How to Effectively Involve Citizens. Public Hearings and Local Initiatives.

Organization and Activity of Public Self-Organizing Bodies (Neighborhood Committees)

Organizational, Legal and Financial Problems of Self-Organization Government Activity

Tools, Techniques and Technologies of Citizen Participation in the Budget Process

Methods of Conducting Public Hearings (for Local Government and NGOs)

Citizen Participation in Local Government

Public Lobbying: Techniques and Practice

Sociological Research in Municipal Services

Economic Development Search for and Attraction of Resources for Financing Comprehensive Local Development Programs

Investment Projects for Local Economic Development

Community Resources as a Part of Economic Development

Experience of Small and Medium Business Support Infrastructure in Local Economic Development

Fundraising as Alternative Resource of Financing City Programs

Issues of Regulatory Policy Administration by Local Government

Development and Analysis of Regulatory Acts

Support for Business Development

Investment Policy on the Municipal Level: Strategy, Components, and Technology

Regional Development Agencies: Creation Mechanism and Role for Local Economic Development

Evaluation of Territories for Quality Economic Restructuring

Experience and Methods of a Long-Term Investing Program for the Local Community

Development and Presentation of a City's Investment Passport

Marketing for the City: General Principles for Creating a Marketing Strategy

Education Using Management Development Mechanisms for Increasing the Quality of Educational Services

Elections Electoral Technologies. Social and Psychological Bases Practical Aspects of Conducting an Effective Local Government Election Campaign Health Creation of Effective Medical Cashiers Housing and Communal Services Alternative Forms of Serving the Housing Fund Business Planning in the Housing and Communal Services Spheres Creation of Apartment Owners' Unions in Multi-Residential Buildings One-Stop Service Centers: Advantages and Disadvantages

Organization of a Waste Products Control System on the Community Level Reconstruction and Modernization of Communal Energy Systems Management and Human Resources Municipal Management: Quality Management in Local Government

Technique of Decision-Making for Local Government Representatives

Creating and Managing Volunteer Programs

Human Resource Management in Local Government

Evaluation of Professional Activity of Local Government Employees

Monitoring of Administrative Activity

Practical Management in the Public Sphere

Stress and Time Management, Effectively Conducting Meetings

Decision-Making and Problem Solving.

Authority and Influence, Building Effective Relationships

Ethics and Forming Ethical Relationships in a Team

Conflict Resolution

Delegation and Transfer of Responsibilities

Forming and Managing an Effective Team

Effective Communication

Practical Management: Project Management

Organizational Structure of Management

Public Speaking and Presentations

Motivation and Personnel Development

Human Resource Management in Local Government

Improvement of the Executive Committee Structure in Light of the ISO 9000 Quality Management

Information Technologies How to Create and Effectively Use a City Web Site Land Rules of City Development as an Instrument of Territorial Administration

NGOs and Social Policy Social Services: Organization of Work, Authority, Legislation Techniques of Working with Youth on the Municipal Level

Public Relations Effective Cooperation with Mass Media: Main Aspects and Specifics Press-Service of Local Government: Mission, Task, Organizational Management Marketing, Promotion and PR of a City Strategic and Business Planning Strategic Planning for Community Development Series of Seminars: Creating a Strategic Plan for Territorial Community Development How to Create a Strategic Plan for Territorial Community Development Selection of Strategic Development Goals Identifying Local Problems. SWOT Analysis Method Modifying Long- and Short-Term Goals. Resources and Instruments Legalization, Monitoring and Adjusting Strategic Plans Transport Legal and Normative Acts on the Organization of Automobile Passenger Transportation in Practice

Other Legal Protection of Local Government Rights

State of a Territorial Community

Local Council Deputy: Status, Authority, Organization of Work

Effective Work of a Council Secretary

Rights and Authority of Law Enforcement and Controlling Bodies while Conducting Inspections of Local Government Bodies and Officials Organizing the Work of City Councils Elected According to a Proportional System: European Experience, Designing an Effective Model Legislative Base for Local Government Activity: Main Laws and Modern Reform Trends

Western Ukrainian Regional Training Center

Housing and Communal Services Improving the Management Structure in the Sphere of Housing and Communal Services

Organizational and Legislative Relations in Housing and Communal Services Sphere According to New Legislation

Restructuring of Communal Housing in Accordance with the Current Law

Tools for Solving Problems of the Housing Fund concerning Current and Capital Reconstruction Projects

Creation of Local Programs for Heating Supply Reconstruction and Development

Creation of Regional and Local Programs for Heating Supply Reconstruction and Development

Creation of Effective Functioning of Apartment Owners' Unions in Multi-Residential Buildings

Modern Approaches to Maintenance of the Housing Stock

New Tariff Policies in City Housing

Modern Alternative Solutions to the Communal Waste Problem

Normative and Legislative Aspects of Communal Waste Management

Modern Principles and Methods of Construction and Use of Solid Waste Landfills

Economic Aspects of Communal Waste Management

Effective Heat Supply and Energy Conservation in Cities

Conducting Energy Audits of Non-Manufacturing Buildings

Energy Resources Management in the City's Budgetary Sphere

Management and Human Resources Principles and Tools of Management in a Modern City

Improvement of the Executive Committee Structure in Light of the ISO 9000 Quality Management

Management System Audit as a Tool for Local Government Development

Monitoring of Management Activity in Local Government

Infrastructure and Human Resources Management on the Rayon Administration Level

Organization of Effective Cooperation Between City Government and City Council Deputies

Organization of the Work of a City Council Elected by the Proportional System: Learning from the European Experience, Creation of an Effective Model Responsibilities and Work Organization of City and Villages Secretaries

Forms and Methods of Improving Work of Executive Committee Staff

Current Requirements for Management Activity Documentation in City Council Executive Committees

New Civil Code: Problems and Tasks for Local Government

Establishing Civil-Legal Contracts with the Goal of Defending the Rights of the Territorial Community

Judicial Protection of Local Government Rights in Civil Courts (Economic Issues)

Legal Protection of Local Government Rights in Courts of General Jurisdiction

Administrative Responsibility of Local Government Officials for Corruption

Disciplinary Responsibility of Local Government Officials

Developing Staff of Local Government: Qualification, Methods of Selection and Adaptation of the New Staff

Labor Law and Personnel Management in Local Government

Labor Law Regulation in Local Government Authorities and Public Service

Social Welfare Guarantees for Workers and Disabled People

Cooperation Between Local Government and Local Office of Internal Affairs for Crime Prevention

Community Organizations: First Step to the Creation of a Municipal Militia

Land and Architecture New Generation of General City Plans – Specifics and Methods of Development

Local Construction Regulations and Their Impact on Municipal Growth

Economical and Legal Aspects of Renting Land

Economic Tools of Land Regulation

New Policy of Local Government in Land Resources Management

Local Government Authority in Organization of Land Use

Technology of Conducting Land Auctions

Principles and Mechanisms of Governing Land Resources According to the Land Code

Technology of Selling Land. Financial and Expert Evaluation

Technology of Land Redemption Price Forming

Increasing Local Budgets Through More Effective Use of Land Resources

Economic Development Legal and Administrative Means of Managing Communal Property

Communal Property Management: From Theory to Practice

Managing Communal Property in Small Cities

Contractual Rental Relationship in Light of New Legislation

Lease as a Means of Effective Use of Communal Property

Transfer of Property from State to Communal Ownership

Investment Projects in Local Economic Development

Development and Presentation of a City's Investment Passport

Cluster Model as an Effective Tool of Local Economic Development

Marketing in City Management: Theory and Practice

Local Economic Development and Specific Territorial Approaches

The Possibilities of the City Governance in the Supporting of Small Business

Regulatory Policy in Local Government: Influence on Investment and Enterprise Sphere

Finding External Financing: Getting Grants

Municipal Fundraising: Involving Extra-Budgetary Funds for the Implementation of Local Development Programs

Project Management: Characteristics, Techniques and Problems

Regional Development Agencies: Creation Mechanism and Role for Local Economic Development

Tourism Industry as a Strategic Trend of City Economic Development

Transport City Transportation System Practical Approach to the City's Public Transportation Development Techniques of Passenger Transportation Improvements in the Western Region Public Relations Effective Communications in the Territorial Community. Mission and Tasks of the City Hall Press Center

Environment Local Problems for Environment Protection: Problem Identification and Solution

Maintenance of Parks as a Component of City Beautification

Local Beautification

Education Definition of Priorities and Trends in Educational Policy on the Local Level

School Development Planning Based on Self-Appraisal: Introduction of Changes

Evaluation of School Work: Implementation of Changes

Education Quality Management and Creation of Educational Policy on the Local Level. School Development Planning Based on Self-Appraisal. Education Quality Management and Creation of Educational Policy on the Local Level

Knowledge Managing School

Youth Policy on the Local Level

Budget and Finance Public Procurements Based on the New Budget Code

Usage of Basic Principles of the Budget Code by the Local Government

Execution of Local Budgets Through the Treasury System in Ukraine

Specifics of Budget and Tax Legislation In Education

Legislation on Budgeting the Education Sphere and Treasury Implementation

Budgeting for Cities of Rayon Significance under Current Conditions

Reforming the System of Budget Execution and Reporting

Project-Oriented Local Budgeting

Citizen Participation Openness of the Government: Aspects of Ensuring the Participation of Citizens in the Process of Making Administrative Decisions Organizational, Legal and Financial Problems of Self-Organization Government Activity

Partnership Agreement Between Territorial Communities

Development and Approval of a Territorial Community Statute

Organization and Conducting of Public Hearings

NGOs and Social Policy Conceptual Approach to Creation of Municipal Program of Using Social Services System Privileges and State Social Support for Poverty-Level Families Health Creating and Using the Informational System in the Sphere of Health Protection of the Territorial Community

Use of Informational Technologies to Monitor Quality of Medical Services

Medical Cashiers as an Alternative Way of Giving Medical Service to the Public

Informative Support System for Family and Insurance Medicine

Culture Planning the Activity of Cultural Institutions Given Market Conditions

Strategic Planning of a City’s Cultural Development by Creating a “Roadmap” of Cultural Development

How to Improve the Effectiveness of Cultural Management

Slobozhansky Regional Training Center Budget and Finance Basic Fundraising for Cities

Changes to Procedures for Formation of Local Budget

City Budget Implementation Defining Priorities for Fundraising Strategy Development in Local Government Entities

Development Problems of Inter-Budgetary Relations in Ukraine

Execution of Local Budgets Through the Treasury System: Problems and Ways of Solution

Forming and Using a Budget's Special Fund

Local Budgeting Based on the Provisions of the Budget Code

Local Budgeting: Amending the Budgets During their Implementation

Organization and Implementation of Purchases (Works and Services) Within the Budget

Organizing and Conducting Tenders to Enhance Budget Revenues

Roundtable: "Administrative and Territorial Reform. Budget Provisions for Local Governments"

