USAID Democratic Governance East Activity Annual Performance Report

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USAID Democratic Governance East Activity FY 2019 ANNUAL PERFORMANCE REPORT - REVISED

(October 1, 2018 – September 30, 2019)

Contract No: 72012118C00006

Prepared for USAID/Ukraine c/o U.S. Embassy 4 Ihor Sikorsky St. Kyiv, Ukraine 04112

Prepared by Chemonics International Inc. 1717 H Street, NW Washington, DC 20006

DISCLAIMER This publication was produced by Chemonics International for the USAID Democratic Governance East Activity to be reviewed by the United States Agency for International Development. 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.

Table of Contents

I. ACRONYMS AND ABBREVIATIONS 2 II. CONTEXT UPDATE 4 III. EXECUTIVE SUMMARY 9 IV. KEY NARRATIVE ACHIEVEMENTS 15 OBJECTIVE 1: GREATER ACCEPTANCE OF SHARED CIVIC CULTURE BASED ON COMMON VALUES AND UNDERSTANDINGS 15 OBJECTIVE 2: INCREASED PARTICIPATION TO IMPROVE UKRAINE’S GOVERNANCE AND REFORM PROCESSES AND HELP RESOLVE COMMUNITY PROBLEMS 56 V. LESSONS LEARNED 85 VI. ENVIRONMENTAL COMPLIANCE 89 VII. PROGRESS ON LINKS TO OTHER ACTIVITIES 91 VIII. PROGRESS ON LINKS TO HOST GOVERNMENT 94 IX. PROGRESS ON INCLUSIVE DEVELOPMENT 96 X. BUDGET EXECUTION INFORMATION 98 XI. GRANTS AND SUBCONTRACT DETAILS 99 XII. ACTIVITY ADMINISTRATION 99 XIII. MONITORING, EVALUATION, AND LEARNING 102 ATTACHMENT A: List of Deliverables 104 ATTACHMENT B: Public Outreach Documents 118 ATTACHMENT C: PERFORMANCE DATA TABLE 121 ATTACHMENT D: GRANTS AND SUBCONTRACTS TABLE 126 ATTACHMENT E: SUCCESS STORIES 128 ATTACHMENT F: Deliverable #4 132 ATTACHMENT G: Roadmap for the Media Sector Support in the Eastern Ukraine 155

I. ACRONYMS AND ABBREVIATIONS

Academy Cultural Management Academy ACTED NGO Agency for Technical Cooperation and Development APS Annual Program Statement ASC Administrative Services Center BUR Building Ukraine Together initiative CEC Community Engagement Centers CS Civil Society CSC Community Score Card CSO Civil Society Organization CVA Capacity and Vulnerability Assessment DDGS Direct Distribution of Goods and Services DG East USAID Democratic Governance East Activity DSP Department of Labor and Social Protection ERA Ukraine Economic Resilience Activity FC2U From Country to Ukraine festival GESI Gender Equality and Social Inclusion Strategy GOU Government of Ukraine HICD Human and Institutional Capacity Development HPI Human Performance Improvement IDLO International Development Law Organization IDP Internally Displaced Person IFC International Finance Corporation ISPI International Society for Performance Improvement LEF Lviv Educational Foundation LGBTQI+ Lesbian, Gay, Bi-sexual, Transgender, Queer, Intersex Persons, Plus All Other Sexual Identities LGE Local Government Entity MEL Monitoring, Evaluation, and Learning MIS Medical Information System MOU Memorandum of Understanding MREO Inter-rayon Registration and Examination Department (abbreviation from Ukrainian “Mizhrayonyi reyestratsiyno eksamenatsiynyi viddil”) N/A Not Available NGCA Non-Government-Controlled Area NGO Non-Governmental Organization OPI Organizational Performance Improvement OSA Oblast State Administration OSBB Association of Apartment Building Co-owners (abbreviation from Ukrainian “Ob'yednannya spivvlasnykiv bahatokvartyrnoho budynku”) PC Public Council PHC Primary Healthcare Center

PIRS Performance Indicator Reference Sheet RFA Request for Applications RFP Request for Proposals SCI NGO Service Civil International SCORE Social Cohesion and Reconciliation Index SeeD Centre for Sustainable Peace and Democratic Development SME Small and Medium Enterprises STTA Short-term Technical Assistance ToT Training of Trainers UCBI Ukraine Confidence Building Initiative USAID United States Agency for International Development USG United States Government VNG International Cooperation Agency of the Association of Netherlands Municipalities VR Verkhovna Rada (Parliament of Ukraine) WASH Water, Sanitation, and Hygiene

II. CONTEXT UPDATE The USAID Democratic Governance East Activity’s (DG East) first year of implementation coincided with a critical period in the political life of Ukraine. On April 21, 2019, Volodymyr Zelenskyi, a candidate of the Servant of the People political party, was elected president.

Figure 1: Distribution of the parliamentary seats; Servant of the People seats in green

The first decision announced by the newly elected president was to dissolve the Verkhovna Rada (VR), the Parliament of Ukraine. On July 21, VR elections were held, which changed the distribution of political power. The majority of parliamentary seats went to the pro-presidential party, Servant of the People.

In political circles at the regional level (governors, mayors, and heads of civil-military administrations), many were not ready for cooperation with the new President. They counted on the victory of Petro Poroshenko and the continuation of the previous directions of development and management.

The resignation of governors in the Donetsk and Luhansk regions and the nomination of new leaders allowed local representatives of large businesses, who completely controlled the region until 2014 and have close economic ties with Russia, to exert significant pressure on the new leaders of the region and destabilize the situation in the region.

In particular, in Severodonetsk and Rubizhne, the city councils, which are under the influence of the Opposition Bloc, as the political force of the local oligarchy, removed the Mayors of cities from their position. Also, at the local level, the narrative of Russia being a partner and that it is necessary to return to cooperation with it began to be broadcast again. These moods are

propagated by representatives of large city-forming enterprises, which significantly affect the budgets of small cities and therefore can manipulate the population. Despite the aggressive election campaign, opposition forces representing the old business clans were not able to gain full dominance. According to Central Election Commission, Donetsk, and Luhansk region as a whole voted for Yuriy Boyko - the leader of the Opposition Platform - For Life. This Opposition Platform became the union of the For Life party led by Vadym Rabinovich, who has historically criticized the Ukrainian authorities and all the reforms that were implemented locally, as well as most of the representatives of the Opposition Bloc party, which is the successor of the Party of Regions. The creation of the political force “Opposition Platform - For Life” made it possible to unite the radical anti-Ukrainian citizens who supported Rabinovich’s ideology, as well as unified regional businessmen who supported a more restrained policy, but around the Russian-minded Boyko.

At the same time, the other part of the Opposition Bloc party, which refused to unite with the For Life political force, nominated Oleksandr Vilkul as its presidential candidate. According to the Central Election Commission, he came in second place during the vote in Luhansk region, and in fourth place in terms of the number of votes in Donetsk region. Vilkul is associated directly with Renat Akhmetov, and is called the representative of Akhmetov’s interests in political circles.

Generally, the situation with the split in the Opposition Bloc demonstrated internal problems in the distribution of spheres of influence between oligarchs in the region, which may indicate changes in internal interests in the regional political and business market. In other words, this conflict does not demonstrate the monogamous priority of Russian interests for regional business elites. This indicates the positive development of civil society, increased personal responsibility of young people, and reduced dependence on Soviet nostalgia. The historically monochromatic industrial region is gradually turning into a diverse and independent community, ready to take responsibility for decision-making.

Since the elections, the government in Kyiv has been actively signaling to Moscow and key Western partners about its readiness to return to the negotiation table. After the negotiations stalled in 2016, the Normandy format or “Normandy Four” (France, Germany, Ukraine and Russia) has now regained its importance as a negotiating platform to resolve the war in eastern Ukraine.

Following the significant Russia-Ukraine prisoner exchange on September 7, Kyiv initiated gradual withdrawal of Ukrainian troops along the contact line and announced plans to implement the next phase of the Minsk agreements; in particular, holding local elections in the

non-government controlled areas of Donetsk and Luhansk oblasts (NGCA) under Ukrainian legislation and the supervision of the Organization for Security and Cooperation in Europe (OSCE).

The Steinmeier Formula, to which President Zelenskiy returned and the frequent conversations about reintegrating the occupied territories, showed that there is no longer a single monopoly opinion that has been demonstrated for years in eastern Ukraine. People are no longer afraid to speak openly about their agreement or disagreement with certain decisions which are accepted at the local or state level. For example, in reaction to the decision to withdraw troops from the contact line, numerous rallies and protests of residents of territories located in the so-called gray zone occurred primarily because people fear for their safety. This is especially true for people with an open pro-Ukrainian position. Therefore, they do not agree with the pull back of Ukrainian military from these territories. The situation around Zolote (Luhansk region) showed that local civil society is ready to defend its interests and speak openly about their worries, something that would not have been imagined before 2014. This indicates a change in public consciousness and acceptance of one’s responsibility for one’s life, one’s city and country.

There are also many questions among the residents of Donetsk and Luhansk regions about the next implementation stage of the Steinmeier Formula plan - elections in occupied territories. After Serhiy Sivokho’s nomination as an adviser to the National Security and Defense Council of Ukraine in matters of the NGCA and his statements that today there are people in NGCA who are ready to become deputies in the Servant of the People Party in order to represent the interests of these territories, opinions of residents of the region also divided. To date, three types of opinions dominate the discussion on social networks and in informational materials published. One of the positions is represented by people who are categorically against the implementation of the Steinmeier Formula. In their opinion, the conditions for granting special status to the NGCA will provoke a split in Ukraine and will result in the separation of Donbas into an autonomous region, analogous to what occurred in Crimea. In the future, this may enable Russia to continue to control these territories. To defend their position, this group of people gives an example of explaining the implementation of this formula so that the "special status of Donbas" will provide the opportunity for the so-called "LNR / "DPR" to remain in the administrative borders of the Luhansk and Donetsk regions. This means that the residents within today's territory controlled by Ukraine will remain under the protection of the "people's police" of the republics since the final withdrawal of Ukrainian troops is provided outside the Donetsk and Luhansk regions.

A second group of citizens most often remain without any radical expressions of their opinion. They explain their attitude to the situation to a higher level - we need peace, let's try to

implement what the President offers. A third group is also skeptical about the implementation of the Steinnmeier Formula. Most often, representatives of this group are people who have left the NGCA. In their opinion, the government’s plans are divorced from reality and the changes that have occurred in the occupied territories. They insist that those “people who live in the oblast” should participate in the development of the reintegration plan and understand the context of the issue.

According to New Image Marketing Group’s research results (survey1 conducted in the fall of 2019 among 1,606 residents of the occupied territories of Donetsk and Luhansk regions), 55.4% of respondents consider themselves to be residents of Ukraine.

At the same time, 40% of respondents think about obtaining a Russian passport, and only 15% of respondents believe their economic situation will improve if Ukraine’s territorial integrity is restored.

1 https://dt.ua/internal/test-na-sumisnist-329032_.html

As the authors of the survey wrote, this result indicates that due to the lack of sufficient information about positive changes in Ukraine, a negative opinion is generally formed in the occupied territories about the economic and social component, which does not contribute to the desire of citizens to be part of sovereign Ukraine and support the process of reintegration into Ukraine as a unitary state.

III. EXECUTIVE SUMMARY A. Key Narrative Achievements DG East implemented the following successful activities during the first year of implementation:  Launched operations in October 2018 with minimal staff and coordinated transitioning programming during the close out of the Ukraine Confidence Building Initiative II activity (UCBI II) in the target region, allowing DG East to establish early and strong connections with the core constituency groups – civil society and local government.

 Built a core professional staff with a vast array of experience in civil society development including management, advocacy, government relations, and well- developed knowledge of what works well in Eastern Ukraine, which allowed DG East to bring important training support to the program’s early partners.

 Established a core cadre of development professionals to lead the project regional offices in Kramatorsk, Severodonetsk, and Mariupol. Both the CSO Lead/Deputy Chief of Party/Kramatorsk Regional Director and Governance Lead/Severodonetsk Regional Director bring fluent relevant language skills and extensive experience working in Ukraine, including in Donetsk and Luhansk. The Mariupol Regional Director has a decade of development experience with the UN and other development community partners, and as a resident of Zaporizhzhia, is well familiar with the issues and nuances of working in Mariupol.

 Communicated broadly with prospective partners in the region, issuing an Annual Program Statement (APS) attracted more than 250 applications.

 Assisted the Svatove Department of Social Services (Luhansk Oblast) in improving “back” and “front” office functionality and social services delivery procceses by adapting service delivery practices and implementing infrastructural solutions for customer- oriented reception. DG East also trained DSP specialists on key principles of customer- oriented service delivery, implemented an automation system for housing subsides service delivery, including optimizing business processes, delivered relevant on-the-job training for front and back office specialists, and standardized up to 41 social services.

 Delivered complex professional development training for Severodonetsk Primary Health Care Center’s (PHC) 1,100 medical personnel on key principles of Health Care Reform with special focus on Primary Health Care reform. Through two-day trainings with participation from PHC managers, doctors, nurses, and receptionists, DG East delivered

six training modules to clarify key aspects and processes of the health care system and particularly PHC transformation, equipping participants with experience and knowledge on critical aspects of transportation which is based on customer-oriented service delivery approach “Money Follows Patient”.

 Introduced the community scorecard methodology to LGEs as an effective participatory decision-making tool providing highly structured process to identify and prioritize community needs and plan joint implementation. The scorecard instrument was successfully piloted in Rubizhne City with collaboration of Rubizhne City LGE and diverse groups of CSOs and citizen representatives. As a result of scorecard exercise Rubizhne LGE and up to 70 representatives of diverse groups of citizens and CSO representatives prioritised three top issues of community concern: (1) Information support to overcome the informational gap between LGE and citizens, (2) Strengthening Homeowners Associations, and (3) Solid waste management. The working group developed a detailed joint Action Plan to be implemented in the coming year.

 Initiated activity to improve Public Councils (PCs) organizational and professional capacity to strengthen its advocacy skills and experiences to identify the community’s priority interests and lobby for LGEs adoption of local policies. DG East selected three motivated Public Councils (Kramatorsk, Severodonetsk, Druzhkivka) and delivered an intensive three-day training to equip them on PC roles and functions related to cooperation with local government based on formal and judicial requirements and communication to effectively deal with conflicts and reach consensus in decision-making.

 Assisted reform-minded LGE officials to learn in-country examples of SMART CITY solutions to apply locally to improve LGE service delivery. As a result of a study visit to Ivano Frankivsk LGE, DG East’s LGE partners developed 20 concepts for SMART CITY solutions and detailed Action Plans for implementation, some of which will be supported in Y2.

 Assisted partner LGEs in sharing best practices on increasing municipal transparency and accountability through strengthening e-procurement systems.

 Built on UCBI’s pilots of organizational performance improvement (OPI) activities to improve local government service delivery to enable significantly more local government representatives to learn about the value of this methodology. DG East conducted a series of LGE professional development trainings on OPI, customer-oriented service delivery, and introduced Human and Institutional Capacity Development (HICD) tools

to assist LGEs in modernizing organizational operation and service delivery practices. DG East partner LGEs were also introduced to the International Society for Performance Improvement (ISPI), the international platform on organizational and service delivery.

 Undertook pioneering research activities to deliver actionable data to allow DG East to design meaningful program interventions. Research results, including data generated from the project’s accessibility assessment, reforms communications research, and online media consumption research, will inform future targeting, Year 2 activity development, and be shared with partners and other projects.

 Worked closely with the Mariupol City Administration to establish the Mariupol Left Bank Multicenter (Multicenter) as a one stop shop for three key service delivery agencies: administrative, social, and pension services. DG East delivered assistance including procuring ICT and server equipment, providing a series of training on customer-oriented service delivery (Service + trainings), providing recommendations on arrangement of customer service zones, assisting in improving management practices, establishing procedures for organizational co-existence between these three agencies in one building, and implementing modern principles of human resource management to institutionalize recruiting, hiring, performance appraisal, and motivation. The Mariupol Multicenter has become a notable example of how it is possible to bring different public services together in one place to simplify service delivery processes. The Multicenter will be able to serve 1,200 customers daily, with up to 20 percent coming from the NGCA. The Multicenter is scheduled to open in Q2 of Year 2.

 Conducted four iterative forums in the Mariupol area to facilitate dialogue and promote a consensus-based decision-making approach among LGEs, OSBB, CSOs, SMEs, and citizens. The Forums were an effective tool to promote collaboration between these groups and demonstrated to the Mariupol city council that DG East is a reliable partner. Recommendations from these forums have been taken into consideration and incorporated into the Mariupol Development Strategy 2021-2030 development. DG East and ERA will jointly support strategic plan development. ERA will be responsible for working with working groups on some of strategic priorities identified by the city related to economic development, while DG East will support the working groups focused on strategic priorities relevant to DG East’s mandate, such as improving municipal service delivery, including the introduction of smart or e-governance tools, culture and sports, education, or participatory planning to redevelop public spaces.

 DG East partner Teplytsia hosted the Zminy-Ty (Change Yourself) Youth Forum on July 1-5, 2019, attended by 50 youths aged 17 to 27 years, from 19 cities and villages in the Donetsk and Luhansk regions. The Forum aimed to identify youth groups and individual activists who could become drivers of change and activities in their local communities. Students of the displaced Medical University in Kramatorsk who participated in the Youth Forum subsequently joined the Kramatorsk Youth Council; another participant from Polovynkine village, Starobilsky district, now organizes a Youth and Local Government Cooperation event, where she invites Forum participants as speakers. Other participants reported that they developed a concept for creating a hub and introduced their own primary health care training program in schools.

Grants Program

DG East’s Year 1 grants program benefitted a wide spectrum of local organizations. In FY 2019, DG East issued 10 grants for a total value of $1,263,604 to eight civil society and two local government organizations, one of which was completed and nine that remain ongoing. As of the end of the reporting period, 29 grants are in development for a total value of over $2.5 million. These grants will focus on citizen engagement, participatory governance, service delivery by local government, youth, and inclusion. The grants program was implemented through two primary mechanisms: Annual Program Statement (APS) and Request for Applications (RFA). The APS served as a broad call for proposals covering all possible sectors which DG East might support.

 APS01. In response to the APS, published March 19-September 11, 2019, DG East received 265 applications, 34 of which were selected for award and 19 are pending final decision as of the end of the reporting period. The APS invited concept papers that address creative approaches to further DG East’s core contract sub-objectives.

 RFA 01. DG East solicited applications from media outlets and civil society organizations (CSOs) under this RFA to support production of media materials and specific actions to promote a deeper understanding of the ongoing changes impacting residents of Donetsk and Luhansk oblasts; to establish alternative information channels that produce and disseminate objective local content; and to amplify narratives of eastern Ukrainians demonstrating positive, democratic civic values. DG East received 33 applications, of which seven were selected for award.

Research and Analysis

DG East made significant headway on research and analysis during the reporting period. Subcontracts were issued to three local organizations to conduct research and analysis through surveys and assessments. The activities cover reform communication, data collection for the panel survey Social Cohesion and Reconciliation Index (SCORE) for Ukraine, and an online media consumption survey. DG East also conducted an assessment of physical and non-physical accessibility to government service delivery points, including schools, hospitals, Administrative Service Centers (ASCs), and Departments of Social Protection (DSPs) in the 15 Year 1 target communities (Mariupol, Bakhmut, Sloviansk, Druzhkivka, Pokrovsk, Kostiantynivka, Marinka (Donetsk Oblast) and Severodonetsk, Starobilsk, Svatove, Kreminna, Lysychansk, Stanytsia Luhanska, Popasna (Luhansk Oblast). Despite project plans to complete a political economy analysis in Year 1, the project did not receive bids in response to published RFPs from local organizations in a timely manner. This activity will be implemented during Year 2.

Direct Delivery of Goods and Services (DDGS) During Year 1, DG East implemented 35 DDGS activities, including:  Kramatorsk: 13 activities in support of CSO capacity building, youth engagement, advocacy, media and communications, and introduction of ICT to improve local government service delivery.  Mariupol: Eight activities in support of citizen-government engagement, OSBBs, local government capacity building, and Mariupol city day.  Severodonetsk: 14 activities (six of which were delivered by subcontractor VNG) in support of improved local government service delivery and capacity building, improved delivery of primary health care services, and civic engagement.

B. Quantitative Highlights  2,204 people trained by DG East activities (379 men and 1,825 women), from five major target groups: local government, CSO representatives, media, medical personnel, and representatives of Associations of Apartment Building Co-owners (abbreviated in Ukrainian OSBB).

 One civic coalition formed: City Accessibility Analysis (NGO Nova Druzhkivka) – this activity helped create a coalition for different interest groups (civic activists, citizens, local authorities) to work jointly to promote Druzhkivka city accessibility issues and improve accessibility conditions.

 Engaged 196 local NGOs/CSOs with 278 people in CSO/civil society (CS) group activities.

 14,278 people (male 6,781 and female 7,497) directly benefitted from 12 civic/cultural events.

 10 grants issued and 22 "tangible outcomes” (such as integrating “mobile box” service delivery practice at Donetsk and Luhansk ASCs and DSPs, Svatove DSP replication, and Mariupol for future street library) attained in activity communities.

 Trained 1,114 (104 male and 1,010female) PHC healthcare personnel in Luhansk and Donetsk Oblast in 6 training modules for increasing PHC service delivery quality,1 promotion of customer-oriented service delivery and reception operation, and increasing citizens satisfaction with PHC service delivery, which may ultimately improve SCORE dimension indicator “Infrastructure services” and strengthen the implementation of primary health care reforms.

C. Activity Administration In Year 1, the program faced the operational challenge of filling open staff positions in the regional offices and quickly launch the grants program. There is a significant lack of qualified personnel in the project’s regional locations, particularly in the grants and subcontracts field, which impacted the project’s ability to timely fill grants and subcontracts vacancies and rapidly ramp up the grants program, including processing the 265 grant concepts that were submitted in response to the APS, issuing the seven media grants that were selected through the media RFA, and preparing the environmental compliance packages for awards meeting the negative determination with conditions requirements. To help facilitate the administration of the activities pool and to address environmental compliance needs, the positions of the Activities Pool Director and the Environmental Compliance Specialist were added and filled. Further, several critical technical and operations positions were filled, including the NGO Specialist and the Human Resources (HR) Manager. The Activities Pool Director and the HR Manager joined the project at the end of Year 1, and the Environmental Compliance and NGO Specialists will begin working with the project in early Year 2.

D. Subsequent Reporting Period The Year 2 Activity Implementation Plan was developed and submitted to USAID on September 9 and will be finalized in early Q1 of Year 2.

IV. KEY NARRATIVE ACHIEVEMENTS

Pursuant to section F.4.B.3 of the contract, the following section discusses and analyzes the state of affairs and key achievements to date and explains deviations from the work plan for each objective from October 1, 2018, to September 30, 2019.

OBJECTIVE 1: GREATER ACCEPTANCE OF SHARED CIVIC CULTURE BASED ON COMMON VALUES AND UNDERSTANDINGS

Sub-Objective 1: Increased interaction of citizens with civil society groups

Current State of Affairs

In Ukraine, only 7.5% of citizens participate in NGO activities, and this percentage has remained almost unchanged over the last 5 years. Most citizens (50%) recognize that NGOs are needed in their cities or villages (58% in the West, 52% in the Center and 54% in the East)2. The most engaged in active civic activities were citizens of the Western region (13%), while in the Eastern ones are almost twice less engaged - 7%. Although Ukrainians’ confidence and trust in volunteers, civil society organizations, and activists remains relatively high and there is still an upward trend3, the decreases in the number of those who claim to be involved as volunteers in 2019 - 9% against 18% last 2018 year, the other decreased support and engagement indicators of 2019 in comparison to previous years are somewhat alarming. The 2016-2020 National Strategy on Support of Civil Society Development in Ukraine, was precipitated by the lack of a unified national public awareness campaign to promote the development of civil society, in recognition of the fact that the public is unaware of what civil society is doing/can do. This lack of awareness among the public is shown in the research conducted on civil society and civic engagement over the past few years – too few citizens understand what civil society is, how to become engaged, or even the value of becoming engaged. Implementation of the strategy at the national and local/regional level aims to change this, however, UNDP’s 2018 evaluation found implementation to be unsatisfactory on both levels. There is insufficient consistency, progress, and attention made at the regional level owing in part to lack of consistent oversight at the national level. Luhansk oblast produced one of the top three regional plans that best reflect the national strategy objectives (i.e., addressing just

2 Civil Society in Ukraine: citizen’s perception (October 2019), in Ukrainian - https://dif.org.ua/article/gromadyanske-suspilstvo-v-ukraini-poglyad-gromadyan. 3 Public opinion survey to assess the changes in citizen’s awareness of civil society and their activities – https://dif.org.ua/uploads/pdf/20771406545b589e0b474c31.88986456.pdf.

over half of what the national strategy stipulates), while the Donetsk plan represents only about one-third of the national strategy).

15% 31% 45% 7% 2%

Figure 2: Citizens' attitude towards national and social identity, according to SCORE results. Percentages below graphic are national

Key Achievements to Date

Under this sub-objective, DG East conducted two large NGO Forum Participant Feedback events that delivered significant benefit to the “I visited many forums and went here participants and the project. The March 2019 NGO with a little skepticism. I didn't think I Forum was an opportunity to bring, for the first time, would learn something new for myself, I 67 CSO representatives from Donetsk and Luhansk only hoped to get new contacts. Now I oblasts together for three days of networking and can say that I looked at many things differently. I realized where you can learning. Larger events such as these are often move on and how dramatically you need conducted in other parts of the country, generally Kyiv, to change approaches in your work” ‐ and convene participants from around the country. Lyubov Hripkova, Nasha Dopomoha While national events provide opportunities for CSO (Our Help) NGO, Sloviansk. representatives in Donetsk and Luhansk to network “The forum made it possible to find like‐ with counterparts in other parts of the country, lack of minded people and social partners, as geographic proximity to these peers can often make well as the opportunity to ask questions continuing offline interaction difficult; however, this about writing grant applications. event provided participants the opportunity to learn Personally, for our NGO it became what their peers are doing in the next community or productive in double. We supported and successfully implemented our project neighboring oblast – not just across the country or in "Mobilization of the youth in the village the larger metropolises such as Kyiv and Kharkiv. of Kryzke". This forum helps the Participants had the valuable opportunity to meet new development of communication and associates and learn more information about selected partnerships between representatives of themes, such as regional identity, gender and inclusion, civic organizations” – tolerance and diversity, and were also able to exchange Nadia Rudachenko, NGO Promin, Kryzke village of Markivskyi raion. experiences on their attempts to engage with local government. As a result of this event, DG East was able to identify new CSOs for further engagement due to the bi-oblast nature of the event, which was not restricted to Year 1 target communities.

DG East also held the Youth Forum Zminy TY (Change Youth Forum Participant Yourself) in July 2019. Fifty young people aged 17 to 27 Feedback “Now I think I can do more than I think, years, gathered from 19 Donetsk and Luhansk oblast and do not need to sit still and endure” ‐ cities and villages for more than four days of Anastasia Romanova, 19, Kramatorsk. teambuilding and learning. This event provided opportunities for youth to meet counterparts in other parts of the country and successfully demonstrated that there is homegrown active youth within the region, making collaboration and exchanging of experiences more accessible.

Youth Forum Participant The NGO and Youth Forum events, as well as other Feedback smaller events held on such topics as youth engagement, “I absolutely can put knowledge into accessibility to government services, and media, enabled practice. Post‐forum I even want to DG East to learn more about the needs of target CSOs create a children's center for the and actors in the region, including better understanding development of everyone, including their communications channels, and their organizational children with disabilities. I really want to collaborate with a project as a capacity challenges. But, more importantly, the events volunteer” ‐ Yuliia Kozynets, 25, exposed participants to new knowledge and practices, Volnovakhha rayon, Novoaidarivka, which they are then motivated and able to implement outlined new initiatives as a result of her themselves. For example, students of the displaced participation. Medical University in Kramatorsk who participated in the Youth Forum subsequently joined the Kramatorsk Youth Council; another participant from Polovynkine village, Starobilsky district, now organizes a Youth and Local Government Cooperation event, where she invites Forum participants as speakers. Other participants reported that they developed a concept for creating a hub and introduced their own primary health care training program in schools.

Task 1: Strengthen civic groups in areas in which such groups are scarce or weak (e.g. northern Luhansk).

a. Conduct DG East introductory kick-off civil society forums/consultations with existing CSOs in Donetsk and Luhansk, including those previously served by UCBI, and solicit interest from additional CSOs through open calls, postings on partner websites, and on the DG East Facebook page. DG East hosted an NGO Forum for civil society representatives from Channels of dissemination Donetsk and Luhansk oblasts on March 22-24, 2019, in Severodonetsk. Social networks The Forum included CSO representatives from as far away as 22% Local media 40% Mariupol (approximately 185 miles 20% Colleagues and local away). Participants were selected via authorities 18% an open call issued on the project’s Other, distribution of Facebook page, and a total of 91 information, distribution of information on forums, etc. CSOs applied to attend. The project Figure 3: Effectiveness of information channels for promoting the NGO screened applications based on Forum registration information to understand participating CSOs’ areas of interest and identify their coverage areas and partners. A total of 100 people, ranging in age from 20 to 67 and representing 67 CSOs, joined the Forum. In her

opening remarks, USAID Mission Director Susan Fritz said, “For us, this is an opportunity to demonstrate how our long-term partnership with local authorities, citizens, and communities in eastern Ukraine will develop. We will work together to increase public confidence and create opportunities for the region to lead the country's European democratic transformation, to help build a modern, inclusive Eastern Ukraine with sustainable governance models.” As Figure 5 indicates, 40 percent of participants learned about the Forum from social networks. DG East analyzed how communications about the Forum were received in different parts of Donetsk and Luhansk oblasts to inform communication channels for future DG East events and activities.

The Forum included both presentations and group work covering themes such as cooperation with local authorities, formation of Ukrainian identity, motivating civil society, advocacy, social inclusion, and media and outreach components of project implementation. The “evening panel” of open communication made it possible for participants to meet each other, share experience, and establish contacts amongst themselves for cooperation. Figure 4: Civil society representatives convene at the Group work made it possible to better understand opening of the NGO Forum on March 22, 2019 the topics raised.

The Forum brought together active CSOs from across the eastern regions, enabling them to reconnect or to meet for the first time and to understand who their counterparts are and what they are doing. The Forum also introduced participants to new knowledge, such as the importance of articulating a group’s mission and the use of communications and outreach. As a result of the Forum, DG East identified new CSOs and Figure 5: NGO Forum group work encouraged discussion and experience sharing learned more about the challenges they face in the region that the project can help address. A video of the forum providing participant feedback is available on DG East's YouTube page4.

4 https://www.youtube.com/watch?v=KADlqZmwhVk

b. Issue APS for citizen engagement activities to CSOs to solicit grant applications. DG East issued the APS, published on prostir.ua5 with the link posted on Facebook, and collected applications from March 19-September 11, 2019. DG East received 265 applications; 34 applications were selected for award and 19 were pending final decision as of the end of the reporting period. The grants will focus on citizen engagement, participatory governance, service delivery by local government, youth, and inclusion. c. Based on APS application review, identify CSO needs, strengths, and weaknesses for future capacity- building assistance. Out of 265 applications received under the APS, 173 were submitted by CSOs, 90 by local government entities (LGEs), one by a limited liability company and one by an individual. Most CSOs were small and from villages or towns in eastern Ukraine seeking support for local community infrastructural or territorial improvements, including communal equipment. Small local CSOs have basic capacity-building needs, specific to each case, but all have common needs for additional staff training and strategy and policy development. Similarly, applications received from LGEs were geared towards small infrastructure projects or equipment requests and training for improvement of services provision. From the project proposals, DG East identified the following challenges local partners most often encountered:  Lack of a comprehensive strategic vision for organizational development  Lack of internal resource and sustainability  Lack of internal strategies and processes for short-term organizational planning  Lack of a communication strategy and, as a consequence, problems communicating their own success stories to external audiences

The majority of CSOs experience difficulties understanding gender and inclusion components. Although many CSOs strive to ensure that their activities are more gender-sensitive and inclusive, they often do not understand how to do it, which indicates a need to build capacity – among both CSOs and LGEs – in inclusive and gender-sensitive programming. Trainings, workshops, and exchange of experience will help grantees and potential applicants to understand inclusion and gender more deeply and stimulate them to create and adapt activities that would better take into account gender aspect, involve various underrepresented groups, and to reach the broader population of Donetsk and Luhansk oblasts. DG East engaged a short- term Gender Equity Trainer to create modules and conduct trainings, including a short three- hour training that can be integrated into other training activities, and a separate full three-day

5 https://www.prostir.ua/?grants=proekt-usaid-demokratychne-vryaduvannya-u-shidnij-ukrajini-oholoshuje-konkurs- kontseptsij-hrantovyh-proektiv

training. The training on gender issues will be held primarily for project partners and grantees to increase their understanding of gender, gender-sensitive programming, and women and girls’ empowerment.

d. Provide technical assistance to build CSO capacity in areas identified. To improve understanding of communication processes and to increase communication skills, DG East engaged an international media expert to conduct a three-day training for seven local partners/grantees that were selected for grant support: FootyStar, DreamTown, Siverskyi Donets Crisis Media Center, Sylni Hromady, Vchasno, Volya, and Kramatorsk Anti-Crisis Media Center. The training also included review of best practices for creating a successful and positive organizational image, as well as expanding an organization’s capabilities by involving new participants/volunteers.

DG East engaged a short-term NGO Specialist to conduct orientation sessions for local partners. Two sessions were held for three CSOs: FootyStar Inclusion, Volya, and Siverskyi Donets Crisis Media Center. Based on the recommendations received from the specialist, DG East designed a further process for organizational development as part of grant planning activities.

The NGO Specialist produced a concept for designing an NGO capacity building program, which will inform DG East’s approach to engaging up to two national-level NGOs that have the capacity to deliver a comprehensive capacity building program for partner NGOs in the region. The objectives of the NGO capacity building program are: 1) Build CSO capacity to engage volunteers and community citizens to their activities and influence local decision-making. 2) Improve financial stability and efficiency in resource mobilization and management. 3) Learn about the successful experience of CSOs in Ukraine and abroad and build networks between CSOs.

