THIRD QUARTERLY REPORT FY2019 USAID COMMUNITY AND MUNICIPAL GOVERNANCE INITIATIVE IN THE KYRGYZ REPUBLIC April 1, 2019 – June 30, 2019

This report was produced for review by the United States Agency for International Development (USAID). It was prepared by DAI.

Activity Title: USAID Community and Municipal Governance Initiative in the Kyrgyz Republic Contract Number: AID-176-C-16-00002 Sponsoring USAID Office: Democracy and Governance Office Contractor: DAI COR: Timurlan Baiserkeev Chief of Party: Robert Bodo

______The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government.

DAI will assume acceptance of this report by the United States Agency for International Development within 30 days of submission.

Cover Photo Description: CAMI helped Kum-Dobo Ayil Okmotu organize a priority service of drinking water provision.

PROJECT DESCRIPTION USAID’s Community and Municipal Governance Initiative supports the Government of the Kyrgyz Republic to strengthen the vital relationship between local governing bodies and the public they serve. The project focuses on service delivery improvements that are highly visible to the public with immediate positive impacts—such as solid waste management, water, lighting, transportation, and local economic development—while concurrently building the capacity of partner local self-governments (LSGs) across all service areas for which they are responsible. The activity encourages peer learning and bolsters existing mechanisms for local self-governments to engage in a national dialogue.

Project duration: October 2016 to September 2021

Components:

Increasing LSG Increasing LSG Furthering and Effectiveness Legitimacy Sustaining Indigenous Kyrgyz LSG Support − Improve the LSGs’ − Increase citizen Capabilities ability to deliver more engagement through Component 1 1 Component 3 Component accessible and effective 2 Component effective − Promote peer-learning services communication and experience − Improve operational strategies exchange and financial − Improve dialogue − Extend the project’s management of target between LSGs and successes through LSGs citizens networking and − Improve budget replication among procedures and partner LSGs transparency with − Work closely with the active citizen Union of LSGs engagement

Project Objective: Strengthen the legitimacy and effectiveness of partner LSGs and improve their partnerships with relevant stakeholders with the aim to reduce the effectiveness-legitimacy gap

CONTENTS PROJECT DESCRIPTION 2 ACRONYMS AND ABBREVIATIONS 4 EXECUTIVE SUMMARY 5 EXPLANATION OF CHALLENGES AND ACTIONS TAKEN 6 ACTIVITY IMPLEMENTATION PROGRESS OVERVIEW 6 OUTCOME I HIGHLIGHT: AZATTYK+ COVERS STORIES ON SERVICES IMPROVED WITH CAMI SUPPORT 8 OUTCOME 1: INCREASING LSG EFFECTIVENESS 10 OUTCOME II HIGHLIGHT: WHATSAPP HELPS MOBILIZE COMMUNITY IN DARKHAN 14 OUTCOME II: INCREASING LSG LEGITIMACY 16 OUTCOME III HIGHLIGHT: CAMI PARTNERED WITH SALSGIR TO DEVELOP THE LSG REPORTING HANDBOOK 25 OUTCOME III: FURTHERING INDIGENOUS KYRGYZSTANI LSG SUPPORT CAPABILITIES 26 COMMUNICATIONS ACTIVITIES 32 PROGRESS ON PERFORMANCE INDICATORS 34 PERSONNEL AND RECRUITMENT 34 ANTICIPATED ACTIVITIES IN THE NEXT QUARTER 36 ANNEXES 37 ANNEX 1. CITIZEN CHARTER OF NOOKAT CITY 37 ANNEX 2. SALSGIR ORDER ON APPROVAL OF THE LSG REPORTING HANDBOOK 37 ANNEX 3. MEDIA MONITORING REPORT 37 ANNEX 4. PROGRESS ON PERFORMANCE INDICATORS 37

ACRONYMS AND ABBREVIATIONS AA Ayil Aimak AK Ayil Kenesh AO Ayil Okmotu AWU Association of Water Users AMEP Activity Monitoring & Evaluation Plan CAMI Community and Municipal Governance Initiative (CAMI) in the Kyrgyz Republic CDCS Country Development Cooperation Strategy CGP Collaborative Governance Program (USAID) CPAT City Performance Assessment Tool CSOs Civil Society Organizations DPI Development Policy Institute GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit IRI International Republican Institute KOICA Korea International Cooperation Agency LSG Local Self-Government LSGPAT LSG Performance Assessment Tool M&E Monitoring & Evaluation MIS Management Information System MPP Municipal-Private Partnership PIRS Performance Indicator Reference Sheet PMP Performance Management Plan PSI Public Service Improvement Project SALSGIR State Agency of LSG and Inter-Ethnic Relations SDW Solid domestic waste SPS State Personnel Service SMEs Small and medium-sized enterprises SED Social and economic development SEDP Social and economic development plan SUPPL Scaling up the peer-to-peer learning in public finance at the local self- government level in the Kyrgyz Republic project (World Bank) STS State Tax Service TAMIS Technical and Administrative Management Information System USAID United States Agency for International Development VAP Strengthening Voice and Accountability of Citizens’ Participation and Oversight of Budget Processes Project in the Kyrgyz Republic (Swiss Agency for Development and Cooperation) VIS Visible Improvement Strategy

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 4 EXECUTIVE SUMMARY USAID’s Community and Municipal Governance Initiative in the Kyrgyz Republic (CAMI) started its operations in October 2016. This is the third quarterly performance report of Year 3, covering the project activities that were realized during the April 1, 2019 – June 30, 2019 work period.

QUARTERLY HIGHLIGHTS

• Conducted performance progress LSGPAT / CPAT survey on effectiveness and legitimacy in Round I and Round III partner LSGs; • CAMI Communications Team collaborated with Azattyk Media (Radio Free Europe/Radio Liberty Kyrgyz Service), one of the leading news agencies in , to produce stories about CAMI partner municipalities. The stories demonstrated how, with CAMI’s support, partner Ayil Okmotus managed to organize priority services using their available resources. The stories showed the positive impact of improved service delivery on the lives of end-line beneficiaries – Kyrgyz citizens. Azattyk+ produced two 30-minute long TV programs highlighting the results of CAMI partners in the Issyk-Kul and regions. The TV programs aired at prime- time on Fridays at 21.30 pm on ElTR TV Channel (second national TV channel) as part of the Azattyk+ program. Azattyk Media also promoted the program on its social media and on YouTube. On YouTube the video with five stories in the Issyk-Kul region generated 38,097 views and the video highlighting three stories in the Nookat raion of the generated 13,982 views; • SALSGIR approved the LSG Reporting Handbook developed by CAMI with an order as of March 29, 2019 and recommended all LSGs throughout the country use the handbook in preparing and presenting their reports to the local population. This successful partnership with CAMI’s key national stakeholder contributes to ensuring the sustainability and further dissemination of CAMI approaches among all LSGs throughout the Kyrgyz Republic; • On May 18-19, 2019, CAMI M&E Specialist presented LSGPAT and CAMI stories on data at the DataCon Central Asia 2019. CAMI shared the experience in generating data and using it for decision-making at the LSG-level and provided insights on how CAMI’s partner municipalities use data and apply data-driven decision-making; • CAMI partner Kulatov Ayil Okmotu in the Osh region is making solid progress in the implementation of its communications strategy developed with CAMI support. The AO signed a Memorandum of Cooperation with the local community media center “Kyzyl-Bulak” to raise awareness about the municipality's activities among residents. Using its various communication channels, including social media, website and community radio, the “Kyzyl-Bulak” media center informs the citizens about the activities and achievements of Kulatov Ayil Okmotu and provides media coverage of various events on voluntary basis (for free); • CAMI continued supporting the Union of LSGs. To promote the transfer of CAMI products to the local actors and ensure the sustainability of CAMI approaches, CAMI tasked the Union of LSGs to update citizen charters in the selected nine partner AOs. Additionally, the Union continued disseminating the practice of adopting the Code of Ethics for the deputies of Ayil Keneshes. As a result, seven AKs adopted the Code of Ethics. For future, CAMI plans to engage

5 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) the Union of LSGs in evaluation process, so the Union of LSGs could strengthen its M&E practice, as part of the institutional capacity building.

EXPLANATION OF CHALLENGES AND ACTIONS TAKEN The table below summarizes the challenges, delays, or adverse conditions encountered, as well as the actions taken or contemplated to resolve the situation, or any assistance needed to resolve the situation.

