1. THE STRATEGIC APPROACH IN MODERNIZING MUNICIPAL SERVICES Siegfried Brenke, Team Leader GTZ Project: Modernization of Municipal Services Takovska 9/14, Beograd 011 3222 124 siegfried.brenke@gtz.co.yu WORKSHOP: STRATEGIC GOVERNANCE IN SERBIA

3. 1ADVOCACY FOR DECENTRALIZATION WITH STRENGTHENING THE INSTITUTIONAL CAPACITY OF LOCAL SELF GOVERNMENT 1.1 IMPROVING INFORMATION FLOW AMONG STAKEHOLDERS AND DIFFERENT TIERS OF GOVERNMENT (SCTM COMMITTEES & WORKING GROUPS) (SCTM COMMITTEES & WORKING GROUPS) 1.2 INFLUENCING THE DEVELOPMENT OF LEGISLATION IN LINE WITH THE SUBSIDIARITY PRINCIPLE (LOBBYING FOR LEGISLATIVE AND ADMINISTRATIVE REFORMS) (LOBBYING FOR LEGISLATIVE AND ADMINISTRATIVE REFORMS) 1.3 SETTING PRIORITIES FOR CAPACITY BUILDING IN MUNICIPALITIES (GUIDING SUPPORT INITIATIVES FOR MUNICIPALITIES) (GUIDING SUPPORT INITIATIVES FOR MUNICIPALITIES) THE APPROACH INTEGRATES:

4. 2INSTITUTION BUILDING WITH IMPROVING THE LEVEL OF COMMUNICATION AND SHARING OF KNOWLEDGE 2.1 IMPROVING COMMUNICATION BETWEEN LOCAL GOVERNMENTS (SCTM COMMUNICATION DESK) (SCTM COMMUNICATION DESK) 2.2 ESTABLISHING A DATA BASE FOR MONITORING PERFORMING AND BENCHMARKING (SCTM DATABASE) (SCTM DATABASE) 2.3 ESTABLISHING A HELP DESK FOR FIRST-HAND ADVICE AND GUIDING PROCEDURES AND GUIDING PROCEDURES (SCTM HELPDESK) (SCTM HELPDESK) 2.4 ESTABLISHING TRAINING FACILITIES ACCORDING TO NEEDS (SCTM TRAINING FACILITIES ) (SCTM TRAINING FACILITIES ) THE APPROACH INTEGRATES:

5. 3INVESTMENT WITH STARTEGY DEVELOPMENT AND LOCAL CAPACITY BUILDING 3.1 ESTABLISHING THE SCTM SMALL SCALE INVESTMENT FUND (SCTM AND DONORS SELECT PILOT MUNICIPALITIES) (SCTM AND DONORS SELECT PILOT MUNICIPALITIES) 3.2 ESTABLISHING LOCAL PROJECT DEVELOPMENT STRUCTURES (SCTM WORKSHOPS) (SCTM WORKSHOPS) 3.3 DEVELOPPING PLANNING AND MANAGEMENT TOOLS FOR THE LOCAL PRACTITIONEER (SCTM WORKING GROUPS AND SCTM HELPDESK) (SCTM WORKING GROUPS AND SCTM HELPDESK) 3.4 AGREEING ON GUIDELINES FOR GOOD LOCAL PRACTICE (CENTRAL GOVERNMENT & SCTM STRUCTURES ) THE APPROACH INTEGRATES:

