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QUARTERLY REPORT #6 FY 2018 (JANUARY – MARCH 2018) USAID Communities Thrive Project
XX FROM XX MUNICIPALITY ASKS A QUESTION DURING THE SAFAD (WATTAN) LAUNCH EVENT IN RAMALLAH. PHOTO: CTP
15 May 2018
This publication was produced for review by the United States Agency for International Development. It was prepared by Tetra Tech.
This publication was produced for review by the United States Agency for International Development by Tetra Tech, through USAID Communities Thrive Project (AID-OAA-I-14- 00059/AID-294-TO-16-00010).
This report was prepared by:
Tetra Tech 159 Bank Street, Suite 300 Burlington, Vermont 05401 USA Telephone: (802) 658-3890 Fax: (802) 495-0282 E-Mail: [email protected]
Tetra Tech Contacts:
Bob Richey, Project Manager Mohammed AlMbaid, Chief of Party 1320 N Courthouse Rd. Suite 600 Building 48, 2nd Floor, Al Tira Street Arlington, VA 22201 Ramallah Tel: (802) 387-5509 Tel: 059-966-672
Email: [email protected] Email: [email protected]
Timur Tsutsuk, Deputy Project Manager Deanna Aubrey, Deputy Chief of Party 159 Bank Street, Suite 300 Tel: 056-281-8947 P.O. Box 1397 Email: [email protected] Burlington, VT 05402
Tel: (802) 495-0580
Email: [email protected]
QUARTERLY REPORT #6
USAID Communities Thrive Project
15 May 2018
DISCLAIMER
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. CONTENTS ACRONYMS ...... 1 PREFACE ...... 2 EXECUTIVE SUMMARY ...... 3 2.1 KEY ACCOMPLISHMENTS ...... 3 2.2 CONSTRAINTS ...... 5 PROGRESS TOWARDS RESULTS ...... 6 3.1 YEAR 2 WORK PLAN ...... 6 3.2 PROGRESS WITHIN COMPONENTS ...... 6 CROSS-CUTTING...... 6 COMPONENT 1: IMPROVED MUNCIPAL REVENUE STREAMS AND FISCAL MANAGEMENT ...... 7 COMPONENT 2: INCREASED ACCOUNTABILITY AND TRANSPARENCY OF LOCAL GOVERNMENTS ...... 16 COMPONENT 3: ENHANCED DELIVERY AND MANAGEMENT OF MUNICIPAL SERVICES AND THE EFFECTIVENESS OF LOCAL GOVERNMENT’S OPERATIONS ...... 23 COMPONENT 4: IMPROVED REGULATORY AND POLICY FRAMEWORK FOR LOCAL GOVERNANCE ...... 28 COMPONENT 5: WINDOWS OF OPPORTUNITY ...... 32 COORDINATION ...... 33 M&E AND COMMUNICATIONS ...... 34 5.1 M&E AND LEARNING ...... 34 5.2 RANDOMIZED IMPACT EVALUATION ...... 35 5.3 COMMUNICATIONS ...... 36 FINANCE AND ADMINISTRATIVE ISSUES ...... 37 6.1 OPERATIONS ...... 37 6.2 RECRUITMENT ...... 37 6.2.1 SALARY RFAS APPROVED BETWEEN OCTOBER 1 – DECEMBER 31, 2017 ...... 37 6.2.2 POSITIONS ADVERTISED (AS OF END OF MARCH 2018) ...... 37 6.2.3 POSITION RFA SUBMITTED TO USAID (AS OF END OF MARCH 2018) 37 6.2.4 INTERVIEWS UNDERWAY (AS OF END OF MARCH 2018) ...... 37 6.3 SUBCONTRACTS ...... 38 6.3.1 LOCAL SUBCONTRACTS ...... 38 6.3.2 US SUBCONTRACTS ...... 39 6.4 SIGNIFICANT PROCUREMENTS (OVER $10,000) ...... 39 6.5 GRANTS ...... 40 6.6 STATUS OF BUDGET EXPENDITURES ...... 41 6.7 RFA STATUS ...... 41 NEXT QUARTER’S ACTIVITIES ...... 42
ACRONYMS
COP Chief of Party COR Contracting Officer's Representative CSC Citizen Service Center CTP Communities Thrive Project DCOP Deputy Chief of Party GCG General Consulting Group GDPT General Directorate of Property Tax GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit IFMIS Integrated Financial Management Information System LGU Local Government Unit LED Local Economic Development MAP Municipal Action Plan MMA Mobile Mapping Application M&E Monitoring and Evaluation MEL M&E and Learning Plan MDLF Municipal Development and Lending Fund MoFP Ministry of Finance and Planning MoLG Ministry of Local Government MNE Ministry of National Economy PA Palestinian Authority PWA Palestinian Water Authority RFA Request for Approval SOW Scope of Work STTA Short-term Technical Assistance TOR Terms of Reference TT Tetra Tech ARD USAID United States Agency for International Development Y Year WB/G West Bank and Gaza WSRC Water Sector Regulatory Council
PREFACE
Communities Thrive Project (CTP) is a five-year local government project, implemented by Tetra Tech which aims to improve municipal fiscal sustainability, accountability, and service delivery and is designed to achieve the following four objectives: Improved municipal revenue streams and fiscal management (Component 1); Increased accountability and transparency of local governments (Component 2); Enhanced delivery and management of municipal services and the effectiveness of local governments’’ operations (Component 3); and Improved regulatory policy framework for local governance (Component 4).
The period of performance for the project is 2016-2021, with a total estimated budget of $47 million. CTP works with 55 municipalities randomly selected by USAID in the West Bank to achieve the above objectives. (See the map of the 55 municipalities in Graphic 1 and the full list of municipalities in Annex 1.) CTP is also engaging with national-level stakeholders to create an enabling environment for responding to municipal fiscal, operational, and accountability priorities.
Graphic 1: Map of the 55 Municipalities
EXECUTIVE SUMMARY
Communities Thrive Project (CTP) moved into the second quarter of Y2 by activating its target municipalities on all fronts and beginning the implementation of numerous municipal-level activities. Following the extensive gathering and consolidation of data that took place in the last quarter, CTP used that groundwork to obtain final approval of the menu of technical assistance packages (MTAP) which outlines all of CTP’s planned interventions, combined with the approval of the decision rule, which designated the precise funds each municipality will receive for the next two years. In addition, CTP worked with USAID on the finalization of the work plan.
This period saw an intense upswing in CTP’s technical work across its four components (C), including local economic development (LED) awareness workshops (C1), civic engagement activity through the seven grantees (C2), legal and policy awareness workshops for municipal staff, and meetings to discuss the reform of specific laws with Ministry of Local Government (MoLG) district offices (C4).
CTP was also able to finalize its hardware and software system needs (C1/C3) through coordination with donors also engaged in the local government sector, specifically those involved in municipal finance reform. Through this coordination and that with the Municipal Development and Lending Fund (MDLF), CTP was able to avoid duplication of its work thus strengthening the support the Palestinian local government sector is receiving on all fronts.
2.1 KEY ACCOMPLISHMENTS
CROSS-CUTTING
Received USAID approval of key documents including the menu of technical assistance packages (MTAP) and the decision rule, as well as municipalities approval of their municipal action plans (MAP) developed jointly with CTP which outlines the specific interventions each municipality needs, thus enabling CTP to move forward with its technical work with its target municipalities to meet part of these needs prioritized according to capacity, budget, and project objectives. Any unmet needs will be considered during the strategic development and investment plan (SDIP) process conducted over this and the next quarter, for the municipality to coordinate with other donor partners.
Following the finalization and verification of the systems needs in the target municipalities, CTP strengthened coordination of the project goals with key local government donors and stakeholders which included the development of a narrative letter listing CTP’s proposed interventions in the 55 municipalities for two years and a matrix of hardware and software related support CTP will provide under C1 and C3. These items were shared with donors including the World Bank, Enabel, GIZ and MDLF to avoid any duplication of efforts which subsequently led to a series of donor meetings, including with the World Bank with whom CTP is coordinating on items related to municipal finance. This coordination paved the way for the development and submission to USAID of scopes of work (SoW) outlining the specific hardware and software needs for each of CTP’s target municipalities in order to provide critical automated systems and service delivery enhancement.
MUNICIPAL LEVEL
Coordinated the work of the seven grantees who are implementing social accountability tools in the 55 target municipalities. The grantees began their direct work with the municipalities, most notably preparing them for the establishment or reactivation of youth local councils (YLC) while also providing communications support. CTP staff worked extensively with the grantees in this period to ensure their full understanding of the project with several workshops and one-on-one meetings focusing on coordination, communications, M&E and finance, and branding related issues.
Actively supported the ongoing workshops and meetings for 53 municipalities to support the development of their SDIPs, which outline four-year municipal development objectives in a participatory approach. 17 SDIPs are being managed in-house, and the remaining by four subcontractors. During this period almost all the diagnostic reports for the municipalities were developed, which provides an in-depth assessment of the four related domains required to support local planning and development (governance, social, infrastructure & environment and economic). Visual maps for the in- house SDIPs were also developed to be included in the diagnostic reports, which will inform citizens on key sites, including schools, roads and infrastructure.
Launched the project’s LED support to the 55 municipalities with seven regional awareness workshops and the development of SoWs to create designated LED units at 5 municipalities, which will help municipalities to create an enabling environment for LED. CTP also joined partner municipalities to showcase their planned projects during National LED Day Event and helped organize a booth for USAID AECOM’s Palestinian Energy Project (PEP) project to promote solar and renewable energy initiatives. F LOCALF ECONOMIC
CTP FIELD VISIT TO TUBAS MUNICIPALITY’S SOLAR SOLAR MUNICIPALITY’S TUBAS TO VISIT FIELD CTP EXAMPLE AN PLANT, O ERENGY DEVELOPMENT. PHOTO: CTP
Oversaw workshop training of CTP staff, MoLG and MDLF on International Public-Sector Accounting Standards (IPSAS) to enable discussion on which of the international accounting standards should be adopted by MoLG for the local government sector. Agreement was reached that accrual based accounting was optimal for MoLG and Palestinian municipalities as it matches revenues with
related expenses in a single reporting period, enabling municipalities to keep better track of the money they have, and providing a more accurate picture of municipal fiscal position. These reforms will pave the way for a series of other interventions related to CTP’s financial systems and financial management support for the target municipalities.
Launched the project’s support for the reform of the laws and policies governing the local government sector through awareness workshops targeting staff from the 55 municipalities, and regional meetings with MoLG district staff and municipalities for the review of specific items (including the Cities, Villages and Building Planning Law, the draft law on Professional Licensing and the Oversight and Guidance Manual).
NATIONAL LEVEL
Joined the National Working Group for Social Accountability, and presented the project’s planned social accountability activities, signifying CTP’s increased involvement in the national dialogue on social accountability.