Challenges Actions Taken Further Action Required

During this quarter, CAMI CAMI improves the planning of No further action required. faced the challenge of activities with partner cities. CAMI engaging its partner cities, representatives conduct regular particularly oblast significance meetings with the representatives of cities – and – city administration to ensure smooth in its activities. CAMI cooperation and partnership. encountered a number of situations where there was a conflict of schedule with the city administration. It is more challenging to ensure the participation of city representatives in the events.

ACTIVITY IMPLEMENTATION PROGRESS OVERVIEW During this quarter, CAMI made solid progress in completing the following activities:

OUTCOME I: INCREASING LSG EFFECTIVENESS • Conducted effectiveness survey • Built core capacities of partner LSGs for visible service performance through the following trainings: . Cluster trainings on tenders and contracting; . Cluster trainings on the Budget Code, planning, and oversight; • Developed the Practical Handbook on local level procurement; • Updated and developed the SEDP related to the investment interventions in Round III LSGs; • Provided coaching to partner LSGs on the following topics: . Tax administration; . Budget efficiency; . Asset management. • Conducted regional seminars on investment allurement for local entrepreneurs of partner LSGs in Round I, Round II, and Round III.

OUTCOME II: INCREASING LSG LEGITIMACY

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 6 • Conducted cluster trainings on M&E; • Conducted monitoring of the implementation of services under VIS; • Updated citizen charters; • Conducted public hearings with involvement of citizens, NGOs, minorities, vulnerable groups, women, and youth; • Conducted training on combating and preventing corruption; • Conducted information campaign to promote the mobile feedback mechanism via WhatsApp; • Conducted performance progress legitimacy survey for Round I and Round III LSGs; • Analyzed the LSG capacity and resources in public outreach; • Launched the process of developing the Communications Strategies in selected partner LSGs.

OUTCOME III: FURTHERING INDIGENOUS KYRGYZSTANI LSG SUPPORT CAPABILITIES • Developed Best Practice Repository; • Prepared Best Practices for Dissemination; • Trained selected regional NGOs; • Built the Role and Activities of the Union of LSGs; • Linked the Union of LSGs with regional NGOs: organized working meetings; • Developed and shared the database of experts for LSGs; • Continued cooperation with State Personnel Service: transfer CAMI products to SPS for trainings of municipal officials; • Designed draft methodology of development of the annual report to the President of the Kyrgyz Republic on the status of LSG using the PEA tool and discussed it at the roundtable with national, regional, and local stakeholders.

7 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019)

OUTCOME I HIGHLIGHT: AZATTYK+ COVERS STORIES ON SERVICES IMPROVED WITH CAMI SUPPORT During this quarter, the CAMI Communications Team collaborated with Azattyk Media (Radio Free Europe/Radio Liberty Kyrgyz Service), one of the leading news agencies in Kyrgyzstan, to produce stories about selected CAMI partner municipalities. The stories demonstrated how, with CAMI’s support, partner Ayil Okmotus managed to organize priority services using their available resources. The stories showed the positive impact of improved service delivery on the lives of end-line beneficiaries – Kyrgyz citizens. Azattyk+ produced two 30-minute long TV programs highlighting the results of CAMI partners in the Issyk-Kul and Osh regions. The TV programs aired at prime-time at 21.30 pm on ElTR TV Channel (second national TV channel) as part of the Azattyk+ program. Azattyk Media also promoted the program on its social media and on YouTube.

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 8 In May 2019, Azattyk+ covered the following five stories in the Issyk-Kul region. This program generated 38,097 views on YouTube1:

• Darkhan AO effectively used its WhatsApp mobile feedback mechanism as part of a crowdfunding campaign; • Ak-Chiy AO built a mini-football field using resources from its local budget and the financial support from the Development Fund of the Issyk-Kul region. CAMI supported the AO in organizing service delivery by recruiting a football club manager through an open competition, calculating service fees and launching mini-football sections for the local youth. With CAMI support, Ak-Chiy AO organized an effective service. Local girls now train to play football, and one of them has qualified to join Kyrgyzstan’s women’s national football team; • Teploklyuchenka AO organized a service for solid waste collection and removal. The story focused on the Ak-Suu Tazalyk municipal enterprise’s role in managing this service effectively; • Lipenka AO organized dance and music clubs for youth. The club manager, Astra Sharsheeva, opened the first club for youth in Lipenka last year. In 2019, she opened the second club in the neighboring village and supported the local Shayir Apalar (translated as ‘Cheerful Grandmothers’) music group; • Jeti-Oguz AO organized a sports service for youth. The story focused on Adelya Narynbekova, a 15-year old girl, who won second place at Kyrgyzstan’s national taekwondo championship (-51 kg category) in April 2019.

In June 2019, Azattyk+ produced another program highlighting three stories in the Nookat raion of the Osh region. This program generated 13,982 views on YouTube2:

• Kulatov AO organized music and dance clubs for children, youth, and adults at the local cultural center. The story focused on the center’s manager Talantbek Ergeshov, who organized a variety of lessons to support local talent; • Jigitaly Rakhmanov, the Chairman of Naray-Su Rural Public Association of Drinking Water Users in the On-Eki-Bel municipality, helped ensure that all residents have access to clean drinking water. CAMI helped the Association calculate cost-effective tariffs for water consumption based on the objective usage of water; • CAMI helped organize sports clubs at the local sports center in Isanov AO. Joodar Nurmamatov, the center’s manager, opened different sports activities for schoolchildren, youth, and women. Before, there were no facilities for women in the ayil aimak to participate in sports activities, but Joodar Nurmamatov organized a fitness class tailored especially for women, so that local women can now stay active.

1 https://www.youtube.com/watch?v=yxFlMzzk73Y&list=PL76CE605B517C7BDA&index=11 2 https://www.youtube.com/watch?v=_cVIWvvKY9Q&list=PL76CE605B517C7BDA&index=7&t=0s

9 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019)

OUTCOME 1: INCREASING LSG EFFECTIVENESS

1.1 INCREASING STAFF COMPETENCY AND CAPACITY

1.1.1a SERVICE DIAGNOSTIC

CONDUCT EFFECTIVENESS SURVEY

During this quarter, CAMI conducted theeffectiveness survey in all Round I and some Round III partner LSGs. In the next quarter, CAMI will conduct the effectiveness survey in the remaining Round III partner LSGs in the Naryn region and provide the final analysis in the effectiveness report.

1.1.2a BUILD CORE CAPACITIES FOR VISIBLE SERVICE PERFORMANCE

CONDUCT CLUSTER TRAININGS ON TENDERS AND CONTRACTING

CAMI reported on this activity in the previous quarterly report.

CONDUCT CLUSTER TRAININGS ON THE BUDGET CODE, PLANNING, AND OVERSIGHT

CAMI reported on this activity in the previous quarterly report.

DEVELOP THE PRACTICAL HANDBOOK ON LOCAL LEVEL PROCUREMENT

Procurement trainings that CAMI conducted in Years 1-3 revealed that partner LSGs have problems procuring services and goods at the local level. Thus, during this quarter, CAMI developed the Practical Handbook on Local Level Procurement in Kyrgyz and Russian languages. This handbook provides detailed and clear guidelines on operating procedures for local level procurement, which will be helpful for both LSGs procuring the services or goods and potential service providers. The handbook was developed in accordance with the Law on State Procurement and relevant legal acts. This practical handbook will help increase the efficiency of local budget spending. In the next quarter, CAMI will print out hard copies of the handbook and disseminate among partner and non-partner LSGs.

