CityLinks 2006 Annual Report CityLinks Global challenges, local solutions

07-325 ICMA (International City/County Management Association) is the premier local government leadership and management organization worldwide. Its mission is to create excellence in local governance by developing and advancing the professional management of local government. ICMA has been doing this since 1914 by providing technical and management assistance, training, and information resources to its members and the local government community. ICMA International was created in 1989 to further the ICMA mission worldwide. Since then it has successfully designed, implemented, and evaluated hundreds of international projects, establishing a solid reputation for its practical, hands-on approach to meeting global challenges. If you would like to learn more about ICMA International please visit http://icma. org/international or send your inquiry to [email protected].

Opening of Shar-i-Naw Park— a rehabilitation project in Kabul Foreword

t is with great pleasure we present the 2006 ICMA CityLinks Annual Report. In 2006, ICMA continued to foster democratic local governance Ithroughout the world and assist our international partners in effective service delivery at the local government level with the assistance of seasoned local government practitioners from cities and counties throughout the United States.

Through the CityLinks Program, ICMA seeks to empower local governments, NGOs, the private sector, and citizens to effect local solutions by establishing professional relationships between U.S. local governments and their coun- terparts in developing and transitional countries. Experience has shown the value of peer exchange, in the transfer and adaptation of skills and tools to meet the challenges of local government service delivery. To build the capac- ity of local governments, USAID and ICMA developed a program that partners U.S. local government practitioners, their skills and creativity with local gov- ernment leaders from Eastern Europe, Asia, Latin America, and Africa.

More than ever, local governments around the world must be able to operate in a number of different arenas, often responding in times of crisis, with few resources, to the needs of their citizens. Previously, central governments were responsible and held authority for the delivery of basic public services, environmental management, local economic development, municipal health services, and financial and administrative management. As central govern- ments embrace the process of democratization and decentralization in many parts of the world, local governments are under pressure to take on new responsibilities and provide citizens with the level of service they expect and deserve. But because local government leaders and staff lack the experience, skills, and abilities to meet the new challenges, they are struggling under the weight of these responsibilities.

This 2006 report offers a glimpse of the many technical approaches used to improve local government management and service delivery and to enhance the quality of life for people in developing areas of the world. In addition to the concrete program results, there are untold intangible results. Partners seek not just to solve a specific problem, but to build the knowledge and skills of local practitioners to apply new methodologies and approaches to other issue areas, to replicate leading practices in other communities, and to build the confidence of communities to try new approaches and to effect change.

The main strength of the CityLinks program is that it fosters true partnerships between U.S. cities and the international community. The various projects draw from successful models and approaches undertaken by the U.S. partner, and these models and approaches naturally cannot be simply replicated. The key to a successful partnership is one in which the participants work together to adapt the approach taken by the U.S. city into contextual and practical

 (Foreword continued)

practices that accommodate the unique circumstances and needs of the inter- national city.

The U.S. participants are an integral component of a successful program. U.S. local government participants believe in public service, and understand that public service does not stop at their city limits. Helping other local govern- ments internationally is consistent with their personal and professional mission.

Just a few examples highlighting the tools developed and the technical assis- tance provided that has led to often-innovative solutions that have improved the neighborhoods and cities in which we have worked. n In Albania, Catawba County is assisting the City of Tirana in developing solid waste educational and environmental programs that are designed to decrease street-side and sidewalk litter and garbage, increase waste reduction and recycling, and reduce Tirana’s reliance on landfill waste disposal. n In South Africa, the principal objective was to empower the staff in the municipalities of Buffalo City, Mangaung and Msunduzi to promote local economic development and tourism more effectively and to engage local stakeholders and institutions to plan and implement local economic development (LED) strategies. n In Afghanistan, ICMA manages a program to support the transformation of post-war Afghanistan by strengthening the capacity of the Municipality of Kabul to provide essential services to its citizens.

We thank the USAID Missions worldwide and USAID/ Washington for the opportunity to assist our international partners. Working together, USAID and ICMA have developed tailored solutions that address the needs and challenges of those we serve.

We thank all ICMA members and their staff who have participated in the ICMA CityLinks Program for their continued commitment to excellence in local government.

Susan Cosner Director, CityLinks Program ICMA International

ii CityLinks Geographic Table of Contents

Africa And the Middle East Ethiopia Adama, Ethiopia—Portland, Oregon...... 2 Local Economic Development

South Africa South African Cities Network—Virginia Beach, Virginia ...... 5 Local Economic Development

Asia Afghanistan Strengthening the Capacity of the Kabul Municipality...... 10 Infrastructure Management • Solid Waste Management

India Cuddalore and Nagapattinam, India—Port Orange, Palm Bay and Consortium of Florida Cities...... 13 Disaster Management, Preparedness and Mitigation • Park Redevelopment • Improved Citizen Access to Services • Financial Management • Model Streets/Economic Development

Europe and Eurasia Albania Tirana, Albania—Catawba County, North Carolina ...... 17 Solid Waste Collection Disposal • Waste Recycling Education • Construction and Demolition Waste Operation

Bulgaria Bulgarian and U.S. Cities Consortium for Local Economic Development...... 21 Local Economic Development Bulgarian and U.S. Cities Consortium for Waste Management...... 25 Solid Waste Management • Environmental Protection • Source Separation Bulgarian and U.S. Cities Replication of Infrastructure Management Best Practices...... 27 Infrastructure Management • Bridge Management

Russia Russian Far East—Alaska Partnership Program...... 29 Local Economic Development • Tourism • Business Retention and Expansion • Job Creation

2006 Annual Report iii Sector Table of Contents

Economic Development Adama, Ethiopia—Portland, Oregon...... 2 Local Economic Development Bulgarian and U.S. Cities Consortium for Local Economic Development...... 21 Local Economic Development Cuddalore and Nagapattinam, India—Port Orange, Palm Bay and Consortium of Florida Cities...... 13 Model Streets/Economic Development Russian Far East—Alaska Partnership Program...... 24 Local Economic Development • Tourism • Business Retention and Expansion • Job Creation South African Cities Network—Virginia Beach, Virginia ...... 5 Local Economic Development

Environmental Management Bulgarian and U.S. Cities Consortium for Waste Management...... 25 Solid Waste Management • Environmental Protection • Source Separation Cuddalore and Nagapattinam, India—Port Orange, Palm Bay and Consortium of Florida Cities...... 13 Disaster Management, Preparedness and Mitigation Strengthening the Capacity of the Kabul Municipality...... 10 Solid Waste Management Tirana, Albania—Catawba County, North Carolina ...... 17 Solid Waste Collection Disposal • Waste Recycling Education • Construction and Demolition Waste Operation

Finance and Municipal Management Bulgarian and U.S. Cities Replication of Infrastructure Management Best Practices...... 27 Infrastructure Management • Bridge Management Cuddalore and Nagapattinam, India—Port Orange, Palm Bay and Consortium of Florida Cities...... 13 Park Redevelopment Improved • Improved Citizen Access to Services • Financial Management Strengthening the Capacity of the Kabul Municipality...... 10 Infrastructure Management

iv CityLinks

Adama, Ethiopia—Portland, Oregon

Adama, Ethiopia—Portland, OR Local Economic Development September 2005–June 2007 2006 Highlights The Municipality of Adama has a population of 208,000 and boasts a growth • Portland officials worked with the Municipality of Adama staff rate of nearly 5 percent per year ..It is centrally located with major truck to review the basic tools and routes extending to the eastern and southern regions of Ethiopia and is 100 techniques of economic devel- km from Addis Ababa ..Adama is also the capital city of the Oromiya Regional opment and job creation to aid Adama in its battle against state, which is the largest populated region in the country and is located urban poverty. on the major rail and highway route that travels to the port in Djibouti, • Together the Portland and Ethiopia’s only seaport ..The municipality is located near the Rift Valley Adama teams outlined a plan that includes the following resort area—considered by many an archaeological paradise—and attracts areas of activity: industrial people from Addis Ababa and beyond for weekend getaways ..The municipal- district promotion, industrial site development, target-sector ity offers a temperate climate and natural attractions, such as hot springs; networking and problem solv- has an abundance of land and water; and is considered an economic hub ing, and incubator expansion. with the potential to become a booming manufacturing and transportation The plan will assist Adama to achieve its goal of becoming center . a booming manufacturing and transportation center. Despite these assets, the municipality is contending with increasing rates of urban poverty and unemployment, and additional rural residents mov- ing to the city ..Thus, it is committed to improving access to information for investors, as well as growing small businesses, to create job opportunities and ultimately reduce poverty in Adama’s urban and rural populations .. USAID enlisted ICMA CityLinks to provide peer-to-peer assistance to support Adama in its efforts .

Program Objectives experience in areas of economic development such as target industry The ICMA CityLinks Program is strategies, workforce development, providing technical assistance to the industrial zoning, and small business Municipality of Adama in the areas support and development. Through of local economic development and the CityLinks Program, Adama will job creation. Industrial development build a more sustainable and self-reli- and business incubator expansion are ant community capable of addressing expected to strengthen the municipal- the chronic economic development ity’s ability to respond to the chal- needs of its citizens. lenges of urban poverty.

ICMA selected the City of Portland (population 538,000) to partner with Adama because the Portland city management, elected officials, and staff bring a wealth of vital

 CityLinks 2006 Activities and Results Together the Portland and Adama teams outlined a plan, which includes Although the Municipality of Adama the following areas of activity. and the local chamber of commerce are working closely to develop the n Industrial district promotion. local workforce and support busi- Adama and Portland will work nesses, they realize they must do together to identify market more. Job creation is the primary goal opportunities and the unique of the CityLinks Program in Adama, benefits of locating industries and Portland is assisting the city in in Adama, as well as to develop various ways to achieve this: mar- marketing materials to attract keting the municipality for invest- industrial investment. Portland ment, developing and promoting the officials will work with federal industrial zones, and identifying and and regional officials to highlight strengthening target sectors or busi- locational advantages of Adama. nesses. In addition, the partners are n Industrial site development. working together to expand Adama’s Adama and Portland will existing business incubators, which continue to refine business park function at near capacity. development to facilitate investor relocation. Portland will assist In 2006, ICMA and City of Portland municipal staff with an industrial staff worked with the officials in district development program. Adama to lay the groundwork for the success of future activities. Due to political unrest in Ethiopia, the start-up process of the partnership was delayed. Nevertheless, the com- mitment of the participants led to the establishment of program goals and a road map for future activities. As part of this process, Portland offi- cials worked with the Municipality of Adama staff to review the basic tools and techniques of economic development and job creation, and provided examples from the Portland experience.

