United Nations Development Programme
Bratislava Regional Center for Europe & CIS
PSPD, Democratic Governance, Local Governance and Decentralization

Regional Project Document

Strengthening capacities of local governments for effective local development 

2007 - 2010

Brief description

In order to strengthen the capacity of countries in the Europe & CIS region to achieve broader development outcomes, such as the MDGs and sustainable human development, the UNDP BRC Local Governance and Decentralization sub-practice identifies four priority areas for action. While some outputs focus on specific sub-regions, the project generally addresses the whole region. Firstly, fiscal decentralization frameworks in the region will be strengthened. Secondly, local governance will be supported through the development of Human Resource Management at the local level. Thirdly, statistical literacy and capacity of local governments to gather, analyze and use disaggregated data and introduce MDG-based participatory planning and budgeting will be strengthened. Inclusive decision making that includes participatory planning and review processes will be facilitated as an essential measure of effective leadership for the MDGs. Finally, local government associations in Central Asia and Caucasus will be supported to fulfill functions of advocacy, coordination and political participation. These priority areas will allow local governments in the region to further develop their ability to address the development challenges and ensure effective local development. 

Section I – Elaboration of the Narrative
Part I.  Situation Analysis 
Almost all countries in the Europe & CIS region have attempted to decentralize and have accumulated both favorable and unfavorable experiences with decentralization reforms. Notably, some progress has been achieved in development of legal and policy frameworks for decentralization. For instance, comprehensive decentralization strategies have been developed and are undergoing implementation in Bulgaria, Albania, and an ambitious decentralization agenda is being implemented in Macedonia; gradual, technical reforms are taking place in Croatia, Serbia, and Romania; new legal frameworks have recently been approved in Georgia and Armenia.  However, in many countries we continue to observe incomplete devolution of powers, legal confusion about the roles and responsibilities among different levels of governments, and insufficient local government capacity to carry out decentralized responsibilities. Central governments, especially in Central Asia, remain in control of decision-making over financial resources and service delivery to local communities. The legal framework in these countries is very outdated, developed back in the 1990s, with Kyrgyzstan being the only exception. This situation confirms that the potential benefits of decentralization have yet to materialize and significant efforts are required to enhance effective and accountable delivery of quality public services at the local level. Some important issues require our particular attention and support.
Firstly, in most of the countries we are observing an ad–hoc implementation of reforms hence the need for a more strategic and systematic approach. The key reasons for this are poor inter-ministerial coordination and cooperation, weak leadership and policy making capacities at central and local levels and weak monitoring skills. In addition, capacities of Local Government Associations to represent the interests of local governments and provide services to their members, such as information, training, legal advice and other are also insufficient or even absent in some countries.
Secondly, fiscal decentralization remains very much a work in progress in the Europe & CIS region. The reform is characterized by unclear expenditure assignments, lack of revenue autonomy and poorly considered intergovernmental transfer systems. The limited revenue-raising capacity of local governments results in dependence on central government transfers. Furthermore, lack of reliable statistical data and objective criteria to develop equalization formulas and a continued system of bargaining and negotiations with central government widens the gap between poor and wealthy municipalities, especially in the western CIS, Central Asia, and Caucasus. In the context of unpredictability and limited financial discretion, the ability of local authorities to provide for quality public services is adversely affected.  In addition to that, there is an urgent need to modernize financial management techniques (provision of fiscal information, auditing, reporting) and support local governments with the introduction of programme budgeting techniques. 

Thirdly, the challenge of attracting and retaining professional and qualified employees in local governments are extremely important in the Europe & CIS region, especially because in the process of reform, local governments are expected to carry out decentralized responsibilities and provide quality services. However, personnel management and employment conditions at the sub-national levels has long been a neglected government function in many countries in the Europe & CIS region. The implementation of civil service reform is focused mainly at the central level. In most countries, Civil Service Commissions and/or Agencies lack capacities to lead and coordinate implementation of the reforms and to carry out their management and oversight roles. Human resource departments in local governments are very weak or even absent and perform mainly hiring/ firing and filing functions. HRM arrangements are typically centralized, where the central government decides on employment conditions and salary levels for local civil servants. Adequate training and education opportunities are limited. This has significant influence on the ability to attract, retain and develop competent staff at sub-national levels and to carry out decentralized responsibilities. 

