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GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 (PUBLIC)
USAID GOVERNING FOR GROWTH (G4G) IN GEORGIA
31 October 2019 This publication was produced for review by the United States Agency for International Development. It was prepared by Deloitte Consulting LLP. The author’s views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government. This document contains information that is proprietary and confidential to Deloitte Consulting LLP. and/or affiliates or its technical alliance partners, which shall not be duplicated, used, or disclosed in whole or in part without Deloitte's express written permission.
GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019
USAID GOVERNING FOR GROWTH (G4G) IN GEORGIA CONTRACT NUMBER: AID-114-C-14-00007 DELOITTE CONSULTING LLP USAID | GEORGIA USAID CONTRACTING OFFICER’S REPRESENTATIVE: PHILIP GREENE AUTHOR(S): G4G STAFF CONTRACT REPORTING: 6000 31 OCTOBER 2019
DISCLAIMER: This publication was produced for review by the United States Agency for International Development. It was prepared by Deloitte Consulting LLP. The author’s views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government. This document contains information that is proprietary and confidential to Deloitte Consulting LLP. and/or affiliates or its technical alliance partners, which shall not be duplicated, used or disclosed in whole or in part without Deloitte's express written permission.
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 2
ACRONYMS
AA Association Agreement
AAFA Association of Actuaries and Financial Analysts
ABCO Association of Business Consulting Organizations of Georgia
ACCESS Advancing CSO Capacities and Engaging Society for Sustainability
ACT Analysis Consulting Team
AD Analytical Department
ADB Asian Development Bank
ADR Alternative Dispute Resolution
AEO Authorized Economic Operator
AFD French Development Agency
AFG Association of Freight Forwarders of Georgia
AIC Fund Abkhazintercont
AIESEC Association of Students in Economic and Commercial Sciences
AIF Alternative Investment Funds
ALFG Association of Law Firms of Georgia
AmCham American Chamber of Commerce
APMA Agricultural Project Management Agency
ARI Angel Resource Institute
AYEG Association of Young Economists of Georgia
AYPEG Association of Young Professionals in Energy of Georgia
BA Business Association
BAG Business Association of Georgia
BAU Business as Usual
BEC Business and Economic Centre
BI Behavioral Insights
BRIPA Business Rehabilitation and Insolvency Practitioner’s Association
CAA Certified Actuarial Analyst
CCAF Cambridge Center for Alternative Finance
CCC Culture of Collaborative Consultations
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 3
CENN Caucasus Environmental NGO Network
CI Confidential Information
CIPE Center for International Private Enterprise
CIS Commonwealth of Independent States
CIT Corporate Income Tax
CIU Caucasus International University
CLDP Commercial Law Development Program
CMWG Capital Markets Working Group
CO Contracting Officer
CoI Conflict of Interest
CoP Chief of Party
CoR Contracting Officer’s Representative
CPSR Certified Procurement System Readiness
CSI Civil Society Institute
CSO Civil Society Organization
CTC Caucasus Transit Corridor
CVA Company Voluntary Arrangement
CzDA Czech Development Agency
DAM Day-Ahead Market
DANIDA Danish International Development Agency
DAP Day-Ahead Planning
DC Defined Contribution
DCFTA Deep and Comprehensive Free Trade Area
DCMA Defense Contracting Management Agency
DDL Development Data Library
DEA Data Exchange Agency
DEC Development Experience Clearinghouse
DRM Domestic Resource Mobilization
DSO Distribution System Operator
DWV German Business Association
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 4
EaP Eastern Partnership
EBA European Business Association
EBRD European Bank for Reconstruction and Development
EC European Commission
ECA Eastern Europe and Central Asia
EC-LEDS Enhancing Capacity for Low Emission Development Strategies
ECS Energy Community Secretariat
ED Environment and Development
EDA Enterprise Development Agency
EEC Energy Efficiency Center
EF Environmental Flow
EIA Environmental Impact Assessment
EIEC Environmental Information and Education Center
EMC Electromagnetic Compatibility
EMCAS Electricity Market Complex Adaptive System
EMRA Turkish Energy Market Regulation Authority
EnCT European Energy Community Treaty
ENVSEC Environment and Security Initiative
EPAC Economic Policy Advocacy Coalition
EPI Economic Prosperity Initiative
EPIAS Turkish Market Operator
EPRC Economic Policy Research Center
ESCO Electricity System Commercial Operator
ETA Energy Traders Association
ETD Association of Turkish Energy Traders
ETM Electricity Trading Mechanism
ETTP Energy Traders Training Program
EU European Union
EBA European Business Association
FABLAB Fabrication Lab
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 5
FABSHOP Fabrication Shop
FAR Federal Acquisition Regulation
FCPA Foreign Corrupt Practices Act
FDI Foreign Direct Investment
FIZ Free Industrial Zone
FLN Field Leadership Network
FREMA Free Market Advocacy
FSA Food Safety Agency
FX Foreign Exchange
FXBDA Foreign Exchange and Bond Dealers Association
FXGC FX Global Code
G4G Governing for Growth in Georgia
GA Georgian Amelioration
GAMMA Georgian Environmental Consulting Company – LLC “GAMMA”
GAU Georgian American University
GBA Georgian Bar Association
GCCI Georgian Chamber of Commerce and Industry
GCF Georgian Co-Investment Fund
GCI Global Competitiveness Index
GDP Gross Domestic Product
GEA Georgian Employers Association
GEDF Georgian Energy Development Fund
GEL Georgian Lari
GEMM Georgian Electricity Market Model
GEO Georgia’s Environmental Outlook
GDBA Georgian Distribution Business Association
Geostat National Statistics Office of Georgia
GET German Economic Team
GEW Global Entrepreneurship Week
GFA Georgian Farmers Association
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 6
GFSIS Georgian Foundation for Strategic and International Studies
GFXC Global FX Committee
GGF Good Governance Fund
GGI Good Governance Initiative
GHA Georgian Hydropower Association
GIA Georgian Insurance Association
GIB Georgian Institute of Building
GIG Georgian Industrial Group
GIG Energy Georgian Investment Group Energy
GII Global Innovation Index
GILMD Georgia Irrigation and Land Market Development Project
GIPA Georgian Institute of Public Administration
GIRCA Georgian International Road Carriers Association
GIS Geographic Information System
GITA Georgian Innovation and Technology Agency
GITOA Georgian Incoming Tour Operators Association
GITR Global Information Technology Report
GiZ German Society for International Cooperation
GLIP Georgian Lawyers for Independent Profession
GLNA Georgian Lawyer’s National Association
GMFTA Georgia’s Financial Market and Treasuries Association
GNARE Georgian National Association of Real Estate
GNCC Georgian National Communications Commission
GNERC Georgian Energy and Water Supply Regulatory Commission
GNTA Georgian National Tourism Administration
GoG Government of Georgia
GoGC Georgian Oil and Gas Corporation
GPA Government Procurement Agreement
GRDS Georgian Resource Development Service
GREDA Georgian Renewable Energy Development Association
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 7
GTA Georgian Tourism Association
GS Gauging Station
GSE Georgian State Electrosystem
GSMEA Georgian Small and Medium Enterprise Association
GTU Georgian Technical University
GU Georgian University
GWBA Georgian Women Business Association
GWP Georgian Water and Power
GYLA Georgian Young Lawyer’s Association
HACCP Hazard Analysis and Critical Control Points
HEPA Hazelnut Exporters and Producers Association
HICD Human Institutional Capacity Development
HIPP Hydropower Investment Promotion Project
HPEP Hydro Power and Energy Planning Project
HPP Hydro Power Plant
HRPA HumanResources Professional Association
I&D Irrigation and Drainage
IBC International Building Code
IBEDC International Business and Economic Development Center
IBSU International Black Sea University
IC Investors Council
ICC International Chamber of Commerce
ICCA Infrastructure Construction Companies Association
ICDC Institutional Capacity Development Center
ICT Information and Communications Technology
IDFI Institute for Development of Freedom of Information
IEE Initial Environmental Examination
IFC International Finance Corporation
IFI International Financial Institution
IFoA Institute and Faculty of Actuaries
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 8
IFRS International Financial Reporting Standards
IHE Institute for Higher Education
ILIAUNI Ilia State University
ILMD Irrigation and Land Market Development
IMF International Monetary Fund
INRMW Integrated Natural Resources Management in Watersheds
IOH Insolvency Office Holder
IOSCO International Organization of Securities Commissions
IP Intellectual Property
IRATF Insolvency Reform Advocacy Task Force
ISET-PI International School of Economics at Tbilisi State University Policy Institute
ISO International Organization for Standardization
ISP Internet Service Provider
ISSSG Insurance State Supervision Service of Georgia
IT Information Technology
IVSC International Valuation Standards Council
IVSG Independent Valuers Society of Georgia
IWRM Integrated Water Resources Management
JBS Judge Business School
JILEP Judicial Independence and Legal Empowerment Project
KfW Kreditnstalt fur Wiederaufbau
KM Knowledge Management
Kv Kilo Volt
KWh Kilo-Watt Hours
LB Lower Bound
LEAP Long-range Energy Alternatives Planning System
LGL Let Girls Learn
LLC Limited Liability Company
LPDC Legal Profession Development Center
LPI Logistics Performance Index
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 9
LV Low Voltage
LWG Legislative Working Group
MARKAL Market Allocation – A numerical model for country-wide economic analysis of energy- related systems
MBS Mortgage-Backed Securities
M-CEP Market-Centered Energy Planning
MCH Market Clearinghouse
MENRP Ministry of Environmental and Natural Resources Protection
MEPA Ministry of Environmental Protection and Agriculture
MIA Ministry of Internal Affairs
MISO Midcontinent Independent System Operator
MIT Massachusetts Institute of Technology
MoA Ministry of Agriculture
MoE Ministry of Energy
MoEA Ministry of Environment and Agriculture
MoES Ministry of Education and Science
MoESD Ministry of Economy and Sustainable Development
MoF Ministry of Finance
MoFA Ministry of Foreign Affairs
MoHLSA Ministry of Health, Labor and Social Affairs of Georgia
MoJ Ministry of Justice
MoU Memorandum of Understanding
MP Market Player
MRDI Ministry of Regional Development and Infrastructure of Georgia
MSC Mediterranean Shipping Company
M-TAG Media for Transparent and Accountable Governance
MW MegaWatt
NAD New Approach Directive
NALAG National Association of Local Authorities of Georgia
NAM National Agency of Mines
NAPR National Agency for Public Registry
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NARMA National Agricultural Risk Management Agency
NARUC National Association of Regulatory Utility Commissioners
NASP National Agency of State Property
NATO North Atlantic Treaty Organization
NBE National Bureau of Enforcement
NEA National Environmental Agency
NEST National Employment Savings Trust
NFA National Food Agency
NGO Non-Governmental Organization
NIH National Institute of Health
Nord Pool Norwegian Market Operator
NPLAW Nodia and Partners Law Firm
NPV Net-Present Value
NTB Non-Tariff Barriers
NVE Norwegian Energy Regulator
NVU New Vision University
OECD Organization for Economic Cooperation and Development
OGR Office of Global Research
OSCE Organization for Security and Cooperation in Europe
OTA Online Travel Agents
OTC Over the Counter
PCA Post Clearance Audit
PLMS Parallel Market Software
PM Prime Minister
PMCG Policy Management Consulting Group
PMP Performance Monitoring Plan
PoC Proof of Concept
PPA Power Purchase Agreement
PPD Public-Private Dialogue
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 11
PR Public Relations
PSC Public Service Commission
PSDA Public Service Development Agency
PX Power Exchange
Q&A Question and Answer
REC Regional Environmental Center for Caucasus
RES Renewable Energy Sources
RFA Request for Applications
RIA Regulatory Impact Assessment
RRM Revenue Requirement Model
RS Revenue Service
SAIDI System On Average Interruption Duration Index
SAIFI System Average Interruption Frequency Index
SARAS Service for Accounting, Reporting and Auditing Supervision
SDA Public Service Development Agency
SDG Sustainable Development Goals
SDSU San Diego State University
SEI Stockholm Environment Institute
SES Senior Expert Service
SHPP Small Hydropower Plant
SIDA Swedish International Development Agency
SME Small and Medium Enterprise
SoA Society of Actuaries
SoW Scope of Work
SP Service Provider
SPA State Procurement Agency
SPCP State Procurement Certificate Program
SPS Sanitary and Phytosanitary
SPV Special Purpose Vehicle
STEM Science, Technology, Engineering, and Mathematics
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SWOT Strengths, Weaknesses, Opportunities, Threats
TADAT Tax Administration Diagnostic Assessment Tool
TAG Trade Advisory Group
TAKAS Turkish Settlement and Clearing Bank
TAXGIP Tax Administrators e-Xchange of Global Innovative Practices
TBT Technical Barriers to Trade
TCSA Technical and Construction Supervision Agency
TECR Threshold Environmental Checklist Review
TEIAS Turkish Transmission System Operator
TEU Twenty-Foot Container Equivalent Unit
TFS Trade Facilitation System
TI Transparency International
ToT Training of Trainers
TPU Tax Payer’s Union
TRWG Tariff and Regulation Working Group
TSO Transmission System Operator
TSU Tbilisi State University
TWh Terra-Watt Hours
TYNDP Ten Year Network Development Plan
UB Upper Bound
UCITS Undertakings for Collective Investment in Transferable Securities
UK United Kingdom
UNDP United Nations Development Program
UNDP-GEF UNDP Global Environmental Finance
UNECE United Nations Economic Commission for Europe
UNESCO United Nations Educational, Scientific and Cultural Organization
UNESCO-IHE UNESCO Institute for Higher Education
USAID United States Agency for International Development
USD US Dollar
USDA United States Department of Agriculture
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 13
USFS United States Forest Service
USG United States Government
USoA Uniform System of Accounts
USPTO US Patent and Trademark Organization
UST US Treasury
USTA United States Trade Administration
USTR United States Trade Representative
VAT Value Added Tax
VEPDC Valuers and Experts Professional Designation Center
VET Vocational Education and Training
VOLL Value of Loss Load
VPO Valuers Professional Association
WASP Wien Automatic System Planning Package
WB World Bank
WBCG Women Business Council in Georgia
WB-ILMD World Bank Irrigation and Land Market Development
WCO World Customs Organization
WEAP Water Evaluation and Planning
WEF World Economic Forum
WEG World Experience for Georgia
WFD Water Framework Directive
WG Working Group
WMO World Meteorological Organization
WP Work Plan
WRM Water Resource Management
WRML Water Resource Management Law
WTO World Trade Organization
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 14
CONTENTS PROJECT OVERVIEW 17 1.1. METHODOLOGY 17 1.2. INNOVATIVE APPROACHES 20 1.3. PROJECT HIGHLIGHTS 22 1.4. PPD SUCCESSES AND LESSONS LEARNED 28 PROJECT BY REFORM 28 2.1. OVERALL INSTITUTIONALIZED FRAMEWORK FOR PUBLIC CONSULTATION 28 2.1.1. SUPPORT PUBLIC-PRIVATE DIALOGUE 29 2.2. WOMEN’S EMPOWERMENT 32 2.2.1. EMPOWER AND ENGAGE WOMEN IN THE NATIONAL PUBLIC-PRIVATE DIALOGUE 32 2.3. YOUTH ENGAGEMENT 33 2.3.1. EMPOWER AND ENGAGE YOUTH IN THE NATIONAL PUBLIC-PRIVATE DIALOGUE 34 2.4. CIVIL SOCIETY STRENGTHENING 35 2.4.1. BUILD THE CAPACITY OF BUSINESS ASSOCIATIONS 35 2.5. EVIDENCE-BASED POLICYMAKING 36 2.5.1. SUPPORT THE GOG IN EVIDENCE-BASED POLICYMAKING 36 2.6. ENERGY STRATEGY REFORM 38 2.6.1. SUPPORT THE GOG TO DRAFT AND ADOPT A COHERENT ENERGY STRATEGY 38 2.7. ELECTRICITY TRADING MECHANISM REFORM 39 2.7.1. SUPPORT THE GOG IN IMPLEMENTING A VIABLE ETM 39 2.7.2. SUPPORT THE PRIVATE SECTOR IN ADAPTING TO ETM 41 2.8. WATER RESOURCE MANAGEMENT REFORM 42 2.8.1. SUPPORT THE GOG IN WATER RESOURCE MANAGEMENT POLICY FORMULATION 42 2.8.2. PROMOTION OF EVIDENCE-BASED DECISION-MAKING TOOLS 43 2.8.3. GOG CAPACITY STRENGTHENING 44 2.9. TAX ENFORCEMENT AND ADMINISTRATION REFORM 44 2.9.1. SUPPORT THE GOG TO EFFECTIVELY DEVELOP AND IMPLEMENT TAX REFORMS 45 2.10. CUSTOMS REFORM 47 2.10.1. HARMONIZATION OF CUSTOMS LEGISLATION AND PROCEDURES WITH EU REGULATIONS 47 2.11. TRADE FACILITATION/TRANSPORT AND LOGISTICS REFORM 49 2.11.1. SUPPORT THE GOG TO IMPROVE CAUCASUS TRANSIT CORRIDOR (CTC) COMPETITIVENESS 49 2.12. INSOLVENCY REFORM 50 2.12.1. REFORMED INSOLVENCY REGIME TO REMOVE BARRIERS TO ENTREPRENEURSHIP 50 2.13. STATE PROCUREMENT SYSTEM 52 2.13.1. IMPROVE TRANSPARENCY AND INCREASE PRIVATE SECTOR PARTICIPATION IN THE STATE PROCUREMENT SYSTEM 52 2.14. CAPITAL MARKETS REFORM 53 2.14.1. SUPPORT THE GOG TO IMPLEMENT CAPITAL MARKET REFORM 53 2.15. PENSION REFORM 55 2.15.1. SUPPORT THE GOG IN IMPLEMENTATION OF PENSION REFORM 55
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2.16. INNOVATION AND TECHNOLOGY POLICY 56 2.16.1. IMPROVEMENT ON INNOVATION AND TECHNOLOGY REGIME VITAL FOR SME DEVELOPMENT AND ACCESS TO FINANCE FOR INNOVATION 56 2.17. MINING REGULATORY FRAMEWORK 58 2.17.1. SUPPORT THE GOG IN DEVELOPING A MODERN AND EFFECTIVE MINING REGULATORY FRAMEWORK 58 2.18. BUILDING CODE REFORM 59 2.18.1. SUPPORT THE GOG IN IMPLEMENTATION OF A NON-STRUCTURAL BUILDING CODE 60 2.19. TOURISM POLICY REFORM 61 2.19.1. CONTRIBUTE TO THE DEVELOPMENT OF THE NEW LAW ON TOURISM 61 2.20. LAND REGISTRATION REFORM 62 2.20.1. IMPROVE CERTAINTY, CLARITY AND PREDICTABILITY IN LAND RIGHTS 62 APPENDIX A: PROJECT OUTPUT TABLE YEAR 5 63 APPENDIX B: PMP 78 APPENDIX C: DONOR/USG/USAID COLLABORATION 86 APPENDIX D: UTILIZATION OF PRIVATE SECTOR AND CSOS 91 APPENDIX E: SUMMARY OF GRANT ACTIVITIES 101 APPENDIX F: REPORTING REQUIREMENTS 110 APPENDIX G: SUCCESS STORIES 112 APPENDIX H: DEC LIST 121
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 16
PROJECT OVERVIEW Governing for Growth (G4G) in Georgia was a five-year, US $19.3 million United States Agency for International Development (USAID) project designed to support the Government of Georgia’s (GoG) efforts to create a business enabling environment in which legal and regulatory reforms are fairly and transparently conceived, implemented, and enforced through consultative dialogue. G4G enhanced governance in select business enabling areas, including the overall institutionalized framework for public consultation, evidence-based policymaking, energy strategy, electricity trading mechanism (ETM), water resource management (WRM), tax enforcement and administration, customs administration and trade facilitation, insolvency, land registration, state procurement, capital markets, pensions, innovation policy, mining regulation, building codes, and tourism policy. The G4G approach supported the effective formulation of government policies necessary to drive economic development through the promotion of constructive public-private dialogue (PPD). This required strengthening the government’s institutional capacity to develop, implement, and enforce reforms, as well as strengthening the capacity of private sector and civil society actors to effectively engage the government on the development, implementation, and enforcement of reforms. G4G was implemented through five main components: 1. Support inclusive PPD 2. Strengthen the GoG’s capacity to develop, implement and enforce reforms 3. Improve governance of energy trading policy, including cross-border electricity trading 4. Improve WRM across multiple competing interests 5. Strengthen the capacity of private sector and civil society actors to advocate for reforms. This report documents the results achieved by G4G over the entire period of performance. Throughout the project, G4G achieved several high-level accomplishments, including: • Hosted 196 PPD events • Engaged more than 1,000 private companies and non-governmental organizations (NGO) • Awarded US $2,500,000 in grants • Leveraged more than 600 broadcast minutes of media coverage related to G4G objectives • Realized US $675,500 in direct cost share • Engaged 25 state beneficiaries • Achieved more than US $2,000,000,000 in reforms savings • Supported 16 individual reforms • Trained approximately 8,000 people • Georgia’s ranking improved from 23 to 6 on the World Bank (WB) Ease of Doing Business Index • Georgia’s ranking improved from 77 to 66 on the World Economic Forum (WEF) Global Competitiveness Report • Georgia’s ranking improved from 23 to 16 on the Heritage Foundation’s Index of Economic Freedom.
1.1. METHODOLOGY The overarching goal of G4G was to cultivate a culture of collaborative consultation around policy development and economic reform. The project was designed around five primary components, two of which were focused on specific WRM and energy reforms, and three of which were cross-cutting and designed to build or strengthen the different drivers of business environment reforms.
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 17
Figure 1: The G4G’s Approach
In practice, Components 1 (PPD), 2 (Public Sector Capacity), and 5 (Private Sector/CSO Advocacy and Media) strengthened the environment for more collaborative and inclusive policy development and reforms overall. Component 1 strengthened the general environment for PPD, including developing durable and effective opportunities for PPD and building a culture of engagement to enable it. Components 1, 2, and 5 operated in coordination to build the capacity of public, private, and civil society organizations (CSOs) to participate in PPD around specific policies. Components 3 (Water Resource Management) Figure 2: G4G's Contributions to the USAID and 4 (Electricity Trading) focused resources Results Framework specifically on energy and WRM. Figure 1 depicts how these components worked together to achieve results. G4G’S CONTRIBUTIONS TO THE USAID RESULTS FRAMEWORK G4G measured success against the high-level development objective of “inclusive and sustainable economic growth.” The USAID Results Framework summarized in Figure 2 served as the foundation for G4G strategies and informed all decisions to commit project resources (see Reform Selection and Resource Allocation Criteria below).The G4G Performance Monitoring Plan (PMP), developed in collaboration with USAID and submitted under a separate cover, defined G4G’s approach to identifying indicators; setting realistic targets; monitoring, measuring, and evaluating results; and reporting performance. THE G4G OPERATIONAL FRAMEWORK To achieve results in a complex and frequently changing environment, G4G adopted several principles and practices to guide
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 18 implementation at all levels. This G4G operational framework empowered G4G to be flexible and adaptive to emerging reforms, while remaining focused on strategic objectives. IMPLEMENTING PRINCIPLES To maintain G4G’s focus on improved economic governance and more responsible management of Georgia’s natural resources, G4G project leaders, managers, and staff adhered to the following principles when planning and executing initiatives. In all things, G4G strived to be: ▪ Consultative. G4G developed and periodically revised work plans through a participatory, consultative process. This was done in coordination with USAID, the GoG and private sector counterparts and leaders. ▪ Catalytic. As the project focused on improving governance and supporting positive changes in the policy and regulatory environment, G4G had limited capacity to affect outcomes directly. Instead, G4G focused on being an effective catalyst for reforms. ▪ Flexible and adaptive. There were continuous changes in the project operating environment, USAID priorities, and GoG’s focus, requiring teams to be adaptive and flexible. G4G staff worked to understand these challenges to develop potential solutions and discover and take advantage of “targets of opportunity” in order to continue to progress toward successful reform adoption. ▪ Results-oriented. Every activity and commitment of project resources were weighed against their contribution to G4G’s impact and expected results. In consultation with USAID, and only under certain circumstances, G4G undertook activities that did not necessarily produce a measurable impact in the lifetime of the project. These were exceptions, however. In general, G4G initiatives yielded measurable results within the project’s lifespan. REFORM SELECTION AND RESOURCE ALLOCATION CRITERIA The resources G4G drew upon to achieve results were limited, making it critical to focus on initiatives and activities with the most impact. G4G not only committed resources to the reforms outlined in its annual work plans but also evaluated new reforms. To support both efficient allocation of resources and consistent focus on USAID’s expected results (see: G4G’s Contributions to the USAID Results Framework, above) G4G leaders and activity managers evaluated ongoing and potential reforms against six criteria: ▪ Alignment with USAID development objectives and expected results. G4G faced constant and often contradictory demands for support and resources. Every potential initiative, activity, or grant was evaluated against the clear development objectives and expected outcomes. ▪ Priority level on GoG policy agenda. GoG produced several strategic and policy documents (Georgia 2020), signed the European Union - Georgia Association Agreement (EU-Georgia AA), and produced annual action plans that tangibly demonstrated the government’s commitment to certain policy frameworks. G4G prioritized key reforms that aligned with these strategic policy frameworks. For instance, G4G supported GoG in implementation of trade policy reforms under the Deep and Comprehensive Free Trade Area (DCFTA) of the EU-Georgia AA. ▪ Stakeholder commitment. While many reforms were acknowledged as priorities by GoG, G4G prioritized those reforms that government, private sector, and/or civil society leaders were committed to move forward and implement changes. ▪ Potential impact of the reform. With limited resources, G4G focused its efforts in areas that demonstrated a clear potential for a high return on investment. ▪ Level of engagement of other organizations. G4G was not the only project focused on high priority reforms in Georgia. Given that other donor organizations are active in the Georgia policy environment, G4G assessed the contribution and role of these donors and looked for opportunities to engage with them in implementing select reforms. G4G also looked for policy reforms in which G4G could complement or find synergies with the efforts of other organizations. ▪ G4G capacity to make an impact. In reviewing opportunities to engage, G4G assessed not only the potential level of impact of successful reform, but also the “value adds” that G4G could bring to that reform with available resources. THE G4G REFORM PROCESS Each year, G4G identified priority reforms based on close consultation with USAID, the GoG, and private sector stakeholders. G4G then developed action plans based on the maturity level of each reform. More mature reforms—like those extending from the historical support from the USAID Economic Prosperity Initiative (EPI) or Hydro-power and Energy Planning (HPEP) projects—focused activities on targeted
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 19 technical assistance and capacity building to support progress. Reforms that were at the initial reform phase required early-stage and ramp-up assistance, including stakeholder mapping, initial awareness building, and identifying potential “leverage points” where G4G could maximize its impact. Figure 3 summarizes the reform maturity levels and illustrates some of the tools G4G brought to bear in addressing them.
Figure 3: The G4G Reform Process
1.2. INNOVATIVE APPROACHES Throughout its duration, G4G implemented innovative methods for technical assistance for the reform activities. These included: Reform Progress Tracking System (ReforMeter). ReforMeter is an innovative and interactive platform for reform analytics. ReforMeter informs the general public on how the GoG’s new reform efforts have progressed against their intended objectives. The assessment is based on three components: government survey, stakeholder survey, and objective data (reform outcomes). ReforMeter’s overall goal is to generate analyses of reform progress to support policy-making and PPD and thereby promote informed debate about reform priorities and policy decisions, improve accountability, and help build trust between the government, the private sector, and the general public. ReforMeter results are published online and are available through mobile applications (https://reformeter.iset-pi.ge/en). PPD Quality Tracking System. The PPD Quality Tracking System is an innovative solution that promotes a better enabling environment in which legal and regulatory reforms are fairly and transparently conceived and implemented by the Institute for Development of Freedom of Information (IDFI). The PPD Quality Tracking System aims to assess the extent and quality of inclusive consultations during the policy-making process, primarily for economic policy development. It aims to assess the actual involvement of various stakeholders in the policy-making process alongside other efforts to evaluate existing PPD mechanisms in Georgia and identifying whether the existing PPD mechanisms were spontaneous or part of a pre- established formal strategy. Evaluation is based on four phases of policy development: policy design and development, legislation drafting, regulatory impact assessment (RIA), and circulation and public comments. Behavioral Insights (BI). BI is a modern approach to policy development that utilizes analytics of human behavior. Data gathered from surveys, research, and existing databases are analyzed, and the findings provide the beneficiary with an understanding of how members of society or consumers behave or respond to phenomena; characteristics (e.g., demographics, social/economic status) are also taken into account.
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G4G introduced the Revenue Service (RS) to the BI methodology to improve tax compliance. G4G helped the RS design a pilot project utilizing BI to understand different determinants of compliance and apply these insights to positively affect taxpayer attitudes and voluntary compliance. Blockchain. Blockchain is a digital and distributed ledger of transactions, recorded and replicated in real- time across a network of computers or “nodes.” A key benefit of this structure is that there is no need for a central authority to approve transactions, which is why a blockchain solution is sometimes referred to as operating in a “trustless” environment. Blockchain is also considered as a highly-secure technology. G4G designed a blockchain proof-of-concept (PoC) prototype to provide Georgia’s wholesale electricity market stakeholders with a tangible demonstration of how a blockchain platform can facilitate settlement operations in a day-ahead power market. G4G used a unique approach and methodology to derive an ideal solution for a blockchain application to the Georgian power market. G4G also facilitated the establishment of the first blockchain consortium in the Georgian energy sector. Public and private entities have agreed to maintain the PoC and signed a Memorandum of Understanding (MoU) to take the project to the pilot stage. Trade Facilitation System (TFS). TFS is an electronic system that harmonizes the flow of information among key participants in the trade, logistics, shipping and transport sectors. It enables traders, customs brokers, freight forwarders, shipping lines, and other international trade participants to submit and retrieve information electronically, thereby eliminating repetitive procedures and reducing time and costs. TFS became available to the GoG and the private sector in 2017. G4G as well as the previous USAID EPI program contributed to TFS’ development and implementation. Tax Payment Simplification. In December 2015, after five years of work by the GoG with USAID support, the RS launched a new tax payment simplification system, which eliminated the challenge of using 125 treasury codes by reducing them to a single code. Under the new and modernized system, taxpayers experience a simplified tax payment and refund process. The previous system was burdensome due to complications with taxpayers having to manually enter codes, which often led to mistakes and resulted in increased costs and additional processing time. This reform is estimated to save GEL 500,000 for taxpayers and 11,200 hours of manual labor for RS staff members. Water Evaluation and Planning (WEAP). WEAP is a new comprehensive decision-making tool that helps policymakers evaluate different management scenarios within a river basin and make informed decisions on water management. G4G assessed future freshwater availability in the Tedzami and Aragvi river basins, developed water allocation scenarios for irrigation, tourism, hydropower generation, and agriculture, provided training to the GoG and other stakeholders, and supported the institutionalization of the WEAP tool. As a result, policymakers and practitioners in Georgia recognize WEAP as a proven WRM planning tool. Moreover, stakeholders reported positive reactions to WEAP, particularly the support it provides for building consensus between different water users around sustainable WRM. Parallel Market Software (PLMS). PLMS is an analytical tool that tests and analyzes the day-ahead market model in parallel to the existing trading mechanism. G4G developed PLMS for the GoG in 2019. PLMS is designed to align with the specificities of the Georgian electricity system and allows for testing of virtually unlimited market design scenarios through real-time simulation of trade between market participants without financial obligations. This is the first time a tool that tests the readiness of future market participants in the day-ahead electricity trade market has been deployed in Georgia. It also allows for the identification of capacity gaps. The software supports the creation of an optimal future trading mechanism for Georgia, based on simulated trade results. Long-range Energy Alternatives Planning System (LEAP). LEAP is a widely-used software tool for energy policy analysis and climate change mitigation assessment. LEAP is a transparent and user-friendly tool for energy and climate mitigation planning that has been adopted by thousands of organizations in nearly 190 countries worldwide, including government agencies, academic institutions, nonprofits, consulting companies, and energy utilities. G4G used LEAP to produce long-term electricity demand projections and provided the tool to the GoG to better plan energy demand. Wien Automatic System Planning (WASP) Package. WASP allows its users to find an optimal expansion plan for a power generation system over a long period. G4G produced electricity production scenarios in WASP IV in collaboration with the GoG and provided on-the-job training to sector stakeholders. By providing these analytical tools, G4G enabled the GoG to make informed decisions that take into account multiple variables, test various assumptions, and ensure decisions are optimized. Communications. Based on the structure of the Georgian social media environment, G4G leveraged Facebook as the primary tool for external communications and applied innovative approaches in social media. G4G personalized its messages by quoting and picturing partners and beneficiaries from the GoG and the private sector. G4G developed several success stories featuring personal development stories that were made possible thanks to the policy reforms supported by G4G. Communication through storytelling (in USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 21 the form of pictures and quotes, short videos, or articles published through social media) proved to be more effective in communicating to target stakeholders rather than basic reporting. G4G conducted a multimedia contest, “Reform in Prism,” aimed at increasing public awareness and participation in the reform-making process while promoting the development of social and visual journalism. The contest also aimed to increase G4G’s social media outreach. Additionally, G4G continued to share important documents, event information, grant information, and other relevant information. At the end of the project, G4G’s Facebook page gained more than 6,300 followers without any “boosting” or sponsored posts. Other significant communication activities included the publication of quarterly newsletters and press releases, as well as the posting of G4G Public Files using a free website hosted by Google Sites to share project technical reports and press releases. G4G Public Files was created and managed by G4G’s staff.
1.3. PROJECT HIGHLIGHTS
Throughout the project’s implementation, G4G achieved numerous significant results across all of its domains, such as advancing policy reforms, promoting constructive dialogue and building the GoG’s and CSO’s capacity on economic reforms. The projects’ most notable successes are summarized below. GoG adopted a new corporate income tax (CIT). Since 2015, G4G supported the GoG in designing, shaping, and implementing the CIT reform in order to stimulate economic growth. Prior to the reform, businesses were taxed on profits before distribution. Under the new system, only profits that are not reinvested are taxed. G4G organized PPDs and training, conducted a RIA, and provided technical assistance to GoG, in order to enable a smooth transition to the new system, that became effective in January 2017. The new CIT model has been well received by the business community. “We were able to reinvest 20% more than we could before. As a result, our 2017 sales increased by 60%, followed by 100% growth in 2018,” said Working process at CIT beneficiary company Chirifruit Sophie Jikia, Founder of Chirifruit Ltd.
G4G stimulated insolvency reform. G4G contributed to the insolvency reform by assessing the insolvency system, providing recommendations to address challenges within the system, and strengthening the private sector by creating a pool of insolvency professionals. These professionals contributed to the development of new insolvency legislation and created an association, the Business Rehabilitation and Insolvency Practitioner’s Association (BRIPA) that will play a key role in insolvency reform implementation.
BRIPA launch event (2018)
In 2020, RIA becomes mandatory. G4G played a critical role in RIA awareness raising and institutionalization. While conducting RIAs on specific policy reforms, G4G also built the capacity of the GoG, CSOs and other stakeholders in RIA implementation and developed RIA national framework. In April 2019, Parliament approved legal amendments making RIA obligatory for selected legislation starting from January 2020. “The most important parts of RIA are transparency and publicity,” said a RIA expert from the International School of Economics at Tbilisi State University Policy Institute (ISET- PI). PPD on RIA (2017)
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G4G supported sustainable use of water resources. G4G actively assisted the GoG to improve the policy and legal and regulatory framework on water resource management. G4G contributed to the development of draft law on water resource management, introducing the river basin approach. The law is expected to be adopted by the end of 2019. G4G built the capacity of relevant GoG agencies to make informed decisions for effective and sustainable water allocation among different water-users using WEAP tool. G4G developed water allocation scenarios for the Aragvi river basin and a water allocation plan for the Tedzami river basin using the WEAP tool. Five hydrological stations on the Aragvi river basin were installed for obtaining reliable water-related data. “The development of a water allocation plan is a pioneer project Environmental flow testing (2017) for Georgia. By introducing river basin management and using WEAP, Georgia will overcome water resource management issues,” said Giorgi Dzamukashvili from the National Coordinator of Global Water Partnership Georgia.