UPDATE AND DEVELOP THE SEDP RELATED TO THE INVESTMENT INTERVENTIONS (ROUND III)

CAMI’s experience with local resource mobilization indicates that without a clear strategy, resources are not always directed to the highest priority needs. Alongside efforts to help LSGs increase their own revenue, CAMI assists LSGs, councils, and communities to translate results of citizen surveys into

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 10 transparent expenditure plans included in LSGs’ annual development plans. Greater participation will create accountability for how LSGs use their limited resources. During this quarter, CAMI conducted a survey of partner Round I and Round II LSGs to identify how many partner LSGs have developed Investment Plans. The survey revealed that in Round I LSGs in the Issyk-Kul region, 5 LSGs have not developed investment plans, investment plans of Ak-Chiy, Orgochor, and Jeti-Oguz have expired and need to be updated. Darkhan and Kerege-Tash LSGs do not have a section on investment attraction in their SEDP. In Round I partner LSGs in the Jalal-Abad region, all partner LSGs have a section on investment plans in their SEDP, except Lenin LSG that had not developed it previously and does not plan to develop this section in the future. Seven Round III partner LSGs in the Naryn region have identified their investment plans in their SEDP, but two - Jan-Bulak and Emgekchil LSGs – do not have the investment plans, not within their SEDP and not separately developed. The following Round III partner LSGs in the Aravan raion – Yusupov, Nurabad, Tepe-Korgon, and Chek- Abad LSGs – have no up-to-date investment plans. However, they are planning to develop such plans within their SEDP. In Round III partner cities – Karakol and Naryn have developed investment plans within their SEDP, but Nookat has not.

1.1.2b ROAMING TECHNICAL SPECIALISTS ASSIST LSGS IN PLANNING, BUDGETING, SERVICE MANAGEMENT, AND OVERSIGHT RELATED TO SELECTED SERVICE IN ROUNDS I, II, III

During this quarter, CAMI VIS Consultants continued coaching of partner municipalities on the following subjects:

• Planning, service delivery, budgeting and oversight of service delivery; • Asset management; • Tax administration; • Budget efficiency; • Municipal enterprise management; • Implementation of VIS and update of VIS; • Cost calculation; • Drinking water supply; • Land management.

During this quarter, CAMI VIS Consultants involved representatives of regional partner NGOs in these coaching sessions to share practical hands-on advice on specific requests from LSGs.

As reported in the previous quarterly report, partner municipalities requested coaching on the effective management of lands listed in the State Fund of Agricultural Lands (SAFL). According to the Kyrgyz legislation, the LSGs are responsible for the management of SAFL lands. However, due to the frequent change of AO heads and high turnover of land specialists in AOs, partner municipalities lack expertise

11 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) on this topic. Thus, in April 2019, CAMI consultants provided coaching to the representatives of partner municipalities in the Osh, Jalal-Abad, and Naryn regions and provided consultations on the development of perspective plan on using SAFL lands, which are under the management and oversight of LSGs and leasing SAFL lands through open and transparent auctions.

1.3 ADVANCED FINANCIALLY SUSTAINABLE, LOCAL SOLUTIONS 1.3.1 MAXIMIZE OWN SOURCE REVENUE

PROVIDE COACHING ON ASSET MANAGEMENT

CAMI recruited experts on municipal enterprise management and provided continuous coaching for three partner cities – Karakol, Naryn, and Nookat. CAMI organized several meetings, reviewed the legal framework and found various flaws in the management of municipal enterprises. Thus, CAMI experts helped these enterprises to improve and update the foundational documentation in accordance with the current legislation, explained to the enterprise employees their roles and functions and assisted in cost calculation of services provided to the citizens.

PROVIDE COACHING ON TAX ADMINISTRATION

On May 14, 2019, the representatives of the State Tax Service of the Nookat raion initiated a meeting with the tax inspectors and representatives of the Nookat city administration and eight Ayil Okmotus to discuss mechanisms for collecting local taxes. This first meeting set the tone for close collaboration between the STS and the LSGs. At the meeting, the representatives of the State Tax Service provided practical advice to the tax inspectors on the following topics:

• Working with a voluntary and mandatory patent (tax license); • Electronic patent (tax license); • Administration of land and property tax; • Performing a raid tax inspection.

CAMI representatives participated in the meeting and proposed to organize such exchanges on a regular basis. The parties agreed to meet regularly every three months and discuss the collection of local taxes and fees. With CAMI support three partner LSGs – Mirmakmudov, Kulatov Ayil Okmotus and Nookat city - have signed agreements with the State Tax Administration in the Nookat raion. This cooperation is beneficial for the STS, as it will help gradually increase the tax base, as well as for partner LSGs, as they will gradually increase local budgets. The partner LSGs shared their experience, challenges and lessons learned at the meeting.

1.3.2 LSG INVESTMENT STRATEGY INTERVENTIONS

CONDUCT FOUR REGIONAL SEMINARS ON INVESTMENT ALLUREMENT FOR LOCAL ENTREPRENEURS OF PARTNER LSGS IN ROUND I, ROUND II, AND ROUND III

During this quarter, CAMI conducted four regional seminars on private investment attraction in service delivery for all 50 partner municipalities in the Osh, Issyk-Kul, Jalal-Abad, and Naryn regions. The

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 12 seminars focused on ways of attracting private investment and private service providers to ensure a sustainable and effective service delivery. The seminars covered the following main topics:

• How can LSGs attract private entrepreneurs in the organization of service delivery; • What favorable conditions can LSG create for private entrepreneurs; • How can LSGs create these favorable conditions using the resources available; • What are the main challenges that LSGs face in involving the private sector in service delivery.

To make the discussions engaging, CAMI invited private service providers from its partner municipalities that have invested their own resources in service delivery. These service providers have successfully launched effective priority services that respond to citizens’ needs. For instance, during the seminar in Osh, Joodar Nurmamatov, the manager of the sports center in Isanov AO, shared his experience of working closely with the Ayil Okmotu to organize sports clubs for schoolchildren, youth, and women. He invested his own resources in the amount of 500,000 Kyrgyz Soms to purchase necessary gym equipment. Additionally, CAMI invited representatives of Nookat city administration to present and discuss their successful waste collection and removal service. CAMI plans to continue cooperation with Mr. Nurmamatov.

Moreover, CAMI involved representatives of the Guarantee Fund & Kyrgyz-Russian Investment Fund in these seminars. They made presentations and encouraged participants to apply for grants that can be used to improve service delivery at the local level.

13 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019)

Through WhatsApp Darkhan Ayil Okmotu raised 100,000 Kyrgyz Soms to purchase an apartment for Taalay Sartov and his wife

OUTCOME II HIGHLIGHT: WHATSAPP HELPS MOBILIZE COMMUNITY IN DARKHAN With CAMI’s support, the Darkhan Ayil Okmotu in the Issyk-Kul region started using WhatsApp, a popular messenger app, to communicate with residents about community issues and concerns.

For the past year, local activists from Duishon Kayrymduuluk Fund charity organization have been raising funds to help a blind couple buy an apartment. In 2019, they reached out to the Ayil Okmotu for support, and the Darkhan Ayil Okmotu informed the local community about this family and their needs via WhatsApp. Through this mechanism, they were able to unite the local community and raise 100,000 Kyrgyz Soms to purchase an apartment. On April 27, 2019, the charity organization and Darkhan Ayil Okmotu organized a charity event and raised an additional 44,000 Kyrgyz Soms. With the support of the local community and local authorities, the charity organization purchased a two-room apartment for Taalay Sartov and his wife in the neighboring Kyzyl-Suu village. Azattyk+ covered this story in a TV program on May 10, 2019.

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 14

CAMI is helping replicate this mechanism in 17 other municipalities in the Osh, Naryn, Issyk-Kul, and Jalal-Abad regions as their regular management practice. Through WhatsApp, municipalities send out announcements and conduct surveys about services that are important to citizens. In return, residents can submit their questions, concerns, and suggestions without visiting a local self-government office.

15 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) OUTCOME II: INCREASING LSG LEGITIMACY

2.1 STRENGTHENING STAKEHOLDERS ENGAGEMENT IN LSG PLANNING AND EXECUTION

2.1.1b INSTITUTIONALIZE STAKEHOLDER ENGAGEMENT IN PLANNING, RESOURCING, SERVICE MANAGING, AND OVERSIGHT

CREATE M&E GROUPS AND APPROVE BY DECISION OF HEAD OF LSG

CAMI reported on this activity in the previous quarterly report.

CONDUCT CLUSTER TRAININGS ON M&E

During this quarter, the CAMI M&E Specialist conducted cluster trainings on monitoring and evaluation for partner Round III LSGs in Osh and Naryn regions. The Local Technical Consultant conducted a similar training for partner LSGs in the Issyk-Kul region. The Joint Monitoring and Evaluation Groups had been formed in 50 LSGs to oversee the service improvement activities implemented by LSGs and the Working Commissions. The trainings are aimed at building the capacity of LSG representatives, the local communities, and stakeholders to carry out tasks related to the organization of the M&E system. The Joint Monitoring and Evaluation Groups will provide reliable information about the implementation of services within the framework of the Visible Improvement Strategy to local self-governments, AK deputies, direct beneficiaries, and citizens on meetings of the Working Commissions, public hearings, and other public events. This information will allow these groups to make timely decisions for the successful implementation of the service and ensure transparency and publicity in the implementation of activities. Moreover, it will encourage citizens to participate in the decision-making and problem-solving processes.

