FOURTH QUARTERLY REPORT FY2020 USAID COMMUNITY AND MUNICIPAL GOVERNANCE INITIATIVE IN THE KYRGYZ REPUBLIC July 1, 2020 – September 30, 2020
This report was produced for review by the United States Agency for International Development (USAID). It was prepared by DAI.
Activity Title: USAID Community and Municipal Governance Initiative in the Kyrgyz Republic Contract Number: AID-176-C-16-00002 Sponsoring USAID Office: Democracy and Governance Office Contractor: DAI COR: Timurlan Baiserkeev Chief of Party: Robert Bodo
______The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government.
DAI will assume acceptance of this report by the United States Agency for International Development within 30 days of submission.
Cover Photo Description: Man helps for the “Tazalyk Doolot” waste collection and removal enterprise, Darkhan aiyl aimak.
PROJECT DESCRIPTION
USAID Community and Municipal Governance Initiative supports the Government of the Kyrgyz Republic to strengthen the vital relationship between local governing bodies and the public they serve. The project focuses on service delivery improvements that are highly visible to the public with immediate positive impacts—such as solid waste management, water, lighting, transportation, and local economic development—while concurrently building the capacity of partner local self-governments (LSGs) across all service areas for which they are responsible. The activity encourages peer learning and bolsters existing mechanisms for local self-governments to engage in a national dialogue.
Project duration: October 2016 to September 2021
Components:
Increasing LSG Increasing LSG Furthering and Effectiveness Legitimacy Sustaining Indigenous Kyrgyz LSG Support Improve LSGs’ ability Increase citizen Capabilities to deliver more engagement through Component 1 Component accessible and effective Component 3 3 Component Component 2 2 Component effective Promote peer-learning services communications and experience Improve operational strategies exchange and financial Improve dialogue Extend the project’s management of target between LSGs and successes through LSGs citizens networking and Improve budget replication among
procedures and partner LSGs transparency with Work closely with the active citizen Union of LSGs engagement
Project Objective: Strengthen the legitimacy and effectiveness of partner LSGs and improve their partnerships with relevant stakeholders with the aim to reduce the effectiveness-legitimacy gap.
CONTENTS PROJECT DESCRIPTION 3 ACRONYMS AND ABBREVIATIONS 5 EXECUTIVE SUMMARY 6 EXPLANATION OF CHALLENGES AND ACTIONS TAKEN 6 ACTIVITY IMPLEMENTATION PROGRESS OVERVIEW 7 OUTCOME I HIGHLIGHT: 8 OUTCOME 1: INCREASING LSG EFFECTIVENESS 9 OUTCOME II HIGHLIGHT: 13 DARKHAN LSG USES GOOGLE FORM AND WHATSAPP TO UPDATE ITS VIS13 OUTCOME II: INCREASING LSG LEGITIMACY 14 OUTCOME II: INCREASING LSG LEGITIMACY REPORT 14 OUTCOME III HIGHLIGHT: 20 OUTCOME III: SUSTAINED LOCAL CAPACITY 21 COMMUNICATIONS ACTIVITIES 30 PROGRESS ON PERFORMANCE INDICATORS 32 VALUE ADDED TAX 32 PERSONNEL AND RECRUITMENT 33 ANTICIPATED ACTIVITIES IN THE NEXT QUARTER 34 ANNEXES 35 ANNEX 1. PROGRESS ON PERFORMANCE INDICATORS 35 ANNEX 2. METHODOLOGY FOR THE SIMPLIFIED LSPAT/ CPAT 35
ACRONYMS AND ABBREVIATIONS
AA Ayil Aimak AK Ayil Kenesh AO Ayil Okmotu AWU Association of Water Users AMEP Activity Monitoring & Evaluation Plan CAMI Community and Municipal Governance Initiative (CAMI) in the Kyrgyz Republic CDCS Country Development Cooperation Strategy CGP Collaborative Governance Program (USAID) CPAT City Performance Assessment Tool CSOs Civil Society Organizations DPI Development Policy Institute GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit IRI International Republican Institute KOICA Korea International Cooperation Agency LSG Local Self-Government LSGPAT LSG Performance Assessment Tool M&E Monitoring & Evaluation MFM Mobile Feedback Mechanism MIS Management Information System MPP Municipal-Private Partnership PIRS Performance Indicator Reference Sheet PMP Performance Management Plan PSI Public Service Improvement Project SALSGIR State Agency of LSG and Inter-Ethnic Relations SDW Solid domestic waste SFAL State Fund of Agricultural Lands SMEs Small and medium-sized enterprises SED Social and economic development SEDP Social and economic development plan SUPPL Scaling up the peer-to-peer learning in public finance at the local self- government level in the Kyrgyz Republic project (World Bank) STS State Tax Service TAMIS Technical and Administrative Management Information System USAID United States Agency for International Development VAP Strengthening Voice and Accountability of Citizens’ Participation and Oversight of Budget Processes Project in the Kyrgyz Republic (Swiss Agency for Development and Cooperation) VIS Visible Improvement Strategy
EXECUTIVE SUMMARY
USAID Community and Municipal Governance Initiative in the Kyrgyz Republic (CAMI) started its operations in October 2016. This is the fourth quarterly performance report of Year 4, covering the project activities that were implemented in the July 1, 2020 – September 30, 2020 work period.
QUARTERLY HIGHLIGHTS . Tepe Korgon LSG, CAMI’s partner municipality, introduced the one-stop-shop principles to improve the quality of public and municipal administrative services and reduce bureaucracy through creation of a service center. . Darkhan LSG designed an online Google-Form-based questionnaire and launched a survey by sending the link to the questionnaire to its residents via WhatsApp mobile feedback mechanism to properly solicit and receive feedback from citizens. . Per CAMI’s suggestion the USAID-funded Active Communities Project implemented by FHI 360 could support the Union’s Online Helpdesk as a legal and consulting service to its municipal members.
EXPLANATION OF CHALLENGES AND ACTIONS TAKEN
The table below summarizes challenges, delays, or adverse conditions and actions taken or contemplated to resolve the situation, or any assistance needed to resolve the situation. Challenges Actions Taken Further Action Required In Quarter IV, CAMI faced CAMI staff are still working CAMI will follow the the challenge of COVID-19 remotely since March 19, 2020, due Government’s instructions spread in the Kyrgyz to the coronavirus outbreak related to the COVID-19 Republic and in the Project’s reaching its critical stage. situation in the country. partner rayons - Suzak and Nookat - in particular. The majority of the Project’s Y5 activities will be activities are conducted online in conducted online if the order to avoid mass gatherings COVID situation does not (except the Coordination Council get better. event that took place in Bishkek in late September). September 2020 was CAMI distributed an official letter The p roject activities will announced as the pre- regarding suspension of its activities continue as before after the election campaign one- and events to inform all of its parliamentary elections. month period in Kyrgyzstan. partners. Thus, USAID restricted implementation of activities and communications with the partner LSGs.
ACTIVITY IMPLEMENTATION PROGRESS OVERVIEW
OUTCOME I: INCREASING LSG EFFECTIVENESS . Local technical consultants provided coaching sessions and assisted in conducting priority activities in nearly all of CAMI’s partner LSGs; . The implementation of VIS services in all the pilot municipalities were closely monitored.