Education program for state procurement established. G4G supported the State Procurement Agency (SPA) to address the low participation of businesses in the state procurement by regional outreach activities and the introduction of state procurement educational programs. These activities created a pool of trainers in select regions offering training solutions for local businesses. New Vision University, supported by G4G, introduced undergraduate and graduate curriculums in state procurement. Thirty-five certified procurement professionals graduated from the newly established program.
State Procurement Regional Training Certificate Award
(2019) Authorized Economic Operator (AEO) program launched in September 2019. G4G worked with the RS and private sector stakeholders to design and implement the AEO program. By acquiring the AEO status, companies involved in international trade benefit from simplified customs procedures. AEO implementation is also required under the EU-Georgia AA and serves trade facilitation purposes. G4G supported the RS in the development of a relevant legal framework and operational manuals. With the adoption of the new Customs Code in July 2019, AEO was enacted.
G4G visit to Poti Port (2016) Law developed for a sustainable tourism sector. With G4G support, the draft Law on Tourism was developed. The legal framework, designed according to international best practices, will introduce a basis for improving the safety and quality of tourism- related services to attract higher-spending tourists. The law is expected to be adopted by Parliament by the end of 2019. G4G worked closely with the Georgian National Tourism Administration (GNTA), Parliament, CSOs, and the private sector to gain consensus on the new law.
Aragvi River rafting (2017)
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Innovation Strategy developed. G4G supported the Ministry of Economy and Sustainable Development (MoESD) and Georgia’s Innovation and Technology Agency (GITA) to develop the Georgian Innovation Strategy 2025 and Action Plan. The strategy focuses on creating targeted incentives and assets tailored to the needs of tradable industries that are sizeable enough to have an impact on the economy and be competitive in global markets. The document outlines how to stimulate the adoption of technologies by the private and public sectors and improve the environment for private sector-driven innovation and foreign direct investment. GoG’s approval of the strategy is planned for late 2019. G4G Innovation summit (2017) Investment Funds Law prepared. G4G played a catalyst role in capital market reform by contributing to the development of GoG’s Capital Market Reform Strategy and Action Plan and helping the government in its implementation. G4G facilitated the creation of a capital market working group consisting of the National Bank of Georgia (NBG), the Investor’s Council, and private sector stakeholders to draft the new Investment Funds Law. The law introduces global best practices that are set to create a favorable investment climate in Georgia for the development of large institutional investors with sizable foreign participation. The law is scheduled to be brought before Parliament by the end of 2019. Investment Funds Law PPD (2019) PPD platform in Parliament contributes to better policymaking. G4G established a business-parliament dialogue platform within Parliament to inform and educate the Members of Parliament (MPs) on economic policy reforms and facilitate dialogue between legislators and reform stakeholders. G4G facilitated a structured and constructive dialogue on land registration, RIA, insolvency, transport and logistics, pension reform, WRM, energy policy reform, and e-commerce. Under the business-parliament dialogue platform, nine PPDs were conducted with the participation of 41 MPs from nine committees and 11 factions. Business Parliament PPD (2018) Platform established for considering private sector concerns in major trade issues. In 2016, with G4G’s support, the MoESD established the Trade Advisory Group (TAG) in order to engage the private sector in trade policy discussions. TAG effectuates the timely delivery of information to the private sector on trade policy and identifies problems in the implementation of major GoG trade initiatives. TAG unites 24 business associations and includes a chair, a vice-chair, ex-officio members, and a secretariat composed of MoESD staff. G4G provided analytical support and prepared policy papers to help inform TAG’s decision-making.
TAG PPD (2018)
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An innovative platform for reform tracking. G4G designed ReforMeter to inform the public on the progress of GoG reform efforts against intended objectives. ReforMeter generates analyses of reform progress in order to promote informed debate about reform priorities and policy decisions, improve accountability and build trust between the GoG, the private sector, and the general public. The evaluation process is overseen by a steering committee consisting of high-level representatives from the public and private sectors. Under ReforMeter, the following six reform areas were evaluated: small and medium enterprise (SME)/innovation development, agricultural development, capital market development, pension ReforMeter launch event (2016) reform, vocational education and training (VET) reform, and tourism development. G4G conducted 13 PPDs on economic reforms and three regional events in Kutaisi, Batumi, and Telavi. Approximately 225 stakeholders participated in ReforMeter events.
PPD quality improved by the new tracking method. G4G created the PPD Quality Tracking Mechanism, a new tracking method that reinforces the culture of inclusive, participatory, and collaborative policy-making. The mechanism evaluates the PPD based on policy design and development, legislation drafting, RIA and circulation, and public comments. Through this new tracking mechanism, G4G evaluated 50 draft laws, organized 12 PPD events, and engaged with more than 200 stakeholders across the GoG and the private sector.
PPD Quality Tracking Mechanism final event (2019) Energy market players now speak with a united voice. G4G collaborated with the GoG and private sector players on energy reform initiatives, including ETM. In 2017, with G4G’s support, the Georgian Renewable Energy Development Association (GREDA) was established. Since its inception, GREDA has taken the lead on blockchain adoption for electricity trading, advocated for the development of clean energy resources in Georgia, and worked closely with the GoG to integrate private sector recommendations into energy laws and regulations. GREDA unites 15 organizations operating in the energy sector.
GREDA launch event (2017) A coalition of associations took the lead in policy areas. G4G established the Economic Policy Advocacy Coalition (EPAC) on September 15, 2015, in association with 33 business associations, chambers of commerce, and think tanks. EPAC now unites 70 organizations and represents the interests of more than 10,000 businesses. G4G created a coordination center and strategic council in order to prepare EPAC to continue to operate beyond the G4G’s tenure. EPAC has proven to be a catalyst by strategically engaging with the GoG to initiate and improve the policy reforms through unified and collaborative engagements.
EPAC launch event (2015)
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Developing the actuary profession in Georgia. G4G partnered with the Association of Actuaries and Financial Analysts (AAFA) to introduce a professional orientation and foundation training program for aspiring Certified Actuarial Analysts (CAA). Thirty aspiring actuarial analysts were trained and prepared for the first three CAA Global certification exams. Seventeen of 30 trainees passed all three exams. The project also entailed strengthening of AAFA and supplying the local financial industry with much-needed risk analyst/management professionals. The success of the access to finance reform relies on comprehensive risk analysis and management systems, which require actuarial talent. CAA program final event (2019)
Journalists learned how to better report on policy reforms. G4G created a network of 20 economic journalists from the following media outlets: Georgian National Broadcaster, Rustavi 2, Imedi, Maestro, Tabula, Liberali, IPN, BPN, GHN, Commersant, Messenger, Georgia Today, and Financial. Through this activity G4G built their capacity to accurately report on economic reforms and policy issues so that the general public can gain a good understanding. G4G delivered several information seminars, training sessions, and practical field study tours and masterclasses to provide journalists with the appropriate knowledge of G4G priority reforms and facilitate their involvement in Ana Tskhovrebova, Maestro TV journalist, PPD. talking with Deputy Minister of Finance (2019)
Women took strides after G4G activities. G4G conducted a series of activities to empower women to take an active role across public, private, and civil society sectors in Georgia. G4G implemented three grant programs in Tbilisi and other regions to provide women entrepreneurs with the skills necessary to build businesses and participate in public policy advocacy. The majority of participants utilized the new skills to expand their businesses, apply for and receive grant funding, or start a business. G4G also established an annual women’s conference “Women’s Role in Economic Growth and Policy Development.” During G4G’s lifespan, the conference connected more than 1,570 women from all sectors in Georgia. Women Leaders winners of G4G Annual Women Conference (2017)
Youth debate stimulated youth interest in economic policy issues. G4G established a first-of-its-kind debate competition where 50 participants acquired practical debate skills, enhanced their knowledge on key, ongoing economic reforms, and competed against each other in teams. The debate “Super Finals” were held at Parliament. The reform areas debated throughout the project included foreign ownership of land, WRM, building codes, transport, and food safety. The project received extensive media coverage. “The Youth Debate on Economic Reforms was a project that changed the life of each participant at a critical stage of their careers. This project allowed participants to learn about important reforms in Georgia and to become Youth debate participants at the Presidential Palace citizens with opinions important for the country’s development,” (2018) stated Giorgi Tkhelidze, one of the winners of the Youth Debate on Economic Reforms.
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G4G’s internship program prepared youth for future opportunities. Youth unemployment is much higher than the overall unemployment rate in Georgia. To address this national challenge at the project level, G4G created an internship program to give students marketable skills while contributing to G4G’s reform activities. In addition to G4G’s internship program, G4G promoted the concept of internship programs among EPAC members and partner organizations. Forty-three students completed internships at other organizations, and 16 were employed full-time. Since its inception, G4G hired 131 students, 71 out of whom gained permanent employment after their internship tenures. Maia Bitsadze, former G4G intern now working at Savvy Consulting (2019)
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1.4. PPD SUCCESSES AND LESSONS LEARNED When G4G began its activities, PPD in the policymaking process was spontaneous and ad hoc in nature. There was neither a legal requirement for public consultations before adopting legislation nor any established PPD practices. The few existing thematic dialogue platforms functioned in a fragmented way and the private sector or civil society engagement depended on the goodwill of the leadership of the relevant public institution. After analyzing the existing PPD practices and identifying collaborative governance gaps, G4G designed targeted interventions to improve the culture for constructive dialogue, raise awareness on the advantages of policymaking through a consultative process, and showcase PPD successes. G4G supported the creation of a PPD infrastructure consisting of three key components: (1) Permanent dialogue platforms, (2) evidence-based analyses, and (3) PPD monitoring and evaluation systems. G4G supported the establishment and collaborated with several dialogue platforms. TAG was established as a formal PPD platform under the MoESD in order to engage the private sector in free trade negotiations as well as to facilitate the effective utilization of the existing free trade agreements. In collaboration with the Business and Economic Center (BEC), G4G established a Parliamentary PPD Platform to inform and educate the MPs on select policy reforms supported by G4G and to facilitate a dialogue between legislators and other stakeholders on those reforms. G4G facilitated the establishment of EPAC which unites more than 70 business associations, chambers of commerce, and think tanks to advocate for business enabling policy and regulatory reforms. G4G created a network of economic journalists that soon evolved into a permanent journalist platform and continues to serve as an effective forum for the GoG and media to discuss issues so that journalists have a good understanding of sometimes very complex policies and regulations and can report accordingly. The key success factor for building a workable PPD infrastructure was the consultation process that is based on analytics and evidence. G4G produced RIAs on all policy reforms supported by the project, as well as policy briefs for the parliamentary PPD Platform and policy papers and RIAs on trade issues for TAG discussions. As a result, dialogue between the public and private sectors was informed and evidence- based. Thus, along with the permanent platforms, G4G enhanced a culture of evidence-based analysis and built new analytical capacity within the GoG and civil society. As part of the third core pillar of PPD infrastructure, G4G launched two projects: the Public-Private Dialogue Quality Tracking Mechanism and the ReforMeter to assess Georgia’s PPD process and reform progress, respectively. More specifically, the Public-Private Dialogue Quality Tracking Mechanism evaluates the breadth and depth of PPD for select laws or regulations, while the ReforMeter scores the progress of individual reforms and provides a tool to inform both public dialogue and policymaking. G4G managed to lay a solid foundation for a well-functioning PPD environment. The PPD Quality Tracking System has shown significant improvement since it was first implemented. The majority of laws are now designed through a consultative process, and new policies are usually backed by some form of analysis, if not by RIA. Recently, Parliament adopted the legislation to institutionalize RIA. Beginning in 2020, RIA will become mandatory for select legislation. The main weakness remaining in the PPD process is the lack of consultation at the policy concept development stage. Government institutions are still hesitant to share new policies until they are shaped into legal act. RIA capacity, as well as the general analytical capacity within public institutions, remain weak and require further technical assistance. Additionally, PPD is not in practice across the different ministries and still depends on political will. Efforts are required to reinforce the newly established way of conducting open-door policymaking.
PROJECT BY REFORM 2.1. OVERALL INSTITUTIONALIZED FRAMEWORK FOR PUBLIC CONSULTATION Before G4G’s intervention, PPD in Georgia existed as an informal process and occurred on an ad-hoc basis. There was no legal foundation or structure for PPD. Legislation was frequently developed with limited or no consultations with relevant experts and businesses. A lack of trust between the public and private sectors, limited experience and will of the Government, and a business sector with scarce resources for advocacy were the key challenges when G4G began promoting a culture of collaborative governance.
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2.1.1. SUPPORT PUBLIC-PRIVATE DIALOGUE At the beginning, G4G conducted the Assessment on Collaborative Governance Gaps. The study diagnosed challenges and revealed distrust between public and private sector actors, resulting in limited responsiveness of public sector institutions to the requests of the private sector. Considering the results of the assessment, G4G initiated dialogue platforms and began creating the infrastructure to strengthen PPD. To overcome the ad-hoc nature of PPD, G4G initiated permanent PPD platforms including TAG, the Business-Parliament PPD Platform, EPAC, and Journalists Dialogue, where the project tracked Government policies and engaged stakeholders to participate in collaborative consultations. TAG. TAG was established in 2016 by the request of MoESD to support economic and trade policy decision making, effectuate the timely delivery of information to the private sector on trade policy initiatives and/or opportunities, identify problems in the trade sector, search for solutions, analyze trade opportunities, and involve the public and private sectors in Georgian trade policy. TAG unites 24 business associations, has a chair, a vice-chair, ex-officio members, and a secretariat comprised of MoESD staff. G4G, in collaboration with the MoESD: • Developed TAG’s governing structure consistent with internationally recognized best practices in consultative trade platforms • Organized six TAG meetings on significant trade policy issues • Developed policy papers on non-tariff barriers that restrict Georgian products' (e.g. wine, lemonade, cables) trade potential on the Turkish market and DCFTA policy papers on New Approach Directives (NADs) to evaluate the influence of harmonization of Electromagnetic Compatibility (EMC) and Low Voltage (LV) Directives on the Georgian market. Business-Parliament PPD Platform. The Business-Parliament PPD Platform was established under G4G’s grant activity by BEC to facilitate legislative dialogue on economic issues between the business community and the Parliament of Georgia. The G4G selected policy reforms from its portfolio that were addressed using the platform, including: Land registration, RIA, insolvency, transport and logistics, pension reform, WRM, energy policy, and e-commerce. For each policy reform area, BEC identified MPs interested in select policy reform areas, conducted stakeholder mapping, prepared research papers for MPs on targeted policy issues; and arranged stakeholder and expert workshops to identify and agree on challenges, policy recommendations, and legislative solutions. Under the Business-Parliament PPD Platform: • G4G organized nine PPDs • Overall, 41 MPs from nine committees and 11 factions and 45 parliamentary staff gained insight on select policy areas through brief policy papers and PPDs. Journalists Dialogue. G4G issued a grant for conducting an “Assessment on Constraints Journalists Face in Covering Economic Reforms” and designed a comprehensive program to improve economic reporting on G4G target areas. G4G convened a working group of 20 economic journalists from several media outlets, including Georgian National Broadcaster, Rustavi 2, Imedi, TV1, Maestro, Tabula, Liberali, Commersant, Messenger, Georgia Today, and Financial. G4G provided the journalists with a comprehensive overview of economic reforms and economic policy issues through information seminars, field study tours, and master classes. The activities provided the journalists with practical knowledge of G4G target reforms and facilitated their involvement in PPD. G4G engaged in the following activities to increase journalists’ awareness of G4G target reforms throughout the project’s duration: • Hosted 11 “Coffee and Conversation” events • Organized 12 offsite media tours • Led 11 training events • Trained 651 journalists • Trained 53 journalists and 76 representatives of CSOs from Tbilisi, Kutaisi, Batumi, Marneuli, Gori, Telavi, and Akhalkhalaki under the “DCFTA Awareness Raising for Journalists and Civil Society Organizations” program.
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EPAC. G4G established EPAC on September 15, 2015, with 33 business associations, chambers of commerce, and think tanks. EPAC now unites 70 organizations and represents the interests of more than 10,000 businesses. EPAC is a strong voice for public policy and business reforms, as well as a strong partner for GoG and other stakeholders. G4G acted as EPAC’s coordinator and communications partner, helping the coalition strategically position itself as a catalyst for change on 14 priority reform areas. Since its inception, EPAC has realized several victories, including improving the policies of the Land Registration Law. EPAC also serves as a key partner with the SPA, MoESD, and the Competition Agency. Through a series of PPDs and joint recommendation letters to the GoG about the procurement system’s two- stage tender, ensuring the right balance between quality and price, was introduced. EPAC was able to stop a faulty land registration reform and advocated for a more comprehensive law that was eventually approved by Parliament. Currently, EPAC is advocating for labor safety and antidumping laws while introducing the shared perspectives of the private sector to GoG. G4G supported the development of internship programs among EPAC members to stimulate youth employment in the private sector and business associations, thereby galvanizing additional human resources to fulfill private sector needs. At the end of internship period, EPAC members offered full-time employment to program alumni. The internship program became popular with business associations. Overall, 42 interns completed internships with EPAC members, and 10 of those interns received full-time job offers. After positioning EPAC as a leading actor in policy reform advocacy, its members nominated and approved five organizations of the Strategic Council of the coalition that will be responsible for the further implementation of its activities. The members of the Strategic Council include the European Business Association (EBA), the Georgian Distribution Business Association (GDBA), Free Market Advocacy (Frema), the Georgian Tourism Association (GTA), and the Institutional Capacity Development Center (ICDC). ICDC will lead EPAC coordination activity. With G4G’s support, EPAC: • Prepared eight joint letters to GoG officials • Conducted 10 member-to-member training events and round tables with EU experts • Hired 42 interns, 10 of whom were subsequently hired by EPAC member organizations in cooperation with G4G’s internship program • Collaborated with the European Eastern Partnership Initiative on economic policy issues • Created a working group on labor safety reform and provided feedback to GoG • Participated in dialogue with the GoG on the development of the tourism sector • Advocated to stop faulty land registration reform and drafted a petition resulting in Parliament halting the reform’s progress for further review • Drafted comments on the Law on State Procurement, resulting in modifications to the Law • Raised awareness on competition policy among over 200 SMEs • Initiated a discussion with the GoG to further review a proposed anti-dumping law • Advocated to improve trademark protection policy • Advocated for better regulations for the real estate brokers • Held discussions with the GoG and MPs on RIA • Advocated for a new insolvency system • Delivered a joint letter to Parliament on constitutional amendments of Article 94 and changes to the foreign land ownership policy • Shared experiences on coalition-building with CSOs and government representatives from six Eastern Partnership countries at conferences in Kiev, Ukraine, and Erevan, Armenia • Raised awareness on the new CIT model among its members. Georgian Reform Progress Tracking System - ReforMeter. G4G designed ReforMeter to inform the public on the progress of GoG reform efforts against their intended objectives. The project’s overall goal is to generate analyses of reform progress to support policy-making and PPD and thereby promote informed debate about reform priorities and policy decisions, improve accountability, and help build trust between the
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GoG, the private sector, and general public. ReforMeter has been implemented by ISET-PI. An evaluation process is being overseen by its steering committee, consisting of high-profile representatives from the public and private sectors. ISET-PI under ReforMeter: • Evaluated six reform areas: SMEs/innovation development, agricultural development, capital market development, pension reform, VET and tourism development • Conducted 13 PPDs and three regional events (i.e., Kutaisi, Batumi, and Telavi) on economic reform with the participation of 225 stakeholders. PPD Quality Tracking Mechanism. G4G in collaboration IDFI designed a system to promote an inclusive, participative, and collaborative policy-making process. The mechanism aims to track the progress of government reforms to assess the extent and quality of participation in policy-making and development of legislation. The evaluation of the quality of PPD is based on four phases of policy development: Policy design and development, legislation drafting, RIA and circulation, and public comments. IDFI under PPD Quality Tracking Mechanism: • Evaluated up to 50 draft laws in terms of extent and quality of PPD • Organized 12 PPD events in Tbilisi and other regions • Trained 200 public servants and representatives of the private sector on PPD, its stages, and best practices. PPDs. In the absence of direct legal obligation for inclusive consultations during the policy-making process, G4G organized several PPD events to set policy priorities and improve legislative proposals. G4G emphasized the positive impact of consultations during all phases of policy development, facilitated discussions between the public sector and civil society, and built stakeholders capacity to effectively engage in policy dialogue. In total, G4G: • Conducted 196 PPD events • Engaged 8,060 participants at the PPD events. SUSTAINABILITY G4G achieved a significant milestone by establishing a results-oriented, balanced, and effective dialogue culture for a participative legislative process. TAG. TAG was established by Ministerial Decree in 2015, under the leadership of MoESD. Currently, TAG is a fully-functioning platform with a tailor-made governing structure, comprised of 24 business associations. G4G built the capacity of TAG and its secretariat (composed of MoESD staff) to ensure it continues to operate beyond the completion of the G4G project. Also, under DCFTA, the EU requires Georgia to have an operational PPD platform. Parliamentary PPD Platform. BEC has formed strong working relationships with all parliamentary committees and positioned itself as an unbiased and independent partner. On several occasions, BEC organized PPD events outside the G4G agenda. After G4G’s completion, BEC will be able to sustain the PPD platform in Parliament; however, it may require further support to conduct evidence-based analysis. PPD Quality Tracking and ReforMeter. The PPD Quality Tracking Mechanism and ReforMeter proved to be successful and have the potential to become sustainable. The positive response from stakeholders and GoG officials demonstrated high-demand for ReforMeter, which has received additional funding from the US Embassy and the Administration of the President of Georgia. ISET-PI has a proven track record of generating, operating, and maintaining monitoring systems of different economic and social development dimensions in the country, including the Khachapuri Index, the Business Confidence Index, and the Consumer Confidence Index. EPAC. G4G was the main driver during EPAC’s first four years in operation. EPAC proved to be a viable organization and it is now recognizable, maintains a good reputation, and has a substantial membership base. According to international best practices, the G4G team created a sustainable governance model for EPAC with two informal, complementary entities: the Strategic Council to fulfill EPAC’s mission, goals, and objectives, and the Coordination Center to manage ongoing, day-to-day activities.
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CHALLENGES While G4G’s support has been instrumental in introducing best practices and measures to strengthen national PPD, the quality and impact of PPD has not been consistent. In fact, PPD quality has varied by sector, stakeholder, or reform. Individuals willing to participate in PPD tend to lack the capacity to engage in meaningful, effective dialogue. Some GoG institutions still lack the capacity to bring the appropriate level of private sector interest and engagement to the policymaking process. Despite this challenge, cooperation between the public sector, the private sector, and civil society actors has dramatically improved. Although G4G designed PPD monitoring instruments, PPD is not actively tracked by GoG, and the capacity to monitor and improve PPD performance is very low. The G4G team observed that the level of civil society engagement could be problematic at the initial stages of policy formulation. REMAINING ACTIONS • Establish a legal requirement for PPD • Advocate for initiating PPD at an earlier stage in the policy cycle, such as engaging the private sector and civil society in discussions with GoG about reforms before the formal legislative process • Disseminate successful PPD practices to expand the policy dialogue not just across stakeholder types, but also across regions to include stakeholders whose voices are less frequently heard • Assist TAG with data collection and analysis so that it can continue to be a sound platform for the private sector to raise issues and solve the most pressing trade barriers at a strategic level • Support EPAC’s efforts to operate independently and remain a leader in economic policy advocacy. 2.2. WOMEN’S EMPOWERMENT According to the USAID’s Gender Equality and Women’s Empowerment Policy, gender equality and female empowerment are core development objectives, fundamental to the fulfillment of human rights and a key to effective and sustainable development outcomes. Gender equality and women’s role in society recently became topics of active discussion in Georgia; however, the low representation of women in decision- making positions, including the executive and legislative bodies, clearly demonstrates the severity of gender inequality. To address these challenges, Georgia also needs to empower more women in business and social life. The economic contributions of women are vital for the sustainable development of transitional countries. Increasing the number of advocacy and awareness initiatives that provide opportunities for women to contribute to their own economic empowerment will help change Georgia’s traditional norms around the role of women in society. 2.2.1. EMPOWER AND ENGAGE WOMEN IN THE NATIONAL PUBLIC-PRIVATE DIALOGUE G4G implemented three grant programs and various capacity-building activities in Tbilisi and other regions to empower women to become economic policy advocates and leaders in their sectors and communities. Since G4G’s inception, a total of 2,889 women have participated in advocacy and skillset training and outreach activities. Since G4G’s inception, G4G has organized and hosted the annual “Women’s Role in Economic Growth and Policy Development” conference to raise awareness about the crucial role of women in achieving social and economic prosperity. The conference included a market exhibition in which participants showcased their products and services. Additionally, each year EPAC selected and awarded the most successful women leaders from business, government, and civil society. The following activities were accomplished: • As part of three women’s empowerment grant programs, 126 women from 18 municipalities participated in capacity-building activities. Five participants started their own businesses upon completion of the training programs, and another 13 women entrepreneurs received funding for business development. • Two regional organizations, fund Abkhazintercont (AIC) based in Kutaisi and the Economic Games Club based in Gori, increased their capacity to implement complex grant programs. • A total of 24 female students participated in the “Setting the Path for Success for Young Women” seminar organized by G4G in cooperation with the Academy of the Ministry of Finance (MoF). • In coordination with EPAC, 12 women entrepreneurs were trained in Competition Law and its implementation. USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 32
• Over five years women’s annual conferences mobilized 1,574 women and 136 women from Tbilisi and other regions participated in the conference exhibition. • G4G, in cooperation with the Women’s Business Council in Georgia (WBCG) and Tbilisi City Hall, organized an “Access to Finance Conference” attended by 103 women entrepreneurs who discussed new perspectives on developing businesses through government and donor support initiatives. The conference was followed by a two-day coaching session attended by 15 women • G4G, in collaboration with the Academy of the MoF, organized four-day training sessions for 94 women entrepreneurs to help them learn about tax, customs, accounting, financial reporting, crisis and reputation management, working capital management, business plan preparation, leadership, and investment strategies. • G4G, in collaboration with the Peace Corps and the Believe Foundation conducted three cycles of a two-day workshop with 73 female students from Tbilisi and other regions to develop their leadership skills and raise awareness about entrepreneurship, social responsibility, civic activities, personal career goals planning, advocacy, marketing, and organizational development. • G4G, together with WBCG, organized a mentorship session for 33 women entrepreneurs led by Gary Whitehill, a public figure and entrepreneur. • G4G’s Chief of Party, Natalia Beruashvili, met with Christine Lagarde, chairwoman of the International Monetary Fund (IMF), to discuss economic development issues in Georgia. SUSTAINABILITY Active engagement of private sector players, such as the Bank of Georgia and leadership provided by women associations, such as WBCG created a solid foundation for further women empowering activities. Regional partners continue active cooperation with beneficiaries providing individual consultations and training programs. CHALLENGES During the implementation of women’s empowerment activities, the G4G team identified challenges that women face in the regions. Awareness of economic reforms among women remains low. There is a lack of information in the regions about government-supported and donor-supported programs. Also, the lack of basic computer skills among women in Georgia, as well as the lack of Internet access remain problems. In Georgia, only 15% of MPs are women, and only 13.4% of members on local councils are women. To have a real impact, women’s engagement needs to reach at least 30-35% at the decision-making level. Equal participation of women and men in politics is an important condition for effective democracy and good governance. Additionally, a legislative proposal aimed at setting mandatory quotas for women to increase their representation in Parliament and local self-governing bodies was introduced in Georgia. Despite a petition with 37,000 signatures from the public in support of the legislation, the initiative was not passed by Parliament in 2018. REMAINING ACTIONS USAID conducted several successful programs to empower women in Georgia. Progress is evident by the increased engagement among women in economic activities as well as greater representation of women in the GoG and Parliament. However, women in Georgia still face many challenges. The GoG and local governments must continue to work with donor organizations to design policies and programs aimed at empowering women across the government and private sector. 2.3. YOUTH ENGAGEMENT According to WB data, Georgia has grown economically during the past decade; however, the Georgian labor market still faces a structural unemployment problem, and youth unemployment remains a particularly pressing issue. According to WB data, the youth unemployment rate in Georgia was 28.85% in 2017, much higher than the overall unemployment rate in Georgia. On the one hand, businesses are challenged to find skilled young workers, as many university graduates only have theoretical knowledge. There are limited resources for students to gain practical skills. Additionally, the vast majority of employers require work experience. All of these challenges leave students with few opportunities for employment and potential employers without a young workforce
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2.3.1. EMPOWER AND ENGAGE YOUTH IN THE NATIONAL PUBLIC-PRIVATE DIALOGUE Over the five-year G4G project, the G4G team, universities, the GoG, civil society, the donor community, and the private sector, designed and implemented youth capacity development programs focused on advocacy, economic reform, entrepreneurship, innovation, and communication. More than 2,000 youths from Tbilisi and other regions participated in these development programs. During G4G’s tenure, the following was achieved: • 138 youths participated in G4G’s internship program since its inception, with 63 students moving on to full-time employment positions upon completion of the internship program. • Conducted four cycles of the “Georgian and EU Integration” training program, which provided a total of 36 sessions to 84 university students. Three cycles were conducted in Tbilisi, and one cycle was conducted in the Adjara region. The training program was conducted in cooperation with the Academy of the MoF and Caucasus University. • Trained 43 students during two cycles of the “Students Career Public Service” program, which included 12 sessions in Tbilisi presented in cooperation with the Academy of the MoF. • Conducted three “Path to Success” and “10-Rules — How to Start Your Own Business” programs for 87 students in Tbilisi and Batumi in collaboration with the International Association of Students in Economic and Commercial Sciences (AIESEC) and the Academy of the MoF. • Conducted 49 sessions of the “Question and Answer Sessions on Economic Reforms” training program for 113 students in cooperation with Georgian Lawyers for Independent Profession (GLIP), the Georgian Bar Association (GBA), and the Legal Profession Development Center (LPDC). • A total of 50 students from various Georgian universities attended innovation master classes as part of the “Youth Innovation Summit 2016” presented in cooperation with GITA and AIESEC. • More than 246 students participated in workshops and lectures presented by G4G’s international consultants on leadership, communications, business development, and economic reform. • Held four youth energy conferences to engage youth in ongoing energy sector reform. The conferences were attended by a total of 381 students from various Georgian universities. • Designed an innovative, nine-month “Youth Debate on Economic Reforms” grant program that involved three debate parties: the GoG, the private sector, and civil society. A total of 50 students out of 524 applicants were selected to participate in the program, which acquainted students with reforms related to foreign ownership of land, WRM, building codes, transportation, and food safety, while developing their debate skills. • Collaborated with Seedstars Global to organize the annual Seedstars Tbilisi competition as part of Seedstars World, the largest start-up competition in emerging markets. Each year, the 10 best start-ups from Tbilisi were selected by international mentors to pitch in front of the Seedstars Tbilisi’s jury. The winning start-ups presented their projects along with finalists from 75 countries at the Seedstars World Summit in Switzerland for a chance to win a US $500,000 investment. • Hosted regional events for 60 university students from Gori, Kutaisi, and Telavi to increase their awareness of ongoing reforms, as well as acquaint them ReforMeter’s capability as a valuable public policy tracking tool. • Conducted a series of 20 regional “Innovation Day” events for more than 600 students across seven locations in Georgia. These training sessions and make-a-thons provided information to participants about opportunities to build innovative businesses and increased their awareness of innovation, technology development, policy, opportunities, projects, and entrepreneurship. SUSTAINABILITY G4G partner organizations for various youth educational programs have expressed their readiness to continue delivering training to youths on a regular basis. Additionally, ICDC, a G4G grantee, plans to introduce the “Youth Debate on Economic Reforms” grant program to Georgian universities. G4G established and implemented a sustainable internship model that has since been replicated by EPAC members and other stakeholders. A total of 42 students completed internship programs at G4G’s partner organizations, and 10 of those students are currently employed at EPAC member organizations.
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CHALLENGES Youth unemployment remains a key challenge in Georgia due to the lack of training available to create a demand-driven workforce. Identification of the most demanded professions to widely promote among youths may stimulate their career development. Additionally, investing in vocational training and higher education to serve the needs of target industries must remain a high priority. Lack of entrepreneurial skills and practical knowledge among youth remains a challenge especially in the regions of Georgia. There are no extracurricular activities to support entrepreneurial education in schools, colleges, or universities. Developing an internship culture in the private sector will be a step toward advancing youth employment. It is important to acknowledge the importance of internships and their role in students’ career development. Some universities provide academic credit for internships, which also supports the involvement of students in internship programs. Therefore, raising awareness among the private sector about the importance of developing internship programs is essential for the future employability of youth. REMAINING ACTIONS It is necessary for the GoG, the private sector, and donor organizations to develop the skills of the youth workforce, especially in the regions. Collaborating with public, private, and civil society sectors to provide young people with demand-driven, sustainable, and high-quality opportunities will support their entry into the workforce and foster tangible improvements to their local communities. Entrepreneurship can be a powerful tool for youth to become self-employed. Therefore, comprehensive entrepreneurship programs that combine business training with access to financial resources can help youth economic empowerment. Projects that combine business training with access to financial resources and business advisory services have shown to be particularly successful. Encouraging an innovative start-up ecosystem is very important to entrepreneurship development among youth. To develop innovative thinking, young leaders first need to develop 21st century skills, such as creativity, critical thinking, problem solving, teamwork, technology, product design, and programming skills. These skills will help the youth workforce create products that are competitive in the global market. Promotion of science, technology, engineering, and math (STEM) subjects among youth is also vital. These STEM subjects should be promoted at the initial high school stage so that students can make informed decisions about their future professions. There is a need for programs that enhance policy advocacy and leadership skills among younger members of Georgian society. One of the key ways to develop diverse skill sets is through debate. Debating helps students analyze problems, think critically, synthesize arguments, and present these ideas in a cogent and convincing manner. Georgian universities should consider introducing debate programs as they prepare youths to participate in public policy. 2.4. CIVIL SOCIETY STRENGTHENING Business support organizations are critical for the development of a sound business community in Georgia. Such organizations are the voice of businesses and the focal point of PPD, making them key partners for the GoG and other policymakers. Business support organizations provide actionable solutions and policymaking recommendations that prove their credibility as catalysts that bring value to Georgia’s economic development. 2.4.1. BUILD THE CAPACITY OF BUSINESS ASSOCIATIONS As business associations are the key platform for supporting Georgia’s private sector, they are constantly challenged to remain relevant and sustainable to provide quality support to their beneficiaries. G4G supported the advancement of Georgian business associations by creating programs dedicated to building sustainability, the ability to engage in public policy advocacy, and prove their capacity as trusted partners of the GoG and Parliament. G4G conducted the following activities to build the capacity of Georgian business associations and improve their ability to make changes in public policy through effective advocacy: • Helped 16 business associations improve their service development, membership attraction, and business advocacy activities.