The NGO Specialist also identified the need for a more in-depth study of the current status of CSO training needs. The quantitative research component will include surveying CSO representatives from 15 cities on the level of CSO organizational capacity in the following fields:  Governance, including governance structure, presence and work of governance bodies, and monitoring;  Management, including planning, administration, motivation, monitoring, communication;  Assets, including financial, material, human, and information;  Interaction with environment, including donors, authorities, other CSOs, clients, and

image building. e. Issue grants, monitor grant activity, capture lessons learned. DG East issued 10 grants during FY 2019: 1. FC2U Academies, NGO From a Country to Ukraine, Part 1. The purpose of this activity was to conduct a training academy for nine local teams, including 114 people from the cities of Vuhledar, Volnovakha, Mangush, Toretsk, Avdiivka, Pokrovsk, Popasna, Lysychansk, Schastia. The local teams developed a concept of local festivals "From the Country to Ukraine", and entered into agreements of understanding with the local authorities in the field. 2. FC2U Festivals, NGO From a Country to Ukraine, Part 2. The main activity on this project took place in autumn 2019 and is slated to end in January 2020. Three local festivals “From the Country to Ukraine” were held September 27-29, 2019. In particular, festivals were held in Vuhledar, Volnovakha, and Mangusche. According to the grantee, Vuhledar became one of the most successful and massive festivals of this period. About six thousand attendees visited the day and evening part of the Festival. 3. City Accessibility Analysis, NGO Nova Druzhkivka. This activity carried out a physical accessibility analysis of Druzhkivka city in seven locations together with representatives of local authorities. In focus groups, the residents themselves identified locations that they felt lacked accessibility. The results of the analysis formed the basis for making recommendations for improving accessibility. 4. Youth mobilization in Kryzke village, NGO Promin. Under this grant, 15 young people from Kryzke and Sychivka village and one grantee representatives visited successful youth hubs in Luhansk and Donetsk oblasts. Youth platform “Free Access” is re-equipped with new furniture and equipment and provides opportunities for a greater number of visitors. 100 Kryzke and Sychivka village residents participated in “Free Access’s” official opening event. 25 Youth Council representatives of participated in a Youth Council meeting at “Free Access”, where new internal policies (Conflict of Interest, Procurement and Staff Travel policies) were developed. 5. BUR camp - new opportunities of the East, NGO Lviv Educational Foundation (LEF), Part 1. Under this grant, the BUR team conducted a series of training sessions, seminars, and study visits to Lviv. Local problems were studied in the cities of the East of Ukraine and plans for the implementation of activities for the next period were also developed. In total, about 183 volunteers from Mariupol, Severodonetsk, Pokrovsk, Borovsky, Popasnaya, Kryzke, Stanytsia Luhanska received new knowledge and interaction skills in their community. 6. BUR camp - new opportunities of the East, NGO LEF, Part 2. This part of the grant included the work of the BUR Camp in Stanitsa Luhanskaya, the development of a site

for the BUR activities, as well as the preparation of a promotional video. In September, the grant recipient held a training camp in Stanitsa Lugansk for 50 volunteers from Ukraine and the region. According to the grantee, unfortunately, there was a low activity of the local population in the process of including the 14-day camp. The grantee believes that it did not properly build its communication and promotional campaign for this activity in the region. The grantee plans to take this experience gained when planning the following activities in the work with the DG East project. 7. Mariupol Left Bank Multicenter development: improving service delivery, Mariupol Administrative Services Center. Mariupol’s LeftBank Multicenter combines at least 120 staff and 350 types of services from Administrative Service Center, Department of Social Protection, Pension Fund, Municipal Civil registry Unit, Municipal enterprise, and MREO (car drive license provision). The Multicenter will provide services for at least 1,200 customers per day, including citizens from Ukraine`s non-government Controlled Area. DG East conducted three study tours to Kyiv, Drogobych and Kharkiv so Multicenter personnel could learn modern smart city technologies and front-back offices collaboration, and develop new experience in improving service processes. DG East conducted eight education courses for 120 Multicenter representatives, including “Services+”, “Ongoing innovation process”, “Front - back office collaboration” “Stress resistance”, and “Teambuilding”. Lastly, DG East provided equipment, furniture, software for 120 working places in the Multicenter. 8. AWARENESS + ACTIVITY = SUCCESSFULL COMMUNITY, NGO Volya. This activity targets nine communities in the northern part of Luhansk oblast (Starobilsk town, Novoaidarskyi, Markivskyi, Novopskovskyi, Bilokurakynskyi, Svativskyi, Milovskyi, Bilovodskyi, Troitskyi rayons). During the reporting period, DG East developed a study tour to two successful amalgamated hromadas in Ternopilska Oblast (Velykohayivska and Shumska hromadas) for 18 representatives and local citizens from the nine target locations and NGO Volya’s two key representatives. The grantee identified local citizens and local government representatives in the nine target communities who will participate in the learning events (three one-day trainings, roundtables). The grantee prepared and distributed relevant invitation letters to potential participants, focusing on engaging citizens that have already demonstrated their will and ability to be active, as well as ordinary residents who may or may not have been actively engaged in local decision making/community development before. 25 people were selected from each target community, including local activists, deputies of local councils, representatives of local councils representing different age and gender groups, including IDPs and representatives of separated, marginalized and

isolated populations. Each community’s participation also included five representatives from their local administration. 9. Seeking Solutions, Increasing Political Participation, NGO Internews Ukraine. This activity aims to transform the approach to Ukrainian reform and participatory governance reporting by media outlets in Donetsk and Luhansk oblasts through the introduction of constructive and solution journalism methods into practice (see SO 1.2 Task 1b). 10. Kurakhove City Council, Kurakhove Administrative Services Center. During the reporting period, the grantee carried out preliminary preparatory work, including establishing the deadlines and tasks for carrying out work for the experts involved in organizing the internal structure of the ASC, as well as for the revision of project documentation and the development of solutions for the internal design of the future ASC by the UNIVER company.

In reviewing grant applications, DG East identified lessons learned in supporting inclusive education in schools and educational institutions in Donetsk and Luhansk. DG East received several applications from schools and educational institutions for the purchase of equipment, furniture, and materials for inclusive classrooms and resource rooms, however, such material support will not solve the core problem of making education for children with disabilities more accessible and attractive. The analysis found that most applicants did not have the capacity to effectively implement inclusive education. Few school buildings are handicap accessible; there are no ramps, threshold entrances, grabs, or accessible toilets, and the required repair work and/or installations have not been prioritized or budgeted by schools. The analysis also found that most schools do not have sufficiently trained personnel (teachers, teacher assistants, school psychologists) capable of delivering inclusive education. Yet, schools spend tremendous financial resources to ensure individual at-home education for children with disabilities, which is economically disadvantageous and does not allow children with disabilities to socialize, be visible, and be among their peers.

While working with the selection of applications for the APS procedure, the team DG East faced the following challenges:  Quite often, partners forgot to attach required registration documents, which rendered the submitted project ineligible for consideration. As a result, some viable applications were considered only after repeated submission.  Many submitted proposals were poorly written; very often, partners could not clearly articulate their proposal. This suggests that it is necessary to work to increase regional CSO capacity in business writing and proposal processes.

In general, the APS showed that there are a large number of CSOs in the region that, with a certain level of support and training, can form a solid foundation for the development of a responsible and active civil society. In turn, work with administrative bodies showed that the APS is not suitable as a tool for involving the administrative sector in the process of writing applications. Special training is required, or alternatively, other formats of engagement that are accessible and easily understood by representatives of administrative structures.

f. Develop grant with DG East recipient NGO Nova Druzhkivka. This grant includes an assessment of the physical accessibility of certain locations in the city of Druzhkivka. The grantee signed a memorandum with local authorities and recruited a working group to assess physical accessibility. The working group identified seven locations for accessibility interventions, including the administrative services center (ASC), children's sports school (improve access to the swimming pool), Central City Figure 8: Group work discussion on accessibility issues in Druzhkivka. Hospital, and City Administration Building. To the surprise of civil society representatives in Druzhkivka, the local government had embarked on working on the issue of accessibility in the city. A joint analysis of accessibility helped to understand how interaction between local authorities and civil society is possible. During the next reporting period, the NGO will finalize recommendations to improve the accessibility of people with disabilities and to select the best technical solutions.

The NGO conducted two trainings for local authority representatives and one for civil society representatives were to increase their level of knowledge and communication. With participation from 75 people, the trainings focused on mandatory norms and legislative rules, as well as modern norms and decisions to improve accessibility which are not regulated by law.

Olena Riabchenko, Deputy Director for Educational Work at School No. 49, remarked: “The key to the training is that the heads of different departments convene together. Such an intersectoral recruitment of participants allows us to communicate on this topic and get a different point of view and have a comprehensive approach towards the problem of the inclusive environment of Druzhkivka. Anna Kolesnikova from NGO Ukraine Mozhlyvostei (Ukraine of Opportunities), agreed, saying: “The importance of such trainings is laid in the concept that you are no longer a one- man army. That there are people whom the topic of accessibility is also interesting. Inclusion, as well as accessibility, is about all of us.”

As part of the grant to attract attention to accessibility issues, Nova Druzhkivka created three video clips called Figure 9: "Druzhkivka in your pocket”, ad for accessible navigation app “Visible”. The videos tell the stories of three people with disabilities. Oleksiy6, Victoria7, and Dima8, residents of Druzhkivka living full and active lives. The main message of the videos is that if accessibility is improved in the city, it will affect everyone, and that cities have to be accessible and friendly to people with disabilities and low-mobility groups. The grant also included the development of an interactive navigation system aimed at improving local citizens’ navigation, including those with disabilities. It includes a system of QR codes, a mobile application, and the local authorities’ website. Aiming to simplify people’s navigation, the application is easily adapted for use by people with sensory disabilities; it duplicates all information audibly, and QR codes have an inscription in braille.

DG East has identified lessons learned and recommendations for future activities as a result of the Nova Druzhkivka grant. Civic activists should monitor how local government implements recommendations and roadmaps. Organizations representing people with different types of disabilities remain negligibly active and involved in social and decision-making processes, which contributes to critical errors by LGEs and local authorities in regard to accessibility issues. Nova Druzhkivka demonstrated a great example of interaction between organizations with experience in disability understanding and public organizations that can activate local community, youth and volunteerism.

6 https://www.youtube.com/watch?v=3MqShEFUF2E 7 https://www.youtube.com/watch?v=I2_-NNH6fbU 8 https://www.youtube.com/watch?v=XgVZTEOQsUA

Task 2: Develop new and emergent civic groups among interest groups, particularly youth, with funding for micro-activities.

a. Hold youth forum targeting young people, including university students, youth-based NGOs, youth volunteers, as well as youth not identified with CSOs or typically civically engaged to identify young people's ideas for community-based initiatives. DG East partner Teplytsia hosted the Zminy-Ty (Change Yourself) Youth Forum on July 1-5, 2019, which was attended by 50 youths aged 17 to 27 years, from 19 cities and villages in the Donetsk and Luhansk regions. The Forum aimed to identify youth groups and individual activists who could become drivers of change and activities in their local communities. The forum included workshops in Figure 10: Announcement for Zminy‐Ty Youth Forum community development, fostered creative thinking, and promoted thought leadership and advocacy. For many of the participants, this was their first exposure to thecore democratic values of inclusion, communication, and activism. Participants also developed their own visions and creative solutions for follow up activities in their home communities, in collaboration with eastern Ukraine’s network of locally- led youth hubs to engage less active young people into the growing community of forward- thinking changemakers in the region. The Youth Forum video is available on DG East’s YouTube channel9.

DG East collaborated with UNHCR to publish an announcement about the Forum in its partner Prolisok’s newspaper, which is distributed free of charge in the gray zone. The Forum included a separate topic on accessibility and disability, for which Dmytro Shchebetiuk, leader of Kyiv- based NGO Dostupno UA, was invited as a speaker10. Despite the project’s attempts to include youth with disabilities and provide appropriate accommodations for them, few applications from youth with disabilities were received.

9 https://www.youtube.com/watch?v=hVplqSwNHAI 10 https://www.facebook.com/DemocraticGovernanceEast/photos/a.360958428081405/435433050633942/?type=3&the ater

Lessons learned from the Youth Forum include identifying the communication channels through which young people, especially those living in rural areas and small towns, receive information. It should be taken into account at the planning stage to use different communication channels, including verbally informing partners and local authorities who can disseminate information, as well as using social media platforms such as Instagram. It would have been useful to conduct separate survey to determine Internally Displaced Person (IDP) status or affiliation of different groups such as LGBTQI+ or Roma among the Forum participants.

Further, there were no participants at the Forum representing Mariupol and southern Donetsk Oblast, which may be related to not receiving information about the event, difficult logistics to travel to the event, and the geographical isolation of southern Donetsk Oblast.

b. Hold forum for designated interest groups, including varied demographic targets such as IDPs, to identify ideas for community-based initiatives. During the NGO Forum in March 2019, DG East identified a number of organizations that work with specific issues, such as IDP needs, ATO veterans, the needs of people with disabilities, and the needs of Roma communities. From May to August 2019, DG East convened informal roundtables with representatives focused on addressing such issues, such as representatives of authorities and public organizations on the accessibility of public services to all population groups in Donetsk and Luhansk, as well as representatives of youth platforms on youth activization in the region. The main problems identified during these roundtables include the lack of mutual understanding and consolidation of efforts to solve the problems. CSOs and government officials very often have completely different visions for processes and problem- solving. As a result, they use approaches that are incomprehensible or hostile to the other side. As a result of these discussions, DG East determined that an advocacy campaign is needed to help both members of the public and government representatives to speak the same language and understand the framework for local decision-making. DG East will support this activity in Year 2.

In late April 2019, DG East convened OSBB representatives for a two-day forum as an initial platform for discussing prospects for cooperation. The resulting ideas and issues discussed during the forum are being incorporated into activity concepts, including a comprehensive OSBB engagement activity aimed at increasing civic engagement at the neighborhood level in target communities. DG East identified strong local actors, OSBB leaders from 15 target cities and potential partners for involving people in city development. This led to development of a concept for involving residents multi-apartment buildings, called “Good Neighbors - One Country.” OSBBs represent one of the largest natural constituencies available with which to work. The vast majority of Ukrainians live in multi-unit apartment buildings, and the communal

management of the buildings and the public spaces therein is important to all residents. Providing this group with organizational skills, management support and richer connections to local government helps them to become active, engaged citizens. This will be a comprehensive activity consisting of three stages, which will help activate OSBB residents through participation in socially significant events in DG East’s Year 2 target communities: Kramatorsk, Mariupol, Bakhmut, Slоviansk, Druzhkivka, Pokrovsk (Myrnohrad), Kostiantynivka, Toretsk, Starobilsk, Svatove, Rubizhne, Severodonetsk, Lysychansk, Stanytsia Luhanska, and Popasna.

In May 2019, DG East conducted a Community Development Forum in Mariupol that served as a launch pad for the local administration to build external communications and networking opportunities, discuss sustainable development tools and city development strategies, and build investment interest in the region. More than 140 people convened for the forum, including CSO representatives, local authorities, OSBB representatives, youth, and SMEs. As a result of the forum participants’ discussions and recommendations,, the city council established informal five interest groups:  Local government – represented by representatives of self-organizing committees of citizens.  Residential sector – represented by representatives of the OSBB and suburban sector.  Health care – represented by representatives of medical institutions and community groups.  Education – represented by representatives of the education sphere and community groups.  Entrepreneurship – represented by business representatives.

A sixth interest group comprised of representatives from the education and CSO spheres participate in the above groups’ work to ensure that the needs of under-represented groups are taken into account and inclusive approaches are identified.

As a follow up to the forum and in line with the city council’s interest in DG East support for development of a new strategic plan for the city, the city council and DG East established a youth working group to ensure the engagement of young Mariupol residents in plan development by collecting ideas and doing needs assessments. c. Issue grant to higher capacity NGO to manage micro-grant initiatives. DG East was unable to implement this task in FY 2019 due to the small number of CSOs with the capacity for micro-grant facilitation. DG East developed a concept that would enable support for a variety of small community-led events, focusing on the OSBB microcosm in DG East target communities. This is a complex activity concept and requires due consideration, so

it will be introduced in Year 2. DG East intends to identify large Kyiv-based CSOs, such as ISAR Ednannia, to introduce micro-granting and capacity building activity and invite applications.

Task 3: Support coalitions or initiatives that link civic actors, where civic groups are numerous or well established. a. Based on Task 1 forum results, explore potential interest in collaboration. The March 2019 NGO Forum provided a general understanding of the problems in developing the Donetsk and Luhansk oblasts civic sectors. DG East conducted a survey to have a better understanding of the issues, which will help structure calls for proposals. The questionnaire was divided into two parts: self-assessment and structuring of CSO problems; and CSO willingness to unite and create an NGO Hub.

In total, 58 CSOs participated in the survey and the results highlighted topics needed for training, divided into two categories: 1) CSO professional skills development and 2) CSO institutional development. The former may cover a wide range of topics that will increase CSO capacity in advocacy, legislation, and human rights. DG East plans to organize thematic workshops and forums that bring groups together who share the same interest in learning about specific topics and provide dedicated expertise that can also be built into grant activities. Coalition building will be part of the NGO capacity building training program that will be delivered in Year 2.

b. Identify "host NGO" to serve as focal point Platform Form for NGO Hub. The survey described above showed low 27 willingness of CSOs to join a coalition. A 21 difficulty of joining a coalition due to 18 16 different priorities of public organizations and competition for grant programs. A 11 possible unifying factor may be the 7 Donetsk region opportunity for training programs and Lugansk region the transition of public organizations to a PHYSICAL INTERACTIVE HYBRID sustainable work format. Seventy-six percent of organizations surveyed

Figure 11: Survey respondents' preferences for platform form consider it necessary to create separate associations in each oblast, while only 24 percent responded positively about creating unifying platforms for two areas at the same time. An approximately equal number of participants want to the platform to be a physical place or as a hybrid: a combination of physical locations and an interactive capabilities (percentage of

respondent preferences indicated in Figure 11). Based on the results of the survey, as well as recommendations from Tatiana Danyliv, (short-term NGO consultant) on the growing competition between CSOs and their potentially negative perceptions of the likeliest organizations that will administer the NGO Hub, DG East determined that a gradual approach was needed to lay the groundwork to build “customer demand” for such a hub. As DG East discussed this internally, the Kramatorsk Anti-Crisis Media Center submitted a grant application in response to the media RFA that included a component of such a gradual approach. This grant activity will include the creation of an online platform (part of their existing website) that will map CSOs in Donetsk and Luhansk oblasts, enable CSO members to register their information, as well as a calendar of CSO events. Further, the platform will include short overview videos about the CSOs themselves and their activities to represent a CSO video directory. As this grant, slated to begin early in Year 2, progresses, DG East will closely monitor the platform to evaluate CSO and user use. Based on this monitoring, as well as other planned events and activities that engage CSOs (guided by the Community Outreach and Citizen Engagement Strategy for Target Civic Actors), DG East will unveil a new concept for an NGO Hub at the 2nd annual NGO Forum in Spring 2020.

c. Provide capacity building support to provide training on coalition-building and organization. The Nova Druzhkivka accessibility activity established through its work an informal coalition of the grantee, a partner NGO (Ukraine Opportunities) in Druzhkivka, and members of the accessibility committee of the Druzhkivka Public Council, who were involved in the training, assessment, and information dissemination. This coalition enabled the training of 50 local government employees who provide services to the public or organize the provision of services. Representatives of civil society and local authorities conducted a joint analysis of the availability of select locations to determine the level of accessibility and jointly develop solutions to improve accessibility and comfort in the city of Druzhkivka. The next step will be provision of the necessary equipment to improve physical accessibility in select locations, taking place in Year 2.

Task 4: Ensure public outreach by civic groups, using appropriate media vectors to distribute success stories and news of project activity.

a. Identify CSO public outreach capacity through a needs assessment (Link to Task 1). DG East conducted a needs assessment survey of NGO Forum participants to build a foundational understanding of opportunities for capacity development. Respondents articulated public outreach as a capacity building need. Further survey results are discussed in Task 1 above.

b. Provide technical assistance; i.e. Formal training; on-the-job-training. DG East trained 15 CSO partners, selected through the APS, form Donetsk and Luhansk on developing communications products and the use of various instruments for their wider dissemination among target audiences. Participants gained practical knowledge and improved their skills in developing media products. Strengthened CSOs and activists in Donetsk and Luhansk oblasts will be able to deliver their messages and raise awareness about their work in a creative way. The training series for select partners will continue through Year 2. Further CSO training details are discussed in Task 1 above.

c. Issue grants to CSOs for media-based communications initiatives. To help CSO partners improve their communications and outreach, DG East engaged a short- term consultant to design a hackathon to bring together communication agencies, creative industries’ professionals, and local activists/CSOs to develop individualized communication products about the accomplishments and activities of the civil society sector in eastern Ukraine. The hackathon, as conceptualized for Year 2 implementation, will be a two- to three-day event in Kyiv that will partner 10 CSO teams from Donetsk and Luhansk oblasts together with creative industry experts (graphic designers, copywriters, audio-visual operators, etc.) to find the most effective and creative ways to tackle the challenge of communicating a CSO’s mission or managing a CSO’s invitation to participate in an event or an initiative that requires community participation. DG East will support the production of the communications product that is pitched at the end of the hackathon. This activity will be instrumental to enable CSOs to articulate their messages in innovative ways and use creative approaches for communicating their achievements to wider audiences.

In addition to developing the concept for the creative communications hackathon, DG East supported communications components within other activities, including a grant issued to NGO Nova Druzhkivka. The lack of physical accessibility of the city is a pressing issue that needs public attention. Where a regular person may not notice the small stairs and curbs, individuals with low mobility face insurmountable obstacles. To raise public awareness on the issue, DG East and ND NGO released a series of videos called "#Visible", with Druzhkivka residents as main characters forced to face and to deal with physical barriers in the city every day:

 Dmytro Balandiuk11, #Visible. Dmytro dreamed of becoming an architect, but a construction accident turned his life around. He joined the Druzhkivka Accessibility Committee to advocate for change of living conditions not only for people with disabilities but for other residents of the city.

11 https://youtu.be/XgVZTEOQsUA

 Victoria Lytovchenko12, #Visible. A rare illness did not stop Victoria from graduating from Odesa University and working as a lawyer to defend the rights of IDPs and people with disabilities. Later, she returned to Druzhkivka to live and work in her hometown.

 Oleksiy Vakhrushev13, #Visible. After a spinal injury changed his life dramatically, despite all the obstacles, Oleksiy does not give up. He is perhaps the only person in a wheelchair who uses unadopted public transport.

Additionally, DG East organized a training for media and CSO partners from Donetsk and Luhansk oblasts selected through RFA and APS. The participants gained practical knowledge and improved their skills in developing media products. The project’s short-term media expert trained 15 CSO and media representatives on developing communications products and using various instruments for wider dissemination among target audiences.

During the reporting period, DG East also supported the participation of journalists, media, and other CSO sector public information representatives in the 5th annual Donbas Media Forum held on September 5-6 in Kharkiv. Organized by the Donetsk Institute of Information, the forum provided tools and a networking opportunity to increase the quality of media content produced by journalists working in the East or other regions who dedicate their materials to the events in Donetsk and Luhansk oblast. Well-known media experts from Ukraine and abroad provided numerous panels where the participants had an opportunity to improve their knowledge and skills using analytics in covering conflict issues, countering disinformation, covering gender issues, new trends in news dissemination via social networks, and communicating Ukraine’s reforms through media channels. d. Issue grant to local production company to develop and disseminate online TV shows highlighting CSO/community initiatives. At the end of year 1, DG East developed grants under the media RFA with local organizations Media View and Kramatorsk Anti-Crisis Media Center to develop and disseminate online and TV content to highlight positive changes achieved through various community initiatives. These grants will be implemented early in Year 2.

Task 5: Assist newly formed business associations, typically formed among new, medium- sized firms, to promote philanthropy and social responsibility.

12 https://youtu.be/I2_-NNH6fbU 13 https://youtu.be/3MqShEFUF2E

a. Collaborate with ERA project to facilitate future collaboration with business associations and SMEs. The USAID Economic Resilience Activity (ERA) was launched just prior to DG East, and robust collaboration between these two programs leverages the strengths and foci of each, allowing the two programs to achieve more than the sum of their parts. ERA is aimed at supporting economic growth and increasing economic optimism in Donetsk and Luhansk oblasts, and discovered that SME representatives often complain they have little ability to lobby local government on issues that impact the ability of local business to grow and thrive. DG East proposed to ERA that the projects hold a joint event to try and identify some of these pain points, with the aim of identifying a potential advocacy activity to support. On June 12, 2019, DG East and ERA held a roundtable discussion with associations and civic organizations that represent the interests of businesses. Critical topics were identified by representatives of small and medium enterprises (SMEs), such as:  Electricity monopoly requires businesses to pre-pay for energy, which is difficult for businesses that use energy, based on number and type of orders received in any given month.  Water supply is a particular problem in Pokrovsk for businesses that rely on steady water supply.  Lack of consistent and publicly disseminated transport routes in the oblast for passenger travel.  Lack of s technical inspection facility for heavy haulage vehicles in northern Donetsk. Trucks can only be inspected in Izium or down in Mariupol, which is not cost effective.  Ineffective cooperation between business and educational/vocational institutions. Businesses are often obliged to host interns who are not being prepared for the type of work the businesses engage in.

Participants identified Kramatorsk, Sloviansk, and Mariupol as cities where activists are ready to join the advocacy process and in which the need to regulate outdoor advertising and management was raised. By the end of the reporting period, DG East drafted the scope of work for an RFP to identify a firm that will work with business groups in the three target communities to prepare and implement an advocacy campaign. DG East and ERA are discussing whether and how ERA may complement this activity through a larger, “umbrella” activity providing support to business associations in the region. DG East support for this activity will result in a pilot advocacy effort that can be replicated by other groups that want to approach local government with proposals to change the regulatory environment or government policy or practice at the local level.

Task 6: Develop “cross-generational” events in which youth and older residents join to develop solutions to community issues.

a. Identify opportunities with demographically-targeted NGOs under Task 2. In Year 1, the NGO and Youth Forums provided an opportunity for DG East to attract and engage new NGOs that focus their efforts on different demographic groups. For instance, the Promin NGO from Luhansk oblast attended the NGO Forum and proceeded to submit a grant application which is now in implementation and focuses on establishing a youth center in the village of Kryzke. Through the APS, DG East also identified FootyStar Inclusion, a nascent CSO that provides soccer activities for children with disabilities, such as autism, Tourette’s Syndrome and Downs. Parents and older residents are crucial partners in these endeavors.

Also in Year 1, DG East began developing new grant activities in response to the APS, which will bring together inter-generational groups to implement community development initiatives. For example, Sloviansk Dream, which will further develop a public park space in Sloviansk for children with disabilities and families of different ages. Likewise, Misto Sad will bring together community residents from different demographic groups to help re-design public spaces in several communities in Donetsk and Luhansk oblasts. DG East also developed a grant activity to implement the 4th edition of the Kalmius Literature Festival, focusing this year on “Freedom under conditions of non-freedom,” which will enable community residents of all ages in six communities in Donetsk oblast and literary figures to discuss and promote the creative heritage of Ukrainian human rights activists, dissidents and Sixtiers (poets and writers who were members of a movement in the 1960s in the Soviet Union, who tried to stand against the political regime through cultural and educational issues, including Ukrainian language and culture and the Ukrainian identity). Grant development is ongoing, and these grants will be implemented early in Year 2. b. Issue grant to Lviv Educational Foundation to conduct Building Ukraine Together (BUR) camps. To organize the interaction of different age groups in the region, DG East awarded a grant with Lviv Educational Foundation (LEF) to support Building Ukraine Together (BUR) activities in the region. However, the original timeframe was changed due to delayed environmental compliance plans. As a result, activities related to volunteer activities were only partially implemented. Even so, the following results were achieved during BUR implementation:  Established a permanent BUR office in Severodonetsk. As the grantee noted, BUR activities were born as a volunteer movement in 2014 in eastern Ukraine in order to help people suffering as a result of hostilities. However, over five years, this initiative has grown into an all-Ukrainian movement. Today, BUR is represented by offices in western and central Ukraine. An office in eastern Ukraine was critically needed so

that active youth in Donetsk and Luhansk regions can independently identify problems and work on their solution (under Part II of the grant).  Held a BUR training camp with 50 participating volunteers. The volunteer BUR camp held in the Stanytsia Luhanska gave volunteers from different regions of Ukraine the opportunity to see and understand what is happening in eastern Ukraine. According to the grantee, despite the fact that there was a lack of high activity on the part of Luhansk village’s residents, the camp was successful. For many participants, it was a revelation on how people live in the contact line’s immediate vicinity - what they feel and what they worry about. According to feedback from participants and those who assisted in the camp, it these kinds of activities break down walls between representatives of different regions, and also break down stereotypes.  36 participants attended a study tour to Lviv to learn about successful volunteer organizations. As part of this activity, the BUR team introduced 36 local activists to real cases of volunteer and civic engagement with administrative authorities that established linkages between CSOs to achieve maximum goals. Participant feedback indicated that the visits to Lviv were inspiring and served as a practical example of how to implement changes on the ground without requiring large amounts of money. The grantee also held a series of seminars with local teams (147 participants) on the implementation of various initiatives on the ground that could lead to positive changes.  Held two cultural events in Stanytsia Luhanska that attracted more than 500 people. During the Stanytsia Luhanska BUR camp, the project organized and carried out two mass events to attract local residents, especially young people, to BUR activities. Organized and conducted at the local youth platform, the events introduced the new Ukrainian musical culture and conducted panel discussions on opportunities to influence decision-making at the local level.

Figure 12: Building Ukraine together (BUR) activities Explanation of Deviations in Implementation of the Work Plan

DG East encountered challenging CSO receptiveness to potential creation of an NGO Hub. As a result, activities under Task 3b will be divided into more discrete steps to build consensus during Year 2.

Due to late finalization of the environmental compliance reports and approvals, DG East support for the camps under Task 6b was scaled back. While DG East supported the cultural events organized under the BUR camp held in Stanytsia Luhanska, the building repair works were not supported.

Activities under Task 4d for the development and dissemination of online TV shows highlighting CSO/community initiatives are scheduled to take place during Year 2.

Sub-Objective 2: Increased understanding of reform and participatory governance processes

Current Status of Affairs

New SCORE data will become available early in Year 2. To date, 2018 data illustrates that there is significant work to be done to increase citizen participation in local decision-making. As

mentioned earlier in this report, there remain significantly high levels of paternalism among residents of Donetsk and Luhansk oblasts.

In the last quarter of Year 1, DG East engaged local CSO Change Communications to assess the efficacy of reforms communications campaigns over the past few years. The findings show that there is inconsistency in the level and depth of communications, leaving many citizens insufficiently aware of the reforms that are happening and, thus, unable to adequately connect the national reforms with changes in their everyday lives. According to field research results, “only about 20% of respondents stated that there is enough information about reforms and this information is clear for people like them.” Around 60% of people believe that information about reforms is insufficient or unclear to them, while the remaining 20% indicated that they haven’t consumed information about reforms, or declined to respond. They are confused about who is responsible for the reform process, and put more responsibility on Kyiv rather than on local authorities. Without this understanding, it is more challenging to attract citizen participation in local decision-making.

The survey conducted by Change Communication among the audiences in Donetsk and Luhansk has revealed that 60% of people are paternalistic with weak critical thinking. People are tired of negativism with war narratives and tend to believe populistic messages. Even residents who can articulate the change they would like to see express pessimism that their actions will lead to anything. Indeed, SCORE indicates that respondents’ feelings of a sense of personal agency (that a person can effect change) is incredibly low; Donetsk oblast scored 3.9 – the second lowest in the country, while Luhansk oblast scored 4.3. The Path Analysis indicates that increasing a person’s sense of human security and community cooperation can predict an increase in personal agency, as shown in the figure below. DG East efforts to increase the sense of agency among our target actors and groups emphasized the imperative of collaboration in community development initiatives. Having a better understanding of the reforms or participatory governance processes does not necessarily result in more buy-in to the reform process or a willingness to participate in government decision-making. Therefore, DG East is also focused on efforts that will help residents of Donetsk and Luhansk regions feel they possess the right and the ability to utilize new knowledge and become civically active.

Key Achievements to Date

In Year 1, DG East supported training, learning, and networking events for media and CSOs to better understand the importance of communicating reforms to raise the level of understanding among the population in the region. For CSOs and some non-profit media organizations, this took the form

Figure 13: SCORE data, showing what comprises of “Sense of agency” of training on social media indicator. content generation to attract the attention of their audiences.

DG East organized the training for media and CSO partners from Donetsk and Luhansk oblasts selected through RFA and APS. The participants gained practical knowledge and improved their skills in developing media products. The project’s short-term media expert trained 15 CSO and media representatives on developing communications products and usage of various instruments for their wider dissemination among target audiences.

DG East supported the participation of more than 150 journalists and media/information representatives from Donetsk and Luhansk oblasts (or whose remit is to cover Donbas issues) in the 5th annual Donbas Media Forum held on September 5-6 in Kharkiv. Organized by the Donetsk Institute of Information, the forum aimed at providing tools and a networking opportunity to increase the quality of media content produced by journalists working in the east or other regions who dedicate their materials to the events in Donetsk and Luhansk oblast. Well-known media experts from Ukraine and abroad provided numerous panels where the participants had an opportunity to improve their knowledge and skills on the use of analytics in coverage of the conflict issues, countering disinformation, coverage of gender issues, new trends in news dissemination via social networks and communication of Ukraine’s reforms through media channels. DG East made a video on the Forum, available on YouTube.14

In addition, in preparation for developing its reform communications strategy, DG East engaged Change Communications to conduct an assessment of the efficacy of reforms communications across the country, but with an emphasis on Donetsk and Luhansk oblasts. This in-depth

14 https://youtu.be/A6Q_2E9_LaU

assessment of the media landscape – how media was used to communicate reforms – included field research and interviews with key stakeholders in Donetsk and Luhansk oblasts, focusing on selected national reforms (decentralization, land, education, health, and pension). For more information on this activity, please see Section XII.D. below.

Task 1: Work with local media outlets to develop locally relevant, objective, and professional- quality information about Ukraine's reforms, European trajectory, and efforts to counter malignant propaganda a. Develop roadmap for media outreach campaigns in Donetsk and Luhansk. DG East developed and submitted a media outreach roadmap that revealed the existing media environment in the east and explained the approach to media sector support contributing to project objectives. SCORE and other data allows DG East to identify target demographic and geographic groups, identify the ways that these groups obtain and process information, and target messages most appropriately.

Desk research conducted to identify media consumption patterns among the residents of Donetsk and Luhansk oblasts revealed that unbiased news on the local level was identified as the top information need among the audiences in Eastern Ukraine15. The project also discovered that the local audience is least interested in news about civil society and local volunteer initiatives. As a result of the research, DG East identified the following challenges:

 The majority of media outlets are not competitive in the rapidly developing market. Their main challenges include lack of professional staff and lack of resources for further development.

 Local media development is further hampered by insufficient management skills. Editorial teams lack vision and do not always try to think “out of the box” in order to find new sustainability models.

 Skepticism towards media prevails among the locals. ‘Word of mouth’ is the most preferred way of information sharing. It is getting more difficult to sell news about relevant local issues, such as accountability of local governance institutions or CSOs. People are more interested in entertaining content.

 Information dissemination to the NGCA is problematic. Ukrainian TV and radio stations are blocked by proxy authorities. People at the checkpoints will refrain from taking any

15 “Media consumption and political preferences in 8 oblasts of East and South of Ukraine” prepared by GfK for UCBI (2017)

printed information materials to the NGCAs (especially if branded with Ukrainian symbolic or a donor logo). Local media professionals express skepticism regarding any chances to improve the situation. At the same time, national TV channels are still available via satellite broadcasting. Further analysis and details will be provided in the first quarter of Year 2 through the online media consumption survey in Donetsk and Luhansk regions (including NGCA ) commissioned by DG East.

 Local TV companies are less willing to cooperate when it comes to broadcasting content that raises public awareness about the reforms and social issues mostly due to the fact that they are controlled either by local authorities or big businesses. In some cases, channels refuse to disseminate such content for free.

These challenges have been addressed with the following activities:

 Content development aimed to facilitate raising public awareness of reforms and European integration issues to help people the eastern Ukraine better understand their advantages.

