PHOTO CREDITS: USAID TEAM QUARTERLY PERFORMANCE REPORT JANUARY – MARCH 2021
USAID Transparent, Effective and Accountable Municipalities Activity in Kosovo
DISCLAIMER: This publication was produced for review by the United States Agency for International Development. It was by DAI Global, LLC. The author’s views expressed in this document do not necessarily reflect the views of the United States Agency for International Development (USAID) or the United States Government. USAID Transparent, Effective and Accountable Municipalities (USAID TEAM) activity in Kosovo
QUARTERLY PERFORMANCE REPORT JANUARY – MARCH 2021
Project Title: USAID Transparent, Effective and Accountable Municipalities (USAID TEAM) Activity in Kosovo Sponsoring USAID Office: USAID/Kosovo Contract Number: AID-167-C-17-00001 COR: Jeton Cana Contractor: DAI Global, LLC Date of Submission: April 15, 2021 Prepared By: USAID TEAM
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | ii CONTENTS
Acronyms and abbreviations ...... iv INTRODUCTION ...... 1
Kosovo USAID TEAM Background ...... 1
SIGNIFICANT EVENTS THIS QUARTER ...... 3 WORK PLAN PROGRESS ...... 4
A.1. Activities serving the Adaptive Management Plan ...... 4 Component I: Develop, Refine and Roll Out Models for Transparent and Accountable Municipalities ...... 10 Component II: Engage the Central Level in Addressing Municipal Corruption within the procurement process ...... 31 Component III: Enable Civil Society to Track and Expose Corruption ...... 38 PROGRESS OF ACTIVITIES IN ACCOUNTABILITY AND ENFORCEMENT MECHANISMS ...... 48 SUSTAINABILITY AND SELF-RELIANCE ...... 50
INDICATOR PERFORMANCE ...... 53
PROJECT MANAGEMENT ...... 59
Successes during reporting period ...... 59 Challenges during reporting period ...... 60
Mitigation measures taken to address challenges...... 61
MAJOR ACTIVITIES FOR NEXT QUARTER ...... 61 ANNEX A: WORK PLAN PROGRESS TABLE ...... 63
ANNEX B: Technical STTA Assignments During Reporting Period ...... 72
ANNEX C: Reports and Deliverables Completed This Quarter ...... 74
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | iii Acronyms and abbreviations AAR After Action Review API Application Program Interface CHU Central Harmonization Unit CM Contract Management COR Contracting Officer Representative CPE Contractor Performance Evaluation CSO Civil Society Organization D+ Democracy Plus EGA Economic Governance Activity FMC Financial Management and Control GLPS Group for Legal and Political Studies GOK Government of Kosovo IA Internal Audit IT Information Technology MAC Municipal Audit Committee MLG Ministry of Local Government MOF Ministry of Finance MoU Memorandum of Understanding NAO National Audit Office NGO Non-Governmental Organization OCAT Organizational Capacity Assessment Tool OCDS Open Contracting Data Standard OECD Organization for Economic Co-operation and Development OPTP Open Procurement Transparency Portal PPP Private-Public-Partnership PPRC Public Procurement Regulatory Commission PRB Procurement Review Body RFA Request for Application SOP Standard Operating Procedure STTA Short-Term Technical Assistance TEAM Transparent, Effective and Accountable Municipalities TOR Terms of Reference USAID United States Agency for International Development
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | iv INTRODUCTION This quarterly performance report for the USAID Transparent, Effective and Accountable Municipalities (USAID TEAM) activity in Kosovo documents progress from 1 January to 31 March 2021, in compliance with section F.6.c. of the referenced contract. The report is divided into the following sections: • Introduction, giving an overview of the project and events for the reporting quarter; • Work plan progress, covering the status of each activity as outlined in the current version of the approved USAID TEAM work plan (Annex A); • Indicator performance, which relates to activity management and progress towards specific indicators; • Project management, including operational successes and challenges; and • Major activities for next quarter. A list of reports and deliverables completed during the reporting period is included as Annex C.
KOSOVO USAID TEAM BACKGROUND The USAID Transparent, Effective and Accountable Municipalities (USAID TEAM) Activity in Kosovo is a five-year project that began on 11 January 2017 and is scheduled to conclude in January 2022. The project is improving procurement effectiveness and transparency by providing comprehensive assistance to all 38 Kosovo municipalities, with more intensive coaching and mentoring in a selected sub-set of 15 focus municipalities. At the central level, USAID TEAM works closely with national-level actors including the Ministry of Finance, the Public Procurement Regulatory Commission, the National Audit Office, the Procurement Review Body, and the Anti-Corruption Agency. Civil society also plays a key oversight and watchdog role, exposing corrupt practices and working with citizens and local governments as a partner in the process of procurement modernization. The project is partnering with an active network of civil society organizations to promote transparency and accountability. This network is educating and engaging citizens to identify corruption when it occurs—from the municipal to the national level—and is sustaining pressure to improve transparency. Activities implemented through USAID TEAM contribute to the Country Development Cooperation Strategies (CDCS) Development Objective 1: Improved Rule of Law and Governance that Meet Citizens’ Needs. The project directly contributes to two intermediate results under this development objective: IR1.2: Strengthened Effectiveness and Accountability of Assemblies, Administrations, and Election Processes. USAID TEAM is improving the accountability of municipal administrations and assemblies through greater transparency and effectiveness.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 1 USAID TEAM meets the above-mentioned objectives through activities organized around three main components and a support fund. Component One: Develop, Refine, and Roll-Out Models for Transparent and Accountable Municipalities. The objective of this component is to assist local governments to carry forward anti-corruption reforms, particularly around public procurement, in all 38 municipalities. Through coaching, mentoring, and the introduction of new systems and enforcement mechanisms, USAID TEAM works to increase the capacity of municipal procurement managers, contract managers, internal auditors, and other public officials involved in the procurement cycle. In addition, USAID TEAM supports fifteen focus municipalities on a daily basis – five of which the Project has worked with since 2017 - Gjakova/Ðakovica, Gjilan/Gnjilane, Pejë/Peć, Prishtinë/Priština, and Vushtrri/Vučitrn – and ten of which the project began working with in Year 4 - Deçan/Dečane, Ferizaj/Uroševac, Hani i Elezit/Elez Han, Istog/Istok, Junik/Junik, Lipjan/Lipljan, Podujeva/Podujevo, Prizren/Prizren, Rahovec/Orahovac, and Suharekë/Suva Reka – providing them with more intensive coaching and mentoring based on the findings of USAID TEAM’s Needs Gap Analysis and Corruption Vulnerability Assessment. Component Two: Engage the Central Level in Addressing Municipal Corruption within the Procurement Process. USAID TEAM’s second component works to increase the capacity of central-level institutions to target municipal corruption. Working closely with the Kosovo National Audit Office (NAO), as well as the Ministry of Finance’s (MOF) Central Harmonization Unit (CHU), the project is strengthening coordination mechanisms between the central government and municipal internal audit units to detect and address procurement weaknesses. In addition, the project is increasing the capacity of the Public Procurement Regulatory Commission (PPRC), especially its Information Technology (IT) team, to ensure the proper long-term and sustainable operation and maintenance of the e-Procurement system. USAID TEAM extended its support to new counterparts in 2018 including to the Procurement Review Body (PRB), in support of more transparent and consistent decision- making. Component Three: Enable Civil Society to Track and Expose Corruption. USAID TEAM’s civil society component is focused on supporting national and local-level non- governmental organizations (NGOs) to monitor corruption at the municipal level and report findings effectively through media, including social media. To increase the capacity of Kosovo’s civil society, USAID TEAM engages national-level civil society organizations (CSOs) to coach and mentor local-level NGOs that are monitoring municipal procurements, while ensuring greater citizen engagement. The USAID TEAM Support Fund benefits partner municipalities and local organizations, such as NGOs and think tanks, to implement activities within the component areas. The Support Fund has the following three sub-components: • Procurement of in-kind support for focus municipal administrations to identify and address corruption vulnerabilities and to increase efficiency and transparency in local financial management,
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 2 • Support the creation of a contractor past performance records system, and • Provide subcontracts or grants to CSOs to improve and reinforce watchdog efforts over anti-corruption by monitoring municipal procurements and exposing corrupt municipal practices. Throughout the implementation of these three components and the execution of the Support Fund, USAID TEAM adheres to cross-cutting principles such as finding local solutions in subcontracts with Kosovar organizations; ensuring flexible training and coaching approaches; coordinating with government systems and non-USAID donors; incorporating project sustainability and gender concerns; and above all, following adaptive management approaches to implementation. SIGNIFICANT EVENTS THIS QUARTER • Produced Municipal Graduation Reports and Municipal Procurement Capacity Assessment Reports for all focus municipalities. • Developed Checklists for Internal Audit and Municipal Audit Committees. • Three focus municipalities – Decan, Prizren and Suhareka - officially approved the Statute of the Municipal Audit Committee. • Developed e-Learning materials on using the e-Procurement platform for auditors. • Increased municipal capacity in the preparation of technical specifications. • Deçan/Dečane municipality approved Handbook on Internal Public Expenditure Management Process (Book of Processes), and now all new focus municipalities have approved the Book of Processes. • All focus municipalities completed the self-assessment questionnaire on financial management and control and submitted it to the CHU on time. • Finalized Standard Operating Procedures on (1) Registering and Reporting Municipal Revenues and (2) Registering and Managing Non-Finance Municipal Assets, and the Manual on Financial Management and Control. • Coached and mentored municipal procurement officers on the varying levels of municipal compliance with the PPL, and the vulnerability to corruption for tender dossiers (243 cases), bid openings (6 cases), bid evaluations (63 cases), complaints (69 cases), and contract management (44 cases), as well as coached municipalities on the review of 79 project technical specifications. • Successfully implemented the Contract Management and Contractor Past Performance Evaluation Modules. • Supported the drafting of the Public Procurement Law. • NAO successfully reported to State Prosecutor 54 cases with fraud elements identified during 2020.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 3 • The PRB conducted 105 hearing sessions using the online ZOOM platform supported by USAID TEAM. • CHU adopted new templates for semi-annual reports. • Ministry of Local Government has assumed responsibility for developing the municipal website widget which was planned to be implemented by USAID TEAM. • NAO accepted the framework for strategic planning of audit performance activity. • Drafted the MOU and SLA for interoperability between the PPRC e-Procurement platform and MF – KFMIS. • The PRB Board agreed to issue a conclusion to correct its 2020 decisions to withdraw complaint following reporting by TEAM subcontractor D+. • Utilization of the PPRCs API to screen contracts for eight red-flags. • Promotion of citizen engagement in the implementation of municipal capital projects, using an informational video to engage Social Audits. • Published six infographics portraying findings and recommendations of social audits on municipal projects. • Published a monitoring report on Municipal Budgeting Process for Nine Municipalities. • Developed two infographics on municipal budget hearings: one showcasing the number of budget hearing on the draft-budget, and the other presenting the gender composition of the participants in those budget hearings. • Aired a TV show addressing the issue of using procurement procedures for special services (consultants/individual contractors) that are being conducted in violation of Kosovo law. • Finalized and published five infographics presenting background, findings, and recommendations for the region of Ferizaj/Uroševac and Gjilan/Gnjilane. • Finalized an online sharing platform which publishes all reports of local organizations. • Published two investigative articles, and three infographics accompanying the articles. • Sent six cases to the state prosecutor for follow-up.
WORK PLAN PROGRESS
A.1. ACTIVITIES SERVING THE ADAPTIVE MANAGEMENT PLAN USAID TEAM continued to implement activities using an adaptive management approach in effort to be flexible and responsive to the evolving needs of beneficiaries. During this period, the ‘after action review’ tool was implemented in events such as the Roundtable on Recurring
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 4 Recommendations Provided by the National Audit Office and the Internal Auditor, and at the local level, feedback and recommendations were solicited from CSOs reports. The USAID TEAM data tracker tool, the Collaborative Learning and Adapting Map (CLA Map) contains feedback, findings and recommendations provided through adaptive management activities, including CSO reports, as well as actions taken to address these continued to be used and updated during this period. Figure 1 - Example from the CLA Map
The table below presents adaptive management tools planned for this quarter.
Workplan Workplan task Work plan due date Comments Reference After Action Review - After every major activity (training, A.1.1 workshop), USAID TEAM will March 2021 Completed undertake AAR to evaluate assistance provided. (WR 1.4.3) Meetings with municipal Meetings with municipal management and partner management and partner A. 1.3 April 2021 institutions institutions representatives - of representatives are fifteen focus municipalities (1.1.4) planned for April onwards. With the counterpart After Action Review - After every request, the activity major activity (training, planned for this quarter is A.2.1 workshop), USAID TEAM will March 2021 postponed for the next undertake AAR to evaluate quarter. assistance provided. (WR 2.3.6).
After Action Review - After every major activity (training, A.3.1 workshop), USAID TEAM will Quarter One Completed undertake AAR to evaluate assistance provided. (WP 3.2.1)
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 5 A.1.1. After Action Review (AAR) – Monitoring, Evaluation, Learning, and Adapting (MELA). The MELA Specialist, in close cooperation with Component 1, identified activities that can utilize the AAR tool. During this quarter, feedback and recommendations were solicited from a roundtable organized to address repeated audit recommendations with representatives from the local and central level (Activity 1.4.3). The purpose of this roundtable was to discuss factors that affect the process recommendation implementation, and to find a way to minimize repeated and partially implemented recommendations, focusing on recommendations that are most challenging for municipalities to implement. A.1.3. Meetings with municipal management representatives of fifteen focus municipalities. On a semiannual basis, USAID TEAM presents graduation indicator progress to the management of focus municipalities. Following the presentation of results, municipal representatives raise challenges faced and discuss possible recommendations to overcome those challenges with project staff. In these meetings, the MELA Specialist gathers challenges and recommendations from municipal representatives and prepares a report which will then be used by project management and the respective component, to plan how to address those recommendations. These meetings are planned to take place from April onwards. Last year, due to restrictions in place because of the pandemic, USAID TEAM prepared detailed reports for the 15 municipalities and developed a procedure to conduct virtual meetings with the municipalities. Similarly, USAID TEAM is in the process of preparing detailed reports for each of the 15 focus municipalities. The manner of presentation of results is still to be decided. A.1.5 Most significant change stories. USAID TEAM, for the first time in Kosovo, introduced criteria based on most economically advantageous tenders (MEAT) for works. This means that bids are evaluated based on price, with the opportunity to assess technical aspects as well, including product quality and other innovative and beneficial offerings. The text below presents the most significant change story of this quarter.