Fourthly, administrative-territorial reform remains a significant challenge in the Europe & CIS region. The process is complicated by multi-ethnic settings and driven by politics.  In this context, there is an increased need for central and local governments to seek innovative solutions to support efficient service delivery which can overcome divisive ethnic lines, such as inter-municipal cooperation, public-private partnerships, the use of CSOs as delivers, and/or the establishment of a second/regional tier of local government. 

Finally, there is a compelling logic to believe that, unless MDG targets and indicators are brought to the local level (or ‘localised’), national and global achievement will be skewed. National MDG targets and indicators represent national averages. Achieving them would require targeted interventions in pockets of deprivation, which are often very context specific. In order to impact the lives of people, MDG targets and indicators need to be adapted and translated into local realities, and embedded in local planning processes.

Achieving the MDGs at the local level requires the implementation of MDG-based local development strategies that are aligned with national policies and budget processes, and supported by effective decentralisation reforms and local-level mechanisms for the delivery of basic services. 

Decentralisation is not the same as localising the MDGs, but effective decentralisation does facilitate successful localisation. A recent review of National Human Development Reports that focused on decentralisation pointed to the following evidence where decentralisation works for positive local development outcomes:

1	It allows local governments to better formulate and implement policies that support priority local needs, including inducing greater productive efficiencies to promote local economic development.
2	It empowers communities, by providing a framework for multi stakeholder participation in local decision making and in shaping the local development policies and programmes.
3	As a policy instrument, decentralisation can help improve the quality and accessibility of basic services, such as education, health and infrastructure.
4	The time taken for decision making can be reduced, as well as certain administrative costs.
5	It can help ease inter-district and intra-district inequities, and ensure prioritisation of expenditures to marginalised groups.
6	It can facilitate local and national governments response time to local or national crises and external shocks.

Experience also demonstrates that in countries with effective decentralisation reforms, local authorities take on a leadership role in pushing the MDG agenda and take responsibility for spearheading the process to elaborate and implement a local development strategy. They also have a unique comparative advantage in that they can promote strategic alliances with local community and private sector organisations to realise productive efficiency gains in the use of public resources.

UNDP recognises however, that the key constraint to localising the MDGs (and their achievement) and further advancement of decentralization reform is often a lack of, or the inappropriate mix of individual, organisational, and enabling environment capacities at the local level. Therefore, concerted efforts are required to strengthen local leadership capacities for social transformation and change management. To this end, policy, legal and administrative reforms need to be promoted to ensure that they are equipped with the full set of financial and human resources, and accountability incentives, allowing them to fulfil their untapped potential. 

Part II. Strategy 
The project is of four year duration and the overall objective of it is to enhance the capacities of local governments for effective local development.  The following outputs are planned to be achieved in the course of the project: (1) Policy framework for fiscal decentralization strengthened, (2) HRM systems at sub-national level strengthened, (3) Capacities of Local Government Associations (LGA) to represent the interests of local governments strengthened, and (4) Statistical literacy and capacity of local governments to gather, analyze and use disaggregated date and introduce MDG-based participatory planning and budgeting strengthened. Local leadership capacity enhanced. 

The project has been developed in close consultations with UNDP COs and activities identified are in line with their needs and priorities. The research, knowledge products, and capacity development activities produced by this project will support the implementation of LGD programmes and projects in different countries across the Europe & CIS region. Moreover, the LGD Community of Practice is going to be strengthened and skills and the knowledge of practitioners will be enhanced. 

Particular attention will be paid to collaboration with the Poverty and Energy and Environment practices and the PAR-AC sub-practice.  The project will also build on existing tools produced by UNDP such as the “Tracking Human Development” statistical manual, the training material for enhancing the skills of local leaders in localizing MDGs, the toolkit on strategic environmental assessment, the toolkit on energy efficiency at the municipal level and the GEF toolkit on capacity development at the local level. Cross-cutting issues, in particular gender mainstreaming and the Human Rights-Based Approach, are critical to the effective implementation of this project, and will be applied both in regional programming and policy advice to enhance synergies and avoid conflicting policy and programming advice. East-East cooperation and sustainability of interventions will be sought where appropriate, especially through knowledge transfers between the new EU member states and accession countries.

