quarterly report #10

January 2019

This report was produced for review by the United States Agency for International Development. It was prepared by ME&A, Inc. in conjunction with its major subcontractor Chemonics International Inc.

Georgia Human and Institutional Capacity Development 2020 Activity HICD 2020

QUARTERLY REPORT #10October 1, 2018 – December 31, 2018

Contract: AID-OAA-I-13-00043/AID-ll4-TO-15-00002

The views represented herein do not necessarily represent the views of the United States Agency for International Development or the United States Government.

CONTENTS EXECUTIVE SUMMARY ............................................................................................................................. 6

SECTION I: PROJECT BACKGROUND .............................................................................................. 8

SECTION II: COMPONENT 1 - HICD INITIATIVES .................................................................. 10

The State Fund for Protection and Assistance of Victims of Human Trafficking ........................ 10 International Society for Fair Elections and Democracy ........................................................................... 11 Georgian Gas Transportation Company ........................................................................................................... 11 The Georgian Young Lawyers’ Association...................................................................................................... 13

SECTION III: COMPONENT 2 - TARGETS OF OPPORTUNITY ........................................ 14

Georgian National Communications Commission ....................................................................................... 14 State Procurement Agency ...................................................................................................................................... 16 National Agency of Mines (legatee of the former Ministry of Environment and Natural Resources Protection) ................................................................................................................................................ 17 Georgian Association of Social Workers .......................................................................................................... 18 Multimedia Education Center ................................................................................................................................. 19 National Food Agency ................................................................................................................................................. 19 Georgian Waste Management Association ...................................................................................................... 21 Levan Mikeladze Diplomatic Training and Research Institute ................................................................ 21 Georgian National Energy and Water Supply Regulatory Commission ........................................... 22 Article 42 of the Constitution ................................................................................................................................. 23 Human Rights Education and Monitoring Center ........................................................................................ 24 Service Agency of the Ministry of Finance of Georgia ............................................................................... 24

SECTION IV: COMPONENT 3 - PARTICIPANT TRAINING SUPPORT ......................... 26

SECTION V: COMPONENT 4 - BUILDING LOCAL HICD CAPACITY .......................... 27

Building Implementation Capacity of Local Service Providers ............................................................... 27

SECTION VI: MONITORING AND EVALUATION ................................................................... 29

Performance Monitoring and Evaluation System (PMES) ........................................................................ 29

ANNEX A: RESULTS REPORTING TABLE ..................................................................................... 30

ANNEX B: SUCCESS STORIES ............................................................................................................

First Person Story: Transforming Lives of the Socially Disadvantaged ............................................... 3

33

3

ACRONYMS ACCESS Advancing Civil Society Capacities and Engaging Society for Sustainability ADS Automated Directives System ATIPfund The State Fund for Protection and Assistance of Victims of Human Trafficking CENN Caucasus Environmental NGO Network CPT Certified Performance Technologist CSO Civil Service Organization CTC Center for Training and Consultancy DTRI Levan Mikeladze Diplomatic Training and Research Institute EMC Human Rights Education and Monitoring Center ERP Enterprise Resource Planning EU European Union GASW Georgian Association of Social Workers GEC previously GEC Development Corporation GIPA Georgian Institute of Public Affairs GLA Georgian Logistics Association G-MEDIA USAID/Georgia Georgian Media Enhanced Democracy, Informed Citizenry

and Accountability Project GNERC The Georgian National Energy and Water Supply Regulatory Commission GNCC Georgian National Communications Commission GoG Government of Georgia GOGC Georgian Oil and Gas Corporation GGTC Georgian Gas Transportation Company GWMA Georgian Waste Management Association GYLA Georgian Young Lawyers’ Association HICD Human and Institutional Capacity Development HICD 2020 USAID/Georgia Human and Institutional Capacity Development 2020 Activity HR Human Resources HRM Human Resources Management IP Implementation Plan IQS Indefinite Quantity Subcontract IRI International Republican Institute ISFED International Society for Fair Elections and Democracy KPI Key Performance Indicators LEPL Legal Entity of Public Law LTHICD Leading through HICD Training Program M&E Monitoring and Evaluation MEC Media Education Center MENRP Ministry of Environment and Natural Resources Protection MFA Ministry of Foreign Affairs of Georgia MoEPA Ministry of Environment Protection and Agriculture MoESD Ministry of Economy and Sustainable Development MoLHSA Ministry of Labor, Health and Social Affairs of Georgia

M-TAG USAID/Georgia Media for Transparent and Accountable Governance Program

NAM National Agency of Mines NDI National Democratic Institute NFA National Food Agency NGO Non-Governmental Organization PDP Performance Design Partners PES Performance Evaluation System PMCG Policy Management and Consulting Group PMES Performance Monitoring and Evaluation System PMS Performance Management System PPW Process Profile Worksheet PR Public Relations PROLoG USAID/Georgia Promoting Rule of Law in Georgia (PROLoG) Program PSP Performance Solutions Package PVT Parallel Vote Tabulation RFO Request for Offers SA Service Agency SOP Standard Operating Procedure SoW Scope of Work SPA State Procurement Agency SPRING USAID/Georgia Strengthening Physical Rehabilitation in Georgia Program STTA Short Term Technical Assistance TBSC Tbilisi Business Service Center TO Targets of Opportunity US United States USAID United States Agency for International Development WMTR USAID/ Georgia Waste Management Technologies in Region Activity

6 HICD 2020 QUARTERLY REPORT #10

EXECUTIVE SUMMARY

This report describes the first quarter of the fourth year of implementation of the USAID/Georgia Human and Institutional Capacity Development (HICD) 2020 activity, implemented by ME&A in conjunction with its consortium members, Chemonics International (major subcontractor) and Performance Design Partners (PDP). During this quarter, HICD 2020 successfully implemented technical activities in all four project components and continued to accomplish important milestones of the project lifecycle. HICD 2020 continued implementation of the Performance Solutions Package (PSP) for the State Fund for Protection and Assistance of Victims of Human Trafficking (ATIPFund) and launched the implementation of a new HICD program for the Georgian Gas Transportation Company (GGTC). We also renewed our assistance to the Georgian Young Lawyers’ Association (GYLA), the performance assessment of which took place in 2016. In addition to the HICD initiatives, the project successfully completed four Targets of Opportunity (TO) programs. Specifically, the HICD 2020 team supported the National Food Agency (NFA) to strengthen its public relations and communications functions; developed the business development model for the Media Education Center (MEC); developed and piloted performance evaluation system at the National Agency of Mines (NAM); and enhanced social workers advocacy skills through delivering comprehensive training program to the Georgian Association of Social Workers (GASW). This quarter, HICD 2020 also launched TO activities for the following five organizations: the Levan Mikeladze Diplomatic Training and Research Institute (DTRI); the Georgian National Energy and Water Supply Regulatory Commission (GNERC); Article 42 of the Constitution; the Human Rights Education and Monitoring Center (EMC); and the Service Agency (SA) of the Ministry of Finance of Georgia. We also continued TO programs with the State Procurement Agency (SPA), the Georgian National Communications Commission (GNCC), and the Georgian Waste Management Association (GWMA). During this quarter, HICD 2020 continued to build local consultants’ capacity through the Leading through HICD (LTHICD) training course. The LTHICD program started in May 2018 with a Start Workshop and was followed by the USAID Regulations training course in December 2018. The participants achieved 37% knowledge increase as a result of the training. As of the first quarter of Year Four, the project either met or exceeded most (8 out of 10) of the indicators in the HICD 2020 performance-monitoring plan as indicated in the results report table (Annex A). For example, we assisted 44 organizations against the fourth-year target of 30 for the number of recipient institutions receiving performance improvement assistance. We also trained 260 individuals against a fourth-year target of 90 for the number of persons trained under the Contract, and 75% of providers participated in the LTHICD program against a life-of-project target of 60% for the percentage of local service providers completing the HICD capacity building program. For the Change in capacity of local service providers, our local subcontractors reported a 31% knowledge increase against the fourth-year

Main Accomplishments for this Year

• Continued implementation of HICD program with ATIPfund;

• Started implementation of HICD program with GGTC and GYLA;

• Completed TO interventions for four institutions: NFA, MEC, NAM, and GASW;

• Launched TO activities for the following five institutions: DTRI, GNERC, Article 42 of the Constitution, EMC, and SA;

• Thirteen participants from the local consulting organizations and one HICD 2020 staff member successfully completed the HICD Virtual Academy Course;

• Held the LTHICD USAID Regulations training courses; • Processed 23 exchange visitors with 100% satisfaction

rate; • Met or exceeded most of the indicators in the HICD

2020 performance-monitoring plan.


target of 15%. Additionally, we have eight organizations this year against a target of four for the number of organizations providing human and institutional capacity development services under the Contract. Finally, our participant processing services continue to maintain a 100% satisfaction rate amongst the exchange visitors. As outlined above, this report describes this year’s primary activities for each of the project’s four components. The Results Reporting Table, Financial Report, and Success Story are in Annexes A, B, and C.