In an effort to promote economic development the City of Adama is building new roads to attract investment and business

2006 Annual Report  n Target-sector networking and n Institutionalize the position problem solving. The partners of LED (local economic will identify (1) target sectors development) specialist in the that represent specializations municipality of Adama, so the of Adama’s economic base municipality can execute more (businesses that serve markets focused LED activities with an elsewhere) and their growth emphasis on job creation. opportunities and constraints, n Prepare infrastructure network and (2) implementation actions maps of serving districts— to strengthen target sectors. including water lines, wastewater The partners also will consider access, truck routes, rail lines the feasibility of developing a and spurs, electricity and distribution center in Adama. telecommunications—to better n Incubator expansion. Adama has market Adama’s competitive numerous business incubators in advantages to investors wishing its territory; however, it has no to relocate to Adama. This plan to systematically expand or information will also be published grow specific sectors and has no in marketing brochures for standards regarding length of stay businesses which can be updated or finances. Portland will help by local officials. Adama identify the most efficient n Prepare maps of available sites; ways to expand the incubators, to provide listings of lease rates, establish standards for incubator fees and taxes; and improve participation, and to disseminate the permit process to increase the information to citizens. investor’s understanding of the business processes available to Looking Forward international companies or local By the conclusion of the partnership businesses that wish to relocate to in June 2007, it is anticipated that Adama. the City of Adama will have a greater n Undertake a feasibility study for capacity to generate jobs for its a distribution center in Adama, to citizens through many different local take full advantage of the location economic development activities. of the nearby customs facility and While the general economic environ- potential new intermodal railyard. ment of Ethiopia will continue to present significant challenges, Adama can make significant progress at the local level to shore up its economic development capacity. The key results anticipated include:

 CityLinks South African Cities Network (SACN)— Virginia Beach, Virginia

Local Economic Development South African Cities Network— Virginia Beach, VA Buffalo City, Mangaung and South Africa’s cities are the places of opportunity that will drive the bulk Msunduzi of economic growth ..Many indicators, including job creation and revenue August 2004–May 2006 generation, have demonstrated the significant growth that has occurred in 2006 Highlights South African cities and the potential for further development ..Despite the • Msunduzi reached agree- opportunities, however, these same cities often have concentrations of pov- ment on a district-wide eco- nomic development strategy, erty ..Therefore, it is critical to explore and share ideas on how to continue appointed a consultant, and to grow the urban economy while ensuring that it translates into jobs and a established a project team to undertake the city’s strategic better life for all urban residents . plan development. • In Mangaung, the N8 Corridor The structural framework whereby South African cities can provide for Steering Committee brought economic development strategies begins with the adoption of each city’s together private and public-sec- integrated development plan (IDP), in which economic development is an tor stakeholders to develop an action plan addressing devel- integral function of the city’s overall planning strategy ..The IDP is mandated opment needs of Manguang by the national Municipal Systems Act ..However, the South African partners and Botshabelo. It was recom- all agree that although local economic development (LED) is clearly estab- mended that the committee evolve into a quasi-public lished as a priority in the IDP, the local level lacks targeted action planning, N8 Corridor Redevelopment implementation of specific development project activities, and strong and Authority to facilitate economic development by acting as a pri- effective public administration . vate sector development agent for the N8 Corridor. The South African Cities Network (SACN) includes the nine largest cities in • Buffalo City developed a com- the country ..It strives to share best practices and coordinate cities’ engage- prehensive action plan outlin- ment with the central government in planning, promoting and implementing ing the creation of a nonprofit marketing corporation to both economic development ..Within the context of strong, integrated governance, increase and support capital SACN focuses on the full scope of the urban management process ..USAID inquiries and to develop and execute a robust business worked with ICMA to establish a partnership program to support the efforts retention program. of SACN .

ICMA recruited the City of Virginia Beach, Virginia (population 427,000), which belongs to the Virginia Hampton Roads Economic Development Alliance ..With a mayor supportive of local economic development, a talented staff, and a targeted strategy, Virginia Beach has successfully attracted investment (both foreign and domestic) and jobs and built up its tourism industry ..The city was eager to share its experience with SACN and its mem- ber cities as well as learn from the partners .

ICMA led a diagnostic visit to SACN as well as the partner cities of Mangaung and Buffalo City (Eastern Cape Province) in early 2005 ..This visit illustrated the top priorities and problems in South African cities with respect to local

2006 Annual Report  “Our shared learning about decisions economic development ..The team found that although planning and support made halfway around the world, staff for economic development was strong, the mechanisms and processes for implementing and operating economic development programs were and the direct consequences in our weak ..Based on these findings and priorities, the team proposed that the own communities allow us to better partnership should address three top priority areas: industrial development, position our regions in the global tourism, and program planning and implementation .. economy and to become more aware of trends and opportunities.” Program Objectives strategies, with a focus on attaining Mayor Meyera E. Obendorf, national and local government goals, ICMA and the City of Virginia Virginia Beach, VA primarily with respect to urban eco- Beach, Virginia, collaborated with nomic development. James K. Spore, City Manager, the SACN to form a partnership for Virginia Beach, VA technical assistance and knowledge Buffalo City. Buffalo City Donald Maxwell, Director Economic sharing in local economic develop- Municipality, located in Eastern Development, Virginia Beach, VA ment. This partnership capitalized Cape Province (population 780,000), on both SACN’s goal of assisting its encompasses nearly 700 square miles. member cities to formulate and oper- The residue of apartheid frames the ate self-sustaining local economic design and performance of Buffalo development activities and ICMA’s City’s government and economy. experience in facilitating municipal The result is a static economy and development worldwide. structural unemployment officially recorded at 40 percent; a thriving The principal objective of the part- informal economy; and institutional- nership was to empower the staff in ized antipoverty spending that has the municipalities of Buffalo City, increased by 7 percent each year Mangaung and Msunduzi to be more since 1996, without a concurrent effective both at promoting local eco- rise in tax revenues. Census reports nomic development and tourism and show that nearly 53 percent of local at engaging local stakeholders and residents live below the poverty institutions to plan and implement line—most likely, the true figure is LED strategies. This would ultimately much higher. involve broadening the cities’ LED vision as well as teaching them how David Seamon, the former assis- to turn vision and theory into practice tant city manager of Kansas City, and implementation. The partnership Missouri, worked in partnership with also focused on strengthening SACN’s the Local Economic Development capacity to support its membership in Director of Buffalo City, Noludwe economic development. Ncokazi. ICMA selected Mr. Seamon to work with Buffalo City based on 2006 Activities and Results his economic development experi- ICMA worked with the SACN to ence, particularly in the areas of formulate and implement the three attracting business investment and cities’ individual city development employment.

 CityLinks In early 2006, Mr. Seamon worked fies the board and targeted investors with LED officers in Buffalo City for as well as annual investment levels three weeks to identify the municipal- and related benefits, which can be ity’s business development needs and adjusted to fit local norms. plan an implementation schedule. Part of this work included a first-ever In addition to outlining a marketing retreat that brought together local plan, they set organizational, qualita- government and business executives tive and quantitative goals for bench- to discuss the municipality’s future marking. After the business retention economy and develop an action plan. plan was created, Buffalo City agreed The retreat produced agreement in to purchase advanced business-track- three broad areas: (1) to strengthen ing software, Synchronist, to assist in quality of life, (2) to attract higher executing a business retention plan. education, and (3) to recruit new industry and retain existing industry. Mangaung. The City of Mangaung Working groups were formed and identified the development of the N8 implementation time lines estab- Corridor as its primary development lished. Buffalo City asked Seamon project, to attract new investment to assist in developing a business and increase the quality of life of plan and funding requirements for residents. The N8 Corridor stretches a nonprofit investment attraction from Mangaung through Botshabelo organization. to Thaba Nchu. The Botshabelo Great Streets Coordinator photographs the industrial area is one of the priority N8 Development Corridor in Manguang. In addition, the partners identified activity nodes along the corridor. The the need for a business retention city hopes to facilitate LED activity plan and system to track the needs to make both Botshabelo and Thaba of existing industry in the city. The Nchu self-sustaining and less depen- objective was to create a program to dent on Mangaung, by strengthening regularly interview major employers and accentuating their competitive and track their responses, as a way advantages for a range of private to strengthen and grow local employ- investments along the corridor. ment and identify industry needs Actions supporting this goal include before a plant closes. upgrading infrastructure and inten- sifying economic activities along the Mr. Seamon and Buffalo City part- N8 Corridor. ners worked together to develop an action plan that outlined the creation With an estimated population of of a nonprofit marketing corpora- 180,000, Botshabelo is reportedly tion with two goals: (1) increasing the largest township in the Free capital inquiries and employment State Province. It continues to grow and (2) developing and executing a in population and land area, fueling robust business retention program. a growing need for jobs and public An assessment of the city’s LED chal- infrastructure. The Botshabelo indus- lenges and opportunities resulted in trial complex contains 150 factories an “Invest BC” plan. The plan identi- that employ more than 12,000 people