Ways of Increasing Local Budgets Revenues

Citizen Participation Alternative Forms of Guaranteeing Public Order (Municipal Police, Civic Organizations and Others)

Community Participation in Local Governance Activities in Ukraine

Cooperation Between Executive Committee, Local Government and Territorial Communities

Informing the Territorial Communities About Local Government Activity. Legislative Support and Technologies

Institutions of Neighborhood Committees in Ukrainian Local Government: Experience, Legal and Organizational Aspects Social Responsibility of Business: Ukrainian and Foreign Experience

Techniques of Volunteer Activities. Initiation and Coordination of Volunteer Programs

Economic Development Concession as an Alternative Mechanism for Effective Utilization of Communal Property

Creation and Sustainability of Local Economic Development Institutions

Creation of Favorable Conditions for SME Business Development by Local Government

Creation of Local Economic Development Agencies

Credit Unions as an Instrument of Local Economic Development

Current Problems of Reforming Land Law Relations in Ukraine

Development, Implementation and Monitoring of Local Regulatory Legislation

Evaluation and Renting of Non-Agricultural Land Lots

Facilitating Green Tourism Development by Local Government Authorities

Final Conference of Communities-Participants of Local Economic Development Project

Investment Projects in Local Economic Development

Local Economic Development Infrastructure: Creation and Function of Business Centers

Marketing for a City: General Principles for Creating a Marketing Strategy

Program and Goal-Oriented Approach in Municipal Marketing. Marketing of LED Offices Services

Resources Supply for Local Economic Development

Social Partnership: Organization, Economical Background, Positive Experience

Support for Development of Enterprise in Rural Areas Through Ecotourism

The Role of Local Government and Executive Power in Creating of Proper Conditions for Small Business Development Environment Landscape Formation for Small Cities

Solid Waste Management

Ways of Solving Ecological Problems of Flood Zones

Housing and Communal Services Condominiums: Practice of Creation, Functioning and Cooperation with Local Government Bodies

Contractual Relationship in the Housing/Communal Sphere According to the New Civil Code

Creation and Function of the Municipal One-Stop Service Center

Current Aspects of Housing/Communal Services. Condominiums

Economically Proven Tariffs as the Way to Financing Improvements in the Housing Sphere

Effective Use of Communal Property

Expert Seminar: "Organization of an International Project Session on Housing Problems"

Integration of Apartment Owners in Multi-Residential Buildings as an Alternative Mechanism of Housing Fund Management Inventory of Communal Property

Legal Regulation and Types of Communal Property Management

Marketing of Communal Property

Reforming the Housing and Communal Sphere: Current Problems. Creation of Condominiums

Rent of Communal Property: Practical Aspects and New Legislation

Roundtable: Water Supply for City Communities: Providing Required Volume and Quality

Tariff Policy in the Housing/Communal Sphere

Theory and Practice: Reform of the Housing/Communal Sphere in the Kharkiv Region

Unions of House Owners. Practical Aspects of Creation, Functioning and Interaction with Local Government Authorities Management and Human Resources Adult Training Group Management Client Service and Quality Management in Local Government Creation and Adoption of City Charters for Small Communities Debate and Public Speaking Techniques Decision-Making Techniques and Problem Solving Human Resource Management in Local Government Practical Aspects of Youth Policy Implementation on the Local Level Time Management for Local Government Employees

Information Technology Roundtable: Using Internet Resources for Local Economic Development

Land Communal Land Property and Land Management in Local Government Activities Creation and Implementation of Landscape and Cadastre Documents Inside and Outside Settlements Documentation of Procedures and Mechanisms of Transfer and Lease of Land Plots to Legal and Private Entities by Local Government Authorities Evaluation of Non-Agricultural Land Plots. Differentiation Between State and Communal Property

Land Delimitation: State and Communal Property Land Law: Land Taxes and Rent Payments Land Plots. Selling of State and Communal Property Land Rights. Restriction and Zoning

Legislative Regulation of Land Issues Peculiarities of the Land Law. Organization of Land Auctions Rent of Land Lots Role and Functions of Local Government Authorities in Control over Use and Protection of Land. Innovations in Legislation and Practical Aspects. Roundtable: Legal Issues in Regulation Land Resources Relations in Settlements. Correlation of Land and Civic Legislation. Specifics of Registration of Land Lots Ways of Solving Ecological Problems of Flood Zones

NGOs and Social Policy Cooperation Between Local Government Bodies and Non-Government Organizations

Social Partnerships: Organization, Financing, Successful Experience

Public Relations Developing and Presenting a City’s Investment Policy Development and Implementation of Programs for Effective Cooperation Between Public and Other Agents Within Social Partnership Schemes. Ad Hoc Event Informing Communities About Local Government Activity: Legal Provisions and Methodologies Marketing for the City: General Principles for Creating the Marketing Strategy

Strategic and Business Planning Community Marketing Strategy

Defining Vision, SWOT Analysis Method

Development of a Strategic Development Plan for the Kharkiv Raion till 2015

Development of Marketing Actions for the City Elaboration and Execution of Strategic Development Plans

Initiation of the Strategic Planning Process Marketing for the City. Community Marketing Strategy: General Principles of Development

Municipal Marketing and City Promotion School. Seminar "Community Marketing Strategy: General Principles of Development" Municipal Marketing School. Seminar # 1 "General Principles of Municipal Marketing Strategy" Roundtable on Strategic Planning School of Municipal Marketing and City Promotion Seminar Series: "Methods and Tools of City Promotion" School of Strategic Planning. Initiating Strategic Planning Process School of Strategic Planning. Plan Implementation Monitoring Strategic Planning School. Second Stage: "Descriptive/Analytical Part: Problems Identification and Goal Setting" Strategic Planning. Mid-term Evaluation of Local Economic Development Project Participants Activity Strategic Planning. Strategic Problem Identification and Goal Setting Strategic Planning. Problem Solving and Activity Planning TOT and Needs Assessment Interactive Methods of Adult Learning Methods for Analyzing Audience Behavior

Methods of Writing and Using Case Studies

IV. PUBLICATIONS

The training at RTCs and the CPP publications - newsletter, journal and books - provided the opportunity to reach all 2,314 cities, towns and villages in Ukraine. Popularity of the training seminars reaching over 40,000 local government professionals during the course of the project and demand for an increased circulation of the project’s publications attest that this was a valid strategy. These mechanisms allowed promotion and dissemination of information about changes in local government reforms, legislation as well as best practices in Ukrainian local government.

The Partnery/Partners monthly municipal newsletter began publication in 1997. Overall, 87 issues of the newsletter were published within the period of 1997 through early 2007. The newsletter was founded by the U.S.-Ukraine Foundation’s Community Partnerships Project as a tool to provide practical assistance to Ukrainian local governments and create a public forum for sharing experience, which included presentation of best practices and discussion of legislative proposals on national and municipal policies.

Circulation: 5,000 printed copies plus approximately 300 subscribers for the digital version.

Audience: city mayors, town mayors, top city managers and heads of city departments, local community and NGO leaders, local government practitioners, city council members, analysts and experts.

Focus areas: Ukrainian local government issues; crucial role of local community for civil society development; best city practices; housing and communal services, development of local business, especially small and medium, as the businesses oriented mostly for city economy development; European integration measures on local level; combating corruption.

Regular sections: Reforms; Towns; Budgetary Issues; Housing and Communal Services; Community and Local Government; New Generation; Energy Saving Policies; Heat Supply; Land Use; Lessons for Local Government; Reforms; Environment; Elections; City Improvement Policies; Regional News; Q&A; Notes of Traveler; Opinion; In the Context; and National Legislation.

Distribution area: cities, towns and villages throughout Ukraine. The newsletter was published by the USAID-funded Community Partnerships Project and distributed free of charge.

Notably enough, Partnery started as a newsletter of the CPP project, matured with years and ultimately became a highly respected professional newspaper with a modern design and relevant and reliable information for local government officials.

As local government in Ukraine matured, the need became apparent to transform Partnery into a full-fledged newspaper that would serve more comprehensively the needs of local government practitioners. To research the readership’s needs and to ensure that the publication met the readers’ requirements and expectations, the CPP project regularly held focus groups to assess the status quo and develop a new concept for the publication, as well as to find ways to turn it into an up-to-date professional newspaper, which would cover topical issues of local government.

As a result of a thorough consideration of proposals from numerous local government experts, practitioners and community leaders, the Partnery municipal newsletter substantially changed both its form and content.

Training for the network of regional information specialists (journalists) was held periodically to discuss such items as topics for the next newsletter’s issues; the requirements for materials prepared for publication; the requirements for photos and photographic quality; writer’s fees policy; how to recruit new writers; how to collect the bank of materials, and other pressing issues. Expansion of a network of regional journalists gave Partnery a relative advantage and made the newsletter the leader among other similar publications, issued by other organizations and institutions.

At the same time, a marketing strategy was developed to expand the publication’s circulation and make it well-recognized by local government experts and practitioners. Editorial staff presented Partnery whenever they participated in public hearings, national and international conferences, seminars, information fairs and trainings. They also utilized these forums to discuss the most urgent and topical issues, and find new writers. Thus, cooperation was established with numerous elected officials, city managers, local government experts and practitioners.

The Partnery municipal newsletter was distributed at the Annual Municipal Hearings and other local government networking events. The editor-in-chief regularly attended such events to participate in discussions and continue cooperation with local government experts and practitioners.

An ongoing practice was meetings of the editorial staff with NGO representatives from Donetsk, Lviv, Ivano-Frankivsk, Kharkiv, Odesa, and Cherkasy to recruit new writers and improve coverage of issues relating to the growing NGO sector in Ukraine.

It is worth noting that the circulation of the Partnery monthly newsletter increased from 1,000 printed copies in 1998 up to 7,000 in 2006. However, circulation was reduced to 5,000 in 2007 due to financial budget cuts.

Over the years, the newsletter received many favorable comments from local government experts and practitioners. “As a lecturer and scholar, I study the issues of Ukrainian local government,” wrote Professor Pavlo Liubchenko from the Department of National and Local Government of Yaroslav the Wise National Law Academy of Ukraine (Kharkiv). “The Partnery municipal

newsletter and Aspekty Samovriaduvannia journal publish materials on the most urgent issues of local government. For me, as a scholar, the most valuable are the opinions and conclusions made by practitioners and local government officials. I use the materials from these publications as case studies in my seminars for students and trainings for local government officials.”

The CPP project planned to turn Partnery into a financially self-sufficient publication, based on paid subscription and advertising and developed a business plan for this purpose. However, there was not enough financial support from outside sources to continue publishing it.

In the decade of its existence, the Partnery municipal newsletter managed to both establish itself as a brand name and earn a respectable reputation among local government practitioners. Due to this, Partnery was fortunate to find its niche that made the publication a highly effective tool for Ukrainian local governments and practitioners, especially in small- and medium-sized cities and villages.