CONDUCT MONITORING OF THE IMPLEMENTATION OF SERVICES UNDER VIS

During this quarter, the Joint Monitoring and Evaluation Groups conducted the monitoring of services in Bagysh, Lenin, Yrys, Barpy, Mogol, Beshik-Jon, Cholpon, Kum-Dobo, Kosh-Dobo, and Kok-Jar LSGs.

Main M&E Findings:

• The service tariffs were calculated, including profit margins; a service supplier - an individual entrepreneur – was selected through an open selection process; • The service tariffs were agreed upon with the local community and approved by the LSG order; • All costs associated with obtaining a village status by Tarmal Saz settlement were calculated, the local council issued its resolution approving relevant local budget funding. Activities related to obtaining a village status by Tarmal Saz settlement were agreed upon with the local community: the village master plan was prepared and approved by the local council resolution, by raion administration, by the order of the Kyrgyz Government’s Plenipotentiary Representative for Naryn Oblast and by the Kyrgyz Government Resolution; • Meals in kindergartens are provided regularly and comprehensively, all procurement procedures were duly complied with; • Solid waste collected and removed according to the schedule; • Direct contracts executed between LSG and the Water User Association (WUA).

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 16 Key Recommendations:

Launch of the Solid Waste Management Service • To sign agreements with service recipients based on the tariffs approved by the local council and designed standards; • To collect and remove solid waste more often, especially in the summertime.

Irrigation Water Supply • The LSG’s Water User Association (WUA) should regularly clean and repair water canals and chutes to provide irrigation water to farmers in a timely manner; • The head of Ayil Okmotu should supervise and oversee the WUA’s operations based on the existing agreements.

Repair of Intra-Village Roads • The authorities should make sure that all residents do not extend boundaries of their land plots beyond the building line, as such actions cause impediments for cars and pedestrians.

CAMI’s recommendations are closely monitored by the Joint Monitoring and Evaluation Groups and the local technical consultants and field officers. As a concrete example, the Kum-Dobo service provider collects solid waste and provides irrigation water and drinking water based on the service agreement with citizens. This agreement regulates parties’ rights and obligations as well as offers the work schedule, standard of services and calculation of tariffs.

2.1.1c ASSIST LSGS TO UPDATE CITIZEN CHARTERS TO INSERT DECISIONS CONCERNING PUBLIC SERVICE DELIVERY

To promote the transfer of CAMI products to the local actors and ensure the sustainability of CAMI approaches, CAMI tasked the Union of LSGs to update citizen charters in selected nine partner AOs. CAMI involved the local legal expert that carried out this assignment in the previous years to support the Union in this task and provide necessary guidance. Using the CAMI approach and step-by-step guidelines, the Union successfully updated citizen charters in the following partner LSGs, including two cities: 1. Nookat city; 2. Karakol city; 3. Tepe-Korgon AO; 4. Dobolu AO; 5. AO; 6. Min-Bulak AO; 7. Chet-Nura AO; 8. Emgek-Talaa AO; 9. Jerge-Tal AO. AK/CKs in these partner LSGs adopted resolutions for approving the citizen charters. Per the agreement with the leadership of the Naryn mayor’s office, the activity on updating the citizen charter of Naryn city will be postponed to September 2019 due to the conflict of schedule.

17 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) The analysis of the proposals to be included in the citizen charters showed that the citizens prioritized the following issues: • use of drinking and irrigation water; • livestock grazing rules, pastures; • waste collection and removal; • compliance with the land use and development rules; • sale of alcoholic beverages and tobacco products at night, near schools and kindergartens; • creating conditions for the participation of women and representatives of socially vulnerable groups of the population in the decision-making processes; • determination of quorums at meetings and public hearings.

Through this exercise the Union realized the high importance of adopting citizen charters as the most important regulatory document in the life of members of the local community. Further promotion of this activity will contribute to the development of the regions. The Union’s involvement will help institutionalize this process. Citizen Charter of Nookat City is included in Annex 1 of this report.

2.1.2a SUPPORT TO AK ON CONDUCTING PUBLIC HEARINGS, INCLUDING ENGAGING WOMEN AND MINORITIES

CONDUCT PUBLIC HEARINGS WITH INVOLVEMENT OF CITIZENS, NGOS, MINORITIES, VULNERABLE GROUPS, WOMEN, AND YOUTH

During this quarter, CAMI helped organize 12 public hearings on budget, tariffs, citizen charters (for 798 participants, out of them 283 were women) in Kum-Dobo, Kulatov, Kurmanbek, Isanov, Lenin, Bagysh, Nurabad, Allya Anarov, Chek-Abad, Tepe-Korgon, Kok-Jar, Kosh-Dodo AOs and Nookat city. The public hearings involved representatives of various citizen groups and included representatives of the civil society, minority groups, youth, women, and vulnerable groups. Partner AOs presented the progress on the execution of the local budget for the first half of 2019 and discussed the design of the budget for 2020.

2.1.2b CONDUCT TRAININGS ON COMBATING AND PREVENTING CORRUPTION FOR LSGS, REPRESENTATIVES OF WORKING COMMISSIONS

During this quarter, CAMI conducted trainings on combating and preventing corruption and implementing the good governance policy for Round III partner LSGs. The training sessions focused on the principles and policies associated with good governance, accountability and equity practices, the concepts of managerial transparency and organizational culture and cooperation between local governments and local communities to facilitate their joint efforts in the implementation of the policy of Good Governance. CAMI involved the heads of LSGs, deputies of local keneshes, executive secretaries, specialists of the AO and Mayor’s office, and specialists on anti-corruption matters in these trainings.

38 trainees learned about the legal framework of the good governance policy and prevention of corruption at the municipal level. More importantly, they expanded their knowledge of their rights and responsibilities when undergoing inspections by law enforcement and tax authorities.

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 18 These trainings outlined the following factors that impede the implementation of the good governance policy at the local level:

1. Ineffective interaction with the citizens • Low level of citizen engagement in the decision-making process; • Low interest and unwillingness of citizens to take part in meetings, rural gatherings (according to the representatives of LSGs); • Lack of information about LSG activities and decisions taken (according to the representatives of NGOs); • Low citizen trust in LSGs.

2. Problems of interaction with civil society institutions • Absence of NGOs in some villages; • Lack of understanding of the NGO’s role in ensuring good governance / preventing corruption; • Low interaction between LSGs and NGOs.

3. Training and professional development • Absence of training programs for the introduction of mechanisms to prevent corruption and identify corruption risks in the LSGs system; • Representatives of LSGs do not have the information and skills to develop measures to prevent corruption. 4. Problems of interaction with the inspection bodies • Lack of qualified lawyers in LSGs; • Lack of financial resources to attract lawyers to LSGs; • Poor knowledge and understanding of laws and regulations on the inspections of LSGs; • Violations of inspection requirements by inspection bodies. These problems demonstrate the need for further capacity building of representatives of LSGs.

2.1.3 SUPPORT TO CITIZEN MONITORING; LAUNCH SMS CITIZEN FEEDBACK MECHANISM

During this quarter, the Component 2 Leader conducted several visits to partner AOs to monitor the progress in using the mobile feedback mechanism via WhatsApp and provide coaching, when necessary. In addition to coaching on WhatsApp, on April 25, 2019, the CAMI Information Systems Specialist conducted an introductory training on use of Geographic Information Systems (GIS) for LSGs in Nookat for 7 partner LSGs and Nookat City Hall Office. On May 16, 2019, the Information Systems Specialist conducted a similar training for 6 partner LSGs in the Issyk-Kul region. These trainings are aimed at equipping representatives of partner LSGs with skills to gradually develop systems for data analysis and visualization.