2006 Annual Report  in textiles, plastics and other types of the varying terms of mayors. The manufacturing. However, Botshabelo authority should include municipal has a large, underutilized industrial and national agencies. In addition, complex. Both Botshabelo and the the new authority should act as a pri- N8 Corridor also have significant vate sector development agent in the amounts of unused or underused acquisition, disposition, development publicly owned land. Unemployment and oversight of N8 Corridor actions is high; moreover, the housing sup- and investments. This in turn should ply, public facilities and infrastruc- lead to economic growth, investment ture are in poor condition. These act attraction, job creation and infrastruc- as deterrents to private investment, ture development. The development South African–US partners which would assist residents in of the N8 Corridor is a realistic and convening meeting prior to travel to South African cities. becoming more self-reliant. attainable goal, providing that the plan can be carried out with struc- In 2006, Derrick Woody, coordina- tured coordination across all levels tor of the Great Streets Initiative and proves inclusive of all public and in Washington, D.C., worked with private stakeholders. Mangaung director Diane Abrahams and her staff to develop a plan for Msunduzi. The City of Msunduzi the Botshabelo industrial area in the boasts a rapidly growing economy, broader context of the N8 Corridor. although poverty and unemployment Mr. Woody and the Mangaung staff remain key issues. The city real- worked with the N8 Corridor Steering izes that its economic development Committee, including public and pri- strategy must further strengthen the vate sector stakeholders, to develop a economy and generate sufficient plan ultimately focused on leveraging employment for its citizens. However, improvements and economic growth its recently awarded “capitol city” for the Botshabelo area. status can and will act as a catalyst for economic development and rede- To reach the city’s development goals velopment of the city center. along the corridor, the plan calls for innovative public and private tools In terms of economic development and methods to create jobs, public planning, the city has undertaken a infrastructure improvements, and number of initiatives to further eco- new and rehabilitated housing and nomic growth. For example, it hosted retail opportunities. Mangaung out- an economic development conference lined a set of next steps to implement in which potential growth sectors the plan drafted by the partners. were identified and key properties were put out for development pro- The partners also recommended that posals. The city also established an the steering committee evolve into a investment facilitation team to deal full-fledged quasi-public N8 Corridor with concession applications and Redevelopment Authority. To provide development proposals and to serve for nonpartisan continuity, it has a as a one-stop shop for investors. Job board of directors that can work with

 CityLinks creation is on the rise and business job creating economy; and contribute Mangaung confidence is at an all-time high. substantially to a better life for all the n Developed a plan for the people of Msunduzi. Botshabelo industrial area in In 2006, ICMA identified Mark the broader context of the N8 Warner, the project development Program Results Corridor, with the ultimate goal manager of Virginia Beach, Virginia, The results of the joint efforts of all of leveraging improvements to work with the LED staff in the partnerships were illustrated and economic growth for the Msunduzi led by Thabane Zulu, the and shared with a wide audience in Botshabelo area. city manager. Mr. Warner brought a Buffalo City at the 2006 CityLinks comprehensive knowledge of plan- n Recommended that the steering Local Economic Development ning, organizing and executing committee evolve into a full- Workshop, “Accelerated and Shared economic development programs and fledged quasi-public N8 Corridor Growth in South African Cities: From strategic plans. To create an action Redevelopment Authority with a Policy to Practice.” plan that would lead to a strategic board of directors. plan to increase investment in the Msunduzi city, the partners worked together Buffalo City n Outlined the city’s economic for three weeks, first in Msunduzi n Developed a comprehensive development status, potential and and then via e-mail, to outline action plan outlining the needs. Created an action plan that Msunduzi’s economic development creation of a nonprofit marketing would lead to a strategic plan to status, potential and needs. corporation, both to increase increase investment in the city. and support capital inquiries Short-term and long-term goals n Laid out short-term and long- and employment and to develop included: (1) revising the staffing term goals. These included and execute a robust business structure to manage development revising the staffing structure to retention program. initiatives; (2) developing a business manage development initiatives; n Assessed the city’s LED challenges retention and expansion program developing a business retention and opportunities. and tourism products; (3) increasing and expansion program and funding for the tourism sector; creat- tourism products; increasing n Created a business retention plan ing industrial sites and city improve- funding for the tourism sector; based on the beliefs that retention ment districts; (4) implementing an creating industrial sites and is preventive medicine and that informal and street trading plan; and city improvement districts; ownership should be in the public (5) compiling an economic database. implementing an informal and sector. street trading plan; and compiling After reaching agreement on a dis- an economic database. trict-wide economic development strategy, the group appointed a con- n Reached agreement on a district- sultant and established a project team wide economic development that would develop the city’s strategic strategy. Appointed a consultant plan. As part of the city’s integrated and established a project team to development plan, the strategic undertake the development of the plan will address the national goal city’s strategic plan. of reducing unemployment by half by 2014; contribute positively to the financial viability of the municipal- ity; yield a globally competitive and

2006 Annual Report  Strengthening the Capacity of the Kabul Municipality

Strengthening the Capacity of Infrastructure Management the Kabul Municipality September 2004–May 2009 Solid Waste Management 2006 Highlights • Regular trash collection was extended to more than 3,000 Afghanistan has been engulfed in conflict throughout its long history ..Only households. Citizens have recently has it gained the opportunity to establish a society at peace with responded positively and now itself and its neighbors ..Reconstruction of a country the size and scope segregate recyclables and increasingly demonstrate a of Afghanistan will be much more effective if it can be regenerated at the willingness to pay for service. provincial and local level ..For ordinary citizens the chronic lack of effective • 850 meters of cobblestone delivery of basic services is a constant burden and reminder of the failure streets were laid, thus improv- ing traffic congestion and the of government to perform its responsibilities ..To encourage this develop- ability to provide services more ment, ICMA was awarded a two-year effort from USAID under the CityLinks effectively. Program to support the sustainable transformation of postwar Afghanistan • Greening efforts transformed a by strengthening the capacity of the Municipality of Kabul to provide essen- city lot from a dumping ground to a green area where girls tial services to its citizens .. going to school and others can walk safely. The Afghanistan program does not include the traditional international exchange component of CityLinks, but takes advantage of the flexibility of the contract to provide an in-country team led by Afzal Qayoumi, an engi- neer and Afghani native with local government experience and a team of local hires to carry out the program .

Due to the success of ICMA’s Global Program to Strengthen the Kabul Municipality, additional funding was awarded to improve sustainability by training additional municipal staff and strengthening its cadre of engineer- ing technicians ..This is especially significant because in Afghanistan techni- cians, especially at the local government level, are often undertrained for the tasks that they are required to complete ..Hence the capacity of the local government to provide effective services is hampered .

Program Objectives municipality’s efforts to maintain its infrastructure (streets, sidewalks, To ensure visible impact and thereby drainage facilities, and parks) and increase citizens’ confidence in provide environmental services government, the program is designed (trash collection and sewer main- to provide technical assistance and tenance) and in so doing will help training to a pilot district within the to rebuild the citizen’s trust in their Municipality of Kabul. ICMA works government. hands-on with the municipality and its citizens to formulate self-sustain- ing activities that will enhance the

10 CityLinks 2006 Activities and Results The ditch-cleaning involves two steps: (1) removing trash, debris and Trash Collection sediment from ditches, while try- The influx of returning immigrants ing to keep the sidewalks clean and into Kabul has overwhelmed the without disrupting the flow of traffic, already burdened municipal opera- and (2) transporting waste to the tions. Due to the population increase, municipal dump site in Chamtala. In trash went uncollected for weeks, 2006, the ditch-cleaning activity was posing many sanitary and health extended to 14.2 km in length, which concerns for the citizens of Kabul. translates to 33 percent of all ditches Trash collection was sporadic because in District 4. (There are approxi- the municipality did not have the mately 45 km of concrete ditches resources or manpower. throughout District 4.)

The municipality approached ICMA During 2006, 337 kilometers of to request assistance with trash col- ditches were cleaned and 3,470 cubic lection. Considering the health and meters of debris were transferred to sanitary risks involved with uncol- the Chamtala dump site. Additionally, lected trash and the obvious need ICMA trained 75 workers in ditch for trash collection, ICMA decided cleaning and safety. to assist District 4 by renting three Street Rehabilitation dump trucks (each holding 4.8 to 5.8 cubic meters) and hiring 15 laborers. During the soviet era, most streets Door-to-Door Trash Pick Up project were paved with asphalt. However, in Kabul In 2006, the trash collection activ- war and years of neglect have com- ity was extended to include 3,000 pletely destroyed the streets. The households in District 4. Trash is Kabul Municipality asked ICMA/ now picked up Saturday through Afghanistan to identify four streets Wednesday; from 8 a.m. to 9 a.m. to rehabilitate using four different ICMA has witnessed the willingness methods. The models were evaluated of many citizens to contribute finan- based on cost, sustainability, mainte- cially to the trash collection efforts nance and workability, leading to the and to segregate the trash into recy- decision that cobblestone roads are clable and biodegradable materials. It ideal for Kabul residential streets with is hoped that this model will transfer low traffic volume. to other districts within Kabul. In 2006, about 850 meters of residen- Drainage tial streets were rehabilitated as cob- Aside from creating health risks, uncol- blestone roads. Cobblestone roads are lected garbage had clogged drains so also viable as an economic develop- that water could not flow through ment factor: they employ substantial them. This was a problem when there numbers of workers and teach them a was rain or heavy snow. Effective trash transferable and lucrative skill. collection involves cleaning and drain- ing the municipality’s ditches.