The Asрekty Samovriaduvannia/Thinking Locally analytical journal was established in 1998. Overall, 39 issues of the journal have been published since 1998. The journal was founded by the U.S.-Ukraine Foundation’s Community Partnerships Project as a tool to provide practical assistance to Ukrainian local governments and create a public forum for in-depth articles on sharing experience, which included presentation of best practices and discussion of legislative proposals on national and municipal policies.

Circulation: 5,500

Audience: city mayors, top city managers and heads of city departments, local community and NGO leaders, local government practitioners, city council members, analysts and experts.

Focus areas: Ukrainian local government issues; the crucial role of local community for civil society development; best city practices; development of local business, especially small and medium, as the businesses oriented mostly for city economy development; European integration measures on local level; combating corruption.

Regular sections: Reforms; Towns; Budgetary Issues; Housing and Communal Services; Community and Local Government; New Generation; Energy Saving Policies; Land Use; Environment; Elections; Significance of Public Debate; Studies; Opinion; Attitude; Discussion.

Distribution area: cities throughout Ukraine. The journal was published by the USAID-funded Community Partnerships Project and distributed free of charge.

Aspekty Samovriaduvannia/Thinking Locally started as a bulletin of the CPP project dealing with the CPP project’s five focus areas: strategic planning, housing and communal services, transportation, budget and finance, and citizen participation - and within the last decade it has matured into a highly regarded professional journal with up-to-date design and in-depth analytical content.

At the beginning of 2005, it became apparent that the professional standards of the journal should be raised to transform it into a journal that serves more comprehensively the needs of local government practitioners and analysts. The editorial staff of the CPP project held numerous focus group sessions to assess the readership’s needs and requirements. As a result, Aspekty Samovriaduvannia transformed substantially its form and content.

Aspekty Samovriaduvannia was distributed at the annual Municipal Hearings, which the editor- in-chief attended on a regular basis to participate in discussions and establish cooperation with local government experts and practitioners. Many of the journal’s materials have been developed through networking at important local government events .

Meetings with new writers, scholars and local government experts were held regularly to discuss the opportunities for their cooperation with the journal. The prospective partners included representatives of the Supreme Administrative Court of Ukraine; officials from the Office of the President and Verkhovna Rada Staff; scholars of the National Academy of Municipal Management and the National Academy of Sciences; project managers of the USAID-funded Municipal Budget Reform Project. As a result, two new regular standing headers, Postscript and Court Practices, were established in the journal.

The journal’s authors included scholars, local government experts, lecturers, city and town mayors, municipal economy practitioners, heads of city departments, local government officials, and Verkhovna Rada Deputies. The journal’s authors have included: Volodymyr Parkhomenko, Head of the Service on Regional and Human Resources at the Secretariat of the President of Ukraine; Viktor Tykhonov, Head of the Verkhovna Rada Committee; Volodymyr Kampo, Judge of the Constitutional Court of Ukraine and recognized local government expert; Mykola Yakovyna, Verkhovna Rada Deputy, Anatoliy Matviyenko, Verkhovna Rada Deputy; local government experts and CPP trainers such as: Volodymyr Proskurnin, Oleh Konotoptsev, Volodymyr Kovtunets; Ihor Pasko, Natalia Ilkiv, Olena Yatsunska, Oleh Karyy, Yuriy Zyma, Repsime Khrenova-Shymkina.

It is worth noting that circulation of the Aspekty Samovriaduvannia increased from 1,000 in 1998 to 5,500 in 2007. At the same time, the journal nearly doubled in volume. The journal has been printed in color since the beginning of 2005.

Over the years, the journal received numerous favorable and supportive comments from local government experts and practitioners. “I was impressed by the focus areas and selection of authors,’ wrote Professor Pavlo Fedyk from the Department of National and Municipal Government of the Ternopil National Economic University. “I was really pleased to learn about such a professional publication, which is dedicated to the mission of sharing best practices in local government.”

As for the current status of the journal, efforts are underway to turn it into a financially independent publication with paid subscription and advertising. The stakeholders include such organizations as the U.S.-Ukraine Foundation, the Academy of Municipal Government, the Association of Ukrainian Cities, The Mayors’ Club, the Local Government Support Presidential Foundation, as well as independent experts and practitioners who realize the importance of the publication for Ukrainian local government development.

An advertising plan has been developed to attract the attention of businesses working on municipal management needs such as construction of sidewalks and roads, production of electricity and water supply equipment, and have them advertise their services and products through the journal. Taking into account the analytical nature of the journal and the needs of its potential writers and readers, the decision was made to register the publication in the State Commission for Academic Degrees and Titles. Currently, a new journal concept is being developed. Aspekty Samovriaduvannia has established itself as a brand name and the journal has attracted its own audience earning a respectable reputation among local government practitioners and scholars. As such, the journal has found its niche as an analytical publication for Ukrainian local government.

COMMUNITY PARTNERSHIPS PROJECT PUBLICATIONS: BOOKS, GUIDES AND MANUALS

During its ten years, the Community Partnerships Project issued 17 publications, including books, guides and manuals, using CPP project funds or in collaboration with other organizations and projects.

1. Strategic Urban Development Planning. O. Karyy. Lviv, 2007. 1,000 copies. This monograph is dedicated to the theoretical foundation behind practical methods of strategic urban development planning. It is meant for consultants on strategic urban development planning and local government officials.

2. A Practical Guide to Strategic Community Development Planning. Lviv, 2002. 1,000 copies. The first manual in Ukraine on strategic urban development planning based on the domestic experience gained from American and Ukrainian consultants. It is meant for key local government officials, urban development experts, and those directly involved in strategic urban development planning.

In collaboration with the Mayors’ Club: Mayor’s Library Series

3. Mayor’s Guidebook. Kyiv, 2006. 4,000 copies. A practical guide for mayors elected in 2006, divided by topics based on priority issues that newly elected mayors will be faced with in their first months on the job.

4. The Mayor as a Politician: Mayor’s Guidebook. Kyiv, 2006. 4,000 copies. This second book in the Mayor’s Library Series is dedicated to a mayor’s work in establishing effective communication with government, business, and the public sector. The aim of the guide is to help a mayor formulate a complete vision of how these three sectors of society should function effectively and to understand his mission as the coordinator of their interaction.

5. The Mayor as a Strategist on Housing and Communal Services: Mayor’s Guidebook. Kyiv, 2007. 1,000 copies. This third book in the Mayor’s Library Series is dedicated to strategies on housing and communal services development. The aim of the guide is to help a mayor formulate systematic approaches to solving problems of housing and communal services, as well as to understanding priority issues in this sphere.

In collaboration with the Trilateral Cooperation Project between Ukraine, Poland and the Netherlands (MATRA):

6. The City and the Economy (or local economic development). Kyiv, 2003. 3,000 copies. This guidebook for local government officials lays out the main principles of local economic development, examines methods of assessing a territory, financial and non- financial instruments for local economic development, mechanisms of creating regimes of reduced rates for services, as well as the Polish and Dutch experiences in local economic development.

7. The Local Council and the Community (or How to Involve the Public in Local Government). Kyiv, 2003. 3,000 copies. This is a guidebook for local government officials who in their work strive to guarantee the public their right to regulate and manage social issues.

8. Contemporary Urban Development (or Managing Territorial Development and Community Planning). Kyiv, 2003. 3,000 copies. This guidebook for local government officials highlights important issues of territorial development and management, including: legislative foundations of territorial development, specifics of community development planning under current conditions, the general plan of a city as the main city planning document, as well as design and approval procedures.

In collaboration with the People’s Voice Project:

9. Practical Management for Local Government Officials. Kyiv, 2007. 1,000 copies. This guidebook for local government officials focuses on the manager as an individual in local government bodies, practical aspects of management, and individual and group skills necessary for successful management.

10. Resources of a Territorial Community: Formation and Effective Use. Lviv, 2007. 500 copies. This guidebook for local government officials provides a systematic, yet simple and understandable explanation of the most important theoretical and practical aspects of managing communal property.

11. Civic Journalism: Local Government, Citizen Participation and Professional Media Standards. Kyiv, 2006. 1,000 copies.

This guidebook for local mass media covers the fundamentals of local government in Ukraine and citizen participation. It also provides effective methods of working with informational material and how to obtain it, ways of successfully cooperating with local government press services, the basics of investigative journalism, and the Ukrainian journalist’s code of ethics.

In collaboration with the Transparent, Ethical and Effective Development of Local Government in Ukraine Project (UCAN):

12. Ethics and Effective Management: the Self-Government Dimension. Szczecin – Cherkasy, 2006. 500 copies. This guidebook for local government officials provides successful management techniques and explains how to form transparent and ethical local governments with the help of tools tried and tested in Poland. The authors explain how to direct public discussion on issues of ethics and transparency.

In collaboration with the Pylyp Orlyk Institute of Democracy:

13. The Evolution of Ukrainian Society (a collection of articles). V. Kochuyev. Donetsk, 2005. 500 copies. This book for local government officials and civil servants is a compilation of articles and essays on social and political events in Ukraine since independence. The authors’ thoughts help to recreate the practice of state and local democracy building.

14. City Hall and the Community – Trust Through Cooperation. Kyiv, 1999. 1,000 copies. This book is based on the American and Polish experience of cooperation between local government bodies and the population. It provides practical advice on how to effectively work with the community.

15. Problems of Local Government in Ukraine in the 1990s. V. Parkhomenko. Kyiv, 1999. 1,500 copies. This book provides an analysis of the main elements of local government development in Ukraine, along with causes, consequences, and experience in resolving problems.

16. Democracy and the State. I. Kleyner. Kyiv, 1999. 1,000 copies. This book provides objective information on the ideological and structural principles of a democratic system, and the current political and ideological situation in the global arena.

17. Township Government in Michigan. P. Ficaj. Kyiv, 2002 1,000 copies. The book provides explanations of township government functions and duties of township officials in the United States. The book is enhanced with introductions on local government in the U.S. by Professor Tom Sinclair of State University of New York at Binghamton and Volodymyr Parkhomenko, well-known local self-government expert in Ukraine. Translated by Dr. Victor Lychyk.

SYNERGY ACTIVITIES

Background

Synergy activities have been an integral part of the CPP project sustainability plan, contributed to its leverage, and the project’s impact on its communities both in Ukraine and the U.S. During Phase 1 of the CPP project the desire to enhance cooperation between the U.S. and Ukrainian communities was very high and spin-off activities developed independently of CPP but as an extension of the project. The CPP project staff, RTC and CPP coordinators in Ukraine and the U.S. were heavily involved in the sustainability plan, development and implementation. To make this work more systematically and efficiently a new full-time position of Special Projects Coordinator was introduced during Phase 2 of the CPP project. The CPP project held several brainstorming and planning meetings with other U.S. and international organizations and developed its synergy strategy which was implemented under Phase 2 and Phase 3 of the CPP project.