OUTCOME II: INCREASING LSG LEGITIMACY
. In August 2020, the training “Joint Monitoring and Evaluation of Organization and Delivery of Services at the Local Level. Transparency and Accountability of LSGs’ Activities. Methodology for Designing Municipal Citizen Budgets” was held for CAMI’s partner NGOs; . In August 2020, the project’s LSGPAT tool was piloted in Nookat city, as well as Teploklyuchenka, Kosh-Dobo, and Beshikjon rural municipalities; . The VIS update process was launched in Darkhan.
OUTCOME III: FURTHERING INDIGENOUS KYRGYZSTANI LSG SUPPORT CAPABILITIES
. The Coordination Council Meeting was conducted in Bishkek; . Three-day online training was conducted for the partner NGOs; . The online training on the Local Service Delivery Program was conducted for the Public Administration Academy’s faculty and trainees.
OUTCOME I HIGHLIGHT: SUCCESSFUL LAUNCH OF THE MARKET ECONOMY PRINCIPLES AND MECHANISMS FOR CONSULTING SERVICE DELIVERY
Administrative services, such as provision of documents and information to the population in Tepe- Korgon, were provided by territorial-public self-government bodies. Administrative services were provided by chairmen of these bodies in different regions in a haphazard, LSG manner as there was no single regulation concerning service delivery standards, and there was also weak control over the quality of services.
The main reason for the poor quality of such services was constrained financing resulting from the low amount of local budget revenues. Some buildings and offices were in a poor condition, for example, one of them was located in the building previously used as a public bathhouse.
CAMI’s Consultants and experts identified a number of problems that adversely impacted the quality of service delivery and areas requiring additional efforts: . lack of satisfactory premises for provision of administrative services; . low capacity of the LSG staff and capacity building through training, consultations, and coaching; . lack of skills and knowledge about how LSGs can draft and approve regulations for one-stop- shop operations, that would guide issuance of accurate and timely information and documents to citizens; . lack of standards, schedules for obtaining information, documents, certificates; . lack of experience in public monitoring of quality administrative services.
The main goal of introducing the one-stop-shop principles was to build the capacity of executive local self-government bodies, improve the quality of public and municipal administrative services, and reduce bureaucracy in Tepe-Korgon LSG through the creation of a service center.
The CAMI project provided technical assistance in building capacity of the LSG staff, preparing regulations for the operation of an information center based on the one-stop-shop principles, and drafting decisions issued by local self-governments and local councils. In addition, advisory assistance was provided on how to raise funds to construct an appropriate building required for the information center. In turn, Tepe-Korgon LSG made efforts to construct a building for the service center. Local council members issued a resolution regarding allocation of KGS 230 000 from the local budget for construction and interior/ exterior finishing of the premises. In addition, Tepe-Korgon LSG received donor funding from the UNDP to equip the information center with office equipment and furniture.
Currently, the number of beneficiaries receiving information and administrative services provided by the service center operating based on the one-stop-shop principles has reached 3,960 local residents, including 2,008 men and 1,952 women.
Tepe-Korgon LSG received positive responses from residents, citizens are highly satisfied with the quality of service delivery as now people save a lot of time and money on travel expenses because they are informed about the center’s office hours and when they can receive information services they need.
Currently, the one-stop-shop information center in Tepe-Korgon provides the following services:
. issuance of certificates of residence; . family composition certificates; . documents regarding livestock owned by households.
By the end of 2020, the center is planning to launch the provision of such services as:
. issuance ID-cards; . marriage certificates; . birth certificates.
After 2020, the center is expected to start digitalization of its services, including possible delivery of mobile-phone consultations to citizens using innovative technologies, such as messenger.
OUTCOME 1: INCREASING LSG EFFECTIVENESS In this reporting period, the Project’s partner municipalities made solid progress in service delivery.
1.1 INCREASING STAFF COMPETENCY AND CAPACITY
1.1.1a SERVICE DIAGNOSTIC
TEST THE SIMPLIFIED LSGPAT/ CPAT TO IDENTIFY PROGRESS IN THREE RURAL AND ONE URBAN MUNICIPALITY
As described in the previous quarterly report, CAMI proposed handing over the LSGPAT/ CPAT tool to the Rebicon consulting firm so that it could further use it for providing fee-based consulting services to LSGs after CAMI’s closure. The partners from Rebicon accepted the offer and developed a methodology for the simplified LSGPAT/ CPAT as their contribution to enhance the product. On September 9, 2020, Rebicon presented its draft methodology to CAMI for review and discussion. Upon incorporating CAMI’s comments and suggestions, Rebicon submitted the methodology for the simplified LSPAT/ CPAT, which is enclosed in this quarterly report (Annex 2).
PROVIDE TARGETED COACHING TO ENABLE ACHIEVEMENT OF THE EFFECTIVENESS INDICATORS
During this quarter, CAMI’s local technical consultants provided coaching sessions and assisted in conducting priority activities in nearly all the project’s partner LSGs. It should be noted that all coaching sessions and consultations were provided remotely via different communications channels (Skype, WhatsApp, phone calls, etc.).
1.1.1b ASSIST PARTNER LSGS TO COMPLETE THEIR VISES COMPLETE MONITORING OF THREE SERVICES UPON RECEIPT OF ALL SUPPORTING DOCUMENTATION FOR ALL 12 STEPS OF VIS IMPLEMENTATION
Detailed information on this activity is provided in Annex 1. Progress on Performance Indicators .
OVERSIGHT OF VIS IMPLEMENTATION AT THE LOCAL LEVEL OR IMPLEMENTATION OF INDIVIDUAL SERVICES, WHENEVER THE NEED ARISES
During this quarter, CAMI’s technical consultants continued to deliver coaching sessions as the project’s support for LSGs’ implementation of the existing services. For instance, 17 partner municipalities in Naryn, Osh, and Jalal Abad oblasts conducted meetings of their Joint Monitoring and Evaluation Groups to improve launch service delivery indicating the last phase of the 12 steps listed in the VIS implementation methodology.
ASSIST IN IMPLEMENTING THE VIS STEPS THROUGH COACHING TO BE PROVIDED BY THE NGOS CAMI considers its partner NGOs as one of the key elements of its Exit Strategy or Post-Project Phase. CAMI will transfer its knowledge on VIS implementation to the selected NGOs through an on-the-job learning process, i.e. the NGOs will independently implement VISes in one or two non-partner LSGs. During this quarter, a new non-pilot municipality – Tyup, Tyup rayon, - signed a Tripartite Agreement with the CAMI and the Issyk Kul Association of Women’s Communities (IAWC) NGO from Issyk Kul oblast. The IAWC and Tyup LSG have already launched preparatory steps, including desk review of the Social and Economic Development Plan. Another two partner NGOs – Jamaattar Kireshesi from Osh oblast and Rural Advisory Service from Jalal Abad oblast - are also implementing the VIS process with Kok Jar and Akmat non-partner LSGs. More information on this activity is presented in Activity 3.3.1 of this report.
MONITOR THE IMPLEMENTATION OF ALL 12 VIS STEPS (FOS)
During Quarter IV, CAMI’s Component I Leader, Local Technical Consultants, and Field Officers monitored the implementation of VIS services in all the partner municipalities remotely using different communication tools. Notwithstanding difficulties of the remote format of the project’s operations, CAMI was able to successfully track the status of service implementation, identify bottlenecks and hurdles, and provide consultations to its partner LSGs.
