Inputsmsdp.undp.org.ua/data/publications/ProDoc_MGSDP_2013_for... · Web viewThe Programme developed institutional potential of partner-municipalities through advisory services, trainings

Programme Period: January-December 2013Key Result Area (Strategic Plan): 1.Promoting inclusive growth, gender equality and MDG

achievement2.Fostering inclusive participation3. Expanding access to

environmental and energy services for the poor

Atlas Award ID: 00033935Start/ End Date: 1 January – 31 December 2013

PAC Meeting Date: __________________2012

United Nations Development ProgrammeCountry: Ukraine

Substantive Project Revision

Project Title Municipal Governance and Sustainable Development Programme Phase III

UNDAF/CPD Outcome(s):

Partnership Area 3. GovernanceOutcome 2. More effective and accountable public institutions respond to the needs of all persons within the jurisdiction of Ukraine, especially the most vulnerable

Expected Output (CPAP:)

Output 2. Improved capacity of local authorities to transparently define and implement local development strategies, deliver public services, and foster local development

Implementing Partner: UNDP Ukraine

Responsible Parties: Secretariat of Cabinet of Ministers, relevant ministries (Ministry of Regional Development, Construction and Housing)

Parliamentary Committee on State Building and Local Self-Governance Foundation for Local Self-Governance of Ukraine under the President of

Ukraine Ukrainian Association of Oblast and Rayon Councils, Association of Cities

of Ukraine, Association of Small Towns of Ukraine National Centre of Electronic Governance

Brief DescriptionThe Project Document is revised to reflect:

Revised outputs and new activities in line with the project’s specific objectives of the second phase. Revision is required to emphasize specific focus on the consolidation of the lessons learned and institutionalization of applied models. It is also necessary to incorporate project’s efforts on sustainable water resources management at the municipal level.

Extension of the project duration with 12 months to allow the project sufficient time to complete initiated activities

Since 2004, the UNDP Municipal Governance and Sustainable Development Programme (MGSDP) contributes to strengthening participatory governance principles by supporting community-led development, and by facilitating a collaborative relationship between communities and municipal authorities. Results achieved by the Programme at all levels created a strong demand for consolidation of the lessons learned and intensifying the efforts at central policy level in order to ensure institutionalization and scaling up of the best practices.In addition, the growing importance of the sustainable water resources management at municipal and community level requires development of dedicated set of actions. The revised set of MGSDP activities will aim at: (1) ensuring institutionalization of participatory practices, in housing sector in particular as part of local policies with funding from local resources; (2) promotion of sustainable water resources management; (3) improving the effectiveness and efficiency of municipal governance by introduction of innovative decentralized and community-oriented municipal governance

Agreed by UNDP:

2013 AWP budget: USD 402’979

Total resources required: USD 402’979Total allocated resources:

Regular(UNDP) USD 150’000 Other (BRC, UNDP): USD 60’000

o SDC USD 120’000

o Municipalities USD 70’040o Norway USD 2’939

Ricarda Rieger, UNDP Resident Representative a.i.

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1. BACKGROUND INFORMATION: The devolution of power from the central government to local communities is an essential part of the transition to a modern, democratic society in Ukraine. This can only be achieved if people at the local level are empowered to participate actively in making the decisions that affect their lives. It becomes particularly important for municipalities, as 68.7% of the total population of Ukraine live in cities.

Various models of the local self-governance reform have been proposed by policy makers and the scientific community. Although all proposed models emphasize the needs for strengthened administrative and financial authority of local governments, citizens’ participation into decision-making process and local development does not get enough attention. Weak policy/legal framework regarding registration, taxation, and general operation of community organizations impose serious constrains on the effectiveness of citizens’ participation in the development process.

After the Presidential Elections in 2010, the issue of public sector reforms, in particular administrative and local self-government reform, was debated more than ever. Recently some steps towards the reform have been taken, in particular: a new bill “On Public Service” and the laws of Ukraine “On Administrative Services”, “On Access to Public Information”, “On Central Executive Authorities” were adopted; while other required regulations are still being considered. Ukraine has joined “Open Government” initiative, central executive authorities system was reformed, a President’s personnel initiative “New Elite of Nation” was launched. However, these efforts made by the President of Ukraine and Cabinet of Ministers of Ukraine have not led to the improvements yet. In fact public administration reforms resulted in reorganization of public authorities and certain reductions in number of civil servants, but did not lead to the building of the result - oriented public management system.The local self-government bodies are at the forefront of communication with citizens as they are directly responsible for provision of administrative services to their residents. However, currently the local governments in Ukraine are at the initial stage of building up the system of provision of public services that are accessible, convenient and of a high quality. Thus, as mentioned in the UNDP-supported research “Centres of Administrative Services Provision” (2011), 54% of citizens are mostly or fully unsatisfied with the quality of service provision by the local authorities, and only 40% are fully or mostly satisfied with it. The major challenges defined by the citizens include complexity of the procedures of administrative service provision; lack of proper information and consultations of the administrative bodies on administrative procedures; disperse location of the administrative bodies in the cities; lengthy terms of service provision; uncomfortable and restricted work schedules; lack of proper conditions for waiting for the meetings with the officials, and many others. At the same time proper mechanisms to obtain citizens’ feedback and transparent follow-up procedures are still lacking.Provision of communal services is another example of the burning problems at the municipal level. The majority of Ukrainian housing stock was built 30-50 years ago, while the main operation period of the houses was determined as 20 years. Non-systematic or no capital repairs resulted in leaking roofs, flooded basements and overall wearing out of the housing infrastructure. The total investments required for the capital repairs reached billions of Hryvnyas, while neither state budget nor local budgets could afford such resources. Like other countries with similar issues in the housing sector, the Ukrainian Government has recognized the fact, that homeowners cannot resolve the problem without

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external financial support. At the same time, with the limited funds, that public budgets can afford to allocate for the purposes of renovation of the housing stock and a subsidy level of 80 to 90 percent of the investment cost, only a very limited scope of the required measures could be supported and therefore the process cannot be up-scaled. However, even availability of funds would not solve the problem, as one of the serious obstacles to the housing reform is lack of awareness of owners’ responsibilities and lack of tradition in the joint management of common property through associations of owners. The possible solution of this particular problem could be support to the establishment and capacity development of the Homeowners’ Associations. However, the market of services for managing multi-apartment buildings has not been organized. Establishment of Homeowners’ Associations (HAs) is not mandatory in Ukraine, and there is still little common awareness of their necessity, role and benefits for the communities1. Although some public participation mechanisms are already part of the legislation, they are not fully being applied. The Law “On local government” grants territorial communities the right to use a number of mechanisms to influence local government bodies: public hearings; local initiatives; town meetings; and engagement with civic organizations. In order to exercise this right, however, local councils need to define the related procedures. It is widely known that local politicians are reluctant to adopt procedures for discussing and obtaining the feedback from the local community, resulting in lack of real ability of most community residents to exercise their right to participate, in particular in the process of debating local policy issues.

At the same time, the absence of clear mechanism of and transparency in delivery of municipal services leads to an increase of corrupt practices among some local authorities, identified by national and international observers as a major obstacle in Ukrainian government on the way to implement the principles of democracy and the rule of law, and thus, achieve human development.

2. MGSDP Phase II – Key achievements and Lessons Learnt

Municipal Governance and Sustainable Development Programme (MGSDP) of the UNDP/Ukraine was initiated in 2004 with the aim to develop a participatory and transparent mechanism for sustainable local development.

At community level: MGSDP facilitated creation of community based organizations (CBOs) - Associations of Co-Owners of Multi-Apartment Houses (ACMHs), service co-operatives, civil society organizations of schools and kindergartens, supported their capacity development (through trainings, exposure visits, provision of seed grants for community projects).MGSDP has provided seed funds to support 306 projects aimed at promoting sustainable development through improvement of the local infrastructure. The total cost of the projects reached UAH 34.7 mln. These projects have brought a positive impact on the quality of life of more than 214 thousand people. The Project strongly promotes creation of Associations of Co-Owners of Multi-Apartment Houses and strengthens their capacity by supporting the implementation of joint energy efficiency, water supply and sanitation projects.

