CITYNET NATIONAL CHAPTERS REPORT · CITYNET NATIONAL CHAPTERS REPORT Seoul, November 2016 Contact CityNet Secretariat Felix Kalkowsky [email protected] +82-2-723-0632

CITYNET NATIONAL CHAPTERS REPORT

Seoul, November 2016

Contact

CityNet Secretariat

Felix Kalkowsky

[email protected]

+82-2-723-0632

mailto:[email protected]

CityNet Secretariat 10F, Seoul Global Center, 38 Jongno, Jongno-gu, Seoul, Republic of Korea

Tel: 02-723-0632 | Fax: 02-723-0640 Email: [email protected] | Website: citynet-ap.org

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Contents 1. Introduction ....................................................................................................................................................................... 4

1.1. Background............................................................................................................................................................... 4

2. Roles and responsibilities ........................................................................................................................................... 5

2.1. CityNet Secretariat’s role and responsibilities ....................................................................................... 5

2.2. National Chapter’s roles and responsibilities ......................................................................................... 5

3. How to establish a National Chapter ..................................................................................................................... 6

3.1. Financial Aspects of Establishing National Chapter ............................................................................ 7

4. Annual Project ................................................................................................................................................................... 7

4.1. Process and Duration .......................................................................................................................................... 8

5. NC Profiles ........................................................................................................................................................................ 10

5.1. NC Bangladesh ..................................................................................................................................................... 10

5.2. NC India ................................................................................................................................................................... 13

5.3. NC Indonesia ......................................................................................................................................................... 16

5.4. NC Nepal .................................................................................................................................................................. 20

2.5 NC Sri Lanka .......................................................................................................................................................... 24

6. Analysis and Recommendations ........................................................................................................................... 28

6.1 Member Structure of NCs ............................................................................................................................... 29

7. Outlook ............................................................................................................................................................................... 30

Annex I: Extract from the CityNet Charter................................................................................................................. 31

Annex II: Guidelines for the Establishment of a CityNet National Chapter .............................................. 33

Annex III: Project Guidelines ............................................................................................................................................ 37



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List of Figures Figure 1: Process of establishing a NC ............................................................................................................................ 6

Figure 2: Funding of a NC Project ...................................................................................................................................... 7

Figure 3: Process of a NC Project ....................................................................................................................................... 9

Figure 4: Organizational Structure NC Bangladesh .............................................................................................. 10

Figure 5: Members of the NC Bangladesh .................................................................................................................. 11

Figure 6: Green Campus Initiative ................................................................................................................................. 12

Figure 7: Organizational Structure of NC India ....................................................................................................... 13

Figure 8: Members of the NC India ................................................................................................................................ 14

Figure 9: Improving Public Transport System – Addressing the missing links ..................................... 15

Figure 10: Organizational Structure of NC Indonesia .......................................................................................... 16

Figure 11: Members of the NC Indonesia ................................................................................................................... 17

Figure 12: Catfish Breeding for Business Development and Youth Empowerment ............................ 17

Figure 13: Improving waste management at the village’s public health center .................................... 18

Figure 14: Workshops in the Aksiku.bdg project ................................................................................................... 19

Figure 15: Organizational Structure of NC Nepal ................................................................................................... 20

Figure 16: Members of the NC Nepal ............................................................................................................................ 21

Figure 17: School Sanitation Improvement Project in Tansen Municipality ........................................... 22

Figure 18: School Sanitation Improvement Project in Ramgram Municipality...................................... 22

Figure 19: Organizational Structure of NC Sri Lanka ........................................................................................... 24

Figure 20: Members of the NC Sri Lanka .................................................................................................................... 25

Figure 21: Community-run Computer Learning Centre Project .................................................................... 26

Figure 22: Artistic Skill Training Project for Children of Low Income Communities.......................... 27

Figure 23: Member structure of NCs ............................................................................................................................ 29

Summary

The National Chapters (NCs) are part of CityNet’s decentralization strategy and support CityNet

Secretariat to reach out to its members, collect membership fees and recruit new members.

There are five NCs: Bangladesh, India, Indonesia, Nepal and Sri Lanka. Within the designated

countries the NCs work with municipalities, local non-governmental organizations (NGOs) and

other relevant stakeholders to implement projects on the community level.

This report gives an overview of the NCs and aims to provide a better understanding of the roles

and responsibilities of relevant stakeholders. The report portraits all NCs; describing their

structure and recent activities. Furthermore, the report features guidelines on how to establish

a NC and explains the requirements for the annual projects.

In a brief – mostly qualitative analysis – the report states differences between the chapters in

regard to their organizational and member structure. The main challenges of the NCs are lack of

funding and human resources. The report gives a few recommendations on how to overcome

these challenges and concludes that there is great potential to scale up activities and engage in

new partnerships.



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1. Introduction There are five CityNet National Chapters (NCs):

Bangladesh

India

Indonesia

Nepal

Sri Lanka.

The NCs are supporting the CityNet Secretariat in the designated countries. They are part of

CityNet’s decentralization strategy to help the Secretariat reach out to its members, collect

membership fees and recruit new members. NCs are registered in the countries of their

establishment as juridical institutions. The organizational structure of NCs varies: most NCs are

part of a local government, but they can also be non-governmental organizations (NGOs),

institutes or associations of cities. NCs can recruit members within their countries, and their

members don’t necessarily have to be CityNet members. Each NC has one leader and a focal

person who coordinates the communication between the NC and the CityNet Secretariat.

NCs promote more effective cooperation and facilitation of the exchange of expertise and

experience among CityNet members from the same country, thereby developing capacity of

members to discuss and solve local urban issues among themselves before approaching the

Secretariat. It builds strong partnerships among various stakeholders at the local level within a

country, and allows smaller cities which do not meet the requirements to become a CityNet

member to enjoy the benefits of CityNet activities through NCs.

CityNet Secretariat annually funds one small project in each NC. The Secretariat designs the call

for project proposals. Then the NCs disseminate the call within their countries. Applications for

this grant must be submitted through the NCs to the CityNet Secretariat (for further information

see chapter 4 and Annex III).

The NC leaders and focal points usually meet once a year at the CityNet Executive Committee

Meeting. In this meeting, they report on the past, current and planned activities; voice requests

to the Executive Committee and discuss challenges of their work.

1.1. Background The concept of the NCs was first conceived during the third CityNet Congress held in

Bombay (Mumbai) in November 1993. The key catalyst for this initiation was that members

from India noted that while they communicated actively with the CityNet Secretariat and

members from outside of India, the dialogue between members within India was

comparatively weak. These members believed that greater coordination of CityNet

members within the country itself would allow experience and expertise to be better shared,

and partnerships to be more easily established. This does not reduce the significance of



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sharing the experience with other countries; it does, however, strengthen the overall ability

of CityNet to reach its members even more effectively.