Launched training for journalists on how to effectively and responsibly report on local government through a series of workshops and one-on-one coaching. During this reporting period, CTP hosted three three-day journalism training workshops, which resulted in training 27 journalists who published several articles in national media reporting on local government issues.
DELIVERABLES
Deliverable Date Submitted Monthly Reports (#15-17) 5 February 2018, 5 March 2018, 3 April 2018 Y2 Work Plan 13 March 2018 (pending approval at the end of this reporting period) Decision Rule 16 February (Approval Date) MTAP 12 February (Approval Date) MEL Plan 16 March 2018
2.2 CONSTRAINTS
Constraint: The security situation, which worsened in December 2017, impeded the delivery of some interventions (e.g. one of the LED workshops in Nablus had to be rescheduled due to security-related travel problems). There was also increased political tension and uncertainty following the passing of the Taylor Force Act.
Solution: CTP has worked closely with USAID and MoLG to keep all parties informed and updated on the security situation. CTP also set up an internal alert system notifying staff through text messages of areas to avoid due to security risks.
Constraint: Some municipalities and their staff have reported that they are feeling overwhelmed as to everyone’s roles and their functions given the volume of activities taking place at each municipality from CTP staff, subcontractors, and grantees.
Solution: CTP worked with the grantees to enhance coordination between them to avoid time conflicts in the field. Also worked with the municipal liaison specialist (MLS) team to prepare presentations of the project, including the CTP theory of change, for municipalities to better understand exactly how each person they are interacting with can help move them towards the long-term goal of sustainability.
Constraint: Delayed responses from key partners have impacted the delivery of some of CTP’s planned activities. At the end of this reporting period, CTP had not received approval of the Y2 work plan and had no response from the Palestinian Water Authority (PWA) on planned coordination (See 1.1.8). There were also significant delays in the project’s progress due to MoLG’s delayed responses on delivery of e- municipality strategy and the Ministry of National Economy (MNE) slow responses during the development of the concept paper for the expansion of national-level services at citizen service centers (CSC). The latter may result in CTP delivering the MNE services to the six targeted municipalities in Y3, rather than in Y2.
Solution: To keep moving forward on items as much as possible, CTP sought and received approval of select items within the workplan ahead of the plan’s full approval. USAID and CTP identified higher priority interventions to ensure any delays were minimized.
PROGRESS TOWARDS RESULTS
3.1 YEAR 2 WORK PLAN
The technical entries below reflect the approved Y2 work plan.1
3.2 PROGRESS WITHIN COMPONENTS
CROSS-CUTTING
Finalized the C1/C3 matrix of proposed technical management information system (MIS) support. During this quarter, CTP finalized the C1/C3 matrix which includes a detailed cross-section of all the software modules needed for the streamlined integration of management information systems (MIS) in the 55 target municipalities. This matrix was shared and reviewed by key donors working on municipal finance issues, including MDLF, the World Bank, GIZ and Enabel, to enhance coordination and avoid overlapping activities. Following agreements and coordination with donors, CTP developed three SoWs for MIS (two for sole-source procurements and one for open tender) on which several activities are directly dependent, including the installation and operation of financial management system packages (1.1.3) and the development and streamlining of service delivery and automated services, including
1 USAID approved the CTP work plan on April 19, 2018. Although the approval came after the quarter ended, CTP is using the approved work plan framework to report on progress for this quarter.
improving capabilities of CSCs and automated permit and licensing systems (3.1.1). Related hardware to support the delivery of these system packages was also identified and prioritized.
Next Steps: The SoWs for the MIS systems will be submitted to USAID and, pending their approval, CTP will move forward with the procurement for the software system modules. A SoW for the hardware will also be finalized and submitted to USAID for approval.
COMPONENT 1: IMPROVED MUNCIPAL REVENUE STREAMS AND FISCAL MANAGEMENT
Improving municipal revenue streams and strengthening fiscal management are essential to enabling the municipalities to deliver better quality services and to facilitate greater transparency and accountability. In Y2, CTP is supporting municipalities through improved budget capacity, more efficient collection of existing revenues and the identification of new revenues supported by the facilitation of deficit reduction, local economic development, and strengthened budgeting and strategic planning processes and tools.
Graphic 2: CTP’s Component 1 Strategy
IR1.1 IMPROVED FISCAL MANAGEMENT OF LOCAL GOVERNMENTS
1.1.1 (MC)2 Build municipal budget capacity for cross-55 municipalities
In preparation of the 2019 municipal budget cycle, CTP is planning to support the 55 municipalities to create a citizen budget, or readable budget, which is a tool to share important information about municipal spending with their citizens. In Y2Q2, CTP piloted the development of citizen budgets in two target municipalities – Tammun and Az Zababida. (The two citizen budgets will be finalized in Y2Q3.) Based on the initial findings from these pilots, CTP developed a toolkit that the CTP staff can use to coach the 55 target municipalities to assist them to develop their own citizen budgets. This toolkit built on the results of the pilot and citizen budget template developed by GIZ, including the work that has already been conducted by the National Working Group on Readable Budgets. CTP will continue to coordinate closely with the National Working Group and GIZ, on its capacity building approach, and results of facilitating development of Citizens Budgets in the target 55 municipalities.
Next Steps: Following the completion of the pilot, CTP will help implement citizen budgets in the Graphic 3: Arraba municipality’s citizen remaining municipalities (using their approved 2018 budget budgets) including developing a toolkit for SUCCESS STORY: Arraba municipality decided to municipalities to use to assist them in preparing develop their own citizen budget following their their 2019 citizen budgets (see 1.1.5). CTP will attendance of CTP’s budget workshops in Y2Q1, as described in a success story submitted to USAID. continue to coordinate this effort with GIZ, MDLF and MoLG departments.
1.1.2 (MT) Test an analyze fiscal position of municipalities and recommend fiscal reforms for target LGUs.
USAID approved the SoW for deficit reduction strategies developed this quarter. The revenue enhancement plans will be piloted in five municipalities in Y2, each of which include a deficit reduction strategy. The five pilot municipalities were selected to ensure a representative mix of different sizes,
2 As per the Y2 work plan, work plan activities are coded to indicate what level the intervention is: municipal (M), national (N), cross-55 (MC) or targeted to a subset of municipalities (MT).
regions, accounting bases, as well as poor operating surplus ratios and poor revenue to expenditure ratios. The procurement process was underway at the end of this reporting period.
Next Steps: Potential vendors will be assessed as part of the procurement process during the next quarter, and the successful vendor will begin to implement the strategy plans in the five targeted municipalities.
1.1.3 (MT) Install and operate financial management system packages based on municipal capacities for target municipalities.
CTP selected 10 municipalities to receive new or upgraded integrated financial management information systems (IFMIS) by the end of Y2. The IFMIS will enable the municipalities to more accurately monitor their finances in real time and to develop more comprehensive budgets, based on MoLG’s approved financial policy and procedures. The 10 municipalities were chosen based on internal analysis of hardware and software needs and coordination with MDLF, which is also providing IFMIS. CTP submitted to USAID three SoWs (two for sole-source procurement and one for open tender) for eight new IFMIS packages and two upgraded IFMIS.
Next Steps: Pending approval of the three SoWs from USAID, CTP will begin the procurement process to procure the needed software modules.
1.1.4 (MT) Build capacity on service costing and recovery to increase revenues and enhance fiscal sustainability.
Refer to 3.1.1
1.1.5 (N) Support MoLG budget compliance training for the 2018 and 2019 budget preparation process.
No notable action taken this quarter. Work is expected to begin in June 2018 for the preparation for the budget training workshops in August/September 2018, which will assist municipalities in preparing their 2019 budgets.
1.1.6 (N) Advocate that the MoLG reform the LGU budget system.
CTP is working on a SoW for the analysis of the MoLG budget system that will help bring it more in line with international best practices and include work being done by other donors in the local government sector. Following MoLG’s request, USAID agreed the SoW should be expanded to include additional institutions such as joint service councils, village councils, and water utility companies given they directly impact on the accuracy of municipal budgets.
Next Steps: The SoW will be finalized early in the next reporting period, subject to further coordination with other donor partners. After approval from USAID, it will then be put out to tender.
1.1.7 (N) Train Budget Department MoLG on IPSAS adoption
CTP hosted a two-day awareness workshop for six MoLG and MDLF staff and CTP staff on International Public-Sector Accounting Standards (IPSAS). The goal of the workshop was to support MoLG in deciding which of the international standards should be adopted to support proposed reforms in the local government sector. CTP subsequently received unofficial support from MoLG that it can begin moving
municipalities towards accrual based accounting, once a formal letter of approval is prepared by the Minister of Local Government. The details of which of those standards will be adopted is currently under discussion.
Next Steps: After approval to move municipalities towards accrual accounting, CTP will begin installation/upgrading of IFMIS on an accrual basis. CTP will also arrange the purchase of the Arabic IPSAS for the MoLG to support implementation of the reforms.
CTP HOSTS IPSAS TRAINING FOR MoLG AND MDLF. MDLF. AND MoLG FOR TRAINING IPSAS HOSTS CTP CTP PHOTO:
1.1.8 (N) Enhance and improve the fiscal transfers mechanisms from the PA to the municipalities.
CTP is coordinating with the MoLG and the World Bank to discuss how to best support reforms including how CTP and MoLG plan to advocate to the Ministry of Finance and Planning (MoFP) for a more systematic transfer of funds to municipalities and the rescheduling of debt associated with net lending. The World Bank agreed to organize a meeting bringing together all donors working on this issue, which will take place in the next quarter.
To assist in advocacy to the MoFP, CTP is creating a template that will identify all the debt that the target municipalities hold, specifically with regional utility providers, in order to help increase the pressure CTP, MoLG, and other donors can put on the MoFP.
Next Steps: The MLS team will collect financial data on net lending in preparation for a meeting with the World Bank and other donors to determine how to best address this issue.
IR1.2 MUNICIPAL REVENUES INCREASED
1.2.1 (MC) Assess Revenue management capacity and develop revenue enhancement plans for cross-55 municipalities.
Refer to 1.1.2 for the submission of SoW for municipalities’ revenue enhancement plans.
1.2.2 (MT) Establish/support increased property taxes, more efficient collections and transfer to eligible municipalities.
CTP worked with subcontractor Al Ameen Technologies to finalize the mobile mapping application (MMA), which will improve the GDPT’s valuation and collection of property tax in the field. This quarter, the MMA was reviewed and tested by the subcontractor in preparation for handing it over to the GDPT. The implementation of this activity was extended to allow for the application to be modified to work across all operating systems.
Next Steps: CTP and Al Ameen will finalize the development of the system and train GDPT staff on integrating the MMA into their work and the application will be officially handed over.
1.2.3a (MT) Support to 53 municipalities in developing their SDIPs.
53 municipalities advanced their strategic development and investment plan (SDIP) process, with CTP support. (Bethlehem began their SDIP independently in Y2Q1 and Jericho’s SDIP is being supported by MDLF.)