Main Activities

1. Searching for additional resources:  Grant-related activities (dissemination of grant announcements, providing consultations and trainings on grant-writing, letters of support, arranging meetings with donor organizations in the Kyiv and RTC offices, as well as arranging donor’s visits to CPP cities). Both quantitative and qualitative changes occurred in the grants received by the CPP project cities. Cities successfully participated in different grant competitions (U.S. Democracy Commission Small Grant Program, Counterpart Alliance for Partnership, LEAP/Local Ecological Actions Program, LEAP/Library Electronic Access Program, UCAN, IRF, World Bank Small Grant Program, EBRD). Among the most successful were grant proposals of Berdiansk, Kamianets-Podilsky and Komsomolsk, the latter was among the first Ukrainian cities that received a NED grant. The Ukrainian CPP project cities constituted the majority among the winners of annual competitions organized by the Ukrainian Local Self-Government Support and the Association of Ukrainian Cities. Several partnership grants were received (e.g. Berdiansk, Kalush and Slavutych received grants from EcoLinks Program). Krasnodon submitted a business plan to the EBRD and received a grant for a mini-boiler project. Moreover, Kamianets-Podilsky and Komsomolsk were among the first Ukrainians cities which established municipal grant funds.

 Support for additional internships for the CPP project communities members: One of the most successful initiatives was the participation of the CPP project mayors, public servants and NGO leaders in the “Open World Program.” More than 60 Ukrainian participants from CPP project cities visited Washington, DC and were hosted in the U.S.- Ukraine Foundation’s CPP project communities of Des Moines, IA, Omaha, NE, Springfield, IL, Louisville, KY, Little Rock, AR, and Cincinnati, OH. Representatives of CPP project cities traveled to the United States on a number of other U.S. exchange programs (including SABIT, U.S. International Visitors Program (IVP), Community Connections, IREX); numerous representatives participated in trainings in Poland under

PAUCI, the Foundation for Social and Economic Initiatives (FISE), and People’s Voices project.

 Involvement of CPP project cities in other programs funded by USAID and the U.S. government: Several CPP project cities (Kamianets-Podilsky, Kharkiv, Krasnodon and others) were among the best participants of the “Partnership for Transparent Society Program.” Artemivsk, Cherkasy, Komsomolsk, Krasnodon and Svitlovodsk participated in the Junior Achievement Program. Kalush was a participant of the U.S. State Department’s “Youth Leadership Program” and created an additional partnership with a New York City public school. The CPP project promoted and supported the participation of its cluster cities in U.S. and international projects.

 Additional funding of CPP project cities for participation in different programs and events: A few examples could be mentioned: neonatologists from twelve CPP project cities participated in several seminars organized by the Birth Defects Prevention Program with the U.S.-Ukraine Foundation’s co-sponsorship; USUF co-sponsored a project to assist the orphans after the accident at the Barakova Mine near Krasnodon in 2001. Krasnodon and Rubizhne participated in a two-week training organized by the Ivano-Frankivsk and Luhansk Chapters of the Caritas Fund in Yaremche in May 2002;  Involvement of alumni from U.S. Government-funded programs in CPP project synergy activities.

2. Informational support to CPP communities.

3. Involvement of CPP project communities in different presentations organized by U.S. Government-funded programs, USAID-funded projects, international and Ukrainian institutions. Among the highlights was the meeting of 20 CPP project mayors with the U.S. Trade and Development Agency Ukraine Manager at the U.S. Commercial Service in 2002.

4. Providing support for the sustainability of CPP project partnerships:  The CPP project facilitated direct contacts between business leaders, NGOs and individuals within the CPP project partnerships and provided organizational and logistical support to the U.S. teams traveling to Ukraine and Ukrainian teams traveling to the U.S. (e.g., entrepreneurs from Ithaca, NY, Little Rock, AR, and Longview, TX traveled to Komsomolsk, Kalush and Romny to explore investment opportunities.)

 The commitment of Omaha in the partnership, especially coordinator John Jeanetta, went beyond the workplan of the CPP project. Artemivsk and Omaha were very successful in fundraising for their partnership under the CPP project. They received two partnership grants under the “School Teachers Partnership Program” and the “NIS Secondary School Partnership,” both funded by the U.S. Department of State. Dozens of representatives from Artemivsk and Omaha visited their partner cities. Addressing the various needs of the community led to the organization of Omahans for Orphans in the fall of 1999 by a local businessman. Since 1999, Omahans have provided assistance to orphanages in Artemivsk by holding silent auctions and working in cooperation with the Omaha South

Rotary Club and the Rotary Club of Omaha North. Omahans for Orphans conducted its first fundraiser in November of 2000. A silent auction and dance raised nearly $4,000. Utilizing the Matching Grant program coordinated by the Rotary Foundation, these funds were augmented by Rotary District 5650 and Rotary International. The fundraiser was initially an annual event, timed to include cultural performances by the students from Artemivsk visiting under the auspices of the Secondary School Partnership Program, and raised over $12,000. Omaha’s work with orphans continues with a new initiative Operation-Ukraine which raises funds through selling children’s art work and Christmas cards. Proceeds from sales are then directed 100% towards the needs of the three orphanages in Artemivsk for purchasing much needed clothing, food, school supplies and toys for over 300 children, as well as equipment for a children’s hospital and building repairs.

 During Phase 2 of the CPP project, Berdiansk and Lowell signed an agreement with Sister Cities International. In addition, Berdiansk-based Azov Regional Management Institute and Lowell-based Middlesex Community College participated in a three-year “College Partnership Program” funded by the U.S. Department of State.

 Cherkasy and Des Moines strengthened their Sister City relations while participating in the CPP project. In addition to numerous joint activities, a new School Partnership Program was launched and teams of high school students, teachers and administrators visited their partner cities as a result of a grant from the U.S. Department of State. Under this partnership, visits of entrepreneurs became regular events. Cherkasy entrepreneurs participated in an annual Des Moines Fair while Rotary Club members visited Des Moines and the Rotary Clubs of Des Moines traveled to visit their counterparts in Cherkasy. L.D. McMullen, Director of the Des Moines Water Works, cooperated with the Cherkasy Water Department on improving the quality of their drinking water and also assisting in the design and equipment for this improvement. A water conservation information program was introduced into the school curriculum. This and the Water Festival have resulted in increased awareness of the importance of water conservation and has led to an increase of payments for water.  During Phase 2 of the CPP project, Birmingham signed a Friendship Agreement with its CPP project partner Krasnodon and Sister Cities Agreement with Vinnytsya. Additional medical and humanitarian joint projects were launched and several additional exchange visits took place. After an accident at a Barakova mine when dozens of miners were killed, Birmingham together with the U.S.-Ukraine Foundation raised funds in the U.S. and sent humanitarian aid to Krasnodon widows and orphans of miners.  Three groups of university students and faculty from the University of Georgia in Athens, GA traveled to Kamianets-Podilsky at their own expense during Phase 2 of the CPP project.  During Phase 2 of the CPP project, a Toledo, OH youth delegation raised funds to travel to Poznan, Toledo’s Sister City in Poland, where they met with Nikopol youth leaders and participated in joint activities. Nikopol hosted Toledo’s delegation of students for several days.  Romny Center for Small Business Development initiative was launched with financial support from their partner city Longview, TX which also sponsored several trips of their Ukrainian partners to the U.S. for participation at a Businesswomen’s Conference and

several entrepreneurs from Longview traveled to Romny to explore possible business collaboration.  Springfield, IL donated dozens of computers to Svitlovodsk schools and provided humanitarian support to Svitlovodsk orphanages. Springfield also organized and facilitated the trip of four artists from Svitlovodsk to participate in a juried art fair in Springfield, IL. One of the artists was a disabled artist and her visit to Springfield enabled her to bring back a new awareness of working with people with disabilities and the importance of accessibility for the disabled to Svitlovodsk.  Rotary clubs were launched in several Ukrainian CPP project cities with the support of their U.S. counterparts.  The CPP project provided support to collaboration of Cherkasy oblast and State of Iowa, as well as Kharkiv oblast and State of Ohio under the Sister State Program.

5. The CPP project launched several special projects for the CPP project communities which were funded by the U.S.-Ukraine Foundation and co-sponsored by our partners:  During Phase 1 of the CPP project, twelve businesswomen from Cherkasy, Donetsk, Lviv, Kharkiv, and Kherson participated in the International Businesswomen’s Network Conference in Washington, DC and then traveled for an internship in their partner cities.  During Phase 2 of the CPP project, CPP in cooperation with the Pylyp Orlyk Institute for Democracy, Rzeszow Center for Local Government and with financial support of Polish- American Freedom Foundation and International Renaissance Foundation implemented a special project “Ukraine-Poland: From Local Government to Democracy. Polish Experience of Power Decentralization.” Twenty mayors from the southern Ukrainian cities of Kherson, Nikopol, Pervomaisk, Berdiansk and future CPP cluster cities participated in this project.  During Phase 2 of the CPP project, the “Youth in Community Development” project was launched and several roundtables were organized for the CPP project youth leaders in Artemivsk, Komsomolsk, Svitlovodsk, and Slavutych with participation of teams from Omaha, Ithaca, Springfield and Richland, respectively. Roundtables in Trostianets and Vyzhhorod were co-sponsored by the Kraft Foods Company.  During Phase 2 of the CPP project, there were several trips of the CPP project and Help Us - Help the Children NGO with humanitarian support to orphanages located in CPP cities. Trips were made possible thanks to sponsorship from the Kraft Foods Company.  During Phase 3 of the CPP project, two Youth Leadership Programs were implemented in which young leaders primarily from CPP Ukrainian communities and several students mostly of Ukrainian heritage from the U.S., Canada and Europe participated.  The CPP project organized a roundtable under the First International Youth Ecological Forum during which CPP youth leaders had an opportunity to visit Slavutych and the Chornobyl Nuclear Power Station to mark the 20th Anniversary of the Chornobyl nuclear accident.  The U.S.-Ukraine Foundation’s Election Project ZNAYU! (I Know) was conducted during the 2004 presidential and 2006 parliamentary elections in Ukraine in partnership with the U.S. Association of Former Members of Congress (USAFMC) and the European Parliament Former Members Association. The ZNAYU project stemmed from the need to increase citizen participation in the election process. ZNAYU was funded by USAID as an extension of the CPP project and greatly utilized the CPP project network of RTCs and

cities. It began operating in Ukraine several months prior to the presidential elections and consisted of an educational campaign about various aspects of the election law, protection of voters’ rights, interactive public events, a voter hotline, legal support, an informational advertising campaign, and monitoring of the elections. Six delegations of election observers traveled to Ukraine between July and December 2004. These observers were tasked with reporting on the way in which the election campaigns were being conducted by meeting with government officials, members of political parties, the media, and ordinary citizens. Following the success of the voter education campaign and observer missions during the presidential elections, USUF received funding to conduct a similar program for the March 2006 parliamentary and local elections. The first delegation traveled to Kyiv and throughout the Kharkiv oblast for a week in February to observe the pre-election campaign process. A second delegation observed Election Day activities in Cherkasy, Kherson and Donetsk.