The NC concept was approved and recognized at the Seventh Session of the CityNet

Executive Committee in Makati in November 1994 as the most effective strategy for CityNet

to decentralize its operations and to be more responsive to the needs of its members. At the

same time, the Executive Committee advised the CityNet Secretariat to develop guidelines

for NCs.

In view of the necessity to clarify the status of NC, the Eighth Session of the CityNet

Executive Committee held in Lyon in October 1995 discussed the draft of Guidelines

prepared by the CityNet Secretariat and agreed to the same in principle. The CityNet

Secretariat tabled the agenda for the amendment to the Charter in relation to the

establishment of NC at this Session. The Eighth Session of the Executive Committee then

adopted the draft subject to certain modifications. The Third CityNet General Council held in

Yokohama in November 1997 adopted the Article on NCs as Article XIIA of the Charter of

CityNet. The Twelfth Session of the CityNet Executive Committee held in New Delhi in

October 1998 adopted the revision of the Guidelines.

2. Roles and responsibilities

2.1. CityNet Secretariat’s role and responsibilities CityNet Secretariat’s role is to maintain regular communication with the NCs through focal

points, support their independent projects through grants, and provide technical assistance

within an advisory and coordinating capacity to achieve NC’s goals and ensure its

effectiveness. The Secretariat’s main activity in regard to the NCs is to release the annual call

for project proposals and select applications for approval (further details about the annual

project can be found in chapter 4). Additionally, CityNet Secretariat aims to facilitate

requests from NCs (e.g. organizing a localized workshop on a specific urban topic such as

waste management) that go beyond their project related work.

2.2. National Chapter’s roles and responsibilities One of the main goals of CityNet is strengthening local authorities and NGOs in the Asia-

Pacific region by building their capacities and capabilities to meet the needs and demands of

the urban citizens more effectively and by involving the whole civic society in the decision-

making process. Therefore, NC will act as a focal point of CityNet activities at the local and

national level and play an active role in promoting CityNet’s vision and mission.

NCs enhance the reach of CityNet by disseminating CityNet-related information in a local

language and encouraging local authorities to join CityNet as members, and promoting

intra-country interaction between them by organizing workshops, seminars, training and

capacity building programs related to urban issues. The NCs also conduct fundraising for



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their own initiated activities. NCs not only enhance small-scale regional development

through such sharing of best practices between the local authorities in local language, but

also connect them to the bigger international network of CityNet as a whole to promote city-

to-city cooperation in exchanging expertise and experience in urban issues.

One of the key responsibilities of the NCs is to disseminate the call for project proposal

which is released by CityNet Secretariat and select suitable proposals to the Secretariat

(further details about the annual project can be found in the following chapter 4).

The NC focal point reports to the CityNet Executive Committee by submitting an annual

report, including a financial accounting report, list of members and list of activities (current

and next year) to the CityNet Secretariat.

3. How to establish a National Chapter CityNet members from the same country who are interested in establishing a NC have to first

discuss the preliminary issues among themselves. Afterwards members from the same country

hold a meeting to define the organization and structure of the NC they wish to establish. Key

points in this regard include:

Qualification for membership

Selection of Chairperson, Secretary General and main officers

Design charter of NC

Define location of NC office

Functional Structure, including job descriptions

Overall action plan

Financial Strategy

Figure 1: Process of establishing a NC

Organizational Structure

•Define representative, office location, design charter, action plan, functional structure and financial strategy, etc. of National Chapter

Approval Process

•Application submitted by focal point to Secretariat

•CityNet Executive Committee appoves

Registration

•Accredited representative registers NC in accordance to local laws



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After the organizational structure has been defined, the accredited representative of the NC

submits all required documents to the CityNet Secretariat, which will subsequently forward the

application to the Executive Committee for approval in accordance with Section 1 of Article XIIA

of the CityNet Charter. Upon approval by the CityNet Executive Committee, the NC has to be

registered in the country of establishment in accordance with the law of the designated country

(For details see Annex II).

3.1. Financial Aspects of Establishing National Chapter Although the CityNet Secretariat offers guidance to members planning to establish a new NC,

the Secretariat does not provide any financial support. The NC has to cover all related costs

from its own financial resources and undertake its own operations. NC is encouraged to

solicit funds from the private sector, national government organizations, international

organizations and donors.

The host city of each NC’s Secretariat shall provide in-kind contribution that includes staff

time and salary, operational costs and office space for NC. It is important that the leader of

the NC provides strong leadership in fostering the development of NC (See Annex II).

4. Annual Project The following section of this report features profiles of all CityNet NCs. It also displays various

projects that have been conducted recently. These projects are the main activity of the NCs.

CityNet Secretariat funds these small scale projects that have to be completed within one fiscal

year. The grant provided by CityNet Secretariat is 5,000 USD per project and should not exceed

70% of the total project expenditures (For details see Annex III).

Figure 2: Funding of a

NC Project

Third party grants

(optional)

Own Funds Project Lead

$5,000 CityNet Grant (max. 70%)



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Local NGOs, CityNet members or members of the NC are usually implementing the projects. The

organization that conducts the project has to be endorsed by the local government of the city in

which the project is being implemented.

4.1. Process and Duration In the beginning of the year, CityNet Secretariat sends out a call for proposals to NC leaders.

The NC leaders disseminate the call for proposals in their countries and support interested

organizations in the application process. All project proposals have to be submitted through

the NC leaders who will screen the applications and forward them subsequently to the

CityNet Secretariat. The Secretariat reviews the applications and informs the NC focal point

about the outcome. In the case of approval, Letter of Agreement (LoA) will be signed

between the applicant, NC leader and CityNet Secretariat, which will process the first

installment ($ 2,500) of the project grants afterward. The second installment will be

processed upon the submission of the final project report including receipts of all project

related expenditures. (See diagram on next page and details in Annex III project guidelines)

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Figure 3: Process of a NC Project

CityNet

Secretariat sends

call for proposals

to NC leaders

Application

Deadline

CityNet Secretariat will

inform the successful

NCs and issue the

Letter of Agreement

with the 1st installment

($ 2,500)

Final report and all

receipts must be

submitted; afterwards

CityNet will process

the 2nd installment

($ 2,500).