1 Other achievements and activities beyond the contractual requirements are highlighted in red boxes


SECTION I: PROJECT BACKGROUND The Georgia Human and Institutional Capacity Development 2020 Activity (HICD 2020) is designed to assist USAID/Georgia in addressing its partner organizations’ administrative limitations and performance gaps that impede the effective implementation of all key reforms, including those related to the European Union Association Agreement, the Open Government Action Plan, and the Civil Service Reform. In addition, Georgian public institutions remain prone to frequent organizational and personnel changes that necessitate the restructuring of staff as well as related business processes. Top managers and key performers in these institutions require qualified and demand-driven assistance with a quick turnaround time and holistic approach. In addition, HICD 2020 provides participant processing services to all USAID programs in Georgia. The objective of HICD 2020 is to achieve tangible improvements in the human and institutional capacity of USAID’s strategic partner organizations in Georgia. These may include governmental, non-governmental, and for-profit entities. HICD 2020 does not replace the Mission’s existing technical assistance activities. On the contrary, it complements existing technical knowledge with organizational development expertise and provides advisory services in the areas of skills enhancement and systemic improvements to select organizations while developing the capacity of GoG agencies, local civil society organizations (CSOs), and private sector institutions to provide training and organizational and management services. HICD 2020 draws on both international and local service providers to achieve overall program goals. The project partners with Georgian service-providers to deliver HICD and other services, thereby continuing to build and improve local expertise in the field of organizational development. HICD 2020 offers local service providers various means to transfer HICD know-how, including coaching, mentoring, and training. As a cross-cutting theme, gender is integrated into all activities of the project by identifying and addressing any gender-related disparities experienced by employees within the partner institutions. The project has four components:

• HICD Interventions: HICD is a USAID model of structured and integrated processes designed to identify fundamental causes of performance gaps in host country partner institutions, address those gaps through a wide array of performance solutions in the context of all human performance factors, and enable cyclical processes of continuous performance improvement through the establishment of performance monitoring systems. These are large, holistic activities that seek to improve the overall performance of the institution.

• Targets of Opportunity (TO): Targets of Opportunity interventions are limited in scope and look at a specific

section/role of the partner institution rather than the institution in its entirety, which is what an HICD intervention would do. They may or may not be followed by further interventions, subject to Mission review and approval. TO activities are often used when a partner institution is not yet ready to absorb an HICD intervention or when such an intervention is not necessary.

• Participant Training Support: The project provides participant training support for USAID programs in

Georgia, including services related to language testing, medical certification, health insurance enrollment, security risk inquiry, and visa processing as per Automated Directives System (ADS) 252 and 253. This is a demand-driven service and is performed in response to requests from other implementing partners. Participants traveling to the U.S. are termed “Exchange Visitors” (EVs).


• Building Local HICD Capacity: HICD 2020 undertakes activities aimed at developing local HICD experience.

It is expected that local organizations will gradually take a leading role and be increasingly capable of implementing HICD programs independently. The project works with local service provides and partner organizations to integrate HICD approaches into their operations and institutional culture.


SECTION II: COMPONENT 1 - HICD INITIATIVES The State Fund for Protection and Assistance of Victims of Human Trafficking Background: The State Fund for Protection and Assistance of Victims of Human Trafficking (ATIPfund) is a legal entity of public law (LEPL) under the Ministry of Labor, Health and Social Affairs of Georgia (MoLHSA). It provides care for and services to the victims of human trafficking and domestic violence, as well as supports individuals with disabilities, foster children, and the elderly. ATIPfund has a head office in Tbilisi that manages seven branches and six shelters with a 532-person staff. As the only organization in Georgia mandated to provide protection, rehabilitation, and reintegration services to the victims of trafficking and domestic violence across the country, ATIPfund is a critical institution in achieving the GoG’s social development goals. Given ATIPfund’s important role, USAID nominated the organization for the HICD program in 2016. ATIPfund expressed its commitment to sustainable performance improvements as the recipient of the HICD assistance. Activities for the Reporting Period: Component II: Elaboration of the Service Quality Management Handbook This quarter, HICD 2020 selected and onboarded GEC, our Tier One Indefinite Quantity Subcontract (IQS) holder, to implement Component II. The team of consultants is multidisciplinary and is composed of organizational development experts, psychologists, a psychiatrist, an occupational therapist, and a social worker. Their combined field expertise will be effectively utilized to design the handbook with an overall aim of improving ATIPfund’s quality of services and operations. The consultancy team will structure the handbook around two thematic areas: (1) long-term care, which extends to children with disabilities and those without parental care, adults with disabilities and the vulnerable elderly; and (2) protection of victims of violence, which extends to victims of human trafficking, domestic, gender-based and sexual violence. It will be a comprehensive reference to organization’s service quality management system for all stakeholders involved in the provision of services, from management and administration to staff in shelters and branches. While designing the handbook, the consultants will focus on a set of quality dimensions such as quality of life of ATIPfund’s service beneficiaries; safe, effective and responsive service provision; rights of beneficiaries; and health and social, psychological, emotional, and mental development of beneficiaries. In close consultation with ATIPfund and its stakeholders, the consultants will elaborate each handbook component, including the service quality concept as the handbook’s core pillar. GEC will also work with ATIPfund and its stakeholders to examine the organization’s service structure and develop service standards, identify all resources and tools required to deliver uniform, high-quality services across all service lines, and draft recommendations on the human resources-related procedures, competencies, and standards to ensure improved service delivery. To ensure successful institutionalization of the quality system across the organization, the consultants will train ATIPfund’s staff on how to implement the quality management system based on the newly designed quality framework. The training will cover all issues specified in the handbook with special focus on the quality management concept, planning and implementation of the quality management system, and quality assessment and monitoring.

HICD Partner Organizations for this Year

• The State Fund for Protection and Assistance of Victims of Human Trafficking (ATIPfund)

• The International Society for Fair Elections and Democracy (ISFED)

• The Georgian Gas Transportation Company (GGTC)

• The Georgian Young Lawyers’ Association (GYLA)


On December 11, HICD 2020 organized a kick-off meeting at ATIPfund, where GEC introduced its multidisciplinary team members to ATIPfund’s Director, HICD Champion, and HICD 2020 representatives, and delineated the course of action under the program. Following this meeting, GEC began to develop the initial workplan and the draft handbook framework. As part of their schedule, the consultants intend to visit a couple of regional shelters to meet with the service beneficiaries. The Component II activities will last for six months, with an anticipated period of performance from December 17, 2018 to June 17, 2019. International Society for Fair Elections and Democracy Background: The International Society for Fair Elections and Democracy (ISFED) was nominated by the USAID Democracy and Governance Office to be a recipient of HICD assistance. This assistance directly aligns with USAID/Georgia’s Development Objective 1: Democratic checks and balances and accountable governance enhanced, and closely resonates with the United States Government’s development goals. Established in 1995, ISFED is a not-for-profit non-governmental organization (NGO) and one of the oldest, most well-established civil society organizations in Georgia. For over twenty years, ISFED has monitored all elections in Georgia and significantly contributed to the improvement of the election legislation, as well as to the country’s electoral and political environment. Since 2003, ISFED has observed all national elections through the sophisticated Parallel Vote Tabulation (PVT) methodology. Activities during the reporting period: This quarter coincided with the presidential election in Georgia. Since the primary goal of ISFED is to monitor elections in the country, ISFED’s Executive Director asked HICD 2020 to renew the program for the next quarter. HICD 2020 submitted the performance assessment report to the Executive Director for his review in September, and expects to receive his feedback during the next reporting period. The performance assessment report includes findings and 21 recommendations in the following key areas:

• Performance Planning and Management; • Core Process Performance Management:

o Project management; o Project proposal management;

• Fundraising; • Management Processes; • Membership Policies and Regional Activities; • Human Resource Management; and • External Communications and Constituency Building.