DELIVERING QUALITY WORKS TO CITIZENS KOSOVO MUNICIPALITIES INTRODUCED THE MOST ECONOMICALLY ADVANTAGEOUS BIDS IN WORKS Kujtim Thaqi is the owner of Euroing L.L.C., a construction company located in the Municipality of Rahovec and operating throughout Kosovo. Kujtim is a young energetic engineer and entrepreneur, who always ensures that his company offers high quality products and services. Kujtim is always well-informed, follows the trends in his profession, and offers goods and services to the private and public sector. However, when it comes to public projects, Kujtim faced difficulties with public institutions’ approach in procuring goods, as the latter mostly used the lowest price criteria on work tenders. Kujtim has actively bid for public tenders since 2000, but in most cases was granted a contract only when the lowest price competitors withdrew or were disqualified. Using the lowest price criteria often resulted in the delivery of low-quality goods/services and unfair competition among businesses. This situation was discouraging for businesses, while contracting
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 6 authorities and most importantly, citizens were not satisfied with the goods and services they received. This was the case until 2017 when USAID launched a new initiative to enhance public procurement in Kosovo. The USAID Transparent, Effective and Accountable Municipalities activity works with local and central level institutions to improve procurement procedures while engaging with the private sector to ensure a level playing field in public tenders. The private sector continuously requested that public counterparts adopt effective procurement procedures providing opportunities for companies that offer “…this procedure provided a value-for-money and quality goods and services. level playing field giving us the opportunity to apply with the With business as one of the main catalysts, the best options and get selected for USAID TEAM Activity, in close collaboration what is most economically with municipal partners, introduced tenders advantageous. This procedure enabled a win-win situation for with criteria based on the economically all.” advantageous bids for works for the first time in Kujtim Thaqi, Kosovo. This means that bids are evaluated Owner, Euroing L.L.C based on price, while also providing an opportunity to assess the technical aspects of the bid including product quality and other innovative and beneficial offerings. One such case happened in the Municipality of Rahovec, where the procedure was successfully implemented in a tender for constructing a museum in Krusha e Madhe. The bid was granted to Euroing L.L.C, which offered high-quality products, a dynamic plan to finish the project effectively, as well as a warranty. Today, Euroing and other businesses operating in Kosovo, enjoy a level playing- field and fair competition. Kujtim, feeling grateful for the developments in the public procurement in Kosovo, said “… [that] this procedure has given us the opportunity to apply with the best options and get selected for what is most economically advantageous. This procedure enabled a win-win situation for all.” This Municipality of Rahovec, is also satisfied with the outcome of the new procedure. While expressing enthusiasm, the Procurement Manager of this municipality, Astrit Mullaabazi, said “… [that] the experience of using the economically advantageous tender criteria was very special. This time being a winner did not mean competing with the lowest price, it meant offering best products and exceeding expectations. It meant economically advantageous – getting the lowest price for the best quality.” Additionally, the Procurement Manager informed TEAM that in the past when they used the lowest price criteria in works, it delivered poorly constructed facilities that become non-functional after a short period of time due to low quality of products used. He added that when using lowest price criteria businesses unwilling to take responsibility, and rarely offered warranties or maintenance for
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 7 works. He considers the economically advantageous criteria especially suitable for construction projects because of the provision of warranties and future maintenance. The Municipality of Rahovec continues to use effective procurement procedures and has already initiated another tender based on economically advantageous criteria, this time for a consultancy service. Supported by the USAID TEAM activity, other Kosovo municipalities have adopted such procedures as well, including the Municipality of Pristina. The Municipality of Pristina was the first municipality to apply such procedure for constructing a green market in the value of 5 million Euros. The experience of the Municipality of Pristina served as a model to the Municipality of Rahovec in constructing the museum in Krusha e Madhe in the value of approximately 150 thousand Euros. A.2.1. After Action Review. The MELA Specialist, in close cooperation with Component 2, identified work plan activities (2.3.6) appropriate to utilize the AAR tool. At the counterpart’s request, this activity has been postponed for next quarter. A.3.1. AFTER ACTION REVIEW. The MELA Specialist, in coordination with Component 3 staff, identified the focus group with CiviKos facilitators as appropriate to implement the AAR tool. Focus group with CiviKos facilitators: To further refine and design the workplan to support local-level CSOs USAID TEAM subcontractor CiviKos conducted a focus group meeting on 22 January 2021 which gathered all facilitators. Additionally, CiviKos used feedback forms to collect written input from the participants of applied learning workshops held during 2020. The facilitators suggested that targeted support to local-level CSOs should focus on their main shortfalls such as systematic observation of the procurement processes; development of structured research; quality control measures, community engagement; and mitigating risks. Meanwhile the participants listed the following needs: advanced knowledge on the legislation of public procurement and other laws related to monitoring specific contracts; knowledge of how to deal with threats that organizations face when directly monitoring procurement contracts; knowledge on the obligations of institutions towards better and increased transparency; knowledge on monitoring implementation of contracts in general; knowledge on how to design infographics; and, the need for funding support in order to assure effectiveness of procurement monitoring. This feedback was incorporated into the workplan of USAID TEAM subcontractor CiviKos. A.3.4. FEEDBACK FROM CSOs AND OTHER REPORTS. During this quarter, BIRN and D+ produced a report that contributed to a reduction in corruptive institutional behavior through monitoring public procurement processes and reporting inner legal violations, as part of their contractual agreement with USAID TEAM. The report contains two investigative analyses: 1) violation of the law on public procurement in Dragash municipality, 2) budget extortion scheme from a tender on road maintenance in Gjakova/Ðakovica municipality; and six legal complaints to the Chief Prosecutor of Kosovo: 1) road maintenance tender violations in Gjakova/Ðakovica municipality, 2) tender violations
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 8 for a round construction in Klina municipality, 3) tender violations in Prizren municipality (mini-park construction, supply & setting of benches, trash cans and public lighting in public areas), 4) tender violations in Shterpce municipality, due to the company being the only offeror while its owner had been convicted of a criminal offense, 5) tender violations in Gracanica municipality, due to the municipality not separating the tender into different lots, and 6) tender violations in Grancanica municipality, due to the EO not fulfilling the competition criteria. In addition, USAID TEAM grantee Democracy Plus published an infographic that exposed the PRB’s failure to confiscate fees from complaints that were withdrawn after the review expert was appointed. The unconfiscated fee amounted to 12,363 Euros. After the infographic was published, PRB collected the funds successfully. A.3.4. FEEDBACK FROM CSOs AND OTHER REPORTS. During this quarter, from February 22 – March 12 the “Citizens’ Perception Survey” was conducted, although the final report is still in the drafting phase. In addition, eight focus group discussions were carried out, via Zoom Platform, between March 05 – 12, 2021. 1/3 of the interviews (out of 3,013 randomly selected citizens) were backchecked to assure data quality, through phone conversations with respondents. The focus groups consisted of 28 business representatives and 31 representatives from CSOs. Recommendations derived from discussions with business representatives include: • The lowest price criterion should not be the determining factor in a company winning a tender. Instead, the quality of the services that a certain company offers should be considered. • The evaluation of businesses’ bid dossiers should be more transparent. The evaluation committee should fully comprehend the procurement law and they should be competent in the sphere in which the tender is awarded. • Mechanisms need to be decentralized from politics and an independent supervisory team must oversee the bid process from its announcement until its completion (especially that of the monitoring process). • The criteria must be defined by officials that are experts of the field. • The documents required for bidding to be standardized across all municipalities. Recommendations derived from discussions with civil society organizations include: • TEAM should increase their support for monitoring the procurement office. • Acquire more expertise from individuals engaged in public procurement. • Broader involvement of Civil Society Organizations, citizens and other relevant actors in these activities will increase transparency. • Laws must be effectively implemented to ensure efficient monitoring mechanisms. • Apply vetting reform in all institutions.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 9 COMPONENT I: DEVELOP, REFINE AND ROLL OUT MODELS FOR TRANSPARENT AND ACCOUNTABLE MUNICIPALITIES At its core, Component 1 supports the implementation of an effective public procurement system at the municipal level based on transparency, fair competition, and integrity. Where procurement systems lack transparency and competition, opportunities are created for corrupt behaviors. USAID TEAM continued to employ an integrated and adaptive approach to achieve transformational change, working across project components and engaging counterparts from municipal and central-level institutions, along with civil society and the private sector, to strengthen public procurement. The project focused on building sustainable skills that promote the self-reliance and resilience of municipalities through training of trainers and development of e-Learning solutions, among other activities. Through instituting a learning and adapting approach, the project optimized interventions for positive results so that partners could conduct procurements transparently and effectively, reducing the time and costs required to procure goods, works, or services; creating a level playing field for economic operators; and improving the value for money delivered to citizens. Throughout implementation, USAID TEAM has offered support to all Kosovo municipalities sharing experiences and best practices, and encouraging competition to improve municipal performance in procurement, finance, audit and human resources. USAID TEAM assisted municipalities in implementing major reforms to transform public procurement, through mentoring and practical coaching to municipal staff in the focus municipalities, leading to new local solutions to mitigate corruption vulnerabilities in the municipal procurement process. During this quarter, USAID TEAM continued to employ an integrated and adaptive approach to achieve transformational change. In the focus municipalities, project advisors shifted their engagement from addressing the basic skills gap to implementing more effective enforcement mechanisms and more active coaching and mentoring through on-the-job oversight of the procurement cycle. The project advisors monitored the mechanisms and processes that are implemented at the municipal level and encouraged municipalities to take ownership of these.
# Component One Events Events/Groups Participants Workshops 1.1.3 Focus Groups with Business representatives 4 28 1.1.3 Focus Groups with CSO representatives 4 31 1.4.3 Roundtable on Repeated audit Recommendations 1 11 Performance audit methodology for internal 1.4.4 1 7 auditors-pilot performance audits SOP for Publishing Documents on the municipal 1.6.2. 1 7 websites Total 11 84
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 10 1.1. CONDUCT ANNUAL ASSESSMENT, SURVEY, AND PLANNING ACTIVITIES. USAID TEAM carries out an annual capacity assessment of the focus municipalities and a public perception survey covering all 38 municipalities. Component 1, in coordination with Components II and III, uses the findings from the annual capacity assessments, public perception surveys, CSO monitoring from Component III, and other assessment tools, to tailor and refine technical support to all Kosovo municipalities to increase their organizational capacity. 1.1.1. Assess organizational capacities of focus municipalities. USAID TEAM assessed the performance of all 15 focus municipalities in procurement, finance, and audit, using Organizational Capacity Assessment Tool (OCAT), to identify ongoing needs and challenges and address them through learning and adapting. In its annual assessment, USAID TEAM utilizes the assessment methodology developed by the Organization for Economic Cooperation and Development (OECD) to evaluate the procurement systems and practices of focus municipalities. USAID TEAM started data collection in December 2020 and continued through January and February 2021, when the project conducted the OCAT assessment. The project assessed municipal performance in procurement, public financial management, municipal transparency, and publication of key municipal information on finance and human resources. Based on results, the 15 focus municipalities, on average, scored 14.32 out of 18 points or 79.53% in 2020. That is an improvement of 15.6% compared to the previous year when the average score was 12.39 points or 68.8%. The five original focus municipalities improved from an average score of 15.53 in 2019 to 16.77 points or 93.15% in 2020. This was an improvement of 8% percent. The ten new focus municipalities improved from an average score of 10.82 in 2019 to an average score of 13.09 points or 72.72% in 2020. This was an improvement of 21% percent. The chart below presents the OCAT results:
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 11 OCAT Results 2019/2020 18.0 17.0 16.9 16.8 16.7 16.5 16.2 15.4 15.7 15.6 16.0 14.8 15.0 14.5 14.3 13.5 13.4 13.4 13.0 12.7 12.6 12.4 14.0 11.7 12.4 12.1 11.7 11.7 12.0 11.5 10.9 12.0 9.6 10.0 10.0 9.1 8.6 8.0 6.0 4.0 2.0 0.0
2019 2020
On average, the five focus municipalities OCAT Results by Dimensions achieved better results in all dimensions Planning and compared to the ten new focus Budgeting 3.00 municipalities. According to the assessment Transparency 2.00 findings, Pejë/Peć Municipality continued to Staff capacity , ethics,… 1.00 be the top performer in 2020. Out of 18 0.00 points, this municipality scored 16.97 points, Appeals and Contract or 94.3%, and an improvement of 5% percent review administrat… from 2019 (from 16.17 to 16.97 points). Pejë/Peć, is followed by Gjilan/Gnjilane, Audit Vushtrri/Vučitrn, Gjakova/ Đakovica and 5 Focus 10 New All- Focus Pristina municipalities. 1.1.2 Create custom work plans for focus municipalities. Similar to previous years, USAID TEAM is drafting custom work plans for each focus municipality based on the updated OCAT (Sub-activity 1.1.1), graduation results (Sub-activity 1.1.4), recommendations from civil society organization (CSO) reports and assessments (from Component III), and Corruption Vulnerability Assessment (CVA), including the experience of procurement advisors working in the partner municipalities and other adaptive activities. The custom work plans outline the timeframe for achieving results, performance targets that will be linked with “graduation” achievements. These provide a clear understanding of what each partner will contribute to USAID TEAM in terms of staff commitment and other requirements. During this quarter, the project completed draft custom work plans for the 15 focus municipalities. Custom work plans are under the review and approval process.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 12 1.1.3. Conduct citizen perception survey. As in previous years, USAID TEAM is in the process of implementing a perception survey, collecting information from CSOs, the private sector, and citizens to measure satisfaction with public procurement and the level of transparency in the procurement process at the municipal level. The subcontracted vendor initiated the survey in all Kosovo municipalities, including finalizing methodology and survey instruments in Albanian and Serbian languages, training of surveyors, and data collection. The project completed field work conducting 3,000 face-to-face interviews with citizens in all 38 Kosovo municipalities, including urban and rural areas, and held focus group interviews with civil society organizations and businesses. The project is now conducting the back-checks to assure data quality. As a general observation from focus group discussions, CSOs emphasized that there is a perception that corruption is present in public procurement, especially during the pre-tendering phase as municipalities favor some economic operators over the others. CSOs believe there should be better monitoring of capital projects implementation, municipalities should increase the capacity of officials in this sector, and Focus group with CSO’s from Prizren Region economic operators should be more accountable, in case works are not performed according to requirements. While businesses believe that irregular procurement processes are caused by corrupt practices (50%), lack of planning (20%), inadequate legal frameworks (20%), and lack of capacity on the part of the executor (10%). This activity will continue through the next quarter. The project will develop a survey report, which will include comparative data from the past year. 1.1.4. Monitoring municipal graduation plan implementation. The project continued to assess and report on the annual project and municipal graduation indicator results and present municipal graduation and organizational capacity assessment results to the focus municipalities. The project regularly monitors the 12 graduation plan indicators and sub- indicators to help municipalities identify areas where bottlenecks occur. Based on this monitoring process, USAID TEAM provided targeted assistance in the areas where challenges are identified. a) Measure and report the annual project and municipal graduation indicator results. Based on the Graduation Readiness Measurement Tool, developed by USAID TEAM in Year 1, project gathered quantitative and qualitative achievement measures in two broad areas: (1) procurement corruption vulnerabilities (73% of the points) and (2) municipal procurement effectiveness (27% of the points). Results show that, on average, all focus municipalities improved their graduation results for 13% in 2020. The new focus municipalities, due in part to their very low baseline scores on several indicators, like the implementation of procurement plans, transparency, and contract management, increased by an average of 23% (from 55 to 67 points) over the year; whereas the original five focus municipalities, on average,
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 13 experienced a decrease of 1% (from 76 to 75 points). Overall, the Municipality of Junik improved by 75% and compared with its baseline of 41 points reached 72 points, while the second-best performing municipality was Hani i Elezit/Elez Han showing a 68% improvement (from 46 to 77 points) from the previous year. Other municipalities that achieved good results include Ferizaj/Uroševac which improved by 29% (from 46 to 59 points), and Podujeva/Podujevo which improved by 27% (from 60 to 77 points). On the other hand, the leading municipalities faced difficulties in maintaining the high scores they achieved in 2019. For example, Peja/Peć declined by 4% from 84 points to 81 points, while Vushtrri/Vućitrn declined by 7% from 82 to 77 points. In Year 5, the project will focus its efforts on assisting high achieving municipalities to maintain and further improve their performance and supporting municipalities that lag to achieve qualifying scores for the first time. The finalized Graduation Report contains detailed data for each of the 12 indicators along with recommendations. Based on this report and data gathered, project is in the process of drafting and finalizing detailed graduation reports for each focus municipality.