Project Implementation

Projects must

be completed

Application Process

JANUARY DECEMBER



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5. NC Profiles

5.1. NC Bangladesh

STRUCTURE AND MEMBERS

CityNet NC Bangladesh was established in 1994. It consists of six full members and six

associate members of CityNet. Its active members include six City Corporations (governing

body of a large city) and Municipal Association of Bangladesh (MAB). NC Bangladesh’s

organizational structure consists of President (Mayor of Dhaka North City Corporation),

Vice President (Mayor of Khulna and Rajshahi City Corporation), Secretary General (Chief

Executive Officer of Dhaka North City Cooperation – DNCC), Auditor (Center for Urban

Studies), focal point (Dr. Tariq Bin Yousuf) as well as 12 members.

Figure 4: Organizational Structure NC Bangladesh

Full Member

• Dhaka North City Corporation (DNCC) • Dhaka South City Corporation • Khulna City Corporation • Rajshahi City Corporation • Sylhet City Corporation • Barisal City Corporation

Associate Member

• Rajdhani Unnayan Koitripokkha (Capital Development Authority)

• Bangladesh Center for Advanced Studies (BCAS)

• Dustha Sastha Kendra (DSK) • Center for Urban Studies (CUS) • Chittagong Development Authority (CDA) • Municipal Association of Bangladesh

(MAB)

Host:

DNCC

President

Vice President

Secretary General

Auditor

Members (12)

Program Manager/ Focal Point



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Figure 5: Members of the NC

Bangladesh

PROJECTS

Green Campus Initiative through Climate and Disaster Resilient Activities in School (2014-

2015)

School environment is where students can learn about their surroundings such as the

climate change and disaster risk. Therefore, NC Bangladesh, together with Green Belt Trust,

Social Economic Enhancement Programme (SEEP) of Save the Children and Banani Model

High School, has initiated an educational project to raise students’ climate change and

disaster risk awareness. The project involved creation of plantation on school grounds, solar

panel and rainwater harvesting system installation, establishment of recycling points,

conducting of disaster drills, and assembling of evacuation route map and response plan to

natural disasters. At the end of the project, students at Mirpur Girls Ideal School and College

gained practical experience on waste and water management, energy conservation and

environmental management.



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Figure 6: Green Campus Initiative

CHALLENGES/ REQUESTS

Some of the challenges for NC Bangladesh are member cities’ heavy dependence on the

president city (DNCC), lack of staff that is dedicated to the National Chapter tasks, frequent

political and administrative changes, and lack of budget.

Contact

Name: Dr. Tariq Bin Yousuf

Email: [email protected]

Phone: +88-02-9855630; +88-0181 757 8326




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5.2. NC India


CityNet National Chapter-India was established in 2013. Housing & Urban Development

Corporation Limited (HUDCO) is its leading institution and host. The organizational

structure of the NC India consists of Chairperson Dr. M. Ravikanth, Secretary General Dr. D.

Subrahmanyam, Sr., focal point Dr. Harbans Gill, and fifteen members. The Vision of City Net

National Chapter is to establish healthy environment, an eco-friendly city in India. NC India

is to act as the focal point and facilitator to coordinate with CityNet and other agencies for

capacity building, research, technical study visits and documentation.

Figure 7: Organizational Structure of NC India

National Chapter Member

• HUDCO (Leader)

• Gangtok Municipal Corporation

• Siliguri Municipal Corporation • Pune Municipal Corporation • Ahmedabad Municipal Corporation • Surat Municipal Corporation • Guwahati Municipal Corporation • Greater Hyderabad Municipal Corporation

Tank • Shimla Municipal Corporation

• Jaipur Municipal Corporation • Agartala Municipal Council • Rajkot Municipal Corporation • Pimpri Chinchwad Municipal

Corporation • Greater Bangalore Corporation • Andhra Pradesh State Housing

Corporation • Indian Institute of Public Administration

Chairperson

Secretary General

Members (15)

Contact Person

Host:

HUDCO



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Figure 8: Members

of the NC India

PROJECTS

Improving Public Transport System- Addressing the missing links (2014)

The private vehicle growth in Delhi city has reached an alarming proportion since 2011,

despite the increased options of improved urban public transport. Therefore, the last mile

connectivity (LMC, movement of people from a transportation hub to their final destination)

is an important tool to achieve shift from private vehicles to public transit. The research was

conducted to understand the present condition of transportation, which builds onto the

primary survey conducted at 5 selected metro stations, to improve Delhi City’s last mile

connectivity. For the survey, not only metro users but also the non-metro users were chosen

for feedback as a control group. In addition, LMC service providers were included in this

survey for in-depth understanding of transportation issues and to evolve a framework in

which access to public transit services can be enhanced. The important questions that the

project tried to address are: assessment of comfort, time, space, and cost incurred in the

LMC as a ratio of the total journey for rapid transportation system users; user preferences

and alternatives available for LMC; whether lack of efficient LMC options is a decisive

element in the commuter’s choice of private modes and how it involves the overall efficiency

of a public transit organization.



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Figure 9: Improving Public Transport System – Addressing the missing links

Transit Corridor Development (TCD): Framework and Guiding Principles (2016)

A number of cities in India, including Delhi, underwent an extraordinary population growth

in the last few decades due to large influx of migrants. In response, the Government of India

has declared Smart Cities Mission and New Delhi Municipal Council (NDMC) have been

selected for financing during 2015-16 as one of the top 20 smart cities. The Smart city

concept promotes planning walkable communities and re-densification along transit

corridors. Hence, this study will focus on preparing a strategic framework for development

along selected transit corridor in Delhi. It will evaluate the concept of Transit Orient

Development (TOD) and identify its application along with the metro ring.

In short term, this project aims to identify influence zones along Delhi’s transit corridors

that have re-densification potential and evaluate the use of urban planning tools. In the long

term, it aims to prepare a strategy and guiding principles for re-densification along selected

transit corridor in Delhi, which will identify land parcels for urban poor residences. The final

outcome will be a report which contains the information about the assimilation of national

and international policy interventions for re-densification along transit corridors, effective

utilization of urban planning tools, and general guidelines for re-densification of transit

corridors.


NC India lacks of staff as the focal point is involved with many other tasks. However, NC

India aims to increase its activities and plans to conduct training programs together with

CityNet Secretariat, CityNet Yokohama and HUDCO / Human Settlement Management

Institute (HSMI).

Contact

Name: Dr. Harbans Gill


Phone: +91 9999918346




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5.3. NC Indonesia


CityNet NC Indonesia was established in 2007 and is hosted by Balikpapan City Government.

Its organizational structure consists of a supervisory board, advisory board, followed by

executive board (president, two vice presidents, secretary, and treasurer). Its management

structure includes the Director of administration, Program director, as well as 25 members.

NC Indonesia holds a congress every four years to elect a new host and president city.