CTP is providing direct support to 17 municipalities, through subcontractor GCG, which began working with the municipalities in January. The remaining 36 SDIPs are being managed by four subcontractors, which began in February. Despite the different start dates, the 53 municipalities began to align their planning processes, with almost all completing their diagnostic reports by the end of this reporting period. (See Graphic 3 below).
In support of the in-house SDIPs, CTP updated the visual plans for the 17 municipalities, which are needed to identify key existing locations for schools, hospitals, roads and industrial zones. During this period all 17 visual plans were successfully updated and sent to the municipalities for review, which will then be included in their SDIP diagnostic reports.
Each SDIP will be annexed with a LED strategy/plan for each community, where public, private and non- governmental sector partners work collectively to create better conditions for economic growth and employment generation.
Each LED Strategy/Plan will identify community local economic development needs, available resources, comparative and competitive advantages, investment opportunities, and projects and activities which will help municipalities to achieve the purpose LED to build up the economic capacity of the local area to improve its economic future and the quality of life for all.
Next Steps: Pending feedback from the municipalities, the visual maps will be incorporated into the diagnostic reports for the 17 in-house SDIPs. The completed SDIPs for the 53 municipalities will be completed by the end of the next quarter (June 2018).
Graphic 3: Timeline for the SDIP (in-house and outsourced)
KHARAS MUNICIPALITY HOLDS ITS FIRST TECHNICAL TECHNICAL FIRST ITS HOLDS MUNICIPALITY KHARAS MEETING OF AS PART SDIP THE PROCESS. PHOTO: CTP
UPDATE FROM THE FIELD: SDIPs
During this quarter, the development of the SDIPs was a primary focus for the regional staff. For the in- house SDIPs, CTP’s regional advisors and the municipal liaison specialists (MLS) directly managed their portfolio of municipalities, which included logistical organization, the building of their technical committees and development of their diagnostic reports. For the outsourced SDIPs, the regional teams managed the process and helped with the logistical arrangements and sharing of data.
In-house vs. Outsourced: The field team noted that the municipalities whose SDIPs are being developed in-house have learned more about themselves than the outsourced SDIPs as they have been forced to complete most tasks with their existing staff and skills, and have often risen to the challenge and located the resources needed, meaning long-term capacity building.
Community Participation: Engagement and participation from municipal staff and council members and the community at large was one of the key factors in making the SDIP process a success. Where community participation was low, CTP regional teams successfully encouraged the SDIP coordinator - generally a municipal staff member - to conduct targeted outreach in their community through focus groups, visits to community based organizations (CBO), including women and youth organizations and by reaching out to their own networks of friends and family. In many case this quickly proved effective. It was also aided by CTP’s work with the grantees and their work with youth, specifically for the development of YLCs (see C2), which helped drive youth to participate in the SDIP process.
Efficiency of Process: The SDIP process is four months long, as mapped out in the SDIP manual. For most municipalities, this timeframe has been challenging, because there were many steps that required considerably more time to complete the relevant tasks. However, while it delayed certain deliverables, the field team reports that the additional time needed was important capacity- building time in which municipalities were learning more about their needs therefore these delays are not regarded as a negative, rather as necessary in the long term as it is moving them towards sustainability.
1.2.3b (MT) Prepare feasibility studies for potential investment opportunities between municipalities and the private sector
Refer to 5.1
1.2.4 (MT) Establish or upgrade LED capacity in targeted municipalities.
CTP is working to institutionalize LED functions in 5 target municipalities in Y2 (Adh Dhahiriya, Beituniya, Tubas, Bethlehem, and Halhul). To this end, a draft SoW was prepared for developing or updating internal systems, manuals and procedures of LED units this quarter. This intervention will be conducted in-house by CTP’s internal resources.
Next Steps: SoW will be finalized and submitting to USAID for information. CTP will then initiate consultations with the five target municipalities.
1.2.5 (N) Provide LED-related support to MoLG
Awareness workshops: To help targeted municipalities to create strong and committed local leaders to promote LED in the local community, In January, CTP conducted 7 workshops to raise awareness of the 55 target municipalities on how to improve LED. During these workshops, CTP coached 122 municipal staff, council members and LED staff on LED (concept and definition, objectives and purpose, competitive and comparative advantages, roles of different stakeholder, LED initiatives, and public and private partnerships (PPP)). Following the workshops, CTP developed a draft report capturing the lessons learned.
Next Steps: CTP will finalize the report on the lessons learned from the LED awareness workshops which will serve as a source of information for other planned LED interventions.
Assessment of Municipalities: CTP developed a SoW for the assessment of the LED experiences which will catalogue the lessons learned in nine municipalities, six being within CTP’s target: Qalqiliya, Jericho, Adh Dhahiriya, Tubas, Salfit, and Qabalan. CTP shared the SoW with MoLG and MDLF, where MDLF questioned the need for additional research and recommended CTP refer to an existing study conducted by MDLF. This SoW is currently under consideration with MoLG and MDLF and the decision on whether or not to move forward will be made in the next reporting period with USAID consent.
Next Steps: Pending MDLF advice on whether an assessment is necessary, CTP will either move forward with in-house assessment or obtain a copy of MDLF’s study which can then be incorporated into CTP’s work.
Physical Needs for the LED Department at MoLG: A request for quotations (RFQ) for supporting the physical needs of the MoLG LED department has been prepared as part of support to institutionalize the LED function within the MoLG. The equipment required is expected to be procured early in the next quarter.
Next Steps: The RFQ for supporting the physical needs of MoLG LED department will be finalized and procurement will take place.
1.2.6 (N) Identify sources of public and private sector funding that can be utilized for local economic development.
CTP worked with MoLG on a SoW for identifying sources of public and private sector funding to further LED.
Next Steps: The SoW will be finalized early in the next reporting period and submitted to USAID. Pending their approval, CTP will then move forward on procurement. FUNDED FUNDED - HOSTS BOOTH WITH USAID -
CTP STAFF CO DAY.PHOTO: LED NATIONAL FOR EVENT DURING PEP CTP
1.2.7 (N) Identify and categorize legal and regulatory obstacles that affect/undermine activities and capabilities of growth of local economic and private business sector.
CTP worked with MoLG to develop a SoW to identify the legal and regulatory obstacles to further LED. The SoW incorporated the lessons learned from both the legal and LED awareness workshops CTP conducted in January. The results of this intervention and other LED-related activities will inform the recommendations that CTP will make to MoLG to strengthen the national policy and legislative framework for LED, thus feeding into Component 4 activities (4.2.2: (MT) Assist the MoLG to review and revise the Cities, Villages and Building Planning Law).
Next Steps: The SoW will be finalized and discussed with MDLF and MoLG and then to be submitted to USAID in the next reporting period. Pending USAID approval, CTP will begin procurement.
COMPONENT 2: INCREASED ACCOUNTABILITY AND TRANSPARENCY OF LOCAL GOVERNMENTS
Under Component 2, CTP is strengthening citizen engagement in municipal decision- making, by enhancing, or where needed, creating mechanisms that allow for municipal- constituent interaction which strengthens accountability and transparency. Through a $2.3 million grant program, CTP is working with seven civil society organizations to institutionalize civic participation in municipal government to promote a culture of responsible and systematic civic participation and increased transparency and accountability at the local level. The project is also helping the municipalities to develop their skills in meaningful engagement, and accountability to, the public.
Graphic 4: CTP’s Component 12 Strategy
COMPONENT CROSS-CUTTING
Following the start of the grants program in January, CTP worked intensively with the seven grantees to standardize the design of their technical activities to ensure consistent citizen engagement across the 55 municipalities. CTP also developed a comprehensive monitoring and evaluation framework to unify field reporting to CTP – and then USAID. Grantee communications plans were also closely coordinated to leverage the outreach opportunity of grantees discussing municipal accountability with the 700,000 residents of CTP’s partner municipalities.
Grantees also met and started working with all their assigned municipalities to introduce them to their portion of the project and agree on the timeline of implementation of their activities, primarily the formation/reactivation of the youth local councils. CTP also worked to coordinate grantees during an all- day workshop in March, as many have reported the need for enhanced coordination, given up to four grantees are working in the same municipalities.
Graphic 5: Overview of CTP Citizen Engagement Interventions CTP will work to strengthen the citizen demand and municipal response and supply for accountability. Citizens will be better informed on the workings of their municipality and how to hold them accountable, while municipalities will be better situated to take community input into consideration in planning, budgeting and service delivery. Increasing civic participation and promoting more inclusive municipal government will result in a more responsive government that takes into account the needs of all constituents. A better-informed public will also be more likely to value and pay for improved municipal services that reflect their priorities.
IR2.1 INSITUTUED VENUES FOR CITIZEN PARTICIPATION IN AND OVERSIGHT OF LOCAL GOVERNANCE INCREASED
2.1.1 (MC) Social accountability tools to facilitate accountability and transparency.
Social Accountability Committees: Two grantees, Ta’awon & PCDCR, are working to establish or reactivate social accountability committees in all 55 municipalities, each of which is planning to have a
workshop in which citizens will nominate potential committee members and then vote. The criteria for being a committee member was finalized.
Next Steps: Formation of social accountability committees will take place in the next reporting period.
Social Accountability Internships: Grantee CYEE is working to identify a trainer who will train 55 social accountability interns in Y2 and another 55 in Y3 who will be responsible for assisting municipalities in the implementation of social accountability tools.
Next Steps: Interns will be selected and trained with the first round of internships expected to take place in Y2Q4.
2.1.2 (MC) Raise awareness of citizen complaint process for municipalities
This activity is scheduled to start in Y2Q4.
2.1.3 (N) Train journalists on reporting on local government
Working with subcontractor Sky, CTP trained a total of 33 journalists in three regional workshops on how to report on local government issues, with sessions on local government structure, budgets and legal issues. The three-day workshops were then followed up by one-on-one training with the attendees, which are ongoing. At the end of this quarter the subcontracted trainer was engaged in one-on-one trainings with 27 journalists several of whom already were able to achieve results from the training in local and national media reporting on municipal issues.
SCREENSHOT OF AN ARTICLE WRITTEN BY , WHO TOOK PART IN CTP’S JOURNALIST TRAINING WORKSHOP. THE ARTICLE DISCUSSED THE IMPORTANCE OF HANDICAPPED PARKING, CITING THE LIMITED NUMBER OF SPACES AVAILABLE AND NOTING WHEN THEY DO EXIST THEY ARE OCCUPIED BY NON-HANDICAPPED CARS, STATING: “THE DIFFICULTIES OF PEOPLE WITH DISABILITIES INCREASES IN THE ABSENCE OF ACCOUNTABILITY.” THE ARTICLE FEATURES A PHOTO TAKEN DURING THE WORKSHOP FIELD WORK SESSION. THE ARTICLE APPEARED ON THE WEBSITES OF RAYA FM, PALESTINE NEWS NETWORK AND WATAN TV.