6. Assistance in networking:  Participation in numerous CPP project conferences/events created favorable communication opportunities for the Ukrainian mayors. Eventually, the Mayors’ Club NGO was launched under the guidance of the U.S.-Ukraine Foundation and its CPP project. In addition, a CPP community was created thanks to efficient networking.  Best practices in the CPP project cities (Berdiansk, Kamianets-Podilsky, Komsomolsk, Slavutych, and Cherkasy) attracted the attention of other CPP project municipalities, as well as mayors and public servants outside of the CPP network. Numerous teams visited the CPP project cities to learn about best practices of local government reform.  CPP provided organizational support to: a. USAID-funded projects - BIZPRO, Regulatory Reform Project, Counterpart Alliance for Partnership, Counterpart Community Humanitarian Aid, NTCA, SEFR, UMREP, CURE, Alliance to Save Energy, Municipal Roll-out Program, AED, RTI, and others); b. Organizations and programs funded by the U.S. government - Peace Corps, ACCELS, BISNIS, Project Harmony/Community Connections, etc.; c. U.S. NGOs as well as other international programs - Transatlantic program on Civil Society Development in Ukraine, PAUCI, MATRA.  The CPP project helped partnership representatives establish working relations with different Ukrainian officials, national NGOs, think tanks, and several grant-makers (Association of Quality of Ukraine; Association of Small, Medium and Privatized Enterprises of Ukrainian Institute of Reforms; Counterpart Creative Center and many others.)

7. Monitoring and reporting.

The CPP project staff regularly monitored developments and achievements in the CPP project partnership as well as non-partnership cities whose officials regularly attended the RTC seminars. CPP reported on the Project’s Strategic Objective SO 2.3 - More effective, responsive and accountable government with the IRs of improved management, management of municipal services and assets improvement, strategic planning improved, citizen participation at the local level institutionalized, citizens’ access to decision making for a ensured, transparency of government operations increased and information on government.

All the IRs were reported in the quarterly reports and separately in IR reports during each of the phases and submitted to USAID. Local government advisors and RTC directors visited the cities and also periodically sent out surveys to obtain data for monitoring the achievements as well as to follow-up on the shortfalls. In 1999-2001 MSI was contracted to conduct monitoring and evaluation of the CPP project.

“Management Systems International (MSI) and its local partner, the Kiev International Institute of Sociology (KIIS) carried out three rounds of surveys for the purpose of determining the status of municipalities in Ukraine with respect to the adoption of a range of modern municipal government management approaches and their efforts to increase citizen participation in local government decision-making.

Findings from the MSI-KIIS survey show that the kinds of approaches the CPP program is introducing in CPP Partner cities are not only evident in these cities, many of them are also being used in a large number of other cities across Ukraine. The intensive nature of the CPP program in Partner cities has resulted in more rapid and comprehensive adoption of approaches such as strategic planning, citizen participation and more analysis in the budget development processes cities use, the creation of citizen task forces to address city problems, the initiation of economic development programs, and the increased use of competitive bidding for city contracts in those cities than in other cities in Ukraine.

Survey research also demonstrated that the CPP program has played a significant role in stimulating the adoption of such practices in non-partner cities through its training programs at RTCs and its technical publications. It is through training programs and publications that the CPP program and, thus, USAID have the greatest chance of having a significant national impact.”1

8. Others:  The CPP project provided support in establishing Sister City relations between Kirovske, Donetsk oblast and Gladewater, TX. The Gladewater team visited Kirovske in 2006 and in 2007 the Kirovske delegation traveled to Gladewater to learn about the various aspects of local government. Likewise, Kalush established Sister City relations with the City of Grand Prairie, TX through its partnership with Little Rock, AR.  The CPP project collaborated with the Ministry of Foreign Affairs and several NGOs to promote Transatlantic integration of Ukraine.  The CPP project community members were not only informed but, when appropriate, participated in different programs and projects of the U.S.-Ukraine Foundation (U.S.- Ukraine Policy Dialogue, Youth Leadership Program, ZNAYU Election Project, Economic Development, Education, Health Care and Humanitarian Assistance and others).

1 Management Systems International (MSI), Evaluation Report Creating the Future - New Approaches to Municipal Government in Ukraine, 2001

Lessons Learned  There is still a large group of small- and medium-sized cities in Ukraine where the municipalities rely only on state budget money and do not look at their communities as a powerful resource for improving the quality of life in their cities.  Having realized that in some communities the access to the information disseminated by the CPP project reached only a limited number of NGOs, the CPP project strongly encouraged local governments to be more transparent. At the same time, the CPP project created a CPP NGO network.  In Ukrainian local government, there is a substantial lack of management skills and underestimation of the importance of civil society development, communication and information strategies.

Conclusions Synergy activities became an additional resource for creating a critical mass of supporters of democratic changes in Ukraine, reforming local government in Ukraine, and fostering U.S.- Ukraine relations. The CPP project mayors and community leaders have the political will to introduce positive changes in their cities. Hundreds of Americans and thousands of Ukrainians were involved in the CPP project’s synergy-related activities. Additional opportunities appeared for sharing experience between the U.S. and Ukrainian communities, as well as new educational opportunities became possible for Ukrainians. The CPP project network developed successfully. Cooperation of the CPP project with other projects funded by USAID and the U.S. government, as well as international and numerous Ukrainian organizations increased. The CPP project spin- off activities were well covered in the Partnery newsletter, as well as in local media in both countries.

Other Trainings and Internships

Over the last few years, as the budget for the CPP project decreased, the U.S.-Ukraine Foundation took advantage of the many other donor resources available from the U.S. government.

In cooperation with the Pylyp Orlyk Institute for Democracy and the Center for Ukrainian Reform Education (CURE), 6 training sessions for journalists from the People’s Voice Project (PVP) target cities of Kolomyya, Lutsk, Chernihiv, Komsomolsk, Makiyivka and Alchvesk were conducted. The training culminated in a journalist competition and an analytical brochure Citizen Journalism (Hromadyans’ka Zhurnalistyka) was published.

The U.S.-Ukraine Foundation also cooperated with the People’s Voice Project on other occasions. Municipal training for local government professionals was held in PVP target cities of Kolomyya, Lutsk, Chernihiv, Komsomolsk, Makiyivka and Alchvesk. All in all, 36 training sessions were held and two manuals on Municipal Service and Practical Management for Municipal Officials were published. The CPP project worked closely with Chernihiv City officials and assisted them in developing a Strategic Plan for Chernihiv. Funding from the World Bank was provided for 11 trainings and 10 consultations for government professionals, entrepreneurs and NGO representatives.

Over 60 delegates, including mayors and deputy mayors, participated in the Open World Program through the Library of Congress in 2006 and 2007. (Appendix 3)

APPENDIX 3 Open World 2006 Finalists

Name Position City in Ukraine City in the USA 1. Ihor Kondratyuk Mayor Izyaslav, Khmelnytsky oblast Phoenix, AZ

2. Lyubomyr Pokotylo, Local Government Kyiv Phoenix, AZ Specialist 3. Ivan Sahan Mayor Horodok, Lviv oblast Phoenix, AZ

4. Mykola Skoryk Mayor Dublyany, Lviv oblast Phoenix, AZ a

5. Taras Dobrivskyi Mayor Boyarka, Kyiv oblast Des Moines, IA

6. Andriy Kolesnyk Mayor Smila, Cherkasy oblast Des Moines, IA

7. Pavlo Kozyryev Mayor Ukrayinka, Kyiv oblast Des Moines, IA

8. Oleksandr Shamray Mayor Kamyanka, Cherkasy oblast Des Moines, IA

9. Oleksiy Bandurin Local Government Cherkasy, Cherkasy oblast Des Moines, IA Specialist 10. Yuriy Orobets City Council Deputy Cherkasy, Cherkasy oblast Des Moines, IA

11. Lesya Petkova Associate Professor, Cherkasy, Cherkasy oblast Des Moines, IA Local Government Trainer 12. Vadym Zelenyy Former Mayor, Post Chyhyryn, Cherkasy oblast Des Moines, IA Graduate Student 13. Taisia Gladchenko Associate Professor, Donetsk, Donetsk oblast Omaha, NE Local Government Trainer 14. Yevheniya Piskun Head, Local Artemivsk, Donetsk oblast Omaha, NE Department, Pension Fund of Ukraine 15. Oleksiy Tkachenko Head, Financial Artemivsk, Donetsk oblast Omaha, NE Department, City Council 16. Inna Tyshaninova Head, Labor and Social Artemivsk, Donetsk oblast Omaha, NE Protection Department, City Council 17. Halyna Bondaruk Local Government Lviv, Lviv oblast Washington, Specialist DC

18. Nataliya Datchenko Project Coordinator, Luhansk, Luhansk oblast Springfield, IL Regional Development Agency 19. Iryna Kozak Acting Deputy Mayor; Svitlovodsk, Kirovohrad Springfield, IL Head, Department of oblast Economics 20. Pavlo Solodov Mayor Svitlovodsk, Kirovohrad Springfield, IL oblast 21. Iryna Bozhych Head, Division for Rubizhne, Luhansk oblast Louisville, KY Family and Youth Issues, City Council 22. Yaroslav Dumyn Mayor Rakhiv, Zakarpattya oblast Louisville, KY

23. Mykhailo Klym Head, Department of Kalush, Ivano-Frankivsk Louisville, KY Family, Youth and oblast Sports Issues, City Council 24. Yuliya Kyrychenko Deputy Head, Main Kyiv Washington, Service for Institutional DC Development Policy, Secretariat of the President of Ukraine 25 Viktor Shevchenko Head, Department of Slavutych, Kyiv oblast Washington, Economics and City DC Social Development, City Council 26. Viktor Tymoshchuk Head, Center for Kyiv Washington, Political and Legal DC Reforms 27. Ihor Sovtan Deputy Mayor Rakhiv, Zakarpattya oblast

28. Yulia Doynova Head, Department of Berdiansk, Zaporizhzhia Economics and oblasts Regulatory Activity,

Open World 2007 Finalists

Name Position City in Ukraine City in U.S. Dolyna, Ivano-Frankivska 1. Volodymyr Harazd Mayor oblast Little Rock, AR 2. Ihor Kovalov Mayor Svitlodarks, Donetsk oblast Little Rock, AR Assistant/Advisor of the National Deputy of 3. Ihor Pasichnyak Ukraine Parliament of Ukraine Little Rock, AR Deputy Head of Krolevets District State Krolevets District State Administration, Sumy Administration in Sumy 4. Oleh Shpryndel oblast oblast Little Rock, AR Head of the Village Novooleksiyivka Village, 5. Oleksandr Burkovskyy Council Kherson oblast Louisville, KY 6. Oleksiy Bychkov Deputy Mayor Ukrayinka, Kyiv oblast Louisville, KY Head of the Village 7. Oleksandr Tsaryuchenko Council Bilozerka, Kherson oblast Louisville, KY