1.1.2a BUILD CORE CAPACITIES FOR VISIBLE SERVICE PERFORMANCE
CONDUCTED COACHING FOR LSGS AND LOCAL COUNCIL MEMBERS
As it was reported in the previous quarter, CAMI delivered consultations to Teploklyuchenka local council members on how to draft a list of additional municipal services and their requisite standards. Based on this work, Teploklyuchenka LSG approved a list of additional municipal services. This list includes municipal services provided to individuals and legal entities, either free-of-charge or on a paid basis and is prepared in addition to the Register of Municipal Services taking into account the context and local budget capacity in each region.
COACH ON THE EXAMPLES OF EFFECTIVE MUNICIPAL ENTERPRISES
As was reported in the previous quarters, CAMI has been providing assistance to Naryn city, which received an EBRD loan to improve management of its drinking water supply. During this quarter, CAMI’s short-term expert completed her assignment of delivering coaching sessions to Vodokanal municipal water supply enterprise. Naryn city officials are currently exploring further steps that should be undertaken to improve the municipal enterprise’s operations.
1.1.2b ROAMING TECHNICAL SPECIALISTS ASSIST LSGS IN PLANNING, BUDGETING, SERVICE MANAGEMENT, AND OVERSIGHT RELATED TO SELECTED SERVICE IN ROUNDS I, II, III
During this quarter, CAMI experts and consultants continued coaching partner municipalities on the following topics: . service delivery planning, budgeting, implementation, and oversight; . land management; . asset management; . drafting of local legal acts regulating service delivery; . procedures for conducting public budget hearings; . legal consultations.
ASSISTED LSGS IN PROCURING CONSULTING SERVICES THROUGH THE PUBLIC PROCUREMENT PORTAL VIA NGOS
In this quarter, CAMI’s partner NGO – Issyk Kul Association of Women’s Communities (IAWC) - and the non-partner Tyup LSG signed a cooperation agreement with CAMI. More detailed information is provided in Activity 3.3.1 of this report.
1.3 ADVANCED FINANCIALLY SUSTAINABLE, LOCAL SOLUTIONS 1.3.1 MAXIMIZE OWN SOURCE REVENUE
ASSISTED LSGS TO INCREASE LOCAL BUDGET REVENUES AND WORK ON THE RULES AND PROCEDURES ALLOWING THEM TO MINIMIZE COSTS AND REDUCE THE BURDEN FOR THE LOCAL BUDGET
Shifted to Year 5 due to the COVID-19 pandemic in the country.
ASSISTED LSGS TO EXPAND THE LOCAL BUDGET SUBSIDIZATION SYSTEM
During this quarter, there were certain disruptions in the budget subsidization system resulting from the COVID-19 outbreak. For instance, Lipenka LSG had plans to launch various services related to provision of extracurricular activities and classes for local children, which, however, did not materialize due to the Pandemic. Since the service was not delivered, the LSG did not provide local budget subsidies for such activities. A similar situation was observed in other locations across the country. Once the quarantine restrictions are lifted, service delivery is planned to be launched and, consequently, local budget subsidies will be allocated.
1.3.2 LSG INVESTMENT STRATEGY INTERVENTIONS
ASSISTED PARTNER LSGS TO LAUNCH THE PRACTICE OF OUTSOURCING MUNICIPAL SERVICES WITH A FOCUS ON PRIVATE SECTOR INVESMENT AND INVOLVEMENT
During this quarter, CAMI experts and consultants provided coaching to beneficiaries of another USAID-funded project – Jigerduu Jarandar (Active Citizens). Around 40 initiative group members of the Jigerduu Jarandar project participated in the webinar, where CAMI’s Component 1 Leader and experts prepared an introductory presentation about the general concept, methods, and forms of service delivery. In the second part of the presentation, CAMI experts discussed solid waste management and drinking water supply services as examples to illustrate how local services could be outsourced to private sector entities. The webinar participants demonstrated great interest and requested that CAMI’s staff provide more information. Both USAID projects agreed to continue their cooperation.
OUTCOME II HIGHLIGHT: DARKHAN LSG USES GOOGLE FORM AND WHATSAPP TO UPDATE ITS VIS
Given the need to update its VIS for 2021 (namely, its list of priority issues and services) and the challenges brought about by the quarantine restrictions, CAMI’s partner Darkhan LSG designed an online Google-form-based questionnaire and launched the survey by sending the link to its local residents via WhatsApp mobile feedback mechanism and email.
The questionnaire covered 25 issues of local importance. As it was stated in the survey, the information collected from the local population would be presented to the Darkhan working commission members for further processing and decision making.
This particular approach was motivated by the prohibition on public gatherings during the quarantine period. Therefore, the LSG decided to conduct an online survey.
The approach employed by Darkhan LSG demonstrated: . creativity and flexibility of the LSG staff; . the LSG’s readiness to put in practice knowledge they received from the CAMI project (e.g. how to develop online questionnaires and use communication channels to address various issues existing in the community, etc.); . prompt reaction on the part of Working Commission members in providing responses to citizens’ inquiries through various messengers (WhatsApp, Telegram, etc.); . motivation of Darkhan LSG staff to keep in touch with local citizens via WhatsApp, social networks, cell phones, etc. during the quarantine.
Darkhan LSG staff also noted that the online questionnaire was very helpful for covering a broad range of citizens who had to stay home due to the COVID-19 restrictions and that the LSG learned how to properly solicit and receive feedback from local citizens.
OUTCOME II: INCREASING LSG LEGITIMACY
OUTCOME II: INCREASING LSG LEGITIMACY REPORT
2.1 STRENGTHENED STAKEHOLDER ENGAGEMENT IN LSG PLANNING AND EXECUTION
2.1.1A INSTITUTIONALIZE STAKEHOLDER ENGAGEMENT IN DEVELOPMENT OF VISIBLE IMPROVEMENT STRATEGIES (VIS)
From September 10 to September 28, 2020, Darkhan LSG carried out the survey among local residents to update its VIS for the period of 2020-2021. A total of 483 citizens responded to this survey.
The survey results demonstrate the following prioritization of local issues ranked by Darkhan citizens:
. Social issues: drinking water supply (58.2%), reconstruction of local roads (20.9%), and lack of community centers for local youth. . Environmental issues: solid waste collection and removal (46.6%), street lighting (27.1%), and recreational areas and activities (14.7%). . Educational issues: construction and maintenance of school buildings (36.8%), renovation of the local kindergarten and hospital (26%), and organization of sports, music, and educational centers in the municipality (26%). . Agriculture-related issues: irrigation water supply (40.5%), purchasing of tractors, harvesters, and other agricultural machinery and equipment (37.6%), and improvement of veterinary services (14.6%). . Issues related to local economic development: creation of employment (38.8%) and income- generation (35.7%) opportunities for local youth; information on how to start a business (14.6%). . Additional suggestions and recommendations provided by Darkhan citizens: regular provision of information about local councils’ activities; issues related to local cemeteries; a shortage of doctors in Darkhan; and migration issues.
The survey results will be provided to the deputies of Darkhan Aiyil kenesh for review and discussed at the next public hearings (after the elections of Jogorku Kenesh Deputies). Finally, once all the procedures are complete, the updated VIS will come into effect.