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• Prepared a guidebook for new and established business associations that want to implement sustainable business models and provide better support to beneficiaries. • Implemented a “Business Association Development Program” across five business associations to increase their operating capacity in strategic planning, membership, programs and services, governance, sustainability, and advocacy. As a result, each association has a new strategy and service development plan to increase membership. • Supported the establishment of six new sector-focused business associations: BRIPA, GREDA, Independent Valuers Society of Georgia (IVSG), AAFA, and Georgia’s Financial Markets Treasuries Association (GFMTA). SUSTAINABILITY More than 16 sector-focused and general business associations became market leaders and increased their capacity to protect the interests of their members. Through intensive training programs and services, they developed financial sustainability plans, communication plans, advocacy strategies, and classified membership goals, as well as developed professional certification programs to offer to their member and non-member private sector representatives. CHALLENGES Because many business associations in Georgia are small, new, or rely on grants for funding, they struggle to find sustainable business models. Members are not habituated to paying membership dues, and the development of an annual plan is a challenge for many business associations. While membership dues and other temporary resources provide consistent revenue streams, business associations must develop additional revenue sources. Research shows that there is little to no awareness of the activities of business associations among small and medium enterprises. Governance and financial sustainability are more critical in the regions due to the lack of proper understanding of association management. The ability of associations to be the independent voice of the business community is essential to advocate for the interests of members and improve the economic environment. Through these associations, the private sector can express their needs and engage in the transparent policy reform process. Local business associations require additional capacity building. While G4G was able to assist a segment of the business associations, a large number of associations still need to develop their capacity to support their members. REMAINING ACTIONS Good governance at business associations is one of the most important components of sustainable development. The necessary mechanisms that can improve governance can also help an association remain dynamic and enable it to develop and deliver valuable services to members while advocating for their interests. Without good governance, business associations cannot effectively provide services, remain competitive, or serve as voices of the private sector in the policymaking process. To improve business association governance, it is important to provide association staff with development modules on governance, strategic planning, financial management, direct member services, communications, advocacy, and staff management. It is also important to support the establishment of sector-focused business associations in the regions and raise awareness across the private sector about association activities in order to effectively engage the business community in the policymaking process and advocate for the interests of the business community. 2.5. EVIDENCE-BASED POLICYMAKING The policy-making process in Georgia has faced serious shortcomings, and at times, important legislation was adopted by Parliament with no analysis. This resulted in ineffective legislation that was often amended or abolished. G4G provided the GoG with policy analysis instruments, particularly instruments that promote the implementation of RIA and perception surveys. These instruments can help the GoG make better-informed policy decisions. RIA, a key policy analysis instrument, has proven to be an effective policymaking tool; thus, RIA has been integrated into the policy and legislative processes in Georgia and many other countries. 2.5.1. SUPPORT THE GOG IN EVIDENCE-BASED POLICYMAKING Since 2014, G4G increased the capacity of CSOs and civil servants to implement RIAs. While conducting RIAs, G4G also raised RIA awareness among the GoG, CSOs, and other stakeholders and advocated for its
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 36 institutionalization. The G4G team was able to effectively leverage the resources of other donors such as the EU, the United Nations Development Programme (UNDP), and the German Society for International Cooperation (GIZ) in this process. The Office of Parliamentary Secretary under the GoG’s Administration took the lead on RIA institutionalization reform. In April 2019, Parliament approved legal amendments to the Law on Normative Acts that make RIA mandatory for select legislation starting in January 2020. As a result, the GoG is currently working on RIA methodology and the list of laws subject to RIA. G4G conducted the following activities to improve evidence-based analysis: • Implemented RIAs on Crop Insurance Reform, Irrigation Tariff Methodology, Estonian CIT Model Implementation in Georgia, draft WRM Law, ETM, Value-Added Tax (VAT) Reform, and draft Tourism Law, as well as an ex-post RIA on Tax Payment Simplification Reform. • Assisted the MoESD with policy analysis on DCFTA-related reforms, including the EU Directive on Toy Safety, the EU Regulation on Provision of Food Information to Consumers, the EU Directive on Construction Products, the EU EMC Directive, and the EU LVD. • Trained more than 170 CSO representatives and civil servants on RIA implementation methodology. • Helped the MoESD and the Ministry of Education and Science (MoES) implement two pilot RIAs: (a) RIA on Consumers’ Rights Protection Law and (b) RIA on Professional Education Law. During the pilots, G4G’s RIA expert helped civil servants build their RIA implementation capacity. • Provided the GoG with recommendations on the RIA national framework, RIA processes, and the methodology for RIA institutionalization in Georgia. • Conducted several PPDs with GoG officials and business associations to increase their awareness of the importance of RIA and advocate for RIA institutionalization reform. • Implemented the following perception surveys: Business Perception Survey on Policy Reforms; Tax Perception Survey; Survey on Procurement Practices; Baseline Survey for Water Allocation, Energy, and Water Consumption; End-Use Survey in Commercial and Industrial Sectors; and Mining Business Perception Survey. SUSTAINABILITY Parliament approved the Law on RIA Institutionalization. According to the corresponding amendments to the Law on Normative Acts, the GoG plans to develop a list of laws that are subject to mandatory RIA. In some cases, based on the GoG’s discretion, RIA will be required for draft laws that are not on the list. G4G built the RIA implementation capacity of CSOs and the GoG. Several CSOs and ministries can already implement RIAs. G4G was able to generate demand for RIA implementation in the policy domain of Georgia. CHALLENGES For a significant period, the GoG lacked the political will to institutionalize RIA implementation since public institutions envisioned the risk of losing flexibility when adopting laws, and there was a lack of capacity of civil servants to conduct quality RIAs. To overcome these challenges, G4G partnered with other donor-funded projects to advocate for RIA institutionalization, as well as built the GoG’s capacity for RIA implementation. Currently, several donor-funded projects are working to further strengthen the RIA implementation capacity of the GoG and CSOs, but they must coordinate their activities to ensure efficient resource utilization. REMAINING ACTIONS Develop RIA implementation methodology and identify laws/sectors. Based on amendments on RIA institutionalization adopted before January 2020, the GoG will adopt RIA methodology tailored to Georgia’s policymaking process, as well as identify laws and sectors that will be under the policy domain for RIA implementation. Continue capacity development activities for RIA implementation. . G4G and other donors have built the capacity of the GoG and CSOs to implement RIA; however, the policy analysis skills of these entities are insufficient and require technical assistance to train analytical personnel. Implement RIAs on select priority policy reforms. Although RIA will be institutionalized, demand from the GoG will exist to outsource the implementation of RIAs for select policy reforms to think-tanks and donor- funded projects as they have a better capacity to implement RIAs.
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2.6. ENERGY STRATEGY REFORM G4G identified the nonexistence of an energy strategy document as a critical issue that needed to be addressed to properly plan and implement reforms in the energy sector. Without an energy strategy document aligned to Georgia’s energy policy, it will be difficult for the GoG to build a secure, sustainable, competitive, and affordable energy supply because the GoG will not have a complete view of the complex, interconnected problems that exist in the energy sector. By adopting an energy strategy, the MoESD will create a framework to achieve an optimal design for the national energy sector that considers regional requirements and the requirements of the Energy Community Treaty. Although the draft energy strategy was produced with G4G’s support, the MoESD has not yet decided to finalize and adopt it. The draft energy strategy includes the following activities: create a market- based approach, cooperate and integrate with neighboring countries, reinforce cross-border and internal infrastructure, support energy efficiency, promote renewable energy generation, integrate into the grid, and introduce smart technologies. Most of these reforms are interrelated with ETM implementation. 2.6.1. SUPPORT THE GOG TO DRAFT AND ADOPT A COHERENT ENERGY STRATEGY G4G assisted the GoG in drafting an energy strategy through PPDs, the formation of working groups, subsequent working group meetings, analytical capacity building, and the production of analytical work. G4G also initiated an annual Youth Energy Conference in which Georgian university students discussed ongoing reforms, clean energy technology options, and the energy sector’s importance for economic development. Several PPDs initiated and sustained the discussion around the need to develop a comprehensive energy strategy to address the most critical issues facing the energy sector. According to G4G’s recommendation, the GoG created several working groups to draft an energy strategy. The groups consisted of the GoG, the private sector, and CSO representatives, and their discussions focused on electricity, natural gas, oil, energy efficiency, and renewable energy sources (RES). The working groups and G4G’s active support led to the development of a draft energy strategy by the Ministry of Energy (MoE) (formerly, the MoE, but now referred to as the MoESD). Based on consultations and work done during strategy development, the GoG developed a new energy policy that was adopted by Parliament in 2015. The drafting process revealed that the majority of the data required for strategic energy planning and for producing accurate projections was not readily available, leading G4G to conduct several activities and develop analytical reports. G4G assisted the MoESD’s Analytical Department to produce a business-as- usual (BAU) scenario of the Georgia market allocation (MARKAL). By doing this, MoESD will now be able to develop projections on economic growth and its potential impact on energy demand for various types of energy consumers, as well as develop the long-term electricity demand-forecast using LEAP, long-term electricity production model using the WASP IV, and Integration of Analytics in Decision-Making Processes report. The report identifies deficiencies in the current decision-making processes, maps data flow among agencies of the MoESD, and provides recommendations for the integration of existing analytical tools. To ensure the sustainability of its activities, G4G conducted several workshops and training events on the use of analytical tools for all GoG energy sector stakeholders. G4G’s annual Youth Energy Conference brought youth into strategic discussions to increase interest in the energy sector. Following the conference, several participating students created energy-centric courses within their undergraduate and graduate programs. G4G’s comprehensive approach to the energy strategy development process resulted in the following: • Drafted the energy strategy • Adopted the energy policy • Conducted seven PPDs • Engaged private sector actors in PPDs for policy discussions • Conducted nine workshops on strategic energy issues and the use of various analytical tools • Trained 148 individuals on strategic energy issues and the use of various analytical tools • Produced long-term electricity demand forecasts • Created long-term electricity production models
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• Held four youth conferences with 381 participants • Conducted a national survey on commercial and industrial electricity and water usage, which resulted in an effective MARKAL BAU reference scenario. SUSTAINABILITY G4G introduced analytical tools that were installed at the MoESD and the Georgian State Electrosystem (GSE) (i.e., LEAP, WASP IV), as well as provided extensive training on the practical application of the tools. GSE independently developed scenarios in WASP IV. Both tools will be instrumental to energy system planning and will help the MoESD build a structured approach toward energy strategy implementation. While G4G believes the training built enough capacity for the MoESD and GSE to use these tools, these entities must institutionalize analysis and modeling practices and integrate them into the decision-making process. This integration will create permanent top-down demand for qualified staff and push the GoG to invest its resources in capacity building. CHALLENGES The fact that a comprehensive energy strategy document is still not approved illustrates that the GoG lacks sufficient coordination across government entities and support from donor organizations. This is due to insufficient human capacity and the lack of an institutionalized system to gather and analyze data to use in the decision-making process. Also, structural reforms within the GoG forced MoE to fold into the MoESD, and multiple changes in the Cabinet of Ministers elevated existing challenges that hinder the reform process. REMAINING ACTIONS Adoption of an energy strategy and setting a requirement for its periodic renewal. G4G, in collaboration with the GoG, built the foundation for the adoption of a comprehensive energy strategy. A draft energy strategy exists, although it needs to be updated. Additionally, G4G provided the GoG with the analytical tools needed to develop and update the strategy. The GoG must approve the draft energy strategy and establish a periodic renewal cycle (i.e., at least biannually) to update it. The energy strategy will enable the GoG to make informed decisions and optimize the utilization of its natural resources, while maximizing the positive impact on the economy and enhancing energy security. As a byproduct, establishing an energy strategy will increase the demand for analytical staff and further integrate analysis into the decision-making process. Integrate analytics into the decision-making process. Considering the poor quality of energy sector data available for modeling, the GoG should invest in data collection and recording systems, as well as increase the use of analytical tools in the decision-making process according to G4G’s recommendations. 2.7. ELECTRICITY TRADING MECHANISM REFORM If Georgia wants to attract the investments required to develop its estimated 40 terawatt hours (TWh) of untapped hydropower resources, it must address several institutional, regulatory, and market challenges. To create a business environment that enables an efficient market for both domestic and cross-border trading investors, Georgia must fully implement the Georgian Electricity Market Model 2015 (GEMM 2015) and, more specifically, the ETM it incorporates. In October 2016, Georgia joined the Energy Community Treaty (EnCT), which requires Georgia to liberalize and implement a competitive electricity market. 2.7.1. SUPPORT THE GOG IN IMPLEMENTING A VIABLE ETM G4G supported the GoG in transitioning to the ETM as provided in GEMM 2015 and as later stipulated by EnCT. G4G implemented PPDs; provided capacity-building activities; developed parallel market simulation software; and produced several white papers with recommendations on the optimal setup of critical functions in the energy market, such as clearing, settlement, and cross-border trading procedures. Engagement of the private sector in policymaking is critical for policies to be effective and responsive to private sector needs, especially when Georgia is undergoing such substantial market liberalization reform. G4G initiated and participated in several PPDs with representatives from the GoG, the private sector, CSOs, and donor organizations in which all parties voiced their opinions and concerns and reached consensus on several contentious issues. G4G also provided the GoG with advice on policy issues to facilitate a smooth transition to the liberal market model and support the GoG’s ascension to EnCT. As a result of the PPDs and G4G’s advice on policy matters, the GoG made several important legislative changes, including several amendments to the existing Electricity and Gas Law and the market rules designed to support the implementation of ETM. These changes represented a major milestone toward the establishment of a competitive electricity market that will strengthen competition, liquidity, and transparency.
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The PPDs revealed that GoG representatives needed help understanding international best practices for ETM implementation. G4G’s approach to capacity building included technical assistance, training, study tours, working groups, and meetings with key national and international stakeholders. As part of G4G’s capacity-building activities and ETM consensus-building efforts, G4G recommended that the GoG set up an electricity sector working group with representatives from the MoESD, the Electricity System Commercial Operator (ESCO), GSE, and the Georgian Energy and Water Supply Regulatory Commission (GNERC). G4G provided analytical support to the working group by developing an Excel-based market simulation model to gauge the impact of several market design scenarios on tariffs. G4G later decided to develop a full market simulation tool, the PLMS, to assess the impact of various market model scenarios based on historical metering data. The PLMS can provide real-time simulations based on notional bids and offers received from market players. PLMS is crucial to the transition process as it allows for the simulation of various market design scenarios so that decision makers can develop optimal final market models. At the same time, PLMS provides a unique opportunity to build the capacity of future market players by requiring them to submit their bids and offers daily, thereby improving their planning skills and raising their awareness with regards to potential financial implications of their actions on the liberal market. G4G, per GoG’s request, conducted RIA on ETM. The RIA showed that the ETM will have an overall positive net present value (NPV) of GEL 56 million. Consumers will reap the most benefits due to research- supported assumptions that market liberalization will lead to increased competition and reduced market distortions in the electricity market, reduction in excess profits of distributors and generators, increased competitiveness in the economic sectors heavily reliant on electricity, and increased purchasing power for households. As part of its ETM activities, G4G explored options and built consensus for a clearing and settlement mechanism in Georgia. G4G engaged energy sector and financial sector stakeholders in the process, including MoESD, GNERC, GSE, ESCO, NBG, and the Georgian Stock Exchange. During these meetings, several possible options for a clearing and settlement mechanism emerged. Based on stakeholder consultations, G4G decided to produce a series of reports focused on the role of a central clearing-house, monitoring function, and other areas related to the introduction of an efficient clearing and settlement mechanism in Georgia. The report, titled “Recommendations on Georgian Electricity Market Clearing and Settlement Mechanism,” provides a comparative analysis of traditional clearing and settlement mechanisms used in the EU and Turkey and discusses an alternative approach to a clearing and settlement process using blockchain technology. Additionally, the G4G team produced a white paper on blockchain to analyze its benefits, costs, and potential applications in the energy sector. Also, G4G produced a functional blockchain-based PoC to ensure sustainability and demonstrate the benefits of blockchain as a viable solution in the power market. The PoC demonstrated the advantages of using blockchain in settlements, particularly the opportunity, if fully adopted, to reduce the settlement period to one day from the existing weeks-long period. Also, the PoC outlined a unique opportunity to integrate the balancing market into a day- ahead electricity trade market, significantly increasing market efficiency and reducing transaction costs. These sector-specific benefits are in addition to the benefits provided by blockchain technology, such as increased security, transparency, and automation. G4G also actively worked on the cross-border ETM. A cross-border trading mechanism is essential for the establishment of an efficient ETM as it increases market liquidity and presents opportunities for producers and consumers to expand their electricity portfolios. G4G initiated and participated in several meetings related to cross-border trading with Turkey, Armenia, and Azerbaijan. G4G’s efforts focused on the introduction of a Turkey-Georgia cross-border power exchange node concept and promoted coordination with Armenia on harmonization of trading rules and regulations in line with EU competitive energy market principles, the optimization of cross-border electricity trading related customs procedures; and workshops, training and study tours for stakeholders. G4G’s multi-faceted approach resulted in the following key achievements: • Conducted 12 PPDs • Proposed 16 amendments to primary and secondary legislation and regulations to facilitate ETM implementation, with some adopted • Developed RIA on ETM • Developed ETM implementation road map • Conducted 13 training events, workshops, and study tours on ETM • Increased ETM awareness among 148 people • Formed an ETM working group
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• Facilitated incorporation of ETM as a core component of the energy policy • Supported market opening • Developed and launched web-based, real-time, parallel market simulation software • Trained 20 people on PLMS operations • Produced blockchain-based settlement and clearance PoC • Conducted two blockchain workshops and increased blockchain awareness among 33 people • Produced report providing recommendations on a clearing and settlement mechanism • Facilitated an MoU between the Ministry of Energy of Armenia and the MoESD to cooperate on the liberalization of cross-border trade, harmonization of the legislative framework, the involvement of traders in cross-border trade, and application of market-based pricing mechanisms • Conducted workshops, training events, and study tours on cross-border trade principles • Increased awareness of cross-border trading procedures among 46 people. 2.7.2. SUPPORT THE PRIVATE SECTOR IN ADAPTING TO ETM ETM is one of the most fundamental, paradigm-shifting reforms that the GoG has implemented in the energy sector in decades. It presents unique challenges not only for the GoG, but for the private sector as well. ETM implementation requires the GoG and the private sector to have the tools, knowledge, and skills to transition to the new model smoothly. Based on these challenges, the G4G team engaged the private sector in PPDs and capacity-building activities, as well as assisted in creating a business association. There were limited opportunities to engage the private sector in the policy-making process. Regardless, G4G organized numerous PPDs, training events, and workshops where private sector representatives realized that their involvement in the process is crucial to ensure GoG considers their perspective on market design and new policies. G4G recommended market players establish an association to communicate with a unified voice to the GoG. As a result, with G4G’s support, GREDA was established as the first Georgian energy sector market players association. GREDA proved to be an effective platform to communicate with the GoG. Several consultations were held on key issues such as the market opening and the new Law on Energy. To develop the capacity of market players, G4G conducted workshops on general principles of a liberal electricity market, marked-based price formation, allocation of responsibilities, and third-party access. Based on these workshops, the need for energy traders emerged as a key issue. As a result, the G4G team developed and implemented the Energy Traders Training Program (ETTP). To further enhance the skills of the private sector to adapt to ETM requirements, G4G authored the “Gap Analysis and Capacity-Building Action Plan for Electricity Market Players,” which evaluated the technical and human capacity of market participants, assessed gaps in capacity based on the need to adapt to new market conditions, and suggested targeted capacity-building activities to alleviate these gaps. As a result, the following achievements were observed: • Established GREDA • Certified 11 energy traders • Conducted 13 training events and workshops for private sector representatives • Trained 90 individuals on ETM • Established ETTP. SUSTAINABILITY As part of ETM implementation support, the G4G team developed PLMS, a software program to simulate the day-ahead electricity trading market in real time. The output of the software’s analytical module provides critical inputs for streamlining the electricity market liberalization process and valuable findings to facilitate the market model design and market rule drafting process led by the MoESD through Nord Pool and EU4Energy. The software also helps the GoG and market players predict, with a degree of accuracy, the impact of the full introduction of the day-ahead electricity trading market. The GoG declared its general intent to utilize blockchain for several sectors. In response, the G4G team initiated a blockchain study and pilot project to demonstrate the benefits of blockchain and its sustainability as a viable solution in the power market. The PoC illustrates the application of blockchain in the energy
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 41 sector. Interviews with energy sector stakeholders also revealed their interest and readiness to support the development and implementation of a blockchain platform. The PoC also considered full adoption of blockchain technology in such areas as clearing, settlement, and monitoring. By transitioning the PoC to GREDA and supporting the establishment of the first blockchain consortium in Georgia, the G4G team believes the process for full adoption of blockchain in the energy sector will most likely move forward. To ensure the sustainability and continuity of ETTP, G4G developed a detailed action plan and road map for the creation of a nationally accredited certification program for energy traders in Georgia. The capacity- building action plan provides clear training requirements for market players, thereby making it easier to efficiently target and increase the capacity of market players. Additionally, the creation of GREDA provides a permanent PPD platform for the private sector to have a voice in critical policy decisions, resulting in a more streamlined ETM and general sector operations. CHALLENGES Georgia has not yet adopted several crucial legislative documents, such as the new Law on Energy and the new market rules. Also, the GoG lacks a defined market model, which creates many uncertainties for both producers and consumers of electricity. Several critical challenges need to be addressed before the GoG can transition to the liberal market model: • Lack of awareness among market players • Untimely and unclear messaging from the GoG • Lack of an enabling environment with proper market rules, software, a trading platform, and traders • Lack of human and technical capacity. REMAINING ACTIONS Finalize market model design and adopt relevant primary and secondary legislation. In 2019, the new ETM concept was approved. This concept included the recommendation document to support energy policy reforms in Georgia. Therefore, the recommendation document should be used as a guideline to create energy-related laws and subordinated legislation. The recommendation document defines the structure of the future market and forms the basis for a more detailed ETM design to be developed according to the draft Law on Energy, expected to be adopted in 2019. These steps will allow for full implementation of ETM and ensure Georgia’s compliance with EnCT requirements. Decide on the market platform and clearing and settlement mechanism. Once the final ETM model is approved, the GoG must select or develop and launch an electricity exchange platform and clearing and settlement mechanism, as recommended by G4G. Also, G4G believes the current transitional process provides the opportune time to consider innovative solutions, such as blockchain. Develop market players’ capacity. The G4G team identified deficiencies in the capabilities of market players to efficiently operate under new market conditions and provided a capacity-building action plan to address this challenge. The GoG must focus donor support on capacity-building activities for market participants before the market opening is finalized. 2.8. WATER RESOURCE MANAGEMENT REFORM Economic growth leads to increased demand for irrigation, domestic water supply, sanitation, industry, and energy. To reduce the possibility of increased water shortages, deteriorated water quality, and stress on freshwater ecosystems, the GoG, with the help of G4G and other donors, developed a new draft WRM law. The draft law, which aligns with EU directives and introduces the river basin management approach, is currently under final revision and will be submitted to Parliament for approval by the fall session. Georgia lacks proper human, technical, and financial resources to ensure progress for sustainable WRM. Moreover, the lack of coordination between central and local governments presents a challenge for the implementation of the new WRM law. High-level panel discussion on WRM, organized by G4G, revealed that the GoG and stakeholders have legitimate competing interests that may be counterproductive to reform, which are further complicated by the lack of a comprehensive water management strategy. 2.8.1. SUPPORT THE GOG IN WATER RESOURCE MANAGEMENT POLICY FORMULATION G4G carried out several studies focused on improving the current regulatory and legal framework related to WRM and organized PPDs to catalyze reform and promote inclusive policy-making within the WRM sector.
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The draft WRM law is expected to be adopted by the end of 2019. The law will support effective WRM to address increasing water shortages, deteriorating water quality, and growing stress on freshwater ecosystems. The law is in line with EU directives and introduces the river basin management approach. As a result of G4G’s involvement, various G4G policy recommendations are reflected in the GoG’s water policy reforms. G4G achieved the following: • Conducted 17 PPDs, including a high-level panel discussion on WRM with GoG agencies, the private sector, and CSOs to uncover the GoG’s need to collaborate on WRM. • Carried out sector analyses, including a water sector initial assessment study, a hydrological monitoring network assessment of Aragvi River basin, and a green paper on water allocation. • Conducted a RIA on the draft WRM law to assess its potential impact and facilitate its approval. • Organized several meetings at the regional and national levels, including a parliamentary PPD, workshops, and an off-site media tour in Borjomi, to promote acceptance of the draft WRM law. • Provided technical assistance for the development of the draft WRM law and final draft, along with the RIA, all of which were presented to the GoG for approval. • Developed and tested the environmental flow (EF) methodology and found EF standards are not adequately regulated in Georgia, which may result in the violation of water users’ rights as well as the degradation of habitats; thus, discussed and negotiated the implementation of the proposed EF methodology at the national level, which was well accepted by the Ministry of Environmental Protection and Agriculture (MEPA) and other stakeholders. Also, since 2015, per a request from the Ministry of Agriculture (MoA) and Georgian Amelioration (GA), the G4G team supported irrigation sector reform and performed the following activities: • Developed the “Irrigation and Drainage Tariff Methodology” • Developed a revenue requirement model (RRM) for GA that can be used for revenue generation planning and identification of unsustainable activities • Conducted a RIA on tariff alternatives • Provided recommendations on the draft Hydro Amelioration Law that were used to update the draft. 2.8.2. PROMOTION OF EVIDENCE-BASED DECISION-MAKING TOOLS G4G carried out various studies to demonstrate modern WRM approaches. G4G conducted the following activities to support developing a water allocation framework in Georgia: • Developed an assessment of water balance in the Aragvi River basin. • Conducted a study to estimate the water demand from the Aragvi River basin during 2020-2050, while considering climate change implications. Water demand forecasts and water balance findings were used in the WEAP software application. • Introduced WEAP to Georgia as a tool for developing water allocation scenarios and a water allocation plan to regulate the competing needs of different sectors for the selected pilot area. Developed different WEAP scenarios of water usage in the Aragvi River and Tedzami River basins, including hydropower development, irrigation expansion, industrial growth, and tourism and recreation development. In parallel, developed WEAP learning materials (i.e., practical handbook on the WEAP application for practitioners and WEAP training programs). The Georgian Institute of Public Affairs (GIPA) committed to integrating the WEAP training module into its learning process. • WEAP was recognized as an instrumental program for WRM at the national level. Based on the MEPA request, other donors decided to build upon G4G’s work and apply WEAP to their activities. In particular, the UNDP-GEF Kura II project plans to develop a training module on economic analyses of river basin management using the Aragvi River basin WEAP model as a case study. • Developed a water allocation plan for the Tedzami River basin. • Conducted a study on a water allocation planning framework, including a white paper describing future problems projected in the Aragvi River basin. The framework considers both institutional and technical aspects and details necessary actions to implement water resource allocation planning. • Developed “Innovative Technologies for Water Re-Use and Waste Water Treatment” to promote best practices and innovative approaches to WRM. More than 100 private sector representatives
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participated in training on sustainable WRM management and innovative, cost-effective approaches to sustainable water allocation. 2.8.3. GOG CAPACITY STRENGTHENING The GoG, by signing the AA, declared its political decision to mandate water allocation plan development and a river basin management approach. During its activities, the G4G team supported the GoG in AA implementation on WRM and capacity building; namely, G4G achieved the following: • Helped the GoG harmonize its legal framework with EU directives and facilitate the implementation EU-Georgia AA obligations. As a result, four WFD guidance documents were developed that provide an overall methodological approach tailored to Georgian circumstances. Moreover, the documents help experts implement the WFD and prepare river basin management plans. • Installed five hydrological gauging stations in the Aragvi river basin to improve water resource monitoring and upgrade the early warning system. • Provided practical and theoretical training to more than 150 GoG officials in various MEPA and National Environment Agency (NEA) departments related to WEAP software, EF methodology, and WFD guidelines. The practical training included testing and verifying results obtained during the theoretical training. • Conducted WRM training for more than 45 representatives of municipalities from the Alazani-Iori and Chorokhi-Adjaristskali river basins to increase awareness of upcoming WRM legislation, including the river basin management approach. SUSTAINABILITY G4G empowered MEPA with the necessary analytical tools to develop water allocation plans for different river basins, including the WEAP tool. The G4G team developed WEAP training and a user manual to introduce WEAP to MEPA. G4G involved various actors from the beginning to create awareness and ownership among participants. All feedback and recommendations were carefully considered during PPDs and reflected in the development of the WEAP model for water allocation in the Aragvi River basin. WEAP will help MEPA develop water allocation projection scenarios and evaluate future water consumption trends. After G4G project completion, WEAP and water allocation projection scenarios for different river basins will be housed at MEPA and NEA. G4G also introduced methodological tools (e.g., EF and WFD guidance) to help MEPA build a structured approach toward WRM implementation. CHALLENGES The lack of coordination between central and local governments remains a challenge for the introduction of the new WRM approach. Additionally, the G4G team held numerous bilateral meetings with different water- related stakeholders that clearly showed local municipalities do not understand upcoming reforms and do not have the capacity to implement water regulations. The GoG must raise awareness about upcoming water sector reforms and WRM approaches. Also, despite G4G’s support, shortcomings in data collection remain and prevent the development of national-level assessments and plans. REMAINING ACTIONS The activities mentioned above were designed to support Georgia’s efforts toward joining the EU and meeting the WRM requirements set by the EU-Georgia AA. Further support is needed considering Georgia switched to the river basin management approach and lacks proper human, technical, and financial resources to ensure further progress for sustainable WRM at the pilot and national levels. Develop water management related to technical regulations and sub-laws. Although the draft WMR law is in place, further efforts are needed to formulate secondary legislation and relevant technical regulations. Strengthen GoG capacity and coordination. For the efficient implementation of WRM reform, it is essential for the GoG to improve coordination at all governmental levels to increase the capacity for WRM. Improve water-related data management. For effective planning and management of water resources, Georgia requires a robust water-related database and hydrological monitoring network. 2.9. TAX ENFORCEMENT AND ADMINISTRATION REFORM To stimulate economic growth, the GoG pursued innovative tax policy and administration reform agendas. It is widely understood to attract investment and reinvestment, the GoG needs clear objectives for tax policy and administration and targeted incentives for business activities to minimize tax-related uncertainties.
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2.9.1. SUPPORT THE GOG TO EFFECTIVELY DEVELOP AND IMPLEMENT TAX REFORMS Georgia’s treasury codes and tax payment system have long been recognized as complex, error-prone, time-consuming, and costly for taxpayers and the GoG alike. To address these drawbacks, the MoF and RS initiated Tax Payment Simplification Reform with technical assistance from the USAID EPI (2014) and G4G. The G4G team helped the RS and MoF shape the final design of Tax Payment Simplification Reform through analysis and modifications of business processes and organizational structures. Additionally, the G4G team helped draft the underlying legislative package. G4G’s achievements in this area include: • Parliament approval of relevant legislative changes in May 2015, which enabled the new tax payment system to become effective on December 1, 2015. • Replacement of more than 100 treasury codes with a single code, removing basis for errors, allowing the RS to allocate payments from taxpayers according to the information provided in their declarations, and improving statistical accuracy. • Developed the “Methodological Instructions on Operation of the Taxpayer Card” and plain language manual for taxpayers, as well as trained more than 20 RS staff trained to operate the new system. • As confirmed by the ex-post RIA conducted by the G4G team, the reform showed positive results in the first year of implementation, and US $15.5 million in net economic benefit is estimated for businesses and the GoG over the next 10 years. • Conducted numerous PPD sessions on the reform before and after its introduction. CIT reform based on the Estonian CIT model in which profits are not subject to tax at the moment they are earned, but at the moment of their distribution, has been on the GoG’s agenda for many years. However, it did not get enough attention initially due to a lack of understanding of the model’s details and risks. Since 2015, G4G has supported the GoG in designing, shaping, and implementing CIT reform. As a result, the new CIT model was adopted by Parliament on May 13, 2016, became effective in January 2017, and is currently being implemented by the RS and well-received by the business community. G4G’s achievements related to CIT reform include: • Enlisted experts with first-hand Estonian CIT experience to conduct a comparative analysis of Estonian and Georgian CIT models to ensure the reform is shaped by well-informed decisions. • Provided recommendations that were reflected in relevant legislative amendments. • Conducted a RIA in 2015 that showed the reform will enable businesses to have more than GEL 200 million annually to fund reinvestment. • Developed more than 100 situational manuals on CIT through public-private workshops. • Organized a study visit to Estonia by RS officials to ensure a smooth transition to the new model. • Developed commentary on the new CIT section of the tax code to interpret complex issues and provide examples of high interest. • Developed a plain-language guide on the new CIT model and trained 100 representatives of SMEs. • Conducted several PPD sessions on the reform before and after its implementation. In June 2014, the EU and Georgia signed the EU-Georgia AA, which went into effect on July 1, 2016. By signing this agreement, Georgia took an obligation to approximate its legislation with that of the EU. The EU Directive on the Common System of VAT (the “EU VAT Directive”) is one of the main EU directives Georgia must implement. The MoF created a working group with external stakeholders to enable informed decision- making and a smooth transition. G4G provided technical assistance to the MoF by analyzing the EU VAT Directive, prioritizing its provisions on agreed-upon criteria, and developing recommendations on the approximation of the tax code to the EU VAT Directive. G4G’s accomplishments in this area include: • Conducted a RIA on select provisions of the EU VAT Directive to identify potential economic impacts related to its implementation, including potential costs or benefits on the state budget, businesses, and individuals. US $123.3 million of savings for businesses is projected for the next 10 years. The adoption of new VAT provisions is planned by the end of 2019.
