‘Community of Practice Meeting: Capacity Development in Europe & the CIS’ 29 – 30 September 2008 Sofia, Bulgaria Sophia Svanadze Project Manager Bikash Ranjan Dash Capacity Development Advisor Capacity Development in Kvemo Kartli Region From Theory to Practice

Outline of presentation 1.Georgia Context 2.Brief description of the Kvemo Kartli project 3.Steps undertaken for Capacity Development activities Engage with stakeholders Assessment of capacities Capacity Development Response Strategy Implementation of capacity development activities Monitoring capacity development activities 4.Lessons Learned

3 Georgia - Context Population: 4.6 million Government type: Presidential republic Legal system: Civil law system GDP per capita: $ 2,315 (2007); GDP growth rate (real): 12.4% (2007); Population below poverty line: 25.3% (2005)

Regional/Local Governance: Context Reform of the local government system: as of 2005 LSG units consolidated: from 1,000+ into 69 municipalities Broad legal framework in place Challenges: –No overall guiding document –Lack of vision on regional development –Sectoral legislation yet to be ameded –Councillors and Mayors with limited experience and skills –No transitional period; yet new organisations to be created/functional Need to develop organization, procedures, leadership, skills

5 Strengthening Local and Regional Governance in Kvemo Kartli Region Strengthening Local and Regional Governance in Kvemo Kartli Region Budget: $1.3 mln; duration: 3 years Donor: Sida Team: PM, CDA, 2 POs Delivery: 36 %, (September 1, 2008) Objectives : Strengthen regional/local governance in addressing challenges Offer model of functioning governance structure By: Capacity Development of regional and local authorities: Support regional/local development planning Design and set new organizational structures, processes Develop needed skills at both levels Pilot models for better citizens’ access First in RBEC to apply the CD Framework

6 Outline: Steps of Capacity Development activities 1.Engage with stakeholders 2.Assessment of capacities Adapted Framework Methodology Assets and Gaps Challenges 3.Capacity Development Response Strategy 4.Implementation of capacity development activities 5.Monitoring capacity development activities

Step 1: Engage with stakeholders Mapping of key partners Awareness raising and consensus building on CD CD training and pilot testing of capacity assessment methodology in 2 municipalities Targeted discussions with partners Discussion on development priorities Regional Development Strategy: drafted Municipal development strategies: process initiated

8 Step 2: Capacity Assessment- Adapted Framework Core issuesSub core issuesFunctional capacities Institutional arrangements and incentives 1.Human Resources 2.Business Processes 3.ICT and physical resources 4.Mission and Strategy 1.Assess a situation (Visioning and stakeholder mobilization) 2.Plan, Budget, Implement 3.Monitor and Evaluate 4.Procurement and Service Delivery 5.Communication and Co-ordination LeadershipN/A Mutual Accountability N/A Points of entry -Enabling Environment -Organizational -Individual

Step 2: Capacity Assessment- Methodology 1.Adaptation of methodology 2.Collecting information through: Interviews Self-assessment questionnaires Focused group discussions 3.Elaboration of Institutional baseline mapping report 4.Identification of capacity assets and gaps

10 Step 2: Capacity Assessment- Main findings Capacity AssetsCapacity Gaps Functions and responsibilities of local self govt. well defined by law Lack of formalized HRM system Existence of good physical infrastructure Inappropriate or inadequate organizational set up Practicing of formal/informal coordination mechanism Lack of long, medium and short term strategy Initiation of preparing long term strategies by regional and some local administrations Weak communication culture Existence of audit mechanismAccountability (downward, upward and horizontal)

11 Step 2: Capacity Assessment: Challenges Enabling Environment 1.Lack of initial rapport with the local self government 2.Confusion regarding coverage of the assessment Organizational 3.Frequent change of government staff Individual 4.Limited understanding of the CD concept within local authorities. 5.Lack of experiences of using UNDP CD framework

Step 3: Capacity Development Response Strategy Prioritization/clustering of capacity gaps: Human resources Organizational development External accountability Strategy and planning Define Capacity Development Response Strategies and Activities: Short, medium and long term 3 levels of capacity Establish monitoring indicators Prioritize activities for support (short term) Costing of activities

13 Step 3: Capacity Development Response Strategy Clu ster Priority issue CD level Short term (ST) responses ST ActivitiesST responsible parties ST costs ST Indicators HRUnclear or inappropri ate criteria at municipaliti es for staffing structure (level and number) Enabli ng Envir onme nt i). Increase stakeholder awareness of staffing structure deficiencies ii). Define appropriate staffing structure for municipalities i). Functional analysis ii). Design guidelines for staffing structure of municipalities iii). Workshop organized for municipal staff members i). KK project team in partnership CEGSTAR, NALA and municipalitie s 5000 USD i) Key stakeholders attend awareness raising workshop and demonstrate increased knowledge through pre and post workshop questionnaire s Capacity Development Response Strategy Matrix

Step 4: Implementation: Example Capacity gap: Lack of ability of regional and municipal administration to formulate long term strategy Activities at three levels: Enabling environment: Support to the regional and municipal administration to formulate long term strategies and yearly action plans Organization: Functional analysis of regional development unit and dept. of infrastructure and eco. Dev ( part of the analysis of whole administration). Strengthening the existing data collection, storing and analysis mechanism. Individual: Trainings for civil servant on strategic, participatory planning, organize exposure visit to countries having similar experience and design a manual on “ How to prepare regional and municipal strategies”

15 Step 4: Implementation -Short- Term CD Activities 1.Functional analyses and Business process reengineering 2.Review current Human Resources Management Practices and provide recommendations for improvement 3.Review current data collection, storing and analysis practices and provide recommendations for improvement 4.Review current planning methodologies in use and suggest a improved one for consideration by national government. 5.Improve existing coordination and citizen feedback mechanism 6.Define appropriate organizational structure for strategic planning

16 Step 5: Monitoring of Capacity Development Activities 1.Baseline indicators have been set during the capacity assessment (Institutional Baseline Mapping) exercise 2.All the output indicators linked to corresponding country program outcomes

Lessons Learned CD should be mainstreamed at country program level Capacity Assessment to be done at both program and project level Quick capacity assessment during formulation of a project will help Requirement of more awareness raising on CD among stakeholders, including UNDP staff National ownership core for success Potential for cooperation with other donors/UN agencies CD activities are process oriented; hence plan for longer term But, to be simplified, adapted to local context, practical tools CD as no stand alone activity