As soon as we receive feedback on the report, we will present our findings and recommendations to the stakeholder group. Following the presentation, HICD 2020 will develop the Performance Solutions Package (PSP), which will include road maps and action plans to address the identified performance gaps. Implementation of these recommendations will be contingent on USAID’s final decision on continuing assistance to ISFED. Georgian Gas Transportation Company Background: The Georgian Gas Transportation Company (GGTC) is a government-owned limited liability company under the Ministry of Economy and Sustainable Development of Georgia (MoESD). It was established in 1999 and


operated as the subsidiary of the Georgian Oil and Gas Corporation (GOGC) until 2011. GGTC is a gas transportation licensee – license granted by the Georgian National Energy and Water Supply Regulatory Commission (GNERC) – exercising the right to transport natural gas through high pressure transmission pipelines across Georgia. Under the Natural Gas Transmission Grid Code adopted in September 2018, the new energy law (pending adoption in Spring 2019), and the new natural gas market concept design, GGTC will assume new complex functions and responsibilities. Apart from the pipeline’s technical operation, GGTC will also take responsibility for the commercial operations of the natural gas market. This is part of the GoG reform agenda in the energy sector for meeting the country’s obligations under the European Energy Community Treaty. GGTC is required to make the swift transformation steps to meet the new EU market requirements. To implement the new functions effectively, the institution will need to introduce changes at all organizational levels by assessing its capacity to perform new functions and responsibilities, identifying the gaps between the existing and anticipated organizational capacities under the Grid Code and the new legislation, and addressing those gaps through targeted interventions. Given the critical role GGTC plays in the natural gas market, USAID nominated GGTC for the HICD program. GGTC expressed its commitment to sustainable performance improvement as the recipient of the HICD assistance. Activities during the reporting period: Following USAID’s approval of the HICD program for GGTC, HICD 2020 representatives organized a round of meetings with GGTC’s leadership and management from late October through early November 2018. The purpose of the meetings was to introduce the HICD 2020 Activity team, collect information about the organization, and to understand the technicalities behind GGTC’s operations. HICD 2020 also met with representatives of USAID/Georgia’s Energy Program, HICD 2020’s key partner for this activity, to gather more data concerning GGTC to develop the scope of work (SoW). HICD 2020 and the Energy Program developed the SoW in close cooperation with GGTC’s HICD Champion; we also obtained the company’s commitments to the program, including their assurances for program’s success. After receiving USAID approval of the program Implementation Plan (IP) on November 13, HICD 2020 issued the RFTOP amongst our Tier One IQS holders to conduct the performance assessment at GGTC, as well as held the bidders’ conference on November 26. In December, the HICD 2020 selection panel completed the bidder evaluation process and contracted the Policy and Management Consulting Group (PMCG) as the Tier One service provider for the performance assessment. The Performance Assessment Team consists of a Team Leader/Certified Performance Technologist (CPT), a Project Manager, two Performance Management Consultants, a Gas Sector Expert, a Human Resource Management (HRM) Consultant, an IT Consultant, and an Administrative Assistant. HICD 2020 will begin the performance assessment on January 8, 2019. We will form a Stakeholder Group which will have an advisory role in supporting and counseling GGTC throughout the entire HICD process. Based on the performance assessment recommendations, HICD 2020 will work with PMCG to develop the PSP for USAID’s review. The anticipated period of performance for this program is from January through March 2019.


The Georgian Young Lawyers’ Association Background: Georgian Young Lawyers’ Association (GYLA) is a membership based, non-commercial legal entity that was established in 1994 with a mandate to: (i) promote public legal awareness and establish rule of law; (ii) develop a legislative basis for civil society and a state governed by rule of law; (iii) protect human rights and freedom; and (iv) develop the legal profession in Georgia and establish professional ethics among lawyers. GYLA currently has central offices in Tbilisi and eight regional offices with a total of over 100 staff who are engaged in diverse projects, including providing vulnerable citizens with free legal services, monitoring activities of public agencies, conducting public awareness campaigns on legal rights, and observing the status of human rights in specific regions. GYLA comprises more than 800 members but the largest portion of GYLA’s budget comes from donors. The HICD 2020 performance assessment of GYLA identified gaps in the organization’s performance and their root causes, and provided detailed recommendations to close these gaps. Since implementation of the PSP was not included in the initial SOW, HICD 2020 completed the intervention with GYLA upon official acceptance of the performance assessment report and its corresponding PSP by GYLA’s previous management. Despite changes in the management of the organization, the new leadership continued attempts to improve GYLA’s performance based on the PSP. In 2018, USAID/Georgia’s Advancing Civil Society Capacities and Engaging Society for Sustainability (ACCESS) Project and its local implementing partner, Center for Training and Consultancy (CTC), helped GYLA’s new leadership to design a management structure that is in line with HICD 2020’s recommendations. The new structure was approved at the end of 2018. In addition, ACCESS and CTC assisted GYLA in revising its bylaws and senior management job descriptions to match the new management structure. However, to institutionalize modern management systems and improve the visibility of the organization, GYLA needs assistance in key operational areas to (i) streamline its human resource management system, (ii) strengthen its regional network, and (iii) enhance its internal and external communications. Activities during the reporting period: Component I: Develop human resource management system HICD 2020 discussed details of all three technical assistance dimensions with the GYLA management and prioritized the needs of the Association. HICD 2020 and GYLA agreed that development of the human resource management system was a top priority. Accordingly, we developed a corresponding SOW and posted the announcement for a local human resource management consultant on December 13, 2018. Selection of the consultant and start of the program is planned for January 2019.


SECTION III: COMPONENT 2 - TARGETS OF OPPORTUNITY Georgian National Communications Commission Background: The Georgian National Communications Commission (GNCC) is an LEPL that was established in 2000 to regulate activities in the field of broadcasting and electronic communications. GNCC is independent from the President, the Government, and the Parliament of Georgia, and submits its annual report only to the Parliament of Georgia. The commission is not subject to any state authority and is not financed from the state budget, since GNCC’s sole revenue source is the regulation fee paid by the authorized and licensed entities in the electronic communications and broadcasting field. GNCC’s Decision-Making Collegial Body consists of five members elected by the parliament for a six-year term. The Chairman is elected by GNCC through a secret ballot by the majority for a one three-year term. GNCC’s main goals and tasks include: avoiding monopolistic practices in the field of electronic communications and broadcasting; establishing a transparent regulatory environment and promoting competition; promoting high-quality, diverse and innovative telecommunications services for consumers; and introducing modern technologies and cooperating with international organizations for these purposes; and protecting consumer rights. Additionally, GNCC announces public competitions for obtaining, extending, postponing and cancelling TV and radio broadcasting licenses. It regulates technical, legal, and economic issues related to the interconnection of the electronic communications network operators aiming at protecting the interests of the customers. Activities during the reporting period: Phase I: In October 2018, HICD 2020 completed Phase I of the business process improvement project at GNCC with full endorsement and acceptance from GNCC’s leadership. Specifically, HICD 2020’s subcontractor PMCG documented a total of 71 core, management, and support business processes, 26 of which have been optimized. The program deliverables include:

1) A consolidated document of the optimized processes: The document contains Standard Operating Procedures (SOPs) with detailed narrative descriptions of the optimized procedures, including those of the sub-processes, business process flowcharts, process objectives and process-related risks, and KPIs to measure performance of the optimized processes at the overall both organizational and process levels. A few indicators have been developed for reporting purposes only to inform the management’s decision-making on the organizational and process performance improvement matters. The 26 processes are organized around six core functional areas: (1) market surveillance and analysis; (2) radio spectrum planning and monitoring; (3) management; (4) regulation of broadcasting; (5) regulation of competition; and (6) information and communications technology.

