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FOURTH QUARTERLY REPORT FY2020 USAID COMMUNITY and MUNICIPAL GOVERNANCE INITIATIVE in the KYRGYZ REPUBLIC July 1, 2020 – September 30, 2020

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FOURTH QUARTERLY REPORT FY2020 USAID COMMUNITY and MUNICIPAL GOVERNANCE INITIATIVE in the KYRGYZ REPUBLIC July 1, 2020 – September 30, 2020 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
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