Figure 10: Organizational Structure of NC

Indonesia

Full Member

• Balikpapan City Government

• Banda Aceh City Government

• Bandung City Government

• Banjar City Government

• Banjarbaru City Government

• Bekasi City Government

• Bogor City Government

• Gorontalo City Government

• Palembang City Government

• Pangkal Pinang City Government

• Semarang City Government

• Sukabumi City Government

• Surabaya City Government

• Tarakan City Government

• Tomohon City Government

Associate Member

• Urban Research and Development Institute (URDI)

Other National Chapter Members

• Batu City Government

• Denpasar City Government • Kupang City Government • Sabang City Government • Sorong City Government • Karangasem Regency • Sidoarjo Regency • Sukabumi Regency • APEKSI

Secretariat

Vice President

Treasurer

Advisory Board

President

Secretary

Members (25)

Host:

Balikpapan



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Figure 11: Members of the NC Indonesia

PROJECTS

Catfish Breeding for Business Development and Youth Empowerment in Sidoarjo Regency

(2014)

The fishery industry in Sidoarjo Regency has great potential to provide economic growth

and jobs. The industry is experiencing rapid development as Sidoarjo is strategically well

located close to rivers and the sea. NC Indonesia together with DPD KNPI Sidoarjo carried

out a project to breed catfish at Sidoarjo, given the prospective environmental conditions

and the potential for regional profit. The two main purposes of breeding catfish are to meet

local and national food demands, and to promote community empowerment.

Figure 12: Catfish

Breeding for

Business

Development and

Youth

Empowerment



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The project was implemented in five districts in Sidoarjo Regency, which took turns to

create ponds, feed fish, and supervise pests or predators to manage the project. The project

led to harvesting of 500 seeds within 2 months of breeding 84 kilograms of catfish. The

project was able to generate a total gross profit of 2,100,000 IDR (160 USD) and the net

profit of 975,000 IDR (75 USD) during the first year.

Post project implementation, fish farmers have managed the catfish ponds together with

continuous youth support. This project helped to tackle unemployment and increase

business opportunities in selected rural districts.

Improving waste management at the village’s public health center in Sukabumi City (2015)

Public Health Center (PHC) is a basic health services center which is responsible for

increasing standard of public health at village level. PHC makes available health services

such as general medicine, immunization, motherhood and neonatal, dental, laboratory and

other services. However, PHC could potentially become a source of transmitted disease or

environmental pollution through the medical wastes, which therefore should be managed

effectively. Hence, NC Indonesia initiated a pilot waste management project for both medical

and non-medical waste at Sukabumi City’s Public Health Center (PHC). The project involved

provision or improvement of temporary bins, organic and toxic material bin, and

composting area. The improved facility in Public Health Center encouraged clear separation

between medical and nonmedical waste to prevent environmental contamination. This

helped Sukabumi city to become more sustainable because of increased awareness of

medical and non-medical waste, their effective management, as well as the promotion of

public and environmental health. This pilot project can act as a successful model that can be

replicated in other locations.

Figure 13: Improving

waste management

at the village’s public

health center



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Aksiku.bdg: A Digital Platform for Neighborhood Data Mapping (2016)

Indonesia has a large young population (65 million) that makes up 28% of the total

population. Progress has been made in Indonesia to support citizen-based democracy, but

youth participation in decision-making processes has been neglected. The youth in Bandung

needs a way to be engaged in critical thinking, voicing their concern and participating in

urban governance processes. Moreover, lower-income neighborhoods in Bandung need a

way to map their environmental challenges and address them with feasible yet innovative

solutions. To rapidly assess the environmental issues in Bandung, NC Indonesia, Urban

Planning Department (Institute Technology Bandung), Karang Taruna Bandung, Bandung

Creative City Forum (Non-profit organization, a creative community hub in Bandung),

Economic Department of Bandung Municipality and the Creative Economy Committee, have

collaborated together to initiate the Aksiku.bdg project. The project’s short-term goal is to

produce a set of digital platform as a learning tool for high school students along with

complementary modules and learning activities. It aims to facilitate students’ learning about

“society based security” conditions in their surrounding neighborhood, which is a form of

security enforced by the communities themselves. This project eventually intends to apply

Aksiku.bdg pilot-concept to other high schools in Bandung, Indonesia. Such neighborhood

participation leads to means of creative problem solving, as it enables the youth to convey

their views about neighborhood challenges to adult audiences, and encourages creative

problem solving through collaboration with adult partners.

Figure 14:

Workshops in the

Aksiku.bdg project


The major challenges for NC Indonesia are connecting with members that are scattered

throughout Indonesia, lack of dedicated staff for National Chapter tasks, scarce budget and

lack of current staff’s capacity to deal with obligations and duties of NC. NC Indonesia has

requested guidance on organizational matters as well as financial support and training from

CityNet Secretariat.

Contact

Name: Mr. Rahmat Sukandar


Phone: +62-816 463 7763




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5.4. NC Nepal


NC Nepal was established in 2001 and is hosted by the Municipal Association of Nepal

(MuAN). The organization consists of the Chairperson (Mayor of Hetauda Municipality),

Focal Point Ambika Amatya and 36 members.

Figure 15: Organizational Structure of

NC Nepal

Full Members

• Bharatpur Sub-metropolitan City

(Secretary General)

Biratnagar Sub-metropolitan City

Birgunj Sub-metropolitan City

Butwal Sub-metropolitan City

Dharan Sub-metropolitan City

Hetauda Sub-metropolitan City (President)

Kathmandu Metropolitan City

Lalitpur Sub-metropolitan City

Pokhara Sub-metropolitan City

Siddharthanagar Municipality

Tansen Municipality

Associate Member

MuAN

Other National Chapter Member

Amargadhi Municipality

Birendranagar Municipality

Madhyapur Thimi Municipality (Vice-

President)

Rajbiraj Municipality (Treasurer)

Dhankuta Municipality

Janakpur Sub-metropolitan City

Nepalgunj Sub-metropolitan City

Ramgram Municipality

Banepa Municipality

Lekhnath Municipality

Tikapur Municipality

Dhangadhi Sub-metropolitan City

Gorkha Municipality

Waling Municipality

Gulariya Municipality

Baglung Municipality

Bidur Municipality

Jaleshwor Municipality

Mechinagar Municipality

Dhulikhel Municipality

Panauti Municipality

Putalibazar Municipality

Ilam Municipality

Tulsipur Municipality

Host: Municipal

Association of Nepal

Chairperson

Members (36)

Focal Point



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Figure 16: Members of the NC Nepal

PROJECTS

School Sanitation and Public Toilet Projects

In many Nepalese cities a majority of the population lack access to sanitation. NC Nepal

conducted two projects to improve sanitation in schools in Tansen and Ramgram

Municipality in 2010 and 2012. The projects aimed to improve sanitation in the two

municipalities by educating students about the importance of sanitation facilities and health

hazards, providing women-friendly sanitation facility within school, and to designate school

and the surrounding area as open defecation free (ODF) zone. As a result, sanitation facility

in the project areas has been improved, and girl-friendly sanitation facility became available

in the local school. Students became aware of the importance of sanitation facilities.