2.1.1B INSTITUTIONALIZE STAKEHOLDER ENGAGEMENT IN PLANNING, RESOURCING, SERVICE MANAGEMENT, AND OVERSIGHT
As part of the Project’s cooperation with JM&EGs, CAMI’s local consultants and field officers have been delivering online consultations covering the following topics: . Updates of the additional municipal services registers and standards (these registers were approved at the local council sessions in August 2020) – delivered to Teploklyuchenka and Jety Oguz LSGs, Naryn town administration; . How to improve customer accounting and billing and how to increase revenues (the municipal enterprise was provided with information on the billing system, as well) - delivered to Kerege Tash LSG; . Tax administration by local authorities - delivered to all partner LSGs in Issyk Kul oblast; . Implementation of municipal communications strategies - delivered to all partner LSGs; . Municipal assets inventory and registry of municipal movable and immovable property - delivered to Emgekchil LSG; . Citizen charters – delivered to Ak Chiy, Jety Oguz, Alya Anarov, and Kerme Too LSGs; . VIS preparation and implementation - delivered to Teploklyuchenka, Darkhan, and Orgochor LSGs, Naryn town administration, LSGs in Naryn and Kochkor rayons; . Issues related to public and municipal services - delivered to Kulatov LSG; . One-stop shop services - delivered to Beshikjon LSG; . Land issues - delivered to LSGs in Naryn and Kochkor rayons; . How to maintain municipal property registry; . Financial reporting – delivered to Nookat Kommunalshik municipal enterprise; . Tariff calculations for solid waste collection services – delivered to Tepke LSG, Barpy LSG; . Drinking water supply services; . Irrigation water supply - delivered to Bagysh LSG; . Solid waste collection and removal (including cost calculation) – delivered to Tepke LSG; . Tender procedures to hire local veterinarians - delivered to Tepke LSG; . Tender procedures to procure consulting services - delivered to Tup LSG; . Public budget hearing procedures - delivered to all partner LSGs in Suzak and Bazar Korgon rayons; . Organization of sports centers’ operations - delivered to Kurmanbek LSG; . Improvement of veterinary services – delivered to Tepke LSG; . Creation of JM&EGs - delivered to Naryn town administration; . How to draft citizen budget - delivered to Karakol town administration.
In Quarter IV, JM&EGs in the 18 partner LSGs monitored 19 services listed in the table below:
ROUND I ROUND II ROUND III LSG SERVICE LSG SERVICE LSG SERVICE Collection and removal Collection and Collection and of solid Isanov removal of solid removal of solid domestic domestic waste domestic waste. waste Dobolu Improvement Collection and Kok-Art of the Irrigation water Zulpuev removal of solid drinking water service domestic waste supply system Organization Collection and Extracurricular of a place for Kenesh removal of solid Jan-Bulak activity roller-skating domestic waste Collection and Beshik- One Stop Improvement of Kara-Tash removal of solid Jergetal Jon Shop veterinary services domestic waste Collection and Improvement of Mirmahmudov removal of solid Emgekchil drinking water domestic waste supply system Collection and Collection and Jany-Nookat removal of solid Chet-Nura removal of solid domestic waste domestic waste Production and placement of signs Extracurricular Kochkor Emgek-Talaa with street names activity in two languages Collection and Ortok removal of solid domestic waste Improvement of On-Archa veterinary services Irrigation water Min-Bulak service Naryn city Street lighting
2.1.1.C ASSIST LSGS IN UPDATING CITIZEN CHARTERS TO INSERT DECISIONS CONCERNING PUBLIC SERVICE DELIVERY (UNION OF LSGS)
Due to the difficult ongoing and anticipated circumstances (the upcoming parliamentary election and COVID-19 related restrictions for public gatherings), all actions under this activity are expected to be resumed and continued in the next project year (Year 5).
With regard to the citizen charters activities, the following actions were undertaken by the Union of LSGs:
. Creation of a working commission for drafting citizen charters; . Decisions of LSG heads regarding approval of lists of working commission members and measures to be implemented for preparation and discussion of draft citizen charter; . Drafting of citizen charters and their dissemination among local community members; . Legal review of comments received (Union’s current work).
The six steps for updating citizen charters have remained as follows: . Discussion of draft citizen charters at community meetings and incorporation of suggestions from local community members; . Discussion of pre-final draft citizen charters at local community meetings (held in rural/ urban municipalities); . Approval of citizen charters (prepared for the first time) by local councils and procedures for citizen charters’ entry into force; . Making amendments and additions to existing citizen charters and procedures for drafting local council resolutions regarding approval of citizen charters; . Entry into force of local council resolutions regarding approval of citizen charters; . Informing local communities of adopted citizen charters.
2.1.2.A SUPPORT TO AKS/ CKS IN CONDUCTING PUBLIC HEARINGS WITH ENGAGEMENT OF WOMEN AND MINORITIES
During this quarter CAMI’s experts and local technical consultants remotely assisted Mogol LSG to conduct a public budget hearing. The total number of participants accounted for 46 residents, including 22 women. Within the framework of VIS activities, non-pilot LSGs Kok Jar and Tyup conducted three focus group discussions to identify the priority services. In general, 65 community members, including 31 women, participated in the focus groups.
Non-pilot Kok Jar LSG selected the following priority services: . Develop the additional list and standards of municipal services . Improve the service of drinking water supply . Improve the service of trash collection . Improve the budget process in ayil okmotu
Non-pilot Tyup LSG selected the following priority services: . Improve the service of trash collection . Improve the service of drinking water supply . Rehabilitate local roads . Create conditions for local economic development . Improve the service kindergartens
2.1.3 SUPPORT FOR CITIZEN MONITORING; LAUNCH SMS CITIZEN FEEDBACK MECHANISM
17 partner LSGs continue using WhatsApp mobile feedback mechanism. The table below demonstrates the number of citizen requests received by the partner LSGs via WhatsApp (as of September 11, 2020):
LSG # of HH s Number of Total number WA l aunch date registered of appeals persons in the received via LSG’s contact WhatsApp list mobile mechanism Issyk Kul oblast Teploklyuchenka 2 830 1 901 846 October 26, 2017 Boz Uchuk 1 270 809 747 November 20, 2018 Kerege Tash 1 513 310 239 November 13, 2018 Darkhan 1 925 847 379 July 18, 2018 Orgochor 1 052 1 097 471 July 18, 2018 Ak Bulun 960 847 505 July 18, 2018 Ak Dobo 1 938 210 104 July 1, 20 19 Jalal Abad oblast Beshik Jon 3 195 612 257 July 10, 2018 Osh oblast (Nookat rayon ) Isanov 3 703 186 177 August 6, 2018 Kenesh 2 543 233 220 August 6, 2018 Zulpuev 3 727 247 227 August 6, 2018 Kara -Tash 2 294 284 154 August 6, 2018 Mirmakhmudov 3 685 190 178 August 6, 2018 Kulatov 3 474 145 66 August 6, 2018 Jany Nookat 4 979 803 513 August 6, 2018
Naryn oblast Kosh Dobo 730 492 565 July 17, 2018 Cities Nookat 2 332 65 61 April 25, 2019
The current achievements within the MFM:
In Zulpuev LSG: as part of the WhatsApp activities, at the initiative of the local youth in Kashkaldak village, an explanatory work was carried out on the issue of unauthorized crossing of the red line and the opening of the sidewalks.