Graduation results of All Focus Municipalities 2019-2020 90 84 81 82 77 77 77 77 80 76 74 80 70 72 71 72 71 69 67 70 64 65 65 62 59 60 60 60 53 56 52 50 46 46 50 41 40 30 20 10 0
Dec-19 Dec-20 Min. score for grad. 1.2 AWARD AND IMPLEMENT IN-KIND GRANTS TO FOCUS MUNICIPALITIES THROUGH THE SUPPORT FUND. USAID TEAM works with focus municipalities to help them address specific corruption vulnerabilities and increase accountability, efficiency, and transparency in contract management. Using the Support Fund, USAID TEAM improves the efficiency of focus municipalities, including by enhancing the security of procurement documents in modern archives and promoting greater transparency in bid opening and evaluation of tenders. USAID TEAM supports focus municipalities through the following sub-activity. 1.2.1. Identify, develop, and implement Support Fund projects. Replaced activity from Year 4. USAID TEAM is conducting a needs assessment with focus municipalities to identify municipal needs and innovative approaches to meet them. Through the Support Fund,
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 14 the project aims to improve the efficiency of focus municipalities while enabling them to continue remote and online work even in cases of emergencies and lockdowns, to enhance the security of procurement documents, to supply necessary technical equipment for contract and project management, and to promote greater transparency in bid opening and evaluation of tenders. ACTIVITY 1.3. MONITOR MUNICIPAL CAPACITIES IN PROCUREMENT AND PROJECT/CONTRACT MANAGEMENT. In the first four years of implementation, the project worked to address corruption vulnerabilities across all Kosovo municipalities in project planning, project design and documentation, planning solicitations, tendering, evaluating bids, contract award, accounting and auditing, contract management, and records management, among other areas in the procurement cycle. During the reporting phase, the Municipal Implementation Advisors continued to focus their assistance on implementing effective enforcement mechanisms while ensuring monitoring and oversight of the procurement cycle at the municipal level, including contract management. USAID TEAM will continue to support the implementation of robust internal controls in procurement to verify whether legal, administrative, and financial procedures are followed. Based on assessments previously conducted, the project identified that contract management, and project design and technical specifications are prone to corruption. USAID TEAM provided targeted assistance to focus municipalities on contract management, including technical specifications and project design. Assistance focused on all stages of contract management from planning, to defining technical specifications, monitoring project implementation, effective management, acceptance of goods or works, and final payment 1.3.1. Provide monitoring, targeted assistance and coaching for municipal procurement activities. USAID TEAM advisors continued to provide monitoring and targeted assistance to the original five focus municipalities, while in the new ten focus municipalities, it focused more on hands-on and on-the-job coaching and training in implementation of procurement plans, design of procurement documents (including technical specifications), value-for-money procurements, releasing tenders, awarding contracts based on fair evaluations, auditing procurements, sharing data with the public (including publication of the contracts with the economic operators), and contract management. USAID TEAM procurement advisors supported all focus municipalities to finalize their 2021 procurement plans, per the Public Procurement Law (PPL). In order to comply with legal requirements, TEAM advised Procurement Managers to lead the process and coordinate with other departments to prepare and publish the final procurement plan on the e-Procurement platform. Procurement advisors also shared the manual for preparing the procurement plan through the e- Advised Focus Municipalities to Publish Indicative Notices Notices
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 15 Procurement platform with the new focus municipalities. Upon finalization and publication of procurement plans, TEAM advised focus municipalities to publish indicative notices in accordance with Article 39 of the PPL which requires their publication for activities with an estimated value of more than 500,000 Euros. Contracting authorities are now generating Annual Reports on Public Contracts automatically through the e-Procurement platform which eliminates possible mistakes that were made in the past. With the upgrade of the e- Procurement platform, reports on signed contracts are generated automatically, which saves time and human resources and increases accuracy in reporting. Advisors supported procurement managers in The Procurement Manager in Rahovec published generating these reports, advising them to the Report on Signed Contracts for 2020 include minimal value contracts and cancelled procurement activities. During the reporting period, the PPRC approved the amendment of A01 Rules and Operational Guidelines for Public Procurement. (ROGPP) mandating the use of the Contract Management (CM) and Contractor Performance Evaluation (CPE) modules. The changes to ROGPP require the appointment of a Contract Manager and a Contract Supervisor. Based on the new Building capacities of procurement officer to rules, draft contracts should be sent to the use the newly launched contract management module of the e-Procurement platform. economic operator for approval through the e-Procurement platform before they are signed. This platform requires the name of the supervisor and contract manager. The Project advised focus municipalities that after the complaint period is over, the procurement office have the requesting unit appoint these two positions and get the Chief Administration Officer’s approval. In order to facilitate compliance with these new regulations, advisors: • Produced and shared with the municipalities a simple document containing steps to be undertaken by the procurement officers. • Produced and shared with the municipalities a sample document containing steps to be undertaken by the contract manager to draft the Contract Management Plan. • Redrafted the template of the Decision on Appointment of the Contract Manager and of the Direct Supervisor of the Contract Manager. • Reviewed the Standard Operating Procedures on Procurement and made necessary amendments to reflect the use of CM and CPE modules. In addition, TEAM offered on-the-job support on these modules to municipalities. In Deçan/Decane, Peja/Peć and Pristina, TEAM provided on-the-job-training on using the e-
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 16 Procurement platform to the contract manager and direct supervisor of contract management, and drafted a Contract Management Plan using the e-Procurement platform which was shared with the contractor for approval. In addition, PPRC mandated the sales of assets through the e- Procurement platform (notification here). Until now the sale of municipal assets has been conducted using physical copies. Advisors provided municipalities assistance with this new procedure. Supporting internal audits to conduct audits through the In accordance with workplan activity 1.3.1(g), advisors eProcurement. supported internal auditors from the municipalities of Junik and Rahovec on the use of the e-Procurement platform. The project continues to support focus municipalities in adopting procurement procedures according to municipal need. Advisors supported municipal officials during the opening of proposals, like in Pristina for the public-private-partnership activity “Construction and maintenance of three schools,” because this proposal contained three envelopes and the e-Procurement platform does not yet support the three-envelope-system. The USAID TEAM drafted sample advisors also supported evaluation committee members during reports to evaluate Public- Private-Partnership activity. the evaluation of this activity, drafting two sample reports (one for technical evaluation and the other for financial evaluation), as the PPP unit does not have standard templates for the evaluation of this type of proposal. Procurement advisors continue to fill knowledge gaps regarding procurement tools and procedures. For example, in Vushtrri/Vućitrn, procurement advisors supported the municipal staff to process an advance payment as it was allowed in the contract. As the municipality did not have a standard form for this process, the project produced a template and shared it with the municipality. Also, based on the need, procurement advisors supported municipalities on disputes in the contract implementation. For instance, in Junik, the procurement advisor supported municipal staff to initiate liquidated damages for non-completion USAID TEAM drafted a template for the calculation of of a contract in the set period. During the liquidated damages . this process, advisors produced and Advising the Procurement Officer of Pristina Municipality During the shared a template for the calculation of Opening of the Proposals for the Public-Private-Partnership Activity liquidated damages. “Construction and Maintenance of three schools”
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 17 Procurement advisors supported all focus List of EO blacklisted by PRB No. Name of the EO form until municipalities to enhance oversight and monitoring, 1 Delta Security SH.P.K. 12/18/2020 3/17/2021 and when needed, take necessary actions for non- or 2 SFK shpk 12/18/2020 3/17/2021 3 € Euro Group SH.P.K. 12/18/2020 6/17/2021 poor- performing contractors. In this regard, they 4 DITrade SH.P.K. 12/18/2020 6/17/2021 5 Bereqeti Ing SH.P.K. 12/18/2020 6/17/2021 advised on PRB blacklisting of economic operators, 6 Osa Termosistem shpk 12/18/2020 3/17/2021 7 Engineering Viti 12/18/2020 3/17/2021 specifically in cases when municipalities have the right 8 Cleantech Group shpk 12/9/2020 6/8/2021 9 R & Rukolli shpk 12/9/2020 6/8/2021 to consider an economic operator as disqualified/ 10 DSH AMTelecommunication 9/3/2020 3/2/2021 11 N.T.P Vlora 9/3/2020 3/2/2021 poor performing. An example from Pristina is when an economic operator submitted a Declaration Under Oath that it would provide the proof of eligibility upon request, and subsequently failed to submit the documents. TEAM advised to initiate a request to blacklist this company for submitting a false declaration. Procurement advisors continued to support central level partners to enhance procurement procedures % implementation of the procurement plan 2020 and amend existing legislation. The USAID TEAM 74.7% 80.0% 65.3% Procurement Advisor supported the PPRC in 55.3% 60.0% drafting a legal interpretation of the recently 40.0% amended PPL regarding preference for local 20.0% products and services, that comes as a result of the 0.0% Law on Recovery. The procurement advisor also supports the PPRC in reviewing and replying to comments on the draft new PPL. USAID TEAM also collected different data measuring results comparing the focus municipalities to all Kosovo municipalities. Results show that all Kosovo municipalities averaged 65.3% implementation of the procurement plan for 2020, with the focus municipalities implementing an average 74.7% due to the support provided by USAID TEAM, % procurement activities while non-focus municipalities implemented only implemented that were not in the 55.3%. The focus municipalities also had lower procurement plan - 2020 levels of non-planned procurement activities 50% 45% 39% implemented, with just 34% compared to 45% 40% 34% for non-focus municipalities. Similar results were 30% shown in the percentage of price quotations 20% procedures used during 2020. The focus 10% 0% municipalities had lower percentage of price All Kosovo Non-focus All 15 focus quotations procedures – 16% compared to 26% municipalities municipalities municipalities for non-focus municipalities. 1.3.2. Implement the Project/Contract Management Model. A delayed activity from Year 4. The project met with the Mayors of Peja/Peć and Vushtrri/Vućitrn, who expressed interest in working with the project to establish a model for a formal contract/project management office. During this quarter, USAID TEAM prepared a structured guide for new contract management models, based on experiences gathered from local, regional, or international success stories,
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 18 including the steps and processes necessary for implementation, depending on existing municipal capacity and staff and organizational structure. - Project Management Office (PMO) – this model concentrates all projects in one office. In this approach a specific organizational unit is established solely to implement projects. The Mayor is directly responsible for this unit. - Hybrid Structure – this model creates a PMO with a hybrid structure. Generally, this office deals only with capital investments or complex projects and plays advisory role for directorates who manage and supply projects. This guide helps municipalities to re-organize and establish offices for contract/project management. During the next quarter, USAID TEAM will begin to implement this in pilot municipalities. 1.3.3. Support improvement of the technical specification and contract management. In Year Four USAID TEAM provided on-the-job coaching/mentoring for municipal mechanisms to enhance project and contract management. Most errors encountered are related to unclear job descriptions which lack technical specifications, leading to misunderstandings CM Advisor and Contract Manager checking the construction diary in Istog and obstacles in implementing contracts, creating opportunities for misuse. During the reporting period, the Contract Management Advisor supported focus municipalities to improve the development of technical specifications and enhance contract management. In the case of “Design of infrastructure projects: roads, sewerage and geodesic services” in Gjilan/Gnjilane, the advisor supported the preparation of a clear scope of work to avoid any misunderstanding during the contract implementation phase. In addition, the advisor met with municipal staff to discuss issues they faced with economic operators. The project supported municipalities to resolve issues when possible, but also provided advice on contract termination. During the reporting period, the Contract Management Advisor reviewed 79 technical specifications, and supported focus municipalities to develop 21 technical specifications.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 19 The advisor also conducted field visits to monitor and implement technical details and ensure proper project implementation. For example, in Vushtrri/Vućitrn, the CM Advisor recommended that a construction management plan and construction diary be maintained for “Construction of the house of culture “Hasan Prishtina.” Other challenges that needed to be addressed Construction site in Peja included requests for additional work due to poor quality of project designs, especially the implementation of road projects, lack of construction permits, lack of professional staff, and the involvement of directorates bypassing contract managers. The CM advisor also recommended that municipal staff who manage contracts use the CM and CPE modules in the e-Procurement platform, providing information on the manuals, video trainings, and project assistance available. 1.3.4. Support reform on project/contract management. Based on assessments, USAID TEAM initiated reform of project/contract management with central level institutions and conducted preliminary meetings and discussions of municipal challenges on project/contract management, with stakeholders including the Ministry of Economy and Environment, the Ministry of Local Governance (MLG), and the Public Procurement Regulatory Commission (PPRC). During the reporting period, Kosovo had snap elections and did not have a government in place until the end of March 2021. Consequently, USAID TEAM was unable to move forward with some planned activities. The project will continue with these planned activities and re- initiate discussions with the newly established government on establishing an inter-institutional government working group on harmonizing the legal framework and drafting initial administrative instructions, regulations and identifying needs for change of primary legislation for project/contract management, in the next quarter. The reform will depend on the newly government’s commitment and priorities. The project has drafted an action plan for contract management identifying potential areas and tasks needed to achieve project/contract management reform. The project/contract management activities and practices will be shared through roundtables or online meetings with central level stakeholders and all Kosovo municipalities. 1.4. MONITOR MUNICIPAL INTERNAL AUDIT UNITS AND MUNICIPAL AUDIT COMMITTEES. USAID TEAM continued to support the Internal Audit (IA) Units and Municipal Audit Committees (MACs) by monitoring and enforcing activities they carried out. The Project’s Audit Advisor continued to work with the focus municipalities to address deficiencies, and provided support to all municipalities to improve internal auditing processes and address NAO recommendations through the following sub-activities:
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 20 1.4.1. Monitor municipal Internal Audit Unit and Audit Committee performance. USAID TEAM audit advisors continued to support all municipalities in the implementation of NAO and IA recommendations. The project also supported focus municipalities to improve the audit processes, reviewing action plans and preparing progress reports on NAO recommendation implementation. During the reporting Template for detailed audit plan. period, the IA Unit of the Municipality of Suhareka addressed the NAO recommendation on subventions and transfers. The advisors also supported the Municipality of Pristina by sharing and providing assistance to the municipal directors on the template for preparing the Annual Subsidy Plan. Advisors also provided support on implementing the Standard Operating Procedure (SOP) on Audit Process with the aim of enforcing best practices and achieving sustainability though the following sub- activities: Increasing the quality of internal audit reports. Audit advisors supported the 15 focus Supporting the Internal Audit Unit Director of the municipalities to improve the internal audit Municipality of Prizren. reports. In Prizren, the USAID TEAM Audit Advisor supported the Director of the IA Unit to develop the IA Unit Annual Report for 2020, which included the five audited activities, and incorporated additional activities aimed at implementing NAO recommendations. In Pristina, they supported the Head of the IA Unit providing a template for a detailed audit plan, helping to make audit processes more concrete by defining all the steps to be followed by the audit team. Monitoring and assistance in Implementation of Internal Audit Unit statute and development/implementation of Municipal Audit Committee Statutes of focus municipalities. The USAID TEAM Audit Advisor supported the focus municipalities in adopting internal documents to enhance Mayor of Suhareka Signing the Updated MAC the efficiency of internal audits. During the statute. reporting period the municipalities of Decan, Prizren, and Suhareka officially approved the updated Statute of the Audit Committee, which is a requirement of the Administrative Instruction MOF - NO. 01/2019 on the Establishment and Functioning of the Audit Committee in the Public-
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 21 Sector Entity. To date, 11 out 141 focus municipalities have updated and approved the statute of the Municipal Audit Committee. Currently, the project is supporting the Municipality of Rahovec in the process of updating and approving the MAC statute. Monitor and improve quality of Internal Audit Units’ Action Plan. The Action Plan enables the auditor to implement the IA Unit recommendations, by outlining the steps needed, the responsible officials, and the timeframe. During the reporting period, Audit Advisors monitored the implementation of the IA Unit Action Plan. In Vushtrri/Vućitrn, with the Chief Finance Officer, Certifying Officer, Procurement Manager, and Human Resource Manager, advisors reviewed the action plan. According to preliminary assessment the recommendations addressed are: weaknesses of managing tax property data, weaknesses in contract management related to delivering reports by contract managers, weaknesses in procurement procedures related to ensuring that funds are available before signing the contract. The following challenges related to finance remain: delays in executing payments, and continuous increase of accounts receivable and asset registration. Here the audit advisor tailored support to the municipality’s need and supported the Chief Finance Officer and Certifying Officer to draft a checklist for executing payments. Build and maintain the capacities of MACs. To maintain the capacity of MACs, the Audit Advisor drafted a Checklist for MAC Reporting. This serves as a tool for MACs to ensure that reports comply with legal requirements. During the reporting period, the Municipality of Gjilan/Gnjilane completed its MAC membership. The audit advisor, in agreement with the MAC secretary, supported MAC members with all necessary documents. In addition, the advisor supported the MAC secretary to revise the statute, provide comments, and update it in accordance with latest Administrative Instruction on MACs. The audit advisor also organized a workshop with the newly established MAC members to improve professional capacity. 1.4.2. Address NAO and IA recommendations. USAID TEAM’s advisors continued to support the 15 focus municipalities to address NAO and IA recommendations. Consequently, the Municipality of Suhareka, was able to the NAO recommendation on subventions and transfers. This recommendation has been addressed with the Mayor’s office and based on the approved Kosovo Budget and MOF regulation on NGO subventions. The municipality had to prepare the Annual Plan for financial support for NGOs and submit it at the office for Good Governance at the Prime Minister’s Office no later than 30 days after the annual budget approval. The Audit Advisor also supported IA Units to initiate audit activities. In Junik the advisor supported the Unit to initiate an audit activity on “Management of non-financial assets,” and