Public Toilets are important to guarantee good levels of health and sanitation. Declaring

specific zones as ODF has proven to be an effective tool to improve sanitation. However,

near public spaces with which are highly frequented by people, public toilets are important

to safeguard healthy living conditions. Open defecation is correlated with various public

health issues such as high child mortality, under nutrition, and extreme poverty. NC Nepal

conducted two projects to construct public toilets in Baglung and Gorkha Municipality in

2013 and 2016. The projects aimed to improve health and sanitation of the community by

construction of public toilet, and to aid the declaration of the municipality as an ODF zone.

The project in Gorkha Municipality was implemented one year after the devastating

earthquake in 2015. The project rebuilt a public toilet at the Chhepetar Health center, which

was severely affected by the earthquake.



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Figure 17: School Sanitation Improvement Project in Tansen Municipality

Figure 18: School Sanitation Improvement Project in Ramgram Municipality



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Installation of Streetlights in Putalibazar Municipality (2014)

Syangja district is one of the least affected regions by load-shedding, which only occurs 2

hours every week. The main purpose of the project was to promote further power cuts and

reduction in power outages, and to improve safety and street visibility of the Putalibazar.

Together with MuAN, Nepal Electricity Authority (NEA) and Nepal Chamber of Commerce

and Industries, NC Nepal carried out streetlight installation which benefitted the inhabitants

of different wards. Municipality successfully installed street lights in eight wards – reaching

1,100 households and 6000 residents. The number of nuisance and clatter incidences after

dusk dropped significantly after the completion of the project. The Tole Lane Organization

has been collecting tariffs from each ward to sustain and maintain the streetlights. Residents

within the project ward perceived enhanced visibility, aesthetic value, as well as heightened

security in public streets and alleys around the community.

Building Resilience of Municipalities and their Residents: Responding to the Nepal

Earthquake (2015)

Nepal was hit hard by the 2015 Nepal Earthquake of magnitude 7.8 at 11.56 NST on 25th

April, followed by a strong aftershock on 12th May of magnitude 7.4. The earthquake

resulted in more than 8,500 casualties. MuAN identified the need to support affected

municipalities to recover from the aftermaths of earthquake. The main objectives of the

project were to provide power backup support to Bhimeshwor, Nilkantha and Manthali

municipality, to conduct disaster management awareness TV program, and to assess the

aftermaths of Nepal Earthquake by having Disaster Technical Assessment Team (DTAT) –

including experts from Japan and South Korea – visit earthquake affected areas of Saankhu,

Khokana, Lalitpur and Kathmandu. After the site visit, CityNet conducted Teachers Training

on DRR Education and Awareness in Kathmandu, at which 16 teachers from various

earthquake-affected areas were trained in various means of combating aftermaths of

natural disasters. Additionally, the power backup systems have been purchased and

distributed, and “Disaster management TV program” has been completed and broadcasted

in Sagarmatha National TV Channel.


NC Nepal lacks dedicated staff to focus on the NC tasks, as well as insufficient financial

sustainability. High turnover rate of executive officers and members, lack of elected

representatives, as well as national plans and policies focusing not on urban but on the rural

sector are further challenges for the NC Nepal. NC Nepal requests training and guidance for

its members and staff from CityNet Secretariat. NC Nepal will continue publishing its e-

newsletter “Voice of Municipalities” which helps with Chapter’s communication with its

members as well as the broader audience.

Contact

Name: Ambika Amatya

E-mail: [email protected]

Phone: +977-1 4436725




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2.5 NC Sri Lanka


CityNet National Chapter Sri Lanka was established in 1997 with Colombo Municipal

Council as the host organization. Its organizational structure consists of president, two vice

presidents, treasurer, executive committee members which are confined only to Mayors of

municipal councils, as well as secretary general, consultant, auditor, and 23 members

(municipal councils).

Figure 19: Organizational Structure of

NC Sri Lanka

Full Member

Colombo Municipal Council

Dehiwala Mount Lavinia Municipal

Council

Galle Municipal Council

Kandy Municipal Council

Moratuwa Municipal Council

Negombo Municipal Council

Sri Jayawardenapura Kotte Municipal

Council

Matale Municipal Council

Nuwara Eliya Municipal Council

Kurunegala Municipal Council

Badulla Municipal Council

Ratnapura Municipal Council

Gampaha Municipal Council

Anuradhapura Municipal Council

Matara Municipal Council

Jaffna Municipal Council

Batticaloa Municipal Council

Kalmunai Municipal Council

Dambulla Municipal Council

Bandarawela Municipal Council

Akkaraipattu Municipal Council

Hambantota Municipal Council

Kaduwela Municipal Council

Associate Member

Sevanatha

Help-O

Management Resources for Good Governance

State Member

Sri Lanka Institutional of Local Governance

National Water Supply and Drainage Board

Urban Development Authority

President

Secretary General

Auditor

Members (23)

Consultant

Vice President

Host:

Colombo Vice President

ExCom Members

Treasurer



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Figure 20: Members of the

NC Sri Lanka

PROJECTS

Community-run Computer Learning Centre Project (2014)

A Computer Learning Centre Project for urban underprivileged children in Colombo was

successfully completed through partnership between NC Sri Lanka, Sevanatha, Colombo

Municipal Council, and the Community Development Council (CDC) of 241 Watta

(settlements). The project’s objective was to popularize community-based learning

centers for the children in poor urban communities, managed and operated by CDC of

respective communities. The project consisted of refurbishing of Community Hall as a

computer training center, purchase and installation of six computers, training of 60



Page 26 of 38

children from low-income communities, and capacitation of CDC of 241 Watta. The project

has provided basic computer skill training for 30 children from 241 Watta and another 20

children from surrounding communities. Some of these children have opted to join higher

level of training programs aimed for employment at formal sector institutions. Training of

children between the ages of 17-20 (school dropouts) from low-income communities is

being continued with the support of the local CDCs. The Colombo Municipal Council and

Sevanatha are providing continued assistance to the CDC of 241 Watta to sustain the

training activity as an ongoing program.