After having difficulty securing the target number of 45 journalists, CTP worked with Sky and agreed to hold an additional workshop and started recruiting potential trainees.
Next Steps: Pending USAID approval of the names, a fourth journalism training workshop will be held to reach the target of 45 journalists and the trainer will continue his one-on-one training with the journalists who have completed the workshops, due to conclude during the next quarter.
2.1.4 (N) Conduct a West Bank wide multi-media program through a subcontract to educate the public on the role of local government.
Radio: The National Media Campaign continued with a primetime weekly 30-minute episode. The radio show is broadcasted through Raya FM and reaches an approximate audience of 320,000 listeners through Raya and seven affiliate regional stations. Themes covered in this quarter were:
1. January: Taxes & Fees: What they are, how they are collected, distributed and why you should pay them. This theme was chosen for January as it coincides with the period in which citizens pay their property, education taxes and annual fees (Jan – April). 2. February: Service Provision: What services are municipalities responsible for and what can be done to improve their delivery? 3. March: Local Economic Development: How can municipalities build their local revenue? This theme was chosen for March as it coincided with National LED Day (March 15).
Next Steps: The radio show will continue to air in April with the theme of ‘Local Government and Fourth Estate: How effective reporting and journalism can keep your government accountable’.
Social Media: The social media component of this activity continued to be postponed throughout this quarter following the worsening political situation on the ground. In an effort to find an alternative way to engage an online audience around the subject of local government, with USAID approval, CTP began posting two paid posts per week on Raya FM’s Facebook page. This was agreed to be a short-term solution and would also be terminated if the Baladiyatna Facebook page was approved at any time. The posts began in February, with each post reaching at least 20,000 people.
Next Steps: If the dedicated Facebook page is not approved during the next quarter, the short-term solution of leveraging Raya FM’s social media audience will come to an end in May, at which point CTP will present alternative options for engaging an online audience to USAID.
SUCCESS STORY: HEBRON RADIO COPIES USAID-FUNDED LOCAL GOVERNMENT RADIO SHOW
Hebron-based radio station Al Rab’a is rolling out its own version of a USAID-funded radio show to help citizens in the southern West Bank learn more about local government. Al Rab’a is broadcasting a daily radio show called “Baladiyatna,” in imitation of CTP’s National Media Campaign’s weekly show of the same name.
CTP launched Baladiyatna (Our Communities) on Raya FM in October. Reaching 200,000 people a week, CTP’s half-hour program is designed to create a national conversation about municipalities. The show is broadcast on Raya FM’s national network, as well as through seven affiliates. One of those affiliates is Al Rab’a, which has the largest audience in the Hebron governorate - around 150,000 daily listeners.
The station’s CEO decided the model of CTP’s show (with guests invited to discuss different aspects of local government) filled an important gap in the southern West Bank. “Based on our partnership with Raya and their weekly show, we decided to use the same model, adapting it to our audience in the south, where the citizens’ need of knowledge about their local government is particularly high,” said , CEO of Al Rab’a Station.
The show began broadcasting the hour-long show five times a week in January. It is currently hosting mayors from different municipalities, who are discussing their challenges and successes. (Mayors from the 55 CTP-supported municipalities have appeared on the show, including the mayor of Bani Naim (pictured above). The radio show will then host citizens, followed by service providers and technical specialists, all who will comment on their specific challenges and roles.
By replicating the project’s radio show model, Al Rab’a radio station is amplifying USAID’s initial investment in CTP’s national media campaign by creating an additional, daily opportunity for Palestinians in the southern West Bank to engage with their municipalities.
2.1.5 (N) Support strengthening the capacity of municipalities and MoLG Budget Department staff in Participatory Budgeting.
Work on this activity will begin depending on the timeframes determined by MoLG on when they start to work on municipal budget preparation at which point CTP will assist MoLG budget department in the development of a participatory budget manual. No action expected until Y2Q4, ahead of the 2019 budget workshops.
IR2.2 PROMOTE COMMUNITY PARTICIPATION
2.2.1 (MC) Use GUCs to promote youth participation
The four grantees focusing on increasing youth participation worked with all 55 municipalities to prepare for the establishment or reactivation of youth committees, which included finalizing the criteria for participation in terms of age, and deciding on election dates. In almost all municipalities, the CTP grantees are using the youth local council (YLC) methodology developed under the USAID Local Government and Infrastructure (LGI) project. However, a few municipalities are requesting to use an alternative youth mechanism due to local factors, and CTP is working with the grantees to define a standardized alternate youth mechanism to be used in these municipalities.
Next Steps: YLC elections are due to take place during the next quarter in most of the municipalities, with the remaining taking place in Y2Q4, which includes opening registration of a General Assembly at the municipal level, which will create a pool of potential candidates. Once candidates are all registered, the election date will be decided upon and circulated locally. The alternate youth mechanism will be finalized in the next quarter and a standardized methodology will be shared with the grantees.
GRANTEE JUHOUD DISTRIBUTED THIS BROCHURE TO INTRODUCE THE YOUTH LOCAL COUNCILS IN THE 10 MUNICIPALITIES THAT IT SUPPORTS.
UPDATE FROM THE FIELD: YOUTH LOCAL COUNCILS
During this quarter, in addition to the development of the SDIPs, a major activity on the municipal level was laying the groundwork for the establishment or reactivation of the YLCs. This activity is being led by the grantees, whose work is designed to institutionalize civic participation, and is being managed by CTP’s technical staff, regional advisors and MLS team.
Early challenges: During grantee’s first meetings with their target municipalities, many had considerable resistance to the development of YLCs given political and social tension the councils had caused in the communities in the past. However, CTP staff worked closely with those municipalities to discuss the long-term benefits of youth participation and representation at the municipal level, explain how including youth in municipal work leads to improved capacity of young people and therefore better opportunity for them and the municipality, and their increased representation will help improve the trust young people have in their community, which will help it thrive in the long run. For the municipalities where youth engagement was low, CTP’s regional staff advised specific methods of outreach that municipalities could implement, which included visiting and engaging existing youth groups in their community.
Alternative Youth Mechanisms: While several the municipalities who were initially hesitant to establish a YLC were convinced following the regional teams’ meetings, several stated explicitly to the field team and to CTP’s technical team they did not want to establish a YLC. In those municipalities, CTP is working with them on creating alternative youth mechanisms that will still mean youth are represented and have a voice in their community, but are not necessary voted in with a municipal election. Those mechanisms will be prepared during the next quarter.
Building Community Participation Capacity: The regional team reported that the community engagement work done within the SDIP process has fed directly into building the YLCs, as many of the municipalities were already doing community outreach to get citizens more involved, therefore moving towards the institutionalization of civic participation.
XX FROM XX MUNICIPALITY ASKS A QUESTION DURING THE SAFAD (WATTAN) LAUNCH EVENT IN RAMALLAH PHOTO: CTP
2.2.2 (MC) Support new platforms to support citizen participation
PR Unit Support: Grantee Safad (Watan) began recruiting a communications consultant who will support the 55 municipalities in the development of their communications and public disclosure plans. This will be done through regional workshops that will build the capacity of the PR units / functions and encourage the municipalities to learn from each other’s experience.
Next Steps: The consultant will be secured with CTP sign-off, and the communications workshops will take place.
PR Interns: Safad (Watan) is also working to recruit 25 interns in Y2 (and 35 in Y3) who will support the PR units of the 55 municipalities and help implement the communications and public disclosure plan to their citizens.
Next Steps: Interns will be hired and are due to start their work in municipalities in Y2Q4.
COMPONENT 3: ENHANCED DELIVERY AND MANAGEMENT OF MUNICIPAL SERVICES AND THE EFFECTIVENESS OF LOCAL GOVERNMENT’S OPERATIONS
Improving the quality, accessibility, and efficiency of municipal service delivery makes local governments more accountable to citizens while building trust and generating greater service user satisfaction. At the municipal level under IR3.1 and IR3.2, CTP is facilitating citizen engagement by targeted support to strengthen municipal services, spatial plans, and automate or integrate core operations as well as other automated services through Citizen Service Centers (CSC) where capacity allows. Accessibility and quality of services will also be supported through strengthening citizen service functions or centers. At the national level under IR3.1 and IR3.2, CTP is raising awareness of the importance of paying taxes and service fees, while also expanding access to national level services through service windows.
Graphic 6: CTP’s Component 3 Strategy
IR3.1 INCREASED EFFECTIVENESS, EFFICIENCES IN THE MANAGEMENT AND DELIVERY OF MUNICIPAL SERVICES
3.1.1 (MT) Develop/streamline/train in service delivery and automated services.
In Y2, CTP will focus on facilitating citizen engagement by improving accessibility and quality of services and strengthening of citizen service functions and centers, while also expanding access to national level services.
Citizen Service Center (CSC): In Y2, CTP will establish or improve CSC capabilities through the review and streamlining of service delivery working procedures in 16 municipalities. CTP developed a SoW for the service delivery working processes for submission to USAID. (The SoW will cover eight targeted municipalities, with the remaining eight municipalities to be supported in-house.) Documenting and improving the workflow processes is a pre-requisite to automating services. CTP will also provide CSC automated systems to 14 of the 16 municipalities.3 (The software modules will be designed in Y2 and installed in Y3.) These modules are included in the three MIS SoWs submitted this quarter (see Cross- Cutting). CTP will ensure CSC modules can be fully integrated with new and existing IFMIS modules so that all targeted municipalities are on track to move towards e-municipality and unified citizen data can be shared across the different systems, thus increasing effectiveness and quality of information provision.
Next Steps: CTP will submit the service delivery working procedures SoW to USAID for review and approval. Pending USAID approval of the MIS SoWs, CTP will move forward into procurement.
Solid Waste Management: CTP will support eight municipalities with routing (or time and motion) studies to improve service delivery and cost efficiency of solid waste management in eight targeted municipalities. This quarter, CTP submitted and received USAID approval for the SoW. Work will begin on the implementation of that study in the next quarter. CTP will also support 14 municipalities to adopt a new solid waste management tariff system in Y2. The SoW was developed and submitted to USAID this quarter.
Next Steps: Consultant for time and motion study will be procured. Pending USAID approval of the SWM tariff system, a consultant will be procured.
Building permits and licenses: CTP will provide automated building permit and license systems to 11 municipalities in Y2 (with data transfer to be initiated and capacity building conducted to ensure the system is fully operational in Y3.) This system was included in the MIS SoWs submitted to USAID (see Cross- cutting).
Next Steps: Pending USAID approval, CTP will begin the procurement of these providers.
Water service improvement: CTP in coordination with WSRC staff will provide water tariff calculation/analysis and provide new tariff structure for 13 municipalities in Y2. During this period, CTP
3 The remaining two municipalities did not request automation of their CSCs.
began the development of the water tariff structure and decided to pilot the tariff structure in Beituniya municipality due to its size and proximity to CTP staff, including information about their water distribution, loss, connection points and how much citizens are being charged.