1 Hani i Elezit does not have Internal Audit Unit or Municipal Audit Committee, as is not eligible due to size of budget. As such it’s not counted on focus municipalities that need to have IA Unit or MAC Statute.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 22 advised the IAU to collect information related to the efficiency of asset management systems and ensure that NAO and IA recommendations are implemented. In addition, the advisor shared a sample of a process description for managing non-financial capital and non-capital assets. Another example is the case of Podujeva, where the audit advisor supported the IA % of internal audit Unit in setting objectives for the audit activity recommendations of “Stacioni i Autobuseve” SH.A. Podujeva to implemented - 2020 60.0% 51.7% ensure that all internal procedures were 46.5% 40.6% followed, assets and liabilities are registered 40.0% properly, and are supervised according to laws and regulations. This audit activity was 20.0% not in the Annual IA Unit Plan for 2021 but 0.0% was a direct request by the Mayor. All Kosovo Non-focus All 15 focus municipalities municipalities municipalities Based on comparative index indicator data for all Kosovo municipalities in 2020, the focus municipalities implemented 51,7% of recommendations, outperforming non-focus municipalities who implemented 40.6% of recommendations, while the average for all Kosovo municipalities during 2020 was 46.5%. During this quarter, STTA Audit Advisors continued to support non-focus municipalities in addressing audit recommendations. Project advisors visited Dragash/Dragaš, Fushë Kosovë/Kosovo Polje, Drenas/Glogovac, Graçanica/Gračanica, Kaçanik/Kacanik, Dardana/Kamenica, Klina, Kllokot/Klokot, Leposaviq/c, Malisheva/Mališevo, Mamusha/Mamuša, Novobërda/Novo Brdo, Obiliq/Obilic, Partesh/š, Shtime/Štimlje, South Mitrovica, Viti/Vitina, and Zveçan/Zvecan. Support included but was not limited to: lack of executive projects when issuing the tender dossier, inadequate segregation of duties, management of outstanding invoices and reporting liabilities, procurement procedure/activity not in accordance with procurement plan, identification of municipal assets, collection of revenues from municipal environmental permits, deficiencies in the identification of municipal assets, outstanding liabilities, staff recruitment for specific services, internal control regarding the maintenance and servicing of vehicles, shortcomings in asset management, non- implementation of the internal audit function, failure to continue the performance security for delays in the execution of the contract, shortcomings in the management of contracts, management and reporting of outstanding liabilities, non-verification of the current condition of the properties, and non-updating of employment contracts and payrolls. As a result of continuous support to municipalities on implementation of NAO recommendations, municipalities addressed 37% of recommendations made in 2019, and improvement from 31% the previous year, and just 25% from 2017. 1.4.3. Periodic evaluation of implementation of NAO recommendations. Based on the SOP for Audit Processes, municipalities in Kosovo should conduct periodic assessments of the implementation of NAO and IA recommendations, according to timelines presented in the action plans for both types of audits.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 23 Periodic evaluation of implementation of NAO and IA recommendations. USAID TEAM Audit Advisors supported focus municipalities in the periodic evaluation of NAO and IA recommendations implemented, based on the Standard Operating Procedure on Audit Processes. With project support, several municipalities have already established a Process Coordinator and Working Groups to implement recommendations. To Audit Working Groups in Deçan and Istog ensure that all 15 focus municipalities Municipalities respond to this request, USAID TEAM worked with municipal staff to conduct assessments and present evaluation results to municipal management. Audit Advisors supported the process coordinators and working groups in drafting the Periodic Report for 2019, which have been signed and submitted NAO. Only Ferizaj has not yet submitted the report to the NAO. Based on municipal reports for periodic self-evaluation NAO recommendations addressed, focus municipalities have fully implemented 48% of recommendations, partially implemented 36% and have not addressed 15% of recommendations. Advisors supported working groups Periodic Evaluation of adressing NAO for audit issues in Deçan/Decane, Recommendations Gjilan/Gnjilane, Hani i Elezit/Elez Han, Istog/k, Junik, Lipjan/Lipljan, Total Peja/Peć, Podujeva/Podujevo, Istog Pristina, Prizren, Rahovec/ Gjilan Pejë Orahovac, Suhareka/Suva Reka, and Gjakovë Vushtrri/Vućitrn municipalities Vushtrri verifying the implementation of Prishtinë NAO recommendations from 2019. Suharekë In the Municipality of Junik they Rahovec supported the IA Unit Director to Prizren implement NAO recommendations Podujevë by preparing a report, verifying Lipjan existing weaknesses, and providing Junik valuable recommendations related Hani i Elezit to compliance, improvement of Deçan control and improved monitoring of 0% 20% 40% 60% 80% 100% public property. In addition, the Implemented Partially implemented working group for audit matters, Not implemented prepared a Periodic Report on the progress of implementation of NAO recommendations, which reports that out of 13 recommendations, eight are fully implemented, three partially, and two not implemented. Another example is the Audit Advisor’s support to the Municipality of
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 24 Gjakova/Ðakovica in preparing a progress report on implementation of NAO recommendations, which reports that out of 14 recommendations, ten are implemented and four are in progress. The project also supported the municipalities that have recently established working groups. In Deçan, the Audit Advisor held a kick-off meeting with the working group for audit issues and advised on drafting periodic reports on implementing NAO recommendations; in Podujeva, the newly elected Mayor of Podujeva appointed a process coordinator and established a working group for audit issues. The USAID TEAM Audit Advisor met with the working group and supported them in the process of implementing recommendations. During the meeting, the advisor shared a copy of the standard operating procedures on audits. b) Roundtable to identify and discuss repeated audit recommendations. USAID TEAM organized a Roundtable with the NAO, Ministry of Finance (Central Harmonization Unit - CHU, Treasury, Budget, Property Tax Departments), Ministry of Local Government (MLG), municipal IA Unit representatives, and the Head of the Association of Kosovo Municipalities - Finance Collegium to discuss repeated recommendations made at the municipal level by the NAO and IAU, focusing on how to implement the recommendations and minimize repeated and partially implemented recommendations. Through interactive discussions, it was concluded that the implementation of the recommendations improved greatly after the entry into force of the NAO rules and procedures for implementing audits and action plans, and the Standard Operating Procedure (SOP), developed with the assistance of USAID TEAM. General recommendations derived from this meeting were to: better and more accurate budget planning, central level improvements to property tax software, coordination of activities related to personnel file management between municipalities and the Emergency Management Agency. 1.4.4. Conduct performance audit methodology for internal auditors. Delayed activity from Year 4. USAID TEAM developed a Manual on Performance Audit, presented it to all municipalities, and developed the working papers as part of the Performance Audit Methodology. During Year 4, the project intended to pilot this activity in Gjilan/Gnjilane and Vushtrri/Vućitrn municipalities, but due to the pandemic situation and in consultation with CHU, the municipalities postponed the pilot to 2021. During the reporting period, USAID TEAM, through its sub-contractor, KPMG, restarted its activities related to performance audit methodology for internal auditors. The project held the first coordination regarding conducting performance pilot audits meeting virtually with the IA Units of Gjilan/Gnjilane and Vushtrri/Vućitrn municipalities and the CHU. The audit will commence by the end of March and conclude by the end of June 2021Audit objectives, performance, approach and methodology, and planned results were also discussed. The Project shared templates and tasks with municipalities. In the next quarter the project will complete the audits and share lessons learned with the CHU and other municipalities.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 25 1.4.5. Continue Development of manual/video training tutorial on e-Procurement for auditors. Delayed activity from Year 4. In Year 4, USAID TEAM started to develop e- Learning materials on e-Procurement for Auditors. This activity is slightly delayed, as the contractor staff and PPRC staff got infected with Screenshot of video training tutorial COVID-19 affecting implementation dynamics on e-Procurement for auditors. and was completed in January 2021. The development of these videos was based on the “Guide for NAO Auditors to conduct procurement audits through the electronic procurement system.” The e-Learning materials were developed in close collaboration with partners – PPRC and municipal internal auditors – and internally coordinated among audit and procurement advisors. 1.5. SUPPORT MUNICIPAL HUMAN RESOURCES MANAGEMENT. In Year 4 USAID TEAM started to develop a Human Resource Management Information System video training, which will be finalized in Year 5 and shared with municipalities. 1.5.2. Develop video training for HR officials. Rolled out activity from Year 4. At the end of Year 4, USAID TEAM, started developing a Human Resource Management Information System (HRMIS) video training at the request of the Ministry of Interior Affairs/ Department of Civil Service Administration (DCSA). USAID TEAM USAID TEAM e-Learning (video) materials on HRMIS continued to coordinate the development of the e- Learning (video) materials on HRMIS with the DCSA. So far, several informative draft videos have been developed, guiding users of HRMIS on different stages of the application process and encouraging them to use the system when applying for civil service positions. The videos are expected to be finalized at the beginning of next quarter and will be shared with all Kosovo municipalities. 1.6. MONITOR MUNICIPAL TRANSPARENCY. USAID TEAM continued to assist focus municipalities in the use of government systems to publicize all non-confidential procurement and finance management data on the municipal websites in formats that can be readily used by civil society, media, and public for analysis.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 26 1.6.1. Monitor and advise municipalities on transparency and enhance public relations efforts. USAID TEAM worked with municipal staff in focus municipalities to publish all non-confidential data on procurement and support the regular publication of Percentage of publication of periodic and annual financial reports, time procurement activities on series data on revenues and expenditures, municipal web sites - 2020 90.7% municipal annual planning documents, and 100.0% reports. To increase municipal transparency, 67.9% the USAID TEAM Public Finance 50.0% 38.4% Management (PFM) Advisor met with the 0.0% Director of Budget and Finance and the All Kosovo Non-focus All 15 focus Information Officer to identify unpublished municipalities municipalities municipalities financial documents. As a result of USAID TEAM’s support, focus municipalities lead in transparency. Based on Percentage of publication of data collected during this quarter, focus procurement contracts on municipalities publish 90,7% of procurement municipal web sites - 2020 activities, compared to 38.4% for non-focus 200% municipalities, and a national average of 67.9%. 96% 80% 57% The five original focus municipalities lead the 100% ranking with 99.6% of procurement activities 0% All Kosovo Non-focus All 15 focus published, followed by the ten new focus municipalities municipalities municipalities municipalities with 85.3%. In addition, all focus municipalities continuously publish the procurement contracts in their website 96%, while other non-focus municipalities occasionally do so, 57%. Focus municipalities also lead in the publication of important documents and reports, such as Mayors Report, Mayors Percentage of publication of Annual Plan, Municipal KNAO report, and Documents/Reports - 2020 from finance area: Mid-Term Budget 100% 86% Framework, Annual Budget, Quarterly 80% Financial reports, Annual Financial Report and 60% 46% time series monthly financial information on 40% 20% revenue and expenditures. While the national 20% average for publication of these documents 0% and reports is 46%, the focus municipalities All Kosovo Non-focus All 15 focus publish 86%, and non-focus municipalities municipalities municipalities municipalities publish only 20%. During this quarter, 21 municipalities have published 164 contracts on their websites. During the reporting period, the project attended the Ministry of Local Government (MLG) led working group for the development of the Template for Municipal Transparency Action Plan kickoff meeting. The meeting served as a means to discuss the roadmap for revision of the sample developed in 2015, including format, structure, and content in accordance with
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 27 the recent amendments to the AI No. 03/2020 on Transparency of Municipalities and MLG Regulation No. 01/2017 on the Procedures for Development and Publication of Municipal Acts. USAID TEAM was invited to be part of the working group and provide technical support to the MLG in drafting the new template, which is set to be finalized by October 2021. 1.6.2. Support implementation of SOP for standardized municipal web publications. Delayed activity from Year 4. In Year 4, USAID TEAM worked with MLG to develop procedures for publications on municipal websites. Working with focus municipalities and in collaboration with the MLG, USAID TEAM identified that municipal websites face challenges publishing information and documents in a standardized manner. Due to delays caused by pandemic, where the main stakeholders from the Ministry of Local Government were infected by COVID-19, this activity was slightly delayed. During the reporting period, USAID TEAM developed a SOP for Publishing Municipal Documents which outline procedures defining rules and best practices for publishing municipal activities to make public information easily accessible and user-friendly. One workshop was conducted and the procedures for publishing: draft acts for public consultation, acts approved by the municipal assembly, mayor’s acts and decisions, municipal Medium-Term Budget Framework, documents in the budgeting process, and spatial planning acts were discussed. The project addressed comments and finalized the SOP and is planning a workshop to share and discuss it with Heads of Public Information Offices from all Kosovo municipalities jointly with MLG. 1.6.3. Support implementation of internal communication strategies. USAID TEAM supported the 15 focus municipalities to develop internal communication strategies. These strategies aim to improve and advance communication mechanisms with multiple audiences in order to respond to new technical and technological dynamics and the need of citizens for quality services and accurate and timely information. An integral part of these strategies is internal communication, and a component that focuses on improving communication practices and increasing employee motivation to improve individual, team and organizational performance. The project advisor, during this quarter, provided limited support on implementation of internal communication strategies on an as needed basis. Support on implementation of strategies is expected to be provided during the next period. 1.7. MONITOR MUNICIPAL FINANCIAL MANAGEMENT AND CONTROL. USAID TEAM supports and monitors focus municipalities to strengthen systems for financial management and control, as well as to address audit findings in public finance. The PFM advisor regularly met with Finance Directors to analyze he actions taken by municipalities to address finance recommendations. In Prizren, the advisor worked with accounts receivable, and consequently, there has been a significant decrease in the level of Meeting with Finance Department in the accounts receivable. Municipality of Junik.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 28 1.7.1. Monitoring/Continuing support for financial management and control. As this is the final year of the project, in addition to regular activities supporting the focus municipalities, USAID TEAM monitors implemented activities and takes measures to ensure a sustainable transition. Through its Public Finance Management (PFM) advisors, the project carried out activities to Supporting the finance department of the improve the performance of partner municipalities Municipality of Suhareka. and advance operational procedures which in addition to carrying out daily tasks will help to increase accountability and financial transparency. Working in all 15 focus municipalities, USAID TEAM PFM advisors coached finance directors, chief financial officers, and other financial officers on improving budgeting processes and financial management controls, and provided support on addressing NAO recommendations, though the following activities: CHU Self-Evaluation Questionnaire. On an annual basis, the project supports focus municipalities in completing the self-assessment questionnaire on financial management and control per MOF/CHU requirements. This year this activity took place in March 2021. The purpose of this questionnaire is to inform MOF/CHU about the activities related to information technology, legal, financial, human resources, and IA undertaken by all public-sector entities, as well as the functioning of their financial management and control systems, in order to provide necessary input for the Annual Report on the Internal Control System of Public Finances for 2020, which will be submitted to the Government of Kosovo. Municipal budget planning – implementing comprehensive municipal budget. The USAID TEAM PFM advisor supported the finance departments of focus municipalities on improving budgeting processes, financial management control, and addressing NAO recommendations, The Advisor analyzed actions taken by municipalities to address recommendations in the field of finance focusing on: delays in payment of obligations, payment of expenses before receiving services, lack of documentation of payments, misclassification of expenditures, and inadequate asset management. The advisor also supported focus municipalities in the issue of capital projects for municipalities that are not approved in the Law of Budget for 2021. The advisor supported the respective municipalities to modify their capital projects in line with MOF criteria, so the latter can discuss the possibility of re-submitting the data for non-approved capital projects. During this quarter, among the municipalities Supporting Finance Department of the supported was the Municipality of Suhareka/Suva Municipality of Lipjan. Reka. This municipality with the help of the PFM Advisor managed to restructure capital projects that were not approved (some of them due to problems such as improper classification, or rationality). This restructuring will be
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 29 discussed and approved in the municipal assembly and then if approved will be submitted for re-approval to the Ministry of Finance. USAID TEAM advisors monitored utilization of budget templates designed in previous years. They delivered a presentation to all directors in Lipjan/Lipljan, Junik, Prizren, Rahovec/Orahovac, and Suhareka/Suva Reka on using the budget templates, emphasizing their importance in strengthening comprehensive budget planning activities. 1.7.2. Implementation of municipal mechanisms in public finance. USAID TEAM established a number of mechanisms that will guarantee sustainability of municipal finance, financial accountability, and transparency in the coming years. Monitor implementation of Handbook on Internal Public Expenditure Management Process (Book of Processes) During the reporting period, The Municipality of Deçan officially approved the Book of Processes. The Mayor, highlighting the project’s support in this process, considered the approval of this document as of vital importance, in managing local expenditures effectively and avoiding errors that may become audit findings. To date, all ten new focus municipalities have approved the Book of Process. Implement SOP/Manual for registering and reporting municipal revenues and SOP/manual for registering and managing non-finance municipal assets. USAID TEAM is working with all 15 focus municipalities to help municipal staff better understand and implement best practices in the field of PFM. USAID TEAM delivered two presentations on the drafts of the SOP on assets, and the other on Presenting the Standard Operating Procedures to the Municipal Officials and procedures for revenues, financial Central Harmonization Unit management, and control manual to the representatives
municipal officials of focus municipalities and CHU. The manual on procedures for financial management and control (FMC) was developed during this quarter. This provides a comprehensive overview of the basic principles of modern FMC in the public sector. It is intended to guide public sector entities in carrying out their duties related to FMC. It explains the essence of FMC and its components and supports public sector managers to develop and maintain a proper system of FMC in their public entities in accordance with the requirements of the Law on Internal Control of Public Finance and relevant FMC regulations. The SOPs and FMC Manual received positive feedback from municipalities and CHU. Next, the project will implement the procedures in focus municipalities and share them with all Kosovo municipalities.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 30 COMPONENT II: ENGAGE THE CENTRAL LEVEL IN ADDRESSING MUNICIPAL CORRUPTION WITHIN THE PROCUREMENT PROCESS In Year 5, Component II is focusing on monitoring and supporting the implementation of systems at the PPRC, NAO, PRB, and CHU to solidify gains in transparency. Component II advisors monitor the implementation of mechanisms already established by the project, ensuring that past interventions are sustainable and promote GOK resilience and self-reliance. During this quarter the project focused on the full implementation of CPE and CM. The gradual implementation of a contractor evaluation system will supply the Contractor Past Performance Database with information on previous performance of economic operators who have executed public contractors in Kosovo, improving selection processes in the future. The project also continued to advise and support the drafting of the new Law on Public Procurement and monitored the implementation of tools and mechanisms established at PPRC in previous years. USAID TEAM continued to assist the PPRC IT Department to identify and implement proactive monitoring tools, including real-time dashboards that will allow the staff to actively monitor overall system security and health in real time. Following the successful implementation of a functioning NAO Anti-Fraud Unit, in Year 5 USAID TEAM is supporting NAO by introducing strategic planning to the performance audit process. This is achieved through the introduction of a formalized internal procedure outlining strategic planning for audit activities within the Performance Audit Department. In the reporting period, USAID TEAM continued to work with the CHU to fully implement the Quality Assurance and Improvement Program and Key Performance Indicators for IA Units. USAID TEAM also continued to support the PRB to maintain transparency mechanisms established in previous years.