At municipal level: The Programme developed institutional potential of partner-municipalities through advisory services, trainings for civil servants, exposure visits, study tours, supported elaboration of municipal strategic plans, implementation of 1 By now there are only 12,037 registered HAs, that covers only 15.5% of the total multi-unit housing stock

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quality management system for municipal services (according to international standard ISO 9001-2008), creation of official municipal web-pages, implementation of e-governance elements etc.

- 6 municipalities introduced municipal services quality management system (ISO 9001:2000/2008);

- 18 official web-sites launched in partner municipalities ;- 1 municipality elaborated Strategic Development Plan;- 9 East-West exchange visits organised for more than 320 local officials;- 5 trainings on decentralization and effective local self-government

organised for more than 250 civil servants;- 1 inter-municipal initiative on solid waste management initiated;- 6 municipalities internalised community-based local development

approach through establishing Municipal Sustainable Development Councils.

At national level: The project established partnership with the Secretariat of the Cabinet of Ministers, the Ministry of Regional Development, Construction, Housing and Municipal Economy, the Committee of the Verkhovna Rada of Ukraine on State Building, Local Self-Governance and Regional Development. The partnership allows bringing lessons learned at the local level, to the attention of the central level decision-makers. Policy dialogue was supported by policy research, seminars, conferences, round tables, input to the development of related legislation etc.

- Law “On Bodies of Self-Organization of the Population” amended in partnership with the Committee of Verkhovna Rada on State Construction and Local Self-Governance;

- More than 16 policy events were supported, primarily on housing reform, energy efficiency, solid waste management, e-governance, etc.;

- 1 parliamentarian hearing on local self-governance reform supported;- 2 consultations of 3 Draft Laws supported («On the Amalgamation of

Territorial Communities», «On Service in Local Self- Government Bodies», «On Bodies of Self-Organisation of Population»).

- A new course “Sustainable Development of the Society” developed, the course has been recommended by the Ministry of Education as a part of universities curricula;

- 2 educational programmes for house managers and ACMH leaders elaborated and endorsed by the Ministry of Regional Development, Housing and Municipal Economy of Ukraine.

To achieve better results of the cooperation on all levels, the annual National Forum of Partner Municipalities was created in 2005. The purpose of the NFPM is to ensure effective platform for policy dialog between local and national authorities, exchange of experience and best practices, promoting inter-municipal cooperation for local sustainable development and lobbying for enabling environment for wider application of community-based local development approach.

Analysis of the project results proves that sustainability of the achieved progress in partner municipalities should be supported through initiation of policy reforms, and therefore more active engagement on the central policy making level would be indispensable. At the same time assistance on the municipal and community level is required to demonstrate concrete results and develop workable solutions in the area of municipal governance. Therefore, the MGSDP project activities has been revised to support consolidation of results achieved

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and to facilitate (promote?) institutionalization of the Projects’ approach at both local and national levels? .

3. Objectives of the project

The goals of consolidation phase of MGSDP are correspondent with overall objectives of the programme. More specifically, it aims at:

Institutionalization of municipal citizen-based models for operation and maintenance of common property;

Improvement of the effectiveness and efficiency of municipal governance by taking stock and promotion of innovative practices of decentralized and community-oriented municipal governance and establishment of knowledge management hub;

Support of the local self-governance reform by translating lessons learned at local level into evidence-based policy advice at the central level.

4. Details of Project’s Activities

At national level MGSDP will intensify the advisory work with partner institutions at the national level (Parliamentary Committee on State Building and Local Self-Government, Presidential Administration, Ministry of Regional Development, Construction, Housing and Communal Services, National Centre of Electronic Governance) to create enabling environment for the wide implementation of the best models of decentralized local development and to remove the existing obstacles for community-led development. Project will work along its priority areas, including housing reform, decentralization reform, and promotion of participatory governance. Support to the Government of Ukraine (in particular, National Centre of Electronic Governance) in implementation of the National Action Plan for Open Government Initiative will be one of the entry point for the Project activities at the national level. It will present a logical continuation of previous MGSDP support to the municipalities related to the implementation of e-governance initiatives as well as joint efforts of UNDP Ukraine and National Centre of Electronic Governance in shaping the OGP National Action Plan with active involvement of CSOs.

Output – 1: Improved capacities of central government to decentralize fiscal and administrative powers / responsibilities in support of local development

Activities for output 1

1.1Lead development of policy recommendations on local governance and decentralization reform and reform of public services provision based on the consolidated local level expertise

1.2Ensure engagement of all stakeholders in the process of development of policy recommendations related to local self-government and decentralization reform, reform of public services provision through round tables discussion, public hearings and meetings of working groups

1.3Create Knowledge Hub on Municipal Practices of E-Governance.

At municipal level the project will consolidate the best governance practices tested in partner-municipalities under the project support with the view of further dissemination and nationwide replication of workable models of services delivery and wide engagement of the communities into decision-making process. In this

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context, project will support replication of the e-governance initiatives, establishment of quality management system for municipal services (ISO 9001:2000), further promote housing reform at local level.

Output – 2: Improved capacity of local authorities to transparently define and implement local development strategies, deliver public services, and foster local economic development

Activities for Output 2

2.1Consolidate and finalize the implementation of municipal projects of e-governance and quality management system and document their experience for wider dissemination;

2.2Finalize the pilot project of innovative governance with mobile application in Ivano-Frankivsk city;

2.3Support 1 municipal initiative of crowd sourcing for improvement of service delivery in selected municipality.

2.4Analyze and document innovative governance practices implemented with MGSDP support for further dissemination and replication

At community level the project will consolidate the best practices of the creation and functioning of community-based organization in urban context with the specific focus on the institutionalization of community-driven municipal governance practices. Energy efficiency and improving access and quality of water supply are the priority areas for project activities at the community level. Advisory support for the communities of multi-apartment buildings in the creation of condominiums and condominium associations as well as seed grants for the completion of micro-projects will be provided with the view of stronger involvement of the local authorities. Wide dissemination of the advantages and challenges of creation of ACMHs will be strongly promoted.

Output – 3: Enhanced capacities of communities to improve their local social, economic and environmental conditions

Activities for Output 3

3.1Facilitate formation of community based organizations ( association of co-owners of multi apartment buildings) in the selected municipalities;

3.2Provide trainings, exposure visits, consultancy etc. for the members of CBOs on the questions related to the management of organization, operation and manitanance of local infrastructure;

3.3Assist CBOs to develop a sound project proposal and cost estimate of the community project;

3.4Provide seed grants for the implementation of community micro-projects with a focus on the energy efficiency and water supply;

3.5Support pilot projects on solid waste management in Vynnytska and Bakchisaray regions providing input to the design of the waste management scheme in the cities, information campaign on the separate waste collection;

3.6Ensure wide dissemination of information and lessons learnt based on the results of community initiatives as a ground for nation-wide replication.