Next Steps: Following its receipt, CTP will begin the analysis of all relevant data from Beituniya municipality. CTP staff will also train the regional MLS team to capture water-related data from the other 12 municipalities to develop the water tariff structure. To further support this activity, CTP will begin to support the capacity building of WSRC in the next quarter to support them in setting tariffs for the targeted municipalities (in support of 1.1.4).
3.1.2 (MC) Create public awareness of the importance of paying taxes and utility fees, SWM improvement, CSC establishment/development and/or upgrading, water service improvement, and complaint systems.
CTP plans to leverage the grantee implementation of several social accountability tools in the targeted municipalities to raise citizen awareness of service delivery improvements and to add to CTP’s understanding of citizen perception of service delivery. To further this, the C3 team presented the proposed technical interventions to the seven grantees for them to start thinking about ways to employ the tools they have to reach C3’s goals.
In addition, during this period, CTP helped the GDPT facilitate the airing of two radio spots on Raya FM informing citizens of the discounts for property tax payments that are available from January-April.
Next Steps: CTP will develop a detailed schedule of the planned interventions under C3, which will then be shared with grantees and/or subcontractors with the goal of developing a prolonged public awareness campaign to engage citizens on the work being done in their specific municipality. Decisions on how best to move forward will be made internally and with USAID approval following the development of this schedule.
3.1.3 (N) Identify opportunities to expand services at CSCs.
The Lessons Learned and Best Practices for CSCs was submitted in draft form to USAID on February 20, 2018. The recommendations within the report will guide CTP’s work to improve work processes within CSCs. Pending USAID feedback, GCG is considering presenting their results to CTP and other relevant stakeholders.
Next Steps: Pending USAID feedback, GCG will organize a presentation.
3.1.4 (N) Support MNE to expand services in CSCs.
CTP drafted an action plan which was submitted to the Ministry of National Economy (MNE) for introducing national-level service windows at CSCs, followed by a concept paper which was submitted to USAID identifying the specific municipalities that would be suitable for this addition, a breakdown of cost, timelines, and the types of services. USAID supported the concept paper and approved CTP to move forward on the development of a SoW. The development of the concept paper took longer than expected, given the need to wait for input from MNE, which may result in CTP delivering the MNE services to the six targeted municipalities in Y3, rather than in Y2.
Next Steps: CTP will develop a SoW and pending USAID approval will move forward with procurement in the next reporting period.
3.1.5 (N) Develop and install an automated tariff system for the WSRC/PWA/municipalities.
Following reaching an internal technical agreement in Y2Q1, CTP’s Chief of Party shared the agreement with the Palestinian Water Authority (PWA) to get their official feedback and approval. Due to the PWA’s lack of response, USAID submitted an official letter to the PWA in February requesting a management- level meeting to discuss the technical agreement. At the end of this reporting period, no response had been received from the PWA.
Next Steps: Pending PWA response, USAID, CTP and other stakeholders will meet to move forward with the technical agreement.
3.1.6 (N) Develop e-municipality strategic framework.
CTP is working with MoLG and other stakeholders to develop and finalize the e-municipality strategic framework, which - when finalized by end of Y2 and approved - will be used as the official comprehensive guidance and reference that includes the requirements, methodology and the needed action plans used by municipalities and potential donors to transform municipalities into an E-municipality. With CTP support, MoLG formed a technical committee for this purpose that includes key stakeholders including MoLG, MDLF, Ministry of Telecommunications and Information Technology (MTIT) and several municipal representatives. This committee reviewed the existing draft e-municipality strategic framework and worked together to finalize the outline for an updated framework.
Next Steps: During the next reporting period, the technical committee will hold a two-day workshop following which the e-municipality strategic framework will be finalized.
IR3.2 MUNICIPAL CORE OPERATIONS (ADMINISTRATION, PROCUREMENT, PLANNING) STREAMLINED AND AUTOMATED
3.2.1 (MT) Streamline and automate municipal core operational functions including manuals and/or automated/integrated systems. In Y2, CTP is working to streamline working procedures for procurement, human resources, and operations and maintenance in target municipalities, as well as additionally automating these functions in municipalities that have the capacity and readiness.
Procurement: A SoW was approved by USAID that identifies 23 municipalities for the development of procurement functions following review and incorporation of items in the MDLF’s procurement ToR. A total of 10 municipalities are going to get automated procurement and warehouse procedures and templates, which are included in the MIS SoWs.
Next Steps: CTP will begin to identify and begin working with consulting firms who will provide procurement working procedures in the next reporting period. The progress of the automated functions depends on the approval of the MIS SoWs.
Human Resources (HR): A SoW was approved by USAID identifying 33 municipalities that will receive HR support (six will be developed in house, and 27 through a consultant) through strengthening working
procedures by the end of Y2, CTP began the tendering process in this reporting period. A total of 17 municipalities will get automated HR procedures by the end of Y2.
Next Steps: CTP will identify and begin working with consulting firms who will implement this activity in the next reporting period. The progress of the automated functions will move forward pending the approval of the MIS SoWs.
Operations & Maintenances (O&M): During the MAP workshops, 36 municipalities requested O&M support, which CTP planned to deliver through physical inspections followed by building automated systems. However, following consultation with MDLF who shared their O&M terms of reference (ToR), and their criteria, CTP changed course to conduct each inspection concurrently as it makes for more efficient implementation. Thus, a single SoW was developed for 10 municipalities.
Next Steps: CTP will finalize and submit the SoW to USAID for the physical inspections. Pending their approval, CTP will begin the tendering process for consultancy firms who will implement this activity in the next reporting period. The progress of the automated system functions will move forward pending the approval of the MIS SoWs.
3.2.2 (MT) Review/update spatial planning (urban plans, land use plan, GIS)
During this period, CTP began working with MoLG on the development of spatial plans for the target municipalities, with the aim of creating effective plans that will facilitate land tenure identification and valuation. CTP and MoLG worked together to develop an agreed list of criteria, including cost-benefit, the expertise of the municipal staff, and no part of the municipality being in Area C. By the end of this reporting period, CTP identified three municipalities who fit all the criteria: Deir Istiya, Birqin and Kafr al Labad.
Next Steps: Will review municipalities with MoLG and once the municipalities are finalized for the development of spatial plans, CTP will develop a SoW and pending USAID submission will move forward with the development of the pilot spatial plans. CTP will also begin capacity building trainings with municipal staff in QGIS, a free software that is compatible with GIS and will enable municipal staff to build the layers for maps of their municipalities.
COMPONENT 4: IMPROVED REGULATORY AND POLICY FRAMEWORK FOR LOCAL GOVERNANCE
CTP’s approach towards decentralization is to provide practical and incremental support that holistically leads towards a greater legal and policy enabling environment for municipal sustainability for the municipalities. Specifically, CTP will support the demand and supply side of the decentralization process through a combination of bottom up and top down approaches. On the demand side and integrated into all four components, CTP will work to empower the targeted municipalities and enable them to demonstrate their capacity to fulfill their roles and responsibilities and position them in a more positive light in their communities, and the PA. On the supply side, CTP will concentrate on supporting the PA’s efforts and stated policy on democratic decentralization of local governments and building upon the achievements towards decentralization by USAID and other stakeholders.
Graphic 7: CTP’s Component 4 Strategy
IR4.1 IMPROVED CLARIFY OF AUTHORITY AND RESPONSIBILITIES IN THE LEGAL FRAMEWORK FOR LOCAL GOVERNMENT
4.1.1 (MC) Provide awareness raising support to 55 municipalities on policy development and understanding of legal environment.
In January, CTP conducted three legal and policy awareness workshops for all target municipalities; a key priority identified during the MAP workshops. The workshops, which had a total of 100 attendees, were designed to orient participants to the applicable legal and policy framework of local government, and raise awareness of the revenue-producing opportunities the framework provides. Many attendees said they now had a clearer understanding of the organizational framework and policies in municipalities, but also requested additional follow up training. Following the workshops, CTP developed a report with key recommendations on whether there are laws, policies and regulations that need to be revised. This report is currently being reviewed internally, when final, it will be shared with USAID and key recommendations extended to MoLG.
Next Steps: Following its finalization, the report will be shared with USAID and MoLG for review of the specific recommendations.
PARTICIPANTS FROM TARGETTHE MUNICIPALITIES AWARENESS POLICY AND LEGAL THE ATTEND WORKSHOP PHOTO: CTP
4.1.2 (N) Assist the MoLG to review and update the 1997 Law on municipalities.
The update of the 1997 law will be influenced by other activities in C4, as those other policies and laws currently being updated will feed into it. During this period CTP has taken practical steps towards revising the Cities, Villages and Building Planning Law, the Draft Law on Professional Licensing, and the upgrade of the Guidance and Control policy paper to a regulation.
Concurrently, CTP has been working on a comparative study between the Palestinian and Jordanian municipal laws as Palestinian municipal law was built from the Jordanian laws, which have since advanced and been updated considerably further, focusing on municipal regulatory powers, functions, services, LED and municipal relationships with the central government.
Next Steps: The comparative study will be finalized during Y2Q3 and will be shared with MoLG. CTP will start a critical analysis of the legal and policy framework governing the local government sector from outcomes and recommendation from the policy and legal workshops and follow up field visits to the 55 municipalities, to be done by May 2018.
IR4.2 LOCAL GOVERNANCE POLICY FRAMEWORK IS ENABLING AND RESPONSIVE TO LGU OPERATIONAL AND FISCAL NEED
4.2.1 (N) Support the General Directorate of Property Tax (GDPT) to review and propose revisions to the 2013 Draft Law on Professional Licensing
CTP is supporting the GDPT on a proposed revision of the 2013 Draft Law on Professional Licensing, which will make it easier for new businesses to open by streamlining the process by which businesses can register in municipalities. Following coordination with GDPT, a SoW was drafted for a technical expert with licensing experience to support the GDPT in the review of the Draft Law on Professional Licensing, which was shared with the GDPT. Following their feedback, the SoW will be submitted to USAID and CTP will finalize the hiring of the expert.
Next Steps: Pending GDPT feedback, the SoW will be shared with USAID and following their approval, CTP will move forward on the procurement of the expert who will work directly with the GDPT.
4.2.2 (N) Assist the MoLG to review and revise the Cities, Villages and Buildings Planning Law
CTP is supporting the MoLG to review the Cities, Villages and Building Planning Law and develop recommendations for bringing the law up to date with regards to safety, innovations, and best practices related to LED and joint regional planning. Based on MoLG’s suggestion that the law’s revision take a grassroots approach, CTP and the MoLG’s planning department co-hosted a national level pilot participatory workshop to review the law with 12 municipalities, each of different size and capacity (all from middle region of the West Bank and several outside CTP’s target municipalities), so as to cover different obstacles each face when applying the law. Most attendees agreed the law required amending, and iterated their appreciation at being involved from the start of the process.