Continued collaborative undertakings and meaningful cooperation with other donors and development players such as LGI/OSI, USAID, SNV, the World Bank, the Council of Europe, UNCDF, IMF, and others will be pursued. Specifically, there are ongoing discussions with LGI/OSI and CoE about possible co-financing of activities related to improving HRM systems at the sub-national level and in terms of developing and training LGA’s in selected countries in Central Asia. Moreover, the project seeks to enhance UNDP’s cooperation with FDI, IMF and UNCDF. 

Project outputs and indicative activities
Project activities and targets are defined in close cooperation with country offices and in response to their articulated demand for regional services in the area of local governance and decentralization. The outputs and indicative activities defined below, as well as the RRF and the AWP, reflect this demand for 2007. Based on future demand, indicative activities, targets and budget breakdown will be defined and submitted for approval on a yearly basis for the years 2008-2010.

Output 1: Nationwide policy dialogue and awareness raising about the benefits of fiscal decentralization conducted 
Few countries in the Europe & CIS region can truly be said to have decentralized.  Real effective fiscal decentralization will take more effort and more time on a variety of fronts.  Therefore the fiscal decentralization component will address these issues and enhance the capacity of national and local stakeholders within and outside the government to develop and implement pro-poor fiscal decentralization policies. In the framework of the fiscal decentralization component, the finalization and dissemination of the research on the impact of fiscal decentralization on public service delivery and poverty reduction will be developed.  This research is particularly meaningful for the innovative methodology applied.  In addition, a research on Russia/China Public Finance will be conducted to seek the key issues that have played a role in intergovernmental fiscal relations in both countries since 1990, identify differences and similarities, and assess what each country might have learnt or might learn from the other. Lastly, a manual on fiscal decentralization will be elaborated as a guidebook to COs and national and international stakeholders for the implementation of fiscal decentralization reforms.

Output 2: HRM systems at sub-national level strengthened.
This research project seeks to investigate, in selected countries in the Asia Pacific and Europe & CIS regions, the reasons why countries continue to face serious challenges when trying to attract qualified staff at the local levels. These may relate to the civil service system (such as possibilities of easy mobility between local and central government positions), as well as other elements such as job status, health conditions and opportunities for spouse employment. The study will also analyze which HRM strategies and innovations are currently being implemented to try to overcome these challenges. Country reports in 3 selected countries in Europe & CIS will be developed and a comparative policy paper containing policy recommendations will be produced. A cross-regional workshop and DGG network discussion to share findings and discuss lessons learned will be organized. Two cross-regional country support missions are planned to be carried out to apply policy recommendations. 

Output 3: Capacities of Local Government Associations (LGA) to represent the interests of local governments strengthened.
Based on the organizational development toolkit for LGAs, which is being developed in cooperation with the Council of Europe, a training/consolations programme will be prepared and a team of trainers will be trained. The training programme will be implemented in 2 selected LGAs in Central Asia and Caucasus. In addition to that, twining partners in new EU member states will be identified and cooperation among LGAs will be facilitated.  

Output 4: Statistical literacy and leadership capacity of local governments to gather, analyze and use disaggregated date and introduce MDG-based participatory planning and budgeting strengthened.
Through the project activities statistical literacy of local actors to produce, disseminate, and analyze disaggregated MDG-related statistics at both national and sub-regional levels will be enhanced together with their capacities to better use the disaggregated statistics for monitoring of the localization process and its results.

The project activities will also support effective leadership for the MDGs and advancement of decentralization reform through the roll-out of the “Localising MDGs: Opportunity for local leaders” training program in CIS countries. The program has been developed in cooperation with LEAD International and tested in Central Asian countries in partnership with the Poverty Group.

Intended project beneficiaries
1.	RBEC Country Offices;
2.	Sub-regional  authorities, local government associations;
3.	Line/sectoral ministries and agencies involved in public finance, local governance and decentralization efforts;
4.	NGOs, CSOs, research and policy institutes involved in providing training and technical assistance, think-tanks.