At the initiative of the local youth in Uch Bai village, several local problems were solved with the help of WhatsApp feedback mechanism, for example, a single mother of four children will soon move to a new house currently being constructed for her family.
In Isanov LSG: As part of the WhatsApp activities, local sponsors provided financial and in-kind assistance (medicines and equipment) for the local rural health post. In addition, they provided food and other supplies to those in need. Moreover, WhatsApp feedback mechanism was used by local residents to provide help to their fellow citizens and distribute important information.
In Kenesh LSG: WhatsApp feedback mechanism was used to distribute the solid waste removal schedule. During the spread of COVID-19, citizens sent their requests for assistance (financial support and food supplies) to local authorities.
TEST/PILOT THE SIMPLIFIED LSGPAT/CPAT IN THREE RURAL AND ONE URBAN MUNICIPALITIES
CAMI successfully completed its testing/piloting activities for the Legitimacy Component of the simplified LSGPAT.
This tool was tested in the following three rural municipalities and one town: Beshikjon, Kosh Dobo, Teploklyuchenka LSGs, and Nookat city.
Over the past three years, the project has delivered trainings to the LSG staff of its partner municipalities (officers responsible for implementation of WhatsApp feedback mechanism), provided equipment required to launch the mechanism, and monitored its implementation.
CAMI’s partner LSGs’ capacity was greatly improved in areas such as the use of IT technologies, social media, SMM-tools; creation of online Google-Form-based questionnaires; use of MS Excel for processing and analyzing responses received through Google-Form-based questionnaires; and use of WhatsApp, Facebook, and Twitter distribution lists. For example, some LSGs conducted local surveys by designing their online questionnaires and distributing them among local residents via WhatsApp contact lists, such LSGs include Teploklyuchenka (received 101 responses to its online survey), Kosh Dobo (11 local citizens responded to the online survey), and Nookat (9 residents participated in the local online survey).
Note: The benchmark of this testing/ piloting exercise was Teploklyuchenka (because it has the largest WhatsApp contact list).
The examples provided above demonstrate that the LSGPAT/CPAT testing/ piloting activity was quite successful and that LSGs can use online tools to reach out to wider target audiences in different contexts and for various purposes. The outcomes of the LSGPAT/CPAT testing will be provided to the Rebicon consulting company (as part of the project’s exit strategy) for drafting a single comprehensive methodology.
2.2 RECONCILING COMMUNITY EXPECTATIONS WITH LSG RESOURCES 2.2.1 ASSESS COMMUNITY EXPECTATION GAP
CONDUCT TRAINING SESSIONS ON REPORTING TEMPLATES OF LSGS APPROVED BY THE SALSGIR FOR SELECTED NGOS
This information is provided in the section dedicated to Component 3.
2.2.2 STRENGTHEN LSG PUBLIC OUTREACH, “PROACTIVE DISCLOSURE” OF INFORMATION, AND PARTNERSHIPS WITH NGOS TO HELP SHRINK COMMUNITY EXPECTATION GAPS
COMPLETED
OUTCOME III HIGHLIGHT: ONLINE HELPDESK
The Union systematized and expanded its legal Help Desk for rural local self-governments which, in its turn, allows the Union to achieve the following goals:
- demonstrate the benefits of the Union’s paid membership; - generate steady demand from the LSGs’ side – members of the Union – for its legal services; - enhance the Union’s institutional sustainability through increasing the number of rural LSGs paying their membership fees.
For the last nine months, the Union received 35 requests for consultations from 13 LSGs via e- mail and phone calls. The Union prepared and sent responses to the respective LSGs through the same means of communication.
The increasing number of questions received points to the growing awareness among the LSG Union’s members of the need to pay membership fees.
Consistent and timely provision of consultations created a steady demand among the LSGs – LSG Union’s members – for legal services, as suggested by the available data on the number of requests received.
The Online Helpdesk has become particularly popular and gained importance in the new conditions of the pandemic. LSGs asked numerous questions related to the state of emergency declared in the wake of the COVID-19 outbreak, such as: the procedures for introducing restrictive/quarantine measures; LSGs’ duties and responsibilities when carrying out mobilization measures to prevent natural disasters, emergencies and addressing their consequences; citizen engagement in emergency cases; remuneration of employees who had to work on weekends, etc.
On the other hand, in the context of quarantine and social distancing, this service was instrumental in provision of remote support and legal assistance to LSGs, helping them avoid mistakes and disruptions in their work.
Therefore, CAMI suggested that the USAID-funded Active Communities Project implemented by FHI 360 could support the Union’s Online Helpdesk as a legal and consulting service to its municipal members. The Online Helpdesk became a crucial tool that provided tangible help to LSGs, especially during their efforts to address COVID-19-related issues. As a result of this innovative and sustainable approach and solid collaboration between CAMI and the FHI 360 “Active Communities Project”, the Union of LSGs received $24 000 for the Online Helpdesk operation.
OUTCOME III: SUSTAINED LOCAL CAPACITY
3.1. FURTHERING INDIGENOUS KYRGYZSTAN LSG SUPPORT CAPABILITIES 3.1.1 IMPROVE COORDINATION THROUGH CAMI-SUPPORTED MECHANISMS
On September 25, 2020, CAMI conducted its regular Coordination Council meeting at the Park Hotel , attended by other donors, projects, state agencies, partner organizations, the Union of LSGs, local consulting companies, and NGOs.
The goal of the event was to inform CAMI’s partners and stakeholders of its progress in implementation of the Exit Strategy and coordination of the project’s activities.
Most of the presentations delivered at the meeting covered the issues related to the Project Post- Activity Mechanisms, such as:
1. CAMI’s Exit Strategy and its key elements and actors: the partner NGOs, legislation of the Kyrgyz Republic, Union of LSGs, and partnership projects. 2. the current status of activities related to development of the LSG Code. 3. the review of the progress of the LSG Union in working with its members:
˗ the peer-to-peer peer learning platform - TV reports; ˗ the online legal Help Desk; ˗ assistance to local self-government bodies in updating citizen charters; ˗ preparation of the Report for the Kyrgyz President on the Status of Local Self-Governance in the Kyrgyz Republic.
Additionally, two partner municipalities presented their best practices: . Creation of a municipal enterprise in Teploklyuchenka LSG, Issyk Kul oblast; . Creation of a one-stop-shop in Tepe Korgon, Osh oblast.
CAMI partners, donors, and representatives of other projects also shared their news and plans, which was useful for further coordination of CAMI’s activities.
3.2. PROMOTING NEW AND EXISTING PRODUCTS, SERVICES AND PRACTICES
3.2.1. INTRODUCE NEW AND EXPANDED USAGE OF EXISTING PRODUCTS, SERVICES AND PRACTICES
CAMI developed and published two articles in The Munitsipalitet journal: updated the success story of Edita from Tepke and the article on management of lands listed in the State Agricultural Land Fund.
The first article tells about the Tepke municipality's initiative to create a municipal-private partnership. As a result of their discussion with Tepke residents, the local authorities decided to use the existing abandoned building for a small sewing business, which would provide jobs for local women.
The municipality leased a building with sewing equipment through a tender. As a result, in September 2020, the municipality:
- receives rent from the leased premises and equipment, which have become an additional source of revenue for the local budget. - every month four workers of the sewing shop purchase tax licenses (patents) and these funds go to the local budget. - the local population, mainly women, no longer have to travel to Karakol (about 20 km) for sewing services. - The sewing enterprise provides its services to citizens of two villages - Tepke and Kurbu, including 2,450 people, or 460 households.