 Improvement of locally relevant content to make it appealing and interesting.

 Cooperation between media outlets and CSOs to produce content raising public awareness of local civil society activities/initiatives.

 Support to local media initiatives instrumental for promoting pro-Ukrainian content and fighting malignant propaganda.

 Strengthening civil journalism to raise voices of communities across the eastern Ukraine.

DG East will update the roadmap during Year 2. The updates will be based on the lessons learned from the activities implemented through the Year 1.

b. Identify Donetsk and Luhansk-based media entities. DG East launched an RFA to solicit concepts from local media organizations. 34 proposals were received, of which seven were selected by the RFA evaluation committee:

 Seeking Solutions, Increasing Political Participation, Internews Ukraine. The purpose of this activity is transformation of the approach to Ukrainian reform and participatory governance reporting by media outlets in Donetsk and Luhansk oblasts through the introduction of constructive and solution journalism methods into practice.

 Radio Broadcast in Donbas for Building a Nation and Democracy, Hromadske Radio. The purpose of this activity is to increase balanced and high-quality radio content consumption among audiences in Donetsk and Luhansk oblasts. The content will be developed in a way to contribute to strengthening local identity, to building resilience, and to promoting critical thinking.  New Media Formats and Collaboration Lab, NGO Dirizhabl. The purpose of this activity is to contribute to the transformation of the media market in Donetsk and Luhansk oblasts by developing different types of content via more active engagement with local audiences and strengthening the professional skills of local editorial teams. Building on the successful approach invented by the city sites network (for more details, see http://abo.media/battles-2), this project envisages the launch of editorial battles. Editorial teams from two oblasts will be given tasks related to coverage of decentralization reform or utilization of multimedia tools to highlight different topics. Five mentors from leading national media will support the teams with content development.  Multimedia HUB Siverskyi Donets, NGO Crisis Media Center Siverskyi Donets. The purpose of this activity is to create an alternative informational site in Severodonetsk, an independent city multimedia hub capable of producing and disseminating objective and interesting local content to promote sustainable community development by increasing awareness and opportunity to discuss vital topics on issues of importance for the community. The multimedia hub will include a city portal, a city discussion platform, mobile online TV, a public organization that will promote quality journalism, and a print digest about the city's life.  Donechchyna. Change. NGO Kramatorsk Anti-Crisis Media Center. The purpose of activity is to actively involve civil society in social, cultural, and political life through concrete examples where people themselves become agents of development and change. The project involves the following steps: forming in the audience an understanding of the structure of state and public administration, division of powers, subordination of educational institutions, health care, social protection, etc.; covering the positive changes taking place in the region as part of the implementation of key policy reforms on the ground; increasing citizen awareness about CSO activities; and creating a CSO map and a calendar of events that will include local events planned for CSOs in the region.  Change Donechchyna. Documentaries and Multimedia Stories, NGO Media View. The purpose of the activity is to engage the population of Donetsk oblast cities in reform processes and European integration, promoting social activism. Up to 12 multimedia stories and six documentaries will be produced, dedicated to key reforms area and other locally relevant issues. Donetsk oblast residents will be involved in creating

content, analyzing the situation with reforms in the region, discussing topics, searching for solutions, and developing proposals for local and national authorities.  Multimedia platform Eastern Option, NGO Our Home Sloviansk. This activity will establish a new local online resource in Russian and Ukrainian languages to enable access for local audiences to quality journalism with the use of up-to-date methods and a combination of website and social media platforms: Instagram, YouTube, and Telegram. Content will be focused on topics critical for residents of Donetsk and Luhansk oblasts, including people living in the non-government-controlled area (NGCA). Coverage will be instrumental for raising awareness about reforms and local governance. c. Provide technical assistance to media entities to build capacity through on-the-job training. As described under Sub-Objective 1, DG East organized a training for media and CSO partners from Donetsk and Luhansk oblasts selected through RFA and APS. Participants gained practical knowledge and improved their skills in developing media products. A media expert trained 15 CSO and media representatives on developing communications products and using various instruments for wider dissemination among target audiences. The training series for selected partners will continue through Year 2; on-the-job training will also be provided to local media outlets by Internews Ukraine and NGO Dirizhabl as a part of the activities supported via the media RFA. DG East intends to engage leading media CSOs, such as Independent Association of Broadcasters, to provide training programs for editors of local media organizations. d. Issue grant to media outlets to produce media information products to disseminate information on reform process. This activity, described under Task 1.b above, is underway and will be implemented throughout Year 2.

Donbas Media Forum. DG East supported the participation of more than 150 journalists and media/information representatives from Donetsk and Luhansk oblasts (or whose remit is to cover Donbas issues) in the 5th annual Donbas Media Forum, held September 5-6, 2019 in Kharkiv. Organized by the Donetsk Institute of Information, the Forum aimed at providing tools and a networking opportunity to increase the quality of media content produced by journalists working in the east or other regions who dedicate their materials to the events in Donetsk and Luhansk oblasts. Well-known media experts from Ukraine and abroad held numerous panel discussions, during which participants had an opportunity to improve their knowledge and skills on the use of analytics in covering conflict issues, countering disinformation, covering gender issues, new trends in news dissemination via social networks, and communication of Ukrainian reforms through media channels. DG East made a video on the Forum, available on YouTube16.

16 https://www.youtube.com/watch?v=A6Q_2E9_LaU&feature=youtu.be

Online Media Consumption Survey. Online media platforms are growing in popularity among the Ukrainian audience. To obtain the most recent data for better understanding of changing patterns among audiences, their priorities, attitudes towards available national and regional online media sources, and coverage of reforms in the east, DG East launched an online media consumption survey in Donetsk and Luhansk oblasts. Experienced research company Info Sapiens was selected through a RFP to fulfill this task in Y2.

The audience preferences of online media resources in government-controlled eastern Ukraine, as well as NGCA, will be analyzed via quantitative research on the media landscape and consumption habits. Qualitative research will be conducted to identify audience preferences. Information obtained by this research will help DG East identify media partners to be targeted for type of content or specific type of audience. DG East will also be able to assist its partners selected through the media RFA with demographic information/audience segmentation to help them better design their new content. Survey results will be delivered in FY 2020 Q1.

Task 2: Provide technical assistance to local governments to use transparent procurement procedures, hold public hearings, manage citizen demands, and use e-governance tools as well as undertake civic-based educational initiatives to frame processes like responsive budgeting, public hearings, procurement, and decentralization in terms local communities easily understand.

a. Hold a forum with local government entities to provide with orientation to DG East goals and identify opportunities for collaboration. DG East hosted Local Government Entity (LGE) Forums as startup events at the beginning of Year 1, aiming to meet representatives of LGEs from priority locations. One Forum was held in Luhansk oblast with representatives from Severodonetsk, Lysychansk, Kreminna, Starobilsk, Stanytsia Luhanska, Popasna, and Figure 14: Introductory LGE Forum group work Svatove; and another was held in Donetsk Oblast with representatives from Kramatorsk, Sloviansk, Bakhmut, Druzhkivka, Pokrovsk, Kostiantynivka, Mariinka, and Mariupol. The Forums oriented partners to DG East goals and objectives, built partnerships, and identified opportunities for collaboration. LGE partners engaged actively in the discussions and agreed to identify areas of participatory governance, LGE organizational improvements, LGE specialists’ professional development opportunities, innovative models for increasing service delivery quality, participatory decision-making processes, automated service

delivery functions, customer-oriented reception and model best practices, opportunities for experience sharing locally and internationally (Study Tours), and local platforms for experience sharing as critical improvement areas. b. Conduct Organizational Performance Improvement (OPI)/Human and Institutional Capacity Development (HICD) training for local government specialists and managers on how to improve internal organizational capacity. DG East conducted Human and Institutional Capacity Development (HICD) and Organizational Performance Improvement (OPI) trainings in March-April 2019 for specialists and senior managers of partner LGEs. Two 3- day professional development trainings were conducted, one in each oblast. The trainings equipped LGE specialists and senior managers with USAID’s HICD initiative as a methodological framework for systemic improvement of organizational performance and service Figure 15: HICD/OPI training for specialists and delivery and, most importantly, assist LGEs to utilize senior managers of partner LGEs innovative models and best practices for implementation of key reforms, which is key for LGEs to meet citizens expectations and increase citizen trust in reforms. Eight comprehensive modules were delivered: 1. Key Principles of HICD/OPI 2. Result-Based Management / Strategic Planning 3. Monitoring and Evaluation 4. Program Budgeting/Financial management 5. Adapting to change/business process analysis (BPA) 6. From Personnel Management System (PMS) to Human Resources Management System (HRMS) 7. Internal/External Communications 8. Tools for Monitoring Customer Satisfaction.

Some of the key results of these training, based on pre- and post-test tools, indicated that the training:  Promoted the idea of customer-oriented service delivery as a basis for establishing a completely new culture of organizational operation and service delivery;  Promoted the idea of human resource development. Some of the LGEs expressed interest to continue implementing these issues, such as the head of Mariupol ASC who later started applied principles of HRMS in the Mariupol Multicenter;

 Increased understanding on the need to standardize services and move to e-services. A number of LGEs expressed interest to replicate the ASC/DSP/PHC processes originally implemented in Kurakhove ASC, Sloviansk PHC, and Stanytsia Luhanska DSP.

The training was a great motivation for change and modernizing LGE operation, as demonstrated by the participants learning for the first time a number of concepts, ideas, approaches on organizational development and service delivery, and recognizing the significant need to adopt these ideas and concepts.

c. Provide orientation on local government tools for improved transparency. Link to SO 2.1 Task 2.

Note: above indicated Task 2 paragraphs “c”, “d” and “e” have been implemented as one activity (Improving LGE municipal transparency and procurement systems) together with DG East subcontractor VNG International. DG East assisted Year 1 partner LGEs to improve transparency and municipal procurement systems by applying multiple approaches, such as conducting an in-depth desk review; training needs analysis, using field visits and structured questionnaires to assess training needs; and conducting formal trainings based on in-depth comparative analysis of Figure 16: Ukraine delegation of LGE representatives on a study tour to Georgia procurement systems in Latvia, Lithuania, Estonia, and Georgia. After reviewing Transparency International’s 2018 rating of these countries’ procurement systems, Georgia was selected as the most relevant study tour site to meet the learning needs of Ukraine’s LGEs. Based on interactive communication, a transparency and procurement guideline (toolkit) was developed, which helped study tour participants to develop a concrete action plan for adapting best practice approaches to improve procurement system transparency (June-September 2019). Partner LGEs contributed and participated in various activities in Kramatorsk, Mariupol, Druzhkivka, Sloviansk, Bakhmut, Kostiantynivka, Severodonetsk, Lysychansk, Starobilsk, Svatove, Kreminna, and Rubizhne.

As a result of the study tour and trainings, participants developed and finalized action plans to institutionalize innovations to improve procurement system transparency in their respective LGEs. Specific actions plan items include:  Develop procurement reporting system and proactively disseminate public information  Implement procurement annual planning procedure;

 Build and improve cooperation with CSOs in the procurement sphere and monitor public procurement processes  Develop requirements for bidders and monitor contractor performance.

Procurement guidelines were developed as a result of this activity, providing LGEs with practical everyday step-by-step instructions on key functions, such as procurement cycle, open and participatory budget process, developing the annual plan, forming and conducting the tender processes, publication of notices, methods of monitoring contractor performance, and disseminating public information.

d. Assist LGEs to develop procurement procedures, including formal training and development of procurement operational guidelines. Please see note under Task 2.c

e. Conduct study visit for LGE representatives to observe local or international best practices in local government organizational systems and procedures (Link to SO 1.3, Task 3 for city-city activity). Please see note under Task 2.c

Task 3: Support reform-minded government officials.

a. Based on SO 1.2 Task 2 activity outputs, help LGE government officials to identify organizational development needs and provide with assistance to introduce improvements in organizational operations and/or service improvement (also link to SO 2.3). DG East assisted Sloviansk Primary Health Care Center (PHC) to clearly understand requirements and process of PHC reform to build a foundation for delivering primary health care services to meet citizens demands and community expectations. The activity was done over June-July 2019. Specifically, DG East assisted PHC senior managers and medical personnel in:  Conducting awareness raising workshop on Medical Information System (MIS) for PHC.  Identifying relevant solution on MIS and automation of health care service.  Determining MIS architecture with relevant MIS Modules and service delivery functions.

As a result of this assistance, Sloviansk PHC successfully allocated up to UAH 3.5 million for the purchase of ICT equipment and MIS to modernize and transform the PHC according to nationwide health care reform. This will help Sloviansk PHC to significantly, by 70%, decrease paperwork in delivering PHC services and increasing quality of services by reducing patients waiting time, improving waiting areas for patients, and decreasing time that doctors spend delivering services to patients.

Further, as a result of the SO 1.2. Task 3 “c” study tour activity to Ivano-Frankivsk on assisting reform-minded local government officials to learn in-country examples of SMART CITY solutions to apply locally for improving LGE service delivery, visiting LGE partners developed twenty concepts for SMART CITY solutions and detailed Action Plans for implementing them in their respective communities. DG East will support up to four of the best concepts in Year 2. Please see Task3.c below for additional details.

b. Facilitate LGE participation in ISPI conference to provide exposure to real-world examples of organizational improvement and generate ideas that can be adapted to Ukrainian local government. Fifteen partner LGE representatives and two CSO members, along with local consultants and an international consultant participated in the 18th annual conference “Innovate and Improve Work Results: Trends and Opportunities Across All Sectors, conducted by the International Society for Performance Improvement (ISPI) for Europe, the Middle East, and Africa on September 26–29, 2019, in Skopje, North Macedonia17. The conference Figure 17: Ukraine delegation on an ISPI conference in supported partner LGEs and local consultants to Skopje, Northern Macedonia. Late September 2019. learn innovative and successful practices for modernizing their organizational operations to deliver quality and timely services through digital and management transformation as well as customer-oriented approaches. DG East presented a session on the Ukrainian model of successful practice, “Managing Transformation in the Health Sector: Breaking Barriers to Improve Quality of Health Care Service Delivery. Practical Context of Eastern Ukraine.” Session participants noted the complexity of transforming the Soviet healthcare system and, most importantly, the complexity of applying the OPI and Human Performance Improvement (HPI) methodologies. This topic was complimentary to other ISPI sessions in that it provided the real-time practical context of applying OPI and HPI tools to transform the healthcare system.

The four pre-conference workshops, 12 concurrent sessions, senior executive panel, keynote speakers, luncheon sessions, and practical case study on Macedonia Wines had a significant influence on each participant from the Ukraine delegation, teaching and motivating them to institutionalize best practice innovations in their everyday operations. DG East plans to have an ISPI conference summarizing workshop with feedback sessions on October 6, 2019.

17 https://www.facebook.com/DemocraticGovernanceEast/posts/490626031781310

c. Conduct in-country study visits, for example to Lviv's "Smart City" model to generate ideas to be replicated in Donbas LGEs. DG East assisted reform-minded local government officials to learn in-country examples of excellence, like SMART CITY solutions to improve LGE service delivery, by conducting a study tour in Ivano- Frankivsk in July-August 2019. The study tour site was selected based on a careful analysis of diverse examples of excellence covering different SMART CITY solutions in

Figure 18: Ivano‐Frankivsk Smart City study tour for Luhansk e-services as well as an online assessment of and Donetsk oblast officials FY 2019 partner cities’ SMART CITY solutions, needs, and concrete interest in e-services solution types. Participants included 19 representatives from Kramatorsk, Mariupol, Sloviansk, Pokrovsk, Mariinka, Bakhmut, Druzhkivka, Donetsk Oblast State Administration (OSA), Svatove, Severodonetsk, Rubizhne, Starobilsk, Stanytsia-Luhanska, Lysychansk, and Luhansk OSA. Key solutions identified as highly interesting and adaptable to their local purposes were: smart urban planning, smart waste management, smart energy, smart safety, and smart learning solutions. After the study tour, participants were given 10 days to develop smart solution concepts, which were discussed and finalized in August. As a result, up to 20 smart city concepts were developed by study tour participants in the areas indicated above, which should be implemented by LGEs themselves and/or with donor support. In Year 2, DG East will select up to four smart city concepts for possible implementation assistance.

d. Identify and build capacity of local HICD/OPI consultants to work alongside DG East experts so as to create a cadre of locally based experts who will continue to work with local administrations. The activity will be implemented in Year 2 because more time is needed to identify CSO candidates that are interested and suitable in developing expertise in serving as Local Consultants in OPI, HICD, and public sector delivery improvements.

Additional task: Support Donetsk Regional State Administration to increase understanding among local government entities of the opportunities for smart technologies to improve service delivery. On June 15, the Donetsk State Regional Administration conducted an oblast-wide "SMART PICNIC", which comprised an exhibition of IT-related visions and models produced by 44 school teams (120 students) from 18 Donetsk oblast communities showing their vision of how smart technology solutions can modernize the development of services and communities. The day-long SMART PICNIC event also comprised an IT conference for representatives of local

authorities and civic activists who learned from IT firms and donor projects best practices in smart solutions in Ukraine and abroad. The developers demonstrated their products and discussed how smart solutions can address the needs and visions of local authorities. This activity was a unique because it was the first event gathering school teams from across the oblast to share new technology ideas. Unfortunately, the impact of the event was limited due to low attendance of representatives of local government in Donetsk communities – and this was DG East’s main aim in supporting this event. Conversely, the high level of interest in introducing smart solutions to improve public infrastructure and government service delivery demonstrated by participants of the smart study tour focusing on urban infrastructure to Ivano- Frankivsk (see above SO 1.2, Task 3 c) is evidence that a more focused learning event to expose participants to practical examples of smart solutions is needed.

Explanation on Deviations in Implementation of the Work Plan

Due to resource constraints and the need for additional consultations with short-term media expert Horea Salajan, only one media grant was awarded in Year 1. Six others will be awarded early in Year 2.

Sub-Objective 3: Further development of Ukrainian civic identity

Current Status of Affairs

Figure 19: SCORE data, illustrating “Pluralistic Ukrainian identity"

The 2018 SCORE data illustrates that an increase in pluralistic Ukrainian identity is predicated on rising social connectedness. Providing opportunities to increase social connectedness are critical to much of DG East’s work with civil society, as higher social connectedness not only influences a more pluralistic Ukrainian identity, but also higher levels of civic responsibility, social tolerance, belief in human rights, and a unified Ukrainian narrative. Donetsk and Luhansk oblasts score on a par with much of the country, indeed at times higher than in other parts of the country. Donetsk oblast scores 7.2 and Luhansk oblast scores 6.6. Therefore, DG East support for activities that aim to further develop Ukrainian civic identity must include support for cultural events and initiatives that bring people together around the themes of diversity and tolerance. Taking this into account, DG East continued to watch messaging and context.

Key Achievements to Date

DG East developed FC2U festivals for nine communities in Donetsk and Luhansk oblasts in fall 2019 – starting at the end of Year 1 and finishing in the early weeks of Year 2. This year, OTI/UCBI supported festivals in western Ukraine. During the organizing stage of the festivals, the western teams were greatly mentored by the eastern teams, particularly Pokrovsk, which is holding the festival for the third time.

Task 1: Work with local counterparts to develop cultural events and festivals that highlight Ukraine's heritage and common values. a. Provide a grant for From a Country to Ukraine Foundation to prepare for annual festivals in Donetsk and Luhansk oblasts. DG East issued grants to implement the FC2U festivals, traveling cultural and educational events. FC2U started in eastern Ukraine as a cultural identity festival in 2014. In eastern Ukraine, DG East supported FC2U to bring the festivals to nine cities: Vuhledar, Volnovakha, Manhush, Toretsk, Avdiivka, Pokrovsk, Popasna, Lysychansk, and Schastia. With the goal to attract 20,000 attendees,

Figure 20: FC2U Academy graduates and local ambassadors, the first three festivals held in Vuhledar, after an intensive 5‐day training Volnovakha, and Manhush during the reporting period attracted 11,364 residents. The festivals united people across regions in order to strengthen a budding inclusive identity, showcase Ukraine’s positive changes, and connect residents with their local leadership. The festivals revitalized cities and towns, allowing communities to land on Ukraine’s cultural map and demonstrate their creative potential,

exciting culture, and unique local features. For example, in Vuhledar, the team that worked on the Festival organized and registered an NGO, which became the basis for creating the MIX youth platform. Today, not one of the cultural events of the city is complete without the participation of team representatives. In Volnovakha, the festival team became the active core of the city’s youth council. Team members have updated Figure 21: Press conference, an essential part of each festival, the composition of the organization “Ya involving local organizers and authorities and the national Volnovakha” and are actively involved in the FC2U team promotion and development of a new Ukrainian culture in the city. Lastly, the mayor of Manhush said after the festival that all the cultural events in the city should be organized Manhush’s FC2U team.

With DG East support, FC2U provided two training workshops for local organizing teams, comprised of grassroots civil society members, businesses, and local government

Figure 22: Each visitor received a festival brochure representatives. The Cultural Management Academy originally started as an extensive workshop series for experienced organizers of cultural events and has since evolved into two complete intensive five-day modules. FC2U shared its tactics for organizing festivals that engage visitors and provided the tools to facilitate coordination with local stakeholders during festival planning and rollout. The trainings provided participants with skills and knowledge on project management, teambuilding, communications, public relations, fundraising, human capital management advocacy, and techniques for cooperation with local authorities.

To bring the festival to a city, the local teams of activists had to pitch their festival concepts in a tough competition during the Academy. The Academy leaders assessed the concepts on inclusion of citizen engagement activities, civil society development topics, links with local businesses, and establishment of positive connections with authorities. Vuhledar, a town close to the NGCA, took part in the festival for the second time. Last year, the local team aimed to transform perception of the city from a “bedroom community” to a cultural hub with interesting events and a comfortable environment. After the successful initial festival, this year it

received public support from the City Council. “Last year, we set the standards high by being one of the top events in the city,” said Andriy Silych, Vuhledar mayor. “Vuhledar needs festivals like this,” he added. Maksym Mokryi, a local coal miner and Vuhledar organizing team member, acknowledged that others were surprised by his involvement in the festival activities. “When I went to the Academy in early June, my colleagues wondered why I needed to go. They think that cultural events are not designed for coal miners. I wanted to change my day-to-day routine, step away from coal a bit, and tried it. Now, after the Academy, our team was considered among the most creative ones, coming back to the city with a festival,” Mokryi summed up. He hoped that his involvement will help local residents to re-evaluate what they believe in and encourage widespread involvement in cultural activities. Inna Sorokina, Toretsk resident, admitted she changed after being a part of the local festival’s organizing team. “It’s necessary to find a community of like-minded people. People that fill you with energy and inspire you to set new goals. For the third year in a row, I return to ‘my people’, the festival team,” she said.

To perpetuate local change even after the festival, each organizing team received an experienced mentor, who has previously been involved in FC2U organization or has significant experience in festival planning and implementation. Nataliya Kocherzhyna, Pokrovsk resident, stated, “Our mentor inspires us, shares her practical experience and helps us to develop a unique and creative concept for the festival.” Figure 23: Organizers, performing artists, and visitors sing The Academy and the preparatory work had a the national anthem of Ukraine after a concert tangible, cultural impact. The festivals strengthen the connection between local activists, businesses, and local governments who collaborate on the festivals, and will reach residents in cities and towns in Donetsk and Luhansk oblasts, who feel isolated from or indifferent to the rest of Ukraine. FC2U trainings empowered participants to be local change-makers who drive all of Ukraine forward and expand the FC2U initiative.

b. Issue grant for CSOs to identify communities in Donetsk and Luhansk that can create locally-based cultural events, i.e. Film festivals, community theater; sporting events; etc. Using information from open sources about local festivals, no authentic, unique, or developing city/region identity-based events were found in Donetsk cities. A few APS applications that included cultural events were often generic and did not respond to the spirit of this task. Therefore, DG East decided to test the principle "best inspires the success of a neighbor", to

support 1-2 festivals that have the potential to shape the identity of the city and develop the value of the historical past. Residents and guests from neighboring cities invited to these festivals would be able to see and feel the value of such festivals, inspiring a demand to design further thematic events. For example, DG East received a grant concept to support a ceramics festival from Sloviansk ceramics association. This grant is currently in development and will be implemented in Year 2 and can serve as an example to other Year 2 target communities.

Over the course of implementing FC2U and other cultural events/festivals, DG East identified key lessons learned in supporting festival implementation. Considering the environmental compliance reporting and approval processes, public and outdoor events require significant lead time. In Year 2, DG East will focus in Fall and Winter 2019 and early 2020 on development of such activities so that they are ready for implementation in spring and summer 2020.

Additional task: Mariupol City Day. On September 28, 2019, Mariupol City Day, DG East participated in USAID’s Mistechko activity along with local partners. DG East presented passers-by with information about the DG East Activity’s aims and the city and community reform achievements. The same day DG East’s partner NGO Vezha conducted a street library event, gathering approximately 2,500 people. Street library (shelving, umbrellas, other installations) was provided thanks by USAID. DG East also engaged an animator agency that provided gaming services for at least 500 children to play at the event, including doing puzzles, quests, drawing on banners, a twisting master class, children's team building, and playing games.

Additional task: Severodonetsk Mistechko. USAID’s Mistechko information fair coincided with Severodonetsk City Day celebrated on May 25, 2019. DG East actively participated in the event, setting up a tent staffed by up to 24 DG East staff, consultants, and senior managers of partner agencies to provide a number of roleplays and information related to service delivery principles in ASCs, DSPs, and PHCs. Senior managers of these partner agencies conducted quizzes by asking questions, and winning visitors were awarded with DG East branded tokens (bags, pens, note books, signs, cups). Children also visited and participated in painting activities, while DG East’s partner Building Ukraine Together visited to conduct flash mob.

Task 2: Establish “international houses”, providing meeting spaces in key locations to emphasize European values, materials, cultural influences, and interactive opportunities. a. Conduct mapping activity to determine existence of local community centers, their current state of operation. Where there is need, assess local commitment to revitalize community spaces.

During the reporting period, DG East created a work map18 using open sources and surveys on the availability of locations / premises that perform or can perform community center functions. The map shows data on the availability of public centers (cultural houses, libraries, etc.) that are owned by local authorities and applications for participation in the Youth Forum and NGO Forum. Layering shows the intersection of activities, checks the communication channels that reach different territories, and shows areas of the regions not covered. The map also shows communities that participated in the survey conducted with the ERA project. This simple tool allows the visualization of territory activity and focus and identifies workable locations for large scale activities.

As of the end of the reporting period, DG East is continuing to fill in the map and to add an additional database of communities. The map will be used as a reference tool for DG East and partners to demonstrate the project’s breadth. Once the map includes all basic data on community spaces, DG East will create a shortlist and, through a subcontract or grant in Year 2, assess the needs of the more strategic locations in order to identify specific centers to help build their capacity to better meet the needs of their constituents.

b. Based on mapping results, support revitalization of community spaces. This activity will take place in Year 2.

c. Research legislation governing modular construction activities. DG East engaged local STTA to conduct an assessment on legislation governing modular construction during the reporting period. The purpose of the assessment was to identify the legislative framework and possibilities for using modular construction technology as an effective form for building modernized service delivery buildings in the following sectors: healthcare, education, pension, administrative and social services, and possibly for community and CSO activity centers. Modular construction technology is applied to a variety sectors including those indicated above as well as for broadly for commercial purposes, such as hotels and shopping malls. DG East became interested in the possibility of applying modular constructions due to fact that one of the critical needs in improving service delivery in DG East focus communities is customer-oriented reception and/or service delivery infrastructure. DG East will consider modular construction technology in Year 2 for potential customer-oriented infrastructural solutions and/or community and civic engagement centers.

Task 3: Establish capacities and facilities for regular interaction between Ukrainian professionals and students with counterparts in the rest of Ukraine and western countries [VNG].

18 https://drive.google.com/open?id=1MuBFRlT8aftUiwsMH8I4Bmn79LFfLmbR&usp=sharing

a. Develop roadmap for internships, exchanges, city partnerships for city-to-city exchange program based on city profiles. Subcontractor VNG International started this activity in Year 1 and is anticipated to continue through Q1 of Year 2. This activity supports DG East partner LGEs to establish the capacities and facilities for regular interaction between Ukrainian civil servants, professionals, CSOs, and youth groups in the rest of Ukraine and/or in European countries by applying best approaches of city-to-city partnerships. Analytical work was conducted during the reporting period, including a review of research and reports, and an assessment through field visits to 15 partner locations. Assessment meetings were conducted with diverse groups of community actors: municipality leaders (mayors and/or vice mayors); representatives of the municipal staff responsible for international affairs, economic development, and social policy; local stakeholders, such as local chambers of commerce and associations; local community associations and CSOs that have influence in local politics; youth organizations and/or associations, including students who are active in the local communities; and vulnerable social groups in each locality (minority, gender, ethnic). Based on the desk review and assessment, results will be developed for a city-to-city partnership roadmap, with emphasis on instruments to build in-country and international cooperation for LGEs, youth, CSOs, and other groups. Instruments will include exchanges, scholarships, and city-to-city sectoral partnerships. This activity will be completed in Year 2 by finalizing the city-to-city partnership roadmap based on feedback from the groups met during assessment, the city-to-city assessment report, and recommendations for future implementation.

Explanation on Deviations in Implementation of the Work Plan

Due to difficulty obtaining basic data from the oblast administrations, Task 2b activities on supporting the revitalization of community spaces will be implemented in Year 2.

OBJECTIVE 2: INCREASED PARTICIPATION TO IMPROVE UKRAINE’S GOVERNANCE AND REFORM PROCESSES AND HELP RESOLVE COMMUNITY PROBLEMS

Sub-Objective 1: Increased integration of separated, marginalized or isolated populations

Current Status of Affairs

LGEs have weak organizational capacity to efficiently deliver services to separated, marginalized and isolated groups of citizens. A narrative report of REACH’s Accessibility Assessment conducted in 15 locations of Luhansk and Donetsk oblasts indicates a number of constraints

LGEs need to take into consideration for further improvements. Also, CSOs have to be actively involved in advocating for local policies for services accessibility improvements. The assessment highlighted barriers that still exist in the health, education, administrative, and social sector service delivery areas. Twenty-nine per cent (29%) of service user key informants reported physical accessibility issues in facilities. Of those that reported issues, nearly half (44%) reported problems relating to entrance ramps at facilities, followed by other infrastructural concerns such as lack of a lift (38%), steps near doorways (35%), lack of appropriate toilets (28%) or narrow doorways/corridors (19%). Key informants from education facilities reported lacking specialized equipment in the greatest proportions (77% of facilities), followed by those from administrative facilities (73%), social service facilities (55%) and health facilities (50%). Over the course of focus group discussions with persons with disabilities, participants of the majority of groups reported disrespectful treatment by staff (reported by participants in 17 of 20 focus groups), or that staff had a general bad attitude (17 of 20 focus groups). DG East's Gender Equity and Social Inclusion (GESI) assessment also defined a number of areas that require LGE capacity improvement to institutionalize inclusion and anti-discrimination polices so that services are available for all groups of citizens equally and with the same quality. Such evidence indicates there are still significant gaps in LGEs organizational and HR capacities to deliver quality services. The indicated assessments will inform evidence-based data that will be applied to design capacity building activities for LGEs and CSOs, as well as provide LGEs and their subordinated service delivery agencies technical assistance to improving service delivery systems, processes and mechanisms.

Key Achievements to Date

DG East supported 20 Administrative Service Center (ASCs) and Departments of Social Protection (DSPs) to institutionalize distance service delivery process through the “Mobile Box” instrument. To help DSP and ASC partners institutionalize “Mobile Box“ service delivery practice, a team of international and local consultants developed a “Mobile Box Service Delivery Road Map”, which is a step-by-step action plan for providing services remotely. This is a significant achievement as 20 ASCs and DSPs in Luhansk and Donetsk oblasts are now able to provide distance services to low mobility groups and older people, IDPs, pensioners, war- affected, the injured or sick, rural area residents, multi-children families, and citizens from the NGCA.

DG East also helped improve social services delivery at Svatove DSP. DG East institutionalized customer-oriented service delivery principles at the newly established reception. DG East trained DSP front office specialists to provide quality services to citizens as well as established role of “Meeter Greeter” to timely and efficiently communicate with citizens and provide

information. Additionally, the project developed and provided leaflets or customer notes on 41 DSP services - 20 copies per each service were printed.

DG East provided assistance to 10 partner ASCs to improve delivery of administrative services and increase citizen satisfaction through integrating inter-rayon Registration and Examination Department (MREO) services on (re-)registering cars and issuing drivers’ licenses. This is critical process for ASCs due to fact that indicated services are in high demand by citizens. Before delegating it to ASCs, services were provided by the Ministry of Interior (MoI) where quality of service delivery was very low and citizens dissatisfaction was high. With this assistance ASCs will now be able to deliver timely and high-quality services on (re-)registering cars and issuing drivers’ licenses. Providing this assistance to ASCs in Donetsk and Luhansk oblasts helps demonstrate more effective modern services which are provided as part of administrative reforms in the field. In addition to the equipment supplied, 20 ASC staff representatives (2 from each ASC) will be trained by MREO specialists on providing this specific service. DG East plans for all 10 ASCs to launch new services by the end of 2019.

Task 1: Monitor contact-line crossing areas and checkpoints to facilitate service delivery to border crossing population. a. Identify NGOs targeting checkpoints/crossings that can survey population service delivery needs; i.e. legal aid. In Year 1, DG East determined that CSOs and some international organizations conducting this type of monitoring were already being supported. Therefore, DG East will remain up to date with the monitoring and research as it is published and look for gaps. This will be explored in more depth in Year 2, as much of the information collected can often be generic and lacks specific avenues of intervention for DG East. b. Coordinate with REACH to map citizen service delivery areas. During the reporting period, DG East engaged the French NGO ACTED through the REACH Initiative to conduct a capacity and vulnerability assessment (CVA). Starting from 2015, REACH has repeatedly conducted CVAs in various locations of Donetsk and Luhansk oblasts to better inform humanitarian programs about the local population’s existing needs and gaps in protection, shelter, WASH, health, education and food security services. Slated to be completed by March 2020, the DG East-supported CVA aims to identify the barriers faced by citizens in accessing quality of key services and the challenges encountered by service providers in health care, education (including tertiary education), social services (territorial social service centers that provide support to women, children and persons with disabilities), administrative services, and state employment services within the three largest urban centers in which DG East operates (Mariupol, Kramatorsk and Severodonetsk). The CVA will allow the project to

better understand services people crossing the contact line apply for and where they apply for them.

Conducting a CVA will help DG East to obtain information about existing services in order to analyze and improve access to them and help to assess the vulnerability and capacity of state services such as health, education, administrative, and social services. Citizen service delivery areas will be mapped according to the results of the assessment, and the assessment findings will be used for further program activity planning that targets the specific needs of both service providers and citizen-customers and addresses the service gaps identified in the three cities. Support will take the form of capacity building for service providers, modernizing service delivery points to increase the efficiency and improve citizen-customer experiences when interacting with service providers, and increasing understanding of how health, education, decentralization and other reforms are changing people’s daily lives.