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Annex – II

Part III. PROJECT RESULTS AND RESOURCES FRAMEWORK

Intended Outcome as stated in CPAP (Expected Outcome, Expected Outputs) and UNDAF (CP Outcome, CP Outputs): GOVERNMENT OF UKRAINE – UNITED NATIONS PARTNERSHIP FRAMEWORK 2012-2016 (UNDAF): Assistance Area 3. Governance: Outcome 2 – More effective and accountable public institutions respond to the needs of all persons within the jurisdiction of Ukraine, especially the most vulnerable. Expected CP Output(s): Output 2: Improved capacity of local authorities to transparently define and implement local development strategies, deliver public services, and foster local development

Outcome indicators as stated in CPAP and UNDAF: World Bank Governance Effectiveness Index; Baseline: 25%; Target: Increase of at least 5 % by 2016

Applicable Strategic Plan Outcomes:

Project title and ID (ATLAS Award ID): 00033935 MUNICIPAL GOVERNANCE AND SUSTAINABLE DEVELOPMENT PROGRAMMEProject numbers 00059762, 00059765, 00059768

Intended Outputs Output Targets for 2013

Indicative Activities Responsible Parties

Inputs

Output 1: Output – 1: Improved capacities of central government to decentralize fiscal and administrative powers / responsibilities in

Achievement date:

Timeframe: 2013

UNDP, Ministry, Committee of Verkhovna Rada on Local Self-Governance,

Total USD 244,730 (USD 143’000 UNDP TRAC, 60,000 UNDP BRC & USD 41’730 SDC Fund)

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support of local development

Baseline:Policy and legal frameworks at the central level do not provide clear mandates, resources and division of responsibilities for public service delivery. Initial support to the Government on drafting relevant legislation was provided.

Indicator 1: No of recommendations/policy proposals on improved public service delivery elaboratedIndicator 2: No of roundtables, meetings of working groups to discuss recommendations on LSG and municipal/housing reforms, decentralization, good governance and citizen’s participation supported

Gender Rating: 1

Association of Oblast and Rayon Councils, Cabinet of Ministers of Ukraine, Association of Cities of Ukraine, Association of Small Cities,National Centre of E-governance

Achievement date: 31 December

Target 1: Elaboration of at least 1 set of policy recommendations supported. Target 2: 2 national policy dialogues, including public hearings, supported.

Timeframe: 20 January 2013 – 31 December 2013

Activity 1: Lead development of policy recommendations on local governance and decentralization reform and reform of public services provision based on the consolidated local level expertise

Activity 2: Organize round tables, public hearings and meetings of working groups to discuss policy proposals related to local self-government and decentralization reform, reform of public services provision

Activity 3: Create Knowledge Hub on Municipal Practices of E-Governance.

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Output 2: Improved capacities of local authorities to transparently define and implement local development strategies, deliver public services, and foster local economic development

Baseline:Lack of necessary skills and limited exposure to the existing best practices present a serious obstacle for the widespread establishment of effective mechanism of public engagement.

Indicator 1: No of municipalities where democratic practices (e-governance, crowd sourcing, ISO etc) introduced

Indicator 2: No of recommendations developed to improve public service delivery at local level.

Gender Rating: 1

Achievement date: November 2013

Timeframe: 1 January 2013 – 31 December 2013 USD 16’585 (SDC fund)

Target 1: At least 1 municipality introduced e-governance;Target 2: At least 1 municipality supported with innovative project with mobile applications;Target 3: At least 1 municipality introduced crowd sourcing tool for improvement of service delivery;Target 4: Analytical paper on innovative governance practices elaborated and widely disseminated.

Activity 1: Finalize the municipal projects of e-governance and quality management system and document their experience for wider dissemination;Activity 2: Finalize the pilot project of innovative governance with mobile application in Ivano-Frankivsk city;Activity 3: Support 1 municipal initiative of crowd sourcing for improvement of service delivery in selected municipality;Activity 4: Analyze and document innovative governance practices implemented with MGSDP support for further dissemination and replication.

UNDP, Municipal authorities, National Association of E-governance Cities, Ministry, National centre of E-Governance

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Achievement date: October 2013

Timeframe: 1 January 2013 – 31 December 2013

Output 3: Enhanced capacities of communities to improve their local social, economic and environmental conditions

Baseline: More than 20 percent of the boilers at communal heating facilities have been in use for more than 20 years; 38 percent are classified as extremely inefficient or obsolete. About a third of the pipes in heating networks are likewise in urgent need of replacement. By now there are only 12,037 registered ACMB, that covers only 15.5% of the multi-unit housing stock.

Indicator 1: No of ACMH createdIndicator 2: No of leaders and activists of

Target 1: At least 5 new CBOs created;Target 2: At least 50 leaders and activists of CBOs trained and exposed to the approach;Target 3: At least 5 local SD initiatives supported;Target 4: 1 project on separate garbage collection along with relevant awareness campaigns supported and finalized.Target 5: 1 stock-taking analytical document prepared and disseminated

Activity 1: Facilitate formation of community based organizations (association of co-owners of multi apartment buildings) in the selected municipalities;Activity 2: Provide trainings, exposure visits, consultancy etc. for the members of CBOs on the questions related to the management of organization, operation and maintenance of local infrastructure;Activity 3: Assist CBOs to develop a sound project proposal and cost estimate of the community project;Activity 4: Provide seed grants for the implementation of community micro-projects with a focus on the energy efficiency and water supply;Activity 5: Support one pilot projects on solid waste management in Vynnytska and Bakchisaray regions;Activity 6: Ensure wide dissemination of information and lessons learnt based on the results of community initiatives as a ground for nation-wide replication.

UNDP, Ukrainian Municipalities, ACMHs

TOTAL USD 134’664USD 61’685 (SDC fund)Municipalities USD 70’040Norway USD 2’939

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CBOs trained and exposed to the approachIndicator 3: No of local SD initiatives supportedIndicator 4: No of projects on separate garbage collection along with relevant awareness campaigns supported and finalized.Indicator 5: Stock-taking document prepared and disseminated

Gender Rating: 1

Output 4: Sustainable Water Management promoted at community and municipal level

Baseline:The rational water management is considered as an essential part of a municipal sustainable development and is greatly demanded by local municipalities in order to save water resources. With this in mind, the project applied social

Achievement date:

Timeframe: 1 January 2013 – 31 May 2013

Target 1: At least 10Target 2: At least 65%

Activity 1: Provide seed grants for the renovation of natural water springs;

Activity 2: Sensitize local communities with key issues of sustainable water management (usage and preservation).

UNDP, Coca-Cola, Municipal Authorities

USD 7’000 (UNDP fund)

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mobilization tool in partner municipalities to organize people to revive natural water springs and raise people’s awareness on rational water management

Indicator 1: No of natural water springs renovated

Indicator 2: % of interviewed community members claim that they use water rationally.

Gender Rating: 1

Total Budget: USD 402’979

Question Rating1) National Partner-Led: To what extent has the project development process been led by the national partner?

1 - The project has been developed by UNDP in consultation with national partners

2) Sound diagnosis: To what extent is the capacity development support based on (or will it include) detailed assessments?

2 - Capacity development support is or will be based on general assessments

3) Comprehensive Response: To what extent is the project’s capacity development support comprehensive, or part of a comprehensive capacity development initiative?

2 - The capacity development support is partially or in an ad hoc manner linked to other capacity development initiatives

4) Clear results: To what extent does the project identify specific capacity development results and corresponding indicators?

1 - Results statements do not specify organisations and changes in capacities and/or performance.

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Annex - IIIAnnual Workplan

Project Title: Municipal Governance and Sustainable Development Programme Award ID: 00033935Project numbers: 00059762, 00059765, 00059768Year: 2013Dept.: Ukraine Implementing Partner: UNDP

EXPECTED OUTPUTSAnd baseline, associated indicators and annual targets

PLANNED ACTIVITIESList activity results and associated actions

TIMEFRAME

RESP

ON

SIB

LE P

ARTY

PLANNED BUDGET

Q1

Q2

Q3

Q4

Funding source

Budget descripti

on

Amount (USD)

Output – 1: Improved capacities of central government to decentralize fiscal and administrative powers / responsibilities in support of local developmentBaselinePolicy and legal frameworks at the central level do not provide clear mandates, resources and division of responsibilities for public service delivery. Initial support to the Government on drafting relevant legislation was provided. Indicator 1: No of recommendations/policy proposals on improved public service delivery elaboratedTarget: 1 knowledge management hub on municipal practices of e-governance created;

Activity result 1: Ensure local experiences and expertise on participatory approach and innovative projects of decentralized public service provision are included into policy recommendations on local governance and decentralization reform, reform of public services provisionActivity 1: Lead development of policy recommendations on local governance and decentralization reform and reform of public services provision based on the consolidated local level expertise:- Collect and document best practices of local self-governance implemented under UNDP/MGSDP support;- Disseminate the practices through national round tables, conferences, policy discussions;- With local level expertise participate in the national parliamentary discussions, policy elaboration and drafting national

UNDP

SDC Contractual services (72100)

4’000

SDC Travel (71600)

2’000

SDC F&A (71500)

420

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Target: 1 web-portal of National Centre of E-Governance established and launched;Target: Elaboration of at least 1 set of policy recommendations supported.Indicator 2: No of roundtables, meetings of working groups to discuss recommendations on LSG and municipal/housing reforms, decentralization, good governance and citizen’s participation supported Target: 2 national policy dialogues, including public hearings, supported.