Head, Information- Analytical Sector, PR Executive Committee, 8. Vitaliy Vybranskyy Department Kherson oblast Louisville, KY Information Specialist, Pylyp Orlyk Institute 9. Oksana Kolisnyk for Democracy Cherkasy oblast Des Moines,IA Krasnoarmiysk, Donetsk 10. Andriy Lyashenko Mayor oblast Des Moines,IA 11. Hennadiy Minayev Mayor Sumy Des Moines,IA 12. Serhiy Odarych Mayor Cherkasy Des Moines,IA Executive Head Local 13. Kateryn Protsenko Administration Kyiv oblast Omaha, NE 14. Oleh Puriy First Deputy Mayor Kaharlyk, Kyiv oblast Omaha, NE Luhansk City Council Press- 15. Oleskandr Savenko Director Service, Luhansk oblast Omaha, NE 16. Viktor Voropaev City Council Secretary Slovyansk, Donetsk oblast Omaha, NE Director of Tansit- Reintegration Center for Victims of Trafficking - “A Successful Woman” 17. Anzhela Lytvynenko Kherson RTC Kherson oblast Bethlehem, PA Director, Consultant- Kherson Regional Gender 18. Svitlana Yasynska Expert in Gender Issues Resource Center Salem, OR Secretary of the 19. Volodymyr Ahatiy Kirovske City Council Kirovske, Donetsk oblast Little Rock, AR Secretary of the Snihurivka City 20. Tetyana Andrushchenko Council Snihurivka, Mykolayiv oblast Little Rock, AR Oleksandiysk City Oleksandriysk, Kirovohrad 21. Olena Bohoyavlenska Council Secretary oblast Little Rock, AR Krasnolutsk City 22. Maryna Filippova Council Secretary Krasnolutsk, Luhansk oblast Little Rock, AR Head, Local Pryvitnen Village Council of Village Pryvitnen, AR of 23. Fevzi Balbyek Kirov District Crimea Louisville, KY 24. Vasyl Kutenskyy Mayor Radekhiv, Lviv oblast Louisville, KY Deputy, Prydniprovsk Prydniprovsk , Cherkasy 25. Oleh Petrenko Regional Council oblast Louisville, KY Dniprodzerzhynsk, 26. Oleh Zakhorolskyy Mayor Dnipropetrovsk oblast Louisville, KY 27. Yuriy Folvarochnyy First Deputy Mayor Radekhiv, Lviv oblast Des Moines, IA Deputy Head of Economic Department, Kherson Regional State 28. Andriy Hradil Administration Kherson Oblast Des Moines, IA Deputy Head for Executive Power Activity Trostianets Trostianets Village, 29. Mykhailo Hrishchenko Council Vinnytsya oblast Des Moines, IA Deputy Mayor, Executive Committee of Kherson City 30. Dmytro Kalyuzhnyy Council Kherson Des Moines, IA 31. Valentyna Kostenko Head of the Velyki Velyki Kopany Village, Cincinnati, OH

Kopany Village Kherson oblast Council 32. Oleh Polishchuk Mayor Bakhmach, Chernihiv oblast Cincinnati, OH 33. Valeriy Skochka Mayor Skvyra, Kyiv Oblast Cincinnati, OH 34. Inna Vyprytska Mayor Sonyachne Village, Sumy obl. Cincinnati, OH Director, Business Incubator, Branch of “Slavutych Business 35. Viktoriya Ananyeva Development Agency” Slavutych, Kyiv oblast Bluffton, SC Executive Director, Association of Regional 36. Olena Solovyova Development Kharkiv Berkeley, CA Head of the District 37. Petro Zbarovskyy Council Kherson oblast Berkeley, CA

The participants in the Open World program have expressed concern over the future existence of the Community Partnerships Project and the Regional Training Centers. They have asked for advice on where they can turn to receive the necessary information and assistance in order to move their cities and villages forward to success. It is evident that there is much more work that needs to be done with small cities and villages throughout Ukraine. Taking into consideration that the March 2006 elections resulted in 60% newly elected mayors and city councils, new cadres of local government officials need to be trained.

The CPP project has also worked on another very important aspect of local government, namely the press secretary position and public relations. Through the U.S. Embassy’s Public Affairs Speakers’ Program, Marguerite Sullivan, the author of a manual for press secretaries called “A Responsible Press Office” trained 63 municipal press secretaries in the CPP project’s RTCs in Cherkasy and Lviv in September 2006 and June 2007.

CONCLUSION

In conclusion, over the ten years of its activities the Community Partnerships Project operated through its four components: partnerships, training and publications. It has assisted small-and medium-sized cities and towns in introducing numerous reforms in municipal government and establishing an effective network of progressive municipal officials. It has also created a citizen diplomacy corps in the U.S. partner cities and a new understanding of foreign assistance in America’s heartland.

Through its work with the partner cities it has broken down Soviet stereotypes about Americans. Impact of the CPP project on the participating cities in Ukraine is also reflected in citizens’ views and attitudes on a global scale. For example, on the eve of Parliamentary elections in 2006, a local television studio in Artemivsk, Donetsk oblast, conducted a live opinion poll. The only question asked was - "Who is the 'most strategic' partner for Ukraine?" Offered were three possible choices: USA, EU or Russia. By the end of the day 78% of Artemivsk residents indicated that the United States is the most strategic partner for Ukraine while 21% percent of residents gave preference to Russia.

This phenomenon came as a surprise to many, given Artemivsk’s geographic location in eastern Ukraine, an area known for its Russo-centric views. However, those who know of the years of

69 hard work establishing trust between this city of 90,000 inhabitants and its partner city of Omaha, NE, were not at all surprised. Since 1998, Artemivsk has been working in partnership with Omaha, NE as part of the CPP project. Through this partnership, city developed a strategic economic development plan. The visioning and strategic planning process analyzing the city’s strengths, weaknesses, opportunities and threats involved all sectors of the community, including local government officials, the business community, educators, media and representatives of NGOs. This outreach of the local government also led to improved water service and housing reform, further resulting in increased payments for communal services and greater awareness of the importance of energy conservation. The trips to the U.S. and partner city of Omaha, NE resulted in a change in mindset. The deputy mayors and economic development head learned to think out of the box and incorporate and adapt some of the American experience to Artemivsk.

In an effort to diversify its economic base and create a friendly business environment, Artemivsk simplified the registration procedures and worked with the business community to create a Board of Business Support that meets quarterly to discuss business development issues.

Learning about the concept and programs of community colleges in workforce development, Artemivsk organized a school of young leaders that introduces students to community development, a young city manager school to train young people for advanced degrees in public service, and a school for management training to prepare potential candidates for high city offices.

In order to reach out to the next generation, the Artemivsk-Omaha partnership expanded to include a focus on youth through the U.S. Department of State, Bureau of Educational and Cultural Affairs, Secondary School Partnership Program. The Artemivsk-Omaha Secondary School Partnership Program matched Omaha and Papillion and La Vista high schools with schools in Artemivsk for the purpose of student and teacher exchanges, the development of joint projects and community service activities, and the mutual study of each country’s language, history, culture and political and socioeconomic systems.

Each fall during the project period, students and teachers from Artemivsk traveled to Omaha for a five-week exchange program. Then, the following spring, students and teachers from Omaha traveled to Artemivsk for a three-week exchange program. Throughout the year, the school partnerships engage in a variety of mutually beneficial activities designed to increase students’ skills in all curriculum areas, but especially subjects regarding global economics and foreign language.

Viewing the poll results, it is encouraging and gratifying to see such an astonishing shift in people's attitudes. The poll also reinforces the conviction that mutual cooperation, a free exchange of ideas, willingness to learn from each other and simple goodwill go far in resolving conflicts, arranging priorities and improving living conditions and mutual understanding.

This cooperation with U.S. partners has boosted the self-confidence of local government officials and their ability to succeed with reforms. The U.S. experience has also demonstrated the importance of citizen participation and volunteerism in affecting solutions to various local government challenges. The CPP project has stressed a different approach to problem solving. It has also produced an extensive resource library of publications, gathering the best practices of local government reform as examples for other cities and local government officials. Some of

70 these publications are now available online. It has initiated interaction between local governments and the central government entities.

Internships in the U.S. have had a great impact on local government practitioners, and in turn on reforms and innovations in critical thinking. As Volodymyr Valenkov, an intern - entrepreneur and member of the Association of Entrepreneurs of Snizhne, Donetsk oblast stated, "In the U.S. I heard ‘We don't have problems. We have tasks and assignments that need to be fulfilled and solved.’ This is the atmosphere, the atmosphere of activity, the atmosphere of creativity. We need to cultivate this atmosphere in our cities. This is the first and most important impression of my trip to the U.S. Who should create this type of atmosphere? Government officials and business. I will not talk about the media, because this requires a separate discussion.”

Citizen participation was a core focus area of CPP and it is worth concluding with the Chinese proverb that exemplifies the work of CPP:

“If you want one year of prosperity, grow seeds. If you want ten years of prosperity, grow trees. If you want one hundred years of prosperity, grow people."