Task 2: Improve delivery of high-demand services (e.g. administrative and social services; certificates; permits; pensions; social security payments; and social, health, and education service delivery plans), partnering with utility companies to procure the equipment and materials for the large number of NGCA residents crossing into government-controlled territory. a. Work with LGEs to facilitate improved ASC/DSP information dissemination to customers (link to SO 1.2 Task 2). This activity purpose was reflected via several activities during Year 1. Under HICD training activities described under SO1.2 Task 2, b, DG East delivered modules on innovative tools to institutionalize effective communication to customers, disseminate information on services delivery process, as well as shared tools to get and reflect on citizens' feedback. These training modules were: Internal/External Communications and Tools for Monitoring Customer Satisfaction. Training helped LGE, ASC and DSP representatives to plan concrete actions to improve information dissemination and citizens feedback processes.

DG East also implemented activities described under SO 3, Task 3a aimed at improving social services delivery at Svatove DSP. DG East institutionalized customer-oriented service delivery principles at the newly established reception. DG East trained DSP front office specialists to provide quality services to citizens as well as established role of “Meeter Greeter” to timely and efficiently communicate with citizens and provide information. Additionally, the project developed and provided leaflets or customer notes on 41 DSP services - 20 copies per each service were printed.

b. Introduce mobile box services operations for ASCs and DSPs in Luhansk and Donetsk to serve the contact line border crossings, including providing end- user front and back office training for public servants. Including purchasing “Mobile Boxes” DG East assisted partner ASCs and DSPs to improve distance service delivery practices by integrating a Mobile Box function into front and back office operations (June-July 2019). Twenty mobile boxes were delivered, five for ASCs and five for DSPs per oblast. Figure 25: Training on the use of mobile boxes in In Donetsk Oblast, DG East provided mobile Severodonetsk for ASC staff members. August 1‐3, 2019. boxes to:  DSPs: Mariinka under Rayon Administration, Bakhmut, Kramatorsk, Pokrovsk, and Druzhkivka;  ASCs: Mariinka under Rayon Administration, Bakhmut, Kramatorsk, Pokrovsk, and Kostiantynivka;  Manhush Rayon Administration.

In Luhansk oblast, DG East provided mobile boxes to:  DSPs: Svatove under Rayon Administration, Kreminna under Rayon Administration, Popasna under Rayon Administration, Stanytsia-Luhanska Rayon Administration, and Rubizhne;  ASCs: Svatove under Rayon Administration, Stanytsia-Luhanska under Rayon Administration, Rubizhne, and Starobilsk under Rayon Administration.

Partners were provided not only with mobile boxes but also received comprehensive formal and on- the-job training to use the equipment. An operational roadmap was developed for mobile box service delivery, describing step-by-step actions specialists need to take to deliver distance services. This activity will facilitate a greater number of citizens accepting positive changes in Ukraine and Figure 26: Partner ASC staff members after the training on the use of mobile boxes. August 2019. ensure public services are available and acceptable for all citizens in a non-discriminatory manner.

c. Identify target communities for replication of DSP and ASC service delivery improvements.

Ukraine has been implementing administrative reform since 2013. The most significant step in this reform process was the creation of ASCs for administrative services provision. ASCs were authorized to provide more than 140 administrative services, such as place of residence registration, business registration, etc. In 2018, the Ukrainian government decided to transfer the authority to provide passport services to ASCs, and in February 2019, the vehicle re- register and driver’s license replacement services were also delegated to ASCs. More than 12 ASCs in Donetsk and Luhansk oblasts requested DG East support to implement this MREO service. DG East researched and met with the ASC representatives to determine the strategic value of each location – including the number of prospective clients, transport routes, etc., and determined that 10 ASCs would be supported in Lyman, Sloviansk, Druzhkivka, Kostiantynivka, Pokrovsk, Mariinka, Lysychansk, Severodonetsk, Kreminna, and Popasna.

Prior to DG East implementation, the UCBI activity assessed the Svatove DSP and determined that the local administration demonstrated the political will to engage with introduce modern practices to service delivery. As a result, DG East selected Svatove’s DSP for modernization support. Further, in response to an APS application submitted by the Kurakhove city council, DG East is assisting Kurakhove ASC to increase its institutional capacity to deliver administrative services and improve citizen satisfaction with service quality from July 2019– February 2020. Kurakhove is the first city in the Mariinsky District, just 60 kilometers from the contact line. In 2014, Kurakhove became the de facto center of the district, with district Departments of Social Protection, administrative services, and a pension fund located in the city. However, due to the changes in the security situation resulting in improved stability, the district structures returned to Mariinka. Even so, Kurakhove is left with 20,000 residents and 12,000 registered IDPs. Kurakhove also remains a transit city both for people from the NGCA territory and for residents of the northern part of Donbas who travel to the south. Every day, about 1,000 passengers transit through Kurakhove’s bus station.

Today, the city is trying to develop and organize the provision of administrative and social services to its residents in full and in accordance with the new standards for providing state services. Supporting local government reform, the city authorities decided to organize a new administrative structure - the Center for the Provision of Administrative Services. However, the city needs additional financial support to implement this solution. Accordingly, the Kurakhove administration applied to the DG East APS to seek support on establishing the Administrative Services Center. With DG East assistance, this activity will help improve the quality of services provided by Kurakhove administrative authorities and help over 30,000 residents of the city, including IDPs, feel the positive effect of state reforms on the ground.

Kurakhove ASC activity implementation will begin in Year 2, and include customer-oriented trainings, development of internal operational and procedural documents, provision of ICT and automating registration services, development of 3D visualization for arranging customer- oriented reception, and furniture procurement. The infrastructure work will be conducted by Kurakhove City Administration.

Task 3: Monitor IDP issues, such as voting rights, combating trafficking in persons awareness raising, housing deficits, and certification difficulties with policy actors at local, regional, and national levels.

a. Identify windows of opportunity to promote issues of importance to the IDP community (by monitoring the reports; coordinating with IDP-focused NGOs, etc.). Bearing in mind the importance of addressing issues of importance to the IDP community using the Relief and Development Coherence approach, over the course of Year 1, DG East engaged with numerous stakeholders in order to identify opportunities to design and support activities. In developing the GESI Action Plan, DG East met with such organizations as Right to Protection and Vostok SOS to explore the current situation and identify the most important IDP-related issues. As a result, recommendations were integrated in the GESI Action Plan to help staff recognize opportunities to support IDPs and inform Year 2 activity design. DG East also met and communicated with many of the humanitarian organizations and projects operating in Donetsk and Luhansk regions, such as People in Need, Danish Refugee Council, Terre des Hommes, Save the Children, UNICEF, UNHCR, Triangle Generation Humanitaire, Premiere Urgence Internationale. Throughout Year I, DG East’s Inclusion Specialist, members of the MEL team, and Activity Implementation Managers attended humanitarian programs’ coordination and cluster meetings that widely cover IDP community issues. These meetings served as a source of relevant information and helped find further sources of information to study challenges facing the IDP community and reports of organizations expertly dealing with IDP-related topics. DG East will continue to learn about and analyze IDP community needs, as well as NGCA residents crossing the contact line so that DG East and partners can determine the most relevant and actionable advocacy issues and how to communicate these issues to resonate with relevant audiences. As Year 1 came to a close, this became very timely as the new government restructured several national-level ministries, including the Ministry of IDPs and Temporarily Occupied Territories – which was joined together to form the new Ministry of Veterans Affairs, Temporarily Occupied Territories, and Internally Displaced Persons.

Task 4: Facilitate intra-Ukraine exchanges of civic activists, students, professionals, local government leaders and economic actors [VNG].

a. Linked to SO 1.2, Tasks 2 and 3, and 1.3 Task 3 (VNG city-to-city partnerships). The VNG city-to-city partnerships activity will be implemented based on the results of SO1.3 Task 3a, specifically based on the city-to-city partnership roadmap and recommendations developed under VNG International’s subcontract. Activity implementation and partnership programs will be implemented in Year 2 using three instruments: scholarships, exchanges, and city-to-city sectoral partnerships between groups of youth, CSOs, and LGEs.

In Year 1, DG East activities that integrated experience exchange components included:

 Study tour for 20 key Mariupol Left Bank Multicenter staff to the Kharkiv Administrative Services Center (ASC), previously supported by UCBI (April 2019). Participants experienced the interaction between the front and back offices, analyzed the city services provision experience, and participated in a roundtable between ASC and its partners including the Pension Fund and Department of Social Protection. As a result of the study tour, Mariupol reported that it used the knowledge and concepts of creating social offices to be incorporated into the construction of the Multicenter office areas and the organization the visitor reception. It will also adopt improvements to its front and back offices document flow according the Kharkiv experience, and it decided to increase Pension Fund staff’s participation in the Multicenter.  Study tour for 21 key Multicenter staff to the Drohobych (Lviv Region) for learning Smart-City and I-gov technology (June 2019). Participants learned about Drohobych’s smart city experience implementing open\participatory budgeting, blockchain technology for transparent municipal services delivery (e-queue), e-gov services, and “Open rada” (City Portal). As a result of this visit, DG East will support a blockchain activity in Mariupol to help increase transparency in the education enrollment process.  LEF - Part 1 - 3 study tours to Lviv. 36 representatives of volunteer groups from Eastern Ukraine visited Lviv and local organizations to gain practical experience in building friendly working relations in local communities. Representatives of the East studied the work of such organizations as: ‐ WoodLuck - social workshop, ‐ The Ukrainian Galician Party, a youth party that is developing in the west of Ukraine, with four 4 representatives in the Verkhovna Rada of Ukraine, ‐ Renaissance Foundation, ‐ City Administration, and

‐ City Institute, a utility company that works with the collection and analysis of data on the city.

 From Country to Ukraine (FC2U). Within the framework of the Academy, as well as the Festivals’ preparation period, DG East provided an opportunity for teams from Eastern Ukraine to be partners during the preparation of Festivals in western Ukraine. This allowed DG East to build strong horizontal ties and establish communication between the regions. As a result, the city of Bilgorod-Dniester became a partner of the city of Popasna, and Vuhledar city made friends with Chernomorsk. The city of Schastia showed an example of the struggle against problems in the city of Tiachiv.

Task 5: Improve access to government and community facilities for people with disabilities, LGBT people and the aged. a. Conduct assessment to determine gaps in accessibility when obtaining government services for the disabled. To better understand the problems and barriers people with disabilities face when receiving public services, an accessibility assessment was conducted in collaboration with ACTED’s REACH Initiative in 15 target cities of Donetsk and Luhansk oblasts, focusing on health, social, educational, and administrative state services. Focus groups discussions and individual interviews were conducted from July 22-25, 2019, and direct observations of objects (institutions, buildings) and interviews with key informants took place August 7-14, 2019. DG East collected data and information, which is reflected on an interactive map that shows the profiles of each of assessed institution19. The data will facilitate DG East’s understanding of problems and barriers that people with disabilities face in receiving public services. The data will help to identify priority areas that can be worked on to remove barriers, improve access to public services for people with disabilities, and create advocacy campaigns to improve accessibility of urban spaces and institutions that provide public services. The information can be used to convey and address problems to local authorities to push them to make decisions and changes aimed at improving of accessibility of public services for people with disabilities. b. Issue grants to specific community-based organizations around community accessibility initiatives. In Year 1, DG East supported a grant to Nova Druzhkivka to conduct an accessibility audit in the city and, working together with civil society and the local administration, identify specific places or buildings in the city where efforts to improve accessibility will make an impact on local residents(see SO 1.1, Task 1f above). DG East will continue to work with Nova Druzhkivka on introducing these light/small-scale infrastructure improvements in Year 2. In response to the

19 http://reachinitiative.maps.arcgis.com/apps/opsdashboard/index.html#/5d382750fd0b4598868d89225aad904f

APS, DG East will support Kramatorsk NGO FootyStar Inclusion which runs a soccer club for children with disabilities to help make sporting and leisure activities available for children with disabilities in Sloviansk, Kramatorsk and Druzhkivka. The grant was in development in Year 1 and will be launched early in Year 2. Further grants will be issued in Year 2 based on the results of the REACH accessibility assessment, which will be completed early in Year 2. c. Conduct assessment on LGBT+ in target communities and other marginalized groups (e.g. Roma population), on barriers to adequate access to services. Assessment on needs and difficulties in accessing public services for LGBTQI+ people did not take place in Year 1. See “Explanation on Deviations in Implementation of the Work Plan” below for additional details. d. Conduct anti-discrimination training for government officials in client-facing positions. During the reporting period, DG East engaged a local gender equity specialist to develop two types (3-hour and 3-day) of training modules on gender equality. The trainings will be conducted early in Year 2 in both Donetsk and Luhansk oblasts. Training modules on anti- discrimination policy and process will be developed in early Year 2, and will be delivered alongside the gender integration training to DG East target community local administrations by the gender equity specialist and VNG experts.

Explanation on Deviations in Implementation of the Work Plan

The assessment on needs and difficulties in accessing public services for LGBTQI+ people anticipated under Task 5.c did not take place in Year 1 as originally expected. During development of the DG East GESI Action Plan, NGO Nash Mir (Our World) was identified as a potential implementer. The organization represents the interests of the LGBTQI+ community and is one of the first LGBTQI+ organizations founded and registered in Luhansk oblast before 2014. However, DG East did not ultimately engage Nash Mir due to differing visions of the activity. In Year 2, DG East will explore options to issue a competitive RFA for research, which would allow LGBTQI+ CSOs to submit applications.

Further, anti-discrimination was partly touched upon during a training for Primary Health Care (PHC) representatives under Task 5.d, but a separate training for government officials from different spheres did not take place during Year 1. Over the course of Year 1, it became clear that representatives of different spheres of state services have different experience and knowledge regarding non-discrimination approaches. At the same time, lower-level staff often lack basic knowledge of human rights, which is fundamental to understanding non- discrimination. To determine the level of knowledge and staff needs, it is worthwhile to

conduct a survey and study existing gaps in order to create a more effective training module. Non-discrimination will not have much effect if organizations and institutions do not take specific actions to adopt appropriate internal policies that allow using a non-discriminatory approach in practice. DG East plans to identify relevant experts who can create training modules on anti-discrimination for regular civil servants and decision-makers in a range of healthcare, education, social, and administrative service roles in Year 2.

Sub-Objective 2: Effective advocacy by local actors on relevant national and regional- level policies

Current Status of Affairs

SCORE research data and results from 2018 highlights that linkages between LGEs, community activists, and local stakeholders remain significantly weak in collaboration on/around identifying and solving issues of community concern jointly. The research holds that citizens, CSOs and community groups do not believe local authorities work effectively.

This is a significant evidence-based finding that needs to be addressed as a priority issue. One way to change this perception is to promote and strengthen collaboration between LGEs and different groups of community actors who can influence decision-making process and advocate for community interests. These community actors and CSOs need to be equipped with knowledge on best practices on ways of advocating community interests, while at the same time, LGE capacity needs to be increased on understanding of mechanisms for consensus-based decision-making and institutionalizing participatory processes.

Key Achievements to Date

In Year 1, DG East conducted four iterative forums in the Mariupol area to facilitate dialogue and promote a consensus-based decision-making approach among LGEs, OSBB, CSOs, SMEs, and citizens. The Forums were an effective tool to promote collaboration between these

groups. Recommendations from these forums have been taken into consideration and incorporated into the Mariupol Development Strategy 2021-2030 development, led by ERA. Under a Memorandum of Understanding entered into between ERA and the Mariupol city council, ERA staff and consultants will lead the strategic planning process with the city. In addition, ERA will be responsible for working with working groups on some of the strategic priorities identified by the city – those that are related to economic development – while DG East will support the working groups focused on strategic priorities relevant to DG East’s mandate such as improving municipal service delivery, including the introduction of smart or e- governance tools, culture and sports, education, and participatory planning to redevelop public spaces.

DG East, through VNG, also identified three high- Participant Remarks performing public councils from among the 15 partner “The Public Council has to be the partner locations to train on principles to advocate for from the beginning and not just to be community interest with LGEs, public council presented with the results afterwards.” organizational management, advocacy, key principles of “I learned about role and functions of a identifying and prioritizing needs of citizens, key Public Council. I was part of it but more principles of working with LGEs, and building in a formal way. Also, conflict mitigation constructive decision-making mechanisms. Participants techniques were new for me. I now look gained a deeper insight on the role of Public Councils in back at earlier situations and relation to local government, and sometimes changed understand how I could have done better.” their existing view, as a result of the interactive and reflective training method (see box). Participants expressed the view that Public Councils act as a ‘bridge’ between communities and local governments. Also, participants learned new skills they can apply in daily life and work, for example, conflict mitigating strategies and road- mapping in working groups. In Year 2, DG East will facilitate a process where these trained public councils will select 1-2 local issues or policies to advocate to LGEs and solve some of the community problems.

In Year 1, DG East selected one community of Rubizhne City and LGE to pilot the community scorecard methodology as an effective instrument of participatory decision-making to identify and prioritize community needs and plan its implementation. The scorecard activity is highly interactive, bringing together all community groups with diverse interests to participate in the structured 6-step scorecard methodology:  Informational meeting for citizens  Input tracking matrix and suggestions for services improvement  Identifying key performance indicators for the citizens scorecard  Interface meeting with the citizens to discuss indicators and scorecard results

 Prioritizing 1-3 issues of primary concern  Development of action plan

The scorecard activity involved up to 80 individuals representing different interest groups of community, stakeholders, CSOs and LGE representatives. By the end of Year 1, Rubizhne LGE started implementing the Action Plan which describes detailed actions necessary for the Rubizhne City Administration to jointly implement, including three priority community issues identified through the scorecard exercise: (1) strengthening OSBBs, (2) identifying solutions for Solid Waste Management, and (3) building communication linkages between LGEs and communities to strengthen information dissemination capacities and raise citizen awareness of LGE services delivery and processes.

Activity participants highly evaluated the community scorecard as an effective tool for collaboration between LGE and community groups to reflect priority issues of community concern:  97.2% of participants thought the community scorecard (CSC) instrument is a good instrument to increase citizens participation in the municipalities  97.2% of participants agreed CSC workshop sessions were relevant to their needs  88.8% of participants agreed the objectives of the CSC were clearly defined  100% of participants agreed the content was well-organized and easy to follow

Based on this success, DG East intends to further support its partner LGEs and communities in promoting the scorecard methodology as an effective participatory process and will continue to assist partner LGEs to institutionalize this mechanism.

Task 1: Enhance coordination or dialogue on key issues and reforms among local, regional and national governments. a. Conduct quarterly HICD workshops to bring together local government actors to present and to discuss concrete achievements during the recent period and plan future activities. Coordinate with ERA. During May-October 2019, ERA and DG East-Mariupol conducted four joint events:  Community Development Forum on May 28, 2019. This event brought together CSOs, activists, local government, business leaders and others to establish a discussion about the priority needs of the city. As a result of this forum, the Mariupol city council and civic actors in the Mariupol area agreed to create working groups on local government entities, the household sector, health care, education, entrepreneurship, and inclusion. The working groups will discuss and formulate recommendations for targeted programs to incorporate into Mariupol’s development strategy of 2027-2030.

 Mariupol OSBB Engagement Forum in April 2019. This event encouraged OSBBs to gather and discuss the priority needs of their constituents and the most productive ways of engaging their local government. As a result of this forum, which included participants from 15 East Ukrainians cities, DG East team developed a Concept Strengthening OSBB sector - “Good Neighbors – One country” 2019-2020. This forum also promoted dialogue between OSBBs and authorities to discuss joint activities related to protecting rights of people with disabilities.

 ERA/ International Finance Corporation (IFC) seminar for OSBB representatives, “Comprehensive Retrofitting and Opportunities for SMEs”, in June 2019. Mariupol-area SME representatives received information about business opportunities for OSBB sector development; business grants for OSBB services; and opportunities for construction, repair, etc. An IFC representative provided information about comprehensive retrofitting opportunities for OSBB co-owners and proposed to engage with the state retrofitting program.

 Mariupol Development Strategy for 2021-2030, led by ERA with DG East support for the social engagement part of a new strategy. Mariupol's development strategy is based on mission-critical tasks combined with innovative urban development practices, such as comparative analyses of city development and growth prospects; city development dynamics; transportation and road logistics; SME development; culture, sport and tourism; youth policy development; education; and healthcare. The Mariupol City Council, ERA, and DG East started to identify tasks that each respective party can potentially support. Under a Memorandum of Understanding entered into between ERA and the Mariupol city council, ERA staff and consultants will lead the strategic planning process with the city. In addition to that, ERA will be responsible for working with working groups on some of the strategic priorities identified by the city – those that are related to economic development, e.g., SME development, agriculture, infrastructure, analysis of city trends, etc. – while DG East will support the working groups focused on strategic priorities relevant to DG East’s mandate, such as improving municipal service delivery, including the introduction of smart or e-governance tools, culture and sports, education, and participatory planning to redevelop public spaces.

DG East and ERA agreed to continue cooperation in each of these areas using tools that have proven effective, including:  Community Development Forums: to involve citizens in decision-making and to collect opinions and ideas.

 Working groups, committees, etc.: to get targeted, local information; typically, working group formats and committees process information from a wide range of people and organize it for further use and processing.  Focus groups and surveys. b. Identify where public councils responsible for advocating the community interests are active. Task 1 paragraphs “b” and “c” have been implemented as one activity (Strengthening Public Councils to Effectively Advocate Community Interests) together with DG East subcontractor VNG International as described below. c. Train the members of the three selected public councils on organizational management and advocacy. This activity strengthens Public Councils (PCs) as key actors in advocating for citizen–driven initiatives to effectively fulfill their role as representatives of citizen interests to local government. The activity was conducted from April to July 2019. By applying multiple tools, such as an in-depth desk review including legislative analysis, DG East developed criteria to identify eight locations for field visits and in-depth work with stakeholders from 15 partner LGEs. Key selection criteria included: existence of a formally installed PC, publication of information on the municipal website (such as contact information and PC members), number of citizen council meetings per year, as well as work plans and annual reports published on the municipal website. Bakhmut, Sloviansk, Kramatorsk, Pokrovsk, Druzhkivka, Mariupol Severodonetsk, and Kreminna were reviewed in the selection process.

Based on field visits and face-to-face interviews with stakeholders, DG East identified four PCs for further capacity-building training and mentoring: Severodonetsk, Druzhkivka, Kramatorsk, and Pokrovsk. PC representatives participated in three 2-day trainings on PC roles and functions related to cooperation with local government based on formal and judicial requirements; communication to effectively deal Figure 28: Public council training, aimed at participants capacity building and further mentorship with conflicts and reach consensus in decision- making; co-organizing a program for citizen education to increase knowledge on how the LGE works and how citizens can participate; techniques for members to regulate emotions during PC work. Participant feedback on the trainings indicated that they:  Received tools to apply in their everyday work on advocating community interests;

 Improved their understanding of how PCs serve as a bridge between the community and local government;  Increased their understanding of consensus-based decision-making and collaboration with City Council members;  Learned skills to apply in their daily work, serving as an inspiration to continue to carry out their responsibilities.

DG East will continue assistance to these trained public councils in Year 2 to assist in utilizing the new knowledge and skills by advocating for 1-2 concrete community interest issues (per each public council) to their respective LGEs and will select up to four new PCs to replicate the process.

d. Provide mentorship and training to city council members on decision-making to advocate for community reforms. During Year 1, this VNG activity was delayed due to the early parliamentary elections, the process of which dominated the local political landscape. It was challenging to identify some of the key stakeholders and members of councils to participate in this activity (for example, some council members ran for parliament). Implementation of this activity was postponed to Year 2, and training and mentorship will be conducted for City Council members on participatory decision-making to enable them to better support and advocate for community needs, and more effectively respond to advocacy efforts for local policy initiatives and reforms. Up to 120 city council members selected from Year 2 partner LGEs in Donetsk and Luhansk oblasts will be involved in the training and mentorship. It is expected that these activities will help increase members’ experience and improve their understanding of consensus-based decision-making, which is critical for making the most effective decisions needed for the community. e. Assist CSOs or community groups in order to identify community needs to be advocated with local councils or other sub-national government entities. This activity will be designed in Year 2 based on the results of the Strengthening Public Councils to Effectively Advocate Community Interests activity. Further, in Year 2, DG East will issue grants and subcontracts to implement activities to support targeted CSOs and community groups with advocacy initiatives.

Task 2: Facilitate advocacy campaigns of groups, like IDPs, business leaders, community influencers, and students; and highlight their interests to policymakers and institutions at oblast, regional, and national levels.

a. Assist CSOs or community groups to identify community needs to be advocated with local councils or other sub-national government entities. This activity is described under SO 1.2 Task 5a.

Task 3: Assist oblast-level or regional offices of national government institutions, like universities and MTOT, to conduct analytical exercises that improve their functionality and effectiveness in informing policy formation. a. Select pilot community, including local buy-in from local government entity, to manage community scorecard. This activity aimed to apply the community scorecard methodology to identify and select one pilot community to test the scorecard methodology in collaboration with respected LGE and the community. DG East applied multiple tools to select one scorecard pilot community from the project’s15 partner LGEs, including a desk review, field visits, and face-to-face interviews with stakeholders and diverse Figure 29: Community scorecard activity process community groups, taking into consideration gender, age, interests, and organizational affiliation. DG East developed selection criteria to visit a number of communities for in-depth field work and selection of one pilot LGE and community. Selection criteria included: A. Size of and geographic location of the municipalities, B. Potential to serve as good examples for other municipalities, C. Stability, development and quality, D. Service providers and other stakeholders, E. Practical selection criteria, F. Presence of ongoing donor projects in the municipality focused on public services improvement. Based on a comparison of this criteria against desk review results, VNG and DG East identified eight preselected communities from DG East’s 15 partner LGEs to visit for in-depth field work: Severodonetsk, Rubizhne, Kreminna, Svatove, Popasna, Kostiantynivka, Bakhmut, Pokrovsk. DG East scored field work results using the following selection criteria:  Municipal preparedness for the meeting,  Willingness to participate in CSC activities and co-operate with DG East,  Team availability to work on CSC activities,  Municipalities' experience in engaging citizens participation in projects,

 Availability of good examples for CSC activities,  Good practice potential,  Prior DG East experience with working with this municipality. Rubizhne LGE and community was selected as the pilot location to implement the scorecard instrument based on this selection scoring exercise.

b. Pilot community scorecard methodology to identify community needs and develop concrete recommendations for local government offices for implementation. Engage the university students to conduct scorecard data collection.

The community scorecard methodology in Rubizhne promoted the scorecard as an effective interactive tool for identifying community needs and addressing concrete service improvement recommendations. The activity took place from May to July 2019. Rubizhne demonstrated the most willingness and readiness to pilot the scorecard methodology and learn its benefits to strengthen cooperation with citizen groups through effective participatory decision-making. Rubizhne LGE and citizen groups were introduced to the scorecard methodology and up to 80 citizens worked hard to use the scorecard matrix to identify community needs and prioritize two to three of the most urgent issues to address. As a result, the top three priority issues were identified, and action plans developed in collaboration with Rubizhne LGE. 1. Information support to overcome the informational gap between LGE and citizens 2. Strengthening Homeowners Associations 3. Solid waste management

Rubizhne city senior managers and citizen groups agreed to the action plans which indicates detailed actions to work jointly on implementing three (3) priority community issues highlighted above. The Action Plan was formally approved and are ready for implementation. DG East will continue assistance to Rubizhne City Administration in Year 2 to institutionalize the scorecard methodology in LGE operations and to monitor and assist in Action Plan implementation. c. Collaborate with REACH to help local, regional or national level government entities to utilize analysis on particular issues to improve their ability to formulate policy. This activity will depend on research results from REACH’s Accessibility Assessment and capacity and vulnerability assessment (CVA) (see above 2.1 Task 1 “b”). The CVA will identify gaps in key service delivery areas, which will be used as evidence-based data for LGEs to modify and/or improve local service delivery policies.

Task 4: Support horizontal networking among civic groups and economic actors to improve impact and effectiveness by formulating advocacy agendas and vertically integrate civic

mobilization processes with local governments via improved opportunities for interaction and communication. a. Under SO 1.1 Task 3 (NGO coalitions) and SO 2.2 Task 1 (public councils), support civic coalitions to network with local government entity and/or economic sector actors to identify issues and advocate to government at local, regional and/or national level. This activity will be implemented in Year 2 based on assistance provided to four selected PCs: Kramatorsk, Severodonetsk, Druzhkivka, and Pokrovsk. DG East will assist in utilizing knowledge and skills by advocating 1-2 concrete community interest issues (per each public council) to their respective LGEs, CSOs, and diverse groups of community activists. b. Support the implementation for civic group policy initiatives that had been approved by city councils. This activity will be implemented under SO 2.2. Task 1, as described above.

Explanation on Deviations in Implementation of the Work Plan

Y1 WP 2.2. Task 1 “d”: Development of this VNG activity was delayed in Year 1 due to the early parliamentary elections, the process of which dominated the local political landscape. As a result, it was challenging to identify some of the key stakeholders and members of councils to participate in this activity. The activity will be implemented in Year 2.

Due to fact the ongoing implementation of the CVA assessment taking place at the end of the reporting period, 2.2. Task 2 “c” activities to help the local, regional or national level government entities to utilize the analysis on particular issues in order to improve their ability to formulate policy will take place in Year 2.

Sub-Objective 3: Improved local governance processes and capacities

Current Status of Affairs

SCORE research data and results from 2018 highlights that citizens’ trust to LGEs in responding community needs and implementing transformation of LGE operation and quality of service delivery is significantly low. SCORE results also show that citizens on local level trust LGEs more (3.3) than citizens trust central level agencies (2.2). However, it is still critical indicator, demonstrating citizens skepticism that LGEs will change.

Therefore, it is essential that LGEs East Ukraine demonstrate orientation to citizens and willingness to transform LGE institutional operation and systems 19% with the aim to increase quality of key 39% service delivery. Without a number of 9% real precedents of such change and “successful practices”, the gap 17% between LGEs and citizens will not be 16% reduced, and citizens pessimism and mistrust may even grow, resulting in Figure 30: Levels of trust and civic responsibility as indicated by mistrust to European values, SCORE findings in the Eastern Ukraine. These levels show citizens democracy, and European future. skepticism on LGEs potential change. Under this objective DG East made significant efforts to assist its Year 1 partner LGEs and their subordinated agencies to demonstrate high will for transforming its organizational and service delivery systems with the goal to institutionalize customer-oriented operation and service delivery approaches.

In Year 1, DG East conducted a Customer Satisfaction Survey to measure customers satisfaction with the quality of healthcare services delivered by Primary Health Care (PHC) center. This survey was conducted based on example of Severodonetsk PHC that previously received technical assistance from USAID programs (including reception infrastructural solution, automation of patient intake and service delivery process, training, on the job training and ICT/server equipment) to improve service Figure 31: Overall customer satisfaction index for the PH services, delivery practice structural. delivered at the clinics 1, 2, 3 of Severodonetsk PHC center (by clinics). Based on 705 face‐to‐face interviews and 60+ focus groups participants. Significantly, after all the improvements were completed, the quality of service delivery increased, and citizens satisfaction index appeared at 94%, indicating that, of those surveyed, respondents were 94% satisfied with the quality of all health care services delivered by Severodonetsk PHC.

In Year 1, DG East continued to follow policy development process in relation to ASCs in the framework of administrative reform started since 2013. ASCs through reform process were authorized to provide more than 140 administrative services, such as place of residence

registration, business registration, etc. In 2018, the Ukrainian government decided to transfer the authority to provide passport services to ASCs, and in February 2019, the vehicle re- register and driver’s license replacement services were also delegated to ASCs. In Year 1, DG East continued strengthening ASCs capacity in adopting new services delivery responsibilities and set up process and ICT infrastructure for quality and timely service delivery.

Key Achievements to Date

DG East worked closely with Svatove Rayon Administration (RDA) to support Svatove DSP in significantly improving its key organizational and management systems and service delivery practice. The project implemented complex multi-component assistance with customer- oriented reception. By facilitating infrastructural improvement of reception (Front Office) operations, automating delivery of housing subsidies as the number one demanded service, providing customer-oriented service delivery training, and providing full ICT and server equipment, it became possible to significantly transform Svatove DSPs operations and increase quality of service delivery.

DG East worked closely with the Mariupol City Administration to establish the Mariupol Left Bank Multicenter (Multicenter) as a One Stop Shop for three key service delivery agencies: administrative, social, and pension services. Despite the fact that this activity was not directly highlighted in DG East Year 1 WP, DG East supported this initiative due to following reasons: 1. Initiative on infrastructural solution which is bringing several services under one space is a strategic decision and highly responds on citizens needs to get quality and timely services 2. Initiative very much corresponded to DG East’s objective in improving LGEs organizational operation and service delivery process to result timely and quality services 3. Such approach to mobilize several services in one area is a next future step for LGEs improving service delivery based on concept “customer-oriented service delivery”, therefore Mariupol Multicenter in fact is a “Model of Success” and good example for replication. DG East delivered assistance including procuring ICT and server equipment, providing a series of training on customer- oriented service delivery (Service + trainings), providing recommendations on arrangement of customer service zones, as well as assisting in improving management practices, establishing procedures for organizational co-existence between these three agencies in one building, and implementing modern principles of HRM to institutionalize recruiting, hiring, performance appraisal, and motivation. The Mariupol Multicenter has become a notable example of how it is possible to bring different public services together in one place to simplify service delivery processes. The Center will be able to serve 1,200 customers daily, with up to 20 percent coming from the NGCA. The Multicenter is scheduled to open in Q2 of Year 2.

DG East conducted capacity building training for 1,100 medical personnel representing Primary Health Care (PHC) institutions in Donetsk and Luhansk oblasts. Six training modules were delivered in two-day trainings with participation from PHC managers, doctors, nurses, and receptionists. Trainings focused on key aspects and processes of the health care system and particularly PHC transformation, equipping participants with experience and knowledge on critical aspects of transportation which is based on customer-oriented service delivery approach “Money Follows Patient”. This slogan is completely changing service delivery practices on the primary health care level, particularly provision of a free medical package for each citizen. Trained medical personnel will perform in a more effective and efficient way. Knowledge and best practice examples gained from training will equip PHC medical personnel with working methods, procedures, tools and systems together with better overall coordination, planning, operational execution and delivery of essential services.

Task 1: Design action plans for interventions that demonstrate substantive improvements in residents’ quality of life (e.g. healthcare, education/new hub schools, co-owners housing associations, etc.). a. Assess the critical gaps in areas, where government and citizens can collaborate in order to demonstrate substantive improvements in residents’ quality of life (e.g. healthcare, education/new hub schools/parent-teacher associations, co-owners housing associations, etc.). This activity was implemented for the healthcare facility Sloviansk Primary Healthcare Center (PHC). See description above under SO 1.2 Task 3, “a”.

Task 2: Support participatory planning among citizens and between citizens and governments; community-driven improvements to small-scale community infrastructure, such as sections of roads, heating, water treatment or electrical equipment; and community led community improvement initiatives, like the establishment of IT spaces, libraries, revenue-generating youth hostels, business-incubator spaces, murals, publishing houses and recreation spaces. a. Pilot the participatory planning process to identify community-based public infrastructure improvement. [Note: see also SO 1.3, Task 2].