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• Assessed the impact of potential VAT exemption or relief on recycling companies in the framework of the VAT RIA in response to a request from the Caucasus Environmental NGO Network (CENN). The RIA concluded that Georgia has limited options under AA to introduce new VAT regulations that contradict the provisions of the EU VAT Directive, and no effective relief was identified. With the introduction of the new Law on Accounting, Reporting, and Auditing that came into force in June 2016, a large segment of SMEs were obliged to follow International Financial Reporting Standards (IFRS) starting in 2018. These SMEs were required to submit their first compliance reports on October 1, 2019. This created pressure on the GoG to raise awareness of the new reporting requirements among SMEs. As a result, a new legal entity of public law, the Service of Accounting Reporting and Auditing Supervision (SARAS), was mandated to lead the IFRS compliance effort among SMEs. Under this activity, G4G: • Trained 88 local trainers in IFRS • Developed the IFRS training curriculum for SMEs, which included translating and customizing 35 training modules into Georgian and making them available online • Trained 100 SME representatives on IFRS • Trainers prepared by the G4G team delivered IFRS training to approximately 1,000 SMEs Other Tax Administration Reform Areas. In 2016, the RS conducted an assessment of its performance under the Tax Administration Diagnostic Assessment Tool (TADAT) developed by the IMF and its partner organizations. The assessment highlighted strengths and weaknesses in tax administration. G4G supported several MoF and the RS initiatives to address tax policy and institutional gaps identified by the TADAT. As part of this effort, G4G: • Analyzed 1,000 tax dispute cases for legislative loopholes, explored aggregated audit data, and closely examined 60 audit cases for the span of and reasons for divergences in the initial (i.e., post- audit) and final (i.e., after appeal) assessments of tax liabilities. Discussed relevant findings with the private sector and the RS, as well as provided recommendations. • Delivered a study to the RS related to the German, Austrian, and Polish experience on the assessment of natural and production losses for tax purposes in order to build trust-based relationships with compliant taxpayers who fully disclose their natural and production losses. • Conducted three surveys of 6,000 taxpayers: the Business Perception Survey on Tax System, 2015 (1,000 taxpayers); the Study of External Factors Affecting Taxpayer Behavior, 2019 (2,500 taxpayers); and the Tax Perception Survey, 2019 (2,500 taxpayers) to obtain taxpayer feedback on tax policy, tax administration issues, and RS products and services. The surveys provided insight on taxpayer perceptions to enable the RS to better plan its services and enforcement activities. • Designed the procedure for issuance of public rulings to provide an interpretation of complex issues in the tax code based on an analysis of current practices and to encourage accurate tax reporting. • Trained 78 auditors and five customs officials on IFRS and trained 10 RS auditors as future IFRS trainers in order to raise the internal capacity of the RS, which is constrained by an increasing number of audits coupled with a high level of staff turnover. • Conducted BI activities to build the capacity of the RS to apply taxpayer behavioral analysis. Trained more than 30 representatives from various departments in research methods and the use of effective BI interventions. These activities helped RS understand the different determinants of compliance that can be used to change taxpayers’ attitudes and increase voluntary compliance. • Trained public relations specialists from MoF, RS, and the Academy of MoF in social media management to increase communication capacity. • Trained 60 SME staff on taxpayer rights, tax disputes, and business association advocacy. • In collaboration with the Academy of the MoF, trained more than 50 students of vocational education centers on general tax policy and procedures applicable to SMEs. SUSTAINABILITY Reforms prepared and implemented in the tax area during the G4G project proved to be viable and sustainable. Numerous training events improved the internal capacity of the RS human resources team, including IFRS training for auditors (including ToTs), training for the RS Service Department on the unified treasury code, BI training for various RS departments, and social media management training. SMEs USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 46 acquired knowledge and skills through the tailored training events in tax policy, IFRS, and advocacy. In particular, the ToT sessions in IFRS training enriched the pool of trainers considerably and improved the speed and quality of knowledge-sharing within the private and public sectors. The IFRS training materials for SMEs were made freely available in Georgian (though under certain conditions set by the IFRS Foundation) to ensure long-term access to knowledge resources. The robust implications of legislative changes, including supporting secondary legislation, will persist for the next several years. CHALLENGES Some of the reforms on the MoF’s agenda have long-term timetables and may not bring desired results in the immediate future. This may complicate the evaluation of the reforms, though it should not diminish the importance of such initiatives. The RS and taxpayers may face increased uncertainty in the initial phase of reform, after the approximation of VAT to the EU VAT Directive expected by the end of 2019. There may be a need for additional support and technical assistance for the smooth implementation of the reform. The TADAT assessment identified key RS strengths and weaknesses, and many of the weaknesses will need further attention, particularly those related to risk management, the availability of data, and access to data owned by other government agencies. REMAINING ACTIONS VAT approximation. Implementation of planned changes in VAT will benefit from the support of international expertise and PPD sessions in the form of small-scale workshops. Addressing issues identified by TADAT. The RS shows a willingness to improve its overall performance and will embrace supporting activities to address further weaknesses identified by the TADAT. One of the main areas for improvement may be the ownership and management of taxpayer related databases. Raising compliance with behavior-driven strategies. G4G started BI activities to address the weaknesses in risk management identified in the 2016 TADAT. The G4G team trained RS staff in research methodology and the use of a toolkit developed specifically for the Georgian RS, as well as conducted mentorship for the pilot treatment. To further raise compliance and tax revenues, the RS may benefit from assistance in designing and implementing behaviorally informed strategies to institutionalize BI approaches, as well as conducting pilot projects of behaviorally informed interventions, possibly on a wide scale. Training on tax and financial reporting issues for judges. One of the frequently raised issues during the G4G project was the lack of understanding of tax policy and administration by the court system. Training of judges in these areas could improve court decisions. 2.10. CUSTOMS REFORM Over the last 15 years, Georgian customs introduced major procedural simplifications even though the development of alternative mechanisms of control, such as post-clearance audit (PCA), were falling behind. In 2016, the Georgian RS Customs Department had only 17 auditors available for the PCA function. Lack of audit capacity was a major limiting factor for the development of the AEO program to be considered as an advanced level of the current “Gold List” program designed in 2009. The Georgian customs reform agenda is dominated by obligations that Georgia has undertaken to comply with the EU-Georgia DCFTA. Full harmonization of the Customs Code and bylaws with EU regulations is underway. Two major reforms the GoG is implementing in this area include the introduction of the AEO concept and the improvement of the customs PCA function. Both reforms aim to streamline customs procedures and trade facilitation. 2.10.1.HARMONIZATION OF CUSTOMS LEGISLATION AND PROCEDURES WITH EU REGULATIONS According to the AEO mechanism, companies involved in the cross-border movement of goods (i.e., manufacturers, importers, exporters, port or airport operators) that comply with supply chain security standards are certified by Customs and benefit from simplified customs procedures. The G4G team helped the RS reorganize the current “Gold List” program (a simplified version of AEO effective since 2009) into the new AEO model. Implementation of the AEO concept will increase the reliability of Georgian exporters and reduce trade costs related to customs formalities in export destination countries. Georgian exporters and carriers with AEO status will benefit from less physical and documentary customs controls at the border. The RS and G4G joint working group developed a legal framework and “AEO Authorization and Monitoring Procedure Manual” based on private sector feedback about safety and security standards and technical
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 47 requirements used in the transportation and logistics sector. The working group designed technical requirements based on best practices used in the global shipping and transportation industry. G4G’s achievements realized toward AEO implementation include: • Assisted the RS in understanding the AEO and developing the AEO legal framework and operational manuals. • The RS and G4G joint working group prepared the manual to help applicants in preparation for AEO preauthorization audits. • Organized customs knowledge-sharing workshops between the Georgian customs post-clearance team and Lithuanian, Polish, and German customs administrations. • Conducted several capacity-building workshops for PCA auditors. The new Customs Code was adopted by Parliament in July 2019 and became effective on September 1, 2019. The code introduces the AEO program, defines company selection criteria, and outlines AEO benefits. The G4G team supported the adoption of the new Customs Code by organizing several PPDs. PCA is a critical control method that enables a multi-layered, risk-based control approach that moves from a transaction-based control to a stronger audit-based control. This helps avoid unnecessary delays at the border, as well as ensures the effective and efficient use of the limited control and inspection staff at the border. PCA enables customs authorities to carry out controls after goods are released, instead of delaying import and export flow at customs clearance offices. Traders will benefit from easier customs procedures and reduced clearance times, and Customs can increase the quality of controls. Moreover, PCA promotes the voluntary compliance of traders. The RS’s PCA unit was established in 2009 and required sophisticated capacity building. Activities completed toward PCA implementation include: • Several capacity-building workshops for PCA auditors • In October 2016, two medium-sized companies were selected for the first field audit • Customs pilot field audits revealed additional capacity-building needs for PCA auditors, especially in the areas of book-keeping and accounting • Through G4G intervention, five customs auditors were trained in IFRS standards • The G4G team organized two sessions of information security training for 10 customs auditors. SUSTAINABILITY The RS aligned its procedures and regulations with EU standards. The new Customs Code adopted by Parliament in July 2019 became effective on September 1, 2019. The new Customs Code introduces the AEO program, defines company selection criteria, and outlines AEO benefits. The Customs Department and the Department of International Relations at the RS established working relationships with customs authorities in various EU member countries. These relationships allow the RS to organize regular knowledge-sharing with European customs administrations, which enables Georgian customs officers to learn European best practices. CHALLENGES The transition from the current “Gold List” to the AEO program requires clear additional incentives for traders to apply for AEO. The lack of professional capacity of the RS customs audit team is limiting the transition process. The AEO regime has strict requirements for qualification. Companies may be reluctant to invest in compliance unless they are convinced of the program’s benefits. The RS should take a proactive approach and raise awareness of the requirements and benefits to encourage companies to participate. REMAINING ACTIONS Development of effective human and institutional capacity building program for PCA unit. To achieve smooth operations, it is important to conduct knowledge-sharing seminars and workshops with European customs administrations. The format of these workshops should support the exchange of practical experience with customs control tools for risk management, audit techniques, planning, and monitoring. Awareness-raising on AEO. To ensure the successful transition from the current “Gold List” to the AEO program, it is crucial to raise awareness about AEO opportunities among stakeholders. Moreover, voluntary compliance should be encouraged among economic operators.
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Re-organization of customs border-crossing infrastructure and business processes. Reorganization will help AEO beneficiaries get the maximum benefits from the AEO program. Reorganization should allow priority treatment and expedited customs clearance for compliant companies such as AEOs. 2.11. TRADE FACILITATION/TRANSPORT AND LOGISTICS REFORM Since 2010, Georgia’s transportation and logistics industry competitiveness has been evaluated biannually within the WB Logistics Performance Index, which measures 160 countries based on six criteria — customs, infrastructure, ease of arranging shipments, logistics competence, tracking, and timeliness. Georgia’s current ranking is 119th, and its worst ranking is in the “logistics competence” category in which it holds the 132nd position. Georgia must take proactive measures to provide reliable transportation services to and from the Caucasus and Central Asia to Europe. 2.11.1.SUPPORT THE GOG TO IMPROVE CAUCASUS TRANSIT CORRIDOR (CTC) COMPETITIVENESS The “Caucasus Transit Corridor Competitiveness Analysis” conducted by the G4G team revealed key competitive factors for corridor development. It appears that the CTC is losing to competitive routes based on reliability, time, and price, though room for improvement gives hope that the CTC can reposition itself on the global transportation and logistics map. Unfortunately, Georgia and Azerbaijan lack the synergy to develop transportation opportunities. However, there are opportunities to improve operational excellence, infrastructure, human professional capacity, technology, and policy. The G4G team identified transportation and logistics value-added services that may be feasible for Georgia to attract new transit flows through the CTC. The G4G team conducted a traffic data analysis throughout Georgia and globally to identify transient cargo opportunities. The G4G team engaged a team of consultants to conduct a needs assessment for workforce development in the transportation and logistics sector. The G4G team identified the most demanded skill sets considering projected cargo flows and upcoming infrastructure projects in transportation and logistics. The objective of the assessment was to analyze the transportation and logistics industry workforce and provide recommendations to improve professional skills and workforce development. G4G supported the development of the TFS — an electronic system to harmonize the flow of information among key participants in the trade, logistics, shipping, and transportation sectors. TFS enables traders, customs brokers, freight forwarders, shipping lines, and other international trade participants to submit and retrieve information electronically, eliminating repetitive procedures and reducing time and costs. TFS links different operational software systems to exchange data in a timely and safe manner between government institutions (i.e., customs, railway, border police), as well as private sector bodies (i.e., seaports, shipping lines, airlines, post transporters, airports, terminals, expeditors, freight forwarders, railways, brokers, banks, and insurance companies). TFS has reduced the costs and time necessary to prepare mandatory trade and transportation documents. TFS was launched in 2017 with G4G’s technical support. G4G’s transportation and logistics efforts have supported the following overarching achievements: • Conducted three CTC competitiveness studies and discussed results with stakeholders • Increased the number of FIATA-certified freight forwarders to more than 200 specialists in 2018 • Trained more than 150 companies to use paperless and electronic information exchange systems such as TFS. SUSTAINABILITY Under the EU-Georgia AA, Georgia is obliged to align its transportation frameworks with European regulations. This will require the organizational restructuring of the state-owned railway system and the introduction of new safety regulations and measures for road and rail transportation. The Baku-Tbilisi-Kars rail line and deep seaport construction in Anaklia will dramatically change Georgia’s westbound transportation connectivity. These sustainable projects will enhance Georgia’s image as a reliable trade and transportation link. CHALLENGES CTC is a potential connecting link between Europe and Asia located at a crossroads that could reshape international trade routes. However, because of stiff competition between transportation routes, the CTC will stay competitive only if reliability is improved throughout the entire supply chain. At present, the CTC is not competitive in terms of time and cost of transportation. Also, the CTC tends to be critically unreliable due to aging infrastructure, poor operations, lack of professional capacity, and lack of modern technology.
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Moreover, Georgia and Azerbaijan, the two pillars of the CTC, experience different problems in the transportation and logistics sector. Throughput capacity, policy, and infrastructure are mismatched between the two countries. Georgia and Azerbaijan must coordinate their efforts to achieve shared benefits. REMAINING ACTIONS Increase the professional capacity of transportation and logistics sector employees. Increase synergy between the private sector, the GoG, and the educational sector to enhance professional resources available to the Georgian transportation and logistics industry. Georgia must increase access to distance learning programs, private sector engagement in educational programs, and dual learning programs. Increase the reliability of transportation and logistics services throughout the supply chain. Major actors in the entire transportation and logistics supply chain must agree on and commit to common standards of service and reliability. In modern-day logistics, reliability is weighed more heavily than other competitive factors, such as time and price. Georgian and Azerbaijani supply chain actors have not achieved equal reliability across the CTC. Increase the operational excellence of the transportation and logistics industry. The Georgian logistics market does not have adequate tracking and tracing, transparency, timeliness, and technological systems and services. The GoG interventions will encourage development of these systems and services. Implement paperless processes with the use of modern technology, including blockchain. Some transportation and logistics players utilize paper-based information exchange practices. Digitalization will be an important competitive differentiator for Georgian transportation and logistics players. 2.12. INSOLVENCY REFORM Georgia’s insolvency system is one of the barriers to its economic development environment. Although Georgia holds a positive record of business-enabling reforms, as reflected in its ranking of six out of 190 economies in the WB’s “2019 Doing Business” report, Georgia ranks a low 60 out of 190 economies in the “Resolving Insolvency” subcategory. This point provides evidence that the insolvency system in Georgia is not effective for business closing. The current Law on Insolvency Proceedings, adopted in 2007, does not allow businesses to start rehabilitation proceedings until total bankruptcy, limiting chances for recovery. 2.12.1.REFORMED INSOLVENCY REGIME TO REMOVE BARRIERS TO ENTREPRENEURSHIP In 2015, G4G conducted an “Assessment of the Georgian Insolvency System.” The recommendations and findings from this assessment helped trigger the insolvency reform process. The assessment was followed by the “Insolvency Reform Advocacy Campaign,” and intensive capacity-building training of professional insolvency practitioners added the value to building a consensus in the business community and the GoG regarding the urgency of reforming the insolvency system. The G4G team created a professional group of insolvency office holders (IOHs) through capacity-building training activities to develop qualified insolvency managers. These professionals have become key advocates for insolvency reform and contributed to the drafting of the new Law on the Rehabilitation and Collective Satisfaction of the Creditors. BRIPA was established to further empower insolvency professionals and promote a functional insolvency system. G4G’s major milestones completed toward insolvency reform include: • Conducted the “Assessment of the Georgian Insolvency System” that supported the Ministry of Justice’s (MoJ) findings that the Insolvency Law is not utilized as a tool to resolve financial distress in Georgia. The assessment found numerous legislative, procedural, and institutional weaknesses that demonstrated the need for stronger policies to create a more effective environment for the resolution of financial failure in Georgia, including efficiently recycling assets back into productive use and restoring viable businesses to financial health through business rescue. • Conducted the “Insolvency Reform Advocacy Campaign” that mobilized stakeholders and further triggered the reform process. The campaign included three Insolvency Reform Advocacy Task Force meetings with 65 participants, two PPDs with 72 participants, two public lectures with 66 participants, and two training events and conferences with 68 participants. • As a result of G4G’s advocacy, a public-private working group was created by the MoJ and GiZ to develop a new legal framework on insolvency. The new draft Law on the Rehabilitation and Collective Satisfaction of the Creditors sets rules that are transparent, streamlined, and favorable to businesses in rehabilitation. The G4G team provided comments on the draft law’s compatibility with international best practices. The draft will be submitted to Parliament by the end of 2019.
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• To create a professional group of IOHs, the G4G team implemented the Insolvency Office Holders Capacity Development Program. To date, 20 Georgian insolvency practitioners have enhanced their knowledge in tax, finance, asset valuation, and negotiating techniques through training on real-world cases. • In November 2018, BRIPA was established and united more than 20 IOHs. • In collaboration with BRIPA and GiZ, the G4G team organized “The Role of an Effective Insolvency System for Economic Development” conference in which 70 representatives from the GoG, private sector, and donor organizations discussed the importance of insolvency reform and its impact on Georgia’s economy. • The G4G team supported BRIPA’s capacity development by providing a three-year action plan with recommendations for BRIPA’s organizational structure and functions. • The G4G team prepared guidelines on the new insolvency regime provided by the draft Insolvency Law — Company Voluntary Arrangement (CVA).1 SUSTAINABILITY Adoption of the new Law on the Rehabilitation and Collective Satisfaction of the Creditors will ensure smooth and effective implementation of the reform. At the same time, BRIPA will ensure the sustainability of full-scale implementation, as members will be involved in the advocacy and capacity development of all related stakeholders. The GoG’s commitment to the reform will be essential for the reform’s sustainability. CHALLENGES Insolvency reform went through several challenges during its implementation process. One of the main challenges was the lack of consensus between stakeholders (i.e., MoESD, MoJ, MoF, and the private sector) about the NBE’s role as a trustee in insolvency proceedings and the RS’s priorities as a creditor. The GoG intended to keep the NBE’s role as a trustee and the RS’s priorities as a creditor. The GoG’s position was against best insolvency practices, which was confirmed by reports from G4G’s international experts. As a result of continuous negotiations with the private sector and donor organizations, the GoG changed its position, now reflected in the draft law. REMAINING ACTIONS Authorization of the insolvency practitioners. The new draft Law on the Rehabilitation and Collective Satisfaction of the Creditors grants more rights and responsibilities to the insolvency practitioners. The draft law also considers the adoption of the rules for their authorization. At present, the profession is not regulated. There is no certification or authorization system for practitioners. The implementation of an entrance exam for insolvency practitioners will ensure the establishment of quality standards in the profession. Further capacity building of BRIPA. BRIPA will maintain a very important role in the reformed system. G4G supported the association with international expert assistance. To continue BRIPA’s development, this support as well as additional support is necessary. This may include the development of insolvency services, partnerships with or joining international professional insolvency organizations, training, and supporting the development of the insolvency practitioners’ profession. Judicial capacity building in insolvency. According to the new draft law, judges will have several important functions during insolvency proceedings. Development of high-level workshops, training events, and guidelines for judges will help them effectively fulfill their functions under the reformed insolvency system and develop a common understanding and uniform approach to dealing with problematic issues in the application of insolvency law. Study visits of judges to countries with effective insolvency systems may be organized as well. Designing study programs for interested entities. The adoption of the law should facilitate increased interest in the new insolvency system among different stakeholders. Universities, training centers, associations, and other professional or educational organizations may be interested in the implementation of special study programs related to the new insolvency system. Studies should include both theoretical and practical methods such as role playing, on-the-job training, moot courts, workshops, study visits, and ToT.
1 CVA’s main benefit is the opportunity for companies in financial difficulty to apply to the court for a moratorium on creditors’ actions (i.e., stop order) while seeking agreement to deal with debts.
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Public awareness-raising activities. Considering the absence of an effective insolvency system in Georgia, there is a lack of trust and interest in the system among stakeholders. After the adoption of the new law, an intense public awareness campaign should be organized to highlight the benefits of the new system. Regional workshops for local businesses and lawyers would be beneficial as well. 2.13. STATE PROCUREMENT SYSTEM In 2010, Georgia’s state procurement system underwent significant changes when it transitioned to a mandatory e-tendering system. The new system is transparent, simple to operate, and limits the possibility of corruption. Despite these improvements, business participation in state procurement remains relatively low. The SPA acknowledges that better bidder participation will increase the number of successful tenders and boost competition among businesses. 2.13.1.IMPROVE TRANSPARENCY AND INCREASE PRIVATE SECTOR PARTICIPATION IN THE STATE PROCUREMENT SYSTEM Upon the SPA’s request, G4G conducted a comprehensive survey to identify potential reasons for low business participation. The survey identified a lack of information and knowledge as one of the main reasons for low participation rate. G4G issued the “State Procurement Regional Trainings and Awareness Raising” grant program, which targeted SMEs in the regions with training and PPDs and strengthened the capacity of local associations to offer procurement training to businesses, as well as a grant to New Vision University for the “Establishment of State Procurement Educational Programs.” Moreover, G4G actively supported further improvements in state procurement procedures. Under the existing system, the lowest bids were always selected, which often compromised quality and resulted in a high rate of failed tenders. As a result of effective advocacy thorough EPAC, the two-stage tender was introduced, ensuring a balance between quality and price. While improving the state procurement system, G4G achieved the following: • Administered a comprehensive survey on state procurement in Tbilisi and the regions that determined the deficiencies of the system as perceived by businesses. According to survey results, large numbers of companies that had never participated in state tenders had limited information on state tenders and other opportunities. Based on the survey’s results, G4G helped SPA develop a “Three-Year State Procurement Communication Strategy” that equips the agency with tools to better reach the private sector on state procurement opportunities. • Developed the “Illustrative Guide on State Procurement” that clearly and comprehensively describes the objectives, types, and procedures of state procurement. • Delivered a six-day ToT session in cooperation with the SPA on the state procurement system for 17 EPAC members. • Conducted five regional PPDs attended by 190 participants in Zugdidi, Batumi, Kutaisi, Telavi, and Gori as part of the “State Procurement Regional Trainings and Awareness Raising” program. The PPDs aimed to engage regional SMEs that often participate in state tenders in dialogue with high- level SPA representatives. The program also created a pool of trainers to offer sustainable training solutions for local businesses. G4G trained 15 trainers from five regions and conducted four-day intensive training sessions for 124 SMEs in each respective region. • Organized a two-day study tour in collaboration with the SPA to educate journalists on the amendments to the Law on State Procurement in compliance with EU-Georgia AA requirements. • Under the “Establishment of State Procurement Educational Program,” 25 competitively selected trainees and 10 graduate students completed 14 training sessions (a total of 85 hours). • Organized 12 PPDs in Tbilisi and the regions in close collaboration with the SPA. In response, the SPA held consultations with private sector representatives regularly. SUSTAINABILITY Overall, 15 local procurement trainers were prepared under the “State Procurement Regional Trainings and Awareness Raising” program in Georgia’s five regions. They will continue provide training and assistance to local SMEs to participate in state tenders. Additionally, New Vision University is considering making the “State Procurement Educational Program” an ongoing activity.
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CHALLENGES Maintaining a sustainable interest in training and study programs in the regions will be an initial challenge due to a lack of awareness of procurement opportunities. As more companies participate over time, interest will grow, and demand for training and study programs will increase. REMAINING ACTIONS Formation of an independent dispute resolution board. Building an independent and effective dispute resolution body is a requirement of the EU-Georgia AA. The board will build trust in the business sector and increase competition. Currently, the dispute resolution board is administered under the SPA. Full support to establish and operationalize the board is required, including capacity building of its staff and development of a legal framework, guidelines, and instructions for its operation. Assessment of the economic benefits of different tender methods. Conducting an assessment of different tendering methods, including consolidated tenders, will provide an accurate picture of the pros and cons of the system and clarify further changes needed to make the system more efficient and oriented toward business development. Development of an e-contract system. The SPA plans to introduce electronic contracts that will replace paper agreements. The SPA will need support to develop a template of the e-contract and adjust the system to conclude contracts electronically. SPA staff capacity building. The state procurement system has undergone continuous updates. Novelties implemented in the system require relevant skills from staff. Targeted capacity-building training for SPA staff member will improve their effectiveness and ensure better functioning of the system. 2.14. CAPITAL MARKETS REFORM Access to finance remains a significant challenge for businesses in Georgia. The capital market does not provide complementarity to and diversification of bank loans. Investments are illiquid with no clear or transparent exit pathway or equity appreciation potential. As a result, businesses struggle to attract equity investors and must operate in a poor capital structure with scarce equity and inadequately large debt that leaves no room for development. Concurrently, businesses lack the motivation to go public due to the illiquid capital market. 2.14.1. SUPPORT THE GOG TO IMPLEMENT CAPITAL MARKET REFORM G4G, in cooperation with the Asian Development Bank (ADB), sponsored a comprehensive study that included a root-cause analysis of Georgia’s capital market, identified opportunities, and structured a strategic development plan for the capital market industry. The study was introduced through G4G’s PPD platform and adopted by the GoG to act as a guideline for capital market reform. From that point on, the G4G team initiated and facilitated activities consistent with the study recommendations and formed one logical chain of sequenced activities to address various segments of the industry. These activities cover investment fund legislation, asset securitization mechanisms, asset valuation regulations, foreign exchange, money markets, and professional development. All segments are vital to building the industry as a whole. G4G was instrumental in achieving the following: • Conducted a comprehensive “Capital Market Diagnostic Study” that covered all aspects of capital markets, including debt, equity, money markets, derivatives, capital market infrastructure, investor base, and financial intermediaries, as well as the general legal and regulatory environment. The GoG received the study well and adopted it as a guideline for capital market reform. • Designed the concept, skeleton, and initial working draft of a new Investment Funds Law, as well as facilitated the creation of a capital market working group comprising professionals from the public and private sectors who prepared the final version of the draft law. The law introduces global best practice-based functional and regulatory mechanisms to create a favorable investment climate that attracts large institutional investors with sizable foreign participation. This initiative is well aligned with the pension reform that requires diverse and liquid transferable securities as pension fund portfolio assets. The law is scheduled to be brought before Parliament by the end of 2019. • Developed a set of changes to the legislation for the adoption of the new Investment Funds Law was that covered the Civil Code of Georgia, as well as the laws of Georgia on insolvency proceedings, enforcement proceedings, entrepreneurs, and public registries. • Conducted a legal study on the implementation of securitization mechanisms. Pension and retail investment funds may only have transferable securities in their portfolios. To assist the market with engineering such vehicles, G4G’s local and international experts conducted a legal survey on the
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implementation of mortgage-backed security (MBS) mechanisms and issued recommendations utilizing the Luxembourg jurisdiction as a model concept. The study covered MBS, bonds, and other asset classes and was adopted by the NBG as a manual for addressing securitization. • Developed the draft law on securitization in close collaboration with the capital market working group. The MoESD will review the draft law and further discuss it with the private sector. • Developed a draft Valuation Law in cooperation with the SARAS, NBG, and professional organizations, which was introduced to the GoG. By the end of 2019, the GoG plans to submit the draft law to Parliament. Investment funds and securitization mechanisms require a standardized asset valuation industry to address the risks of negligence that funnel down to the secondary market and burden investors. On the other hand, undervaluation restricts asset owners from adequately realizing their equity. • Facilitated and supported the foundation of GFMTA, which represents financial market dealers and banks whose primary focus is the foreign exchange, fixed income, and money markets. G4G’s international experts assisted the association with the implementation of Foreign Exchange Global Code principles to ensure fair and transparent trade and investor confidence in the Georgian market. G4G’s experts were instrumental in helping the NBG and association becoming members of the Global Foreign Exchange Committee. • Established a program that prepares students for the globally acclaimed CAA designation. To date, 30 candidates have been selected for the program out of 90 applicants, and 19 students passed three of the six exams, which reflects outstanding performance given CAA’s 30% statistical failure rate per exam. The capital market industry has a need for well-designed credit enhancement vehicles, as well as risk management mechanisms. The primary source of such instruments is the insurance industry, which is underdeveloped with very few products and low penetration. The G4G team, in cooperation with the Insurance State Supervision Service of Georgia (ISSSG) and the Association of AAFA, initiated a program to successfully implement an international certification pipeline for Georgian actuaries and, sequentially, address the matter of proper risk analysis and management in the insurance and capital market industries. SUSTAINABILITY G4G’s capital market reforms have gained momentum. G4G advocated and facilitated the establishment of the Capital Market Working Group that translated the concept into a draft Investment Funds Law. The working group consists of representatives from the Investors’ Council, NBG, MoESD, commercial and investment banks, law firms, and the American Chamber of Commerce. The working group has become a think-tank that generates vital ideas, reviews draft regulations, and produces recommendations for GoG. CHALLENGES Georgia requires significant effort from the public and private sectors to attract global interest. The capital market industry needs a set of incentives to become internationally competitive. The market lacks professionals that can become a driving force for development. The regulator needs a drastic capacity enhancement for the proper administration of the regulations. REMAINING ACTIONS A new market becomes attractive for investments when it enjoys a well-organized market exchange, investment-friendly regulations, a knowledgeable and professional regulatory body, and liquidity in local debt and equity markets. Therefore, the reforms should develop in four directions: Develop simple and incentivized taxation for investment funds and capital markets. Due to its small size, Georgia needs to become a regional domicile for international funds. This could have tremendous economic and fiscal effects. To achieve this, the country will have to compete with many traditional jurisdictions. A comprehensive study on taxation and regulatory mandates should be conducted to set benchmarks for the local industry; Develop regulatory capacity. Regulatory instructions and standard procedures should be clear and unambiguous. The personnel involved need comprehensive training to be efficient, market-friendly, and development-oriented; Engineer investment and credit enhancement vehicles. To ensure the soundness and liquidity of the market, a set of flexible and attractive structured financial instruments should be developed. This can be achieved through the introduction of asset-class standardization, stand-alone securitization legislation including the special purpose vehicle concept, and designing fundamental derivative mechanisms;
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Develop professional and functional market participants. The market needs an educated workforce across all segments and functions, including the front, middle, and back office, especially for asset and risk management. The G4G-supported actuarial training program showed the efficiency of vocational training facilities in achieving internationally recognized qualifications that bring global expertise to Georgia. 2.15. PENSION REFORM For years, Georgia’s basic pension system faced many challenges: The payments (approximately US $ 70 per month) were barely sufficient for the receiver to remain above poverty; it was not designed to promote savings for retirement and—with an aging population—it was beginning to place stress on the state budget. 2.15.1. SUPPORT THE GOG IN IMPLEMENTATION OF PENSION REFORM Since 2014, G4G, along with WB and ADB, has been providing the GoG with technical assistance in the process of implementing a pension-reform system, which introduces a defined contribution scheme in addition to the existing basic pension system. WB supported MoESD to develop the reform concept: quasi- mandatory participation, with an opt-out option for participants older than 40, and optional enrollment for the self-employed. The system envisages contributions of the following: 2% of the gross monthly salary from the employee, 2% from the employer, and 2% from the government. Self-employed workers can use the program, as well, but will be required to contribute 4% of their monthly income. The state will invest the money accumulated and pay out based on investment performance. G4G was instrumental in achieving the following: • G4G conducted the RIA on pension reform to help the government to understand the impact of the reform on various groups of beneficiaries, as well as on the state budget and economy. The RIA results contributed to shaping the final design of the new system. • G4G conducted a series of PPDs to ensure stakeholders’ participation in the development of the new pension system. The series of PPDs have been conducted at all stages of the reform: concept development, legal drafting, and implementation. • To ensure broader public support to the new system, G4G helped the Government develop a reform communication strategy and action plan, and provided support in its implementation. • On July 21, 2018, the Parliament of Georgia adopted the Law on Accumulative Pensions; in September, the Pension Agency was established, and core personnel were hired. • In January 2019, the new cumulative pension system became operational, and the agency started collecting contributions. SUSTAINABILITY The reform process the GoG conducted, which included extensive dialogue with stakeholders as well as sound analytical work and evidence gathering, is a strong prerequisite for successful implementation of the new system. With significant donor support, the GoG has been exposed to broad international best practices, and has learned positive and negative lessons from many different countries with similar systems. This allowed the Government to develop good regulatory framework and set up the institutional arrangements that ensure the new system functions properly. The recently formed investment board of the Pension Agency, which includes world-class investment specialists, will be responsible for investment decisions. CHALLENGES The GoG significantly delayed the communication campaign to inform the public about the new pension- savings system before its launch, creating an information vacuum and negative attitude toward the reform. Ongoing communications and transparency are important to gain and maintain the confidence of society. The pension fund portfolio structure limits domestic and overseas investments to a 75-25 percentage proportion. It is vitally important that, by the time the Pension Fund has started functioning, the local market has an adequate volume of tradable investment vehicles to offer. REMAINING ACTIONS Transparency and public communication are two success factors of the reform implementation. The government should continue informing the public regularly about its activities such as collected contributions and investment policy. Develop operational functions of the Pension Agency, such as risk management measures and investment functions, which will require hiring additional staff.