Related CP outcome: CPD Outcome 7. More effective and accountable public institutions respond to the needs of all persons within the jurisdiction of Ukraine, especially the most vulnerable

Gender Rating: 1

legislation;- Contribute by project and local level expertise to the working groups created for the purposes of drafting policy recommendations and concept papers on local self-governance and decentralization.Subtotal, Activity 1 6’420Activity result 2: National roundtables, policy discussions and meeting of working groups are supported in order to discuss policy proposals related to local self-governance and decentralization reform, reform of public services provisionActivity 2: Organize round tables, public hearings and meetings of working groups to discuss policy proposals related to local self-government and decentralization reform, reform of public services provision:- Organize round tables, policy events and meeting of working groups;- Support the Parliament of Ukraine to discuss draft laws on local self-governance and decentralization;- Support the national level associations of local self-governments to bring on the Government’s agenda key issues of local self-governance and administrative-territorial reform;- Support the Ministry to discuss housing and communal services reform and ensure project experiences are included into it- Through national mass media, national partners’ web pages and social networks highlight the project experiences and findings for incorporation into legal acts and policy documents;- Conduct the annual meeting of National Forum of Partner Municipalities to

UNDP


30’000

SDC Travel (71600)

3’000

SDC F&A (71500)

2’310

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exchange the gained experiences and elaborate the recommendations for the Government of Ukraine;- Organize national level events to discuss e-governance, decentralization reform and reform of public services provision to ensure exchange of information and best practices., including the annual NFPM meetingSubtotal Activity 2 35’310Activity result 3: Knowledge Hub of Municipal Governance Practices of E-governance is createdActivity 3: Create Knowledge Hub on Municipal Practices of E-Governance- Develop an optimal package of technical specifications and requirements for the elaboration of the knowledge management hub;- Develop a fully fledged TOR for the selection of the vendor;- Select a vendor for the elaboration and fleshing out the knowledge management hub;- Monitor the elaboration of the knowledge management hub; - Ensure broad promotion and dissemination of knowledge management hub to the wider audience; - Ensure operation and maintenance of the knowledge management hub through existing associations of local self-governments or other national bodies.

UNDP Contractual services (72100)

45,000

UNDP Travel (71600)

15,000

Subtotal Activity 3 60’000Result activity 4: Management support and advisory services on municipal development provided

UNDP

Activity 4: Provide management services and advisory support on the municipal development Contract services - individuals (incl. staff UNDP 71400 80’000

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insurances) Project Manager Quality Management Officer Monitoring and Communication Officer Administrative Assistant Driver

Internet, communication services UNDP 72200 4’000

Supplies/Expendable Equipments UNDP 72500 2’000Rental and Maintenance - Premises UNDP 73100 40’000Vehicle/Equipment operation and maintenance

UNDP 73400 9’000

Miscellaneous Expenses (petty cash, security costs, utilities)

UNDP 74500 8,000

Subtotal Activity 4 143,000 TOTAL OUTPUT 1 244’730Output - 2. Improved capacity of local authorities to transparently define and implement local development strategies, deliver public services, and foster local economic development

Baseline: Ukraine’s ongoing transition has been characterised by an incomplete decentralisation reform, creating a scenario where public service infrastructure and delivery is under-financed and ineffectively managed. Despite slow progress in introducing participatory mechanisms into the system of provision public services, there are number of good examples of voicing out citizens concerns and interesting mechanisms adopted by some municipal governments in formalizing and actual application

Activity result 1: The municipal projects on e-governance and quality management system are finalized, their results are documented for nationwide replication and disseminationActivity 1: Finalize the municipal projects of e-governance and quality management system and document their experience for wider dissemination:- Monitor the implementation of municipal projects on e-governance;- Finalize the project results;- Support 1 project on e-governance in the partner municipality (additional one);- Promoting project activities on webpage, media releases, media events;- Regular monitoring and preparing project reports;- Disseminating project results through web-page, professional blogs and newsfeeds on the social networks.

UNDP


5’000

SDC Travel (71600)

1’000

SDC F&A (71500)

420

Subtotal Activity 1 6’42017

of citizens involvement into local decision-making process. Still, lack of necessary skills and limited exposure to the existing best practices present a serious obstacle for the widespread establishment of effective mechanism of public engagement.Indicator 1: No of municipalities where democratic practices (public hearings, e-governance, crowd sourcing, ISO etc) introducedTarget: At least 1 municipality introduced e-governance.Target: At least 1 municipality supported with innovative project with mobile applications.Target: At least 1 municipality introduced crowd sourcing tool for improvement of service delivery.Indicator 2: No of recommendations developed to improve public service delivery at local level.Target: Analytical paper on innovative governance practices elaborated and widely disseminated.


Gender Rating: 1

Activity result 2: Pilot project of innovative governance with mobile application is finalized, its results are documented for further dissemination.Activity 2: Finalize the pilot project of innovative governance with mobile application in Ivano-Frankivsk city:- Monitor the implementation and complete a municipal project of innovative governance with mobile application; - Finalize the project results;- Promoting project results on webpage, media releases, media events;- Disseminating project results through project web-page, professional blogs and newsfeeds on the social networks.

UNDP


2’000

SDC Travel (71600)

1’000

SDC F&A (71500)

210

Subtotal Activity 2 3’210Activity result 3: A municipal initiative of crowd sourcing for improvement of local service delivery is supportedActivity 3: Support 1 municipal initiative of crowd sourcing for improvement of service delivery:- Select a municipality for piloting the project;- Support the Municipality with a project of crowd sourcing for improved service delivery;- Upon completion of the project conduct the audit of the project;- Promoting project results on webpage, media releases, media events;- Disseminating project results through project web-page, professional blogs and newsfeeds on the social networks.


3’000

UNDP

SDC Travel (71600)

500

SDC F&A (71500)

245

Subtotal Activity 3 3’745Activity result 4: Innovative governance practices implemented with UNDP/MGSDP support are analyzed and documented for further dissemination and replicationActivity 4: Analyze and document

UNDP


2’000

SDC Travel 1’00018

innovative governance practices implemented with MGSDP support for further dissemination and replication:- Analyze the supported practices and document them;- Disseminate the paper on webpage and social networks;- Disseminate the paper through project web-page, professional blogs and newsfeeds on the social networks;- Place the paper on UNDP knowledge management hub.

(71600)SDC F&A

(71500)210

Subtotal Activity 4 3’210TOTAL OUTPUT 2 16’585Output 3 – Enhanced capacities of communities to improve their local social, economic and environmental conditionsBaseline: The state of housing sector in Ukraine presents one of the biggest challenges in urban context. The market of services for managing multi-apartment buildings has not been organized. Establishment of Homeowners’ Associations (HAs) is not mandatory in Ukraine, and there is still little common awareness of their necessity, role and benefits for the communities. Thus by now there are only 12,037 registered, that covers only 15.5% of the multi-unit housing stock. Indicator 1: No of ACMH createdTarget: At least 5 new CBOs createdIndicator 2: No of leaders and activists of CBOs trained and exposed to the approachTarget: 50 leaders and activists of CBOs trained and exposed to the

Activity result 1: 5 ACMHs are createdActivity 1. Facilitate formation of community based organizations (association of co-owners of multi apartment buildings) in the selected municipalities:- Provide consultative support for the MSU personnel;- Provide advisory support for community members;- Facilitate trainings, exposure visits and coaching to be provided by MSU staff;- Regularly update project leaflets, manuals and guidelines.