In Year 1, DG East developed and adapted the Georgia model of Community Engagement Centers (CECs) for rural communities in partner locations. A CEC is an open platform for broader interaction between community groups, CSOs, and LGEs to build linkages for collaboration and effective participatory decision-making processes. According to original concept, the intention was to select one community will be selected for Figure 32: Potential community engagement center’s plan piloting a CEC. As part of phase I, DG East completed the following key activities:  Developed criteria to select one community to pilot a CEC, including population size, distance from cities, availability of CSOs and other community groups, and experience of cooperation with local authorities  Developed 3D visualization of the CEC concept, including determination type of modular construction relevant for CEC purposes  Completed a preliminary CEC report

DG East conducted field visits and in-depth work with local community groups, LGEs, and stakeholders in Volnovakha, Mariinka, Mykolaivka, Chasiv Yar (Donetsk Oblast); and Svatove, Kreminna, Popasna, and Starobilsk (Luhansk Oblast). Based on the analysis of field visits, Popasna was selected as the potential community to pilot a CEC. As a result of discussions on Phase I work and achievements, DG East decided to consider the CEC concept in a more strategic context, for example, not to focus on rural areas because DG East plans to focus on urban cities in Year 2. The CEC idea will be adapted to an urban city development concept. For example, Severodentsk City Administration is interested in establishing a Multi Functional Park in a central location where a CEC can be adapted and serve as one of the Park’s components. Additionally, DG East will explore building interest and awareness among other DG East partners throughout Luhansk and Donetsk Oblasts on what a CEC is and ways it can be adapted as an LGE-community interaction place in an innovative environment. DG East will work closely with Severodonetsk City Administration to adapt the CEC idea alongside Phase 1 of the Multi‐functional Park start up activity, which will include developing 3D visualization of the indicated land spot, taking into consideration citizens ideas, discussion with City

Administration and the city council on opportunities for cooperation and steps for implementation. Phase 1 is anticipated to begin early in Year 2.

Under this task, DG East developed the activity LGE Participatory Planning Process, covering 15 partner LGEs in Luhansk and Donetsk oblasts, which will be conducted with project subcontractor VNG International. The activity will reflect following paragraphs “a”, “b”, “c”, “d” under this task. The activity developed in Year 1 will be implemented in the first quarter of Year 2, aimed at institutionalizing participatory planning as an effective way to respond to community needs. DG East will identify one LGE and community from eight pre-selected Year 2 partners to support in implementing a participatory planning process for community-driven, small-scale projects, such as improving community infrastructure, road sections, heating, or water treatment. It will model the participatory process to demonstrate the benefits that accrue from collaborative, community-driven improvement efforts. b. Assess target communities to identify viable locations for the pilot and select one community (based on criteria, including political will, no duplication with other donor projects, etc.). Please see description in Task 2.a above. c. Facilitate public hearings and citizen participation by working with citizens and government officials in order to prioritize community improvement ideas and identify one small-scale infrastructure improvement (possibly creation of a community engagement center in a rural community, based on the Georgian model). Please see description in Task 2.a above. d. Facilitate the design and development of the project plans, budget, timelines, etc. to model this for participants. Please see description in Task 2.a above.

Task 3: Improve “back end” and “front end” functionality of new and planned key citizen- government interaction points after community consultation on user experiences and improvements to the user experience of residents obtaining social services, health care, and other prioritized services. a. Improve service improvement organizational capacity of DSPs, including arranging citizens' reception and automating housing subsidies services, as well as training relevant DSP specialists. The process could also include the infrastructural changes (architectural plan, technical expertise, and confirmation of property rights). DG East assisted Svatove DSP to replicate the model of organizational performance improvement and increase quality of social services delivery. With work starting in May, the

renovated DSP, located in 176 square meters on the first floor of Svatove Rayon Administration, will open in October 2019. DG East provided assistance for improvements, including adapting service delivery practices by implementing infrastructural solutions for customer-oriented reception. DG East also trained DSP specialists on key principles of customer-oriented service delivery; adapting the automation system for housing subsides service delivery, including optimizing business processes; and delivering relevant on-the-job training for front and back office specialists. The project provided and integrated an electronic queue system, standardized 41 DSP services, and purchased and helped install ICT and server equipment and furniture. Svatove DSP will begin its new operation on October 16, 2019, with an official opening. With these improvements, Svatove DSP will be able to significantly increase delivery of social services for up to 33,850 citizens of Svatove rayon, plus 7,824 IDPs. The assistance was highly critical for Svatove DSP because it is geographically close to the Russian Federation. Svatove had become an economically isolated rural area with poor infrastructure, including poor roads which significantly decreased citizen accessibility to services. Additionally, most residents are older in age and 25 percent of the population are IDPs.

b. Conduct citizen satisfaction survey on primary healthcare service improvements in Severodonetsk primary healthcare center (PHC). In March-April 2019, DG East monitored customer satisfaction with the quality of primary health care services delivered by Severodonetsk PHC, after it had received assistance from USAID/UCBI II. Assistance was provided to three outpatient clinics in the Severodonetsk PHC network and established the foundation for increasing PHC service delivery quality. Figure 33: Waiting time in the line at the reception desk to register for the family doctor’s visit. Survey results disaggregated by clinic.

Assistance focused on:  Promoting primary health care reform initiatives through implementation of Medical Information System (MIS);  Delivering MIS training and training on key principles of healthcare reform for medical personnel;  Implementing customer-oriented reception infrastructure solutions.

DG East’s survey measured the level of improvements. Survey results will be used as an evidence base to identify, prioritize, and plan further assistance to the heath care sector, and reforms on primary, secondary, and further levels in Luhansk and Donetsk oblasts. For

example, assistance provided to Sloviansk PHC in FY 2019 on replicating the PHC transformation model (see SO 2 Task 3 “a” above). The survey included face-to-face interviews with 705 customers and in-depth focus groups for up to 60 customers. Significant achievements were identified; specifically, the average percentage of quality of customer satisfaction due to recent changes was 94 percent. Overall satisfaction with key monitoring parameters were:  Quality of healthcare service delivery – 95 percent;  Efficiency and time of healthcare service delivery – 95 percent;  Information provided – 91percent;  Professionalism and attitude – 98 percent;  Physical environment – 78 percent. c. Identify service provider (CSO or private organization) and provide training on citizen satisfaction survey methodology. Over the course of the reporting period, it became clear that more time is needed to identify a CSO with the relevant experience, capacity, and motivation to train through a Training of Trainers (ToT) program, utilizing the methodology of conducting citizen satisfaction surveys on quality of public service delivery. This activity will be implemented in Year 2. d. Conduct baseline survey on citizen satisfaction of local service provision entities, supported by DG East in DG East target communities. Link to collaboration with REACH or based on DOBRE experience. This activity is being implemented through the CVA process (see above 2.1 Task 1 “b”), in which DG East partner ACTED and its REACH initiative is in process of conducting surveys to inform on citizen satisfaction and gaps in key service delivery areas. Assessment results will be used as evidence-based data on DG East activities development stage as well as shared with LGEs for improvement procedures and local policies in service delivery practices. e. Replicate/Adapt ASC automation on Citizens Registration Services, to the extent possible covering service delivery close to NGCA checkpoint territories and rural communities (highly demanded ASC service and "successful model" under UCBI II). This activity is conducted under SO 1 task 1 “c” above on assisting 10 partner ASCs to improve delivery of administrative services and increase citizen satisfaction by integrating MREO services on re-registering cars and issuing drivers’ licenses.

f. Conduct 6 training modules for PHC healthcare personnel in Luhansk and Donetsk oblasts (replicating highly demanded training and "successful model" under UCBI II).

This activity supported 1,100 medical personnel (senior managers, doctors, and nurses) to introduce key principles of transforming/reforming the PHC system. The initiative “Money Follows the Patient” aims to increase the quality of PHC service delivery and increase citizen satisfaction with healthcare service delivery. The activity, in operation May – August 2019, complemented the Ministry of Health’s 2019 Strategic Communication Plan, Figure 34: Training for medical personnel to introduce them “Transformation of Health Care.” PHCs to key principles of transformations under the current from partner locations were involved in the medical reform. Overall, DG East trained more than 1 100 medics. training.  Donetsk Oblast: Mariupol, Druzhkivka, Kramatorsk, Bakhmut, Sloviansk  Luhansk Oblast: Svatove, Starobilsk, Popasna, Lysychansk, Kreminna, Rubizhne, Stanytsia-Luhanska, Novopskov Six training modules were developed and delivered:  Module N1: Key principles of healthcare reform  Module N2: Organizational models for providing PHC services  Module N3: Strategic planning and PHC finance management  Module N4: PHC human resources management  Module N5: Promoting customer-oriented service delivery at PHCs  Module N6: Communications management

In total, DG East conducted 44 trainings for 1,100 medical personnel, including doctors, nurses, receptionists, and PHC managers, as well as a ToT for 14 regionally based health sector professionals to develop a cadre of health care sector trainers in Donetsk and Luhansk oblasts. 450 PHC operational manuals were re-printed and delivered (publication developed by USAID HIV Reform in Figure 35: Training for medical personnel to introduce them to key principles of transformations under the Action Project implemented by Deloitte). current medical reform.

Participants were highly satisfied with the knowledge, experience, and skills gained from training. They specifically indicated:  It was critical to learn the new PHC funding model, “Money Follows Patients”;  The principle of customer-oriented service delivery is a quite new approach for medics;  Communication mechanisms with patients were a new concept for medics, critical for implementation in their practical work;  The importance of Strategic Planning to develop a PHC as an independent medical entity;  The important role of senior managers to lead newly formed PHCs.

Additional activity under this Task: Supporting improvement in administrative services provision for Mariupol city council. While not included explicitly in the Year 1 activity implementation plan, DG East identified a strategic opportunity to support the Mariupol city council to launch a critical, modern service delivery point serving a significant proportion of the city’s population. The Multicenter will be comprised of the ASC, Pension Fund, and DSP and will host the municipal civil registry office staff members. DG East published all necessary tenders for equipment procurement and selected service providers in Year 1 Q4; equipment and furniture delivery began by the end of the reporting period. The Multicenter will provide services for approximately 1,200 people daily, with up to 20 percent coming from the NGCA. The Multicenter is expected to open by the end of October 2019, depending on completion of construction work by the city council; the official opening ceremony is planned for October 30 with President Zelenskyi anticipated to participate.

In Year 1 Q4, DG East and partners started the Service+ training series for Multicenter personnel, equipping them with skills on client- oriented approaches, new service provision standards, and conflict mitigation techniques. “We are establishing an open office where municipal specialists will provide quality services. The main goal of the project is to create the conditions for each Mariupol resident to get necessary services quickly and efficiently. The Figure 36: Construction lead (right) shows the future Mariupol Multicenter to a USAID delegation Multicenter is a symbol of Mariupol’s openness on May 29, 2019. and accessibility. It will be the country’s largest ASC and will create 120 new jobs. Through such front offices, we are changing the face of the municipal sphere,” says Vadym Boychenko, Mariupol City Mayor.

To facilitate the Multicenter’s development and launch, DG East conducted study tours and trainings, and provided technical assistance; procured ASC furniture and equipment; and provided mentorship on human resources management for local Mariupol authorities. DG East collaborated with IDLO on this activity, which brought expertise in business process optimization and zoning to ensure smooth customer flow, customer accessibility, and transparency in business processes. The Mariupol City Council is covering all costs related to building and construction. Providing high-quality municipal services will allow the city to become the center of dynamic development of the east of Ukraine, its economic, social, and multicultural hub.

Task 4: Build the capacity of (non-hromada level) local municipalities to manage citizen demands and community expectations. a. See DG East efforts under SO 2.2, Task 2, and SO 2.3, Task 1 and 2) + SO 2.2, Task 2; SO 2.2, Task 1; SO 2.2, Task 3.

Explanation on Deviations in Implementation of the Work Plan

Originally, activity implementation under Task 2 “a” for LGE Participatory Planning Process activities was planned in April – September 2019. Due to the complex nature of the activity, it took a longer time to develop the activity, including identifying relevant consultants with the availability and experience in leading participatory planning work for small scale infrastructure projects. While activity development began in Year 1, implementation will start in Year 2 in October 2019.

V. LESSONS LEARNED During the reporting period, DG East identified the following lessons learned:

 A primary constraint relates to the availability of experienced professional staff with the education and backgrounds consistent with the needs of the project. While it is possible to find any number of specialists in Kyiv, Donetsk and Luhansk have not had the same opportunities to develop this cadre. This results in operations in the east hiring less than fully qualified personnel and investing in them over time to build capacity. In turn, this has a direct impact on the number of staff required to produce a given amount of progress. In some cases, it’s been necessary to add staff in Kyiv, and/or expatriates where it would have been preferable to hire Ukrainian citizens in Donetsk and Luhansk.

 Logistic challenges are likely to remain through the life of the program. Distances are vast, road conditions poor, weather often punishing, and security issues significant. Coupled with relatively poor communications infrastructure, the time required to get out and connect with partners and government is taxing. To date, it’s been a challenge providing project personnel with high quality transportation related both to the quality of vehicles available and the capability of drivers. Going forward, DG East will lease its own dedicated vehicles.

 The project faced a challenge in its ability to efficiently administer the environmental review and approval requirements. This was due to the shortage of dedicated professional environmental compliance staff and the lack of tailored approach to reflect specifics of the DG East operating environment in the east with two major Year 1 activities falling under the negative determination with conditions category. As such, total of two activities (FC2U Festivals and Svatove Department of Social Protection) were approved and one activity (LEF BUR Camp) was cancelled due to inability to prepare the required ERC/EMMPs with enough lead time for necessary reviews and approvals. To address this challenge, DG East recruited a long-term Environmental Compliance Specialist to start in early Year 2, and through the COR has engaged the Mission Environmental Officer to proactively address issues and agree on a more streamlined process for the preparation and review of the ERC/EMMP(s) going forward.

 Implementation within the broadly worded APS process for identifying grant partners and opportunities is fraught with challenges. DG East receives a very wide range of small project proposals which are often either inconsistent with project objectives or not geographically strategic. One of the results is a very resource intensive process to separate the wheat from the chaff. The outstanding results of the targeted RFA on

media support and development suggests a way forward around this issue. Specifically, in Year 2 the project will utilize RFA mechanism to support specific types of activity in a specific sector; will strategically identify grantees with predominant capabilities; and will re-examine second APS scope and evaluation criteria to be more closely aligned with Year 2 objectives.

As an example of the negative effect of having too broad of an APS: DG East received several applications from schools and educational institutions for the purchase of equipment, furniture, and materials for inclusive classrooms and resource rooms, however, such material support will not solve the core problem of making education for children with disabilities more accessible and attractive. DG East’s analysis found that most applicants did not have the capacity to effectively implement inclusive education. Few school buildings are handicap accessible; there are no ramps, threshold entrances, grabs, or accessible toilets, and the required repair work and/or installations have not been prioritized or budgeted by schools. The analysis also found that most schools do not have sufficiently trained personnel (teachers, teacher assistants, school psychologists) capable of delivering inclusive education. Yet, schools spend tremendous financial resources to ensure individual at-home education for children with disabilities, which is economically disadvantageous and does not allow children with disabilities to socialize, be visible, and be among their peers. In order for DG East to maximize the impact of support for education reform, increased inclusion of under-represented groups, and to support advocacy by local actors on regional and national policies, DG East will engage an expert in inclusive education to work with staff early in Year 2 to help identify opportunities for activity design and implementation, either through grants or technical assistance.

 Some lessons learned were identified under 2.1 Task 5 “a” “Improve the access to government and community facilities for disabled people, LGBT people and elder people”. There is a difficulty to determine the appropriate matrix to use as a reference to measure services for disabled because disability is viewed differently by various organizations and spheres. Since REACH does not have internal expertise on accessibility and disability, it was decided to engage both an international and national expert on accessibility and disability to strengthen and support the assessment. As this was very specific area and REACH appeared to not have this in-house capacity, it became clear that REACH enumerators require much more capacity building, training, and practice to conduct the assessments effectively.

Implementation of the accessibility assessment included direct communication and interviews with people with disabilities, which requires certain communication skills and knowledge in interpreting and recording the results.

Several lessons were learned during the assessment. Since disability is viewed differently by various organizations and spheres, it was difficult to determine which matrix was best to use as a reference. It was decided to use the Washington Group of Questions since it covers a variety of functionality areas, does not have a complicated medical-oriented approach, and can be adapted and used in various assessments to obtain data on disability.

However, the Washington Group of Questions requires enumerators and data collectors to have a deeper understanding of disability and the concept of accessibility. Many people’s answers can be misinterpreted, and the sense can be either lost or incorrectly reflected in records. Since REACH does not have internal expertise on accessibility and disability, it was decided to engage both an international and national expert on accessibility and disability to strengthen and support the assessment. The experts trained the enumerators and made practical exercises on direct observation of objects and their assessment; however, more capacity building, training, and practice to conduct the assessments effectively was needed. The accessibility assessment included direct communication and interviews with people with disabilities, which requires certain communication skills and knowledge in interpreting and recording the results.

Another difficulty was determination of the accessibility index, which cannot be universal for all people with different disabilities, since people with different functional impairments face different barriers and experience negative effects to different extents. Problems associated with physical accessibility of buildings will be different for a wheelchair user, a person on crutches, or a person with visual impairments. Moreover, the presence of a ramp is not necessarily an accessibility factor if there is a threshold at the entrance, or the width of corridors and doorways does not meet state building norms. Entities must take into account the needs of people who do not see or hear as well.

 Understanding accessibility for people with cognitive and mental impairments remains problematic. This category of people with disabilities remains least visible and most vulnerable, since the old Soviet system considered their life only within a system of specialized institutions – boarding schools, hospitals – and did not consider the possibility of their independent life.

 Determination of the accessibility index cannot be universal for all people with different disabilities, since people with different functional impairments face different barriers and experience negative effects to different extents. Further, understanding accessibility for people with cognitive and mental impairments remains problematic. This category of people with disabilities remains least visible and most vulnerable, since the old Soviet system considered their life only within a system of specialized institutions – boarding schools, hospitals – and did not consider the possibility of their independent life.

 Election periods, both national and local, make specific activity development challenging; general political tensions may increasing, which must be taken into consideration when planning activity implementation time for some specific activities directly impacting policymakers, for example, activity 2.1 Task 1 “d” “ Provide with mentorship and training to city council members on decision-making in order to advocate the community reforms”. This activity was originally anticipated to start in Year 1 but will be implemented in Year 2 due to difficulty identifying a relevant timeframe for some of the key stakeholders and members of councils considered for the mentorship and training due to their intensive pre-election commitments.

VI. ENVIRONMENTAL COMPLIANCE

Environmental clearance requirements on individual activities require advance planning and preparation. Typically, the Environmental Management and Mitigation Plan (EMMP) review and approval process requires six to eight weeks, which must be added to the normal programmatic design and implementation cycle.

During the reporting period, DG East had four activities that received a negative determination with conditions. Two activities were approved, one activity was cancelled due to inability to prepare the required ERC/EMMPs with sufficient lead time for reviews and approvals, and one activity was pending at the end of the reporting period. These activities are as follows:

1. From Country to Ukraine (FC2U) – grant supporting increased participation in community problem-solving, integrating separated, marginalized, and isolated communities, and fostering diversify through educational academies and nine open air festivals in nine target cities of Donetsk and Luhansk oblasts. The activity required development of a relevant EMMP based on the results of ERC for activities such as procurement of materials and services to support nine festivals’ implementation, including equipment installation, transportation, operation, safety and sanitation, filming, promotion of films on TV channels and social media resources. The final calendar of events, exact geographic locations including satellite photos and pictures of squares/public places where festivals were to be conducted, as well as detailed description of the festivals’ programs and all other necessary for environmental compliance procedure information was provided by the project team within the ERC narrative. The project’s short-term environmental compliance specialist developed the activity-specific environmental mitigation plan, which included proper mitigation measures and monitoring indicators relating to the grant activity, starting from receiving of official permissions from the city administration to conduct festivals, labor procurement issues, to equipment installation, dismantling, and providing clean-up after each festival. Environmental Monitoring Reports, Environmental Monitoring, and Mitigation Plan compliance evidence/confirmation were included into the activity milestones deliverables. This activity was launched on August 30, 2019, and two environmental monitoring reports were provided by the grantee and approved by the project team at the end of the reporting period.

2. Svatove Department of Social Protection (DSP) – subcontract for renovation works on internal premises (176 sqm out of total 6,662.66 sqm) of the administrative building of the Svatove Rayon Council. The activity assisted Statove’s DSP to improve social service delivery for 33,820 residents of Svatove region as well as 7,824 internally displaced persons

(IDPs). This was a multi-component activity including: short-term technical assistance, developing and launching software solutions to automate Housing Subsides service delivery processes, conducting formal on the job training for DSP specialists on customer oriented service delivery and Housing Subsidies (HS) business process operations and the renovation of 176 sqm of internal space to organize customer oriented reception area with procurement of new furniture and information and communications technology (ICT) equipment. The ERC/EMMP was prepared for activities related to renovation works, purchasing construction materials for renovation works, purchasing and installation of equipment and accessories for heating and ventilation systems, and fire alarm systems. The environmental compliance requirement in accordance with the approved ERC/EMMP was incorporated into the subcontract, including progress and environmental evaluation and compliance reporting. This activity was implemented during the period of August 5- September 30, 2019.

3. Lviv Education Foundation (LEF) for the Building Ukraine Together (BUR) Camp – grant supporting mobilizing active youth from Eastern Ukraine through, among other activities, a BUR camp activity and participation in small-scale repair works within targeted communities/sites. Part I of the grant contained a training component for 120 volunteers from eight target communities of Donetsk and Luhansk oblasts to be engaged for further activities on light cosmetic renovation works on the ground for people in need. For part II of the grant, 12 sites were identified, and 12 ERC/EMMP documents were prepared. Due to insufficient time to undergo the review and approved, DG East decided to drop the BUR camp and the small-scale repair activities due to imminent start date of the activities. The grantee managed to conduct all renovation activities for their beneficiaries on their own.

During the reporting period DG East engaged a short-term environmental compliance specialist to support the development and preparation of ERC/EMMP documents. To further streamline the process, DG East is bringing on a long-term environmental compliance specialist in the beginning of Year 2.

During the reporting period, DG East developed the Construction Quality Control and Assurance Plan (Construction Plan) that is currently under review. The Construction Plan outlines and details the quality control, quality assurance, construction management processes, and communication protocols for small infrastructure projects and rehabilitation works under the DG East activity. DG East will ensure that all construction activities are organized and conducted in accordance with the plan.

VII. PROGRESS ON LINKS TO OTHER ACTIVITIES  In Year 1, DG East regularly collaborated with ERA. For example, during the reporting period ERA conducted a survey of local governments in their target communities and DG East had the opportunity to add questions. Further, DG East has offered ERA the opportunity to add relevant questions to the CVA that the project will conduct early in Year 2. DG East and ERA co-organized a roundtable of business and business association representatives in Summer 2019 to help identify challenges in the business enabling environment. Further, a coordination meeting was convened by USAID in early August to discuss key areas within the respective projects which may be complementary to joint activities (e.g., business association and advocacy support, Kramatorsk tram depot/Severodonetsk multi-function community/public space).

 DG East and UNDP Recovery and Peacebuilding Project met during the reporting period on an as-needed basis to discuss upcoming activities to avoid duplication of efforts. For example, in Year 1, DG East shared plans for the Youth Forum with UNDP and UN partners. This information was passed on to UNFPA, who then met with DG East to discuss their planned Peace and Security Forum for youth. DG East presented its grants program at a grants coordination meeting convened by UNDP before local organizations in northern Donetsk to ensure that potential grantees clearly understood the focus areas of the respective projects (ERA was also in attendance). DG East also consulted with UNDP when considering the DSP/ASC mobile case activity.

 DG East and UCBI coordinated efforts and will continue to do so in Year 2. Per COR instruction, UCBI support of local media activities and other civil society initiatives that take place in Donetsk and Luhansk oblasts are being handed over to DG East. DG East and UCBI also coordinated efforts in support of the FC2U festivals, LEF BUR camps, and the 2020 Plan B festival of social innovation and music. This coordination is important for two reasons: UCBI’s geographic focus changed in Year 1 to other parts of the country and existing and new partners need to be aware of DG East’s role in the region; and several successful UCBI activities are continuing and growing into nationwide activities, making collaboration on some of these flagship activities of value to ensure that DG East partners are not excluded from well-known civic and cultural activities.

 DG East also collaborated with the INL funded IDLO project in assisting the Mariupol Left Bank Multicenter development. IDLO consultants provided expertise on internal zoning of the premises to maximize efficiency of customer flow and staff productivity.

IDLO also provided the trainer for the Service + training conducted for staff and managers of the Multicenter.

 As part of its efforts to build the knowledge and capacity of staff of Primary Healthcare Centers in Donetsk and Luhansk oblasts, DG East employed the operations manual developed by USAID HIV Reform in Action Project, implemented by Deloitte. DG East reprinted 450 copies of the manual for all trainees and used it as the basis of training. DG East conducted 44 trainings for 1,100 medical personnel, including doctors, nurses, receptionists, and PHC managers, as well as a ToT for 14 regionally based health sector professionals to develop a cadre of health care sector trainers in Donetsk and Luhansk oblasts.

 DG East actively coordinated with other USAID and donor activities working on national level reforms to build partnerships and explore opportunities for joint efforts and collaboration. That is done with a sharp focus on assisting and bringing national level policies to the local level and promote active implementation of reforms. In Year 1 DG East built linkages with relevant state agencies, USAID projects, other international and local organizations operating in governance sector. Areas of collaboration with the activities/organizations below focused on organizational and service delivery improvements in LGEs and key service delivery sectors in health, administrative, social and pension services. DG East intends to link locally promoted processes on e- governance, e-services, customer-oriented service delivery and/or other organizational improvements of LGEs’ efficiency towards organizational transformation, e—operation and implementation of changed management models. Specifically:  USAID Transparency and Accountability in Public Administration and Services (TAPAS)  E-Governance for Accountability and Participation Program (EGAP)  USAID Supporting Anti-Corruption Champion Institutions (SACCI)  USAID Health Reform Support  USAID Financial Sector Transformation  OGP Coordination Council & Open Government Initiative “Partnership”  U-LEAD for Europe and its health component  Estonian E-gov Academy  UNDP on Smart city and program development sector  East European Foundation.

Further, DG East has engaged with USAID and other donor funded programs to obtain lessons learned or identify practices that may be replicated or adapted in DG East activities, such as:  USAID DOBRE – lessons learned on youth engagement activities  USAID ENGAGE – lessons learned on youth engagement activities, as well as met with ENGAGE grantee Reanimation Package of Reforms about their network strengthening activity  USAID SACCI – lessons learned on youth engagement activities  USAID Media Program in Ukraine – to learn about their work in other regions of Ukraine and to identify how DG East can be compliment to media capacity building in the east  British Council – lessons learned on youth engagement, potential for engaging Active Citizens training organizations  Erasmus – identifying their target groups, where there may be crossover with DG East target age groups, lessons learned about engaging university-aged youth  UNHCR – to learn about their work with community centers as part of their Peaceful Coexistence project  International Renaissance Foundation – to learn about their work with underrepresented groups, e.g., the Roma community, and identify potential areas for collaboration.  DG East and UNDP Recovery and Peacebuilding Project - on an as-needed basis to discuss upcoming activities to avoid duplication of efforts.  DG East and UCBI II coordinated efforts in support of the FC2U festivals, LEF BUR camps, and the 2020 Plan B festival of social innovation and music.  DG East also collaborated with the INL funded IDLO project in assisting the Mariupol Left Bank Multicenter development.  In Year 1, DG East regularly discussed efforts to collaborate with ERA. For example, during the reporting period ERA conducted a survey of local governments in their target communities and DG East had the opportunity to add questions. Further, DG East has offered ERA the opportunity to add relevant questions to the CVA that the project will conduct early in Year 2. DG East and ERA co-organized a roundtable of business and business association representatives in Summer 2019 to help identify challenges in the business enabling environment. Further, a coordination meeting was convened by USAID in early August to discuss key areas within the respective projects which may be complementary to joint activities (e.g., business association and advocacy support, Kramatorsk tram depot/Severodonetsk multi-function community/public space).

VIII. PROGRESS ON LINKS TO HOST GOVERNMENT In response to several grant applications requesting support to furnish and equip inclusive classrooms and inclusive resource centers within public schools, DG East met with representatives of the Directorate of Inclusive and Special Education of the Ministry Education and Science (MoES) in June 2019. The aim of the meeting was to learn about the MoES plans and vision for the development of inclusive education; needs and challenges with inclusive education at the local level; opportunities for cooperation and sharing the information between MoES and DG East. This is important to ensure that DG East support is in line with government policy, as well as to maximize impact of project support to inclusive education activities.

DG East also met on several occasions with representatives of the Ministry of IDPs and Temporarily Occupied Territories to discuss possible support for the ministry’s initiatives. However, during the course of developing activity concepts, the ministry structure and remit was changed in September 2019; it is now the Ministry Veterans Affairs, Temporarily Occupied Territories and Internally Displaced Persons. DG East will engage with the new ministry and leadership early in Year 2.

DG East met semi-regularly with senior representatives of the Donetsk Regional State Administration, not only to present DG East as a new project, but to update them on project events and activities, identify potential areas for DG East support, and to have the administration assist in convening local government representatives to more efficiently discuss support activities. For example, the administration’s economic department hosted a meeting of the administrative services centers/department heads to discuss DG East support to equip ASCs with MREO services.

At the request of the Donetsk Oblast State Administration, DG East was asked to participate in two sub-working groups that are providing inputs to the development of a new strategic plan for the oblast. The sub-working groups are focused on human development and local government service delivery. The human development group meets monthly, and DG East has participated in several of the meetings as well as provided written feedback on developed materials throughout the process, for example, feedback on the citizen survey to determine priorities among residents that would motivate them to either stay or to leave the region, and feedback on the drafted strategic objectives and performance indicators.

DG East also participated in the sub-working group on “Increasing the capacity of communities to provide quality services to the population”. The group meets once a month, and between meetings works online with working group participants to review analytical documents, citizens

ideas collected via web-based tools, and provide feedback. DG East specialists take part in assisting to formulate objectives and activities under key strategic directions.

DG East also met in Q3 of Year 1 with representatives of the Donetsk and Luhansk Oblast State Administrations during a roundtable activity to discuss format how the administration addresses physical accessibility challenges in oblast communities. Further, in the course of activity development, DG East meets regularly with senior representatives of local administrations across both oblasts, such as the Mariupol Deputy Mayor and Head of the Department of Administrative Services, the Sloviansk Head of the Department of Social Protection, the Kramatorsk Head of the Department of Administrative Services and Head of the Department on International Relations, the head of Ukrainsk local administration, as well as many local government representatives who engage with DG East in the course of needs assessments, trainings and other capacity building.

DG East had met on several occasions with the board of directors of Ukrainian public broadcaster (UA:PBC) to discuss the possibility of supporting new content development in Year 2 targeted to the audiences in Donetsk and Luhansk oblasts.

IX. PROGRESS ON INCLUSIVE DEVELOPMENT The DG East Gender and Social Inclusion (GESI) action plan was prepared in April 2019. Following its guidance, DG East continues to explore possible opportunities and create activities to increase participation in democratic processes by women and underrepresented groups such as IDPs, elderly, youth, veterans, people with disabilities, LGBTQI+, and Roma. Many grants supported under APS have a strong inclusion or gender component. However, the understanding of gender and inclusiveness remains rather weak both among CSOs and LGEs, which suggests that more education and capacity-building activities are needed. It is necessary to conduct training, analyses, and research in order to study more specifically the needs, capacities, and potential of various underrepresented groups. In Donetsk and Luhansk oblasts, many groups are not uniformly represented; some groups are more numerous, such as IDPs; and others are almost not represented at all by local CSOs and are barely visible, such as LGBTIQ+ and Roma. DG East takes active steps and interacts with various organizations representing different groups to obtain the necessary trust in order to be associated with promoting the interests of underrepresented groups in democratic processes. An Accessibility Assessment and Capacity and Vulnerability Assessment was conducted with ACTED’ REACH Initiative to better understand the barriers for people with disabilities face in obtaining state services and the needs of people crossing the contact line to receive state services, together with were conducted

From August 31 to September 13, DG East Inclusion Specialist participated in a Service Civil International (SCI) study work camp DE-SCI 6.96 in Berlin, “Do not Ignore – Defining the Concept of Queer”, to build professional capacity and learn more to work and engage LGBTQI+ CSOs and activists. The “Do not Ignore” project raised awareness about the situation of LGBTQI+ youth in Russia, Ukraine, and Germany who experience discrimination, human rights violations, and social exclusion on a daily basis because of their sexual orientation. These issues are denied and even kept secret, especially in Russia and Ukraine, and affected persons are insulted or attacked physically. The projects seeks to raise public awareness and empathy for the LGBTQI+ community and promote a liberal attitude towards them through visual communication, advertising activities, and digital campaigns. The work camp provided an opportunity to meet with different LGBTQI+ CSOs based in Berlin and participate in different activities to support, protect, and promote the rights of LGBTQI+ people. The project was composed of different theoretical and practical parts, study visits, meeting with CSOs and activists, and visiting community spaces.

“Do not Ignore” served as an opportunity to learn more about concept of “Queer”, find more connections and networks, and gain inspiration and ideas for future LGBTQI+ community activities. The experience and knowledge of German CSOs can be used to conduct study visits

and build up the potential of Ukrainian LGBTQI+ organizations and initiatives, especially those from Eastern Ukraine. Individual activists can be involved as experts, speakers, and mentors on various issues and topics, such as project management, fundraising, HIV/AIDS counseling, psychological support, work with LGBTQI+ youth, and advocacy. One idea is to continue “Do not Ignore” in partnership with SCI Germany and The Lesbian and Gay Federation in Germany (Lesben und Schwulenverband in Deutschland e.V., or LSVD), to exchange experiences in civil activism and build the capacity of existing LGBTQI+ initiatives in Ukraine, Russia, Belarus, and Germany.

XI. GRANTS AND SUBCONTRACT DETAILS Please see Attachment D. Grants and Subcontracts Table.

XII. ACTIVITY ADMINISTRATION

A. Constraints and Critical Issues

Over the course of the reporting period, DG East faced challenges recruiting highly sought after and qualified staff already based in eastern Ukraine or willing to relocate to eastern Ukraine, and the process of transitioning staff from the still-operational UCBI II activity. As a result of these constraints, DG East activities got off to a gradual start. These recruitment constraints will continue to be addressed in Year 2. Pending recruits for local professional positions include:

 NGO Specialist (Kramatorsk) – the position was advertised several times.  Procurement Manager (Kramatorsk)– late in Year 1, one of the regional office’s two procurement managers resigned. The position will be filled in Year 2.  Grants and Subcontracts Manager (Severodonetsk) – this position was advertised several times.  Activity Implementation Manager (Severodonetsk) – one of the regional office’s two AIMs transitioned to the Mariupol regional office to fill a vacancy, therefore Severodonetsk position will be filled in Y2.

Also, environmental clearance requirements on individual projects is an intense and time- consuming undertaking. Typically, the communications and reviews on EMMPs require a minimum of one month, sometimes longer. This time must be added to the normal programmatic design and implementation cycle.

B. Personnel DG East faced challenges in recruiting staff for regional offices in Eastern Ukraine over the course of Year 1, due to the lack of qualified candidates based in the region. Many qualified candidates were unwilling to relocate to the region. This put a significant burden, for instance, on the pace of grants and subcontracts due to a lack of personnel. To help facilitate the administration of the activities pool and to build systems and provide capacity building to the grants and subcontracts staff, the Activities Pool Director position was added at the end of Year 1. Further, to address environmental compliance needs, a long-term Environmental

Compliance Specialist was recruited and will join the project in early Year 2. Finally, to lead the overall recruitment process and ensure HR compliance, the HR Manager was onboarded and trained on Chemonics policies and processes at the end of Year 1.