Figure 21: Community-run

Computer Learning Centre

Project

Artistic Skill Training Project for Children of Low Income Communities (2015)

According to a survey carried out by Colombo Municipal Council and Sevanatha between

2011 and 2012, there were a total of 1,053 Under Served Settlements (USSs) in the City of

Colombo alone. A large majority of children of these USS communities do not have access to

adequate education to foster their talents and skills, which causes them to give up education

at young age and enter the labor force with only basic skills. To engage children including

dropouts from school to join skill-fostering activities, selected communities were involved

in the project “Artistic Skill Training for Children of Low income Communities”. The training

program was held between July 2015 and March 2016. Following its success, the program

was continued and conducted in a different location in 2016. Its objective was to provide

opportunities for the children to engage in art, music and drama training classes in order to

explore their talents. Overall, this training program allowed after school time to be used for

beneficial purpose: identification and enhancement of hidden artistic and musical talents of

the children from marginalized communities.



Page 27 of 38

Figure 22: Artistic

Skill Training

Project for Children

of Low Income

Communities


NC Sri Lanka is facing challenges in collecting membership fees from Chapter members.

Dedicated staffs, insufficient communication facilities, small budgets for project

development are other challenges that the Chapter tries to overcome. NC Sri Lanka requests

funding for permanent staff dedicated to the Chapter’s activities and responsibilities from

CityNet Secretariat. Furthermore, training and study tours for the members of the chapter

would be an advantage. NC Sri Lanka also plans to work closely with other local authorities

through the Federation of Sri Lanka Local Government Authorities (FSLGA), as well as

initiating consultations with His Excellency the President of Sri Lanka and the Ministers

concerned on common urban issues.

Contact

Name: Ms. Thamara Mallawaarachchi


Phone: +94 11 268 1198




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6. Analysis and Recommendations This section states a brief, mostly qualitative, analysis of the NCs. It has to be noted that this

report and analysis is mainly based on the information provided by the NCs. The information

stated in the NC profiles (chapter 5) is based on project reports and agenda reports that NCs

have to provide for the annual CityNet Executive Committee Meetings. These reports are not

peer-reviewed by an independent party and there is no monitoring mechanism in place that

checks validity of the information provided.

One challenge most NCs are facing is limited financial resources. If more funds could be raised to

support the work of the NCs, additional activities could be conducted, larger scale projects

implemented and a comprehensive monitoring established.

One thing that all NCs have in common is the crucial role of the focal point. They contribute their

work and coordination of the National Chapters in kind. If the focal point isn’t able to coordinate

the Chapter’s activities due to other engagements it will have an immediate negative impact.

Therefore it’s highly recommended that the focal point gets fully supported by the head of

her/his organization to fulfill her/his role in the NC.

One missed opportunity of almost all NCs is that their work does not exceed the scope of the

work related to the annual project. NC focal points know the challenges and strengths of the

cities in their countries best. They could – with support of the CityNet Secretariat – develop

further activities such as coordinating a localized workshop that is tailored to the needs of the

NC’s members. The reasons why this opportunity hasn’t been exploited yet are mainly lack of

human and financial resources. However, NC Indonesia has accomplished additional activities

(without financial support from CityNet Secretariat). In October 2016 NC Indonesia organized a

NC meeting in conjunction with a public health seminar. Also, NC Indonesia appears to be the

only NC that has successfully collected membership fees to support their work.

CityNet Secretariat is willing to endorse NCs when applying for additional project funds or

engaging with new partners and new activities. CityNet Secretariat will play this supporting role

when requested by the NC leaders.



Page 29 of 38

6.1 Member Structure of NCs

Figure 23: Member structure of NCs

The member structure varies among the NCs. Whereas NC Bangladesh only includes

CityNet members, NC India does not include any CityNet members at all – except for

HUDCO, which is the leader of the NC India. NC Nepal and NC Sri Lanka have around

twice as many non-CityNet members as CityNet members.

6

15

11

7

6

1

1

1

3 15

9

24

19

0

5

10

15

20

25

30

35

40

Bangladesh India Indonesia Nepal Sri Lanka

NCs Member Structure

National Chapter Members(non-CityNet members)

CityNet Associate Members

CityNet Full Members



Page 30 of 38

7. Outlook The NCs have great potential to contribute to CityNet’s mission and increase the network’s

outreach. Most of the NCs have gained experience throughout the past years and are a good

connector between municipalities within their countries and the CityNet Secretariat. Some of

the successfully conducted projects have been already replicated in other areas. However, it is

not possible to monitor the long-term impacts of the NC projects as there is no follow up after a

project has been completed and the final report been submitted.

One major challenge that all NCs are facing is lack of funding. The focal points are coordinating

the NCs in kind besides their work. There is no compensation for staff or administrative costs.

However, NCs can mitigate this to a certain extent through collecting membership fees; a

strategy that is so far only NC Indonesia has pursued more or less successfully. Furthermore,

NCs could try partnering with donor organizations and private companies that conduct

corporate social responsibility (CSR) initiatives.

CityNet members in the Philippines have expressed their interest in establishing a NC. This

report and the corresponding guidelines can support this undertaking. The 34th CityNet

Executive Committee Meeting is held in Makati, Philippines. This would be an ideal opportunity

to set a comprehensive roadmap for establishing a new NC for the Philippines.



Annex I: Extract from the CityNet Charter

ARTICLE XIIA

NATIONAL CHAPTERS

SECTION 1: ESTABLISHMENT OF NATIONAL CHAPTERS

The Executive Committee of the Network may approve the setting up of National Chapters of the

Network subject to and upon such terms and conditions as the Network may decide.

SECTION 2: MEMBERSHIP OF NATIONAL CHAPTERS

Membership of a National Chapter shall be confined to city authorities and non-governmental

organisations, institutions and agencies who are accredited members of the Network and who

are located within the area of the country where any National Chapter is established.

Provided that membership may be accorded to any other city authority, non-governmental

organisation, institution and or agency at the sole discretion of the Network on the

recommendation of the National Chapter.

SECTION 3: ORGANISATION

For administration of the National Chapter, there shall be a National Centre; such a NATIONAL

CHAPTER may have any number of sub-centres and it may establish and or constitute such

number of committees or subcommittees it considers necessary for the purpose of discharging

its functions and duties.

SECTION 4: JURIDICAL PERSONALITY

The National Chapter shall be registered in the country of its establishment as a juridical person

in accordance with the law of that country.

SECTION 5: POWERS AND FUNCTIONS

Every National Chapter shall be responsible for the carrying out of policies of the Chapter and

may establish its own rules and regulations for the conduct of its affairs, provided that such

rules and regulations shall be void to the extent that they are inconsistent with the Charter of

the Network.