2006 Annual Report 11 As part of its mission to rehabilitate Green Area for Neighborhood Looking Forward roads, ICMA/Afghanistan organized a A piece of property was allocated as n team of 10 workers to repair pot- Each year hundreds of Afghan both a green area and playground holes and cracks in District 4. The children die in traffic accidents. for children. This land had served as ICMA team worked to improve traffic These tragedies result because a walkway connecting the commu- congestion in two main corridors of children do not understand the nity to a girls’ school and a mosque. District 4: Taimani Street and Kolola dangers of traffic. To address and However, the Kabul Municipality Poshta Street. In 2006, 1.76 km of combat this problem, ICMA will did not have sufficient funds for streets were rehabilitated, 2.6 km build a safety park in the western construction and the area became a of potholes were repaired, and 300 part of the Shar-i-Naw Park. To dump site for trash and raw sewage. meters of streets were paved. help children learn about traffic This situation created a public health safety, educational signs will be Parks and Recreation hazard for area residents who crossed installed in the park to direct the area. traffic. Located in the heart of Kabul, the n Shar-i-Naw Park is one of the few In conjunction with the Kabul Due to the lack of traffic signs recreational areas. Years of war had Municipality, ICMA, in 2006, built a in and around the city, traffic devastated this once green and flour- green area in this neighborhood and congestion and accidents are ishing destination for families and drained the raw sewage away from major problems in Kabul. Under young children. ICMA/Afghanistan, homes. the municipality’s guidance, ICMA in conjunction with the Kabul will install 107 traffic signs on mayor’s office, decided to restore this Khost Province—Expansion Kolola Poshta Street. familial destination. Activities n In the neighborhood green ICMA has expanded its success- area, there are plans to install The park rehabilitation process ful Kabul activities into the Khost playground equipment and included trash collection. The first province. The Khost province of construct volleyball and step was to collect all of the trash Afghanistan is located in the east- basketball courts and a football so that a complete survey of the ern part of Afghanistan and borders field. park could be achieved. ICMA/ Pakistan; thus, Khost serves as a Afghanistan, in 2006, arranged for n Management and administration crossroad between the countries. the regular trash pickup from the of the trash collection program park and assisted with the park will be transferred to the Kabul As a result, many returning refuges design by sketching several plans and Municipality. have settled in Khost. This led to presenting them to the Kabul mayor’s conditions in Khost that were similar n The model pedestrian walkway office for approval. to Kabul; it was a small city deal- project will be completed. ing with a major influx of people. After a design was selected, work The ICMA team, in 2006, traveled to began on the park rehabilitation: Khost to engage the governor and to repairing and installing light fixtures, set up an office. The governor was constructing a new path and gates, highly supportive, providing ICMA and installing greenery. On November with office space in the municipal 7, 2006, the mayor of Kabul and building. Later that year, ICMA hired USAID inaugurated the park. Since an engineer to supervise solid waste its completion, many residents have collection. voiced their gratitude and apprecia- tion to the Kabul Municipality.

12 CityLinks Cuddalore and Nagapattinam, India—Port Orange, Palm Bay and Consortium of Florida Cities

Disaster Management, Preparedness and Cuddalore and Nagapattinam, India—Port Orange, Palm Bay Mitigation and Consortium of Florida Cities April 2005–April 2007 Park Redevelopment 2006 Highlights • The municipalities improved Improved Citizen Access to Services their water testing techniques through training and techni- Financial Management cal assistance provided by ICMA. Water quality data Model Streets/Economic Development was collected, and a second model program of routine water testing (subject to World Two years after the tsunami that occurred on December 24, 2004, coun- Health Organization standards) tries throughout Asia continue to rebuild their communities ..Almost all the was demonstrated in both communities. countries around the Bay of Bengal were affected by the tsunami ..Nearly 80 • More than $500,000 in addi- percent of deaths along India’s southern coast were centered in the State tional revenue was collected of Tamil Nadu, which also suffered approximately two-thirds of the prop- due to improved management procedures and process. Both erty damage ..Within Tamil Nadu, the cities of Cuddalore and Nagapattinam Cuddalore and Nagapattinam incurred much of the worst damage and loss of life .. improved financial manage- ment procedures, updated financial records for the past three years, and issued out- tance funding for disaster prepared- Program Objectives standing tax notices to citizens ness, park development, water in response to a management In April 2005, USAID/India enlisted delivery, flood mitigation, model study conducted as part of the the help of ICMA to establish a street development and financial program. partnership between Cuddalore management. The partnership and and Nagapattinam in India and the program have already led to lasting Florida cities of Palm Bay, Oldsmar relationships and tangible results and Port Orange. Like Tamil Nadu, that will improve the quality of life the State of Florida and its local gov- for the citizens of Cuddalore and ernments must continuously prepare Nagapattinam. for natural disasters such as hurri- canes. Local and regional government 2006 Activities and Results officials from Palm Bay, Oldsmar and Port Orange not only have firsthand Disaster Preparedness, experience in disaster response but Management, Mitigation and Emergency Response also provide good service delivery to their citizens. Mapping To capitalize on Florida’s knowledge Mapping is a crucial element in disas- and experience, the CityLinks team is ter preparedness and urban planning. providing hands-on technical assis- Before implementation of the project, tance, capacity building and focused both cities were using maps that had exchanges. These are complemented not been updated in more than 30 by small and targeted project assis- years.

2006 Annual Report 13 “This is a great way to engage civic In 2006, the CityLinks team com- running meters of drainage cleaned in pleted computer-aided design Cuddalore. In Nagapattinam, inter- participation within a community. (CAD) base maps for Cuddalore and connections for all six of the city’s Citizens and children are involved in Nagapattinam. The maps’ detailed retention ponds were cleaned, which the design, organization and building data layers include all relevant has allowed for water to flow more geographic features, low-lying areas freely and cleanly. stages from the beginning to the vulnerable to flooding, public infra- end of each project. We begin with structure systems and facilities, land Playground and Park Development children’s imaginations and end with uses, and relevant building struc- The tsunami destroyed parks in tures. The new maps have provided Cuddalore and Nagapattinam. To the building of a unique playground the two cities with better informa- ensure environmental sustainability that is composed of their dreams.” tion to respond to disasters, develop and to revitalize community spaces, quick evacuation routes, inventory the CityLinks team redeveloped Marc Leathers, President, municipal resources, improve urban Leathers & Associates coastal areas and parks. planning, and increase tax col- lection through updated building Playgrounds information. In November 2006, more than 300 schoolchildren, ages 8 to 12, drew Flooding Mitigation pictures of their ideal park. That The CityLinks team is developing and formed the basis for the final designs implementing a stormwater drainage that were approved by both commu- ditch maintenance plan to mitigate nities during stakeholder meetings. flooding. In September 2006, during the monsoon season, the CityLinks Parks team cleaned drainage sites in low Based on designs that were developed lying areas in both cities, with 750 in community stakeholder meet- ings, parks will be built in the Silver Beach (Cuddalore) and Silaldi Darga (Nagapattinam) neighborhoods, where tsunami devastation was high.

Improved Access to Services Cuddalore and Nagapattinam provide water services to their communities but must improve the existing water supply: they are currently unable to provide adequate, potable water to all citizens. The CityLinks team is work- ing with both cities to increase daily water service to customers by making improvements in the water supply system.

14 CityLinks Many residents in Cuddalore and cities. In response to the study, the Nagapattinam use municipal water CityLinks team helped with changes services for which they do not pay. in municipal financial management The CityLinks team, in coordina- procedures, updated financial records tion with a U.S.-based firm, The for the past three years, and issued National Research Center, developed outstanding tax notices to citizens. and implemented a survey instru- These measures led to the collection ment in 2006. The survey captured of more than $500,000 in increased residents’ perspectives on critical revenues for each city. water policy questions, investigating why some residents are willing to In 2006, a property tax survey was pay for services and others are not. also conducted in Cuddalore. The Citizens were asked to explain their survey successfully identified those willingness or unwillingness to pay buildings, ward by ward, that were taxes and to identify problem areas either new or not listed in the gov- that discourage their making regu- ernment records, that had uses that lar payments. The analysis of this were improperly identified, and that information led to a final report to were incorrectly assessed. As a result the municipalities containing recom- of the survey, up to 20,000 proper- mendations for increasing customer ties can be reassessed by Cuddalore, payments as well as customer con- which will lead to an increase in nections to the municipal water line. property taxes collected by the city.

In addition, the project involved Citizen Information Centers a study of each system’s well Lumber preparation for building playground The CityLinks team conducted an equipment (above); Satisfied customer operations and related distribution enjoys new playground equipment. network, to produce an asset man- assessment of citizen resources for agement and system-wide continu- public information regarding urban ous maintenance program that will governance in 2006. In addition, the improve overall water delivery. Water team inventoried the number of infor- quality data was collected, and a sec- mation center locations as well as the ond model program of routine water ways public information is provided testing (subject to World Health to the general citizenry, and it is Organization standards) was demon- helping Cuddalore and Nagapattinam strated in both communities. improve overall access to municipal information. Financial Management Model Street Development The CityLinks team is working with Cuddalore and Nagapattinam to The CityLinks team is working closely improve their financial status by with local businesses to design and increasing the collection of property build a model street section in each tax revenue and water fees. A man- city, highlighting the importance of agement study that was conducted in the integration of urban planning, 2006 identified program and process economic development and citi- improvement strategies for both zen needs. In 2006, the plans were

2006 Annual Report 15 developed in consultation with local Looking Forward stakeholders: business owners, the n local government and citizens. These Improved capacity of Cuddalore model street sections will provide and Nagapattinam to mitigate the an improved public space while also impact of future floods resulting increasing traffic flow, access to right from heavy rains, storm surges of way and economic development and tsunamis. opportunities. n Improved access to greenery and public space through the Unanticipated Results development of park areas in the Silver Beach and Silaldi Darga n Identification of over $800,000 Palm Bay Delegation reviews project plans neighborhoods. with Indian partners. in back taxes for Cuddalore and Nagapattinam, of which more n Playgrounds will be built by than $500,000 has been collected. hand in both Cuddalore and The money will be used to pay off Nagapattinam in early 2007. outstanding government loans as Women, children, students and well as improve service delivery community volunteers will donate to citizens. the majority of labor and time for the project. n Identification of approximately 20,000 properties in Cuddalore n Improvement of the existing water that are due for tax reassessment. supply system in relation to the This will create a significant quality and quantity of water income generation opportunity for provided to each user by the the city. municipality. n By cleaning stormwater drains, n Establishment of a model street in the CityLinks, Cuddalore and both Cuddalore and Nagapattinam Nagapattinam team mitigated the that incorporates significant effects of seasonal flooding and elements of a new and improved monsoons, limiting the overflow street design and right-of-way of water. The cleaning allowed the management, including street communities greater access to the striping, signage, parking, walking drains, which had been clogged areas and sidewalks, lighting, with trash, debris and snakes. trash collection and drainage.