APPENDIX 1 - LIST OF THE CPP PROJET’S U.S. VOLUNTEERS

ATHENS, GA • Bill Allen, President and Owner, Allen Trading Company • Curtis Branscome, Chief Executive Officer, Stone Mountain Memorial Association Bill Allen, President and Owner, Allen Trading Company • Dr. Rusty Brooks (Coordinator), Associate Professor, Carl Vinson Institute of Government, University of Georgia, Athens • Richard Cary, Athens-Clarke County, Chamber of Commerce • Al Crace, Manager, Unified Government of Athens-Clarke County • Paul Cramer, Director, Classic Center, Athens • John Culpepper, Finance Director, Athens-Clarke County • Marguerite Coplan, Director Madison Morgan Convention and Visitors Bureau • Mayor Heidi Davison, Athens-Clark County • Bill Donohue, Director, Jekyll Island Authority • Dan Durning, Administrative Director, Carl Vinson Institute of Government, University of Georgia, Athens • Dr. Kenneth Eason, President, Athens Area Technical Institute • Mayor Doc Eldridge, Athens-Clarke County • Brian Freese, Economic Development Officer, City of Athens-Clarke County • Dr. Don Gardner, Director, Department of Parks and Trees, City of Savannah • Art Jackson, Downtown Development Authority, Athens • Tim Johnson, Community Connections • Chuck Jones, Athens Convention and Visitors Bureau • Cardee Kilpatrick, Athens-Clarke County Council Member • Sherri Lawless, Management Development Associate, Carl Vinson Institute of Government, University of Georgia, Athens •Milton Lopes, Community Development Division, Carl Vinson Institute of Government • Gordon Maner, Carl Vinson Institute of Government, University of Georgia • Steve Martin, Department Head, Athens-Clarke County Government • Warren Murphy, Historian, Jekyll Island Authority • James Reap, Adjunct Professor, School of Environmental Design, University of Georgia • Dr. Tom Rodgers, Associate Dean, College of Family and Consumer Sciences • Lewis Shropshire, President and General Manager, Motel Enterprises • Bob Snipes, Deputy Manager of Athens-Clarke County •Laura Straehla, Executive Director, Athens-Clarke County Heritage Foundation • Robert Tesch, Financial Manager, Allen Trading Company • Treanor House • Sandi Turner, Public Information Officer, Unified Government of Athens-Clarke County University of Georgia • Mark Warren • Tesla, Inc. • Bill Allen, President and Owner, Allen Trading Company BIRMINGHAM, AL • Victor Blackledge, City Planner and Inspector, Birmingham • R. Scott Colson (Coordinator), Assistant to the Mayor & Neighborhood President, Birmingham • Dr. Bob Corley, Professor of Urban Studies at University of Alabama in Birmingham • Dr. Mike Fleenor, Chief Health Officer Jeffco Health Department, Birmingham • Emmanuel Ford, Neighborhood President, Birmingham • Bill Gilchrist, City Planner, Birmingham • Larron Harper, Professor at Samford University & Director 71 of Global Utilities Research Institute • Janice Hitchcock, Center for Urban Affairs University of Alabama in Birmingham • Feliyacia Jerald, Public Information Director,Birmingham • Mayor Bernard Kincaid, Birmingham • Dr. Ruth Lamonte, Chair of Birmingham Sister Cities, Professor of Education, University of Alabama in Birmingham UAB • Dr. Ed Lamonte, Professor of Political Science, Birmingham Southern College • Don Lupo, Assistant to the Mayor, Mayor’s Office of Citizen Assistance • Susan Matlock, Director, Business Incubator, Birmingham • Atrie Robinson, Head of Birmingham Beautification Board, Birmingham • Mark Smith, Director of Economic Development, Birmingham • Lawrence Pijeaux, Director, Civil Right Institute, Birmingham • Ralph Ruggs, Director, Housing Authority, Birmingham • Mac Underwood, Water Works, Birmingham CINCINNATI, OH • Steve Bailey, City Traffic Engineer, Cincinnati • Gerald Bennett, Senior Engineer, City Facility Management Division, Cincinnati • David Brokaw (treasurer), Program Administrator, Cincinnati-Kharkiv Sister City Program • Tim Charles, Director, Maintenance & Modernization Operations, Metropolitan Housing Authority, Cincinnati • Kathy Creager, Deputy Treasurer, Finance Department, Cincinnati • Beverly Engram, Billing Operations Manager, Commercial Services Division, Water Works, Cincinnati • Mayor Charlie Luken, Cincinnati • Valerie Lemmie, City Manager, Cincinnati • William Moller, Director, Finance Department, Cincinnati • Deborah Metz, Asst. Superintendent of Treatment, Water Quality & Treatment, Water Works, Cincinnati • Helen Mess (Coordinator), Vice President for Kharkiv Activities, Cincinnati-Kharkiv Sister City Program • David Rager, Director, Water Works, Cincinnati • Tim Riordan, Acting Deputy City Manager, Cincinnati • John F. Shirey, former City Manager, Cincinnati • Scott Stiles (Coordinator), Vice President for Administration, Cincinnati-Kharkiv Sister City Program; Assistant City Manager, Cincinnati • Donald Troendle, Executive Director, Metropolitan Housing Authority, Cincinnati • Andis Udris, former Director of Economic Development, Cincinnati DES MOINES, IA • Eric Anderson, City Manager, Des Moines • Michael Armstrong, Director, City IT, Des Moines • Rod Biondi, Safety Specialist, Public Works, Des Moines • Lee Boisen, Solid Waste Administrator, Public Works, Des Moines • Carrie Boesen-Sears, citizen volunteer, Des Moines • Dr. Carole Frier, MD, Des Moines • Rick Clark, Assistant City Manager, Des Moines • Donald Coates, Executive Director, Eastern Polk Regional Development, Inc. • Mayor Frank Cownie, Des Moines • Mayor Preston Daniels (former), Des Moines • Jeff Dworek, Operations Director, Metro Waste Authority, Des Moines • Karen J. Ellis, President, KNEW Day • Mike Fairchild, Operations Manager, Metro Landfill, Des Moines • Rosalie Gedler, City Manager Assistant, Des Moines • Jim Grant, Director, City Planning, Des Moines • Tom Hadden, Executive Director, Metro Waste Authority, Des Moines • Royce Hammit, Regulations Compliance Manager, Public Works, Des Moines • Senator Jack Hatch, State Legislature, Iowa • Jim Hubbell, Large Business & Business Exhibtions • Mike Hughes, citizen volunteer, Des Moines • Phil Koundajian, Facilities Manager, Public Works, Des Moines • Patrick Kozitza, Assistant Director, Public Works, Des Moines • Doug Lewis, Vice President, ITEBS & Associates • Ami Long, Des Moines Neighbors Association • Michael Matthes, Management Analyst, Department of Finance, Des Moines • L.D. McMullen, Director, Water Treatment Facilities, Des Moines • Bob Mickle, International Programs volunteer, City Planner (retired) Des Moines • Becky Morelock, Des Moines Neighbors Association • Mary Neiderbach-Neighborhood Development Coordinator • Rich Raabe, Housing Management, Des Moines • Sarah Rasmussen, Public Affairs Manager, Metro Waste Authority, Des Moines • John Ruan, Large Business & Business Exhibtions • Ann Olsen Schodde (Coordinator), Principal, Int’l Training, Education & Business Services & Associates, LLC (ITEBS) • Michelle Soria, Director, Iowa Council for International Understanding • Olga Sparks, Business Exhibit, Interpreter • Bill Stowe, Director, Public Works, Des Moines • Mark Snell, Training Consultant and Chair of the International Committee of the Des Moines Rotary • John Shors, Lawyer, Davis, Brown, Koenh, Shors & Roberts’, P.C. • Ellie Walkowiak, Office of Economic Development, Des Moines • Lynn Wright, Des Moines Neighbors Association • Iowa Department of Public Health • Iowa Department of Economic Development • City Council of the City of Des Moines • Women’s Resource Center • Des Moines Metropolitan Waste Authority • Des Moines Public Housing Authority • The Mickle Center • The many home hosts and businesses who provided training to intern

KANSAS CITY, MO • Mayor Kay Barnes, Kansas City • Wayne Cauthen, City Manager, Kansas City • Jody Craig, President, MARC, Kansas City • Arthur A. Davis III, Associate Director, Civic Council of Greater Kansas City • Barbara Dolci, Executive Director, International Visitors Council of Greater Kansas City • JoAnna Edgerton, Director of the International Office of Trade & Foreign Affairs, Kansas City • John Franklin, Assistant to the City Manager, Kansas City • Mayor Gregory Grounds, Blue Springs, MO • Dean Katerndahl, Manager of Government Innovations Forum, MARC, Kansas City • Drahomira Kramarikova, former Intern and volunteer for the International Office, Kansas City • Bob Lager, Rotary # 13, Kansas City • Robert Langenkamp, Director, Department of Planning, Development, and Codes, Kansas City • Yulia Rasulova, Cookingham Intern, City Manager’s Office, Kansas City • Elke Rosemann Bader, Administrator, International Office of Trade & Foreign Affairs, Kansas City • Tom Shaefer, Assistant City Administration, City of Lenexa, Kansas • Frederick R. Siems, Jr., City Administrator, City of Blue Springs, Missouri • John Stufflebean, Director, Environmental Management, Kansas City LITTLE ROCK, AR • John Barr, Manager, Special Programs, Public Works Department, Little Rock • Richard Browning, Senior Manager, Planning and Environmental Management Division, Trinity River Authority, Arlington, Texas • John Chamberlin, Consultant, Little Rock • Tammy Chan, Special Projects Coordinator, City Manager’s Office, Grand Prairie, TX • Kathleen Cook, Budget and Research Director, Grand Prairie, TX • Mayor Jim Dailey, Little Rock • Bryan Day, Director of Parks and Recreation, Little Rock • Elizabeth Doss, Cranford Johnson Robinson and Woods advertising and public relations • Richard Fregoe, City Councilman, Grand Prairie, TX • Darlene Garrett, Cooperative Extension Service, Hot Springs • Ward Hannah, Assistant to the City Manager, Little Rock • Rafal Laski, Heifer Project International • Richard Magee, Transportation Planner, Metroplan • Oksana and Stepan Melnyk, University of Arkansas Medical Sciences Campus • Bruce Moore, City Manager, Little Rock • Walter Nunn (Coordinator), Director, Arkansas International Center, University of Arkansas • Mark Peterson, Community Developer, University of Arkansas Extension Service • Felix Shidlovich, Little Rock • Genevieve Stewart, City Board of Directors, Little Rock • Joel Taylor, International Business Development Consultant, Little Rock • Randy Thurman, Arkansas Environmental Federation • Robert Turner, Assistant City Manager, Little Rock • Robert Trevino, Policy Advisor to Governor Mike Huckabee for Human Services and Economic Development Policy • Wayne Waggoner, translator, FBI, Little Rock LONGVIEW, TX • Brad Bunt (Coordinator), Director, Kilgore College Small Business Development Center, Longview • J.R. Curtis (in memoriam), Business Development Consultant, Longview Economic Development Corporation • Charlene Draper, former City Council member, Longview • Ken Estes, Counselor, Small Business Development Center, Longview • Pedram Frahnak, P.E., Director of Utility Service, Longview • Mayor Ned Frantangilo, City of Jefferson • Hunter Hilburn, Business Development, LEDCO, Longview • Luke Kimbrough, Business Development Specialist, ETCOG • Mayor Murray Moore, Longview • Amanda Nobles, Executive Director, KEDC, City of Kilgore • David Pullen, City Engineer, Longview • Jerry Rawlinson, Owner Amega Industries, Longview • Damon Roberts, Owner of Manufacturing Depot, Longview • Kara Spitz, Library Manager, Public Library, Longview • John Paul Tallent, Mayor City of Gladewater • Jay Stokes, City Manager, City of Gladewater • John Stroud, Executive Director, LEDCO, Longview • Mark Swiney, Executive Director, ETCOG • Lon Welton, Economic Development Gladewater • Juanita Wakefield, Tourism Director, City of Jefferson LOUISVILLE, KY • Timothy Ball, President, Infrastructure Renewal Services, LLC • Sarah Lynn Cunningham, formerly with Louisville/Jefferson County Metropolitan Sewer District • Nora Freeman, Water Company, Louisville • Stephen Hubbs, formerly with Water Company, Louisville • Ben Jones (Coordinator), Executive Director, Louisville International Cultural Center • Mike Sweeney, formerly with Louisville/Jefferson County Metropolitan Sewer District • Paul Thistleton, former Executive Director, Louisville International Cultural Center LOWELL, MA • Christopher Brennan, Dean, Business and Workforce Development, Middlesex Community College • John F. Cox, City Manager, Lowell • Dr. Carol Cowin, President, Middlesex