# Component Two Events Events/Groups Participants Workshops Launching the Two New eProcurement Modules: 2.3.1 1 106 CM and CPE Total 1 106 2.1. BUILD THE CAPACITY OF THE NAO IN THE AREAS OF FRAUD DETECTION AT THE LOCAL GOVERNMENT LEVEL. Having established the foundation for a functional Anti-Fraud Unit and provided guidelines for auditors to detect fraud in public procurement, USAID TEAM worked with the NAO to strengthen and improve the role of this unit. This unit has already demonstrated its significant role in identifying and reporting fraud cases to the State Prosecutor’s Office. In addition to having full audit reports on public entities, the prosecution also receives a narrow list of audited cases with potential fraud elements from NAO. The cases with fraud elements reported to the Prosecutor help prevent misconduct of public funds.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 31 USAID TEAM continued to monitor the work of this unit and also worked with the NAO’s senior management to ensure future enhancements. This includes increasing the number of staff and improving cooperation with the state prosecutor. 2.1.1. Monitor functioning of the Anti-Fraud Unit. During the reporting period the Anti-Fraud Unit sent a procurement by Agency of the Agriculture Development within the Ministry of Agriculture with fraud elements to prosecution. Based on investigation by the Prosecutor’s Office, the police arrested more than ten officials for misuse of public funds. This is just one of 141 cases that the Anti-Fraud Unit sent to the Prosecutor’s office. The Anti- Fraud Unit was established by the USAID TEAM in 2018. This is an example of the good institutional cooperation between Anti-Fraud Unit, State Prosecutor, Serious Crime Department, and good lesson to all that misconduct, abuse and corruption cannot be protected forever. The case was widely covered by media. 2.1.2. Support the NAO in introducing strategic planning in performance auditing. During the reporting period, USAID TEAM had a virtual kick-off meeting with NAO management, gathering the Auditor General and seven other NAO representatives, during which the project delivered a presentation on strategic planning. That was followed by a discussion and agreement on the scope of the project workplan activities related to developing and introducing an overall formalized framework for strategic USAID TEAM had a virtual kick-off meeting with NAO management to planning of NAO performance audit activities; discuss performance audits. the approach, methodology, and timeline of the activities; the relevant workflow model; and a proposed output which would include Guidelines for Strategic Planning of the NAO Performance Audits with relevant templates and tools. Now, the project is focused on designing structured questionnaires for interviews, which will be used in interviews with representatives from the Performance Audit Department, the Methodology and Quality Control Department, and the Anti-Fraud Unit. The purpose of the interviews is to gather information and understand current practices on an organizational and departmental level regarding the planning cycle of the performance audits. In meantime, NAO provided the required internal policies and procedures for review and analysis. 2.2. BUILD THE CAPACITY OF THE MINISTRY OF FINANCE'S CENTRAL HARMONIZATION UNIT TO OVERSEE AND DIRECT MUNICIPAL INTERNAL AUDIT UNITS. In Year 4, Component II supported the CHU in further enhancing the performance audit methodology for internal auditors and jointly with Component 1, supported CHU to roll out an automated report system to internal auditors at the municipal level. In addition, CHU received project support in developing the Quality Assurance and Improvement Program (QAIP), which is a standard performance appraisal system of IA Units throughout the public sector. In Year 5, the project continues to monitor implementation of QAIP and integrate it within CHU’s intranet system. Component II
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 32 continued to work with Component I to monitor the implementation of the automated semi- annual reports by municipal and central level internal auditors. 2.2.1. Monitor the implementation of the Quality Assurance and Improvement Program of the Internal audit activity. Having developed QAIP in Year 4, the project is now monitoring and advising CHU in the implementation process. Furthermore, the project committed to improve the internal capacity of the MOF/IT Department to ensure sustainability by training two IT staff on SharePoint Administration. During this quarter, the project also engaged an expert to advance the technical aspects of the platform adding additional tools, like the Quality Assurance and Improvement Program (QAIP) tool - developed by the project - that measures internal auditors’ performance. This activity aims at adding sustainability to the CHU tools developed by the project so far. 2.2.2 Monitor implementation of automated semi-annual reports to municipal and central level internal auditors. Delayed activity from Year 4. This sub-activity was originally planned for Year 4, but was postponed to Year 5, due to international travel restrictions. The CHU has adopted the new semi-annual templates that were used for internal audit reporting during this quarter. The project also hired an STTA this quarter to eliminate problems that have occurred during the implementation of automated reports. 2.3 ENHANCE PPRC INSTITUTIONAL CAPACITIES TO INCREASE TRANSPARENCY, EFFECTIVENESS, AND ACCOUNTABILITY. Under USAID TEAM guidance, the PPRC is not only committed to support 100% online public procurement in Kosovo but has become a change agent and a leading institution for implementing transparency measures in public procurement in the region and beyond. USAID TEAM supported the PPRC to complete the development of the Contractor Performance Evaluation tool and completely upgrade the Contract Management Module. Furthermore, the Project supported the PPRC in mandating the use of these modules by Contracting Authorities. The project also supported the PPRC in developing an open contracting data standards-OCDS platform to ensure interoperability with governmental and non-governmental systems, strengthen the effectiveness of the Monitoring Department, support the update the Procurement Law, and strengthen PPRC’s capacities to oversee performance of procurement officers. During the reporting period, the project monitored the implementation of the tools and mechanisms established at the PPRC, advising and supporting the drafting of the new Law on Public Procurement. 2.3.1. Support and monitor implementation of Contract Management Module. The PPRC, supported by the USAID TEAM, successfully deployed the two new modules (Contract Management (CM) and Contract Performance Evaluations (CPE)) in the e- Procurement system. As of February 01, 2021, all government contracting authorities and economic operators are obliged to use these modules. The implementation of CM and CPE entails much more than archiving contracts and documents. When utilized correctly, the CM and CPE will enhance the governments operations, leading to savings in workloads, costs, and reduced risks. The unique dashboards created will provide contracting authorities and auditors with enhanced capabilities for monitoring a contract’s life cycle from contract signature, to start/mobilization, progress and expenditure to closure or termination to final
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 33 performance evaluation. This also marks the completion of upgrades to the e-Procurement platform. When the project started, the platform featured only three modules, and through project support, the platform now consists of 13 modules (one more than originally planned). USAID TEAM also finalized and published video training materials for CM and CPE modules in all languages of Kosovo. This coincides with the recent PPRC regulation that mandates the use of the two new modules by all contracting authorities Following the deployment of the CM and CPE modules, USAID TEAM coordinated with PPRC to monitor the rollout progress. During the reporting period, several contracting authorities that initiated procurements after February 01, 2021 used the CM module. The figure on the left shows the Contract Monitoring Report publicly available through the e- Procurement platform. USAID TEAM will continue to coordinate with PPRC and monitor progress using these modules. During this quarter USAID TEAM and the PPRC organized an official ceremony to launch these two new eProcurement modules: CM and CPE. Organized in a hybrid manner, the event gathered 100 participants, both in-person and online, who represented various institutions including the central and local level, the private sector and civil society representatives. The event grabbed media attention and was broadcast on national and local news shows as well as online portals. The Contract Management module has already proved its effectiveness as it eliminated the NAO USAID TEAM and PPRC Officially Launched the Contract finding on the lack of a contract Management and Contractor Performance Evaluation Modules. management plan. This is now is generated automatically by the e-Procurement system. At the local level, USAID TEAM procurement advisors received positive feedback from partner municipalities; the Director of Capital Investments and Contract Management Directorate of the Municipality of Pristina said: “This tool is wonderful - We wish we had this sooner,” referring to the CM and CPE modules. 2.3.2. Support implementation of Contract Past Performance Evaluation Module. This activity will run parallel to and mirror activity 2.3.1. 2.3.3 Advise PPRC on securing and implementing proactive system monitoring tools. The Project had several meetings with the PPRC to implement a proactive system monitoring tool, as this activities completion is conditional on the support of the PPRC. So
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 34 far, the PPRC Board has discussed funding of such a monitoring tool with the MOF and it is expected that this issue will be resolved next quarter. USAID TEAM, in close cooperation with PPRC IT staff has reviewed and assessed e-Procurement monitoring needs and available tools for proactive monitoring. The teams have narrowed down a list of tools that have the desired capabilities for both infrastructure and application-level monitoring. A tool called Site24/7, a USAID TEAM and EGA working with Kosovo Government counterparts to develop the subscription based service, is currently being assessed as technical specifications for the interoperability a potential candidate for a monitoring platform. between KFMIS and e-Procurement 2.3.4. Support PPRC to implement machine readable Digital Contract and enhance implementation of open contracting data standard. Delayed activity from Year 4. The Open Contracting Partnership (OCP) opened an impact accelerator program “Open Contracting LIFT” and selected Open Data Kosovo (ODK) to implement a project related to open contracting that will support an inclusive and effective pandemic recovery in communities by delivering better goods, works, and services, and expanding economic opportunities through new or better contracting strategies. ODK will be eligible for up to $30,000 worth of direct support as well as up to 200 hours of technical assistance from OCP over 18 months. The project will continue coordination with Informative e-mail directed to USAID TEAM OCP and as needed with the PPRC and support them staff for the Open Contracting LIFT- impact accelerator program by OCP. in obtaining e-Procurement related data. 2.3.5. Support the implementation of a tool to automatically publish tenders and contracts from e-Procurement platform to the municipal websites. Delayed activity from Year 4. USAID TEAM supported MLG and PPRC to design infrastructure needed for this tool, while MLG committed to developing the tool to automatically publish tenders and contracts. But in the mid-term budget review, allocated funds were transferred to other priorities. Consequently, the MLG has postponed this activity to 2021. During this quarter, the Project followed up with the MGL, on this. The MLG has committed to fund the development of a municipal website widget that will be integrated with PPRC e-Procurement OCDS API and will automatically display contract notices and other relevant procurement data on municipal websites.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 35 2.3.6. Enable interoperability between e-Procurement system and KFMIS. Delayed activity from Year 4. USAID TEAM continued to coordinate with the USAID Economic Governance Activity to ensure interoperability between PPRC’s e-Procurement system and Treasury’s Kosovo Financial Management Information System (KFMIS) – FreeBalance. During the reporting period, the project completed a draft of the technical specifications for interoperability, supplementing the specifications with information for metadata (definitions of data exchanged) and business rules (defining rules how systems will implement validations). The project, in coordination with USAID Economic Governance Activity (EGA), held several meetings with the PPRC, Treasury, and technical teams and finalized the technical specifications for the interoperability. The project has also finalized drafting the corresponding Memorandum of Understanding (MoU) and is currently drafting a Service Level Agreement which will be shared with the management of the Treasury and PPRC for review prior to formal approval. While a management workshop was initially anticipated to be held in March 2021, it was delayed at the Treasury’s request awaiting the appointment of the new government. USAID TEAM will continue to coordinate with stakeholders and seek to schedule a workshop with management of both institutions as soon as possible. 2.3.7. Support PPRC to digitalize and monitor implementation of risk-based selection tool to monitor procurement activities more effectively. Last year the Project completed the paper-based risk assessment, and this quarter has recruited an STTA to digitalize the tool on selection of cases by the Monitoring Department of PPRC. The tool will be developed during the next quarter. 2.3.8. Monitor implementation of updated regulation for sanctioning nonperforming procurement officers. In order to make monitoring the implementation of the regulation for sanctioning nonperforming procurement officers more effective, USAID TEAM in conjunction with the Kosovo Strengthening Public Procurement Project (KSPP) implemented by the UK Embassy is working on implementing a MOU between the PPRC and PRB to make this more effective. With the PRB and PPRC, the project is working to make communication between the institutions more effective, in order to increase the accountability of procurement officers. 2.3.9. Support drafting process of new Public Procurement Law and monitor the adoption process at the GOK and Assembly level. The project supported the PPRC in preparing a mandatory concept note to initiate the new law on public procurement, as well as to draft the law and address EU project comments regarding the draft PPL.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 36 In addition, USAID TEAM met the PPRC Board Member, Sami Uka, who chairs the technical group on drafting the PPL, to discuss aspects of the law that USAID TEAM considers necessary. The meeting was very constructive, and all parties reached a consensus on the issues that will be addressed by the law. TEAM also participated in a tripartite technical meeting USAID TEAM and GIZ-EU project discuss the details of draft law on with the PPRC, and EU harmonizing each public procurement. party’s position on the content of the law. USAID TEAM also met with the GIZ-EU project representative to further discuss the details of the draft law on public procurement and the issues related to the PPRC and PRB. GIZ-EU project identified a few issues, including: legal definitions; the description of the PPRC and PRB roles, including the number of members, mandate, etc.; the need for stronger rules for the PPRC when preparing law interpretations; and the determination of the court to review PRB decisions. Regarding PRB Board composition, USAID TEAM proposed involving the KSPP Project, and agreed to organize a meeting. USAID TEAM also informed the GIZ representative that the PPRC working group accepted most of their comments and they will share the updated draft soon. 2.4. ENHANCE PRB CAPACITIES TO FULLY IMPLEMENT TRANSPARENCY MEASURES. USAID TEAM continued to monitor the PRB’s implementation of mechanisms established with the support of the project, specifically relating to transparency in handling procurement appeal cases. During the reporting period, the project continued to collaborate with other donors supporting the PRB, including the KSPP Project and OECD SIGMA, to ensure that USAID TEAM assistance to the PRB is complementary and effective. TEAM held a meeting with the Head of Programmes, Economy and Governance and Policy Delivery Officer - Economic Development from the U.K. Embassy, to discuss the PRB Board mandate expiration and possible solutions. The Project raised the concern that the PRB will most likely have a gap in its function after March 2021, when current board’s mandate expires. as the PPL does not allow the continuation of current board in any occasion. The UK Embassy informed TEAM that once the new government and assembly are established, the PRB plans to proceed with the selection of three members additional members submit them for the approval to the Assembly as a package, which most likely will not happen before the end of April or beginning of May 2021.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 37 2.4.1. Monitor implementation of the ZOOM online tele-conferencing tool and livestreaming of PRB sessions. Given the difficulties caused by pandemic restrictions, the project supported PRB with procurement of online video conferencing tools to ensure that hearings can continue to be open and transparent to the parties and public. The project received written commitment from PRB that starting May 2021 future purchases of this tool will be included within PRB’s annual budget. In the meantime, USAID TEAM equipped PRB staff with the necessary skills and knowledge to use tele- “Zoom is perfect even for the times where there conferencing tools and monitored their will be no pandemic impact and we will have these kinds of hearings - to eliminate travel expenses for implementation. PRB hearings are live-streamed economic operator and contracting authorities.” and then posted on YouTube from the PRB’s account. Since January 1, 2021, PRB has posted -said Blerim Dina, Head of PRB while emphasizing the importance 105 videos accessible to the public. of Zoom enabled by the project. 2.4.2. Monitor PRB to implement 100% of procurement reviews through e-Appeals. The e-Appeal Module has continued to be implemented successfully and all appeals can now be made using this module. This is very important especially during the COVID-19 pandemic. 2.4.3. Monitor PRB implementation and enhancement of the new website and database of decisions. USAID TEAM noted that the PRB regularly updates the decision database located on their website, and appeals can be easily found using various search features. Furthermore, analytics can be selected using filters available on the website and can be exported to Excel for further analysis. Based on PRB’s website, since January 1, 2021, 270 appeals have been filed and 181 decisions have been made by the Review Panel. 2.4.4. Support PRB to address CSO findings related to deficiencies in the work of PRB. The Project has continued its support of the PRB to address the CSO findings. During this quarter PRB did not receive any monitoring reports from CSOs, but Project continued to monitor the implementation of recommendations that were provided in previous reports.
COMPONENT III: ENABLE CIVIL SOCIETY TO TRACK AND EXPOSE CORRUPTION Through USAID TEAM interventions, including grants and subcontracts, a growing number of local-level CSOs have developed and tested the skills needed to effectively monitor procurement and hold their local governments accountable. At the central-level, USAID TEAM-funded monitoring of the Procurement Review Body has resulted in a full mapping of shortcomings in this institution, including providing data on the inconsistency of PRB decisions. This analysis points to the need for change. CSO procurement monitoring activities and indices on municipal performance continue to inform the public and drive USAID TEAM technical assistance (through Component 1 and Component 2 advisors) and adaptations. The use of new technological tools like the Open Procurement Transparency Portal makes
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 38 monitoring public procurement activities easier and more sustainable, and flags new issues such as the award of contracts to blacklisted companies. In Year 4, USAID TEAM enhanced the capacity of local-level CSOs to monitor procurement and in the Year 5 work plan, the project aims to make these monitoring efforts more sustainable. The project continuously works to enhance the systems for oversight of public funds; it has digitized research, upgraded user interfaces, and built the capacity of users to understand and flag potential abuse of public funds. This year, USAID TEAM is working with Democracy Plus to build a sub-system for the existing Open Procurement Transparency Portal to automatically flag procurement actions with suspicious activity. The red-flag sub-system will allow researchers to look at data in bulk, identify potential violations of the legal framework and flag these before a contract is signed. USAID TEAM also expanded the deployment of social accountability tools, empowering community members to monitor the performance of municipalities, which proved very effective in identifying shortcomings in municipal construction activities during 2018 and 2019. 3.1. ENSURE SUSTAINABILITY AND ENHANCE CSOS’ ABILITY TO MONITOR PROCUREMENT. Through this activity, USAID TEAM supports national-level think tanks and CSOs to analyze municipal procurement procedures, and other spending and recruitment actions, and supports the development and use of IT tools for municipal scorecards, reports, databases, and other materials that will help CSOs expose corrupt practices. This activity also builds mechanisms to ensure the sustainability of results in terms of monitoring procurement by CSOs and incentivizing cooperation and knowledge transfer from national-level CSOs to local-level CSOs. In order to achieve this goal, the following sub- activities are undertaken. 3.1.1. Promote transparent and accountable municipalities through Transparency Index in Public Procurement for Municipalities. Note: This is a multi-year activity, USAID TEAM awarded a grant to Kosovo Democratic Institute (KDI) to monitor the level of transparency in public procurement in all Kosovo municipalities and produce a Municipal Governance Transparency Index for 2019 and 2020, a successor to the Transparency Index in Public Procurement. KDI used the same methodology as in developing the Transparency Index Report for 2018. Municipal Ranking in the Transparency Index in Municipal During the reporting period, KDI completed the draft Transparency Governance 2020 Index for Municipal Governance 2020. The best performing municipality in the six-pillar-index is the Municipality of Pristina scoring 100.00%, followed by the Municipality of Lipjan with 98.75%, and the Municipality of Gjakova with 94.50%. The overall transparency across the six pillars in 2020 is 69% compared to 70% in 2019. One of the key causes in this decrease in transparency was limited administrative capacity in municipalities due to the pandemic. This is the third year that such an index will be published with USAID TEAM support. It monitors municipal governance across six pillars, with a focus on public procurement and
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 39 budget transparency. The data presented is reviewed internally by Component leads and project Municipal Implementation Advisors. 3.1.2 Promote efficient use of public funds through fair and transparent public procurement. For the last three years (2018-2020) USAID TEAM has supported Riinvest to collect data and publish the Public Procurement Barometer (x-Index) with data for the entire year. Data collected are inserted into the ‘x-Index’ statistical model. The model mainly uses data published by municipalities themselves (contract notice and award contract notices); the Procurement Review Body (decisions regarding the legality of municipalities procurement activities); the Kosovo Business Registration Agency (name of economic operators); and the Law on the Budget of the Republic of Kosovo for 2018. USAID TEAM met with Riinvest to discuss the implementation of this activity and plan for the future. Despite the pandemic, Riinvest adapted to new requirements and launched the report online. It was concluded that methodology proved to be successful and there was no need to change it in the future. Finally, to ensure sustainability, Riinvest will build an online tool to which will generate reports and statistics from their data on user request. Following internal discussions, a formal request for application from Riinvest was sent on 3 February 2021. On 8 February, Riinvest submitted a proposal to continue and digitalize their Public Procurement Barometer. The six-month project-proposal will publish the Barometer for 2020 and build an online platform for future assessments. USAID TEAM is currently reviewing this proposal. 3.1.3. Support functionality and sustainability of public procurement transparency portal. USAID TEAM awarded a grant to Lëvizja FOL with to ensure the sustainability of Open Procurement Transparency Portal (OPTP), establishing a partnership between Lëvizja FOL and an online media outlet. Through this grant, Levizja FOL will continue to promote the OPTP using a variety of channels (online and offline) in order to engage communities online and introduce the portal to smaller groups of communities in municipalities that are often neglected and far from the focus of institutions, media, and CSOs. USAID TEAM grantee Lëvizja FOL submitted the draft-concept design of the new feature of the OPTP, which will present the connection of businesses to contracting authorities as a network visualization. This feature will serve to connect businesses and business owners New feature of OPTP showing in with contracting authorities and expose network visualization mode the connection between businesses potential corruptive activities. During this and contracting authorities. reporting period, Lëvizja FOL worked with the software company developing the OPTP to improve the functionality of the portal. The grantee has begun plans to transfer the portal to media outlets to maintain and ensure its’ sustainability. In addition, during the reporting period, Lëvizja FOL announced a call to award three prizes for articles published by investigative journalists in public procurement. The first-place wins 500 Euros, the second 300 Euros, while the third 200 Euros. The award is intended to