16 CityLinks Tirana, Albania—Catawba County, North Carolina

Solid Waste Collection Tirana, Albania—Catawba County, NC Disposal and Recycling Education September 2005–September 2007 Construction and Demolition Waste Operation 2006 Program Highlights • In Tirana, citizen involvement in the efforts to improve the The partnership between Tirana and Catawba County began in November city’s cleanliness went from 2001—a critical period for reforms inaugurated by the new Mayor Edi Rama .. near zero to active participa- tion by means of a volunteer The preceding 10 years of transition had left the local government system task force that included city mired by corruption and mismanagement ..Neglected public infrastructure staff, government officials from was further crumbling under a wave of urban expansion due to migration the health department, con- tractors, and students. Using a from the north ..USAID and ICMA established a partnership to help address program-developed survey, the these formidable management challenges . task force worked to determine the rate of household waste, With its well-managed department of public works, Catawba County was an recyclable plastics, paper and aluminum, as well as to assess excellent choice of partner as Tirana grappled with issues of infrastructure citizens’ attitudes toward sepa- management and municipal codes enforcement ..Tirana, the capital city, ration of household waste at the source. lacked a system of planning, and as a result, city officials did not link annual • Tirana’s waste collection projections with actual expenditures ..U .S ..experts helped Tirana balance system was analyzed and municipal budgeting and revenue generation with capital infrastructure revamped based on street development ..In addition, the partner cities worked to improve citizen par- lengths to facilitate more effec- tive and efficient collection. ticipation and ensure a transparent decision-making process .. City “hot teams” and cleaning contractors were dispatched The Tirana–Catawba partnership achieved impressive results during phase in their respective zones for one (2001–2004), which included the following: improved environmental street and bin inspection three times a day to ensure success. conditions and maintenance of Tirana’s landfill and extended its life through better operations; improved management of Tirana’s infrastructure assets; created a model practice for more cost-effective contracting with the private sector for waste collection services, and developed a model pilot waste con- tainer program ..

A few key challenges remained, however, particularly in the area of solid waste collection and disposal ..First and foremost, even though the level of litter in Tirana’s center was curbed significantly by the metal enclosures pilot project, there were still waste spillovers due to an ineffective cycle of trash collection ..Tirana needed to take additional measures to reduce unsightly waste spillages in its downtown ..

2006 Annual Report 17 Secondly, Tirana is growing at an astounding pace, with new buildings being constructed frequently and quickly ..Tirana has not implemented environ- mentally sound practices of industrial waste compacting, reuse or disposal .. With the current rate of urban expansion, this is likely to become a bigger problem ..

Program Objectives The waste disposal program will involve coordination with construc- The current phase of this partnership tion businesses, major property (2005–2007) is addressing the above owners, suppliers, and potential challenges through two main com- manufacturers and buyers of recycled ponents: (1) a solid waste collection, material goods, to raise awareness disposal and recycling education and educate stakeholders about the program and (2) a construction and benefits of reusing industrial waste demolition (C&D) waste operation. such as concrete and scrap metal. A focal point of the first component involves cleaning the streets of Tirana 2006 Activities and Results and reducing the amount of waste col- Component One: Solid Waste lection container spillovers. Activities Collection, Disposal and Recycling will be launched in a two-pronged Education Program direction: streamlining Tirana’s waste collection operations and raising citi- Solid Waste Collection zens’ awareness of disposal schedules. In 2006, Tirana and Catawba County Catawba County will assist Tirana in assessed Tirana’s solid waste collec- developing solid waste educational tion management and infrastructure and environmental programs designed including regulations, contracts, to decrease street-side and sidewalk waste collection contractors and tar- litter and garbage, increase waste iffs. The municipal waste collection reduction and recycling, and reduce and recycling management com- Tirana’s reliance on waste disposal. ponent outcomes achieved in 2006 include the following. Under the second component, Catawba County will assist Tirana n Tirana’s new waste collection with the creation of a C&D waste dis- system areas have been posal, reuse and recycling program— designated based on area and both as a means to promote a cleaner street distances. (The city will environment in Tirana and as a be divided into four waste remedy to the already overburdened collection zones, areas or sectors.) Sharra landfill. Catawba County The associated contracts are will assist Tirana in identifying C&D being assessed by the teams waste generators and in developing a in concurrence with the waste methodology for collecting, disposing stream, collection points, and and marketing the materials. number and size of containers.

18 CityLinks n Tirana, with assistance from selected a pilot zone. Known as Catawba County, has determined “Television Block,” the zone has the city’s waste management a broad base of waste generators. and waste collection points It includes residential buildings of citywide and recorded its waste various size and villas, various busi- collection points in a geographical nesses types, educational institutions information system (GIS). and several embassies. The waste generation rates of collection points are being To lead the efforts within Television observed and assessed. Block, a volunteer task force was cre- ated in 2006 that included city staff, n City “hot teams” and cleaning government officials from the health contractors are being dispatched department, a ministry representa- for street and bin inspection three tive, staff from the Environmental times a day in their respective Sharra Landfill before 2005 Center for Development Education zones. and after in 2007 and Networking (EDEN), contractors, Sharra Landfill students, a paper mill representative, Before and a paper recycler representative. Meetings were held in 2006 with the Tirana gave the task force volunteers Sharra Landfill engineers to final- an overview of the solid waste chal- ize plans for the materials recovery lenges throughout the city and intro- facility (MRF) at the landfill, which duced the city’s recycling initiative. is a vital part of a future transfer In addition, the task force volunteers station. The proposed Tirana MRF shared their concerns, needs and will remove recyclables from waste ideas regarding Tirana’s overall solid stream prior to waste transportation waste management program. to a remote disposal site.

Street Cleanliness and Recycling After Education Program Tirana and Catawba County devel- oped a street cleanliness program and scale in 2006, which included street- cleaning zone development issues and reviewed the collection com- panies’ 2007 contracts. The Tirana Street Cleanliness Program was patterned after the New York City’s Scorecard Program, which was man- aged by the New York City mayor’s office, to monitor street cleanliness and citizens’ consciousness.

To spearhead the street cleanli- ness program and initiate the city’s recycling initiative, the Tirana staff

2006 Annual Report 19 One of the task force’s first tasks was Looking Forward an outreach campaign within the n pilot zone. The door-to-door cam- A cleanup day is planned for the paign used a questionnaire developed Television Block pilot area in by Tirana and Catawba County. The spring 2007. This event will bring task force sought to determine the together different community rate of Tirana household waste, recy- groups. clable plastics, paper and aluminum, n Catawba County will assist Tirana as well as to assess citizens’ attitudes in emulating the Television Block toward separation of household waste process in a second identified at the source. This effort was signifi- zone of similar size, to be Tirana & Catawba County partners hold cant because the city had gone from determined. The overall goal is for project planning meeting. zero participation to formation of a the city to emulate the pilot zone task force. management structure through the entire city. Component Two: Construction and Demolition Waste Operation n Both the materials recovery facility (MRF) at the Sharra Assessments were made regarding Landfill and the transfer station construction and demolition (C&D) design and plan are scheduled to waste generation in Tirana, C&D be completed by spring 2007. waste disposal at Sharra Landfill, and illegal dump sites in and around the n The City of Tirana Construction city. In 2006, Tirana and Catawba and Demolition Program, which County collected the European includes both a legal and financial Union’s C&D waste statistical data for framework, will be finalized. comparison with Tirana’s. Privately operated C&D waste- processing centers will be C&D waste stream analysis and appli- approved and permitted by the cable documents have been drafted City of Tirana. on the proposed City of Tirana C&D waste management program. This program involves management and participation by numerous existing departments within the city man- agement structure. Because both legal and financial issues need to be resolved in the proposed C&D waste management program, Tirana and Catawba County have worked concurrently with Tirana’s financial and legal department, Ministry of Environment (the regulatory entity for C&D) and the building community to develop a sustainable program that incorporates a zero-waste model.

20 CityLinks Bulgarian and U.S. Cities Consortium for Local Economic Development

Local Economic Development Bulgarian and U.S. Cities Consortium for Local Economic Development In the 1990s, USAID recognized the challenges facing the Bulgarian local Bulgarian Cities: Aksakovo; governments and charged ICMA with finding sustainable local solutions to Blagoevgrad; Bourgas; Byala; Dobrich; Gabrovo; Goce Delchev; the nation’s unsteady march toward democracy and decentralization ..ICMA Gorna Malina; Gorna Oryahovitza; drew on its membership of more than 8,500 local government management Haskovo; Karlovo; Kazanlak; Kneja; Kozlody; Kurdjali; Lovech; professionals and a track record of more than five years of work in Bulgaria Mezdra; Montana; Panagyurishte; to design this program ..ICMA, in partnership with the Bulgarian Foundation Pazardjik; Pleven; Pravec; for Local Government Reform (FLGR), initiated a pilot technical twinning Rakovski; Razgrad; Razlog; Rousse; Sevlievo; Silistra; Sliven; program between three U .S ..cities and three Bulgarian municipalities in 1997 .. Smolyan; Stara Zagora; Strajica; That program has grown to include 39 Bulgarian municipalities and has been Svilengrad; Teteven; Tryavna; supported by more than 15 U .S ..cities . Turgovishte; Vidin; Vratza; Yambol U.S. Cities: Auburn, Alabama; Over the course of the various program phases, it became clear that local San Bernardino County Economic Development Agency, California; economic development (LED) and marketing were priorities for all of the Golden, Colorado; Kettering communities involved ..To build on previous results and to institutionalize the & West Carrollton, Ohio; Charlottesville & Winchester, technical assistance and training in LED after USAID graduation, ICMA and Virginia; West Bend, Wisconsin FLGR established the Bulgarian Local Economic Development Partnership .. International Economic BLEDP, as it is known, is a broad network of leading Bulgarian municipalities Development Council and economic development specialists that are capable of providing profes- August 2004–September 2007 2006 Program Highlights sional services to businesses and leading proactive economic development • All local economic develop- programs .. ment-certified municipalities now follow a code of ethics During this final phase of the program, ICMA is working with the FLGR to when partnering with private- strengthen the professional capacity of BLEDP and to make it the leading sector firms. LED entity in Bulgaria ..FLGR will pilot the BLEDP and continue to acceler- • Dedicated marketing, training and certification efforts have ate economic growth and job creation in Bulgaria through collaborative and led to increased investment in coordinated business attraction, creation, retention and expansion efforts . the amount of 120 million euros and the creation of over 2,500 jobs. To increase awareness of the impor- • The position of a local eco- Program Objectives nomic development specialist tance of LED and bring a large The program objectives are (1) to has been created in 39 munici- number of municipalities into the palities, and departments assist members of the BLEDP net- consortium, the program will expand dedicated to local economic work to become more effective in to include 25 new municipalities over development have been estab- bringing economic development three years, to extend certification to lished. These steps have institu- to their municipalities and (2) to tionalized the local economic all participating municipalities, and development profession and develop the partnership into a strong to prepare the advanced municipali- the important role of the local platform for attracting private invest- ties for certification with excellence. government facilitating these ment to Bulgarian municipalities, As Bulgaria prepares to graduate activities. thus creating new job opportunities. from USAID assistance, a final goal