Community College • Barbara Dexter-Smith, Professor, Business Division, Middlesex Community College • TJ McCarthy (Coordinator), Assistant City Manager, Lowell • Mayor Armand Mercier, Lowell • Rita Mercier, Councilor, Lowell • Ned Tarmey, Director, Regional Municipal Water Authority, Lowell OMAHA, NE • Kelly Lytle Baehr, Owner, On Point Communications • Dave Bandars, Entrepreneur • Sandi Boswell, Social Studies Teacher, Papillion-La Vista South High School • Buster Brown, City Clerk, City of Omaha • Ken Bunger, Attorney, Kutak Rock, LLP • Nick Combs, Manager of Maintenance and Utilities, University of Nebraska Medical Center • Tanya Cook, Director of Urban Affairs, Governor’s Office, State of Nebraska • Jim Dick, Co-Director, Center for Economic Education, University of Nebraska at Omaha • Curt Englund, Biology Teacher, Benson High School • Mayor Mike Fahey, City of Omaha • Allen Herick, Budgeting and Accounting Manager, Finance Department, City of Omaha • Rich Hood, Dean of Students, Benson High School • Ken Hofman, Revenue Manager, Finance Department, City of Omaha • John Jeanetta (Coordinator), Vice President of Education, Applied Information Management Institute, Omaha • Norm Jackman, Director, Public Works, City of Omaha • Steve Jensen, Assistant Director of Urban Planning, Planning Department, City of Omaha • Ken Johnson, Economic Development Manager, Planning Department, City of Omaha • Paul Kratz, City Attorney, City of Omaha • John Mackiel, Superintendent, Omaha Public Schools • Robert Peters, Director, Planning Department, City of Omaha • Julie Phillips, Russian and Spanish Teacher, Papillion-La Vista High School • Phil Phillips, Manager of Retention and Expansion, Greater Omaha Chamber of Commerce • Rod Phipps, Manager of Current Planning, City of Omaha • Mary Lynn Reiser, Associate Director, Center for Economic Education, University of Nebraska at Omaha • Olesia Repichowskyj, Ukrainian American Society of Omaha • Susan Rouch, Director, Office of International Trade and Investment, Nebraska Dept of Economic Development • Ken Spellman, Supervisor of Industrial Technology Education, Omaha Public Schools • Stan Timm, Director, Finance Department, City of Omaha • Dennis Wilson, former Manager of Government Affairs, Blackwell Sanders Peper Martin • Rachel Wise, Coordinator of Career and Technical Education, Omaha Public Schools RICHLAND, WA • LoAnn Ayers, (Coordinator), Project Director, Washington State University Tri- Cities • Larry James, Chancellor, Washington State University Tri-Cities • Gene Schreckhise, Associate Dean, Washington State University Tri-Cities • Johan Curtiss, Manager, Business LINKS • Karen Davis, Secretary • Patricia Loeffler, Office Assistant • Susan Sande, Business Information Specialist • Maureen Wright, Administrative Assistant • Tatyana Colgan, (Coordinator), Project Manager, Pacific Northwest National Laboratory • Gary Spanner, Director, Office of Economic Development, Pacific Northwest National Laboratory • Gary Petersen, Director, Office of Community Relations, Pacific Northwest National Laboratory • Kevin Whattam, Pacific Northwest National Laboratory • Sue Senner, Pacific Northwest National Laboratory • Wanda Munn, Councilwoman, Richland • Larry Haler, Councilman, Richland • John Fox, Councilman, Richland • Jerry Greenfield, Councilman, Richland • Rita Mazur, Councilwoman Richland • Carol Moser, Councilwoman, Richland • Terry Tanner, Councilman, Richland • Mayor Bob Thompson, Richland • Mayor Rob Welch, Richland • Ron Rabun, City Manager, Richland • John Darrington, City Manager, Richland • Matt Slavin, City of Richland Business & Economic Development Manager • Bill King, Assistant City Manager for Public Works and Economic Development, Richland • Jill Monley, Assistant City Manager for Administration & Finance, Richland • Mark Smith, Director of Economic Development, Richland • Diahann Howard, Economic Development Manager, Richland • Stan Arlt, Director of Public Works, Richland • Wyn Birkenthal, Director of Parks & Recreation, Richland • Joe Schiessl, Housing & Redevelopment Manager, Richland • Matt Kelleher, City of Richland • Sherry Gartside, City of Richland • Ray Sieler, Energy Services Director, Richland • Jim Cherry Power Analyst, City of Richland • Glenn Johnson, Director Fire and Emergency Services, City of Richland • Dave Bryant (Civil Engineer II), City of Richland • Tony Corsi, Police Services Director, Richland • Peter Squires, Assistant Public Works Director, Richland • John Finch, Water Treatment Plant Manager, Richland • Clint Whitney & Kris Stauffer, Richland Electrical System Design & Maintenance • Michael Getman, Richland Electrical Dispatch Center Manager • Steve Stairs & Neil Smoot, Street Development and Maintenance, Richland • Roy Carlson, Waste Water Treatment Plant, Richland • Rogers Lenk, Labor Relations, Richland • Kathy

Miller, Human Resources, Richland • Jim Penor, Landfill, Richland • Steve McNutt, Household Hazardous Waste Facility, Richland • Darcy, Vic & Leela, Utilities Budget Development and Rate Setting, Richland • Richard Smith, Director of Economic Development and Planning, City of PascoJess Greenough, Director of Public Works, City of Pasco • Reuel Klempel, Water Treatment Plant Manager, City of Pasco • Scott Keller, Executive Director, Port of Benton • Diane Jordan, Port of Benton • Dallas Breamer, Director, Tri-Cities Enterprise Center • Bill Henderson, Director, Tri-Cities Enterprise Center • Noreen Mulvehill, Loan Specialist, Tri-Cities Enterprise Center • Glenn Lamberson, Director, Small Business Development Center • Blake Escudier, Director, Small Business Development Center • Bobbi Littrell, Executive Director, Pasco and Franklin County Public Housing Authority • Brett Sanders, Director of Maintenance, Pasco and Franklin County Public Housing Authority • Richard Simler, Superintendent, Richland School District • Lee Thornton, President, Columbia Basin Community College • Maureen McQuerry, Teacher, Richland High School, Slavutych sister school liaison • Jerry Ringwood, Director, TRITEC Skills Center • Jim Toomey, Executive Director, Port of Pasco • Moe Frix, Director, Richland Chamber of Commerce • Ann Philipp, Director, Tri-City Area Chamber of Commerce • Kris Kelley Watkins Director, Tri-Cities Visitor & Convention Bureau • Chuck Anderson, Manager, Basin Disposal • Chuck Allen, Director, Applied Process Engineering Laboratory • Tom DiDomenico, Director, Washington Lender’s Network • Rosemary Dupree, Director, Pasco Downtown Association • Bryson Bailey, Recruitment Manager, Tri-City Industrial Development Corp. • Tri-City Area Rotary Club • Sunrise Rotary Club SPRINGFIELD, IL • Joe Aiello, Sangamon County Clerk • Dave Armstrong, Village President, Rochester, Illinois • Stan Biesada, St. John’s Hospital • Mike Boer, former President, Greater Springfield Chamber of Commerce • Vlad Brodsky • Wynne Coplea, Manager, Division of Waste and Recycling, City of Springfield • Timothy J. Davlin, Mayor, Springfield • Alicia Erickson (Coordinator), International Program Manager, Springfield Commission on International Visitors • Ron Fafoglia, Executive Director, TSP-Hope • Tim Farley, Executive Director, Springfield Convention & Visitors Bureau • Dan Frachey, Executive Director, Habitat for Humanity • Dr. Lee Frost-Kumpf (in memoriam), Professor, Institute of Public Affairs, University of Illinois at Springfield • Joe Gooden, Zoning Administrator, City of Springfield • Karen Hasara, former Mayor, Springfield • Terri Hempstead, Fund Development Director, St. Joseph’s Home • J. Michael Houston, Bank One, Springfield • Dr. Nancy Kalman, Vice President of Education and Student Services, Lincoln Land Community College • Gary Koch, Director of Communications and Education, Illinois Municipal League • Willis Logan, Executive Director, Springfield Housing Authority • Marshall Lemme, Business Projects Manager, Planning and Economic Development, City of Springfield • Kenneth Metcalf, Farmer • Kenneth Metcalf, Jr., Farmer • Dennis Pescitelli, AICP, DCCA Business Development • Marilyn Piland, Executive Director Enos Park Neighborhood Association • Dr. Robert Poorman, Founding President Emeritus, Lincoln Land Community College • Gail Record, former Coordinator, Springfield Commission on International Visitors • Chuck Rose, Senior Business Projects Manager, Planning and Economic Development, City of Springfield • Kim Rosendahl, Director of Tourism, Springfield Convention & Visitors Bureau • Nancy Scannell, Professor, Department of Economics, University of Illinois at Springfield • Tom Skelly, Water Division Manager, City Water Light and Power • Ruth Slottag, Chair, Springfield Commission on International Visitors • Ernie Slottag, Communications Director, Springfield • Katie Spindell • Abbie Spindell • Nicky Stratton, Executive Director, Looking for Lincoln • Anne Sustik, Coordinator of International Education, Illinois State Board of Education • Bruce Strom, Alderman, City of Springfield • Bruce Stratton, Stratton, Giganti, Stone and Kopec • Cecilia Tumulty, City Clerk, City of Springfield TOLEDO, OH • Brenda Balazs, Owner/Consultant, Success Solutions, Toledo • John Campbell, Financial Advisor, Savage & Associates, Toledo • Ted Czesak, Engineer (retired), Owens, IL • Aggie Dahar, Small Business Advisor, Chamber of Commerce, Toledo • John Donegan, Plant Operations, University of Toledo • Louis Escobar, City Council President, Toledo • Mayor, Jack Ford, Toledo • John Henry Fullen, Lathrop Developers, former Executive Director, Toledo Sister Cities International • William Homka, Director, Hancock Regional Planning Commission, City of Findlay • Felix Sampayo President, Jones and Henry Engineers Ltd, Toledo • Dr. Andrew Solocha, Associate Professor of

International Business, University of Toledo • Paul Tecpanecatl, Architect, Poggemeyer Design, Toledo • Jesse Torrence, Executive Director, Toledo Sister Cities International •