UNDP

SDC Travel (71600)

1’000

SDC F&A (71500)

70

Subtotal Activity 1 1’070Activity result 2:Trainings, exposure visits, consultancy for the members of ACMH on the questions related to the management of organization, operation and maintenance of local infrastructure are providedActivity 2. Provide trainings, exposure visits, consultancy etc. for the members of CBOs on the questions related to the management of organization, operation and maintenance of local infrastructure:- Providing trainings, exposure visits and

UNDP


1’000

SDC Travel (71600)

2’000

SDC F&A (71500)

210

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approachIndicator 3: No of local SD initiatives supportedTarget: At least 5 local SD initiatives supportedIndicator 4: No of projects on separate garbage collection along with relevant awareness campaigns supported and finalizedTarget: At least 1Indicator 5: Stock-taking document prepared and disseminatedTarget: A document prepared and disseminatedIndicator 6: No of communities/community members targeted by sensitization workshops on human development agendaTarget: At least 50 members


Gender Rating: 1

consultative support by the staff of MSU in each partner municipality; - Providing trainings on the request of partner municipalities by the project staff;- Disseminating ACMH related legislation and normative acts through local MSUs to ACMHs.Subtotal Activity 2 3’210Activity result 3: Sound project proposals and cost estimates of the community projects are developedActivity 3. Assist CBOs to develop a sound project proposal and cost estimate of the community project:- Provide consultations and trainings for local Has to prepare sound technical package of their community projects by local MSUs;- Through consultations and field visits, conducted by quality management officer to assist local HAs to prepare sound project proposals and cost estimates.Subtotal Activity 3 0Activity result 4: 5 community based organizations received seed grants for their community projects

SDC Contractual Services (72100)

45’000

Activity 4. Provide seed grants for the implementation of community micro-projects with a focus on the energy efficiency and water supply:- Community projects are selected and approved for financial support; - Grant Agreement with the selected CBOs signed;- Cost sharing both from local municipality and local community is ensured;- Cost-Sharing Agreements for the municipal share of the projects are signed;- The local vendor is selected by the CBOs

UNDP

SDC F&A (71500)

3’150

Municipalities

Contractual services (72100)

68’000

Municipalities

F&A (71500)

2’040

Norway Contractual services (72100)

2’747

Norway F&A (71500)

192

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and the agreement with her/him is signed;- The resources are disbursed and the community project is implemented based on full community participation and involvement;- The project audit is conducted.Subtotal Activity 4 121’129Activity result 5: Pilot projects on SWM in Tulchin and Bakhchisaray rayons supported and finalized and their results disseminated for further replicationActivity 5. Support one pilot projects on solid waste management in Vynnytska and Bakchisaray regions:- Finalize the results of the pilot project in Tulchin rayon;- Consider piloting additional project on separate garbage; collection in Tulchyn rayon- Support pilot project on SWM in Bakchisaray rayon;- Conduct awareness campaign among local population to promote separate garbage collection and SWM model in Bakchisaray rayon; - Present the elaborated model and achived results to the Ministry, during national roundtables, workshops, policy events to get it discussed and disseminated.

UNDP


4’000

SDC Travel (71600)

1’000

SDC F&A (71500)

350

Subtotal Activity 5 5’350Activity result 6: Lessons learnt and information on the results of community initiatives as a ground for nation-wide replication are widely disseminatedActivity 6. Ensure wide dissemination of information and lessons learnt based on the results of community initiatives as a ground for nation-wide replication:- Promoting project activities on webpage, media releases, media events;


2’000

SDC Travel (71600)

650

SDC Audio visual and printing

1’000

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- Press tours, press lunches and other events for journalists and mass media;- Regular monitoring and preparing project reports;- Regular updating of project web-page, writing blogs and newsfeeds on the social networks;- Meetings of the National Forum of Partner Municipalities, Project Board etc.

production costs (74200)

SDC F&A (71500)

255

Subtotal Activity 6 3’905TOTAL OUTPUT 3 134’664Output 4: Sustainable Water Management promoted at community and municipal level

Baseline:The rational water management is considered as an essential part of a municipal sustainable development and is greatly demanded by local municipalities in order to save water resources. With this in mind, the project applied social mobilization tool in partner municipalities to organize people to revive natural water springs and raise people’s awareness on rational water management

Indicator 1: No of natural water springs renovated

Indicator 2: No of men and women sensitized by awareness campaigns on rational water management

Gender Rating: 2

Activity 1: Provide seed grants for the renovation of natural water springs;

Activity 2: Sensitize local communities with key issues of sustainable water management (usage and preservation).

UNDP 71400 7,000

TOTAL OUTPUT 4 7,000TOTAL: 402’979

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TOTAL PROGRAMMABLE Budget 402’896TOTAL GMS 10’083 Breakdown by Source of Funds

UNDP 150,000

UNDP (BRC)

60,000

SDC 120,000Norway 2,939Municipalities

70,040

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*Detailed breakdown of the project management cost for 2013

Item Total cost Source of funding

Internet and phone cost 5,000 UNDPEquipment and Furniture 1,000 UNDP

Car maintenance 10,000 UNDPRent of premises 40,000 UNDP

Supplies 4,000 UNDPMiscellaneous 10,000 UNDP

Project staff salaries 80,000 UNDPTOTAL 217,000

Detailed breakdown of the project staff costs

Project Manager SB-4/Q1 24076,00Quality Management Officer SB-4/Min 20920,00Monitoring and Communication Officer SB-3/Q1 16275,00Administrative Assistant SB-1/Q3 11166,5Driver SB-1/Mid 9926,00

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Project Manager

Project BoardSenior Beneficiary

National Forum of Partner Municipalities

ExecutiveUNDP

Senior Supplier UNDP, SDC

Project Assurance

UNDP Programme Manager Project

Support

Project Organisation Structure

5. Management Arrangements

The project will be implemented using Direct Implementation Modality UNDP (DIM).5.1 Project Board The Project Board2 is the group responsible for making by consensus management decisions for a project when guidance is required by the Project Manager, including recommendation for UNDP approval of project plans and revisions. In order to ensure UNDP’s ultimate accountability, Project Board decisions will be made in accordance to standards3 that shall ensure best value to money, fairness, integrity transparency and effective international competition. In case a consensus cannot be reached, final decision shall rest with the UNDP Programme Manager. Project reviews by the board will be made twice a year, or as necessary when raised by the Project Manager. The board will be consulted by the Project Manager for decisions when PM tolerances (normally in terms of time and budget) have been exceeded.

Based on the approved annual work plan (AWP), the Project Board may review and approve project semi-annual plans when required and authorizes any major deviation from the agreed plans. It is the authority that signs off the completion of each semi-annual plan as well as authorizes the start of the next semi-annual plan. 2 Source: Guidelines on UNDP Implementation of UNDAF Annual Review Process 3 UNDP Financial Rules and Regulations: Chapter E, Regulation 16.05: a) The administration by executing entities or, under the harmonized operational modalities, implementing partners, of resources obtained from or through UNDP shall be carried out under their respective financial regulations, rules, practices and procedures only to the extent that they do not contravene the principles of the Financial Regulations and Rules of UNDP. b) Where the financial governance of an executing entity or, under the harmonized operational modalities, implementing partner, does not provide the required guidance to ensure best value for money, fairness, integrity, transparency, and effective international competition, that of UNDP shall apply.