Since the official launch of the mechanism in August 2018 through July 12, 2019, partner AOs received many requests. The data is presented in the table below:

№ Name of partner AO Number of citizens Number of citizen

19 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) registered in the requests contact list 1 Beshik-Jon 482 167 2 Mirmakhmudov 108 117 3 Jany-Nookat 311 334 4 Zulpuev 200 211 5 Isanov 119 117 6 Kenesh 41 162 7 Kulatov 62 136 8 Kara-Tash 177 177 9 Kosh-Dobo 226 265 10 Ak-Bulun 33 244 11 Orgochor 379 131 12 Darkhan 24 130 13 Teploklyuchenka 1591 644 14 Kerege-Tash (AO is using its own resources 175 92 for WhatsApp, CAMI is providing consultations) 15 Boz-Uchuk (AO is using its own resources for 425 79 WhatsApp, CAMI is providing consultations) 16 Nookat city3 3 3 17 Min-Bulak4 5 5

During the monitoring visits, the Component 2 Leader collected information on the number of citizen requests on the priority issues of local significance. The data analysis revealed the following top five priority issues of highest concern for citizens in the partner LSGs of the Issyk-Kul region:

• Drinking water; • Providing consultancies and legal assistance to the citizens; • Land issues, issues with pastures; • Roads; • Waste collection and removal.

Based on this analysis, CAMI can assume that WhatsApp requests reflect the priority issues identified in the VIS and can be used in drafting the concept of simplified LSGPAT tool. During this quarter, the

3 Nookat city started introducing WhatsApp in May 2019. 4 Min-Bulak began introducing WhatsApp in May 2019.

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 20 Component 2 Leader and Information Systems Specialist worked together on drafting the concept of simplified LSGPAT, which will be finalized in Year 4.

In Beshik-Jon ayil aimak in southern Kyrgyzstan, the Ayil Okmotu was able to find two missing children aged 6 and 7 years old through sending announcements to citizens via the WhatsApp number of Ayil Okmotu. Citizens responded immediately to the AO’s request and helped find missing children within two days.

Beshik-Jon AO also used its WhatsApp number to raise funds in the amount of 80,000 Kyrgyz Soms to help a 12-year old boy with special needs. The Deputy of the Jogorku Kenesh read the announcements about the boy and visited him during his official visit to Jalal-Abad and presented him a laptop. Through this WhatsApp number, the boy found new friends and became involved with the local football club, as the local boys started inviting him to watch local football matches.

RECONCILING COMMUNITY EXPECTATIONS WITH LSG RESOURCES

2.2.1 ASSESS COMMUNITY EXPECTATION GAP

CONDUCT PERFORMANCE PROGRESS LEGITIMACY SURVEY FOR ROUND I AND ROUND III LSGS

During this quarter, CAMI contracted an independent research company to conduct the performance progress legitimacy survey in Round I and Round III partner municipalities. The company conducted the research in June 2019. The data will be analyzed and presented in the next quarterly report.

2.2.2 STRENGTHEN LSG PUBLIC OUTREACH, ‘PROACTIVE DISCLOSURE’ OF INFORMATION, AND PARTNERSHIPS WITH NGOS TO HELP SHRINK COMMUNITY EXPECTATION GAPS

As reported in the previous quarter, as part of the CAMI Exit Strategy and to ensure cost effectiveness, the team decided to divide the development of communications strategies between the Task Force (comprised of CAMI Field Officers, local technical consultants, and VIS consultants) and a selected local company, both of which will work in close cooperation with the municipalities. During this quarter, CAMI selected Art Box company through an open tender to work with the Task Force on this activity. Art Box provided a two-day ToT for the Task Force and guided the process of conducting SWOT analyses for the following partner LSGs: 1. Nookat city; 2. Darkhan AO; 3. Jeti-Oguz AO; 4. Lipenka AO; 5. Orgochor AO; 6. Beshik-Jon AO; 7. Kok-Art AO; 8. Yrys AO; 9. Lenin AO; 10. Chek-Abad AO;

21 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) 11. S. Yusupov AO; 12. Tepe-Korgon AO; 13. Kerme-Too AO; 14. Allya-Anarov AO; 15. Nurabad AO. The Task Force and Art Box visited each partner municipality and evaluated their strengths and weaknesses, discussed opportunities, identified threats and the strategic gaps they face whilst interacting with citizens and other stakeholders. The Task Force developed SWOT analysis for each individual municipality. The table below presents consolidated SWOT-analysis: Northern tier (Issyk-Kul region)

Strengths Weaknesses Convenient location of LSGs Inactive citizens Availability of the Internet Lack of expert staff Availability of the LSGs websites Lack of local budget Active youth Local newspapers have had small print Community leaders runs WhatsApp groups Long distance between villages Strong and competent LSG staff Regular public budget hearings Opportunities Threats Reopen local broadcasting centers Inaccurate information Allocate funds from the local budget Integration of Aimaks (perceived Availability of local mass media resources and opportunities politically unpopular) Schools Migration from rural to urban areas Social networks An electrical outage Information boards of LSGs Poor Internet connection in certain areas Milk collectors

Southern tier (Osh and Jalal-Abad regions)

Strengths Weaknesses Convenient location of LSGs Inactive citizens Availability of the Internet Lack of expert staff Availability of the LSGs websites Lack of local budget Active youth Local newspapers have had small print Community leaders runs WhatsApp groups Long distance between villages Strong and competent LSG staff Inactive members of local keneshes Regular public budget hearings Continuous trainings of the LSG staff Availability of the Village Development Fund LED lights, billboards Strong standing of the local keneshes Regular citizen surveys Transport linkages Information boards of LSGs

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 22 Opportunities Threats Reopen and launch local broadcasting center Inaccurate information Allocate funds from the local budget Migration from rural to urban areas Availability of the local mass media resources and An electrical outage opportunities Poor Internet connections Local schools and drivers Potential multi-ethnic conflicts Social networks Information boards of LSGs

The Task Force and Art Box concluded that the partner LSGs have resources and local capacity to implement different communication activities. Based on the developed SWOT analyses they compiled the following recommendations:

To strengthen weaknesses of LSGs: • Use communication tools and utilize modern IT-technologies to interact with the citizens; • Develop skills of the LSG employees.

To use available resources at the local level: • Use the public budget hearings to communicate important messages; • Utilize available WhatsApp groups to improve communication with the citizens; • Engage youth and local activists; • Improve communication with the local keneshes.

To eliminate the threat • LSGs must provide high-quality timely information to citizens to avoid miscommunication and minimize the impact of conflicts on citizens.

During the next quarter, Art Box will conduct cluster trainings on the development of communications strategies for the representatives of selected partner municipalities.

Progress on the Implementation of the Communications Strategy at Kulatov AO

In Year 2, CAMI developed the Communications Strategy for Kulatov AO that included a detailed action plan. In November 2018, Kulatov AO signed a Memorandum of Cooperation with the local community media center “Kyzyl-Bulak”. The main objective of the agreement is to raise awareness about the municipality's activities among residents. Using its various communication channels, including social media, website and community radio, the “Kyzyl-Bulak” media center informs the citizens about the activities and achievements of Kulatov Ayil Okmotu and provides media coverage of various events. During this quarter, the Component 2 Leader met with the Director of the Media Center to discuss the Kulatov AO’s progress. The Director highlighted the effective use of WhatsApp in Kulatov AO to improve information exchange with the citizens.

23 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019)

Progress on the Implementation of the Communications Strategies in CAMI partner AOs in the Issyk-Kul Region

In Year 2, CAMI developed communications strategies for selected partner municipalities in the Issyk- Kul region. During this quarter, the Component 2 Leader and Field Officers monitored the progress on the implementation of these communications strategies. The results are the following:

Ak-Bulun AO:

• Prepared and disseminated information materials on joint activities of AO and AK; • Disseminated information on the results of tax activities to the residents of ayil aimak; • Organized a public budget hearing in the first quarter of 2019 to report on the AO’s expenditures in 2018.

Boz-Uchuk AO: • AO started using WhatsApp to communicate with citizens and sent out information on the compulsory insurance program, cost of pastures, tenders for lands of Farmland Redistribution Fund, collection of taxes and land rent via its official WhatsApp number; • Organized a public budget hearing in the first quarter of 2019 to report on the AO’s expenditures in 2018.