Next Steps: Recommendations from the pilot workshop will be reviewed in the next reporting period, and a further two workshops will take place with the south and north region.
MoLG PLANNING DEPARTMENT HOSTMoLG REGIONALDEPARTMENT PLANNING AND CONTROL GUIDANCE REVIEW THE MEETINGS TO POLICY PAPER. PHOTO: CTP
4.2.3 (N) Assist the MoLG to review and update the Guidance and Control Policy Paper4
CTP is supporting the MoLG to conduct a comprehensive review and update of the Guidance and Control Policy Paper and suggest improvements and additions to the paper to ensure its compatibility with the Palestinian National Policy Agenda (2017-2022) and MoLG’s Strategic Plan, and to enhance guidance and control tools to better address problems faced by the MoLG guidance and control department in conducting its duties. This quarter, CTP worked with MoLG to organize three regional meetings in Jenin, Ramallah and Hebron with the MoLG guidance and oversight managers from the district offices to discuss how to improve and update the guidance and control manual and its potential upgrade to a regulation. All the district offices supported the upgrade to a regulation as it would make it legally enforceable in municipalities.
Next steps: The key findings and recommendations from the district meetings will provide the basis for a centralized workshop with all the related MoLG departments, which is due to take place in the next reporting period.
CROSS-CUTTING
1.C. Communities of practice approach for elected female council members.
CTP coordinated with the MoLG gender unit and held a brainstorming session during which approaches for conducting assessments of the female municipal council members and female municipal staff were discussed and attendees were familiarized with CTP’s project goals. Attendees expressed a need for legal training and awareness, and recommended implementing a communities of practice mechanism. During the session and follow up meetings, members of the gender unit stressed the need for equal attention and
4 In previous reports, this was called the ‘Guidance & Control Paper” CTP is now calling it the “Guidance & Oversight Paper” as it is a more accurate translation.
integration of male and female council members since both groups face the same needs and challenges, and separation will only serve to increase any divide between them.
Next Steps: CTP will develop a concept note to establish a communities of practice mechanism for all council members, not just female council members. Following the completion of the concept note, CTP will work with MoLG Gender Unit on the best way to move forward with this assessment.
PHOTO: CTP
CTP MEETCTP WITH MoLG GENDER UNIT TO DISCUSS COUNCIL MUNICIPAL FEMALE OF ASSESSMENT MEMBERS AND STAFF.
2. C. Communities of Practice for Foundational Training
This activity will be held in Y2Q4 with preparations beginning in the next quarter.
COMPONENT 5: WINDOWS OF OPPORTUNITY5
5.1.1 (MT) CTP will build capacity of the five capital cities and four urban centers within the target 55 in each governorate as drivers of policy and reform and leaders in LED. Subcontractor Resonance (formerly SSG) will provide targeted support to municipalities on how to identify and manage public private partnerships (PPP), as part of the larger initiative to ensure an enabling environment for private sector investments. Resonance will use its Sustainable Transparent Partnerships (STEP) as a results-driven, context-flexible process that begins with a Rapid Partnership Appraisal (RPA)
5 The draft work plan submitted in this reporting period proposed the following activity): 5.1.2 (MC) Conduct Public Expenditure Financial Accountability Assessments (PEFA) on each of the target 55. CTP and USAID met with the World Bank to gain advice on the feasibility of conducting PEFA at the local level with its target municipalities, which the World bank advised such an initiative would not be cost effective. The intervention will be considered in the context of the Y3 workplan.
and yields actionable PPP concepts This quarter, USAID requested the scope be expanded from the originally proposed five capital cities (Bethlehem, Salfit, Qalqilya, Tubas and Jericho) to include four additional municipalities whose population is greater than 25,000 (Beituniya, Adh Dhahiriya, Halhul and Dura). This scope expansion will increase the number of beneficiaries of the training and cover urban areas. To maintain cost efficiency and enable wider impact in the long-term, it was agreed that Resonance to provide full support to the five municipalities, with the remaining municipalities being provided in-house by CTP staff who will be trained by SSG using a train-the-trainer approach. After the training, CTP staff will also be able to support other municipalities that are interested in PPPs. Next Steps: Finalize and sign the subcontract with Resonance and work with Resonance to prepare for and start delivering trainings in next quarter.
COORDINATION
Entity Activity Output
USAID Cross- Cross-Cutting: Coordination on submission of the Y2 work plan, narrative letter Cutting, for donors following donor meetings, including World Bank, submission of the C1 – C5 MAPs, MTAP, Decision Rule, facilitating coordination meetings with USAID- AECOM-PEP on renewable energy awareness/training. C1: Reviews and approvals for SoW for deficit reduction, revenue enhancement plans, review of C1/C3 Systems and MIS system modules, LED-related support to municipalities. C2: Approval of journalists for training, items for National Media Campaign. C3: HR Manual, concept paper related to the national-level expansion of CSC services, time and motion study for solid waste management. Branding & Marking guidance with MoLG. Ministry of Cross- C1: Participation in organization and participation in IPSAS training, reform of Local Cutting, budget system, piloting citizen budgets, coordination on building capacity of Government C1, C3, female council members, lessons learned from LED workshops, identifying C4, C5 sources of private sectors funding and identify legal and regulatory obstacles around LED. Coordination of planning department on items related to SDIPs. C3: Reviewing draft of e-municipality strategy and development of updated strategy outline. C4: coordination on legal workshops and meetings to review Cities, Villages and Building Planning Law and Guidance and Control Manual MDLF Cross- Review of MAPs, coordination on items related to C1/C3 matrix of system Cutting, needs, inclusion in the donor narrative letter. IFMIS integration in target C1, C3 municipalities, participation in IPSAS training, streamlining of municipal core functions and development of e-municipality strategic framework, assessment of LED experiences in municipalities and participation in national working group for social accountability. Ministry of C1 – C4: Development, finalization and testing of MMA, participation in the National Finance 1.2.2, Media Campaign, created radio spots to encourage citizens to pay property tax, GDPT 3.2.1, worked on action plan for review of Draft Law on Professional Licensing 4.2.1 Ministry of 3.1.4 Coordination on the proposed action plan for the expansion of national-level National services at CSCs. Economy
Entity Activity Output
World Bank C1 Donor coordination for issues related to reform of municipal budget finance, including sharing of donor narrative letter. GIZ Cross- Participation in the national working group on social accountability, piloting of cutting citizen budgets and coordination in areas of budget system reform. (C1 & C2) Enabel C1 Donor coordination for issues related to LED, SDIPs and the budget portal.
M&E AND COMMUNICATIONS
The COP, the MEL/communications director, and the social accountability specialist (also CTP’s gender point of contact) participated in USAID’s two-day MEL training for implementing partners on February 21-22.
5.1 M&E AND LEARNING
M&E and learning (MEL) plan. CTP submitted the M&E and learning (MEL) plan twice this quarter:
1. On January 18, following a USAID-approved extension to allow for analysis of newly collected financial data and set targets for seven Component 1 indicators. The DCOP and the Municipal Finance Specialist presented the context for collecting and analyzing financial data for MEL purposes to the USAID D&G team and financial staff. 2. On March 15, after incorporating USAID comments into the MEL plan. CTP subsequently submitted the performance indicator reference sheets (PIRS) on March 26.
This quarter, CTP discussed a data risk to seven Component 1 indicators with USAID: namely, the baseline data for these indicators comes from largely cash based or modified accrual accounting systems, which impacts its accuracy and, as a result of the proposed shift of the partner municipalities to accrual accounting systems (largely through project interventions), prevents comparison with actual results in 2019, which will be produced by accrual systems. After discussions with USAID, CTP plans to conduct a market scan to scope the costs of converting baseline data for the seven Component 1 indicators into accrual basis to ensure CTP has comparable data for these indicators at mid-line and end-line.
Next Steps: In agreement with USAID, CTP will submit the revised targets for the MEL plan on April 1. CTP will conduct the market scan for the accrual conversion and work with USAID to decide next steps.
GeoMIS. The M&E and communications director and data analyst participated in the USAID GeoMIS training, held on January 31 in Ramallah. CTP updated the GeoMIS FY18 goals and FY17 achievements; discussed the GeoMIS activity matrix with the USAID M&E specialist; and uploaded activity-level reports on a monthly basis.
Next Steps: CTP will share the final GeoMIS activity matrix with USAID.
MIST. CTP launched the management information system for Thrive (MIST) on February 28. The MIST tracks activities that are under implementation: as a result, CTP is currently using the MIST to monitor and report on ongoing activities (e.g., the grants program and the SDIP process).
Next Steps: CTP will include additional activities in the MIST for monitoring and reporting as activities start implementation.
Baseline data collection. AWRAD presented the findings of the three data collection activities to CTP and USAID and submitted final draft reports on the citizen participation mechanism, citizen exit poll, and the service improvement scorecard.
Next steps: CTP will include additional activities in the MIST for monitoring and reporting as activities start implementation.
Grantee M&E. Output data from the seven CTP grantees will contribute directly to the project’s M&E framework, as well as supporting the impact evaluation. To ensure standardization of this data, CTP developed a master M&E plan and data collection tools for use by the grantees in monitoring civic engagement activities. CTP oriented the grantees on plan and tools and the grantees will finalize their individual plans, based on the master plan by May.
Next steps: Grantees will submit their finalized M&E plans in the next reporting period.
5.2 RANDOMIZED IMPACT EVALUATION
The decision rule was finalized, in consultation with USAID and the impact evaluation (IE) team. The final decision rule contains seven variables: 1) number of employees, 2) LGU population, 3) service index (electricity, piped water, sewage, solid waste, property tax, and building permits), 4) citizen (dis)satisfaction, 5) revenues/expenditures, 6) operating surplus ratio, and 7) sustainability measure (representing an OSR in the middle range). CTP will use the decision rule to allocate a technical assistance budget for each municipality. The IE team concurred with CTP’s recommendation that the allocated budget should be within a range of 5% (e.g., the allocated budget amount can be more or less by 5%). This allows for external changes that may impact intervention costs (e.g., exchange rate fluctuations, changes in municipal priority, and unexpected cost increases).
The IE team requested that CTP collect specific data to support monitoring and analysis of civic engagement activities and project implementation in municipalities. Based on IE team guidance, CTP will prioritize data that is a) already collected for CTP MEL and technical needs and b) within the capacities of the grantees (who will collect the civic engagement data) and CTP (who will report on implementation and expenditure). CTP uploaded the Y2 work plan, technical reports, progress reports, and requested documents onto a shared Google Drive and will upload new relevant documents on a rolling basis. CTP will upload requested civic engagement data on the 20th day of the month after the grantees submit the data to CTP.
CTP and USAID met with the IE team on a regular (bi-weekly) basis by phone.