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It ensures that required resources are committed and arbitrates on any conflicts within the project or negotiates a solution to any problems between the project and external bodies. In addition, it approves the appointment and responsibilities of the Project Manager and any delegation of its Project Assurance responsibilities.

In addition, the Project Board plays a critical role in UNDP commissioned outcome evaluations by quality assuring the evaluation process and products, and using evaluations for performance improvement, accountability and learning.

Composition and organization This group contains three roles, including:

1) An Executive: individual representing the project ownership to chair the group. This role will be performed by the UNDP.The Executive is ultimately responsible for the project, supported by the Senior Beneficiary and Senior Supplier. The Executive’s role is to ensure that the project is focused throughout its life cycle on achieving its objectives and delivering outputs that will contribute to higher level outcomes. The Executive has to ensure that the project gives value for money, ensuring a cost-conscious approach to the project, balancing the demands of beneficiary and supplier.

The Executive is responsible for overall assurance of the project as described below. If the project warrants it, the Executive may delegate some responsibility for the project assurance functions.

2) Senior Supplier: individual or group representing the interests of the parties concerned which provide funding and/or technical expertise to the project. The Senior Supplier’s primary function within the Board is to provide guidance regarding the technical feasibility of the project. The Senior Supplier represents the interests of the parties which provide funding and/or technical expertise to the project (designing, developing, facilitating, procuring, implementing). The Senior Supplier’s primary function within the Board is to provide guidance regarding the technical feasibility of the project. The Senior Supplier role must have the authority to commit or acquire supplier resources required. United Nations Development Programme in Ukraine and Swiss Development Cooperation Office in Kiev will act as senior suppliers.

3) Senior Beneficiary: group of individuals representing the interests of those who will ultimately benefit from the project. The Senior Beneficiary’s primary function within the Board is to ensure the realization of project results from the perspective of project beneficiaries. This role will be performed by designated representatives of the target Municipalities (the National Forum of Partner Municipalities). The Senior Beneficiary is responsible for validating the needs and for monitoring that the solution will meet those needs within the constraints of the project. The role represents the interests of all those who will benefit from the project, or those for whom the deliverables resulting from activities will achieve specific output targets. The Senior Beneficiary role monitors progress against targets and quality criteria. This role may require more than one person to cover all the beneficiary interests. For the sake of effectiveness the role should not be split between too many people.

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Local Authorities of the target localities will represent senior beneficiary and provide relevant validation of the needs.

5.2 Project ManagerThe Project Manager has the authority to run the project on a day-to-day basis on behalf of the Project Board within the constraints laid down by the Board. The Project Manager is responsible for day-to-day management and decision-making for the project. The Project Manager’s prime responsibility is to ensure that the project produces the results specified in the project document, to the required standard of quality and within the specified constraints of time and cost.

5.4 Project TeamProject Team will consist of:

Project Manager Quality Management Officer Monitoring and Communication Officer Administrative Assistant Driver

5.5 Project AssuranceProject Assurance is the responsibility of each Project Board member, however the role can be delegated. The Project Assurance role supports the Project Board by carrying out objective and independent project oversight and monitoring functions. This role ensures appropriate project management milestones are managed and completed.

Project Assurance has to be independent of the Project Manager; therefore the Project Board cannot delegate any of its assurance responsibilities to the Project Manager. UNDP programme Manager will hold the Project Assurance role.

6. Monitoring Framework and Evaluation In accordance with the programming policies and procedures outlined in the UNDP User Guide, the project will be monitored through the following:

Within the annual cycle: On a quarterly basis, a quality assessment shall record progress towards the

completion of key results, based on quality criteria and methods captured in the Quality Management table below.

An Issue Log shall be activated in Atlas and updated by the Project Manager to facilitate tracking and resolution of potential problems or requests for change.

Based on the initial risk analysis submitted (see annex 1), a risk log shall be activated in Atlas and regularly updated by reviewing the external environment that may affect the project implementation.

Based on the above information recorded in Atlas, a Semi-annual Progress Reports (SPR) shall be submitted by the Project Manager to the Project Board through Project Assurance, using the standard report format available in the Executive Snapshot.

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a project Lesson-learned log shall be activated and regularly updated to ensure on-going learning and adaptation within the organization, and to facilitate the preparation of the Lessons-learned Report at the end of the project

a Monitoring Schedule Plan shall be activated in Atlas and updated to track key management actions/events

Annually: Annual Review Report. An Annual Review Report shall be prepared by the

Project Manager and shared with the Project Board and the Outcome Board. As minimum requirement, the Annual Review Report shall consist of the Atlas standard format for the SPR covering the whole year with updated information for each above element of the SPR as well as a summary of results achieved against pre-defined annual targets at the output level.

Annual Project Review. Based on the above report, an annual project review shall be conducted during the fourth quarter of the year or soon after, to assess the performance of the project and appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a final assessment. This review is driven by the Project Board and may involve other stakeholders as required. It shall focus on the extent to which progress is being made towards outputs, and that these remain aligned to appropriate outcomes.

7. Legal ContextThis document together with the CPAP signed by the Government and UNDP which is incorporated by reference constitute together a Project Document as referred to in the SBAA and all CPAP provisions apply to this document.

Consistent with the Article III of the Standard Basic Assistance Agreement, the responsibility for the safety and security of the implementing partner and its personnel and property, and of UNDP’s property in the implementing partner’s custody, rests with the implementing partner.

The implementing partner shall:a) put in place an appropriate security plan and maintain the security plan,

taking into account the security situation in the country where the project is being carried;

b) assume all risks and liabilities related to the implementing partner’s security, and the full implementation of the security plan.

UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of this agreement.

The implementing partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds received pursuant to the Project Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must

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be included in all sub-contracts or sub-agreements entered into under this Project Document”.

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Quality Management for Project Activity Results

OUTPUT 1: Improved capacities of central government to decentralize fiscal and administrative powers / responsibilities in support of local development

Activity Result 1.1(Atlas Activity ID)

Ensure local experiences and expertise on participatory approach and innovative projects of decentralized public service provision are included into policy recommendations on local governance and decentralization reform, reform of public services provision

Start Date: 2013End Date: 2013

Purpose To incorporate project findings and experiences on participatory local governance and improved public services provision into relevant policy recommendations, legal acts and policy papers

Description 1.1.1 Collect and document best practices of local self-governance implemented under UNDP/MGSDP support1.1.2 Disseminate the practices through national round tables, conferences, policy discussions1.1.3 With local level expertise participate in the national parliamentary discussions, policy elaboration and drafting national legislation1.1.4 Contribute by project and local level expertise to the working groups created for the purposes of drafting policy recommendations and concept papers on local self-governance and decentralization

Quality CriteriaHow/with what indicators the quality of the activity result will be measured?

Quality MethodMeans of verification. What method will be used to determine if quality criteria has been met?

Date of AssessmentWhen will the assessment of quality be performed?