Part III. Management Arrangements 
The project will be managed and implemented by the Bratislava Regional Centre within the delegated Direct Execution (DEX) authority, in line with the UNDP Programming for Results Management User Guide. The project will be managed by LGD sub-practice facilitator. 
A Project Board will be established to take responsibility for making strategic and management decisions and providing directions for the project when guidance is required by the Project manager, including approval of project revisions. The Project Board will be comprised of the Democratic Governance Team Leader, PSPD chief and 2 representatives of country offices. The Board’s key roles will be as follows:
(a)	Executive role will be performed by the Democratic Governance Team Leader.
(b)	Senior Supplier role will be held by the BRC’s PSPD Chief; and 
(c)	Senior Beneficiary role will be held by two representatives of selected country offices.
In addition and independently from the Project Board’s roles, two other roles will be important for the smooth project implementation:
(a)	The Project Assurance role will support the Project Board by carrying out objective and independent project oversight and monitoring functions. During the Running a Project process, this role will ensure that the appropriate project management milestones are managed and completed. The Bratislava Centre will designate a person to provide this oversight as part of the corporate obligation.
(b)	The Project Support role will be performed by the Democratic governance program assistants and the Centre’s Management Support Unit (MSU) to provide project administration and management support to the Project Manager.

Within the scope of the project roles and responsibilities will be divided in the following way:

The Fiscal Decentralization Advisor will be responsible for increasing knowledge and abilities of national and sub-national stakeholders to develop and implement fiscal decentralization policies with the IMF and other donors (output 1).  In particular, she will: 

1.	Finalize and disseminate the research on the impact of fiscal decentralization on public service delivery and poverty reduction;
2.	Support Fiscal Decentralization Initiatives conference, workshops and publications;
3.	Lead the development of Handbook/Toolkit on Fiscal Decentralization;
4.	Lead the research on Russia/China Public Finance jointly with the IMF.

The Capacity Development Advisor and Capacity Development Specialist will be responsible for enhancing the capacity of local actors for disaggregated data collection and strengthening leadership skills for MDGs-based strategies development and implementation. This output will be jointly produced with the Poverty Practice. Specifically, the Capacity Development Advisor and Capacity Development Specialist in consultation with the colleagues from the Poverty Group will: 

In the area of training on disaggregated data collection:
1.	Design a training program on disaggregated data collection.  
2.	Select pilot countries and participants for the trainings.
3.	Train 20 participants in selected countries.

In the area of leadership training:
1.	Selection of the focus countries.
2.	Selection of the participants and trainers.
3.	Adaptation of the training program to relevant CIS countries.
4.	Implement of the training program.

The Local Governance Policy Advisor will lead a research on HRM systems at the sub-national levels. This output will be produced in cooperation with the PAR sub-practice. She will:

1.	Lead the assessment of civil service and HRM arrangements in 3 selected countries in the region and develop reports. 
2.	Lead the development of a comparative policy paper containing recommendations for HRM at sub-national levels.
3.	Organize cross regional workshop with RCB to share findings and lessons learned.
4.	Publish and disseminate policy paper and country reports. 
5.	Facilitate DGG network discussions by BRC and RCB policy advisors.
6.	Carry out 2 cross–regional country support missions.

The Local Governance Policy Advisor will be responsible for application of organizational development toolkit in two selected Local Government Associations in Central Asia and Caucasus.

1.	Develop training programme and train a team of trainers based on the toolkit.
2.	Train two selected LGAs in Caucasus and central Asia. 
3.	Twin selected LGAs with LGAs in new EU member states. 

In addition to the above, policy advisors will be responsible for providing high quality policy advice and technical support to COs.  They will support COs in the Region on Local Governance and Decentralization issues by offering advice, recommending consultants or carrying out strategic missions, providing KM tools and facilitating CoP. 

Part IV. Monitoring and Evaluation 
This project will be effectively monitored by assessing progress against a Performance Monitoring Framework (PMF) presented in Section II together with the Results and Resources Framework. 
As per the Results Management Guide, the Standard Project Progress Report will be used to monitor achievements. Within the annual cycle, monitoring will be as follows:
1.	Quarterly progress reports shall be submitted by the Project Manager to the Project Board through Project Assurance, using the standard report format available in Atlas. 
2.	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 
3.	A risk log shall be activated in Atlas and regularly updated by reviewing the external environment that may affect the project implementation 
4.	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 
5.	A communication and monitoring plan shall be activated in Atlas and updated to track key management actions/events 
6.	A quality log shall record progress towards the completion of activities, using the Atlas Activity Definition page. 
To complement the above, an annual project review will be conducted during the fourth quarter of year as a basis for assessing the performance of the project. In the last year, this review will be a final assessment. This review will involve all key project stakeholders, and focus on the extent to which progress is being made towards outputs, and that these remain aligned to appropriate outcomes. The review will be structured by a set of common standards, and will be subject to spot external quality assurance assessments. This review should update output targets and results achieved in Atlas. 