Next steps: CTP will share requested information with the IE team, including the rationale for the timing and location of municipal-level interventions in the Y2 work plan, and finalize the design of the requested
implementation monitoring tool. CTP will start providing civic engagement data, following submission by grantees.
5.3 COMMUNICATIONS
During this period, the CTP communications team worked closely with the grantees on the development of their communications strategy. This included hosting a day-long workshop with the seven grantees to harmonize their messaging and communications products in the 55 municipalities. Following which, CTP’s communication specialists began to follow up with each grantee for one-on-one meetings, which will be completed in the next quarter.
CTP submitted a report on the Municipal Action Planning (MAP) workshops which took place in September and October 2017, detailing the specific participatory approach and methodology. The MAP workshops were also the subject of a blog post that featured on USAID’s urban links page as part of USAID’s presence at the World Urban Forum in February.
USAID also approved CTP’s Communications Strategy Plan (submitted in Y2Q1) and shared numerous communications items on USAID social media, including a short profile video of one of CTP’s beneficiaries, , the Financial Manager in Beit Furik.
Next Steps: During the next quarter, CTP will complete the one-on-one communications meetings with the grantees, and seek to align the grantees on some of their communications items so that they can be shared both through the project’s technical communications (to beneficiaries) and project communications (to donors).
CTP HOSTCTP COMMUNICATIONS WORKSHOP WITH THE SEVEN GRANTEES. PHOTO: CTP
FINANCE AND ADMINISTRATIVE ISSUES
6.1 OPERATIONS
The following key activities occurred in operations in the reporting period:
• Hired a Municipal Liaison Specialist for the central region; • Conducted compliance reviews of primary subcontractors; and • Provided administrative and compliance training to staff.
6.2 RECRUITMENT
During the period January 1, 2018 to March 31, 2018, one position was filled (female) as detailed below. At the end of March, 42 positions out of the CTP’s budgeted 53 positions have been filled (29 male, 13 female). Remaining positions are under review to ensure they meet needs identified from Y2 workplan development and implementation.
6.2.1 SALARY RFAS APPROVED BETWEEN OCTOBER 1 – DECEMBER 31, 2017
Position Name Approved Start Date
Municipal Liaison Specialist - February 27, 2018 March 14, 2018 Middle
6.2.2 POSITIONS ADVERTISED (AS OF END OF MARCH 2018)
Position
Municipal Revenue Generation Advisor
6.2.3 POSITION RFA SUBMITTED TO USAID (AS OF END OF MARCH 2018)
Position
Senior Public Policy Specialist
6.2.4 INTERVIEWS UNDERWAY (AS OF END OF MARCH 2018)
Position
Municipal Liaison Specialist – Middle Region
6.3 SUBCONTRACTS
6.3.1 LOCAL SUBCONTRACTS
Subcontractor Focus SOW Status (End date) Al Nasher C2 National Media Campaign Ongoing Al Nasher will produce a well-structured multimedia program (October 30, to educate and engage the public on the role of local government 2018) and the rights and responsibilities of citizens in their local government. Sky Advertising, C2 Journalist Training Ongoing PR, and Events Sky will strengthen the capacity of the 45 Palestinian journalists (August 23, to be selected from the three regions of the West Bank. The 2018) capacity building will include 18 hours of practical training provided over three days and 153 hours of coaching and follow up with trainees. GCG C2 Municipal Strengthening. Ongoing GCG will ensure that project activities are building on LGI’s (September achievements and USAID’s investment to date, and provide 30, 2021) C3 support across Components 1-4, with a specific focus on Component 3 (Service Delivery). Agility C1 Supporting Municipal Financial Management Ongoing Agility supports Component 1 with interventions related to (September municipal finance with a focus on installing and/or upgrading 30, 2021) Integrated Financial Management Information Systems (IFMIS) and adoption of international public sector accounting standards. AWRAD M&E Outcome data collection Ongoing AWRAD is collecting data to support five outcome indicators (October 30, for baseline values and target support. 2019) Al Ameen C1 Developing a Mobile Mapping Application. Ongoing (June Al Ameen are supporting the GDPT to develop property tax 30, 2018) software that will improve collection and valuation. ABC C3 Support the Preparation of Strategic Development and Ongoing (May Investment Plans (SDIPs) in 36 Municipalities (Cluster #1 27, 2018) Tuqu', Al Khadr, Sa'ir, Ash Shuyukh) HOPE C3 Support the Preparation of Strategic Development and Ongoing (May Investment Plans (SDIPs) in 36 Municipalities (Cluster #2 27, 2018) Taffuh, Idhna, Beit Ula, Kharas, Nuba) CEP C3 Support the Preparation of Strategic Development and Ongoing (May Investment Plans (SDIPs) in 36 Municipalities // (Cluster #3 27, 2018) Bir Nabala, Qatanna, As Sawahira Ash Shaqiya, Beit Liqya, Hizma, Surda O Abu Qash)
Subcontractor Focus SOW Status (End date) CEP C3 Support the Preparation of Strategic Development and Ongoing (May Investment Plans (SDIPs) in 36 Municipalities (Cluster #4 27, 2018) Bani Zeid ash Sharqiya, Al Mazra'a ash Sharqiya, Qarawat Bani Hassan, Kifl Haris, Bruqin, Deir Istiya) NCD C3 Support the Preparation of Strategic Development and Ongoing (May Investment Plans (SDIPs) in 36 Municipalities (Cluster #5 27, 2018) Habla, Kafr al Labad, Beit Lid, Zeita, Baqa ash Sharqiya) HOPE C3 Support the Preparation of Strategic Development and Ongoing (May Investment Plans (SDIPs) in 36 Municipalities (Cluster #6 27, 2018)) Silat al Harithiya, Kafr Dan, Barta'a ash Sharqiya, Birqin, Az Zababida) ABC C3 Support the Preparation of Strategic Development and Ongoing (May Investment Plans (SDIPs) in 36 Municipalities (Cluster #7 27, 2018) Kafr Ra'I, Aqraba, Tammun, Beit Furik, Qusra)
6.3.2 US SUBCONTRACTS
Subcontractor Focus SOW Status (End date) J.E. Austin C1 Improved local economic development (LED) Ongoing JAA will implement key activities under Component 1 to (April improve municipal revenue streams and fiscal management. JAA 17, 2021) will support municipal LED units, LED planning, economy-based collaboration amongst municipalities, PPPs, information exchange, collaboration on policy change and reform, and joint projects. Resonance C1 Public-Private Partnership (PPP) formation RFA sent (formerly SSG Resonance will use its Rapid Partnership Appraisal tool to March 23, Advisors) conduct an enabling environment assessment to capacity build in 2018 PPP identification and management.
6.4 SIGNIFICANT PROCUREMENTS (OVER $10,000)
Procurements Signed ABC - Support the Preparation of Strategic Development and Investment January 28,2018 Plans (SDIPs) in 36 Municipalities (Cluster #1 Tuqu', Al Khadr, Sa'ir, Ash Shuyukh) HOPE - Support the Preparation of Strategic Development and Investment January 28,2018 Plans (SDIPs) in 36 Municipalities (Cluster #2 Taffuh, Idhna, Beit Ula, Kharas, Nuba) CEP - Support the Preparation of Strategic Development and Investment January 28,2018 Plans (SDIPs) in 36 Municipalities // (Cluster #3 Bir Nabala, Qatanna, Assawahiraash shaqiya, Beit Liqya, Hizma, Surda O Abu Qash) CEP - Support the Preparation of Strategic Development and Investment January 28,2018 Plans (SDIPs) in 36 Municipalities (Cluster #4 Bani Zeid ash Sharqiya, Al Mazra'a ash Sharqiya, Qarawat Bani Hassan, Kifl Haris, Bruqin, Deir Istiya)
Procurements Signed NCD - Support the Preparation of Strategic Development and Investment January 28,2018 Plans (SDIPs) in 36 Municipalities (Cluster #5 Habla, Kafr al Labad, Beit Lid, Zeita, Baqa ash Sharqiya) HOPE - Support the Preparation of Strategic Development and Investment January 28,2018 Plans (SDIPs) in 36 Municipalities (Cluster #6 Silat al Harithiya, Kafr Dan, Barta'a ash Sharqiya, Birqin, Az Zababida) ABC - Support the Preparation of Strategic Development and Investment January 28,2018 Plans (SDIPs) in 36 Municipalities (Cluster #7 Kafr Ra'I, Aqraba, Tammun, Beit Furik, Qusra) Blanket PO (Office Supplies) March 11, 2018
6.5 GRANTS
Grantees Focus SOW Status (End date)
CDCE-I C2 Support 15 municipalities in Bethlehem and Hebron to become Ongoing more accountable, transparent, and grassroots Local (February 29, Government Units (LGUs) to work together with local citizens 2020) to meet the needs of the local community. Al Marsad C2 Enhance youth and women organizations participation in Ongoing decision making processes in their local communities to advance (December 31, the transparency and accountability of the local councils. 2019)
CYEE C2 Increase youth participation in local governance and introduce Ongoing transparency-enhancing practices (including civic participation, (December 31, accountability and transparency) in 55 municipal governments. 2019) Juhoud C2 Increase the level of immediate positive participation and Ongoing engagement of youth in 10 targeted local municipalities. (February 29, 2020) PCDCR C2 Strengthen the local governments in their procedures of Ongoing accountability and transparency. (February 29, 2020)
Safad (Watan) C2 Enhance the accountability, transparency and performance of Ongoing Local Government Units, specifically in 55 communities in the (February 29, West Bank. 2020) Ta’awon C2 The project works in line with CTP objectives, and the national Ongoing objectives set by the National Policy Agenda-NPA, and the (October 31, MoLG action plan. It contributes to NPA policies of enhancing 2019) public services, and promoting accountability and transparency, with focus on women participation, mainly through countering corruption, supporting citizens’ right to information.
The above grant agreements were signed in late December 2017 in support of Component 2’s focus on strengthened accountability and transparency in local governments as well as promoting increased and institutionalized civic participation in local government. On January 18, 2018 CTP conducted a start-up orientations session for all CTP Grantees and Managers of CTP-funded grants at CYEE’s offices. Fifty-one grantee representatives attended this workshop. In February and March, CTP received all financial reports from all grantees on time, their advances reconciled, liquidated and new advances were then provided.
More detail regarding their implementation over the quarter can be found in the technical sections of this report.