Project leaflets, collection of best practices of local self-governance, project papers and booklets, policy recommendations and minutes of national round tables, minutes of the working groups, drafts of concept papers

Regular monitoring During 2013


National roundtables, policy discussions and meeting of working groups are supported in order to discuss policy proposals related to local self-governance and decentralization reform, reform of public services provision


Purpose To ensure that project expertise, experiences and findings are incorporated into policy documents, draft legal acts and widely discussed on the national level

Description 1.2.1 Organize round tables, policy events and meeting of working groups1.2.2 Support the Parliament of Ukraine to discuss draft laws on local self-governance and decentralization1.2.3 Support the national level associations of local self-governments to bring on the Government’s agenda key issues of local self-governance and administrative-territorial reform1.2.4 Support the Ministry to discuss housing and communal services reform and ensure project experiences are included into it1.2.5 Through national mass media, national partners’ web pages and social networks highlight the project experiences and findings for incorporation into legal acts and policy documents

30

1.2.6 Conduct the annual meeting of National Forum of Partner Municipalities to exchange the gained experiences and elaborate the recommendations for the Government of Ukraine1.2.7 Organize national level events to discuss e-governance, decentralization reform and reform of public services provision to ensure exchange of information and best practices, including annual NFPM meeting




Draft policy documents and policy recommendations, draft concept notes elaborated by the working groups, minutes and recommendations of the roundtables and NFPM meeting, web-pages of national partners, blogs and news of mass media and through social networks

Regular Monitoring During 2013


Knowledge Hub of Municipal Governance Practices of E-governance is created


Purpose To ensure collection of best practices of e-governance and their wide dissemination through creation of the knowledge management hub

Description 1.3.1Develope an optimal package of technical specifications and requirements for the elaboration of the knowledge management hub1.3.2 Develop a fully fledged TOR for the selection of the vendor1.3.3 Select a vendor for the elaboration and fleshing out the knowledge management hub1.3.4 Monitor the elaboration of the knowledge management hub1.3.5 Ensure broad promotion and dissemination of knowledge management hub to the wider audience 1.3.6 Ensure operation and maintenance of the knowledge management hub through existing associations of local self-governments or other national bodies




TOR, project proposal, procurement selection minutes, project report, mass media reports and articles, blogs on teamworks and wordpress, newsfeeds on social networks

Regular monitoring, final commissioning of the project to the national agency

During 2013


Management support and advisory services on municipal development provided

Start Date: Jan2013End Date: Dec 2013

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Purpose To provide management services and advisory support on the municipal development

Description 1.4.1Contract services - individuals (incl. staff insurances) 1.4.2 Internet, communication services 1.4.3 Equipment (Non-expendable) and Furniture 1.4.4 Supplies/Expendable Equipments 1.4.5 Rental and Maintenance - Premises 1.4.6 Vehicle/Equipment operation and maintenance 1.4.7 Miscellaneous Expenses (petty cash, security costs, utilities)

Quality CriteriaHow/With what indicators the quality of the activity result will be measured?



Project Budget Balances Checks, Financial Reports verification, Project Budget Delivery, Regular Project Reports

Project Results Based Management

Each Quarter

OUTPUT 2: Improved capacity of local authorities to transparently define and implement local development strategies, deliver public services, and foster local economic development


The municipal projects on e-governance and quality management system are finalized, their results are documented for nationwide replication and dissemination


Purpose To ensure successful completion of e-governance projects and documenting their results for wider dissemination and promotion

Description 2.1.1 Monitor the implementation of municipal projects on e-governance2.1.2 Finalize the project results2.1.3 Support 1 project on e-governance in the partner municipality (additional one)2.1.4 Promoting project activities on webpage, media releases, media events2.1.5 Regular monitoring and preparing project reports2.1.6 Disseminating project results through web-page, professional blogs and newsfeeds on the social networks




Grant agreements signed, final reports from the community projects, project audits, project reports, mass media reports and articles, blogs on teamworks and wordpress, newsfeeds on social networks


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Pilot project of innovative governance with mobile application is finalized, its results are documented for further dissemination


Purpose To ensure successful completion of innovative project with mobile application and documenting their results for wider dissemination and promotion

Description 2.2.1 Monitor the implementation and complete a municipal project of innovative governance with mobile application 2.2.2 Finalize the project results2.2.3 Promoting project results on webpage, media releases, media events2.2.4 Disseminating project results through project web-page, professional blogs and newsfeeds on the social networks




Project reports, mass media reports and articles, blogs on teamworks and wordpress, newsfeeds on social networks



A municipal initiative of crowd sourcing for improvement of local service delivery is supported


Purpose To improve local service provision through introduction of municipal project of crowd sourcing in a selected municipality

Description 2.3.1 Select a municipality for piloting the project2.3.2 Support the Municipality with a project of crowd sourcing for improved service delivery2.3.3 Upon completion of the project conduct the audit of the project2.3.4 Promoting project results on webpage, media releases, media events2.3.5 Disseminating project results through project web-page, professional blogs and newsfeeds on the social networks




Project proposal approved, project reports, mass media reports and articles, blogs on teamworks and wordpress,


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newsfeeds on social networks


Innovative governance practices implemented with UNDP/MGSDP support are analyzed and documented for further dissemination and replication


Purpose To analyze and document innovative governance practices implemented in MGSDP partner municipalities for nationwide dissemination and replication

Description 2.4.1 Analyze the supported practices and document them2.4.2 Disseminate the paper on webpage and social networks2.4.3 Disseminate the paper through project web-page, professional blogs and newsfeeds on the social networks2.4.4 Place the paper on UNDP knowledge management hub




Paper available, project reports, mass media reports and articles, blogs on teamworks and wordpress, newsfeeds on social networks


OUTPUT 3: Enhanced capacities of communities to improve their local social, economic and environmental conditions


5 ACMH are created Start Date: Jan 2013End Date: Dec 2013

Purpose Organize the people around key priorities of their localities to come together and create ACMH in order to solve problems of their houses

Description The MSU of partner municipality through consultations and trainings motivate the people to come together and create ACMH to operate as owners of the houses




The quantity of new ACMH created in each partner municipality

Regular reports provided by MSU, field visits of Quality management officer

Each quarter


Trainings, exposure visits, consultancy for the members of ACMH on the questions related

Start Date: Feb 2013End Date: Oct 2013

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to the management of organization, operation and maintenance of local infrastructure are provided

Purpose To develop capacities of local communities to operate and maintain their property, thus acting as owners of their houses

Description 3.2.1 Providing trainings, exposure visits and consultative support by the staff of MSU in each partner municipality3.2.2 Providing trainings on the request of partner municipalities by the project staff3.2.3 Disseminating ACMH related legislation and normative acts through local MSUs to ACMHs




Number of people trained, exposed

Quarterly reports provided by MSU on a regular basis, trainings reports

During the year, each quarter


Sound project proposals and cost estimates of the community projects are developed

Start Date: Jan 2013End Date: Apr 2013

Purpose To teach community members to elaborate sound project proposals and cost estimates

Description 3.3.1 Provide consultations and trainings for local Has to prepare sound technical package of their community projects by local MSUs3.3.2 Through consultations and field visits, conducted by quality management officer to assist local HAs to prepare sound project proposals and cost estimates




Number of HAs applied for participation in the project

Compliance of application package to the established requirements

Third quarter of 2013


5 community based organizations received seed grants for their community projects

Start Date: Apr 2013End Date: Dec 2013

Purpose To provide seed grants for the CBOs in order to teach people to select vendor, operate financial resources etc and as a result implement community projects that will lead to improving the living conditions

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of the dwellersDescription 3.4.1 Community projects are

selected and approved for financial support 3.4.2 Grant Agreement with the selected CBOs signed3.4.3 Cost sharing both from local municipality and local community is ensured3.4.4 Cost-Sharing Agreements for the municipal share of the projects are signed3.4.5 The local vendor is selected by the CBOs and the agreement with her/him is signed3.4.6 The resources are disbursed and the community project is implemented based on full community participation and involvement3.4.7 The project audit is conducted




Number of community projects supported, no of grant agreements signed, no of audits conducted

Certification of commissioning provided by the technical department of local municipality

Last quarter of 2013


Pilot projects on SWM in Tulchin and Bakhchisaray rayons supported and finalized and their results disseminated for further replication

Start Date: 2012End Date: Dec 2013

Purpose To test the SWM model in these two pilots and elaborate recommendations for its further replication

Description 3.5.1 Finalize the results of the pilot project in Tulchin rayon3.5.2 Consider piloting additional project on separate garbage collection in Tulchyn rayon3.5.3 Support pilot project on SWM in Bakchisaray rayon3.5.4 Conduct awareness campaign among local population to promote separate garbage collection and SWM model in Bakchisaray rayon

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3.5.5 Present the elaborated model and achived results to the Ministry, during national roundtables, workshops, policy events to get it discussed and disseminated