C. Contract Modifications In August 2019, USAID amended the prime contract so as to add incremental funding and make administrative changes, including updating and adding clauses incorporated by reference.

D. Status of Deliverables Deliverables completed and in progress during the reporting period include:

Deliverable No. 4: Communications Plan and Outreach Strategy. Communication Plan and Outreach Strategy describes how DG East’s efforts will be communicated to beneficiaries and promoted among key program stakeholders and target audiences (TAs). It shows DG East's integrated communications approach to the different stakeholders with customizable tools to maximize our efforts in designing and delivering new opportunities to provide hope and progress in Donetsk and Luhansk oblasts in partnership with key local and international actors. This deliverable was submitted to USAID in February 2019 and approved.

Deliverable No. 5: Staffing structure appropriate to "process-heavy" community mobilization designed. The project’s organizational chart is regularly updated and shows the DG East staffing structure. This deliverable was submitted to USAID in December 2018 and approved.

Deliverable No. 6: Community Outreach and Citizen Engagement Strategy for Target Civic Groups. This deliverable was submitted to USAID in September 2019 and is in the process of being revised, pending updated SCORE findings and other updates to the regional context.

Deliverable No. 7: Develop strategy for reform communication for target audience in the targeted geographical regions This deliverable is in progress as of the end of the reporting period. For a better understanding of the overall situation with reforms communication to wider audiences in Donetsk and Luhansk oblasts, DG East initiated mapping and assessment of the communication landscape and communication opportunities around key reforms currently being implemented by the Government of Ukraine (GOU). The purpose was to provide recommendations for selecting reform areas most suitable for communication campaigns targeting populations in the east. This task was performed by Change Communications, the agency selected through an open RFP. Selection of reform areas was based on performance, priorities, relevance to people,

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comprehensibility, and visibility. As a result, the following areas were selected: decentralization, healthcare, education, social security (pension reform), and land issues.

The mapping and assessment of reforms communication included:  desk research of current analyses, survey results, and assessments that measure the level of citizen understanding and support for national reforms currently being implemented, with an emphasis on results from Donetsk and Luhansk oblasts;  desk research of current media analyses that provide information on media coverage and media consumption, including audience segmentation, media distribution/dissemination channels; the research identified the most popular/trusted media channels among different segments of the population in Donetsk and Luhansk oblasts;  media monitoring to estimate the number of campaigns about reforms in national TV channels’ advertising blocks, and in outdoor advertising and on the internet;  research on and analysis of reform communication campaigns launched by the GOU, CSOs, USAID-funded projects, or other donor supported initiatives, with a particular emphasis on reform communications campaigns conducted in Donetsk and Luhansk oblasts that are deemed “successful or meaningful” in that they generated constructive debate on the topic or helped increase the level of support for, understanding of, and/or willingness to contribute to the specific national reform; this included interviews with public officials, media experts, CSO representatives, and donor projects involved in projects focused on the eastern Ukraine;  a brief synopsis on each of the selected reforms to demonstrate how it was rolled out at the local level and which of them resonated more positively or negatively with audiences.

Based on the findings, DG East will develop a strategy to communicate the prioritized reform areas, which could help inform the GOU in its efforts to develop a comprehensive approach to raise awareness about ongoing changes among the residents of Donetsk and Luhansk oblasts.

E. Geographic Information DG East submitted geographic data via the Web App on October 9, 201920.

20 https://geocenterusaid.org/ukraineactivities/

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XIII. MONITORING, EVALUATION, AND LEARNING The DG East MEL system is equipped with the powerful DevResults software. MEL and other relevant staff members participated in a DevResults training in early April 2019, provided by a MEL Specialist from the Chemonics home office.

The DG East MEL Manager took part in the Indicator and Survey Design and Development Workshop at the Centre for Sustainable Peace and Democratic Development (SeeD) headquarters in Nicosia, Cyprus. The aim of the workshop was to collaborate on the SeeD- created the Social Cohesion and Reconciliation (SCORE) Index to refine MEL tools to develop and inform DG East’s Collaborating, Learning, and Adapting approach to data utilization. The questionnaire design and calibration phase included adaptation of existing indicators (combining, shortening, strengthening, unpacking) and design of new indicators per the qualitative findings. The questionnaire design took into account three key project objectives: 1. Combine and design a questionnaire for Luhansk and Donetsk oblasts (SCORE-East) that also includes relevant indicators for booster samples (veterans, IDPs, etc.); 2. Design a shorter check-point questionnaire for commuters from the NGCA based on the SCORE-East questionnaire; 3. Ensure that the SCORE-East questionnaire is compatible with SCORE National data collection objectives for 2020.

SCORE data will be available in the middle of November 2019 and will include an overview of the SCORE indicators selected for the DG East MEL toolkit based on Ukraine national SCORE Surveys. The analysis covers national trends, with a focus on Eastern Ukraine, Donetsk and Luhansk oblasts in particular. This was a joint effort with the UN to produce a unified set of analysis based on a collaborative effort, including data collection and engagement with SeeD staff.

Building an effective MEL toolkit is crucial in ensuring that program targets are on track, positive social impact is created, and goals are achieved. DG East has identified a range of MEL indicators to evaluate progress. Many of these indicators are based on the SCORE Index designed and implemented in Ukraine by SeeD since 2015. SCORE is a robust scientific tool with accumulated knowledge and experience in Ukraine, fit to assess societal trends with precision.

In FY 2019, DG East identified the following challenges in measuring results:  Conducting the SCORE 2019 survey/analysis process of collaborating with the UN to develop a unified SCORE East. The UN team was involved in a Calibration Phase, which guided the questionnaire design. Focus group consultations and interviews are key components of the Calibration Phase, which was completed in coordination with the

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UN, DG East, and SeeD. The questionnaire design that includes adaptation of existing indicators (combining, shortening, strengthening, unpacking) and design of new indicators as per the qualitative findings took place in Cyprus at SeeD headquarters, with the participation from UN and DG East representatives.

 As a result of the presidential election and the election of new MPs of Verkhovna Rada, DG East needed to postpone SCORE survey delivery, resulting in the delayed FY 2019 actuals. DG East will provide the SCORE survey data in Q1 report of FY 2020.

 DG East still in the process of collecting baseline data on an additional three indicators, which will be incorporated in the Q1 of FY 2020: o Percentage of LGEs demonstrating performance improvement; o Percentage of respondents reporting improved service delivery in underserved areas and/or among vulnerable and marginalized populations; o Number of DG East civic activity beneficiaries reporting improved governance in geographic activity areas.

 Indicators and activity goals are not always the same, resulting in situations when a big event (input) is not neatly aligned to indicators. DG East will address this by updating the activity’s MEL Plan and directly link Year 2 activities to the MEL Plan accordingly.

Lastly, the Monitoring, Evaluation, and Learning (MEL) team issued the DG East Indicators Baseline Overview and Methodology; the baseline for several indicators and performance indicator reference sheets (PIRS) will be updated accordingly. Changes will be reflected in two sections of the DG East MEL plan: Annex A Performance indicator summary table, and Annex B PIRS.

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ATTACHMENT A: List of Deliverables Press documents

ДЛЯ НЕГАЙНОГО ПОШИРЕННЯ Повідомлення для ЗМІ

«Схід демократичних можливостей» - на Луганщині обговорять перспективи розвитку муніципалітетів та громад області (м. Сєвєродонецьк) – 27 лютого у готелі «Мир» (м. Сєвєродонецьк, вул. Лисичанська, 1) відбудеться форум місцевого самоврядування для представників Луганської обласної державної адміністрації, мерів міст, керівників адміністративних, соціальних та медичних департаментів районних державних адміністрацій області. Форум слугуватиме платформою для обговорення перспектив для співпраці, які програма USAID «Демократичне врядування у Східній Україні» надаватиме партнерським громадам та містам для розвитку учасницьких моделей належного врядування, надання якісних державних послуг населенню, розширення організаційної спроможності органів місцевого самоврядування та професійного розвитку посадовців. Форум сприятиме налагодженню діалогу між представниками місцевої влади області та допоможе об’єднати зусилля для участі у процесах зміцнення демократичного врядування, розвитку та реформування сходу України. Представники місцевого самоврядування Луганської області отримають можливість поспілкуватися з експертами програми USAID «Демократичне врядування у Східній Україні» та отримати рекомендації, які допоможуть напрацювати партнерські звʼязки та вибудувати чіткі алгоритми для подальшої співпраці. Початок форуму – 27 лютого о 10:00, конференц-хол готелю «Мир».

Додаткова інформація для ЗМІ за телефоном: 095-415-77-95, контактна особа – Володимир Аредов, спеціаліст з урядування програми USAID «Демократичне врядування у Східній Україні».

*****

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У світі, USAID є однією з провідних установ у сфері розвитку, яка виконує роль каталізатора цих процесів та допомагає досягати позитивних результатів. Діяльність USAID є проявом доброчинності американського народу, а також підтримує просування країн-отримувачів допомоги до самостійності та стійкості та сприяє забезпеченню національної безпеки та економічного добробуту США. Партнерські стосунки з Україною USAID підтримує з 1992 року; за цей час, загальна вартість допомоги, наданої Україні з боку Агентства, склала понад 3 млрд. доларів США. До поточних стратегічних пріоритетів діяльності USAID в Україні належать зміцнення демократії та механізмів досконалого врядування, сприяння економічному розвитку та енергетичній безпеці, вдосконалення систем охорони здоров'я та пом’якшення наслідків конфлікту у східних регіонах. Для того, щоб отримати додаткову інформацію про діяльність USAID, просимо Вас звертатися до Відділу зв’язків з громадськістю Місії USAID в Україні за тел. (+38 044) 521-57-53. Також пропонуємо завітати на наш вебсайт: http://www.usaid.gov/ukraine, або на сторінку у Фейсбук: https://www.facebook.com/USAIDUkraine.

ДЛЯ НЕГАЙНОГО ПОШИРЕННЯ Повідомлення для ЗМІ

«Схід демократичних можливостей» - на Донеччині обговорять перспективи розвитку муніципалітетів та громад області

(м. Маріуполь) – 12 березня у готелі «Посейдон» (м. Маріуполь, Приморський бульвар, 19) відбудеться форум місцевого самоврядування для представників Донецької обласної державної адміністрації, мерів міст, керівників адміністративних, соціальних та медичних департаментів районних державних адміністрацій області. Форум слугуватиме платформою для обговорення перспектив для співпраці, які проект USAID «Демократичне врядування у Східній Україні» надаватиме партнерським громадам та містам для розвитку учасницьких моделей належного врядування, надання якісних державних послуг населенню, розширення організаційної спроможності органів місцевого самоврядування та професійного розвитку посадовців. Форум сприятиме налагодженню діалогу між представниками місцевої влади області та допоможе

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об’єднати зусилля для участі у процесах зміцнення демократичного врядування, розвитку та реформування сходу України. Представники місцевого самоврядування Донецької області отримають можливість поспілкуватися з експертами проекту USAID «Демократичне врядування у Східній Україні» та отримати рекомендації, які допоможуть напрацювати партнерські звʼязки та вибудувати чіткі алгоритми для подальшої співпраці. Початок форуму – 12 березня о 10:00, конференц-хол готелю «Посейдон». Додаткова інформація для ЗМІ за телефоном: 050-416-33-74, контактна особа – Олександр Рябий, регіональний директор проекту USAID «Демократичне врядування у Східній Україні».

*****

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ДЛЯ НЕГАЙНОГО ПОШИРЕННЯ Повідомлення для ЗМІ

(м. Святогірськ) – 2 березня у готелі «Роше Роял» (м. Святогірськ, вул. Курортна, 21) відбудеться форум місцевого самоврядування для представників Донецької обласної державної адміністрації, мерів міст, керівників адміністративних, соціальних та медичних департаментів районних державних адміністрацій області. Форум слугуватиме платформою для обговорення перспектив для співпраці, які програма USAID «Демократичне врядування у Східній Україні» надаватиме партнерським громадам та містам для розвитку учасницьких моделей належного врядування, надання якісних державних послуг населенню, розширення організаційної спроможності органів місцевого самоврядування та професійного розвитку посадовців. Форум сприятиме налагодженню діалогу між представниками місцевої влади області та допоможе об’єднати зусилля для участі у процесах зміцнення демократичного врядування, розвитку та реформування сходу України. Представники місцевого самоврядування Донецької області отримають можливість поспілкуватися з експертами програми USAID «Демократичне врядування у Східній Україні» та отримати рекомендації, які допоможуть напрацювати партнерські звʼязки та вибудувати чіткі алгоритми для подальшої співпраці. Початок форуму – 2 березня о 10:00, конференц-хол готелю «Роше Роял». Додаткова інформація для ЗМІ за телефоном: 095-415-77-95, контактна особа – Володимир Аредов, спеціаліст з урядування програми USAID «Демократичне врядування у Східній Україні».

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допомоги до самостійності та стійкості та сприяє забезпеченню національної безпеки та економічного добробуту США. Партнерські стосунки з Україною USAID підтримує з 1992 року; за цей час, загальна вартість допомоги, наданої Україні з боку Агентства, склала понад 3 млрд. доларів США. До поточних стратегічних пріоритетів діяльності USAID в Україні належать зміцнення демократії та механізмів досконалого врядування, сприяння економічному розвитку та енергетичній безпеці, вдосконалення систем охорони здоров'я та пом’якшення наслідків конфлікту у східних регіонах. Для того, щоб отримати додаткову інформацію про діяльність USAID, просимо Вас звертатися до Відділу зв’язків з громадськістю Місії USAID в Україні за тел. (+38 044) 521-57-53. Також пропонуємо завітати на наш вебсайт: http://www.usaid.gov/ukraine, або на сторінку у Фейсбук: https://www.facebook.com/USAIDUkraine.

ДЛЯ НЕГАЙНОГО ПОШИРЕННЯ Прес-реліз

Схід демократичних можливостей - на Донеччині обговорили перспективи розвитку муніципалітетів та громад області (м. Святогірськ) – 2 березня проект USAID «Демократичне врядування у Східній Україні» (DG East) провів форум місцевого самоврядування. Понад 30 учасників - представників та представниць Донецької обласної державної адміністрації, мери міст, керівники адміністративних, соціальних та медичних департаментів районних державних адміністрацій області, зібралися, щоб окреслити перспективи співпраці з проектом DG East. Форум став платформою для обговорення нових можливостей, які проект DG East надаватиме партнерським громадам та містам для розвитку учасницьких моделей належного врядування, надання якісних державних послуг населенню, розширення організаційної спроможності органів місцевого самоврядування та професійного розвитку посадовців. Тетяна Збицька, перша заступниця голови Мар'їнської РДА, відзначила нові можливості, які можна отримати завдяки тісній співпраці з колегами з інших міст та районів, об’єднавши зусилля для участі у процесах зміцнення демократичного врядування, розвитку та реформування сходу України. «Ми розуміємо, що люди прагнуть змін. Чекаємо на нові можливості навчання, впровадження кращих практик та спроможність змінити систему взаємовідносин між органами влади та громадою. Має бути довіра - населення до влади і влади до населення, тоді і зміни відбуватимуться швидше», - сказала пані Тетяна.

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Форум надав можливість представникам та предстаницям місцевого самоврядування Донецької області напрацювати партнерські звʼязки та вибудувати чіткі алгоритми для подальшої співпраці. Олена Парамонова, директор департаменту адміністративних послуг Маріупольської міської ради, відзначила пріоритетні напрямки, які міська рада зацікавлена розвивати спільно з проектом DG East. За словами пані Олени, Маріуполь відкритий до співпраці. «Обмін досвідом, спілкування з колегами з інших міст, розуміння нових тенденцій врядування, розвиток сервісів для підвищення рівня послуг - основні напрямки, які нам цікаві для співпраці», - сказала пані Олена. Наступний форум місцевого самоврядування проекту DG East пройде у м. Маріуполь 12 березня. ***** У світі, USAID є однією з провідних установ у сфері розвитку, яка виконує роль каталізатора цих процесів та допомагає досягати позитивних результатів. Діяльність USAID є проявом доброчинності американського народу, а також підтримує просування країн-отримувачів допомоги до самостійності та стійкості та сприяє забезпеченню національної безпеки та економічного добробуту США. Партнерські стосунки з Україною USAID підтримує з 1992 року; за цей час, загальна вартість допомоги, наданої Україні з боку Агентства, склала понад 3 млрд. доларів США. До поточних стратегічних пріоритетів діяльності USAID в Україні належать зміцнення демократії та механізмів досконалого врядування, сприяння економічному розвитку та енергетичній безпеці, вдосконалення систем охорони здоров'я та пом’якшення наслідків конфлікту у східних регіонах. Для того, щоб отримати додаткову інформацію про діяльність USAID, просимо Вас звертатися до Відділу зв’язків з громадськістю Місії USAID в Україні за тел. (+38 044) 521-57-53. Також пропонуємо завітати на наш вебсайт: http://www.usaid.gov/ukraine, або на сторінку у Фейсбук: https://www.facebook.com/USAIDUkraine.

ДЛЯ НЕГАЙНОГО ПОШИРЕННЯ Повідомлення для ЗМІ

USAID підтримає розвиток громадянського суспільства сходу України (м. Сєвєродонецьк) – 22 березня у готелі «Мир» (м. Сєвєродонецьк, вул. Лисичанська, 1) відбудеться форум громадянського суспільства, який організовує проект USAID «Демократичне врядування у Східній Україні» (DG East). Близько сотні представників та представниць

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громадських організацій та громадських об’єднань Донецької та Луганської областей зберуться, аби обговорити нові можливості та окреслити виклики, які стоять перед громадянським суспільством сходу України. Форум стане платформою для напрацювання ідей та підвищення рівня взаємодії між неурядовими організаціями регіону, побудови механізмів ефективного залучення громадян до прийняття рішень на місцях, побудови зовнішніх комунікацій та налагодження партнерських зв’язків. Спільно з тренерами проекту USAID «Демократичне врядування у Східній Україні» представники третього сектору напрацюють спільне бачення для подальшого розвитку громадянського суспільства сходу України та обговорять напрямки для партнерства, які проект буде підтримувати. Директорка регіональної місії Агентства США з міжнародного розвитку в Україні та Білорусі Сюзан Фрітц візьме участь у відкритті форуму. Початок форуму – 22 березня о 10:00, конференц-хол готелю «Мир». Додаткова інформація для ЗМІ за телефоном: 095-205-19-00, контактна особа – Іван Мукомел, менеджер з впровадження проектної діяльності проекту USAID «Демократичне врядування у Східній Україні».

***** У світі, USAID є однією з провідних установ у сфері розвитку, яка виконує роль каталізатора цих процесів та допомагає досягати позитивних результатів. Діяльність USAID є проявом доброчинності американського народу, а також підтримує просування країн-отримувачів допомоги до самостійності та стійкості та сприяє забезпеченню національної безпеки та економічного добробуту США. Партнерські стосунки з Україною USAID підтримує з 1992 року; за цей час, загальна вартість допомоги, наданої Україні з боку Агентства, склала понад 3 млрд. доларів США. До поточних стратегічних пріоритетів діяльності USAID в Україні належать зміцнення демократії та механізмів досконалого врядування, сприяння економічному розвитку та енергетичній безпеці, вдосконалення систем охорони здоров'я та пом’якшення наслідків конфлікту у східних регіонах. Для того, щоб отримати додаткову інформацію про діяльність USAID, просимо Вас звертатися до Відділу зв’язків з громадськістю Місії USAID в Україні за тел. (+38 044) 521-57-53. Також пропонуємо завітати на наш вебсайт: http://www.usaid.gov/ukraine, або на сторінку у Фейсбук: https://www.facebook.com/USAIDUkraine.

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ДЛЯ НЕГАЙНОГО ПОШИРЕННЯ Повідомлення для ЗМІ

Управлінці Луганщини вивчатимуть нові підходи до надання послуг громадянам (м. Сєвєродонецьк) – 22 березня у готелі «Мир» (м. Сєвєродонецьк, вул. Лисичанська, 1) відбудеться тренінг для представників та представниць місцевого самоврядування Луганської області, направлений на підвищення рівня надання послуг громадянам та вдосконалення організаційної спроможності посадовців на місцях. Підготовка фахівців за міжнародною методологією дозволить краще реагувати на потреби населення та виявити причини невідповідності сучасним стандартам. Тренери проекту USAID «Демократичне врядування у Східній Україні» запропонують рішення для модернізації бізнес-процесів в сфері надання послуг на місцевому рівні, обговорять дієві управлінські механізми та успішні моделі участі громадян у процесах прийняття рішень на місцях, сприятимуть налагодженню діалогу між владою та громадами. Представники місцевого самоврядування Луганської області отримають практичні рекомендації, які допоможуть успішно вибудовувати зовнішні комунікації з громадянами та впроваджувати стратегічне планування для здійснення ефективного управління. В муніципалітетах та громадах Луганської області зможуть розробляти нові, орієнтовані на результат, учасницькі моделі надання послуг громадянам. Директорка регіональної місії Агентства США з міжнародного розвитку в Україні та Білорусі Сюзан Фрітц візьме участь у відкритті події. Початок тренінгу – 22 березня о 9:00, конференц-хол готелю «Мир». Додаткова інформація для ЗМІ за телефоном: 095-415-77-95, контактна особа – Володимир Аредов, спеціаліст з урядування проекту USAID «Демократичне врядування у Східній Україні».

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зміцнення демократії та механізмів досконалого врядування, сприяння економічному розвитку та енергетичній безпеці, вдосконалення систем охорони здоров'я та пом’якшення наслідків конфлікту у східних регіонах. Для того, щоб отримати додаткову інформацію про діяльність USAID, просимо Вас звертатися до Відділу зв’язків з громадськістю Місії USAID в Україні за тел. (+38 044) 521-57-53. Також пропонуємо завітати на наш вебсайт: http://www.usaid.gov/ukraine, або на сторінку у Фейсбук: https://www.facebook.com/USAIDUkraine.

ДЛЯ НЕГАЙНОГО ПОШИРЕННЯ Прес-реліз

ГО НАПРАЦЮЮТЬ СПІЛЬНЕ БАЧЕННЯ ДЛЯ ПОДАЛЬШОГО РОЗВИТКУ ГРОМАДЯНСЬКОГО СУСПІЛЬСТВА СХОДУ УКРАЇНИ (м. Сєвєродонецьк, 22 березня) – Близько сотні представників та представниць громадських організацій (ГО) та об’єднань Донецької та Луганської областей зібралися на триденному форумі громадянського суспільства у м. Сєвєродонецьк аби обговорити нові можливості та окреслити виклики, які стоять перед громадянським суспільством сходу України. Форум організовано в рамках проекту USAID «Демократичне врядування у Східній Україні». Протягом трох днів представники третього сектору, спільно з тренерами проекту USAID, напрацюють спільне бачення для подальшого розвитку громадянського суспільства сходу України та обговорять напрямки для партнерства, які підтримає проект USAID.

«Проект USAID «Демократичне врядування у Східній Україні» покликаний надавати нові можливості для громадян та місцевих владних інституцій. Ми будемо разом працювати над зростанням суспільної впевненості та довіри, створенням можливостей для регіону очолити європейські демократичні перетворення країни, - зазначила під час привітання Сюзан Фрітц, директорка регіональної місії Агентства США з міжнародного розвитку в Україні та Білорусію (USAID). - Ми хочемо більше дізнатися про ваші потреби та виклики, які стоять на шляху реформ, та допомогти побудувати сучасну, інклюзивну східну Україну».

Вікторія Вороніна, заступниця міністра з питань тимчасово окупованих територій та ВПО України, відзначила, що Уряд США вже не першій рік підтримує Україну на шляху реформування. «Проект USAID відповідає пріоритетам нашого Уряду з відновлення миру в східних регіонах та інтеграції ВПО у громади. Проект буде працювати над залученням громадян до прийняття рішень, розширенням їхніх прав та можливостей. Ці процеси вимагають чимало роботи, проте спільні зусилля представників

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громадянського суспільства, місцевої влади та міжнародних партнерів допоможуть цього досягнути більш ефективно».

Сергій Пронкін, голова ГО «Нова Дружківка», завдяки форуму хоче віднайти партнерів для спільного впровадження нових проектів та поширити співпрацю на нові міста та громади. «Є запит від громади на розвиток інклюзивного безпечного середовища. Ми, в першу чергу, прагнемо досягти рівня організаційного розвитку, коли наша громадська організація стане більш сталою та фінансуватися з місцевих джерел», - зазначив пан Пронкін.

***** У світі, USAID є однією з провідних установ у сфері розвитку, яка виконує роль каталізатора цих процесів та допомагає досягати позитивних результатів. Діяльність USAID є проявом доброчинності американського народу, а також підтримує просування країн-отримувачів допомоги до самостійності та стійкості та сприяє забезпеченню національної безпеки та економічного добробуту США. Партнерські стосунки з Україною USAID підтримує з 1992 року; за цей час, загальна вартість допомоги, наданої Україні з боку Агентства, склала понад 3 млрд. доларів США. До поточних стратегічних пріоритетів діяльності USAID в Україні належать зміцнення демократії та механізмів досконалого врядування, сприяння економічному розвитку та енергетичній безпеці, вдосконалення систем охорони здоров'я та пом’якшення наслідків конфлікту у східних регіонах. Додаткову інформацію про діяльність USAID можна отримати у Відділу зв’язків з громадськістю Місії USAID в Україні за тел. (+38 044) 521-57-53. на вебсайті: http://www.usaid.gov/ukraine, або сторінці Фейсбук: https://www.facebook.com/USAIDUkraine.

ДЛЯ НЕГАЙНОГО ПОШИРЕННЯ Прес-реліз

УПРАВЛІНЦІ ДОНЕЧЧИНИ ЗМОЖУТЬ НАДАВАТИ ПОСЛУГИ ГРОМАДЯНАМ ЗА НОВИМИ МІЖНАРОДНИМИ СТАНДАРТАМИ (м. Сєвєродонецьк, 22 березня) – Понад сорок представників та представниць місцевого самоврядування Луганської області зібралися на тренінг, направлений на підвищення рівня надання послуг громадянам та вдосконалення організаційної спроможності посадовців на місцях. Форум організовано в рамках проекту USAID «Демократичне врядування у Східній Україні». Протягом трьох днів управлінці Луганщини спільно з тренерами проекту USAID опрацьовуватимуть міжнародну методологію, яка дозволить краще реагувати на потреби населення, виявити причини невідповідності

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сучасним стандартам та допоможуть модернізувати бізнес-процеси в сфері надання послуг на місцевому рівні.

«Проект USAID «Демократичне врядування у Східній Україні» покликаний надавати нові можливості для громадян та місцевих владних інституцій - зазначила під час привітання Сюзан Фрітц, директорка регіональної місії Агентства США з міжнародного розвитку в Україні та Білорусію (USAID). - Для нас це можливість продемонструвати, як розвиватиметься наше довгострокове партнерство з місцевою владою, громадянами та громадами на сході України. Ми хочемо, аби ви дізналися більше про проект, наші підходи до розбудови організаційної спроможності та сталого, сучасного врядування на сході України».

Ірина Шакун, помічниця заступника голови Луганської ОДА, говорить про необхідність налагодження ефективної комунікації між владою та громадою та окреслює перспективні напрямки розвитку сфери надання послуг. «Ми маємо працювати над розвитком електронної демократії та е-урядування, аби надавачі та споживачі послуг могли отримувати якісне та доступне обслуговування», - зазначила пані Шакун.

Михайло Снопенко, заступник директора – начальник управління міжнародної технічної допомоги, європейської інтеграції та інвестиційної діяльності департаменту зовнішніх зносин Луганської ОДА, відзначив, що співпраця з проектом USAID «Демократичне врядування у Східній Україні» відкриває нові можливості для розвитку громадянського суспільства та реформування підходів до роботи місцевої влади. «Я сподіваюся на активну підтримку ініціатив Луганської ОДА та інституцій, які створені на базі університетів. Стратегічне планування та розвиток особистісних компетенецій управлінців є для нас пріоритетними в подальшому розвитку».

***** У світі, USAID є однією з провідних установ у сфері розвитку, яка виконує роль каталізатора цих процесів та допомагає досягати позитивних результатів. Діяльність USAID є проявом доброчинності американського народу, а також підтримує просування країн-отримувачів допомоги до самостійності та стійкості та сприяє забезпеченню національної безпеки та економічного добробуту США. Партнерські стосунки з Україною USAID підтримує з 1992 року; за цей час, загальна вартість допомоги, наданої Україні з боку Агентства, склала понад 3 млрд. доларів США. До поточних стратегічних пріоритетів діяльності USAID в Україні належать зміцнення демократії та механізмів досконалого врядування, сприяння економічному розвитку та енергетичній безпеці, вдосконалення систем охорони здоров'я та пом’якшення наслідків конфлікту у східних регіонах. Додаткову інформацію про діяльність USAID можна отримати у Відділу зв’язків з громадськістю Місії USAID в Україні за тел. (+38

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044) 521-57-53. на вебсайті: http://www.usaid.gov/ukraine, або сторінці Фейсбук: https://www.facebook.com/USAIDUkraine.

ДЛЯ НЕГАЙНОГО ПОШИРЕННЯ Повідомлення для ЗМІ

У Маріуполі відбудеться форум співвласників багатоквартирних будинків

(м. Маріуполь) – 25 квітня у готелі «Посейдон» (м. Маріуполь, Приморський бульвар, 19) відбудеться форум для представників організацій співвласників багатоквартирних будинків, місцевого самоврядування та організацій громадянського суспільства Луганської та Донецької областей щодо ефективного управління багатоквартирними будинками. Форум організовано проектом USAID «Демократичне врядування у Східній Україні». Він слугуватиме платформою для обговорення перспектив для співпраці, які проект надаватиме партнерським громадам та містам, розвитку партнерських відносин між ОСББ, ініціативними групами та представниками місцевого самоврядування, та сприятиме розвитку концепції добросусідства. Разом із залученимии експертами, протягом двох днів учасники розглянуть успішний досвід інших міст з впровадження нових технологій управління ОСББ – створенню ресурсних центрів підтримки та розвитку ОСББ, співпраці з міськими департаментами у сфері охорони навколишнього середовища, енергоефективності та інклюзивності, поліцією, організаціями громадянського суспільства та ІТ-кластером. Учасники отримають можливість разом з експертами проекту USAID «Демократичне врядування у Східній Україні» напрацювати рекомендації, які допоможуть подальшому впровадженню успішних практик роботи ОСББ в Донецькій та Луганській областях, налагодженню комунікації з державними структурами та ОГС для прозорого та чіткого функціонування житлових об’єднань. Початок форуму – 25 квітня о 10:00, конференц-хол готелю «Посейдон». Додаткова інформація для ЗМІ за телефоном: 067-44-33-172, контактна особа – Ніна Подколзіна, спеціаліст із залучення громадськості проекту USAID «Демократичне врядування у Східній Україні».

*****

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ДЛЯ НЕГАЙНОГО ПОШИРЕННЯ Прес-реліз

USAID підтримає створення «Мультицентру» у Маріуполі

(м. Маріуполь, 29 травня) – Представники Агентства США з міжнародного розвитку (USAID) разом з міською владою відвідали будівельний майданчик майбутнього соціального офісу «Мультицентр» в Лівобережному районі міста Маріуполь, де після відкриття будуть надавати біля 400 адміністративних послуг. За проектом, у «Мультицентрі» містяни зможуть отримати адміністративні, комунальні, соціальні та пенсійні послуги, а також тут розташується РАЦС Лівобережного району міста. Особливістю проекту стане оглядовий майданчик, який розташується на даху центру з зоною відпочинку та лекторієм. «Протягом декількох років USAID допомагає створювати сучасні центри надання адміністративних послуг по всій країні. В Маріуполі це вже другий центр, що створюється за нашої підтримки. Біля 1200 осіб зможуть користуватися послугами нового адміністративного сервісного центру щодня, з яких близько 20% відвідувачів – люди з непідконтрольних Україні територій. Ми вважаємо «Мультицентр» установою наступного покоління. USAID та Маріупольська міська рада є партнерами в реалізації цього проекту – міська рада проводить будівельні роботи, а ми надаємо необхідне обладнання та меблі загальною вартістю біля півмільйона доларів США. Будівля дуже гарно зпроектована, і ті

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сервіси, які надаватимуться тут, будуть доступні для всіх верств населення, включно з маломобільними групами», - зазначила Марго Елліс, заступниця керівника Бюро USAID у справах країн Європи та Євразії під час оглядового візиту будівництва «Мультицентру». Проект USAID «Демократичне врядування у Східній Україні» надасть технічну й експертну допомогу Маріупольській міській раді із закупкою необхідних меблів та обладнання для облаштування близько 120 робочих місць нового «Мультицентру». За підтримки проекту USAID персонал центру зможе пройти навчання та тренінги з клієнтоорієнтованого надання послуг, курси професійного розвитку, а також пройти стажування в інших передових центрах надання адміністративних послуг країни. Працівники центру отримають новий практичний досвід роботи в рамках концепту Smart City, електронного урядування, навчатьcя користуватися смарт-інструментами та надавати містянам якісні адміністративні послуги. «Половина робочих місць «Мультицентру», які будуть створені для обслуговування містян, є новими. Це дуже важливо для розвитку міста. Весь персонал буде відібрано на конкурсній основі, пройде навчання з клієнтоорієнтованого підходу надання послуг. Ми проводимо аналіз звернень та моніторинг якості обслуговування населення, та враховуємо в подальшій роботі центру. В інших центрах міста надається близько 240 видів послуг. В «Мультицентрі» будуть доступні нові послуги – наприклад, видача водійських посвідчень, реєстрація шлюбів та цивільних актів. А представники комунальних підприємств міста теж отримають можливість працювати з громадянами», - сказала Олена Парамонова, директор Департаменту адміністративних послуг Маріупольської міської ради.

Запланована дата відкриття «Мультицентру» - кінець вересня на день міста Маріуполь.

***** У світі, USAID є однією з провідних установ у сфері розвитку, яка виконує роль каталізатора цих процесів та допомагає досягати позитивних результатів. Діяльність USAID є проявом доброчинності американського народу, а також підтримує просування країн-отримувачів допомоги до самостійності та стійкості та сприяє забезпеченню національної безпеки та економічного добробуту США. Партнерські стосунки з Україною USAID підтримує з 1992 року; за цей час, загальна вартість допомоги, наданої Україні з боку Агентства, склала понад 3 млрд. доларів США. До поточних стратегічних пріоритетів діяльності USAID в Україні належать зміцнення демократії та механізмів досконалого врядування, сприяння економічному розвитку та енергетичній безпеці, вдосконалення систем охорони здоров'я та пом’якшення наслідків конфлікту у східних регіонах. Додаткову інформацію про діяльність USAID можна отримати у Відділу зв’язків з громадськістю Місії USAID в Україні за тел. (+38 044) 521-57-53. на вебсайті: http://www.usaid.gov/ukraine, або сторінці Фейсбук: https://www.facebook.com/USAIDUkraine.