2) Process Profile Worksheets (PPWs): These worksheets contain a total of 45 processes that have not been optimized. These processes are organized around 11 functional areas: (1) HRM; (2) IT support and development; (3) document management; (4) logistics; (5) procurements; (6) management of projects and international relations; (7) public relations; (8) financial management; (9) safeguarding the rights and legitimate


interests of the telecom service end-users; (10) law-making and legal support; and (11) licensing, permitting and authorization. Each PPW includes a narrative process description, process initiation and end points, process owners, resources needed to implement the processes, outputs, sub-processes, process indicators, risks, and recommendations.

3) Flowcharts of the “As-Is” Processes: While the optimized process flowcharts are a part of the consolidated document, this deliverable includes 45 flowcharts of as-is processes in Visio.

Progress to date: To date, GNCC has broken down the 26 optimized processes into 31 and re-engineered four additional processes on their own. During the next reporting period, GNCC plans to re-engineer three more HRM processes in the coming future. The processes optimized to date, therefore, amount to 35, and all these 35 processes are now being followed and enforced by the process owners (“launched into the GNCC system”). GNCC has already started to design the department-level KPIs based on the process-level KPIs developed as part of our project. The department-level KPIs will then be used to design the performer-level KPIs, and will be tied to the performance management system that they plan to institutionalize across the agency. GNCC states that this process improvement project enables them to navigate through chaos, and will ultimately help them progress toward the ISO 9001:2015 certification. Prior to the ISO certification, they will complete the internal audit in April-May 2019, and then the external audit. The agency will start monitoring and measuring their institutional performance by KPIs (KPI data gathering, analysis and reporting) in the long run, but their top priority now is to “launch all 71 processes into the system” – the term equivalent to piloting and testing the re-engineered processes. Apart from those, they are developing the strategic milestones as a high-level organizational signpost. Additionally, GNCC will complete the procurement of the Document Management System soon, which will enable the agency to align the optimized workflows, gain time, address the bottlenecks, and expend the resources more judiciously. They will then procure the HR software for better management of human resources. The automation plans do not stop there – their end goal is to introduce the Enterprise Resource Planning (ERP) system, which will integrate the multiple operational areas and processes into a single, unified system. Restructuring of the Administrative Function: This is one of the examples of how GNCC is putting the business process improvement activities into practice. Prior to our project, GNCC’s administrative function had been grouped into (1) logistics + warehousing/office management and (2) procurement. After re-engineering, the process is now re-grouped into (1) procurement + logistics and (2) warehousing/office management. This re-grouping has considerably improved the way the administration conducts business. GNCC has revised its bylaws to include this change and the ensuing functional re-groupings. The re-grouping has also improved GNCC’s staffing efforts, with the organization successfully recruiting one new member following this process. Re-visiting the Budgeting Process: Prior to this TO activity, GNCC’s head of the finance and budgeting department was responsible for gathering and responding to all budget requests across 14 departments, resulting in considerable bottlenecks. Some departments, such as HR, started sending their requests to the procurement group only, bypassing finance. The procurement group gathers the requests and acts upon them accordingly, forwarding the aggregated data to the finance. Phase II: Based on PMCG’s recommendations, GNCC intends to complete optimization of the remaining 36 processes on their own, covering 71 altogether. As agreed with GNCC and approved by the USAID Mission, HICD 2020’s assistance under Phase II will now focus around development and implementation of the Performance Management


System (PMS). This activity will replace the initially planned Phase II activities (optimization of the selected business processes). HICD 2020 intends to hire an international PMS expert to:

• Develop the PMS methodology including performance planning, employee appraisal and performance measurement, guidelines, and quality standards on how to continuously improve GNCC’s employee performance, reward, and material motivation system; and

• Train GNCC managers on the application of the PMS methodology. A robust PMS will enable GNCC to align employee goals with GNCC’s overall strategic objectives, and to contribute to the achievement of the corporate mission.

In December, HICD 2020 finalized the PMS expert’s SOW with GNCC before posting a job announcement on Devex, an international recruitment portal, on December 27. The application deadline for this position is January 10, 2019. The PMS expert will be hired for a maximum of 23 days. The consultancy will include two in-country visits and distance work, and a training component. The duration of this assignment is four months with a period of performance from February through May 2019. State Procurement Agency Background: The State Procurement Agency (SPA) is an LEPL directly subordinated to the Prime Minister of Georgia. It coordinates and monitors all activities related to procurement by Government agencies. Its objectives include enhancing competition, ensuring equality and nondiscrimination of bidder companies, ensuring public access to information related to procurement, maintaining the e-procurement system, and promoting its credibility to the public. To achieve its primary goals and objectives, SPA continually studies best practices and commits to being open to necessary changes and new opportunities. These efforts are reaffirmed by a variety of meaningful reforms and continuously upgraded e-services. Activities during the reporting period: Component II: Development of Standards for Procurement Officers’ Certification HICD 2020 works closely with SPA’s management to develop examination/certification standards and a corresponding testing program for certification of procurement officers. During the reporting period, SPA’s management accepted the concept paper and the list of test topics developed by PMCG. As agreed with SPA, the certification will consist of two steps. During step one, the procurement officers will take an exam that will consist of multiple-choice questions. Those procurement officers who will pass step one successfully, will then take step two and work on a case. Our procurement consultants are now developing the multiple-choice questions and step-two cases. As soon as the tests are developed, we will submit them to SPA for review. Testing program development will commence in Spring 2019.


National Agency of Mines (legatee of the former Ministry of Environment and Natural Resources Protection) Background: Following the merger of the former Ministry of Environment and Natural Resources Protection (MENRP) departments with the Ministry of Economy and Sustainable Development (MoESD) and the Ministry of Environment Protection and Agriculture (MoEPA), the National Agency of Mines (NAM) was established as an LEPL under the MoESD that combines functions of three structural units of the former MENRP. Functions of the agency include: developing and implementing policies on the use of natural resources (other than oil and gas); issuing licenses for the use of natural resources; and carrying out control over compliance with the license terms by license holders. The Head of NAM expressed interest in partnering with HICD 2020 and redirecting HR assistance activities targeted for MENRP to NAM. Specifically, the head of the agency requested HICD 2020 assistance with developing NAM’s Performance Evaluation System (PES) using the general principles developed for MENRP in September 2017. These general principles are consistent with the general principles set by the Government Decree on “Rules and Terms of Professional Public Servants Performance Evaluation” and are fully compatible with the performance evaluation model used by MoESD. From March till November 2018, an HICD 2020 HR consultant conducted the following activities:

1. Diagnosis – understanding organization, management expectations, existing resources and barriers to change;

2. Developing and piloting PES; and 3. Considering piloting results and documenting motivational system.

Activities during the reporting period: Our HR consultant finalized the competency-based PES. On November 9, we conducted a training for the mid- and top-level managers dedicated to improving communication with employees and conducting feedback dialogue. This training was followed by a piloting of PES in the Administration Department. Piloting results showed that the system is working but it creates tension. Since PES implementation is a long process, it needs continuous support and development. When managers applied the PES to their work functions, they found it difficult to put different ratings on paper and communicate it to employees, especially within small groups or a department. The results of the pilot also showed that NAM may expect slight overrating during the first and second years of implementation. It is a natural process and will be neutralized if the company continues training managers and communicating with employees, as well as if top management shows active and visible support for this process. The analysis also showed that NAM should distribute bonuses with caution, following the change in the organizational culture and in objectivity of managers and readiness of employees. Meanwhile, to reinforce PES, our consultant proposed nominations and other non-monetary motivational tools that will emphasize the importance of high productivity without creating expectations regarding monetary incentives. HICD 2020 submitted the document covering the motivation system to NAM in November. With that, we completed our assistance to NAM.