Grant agreements signed, media reports and minutes of the roundtables

The proposed model is working and sustainable, it is been recommended for further replication by the Ministry



Lessons learnt and information on the results of community initiatives as a ground for nation-wide replication are widely disseminated


Purpose To ensure wide dissemination of information and lessons learnt for country wide replication

Description 3.6.1 Promoting project activities on webpage, media releases, media events3.6.2 Press tours, press lunches and other events for journalists and mass media3.6.3 Regular monitoring and preparing project reports3.6.4 Regular updating of project web-page, writing blogs and newsfeeds on the social networks3.6.5 Meetings of the National Forum of Partner Municipalities, Project Board etc




Project reports, mass media reports and articles, minutes of the national roundtables, audit reports, blogs on teamworks and wordpress, newsfeeds on social networks

Regular monitoring Throughout 2013

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Project Title: Municipal Governance and Sustainable Development Programme

Award ID: 00033935 Date: November 12, 2012

# Description Type Impacts and

Probability

Countermeasures/Mngt response

Owner Author Date Identifi

ed

Last Update

Status

1 2 3 4 5 6 7 8 9 101 Lack of

capacities of partner municipalities to pilot innovative projects with social media engagement

Strategic and Operational

Number of municipal projects will be reduced

Probability: 3

* Only willing municipalities will be selected* Minimum cost sharing from the municipalities will be requested* Proper motivation and information campaign among partner municipalities will be conducted* Strong linkages among a municipality and implementing agency will be ensured during all stages of project implementation

PMU Municipalities

2 Weak or no sustainability of project after its completion

Strategic and Operational

*After project completion the implementing agency will find it as useless and not interested to sustain further* Local

*Proper project assessment prior to its implementation will be conducted*Only projects raising high demand among local population will be selected for piloting

PMU Implementing agency,Local municipalities

38

population will find the project as not interested enough to participate in

Probability: 1

3 Lack of political will to adopt decentralization and local self-government reform

Strategic and operational

Lack of political will from national institutions may result in stuck of the reform process

Probability: 1

* Field and study visits of national counterparts to best practices of project implementation*Continues representation of partner municipalities and communities during national events, discussions, meeting of working groups to lobby for necessary changes* Enough communication and informational campaign on the national level

PMU MinistryParliamentNational agencies

On-going

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Annex - IVTerms of Reference (TORs) for the Project Manager and Other Key Staff

Project Manager (National) - Under the supervision of UNDP management, the Programme Manager will undertake following key responsibilities -

- Manage day-to-day operation of the PMU and programme implementation- Coordinate project’s objectives and activities with other local partners,

assuring the projects are efficiently integrated with other development efforts;

- Ensure proper operational, financial and administrative management in the project, as well as adherence of all UNDP rules and procedures;

- Maintain dialogue with government officials, both local and national, NGOs, partners, donors and communities regarding the project’s activities;

- Ensure proper monitoring and evaluation procedures are instituted in all projects;

- Prepare workplans, get it approved from the management and execute to get stipulated results;

- Catalyse mobilization of additional cost-sharing resources from the government, donors and other partners;

- Implement social mobilisation concept throughout the relevant component of the Program;

- Ensure timely preparation, approval and dissemination of Quarterly/Annual Progress Reports

- Align the programme activities with the national programmes/strategies and contribute to identification of development needs and potential solutions relevant to the project activities;

- Participate in selection, recruitment and supervision of the Programme staff

- Supervise directly the PMU staff, including Administrative/finance officer, Programme Assistant.

Monitoring and Communication Officer - Under the supervision of project manager, the MCO will undertake following key responsibilities -

- Prepare quarterly and annual progress reports of the Programme;- Publish occasional paper series and information communication materials;- Ensure updating of website for dissemination of information at the level of

country office of UNDP, Programme and the partner municipalities;- Provide analysis of the achievements, facilitate project reviews,

evaluations and audits;- Carry out public awareness activities on crucial areas such as gender,

HIV/AIDS, sustainable development and MDG - Build capacity of the municipality through ICT support and that of MSUs in

the partner municipalities ensuring maintenance of appropriate MIS at local level and linkage of the same at the Programme level;

- Provide professional platform for networking and partnership building with the government, local authorities, non-government, private sector and other development organizations in the subject area;

- Carry out monitoring, evaluation and analysis of the results of all activities undertaken relating to information and outreach;

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Quality Management Officer - Under the supervision of project manager and in close collaboration with GSDE, QMO will undertake following key responsibilities -

- Assess the technical capacity of the partner municipalities for high quality project planning and designing in context of participatory approaches promoted by the Programme and find solution for enhancing their capacity;

- Design and provide informational materials and trainings on legal and practical aspects of creation and functioning of various forms of community-based organizations, trainings required to develop/enhance capacity of new and functioning community-based organizations, technical methods and institutional aspects of the local projects' implementation, operation and maintenance of created/improved main assets;

- Coordinate with partner organizations (city councils/local authorities/Municipal Support Units, community-based organizations/Networks) and sectoral line agencies to ensure timely and successful implementation of community led infrastructure projects;

- Together with the technical representative of local communities and MSUs, identify experienced and qualified institutions/firms to prepare necessary engineering documents (such as feasibility studies, working drawings and cost estimates) of the proposed communal infrastructure projects;

- Check all working drawings and cost estimates submitted by the local partners; ensure full participation of the stakeholders in planning and designing processes and assist in the project appraisal process;

- Develop and enhance capacity of the local partners for efficient implementation of the projects under standard technical norms/specifications and standard practices of budget expenditures as established by UNDP;

- Carry out regular monitoring/supervision of project implementation and ensure high quality outputs; liaise with Quality Supervision Committee of MSUs as and when necessary; check all the documents/bills submitted by the implementing agencies for their validity and consistency and assist local partners in conducting public audits;

- Assist beneficiary community-based organizations in developing appropriate/legal mechanism for operation and maintenance of main assets created/improved in the course of local projects' implementation; provide training to the functional/users groups as required;

- Document the process and develop minimum quality standards and practical guidelines based on the lessons learned from the community participation in communal projects for continuously improving the process as well as facilitating its application within the context of other activities and programmes of UNDP in Ukraine and elsewhere;

Municipal Support Unit (MSU)4 – Under the supervision of the Mayor of the partner municipalities and under guidance of the project manager, the MSU will undertake following key responsibilities -

- Carry out baseline survey, collect data related with territorial units and potential partner institutions in the Programme area. Analyse and maintain projects related data-base;

4 Local government officials assigned to support project implementation.

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- Mobilise local communities, NGOs, academia and business communities in the municipality and organize them in the form of NOs/NDOs/Networks in line with the vision of the project;

- Establish municipal sustainable development council and act as its secretariat;

- Carry out activities to build capacity of the local partners in planning and implementation of local plans;

- Mainstream local plans with the municipal/regional/national level planning process;

- Assist the NOs/NDOs/Networks in carrying out feasibility tests of the prioritized needs, develop proposals and mobilize resources to implement the plans;

- Liaise with local development agencies and link them with NOs/NDOs/Networks developed/promoted under facilitation of the Programme;

- Coordinate with oblast administration and other local partners from public and private sectors related with the Programme;

- Document process, prepare quarterly/annual progress reports;- Work with local/regional/media for disseminating experiences/advocacy;- Follow up regularly the NOs/NDOs/Networks and their functional groups to

ensure the quality of their institutions and transparency in their affairs so that they remain active and intact;

- Facilitate public audit, public hearing and other form of mass awareness- Host visits to the Programme sites; exchange ideas and experiences- Disseminate skills through technical backstopping to other municipalities

in the vicinity in replicating the approach

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Documents

Inputsmsdp.undp.org.ua/data/publications/ProDoc_MGSDP_2013_for... · Web viewThe Programme developed institutional potential of partner-municipalities through advisory services, trainings