2006 Annual Report 21 of the program is to institutionalize investment strategies, creation of technical assistance and LED efforts, workforce development plans, and to allow for sustainability after the park development. program concludes. 2006 Activities and Results To meet these objectives and to To further promote economic devel- implement a large-scale program, an opment, consortium members in 2006 economic development team of U.S. engaged in investment attraction and Bulgarian practitioners worked activities. These included marketing with their colleagues in 14 men- municipal resources through the cen- tor municipalities, 15 second-round tral website, www.invest.bg; partici- municipalities, and 10 new Bulgarian pating in trade shows and missions; municipalities. Components of the targeting business retention/expan- program include (1) LED training sion; and adapting U.S. economic courses (delivered by Bulgarian prac- development models. titioners) and the development of an LED training manual; (2) internships As a way of expanding the mentor- in U.S. cities for LED specialists; (3) ship model of the program, each the preparation of Bulgarian munici- of the 10 new municipalities in the palities for “Ready for Business” consortium was paired with the best certification at basic and advanced performing LED specialists, both to levels; and (4) the implementation of share best practices and to assist with technical projects, including busi- meeting certification criteria. The ness park development, marketing, mentors were instrumental in helping tourism planning, development of the new municipalities prepare self- Bulgarian Mayors visit Gary Job Corps assessments, marketing profiles and during study tour to San Antonio. presentations. During 2006, all of the new partnership members institution- alized the position of local economic development expert, and some cre- ated specialized LED teams within their organizational structure.

The LED training modules designed by ICMA were further developed to include Bulgarian LED practices and experiences gathered throughout the implementation of the program. In 2006, Bulgarian trainers and FLGR staff, with the help of the economic development team from Auburn, Alabama, finalized the modules and created lesson plans for each mod- ule. FLGR and Bulgarian trainers

22 CityLinks delivered the basic training course Program Results for the first time to the program’s n The position of a local economic new economic developers, thus development specialist has been preparing FLGR to be the leading created in 39 municipalities. Bulgarian training organization in the A dedicated local economic field of LED beyond the duration of development (LED) department the CityLinks Program. Throughout has been established in most 2006, FLGR and the experienced local municipalities, leading to an economic development specialists active approach to LED and a delivered multiple topical training realization and understanding of workshops, and the Auburn team the value and need for LED. provided advanced training to previ- ously certified municipalities. n All municipalities which received certification as “Ready for To promote best practices in LED and Business” have applied a code of to encourage sustainability of the ethics for work with businesses. program efforts, FLGR held its first n Sixteen economic development annual conference in November 2006, advisory boards have been “Businesses and Municipalities— established. Partners for Economic Development,” in Sofia. The conference attracted n All participating municipalities more than 200 participants, all of have drafted LED action plans and whom were key players in accelerat- have completed self-assessments ing economic growth. Included were of available infrastructure and representatives from the central and resources in their communities. local government, managers of lead- n Thirty-five municipalities have ing companies, and heads of business developed marketing materials to organizations. sell Bulgaria, its regions, and each specific city to potential investors Conference sessions covered mobi- at home and abroad, through lizing business involvement in trade fairs, networking and a municipal investment and business central website. environment improvement policies; n Seven trade fairs have generated municipalities as a supplier of needs- more than 100 contacts, and 25 of based administrative services to busi- those have requested additional nesses; intermunicipal cooperation; information on available sites and European Union guidelines for suc- resources. cessful public-private partnerships; development of infrastructure sup- n Twenty-seven municipalities have porting investments; and the work- met the certification criteria at the force as a success factor. Funding basic level. Five more (Pleven, was provided through eight private Dobrich, Haskovo, Gabrovo and companies, and media focused on Silistra) have attained a level of economics. excellence.

2006 Annual Report 23 n More than 100 LED specialists Unanticipated Partnership have completed the basic training Results course, and 42 of those have been n individually certified. In November 2006, West Bend, Wisconsin, sent its sixth 40-foot- n Dedicated marketing, training and long container of humanitarian certification efforts over the life aid to partners in Pazardjik, of the program have improved Bulgaria. Twenty volunteers investment in Bulgaria. Seven worked to load 12 tons of aid new investors have established including clothing, school themselves in participating supplies and computers. West municipalities. There have been Bend also announced that another five enlargements of existing shipment will be ready once an companies, and over 2,500 jobs additional $2,000 is raised to have been created. This amounts assist with the cost of shipping. to more than 120 million euros of new investment, and about 20 Looking Forward million euros in expansion. n Ten municipalities will undergo n Twelve LED specialists have certification visits in 2007. completed internships in U.S. cities and have incorporated their n At least 6 more Bulgarian learning into their individual and economic development specialists city work plans. Six FLGR staff will travel to the US for members have participated in internships with ICMA member U.S. internships to expand their cities. LED knowledge so they can better n FLGR, working with the Bulgarian serve the BLEDP members. mentor cities, will continue to deliver program trainings and award certifications. n After Bulgaria’s USAID graduation, ICMA will leave behind lasting relationships between U.S. and Bulgarian municipalities.

24 CityLinks Bulgarian and U.S. Cities Consortium for Waste Management

Solid Waste Management Bulgarian and U.S. Cities Consortium for Waste Environmental Protection Management Bulgarian Cities: Bolyarovo; Chirpan; Kneja; Maritza; Source Separation Panagyurishte; Pravets; Radnevo; Rakovski; Sliven; Stradja; In Bulgaria, the practice of composting organic waste was unknown prior Topolovgrad; Tundja; Yambol U.S. City: Village of Johnstown, to the establishment of this program ..ICMA worked with FLGR and the Ohio Association of Municipal Ecologists in Bulgaria to assist Bulgarian munici- August 2004–September 2007 palities in this important pilot project . 2006 Program Highlights • The success of the program The successful replication of the composting program in five new munici- in the first five municipalities palities in 2006 proved its importance to Bulgaria’s local governments ..The led to 26 more participating in scope of its implementation was enlarged from 8 to 13 Bulgarian municipali- training on how to establish and manage a municipal compost- ties under the Bulgaria Resource Cities Program (BRCP)/ Bulgaria CityLinks ing program. Program .. • With the support of munici- pal ecologists, participat- The challenge to respond to strict European Union (EU) requirements in ing municipalities built eight new pilot composting sites. solid waste management increased the Bulgarian municipalities’ interest Each composting site was in composting programs ..Before this program was introduced, Bulgarian equipped with containers for municipalities made no effort to separate waste or compost organic waste .. solid waste. Municipal officials and ecologists organized the Source separation and composting is now recognized as one of the leading regular turning of the piles with solutions for improvement of solid waste management in rural areas . machinery. • As a result of the source separation and composting Program Objectives The municipalities plan to broaden educational campaign, five municipalities deposited 215 the educational campaign and start The purpose of this program is to tons of bio-waste (mainly public-private partnerships to mobi- vegetation and manure) on the make solid waste management efforts lize local resources. The compost newly established composting more efficient through the compost- produced by the newly created sites sites. ing of organic waste. For participating will be used as fertilizer for veg- municipalities, the use of composting etable crops, tobacco plants and trees sites led to a decrease in the amount planted to replace lost forests. of waste on the landfills and lowered the costs of transportation and treat- 2006 Activities and Results ment of solid waste. Based on the success of the pilot program, all five Beginning in Bolyarovo and Tundja, municipalities now plan to expand the partnership with Johnstown, the composting program by open- Ohio, focused on environmental ing new composting sites. Lessons protection by improving solid waste learned throughout the replication management practices. In 2006, after of the project will be used to further participating in training, five new enlarge the composting program. municipalities began to implement

2006 Annual Report 25 “The introduction of composing in the source separation and composting n With the support of municipal program. Each municipality received some areas within the municipality has ecologists, they built eight new technical assistance from FLGR pilot composting sites. Each allowed us not only the accumulate and the Association of Municipal composting site was equipped experience in trying to solve some of Ecologists in Bulgaria (ASECOB). with containers for solid waste. Municipal officials and ecologists the pressing environmental issues—the After seeing the success of the previ- organized the regular turning of excessive accumulation of waste that ous program, participants from 46 the piles with machinery. new municipalities expressed interest is not re-used but also to transfer our n The five municipalities utilized in replication. expertise to other municipalities.” over $7,000 of USAID funding for FLGR/ICMA offered tailored training support of replication activities, Mitko Androv, including publishing educational Mayor of Stralelzha to all interested municipalities, and 26 of them took advantage of the brochures, grading the sites, training delivered jointly by the U.S. purchasing containers to be expert Sarah Phillips and ecologists placed on the composting sites, from ASECOB. The new municipali- and purchasing plants and bushes ties received information on com- to border each composting site. posting in rural areas and shared n As result of the educational experiences with colleagues from suc- campaign, the five municipalities cessful municipalities. Up to 10 new deposited 215 tons of bio-waste municipalities will receive continued (mainly vegetation and manure) technical assistance by ASECOB on the established composting experts in 2007. FLGR and ASECOB sites. ensured support for further project implementation on behalf of the Looking Forward Bulgarian Ministry of Environment n and Water. FLGR will continue to dis- Up to 10 new municipalities seminate best practices and success will receive continued technical stories from the program. assistance by ASECOB experts in 2007. Program Results n FLGR and ASECOB ensured support for further project n The five replicant municipalities implementation on behalf conducted an aggressive of the Bulgarian Ministry of educational campaign by Environment and Water. disseminating more than 3,000 brochures and using different n FLGR will continue to disseminate opportunities provided by the best practices and success stories local media. The commitment of from the program. village mayors was critical to the success.