HICD 2020 HR consultant delivers training on the use of performance evaluation system at NAM


Georgian Association of Social Workers Background: Established in 2004 as a non-governmental and non-commercial organization, the Georgian Association of Social Workers (GASW) is the first organization in Georgia to support the professional work and practice of social workers, and to advocate for their increased role in the fields of child welfare, domestic violence, justice, crime prevention, housing, and school social work. As a pioneering social policy advocate, GASW achieves its mission by:

• Providing professional expertise to social service providers; • Developing a strong educational base for social work, both formal and informal; • Setting and introducing professional standards for social work; • Lobbying for the development and implementation of the necessary legal and policy changes; and • Strengthening the social workers’ professional network.

By means of supporting the social workers, GASW targets disadvantaged groups such as homeless children and/or children who are victims of violence, ethnic minorities, internally displaced people, elderly, disabled, and substance-dependent individuals. Working with these groups requires management, coordination, education, consultancy, research, and analysis. Currently, GASW has 600 members who have an opportunity to gain professional knowledge and credentials through the organization. Activities during the reporting period: This quarter, we started and finalized the last component of our four-component program at GASW. Component II: Strengthening GASW’s Advocacy and Research Capacity We contracted the Training and Consulting Center of the Georgian Institute of Public Affairs (GIPA) to strengthen the advocacy and research capacity of GASW and its members. The program aimed to train GASW and its social workers in better advocating for the social work profession with the ultimate goal of improving the lives of the social work beneficiaries nationwide.

Three GIPA trainers delivered a five-day tailored course to 20 participants in November 2018. The training covered the following topics: • Social work advocacy at local and national levels; • Policy analysis, advocacy, and policy making processes; • Monitoring and evaluating advocacy activities.

The trainers employed the participatory and interactive teaching methods, as well as utilized a set of structured case studies, group discussions, presentations and group work exercises. At the end of the training, the participants developed draft advocacy campaign concepts based on the tools and knowledge acquired at the training, which they intend to implement to better advocate for their profession at

GASW Advocacy Training participants demonstrated a 22% knowledge increase after the training.

HICD 2020 consultant delivers training session on how to monitor and evaluate advocacy activities.


the local and regional levels. This component formally concluded HICD 2020’s four-component assistance to GASW. Multimedia Education Center Background: The Multimedia Education Center (MEC) is a state-of-the-art training and learning facility established in March 2012 through the USAID-funded Georgian Media Enhanced Democracy, Informed Citizenry and Accountability (G-MEDIA) Program implemented by IREX. MEC was designed as a platform to support the improvement of Georgia’s professional journalism community by focusing on innovative uses of technology in hands-on teaching and learning about journalism. Between 2012 and 2017, with support from the IREX G-MEDIA and the IREX Media for Transparent and Accountable Governance (M-TAG) programs, MEC delivered services to journalism schools from three private and two public academic institutions. To uphold journalism education in Georgia and to better position MEC as an independent and sustainable stakeholder in the Georgian media landscape, MEC was registered as a domestic non-profit organization in June 2017 with a three-person advisory board. IREX continues to support MEC’s operations while helping it transition into a fully independent and self-sustainable entity beyond the upcoming September 2019 close-out of M-TAG. In addition, USAID approached HICD 2020 to assist MEC to ensure its sustainability beyond IREX support through the development of a viable business model that will help the organization gradually become self-sustainable. Activities during the reporting period: This quarter, Tbilisi Business Service Center (TBSC), our subcontractor for this activity, finalized Phases III and IV of the business model development program. During Phase III, TBSC developed detailed action plans for each product opportunity identified during Phases I and II, including support to university education, multi-media related trainings, and an event venue. TBSC broke down each service line into the segments, product development, and delivery plans. The third deliverable also includes a communication plan, a mission support plan, and an organizational development plan. In early November 2018, TBSC consolidated the findings of the previous three phases into the final, fourth deliverable – Business Model document. The document is based on the premise that MEC will continue to pursue its core mission, explore and test new business opportunities to diversify income, and take initial steps to financial self-sustainability. MEC and the IREX M-TAG Programs fully endorsed the consolidated business model, as well as all interim deliverables which led to the consolidation of findings. The program covered the period from May through November, 2018. The TBSC consultants committed to providing one year of pro-bono consultancy support to MEC as it starts to implement the recommendations set forth in the business model. National Food Agency Background: The National Food Agency (NFA), an LEPL of the Ministry of Environment Protection and Agriculture of Georgia (MoEPA), is responsible for ensuring food/feed safety and quality and carrying out state control over the fulfillment of hygiene, veterinary-sanitary, and phytosanitary requirements and rules on the territory of Georgia. Duties of the agency also include:


• Risk management and communication based on food/feed, epizootic and phytosanitary risk assessment;

• Registration and control of pesticides, agrochemicals, veterinary drugs (medicine), and mineral water denomination of origin;

• Assignment of water trade mark categories; • Organization of preventive, treatment, and eradication

measures against especially dangerous harmful organisms;

• Protection of plants from quarantine and especially dangerous harmful organisms;

• Coordination and supervision of private veterinary activities;

• Issuing permits and certificates consistent with the rules stipulated by the legislation; • Providing population with relevant, impartial and objective information on hazards and potential risks; • Reacting to violations of the Georgian Administrative Offences Code; and • Developing a crisis management plan in case of an emergency situation in the country.

Additionally, NFA oversees the implementation of numerous activities related to the Deep and Comprehensive Free Trade Area (DCFTA), ensuring streamlined approaches for the import and export of agricultural goods. HICD 2020 supported NFA to streamline its public relations (PR) function. Activities during the reporting period: This quarter, GEPRA, our subcontractor for this activity, completed the final two deliverables of the PR/Communications Strategy development program at NFA. NFA is now fully equipped with a comprehensive three-year PR/communications strategy and one-year action plans for food safety and animal health directions, as well as an overarching action plan for NFA’s general operations. On October 15-16, GEPRA delivered trainings to the NFA management and staff on the anti-crisis communications and the communications campaign management (deliverable three). The topics covered PR expectations, communications crisis and its typology, post-crisis communication, crisis prevention, PR communication types, and campaign planning, preparation, management, and implementation. These interactive and participatory trainings were well received by all 13 participants from NFA’s PR, Veterinary, Food Safety, International and Legal Departments. The trainings, as well as the comprehensive PR strategy and action plans developed in the previous quarter, enabled the NFA representatives from all line departments to analyze the challenges and constraints in the effective implementation of the agency’s PR activities, and the gaps that need to be closed to successfully meet action plan targets. In close consultation with NFA, the GEPRA team brainstormed, identified and drafted three public communications campaigns/actions: (1) labeling campaign; (2) street trading campaign; and (3) communication of NFA’s monitoring results (deliverable four). All three campaigns include the corresponding actions, budget and timeline accompanied by the creative concepts, respective visuals and the communications messages. NFA’s PR department committed to including the commensurate resources in the next year’s budget planning to implement these activities.

Training on anti-crisis communications and the management of communication campaigns at NFA.