6. 4SUPPORTING RESEARCH AND APPLIED SCIENCES WITH PROVIDING SOLUTIONS FOR MUNICIPALITIES 4.1 IDENTIFICATION OF EXISTING CAPACITIES IN RESEARCH AND APPLIED SCIENCES (SCTM - INITIATIVE: SCIENCE MEETS MUNICIPALITIES) (SCTM - INITIATIVE: SCIENCE MEETS MUNICIPALITIES) (SCTM – WHO IS WHO – NETWORK in WASTE, WATER & ENERGY EFFICIENCY) (SCTM – WHO IS WHO – NETWORK in WASTE, WATER & ENERGY EFFICIENCY) 4.2 FOCUS ON SOLUTIONS (SCTM – INITIATIVE SKILLS FOR SOLUTIONS / HELPDESK) (SCTM – INITIATIVE SKILLS FOR SOLUTIONS / HELPDESK) 4.3 FEED BACK TO POLICY; INSTITUTIONAL AND PROJECT LEVEL (CENTRAL GOVERNMENT & SCTM STRUCTURES ) (CENTRAL GOVERNMENT & SCTM STRUCTURES ) THE APPROACH INTEGRATES:

7. 5INVESTMENTS IN MUNICIPAL SERVICES PROVISION WITH PRIVATE SECTOR PARTICIPATION 5.1 IDENTIFICATION OF SUPPLY STRUCTURES AND CURRENT TECHNOLOGIES (SCTM – BASELINE STUDIES) (SCTM – BASELINE STUDIES) 5.2 NETWORKING WITH CHAMBERS OF COMMERCE AND PRIVATE INVESTORS (SCTM – COOPERATION WITH THE PRIVATE SECTOR) (SCTM – COOPERATION WITH THE PRIVATE SECTOR) 5.3 PUBLIC PRIVATE PARTNERSHIPS (SCTM – INITIATIVE SHARING BURDEN AND SUCCESS) (SCTM – INITIATIVE SHARING BURDEN AND SUCCESS) 5.4 FEED BACK TO POLICY; INSTITUTIONAL AND PROJECT LEVEL (CENTRAL GOVERNMENT & SCTM STRUCTURES ) (CENTRAL GOVERNMENT & SCTM STRUCTURES ) THE APPROACH INTEGRATES:

8. 6CENTRAL AND LOCAL GOVERNMENT INITIATIVES WITH INVOLVEMENT OF CIVIL SOCIETY, NGOs AND EDUCATION 6.1 IDENTIFICATION OF EXISTING NETWORKS (SCTM – DATABASE ON NGO – PARTNERS AND LOCAL INITIATIVES) (SCTM – DATABASE ON NGO – PARTNERS AND LOCAL INITIATIVES) 6.2 CAMPAIGNING FOR PUBLIC AWARENESS (SCTM – MATERIALS COLLECTION FOR CAMPAIGNING IN VARIOUS FIELDS) (SCTM – MATERIALS COLLECTION FOR CAMPAIGNING IN VARIOUS FIELDS) 6.3 STARTING FROM SCHOOLS (SCTM – SCHOOL INITIATIVES ON DIFFERENT TOPICS (SCTM – SCHOOL INITIATIVES ON DIFFERENT TOPICS THE APPROACH INTEGRATES:

9. 7LOCAL SOLUTIONS WITH REGIONAL COOPERATION IN SOUTH EASTERN EUROPE 7.1 LINKING ASSOCIATIONS OF LOCAL GOVERNMENT IN SOUTH EASTERN EUROPE (SCTM – PARTICIPATION IN NALAS, the NETWORK OF ASSOCIATIONS OF LOCAL GOVERNMENT IN SEE) (SCTM – PARTICIPATION IN NALAS, the NETWORK OF ASSOCIATIONS OF LOCAL GOVERNMENT IN SEE) 7.2 ESTABLISHING A REGIONAL KNOWLEDGE CENTER FOR LOCAL GOVERNANCE (THE SCTM – ADVISORY CENTER AS PARTNER FOR INTERNATIONAL COOPERATION AND INFORMATION EXCHANGE) (THE SCTM – ADVISORY CENTER AS PARTNER FOR INTERNATIONAL COOPERATION AND INFORMATION EXCHANGE) 7.3 FACILITATING PREPARATIONS FOR EU-ACCESSION AND CROSS-BRODER COOPERATION (THE SCTM – INTERNATIONAL OUTREACH GROUP) (THE SCTM – INTERNATIONAL OUTREACH GROUP) THE APPROACH INTEGRATES:

10. Central Government Institutions SCTM Presidency Sessions Committee Sessions Working Group : - Platform for stakeholder information exchange - Proposal for ACTION PLAN of the Energy Efficiency Committee - Supporting the implementation of the energy law - Baseline assessments and database development SCTM Committee for ENERGY EFFICIENCY Standing Conference of Towns and Municipalities EXAMPLE: THE SCTM - ENERGY EFFIENCY COMMITTEE EXAMPLE: THE SCTM - ENERGY EFFIENCY COMMITTEE HELP DESK PROJECTS FUND SCIENCE PRIVATE SECTOR NGOs REGIONAL COOP. MULTIPLE INTERACTIONS BETWEEN ALL PARTICIPANTS

11. 1.1Measuring current energy consumption: Describe for typical municipal services such as Waste management Waste management Drinking Water provision Drinking Water provision Waste Water handling Waste Water handling Building-Stock management Building-Stock management o Municipal / Public Buildings o Housing Street Lighting Street Lighting District heating District heating energy consumption in physical and monetary terms and – where appropriate - forecast the future consumption under status quo conditions, however with rising energy prices 1. DRAFT ACTION PLAN OF THE ENERGY EFFICIENCY COMMITTEE

12. 1.2. Special requirements in optimizing district heating systems. Shifting to environmental friendly sources and technologies Shifting to environmental friendly sources and technologies Optimizing heat distribution: Optimizing heat distribution: where to measure energy flow? where to measure energy flow? how to minimize losses? how to minimize losses? Reducing energy production to level of future energy demand after: Reducing energy production to level of future energy demand after: refurbishment of buildings refurbishment of buildings change of consumer attitudes change of consumer attitudes Right-sizing of infrastructure investments Right-sizing of infrastructure investments Financing options Financing options 1. DRAFT ACTION PLAN CONTINUED

13. 1.3. Categorizing energy consumption patterns in the above areas. 1.4. Identifying opportunities for change. 1.5. Sharing information and improving solutions. 1.6. Assessing financial requirements. 1.7. Formulating Bankable projects. 1.8. Submitting policy papers. 1. DRAFT ACTION PLAN CONTINUED

14. 2. HOW TO MAKE COOPERATION WORK? THE CRUCIAL ROLE OF WORKING GROUPS SUPPORTING THE COMMITTEES A Working Group on Municipal Energy Efficiency will connect the key actors involved in the field of energy efficiency. A Working Group on Municipal Energy Efficiency will connect the key actors involved in the field of energy efficiency. The critical condition for a successful functioning of SCTM-Committee Working Groups is that all parties involved find (some of) their own goals appreciated and promoted: The critical condition for a successful functioning of SCTM-Committee Working Groups is that all parties involved find (some of) their own goals appreciated and promoted: The Project is looking for your cooperation in establishing the best possible support-structure for the Working Group based on scientific knowledge and interest in pragmatic applications. The Project is looking for your cooperation in establishing the best possible support-structure for the Working Group based on scientific knowledge and interest in pragmatic applications.

15. 3. HOW TO PROVIDE ADVISORY CAPACITY FOR MUNICPAL DECISIONMAKERS? 3.1. Establishing in the context of the SCTM Advisory Centre a Help-Desk on Municipal Energy Efficiency 3.2. Combining projects with strategy development 3.3. Combining strategy implementation with the development of tools (guidelines, check-lists, handbooks, etc in order to allow experiences to be communicated and applied in other locations more easily) 3.4. Setting up a library of tools for advisory services and training

16. Strategic governance in the context of municipal services provision implies: 1.Strengthening of local government / decentralization 2. Strengthening inter municipal cooperation and its institutional framework 3.Better planning for large scale infrastructures, 4.Participation of stakeholders and transparency of prices, 5.Consequent mobilization of all human / capital / natural resources, 6.Implementation-orientated legislation, 7.Enforcement of law Thank you for your attention