26 CityLinks Bulgarian and U.S. Cities Replication of Infrastructure Management Best Practices

Infrastructure Management Bulgarian and U.S. Cities Replication of Infrastructure Bridge Management Management Best Practices Bulgarian Cities: Berkovitsa; Bourgas; Gorna Oryahovitza; In November 2000, Phase 3 of the Bulgarian Technical Twinning Program/ Pavlikeni; Petrich; Plovdiv; Seylievo; Straldja; Svilengrad; Resource Cities Program initiated a partnership between Veliko Turnovo, Svistov; Veliko Tournovo; Yambol Bulgaria, and the City of Golden, Colorado ..The goal of the partnership was U.S. Cities: Golden, Colorado to improve public infrastructure by creating financial management plans for August 2004–September 2007 infrastructure maintenance .. 2006 Program Highlights • Each municipality completed Phase 5 of the Bulgaria CityLinks Program expanded the infrastructure an inventory of the streets and component, and infrastructure management plans were developed for six sidewalks, assessing the degree of deterioration. The inventory districts within Plovdiv Municipality ..Both Veliko Turnovo and Plovdiv have is linked to digital maps of the increased their capacity to manage long-term infrastructure needs ..The town, which allow city officials implementation of this program proved to the Bulgarian municipalities to visualize the pavement conditions. that regular street maintenance reduced emergency repairs and lowered • With assistance from Golden, expenditures in the long term ..The program also emphasized the need for the two mentor municipalities improved infrastructure to encourage economic growth, and the participat- began work on their financial management plans for the ing municipalities have seen that public investment in infrastructure pro- maintenance of 10 bridges in motes private investment .. Plovdiv and 6 in Veliko Turnovo. The cities conducted a physi- cal inventory and assessment of the bridges for expected life Program Objectives the initial successes of the program, and traffic safety. Plovdiv and Veliko Turnovo continued Building on the accomplishments of to search for areas to improve the field Veliko Turnovo and Plovdiv, ICMA of infrastructure management and and FLGR initiated a replication pro- chose to extend the financial planning gram for new municipalities, which to provide safe maintenance of bridges. received technical assistance from experts in Golden, Colorado, and con- 2006 Activities and Results tinued sustainable mentorship from Veliko Turnovo and Plovdiv. In 2006, Infrastructure Management FLGR selected the municipalities of Each of the municipalities selected to Svistov, Gorna Oriahovitsa, Sevlievo, participate in the replication program Slivengrad, Berkovitsa and Stradja to sent engineers to attend a training receive training and technical assis- session by Golden, Colorado, Public tance through the program. Works Director Dan Hartman. After the 2006 training, with help from The remarkable replication results the Bulgarian mentors, from Veliko achieved in 2006 were based on strong Turnovo and Plovdiv, each munici- commitments from municipal leader- pality completed an inventory of the ship and support from the U.S. and streets and sidewalks, assessing the Bulgarian mentor municipalities. With degree of deterioration.

2006 Annual Report 27 “It is particularly gratifying to return to The inventory is linked to digital tially will lead to increased economic both Veliko Turnovo and Plovdiv and maps of each municipality, which development. allow city officials to visualize the see the tremendous improvement to pavement conditions. The inventory Program Results is used to help city officials develop the streets and sidewalks. In addition, n Twelve municipalities their asset and financial manage- have developed a financial the great rebirth that has followed the ment plan of public infrastructure infrastructure management public investment in infrastructure and determine how best to finance plan and reached community restorations. The plans are then with privately funded improvements to consensus at public hearings on presented to the city council and the its implementation. stores, hotels, businesses and buildings. citizens during public hearings. Once I find this change that has occurred in accepted, the municipalities will n Six new municipalities used begin to implement their infrastruc- about $5,000 in USAID grants for the communities, but more so too, the ture management plan, beginning support of replication activities. can do attitude of people and staff to with emergency repairs and continu- These activities include digitizing be stunning. I am impressed with the ing with regular upkeep. maps, publishing promotional materials, updating software, Bridge Management capacity that they have developed and purchasing road signs and the great job that they have done in With assistance from Golden, the two measurement tools, and co- training their professional colleagues.” mentor municipalities began work financing computer purchases. on their financial management plans n By effective use of public capital, Dan Hartman, Director of for the maintenance of 10 bridges in Public Works three replicant municipalities Plovdiv and 6 in Veliko Turnovo. As Golden, Colorado secured funding and started with the infrastructure process, they implementing their financial plans conducted a physical inventory and for street maintenance. assessment of the bridges. During 2006, the bridges were evaluated n Based on the assessments made in for current sufficiency, expected life the development of the financial and traffic safety. Both Plovdiv and plan, the Municipality of Plovdiv Veliko Turnovo have secured council started urgent repairs on two and public support and are beginning bridges. physical renovations. Looking Forward Asset and financial management n In 2007, FLGR will begin to plans have helped the municipalities market further replication apply for bank loans; many of them of this program and will use have been well positioned to receive technical experts from the mentor grants from the national govern- municipalities to ensure the ment to support their infrastructure sustainable replication of this maintenance programs. Each of the program. mentor and replicant municipalities has enhanced its capacity to manage n FLGR and ICMA will disseminate long-term infrastructure needs, and information on the program each has made positive improve- through a Best Practices ments in the community that poten- Symposium in June 2007.

28 CityLinks Russian Far East—Alaska Partnership Program

Local Economic Development Russian Far East—Alaska Partnership Program Tourism Russian Cities: Primorski Krai; Khabarovski Krai; Arsinyev; Bikin; Bolshoy Kamen; Dolinsk; Business Retention and Expansion Luchegorsk; Nevelsk; Ussuriisk; Vyazemski Job Creation U.S. Cities: Anchorage; Juneau; Kenai; Skagway; Wasilla (all in The business environment in Russia is wrought with endless paperwork, long Alaska) permitting processes, unnecessary inspections, and a serious lack of access September 2005–September 2007 to credit ..Operating under new laws, which only rarely are fully understood 2006 Program Highlights or enforced, local governments in the Russian Far East (RFE) find themselves • A charter for a business incu- ready to embrace economic growth, but they are at a loss when it comes to bator has been drafted and implementation .. approved and the location and budget secured. Cities in the Russian Far East, unsure of their role in local economic develop- • A business plan for a brick fac- tory was drafted that identified ment, have been stifled by years of centralized planning and regulation, the domestic and foreign suppliers inability to promote competition, and isolation from the world ..However, they of brick-factory equipment. A potential local investor was are now seeking to open their doors to tourism ..They hope also to attract asked to participate in the and grow investment—which will bring needed revenue to their coffers and development of the business better lives for their citizens—by encouraging home-grown entrepreneur- plan. ship, new factories based on market demands, and vigorous marketing • A new resolution was enacted to regulate municipal land campaigns .. sales and explain lease rights procedures. As a result of the Despite the many challenges ahead of them, the RFE cities remain optimistic resolution, the municipality is that they each have assets and unique qualities that can be tapped, given now able to sell municipal land. the right tools ..Some of those tools will come from across the Bering Strait, from Alaskan cities similar in many ways to their own ..To facilitate the part- nerships, USAID looked to ICMA to design the program to bring together the international peers .

The Counterpart Enterprise Fund in Khabarovsk, Russia, and the Moscow- based Institute of Urban Economics are working with ICMA to implement the program in Russia ..The eight partnerships in the program include the Alaskan cities of Anchorage, Kenai, Juneau, Skagway and Wasilla, and eight Russian communities in Primorski Krai, Khabarovski Krai, and on the island of Sakhalin: Nevelsk, Dolinsk, Bikin, Luchegorsk, Vyazemskiy, Arsenyeu, Ussuriisk and Bolshoy Kamen ..

2006 Annual Report 29 Program Objectives on central government subsidies and factory work. The program focuses on sustainable community and economic develop- Bikin–Juneau ment. Each partnership undertakes a Bikin has identified the need for project that is specific to the needs of a brick factory to replace one that the Russian city. Projects include the ceased operations. The earlier fac- creation of a tourism industry data- tory benefited from the fact that the base to facilitate tourism develop- Bikin area has several large deposits ment; the development of a business of high-quality clay, which is a key support structure to enhance the rela- ingredient for this popular brick. Delegates from Kenai, Alaska and Bolshoy tionship between the local govern- Kamen, Russia exchange hand shake after ment and the business community; signing their partnership agreements. For some time, municipal officials the creation and implementation of have felt that a brick factory would a one-stop shop for tourism; and the be successful for a variety of reasons; development of a business incubator however, Bikin requires assistance to help grow small businesses. to build its staff capacity, to create a business plan to attract investors to 2006 Activities and Results build and operate the brick factory. The Bikin staff faces the challenge Bolshoy Kamen–Kenai of identifying data needs, developing In light of the necessity and desire a database for a business plan, and for Bolshoy Kamen to nurture small developing a business plan that can business growth in the city, Kenai has be used to attract investment for the agreed to assist with the development factory. of a business incubator in coopera- tion with the Far Eastern Technical Dolinsk–Anchorage University. This incubator will be Dolinsk suffers from low financial established to leverage the already security as a result of population active business plan training at the decline and the lack of employ- institute. It will provide potential new ment opportunities and investment. businesses with assistance and train- Therefore, the city cannot provide ing in marketing, accounting, permit- adequate municipal services and ting and management. maintain housing resources.