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ATTACHMENT B: Public Outreach Documents

Figure 37: APS info graphic explaining application processes, page 1

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Figure 38: APS info graphic explaining application processes, page 2

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Figure 39: USAID DG East factsheet

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ATTACHMENT C: PERFORMANCE DATA TABLE

Collectio FY 2019 DGE Indicator Description n Baseline Activities related to indicator (notes) # Target Actual Methods Program Goal: Strengthen the connection and trust between citizens and their government in Eastern Ukraine Sentinel| 01 Trust in local authorities (SCORE dimension) 3.4 n/a n/a SCORE Sentinel| SCORE survey in progress; data will be available in mid- 02 Progressive EU orientation (SCORE dimension) 3.9 n/a n/a SCORE November 2019 Sentinel| 03 Support for reforms (SCORE dimension) 7.2 n/a n/a SCORE Objective 1: Greater acceptance of a shared civic culture based on common values and understanding Outcome| 04 Level of civic optimism (SCORE dimension) 4.1 4.6 n/a SCORE SCORE survey in progress; data will be available in mid- Percentage of respondents expressing confidence and Outcome| November 2019 05 4.5 5% n/a understanding of key reforms [change in] SCORE City Accessibility Analysis (NGO Nova Druzhkivka) – this activity has helped create a coalition as different interest Outcome| 06 Number of civic coalitions formed 0 2 1 groups (civic activists, citizens, local authorities) worked DG East jointly to promote Druzhkivka city accessibility issue and improve the accessibility conditions Sub-Objective 1.1: Increased interaction of citizens with civil society groups

10 activities:  NGO Forum for 57 representatives of Donetsk and Luhansk regions  3rd Local Government Forum – 6  Community Development Forum in Mariupol – 52  OSBB Forum for Donetsk and Luhansk oblast “From one Number of CSOs and other civic actors receiving Output| ownership to Good Neighbors cohesion” – 40 07 0 25 196 USG assistance DG East  Selection and training of 3 PCs in Luhansk and Donetsk oblasts – 12  Trainings for PHC staff – 10  RoboFest – 3  FC2U – 1  ISPI Conference –1  Youth Forum – 14

Collectio FY 2019 DGE Indicator Description n Baseline Activities related to indicator (notes) # Target Actual Methods 4 activities:  FC2U – 56 Output|  Youth mobilization in Kryzke village – 36 Number of people engaged in CSO/CS group 08 DG East| 0 200 278  activities BUR camp, new opportunities for the East (NGO LEF) Grantees Part 1 – 120  City Accessibility Analysis (NGO Nova Druzhkivka) – 66

 FC2U (KRA_G_001)  FC2U festivals, Part 2 (KRA_G_004)  Youth mobilization in Kryzke village (SEV_G_001)  BUR camp, new opportunities for the East (NGO LEF) Part1 (KRA_G_003)  BUR camp, new opportunities for the East (NGO LEF) Part 2 (KRA_G_006)  City Accessibility Analysis (NGO Nova Druzhkivka) Output| (KRA_G_002) 09 Number of grants issued 0 30 10 DG East  Mariupol Multicenter development: improving service delivery, support Mariupol ASC with IT equipment and furniture (MAR_G_001)  “AWARENESS + ACTIVITY = SUCCESSFULL COMMUNITY” (SEV_G_018)  Seeking Solutions, Increasing Political Participation (KYV- 002-G-001)  Kurakhove City Council - Kurakhove Administrative Services Center (KRA-021-G-005) Sub-Objective 1.2: Increased understanding of reform and participatory governance processes Percentage of respondents consuming news or Outcome information about reforms and related events IRI Data will be obtained from IRI’s research 10 0% 15% n/a [change in]

Outcome| Data will be obtained through research set to start in Percentage of LGEs demonstrating performance 11 DG East 0 15% n/a October; data will be available in late November 2019. RFP improvement (Capacity was published. assessment)

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Collectio FY 2019 DGE Indicator Description n Baseline Activities related to indicator (notes) # Target Actual Methods Output| 12 Number of local HICD/OPI consultants assisted 0 20 0 Activities shifted to the FY 2020 DG East

20 activities with 718 LGE representatives (157 males and 561females):  1st Local Government Forum – 42  Service + IDLO Training for Multicenter Staff – 117  2nd Local Government Forum – 29  3rd Local Government Forum – 20  City Accessibility Analysis (NGO Nova Druzhkivka) – 34  Community Development Forum in Mariupol – 6  FC2U, People Change a City, and a Community Changes Ukraine – 6  HICD training for Luhansk LGEs – 41  HICD training for Donetsk LGEs – 33  OSBB Forum for Donetsk and Luhansk oblasts “From Output| 13 Number of LGE representatives trained 0 115 718 one ownership to Good Neighbors cohesion” – 20 DG East  Integrating mobile box service delivery practices at ASCs and DSPs in Donetsk and Luhansk oblasts – 59  ISPI Conference –13  Mariupol Multicenter development for improving services for people, Study Tour to Kharkiv – 20  Mariupol Multicenter development, Study Tour to Drohobych – 18  Selection and training of 3 PCs in Luhansk and Donetsk oblasts – 15  SMART CITY Study Tour – 43  Svatove DSP replication – 32  Trainings for Mariupol Multicenter specialists – 76  Trainings for PHC staff – 8  Transparency and Procurement System – 86

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Collectio FY 2019 DGE Indicator Description n Baseline Activities related to indicator (notes) # Target Actual Methods Sub-Objective 1.3: Further development of Ukrainian civic identity Outcome| SCORE survey in progress, data will be available in the mid- 14 Pluralistic Ukrainian identity (SCORE dimension) 6.9 7.4 n/a SCORE November 2019 12 civic/cultural events:  NGO Forum  Youth Forum  RoboFest (IT conference; Smart Picnic) – 2 Number of civic/cultural events supported by USG Output| 15 0 30 12  Roundtable with representatives of youth platforms assistance DG East  FC2U Festivals in Vugledar, Volnovaha, Mangush) – 3  Mariupol for Future: festival of innovations  Youth mobilization in Kryzke village (Youth Platform opening; Youth Council meeting) – 2 12 civic/cultural events (male 6,781 and female 7,497):  NGO Forum  Youth Forum  RoboFest (IT conference; Smart Picnic) – 2 Number of direct beneficiaries from civic/cultural Output| 16 0 10,000 14,278  Roundtable with representatives of youth platforms activities Grantees  FC2U in Vugledar, Volnovaha, Mangush – 3  Mariupol for Future: festival of innovations  Youth mobilization in Kryzke village (Youth Platform opening; Youth Council meeting) – 2 GNDR-8. Number of persons trained with USG assistance to advance outcomes consistent with 2 activities (27 males and 45 females): Output| 17 gender equality or female empowerment through 0 150 72  FC2U DG East their roles in public or private sector institutions or  Trainings for PHC staff organizations Objective 2: Increase participation to improve Ukraine’s governance and reform processes and help resolve community problems

Outcome| 18 Infrastructure services (SCORE dimension) 5.9 6.4 n/a SCORE SCORE survey in progress, data will be available in the mid- November 2019 Negative stereotypes towards IDPs (SCORE Outcome| 19 2.3 1.8 n/a dimension) SCORE

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Sub-Objective 2.1: Increased integration of separated, marginalized, or isolated populations Collectio FY 2019 DGE Indicator Description n Baseline Activities related to indicator (notes) # Target Actual Methods Outcome| Percentage of respondents reporting improved Data will be obtained through research set to start in DG East 20 service delivery in underserved areas and/or among 0 3% n/a October; data will be available in late November 2019. RFP (Satisfactio vulnerable and marginalized populations [change in] was published. n Survey) Number of "tangible outcomes” (e.g. new policy 2 activities: adopted, service delivery implemented, infrastructure Output|  Integrating “mobile box” service delivery practice at 21 0 35 21 project completed, etc.) attained in activity DG East ASCs and DSPs in Donetsk and Luhansk oblasts – 20 communities  Svatove DSP replication, renewal of the district DSP –1 Number of DG East civic activity beneficiaries Outcome| Data will be obtained through research set to start in 22 reporting improved governance in geographic activity DG East 0 1,350 n/a October; data will be available in late November 2019. RFP areas was published. Sub-Objective 2.2: Effective advocacy by local actors on relevant national and regional-level policies Outcome| Community Score Card (CSC) Pilot Results in DG East Percentage change in communities’ satisfaction with Rubizhne Municipality, Luhansk Oblast (index): (Communit 23 implementation and impact of community-driven 2.6 (0%) 2% n/a  for citizens – 2.6 y Score priorities  for municipality (self-evaluation) – 4.8 Card) This is the baseline for the next surveys.

DR.4.2-2 Number of CSOs receiving USG assistance Output| 24 0 10 0 Activities shifted to the FY 2020 engaged in advocacy interventions DG East Sub-Objective 2.3: Improved local governance processes and capacities

2 activities (male 52 and female 94): Number of participants in community-driven Output|  From Country to Ukraine (KRA_G_001) 25 0 200 146 exercises DG East  From Country to Ukraine festivals, Part 2 (KRA_G_004)

Number of local council and commission members 1 activity (10 male and 9 female): Output| 26 trained on decision-making to advocate for 0 120 19  Selection and training of 3 PCs in Luhansk and Donetsk DG East community reforms oblasts

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ATTACHMENT E: SUCCESS STORIES PROMOTING CULTURAL UNITY IN UKRAINE Cultural Festivals Bring To celebrate Ukraine's authenticity and cultural heritage, and highlight Shared National Values relationships, history, and common values, USAID-funded Democratic Governance East Activity stimulates cultural development in eastern cities and a State of Unity to through festivals. Eastern Ukraine The USAID Democratic Governance East Activity (DG East) works to strengthen the connection and trust between citizens and their government in Eastern Ukraine by promoting good governance and an inclusive civic identity, increasing interaction between citizens and civil society and building opportunities for the region to lead Ukraine's democratic transformation. In 2019, DG East identified the opportunity to advance common civic values and promote a unified Ukraine through a partnership with the From a Country to Ukraine (FC2U) initiative, a traveling cultural and educational festival. Originating in Eastern Ukraine as a cultural identity festival, it quickly expanded after organizing several successful events. This year, it will be held for the sixth time and will facilitate events in 18 cities across Ukraine. In Eastern Ukraine, DG East supports FC2U in its efforts to bring festivals to nine cities in 2019, aiming to attract approximately 20,000 attendees. The festivals unite people across regions to strengthen a budding inclusive identity, showcase Ukraine’s positive changes, and connect residents with their local leadership. The festivals will revitalize cities and towns, allowing communities to land on Ukraine’s cultural map and demonstrate their creative potential, exciting culture, and unique local Maksym Mokryi from Vuhldar, a coal-mining features. DG East-supported festivals are about to begin in late September town in Eastern Ukraine, during the Cultural 2019. Management Academy, the first step in bringing FC2U festivals to eastern cities. “The festival was first held in 2014. Despite time and funding constraints, Being a miner himself, Maksym followed the 500 people traveled from Kyiv to Donbas that summer. We were one of cultural development path, hoping his the first cultural events in de-occupied Sloviansk,” recalls Denys participation in festivals will help Vuhledar Bloshchinskyi, FC2U leader and founder. Since 2014, FC2U has been residents re-evaluate what they believe in and encourage widespread involvement in dedicated to developing the eastern region and continues to work on cultural activities. shifting the cultural mindset in Eastern Ukraine.

In recent years, the demand for events has grown large. With DG East PHOTO: USAID DG East Activity/FC2U support, FC2U provided two training workshops for local organizing teams comprised of grassroots civil society members, businesses, and local government representatives. The trainings were facilitated by the FC2U team in a training course, the Cultural Management Academy, which originally started as an extensive workshop series for those experienced in organizing cultural events and has since evolved into two complete extensive 5-day long modules. The trainings shared FC2U tactics for making the festivals engaging for visitors, provided tools to allow facilitators to coordinate with local stakeholders during festival planning and rollout stages, and encouraged training participants to become local 128

change-makers and activists. The Academy gave participants skills and knowledge on project management, teambuilding, communications and public relations, fundraising, human capital management, advocacy, and cooperation techniques with local authorities. To bring the festival to a city, local teams of activists had to pitch their festival concepts in a tough competition during the Academy, which were judged by Academy leaders based on inclusion of citizen engagement activities, civil society development topics, links with local businesses, and establishing positive connections with authorities. Vuhledar, a town close to the NGCA area, is taking part in the festival for the second time. Last year, the local team aimed to transform perception of the city from being a “bedroom community” to a cultural hub with events and a comfortable environment. After a successful initial event, this year the festival is receiving the City Council’s public support. “Last year, we set the standards high by being one of the top events in the city,” says Andriy Silych, Vuhledar mayor. He adds, “Vuhledar needs festivals like this.” Maksym Mokryi, local coal miner and Vuhledar organizing team member, acknowledges that others were surprised by his involvement in the festival activities. “When I went to the Academy in June, my colleagues wondered why I needed to go. They think cultural events are not designed for coal miners. I wanted to change my day-to-day routine, step away from coal a Posters located all around Vuhledar ahead of bit, and tried it. Now, the Academy is over, and our team was considered festival dates, inviting local residents for a among the most creative ones, coming back to the city with a festival,” variety of activities. Vuhledar opened a Mokryi sums up. He hopes his involvement will help local residents re- series of DG East-supported festivals in evaluate what they believe in and encourage widespread involvement in Eastern Ukraine that will travel to other cultural activities. cities along with local change-makers, driving cultural development of the area forward. Inna Sorokina, Toretsk resident, admits to having changed after being a part of the local festival organizing team. “It’s necessary to find a CREDIT: USAID DG East Activity/FC2U community of like-minded people. People who fill you with energy and inspire you to set new goals. For the third year in a row, I return to ‘my people’, the festival team,” she says. To perpetuate local change even after the events, each festival team was assigned an experienced mentor who was previously involved in FC2U organization or who has experience in festival planning and implementation. Nataliya Kocherzhyna, Pokrovsk resident, states, “Our mentor inspires us, shares her practical experience, and helps us to develop a unique and creative concept for the festival.”

About 100 FC2U Academy “graduates” and While this year’s festivals are about to begin, the Academy and local ambassadors after an intensive 5-day training module that taught them project preparation work has already had a tangible, cultural impact. The festivals management, teambuilding, communications will strengthen the connection between local activists, businesses, and and public relations, fundraising, human local governments who collaborate on the events, and will reach residents capital management, advocacy, and in cities and towns across Donetsk and Luhansk oblasts who feel either cooperation skills. isolated from or indifferent to the rest of Ukraine. The FC2U trainings empowered participants to be local change-makers, driving all of Ukraine CREDIT: USAID DG East Activity/FC2U forward and expanding the FC2U initiative.

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ADVANCING INCLUSION, RESHAPING ACCESSIBILITY OF CITIES

Have you ever wondered why you might rarely see people with disabilities in Druzhkivka, an industrial city in the Eastern Ukraine? It seems that they are almost nonexistent in the city but is that really so?

The issue of free movement within the city, including comfortable visits to municipal buildings and private sector, use of public transport, limits their right and ability to become visible in a municipal space. In a town of 60 000, the voice and rights of almost 3 500 residents with disabilities cannot be forgotten. To advance the rights of the group and promote barrier-free and more accessible city spaces, DG East works with a local NGO, Nova Druzhkivka (ND). Through ND, USAID DG East will help people with disabilities engage to local decision-making on issues that directly affect them, aiming to change the local context - both in minds and in physical Dmytro Balandiuk, young men in a infrastructure. first row, joined Druzhkivka Accessibility Committee to “We assessed the physical accessibility of certain sites together with advocate for change of the living conditions not only for people with representatives of the City Council's profile departments. It is crucial disabilities but for other residents that audited infrastructure selected in focus groups and consultations of the city. with the people for whom physical accessibility is of a paramount importance. We want inclusion to become a society changemaking factor PHOTO: USAID DG East in our city,” says Serhiy Pronkin, Nova Druzhkivka chairman. Activity/Nova Druzhkivka NGO City dwellers often highlight problems of physical access to social

infrastructure and city transportation, including pedestrian crossings and sidewalk curbs. However, in Druzhkivka local authorities didn’t do much to make city more physically accessible. Simply there was no demand to create inclusive environment. Up until this summer, when city’s Accessibility Committee joined forces with ND NGO to bring the accessibility issue to a new level. Iryna Sivopliasova, Head of the urban planning and architecture department, says support from NGOs and international organizations is important to move the issue forward. “It is essential to work in synergy with civic organizations. I have always supported such initiatives. We are Uliana Pchiolkina, TV anchor, civic working on this issue with the Accessibility Committee, but, activist and a leader of the “Active unfortunately, we are not able to cover everything. I am convinced that Rehabilitation” movement: “Inclusion should be a direction by working together we will help people with disabilities to live more that guides further development of independently by creating spaces that are more friendly and available to in-city initiatives and projects.” everyone,” adds Sivopliasova. ND signed a memorandum with local City Council and agreed to develop a road map with recommendations, convene regularly to discuss requests from residents, launch advocacy campaigns. Over this summer, ND NGO conducted three experience-sharing meetings with residents

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Uliana Pchiolkina (left) and Serhiy of neighboring cities dealing with disability issues. They were invited to Pronkin (right) during one of the talk about their own successful initiatives. Uliana Pchiolkina, TV anchor, community meetings on civic activist and a leader of the “Active Rehabilitation” movement, accessibility shared upon one of the meetings: “Inclusion should be a direction that guides further development of in-city initiatives and projects. Photo: USAID DG East Activity/Nova Druzhkivka NGO Accessibility and a barrier-free environment is no longer seen as a mere issue of people with disabilities. It affects majority of the cities’ population. Accessibility for all is a future that has already come. And we, as members of the civic sector, need to accelerate the implementation of these approaches to community life,” - says Pchiolkina. To institutionalize changes, three series of trainings for activists, civil servants and local officials were conducted to equip them with knowledge on how to work on inclusion issues. To start the advocacy campaign and improve physical accessibility of Druzhkivka, ND NGO developed an interactive navigation system to help people with disabilities feel more comfortable in the city. It is available in two versions – as a web-portal, and a special mobile application, “Smart Druzhkivka”, with the mandatory add-ons for people with visual and hearing impairments. Special QR-coded plates were installed around the city in previously defined buildings. With the help of QR-codes people can get information about an institution, its services, public transport schedules, distance to the nearest stop, with mandatory duplication of voice. The lack of physical accessibility of the city is a pressing issue that needs public attention. Where regular person may not notice the small stairs “Smart Druzhkivka” mobile and curbs, low mobile groups face insurmountable obstacles. To raise application with the mandatory add-ons for people with visual and public awareness on the issue, DG East and ND NGO released a series hearing impairments. of videos called "#Visible", with Druzhkivka residents as main characters CREDIT: USAID DG East forced to face and to deal with physical barriers in the city every day. Activity/Nova Druzhkivka NGO Dmytro Balandiuk, #Visible

Dmytro dreamed of becoming an architect, but a construction accident turned his life around. He joined Druzhkivka Accessibility Committee to advocate for change of the living conditions not only for people with disabilities but for other residents of the city. Victoria Lytovchenko, #Visible The rare illness did not stop the girl. She graduated from Odesa University, worked as a lawyer and defended the rights of IDPs and people with disabilities. Later, she returned to Druzhkivka to live and work in her hometown. Oleksiy Vakhrushev, #Visible After a spinal injury his life has changed dramatically and, despite all the obstacles, Oleksiy does not give up. He is perhaps the only person in a wheelchair who uses unadopted public transport.

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ATTACHMENT F: Deliverable #4

USAID Democratic Governance East Activity Communications Plan and Outreach Strategy

Contract No. 72012118C00006 Contract Deliverable #4

February 2019 This publication was produced for review by the United States Agency for International Development (USAID). It was prepared by USAID Democratic Governance East Activity, managed by Chemonics International Inc. 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

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Contents Acronyms 134 Introduction 135 Objective 135 Geographic and Demographic Targeting 136 Strategies 137 Selected Channels of Communication 139 Messaging 143 Key activities 145 Evaluation and Control 147

Annex 1: Target Audience Analysis 150 Annex 2: Branding Implementation Plan and Marking Plan 151 Annex 3: Activities Timeline 153 Annex 4: Sample Communication Plan Development Steps 154

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Acronyms

ADS Automated Directives System AIM activity implementation manager BIP MP branding implementation plan and marking plan COR Contracting Officer’s Representative CSO civil society organization DG East USAID Democratic Governance East Activity ERA Ukraine Economic Resilience Activity IDP internally displaced person LGE local government entity MTOT Ministry for Temporarily Occupied Territories SCORE Social Cohesion and Reconciliation Index SeeD Centre for Sustainable Peace and Democratic Development SO Strategic Objective TA target audience TEG Technical Expert Group USAID United States Agency for International Development

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Introduction

This Communication Plan and Outreach Strategy describes how DG East’s efforts will be communicated to beneficiaries and promoted among key program stakeholders and target audiences (TAs). We will utilize an integrated communications approach to the different stakeholders with customizable tools to maximize our efforts in designing and delivering new opportunities to provide hope and progress in Donetsk and Luhansk in partnership with key local and international actors.

DG East will foster all communications activities with the key support from the Kyiv-based communications team coupled with input from the Technical Experts Group (TEG) and activity implementation managers (AIMs) located across all four activity offices in Kyiv, Kramatorsk, Severodonetsk, and Mariupol. The communications team will support all communication-related activities and will help DG East to engage with respective target audiences while planning program interventions that require specific media or public attention. We will anchor DG East’s strategic plans to communications priorities set forth by the communications team with the respective TEG members and AIMs.

Objective

The objective of this document is to provide communications support that improves stakeholders’ and beneficiaries’ awareness, knowledge, attitudes, and participation in the ongoing reform processes. The ultimate communication goal is to strengthen bonds between local governments and citizens in eastern Ukraine, promote shared Euro-Atlantic and Ukrainian civic culture and understanding, and foster horizontal working relationships among civic groups, economic actors, and governments via improved opportunities for constructive and productive interaction among target audiences. We will keep stakeholders informed of DG East’s progress and successes and engage them to act and help achieve desired goals by becoming and remaining reliable allies.

This document ensures that all communications and outreach activities address the following objectives:

- To seek out individuals or organizations that can be affected by the activity operations and engage them in dialogue by providing community organizations, professional groups, and local and regional authorities with accurate information about activities and share information of new opportunities created through them. - To build stakeholder awareness and engagement regarding the opportunities and benefits through DG East. - To disseminate information about activities and results to all stakeholder groups.

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- To provide clear guidance for the DG East team on how to reach different stakeholder groups more effectively at different stages of the activity implementation.

Geographic and Demographic Targeting

DG East will focus its programming in Donetska and Luhanska oblasts, as these are the areas most affected by the conflict in in eastern Ukraine. Over the coming years and as required by USAID, DG East may scale up program activities to other conflict-affected oblasts (Dnipropetrovsk, Kharkivska, Odessa, Zaporizka, Khersonska, and/or Mykolaivska) as well as the currently non-government-controlled areas (NGCAs) should conditions significantly change. We will reach both internal and external audiences. A target audience analysis is provided in Annex I.

Internal audiences include our partners from the Centre for Sustainable Peace and Democratic Development (SeeD), International Cooperation Agency of the Association of Netherlands Municipalities (VNG), Chemonics’ home office and its relevant departments, USAID, and appropriate AID activities with whom we can and should closely collaborate, such as USAID’s Economic Resilience Activity (ERA).

External audiences include relevant government counterparts and members of the public. DG East has identified three main target groups that represent external audiences for its communication and outreach activities, which are described below, to improve trust and confidence in citizen-government relationships, understanding of reforms, and to promote participatory governance processes on national and regional levels.

Group 1: Ministry of Temporary Occupied Territories and IDPs (MTOT), Donetsk and Luhansk Oblast State Administrations, local self-government bodies, administrative service centers and departments of social protection, as well as other donors with relevant programs operating in the eastern Ukraine.

Group 2: CSOs, citizen groups or associations, other local initiatives, and the general public. The activity will target different groups in Ukrainian society affected by the conflict, including IDPs, Joint Forces Operation (JFO) veterans, youth or elderly, and others as identified.

Group 3: Ukrainian media outlets, through which DG East intends to support the development of locally relevant, objective and professional quality content about Ukraine’s reforms, Euro- Atlantic integration and efforts to counter malignant propaganda (O 1/SO 1.2).

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DG East will use the Social Cohesion and Reconciliation Index (SCORE)21 conducted by SeeD (see next page), which assesses the public’s support for reforms, levels of civic engagement, trust towards local government entities etc., to develop a deep understanding of our target audiences’ attitudes, knowledge, beliefs, concerns and motivations. It will enable us to craft our messaging in a way that educates them, builds interest, and promotes participation in DG East’s activities. The chart in Annex 1 represents a more detailed overview and analysis of our target audiences. More specific audience segments may be identified later as DG East’s activities progress and priorities and needs evolve.

SCORE INDEX BY OBLAST 9 Luhanska oblast, GCA Donetska oblast, GCA 8 7 6 5 4 3 2 1 0

SCORE POINTS, 0 MIN, 10 MAX Suppo Anti‐ Civil Overal Trust Trust Civic rt for corrup Servic Decen Trust Pro‐ l Openn to in Civic Active Fatigu Civic Donba tion e traliza Comm to Trust EU Suppo ess to Nation Securi Engag citizen e due respo s refor Refor tion unity Local in orient rt for Dialog al ty ement ship to nsibilit Unific m, m suppo Trust Autho Media ation Refor ue Autho Servic Rate index Conflic y ation local Suppo rt rities ms rities es t with level rt Russia Luhanska oblast, GCA 5.3 7.2 8.1 5.8 6.7 2.4 4.8 3.9 2.5 3.9 4.1 0.4 2.5 8.2 6 1.4 Donetska oblast, GCA 4.3 7.3 7.9 6.7 6.7 1.8 5 2.9 1.5 3.9 3.1 0.3 3.7 6.5 5.8 1.7

Strategies

DG East will use multiple communication channels to bring about desired results. DG East will maintain a proactive communications policy and constantly reach out to different stakeholder groups aiming to address their demands, provide the most current and up-to- date information, and issue call-to-action messages to engage into activities. Each activity will have a communications strategy as an essential element. We will position our target audience's needs on the forefront of our messaging and craft inspiring concepts to be reinforced in the local context. Based on USAID guidance as reflected in the branding package provided to DG East, we have a fully developed branding book with graphic identity, fonts, slogans and guidelines on their usage. This material will be shared with our partners and

21 Social Cohesion and Reconciliation Index (SCORE) - Index was developed through a partnership between UNDP-ACT and the Centre for Sustainable Peace and Democratic Development (SeeD), with USAID funding. For reference - https://www.scoreforpeace.org/

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grantees to use in various communication materials intended for public use under the unified brand with respective logos and messages. It establishes an overall positioning statement on USAID’s assistance to the eastern Ukraine, selected for DG East, and will be built on the “opportunities framework”, further detailed in “core messages” below. It is aligned with the USAID DG East branding and marking plan (Annex 2), and its corresponding policies and guidelines to mark public communication materials.

We will build our messaging in a way that brings our target audience through different stages - from awareness about the possibilities provided by DG East, to utilizing them and looking for new partnerships, and creating changes themselves for the community good. We will start by formulating appealing messages to outside audiences based on TA analysis and priorities set forth in the work plan and match them with the needs of respective TA. We will ensure that shared messages provide an opportunity for the TA to learn new things and participate and benefit from intended activities. We will further support initial messaging to advance TA engagement to seek partnerships and form coalitions to perform tasks under DG East or for positive community activities. We will stimulate and promote effective partnerships in their efforts to bring about changes on the local level by evaluating the success of an activity and its communication context. The table below explains this process, with a bottom (aiming to inform) to top (results) hierarchy of the messages: Table 1: Hierarchy of Messages

Message Type Description Changes (behavior, attitudes This denotes to achieved results and success of any given activity towards a given cause etc.) Cooperation and advocacy Synergies between different local actors formed. Implementation efforts of citizen-driven constructive advocacy campaigns Engagement Target groups look for potential cooperation opportunities or act themselves Knowledge utilizing/sharing Target groups use opportunities created to learn something new or benefit from an activity Awareness on the cause Raise awareness on the opportunity/activity etc.

Close collaboration with various activity components and their respective communications support will help to move through the implementation phase, ensure our messaging is correct with proper design, and set targets to bring about cumulative changes. We will highlight results of activity efforts through selected communications channels for wider audience reach and recognition of achieved results. This will allow DG East and our beneficiaries to pilot, implement, refine, and evaluate our activities, using targeted messaging that is specifically appropriate for them or the defined TA.

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Selected Channels of Communication

DG East will use multiple communication channels, inclusive of traditional print, web and social media platforms. Early in implementation, it is important to familiarize people with DG East’s purpose, priorities, and the new opportunities the project represents. DG East will use various tools, described below, to increase the visibility of activities and events ensuring the maximum possible stakeholders’ involvement in key activities relevant to fulfilment of the main objectives.

Activity Website. In close consultation with USAID, we will develop a program website to serve as a primary source of information about the Activity. The site will include relevant news, showcase success stories, and serve as a communication tool to inform stakeholders, inclusive of Government of Ukraine and respective agencies, local government entities, citizens, civil society and media, on the progress made in the region and/or new opportunities available; and link DG East to social media platforms (described below). We will populate it with press releases, factsheets, brochures, leaflets, training manuals, workbooks, guides, and other program material designed for public knowledge sharing.

Social Media Platforms. DG East will maintain an online presence through Facebook, Twitter, YouTube, and Flickr (for maintaining and highlighting our photos). Content will be created to specifically be posted on these outlets. Social media platforms will serve as an effective way to build a culture of collaboration, collect feedback, and provide updates in a way that engages key stakeholders. Our social media presence will target youth and middle-aged audiences, as they are more accustomed to these tools and considered change-makers in their communities.

Partner websites and online platforms. We will utilize relevant platforms to spread information on our activities, inclusive of calls for proposals soliciting interest from new partners and share information on social media channels. Platforms identified thus far include prostir.ua and gurt.org.ua.

Press Announcement/Releases, Press Conferences and Media Interviews. Other Publicity Events. We will coordinate with USAID, the US Embassy through USAID, and visiting government officials to communicate the activity’s progress and to disseminate success stories and beneficiary testimonials. For public events, DG East will utilize press announcement/releases, press conferences, and media interviews to inform the public of the Activity. We will feature photos and videos on the Activity website, social media platforms, and reports. Our focus will be primarily on regional media, largely television and online.

Work with journalists. We will work to help highlight progress on reforms and "success stories" in the regional and national press. DG East will provide technical assistance to selected media

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entities to build their capacity through on-the-job training in accordance with sub-objective 1.2. The assistance will be provided by a subcontractor, identified by the DG East team, in the form of mentorship tailored to the specific needs of applicants. On-the-job- training or mentorship may vary in scope depending on needs of media entities. Experienced mentors will help editorial offices with creation and dissemination of professional quality content to wider audiences in eastern Ukraine and beyond. Local media organizations will improve their production skills and stay up-to-date with changing media trends while covering topics that include reform paths.

Printed Promotional Materials. DG East will utilize handouts, flyers, publications, reports, research results, studies, evaluations and other promotional materials for specific initiatives as well as to generally inform our TAs. This allows us to present detailed information and inform readers with eye-catching visual communication during face-to-face communication, public meetings, events etc.

Mass distribution of electronic mail sent for program purposes. DG East will utilize a mass-mailing service, like MailChimp, for quick dissemination of information that can be utilized to spread information on calls for proposals or calls to actions for various program forums and activities.

Online TV show. Through a local production company, DG East will develop and produce an online TV show highlighting CSO/community initiative in our target oblasts. It will be focused on messaging detailed under SO 1 — i.e., collaboration, civic engagement for the community good, increased interaction of citizens with civil society groups, ensuring public outreach by civic groups, etc. We will support a local media organization to develop an online program dedicated to profiling civil society events and successes to spread the word on civil society efforts.

Public Service Announcements (PSA). DG East will disseminate PSAs that integrate the message “This assistance is from the American people” via radio and social media channels.

Identifying Endorsers/Local Reform-Minded Officials. DG East will identify local agents of change to serve as faces of reforms to foster an open dialogue on inevitability of reforms and its positive outcomes. We will do video interviews and success stories with these local standouts.

Dissemination of success stories and news on activity. DG East will issue grants to CSOs for media-based communications initiatives to ensure public outreach by civic groups using appropriate media vectors. Some CSOs are sophisticated enough to develop their own strategic communications plans, others will require outside entities to assist them.

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Citizen-to-Citizen Mechanism. By utilizing this channel, DG East will be able to reach out to areas close to the contact line. We will develop brochures and other materials intended for public dissemination and aimed at issues, e.g. impacting IDPs, including voting, registration, housing, and trafficking. This is particularly important for our TA which regularly crosses the line of conflict and cannot easily be reached through other methods.

Below is a consolidated table of communication our tools disaggregated by relevance and advantages:

Table 2. Communication Tools

Communication tool Description Advantages

Regular working meetings Regular meetings of DG East  Implementation progress is team members, as well as with analysed on regular basis. stakeholders and partners.  Better understanding between DG East and its beneficiaries is achieved.

Quarterly and annual reports / Submitted to USAID to  Activities implemented within bullets / weekly updates demonstrate progress against the reporting period are each target reviewed and analysed.  Feedback from donor received

Promotional materials One-pagers, brochures, folders,  The main objective is to stress info graphs, pens, stationary pads, involvement in and increase press kits, banners, memory visibility of DG East and sticks, roll-ups, branded bags will USAID as a main donor. be distributed or displayed at  Updated fact sheets will be various events initiated or co- shared with USAID for wider organized by DG East. Design of dissemination to stakeholders. all promotional materials will be based on CXID visuals and style, and further approved by USAID.

DG East Website Disseminating information about  DG East website will provide DG East progress, achievements the most up to date and opportunities via the official information about ongoing website. activities and, implementation progress. It will also feature success stories, photos, videos and infographics.

Social Media DG East team will regularly share  Instrumental for covering wide posts, photos and videos to range of target groups at local, highlight the main events or regional and international achievements via Facebook page, levels. Twitter account, Flickr and  Use of social media tools YouTube channel. allows us to attract more potential stakeholders and

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Communication tool Description Advantages widely disseminate information about progress of the action.  Photos and infographics posted on the Facebook page and Flickr will be available for free use by the mass media or other resources interested in DG East activities.  This approach is highly cost- effective and time saving.

Press events To be organized together with  This approach will ensure Ukrainian stakeholders and wider coverage and partners to inform wider audience recognisability of DG East. about the key developments  Proper media coverage will under DG East. contribute to increased public awareness of the efforts aimed to achieve the Activity’s main objectives

Dissemination of best practices Human interest stories that  Increased knowledge on the and success stories illustrate how DG East support Activity progress among has improved people’s lives or stakeholders, partners or wider made a difference and results. audiences.  Systematic visibility of DG East to USAID ensured.

Coordination meetings with other To be held at least on a quarterly  Joint coordination to identify donors / USAID implementing basis in Kyiv or Kramatorsk to the needs for assistance and partners bring together donors and avoid overlapping of implementing partners, operating interventions. in the East, as well as the  Opportunity to discuss representatives of UA government previous experiences and institutions present best practices; review ongoing trends and activities

Public events The DG East team will initiate or  Various forms of events will co-organize various events, such contribute to strengthening as round tables, open discussions, networks and facilitating workshops or advocacy tours to dialogues among various contribute to national dialogue. stakeholders and partners.  Instrumental for cultivating supporters and engaging the agents of change.