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Develop and adopt remaining bylaws by NBG on a specialized depositary, investment policy, and asset management. Develop a well-calculated plan on how the pension fund’s asset portfolio will be distributed to domestic and foreign markets, to avoid idle funds; prudential regulations will require fund managers to avoid high-concentration risks, and there are only a few investable assets (bank deposits and government bonds) in poorly developed domestic capital markets. 2.16. INNOVATION AND TECHNOLOGY POLICY Innovation and technology development are the GoG’s priority policy areas. In 2014, the GoG, with the WB’s support, established GITA as the body responsible for innovation sector development. In parallel, the Georgian Innovations and Technology Sector Strategy was developed. The establishment of GITA represented a pivotal move by the GoG to harness and catalyze the country’s innovation potential. The Georgian innovation and start-up ecosystem was small and nascent, with few start-ups and individuals actively engaged in the ecosystem or interesting from an investor’s perspective. Entrepreneurs were focused on traditional industries that were neither scalable nor technology oriented. Georgian university graduates generally preferred jobs at the GoG or big companies that were considered “safe.” Other challenges in Georgia’s innovation ecosystem included a weak talent pool, diminished research and development capabilities, limited access to finance, and a lack of support for high-growth entrepreneurs. 2.16.1.IMPROVEMENT ON INNOVATION AND TECHNOLOGY REGIME VITAL FOR SME DEVELOPMENT AND ACCESS TO FINANCE FOR INNOVATION G4G has been cooperating with GITA on the development of an innovation and technology policy and ecosystem. G4G became a member of four working groups organized by GITA: the Legislative Reforms, Innovative Infrastructure, Education and Science, and PR and Publicity working groups. G4G was instrumental in achieving the following results: • Supported development of the Law on Innovation. The G4G team, in collaboration with WB, helped GITA’s Legislative Reforms working group gain experience and knowledge on innovative legislation frameworks and developments through study tour visits to Serbia and the United States. Study tour participants were able to learn about legislative mechanisms for the promotion and management of innovation, technology transfer, and commercialization. The G4G team also helped GITA organize several PPDs and media tours to support the development of the law. As a result, Parliament adopted the law on July 2016. The law sets the framework for innovation development in Georgia, defines innovation infrastructures such as Techno Park and Fablabs, protects the legal rights of innovators, and facilitates start-up financing through state-led programs and grants. • Drafted legislative changes to regulate equity-based and landing-based crowdfunding. The G4G team contributed to the development of a second-stage legislative package to enable the development of crowdfunding, technology transfer, and early-stage innovation financing mechanisms. The G4G team supported initial research and the review of several country models for crowdfunding regulations. The UK model was identified as one of the best models for equity-based crowdfunding, technology transfer, and innovation center models such as Catapult. The G4G team facilitated a study tour for GITA and NBG representatives to the UK, held the first public discussion on crowdfunding at Techno Park during Entrepreneurship Week, and assisted GITA in developing the regulatory package for crowdfunding legislation. MoESD plans to submit the draft law to the GoG for approval, followed by submission to Parliament. • Drafted Law on E-commerce. With assistance from G4G’s local and foreign experts, the MoESD developed a draft Law on Ecommerce, which is part of the GoG’s commitment under the EU-Georgia AA. The draft law will regulate the rights and obligations of intermediary ecommerce service providers and protect consumers by making information about services more transparent and standardized. The draft law was discussed with stakeholders through several PPDs, and its adoption is planned in 2020. • Implemented youth innovation events program. The G4G team introduced “Innovation Days” to provide young students and entrepreneurs with information about opportunities to build innovative businesses, as well as increase youth capacity and awareness of innovation and technology development, policy, and entrepreneurship. The program included a series of 20 regional events in seven locations in Georgia. More than 600 attendees have already participated in the program. • Developed the Innovation and Technology Sector Study. The G4G team helped GITA develop the “Innovation and Technology Sector Study Methodology” and first annual report. GITA was actively
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involved in the development process and built its capacity to produce a similar study in the future. The G4G team recommended that GITA reproduce the study on an annual basis. • Conducted more than 30 ppds, training events, and workshops with 1,200 participants. For youth engagement and capacity building, the G4G team helped organize several innovation competitions, conferences, and events, including Global Entrepreneurship Week, Startup Grind, Seedstars, Innovation Days, and the Youth Innovation Summit. During these events, G4G experts delivered speeches, presentations, and mentored participants on different aspects of innovation, technology, and entrepreneurship. • Developed the Georgian Innovation Strategy 2025 and Action Plan. The G4G team delivered one of the most important documents for innovation sector development, the “Georgian Innovation Strategy 2025 and Action Plan,” which explores Georgia’s strengths and weaknesses in regards to innovation and defines specific actions the GoG should take to foster innovation. The plan focuses on creating targeted incentives and assets tailored to the needs of tradable industries sizeable enough to have an impact on the economy and be competitive in global markets. Following G4G’s recommendations, the GoG focused on high-value manufacturing and creative industries for FDI. As recommended in the plan, the MoESD is in the process of hiring a world-class FDI attraction specialist to assist with investment promotion activities. • Launched four online educational courses. To promote export-oriented innovation, technology services development, outsourcing, and freelancing, the G4G team issued a grant to Mindworks to develop and run four online educational courses: Export Management Fundamentals, State Procurement for Suppliers, Freelancing, and IT Project Management with the Scrum (Agile) Approach. The online courses are free and designed to help young professionals and entrepreneurs develop essential knowledge and skills to manage their business activities effectively. To promote and popularize the courses, Mindworks organized several events in Tbilisi, Zugdidi, and Batumi. • Conducted an analysis of governmental energy services. The G4G team conducted a business process analysis of governmental energy services related to the “Business House” project that will unify and automate all governmental services provided to businesses under one roof. The GoG is committed to investing approximately GEL 90 million in the project by the end of 2019. The project is underway with donor support from UNDP and EU Twinning. SUSTAINABILITY The G4G team helped strengthen and improve the innovation ecosystem through its efforts to build GITA’s capacity. Throughout G4G’s duration, innovation and technology development became one of the GoG’s priority policy areas. GITA and the MoESD are equipped with the comprehensive “Georgian Innovation Strategy 2025 and Action Plan,” to further develop the sector. The GoG, the private sector, and civil society must work together under this framework to address foundational gaps and build the architecture to foster creativity and innovation. CHALLENGES The successful implementation of the “Georgian Innovation Strategy 2025 and Action Plan” depends on the close collaboration of various ministries and public institutions, which still remains an issue within the GoG. For effective reform, increased access to financial instruments and improved education must be facilitated. Access to financial instruments remains a challenge to achieving a consensus on crowdfunding legislation between NBG and the MoESD. Entrepreneurs pursuing innovative ventures in Georgia lack access to learning and support systems commonly associated with entrepreneurial hubs at the local level. This ranges from a lack of experienced mentors, to weak entrepreneur networks and a lack of structured support programs (e.g., accelerators, incubators). Early investment has begun to help bridge these gaps. However, the system remains largely underdeveloped, creating challenges for the success of new businesses. REMAINING ACTIONS Georgia is at a pivotal moment. Innovation is no longer simply an aspiration, but a broad economic imperative. The past decade’s surge in tourism, investment in infrastructure, and trade agreements have catalyzed a new wave of resources and economic activity in the country and created huge opportunities. Whether that momentum can be directed toward transforming Georgia into an enabling country for innovation will have a tremendous impact on the country’s economic trajectory for decades. Improve access to affordable capital for innovative ventures. Businesses, including start-ups and established companies, face challenges gaining access to affordable capital for innovative ventures, largely due to notable gaps in private equity and other forms of growth financing and risk capital that force
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 57 businesses to rely on banks (e.g., angel investors, venture capital). The focus should be on building local capacity in diversified areas of finance and expanding successful programs. Promote an entrepreneurship culture and start-up friendly, risk-tolerant ecosystem. Georgia should focus on enabling high-potential entrepreneurs as sources of innovation to attract large, innovative companies. Immediate initiatives should focus on providing tailored programs to a small network of entrepreneurs; meeting a fixed baseline quality threshold; and creating access to mentorships, communities, accelerators, and incubators through global partnerships. Build innovation infrastructure. Georgia’s innovation infrastructure finds itself at the starting phase of development, with high motivation from the GoG and GITA. However, limited staff experience, capacity, and funding are an impediment. This lack of an innovation infrastructure, particularly outside of Tbilisi, and especially in rural areas, is evident. Develop education for the workforce. Georgia’s education system struggles to produce a workforce equipped with the technical, creative, and critical thinking skills to meet business needs and define new solutions to local and global industry challenges. To address this issue, Georgia must create access to globally competitive higher education degree programs in high-tech industries aligned to domestic industry needs and establish partnerships with a limited set of international university programs. This will offer Georgian students access to world-class degree programs in priority high-tech subjects, such as advanced manufacturing, industrial design, and related technologies (e.g., robotics, quantum engineering). Promote technology adoption. Georgia must increase digital technology uptake and deployment among both individuals and businesses to facilitate seamless integration with global markets. The focus should be on expanding baseline technology networks, promoting high-tech and emerging tech solutions, and engaging government and public services as drivers to push uptake. Create access to research for businesses. Georgia’s research sector is weak and currently not viewed by the private sector as a source of commercial innovation. Rebuilding the capability in this sector requires Georgia to first position itself as a viable place for R&D to help companies access research support through partnerships, then use that momentum to channel resources and expertise into local research institutions to drive their long-term development. Georgia must strengthen and expand partnerships with foreign research institutions and create an enabling environment for cross-sector collaboration in research. Additionally, Georgia must adapt current laws and regulations that govern research funding to make it possible for government funding to be directed to joint research efforts with the private sector. Promote local innovation through government procurement. Government procurement standards, processes, and performance incentives hamper adoption of innovative technologies and, in some cases, put the GoG in direct competition with the private sector in high-tech industries, thereby stunting the development of companies in those industries. Revising standards and procedures to encourage more strategic outsourcing will allow the GoG to be a driver of business innovation. Activities could include upgrading government procurement standards and processes to incentivize the procurement of innovative technologies to provide more effective alternatives to traditional solutions. 2.17. MINING REGULATORY FRAMEWORK Natural resources play an essential role in promoting sustainable development. Georgia must leverage its limited natural resources efficiently, judiciously, and responsibly. Sustainable resource utilization can support economic growth, lead to investment, and increase employment opportunities. Despite improvements in the general business environment in Georgia, the existing regulatory framework in the mining sector is still far behind international best practices and does not address current challenges, nor does it provide effective guidance on how to use extractable resources. Consequently, creating a new regulatory regime is necessary. 2.17.1. SUPPORT THE GOG IN DEVELOPING A MODERN AND EFFECTIVE MINING REGULATORY FRAMEWORK The GoG, with EBRD support, is working to develop a mining sector strategy and action plan to reform the mining sector’s regulatory framework in accordance with international best practices. To support this effort, G4G conducted a business perception survey on problematic issues in the mining sector to provide informed input to the framework’s development. G4G implemented following activities in this area: • Conducted a “Business Perception Survey on Problematic Issues in the Mining Sector” through its grantee PMO to assist the GoG in implementing evidence-based reform in the mining sector. The survey assessed business perceptions on the policy and regulatory environment, as well as how
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administrative practices have changed over the years. The survey covered 67 local companies and 38 international investors. It showed that international investors look for clear and transparent licensing procedures, as well as tenure the security of licenses that protect local stakeholders and encourage the utilization of mining assets. Investors also look for access to information on geological potential and mineral resource endowment; the availability of a skilled labor force; and ease of access to basic infrastructure such as roads, a power supply, and water. • Organized a PPD for the “Business Perception Survey on Problematic Issues in the Mining Sector” that presented the main findings of the survey. High-level public and private sector representatives, including the MoESD, the National Agency of Mines (NAM), EBRD, and leading companies from the mining sector attended the PPD and discussed the necessity of changing the current royalty system, the importance of proper licensing regulations, challenges related to existing land utilization practices, and challenges related to the exploration process and designing mining extraction plans. • Provided technical assistance to NAM to equip its staff with relevant, up-to-date knowledge and skills in select critical areas to effectively implement the upcoming strategy. G4G’s international mining expert conducted three sessions of three-day, capacity-building workshops for NAM staff in: (a) asset preparation and attracting FDI in the mining sector; (b) effective communication and conflict resolution; and (c) reserve reporting, management, and monitoring. More than 30 staff attended the workshops. SUSTAINABILITY The mining sector strategy and action plan will soon be adopted by the GoG. The strategy and plan will include defining short-term and medium-term objectives for sector development. The evidence brought by G4G to the strategy development process and the involvement of private sector stakeholders in the policy process created a solid foundation for the acceptance and implementation of the reform by businesses. CHALLENGES Finding a balance between economic and environmental sustainability is crucial for mining sector development. Upcoming strategy implementation requires adopting international standards in the mining sector. NAM must supervise compliance with the new standards. If NAM staff lack relevant, up-to-date knowledge, the enforcement of new standards may be compromised. REMAINING ACTIONS Strengthen the capacity of NAM Staff. The development of skills and capabilities of NAM staff is still at the early stage. NAM should undertake a larger and more expanded training program to transfer a significant tranche of best practice skills and capabilities to the agency. The G4G team also recommends conducting an additional needs assessment to identify further areas for development. Establish educational programs. The survey and PPD revealed the lack of a qualified workforce as a key issue among local mining companies. Establishing and promoting relevant education programs will expand the qualified workforce and improve the operational efficiency of mining companies. Establish an association of mining companies. There is a lack of effective dialogue between the public and private sectors. The G4G team recommends creating an association of mining companies to support dialogue between the GoG and the private sector. The G4G team highly recommends providing technical assistance to support the association’s establishment and conducting capacity-building activities. 2.18. BUILDING CODE REFORM From 2013 to 2015, MoESD, with substantial technical assistance from USAID, developed the Non- Structural Building Code based on the International Building Code (IBC).2 Outdated Soviet construction standards were replaced by modern rules that follow international best practices. The Non-Structural Building Code was officially adopted on January 28, 2016 by GoG Resolution N41 and became effective on January 2017. During the one-year transition period, G4G built the capacity of central and local government officials involved in construction permitting and inspection as well as professionals employed in the construction industry to help them understand and effectively apply the Non-Structural Building Code.
2 International Building Code is a model building regulation developed by the International Code Council (ICC) - US based organization dedicated to developing model codes and standards that are used by most US communities and many global markets.
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2.18.1. SUPPORT THE GOG IN IMPLEMENTATION OF A NON-STRUCTURAL BUILDING CODE G4G, together with the Georgian Institute of Building (GIB), conducted a series of training sessions on the new Non-Structural Building Code for public employees and private sector professionals involved in the construction sector. The training covered the use and occupancy classifications, types of construction, general building heights and areas, fire and smoke protection features and protection systems, means of egress, accessibility, detailed occupancy requirements, and exterior wall coverings and roofs, as well as sample designs of residential apartment buildings, mixed-use high-rise buildings, schools, and trade malls. Major achievements related to building code reform include: • Trained 21 construction officials as trainers to continuously provide updated training programs. • Provided intensive training on the Non-Structural Building Code to more than 150 officials from the construction permit issuing and inspection bodies of all municipalities. • Provided intensive training on the Non-Structural Building Code to more than 75 private sector representatives. • Through training sessions, which also served as PPDs, GIB gained valuable insight from private sector representatives about shortcomings in construction rules. Based on GIB’s recommendations, the GoG adopted changes to Government Resolutions No. 41 and No. 57. • GIB conducted on-the-job training for the Permitting Unit of Tbilisi Architecture as it reviewed more than 20 applications for building permits under the new Non-Structural Building Code. • Implementation of Government Resolution No. 41 on the Non-Structural Building Code brought state-of-the-art knowledge and skills to the construction sector. There is a high demand worldwide for these skills; thus, local construction specialists increased their competitiveness locally and globally. SUSTAINABILITY GoG officials are well-prepared and can perform their responsibilities under the new regulations. Also, trainers are prepared to provide training to new personnel on demand in each municipality. GIB established itself as a center of excellence for modern building standards, training, and expert services. GIB continues to deliver training and consultations regularly. Several private-sector professionals were trained as trainers and are capable of delivering training to the private sector. CHALLENGES It took the GoG several years to organize and regulate the chaotic construction sector. After managing very loose regulations driven by formerly deregulated policy, reintroducing new rules and standards was a painful process that created a lot of resistance from the private sector and construction professionals. The situation was aggravated by the fact that most architects and engineers on the market were trained according to Soviet standards and had little understanding of modern construction approaches. Through advocacy, awareness raising, education, and dialogue, the GoG, with USAID’s assistance, successfully launched the first phase of reforms related to the most critical aspects of the construction regulation. REMAINING ACTIONS Certification of construction professionals. Implementation of the Non-Structural Building Code will introduce a professional certification system for specialists engaged in construction activities and will increase the competitiveness of local construction specialists in domestic and international markets. At present, the qualification level of Georgian specialists is very low, and there is no certification system for design-construction activities. Develop other building codes in Georgia. Taking into consideration the comprehensiveness of the International Code Council’s (ICC) family of codes, the implementation of the Georgian Non-Structural Building Code modeled after the ICC will create a basis to promote further development of technical regulations in Georgia. Successful implementation and enforcement of Government Resolution No. 41 on the Non-Structural Building Code in Georgia will play a catalytic role in transforming the full set of building regulations, including mechanical, plumbing, fuel-gas, energy conservation, private disposal, property maintenance, and other provisions dealing with the creation of safe buildings. Raising the level of university education. G4G’s project deliverables may be used as a manual for architecture and engineering students to raise the level of university education for structural safety measures. Integrating building codes and standards in education is essential to ensure a grassroots
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 60 approach to the reforms. Such a precedent already exists in the case of Ilia State University, where project deliverables are integrated into the curriculum for graduate students. 2.19. TOURISM POLICY REFORM Tourism in Georgia has a significant effect on the national balance of payments. Approximately 68% of Georgia’s service export revenue is generated from tourism. In 2017, the foreign exchange income from foreign tourism in Georgia amounted to US $2.75 billion, 27% higher than in 2016. Despite significant developments in the tourism sector, regulation of the sector requires updates. In particular, the Law of Georgia on Tourism and Resorts, adopted in 1997, is outdated and does not respond to the demands of the rapidly growing sector. Also, to attract higher-spending tourists, it is important to develop quality and safety standards in the tourism sector. The latter was also suggested by Georgia’s Tourism Strategy 2025, developed by WB. 2.19.1. CONTRIBUTE TO THE DEVELOPMENT OF THE NEW LAW ON TOURISM The Parliamentary Committee on Economic Sectors and Economic Policy requested G4G’s assistance to develop an overview of best practice regulations of selected tourism sectors and topics; develop a detailed concept of the new Law on Tourism and respective RIA; and provide assistance in drafting of new Law on Tourism. G4G conducted the following activities: • Developed a detailed overview of tourism sector regulation best practices across 30 countries. For each key component of the tourism law, G4G prepared recommendations on two to three alternative regulations in alignment with the experiences of different countries. Based on the assessment, G4G’s international experts developed the detailed concept for the law. • In parallel with the development of the tourism law concept, the G4G team worked on a RIA that analyzed a baseline scenario, a less state-interventionist policy approach, and a more state-interventionist policy approach. The analysis assessed the impact of each scenario on tourist satisfaction, length of stay, amount of spending, number of new tourists, mix of tourists, influence on competition, and revenue from the sector. The RIA revealed that a soft regulatory approach would best fit the current development needs of Georgia’s tourism sector. • Based on the findings of the RIA, the G4G team, in collaboration with Parliament and GNTA, developed the draft Law on Tourism, which includes up-to-date tourism sector terminology and definitions; mechanisms for defining and implementing state policy in the tourism sector; sustainable tourism development; institutional arrangements; protection of consumers’ rights, including provisions from the EU Travel Package Directive; minimum hotel safety requirements; mandatory certification of extreme tourism guides; and voluntary certification of touristic guides. The draft law is expected to be submitted to Parliament by the end of the 2019 fall session. • In preparing the RIA and draft law, the G4G team held several meetings with stakeholders, including accommodation businesses, tourist guides and instructors, tour operators and agencies, tourism sector associations, insurance companies, and tourist transportation companies. SUSTAINABILITY Parliament and GNTA assumed full ownership of the draft law. Together, they will push it forward, discuss it with private sector stakeholders, and initiate its review during Parliament’s 2019 fall session. G4G’s RIA on tourism law and comprehensive overview of international best practices will facilitate the finalization of the draft law and support its implementation once adopted. CHALLENGES During the first stage of G4G’s work on tourism reform, several MPs and GNTA had different opinions regarding the tourism regulatory framework. While some MPs supported introducing regulations, GNTA’s remained more liberal and supported less GoG intervention. Despite existing challenges with G4G’s facilitation, counterparts agreed that Georgia must attract more high-spending tourists, and some policy or legislative intervention was necessary to achieve that objective. G4G recommends holding more consultations with interested groups to agree on potential issues with the draft law. REMAINING ACTIONS Draft regulations on tourism. After adoption of the Law on Tourism secondary legislation should be developed and discussed with the private sector.
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Assistance in training and capacity building activities. Capacity-building activities will be required to implement the new law. For example, if the GoG decides to establish voluntary standards for tour guides, relevant entities (e.g., associations, GNTA) will need assistance to establish training programs, certification standards, and quality procedures. 2.20. LAND REGISTRATION REFORM The GoG implemented land reform with donor community support from 1992 to 2005. However, it is still problematic to determine the total area of land under private or state ownership. Due to the lack of initial registration and the absence of consistent land registration policies, even after the introduction of a sophisticated technology-enabled land cadastre system in 2007 and the modern surveying methodology, land titles and cadastral data have major deficiencies. 2.20.1. IMPROVE CERTAINTY, CLARITY AND PREDICTABILITY IN LAND RIGHTS In 2014, the WB allocated US $2.4 million from the US $40 million irrigation loan program for the land registration pilot project. In October 2015, the MoJ adopted the systemic land registration pilot project strategy and action plan. The pilot project included 12 local municipal villages. In June 2016, Parliament adopted the Law on Systemic and Sporadic Registration of Property Rights on Land Plots and Improvement of Cadastral Data. The law created the legal environment for the implementation of the systemic land registration pilot project. It also included provisions simplifying sporadic registration. The latter was added to the draft law by the MoJ’s initiative. As a result, in July 2017, the National Agency of Public Registry (NAPR) commenced the implementation of the pilot project. To date, NAPR completed the fieldwork of the pilot project. More than 54,000 land plots were surveyed, and related documents were processed. For more than 30,000 land plots, the registration has been completed. Registration of the remaining pilot areas will be completed by the end of 2019. As the systemic land registration pilot project proved to be successful, the GoG is considering carrying out countrywide systemic land registration. G4G accomplished the following milestones: • Developed the “Legal Strategy of Land Systemic Registration,” which defines the legal concepts and framework to enable the implementation of the land systemic registration pilot project. • Helped NAPR develop a public communication strategy and action plan for implementation of the land systemic registration pilot project. • Actively advocated, along with other donors, for systemic registration as the only effective solution for the large-scale deficiencies in agricultural land ownership in Georgia. • Conducted several meetings with various executive and legislative branch stakeholders, raised awareness of land reform among media representatives, and mobilized CSOs around the issue. • In June 2016, Parliament adopted the Law on Systemic and Sporadic Registration of Property Rights on Land Plots and Improvement of Cadastral Data. The provisions of the law on systemic registration followed G4G’s recommendations under Legal Strategy of Land Systemic Registration. • As a result of the advocacy of G4G and other donors, in July 2017, NAPR began implementation of the land systemic registration pilot project, which is expected to be completed by the end of 2019. SUSTAINABILITY As the pilot project proved to be successful, the GoG is considering implementing a full-scale systemic land registration project with budgeted state funds for the countrywide rollout. NAPR gained significant experience and capacity as a result of the pilot project implementation that will help the organization implement the countrywide project. CHALLENGES At the beginning of the G4G project, the MoJ, and NAPR displayed skepticism on systemic land registration, and the sporadic approach was preferred over the systemic one. However, as the pilot proved to be successful, the GoG decided to launch the countrywide project. REMAINING ACTIONS Countrywide rollout of the systemic land registration project. The results of the pilot project regarding methodology, communication, surveying, and legal approaches should be analyzed, and a comprehensive rollout plan should be developed.
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APPENDIX A: PROJECT OUTPUT TABLE YEAR 5
Outputs Timing Component Activities Description Status Added By
1. Overall Institutionalized Framework for Public Consultation
Maturity: Implementation Lead: Maya Eristavi/Tamar Kapianidze
Priority: High Impact: Sustainable institutionalized dialogue platform will Counterparts: MoESD, RS, MoA, MoJ, MoF, IDFI, TI, improve the quality of all legislation. Creating a culture of Youth Parliament of Georgia collaborative consultation (CCC). Donors: EBRD, GiZ, EU
1.1. Support Public-Private 1.1.1. Support the National PPD Platform. (1) Assist MoESD in Consultations Complete WP5 Oct-18 Jul-19 Dialogue ongoing management of the Trade Advisory Group (TAG).
(2) Work with TAG members and subcommittees to increase TAG 2 policy papers on Complete WP5 Oct-18 Jun-19 capability and performance. TAG priority issues endorsed by TAG
(3) Develop DCFTA policy papers and organize PPD discussions. 2 policy papers Complete WP3 Dec-16 Jun-19
(4) Organize PPD discussions on DCFTA policy papers. 2 PPDs Complete WP5 Oct-18 Jul-19
(5) Organize PPD events on contentious policy reform issues. 5 PPD events Complete WP5 Oct-18 Jul-19
(6) Assist the Georgian Investment Council platform. Economic policy Complete WP5 Oct-18 Jul-19 analysis/papers
(7) Support Business-Parliament Platform: Establish thematic PPD 2 sessions Complete WP5 Oct-16 Nov-18 discussions in G4G reform areas.
1.1.2. Engage Media in the National PPD. (1) Conduct trainings on 2 trainings/local Complete WP5 Oct-18 Jul-19 G4G reforms and site visits for WG member journalists. site visits
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Outputs Timing Component Activities Description Status Added By
(2) Conduct "Coffee & Conversation" sessions on G4G reform areas. 3 coffee & Complete WP5 Oct-18 Jul-19 conversation sessions
1.1.3. Engage Youth in the National PPD. (1) Build the capacity of 2-3 workshops Complete WP5 Oct-18 Jul-19 youth in entrepreneurship, effective communication, and advocacy.
(2) Conduct training programs on EU Georgia integration and DCFTA 3-5 capacity Complete WP5 Oct-18 Jul-19 issues to raise youth awareness. building workshops in Tbilisi and regions
(3) Conduct question and answer sessions in G4G reform areas to raise 10-12 meetings in Complete WP5 Oct-18 Jul-19 youth awareness. Tbilisi and regions
(4) Conduct internship development to increase youth's capacity as 1-3 events Complete WP5 Oct-18 Jul-19 future leadership and support employability.
1.1.4. Engage Women in the National PPD. (1) Strengthen women’s Annual Complete WP5 Feb-19 Apr-19 participation in policymaking and economic reforms. Conference - Women’s Role in Economic Growth and Policy Development
(2) Raise capacity for regional women leaders in civil society and the Capacity building Complete WP3 Oct-16 Apr-19 private sector. workshops in regions
(3) Conduct consultation sessions for women entrepreneurs to better 1-3 capacity Complete WP5 Oct-18 Jul-19 advocate and involve in the policymaking process. building workshops
(4) Build the capacity and increase the leadership skills of female 2-3 workshops Complete WP5 Oct-18 Jul-19 students.
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Outputs Timing Component Activities Description Status Added By
1.1.5. Develop and Implement Reform Progress Tracking System. Reform Progress Complete WP5 Oct-18 Jul-19 Educate and train stakeholders; issue annual reform evaluation reports. Tracking System implementation
5 PPD events in Complete WP5 Oct-18 Jul-19 Tbilisi and regions
Annual Report Complete WP5 Oct-18 Jul-19
Final progress Complete WP5 Oct-18 Jul-19 event
1.1.6. Develop and Implement PPD Tracking System. Educate and PPD Tracking Complete WP5 Oct-18 Jul-19 train stakeholders, issue annual PPD evaluation reports. System implementation
3 regional PPD Complete WP5 Oct-18 Jul-19 workshops
Annual Report Complete WP5 Oct-18 Jul-19
Final progress Complete WP5 Oct-18 Jul-19 event
1.2. GoG Capacity 1.2.1. Support National RIA Framework. (1) Conduct training on RIA 1 training Complete WP5 Oct-18 Jul-19 Strengthening implementation and methodology for civil servants.
(2) Conduct 1-2 information meetings on RIA National Framework 1-2 meetings Complete WP5 Oct-18 Jul-19 issues.
(3) Provide peer-review of RIA methodology developed by the working Peer-review Complete WP5 Jun-19 Sep-19 group. recommendations QTR3
(4) Conduct PPD on RIA methodology. 1 PPD Complete WP5 Jun-19 Sep-19 QTR3
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Outputs Timing Component Activities Description Status Added By
1.2.2. Implement RIAs. Conduct RIAs for selected priority policy 1-2 RIAs on Complete WP5 Oct-18 Jul-19 reforms. selected reforms
1.2.3. Support GoG Capacity Building for Evidence-Based Business Complete WP4 Oct-17 Jul-19 Analysis. Conduct a business perception survey. Perception Survey on policy reforms
1.2.4. Support GoG Implementation of SME Tests. Develop test SME Test Complete WP5 Oct-18 Jul-19 guidelines and train GoG staff on SME testing. Guideline
Training on SME Complete WP5 Oct-18 Jul-19 testing
1.2.5. Incorporate Consultative Process into Policy Making. Recommendations Complete WP5 Oct-18 Jul-19 Develop recommendations on how to improve the GoG's consultative process on economic reforms and its performance.
1.2.6. Building Code Assistance. Conduct training for City Supervision 2 training sessions Complete WP4 Jan-18 Jan-19 Service on Non-Structural Building Code. QTR 1
1.2.7. Blockchain Integration. Assist the GoG in exploring blockchain Recommendations Complete WP5 Oct-18 Jul-19 integration opportunities in target reform areas.
Workshop Complete WP5 Oct-18 Dec-18
1.2.8. Tourism Law Concept. Assist Parliament of Georgia in Draft Concept Complete WP5 Oct-18 Jul-19 developing Tourism Law Concept.
Draft Tourism Law Complete WP5 Oct-18 Aug-19 QTR 3
1.3.1. Training for Association Management. Increase the capacity Capacity building Complete WP5 Oct-18 Jul-19 and sustainability of business associations. workshops
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Outputs Timing Component Activities Description Status Added By
1.3.2. National Tourism Network Capacity Building. Assess best Recommendations Complete WP5 Oct-18 Jul-19 practices and provide recommendations on how to develop a tourism alliance to advocate for policy improvements in the tourism sector.
1.3.3. EPAC Coalition Strengthening. Develop the capacity of the EPAC governing Complete WP 5 Jun-18 Jul-19 targeted private sector and civil society actors to organize stakeholders structure 1.3. Private Sector & Civil and advocate for improvements to the country’s economic completed Society Organizations competitiveness. Strengthening 1.3.4. Assist EPAC Coordination. Support for bi-monthly and ad-hoc 10 Information Complete WP 5 Oct-18 Aug-19 meetings, discussions, covering current business issues and obstacles sessions/periodic to trade, speakers, and presentations. meetings conducted
1.3.5. Support the RIA National Framework. Conduct training on RIA 1 training Complete WP5 Oct-18 Jul-19 implementation and methodology for NGOs and universities.
2. Energy Strategy Reform
Maturity: Design Lead: Giorgi Giorgobiani
Priority: Priority: High Priority: High Impact: Coherent Strategy will lead to effective, economically justifiable Counterparts: MoESD and its agencies and sustainable energy production, delivery, and consumption consistent with Donors: WB, EU, ADB, EBRD, KFW environmental requirements.
2.1. Support Public-Private 2.1.2. PPD on New Energy Law. Hold PPDs on New Energy Law to 1 PPD Complete WP4 Jul-18 Oct-18 Dialogue present and discuss the new Law to stakeholders. QTR3
2.2. GoG Capacity 2.2.1. Integration of Decision-Making Analytics. Recommend Recommendations Complete WP5 Oct-18 Jul-19 Strengthening methods for analytical-based decision-making.
2.3. Private Sector & Civil 2.3.1 Youth Capacity Building on the Energy Sector. Organize a Conference Complete WP5 May-19 Jun-19 Society Organizations conference to raise awareness of youth towards the energy sector. Strengthening
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Outputs Timing Component Activities Description Status Added By
3. Electricity Trading Mechanism (ETM)
Maturity: Design Lead: Giorgi Giorgobiani
Priority: High Impact: Effective ETM to enable FDI necessary for the development of SME Hydro- Counterparts: MoESD, ESCO, GNERC, power plants, which are vital for clean and low-cost energy for Georgia. GSE Donors: IFC, WB, ADB, EBRD, KfW, EU4Energy, EU Twinning, NARUC, USEA
3.1. Support Public Private 3.1.1. ETM PPD. Hold PPD on ETM. 2 PPD events Complete WP5 Oct-18 Jul-19 Dialogue
3.2. GoG Capacity 3.2.1. Capacity Development on ETM. Assist MoE and other ETM Analysis Complete WP5 Oct-18 Jul-19 Strengthening stakeholders in the analysis of ETM simulation results.
3.2.2. Blockchain Integration for ETM. Develop options and Recommendations Complete WP5 Oct-18 Jul-19 recommendations on blockchain technology integration.
3.2.3. Market Settlements. Provide recommendations on optimal Recommendations Complete WP4 Apr-18 Feb-19 settlement options for ETM. QTR2
3.3. Energy (Electricity) Trading 3.3.1. Support GoG in ETM implementation. Provide on-demand Recommendations Complete WP5 Oct-18 Jul-19 Policy Governance technical assistance to MoE and key energy market stakeholders on ETM.
3.4. Private Sector & Civil 3.4.1. Energy Market Players (MPs). Capacity building of Market Capacity building Complete WP4 Apr-18 Jul-19 Society Organizations Players. plan for market QTR2 Strengthening players on ETM
3.4.2. Market Players Association. Assist the Market Players Consultations Complete WP5 Oct-18 Jul-19 Association in coordination, advocacy, and development.
3.4.3. Energy Trading Vocational Program. Work with universities Training program Complete WP4 Oct-17 Jan-19 and other stakeholders to design a training program on ETM. action plan
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Outputs Timing Component Activities Description Status Added By
4. Water Resource Management Policy
Maturity: Implementation Lead: Mariam Bakhtadze
Priority: High Impact: Equitable transparent, sustainable allocation of freshwater resources across Counterparts: MEPA, MoESD, MRDI, multiple competing interests is necessary to prevent grave failure to serve legitimate GSE, GNERC, MoHLSA needs. Donors: ADB, UN, WB, EU, KfW, EIB, MCG
4.1. Support Public-Private 4.1.1. Water Resource Management PPD. Support MEPA in arranging 1 PPD event Complete WP5 Oct-18 Jul-19 Dialogue PPD events on water management related policy and law.
4.2. GoG Capacity 4.2.1. Develop WFD Implementation Guidance Documents for 2 guidance Complete WP4 Oct-17 Jan-19 Strengthening Georgia. Develop a guidance document(s) to implement the WFD. documents
4.2.2. Water Resource Management. Capacity building of the 1 workshop Complete WP5 Oct-18 Jul-19 government on water resource management.
4.3. Private Sector & Civil 4.3.1. Water Allocation Scenarios. Develop water resource allocation 2 training sessions Complete WP5 Oct-18 Jul-19 Society Organizations scenarios in WEAP. Strengthening River allocation Complete WP5 Oct-18 Jul-19 plan
4.3.2. Awareness Raising. Conduct awareness-raising activities on Workshop/training Complete WP5 Oct-18 Jul-19 new water resource management regulations. in regions
5. Tax Enforcement and Administration
Maturity: Design/Implementation Lead: Maia Daiauri
Priority: High Impact: Direct and immediate positive effect on tax compliance for all businesses. Counterparts: MoF, RS, BAG, Parliament, AmCham, ICC, Georgian Banks Association Donors: EU Twinning, UST, IFC
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Outputs Timing Component Activities Description Status Added By
5.1. Support Public-Private 5.1.1. Tax Code Review. (a) Provide expert commentary on 1 PPD event Complete WP5 Oct-18 Jun-19 Dialogue problematic issues of tax legislation.
(b) Conduct offsite PPD on VAT and CIT manuals. 2 PPD events Complete WP5 Oct-18 Jun-19
5.2. GoG Capacity Building 5.2.1. Tax Code Review. Provide expert commentary on problematic Commentary Complete WP4 Oct-17 Jan-19 issues of tax legislation.
5.2.2. Tax Administration Improvement. (a) Conduct analysis relevant Analysis Complete WP3 Sep-17 Jan-19 to TADAT indicators.
(b) Conduct capacity building activities for the RS for application of Trainings Complete WP5 Nov-18 Jul-19 taxpayer behavioral analysis findings. Toolkit Complete WP5 Nov-18 Jul-19 QTR 1
5.3. Private Sector & Civil 5.3.1. Raise Awareness on Tax Policy and Administration. (a) Raise 1 media tour Complete WP5 Oct-18 Jun-19 Society Organizations taxpayers’ awareness of tax policy and administration. Strengthening
(b) Conduct regional training on tax reform for SMEs. 3-5 trainings Complete WP5 Oct-18 Jul-19
(c) Conduct the Tax Perception Survey. Survey Complete WP5 Oct-18 Jul-19
5.3.2. IFRS Capacity Building for SMEs. Preparing training materials Training materials Complete WP4 Oct-17 Jul-19 on IFRS for SMEs and conduct the Training of Trainers (ToT) session.
1 ToT session Complete WP4 Jan-18 Nov-18
70 ToT trainers Complete WP5 Oct-18 Nov-18 trained QTR 1
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Outputs Timing Component Activities Description Status Added By
6. Customs Administration and Enforcement
Maturity: Implementation Lead: Bondo Bolkvadze
Priority: High Impact: Elimination of barriers and inefficiencies will have an immediate impact on Counterparts: RS, GFFA, GIRCA cross-border trade. Donors: GiZ, US Customs
6.1. Support Public-Private 6.1.1. Authorized Economic Operator (AEO) program 2 PPDs Complete WP5 Oct-18 Jun-19 Dialogue implementation. Conduct PPD events on the AEO concept.
6.2. GoG Capacity 6.2.1. Authorized Economic Operator (AEO) program Consultations Complete WP5 Oct-18 Jun-19 Strengthening implementation. Provide on-demand assistance on AEO authorization and monitoring rules.
6.2.2. Authorized Economic Operator (AEO) program Knowledge- Complete WP5 Oct-18 Jun-19 implementation. Capacity building of RS PCA staff on authorization sharing and monitoring of AEOs. workshop(s)
6.2.3. Customs post-clearance Control. Provide technical assistance 1 training session Complete WP5 Oct-18 Jun-19 to build the capacity of RS PCA.
6.3. Private Sector & Civil 6.3. No specific activities are planned. Society Organizations Strengthening
7. Trade Facilitation/Transport and Logistics
Maturity: Implementation Lead: Bondo Bolkvadze
Priority: High Impact: Elimination of barriers and inefficiencies will have an immediate impact on Counterparts: RS, MoESD, Georgian cross-border trade and facilitate greater integration with the EU. Railway, GFFA, GIRCA, AmCham, BAG, ICC, EUGBC Donors: EU, GiZ
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Outputs Timing Component Activities Description Status Added By
7.1. Support Public Private 7.1.1. Trade and Transport PPD. Conduct PPD on trade and transport 1 PPD Complete WP5 Oct-18 Jun-19 Dialogue opportunities, latest developments in the Caucasus Transit Corridor.
7.2. GoG Capacity No specific activities are planned. Strengthening
7.3. Private Sector & Civil 7.3.1. Caucasus Transit Corridor Competitiveness. Analysis Complete WP4 Nov-17 Jan-19 Society Organizations Value-added services for international transit flows through the Georgia- Strengthening Azerbaijan corridor and existing policy and regulatory barriers.
7.3.2. Caucasus Transit Corridor Competitiveness. Needs Complete WP5 Oct-18 Jun-19 Conduct skills and qualifications needs assessment and develop assessment recommendations.
8. Bankruptcy and Liquidation
Maturity: Design Lead: Tamar Buadze
Priority: Medium Impact: Reformed bankruptcy regime will remove barriers to entrepreneurship, Counterparts: MoESD, MoJ efficiently recycle assets back to productive use, and restore viable businesses to Donors: GiZ financial health through business rescue.
8.1. Support Public-Private 8.1.1. Advocate for Insolvency Reform. (1) Conduct PPDs on 1 PPD Complete WP5 Oct-18 Jul-19 Dialogue Insolvency Reform.
(2) Conduct PPD to facilitate the adoption of the draft Law on Insolvency 1 PPD Complete WP5 Jun-19 Sep-19 by Parliament. QTR3
8.1.2. Insolvency Conference. Conduct conference with insolvency 1 conference Complete WP5 Oct-18 Jul-19 practitioners and experts to share the experience.
8.2. GoG Capacity 8.2.1. Insolvency Law Implementing Guidelines. Develop guidelines Draft guidelines Complete WP5 Oct-18 Jul-19 Strengthening on insolvency regulated agreements.