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 40 promote and encourage investigative journalism that exposes corruption in public procurement. The awards will be given at a hybrid event in Quarter 2. 3.1.4. Digital Solution for Integrity in Public Procurement. This activity is directly related to the development of the Public Procurement Regulatory Commission (PPRC) Application Programming Interface. Since the PPRC delayed the development of the API, this activity was postponed to Year 5. USAID TEAM grantee Democracy Plus (D+) is in the process of developing a sub-system to the existing OPTP, accessible at prokurimihapur.org to automatically apply red flags to procurement actions. The platform built by Levizja FOL allows research/monitoring of procurement activities after the award of a public contract. The D+ sub-system will flag transactions prior to contract signing, enabling citizens and CSOs to raise issues that may arise. Initially, D+ aimed to collect data manually, however, when PPRC started to develop the API, USAID TEAM put this activity on hold, as collecting data automatically is more advantageous. Collecting data from API will eliminate human error, is more efficient, is more sustainable, and presents information in a user-friendly manner. It took more than a year for the PPRC to finalize the API, but it is now accessible. However, not all data that D+ envisaged originally are available in the API. Thus, five out of eight indicators were modified. During this reporting period, D+ worked to utilize the PPRC API to screen contracts for red- flags. The grantee has cooperated closely with the PPRC to issues with the API that have arisen so far. D+ has been testing the red-flagging of tenders from the public procurement system “e-prokurimi.” The testing stage has already resulted in the flagging of many tenders and this feature will be integrated in the OPTP after it is fully operational. 3.1.5. Support, expand, and seek opportunity to co-finance social accountability tools to monitor public procurement and public expenditure. During Year 4, the Group for Legal and Political Studies (GLPS) replicated activities related to social auditing in three additional focus municipalities: Gjakovë/Đjakovica, Gjilan/Gnjilane, and Pejë/Peć. These activities were initiated in Year 3 and continued, with some delays due to the COVID-19 pandemic, until September 2020. GLPS finalized the report and prepared and disseminated the Manual Toolkit Video Snapshot of the Work of on Use of Social Accountability Tools that instructs local- Social Audit Teams level CSOs on conducting social audits in their communities. During the reporting period, GLPS published a nine-minute video documenting the role and work of social audits on infrastructure projects in the municipalities of Gjakovë/Đjakovica, Gjilan/Gnjilane, and Pejë/Peć. The video depicts the main results of the project, providing a chronological explanation of each project and the work done by the social audit teams. The video (accessible here) has 5,321 views and a reach of over 31 thousand in social media.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 41 In addition, GLPS published six infographics portraying findings and recommendations of social audits on municipal projects. These illustrations (accessible here) walk through the process of social audit for each project and presents the findings and recommendations given by social audit groups to a wider audience. GLPS completed its grant and submitted a proposal to Part of the Infographics that Depict the Findings of the Social Audit team of Sports Facilities. continue Social Audits for municipal capital projects in five municipalities. The six-month project-proposal proposes to seek co-funding from each municipality and ensure co-funding from at least three of the five target municipalities. The project would also track the implementation of the recommendations given by social audit teams to six projects in the three municipalities monitored last year. 3.1.6. Engage national-level CSOs to monitor PRB. Note: This is a multi-year activity. In Year 4, USAID TEAM awarded a sub-contract to D+ to monitor the PRB. Through this 18- month activity, D+ has monitored the functionality and sustainability of the PRB webpage/ database in ensuring transparency in decision making and provided recommendations for potential upgrades to the PRB webpage. 28 out of 43 fields monitored in the portal are populated from the PRB webpage automatically. Additionally, the existing platform has been redesigned with new features and populated with new data that is automatically drawn from PRB webpage. In Year 5, D+ continued to monitor all PRB decisions and assess their consistency using existing technology. During the reporting period, D+ submitted two infographics showcasing the number of cases in which the PRB did not confiscate fee, violating its own regulations. The first infographic shows the number of cases and amount of fee not confiscated from the parties that withdrew their cases after work was done on the case. The second infographic shows the number of cases and amount of fee not confiscated from cases that were refused by PRB. The unconfiscated fee for the cases in the first infographic was 12,363 Euros. After publication, the PRB corrected these decisions and collected the outstanding fee. The fee not confiscated by the PRB for the cases in the second infographic was 75,357 Euros and this remains outstanding. 3.1.7. Empower CSOs on monitoring public procurement and exposing malfeasance in focus municipalities and ensure sustainability. USAID TEAM awarded a grant to the Kosovo Law Institute (KLI) in consortium with INPO, to empower CSOs to monitor public procurement, expose malfeasance in focus municipalities and to ensure sustainability, by monitoring nine focus municipalities: Deçan/Dećane, Gjakovë/Ðakovica, Gjilan/Gnjilane, Hani i Elezit/Elez Han, Junik, Pejë/Peć, Pristina, Rahovec/Orahovac, and Vushtrri/Vućitrn.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 42 During the reporting period, KLI and INPO monitored compliance with legal requirements when developing municipal budgets and municipal budget planning and developing municipal procurement plans. It has begun monitoring tendering processes for a certain number of projects and monitoring their implementation with a focus on contract management, and development of technical criteria. KLI and INPO developed and launched a monitoring report on Municipal Budgeting Process for Nine Municipalities through a virtual press conference. The report showcases the level of transparency and consultation in the budget for 2021 and reviews the level of inclusion of citizen requests. Besides highlighting gaps in municipal budgets, the report also offers recommendations KLI and GLPS researchers issuing the findings on how to improve inclusion of citizens requests of the report in a social media live feed. in municipal budgets. The report was published on KLI’s website and can be accessed through this link. The press conference was covered on national television channel, RTV 21’s, evening news accessible here. In addition, KLI-INPO submitted two infographics on municipal budget hearings: one showcasing the number of budget hearings on draft-budgets, and the other presenting the gender composition of the participants in those budget hearings. USAID TEAM grantee KLI also submitted a draft-report on the procurement plans of their nine focus municipalities. The report covers the legal compliance of public procurement planning, the number of planned activities, the planned budget for procurement activities, the implementation of plans on activities for supplies, and the alignment of procurement plans with mid-term budget plans. The report also includes recommendations for better procurement planning and implementation. KLI and INPO Infographic presenting the gender During the reporting period, KLI and INPO began to compositions of the participants in budget hearings. monitor contract management in the nine municipalities. KLI and INPO selected two contracts in each municipality and created Monitoring Teams consisting of three-to-four volunteers. In all municipalities the contracts are of high value, except in Han Elezi (which has no high value contracts) where two of mid-range value contracts were selected. Out of 18 contracts, six are framework contracts and the remaining 12 are regular. The input from Monitoring Teams will be reflected on the KLI report for procurement monitoring. In the meantime, KLI organized informal meetings with CSOs in the nine target municipalities to promote monitoring of public procurement procedures and contracts. In these meetings, KLI presented findings from the 2020 procurement plans and explained how citizens can influence procurement planning to respond to community’s needs. KLI and INPO also prepared and submitted a promotional video to encourage ordinary
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 43 citizens to be a part of monitoring local public works by becoming part of “Citizen Monitoring Bodies” facilitated by KLI and INPO. During the reporting period, KLI and INPO also aired a TV show addressing the issue of using the procurement procedure for special services (consultants/individual contractors) that are being conducted in violation of the law. This was broadcast on March 27, 2021 on Betimi për Drejtësi on public broadcaster RTK as well as on their social media accounts. The interviewees included the Basic Prosecution of Ferizaj, the Anti-Corruption Agency, the Municipality of Ferizaj, and Public Procurement Regulatory Commission. Following-up on last year’s activities, KLI in partnership with INPO finished the publication of 14 video messages by Mayors, a part of Anti-Corruption Week 2020. For each municipality, the partnership produced videos in three languages: Albanian, Serbian, and English, for the Municipality of Prizren, they produced the Turkish version as well. In total, they published 40 videos disseminated on five channels - KLI Facebook Page, INPO Facebook Page, Betimi për Drejtësi You Tube Channel, Betimi për Drejtësi Web Page, and KLI Twitter Account. The overall reach for this activity was 889,061 people, with 41,917 engaged with the videos. 3.1.8. Host annual challenges to foster innovative ideas which contribute to municipal graduation. The Annual CSO Challenge activity has become a regular activity. During Year 4, USAID TEAM shifted this activity due to then pandemic. This year, USAID TEAM plans to solicit ideas from CSOs to carry out informational campaigns on the opportunities and avenues that municipal institutions offer the public with aim at improving graduation scores. USAID TEAM intends to award up to two grants with a total funding pool of up to 50,000 EUR. During this reporting period, USAID TEAM prepared and published Request for Applications (RFA). This RFA aims to tackle issues solicit innovative solutions that achieve one or more of the following: inform and educate the public on recent progress of municipal transparency that could be to improve institutional engagement with citizens, strengthen internal controls on contract management, or increase the rate of implementation of National Audit Office recommendations in municipalities. ACTIVITY 3.2. ENABLE NATIONAL-LEVEL CSOS THROUGH CIVIKOS AND SUPPORT FUND TO PROVIDE KNOWLEDGE AND EXPERTISE TO LOCAL- LEVEL CSOS ON PROCUREMENT MONITORING. USAID TEAM worked closely with subcontractor CiviKos and other national-level CSOs to increase the expertise of municipal-level CSOs in monitoring public procurement and expose municipal-level malfeasance.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 44 3.2.1. Create a sustainable environment for civil society organizations working on monitoring public procurement and building bridges between CSOs and public institutions. USAID TEAM subcontractor, CiviKos continued to work with its network CSO members to promote transparency and accountability through four elements: 1) Peer Learning Workshops to monitor procurement, 2) content creation and policy communication, 3) addressing specific needs of CSOs from Mitrovica North, and 4) ensure sustainability of monitoring efforts. In Year 4, CiviKos completed Peer-Learning Workshops with local-level CSOs in seven Kosovo regions. After the completion of workshops, CiviKos continued to support the Infographic of the Procurement facilitators and participating organizations in developing reports Process - Construction base of and visualizations of the contract monitoring process. the “New Born” monument. During the reporting period, CiviKos completed the two Peer- Learning Workshops on policy communication with organizations from Gjilan and Ferizaj. During 2020, CSOs faced difficulties in obtaining documents from these two municipalities, delaying the entire monitoring process. In January 2021, five infographics were prepared based on monitoring reports. The reports provide details service procurement process and offer findings and recommendations to improve transparency in the procurement and contract management processes to municipalities. The organizations initially summarized the contracts that they monitored, presenting background, findings, and recommendations for the respective municipality. Following several revisions, USAID TEAM approved CiviKos’s workplan for 2021. The workplan includes workshops based on the needs of local level CSOs and facilitators of previous workshops. These will focus on topics to enhance procurement research skills, effective presentation of findings, management of external stress factors, and graphic visualization skills for advocacy. Facilitators of the workshops will direct CSO in each region to select two contracts that have already been implemented by the municipality and evaluate the contract management and contract managers. These municipal contracts will serve as practical case studies. CiviKos also finalized an online sharing platform which publishes all reports by local organizations that CiviKos assisted in monitoring public procurement procedures. This online sharing platform helps local organizations that do not have webpages to better communicate their work Civikos Online-Sharing Portal for Resources of Local Organizations. and findings. It also serves as an archive for these organizations to draw from the examples and lessons of their peers. An event to share the platform with CSOs and journalists is planned in the next quarter.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 45 3.2.2. Provide seed funding in cooperation with Government of Kosovo institutions to ensure sustainability of CSO monitoring activities. Postponed from Year 4. USAID TEAM had initiated discussions with the MLG related to the possibility of co- financing CSOs to implement activities focused on monitoring public procurement. The MLG had decided to allocate 50,000 Euro to support monitoring efforts of CSOs, but the Ministry of Finance rejected this allocation, as the funds were required to finance COVID-19 related expenses. During Year 5, USAID TEAM will award small grants to local-level CSOs to continue monitoring municipalities performance as a follow-up to the CiviKos workshops. USAID TEAM will involve the MLG in the process to begin the process of sustaining monitoring activities through other sources. The grantees will be selected by MLG (in coordination with USAID TEAM and USAID) based on pre-defined criteria developed through Sub-activity 3.2.1. The criteria will include proof of capacity to monitor procurement. Potential grantees will use monitoring methodology developed by CiviKos and will target all focus municipalities.
ACTIVITY 3.3: ENABLE CSOS TO USE MEDIA TO EXPOSE CORRUPT MUNICIPAL PRACTICES. CSOs and the media play a key role in demanding accountability in the use of public funds by government officials. To fulfill this role, CSOs and media outlets should be able to prepare compelling investigative reports to highlight shortcomings in managing public funds. To reinforce the impact of cooperation between CSOs and media, the following activities will be undertaken: 3.3.1. Support investigative media to track and expose corruption. In Year 4 USAID TEAM released a call for application to carry out activities that have proven to be successful regarding dissemination of information and reporting of potential corruption cases at the municipal level. The aim of the grant was to provide opportunities for CSOs and investigative media to conduct more in-depth investigation, publish stories, report cases of corruption to the state prosecutor, and raise public awareness of key findings. The grant has been awarded to BIRN in consortium with D+. The activities under this grant agreement include publication of 10 investigative analyses on violations encountered in public procurement; drafting and submission of 20 legal complaints to the State Prosecutor; and the production and broadcast of two television programs on public procurement findings. During Year 4, BIRN completed three investigative analyses, drafted and submitted to State Prosecutor three legal complaints, and created three infographics related to their analysis. During the reporting period, BIRN finalized two investigative articles, three infographics and sent six informative letters to the state prosecutor. BIRN also published an investigative article and infographic on a case where the Municipality of Gjakova awarded a contract in the amount of 80,615 euros for the supply of computers to the business of a close family member of the municipal IT official. The grantees investigation shows that the business in question was the second lowest bidder and
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 46 only won the contract after the lowest bidder withdrew from the process. The second article relates to a procurement in the Municipality of Dragash, for the Main Family Health Center in Krushevë. It had the potential to drag on due to previous difficulties with one of the bidders, PUNA Sh.P.K. The Municipality of Dragash and PUNA Sh.P.K. are in a judicial process for another contract on water supply for 15 villages, and it seems possible this contract could face the same problems. In addition, following up on last year’s activities, BIRN finalized the fifth video and infographic for Anti-Corruption Week. The video showcases a road in the Municipality of Prizren that was contracted in 2017 and completed recently. The road had to be reconstructed because the Municipality of Prizren did not coordinate with the regional water supply company damaging a large water pipeline. The video showed how improper planning of a procurement procedure could result in the loss of public funds. Completing the Anti-Corruption Week activities, BIRN also submitted a report with the statistics on views of their videos, infographics, and photos published under this activity. The five videos published under this activity were viewed 159,491 times, their infographics were viewed 144,917 times and their images 148,832 times. The story with the most viewership was the tendering procedure by Municipality of Peja which Snapshot of the Road in Prizren to be had invited three bidders by the same family to bid for a Reconstructed contract. 3.3.2. Build formal mechanism for CSOs and journalist to report cases of suspected corruption to the State Prosecutor. In Year 4, USAID TEAM engaged an STTA to develop a reporting mechanism for CSOs and a journalist to report cases of suspected corruption to the State Prosecutor. The STTA conducted 20 coaching sessions with selected local and national-level CSOs. The coaching sessions were followed by individual discussions of potential cases that could potentially be viable for a legal qualification. As a result, ten legal submissions were sent to the State Prosecution. Of these, seven are currently being investigated by the basic prosecution offices. This marks steady progress in the use of state enforcement mechanisms to fight corruption in public procurement. A discussion between CSOs, the media and Kosovo Prosecutorial Council was not possible initially due to COVID-19 restrictions and later because KPCs mandate concluded. In Year 5, USAID TEAM prepared a Scope of Work for a STTA Legal Advisor, who will facilitate discussion between CSOs, the media and Kosovo Prosecutorial Council to finalize and sign a MoU. In addition, the STTA will support CSOs to send 10 additional cases to the state prosecutor and will refer 20 cases to municipal authorities to investigate further alleged malfeasance.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 47 PROGRESS OF ACTIVITIES IN ACCOUNTABILITY AND ENFORCEMENT MECHANISMS USAID TEAM implemented the following mechanisms related to accountability and enforcement mechanisms as defined in the project’s Year 5 Work Plan. The table below outlines the project’s progress on these enforcement mechanisms.
Year 5 Activities in Accountability and Enforcement Mechanisms
Activity Implementation Status
Implement Project/Contract Management Ongoing 1.3.2 Model
Support the Reform of project/contract Expecting new Government 1.3.4 management
Municipal Mechanisms in auditing: Action Ongoing plan for addressing NAO recommendations; 1.4.1 and implementation of Municipal Audit Committee Statutes of focus municipalities
1.4.2 Address NAO and IA recommendations Ongoing
Performance audit methodology for internal Ongoing 1.4.4 auditors
Support implementation of Municipal Code Ongoing 1.5.1 of Ethics
Monitor and advise municipalities on Ongoing transparency - Publishing procurement activities on the municipal websites 1.6.1 - Publishing Financial reports and plans, financial time-series, mayors plan and reports - Publish NAO report for municipalities
Implementation of SOP for standardized Ongoing 1.6.2 municipal web publications
Implementation of internal communication Ongoing 1.6.3 strategies
Implementation of Municipal Mechanisms in Ongoing Finance sector: Handbook on Internal 1.7.2. Public Expenditure Management Process; SOP/Manual for registering and reporting municipal revenues and SOP/manual for
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 48 registering and managing non-finance municipal assets
The methodology was presented to NAO in Introducing strategic planning in 2.1.2 order to set priorities, and the interviewing of performance auditing managerial staff is in progress.
Implementation of the Quality Assurance The program was developed and accepted by 2.2.1 and Improvement Program of the Internal CHU. The implementation commenced this audit activity quarter.
Implementation of automated semi-annual New forms have been finalized and use by 2.2.2 reports to municipal and central level internal auditors has started. The digitalization is internal auditors in process.
The implementation is in progress. The PPRC has Implementation of Contract Management 2.3.1 amended the regulation with the aim to make the Module usage of modules mandatory.
The implementation is in progress. The PPRC has Support implementation of Contract Past 2.3.2 amended the regulation with the aim to make the Performance Evaluation Module. usage of modules mandatory.
Initial discussions have started with PPRC. The Securing and implementing proactive system Board is exploring the possibility of co-financing 2.3.3 monitoring tools for e-procurement this tool, the decision is expected to happen in platform the second quarter.
Implementation of tool to automatically MLG has included into their contract the publish tenders and contracts from e- maintenance of municipalities’ webpages and the 2.3.5 Procurement platform on official municipal development of an API that will enable the websites finalization of this project.
In progress. This quarter progress was made on Enable interoperability between e- the MOU and SLA between the MF and PPRC on 2.3.6 Procurement system and KFMI7 definition of specifications for interaction by both institutions.
Digitalize and monitor implementation of This quarter an STTA was hired to develop the 2.3.7 risk-based selection tool to monitor tool on automatic selection of cases for procurement activities more effectively monitoring.
Implementation of ZOOM online tele- Is implemented and is in use. 2.4.1 conferencing tool and livestreaming of PRB sessions
Digital Solution for Integrity in Public Ongoing 3.1.4 Procurement
3.1.5 Support, expand and seek opportunity for Ongoing co-financing of social accountability tools to
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 49 monitor public procurement and public expenditure
3.1.6 Engage national-level CSOs to monitor PRB Ongoing
Empower CSOs on monitoring public Ongoing procurement and exposing malfeasances in 3.1.7 focus municipalities and ensure sustainability of such activity
Support investigative media to expose Ongoing 3.3.1 corruption
Build formal mechanism for CSOs and Ongoing 3.3.2 journalist to report cases of suspected corruption to the State Prosecutor
SUSTAINABILITY AND SELF-RELIANCE Below is a list of activities from the Year 5 work plan that will promote the GOK’s journey to self-reliance.