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Messaging

An overall positioning statement on USAID’s assistance to the eastern Ukraine and supporting key messages for DG East with calls to action will be developed to bring about the desired actions from target audiences. DG East will base all the communications and messaging on the “opportunities created” framework – CXID (meaning “east” and “rise” in Ukrainian) of democratic opportunities slogan, designed to highlight USAID’s support for eastern Ukraine.

DG East will incorporate that framework in messaging and visual styles to highlight the rise of new and emerging opportunities. We will build our messaging with a primary focus on opportunities for the following:

- Communities and individuals - Business development - Life improvement - Change making - Support for reforms - Building the future together - Revival of the region - Fostering Donbas integration with a common Ukrainian identity

DG East will incorporate communications requirements, stated in the Branding Implementation Plan and Marking Plan (BIP MP), attached in Annex 2, into all public communications. The Activity will be known to target audiences under the name “USAID Democratic Governance East Activity.” We will incorporate the message “this assistance is from the American people” in all appropriate communications for target beneficiaries, partners, grantees, and key stakeholders. We will mark relevant activity items with the USAID Standard Graphic Identity in accordance with the approved BIP MP, where required, and seek approval from USAID for their public use as detailed in contract section H.42.

We will ensure critical details in our messaging and apply the following guidelines:

- Keep it simple: People remember things based on simple ideas - Communicate clearly: Use human actions and sensory information, images to support and help people understand an idea better - Be credible: Use facts, figures and examples and reliable sources - Inspire and create an emotional connection: People remember things that tap into their emotions – whether it’s something they can attribute to or causes them to reflect - Tell stories through different mediums: Narrative can influence feelings and sometimes behavior

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DG East has created core messages and will frame all its communications based on the “Opportunities Created” framework with emphasis on cooperation, partnership, engagement, common targets, dialogue, connection, inclusiveness, integration, interaction, and feedback. DG East will utilize the following key messages:

Key message: Local government entities get support to operate in a more transparent and accountable way. They will spend available and additional resources more wisely with the help of DG East. Proof point: DG East will facilitate professional exchange programs, provide mentoring support to local government officials, enhance service delivery provision and promote good governance examples to strengthen bonds between authorities and citizens. This will also include assistance in developing more transparent procurement procedures, holding public hearings, managing citizen demands, using e-governance tools, provision of organizational capacity building to better address community-driven needs.

Key message: DG East helps place Donbas at the forefront of country’s democratic revival and improvement of Ukraine’s governance and reform processes. Proof point: The Activity will foster government and civil society interactions to facilitate process- heavy community mobilization. It will allow consistent local governments’ support.

Key message: DG East helps resolve community problems, support civil society dynamic cooperation at both the governmental and citizen levels. Proof point: DG East will help reinforce existing and emerging CSO networks based on shared democratic governance approaches.

Key message: DG East will support vulnerable population groups and minorities to feel included in the decision-making processes by advocating for their rights at different levels. Proof point: We will assess the level of need and commitment to improving access to public services by LGBT+ and other marginalized groups and will provide anti-discrimination training to local government representatives that provide client-facing, as well as back office services to marginalized population groups. We will coordinate, obtain, and advocate for citizen-driven interests, policies, or initiatives.

Key message: DG East will showcase immediate benefits of reforms and their congruence with western governance models, with an accent on civic optimism and improved service delivery. Proof point: DG East will work with local media outlets to develop locally relevant, objective, and professional-quality information about Ukraine's reforms and course towards the Euro Atlantic community. DG East will support reform-minded officials to introduce improvements in

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organizational operations and/or service improvements, and facilitate in-country exchanges to sites of best practice.

Key message: DG East provides opportunities for youth and the elderly to develop solutions for common issues. Proof point: Through the grants program, DG East will identify relevant NGOs and local issues to unite people into a network of active citizens through collaborative work, creation of public spaces and building a sense of community amongst varied demographic segments.

Key message: DG East serves as a platform to advance development of a Ukrainian civic identity and further the dialogue amongst target populations. Proof point: Through cultural events and festivals highlighting Ukraine’s heritage and common values, DG East will work with counterparts to develop locally-driven content that promotes interest and pride in the community and Ukraine as a whole.

Key Activities

DG East will host a series of innovative events that contribute to national dialogue promotion. We will develop cultural events and festivals with a focus on common heritage, values, and identity; involve partner CSOs, like “Building Ukraine Together” with the “From a Country to Ukraine” Foundation for annual festivals in Donetsk and Luhansk oblasts. We will promote the events through our and respective partners’ social media channels and platforms, disseminate press documents among media and invite them to cover the events.

We will host youth forums and forums for designated interest groups, targeting IDPs and other vulnerable populations, young people, including university students, youth-based NGOs, youth volunteers, as well as youth not identified with CSOs or typically civically engaged, to identify young people's ideas for community-based initiatives. We will utilize platforms such as prostir.ua and/or gurt.org.ua to spread information on these activities and engage interested citizen groups to apply. We will further disseminate press releases and announcements via our social media channels and seek media coverage of the events.

We will establish exchange programs to further advance the “opportunities created” message framework. DG East will facilitate LGE participation in the International Society for Performance Improvement (ISPI) conference to provide exposure to real-world examples of organizational improvement and generate ideas that can be adapted to Ukrainian local government. We will help government officials to identify organizational development needs and provide assistance to introduce improvements in organizational operations. We will focus on creating a cadre of locally-based experts who will continue to work with local administrations. We will make use of traditional press announcements to media to cover

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exchanges and will consider the inclusion of communication team representatives to produce regular stories and highlights for social media platforms.

DG East will facilitate creation of meeting and interaction spaces to provide sustainability support for interested citizens. This will allow fostering of open dialogues, idea generation and innovation. It will promote social interaction, collaboration and bridging the cultural, language and other barriers. We will coordinate with partners to ensure proper media coverage by disseminating press announcements, inviting interested media for openings and monitor their operation for follow-up successes to cover in separate stories/highlights.

Documenting/sharing of experiences and milestones. DG East will maintain regular updates to USAID on both local and national events with photos, videos and stories, submission of bullets and success stories. We will also use these materials on the program website and social media channels to reach a wider audience. We will utilize our DevResults database to track milestones and evaluate results.

Capacity building for Donetsk and Luhansk-based media outlets. DG East will provide consultations and on-the-job training to identify media outlets in Luhansk and Donetsk oblasts to develop locally relevant, objective, and professional-quality information about Ukraine's reforms, European trajectory, and efforts to counter malignant propaganda. We will help develop a roadmap for media outreach campaigns in Donetsk and Luhansk. DG East will make public announcements on its Facebook page and partner websites, like prostir.ua to disseminate information on this opportunity. Prior to the announcement, the DG East team will organize a roundtable for local media outlets from eastern Ukraine to identify their capacities. DG East plans to run this event in partnership with the Anti-Crisis Media Center (ACMC) based in Kramatorsk. ACMC will be expected to render its premises for roundtable, provide support with disseminating invitations to the event and, afterwards, announce the launch of grant competition. DG East will explore working in collaboration with the New Media Program, implemented by Internews Network.

DG East will work to expand the Donbas Media Forum whose goal is to develop tolerant media space in Donbas and Ukraine, covering topics on the region’s re-integration, emerging Ukrainian identity, reform efforts and Euro-Atlantic integration. We will coordinate the activity with Internews Network and identify the best ways to promote it through available communication channels.

For community-driven infrastructure activities, we will work alongside local partners, CSOs, and activist groups while inviting local media to highlight the events. We will require each activity to enter a media, outreach, and communications strategy into the database during activity design. Developed with our Kyiv-based media and outreach specialist’s support, those plans will allow our partners to take the lead to amplify project communication goals through

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messaging. On each project, we will develop a press package and disseminate among the attending media. We will highlight it on social media channels and follow-up with stories progress and successes.

Communications support to various activity components and program material development. Support will be provided through material production at the stage of design and will be used during the planned series of local events. We will develop materials in accordance with the BIP MP and ensure compliance of messaging in all media-related documents to the branding and marking guidelines. The Kyiv-based communication team will take the lead in designing the materials and providing feedback and support to activity staff and grantees throughout the implementation stage of any given activity.

A Gantt chart with all the key activities designed for Year 1 is included in Annex 3 “Activities Timeline”.

Evaluation and Control

We will require each activity that results in “community good” under both program objectives to enter a media, outreach, and communications strategy into the DevResults database at its development and design stage. This will help counter divisive narratives, encourage civic awareness, and build confidence in government. DG East’s AIMs, with continuing support from TEG and the communications team will develop a communications strategy with each partner for each programming intervention and enter all the details into the database. Partners will utilize the strategy to work with media to amplify project goals through messaging and will be able to properly evaluate the efficiency of the activity. The process will be supervised by the DG East AIMs to ensure smooth operation, continuing support and quality control of any given activity implementation. The MEL team will monitor the results and ensure that collected data is accurate, up-to-date, entered in the database and available for further disaggregation and evaluation as needed. The database itself will serve as a management tool to view the process and anchor it against targets. We will collect media clippings and summaries of coverage to identify trends and measure efficiency of any given activity. Activity deliverables and materials will also be linked in the database allowing for quick access, evaluation and replication if needed.

Specific indicators will be identified for each communication activity and feedback will be used to further guide the design and delivery of DG East activities. The feedback generated by target groups will help to analyze quality of activities. The following parameters will be used to monitor the efficiency of communication interventions:

- Reach: by assessing the size of the audience and whether the right audience was reached

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- Appropriateness of the communication media: whether the right communication channels were used to deliver the message - Impact: by assessing the actions the audience takes following the information provision

Table 3: Communications Activities, Tools, and Indicators

Communication Activities and Tools Indicators  Number of meetings. Working meetings (team, advisory board, other  Number of recommendations given. donors or USAID funded initiatives)  Meeting minutes.  Number of users/hits/minutes (web statistics). DG East website, Facebook page, YouTube  Engagement statistics from available social channel, Flickr media channels.  Number of reposts and downloads.  Number of hard copies distributed.  Number of people/organizations that Promotional materials addressed DG East team for further information.  Number of journalists who attended the event.  Number of hard copies of press-kits and press releases distributed. Media relations  Increase in number of citizens consuming news about reforms.  Quantity and quality of stories generated by mass media.  Number of meetings.  Number of participants. Public events  Number of project materials distributed.  Media coverage of the events.  Increase in number of citizens

A sample communications plan of development steps to be used by grantees is included in Annex 4 of this document.

Consistent with our collaborating, learning, and adapting (CLA) strategy, we will maximize our capacity to track and report on project performance, ensure a learning agenda sensitive to geographic and demographic specificities and enable adaptive, fluid programming and communication.

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For both objectives of DG East that are specifically tied to communication areas, we will facilitate annual measurement and review of SCORE indicators, follow the International Republican Institute (IRI) survey, citizen satisfaction surveys, and review Performance Indicator Reference Sheets (PIRS).

DG East will continue to be diligent in ensuring the communications plan and outreach strategy remain relevant and updated. We will make sure that impact of the program, its respective coverage, and work with stakeholders are maximized to every extent possible. Should changes be introduced, DG East will take immediate action to work with COR to update and finalize the document according to the needed objectives.

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Annex 1: Target Audience Analysis

Target Audience Current Situation Desired Outcome/Behavior Group 1 MTOT Familiar with DG East and open Supportive and appreciative of for partnership. DG East role in strengthening the connections between citizens and the government in Donetska and Luhanska oblasts. Oblast State Administrations Familiar with DG East and open Understand DG East work and for partnership. demonstrate cooperative attitude; see advantages given by new opportunities (i.e. technical assistance, strengthened connections with citizens). LSG bodies May see DG East as “just Understand DG East work, its another program” intended to goals and objectives; cooperate please the donors; may in implementing various hesitate in cooperating. activities.

USAID As the donor, USAID requires Be fully informed about the DG regular updates, such as East progress to ensure its weekly highlights, effective monitoring and quarterly/annual reports, successful implementation. success stories, and fact sheets. Other donor programs Development organizations, Be regularly informed about DG implementing various East implementation progress programs and initiatives in to avoid overlaps or coordinate Donetska and Luhanska joint efforts. oblasts, are interested in DG East activities. Group 2 CSOs/NGOs Usually open for cooperation; DG East outreach efforts need to be better informed contribute to strengthening about opportunities provided CSOs, especially in areas where by DG East. such groups are few or weak (Luhanska oblast, Mariupol). Citizen groups With a growing number of local Emerging civic groups citizen initiatives, they mostly strengthen their capacities with express positive attitude new opportunities provided by towards international donor DG East Activity; interest groups support; need to be well are well‐linked and capable of informed about DG East forming coalitions.

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activities and new opportunities. Group 3 Media outlets Demonstrate different Understand the importance of capacities; local TV companies delivering locally relevant and mostly have political affiliation; professional quality content; may see DG East as another participate in advocacy funding opportunity due to a campaigns aimed at target lack of experience in populations in Donetska and sustainable media business Luhanska oblasts. model development.

Annex 2: Branding Implementation Plan and Marking Plan

A1. Branding and Implementation Plan

This plan describes how the activity’s efforts and successes will be communicated to beneficiaries and promoted among Ukrainian citizens by outlining the events and materials Chemonics will use to deliver the message that “this assistance is from the American people.”

A1. Activity Name The activity name will be “USAID Democratic Governance East Activity.”

A2. Incorporating the Message “This Assistance is from the American People”

We will incorporate the message that “this assistance is from the American People” in all appropriate communications for target beneficiaries, partners, grantees, and key stakeholders. We will mark relevant activity items with the USAID Standard Graphic Identity. Where required, the USAID logo will be of equal or greater prominence than all other logos and symbols. Communications materials will be written in English (unless exempted by USAID), Russian, and Ukrainian, as appropriate. Co-funded activities or materials may be co-branded with other donors or partners. When this message might impinge on the neutrality of the Ukrainian government, we will discuss appropriate positioning with USAID.

A3. Publicizing the Activity Through Communications Tools

We will use mass media in the form of press releases, press conferences, and media interviews to inform the public of the activity. We will coordinate with USAID, US Embassy through USAID, or visiting government officials to communicate the activity’s progress through site visits and will also disseminate success stories and beneficiary testimonials. We will feature photos and videos on the activity website, social media platforms, and reports. We will also communicate through public service announcements (PSAs) via radio and social media

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platforms as well as through webcasts; e-invitations; blast emails; other emails sent to group lists, such as participants for a training session; and other internet activities.

A4. Key Milestones or Opportunities for Communicating Successes

We will host public launch and closeout events, identifying opportunities to generate awareness of the activity. We may, for example, announce research findings or publish reports; spotlight trends and highlight program or grantee success stories; feature beneficiaries as spokespeople; and secure endorsements from the Ukrainian government or local organizations. We will share major results through success stories, social media, local media, activity reports, before-and-after photographs, and site visits.

B. Marking Plan

This marking plan describes the public communications, commodities, and activity materials that will visibly bear the USAID Standard Graphic Identity based on ADS 320.3.2.4. Activity sites, including visible infrastructure activities and other physical sites, will also prominently display the USAID Standard Graphic Identity through temporary signs erected early in construction or implementation and by permanent, durable, and visible markings upon their completion. Events and associated materials financed by the contract — such as training courses, conferences, seminars, briefings, exhibitions, fairs, workshops, press conferences, and other public meetings and activities — will prominently display the USAID Standard Graphic Identity. We will use the USAID Standard Graphic Identity in Russian, Ukrainian, or English. Chemonics’ corporate logo will not appear on any program materials or staff business cards. Publications by Chemonics will include the following disclaimer on the title page: “This study/report/website (specify) is made possible by the support of the American People through the United States Agency for International Development (USAID). The contents of this (specify) are the sole responsibility of Chemonics and do not necessarily reflect the views of USAID or the United States Government.” Exhibit A-1. Items to Be Marked with USAID Identity

Items to be Marked Exclusive Branding Co-Branding

Public Communications: Print Products Publications, reports, research results, studies, and evaluations Brochures, leaflets, and informational and promotional materials Success stories Folders, posters, banners, and signs Print PSAs, newspaper supplements, and other paid placements Training manuals, workbooks, and guides Press releases, fact sheets, and media advisories

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Letterhead used for program-related purposes Public Communications: Audio, Visual, and Electronic Communications Internet postings Videos, CDs, DVDs, and TV PSAs PowerPoint and other program-related presentations Mass distribution of electronic mail sent for program purposes Radio PSAs with the audio tag “From the American people” Social media pages – including Twitter feeds

Chemonics requests clearance in advance to use certain exceptions to marking requirements that are described in ADS 320.3.2.5. The table below describes circumstances and items for which it is requested that USAID recognize in advance that one of the exceptions above applies. Exhibit A-2. Items Not Marked with USAID Identity

Item Rationale for Not Marking the Items

As per ADS 320.3.5 Non-Applicability, marking requirements do not apply to contractor or recipient offices, vehicles, or non-deliverable items, such as Project vehicle and project office office supplies used primarily for administration of the USAID-funded program. Security concerns argue in favor of not marking vehicles or offices. Selected project videos, CDs, DVDs, As per ADS 320.3.2.5 (a), we will not use marking if banners, signs, folders, and other marking will compromise the intrinsic neutrality of a program material designed for periodic program or materials where independence or knowledge sharing events when working neutrality is an inherent aspect of the program and in certain geographic areas or among materials. Ukraine is a highly charged political certain communities in which the United context and the loss of the perceived neutrality of an States is not perceived as neutral organization may be fatal to its achievement of program objectives. As per ADS 320.3.2.5 (c), we will not use marking if marking will undercut host-country government “ownership” of constitutions, laws, regulations, Studies, assessments, reports, policies, studies, assessments, reports, publications, publications, surveys, or audits surveys or audits, PSAs, or other communications better positioned as “by” or “from” a cooperating country ministry, organization, or government official. As per ADS 320.3.1.6, USAID’s logo may not be included on contractor or grantee business cards. Business cards will not have any logo. They will Business cards simply state the program name, and include the person’s name, title, phone, fax, email, and office address.

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Annex 4: Sample Communication Plan Development Steps

This sample serves as a roadmap indicating steps that DG East partners/grantees will use on their way to create own communications plan under the Activity.

Identify the context of your communications. This will help identify challenges and opportunities that you may encounter and gives a deep dive into the environment one about to operate in.

Identify the purpose of your communication, set objectives. What you might want to say depends on what you’re trying to accomplish with your communication plan. Common questions to answer while developing include but not limited to: What is your purpose for communicating key program messages?

Conduct stakeholder analysis, choose your target audiences (TA). Knowing who your audience is makes it possible to plan your communication logically. Who are you trying to reach? Depending on selection, different communications channels and mediums could be used to achieve the desired result? What are the geographic areas you are targeting your messages to?

Identify channels of communication. Know where your target audience sits.

Describe how you want to achieve your goals. Addresses how the project will achieve its communication objectives in a way that best delivers the message and considers any constraints that emerged when analyzing the communication context. This part you should mention TA, best means of reaching them through a mix of communication tools, and any messengers or influencers that will help convey the message.

Craft messages, appropriate to your TA. Based on findings, what are the key messages you want to communicate to each audience? What do people need to understand for the activity to succeed? To bring about changes? Craft your message with the audience in mind.

Develop and Action Plan. Compose and design your messages according to selected channels of communication, start contacting people who can help you get your message out, roll out and execute your communication effort.

Monitor and Evaluate. Did people receive your message? How did they respond? This part is all about how well you carry out communications and how well any given channels works. Enables to reflect and make changes for improvement.

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ATTACHMENT G: Roadmap for the Media Sector Support in the Eastern Ukraine

USAID Democratic Governance East Activity Roadmap for the Media Sector Support in the Eastern Ukraine

Contract No. 72012118C00006 Contract Deliverable #

March 2019

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CONTENTS

BACKGROUND...... 157 CONTEXT ...... 157 AUDIENCE ANALYSIS ...... 159 IDENTIFIED CHALLENGES ...... 160 OUR APPROACH ...... 161 INCLUSIVE REPORTING ...... 163 TARGET GROUPS AND ELIGIBILITY ...... 163 BRANDING ...... 163

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BACKGROUND

DG East is a five‐year activity that aims to strengthen the connection and trust between citizens and their government in the eastern Ukraine by promoting good governance, accelerating economic growth, advancing anti‐corruption efforts, and strengthening an inclusive civic identity. Funded by USAID, this flagship program will promote civic awareness, social entrepreneurship, citizen engagement, and the benefits of reforms and broad integration into the Euro‐Atlantic community through community‐level improvements in services and more responsive local governance in areas most affected by conflict and divisive influences.

To fulfill one of the main objectives, namely greater acceptance of a shared civic culture based on common values and understandings, DG East team will support various activities instrumental to increased understanding of reforms and participatory governance process among the residents of Donetsk and Luhansk oblasts.

One of the approaches envisages providing support to local media organizations, which will be instrumental in achieving the mentioned objectives under this Activity. Specifically, DG East will work with local media outlets to develop locally relevant, objective, and professional quality information about Ukraine’s reforms, European trajectory, and efforts to counter malignant propaganda.

CONTEXT

Since an outbreak of the conflict in the Eastern Ukraine in 2014, local media landscape in Donetsk and Luhansk oblast has undergone dramatic changes. In 2014, 28 offices of local media outlets in Donetsk oblast were completely smashed, dozens of local journalists were forced to leave their workplaces and move to the area controlled by the Government of Ukraine (IMI, 2014). The same situation was observed in Luhansk oblast where the most of journalists fled to the government‐controlled area during the first months of the conflict because of the pressure from proxy authorities installed with the support of Russia. Hostilities and economic decline of the region have led to reduction of media entities at the government‐ controlled territories and loss of the part of skilled personnel.

In Donetsk oblast, a majority of local mass media are still owned by former members of the Party of Regions. For example, the media space in the city of Mariupol is monopolized by the media outlets affiliated with the structures of Metinvest company, which is a part of Rinat Akhmetov’s SCM Group.

After occupation of Donetsk, Kramatorsk became an administrative center of Donetsk oblast. Two TV companies — “SKET” and “Do Tebe” and one local radio station “Meridian” operate in the city. SKET broadcasts its own programs only for two hours a day, and Meridian has only one hour a day of its own programming. Besides, there are up to 15 news websites, whose traffic ranking averages 3‐5 thousand per day.

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Up to 10 printed editions are published in Kramatorsk regularly, including both news and advertisement. At least three printed social and political editions belong to Maksym Yefimov, former Party of Regions member and now MP of the Petro Poroshenko Bloc.

Most of the media outlets based in Siverodonetsk (now the center of Luhansk oblast) can be roughly divided into those controlled by the pro‐President Petro Poroshenko Bloc and those controlled by the Opposition Bloc. The local TV channels broadcasting in Luhansk oblast – “Irta” and STV ‐ are allegedly affiliated with the former MP Volodymyr Landyk. STV does not even produce any programs of its own.

According to the data of the Ministry of Informational Policy of Ukraine, in October 15, 2015, Luhansk Oblast State TV and Radio Company restored its broadcasting coverage for the temporarily occupied territories (TOT) of Donbas and for the city of Luhansk. In the beginning of November of 2015, the TV channel LOT and the radio station Puls started broadcasting for the temporarily occupied Luhansk; also, they are accessible for residents of the frontline‐bordering Stanychno‐Luhanskyi and adjacent rayons. Also, in November, the broadcasting of TV channel “Irta” was restored for four rayons of Luhanska oblast.

Certain areas lack Ukrainian TV and radio signal. The newspapers delivery is also problematic as Ukrposhta (Ukrainian Postal Service) reduced a number of its local offices and raised prices. Consequently, the readers get the out‐of‐date newspapers or do not receive any print media at all.

The charts below analyze media content in Donetsk and Luhansk oblasts (IMI, 2017) according to the topics covered:

Chart 1: Donetsk Oblast Chart 2: Luhansk Oblast

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AUDIENCE ANALYSIS

Analysis of media content consumption conducted by the NGO Detector Media among the general audience in two oblasts identified one group of persons who consume information about politics and economics quite actively, and another group who expressed fatigue from politics and avoid respective content22. The second group is much more numerous and heterogeneous.

What both groups have in common is the critical attitude towards the Ukrainian government.

When asked what kind of information is lacking, the residents of Donetsk and Luhansk oblasts expressed the need for unbiased news on national level (both 26%) and local level (26% and 25% accordingly)23. It can also be explained through the survey, conducted by the National Council on TV and Radio Broadcasting of Ukraine, that has revealed insufficient coverage of issues related to the situation in Donbas region24. On average, top national TV channels dedicate no more than 2,2% of airtime to inform about events in eastern Ukraine.

Local audience is least interested in news about civil society and local volunteer initiatives ‐ only 3% in Donetsk oblast and 6% in Luhansk oblast. Examples of local investigative journalism are almost of no interest for the audience in Donetsk oblast (3%), while in Luhansk oblast 10% of news consumers would be interested in such content.

Other important topics people are most interested in are healthcare, lifestyle/ entertainment and local issues.

Primary sources of news consumption are predominantly national Ukrainian TV channels with 49% of audience preferring these sources in Donetsk oblast and 64% in Luhansk Oblast. The number of consumers of local TV news is extremely low ‐ only 5% in Donetsk oblast and 3% in Luhansk oblast.

Second most popular media sources are Ukrainian Internet sites (11% of consumers in Donetsk oblast and 10% in Luhansk oblast). Social media users constitute a significant portion of local audience: 48% ‐ Donetsk oblast, 42% ‐ Luhansk oblast. Russian social networks Odnoklassniki and Vkontakte25 still dominate with 35% of consumers in Donetsk oblast and around 30% in Luhansk oblast. Share of Facebook users is slowly increasing – 15% and 11%. Approaches to the use of social media differ among the minority and majority groups defined above. The former use social platforms for newsfeed more than personal communications. The majority can be described as passive users, i.e. they tend to click links without reflecting on the source of information.

The chart below ranks the most trusted and distrusted sources of information for the audiences in Donetsk and Luhansk oblast26:

22 “Media Consumption and Assessment of Social and Political Process in Ukraine by the Residents of Eastern Regions” (Kyiv, 2018) 23 “Media consumption and political preferences in 8 oblasts of East and South of Ukraine” prepared by GfK for UCBI (2017) 24 Source: https://www.nrada.gov.ua/en/yak-ukrayinski-telekanaly-geroyizuyut-uchasnykiv-bojovyh-dij-rozpovidayut-pro-ukrayinsku- armiyu/

25 Local media do not work with the mentioned platforms as OK and VK have been banned in Ukraine since 2017 26 “Research: Radio audience in Donetsk and Luhansk Oblasts” prepared by KANTAR TNS Ukraine (April 2018) 159

IDENTIFIED CHALLENGES

‐ The majority of media outlets are not competitive at the rapidly developing market. Main problems here: lack of professional staff; lack of resources for further development.

‐ Insufficient management skills as another problem hampering further development of local media entities. Editorial teams lack vision and do not always try to think “out of the box” in order to find new sustainability models.

‐ Skepticism towards media prevails among the locals. ‘Word of mouth’ is the most preferred way of information sharing. It is getting more difficult to sell news about relevant local issues, such as accountability of local governance institutions or CSOs. People are more interested in an entertaining content.

‐ Information dissemination to the TOT is problematic. Ukrainian TV and radio stations are blocked by proxy authorities. People at the check points will refrain from taking any printed information materials to that side (especially if branded with Ukrainian symbolic or a donor logo). Local media professionals express skepticism regarding any chances to improve the situation.

‐ Local TV companies are less willing to cooperate when it comes to broadcasting the content that raises public awareness about the reforms and social issues mostly due to the fact that they are controlled either by local authorities or big businesses. In some cases, channels refuse to disseminate such content for free.

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OUR APPROACH

DG East will identify media outlets in the eastern Ukraine and assess their capacity for and interest in improving the quality and quantity of locally relevant, objective and professional‐quality information on the topics mentioned above. We will work with identified media partners on creating new content with support from technical experts who can be embedded with the media organizations to provide day‐to‐ day expertise to institutionalize improved media practices and development of content that is meaningful to audiences in the region.

These activities will contribute to the fulfillment of Task 1 under the DG East Sub‐Objective 1.2:

Work with local media outlets to develop locally relevant, objective, and professional quality information about Ukraine’s reforms, European trajectory, and efforts to counter malignant propaganda.

Our support will become available through grant awards announced via open calls. We will build upon previous UCBI experience supporting media activities in Donetsk and Luhansk oblasts.

Content development aimed to facilitate raising public awareness of reforms and European integration issues to help people the eastern Ukraine better understand their advantages. DG East will support production of media materials to promote a deeper understanding of the on‐going changes that will impact people living in the eastern Ukraine. Specifically, proposed content should highlight challenges and achievements of Ukraine’s key reforms, including the decentralization, healthcare, public administration, law enforcement and judiciary. Media entities will be encouraged to apply with long‐term and short‐term projects proposing single or series of TV programs, radio programs and podcasts, online or print content, as well as media campaigns addressing the mentioned topics. Content may be intended for regional and national distribution via traditional or online information channels. DG East will closely coordinate this component with Internews’ Media Program in Ukraine (MPU) as the latter is also supporting content production and activities increasing media content quality on reforms, policy issues, and local communities across the country.

Improvement of locally relevant content to make it appealing and interesting. In the course of our recent interviews with selected representatives of local media entities, we have revealed that some of them do not demonstrate sufficient capacities to link produced content to the needs and interests of their audiences. DG East will contribute to professionalizing the media sector to address these issues over the long term. We will support activities that envisage сomprehensive audience analysis and further development of content dissemination strategies in order to create such media products that will become more eye‐catching and resonate with local audiences. External media specialists will be involved to support editorial teams in the eastern Ukraine.

Cooperation between media outlets and CSOs to produce content raising public awareness of local civil society activities/initiatives. Recent surveys demonstrated that content dedicated to the civil society was not prioritized by local audience. For TV and radio stations it is difficult to obtain advertising budgets to cover socially relevant issues. People in rayons and small towns are eager to consume a content which is less politicized or does not highlight conflict issues between local authorities and activists. Audience positively reacts on such topics, as infrastructure improvement, street art, music festivals or any other cultural events initiated by CSOs and active citizens, especially when heroes of such stories are someone 161

they know personally (relatives, neighbors, friends, etc.). DG East will encourage joint applications from local CSOs/activist groups and media organizations with creative ideas that will contribute to better coverage and positive image of the civil society sector in Donetsk and Luhansk oblasts.

Local media initiatives instrumental for promoting pro‐Ukrainian content and fighting malignant propaganda. We will support the development of media platforms such as https://toretsk.city/ ‐ a news website in the city of Toretsk. Previously, the most popular local online resource was dzerghinsk.org which had been actively provoking local residents to stand up against the government in Kyiv in spring 2014. Besides, the residents of Toretsk have also been exposed to radio airing from TOT. In this situation https://toretsk.city/ is the only alternative local news resource. Launched in 2018 by active youth, it became the most popular online news resource covering relevant local events and success stories about local personalities. Another approach would be to support media products aimed to strengthen local identity. For example, it can be a content similar to successful series of videos “Sloviansk. Legends” produced by Sloviansk city news portal (6262.com.ua).

Strengthening civil journalism to raise voices of communities across the eastern Ukraine. DG East will encourage specific actions aimed to establish alternative information channels producing and disseminating objective local content. In order to improve capacities of community media, such as Moya Slobodzhanshchina (slb.org.ua) in Novopskovska Amalgamated Hromada, and strengthen practical skills of local bloggers, DG East will award grants to support advanced civil journalism training programs that can be organized on the platform of AKMC in Kramatorsk or Crisis Media Center in Siverodonetsk. Engaged experts will organize workshops on writing and interview technics, SMM, video production, using public data, etc. They will also be expected to provide mentorship at a content development stage. As a consequence, trained civil journalists will be capable of delivering quality reporting to carry more diverse views on such topics as impact of the key reforms at a local level and other socially relevant issues.

Training for media outlets in Donetsk and Luhansk oblasts on utilizing new formats and up‐to‐date practices for content dissemination. A majority of editors whom we had approached raised concerns regarding loss of a younger audience and retaining already existing consumers. Engagement of popular social media platforms, such as Facebook, Instagram and YouTube, no longer guarantees an audience increase. With constantly changing algorithms, even interesting content does not generate significant engagements or organic reach. Editorial teams lack knowledge and skills to quickly adapt their content to the latest changes. DG East will help media outlets in improving their capacities to work effectively with multiple social platforms. We will hire Kyiv‐based or local experts who will be embedded in selected editorial teams to provide relevant SMM practices and train a staff on how to incorporate various types of content with multimedia elements for segmented audiences.

Media as a revenue generating model. Despite numerous trainings previously held on this topic, the monetization is still a big issue for local media entities in the eastern Ukraine. Budget subsidies, donations from big businesses or international donors’ support still remain the major sources of funding. Only a few media outlets are capable of generating ad revenues. DG East will support activities aimed to train journalists and editors who are seeking the management skills to take on greater responsibilities within their newsrooms. To ensure effective intervention, we will engage experts and media professionals to provide on‐the‐job training to assist those with limited management experience. The expected outcome will be to create opportunities for innovation in newsrooms, as well as improved knowledge and further application of financial practices and techniques to develop revenue‐generating media projects.

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We will also seek to support media entities exploring the opportunities apart from traditional news content dissemination, such as the newspaper Delovoy Slavyansk. The latter has established itself as a communication platform for local business community and local authorities. Delovoy Slavyansk has organized a number of roundtables to discuss relevant issues of local business development and initiated an annual “Entrepreneur of the Year” award. Such activities may include linkages with the USAID Ukraine Economic Resilience Activity (ERA).

INCLUSIVE REPORTING

The lack of consistent inclusion in both policy and practice remains a challenge for Ukraine’s democratic development and governance reforms. The media is a powerful instrument in countering stigma, misinformation, as well as changing perceptions to vulnerable populations and their depiction.

DG East will encourage applications envisaging coverage of such groups as IDPs, coal miners and their families, Persons with Disabilities (PWD), ATO veterans, youth, elderly, LGBTI+, “stateless” persons, ethnic minorities, people living in the “grey zone”, other inaccessible communities and vulnerable groups. Through a Do No Harm approach, we will ensure a gender‐sensitive reporting that will contribute to raised public awareness and helps to end discrimination.

TARGET GROUPS AND ELIGIBILITY

DG East welcomes proposals from independent media outlets, media organisations or non‐governmental organizations engaged in media related projects in the eastern Ukraine.

Joint applications submitted by the Donetsk and Luhansk oblast‐based media organizations or NGOs in collaboration with their partners from other regions of Ukraine are also encouraged.

DG East will not support commercial projects, production of promotional materials or any publications aimed at partisan political purposes.

BRANDING

DG East will ensure that grantees adhere to and incorporate all the communications requirements, stated in the Branding Implementation Plan and Marking Plan (BIP MP) into all produced media materials, and mark those with relevant donor and activity items. In case of co‐funding, materials may be co‐branded with other donors or partners. Where required, the USAID logo will be of equal or greater prominence than all other logos and symbols. DG East will also ensure that message “this assistance is from the American people” as well included into the developed materials.

In case of circumstances when use of marking may compromise the intrinsic neutrality of a program or materials where independence or neutrality is an inherent aspect of the program and materials, DG East shall request clearance in advance to use certain exceptions to marking requirements that are described in ADS 320.3.2.5 (a).

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