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Outputs Timing Component Activities Description Status Added By
8.3. Private Sector & Civil 8.3.1. Assist in the Development of IOH Association. Assist with the Recommendations Complete WP5 Oct-18 Jul-19 Society Organizations establishment and capacity building of IOH Association. Strengthening
9. State Procurement System
Maturity: Implementation Lead: Tamar Buadze
Priority: High Impact: Educating stakeholders and the private sector will improve the transparency of Counterparts: State Procurement the state procurement system and will increase private sector participation resulting in Agency increased quality. Donors: USAID, EU, WB, EBRD, ADB
9.1. Support Public Private 9.1.1. No specific activities are planned. Dialogue
9.2. GoG Capacity 9.2.1. No specific activities are planned. Strengthening
9.3. Private Sector & Civil 9.3.1. State Procurement Awareness. (1) Introduction of training Curriculum Complete WP4 Oct-17 Apr-19 Society Organizations program in universities. development Strengthening SPCP Complete WP5 Oct-18 Dec-18 QTR 1
Undergraduate Complete WP5 Oct-18 May-19 Program QTR 1
(2) Conduct awareness-raising forums on the state procurement 3 forums in Complete WP4 Oct-17 Apr-19 coursework at regional universities. Batumi, Gori, and Kutaisi
10. Pension Reform
Maturity: Design Lead: George Amzashvili
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Outputs Timing Component Activities Description Status Added By
Priority: High Impact: Effective public dialogue on anticipated pension reform is crucial to its Counterparts: MoESD, MoF, Parliament, acceptance by the public. Private Sector Donors: ADB, WB, AFD
10.1. Support Public Private 10.1.1. Pension Reform Awareness Raising. Conduct PPDs in 8 PPDs Complete WP5 Oct-18 Dec-18 Dialogue regions and Tbilisi. QTR 1
10.2. GoG Capacity 10.2.1. Pension Reform Awareness Rising. Assist MoESD in Pension 2 workshops, Complete WP4 Oct-17 Feb-19 Strengthening Reform Communication Strategy implementation. promotional materials, messaging
10.3. Private Sector & Civil 10.3.1. Pension Reform Awareness Raising. Raise awareness on Offsite session Complete WP4 Oct-17 Feb-19 Society Organizations Pension Reform among journalists. with journalists Strengthening
11. Capital Market Reform
Maturity: Design Lead: George Amzashvili
Priority: High Impact: Supporting the public and private sectors in preparation for the Counterparts: MoESD, MoF, NBG, implementation of reforms will enable both to participate in the reformed market and Georgian Stock Exchange, Parliament raise confidence in the system. Donors: ADB, WB, EBRD
11.1. Support Public-Private 11.1.1. Advisory Committee on Capital Markets. Facilitate the 1 PPD Complete WP5 Oct-18 Jul-19 Dialogue establishment of a private sector-driven Advisory Committee.
11.2. GoG Capacity 11.2.1. New Law on Investment Funds. Provide technical assistance Final Draft Law on Complete WP4 Apr-18 Oct-18 Strengthening to MoESD and NBG on new Law. Investment Funds QTR 3
Capacity building Complete WP5 Oct-18 Jul-19 workshops and recommendations
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Outputs Timing Component Activities Description Status Added By
11.2.2. Mortgage Securitization. (1) Conduct capacity building Workshops on Complete WP5 Oct-18 Jun-19 workshops on securitization. securitization
(2) Development of changes to the draft legislative package on asset Draft legislative Complete WP5 Feb-19 Jun-19 securitization. package on asset QTR2 securitization
11.2.3. Valuation Standards. (1) Assist GoG in designing the valuation Draft Law on Complete WP4 Oct-17 Dec-18 regulations. Valuation QTR 3
(2) Conduct capacity building of professional valuation organizations Recommendations Complete WP5 Apr-19 Jun-19 and regulatory body. QTR 3
11.2.4. Over the Counter (OTC) Bond Market. Develop the design of Concept Complete WP4 Dec-17 Jun-19 OTC Bond Market. Foreign Exchange Complete WP4 May-18 Jun-19 Code Roadmap QTR 3
11.2.5. Secured Corporate Bonds. Develop legislative package to Legislative Complete WP5 Jun-19 Sep-19 enable issuance of secured corporate bonds. package QTR 3
12. Crop Insurance
Maturity: Design Lead: George Amzashvili
Priority: High Impact: Immediate increase in access to finance for rural Counterparts: MEPA, Parliament businesses. Donors: KfW
12.1. Support Public Private 12.1.1. No specific activities are planned. Dialogue
12.2. GoG Capacity 12.2.1. No specific activities are planned. Strengthening
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Outputs Timing Component Activities Description Status Added By
12.3. Private Sector & Civil 12.3.1. Establishment of a Professional Orientation and Foundation Establish program Complete WP3 Sep-17 Jun-19 Society Organizations Training Program for Aspiring Certified Actuarial Analysts (CAA). and train 10 Strengthening Support development of a long-term education program for actuaries. aspiring actuaries
10 CAA aspirants Complete WP5 Oct-18 Nov-18 pass three exams QTR 1
13. Innovation and Technology/SME Policy
Maturity: Implementation Lead: Malkhaz Nikolashvili
Priority: High Impact: Immediate improvement of Innovation and Technology regime vital for SME Counterparts: GITA, MoESD, EDA development and access to finance for innovation. Donors: WB
13.1. Support Public-Private 13.1.1. Innovation and Technology Development Strategy 2025. 2 PPDs Complete WP5 Oct-17 Jul-19 Dialogue Organize PPD events.
13.1.2. E-Commerce Legislation. Conduct PPDs. 2 PPDs Complete WP5 Oct-18 Dec-18 QTR 1
13.1.3. Youth Innovation and Entrepreneurship. Conduct conference. 1 conference Complete WP5 Oct-18 Dec-18 QTR 1
A video production Complete WP5 Apr-19 Jun-19 of Kick Challenge QTR 2 winner.
13.2. GoG Capacity 13.2.1. Innovation and Technology Development Strategy 2025. Strategy and Complete WP4 Oct-17 Jan-19 Strengthening Support GITA in the development of the Agency's Strategy document. Action Plan
13.3. Private Sector & Civil 13.3.1. Business Process Analysis for Business House. Support the Study on business Complete WP4 Oct-17 Jun-19 Society Organizations newly established Business House project by analyzing business process analysis Strengthening processes to be automated and implemented under the Business House to serve the business sector.
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Outputs Timing Component Activities Description Status Added By
13.3.2. Innovation and Entrepreneurship Training Program. Develop 2-3 trainings Complete WP4 Nov-17 Apr-19 and implement a training program.
14. Mining Regulatory Framework
Maturity: Design Lead: Irakli Gelovani
Priority: High Impact: Regulatory framework to enable economic development and investment Counterparts: MoESD, Parliament, opportunities in the mining industry. MEPA, NEA, MRDI Donors: WB, EBRD
14.1. Support Public-Private 14.1.1. Mining Sector Reform. Organize a PPD on problematic issues 1 PPD Complete WP4 Oct-17 May-19 Dialogue in collaboration with EBRD.
14.2. GoG Capacity 14.2.1. Business Perception Survey. Conduct business perception Survey Complete WP4 Oct-17 Jan-19 Strengthening survey to identify problematic issues businesses face in the mining sector.
14.2.2. Mining Agency Capacity Building. Deliver capacity building Trainings Complete WP5 Oct-18 Jun-19 training to Mining Agency staff.
14.3. Private Sector and Civil 14.3.1. No specific activities are planned. Society Organizations Strengthening
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APPENDIX B: PMP
Indicator Y5 2019 Cumulative Results Cumulative Target Target
1.1 Number of public institutions or CSOs with an Y5 0 9 4 established public engagement mechanism N/A through G4G support.
Short clarification: The indicator will count only public or CSOs institutions that have an institutionalized platform for permanent PPDs, including institutions related to the 3rd and 4th components.
1.2 Progress toward identification, drafting, Y5 10 215 100 approval, and implementation of reforms through 21 policy steps a consultative process as a result of USAID assistance. (USAID Indicator)
Short clarification: The indicator will count completed steps of policy process related to the targeted reforms, including reforms related to the 3rd and 4th components.
1.3 Number of policy areas on which PPD events Y5 15 107 60 were initiated through G4G support or G4G 22 policy areas supported platforms.
Short clarification: The indicator will count the number of policy areas on which PPDs were initiated through G4G support or through using G4G supported platforms, including reforms related to the 3rd and 4th components. Under PPDs, we assume thematic meetings with the participation of all major stakeholders, such as GoG, CSOs, and private sector representatives.
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Indicator Y5 2019 Cumulative Results Cumulative Target Target
1.4 Number of the PPD events conducted Y5 20 196 103 through G4G support.
Short clarification: The indicator will count PPD 39 PPDs (8 in Regions) events conducted through G4G support, including PPDs related to the 3rd and 4th components. Under PPDs, we assume thematic meetings with the participation of major stakeholders, such as GoG, CSOs, and private sector representatives. The indicator will disaggregate the PPDs according to the regions where the PPDs took place.
2.1 Number of Governmental institutions, Y5 15 138 80 (including Legal Entities of Public Law, State-
Owned Enterprises) receiving capacity-building assistance through G4G support, to develop, 19 institutions implement, and enforce the targeted reforms.
Short clarification: The indicator will count each governmental institution that received capacity- building assistance through G4G support to develop, implement, and enforce the targeted reforms. If the institution received different types of assistance, each will be counted separately. The indicator also will capture governmental institutions classified under 3rd and 4th components.
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Indicator Y5 2019 Cumulative Results Cumulative Target Target
2.2 Number of the legal acts, policy documents, Y5 10 86 50 policy-related documents, measures, or
programs provided or substantially contributed by the targeted GoG institutions through G4G 16 policies/reforms assistance. Short clarification: The indicator will count every legal act, policy documents, policy-related documents, measures, or programs provided or substantially contributed to a GoG institution through G4G assistance. The indicator also will include the legal acts, policy documents, policy- related documents, measures, or programs related to the 3rd and 4th components.
2.3 Person hours of USG supported training Y5 4,000 p/h 21,780 p/h 12,000 p/h completed in trade and investment capacity 7,968 p/h: 5,054 p/h for 2,000 M 12,318 M 6,000 M building. (USAID Indicator). males (M), 2,917 p/h for 2,000 F 9,498 F 6,000 F Short clarification: The indicator will count every females (F) person-hours of G4G supported trainings on
trade and investment capacity building. If one person receives several trainings on different issues, each instance will be counted separately. The indicator also will include corresponding trainings relevant to the 3rd and 4th components. The indicator data will be disaggregated based on gender.
2.4 Number of GoG staff receiving training Y5 60 persons 1,488 persons 340: through G4G support to develop, implement, and 464 persons: 215 (M), 249 30 M 834 M 141 M enforce targeted reforms. (F) 30 F 654 F 139 F Short clarification: The indicator will count every person from the public sector receiving G4G supported trainings to develop, implement, and enforce targeted reforms. If one person receives several trainings on different issues, each
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Indicator Y5 2019 Cumulative Results Cumulative Target Target instance will be counted separately. The indicator also will include corresponding trainings relevant to the 3rd and 4th components. The indicator data will be disaggregated based on gender.
2.5 Number of parcels with relevant parcel Y5 7,000 30,000 17,800 information corrected or incorporated into an 19,200 official land administration system (whether a system for the property registry, cadaster, or an integrated system) as a result of USG assistance. Short clarification: The indicator will count the number of parcels with relevant parcel information corrected or incorporated into an official land administration system (whether a system for the property registry, cadastre, or an integrated system) as a result of G4G assistance.
2.6 Number of laws, policies, or regulations that Y5 3 14 5 address biodiversity conservation and/or other 3 policy documents environmental themes officially proposed, adopted, or implemented as a result of USG assistance. Short clarification: The indicator will count each policy-related documents or legal acts agreed with or initiated for adoption by GoG stakeholders on biodiversity conservation and/or other environmental themes.
2.7 Number of PPD events conducted to Y5 2 18 17 advance water sector policies through G4G 2 PPDs support.
Short clarification: The indicator will count each PPD conducted to advance water sector policies
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Indicator Y5 2019 Cumulative Results Cumulative Target Target through G4G support. Under PPDs, we assume thematic meetings with the participation of major stakeholders, such as GoG, CSOs, and private sector representatives.
2.8 Number of people receiving G4G supported Y5 20: 285: 160: training on natural resources management and 48 persons: 19 M, 29 F 10 M, 143 M 80 M, biodiversity conservation. (USAID Indicator) 10 F 142 F 80 F Short clarification: The indicator will count each person from GoG, CSOs, or private sector receiving USG supported trainings on natural resources management and/or biodiversity conservation issues. If one person receives several trainings on different issues, each instance will be counted separately. The indicator data will be disaggregated based on gender.
2.9 Tax administration and compliance improved Y5 25.2% 25.3% 25.2% (% increase in the ratio of tax collections as a 25.3% percent of GDP). (USAID Indicator) Short clarification: The indicator will measure the ratio of tax collections as a percent of GDP.
2.10 Amount of Domestic Revenue Mobilization Y5 25.4% 27.9% 25.4% (DRM-Taxes, Fees, Fines, and Charges) 27.9% collections as a percent of GDP). (USAID Indicator) Short clarification: The indicator will measure the ratio of ‘DRM-Taxes, Fees, Fines, and Charges’ collections as a percent of GDP.
4.1 Number of laws, policies, regulations, or Y5 1 7 7 standards to enhance energy sector governance 1 Document formally proposed, adopted, or implemented as
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Indicator Y5 2019 Cumulative Results Cumulative Target Target supported by USG assistance. (USAID Indicator)
Short clarification: The indicator will count each law, policies, regulations, or standards addressing energy sector governance formally proposed, adopted, or implemented through G4G support.
4.2 Number of PPDs conducted through G4G Y5 3 22 19 support to advance energy sector policies. 3 PPD events
Short clarification: The indicator will count each PPD event conducted through G4G support to advance energy sector policies. Under PPDs, we assume thematic meetings with the participation of major stakeholders, such as GoG, CSOs, and private sector representatives.
4.3 Number of institutions with improved capacity Y5 2 7 5 to address clean energy issues as supported by 4 Institutions G4G. (USAID indicator)
Short clarification: The indicator will count institutions that received capacity-building assistance through G4G support.
5.1 Number of private and civil society Y5 100 1127 in total 510 organizations received capacity-building 222 in total (169 businesses (725 businesses and 402 assistance through G4G on development, and 53 CSOs) CSOs) implementation, and enforcement of targeted reforms. Short clarification: The indicator will count each private and civil society organization that received capacity-building assistance through G4G support to develop, implement, and enforce the targeted reforms. If the organization receives
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Indicator Y5 2019 Cumulative Results Cumulative Target Target different types of assistance, each will be counted separately. The indicator also will capture organizations classified under 3rd and 4th components.
5.2 Number of quality services/products provided Y5 1 22 12 by professional business associations & think 8 services tanks to their clients as a result of USG assistance. (USAID Indicator). Short clarification: This indicator measures the number of quality of services such as research, policy advice in areas affecting industry, a publication of polling data, policy papers, policy seminars, membership meetings, and advocacy activities that are available and used by private enterprises and individual, others. The indicator also will capture services/products provided relevant to the 3rd and 4th components.
5.3 Number of journalists trained through G4G Y5 30: 651: 298: support to provide credible and reliable reporting 60 journalists: 26 M, 34 F 15 M 222 M 149 M on issues affecting Georgia’s business enabling environment. Short clarification: The indicator will 15 F 429 F 149 F count each journalist receiving G4G supported
training on relevant subjects. If one person receives several trainings on different issues, each instance will be counted separately. The indicator data will be disaggregated based on gender.
5.4 Number of persons from private and civil Y5 100: 1736: 750: society organizations receiving training through 50 M 756 M 375 M G4G support on the development, implementation, and enforcement of the targeted 248 persons: 128 M, 120 F 50 F 980 F 375 F reforms.
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Indicator Y5 2019 Cumulative Results Cumulative Target Target Short clarification: The indicator will count each person from private and civil society organizations receiving G4G supported trainings to develop, implement, and enforce the targeted reforms. If one person receives several trainings on different issues, each instance will be counted separately. The indicator also will include corresponding trainings relevant to the 3rd and 4th components. The indicator data will be disaggregated based on gender.
6.1 Proportion of females who report increased Y5 80% 100% 78% self-efficacy after G4G supported 100% of female participants trainings/programming. (USAID Indicator) who completed the forms Short clarification: The data on the indicator will reported increased self- be collected at the end of each training event efficiency based on the women participants’ survey.
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APPENDIX C: DONOR/USG/USAID COLLABORATION During G4G’s duration, the project collaborated with other donors and USG organizations to leverage additional resources towards reform goals. The table below outlines the agencies involved as well as the projects or activities.
Donor/Agency Projects/Activities
- Georgia: Strengthening Domestic Resource Mobilization; - Road Corridor Investment Project; - Urban Services Improvement Investment Project; ADB - Nenskra Hydropower Project; - Capital Market Reform; - Pension Reform.
- Pilot Project for Introduction of an Information System for Czech Development Agency (CzDA) Data; - Transferring and Groundwater Monitoring Network in Kvareli and Lagodekhi Municipalities.
Danish International Development - Energy Efficiency and Sustainable Energy in Georgia Agency
- Nenskra Hydropower Project; - Assistance to the Government of Georgia with Development of Renewable Energy Investments: Electricity Trading Platform; - Development of a Sustainable and Green Hydropower Sector in Georgia; - Rehabilitation of Enguri Hydro Power Plant; EBRD - Support PPD; - Technical Assistance to GoG for drafting Law on Energy Efficiency; - Georgia - Jvari - Khorga Interconnection; - Mining Sector Reform; - Women’s Empowerment.
- Technical Assistance to GoG for drafting Law on Energy Efficiency; - East Invest 2 Project; - EIB-03 Technical Assistance for the Water Infrastructure; - Modernization and Development Project; EU - Environmental Protection of International River Basin Project; - EU Twinning Project for GNERC; - EU4Energy Governance; - INOGATE (Regional Project); - Legislative Impact Assessment, Drafting, and Representation;
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Donor/Agency Projects/Activities
- Location Technical Assistance for Enguri / Vardnili HPP Rehabilitation; - Twinning Project - Strengthening Administrative Capacity of the Georgia RS in Taxation; - EUWI+; - Eastern Partnership Assistance Program.
European Investment Bank (EIB) - Water Infrastructure Modernization II
Federal Customs Service of Germany - Post Clearance Audit
Foundation of German Industry for - Senior Expert Service (Customs) International Cooperation
French Development Agency (AFD) - Pension Reform
Global Environment Facility (GEF) - GEF Small Grants Programme
German Federal Customs Service - Development of Customs Post Clearance Audit
- GIZ Legal Program; - Legal Approximation towards European Standards in the South Caucasus; GiZ - Private Sector Development Project in the South Caucasus; - Support to the Development of Private and Administrative Law Systems in Georgia; - Vocational Education.
- Georgia Investment Climate Project; - Clean Energy Invest; IFC - Customs Time Release Study; - Insolvency Reform.
- TADAT support to the RS; International Monetary Fund (IMF) - Capital Market Reform; - Pension Reform.
- Construction of Underground Gas Storage (UGS); - Gas Policy Measures; - Extension Transmission Network Georgia II; KfW - Fiscal Policy Adjustment Loan Project; - Rehabilitation of Drinking; - Waste and Rainwater Systems in Batumi; - TA to GoG for Policy Measures;
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Donor/Agency Projects/Activities
- Georgia - Jvari - Khorga Interconnection.
- A consortium of NVE – NIRAS; - Institutional Cooperation Between Norwegian Water Resources and Energy Directorate and Ministry of Energy and Government of Norway Natural Resources of Georgia; - Sustainable Hydropower Development; - SPARE- International School Project for Application of Resources and Energy.
National Association of Regulatory Utility - Energy Commissioners (NARUC)
Partnership Fund - Nenskra Hydropower Project
Peace Corps - Let Girls Learn
Swiss Cooperation Office - Inclusive Growth Dialogues
US Trade Representative (USTR) and US - Customs Administration; Customs - Law on e-Commerce.
U.S. Treasury Office of Technical - Revenue Advisor Program Assistance
- Climate Resilient Flood and Flash Flood Management; - Enhancing Environmental Monitoring and Reporting in UNDP Georgia; - UNDP/GEF Kura Ara(k)s project; - UNDP-GEF Kura II Project.
UNESCO - UNESCO-IHE Water Management University
- ETM - Advancing CSO Capacities and Engaging Society for Sustainability (ACCESS); - AGT/Black Sea Transmission Project; - Energy Program;
USAID Armenia - Enhancing Capacity for Low Emission Development Strategies (EC-LEDS); - Georgian Human and Institutional Capacity Development (HICD) 2020 Project; - Good Governance Initiative in Georgia (GGI); - Integrated Natural Resources Management in Watersheds of Georgia;
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Donor/Agency Projects/Activities
- Media for Transparent and Accountable Governance (M-TAG) Program; - Momavlis Taoba (Future Generation) Project; - NARUC - Black Sea Regulatory Initiative; - Promoting Gender Equality in Employment; - Restoring Efficiency to Agricultural Production (REAP); USAID Georgia - Supporting Local Self-Governance Reforms in Georgia; - The ZRDA activity in Georgia; - Youth Entrepreneurial Skills for Advancing Employability and Income Generation in Georgia (YES – Georgia); - Energy Technology and Governance Program; - Crystal Fund.
USAID Headquarters - Domestic Resource Mobilization Awareness
USEA - Energy Technology and Governance Program
- Development Policy Operation (DPO) Series; - Georgia National Innovation Ecosystem (GENIE) Project; - Irrigation and Land Market Development Project (WB-ILMD); - SESA of Development Scenarios for El. Sector Implementer Stucky – SEEC; WB - Transmission Grid Strengthening Project; - Youth Inclusion and Social Accountability Project; - South Caucasus Financial Sector Advisory Project - Capital Markets and Pension Reform Technical Assistance; - Land Registration Reform.
- South Caucasus Financial Sector Advisory Project; U.S. Treasury Office of Technical - Capital Market Reform; Assistance - Pension Reform.
- SME Development; - E-Commerce; USTR Europe and Middle East Affairs - Technical Barriers to Trade; Office - RIA; - PPD.
United States Energy Agency (USEA) - ETM
Commercial Law Development Program - Insolvency Reform (CLDP)
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Donor/Agency Projects/Activities
United States Forest Service (USFS) - Mining Sector Reform
USAID Serbia - ETM
Konrad Adenauer Fund - Energy Strategy Reform
World Customs Organization (WCO) - TFS “Risk Analysis Program”
United Nations Economic Commission for - Energy Reform Europe (UNECE)
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APPENDIX D: UTILIZATION OF PRIVATE SECTOR AND CSOS
N (#) Name of Organization Area(s) of Focus Utilization
Legal Profession’s 1 EPAC Member Development Center (LPDC) Collaboration
2 Abkhazintercont (AlC) Women, Entrepreneurship Collaboration
3 Agency for Strategy Initiatives EPAC Member Collaboration
4 Alliance Group Holdings Entrepreneurship Collaboration
Almond and Walnut Producer 5 EPAC Member Collaboration Association
Tax Enforcement and Administration, CSO 6 AmCham Collaboration Capacity Building, EPAC Member
7 Analysis & Consulting Team Business Perception Survey Collaboration
Association of Actuaries and 8 Crop Insurance Collaboration Financial Analysts (AAFA)
Civil Society Capacity 9 Association of Banks of Georgia Collaboration Building, EPAC Member
Association of Business Tax Enforcement and 10 Consulting Organizations of Administration, EPAC Collaboration Georgia (ABCO) Member
Association of Flower Producers 11 EPAC Member Collaboration of Georgia
Tax Enforcement and Association of Law Firms of 12 Administration/Insolvency, Collaboration Georgia EPAC Member
Association of Pharmaceutical 13 Companies Representatives in EPAC Member Collaboration Georgia
Youth engagement in PPD, Association of Young EPAC Member, Tax 14 Collaboration Economists of Georgia (AYEG) Enforcement and Administration, RIA
Association of Young 15 Professionals in Energy of Energy Collaboration Georgia (AYPEG)
Tax Enforcement and Consultations 16 ATA partners Administration Outreach
17 Atlantic Council of Georgia EPAC Member Collaboration
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N (#) Name of Organization Area(s) of Focus Utilization
18 Bank of Georgia Women Empowerment Collaboration
Batumi International Container Trade Facilitation and 19 Collaboration Terminal Customs
Civil Society Capacity 20 Believe Foundation Collaboration Building, Youth
Legal Survey and Recommendations on the 21 BLC Implementation of Mortgage- Collaboration Backed Securities Mechanisms
British Georgian Chamber of 22 EPAC Member Collaboration Commerce
Support National PPD, Youth 23 Business and Economic Centre engagement in PPD, EPAC Collaboration Member
Business Association “Women 24 Youth Engagement in PPD Outreach for Tomorrow”
Tax Enforcement and Business Association of Georgia Administration, Civil Society 25 Consultations (BAG) Capacity Building, Customs and Trade
26 Business Professionals Network EPAC Member Collaboration
Business Rehabilitation and 27 Insolvency Practitioner's Insolvency Collaboration Association (BRIPA)
Caucasus Environmental NGO EPAC Member, Water Collaboration, 28 Network Resource Management Consultations
Water Resource 29 Caucasus University Management, EPAC Outreach Youth Engagement in PPD
30 Center for Business Advocacy EPAC Member Collaboration
Civil Society Capacity 31 Center for Competition Building, EPAC Member, Collaboration Competition Policy
Center for Competition Law and EPAC Member, Competition 32 Collaboration Consumer Protection Policy
Center for Innovative 33 EPAC Member Collaboration Development of Enterprises
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N (#) Name of Organization Area(s) of Focus Utilization
34 Center for Social Sciences EPAC Member Collaboration
Center for Training and 35 EPAC Capacity Building Collaboration Consultancy
Chamber de Commerce France 36 Energy, EPAC Member Consultations Georgia
37 Clean Energy Energy Collaboration
Collaboration 38 Co-Investment Fund Energy Consultations
EPAC Member, Building 39 Construction Inspection Collaboration Code
Consumer Rights Protection 40 EPAC Member Collaboration and Control Center
41 Correggio Consulting Energy Collaboration
42 Crystal Fund Youth Engagement in PPD Outreach
43 Dechert LLC Competition Collaboration
Energy, Capital Markets, Outreach 44 Eastern Power Corporation Innovation Collaboration
Civil Society Capacity Economic Policy Research 45 Building, EPAC Member, Collaboration Center Youth engagement in PPD
46 Energo Aragvi Energy Collaboration
Energy, Youth engagement in PPD Collaboration 47 Energy Academy of Georgia Civil Society Capacity Outreach Building
Energy, 48 Energy Efficiency Centre Trade Facilitation and Collaboration Customs
Water Resource 49 Energy Solutions Management, Collaboration Energy
50 Entrepreneur's Association Entrepreneurship Collaboration
Water Resource 51 Environmental Development Collaboration Management
52 Europe Foundation EPAC Capacity Building Collaboration
53 European Business Association EPAC Member Collaboration
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N (#) Name of Organization Area(s) of Focus Utilization
European Federation of Energy 54 Energy Collaboration Traders
European Union-Georgian 55 EPAC Member Collaboration Business Council
56 Export Development Agency EPAC Member Collaboration
Foundation Partnership for 57 EPAC Member Collaboration Road Safety
58 Free Market Advocacy EPAC Member Collaboration
59 Free University of Tbilisi Youth Engagement Collaboration
Youth Engagement in PPD Freight Forwarders Association Outreach 60 Trade Facilitation and of Georgia Collaboration Customs
Tax Enforcement and Administration 61 GAMMA Consultations Water Resource Management
Consultations 62 Georgia Hydro Energy Collaboration
63 Georgia Urban Enerji Energy Collaboration
Georgian Alliance for Safe 64 EPAC Member Collaboration Roads
65 Georgian American University Youth Engagement in PPD Consultations, Outreach
EPAC Member Collaboration Georgian Association “Women Women engagement in PPD, 66 Outreach in Business” Civil Society Capacity Consultations Building
Georgian Association for Quality 67 EPAC Member (GAQ) Collaboration
Georgian Association of 68 EPAC Member Collaboration Consulting Engineers
Georgian Association of 69 Customs and Trade Outreach Expeditors
70 Georgian Association of Guides EPAC Member Collaboration
Georgian Association of HR 71 EPAC Member Collaboration Professionals
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N (#) Name of Organization Area(s) of Focus Utilization
Georgian Association of Civil Society Capacity 72 Collaboration Realtors Building, EPAC Member
73 Georgian Bar Association EPAC Member Collaboration
74 Georgian Business Chamber EPAC Member Collaboration
Georgian Chamber of Tax Enforcement and 75 Consultations Commerce and Industry Administration, Energy
Georgian Distribution 76 EPAC Member Collaboration Association
Georgian Ecotourism 77 EPAC Member Collaboration Association
Georgian Energy Development 78 Energy Collaboration Fund
Georgian Environmental Water Resource 79 Collaboration Outlook Management
Civil Society Capacity Building, EPAC Member Collaboration 80 Georgian Farmers Association Water Resource Consultations Management, CSO Capacity Building, EPAC Member
Georgian Hazelnut Producers 81 EPAC Member Collaboration and Exporters Association
Georgian Hotel and Restaurant 82 Collaboration Federation EPAC Member
Consultations 83 Georgian Hydro Power Energy Collaboration
Georgian Incoming Tour- Trade Facilitation and 84 Consultations Operators Association Customs, EPAC Member
85 Georgian Industrial Group (GIG) Energy Collaboration
Georgian Institute of Public Youth Engagement, 86 Collaboration Affairs Journalism
CSO Capacity Building, Crop 87 Georgian Insurance Association Consultations Insurance
Georgian International Energy 88 Energy Collaboration Corporation
Georgian International Road Collaboration 89 Customs and Trade Carriers Association Consultations
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N (#) Name of Organization Area(s) of Focus Utilization
Georgian Investment Group 90 Energy Collaboration Energy
Georgian Law and Policy 91 Youth engagement in PPD Collaboration Research Centre
Georgian Lawyers for Youth engagement in PPD, 92 Collaboration Independent Profession EPAC Member
Georgian Lawyers National Youth engagement in PPD, 93 Collaboration Association EPAC Member
Civil Society Capacity Building, EPAC Member Collaboration 94 Georgian Logistics Association Trade Facilitation and Consultations Customs
Women engagement in PPD, Georgian Microfinance 95 Civil Society Capacity Collaboration Association Building, EPAC Member
Georgian Oil and Gas 96 Energy Collaboration Corporation
97 Georgian Pistachio Association EPAC Member Collaboration
Georgian Renewable Energy 98 Development Association Energy Collaboration (GREDA)
Youth engagement in PPD, Tax Enforcement and Outreach Georgian Small and Medium 99 Administration, CSO Consultations Enterprise Association Capacity Building, EPAC Collaboration Member
Georgian Society of Women engagement in PPD, 100 Accountants, Auditors, and Civil Society Capacity Collaboration Consultants Building, EPAC Member
Georgian Society of Investment 101 EPAC Member Collaboration Professionals
Civil Society Capacity Building, Crop Insurance, 102 Georgian Technical University Collaboration Energy, Youth engagement in PPD
103 Georgian Tourism Association EPAC Member Collaboration
Georgian Vocational Education Civil Society Capacity 104 Collaboration Building, EPAC Member
105 Georgian Wine Association EPAC Member Collaboration
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N (#) Name of Organization Area(s) of Focus Utilization
Innovation and Technology Georgian Women Business Women Engagement in 106 Collaboration Association PPD, Civil Society Capacity Building, EPAC Member
Youth Engagement in Georgian Young Lawyer’s PPD, CSO Capacity 107 Collaboration Association Building, EPAC Member, Land Registration
Georgian-Ukrainian Business 108 EPAC Member Collaboration Club
109 GEPRA Business Associations Collaboration
Tax Enforcement and Administration, CSO 110 German Business Association Collaboration Capacity Building, EPAC Member
111 Gori State University Youth Engagement Collaboration
112 GRDS Energy Collaboration
113 HR Association EPAC Member Collaboration
114 Hydrolea LTD Energy Collaboration
115 Ilia State University Energy Collaboration
Information and Energy Collaboration 116 Communications Technology Innovation and Technology Consultations Business Council EPAC Member
Infrastructure Construction EPAC Member, Building 117 Collaboration Companies Association Code
Institute for Development for Media engagement in PPD, 118 Collaboration Freedom of Information EPAC Member
Water Resource Institutional and Capacity 119 Management, EPAC Outreach Building Development Center Member
International School of Energy, Youth Economics at Tbilisi State engagement in PPD, CSO 120 Collaboration University Policy Institute Capacity Building, EPAC (ISET-PI) Member, RIA
International Black Sea 121 Youth Engagement Collaboration University
International Business and 122 EPAC Member Collaboration Economic Development Center
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N (#) Name of Organization Area(s) of Focus Utilization
Youth engagement in PPD, CSO Capacity International Chamber of Collaboration 123 Building, Energy Commerce-Georgia Consultations Tax Enforcement and Administration
International Investors 124 EPAC Member Collaboration Association
125 JS EnergoPro Energy Collaboration
Consultations 126 JS Telasi Energy Collaboration
Junior Chamber International 127 EPAC Member Collaboration Georgia
Tax Enforcement and Administration, CSO 128 Justice Development Center Consultations Capacity Building, EPAC Member
Tax Enforcement and Administration, CSO Consultations 129 KG Energy Capacity Building Collaboration Energy
Knowledge and Experience Water Resource 130 Collaboration Transfer Management, Tax Reform
131 Kutaisi State University Youth Engagement Collaboration
Legal Profession Development 132 Youth Engagement Collaboration Center
Media Holding “Palitra” (Palitra 133 Media Engagement in PPD Collaboration TV, IPN, BPN)
134 Mermisi Vocational College Tax Collaboration
Media Engagement in PPD National Association of Local 135 Water Resource Collaboration Authorities of Georgia Management
136 National Broadcaster Media Engagement in PPD Collaboration
Water Resource 137 New Economic School Outreach Management
138 New Vision University State Procurement Collaboration
Energy 139 News Agency “Agenda.ge” Collaboration Media Engagement in PPD
140 Newspaper “Georgia Today” Media Engagement in PPD Collaboration
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N (#) Name of Organization Area(s) of Focus Utilization
141 Newspaper “Messenger” Media Engagement in PPD Collaboration
142 Newspaper “Rezonansi” Media Engagement in PPD Collaboration
143 NIRAS Energy Collaboration
Online and Printed Journal 144 Media Engagement in PPD Collaboration “Liberali”
Collaboration 145 Partnership Fund Energy Consultations
146 PH International Media Engagement in PPD Collaboration
147 PMC Research EPAC Member Collaboration
148 PMO Consulting CSO Capacity Building Collaboration
Media engagement in PPD, Energy Policy Management Consulting Collaboration, 149 Tax Enforcement and Group Consultations Administration, CSO Capacity Building
Youth Engagement in Consultations 150 Poti APM Terminals Trade Facilitation Collaboration
Consultations 151 Radio “Commersanti” Media Engagement in PPD Collaboration
152 Radio “Tavisupleba” Media Engagement in PPD Collaboration
153 Real Estate Reform Center EPAC Member Collaboration
Water Resource 154 REC Caucasus Collaboration Management
Regional Management and 155 EPAC Member Collaboration Economic Development Center
156 San Diego State University Youth Engagement in PPD Collaboration
Youth Engagement, Gender 157 SAORSA Collaboration Empowerment
158 Savvy Consulting Tax Collaboration
Schulze Global Investments 159 Energy Collaboration LTD
160 Shota Rustaveli State University Youth Engagement Collaboration
161 Spectri Vocational College Tax Collaboration
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N (#) Name of Organization Area(s) of Focus Utilization
162 Startup Grind Entrepreneurship Collaboration
163 Strong Society EPAC Member Collaboration
164 Tax Payers Union EPAC Member Collaboration
165 Telavi State University Youth Engagement Collaboration
Transparency International Land Registration Reform, 166 Collaboration Georgia EPAC Member
Treasuries Association of 167 Capital Markets Collaboration Georgia
168 TV Channel “Imedi” Media Engagement in PPD Collaboration
169 TV Channel “Maestro” Media Engagement in PPD Collaboration
170 TV Channel “Rustavi2” Media Engagement in PPD Collaboration
171 TV Channel “Tabula” Media Engagement in PPD Collaboration
Youth Engagement, 172 Waste Management Association Internship Program, EPAC Collaboration Member
173 WEG Energy Collaboration
Business Perception Survey, 174 Wine Tourism Association Collaboration EPAC Member
Women Business Council in 175 EPAC Member Collaboration Georgia
176 Women for Tomorrow EPAC Member Collaboration
Trade Advisory Group 177 World Experience for Georgia Collaboration Establishment, Energy
Youth Engagement in PPD Trade Advisory Group Consultations 178 Young Entrepreneur Association Establishment, EPAC Collaboration Member
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APPENDIX E: SUMMARY OF GRANT ACTIVITIES
Reform Project Title Number of Number Implementing Grants in Region of Type of Beneficiaries Project Status Applications of Grants Entity USD Implementatio Reviewed Awarded Awarded n
Institutionalized Tbilisi, Assessment of Economic Policy Framework for Regions: East Central Government Collaborative Governance 2 1 Research Center 25,955 Completed Public and West and Private Sector Gaps (EPRC) Consultation Georgia Reform Tbilisi, Assessment on Constraints Regions: Media, Public, and Journalists Face in 1 1 GMCG LLC 14,915 Completed Kakheti, Private Sector Covering Reforms Adjara
Central Government, Georgian Reform Progress 3 1 ISET-PI 99,051 Tbilisi Public and Private Completed Tracking System Sector
Central Government, Georgian Reform Progress 1 1 ISET-PI 24,630 Tbilisi Public and Private Completed Tracking System Sector
PPD Quality Tracking 3 1 IDFI 94,700 Tbilisi Central Government Completed Mechanism
PPD Quality Tracking 3 1 IDFI 22,500 Tbilisi Central Government Completed Mechanism
Tbilisi, Empowering Women in 8 1 Association of 24,795 Regions: Women Completed Business Young Kakheti, organizations, Mtskheta-
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Reform Project Title Number of Number Implementing Grants in Region of Type of Beneficiaries Project Status Applications of Grants Entity USD Implementatio Reviewed Awarded Awarded n
Economists of Mtianeti, and Women Georgia (AYEG) Shida Kartli entrepreneurs
Regulatory Impact Central Government, Assessment (RIA) on Tbilisi, 3 1 ISET-PI 39,445 Public and Private Completed Irrigation Tariff Regions Sector Methodology