Kerege-Tash AO: • AO started using WhatsApp to communicate with citizens and sent out information on the compulsory insurance program, cost of pastures, tenders for lands of Farmland Redistribution Fund, collection of taxes and land rent via its official WhatsApp number; • Prepared and disseminated information on the AO activities among citizens; • Organized a public budget hearing in the first quarter of 2019 to report on the AO’s expenditures in 2018.

Tepke AO: • Prepared and disseminated information materials on joint activities of AO and AK; • Organized a public budget hearing in the first quarter of 2019 to report on the AO’s expenditures in 2018.

Ak-Dobo AO: • Prepared and disseminated information materials on joint activities of AO and AK; • AO initiated the use of WhatsApp to communicate with citizens. The AO purchased a smartphone and a computer from its local budget; • Organized a public budget hearing in the first quarter of 2019 to report on the AO’s expenditures in 2018.

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 24

Title page of the LSG Reporting Handbook in Russian and Kyrgyz languages

OUTCOME III HIGHLIGHT: CAMI PARTNERED WITH SALSGIR TO DEVELOP THE LSG REPORTING HANDBOOK

In the first quarter of Year 3, CAMI received requests from several partner municipalities to help develop specific reporting templates to improve information sharing with citizens. As a result, CAMI developed the following three templates:

25 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) • Reporting template on budget for AO head to report to AK; • Reporting template for AO head to report to citizens; • Reporting template for AK deputy to report to citizens.

CAMI presented the reporting forms to selected municipalities that demonstrated a keen interest in using these templates. CAMI then tested the applicability of these templates in selected partner Ayil Okmotus - Ak-Bulun and Kerege-Tash.

During this quarter, CAMI took a lead in developing the Kyrgyz Local Self-Government Reporting Handbook. CAMI utilized and built upon these reporting templates and worked closely with SALSGIR to develop the LSG Reporting Handbook. The main purpose of the handbook is to assist LSGs in establishing a sustainable and effective accountability framework. The handbook provides specific reporting forms and templates and describes guidelines on reporting. SALSGIR approved the LSG Reporting Handbook with an order as of March 29, 2019 (included in Annex 2 of this report) and recommended all LSGs throughout the country use the handbook in preparing and presenting their reports to the local population. CAMI will print out and disseminate hard copies of the handbook in the next quarter. This successful partnership with CAMI’s key national stakeholder contributes to ensuring the sustainability and further dissemination of CAMI approaches among all LSGs throughout the Kyrgyz Republic.

OUTCOME III: FURTHERING INDIGENOUS KYRGYZSTANI LSG SUPPORT CAPABILITIES

3.2 PROMOTE NEW AND EXISTING PRODUCTS, SERVICES, AND PRACTICES

3.2.1 DEVELOP LSG BEST PRACTICE ELECTRONIC RESOURCE/REPOSITORY

CAMI agreed to publish its best practices, success stories, and products on the Union of LSGs’ updated website (www.citykr.kg). The Union will carry on the CAMI approach of sharing best practices. This resource will be available to all interested parties, primarily municipalities.

During this quarter, the CAMI Communications and Technical Teams worked on finalizing the best practice on establishing a municipal enterprise in Kum-Dobo Ayil Okmotu in the Kochkor raion, Naryn region. Kum-Dobo AO managed to successfully organize three priority services for citizens:

• Provision of drinking water; • Provision of irrigation water; • Waste collection and removal.

The CAMI technical team developed a detailed description of the best practice in the Russian and Kyrgyz languages. The Communications Team developed the format for best practice description and visited Kum-Dobo AO to take photos of the municipal enterprise activities and end-line beneficiaries. CAMI submitted all documents to the Union of LSGs. The Union will publish this best practice on its website in the next quarter.

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 26 3.2.2 LAUNCH THE BEST PRACTICE AWARD CONTEST AMONG LSGS

CAMI designed the procedures for evaluating applications for the Best Practice contest, developed evaluation procedures, and announced the contest. During this quarter, partner municipalities were developing their applications. CAMI will report on the progress of this activity in the next quarterly report.

3.3 ENSURING A POST-ACTIVITY MECHANISM FOR LSG ASSISTANCE AND SUPPORT 3.3.1 MODEL FOR THE POST-ACTIVITY MECHANISM SELECTED AND LAUNCHED (LOCAL NGOS)

TRAIN NGOS

During this quarter, CAMI conducted several trainings for its 14 partner regional NGOs. CAMI is interested in building the institutional capacity of regional NGOs to ensure the smooth transfer of CAMI approaches and practices to NGOs. Thus, in May 2019, CAMI trained NGOs on institutional strategic planning. The training covered the following topics:

• Design of an institutional strategic plan and business plan for NGOs; • Internal analysis of the NGOs’ operations; • External market analysis and market research. Realistic growth assessment in the regions of the Kyrgyz Republic; • Conducting a SWOT-analysis; • Strategic platform: developing the NGO’s vision and mission.

The main objective of this training was to help NGOs identify gaps in their institutional systems and propose measures to close these gaps and assess the LSGs’ needs in the NGOs’ services. CAMI emphasized the importance of NGOs becoming more sustainable without donor assistance and seeking opportunities to provide their services to LSGs using a market-driven approach. The trainer tasked partner NGOs with interviewing LSGs about needed consulting services using the template “Market Research for Consulting Services”, collecting all questionnaires, processing the data, preparing an analytical report and drafting a strategic plan for the NGO using this data.

Moreover, CAMI involved the partner regional NGOs in the coaching sessions for partner municipalities. In April 2019, the representatives of 14 partner NGOs participated in the coaching sessions provided by CAMI to the partner AOs of Ak-Suu and Jeti-Oguz raions in the Issyk-Kul region, Kochkor raion in the Naryn region, Nookat raion in the Osh region, Suzak and Bazar-Korgon raions of the Jalal-Abad region and Naryn raion of the Naryn region. Participation at these practical coaching sessions allowed the representatives of regional NGOs to learn more about the organization of effective service delivery at the local level and specific topics, such as asset management and budget efficiency. The partner NGOs provided positive feedback on these coaching sessions and emphasized that this activity helped them to receive hands-on information from CAMI experts.

27 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) During this quarter, CAMI and partner NGOs conducted an initial assessment of the LSG demand for CAMI tools and approaches. CAMI conducted a survey to identify the demand for paid consulting services among its 50 partner municipalities. The survey included 2 questions:

1. Which CAMI products from the list are the most interesting and useful for your LSG? 2. For which tools/approaches is your LSG willing to pay a fee to receive?

CAMI included its top eight products developed in Years 1-3:

• Methodology on Visible Improvement Strategy (service delivery); • Cost calculation of services / tariff; • Tax administration; • Asset / land management; • Organization of procurement at the local level / work with the public procurement portal; • Holding public hearings; • Updating local citizen charters; • Introduction of mobile feedback mechanism via WhatsApp. The survey revealed that partner municipalities are most interested in the following three products:

• Cost calculation of services/tariff; • Asset/land management; • Organization of procurement at the local level / work with the public procurement portal.

On June 18, 2019, CAMI conducted a focus group discussion with partner NGOs from the Naryn and Issyk-Kul regions. CAMI discussed the following questions: 1. What opportunities and challenges do you envision for the CAMI strategy of supporting regional NGOs to deliver products directly to LSGs? 2. What capacity building do you require to successfully sell services to LSGs? 3. What capacity building do LSGs require to effectively purchase services from NGOs? 4. How can NGOs best assess what products are of greatest interest to LSGs now and in the future? 5. Which of the CAMI products is your NGO most interested in providing? Are these the CAMI products you are best prepared to provide now?

During this discussion, the regional partner NGOs identified the following needs and opportunities for initiating support to LSGs:

• Qualification/certification: NGOs need to receive either qualification or certification for some of the core services, including tax administration, service cost, and citizen feedback mechanism. Either CAMI or the Union could provide such certification;

• Mentoring and coaching: even though NGOs have received training from CAMI, they require follow-on mentoring and coaching;

• Trilateral agreements: NGOs suggested the possibility of developing trilateral agreements between NGOs, LSGs and CAMI for initial contracts, where CAMI would guarantee the technical quality of services provided by NGOs. This would reduce the risk to LSGs which may be purchasing services for the first time from NGOs.