The second article is dedicated to the issues of effective municipal management of state agricultural lands. This is a good opportunity to generate additional revenues for the local budget, but do the local government bodies receive the income that these lands are potentially capable of generating? What can be done to turn potential income into real? The local authorities could receive answers to these and other questions after they attended coaching sessions provided as part of CAMI’s assistance to some municipalities of the Kyrgyz Republic.
CAMI also continued to prepare its best practices to be disseminated and replicated by other municipalities across the country. One such practice told about the successful launch of solid waste collection and disposal service in Nookat and was submitted to the LSG Union’s repository of best practices.
This best practice demonstrates effective methods of improving the quality of solid waste collection and disposal service in the city of Nookat, where the municipal enterprise Nookat Kommunalschik , with the support of the Nookat town administration, managed to develop and introduce new economically justified tariffs for solid waste collection and removal service. In the process of developing and introducing tariffs, the local authorities held public hearings to discuss and approve the tariffs with citizen engagement and later by local council members.
These activities were held in the municipality for the first time and allowed to create favorable conditions for involving citizens in the decision-making process. The majority of the city’s population has become increasingly willing to pay for solid waste collection and removal service, thus, helping to improve the sustainability and economic viability of the service provider - Nookat Kommunalschik . The service provider began to generate revenues and pay taxes to the local budget. The management of Nookat Kommunalschik installed digital GPS-navigators with a single control panel and video control over the operation of tractors. The LSG reduced its subsidies to the service provider, thus, saving local budget funds and improving fund management, which is also an important achievement.
3.3. ENSURE A POST-ACTIVITY MECHANISM FOR LSG ASSISTANCE AND SUPPORT
3.3.1. MODEL FOR THE POST-ACTIVITY MECHANISM FOR LSG ASSISTANCE AND SUPPORT
I. Jalal Abad Rural Advisory Service became the first out of all of the CAMI’s partner NGOs implementing the new fee-based consulting principles at the local level in the Kyrgyz Republic. In May 2020, Jalal Abad Rural Advisory Service won the tender for consulting services announced by Akman municipality in Bazar Korgon rayon.
At present, Jalal Abad Rural Advisory Service assists Akman municipality in preparation of municipal enterprise documents, such as:
. legal registration of the municipal enterprise, . inventory of assets handed over to the municipal enterprise, . calculation of water supply tariffs.
II. Osh Jamaat Kireshesi became the second out of all CAMI’s partner NGOs implementing the new fee- based consulting principles at the local level in the Kyrgyz Republic. In August 2020, Osh Jamaat Kireshesi won the tender for consulting services announced by Kok Jar municipality in Nookat rayon.
The CAMI staff would provide technical assistance to Osh Jamaat Kireshesi in delivering its scope of work. In particularly, CAMI will cover Jamaat Kireshesi ’s transportation costs to travel to Kok Jar municipality and provide legal assistance and technical support in case difficulties arise in the implementation of its contractual obligations.
Jamaat Kireshesi set a goal – to help Kok Jar municipality, by December 2020, implement all 12 VIS steps related to prioritization, agreement, approval, and implementation of activities to launch two services: introduction of drinking water supply tariffs and organization of public budget hearings.
The NGO met with the LSG and local community and held the following presentations and discussions:
1. an introductory meeting with the LSG representatives, presentation of the VIS development methodology, review of the ESDP analysis results; 2. two initial focus groups to create working groups and prioritize services; 3. preparation of public hearings on local budget issues and prioritization of services.
III. The NGO Issyk Kul Association of Women’s Communities (IAWC) became the third out of all the CAMI’s partner NGOs implementing the new fee-based consulting principles at the local level in the Kyrgyz Republic. In August 2020, the IAWC won the tender for consulting services announced by Tyup municipality.
The NGO conducted an introductory meeting, presentation of the process for creating a working commission, responsibilities of a working commission, the role of a working commission in preparing the Visible Improvement Strategy for Tyup LSG.
Then the IAWC conducted a focus group where the VIS development methodology and a review of the SEDP analysis were presented. A discussion was also held on the selection of priority services to be included in the VIS. Later, the IAWC assisted the municipality in preparation of standards, indicators and methods to implement the selected services.
During all of the meetings, the partner NGOs strictly followed the COVID-19 prevention requirements and recommendations, such as sitting arrangements with 1.5-2-meter distance between participants of all public meetings and requirements to wear face masks. Hand sanitizers were also provided.
The CAMI staff provided technical assistance to the NGOs in delivering consulting services to LSGs. For instance, CAMI covered the NGOs’ transportation costs to travel to municipalities and provided legal assistance and technical support in difficult situations.
CAMI provided the NGOs with all necessary materials: presentations, handouts, leaflets, and booklets.
Training “Monitoring and Evaluation of Local Service Organization and Delivery by LSGs. Transparency and Accountability of LSGs’ Activities”
In August 26-28, 2020 CAMI conducted a three-day online training for the partner NGOs. The training topics included:
1. Monitoring and evaluation of local service organization and delivery; 2. LSGs’ accountability; 3. Preparation of the Citizen Budget
The training was attended by 19 participants representing the non-governmental organizations selected by CAMI for further independent delivery of consulting services for Kyrgyz municipalities. The sessions were largely organized as workshops and discussions of case studies on the training topics.
The selected NGOs already attended trainings on the topics of monitoring and evaluation and preparation of the Citizen Budget. The discussion of these topics envisaged analysis of a case study – a contract signed between an LSG and a drinking water provider – and exercises where the participants designed indicators and drafted an M&E work plan. The participants also successfully completed homework of preparing an M&E system for an example contract.
In 2019, the SALSGIR, with the support of CAMI, approved three handbooks on LSGs’ accountability and reporting: (1) LSGs’ reporting and accountability to their local population regarding SEDP implementation; (2) LSGs’ reporting and accountability to local councils regarding local budget execution; (3) local council members’ reporting to their constituencies.
Until present, these handbooks have not been used in the country, therefore, it was important to provide the partner NGOs with skills and knowledge on introducing the accountability systems at the local level.
These topics attracted significant attention on the part of the participants who confirmed their intention to use the newly gained skills in their activities not only under CAMI, but also in other projects.
The training handouts included practical case studies on all of the topics that would help the NGOs to create template documents for their future activities.
The Citizen Budget drafting methodology prepared under CAMI has its specific features. The content of the Citizen Budget combines not only accountability of LSGs to their communities for local budget execution, but also responsibility of citizens to fulfill their payment obligations to the local budget. Thus, the Citizen Budget also contains LSGs’ message for the local population for the joint handling of budget- related issues and joint responsibility for the financial situation in the municipality.
It was important for the participants to understand these specific features during analysis of an example Citizen Budget. Therefore, the participants discussed the Citizen Budget prepared for the town of Naryn and, as a result of this discussion, they better understood all the specific features of this document and its updated format.
In addition, some of the participants shared their experience of designing and presenting the Citizen Budgets for the towns of Karakol and Naryn. Also, this training included online pre- and post-tests – the practice that was used for the first time in the Project. Only 11 out of the 19 participants managed to complete the tests, however, it is highly probable that the participants made mistakes while completing the tests electronically. During the training, all the participants demonstrated sound knowledge and skills in the training topics.