Business and Central Government, Establishing PPD Platform 2 1 Economic Centre 29,956 Tbilisi Public and Private Completed in Parliament (BEC) Sector
Central Government, Business Perception Tbilisi, 3 1 ACT 37,779 Public, and Private Completed Survey on Policy Reforms Regions Sector
Central Government, Strengthening PPD 2 1 BEC 54,274 Tbilisi Public and Private Completed Platform in Parliament Sector
Women Capacity Building Women Activities in Samtskhe- Economic Shida Kartli organizations, 6 1 24,925 Completed Javakheti and Shida Kartli Games’ Club Region Women Regions entrepreneurs
Institutional and Youth Debate on G4G Capacity Youth/Students and 6 1 38,289 Tbilisi Completed Reforms Development youth organizations Center (ICDC)
Business Associations Business 5 1 GEPRA 25,000 Tbilisi Completed Development Program Associations
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Reform Project Title Number of Number Implementing Grants in Region of Type of Beneficiaries Project Status Applications of Grants Entity USD Implementatio Reviewed Awarded Awarded n
Women Women Capacity Building Abkhazintercont Imereti organizations, 11 1 24,769 Completed Activities in Imereti Region (AlC) Region Women entrepreneurs
Develop Three Policy Central Government, Papers on Selected DCFTA 4 1 EPRC 23,292 Tbilisi Public, and Private Completed Topics and Facilitate Sector Analysis-based Discussions
Georgian DCFTA Awareness Raising Foundation for Local and Central Tbilisi, Trainings for Journalists 6 1 Strategic and 59,990 Government, Public Completed Regions and CSOs International and Private Sector Studies (GFSIS)
Tbilisi Business Central Government, Analytical Support to TAG 5 1 Service Center 26,120 Tbilisi Public and Private Completed (TBSC) Sector
Central Government, Business Perception Tbilisi, 4 1 CRRC Georgia 26,627 Public and Private Completed Survey on Policy Reforms Regions Sector
Central Government, DCFTA Policy Papers on Tbilisi, 2 1 PMO 38,950 Public and Private Completed New Approach Directives Regions Sector
Energy Strategy Energy and Water World Experience Reform Consumption End-Use Tbilisi, 3 1 for Georgia 46,576 Central Government Completed Survey In Commercial and Regions (WEG) Industrial Sectors
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Reform Project Title Number of Number Implementing Grants in Region of Type of Beneficiaries Project Status Applications of Grants Entity USD Implementatio Reviewed Awarded Awarded n
RIA on Electricity Trading Ilia State 3 1 39,400 Tbilisi Central Government Completed Mechanism (ETM) University
Electricity Production 3 1 WEG 34,495 Tbilisi Central Government Completed Modeling
Energy Efficiency Electricity Demand 5 1 Centre Georgia 33,129 Tbilisi Central Government Completed Forecast (EEC)
Electricity Trading Central Government, Mechanism (ETM) 2 1 ISET-PI 53,958 Tbilisi Public and Private Completed Educational Program Sector
Water Resource Develop Water Resource Georgia's Local and Central Management Management Guidance Region: 1 1 Environmental 34,365 Government, Public Completed Reform Documents Applicable to Georgia Outlook (GEO) and Private Sector Georgia
Regional Green Paper on “Water Region: Environmental Local and Central Allocation Plan Framework Mtskheta- 1 1 Centre for the 34,963 Government, Public Completed – Challenges for Mtianeti Caucasus and Private Sector Implementation” Region (RECC)
Computer Models for Water Environment & Region: Resource Management 1 1 Development 34,125 Private Sector, CSOs Completed Georgia Planning (ED)
Innovative technologies for Region: Local and Central Water Re-use and 1 1 GEO 34,450 Georgia, Completed Government, Public Wastewater Treatment Mtskheta-
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Reform Project Title Number of Number Implementing Grants in Region of Type of Beneficiaries Project Status Applications of Grants Entity USD Implementatio Reviewed Awarded Awarded n
Mtianeti and Private Sector, Region CSOs
Local and Central Region: Government, Public E.F. Methodology Testing 1 1 GEO 69,900 Completed Georgia and Private Sector, CSOs
Region: Local and Central Mtskheta- Government, Public Water Demand Forecast 1 1 RECC 34,323 Completed Mtianeti and Private Sector, Region CSOs
Central Government, RIA on Law on Water Region: 1 1 ISET-PI 36,607 Public, and Private Completed Resources Management Georgia Sector
Develop Water Framework Local and Central Directive (WFD) Region: Government, Public 2 1 GEO 59,802 Completed Implementation Guidance Georgia and Private Sector, Documents for Georgia CSOs
Region: Local and Central Piloting water allocation Mtskheta- Government, Public modeling using WEAP in 1 1 ED 65,846 Completed Mtianeti and Private Sector, the Aragvi River Basin Region CSOs
Local and Central On-the-job Training in Region: Government, Public Water Evaluation and 2 1 ED 69,058 Completed Georgia and Private Sector, Planning (WEAP) System CSOs
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Reform Project Title Number of Number Implementing Grants in Region of Type of Beneficiaries Project Status Applications of Grants Entity USD Implementatio Reviewed Awarded Awarded n
Improve Government of Local and Central Georgia (GoG) Capacity on Region: Government, Public Water Framework Directive 1 1 GEO 77,230 Completed Georgia and Private Sector, (WFD) Guidance CSOs Documents
Development of Gauging Region: Local and Central National Stations Network in the Mtskheta- Government, Public 1 1 Environmental 24,040 Completed Boundaries of Aragvi River Mtianeti and Private Sector, Agency (NEA) Basin Region CSOs
Tax Enforcement Capacity Building Training Knowledge and and for Small Business 2 1 Experience 19,500 Tbilisi Private Sector Completed Administration Associations and SME’s on Transfer Reform Tax Code Advocacy
RIA on the Estonian Corporate Income Tax 2 1 AYEG 27,650 Tbilisi Central Government Completed (CIT) Model Implementation in Georgia
Tbilisi, Public and Private Tax Perception Survey 3 1 CRRC Georgia 20,000 Completed Regions Sector
Existing Best Practice of Knowledge and Calculation of Natural and Public and Private 1 1 Experience 22,350 Tbilisi Completed Production Losses for Tax Sector Transfer Purposes
Central Government, Tax Audit Practice Survey 8 1 AmCham 30,310 Tbilisi Public and Private Completed and Assessment Sector
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Reform Project Title Number of Number Implementing Grants in Region of Type of Beneficiaries Project Status Applications of Grants Entity USD Implementatio Reviewed Awarded Awarded n
Central Government, RIA on VAT 3 1 GEC 39,884 Tbilisi Public and Private Completed Sector
Survey on External Factors Central Government, Tbilisi, Affecting Taxpayers’ 2 1 CRRC Georgia 24,660 Public, and Private Completed Regions Behavior Sector
IFRS capacity building for 5 1 SavvY 59,808 Tbilisi Private Sector Completed SME's
Crop Insurance Central Government, Reform RIA on Crop Insurance 3 1 ISET-PI 29,900 Tbilisi Public and Private Completed Sector
Access to Finance Establishment of a Association of Professional Orientation Central Government, Actuaries and Tbilisi, and Foundation Training 1 1 65,990 Public, and Private Completed Financial Regions Program for Aspiring Sector Analysts (AAFA) Certified Actuarial Analysts
Legal Survey and Recommendations on the Central Government, Tbilisi, Implementation of 5 1 BLC 51,820 Public, and Private Completed Regions Mortgage-Backed Sector Securities Mechanisms
State Procurement Comprehensive Survey on Tbilisi, Government, Public, 3 1 CRRC Georgia 39,010 Completed Reform State Procurement Regions and Private Sector
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Reform Project Title Number of Number Implementing Grants in Region of Type of Beneficiaries Project Status Applications of Grants Entity USD Implementatio Reviewed Awarded Awarded n
State Procurement Tbilisi, Government, Public, Regional Trainings and 3 1 GCCI 44,866 Completed Regions and Private Sector Awareness Raising
Establishment of State New Vision Public and Private Procurement Educational 4 1 29,970 Tbilisi Completed University Sector Programs
Insolvency Reform Association of Central Government, Insolvency Reform 2 1 Law firms of 37,249 Tbilisi Public, and Private Completed Advocacy Campaign Georgia (ALFG) Sector
Central Government, Insolvency Office Holders 2 1 ALFG 44,869 Tbilisi Public, and Private Completed Capacity Development Sector
Building Code Support in Implementation Central Government, Georgian Institute Tbilisi, of Non-Structural Building 1 1 97,928 Public, and Private Completed of Building (GIB) Regions Code Sector
Innovations and Regional Youth Innovation Elva Community Youth and youth 2 1 58,766 Regions Completed Technology Events Engagement organizations
Central Government, Innovation and Technology Tbilisi, 6 1 PMO 26,617 Public and Private Completed Sector Study Regions Sector
Online Training Programs Tbilisi, 2 1 Mindworks 31,460 Private Sector Completed Development Regions
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Reform Project Title Number of Number Implementing Grants in Region of Type of Beneficiaries Project Status Applications of Grants Entity USD Implementatio Reviewed Awarded Awarded n
Pension Reform Central Government, Tbilisi, RIA on Pension Reform 3 1 ISET-PI 44,875 Public and Private Completed Regions Sector
Customs and Trade Association of Trade Facilitation System Central Government, Reform Freight- Tbilisi, (TFS) Public Awareness 1 1 31,175 Public, and Private Completed Forwarders of Regions and Training Sector Georgia (AFG)
Competitiveness Analysis Central Government, Georgia and of the Caucasus Transit 5 1 AFG 29,586 Public, and Private Completed Azerbaijan Corridor (CTC) Sector
Mining Regulatory Central Government, Business Perception Tbilisi, Reform 3 1 PMO 52,907 Public, and Private Completed Survey on Mining Sector Regions Sector
Total 182 61 2,499,379
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APPENDIX F: REPORTING REQUIREMENTS KNOWLEDGE MANAGEMENT Throughout its duration, G4G implemented activities and programs outlined in its Knowledge Management (KM) Plan, providing outreach to all project constituents and the public in general. Project Outputs/Communication.
OUTPUTS STATUS
Weekly, quarterly and annual reporting Complete
Quarterly newsletters issued Complete
Press releases developed and issued Complete
Case studies and success stories Complete
Event briefing reports (Event memos) Complete
USAID DEC report submission of approved deliverables Complete
Use of social media (Facebook) Complete
Google web site – “G4G Public Files” was created, and Project Complete reports and studies were shared with ten major universities to make available for their students and scholars.
Development Data Library (DDL) – G4G worked on identifying Complete and collecting structured intellectual work/data to submit to DDL sight, as a contractual requirement.
USAID’s Development Data Library (DDL). G4G identified collected data applicable for DDL submission. Since the adoption of DDL procedures, the following documents’ datasets were submitted: • Baseline survey for G4G project in Aragvi River Basin (Mtskheta-Mtianety Region of Georgia) as part of the Water Allocation Study • Energy and Water Consumption End-Use Survey in Commercial and Industrial Sectors • Tax Perception Survey • Comprehensive Survey on State Procurement • Business Perception Survey on Policy Reforms • Tax Audit Dispute Survey and Assessment • Business Perception Survey of the Mining Sector • Business Perception Survey on Policy Reforms • GAP Analysis and Capacity Building Action Plan of Georgian Electricity Market Participants • Attitude Toward the Tax System in Georgia • DCFTA Policy Papers on New Approach Directives - LVD and EMCD ENVIRONMENTAL EVALUATION All G4G activities were evaluated for adverse environmental and social impacts. The evaluation concluded that no activities would produce significant negative externalities.3 Hence, G4G received a
3 Refer to the initial environmental examination (iee), dcn: 2013-geo-053.
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 110 categorical exclusion determination. No activities with significant negative environmental and social impact were implemented during the quarter. To identify potential adverse environmental effects associated with the planned activity(s) and processes, G4G developed the Threshold Environmental Checklist and Review (TECR) template and received USAID approval for use. The TECR was used for all activities implemented by G4G and was attached to final deliverables.
SMALL BUSINESS UTILIZATION As of September 30, 2019, G4G has exceeded its Small Business Plan utilization goal by nearly 15% (3.27% actuals vs. a goal of 2.85%). While we were determined to meet our goal for women-owned small business, we reached only 1.33% which is 9% below the projected 1.46%. This is explained by overall increase in total value of all subcontracts awarded under G4G over its lifetime. The current small business utilization is for DEVIS, a women-owned small business and Cold Brook Ventures.
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APPENDIX G: SUCCESS STORIES
COMING SOON: REGULATORY IMPACT ASSESSMENT (RIA) FOR EVERY LAW RELATED TO ECONOMIC DEVELOPMENT USAID pioneered RIA introduction in Georgia through multiple efforts “I think that the most important parts of RIA are transparency and publicity. We can observe the work process that produced the results and approaches used for the analysis of the situation are visible” – Levan Pavlenishvili, RIA Expert from the International School of Economics at Tbilisi State University-Policy Institute (ISET- PI). June 2019 - After over two decades since Georgia gained independence, the country continues to work to establish democratic institutions with streamlined policy-making processes that follow modern liberal democracies. In the past, important laws passed without analysis, which Levan Pavlenishvili at RIA Workshop by ISET-PI hampered the development and the well-being of citizens. Ineffective legislation was not uncommon, inflicting considerable damage on the country’s economy. When USAID’s “Governing for Growth (G4G) in Georgia” project began to promote RIA, in 2014, Levan was still a master’s student at ISET. At that time, the Government of Georgia (GoG) lacked the political will for RIA as many GoG members were skeptical about the chance of its institutionalization. They envisioned risks related to losing flexibility when adopting new draft laws that were quite substantial, considering the lack of funds and low capacity of civil servants to implement high-quality RIAs. ISET-PI won USAID G4G’s grant program to implement the first RIA project and appointed Levan as a project manager for RIA on irrigation. “During the work on this RIA, I had an opportunity to put into practice the knowledge I received during my master’s program, especially cost-benefit analysis and program evaluation skills,’’ says Levan. After this first experience, Levan participated in several G4G-funded RIA projects, including coaching exercises and independent consultancy services. Today, Levan is one of the first leading RIA experts in Georgia, and as he stated: “Demand for a good economist’s service was created in parallel with the need for qualified RIAs and this is a very positive move forward for the economic development of our country.” During this transitional period, G4G prepared the Recommendations on RIA National Framework for Georgia report, which recommends a comprehensive RIA process and institutionalization methodology. G4G conducted several public-private dialogues (PPDs) with the participation of GoG and business associations to increase stakeholders’ awareness and advocate for RIA Institutionalization Reform. G4G supported the RIA Reform in three main directions: (1) Implementing RIAs on selected priority policy reforms, such as Crop Insurance Reform, Tax Reform, Water Resources Management Reform, and Energy Reform; (2) building the capacity of civil servants and civil society organizations (CSOs) in RIA implementation through training activities; and (3) supporting the institutionalization of RIA in the policy- making process. Both executive and legislative authorities recognized the importance of RIA for the economic development of the country, and RIA becomes obligatory for all draft economic-related laws in 2020. G4G assisted the Ministry of Economy and Sustainable Development (MoESD) and Ministry of Education and Science (MES) to implement two pilot RIAs: RIA on Consumers’ Rights Protection Law and RIA on Professional Education Law. During the process of the pilot RIAs, G4G’s international expert coached and assisted the civil servants to implement RIAs. In total, 150 civil servants and CSO representatives were trained in RIA implementation methodology, which, together with Levan Pavlenishvili and his colleagues from ISET-PI, will ensure the development of reliable assessments providing a solid basis for Georgia’s economic growth.
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ACTUARIAL ASPIRANTS FROM GEORGIA SURPASS EXPECTATIONS USAID project establishes the actuarial profession in Georgia “This project’s results captured the effectiveness of the training as our passing rate significantly exceeded
the global passing rate.” July 2019 – Anna Kharatishvili, the newly elected President of the Association of Actuaries and Financial Analysts (AAFA), along with other members of her team, watched as 17 of 30 students to passed the first three of the Certified Actuarial Analyst (CAA) Global exams. According to CAA Global exam statistics, nine were expected to pass the three exams. The CAA Global Congress of International Actuaries presented the case of Georgia as CAA aspirants, AAFA, and G4G representatives at the exemplary. project’s closing event The Government of Georgia’s (GoG) endeavor to enhance overall access to finance in Georgia addresses three major segments, such as Investment Funds, Insurance, and Pension Funds. The USAID project “Governing for Growth (G4G) in Georgia” provides technical assistance to GoG to reform the access to finance environment. The success of access to finance reform relies on detailed and comprehensive risk analysis and management systems in place. Herein lies the importance of building the actuary profession in Georgia. An actuary deals with the measurement and management of risk and uncertainty. These risks require asset management, liability management, and valuation skills. Actuaries are essential to the insurance and reinsurance industries, businesses, sponsors of pension plans, investment funds, asset managers, and government agencies. To address the challenge of building the actuarial profession in Georgia, G4G issued a grant program to train aspiring actuaries and fund and coach them through the first three of six exams required to become CAAs. The objective was to create a sustainable professional orientation and basic training program that screens/selects and prepares professionals for the internationally accredited CAA exams. Not only did this project help stimulate the actuary profession, but also AAFA, the grant program implementer. “As for the association, it has not been active because of a recession in the Georgian insurance sector in recent years,” states Anna Kharatishvili. “This project has opened international development opportunities and attracted new members to our association.” In addition to the overall success of the grant program,10 of the participants were promoted or gained higher-level positions. “We hope to finish what we started and help our participants to pass the remaining three exams so that the Georgian financial sector will have the qualified professionals it needs,” states Anna. The International Actuarial Association (IAA) announced that its annual global forum, Actuarial Studies in Non-Life Insurance (ASTIN), will be held at Tbilisi in October 2019. The CAA is a worldwide recognized professional qualification offered by CAA Global, a joint venture of the Institute and Faculty of Actuaries (IFoA), based in the United Kingdom and Society of Actuaries (SoA) based in the United States.
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PROGRESSIVE SME SECTOR - CORNERSTONE OF GEORGIA’S ECONOMIC DEVELOPMENT USAID/GEORGIA’s grant program has a catalyzing effect on a new-born business of young entrepreneurs May 2019 – An International Financial Reporting Standards (IFRS) grant program, while preparing hundreds of Georgian small and medium enterprises to meet new financial standards, increased capacity of the grant implementer, SavvY Consulting LTD, to manage big projects with different stakeholders. “Our company gained great experience and credibility through this project. Now we can hire more people and have more IFRS trainers available”- Mariam Koiava, Managing Partner, Savvy Consulting. Georgia’s new Law on Accounting, Reporting, and Auditing, which entered into force in June 2016, set the legal framework for the country and requires a large segment of business to meet IFRS as of January 2018. The law is in line with the requirements of the respective European Union (EU) Directives and international standards. Mariam Koiava, Managing Partner of Savvy A standard financial reporting system is important for a country’s Consulting private sector to operate. It builds investor confidence through improved financial transparency and accountability to shareholders, lenders, and the public at large. USAID developed a grant program to support the newly established Service of Accounting, Reporting and Auditing Supervision (SARAS), a Legal Entity of Public Law (LEPL), in enhancing knowledge about IFRS for SMEs by delivering high-quality training of trainers (ToT) sessions, and developing training curriculum and materials for IFRS for SMEs. The grantee selected for the program was also a new private company, Savvy Consulting, founded by the young professionals Mariam Koiava and Tornike Chkhaidze, both 28. “The fact that USAID trusted a company that had just a three-year track record is very important to our potential partners. As soon as we finished G4G’s ToT program and all study materials were developed, I presented our program to TBC Bank as the best product and methodology on the market developed under the grant. One of the main players of the Georgian banking sector expressed willingness to finance our IFRS training,” says Mariam. Under the grant program, 100 small and medium (SME) accountants received training. According to SARAS, the trainers that Savvy prepared have already trained or are training over 200 accounting professionals in total. Savvy also conducted a joint project with TBC Bank, one of Georgia’s leading banks, and trained another 80 SME accountants. TBC Bank is now running bi-monthly training programs for its client accountants, while Savvy is also planning to launch its bi-monthly program. “This is a big achievement in the knowledge sharing culture development in our country,” states Mariam. “I’ve had several meetings with international business people, including from the US. As soon as I mention that a USAID funded program G4G trusted us, I do not need to produce any additional evidence. British consulting companies reached out to us few times with small business inquiry requests, so we decided that this was a good opportunity, and we already have a virtual office in London,” Mariam says. Along with the increasing number of highly qualified accountants in the Georgian private sector, Savvy Consulting LTD has become one of the leaders among local business consulting firms, expanding its services outside of Georgia.
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FROM PERSONAL STRUGGLE TO COUNTRYWIDE INSOLVENCY REFORM With USAID’s partnership, Nana Amisualshvili expanded from confronting business insolvency for her family to confronting Georgia’s insolvency system on a national scale. “Today, I’m not afraid of the word insolvency…the Law on Insolvency, and its corresponding system, to me, means giving a helping hand to businesses in crisis.” April 2019 - An effective insolvency system is important for both businesses and families in any developing economy. In Georgia, the system required significant reform to improve investor confidence and support economic growth. In 2011, the company building Nana Amisulashvili’s apartment went bankrupt. According to Nana, “in 2011, 180 families were left homeless, and US $4.5 million was lost to a construction company that completed just 10% of the construction.” Due to a lack of relevant legislation on bankruptcy cases, the future of these families was unclear. A creditors’ committee was established to develop a rehabilitation plan, but the majority of committee members were pessimistic about the potential for resolution. Nana Amisulashvili, Chairwoman of BRIPA As a lawyer, Amisualshvili managed to mobilize members of the court and other legal experts to confront this problem. The creditors’ committee developed a financing scheme, and by 2012, the construction process continued. “As of today, US $3.5 million worth of property is transferred to the complaint’s beneficiaries, and remaining liabilities are coming along as scheduled,” Nana Amisualshvili states. This experience motivated her to dedicate herself to helping others through insolvency law reform. In 2015, when USAID/Georgia’s Governing for Growth (G4G) Project began its work in Insolvency Reform, the new draft law was under development by the Government of Georgia (GoG). Under the G4G grant activity, Nana and her team launched the “Insolvency Reform Advocacy Campaign” and established a stakeholders’ platform to identify the main problems in the existing system and develop an effective reform implementation plan. Since the initiative began, other donors have partnered with G4G to update Georgia’s Law on Insolvency Proceedings. Because the insolvency system requires both effective laws and qualified practitioners, G4G initiated an insolvency training program for over 20 lawyers. In 2018, Nana, together with a few training participants, founded the Business Rehabilitation and Insolvency Practitioners Association (BRIPA). This team of highly qualified insolvency practitioners is ready to share their knowledge to protect Georgian families. Nana Amisulashvili, once vulnerable to the effects of insolvency, is now one of Georgia’s top insolvency experts and the first Chairwoman of BRIPA. Georgia has a new draft Law on Insolvency that addresses current problems and includes mechanisms for businesses to rehabilitate before total bankruptcy. This advancement is important for Georgian businesses and families that rely on them.
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HOW CAPACITY BUILDING CAN MAKE A DIFFERENCE Competent economic journalists strengthen civil society “Some of the most important and contentious issues debated today – pension reform, taxation, insolvency, energy and environmental policy, DCFTA approximation – are grounded in business and economics. Public interest in the economy steadily increased over the past few years, and the need for a well-educated business media has never been greater.” – Says Anna Tskhovrebova, Executive Producer of the Business Department at Imedi TV, and the anchor of business news at a Georgian TV Channel Maestro. April 2019 - State-run or private media outlets are the Anna Tskhovrebova anchoring business news dominant information sources in Georgia, reporting on critical matters of the country and other areas of national interest. Georgia’s relatively small population has access to over 50 television stations, 30 radio stations, nearly 50 printed media outlets, and 130 news agencies. However, the economic media was developing at its own pace, often producing inaccurate economic reporting. This was primarily due to the journalists’ low-level of knowledge in the area and insufficient analytical skills to develop quality stories about critical economic issues. The lack of information not only undermines the population’s ability to understand and support basic economic reforms but detracts from their ability to engage in Georgia’s development. It is arguably more difficult to report on economic development as opposed to other issues. Therefore, G4G developed a strategic approach to boost economic reporting through human capital development. More than 230 media professionals learned about economic reforms and economic policy issues from informational seminars, training programs, field study tours, and masterclasses to provide them with the necessary skills to report on economic policy and reform topics. “I always wonder if my interest in the economy matches the audiences’ interest. Economic issues are difficult to cover. We try hard to make the news interesting and put economic terms into plain language for multiple audiences. G4G’s media program did a great job by giving us valuable and insightful information on a number of complicated topics such as energy policy, electricity trading mechanism, water resource management, insolvency, capital market, and land registration; it helped us to learn, interpret and explain complex issues and bring quality content to people, so citizens can make informed decisions. We are better prepared to engage in debates with policymakers,” Anna Tskhovrebova. Anna always loved story-telling. As she grew older, she discovered her passion for economic journalism. She began her career at Forbes, Georgia; then she moved to the business news agency as an Editor in Chief. Later she became the business reporter at Maestro TV and worked hard to improve her analytical skills. Therefore, G4G’s media program was an opportunity for Anna to improve her knowledge of economic issues, grow professionally, and advance her career. She had a phenomenal experience at Maestro. Recently, Anna was promoted to Executive Producer of the Business Department at Imedi TV, one of the largest and most influential nationwide broadcasters in Georgia. TV Companies Imedi and Maestro united under one media holding give her the possibility to work on business news for both TV channels. “I am excited to wake up every day and deliver crucial stories to my audience. I believe in the quality of the work we do. I’m curious and keen on improving my skills in the future. I am thankful to USAID G4G for giving me an insightful experience, which also helped me to embrace a more dynamic approach to reporting,”- says Anna Tskhovrebova.
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NEW ASSOCIATION SERVES AS PRIVATE SECTOR’S VOICE FOR ENERGY ISSUES IN GEORGIA With high expectations for Georgia’s energy sector, public-private dialogue (PPD) is a crucial component for improving energy policies. “As a market player in the energy sector, life before the Georgian Renewable Energy Development Association (GREDA) was very lonely.” April 2019 - Giorgi Abramashvili, and his company - Energy Solutions, faced financial challenges due to the unpredictable policy environment in Georgia’s energy sector. As a company that works with investors to finance hydropower projects, multiple policy-related constraints inhibited progress. In the past, Giorgi and his company attempted to reach solutions with the Government of Georgia (GoG) on their own, with no success. This is the case with many other energy companies that operate in Georgia. Giorgi Abramashvili, Vice-Chairman of GREDA at the If Georgia is to attract the investment required to develop Association’s launch event its estimated 40 terawatt-hours (TWh) of untapped hydropower resources, it must address several institutional, regulatory, and market constraints. To create a business environment that enables an efficient market, both domestic as well as for cross-border trading, as investors seek, Georgia must fully incorporate the Electricity Trading Mechanism (ETM) proposed in the Georgian Electricity Market Model 2015 (GEMM 2015). Besides, in October 2016, Georgia joined the Energy Community Treaty, taking obligations to liberalize and establish a competitive electricity market. Since the establishment of the USAID “Governing for Growth (G4G) in Georgia” project in 2014, G4G supported GoG’s efforts in energy sector reforms. From 2015-2017, G4G led meetings with energy sector market players and GoG representatives to discuss reforms. However, a stand-alone, sustainable platform for private energy sector stakeholders to engage the government was missing, considering that there are over 110 projects with over five-billion USD invested underway, according to the Ministry of Economy and Sustainable Development (MoESD). In December of 2017, G4G supported the establishment of GREDA. GREDA is currently comprised of 15 organizations operating in the energy sector. Outside of G4G’s efforts, integration of the private sector in energy policy development was marginal before GREDA. Now, that has changed. “We (energy companies) are now one voice. GREDA has achieved its goal; to have a platform for renewable energy developers to speak to GoG on common problems. In just one year, we held a large number of meetings with GoG bodies, and we were involved in the drafting of new laws that are under development,” Giorgi states.
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GEORGIAN YOGURT, MATSONI, COURTESY OF NONA Nona is one of over 3,000 Georgian women that developed a useful skillset through USAID training programs, enabling them to engage in economic activity. “Now, I can make and sell Matsoni, the healthiest of all yogurts, in big city markets!” Nona Bakuradze from Kursebi Village, Georgia June 2019 - Nona Bakuradze lives in Kursebi Village, Tkibuli Municipality in Imereti, one of the picturesque but poor regions of Georgia. Since 2011, Nona has been producing a homemade natural fermented milk yogurt product known as “Matsoni” in Georgia. In the beginning, Nona sold Matsoni in her local village’s shops, but it was not enough to supply all of her loyal customers. This encouraged her to expand production to meet demand in Kutaisi (the largest city of the Imereti region). Nona and her husband bought a few more cows but milking them by hand was a nearly impossible challenge for her. Her husband and sons have always been very supportive in helping her operate the business. “I did my best to alleviate her burden in housekeeping, but she wouldn’t let me cook or milk the cows, she was never satisfied with my contributions,” says Nona’s husband, Nona and Omar Bakuradze Omar. “So, a milking machine was the only way if we wanted to reach a larger market.” Gender equality and women’s role in society recently became topics of active discussion in Georgia. However, the low representation of women in decision making positions in the private or government sectors demonstrates the severity of gender inequality. To address this challenge, Georgia needs to empower more women in business and social life as women’s economic contributions are vital for the sustainable development of transitional countries. USAID’s Governing for Growth (G4G) in Georgia project promoted women’s participation in economic life across all sectors by developing leadership and business skills, supporting an increased women’s role in economic growth and policy development. Since G4G’s inception, over 2,889 women have participated in G4G training activities aimed at developing advocacy and comprehensive skill sets. Three grant programs to support women’s empowerment in business embraced women in the capital city and 19 regional municipalities of Georgia to equip them with the necessary skills and competencies for active involvement and participation in economic, social, and political activities. Advocacy activities taught women how to express their views, concerns, and defend and promote their rights at the government and municipal level. Nona Bakuradze milking her cow with the modern machine The economic empowerment activities trained the women in business planning, business strategy development, financial sustainability, business registration, and legal forms of business, management, risk management, and marketing. Though she’s been selling yogurt for years, Nona did not know how to count the real value of her product. Nona participated in a training program about business administration under USAID G4G’s grant program, where she learned how to calculate the cost of goods, estimate income and profit, and plan budgets. “Thanks to this training, I can better manage our family business – I can accurately count my cost and income, and develop a budget. Thanks to G4G’s trainers, I prepared a business plan and applied for funding the Georgian Farmers’ Association to purchase this machine,” says Nona. “I could not believe my ears when they called and congratulated me on winning a grant.” The modern milking machine provided great physical relief to Nona, increased production, and reduced production costs. Nona’s lifetime dream – to develop the family yogurt’s brand and create a large enterprise where her village women will work, is no longer an unrealistic fantasy. USAID will continue supporting women’s empowerment in Georgia to provide them with the opportunity to understand what resources are available for business development and advocating for their needs.
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NEW GENERATION TO SHAPE GEORGIA’S BUSINESSES AND SOCIETY USAID’s youth development programs help students to build the bridge between young graduates and potential employers. "I believe that a successful future is built upon a combination of experiences. You cannot stand on the top of a stairway and cheer with a glass of champagne in celebration if you do not take every step towards your goal. These steps in life can be training, conferences, internships, etc. And it is our responsibility to make the most out of every single experience,” - Lika Gabedava, a former intern of the USAID Governing for Growth (G4G) in Georgia project. May 2019 – Georgia has experienced economic growth during the past decade. However, today, the Georgian labor market faces a structural unemployment problem. Economic growth has not translated into employment among the youth in our country. Youth unemployment is much higher than the overall unemployment rate in Georgia. On the one hand, the businesses’ challenge is to find a Lika Gabedava at a G4G Conference skilled young workforce, as the university graduates have only theoretical knowledge. On the other hand, there are very limited resources for students to get practical skills, while the vast majority of employers require working experience. That leaves students in an unfavorable position and the potential employers without young members to fill their ranks. To address these issues, the USAID project, G4G, conducted youth development programs, such as its internship program and “Youth Debates on Economic Reforms.” “This wasn’t a standard internship where you are responsible for making photocopies. I had the opportunity to work on important projects and take part in the project implementation,” said Lika Gabedava. Lika is one of the many young students who have experienced success after participating in G4G’s youth activities. At G4G, Lika worked with highly experienced professionals acquiring valuable experience for her transition to a career. Soon after this internship, Lika started working for the transportation company Global USA Georgia as a Sales Manager, where she leveraged her knowledge and experience gained at G4G. Since its inception, G4G has hired 130 interns, 63 of which are now successfully employed, a 53% employment rate among G4G interns. After completion of the internship program, G4G’s staff stays in touch with the former interns and recommends them to partner organizations. The interns are now employed in the public, private, and non-governmental sectors. Another program targeted to develop the skills required to participate meaningfully in the country’s development was the G4G grant activity “Youth Debates on Economic Reforms.” The debate program was implemented through a combination of lectures, discussions, site visits, introducing students to various “hot topics,” approaches and distinguished thinkers so the participants could embark on their course of self-discovery and become active citizens of the country, as well as advocate for changes that will make their future prosperous. Fifty students out of 524 applicants were selected to participate in the nine-month program of intensive training on debate techniques, public speaking, simulated debates, and pitching. The participants raised awareness about ongoing economic reforms and enhanced their policy advocacy and leadership skills. Upon completion of the training, participants obtained knowledge in the structure of debates, formulating arguments, and counter-arguments. The “Super-Finals” were held at Parliament of Georgia. After the Super-Finals debate, judged by decision-makers from the government and non-governmental sectors, two winners received job offers from the Ministry of Regional Development and Infrastructure and the Parliamentary Committee. Shortly after, six participants received job offers, as for the rest debaters, all of them became interns at different organizations relative to their career aspirations. Giorgi Tkhelidze and winners of Youth Economic Debates
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The Youth Debate on Economic Reforms was a project that significantly altered the life of each participant at a critical stage of their careers. This project allowed us to learn about important reforms in Georgia and to become citizens with opinions important for our country’s development. Thanks to this project, I had the opportunity to participate in important work for the Parliament’s Budget and Finance Committee,” stated Giorgi Tkhelidze, one of the winners of the Youth Debate on Economic Reforms.