Evaluation
It is expected that rigorous performance monitoring will provide a clear understanding of how the project outputs are contributing towards the achievement of the outcome. However, following the UNDP Evaluation Policy guidelines, this project will be evaluated as part of the broader outcome evaluation to be undertaken at some point during the current programme cycle. 

Part V. Legal Context

This regional project document shall be the instrument referred to as such in Article I of the Standard Basic Assistance Agreement (SBAA) between the Governments participating and the United Nations Development Programme. 

Section II – Results and Resources Framework

Intended Outcome as stated in the Country Programme Results and Resource Framework: Enhanced capacities of local governments for effective local development
	
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets. Effective legal and policy frameworks and enhanced capacities for decentralized authority and management in place. Indicator: Legal frameworks for decentralization adopted and implemented. Baseline: Decentralizing reforms have begun in some countries, but overall progress is slow, particularly regarding fiscal decentralization. Target: Majority of countries have appropriately decentralized planning, decision-making, and resource allocation processes.
	
Applicable MYFF Service Line:  2.6 - Decentralization, Local Governance and Urban/Rural Development	
Partnership Strategy: Main implementing partners: SNV, the Council of Europe, FDI, Poverty Practice, LOGIN Partners, OSI/LGI, COs
Co-funding sought from: South-South Cooperation, Cap 2015, 	
Project title and ID (ATLAS Award ID):

Intended Outputs
	
Output Targets for 2007	
Indicative Activities	
Responsible parties	
Inputs	
1. Nationwide policy dialogue and awareness raising about the benefits of fiscal decentralization conducted  

Baseline: Fiscal Decentralization pillars (expenditure responsibilities; own source revenues; intergovernmental fiscal transfers; borrowing) weak 	Targets 2007:
Knowledge products on FD elaborated

International conference  on FD supported

Indicators:
FD pillars improved in at least 2 countries in the region 

	1.1. Develop fiscal decentralization knowledge products

1.2. Research on Russia/China Public Finance jointly with the IMF

1.3. Support Fiscal Decentralization Initiatives conference, workshops and publications.
.	UNDP RCB

	1.1. TRAC ($45,000)

1.2. South-South Cooperation
($30,000)

1.3. TRAC ($5,000)

 	
2. HRM systems at sub-national level strengthened.

Baseline:

Very weak HRM function at sub-national levels in the ECIS region.

Insufficient legal framework, weak organizational systems and lack of incentives to attract, retain and develop qualified staff at sub-national levels.

	Targets 2007:
3 country reports in selected countries developed.

Cross regional policy paper on 2.3. HRM policies at sub-national levels developed.

DGG network discussion facilitated.  
 
Indicators:
At least 2 countries in the region have improved HRM management systems based on recommendations provided in the report. 	2.1. Carry our assessment of civil service and HRM arrangements in 3 selected countries in the region and develop, publish and disseminate comparative policy paper containing recommendations for HRM at sub-national levels. 

2.2. Organize cross regional workshop with RCB to share findings and lessons learned,  facilitate DGG network discussions and carry out 2 cross – regional country support missions.
	LGD advisors, experts, RCB advisors	2.1. -  TRAC ($30,000)
Local experts, RCB policy advisors

2.2. – TRAC ($20.000)

 	
 3. Effectiveness of 2 selected Local Government Associations improved.

Baseline:
Low capacities of LGAs in Caucasus and Central Asia, especially to deliver services to municipalities and represent their needs at central level.

No training/consulting programme to strengthen LGAs.
	Targets 2007: 
Training programme prepared and 4 trainers trained.

Selected LGAs trained.

Indicators: 
Number of trainers trained (at least 7 trainers).

At least 2 LGAs have developed organizational development strategies and started implementaion.
	3.1. Develop training programme and train 2 selected LGAs in Caucasus and Central Asia. 
	LGD advisors, trainers, the CoE	3.1. – TRAC ($20.000)
Trainers, consultants,, LGAs in Caucasus and central Asia

	
4. Statistical literacy and leadership capacity of local governments to gather, analyze and use disaggregated date and introduce MDG-based participatory planning and budgeting strengthened.

Baseline: Local authorities and policy makers are not capable of using statistical data for fact-based policy making. 	Targets 2007:
Skills for disaggregated data collection of 20 participatns enhanced through 2 trainings.
15 local leaders trained on implementation of MDGs at local level.