3.3.2. MODEL FOR THE POST-ACTIVITY MECHANISM SELECTED AND LAUNCHED - THE UNION OF LSGS.
The Union of LSGs of the Kyrgyz Republic continued to promote the Peer-to-Peer Learning Platform (the PtoP). In August-September 2020, the Union conducted another series of four PtoP meetings.
1. The Union of LSGs prepared and conducted four second-round sessions of the Peer-to-Peer Learning Platform in the four pilot rayons:
On August 25, 2020, an online PtoP Platform session took place in Naryn rayon, Naryn oblast, and was attended by 16 LSG heads and heads of local councils from Naryn rayon, as well as organizers of the event representing the Union of LSGs and CAMI. The presenters included representatives of Teploklyuchenka municipality, Ak Suu rayon, Kok Jar municipality, Kochkor rayon, and Lipenka municipality, and Jety Oguz rayon, who delivered their presentations on the topic of social services. The PtoP session was very productive and led to a lively discussion among the participants. The key questions raised during the session were related to pricing and financing of service delivery, payments for teachers’ and coaches’ services.
On August 28, 2020, a PtoP session took place in Jety Oguz rayon, Issyk Kul oblast, and was attended by 27 LSG heads and heads of local councils from Jety Oguz rayon, two representatives of local NGOs – Balykchy Regional Training Center, Naryn Center for Economic Development, as well as organizers of the event representing the Union of LSGs and CAMI. The presenters included representatives of Teploklyuchenka municipality, Ak Suu rayon, Orgochor municipality, Jety Oguz rayon, and Kum Dobo municipality, Kochkor rayon, who delivered their presentations on the topic of utility services. The key questions raised during the session related to pricing for water supply and garbage removal services.
On September 2, 2020, an online PtoP session took place in Nookat rayon, Osh oblast, and was attended by 26 LSG heads and heads of local councils from Nookat rayon, two representatives of local NGOs – Jamaattar Kireshesi, Central Asian Water Alliance, as well as organizers of the event representing the Union of LSGs and CAMI. The presenters included representatives of Kulatov and N. Isanov municipalities, Nookat rayon, and Tepe Korgon municipality, Aravan rayon, who delivered their presentations on the topics of social services and implementation of the WhatsApp feedback mechanism. The PtoP session was very productive and led to a lively discussion among the participants. The key questions raised during the session related to pricing and financing of service delivery, and payments for teachers’ and coaches’ services.
On September 3, 2020, a PtoP session took place in Suzak rayon, Jalal Abad oblast, and was attended by 25 LSG heads and heads of local councils from Suzak rayon, representatives of the local NGO – Jalal Abad Rural Advisory Service, as well as organizers of the event representing CAMI. The presenters included representatives of the town of Nookat, On Eki Bel and Kara Tash municipalities, Nookat rayon, who delivered their presentations on the topic of utility services. The PtoP session was very productive and led to a lively discussion among the participants. The key questions raised during the session were related to pricing and financing for delivered services and collectability of payments.
Overall, the following conclusions could be drawn based on the conducted PtoP sessions:
˗ the partner LSGs appreciated assistance provided by the CAMI consultants, particularly, consultations on pricing and financing for service delivery and legal issues; ˗ the PtoP format where LSG heads and heads of local councils share their experience in effective local service delivery could be very promising in the future; ˗ the questions raised at all the PtoP sessions related to pricing and financing for local service delivery; ˗ the presentations that contained videos attracted more attention and were more interesting for the participants.
3.3.4. COOPERATION WITH THE STATE PERSONNEL SERVICE: INTEGRATION OF CAMI’S PRODUCTS TO UNIVERSITIES’ CURRICULUM.
On September 24, 2020, CAMI conducted online training for the Public Administration Academy’s faculty and trainees on the Local Service Delivery Program. It was a three-hour event. The trainees included 30 undergraduate students and lecturers of the Public Administration Academy under the State Personnel Service of the Kyrgyz Republic.
During the online training, the four key topics related to service delivery and management were presented and discussed: Session 1. State policy in the service sector. Assessment of the current situation and regulatory framework. Session 2. Municipal services. Preparation of a local service register. Municipal Service Standards. Session 3. Essential services. Types and characteristics of services. Economic sustainability of services. Organization of service delivery. Session 4. Public services. Their characteristics and types. Cost calculation methods. Service provider selection.
During the training, the Project staff provided the participants with the training module materials, practical guide, and presentations. Thus, this training will provide the country with thirty of CAMI’s product owners, who are professional lecturers and researchers. They could also serve as potential trainers for future trainings to be delivered to public and municipal employees as part of the annual State Program for Continuing Education organized by the State Personnel Service of the Kyrgyz Republic. 3.4 ADVANCED READILY ACHIEVABLE GOVERNMENT OF THE KYRGYZ REPUBLIC REFORMS TO IMPROVING LSG’S EFFECTIVENESS
3.4.1 POLITICAL ECONOMY ANALYSIS In Year 4, CAMI supported the Union of LSGs in drafting the pilot Annual Report for the Kyrgyz President on the Status of Local Self-Governance in the Kyrgyz Republic based on the PEA tool.
The Union has recently completed the Draft Code of Kyrgyz Local Self-Governments with the CAMI’s support.
The goal of the Code is to lay the legal framework for local communities to exercise their rights and opportunities, granted by the Constitution of the Kyrgyz Republic, to address local issues in their interest and under their responsibility for their future development.
The objectives of the Code:
1. based on the existing legislation and norms of the Constitution of the Kyrgyz Republic, to streamline and address the existing collisions in the Kyrgyz current legislation on local self- governance; 2. to provide legislative conditions for facilitating further development of the local self-governance system; 3. through filling the gaps in the existing legislation, to resolve some systemic problems impeding development of Kyrgyz LSGs.
The current status of the drafting process of the Code of Kyrgyz Local Self-Governments
1. The interagency working group approved the Vision for the Draft Code. 2. The first Draft Code was prepared. 3. Preparatory arrangements are currently underway to present the Draft Code to the interagency working group. 4. The documentation package is planned to be submitted for the Government’s review and approval by the end of 2020.
New provisions presented in the Draft Code
1) Enhancement of opportunities to implement community-led initiatives in addressing local issues: . identification of LSGs’ roles in supporting jamaats, territorial self-governance units, public associations, initiative groups, etc.; . description of the role of kurultais (traditional community gatherings) and public hearings; . introduction of the norm concerning universal voting of local community members in local decision-making.
2) Establishment of the norm concerning interaction between LSGs under their intermunicipal cooperation.
3) Expansion of responsibilities of LSGs for their activities aimed to address needs of their local communities. For this purpose, the following norms have been introduced:
. A requirement concerning availability of a mandatory list of local regulations determining activities of local communities. . Categorization of local issues into essential – requiring urgent handling - and optional – issues that may be addressed depending on certain conditions. . Introduction of the norm regarding voluntary assumption of national powers by local self- governments and voluntary assumption of local powers by national bodies. . Establishment of a mechanism allowing communities to recall local council members if the latter fail to fulfill their responsibility to represent interests of their constituents.
4) Identification of requirements to the LSG-level planning system that should, inter alia , reflect the key principles of national and sectoral programs under social and economic development programs drafted by each urban/ rural local self-government.