SECTION 6: DELEGATION OF FUNCTIONS

The Network may delegate and empower any National Chapter to undertake and discharge any

of its functions and activities, subject to and upon terms and conditions as may be decided by

the Network.

SECTION 7: DISSOLUTION

The National Chapter may be dissolved in the following manner:

(I) The Executive Committee may rescind the establishment of a National Chapter at any time

without cause being stated, and such rescission shall not be subject to review by any court of

law in any country whatsoever. However, in exceptional circumstances, the Network may



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require cause to be shown prior to rescinding the establishment of any National Chapter. The

Network shall not be liable to indemnify such dissolved National Chapter for any loss or

damages sustained by such dissolution.

(II) The dissolution of the National Chapter may be resolved by the National Chapter convened

for this purpose, with a three-fourths majority vote of the members of the National Chapter

present and voting at such meeting.



Page 33 of 38

Annex II: Guidelines for the Establishment of a CityNet National

Chapter Updated 16 March 2015

I. CityNet Vision and Mission

a) About Us: CityNet is the largest association of urban stakeholders committed to sustainable

development in the Asia Pacific region. Established in 1987 with the support of UNESCAP,

UNDP and UN-Habitat, the Network of cities has grown to include 135 municipalities, NGOs,

private companies and research centers. We connect actors, exchange knowledge and build commitment to more sustainable and resilient cities. Through capacity building, city-to-city

cooperation and tangible projects, we help our members respond to Climate Change, Disaster,

the Millennium Development Goals and rising Infrastructure demands.

b) Our Mission: To connect urban actors and deliver tangible solutions for cities across the Asia

Pacific region.

c) Our Vision:

i) Nurture an enduring network of urban actors that together create sustainable and

resilient cities

ii) Forge the largest network of urban stakeholders across the Asia Pacific region

iii) Observe and effectively respond to the changing urban landscape

iv) Promote the exchange of knowledge and best practices

v) Combat global climate change and champion disaster resilience

vi) Advance urban issues on the global sustainability agenda

vii) Support livable, inclusive, and equitable cities

d) Our Values:

i) Connect: We bring together local governments, civil society, and the private sector to

collectively act for more sustainable cities.

ii) Exchange: We unite key stakeholders to share knowledge and find innovative

solutions for urban challenges.

iii) Build: We believe in building a movement for more people-friendly, socially just, ecologically sound, economically productive, culturally vibrant, and globally

connected cities.

e) What we do:

i) We train city leaders and decision makers through customized capacity building

programs.

ii) We deliver tangible projects in response to long-term urban challenges.

iii) We stage international conferences to connect and share best practices face-to-face.

iv) We push innovation through collaborative research projects.

v) We transfer policy, technology and technical expertise between key urban

stakeholders.

vi) We advocate city-level issues in global-level discussions.

vii) We disseminate the latest information to our members through publications,

periodicals and social media.

II. CityNet National Chapters a) The concept of CityNet National Chapters (hereinafter referred to as “National Chapters”)

was first conceived during the third CityNet Congress held in Bombay (Mumbai) in



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November 1993. The key catalyst for this initiation was that members from India noted that while they communicated actively with the CityNet Secretariat and members from outside of

India, the dialogue between members within India was comparatively weak. These members

believed that greater coordination of CityNet members within the country itself would allow

experience and expertise to be better shared, and partnerships to be more easily established. This does not reduce the significance of sharing experience with other countries; it does,

however, strengthen the overall ability of CityNet to reach its members even more effectively.

Consequently, members from India expressed their intention to form a CityNet National Chapter in India.

b) The National Chapter concept was approved and recognized at the Seventh Session of the

CityNet Executive Committee in Makati in November 1994 as the most effective strategy for

CityNet to decentralize its operations and to be more responsive to the needs of its members. At the same time, the Executive Committee advised the CityNet Secretariat to develop the

Guidelines for National Chapters.

c) In view of the necessity to clarify the status of National Chapter, the Eighth Session of the CityNet Executive Committee held in Lyon in October 1995 discussed the draft of Guidelines

prepared by the CityNet Secretariat and agreed to the same in principle. The CityNet

Secretariat tabled the agenda for the amendment to the Charter in relation to the establishment of National Chapter at this Session. The Eighth Session of the Executive Committee then

adopted the draft subject to certain modifications.

d) The Third CityNet General Council held in Yokohama in November 1997 adopted the Article

on National Chapters as Article XIIA of the Charter of CityNet. e) The Twelfth Session of the CityNet Executive Committee held in New Delhi in October 1998

adopted the revision of the Guidelines.

III. Relationship between CityNet and the National Chapters a) National Chapters will act as a focal point of CityNet activities at a local and national level

and play an active role in promoting CityNet’s vision and mission.

b) CityNet will provide National Chapters with technical assistance within an advisory and

coordinating capacity to achieve National Chapter’s goals and ensure its effectiveness.

IV. Membership of National Chapter a) a. Any organization, including local governments, national level organizations, non-

governmental organizations and private companies, are eligible to become members of

National Chapter.

b) b. Non-CityNet members of National Chapter will not automatically become members of

CityNet. Those who are interested in becoming CityNet members should follow the formal procedure for application.

V. The Benefits of National Chapters a) In a general sense, National Chapters allow CityNet to develop a more dynamic and tailored

approach to reaching its members, providing a focused exchange of expertise and experience

both at the national and regional levels.

b) National Chapters will experience the following benefits: i) They will promote more effective cooperation and facilitation of the exchange of

expertise and experience among members from the same country, thereby providing

an opportunity for members to discuss and solve problems among themselves before approaching the Secretariat.

ii) It will increase its capacity-building by conducting various activities of CityNet.

iii) It will build strong partnerships among various actors at the local level within a country.



Page 35 of 38

iv) Non-members of CityNet will be able to enjoy the benefits of CityNet activities through National Chapter.

VI. The Function and Role of National Chapter a) National Chapter will provide service to its members in the country and it is recommended

that the services listed below be materialized step by step at the discretion of National Chapter

in consideration of its own capacity and sustainability.

b) To create opportunities for members within the country to discuss urban problems and build up their own capacities for action.

c) To disseminate information related to CityNet and its publications.

d) To promote the exchange of expertise and experience in urban issues among members in the country.

e) To promote CityNet activities in the local language.

f) To promote co-operation between National Chapter members and other organizations outside

the country. g) To conduct various activities including seminars, workshops, study visits and training

programs at the local and national levels for the benefit of members, in consultation with the

CityNet Secretariat. h) To conduct fund-raising for its own initiated activities.

i) To conduct any other activities beneficial to its members.

j) It is expected that National Chapter will support CityNet in the following:

i) To inform CityNet of any related urban issues, local opinions and local agenda which may be useful to explore further collaboration with other members outside the

country.

ii) To conduct need-assessment for members in the country which will be submitted to CityNet as substantive inputs to make program activities more effective and

beneficial to members.

iii) To assist CityNet in identifying possible partners, donors and resource persons for regional program activities.