The PR/Communications Strategy development program at NFA is now completed and fully endorsed by our partner. The period of performance for this activity was from March through December 2018. Georgian Waste Management Association Background: Founded on June 5, 2015, the Georgian Waste Management Association (GWMA) is a non-profit organization responsible for developing a waste management sector through the introduction and implementation of modern waste management technologies to promote sustainable economic growth and safeguard the environment across the country. GWMA intends to play a key role in supporting the GoG and the Tbilisi City Hall to introduce and implement the waste separation initiative through various activities, including spreading powerful messages and raising public awareness. With these activities in mind, GWMA needs to improve its PR/communications capacity. Activities during the reporting period: HICD 2020 launched the program on October 10, 2018 with a kick-off meeting attended by GWMA’s Board Members, representatives of the USAID Waste Management Technology in Regions, Phase II (WMTR II) project, PMO, our selected service providers for this activity, and HICD 2020. During the meeting, PMO obtained detailed information on the association’s current activities, and requested internal documentation from GWMA for the review. After completion of the internal document review, PMO and GWMA discussed the goals and objectives of the PR/Communications Strategy and identified the target audience. Based on the feedback, the service provider developed the PR/Communication Strategy including main goals, communication channels, and key messages for each target audience. PMO presented the PR/Communications Strategy to GWMA on November 2, 2018. The document was accepted by GWMA and CENN. The completion of the PR/Communications Strategy was followed by the development of a one-year PR/Communication plan – also accepted by the partner organization – and a three-day training delivered on December 11-13, 2018. Eight association members participated in the training, which covered the following topics: development of verbal communication and presentation skills, communications in social networks, managing pages, posts and advertising, presentational space, target segments, materials and self-presentation skills. In addition, PMO identified and developed three activities from the PR/Communication action plan: presentation model for meetings, web-page, and Facebook page concepts. HICD 2020 reviewed the activity-related documents before submitting them to GWMA and CENN for the final revision. PMO is currently working on the final report. Levan Mikeladze Diplomatic Training and Research Institute Background: The Levan Mikeladze Diplomatic Training and Research Institute (DTRI) is an LEPL under the Ministry of Foreign Affairs of Georgia (MFA) and represents a unit which provides career-long learning opportunities to Georgian diplomats. The institute builds its main goal upon two major pillars:


1. Providing high-quality training and professional development opportunities for different level Georgian diplomats (attachés, advisors, counselors), MFA staff, and the staff of other relevant state institutions working in the field of international relations and foreign policy; and

2. Cultivating highly professional analytical and policy advising work by close coordination with all units of MFA, as well as by strong cooperation with other relevant state agencies, local and international research institutions, and think-tanks.

HICD 2020 will assist DTRI through two components:

• Component I: Improving business process flow; • Component II: Enhancing the HR management system.

Activities during the reporting period: Component I: Improving business process flow: During this reporting period HICD 2020 worked with DTRI’s top management to develop the SoW for Component I. Under this Component, we intend to map, improve, and document DTRI business processes that will enable the institution to enhance its organizational performance and bolster its overall institutional effectiveness. Through the competitive bidding process, we identified PMCG as the service provider for this activity. The program commenced on December 11 with a kick-off meeting attended by representatives of USAID, HICD 2020, and DTRI top management. As a first stage of this activity, the team of consultants conducted a desk study and organized internal meetings to discuss next steps. The semi-structured interviews at DTRI will start during the next reporting period. The estimated duration of this activity is nine months, with an anticipated period of performance from mid-December 2018 through late-September 2019. Georgian National Energy and Water Supply Regulatory Commission Background: The Georgian National Energy and Water Supply Regulatory Commission (GNERC) develops and adopts rules and regulations that govern the energy sector of Georgia. Since its creation in 1997, GNERC is responsible for monitoring energy entities and energy markets, including gas, electricity and water supply. GNERC currently employees 131 people. It is responsible for implementing the GoG’s reform agenda in the energy sector to meet the country’s obligations under the European Energy Community Treaty. Under the new energy law, which is scheduled to be adopted in Spring 2019, GNERC’s responsibilities will increase. In light of anticipated modifications in the energy primary legislation, GNERC will need to introduce changes at all levels of the organization to enhance the development of a competitive market and meet the EU requirements. In this regard and to enhance organizational efficiency, GNERC needs to prepare its staff for the anticipated changes and improve its Human Resource (HR) management system.

The kick-off meeting at DTRI: Director of the Institute shares her concerns with the team of consultants.


Activities during the reporting period: HICD 2020 will support GNERC to prepare for the anticipated changes through developing its HR capacities. Specifically, the consultant will be tasked with:

• Institutionalize contemporary human resource management practices at GNERC; • Review and modify existing job descriptions; • Assist GNERC to elaborate viable and transparent HRM policies and procedures, as well as develop HR

manual; • Develop the HR strategy and the corresponding action plan; • Facilitate the corporate efforts to operationalize/pilot performance evaluation system (PES)2; • Provide intensive hands-on assistance and on-the-job training to GNERC HR staff, senior and middle level

management to pilot and implement HRM policies and procedures and PES; • Elaborate staff training and capacity development system; • Develop carrier development system; and • Develop staff motivation system.

Through a competitive bidding process, HICD 2020 selected an HR consultant for this activity. The program will commence in mid-January 2019 and will last for approximately seven months. Article 42 of the Constitution Background: Article 42 of the Constitution is a non-governmental, non-political, human rights advocacy organization founded in 1997. The members of the organization are professional lawyers providing pro-bono legal assistance to victims of human rights abuses in local and international courts and other state agencies. The organization aims to promote the establishment of rule of law in Georgia through the introduction of international standards for the protection of human rights and freedom, as well as through an increase in public awareness of these standards. To institutionalize modern management systems and improve prominence of the organization, Article 42 of the Constitution needs assistance in four key operational areas: optimization of the organizational structure; development of the human resource management system; enhancing communication with the public; and enhancing the financial management system. Activities during the reporting period: Component I: Review and optimize organizational structure In close cooperation with Article 42’s management, HICD 2020 developed a SOW to review and optimize functional structure of the organization and shared it among our Tier II IQS holders on December 28. The subcontractor will be requested to review the existing organizational structure and provide Article 42 of the Constitution with the optimal model for organizational arrangements to ensure maximum productivity and efficiency. We anticipate the program to start in February and run through April 2019. 2 GNERC has developed PES with its own capacity and resources but has not piloted it yet. The HR department needs external assistance to review PES, provide feedback on it, pilot it and teach the department staff how to analyze the collected information and plan future activities based on the evaluation results.


Human Rights Education and Monitoring Center Background: The Human Rights Education and Monitoring Center (EMC) is a non-governmental organization founded in 2012. It is one of the leading organizations in Georgia in the fields of human rights (including social, women’s, and minority rights), judiciary, law enforcement, and democratization. In addition to working on issues that are traditional focus areas for Georgian civil society organizations, such as religious freedom, judicial independence, criminal justice, ethnic minority rights, and women’s rights, EMC has been actively targeting problems that are considered as highly important by Georgian society, but do not receive sufficient attention from the Government. This includes labor rights, drug policy, right to housing, social justice, and security sector reform. EMC operates across four program areas: social policy, equality policy, justice and democracy, and critical policy. These areas are managed by three directors. Staffed by 22 employees, EMC seeks to optimize its organizational structure, streamline its human resource management practices, and enhance internal and external communications. Activities during the reporting period: Component I: Review and optimize organizational structure In close cooperation with EMC management, HICD 2020 developed a SOW to review and optimize functional structure of the organization and shared it with our Tier II IQS holders on December 28. The subcontractor will be requested to review the existing organizational structure and effective legal documents, study best western models of NGO structure, and provide EMC with an optimal model for organizational arrangements to ensure maximum productivity and efficiency. The anticipated period of performance for this activity is February through May 2019. Service Agency of the Ministry of Finance of Georgia Background: The Service Agency (SA) is an LEPL of the Ministry of Finance of Georgia providing disposal of movable property transferred to the ownership of the State. SA operates four warehouses – one in Akhaltsikhe, one in Samtredia and two in Tbilisi – where it stores more than 30,000 stock keeping units. SA disposes seized state property through www.auction.ge. The Agency lacks a proper inventory management system which impedes an efficient disposal of the property and causes human errors resulting in discrepancies in inventory counts and increased logistics costs. The Agency operates the Russian inventory management software 1C with a limited functionality for stock management. In addition, existing warehouse infrastructure and equipment is outdated and does not meet the Agency’s requirements. The storage of goods in the warehouses is done in a chaotic manner which prevents visibility and traceability of stocks and creates mistakes in the inventory counts. Moreover, the Agency lacks knowledge and skills in modern logistics and supply chain management which is the precondition for the successful fulfilment of its mandate. To ensure effective management of the maintained property, the Agency seeks to advance its inventory management capabilities. Improving the inventory and warehouse management processes and increasing the logistics capacity of employees will enhance SA’s performance and bolster its institutional effectiveness as a whole. Further, the organization needs to comply with the new requirement imposed by the new Civil Service Law, necessitating legal entities of public law to establish employee performance evaluation systems. Accordingly, the institutionalization of PES necessitates the modernization of the overall human resource management (HRM) system at the Agency. HICD 2020 intents to assist SA through two components:

http://www.auction.ge/


• Component I: Improve and streamline the inventory and warehouse management processes; • Component II: Enhance the HRM system.