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 28

3.3.2 MODEL FOR THE POST-ACTIVITY MECHANISM SELECTED AND LAUNCHED (UNION OF LSGS)

BUILD THE ROLE AND ACTIVITIES OF THE UNION OF LSGS

During this quarter, the Union continued disseminating the practice of adopting the Code of Ethics for the deputies of Ayil Keneshes. In April 2019, the Union conducted three workshops in Osh, Naryn, and Karakol and selected 15 Ayil Keneshes to adopt the Code of Ethics.

During this quarter, the Union assisted these LSGs in adopting the Code of Ethics:

• Anarov; • Nurabad; • Kulatov; • Mirmakhmudov; • Beshik-Jon; • Lenin; • Mogol. • Min-Bulak • Ak-Bulun • Ak-Dobo • Chet-Nura • Jergetal • Kerege-Tash • Lipenka • Naryn city

This activity contributes to the promotion of CAMI products on the local level.

During this quarter, the Union of LSGs has continuously implemented its Financial Sustainability Plan. In 2019, one of the main Union’s objectives is to strengthen cooperation and expand legal advisory services for its members - rural LSGs. The Union has received requests from 12 LSGs to provide consultancy and advice. The LSGs sent in their requests via email, the Union’s WhatsApp group, and phone. The Union prepared responses and submitted via the same channels of communication for which inquiries were received. In 2019, the number of LSGs that first started paying membership fees to the Union has increased by 12 LSGs.

In June 2019, Jeremy Kanthor, the Vice President of DAI’s Governance Sector, and Ulara Narusbaeva, CAMI Project Coordinator, met with Emilbek Alymkulov, the mayor of Naryn, who is also the chairman of the Union of LSGs. At the meeting they discussed the main areas of cooperation between CAMI and the Union, the role of the Union’s Board in the institutional development of the organization, the role of the Union in relation to its members, and future collaboration.

On June 28, 2019, the Union organized a regular meeting of its Board members with CAMI support. The Union presented to its Board Members the following:

29 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) • Information on the activities carried out in the first half of 2019; • Results of the financial audit of the Union’s activities in 2017-2018; • Progress on the execution of the Union’s Financial Sustainability Plan in the six months of 2019; • Update on the communications strategy of the Union.

The Board members accepted and approved the report for the first half of 2019.

3.3.3 DEVELOP THE DATABASE OF THE CAMI’S REGIONAL EXPERTS FROM THE WORKING COMMISSIONS

CAMI developed the database of local development experts that have met the following criteria: • Actively participated in all CAMI trainings; • Were actively involved in the design and implementation of the Visible Improvement Strategy; • Have experience in disseminating best practices of the partner municipality during the Forum of Aimaks or the best practices roundtables; • Are willing to help and consult counterparts from other municipalities.

During this quarter, CAMI collected confirmation letters from regional experts confirming their willingness to be included in the database of local development experts.

3.3.4 COOPERATE WITH STATE PERSONNEL SERVICE: TRANSFER CAMI’S PRODUCTS FOR TRAININGS OF MUNICIPAL OFFICIALS

In the previous quarter, CAMI submitted proposals for the five-year State Training Program for Municipal Servants. The State Personnel Service accepted these proposals and the Project drafted a 72- hour training module on Services Delivered at the Local Level and recommended local trainers-consultants. During this quarter, the Government of the Kyrgyz Republic issued Decree No. 229-p dated June 24, 2019 for the purpose of building the capacity of civil and municipal servants of the Kyrgyz Republic and in compliance with Article 28 of the Kyrgyz Republic Law “On Civil and Municipal Service” and Articles 10 and 17 of the Constitutional Law of the Kyrgyz Republic “On the Government of the Kyrgyz Republic”. The decree approved the Government’s order for capacity building of civil and municipal servants, as well as public and municipal officials of the Kyrgyz Republic and obliged the Ministry of Finance to allocate financial resources for the design and delivery of training modules. The decree obliged the Public Administration Academy under the President of the Kyrgyz Republic to select lecturers (trainers) and educational organizations for delivery of the Government’s order, design training modules, including those for distant learning, on the topics agreed upon under the Government’s order, and issue certificates to civil and municipal servants, and civil and municipal officials of the Kyrgyz Republic who have successfully completed training within one month upon training completion. In line with this adopted Government’s Order, CAMI advocated and promoted inclusion of its product - training module “2.11. Local Service Delivery Management” - to this adopted Government’s Order with the following course topics: • digital technologies in municipal administration; • legal framework for public and municipal services; • municipal and social services, utilities; • steps to organize effective service delivery; • municipal enterprise management;

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 30 • e-service delivery; • professional integrity and anti-corruption

In the following quarter, CAMI plans to support the Government’s Order and conduct ToT for trainers of the Public Administration Academy under the Kyrgyz President.

3.4.1 POLITICAL ECONOMY ANALYSIS (PEA)

DESIGN A METHOLODOGY OF DEVELOPMENT OF THE ANNUAL REPORT TO THE PRESIDENT OF THE KYRGYZ REPUBLIC ON THE STATUS OF LSG USING THE PEA TOOL. CONDUCT TWO FOCUS GROUPS AND ROUNDTABLE

During this quarter, CAMI selected an expert to design the methodology for preparation of the Annual Report for the President of the Kyrgyz Republic regarding the LSG Status based on the existing CAMI PEA Methodology focusing on citizen satisfaction, service improvement, and trust in local self-governments. On May 28, 2019, the recruited expert conducted two focus-group discussions on the methodology. In the first focus group CAMI involved the representatives of the state agencies, the Union of LSGs, and media. In the second focus group CAMI engaged the representatives of the expert community and the Union. The focus group participants emphasized the importance of this report and recommended to conduct a public awareness campaign to promote it.

During this quarter, CAMI developed a draft methodology based on the PEA tool. The draft methodology determined the report’s objectives, key principles, requirements to the content, stages of report preparation, and methods for information collection. Similar to the PEA methodology, the methodology suggested describing the identified issues while taking into consideration the following factors: • Presentation of the foundational factors causing the issues, description of stakeholders, their roles and interests; • Detailed description of external and internal conditions making up the overall context of the problem (rules of the game); • Behavior of people and groups, and their reactions to changes or lack of changes; • Analysis of the problems, considering opinions and roles of actors affecting solutions (dynamics).

The focus group participants agreed that the draft methodology was relevant and suggested the following: • To synchronize the draft methodology with the Union’s methodology on preparing the regulatory impact analysis report for the Parliament of the Kyrgyz Republic; • To discuss the topics and theme of the report with the representatives of the President’s Office, but make sure that the report covers the broad range of topics, including service delivery, local economic development, financial and operational management, and LSG interaction with citizens; • The Union of LSGs is willing to take the lead in preparing the report. However, it will require technical and consulting support, assistance in recruiting experts, conducting research, and writing the report from other partners; • To prepare the report on a biannual basis to reflect all changes, risks, and opportunities in a timely manner.

31 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) On June 28, 2019, CAMI conducted a roundtable to discuss the draft methodology. CAMI engaged national, regional, and local stakeholders, including the Union’s Board members. The roundtable participants agreed that it was important to inform the President and other high-ranking officials of the observations, conclusions, and recommendations put forward not only by state bodies and LSGs who are involved in the implementation of different decrees, but also by other actors who are, to a different extent, engaged in the processes of development at the local level. CAMI gathered suggestions, feedback, and proposals from the roundtable participants. CAMI will finalize the methodology for preparation of the Annual Report for the President of the Kyrgyz Republic regarding the LSG Status in the next quarter.

COMMUNICATIONS ACTIVITIES During this quarter, the CAMI Communications Team collaborated with Azattyk Media (Radio Free Europe/Radio Liberty Kyrgyz Service) to produce eight video stories about CAMI partner municipalities in the Issyk-Kul and Osh regions. More information on this activity is available in the description of Outcome I highlight story on pp. 8-9. In addition to broadcasting two TV programs on Fridays at prime- time at 21.30 pm on ElTR TV Channel (second national TV channel) as part of the Azattyk+ program, Azattyk Media promoted the program on its social media and on YouTube. Detailed information is included in Annex 3. Media Monitoring Report.