5) Identification of the LSGs’ roles in providing conditions that would enable market-driven local economic development . This entails norms for municipal asset management that would foster development of the private sector at the local level and prohibition for local self-governments to be directly engaged in business processes.
6) Introduction of the key rules that would regulate LSGs’ activities aimed at organization of local service delivery based on the market economy principles.
7) Institutionalization of the key regulations for development of budgeting processes at the local level, that will also be reflected in the norms of the Budget Code, such as:
. a requirement regarding availability of a capital investment budget in all LSGs’ budgets regardless of the fact whether an LSG receives equalization transfers or not; . a requirement regarding transparency in calculating amounts of equalization transfers and their distribution; . a requirement regarding the system of intergovernmental fiscal relations that would encourage local self-governments to enhance their own revenues.
8) Strengthening of the role of various associations representing interests of Kyrgyz local self- governments which, in their turn, protect and promote interests of local communities at the national level. Such public associations should have a status that would allow them to speak out in cases when decisions are taken in violation of local self-governance legislation or infringe interests of local communities; and such organizations should have a specific role of providing their concurrence in the budget decision making and as part of intergovernmental fiscal relations.
COMMUNICATIONS ACTIVITIES
Online Events In Quarter IV, CAMI’s communications team continued supporting the component leaders in organization of various online events, such as trainings for students and university staff, consultations and working sessions for LSGs, which included technical assistance in arrangement of video conference platforms and their administration, editing of presentations, agendas and other materials, requesting approvals from USAID.
Avoiding False Information Related to the Spread of COVID-19 in LSGs
Since COVID-19 daily records are still rising, the communications teams decided to prepare a video message in Kyrgyz presented by doctor Ermek Ismailov. It focused on the importance of information credibility during the coronavirus outbreak as there are numerous cases of disseminating fake information through WhatsApp. To help people to avoid using the wrong recipes, advice or neglecting safety measures, doctor Ismailov recommended to follow credible sources of information, such as the Ministry of Health, the Headquarters for Countering Coronavirus, family health centers and official media channels or messengers of LSGs. This short video message which contained Russian subtitles was published on CAMI’s social media pages and distributed through partner LSGs’ WhatsApp groups. It was viewed more than 37 000 times by Instagram users and more than 38 000 times by Facebook users.
Blitz Interview
This quarter, the communications team recorded one interview with Talant Jumazaev, the author of CAMI’s Handbooks “How to Design a Municipal Communications Strategies”. In the video, Jumazaev explained the importance of creating communication strategies for all LSGs in order to strengthen the interaction between local governments and municipality residents and shared information on various tools that could be useful for increasing the level of citizens’ trust to LSGs.
Given the active pre-elections campaign and USAID’s restrictions on implementation of the project’s activities, the communications team postponed production of video interviews and will resume inviting experts in Year 5.
Communication Strategies, Handbooks and LSG Charters
The communications team designed and printed out charters for 9 LSGs and communication strategies for 15 LSGs. All materials were delivered.
Cooperation with Azattyk Media
The CAMI project and Azattyk Media (Kyrgyz service of RFE/RL) signed an MoU for production of video features and human stories about life and progress in the project’s partner LSGs. Both sides agreed they would choose together topics, heroes, and locations for creation of video materials. All episodes will be broadcasted on Azattyk’s online platforms (its website, Facebook, YouTube, Instagram) with an audience which reaches more than 2 million people. The first trip is scheduled for mid-November 2020.
PROGRESS ON PERFORMANCE INDICATORS Please see Annex 1. Progress on Performance Indicators.
MANAGEMENT
PERSONNEL AND RECRUITMENT
Administrative Management
During this quarter, the project management designed the instructions for the COVID Re-opening Plan for all staff. In addition, a new COVID guidance for Bishkek office and the regions was prepared and implemented.
Staffing Management
The recruitment process for hiring a new Monitoring & Evaluation Specialist started in late September 2020. As a result, Medetbek Sultambaev joined CAMI Project based on his successful writted test and interview.
ANTICIPATED ACTIVITIES IN THE NEXT QUARTER
In the next quarter, the project team will focus on the following activities:
OUTCOME I: INCREASING LGS EFFECTIVENESS
. Train Rebikon staff on how to conduct the survey, process collected data, and draft the Effectiveness report; . Conduct project impact effectiveness survey for Round I, II, and III LSGs; . Provide targeted coaching sessions to the partner LSGs on integration of VISes into SEDPs; . Test the model of fee-based consulting services (only VIS) to be provided by the NGOs; . Conduct coaching on tax administration, municipal revenues, effective expenditure management, land management, municipal asset management; . Prepare training modules (in close consultation and upon request from the SPS) on topics important for municipal servants in line with the state curriculum; . Continue to concentrate on more intensive professional capacity building of service providers and LSG staff upon request from pilot municipalities; . Work on design and launch of citizen budgets in the pilot municipalities (via the partner NGOs).
OUTCOME II: INCREASING LGS LEGITIMACY
. Provide coaching to Working Commission members on updating their VISes and integrating VISes in SEDPs, based on the LSGs requests; . Continue the cooperation with JM&EGs to monitor the quality and scope of works performed by service providers through signing statements of accomplished works; . Continue finalization of the citizen charter update process in four municipalities (Allya Anarov, Tepe Korgon, Ak Chiy, and Jety Oguz); . Provide coaching to LSGs in conducting all types of public hearings; . Provide technical assistance and coaching sessions to the partner NGOs for preparing citizen budgets in the pilot municipalities; . Provide coaching sessions in the 17 pilot municipalities regarding the operations and procedures for the WhatsApp feedback mechanism; . Promote the WhatsApp feedback mechanism through peer-to-peer learning platforms among non-pilot municipalities; . Conduct the end-line impact assessment to identify citizens’ satisfaction with LSGs’ performance; . Provide coaching to pilot municipalities in updating their communications strategies and monitoring of their implementation; . Develop a training module on how to prepare communications strategies (in consultation with and upon request from the SPS); . Present the methodology on how to develop communications strategies through the peer- to-peer learning platform (Art Box).
OUTCOME III: FURTHERING INDIGENOUS KYRGYZSTANI LSG SUPPORT CAPABILITIES
. Promotion of the LSG Best Practice electronic resource/repository; . Publish two articles in The Munitsipalitet journal; . Provide coaching to the NGOs on the CAMI’s products; . Continue to test the model of fee-based consulting services only for VISes (through the partner NGOs); . Assist LSGs in preparation of citizen budgets according to the new format (through the partner NGOs); . Ensure proper operation and maintenance of the electronic repository of the LSG best practices on the LSG Union’s website; . Administer the peer-to-peer learning platform at the rayon / city level; . Support the Union of LSGs in development of the Report for the Kyrgyz President on the Status of Local Self-Governance, in development of citizen charters, in disseminating the Code of Ethics; . Assist the Union of LSGs in monitoring the Kyrgyz President’s feedback to the Report on the Status of Local Self-Governance in the Kyrgyz Republic (based on the PEA methodology); . Develop and share CAMI’s training syllabi and practical handbooks with the Academy of Public Administration’s faculty and trainees.
ANNEXES
ANNEX 1. PROGRESS ON PERFORMANCE INDICATORS
ANNEX 2. METHODOLOGY FOR THE SIMPLIFIED LSPAT/ CPAT