Activities during the reporting period: Component I: Improve and streamline the inventory and warehouse management processes In close cooperation with the SA management, HICD 2020 developed a SOW to improve and streamline the inventory and warehouse management processes at the Agency. On November 13, we released the request for offers (RFO) from interested bidders and selected Georgian Logistics Association (GLA) to implement the activity. The presentation of GLA’s technical approach to the SA management is planned for early January, 2019. The program will last for nine months, from January through September 2019.


SECTION IV: COMPONENT 3 - PARTICIPANT TRAINING SUPPORT HICD 2020 provides a complete range of participant processing services to all USAID/Georgia programs, including language testing, medical certification, and health insurance enrollment, security risk inquiry, J-1 visa processing as per ADS 253, pre-departure orientation, and participant data reporting. The project conducts this demand-driven service in response to requests from implementing partners.

During the reporting period, the HICD 2020 team completed the processing actions for 23 exchange visitors (13 male and 10 female) nominated by the East-West Management Institute Promoting Rule of Law in Georgia (PROLoG) project, the National Democratic Institute (NDI),

and International Republican Institute (IRI). In addition, we are currently processing 16 exchange visitors nominated by PROLOG and the Strengthening Physical Rehabilitation in Georgia (SPRING) projects. HICD 2020 continues to enjoy a 100% satisfaction rate amongst EVs. The USAID/Georgia Mission designated HICD 2020 to facilitate the collection and submission of all training information to USAID/Washington through the USAID TraiNet system. Therefore, all USAID partner organizations operating in Georgia are required to send data regarding in-country and third-country training activities completely or partially financed by USAID to the HICD 2020 at the end of each quarter. During this reporting period, HICD 2020 received training information for 108 in- and two third-country programs from 14 implementing partners. HICD 2020 will complete the data entry into TraiNet system during the next reporting period.

To date, the project enjoys a 100% satisfaction rate.

Female

Male

In-country programs 1556 1011 Third-country programs 10 7

US-based Program Total number of participants

10 1576

13 1031


SECTION V: COMPONENT 4 - BUILDING LOCAL HICD CAPACITY

USAID’s strategy calls for implementers to invest in country-owned models of inclusive development and build sustainable capacity in the countries where USAID works. Through this strategy, USAID places a renewed emphasis on local capacity building, so that US assistance strengthens the actors and institutions responsible for transforming their countries. HICD 2020 is committed to USAID’s goal of strengthening local capacity and incorporates this vision into the project. Specifically, HICD 2020 works toward the goal of integrating HICD approaches into the operations and institutional culture of the selected local institutions and organizations. HICD 2020 aims to further transfer knowledge of the HICD methodology to key performers in Georgia.

Building Implementation Capacity of Local Service Providers The Leading Through HICD (LTHICD) Training HICD 2020 launched the second phase3 of its capacity development activities designed for IQS II holders consisting of a series of the Leading Through HICD (LTHICD) training sessions and the HICD Virtual Academy. HICD 2020 selected the LTHICD training topics based on the results from the needs assessment survey conducted in early 2018. Ms. Andrea Uribe from Chemonics, our major subcontractor, delivered the LTHICD USAID Rules and Regulations workshop on December 5-7, 2018. The training helped participants: 1) gain an understanding of USAID’s regulatory framework in order to prepare their organizations for better project management of USAID agreements; and 2) learn key aspects of USAID’s award process and review tips and guidance on how to prepare proposals, with an emphasis on the cost proposal. The participants displayed 37% knowledge increase as a result of the training. Additionally, 100% of the trainees shared that they were satisfied with the course content and the trainer. The training attendees shared that the course met their needs and expectations, the content of the session was useful to them, their time was properly invested through attending, and that they will use the materials provided in their day-to-day work. The participants described the trainer as highly knowledgeable and effective in communicating the information to the workshop attendees. 3 HICD 2020 conducted the first phase for the IQS I holders in 2016-2017.

Andrea Uribe delivers training on USAID Rules and Regulations

“The training was very informative for us. Most importantly, we learned the formats of offers and project proposals, the regulations we are expected to follow and we have been given different websites and sources of information in case of further interest. The presenter was very experienced and competent in the field.”

-Sergo Turmanidze, Georgian Institute of Public Affairs

“The knowledge we received was very important at the current stage of our company’s development. As a director of Innovations at the Management Academy, I recently started to develop several different products (training modules). After this training I know where to find answers to my questions, which regulations we should follow and which stages the project proposal passes through.”

- Marika Kldiashvili, Management Academy


During Year 4 of the project cycle, HICD 2020 will deliver the following seven workshops under the LTHICD program: grant management; crucial conversation, communication, negotiation; monitoring and evaluation; HR strategy; financial management; training and development; leadership and supervision.

At the end of 2019, HICD 2020 also plans to conclude the second round of the capacity building activities with a Capstone Workshop, during which the participants would utilize their newly acquired knowledge and skills in practice through a case study.

HICD Virtual Academy HICD 2020, in cooperation with its international subcontractor Performance Design Partners (PDP), offers the HICD Virtual Academy online course to its IQS holders. The Virtual Academy serves as a one-stop learning platform that provides a coach-based certification program for the HICD consulting that is scalable to any performance improvement effort. The first round of the Virtual Academy online course ran from October, 2016 to January, 2017. HICD 2020 launched the second round of the Virtual Academy course on August 8, 2018. Nine participants representing three IQS holders (GEC, PMCG, and GEPRA) and two HICD 2020 staff members are enrolled in the Academy. Participants will complete lessons and tests organized into two levels that build on each other: Practitioner level and Consultant level. To ensure a high level of capacity at the end of the Academy, each participant is assigned to a personal curriculum manager. The curriculum manager guides the participants throughout the duration of the Academy, grades the tests, and provides individual feedback and learning suggestions along the way. The approximate duration of the course is one year.

By the end of the Training, participants demonstrated an overall 37 % knowledge increase.


SECTION VI: MONITORING AND EVALUATION Performance Monitoring and Evaluation System (PMES) After conducting a competitive bidding process in early 2017, HICD 2020 identified ASSECO Georgia as the winning company to develop the PMES. HICD 2020’s Monitoring and Evaluation (M&E) Manager worked closely with ASSECO developers on the PMES’ technical functionality and system design. The purpose of the PMES is to enable the project’s partner institutions to store, manipulate and analyze data. The system helps the counterpart institutions regularly and easily monitor their institutional performance. This tracking is primarily done in a quantitative manner. To ensure effective utilization by partner institutions, the PMES must be concise and user-friendly. The PMES focuses on providing the partner institutions with the ability to a) track indicators, projects, and contracts, and b) to conduct surveys. Partner institutions are expected to upload information into the PMES, which provides useful metrics by which institutions can measure their performance. Two partner organizations, ATIPfund and Sakpatenti, expressed their willingness to employ the PMES as their performance monitoring and management tool. During this reporting period, HICD 2020 installed the final version of the PMES in the partner organization servers. The PMES development stage is now complete. We signed the final work acceptance document, and the developers from ASSECO Georgia are working on the final bug fixes. ASSECO will inform us of the proposed system support arrangements in the next reporting period.