In addition, the incubator will allow To recruit potential developers and businesses without access to credit to investors and increase the demand establish themselves at minimal cost, for Dolinsk property, Dolinsk and as the institute and city will provide Anchorage will work to create a spe- basic services and building space as cial economic area (SEA) and tech- well as training and support. The goal nological park as well as a marketing is to increase the number of self-sus- plan to attract investors to the park. taining businesses in Bolshoy Kamen, Over the course of the program, the in turn leading to jobs and tax rev- Dolinsk and Anchorage partners will enue for the city and less dependence implement the action plan in several

30 CityLinks steps: studying the economic devel- website with foreign language tools “It is my sincere desire that ICMA and expand the reference source; (3) opment legislation; developing the International continues to work in profile of the special economic area add city and street directional and as well as marketing and business informational signs in foreign lan- the Russian Far East and that local plans; conducting a feasibility study guages; (4) conduct a tourism-related governments in the region benefit from of the creation of the special eco- customer survey; and (5) study the nomic area; and analyzing the labor potential for marketing the local the experience and service of the local force and budget. travel agencies. government practitioners that ICMA is

Ussuriisk–Wasilla Arsenyev–Wasilla able to offer us.” Small and medium enterprises Arsenyev is working hard to diversify Victor Ivanovich Shashkun, Head of District, Vyazemskiy, (SMEs) have been actively develop- its economic base, and tourism is one Russia ing in the Ussuriisk City district; of the main components of the stra- however, this sector of the economy tegic plan. The city wants to enhance needs to be actively involved in the tourism and start building the trust city’s economic development pro- of small businesses regarding the cess. Ussuriisk has identified as top handling of paperwork and providing priorities (1) developing business customer service. Therefore, the part- support systems and (2) establish- ners would like to establish a one- ing a relationship between the local stop shop for tourism, as a citywide government and SMEs. This will pilot program. This will be done in result in the creation of favorable cooperation with the tourism advi- conditions for SME development, and sory board in the city and the local the enhancement of SME influence Union of Entrepreneurs. Arsenyeu on the economic development of the has attracted a number of businesses city. Brick maker from local factory in Vyazenskiy In addition, Ussuriisk has the poten- tial to attract foreign and domestic visitors with its mild climate, vibrant trade, and wealth of recreational activities. However, insufficient tour- ism industry information and the lack of an attractive marketing image hamper the Ussuriisk tourism ser- vices market development.

Ussuriisk and Wasilla have partnered to develop Ussuriisk’s tourism indus- try, including the tourism services market, a tourism industry database, and marketing strategies. They will (1) develop marketing materials and an inventory of existing tourism related business; (2) update the city

2006 Annual Report 31 “The aim of the program is to assist looking to open summer camps business plan that can be presented and other tourism-related activities. to krai officials and then tendered Vyazemskiy in their economic Providing them with efficient permit- publicly to locate and select a devel- development efforts. We found our ting and service will go a long way to oper and other interested investors. partners to e very pro-business and make these projects a reality. The Vyazemskiy District has many pro-active in attracting investors and In addition, the city administration amenities. These include a natural business ventures and very willing to will work with the local tourism advi- resource base of rich farmland, hot sory board to implement a bed-tax springs, lotus lakes, abundant timber learn” fee scheme and will use the money lands, the Ussuri River, the natural Mike Catsi, Executive Director, for tourism-related projects. The and ecologically clean supply of ferns Skagway Development Corporation, implementation of a bed tax by the and various foods; cultural amenities; Skagway, Alaska tourism board would generate rev- and close proximity to a tourist base enue to implement general tourism from Khabarovsk and China. As a projects (such as producing market- result, the district believes it has the ing materials) as well as supplement potential to capture a tourism and the city’s efforts to implement the leisure audience, although it does not activities in the tourism plan. have a tourism marketing function in the administration. The partners will Vyazemskiy–Skagway work together to develop a profes- During the soviet regime, the sional brand marketing campaign, Vyazemskiy Municipal District was which, when launched, would effec- home to a vegetable processing plant tively market Vyazemski to tourists that no longer exists. However, the and bring visitors and revenue to the regional demand for processed veg- city. etable products is still high, and offi- Nevelsk–Anchorage cials in the district believe they have the necessary number of producers Nevelsk is the oldest port city on to make such an operation successful Sakhalin Island. It lost a significant once again. Many stakeholders also percentage of its population when envision resurrecting the processing the Soviet Union converted to the plant as a means to increasing agri- Russian Federation, and the fishing cultural production in the district’s industry was severely affected. The underused fields. municipality has many vacant hous- ing structures and a seacoast that is Although the district has some expe- dotted with remnant structures; how- rience in a plan of action to develop ever, it lies within a district that has a locally grown business, it neverthe- many natural resources and places less lacks the business acumen and of interest. The leaders of the district technical know-how to structure a believe that the historic and unique business plan for a public-private natural features of Nevelsk will allow project that would recruit interested it to develop a tourism industry both developers and investors. Skagway within the city limits and at other will help the district to develop a locales within the district.

32 CityLinks Anchorage and Dolinsk partners inspect potential industrial site.

However, the municipality lacks a joint-stock company, plans to build modern infrastructure to be able to new power-generating units in the attract new business—specifically future that will create new jobs, the hotels. Several entrepreneurs have department of economic and social expressed interest in participating development of Pozharsky Municipal in the tourism industry. Some are District and the administration of starting businesses or constructing Luchegorsk understand the necessity facilities in anticipation of an influx of economic diversification. of tourists, but these entrepreneurs typically lack the training, resources Business is developing actively in the and information to move the tour- region but there is no effective system ism industry forward. Anchorage of SME support at present. In this has agreed to assist Nevelsk with the regard the city’s and district’s admin- creation of a tourist-based business istration heads are ready to cooper- plan to guide the municipality and ate with their partners in Juneau entrepreneur community in a com- to create a structure of economic mon direction. development cooperation. They aim to establish interaction between the Luchegorsk–Juneau administration and business commu- The main enterprise in Luchegorsk nity, which in the long term can help is the Luchegorsk Fuel and Energy diversify the local economy, attract Complex (LuTEK), where the major- investment to the territory and create ity of the cities’ able-bodied citizens new jobs. work. Although LuTEK, a closed

2006 Annual Report 33 Program Results Dolinsk–Anchorage Round I partnerships n The Moscow-based Institute of Urban Economics (IUE) helped Bolshoy Kamen–Kenai develop a concept paper for n The new Bolshoy Kamen Business the business park project and Incubator charter has been drafted assisted in developing a business and approved and the location questionnaire. The Dolinsk and budget secured. administration began to survey businesses regarding the most n Kenai partners participated in attractive types of development the International Conference on for the park. Kenai and Bolshoy Kamen partners tour Business Development in Bolshoy a waste water treatment facility in Kenai, Alaska. Kamen, to share the Alaska n Dolinsk officials from the land use experience and best practices and planning department went in short-term basic business to Khabarovsk to study city land education for SMEs as well as zoning and sale-lease procedures. academic or university business Dolinsk then developed and training. enacted a new resolution to regulate municipal land sales and n Partners from the Far Eastern explain lease rights procedures. Technical University in Bolshoy As a result, the city began to sell Kamen sponsored two professors municipal land in December 2006. for training in Moscow so that those professors can teach and n A socioeconomic analysis of consult at the business incubator. the city development program was conducted to assess the Bikin–Juneau fit of a potential business park. The future business n The Juneau Economic park site was identified, and Development Corporation (JEDC) performance indicators were provided training in business-plan developed to evaluate the project writing to the Bikin economic implementation. development staff. Ussuriisk–Wasilla n The economic development office in Bikin Municipality worked with n Ussuriisk continued to research outside consultants to identify options to support marketing for domestic and foreign suppliers tourism opportunities—either in of brick-factory equipment. A the form of a bed tax or through potential local investor was businesses themselves collecting a involved in the business plan fee from visitors. discussions. n With assistance from IUE, n The economic development Ussuriisk developed a department in Bikin prepared the questionnaire for tourists to draft version of a business plan complete on an ongoing basis, for a brick factory. to assess the city’s attractiveness

34 CityLinks and the quality of services. A Vyazemskiy–Skagway marketing survey has also been n The draft action plan was developed to assess tourism developed and will be finalized potential in Ussuriisk. when Vyazemskiy travels to Looking Forward Skagway in early 2007. n Vyazemskiy studied various Round I Partnerships business plan templates provided Bolshoy Kamen–Kenai by ICMA and Alaska partners so it could start developing its own n The official opening of the business plan. business incubator is expected by the end of 2007. Nevelsk–Anchorage Ussuriisk–Wasilla n Partners approved the partnership n Ussuriisk developed a draft action plan. The official signing program for tourism development is expected in early 2007, when in its municipal district. In early the Nevelsk delegation travels to 2007 the new program will be Anchorage. offered for consideration by the n Nevelsk studied sample charters Ussuriisk Legislature (Duma). for economic development Round II Partnerships structures operating in Alaska as well IUE materials developed and Arsenyeu–Wasilla used with the CityLinks Round n Partners discussed and approved I cities, so that it can begin to the partnership action plan, which formulate its own charter. will be discussed when Arseniev’s Luchegorsk–Juneau delegation visits Alaska in early 2007. n Juneau has set up meetings for n Based on CityLinks Luchegorsk to meet and learn recommendations, the acting more about its credit union city mayor and the head of the operations. Union of Entrepreneurs from n ICMA/RFE and the Luchegorsk Arsenyeu were selected to travel administration discussed options to the United States in early for involving LuTEK in sponsoring 2007. This trip, sponsored by partnership activities, such as the the Community Connections SME loan fund. program for municipal officials, will build their understanding of local government functions and strengthen their work under CityLinks.

2006 Annual Report 35

ICMA (International City/County Management Association) is the premier local government leadership and management organization worldwide. Its mission is to create excellence in local governance by developing and advancing the professional management of local government. ICMA has been doing this since 1914 by providing technical and management assistance, training, and information resources to its members and the local government community. ICMA International was created in 1989 to further the ICMA mission worldwide. Since then it has successfully designed, implemented, and evaluated hundreds of international projects, establishing a solid reputation for its practical, hands-on approach to meeting global challenges. If you would like to learn more about ICMA International please visit http://icma. org/international or send your inquiry to [email protected].

Opening of Shar-i-Naw Park— a rehabilitation project in Kabul CityLinks 2006 Annual Report CityLinks Global challenges, local solutions

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