Impressions on the first TV program on CAMI stories in the Issyk-Kul region:

YouTube: 38,097 views

Instagram video teaser: 75,714 views

Facebook post: 105 reactions 5

5 Link: https://www.youtube.com/watch?v=yxFlMzzk73Y&list=PL76CE605B517C7BDA&index=12

Link: https://www.instagram.com/p/BxRvI22HDx0/?utm_source=ig_web_copy_link

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 32

Impressions on the second TV program on CAMI stories in the Nookat raion of Osh region:

YouTube: 13,982 views

Instagram video teaser: 68,965 views

Instagram full video: 28,293 views

Facebook post on Azattyk Facebook page: 105 reactions

Facebook post on CAMI Facebook page: 167 reactions6

On May 18-19, 2019, the CAMI M&E Specialist presented LSGPAT and CAMI stories on data at the panel discussion at DataCon Central Asia 2019. CAMI

Link: https://www.facebook.com/Azattyk.unalgysy/videos/613250142519044/?t=3

Link: https://www.youtube.com/watch?v=_cVIWvvKY9Q

6 Link: https://www.facebook.com/pg/CAMIProject/posts/?ref=page_internal

Link: https://www.facebook.com/CAMIProject/videos/452579885542730/

Link: https://www.instagram.com/p/BysQ5jsH7FF/

Link: https://www.instagram.com/p/BysVWesn48s/

33 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) shared the experience in generating data and using it for the decision-making at the LSG-level and how our partner municipalities use data/respond to data-driven decision-making. DataCon Central Asia 2019 was a two-day event – the the first day included panel discussions and the second day included practical workshops. The event was open to public, data practitioners, and media. The CAMI Facebook page reached 1,551 ‘likes’ and 1,654 followers. During this quarter, the Communications Team published a variety of video materials mainly in Kyrgyz language. These became the most engaging posts during this quarter, reaching an engagement rate of 8-9%.

PROGRESS ON PERFORMANCE INDICATORS Please see Annex 4. Progress on Performance Indicators.

MANAGEMENT

PERSONNEL AND RECRUITMENT Administration During this quarter, CAMI recruited an Expert on Political Economy Analysis, Trainer for Capacity Building for CAMI partner regional NGOs. The Administrative Assistant is on maternity leave, so CAMI recruited her replacement effective June 6, 2019.

The Field Officer in Jalal-Abad resigned as a result of new career opportunities. CAMI started the recruitment process for the position of Local Technical Consultant in Jalal-Abad.

The Program Assistant is on maternity leave since April 2019. The Procurement Assistant agreed to cover part-time Program Assistant duties and part-time Procurement Assistant duties.

Annual Performance evaluations of CAMI’s DCOP, IT Specialist, and Cleaner were conducted. Their contracts were renewed.

CAMI extended the contract with the Short-Term Expert that will support partner municipalities in the Naryn region, Naryn and Karakol cities with updating their citizen charters till the end of September 2019.

The project procured one smartphone for Min-Bulak LSG in Naryn raion as part of the Component 2 activity on introducing the mobile feedback mechanism via WhatsApp.

During this quarter, CAMI obtained the annual visa and work permit for CAMI COP.

During this quarter, CAMI conducted training on ethics for all staff members and organized a work plan session for Year 4.

In April 2019, CAMI concluded contracts with 2 office suppliers (stationery) and in May 2019, concluded contracts with 4 printing companies.

All annual & quarterly reports to the local authorities were submitted on time.

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 34 Logistics support was provided for the following activities:

Month Date Activities City April 9.04.2019 Training on Good Governance Naryn April 10.04.2019 Training on Good Governance Naryn April 8-13.04.2019 Training on Citizen Charters Naryn April 8-11.04.2019 Training on Citizen Charters Osh April 10-11.04.2019 Training on Municipal Enterprise Naryn April 15-19.04.2019 Training on Municipal Enterprise Osh April 8-12.04.2019 Training on LSG Effectiveness Osh April 15-19.04.2019 Training on LSG Effectiveness Jalal Abad April 15-19.04.2019 Training on LSG Effectiveness Karakol April 23-25.04.2019 Training on LSG Effectiveness Naryn April 24-26.04.2019 Training on LSG Effectiveness Kochkor April 25.04.2019 Work Meeting on WhatsApp Osh April 25-26.04.2019 Training on Code of Ethics Osh April 22-24.04.2019 Training on Citizen Charters Osh April 26-30.04.2019 Media trip with Azattyk+ Karakol April 23-26.04.2019 Coaching on Municipal Enterprise Naryn May 06-07.05.2019 ToT for NGOs May 16-17.05.2019 Training on Code of Ethics Jalal Abad May 14.05.2019 Training on Tax Administration Osh May 13-18.05.2019 Coaching on Municipal Enterprise Karakol May 16.05.2019 WhatsApp workshop Karakol May 14-17.05.2019 Training on LSG Effectiveness Naryn May 14-16.05.2019 Training on LSG Effectiveness Osh May 27-31.05.2019 Training on LSG Effectiveness Karakol CAMI Project Retreat «Elaboration of the May 21-23.05.2019 draft Work Plan for Year 4» Bishkek May 28.05.2019 Training on Investment attraction Osh May 29.05.2019 Training on Investment attraction Jalal Abad May 27-31.05.2019 Media trip with Azattyk+ Osh June 3-4.06.2019 ToT Communication Strategy Bishkek June 12.06.2019 Staff meeting (Workplan session) in Supara Bishkek June 06.06.2019 Training on Investment attraction Naryn June 11.06.2019 Training on Investment attraction Karakol June 10-11.06.2019 Training on Communication Strategy Karakol June 13-14.06.2019 Training on Code of Ethics Karakol June 20.06.2019 Training on Communication Strategy Osh June 21.06.2019 Training on Communication Strategy Jalal Abad June 9-15.06.2019 Municipal Ent coaching Osh June 18.06.2019 Monitoring training Osh

35 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) June 20.06.2019 Monitoring training Naryn June 25.06.2019 Monitoring training Karakol June 18.06.2019 Focus Group with NGO Naryn June 10-14.06.2019 Training on LSG Effectiveness Karakol June 10-13.06.2019 Training on LSG Effectiveness Jalal Abad June 25-27.06.2019 Training on LSG Effectiveness Naryn June 25-27.06.2019 Training on LSG Effectiveness Osh June 28.06.2019 Round table PEA and LSG Union meeting Bishkek June 24-29.06.2019 Municipal Ent. Coaching Naryn

ANTICIPATED ACTIVITIES IN THE NEXT QUARTER In the next quarter, the project team will focus on the following activities:

OUTCOME I: INCREASING LSG EFFECTIVENESS • Finalize the results of performance progress effectiveness survey for Round I and Round III LSGs; • Provide coaching to partner LSGs on budget efficiency.

OUTCOME II: INCREASING LSG LEGITIMACY • Conduct monitoring of the implementation of services under VIS; • Update citizen charters and conduct meetings with the Standing Committee of the AK/CK to review and approve the updated citizen charters; • Conduct public hearings with involvement of citizens, NGOs, minorities, vulnerable groups, women, and youth; • Conduct training on combating and preventing corruption; • Provide support to partner LSGs to promote the mobile feedback mechanism via WhatsApp; • Analyze the results of performance progress legitimacy survey for Round I and Round III LSGs; • Develop the Communications Strategies and receive approval of the Head of LSG.

OUTCOME III: FURTHERING INDIGENOUS KYRGYZSTANI LSG SUPPORT CAPABILITIES • Conduct CAMI Coordination Council meeting; • Develop Best Practice Repository; • Prepare one Best Practice for Dissemination; • Award LSGs for their Best Practices at the Forum of Aimaks; • Publish CAMI best practices in Municipalitet magazine; • Train selected regional NGOs; • Build the Role and Activities of the Union of LSGs; • Link the Union of LSGs with regional NGOs: organize working meetings; • Develop and share the database of experts for LSGs; • Continue cooperation with State Personnel Service: transfer CAMI products to SPS for trainings of municipal officials;

USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019) | 36 • Finalize the methodology of development of the annual report to the President of the Kyrgyz Republic on the status of LSG using the PEA tool; • Organize Forum of Aimaks.

ANNEXES

ANNEX 1. CITIZEN CHARTER OF NOOKAT CITY

ANNEX 2. SALSGIR ORDER ON APPROVAL OF THE LSG REPORTING HANDBOOK

ANNEX 3. MEDIA MONITORING REPORT

ANNEX 4. PROGRESS ON PERFORMANCE INDICATORS

37 | USAID CAMI YEAR 3 QUARTERLY REPORT # 3 (APRIL 2019 – JUNE 2019)