ANNEX A: RESULTS REPORTING TABLE

Performance Indicator

Name Baseline

Year Program Year 1 2015-2016

Program Year 2 2016-2017



Program Year 5 2019-2020 Notes

Quarter Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

CLIN 1, 2 & 4: HICD Initiatives, Targets of Opportunity, Building Local HICD Capacity

1.1.1: # of recipient institutions receiving performance improvement assistance

0

Target 10 15 23 30 37 Yr. 1, 2, 3 & 4 include the following 27 counterparts: ATIPfund, ESCO, GYLA, ISFED, CiDA, GRS, National Intellectual Property Center “Sakpatenti”, GMG, CSB, CENN, CETF, MENRP, OSMEEAI, SPA, GASW, GNCC, ACDA, NAM, NFA, GWMA, EMC, Article 42, Ministry of Finance Service agency, GNERC, DTRI, GGTC & MEC, as well as 17 local service provider organizations (10 primes & 7 subs) receiving capacity building assistance through LTHICD modules: GEC, TBSC, PMCG (subs – Adelante, AYEG, GeoWel research, WEG, CRRC, ISET, Management Academy), ABCO, CTC, GEPRA, GIPA, LAG, PMO, PR Academy.

Actual 5 6 7 14 15 15 18 23 23 26 32 38 44

1.1.2: # of persons trained under the Contract

0

Target 30 60 75 90 100 Yrs. 1. 2, 3 & 4 include: 99 participants from the LTHICD workshops for local service providers; 9 participants from the CiDA facilitated organizational self-assessment training for key CiDA employees; 9 participants from GMG staff training on USAID rules and regulations; and 16 participants from CSB staff trainings; 3 participants from CENN grant’s manual management workshop. 12 participants from GASW public outreach strategy workshops; 30 participants from GASW Ethics of Supervision training and 6 persons from GASW fundraising training; 11 participants from CETF Fundraising Strategy training; 25 participants from Sakpatenti Staff Capacity Development training; 14 participants from NFA Communications Strategy and Action Planning Workshop. 8 participants from Waste Management Association attending PR and Communications Skills

Actual n/a n/a 40 49 72 74 77 105 118 173 216 228 260


Development Training. 18 participants from GASW attending Advocacy training series.

1.1.3: # and % of recipient institutions meeting HICD project completion/graduation criteria*

0

Target N/A N/A 2 4 6 The HICD assistance/ performance assessment completed for GYLA and Sakpatenti; see PMP, indicator 1.1.3. b) budget allocation. GYLA was approved for continued programming in November 2018.

Actual N/A N/A N/A N/A 2 1 1 1 1 1 1 2 1

2.1.1: % of local service providers completing the HICD capacity building program

0%

Target 60% 60% 60% 60% 60% LTHICD 1st round: 7 service providers/primes participated in the LTHICD trainings: GEC, PMCG, TBSC (sub GeoWel research), ABCO, CTC, LAG, PMO. LTHICD 2nd round: 5 service providers/primes participated in the LTHICD trainings: GEC, PMCG (and the relevant subs), GEPRA, GIPA, PR Academy.

Actual N/A N/A 63% 63% 78% 78% 78% 78% 78% 78% 75% 75% 75%

2.1.2: Change in capacity of local service providers

n/a

Target 10% 15% 15% 15% 15% This indicator represents the average knowledge increase through series of LTHICD training. Actual N/A N/A 22% 22% 33% 27% 27% 27% 27% 27% 25% 25% 31%

2.1.3: # of organizations providing human and institutional capacity development services under the Contract

0

Target 1 2 3 4 5 Tier 1 service providers: GEC, PMCG (sub Management Academy), TBSC; Tier 2 service providers: CTC, GEPRA GIPA, PMO.

Actual N/A 3 3 3 4 4 4 4 4 5 6 6 8

2.1.4: # of local organizations able to independently provide HICD services

n/a

Target 1 2 3 4 5 PMCG, TBSC, GEC & CTC. Please see PMP indicator 2.1.4. regarding indicator assessment tool details Actual N/A N/A N/A 2 2 2 2 2 4 4 4 4 4

2.2.1: # and % of HICD recipient institutions having developed Performance Monitoring and Evaluation System (PMES)*

0

Target N/A N/A 2 4 5 PMES was institutionalized at ATIPFund. Another HICD partner, Sakpatenti is currently undergoing leadership change. We will finalize PMES institutionalization as soon as the new Chairman is appointed by Georgia’s Prime Minister.

Actual N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 1 1

CLIN 3: Participant Training Support

3.1.1: # of persons processed through PPS

0 Target 30 50 50 55 60 Total number from the start of

the project through Year 3 includes 60 females & 45 males Actual 4 23 26 26 36 36 36 38 41 57 79 82 105

0% Target 90% 90% 90% 90% 90%


3.1.2: Satisfaction with PPS services

Actual 100% 100% 100% 100% 100 N/A N/A 100% 100% 100% 100% 100% 100%

Notes: 1) Annual targets and actuals are cumulative 2) The target numbers (1.1.3. & 2.1.1) in any given quarter equal 100%


ANNEX B: SUCCESS STORIES

First Person Story: Transforming Lives of the Socially Disadvantaged

Elene Martashvili’s dream was to become a famous diplomat and travel across countries, until one day a little boy with Down syndrome hugged her in the street. “He scared me, I felt uncomfortable with him touching me, he asked me to go to the daycare just over the corner. I followed him that day and since then went there almost every day after lectures,” remembers Elene. Since that small incident, Elene changed her career choice from working abroad to empowering underserved communities in Georgia as a social worker as she realized that observing social change was the most important purpose and the mission she wanted to accomplish in her life.

According to the National Statistics Office of Georgia (Geostat), with 50-55% of Georgia’s population living below the poverty line, 11%socially impaired and some 15% living in conditions of extreme poverty,maintaining a strong social assistance system is challenging. Elene andother state social workers are working long hours to supportmarginalized groups such as people with disabilities, street children,victims of violence, juveniles and probationers. “This is the job which

cannot be left in the office after 6:00 and it is impossible to silence the phone at night when human lives are at stake,” says Elene.

Established in 2004, the Georgian Association of Social Workers (GASW) unites more than 600 dedicated professionals like Elene who are striving to make a difference in the non-governmental organizations, municipal shelters and the State social service. GASW works to develop the social work field and has championed many fundamental initiatives for effective regulation of the social work profession.

From September 2017 through May 2018, the USAID/Georgia HICD 2020 Activity supported GASW in its efforts to improve self-regulation, develop mechanisms for its enforcement, and to advocate for regulation. In July 2018, as a result of HICD 2020 support and advocacy efforts from GASW’s two-year partnership with the Parliament’s Human Rights and the Civil Integration Committee, the Parliament of Georgia adopted the Law on Social Work. In addition to this law adoption, Elene and other GASW members received profound trainings in policy level advocacy, fundraising and strategic communications.

With improved social guarantees, safeguards and the clarity of functions under the new Law on Social Work, Elene and other social workers in Georgia are better positioned to serve the communities around them. Recalling the most life-changing cases from her eight years of practice brings a smile to Elene’s face. Elene adds, “We are the change agents, the most rewarding thing for me is when I don’t see the fear in their eyes anymore, when they regain the balance and continue their lives with confidence and dignity – this is what brings me the ultimate joy and satisfaction.”

“Empowering people, seeing them come back to life, helping them make right choices are the biggest emotional benefits that keep me up at nights.”

Elene Martashvili, Social Worker, Social Service Agency


U.S. Agency for International Development Caucasus Mission

11 George Balanchine Street 0131 Tbilisi, Georgia

Tel: (995-32) 254-40-00

quarterly report #10

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