6.6 STATUS OF BUDGET EXPENDITURES
Obligated Amount $13,200,000 Obligated Used 44% 60 months 18 months 42 months 100% 30% 70% Category Contract Budget Total Cost Incurred as of Remaining as of % used Monthly Burn Rate by Line Item 3/31/2018 3/31/2018 Labor Direct Labor $ 2,022,161 $ 578,015 $ 1,444,146 29% $ 32,112 CCN Professional $ 7,765,854 $ 971,637 $ 6,794,216 13% $ 53,980 CCN Support $ 2,161,554 $ 253,599 $ 1,907,955 12% $ 14,089 Fringe - US $ 741,931 $ 224,492 $ 517,439 30% $ 12,472 Subtotal Labor $ 12,691,500 $ 2,027,744 $ 10,663,756 16% $ 112,652 US Consultants $ 314,691 $ 9,600 $ 305,091 3% $ 533 CCN Consultants $ 320,935 $ - $ 320,935 0% $ - Subtotal Consultants $ 635,626 $ 9,600 $ 626,026 2% $ 533 Travel and Transportation $ 1,114,281 $ 72,616 $ 1,041,665 7% $ 4,034 Equipment $ 398,624 $ 266,014 $ 132,610 67% $ 14,779 Allowances $ 1,105,633 $ 274,784 $ 830,850 25% $ 15,266 Subcontracts $ 7,054,276 $ 820,407 $ 6,233,869 12% $ 45,578 Small Grants $ 4,100,000 $ 134,732 $ 3,965,268 3% $ 7,485 Project Costs $ 4,850,000 $ - $ 4,850,000 0% $ - Other Direct Costs $ 4,465,909 $ 771,995 $ 3,693,914 17% $ 42,889 Subtotal Other Direct Costs $ 23,088,723 $ 2,340,548 $ 20,748,175 10% $ 130,030 Overhead $ 4,204,931 $ 601,732 $ 3,603,200 14% $ 33,430 G&A $ 3,780,465 $ 479,207 $ 3,301,258 13% $ 26,623 MHO $ 267,674 $ 35,047 $ 232,627 13% $ 1,947 Subtotal Indirect Costs $ 8,253,071 $ 1,115,986 $ 7,137,085 14% $ 61,999 Fixed Fee $ 2,569,651 $ 315,907 $ 2,253,744 12% $ 17,550 TOTAL PLUS FIXED FEE $ 47,238,571 $ 5,809,785 $ 41,428,786 12% $ 322,766
6.7 RFA STATUS
RFA Description Submitted Approved # 60 Budget Modification – Equipment and Supplies Line 11/8/17 Pending 63 Contract Marking Waiver Request (for Jan 2018) 12/21/17 1/3/18 64 Contract Marking Waiver Request (for Feb 2018) 1/17/18 1/31/18 65 MLS- Central - 2/5/18 2/26/18 66 SSG/Resonance- consent to subcontract 3/23/18 Pending 67 Contract Marking Waiver Request – March 2018 2/15/18 2/28/18 68 - Senior Public Policy Advisor 3/29/18 Pending 69 Contract Marking Waiver Request (for April 2018) 3/15/18 3/30/18
NEXT QUARTER’S ACTIVITIES
Cross Components
• The SoWs for the MIS systems and supporting hardware will be submitted to USAID, and pending their approval, CTP will move forward with the procurement for the software and hardware systems. • 1.C: CTP will develop a concept note to establish a communities of practice mechanism for all council members, not just female council members. Following the completion of the concept note, CTP will work with the MoLG Gender Unit on the best way to move forward with this assessment.
Component 1
• 1.1.1: Following the completion of the pilot citizen budgets, CTP will design a citizen budget toolkit that the MLS team will use to coach municipalities in preparing their own citizen budget (see 1.1.5). • 1.1.2: Potential vendors will be assessed during the next quarter, and the successful vendor will be engaged to start implementing the deficit reduction strategy plans in the five targeted municipalities. • 1.1.3: Pending approval of the three SoWs from USAID, CTP will begin the procurement process to procure the needed software modules. • 1.1.6: The SoW for budget system reform will be finalized early in the next reporting period, and pending approval from USAID will then be put out to tender. • 1.1.7: After approval to move municipalities towards accrual accounting, CTP will begin installation/upgrading of IFMIS on an accrual basis. CTP will also arrange the purchase of the Arabic IPSAS for the MoLG to support implementation of the reforms. • 1.1.8: The MLS team will collect financial data on net lending in preparation for a meeting with the World Bank and other donors to determine how to best address this issue. • 1.2.2: CTP and Al Ameen will train GDPT staff on integrating the MMA into their work and the application will be officially handed over. • 1.2.3a: Pending feedback from the municipalities, the visual maps will be incorporated into the diagnostic reports for the 17 in-house SDIPs. The completed SDIPs for the 53 municipalities will be completed by the end of the next quarter (June 2018). • 1.2.4: SoW will be finalized and CTP will initiate work in-house to establish LED units within the five target municipalities. • 1.2.5: o Awareness Workshops: CTP will finalize the report on the lessons learned from the LED awareness workshops which will serve as a source of information for other planned LED interventions. o Assessment of Municipalities: CTP will finalize the SOW on lessons learned from LED in target municipalities and begin work subject to final coordination with MoLG and MDLF.
o Physical Needs for MoLG LED Dept: The RFQ for supporting the physical needs of MoLG LED department will be finalized and procurement will take place. • 1.2.6: The SoW on sources of LED funding will be finalized early in the next reporting period and submitted to USAID. Pending their approval, CTP will then move forward on procurement. • 1.2.7: The SoW for LED legal impediments will be finalized and discussed with MDLF and MoLG and then to be submitted to USAID in the next reporting period. Pending USAID approval, CTP will begin procurement.
Component 2
• 2.1.1: Votes for the Social Accountability Committees will take place and interns will be trained with the first round of internships expected in Y2Q4. • 2.1.3: Pending USAID approval of the names, a fourth journalism training workshop will be held to reach the target of 45 journalists and the trainer will continue his one-on-one training with the journalists who have completed the workshops, due to conclude during the next quarter. • 2.1.4: Radio: The radio show will continue to air in April with the theme of ‘Local Government and Fourth Estate: How effective reporting and journalism can keep your government accountable’. Social Media: If the dedicated Facebook page is not approved during the next quarter, the short-term solution of leveraging Raya FM’s social media audience will come to an end in May, at which point CTP will present alternative options for engaging an online audience to USAID. • 2.2.1: YLC elections are due to take place during the next quarter in most of the municipalities, with the remaining taking place in Y2Q4, which includes opening registration of a General Assembly at the municipal level, which will create a pool of potential candidates. Once candidates are all registered, the election date will be decided upon and circulated locally. The alternate youth mechanism will be finalized and a standardized methodology will be shared with the grantees. • 2.2.2: Consultant will be secured with CTP sign-off, and the communications workshops will take place. Interns will be hired and are due to start their work in municipalities in Y2Q4.
Component 3
• 3.1.1: o Citizen Service Centers: CTP will submit the service delivery working procedures SoW to USAID for review and approval, and pending USAID approval of the MIS SoWs, CTP will move forward into procurement. \ o Solid Waste Management: Consultant for time and motion study will be procured, and pending USAID approval of SWM tariff system, a consultant will be procured. o Building permits and licenses: Pending USAID approval, CTP will begin the procurement of these providers. o Water service improvement: Following its receipt, CTP will begin the analysis of all relevant data from Beituniya municipality. Will also train the MLS team to capture water-related data
from the other 12 municipalities to develop the water tariff structure. To further support this activity, CTP will begin to support the capacity building of WSRC in the next quarter to support them in setting tariffs for the targeted municipalities (In support of 1.1.4). • 3.1.2: CTP will develop a detailed schedule of the planned interventions under C3, which will then be shared with grantees and/or subcontractors with the goal of developing a prolonged public awareness campaign to engage citizens on the work being done in their specific municipality. Decisions on how best to move forward will be made internally and with USAID approval following the development of this schedule. • 3.1.3: Pending USAID feedback, GCG will organize a presentation. • 3.1.4: CTP will develop a SoW to support MNE to expand services in CSCs and pending USAID approval will move forward with procurement in the next reporting period. • 3.1.5: Pending PWA response, USAID, CTP and other stakeholders will meet to move forward with technical agreement to develop and install an automated tariff system. • 3.1.6: During the next reporting period, the technical committee will hold a two-day workshop following which the e-municipality strategic framework will be finalized. • 3.2.1: o Procurement: CTP will identify and begin working with consulting firms who will provide procurement working procedures in the next reporting period. o HR: CTP will identify and begin working with consulting firms who will implement HR procedures in the next reporting period. o O&M: CTP will finalize and submit the SoW to USAID. Pending their approval, CTP will begin the tendering process for consultancy firms who will implement this activity in the next reporting period. • 3.2.2: Once the municipalities are finalized for the development of spatial plans, CTP will develop a SoW and pending USAID approval, will move forward with the development of the pilot spatial plans. CTP will also begin capacity building trainings with municipal staff in QGIS, a free software that is compatible with GIS and will enable municipal staff to build the layers for maps of their municipalities.
Component 4
• 4.1.1: Following its finalization, the policy and legal awareness workshop report will be shared with USAID and MoLG for review of the specific recommendations. • 4.1.2: The comparative study will be finalized during Y2Q3 and will be shared with MoLG. CTP will start a critical analysis of the legal and policy framework governing the local government sector from outcomes and recommendation from the policy and legal workshops and follow up field visits to the 55 municipalities, to be done by May 2018. • 4.2.1: Pending GDPT feedback, the SoW to review the draft law on professional licensing will be shared with USAID and following their approval, CTP will move forward on the procurement of the expert who will work directly with the GDPT. • 4.2.2: Recommendations from the pilot workshop to review the Cities, Buildings and Planning Law will be reviewed in the next reporting period, and a further two workshops will take place with the south and north region.
• 4.2.3: The key findings and recommendations from the district meetings to review and update the Guidance and Control Policy paper will provide the basis for a centralized workshop with all the related MoLG departments, which is due to take place in the next reporting period.
Component (5)
• 5.1.1: Planning with Resonance for preparations for PPP training schedule for 15th of July.
M&E
• M&E Plan: In agreement with USAID, CTP will submit the final targets for the MEL plan on April 1. CTP will present the results of the market scan for the accrual conversion and work with USAID to decide next steps. • GEOMIS: CTP will share the final GeoMIS activity matrix with USAID. • MIST: CTP will include additional activities in the MIST for monitoring and reporting as activities start implementation. • Data Collection: CTP will include additional activities in the MIST for monitoring and reporting as activities start implementation. • Grantee M&E: Grantees will submit their finalized M&E plans in the next reporting period. • RIE: CTP will share requested information with the IE team, including the rationale for the timing and location of municipal-level interventions in the Y2 work plan, and finalize the design of the requested implementation monitoring tool. CTP will start providing civic engagement data, following submission by grantees.
Communications:
• CTP will complete the one-on-one communications meetings with the grantees, and also seek to align the grantees on some of their communications items so that they can be shared both through the project’s technical communications (to beneficiaries) and project communications (to donors).
CTP CHIEFOFPARTY CONGRATULATESCTP PROCUREMENT MANAGERONBEING EMPLOYEE OF THE MONTH PHOTO CREDIT: CTP
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