Indicators:
Local leaders capable of using disaggregated data for policy making.
Number of local leaders trained.	4.1.	Training program on disaggregated data collection designed and delivered in selected countries.

4.2.	“Localizing MDG’s: Opportunity for local leaders” training programme adapted to CIS and delivered to participant in selected counties.
	Capacity 2015, LGD advisors, UNDP BRC Poverty Practice, UNDP COs
	4.1. TRAC ($35,000)
Trainers, experts

4.2. TRAC ($ 35,000) Capacity 2015 ($20,000)
Trainers, experts

Total Output 4: $90,000 ($30,000 DLG s/p TRAC; $40,000 Poverty Practice TRAC; $20,000 Capacity 2015)	

Section III – Annual Work Plan 2007

EXPECTED OUTPUTS
&
MONITORING ACTIVITIES
	Key Activities/Annual Output targets	TIMEFRAME	RESPONSIBLE PARTY	PLANNED BUDGET
	
		Q1-	Q2	Q3	Q4		FUND ID	DONOR ID	Budget code	Amount	

	1. Nationwide policy dialogue and awareness-raising about the benefits of fiscal decentralization conducted.		X	X	X	001981	04220	00012	71200 intl. consultant	US $ 20,000	
			X	X	X	001981	04220	00012	71300 local consultant	US $ 10,000	
			X	X	X	001981	04220	00012	71600 travel	US $ 15,000	
			X	X	X	001981	04220	00012	74500 misc.	US $ 5,000	
			X	X	X	001981	South-South Cooperation (???)	71200 intl. consultant	US $ 20,000	
			X	X	X	001981		71600 travel	US $ 7,000	
			X	X	X	001981		74500 misc.	US $ 3,000	
Sub-total:										US $ 80,000	
	2. HRM systems at sub-national level strengthened.					001981	04220	00012	71200 intl. consultant	US $ 14,000	
						001981	04220	00012	71300 local consultant	US $ 10,000	
						001981	04220	00012	71600 travel	US $ 12,000	
						001981	04220	00012	74200 editing	US $ 4,000	
						001981	04220	00012	74500 misc.	US $ 10,000	
Sub-total:										US $ 50,000	
	3. Capacities of Local LGAs to represent the interests of local governments strengthened.					001981	04220	00012	71200 intl. consultant	US $ 8,000	
						001981	04220	00012	71600 travel	US $ 9,000	
						001981	04220	00012	74500 misc.	US $ 3,000	
Sub-total:										US $ 20,000	

	4. Statistical literacy and leadership capacity of local governments to gather analyze and use disaggregated data and introduce MDG-based participatory planning and budgeting strengthened.		X	X	X	001981	04220	00012	71600 travel	US $ 40,000	
			X	X	X	001981	04220	00012	74500 misc.	US $ 30,000	
			X	X	X	001981	60202	00012	71300 local consultant	US $ 20,000	
Sub-total:										US $ 90,000	
TOTAL for 2007										US $ 240,000	

SIGNATURE PAGE

Regional Bureau for Europe and the CIS
Bratislava Regional Center

Expected Outcome(s)/Indicator(s): Enhanced capacities of local governments for effective local development.

Expected Output(s)/Annual Targets:	 
Output 1: Nationwide policy dialogue and awareness raising about the benefits of fiscal decentralization conducted 
Output 2: HRM systems at sub-national level strengthened.
Output 3: Capacities of Local Government Associations (LGA) to represent the interests of local governments strengthened.
Output 4: Statistical literacy and leadership capacity of local governments to gather, analyze and use disaggregated date and introduce MDG-based participatory planning and budgeting. 

Implementing partner:	 DEX

Responsible parties: UNDP BRC, Local Governance and Decentralization sub-practice	

Total budget 2007: US$ 240,000
TRAC US$ 190,000 ($ 40,000 Poverty Practice, $ 150,000 Governance Practice)
	South-South Cooperation US$ 30,000
	Capacity 2015 US$ 20,000

Total budget 2007-2010: US$ 600,000

Programme Period: 2007 – 2010

Programme Component: Project Title: Strengthening capacities of local governments for effective local development 

Project ID:

Project Duration: 2007 – 2010

Management Arrangement: DEX

Agreed by (UNDP):____________________________________/Mr. Ben Slay, Director/