YEAR 5 SELF-RELIANCE ACTIVITIES
ACTIVITY IMPLEMENTATION PROGRESS
Implement Project/Contract Management 1.3.2 On-going Model
1.3.4 Reform of project/contract management Expecting new Government
Municipal Mechanisms in auditing: Action plan for addressing NAO recommendations; 1.4.1. On-going and implementation of Municipal Audit Committee Statutes of focus municipalities
1.4.2. Address NAO and IA recommendations. On-going
Performance audit methodology for internal 1.4.4. On-going auditors
Support implementation of Municipal Code 1.5.1 On-going of Ethics
Implementation of SOP for standardized 1.6.2 On-going municipal web publications
Implementation of internal communication 1.6.3 On-going strategies
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 50 Implementation of Municipal Mechanisms in Finance sector: Handbook on Internal Public Expenditure Management Process; 1.7.2 SOP/Manual for registering and reporting On-going municipal revenues and SOP/manual for registering and managing non-finance municipal assets
The Project continues monitoring and the Unit is 2.1.1 Monitor functioning of Anti-Fraud Unit successfully identifying fraud elements.
Monitor the implementation of the Quality The program has started to be implemented by 2.2.1 Assurance and Improvement Program of the CHU and the same is expected to be digitalized Internal audit activity into SharePoint intranet.
Monitor implementation of automated semi- The new report template is finalized, and 2.2.2 annual reports to municipal and central level implementation will be done in the future since internal auditors the MF/CHU has no staff to manage this tool.
The activity is in progress and PPRC is exploring Advise PPRC on securing and implementing 2.3.3 the possibility of co-participation in financing this proactive system monitoring tools. tool.
Support PPRC to implement machine readable Digital Contract and enhance 2.3.4 In progress. implementation of open contracting data standard
MLG has included into their contract the Support implementation of tool to maintenance of municipalities’ webpages and the automatically publish tenders and contracts 2.3.5 development of API that will enable the from e-Procurement platform on official finalization of this project since PPRC has already municipal websites developed its API.
It is in progress. This quarter the work is made Enable interoperability between e- on MOU and SLA between the MF and PPRC on 2.3.6 Procurement system and KFMIS definition of specifications for interaction by both institutions.
Support PPRC to digitalize and monitor This quarter is hired the STTA to develop the implementation of risk-based selection tool 2.3.7 tool on automatic selection of cases for to monitor procurement activities more monitoring. effectively
Monitor implementation of updated 2.3.8 regulation for sanctioning nonperforming In progress. procurement officers
Monitor implementation of ZOOM online 2.4.1 tele-conferencing tool and livestreaming of Implemented. PRB sessions
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 51 Support functionality and sustainability of 3.1.3 Ongoing public procurement transparency portal
Digital Solution for Integrity in Public 3.1.4 Ongoing Procurement
Support, expand and seek opportunity for co-financing of social accountability tools to 3.1.5 Ongoing monitor public procurement and public expenditure
3.1.6 Engage national-level CSOs to monitor PRB Ongoing
Empower CSOs on monitoring public procurement and exposing malfeasances in 3.1.7 Ongoing focus municipalities and ensure sustainability of such activity
Create a sustainable environment for civil society organizations working on monitoring 3.2.1 Ongoing public procurement and building bridges between CSOs and public institutions
Provide seed funding in cooperation with Government of Kosovo institutions to 3.2.2 Ongoing ensure sustainability of CSO monitoring activities
Build formal mechanism for CSOs and 3.3.2 journalist to report cases of suspected Ongoing corruption to the State Prosecutor
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 52 INDICATOR PERFORMANCE Indicator one (1) # of people trained from local and central institutions, civil society, private sector and media in USAID TEAM events This indicator measures the number of people trained from local and central institutions, civil society, private sector and media in USAID TEAM events, and will be reported quarterly. During this quarter, the project conducted two workshops with 14 participants.
Y1 Y2 Y3 Y4 Y5 Q1 LoP Reporting Indicator 1 Baseline Actual Actual Actual Actual Target Target Target Target Target Actual Target Frequency
# of people trained from local and central institutions, civil Quarterly - 900 1,076 995 1,702 1,045 1,489 1,095 1,195 645 14 4,680 society, private Annually sector and media in USAID TEAM events.
Additionally, through this indicator, the project reports on the number of participants in other events such as, focus groups, round tables and launching events, for information purposes. However, only training and workshop participants will be counted for this indicator. Detailed information is presented in the table below.
Workplan # of F M Central level Local Activity # of events reference participants level
Workshop - Support implementation of SOP for standardized 1.6.1 1 7 4 6 7 municipal web publications
Workshop - Conduct performance audit methodology for 1.4.4 1 7 1 3 2 5 internal auditors-pilot performance audits: Vushtrri and Gjilan
Total 2 14 5 9 9 5
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 53
Workplan Activity # of events # of participants reference
Focus Groups with CSOs -Ferizaj/Uroševac, 1.1.3 4 31 Prizren, Pejë/Peć, Prishtinë/Priština
Focus Groups with Businesses - 1.1.3 Ferizaj/Uroševac, Prizren, Pejë/Peć, 4 28 Prishtinë/Priština
2.3.1 & Launching the Two New eProcurement 1 84 2.3.2 Modules: CM and CPE
Workshop on Policy with group of NGOs - 2 9 Ferizaj and Gjilan
Total 11 152
Indicator eighteen (18): Transparent, effective, and accountable index indictor in all municipalities USAID TEAM, in 2020, collected, processed, and analyzed data for all 38 municipalities in Kosovo, across three main areas (procurement, transparency, and audit), to show the impact of USAID TEAM activities on 9 sub-indicators: Municipal procurement 1. % implementation of the procurement plan 2. % of procurement activities implemented that were not in the procurement plan 3. % of procurement activities canceled 4. % of price quotations procedures used against all procurement activities in a year
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 54 Municipal transparency 5. Publication of contracts on municipal web sites 6. Publication of procurement activities on municipal web sites 7. % of publication of mayor’s reports and financial documents: MBF, budget, quarterly financial reports, annual financial report, monthly financial information’s, mayor’s annual plan, mayoral reports, and municipal KNAO report Audit recommendations 8. % of NAO recommendations implemented 9. % of internal audit recommendations implemented INDICATOR BASELINE Y1 Y2 Y4 Y5 Q1 Actual Actual Y3 Target Actual Actual Target Target Target Target Actual
Transparent, Baseline for all N/A 52 55 57 63 64 70 Annually – effective, and municipalities 2018: this indicator accountable index 52 will be indictor in all reported municipalities Baseline for five through Q1 original focus municipalities 2018: 71
Baseline for 10 new municipalities 2019: 57
The table below shows the percentage score for each indicator in 2018 (baseline), the percentage achieved in 2019, and the percentage achieved in 2020.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 55 % of publication of documents: MBF, Transpar % of price budget, quarterly % procurement % of internal audit ent, quotations % of publication of % of publication of financial reports, % implementation activities % of municipal % of NAO recommendations effective, procedures used contracts on procurement annual financial report, Index for this of the implemented that procurement recommendatio implemented in and in total, of municipal web activities on monthly financial indicator procurement plan were not in the canceled ns implemented the area of public accounta procurement sites municipal web sites information, mayors procurement plan procurement ble index activities annual plan, mayors indictor reports and Municipal in all KNAO report
municipa
lities
2018 2019 2020 2018 2019 2020 2018 2019 2020 2018 2019 2020 2018 2019 2020 2018 2019 2020 2018 2019 2020 2018 2019 2020 2018 2019 2020 2018 2019 2020
vo vo 57 65 65 38 33 39 16 17 11 27 26 20 53 47 80 44 62 68 28 34 46 32 38 38 46 46 52 57 64
All
ties
Koso muni
% cipali % % % % % % % % % % % % % % % % % % % % 26% % % % % % % % %
-
53 56 55 38 34 45 16 19 12 31 33 26 28 25 57 30 44 38 17 19 20 31 39 32 46 41 44 48 52
ties
Non focus muni
cipali % % % % % % % % % % % % % % % % % % % % % 25% % % % % % % % %
71 82 74 27 23 30 15 11 10 18 15 11 93 78 96 89 98. 99. 81 95 94 35 35 39 41 57 72 76 78
nal nal
ties
Five
origi
focus muni
% cipali % % % % % % % % % % % % % % % 5% 6% % % % 34% % % % % % % % %
10 10 58 68 75 43 39 37 16 20 11 29 25 18 62 53 96 35 61 85 27 39 82 29 37 46 47 49 51 57 73
ties
new
focus muni
% cipali % % % % % % % % % % % % % % % % % % % % 22% % % % % % % % %
15 15 62 74 75 38 32 34 16 16 10 25 21 16 74 58 96 57 77 91 45 56 86 32 37 44 45 52 59 64 75
All
ties
muni cipali focus % % % % % % % % % % % % % % % % % % % % % 27% % % % % % % % % Indicator 20: % of entries made in Contractor Past Performance Database (against total number of contracts) in the 15 focus municipalities This indicator measures the percentage of contracts for which 15 focus municipalities entered past performance information in the system against the total number of contracts. This indicator measures entries for high and medium value contracts only. The Contract Past Performing module was operationalized in early Year 5. Based on regulations issued by the PPRC, all contracts must be entered and evaluated through this module, and the project expects to exceed the LOP target in Year 5. As the module has only been operational for one month, there were no entries during this quarter.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 56 INDICATOR BASELINE Y1 ACTUAL Y2 ACTUAL Y3 ACTUAL Y4 ACTUAL Y5 ACTUAL LOP REPORTING TARGET TARGET TARGET TARGET TARGET TARGET FREQUENCY
% of entries 0% 0% 0% 0% 25% 0% 50% - 50% Quarterly/ made in Annually Contractor Past Performance Database (against total number of contracts) in 15 focus municipalities
Indicator 21: # of fraud cases detected by the NAO Fraud Unit and handed over to prosecutor This indicator measures the number of municipal procurement fraud cases detected by the Kosovo NAO Fraud Unit and handed over to the prosecutor for action. The NAO is in the process of auditing those not defined to date.
INDICATOR BASELINE Y1 ACTUAL Y2 ACTUAL Y3 ACTUAL Y4 ACTUAL Y5 ACTUAL LOP REPORTING TARGET TARGET TARGET TARGET TARGET TARGET FREQUENCY
# of fraud 0 0 38 38 43 49 50 54 55 - 186 Quarterly/ cases Annually detected by the National Audit Office Fraud Unit and handed over to prosecutor
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 57
Indicator 23: # of hits on the procurement transparency portal As of March 2021, there have been 50,952 visitors to the prokurimihapur.org portal, well above the original five-year target of 35,000 hits. Civil society, investigative journalists, businesses, and even the GoK officials report using the OPTP as a starting point for investigations or for business intelligence. Most encouragingly, during the reporting period 13.6% of the total are returning users, which shows that OPTP is a reliable source for information. This indicator measures the number of unique and non-unique visits or “hits” on the site.
INDICATOR BASELINE Y1 ACTUAL Y2 ACTUAL Y3 ACTUAL Y4 ACTUAL Y5 CTUAL LOP REPORTING TARGET TARGET TARGET TARGET TARGET TARGET FREQUENCY
# of hits on 0 0 N/A 0 4,924 6,000 21,354 30,000 43,768 35,000 52,952 35,000 Monthly the (cumulative) (cumulative) procurement transparency portal
Note: Considering the increase of hits in OPTP, USAID TEAM in the revised Adaptive Management Plan increased the annual targets for Y4 and Y5, from 7000 in Y4 to 30.000 and from 10.000 in Y5 to 35.000.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 58 PROJECT MANAGEMENT
SUCCESSES DURING REPORTING PERIOD Successes during the reporting period include the following: • Development of the Municipal Graduation Report – Results show that all 15 focus municipalities in 2020 improved13% on average towards graduation. The new focus municipalities increased by 23% on average over the year. • Development of the Municipal Procurement Capacity Assessment Report – Results show that focus municipalities, on average, achieved 14.32 out of 18 points or 79.53% in 2020. That marks an improvement of 15.6% compared to last year when municipalities scored an average score of 12.39 points or 68.8%. • Development of Checklists for Internal Audit and Municipal Audit Committees – these serves as a tool for Internal Audit Units and Municipal Audit Committees to ensure that audit reports consist of the requirements of audit standards and are reader friendly, convincing, objective, and reliable. • Three focus municipalities – Decan, Prizren, and Suhareka – approved the statute of the Municipal Audit Committee (MAC), in line with latest legal requirements. To date, 11 out of 14 municipalities approved such documents. Note: Hani i Elezit is excluded, as it does not meet the requirements to have an Internal Audit Unit. • Development of e-Learning (video) materials on e-Procurement for Auditors – the videos will train public sector auditors on conducting audit procurements effectively through the e-Procurement system. • Focus municipalities improved in the preparation of technical specifications – during 2020 the project reviewed 79 technical specifications and provided input on just 21. • All ten new focus municipalities approved the Handbook on Internal Public Expenditure Management Process (Book of Processes). • All focus municipalities completed the self-assessment questionnaire on financial management and control and submitted it to the Central Harmonization Unit on time. • Finalization of the Standard Operating Procedures on (1) Registering and Reporting Municipal Revenues and (2) Registering and Managing Non-finance Municipal Assets, and the manual on Financial Management and Control. • TEAM coached and mentored municipal procurement officers on varying levels of municipal compliance with the PPL, and the vulnerability to corruption for tender dossiers (243 cases), bid opening (6 cases), bid evaluation (63 cases), complaints (69 cases), and contract management 44 cases), and coached municipalities on the review of 79 project technical specifications. • USAID TEAM and PPRC organized an official ceremony to launch the two new eProcurement modules: CM and CPE. The two new modules mark another
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 59 transformational change for public procurement in Kosovo. They increase the performance, functionality, effectiveness, and efficiency of the whole procurement cycle, thus increasing the transparency and decreasing potential for corruption. The event grabbed media attention and was broadcast on national and local news shows as well as online portals. USAID TEAM procurement advisors received positive feedback from partner municipalities; the Director of Capital Investments and Contract Management Directorate of the Municipality of Pristina said: “This tool is wonderful - We wish we had this sooner,” referring to the CM and CPE modules. • The Contract Management module already proved its effectiveness as it eliminated the National Auditor’s finding on lack of contract management plan, which is now generated automatically. • The PRB Board agreed to issue a conclusion to correct its 2020 decisions to not collect complaint fee after D+ reporting; • Utilization of the PPRC’s API to screen contracts for eight red-flags; • Promotion of citizen engagement in the implementation of municipal capital projects through Social Audits using informational videos; • Publication of six infographics showing findings and recommendations of social audits on municipal projects; • Publication of a monitoring report on Municipal Budgeting Process for Nine Municipalities; • Development of two infographics on municipal budget hearings: one showcasing the number of budget hearing on the draft-budget, and the other presenting the gender composition of the participants in those budget hearings; • Airing of a TV show on addressing the issue of using the procurement procedure for special services (consultants/individual contractors) in violation with the law; • Publication of a Request for Application for Annual Challenges; • Finalization and publication of five infographics presenting background, findings, and recommendations for the regions of Ferizaj and Gjilan; • Finalization of an online sharing platform which publishes all reports by local CSOs; • Publication of two investigative articles, and three accompanying infographics; • Forwarding of six cases to the state prosecutor for further follow-up.
CHALLENGES DURING REPORTING PERIOD Challenges during the reporting period included the following: • The ongoing pandemic situation – some TEAM staff and counterparts were infected with COVID-19 and were not able to participate in planned activities.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 60 • The rescheduling of the completion of the self-assessment questionnaire by CHU/MoF • HRMIS system not being available for the development of training videos. • Some recommendations made by USAID TEAM on the drafting of the new PPL were not taking into consideration in the first draft. Some of the issues that USAID TEAM believes should be addressed more specifically are Contract Management, the composition of the mandate of PRB and PPRC boards, and the next instance of appeal after the PRB etc. • COVID-19 restrictions on public gatherings. • National elections and government transitions that affected a planned seed funding initiative.