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APPENDIX H: DEC LIST
LIST OF DELIVERABLES ON DEC USAID
Title Date ID Comments Record URL
INSTITUTIONALIZED FRAMEWORK FOR PUBLIC CONSULTATION
https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT G4G stakeholder assessment map youth organizations 07/14/2015 PA-00K-JGF Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzYzMzY4 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Stakeholder assessment map gender organizations 07/15/2015 PA-00K-JJ5 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzYzNDE2 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Association management workshop – report 11/24/2015 PA-00K-RVW Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4Mzkz https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Assessment of collaborative governance gaps 11/24/2015 PA-00K-RVV Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4Mzky https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Authorized economic operator - action plan 11/24/2015 PA-00K-RVX Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4Mzk0 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Concept note for a reform tracking system 11/25/2015 PA-00K-S1B Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NDg5 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Establishing an economic policy advocacy coalition report 11/25/2015 PA-00K-S1P Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NDk5 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Overview of training sessions - women entrepreneurship 11/25/2015 PA-00K-S2F Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NTIw https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Preliminary assessment on collaborative governance gaps 11/25/2015 PA-00K-S2G Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NTIx https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Recommendations on RIA national framework for Georgia 01/14/2016 PA-00K-VD5 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzcwMzYw Georgian reform progress tracking system, Concept https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 02/03/2016 PA-00K-WQW Public model with design and methodology report kxNjktZTcxMjM2NDBmY2Uy&rID=MzcxNDE3 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Business perception survey on policy reforms 12/15/2016 PA-00M-GQH Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzgzOTUw Women/Youth coaching workshops assessment and https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 01/24/2017 PA-00M-HN7 Public readiness of the energy market to create an association kxNjktZTcxMjM2NDBmY2Uy&rID=Mzg0Njcw Governing structure for economic policy advocacy https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 07/27/2017 PA-00M-VHS Public coalition (EPAC) kxNjktZTcxMjM2NDBmY2Uy&rID=MzkyNDE0
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Title Date ID Comments Record URL
https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Business association guidebook 12/29/2017 PA-00T-2RH Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjgy&inr=VHJ1ZQ%3d%3d&dc=YWR
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 DCFTA awareness-raising trainings for journalists and civil 02/20/2018 PA-00T-2RQ Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjg4&inr=VHJ1ZQ%3d%3d&dc=YW society organizations
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Non-tariff barriers on Georgian export of waters 05/02/2018 PA-00T-2RT Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjkx&inr=VHJ1ZQ%3d%3d&dc=YWR (containing added sugar or flavored) to turkey
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Non-tariff barriers to Georgian cable export to Turkey 05/02/2018 PA-00T-2RV Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjky&inr=VHJ1ZQ%3d%3d&dc=YWR
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Non-tariff barriers to Georgian wine export to Turkey 05/02/2018 PA-00T-2RW Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjkz&inr=VHJ1ZQ%3d%3d&dc=YWR
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Opportunities from the China Georgia free trade 05/02/2018 PA-00T-2RX Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjk0&inr=VHJ1ZQ%3d%3d&dc=YWR agreement in the context of DCFTA
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Policy papers on selected DCFTA topics 03/12/2018 PA-00T-2S1 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjk2&inr=VHJ1ZQ%3d%3d&dc=YWR
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 პროექტი „ქალთა შესაძლებლობების გაძლიერება შიდა 03/07/2018 PA-00T-2SD Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2MzA3&inr=VHJ1ZQ%3d%3d&dc=YW ქართლში“ (Women Empowerment in Shida Kartli) Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Business associations development program (CIPE 04/12/2018 PA-00T-571 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA4MjAw&inr=VHJ1ZQ%3d%3d&dc=YW methodology) Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Youth Development Program (CIPE Methodology) 21/06/2018 PA-00T-BZT Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTEyNzMx&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Georgian reform progress tracking system - periodic 09/12/2018 PA-00T-D26 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTEzNTUz&inr=VHJ1ZQ%3d%3d&dc=YW analytical report
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Georgian reform progress tracking system operation - 10/18/2018 PA-00T-D25 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTEzNTUy&inr=VHJ1ZQ%3d%3d&dc=YW maintenance and update report
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Title Date ID Comments Record URL
https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Recommendations for conceptual framework of the 10/29/2018 PA-00T-NC8 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE5Mjk1&inr=VHJ1ZQ%3d%3d&dc=YWR tourism alliance in Georgia
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Empowering women for regional economic growth - final 04/11/2019 PA-00T-TH4 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTIzMzIz&inr=VHJ1ZQ%3d%3d&dc=YWR report
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 SME test guidelines for business regulations 04/10/2019 PA-00T-TH5 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTIzMzI0&inr=VHJ1ZQ%3d%3d&dc=YWR
k&rrtc=VHJ1ZQ%3d%3d&bckToL=
https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Three policy papers on the draft law on tourism 17/09/2019 PA-00T-ZGF Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDQw
https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Business perception survey 17/09/2019 PA-00T-ZGM Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDQ1
Establishment of a professional orientation and foundation https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 17/09/2019 PA-00T-ZGS Public training program for aspiring certified actuarial analysts 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDUw
https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 SME test guidelines for business regulations 18/09/2019 PA-00T-ZKF Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NTI0
https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Startup competition “kick challenge.” 18/09/2019 PA-00T-ZKP Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NTMx
https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Comments of the draft RIA methodology 03/10/2019 PA-00W-4KD Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTUxNjEx
https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Detailed concept on the law of tourism 07/10/2019 PA-00W-4N5 Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTUxNjYw
https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 RIA on certain aspects of the draft tourism law 10/10/2019 PA-00W-4T8 Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTUxODAz
ENERGY STRATEGY REFORM
Assessment of Georgia's ten-year network development https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 07/13/2015 PA-00K-JF9 Public plan, March 23, 2015 kxNjktZTcxMjM2NDBmY2Uy&rID=MzYzMzM2 Report on interconnection capacity allocation and https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 07/15/2015 PA-00K-JJ4 Public congestion management kxNjktZTcxMjM2NDBmY2Uy&rID=MzYzNDE1 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Energy strategy - working group report 07/15/2015 PA-00K-JJ6 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzYzNDE3
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Title Date ID Comments Record URL
https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Draft strategic energy road maps 11/25/2015 PA-00K-S1C Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NDkw https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT MARKAL assumptions & sources 07/15/2015 PA-00K-JJ7 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzYzNDE4 Energy and water consumption end-use survey in https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 1/7/2016 PA-00M-6QH Public commercial and industrial sectors kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc3Njc4 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT International best practices in power trading 1/7/2016 PA-00M-6QJ Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc3Njc5 Recommendations on hourly settlement and clearing of https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 6/11/2017 PA-00N-3TV Public electricity trading kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk3Mzcy https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Status update on clearinghouse establishment 7/9/2016 PA-00T-2S8 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2MzAz&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Electricity demand forecasting model 01/15/2018 PA-00T-2RN Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjg2&inr=VHJ1ZQ%3d%3d&dc=YW Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Electricity production modeling 04/26/2018 PA-00T-2RP Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjg3&inr=VHJ1ZQ%3d%3d&dc=YW Rk&rrtc=VHJ1ZQ%3d%3d&bckToL=
ბიზნეს მოთხოვნები ელექტროსადგურების https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 მშენებლობის პროექტების განხილვის და 9/17/2019 PA-00T-ZGN Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDQ2 განხორციელების პროცესი (Business process analyses) Integration of analytics into the decision-making process in https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/17/2019 PA-00T-ZGZ Public Georgia 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDU1 ELECTRICITY TRADING MECHANISM REFORM
https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Electricity trading mechanism - road map 11/25/2015 PA-00K-S1F Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NDky https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT General framework for the electricity market monitoring 11/25/2015 PA-00K-S29 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NTE2 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Georgian electricity road map 2015-2020 12/5/2016 PA-00M-3H7 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc1MTUw
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Title Date ID Comments Record URL
https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Regulatory impact assessment on the electricity trading 04/25/2018 PA-00T-45N Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA3Mzc4&inr=VHJ1ZQ%3d%3d&dc=YW mechanism
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Initial opening of the electricity market 01/31/2018 PA-00T-2RR Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjg5&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Methodology for parallel market software development 09/30/2018 PA-00T-H3Z Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE1OTU1&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Parallel market software user manual 09/30/2018 PA-00T-H41 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE1OTU2&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Blockchain technology in energy sector deployment 6/12/2018 PA-00T-H3X Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE1OTU0&inr=VHJ1ZQ%3d%3d&dc=YW opportunities in Georgia
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Electricity trading training program - final report 01/23/2019 PA-00T-NC3 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE5Mjkw&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Recommendation on Georgian electricity market clearing 02/28/2019 PA-00T-NC7 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE5Mjk0&inr=VHJ1ZQ%3d%3d&dc=YWR and settlement mechanism
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Report on electricity trading training program – an action 12/26/2018 PA-00T-NC9 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE5Mjk2&inr=VHJ1ZQ%3d%3d&dc=YWR plan
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Summary of electricity trading program selection 6/2/2019 PA-00T-NCC Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE5Mjk4&inr=VHJ1ZQ%3d%3d&dc=YWR
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Blockchain proof of concept 1/5/2019 PA-00T-TH1 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTIzMzIw&inr=VHJ1ZQ%3d%3d&dc=YWR
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Minimum viable product proof of concept for power market 05/14/2019 PA-00T-TH2 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTIzMzIx&inr=VHJ1ZQ%3d%3d&dc=YWR settlement USAID governing
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Blockchain an enabler for power market operations 9/17/2019 PA-00T-ZGK Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDQ0
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Title Date ID Comments Record URL
GAP analysis and capacity building action plan of https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/17/2019 PA-00T-ZGV Public
Georgian electricity market participants 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDUy
WATER RESOURCE MANAGEMENT REFORM
მდინარე არაგვის აუზის მონაცემთა ბაზის სტრუქტურა https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 11/24/2015 PA-00K-RVT Public (Aragvi river basin database Structure) kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4Mzkx https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Comments on water resource management position paper 11/25/2015 PA-00K-S18 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NDg3 Roadmap-water resource management plan in Georgia - https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 11/25/2015 PA-00K-S2K Public initial findings kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NTI0 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Water resource management curriculum 11/25/2015 PA-00K-S5J Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NjA3 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Water sector initial assessment report 11/25/2015 PA-00K-S5K Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NjA4 Water allocation plan framework challenges for https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 8/1/2016 PA-00K-TZP Public implementation kxNjktZTcxMjM2NDBmY2Uy&rID=MzcwMDM5 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Water balance forecasts 8/1/2016 PA-00K-TZQ Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzcwMDQw 2016 international seminar on watershed management- https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 7/7/2016 PA-00M-6W1 Public trip report kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc3ODA0
შენიშვნები და რეკომენდაციები „ჰიდრომელიორაციის https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT შესახებ“ კანონის პროექტთან დაკავშირებით (Comments 5/10/2016 PA-00M-BD6 Public kxNjktZTcxMjM2NDBmY2Uy&rID=MzgwNTUz and recommendations on draft hydro melioration law) Aragvi river basin hydrological monitoring infrastructure https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 5/10/2016 PA-00M-BD8 Public assessment kxNjktZTcxMjM2NDBmY2Uy&rID=MzgwNTU1 Generalized revenue requirement model for irrigation & https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 5/10/2016 PA-00M-BDB Public drainage services kxNjktZTcxMjM2NDBmY2Uy&rID=MzgwNTU3 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Aragvi river basin water balance 10/18/2016 PA-00M-C79 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzgxMjAw https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Draft irrigation and drainage tariff methodology 10/28/2016 PA-00M-CTH Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzgxNjgy https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Guidance document 10/28/2016 PA-00M-CTJ Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzgxNjgz
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 126
LIST OF DELIVERABLES ON DEC USAID
Title Date ID Comments Record URL
Green paper : Water allocation plan framework - https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 10/28/2016 PA-00M-CTK Public challenges for implementation kxNjktZTcxMjM2NDBmY2Uy&rID=MzgxNjg0 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Green paper water allocation plan framework 01/24/2017 PA-00M-HN8 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzg0Njcx Guidance document delineation of surface water bodies, https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT reference conditions, and classification systems in 01/24/2017 PA-00M-HN9 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzg0Njcy Georgia Roadmap towards water resource management planning https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 01/25/2017 PA-00M-HR6 Public in Georgia kxNjktZTcxMjM2NDBmY2Uy&rID=Mzg0NzUz
სახელმძღვანელო დოკუმენტი ჩამდინარე წყლების გაწმენდის/რეციკლირების საუკეთესო პრაქტიკისა და https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT ინოვაციური ტექნოლოგიების შესახებ (Handbook 02/15/2017 PA-00M-JZJ Public kxNjktZTcxMjM2NDBmY2Uy&rID=Mzg1NzE1 document - existing best practices and innovative wastewater treatment/water reuse technologies)
საინფორმაციო დოკუმენტი ჩამდინარე წყლების მართვის სფეროში საქართველოს ევროკავშირთან ასოცირების შეთანხმებით და ეროვნული https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT კანონმდებლობით განსაზღვრული ვალდებულებების 02/16/2017 PA-00M-K1M Public kxNjktZTcxMjM2NDBmY2Uy&rID=Mzg1NzQ1 შესახებ (Explanatory note obligations of the EU-Georgia association agreement and the national legislation related to wastewater treatment) Handbook on existing best practices and innovative https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 03/21/2017 PA-00M-MXX Public wastewater treatment/water reuse technologies kxNjktZTcxMjM2NDBmY2Uy&rID=Mzg3MjY2 Piloting water allocation modeling using WEAP in the https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 5/5/2017 PA-00M-PQT Public
Aragvi river basin kxNjktZTcxMjM2NDBmY2Uy&rID=Mzg4NjYz https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Water demand forecast in the Aaragvi river basin 4/5/2017 N/A Sensitive
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzg4NjY1 The assessment of environmental flows for the rivers and https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 9/6/2017 PA-00M-RW1 Public streams of Georgia – methodology kxNjktZTcxMjM2NDBmY2Uy&rID=MzkwMzQ4 Documentation and testing of the Aragvi river basin https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 4/9/2017 PA-00M-XT1 Public planning model kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk0MjEy Guidance document - classification of ecological status https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 4/9/2017 PA-00M-XT2 Public and ecological potential applicable for Georgia kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk0MjEz Guidance document on analysis of pressures and impacts https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 5/9/2017 PA-00M-XT9 Public and assessment of risks applicable for Georgia kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk0MjIw USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 127
LIST OF DELIVERABLES ON DEC USAID
Title Date ID Comments Record URL
https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Report on stakeholder workshops and training materials 3/11/2017 PA-00N-3Q5 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk3MjY4 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT White paper on water allocation planning framework 3/11/2017 PA-00N-3Q6 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk3MjY5 Report on project implementation piloting water allocation https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT modeling using water evaluation and planning system in 6/11/2017 PA-00N-3T3 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk3MzUw the Aragvi river basin
ეკოლოგიური სტატუსისა და ეკოლოგიური პოტენციალის კლასიფიკაციის სახელმძღვანელო https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT დოკუმენტი (Guidance document, classification of 6/11/2017 PA-00N-3TD Public kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk3MzU5 ecological status and ecological potential applicable for Georgia)
ზეწოლისა და ზემოქმედების ანალიზისა და რისკის (Guidance https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT შეფასების სახელმძღვანელო დოკუმენტი 6/11/2017 PA-00N-3TH Public document on analysis of pressures and impacts and kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk3MzYy assessment of risks applicable for Georgia) Documentation and testing of the Aragvi river basin https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 6/11/2017 PA-00N-3TS Public planning model kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk3Mzcw Report on the presentation of final guidance documents https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 6/11/2017 PA-00N-3V4 Public and training workshops kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk3Mzc5 https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Regulatory impact assessment of draft law on water 07/17/2017 PA-00T-2S6 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2MzAx&inr=VHJ1ZQ%3d%3d&dc=YW resource management
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Guidance document on significant water management 09/27/2018 PA-00T-D24 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTEzNTUx&inr=VHJ1ZQ%3d%3d&dc=YW issues and program of measures
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Guidance document on environmental objectives and 09/27/2018 PA-00T-D23 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTEzNTUw&inr=VHJ1ZQ%3d%3d&dc=YW exemptions
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Practical handbook on WEAP application for practitioners 9/17/2019 PA-00T-ZGG Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDQx
TAX ENFORCEMENT AND ADMINISTRATION REFORM
Report on support to business process reengineering for https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 07/13/2015 PA-00K-JFD Public tax payment simplification reform ESBRD kxNjktZTcxMjM2NDBmY2Uy&rID=MzYzMzM5
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 128
LIST OF DELIVERABLES ON DEC USAID
Title Date ID Comments Record URL
გადასახადის გადახდის გამარტივების რეფორმა https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT საკანონმდებლო პაკეტი (“Tax payment simplification 9/9/2015 PA-00K-N4M Public kxNjktZTcxMjM2NDBmY2Uy&rID=MzY1NDQ1 reform" -legislative package)
საქართველოს დღგ-ის კანონმდებლობის ევროკავშირის - https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT დღგ ის დირექტივასთან მიახლოების რეკომენდაციები 9/9/2015 PA-00K-N4N Public (Support to the approximation of Georgian VAT rules with kxNjktZTcxMjM2NDBmY2Uy&rID=MzY1NDQ2 EU VAT legislation) https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Capacity building for SME on tax advocacy 11/25/2015 PA-00K-S17 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NDg2 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Public ruling 11/25/2015 PA-00K-S2H Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NTIy Recommendations on implementation of Estonian CIT https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 11/25/2015 PA-00K-S2J Public model in Georgia kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NTIz
გადასახადების გადახდის გამარტივებული სისტემა https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 11/25/2015 PA-00K-S2M Public (Tax payment simplification system) kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NTI1
გადასახადის გადამხდელთათვის შესაძლებლობის განვითარება საგადასახადო კანონმდებლობის https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 11/25/2015 PA-00K-S5H Public ადვოკატირების საკითხებზე (Training program material - kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NjA2 manual of the tax code advocacy) Regulatory impact assessment on Estonian CIT model https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 3/2/2016 PA-00K-XXW Public implementation in Georgia kxNjktZTcxMjM2NDBmY2Uy&rID=MzcyMzY5 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Business attitudes towards the tax system in Georgia 05/18/2016 PA-00M-3SB Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc1Mzc3
ბიზნესის დამოკიდებულება საგადასახადო https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT სისტემისადმი საქართველოში (Business attitudes 07/20/2016 PA-00M-7G2 Public kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc4MjUz towards tax system in Georgia) Assessment on natural and production losses for tax https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 4/10/2016 PA-00M-B9Q Public purposes kxNjktZTcxMjM2NDBmY2Uy&rID=MzgwNDg0 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Tax audit survey methodology 10/28/2016 PA-00M-CTG Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzgxNjgx https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Tax audit practice survey 02/15/2017 N/A Sensitive
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzg1NzE0 Ex-post impact assessment of tax payment simplification https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 6/11/2017 PA-00N-3T5 Public reform kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk3MzUy USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 129
LIST OF DELIVERABLES ON DEC USAID
Title Date ID Comments Record URL
https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 საგადასახადო დავების ანალიზი (Tax dispute cases 12/14/2016 PA-00T-2SC Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2MzA2&inr=VHJ1ZQ%3d%3d&dc=YW analysis ) Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Regulatory impact assessment (RIA) on the value added 05/31/2018 PA-00T-CH9 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTEzMTM2&inr=VHJ1ZQ%3d%3d&dc=YW tax (VAT) reform (EU directive component)
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Regulatory impact assessment (RIA) on the value-added 05/31/2018 PA-00T-CHB Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTEzMTM3&inr=VHJ1ZQ%3d%3d&dc=YW tax (VAT) reform (recycling component)
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Social media strategy template 11/7/2018 PA-00T-CHC Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTEzMTM4&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL=
კომენტარები მოგების გადასახადით დაბეგვრის https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 ცალკეულ საკითხებზე საბოლოო ანგარიში (Final report 4/3/2019 PA-00T-TH3 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTIzMzIy&inr=VHJ1ZQ%3d%3d&dc=YWR on comments on CIT issues) k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Application of behavioral insights 9/17/2019 PA-00T-ZGH Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDQy https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 IFRS capacity building for SMEs 9/17/2019 PA-00T-ZGX Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDU0 https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Behavioral insights toolkit 9/18/2019 PA-00T-ZKJ Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NTI3 https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Attitude towards the tax system in Georgia 10/4/2019 PA-00W-4KC Public
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CUSTOMS ADMINISTRATION AND ENFORCEMENT REFORM
"ავტორიზებული ეკონომიკური ოპერატორი” - https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT სასწავლო ვიზიტი ლიტვის რესპუბლიკაში ("Authorized 9/9/2015 PA-00K-N4K Public kxNjktZTcxMjM2NDBmY2Uy&rID=MzY1NDQ0 Economic Operator: Study tour in Lithuania")
შედარებით ანალიზი ევროკავშირის ავტორიზებული https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT ეკონომიკური ოპერატორის შესახებ (EU-Authorised 11/25/2015 PA-00K-S1Q Public kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NTAw economic operator - comparative analysis) https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Customs post-clearance audit needs assessment 8/1/2016 PA-00K-TZK Public
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LIST OF DELIVERABLES ON DEC USAID
Title Date ID Comments Record URL
https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Customs post-clearance audit (PCA) workshop 10/12/2016 PA-00T-2RM Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjg1&inr=VHJ1ZQ%3d%3d&dc=YW Rk&rrtc=VHJ1ZQ%3d%3d&bckToL=
TRADE FACILITATION/TRANSPORT AND LOGISTICS REFORM
https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Trade advisory group - final report 11/25/2015 PA-00K-S5G Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NjA1 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT DCFTA benefits 8/1/2016 PA-00K-TZN Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzcwMDM4 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Analysis of TFS fees 02/19/2016 PA-00K-XH8 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzcyMDE1 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Inspection powers of competition agency under DCFTA 6/5/2016 PA-00M-39B Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc0OTg1 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Food additives under DCFTA 6/5/2016 PA-00M-39C Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc0OTg2 New food labeling regulations and optimal methods for https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 6/5/2016 PA-00M-39D Public implementation kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc0OTg3 https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Competitive analysis of the Caucasus transit corridor 6/7/2017 PA-00T-2RK Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjg0&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Study on transport and logistics value-added and 02/14/2019 PA-00T-NCB Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE5Mjk3&inr=VHJ1ZQ%3d%3d&dc=YWR manufacturing services
k&rrtc=VHJ1ZQ%3d%3d&bckToL= Study on transport and logistics workforce development in https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/24/2019 PA-00V-12Z Public
Georgia 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2OTAz https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 DCFTA Policy papers on new approach directives - LVD 10/7/2019 PA-00W-4MW Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTUxNjUz DCFTA Policy Papers on New Approach Directives – https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 10/7/2019 PA-00W-4MX Public
EMCD 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTUxNjU0
BANKRUPTCY AND LIQUIDATION REFORM
https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Report on insolvency 07/15/2015 PA-00K-JJB Public
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LIST OF DELIVERABLES ON DEC USAID
Title Date ID Comments Record URL
https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Insolvency reform advocacy campaign 08/23/2016 PA-00M-8Q8 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc5MjM5 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Insolvency reform advocacy strategy 08/23/2016 PA-00M-8Q9 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc5MjQw https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Assessment of the draft law on insolvency proceedings 09/25/2018 PA-00T-D22 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTEzNTQ5&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Capacity building of BRIPA 9/17/2015 PA-00T-ZGQ Public
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რეგულირებული შეთანხმების სახელმძღვანელო (Guide https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/17/2015 PA-00T-ZGW Public on the Company Voluntary Arrangement Process) 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDUz
STATE PROCUREMENT REFORM
კომპანიების გამოკითხვა სახელმწიფო შესყიდვების https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 23.08.2016 PA-00M-8Q7 Public შესახებ (State procurement survey) kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc5MjM4
სახელმწიფო შესყიდვების საკომუნიკაციო სტრატეგია https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 12/30/2016 PA-00M-GQJ Public (State procurement communication strategy) kxNjktZTcxMjM2NDBmY2Uy&rID=MzgzOTUx State procurement regional training and awareness- https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/17/2019 PA-00T-ZGD Public raising 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDM5 https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Establishment of state procurement educational programs 9/17/2019 PA-00T-ZGT Public
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LAND OWNERSHIP REGISTRATION REFORM
მიწის რეგისტრაციის პილოტური პროექტის (Land https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT საკომუნიკაციო სტრატეგია და სამოქმედო გეგმა 9/9/2015 PA-00K-N3R Public registration pilot project communication strategy and kxNjktZTcxMjM2NDBmY2Uy&rID=MzY1NDIx action plan development)
მიწის ნაკვეთებზე უფლებათა სისტემური https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT რეგისტრაციის სამართლებრივი სტრატეგია (Legal 11/25/2015 PA-00K-S2C Public kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NTE4 strategy for the registration of all types of land)
Report on the legislative platform on land registration https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 1/7/2016 PA-00M-6QK Public reform kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc3Njgw
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Title Date ID Comments Record URL
PENSION REFORM
https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Regulatory impact assessment of the pension reform 12/6/2017 N/A Sensitive
kxNjktZTcxMjM2NDBmY2Uy&rID=MzkwNDAw https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Communication strategy for pension reform in Georgia 12/6/2017 PA-00M-RZ1 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzkwNDA0 https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Pension reform analysis - final report 05/18/2017 PA-00S-VXW Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTAyNTEz
საპენსიო რეფორმის კომუნიკაცია საზოგადოებასთან https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 (2018-2019 ) ურთიერთობის გეგმის კონცეფცია წლები 4/3/2019 PA-00T-NC6 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE5Mjkz&inr=VHJ1ZQ%3d%3d&dc=YWR (Pension reform communication campaign action plan k&rrtc=VHJ1ZQ%3d%3d&bckToL= (2018-2019))
CAPITAL MARKET REFORM
Capital markets working group (CMWG) - diagnostic https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 07/13/2015 PA-00K-JF8 Public report kxNjktZTcxMjM2NDBmY2Uy&rID=MzYzMzM1 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Capital market legal report 01/21/2016 PA-00K-VX5 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzcwNzgw https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Support for investment funds law development 02/22/2018 PA-00S-VXW Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2MzA1&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Recommendations on implementation of mortgage- 09/28/2018 PA-00T-CH8 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTEzMTM1&inr=VHJ1ZQ%3d%3d&dc=YW backed securitization
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Recommendations for the new valuation law for Georgia 09/25/2018 PA-00T-CH6 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTEzMTMz&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Assessment report on the valuation regulation and draft 12/31/2018 PA-00T-NC1 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE5Mjg4&inr=VHJ1ZQ%3d%3d&dc=YW law of Georgia on valuation
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= Assessment report on establishment of FX and bond https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/17/2019 PA-00T-ZGJ Public dealers association and implementation of FXGC 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDQz Capacity building of valuation professional organizations https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/17/2019 PA-00T-ZGR Public and regulatory body 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDQ5
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Title Date ID Comments Record URL
Package of legislative changes related to the investment https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/17/2019 PA-00T-ZH4 Public funds law 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDU5
საქართველოს კანონის პროექტი სეკურიტიზაციის https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 10/8/2019 PA-00W-4NZ Public შესახებ (Draft law on securitization) 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTUxNjgz
CROP INSURANCE REFORM
Regulatory impact assessment on crop insurance reform https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 8/1/2016 PA-00K-TZJ Public in Georgia kxNjktZTcxMjM2NDBmY2Uy&rID=MzcwMDM1
INNOVATION AND TECHNOLOGY POLICY
https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Innovation study visit in Serbia - trip report 11/25/2015 PA-00K-S2B Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NTE3 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Overview of law on innovation activities 11/25/2015 PA-00K-S2D Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY4NTE5 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Innovation legislation study visit to US - trip report 7/7/2016 PA-00M-6VZ Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzc3ODAz https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Regional youth innovations events 12/13/2016 PA-00M-FXZ Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzgzMzQ3 Innovation and technology in Georgia sector study – https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 4/5/2017 PA-00M-PQR Public methodology kxNjktZTcxMjM2NDBmY2Uy&rID=Mzg4NjYx https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Regional youth innovation events 9/6/2017 PA-00M-RW2 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzkwMzQ5 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Innovation and technology in Georgia 6/11/2017 PA-00N-3TN Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk3MzY2 https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 ინოვაციური ცენტრების ფინანსური ბიზნეს გეგმა 09/30/2018 PA-00T-2RS Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjkw&inr=VHJ1ZQ%3d%3d&dc=YW (Innovation center financial business plan) Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Draft E-commerce law in Georgia 9/25/2018 PA-00T-BZV Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTEyNzMy&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Georgia’s innovation strategy and recommendations 01/16/2019 PA-00T-NC5 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE5Mjky&inr=VHJ1ZQ%3d%3d&dc=YWR
k&rrtc=VHJ1ZQ%3d%3d&bckToL=
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LIST OF DELIVERABLES ON DEC USAID
Title Date ID Comments Record URL
https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Online training programs development 9/17/2019 PA-00T-ZH1 Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDU2 https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Online training courses 9/18/2019 PA-00T-ZKM Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NTI5
CROSSCUTTING
https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Social media capacity development 11/28/2016 PA-00T-2S7 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2MzAy&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL=
CONTRACT REPORTING
https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Annual Performance Report (year 1) 11/11/2015 PA-00K-STZ Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzY5MTUx Governing for Growth (G4G) in Georgia Annual Report https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 10/2/2017 N/A Sensitive
(Public) Year 2 kxNjktZTcxMjM2NDBmY2Uy&rID=Mzg1NTk0 https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Governing for Growth (G4G) in Georgia Annual Report 10/30/2016 PA-00T-2RF Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjgw&inr=VHJ1ZQ%3d%3d&dc=YW (year 2)
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Governing for Growth (G4G) in Georgia Annual Report 10/30/2017 PA-00T-2RG Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjgx&inr=VHJ1ZQ%3d%3d&dc=YWR (year 3) k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Governing for Growth (G4G) in Georgia Annual Report 10/30/2018 PA-00T-H45 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE1OTYw&inr=VHJ1ZQ%3d%3d&dc=YW (year 4)
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL=
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJ3 Public
Performance Report - Year 1 - Quarter 1 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTY2
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJ4 Public
Performance Report - Year 1 - Quarter 2 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTY3
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJ5 Public
Performance Report - Year 1 - Quarter 3 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTY4
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJ6 Public
Performance Report - Year 2 - Quarter 1 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTY5
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 135
LIST OF DELIVERABLES ON DEC USAID
Title Date ID Comments Record URL
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJ7 Public
Performance Report - Year 2 - Quarter 2 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTcw
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJ8 Public
Performance Report - Year 2 - Quarter 3 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTcx
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJ9 Public
Performance Report - Year 3 - Quarter 1 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTcy
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJB Public
Performance Report - Year 3 - Quarter 2 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTcz
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJC Public
Performance Report - Year 3 - Quarter 3 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTc0
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJF Public
Performance Report - Year 4 - Quarter 1 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTc2
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJG Public
Performance Report - Year 4 - Quarter 2 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTc3
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJH Public
Performance Report - Year 4 - Quarter 3 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTc4
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJJ Public
Performance Report - Year 5 - Quarter 1 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTc5
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJK Public
Performance Report - Year 5 - Quarter 2 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTgw
Governing for Growth (G4G) in Georgia Quarterly https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 9/25/2019 PA-00V-PJM Public
Performance Report - Year 5 - Quarter 3 0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTQyMTgx
PUBLIC-PRIVATE DIALOGUE
Establishing a public-private dialogue platform in https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 5/10/2016 PA-00M-BD7 Public parliament kxNjktZTcxMjM2NDBmY2Uy&rID=MzgwNTU0 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Public private dialogue quality tracking 5/10/2016 PA-00M-BD9 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=MzgwNTU2 Public-private dialogue (PPD) quality tracking - periodic https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 12/6/2017 N/A Sensitive report on evaluation of laws kxNjktZTcxMjM2NDBmY2Uy&rID=MzkwNDE3 USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 136
LIST OF DELIVERABLES ON DEC USAID
Title Date ID Comments Record URL
Public-private dialogue (PPD) quality tracking - periodic https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 3/11/2017 PA-00N-3Q4 Public report on evaluation of laws kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk3MjY3 https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT Georgian reform progress tracking system 6/11/2017 PA-00N-3V3 Public
kxNjktZTcxMjM2NDBmY2Uy&rID=Mzk3Mzc4
საჯარო და კერძო სექტორებს შორის დიალოგის https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 პლატფორმის გაძლიერება პარლამენტში (PPD platform 12/22/2017 PA-00T-2S2 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjk3&inr=VHJ1ZQ%3d%3d&dc=YWR in parliament) k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Public-private dialogue (PPD) quality tracking - PPD 01/31/2016 PA-00T-2S3 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjk4&inr=VHJ1ZQ%3d%3d&dc=YWR quality tracking system implementation report
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Public-private dialogue (PPD) quality tracking - periodic 09/14/2017 PA-00T-2S4 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2Mjk5&inr=VHJ1ZQ%3d%3d&dc=YWR report on evaluation of laws
k&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Public-private dialogue (PPD) quality tracking PPD quality 11/14/2015 PA-00T-2S5 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTA2MzAw&inr=VHJ1ZQ%3d%3d&dc=YW tracking system design and methodology
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL=
საჯარო და კერძო სექტორებს შორის დიალოგის https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 პლატფორმის გაძლიერება პარლამენტში (ტრანსპორტი 12/22/2017 PA-00T-H43 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE1OTU4&inr=VHJ1ZQ%3d%3d&dc=YW და ლოგისტიკა) (Strengthening PPD platform in Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= parliament report on transport and logistics) https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Public-private dialogue (PPD) quality tracking - annual 09/21/2018 PA-00T-CH5 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTEzMTMy&inr=VHJ1ZQ%3d%3d&dc=YW report
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL=
საჯარო და კერძო სექტორებს შორის დიალოგის პლატფორმის გაძლიერება პარლამენტში (წყლის https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 რესურსების მართვა) (Strengthening PPD platform in 12/9/2018 PA-00T-H44 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE1OTU5&inr=VHJ1ZQ%3d%3d&dc=YW parliament: Report on the draft law on water resource Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= management) https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 GOG PPD performance monitoring instruments’ 01/31/2019 PA-00T-J2P Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE2NzAz&inr=VHJ1ZQ%3d%3d&dc=YW assessment
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Strengthening the PPD platform in parliament- final report 03/28/2019 PA-00T-TH6 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTIzMzI1&inr=VHJ1ZQ%3d%3d&dc=YWR
k&rrtc=VHJ1ZQ%3d%3d&bckToL=
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 137
LIST OF DELIVERABLES ON DEC USAID
Title Date ID Comments Record URL
https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 PPD quality tracking mechanism 9/18/2019 PA-00T-ZKD Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NTIz
https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Support to the reform progress tracking system 9/18/2019 PA-00T-ZKH Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NTI2
E-COMMERCE
საქართველოს კანონის პროექტი ელექტრონული https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 5/10/2016 N/A Sensitive კომერციის შესახებ (Draft law on e-commerce) kxNjktZTcxMjM2NDBmY2Uy&rID=MzgwNTU5
BUILDING CODE
შენობა-ნაგებობის უსაფრთხოების წესების სასწავლო https://dec.usaid.gov/dec/content/Detail.aspx?ctID=ODVhZjk4NWQtM2YyMi00YjRmLT 06/13/2017 N/A Sensitive მასალა (Training materials of buildings' safety rules) kxNjktZTcxMjM2NDBmY2Uy&rID=MzkwNDYx
MINING REFORM
https://dec.usaid.gov/dec/content/Detail_Presto.aspx?ctID=ODVhZjk4NWQtM2YyMi00 Business perception survey of the mining sector 12/2/2019 PA-00T-NC2 Public YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTE5Mjg5&inr=VHJ1ZQ%3d%3d&dc=YW
Rk&rrtc=VHJ1ZQ%3d%3d&bckToL= https://dec.usaid.gov/dec/content/Detail.aspx?vID=47&ctID=ODVhZjk4NWQtM2YyMi0 Capacity building for the national agency of mines 9/17/2019 PA-00T-ZGP Public
0YjRmLTkxNjktZTcxMjM2NDBmY2Uy&rID=NTI2NDQ3
USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 138
USAID Governing for Growth (G4G) in Georgia Deloitte Consulting Overseas Projects LLC Address: 5 L. Mikeladze St, 0162, Tbilisi Phone: +995 322 240115 / 16 USAID | GOVERNING FOR GROWTH (G4G) IN GEORGIA FINAL REPORT AUGUST 20, 2014 – OCTOBER 31, 2019 E-mail: [email protected] 1