VII. The Establishment of National Chapter

a) Financial Aspects of Establishing National Chapter

i) National Chapter shall cover all related costs from its own financial resources and

undertake its own operations. National Chapter is encouraged to solicit funds from private sector, national government organizations, international organizations and

donors.

ii) The host city of each National Chapter’s Secretariat shall provide in-kind contribution that includes staff time and salary, operational costs and office space for National

Chapter. The Chairperson and Secretary-General of each National Chapter shall

provide strong leadership in fostering the development of National Chapter.

b) Procedures for Establishing National Chapter

i) Some suggested steps for the formation of National Chapter are:

(1) Members from the same country communicate and discuss among themselves the preliminary issues regarding the establishment of National Chapter.

(2) Members from the same country hold a meeting to determine the organization

and structure of National Chapter, i.e.

(a) Qualification for membership

(b) Selection of Chairperson, Secretary General and main officers

(c) Draw up Charter of National Chapter



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(d) Location of National Chapter Secretariat

(e) Functional Structure, including job descriptions

(f) Overall Action Plan

(g) Financial Strategy

ii) The accredited representative of National Chapter should submit the above documents to the CityNet Executive Committee for approval in accordance with

Section 1 of Article XIIA of the Charter of CityNet. The documents should be sent

through the CityNet Secretariat.

iii) The CityNet Executive Committee will approve the establishment of National

Chapter and inform National Chapter of such approval by providing a certificate to

the accredited representative of National Chapter.

iv) Upon approval from the CityNet Executive Committee, the accredited representative

of National Chapter shall register National Chapter in the country of establishment in accordance with the law of the country under Section 4 of Article XIIA of the Charter

of CityNet.

v) Upon registration, the accredited representative of National Chapter will immediately submit a copy of the registration to the CityNet Secretariat

c) Name of National Chapter i) The name of National Chapter shall be styled as “CityNet National Chapter” followed

by a hyphen and the name of the country appearing in block letter immediately

thereafter, e.g. “CityNet National Chapter--India”.

VIII. National Chapter Reporting Guidelines a) The accredited representative of each National Chapter shall at the end of every fiscal year

submit to the CityNet Executive Committee not later than the end of April of the succeeding

year, the following: b) Annual report, including a financial accounting report, list of members and list of activities in

the fiscal year.

c) Proposed activities for any one year. d) If necessary, CityNet may require additional information from National Chapter.

IX. Financial Support a) CityNet does not provide any launching grant or any annual subsidies to National Chapter,

however, the CityNet Executive Committee may consider financial assistance to National

Chapter if CityNet’s budget permits and where the performance of National Chapter merits.

X. Inquiries a) More information can be obtained from:

The CityNet Secretariat

Phone: 82-2-723-0632





Page 37 of 38

Annex III: Project Guidelines NATIONAL CHAPTER PROJECT PROPOSAL GUIDELINES

Introduction

This Request for Proposals welcomes ideas from CityNet National Chapters (NCs) that have

identified an urban concern, an appropriate method of addressing that concern, and are seeking

funding to complete the project. Applications for this grant must be submitted through NCs. NCs

should sufficiently disseminate this Call for Proposals and receive submissions prior to passing

them on to the Secretariat.

Objectives

This Request for Proposals has the following objectives:

1. To formulate and implement CityNet projects which deliver tangible solutions to CityNet

members

2. To develop projects that can be replicated and scaled up and which can benefit other

CityNet members

3. To strengthen the sustainability of urban communities through self-sustaining projects

Guidelines and Criteria

To be eligible for funding, a project proposal must satisfy all of the following:

A. Eligibility CityNet members in respective NCs who have not received NC Project Funding in the last year.

B. Funding The grant must only be used for the express purposes of project implementation.

Project funding cannot be used for research, salaries, DSA, food, alcohol, airplane tickets, transportation costs, or any other activity that is not directly related to purchasing materials for and implementing the specified project.

A breakdown of incomes and expenditures must be detailed in the budget (Annex III).

The grant received from CityNet should serve as a maximum of 70% (5,000 USD) of the total project costs.

The recipient should provide at least 30% of the total project costs. It is essential that the co-financing source is clearly outlined.

Funding will be provided in two instalments: 1) First, following the signing of the Letter of Agreement (LoA). 2) Second, upon completion of the project, submission of all receipts (in English) and fulfillment of all requirements stipulated in the LoA.

Receipts will be collected in November 1, 2016. Only receipts that are submitted by this date will be reimbursed through the 2nd instalment. Failing to submit any receipts by this date will result in the termination of the project and the recipient has to return funds received from the 1st instalment.



Page 38 of 38

C. Project Design The project must have clear aims, objectives, activities, outputs, indicators and means of verification.

The activities must show measurable and tangible outcomes. The project must have a monitoring and evaluation strategy. The project must have a clear means of self-sustainability and/or

income generation. The project must concur with CityNet’s mission and values.

D. Theme The theme of the project should be aligned with the Mission and Values of CityNet and should focus on an urban challenge that is relevant in the region.

CityNet encourages cities to align their project with the objectives of their CityNet cluster.

Cities should be willing to share their projects on international platforms.

E. Project Lead and Contact Point

The project lead must have demonstrable experience in the field and proven financial, human and technical capacity to deliver the project.

The project lead must nominate an experienced coordinator as the main project manager and CityNet contact point.

F. Proposal Submission

The proposal must be submitted by a designated official (via the appropriate National Chapter).

The NC should adequately disseminate the announcement of the call for Proposals to cities within the constituency of their National Chapter.

G. Reporting Project Leads will be required to submit a final report on November 1, 2016.

CityNet may ask implementing cities to give presentations on their project at CityNet events.

H. Duration and Deadlines

February 29, 2016: Call for proposals is sent to NC leaders April 15, 2016: Deadline for applications. No applications will be

accepted or funded after this date. April 22, 2016: CityNet will inform the successful NCs and issue

the Letter of Agreement. November 1, 2016: Final report and all receipts must be

submitted December 1, 2016: Projects must be completed

Documents

CITYNET NATIONAL CHAPTERS REPORT · CITYNET NATIONAL CHAPTERS REPORT Seoul, November 2016 Contact CityNet Secretariat Felix Kalkowsky [email protected] +82-2-723-0632