MITIGATION MEASURES TAKEN TO ADDRESS CHALLENGES USAID TEAM took the following measures to mitigate challenges during the reporting period: • Project communicated with MIA/DCSA to enable the HRMIS system modules. • The project took prompt action and intensified activities carried out by the PFM Advisor to support the focus municipalities in completing the self-assessment questionnaire per MOF/CHU requirements to meet the deadline. • USAID TEAM met with PPRC Board Member, Sami Uka, who chairs the technical group on the drafting of Public Procurement Law, to discuss some aspects that USAID TEAM considers as necessary for the draft-law. • To mitigate COVID-19 restrictions on public gatherings, USAID TEAM has prepared and widely promoted virtual events that are streamed lived on social media for wide audiences. • The project is working with government administrative staff to pace seed funding initiatives. MAJOR ACTIVITIES FOR NEXT QUARTER The project looks forward to the following major activities and milestones in the upcoming quarter: Component One: • Establish Project Offices in Peja/Pec and Vushtrri/Vucitrn. • Support municipalities in addressing NAO recommendations. • Support municipal budget planning by implementing comprehensive municipal budgets. • Support the implementation of the Municipal Code of Ethics. • Monitor and advise municipalities on issues of transparency.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 61 • Monitor the implementation of Handbook on Internal Public Expenditure Management Processes. • Disseminate practices for public financial management and control including implementing SOPs for municipal revenues and for non-finance municipal assets. Component Two: • Continue to support capacity building of the NAO in fraud detection at the local government level. • Support the NAO in introducing strategic planning in performance auditing • Monitor the implementation of the Quality Assurance and Improvement Program of the Internal Audit Activity • Monitor the implementation of automated semi-annual reports by municipal and central level internal auditors • Advise the PPRC on securing and implementing proactive system monitoring tools • Support the PPRC to digitalize and monitor implementation of a risk-based selection tool to monitor procurement activities more effectively • Support the drafting of the new procurement law and monitor the adoption process at the GOK and Assembly level • Support the PRB to address CSO findings related to deficiencies in the work of the PRB Component Three: • Publication of the Municipal Governance Index for 2020. • Monitoring Report on Municipal Procurement Planning in Nine Municipalities. • Monitoring Report on Contract Management in Nine Municipalities. • Workshop for local CSOs on improving procurement research skills and presentation of findings. • Integrating the Red-Flags feature into the OPTP in order to identify potential malfeasance in municipal contracts. • Establish Social Audit teams for five contracts of municipal capital investments.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 62 ANNEX A: WORK PLAN PROGRESS TABLE This section describes the activities completed, benchmarks achieved, and performance standards completed including more detailed commentary on each component. Table 1: Work Plan Schedule Performance
Work plan Work plan task Status Comments due date A.1.1 After Action Review - After every major activity Recommendations from the (training, workshop), USAID Roundtable on addressing March 2021 Completed TEAM will undertake ‘after repeated audit action review” (AAR) to recommendations. evaluate assistance provided A.1.3 Meetings with municipal management representatives of April 2021 Ongoing 15 focus municipalities Story of municipalities using effective procurement A.1.5 Most significant change December Ongoing procedures, the Most stories 2021 Economically Advantageous Criteria case in Rahovec. A.2.1 After Action Review - After every major activity At the counterpart’s request, (training, workshop), USAID this activity is postponed for the March 2021 Postponed for Q2 TEAM will undertake ‘after next quarter. action review” (AAR) to evaluate assistance provided. A.3.1 After Action Review - after every major activity (training, workshop), USAID March 2021 Completed TEAM will undertake ‘after action review” (AAR) to evaluate assistance provided. A.3.4 Feedback from CSO and October 2021 Ongoing other reports
COMPONENT ONE 1.1.1 Assess organizational capacities of focus February 2021 Ongoing Under approval process. municipalities
1.1.2 Create custom work Custom work plans under March 2021 Ongoing plans for focus municipalities review process. Completed field work 1.1.3 Conduct citizen conducting 3,000 face-to-face April 2021 Ongoing perception survey interviews. Final report during next quarter. 1.1.4 Monitoring municipal November Ongoing graduation plan implementation 2021
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 63 Work plan Work plan task Status Comments due date a) Measure and report on the annual project and municipal March 2021 Ongoing Under approval process. graduation indicator results b) Present municipal graduation and organizational capacity April 2021 Ongoing assessment results on focus municipalities 1.2.1 Identify, develop, and September Currently assessing municipal implement Support Fund Ongoing 2021 needs projects a) Identification of Support Currently assessing municipal March 2021 Ongoing fund projects needs b) Implementation of Support September Currently assessing municipal Postponed for Q2 fund projects 2021 needs 1.3.1 Provide monitoring and targeted assistance and October 2021 Ongoing coaching for municipal procurement activities. Procurement plans for 2021 a) Finalization of public completed procurement plan for 2021 and January 2021 Completed Procurement plans for 2022 develop initial draft October 2021 procurement plan for 2022 b) Implement public procurement activities for 2021 in accordance with the October 2021 Ongoing timeframe in the procurement plan c) Use of most economically Three municipalities (Pristina, advantageous tender (MEAT) August 2021 Ongoing Hani i Elezit/Elez Han, and award criteria Rahovec/Orahovac) completed Eight Municipalities (Gjilan/Gnjilane, Istog/k, Gjakova/Ðakovica, Prizren, d) Use of lowest price with August 2021 Ongoing Lipjan/Lipljan, scores award criteria Rahovec/Orahovac, Podujeva/Podujevo, Pristina) completed Seven Municipalities (Suhareka/Suva Reka, Gjakova/Ðakovica, Peja/Peć, e) Use of procurement activity July 2021 Ongoing Lipjan/Lipljan, restricting the number of lots Rahovec/Orahovac, Podujeva/Podujevo, Pristina) completed g) Support internal auditors on the use of the e-procurement Two municipalities platform in 3 new focus June 2021 Ongoing (Rahovec/Orahovac and Junik) municipalities (Decan, Junik and completed Rahovec)
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 64 Work plan Work plan task Status Comments due date h) Address NAO and IA recommendations on October 2021 Ongoing procurement area 1.3.2 Implement Project/Contract Management October 2021 Ongoing Model Peja/Peć and Vushtrri/Vučitrn a) Establish formal municipalities agreed on contract/project management October 2021 Ongoing establishment of office contract/project management offices. b) Conduct workshops with all focus municipalities to July 2021 Ongoing introduce new models for contract management 1.3.3 Support improvement of the technical specification and October 2021 Ongoing contract management a) Support on technical September Ongoing specification 2021 b) Support contract October 2021 Ongoing implementation Waiting for the new 1.3.4 Support the reform on Government to continue with October 2021 Ongoing project/contract management reform on project/contract management. a) Support the reform on project/contract management October 2021 Ongoing with Central Level Institutions 1.4.1 Monitor municipal Internal Audit Unit and Audit October 2021 Ongoing Committee performance a) Increasing quality of internal March 2021 Completed audit reports b) Monitoring and assistance in Implementation of Internal Audit Unit statute and October 2021 Ongoing development/implementation of Municipal Audit Committee Statutes of focus municipalities d) Monitor and improve quality September of Internal Audit Units’ Action Ongoing 2021 Plan e) Build and maintain the March 2021 Completed capacities of MACs
1.4.2 Address NAO and IA September Ongoing recommendations 2021
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 65 Work plan Work plan task Status Comments due date 1.4.3 Periodic evaluation of implementation of NAO & IA October 2021 Ongoing recommendations a) Periodic evaluation of implementation of NAO & IA March 2021 Completed recommendations b) Roundtable to identify and discuss repeated audit February 2021 Completed recommendations 1.4.4 Conduct performance audit methodology for internal August 2021 Ongoing auditors 1.4.5 Development of manual/video training tutorial February 2021 Completed on e-Procurement for auditors
1.5.1 Support implementation October 2021 Ongoing of Municipal Code of Ethics
1.5.2 Develop video training Delay due to DSCA / HRMIS March 2021 Ongoing for HR officials system availability. 1.6.1 Monitor and advise municipalities on transparency October 2021 Ongoing and enhance public relations efforts 1.6.2 Support implementation of SOP for standardized October 2021 Ongoing municipal web publications 1.6.3 Support implementation of internal communication October 2021 Ongoing strategies 1.7.1 Monitor/Continue support to financial October 2021 Ongoing management and control MOF / CHU postponed a) CHU Self-Evaluation February 2021 Completed completion of questionnaire for Questionnaire March 2021. b) Municipal budget planning – implementing comprehensive October 2021 Ongoing municipal budget 1.7.2 Implementation of municipal mechanisms in public October 2021 Ongoing finance a) Monitor implementation of Handbook on Internal Public October 2021 Ongoing Expenditure Management Process b) Implement SOP/Manual for registering and reporting October 2021 Ongoing municipal revenues
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 66 Work plan Work plan task Status Comments due date c) Implement SOP/manual for registering and managing non- October 2021 Ongoing finance municipal assets d) Municipal invoice October 2021 Ongoing management system
COMPONENT TWO
2.1.1 Monitor functioning of October 2021 Ongoing Anti-Fraud Unit a) Monitor internal capacity building efforts on fraud- June 2021 Ongoing detection 2.1.2 Support the NAO in introducing strategic planning October 2021 Ongoing in performance auditing a) Develop and introduce an overall formalized framework for strategic planning of the audit activity of the NAO by NAO accepted the framework setting the strategic objectives presented by Project for the March 2021 Completed and priority areas for research Strategic Planning for at organizational level to be Performance Auditing. applied by all audit departments in their strategic and annual planning processes b) The priority areas and strategic objectives of the audit activity shall be developed based on: the legal mandate, the mission, vision and values, the strategic goals for development of the NAO as defined in the Strategic plan for the respective period (i.e. June 2021 Ongoing NAO Strategic plan for 2018- 2021), analysis of the social- economic development of the state, risk analysis of the sectors and analysis of the impact of the NAO audit activity and needs for improvement in the public sector 2.2.1 Monitor the implementation of the Quality September Assurance and Improvement Ongoing 2021 Program of the Internal audit activity a) Certifying two of the MF IT/CHU staff on SharePoint June 2021 Ongoing Administration
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 67 Work plan Work plan task Status Comments due date b) Integrate QAIP within the CHU Intranet, self-assessment April 2021 Ongoing questionnaire and KPIs 2.2.2 Monitor implementation of automated semi-annual September Ongoing reports to municipal and 2021 central level internal auditors a) Roll-out the automated semi-annual reports to June 2021 Ongoing project’s partner municipalities 2.3.1 Support and monitor implementation of Contract October 2021 Ongoing Management Module PPRC has issued the regulation a) Roll-out the CM module to which mandates the use of the all contracting authorities (in March 2021 Completed modules from February 1st, coordination with C1) 2021. 2.3.2 Support implementation of Contract Past Performance October 2021 Ongoing Evaluation Module PPRC has issued the regulation a) Roll-out the CPE module to which mandates the use of the March 2021 Completed all contracting authorities modules from February 1st, 2021. 2.3.3 Advise PPRC on securing and implementing proactive October 2021 Ongoing system monitoring tools a) Support PPRC to identify PPRC is working on applications to monitor the March 2021 Ongoing identification of funds since this functioning of the e- is a conditioning activity. procurement system b) Provide in-kind fund to support procuring of related April 2021 Ongoing software and hardware for proactive monitoring 2.3.4 Support PPRC to implement machine readable Digital Contract and enhance October 2021 Ongoing implementation of open contracting data standard 2.3.5 Support implementation of tool to automatically publish tenders and contracts from e- October 2021 Ongoing Procurement platform on official municipal websites. a) Monitor development of June 2021 Ongoing tool
2.3.6 Enable interoperability between e-Procurement October 2021 Ongoing system and KFMIS a) Organize a workshop with At the recommendation of partners to present strategic March 2021 Postponed for Q2 Treasury, the workshop is overview postponed on April 2021.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 68 Work plan Work plan task Status Comments due date b) Monitor development of API, definition of business processes and update of regulation for e-Procurement September to receive from KFMIS invoice Ongoing 2021 status data based on contract number, to allow economic operators to see submitted invoice and track its status 2.3.7 Support PPRC to digitalize and monitor implementation of risk-based July 2021 Ongoing selection tool to monitor procurement activities more effectively a) Support digitalization of June 2021 Ongoing monitoring tool b) Monitor implementation of July 2021 Ongoing tool 2.3.8 Monitor implementation of updated regulation for September Ongoing sanctioning nonperforming 2021 procurement officers a) Monitor implementation of regulation on sanctioning non- June 2021 Ongoing performing procurement officers 2.3.9 Support drafting process of new procurement law and September Ongoing monitor the adoption process 2021 at the GoK and Assembly level a) Support draft law and May 2021 Ongoing submission to GoK 2.4.1 Monitor implementation of ZOOM online tele- September Ongoing conferencing tool and 2021 livestreaming of PRB sessions 2.4.2 Monitor PRB to implement 100% of September Ongoing procurement reviews through 2021 e-Appeals a) Monitor PRB to implement September 100% of procurement reviews Ongoing 2021 through e-Appeals b) Foster sustainable communication between PRB and PPRC IT to handle August 2021 Ongoing potential technical problems within the e-appeals module 2.4.3 Monitor PRB September implementation and Ongoing 2021 enhancement of the new
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 69 Work plan Work plan task Status Comments due date website and database of decisions
2.4.4 Support PRB to address CSO findings related to September Ongoing deficiencies in the work of PRB 2021 (cross-cutting with C3). a) Advise PRB on the best approach to address findings and recommendations September provided by D+, specifically as Ongoing 2021 they relate to transparency of PRB proceedings and consistency of decisions b) Propose best approach for future monitoring of PRB work June 2021 Ongoing and potential improvements (cross-cutting C3) COMPONENT THREE 3.1.1 Promote transparent and accountable municipalities through Transparency Index in April 2021 Ongoing Public Procurement for Municipalities 3.1.2 Promote efficient use of public funds through fair and June 2021 Ongoing transparent public procurement 3.1.3 Support functionality and sustainability of public September Ongoing procurement transparency 2021 portal 3.1.4 Digital Solution for September Ongoing Integrity in Public Procurement 2021 3.1.5 Support, expand and seek opportunity for co-financing of social accountability tools to August 2021 Ongoing monitor public procurement and public expenditure 3.1.6 Engage national-level October 2021 Ongoing CSOs to monitor PRB 3.1.7 Empower CSOs on monitoring public procurement and exposing malfeasances in May 2021 Ongoing focus municipalities and ensure sustainability of such activity 3.1.8 Host annual challenges to foster innovative ideas which August 2021 Ongoing contribute to graduation of municipalities
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 70 Work plan Work plan task Status Comments due date 3.2.1 Create a sustainable environment for civil society organizations working on October 2021 Ongoing monitoring public procurement and building bridges between CSOs and public institutions 3.2.2 Provide seed funding in cooperation with Government of Kosovo institutions to October 2021 Ongoing ensure sustainability of CSO monitoring activities 3.3.1 Support investigative media to track and expose August 2021 Ongoing corruption 3.3.2 Build formal mechanism for CSOs and journalist to report cases of suspected August 2021 Ongoing corruption to the State Prosecutor
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 71 ANNEX B: Technical STTA Assignments During Reporting Period
Main Objectives of Assignment Assignment STTA Staff Name Assignment Period Office
Support focus municipalities by working closely, to design a three-year Municipalities of communication/public Deçan/Decane, relations strategy and Ferizaj/Uroševac, implementation plan for Hani i Elezit/Elez Han, ten new focus Communication May 18, 2020 - Istog/k, Junik, Sali Salihu municipalities to Advisor Mar. 31, 2021 Lipjan/Lipljan, positively highlight Podujeva/Podujevo, results with regard to Prizren, the municipal activities Rahovec/Orahovac and Support USAID TEAM Suhareka/Suva Reka. in close coordination with MLG developing Standard Operating Procedure (SOP) The STTA will support Municipalities of the project by: Deçan/Decane, Registering and Ferizaj/Uroševac, reporting municipal Hani i Elezit/Elez Han, Finance revenues, registering and Istog/k, Junik, Aug. 11 – Feb. Management Evetar Zeqiri managing non-finance Lipjan/Lipljan, 26 2021 Expert municipal assets, review Podujeva/Podujevo, and update the Financial Prizren, Management Control Rahovec/Orahovac and Manual and develop two Suhareka/Suva Reka, new procedures (SOPs) and CHU. Support Kosovo municipalities to Municipalities of implement KNAO 07 Sep -01 Feb Drenas/Glogovac, Audit Advisor Leke Musa recommendations 2021 Shtime/Štimlje, presented in municipal Ranillug, Zubin Potok Financial Audit Reports for 2019. Support Kosovo municipalities to Municipalities of implement the NAO Sep 07, 2020 - Malisheva/Mališevo, Audit Advisor Ariana Selmani recommendations Feb 01, 2021 Graçanica/Gracanica. presented in municipal Partesh, Zvecan Financial Audit Reports for 2019. Support Kosovo municipalities to Municipalitie of implement the NAO Sep 07, 2020 - Dragash/Dragaš, Audit Advisor Njomza Hoxha recommendations Feb 01, 2021 Kllokot/Klokot, presented in municipal Novobërda/Novo Brdo Financial Audit Reports for 2019. Support Kosovo Municipalities of municipalities to Sep 07, 2020 - Mitrovica, Viti/Vitina, Audit Advisor Ardita Salihu implement the NAO Feb 01, 2021 Dardana/Kamenica, recommendations Kaçanik/Kacanik.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 72 Main Objectives of Assignment Assignment STTA Staff Name Assignment Period Office
presented in municipal Financial Audit Reports for 2019. Support Kosovo municipalities to Municipalities of implement the NAO Dardana/Kamenica, Sep 07, 2020 - Audit Advisor Astrit Musa recommendations North Mitrovica Feb 01, 2021 presented in municipal Leposaviq/c, Financial Audit Reports Shtërpca/Štrpce. for 2019. Support Kosovo Municipalities of municipalities to Fushë Kosovë/Kosovo implement the NAO Sep 07, 2020 - Polje, Audit Advisor Bezad Halilaj recommendations Feb 01, 2021 Mamusha/Mamuša, presented in municipal Obiliq/Obilic, Financial Audit Reports Skenderaj/Srbica. for 2019. Municipalities of Support ten new focus Deçan/Decane, municipalities in HR Ferizaj/Uroševac, planning, hiring, staff Hani i Elezit/Elez Han, evaluation, enforcing Istog/k, Junik, HR/Code of Oct. 12, 2020 - Edmonda Shehu ethics, reduce Lipjan/Lipljan, Ethics Advisor Jan. 29, 2021 corruption and nepotism Podujeva/Podujevo, and to adopt and Prizren, implement the Code of Rahovec/Orahovac and Ethics. Suhareka/Suva Reka.
Support the project to build formal reporting mechanism for CSOs and journalist to report cases of suspected Mar. 22 – Sep. Legal Advisor Kreshnik Gashi TEAM/CSOs corruption to the State 15, 2021 Prosecutor and to municipal authorities to investigate further alleged malfeasance. Provide IT and update of IT and M&E Aug. 01 – Jul. Njazi Rexhepi M&E database support TEAM support 31, 2021 to USAID TEAM
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 73 ANNEX C: Reports and Deliverables Completed This Quarter Reports and deliverables completed this quarter Approval/ Person or Due (per Submission Submission date acceptance # Deliverable2 Description USAID TEAM contract, WP, date of first of final draft date of final completing or SOW) draft version Year Five Work 2 Project work plan USAID TEAM Plan Summary of USAID Annual TEAM activity 3 Performance progress during USAID TEAM 15 Feb 2021 15 Feb 2021 Report 2020 January - December 2020. DAI’s self-assessment of its performance Award Fee implementing the Contractor’s Self- USAID TEAM activity Assessment 4 during July – USAID TEAM 31 Dec 2020 31 Dec 2020 Report December 2020, for July – December the purposes of 2020 award fee determination. Financial Report Summary of 5 USAID TEAM 15 Feb 2021 15 Feb 2021 Quarter 4 - 2019 expenditures and
2 In the interest of brevity, this table does not include the weekly activity reports submitted each Friday, as required by Section F of the subject contract. All required weekly reports were submitted on time during this quarter.
USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1 | 74 Approval/ Person or Due (per Submission Submission date acceptance # Deliverable2 Description USAID TEAM contract, WP, date of first of final draft date of final completing or SOW) draft version accruals for October – December 2020 The report documents USAID Adaptive TEAM adaptive 7 Management activities implemented USAID TEAM Report from January 11, 2020 - January 10, 2021.
Accruals Report for 10 calendar Accruals Report days before the 8 the quarter ending USAID TEAM 21 Mar 2021 Quarter 1 - 2021 March 31 end of the quarter
75 | USAID TEAM Quarterly Performance Report – Year 5 Quarterly 1